Embed Size (px)
DESCRIPTION
hjh
Citation preview
“HR POLICY AT CAPITAL BOOSTER ”
INDEX
CHAPTER TOPICS COVERERD PAGE NO.
CHAPTER 1. INTRODUCTION
CHAPTER 2. COMPANY PROFILE AND ABOUT THE PROJECT
CHAPTER 3. REVIEW OF LITERATURE
CHAPTER 4. OBJECTIVES
CHAPTER 5. PROJECT PROFILE
CHAPTER 6. HUMAN RESOURSE POLICY
CHAPTER 7. RESEARCH METHODOLOGY
CHAPTER 8. DATA ANALYSIS
CHAPTER 9. CONCLUSION
CHAPTER 10. RECOMMENDATION
CHAPTER11. BIBLIOGRAPHY
2
INTRODUCTION
INTRODUCTION
Introduction
3
Human resource POLICY is very essential for survival of the business.
It is a process in which the HR department takes stock of its current
scenario and prepares for the future. This is all with respect to the
most vital resource of an organization--its employee. The HR
department sees whether all departments in the organization are an
appropriate size or not and also prepares for future job openings and
vacancies.
Significance
It is very purposeful to undertake HR POLICY well. There are several perils of both under and overstaffing. When an organization is understaffed, it is not able to perform to its fullest capacity. The loss is in terms of customers, which in turn affects profits and in turn the company is not able to achieve economies of scale, operations and specialization. When an organization is overstaffed, the skills of the employees remain under utilized and the company ends up paying mammoth salaries
Function
The HR department makes a report for the top management that highlights the number of employees in each functional department and whether or not the figure is apt. It also forecasts future requirements. Requirements might arise when an organization is looking to expand and diversify or when the present employees leave the organization. The HR department caters for both the scenarios. It also prepares job descriptions for future openings. Once this has been formulated, the HR takes a call on whether to recruit external employees or promote internal ones. Whatever the manner, a few shortlisted candidates are
4
interviewed and the management takes a call on one. The HR again is constantly on the guard for maintaining the suitable strength of employees and preparing for vacancies.
Features
The HR POLICY process is a very methodical one. By adhering to this, the organization ensures that at all points in time; it has only those employees that it requires. Also, this is an on-going continuous process. Through out the organization's existence HR plans have to be drawn.
Benefits
There are several advantages of using HR plans. The people resource is utilized in the most optimum manner. A scenario would be that department "A" has twelve employees and the work can be easily done by ten. Another department, department "B" has eight employees but actually requires ten employees. Since an HR plan was drawn, the organization can take steps to transfer two employees from department "A" to department "B". Also the organization can estimate future requirements and start the recruitment process (whether externally or internally), well in advance. Budgeting for additional manpower takes place. The training and development needs of the present employees are brought to fore and this process too starts.
5
People who have made an entry into the equity & Commodity
market would definitely at some point in time would bump
into Equity & commodity trading. At least, they will surely
develop an interest when they see the prices of the equities
fluctuate because of the influence of the commodity prices.
Capital Boosters for that matter will definitely help in making
a foray into that side of trading too.
7
Fabulous Recommendations. Your Commodity Tips by SMS are excellent work of PURE TECHNICAL ANALYSIS. From the Free Trial itself I realized that CAPITALBOOSTERS is the Best Commodity Tips provider in India. Hats off to your technical analysis team for providing so Accurate Commodity Market Tips. M.L.Singhaniya.
Company
Capital Boosters has established itself as one of the premier
platforms for Analysts specially technical analysts of Multi
Commodity Exchange. We are providing you only
recommendations to increase your investment amount,
because we believe in confidence and will invest your money
for benefit.
Capital Boosters are totally based on technical
& fundamental analysis . Our goal is to achieve higher returns
8
on our customer’s investments. We provide trade alerts via
sms every day.
