16 hr foecasting and planing vibha

H R Forecasting and Planning - 1 -

INDEX

PrefaceAcknowledgementExecutive Summary

Introduction

Chapter I

Strategic Human Resource A New Paradigm for HR What are Strategy, Planning and Forecasting? The Importance Of People To Organizational Success Michael Porter’s View Of Strategy

Chapter II

Human Resource Planning A Successful Approach To Human Resource Planning Strategy, Planning And Forecasting For Hr Professionals The Process Of Forecasting

Creating Hr Scenarios Assessing The Demand For The People Assessing The Supply Of The People In The Organisations

Culture In The Strategy Process Gap Analysis

Chapter III

Voltas' Profile Operations Awards Community Development And Environmental Protection Voltas HRD Center Annual Strategic Business Plan Goals Autonomous Teams Recruitment Plan Selection Plan Orientation And Placement Training And Development Performance Appraisal Motivation High Potential Scheme In Voltas


Rewards Punishment Retention Scheme In Voltas Employee Communication Employee Remuneration Promotion Transfer Separation Retirement Public Approach

Chapter IV

Onidas' Profile Vision Statement Corporate Statement Research And Development Human Resource Initiatives Products Human Resource Management In Onida

Chapter V

Conclusion - “Strategic Human Resource Management”

Case Study

Annexure

Bibliography

ACKNOWLEDGEMENT


I wish to express my heartfelt gratitude to MR. RAKESH KUMAR, General Manager (water cooler business) of Voltas Limited for providing detailed information regarding the Human Resource Forecasting and Planning in his organisation.

I am grateful to MRS. PRIYANKA AJAY, Hr Executive of Onida Limited, for giving me necessary details of Human Resource Forecasting and Planning in her organisation.

I thank B.M.S Coordinator of my college MRS. BHANU KRISHNAN and my guide MISS. DIPTI SONI for her help and guidance.

I sincerely thank to my parents who have played a crucial role in the research of this project.

PREFACE


Indian industry is waking up to the challenges thrown in by the market economy. To survive in this highly competitive scenario, Managers are being pressurised to improve quality, increase productivity, cut down waste and eliminate inefficiency. The collective efforts of the employer and the employee assume relevance in this context. And this is where Human Resource Forecasting And Planning Plays a Crucial Role.

This project on Strategic Human Resource Forecasting (SHRF) and Human Resource Planning (HRP) is a modest attempt towards the understanding of human resource in its proper perspective in the huge corporates like Voltas Limited and Onida Limited. The contents have been logically stated according to the actual Human Resource Management. The report is replete with the planning and management followed by contemporary business organisations Voltas and Onida.

In all, the report provides rewarding insight into the true Strategic Management and Development of Human Resource Present In Two Big Corporates!

OBJECTIVE:


The learning objective:

Understanding the nature, scope and objectives of Human Resource Management.

Understanding the nature and importance of Strategic Management and HR planning.

Understanding the nature and appreciate the role of recruitment, selection, induction programmes in organisational effectiveness.

Understand the nature and importance of training and development, performance appraisal and identify various inputs that should go into any such programme.

Identify different components of employee remuneration and incentive payments.

Appreciate the role of employee benefits and retention policy in attracting and retaining competent people.

Understand the nature of motivation and draw a model which helps know motivation process in the company better.

Understand communication process and methods used in it. Realise the need for employee welfare. The promotion, transfer and retirement policy of the company. Understand the nature of industrial relations and stress the need for

peaceful employer and employee relationship.


SHRF, HRP AND ORGANISATIONAL STRATEGY

StrategicHumanResourceForecast

P.E.S.T Analysis

Financial Analysis

Market Analysis

Strategic Options

Choice Of Strategy Or Strategies

HumanResourcePlan

Product/MarketPlan

FinancePlan andTargets

Operations Plan

The Organisational

Plan

Implementation of Strategy


INTRODUCTION

“Those who work in the HR nowadays need the imagination of Steven Spielberg, the incisiveness of Jeremy Paxman, the interviewing skills of Oprah Winfrey and the skin of a rhinoceros tiptoeing between the political sensitivities of managers, the skill of Darcey Bussell is hardly less essential. An organisation’s tendency to demand so much from HR professional requires broad range of competencies, more than more functions in the organisation.”

Two of the attributes that do not get nearly enough, though, are SRATEGY & PLANNING. One thing we can do is contribute to strategy-setting in a way that is seen is adding value.

STRATEGIC HUMAN RESOURCE FORECASTING (SHRF) – in which we look at the radar of organisation and start joining up the dots as they appear on the screen.

HUMAN RESOURCE PLANNING (HRP) -- in which we take these patterns and convert them into meaningful activity.

The demand for HR input at strategic level is there: chief executive officers increasingly see people issues as critical to competitive advantage. And the supply is there: there is the basis for the methodology for HR to excel at strategy and planning. What we have to do is to pull everything together in a consistent and professional way.

Among the most important of these are performance management, knowledge management, individual and organisational learning, and how to manage change. All of these elements are within the domain of HR, and dealing with them will determine how successful those responsible for HR will become. Taking a strategic view across the organisation is essential.


Chapter I

(I) STRATEGIC HUMAN RESOURCE

What decides whether infact the human resource of an organisation is used strategically is how much the people of the organisation- their attributes, motivation, development, priorities and performance – directly supports the company’s strategic goals.

How, then, can human resources be used strategically? Firstly, the people of the business must be genuinely recognized as critical to it.

Secondly the human resources functions has to be and integral part of the strategic planning and thinking within the business, and business managers need to incorporate people issues into their strategic and tactical activities.Thirdly, the HR strategy must not only support current business requirements but must also prepare the business and its people for the growing demand for talent, and the competition for the best human resource.

Human resources (with the talent it incorporates) is likely to become the key differentiator for innovation, for understanding customers, for managing human relationships and for developing the business.

A great deal is expected of people who work in HR. not only are we asked to deliver six-sigma quality in recruitment and training, reward, industrial relations, employee communications and organisation design, we also have to be strategists, employee champions and business partners.

HR is a very diverse, challenging and satisfying profession. The management of strong effort combined with investment in new technology is a significant contributor to growth and prosperity.

A New Paradigm for HR:

HR is becoming multi-disciplinary and has to embrace new concepts as it strives to succeed in its overall “strategic” direction. The US journal of ‘Cost Management’ contained an article about skills-based human capital budgeting. The article forecasts that human capital planning would become a strategic driver because a key issue facing organisations was ‘ensuring that the right people with the right skills are in the right jobs in the right time’.


HR cannot afford to have a restricted view of the future. It has to be expansive in its outlook. Right now, imagination is as important as knowledge for HR professionals. The role of HR is to make sure that people receive all the considerations possible in times of organisational decision-making.

In the new business paradigm by which people are the enablers of long-term organisational success, HR professionals play an important role. They have to deliver not only operational excellence in our traditional roles of personnel and training, but also strategic value added through our unique knowledge of people dynamics. This is a combination of practical efficiency and professional insight.

What is Strategy, Planning and Forecasting?

Strategy, planning and forecasting is the ability to use evidence in order to predict outcomes. It is the value derived from being able to assess the implication of the environment and how that informs the actions that need to be taken. A step before that is to be initiated is to use an analysis of the environment to determine, to some extent, what the objective ought to be.

The all-pervasive sense that strategy-planning and forecasting is a necessary part of ‘knowing where you are going and knowing how to get there’ seems more dominant today than ever before. It is that strategy-planning and forecasting arise from much more fundamental in human nature: the need for security and the need for reassurance that the right choices are made. This is much less analytical, and centres strongly on the values and desires of the individual (or enterprise).

The Importance Of People To Organisational Success

In the new business paradigm by which the people are the enablers of the long term organisational success, HR professionals play an important role. There is an acceptance that organisation has to get the people things right. If they fail to, people will walk away, there is customer dissatisfaction, the organisation suffers, the shareholder’s value falls. This raised profile of people in organisations is something of double-edged sword for the HR profession. At long last they are getting the recognition that has long been denied- but now they also have to deliver on the strategic stage and come up with more contribution than the excellent transactional activity for which they are respected. They have to deliver not only operational excellence in our traditional role of personnel and training, but also strategic value added through our unique knowledge of


people dynamics. This is a combination of practical efficiency and professional insight.

Today there is a greater recognition for forecasting and planning, which has been precipitated by the economic adjustment that came about when the new economy turned out to be different than expected.

Michael Porter’s View of Strategy

Michael Porter has been one of the foremost experts on business strategy during the past twenty years. He defined the strategy-setting process as ‘the search for a favourable competitive position in an industry… competitive strategy aims to establish a profitable and sustainable position against the forces that determine industry competition‘.

The six principles on which the fundamentals of strategy can be achieved are given as:

1. Start with the right goal.2. A company’s strategy must enable it to deliver a value proposition

or set of benefits.3. Strategy needs to be reflected in a distinctive value chain.4. Robust strategies must involve trade-offs.5. Strategy defines how all elements of what the company does fit

together.6. Strategy involves continuity of direction.

