hr practices at c&s electric ltd.

A REPORT ON HUMAN RESOURCE PRACTICES AT C&S ELECTRIC

THE PROJECT REPORT IS SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF MBA PROGRAM OF IBS DEHRADUN.

Submitted to: Submitted by: Prof. Raghvendra Sharma SWATI MBA (2014-2016) 14BSPDD01080 1

ICFAI UNIVERSITY, DEHRADUN TABLE OF CONTENTS

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DESCRIPTION

Page No.

ACKNOWLEDGEMENT

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ORGANIZATIONAL CERTIFICATE 4 FACULTY MENTOR APPROVAL 5 STUDENT DECLARATION 6 ABSTRACT 7 CHAPTER-1 INTRODUCTION

8-15

CHAPTER-2 COMPANY PROFILE 16-29 CHAPTER-3 ANALYSIS DURING SIP 30-77 SCOPE OF THE STUDY 78 RECOMMENDATIONS 79 LIMITATIONS OF THE STUDY 80 CONCLUSION 81 GLOSSARY 82

ACKNOWLEDGMENT A Summer Internship is an invaluable opportunity for a student to understand how organizations work, the processes that are involved as well as learn the working of a particular sector in an industry. One develops a perspective of the particular functional area in which one is involved while working on the project. This 3

project report is a result of endless effort & immense degree of toil by many great minds. As I have covered HR department in C&S ELECTRIC LTD.., so It was absolutely a pleasure to work with such great minds like; Mr. Amit Sharma (HR Executive) and Mr. Rahul Walia (Plant head, LWA) and of course the other department managers as well. I would like to thank all those people who graciously helped me during my summer internship by sharing their valuable time, experience & knowledge. I would like to express heartiest thanks to my mentor Mr. Devender Sharma [Sr. HR Manager] and my faculty mentor from my college Prof. Raghvendra Sharma for his constructive Guidance, constant encouragement, proper criticism with affection. I would like to give a thanks to my institute and the organization, who provided me this golden opportunity to work with this well reputed and established organization. I would like to dedicate this work to my reversed institute ICFAI UNIVERSITY, DEHRADUN. Lastly, I express my gratitude to Parents, Friends and everybody else who all helped me with their knowledge, blessings and support to me during this project.

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FACULTY MENTOR APPROVAL

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This is to certify that Ms. SWATI, pursuing MBA (2014-16) from IBS DEHRADUN, has completed her project on the topic “HR PRACTICES AT C&S ELECTRIC LTD.” Under my guidance. Her work is satisfactory.

Project Guide: Prof. Raghvendra Sharma

STUDENT DECLARATION

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I hereby declare that the project report titled – “HR PRACTICES AT C&S ELECTRIC LTD. “ is my own work and has been carried out under the guidance of Mr. Devender Sharma (Sr. HR Manager, C&S Electric Ltd.) and Prof. Raghvendra Sharma, [faculty mentor, IBS-Dehradun.] All care has been taken to keep this project error free and I sincerely regret for any unintended discrepancies that might have crept into this report.

Thank You (Swati) MBA (2014-2016) ICFAI UNIVERSITY, DEHRADUN [email protected]

Date- MAY,2015 Place-HARIDWAR

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ABSTRACT The role of Human Resource is changing as fast as technology and the global marketplace. Historically, the HR department was viewed as administrative overhead. HR handled benefits administration, kept personnel files, and other records, managed the hiring process, and provided other administrative support to the business. Those times have changed. The positive result of these changes is that HR professionals have the opportunity to play a more strategic role in the business. The challenge for HR managers is to keep up to date with the latest HR innovations technological, legal, and otherwise. Human resource management is concerned with people element in management. Since every organization is made up of people, acquiring their services, developing their skills/ motivating to high level of performances and ensuring that they continue to maintain their commitments to the organization which are essential to achieve organizational objectives. This project is meant to know the Human Resource Management in the organization. The HR system of an organization is a tool to achieve employee satisfaction and thus highly motivated employees. The main objective of various HR areas is to increase efficiency by increasing motivation and thus fulfill organizational goals and objectives. In this context, this project is been prepared to understand the Human Resource management or Human Resource Practices at C&S ELECTRIC LTD. And this is an absolute honor to present the project report on “HR PRACTICES AT C&S ELECTRIC LTD.”, at C&S Electric ltd., in SIDCUL, HARIDWAR from 26th Feb. To 29th may.

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CHAPTER-1 INTRODUCTION Human resource management is a function in organizations designed to maximize employee performance in service of an employer's strategic objectives. HR is primarily concerned with the management of people within organizations, focusing on policies and systems. HR departments and units in organizations typically undertake a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding. HR is also concerned with industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws. HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalization, company consolidation, technological advances, and further research, HR as of 2015 focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In the current global work environment, most companies focus on lowering employee turnover and on retaining the talent and knowledge held by their workforce. New hiring not only entails a high cost but also increases the risk of a newcomer not being able to replace the person who was working in that position before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing corporate knowledge.

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HISTORY Antecedent theoretical developments HR spawned in the early 20th century, influenced by Frederick Taylor (1856-1915). Taylor explored what he termed "scientific management" striving to improve economic efficiency in manufacturing jobs. He eventually keyed in on one of the principal inputs into the manufacturing process—labor—sparking inquiry into workforce productivity. Birth and evolution of the discipline By the time enough theoretical evidence existed to make a business case for strategic workforce management, changes in the business landscape and in public policy had transformed the employer-employee relationship, and the discipline was formalized as "industrial and labor relations". In 1913, one of the oldest known professional HR associations—the Chartered Institute of Personnel and Development—was founded in England as the Welfare Workers' Association, then changed its name a decade later to the Institute of Industrial Welfare Workers, and again the next decade to Institute of Labour Management before settling upon its current name. Likewise in the United States, the world's first institution of higher education dedicated to workplace studies—the School of Industrial and Labor Relations— was formed at Cornell University in 1945.

Starting of HRM in India 

The World First Management book, titled "Artha Shastra" written by Kautilya three millennium before Christ, codified many aspects of human resource practices in India. 10



John Patterson, the president of the company, formed a personnel department to manager the grief of workers after a bitter union strike in 1901.

In Past  In 50’s - Employees recruited not to question ‘WHY’ but only ‘To do’  In 60’s - Term like manpower, staff and personnel came to used.  In 70’s People realized that beyond a point, productivity depended on people Different Type Of Act Passed             

Trade Union Act (1926) Workmen Compensation Act (1926) Trade Disputes Act (1929) Royal Commission on Labor (1931) Bombay Industrial Relations Act (1938) led to the Payment of Wages Act (1936) Factory Legislations Act 1969 (National commission of Labor, NLC). The scope of the function officer was widened during the second world war such facilities as housing, medical etc.. Labor officer  welfare officer Under the Industrial Disputes Act 1946. Formulating policies on human resource planning, recruitment and selection, training and development etc.. Welfare officer  Personnel officer Under section 49 of factories Act, 1949.

Two Professional Bodies were Found  In 1948 – Indian Institute of Personal Management (IIPM) Kolkata.  In 1959 - The National Institute of Labor Management (NILM) At Mumbai.  In 1980 – These Two professional bodies merged together and formed ‘National Institute of Personal Management (NIPM) Headquarter at Kolkata. 11



In 1990 = Milestone was achieved by remaining of America ‘Society for Personal Administration’(ASPA) as the ‘society For Human Resource Of Management’ (SHRM)

List of Amending Acts and Adaptation Order  The Indian Independence (Adaptation of central Act and Ordinances) Order,1948.  The Adaptation of Law Order, 1950.  The Part B States (Law) Act, 1951 (3 of 1951).  The Industrial Disputes (Amendment and Miscellaneous Provisions) Ac, 1956 (36 of 1956).  The Industrial Employment (standing Order) Amendment Act, 1961 (16 of 1961).  The industrial Employment (Standing Orders) Amendment Act, 1963 (39 of 1963)  The central labour laws (Extension to Jammu and Kashmir) Act, 1970 (51 of 1970).  The industrial Employment (standing Orders) Amendment Act, 1982 (18 of 1982).

HR IN A NUTSHELL:

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CURRENT SCENERIO Though HRM caught up in the world, and was duly imitated in India, but is principally practiced in a handful of organizations. However, more and more organizations are waking up to its importance, and assigning the related tasks at Vice President (HR) levels. 

