Summer Training Project Report

On

“EMPLOYEE LIFE – CYCLE” (Training under taken at Reva Industries Ltd, sec.25,Fbd)

Submitted in the partial fulfillment of the requirements for the award of the Degree of M.B.A (Master of Business Administration)

August, 2010

SUBMITTED TO: SUBMITTED BY:

Kurukshera University , Preeti Chaudhary Kurukshetra MBA 4th sem. Roll no. 2011

(Technology education & Research Integrated Institutions) Affilated to Kurukshetra University, Kurukshetra.

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DECLARATION

I hereby declare that the title “EMPLOYEE LIFE CYCLE” submitted by me under the

guidance of “Mr. O. P. Pandey” is original work. The finding in the report based on the data

collected by me during the course of project work. While preparing this report, I have not

copied from any other project report submitted for this year for a similar purpose.

PREETI CHAUDHARY

2

ACKNOWLEDGEMENT

It was great experience undergoing my 2 months training in REVA INDUSTRIES LTD. I got

a chance to learn and experience ethos and environment or a company.

I wish to express my deep sense of gratitude to my revered guide by Mr. O. P. Pandey

(Personnel manager) who though his benevolent guidance has enabled me accomplished my

project. He has been great source of inspiration to me all the way. Without his keen interest,

incessant, encouragement and invaluable suggestions this report could not have attend his

present shape with zeal and enthusiasms. I would also like to extend my thanks to the entire

staff members who have been very helpful though out my training in supplying with all

necessary information.

I would also express my thanks to REVA INDUSTRIES LTD for accepting me as a summer

trainee in such an esteemed trainee.

PREETI CHAUDHARY

3

CONTENTS:

CHAPTER TITLE PAGE NO.

1. Introduction to the company

1-24

2. Review of the Literature

25-54

3. Research Methodology

a) Justification of the study 55

b) Objectives of the study 56-59

c) Scope of the study 60

d) Research design 61-63

e) Survey period

f) Limitations of the study 64

4. Analysis & Interpretation

65-74

5. Conclusion & Suggestions

75-79

Bibliography 80

Annexure 81-82

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PREFACE

As a part of a curriculum of our two year degree program (MBA) from Kurukshetra

University, we are required get training for 2 months from any company in the period of June

to August.

I have done my training in the field of Human Resource with the “EMPLOYEE LIFE

CYCLE” of employees. The company has provided me project report on Payroll System

regarding REVA INDUSTRIES LTD, Faridabad to access information, I under gone various

department under Human Resource Department. It is considered to be panacea for all

organization ill.

The report highlights the image of REVA INDUSTRIES LTD as best company in the eyes of

dealers, consumers and competitors.

PREETI CHAUDHARY

5

CHAPTER - 1

COMPANY PROFILE

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Company Profile

Reva Industries Limited

(Faridabad, Haryana, India)

Construction Products - Manufacturer, Proprietorship Firm Since 5 Feb. 1997.

A thing well done is a reward in itself. When you begin with this philosophy excellence

becomes a way of life, and you achieve more than you aimed for. Exemplifying this spirit in all

its operation is Reva Industries Limited.

A company that has been set on a dynamic track record ever since its inception, and has

continued to move from one milestone to another. With an extremely dedicated team of

enterprising engineers and self-dedicated workmen as its main assets it manufactures EOT

Cranes, Electric Wire Rope Hoists, Gear Boxes, Geared Couplings, Geared Motors & Thrustor

Brakes.

With a progressive outlook the company has been implementing the latest concepts in design,

manufacturing, quality assurance, installation & servicing with the help of sophisticated

machine tools such as CNC Machining & Turning Centers, Gear Hobbers, Gear Grinders etc.,

ensuring not only dimensional control but also high repeatability.

Up-to-date computer software’s, statistical quality control techniques and effective training

programmes for the personnel, product modularisation is another aspect where a lot of work

has been done to modularise and standardise the equipment. The result of these dedicated and

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sincere efforts has been extremely encouraging. The products have been very well accepted in

the Indian market, making the company among one of the largest manufacturers of EOT

Cranes & Electric Wire Rope Hoists. The sole aim of whole team is to achieve the delight of

the customer.

A company that has been set on a dynamic track record ever since its inception, and has

continued to move from one milestone to another. With an extremely dedicated team of

enterprising engineers and self-dedicated workmen as it's main assets it manufactures EOT

Cranes, Electric Wire Rope Hoists, Gear Boxes, Geared Couplings, Geared Motors & Thrustor

Brakes.

The result of these dedicated and sincere efforts has been extremely encouraging. The products

have been very well accepted in the Indian market, making the company among one of the

largest manufacturers of EOT Cranes & Electric Wire Rope Hoists. The sole aim of whole

team is to achieve the delight of the customer.

REVA PRODUCTS:-

ELECTRIC WIRE ROPE HOISTS

LH CRANE

EOT CRANE

CRANE KIT

FLEXIBLE GEARED COUPLING

HELICAL REDUCTION GEAR BOXES

TRAVELLING MACHINES & WHEEL ASSEMBLIES

HELICAL GEARED MOTORS

JIB CRANES

THRUSTOR BRAKES

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FLAME PROOF EQUIPMENT.

ELECTRIC WIRE ROPE HOISTS: -

250 kg to 25000 kg in six standard models consisting of minimum variants of ropes,

Motors, Drums Reducers Coupled with revving and control methods covering almost any

hoisting application of speed load combinations.

The square frame accessible from all sides easily adapts it to parallel, perpendicular trolley

or suspended by wheels on existing monorails. Hoists and its mechanism and other load

bearing structures are additionally protected by permanent mechanical load limiter or

optional electrical load monitor and duration of use hour meter thus warranting the desired

life with least maintenance.

The Hoists with different reeving arrangements augments additional capacities of the same

unit up to 50000 kg.

LOW HAND CRANES : -

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REVA optimally designed &constructed Double Girder &Single Girder EOT Cranes are a

result of the most practical, intelligent, reliable, economical &balanced solution for today's

Overhead Handling of loads in various applications. Be it a power house, a process

industry, a machine shop, a scarp yard, a production/ maintenance shop, a godown or any

other application where lifting &shifting is required, these cranes are the assembly of

standard serially produced modules in our own shop.

Each module has been specially designed and selected for rugged crane duty applications.

Built tough, with a high level of standardization REVA OC Cranes ensure a thoroughly

reliable and economic package. These are available from one tonne to 25 tonne capacities.

EOT CRANES: -

Reva designs / manufacturers S.G Cranes up to 25 Tonnes load &span upto 20mtrs.

Confirming to IS 3177 & 807 and other international standards.

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Reva designs / manufacturers D.G. E.O.T. Cranes up to 160 tonnes load &span to 35mtrs

confirming to IS 3177 &807 and other International standards.

These cranes are comprised of following serially produced assemblies &components

offering various modules to provide custom designed solutions.

Hoisting frame including Gear Reducer, Coupling, Brake, Drum, Sheave &Motor etc. for

various lifts &speed requirements further supplemented with electronic Controllers for

safety and speed.

Maintenance free and readily accessible assemblies’ including Geared Motor driven wheel

drive units to constitute flexibility in end carriage wheel bases. 

Reva designs / manufacturers S.G Cranes up to 25 Tonnes load &span up to 20mtrs.

Confirming to IS 3177 & 807 and other international standards.

Reva designs / manufacturers D.G. E.O.T. Cranes up to 160 tonnes load &span to 35mtrs

confirming to IS 3177 &807 and other International standards.

These cranes are comprised of following serially produced assemblies &components

offering various modules to provide custom designed solutions.

Hoisting frame including Gear Reducer, Coupling, Brake, Drum, Sheave &Motor etc. for

various lifts &speed requirements further supplemented with electronic Controllers for

safety and speed.

Maintenance free and readily accessible assemblies’ including Geared Motor driven wheel

drive units to constitute flexibility in end carriage wheel bases. 

The box girders and other structural compact designs are due to vast experience supported

by FEM analysis by graphical and analytical simulation/software for this purpose.

