SUMMER INTERSHIP PROJECT REPORT ON ―A STUDY ON STUDY ON FUNCTIONS OF HR IN GREEN PLYWOOD‖ PLY WOOD‖ Report submitted to IIMT, Greater Noida as a partial p artial fulfillment of full time Post Graduate Diploma in Human Resource Management Under guidance of- Mr. Ashish Dube
Submitted to-
Submitted by-
The Chairman
Shilpa Singhal st
Dr. D.K. Garg Sir
PGDM(21 batch)
IIMT, Greater Noida
Enr. 21005 Ishan Institute of Management &Technology 1A, Knowledge Park -1, Greater Noida, Dist.-G.B.Nagar (U.P.) Website: www.ishanfamily.com E-Mail:
[email protected]
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DECLARATION I hereby declare that the summer internship project report entitled ―S tudy on Functions of HR in GREEN PLYWOOD‖ under the guidance of Mr. ASHISH DUBE the original work done b y me. This is the property of the institute & use of this rep ort without prior permission of the institute will be considered illegal & actionable.
Date:
Signature:
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CERTIFICATE
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ACKNOWLEDGEMENT I express my sincere remembrance and gratitude to them who helped and supported me in Completing this project. First of all I would like to thank Our Chairman Dr. D.K. Garg for the encouragement & guidance that he gave, under whose guidance I was able to successfully complete the project. I would, with profound pleasure and proud privilege. I take this opportunity to express my deep sense of gratitude and indebtedness to the GREEN PLYWOOD for giving me opportunity to undertake this project. I would like to express my sincere gratitude to m y company guide Mr. ASHISH DUBE for giving me this opportunity to complete my internship in this esteemed organization and for their kind support. They gave me opportunity to understand & gain experience related to human resource activities conducted in GREEN PLYWOOD & also guided me, to get Training Experience. I am grateful to them for providing esteemed guidance & valuable support throughout the project. I would like to thanks to Parents who supported me Mentally, Emotionally and economically throughout the completion of this project & without their blessings the completion of this project is difficult. I would like to thanks to great sence of gratitude, I also thank them for his experienced Judgement, endless interest and constant encouragement without which it would not have been possible for me to accomplish the project succesfully.
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EXECUTIVE SUMMARY This Summer Internship Project has been undertaken for the partial fulfillment of the Post Graduate Diploma in Human Resource Management (PGDHRM) course from Ishan Institute of Management & Technology, Greater Noida. The objective of the
project is to find out the benchmark for the talent acquisition practice in telecom sector and its various aspects of HR practices. Talent acquisition is helpful as to strength the organization‘s effectiveness and productivity. GREEN PLYWOOD is one of the largest companies which in the sector of ply. The Enterprise services provide different types of plies as according to the requirement of builders, architectures etc. This company has its website for online purchasing. The company follows the practice of talent acquisition very strongly. This practice is very transparent with no personal bias because only a talented employee can help can organization to achieve its goal. GREEN PLYWOOD has very effective and efficient talent acquisition practice. They are up to date with all new modern designs and always get in touch with the market requirement. The various means to acquire talent area advertisement,portal etc. Sometime this talent acquisition is done within organization through transfer, promotion etc. The role of HR manager in context of management of an organization has undergone a paradigm shift in present business scenario. It has evolved itself as an important aspect for a homely work ambience for its most precious asset – MANPOWER. Talent acquisition practice thus continues as an important aspect of Human Resource Management. It is in fact the heart of Human Resource Management as it provide the best available talent to the organization and in its absent the organization can‘t fulfill its goal.
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TABLE OF CONTENTS SL. NO.
PARTICULARS
CHAPTER 1
Introduction
CHAPTER 2
About the company
Products of the company
Competitors
Review of literature
CHAPTER 3
CHAPTER 4
Objectives
Methods of data collection
Functions of HR
Managerial Function
Operative Function
Advisory function
Organizational Structure
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Need of the study
Organizational Culture Nature And Role of Personnel Department
PAGE NO.
CHAPTER 5
CHAPTER 6
7
Methodology
Recruitment Strategy
Training & Development program
Frequency of Training And Development
Employees Promotion Strategy
Findings
Conclusion
Suggestion
Limitation
Bibliography
Chapter-1 Introduction:
About the company
Products of the company
Competitors
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INTRODUCTION Greenply Industries Limited (GIL) is India's largest interior infrastructure company. The company is listed on the National Stock Exchange (NSE) and the Bombay Stock Exchange with a whopping turnover of Rs.1655 crore. It stands at top when it comes to plywood and MDF boards. It accounts for almost 30% of the organized plywood market in India and 30% market share in domestic MDF market.
This company efforts towards achieving excellence helped us gain a significant position in the thriving Indian economy. We are a partner of choice for a large number of office and home
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builders. Greenply Industries Ltd is a leader in manufacturing plywood, Medium density Fibre boards (MDF) and allied products. Greenply was the first in the country to introduce a lifetime guarantee for high-end products (Green Club, Green Club Plus premium Plywood) The Green Fire Retardant Plywood was certified by the Central Building Research Institute The Kriparampur, Pantnag ar and Bamanbore Units have been accredited by the FSC with a 'chain of custody' certification. ISO 9001, ISO 14001 and OHSAS 18001 -certified for Tizit, Pantnagar, Kriparampur units, while the Bamanbore unit is ISO 9001- certified. The Kripa rampur Unit was awarded with Social Accountability Certificate SA 8000.
We are Greenply Industries Limited, a leader in manufacturing plywood and allied products. Our innovation and technical expertise enable us to deliver flawless products to our customers. When we established Greenply Industries Limited, we had a vision; to turn houses into homes, by filling them with colour and life, and to help India gain a significant global position. We‘ve been pursuing our vision ever since, by providing customers with high quality products, while remaining environmentally and socially responsible. In fact, we have always endeavoured to create value for society through our activities, whether they‘re economic or otherwise. Our production processes are partially sustainable, and by 2020, they will be completely sustainable.
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Its strong domain and technical expertise enables u s to deliver value to our renowned customers. It focus on adopting eco-friendly manufacturing approaches to meet our client‘s expectations. Backed by strong knowhow, our teams deliver flawless products to customers. In the past few years, India has emerged as the largest surging eco nomy in the world. The Indian market is full of diverse preferences, various income levels, and regional spread. Focusing on each and every part of the Indian market is our focal point. We accomplish this by constantly addressing the existing gaps with the simple philosophy of connecting fashion to interiors through our wide range of product portfolio. Our products are manu factured with latest technology, amazing ability to migrate from one price point to anothe r, wider choice, as well as a single point solution for customer looking to buy huge quantities of products.
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Greenply Plywood is made from the finest A+ grade timber and goes through a stringent fivestep preservative treatment, making it termite and borer resistant. Made from 100 % hard wood or Gurjan timber, Greenply Plywood has high dimen sional stability and is warp free. Greenply Plywood is eco-friendly as well as emission free (emits less Formaldehyde as per E1 Formaldehyde Emission level). In addition to Fire Retardant Pl ywood, all other Greenply Products are partially treated with Fire Retardant chemicals.
HISTORY OF THE COMPANY The company was established as "Mittal Laminates Private Limited" on 28 November 1990. It became a Mittal Laminates Limited in 1994, and finally Greenply Industries Limited in 1996. Its first manufacturing plant was established in 1993 at Behror, Rajasthan, followed by one at Pantnagar, Uttarakhand in 2006. Prior to which a manufacturing unit of erstwhile Greenply Industries Limited at Tizit, Nagaland was taken over, alon g with the company itself in 1995.
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Company Summary Manufacturer & Exporters of Plywood, Decorative Plywood, Laminates, Decorative Laminates, Green Black Board, Green Shuttering Ply, P relaminated Particles Board, Prelaminated Medium Density, Switch Boards Panels, Pre Laminated Pa rticles Board.
General Information
Year established
1990
Legal form
Limited Company
Type of company
Head Office
Fax
+91 33 22420825, 22820825, 30515010
Website
http://www.greenply.com
Brands
GREENLAM
GREENPLY
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Export
Area : North America, Middle East, Asia-Pacific, Central Asia, Central America, South
America, Central/East Europe, Western Europe, Africa Country : Canada, Mexico, Israel, Oman, Saudi Arabia, Singapore, Sri Lanka, China, Taiwan,
Hong Kong, Malaysia, Indonesia, New Zealand, United States, El Salvador, Colombia, Panama, Jamaica, Puerto Rico, Chile, Peru, Russian Federation, United Kingdom, Spain, Turkey, Italy, Switzerland, Netherlands, Denmark, Germany, Sudan, Nigeria, Ghana.
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PRODUCTS OF GREEN PLYWOOD 1. PLYWOOD AND BLOCKBOARD: Greenply is a leading manufacturer of high quality plywood and block boards, suited for every need. The Greenply range, which includes the flagship brand Greenply Plywood, is made from the finest A+ grade timber and goes through a stringent 5-step preservative treatment, making it termite and borer resistant. Made from 100% hard wood or Gurjan timber, Greenply plywood has high dimensional stability and is warp free. In fact, Greenply is the first company in India to introduce a lifetime guarantee in its premium products, Green Club and Green Club Plus Plywood. The products are eco-friendly and emission free (emits less Formaldehyde as per E1 Formaldehyde Emission level). non-toxic organic chemicals are used for Glue Line protection and in addition to Fire Retardant Plywood, all other Greenply Products are partially treated with Fire Retardant chemicals.
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Apart from these, Greenply Industries Ltd. also manufactures Green Flexiply, Green Fire Retardant Plywood, Green Marine Grade Plywood, Green Gold (BWP) Plywood & Block Board, Green Film Faced Shuttering plywood, Green Flexiply, Green 16 mm Calibrated Plywood, Greenply MR Grade Plywood & Block Board, Ecotec Plywood & Block boards and Optima Red Plywood & Block boards. Also available, is the Green Compreg range of products, suited for construction, railway, automobile and other specialized app lications.
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Greenply products meet global quality standards such as CE and FSC (COC), as well the following IS standards: Product Range
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Green Club & Club Plus Plywood
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Green Gold Plywood (Bwp Grade)
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Green Film Faced Shuttering Plywood
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Green Fire Retardant Plywood
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Greenply Marine Grade Plywood
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Green 16 Mm Calibrated Plywood
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Green Flexiply
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Greenply Mr Grade Plywood
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Green Bwp Block Board
10 Green Mr Block Board 11 Green Naturals Teak Veneers 12 Green Spectrumwood Veneers 13 Black Forest Veneers 14 Green Panelmax Hd Decorative Panel 15 Green Doors 16 Green Doors Stellar 17 Optima Red Marine Grade Plywood 18 Optima Red Mr Grade Plywood 19 Optima Red Mr Block Board
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20 Optima Red Bwp Block Board 21 Ecotec Bwr Plywood 22 Ecotec Mr Plywood 23 Ecotec Mr Block Board 24 Compreg, Resin Treated Compressed Wood Laminates
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2. MEDIAM DENSITY FIBERBOARD:
Green Panelmax MDF is a revolutionary product from Greenply Industries Ltd, is made with a unique fibre-interlocking technology which leads to high bonding strength and rigidity and is loaded with features which are best suited for constructing strong and durable furniture and creating unique interiors.
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Its homogeneous construction gives it easy machining characteristics and enables it to be intricately and precisely routed, carved and moulded. Additionally, its surface smoothness and 0% latex content ensures a perfect end-finish in while painting, polishing and high-gloss, while also making it extremely simple to apply laminates and veneers on it. It is termite, borer and fungus
resistant.
Being manufactured from 100% renewable and sustainable wood, Green Panelmax MDF is an eco-friendly product.
State-of-the-art manufacturing facility Greenply's Green Panelmax MDF manufacturing
facility at Pantnagar, Uttarakhand is the first-of-its-kind in India that incorporates the latest European technologies. This state-of-the-art manufacturing facility is also the country‘s largest and most technologically advanced plant in its category, utilising a continuous press system for the very first time for this application. The annual capacity of the plant is 1,80,000 CBM.
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To maintain its stringent quality norms, Greenply has invested in the latest technologies and machines; Front end wood processing and chipping from Bruks Klockner (Sweden), chips storage and conveying from Trasmec (Italy), fibre refining from Metso (Finland) and fibre drying from Sunds MDF Technologies (Sweden). Greenply has also purchased the latest machinery for forming, press and raw board handling from market leader Dieffenbacher of Germany, an 8 head sanding machine from Steinemann of Switzerland, panel sizing from Giben (Italy) and a multi fuel hybrid energy generation plant from Thermax (India). To ensure optimal emission levels, the company has invested in a latest generation dust extraction/fume absorption system supplied by Scheuch (Austria).
The 28mtr Dieffenbacher Continuous Press
Press outfeed and flying cross-cut saw
THE PANELMAX MDF BOARD
Interlocking TechnologyA unique interlocking technology employed in manufacturing Green
Panelmax MDF boards leads to a high bonding strength and greater rigidity.
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Strong Stability and strength are important assets of our board. Made with advanced technology
Green Panelmax boards offer tough resistance to all sorts of impacts and wear and tear.
Superior Quality Greenply takes stringent quality measures at every stage of the manufacturing
process to ensure that Green Panelmax MDF boards have a smooth finish, superior machining characteristics and unparalleled quality and strength. With leading testing technology such as the Through Panel Density Profiler, we are able to precisely control the through panel density along the thickness, giving Green Panelmax MDF boards a better and a more consistent surface density.
Homogenous Construction The homogenous construction of Green Panelmax MDF boards
allows intricate and precise routing, machining and finishing techniques for a superior finished product.
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0% Latex Content Green Panelmax MDF boards are made of 100% hardwood eucalyptus
timber, and thus have 0% latex content, making them ideal for surface finishes such as painting and polishing.
Termite & Borer Resistant Green Panelmax MDF boards undergo various chemical treatments
that make them termite, borer and fungus fun gus resistant.
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Eco-Friendly Green Panelmax MDF boards are produced from 100% renewable and sustainable
wood sourced from agro-forestry plantation trees that have a life cycle of 3-4 years and cause no depletion of forest cover area.
An Excellent Range to Offer Greenply is the first manufacturer in India to offer such a vast
range of MDF in a variety of thicknesses thickn esses and sizes across all its products ranging from plain, prelaminated and veneered Green Panelmax MDF board to plain and pre-laminated HDF.
Plain MDF Thicknesses: 2.3mm, 2.5mm, 3mm, 4mm, 5.5mm, 6mm, 8mm, 11mm, 12mm,
15mm, 17mm, 18mm, 25mm, 30mm 3 0mm and 35mm. Sizes: 8‘X4‘; 8‘X6‘; 7‘X6‘; 7‘X4‘ and 6 ‘X4‘.
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Pre-laminated MDF Thicknesses: 6mm, 8mm, 11mm, 12mm, 15mm, 17mm, 18mm, 25mm,
30mm and 35mm. Sizes: 8‘X4‘; 8‘X6‘; 7‘X6‘; 7‘X4‘ and 6‘X4‘.
HDF Thicknesses: 2.3mm, 2.5mm, 3mm, 4mm, 5.5mm, 6mm, 8mm, 11mm, 12mm, 15mm,
17mm, 18mm, 25mm, 30mm and 35mm. Sizes: 8‘X4‘; 8‘X6‘; 7‘X6‘; 7‘X4‘ and 6‘X4‘
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3. FLUSH DOORS Green Doors (With Solid Wood/ Engineered Wood Filler):
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Green Doors are a wide range of premium borer-proof doors made by mechanized manufacturing process, which offers uniform thickness without undulation, warping or bending and a smooth surface for laminations. It offers dimensional accuracy and stability in varying humidity and has a high screw holding capacity, high shock and buckling resistance. Available in three varieties, one-side decorative, both side decorative and non-decorative. 100% boiling-water proof bonding, Kiln seasoned stiles, rails and Engineered Wood Solid Core/ Natural Wood Solid Core timbers are treated with preservatives to improve its natural durability. Face veneers are made from selected natural durable wood species which make Green Doors both safe and secure. From processing of Phenol Formaldehyde resin to BWP bonding of veneers and core woods, all are done under one roof - ensuring superb quality, down and through the production line A 7 year warranty is given against delamination and falling powder.
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Green Doors Stellar:
Green Doors Stellar is a range of moulded raised high density panel doors. The skins are imported from Australia. They are resistant to shrinking, swelling, cracking and joint separation. They are available in two variants- Decorative Primered and Decorative Veneered doors, in a range of panel and veneer options. Decorative Primered Doors are textured and primed with a low VOC primer and ready-to-
paint, according to suitability to interiors. Decorative Veneered Doors are ready-to-polish doors, available in veneered options of Teak,
Walnut, Wenge and Sapele. A 7 year warranty is given against delamination and falling powder. Green Doors Lamina:
Green Doors Lamina is a new range of premium pre-laminated, easy to use doors with engineered wood filler. They are available in 30 laminate designs in both one-side and both-side laminated options. Laminate thickness is 1 mm, selected from a wide range of Greenlam Laminates, which are high pressure decorative laminates.
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4. DECORATIVE VENEERED Green ply brings the world's most striking veneer ranging from Walnut to Rosewood to Mahogany to Ebony and lots more.
DECORATIVE VENEERS : Green Natural Teak Veneers:
The understated style and elegance of teak veneers has made them very popular with interior designers all over the world. Greenply presents an outstanding range with its Green Naturals Teak Veneers, made of 100% Burma Teak, sourced directly from Burma. Available in a range of exquisite designs, these veneers have been exquisitely patterned for the connoisseurs who understand the meaning of ultimate class. The Green Naturals range includes Platinum, Royal, Premium, Horizontal and Mix & Match, each with their own unique grain patterns. These are further enhanced by natural marks like knots, flashes, fiddle, water, fire found on teak trees, which translate into beautiful designs. Green Naturals range of 100% Burma Teak veneers, are designed to bring the timeless class and elegan ce of Burma Teak into your homes and interiors.
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NATUREMAX VENEERS: Greenply Industries Limited introduces Naturemax, an exquisite range of decorative veneers for connoisseurs of refined taste. An assortment of more than hundred exotic wood species, Naturemax Decorative Veneers, has been exclusively hand-picked from all over the world. The range imparts timelessness of wood décor to living spaces. A perfect reflection of aesthetics, natural value, durability and pro-environment sensitivity, Naturemax Decorative Veneers is for those who revel in making distinctiveness, a statement of living.
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RECONSTITUTED VENEERS: Green Spectrumwood Veneers:
Greenply's Green Spectrumwood Veneers, is an exclusive range of stylish veneers designed on a natural timber base. They are available in unlimited numbers of group match and are elegantly crafted to bring harmony of patterns into your home and office interiors, maintaining synergies across large projects. Based on the latest international trends and tastes, Green Spectrumwood Veneers are available in over 100 designs. Each design will leave an indelible mark on your interiors,
making
them
more
beautiful
and
artistic
than
ever.
