Final Report of Intrnshp 2011

8/3/2019 Final Report of Intrnshp 2011

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DEPARTMENT 0F COMMERCE

MANIPAL UNIVERSITY

HUMAN RESOURCE MANAGEMENT

IN BUNGE

By

ANUSHREE MEHROTRA (092601105)

RUPALI SINGH (092601115)

BBM [e-Banking & Finance] Course

JUNE 2011

Department of Commerce,

Manipal University, Manipal-576 104


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A Project Report on

HUMAN RESOURCE MANAGEMENT IN BUNGE

Submitted in partial fulfillment of the requirements

for the award of

Degree of BBM [e-Banking & Finance]

by

ANUSHREE MEHROTRA

RUPALI SINGH

UNDER THE GUIDANCE OF

MR. JAI RAM SHETTY , MR. SAMEER RANE

JUNE 2011

Department of Commerce,

Manipal University, Manipal-576104


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DECLARATION

We, the students of BBM [e-Banking & Finance], Department of Commerce, Manipal

University, declare that the Project Report entitled HUMAN RESOURCE MANAGEMENT

IN BUNGE, being submitted to the Department of Commerce, Manipal University, in

partial fulfillment of the requirements for the award of Degree of BBM [e-Banking &

Finance], is our original work and the same is / was not earlier submitted to any other Degree,

Diploma, Fellowship or any other similar title or prizes

Signature of students with Names

followed by Registration Nos.

Date:


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CERTIFICATE

This is to certify that ANUSHREE MEHROTRA(092601105), & RUPALI

SINGH(092601115), students of BBM [e-Banking & Finance], Department of Commerce,

Manipal University have carried out their Project entitled HUMAN RESORCE

MANAGEMENT IN BUNGE in our company /Institution / Organization during the period

of 6 weeks commencing from 2-5-2010 to 28-5-2010 under the Supervision & guidance of

Mr. SAMEER RANE Asst General Manager and that no part of this Report has been earlier

submitted for the award of any other Degree, Diploma, Fellowship or any other similar title

or prizes and that the work has not been published in any Journal or Magazine.

The Project has been completed to our satisfaction and copy of the Report submitted by the

aforesaid students has been accepted by us.

Signature of the Company Guide with Signature of the

Name & Designation Authorised signatory

Date: of company/Inst./Org. with

Designation & seal.


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ACKNOWLEDGEMENT

We are immensely grateful toMr.Sandeep Shenoy Head of Department,

Mr. Sai.Sachidanandh.Batt, Project Coordinator for the constant support and the guidance

that he provided for working on this topic. We would also like to thank Mr jai ram shetty,

Faculty Guide.

So in the same sequence at very first, we would like to confer the flower of

acknowledgement to Mr. Sameer Rane and other staff members who taught us that how to

do the project through appropriate tools and techniques. Because BUNGE has trusted us and

given us a chance to do our integrated research study, we would like to give thanks to the

organization and especially to Mr. Sameer Rane Asst. General Manager, BUNGE,

MUMBAI from the depth of our heart. Rest all those people who helped us are not only

matter of acknowledgement but also authorized for sharing our success


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TABLE OF CONTENTS

CHAPTER

NO.

NAME OF THE CHAPTER PAGE NO.

1. INTRODUCTION

1.1 Company

1.1.1 Definition

1.2 Human Resource management in BUNGE.

2. y Components of HUMAN RESOURCE MANAGEMENT

y 2.1 Humanresourceinformationsystem-

y 2.1.1Introduction

y 2.1. 2Definition

y 2.1.3 Objective

y 2.1.4 Applications

y 2.1.5 Employee documents

y 2.1.6 Appointment letter

y 2.1.7 Salary annexure


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y 2.2 Training & development

y 2.2.1 Definition

y 2.2.2 Purpose & Need

y 2.2.3 Objective

y 2.2.4 Training Need Assessment

y 2.2.5 Training methods

y 2.2.6 Training Flowchart

y 2.2.7 Training process

y 2.3 Promotion

y 2.3.1Definition

y 2.3.2 Promotional Policy

y 2.3.3 Objectives of Promotion

y 2.3.4 Basis of Promotion

y 2.4 Recruitment

y 2.4.1 Meaning

y 2.4.2 Recruitment- Source and Method

y 2.5 Job Description

y 2.5.1 Meaning

y 2.5.2 Function of Job Description

y 2.5.3 Features of Job Description


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y 2.5.4 Benefits of Job Description

y 2.5.5 Importance of Job Description

y 2.6 Performance Appraisal

y 2.6.1 Meaning

y 2.6.2 Objectives of Performance Appraisal

y 2.6.3 Perfomance Appraisal Methods

y 2.6.4 Management By Objective (MBO)

y 2.6.5 Self Appraisal

3.RESEARCH DESIGN

y 3.1 Research definition

y 3.2 Research design meaning

y 3.3 Objective of project

y 3.4 Collection of data

4. COMPANY PROFILE

5.DATA ANALYSYS

6. FINDINGS

.

7.ANNEXURE


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8. SUGGESTIONS

9.CONCLUSION


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ABSTRACT

The project is a part of the training period of Six week, which we

had in BUNGE INDIA PRIVATE LIMITED under MR. SAMEER RANE(Asst. Manager)

our organizational guide and MR. AKASH SHUKLA was our internal guide.

We took the challenge and approach with the project HUMAN RESOURCE

MANAGEMENT.

At the end we concluded from the project that employees of Bunge are satisfied with the

working environment, salary provided and other benefits like (Mediclaim, performance

linked variable bonus) and other facilities provided by the company.

The main objective of this project is to study the awareness of the

Satisfaction of employees regarding the overall working environment. During

this summer internship program period we have to achieve something,

which is helpful for our career, and some value addition to the Bunge Company. It gives us

good opportunity to expose and to create good impression of corporate mind.


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CHAPTER 1

INTRODUCTION


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INTRODUCTION

1.1 INTRODUCTION TO COMPANY

1.1.1 DEFINITION-

A company is an association of individuals formed for some common purpose.

1.1.2 HUMAN RESOURCE MANAGEMENT IN BUNGE-

Definition

HRM is a process of bringing people and organization together so that the goals of

each one are met effectively and efficiently.

HRM is a modern term for what has traditionally been referred to as Personnel

Administration or Personnel Management.

HRM refers to the management of all decision within an organization that is related to

people.

HRM is the planning, organizing, directing and controlling of the procurement,

development, compensation, integration and maintenance of human resource to the

end those individual, organizational and social objectives are accomplished.


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CHAPTER 2

COMPONENTS OF HUMAN RESOURCE

MANAGEMENT SYSTEM


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2.1 HUMAN RESOURCE INFORMATION SYSTEM:-

2.1.1 INTRODUCTION

Human Resource Information Systems (HRIS) are increasingly popular computerized

databases that contain important information about employees.

A computer based application for assembling and processing data related to HRM function

HRIS consists of a database, which contains one or more files in which the data relevant to

the system are maintained, and a database management system, which provides the means by

which users of the system access and utilize these data.

