Description
Formatted by Deepak J...
2
-----Group Elements-----Amit B. 21
DeepakJ.
22
Kiran T.
25
Nisha W.
29
Kamakshi B.
33
PriyankaL.
50
3
-------INDEX @ GL NCE------Sr. No. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. PARTICULARS Wh t is HR? Wh t is HRM? Functions of HRM. Sources of Recruit ent. Selection Procedure Role of HR manager What is HRD? Importance of HRD. Methods of Performance Appraisal. Introduction to ONIDA Pvt. Ltd. Infrastructure of ONIDA Pvt. Ltd. Vision & Mission Milestones Hierarch of HR @ ONIDA Pvt. Ltd. Questionnaires. Page No. 4 5 7-8 9-10 11-14 15 16 17-18 19-21 22-24 25 26-27 28-29 30-33 34
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ACKNOWLEDGEMENT
We are grateful to Prof. HitashaRohrawho had given valuable suggestion in the preparation of our project on HUMAN RESOURCE MANAGEMENT. Although due care has been taken while preparing the project, it is possible the mistake are over looked by us. We are thankful to our tutors for helping us to complete this project successfully. And, last but not least, we convey our sincere gratefully Thanks to Prof. HitashaRohra once again of profoundly giving us this project. Thank you ma am.
5
HUMAN RESOURCE
Introduction to Human Resource
Hu an resource is a term used to describe the individuals who comprise the workforce of an organization; although it is also applied in labour economics, for example, business sectors or even to whole nations. Human resources is also the name of the function within an organization charged with theoverall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). Human resource is a relatively modern management term, coined as early as the 1960s - when humanity took a shift as human rights came to a brighter light during the Vietnam Era. Hu an resources progressively became the more usual name for this function.
HUMAN RESOURCES- PURPOSE AND ROLE
In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success.
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Human Resource Management (HRM)
INTRODUCTION TO HRM
It is the term used to describe formal systems devised for the management of people within an organization. These human resources responsibilities are generally divided into three major areas of management Staffing Employee compensation Defining/designing work Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal ofBusiness Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."
Objectives of HRM
The general objective of HRM is to contribute towards the realization of the organizational goals. The specific objectives of HRM may be listed as follows:To achieve and maintain good human relationship within an organization. To enable each person to make his maximum personal contribution to the effective working of the organization. To ensure respect for human personality and the well being of each individual. To ensure maximum individual development of personnel. To ensure satisfaction various needs of individuals for achieving the maximum contribution towards organizational goals.
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FUNCTIONS OF HRM
In order to achieve the above objective s, human resources management undertakes the following activities
1) HUMAN RESOURCE OR MAN POWER PLANNING
This function includes various activities like job analysis, manpower demand analysis, recruitment, selection, and placement. Before hiring the people man power requirement are estimated both in terms of number and quality. HRP determines as to how many and what type of personnel will be determined by the jobs which need to be staffed. Job -related information is, therefore necessary for HRP. PROCESS OF HRP: 1. Organizational objectives and policies: The objective of HRP is dependant on the oragnisational objectives the overall objectives of the oragnisational is defined by top management and the HR department ensures the availability and proper utilisation of work force. 2. HR demand forecast: In this step the demand is forecasted, by estimating the quality and quantity of work force. A number of forecasting techniques are used to estimate the manpower requirement namely: a. Managerial judgment b. Ratio trend analysis c. Work study technique d. Delphi technique e. Flow models etc. 3. HR supply forecast: In this step the HR department estimates the sources of recruiting the manpower. The supply forecasting technique measure the number the people likely to be available from within and outside the organization. This step takes into account both internal and external sources of recruiting the work force.
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4. HR Pr gramming In this step b th the pers nnel demand recast and supply analysed in rder t estimate the work orce requirements.
recast are
5. HR plan implementation Depending upon the analysis of human resources demand forecasting and supply forecasting is done. The surplus or short stage as the case may be is ascertained and correcti e action is initiated.
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(2) RECRUITMENT, SELECTION AND PLACEMENT OF PERSONNEL:
Different sources of manpower supply are tapped. The application of various applicants is screened and the selected applicants are required to take certain employment tests. Those successful are asked to appear in the final interview. The employment function is completed when the workers join the organization and are placed on right jobs Thus; the following activities are included under the staffing and employment function.
SOURCES OF RECRUITMENT
INTERNAL RECRUITMENT: Internal recruitment seeks applicants for position from those who are currently employed. Internal sources include present employees, employees referrals, former employees, and former applicants. There are two important internal sources of recruitment namely: transfers and promotions: i. Promotions A promotion is the transfer of employees to a job that pays more money or one that enjoys some preferred status. A promotion involves reassignment of an employee to a position having higher pay, increased responsibilities, more privileges, increased benefits and greater potential. Promotion leads to shifting employees to a higher position carrying higher responsibilities, facilities, status and pay. The employees can be informed of such a vacancy by internal advertisement.
ii.
Transfers Another way to recruit from present employees is transfer without transfer. Transfers are often important in providing employees with a broad based view of the organization, necessary for future promotion. Transfer involves the shifting of employees from one job to another. At the time of transfer it is ensured that the employees to be transferred to the new job are capable of performing it. In fact transfer does not involve any drastic change in the responsibilities and status of employees.
iii.
Family and Friends of employees This can be a good source of internal recruitment. This source is usually one of the most effective methods of recruiting because many qualified people are recruited at a very low cost to the company.
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E TERNAL RE R ITMENT i. Ad ertisement: These constitute a popular method of seeking recruits as many recruiters prefer ad ertisement because of their wide reach. Ad ertisement is local or national newspapers and trade and professional ournals is generally used when qualified or experienced personnel are not a ailable from other sources .Most of the senior position in industry are filled by this method when they cannot be filled from within. Educational Institutional: Direct recruitment from educational institution for obs which require technical or professional qualification has become a common practice a close liaison between the company and educational institutional helps in getting suitable candidates to man arious positions.
ii.
iii.
Management consultants: Management consultancy firms help the organi ations to recruit technical professionals and managerial personnel. They speciali e in middle-le el and top-le el executi e placement. i . 4. Write-ins: Write-ins are those who send written enquires. These ob seekers are asked to complete application forms for further processing.
v.