Span of HRM HRM relates to functions specific to human beings in an organization, as well as some traditionally attached/assigned functions to such a wing. These are:HR planning – job analysis, description and specification. Recruitmen, Selection, Orientation, Training, Development, Performance appraisal and promotion, Compensation and motivation, Transfer, Demotion and separation In Industrial Relations, traditionally and additionally the functions 13

carried out by the 'Personnel' department includes - Law cell, Welfare, Medical, Vigilance (now separated as General Administration), Participation in Management, Union

FUTURE OF HR MANAGEMENT IN INDIAN SCENARIO:

“HR should not be defined by what it does but by what it delivers results that enrich the organization’s value to customers, investors and employees”. – David Ulrich HR has been at the proverbial crossroads for far too long. Walking the fine line between demonstrating strategic value and providing traditional HR services, the industry remains stuck, as the business environment around it grows increasingly global and complex. It’s a known fact that the pressure on organizations to excel, has resulted in organizational introspection to identify the keys to excellence and developing HR is one such key. The emergence of the global economy, over capacity in many industries, monumental improvements in the power of computers and telecommunication tools, and the emergence of the 14

knowledge economy are among the forces that are resulting in fundamental change in the design of HR arena of activities. A whole constellation of organizational features – vertical integration, managerial control, stability and twoway loyalty between organization and employee, that fit in a benevolent, relatively stable environment are giving way to new organizational designs for competitiveness, flexibility, continuous improvement, and selfmanagement. In traditional bureaucratic organizations, human resource professionals have, for decades, created and administered the systems, career development, training, selection and rewards that define the key parameters of the stage on which employees have enacted roles and careers. The human resource function added value by creating systems that produced bureaucratically correct behaviour as well as the predictable and orderly development of people and their careers. Not surprisingly, it gained a reputation as the bastion of the status quo.But the era of traditional bureaucratic organizations is over; stability needs to be replaced by change, innovation and new organizational designs. This fact represents both a major threat and a major opportunity for the human resource function.

Old Myths and New Realities

Old Myths

New Realities

People go into HR because they like People

HR departments are not designed to provide corporate therapy or as social or healthhappiness retreats. HR professionals mu create the practices that make employees more competitive, not m comfortable. 15

Anyone can do HR

HR activities are based on theory and research. HR professionals must master both theory and practice.

HR deals with the soft side of business and is therefore

The impact of HR practices on business results can and

not accountable HR focuses on costs, which cannot be controlled

HR’s job is to be the policy police and the healthandhappiness patrol

must be measured. HR professionals must learn how to translate their work into financial performance. HR practices must create value by increasing intellectual capital within the firm. HR professionals must add value, not reduce c The HR function does not own compliance, managers d HR practices do not exist to make employees happy but to help them Become committed. HR professionals must help managers comm Employees and administer policies.

The root of all these myths lie in the way, HR has been perceived by top line executives as ‘advocates’ and by shop floor workers as ‘management’s stooge’. It is the prerogative of the HR professionals to remove these misconceptions by acting as a vital link between the strategic and operational functions in an organization. Thus, if an organization has chosen to invest in an HR department as part of its strategy to deal with the human 16

issues of the enterprise, it should also make sure that the HR department has a “business plan” to achieve the same. This HR business plan sets out the vision, strategy, priorities, core capabilities, and required competencies of the HR department. Through appraisal of the plan the firms’ executives can assess and measure whether or not they are getting an appropriate return from their investment in HR department. The HR business plan should certainly be supportive of the business human resources. The key word here is ‘investment’, not expenditure or cost.

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CHAPTER-2 COMPANY PROFILE

C&S Electric Ltd. is amongst the leading suppliers of electrical equipment in India and is India’s largest exporter of industrial switchgear. Its wide range of electrical and electronic products find application in power generation, distribution, control, protection and final consumption. C&S Electric is amongst the top 4 players in the LV switchgear business & the market leader in the Power Busbar Business. In addition the company also has product offerings for MV switchgear, Energy Efficient Lighting solutions and Diesel Generating Sets. C&S Electric along with Solar EPC business, also has an electrical contracting business which performs turnkey solutions for industrial and commercial electrification, substations and power plants. C&S Electric was also the 2nd company in India to design and execute a grid connected solar PV power plant in India. The business operations of C&S Electric are divided in the following strategic business units (SBUs). 

LV Switchgear SBU

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Power Busbar SBU

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Protection and Measurement

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Devices SBU

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Lighting & Wiring Accessories SBU

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MV Switchgear SBU

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Diesel Gensets 18

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Electrical EPC SBU

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Solar EPC SBU C&S employs over 4000 people including 400 engineers, and has 17 state-of-the art manufacturing plants in India, Belgium & China. It has 23 sales/marketing offices across India and its products are exported to 83 countries. C&S Electric also has several joint venture companies.

OUR VISION 

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C&S shall be the most trusted, respected and preferred brand, for electrical and electronic equipment that finds application in power generation, distribution, control and final consumption. In its major businesses C&S shall not only command a domestic market share ranging from 12% to 50% or more, but be known widely as the company “closest to its customers” C&S products shall be used to manage power in India’s biggest industries, in its highest buildings, in its most critical infrastructure and in millions of its homes. The C&S name shall be recognized widely as a benchmark, and shall serve as a role model and an inspiration to other Indian engineering products companies. C&S shall be cited as a company that played an important role in making “Made in India” a label that is trusted and respected the world over

OUR MISSION 

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To create a unique alchemy of outstanding products, operational excellence, path breaking customer service, and compelling marketing. To create and relish a vibrant workplace where employees are empowered, cared for, developed, and most of all, provided unlimited opportunity to discover their full potential.

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To continuously enhance our core technologies, and develop new world class technologies and products to expand our offering to customers. To consolidate and strengthen our position as India’s largest exporter of Industrial power distribution and control equipment. To earn a healthy return on investment for the shareholders. To everyday experience, the sheer joy of delighting our internal and external customers, and to relish the thrill of participation in India’s infrastructure boom.

OUR VALUES

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STRETCH FOR YOUR CUSTOMER Fully understand and fulfill needs of internal and external customers Do not tolerate mediocrity. Stretch, Excel and Exceed BE FRANK, BE HONEST Be frank, fair and non-political and expect the same treatment for yourself Do not be afraid of conflict, when it is required and is just BE OBSESSED WITH QUALITY Display attention to quality every single day, from the very top down, and from the bottom up Remember and teach that small things lead to perfection, but perfection is not a small thing WORK HARD, SMART & SWIFT Nurture a culture of tenacity, perseverance and sheer hard work Be innovative Opportunities to innovate are everywhere, everyday. Grab them

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Take responsibility for your own agenda and priorities

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Take some risks. If you are not making mistakes, you are not trying hard enough SUCCEED AS A TEAM AND AS AN INDIVIDUAL Strike a balance between people and task orientation

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Empower and delegate, but don't over delegate DISCOVER YOUR STRENGTHS & THOSE OF OTHERS While we are bonded by shared values we must encourage and respect rich diversity in skills, experiences, knowledge, talents 20

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and personal styles Success comes more from exploiting strengths than from overcoming weaknesses

JOINT VENTURES

C&S Himoinsa (P) Ltd., a 50:50 joint venture company of C&S Electric Ltd., India and Himoinsa, S.L. Murcia Spain, is the pioneer of Silent DG sets in India. C&S Electric is the India's leading electrical and electronic equipment manufacturer & largest exporter of switchgear products. Himoinsa is a renowned name worldwide in generating sets with more than 60% production being exported across the globe, its installed annual capacity is 21

60,000 DG sets of ratings 6~2500kVA. C&S Himoinsa manufactures environment friendly generating sets from 10~2000kVA, suitable for small & medium Industries, Rice Mills, Cold storages, Stone Crushers, Railways, Defence, Telecom, IT Segment, Hospitals, Clinics, Schools, Colleges, Cinema Halls, Shopping Malls, Residential Apartments etc.