HRIS contains tools that allow users to input new data and edit existing data, such programs

provide users with the opportunity to select from an array of predefined reports that may

either be printed or displayed on a monitor.

A software or online solution for the data entry, data tracking, and data information needs of

the Human Resources, payroll, management, and accounting functions within a business


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2.1.2 DEFINITION

1. The composite of

data bases,

computer applications,

hardware and software that are used to -

collect,

record,

store,

manage,

deliver,

present and update data for human resource.

A system which seeks to merge the activities associated with human resource management

(HRM) and information technology (IT) into one common database through the use of

enterprise resource planning (ERP) software.


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2.1.3 OBJECTIVE OF HRIS

The goal of HRIS is to merge the different parts of human resources, including payroll, labor

productivity, and benefit management into a less capital-intensive system than the

mainframes used to manage activities in the past.

2.1.4 APPLICATION OF HRIS

1. To make the desired information available in the right form to right person at the

right time.

2. To reduce manual work load of administrative activities.

3. To supply the required information at a reasonable cost.

4. To use efficient methods of processing data.

5. To ensure some security and secrecy of important or confidential data.

6. To keep the information up-to-date.

Employee data base development

e.g.-

1. profile of employee


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2. Leave/absence record

3. Online leave

4. Employee self service and data base access

5. H.R. Development

6. Performance management

7. Training and development

8. Learning and development

9. Compensation and benefits

10.Salary & income tax management

11.Claim and reimbursement management

12.Pay roll

13.Job evaluation


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14. Salary survey

15.Salary planning

16.Develop innovative Org. Structure

17.Employee participation (better communication)

18.Develop IT

2.1.5 BUNGE NEW EMPLOYEES HAVE TO SUBMIT FOLLOWING HR

DOCUMENTS

1. EMPLOYEE NAME

2. EMPLOYEE NO.

3. LOCATION

4. DESIGNTION

5. DATE OF JOINING


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2.1.6 APPOINTMENT LETTER-INCLUDES

RENUMERATION-

Basic salary, other allowances, PLVB(performance linked variable benefits).

TRANSFER OF SERVICES-

One department to another location to another & to any group, company or division.

PROBATION-

Probation period of 6 months after which employee services will be confirmed in writing

based on the performance .The management may extend the probation for further period of 3

months .during probation period, if the management considers that employee do not meet

the performance standard of the post it reserves the right to terminate employee service at its

own discretion after giving 24 hours notice, company has the right to terminate the service

without assigning any reason during the probation period.

LEAVE-

Employee will be entitled to 21 working days of privilege leave and 7 working days of casual

leave. Grant of leave subject to business exigencies and at the discretion of the company.

RETIREMENT AGE-

Employee will retire at the age of 58 years from the service of the company


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CODE OF CONDUCT-

Employee will be required to adhere to code of business conduct and standard of business

behaviour that company expects from all employees . Employees Will be required to

formally accept in writing code of ethics of the company. A copy of code of ethics along with

acknowledgement and acceptance letter will be given to the employee along with

appointment letter.

NO SIMULTANEOUS EMPLOYMENT-

While in the employment of the company employee will not ,under any circumstances, be

permitted to work for any other firm of persons , nor in any way associated with any firm of

persons as advisor, director, partner ,whether paid or not for employee services, without

prior written permission of the company. In case this condition is contravened, employment

will be denied to have ceased in terms of appointment as a result of misconduct and a breach

of employee obligation under the letter of appointment.

CONFIDENTIALITY-

Employee will not, during employment , disclose to any person , firm, or company , or make

use of any confidential information, which employee may require during the period of

employment which is connected with the business or finances of the company. After the

termination of employment, employee will remain contractually bound not to disclose or


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make use of any confidential information , or trade secret which could result in company or

any other group of company .

PAST REPORT-

If any declaration or any information furnished by employee to the company proves to be

false or if employees are found to have willfully suppressed any material information,

employees are liable to be removed from the services of the company without any notice or

compensation whatsoever.

TERMINATION-

After confirmation, either party shall have the right to terminate this agreement by giving the

other 3months notice in writing to that effect or by paying notice pay in lieu, thereof without

assigning any reason whatsoever


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2.1.7 SALARY ANNEXURE

NAME:

GRADE

DEPARTMENT

DESIGNATION

LOCATION

BASIC SALARY

HOUSE RENT ALLOWANCE

CONVEYANCE ALLOWANCE

SPECIAL ALLOWANCE


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MONTHLY TOTAL

ANNUAL TOTAL(A)

ANNUAL BENEFITS

LEAVE TRAVEL ASSISTANCE (LTA)

MEDICAL REIMBURSEMENT

TOTAL ANNUAL BENEFITS(B)

RETIREMENT BENEFITS

PROVIDENT FUND @12% OF BASIC SALARY PER ANUM

[email protected]% OF BASIC SALARY PER ANUM

TOTAL RETIREMENT BENEFITS(C)

PERFORMANCE LINKED VARIABLE BONUS(D)

GROSS COMPENSATION (A+B+C+D)


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OTHER BENEFITS

GROUP MEDICLAIM HOSPITALIZATION BENEFIT:

Hospitalization insurance for self, spouse and two dependent children

(below 21 years of age) as per companys policy.

GROUP PERSONAL ACCIDENT INSURANCE:

Group personal accident insurance as per companys policy.

GRATUITY:

As per payment of gratuity act,1972.

PERFORMANCE LINKED VARIABLE BONUS:Value indicated in

annexure is for service of 12 months with assumed rating 3 & will be

given if the employee is on rolls of company on day of disbursement.


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2.2 TRAINING AND DEVELOPMENT

2.2.1 DEFINITION-

Training is provided to update knowledge, sharpen the skills and creating awareness of the

latest developments and changes.

Training is a process of learning a sequence of programmed behavior. It is application of

knowledge. It gives people an awareness of the rules and procedures to guide their behavior.

It attempts to improve their performance on the current job or prepare them for intended job.

Development is aimed not only to improve the existing job performance but also bring about

personality growth and equip person for promotions and hold positions of greater

responsibilities.

Development covers not only those activities which improve job performance but also those

which bring about growth of the personality; helps individuals in the progress towards

maturity and actualization of their potential capacities so that they become not only good

employees but better men and women.


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2.2.2 TRAINING PURPOSE AND NEED

Training needs are identified on the basis of organizational analysis, job analysis and man

power analysis

The sharing of information through training is most valuable tool to develop most valuable

asseti.e. employees, workers.

1. To Increaseproductivity:

training can help employees to increase their level of performance and productivity.

2. To improve Quality:

trained employees, workers are less likely to make operational mistakes if the mistakes are

less, quality of product or service increase.

3. To helpan org./companyto fulfillits futurepersonnelneeds:

organizations having good internal educational or training programs, will have to make less

drastic manpower changes and adjustments in the event of sudden personnel alterations.

When the need arises, organizational vacancies can more easily be staffed from internal

sources only.


