netrashetty
Netra Shetty
Airgas, Inc. (NYSE: ARG), headquartered in Radnor Township, Pennsylvania, through its subsidiaries, is the largest U.S. distributor of industrial, medical and specialty gases (delivered in packaged or cylinder form), and hardgoods (welding, safety and related products).
The nature of HRM has provoked much debate which distinguishes the integration of personnel policies with business planning; a shift of responsibility from specialists to line managers; individualism in the management of employee relations and an emphasis on securing employee commitment and initiative, identified some common elements, namely, human resources are valuable and a source of competitive advantage; HR policies are integrated with strategic business planning and used to reinforce an appropriate organisational culture; HR may be tapped most effectively by mutually consistent policies that promote commitment and foster a willingness in employees to act flexibly in the interests of the organisation. How organisations recruit, train, reward, motivate and discipline their employees is of central importance to business success. Suggest that strategic HRM uses better approach to the design and management of personnel systems underpinned by some philosophy; matching HRM activities and policies to the strategy and seeing the people of the organisation as strategic resources in the achievement of competitive strategy.
The strategy of a company, combined with the corresponding organisational structure is linked to appropriate approaches to the functions of selection, appraisal, rewards and development. what is needed from employees for the implementation of different strategies will differ and the approach to HRM needs to be designed of choice in HRM practice as planning, staffing, appraising, compensating, training and development and labour-management relations and suggests that internal consistency within these areas along with management values and assumptions regarding the management of people, represent the HRM philosophy of the organisation. However, comments, there is little empirical evidence to support these links between business strategy and approaches to HRM in which different groups of employees within an organisation were treated. The importance of the role played by employees, it tends to focus solely on those employees who interface directly with customers. Clearly in many service organisations there are a significant number of employees who do not have direct customer contact. This presents some theoretical limitations when examining the notion of HRM and strategic HRM, since they are based on the idea of holistic approach and of an underpinning philosophy guiding the formulation of mutually consistent policies .
Human resource management (HRM) entails planning, implementing and managing recruitment, as well as selection, training, career, and organizational development initiatives within an organization. The goal of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees while improving the work life of employees and treating employees as valuable resources as it encompasses efforts to promote personal development, employee satisfaction, and compliance with employment-related laws. HRM departments focus on these activities: planning, implementation and evaluation. The planning function refers to the development of human resource policies and regulations. Human resource managers attempt to determine future HRM activities and plan for the implementation of HRM procedures to help companies realize their goals. Implementation of HRM plans involves four primary activities: acquisition, development, compensation, and maintenance. Acquisition entails the hiring of workers most likely to help a company attain its goals. The development function encompasses the training of workers to perform their tasks in accordance with company strategy. Thus, the evaluation function includes the assessment of a company's HRM policies to determine whether they are effective. This is because organizational responses such as delayering, empowerment, work intensification, flexibility and redundancy appear to have gained as much weight as the macro-environmental drivers of HRM such as competition, technology, economic recession and political change. As change in the external environment triggers organizational responses which may take the form of restructuring, mergers, acquisitions, splits and cost cutting, which triggers human resource management responses reflected in adoption of new employment patterns and new employer-employee relationships. There is an agreement that the adoption of HRM signals business oriented and business integrated approach to the management of people. Furthermore, HRM controversy has been fueled by the discrepancy between the rhetoric and reality of HRM. As a result, and have raised much concern about the applicability of HRM ideas in organizations in the light of a turbulent and constantly shifting environment as reflected in management’s language and vocabulary which is soft and the reality is reflected in management action and behavior that can be hard depending on the prevailing changes in the environment in which the organization operates.
How will you implement the learning on actual work? – this is also
an employees personal action plan.
•
What support you require from your senior mangers for
implementing the same.
All the trainees would send these answers to the Trainer or Assigned
evaluator.
2. 180 degree feedback is done by giving a feedback form to the trainee juniors, trainee himself and his reporting senior. This feedback will be collected after receiving PAP from the trainees and therefore questionnaire will be based on the trainee PAP which he/she submits. The questionnaire will be prepared by Trainer or Assigned evaluator
Step 3 BEHAVIOUR
It is very important to give time to learners to reflect their learning on their work
place.
Process:
1. During this phase 3 months time will be usually given to trainees to actually
reflect the same at the work place.
2. Follow ups are regularly done by Trainer or Evaluator
Recruitment:
Firstly, final budget assigned by the higher management and on that basis, HR department designed a JD and JS for a specific job then job comes from the different departments of the organization. We also have data of internal employees if the requirement of our JD is fulfilled by them then we gave the first preference to our own employees. If we required the fresh graduates then we hire from the different institutes. We also give ads on Rozee.pk and sometimes use Dawn newspaper for experienced employees.