In porter’s terms an organisation has to take a clear strategic position, and then make sure that its activities along the value chain (sales, marketing, production, HR. etc.) are aimed at achieving or enhancing the strategy. Porter gave three potential positions as ‘GENERIC STRATEGIES’

Cost leadership, as the name implies, involves an organisation’s becoming the lowest cost provider in its industry sector, and competing on that basis in a broad market.

Differentiation means achieving a position that has different or unique characteristics in relation to the competition in a narrow market.

Focus means achieving competitive advantage in narrow market segments.


Which strategy to choose?

HR professionals have an opinion about which is the right way to set the strategy. The most important thing for them is to find out exactly how the organisation is undertaking its strategy-setting, and to ensure that they conform to it by gaining admittance. It is incumbent on those directing an organisation to take the responsibility for evaluating strategic choices on behalf of the employees, shareholders, other stakeholders and themselves. The role of the people responsible for human resources in an organisation is to provide rationally-derived information in respect of the people implications of strategy, and to combine it with their own unique insight into people aspects.

It is the requirement of strategic human resource forecasting that some basic questions are answered:

1. How many people do the organisation need to achieve its business or organisational strategy?

2. What kind of skills those people need?

3. What kind of management culture should prevail in the quest for sustained organisational success?

4. How leaders can provide direction in prevailing culture or, indeed, how culture should be changed?

5. How employees can be engaged in the organisation’s mission?

Chapter II


(II) HUMAN RESOURCE PLANNING

“Human resource planning” was born as different approach. Il was an attempt to make the process a more dynamic and iterative one. Human resource plan ‘consists of a range of tasks designed to ensure that a appropriate number of right people are in the right place at the right time. In essence it involves assessing the current levels and utilization of staff and skills, relating the internal elements to the market demand for the organisation’s products, and providing alternative to match human resources with anticipated demand’.

But most importantly it is ‘fundamentally a dynamic process that endeavors to monitor and manage the flow of people into, through, and out of organisation’.

A Successful Approach To Human Resource Planning

The key considerations for successful Human resource planning can be listed as:

HR planning must always be seen within the strategy making context.

Human resource planning can most usefully be defined as ‘the relatively specific element of HR making that proposes appropriate action with regard to human resourcing’.

HR planning involves creation of formal and explicit sets of proposals intended to achieve actions that will help achieve long-term organisational performance.

The challenge is to propose actions that contribute to the long-term corporate success, not only by being prepared to take into account surprise circumstances but also by introducing new ways of thinking.

This requires sufficient flexibility or openness about the direction proposed.

It also requires that there are opportunities for variety of individuals and groups that make up an organisation to have an input into both the thinking and the action implicit in the planning.

The systems and processual perspective provides two different ways of viewing the relationship between and organisation and individuals who constitute that organisation.

HR planning involves a combination of thinking and acting. This involves incorporation of continual experimentation, revision and rethinking in


which processes of argument, debate and conflict between different managers and interest groups play a part.

Strategy, Planning And Forecasting For HR Professionals

The main reasons for the use of strategic human resource forecasting and human resource planning are:

To ensure that organisation takes into account of “people as contributors to its success by recognizing their unique contribution to strategic direction and performance.

To align and integrate people strategies with organisational strategies.

To ensure that the demand of people numbers, knowledge, skills, attitudes and values are matched with the supply of these attributes.

To provide a process by which people considerations are raised early in the strategy-setting.

The Process of Forecasting

The SHRF is based on the iterative process that takes its initial feed from the business or the organisational strategy and works through the strategic dialogue to the HRP, the people output of strategic planning.

The component parts of the SHRF are summerised as follows:

1. Establishing business or organisational strategy or strategic options: This requires a good understanding of the business implications of the strategies that are being proposed. The involvement of HR at this point is increasingly accepted part of business planning cycle because of the recognition that inappropriate skill sets, organisation design or culture can impair the chances of strategic success.

2. Creating HR scenarios :


Scenario planning means trying to anticipate people implications of the possible strategic options. For each of the strategic options that are identified, a series of HR scenarios can be created.

3. Assessing demand:

This step includes the process to assess the number of people needed for the HR plan. The various other factors that are critical to the aspect of strategy that relates to demand for skills. The demand forecast will stem directly from the financial, sales or production forecasts.

4. Assessing the supply :

Supply factor include an internal analysis of potential, but have a particular focus on the external variables such as demographics, overall country or regional skill levels, and so on.

(1) Creating Hr Scenarios

Scenario planning is preparing for the unexpected. It is a way of building a mindset aimed at anticipation. It represents, ‘an attempt to sidestep or circumvent the hazards predicting, and in process to reap certain mental and practical gains that are commonly sacrificed in a single track predicting’.

The second aspect of the strategic human resource forecasting process is to look at scenario-planning as a way of addressing critical issues. Scenario planning is inexorably linked with creative thinking. Imaginative solutions to the problems created by expanding targets in competitive world can be enhanced by instituting creativity as part of the intrinsic make-up of the organisation.

In some organisations Scenario planning is a ‘Blue-Sky’ type of activity, in which those involved in strategy setting process think the unthinkable or dream up ‘left-field’ options for the organisation.

It is thus summerised as a way of anticipating changes in the external environment that will impact positively or adversely on both the organisation’s goals and the means of achieving them. Scenario-thinking is response to fallibility of prediction-making in the business or organisational environment. The strategic human resource forecast represents an ideal opportunity to incorporate some scenario planning into the people aspects of the strategy.


In its purist sense scenario-planning tries to imagine the future at its most unpredictable.

The following are the steps involved in creating a scenario:

1. Consider possible scenarios: after having looked at the possible options that might arise from the business strategy, it might be possible to plan out some scenarios in advance and be prepared to face the possible contingencies that will arise from the situation.

2. For each scenario identify a range of HR outcomes: the next stage will be after formulating an input to the scenario to identify a range of possible outcomes. This is an exercise in broadening the vision beyond the organic and incremental. it is certainly an exercise in moving out of box.

3. Identify success and disaster possibilities: once the possible outcomes from the various scenarios have been identified, two important questions should be raised:

What would success look like?

What are the risks to and the possible show-stoppers of these outcomes?

4. Identify difference between current position of the organisation and desired future position: Once the scenario has been created, once the HR outcomes have been identified, once the plan is beginning to emerge, then gap analysis should start. As in HR outcomes aspect of scenario, gap analysis will facilitate action-planning once one projected scenario becomes firm.

5. Identify successful actions and measure of success: At this point there will be several inputs to the scenario. It is worth sanity-checking the whole process with those responsible for establishing the scenario, to evaluate what the outcomes have been and how beneficial they are. One of the important aspect of this part of scenario-planning process is time and timing.

(2) Assessing The Demand For The People


Strategic resourcing

Attracting, development and retaining the right personnel for business today is what lies at the root of the corporate success or their failure. The alignment of corporate and personal values should lie at the root of any recruitment exercise, whether recruiting a CEO or manual worker.

There is a responsibility on everyone who is recruiting to devote sufficient time and understand and clarify exactly what is required. One should also look forward to the development and retention of each recruited individual both in personal terms and in developing the business. The result then will not be a repetition of the recruitment process and a static or decreasing business.

The demand for the people

The demand and supply are the ‘yin and yang’ of the SHRF: two complementary activities- not of Chinese philosophy but of very real challenge of getting enough people to fill the posts created by strategy. Attaining equilibrium is very desirable objective by having good understanding of the labour market.

In theory, demand forecasting should be more straightforward than supply forecasting as demand forecasting is based on the interpretation of the organisation’s business plans. The outputs of the demand forecast are likely to be:

An estimate of the numbers required to achieve the business strategy in one to three to five year’s time.

An understanding of how will these employees will work, by division or by location.

An understanding of the types of skills required, including an estimate of how many skilled people will be required within each skill type.

The process for deriving a demand forecast


1. The business or organisational strategy determines the likely people requirements in terms of numbers, location, skills, etc.

2. Quantify people requirements by total numbers

3. Quantify requirements by business unit or division

4. Quantify requirements by location

5. Quantify requirements by skill types

6. Prepare an initial demand forecast

7. Feedback to business managers

8. Feed results into a quantified HRP.

(3) Assessing the Supply Of The People In The Organisations

HR would not be HR without its essential raw material- PEOPLE. A forward look at the number and quality of the people available in the jobs market is therefore necessary prerequisite of strategic HR. people supply – in particular external supply – is an important determinant of whether an organisation will be able to deliver its required levels of performance. Supply if generated by internal and external sources f labour and includes supply of skills.

The process for deriving a supply forecast

1. The business or organisational strategy informs internal supply of people.

2. Environmental analysis used to inform likely external sources of supply.

3. Quantity of supply analysed by total numbers.

4. Quantity of supply analysed by location.


5. Quantity of supply analysed by skill types.

6. Quantity of supply analysed by business unit.

7. Feedback to business managers.

8. Input to the HRP.

9. Measures of the implementation set.

Culture In The Strategy Process

‘Culture’ is the context within which the individuals and the groups operate. For an organisation, it comprises a set of beliefs, values and emotions that enable its members to work effectively. In most companies, the cultural context is assumed: newcomers absorb the unwritten rules through a process of observation, trial and error-otherwise, they face rejection. Successful companies establish a culture that fits their operating models.