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4. To improve organizationalclimate:

if production and product quality of any org. improve; then financial incentives increased,

internal promotion become stressed, then employees feel job satisfaction and the climate of

organization improves.

5. To improve health and safety:

proper training can help prevent industrial accidents. A safe work environment leads to more

stable mental attitude on the part of employees.

1. Ensure ultimate customer satisfaction

2. Improving overall performance of the organization

3. Enabling employees to do the work more efficiently and effectively, (Employees job

satisfaction).

4. Means making the organization more processed , more efficient and effective.


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2.2.3 OBJECTIVES OF TRAINING & DEVELOPMENT

Objectives :

1. The main objectives of training and development are to improve the qualities of

the trainee,

2. formulation of objectives for different needs and ways of achieving it.

3. The training objective is very important because it determines the design and content of

the training programs. It is designed to increase personnel efficiency and capability.

4. To improve professional growth, smooth and more effective organizations operations.

5. To enable personal growth

2.2.4 TRAINING NEED ASSESMENT

Definition:

Training need assessment is the process of identifying performance requirements and the

"gap" between what performance is required and what presently exists.


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A Training Need Assessment is the process of separating the job tasks into those for which

training is needed and those for it is not and then developing an Individual Training Plan for

accomplishing the needed training. This does not merely mean selecting those knowledge,

skills or abilities, which are critical to the job performance, but also means determining what

are the capabilities of the current job.

There are three levels of need assessment:

-organizationalanalysis,

-taskanalysisand

-individualanalysis.

Organizationalanalysis : looks at the effectiveness of the organization and

determines where training is needed and under what conditions it will be conducted.

Trainingneed analysis at organizational level focuses on strategic planning,

business need and goals. It starts with the assessment of internal environment of the

organization such as, procedures, structures, policies, strengths, and weaknesses and

external environment such as opportunities and threats.

Individual Level

Training need analysis at individual level focuses on each and every individual in the

organization.


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At this level, the organization checks whether an employee is performing at desired

level or not, If there is difference between the expected performance and actual

performance then certainly there is a need of training.

Operational Level/ Taskanalysis Training Need analysis at operational level

focuses on the work that is being assigned to the employees.

The job analyst gathers the information on the basis of whether the job is clearly

understood by an employee or not. He gathers this information through technical

interview, observation, psychological test; questionnaires etc.

Today, jobs are dynamic and keep changing over the time so training need

assessment is required time to time for org. to equip their employee for competitive

advantage.

2.2.5 TRAINING METHODS

1.) Onthe Job Training (OJT).

2.) Demonstrationand examples.

3.) simulation.

4.) Apprenticeship.


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5.) Classroommethods.

a.) Lectures.

b.) Conference.

c.) Seminar orteam discussion.

d.) Casestudy.

e.) Roleplay.

6.) Othertrainingmethods

a.)Audiovisual Aids

b.) Computer-Based Training

c.)Distanceand Internet-Based Training

d.) Job Instruction Training (JIT)


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2.2.6 TRAINING METHODS

TRAINING CALENDAR

TRAINING NEED IDENTIFICATION

1. Organizational/Business needs, Developmentalneeds

2. Failure Anal sis, Accident Anal sis

TRAINING PROGRAMME

Class Room / On the Job / External

TRAINING FOCUS

EVALUATION OF TRAINING EFFECTIVENESS

Other Initiatives

1. Short Term Projects2. Job Rotation3. Knowledge Integration - visits to benchmark units


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Trainingand Development

1)Training Focus

Job Related and Behavioral: this is a worker oriented job analytical approach which attempt

to describe the whole person on the job.

Itsmain features:

a). A fundamental distinction must be made between what has been done and what

employees need to do to get the things done.

b.) Although the behavior of employees and their tasks can be described in many

ways, only a few functions are involved. For e.g. while interacting with machines,

employees feed, tend, operate, and or set up. Although each of this function occurs over

a wide range of difficulty and content each essentially draws on a relatively narrow and

specific range of similar kinds and degrees of employees characteristic and

qualification.

Trainingidentification

Organization/Businessneeds, Individual Needs

Organizational Needs

These concerns the performance of the organization as a whole. Here identification of

training needs is done to find out whether the organization is meeting its current performance

standards and objectives and if not, exploring ways in which training or learning might help it

to do so. Sometimes organizational training needs are also identified when the organization

decides that it has to adopt a major new strategy, create a new product or service, undergo a


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large-scale change programme, or develop significant new relationships, such as joining with

others to form new partnerships.

Individual Needs

These concern the performance of one or more individuals (as individuals, rather than as

members of a group). Here identification of training needs is about finding out to what extent

individuals need to learn or be trained in order to bring their current performance up to the

required level as a result of changes in methods and processes that call for new competencies

and skills.

Training Calendar

The training calendar is divided into 3 parts: behavior, functional, and technical. It is

prepared every year according to the training needs givens to employees. Training calendar is

a schedule of training prepared for a fiscal year

Process:

Step 1: Define and chart part of the organization in which the work has to be done. It is to

have a focused approach of the study. It could either be a particular department, a section, a

unit, a specific group or a staff category.

Step 2: Use various data collection measures to collect both qualitative as well as quantitative

data.

Step3: Analyze the entire data collected in order to find out causes of problem areas and

priorities areas, which need immediate attention.

Step 4: Priorities the different training programmes according to the responses collected.


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Step5: Record and file the entire data so that it can be used for future reference while

designing the training programmes / training calendar.

Training Programme

1) Class Room/ Onthe Job/ External

Class Room: lectures it can be given through verbal presentation audio and visual.

Onthe job: Conducted at the work site and in the context of the job. It is many times

informal. An experienced worker shows a training how to work on the job. It is a

effective method as the trainee learns by the experience making him or her highly

competent.

External: KIP visit to other plant sites, Gyanodaya training center of ABG situated in

Mumbai. Employees are also send to other different areas for training.

1).Evaluation of Training Effectiveness

It a last stage in the training and development process. The main objective of

evaluating the training programmes is to determine if they are accomplishing specific

training objectives i.e. correcting performance deficiencies. It is useful to explain

program failure, should it occur. Finally, credibility of training and development is

greatly enhanced when it is proved that firm has benefited tangibly from it.


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Other Initiatives

a).Short Term Projects

It is given by mentors or supervisors to employees and the project is

monitored after every 15 days to enhance to improve the effectiveness. If their

any loop hole proper guidance and mentoring is provided. It is mainly given

for functional training.

b.) Job Rotation

Job rotation involves moving employees from job to job to add variety and reduce

boredom by allowing them to perform a variety of task.

c.) Knowledge Integration-visitto benchmarkunits

KIP visits are given according to the need of employees and the employees are

send to visit plant sites.

d.) Counseling

Counseling helps employees discuss their goals in one to one counseling

session. Along with goals, other variables identified are capabilities interest

current job activities and performance. Counseling is usually voluntary.


