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SUMMER INTERSHIP PROJECT REPORT

ON

A STUDY ON FUNCTIONS OF HR IN GREEN PLYWOOD

Report submitted to IIMT, Greater Noida as a partial fulfillment of full time Post
Graduate Diploma in Human Resource Management

Under guidance of- Mr. Ashish Dube

Submitted to- Submitted by-

The Chairman Shilpa Singhal

Dr. D.K. Garg Sir PGDM(21st batch)

IIMT, Greater Noida Enr. 21005

Ishan Institute of Management &Technology

1A, Knowledge Park -1, Greater Noida,

Dist.-G.B.Nagar (U.P.)

Website: www.ishanfamily.com

E-Mail: student@ishanfamily.com

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DECLARATION
I hereby declare that the summer internship project report entitled Study on Functions of HR in
GREEN PLYWOOD under the guidance of Mr. ASHISH DUBE the original work done by me.
This is the property of the institute & use of this report without prior permission of the institute
will be considered illegal & actionable.

Date: Signature:

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CERTIFICATE

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ACKNOWLEDGEMENT
I express my sincere remembrance and gratitude to them who helped and supported me in

Completing this project.

First of all I would like to thank Our Chairman Dr. D.K. Garg for the encouragement &
guidance that he gave, under whose guidance I was able to successfully complete the
project.

I would, with profound pleasure and proud privilege. I take this opportunity to express
my deep sense of gratitude and indebtedness to the GREEN PLYWOOD for giving me
opportunity to undertake this project.

I would like to express my sincere gratitude to my company guide Mr. ASHISH DUBE
for giving me this opportunity to complete my internship in this esteemed organization
and for their kind support.

They gave me opportunity to understand & gain experience related to human resource
activities conducted in GREEN PLYWOOD & also guided me, to get Training
Experience. I am grateful to them for providing esteemed guidance & valuable support
throughout the project.

I would like to thanks to Parents who supported me Mentally, Emotionally and


economically throughout the completion of this project & without their blessings the
completion of this project is difficult.

I would like to thanks to great sence of gratitude, I also thank them for his experienced
Judgement, endless interest and constant encouragement without which it would not have
been possible for me to accomplish the project succesfully.

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EXECUTIVE SUMMARY
This Summer Internship Project has been undertaken for the partial fulfillment of the
Post Graduate Diploma in Human Resource Management (PGDHRM) course from
Ishan Institute of Management & Technology, Greater Noida. The objective of the
project is to find out the benchmark for the talent acquisition practice in telecom sector
and its various aspects of HR practices.

Talent acquisition is helpful as to strength the organizations effectiveness and


productivity. GREEN PLYWOOD is one of the largest companies which in the sector of
ply. The Enterprise services provide different types of plies as according to the
requirement of builders, architectures etc. This company has its website for online
purchasing.

The company follows the practice of talent acquisition very strongly. This practice is
very transparent with no personal bias because only a talented employee can help can
organization to achieve its goal. GREEN PLYWOOD has very effective and efficient
talent acquisition practice. They are up to date with all new modern designs and always
get in touch with the market requirement. The various means to acquire talent area
advertisement,portal etc. Sometime this talent acquisition is done within organization
through transfer, promotion etc.

The role of HR manager in context of management of an organization has undergone a


paradigm shift in present business scenario. It has evolved itself as an important aspect
for a homely work ambience for its most precious asset MANPOWER.

Talent acquisition practice thus continues as an important aspect of Human Resource


Management. It is in fact the heart of Human Resource Management as it provide the best
available talent to the organization and in its absent the organization cant fulfill its goal.

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TABLE OF CONTENTS
SL. NO. PARTICULARS PAGE NO.

CHAPTER 1 Introduction

About the company

Products of the company

Competitors

CHAPTER 2 Review of literature

Need of the study

Objectives

Methods of data collection

CHAPTER 3 Functions of HR

Managerial Function

Operative Function

Advisory function

CHAPTER 4 Organizational Structure

Organizational Culture

Nature And Role of Personnel Department

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CHAPTER 5 Methodology

Recruitment Strategy

Training & Development program

Frequency of Training And Development

Employees Promotion Strategy

CHAPTER 6 Findings

Conclusion

Suggestion

Limitation

Bibliography

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Chapter-1
Introduction:
About the company
Products of the company
Competitors

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INTRODUCTION
Greenply Industries Limited (GIL) is India's largest interior infrastructure company. The
company is listed on the National Stock Exchange (NSE) and the Bombay Stock Exchange with
a whopping turnover of Rs.1655 crore. It stands at top when it comes to plywood and MDF
boards. It accounts for almost 30% of the organized plywood market in India and 30% market
share in domestic MDF market.