Reva's Double Girder EOT Cranes is a result of most practical and reliable solution for

today’s Overhead Handling of loads in various applications. It is designed with state of art

FEM analysis techniques, strict quality checks at various stage and final overload testing

assures high reliability and safety. Moreover this all is backed by Reva's large experience.

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Tailor made solutions: These cranes are custom designed and built to suit the user’s

application. Reva is fully equipped in respect of design and manufacturing expertise

required for the same.

Short Delivery Periods: The basic components such as Gearboxes, Geared Couplings,

Brakes and Wheels are pre-designed and are serially produced. High level of

standardization and modular design also reduces the delivery period.

Double girder EOT cranes are available upto 160 tones capacity with different combination

of span and lifts according to user’s application.

CRANE KIT:-

Reva's urge to have FAST &ECONOMICAL solutions for the customer, leads to the idea

of 'CRANE KIT'.

A User can BUILD HIS OWN CRANE by buying readymade REVA Crane Kit,

comprising of :

o Hoisting equipment

o End carriages with traveling machineries

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o Electrical panel &

o Other accessories.

All the possible help or on site deputation of engineers is available on request.

FLEXIBLE GEARED COUPLING: -

Reva Curved Tooth Flexible Gear Couplings are manufactured as per IPSS :1-01-005-86.

The design aims at achieving rationalization of sizes and numbers on basis of their torque

transmitting capacity and generally synchronizes Reva's modular gear boxes ratings, which

in turn are rated in increasing geometrical progression.

Gear hubs and outer sleeves are manufactured from Carbon Steel conforming to IS: 1030

for first three sizes and IS: 1570 for remaining sizes. Teeth are generated by involutes

system having 30 degree pressure angle instead of 20 degree to make a quantum

breakthrough in coupling design and performance.

HELICAL REDUCTION GEAR BOXES: -

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Reva offers Helical parallel shaft gear reducers upto 1000 center distance in two - four

stage, in C.I housings duty machined on CNC machining centers (with ATC and tools

presenter).

The gears / pinions are gas carburised, hardened and profile ground skived to DINT7 from

forged blanks. The antifriction bearing supported on integral pinion shafts and gears are

splash oil lubricated which is prevented from leakage by narrow width wave rubber seal.

Input/output, solid, hollow splined and tapered shaft are available. The foot mounted gear

reducers are rated from 250 Nm 5000Nm.

Revas’ helical gearbox uses hardened and profile ground helical gears. Gearboxes are

available in wide range of ratings with different configuration to select from.

Design Features: Modular Concept Center distances, ratios, dimensions corresponding to

R 10, R 20, and R 40 series. Optimization: Weight/Power optimized due to use of case

hardened steels to high strength.

Computer Aided Design: Based on Buckingham method resulting in compact and robust

gearboxes with a factor of safety >1.5 both in wear and strength. Low Running Noise: Use

of hardened and profile ground gears and cast iron housing reduces running noise and

vibrations of the gearbox.

TRAVELING BLOCKS WHEEL ASSEMBLIES: -

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Rail mounted travel units consisting of shrunk fitted/keyed/ splinted hollow axles to

accommodate geared motor solid/hollow /key or splied shaft or make a "made for each

other “combination.

The units can replace existing /obsolete /worn out wheels and travel gear boxes to make

these in line with current technology.

Reva offers one of the finest available selection of energy efficient travelling Machineries

with built in reliability, deriving product strength from making all the key components IN-

HOUSE, optimally engineered &manufactured using the latest in designs, materials,

manufacturing &quality assurance techniques.

WHEELS: Wheels are manufactured from forged medium carbon alloy steels and are

machined on up-to-date CNC turning centres. The wheels are hardened to a hardness of 36-

42 HRC, axles shrunk fitted into the wheels have extended axle to fit into the hollow shaft

of the travelling machinery with a key or shrink disc.

WHEEL BLOCKS: Wheels Blocks are fabricated from IS 2062 steels. These Blocks are

accurately fabricated &machined to achieve required parallelism &perpendicularity of the

wheels. An adapter plate is provided for welding of distance pieces to obtain required wheel

base. The distance pieces can be either standard rolled channel iron or fabricated box. After

fixing the distance piece these wheel blocks become end-carriages for cranes or can be used for

any other mechanical engineering usage.

HELICAL GEARED MOTORS: -

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Reva's helical geared motors have shaft mounted gear boxes in model TM 06 to TM 16, to suit

various motor ratings and output speed requirements. Dimensions, material of construction,

tolerances confirms to national and international standards. Staggered and rationalized ceter

distances reduce the overall dimensions. Motors and rationalized center distances reduces the

overall dimensions. Motors from ISO: 9001 company and having CE marking are used for all

geared motors.

JIB CRANES :-

Reva manufactures a range of jib cranes such as self supported, Pillar Mounted Wall /

Pillar Mounted, Traveling cantilever wall cranes. These cranes relieve the overhead

cranes for carrying out more useful work on the shop floor. Being designed on FEA

these are extremely reliable &safe.

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These have standard 'REVA'Electric Wire Rope Hoist for lifting of loads.

The cranes operate at lower height than the overhead crane with lift in the range of 3 to 5

meters. The lifting capacity could be in the range of .5 Tonnes to 10 Tonnes (Higher lifts or

capacities can also be supplied).

The jib cranes are very versatile in handling materials to and from machining bays, small

parts assembly shops, hammer/press shops, repair bays etc. Compared to overhead cranes

which are meant for handling heavier and bulky materials, the jib cranes are very useful for

faster operation.

Jib cranes could be hand operated also but electrically operated cranes with electric wire

rope hoists, are the order of the day for increasing the production.

Jib cranes require much less investment as compared to overhead cranes Leave aside the

capital cost, the running and maintenance cost are much less as the jib crane parameters

could be optimized as per job requirements.

REVA is also manufacturing other version of jib cranes viz. Pillar cranes where materials are

handled within a circle. The rotation on the pillar is usually up to 270 degrees but 360 degrees

rotation could be provided.

REVA THRUSTOR BRAKES: -

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Reva thrustor brakes are suitable for operation an AC supplies on 3 Phase 415 volts and are

designed particularly for use with heavy duly steel works on general duty overhead electric

travelling cranes and other drum brake applications. These are manufactured to suit Drum sizes

100 mm to 250mm in R-10 series. The construction is extremely simple and can be very easily

maintained.

OBJECTIVES OF THE COMPANY:-

The registerd office of the company situated in the “Union Territory of Delhi”. The objects for

which the company is established are:-

A. The main objects to be pursued on its incorporation:

1. To purchase, acquire, takeover the whole or any part of the business of M/s Reva

Industries, carrying on business of manufactures of, and dealers in, components for

tractors and automobile industry at present and the fixtures, fittings, rights, trade marks,

privileges, goodwill and effects thereof, all interest there in and to carry on the business

either upon the same or any premises, on such terms and conditions may be agreed

upon. The said firm shall cases after such takeover.

2. To carry on the business of manufacturing, buying, selling, exchange, altering,

improving, assembling or distributing and dealing in tractor parts, machine tools, and

machine tools accessories including zings and fixtures: bolts and nuts, screws of any

size and design for motor vehicles of component parts.

3. To carry on the business of processing, assembling, jobbing, fabricating, manufacturing

and marketing, and dealers of automobile accessories and spares, automotive parts,

connected there with and to operate plant and machinery for the production of goods,

article commodities, stocks products by-products and any other business or trade and all

other branches of business usually connected with any such business as aforesaid.

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4. To carry on the trade or business of engineers, fitters, founders, smiths, machinists,

manufacturers and painters of product for automobile industry and importers, exporters

and distributors of motor parts.

5. To carry on in India and elsewhere, the traders of businesses of iron masters, steel-

makers, steel-converters, smelters, engineers, iron brass and other metal founders and

tool makers.

B. Objects incidental or ancillary to the attainment of main objects:

1. To amalgamate with any other company all any of which are similar to the objects

which are the company in any manner whatsoever (whether with or without a

liquidation to the company.

2. For any of the purposes of the company to establish branches or to establish any firm or

firms or any promote any company or companies at place in or outside India as the

company may think fit.

3. To reunite any person or company for services rendered or to be rendered in or about

the formation or promotion of the company or the conduct of its business.