In the era of gradual change, the culture of the company adjusts over time to new market requirements and opportunities. Today, however, the pace of change in the economy- driven by the interlocking forces of the globalization, technological innovation, deregulation and government intervention – is such that the company is forced to adapt their operating models far more quickly to remain competitive.

With the acceleration of the changes in the competitive environment, it becomes vital to synchronise changes in business processes, organisational changes and reward systems with the appropriate shifts in the culture.

Changing culture is therefore not about building a company – it is necessary to create an organisation that can deliver hard results.

The cultural implications of strategy

The cultural implications of business strategy continue to be serious matters of the HR personnel. And there is evidence that cultural issues, always important, are now becoming more appreciated. Understanding the culture of an organisation is a prerequisite to managing any sort of change. HR personnel have a major role to play as ‘the voice of the culture in the organisation’ – analysing and articulating what it is, and doing something about it.


The importance of understanding culture

Assessing the culture and style of the organisation – and how appropriate they are to the future direction and strategy – is critical. It is an era that is one of the softer aspects of HRM…. and as the result of often ‘parked’.

When organisation fails to recognize cultural issues during the strategy setting process, it has an impact on the ultimate success or failure of the strategy. The possibility of building a culture that values difference in the race, gender and ability should enthuse everyone in the organisation. An organisation’s culture is pervasive. It can also stifle the change or innovation if mismanaged or misunderstood. Organisational culture is a powerful force – and now there is a growing recognition that its management is important facet of organisational success.

Every organisation has a culture, and the way the human behaviour expresses itself - in both speech and action – defines that culture.

The ways in which culture shows itself in organisation are illustrated below:

The way in which people interact, their forms of address, and language they use

The dress code.

The way in which work is organised and conducted.

The organisation’s self-image and the dominant values it espouses, often through its mission statements, company and product literature.

The way in which it treats its employees and responds to its customers – this is often reflected in the physical facilities provided in the organisation.

The rules for ‘playing the organisational game’ – e.g. the types of behaviour associated with being a good employee or effective manager.

The process of assessing the cultural implications of strategy


1. Highlight the possible changes to strategy from the overall strategic plan.

2. Conduct a cultural audit for the existing organisation

3. Assess the cultural implications of the new business strategy

4. Identify culture gaps

5. Communication, education and HR practices to develop required culture

6. identifying measures of success

7. Monitor the cultural change

GAP ANALYSIS

A gap is an opening, an opening is a space between barriers, a space between barriers makes for tremendous vulnerability. At first sign of gap, it should be shored up, or repelled, or stopped, or hidden, or overwhelmed. These are called the principles of stopping gaps.

In traditional manpower planning, gap analysis was the means of contrasting the current ‘numerical size of the workforce against the size predicted in the strategic plan. It is now necessary to extend this simple but effective balancing act to include other factors, such as:

Training

Culture

Succession management

These elements are increasingly of high profile because of the war of talent and its implications for recruitment and retention, and because of the need to keep a firm grip on cost management.

Gap analysis in a people context


In people context there are four critical areas in which the gap may be identified as part of SHRF process. These are:

In the supply and demand for labour- either as excesses of supply between current and proposed strategy (downsizing) or as excesses of demand (the war for talent)

In the difference between the current cultural make-up of the organisation and that desired for future

In the difference between the current organisational structure and that indicated by strategy debate

In all aspects of organisational development, such as learning, reward, and employee relations.

Chapter III


VOLTAS' PROFILE

Voltas Limited is India's premier air conditioning and engineering services provider. It offers engineering solutions for a wide spectrum of industries in areas such as heating, ventilation and air conditioning, refrigeration, climate control, electro-mechanical projects, textile machinery, machine tools, mining and construction, materials handling, water management, building management systems, pollution control and chemicals.

The Company's strengths lie principally in the design and manufacture of industrial equipment; management and execution of air conditioning and public work projects; sourcing, installation and servicing of technology-based systems; and representation of global technology leaders, serving diverse industrial sectors and applications.

OPERATIONS

Voltas' operations have been organized into four independent business-specific clusters, namely the Air Conditioning and Refrigeration Business Group, Unitary Products Business Group, Engineering Products Business Group and International Operations Business Group. Each of these has its own facilities for market coverage and service to customers.

Air conditioning and Refrigeration Business GroupCentral Plant EquipmentPackaged / Ductable Split UnitsHVAC Turnkey Projects and Services

International Operations Business GroupElectro-mechanical ProjectsPumps and ProjectsCivil ConstructionChemicals

Unitary Products Business GroupRoom Air ConditionersWater CoolersCommercial Refrigeration

Engineering Products Business GroupTextile MachineryMining & Construction EquipmentMachine ToolsMaterials Handling

AWARDS


United Nations' Grand Award for Excellence in Public Service Worldwide, 1993-94.

International Public Relations Associations' Golden Trophy for Excellence in Customer Service, 1994-95.

Mumbai Chamber of Commerce and Industry's Good Corporate Citizenship Award, 1995-96.

COMMUNITY DEVELOPMENT AND ENVIRONMENTAL PROTECTION

The Company has consciously laid emphasis on corporate social responsibility and also on ecology and environment protection. Exemplary corporate citizenship is demonstrated in numerous social upliftment projects, whether independently undertaken or in support of the Tata Council for Community Initiatives.

CHAIRMAN

BOARD OF DIRECTOR

MANAGING DIRECTOR

VICE- PRESIDENT

Air conditioningand

RefrigerationBusiness

Group

InternationalOperationsBusiness

Group

UnitaryProductsBusiness

Group

EngineeringProductsBusiness

Group

H.R.DDEPARTMENT

GENERAL MANAGER


Voltas HRD Centre, inaugurated on June 7, 1995, was designed by a group of architects, engineers, behavioural scientists and HRD executives to

provide the right environment for Training and Development. Set amidst idyllic sylvan surroundings, the Centre has an auditorium and a conference hall, as well as a number of syndicate rooms of varying seating capacities,

backed by modern training aids and accessories.

VOLTAS is one of India’s oldest companies embarking its true existence for almost 5 decades. It is one of the few Multi-National Company’s who had evolved importance of HUMAN RESOURCE DEVELOPMENT 3 decades ago. Says VOLTAS General Manager Mr. Rakesh Kumar, “Our Company has constantly framed the plans and policies so as to attract the best talent towards our empire and satisfy and nurture our most valuable assets - our employees.”

ORGANISATION STRUCTURE


ANNUAL STRATEGIC BUSINESS PLAN

The Strategic Business Plan in VOLTAS is formulated every year keeping in view the need of the entire firm, its employees and most importantly the


customers. The company has an HR department who is responsible completely in designing the whole working plan effectively and efficiently. Like every successful organisation today, VOLTAS too lays more emphasis on providing maximum customer satisfaction through value-added services and quality products.

In the world of intense competition, every firm’s true objective is to have a competitive edge through technologically advanced products and services at the most competitive prices. A team of expert personnel is very essential in achieving the corporate objectives. The core contributors is the internal strength of the company i.e. the employees and to build up that strong force is the team of HR personnel.

The main frame of this Strategic Business Plan includes the following:

1. The human resource requirement.

2. The training programmes to be initiated.

3. Implementing various motivational techniques and give incentives to the deserving employees.

4. Annually conducting an overall assessment of the working of the organisation.

5. And how to meet the competition.

GOALS

Every year the HR department in consent with the top level of management prepares a list of goals and objectives to be fulfilled by every employee. They are also delegated with the required responsibility and authority for their efficient and smooth working. The goals and objectives are formulated in such a way that they are aligned with the Strategic Business Plan as the ultimate target of the organisation.

The bottom line for the company is ultimately providing its customers the best of value added services and quality appliances. The main role of the HR


department in this concern is to initiate a plan where the internal customers i.e. the employees are motivated to provide complete satisfaction to the external customers. The HR department considers the past records of the assessment which is conducted by the Employee Agencies appointed by the company to carry out satisfaction survey.

AUTONOMOUS TEAMS

The formulation of the goals for the company is not only done by the top level of the management but also by the cross divisional functional team, typically consisting of the personnel from every functions and departments. After a clear view of the entire picture framed by the management, the job of distributing the respective tasks rests with the HR department.

The most interesting technique which the VOLTAS follow is the process of discussing the goals and objectives between the head of the department and his subordinates. They thoroughly discuss the ways and the order in which one will attain its respective goal. Every employee participates equally to help and suggest pathways by which they can achieve their target. This shows the team work culture that the company follows which gives every one a chance to present his/her view and thus result into a successful master plan.

RECRUITMENT PLAN


Every company has its own recruitment plan designed to suit the specifications and requirements that a job demands. The HR department keeps a track of the employees in various departments in the organisation.