Selection:
Basically we conduct four types of interviews.
Initial interview
Panel interview
Managerial level interview
Interview with CEO
Initial interview:
Initial interview is compulsory for everyone. It is conducted by the HR department. The main purpose of this interview is to judge the candidate that how long he can stay in Organization. In this interview we ask general question such as candidate name, family back ground, achievement in life and most importantly future goals.
Panel interview:
It is conducted by the specialized person of related field e.g. if we hire candidate for marketing department then interview will be conducted by the marketing manager or marketing specialists. In which we check that they have knowledge about their specialization.
Managerial level interview:
It is conducted by the managers of different departments. In this interview managers check the decision making power.
Interview with CEO:
If the candidate clears the first three interviews then we call for the final interview which is conducted by the CEO. The purpose of this interview is to interact with CEO.
Training and Development:
Orientation:
In the orientation we introduce the candidate about the organization culture, environment, rules and regulations and everything that everyone has to follow in the organization. And also we introduce them with the existing employees. We deliver two types of orientation:
• Fresh candidates’ orientation
• Higher managerial orientation
The schedule of the orientation we mail to the internal employees. The purpose of doing mail is to keep co-operation of internal employee with new employees. After orientation we assure the candidate that he is aware about hierarchy of the organization.
Employee training:
After the selection, we use the ERP (Enterprise Resource Planning). Through ERP we trained our employees for every work which is required for job. Training need assessment (TNA) settled once a year. Training session arrange for the employees. When training session are arrange then the head of HR send mail to all the seniors to inform about the training.
Employee development:
For the employee development we also conduct the foreign training in UK and in different countries. Designation also developed through the training. We gave more benefits to the foreign trained employees like travelling allowance, medical facility and children education fee etc. company bears all the expenses of that employee. And make contract with that employee, he couldn’t leave the job before two years or one year.
Career Development:
We analyze the employee performance through their output. We trained them properly in the specific area where the employee needs training, then step by step the career of the employee develops. For their evaluation we have appraisal form, from which we evaluate the overall performance of the employee.
Motivation:
Employee Benefits:
To motivate the employees, we gave more benefits like two days are off in week, medical facility, children fees, travelling allowances. Monthly base evaluation of the fresh engineers to check that how they are performing. This is our ways to criticize someone for good performance.
Reward and compensation:
Basically, we are the consultant of “Millat Tractors” so we have to run with them. We can’t go on higher level or not on the lower level. Our benefits are very good which always motivates the employees to make themselves on the high level. As reward, we gave 10 casual leaves to the employees. 30 annual leaves are allowed except Saturday and Sunday. But it approved by the secretary and then HR department, then you can go on holidays. 52 leaves overall and total 135 days are off in a year including Saturday and Sunday. Almost 5 months are off in the whole year.
Job Design:
It is defined by the company. Duration of teach worker is fixed that for how long he will work on this position. And what will the position and salary after a specific time.
Authority:
No authority system that can threat you and de-motivate you. Culture and environment of our organization is very good that helps you every time.
Union:
Union is not made in Millat Equipment but in Millat Tractors.
Maintenance:
Health and Safety:
We conduct some training and development sessions for health and safety in which we tell the rules and regulations of the company to employees. We have fire agents to protect the whole organization. In health and safety department, super checkers and heads who investigate the employees all time in the production area. We restrict them to wear gloves. They can’t start the work without using gloves. In case, if employee doesn’t care about the protection then we warn them. Sometimes we gave punishment like we pay off that employee for 20 days because we don’t take any risk in the health care. In our organization for health and safety care, some restrictions implied like smoking and spitting restrictions etc. In production area, they must wear the uniform and there is no any point inside the organization where they can smoke. But for the regular smokers we allowed them a specific area for smoking outside the gate. Employee’s duty start from 7am, tea time; 9am, lunch time for 1 hour is at 12pm and at 3pm again their tea time. It’s done to make them relax. We have also assembly hall in which we arrange the meetings in case of emergency. Medical facility also provided in case of illness.
Communication:
We communicate to the entire employee through mails, because the environment is paperless.
Employee relation:
There is very friendly environment in the organization. Every one cares for the manners and keeps in mind the limitations.
Analysis:
It has been a wonderful experience when we have visited Millet equipment limited. The one thing which comes strongly in focus was the specified rules and regulations applied in the organization. These rules and regulations are applicable on all levels of the organization, and if anyone found to break these rules and regulations a penalty imposed on that person. The working techniques are strongly implemented which we have observed in this organization. The process of recruiting employees and the means of publishing JD’s and JS is quiet fair in its respect. The training and development process of the company is pretty much panned and successful; the orientation system is excellent regarding the interaction of the employees to the company environment. For the purpose of career development different performance appraisal systems have been followed. The rewards and benefits system are according to the need of the employees.