Radio and Television: Radio and tele ision are used generally by government department only. Radio and television can be used to reach certain type of ob applications such as skilled workers. Competitors: Rival firms can be sources of recruitment. This is called poaching this method involves identifying the right people in rival companies offering them better terms and luring them away. For instance several executives of HMT left to oin Titan Watch Company.
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SELECTION PROCED RE
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(3) TRAINING AND DEVELOPMENT OF EMPLOYEES:
It is the duty of management to train each employee properly to develop technical skills for the job for which he has been employed and also to develop him for the higher jobs in organization. For this purpose, the personnel department will devise appropriate training programmers. There are several on the job and off the job methods available for training purposes. Training and development programmers can be designed depending on the job requirement.
(4) APPRAISAL OF PERFORMANCE OF EMPLOYEES:
Performance appraisal involves assessment of the actual performance of an employee against what is expected of him/her. Such assessment is the basis for awarding promotion, effecting transfers or assessing training needs.
(5) REMUNERATION OF EMPLOYEES:
This function is concerned with the determination of adequate and equitable remuneration of the employee in the enterprise. The sub-function concerned with the determination of equitable wages includes the following: Job evaluating to determine worth of various jobs in terms of money Comparing wages of the enterprise with those in the industry and remo ves inconsistencies, if any. Formulation of policies regarding pension plans, profit sharing plans, non monetary benefits, etc.
(6) GOOD WORKING ENVIRONMENT:
It is the responsibility of personnel department to provide good working conditions to the employees. These includes drinking water facilities, bath room facilities, hygienic environment, good lighting, safety of employees, etc. mere appointment and training of employees is not sufficient, they must be provided with good working condition so that they may like their work and work place and maintain their efficiency. Working condition certainly influence the motivation and morale of the employees.
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(7) WELFARE ACTIVITIES:
These activities related to physical and social well being of the employees and their families they include provision for medical facilities and first aid box provision of rest room, crèche, recreation education of children, canteen, employees counseling, housing, group insurance, etc.
(8) HUMAN RELATION:
In most of big organization, the HR manager help in collecting bargaining, joint consultation and settlement of disputes, whenever they arise. The personnel manager in possession of full information relating to personnel and also has the working knowledge of various labour enactments. It is important to point out that he responsibility of fulfilling the requirements of various labour laws like factories Act, Industrial Dispute Act, etc., also rest with rhea personnel department.
(9) GRIEVANCES HANDLING:
He helps in laying down the grievance procedure to redress the grievance of the employees. the personnel manager can do a great deal in maintaining industrial peace in the organization as he is responsible for seating various committees on discipline, labour welfare, safe ty, grievance, etc. he helps in laying down the authentic information to the trade union leaders and tries to convey them the personnel policies and programmers of the enterprise.
RECORD AND STATISTICS: The record and statistic about the workforce are important for various reasons. Firstly, they help in taking, decision related to transfer and promotion. Secondly they help in performance appraisal of the employees. Thirdly, they reveal the human resources talent available with the organization. Finally, they help in identifying the weaknesses in the employees and the arrears in which they need training. It is the duty of personnel department to maintain the records of the employee working in the enterprise. It keeps full record about training, achievements, transfer, promotion, etc. It also preserves many other records relating to the behavior of the personnel like absenteeism and the labour turnover and the personnel programmes and policies of the organization.
(10)
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(11)
REVIEWING AND AUDITING MANPOWER MANAGEMENT: The HR audit the organization determines the organisation gaps and needs of manpower.
(12)
MISCELLANEOUS: Role analysis for job occupants Job rotation Quality circle, organisation development and quality of working life Potential appraisal Feed back counseling.
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ROLE OF HR MANGER IN CHANGE IN BUSINESS ENVIROMENT
HUMANITARIAN RO E Reminding moral and obligation to employees. COUNSE OR Consultation to employees about material health mental physical and career problems. ME IATOR Playing the role of a peace maker during disputes conflicts between individuals and group or management. SPO ESMAN To represent the company in media and other forums because he has better overall pictures of his company s organi ation. PROB EM SO VER Solving problem of over all human resources management and long term organi ational planning. CHANGE AGENT Introduction and implementing institutional changes and installing oragnisational programs. MANAGEMENT O MANPOWER RESOURCES Broadly concerned with leadership both in group and individual relation and labour management relations.
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HUMAN RESOURCE DEVELOPMENT (HRD)
What Is Human Resource Deve opment (HRD)? Human Resource Development (HRD is the framework for helping employees to develop their personal and organi ational skills knowledge and abilities. Human Resource Development includes such opportunities as employee career development performance employee training management and development coaching mentoring succession planning key employee identification tuition assistance and organi ation development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organi ation and individual employees can accomplish their work goals in service to customers. Human Resource Development can be formal such as in classroom training a college course or an organi ational planned change effort. Or Human Resource Development can be informal as in employee coaching by a manager. Healthy organi ations believe in Human Resource Development and cover all of these bases.
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IMPORTANCE OF HUMAN RESOURCE DEVELOPMENT
Human Resource is the most Important and vital Factor of Economic Development or it can be said that humans are the agents of development. Some of the importance of Human Resource or Human Capital is: 1) Country Develops if The Human Resource is Developed: To enhance economic development the state constructs roads, buildings bridges, dams, power houses, hospitals, etc. to run these units doctors, engineers, scientist, teachers, are required. So if the state invests in a human resource it pays dividend in response. 2) Increase in Productivity: The batter education, improved skills, and provision of healthy atmosphere will result in proper and most efficient use of resources (non-natural & natural) which will result in increase in economic production. 2) Eradication of Social and Economic Backwardness: Human Resource development has an ample effect on the backwardness economy and society. The provision of education will increase literacy which will produce skilled Human Resource. Similarly, provision of health facilities will result in healthy Human Resource which will contribute to the national economic development. 3) Entrepreneurship Increase: Education, clean environment, good health, investment on the human resource, will all have its positive effects. Job opportunities would be created in the country. And even business environment will flourish in the state which creates many job opportunities. 4) Social Revolution: Because of Human Resource development the socio economic life of the peoples of a country changes drastically. Over all look changes thinking phenomena changes, progressive thoughts are endorsed in to the minds of peoples.