Greenply also offers a value addition in this range with the extremely versatile range of Flexa Veneers. Flexa Veneers come with a fleece backing and will surprise you with their unbelievable flexibility to adapt to the shapes of your curved furniture. Available in any of the 100 designs of Green Spectrumwood Veneers, a whole new range awaits you.
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Black Forest Veneers:
Black Forest Veneers are an exotic range of dark veneers sourced specially from the pyimana province of Myanmar, which yields unique dark grains. The Black forest veneers are further processed in our state-of-the-art manufacturing facility to give them an exotic look which is dark, deep & divine. Black forest veneers are a natural alternative to walnut, Sukupira, Ebony, Wenge and other expensive natural veneers which come in exotic dark shades that are much in vogue today. These forest inspired captivating variants are available in light, medium and dark shades, with linear, flowery, exotic and Mix & Match grain patterns.
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5. WOOD FLOOR Contemporary and cosy, Green Floormax wood floors come in a wide variety of colours and textures that create an ambience like no other. The surface designs have been hand-picked in collaboration with renowned designers from Europe and crafted with a passion that reflects in the unique character of Green Floormax wood floors.
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Technical Superiority TM
Perma Click The Perma Click system in Green Floormax has been developed especially by
flooring industries, Luxembourg. Their years of research combined with Green's extensive TM
knowledge of the usage conditions specific to India, has made PermaClick the most advanced flooring interlocking system available in India. The click system gives Green Floormax an unmatched quality and finish. What's more it makes the installation process very easy.
Max Shield Green Floormax wood floors come with Max Shield - a unique scratch resistant
protection technology that shields it against wear and tear. This specially-engineered surface coating makes wood floors manifold stronger and resistant to surface scratches.
Sonic Sponge Green Floormax is engineered with Sonic Sponge - an advanced technology that
allows the sound absorbent backing layer to reduce sound transmission and produce only a solid and pleasant sound underfoot.
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100% Hardwood Base Core The high density fibreboard at the core of Green Floormax wood
floors makes them sturdier and more durable than any other flooring alternative. More so,Greenply manufactures the highest quality fibreboard in-house at the same manufacturing location as Green Floormax, ensuring very stringent qu ality parameters for the base core.
Hygienic and Easy to Maintain Our surface protection technology ensures dust doesn't cling to TM
your floor while our unique interlocking system Perma Click
binds the planks perfectly,
allowing absolutely no room for dust accumulation and water spillage.
Convenient TM
Easy to install Thanks to our PermaClick
time.Just snap the planks together and it's done.
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system, installation can be completed in no
Seamless layout Our interlocking technology leaves no annoying gaps or crevices, leaving you
with a level, beautiful-looking floor. There just won't be any place for dirt and dust to accumulate. Anti-Warp Since the top layer on green floormax wood floors is resistant to heat and
temperature changes, there won't be any uncharacteristic bending or twisting of the wooden planks. Your floor will always stay solid and level. Easily removable/changeable/reinstallable Switching floors just involves removing the planks
and installing them elsewhere. Carry your floors with you an ytime, anywhere.
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COMPETITORS 1. Uniply Industries
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2. Century Plyboard
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3. Sarda Plywood Industries
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4. Bloom Décor Plywood
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5. Manglam Timber Products
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Chapter-2 Review of Literature
Need of the study
Objective
Methods of data collection
Scope of the study
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LITERATURE REVIEW This is a pure applied part of my two months, summer training. It has been purely a practical exposure to real business in general and of HR in particular. Through the entire tenure of summer training I have learned the practical implication of corporate sector work and environment in corporate sector. I must say that after completing one year of my studies I was quite familiar with the business environment, but through this practical exposure that is summer training in ―GREEN PLYWOOD‖ which enabled me to get an in depth sight of the reality show of the business. Here I came to know about the real techniques of Human Resource Management and what is the real picture of HR in the corporate world.
The priority areas of HRD are recruitment and selection, performance appraisal, career planning and development, manpower planning, development of performance standards, deferred bonus planning, organizational development, counseling and selfdevelopment and total quality management. Unless and until these aspects are given proper emphasis and treatment, human resource which is the most important and vital asset of an organization will get adversely affected and employees will be treated as ‗cost centre‘ rather than ‗investment center‘.
As there is much difference between selection and recruitment. Selection refers to the process of picking individuals out of the pool of candidates with requisite qualifications and competence to fill jobs in the organization. While recruitment refers to the process of identifying the prospective employees who apply for jobs, selection is concerned with picking the right candidates or differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job. Recruiting employees in different ways like by different agencies, campus placement etc. these all things understand by me with the help of this project.
Developing countries of the third world have been struggling hard for their respective Industrial Development. Big and small Industries concerns are being set up to increase production for meeting domestic demand as well as
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for earning foreign exchange. The bigger the industry and workforce the bigger are the organizational structure and pressure on the top management. The organizational structure is geared to achieving the set targets of production.
Corporate executive of GREEN PLYWOOD limited have been increasingly aware that long range success in the telecom sector steel production hinges on the caliber of the managerial personnel. The increasing contribution of behavioral science to understanding the value of talented employee has convinced our country‘s telecom executive that the largest single resources to increased productivity and profits are the talent. Company can be on the path of success only with the help of talent acquisition.
Manpower is recognized as the most valuable resource for any organization. Most companies have realized that the way they take care of the personnel has a direct bearing on their profitability and success and hence the growing demand for qualified HRD Professionals. Human Resources Development is a fast growing career, which encompasses many areas.
It includes an entire range of activities ranging from manpower planning, recruitment, training, industrial and labor relations, performance appraisals, promotions and dismissals, to personnel deployment, relocation etc. Personnel officers are important members of every company‘s team.
Human resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently.
"People are our most valuable asset" is a cliché, which no member of any senior management team would disagree with. And many new HR managers miss the point. And failure to grasp this point trips up their career more than any other reason. As an individual contributor, success is all about you..
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It's all about raising your hand, getting called on, and delivering the right answer. But when one becomes a leader, there is one big difference...Success is all about growing others. It's about making the people who work for you smarter, bigger, bolder, more self-confident and capable. Frankly, an individual does not matter much. Except how one nurtures and supports his team and helps it grow. Personal attention will be achieved from the higher ups but only as much as your team wins.
Always go for talent acquisition whether it is concern for top, middle or lower management. Adopt the latest technology to acquire talent. Do not make any compromise for talent, as the success of an organization lies on the efficiency of the man power. Don't sugarcoat but be candid, which is one of the major qualities of the great HR people. However, never forget that you're a leader now. It not about you anymore, it's about your organization.
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Need of the study Human Resource is the back bone of an organization. Human Resource is an important aspect as far as an organization is considered. Organization is depending upon the human resource. So it is the responsibility of the management to keep the employees to contribute more. It is said that satisfied human resource are more productive. So every organization is giving high priority to keep their human resource satisfied by providing several facilities which improves satisfaction and reduce dissatisfaction. So to understand the functioning of human resource in GREEN PLYWOOD and how they are trained and given development programs, I had made the following study.
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Objective of the study
To Measure the satisfaction levels of employees on various factors and give suggestions for improving the same.
To study the relationship between the personal factors of the employee (Gender, Designation, Qualification, Age, and Years of Service in a company) with satisfaction level.
To derive and analyze the current satisfaction level of the employees in the company
To study the various factors which influencing employee satisfaction.
To study the various sources of recruitment followed in GIL.
To study about the functions of the HR in GIL.
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Methods of data collection Data Collection is an important aspect of any type of research study. Inaccurate data collection can impact the results of a study and ultimately lead to invalid results. Data collection methods for impact evaluation vary along a continuum. At the one end of this continuum are quantatative methods and at the other end of the continuum are Qualitative methods for data collection .
There are two types of data collection methods: 1. Primary data collection 2. Secondary data collection
Primary Data Collection: Raw data or primary data is a term for data collected at source. This type of information is directly form first hand sources by means of surve ys, observations and experimentation and not subjected to any processing or manipulation and also called primary data. It includes : 1. Interview 2. Questionnaire 3. Survey 4. Observation
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Secondary Data Collection: It refers to data collected by someone other than the user. The data is already available and analyses by someone else. Common source of secondary includes: 1. Books 2. Magazines 3. Newspaper 4. Journals
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Scope of the Study 1. Functions of HR is an important output that employees work for the organization. 2. It is an interesting and significant area for conducting the research. 3. The study made on the topic of Functions of HR will help to understand the everything related to the employees. It may be either recruitment, selection, training, development or employees satisfaction. 4. This report is useful to management of the compan y to know properly that how to manage an organization. 5. This report may be useful to the students for resding and may be useful in preparing their report on the Functions of HR.
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Chapter-3 Functions of HR
Managerial function
Operative function
Advisory function
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FUNCTIONS OF HR Personnel department is a specialized division of a large organization; the department
responsible for hiring and training and placing emplo yees and for setting policies for personnel management.
The Plywood industry is highly competitive, organizationally diversified and sdriven by mergers and acquisitions. There are so many manufacturer of plywood in the current market. In the current market, it‘s also understandably bearish. But HR issues are more a t the forefront than ever. It‘s difficult to verify that the organization‘s HR goals don‘t strangle local markets, but do comply with workers‘ councils and legislation and lead the people side of the business. To achieve this in a diverse, fast-changing organization such as GREEN PLYWOOD industry that has had decentralized policies, decision makers and processes is truly challenging.
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Some of the major functions of human resource management are as follows: 1. Managerial Functions 2.
Operative Functions
3.
Advisory Functions.
Human Resource or Personnel Department is established in mo st of the organisations, under the charge of an executive known as Human Resource/Personnel Manager. This department plays an important role in the efficient management of human resources. The personnel department gives assistance and provides service to all other departments on personnel matters. Though personnel or human resource manager is a staff officer in relation to other departments of the enterprise, he has a line authority to get orders executed within his department. 1. Managerial Functions:
The Human resource manager is a part of the organizational management. So he must perform the basic managerial functions of planning, organising, directing and controlling in relation to his department. There are functions are briefly discussed below: Planning:
To get things done through the subordinates, a manager must plan ahead. Planning is necessary to determine the goals of the organiz ation and lay down policies and procedures to reach the goals. For a human resource manager, planning means the determination of personnel programs that will contribute to the goals of the enterprise, i.e. anticipating vacancies, planning job requirements. Job descriptions and determination of the sources of recruitment.
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The process of personnel planning involves three essential steps: Firstly. A supply and demand forecast for each jo b category is made. This step requires knowledge to both labour market conditions and the strategic posture and goals of the organization. Secondly, net shortage and excess of personnel by job category are projected for a specific time horizon. Finally, plans are developed to eliminate the forecast shortage and excess of particular categories of human resources. Organizing:
Once the human resource manager has established objectives and developed plans and programs to reach them, he must design and develop organization structure to carry out the various operations. The organization structure basically includes the following:
Grouping of personnel activity logically into functions or positions.
Assignment of different functions to different individuals.
Delegation of authority according to the tasks assigned and responsibilities involved. Co-ordination of activies of different individuals.
Directing: The next logical function after completing planning and organizing is the execution of the plan .The basic function of personnel management at any level is motivating, commanding, leading and activating people .The willing and effective co-operation of employees for the attainment of organizational goals ,is possible through proper
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direction. Tapping the maximum potentialities of the people is possible through motivation and command. DIRECTING is said to be a process in which the managers instruct, guide and oversee
the performance of the workers to achieve predete rmined goals. Directing is said to be the heart of management process. Planning, organizing, staffing have got no importance if direction function does not take place. Thus, direction is an important managerial function in building sound industrial and human relations besides securing employee contributions. Co-ordination deals with the task of blending efforts in order to ensure successful attainment of an objective. The personnel manager has to co-ordinate various managers at different levels as far as personnel functions are concerned .Personnel management function should also be coordinated with other functions of management like ma nagement of material, machine and money. Controlling:
The Human Resource Controlling includes planning, assessment and control of both, the performance of the employees, as well as the staff working in Human Resources. Here it is important, that on the one hand the internal structure of the company will be screened, as well as the market conditions. As usual in Controlling, a distinction is made according to plan, measure, and finally development of further steps to develop. Employees can be defined as a cost factor, value-added potential and as a stakeholder group. HR controlling ensures that competitive advantage can be developed and risks should be early identified and avoided for the company. Its responsibilities include :
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Ensuring a high quality reporting
Creation of transparency
Efficiency improvements
Determining value added of all HR measures
2. Operative Function: Human resource department is the backbone of any organisation. The department chooses the right person from the market and places the right individual in the appropriate department. Recruitment includes gathering a pool of applications from which suitable employees are selected by the HR manager. Being an HR professional, you have to be highly selective when it comes to recruiting an employee. The operative functions of HRM encompass a wide range of functions: employment, procurement, development, compensation, maintenance and integration.
Employment
Employment is the foremost operative function of HRM. This task is carried o ut by the HR managers for all the department of any organisation. The HR department creates personnel policies and coordinates with all the departments of the firm. Employment includes securing and employing professionals who possess required skill that is necessary for achieving the organisational objectives. It also covers job analysis, recruitment, selection, placing of the candidate, induction session and internal mobility. When you decide to excel your career as an HR professional, you have to be highly skilled and experienced to carry out the above-mentioned work with precision.
Human resource development
The process involves improving, changing the skills, knowledge, aptitude, creative ability, values, aptitude, commitment, etc. based on the requirement of the organisations and job vacancies for both present and future. This also covers performance appraisal, career planning, training management development, promotion and demotion, internal transfer, mobility and organizational development. An employee gets all support from the HR department of an organization when joined newly in a firm.
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Compensation
Compensation means determining the pay scale an d other emoluments for the employees. Establishing and maintaining properly the pay s ystem of any firm is considered to be the most important task of HR managers. Being an HR manager, you need just and impartial pay rates to the employees. In addition to this, an HR manager must regularly manage the performance system of the employees and should continue to design reward scheme for the employees such as performance-based incentives, bonus and flexible working schedule.
Maintenance
The maintenance function of HR manager includes retaining the efficient and skilled professionals in the organisations. When it comes to maintenance function, HR managers have to ensure to the employees that they must have an occupational safety. A positive working ambience is what the employees must have in an organisation and this must be provided by the HR department. After working for prolong period, the brain needs recreation to work accurately. Recreational activities must be there in the workplace but make sure that it does not hamper the work process. Transportation and canteen facilities must be provided to the employees. The HR operation varies from one organisation to another depending on the size, nature and objectives of organisations. Smaller organisations follow shorter HRM process with emphasis on procurement and compensation and does not give priority to development, training and industrial relations maintenance. On the other hand, large organisations have a comprehensive HRM process for meeting the requirements of the management as well as the workforce. A properly set up HR department can make an organisation reach the zenith with a skilled workforce.
3. Advisory functions: Human resource manager has specialized education and training in managing human resource. He is expert in his area so he can give advice on matter relating to human resource in the organization.
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He offers his advice to… 1. Top Management Advice: HR Manager is a specialist in Human Resource Management functions. She/he can advise the top management in formulating policies and procedures. He/she can also recommend the top management for the appraisal of manpower which they feel apt. This function also involves advice re garding maintaining high-quality human relations and far above the ground employee morale. 2. Departmental Head advice: Under this function, he/she advises the heads of various departments on policies related to job design, job description, recruitment, selection, appraisals.
Authority of HR
He offers some guidance on what managers can do to raise the odds that their commands will be accepted and obeyed. He maintains that more and more of a manager‘s commands will be accepted over the long term if:
The manager uses formal channels of communication and these are familiar to all organization members. Each organization member has an assigned formal communication channel through which orders are received.
e manager possesses adequate communication skills.
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Types of authority: 3 main types of authority can exist within an organization:
Each type exists only to enable individuals to carry out the different types of responsibilities with which they have been charged.
1. Line authority: al authority within an organization reflects existing superior-subordinate relationships. It consists of the right to make decisions and to give order concerning the production, sales or finance related behavior of subordinates.
ty pertains to matters directly involving management system production, sales, finance etc., and as a result with the attainment of objectives.
to assist them in performing their obligatory activities.
2. Staff authority:
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as other staff personnel. the effectiveness of line personnel to perform their required tasks.
To ensure that line and staff personnel do work together productively, management must make sure both groups understand the organizational mission, hav e specific objectives, and realize that they are partners in helping the organization reach its objectives.
Size is perhaps the most significant factor in determining whether o r not an organization will have staff personnel. The larger the organization, the greater the need and ability to employ staff personnel.
As an organization expands, it usually needs employees with expertise in diversified areas. Although small organizations may also require this kind o f diverse expertise, they often find it more practical to hire part time consultants to provide it is as needed rather than to hire full time staff personnel, who may not always be kept busy.
3. Functional authority: Functional authority consists of the right to give orders within a segment of the organization in which this right is normally non-existent.
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This authority is usually assigned to individuals to complement the line or staff authority they already possess. Functional Authority generally covers only specific task areas and is operational only for designated amounts of time. It is given to individuals who, in order to meet responsibilities in their own areas, must be able to exercise some control over organization members in other a reas.
Less burden on line managers — — Staff Staff managers relieve the line managers from the botheration bo theration of concentrating on the specialised functions like accounting, selection and training of employees, public relations etc. Thus there is a less burden on line managers. Many problems that are ignored or poorly handled in the line organisation can be properly properl y covered. It is more flexible. Demerits Demerits of line and staff organisation are as follows: (1) Confusion — It It is very difficult to clearly establish the authority and responsibility relationship between line and staff executives. This creates c onfusion among them. (2) Ineffectiveness of the staff — The The role of the staff is purely advisory. Since they do not have the power to get their recommendations implemented, the staff services may prove to be ineffective. (3) Conflict between line and staff — There There is generally a conflict between line li ne and staff executives, line authorities feel that staff executives do not always give right type of advice and an d therefore reject even some very good schemes. sch emes. Line authorities do not want to give an impression to the management that they are in any way inferior to staff. Thus there is conflict between line and staff.
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FUNCTIONS OF HR
1. RECRUITMENT:
The nature of the job, its role and key responsibilities should be covered in the job description and explained in the selection interview. You may also consider sharing some o r all of the information listed below to give a real insight into the structure and culture of the organisation, behaviours and standards expected and future plans/intentions:
ion, department and/or team structure chart
of work, holidays, sick pay policy, salary, salar y, benefits, etc.
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2.INTERVIEW: The word interview comes from Latin and middle French words meaning to ―see between‖ or ―see each other‖. Generally, interview means a private meeting between people when questions questions are asked and answered. The person who answers the questions of an interview is called in interviewer. So, an interview is formal meetings between two p eople (the interviewer and the interviewee) where questions are asked by the interviewer to obtain information, qualities, attitudes, wishes etc. Form the interviewee.