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e.) E-learning:

E-learning refers to the use of internet or an organizational intranet to

conduct training online. It relatively easy for trainer to update content. It is

self paced. Trainees can proceed on their own time. Allows for consistency in

the delivery of training.


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2.2.7 TRAINING PROCESS

Poornata Enterprise Learning Management

1. Project POORNATA is an ERP implementation Project for Human Resource

Management.

2. The best in- class Human Resource Management ERP, PEOPLESOFT is

being implemented

3. POORNATA is a central implementation with the servers being installed at

AHURA centre at Andheri Mumbai


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Objectives of Pooranta

1. To build a single integrated HR-ERP for all Management cadre employees of the

group

2. To elevate all HR processes to world class levels and standardize them across units

and businesses

3. Automate HR Processes making them faster and more efficient

4. Enable timely and accurate data availability to Management for decision making

1. Purpose

This is a Guide to your new Enterprise Learning Management System (ELM) Poornata that

enables BUNGE to proactively manage their learning environment, ensuring that employees

acquire knowledge and skills consistent with corporate objectives. ELM will focus on

session-based trainings.

This Guide is both a reference tool for use in your day-to-day role and also a training manual.

2. Using Enterprise Learning Management (ELM) Processes

Introduction: The Enterprise Learning Management process at ABG will be used for entire

range of end-to-end Training Process. ELM System would be mainly used for session-based

trainings. The objective is to standardize and automate Training Processes across the Group.

The Enterprise Learning Management System pursues the following objectives:

1. To create and foster a learning culture

2. To enable the Learners to plan and review their learning


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This user guide describes the most commonly used transactions in Enterprise Learning

Management, of recording employee training events or what is called in Enterprise Learning

Management parlance as Training Activity updates. These changes are done in Enterprise

Learning.

Followingarethesteps:

1. Assign Objectives to Learners

2. Create and manage a Catalog Item

3. Create and manage a Activity

4. Learner enrolls through Employee Self Service

5. Manager enrolls Employee through Manager Self

Service

6. Training Administrator enrolls Learners

7. Approve Enrollment for Learner by Managers

8. Manage waitlist of Learners by Training Administrator

9. Capture Grading and Attendance of Learner by

Training Administrator

10. Capture consolidated Training Evaluation Feedback

11. Action Plan preparation by an Employee

12. Enter and manage Internal Learner / External /

Instructor

13. Supplement Learning

14. Reports


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Scope of Project

The following Human Resource processes would be within the scope of the project:

Recruitment

Workforce Administration

Talent Management

Compensation

Position Management,

Enterprise Learning Solutions (Training)

Performance Management

The Payroll processing module would not be within the present scope of the project

Enterprise Learning Solutions (Training and Development)

The Enterprise Learning Solutions (ELS) module in Poornata is a complete training and

development module for all management cadre employees cross the group.

Training needs identified in the annual performance appraisal documents as well as training

needs identified in the IDPs ( Individual Development Plans) of Talent Pool members will be

captured in this module by the training administrators (HR department).

Additionally an employee as well as his manager will be able to plan and enroll into any

additional training, other than the ones identified in the Performance Management system, at

any time during the year. Thus the system gives both managers and employees the flexibility

to revisit their training needs anytime during the year.


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Employee Self Service Enterprise Learning Solutions

With the help of this module, you, as an employee will be able to:

1. View all the Training courses that are available in your unit, search for

2. specific training courses which are of interest to you and enroll yourself for the

same

3. View the Training activities planned for yourself

4. View your own learning history

5. View Objectives ( development areas) identified for yourself through the

Performance Management and Talent Management processes

You may enroll yourself, through the Self Service pages of the ELS module to any training

course which is available to you. This will then be routed to your immediate supervisor for

approval. After the approval of your immediate supervisor, you will be enrolled for the

training course.

If you attend any external training course which is not listed in the learning catalog, you need

to record the same in the system through the Supplemental learning pages. This will be

updated in your records on approval of your immediate supervisor.

Within 7days of completion of any training course, you will need to fill in an action plan in

the Poornata ELS system. This action plan will be viewable to your immediate supervisor

who will review the same with you within 90 days of completion of training.


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2.3 PROMOTION

2.3.1 DEFINITION:

An upward advancement of an employee in an organization to another job, which commands

better pay/wages, better status/prestige, and higher opportunities/challenges, responsibility,

and authority, better working environment, hours of work and facilities, and higher rank.

Advancement of an employee normally accompanied by the following elements:

Upward advancement: movement of employee higher up in the organization hierarchy.

Enhanced responsibility and status prestige together constitute an element of

promotion.

Better pay or wages.

Other elements: better working environment, functional autonomy, scope for

specialized knowledge.


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2.3.2 PROMOTION POLICY

All promotions should be for a trial period, in case the promoted person is not found capable

of handling the job.

Normally, during this trial period, he draws the pay of higher post, but it should be clearly

understood that if he does not make the grade, he would be reverted to his former post and

former pay scale.

2.3.3 Objectives ofpromotion :

To put the worker/employee in a position where he will be of greater value to the company

and where he may derive increased personal satisfaction and income from his work.

1.To recognize an individuals performance and reward him for his work so that he

may have an incentive to grow ahead.

2.To boost the employee morale and encourage loyalty.

3. To promote job satisfaction among the employee and give them an opportunity for

unbroken, continuous service.

4. To increase an employees organizational effectiveness.


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2.3.4 Basis ofpromotion:

1. Seniority

2. Merit-based

3. Examination

4. Firstly the employee should have got a rating of 4 on 5 point scale in 2 out of least 3

years(rating 3 means employee has achieved the target)

5. Secondly, based on gallup strength finder test, he should have potential to take

higher responsibility .

6. Finally there should be position available in company.

SENIORITY:

- length of recognized service in company/organization or in its various plants, or in its

departments, or in a particular position

MERITS OF SENIORITY BASED PROMOTION-

1. Simple to understand and operate. All employees are assured that promotion will

come automatically when it is due.

2. Satisfies the personal aspirations of the employees for growth, builds morale and is

contributing to better labor-management relations.

3. To grant promotion on the basis of seniority is to reward employees for loyalty.

4 Leads to an optimum utilization of the existing work force by training and

development.

5. Workers feel job security.


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DRAWBACKS-

1) People who do not quite come up to the requirement of higher job or inefficient, may be

promoted.

2) The worth of an individual is not appreciated; employee motivation to work as well as

possible is not reinforced. This generates frustration and may compel a good employee to

leave the organization.

MERIT BASED:

1. Merit is the efficiency and capacity of an individual judged in the light of his past

performance.

2. Deserving employees are promoted after assessment of their abilities and

performance.

3. Promotions in this system are justified on the basis of qualifications, traits,

capacity, proficiencies and abilities.

Advantages ofmerit based promotion:

Brings rewards for meritorious work, extra competence, achievement and initiatives.


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1. Encourages an employee to work hard so that he may get an opportunity for

advancement in the organization.

2. Leads to increased productivity, for individuals are satisfied that their

merit and competence will be properly appreciated and rewarded.