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SCOPE OF HRD/ HRD INSTRUMENTS: ? Performance appraisal ? Potential appraisal ? Career planning ? Training and employee development ? Organisation development ? Rewards ? Employee welfare and quality of work life ? Human resource information Let us study PERFORMANCE APPRAISAL in detail ..
WHAT IS PERFORMANCE?
Performance is synonymous with behaviour; it is what people actually do. Performance includes those actions that are relevant to the organizational growth and can be measured in terms of each individual s proficiency (level of contribution). Effectiveness Performance refers to the evaluation of results of performance that is beyond the influence or control of the individual. In simple terms performance appraisal may be understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge, quality, and quantity of output, initiative, leadership ability, supervision, dependability, co-operation, judgment, versatility, health and like assessment should not confined to past performance alone. Potential of the employee for future performance must also be assessed.
DEFINITION
Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the futu re potential of the employee. Its aim is to measure what an employee does.
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METHODS OF PERFORMANCE APPRAISAL
"PERFORMANCE APPRAISAL"
Traditional Methods
Modern Methods
Essay Appraisal Method Straight Ranking Method Paired Comparison Method Critical Incidents Methods
Management By Objectives (Mbo) 360 Degree Appraisal Assessment Centers Behaviourally Anchored Rating Scales Human Resource Accounting
Field Review Method Checklist Method Graphic Ratings Scale Method Forced Distribution Method
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TRADITIONAL METHODS
Á ESSAY APPRAISAL METHOD This traditional form of appraisal, also known as "Free Form method" involves a description of the performance of an employee by his superior. Á STRAIGHT RANKING METHOD This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. Á PAIRED COMPARISON A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. Á CRITICAL INCIDENTS METHODS In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. Á FIELD REVIEW In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. Á CHECKLIST METHOD The rater is given a checklist of the descriptions of the behaviour of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.
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MODERN METHODS
Á ASSESSMENT CENTRES An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Á BEHAVIORALLY ANCHORED RATING SCALE(BARS) BARS is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad Á HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. Á 360 DEGREE PERFORMANCE APPRAISAL 360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees performance comes from all the sources that come in contact with the employee on his job.
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ONIDA
MAY CAUSE ENVY
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ONIDA
(MIRC ELECTRONICS LTD.
The conception of ONIDA was done in NOIDA. The thinkers interchanged the position of first two alphabets (i.e. O and N of the word NOIDA and thus the word ONIDA was formed..!!!
Meet the thinkers: Mr. GuluMirchandani (Chairman & Managing Director Mr. Vi ay Mansukhani (Managing Director Mr. G. Sundar (Chief Executive Officer Mr. C. R Talati (Vice President - Operations Mr. Sriram Krishnamurthy (Vice President - Marketing Sales & Service Onida was started by Mr. G. L. Mirchandani and Mr. Vi ay Mansukhani in 1981 in Mumbai. In 1982 Onida started assembling television sets at their factory in Andheri Mumbai. Superior products and the combination of a distinctive voice a cutting-edge advertising strategy and purposeful marketing ensured that Onida became a household name. Over the years Onida has strengthened its reputation for the intelligent and pioneering application of technologies. Onida today en oys a strong equity among consumers making it one of the leading brands in India. Our constant endeavour to introduce products of substance that offer the very best in technology and the finest design have made Onida a leading player in the electronics and entertainment business today. Onida has recently made a foray in other household appliances including air-conditioners washing machines DVDs plasma & LCD televisions and home theatre systems. For offices Onida has also introduced state-of-the-art multi-media presentation products.
Onida has a network of 34 branch offices 208 Customer Relation Centres
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and 41 depots spread across India. MIRC Electronics shares are listed on the National and Mumbai stock exchanges. The company enjoyed a market capitalization of Rs. 301. 46 Cr. as on 31st March 2005.The transition of Onida from a family-owned business to a professionally managed company has largely been made possible by the vision of the Chairman & Managing Director, Mr. G. L. Mirchandani. The HR manager is Mr.Suhas Kale [Engineer and MBA in HR] It has 5 basic regions- North, West, East, South, Central. There are 4 manufacturing plants: 1 in Thane (Wada), it is the biggest with over 1200 people. 2 in Rourkei, there manufacture TV and washing machine takes place. 1 in Noida, where TV tuners are manufactured. Outside India, China, Dubai, and Singapore are the countries where Onida trades in. it has employed nearly 4000 people, 200 of which are engineers.
Year of Establishment Legal Status of Firm Nature of Business Number of Employees Turnover
: : : : :
1981 Limited Liability/Corporation (Listed Company) Manufacturer, Exporter, Retailer more than 1000 People More than US$ 100 Million
ONIDA MOBILES
INFRASTRUCTURE OF ONIDA
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Onida's principal assembly operations are conducted in a state-ofthe-art plant at Wada 80 kms from Mumbai which is the biggest one. The plant in Delhi caters to the production requirements for the Northern region. The network of 33 branch offices 208 Customer Relation Centre s and 41 depots across India ensures that Onida products are available on retail shelves. At Onida it recogni es that it can strengthen the competitive edge if we produce as much as possible from a given capacity at the lowest possible cost. It reduced the time it takes for a single colour television to be produced from 20 seconds to 12 seconds and increased the capacity from 0.5 million to 1.2 million sets during the year under review. In 2002-03 using the existing infrastructure a decisive step forward was taken by entering into the manufacture of washing machines and air conditioners at the Wada factory. A team of 75 Engineers are at work at the Onida R&D centres in Mumbai and Delhi developing products at the forefront of technology meeting customer expectations. Onida brand has following range of products LCD TVs Plasma TVs Televisions DVD and Home Theater Systems Air Conditioners Washing machines Microwave Ovens Presentation Products Inverters Mobile phones LED TV LED lights
Vision and Mission
(The core of the thought
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Our Vision To build a brand around substance. To communicate simple truths that customers understand. To become a leader in our chosen field and become a globally recognized, prestigious company through synergistic businesses investment, differentiation through innovation, passion through empowerment, cost through economies of scale and world class systems and procedures that bring in a sense of delight to our stakeholders. Our Mission To benefit society at large through Innovation, Quality, Productivity, Human Development and Growth, and to generate sustained surpluses, always striving for excellence, within the framework of law and in nothing but the truth in which we base our every action. Corporate Philosophy To think about you, we first think about everything. Commitment to society/nation We respect the society and the environment to which we belong and will contribute to its progress and welfare. Passion for quality Strive to create products with substance that are the best in class. Never compromise on quality. Give our customer better value -for-money, always. Fairness We stand for truth, fairness and justice in all our business and individual dealing - without this spirit, no man can win respect no matter how capable he may be. People - our greatest assets We value good people. It is our responsibility to create actively and constantly an environment that supports them to grow and flourish.