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Types of interviews: There are many types of interviews that an organization can arrange. It
depends on the objectives of taking the interview. Some important types of interviews are stated below:
1. Personal interviews: Personal interviews include:
Selection of the employees
Promotion of the employees
Retirement and resignation of the employees
Of course, this type of interview is designed to obtain information through discussion and observation about how well the interviewer will perform on the job.
2. Evaluation interviews: The interviews which take place annually to review the progress of the interviewee are called the evaluation interviews. Naturally, it is oc curring between superiors and subordinates. The main objective of this interview is to find out the strengths and weaknesses of the employees. 3. Persuasive interviews: This type of interview is designed to sell someone a product or an idea. When a sales representative talk with a target buyer, persuasion takes the form of convincing the target that the product or idea meets a need.
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4. Structured interviews: Structured interviews tend to follow formal procedures; the interviewer follows a predetermined agenda or questions. 5. Unstructured interviews: When the interview does not follow the formal rules or procedures. It is called an unstructured interview . The discussion will probably be free flowing and may shift rapidly form on subject to an other depending on the interests of the interviewee and the interviewer. 6. Counseling interviews: This may be held to find out what has been troubling the workers and why someone has not been working. 7. Disciplinary interviews: Disciplinary interviews are occurring when an employee has b een accused of breaching the organization‘s rules and procedures. 8. Stress interviews: It is designed to place the interviewee in a stress situation in order to observe the interviewees reaction. 9. Public interviews: These include political parties‘ radio-television and newspaper. 10. Informal or conversational interview: In the conversational interview, no predetermined questions are asked, in order to remain as open and adaptable a possible to the interviewee‘s nature and priorities; during the interview the interviewer ―goes with the flow‖. 11. General interview guide approach: The guide approach is intended to ensure that the same general areas of information are collected from each interviewee this provides more focus than the conversational approach but still allows a degree of freedom and ada ptability in getting the information from the interviewee. 12. Standardized or open-ended interview: Here the same open-ended questions are asked to all interviewees; this approach facilitates faster interviews faster interviews that can be more easily analyzed and compared. 13. Closed or fixed-response interview: It is an interview where all interviewers ask the same questions and asked to choose answers from among the same set of alternatives. This formal is useful for those not practiced in interviewing.
3.INDUCTION & TRAINING:
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All new members of staff who join the Company to learn new ―ropes‖ and settle down quickly so that they become productive from the outset are given induction training. The aim of an induction programme is to make sure that new employees are given all the help and guidance they need for them to do their job to the required standard as soon as possible.
Remember that the induction process begins during the recruitment and selection phases when contact is first made with potential new employees. It is therefore key that the things you do and say before their first day are as well thought through and prepared as those after the candidate takes up the post. The process involves:
-employment
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Pre-employment :
All new employees should receive a formal offer letter together with an employment contract. As well as this information should also advise new employees to look at the ‗new employees‘ web page for further information. Other forms e.g. company details etc should be completed by the new employee prior to starting by printing off and sending into HR. Alternatively we need to make sure all new employees have access to these forms on Day One of their employment. It may also be necessary to send joining instructions giving the following information by phone or email: • where and when to report • who will meet them • a map, transport and car parking instructions • what else to bring, e.g. tools, special clothing, packed lunch, etc.
Preparing the programe:
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The content of individual induction programmes will vary according to the needs of the individual. New employees may fall into one o ne or more groups, for example: • school-leavers/skill-seekers school-leavers/skill-seekers • graduates • long-term long-term unemployed • people with disabilities • experienced individuals changing jobs either within or from outside the organisation • shift workers • Inter nal nal employees moving department
Each group have different needs and a nd therefore induction programmes is designed with this in mind. Also consider those people with special nee ds, i.e. with disabilities, or very young people who will perhaps have limited, if any, an y, experience of working life. Induction programmes for certain jobs or roles should also take into account factors such as health and safety rules and regulations. New employees will have a considerable amount of information to absorb when starting their new role. Try to divide the induction programme into subjects or areas of responsibility enabling the individual to build up their knowledge gradually, preventing confusion or overload.
First day:
New starters will doubtless be nervous and even apprehensive on their first day. It is important that they are made to feel welcome and given time to assimilate to their new environment and colleagues. They should: • meet and introduced to their team colleagues
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• given a tour of the building(s) or workplace, workplace, pointing out toilets and restaurant facilities, etc. • talked through their induction programme and timetable(see link above or on web site) • satisfied that all necessary paperwork has been c ompleted and received
First week:
With all new employees, we may ma y explain and discuss the key aspects of o f their job, the goals and objectives of their immediate team and how they th ey in turn contribute to the objectives of the organisation. This is likely to involve them being i ntroduced to members of other teams and/or departments, and visits to other offices and/or locations. At the end of the first week, managers determine how new employees are settling in and: • review the induction programme and assess the understanding of the information provided at this point • agree how to clarify or revisit any areas where understanding is confused or inadequate • explain what is expected in subsequent weeks • ask for feedback from the employee on how they are feeling and if they feel they have the right amount of support
First month: By the end of the first month, it is aimed to have drafted some personal p ersonal objectives to give them a clear direction and focus. We may ma y also start compiling ideas for a personal development plan. The plan would include areas in which they have shown limited knowledge and/or skill during the induction so far. We should solicit feedback from the people who have been involved in the induction process and use it to assess the new employee‘s progress. In case of any concerns regarding their performance or ability, we should address them at the earliest opportunity. Often, Often, new starters simply need greater clarity or reminding of certain ke y requirements.
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Evaluation:
It is important to constantly evaluate the processes and p rocedures to check that they are effective. We may ask ourselves whether the induc tion programme met its objectives and whether adjustments are needed. We should also solicit feedback from the new employee emplo yee on improvements that could be made to improve the induction process and also al so if there is any further support they need at this stage.
4. PROBATION
A workplace setting, probation (or probationary p eriod) is a status given to new employees new employees of a company or business. It is widely termed as the Probation Period of an employee. emplo yee. This status allows a supervisor or other company manager to evaluate closely the progress and skills of the newly hired worker, determine appropriate assignments, and monitor other aspects of the employee such as honesty, reliability, and interactions with co -workers, supervisors or customers. A candidate who is going to join any the company compan y required to follow rules made for their probation period, minimum service period from the date of joining and bond to be signed. Due to high competition with other companies, compa nies, GREEN PLYWOOD company is now openin g more branches.
Salary and Bond in Companies:
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Now due to single exam system, aspirants need to provide their preference of joining in participating company. To provide a more clear view of salary, probation period, minimum service period and bond, we are providing here complete list of all participating companys. Candidates can compare rules made by company at single place before their joining.
5. OFFER LETTER ISSUANCE The company issues Offer Letters to selected candidates. After receiving receipt of Offer Letter, successful candidates will be required to visit the designated cent res, for completing prerecruitment formalities and medical examination. The final joining of the candidates will be done subject to compliance of eligibility criteria and also on successful completion of pre-recruitment formalities. The company has also withheld candidates list whose result is kept in abeyance due to nonsubmission of conclusive documents for their eligibility. These candidates are being adv ised separately by email to submit the required documen ts failing which they will not be considered for selection and their candidature will be cancelled.
The candidates are required to bring
birth in proof of your age. Both Degree and Marks Sheet should be produced.
Certificate of Performance and Conduct, if employed.
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to Disabled Category) in the prescribed format.
related to you for reference. They should have ideally known to you for more than five years.
Documents to be submitted in respect of Educational Qualification:
1) Class Xth i) Mark sheet ii) Pass Certificate 2) Class XIIth i) Mark sheet ii) Pass Certificate 3) Graduation i)
Mark sheet of all semesters / years
ii) Degree / Provisional Certificate 4) Post Graduation i) ii)
Mark sheet of all semesters / years Degree / Provisional Certificate
5) Professional Qualification i) Mark sheet of all semesters / years ii) Degree / Provisional Certificate iii) Proof of specialization where – ever required
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-Note: In respect of AICTE / other Government Regulatory Body approved courses, a copy of approval letter issued by AICTE / other Government Regulatory Bod y to the college approving the course and the batch.
other Government Regulatory Body to the college.
1) Secondary School / Matriculation pass certificate.
1) Caste certificate issued by the authorized competent authority in the Performa prescribed by Government of India.
2) Married female candidate must submit Caste Certificate with name of her father. Documents to be submitted in respect of Physical disability:
prescribed by Government of India.
6. ADMINISTRATIONAL CONTROL In recent years the growth of practice, the proliferation of multiple files, the great increase in paper generated, and the heightened need for rapid recovery and delivery of documents in the process of representing Clients have resulted in a need to improve the company‘s filing capacity. In particular, the company has determined that it is essential to eliminate redundant and other duplicative files including multiple copies of identical documents, temporary notes a nd superseded drafts.
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Objective verification of transactions.
Record maintenance consists of 3 components viz. • Record Keeping • Record media • R ecord retention
Records: Records arise on account of transactions/functions performed by the company and relate to the data and information arising there from. Records include vouchers, ledgers, registers, forms, reports, returns/statements, office notes, etc. The record may be paper based or in electronic form. The provisions of the policy shall appl y irrespective of the media in which records are maintained.
Record Maintenance shall be subject to the compliance of statutory provisions. The minimum level of Record Keeping required to meet the various criteria at each of the 3 different levels is given in the following paragraphs. Record Retention, Record Media and Record Location are primarily related to accessibility and durability criteria.
scribed period for destruction of old records under the Companying Companies (period of preservation of records) Rules, 1985 is applicable onl y to those records and registers where no liability is outstanding. y continues to be outstanding and the companys are required to maintain / preserve the records.
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company from the date of demand by the customer and is enforceable within a period of 3 years.
demand by the depositor and not the date of maturity. General Principles, Management Information and Transactional data.
Record Media As already stated in Para 3, the media can be paper or in electronic form. The determination of Record Media will be based on the following:
1. Compliance with the statutory/regulatory requirements. 2. The need to ensure that media chosen does not conflict with accessibility requirements of COMPANY inspectors/Internal/External auditors. 3. Physical condition under which the record will be stored.
Record Retention Appropriate controls shall be exercised by Departments/Offices/Branches over the destruction of records upon expiry of the period of retention prescribed which inter alia includes: 1. Authorization and approval prior to destruction 2. A register to record details of the documents destroyed, the date and means of destruction.
Record Location 76
Generally, Record Location will be in the same branch/office where the records were generated / used. In case the location is to be at a different place, prior permission from the controlling authority shall be obtained. The overriding principle is that records continue to be available to management on a timely basis.
an efficient system of record maintenance leading to a better working environment. Records are generally created during the course of business transactions as evidentiary material and include Vouchers, Ledgers, Registers, Reports, Books, Forms, Files, Correspondence, etc.
movement of the various records. m should help in exercising effective management control of records which inter alia should ensure that records are : 1. Maintained systematically for ready reference. 2. Preserved with due care so as to prevent loss, damage or mutilation
7. ATTENDENCE RECORD: HRIS is majorly used here in an automated fashion mostly and if not, at least in a semi-automated fashion where HR keeps the record of all the employees’ attendance, leaves- paid or non paid, holidays granted or not granted one and of course timely reporting. Although there are smart machine and system now-a-days which manages attendance with a card swipe or a finger print reader, so in modern world it’s not a core HR function but often at some places, specially in small organizations, it is still a function of HRs and we can say that HRIS include attendance management.
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8. TRAINING AND DEVELOPMENT PROGRAM: Human resource management regards training and development as a function concerned with organizational activity aimed at bettering the job performance of individuals and groups in organizational settings. Training and development can be described as "an educational process which involves the sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the performance of employees.
Training: Training is the process for providing required skills to the employee for doing the job effectively, skilfully and qualitatively. Training of employees is not continuous, but it is periodical and given in specified time. Generally training will be given by an expert or professional in related field or job. Training is a process of learning a sequence of programmed behavior. It is the application of knowledge & gives people an awareness of rules & procedures to guide th eir behavior. It helps in bringing about positive change in the knowledge, skills & attitudes of employees. Training is investment in getting more and better quality work from your talent.
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Types of training 1.
Induction training
2.
Job introduction training
3.
Vestibule training
4.
Refresher training
5.
Apprenticeship training
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Development: Human resources development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement.
Human resource development is the integrated use of training, organization, and career development efforts to improve individual, group, and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within o rganizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs
EVALUATION AND FEEDBACK Performance evaluations should be conducted fairly, consistently and objectively to protect your employees‘ interests and to protect your practice from legal liability. One way to ensure consistency is to use a standard evaluation form for each evaluation. The form you use should focus only on the essential job performance areas. Limiting these areas of focus makes the assessment more meaningful and relevant and allows you and the employee to address the issues that matter most. You don‘t need to cover every detail of an emplo yee‘s performance in an evaluation.
Advantages:
A performance evaluation system can motivate staff to do their b est for themselves and the practice by promoting staff recognition and improving communication.
Evaluations should be conducted fairly, consistently and obje ctively to protect your employees and your practice.
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An effective performance evaluation system has standardized evaluation forms, performance measures, feedback guidelines and disciplinary procedures.
Feedback is what performance evaluations are all about. So before you implement your
performance evaluation system, make sure that everyone who will be conducting evaluations knows what kind of feedback to give, how to give it and how to get it from the employee in return. Give balanced feedback. Don‘t make the common error of glossing over an employee‘s deficiencies and focusing only on his or her strengths. It is by understanding their weakn esses that employees can take ownership of their performance and role in the practice. And when given the support they need to make improvements in these areas, employees learn to take pride in their work and are willing to take on new challenges with confidence.
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Chapter-4 Organizational Structure
Organizational culture Nature and Role of Personnel Department
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ORGANISATIONAL STRUCTURE
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ORGANISATIONAL STRUCTURE Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small and faceto-face communication is frequent, formal structure may be unnecessary, b ut in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees' responsibilities typically are defined b y what they do, who they report to, and for managers, who reports to them. Over time these definitions are assigned to positions in the organization rather than to specific individuals. The relationships among these positions are illustrated graphically in an organizational chart (see Figures 1a and 1b). The best organizational structure for any organization depends on many factors including the work it does; its size in terms of emplo yees, revenue, and the geographic dispersion of its facilities; and the range of its businesses (the degree to which it is diversified across markets). There are multiple structural variations that organizations can take o n, but there are a few basic principles that apply and a small number of common patterns. The following sections explain these patterns and provide the historical context from which some of them arose. The first section addresses organizational structure in the twentieth century. The second section provides additional details of traditional, vertically-arranged organizational structures. This is followed by descriptions of several alternate organizational structures including those arranged b y product, function, and geographical or product markets. Next is a discussion of combination structures, or matrix organizations. The discussion concludes by addressing emerging a nd potential future organizational structures.
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An organizational structure defines how activities such as task allocation, coordination and supervision are directed toward the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment. Organizations are a variant of clustered entities. An organization can be structured in many different ways, depending on its objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual.
TYPES OF ORGANIZATIONAL STRUCTURE
1. Pre-bureaucratic structures Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all ke y decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development.
2. Bureaucratic structures Bureaucratic structures have many levels of management ranging from senior executives to regional managers, all the way to department store managers. Since there are many levels, decision-making authority has to pass through more la yers than flatter organizations. A bureaucratic organization has rigid and tight procedures, policies and constraints. This kind of
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structure is reluctant to adapt or change what they have been doing since the company started. Organizational charts exist for every department, and everyone understands who is in charge and what their responsibilities are for every situation. Decisions are made through an organized process, and a strict command and control structure is present at all times.In bureaucratic structures, the authority is at the top and information is then flowed from top to bottom. Th is causes for more rules and standards for the compa ny which operational process is watched with close supervision. Some advantages for bureaucratic structures for top-level manag ers are they have a tremendous control over organizational structure decisions.
3. Post-bureaucratic The term of post bureaucratic is used in two senses in the organizational literature: one generic and one much more specific. In the generic sense the term post bureaucratic is often used to describe a range of ideas developed since the 1980s that specifically contrast themselves with Weber's ideal type bureaucracy. This may include total quality management, culture management and matrix management, amongst others. None of these however has left behind the core tenets of Bureaucracy. Hierarchies still exist, authority is still Weber's rational, legal type, and the organization is still rule bound. Heckscher, arguing along these lines, describes them as cleaned up bureaucracies,[10] rather than a fundamental shift away from bureaucracy.
4. Functional structure A functional organizational structure is a structure that consists of activities such as coordination, supervision and task allocation. The organizational structure determines how the organization performs or operates. The term organizational structure refers to how the people in an organization are grouped and to whom they report. One traditional way of organizing people is by function. Some common functions within an organization include production, marketing, human resources, and accounting.
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A functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable.
5. Divisional structure The divisional structure or product structure consists of self-contained divisions. A division is a collection of functions which produce a product. It also utilizes a plan to compete and operate as a separate business or profit center. According to Zainbooks.com, divisional structure in America is seen as the second most common structure for organization today. Employees who are responsible for certain market services or types of products are placed in divisional structure in order to increase their flexibility. Examples of divisions include regional, consumer type, and product type. The divisions may also have their own departments such as marketing, sales, and engineering. The advantage of divisional structure is that it uses delegated authority so the performance can be directly measured with each group. This results in managers performing better and high employee morale.
6.Matrix structure The matrix structure group employees operate by both function and product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product
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a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department.
Weak/Functional Matrix: A project manager with only limited authority is assigned to
oversee the cross- functional aspects of the project. The functional managers maintain control over their resources and project areas.
Balanced/Functional Matrix: A project manager is assigned to oversee the project. Power
is shared equally between the project manager and the functional managers. It brings the best aspects of functional and projectized organizations. However, this is the most difficult system to maintain as the sharing of power is a delicate proposition.
Strong/Project Matrix: A project manager is primarily responsible for the project.
Functional managers provide technical expertise and assign resources as needed. Matrix structure is only one of the three major structures. The o ther two are Functional and Project structure. Matrix management is more dynamic than functional man agement in that it is a combination of all the other structures and allows team membe rs to share information more readily across task boundaries. It also allows for specialization that can increase depth of knowledge in a specific sector or segment.
ORGANIZATIONAL CULTURE Basically, organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different than that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality.
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Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies, strategies, image, products, services, appearance, etc.
The concept of culture is particularly important when attempting to manage organization-wide change. Practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well. There's been a great deal of literature generated over the past decade about the concept of organizational culture -- particularly in regard to learning how to change organizational culture. Organizational change efforts are rumored to fail the vast majority of the time. Usually, this failure is credited to lack of understanding about the strong role of culture and the role it plays in organizations. That's one of the reasons that many strategic planners now place as much emphasis on identifying strategic values as they do mission and vision.