4. To borrow or raise or secure the payment of money for the purpose of the company in

such manner as the company shall think fit, and in particular by the issue of debentures

or debenture stock, perpetual or otherwise, charges upon all or any of the companies

property both present and future including its uncalled capital and to purchase, redeem,

or pay off such security and to mortgage, pledge or charge under undertaking and all or

the real and personal property, present and future.

5. To invest and the deal with the moneys of the company not immediately required in or

upon such investment and in such manner as may from time to time be determined.

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6. To agree to refer to arbitration any disputes present or future between the company and

any other company, firm or individual and to submit the same to arbitration in India or

abroad, either, in accordance with Indian or any foreign system of law.

7. To appoint agents, sub-agents, dealers, managers, canvassers, and sale representatives,

sales man for transacting all or any kind of business which this company is authorized

to carry on and constitute agencies in different parts of the world to promote race

meetings speed, trial test, for aviators, motorist and cyclists.

C. other Objects:

1. To manufacture, remodel, invent, repair, and recondition aero pianos, ships, cargo

vassals, railway wagons, engines, boats, tramways, motor, carriages, machinery and

other chattels.

2. To act as trustees, executors, attorneys, receivers, administrator, nominees, agents to

undertake guarantee and indemnity business, execute trust of all kinds and to exercise

all the powers of custodians, trustees and receivers.

QUALITY OBJECTIVES:-

Enhance customer satisfaction

Reduce cost of productivity

Improve productivity

Reduce cost of manufacturing

Enhance work satisfaction

Improve working conditions

Produce better quality

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QUALITY CONTROL:-

Quality like beauty lies in the eyes of the beholder. It requires a trained eye and a keen mind to

keep check on quality standards and measures.

Having been accredited with the ISO 9002 and QS 9000 certification, our company monitors

each and every quality process stringently. While these certificates are tangible proof of our

never ending quest for perfection, they are also a tribute to our dedicated and meticulous work

force. Every process is strictly monitored and every product is subjected to the most stringent

test before they can be worthy of the tabular name. For in our name lie the unerring proof of

precision and the unmistakable stamp of quality.

WHY CHOOSE REVA?

Why Choose REVA?

Because you value your money. Because we value money too.

Because the only class we deliver is world class.

PLAIN FACTS

WHAT WE GIVE WHAT YOU GET

DESIGN

Parametric 3d Solid Modeler

Finite Element Analysis (Pro-Mechanical)

In-House development Software's

Virtual model, Quality products, Lighter weight,

Saving on runway structure, Optimum section with

liberal safety margins, Accurate &faster designing.

HOISTING GEAR BOX

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Helical Gearing at all stages

Brake coupled with motor

Low Carbon Alloy Steel Gears &Pinions

case

Hardened to 55-60 HRC

Profile ground teeth

Ground int./ext.Mounting Dimension

Better strength and silent running.

Longer life. No misalignment

Better Physical Properties, Fine grain size, Minimal

Wear, Reduced size, Low cost on sheds &allied

equipments.

- Less prone to cracks.

- Minimal Wear. Increased impact strength.

Fine surface finish, Reduced vibration, Low noise.

Close tolerance, Less power consumption.

Radial &facial run out eliminated, Proper assembly.

CT/LT DRIVE

Helical Gearing at all stages

No open gearing

Better strength &silent running

Dust Proof, Less wear, Compactness.

Lubricated gear box.

WHEELS

Die Forged Medium Carbon Alloy Steel Fine grain size, Low friction, and Better rolls ability.

CONTROL

Cabin/Pendant/Remote

Variable Frequency Drives

Soft Starts

 

Flexibility

State of the art controls.

No jerks, no peak currents, no pendulum of load.

QUALITY ASSURANCE

An ISO: 90001 Company Design verification. Chemical, Physical and

Ultrasonic testing of raw-materials. Inspection of

Gears &Pinions on Gear Testers. Dimensional

Controls, Load and Overload Testing at works,

Erection, Commissioning &after sales service.

OTHER SERVICES

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Revamping

Annual Maintenance Contracts

You can use your very old equipment without any

problems. Trouble free operation through the year.

INPUT Purchased directly from manufacturers

Steel - 98% from SAIL

Bearings - 99% from SKF, NRB &NBC

Motors - 99.5% from Crompton

Brakes - 90% from EMCO-LENZE

Switch Gears - 95% from BCH/SIEMENS

Wire-Ropes - 100% from Usher Martin, Fort-Williams

MANUFACTURING FACILITY - 100% IN HOUSE

CNC Horizontal Machining Centre

CNC Turning Centers

Gear Hobbes, Shapers

Gear Grinders

Sheet Metal Shop

In-House Foundry

Plano-Millers, VTLs

Modem Fabrication Techniques

Many more machines

SERVICEABILITY

100% In-house manufacturing facility allows world class product in addition to quick Deliveries,

Flexibility in Manufacturing and Competitive Prices.

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CHAPTER-2

REVIEW OF THE LITERATURE

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(A) INTRODUCTION TO THE TOPIC

Employee Life Cycle

EMPLOYEE LIFE CYCLE refers to all the steps an employee goes through from the

Time he /she enters a company until they leave. The general sequence of event in the

employee life- cycle includes recruitment hiring , job description , training performance

Management retirement, position elimination, or termination.

Often human resources professionals focus their attention on the step in this process in

hopes of making an impact on the company’s bottom line that is a good thing for them to

do. Their goal is to reduce the company’s cost per employee hired.

New hire

Separation

Recruitment

Job Assignment

TrainingPerformance Management

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EMPLOYEE LIFE CYCLE

Employee Life Cycle Management

In the current dynamic scenario of internal and external business environment, the business

may not have all the best resources /skills to manage the organizational processes. Thus more

and more organizations are veering towards focusing on their core areas to ensure they remain

healthy and profitable. Organizations are increasingly looking at partnering with experts on a

scalable basis to support their HR functions.

Employee life cycle management is a continuous process that deals with the human resource in

a comprehensive, holistic way ensuring that both employee and employer gain the maximum

benefits from their mutual association. Employee Life Cycle Management (ELCM) addresses

today’s reality of employees not spending their entire work life with one or two employers but

rather moving from situation to situation with some regularity . The process further allows

employers to add value to each employee by actively participating in their development in

ways that historically have been talked about but seldom realized.

Employee Life Cycle services refers to all processes and transition that employees experience

during their tenure with an organization.

1.1 Recruitment

Recruitment refers to the process of finding possible candidates for a job.

It is important to hire the best employees for the organization’s needs. Find employees

who are talented enough to fit into the organization’s culture. It may involve

advertising commonly in the recruitment sections of a newspapers or in a newspaper

dedicated to job adverts.

Employment agencies will often advertise jobs in their windows. Posts can also be

advertised at a job center if they are targeting the unemployed.

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1.2 New Hire

A newly hired employee or a former employee returning from a lay off,

rehired following termination, rehired following a separation, or returning from a

requested leave of absence without pay greater then 30 days. An employee code is

given to the newly hired employee.

1.3 Job Description

Provide the employee with job description, which includes the employee’s

role and responsibility. It has the information that pertains to an employee’s specific

job. Separate records are maintained in the systems for each job an individual holds.

1.4 Training

The challenges associated with the changing nature of work and the

workplace environment is as real for the organization as elsewhere. Rapid change

requires a skilled, knowledge workforce with employees who are adaptive, flexible, and

focused on the future. One of the key responsibilities is to develop the staff by

providing adequate training. Encourage growth and career development of employees

by coaching, and by helping employees achieve their personal & organizational goals.

1.5 Performance Management

Setting and clearly communicating performance standard and

expectation, observing and providing feedback, and conducting appraisals in achieving

the best results through employee performance management. Assessment of

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performance and development potential is done for the employees so that it can

influence their career path and can help them to realize their true potential.

1.6 Separation

Employees separate from the organization in a variety of ways. An

employee exists the system through resignation, retirement, position elimination, or

termination. Some separations are voluntary and initiated by the employee, such as

resignation retirement. Others are involuntary and initiated by management, such as

layoff or medical separation. The death of an employee or dismissal for cause created

unique challenges. Each type of separation requires specific actions by HR. whatever

the circumstances, every employee leaving the organization, whether voluntarily or

involuntarily, should feel they were treated with respect.