The Company considers two ways to recruit an employee i.e. either internally or externally. Internally it fulfills the place of the job by transferring or promoting the existing capable employee. In case of external recruitment, it considers two ways according to the job specification.

The 2 levels of the external recruitment are:

1. Entry level:

At this level, the recruitment is done by Campus interviews. The company considers mainly the MBA’s and Engineer graduates from a well recognized institution. The leading institutions which cover the company’s preference are Weginkars, Somaiya, Symbiosis, Nagpur engineering college. It invites the job- profile of the potential prospects suitable for their organisation through or direct contact with these institutions. This is a proactive method of recruitment. Basically, the need for an employee is anticipated by the HR department and the best prospects are attracted much before the actual need for the employee.

RECRUITMENT

“It is the process of finding and attracting capable applicants for employment. The process begins when the new recruits are sought and ends when their applications are submitted. The result is the pool of applicants’ form which the new employees are selected.”

Human Resource Planning

Job AnalysisDetermine Recruitment

And Selection needs


2. Experienced level:

The level is need-based i.e. the recruitment is only done when there is no chance of internal placement. It usually is in the case of top and middle level management. The company as far as possible considers promotion to be the ideal way but in case of any contingency, external recruitment is opted. The specification for the job includes requisite experience of with high degree qualification and work experience from a reputed firm. The company places advertisement in leading newspaper with job specifications to target the right prospect.

Recruitment on contractual basis:

The company hires consultants for getting applications. The job description is provided to the consultant. According to the specification of the job, he sends resume of eligible applicant to the company. From the received bio-data, the HR department shortlists the applicants pertaining to job demand for interview.

SELECTION PLAN

The role of selection in an organisation’s effectiveness is crucial for atleast two reasons:

Improving Work performance by hiring the people who have the competence and the willingness to work.

Cost incurred in recruiting and hiring the personnel speaks volumes about the role of selection.

SELECTION“It is the process of differentiating between applicants in order to identify (and hire) those with greater likelihood of success in the job.”


OUTCOMES OF THE SELECTION DECISION

The company selects the applicants on the basis of their academic records depending upon the post levels.

STEP 1: Selection criteria

1. Cut off – 60 %

STEP 2: Selection tests

Job seekers who are shortlisted in the first step are called for a written test which assesses the applicant’s mental ability and I.Q. level. The test is based on Basic, Logic and Reasoning questions. The test is conducted to evaluate and select only those individual who are able to score maximum. This is next elimination step from which the applicants are called for Group Discussion.

STEP 3: Group Discussion

The applicants who pass the test are called for Group Discussion. Here all the prospects are made to sit together and are given a topic to discuss. The panel members closely watch the move of every individual and are allotted points. Those who score the maximum are then interviewed for final selection.

STEP 3: Employment Interview

SUCCESS

FAILURE

FAILURE SUCCESS PREDICTED PREDICTED

False Negative True Positive Error (“High Hit”)

True Negative False Positive(“Low Hit”) Error


The next step in the selection process is employment interview. Interview is a formal, in-depth conversation conducted to evaluate the applicant’s acceptability. The panel interview consists of two or more interviewers. Here the panel consists of the HR department entirely involved with the senior members from all other departments.

After obtaining information through the preceding steps, selection decision-the most critical of all steps-is made. The other stages in the selection process have been made to narrow the number of candidates. The final decision has to be made from the pool of individuals who pass the tests, interviews and group discussion and interview.

The views of all the panel member is considered in the final selection as it is he/she responsible for the performance of the new employee.

STEP 4: Job offer

The next step in the company selection process is job offer to those applicants who have crossed all the steps of screening and testing. Job offer is made through letter of offer which contains the date by which the appointee must accept the offer and inform the date of joining, whom to report, his designation, salary structure.

ORIENTATION AND PLACEMENT

ORIENTATIONAlso called induction, is designed to provide a new employee with the information he or she needs to function comfortably and effectively in the organisation.It is a planned introduction of employees to their jobs, their co-workers and the organisation.PLACEMENTAfter an employee has been hired and oriented, he or she must be placed in the respective right job. Placement is understood as the allocation of people to jobs. It is the assignment and re-assignment of an employee to a new job.


The Voltas company conducts orientation/ induction program for a week. It is a formal induction done by the company. The idea is to make the new employees feel ‘at home’ in the new environment. The ease with which employees adjust to a new job and work environment is, often, a function of the expectations they bring to the job.

There are two ways in which the new employee is oriented:

1. Classroom induction where there is formal induction program conducted.

2. C.D. - here a compact disc projects visual display of the entire organisation and its people.

The probation period is 1 year. The employee is given the letter of appointment on joining. After the completion of the tenure, letter of confirmation is issued to the employee with 100% consent of the top level management.

TRAINING AND DEVELOPMENT

“YOU TRAIN BEST ON OUR TERRAIN”

The training and development program in the company starts from the entry level and is continuous thereafter.

Steps in training programme

TRAINING AND DEVELOPMENTIt is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employee’s performance deficiency, computed as follows:

Training and development need = Standard performance – Actual performance.


Entry Level Training: The new employee undergoes training in two ways:

In-house training where the basic training is imparted in the organisation by respective person who acknowledges the employee about the job requirement.

Through a trainer who is hired by the company for 1-4 days depending upon the length of the training program. The trainer provides complete information about the job to be performed and how to be done.

General Training:

There is on-going training programmes conducted every year on various aspects. These programmes are organised for all the employees in the company. Each employee undergoes training for 12-15 days every year. The basic knowledge regarding the latest trends and ways for performing tasks is the course content of the training program.

Mentoring system of training:

Every new employee is placed under the guidance of a senior employee who undertakes the responsibility of coaching and teaching. This is an effective way to learn as the experience of the mentor is passed to the new employee who adapts to the corporate culture of working. Mentoring a usually done by the employees immediate boss or by an elderly person who assess the new recruite problems and difficulties.

On-the-Job Training:

Who Are The Trainees?

Where to conduct the program?

What Principles of Learning?

What should be the level of Training?

What Methods & Techniques?

Who Are The Trainers?


OJT is an ongoing training program facilitated to the employees throughout their association with the company. It is the most effective method as the trainee learns by experience, making him/her highly competitive.

Executive training programme:

The VOLTAS company holds specials training programmes for the executives which is for a duration of 3-6 days. It is organised at the TATA MANAGEMENT TRAINING CENTRE (PUNE). It is a residential training programme where training is given to the senior level executives.

Training Aids available

Overhead projector Slide projector ( 35 mm ) Direct projector Electronic Pan Board (PANA) White board Motorized projection screen Video scope Microphone systems Computer available L C D E-mail Library


PERFORMANCE APPRAISAL

The performance appraisal process

In Voltas, the appraisal programme is held every year. The programme highlights the company’s goals and objectives to be accomplished in that year. These targets to be achieved are given to the respective department and each employee. The head of that department, with his subordinates, discuss the way in which the targets are to be met

PERFORMANCE APPRAISAL It may be understood as the assessment of an individual’s performance in the systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgement, versatility, health, and the like. Assessment should not be confined to past performance alone. Potentials of the employee for future performance must also be assessed.Performance appraisal is a formal, structured system of measuring and evaluating employee’s job related behaviours and outcomes to discover how and why an employee is presently performing on the job and how an employee can perform more effectively in the future so that the employee, organisation and society all benefit.

Objectives of Performance Appraisal.

Establish Job Expectations

Design an Appraisal Programme

Appraise Performance

Performance Interview

Use Appraisal Data For Appropriate Purpose.


The appraisal programme process of the company is done in the following steps:

1. The strength and weaknesses analysis of the employee as perceived by the appraiser.

2. The rating of the employee is done on the predetermined parameters.

3. On the job performance evaluation is assessed.

4. The training requirements are evaluated.

5. All the information relating to the appraisal is forwarded to the HR department.

6. The HR department analyses the performance level, whether increased or decreased, whether the said target has been achieved or not.

7. The result of the data is compared with the past data. On the basis of the evaluation the employee is allotted grades.

8. All the information thus assessed is discussed by the company. The goals of the next year is simultaneously set and duly signed.

The performance appraisal is recorded and maintained for the following reasons:

1. To determine the immediate or future training and development needs.

2. To effect promotions based on competence and performance.

3. To confirm the services of the probationary employees upon their completing the probationary period satisfactorily

4. To set the goals and targets next year.

5. To use the data for comparing the performance of the employee.

6. To let the employees know where they stand insofar as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development.

7. Performance appraisal is used to determine whether HR programmes such as selection, training, and transfers have been effective or not.


MOTIVATION

A basic principle is that the performance of an individual depends on his or her ability backed by motivation. Stated algebraically the principle is:

Performance= f (Ability x Motivation)-Ability refers to the skill and competence of the person to complete a given task. -Motivation in simple terms may be understood as a set of forces that cause people to behave in certain ways.

HIGH POTENTIAL SCHEME IN VOLTAS

The company runs from time to time a unique programme High Potential Scheme. This programme is specifically designed to assess the competency of those employees who exhibit high level of capability and progress at much faster pace than other employees in short span of time.