We provide recommendations Live through SMS and Chat
room. Our SMS facility is a very efficient system ensuring the
instant delivery of Message without any loss of time. So, the
clients get adequate time to enter into the trade and fetch the
profit.
At Capital Boosters, we always guide you not guaranteed you
with the complete process of identifying the potential trade.
Our expert advice on Equity or commodity, NSE, MCX &
NCDEX , will help you earn more profits with the proper
trading while you are new in the market.
We provide services for both the beginner and the pro whether
you are trading for first time in the market. Our tutorial on
Equity & commodities (NSE, MCX & NCDX) will help the
beginners trade in the market. Our trade techniques make you
a sensible investor or it will help you make your investment
accurate and proper. We can assure you about the excellent
quality of tips and profit earning strategy.
9
Services
Our Packages……
Stock Cash Package.
Stock Future Package.
Options [Call & Put]
Package .
HNI Boosting Package.
Boosting Share
Premium Package. (BSP)
Boosting Holding
Premium. (BHP)
Bullion / Metals Package
Bullion Metals Package.
Commodity Agri Package
Bullion + Metals + Agri
Combo Package.
Boosting Commodity
Premium Package.(BCP)
Boosting Bullion BTST.
(B3)
Boosting Paid Call*
What Capital Boosters provide ?
Daily 3-4 Calls By SMS* .
10
We provide Intraday Equity / Commodity calls on daily
basis*.
We provide Commodity strategies.
Customer service group’s no.( Any time they will help
and guide you)*.
Get calls on mobile phone during Market hours.
Calls will be provided via sms on mobile.
Calls depends on the market trends.
11
REVIEW
OF
LITERATURE
A literature review is a body of text that aims to review the critical
points of current knowledge including substantive findings as well as
theoretical and methodological contributions to a particular topic.
12
Literature reviews are secondary sources, and as such, do not report
any new or original experimental work. Also, a literature review can
be interpreted as a review of an abstract accomplishment.
Most often associated with academic-oriented literature, such as a
thesis, a literature review usually precedes a research proposal and
results section. Its main goal is to situate the current study within the
body of literature and to provide context for the particular reader.
A well-structured literature review is characterized by a logical flow
of ideas; current and relevant references with consistent, appropriate
referencing style; proper use of terminology; and a comprehensive
view of the previous research on the topic.
13
OBJECTIVE
To understand the process of Human Resource Policy of Capital
Booster Limited.
14
To provide fair, acceptable & efficient leadership. To provide an opportunity for expansion & voice in
Management.
To strengthen & appreciate the human assets
continuously by providing training & developmental
programs.
To provide facilities & conditions of work & creation of
favorable atmosphere for maintaining stability of
employment.
To attain an effective utilization of human resources in the
achievement of organizational goals, etc.
15
PROJECT PROFILE
PROJECT PROFILE
TITLE OF THE STUDY
Capital Booster - Human Resource Policy.16
SIGNIFICANCE OF RESERCH
Every research is conducted to fulfill certain objectives and these
objectives fulfill some purpose and are of significance for further
researches. The research is significance to-
The Company:
The company taken is Capital Booster which is an established brand in
manufacturing booster. The purpose of the research is to identify
existing Human Resource POLICY process of the company. This will
help the company in determining and formulating its strategy
regarding existing loop holes in the process.
The researcher:
This research provided an opportunity to get a first hand experience in
the Human Resource POLICY process of the company.
17
HUMAN RESOURCE
POLICY
HUMAN RESOURCE POLICY
Human resource POLICY (HRP) is a way of assisting the best
deployment of human resources and can help organization to:
assess future recruitment needs
anticipate and possibly avoid redundancies
formulate training programmes 18
develop a promotion and career development policy including
succession POLICY
keep staff costs to a minimum while permitting salaries to be
competitive
assess future premises requirements.