Harmony and co-operation Alone we are weak. Together we are strong. Work together as a family in mutual trust and responsibility.
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Courtes and Humilit Respect the right of others. Be cordial modest and humble. Praise and encourage freely. Strive for continuous improvement (KAIZEN) Seek and find in every action a way to do things better always better. Growth Growth is vital. Increasingly seek out ways and means to constantly move forward. Innovation Progress by ad usting to ever-changing environment around us. As the world moves forward we must keep-in-step. Gratitude Always repay the kindness of our customers associates community nation and friends worldwide with gratitude.
MILESTONES
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1981: MIRC Electronics Pvt. Ltd. was established 1982: CTV production started at NandBhavan, Mumbai 1983: Technical collaboration with JVC, Japan for CTV 1985: Established in-house R&D wing 1986: Production expanded and moved to a new factory at Kalina 1987: Moved to our own factory building "ONIDA HOUSE Iwai, Speaker plant commences its operation 1990: Tuner plant commences operation 1991: Akasaka, PCB plant commences its operation New CTV manufacturing plant at Vasai commences operations 1992: Crossed 1 million CTV sales 1994: Moved to a fully automated Plant of 600K CTV per year at Wada 1995: ISO 9001 certification obtained from BVQI 1998: Award for excellence in electronics by ministry of IT 1999: First in India to develop Internet enabled CTV 2000: Launched the KY Thunder, Profile Series 2001: AV Max award for best CTV Launched Onida Black, flat CTV range Multimedia projectors launched Commenced project to expand CTV capacity to 1 million 2002: Completed plant expansion project to increase capacity from 600K CTVs to 1.2 million CTV's per year
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Launched 'KY Theatre' with circle surround sound, the first complete Home Theatre package Launch of 'Ego'- the economy brand Launched VCD player
2003: Launched world's first LCD remote 'i-Control Launched Air-conditioners Launched Rear Projection TV, Plasma TV & DVD Players Launched Fully Automatic front loading Washing Machines A MIRC product is getting sold every 27 seconds Operations started in Russia 2004: Launch of the 'Oxygen Series' CTV Crossed Sale of 250,000 CTV's in October month Launch of Microwave Owens Mr.GuluMirchandani, CMD awarded 'Man of Electronics for the year' by CETMA 2004- 05: Achieved 1.20 million CTV sales 2005: Launch of 'POISON' range of CTV's 2009: ONIDA's Brand relaunch campaign 'TumkoDekhaTohYeh Design Aaya' to communicate its philosophy of thoughtful product features that are designed keeping customers in mind. Let us look at the hierarchy of HR at ONIDA:
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CHIEF PEOPLE¶S OFFICER (CPO)
INDUSTRIAL RELATIONS MANAGER
CORPORATE HR
TRADE UNIONS
RECRUITMENTS
PERFORMANCE MANAGEMENT SYSTEM
ADMINISTRATION
TRAINING
PAYROLL
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FIRST BEGINS THE CORPORATE HR DEPARTMENT. In it first is Recruitment
RECRUITMENT
OPERATION AND R&D
EGO SALES
ONIDA SALES
MOBILE SALES
Recruitment is done is these 4 different departments. For recruiting people they prefer references of people or even take help from naukri.com. they pay a lumpsum amount of 5-6 lakhs a year for as many people as required. They have recently started campus recruitment. While recruiting people ONIDA prefers experienced people rather than newcomres. The ratio is 95 5 between these two groups. Then comes Training
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TRAINING
TALENT MANAGEMENT
SALES TRAINING
NON-SALES TRAINING
EMPLOYEE ENGAGEMENT
There are 4 people in this department. In corporate language this function is called as Learning and Development . In talent management there is a different cadre of people. They are those who are managing above the training level. It includes trainees manager senior manager etc. Sales training takes care of development of all sales employees. Non-sales training looks after all people at the factory plants R&D department and service dept. Employee engagement organi es all festivals celebrations events and such small activities for mental satisfaction of employees.
Then Performance Management System
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PERFORMANCE MANAGEMENT SYSTEM
QUALITATIVE TARGETS
QUANTITATIVE TARGETS
This is basically target setting . In the months of February and March the employees and their business heads sit together and plan out the work and set their targets for the next financial year. After 6months i.e. in September an internal review is done as to which employee has done how much of work.
And last but not the least Payroll This department has 3 people involved- one head and 2 people under him. These 3 people get the input from factory plants and HR dept. input here means the information about salaries attendance record leaves taken etc. but the salaries are totally decided by the HR. They also consider TDS and loans taken by employees while deciding the payroll. THE SECOND HEAD IS INDUSTRIAL RELATIONS As the name suggests this department is concerned with all the responsibilities of handling people at the factory plants. The GM i.e. General Manager of this dept. is called GMIR who takes care of all activities at plants. At the plants there are mostly skilled workers (atleast graduates . There are registered unions. There are 2 unions at Wada one of which is Shiv Sena. .
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QUESTIONNARE
1 Who is the HR manager of your company? 2 How do you select the employees i.e. whether through experience or through education qualification? 3 Whether you have welfare activities for employees? 4) Which is your source of recruitment- internal or external source? 5) Does your employees en oy promotion and transfer facilities? 6) Would you prefer campus recruitment as a source of recruitment? 7) Would you adopt health and safety measures for employees? 8) Steps adopted by you for selection of an employees or which is the selection procedure you follow? 9) Whether you organise seminars and workshops for employees? 10)According to you today which factor plays an important role is it pay factor or ob quality factor? 11)Does you provide rewards to your employees for better performance? 12)Do you adopt any methods for career planning of the employees?
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Thank You Folks« Regards Deepak J«
doc_399762378.docx
Formatted by Deepak J...
2
-----Group Elements-----Amit B. 21
DeepakJ.
22
Kiran T.
25
Nisha W.