These employees are selected by the company for a Grooming training programme which trains and develops the skill of the employee to enable them to take a higher post in future. It is a kind of internal recruitment wherein the company identifies the potential employees who will be able to resume position at the middle or top level of management. This scheme is a fast track grooming programme done by the HR department to develop a competent employee.

1. Identifies Needs

EMPLOYEES

2.Searches for ways to satisfy needs.

3. Engages in goal- directed behaviour

6.Reassess needs deficiency.

5.Receives either rewards or punishment.

4. Performs


REWARDS

People join organisations expecting rewards. Firms distribute money and other benefits in exchange for employee’s ability, competencies and behaviours.

Membership and Seniority-based Rewards

Benefits an employee receives depend on the firm joined. In VOLTAS, MBA and Engineer taking up a job gets more benefits than a graduate. The MBAs and Engineer reach middle level and top level of management faster.

Job Status-based Rewards

The firm uses job evaluation system which helps establish differentials in status of job. A job that requires more skills and efforts have more responsibility and have difficult working conditions is given more value and consequently places in higher pay grades. The pay scale and reward increases from lower level to top level of management and according to the job expectation achieved.

Competency-Based Reward

Employees who reflect their competencies through skills, knowledge and traits leading to desirable behaviour are given skill-based pay. In skill based pay the company pays employee on the basis of number of jobs discharged, or the depth of their knowledge. VOLTAS uses skill-based system of rewarding to motivate employees to acquire additional skills so that they become more useful to the organisation.

The Rewards are given to the employees in the following forms:

1. Monetary rewards where the employee receives reward in kind over and above his normal pay-scale.

2. Reward in intangible form like appreciation and recognition. Announcement of the employees who show exceptional and outstanding achievement is done in the company meeting or formal function.

3. Appreciation to the employee, as the G.M. of the company Mr.Rakesh calls, a pat on the back serves as a motivational tool.


PUNISHMENT

Just as every company has a strong motivational reward system, the punishment concept too is required to arrest mismanagement and undisciplined behaviour. The company follows the strategy of punishing the employees only as a last resort. The following are the steps involved for curbing the undesirable behaviour of the employee:

1. Any complaints received or misbehaviour observed is handled by the senior executive of the respective department and the HR department. This is in case of middle and low hierarchy employees.

2. Counseling is given to the employee to change his attitude and behaviour.

3. Further, if no positive response is received, the report of the same is made by the HR personnel to the top level executive. More stringent action is taken to solve the problem.

4. Final warning is given to the employee.

5. At last, if no alternative is left, the respective employee is asked to resign the post. This is the most rigorous action taken after the consent of the entire concerned personnel department and the HR team.

6. The application of all the steps involved lies with the HR department.

RETENTION SCHEME IN VOLTAS

In Voltas, several special programmes are initiated by the company to manage the use of its human resource effectively and to the optimum level. One of the unique schemes being the Retention scheme. The following are the steps involved:

1. This programme is conducted at a spaced interval annually as a powerful motivational technique.


2. Nominations from all the department is invited by the HR department. These nominations are referred by the senior executive of the respective department.

3. From the nominations received, say 20, 5 employee names are selected according to their database and capability observed.

4. All the selected employees are taken to a programmed venue which is their assessment center.

5. The entire scheduling and planning is done by the HR department with the approval form the top level management.

6. The programme involves rigorous tests which the employees are supposed to give in the assessment center.

7. These tests involves written test, Group Discussion and Individual Exercises to ascertain individual capability.

8. The results which are recorded by the selected panel members from all the departments are evaluated by the Senior Executives.

9. After thorough evaluation, the Panel shortlists the employees who are selected on the basis of the evaluation done.

10.These employees are added to the category of “Fast Trackers”.

11.The “Fast Trackers” are trained and groomed for high positions.

12.This is done by further rigorous tasks such as giving them challenging assignments to complete.

13.The assignments are allotted to develop the personal attributes of the employee and to validate whether he/she possess high potential or not.

14.The employees who are able to pass through the tough training programme are given “Accelerated Promotion”.

15. It is an employee based promotion technique.

16.Once the employees are identified as “Fast Trackers”, they are washed with training and development programme on a regular basis.

MESSEGE

MESSEGE

NOISE

MESSEGE

MESSEGE


Thus, the Retention scheme truly caters as an effective too to retain those potential and competent employees who are identified as future valuable asset to the company. Such schemes help the company to make optimum utilization of the Human Resource. The entire programme is carried successfully by the HR department of the Voltas company.

Employee satisfaction survey

Every year, the company conducts employee satisfaction survey to assess the requirement of employee individually. This also helps the company to implement any modification or changes to suit the employee needs. The information thus collected is maintained as database for future reference. This task is conducted by HR personnel.

EMPLOYEE COMMUNICATION

The communication process of the company is formal and involves the use of ‘Intranet’ and circulars. The communication channel is both horizontal and vertical. Meetings and conferences are held once every quarterly between the executives vertically and general meeting is held between all the department heads and the employees monthly to discuss the corporate progress and issues.

The communication process

“Communication may be understood as the process of exchanging information, and understanding among the people”

SENDER

ENCODING

CHANNEL

DECODING

RECEIVER


E-Mail: “LOTUS NOTES”

The information to be imparted is transferred to the employees through E-mail system. The information through e-mailing system is general and is fast to communicate. This system is most popular among companies as it can be readily accessed anytime and saved for future reference. This system is known as “Lotus Notes”.

Circulars:

Circulars are one of the ways in which the information is transmitted from department-to-department or from one department to the concerned department. In some cases, the circulars are circulated to get the consent of the respective department concerning certain specific issues.

Letters:

Letters are issued in case of individual employees concerning with important issues. It is mostly used in case of promotion, appointment or award letter. The letters are also issued in case of resignation or transfer.

EMPLOYEE REMUNERATION

EMPLOYEE REMUNERATIONRemuneration is the compensation an employee receives in return for his/her contribution to the organisation. His/her standard of living, status in the society, motivation, loyalty and productivity depend upon the remuneration he/she receives.

The remuneration in the company is fixed according to the job evaluation. The applicant has no say in matter of salary fixation. The HR department evaluates the job and presents the final salary structure to the employee as per his job requirement.

The salary is negotiated for the MBA professionals and it is fixed according to the goals to be achieved for the engineers.


Salary structure:

Basic salary.+ House rent allowance/reimbursement.+ traveling allowance.+ leave travel allowance in a year.+ Medical reimbursement.+ Annual limit fixed to claim the expenditure for

medical facilities.+ Provident Fund contributed by the company.+ contribution to Super Annuation fund.

Incentive:Incentives are monetary benefits paid to employees in recognition of their

outstanding performance. They are defined as “Variable rewards granted according to variations in the achievement of specific results”

Variable Incentive scheme:

The scheme is entitled to employees on achieving the set targets. The primary advantage of this scheme is the inducement and motivation of workers for higher efficiency and greater output.

Formula for Variable Incentive scheme

Basic salary

Gets Variable Incentive if the employee meets 120% of the set target.

Gets Maximum preset Variable Incentive if the employee meets 100% of the set target.

Gets 80% Variable Incentive if the employee meets 90% of the set target.

Gets 50% Variable Incentive if the employee meets 80% of the set target.

Employee benefits and services include any benefit that the employee receives in addition to direct remuneration. “Fringes embrace a broad range of benefits and services that employee receives as a part of their total compensation package… pay or direct…is based on critical job factors and performance. Benefits and services, however, are indirect compensation because they are usually extended as a condition of employment and are not directly related to performance”


Gets no Variable Incentive if the employee meets less than 50% of the set target.

Leave:

There are two types of leave facilitated to the employees:

1. 7 days Need-Based leave.

2. 30 days Privileged leave.

It is mandatory for the employees to provide written intimation of leave to the concern person. In case where the employee takes more than the permitted leave then the computed amount of the leave is deducted from the salary.

Employee Benefits and services

The following listed below are the employee benefits and services that the Voltas Company facilitates to its every employee.

1. Legally required payments:

Old age, survivors, disability, and health insurance.

Worker’s compensation

2. Contingent and deferred benefits:

Pension plans

Medical expenses (hospitalisation and surgical)

Maternity leave Sick leave

Promotion means an improvement in pay, prestige, position and responsibilities of an employee within his/her organisation


Medical officer at every branch of the company

Medical reimbursement schemes which vary from department.

Hospitalisation

Insurance.

Provident fund as per the government rules and regulations

Gratuity provided as per the government rules and regulations after completing 10 years of service.

3. Other benefits:

Travel allowance

Company car and subsidies

Car allowance – reimbursement for vehicle at high level of management.

House rent allowance as a part of salary structure.

Compensation policy:

The employees get compensation according to the framed legal rules and regulations of the industries. Every department has different compensation structure according to their function.

PROMOTION

The promotion in the company is done mainly to fill up higher positions internally. The promotion is also done to motivate employees to higher productivity. It is done in case of fast trackers to attract and retain services of competent and qualified people.