A process which anticipates and maps out the consequences of
business strategy on an organization's human resources. This is
reflected in POLICY of skill and competence needs as well as total
headcounts.For resourcing strategies to be implemented they must be
translated into practical action. The strategic process can be organized
logically - for example, following the decision
sequence shown on page 351 of Human Resource Management in a
Business Context. For these decisions to be taken, information must be
obtained, consequences gauged, political soundings taken and
preferences assessed.
It is clear that many of these decisions are fundamental to an
organization. If the implications are major, strategic decisions are
taken at the centre of the businessRearch. The role of the human
resource function is two-fold:
1. To participate in the decision process by providing information and
opinion on each option, including:
19
redundancy or recruitment costs
consequences on morale
redeployment/outplabooster opportunities
availability of skilled staff within the organization
availability of suitable people in the job market
time constraints
development/training needs/schedules
management requirements.
This forms part of the information collated from the organization as a
whole
2. To support line managers dealing with the people consequences of
implementing the decision. Information already gathered provides the
basis for a human resource plan.
People as numbers
The manpower POLICY approach which addresses questions such as:
How many staff do we have/need?
How are they distributed?
What is the age profile? 20
How many will leave in each of the next five years?
How many will be required in one, five, ten years?
Human Resource Information Systems are invaluable in answering
these questions.
Forecasting methods
Human resource planners have a choice of techniques open to them,
including: extrapolation (of past trends); projected production/sales;
employee analysis; scenario building.
Employee turnover
Turnover covers the whole input-output process from recruitment to
dismissal or retirement and takes the consequences of promotion and
transfer into account.
'Soft' POLICY
HRM implies that POLICY has to go beyond the 'numbers game' into
the softer areas of employee attitudes, behaviour and commitment.
These aspects are critical to HR development, performance assessment
and the management of change.
Human Resource POLICY involves
HRP can be divided into three main stages:21
Forecasting labour requirements by examining:
the organization’s objectives
future plans for marketing, production, finance and
reorganization
changes in working practices
changes in productivity
the extent of temporary and sub-contract work
Seasonal variations.
Assessing labour supply by:
analyzing personnel records
Examining external factors such as the economy, unemployment,
population changes, competition from other firms in the area and
the numbers of school and college leavers available.
Matching the available supply against the forecast demand by:
Planned recruitment, selection, promotion and staff
development.
22
How far in advance should labour be planned?
The period will vary according to the size and type of organization. It
may be necessary to operate more than one plan; for example:
a five-year strategic plan
a three-year operating plan
a six-monthly detailed plan.
HRP is not an exact science and plans will need updating in the light
of changed circumstances.
Working through an HR POLICY process allows you to analyze your
demand and supply of human resources and develop the appropriate
strategies aimed at filling projected gaps.
The HR POLICY process is illustrated in the following diagram.
23
Succession management is a key strategy that you will probably want
to implement as a result of your HR POLICY process. It addresses
many of the issues, such as:
an aging workforce
increasing retirement rates
tight labor market
limited competitiveness, and
fast-paced changes in work.
By implementing a succession management program that is
transparent and equitable you will be creating an environment for
people to develop their skills in preparation for a range of future
possibilities. This results in a workplace that will be well positioned to
face whatever lies ahead.
The following is the corporate succession management model.
24
Strategic human resource POLICY
Human resources POLICY is a process that identifies current and
future human resources needs for an organization to achieve it goals.
Human resources POLICY should serve as a link between human
resources management and the overall strategic plan of an
organization. Ageing worker populations in most western countries
and growing demands for qualified workers in developing economies
have underscored the importance of effective Human Resources
POLICY.
As defined by Bulla and Scott (1994), human resource POLICY is ‘the
process for ensuring that the human resource requirements of an
organization are identified and plans are made for satisfying those
25
requirements’. Reilly (2003) defined workforce POLICY as: ‘A
process in which an organization attempts to estimate the demand for
labour and evaluate the size, nature and sources of supply which will
be required to meet the demand.’ Human resource POLICY includes
creating an employer brand, retention strategy, absence management
strategy, flexibility strategy, talent management strategy, recruitment
and selection strategy.