DG Set Range:  

Generating sets with Ashok Leyland powered engine series 10~500kVA Generating sets with Volvo Penta powered engine series 600~625kVA Generating sets with Perkins powered engine series 750~2000kVA

Salient Features:

Silent DG sets

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Fuel efficient

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International design

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Environmental friendly

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Low maintenance cost

MEDIUM VOLTAGE SWITCHGEAR

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3.6kV to 36kV Air Insulated Switchgear

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12kV & 24kV SF6 Insulated Ring Main Units Medium Voltage Switchgear products are manufactured in stateof-the-art production facility set up at Greater Noida in National Capital Region. MV Switchgear products find use in growing market for Medium Voltage Switchgear in India, both for primary and secondary distribution segments. Primary distribution switchgear are used in power plants and heavy industries likewise, secondary distribution switchgear are used in light industries and distribution network of power utilities and real estate projects. It would be worthwhile to state that we are one of the leading suppliers of 11kV & 22kV Ring Main Units to various power utilities in India and are contributing in big way to strengthen the power distribution network in various states in India.

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Unrivalled product range, Unmatched quality, Unbeatable services RS Components & Controls (India) Ltd. formed in 1994 is an Indo-British joint venture between RS Components of U.K. and the Controls & Switchgear Group of India. RS Components is the reputed global leader for distribution of the widest range of Industrial products to Research & Development, Maintenance and Prototype development engineers in all types of business around the world. RS is the single source of over 2,00,000 products from 2000 leading supplier brands, for 1.8 million customers worldwide. It fulfills small volume needs for a wide range of electrical, electronic, mechanical, test & measurement and automation products. Through catalogues, e-commerce and CD-ROMs, RS offers high service distribution for all small volume purchases of industrial and technical products.

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Over 200,000 quality products

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2000 leading brand names

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Free door delivery within 48 hours (from Indian Stocks) & 7 days (from International Warehouses) RS Branch network-18 Key locations across India

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Free technical support

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30,000 technical datasheet

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12 Months warranty

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Free 2000 page coloured catalogue - the engineers’ encyclopedia

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Simple products selection by catalogue or online

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Fast ordering options - by Phone / Fax / E-mail / online

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No minimum order value

MARKET SERVED

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Indu stry Pow er Pape r

Buil ding s IT Park s Hosp itals

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Petroc hemica l F&B

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Hotels

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Group Housin g

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Infr astr uctu re 25

Me tal s Ot he rs

Ot he rs

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Rail way Wate r

OEMs Material Handling Lifts

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Teleco m Airport s

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Ot he rs

Compressors Telecom Power Supplies

Homes Apartments Villas

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Machine Tools Others

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PAST, PRESENT, FUTURE 1966

1967

Control Panels for Cranes & Lifts, Steel & Petrochemic als Industry, Sugar Centrifuges and sophisticate d Machine Tools. Manufacture of Line up Terminal Blocks, Push Buttons & Pilot Lamps;

196 8

Manufacture of Automatic & Synchronized Road Traffic Signals and Systems;

197 0

Manufacture of Shock hardened Marine Switchgear Panels and Components for the firstLeander class warship manufactured in India at MDL-Bombay;

197 2

Manufacture of Motor & Power Control Centres for thermal, nuclear and hydro electric power stations duly tested and approved by CPRI;

197 4

Manufacture of Fully Drawout Motor & Power Control Centres for thermal, nuclear and hydro power stations duly tested and approved by CPRI; Telephone Relays for the entire telephone network in addition to 28

ITI-Bangalore. 198 0

Manufacture of Medium Voltage Isolated and Segregated busbars and busducts for thermal, hydro & nuclear power plants from 250 MW – 1000 MW. Today, C&S is the largest manufacturer of such equipment in India and 2nd largest in the world.

1982

Manufacture of full range of Air Circuit Breakers from 630A – 6300A under technical collaboration with Terasaki of Japan; Introduction with first complete switchgear package supplied, erected and commissioned by C&S to NTPC’s Farrakha Super Thermal Power Project;

1983

Manufacture of full range of Modular Switches, Switch Fuse Units and Load Break Switches and Fuses under technical collaboration with Stromberg of Finland;

198 4

Manufacture of complete world class range of Contactors, Motor Starters, Push Buttons, Pilot Lamps in joint venture originally with Telemecanique-France. Now on our own with exports worldwide.

199 0

Manufacture of full range of 500g Shock Hardened Circuit Breakers and Switch Boards for the 1st Nuclear Submarine of the Indian Navy under technical collaboration with Whipp & Borne, U.K;

199 1

Manufacture of full range of Protection Relays and Relay Panels originally in joint venture with SEG-Germany. Now on our own;

199 3 – 201 0

Manufacture of full range of world class Terminal Blocks and accessories with WAGOGermany;

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199 4 200 5

Manufacture of full range of Brushless Alternators from 7.5 KVA to 5000 KVA in joint venture with AVK-Germany;

200 3

Manufacture of full range of Packaged Sound Proof Diesel Gensets from 7.5 KVA – 2500 KVA in joint venture with Himoinsa of Spain;

200 4

Manufacture of Comprehensive range of world class Lighting Accessories, Modular Switches, Plugs & Sockets etc. originally in joint venture with GEWISS-Italy. Now on our own.

200 7

Manufacture of full range of Medium Voltage Switchgear, Circuit Breakers, RMUs & Switchboards in joint venture with EFACEC of Portugal.

201 1

Entry into Solar power by successfully installing and synchronizing our own 1 MW PV Solar Power Plant in the State of Haryana thereby providing C&S an excellent base to tap the Solar Power plants EPC Business portfolio in the domain of clean energy in the future. In this year, C&S acquired Netherland based Etacom, with this acquisition C&S Electric offers the widest range of Power Busbars amongst any manufacturer in the world.

201 4

Acquires 50% shareholding of Efacec in Medium Voltage joint venture and merged the business into the main C&S Electric Limited entity.

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CSR & EHS Save Carbon Foot Print Just reducing AC temperature by 20 will help in saving a lot of carbon footprint. Reducing temperature will help in saving energy & reducing your electricity bill.

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World Environment Day World Environment Day is commemorated every year on June 5 to promote awareness on the importance of preserving our biodiversity. It also aims to identify issues related to environment and ways to take corrective action. All the employees of C&S 32

took pledge to give back to Mother Nature. Programs were conducted at factories, offices & Project (EPC) sites of C&S Electric Limited.

PRODUCTS AND SOLUTIONS OF C&S ELECTRIC:

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1.)

SWITCHGEAR & PROTECTION AND MEASUREMENT DEVICE

Power Distribution Components Power Control Components Final Power Distribution Components Low Voltage Panels Protection and Measurement Devices

2.) POWER BUSBAR BUSINESS BUSTRUNKING Busducts Division Betobar-Cast Resin Insulated Busway System Package Sub-Station

3.) LIGHTING & WIRING ACCESSORIES DIVISION 4.) MEDIUM VOLTAGE SWITCHGEAR 5.) SOLAR PV POWER DIVISION 6.) ELECTRICAL EPC DIVISION

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CHAPTER-3 ANALYSIS

 STATUTORY COMPLIANCES 1. POLLUTION CONTROL a.) COVERING LETTER: Covering letter is basically a letter in which company mentions what all documents it’s attaching inside, and taking approval on that letter. b.)

FORM V, RULE-14

#FORM V- EXAMPLE FORM OF APPLICATION FOR GRANT/RENEWAL OF REGISTRATION OF INDUSTRIAL UNITS POSSESSING ENVIRONMENTALLY SOUND MANAGEMENT FACILITIES FOR REPROCESSING/RECYCLING {To be submitted to the Central Pollution Control Board in triplicate by the Re-processor/Recycler}

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2

3

4.

5

6.

Name and Address of the unit : Name of the occupier or owner of the unit with designation, Tel / Fax: Date of commissioning of the unit : No. of workers ( including contract labourers )

Consent Validity

Product Manufactured during the last three years (Tonnes / Year )

a) Water (Prevention & Control of Pollution) Act, 1974 valid up to……………………… b) Air (Prevention & Control of Pollution) Act, 1981 valid up to……………………… Y N Quantity e a in Metric a m Tonnes or KL r e o f t h e 36

7.

Raw material consumption during last three years (Tonnes/ year)

Y e a r

P r o d u c t a ) b ) c ) N a m e o f t h e R a w M a t e r i a l c o n s u

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Quantity in Metric Tonnes or KL

m e d a ) b ) c ) 8.

Manufacturing Process

9.