The nature of HRM has provoked much debate which distinguishes the integration of personnel policies with business planning; a shift of responsibility from specialists to line managers; individualism in the management of employee relations and an emphasis on securing employee commitment and initiative, identified some common elements, namely, human resources are valuable and a source of competitive advantage; HR policies are integrated with strategic business planning and used to reinforce an appropriate organisational culture; HR may be tapped most effectively by mutually consistent policies that promote commitment and foster a willingness in employees to act flexibly in the interests of the organisation. How organisations recruit, train, reward, motivate and discipline their employees is of central importance to business success. Suggest that strategic HRM uses better approach to the design and management of personnel systems underpinned by some philosophy; matching HRM activities and policies to the strategy and seeing the people of the organisation as strategic resources in the achievement of competitive strategy.
The strategy of a company, combined with the corresponding organisational structure is linked to appropriate approaches to the functions of selection, appraisal, rewards and development. what is needed from employees for the implementation of different strategies will differ and the approach to HRM needs to be designed of choice in HRM practice as planning, staffing, appraising, compensating, training and development and labour-management relations and suggests that internal consistency within these areas along with management values and assumptions regarding the management of people, represent the HRM philosophy of the organisation. However, comments, there is little empirical evidence to support these links between business strategy and approaches to HRM in which different groups of employees within an organisation were treated. The importance of the role played by employees, it tends to focus solely on those employees who interface directly with customers. Clearly in many service organisations there are a significant number of employees who do not have direct customer contact. This presents some theoretical limitations when examining the notion of HRM and strategic HRM, since they are based on the idea of holistic approach and of an underpinning philosophy guiding the formulation of mutually consistent policies .
Human resource management (HRM) entails planning, implementing and managing recruitment, as well as selection, training, career, and organizational development initiatives within an organization. The goal of HRM is to maximize the productivity of an organization by optimizing the effectiveness of its employees while improving the work life of employees and treating employees as valuable resources as it encompasses efforts to promote personal development, employee satisfaction, and compliance with employment-related laws. HRM departments focus on these activities: planning, implementation and evaluation. The planning function refers to the development of human resource policies and regulations. Human resource managers attempt to determine future HRM activities and plan for the implementation of HRM procedures to help companies realize their goals. Implementation of HRM plans involves four primary activities: acquisition, development, compensation, and maintenance. Acquisition entails the hiring of workers most likely to help a company attain its goals. The development function encompasses the training of workers to perform their tasks in accordance with company strategy. Thus, the evaluation function includes the assessment of a company's HRM policies to determine whether they are effective. This is because organizational responses such as delayering, empowerment, work intensification, flexibility and redundancy appear to have gained as much weight as the macro-environmental drivers of HRM such as competition, technology, economic recession and political change. As change in the external environment triggers organizational responses which may take the form of restructuring, mergers, acquisitions, splits and cost cutting, which triggers human resource management responses reflected in adoption of new employment patterns and new employer-employee relationships. There is an agreement that the adoption of HRM signals business oriented and business integrated approach to the management of people. Furthermore, HRM controversy has been fueled by the discrepancy between the rhetoric and reality of HRM. As a result, and have raised much concern about the applicability of HRM ideas in organizations in the light of a turbulent and constantly shifting environment as reflected in management’s language and vocabulary which is soft and the reality is reflected in management action and behavior that can be hard depending on the prevailing changes in the environment in which the organization operates.
How will you implement the learning on actual work? – this is also
an employees personal action plan.
•
What support you require from your senior mangers for
implementing the same.
All the trainees would send these answers to the Trainer or Assigned
evaluator.
2. 180 degree feedback is done by giving a feedback form to the trainee juniors, trainee himself and his reporting senior. This feedback will be collected after receiving PAP from the trainees and therefore questionnaire will be based on the trainee PAP which he/she submits. The questionnaire will be prepared by Trainer or Assigned evaluator
Step 3 BEHAVIOUR
It is very important to give time to learners to reflect their learning on their work
place.
Process:
1. During this phase 3 months time will be usually given to trainees to actually
reflect the same at the work place.
2. Follow ups are regularly done by Trainer or Evaluator
Recruitment:
Firstly, final budget assigned by the higher management and on that basis, HR department designed a JD and JS for a specific job then job comes from the different departments of the organization. We also have data of internal employees if the requirement of our JD is fulfilled by them then we gave the first preference to our own employees. If we required the fresh graduates then we hire from the different institutes. We also give ads on Rozee.pk and sometimes use Dawn newspaper for experienced employees.
Selection:
Basically we conduct four types of interviews.