SOME TYPES OF CULTURE There are different types of culture just like there are different types of personality. Researcher Jeffrey Sonnenfeld identified the following four types of cultures .
ACADEMIC CULTURE Employees are highly skilled and tend to stay in the organization, while working their way up the ranks. The organization provides a stable environment in which employees can development and exercises their skills. Examples are universities, hospitals, large corporations, etc
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SPORTS CULTURE Employees are "free agents" who have highly prized skills. They are in high demand and can rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk organizations, such as investment banking, advertising, etc .
CLUB CULTURE The most important requirement for employees in this culture is to fit into the group. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly values seniority. Examples are the military, some law firms, etc.
FORTRESS CULTURE Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. There are many opportunities for those with timely, specialized skills. Examples are savings and loans, large car c ompanies, etc.
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DEPARTMENT There are two Major Departments which play vital role in the smooth running of the Organisation. They are as follows: A.
Commercial Department
B.
Technical Department
A. Commercial Department includes:
1-Finance 2-Marketing 3-Sales 4-HR 5-Exise 6-Sales Tax 7-Purchase 8-Stores 9-Despatch 10-Security
B. Technical Department includes:
1-Production (4Hi, 6Hi, GP/GC, Utility, Skin Pass, CGL, FIMI CTL, Annealing, B.P.Sheet, Cable Tape and Tube Mill) 2-Mechanical 3-Electrical 91
Hierarchy of the Department Chairman cum Managing Director | Director
President (Commercial) | General Manager | D. G.M. | A. G.M. | Sr. Manager
President (Technical) | General Manager | D. G.M. | A. G.M. | Sr. Manager
|
|
Manager
Manager
| Dy. Manager |
| Dy. Manager |
Asst. Manager |
|
Senior Officer | Officer | Asst.Officer | Staff
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Asst. Manager
Senior Engineer | Engineer | Asst. Engineer | Others (Operators, Welders, Fitters, Worker)
HR Management of Employees’ in Green Plywood Management of employees‘ skill, knowledge abilities, talent, aptitude, crea tivity, ability etc. different terms are used for denoting Human Resource Mana gement. They are:
– employer relationship,
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Nature of Personnel Management in GREEN PLYWOOD:
These functions are performed primarily by the personnel mana gement in consultation with other departments. neral management. It is concerned with promoting and stimulating competent work force to make their fullest contribution to the concern.
Therefore, personnel department is a staff department of an organization.
and work methods. The problems and grievances of people at work can be solved more effectively through rationale personnel policies.
the concern.
provide fullest co-operation.
resources, it manages both individual as well as blue- collar workers.
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Role of Personnel Manager in GREEN PLYWOOD:
Personnel manager is the head of personnel department. He performs both managerial and operative functions of management. His role can be summarized as:
- The top management are the people who decide and frame the primary policies of the concern. All kinds of policies related to personnel or workforce can be framed out effectively by the personnel manager. - Personnel manager acts like a staff advisor and assists the line managers in dealing with various personnel matters.
- As a counsellor, personnel manager attends p roblems and grievances of employees and guides them. He tries to solve them in best of his capacity. - He is a linking pin between management and workers. - Since he is in direct contact with the employees, he is required to a ct as representative of organization in committees appointed by government. He represents company in training programmer.
Today, it‘s the firm‘s workforce, its knowledge, commitment, skills and training that provides the competitive advantage for world-class companies. That means an upgrading of HR‘s traditional role is required. In the early 1900s, Personnel people first took over hiring and firing from supervisors, ran the payroll department, and administered benefit plans. The job consisted largely of ensuring that proced ures were followed. As new technology in areas like testing and interviewing began to emerge, the personnel department began to play an expanded role in the employee selection, training and promotion. HR policies ensure that everyone is treated fairly and consistently and that their contributions to the success of the Company are appropriately recognized and rewarded.
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All employees shall be fully aware of what the Company expects of them and what they, in return, should expect from the Company. HR Policies summarize the Company's responsibility to individuals and their responsibility to the Company. HR is responsible for people issues across the whole compan y. This includes things like:
- and importantly ensuring they don‘t leave.
gal and Compliance to help set company rules - and in some cases communicating those rules to staff.
measures in place when something goes wrong.
g to develop ‗people strategies‘ to meet the goals of different parts of the business – for example: succession planning for senior people or structuring teams to ensure they have the right type of skills and experience.
It is the Company‘s policy to recruit on merit, regardless of trade union membership, sexual orientation, race, disability, age or religion. Whesrever possible, existing employees will have an opportunity to apply for vacancy/ promotion opportunities. Each subsidiary company is responsible for developing recruitment and selection procedures/techniques which support this policy, and for training recruiters. All newly appointed employees should be integrated into their new roles through supervised induction programme and therefore be given appropriate support and guidance until they are fully competent to do the job.
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DIVISIONS OF PERSONAL DEPARTMENT OF GREEN PLYWOOD:
Under general administrative direction, serves as operations manager for Human Resources; oversee day-to-day HR operations; serve as analyst/advisor to the Human Resources; coordinate special projects, planning, project development an d problem solving; liaison between HR and key internal and external constituencies; provide leadership and supervision of HR operations/staff, and performs other duties as assigned. It‘s not just about the specific gaps in the comp any that need to be filled with new recruits. It‘s about putting a long-term strategy in place to m ake sure the right people are coming in to move the company in the direction it needs to go. It‘s about managing how the company is perceived as an employer (preferably as a very good one).
The best people don‘t just have to sell themselves; the company has to sell itself to them. It‘s about helping the company to attract the best and most appropriate talent possible, people that will fit with the company culture, from the brightest graduates to the most senior managers. And it‘s the responsibility of the recruitment team to do just that.
A fair and open employment system, based on merit and free from political interference is practised in GREEN PLYWOOD. They recruit qualified individuals from all segments of society. For challenging and rewarding work with unlimited career growth potential and to be a part of a vital team working in a multi-million dollar program that affects the lives of every citizen.
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xtension of tenure of officers.
The Department is also liable for:-
Educational Qualifications acquired. f order of penalty (warning) or displeasure and record of final record of inquiry into charges or allegation.
Agricultural, Economists etc. he experts in any of the above fields in the case of direct offers.
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Role of Staff Personnel: Harold Stieglitz has pinpointed 3 roles that staff personnel typically perform t o assist line
personnel:
The Advisory or Counseling Role: In this role, staff personnel use their professional expertise to solve organizational problems. The staff personnel are, in effect, internal consultants whose relationship with line p ersonnel is similar to that of a professional and a client.
The Service Role: Staff personnel in this role provide services that can more efficiently and effectively be provided by a single centralized staff group than by many individuals scattered throughout the organization. This role can probably best be understood if staff personnel are viewed as suppliers and line personnel as customers.
The Control Role: Staff personnel help establish a mechanism for evaluating the effectiveness of organizational plans. The role of staff in any organization should be specifically designed to best meet the needs of that organization.
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Line and Staff Relationship in GREEN PLYWOOD
In a line organization, top management has complete control, and the chain of command is clear and simple. Examples of line organizations are small businesses in which the top manager, often the owner, is positioned at the top of the organizational structure and has clear "lines" of distinction between him and his subordinates. In GREEN PLYWOOD Line relationship exists with Head Office being the supreme deciding authority.
The line-and-staff organization combines the line organization with staff departments that support and advise line departments as in case of departments such as Monetary, Marketing, Human Resource . Most medium and large-sized firms exhibit line-and-staff organizational structures. The distinguishing characteristic between simple line organizations and line-and-staff organizations is the multiple layers of management within line-and-staff organizations. The following sections refer primarily to line-and-staff structures, although the advantages and disadvantages discussed apply to both types of organizational structures. Several advantages and disadvantages are present within a line-and-staff organization. An advantage of a line-and-staff organization is the av ailability of technical specialists. Staff experts in specific areas are incorporated into the formal chain of command. A disadvantage of a lineand-staff organization is conflict between line and staff personnel.
Line-and-staff positions
A wide variety of positions exist within a line-and-staff organization. Some positions are primary to the company's mission, whereas others are secondary — in the form of support and indirect contribution. Although positions within a line-and-staff organization can be differentiated in several ways, the simplest approach classifies them as being either line or staff. A line position is directly involved in the day-to-day operations of the organization, such as producing or selling a product or service. Line positions are occupied by line personnel and line
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managers. Line personnel carry out the primary ac tivities of a business and are considered essential to the basic functioning of the organiz ation. Line managers make the majority of the decisions and direct line personnel to achieve company goals. An example of a line manager is a marketing executive.
Conflict in line – staff relationship:
From the view point of line personnel, conflict is created because staff personnel tend to:
From the view point of Staff Personnel, conflict is created because
sonnel do not make proper use of staff personnel,
Staff Personnel can often avert line-staff conflicts if they strive to emphasize the objectives of the organization as a whole, encourage and educate line personnel in the appropriate use of staff personnel, obtain any necessary skills they do not already possess, and deal intelligently with the resistance to change rather than view it as an immovable barrier.
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Line personnel can do their part to minimize line staff conflict by sing staff personnel wherever possible, making proper use of the staff abilities, and keeping staff personnel appropriately informed.
Demerits
Demerits of line and staff organisation are as follows: (1) Confusion — It is very difficult to clearly establish the authority and responsibility relationship between line and staff executives. This creates confusion amon g them. (2) Ineffectiveness of the staff — The role of the staff is purely advisory. Since they do not have the power to get their recommendations implemented, the staff services may prove to be ineffective. (3) Conflict between line and staff — There is generally a conflict between line and staff executives, line authorities feel that staff executives do n ot always give right type of advice and therefore reject even some very good schemes. Line authorities do not want to give an impression to the management that they are in any way inferior to staff. Thus there is conflict between line and staff.
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Good corporate governance practices Each member of the Board of Directors of the Company should adhere to the following so as to ensure compliance with good Corporate Governance practices.
“Do’s”:a) Attend Board meetings regularly and participate in the deliberations and discussions effectively.
b) Study the Board papers thoroughly and enquire about follow-up reports on definite time schedule.
c) Involve actively in the matter of formulation of general policies.
d) Be familiar with the broad objectives of the C ompany and the policies laid down by the Government and the various laws and legislations.
e) Ensure confidentiality of the Company's agenda papers, notes and Minutes.
"Don’ts” a) Do not interfere in the day to day functioning of the company. (This stipulation does not apply to the Chairman and Managing Director and Executive / Whole Time Director)
b) Do not reveal any information relating to any constituent of the Company to anyone.
c) Do not display the logo / distinctive design of the Company on their personal visiting cards / letter heads. (This does not prevent the Chairman and Managing Director and Executive /Whole
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Time Director from using DO Letterheads or visiting cards with GREEN PLYWOOD's logo thereon).
d) Do not sponsor any proposal relating to loans, investments, buildings or sites for Company's premises, enlistment or empanelment of contractors, architects, auditors, doctors, lawyers and other professionals, etc.
e) Do not do anything, which will interfere with and / or be subversive of maintenance of discipline, good conduct and integrity of the staff.
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Chapter-5 Methodology and Strategy
Recruitment strategy
Training and Development Program
Frequency of Training and Development
Employees Promotion Strategy
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RECRUITMENT STRATEGY Recruitment, covering the entire process of sourcing, selecting, and onboarding employees to an organization, is a function typically housed within Human Resources. The person responsible for developing effective recruiting strategies will usually be a talent acquisition manager, director o f personnel, or a recruiting/sourcing manager. Recruiting program changes at a strategic level may include the enhancement of candidate communications, the development of talent pipe-lining, succession planning, the optimization of recruitment channels, re -evaluation of interviewing processes, and the deployment of new recruitment technology.
Recruiting strategy is probably one of the most misunderstood and misused terms tossed about in our industry today. Try asking your clients and colleagues to define the term, and we guarantee that you will get very different responses. Recruiting strategy means entirely different things to different stakeholders (line managers, hiring leaders, HR professionals, recruiting professionals). Try Googling the term or searching through respected and trusted recruiting industry resources. Good luck … you won‘t find much of relevance or interest! Whenever we get the chance, we put the recruiting strategy definition and conversation to test with industry experts and leaders. We usually spend a good hour or two talking about the tiredand-true recruiting hot buttons:
Recruiting processes and policies
Recruiting programs
Candidate attraction and sourcing techniques
Recruiting technology (ATS‘s and career websites)
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―An organization‘s recruiting strategy is a blueprint consisting of levers or enablers (structural and organizational delivery design, strategic programs, policies, and technology) that drive desired recruiting outcomes (quality of hire, world-class hiring leader, and candida te experience, etc.). Think of an organizational recruiting strategy as a framework or model — a blueprint to drive desired outcomes. A great place to start in creating your organization‘s strategy is to define the desired outputs of recruiting. These outputs should be closely linked to your organization‘s unique mission, values, and goals. Your organization‘s desired recruiting outcomes will most likely touch on some common themes:
Better fit hires who are more productive and stay on the job longer (quality of hire)
World-class hiring leader and candidate recruiting experience
Ability to meet peak demand of recruiting cycle or reduce costs and overhead during slower periods
Key recruiting metrics and reports are readily available
After you have successfully outlined your organization‘s desired recruiting outcomes, start outlining potential drivers of these outcomes. Some common drivers are:
Structural delivery options (in-source, outsource, hybrid)
Recruiting organizational design (centralized, decentralized, hybrid)
Recruiting talent level and competency
Hiring leader and other stakeholder recruiting capability
Recruiting processes and policies
Recruiting programs
Candidate attraction and sourcing techniques
Recruiting technology (ATS‘s and career websites)
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FEATURES OF RECRUITMENT: •
It is a process rather than a single act or event.
•
Linking activity as it brings together the employer and the prospective employees.
•
Positive activity to seek out eligible persons from which suitable ones a re selected.
•
To locate the sources of people required to meet job requirements.
•
Ability to match jobs to suitable candidates.
•
A two way process between recruiter and recruited.
•
A complex job that involves lots of factors like image of the company, nature of jobs offered, organizational policies, working conditions etc.
PROCESS OF CANDIDATE SELECTION: Develop selection criteria for the position Now, you are ready to develop the criteria that will be used to screen resumes and select the best person for the job. These should come from the job description for the position and must be measurable within the selection process. Having clear and m easurable selection criteria will help to avoid bias so that interviewers are able to objectively evaluate a candidate‘s suitability for the job. Consider the following:
What knowledge, skills, qualifications and experience are essential for a new employee to be able to perform the duties of the position?
What attributes must the new employee have to e nsure he/she fits the culture of your organization?
Do any of your criteria exclude certain groups as prohibited under human rights legislation?
Are the criteria specific, measurable and job-related?
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Choosing your methods of recruitment Recruiting for skilled positions is becoming increasingly competitive, meaning organizations need to be increasingly creative in how they go about attracting the right. Assess where you are most likely to find your ideal candidate
Will they come from other nonprofit organizations?
Are they within your volunteer base?
Be innovative and prepared to consider several different methods in order to attract the best person for the job
How Will they be recent graduates from colleges or universities?
likely is it that your chosen methods will reach your target candidates?
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Recruit efficiently
What are the timeframes to fill the positions?
What size candidate pool will you need?
For a general, unspecialized position you have a higher probability of finding a suitable candidate within a smaller pool so you will want to recruit in a ways that keeps the number of applications reasonable
For a very senior or highly skilled position you will likely need to reach out to the widest possible pool in order to get the best candidate
Factors affecting recruitment policy :
Organizational objectives
Personnel policies of the Organization and its competitors
Government policies on reservations
Preferred sources of recruitment
Organization‘s recruitment needs
Recruitment costs
Financial implications
Selection criteria and preferences etc.
Pre-requisites of a good recruitment policy: It should :
Abide by the relevant public policy and legislation on hiring and employment relationship
Provide employees with job security and continuous employment
Integrate organizational needs and employee needs
Provide each employee with freedom and opportunities to utilise and develop knowledge and skills to the maximum possible extent
Treat all employees fairly and equitably in all emplo yment relationships
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Provide suitable jobs and protection to handicapped, women and minority groups
Encourage responsible trade unions
Be flexible enough to meet the changing needs of the organisation.
OBJECTIVE:
Recruit qualified, knowledgeable, motivated, engaged and flexible employees.
Recruit employees who are likely to be able to fill various parallel and vertical positions within the organization.
Retain employees longer, reduce employee turnover rates, and limit the need for recruitment
activities.
Reduce the cost per hire and total cost of recruitment activities in the organization.
To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time,
Also to thrive a strong Employer Branding to attract the best talents available in the Industry
Requirements for Employees’ recruitment:
JOB ANALYSIS As soon as a position becomes vacant, it is important that the Supervisor/Manager take the opportunity to review the job and person specification. In order to make effective staff selection, it is necessary to have a current, accurate description of the job and an understanding of how it relates to other jobs in the organization. That is, the job‘s principal functions and its accountabilities: ―Why, how and what is done?‖ A vacancy provides the opportunity to reconsider the duties of the position and to update the Job Specification in line with current organizational demands and practices. Such a review involves an analysis of the job that may result in a revised job and person specification. Because of the
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importance of both of these documents in the selection process, particular attention should be paid to the job analysis. Where a job and person specification is being created, or has been reviewed and there has been a change in reporting or organizational structure, new responsibilities or increased work value added to the position, remuneration level advice must be sought from Human Resources to ensure that the position is set at the correct level. If you are unsure of whether a revised job and person specification requires this action to be taken, contact HR for advice. The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success Job Analysis allows those involved in the recruitment and selection for a position to begin a ‗competency analysis‘ to determine which criteria, or ‗competencies‘, are necessary for success in the position. The information that is collected during the job analysis stage helps in getting a clear picture of the role both technically and behaviorally. The technical information is collected through a process of interviewing key people associated with the role. The behavioral information is collected via a questionnaire in which a range of employees who work closely with the role, such as a supervisor, co-worker/content expert, and/or first report, rate the position on a number of criteria The information collected from the job analysis then helps in the development of the position description, interview guide, and final selection stage activities.
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Realistic job previews
A realistic job preview involves providing candidates with an accurate and complete representation of the tasks and responsibilities of the job. It presents the pros and cons of the job to potential candidates.
Realistic job previews may contain information such as: • A description of a typical day on the job Aspects of the job that have been rewarding for others • Aspects of the job that have been difficult for others • Opportunities for advancement and professional development • Remuneration and benefits • Unique requirements: travel, physical demands, shift work, overtime.
Providing a realistic preview is likely to have a range of benefits including: • Improved job satisfaction • Increased job performance • Reduced voluntary turnover, particularly for complex jobs • Enhanced communication through honesty and openness • Reduced risk of burnout due to unrealistic expectations.