Water Consumption

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Water Cess paid up to (date) Waste water generation as per consent………... m3/day Waste water treatment (provide flow diagram of the treatment scheme )

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12

13

Waste water discharge

14.

Air Pollution Control

Please attach manufacturing process flow diagram for each product (s) Industrial …………………………m3/ day Domestic…………………………..m3/da y ……………….. Industrial/Domestic Actual………m3/day (avg. months)

of last 3

Industrial Domestic

Quantity……………………………. m3/day Location…………………………………… …… Analysis of treated waste water for parameters such as pH, BOD, COD, SS, O&G and any other as stipulated by the SPCB/PCC ( attach details)

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a. Flow diagram for emission control system (s) installed for each process unit, utilities etc. b. Details of facilities provided control of fugitive emission due to material handling, process, utilities etc. c. Fuel consumption

Na me of fuel a) b)

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Quantity per Day/Month :

d.

Stack emission monitoring results

S t a c k

Emissions (for SPM, SO2, NOx and Metals (like Pb etc.) in particulates in 3 mg/Nm

a t t a c h e d t o :

e. Ambient air quality

A m b i e n t a i r q u a l i t y l 40

Parameters (SPM, SO2, NOx, Pb, any other ) in µg/ m3

o c a t i o n :

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Hazardous waste management : a. Waste generation :

S. No .

b.

Details on collection , treatment and transport : c. Disposal (i) Please attach Details of the disposal facilities

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N a m e

C a t e g o r y

Quantity ( last 3 years)

16.

17

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(ii) Please attach analysis report of characterisation of hazardous waste generated (including leachate test if applicable) Details of hazardous wastes proposed to be acquired through sale/negotiation/ contract or import as the case may be for use as raw material. Occupational safety and Health aspects

1. Name 2. Quantity required per year 3. Waste listing & No. in Annex VIII (List A)/ Annex IX (List B) of Basel Convention (BC) 4. Hazard Characteristic as per Annex III of BC

Please provide details of facilities provided

Remarks (i) whether industry has provided adequate pollution control system/ equipment to meet the standards of emission/effluen t.

Yes / No

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(ii) whether HW collection and Treatment , Storage and Disposal Facility (TSDF) are operating satisfactorily. (iii)Whether conditions exists or likely to exists of the hazardous waste being handled /processed of posing immediate or delayed adverse impacts on the Environment. (iv) Whether conditions exists or is likely to exists of the wastes being handled / processed by any means capable of yielding another material eg , leachate which may possess eco-toxicity. Any other Information i) ii) iii) List of enclosures as

Yes / No

Yes / No

Yes / No

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per rule

Date:............. signature: Place:........... Designation:

c.)CCA-CONSOLIDATED CONSENT AND AUTHORIZATION #CONSENT:- It is basically an application received status and the other documents attached as well. #AUTHORIZATION:- In which the company mentions that what is the quantity of the hazardous/waste/bio-medical products using by the company.

d.) WORKING CAPITAL REPORT e.) BALANCE SHEET f.) PROFIT & LOSS STATEMENT # Working capital report, balance sheet and profit & loss statements should be Chartered accountant certified.

2. FACTORY LICENSE RENEWAL a.) Covering letter b.) Form –I c.) Annexure to form –I ( RULE 17(1)) d.) Challan (original), sec.43A(1) e.) Original factory license (Form-3, rule-7) f.) Form 4B (renewal) 44

g.) Form 4A (Notice for the change of manager in the organization)

3. FACTORY ACT RETURN a.) Covering letter b.) Form 21 (annual return) c.) Form-D d.) Form of maternity benefit act (schedule-II) e.) Form-III (minimum wages act, rule 21 (4A)) f.) Form L g.) Form M h.) Form N i.) Form O j.) Form 22 (half yearly return, sec.110 (120)) k.) Form IV l.) Form C

4. EMPLOYMENT EXCHANGE a.) Covering letter b.) ER-I (employment return which is paid quarterly) c.) ER-II (paid once in 5 years) 5. FIRE DEPARTMENT It comes under company insurances. It is one of the insurance under which an organization secures itself from the mishappenings because of fire etc.

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 ATTENDANCE MANAGEMENT: Attendance management is important to every single organisation, it can determine whether or not a business will be successful in the future. Businesses will have to keep a track of employees, this being their main concern and a lot of other things. Monitoring attendance helps in the long term for a business, as an employer will be able to tell which employees arrive early, which arrive late and who has the most absences without any valid reason. This could help an employer in deciding which employees are most suitable to work in the business, having employees who arrive to work on time means that the day-to-day tasks of the organisation will be fulfilled. Employees within an organisation should know about their employer’s attendance and absence policy, so that they are aware of what is required of them. Attendance management is also a health and safety procedure something in which that has to be carried out. It is important because in case of an emergency that was to arise in a workplace like a fire, then if they register in the company they will know how many people are inside a building. It is important to manage a set of workforce as it can lead to higher profits as well as an increase in productivity. If you have a look on the other side of what will happen if a business does not manage their attendance, it will mean that they will have no sort of information to look back on in case if it is needed in the future. They also will not be able to keep a track on their employees on a day-to-day basis which means there is no leadership in place.

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HOW TO MONITOR ATTENDANCE There are many ways in which an organization can monitor attendance. This will vary from business to business, some may just use an attendance sheet, some may use online and recently a lot of businesses have been using finger print recognition which can be very reliable. Each will have their own positive and negative. Nowadays everything is done through technology, over the last couple of decades technology has vastly improved leading it to be used by many businesses. Businesses can monitor attendance the simple way by having a sign in sheet which can be very quick and convenient, but however this system could be outdated in a business organization and can easily get lost. Using an online register or using a programme can help a business in the broader context.

If an employer has an online register he/she can bring up the past and current attendance information about each individual employee. This can be looked into detail if the employer wanted to. Another point about an online register is that it can’t get lost as you can have many saved copies of it and it is convenient you can bring it up whenever you log into an account. One piece of software that employers tend to use which is called ‘Celayix’ gives employers real time alert to display employee activity.

Rewarding employees with good attendance

Rewarding employees with good attendance both relate. Having an online register as I have already mentioned is a good way of 47

an employer to check up on their employees. Some employers may choose to reward an individual employee because they have very good attendance or could be something else. A lot of businesses have reward system in place based on attendance this is because it motivates staff as well as if employees turn up on time it will save the business a lot of money, absences cause businesses to lose money. An example of this is Royal mail they were giving out free cards and vouchers to their employees with the highest attendance. Royal mail reported “that attendance levels have risen 11% - 1,000 workers a day - since it was launched last August”.

 BILL CLEARANCE MANAGEMENT

Billing Management is a flexible, activity-based warehouse billing software solution that automates labor-intensive processes typically associated with billing management. The system records activities such as receiving, put away, replenishment, pick/pack, weighing, storage, loading, cycle and physical counting in real time, and then develops invoices using rules and charges that are customized for each client. So no matter where an order is filled, billing is centralized, customized and accurate. 48

Billing Management also provides dynamic cost analysis that captures activities and their associated costs, and then determines which processes, products, customers and suppliers contribute most to the bottom line. This cost-analysis feature lets you evaluate and compare the actual costs—and opportunity costs—of service by client, partner or line of business. Billing Management receives input from standard data feeds via industry-leading Distribution Management solutions, as well as other third-party warehouse management systems.

Key features of our warehouse billing software include:

o Client, activity and rule configuration o Transactional and storage billing engines that can be automated or manually initiated o Audit capabilities—pre-invoice review, charge adjustments and grant discounts o Invoice generation and printing

 EMPLOYEE ENGAGEMENT EMPLOYEE ENGAGEMENT is a property of the relationship between an organization and its employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about 49

their work and so takes positive action to further the organization's reputation and interests. William Kahn provided the first formal definition of employee engagement as "the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances, (1990). Employee engagement is a workplace approach designed to ensure that employees are committed to their organization’s goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense of well-being.