Employee Life Cycle Management is a continuous process

the deals with the human resource in comprehensive, holistic way ensuring that both

employee and employer gain the maximum benefit from their mutual association. It

addresses today’s reality of employees not spending their entire work life with one or

two employers but rather moving form situation to situation with some regularity.

The process further allows employers to add value to each

employee by actively participating in their development in ways that historically have

been talked about but seldom realized.

RECRUITMENT

Recruitment refers to the process of finding possible candidates for

a job. The first stage in selection is to make the vacancies know to a large number of

people and the opportunities that the organization offers. It is important to hire the best

employees for the organization’s needs. Find employees who are talented enough to fit

into the organization culture. It may involve advertising, commonly in the recruitment

selection of a newspaper or in a newspaper dedicated to job adverts. Employment

28

agencies will often advertise jobs in their windows. Posts can also be advertised at a job

center if they are targeting the unemployed. While recruitment is a process of attracting

people, selection is a process of choosing a few among those who have been attracted.

NEED FOR RECRUITMENT

a) Vacancies due to transfer, promotion, retirement, termination, performance,

disability, or death. This is caused by mobility of human assets.

b) Creation of vacancies due to expansion, diversification, growth or job

reclassification. This is caused by the growth of business of the organization.

Methods of recruiting

a) Internal recruiting

1) Job posting – Organizations can made effective use of skills inventories for

identifying internal applicants for job vacancies . It is done by the use of bulletin boards

and company publication for advertising job openings. Job posting is an integrated

component for an effective career management system.

RECRUTIMENT

INTERNAL EXTERNAL

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2) Employee referrals - Referrals of job candidates by present employee has been a

major source of new hires, here internal sources are used to attract candidates.

Such programs offer cash of merchandise bonus when a current employee refers a

successful candidate to fill a job opening.

b) External recruiting

1) Employment Agencies - There are a number of private employment agencies who

register for employment and can furnish a list of suitable candidates when sought by

employers from their data bank . They shortlist the candidates for organization but the

final decision is taken by the organization.

2) Advertisement - Organizations advertise to acquire recruits by putting an

advertisement in special newspaper, journals and magazines to generates large number

of relevant applications.

3) E-recruiting – The use of internet to find jobs or attract ob applications. Posting and

receiving online resumes are services used by individuals and organizations.

4) Campus Recruiting – Organizations send their representatives to a campus to

interview candidates and describe organizations to them. Many institutes have regular

placement offices, which not only send out the profiles of graduating students, but also

the visiting company representative in administrative details.

5) Summer Internship – Organization hire students as interns during the summer or

part time college year. An internship can give real work experience to the students, a

possible future job and a chance to use one’s talents in realistic environment. Internship

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programs allow organizations to get specific projects done; expose themselves to

potential employees who can be their full time employee later.

NEW HIRE

Once candidate has been selected, an offer latter is given to him/her. Selected

candidate can be a freshly hired employee or a former employee returning from a layoff ,

rehired following termination, rehired following a separation. Joining form is given to the new

hire which keeps the record of employee personal information like name, address, emergency

contact, gender, date of birth, qualification, pan number etc. needed by the HR. New employee

has to sign a terms of employment contact which contains all pertinent contractual information

such as date of employment, duties to be performed, type of employment, salary, tenure

eligibility, etc. the terms of employment must be signed by the appointing authority and HR for

administrative use. Certain documents like passport and pan number for identity proof,

education and birth certificate name, address date of birth of each beneficiary and dependents

are required in order to complete joining formalities.

This way HR department completes the hiring formalities and attaches a copy

of employee application or resume to joining document. An employee identification number is

generated and forward to the employee.

ORIENTATION

Orientation is the HRM activities that introduce new employees to the

organization and to the employee’s new task, managers and work group. Thus it orients,

directs, and guides new employees to understand the work, firm, colleagues and mission. It is

the duty of supervisor and HRM to create a initial experience and work environment

A well-planned orientation is accomplished by making the new employee feel

welcome, providing the necessary basic information and responding to question and concerns.

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Before the new employee’s first day:-

1. Notify unit personnel/payroll/benefit representative of hire.

2. Prepare new employee packet, including: (1) Agenda for the first week, (2) Organizational

chart,(3) Code of conduct ,(4) Departmental Organizational structure (5) Departmental

mission, vision and values, (6) Departmental phone/email directory (7) Emergency

procedures.

3. Notify department information technology (IT) contact of hire. Provide list of required

software/hardware. Request e-mail set-up.

4. Notify department telecommunication contact of hire. Request phone hook-up and

voicemail set-up.

5. Prepare employee work area, including: (1) Ordering any needed desk supplies and

furniture (2) Ordering a nameplate, (2) Assigning keys and keypad codes.

6. Make lunch plans for employee’s first day.

7. Identify employee(s) with similar responsibilities to function as the new employee’s

coach/mentor for work-related processes and procedure.

8. Add employee to department and / or unit organizational contact and routing lists.

9. Prepare new hire paperwork (payroll and benefits).

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10. Set-up timesheet.

11. Install appropriate hardware/software.

12. Prepare parking permit information.

13. Establish e-mail, phone and voice mail set-up.

Employee’s first day :

Introduction new employee to other members of immediate staff and other key

department members.

Schedule employee to attend benefits orientation

Provide general orientation to office and departmental policies and procedures and

it includes (1) issue required keys, (2) Employee’s work schedule,(3) Hours of

department (4) Breaks( lunch ,coffee ),(5) Dress code (6) Mail account (7)

Attendance , (8) Punctuality. (9) Confidentiality issue (10) Security (11) No

smoking policy.

Provide organizational overview by; (1) Presenting organizational chart to

employee,(2) Describing place of employee within the department ,(3) Describing

main function of other members in department, (4) Discussion goals and objectives

of department.

Introduction to other assigned staff members.

Arrange a tour to include these location ;(1) Work area.(2) Conference room (3)

Vending machines.(4) Restrooms . (5) Copy machine (6) FAX machine (7) Bulletin

boards, (8) Parking and assigned parking sports.

During employee’s first month :

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New employees are highly motivated to do their job and demonstrated their skills and abilities.

Give them time to learn the basics-the how’s where’s why’s of getting things done. Have them

learn by doing under direction and try to provide the information just before the personal needs

to use it. Reinforce this motivation by:

Checking if employee received all training necessary to job.

Reviewing job description performance expectations.

Meeting regularly to discuss any issues or concerns.

Within three months :

Review training and development needs.

Schedule employee to attend these programs sponsored by the HRD-(1) Diversity

Awareness, (2) Shared Vision.

Discuss performance management goals.

Explain performance appraisal process.

Compensation

Compensation is the HRM function that deals with every type of reward that employees

receive in return for performing organizational task. Compensation or paying employees for

work and developing structures of compensation packages thus becomes one of the major

responsibilities of HRM manager. A good pay packet not only helps in attracting the most

talented employees but also helps in retaining them for a long time in the organization.

Compensation packages

It consists of two kinds of payments during employment and after employment.

1) During employment package

It basically consists of four components the basic salary; cash allowances,

bonus and non-cash perquisites.

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a) Basic salary

It is a major component of during employment compensation package. It is

worked out on the basis of job evaluation and is adjusted either because of reclassification

of changes in the cost of living index. Basic salary is a range with top and base clearly

defined. It is also called scale.

b) Allowances

Some of the well known allowances are dearness and house rent , travels

daily allowances in case of outstation travel , shift allowances etc, the concept of

allowances is based on the cost of living index as dearness and house rent allowances are to

compensate for the extra efforts needed to perform ones normal duties . Allowances can be

added to the basic depending upon the contingencies of the job.

c) Bonus

This payment is gesture of goodwill over and above the regular wages. It

usually amounts to 8.33% of salary, which basically works out to be equivalent to one-

mounts salary. This is the minimum and the organization has freedom to pay more than this

minimum depending upon the available surplus.

d) Perquisites

Perks are those benefits that do not usually come in the form of cash but

are provided to maintain certain needs and status of the employee and the image of the

organization. These may include such perks as stock options, club membership, car or

housing loans, reimbursement of the cost of children’s education , paid holidays, generous

medical benefits, furnishing and refurnishing of residence and many such perk.