A transfer involves a change in the job (accompanied by a change in the place of the job) of an employee without the change in responsibilities or remuneration.


TRANSFER

The transfer in the Voltas company is need based. It is done in the following cases:

1. Shortage of employees in one department.2. To remove the incompatibilities between the worker and his/her senior

or peer or subordinate.3. To reduce monotony of the employee.

SEPARATION

Layoffs, resignations, retirements and dismissals separate employees from the company.The separation is done only as an extreme measure against the employee in case of any unsuitability.Resignation refers to the termination of employment at the instance of the employee. The employee resigns for personal reasons or when he secures better job elsewhere. Resignation in case of female employees is mainly due to marriage and has to quit for personal reason. The employee must furnish intimation 3 months prior leaving. The employee is provided Super Annuation. The company contributes every month 15% of the basic salary of the employee in the Super Annuation account. This Super Annuation is given to Life Insurance Corporation of India which then gives income to the employee after retirement annually.

RETIREMENT

The age for retirement is 58 years. Further extension is considered if required on contractual basis. The employee is given superannuation scheme after retirement.There are 3 after retirement benefit provided to the employee:


1. Provident Fund :

Every year 12% of the Basic salary of the employee is deducted and transferred to the Provident Fund account. Additional 12% of the Basic salary of the employee is contributed by the company to the Provident Fund account. At the time of retirement the employee is entitled to the entire accumulated amount of the Provident Fund.

2. Super Annuation :

The company contributes every month 15% of the basic salary of the employee in the Super Annuation account. This Super Annuation is given to Life Insurance Corporation of India which then gives income to the employee after retirement annually.

3. Gratuity:

The gratuity is given to those retiring employees who have completed atleast 10 years of service in the company. the proportion of the gratuity is pre-decided which is usually half of the basic salary of the employee. This amount is given to the retired employee in lump sum.

Voluntary retirement scheme (VRS)

The company offers VRS to the employee when it wishes to downsize. The company computes VRS on last 5 years pay. It gives VRS to office level or clerical level.

Grievance Redressal Machinery

The company has a special cell for handling the problems and complaints of the employees. The rule of the company is to solve the problem within a month’s time. This is done by the HR department with the consent of the concerned department. The person handling the matter refers to the appraisal record of 5 years for reference and to study the nature and performance of the employee.

Employee record planning:


Employee record planning is a computerized database which consists of all the information relating to the employee. This database is maintained by the HR department at spaced interval. It is a centralized system as the HR department handles all the matters concerning the database.

INDUSTRIAL UNION

Voltas limited company has a strong union presence which comprises of the labours, sub-ordinate workers and clerical staff. There is an Industrial relations department which is part of Human resource department of Voltas company. The company does not conduct any recruitment programme at the Union level as it is not cost beneficial for the company. The Union is registered as Voltas Employee Union (Mumbai). The company has 12 major branches all over India. Every branch has its individual Union establishment. It is known as “All India Federation (Mumbai)” of which all the workers and the clerical staff are the members. The leadership is internal i.e. it is within the company and not associated with any other Union. The purpose of the Union is to do Collective bargaining for the benefit of the workers.

Complaint handling

The approach of the Voltas Company towards the customers has been a major focus. The company strives hard in its best way to provide best services to its people. There is call center established at every branch to receive complaints from the customers. It ensures that the complaints are looked up at as fast as possible to avoid any delay in solving the problem of the customers. The complaints are forwarded to the respective department immediately and are assigned the responsibility to provide optimum solution in shortest span.The company advertises in the leading newspaper information of the call centres situated nearest to their discretion.Every department, through the use of computers, keeps track of the customer grievance.

“HR goes through the cultural implication”


Culture refers to the complex whole which includes knowledge, belief, art, morals, laws, customs, and other capabilities and habits acquired by an individual as a member of society. In the first place, culture creates the type of people who become members of the organisation. Culture trains people on particular lines in certain way.

When people with different cultural backgrounds promote, own and manage organisations, they themselves tend to acquire distinct cultures.The attitude of the workers towards the work is the result of their cultural background. The time dimension, which influences HRM, has its roots in culture. Time orientation refers to the people’s orientation-past, present or future. Finally, the work ethics, achievement needs and the effort-reward expectations, which are significant inputs determining behaviour, are the result of culture. It is too well known that a perfect match between effort-reward will produce better performance from and individual. When an employee perceives that he/she has been treated unfairly, the performance suffers. This phenomenon is the result of culture.

The Voltas company believes in change management i.e. cultural change. All the people in the organisation are explained the prospects of the cultural change that needs to be initiated. HR department facilitates the task of cultural change to the people so that they absorb the change. The mindset of the employees is diverted to accept the cultural change as rightly said by Mr.Rakesh,”Unlearning is difficult than learning”. Therefore change management is very crucial for the company. A plan is prepared by the HR department and the divisional head to implement the cultural change. The plan is thus put to practice after receiving approval from the head of the department.

CHALLENGES OF HUMAN RESOURCE MANAGEMENT


The 1990s have brought a revolutionary change in the business environment. Post-liberalisation is marked by a shift from command economy to market driven economy, from sheltered market to competitive market, from monopoly to competition, from domestic trade to global trade. Such a shift calls for a different approach to HR problems. The need of the hour is pro-active approach to HR problems. Proactive strategies call for awareness about the likely challenges the HR manager will face in the time to come.

The major challenges are:

1. Globalisation

2. Corporate reorganisations,

3. New organisational forms,

4. Changing demographics of workforce,

5. Changed employee expectations,

6. New industrial relations approach,

7. Managing the managers,

8. Interest of the weaker sections of the society.

Present status:

Such being the challenges and the role of the HR manager, it is strange that the status of the HR function is not realised and respected in our country. In most organisations, the HR function receives the attention of the top management only when there is breakdown in industrial relations. During other times too training and development programmes are organised not out of genuine concern for employee development but to comply with statutory requirements or to patronize training schools or consultancy firms.

Position wise, it is sad that HRM personnel seldom rise to the top echelons of organisation. The head of an HR function may hope to glide up to board level and never beyond. For decades, the HR activity has remained a staff function (advisory) as opposed to a line (decision making) function. This makes all the difference between the department which enjoys a clout in an organisation and which does not. To be specific, the HR department does not enjoy the status or wield power equal to that of production department or a finance department.


Though the stakes are too high, the present status of the HR managers is less satisfactory. The HR function does not figure in any discussion on corporate reorganisation.


Chapter IV

ONIDA

Onida’s principal assembly operations are conducted in a state-of-the-art plant at Wada, 80 kms from Mumbai. The plant in Delhi caters to the production requirements for the Northern region. Our network of 29 branch offices, 140 service centres and 35 godowns across India, enable products to be always available on retail shelves.

At Onida, we recognize that we can strengthen our competitive edge if we produce as much as possible from a given capacity at the lowest possible cost. We reduced the time it takes for a single colour television to be produced from 20 seconds to 12 seconds and increased the capacity from 0.5 million to 1.2 million sets during the year under review.

In 2002-3, we extended our manufacturing excellence a decisive step forward: by entering into the manufacture of washing machines and air conditioners at the Wada factory, using our existing infrastructure.

Vision Statement

To be the number one brand in our chosen fields and to be recognized as one of the most prestigious organizations evoking pride of ownership by offering unmatched quality products through Innovation, Speed, Flexibility and Empowered Employees.

The vision is the guiding principle: a dream that is realistic, credible and achievable. Successful leadership that results in quality performance begins with the vision of what a leader and his/her followers intend to accomplish.

Corporate Statement

To benefit society at large - through innovation, quality, productivity, human development, and growth, and to generate sustained surpluses, always striving for excellence, within the framework of the law and with pride in ethical values.


RESEARCH AND DEVELOPMENT

At Onida, we recognize that a vigorously intelligent research initiative works at two ends: cost reduction through effective process improvement, and value-addition through a sustained ability to put innovative and customised products in line with customer needs.

We have team strength of 64 Engineers, working from our R&D centers in Mumbai, Delhi and JVC collaborative development center in Japan.

The team conducts research in the areas of:

Embedded Software Industrial Design Mechanical Engineering Electrical Engineering Model Shop

Some of Onida’s Achievements

Launched 16 new models compared to 14 in Year 2001-2002 Movie-like experience to TV Programs with Onida KY Theatre, a home

theatre built into a television, the first such launch in the Indian television industry.The product provides a 5.1 Channel output, independent of whether the source was a mono, stereo or 5.1 channel Dolby stereo recording, done for the first time anywhere in the world.

High picture clarity with DVMC (Digital Velocity Modulation Circuit) technology, one of the best in the world, ensures uniform scanning at the centre and corners - the ultimate in flat TV technology with Onida Black.

Awesome digital sound with (((KY Inside)))The indigenous efforts of the inhouse R & D team helped create the `KY Inside` technology which has become an industry benchmark in acoustic engineering for televisions.

Product extension: Sustained efforts by the team has helped Onida to create a strong presence in technology-heavy product categories including presentation products, plasmas & LCDs among others.