Examination:

Eligibility test are conducted. Qualifying in such examinations helps employees become

eligible for promotion to certain posts.

1.Encouragement of promotion within the organization instead of looking outside to

fill vacancies in higher places.

2.. An understanding that ability and seniority will be taken in to account in making

promotions. A clear statement regarding the promotion base.

3. Drawing up an organizational chart to make clear to all the ladder of promotion.

Where there is a job analysis and planned wages policy, such chart is quite easy to

prepare.

3.Making it clear to all concerned who may initiate and handle cases of promotion.


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2.4 RECRUITMENT

2.4.1 MEANING

-Recruitment deals with finding the applicants, communicating opportunities and information

and generating interest.

-Recruitment is discovering of potential applicants for actual or anticipated organizational

vacancies.

-Recruitment is a process to discover the sources of manpower to meet the requirements of

the staffing schedule and to employ effective measures for attracting that manpower in

adequate numbers to facilitate effective selection of an efficient working force

- Recruitment is corner stone of entire personnel structure


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2.4.2 RECRUITMENT- SOURCE AND METHOD

Source

a.)Internalsource

-Wheneveranyvacancy occurs,somebody withinthe organizationis

upgraded,transferred,promoted.

-INTERNAL JOB PROMOTION

-EMPLOYEE REFERENCE

- JOB TRANSFERS

b.) Externalsources-

-ADVERTISING

- EMPLOYMENT EXCHANGES

- CAMPUS RECRUITMENT

- WALK-IN-INTERVIEWS

- EMPLOYMENT AGENCIES

- INTERNET


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RECRUITMENT -METHOD

Methods:

1.)Directmethods-these include sending recruiters to educational and professional

institutes, recruitment is done in co-operation with the placement office of a college.

2.) Indirectmethods indirect methods involved mostly advertising in newspaper,

in trade and professional journals, technical magazines and brochures.

3.) Third Party- these includes the use of commercial or private agencies,

recruiting firms, trade unions like employment or labor exchanges.

1. CAMPUS RECRUITMENT

-The term campusrecruitment refers to the system where various companies/ org. come to

the college CAMPUS to recruit bright new faces to work for them.

- Campus Recruitment provides a platform for the organizations to meet the aspirants and

pick up intelligent, committed youth who have the requisite enthusiasm and zeal to prove

themselves.

- The most significant fact about Campus Recruitment is that instead of the job seekers

approaching employers, the employers come to the most suitable prospective candidate with


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a job offer. It is common practice for Institutes today to hire a Placement Officer who

coordinates with small, medium and large sized Companies and helps in streamlining the

entire Campus Recruitment procedure.

1. It is easy for companies to reach a particular college and conduct recruitments there

rather than reach out to a whole lot of individuals via newspapers etc.

Thestagesthatstudentsnormallygo through asapart of Campus Recruitmentare

:

-Aptitude Test

-GD (GroupDiscussion)

-Interviews

1. Aptitude Test:

Aptitude test is a structured systematic way of evaluating how people perform on

tasks or react to different situations

Aptitude tests are designed to test the presence of certain innate abilities required for

a particular line of work or study. companies generally test students in areas such as

Quantitative Methods, Verbal Ability, Logical Reasoning and Basic Knowledge. An

aptitude test is used as a process of filtration to reduce the number of candidates for further

rounds of selection process.


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2 GroupDiscussion:

A group discussion or GD is conducted to test the following skills of candidates

Interpersonal - listening, speaking, receptiveness, team spirit, etc.,

Clarity ofthought - Knowledge and the ability to link known facts

Communicationskills- Coherence

In a GD a group of students is asked to discuss a topic given to them.

The reason companies conduct a GD is to check on certain attributes of the candidate. The

abilities that a company looks for in a person are clarity of thought and clarity of

language.

They also look for the ability to understand and structure a response to the topic. They

also look for innate leadership skills that a student exhibits.

3 Interview:

An interview helps the recruiters to get to know the person behind the test scores and what

is mentioned in the application and CV. The recruiters use the interview process to

evaluate the candidate on various aspects such as goals, attitude, motivational levels,

ability to react to situations, etc. An interview also helps the company assess the cultural

fit between the company and the student.


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BENEFITS OF CAMPUS RECRUITMENT

CampusRecruitment provestobe beneficial for both parties concerned.

Companies get the opportunity to choose from and select the best talent in a short

span of time.

Companies end up saving a lot of time and efforts that go in advertising vacancies,

screening and eventually selecting applicants for employment.

College students who are just passing out get the opportunity to present themselves

to some of the best Companies within their industry of interest.

Therecruitmentand selectionprocessis divided into

twelvesteps:

1. Workplace planning and estabilishing the position

2. Preparing the position description

3. Advertising the position

4. Forming a selection committee

5. Shortlisting applicants

6. Interviewing applicantsI

7. Seeking reference reports

8. Deciding upon the successful applicant

9. Managing unsuccessful applicant

10.Offer and appointment


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11.Accountability

12.Induction

I. Induction

Induction is the first step in building a two-way relationship between the organisation and the

employee.

i. Commencing a new position with a new organisation can be a daunting process.

There are colleagues, supervisors and managers to meet, new processes to become

familiar with, new offices and buildings to navigate, new software to master,

employment conditions to understand and a job to learn.

The transition to the new workplace is made easier and more effective for both the new

employee and the employer if there is an effective induction process.

The Four Componentsto an Effective Induction

1. Human Resources

Client Services staff will ensure information and documentation facilitating payment of

salary is completed. Relevant University policy documentation and useful University

information will also be provided.

2. Induction Checklistand Guide

The induction checklist and guide has been designed to provide you with easily accessible,

relevant and useful information.

3. Workplace Induction


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Supervisors should provide new employees with a local workplace induction during their first

weeks of employment. This will cover:

y Job requirement

y Health and safety

y Workstation, email and communication system

y Office layout

y Local workplace issues/customs

y Working conditions, processes and procedures

y Performance development framework

The induction checklist may be used as a guide for departments and workplaces to shape their

own induction program according to local needs.

4. Company Orientation

Orientation workshops have been designed for professional staff and academic staff .

I. CLARITY OF VACANCY

The company forecasts the budget for the next year according to the number

of employees to be recruited.

2.5 JOB DESCRIPTION


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2.5.1 MEANING:

It generally includes duties, responsibilities,scope and workingconditions of a job

along with ajob titleand the name ordesignationof the person to whom employee

reports. Job description usually forms the basis of job specification.

job descriptionshelp individuals identify their roles and responsibilities in the business

world.

By further examining job descriptions, an employee can determine employer standards, find

ways to negotiate better wages, and use skills and education to receive hard-earned

promotions and transfers in the companies and businesses they choose.

2.5.2 FUNCTION OF JOB DESCRIPTION

Function

Aside from clearly stating employer expectations and eliminating questions regarding

employee responsibilities, job descriptions provide companies with a physical tool to

measure individual success rates and growth within a position.