Best practices
The POLICY processes of most best practice organizations not only
define what will be accomplished within a given timeframe, but also
the numbers and types of human resources that will be needed to
achieve the defined business goals (e.g., number of human resources;
the required competencies; when the resources will be needed; etc.).
26
Competency-based management supports the integration of human
resources POLICY with business POLICY by allowing organizations
to assess the current human resource capacity based on their
competencies against the capacity needed to achieve the vision,
mission and business goals of the organization. Targeted human
resource strategies, plans and programs to address gaps (e.g., hiring /
staffing; learning; career development; succession management; etc.)
are then designed, developed and implemented to close the gaps.
These strategies and programs are monitored and evaluated on a
regular basis to ensure that they are moving the organizations in the
desired direction, including closing employee competency gaps, and
corrections are made as needed. This Strategic HR POLICY and
evaluation cycle is depicted in the diagram below.
Implementation stages
The following implementation stages are suggested for mid to large
organizations implementing competencies in support of Strategic
Human Resources POLICY.
Stage 1
Short - Term HR POLICY
27
Establish a Competency Architecture and Competency
Dictionary that will support Strategic Human Resource
POLICY.
For each group to be profiled, define the roles and career streams
to help identify current and future human resources needs.
Determine how competencies will be integrated with the existing
HR POLICY process and systems (e.g., Human Resource
Information Management systems; other computer-based tools,
for example forecasting models).
Stage 2
Build or revamp HR POLICY tools, templates and processes to
incorporate elements as determined in Stage 1.
Train managers and / or facilitate corporate HR POLICY
process.
Continuously monitor and improve processes, tools and systems
to support HR POLICY
Overarching policy, process and tools
Common Competency Dictionary and Architecture
Establishing a common Competency Dictionary and Architecture is
fundamental for the successful implementation of competencies
throughout the organization. Maintaining this common architecture is
28
essential for ensuring that all human resource management
applications are fully integrated and that maximum efficiencies can be
gained. It is important, therefore, to identify an organizational group
accountable for the maintenance of the Competency Dictionary and
Architecture on an ongoing basis.
Human Resource Information Management Infrastructure
In a recent review, the Gartner Group noted that CBM talent
management initiatives have not necessarily yielded the desired
benefits and return on investment, for the main part because
organizations have not invested in the talent management software
systems and infrastructure to facilitate full and effective
implementation. To gain maximum benefit from CBM, organizations
need to have a human resources management system and on-line tools
and processes that will support many of the implementation
recommendations contained in this document.
Governance/accountability structure
Organizations that have effectively implemented competencies on a
corporate-wide basis have ensured that there is an appropriate project
management, governance and accountability framework in place to
support the development, maintenance and revision/updating of the
competency profiles to meet changing demands.
29
Process implementation stages
The following implementation stages are suggested for mid to large
organizations.
Stage 1
Identify the infrastructure and system requirements to support
full implementation (e.g., Human Resources Information
Management System; other on-line software tools needed to
support various CBM applications).
Develop the competency profiles.
Implement the competency profiles in a staged-way to
demonstrate benefits and create buy-in (e.g., as soon as profiles
for a group are developed, implement quickly within a low-risk
high-benefit planned application for the group).
Communicate success stories as competency profiles are
implemented.
Good for organization.8
Stage 2
Develop, revise/update competency profiles to meet changing
demands.
30
Monitor and evaluate applications to ensure that they are
meeting organizational needs, and adjust programs/plans, as
needed, to meet evolving needs.
RESEARCH
METHODOLOGY
31
RESEARCH METHODOLOGY
The methodology used by the researcher to complete this project is as
follows-
Defining the research objectives:
The research objectives need to be clearly defined in the order so as to
make research useful.
Here the objectives of the study are-
To study and understand the process of Human Resource POLICY of
the company.
Developing the research plan:
The plan used by the researcher is the most efficient plan to gather the
needed information.