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JOB SPECIFICATION Job specification summarizes the human characteristics needed for satisfactory job completion. It tries to describe the key qualifications someone needs to perform the job successfully. It spells out the important attributes of a person in terms of education, experience, skills, knowledge and abilities (SKAs) to perform a particular job. The job specification is a logical outgrowth of a job description. For each job description, it is desirable to have a job specification. This helps the organization to find what kind of persons is needed to take up specific jobs. The personal attributes that are described through a job specification may be classified into three categories:
Essential attributes: skills, knowledge and abilities (SKAs) a person must
possess.
Desirable attributes: qualifications a person ought to posses.
Contra-indicators: attributes that will become a handicap to successful job
performance. A job specification can be developed by talking with the current jobholders about the attributes required to do the job satisfactorily. Opinions of supervisors could also be used as additional inputs. Checking the job needs of other organizations with similar jobs will also help in developing job specifications. Job specification is useful in the selection process because it offers a clear set of qualifications for an individual to be hired for a specific job. Likewise, a well-written job specification offers a clear picture to new recruits of what they will be doing in the organization.
A job specification describes the knowledge, skills, education, experience, and abilities you believe are essential to performing a particular job. The job specification is
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developed from the job analysis. Ideally, also developed from a detailed job description, the job specification describes the person you want to hire for a particular job. A job specification cuts to the quick with your requirements whereas the job description defines the duties and requirements of an employee‘s job in detail. The job specification provides detailed characteristics, knowledge, education, skills, and experience needed to perform the job, with an overview of the specific job requirements.
Components of a Job Specification
Experience: Number of years of experience in the job you are seeking to fill. Number
of years of work experience required for the selected candidate. Note whether the position requires progressively more complex and responsible experience, and supervisory or managerial experience. Education: State what degrees, training, or certifications are required for the position.
Required Skills, Knowledge and Characteristics: State the skills, knowledge, and
personal characteristics of individuals who have successfully performed this job. Or, use the job analysis data to determine the attributes you need from your ―ideal‖ candidate. Your recruiting planning meeting or email participants can also help determine these requirements for the job specification. High Level Overview of Job Requirements: In less than ten bullet points, cite the key
components and requirements of the job you are filling. A job specification is useful for recruiting as it helps you write your job postings and your website recruiting material. The job specification is also useful for distribution in social media, for screening resumes, and for interviewers.
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JOB DESCRIPTION: A job description is a list of the general tasks, or functions, and responsibilities of a position. Typically, it also includes to whom the position reports, specifications such as the qualifications needed by the person in the job, salary range for the position, etc. A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis looks at the areas of knowledge and skills needed by the job. Note that a role is the set of responsibilities or expected results associated with a job. A job usually includes several roles. The job description might be broadened to form a person specification. An alternate terminology used under the UN system is Terms of reference.
A job description is a key document in the recruitment process, and must be finalized prior to taking any other steps. It must include: the job title (which must be gender neutral) the location of the job grade or salary scale of the post the line manager to whom the post holder is responsible any posts reporting to the post holder main purpose of the job main duties and responsibilities any special working conditions (e.g. evening or weekend work)
Items that should be included in job descriptions are:
A note that indicates that, as duties and responsibilities change, the job description will be reviewed and amended in consultation with the post holder
An indication that the post holder will carry out any other duties as are within the broad scope and purpose of the job as requested by the line manager or MC.
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Purpose The objective of a job description is to have a clear outline of duties and responsibilities to make the screening process as direct and focused as possible. Job descriptions may have the following elements:
improvement cooperation by giving all members of the organization insight in
existing responsibilities/roles
enabling career moves within the organization
determination of amount of pay per function
increase of results by specification of responsibilities and key performance
indicators
development of job owner by specification of co mpetences
may include the phrase "perform other duties as a ssigned"
Possible job description items Job title
A specific designation of a post within an organization, normally associated with a job description that details the tasks and responsibilities that go with it. With the rise of online job search engines, job titles became increasingly important. In many cases, this causes job title inflation. Job duties
May also be called Tasks Performed; may be as lengthy as necessary to fully describe each essential duty or responsibility which comprises the employee's functions, generally starting with principal duties.
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Roles and responsibilities
This includes supervisory level, managerial requirements, and any working relationships and may also include your corporate/individual objectives. Job specifications or qualifications
This section could include academic requirements such as 5 GCSE's at grade C and above. Salary and benefits
Describes the compensation type, hourly or salary, and amount. In addition it includes both standard benefits and any fringe benefits associated with the position.
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TYPES OF RECRUITMENT: There are two types of recruitment methods:
Internal Method
External Method
1. Internal Recruiting - An internal source of recruitment involves recruiting candidates
internally. Employees currently working in their own compan y are departed to other department or higher position. If the employees‘ performance are excellent and up to the mark, they are given chance to occupy higher level from the current post. If extra skills required, organization
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are ready to provide training. This is one of the easiest ways of selecting candidates as the performance of their work already known by management.
Advantage of Internal Recruitment
1) Easiest 2) Less time consuming 3) No deep interview required 4) Employees stay for a long period in the company when they are promoted to higher position. 5) Competition among employees to occupy high level when co-employee gets promoted.
Disadvantage of Internal Recruitment
1) Discrimination may exist in respective to caste, language, religion for promotion. 2) Dissatisfied co-employee may quit the position because of jealous o r partiality 3) No opportunities for external employees. 4) Lack of innovative
Methods of Internal Recruitment: 1) Selecting top talents within an organization (Referring the candidate) 2) Promotions 3) Internal Advertisement 4) Temporary employees to contractual period 5) Contract employees to temporary 6) Temporary employees to permanent 7) Retired employees for freelancer position
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1. Selecting top talents within an organization (Referring the candidate): The present employees of a concern are informed about likely vacant positions. The employees recommend their relations or persons intimately known to them. Management is relieved of looking out prospective candidates. The persons recommended by the employees may be generally suitable for the jobs because they know the requirements of various positions. The ex isting employees take full responsibility of those recommended by them and also ensure of their proper behavior and performance.
2. Promotion: Promotions refer to shifting of persons to positions carrying better prestige, higher responsibilities and more pay. The higher po sitions falling vacant may be filled up from within the organisation. A promotion does not increase the number of persons in the organisation. A person going to get a higher position will vacate his present position. P romotion will motivate employees to improve their performance so that they can also get promotion.
3. Internal Advertisement: Internal Advertising is an open invitation to all employees in an organization to apply for the vacant position. It provides an equal opportunity to all employees currently working in the organization. Today it has become a very common practice in many organizations across the world. Under this, vacancy announcement is made through bulletin boards or in lists available to all employees. Interested employees, then apply for the post being advertised. In this way, it has become one of the cost saving techniques of recruitment.
4) Temporary employees to contractual period: Temporary employees may be hired to fill in during staff outages, in times of peak workload, or when a position needs to be filled immediately (that is, in the interim while an open p osition is being filled. Independent contractors and consultants are typically used when a particular technical area of expertise is required or a specific project deliverable is required.
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Temporary employees fill short-term employment needs and are t ypically under the full direction and control of Company management. They usually work on site, use company equipment, and follow company procedures for completing work.
6. Temporary employees to permanent: Many companies have internal job posting that any temporary or permanent employee can apply on. See if your skills match with any of the open positions, get your resume ready and apply. Being a temporary worker does not mean you are of lesser value. Temps work just as much as permanent employees and have just as much experience.
7. Retired employees for freelancer position: Make the retired employees to freelancer. It will be beneficial for the organization that he/she has full of knowledge and experience. He will be work efficiently. For this p rocess a company get the experienced person at reasonable cost.
2. External Recruiting -An external source involves recruiting candidates ex ternally for better
performance. External employees always feel young and innovative for new companies, more active enough to find business problems and fix it. Though recruiting external candidates might be tougher but it has more positive effect on business compared to internal source.
Advantage of External Recruitment
1) Create new opportunities for job seekers and experience employees. 2) Branding increases externally. 3) More applicants from external employees resulting pool of rich source of candidates of unique employees.
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4) Increases business strategy as external candidates of unique skills can take business to extra mile. 5) Ability to recruit the candidates with special skills employer need. 6) New innovative ideas and improvement. 7) High productivity
Disadvantage of External Recruitment
1) More time consuming 2) High cost 3) Sourcing quality profiles becomes difficult 4) External candidates ask for more salary and b enefits 5) Candidates may quit the job within short period if they are uncomfortable.
Sources of External Recruitment: 1) Job portals. 2) Social media recruitment. 3) Newspaper Ads and Magazines 4) Website. 5) Campus recruitment. 6) Direct Walk In. 7) Recruitment agencies.
1) Job portals: The e-recruiting means searching and screening the p rospective candidates electronically. There are several online job portals that enab le the job seekers to upload their resume online which are then forwarded to the th e potential hirers. Such as naukri.com, monster.com, shine.com, etc. are some of the well renowned online job portals.
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po sts over T.V. 2) Social media recruitment: The practice of telecasting of vacant posts (Doordarshan and other channels) is gaining importance these d ays. Special programmes like ‗Job Watch‘, Youth Pulse‘, ‗Employment News‘, etc. over the T.V. have become popular in recruitment for various types of Jobs. The detailed requirements of the Job and the qualities required to do it are publicised along-with the profile of the organisation where vacanc y exits. The use of T.V. as a source of recruitment is less prevalent as compared to other sources.
3) Newspaper Ads and Magazines: It is a method of recruitment frequently used for skilled workers, clerical and higher staff. Advertisement can be given in newspapers and professional journals. These advertisements attract attract applicants in large number of highly variable quality. Preparing good advertisement is a specialised task. If a company wants to conceal its name, a ‗blind advertisement‘ may be given asking the applicants the applicants to apply to Post Bag or Box Number or to some advertising agency.
4) Casual Callers: The casual callers, also called as unsolicited applications are the job seekers who come to the well-renowned organizations casually and either mail or drop i n their job applications seeking the job opportunity. This could be considered as an a n important source of external recruitment as the personnel department maintains the folder of unsolicited applications and call those who fulfill the job requirements, whenever the vacancy arises.
5) Campus recruitment: Direct recruitment from educational institutions for certain jobs (i.e. placement) which require technical or professional qualification has be come a common practice. A close liaison between the company and educational institutions helps in getting
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suitable candidates. The students are spotted during the course of their studies. Junior level executives or managerial trainees may be recruited in this way.
6) Direct Walk In: This is again a direct form of recruitment wherein the prospective candidates are invited through an advertisement to come and apply for the job vacancy. Here, the specified date, venue, and time are mentioned, and the candidates are requested to come and give interviews directly without submitting their applications in advance.
7) Recruitment agencies: Employment agencies run by private, public or government sectors are regarded as an important source of rec ruitment for unskilled, semi-skilled and skilled jobs. The agencies are likely to have a list of qualified candidates in their records, and they render their service as per the requirement from other organizations for employment.
Role of various players in recruitment. Recruitment involves a combined effort of various people within the organisation. Their responsibilities and contributions are being listed out below.
1. CEO
Approve Manpower Requirements.
Approve changes in to recruitment policy.
Approve budgets for recruitment.
Decide on thrust areas in HR management and an d recruitment at a corporate level.
Interview candidates for selection for Managers and above lev el positions.
Approve exceptional cases of compensation.
Encourage policies that help restrict recruitment to entry level or specialised positions.
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2. HR Head (ED-HR through GM-HR)
Coordinate preparation of annual manpower by various functions and consolidate for discussion and approval from CEO.
Prepare and present recruitment related trends, projections and issues - requirements, turnover, company ageing, efficiency of recruitment methods etc
Prepare annual budgets for recruitment and get them approved.
Maintain up-to-date manpower status showing sanctions, vacancies by function, level etc.
Suggest changes to recruitment policies, programs in the light of feedba ck and problems.
Highlight HR implications of various business decisions and plans and suggest cou rses of action.
Highlight gaps and anomalies in job specs ac ross levels and functions
Monitor and assess continuously the recruitment pull of the compan y and suggest courses of action.
Interview candidates for selection.
Monitor costs of recruitment and keep them within budgets.
Push gradually for a decentralized approach to recruitment while keeping basic controls.
Negotiate compensation with the selected candidates. Present the company positively by briefing all interview candidates abou t the company, its culture and its plans.
Ensure that candidate is clear about job terms and company offerings and is not given any untenable promises.
Maintain up-to-date directory of external agencies - consultants, ad agencies, printers, media agents etc.
Ensure a reliable system to communicate with candidates on the status of their candidature.
Monitor recruitment expenditure under heads such as media, agencies, and travel, stay etc.
Maintain up-to-date and flexible database of industry norms on salar y, benefits, job specifications etc.
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3. Business Heads / Functional Heads
Maintain a comprehensive and flexible candidate database sorted in many ways.
Assist HR head prepare consolidated annual manpo wer plan and budgets for recruitment.
Discuss with HR issues such major people intake, abnormal turnover etc
Discuss with HR job specifications, profile up gradations.
Monitor performance of recent recruits.
Monitor recruitment speed and help decrease cycle time.
Interview candidates.
Assess in interviews candidates functional competence and compatibility.
Help HR in implementing policies and decisions on recruitment.
Help HR in coordinating internal placements.
Conduct preliminary or final salary negotiation within agreed range.
Ensure that candidate is clear about job terms and company offerings and is not given any untenable promises.
4. HR. coordinators.
Do first level shortlist and coordinate with functions head for a final list.
Coordinate interview dates among candidates, panel members, place etc.
Ensure professional conduct of interviews - accurate and cle ar information (to candidates, panel members, admin staff) promptness, no waiting, assessment records, follow-up communication.
Conduct a reference check on candidates prior to employment.
Ensure candidates have a clear understanding of offer terms.
Have clear agreement of terms with external agencies on services.
Release payment to external agencies as per agreed terms.
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TRAINING AND DEVELOPMENT PROGRAMS IN GREEN PLYWOOD
Training in Indian Company is a continuous and unique process which unlocks the employees‘ latent potential by imparting knowledge, sharpening professional skills and reorienting proactive attitudes to integrate individual development with organisational growth and excellence.
The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees o nly. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.
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Purpose of employees training and development process: Reasons for emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of a sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
Research has shown specific benefits that a small bu siness receives from training and developing its workers, including:
Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-being as they become more valuable to the firm and to society. Generally they will receive a greater share of the material gains that result from their increased productivity. These factors give th em a sense of satisfaction through the achievement of personal and company goals.
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The Training Process: The model below traces the steps necessary in the training process:
Organizational objectives Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
Administer Training
Evaluate the Training
Identifying Training Needs Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. T his analysis will provide answers to the following questions:
Where is training needed?
What specifically must an employee learn in order to be more productive?
Who needs to be trained? Individual employees can be evaluated by comparing their current skill levels or performance to the organization's performance standards or anticipated needs. Any discrepancies between actual and anticipated skill levels identifies a training ne ed.
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Selection of Trainees Once you have decided what training is necessary and where it is needed, the next decision is who should be trained? For a small business, this question is crucial. Training an employee is expensive, especially when he or she leaves your firm for a better job. Therefore, it is important to carefully select who will be trained. Training programs should be designed to consider the ability of the employee to learn the material and to use it effectively, and to make the most efficient use of resources possible. It is also important that employees be motivated by the training experience. Employee failure in the program is not only damaging to the employee but a waste of money as well. Selecting the right trainees is important to the success of the program.
Training Goals The goals of the training program should relate directly to the needs determined by the assessment process outlined above. Course objectives should clearly state what behavior or skill will be changed as a result of the training and should relate to the mission and strategic plan of the company. Goals should include milestones to help take the employee from where he or she is today to where the firm wants him or her in the future. Setting goals helps to evaluate the training program and also to motivate employees. Allowing emplo yees to participate in setting goals increases the probability of success.
Training Methods There are two broad types of training available to small businesses: on-the-job and off-the-job techniques. Individual circumstances and the "who," "what" and "why" of your training program determine which method to use. On-the-job training is delivered to employees while they perform their regular jobs. In this
way, they do not lose time while they are learning. After a plan is developed for what should be taught, employees should be informed of the details. A timetable should be established with periodic evaluations to inform employees about their progress. On-the-job techniques include
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orientations, job instruction training, apprenticeships, internships and assistantships, job rotation and coaching.
Off-the-job techniques include lectures, special study, films, television conferences or
discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Most of these techniques can be used by small businesses although, some may be too costly.
Orientations are for new employees. The first several da ys on the job are crucial in the success
of new employees. This point is illustrated by the fact that 60 percent of all employees who quit do so in the first ten days. Orientation training should emphasize the following topics:
The company's history and mission.
The key members in the organization.
The key members in the department, and how the department helps fulfill the mission of the company.
Personnel rules and regulations.
Some companies use verbal presentations while others have written presentations. Many small businesses convey these topics in one-on-one orientations. No matter what method is used, it is important that the newcomer understand his or her new place of employment.
Lectures present training material verbally and are used when the goal is to present a great deal
of material to many people. It is more cost effective to lecture to a group than to train people individually. Lecturing is one-way communication and as such may not be the most effective way to train. Also, it is hard to ensure that the entire audience understands a topic on the same level; by targeting the average attendee you may undertrain some and lose others. Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.
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Role playing and simulation are training techniques that attempt to bring realistic decision
making situations to the trainee. Likely problems and alternative solutions are presented for discussion. The adage there is no better trainer than experience is exemplified with this type of training. Experienced employees can describe real world experiences, and can help in and learn from developing the solutions to these simulations. This method is cost effective and is used in marketing and management training.
Audiovisual methods such as television, videotapes and films are the most effective means of
providing real world conditions and situations in a short time. One advantage is that the presentation is the same no matter how many times it's played. This is not true with lectures, which can change as the speaker is changed or can be influenced by outside constraints. The major flaw with the audiovisual method is that it does not allow for questions and interactions with the speaker, nor does it allow for changes in the presentation for different audiences. Job rotation involves moving an employee through a series of jobs so he or she can get a good
feel for the tasks that are associated with different jobs. It is usually used in training for supervisory positions. The employee learns a little about ever ything. This is a good strategy for small businesses because of the many jobs an employee may be asked to do.
Apprenticeships develop employees who can do many different tasks. They usually involve
several related groups of skills that allow the apprentice to practice a particular trade, and they take place over a long period of time in which the apprentice works for, and with, the senior skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.
Internships and assistantships are usually a combination of classroom and on-the-job training.
They are often used to train prospective managers or marketing personnel.
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Programmed learning, computer-aided instruction and interactive video all have one thing in
common: they allow the trainee to learn at his or her own pace. Also, they allow material already learned to be bypassed in favor of material with which a trainee is having difficulty. After the introductory period, the instructor need not be present, and the trainee can learn as his or her time allows. These methods sound good, but may be beyond the resources of some small businesses.
Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a
neutral site and is used by upper- and middle management trainees to develop a spirit of teamwork and an increased ability to deal with management and peers. It can be costly and usually is offered by larger small businesses.