2) Compensation after employment

Once the employee has let the organization either voluntarily or on

superannuation, he can continue to draw certain kind of benefits from it. These may be in

the form of pension, gratuity, limited medical facilities and purchases from cooperative

35

society. Some of these are elements of the compensation package, which are agreed upon at

the time of employment.

BENEFITS AND SERVICES

Indirect financial compensation is called benefits and services. It can be

defined as all employer-provided rewards and services, other than wages or salaries, arising

from the following categories: security and health, Medicare , workers compensation ,

provident fund, paid leaves, retirement plan, subsidized cafeterias, clothing allowance and so

on . Most benefits and services are available to employees as long as they are employed by an

organization regardless of seniority or performance. Policies allow firm to deduct benefits

expenses and the value of benefits is not counted as current income for the employees. The

amount of money an employer spends on benefits is related directly to the financial health of

the employer and the organization.

Communicating the benefits

There are four broad objectives in communicating benefit: aware,

understand, trust and worth/value.

To make employee aware of them. This can be done by reminding them of their

coverage periodically and of how to apply for benefits when needed.

To help employees understand the benefits information they receive in order to take

full advantage of the plans.

To make employees confident that can trust the information they receive.

To convince present and future employees of the worth or value of the benefits

packages. After all it’s their “hidden pay check”.

Work/life benefit enhance your company’s performance by

Reducing employee absenteeism

Reducing employee turnover

Improving employee morale

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Increasing recruitment of new employees

Improving company image

Increasing employee loyalty.

JOB DESCRIPTION

A job is a collection of tasks and responsibilities that an employee is responsible to conduct.

Jobs have titles. A task is a typically defined as a unit of work , that is a set of activities needed

to produce some result. Complex positions in the organization may include a large number of

tasks, which are sometimes referred to as functions. Job descriptions are lists of the general

tasks, or functions, and responsibilities of a person. Typically, they also include to whom the

position reports, specifications such as the qualifications needed by the person in the job, salary

range for the position, etc. Job descriptions are usually developed by conducting a job

analysis, which includes examining the tasks and sequences of tasks necessary to perform the

job. The analysis looks at the areas of knowledge and skills needed by the job. Note that a role

is the set of responsibilities or expected results associated with a job. A job usually includes

several roles.

A job description is a written statement listing the elements of a particular job that a

prospective candidate is expected to perform. It should ideally comprise purpose,

qualifications, skill sets, technology, product and domain related knowledge, personality traits,

soft skills requirement, work environment and location of the job.

Why job description is a necessity?

Lack of clarity in job description can lead to workplace chaos.

Ambiguous job descriptions can add to workplace confusion, hurt communication and

make people muse over what’s is expected of them

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Job descriptions are critical during performance appraisals where if the profile has been

well define to employees, they cannot claim begin unaware of their duties.

A job description outlines the responsibilities and function that are assigned to a

particular position or role. It provides clarity about what an employee is supposed to do.

An organization’s goals are defined through job description and it involves both the

management and the HR.

A job description become the factor to look at if people are not doing what the

organization wants them to do.

Job description plays a pivotal role and this is leveraged by most of the core HR systems. It is

used for recruitment and selection, career mapping or pathing, training and development

performance management , organization design, compensation and benefits and manpower

planning. The fact that it provides an overview of scope and responsibility of the job and maps

the skills or competencies makes it a handy tool. An employee would have multiple roles and

therefore it becomes imperative for the HR to facilities the process, thereby deriving a proper

job description with the help of management and line management.

Guidelines for creating job descriptions

A job description should

Be precise and well laid-out. Simple sentence structure with lesser use of jargons

makes it easier to read and ensures grater response. Examples should be used when

required. And finally, it is better to describe the end result of the work rather then the

process to achieve it.

Clearly outline tasks, activities and define role. Caution should be exercise to ensure

that the reader receives the right message and the job is not ‘stepped up’ or ‘stepped

down’.

Reflect how the job impacts the business.

Outline the reporting and working relationships.

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Define qualification and maps skills and competencies ( both functional and soft

skills/competencies) required.

Managers must regularly update and develop the description of their employees because of the

constantly changing nature of skill sets and responsibilities in the organization.

TRAINING

Training consists of planning programs designed to improve performance at the

individual, group or organizational levels. It increases the knowledge and skills of people for a

definite purpose. Training is a continuous process which deals with challenges associated with

the changing nature of work and the workplace environment. Rapid change required skilled,

knowledgeable employees who are adaptive, flexible and focuses on the future goals of the

organizations. The managers are continuously engaged in training their sub-ordinates and

ensure that any training programmer should attempt to bring out positive changes in the

knowledge, skills and attitude of the employees. Training is important for new as well as

present employee.

Assessing training needs

There are three levels of analysis for determining the needs that training can fulfill:

Organization analysis focuses on identifying where within the organization training is

needed.

Operations analysis attempts to identify the contents the training-what an employee

must do in order to perform competently.

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Individual analysis determines how well each employee is performing the task that

makes up his or her job.

Objectives of training

The objectives of the training differ according to the employees belonging to

different levels of organizations. The basic objective of training is to establish a match between

employee and his job.

1) Induction

Training constitute a significance step in the induction of the individual into

the company’s way of life what is the company’s culture? How does structure function?

What are role relationships?

What are policies and rules of organization? What are degrees of freedom , or limits of

behavior? These have to be inculcated in a new employee so as to help him to adjust to

the organization. Socialization helps an employee to blend his personality with

organization.

2) Updating

A significance objective of training is to prevent the obsolescence of the

employee by updating their skills and knowledge. The jobs that employee have been

doing are not static. They change sometimes without the necessary awareness.

3) Preparing for future assignments

People are not satisfied if they continue to work in the same position for

long. Mobility is a fact of life. One of the objectives of training is to provide an

employee an opportunity to climb up the promotional ladder.

4) Competency development

Many organization are realizing the need of having people who can

innovate, think ahead, and provide new directions. This is a new area, which is gaining

significance because of need to move in different and newer areas of growth.

Organizations, which have stagnated for long, need to identify certain individual who are

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creative and show potential for innovation and sent them to special training programmers

designed to realize the new competencies.

UNDERSTANDING THE HIGH-IMPACT TRAINING MODEL

The high- impact Training model is a Six- phase process that focuses on

providing effective, targeted training. If you follow this model your training efforts will have a

positive impact on your organization.

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Phase-3Produce

Learning Tools

Phase-6Track Ongoing follow-through

Phase-2Map the

Approach

Phase-4Applying Training

Techniques

Phase-5Calculate

Measurable Results

Phase-1Identify

training needs

S.NO

1.

PHASE

IdentifyTrainingNeeds

ACTION

Gathers & analyze appropriate information

PRODUCT

A description of the specific training needed to improve job performance.

2. Map the approach

Define what needs to be learned to improve job performance

Detailed objectives for the training program. A design plan for the training program.

3. Produce learning tools

Create the actual training materials

Training manuals facilitators guide, Audio visual aids, job aids etc.

4 Application Training Techniques

Deliver the training as Designed to ensure successful Results

Instructor led Computer Training based on one by-one Coaching.

5 Calculate Measurable Results

Assess whether your Training / coaching accomplished improvement communication the result & redesign (if needed)

An evaluate report Training course, if needed.

6 TrackOngoingFollowThrough

Ensures that the impact of the Training does not diminish

Ongoing suggestions & ideas that supports the Training

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PERFORMANCE MANAGEMENT

Performance management is the process by which executives managers, and

supervisors work to align employee performance with the firm’s goals. An effective

performance management process has a precise definition of excellent performance, uses

measurement of performance, and provides feedback to employees about their performance. It

defines, measures, monitors, and given feedback. Performance evaluation is a crucial part of a

firm’s performance management process.

Elements of performance management system

Define performance

Encourage performance

Facilitates performance

Define Performance Set objectives

TOENERGIZE EMPLOYEE PERFORMANCE

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Encourage Performance Facilitate Performance Provide timely rewards that Provide Resources are valued by employees.