TEN C’S OF EMPLOYEE ENGAGEMENT How can leaders engage employees’ heads, hearts, and hands? The literature offers several avenues for action; we summarize these as the Ten C’s of employee engagement. 1

CONNECT

6

2 3

CAREER CLARITY

7 8

4

CONVEY

9

5

CONGRATU LATE

1 0

COMPONENTS OF EMPLOYEE ENGAGEMENT 50

CONTRIBU TE CONTROL COLLABO RATE CREDIBILI TY CONFIDEN CE

    

There are two primary factors that drive employee engagement. These factors are based on statistical analysis and widely supported by industry research: Engagement with The Organization Engagement with "My Manager” Beyond Engagement Strategic Alignment Competency

PERFORMANCE COMPETENCY

=

ENGAGEMENT

X

ALIGNMENT

X

Engageme nt Engag ed Inbetween Disengaged

Organizati on 49 %

Managers

35

25

17

43

Alignment

Strategic

Competenc y Feedback: 360

Aligne

57

In-

31

between Notaligned

12

d

32

T -Score: 48

51

HOW IS EMPLOYEE ENGAGEMENT MEASURED? Employee engagement is typically measured using an employee engagement survey that has been developed specifically for this purpose. Employee engagement surveys must be statistically validated and benchmarked against other organizations if they are going to provide useful results. Without these things, it is difficult to know what you are measuring and whether the results are good or bad.

 Measuring employee engagement is a smart business strategy to improve productivity and attain business objectives. It allows the organization to track progress, or slippage, and determine what gaps exist in terms of organizational engagement, attendance and retention, motivation and aspirations. A recent article from the SHRM Foundation highlights common themes of how companies measure engagement.

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 PAYROLL MANAGEMENT BASIC (Minimum wage + D.A)

1100 0 4400 800 1011 9

HRA CONVEYANCE ALLOWANCE SPECIAL ALLOWANCE

MONTHLY ALLOWANCE (A)

2631 9

LTA MEDICAL PF ESIC BONUS GRATUITY

916 916 1320 193 0 529

MONTHLY ALLOWANCE (B)

3874

TOTAL (A+B)

3019 3

MONTHLY

SALARY

ANNUAL CTC

3623 16

SALARY STRUCTURE

53

Explanation of the terms: 1.) Basic (Minimum wage rate + D.A) 2.) D.A – depends from organization to organization, But the organizations which provides D.A; it is usually included in the basic itself. 3.) HRA= 40% of the basic 4.) Conveyance allowance- is fixed for almost all the private company and is usually Rs.800. 5.) Special allowance are flexible 6.) LTA- Leave travelling allowance – 8.33 % 7.) Medical is also 8.33%

8.) Employee Provident Fund EPF is 12% of the basic salary from an employee The total EPF =25.36 % 12% from employee’s basic salary deduction 12% addition from employer side And 1.36 is admin charges 9.) ESIC 1.75% deductions from basic salary of an employee The total ESIC =6.5% 1.75=from employee side And 4.75 from employer side 10.) Bonus is 20% of the minimum basic pay on the basis of 3500-minimum and 10000-maximum If the salary is less than 3500 or more than 10000 the employee is not eligible for bonus. 11.)

Gratuity is 4.81 % 54

 The payroll increases twice in a year through govt. itself. a.) In august, which starts from the September salary b.) And next in February, which starts from the March salary.  Types of labors and the current wage rate as per their category: a.) Un-skilled 6928 b.) Semi-skilled 7655 c.) Skilled 8494

 CALCULATION OF SALARY B a s i c

N o .

N o .

o f

o f

+ D . A

w o r k i n g

p r e s e n t

d a y s

d a y s

E a r n

T o t a l

b a s i c

o v e r t i m e ( i n h r s )

55

E a r n O T

T o t a l e a r n i n g

E P F

E S I C

T o t a l

d e d u c t i o n s

7 2 0 0

  

2 6

2 5

6 9 2 3

2 5

8 6 5

7 7 8 8

8 3 0

In case of contractual labor the working days are 26, in case of permanent workers its 30/31 days. In case of permanent workers D.A is not included, it is replaced by special allowances. Earn basic= Basic + D.A /No. of working days*No. of present days



Earn Overtime=

    

Total earnings= Earn Basic + Earn Overtime EPF=Earn Basic*12% ESIC=Total Earning * 1.75% Total Deductions=EPF+ESIC Total in hand=Total Earning-Total Deductions



LIMIT OF EPF and ESIC: If the salary exceeds rs.15000, there is no need to deduct EPF and ESIC

Basic + D.A / no. of working days Total No of hours extra hours working per day

56

1 3 6

9 6 6

LABOUR TURNOVER The ratio of the number of employees that leave a company through attrition, dismissal, or resignation during a period to the number of employees on payroll during the same period.

Turnover In human resources context, turnover is the act of replacing an employee with a new employee. Partings between organizations and employees consist of retirements, deaths, interagency transfers, and resignations. An organization’s turnover is measured as a percentage rate which is called, Turnover Rate. Turnover rate is the percentage of employees in a workforce that leave during a certain period of time. Organizations and industries as a whole measure their turnover rate during a fiscal year or calendar year. There are four types of turnovers: Voluntary, is the first type of turnover, which is when an employee self- willingly makes the decision to leave the organization. Voluntary turnover could be a result of a better job offering, staff conflict, and lack of opportunities in career advancement. 57

The second type of turnover is Involuntary, this occurs when the employer makes the decision to discharge an employee and the employee unwillingly leaves his or her position. Involuntary turnover could be a result of poor performance or staff conflict. The third type of turnover is Functional, which occurs when a low performing employee leaves the organization. Functional turnover reduces the amount of paper work a company must prepare in order to get rid of an inadequate employee. Instead of having to go through difficulty of proving the fact that an employee is useless to the organization, the company simply respects his or her own decision to leave. The fourth type of turnover is called Dysfunctional; it is when a high performing employee leaves the organization. Dysfunctional turnover can really cost an organization, and could be as a result of a better job offering or no opportunities in career advancement. Too much turnover is not only costly, but it can also give an organization a bad reputation. Although there is good turnover, and happens when an organization has found a better fit with a new employee in a certain position. Good turnover could also transpire when an employee has outgrown opportunities in a certain organization and must move on in his or her career in a new organization.

What Are the Causes of High Labor Turnover Rate?

High labor turnover can be attributed to a number of factors, from issues with pay scales to conflicts with company management. Despite these causes, it is important to reduce high turnover because it reflects poorly on the company's image. Moreover, high turnover can make it difficult to recruit new talent. Once you find the causes of high turnover in your company, take swift action to reverse course so that turnover doesn't affect productivity or the company's bottom line. 58

Identification High labor turnover rates are characterized by the "movement of workers in and out of employment," states the Economic History Association. This movement is measured by the number of employees with a particular company who quit, are laid off or are otherwise terminated from their positions. This rate is determined by how many employees in every 100 separate from the company.

Resolutions Poll staffers and find out why there is such a high rate of turnover; perhaps your company's rate of pay is not competitive versus other organizations in the same industry. Perhaps your management techniques are less professionally nurturing and more uncompromising. Maintain an open door policy for upper management and encourage employees to come in -- without consequence -- and discuss issues they are having with the company as a whole. If you can get them to talk, you will get a great deal of feedback regarding causes of high turnover in your organization. Considerations While it is important to do what you can as an organization to avoid high labor turnover, you also have to consider your company as a whole. The last thing you want is for your employees -- despite the fact that they are your most valuable company asset -- to influence company policy based on past turnover rates and threats to quit. Generate policy based on what is best for the clients or customers you serve and what is in the best interest of your company in terms of growth, financials and your industry profile. Costs

59

When accounting for the costs (both real costs, such as time taken to select and recruit a replacement, and also opportunity costs, such as lost productivity), the cost of employee turnover to for-profit organizations has been estimated to be between 30% (the figure used by the American Management Association) to upwards of 150% of the employees' remuneration package. There are both direct and indirect costs. Direct costs relate to the leaving costs, replacement costs and transitions costs, and indirect costs relate to the loss of production, reduced performance levels, unnecessary overtime and low morale. The true cost of turnover is going to depend on a number of variables including ease or difficulty in filling the position and the nature of the job itself. Estimating the costs of turnover within an organization can be a worthwhile exercise, especially since “turnover costs” are unlikely to appear in an organization’s balance sheets. Some of the direct costs can be readily calculated, while the indirect costs can often be more difficult to determine and may require “educated guesses.” Nevertheless, calculating even a rough idea of the total expenses relating to turnover can spur action planning within an organization to improve the work environment and reduce turnover. Surveying employees at the time they leave an organization can also be an effective approach to understanding the drivers of turnover within a particular organization.