29
Kamakshi B.
33
PriyankaL.
50
3
-------INDEX @ GL NCE------Sr. No. 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. PARTICULARS Wh t is HR? Wh t is HRM? Functions of HRM. Sources of Recruit ent. Selection Procedure Role of HR manager What is HRD? Importance of HRD. Methods of Performance Appraisal. Introduction to ONIDA Pvt. Ltd. Infrastructure of ONIDA Pvt. Ltd. Vision & Mission Milestones Hierarch of HR @ ONIDA Pvt. Ltd. Questionnaires. Page No. 4 5 7-8 9-10 11-14 15 16 17-18 19-21 22-24 25 26-27 28-29 30-33 34
4
ACKNOWLEDGEMENT
We are grateful to Prof. HitashaRohrawho had given valuable suggestion in the preparation of our project on HUMAN RESOURCE MANAGEMENT. Although due care has been taken while preparing the project, it is possible the mistake are over looked by us. We are thankful to our tutors for helping us to complete this project successfully. And, last but not least, we convey our sincere gratefully Thanks to Prof. HitashaRohra once again of profoundly giving us this project. Thank you ma am.
5
HUMAN RESOURCE
Introduction to Human Resource
Hu an resource is a term used to describe the individuals who comprise the workforce of an organization; although it is also applied in labour economics, for example, business sectors or even to whole nations. Human resources is also the name of the function within an organization charged with theoverall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). Human resource is a relatively modern management term, coined as early as the 1960s - when humanity took a shift as human rights came to a brighter light during the Vietnam Era. Hu an resources progressively became the more usual name for this function.
HUMAN RESOURCES- PURPOSE AND ROLE
In simple terms, an organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success.
¡
6
Human Resource Management (HRM)
INTRODUCTION TO HRM
It is the term used to describe formal systems devised for the management of people within an organization. These human resources responsibilities are generally divided into three major areas of management Staffing Employee compensation Defining/designing work Essentially, the purpose of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees. This mandate is unlikely to change in any fundamental way, despite the ever-increasing pace of change in the business world. As Edward L. Gubman observed in the Journal ofBusiness Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."
Objectives of HRM
The general objective of HRM is to contribute towards the realization of the organizational goals. The specific objectives of HRM may be listed as follows:To achieve and maintain good human relationship within an organization. To enable each person to make his maximum personal contribution to the effective working of the organization. To ensure respect for human personality and the well being of each individual. To ensure maximum individual development of personnel. To ensure satisfaction various needs of individuals for achieving the maximum contribution towards organizational goals.
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8
FUNCTIONS OF HRM
In order to achieve the above objective s, human resources management undertakes the following activities
1) HUMAN RESOURCE OR MAN POWER PLANNINGThis function includes various activities like job analysis, manpower demand analysis, recruitment, selection, and placement. Before hiring the people man power requirement are estimated both in terms of number and quality. HRP determines as to how many and what type of personnel will be determined by the jobs which need to be staffed. Job -related information is, therefore necessary for HRP. PROCESS OF HRP: 1. Organizational objectives and policies: The objective of HRP is dependant on the oragnisational objectives the overall objectives of the oragnisational is defined by top management and the HR department ensures the availability and proper utilisation of work force. 2. HR demand forecast: In this step the demand is forecasted, by estimating the quality and quantity of work force. A number of forecasting techniques are used to estimate the manpower requirement namely: a. Managerial judgment b. Ratio trend analysis c. Work study technique d. Delphi technique e. Flow models etc. 3. HR supply forecast: In this step the HR department estimates the sources of recruiting the manpower. The supply forecasting technique measure the number the people likely to be available from within and outside the organization. This step takes into account both internal and external sources of recruiting the work force.
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4. HR Pr gramming In this step b th the pers nnel demand recast and supply analysed in rder t estimate the work orce requirements.
recast are
5. HR plan implementation Depending upon the analysis of human resources demand forecasting and supply forecasting is done. The surplus or short stage as the case may be is ascertained and correcti e action is initiated.
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(2) RECRUITMENT, SELECTION AND PLACEMENT OF PERSONNEL:
Different sources of manpower supply are tapped. The application of various applicants is screened and the selected applicants are required to take certain employment tests. Those successful are asked to appear in the final interview. The employment function is completed when the workers join the organization and are placed on right jobs Thus; the following activities are included under the staffing and employment function.
SOURCES OF RECRUITMENT
INTERNAL RECRUITMENT: Internal recruitment seeks applicants for position from those who are currently employed. Internal sources include present employees, employees referrals, former employees, and former applicants. There are two important internal sources of recruitment namely: transfers and promotions: i. Promotions A promotion is the transfer of employees to a job that pays more money or one that enjoys some preferred status. A promotion involves reassignment of an employee to a position having higher pay, increased responsibilities, more privileges, increased benefits and greater potential. Promotion leads to shifting employees to a higher position carrying higher responsibilities, facilities, status and pay. The employees can be informed of such a vacancy by internal advertisement.
ii.
Transfers Another way to recruit from present employees is transfer without transfer. Transfers are often important in providing employees with a broad based view of the organization, necessary for future promotion. Transfer involves the shifting of employees from one job to another. At the time of transfer it is ensured that the employees to be transferred to the new job are capable of performing it. In fact transfer does not involve any drastic change in the responsibilities and status of employees.
iii.
Family and Friends of employees This can be a good source of internal recruitment. This source is usually one of the most effective methods of recruiting because many qualified people are recruited at a very low cost to the company.
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E TERNAL RE R ITMENT i. Ad ertisement: These constitute a popular method of seeking recruits as many recruiters prefer ad ertisement because of their wide reach. Ad ertisement is local or national newspapers and trade and professional ournals is generally used when qualified or experienced personnel are not a ailable from other sources .Most of the senior position in industry are filled by this method when they cannot be filled from within. Educational Institutional: Direct recruitment from educational institution for obs which require technical or professional qualification has become a common practice a close liaison between the company and educational institutional helps in getting suitable candidates to man arious positions.
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Management consultants: Management consultancy firms help the organi ations to recruit technical professionals and managerial personnel. They speciali e in middle-le el and top-le el executi e placement. i . 4. Write-ins: Write-ins are those who send written enquires. These ob seekers are asked to complete application forms for further processing.