Elements of performance management system

Performance definition

A way to ensure that individual employee or team know what is expected of

them and that they stay focused on effective performance by paying attention to goals,

measures and assessment .

Goal setting has a proven track record of success in improving performance in a variety of

settings and cultures. Goals direct attention to the specific performance in question, they

mobilize effort to accomplish higher levels of performance, and they foster persistence for

higher levels of performance. Managers must also be able to measure the extent to which goals

have been accomplished. Regular assessment of progress toward goals focuses the attention

and effort of an employee or a team.

Performance encouragement

Provision of a sufficient amount of reward that employee really value, in a

timely, fair manner.

Provision reward to employee – pay, benefit, free time , merchandise, or special

privileges are some type of reward, which can be given to the employees.

Provide reward to employee in timely manner- after major accomplishment employees

can be rewarded for their performance.

Provide reward to employee in fair manner- fairness are a subjective concept but it can

be enhanced by adhering to four important practices: Voice, Consistency, Relevance,

and Communication, Employees often behave very responsibly when they are asked in

advance for their opinions about what is fair.

Performance facilitation

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An approach to management to which roadblocks to successful performance

of employees are eliminated , adequate resource to get a job done right and on time are

provided and careful attention is paid to the selection of employees.

To eliminate roadblocks to successful performance – Employees are well aware of the

hurdles and are willing to identify them if managers will only ask for the input. Then

it’s the manager’s job to eliminate these obstacles.

To provide adequate resources to get a job done right- here the resources are Capital

Material and Human Resources. Employee really appreciate it when their employee

provides everything they need to perform well

To pay careful attention to selecting employees- no manager wants is to have people

who are ill suited to their jobs because this often leads to overstaffing , excessive labor

costs, and productivity,

Performance appraisal

A review of the job- relevant strengths and weakness of an individual or a team

in an organization. Appraisal serves a two-fold purposes: (1) to improve employee’s work

performance by helping them realize and use their full potential in carrying out firm’s

missions, and (2) to provide information to employees and managers for use in making work-

related decisions.

It also serves the following purposes:

Appraisals provide legal and formal organizational justification for employment

decisions.

Appraisals are used as criteria in test validation.

Appraisals provide feedback to employees.

Appraisal can help establish objectives for training programs.

Appraisals can help diagnose organizational problems.

Who should evaluate performance ?

1. The immediate supervisor

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He is the person best able to relate the individual’s performance to what the

department and organization are trying to accomplish. Feedback from supervisors is more

highly related to performance than that from any other sources.

2. Peers

A member of a cross-functional team may be in a better position to rate

another team members than that team member’s immediate supervisor. The co-workers must

know the levels of performance of the employee being evaluated.

3. Subordinates

Appraisal by subordinates can be a useful input to the immediate supervisor’s

development. Subordinates know firsthand the extent to which the supervisor actually

delegates, how well he or she communicates, the type of leadership style he or she is most

comfortable with, and the extent to which he or she plans and organizes.

4. Self-evaluation

The employee evaluates herself or himself with the techniques used by

other evaluation. This approach seems to be more often for developmental aspects of

performance.

5. Customer served

The “customer” of an individual’s or organization’s services can provide a

unique perspective on job performance.

SEPARATION

Employees separate from the organization in a variety of ways. An

employee exits the system through resignation, redundancy, elimination, layoff, termination,

fixed-term hire, end of funding, and death. It can be categorized as voluntary and involuntary.

Resignation:

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A resignation is a voluntary termination of employment initiated by the

employee. It should be confirmed in writing. A confirmed resignation may be withdrawn only

at the sole discretion and written approval of an authorized representative. An employee wising

to resign in good standing shall file with the appointing authority, at least two weeks before the

employee’s last day at work, a written resignation stating the date it will become effective and

the reasons for leaving . An unauthorized absence from work for a period of five consecutive

days, and for which the employee does not provide a satisfactory explanation, may be

considered by the appointment authority as abandonment of the job and a presumed

resignation. Employees who resign should avoid “ burning bridges” behind them, leaving

anger and resentment in their wake: instead, they should leave gracefully and responsibly,

stressing the value of their experience in the company. After all, who knows? They may want

to be return to the very same employers subsequently.

Job abandonment:

It means that the employee is missing in action. You can set a policy that

limits the number of days an employee can be gone without contacting you before you consider

the job abandoned.

Termination:

Termination is one of the most difficult tasks a manager has to perform and is

not a frequent occurrence. Termination may be traumatic for the employees when they are

informed that their service are no longer required. Before deciding to dismiss an employee,

managers should conduct a detailed review of all relevant facts, including the employee’s side

of the story. Once the decision to terminate has been made, the termination interview a should

minimize the trauma for the effected employee.

Quit:

When an employee quits, either with or without notice, the separation is called a

“voluntary quit”.

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Discharge:

A discharge or involuntary termination takes place when you as the employer

decide to end the employment relationship. This is the strongest form of action that the

organization takes against the employee. Normally organizations will not take such a decision

unless it is for disciplinary reasons. Organizations give feedback or warning to the employee to

improve. If the employee still does not improve then the organization resorts to dismissal.

Layoff:

A layoff occurs when available work ends, either temporarily or permanently,

through no fault of the employee. When in the judgment of the organization it becomes

necessary within a department, an administrative unit or a work group either to reduce the

workforce or to reduce or eliminate a particular kind of work, positions may be eliminated or

positions may be cut back.

Redundancy:

As the organization experiences change, its requirement of employees also

changes. As a result a few jobs may become redundant due to change of policies. In such cases

the organization prefers to remove those employees who are contributing least to the

organization.

Employee refusal to accept available work:

It means that the employee has refused to perform work that is :(1)

appropriate to the individual’s health, safety , morals , and physical condition(2) consistent

with the individual’s prior experience and earnings: and (3) a reasonable distance from the

individual’s residence.

Retirement:

Retirement occurs when an employee who has reached an age and completed

years of service so as to be eligible for benefits under the retirement program, voluntarily

terminates from employment. Early retirement is a touch issue. Companies normally offer this

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to people who have served the company for a long time and have a few years to go but are

slow to change with the changing scenario. This is a double-edged sword as even employee

may opt for it and claim benefits before leaving for alternative employment as normally

companies make this a voluntary scheme. Early retirement programs are intended to provide

incentives to terminate; they are not intended to replace regular retirement benefits. Any loses

in pension resulting from early retirement are usually off set by attractive incentive payments.

Employees are more likely to retire to the extent that they have reached their occupational

goals, that their jobs have undesirable characteristics that home life is seen as preferable to

work life, and that there are attractive leisure activities.

Death

Is the event of the death of an employee, the supervisor should notify benefit as

soon as possible. Employees in status are covered by death benefit plans, either pre-arranged or

by default.

FIXED – TERM HIRE

Fixed team hire is an appointment for which a planned termination date is

established and recorded at the time the employee is hired or appointed.

Processing separations

a. Notification to payroll department – For every separation of a regular

staff employee, the employee’s department is required to submit a termination

from to payroll.

1. Effective date of termination

2. Type of separation

3. Special payments

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b. Records of leave, hours worked, etc - Any work record related to the

hours worked and leave accumulated.

c. Pay in Lieu of notice - Any pay in lieu of notice is initiated by the

employee’s department after consultation with HRM.

d. Benefit plans - Employees begin separated should be advised to contact

benefit department to gather information concerning the insurance coverage

dates.

e. Exit interview – An exit interview of an employee begin separated is taken

by the HRM.

f. Final pay cheque –The pay cheque will include the total amount of salary

and other payment.

Human Capital Management of the Employee Lifecycle

Human Capital Management of the Employee Lifecycle presents a more systematic and

comprehensive approach to human capital management based on the author’s insight into the

connection between and organization’s strategy and its human capital needs and plans.

Focusing on the six stages of the employee lifecycle, the book emphasises the need for a more

adaptive, specialised approach to HRM to achieve what the author calls the ‘Triple Win’ –

substantial benefits for customers, employees and the business as a whole. The book includes:

rich descriptions and examples

details on how to plan and execute each stage

questions and issues

case studies

Managing the Employee Life Cycle

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Is your front door revolving as employees exit your organization almost as quickly as they

enter it? Today's employer's must look beyond their own frustration of revolving employees.