HUMAN RESOURCE INITIATIVES

Mr. A.C. Augustine (Vice President HRM)

Initiatives for a performance-driven work culture

To ensure a robust performance-driven work culture, the HR team at Onida undertook the following initiatives:

1. A role clarity exercise was carried out for the entire Mirc team through one-to-one sessions. Competencies required for each position were identified and linked to performance and training. Based on performance, individuals were either retained or redeployed.

2. Through a senior management workshop, the company revisited its vision, mission and values statements and the result was re-articulated.

3. To link values and performance, employees were required to explain how they planned to align their performance with the corporate value system.

4. The company engaged Gallup to identify engaged (take the organisation ahead), disengaged (seize the first alternative job opportunity) and highly disengaged (no point in staying on) individuals.

5. Talent management programmes and capability development studies were conducted to convert the ‘disengaged’ into ‘engaged’ individuals.

6. A nationwide MIS transmitted recruitment-attrition data with speed and helped individuals vocalise problems.

7. An online induction programme shrank the absorption process, resulting in a shorter learning curve. A week-long flagship MDP programme for middle-management executives was conducted by the IIM Ahmedabad faculty to focus on strategic thinking, people skills and finance.

8. A ‘lateral thinking’ workshop conducted by trainers certified by Edward de Bono helped encourage a culture of thinking ‘out of the box’ among the strategic planning cell, R&D and production teams.

9. An NLP programme for factory, corporate office and branch employees helped energise and maximise peak performance.

10. Attitude-building programmes were conducted for all factory workmen. A four-day, holistic personal growth lab for the top management by Dr. Girish Shankar focused on the ‘self’ balancing the professional and personal life.


Workshops in skills, project, and stress and negotiation management were also conducted.

11. Quantifiable KRAs, relating salaries to the multiplication of KRA scores helped the company migrate to a performance-oriented culture.

12. Star performers were identified and their competencies were reinforced through relevant responsibility-enhancing programmes.

13. The company recruited 15 management trainees from the IIMs for its marketing and strategic planning cells and 15 MTechs from the IITs for its R&D and production departments.

PRODUCTS

Tele vision

Home theatres

DVD player

Plasma TV

Washing machines

Air conditioners


HUMAN RESOURCE MANAGEMENT IN ONIDA.

1. Strategic Planning

The strategic planning known differently as “Strategic Stair casing Exercise” is framed by ONIDA.

It is planned every 3 years.

The last plan was commenced in the year 2001-2004.

The plan comprises of all the factors relating to the corporate matters concerning products and Human resource.

‘Manpower plan’ is prepared by the HR department to assess the supply and demand of the human resource.

The entire department conducts brainstorming session in the company and decides on the necessity of recruitment.

2. Goal setting

The goals and targets are formulated by the top level management as a whole as an overall objective of the company.

Further, these goals are cascaded according to the functions of the company by the senior executives and the HR team.

The goals are again segregated into departmental goals by the HR team and the middle level executives.

And finally into individual goal by departmental head to its subordinates.

3. Job Analysis and Design(technique used-work simplification, job rotation, job enlargement, job enrichment, autonomous teams, high performance work design)

Job analysis is done periodically of every post and position in the company.

Reviewing is done in interval to assess the validity and to make necessary modifications if required.


The latest reviewing of Job analysis was done in year 2003.

4. Recruitment plan

The company provides Application blank to the applicants. The recruitment is conducted by ONIDA by considering 3 categories:

Job fit: this specifies the minimum qualification, work experience required, job compatibility.

Culture fit: specifies the background of the applicant, cultural factors, and person is aligning with the corporate culture.

Value fit: assessing the relative worth of the individual through probing in interview.

The company contacts placement agencies for acquiring required personnel.

The placement agency sends bio-data of the suitable applicants.

5. Selection plan

The company sends Application blanks to the applicants whose résumé has been selected.

The HR department sorts the eligible applicants form the data received from the placement agency.

The short listing is done on the basis of Job fit Criteria.

Then the applicants are called for screening test.

Further the applicants selected in the screening test are called for preliminary interview. This is done by the HR team and the head of each department.

Next step involves filtering of the selected applicants from the interview.

The applicants chosen from filtration are assessed by the senior level management with the functional head concerning the respective department.


6. Placement Programs : Orientation/Induction

The orientation programme is for 2 categories of people recruited:

Freshers:

The employees recruited from campus and institutions, have 3 month induction programme.--Classroom training is provided for 1 week.--2 months on assignments, projects to ascertain interpersonal skills.--15 days in the branch.

Experienced:

The employees who have considerable years of work experience has a formal induction programme where he/she is introduced to the company people by the CEO or the Manager.

They are also taken to a days visit to the Factory premises.

7. Training and Development

Every year the company publishes “Competence Development Calendar” which includes all the training and development programmes to be held throughout the year.

In-house training:

20% of training is given by the company personnel to the new entrant. The in-house training could be conducted within the company or in any hotel/resort. It could be in form of workshops or seminars.

Contractual:

80% of the training is imparted by the hired trainers. They train the employees according to job description.


8. Performance Appraisals and Evaluation.

The company does performance appraisal annually along with job evaluation.

The technique used is to set parameters, corporate objectives, and measures and rank the employee according to set target achieved by him in percentage.

This is compared with the previous appraisals to record the growth in performance and to assess the need for training.

The appraisal reviewing is done every 6 months by the HR department to keep the records updated with the performance of the employee.

9. Remuneration plan services

The remuneration plan is unanimous for every employee.

It differs from designation of the employee.

10.Communication

The communication channel is both vertical and horizontal.

The company uses internet for communication.

Newsletters to provide general information about the happenings in the organisation in and around the industry.

Annual magazine is published by the company named, “ONIDIAN”.

The other modes of communication are conferences, meetings between the executives vertically and between employees horizontally.

11.Reward and Punishment system

The company rewards on monetary terms to the employees for their outstanding work efforts.

No intangible reward like appreciation or recognition is promoted.


There is no direct punishment system. But only indirect by way of counseling and warning to the employee is punished.

12.Employee Satisfaction result

The ONIDA company initiates employee satisfaction survey periodically.

The technique used by the HR department is, “Galobs Employee Engagement” theory of satisfaction.

Here, the employees are graded into 4 slots according to satisfaction survey conducted by the HR personnel,

Highly Engaged Excellent

Medium Engaged Good

Only Engaged Satisfactory

Disengaged Expelled

The results of the survey are presented to the top level management.

Employees falling in the “Disengaged” category are given vigorous training program.

13.Compensation Policy

The compensation policy of the company is equal for every employee.

The compensation policy covers all the items specified under the law.

Every employee is covered under Medical Policy.

The employees are also covered under ESIC.

The employees are also given Mediclaim.


14. Incentive payments

The company uses the “Differential payment” strategy.

Here, the employees are segregated in to different categories according to their work efforts. The technique used is “A,B,C analysis”:

“ A “ category 10 % employees

“ B ” category 20 % employees

“ C ” category 60 % employees

“ D ” category 10 % employees

The employees falling into the “ D” category i.e. 10 % employees are dispelled form the company.

This system enables the company to keep a track on the potential employees.

The employees falling in the “A and B” categories are given monetary incentives in the form of kind.

The “C” category employees are provided training and development sessions to help improve their performance.

15.Employee benefits and development

The employees are provided various developmental facilities like 1-2 days of outbound sessions.

They are provided with counseling programmes.

The employees are given Medical facility for his/her spouse and two children.

They are also given Educational Facility for their two children.

The company provides conveyance facility and Car facility to the employees at certain designation.


16.Retentions policy

In case where individuals are identified as prospect employees, the company implements retention policy.

According to the policy, the employees are directed towards career progression path and are given training and development programmes to groom their skills and ability.

These employees are then considered for internal recruitment as a motivational tool.

17.Union relations

ONIDA has a strong union presence.

There is separate department, ‘Industrial relation’ department which handles the union matters.

Recently there was dispute between the company and the Union because the company had closed down one of its Service Sectors.

There was a case filed in the same case where the company won the battle.

The labourers where given compensation and the wage due to them by the company.

18.Grievance handling

The grievance of the employees is managed by the HR department.

There is no separate cell.

19.Leave

Every employee is allowed 135 days leave in a year excluding public holidays.

Every second Saturday is granted as holiday.


They are compensated for the extra working hour put by them during holidays.

The employees have to compulsorily submit leave application to his immediate boss.

20. Exit Interview

The employees who wish to leave the company are required to give a two month’s intimation to the company.

The company conducts Exit Interview to know the reason behind the separation.

The HR personnel, Mrs. Priyanka Ajay, are of the opinion that usually the employees do not reveal the true reason behind the decision.

They generally assess the reason through probing by asking them to narrate any incidence which was unpleasant to their experience.

21.Absenteeism

There is no serious problem such as absenteeism in the company.

This problem is usually faced in the Sales department as the employees stop coming to work only when they intend to leave and they have fear of confrontation.

Here, the HR department traces the person to know exactly the reason for their absence to curb the problem.

22.Turnover

The company has a turnover rate of 12 % to 15% annually.