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Trainers Who actually conducts the training depends on the type of training needed and who will be receiving it. On-the-job training is conducted mostly b y supervisors; off-the-job training, by either in-house personnel or outside instructors. There are several ways to select training personnel for off-the-job training programs. Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, during company meetings or individually at prearranged training sessions. There are many outside training sources, including consultants, tech nical and vocational schools, continuing education programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel.
Training Administration Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include:
Location.
Facilities.
Accessibility.
Comfort.
Equipment.
Timing.
Careful attention to these operational details will contribute to the success o f the training program.
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An effective training program administrator should follow these steps:
Define the organizational objectives.
Determine the needs of the training program.
Define training goals.
Develop training methods.
Decide whom to train.
Decide who should do the training.
Administer the training.
Evaluate the training program.
Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are p roductive, happy workers. This will contribute positively to the bottom line.
Evaluation of Training Training should be evaluated several times during the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. An y discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals.
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T & D methodology used:
Trainings are imparted on the aspects jointly b y a team of Company officials and the representatives of Technology. The comprehensive training pro gramme lays emphasis on Train the Trainer‘sconcept. It shall be the responsibility of the Core Group of Central Office to provide training to the trainers of the Zonal Training College. These trainers further train the Zonal Coordinators, Lead District Managers, Branch Managers and other Staff members.
Training needs identification in GREEN PLYWOOD:
-ordination and co-operation on procedural, legal, technical, administrative or professional problems and practices of companys and the companying industry. ompanying industry.
of the companying system.
views and opinions on the systems, procedures and practices, and organization and methods of companys and on the structure, working and operations of the compan ying system. -ordinate and organize detailed surveys on companying, business, resources, personnel and management development programmes of companys and the companying industry.
expertise and experiences of members for simplifying forms and procedure s, for reducing cost of operations, for increasing efficiency and productivity and for such other common purposes as may be necessary or relevant to companys and the companying industry.
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nformation or information and views on any other aspects of interest to companys or the companying industry.
books, pamphlets or other literature on matters of interest to members and to the compan ying industry.
relations.
in companying industry and to devise ways and means for involving companying personnel in the endeavours of companys for growth and development of companying and the economy of the country. or games, any form of sports, recreation, sports competitions, events, cultural activities, social activities, fine arts, social meetings, entertainments and to organize meetings for the above purposes and to provide for purposes by purchasing, acquiring, taking on lease, own, hire or otherwise playing fields, grounds, buildings, pavilions and other facilities.
collection from its members, or from any other source, and for the purpose of such collection, to accept grants, donations, etc. in cash or kind from Government, its members, other organizations, members of the public, etc. and to collect subscriptions, membership and other fees and to levy fees or charges for the use of the facilities and to raise funds in any manner to strengthen the financial position of the Association, from time to time, for the pu rpose of providing education, training and facilities for imparting basic, advance knowledge and techniques in games, sports, cultural activities, social activities, fine arts, etc. and to give donations, technical and other assistance, sports equipment, sports facilities and expert guidance to organizers for this purpose whether its members or not and to conduct, organize, participate or to associate itself in State -
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Level, Nation, International Tournaments and co mpetitions pertaining to sports, cultural activities, social activities, fine arts, etc., held in or outside India.
contained in Clauses n, nn, nnn, and generally, and to register it as a Society and/or Public Trust, or a Company under the provisions or relevant Acts, as the case may be.
conduct talks, discussions, and negotiations with them and to arrive at Settlements.
lementation of Awards, Settlements, etc.
needs, difficulties and problems of growth, development and working.
ber or members in respect of matters connected with any of their operations working or administration.
-ordination and liaison with Reserve Company of India, All Financial Institutions, Chambers of Commerce, Organisations of Companying Industry, Management or Educational Institutes, Universities and such other Organisations for realizing the subject and purposes of the Association.
the objects and purposes of the Association directly or indirectly.
importance and activities of the companying indus try, for creative growth and development.
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of the above objects.
PROMOTION STRATEGY
When there are vacancies in an organization, they can be filled up by the internal or external candidates. Though the organization prefers to fill up the vacancies by the external candidates through the selection procedure, the internal candidates may also apply for post and may be tested and selected for higher level job in the organizational hierarchy at par with external candidates. Is such upward movement of an employee a promotion? Or it is purely selection? It is purely a selection. If the organization prefers to fill a vacancy only by the internal candidates, it assigns that higher level job to the selected employee from within through promotion tests. Such upward movement can be said as promotion.
Definition:-
―Promotion is advancement of an employee to a better job- better in terms of grater responsibility, more prestige or status, greater skills and especially increased rate of pay or salary.‖ ―The upward reassignment of an individual in an organizational hierarchy, accompanied by increased responsibilities, enhanced status and usually with increased income though not always so.‖ Promotion is the reassignment of a higher level job to an internal employee with delegation of responsibilities and authority required to perform that higher job and normall y with higher pay. Thus, the main conditions of promotion are:1)
Reassignment of higher level job to an employee than what he is presently performing.
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2)
The employee will naturally be delegated with greater responsibility and authority than
what he has had earlier. 3)
Promotion normally accompanies higher pay.
Promotion may be temporary or permanent depending upon the organizational needs and employee performance.
Purpose of promotion:-
Organizations promote the employee with a view to achieve the following purposes:1)
To utilize the employee‘s skills, knowledge at the appropriate level in the organizational
hierarchy resulting in organizational effectiveness and employee satisfaction. 2)
To develop competent spirit and inculcate the zeal in the employees to acquired the skills,
knowledge etc. required by higher level jobs. 3)
To develop competent internal source of employees ready to take up jobs at higher level in
the changing environment. 4)
To promote employee‘s self development and make them await their turn of promotions. It
reduces labour turnover. 5)
To promote a feeling of content with the existing conditions of the company and a sense of
belongingness. 6)
To promote interest in training, development programmers and in team development areas.
7)
To build loyalty and to boost morale.
8)
To reward committed and loyal employees.
9)
To get rid of the problems created by the leader of workers‘ unions by promoting them to
the officer‘ levels where they are less effective in creating probl ems.
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Merit as a basis of promotion:-
Merit is taken to denote an individual employee‘s skills, knowledge, ability, efficiency and aptitude as measured from educational, training and past employment record. The merits of merit system of promotion are: 1)
The resources of higher order of an employee can be better utilized at a higher level. It
result in maximum utilization of human resources in an o rganization 2)
Competent employees are motivated to exert all their resources and contribute them to the
organizational efficiency and effectiveness 3)
It works as golden hand-cuffs regarding employee turnover,
4)
Further it continuously encourages the employees to acquire new skill, knowledge etc. for
all-round development. Despite these advantages the merit systems suffer from some demerit. They are: 1)
Measurement or judging of merit is highly difficult.
2)
Many people, particularly trade union leaders, distrust the management‘s integrity in
judging merit. 3)
The techniques of merit measurement are subjective.
4)
Merit denotes mostly the past achievement, efficiency but not the future success. Hence,
the purpose of promotion may not be served if merit is taken as sole criteria for promotion.
Senior as a basis of promotion
Seniority refers to relative length of service in the same job and in the same organization. The logic behind considering the seniority as a basis of promotion is that there is a positive correlation between the length of service in the same job and the amount of knowledge and the
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level of skill acquired by an employee in an organization. This system is also based on the custom that the first in should be given first chance in all benefit and privileges.
Advantages of seniority as a basis of promotion are:
1)
It is relatively easy to measure the length of service and judge the seniority.
2)
There would be full support of the trade unions to this system.
3)
Every party trust the management‘s action as there is no scope for favoritism and
discrimination and judgment. 4)
It gives a sense of certainty of getting promotion to every employee and of their turn of
promotion. 5)
Senior employees will have a sense of satisfaction to this system as the older employees
are respected and their inefficiency cannot be pointed out. 6)
It minimizes the scope for grievances and conflicts regarding promotion.
7)
This system seems to reserve the purpose in the sense that employees may learn more with
increase in the length of service.
In spite of these merits, this system also suffers from certain limitations. They are:
1)
The assumption that the employees learn more relatively with length of service is not valid
as this assumption has reverse effect. In other words employees learn up to a certain age and beyond that stage the learning ability of the cognitive process diminishes. 2)
It denominates the young and more competent employees and results in employee turnover
particularly among the dynamic force. 3)
It kills the zeal and interest to develop as everybody will be promoted with or without
improvement.
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4)
Organizational effectiveness may be diminishes through the deceleration of the human
resource effectiveness as the human resource consists of mostly undynamic and old blood. 5)
Judging the seniority though it seems to be in the theoretical sense. it is highly difficult in
practice as the problems like job seniority, company seniority, zonal/regional seniority, service in different organizations, experience as apprentice trainee, trainee, researcher, length of service not only by days but hours and minutes will crop up. Thus the two main basic of promotion enjoy certain advantages and at the same time suffer from certain limitations. Hence, a combination of both of them may be regarded as an effective basis of promotion.
Seniority-cum-merit
Management mostly prefers merit as the basis of promotion as they are interested in enriching its human resources. But trade union favour seniority as the sole basis for promotion with a view to satisfy the interests of majority of their members. Hence a combination of both seniority and merit can be considered as the basis for promotion satisfying the management for organizational effectiveness and employees and trade union for respecting the length of service. A balance between seniority and merit should be struck and a new basis is to be developed. There are several ways in striking the balanc e between these two basis.viz:1) Minimum length of service and merit:Under this method all those employees who complete the minimum service, say five years, are made eligible for promotion and then merit is taken as the sole criteria for selecting the emplo yee for promotion from the eligible candidates. Most of the commercial bank in India has been following this method for promoting the employees from clerk‘s position to o fficer‘s position. 2) Measurements of seniority and merit through a common factor. 3) Minimum merit and seniority:In contrast to the earlier methods, minimum score of merit which is necessary for the acceptable performance on the future job is determined and all the candidates who secure minimum score
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are declared as eligible candidates. Candidates are selected for promotion based on their seniority only from the eligible candidates.
Benefit of promotion:-
Recognizes & Improves employee performance, ambition, and hard work : One of the
most important benefits of employee promotion is that it helps you to recognize and acknowledge the performance and hard work of your employees and thus makes them feel valued. When an employee‘s efforts are valued, he/she tends to work harder and tries to improve his/her performance further which in turn works for the business. A p romotion also improves the ambition of employees and boosts their passion for reaching their goals as well as the objectives of your organization.
Boosts motivation & increases loyalty of employees: An employee who gets promoted
tends to feel more inspired and motivated to continue doing the good work, and this is yet another reasonwhy promotions are so important. This increase in motiva tion leads to better productivity and performance that in turn works in the favor of your organization. Moreover, a promotion also improves and increases loyalty amon g the employees since they tend to feel a sense of belonging in the workplace and start thinking in its favor.
Encourages retention: When the right talent is identified by the management and timely
promotion is practiced, the deserving and skilled employees may not be forced to leave the workplace. This improves the retention of the skilled and talented employees and thus benefits the workplace even further. By retaining top level workers and employees, your organization prevents the need for hiring new talent and then grooming them all over again, thus saving time and money.
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Develops competitive spirit at the workplace: When the better team person gets
promoted, the other team members may be charged and motivated to perform better than them, and this helps to develop a healthy competitive spirit at the workplace. This kind of a spirit is good for an organization since it promises good performances all around and hence an overall improved productivity.
Grooms leaders for the future: When the management decides to promote employees for
their hard work, they are basically recognizing talent and finding future leaders. This identification of future leaders enables them to groom emplo yees for the future and makes them explore their skills and talent further. Grooming leaders for the future is beneficial for the organization and helps to improve the overall productivity.
Reduces employee resistance and discontent: If employees go on working hard without
any appreciation, praise or appraisal, a sense o f discontent and resistance may crop up, and this may not be good for the organization. This can even make their performance go down, hence proving negative for the company. But internal promotion can help to reduce employee resistance and discontent.
Problems with promotion:-
Though promotions benefit the employee and the organization, it creates certain problems. The y are disappointment of the candidates, refusal of promotions etc. Promotion disappointment some employees:Some employees who are not promoted will be disappointed when their colleagues with similar qualifications and experience are promoted either due to favoritisms or due to lack of systematic
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promotion policy. Employee may develop negative attitude and reduce their contributions to the organization and prevent organizational and individual advancement. Some employee refuse promotion:There is a general tendency that employee accept promotion. But their are several incidents where employees refuse promotions. These include promotion together with transfer to an upward place, promotion that level where the employee feels that he will be quite incompetent to carry out the job, delegation of unwanted responsibilities, and when trade union leader feel that promotion causes damage to their position in trade union. The other problems associated with the promotion are: some supe riors will not relieve their subordinates who are promoted because of their indispensability in the present job and inequality in promotional in different departments, regions and categories of jobs. Promotion problems can be minimized though a career counseling by the superiors and by formulating a systematic promotion policy.
Promotion policy
Every organizational has to specify clearly its policy regarding promotion based on its corporate policy. The characteristics of a systematic promotion policy are: 1)
It should be considered the sense that policy should be applied uniformly to all employees
irrespective of the background of the persons, 2)
It should be fair and impartial. In other words it should not give room for nepotism,
favoritism etc., 3)
Systematic line of promotion channel should be incorporated
4)
It should provide equal opportunities fro promotion in all categories of jobs, departments,
and regions of an organization 5)
It should insure open policy in the sense that every eligible employee should be considered
for promotion rather than a closed system which consider only a class of employees
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6)
It should contain clear cut norms and criteria for judging merit, length or service,
potentiality etc. 7)
Appropriate authority should be entrusted with the task of making final decision
8)
Favoritism should not be taken as a basis for promotion
9)
It should contain promotional counseling, encouragement, guidance and follow-up
regarding promotional opportunity, job requirement and acquiring the required skills, knowledge etc. it should also contain reinforcing the future ch ances in the mind of rejected candidates and a provision for challenging the managements decision and action by employee or union within the limits of promotion policy.
Types of Promotion As already noted, a promotion involves an increase in status, responsibilities and pay. But, in certain cases, only the pay increases, and the other elements remain stagnant. In other cases, the status only increases without a corresponding increase in pa y or responsibilities. Depending on which elements increase and which remain stagnan t, promotions may be classified into the following types: 1) Horizontal Promotion:-
This type of promotion involves an increase in responsibilities and pay, and a change in designation. But the employee concerned does not transgress the job classification. For example, a lower division clerk is promoted as an upper division clerk. This type of promotion is referred to as upgrading‘ the position of an employee. 2) Vertical Promotion:-
This type of promotion results in greater responsibility, prestige and pay, together with a change in the nature of the job. A promotion is vertical when a canteen employee is promoted to an unskilled job. The concerned employee naturally transgresses the job classification. 3) Dry Promotions:-
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Dry promotions are sometimes given in lieu of increases in remuneration. Designations are different but no change in responsibilities. The promotee may be given one or two annual increments.
When and How to Promote Your Employees
Promotion or career advancement is a process through which an employee of a company is given a higher share of duties, a higher pay-scale or both. A promotion is not just beneficial for employees but is also highly crucial for the employer or business owners. It boosts the morale of promoted employees, increases their productivity and hence improves upon the overall profits earned by the organization
In this article, we shall learn more about 1) what promotions and appraisals are, 2) what their importance is, 3) when should they be given, and 4) how should you promote your employees. So let‘s read on to find out more.
PROMOTIONS AND APPRAISALS A promotion is a step further that an emplo yee takes while working in an organization as far as his/her work, rank or position is concerned. Eve ry organization or workplace has a certain job hierarchy structure according to which an employee advances in that organization and gets promoted. Promotion is not just a reward that an employee is given for his/her continued good performance but is the proof that an employer thinks that it is time to add more responsibilities to an employee‘s existing set of responsibilities. There are many types of promotions – while some guarantee advancement in the job position or rank, other may guarantee an increase in the pay or salary. In some organization, a promotion may result in a just change of duties and responsibilities. Promoting employees for their excellence in performance is important to value their efforts and keep their morale up.
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An appraisal or performance appraisal, on the other hand, is a method through which an employee‘s performance is judged, evaluated or measured. Th ese appraisals are a regular part of the career development of workers and employees and are an integral part of any working organization. Appraisals can be both negative and positive. While in positive appraisals, the overall evaluation comes out to be positive and may result in a salary increase, a negative appraisal on the other hand is a proof that an employee hasn‘t been performing up to expectations and actions are taken to motivate him/her to do so from then onwards. A performance appraisal is a periodic and systematic process that tries to assess the performance at work as well as the level of productiveness of the employees. This may con sider the various achievements, accomplishments, weaknesses as well as the strengths of the employee so that overall results can be evaluated.
IMPORTANCE AND BENEFITS OF EMPLOYEE PROMOTIONS A promotion is not only a way to add more responsibilities to an employee but is a major form of boosting employee motivation and morale. This results in high productivity and prevents your company from losing its valuable and important emplo yees. There are many benefits and advantages of promoting employees regularly for their efforts, and the following are some of the main ones:
Recognizes & Improves employee performance, ambition, and hard work : One of the most
important benefits of employee promotion is that it helps you to recognize and acknowledge the performance and hard work of your employees and thus makes them feel valued. When an employee‘s efforts are valued, he/she tends to work harder and tries to improve his/her performance further which in turn works for the business. A promotion also improves the ambition of employees and boosts their passion for reaching their goals as well as the objectives of your organization.
Boosts motivation & increases loyalty of employees: An employee who gets promoted tends to
feel more inspired and motivated to continue doing the good work, and this is yet another reasonwhy promotions are so important. This increase in motivation leads to better productivity and performance that in turn works in the favor of your organization. Moreover, a promotion also
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improves and increases loyalty among the employees since they tend to feel a sense of belonging in the workplace and start thinking in its favor.
Encourages retention: When the right talent is identified by the management and timely promotion
is practiced, the deserving and skilled employees may not be forced to leave the workplace. This improves the retention of the skilled and talented employees and thus benefits the workplace even further. By retaining top level workers and employees, your organization prevents the need for hiring new talent and then grooming them all over again, thus saving time and money.
Develops competitive spirit at the workplace : When the better team person gets promoted, the
other team members may be charged and motivated to perform better than them, and this helps to develop a healthy competitive spirit at the workplace. This kind of a spirit is good for an organization since it promises good performances all around and hence an overall improved productivity.
Grooms leaders for the future: When the management decides to promote employees for their
hard work, they are basically recognizing talent and finding future leaders. This identification of future leaders enables them to groom employees for the future and makes them explore their skills and talent further. Grooming leaders for the future is beneficial for the organization and helps to improve the overall productivity.
Reduces employee resistance and discontent: If employees go on working hard without any
appreciation, praise or appraisal, a sense of discontent and resistance may crop up, and this may not be good for the organization. This can even make their performance go down, hence proving negative for the company. But internal promotion can help to reduce employee resistance and discontent.