We must look at what we are doing to cause our employees to leave at rapid rates.

Actually, if you're losing your qualified, experienced employees at any rate, it's time to change

how you're managing your people.

One tool for checking in on what you and other managers in your organization are doing to

meet both your employees' needs and your organization's needs is the using the Employee Life

Cycle model. Use this model as your checklist for managing your people well - and keeping

them.

A LEADERSHIP TOOLKIT THROUGHOUT THE EMPLOYEE

LIFECYCLE

Coaching is the guidance leaders provide followers to optimize their potential as performers in

and beyond specific job functions. It is leading others to take action to improve performance

and grow professionally. Coaching Skills that Gets Results is based on the premise that

whenever an employee starts a new job or takes on a new task, they begin the Lifecycle of

Employee Development. Different leadership skills and coaching techniques are needed to

develop others to get results during each lifecycle stage. How you get employees off to the

right start requires different skills than coaching to re-direct performance.

The interactive nature of this session will provides participants with opportunities to

practice coaching skills during each life cycle stage. Participants will also assess their

leadership coaching skills to focus their workshop learning and development plans. This

program will provide participants with practical coaching skills and processes to develop and

sustain a work culture that gets results.

1. EMPLOYEE LIFE CYCLE

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refers to all the steps an employee goes through from the time

he/she enters a company until they leave. The general sequence of events in the employee

life-cycle includes recruitment, hiring job description, training, performance management

etc. until the employee eventually exits the system (separation) through resignation,

retirement, position elimination, or termination.

2. Why job description is a necessary?

Lack of clarity in job description can lead to workplace chaos.

Ambiguous job description can add t workplace confusion, hurt communication

and make people muse over what is expected of them.

Job descriptions are critical during performance appraisals where if the profile

has been well defined to employees, they cannot claim being unaware of their

duties.

3. Communicating the benefits :-

There are four broad objectives in communication benefits: aware, understand, trust

and worth/value.

To make employee aware of them. This can be done by reminding them of

their coverage periodically and of how to apply for benefits when needed.

To help employees understand the benefits information they receive in order

to take full advantage of the plans.

4. Work/life Benefits Enhance Your Company’s Performance by:

Reducing employee absenteeism

Reducing employee turnover

Improving employee morale

Increasing recruitment of new employees

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Improving company image

Increasing employee loyalty

CHAPTER-3

RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

Research is common language refers to a search for pertinent information on a specific topic.

Infect research is an act of scientific investigation, research methodology is a systematic way to

solve research problem it may be understood as a science of studying how research is done

scientifically. In it we study the various steps that are generally adopted by research in studying

his research problem. It is necessary for the researcher to know not only research method/

technique but also the methodology. The scope of research methodology is wider than that

research method.

The research process is consisting of a series of closely related activities. At time the first step

determine ten nature of the last step to be undertaken. Why a research study has been

undertaken, how the research problem has been defined, in what way and why the hypothesis

has been formulated, what data has been collected and why the particular method has been

adopted and host of other similar questions are usually answered when we talk of research

methodology concerning a research problem or study.

Statements of purposes:

The purpose of this research is to obtain information regarding Employee Life-Cycle.

SCOPE OF RESEARCH METHODOLOGY:

The scope of research methodology is wider than that of research methods. When we talk of

research methodology, we not only talk of research methods but also consider the logic behind

the methods we use in the context of our research study.

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OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

The study will be conducted at Reva Industries Ltd Company. The scope of the study refers to

the job that to know about the activities of the organization. The study means that the analysis

of the policies of the company which are very helpful in smooth running of the business.

During the summer training the trainee need to find out the corporate strategies of the

running company and the mile stone which the company has covered during its journey. In the

summer training, it is necessary for the student that he /she involve with the experience guys to

get the knowledge about the company. That is how the company has got the success, Or if it is

going in the loss, why?

In my training period I have found that the REVA INDUSTRIES LTD is a good

company. I felt that I can learn the more in the Reva Industries Limited. Reva Industries

Limited Company is deals in cranes import business with outside countries also.

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RESEARCH DESIGN

Research design is pure and simple frame work or plan for a study that guides the collection

and analysis of data. In fact, the research design is the conceptual structure within which the

research is conducted. It is the arrangement of conditions for collection and analysis of data in

a manner that aims to combine to the research purpose with economy in procedure.

PREPARING THE RESEARCH DESIGN:-

It is necessary for the research to define conceptual structure which research would be

conducted the function of research design is to provide for the collection of relevant evidence

with minimal expenditure of efforts, time & money. The selection of research design is

depends upon the objective of the research.

TYPES OF RESEARCH DESIGN:-

Exploratory research design

Descriptive research design

Causal or experimental research design

SAMPLE DESIGN:-

When the data is collected from each and every member of the population interest than it is

known as the census survey.

If the data is collected from some members of the population it is known as the sample survey.

In the research, a researcher generally used sample survey method to collect the data because it

has following advantages:

It saves time of the researcher.

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It is the more economical way of collecting data in the comparison of census study.

To make the data attractive, it is necessary that the matter is not too long as in

sampling.

DETERMINE THE SAMPLE SIZE:-

A sample design is defined plan for obtaining a sample from given population. It refers to

technique or procedure the researcher would adopt in selecting item of the sample. In order that

the data collected may be the representative of the population, it was decide to collect the

information from a sample size of 50 employees. The sample was taken on the basis of random

sampling.

DATA COLLECTION METHODS:-

After sampling the next step is collection of data. For the study of Employees Life Cycle in

REVA Company we collect the data with two different methods:

PRIMARY DATA

SECONDARY DATA

Primary Data: - Primary data is collected by the way of questionnaire. This primary data

served was to get the first hand information and to know their psychology. It includes:

o QUESTIONNAIRES

o INTERVIEWS

o OBSERVATIONS

o INFORMATION FROM CORESPONDENTS ETC.

Secondary Data:-

Secondary data consisted of various journal, magazines, books, and internet. The articles of

internet helped a lot to understand the information. Thus the secondary data help me to form a

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sound base for my project. The secondary data includes both published as well as unpublished

sources:

o BROCHURES

o JOURNALS

o ANNUAL REPORTS ETC.

LIMITATIONS OF THE STUDY:-

Each research work has its own limitations of we can say that limitation in any

research work is unavoidable. Limitations are the most important and critical part of research

without the consideration of which, a research work cannot progress. The forthcoming

discussions are all about the limitations faced throughout this project.

The discussion on limitations is to make aware the reader’s the before a hand about the

problems and evaluate the analysis keeping the limitations in consideration.

Given are some of the limitations faced during the project work:

1. Time constraint: Since the entire project has to be completed in a limited period, which

was not sufficient to do in – depth analysis of employee life cycle.

2. A few wrong respondents also hampered the project work.

3. Peoples working in the organization are very cooperative but due to busy schedule of the

HR officer they were not able to give more time and attention.

4. Money it’s another constraint is making of the while complete the project.

5. Certain important information was kept secret. This is because the feeling of security.

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CHAPTER-4

DATA ANALYSIS &

INTERPRETATION

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DATA ANALYSIS:-

QUE 1. Which recruitment sources are more beneficial for your organization?

We took the sample size of the employee is 50 employees.

DATA ANALYSIS

The above pie chart shows the following analysis:-

About more then one-third of the employee is in the favor of using external

recruitment sources for recruiting the persons.

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Slightly less then one-third of the employees follow all the sources for recruiting.

Other remaining is relay on the internal sources or the third party for hiring the people.

QUE 2. From internal recruitment which method give better result?

We took the sample size of the employee is 50 employees.

DATA ANALYSIS

The above pie chart gives us the different analysis these are as follow:

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Most of the employee about more then half of the employee goes with the Employee

Referral Programs if they go for the internal source.

Slightly more then one-third of the employees agree with the internal job posting.

And other goes with some other methods.

QUE 3. In external recruitment which method do you prefer most?

We took the sample size of the employee is 50 employees.

DATA ANALYSIS

The following analysis is conveyed by the above pie chart:

Most of the employee is like to go with the online recruitment for recruitment about

more then one-third of the employee.

About half of the employee is go with the advertisement and employment agency.