Internal versus external Like recruitment, turnover can be classified as "internal" or "external". Internal turnover involves employees leaving their current positions and taking new positions within the same organization. Both positive and negative effects of internal turnover exist, and therefore, it may be equally important to monitor this form of turnover as it is to monitor its external counterpart. Internal turnover might be moderated and controlled by typical HR mechanisms, such as an internal recruitment policy or formal succession planning.

Skilled vs. unskilled employees 60

Unskilled positions often have high turnover, and employees can generally be replaced without the organization or business incurring any loss of performance. The ease of replacing these employees provides little incentive to employers to offer generous employment contracts; conversely, contracts may strongly favour the employer and lead to increased turnover as employees seek, and eventually find, more favorable employment.

Voluntary versus involuntary Practitioners can differentiate between instances of voluntary turnover, initiated at the choice of the employee, and involuntary turnover initiated by the employer due to poor performance or reduction in force (RIF). The US Bureau of Labor Statistics uses the term "Quits" to mean voluntary turnover and "Total Separations" for the combination of voluntary and involuntary turnover.

Calculation Labour turnover is equal to the number of employees leaving, divided by the average total number of employees, multiplied by 100% (in order to give a percentage value). The number of employees leaving and the total number of employees are measured over one calendar year.

Where: NELDY = Number of Employees who Left During the Year NEBY = Number of Employees at the Beginning of the Year NEEY = Number of Employees at the End of the Year 61

For example, at the start of the year a business had 40 employees, but during the year 9 staff resigned with 2 new hires, thus leaving 33 staff members at the end of the year. Hence this year's turnover is 25%. This is derived from, (9/ ((40+33)/2))*100% = 25%.

TRAINING AND DEVELOPMENT PROGRAMS Training and development is a function of human resource management concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including "human resource development", and "learning and development". Practice Training and development encompasses three main activities: training, education, and development. 

Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.

62





Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff.

The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer.

The employee training and development process

63

Learning happens all the time whether or not you are fully aware of it. Are you a person who forgets to save your work on your computer on a regular basis? If a power failure occurs and you loose some data, do you learn anything? If you say to yourself, "I must remember to save more often", you have done some learning. This type of learning is called incidental learning; you have learned without really thinking about it or meaning to. On the other hand, intentional learning happens when you engage in activities with an attitude of "what can I learn from this?" Employee development requires you to approach everyday activity with the intention of learning from what is going on around you.

Who is responsible for employee training and development? Employee training is the responsibility of the organization. Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee. For employee training and development to be successful, management should:  





Provide a well-crafted job description - it is the foundation upon which employee training and development activities are built Provide training required by employees to meet the basic competencies for the job. This is usually the supervisor's responsibility Develop a good understanding of the knowledge, skills and abilities that the organization will need in the future. What are the long-term goals of the organization and what are the implications of these goals for employee development? Share this knowledge with staff Look for learning opportunities in every-day activity. Was there an incident with a client that everyone could learn from? Is there a new government report with implications for the organization? 64

 

Explain the employee development process and encourage staff to develop individual development plans Support staff when they identify learning activities that make them an asset to your organization both now and in the future

Individual development plan purpose 

Set priorities for your career development



Identify goals that are mutually beneficial to you and your employer Select the best available activities and the resources needed to help you achieve your goals Set a timeline for achieving your goals

 

steps

Step 1 - Self-assessment The employee identifies his or her skills, abilities, values, strengths and weaknesses. To conduct a self-assessment: 

Use the many self-assessment tools found on the internet



Compare your knowledge, skills and abilities to those identified in your job description Review performance assessments (performance assessments are often used as the starting place for developing individual development plans) Ask for feedback from your supervisor





65

Step 2 - Assess your current position and your work environment The employee does an assessment of the requirement of his or her position at the present time and how the requirements of the position and/or organization may change. To conduct a position assessment:   

Identify the job requirements and performance expectations of your current position Identify the knowledge, skills and abilities that will enhance your ability to perform your current job Identify and assess the impact on your position of changes taking place in the work environment such as changes in clients, programs, services and technology. Based on your analysis in Steps 1 and 2, use the sample Individual Development Plan form to answer the following questions:



What goals do you want to achieve in your career?



Which of these development goals are mutually beneficial to you and your organization?

Step 3 - Identify development activities Identify the best ways to achieve your development goals. 

What methods will you use?



What resources will be required?

Step 4 - Put your plan in action Once you have prepared a draft of your individual development plan: 66

 

Review your plan with your supervisor for his or her input and approval Start working on your plan



Evaluate your progress and make adjustments as necessary



Celebrate your successes

Cost-effective development

methods

for

employee

training

and

Employee training and development needs to suit your organization's context, job descriptions, employment contracts and collective agreements. When selecting employee training and development methods, it is important to remember the learning process. There are many ways to provide employees with learning opportunities, including:

On-the-job experience

Committees Conferences and forums Critical incident notes Field trips Job aids Job expanding Job rotation Job shadowing Learning alerts 67

Peer-assisted learning 'Stretch' assignments Special projects Relationships and feedback Coaching Mentoring Networking

Off-the-job learning

Courses offered by colleges or universities Professional associations Reading groups (also called learning circles or reading circles) Self study

68

Critical Incident Reporting Template

Critic al incid ent Date Description

What was done well (remember to identify successes):

What needs improvement (remember to provide guidance):

Signature of manager:_______________

Training Evaluation Form Template 69

Please take a few minutes to complete this evaluation. Your feedback is important to us as we seek to improve our training activities. Thank you. Your name: Job title: Training activity title: Start date: Please circle the numbers to mark questions 1– 10. 1. The activity met the slightly 1 2 3 4 5 6 stated objectives... completely 2. The length of the too short 1 2 3 4 5 6 too activity was... long 3. Your skill development during hardly 1 2 3 4 5 6 the activity met your completely expectations... 4. The facilitator's knowledge appeared poor 1 2 3 4 5 6 excellent to be... 5. The facilitator's teaching methods poor 1 2 3 4 5 6 excellent were... 6. The amount of too low 1 2 3 4 5 6 too practical/practice high sessions was... 7. Your level of confidence in using low 1 2 3 4 5 6 high your new skills is... 8. Rate the relevance low 1 2 3 4 5 6 high to your job... 9. You would not at all 1 2 3 4 5 6 recommend this definitely activity to others... 10. The facilities poor 1 2 3 4 5 6 excellent were...

70

Were you prepared for the activity? Did you have a briefing with your manager? What else would have been useful to know before you attended this activity?

Please describe your feelings about the activity. Which parts were handled well, which could be improved? (In this case, what improvements?) Would you change the amount of time devoted to any part of the activity? Would you increase or decrease practical/practice sessions?

Is anything missing from the activity?

How will attending this activity help you in your everyday role? Will it help you significantly improve your contribution to the business?

Do you expect to have a debrief with your manager after the activity to discuss your reactions to the activity? How will you plan to reinforce what you have learned? What steps will you take to use the new skills?

71

HUMAN RESOURCE PLANNING

Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning. As defined by Bulla and Scott, human resource planning is ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements’.[1] Reilly defined workforce planning as: ‘A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand.’ [2] Human resource planning includes creating an employer brand, retention strategy, absence management strategy, flexibility strategy, talent management strategy, recruitment and selection strategy.

72

The planning processes of most best practice organizations not only define what will be accomplished within a given time-frame, but also the numbers and types of human resources that will be needed to achieve the defined business goals.

Implementation stages The following implementation stages are suggested for mid to large organizations implementing competencies in support of Strategic Human Resources Planning.

Stage 1 Short - Term HR Planning 

Establish a Competency Architecture and Competency Dictionary that will support Strategic Human Resource Planning. 73





For each group to be profiled, define the roles and career streams to help identify current and future human resources needs. Determine how competencies will be integrated with the existing HR Planning process and systems (e.g., Human Resource Information Management systems; other computer-based tools, for example forecasting models).

Stage 2   

Build or revamp HR Planning tools, templates and processes to incorporate elements as determined in Stage 1. Train managers and / or facilitate corporate HR Planning process. Continuously monitor and improve processes, tools and systems to support HR Planning

Overarching policy, process and tools Human Resource Information Management Infrastructure Governance/accountability structure Organizations that have effectively implemented competencies on a corporate-wide basis have ensured that there is an appropriate project management, governance and accountability framework in place to support the development, maintenance and revision/updating of the competency profiles to meet changing demands.