Job descriptions help recognize high performers and determine which employees need

additional guidance and support. When performing annual reviews, the tool is a

valuable resource in naming individual strengths and weaknesses.


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2.5.3 FEATURES OF JOB DESCRIPTION

Most job descriptions consist of the job title, the role within the organization, who to report

to, duties of the position, relevant experience and competencies, special working conditions,

certifications or memberships and benefits. Writing an effective job description can take the

Human Resource Department time and they may choose to hire a job analyst to help assist

with the process.

2.5.4 BENEFITS OF JOB DESCRIPTION

Job descriptions protect employers from lawsuits by clearly stating the physical

requirements of the job. They also clearly define the expectations of a certain role to

new and internal applicants.

A well written job description also highlights the role of others within the company.

Each individual knows whom to report to and what his or her pull is in terms of

employee relations.

JOB DESCRIPTION OF HUMAN RESOURCES

1. There are various functions that the HR Department looks into. They are -


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1. Recruiting and hiring

2. Promotions

3. Determining salaries

4. Handling leaves

5. Reviewing and processing awards

6. Handling retirements

7. Worker's compensation

8. Policy making and implementing

9. Training and development

2.5.5 IMPORTANCE OF JOB DESCRIPTION

Job descriptions and human-resources (HR) departments go hand in hand. A job

description is used as a mechanism for recruitment, and determining job

qualifications, allowing HR to match a qualified employee with the job the best suits

him within the company.

Functions

A job's functions are listed in the job description. This can help prevent an employer

from asking employees to perform duties not listed in the job description, and can also

prevent an employee from refusing to do the job he was hired to do.


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Pay Scale

HR can use the job description to determine the factors of compensation, such as shift

differentials or hazardous working environment and other factors.

Preventing Turnover

1. Human resources has the duty of preventing a high turnover rate within the

company. A solid job description can help prevent placement of employees in

the wrong positions, reducing turnover.

2. A job description helps the interview process go smoothly because the

questions asked are aligned with the job requirements. HR should avoid

questions such as an applicant's religious beliefs or marital status, which violate

Equal Employment Opportunity regulations.

3. Identification, A job description identifies and lists the appropriate channels of

communication for each employee and company department.

2.6 Performanceappraisal-

2.6.1 MEANING_


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1. Performanceappraisal:the measurement and assessment of an employees job

performance

2. Method of evaluating the behavior of employees in the workplace, normally

including both the quantitative and qualitative aspects of job performance.

3. A systematic way of evaluating both work related behavior and potential of

employees.

4. A process that involves determining and communicating to an employee how he or

she is performing the job and ideally, establishing a plan of improvement.

5. Performance appraisal is the process of obtaining, analysing and recording

information about the relative worth of an employee.

6. The focus of the performance appraisal is measuring and improving the actual

performance of the employee and also the future potential of the employee. Its

aim is to measure what an employee does.

2.6.2 Objectives Of Performanceappraisal:

1. To review the performance oftheemployees over a given period of time.

2. To judge the gap between the actual and the desired performance.

3. Helps to strengthen the relationship and communication between management and

employees.

4. To diagnose the strengths and weaknesses of the individuals so as to identify the

training and development needs of the future.

5. To provide feedback to the employees regarding their past performance.


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6. Provide clarity of the expectations and responsibilities of the functions to be

performed by the employees.

7. To judge the effectiveness of the other human resource functions of the

organization such as recruitment, selection, training and development.

8. To reduce the grievances of the employees.

1. Workrelated objective

2. Career development objective

3. Communication.

4. Administrative objective.

1.)Workrelated objectives:

1. improvement of work efficiency.

2. Job evaluation

3. Assignment of work according to specialization and expressed inclination of

personnel and planning further organizational expansion and diversification on

the basis of internal manpower planning.

4. There is be equal distribution of work among all employees to reduce the work

stress which helps in increasing motivation in employees

5. All employees get equal opportunity to perform from top level to the lowest level.

6. Company is providing positive atmosphere to employees which increases

interaction level among employees and other facilities which increases working

capability.


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2)Career development objectives:

1. Identifying strong and weak points of personnel and aiding remedial measures for

perceived weaknesses through need based training;

2. Encouraging, motivating, rewarding, correcting or punishing employees;

3. Determining career potential of an employee with respect to his area of

specialization and aptitude and then chart future training course accordingly.

Communication objectives:

- Provide timelyfeedback on performance;

1. Clearly establish goal in terms of what is expected;

2. Provide counseling and job satisfaction, through open and free discussion

regarding performance;

3. Aiding self-assessment of employees in terms of where they stand in the

organization, by comparing expected and actual performance.

Administrative objectives:

1. Serve as a basis for promotion, rewards and penalties

2. Performance based proper incentive administration.

3. To form transfer and placement policy on the basis of performance.

2.6.3 Performance Appraisal Methods

Once org. decide which results & behaviors have to measure, the next need is to decide how

to measure those results & behaviors.


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Forced Distributionmethod: in this method a five point scale of job performance is used.

Employees are placed between the two extremes of good and bad job performance; like

10% are placed at the top end of the scale, given superior or outstanding merit; 20%

given better rating i.e. above average; 40 % satisfactory or average; 20% given poor;

and 10% unsatisfactory or poorer.

The factors in rating scale printed form are of two types:

1. Employee characteristics and

2. Employee contribution.

Employeecharacteristicsareincluded such qualitiesas;

initiative, leadership, cooperativeness, dependability, attitude, enthusiasm, loyalty, creative

ability, decisiveness, analytical ability, emotional ability and co-ordination.

Employeecontributionareincluded;

the quality and quantity of work, the responsibility assumed, specific goals achieved,

regularity of attendance, attitude towards superiors and associates etc.

The traits are then evaluated on a continuous scale in a sequence:

Example:

Attitude

_________________________________________________________________________

0 5 10 15 20


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| | | | |

___________________________________________________________________________

No interest careless Interested in work. Enthusiastic Enthusiastic

in work. Indifferent Accepting different about job and opinionand

Constant instructions opinion. workers. advicesought

complainer by others.

Decisiveness

___________________________________________________________________________

0 5 10 15 20

| | | | |

___________________________________________________________________________

Slow to take takes decision takes decisions takes decisions takes decision

Decision aftercareful promptly inconsultation without

consideration with others consultation

2.6.4 Management by Objectives (M.B.O.)

A process whereby the employees and the superiors come together to identify common

goals of an organization.


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On the basis of the organization goals the departmental goals are set; from there the

employees set their personal goal to be achieved (major area of responsibility are

defined.) .

(Such defined responsibility becomes the basis of evaluating the performance of the

individual employee.)

These goals represent specific and measurable targets, meaning that these goals cannot be

vague.

Employees also in joint agreement with their superiors decide the standards to be taken as

the criteria for measurement of their performance and contribution and also the course

of action to be followed.

Objective of the company are set a period specific target.

-This target become a key result area (KRA) of the CEO.

-Then it gets divided till it reaches the bottom most.