The company tries to evaluate the reason for separation by way of probing and negotiating terms with the employees who are identified as potential for the company.

The company considers this keeping into mind the interest and wellbeing of other employees in the company so as to not to disturb their environment.


23.Retirement

The retirement age like in every organisation is 58 years of age.

They are facilitated Super Annuation after retirement.

24.Promotion, Transfers and Separations(VRS system)

The company promotes executive who have been under the training and grooming programme conducted by the company who are selected as eligible employees.

The promotion is a part of employee retention policy and motivation technique.

The transfers are done as a part of job enrichment and job rotation scheme.

The employees are transferred interdepartmentally or within the same department as a policy of job rotation.

The employee is given projects, assignment, OJT, Competency level training as a part of Job enlargement policy. This creates a pool of talent for the company.

The company gives VRS in case of downsizing. The employees are given 5 years computed VRS.

In some cases, the company makes compulsory for the employee to opt for VRS where the company wants to separate its employee.

25.Employee record planning

The HR department has the responsibility to maintain employee database.

It is done with the help of computers.

All the surveys reports and appraisal reports are saved in the hard disc.

The HR department does periodic review of the reports to keep them updated.


26.Public approach

The company does not indulge into much of public and social welfare programmes.

Last social approach was ‘Blood donation camp’ organised by the company.

27.Stress management programs

ONIDA initiates a very effective stress management programmes for the employees for their mental and physical relaxation.

The employees are taken to 2-3 days in any yoga or stress management programmes sponsored by the company especially.

There, various sessions of yoga, meditation, and stress busters are undertaken by the experts and employees are trained under them.


CONCLUSION

“Strategic Human Resource Management”

Today’s intensely competitive and globalized marketplace, maintaining a competitive advantage by becoming a low cost leader or a differentiator puts a heavy premium on having a highly committed competent or workforce. Competitive advantage lies not just in differentiating a product or service or in becoming the low cost leader but in also being able to tap the company’s special skills or core competencies and rapidly respond to customer’s needs and competitor’s moves. In other words competitive advantage lies in management’s ability to consolidate corporate-wide technologies and production skills into competencies that empower in individual businesses to adapt quickly to changing opportunities.

In a growing number of organizations human resources are now viewed as a source of competitive advantage. There is greater recognition that distinctive competencies are obtained through highly developed employee skills, distinctive organizational cultures, management processes and systems. This is in contrast to the traditional emphasis on transferable resources such as equipment. Increasingly it is being recognized that competitive advantage can be obtained with a high quality workforce that enables organizations to compete on the basis of market responsiveness, product and service quality, differentiated products and technological innovation.

Strategic human resource management has been defined as ‘the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation and flexibility ‘. Strategic HR means accepting the HR function as a strategic partner in the formulation of the company’s strategies as well as in the implementation of those strategies through HR activities such as recruiting, selecting, training and rewarding personnel. Whereas strategic HR recognizes HR’s partnership role in the strategizing process, the term HR Strategies refers to specific HR courses of action the company plans to pursue to achieve its aims.

HR management can play a role in environmental scanning i.e. identifying and analyzing external opportunities and threats that may be crucial to the company’s success. Similarly HR management is in a unique position to supply competitive intelligence that may be useful in the strategic planning process. HR also participates in the strategy formulation process by supplying information regarding the company’s internal strengths and weaknesses. The strengths and weaknesses of a company’s human resources can have a determining effect on the viability of the firm’s strategic options.


By design the perspective demands that HR managers become strategic partners in business operations playing prospective roles rather than are being passive administrators reacting to the requirements of other seeing themselves as relationship managers to resource managers knowing how to utilize the full potential of their human resources.

The new breed of HR managers needs to understand and know how to measure the monetary impact of their actions, so as to be able to demonstrate the value added contributions of their functions. HR professionals become strategic partners when they participate in the process of defining business strategy, when they ask questions that move strategy to action and when they design HR practices that align with the business strategy. By fulfilling this role, HR professionals increase the capacity of a business to execute its strategies.

The primary actions of the strategic human resource manager translate business strategies into HR priorities. In any business setting, whether corporate, functional, business unit or product line a strategy exists either explicitly in the formal process or document or implicitly through a shared agenda on priorities. As strategic partners, HR professionals should be to identify the HR practices that make the strategy happen. The process of identifying these HR priorities is called organizational diagnosis, a process through which an organization is audited to determine its strengths and weaknesses.

Translating business strategies into HR practices helps a business in three ways. First, the business can adapt to change because the time from the conception to the execution of a strategy is shortened. Second, the business can better meet customer demands because its customer service strategies have been translated into specific policies and practices. Third, the business can achieve financial performance through its more effective execution of strategy.

In brief, a strategic perspective of HRM that requires simultaneous consideration of both external (business strategy) and internal (consistency) requirement leads to superior performance of the firm. This performance advantage is achieved by:

Marshalling resources that support the business strategy and implementing the chosen strategy, efficiently and effectively.

Utilizing the full potential of the human resources to the firm’s advantage. Leveraging other resources such as physical assets and capital to

complement and augment the human resources based advantage.


CASE STUDY

THE MODERN MBA

Gautam Mukharjee is the general manager (HR) of ANZee bank, which is one of the larger foreign banks doing business in India. Every year Gautam visits the campuses of various leading management institutes and picks up bright MBAs to work for his bank. Every year since 1998, he has been recruiting 5 to 6 MBAs to work for his bank. Gautam’s selection is excellent as none of their MBAs have yet switched jobs and most of them have been doing quite well.Vijay Basudev is one such bright MBA that Gautam has recruited in 1999. Like most of the other people Gautam has recruited, Vijay too has been doing very well and his product (he is in the consumer services division) has been a grand success. Due to the success of this product Vijay has come in the limelight and a few competitors have already made him job offers. One of these offers has come from Case Tanhattan, one of the leading foreign banks in India. Besides a handsome salary, he has been offered a furnished house, an air conditioned car and frequent foreign travel. Vijay is finding it extremely difficult to refuse this offer.Gautam gets word of this. As Vijay is a great asset to the bank, he calls him over for a chat. When he get to hear the details of the offer, and of Vijay’s demand of a matching counter-offer from ANZee bank (if they want to retain him), Gautam is in a fix. If he does make a counter-offer to Vijay, it will involve 3 promotions and superseding of 8 others who are senior to Vijay and doing as well as he. If he refuses, he loses Vijay, who is definitely worth what he is demanding. Vijay walking out would mean he would take all his clients with him, which would lead to a loss for the bank. At the same time a promotion to Vijay could mean the loss of 8 employees, who are as good as Vijay, but have been superseded.


FACTS:

1. Gautam Mukharjee, General Manager (HR) of ANZee bank, recruited bright MBA’s from leading management institutes every year to work for the bank.

2. Every year, since 1998, 5 to 6 MBAs were recruited.

3. Gautam’s selection was undoubtful as none of the employees he selected left the bank and they all were doing exceptionally well.

4. Vijay Basudev one such MBA recruited in 1999, designated in Consumer Services division, was good at his work as his product was a grand success.

5. Vijay gets few offers from the competitors’ one of them being Case Tanhattan which offered him attractive salary and perks.

6. Vijay, identified as potential employee, leaving the bank would mean losing good clients which would be considerable lose to the bank.

7. If Gautam makes Counter offer to Vijay it would disturb the internal environment

ANALYSIS

The case holds three dimensions to judge the solution. The bank must do Cost benefit analysis to ascertain the value.

1. If the bank lets Vijay go:

The clients that Vijay has made probably would discontinue their relationship with the bank.

Gautam’s reputation would be at stake.

The cost in recruiting new employee, immediately, would be high.

The cost of training the employee to take up Vijay’s job will too increase.

In future, such incidence would possibly repeat and the bank would lose its competent employees.


The confidentiality of the bank would be affected.

2. If the bank gives Vijay promotion:

No loss of clients and reputation.

3 promotions over 8 senior employees would create disturbance in the bank environment.

The demand of other employees would also increase.

Other employees would be insecure and demotivated as they will feel invaluable and less important than Vijay.

3. Negotiation between Vijay and bank

The bank agrees to work out the matter on negotiation.

It negotiates on the incentives that Vijay would get on the expected level of performance exhibited.

The bank does job enrichment.

The bank keeps a condition to provide all the benefits and extra incentives to Vijay if he gives assurance of not leaving in future.

If does so he will have to compensate the bank for the lose.

The negotiation will prove beneficial to the bank and Vijay without creating any imbalance in the internal working environment.


BIBLIOGRAPHY

1. HR FORECASTING AND PLANNING by PAUL TURNER(HR Business Director for LLOYDS TSB and VICE PRESIDENT of the CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT) Published by Chartered Institute of Personnel and Development.

2. HUMAN RESOURCE AND PERSONNEL MANAGEMENT by K ASWATHAPPA (Director of CANARA BANK SCHOOL of MANAGEMENT STUDIES, Bangalore University)Published by Tata McGraw-Hill Publishing Limited.

3. WWW.GOOGLE.COM