It included data source, research instrument, sampling plan and
contact method.
32
Data Source: Data source was primary, which include
employees of the company and secondary source i.e., through
various modules of the company.
Sampling Plan: Sampling plan consisted of sampling unit,
sample size, sampling procedure.
Sampling Unit – It tells who is to be surveyed. Here the employees
of the company were included..
Sample size – It describes how many people should be surveyed.
The sample size of 50 employees was taken.
Sampling Procedure – It describes how the respondents should be
chosen. For this convenience sampling was done by the researcher.
Contact Method: Once the sampling plan is determined, the
researcher has to decide how the respondents should be
contacted.
Analyzing the information:
One of the most important step in the process of research is to extract
pertinent findings from the collected data. The researcher tabulated the
data and then applied all statistical and graphical methods for
presenting the same. 33
Present the findings:
The last step in research process is to present the findings to the
relevant parties. The conclusion and recommendation on the basis of
data collected is presented in a systematic manner.
SCOPE OF RESEARCH
The study was conducted in Capital Booster. The study was conducted
in the 2012.
PEOPLE
• Jo soche woh pave
Capitalhas invested wisely in its people assets over the last few years
to sustain a culture of excellence through the following initiatives:
• The company incentives ownership through the ‘Jo soche woh
paave’ scheme.
34
• The company trained and multi-skilled so that members could
deepen and extend their competencies across the house keeping,
maintenance, risk management, team building and environment, health
and safety functions.Jo soche woh paave also deals with some really
simple solutions. Like the inevitable 8.30 am traffic jam of employee
vehicles - 60 cars and 300 two-wheelers - at the factory gate. This
posed an accident risk. I suggested that another gate be opened for car
entry only. This suggestion was accepted and the result is a safer
factory and a bigger time saving today." - Girish Singhal (Dy.
Manager, Taxation)
• Creating leaders at every level
Capital Boosteremphasises that creating leaders not just at the
organisational apex but at every level results in strong sense of
emotional ownership. Thus the employees are delegated with
responsibility and authority to adopt one Electric motor and related
equipment for keeping watch and care resulting in energy
conservation, thus generating multiple CEO's in the Energy
Management System.
• Recognition and reward scheme
The management believes in the self-actualization of its employees by
injecting the concept of Human resource Development in all its
policies and strategies. By recognition and reward the employees are 35
motivated to give their best in the interests of the organization in
particular and for the society in general. So many schemes of
recognition and rewards are given to boost the morale and motivate
the employees.
According to Managing Director of the company, morale management
is considered to be more challenging than material management.
According to him it is important to keep walking around and
congratulating the teams for their small victories. Efforts and their
success stories are disclosed to all in special functions so that other
employees may take inspiration from them. Employees are rewarded
for doing exemplary work in the field of reducing/ eliminating
breakdown, in-house development, better house keeping, and
reduction in raw material, fuel, power and wastage. Cash awards and
Certificates of honour have been given in a function.
For example a scrapper chain of reclaimer II is to be replaced which
takes 80 hours. The team completed this task in minimum possible
time with the result that the reclaimer was put into operation in just
36.5 hours. The team was rewarded with a cash amount of Rs.
11,000/- and certificate of honour.
• Nomination to Vishwakarma Rashtriya Puraskar
The objective of Vishwakarma Rashtriya Puraskar is to recognise the
outstanding contributions made by a worker or a group of workers in 36
an organisation for exemplary work related to improved productivity,
occupational safety and health, environment and working conditions
as well as safety and quality of product. It is our endeavor to
encourage the workers to participate in this puraskar.
The innovative work done on:-
Removal of hanger bearing from ESP Hopper Screw Conveyors.
Replabooster of Cooler gas portion.
Replaboosters of castable bull nosed top to refractory brick arch
were selected for this puraskar.