Initial interview
Panel interview
Managerial level interview
Interview with CEO
Initial interview:
Initial interview is compulsory for everyone. It is conducted by the HR department. The main purpose of this interview is to judge the candidate that how long he can stay in Organization. In this interview we ask general question such as candidate name, family back ground, achievement in life and most importantly future goals.
Panel interview:
It is conducted by the specialized person of related field e.g. if we hire candidate for marketing department then interview will be conducted by the marketing manager or marketing specialists. In which we check that they have knowledge about their specialization.
Managerial level interview:
It is conducted by the managers of different departments. In this interview managers check the decision making power.
Interview with CEO:
If the candidate clears the first three interviews then we call for the final interview which is conducted by the CEO. The purpose of this interview is to interact with CEO.
Training and Development:
Orientation:
In the orientation we introduce the candidate about the organization culture, environment, rules and regulations and everything that everyone has to follow in the organization. And also we introduce them with the existing employees. We deliver two types of orientation:
• Fresh candidates’ orientation
• Higher managerial orientation
The schedule of the orientation we mail to the internal employees. The purpose of doing mail is to keep co-operation of internal employee with new employees. After orientation we assure the candidate that he is aware about hierarchy of the organization.
Employee training:
After the selection, we use the ERP (Enterprise Resource Planning). Through ERP we trained our employees for every work which is required for job. Training need assessment (TNA) settled once a year. Training session arrange for the employees. When training session are arrange then the head of HR send mail to all the seniors to inform about the training.
Employee development:
For the employee development we also conduct the foreign training in UK and in different countries. Designation also developed through the training. We gave more benefits to the foreign trained employees like travelling allowance, medical facility and children education fee etc. company bears all the expenses of that employee. And make contract with that employee, he couldn’t leave the job before two years or one year.
Career Development:
We analyze the employee performance through their output. We trained them properly in the specific area where the employee needs training, then step by step the career of the employee develops. For their evaluation we have appraisal form, from which we evaluate the overall performance of the employee.
Motivation:
Employee Benefits:
To motivate the employees, we gave more benefits like two days are off in week, medical facility, children fees, travelling allowances. Monthly base evaluation of the fresh engineers to check that how they are performing. This is our ways to criticize someone for good performance.
Reward and compensation:
Basically, we are the consultant of “Millat Tractors” so we have to run with them. We can’t go on higher level or not on the lower level. Our benefits are very good which always motivates the employees to make themselves on the high level. As reward, we gave 10 casual leaves to the employees. 30 annual leaves are allowed except Saturday and Sunday. But it approved by the secretary and then HR department, then you can go on holidays. 52 leaves overall and total 135 days are off in a year including Saturday and Sunday. Almost 5 months are off in the whole year.
Job Design:
It is defined by the company. Duration of teach worker is fixed that for how long he will work on this position. And what will the position and salary after a specific time.
Authority:
No authority system that can threat you and de-motivate you. Culture and environment of our organization is very good that helps you every time.
Union:
Union is not made in Millat Equipment but in Millat Tractors.
Maintenance:
Health and Safety:
We conduct some training and development sessions for health and safety in which we tell the rules and regulations of the company to employees. We have fire agents to protect the whole organization. In health and safety department, super checkers and heads who investigate the employees all time in the production area. We restrict them to wear gloves. They can’t start the work without using gloves. In case, if employee doesn’t care about the protection then we warn them. Sometimes we gave punishment like we pay off that employee for 20 days because we don’t take any risk in the health care. In our organization for health and safety care, some restrictions implied like smoking and spitting restrictions etc. In production area, they must wear the uniform and there is no any point inside the organization where they can smoke. But for the regular smokers we allowed them a specific area for smoking outside the gate. Employee’s duty start from 7am, tea time; 9am, lunch time for 1 hour is at 12pm and at 3pm again their tea time. It’s done to make them relax. We have also assembly hall in which we arrange the meetings in case of emergency. Medical facility also provided in case of illness.
Communication:
We communicate to the entire employee through mails, because the environment is paperless.
Employee relation:
There is very friendly environment in the organization. Every one cares for the manners and keeps in mind the limitations.
Analysis:
It has been a wonderful experience when we have visited Millet equipment limited. The one thing which comes strongly in focus was the specified rules and regulations applied in the organization. These rules and regulations are applicable on all levels of the organization, and if anyone found to break these rules and regulations a penalty imposed on that person. The working techniques are strongly implemented which we have observed in this organization. The process of recruiting employees and the means of publishing JD’s and JS is quiet fair in its respect. The training and development process of the company is pretty much panned and successful; the orientation system is excellent regarding the interaction of the employees to the company environment. For the purpose of career development different performance appraisal systems have been followed. The rewards and benefits system are according to the need of the employees.
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