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Radio and Television: Radio and tele ision are used generally by government department only. Radio and television can be used to reach certain type of ob applications such as skilled workers. Competitors: Rival firms can be sources of recruitment. This is called poaching this method involves identifying the right people in rival companies offering them better terms and luring them away. For instance several executives of HMT left to oin Titan Watch Company.
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SELECTION PROCED RE
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(3) TRAINING AND DEVELOPMENT OF EMPLOYEES:
It is the duty of management to train each employee properly to develop technical skills for the job for which he has been employed and also to develop him for the higher jobs in organization. For this purpose, the personnel department will devise appropriate training programmers. There are several on the job and off the job methods available for training purposes. Training and development programmers can be designed depending on the job requirement.
(4) APPRAISAL OF PERFORMANCE OF EMPLOYEES:
Performance appraisal involves assessment of the actual performance of an employee against what is expected of him/her. Such assessment is the basis for awarding promotion, effecting transfers or assessing training needs.
(5) REMUNERATION OF EMPLOYEES:
This function is concerned with the determination of adequate and equitable remuneration of the employee in the enterprise. The sub-function concerned with the determination of equitable wages includes the following: Job evaluating to determine worth of various jobs in terms of money Comparing wages of the enterprise with those in the industry and remo ves inconsistencies, if any. Formulation of policies regarding pension plans, profit sharing plans, non monetary benefits, etc.
(6) GOOD WORKING ENVIRONMENT:
It is the responsibility of personnel department to provide good working conditions to the employees. These includes drinking water facilities, bath room facilities, hygienic environment, good lighting, safety of employees, etc. mere appointment and training of employees is not sufficient, they must be provided with good working condition so that they may like their work and work place and maintain their efficiency. Working condition certainly influence the motivation and morale of the employees.
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(7) WELFARE ACTIVITIES:
These activities related to physical and social well being of the employees and their families they include provision for medical facilities and first aid box provision of rest room, crèche, recreation education of children, canteen, employees counseling, housing, group insurance, etc.
(8) HUMAN RELATION:
In most of big organization, the HR manager help in collecting bargaining, joint consultation and settlement of disputes, whenever they arise. The personnel manager in possession of full information relating to personnel and also has the working knowledge of various labour enactments. It is important to point out that he responsibility of fulfilling the requirements of various labour laws like factories Act, Industrial Dispute Act, etc., also rest with rhea personnel department.
(9) GRIEVANCES HANDLING:
He helps in laying down the grievance procedure to redress the grievance of the employees. the personnel manager can do a great deal in maintaining industrial peace in the organization as he is responsible for seating various committees on discipline, labour welfare, safe ty, grievance, etc. he helps in laying down the authentic information to the trade union leaders and tries to convey them the personnel policies and programmers of the enterprise.
RECORD AND STATISTICS: The record and statistic about the workforce are important for various reasons. Firstly, they help in taking, decision related to transfer and promotion. Secondly they help in performance appraisal of the employees. Thirdly, they reveal the human resources talent available with the organization. Finally, they help in identifying the weaknesses in the employees and the arrears in which they need training. It is the duty of personnel department to maintain the records of the employee working in the enterprise. It keeps full record about training, achievements, transfer, promotion, etc. It also preserves many other records relating to the behavior of the personnel like absenteeism and the labour turnover and the personnel programmes and policies of the organization.
(10)
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(11)
REVIEWING AND AUDITING MANPOWER MANAGEMENT: The HR audit the organization determines the organisation gaps and needs of manpower.
(12)
MISCELLANEOUS: Role analysis for job occupants Job rotation Quality circle, organisation development and quality of working life Potential appraisal Feed back counseling.
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ROLE OF HR MANGER IN CHANGE IN BUSINESS ENVIROMENT
HUMANITARIAN RO E Reminding moral and obligation to employees. COUNSE OR Consultation to employees about material health mental physical and career problems. ME IATOR Playing the role of a peace maker during disputes conflicts between individuals and group or management. SPO ESMAN To represent the company in media and other forums because he has better overall pictures of his company s organi ation. PROB EM SO VER Solving problem of over all human resources management and long term organi ational planning. CHANGE AGENT Introduction and implementing institutional changes and installing oragnisational programs. MANAGEMENT O MANPOWER RESOURCES Broadly concerned with leadership both in group and individual relation and labour management relations.
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HUMAN RESOURCE DEVELOPMENT (HRD)
What Is Human Resource Deve opment (HRD)? Human Resource Development (HRD is the framework for helping employees to develop their personal and organi ational skills knowledge and abilities. Human Resource Development includes such opportunities as employee career development performance employee training management and development coaching mentoring succession planning key employee identification tuition assistance and organi ation development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organi ation and individual employees can accomplish their work goals in service to customers. Human Resource Development can be formal such as in classroom training a college course or an organi ational planned change effort. Or Human Resource Development can be informal as in employee coaching by a manager. Healthy organi ations believe in Human Resource Development and cover all of these bases.
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IMPORTANCE OF HUMAN RESOURCE DEVELOPMENT
Human Resource is the most Important and vital Factor of Economic Development or it can be said that humans are the agents of development. Some of the importance of Human Resource or Human Capital is: 1) Country Develops if The Human Resource is Developed: To enhance economic development the state constructs roads, buildings bridges, dams, power houses, hospitals, etc. to run these units doctors, engineers, scientist, teachers, are required. So if the state invests in a human resource it pays dividend in response. 2) Increase in Productivity: The batter education, improved skills, and provision of healthy atmosphere will result in proper and most efficient use of resources (non-natural & natural) which will result in increase in economic production. 2) Eradication of Social and Economic Backwardness: Human Resource development has an ample effect on the backwardness economy and society. The provision of education will increase literacy which will produce skilled Human Resource. Similarly, provision of health facilities will result in healthy Human Resource which will contribute to the national economic development. 3) Entrepreneurship Increase: Education, clean environment, good health, investment on the human resource, will all have its positive effects. Job opportunities would be created in the country. And even business environment will flourish in the state which creates many job opportunities. 4) Social Revolution: Because of Human Resource development the socio economic life of the peoples of a country changes drastically. Over all look changes thinking phenomena changes, progressive thoughts are endorsed in to the minds of peoples.