• Multiskill development training programme
In 2001-02, the company started the concept of multi skilling to
optimise manpower, enhance skill sets and to facilitate cross-
functional development. Unlike other organisations who introduce
multi-skilling for high fliers, the company started this concept first for
its workers.
Reason: The company faced a problem of surplus workers. Other
organizations would have resorted to retrenching and laying off, but
this is not Capital's philosophy. Capitaloptimally utilized its surplus
strength by developing worker skills in other technical process. This
helped the company build in a redundancy factor wherein at any given
point there was always a skilled set of people for any function. The
37
company reduced overtime through efficient manpower utilisation,
organized smooth functioning of the production cycle, increased job
security leading to a greater sense of belonging and strengthened
industrial relations. As a result the company did not lose a single day's
work due to strikes or lockouts.
Employees were deputed for Multiskill training of fitter trade in
different Industrial Training Centers.
Following the success of multi-skilling with workers, the company
introduced this concept with staff members. The objective was to
enhance competencies and to enable managers understand how an
initiative taken by their department could affect the productivity and
performance of another department. This broadened the outlook of
staff members, making them think like business managers.
38
ANALYSIS
39
• THE COMPANY’S PEOPLE ACHIEVEMENTS:-
The company’s people achievements are reflected in the following
numbers
Manpower training hours/Year
Year08-
09
09-
10
10-
11
11-12
Training
hours4.92 5.28 8.33 12.00
Manpower productivity
Year 08-
09
09-
10
10-
11
11-
12
Productivity
(MT/person)
2011 2069 2029 2226
40
Labour cost
10-1111-12Year
Labour
cost
/tonne0
8-0909-
10
63.49 69.63 74.96 88.90
HR training
2010-11 2011-12 Cha
nge
(%)
Details In-
hou
se
Exter
nal
Tot
al
In-
hou
se
Exter
nal
Tot
al
Over
2001
-(%)
Number
of
Program
mes
283 32 315 527 29 556 76.5
Number
of
participa
484
9
55 490
4
879
4
48 884
2
80.3
41
nts
Man
hours
880
4
1232 100
36
144
47
1200 156
47
55.91
Average
person
hours
8.3
3
12.
00
44.05
Executive grade people
skill
Qualification %
MBA 5.67
CA/CS/ICWA 2.91
ME/MBBS/MSW 0.58
Post Graduates 12.21
Technical Diploma 19.77
Management
Diploma8.43
Graduates 31.25
ITI 9.30
Inter/SSE 7.85
Below SSE 2.03 42
Rich Capitalexperience
A stronger sense of loyalty is
reflected in an increasing
Capitalexperience and a
stronger accumulation of
intellectual capital.Year
200
6Ca
pital
expe
rien
ce
Ave
rage
3143 5.60
200
73714 6.19
200
84141 6.79
43
200
94581 7.52
201
05108 7.94
201
15588 8.22
Lower attrition
YearNumber
s%
2006-05 54 9.68
2006-07 37 6.17
2008-09 34 5.57
2009-10 26 4.27
2010-11 31 4.82
2011-10 23 3.40
44
CONCLUSION
CONCLUSION45
Human Resource POLICY helps to assess future recruitment needs,
anticipate and possibly avoid redundancies
Accordingly formulate training programs, develop a promotion and
career development policy including succession POLICY
It also helps to keep staff costs to a minimum while permitting salaries
to be competitive
And finally it assesses future premises requirements.
46
RECOMMENDATIONS
RECOMMENDATIONS
47
Understand the ever-changing role of human resources
Translate a new role into identifying “value-added” services for
the organization
Use a human resource impact model
Develop a keen knowledge of the strategic POLICY process
Conduct a gap analysis on your current human resource
processes
Build a human resources strategic business plan
Assess and measure human resource efforts for strategic linkage
of all human resource processes to organizational strategy
48
BIBLIOGRAPHY
Bibliography
49
1. www.Capitalbooster.com
2. Human resource management- V.S. Rao
3. Human Resource Management – Gary Dessler
50
