netrashetty
Netra Shetty
Autoliv (OMX: ALIV SDB, NYSE: ALV) is a Swedish-American company with headquarters in Stockholm, Sweden, that in 1997 sprung from the merger of the Swedish company Autoliv AB and Morton Automotive Safety Products, Inc., a division of the American firm Morton International.
Autoliv develops and manufactures automotive safety systems for all major automotive manufacturers in the world. Together with its joint ventures Autoliv has 80 facilities with 40,000 employees in 30 vehicle-producing countries. In addition, the company has development and engineering centers in six countries around the world, including 20 test tracks, more than any other automotive safety supplier. The company's shares are listed on the New York Stock Exchange and its Swedish Depository Receipts on the OMX Stockholm Stock Exchange.
There are effective places where an organization can shelter from competitors, and many industries have been shaken up because their competitors have taken a global view of their markets. The demise of the motor cycle industry was in a large part due to the inability of the firms to imagine that anyone could gain great production advantages by thinking of manufacture for a global market, instead of the traditional approach of producing for the local market and the exporting of any surplus where there was a protective customs tariff. More organizations are compelled to think of Honda’s business in global terms and most others are subject to ever increasing intensities of competition. Aside, technology advances bring opportunities as well as threats. One example close to the hearts of HRM managers is the new opportunities offered by advances in computer technology, making e-learning a real option, and providing opportunities for other forms of e-HRM.
HR POLICIES
HR as a function has undergone drastic changes. Both, companies that have built empires over a period of time and those that have recently surfaced, owe their success to their people. Hence, companies are working really hard on their human resources management practices. Few have stuck to their age-old practices, while some others have blended them with some modern day techniques.
Ltd. exemplifies an ideal blend of family values, partner values and modern day practices. A joint venture company between Honda Japan and Hero Group India, Ltd. has come a long way from being a two-wheeler manufacturer to being synonymous with two-wheelers!
People management practices at are a reflection of those of their Japanese partner, Honda Motors, although they differ in implementation. These differences could be attributed to the diverse cultural backgrounds of their employees.
The ‘fill it, shut it, forget it ’mantra for its CD 100 model holds true for ’s HR practices!
Fill it Hiring
No, not filling fuel in a bike but filling in organisational fuel-its people! The foremost requirement for any organisation’s success is its employee fitment vis-à-vis its goals. Filling in positions with employees that best suit the requirement governs the recruitment policy at .
The recruitment process is an annual affair at carried out in two phases. Phase one comprises hiring managerial and engineering recruits under the supervision of corporate HR, in addition to a plant representative (either the HR head or a General Manager). Campus recruitments and advertisements are main sources of hiring these people.
Phase two involves shop floor hiring, for which the plant’s HR is solely responsible. has put in considerable effort to drive its recruitment process at the plant level. Pre-requisites have been laid down for positions at the plants. A diploma from Industrial Training Institutes (ITIs) and experience determine a candidate’s rank in the organisation. Prior to the interview process, a written exam is held to assess candidates’ technical / professional knowledge, IQ and general aptitude. Traits like honesty, earnestness and integrity are assessed during the interview. The company’s internal sources are exercised for filling in senior level hiring needs. Employees from company competitors are also considered seriously.
Shut it Training
Having filled the positions, it’s time to equip employees with relevant information and training. has a formalised induction programme at the plant and the corporate levels. The duration of the programme varies for different recruits. Engineering recruits, for instance, have a month-long induction programme, unlike managerial recruits who spend comparatively less time. The difference is largely because the engineering hires need more time on the production floor than the managerial and other function recruits.
The induction programme begins with classroom lectures on the company’s vision, mission, goals, culture and values. Interspersed with these are lectures by the top management officials about their experiences in the company. Classroom sessions lasting a couple of days are followed up by orientation to various functional areas. During the induction process, employees are expected to maintain a record of their learning and daily activities. This helps while providing feedback. Apart from the knowledge of business operations, the five golden rules of work at - punctuality, cleanliness, and quality of work, maintenance of equipment and courteousness and helpfulness towards both external and internal customers are emphasised.