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SCOPE OF HRD/ HRD INSTRUMENTS: ? Performance appraisal ? Potential appraisal ? Career planning ? Training and employee development ? Organisation development ? Rewards ? Employee welfare and quality of work life ? Human resource information Let us study PERFORMANCE APPRAISAL in detail ..
WHAT IS PERFORMANCE?
Performance is synonymous with behaviour; it is what people actually do. Performance includes those actions that are relevant to the organizational growth and can be measured in terms of each individual s proficiency (level of contribution). Effectiveness Performance refers to the evaluation of results of performance that is beyond the influence or control of the individual. In simple terms performance appraisal may be understood as the assessment of an individuals performance in a systematic way, the performance being measured against such factors as job knowledge, quality, and quantity of output, initiative, leadership ability, supervision, dependability, co-operation, judgment, versatility, health and like assessment should not confined to past performance alone. Potential of the employee for future performance must also be assessed.
DEFINITION
Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the futu re potential of the employee. Its aim is to measure what an employee does.
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METHODS OF PERFORMANCE APPRAISAL
"PERFORMANCE APPRAISAL"
Traditional Methods
Modern Methods
Essay Appraisal Method Straight Ranking Method Paired Comparison Method Critical Incidents Methods
Management By Objectives (Mbo) 360 Degree Appraisal Assessment Centers Behaviourally Anchored Rating Scales Human Resource Accounting
Field Review Method Checklist Method Graphic Ratings Scale Method Forced Distribution Method
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TRADITIONAL METHODS
Á ESSAY APPRAISAL METHOD This traditional form of appraisal, also known as "Free Form method" involves a description of the performance of an employee by his superior. Á STRAIGHT RANKING METHOD This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. Á PAIRED COMPARISON A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. Á CRITICAL INCIDENTS METHODS In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. Á FIELD REVIEW In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. Á CHECKLIST METHOD The rater is given a checklist of the descriptions of the behaviour of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.
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MODERN METHODS
Á ASSESSMENT CENTRES An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Á BEHAVIORALLY ANCHORED RATING SCALE(BARS) BARS is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad Á HUMAN RESOURCE ACCOUNTING METHOD Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. Á 360 DEGREE PERFORMANCE APPRAISAL 360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees performance comes from all the sources that come in contact with the employee on his job.
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ONIDA
MAY CAUSE ENVY
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ONIDA
(MIRC ELECTRONICS LTD.
The conception of ONIDA was done in NOIDA. The thinkers interchanged the position of first two alphabets (i.e. O and N of the word NOIDA and thus the word ONIDA was formed..!!!
Meet the thinkers: Mr. GuluMirchandani (Chairman & Managing Director Mr. Vi ay Mansukhani (Managing Director Mr. G. Sundar (Chief Executive Officer Mr. C. R Talati (Vice President - Operations Mr. Sriram Krishnamurthy (Vice President - Marketing Sales & Service Onida was started by Mr. G. L. Mirchandani and Mr. Vi ay Mansukhani in 1981 in Mumbai. In 1982 Onida started assembling television sets at their factory in Andheri Mumbai. Superior products and the combination of a distinctive voice a cutting-edge advertising strategy and purposeful marketing ensured that Onida became a household name. Over the years Onida has strengthened its reputation for the intelligent and pioneering application of technologies. Onida today en oys a strong equity among consumers making it one of the leading brands in India. Our constant endeavour to introduce products of substance that offer the very best in technology and the finest design have made Onida a leading player in the electronics and entertainment business today. Onida has recently made a foray in other household appliances including air-conditioners washing machines DVDs plasma & LCD televisions and home theatre systems. For offices Onida has also introduced state-of-the-art multi-media presentation products.
Onida has a network of 34 branch offices 208 Customer Relation Centres
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and 41 depots spread across India. MIRC Electronics shares are listed on the National and Mumbai stock exchanges. The company enjoyed a market capitalization of Rs. 301. 46 Cr. as on 31st March 2005.The transition of Onida from a family-owned business to a professionally managed company has largely been made possible by the vision of the Chairman & Managing Director, Mr. G. L. Mirchandani. The HR manager is Mr.Suhas Kale [Engineer and MBA in HR] It has 5 basic regions- North, West, East, South, Central. There are 4 manufacturing plants: 1 in Thane (Wada), it is the biggest with over 1200 people. 2 in Rourkei, there manufacture TV and washing machine takes place. 1 in Noida, where TV tuners are manufactured. Outside India, China, Dubai, and Singapore are the countries where Onida trades in. it has employed nearly 4000 people, 200 of which are engineers.
Year of Establishment Legal Status of Firm Nature of Business Number of Employees Turnover
: : : : :
1981 Limited Liability/Corporation (Listed Company) Manufacturer, Exporter, Retailer more than 1000 People More than US$ 100 Million
ONIDA MOBILES
INFRASTRUCTURE OF ONIDA
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Onida's principal assembly operations are conducted in a state-ofthe-art plant at Wada 80 kms from Mumbai which is the biggest one. The plant in Delhi caters to the production requirements for the Northern region. The network of 33 branch offices 208 Customer Relation Centre s and 41 depots across India ensures that Onida products are available on retail shelves. At Onida it recogni es that it can strengthen the competitive edge if we produce as much as possible from a given capacity at the lowest possible cost. It reduced the time it takes for a single colour television to be produced from 20 seconds to 12 seconds and increased the capacity from 0.5 million to 1.2 million sets during the year under review. In 2002-03 using the existing infrastructure a decisive step forward was taken by entering into the manufacture of washing machines and air conditioners at the Wada factory. A team of 75 Engineers are at work at the Onida R&D centres in Mumbai and Delhi developing products at the forefront of technology meeting customer expectations. Onida brand has following range of products LCD TVs Plasma TVs Televisions DVD and Home Theater Systems Air Conditioners Washing machines Microwave Ovens Presentation Products Inverters Mobile phones LED TV LED lights
Vision and Mission
(The core of the thought
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Our Vision To build a brand around substance. To communicate simple truths that customers understand. To become a leader in our chosen field and become a globally recognized, prestigious company through synergistic businesses investment, differentiation through innovation, passion through empowerment, cost through economies of scale and world class systems and procedures that bring in a sense of delight to our stakeholders. Our Mission To benefit society at large through Innovation, Quality, Productivity, Human Development and Growth, and to generate sustained surpluses, always striving for excellence, within the framework of law and in nothing but the truth in which we base our every action. Corporate Philosophy To think about you, we first think about everything. Commitment to society/nation We respect the society and the environment to which we belong and will contribute to its progress and welfare. Passion for quality Strive to create products with substance that are the best in class. Never compromise on quality. Give our customer better value -for-money, always. Fairness We stand for truth, fairness and justice in all our business and individual dealing - without this spirit, no man can win respect no matter how capable he may be. People - our greatest assets We value good people. It is our responsibility to create actively and constantly an environment that supports them to grow and flourish.