-Fulfillment of objective set by Board of Directors depend on fulfillment of each person

KRA.

Hence if one person fails it will hamper the attainment of the desired result

Stepsinvolved in MBO

1.) The MBO cycle begins with a review of organizational goals and objectives.

2.) Through managerial and employee participation, employee objectives are established.


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3.) Throughout the cycle, progress is monitored.

4.) At predetermined intervals, managers perform progress evaluation. There is a

measurement and the comparison of the employees actual performance with the

standards set.

5) Reward for goal completion

6) The cycle repeats yet again

Advantages of MBO

1.) Clarity of goals- with MBO, came the concept SMART goals i.e.

S Specific

M Measurable

A Achievable

R Realistic

T Time bound

2) MBO increases employee job satisfaction. It becomes a source of motivation for

employees. Involving employees in the whole process of goal setting and increasing

employee empowerment increases employee job satisfaction and commitment

3) Better communication and coordination- frequent reviews and interactions between

superiors and subordinates helps to maintain harmonious relationships within the org.

and also solve many problems faced during the period.

Disadvantage of MBO


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Very time consuming. To come up with goals for each individual employee is very time

consuming process

360 Degree Performance Appraisal

System which involves collecting feedback on an individuals behavior practically from all

angles

360 degreeperformanceappraisal-

-also known as multi rater feedback; full circle appraisal and group performance review.

In the changing market conditions if the org. wants to know everything about a employee

the 360 degree method must be on the top of the corporate wish list.

Performance Appraisaland feedbacks

Performance appraisal may be defined as a structured formal interaction between a

subordinate and supervisor, that usually takes the form of a periodic interview (annual or


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semi-annual), in which the work performance of the subordinate is examined and discussed,

with a view to identifying weaknesses and strengths as well as opportunities for improvement

and skills development.

In many organizations - but not all - appraisal results are used, either directly or indirectly, to

help determine reward outcomes. That is, the appraisal results are used to identify the

better performing employees who should get the majority of available merit pay

increases, bonuses, and promotions.

By the same token, appraisal results are used to identify the poorer performers who may

require some form of counseling, or in extreme cases, demotion, dismissal or decreases

in pay. (Organizations need to be aware of laws in their country that might restrict their

capacity to dismiss employees or decrease pay.)

Whether this is an appropriate use of performance appraisal - the assignment and

justification of rewards and penalties - is a very uncertain and contentious matter

2.6.5SELF APPRAISAL

Self appraisal is an important part of the performance appraisal process where the employee himself

gives the feedback or his views and points regarding his performance. Usually this is done with the


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help of a self appraisal form where the employee rates himself on various parameters, tells about his

training needs, if any, talks about his accomplishments, strengths, weaknesses, problems faced etc.

TIPS FOR SELF APPRAISAL

y Be honest

Always be truthful and honest while telling your accomplishments or failures. Dont

exaggerate your strengths and dont hide your weaknesses. Dont make personal

judgments for anybody.

y Do thepreparation

Its always better to prepare yourself before the

meeting. Get all the lists in place, prepare all the evidences and references.

y Be objective

Objectivity is important in self appraisal. Dont exaggerate or downplay your

achievements or failures. Be specific and concise in your statements and if possible

support them with examples or references or evidences with dates. For example: "I

responded to all queries within 48 hours" is better than just saying "My customer service

was good."

y Positiveattitude

Have a positive attitude towards the whole appraisal process. Be co-operative. Dont

hesitate from taking the responsibility of your failures as well as the achievements.


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Demonstrate enthusiasm to improve in future and take all his suggestions calmly.

Dont complain or demonstrate a negative attitude.

y Coveralltheaspects

Apart from your strengths, weaknesses, accomplishments and failures,

express the opportunities you would like have for your development and

improvement. Suggest ways to overcome the problems faced. Assess your capabilities,

behaviours and skills and competence.

y Seekfutureresponsibilities

According to the assessment of the KSAs according to your job description, plan

the short term and long term for the next year. Try to look for tasks beyond your

current job responsibilities. This will help in personal development as well as

contributing to the organizational productivity.

Self appraisal should ideally include the accomplishments, the goals

achieved, the failures, and the personal growth (i.e. new skills acquired,

preparation for the future etc.), the obstacles faced during the period, the

efforts for removing them, the suggestions, and the areas of training and

development felt by the employee.


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CHAPTER-3

RESEARCH DESIGN

3.1 Research Definition

Research is a process in which the researcher wishes to find out the

end result for a given problem and thus the solution helps in future


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course of action.

According to Redman & Mary, research is defined as a Systemized

effort to gain new knowledge

3.2Research Design:

Research design is the arrangement ofcondition and analysis of data in manner that

aims to combinerelevance to the research purpose with economy in procedure.

Research designs are concerned with turning the research design into a testing project. The best

design depends on your research questions. Every design has i ts positive and negative sides. The

research design has been considered as a "blueprint" for research, dealing with at least four

problems: what questions to study, what data are relevant, what data to collect, and how to analyze

the results.

Research design can be divided into fixed and flexible research designs (Robson, 1993). Others have

referred to this distinction with quantitative research designs and qualitative research designs.

However, fixed designs need not be quantitative, and flexible design need not be qualitative. In fixed

designs the design of the study is fixed before the main stage of data collection takes place. Fixed

designs are normally theory-driven; otherwise its impossible to know in advance which variables

need to be controlled and measured. Often these variables are quantitative. Flexible designs allow for

more freedom during the data collection. One reason for using a f lexible research design can be that

the variable of interest is not quantitatively measurable, such as culture. In other cases, theory might

not be available before one starts the research.

3.3 Themain objective oftheprojectis

1. to understand the functions of human resource management .


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2. to analyse the different components of human resource management .

3. to understand role of human resource management in increasing the employee satisfaction.

4. to analyse of hrm in increasing the efficiency of employees.

During this summer internship program period we have to achieve something, which is

helpful for our career, and some value addition to the Company. It gives us good opportunity

to expose and creating good impression of corporate mind.

3.4 Collection of data

1)Primary data

The information collected through interaction with the departmental heads ,project

guide and through the observations and writing the concerned departments.

2)SECONDARYDATA-

Secondary data pertaining to the study are collection from the records maintained by the

human resource department.

The secondary data collected ,from the related literature which includes text books, articles

in newspaper, annual reports, department manuals, project reports.

CHAPTER 4


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COMPANY PROFILE

BUNGE INDIA PVT LTD.


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B-401&501, BUSINESS SQUARE , ANDHERI, KURLA ROAD, CHAKALA, ANDHERI

EAST MUMBAI-400 093

PHONE- 91-22-4050-9500

MAIL- www.bunge.com

Companytype- private

.

INTRODUCTION-

BUNGE is a global agribusiness and food company with integrated operations that stretch

from farm field to retail shelf and circle the globe. It captures value wherever it appears on

the food production chain, end to end.

ACTIVITIES OF COMPANY-

Manufacturing animal feedfor farmers..