WHEN TO PROMOTE EMPLOYEES For an organization, deciding whether or not an employee is ready for promotion can be a challenge. Not all employees may be ready for an appraisal or a promotion due to lack of the length of service, the right number of achievements as well as lack of the needed skills and experience at the given position. A promotion is an important decision since it doesn‘t only involve change in rank but also more duties and responsibilities and hence must be taken after careful assessment and evaluation of one‘s skills, performance and seve ral other factors, that have been given below:
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1. Performance — One of the most important points for evaluating when is the right time to promote an employee is to assess or evaluate his/her performance over a given period of time. 2. Length of service (seniority) – Another thing to take into consideration for knowing when the employee is ready for promotion or not is the length of service. The number of years that one has also served determines the time of promotion. 3. Merit and ability – The merit and the ability of the individual, is also a great tool to measure the overall worthiness of the employee‘s promotion. 4. Educational/technical qualifications – The educational and technical qualifications is also a measure or decision-making tool as far as the promotion is concerned. 5. Assessment of potential – The amount of potential one has in him to perform in the future or at a new position should also be assessed before deciding about promotions. 6. Spacing of the promotion and career span of the individual – Another thing that must be considered when considering the promotion for an employee is the time since the last promotion. 7. Training – The amount of training an employee has been given or the level to which he/she has also been groomed acts as a deciding factor.
When to take the decision of promoting employees The decision to promote employees or not differs for lower level employees to management level employees. Let‘s look at some aspects that one looks for to take this decision at both these levels: A) For lower-level employees: 1. When they excel beyond expectations – When employees continue to work and excel beyond the expectations and give a consistent performance, then this could be one sign that they are ready for a promotion. When their performance surpasses what is required of them, then this means that they are self-motivated to give their best and may be able to perform well at a higher position as well. 2. They do beyond just completing their task – Besides completing their task and duties, when an employee begins to go a step beyond and do additional tasks, then this too could mean that he/she is now ready to be given more responsibilities and will be capable of handling more work at a higher position. This means that they are naturally capable of taking in more and giving out more. 3. When they are highly committed to their work – While some employees need to be pushed to deliver, others are just natural committed and dedicated to what they do, and this comes across in their work and attitude. When a junior level or lower level employee begins to show genuine
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commitment towards his/her duties and responsibilities, then this can be one sign that the employee may be ready for more responsibilities or an appraisal. This commitment can be seen in the time the employee spends to complete a task till the end, the number of breaks he/she takes, the willingness to take new tasks, etc. 4. When they prove to be very adaptive – When a lower level employee proves to the management that he/she can easily adapt and adjust working with teams, in different settings and can handle change well, and then he/she automatically throws a good impression. You as an employer need adaptive and flexible employees and someone who shows this quality can be considered for promotion too. Someone who is adaptive and adjusting does not take the time to produce the same level of results in different settings and is hence an asset. 5. They have already mastered their task or technical craft – When an employee has already mastered his/her technical craft well at the given position, then this means that it is time now to introduce him/her to further technical concepts and train him/her to learn new things. Hence when a lower level or entry level employee showcases excellence at his/her work, then it may be time for you to promote him. 6. When they start helping others – An employee of your company will be able to help and support others around him only if he/she is comfortable with his/her work and completes it on time. Hence, if you observe a particular employee extending a helping hand to others with their work, then this may just be a sign to consider him/her for an appraisal or promotion. This also means that he/she is looking out for others to ensure the business‘s overall success that too is an encouraging sign.
B) For management-level employees:
Besides the points mentioned above, you can consider the following for the decision-making process for management level employees: 1. When they are capable of managing themselves – When it comes to management level employees, one of the best signs that can help you know that it is time to promote them is when they become capable of managing themselves, motivating themselves or handling their work without the need of supervision from senior employees. When they stop relying on your instructions and work towards the welfare of the business on their own, then this mean that you can give them more responsibilities to handle without a doubt. 2. Their aim becomes success of your business – When a manager of your organization puts behind his/her personal agenda and makes your business‘s success his/her aim, then this too is a way to
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know that a promotion is on the cards. A subtle sign of this could be when ‗Mine‘ becomes ‗Our‘ in their little conversations regarding work. 3. When they start showing responsibility, and ownership – A sign of a future leader or an excellent administrator is the ability to take responsibility and convert each opportunity into success. When he/she begins to show a sense of ownership towards your business and makes it his/her personal responsibility to lead it towards success, then such an employee must be retained and promoted. 4. They start volunteering for superior roles – One of the greatest signs to look for in an employee to know that he/she is ready for a promotion is when he/she starts volunteering for superior roles, more responsibilities, and better opportunities. This means that he/she is willing to take more work, contribute in a much bigger way and is ready to take on the next step.
HOW TO PROMOTE EMPLOYEES Now that you know how to identify whether an employee is ready for promotion or not, it is time to figure out how you would promote him/her. Promotion is not just the upward or forward reassignment of an employee of your workplace but is a properly structured process that must remain within the bounds of the organization‘s hierarchy. Hence, a proper process of p romotion of employees must be followed which is fair for all and biased for none. The following given information will help you know how to promote your employees:
Models and schemes of promotion There are several different schemes and models o f promotions. Every organization either chooses one of these methods or applies a combination of one or more such models to promote their employees. Let‘s take a look at some of the most used and popular methods: Noncompetitive model of promotion
Promotions that are based on the standard set of achievements and accomplishments of employees are known as noncompetitive promotions. In such promotions, employees are promoted once they reach a certain milestone in their career journey, irrespective of variable
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features like performance and dedication, etc. These types of promotions work seamlessly for all the employees, and there is no scope for a bias or unfair appraisal.
Time scale promotion (Based merely on seniority) – A time scale promotion is a kind of a
noncompetitive promotion which takes place after the person has spent a standard or fixed number of years working for the organization or working at a particular position in the organization.
Accretion of Duties – In the case when a person has to be pr omoted due to an increase in his/her
workload or duties is also a noncompetitive method of promotion.
Adhocism – In some cases, an organization may have to promote someone without following any
policy but just to meet the needs of crucial or urgent times or situations.
Competitive model of promotion
A competitive model of promotion is a method in which employees have to prove their worth to employers in order to be promoted to a higher rank or position. Unlike the noncompetitive method, this method takes into account employee performance, productivity, skills, experience, knowledge and other such factors. There is a comparison of employees on the basis of their hard work and performance in this model.
Merit-based promotion – Merit-based promotions are competitive types of promotions in which a
person is promoted on the basis of their skills, performance, knowledge, hard work and qualifications.
Merit-cum-seniority – Merit-cum-seniority promotions are those types of promotions where a
balance between the merit as well as the seniority of the individual is kept in mind before considering a promotion.
Up-gradation promotion or Out promotion
This is the kind of a promotion method in which when the amount of pay increases without a change in the job or rank. In case of Out promotion, an employee seeks employment somewhere else because of being offered a better pay-scale. Dry promotion
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In this case, an employee is promoted to a higher rank but without an increase in the salary. Paper promotion
Paper promotion takes place in government jobs that consist of several departments. These types of promotions take place on the basis of the seniority of an employee and are the ones in which the employee belonging to a parent department is given a promotion by another department from which it receives the hike in salary.
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PERFORMANCE APPRAISAL A performance appraisal, performance review, performance evaluation, development discussion, or employee appraisal is a method by which the job performance of an employee is evaluated. Performance appraisals are a part of career develo pment and consist of regular reviews of employee performance within organizations.
Improving Performance Appraisals
Although performance appraisals can be so easil y biased, there are certain steps that can be taken to improve the evaluations and reduce the margin of errors through the following:
Training - Creating an awareness and acceptance in the people conducting the appraisals that
within a group of workers, they will find a wide range in difference of skills and abilities. Providing Feedback to Raters - Trained raters provide managers who evaluated their subordinates with feedback, including information on ratings from other managers. This reduces leniency errors. Subordinate Participation - By allowing employee participation in the evaluation process, there
is employee-supervisor reciprocity in the discussion for any discrepancies between self -ratings and supervisor ratings, thus, increasing job satisfaction and motivation.
Human resource management & performance management
Human resource management (HRM) conducts performance manag ement. Performance management systems consist of the activities and/or processes embraced b y an organization in anticipation of improving employee performance, and therefore, organizational performance.
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Consequently, performance management is conducted at the organizational level and the individual level. At the organizational level, p erformance management oversees organizational performance and compares present performance with organizational performance goals. The achievement of these organizational performance goals depends on the performance of the individual organizational members. Therefore, measuring individual employee performance can prove to be a valuable performance management process for the purposes of HRM and for the organization.
Performance appraisal reports.
1. Review of the performance appraisal report. –
(1) The reviewing authority shall record his remarks on the performance appraisal report, within the timeframe specified in the Schedule.
(2) Where the report is written by the reviewing authority under sub-rule (4) of rule 5, or where the reviewing authority has not seen, and the accepting authority has seen, the performance of a member of the Service for at least three months during the period for which the performance appraisal report is written, the accepting authority shall review the performance appraisal report of any such member for any such period within the timeframe specified in the Schedule.
(3) It shall not be competent for the reviewing aut hority, or the accepting authority, to review any such performance appraisal report unless it has seen the performance of the member of the Service for at least three months d uring the period for which the report has been written, and in every such case an entry to that effect shall be made in the performance appraisal report.
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(3) Notwithstanding anything contained in sub-rules (1) and (2), it shall not be competent for the reviewing authority or the accepting authority to review any such performance appraisal report-
(a) Where the authority reviewing the performance appraisal report is a Government servant, after one month of his retirement from service, and
(b) In other cases, after one month of the date on which he demits office.
2. Acceptance of the Performance Appraisal Report. –
(1) The accepting authority shall within the timeframe specified in Schedule (2) Record his remarks on the performance appraisal report and may accept it, with such modifications as may be considered necessary, and countersign the report.
Provided that where the accepting authority has not seen the performance of any member of the Service for at least three months during the period for which the performance appraisal report has been written, it shall not be necessary for the accepting authority to accept any such report and an entry to this effect shall be made in the performance appraisal report.
(1) Notwithstanding anything contained in sub-rule (1), it shall not be competent for the accepting authority to accept and countersign any such performance report-
(a) Where the accepting authority is a Government servant, after one month of his retirement from service, and
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(b) In other cases, one month after the date on which he demits the office.
(3) When the performance appraisal report be not written or revised. Notwithstanding anything contained in rule 5 or rule 6, where the accepting authority writes or reviews the performance appraisal report of any member of the Service, it shall not be necessary to review or accept any such report. .
Documents to be maintained in the Performance Appraisal Dossier
A Curriculum Vita to be updated annually on the basis of the performance appraisal reports and a five-yearly Curriculum Vitae update submitted by the officer/clerk reported upon
The performance appraisal reports earned throughout the career.
Certificates of training, academic courses attended after joining service, leave etc.
Details of books, articles and other publications.
Appreciation letters from Government or Secretary or Head of Department or special bodies or Commissions.
Reports of medical check-ups.
Copy of order imposing any of the pen alties specified in the All India Services (Discipline and Appeal) Rules, 1969 and final result o f inquiry into allegations and charges against a member of the Service.
Warnings or displeasure or reprimands of the Government
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1.MAN POWER PLANNING (MPP):
Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: 1. Analyzing the current manpower inventory 2. Making future manpower forecasts 3. Developing employment programmes 4. Design training programmes
Steps in Manpower Planning 1.
Analyzing the current manpower inventory- Before a manager makes forecast
of future manpower, the current manpower status has to be analyzed. For this the following things have to be notedType of organization
Number of departments
Number and quantity of such departments Employees in these work units
Once these factors are registered by a manager, he goes for the future forecasting. 2.
Making future manpower forecasts- Once the factors affecting the future
manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations
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are as follows: a. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. b. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). c. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. d. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements. e. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis.
3.
Developing employment programmes- Once the current inventory is
compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans.
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4. Design training programmes- These will be based upon extent of diversification, expansion plans, development programmes, etc. Training programmes depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.
Importance of Manpower Planning
1.
Key to managerial functions- The four managerial functions, i.e., planning,
organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions.
2.
Efficient utilization- Efficient management of personnel becomes an important
function in the industrialization world of today. Setting of large scale enterprises requires management of large scale manpower. It can be effectively done through staffing function.
3.
Motivation- Staffing function not only includes putting right men on right job,
but it also comprises of motivational programmes i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans become an integral part of staffing function.
4.
Better human relations- A concern can stabilize itself if human relations
develop and are strong. Human relations become strong trough effective control,
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clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.
5. Higher productivity- Productivity level increases when resources are utilized in best possible manner. Higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and its related activities ( Performance appraisal, training and development, remuneration)
Need of Manpower Planning
Manpower Planning is a two-phased process because manpower planning not only analyses the current human resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is advantageous to firm in following manner: 1. Shortages and surpluses can be identified so that quick action can be taken wherever required. 2. All the recruitment and selection programmes are based on manpower planning. 3. It also helps to reduce the labor cost as excess staff can be identified and thereby overstaffing can be avoided. 4. It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents. 5. It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner. 6. It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern
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2.
MAN POWER BUDETING (MPB):
Before carrying out any process in the organization it is necessary that we should analyses the budget required in that process. It is at the formulation stage and during monitoring that an understanding of the principles of man power budgeting becomes critical. Poor formulation and/or monitoring of budget can result in the following problems: -stated budget and/or manpower requirements at the formulation stage. - or incomplete implementation of projects due to understated costs and manpower needs, leading to chronic shortages of human and physical resources.
project cost items and preventing effective implementation. The need for careful budget and manpower planning is, therefore, crucial to the success of any project, programme or policy of any organization.
3. MAN POWER REQUISITION (MPR):
This step comes after man power planning and man power budgeting. Man power requisition means to know exactly the number of employee required in different department so that on that basis HR department can go for recruiting that number of employee only. It is a process to know the number of man power required in different departments. Unless and until the HR professionals‘ are not knowing about the exact requirement then it will be not possible for them to hire the exact number of people who can help the organization tin carrying out their goal. This application keeps track of all the purchase request of the employees.
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The process starts when the employee fills out the purchase requisition form in this database. This includes information like number of employee to be hired, quantities possessed by them. Since this database is also integrated with the pre qualified persons This database has its capability to look at the budget of a certain department in a year.
4. WORK FORCE PLANNING (WFP): Workforce Planning is the business process for ensuring that an organization has
suitable access to talent to ensure future business success. Access to talent includes considering all potential access sources (employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc.). By talent is meant the skills, knowledge, predisposition and ability to undertake required activities including decisions making. Strategic Planning considers the business risks concerning insufficient, disrupted, mis-deployed talent on the organization's business priorities. The process for starting out Strategic Workforce Planning is link with the organization's strategy. This means identifying the critical talent needs that if not met can materially adversely impact business success. Once the business risks are fully appreciated then attention turns to schedule and timing. Assessing current internal capability and assessing its relative position when it will be called upon in the future. Speculating on future sourcing options and identifying the preferred sourcing option. Implementation and execution follow. Attention to periodically reviewing the "sanity" of the current plan is prudent.
WORK FORCE PLANNING APPROACHES:
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Workforce analytics approach
The focus is to analyze current and historical employee data to identify key relationships among variables and use this to provide insight into the workforce they need for the future. Modeling approach
This approach incorporates forecasting and scenario planning. Forecasting uses quantitative data to create forecasts incorporating multiple what-if and modeling the future. Scenario Planning being the more useful tool where there are uncertainties, therefore incorporating quantitative and qualitative. Segmentation approach
Breaking the workforce into segments along the lines of their jobs and determining relevance to strategic intent. Provides a technique for prioritizing. Steps in Workforce Planning
Though there is no definitive ‗Start here‘ activity for any of the approaches to Strategic Workforce Planning, there are five fundamentals activities that most Workforce Plan models have:
Environment Scan
Current Workforce Profile
Future Workforce View
Analysis and Targeted Future
Closing the gaps
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Environment Scan
Environment Scanning is a form of business intelligence. In the context of Workforce Planning it is used to identify the set of facts or circumstances that surround a workforce situation or event.
Current Workforce Profile
Current State is a profile of the demand and supply factors both internally and externally of the workforce the organization has ‗toda y‘. Future Workforce View
Future view is determining the organization‘s needs considering the emerging trends and issues identified during the Environment Scanning. Future view is often where the different approaches identified above are applied: Quantitative featuring: understanding the future you are currently tracking to by forecasting. Qualitative featuring: scenario planning potential alternative futures in terms of capabilities and demographics to deliver the business strategy.
Analysis and Targeted Future
Qualitative and quantitative featuring creates the content for an organizational unit to analyze and identify critical elements. As the critical elements are identified the Targeted Future begins to take form. The targeted future is the future that the organization is going to target as being the best fit in terms of business strategy and is achievable given the surrounding factors (internal/external, supply/demand).
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Closing the Gaps
Closing the gaps is about the people management (human resources) programs and practices that deliver the workforce needed for today and tomorrow. The process is about determining appropriate actions to close the gaps and therefore deliver the targeted future. There are 8 key areas that closing the Gaps needs to focus on Resourcing,
Learning
and
Development,
Remuneration,
Industrial
Relations,
Recruitment, Retention, Knowledge Management, Job design.
SPECIALIST OFFICERS:
The term ‗Specialist Officer‘ includes all those Officers with specialised professional qualifications, with or without experience, recruited in Company‘s service as Specialist Officers or converted as Specialist Officers through a process of selection from General Companying Category. They may be broadly categorised as under:
(ii) IT Officers Officers (with or without professional qualification in IT) recruited / promoted / converted as IT/Computer Officers, System Analysts, IT Security Officers etc.
(iii)HR / IR Officers Officers with specialized qualifications in HR/IR areas and recruited/ promoted / converted as such.
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(iv) Security Officers
Officers recruited / promoted / converted as Security Officers to work in General Security / Fire / Disaster Management Departments
(v) Official Language Officers Officers recruited / promoted / converted as Official Language Officers.
(vi) Law Officers Officers with degree in law and recruited / promoted / converted as Law Officers.
(vii) Investigation Officers Officers recruited / promoted / converted as Investigation Officers.
(viii) Economists/Statisticians Officers with Professional qualifications in Economics / Statistics and recruited / promoted / converted as such.
(ix) Finance Executives
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Officers with Professional Qualifications like MBA/CA/ CFA either with or without engineering qualifications such as B.E. / B. Tech, specially recruited / promoted as such to work in Corporate Credit / Loan Syndication / Risk Management / Treasury / Forex Operations etc. and also converted as such.
(x)Company Secretary Officers with Professional Qualification i.e. ACS from the ICSI, recruited / promoted / converted as such.