And the rest percentage of the employee is go with either campus recruitment or any

other recruitment method, which is very less in number.

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QUE 4. What is the duration of orientation activity?

We took the sample size of the employee is 50 employees.

DATA ANALYSIS

The above pie chart conveys the following analysis:-

Most of the observers said that less then 1 week is sufficient for orientation activity

about more than half of the employee.

Where as slightly less then one-third of the employee is agree with the one week

opportunity for that activity.

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Only a less percentage is go for more than one week duration for the orientation

activity.

QUE 5. Does your training program clearly mention about job responsibilities?

We took the sample size of the employee is 50 employees.

DATA ANALYSIS

The above chart gives us the following analysis:

Training program clearly mention about job responsibilities is thinking by about more

than half of the employee.

Some of the percentage about less than one-third of the employee is agree with it.

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Where as less percentage of the employee is not agree with it or very less percentage is

thinking that it is not necessarily needed.

QUE 6. Is your organizational environment is supportive for your employee for the

change happen in the organization?

We took the sample size of the employee is 50 employees.

DATA ANALYSSIS

The analysis of the above chart is as follow:

More than half of the percentage of the employee is saying that there environment is

supportive for their employee for adopting the change.

Where as some of the percentage about more than one-third of the percentage is no

agreed with this statement.

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QUE 7. Do you have a specific grievance cell in the organization?

We took the sample size of the employee is 50 employees.

DATA ANALYSIS

There are following analysis is observed from the above chart:

About two-third of the employee is saying that it is necessary for resolve the problem of

the employee.

Where as one-third of the employees are not agreeing for having the grievance cell.

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QUE 8. Is your organization employee is friendly in nature?

We took the sample size of the employee is 50 employees.

DATA ANALYSIS

There are following analysis:

More than about two-third of the percentage of the employee is saying that it is

necessary because friendly nature makes the working condition more favorable.

Where as very less percentage is not agree with this statement.

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QUE 9. How often performance appraisal does is done in your organization?

We took the sample size of the employee is 50 employees

DATA ANALYSIS

The following analysis is observed:

About slightly less than half of the percentage of the employee said that the

performance appraisal is done on annually bases.

On the other hand less than one-third of the employee is said that it is done after 6

months.

Where as the rest of the percentage of the employee is go with either after one year or

with the quarterly bases.

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QUE 10. Are your HR policies is flexible as per the market competition?

We took the sample size of the employee is 50 employee.

DATA ANALYSIS

There are following analysis according to this pie chart which is taken in to consideration:

More than two third of the employees in the favor of that the policies are change to

some extent due to the change in the market condition.

Very less percentage of the employees is said that they are change continuously with

the changing market condition.

The rest of the employees said that we not change our policies at all.

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\

FINDINGS

A job which is too demanding in terms of frequently transfer or constant

traveling ,limits the employee time to spend with his family.

In today’s era technologies development, new innovations make an employee’s skills

and experience obsolete in very short span of time.

Employee in a relatively secured job does not likely to worry unduly about losing his

position.

Employee do not perform well if they are working in an over crowded rooms where

interruptions are constant and temperature, noise or other working conditions are

undesirable.

Employee who do not take initiative are afraid to proceed alone and lack leadership

qualities.

Employees often feel workload when have more to do then they can handle, the

overload can be either quantitative (the individual has too many tasks to perform or to

little time in which to perform them) or qualitative ( the person believes that the he

lacks the ability to do the job.

Flexi hours facility, where the employee will have to work a specified number of hours

in a week , but they can vary their working hours with in specified limits. A common

core period is fixed during which every employee is supposed to be present. The time

before and after the core period can be adjusted by the employees as per their

requirements.

Exercise in any form can help people in coping with the stress, non competitive

physical exercise like yoga, walking , playing , cricket, etc. have been proved as a way

to deal with excessive stress level.

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CONCLUSION &SUGGESTION

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CONCLUSION

We reached at the following conclusion after research conducted on “ Employee Life- Cycle”.

Organization policies have a direct impact on employee attrition rate.

Congenial working environment leads to employee motivation and eventually high

productivity.

It has been observed that good compensation policy restrict employee turnover upto

some extent.

Organization can improve its capability by increasing the capability of their staff.

Integrated workforce development with process improvement by aligning employee’s

goals with the goals of an organization.

Strong emphasis should be given in the organization on learning and professional

development, both at the individual land organization levels.

Organizations should have Internal Assessment Centers that constantly measure

performance and identify opportunities for improvement.

Organization should give emphasis on culture that empowers individuals and promoters

a participatory environment.

Emphasis should be given on continuous improvement.

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SUGGESTION:-

1) It is important for organization to hire the best candidates they can find. This is not a time

to be cheap. The cost of replacing a bad hire far exceeds the marginal additional cost of

hiring the best candidate in the first place.

2) Once you have recruited the best employees to come to work on team, the hard part begins.

You have to inspire them to perform to their capabilities. You have to challenge and

motivate them. That is where you will get their best effort and their creativity that will help

your organization excel.

3) Once you have hired the employees and have challenged and motivated them, you

cannot relax. The biggest mistake a manager can make is to ignore employees. The same

attention you paid to their work assignments, to their satisfaction levels, to sense of begin

of a great team needs to continue for as long as they are in your group.

4) Delegate the work but don’t dump it over your subordinates – most managers don’t

know how to delegate. Many times, managers dump their work onto someone else, but

there is big difference between delegating and dumping. When you delegate something to a

subordinated it should serve two purposes.

5) Give instructions instead of orders- when you tell an employee what to be done, instead

of giving an order, you give them the freedom to come up with their best way of getting

that task done .

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6) Be clear while giving instruction-When you give instructions instead of order there is

tendency to be less clear about the expected outcome. A good manager makes instruction

clear. So when you give instruction, instead of order, you need to be as clear about what

result you expect.

7) Provide flexi hours facility, where the employee will have to work a specified number

of hour in a week, but they can vary their working hours within specified limits.

8) For controlling conflicts among the employees, provide training to managers –

Providing your manager with tools and competency necessary to effectively manage

employee relation and polices keeps your company protected and on track with

productive, satisfied employees.

Recognize the precursor of conflicts.

Listen effectively and objectively.

Improve there communication skills.

Follow step-by-step processes for resolution.

Establish grievances procedures.

Feel comfortably equipped to deal with difficulties.

Document corrective action properly.

Understand fully the regulations that govern employment policies.

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BIBLOGRAPHY

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BIBLIOGRAPHY:-

C.B Gupta, Principles and practices of management, national, New Delhi, 1996.

Memorial, C.B, Personnel Management, Himalaya publication house, Gurgaon,

Mumbai-400 004, 2002.

Human Resources Management, Anurag Jain publication, New Delhi, 2006-07.

K.Asawthappa, HRM, MC Graw Hill publication, New Delhi.

WEBOGRAPHY:-

www.google.com

www.yahoo.com

www.wikipedia.com

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www.revacranes.com

ANNEXURE

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QUESTIONNAIRE

Q1. Which recruitment sources are more beneficial for your organization?

Ans. 1) External 2) Internal

3) Third party 4) All of them

Q2. For internal recruitment which method gives more results?

Ans. 1) Internal job posting 2) Employee referral programs

3) Any other

Q3. In external recruitment which method do you prefer most?

Ans. 1) Employment agency 2) Advertisement

3) Online recruitment 4) Campus recruitment

5) Any other please specify

Q4. What is the duration of orientation activity?

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Ans. 1) <1 Week 2) 1Week

3) >1Week

Q5. Dose your training program clearly mention about job responsibilities?

Ans. 1) Yes 2) No

3) To some extent 4) On the job training is necessary

Q6. Is your organizational environment supportive for your employees for the changes happen in the organization?Ans. 1) Yes 2) No

Q7. Do you have a specific grievance cell in the organization?

Ans. 1) Yes 2) No

Q8. Is your organization employee friendly?

Ans. 1) Yes 2) No

Q9. How often does performance appraisal in your organization?

Ans. 1) Quarterly 2) After 6 months

3) Annually 4) After a year of joining

Q10. Are your HR policies flexible as per the market competition?

Ans. 1) Yes 2) No 3) To some extent

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