Originating oilseeds and grains from the worlds primary growing regions and transporting

them to customers worldwide

Crushing oilseeds to make meal for the livestock industry and oil for the food processing,

food service and biofuel industries..

Producing bottled oils , mayonnaise, and other food products for consumer.

Milling wheat and corn for food processors ,bakeries , brewers and other commercial usages.

OTHER OPERATING COMPANIES-

Bunge Alimentos (Brazil) - largest oilseed processor and wheat miller.


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Bunge Argentina - 2nd

leading oilseed processor and leading fertilizer producer.

Bunge Europe - # 1 in the bottled oils and largest suppliers of SBM and SBO

(meals and oil).

Bunge Global Agribusiness - global team focusing on linking the organization areas

to markets.

Bunge Fertilizantes(Brazil) - largest producer and seller of fertilizer in South

America.

Bunge North America - worlds largest corn dry miller

MISSION OF THE COMPANY

ENHANCING LIVES BY IMPROVING THE GLOBAL AGRIBUSINESS AND

FOOD PRODUCTION CHAIN

-To help farmers grow more crops

-To transport and process those commodities efficiently and safely, and

-to create affordable, high quality food products that people enjoy and trust.


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DEMOGRAPHICS-

FOUNDED- 1818

EMPLOYEES-24,787(End 2008)

23,889(End 2007)

1.

FACILITIES-450+

COUNTRIES OF OPERATION-30+

VOLUMES-138.4mmt(end 2008)

137mmt(end 2007)

HEADQUARTERS WHITE PLAINS,NY

FOOD PRODUCTS PRODUCED BY COMPANY

DALDA

CHAMBAL

MASTERLINE

DOUWEIJIA


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HUMAN RESORCE SERVICES

The human resources services portion of your budget encompasses the peripheral services

your department provides to support the organization. Include employment agency fees if you

occasionally use temporary workers during busy times. Allocate money for executive search

firms, if appropriate. Other costs can include the cost of pre-employment or periodic drug

testing for employees, credit check fees, employee assistance programs or background

testing. If your organization uses newspaper, magazines or online sources to advertise open

positions, include advertising costs in your budget.


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CHAPTER5

DATA ANALYSIS


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DATA ANALYSIS


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THIS PIE CHART SHOWS LEAVES TAKEN BY EMPLOYEES IN BUNGE. THIS

INFORMATION IS TAKEN ROUGHLY BECAUSE OF EMPLOYEES BUSY

SCHEDULE.THE EMPLOYEES ARE SATISFIED WITH THE LEAVE GRANTED TO

THEM BY COMPANY.


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THIS BAR DIAGRAM SHOWS SOME OF THE JOB TITLES HELD BY THE

EMPLOYEES IN THE COMPANY FOR EXAMPLE- PSYCHOLOGIST,IT

MANAGER, PROGRAMMER,ELECTRICAL ENGINEER,ETC PERFORMING

DIFFERENT JOBS AT VARIOUS LEVELS.


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CHAPTER6

FINDINGS


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1.Training and Development methods used by the company.

. 2. Promotional strategies adopted by the company.

3.Various Performance Appraisal techniques of the company

4.Various Recruitment policies of the company.


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CHAPTER7

ANNEXURE


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BUNGE PVT. LTD.

REPORT ON EXTERNAL TRAINING

(To besubmitted through Dept. Head to HRD)

NAME : DESIGNATION :

DEPARTMENT : EMP. CODE :

I. Title of the program :

II. Organized by (Agency) : Place :

III. Date(s) & Duration: From _________ To _________ ________ Days

IV. Topics Covered during the program.

1.

2.

3.


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V. Problems/Issues of BUNGE INDIA PVT. LTD.or development area of you discussed during

the program.

1.

2.

3.

VI. New learning to be implemented in your work place:

1.

2.

3.

VII. Comments of the Dept. Head

Signature of HOD


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Employee Name: Department:

Name of Training Programme: Duration:

Employee Id: Date:

POST TRAINING FEEDBACK FORM

Please use the 1-6 ratings below to indicate your views on questions 1 to 2

1. Post training how would you now score your

ability to use the service?

2. To what extent will you be helped to implement

your Action Plans:

(a)by your line manager (b) by your colleagues?

3. What do you think should be added to the programme?

4. How successful were the trainees in implementing their action plans?

5. To what extent were they supported in this by their line managers?

Poor Excellent

1 2 3 4 5 6


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6. To what extent has the action listed above achieved a Return on Investment for the

organization, either in terms of identified objectives satisfaction or, where possible, a

monetary assessment.

Employee Name: Department:

Name of Training Programme: Duration:

Employee Id: Date:


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TRAINING SESSION FEEDBACK FORM

(Behavioral Training)

1 Did the trainees put their learning into effect when back on the job?

1 Were the relevant skills and knowledge used

1 Was there noticeable and measurable change in the activity and performance of the

trainees when back in their roles?

1 Was the change in behaviour and new level of knowledge sustained?


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1 Would the trainee be able to transfer their learning to another person?

1 Is the trainee aware of their change in behaviour, knowledge, skill level?

..

1 What did you like best about the programme?

....

1 What did you like best about the programme?

....

1 What did you learn from the programme?

....


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CHAPTER 8

SUGGESTIONS


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- The company should increase the retirement age from 58 to 60 years

.

- Company can include self appraisal method in promotional strategies.

- After retirement benefits should be provided.

- Training effectiveness should be measured on monthly or quarterly basis

so that the organization came to know how effective and useful training

they are giving to the employees which in turn increase productivity and

also it reduces the turnover of employees. With this we can also came to

know about the effectiveness of trainee.

- Behavioral feedback form should be their and it should be monitored. As

the behavioral training cannot be measured so major focus should be given

on this training.

- Employees going for external training should give presentation or lectures

after returning so that other employees can also be able to learn the same

thing without going outside.

- Assigning of functional training need should be done by respective

departments because they know their employees needs better then others.

- For fresher more technical training should be given as only one or two

month training is given to them so fresher should be given


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CHAPTER 9

CONCLUSION


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Working on the project was an enriching experience for me not only I got to know about the

manufacturing process of vegetable oils, food products,etc but also the HRD department of

the organization.

An also got the opportunity to be a part of HRD department. I had a wonderful experience of

meeting with different departments HODs and VPs.

It was a great learning experience of 6 weeks to know the working culture of the

organization.

The working of HRD is based on ISO standard.

In every organization HR department holds a special position for running the organization as

HR is all about how to manage personnels. As HRD is responsible for recruitment,

induction, training, performance appraisal and talent management for benefit of employees.

HRD provided training to employees as per their needs. HR people evaluate the effectiveness

of training by taking feedback form and post training feedback form.

HRD prepare training calendar for the current fiscal year for which describes the schedule for

the training.

Now with the change in the technology the HRD is also using a SAP module known as

Poornata (people soft software). It also helps in providing e-learning. This ERP connect all

management cadres. With the help of this e-training is also given to employees and also the

Documents

Final Report of Intrnshp 2011