Process implementation stages

74

The following implementation stages are suggested for mid to large organizations.

Stage 1 

 

 

Identify the infrastructure and system requirements to support full implementation (e.g., Human Resources Information Management System; other on-line software tools needed to support various CBM applications). Develop the competency profiles. Implement the competency profiles in a staged-way to demonstrate benefits and create buy-in (e.g., as soon as profiles for a group are developed, implement quickly within a low-risk high-benefit planned application for the group). Communicate success stories as competency profiles are implemented. Good for organization.

Stage 2  

Develop, revise/update competency profiles to meet changing demands. Monitor and evaluate applications to ensure that they are meeting organizational needs, and adjust programs/plans, as needed, to meet evolving needs.

There are five HR strategies for meeting your organization's needs in the future: Restructuring strategies Training and development strategies Recruitment strategies Outsourcing strategies Collaboration strategies

Features of Human Resource Planning: 75

1. Well Defined Objectives 2. Determining Human Resource Reeds 3. Keeping Manpower Inventory 4. Adjusting Demand and Supply 5. Creating Proper Work Environment

Needs and Objectives of Human Resource Planning – Explained!

Need: 1. Replacement of Persons 2. Labour Turnover

3. Expansion Plans 4. Technological Changes 5. Assessing Future Requirements

Objectives of Human Resource Planning: 76

1. Making assessment human resource requirements for future and making plans for recruitment and selection. 2. Assessing skill needs in future. 3. Determining enterprise.

training

and

development

needs

of

the

4. To assess the surplus or shortage of human resources and avoiding unnecessary dismissals. 5. To minimise imbalances caused due to non-availability of human resources of right kind, right number in right time and at the right place. 6. Ensuring optimum use of existing human resources in the enterprise. 7. Keeping the enterprise ready to meet with the technological development and modernisation. 8. Controlling wage and salary costs. 9. Ensuring higher labour productivity. 10. Ensuring career planning of every employee of the enterprise and making succession programmes.

77

RECRUITMENT AND SELECTION Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside.

The advantages of internal recruitment are that:

-Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'.

-The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation.

-Internal promotion acts as an incentive to all staff to work harder within the organisation. 78

-From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted

2. An insider may be less likely to make the essential criticisms required to get the company working more effectively

3. Promotion of one person in a company may upset someone else.

External recruitment

External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation.

There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes: Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number of important 79

questions need to be explored: the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job. 3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organisations specifically employ 'job analysts'. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer.

Job description

A job description will set out how a particular employee will fit into the organisation. It will therefore need to set out: 80

the title of the job to whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation.

Job specification.

A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes required of the job holder. For example, a job specification for a trainee manager's post in a retail store included the following: 'Managers at all levels would be expected to show responsibility. The company is looking for people who are tough and talented. They should have a flair for business, know how to sell, and to work in a team.' Job analysis, description, and specification can provide useful information to a business in addition to serving as recruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature of promotion in modern companies. In some companies, for example, employees and their immediate line managers discuss personal goals and targets for the coming time period (e.g. the next six months). The appraisal will then involve a review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to 'who does what' in a business. Selection involves procedures to identify the most appropriate candidates to fill posts. An effective selection procedure will therefore take into consideration the following: keeping the costs of selection down making sure that the skills and qualities being sought have been identified, developing a process for identifying them in candidates making sure that the 81

candidates selected, will want the job, and will stay with company.

the

Induction and training

New workers in a firm are usually given an induction programme in which they meet other workers and are shown the skills they must learn. Generally, the first few days at work will simply involve observation, with an experienced worker showing the 'new hand' the ropes. Many large firms will have a detailed training scheme, which is done on an 'in-house' basis. This is particularly true of larger public companies such as banks and insurance companies. In conjunction with this, staff may be encouraged to attend college courses to learn new skills and get new qualifications. Training thus takes place in the following ways:

1. On the job - learning skills through experience at work 2. Off the joab - learning through attending courses.

Recruitment & Selection Hiring Process 

Step 1: Identify Vacancy and Evaluate Need

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Step 2: Develop Position Description

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Step 3: Develop Recruitment Plan 82

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Step 4: Select Search Committee

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Step 5: Post Position and Implement Recruitment Plan

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Step 6: Review Applicants and Develop Short List

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Step 7: Conduct Interviews

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Step 8: Select Hire

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Step 9: Finalize Recruitment

PERFORMANCE MANAGEMENT SYSTEM

Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas. PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.

Application This is people sports events

used most often in the workplace, can apply wherever interact — schools, churches, community meetings, teams, health setting, governmental agencies, social and even political settings - anywhere in the world people 83

interact with their environments to produce desired effects. Armstrong and Baron (1998) defined it as a “strategic and integrated approach to increase the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors.” It may be possible to get all employees to reconcile personal goals with organizational goals and increase productivity and profitability of an organization using this process. ] It can be applied by organizations or a single department or section inside an organization, as well as an individual person. The performance process is appropriately named the self-propelled performance process (SPPP). First, a commitment analysis must be done where a job mission statement is drawn up for each job. The job mission statement is a job definition in terms of purpose, customers, product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position. Following the commitment analysis is the work analysis of a particular job in terms of the reporting structure and job description. If a job description is not available, then a systems analysis can be done to draw up a job description. The aim with this analysis is to determine the continuous critical objectives and performance standards for each job.

Benefits Managing employee or system performance and aligning their objectives facilitates the effective delivery of strategic and operational goals. Some proponents argue that there is a clear and immediate correlation between using performance management programs or software and improved business and 84

organizational results. In the public sector, the effects of performance management systems have differed from positive to negative, suggesting that differences in the characteristics of performance management systems and the contexts into which they are implemented play an important role to the success or failure of performance management. For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day.

Benefits may include:

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Direct financial gain, Grow sales

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Reduce costs in the organization

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Stop project overruns

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Aligns the organization directly behind the CEO's goals

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Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals

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Motivated workforce Optimizes incentive plans to specific goals for over achievement, not just business as usual Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals Create transparency in achievement of goals

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High confidence in bonus payment process

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Professional development programs are better aligned directly to achieving business level goals

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Improved management control Flexible, responsive to management needs

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Displays data relationships

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Helps audit / comply with legislative requirement

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Simplifies communication of strategic goals scenario planning

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Provides well documented process documentation

and

communicated

Organizational development In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle: 1. Performance planning where goals and objectives are established 2. Performance coaching where a manager intervenes to give feedback and adjust performance 3. Performance appraisal where individual performance is formally documented and feedback delivered A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results. Other organizational development definitions are slightly different. The U.S. Office of Personnel Management (OPM) indicates that Performance Management consists of a system or process whereby: 1. 2. 3. 4.

Work is planned and expectations are set Performance of work is monitored Staff ability to perform is developed and enhanced Performance is rated or measured and the ratings summarized 86

5. Top performance is rewarded

How to Develop a Performance Management System

Performance management involves more than simply providing an annual review for each employee. It is about working together with that employee to identify strengths and weaknesses in their performance and how to help them be a more productive and effective worker. Learn how to develop a performance management system so that you can help everyone in your organization work to their full potential.

1 Evaluate your current performance appraisal process. Look at what type of feedback you are providing to your employees. Determine if there is anything you need to change or add to the evaluation itself. You may decide to build on what you already have or to develop a new system altogether. 2 Identify organizational goals. Performance management systems help rally staff members around your organization's goals because they help staff know how they are to be involved 87

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in reaching that goal. Take the time to clarify what your goals are for the next year as a company. Identify processes or procedures that could be simplified or done more effectively. Declare your sales goals for the next year or new products you would like to develop. Share your hope for better communication between departments and staff members. 3 Set performance expectations. As you sit down with each employee, clearly lay out your expectations for them. Acknowledge what they are already doing well. Use this to encourage them. Share some weaknesses that you have observed in them and in their work habits, and how overcoming those would help their performance in the company. Identify specific things you would like them to accomplish over the next year, or whatever time frame works best for you. 4 Monitor and develop their performance throughout the year. As employees begin to work on their performance, keep an eye on how they are doing. If they appear to be struggling to meet performance expectations, talk with them and see if you can offer any support or coaching.