(xi) Marketing Executives
Officers with Professional Qualifications in Marketing e.g. MBA (Marketing) and / or relevant experience and recruited/ promoted / converted as such.
(xii)Corporate Communication Executives/Managers
Officers with specialized qualifications in Corporate Communication / Mass Communication / Journalism and recruited / promoted / converted as such.
(xiii)Technical Officers
such for handling / Civil / Mechanical/ Electrical works.
such for Project Appraisal / Technical Appraisal of loan proposals etc.
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Note: 1) The condition regarding completion of the requisite rural/semi-urban tenure, as mentioned in Para 5 is not applicable to the Specialist Officers except for Agriculture Officers.
2) Whereas the Departmental Promotion Committees will be the same as fo r General Companying Officers as mentioned in Para 15, the Interview Committee will comprise of one additional member having knowledge in the specialised field, if available, apart from the Interview Committee members mentioned therein.
16.8. CONVERSION OF SPECIALIST OFFICERS TO GENERAL COMPANYING OFFICERS
The Specialist Officers will be permitted to take conversion to General Companying Officers‘ category up to MMG Scale III after completion of minimum 5 years of service as a Specialist Officer. The request of the Specialist Officer for such conversion shall be examined by a Committee of three General Managers to be nominated by the Executive Director (HR).
The decision of the Committee shall be final. A Specialist Officer who has got himself converted to general category, cannot seek conversion back to Specialist Category at any time thereafter.
The General Manager (HR) will issue necessary administrative guidelines for such conver sion in future as per the requirement of the Company from time to time. Specialist Officer shall be deemed to be a General Companying Officer on his / her promotion to SMG Scale IV.
16.9 Officers not more than the number of vacancies in the specialist category shall be selected for promotion in the order of merit. The cut-off marks will be determined by the actual number of vacancies in Specialist Category and the officers securing equivalent to and above the cut-off marks will qualify for promotion. In case more than o ne officer secures marks equivalent to the
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cut-off marks, the final selection will be restricted to the exact number of vacancies, and will be determined on the basis of inverse seniority.
3. GENERAL :
(i) Eligible officers in all Scales, willing to participate in Promotion Process will submit particulars as per the prescribed format, to Head Office through Zonal Office. The Zonal Office will verify and certify the correctness of the particulars submitted by the Officers.
(ii) If an eligible officer does not submit the application or does not participate in any of the promotion processes (i.e. does not appear for Test or for Interview before the Interviewing Committee), it shall be deemed that he has, of his own free will and volition, opted out of the promotion process. No correspondence in this regard will be subsequently entertained from him.
However, if an officer is unable to appear for an interview for reasons beyond his control, he should inform the Management well before the sch eduled date for the interview, about his inability to appear for the same, giving reasons therefor. In such cases, he may be given only one more chance at the discretion of the Management for appearing for interview at such place and time as the Management may decide.
(iii) The Promotion Process will be conducted every year, subject to the availability of vacancies. The Officers, who had failed to get promotion in the previous promotion process in terms of (ii) above, will also be eligible to participate, in the subsequent processes.
(iv) Officers not selected for promotion will be advised the total marks obtained by them. In the event of an application by the officer for re-checking the marks, the Management shall have the marks re-checked for arithmetic accuracy, provided such an application is made within 30 days from the date of advice to him.
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(v) Fitment in the higher scale of pay on promotion will be determined as per the guidelines issued by the Management from time to time.
(vi) Filling up of Vacancies in SMG Scale V and above, arising on account of retirement, resignation, death, voluntary retirement etc.:
A waitlist of candidates for promotion to Scale V and above will be prepared and promotions in respective scales will be released as and when vacancies arise on account of expected retirements / elevation to higher scales, if any. In addition to the said waitlist, the Chairman and Managing Director is authorized to release the promotion of candidates appeared for promotion but not selected in the main list or waitlist but standing immediately after the name of the last ca ndidate in the waitlist, so as to fill the vacancies, if any, arising on account of resignation, death, voluntary retirement, superannuation etc. who was/were promoted in the main list/ wait list of the concerned promotion process.
(vii) An Officer, against whom a Major Penalty has be en imposed, will not be eligible to participate in any promotion process initiated during a period of one year from the date of effect of such penalty. The date of issuance of circular inviting applications shall be the d ate of initiation of promotion process in respect of all such officers. (viii) The Chairman & Managing Director is the authority to issue the administrative guidelines/instructions for removal of any doubts and / or difficulties arising during the course o f implementation of this policy.
(ix) The reservation and relaxation for SCs/STs/OBCs/Ex-Servicemen/Physically Handicapped candidates, as the case may be, shall be provided as per the Government guidelines in force from time to time.
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(x) Where APA marks of an Officer are not available due to i) sabbatical leave, ii) EOL, iii) unauthorized absence and iv) suspension, the APA marks shall be treated zero for that particular year/s. However, APA marks for the number of preceding years for which he rendered service and was rated for his performance excluding the period of Sabbatical Leave etc. will be included and taken into consideration for the purpose of p romotion, subject to the condition that he has rendered minimum required service in that particular scale, in terms of para 5 and 16 above.
(xi) In case an Officer employee is alleged to have resorted to unfair means/copying in the Written/On-line Test, his result will be withheld subject to the outcome of disciplinary action, if any, to be initiated against him. (xii) If a candidate is selected in both Seniority Channel as well as Merit Channel, he will be treated as selected only in Seniority Channel. (xiii) In order to be eligible for promotion, wherever provided the officer employee shall secure minimum 40% marks each in both Written / On-Line Test and Interview in case of Merit Channel, and minimum 30% marks in Written / On-Line Test in case of Seniority Channel.
(xiv) Marks for qualification will be given only for those qualifications which are above the basic criteria / Eligibility Criteria for service as an officer in that cadre. Further, qualifications obtained through distant learning program / correspondence course by government / UGC recognized institute will also be considered for the marks. (xv) An officer who applies for promotion and gets selected, cannot refuse promotion.
(xvii) The Board reserves its rights to change, alter, amend, modify or vary in any manner whatsoever, from time to time, all or any of the terms and conditions incorporated in this policy, recording reasons thereof. The provisions of this policy are subject to changes in
accordance with the guidelines received from the Government from time to time and such guidelines shall be deemed to be a part of this policy and given effect to subject to adoption by the Board of Directors.
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PARTNERS:
The company has a strategic alliance with Sing Tel. The investment made by Sing Tel is one of the largest investments made in the world outside Singapore, in the company. The company also has a strategic alliance with GREEN PLYWOOD. The investment made by GREEN PLYWOOD in GREEN PLYWOOD is one of the largest single foreign investments made in the Indian telecom sector.
SERVICESINNOVATIONS : GREEN PLYWOOD strong management team had continuously focused on innovating, improving services offerings with a strong focus on the front-end activities and at the same time outsourced the non-core activities of the business. The Company's prime focus was on ensuring customer satisfaction through offering a wide range of plywood, owing to their utility, durability, dimensional accuracy and strength. They manufacture these plywood using optimum quality raw material and advanced technology GREEN PLYWOOD had numerous innovations to its credit, the most pertinent being its path breaking partnerships with companies like Green Fire Retardent Ply, Garjan Ply, Green Club Ply to ensure that their energy efficient, off-site manufactured st
buildings meet the sustainability challenges of the 21 century in social, economic and environmental terms. In addition, the company was a pioneer in bringing many new and innovative services to the market. Recently, the company is come with a unique lifetime guarantee, this premium ply is made of 100% Gurjan/ Keruing/ Hollong timber of dipterocarpus species, It comes with a 1.2mm veneer and is equivalent to structured grade plywood.
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Business models
Access to communications in emerging markets Our research demonstrates that the needs of customers in emerging markets can be quite different from those in developed markets. This means we need to adopt different business models – affecting network development, customer service and price plans – according to local needs and what customers can afford. These are some examples of how we are tailoring our services to emerging markets:
Marketing Analysis
Product Profile
Company Profile will assists individual investors, managers and companies in evaluating opportunities, trends, market innovations, and selecting appropriate information solutions in order to make effective decisions. The report has been made after extensive research using the data available from reliable publications, trade associations and the companies‟ sources. The report elaborates on the company's business structure and operations, products and services. The report includes key financial information and strategic analysis that intends to aid investors to find better prospects with the company and gain an insight into the corporate policies.
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OUT SOURCING GREEN PLYWOOD has selected Green Fire Retardent Ply to manage its application development and maintenance services in a global IT outsourcing deal, as part of its strategic commitment to reduce costs while leveraging its regional scale.
GREEN PLYWOOD hopes to conclude negotiations and finalise contracts with the two outsourcing partners in the coming weeks.
Under the terms of the proposed arrangements, each outsourcing partner will provide application development and maintenance services for key systems to separate groupings of operating companies within the GREEN PLYWOOD Group. GREEN PLYWOOD will retain full strategic control of the initiative, which focuses on writing code for and maintaining systems such as billing and Customer Relationship Management.
The proposed arrangements form part of GREEN PLYWOOD's cost reduction strategy. Against this backdrop, GREEN PLYWOOD continues to stimulate revenue growth through the roll out of new services and attractive tariffs which encourage customers to use their mobile phones more extensively within the home and office.
Today's announcement is the result of a rigorous eight-month selection process, which has reduced the number of candidates from 11 to two preferred outsourcing partners, subject to final contract. Candidates were assessed against a wide range of criteria including technical capability, outsourcing expertise, cost and cultural fit to ensure the future success of the partnership. As previously announced, GREEN PLYWOOD has identified the potential to reduce unit costs by 25 to 30 percent within three to five years. Activity levels on application development and maintenance during the last financial year resulted in a spend of around GBP560 million. Under the plans, the number of application development and maintenance suppliers currently used by the Group will be rationalized by the two partners, bringing greater economies of scale. The Group also anticipates that the initiative will result in improvements to the quality of
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software produced, as well as greater flexibility, leading to the faster roll out of more varied services to customers.
Under the proposals, the substantial majority of impacted staff are expected to transfer to the employment of the outsourcing partners, and work from similar locations under similar terms and conditions where possible. The remainder of staff will be retained by GREEN PLYWOOD. The Group is currently in full consultation with staff likely to b e impacted by the changes.
Arun Sarin, Chief Executive of GREEN PLYWOOD, said: "This initiative is a good example of how GREEN PLYWOOD is finding new ways to deliver greater cost efficiencies across the business. We are exploring the possibility of outsourcing other non-core activities so that we can focus on our customers.
"The outsourcing of this application development and maintenance work complements a series of other projects designed to reduce Group overheads including the regional consolidation of data centre and the centralization of network supply chain management.‖
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FUTURE OUTLOOK GREEN PLYWOOD's plans to revamp Internet services critical to future success Faced with being labeled as little more than a dumb pipe, GREEN PLYWOOD is expected to announce a significant overhaul of its mobile Internet service. The move will see the Live! Brand replaced with GREEN PLYWOOD 360, with a focus on social networking and mobile payment services.
The company, which has been increasingly viewed as having fallen behind rivals such as Apple and Google in mobile services, hired Pieter from Microsoft last year to head its mobile internet group and devise a new strategy for GREEN PLYWOOD.
The plan will see the company improve access to social networking sites, providing subscribers with the chance to integrate several social networking sites on their mobiles, so they can see what their friends are doing without having to switch between different applications. Included within this new strategy will be a move into using the billing relationship that GREEN PLYWOOD has with its customers to help them purchase apps and other content without the need for a credit card and the associated risk of online fraud. The company CEO, Vittorio Colao, gave his blessing to this approach, commenting that "I truly believe mobile accounts are a fantastic payment platform for all digital goods." The challenge GREEN PLYWOOD has set itself has to be seen in the light of its lack of success with past attempts to turn consumer-focused mobile Internet services into a large revenue generator. Terence Sinclair, an analyst at Citi, estimates that 10 per cent of the company's £3.1 billion of data revenue in 2008-09 came from services such as music downloads, and a further 10-15 per cent came from e-mail. Sinclair added that about 75 per cent of GREEN PLYWOOD's data revenue consisted of monthly charges for providing basic access to the wireless Internet.
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Chapter-6
Finding
Conclusion
Suggestion
Limitations
Bibliography
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FINDINGS The history of plywood industry in India is old. It is more than 75 years that this industry was started here on a very modest scale. The GIL is a widely held public Limited company listed in NSE and Bomay Stock Exchange. Greenply Industries Ltd., is the largest interior infrastructure manufacturer in the country as well as in southe rn Asia. It was established in 1985.GIL is the largest MDF manufacturer in the World. In the present, G IL products are exported to more than 32 countries spread across 4 continents to buyers associated with the company for over 3 decades. Continue to remain the best plywood panel corporation in India with a growth in allied areas is the vision of the company. The company has an annual installed capacity of plywood is 28 million sq. m , MDF is 193000 cubic mtr, and Laminates is 10.2 million sheets. The company‟s various operations on raw material performed in sequence and the machines are placed along the product flow line. Because of this, the company‟s products get completed in lesser time and also have a smooth and continuous work flow. GIL. has separate department for total quality management and is well known for its quality throughout the world it has recognition of ISO 9001-2000 for one of best and standardized production system in the world. The company has well equipped R &D laboratory, which is one of the best research centers in wood working industry in the coun try approved by the Department of Scientific and Industrial Research, Ministry of Science & Technology, Govt. of India. The company has well managed HR department to analyze and interpret the needs of the employees so that reward can be individually designed to satisfy their needs. GIL has Timber Purchase Department and all Other Purchase Departments. Other dep artment does the buying of all other items other than wood i.e. timber. The prices of GIL‟s products are comparatively high, but of high quality. The company maintaining 0% wastage. The wastes are recycled or refused. Promotional expense is very less. The compan y does not focus on mass advertisement. GIL focuses mainly on quality of its products. GIL markets their products through de alers and distributors . They use sales representative also. The finance depa rtment has direct interaction with all other departments since all the payments and collections are made through here.
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CONCLUSION Greenply Industries Limited, the largest , as a bright future in this field. During the running period since 1985, the co. achieved various milestones. The high-end production technology of GIL is well acknowledged among the wood processing industries in the World. The GIL achieved 100% utilization of raw materials due to its integrated production system. Therefore, it would be apt to call GIL, „a company with a conscience ‟. GIL stands for superior product performance and provides value for money to its customers. It is backed by GIL‟s commitment to harness the latest technology in wood processing industry and continuously upgrade its processes and machinery. Due to the high quality maintained, the company has found a ready market both India and abroad. The company does not aim at competing with the local manufactures but wants a main player in the plywood export. Now the company is producing more quantity is Medium Density Fiberboard than plywood, because of the development of technology. Presently the company is operating in loss- the major cause being globalization. . The price level of the products is higher as compare that of other companies manufacturing similar products. The company should try to create brand awareness in the local market by advertising in medias and conducting exclusive exhibitions etc. Today in this era when everyone realizes the importance of workforce so the HR professional have given very important place in the organization. The HR professionals play an important role in controlling and managing the work force within an organization. They have to play certain roles that are directly or indirectly related to the workforce of an organization. Creating and maintain viable talent accusation practice is very essential for the organizations growth. Yet, even more significant initiative will be developing a visionary hr agenda that is integrating into organization mission and to correlate into specific programs such as talent accusation, job evaluation process conceptually and operationally.
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In present business environment continued change will occur in terms of who works in a organization, when the work and what they have to do .a major part of HR professional responsibility will be to acquire the right person for right place in an organization that means the acquisition of the talent for the vacant place. Senior executive must be prepared and encouraged to implement strategies for acquiring the talent in ways that a fair and ethical. The HR professionals should update themselves with the recent sources of talent acquisition. Designing effective talent acquisition to meet the needs of the organization and employee retention. This study on talent acquisition practice proves that all the successful organization is realizing that the talent acquisition is a critical business tool, particularly in converting the strategy into results. Talent acquisition therefore, continues to grow and develop as an integrated business system with strong links to business strategies, employee retention and other system. Today talent acquisition is a broad practice which is characterized by talent with no compromise. Based on the trends observed in past few years, talent acquisition practice should continue to grow, playing and even stronger, more diversified role in an organizational success. The most obvious changes are reflection of this broadening role will be in how organization uses talent acquisition to achieve its multiple goals. This chapter makes an attempt to make an inference from the findings of the study so as to find the different aspect of talent acquisition practice. It s mainly concerned with the talent acquisition practice followed in telecom sector. Different telecom sector uses this practice because human resource and it is essential that the biggest resource that is hr should be more effective and efficient. Managers have to be updated with the recent changes in the elements
of talent
acquisition .each job profile have different requirement of skills and abilities so it is essential that as per the requirements of job profile, an employee should be hired.
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Then only they can contribute in the fulfillment in the goal of the organization. Talent acquisition practice is quite different from recruitment. Recruitment is a narrow aspect where as talent acquisition practice is a wider aspect. Now a day each and every organization is adopting this practice of talent acquisition. For acquiring the talent its essential that hr professional should be ver y talented. The hr professional should be very careful while putting the right person at right at right time. Hr is usually responsible for stabilizing organization talent acquisition practice so they should not compromise any aspects while caring out this process. Talented employee is more productive and its easy for them understand their work clearly and to carry out them in best possible way.
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SUGGESTIONS
It is desirable to launch an advertising campaign to attract more customers. They have to give more advertisement in electronic medias and printed media in order to attract more customers and to withstand with the competition.
It is advisable to maintain and efficient market intelligence system and advice management of the changing needs of the market.
The company may introduce more measures such as fencing of machineries, which will protect the workers from accidents.
The company may prepare budgets for each activity which will provide it a better control and coordination mechanism.
This will aid in reduction of production costs. The company has to follow more safety measures because there is a risk of fire in the factory la yout
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LIMITATIONS 1. The future is uncertain :The future in any country is uncertain i.e. there are political, cultural, technological changes taking place every day. This effects the employment situation. Accordingly the company may have to appoint or remove people. Therefore HRP can only be a guiding factor. We cannot rely too much on it and do every action according to it.
2. Conservative attitude of top management :Much top management adopts a conservative attitude and is not ready to make changes. The process of HRP involves either appointing. Therefore it becomes very difficult to implement HRP in organization because top management does not support the decisions of other department.
3. Problem of surplus staff :HRP gives a clear out solution for excess staff i.e. Termination, layoff, VRS,. However when certain employees are removed from company it mostly affects the psyche of the existing employee, and they start feeling insecure, stressed out and do not bel ieve in the company. This is a limitation of HRP i.e. i t does not provide alternative solution like re training so that employee need not be removed from the company.
4. Time consuming activity :HRP collects information from all departments, regarding demand and supply of personnel. This information is collected in detail and each and every job is considered. Therefore the activity takes up a lot of time.
5. Expensive process :The solution provided by process of HRP incurs expense.company has to spend a lot of money in carrying out the activity. Hence we can say the process is expensive.
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