The employee development programmes at include areas like team building, quality control, stress management, time management etc. Star performers are given an opportunity to pursue correspondence courses in Japanese management techniques, like 5 Sigma, TPM, TQC Kaizen and business process management. Employees also have an option of taking ILO sponsored courses on labour management.
Autoliv develops and manufactures automotive safety systems for all major automotive manufacturers in the world. Together with its joint ventures Autoliv has 80 facilities with 40,000 employees in 30 vehicle-producing countries. In addition, the company has development and engineering centers in six countries around the world, including 20 test tracks, more than any other automotive safety supplier. The company's shares are listed on the New York Stock Exchange and its Swedish Depository Receipts on the OMX Stockholm Stock Exchange.
There are effective places where an organization can shelter from competitors, and many industries have been shaken up because their competitors have taken a global view of their markets. The demise of the motor cycle industry was in a large part due to the inability of the firms to imagine that anyone could gain great production advantages by thinking of manufacture for a global market, instead of the traditional approach of producing for the local market and the exporting of any surplus where there was a protective customs tariff. More organizations are compelled to think of Honda’s business in global terms and most others are subject to ever increasing intensities of competition. Aside, technology advances bring opportunities as well as threats. One example close to the hearts of HRM managers is the new opportunities offered by advances in computer technology, making e-learning a real option, and providing opportunities for other forms of e-HRM.
HR POLICIES
HR as a function has undergone drastic changes. Both, companies that have built empires over a period of time and those that have recently surfaced, owe their success to their people. Hence, companies are working really hard on their human resources management practices. Few have stuck to their age-old practices, while some others have blended them with some modern day techniques.
Ltd. exemplifies an ideal blend of family values, partner values and modern day practices. A joint venture company between Honda Japan and Hero Group India, Ltd. has come a long way from being a two-wheeler manufacturer to being synonymous with two-wheelers!
People management practices at are a reflection of those of their Japanese partner, Honda Motors, although they differ in implementation. These differences could be attributed to the diverse cultural backgrounds of their employees.
The ‘fill it, shut it, forget it ’mantra for its CD 100 model holds true for ’s HR practices!
Fill it Hiring
No, not filling fuel in a bike but filling in organisational fuel-its people! The foremost requirement for any organisation’s success is its employee fitment vis-à-vis its goals. Filling in positions with employees that best suit the requirement governs the recruitment policy at .
The recruitment process is an annual affair at carried out in two phases. Phase one comprises hiring managerial and engineering recruits under the supervision of corporate HR, in addition to a plant representative (either the HR head or a General Manager). Campus recruitments and advertisements are main sources of hiring these people.
Phase two involves shop floor hiring, for which the plant’s HR is solely responsible. has put in considerable effort to drive its recruitment process at the plant level. Pre-requisites have been laid down for positions at the plants. A diploma from Industrial Training Institutes (ITIs) and experience determine a candidate’s rank in the organisation. Prior to the interview process, a written exam is held to assess candidates’ technical / professional knowledge, IQ and general aptitude. Traits like honesty, earnestness and integrity are assessed during the interview. The company’s internal sources are exercised for filling in senior level hiring needs. Employees from company competitors are also considered seriously.
Shut it Training
Having filled the positions, it’s time to equip employees with relevant information and training. has a formalised induction programme at the plant and the corporate levels. The duration of the programme varies for different recruits. Engineering recruits, for instance, have a month-long induction programme, unlike managerial recruits who spend comparatively less time. The difference is largely because the engineering hires need more time on the production floor than the managerial and other function recruits.
The induction programme begins with classroom lectures on the company’s vision, mission, goals, culture and values. Interspersed with these are lectures by the top management officials about their experiences in the company. Classroom sessions lasting a couple of days are followed up by orientation to various functional areas. During the induction process, employees are expected to maintain a record of their learning and daily activities. This helps while providing feedback. Apart from the knowledge of business operations, the five golden rules of work at - punctuality, cleanliness, and quality of work, maintenance of equipment and courteousness and helpfulness towards both external and internal customers are emphasised.
The employee development programmes at include areas like team building, quality control, stress management, time management etc. Star performers are given an opportunity to pursue correspondence courses in Japanese management techniques, like 5 Sigma, TPM, TQC Kaizen and business process management. Employees also have an option of taking ILO sponsored courses on labour management.