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5 Evaluate their performance. At each performance review, let the employee know how they are doing. It is often helpful to assign a numeric value on a scale, rating the employee from "not meeting expectations" to "meets expectations" to "exceeds expectations." Provide feedback on their performance. Be as specific as possible, noting key examples of when they demonstrated a certain quality. Talk about the consequences or rewards of their performance. Let them know if they are on probation, are getting a raise in pay, changes in vacation days, or any other relevant action. Discuss any problems they may be having. Listen to their concerns or worries as you talk through potential solutions. 6 Set new performance expectations for the next year. Some items may be the same. However, since these are 88

also based on organizational goals, you will need to re-examine your goals for the upcoming year.

Typical Outcomes from Annual Appraisals Most recent research suggests that annual staff reviews are generally perceived as a difficult and painful process by both managers and employees. As there are typically no objectives which are set inappraisal systems, there is no link to strategic or operational outcomes. If the CEO's objective was to increase margins by 3%, employees may be aware of the CEO's intent but they are usually not measured on this objective in their individual appraisal. Therefore, there is no linkage in the appraisal review and no linkage at a team or department level. Misdirected Bonuses This situation has been illustrated many times where employees and managers have received favorable reviews and bonuses and yet the organisation has not achieved its goals. The organisation may be losing millions of dollars and yet still paying out bonuses to its managers and employees.

Too Painful, Emotionally Charged 89

High stress levels for both managers and employees also become a factor. They both know they will be judged on the outcome of the appraisal and the fallout is often destructive rather than constructive. The reasoning behind this is that there are rarely any pre-defined mesaures or objectives and the employee review is not based on any considered evaluation criteria. The employees' remuneration and future are at stake and the goodwill of the managers future resources are also at stake. This leads to high stress in the case of both individuals and this is a poor emotional state in which to have a thorough discussion about employee performance.

Poor Understanding of Expectations Where the appraisal system is poorly communicated, both the employee and manager enter these discussions with low confidence levels. This is due to a lack of "rules" as to how to go about the appraisal process and a lack of understanding of the expected outcomes. As this process is infrequent, it is viewed by the employee as an opportunity to discuss remuneration, promotion prospects and other issues related to the employee. This means the discussion is dominated by employee content rather than what the manager needs the employee to do for the next year. This leads to vague definition of performance goals and perpetuates the system of poorly defined and executed appraisals.

Bad Timing More often than not, the annual appraisal is executed on the employees' anniversary which does not coincide with any particular performance period. If appraisals are conducted annually on the anniversary date, it is only possible to align at best only 50% of your staff with future objectives, assuming there is an even distribution of start dates across the employee workforce. Given that most appraisal systems are not automated, there is poor reporting and therefore low visibility as to who did or did not achieve their objectives. 90

Subjective Manager Opinion This means that an employees' future is wholly dependent on their manager's highly subjective opinion. The CEO or other executive management does not have clear vision as to who achieved their objectives and who did not.

The outcome for the CEO is that they do not have the ability to see failure as it is occurring. Instead, they see failure after the fact and radical adjustments are then required to repair the situation. By using standalone appraisal systems, the outcome for the line manager is that they have additional pressure applied to them, to fix a problem which has become a major issue and which could have been otherwise identified and fixed in a very timely fashion.

Performance Not Aligned to Promotions Given that annual appraisals are only conducted once yearly, most line managers only seriously think and plan once a year. The consequences are poor resource management, put-out-thefire management and costly and reactive problem fixing on the fly. Given that most appraisal systems are manual and on paper, the data arising from an excellent performance typically does not find its way into the succession planning process. Employees are therefore often disillusioned to find that they have been passed over for further development or a promotion when they have performed strongly for several years.

Poor Development Opportunities 91

This is a primary cause for employees leaving the organisation. Most appraisal systems do not feature a competency assessment or an active development plan that both the employee and manager have mutually agreed to. Staff often get disillusioned and leave the organisation if they can see no personal development prospects or if personal development has not occurred in practice for the last several years, despite numerous promises.

No Consequence For Non-Participation Given that most appraisal systems are manual, reporting is weak and therefore compliance reporting is not visible. This inevitably means that managers learn that they do not have to perform reviews and therefore they don't because there is no negative consequence for them. Equally, employees learn that there is no consequence to not being reviewed, they lose faith in management and invariably look for somewhere else to work. Most manual appraisal systems suffer from sub 30% compliance and can get to this point after only 18 months of operation i.e. roughly one to one and a half performance terms.

Typical Outcomes from Performance Management If Performance Management is implemented correctly with specific objectives tied to the strategic and operational plan, organisational performance outcomes will likely increase very quickly. For example, if the CEO asked for a 3% increase in gross margin, this objective would be cascaded down to every department, team and individual who can influence the increase in gross margin. Those who are successful at achieving this 92

objective will get a favorable review, those that could not, will get an unfavourable performance evaluation in the absence of extenuating circumstances. The process of Performance Management therefore drives organisational performance outcomes. Employees that achieve the organisational goals are rewarded with favourable reviews and bonuses in line with their performance and contribution to the organisation.

Communication Improves The employee and manager communicate more frequently and agree on changed objectives to suit continuing changes in conditions and priorities. This is an inclusive and collaborative process, which ensures that the employee has input and does not feel they have wasted the year. The employee works towards specific objectives that are relevant. If the organisation is using a Performance Management product that has a performance diary, both the manager and employee attend the review meeting with copies of their performance diary notes. This contains content from the performance period to be reviewed. Given that both have content, they feel much better prepared and stress is lower than if they were attending a meeting not aware of the subject matter.

Everyone Knows the Rules Where there is a well structured Performance Management system that is effectively communicated, both the employee and manager enter the process with better levels of confidence as there are "rules" that clearly stipulate what is being assessed and how. Employees are assessed on achievement of objectives that have been clearly identified and agreed to. Managers have a better framework to assess an employees' performance as they are familiar with the criteria to assess the employee. The outcome is that both individuals have an informed discussion and focus on achievement of both 93

personal and business objectives, not on issues that are irrelevant.

Better Recording Opens Up Communication If the organisation has a system with a performance diary, then both parties are prepared with relevant content to discuss. They have diary notes that relate to performance during the entire performance period. This raises confidence and reduces stress levels. Both parties feel more comfortable and they can have a content rich and factual discussion about performance.

Frequent Communication Reduces Stress Given that these performance reviews happen more frequently, the discussion centers on performance of objectives rather than being dominated by the employees' needs. The needs of the business are discussed more frequently to achieve specific performance outcomes. This means both the employee and manager communicate more effectively and achieve better outcomes.

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SCOPE OF STUDY

The scope of the study will be useful in future. Through this study we can know what is the importance of HR department in any organization, and how well it coordinates with other departments and its important role behind organizational success. Through this study we will go through the HR PRACTICES in the organization in managing its operational activities. Hence by implementing all the above on C&S ELECTRIC can increase its productivity, efficiency, effectiveness and goodwill.

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RECOMMENDATIONS 1.) 2.) 3.) 4.) 5.) 6.) 7.) 8.) 9.) 10.)

Safe, Healthy and Happy Workplace Open Book Management Style Performance linked Bonuses 360 Degree Performance Management Feedback System Fair Evaluation System for Employees Knowledge Sharing Highlight performers Open house discussions and feedback mechanism Reward Ceremonies Delight Employees with the Unexpected

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LIMITATIONS OF THE STUDY

The limitation of the study was that the HR practices have been studied during this study and the implementations to that study are restricted to the particular organization. These cannot be applied to any other organization because of the way of employment in the organization. The number of permanent employees and number of contractual employees differs from organization to organization and location wise as well. So, it cannot be applied anywhere else.

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CONCLUSION In a succinct conclusion, I came to know about the HR practices in the current situation. HR practices mainly include the recruitment process, training and development process, health and safety of the employees and rewards and benefits of the employee etc. people are the common denominator of any organization. In the end, we came to know how HR is implementing globally and the benefits of apply these practices to the business. Whalen said: “If you have a happy employee, you have a productive employee”

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GLOSSARY www.citehr.com www.wikipedia.org www.internationalseminar.org www.creativehrm.com www.futurehrtrends.eiu.com http://www.shrm.org www.cselectric.co.in

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