Harmony and co-operation Alone we are weak. Together we are strong. Work together as a family in mutual trust and responsibility.
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Courtes and Humilit Respect the right of others. Be cordial modest and humble. Praise and encourage freely. Strive for continuous improvement (KAIZEN) Seek and find in every action a way to do things better always better. Growth Growth is vital. Increasingly seek out ways and means to constantly move forward. Innovation Progress by ad usting to ever-changing environment around us. As the world moves forward we must keep-in-step. Gratitude Always repay the kindness of our customers associates community nation and friends worldwide with gratitude.
MILESTONES
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1981: MIRC Electronics Pvt. Ltd. was established 1982: CTV production started at NandBhavan, Mumbai 1983: Technical collaboration with JVC, Japan for CTV 1985: Established in-house R&D wing 1986: Production expanded and moved to a new factory at Kalina 1987: Moved to our own factory building "ONIDA HOUSE Iwai, Speaker plant commences its operation 1990: Tuner plant commences operation 1991: Akasaka, PCB plant commences its operation New CTV manufacturing plant at Vasai commences operations 1992: Crossed 1 million CTV sales 1994: Moved to a fully automated Plant of 600K CTV per year at Wada 1995: ISO 9001 certification obtained from BVQI 1998: Award for excellence in electronics by ministry of IT 1999: First in India to develop Internet enabled CTV 2000: Launched the KY Thunder, Profile Series 2001: AV Max award for best CTV Launched Onida Black, flat CTV range Multimedia projectors launched Commenced project to expand CTV capacity to 1 million 2002: Completed plant expansion project to increase capacity from 600K CTVs to 1.2 million CTV's per year
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Launched 'KY Theatre' with circle surround sound, the first complete Home Theatre package Launch of 'Ego'- the economy brand Launched VCD player
2003: Launched world's first LCD remote 'i-Control Launched Air-conditioners Launched Rear Projection TV, Plasma TV & DVD Players Launched Fully Automatic front loading Washing Machines A MIRC product is getting sold every 27 seconds Operations started in Russia 2004: Launch of the 'Oxygen Series' CTV Crossed Sale of 250,000 CTV's in October month Launch of Microwave Owens Mr.GuluMirchandani, CMD awarded 'Man of Electronics for the year' by CETMA 2004- 05: Achieved 1.20 million CTV sales 2005: Launch of 'POISON' range of CTV's 2009: ONIDA's Brand relaunch campaign 'TumkoDekhaTohYeh Design Aaya' to communicate its philosophy of thoughtful product features that are designed keeping customers in mind. Let us look at the hierarchy of HR at ONIDA:
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CHIEF PEOPLE¶S OFFICER (CPO)
INDUSTRIAL RELATIONS MANAGER
CORPORATE HR
TRADE UNIONS
RECRUITMENTS
PERFORMANCE MANAGEMENT SYSTEM
ADMINISTRATION
TRAINING
PAYROLL
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FIRST BEGINS THE CORPORATE HR DEPARTMENT. In it first is Recruitment
RECRUITMENT
OPERATION AND R&D
EGO SALES
ONIDA SALES
MOBILE SALES
Recruitment is done is these 4 different departments. For recruiting people they prefer references of people or even take help from naukri.com. they pay a lumpsum amount of 5-6 lakhs a year for as many people as required. They have recently started campus recruitment. While recruiting people ONIDA prefers experienced people rather than newcomres. The ratio is 95 5 between these two groups. Then comes Training
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TRAINING
TALENT MANAGEMENT
SALES TRAINING
NON-SALES TRAINING
EMPLOYEE ENGAGEMENT
There are 4 people in this department. In corporate language this function is called as Learning and Development . In talent management there is a different cadre of people. They are those who are managing above the training level. It includes trainees manager senior manager etc. Sales training takes care of development of all sales employees. Non-sales training looks after all people at the factory plants R&D department and service dept. Employee engagement organi es all festivals celebrations events and such small activities for mental satisfaction of employees.
Then Performance Management System
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PERFORMANCE MANAGEMENT SYSTEM
QUALITATIVE TARGETS
QUANTITATIVE TARGETS
This is basically target setting . In the months of February and March the employees and their business heads sit together and plan out the work and set their targets for the next financial year. After 6months i.e. in September an internal review is done as to which employee has done how much of work.
And last but not the least Payroll This department has 3 people involved- one head and 2 people under him. These 3 people get the input from factory plants and HR dept. input here means the information about salaries attendance record leaves taken etc. but the salaries are totally decided by the HR. They also consider TDS and loans taken by employees while deciding the payroll. THE SECOND HEAD IS INDUSTRIAL RELATIONS As the name suggests this department is concerned with all the responsibilities of handling people at the factory plants. The GM i.e. General Manager of this dept. is called GMIR who takes care of all activities at plants. At the plants there are mostly skilled workers (atleast graduates . There are registered unions. There are 2 unions at Wada one of which is Shiv Sena. .
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QUESTIONNARE
1 Who is the HR manager of your company? 2 How do you select the employees i.e. whether through experience or through education qualification? 3 Whether you have welfare activities for employees? 4) Which is your source of recruitment- internal or external source? 5) Does your employees en oy promotion and transfer facilities? 6) Would you prefer campus recruitment as a source of recruitment? 7) Would you adopt health and safety measures for employees? 8) Steps adopted by you for selection of an employees or which is the selection procedure you follow? 9) Whether you organise seminars and workshops for employees? 10)According to you today which factor plays an important role is it pay factor or ob quality factor? 11)Does you provide rewards to your employees for better performance? 12)Do you adopt any methods for career planning of the employees?
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Thank You Folks« Regards Deepak J«
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