This company efforts towards achieving excellence helped us gain a significant position in the
thriving Indian economy. We are a partner of choice for a large number of office and home

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builders. Greenply Industries Ltd is a leader in manufacturing plywood, Medium density Fibre
boards (MDF) and allied products.

Greenply was the first in the country to introduce a lifetime guarantee for high-end products
(Green Club, Green Club Plus premium Plywood) The Green Fire Retardant Plywood was
certified by the Central Building Research Institute The Kriparampur, Pantnagar and Bamanbore
Units have been accredited by the FSC with a 'chain of custody' certification. ISO 9001, ISO
14001 and OHSAS 18001 -certified for Tizit, Pantnagar, Kriparampur units, while the
Bamanbore unit is ISO 9001- certified. The Kriparampur Unit was awarded with Social
Accountability Certificate SA 8000.

We are Greenply Industries Limited, a leader in manufacturing plywood and allied products. Our
innovation and technical expertise enable us to deliver flawless products to our customers.
When we established Greenply Industries Limited, we had a vision; to turn houses into homes,
by filling them with colour and life, and to help India gain a significant global position. Weve
been pursuing our vision ever since, by providing customers with high quality products, while
remaining environmentally and socially responsible.
In fact, we have always endeavoured to create value for society through our activities, whether
theyre economic or otherwise. Our production processes are partially sustainable, and by 2020,
they will be completely sustainable.

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Its strong domain and technical expertise enables us to deliver value to our renowned customers.
It focus on adopting eco-friendly manufacturing approaches to meet our clients expectations.
Backed by strong knowhow, our teams deliver flawless products to customers. In the past few
years, India has emerged as the largest surging economy in the world. The Indian market is full
of diverse preferences, various income levels, and regional spread. Focusing on each and every
part of the Indian market is our focal point. We accomplish this by constantly addressing the
existing gaps with the simple philosophy of connecting fashion to interiors through our wide
range of product portfolio. Our products are manufactured with latest technology, amazing
ability to migrate from one price point to another, wider choice, as well as a single point solution
for customer looking to buy huge quantities of products.

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Greenply Plywood is made from the finest A+ grade timber and goes through a stringent five-
step preservative treatment, making it termite and borer resistant. Made from 100% hard wood or
Gurjan timber, Greenply Plywood has high dimensional stability and is warp free. Greenply
Plywood is eco-friendly as well as emission free (emits less Formaldehyde as per E1
Formaldehyde Emission level). In addition to Fire Retardant Plywood, all other Greenply
Products are partially treated with Fire Retardant chemicals.

HISTORY OF THE COMPANY


The company was established as "Mittal Laminates Private Limited" on 28 November 1990. It
became a Mittal Laminates Limited in 1994, and finally Greenply Industries Limited in 1996. Its
first manufacturing plant was established in 1993 at Behror, Rajasthan, followed by one
at Pantnagar, Uttarakhand in 2006. Prior to which a manufacturing unit of erstwhile Greenply
Industries Limited at Tizit, Nagaland was taken over, along with the company itself in 1995.

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Company Summary

Manufacturer & Exporters of Plywood, Decorative Plywood, Laminates, Decorative Laminates,


Green Black Board, Green Shuttering Ply, Prelaminated Particles Board, Prelaminated Medium
Density, Switch Boards Panels, Pre Laminated Particles Board.

General Information

Year established
1990
Legal form
Limited Company
Type of company
Head Office
Fax
+91 33 22420825, 22820825, 30515010
Website
http://www.greenply.com

Brands

GREENLAM
GREENPLY

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Export

Area : North America, Middle East, Asia-Pacific, Central Asia, Central America, South
America, Central/East Europe, Western Europe, Africa

Country : Canada, Mexico, Israel, Oman, Saudi Arabia, Singapore, Sri Lanka, China, Taiwan,
Hong Kong, Malaysia, Indonesia, New Zealand, United States, El Salvador, Colombia, Panama,
Jamaica, Puerto Rico, Chile, Peru, Russian Federation, United Kingdom, Spain, Turkey, Italy,
Switzerland, Netherlands, Denmark, Germany, Sudan, Nigeria, Ghana.

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PRODUCTS OF GREEN PLYWOOD

1. PLYWOOD AND BLOCKBOARD:

Greenply is a leading manufacturer of high quality plywood and block boards, suited for every
need. The Greenply range, which includes the flagship brand Greenply Plywood, is made from
the finest A+ grade timber and goes through a stringent 5-step preservative treatment, making it
termite and borer resistant. Made from 100% hard wood or Gurjan timber, Greenply plywood
has high dimensional stability and is warp free. In fact, Greenply is the first company in India to
introduce a lifetime guarantee in its premium products, Green Club and Green Club Plus
Plywood. The products are eco-friendly and emission free (emits less Formaldehyde as per E1
Formaldehyde Emission level). non-toxic organic chemicals are used for Glue Line protection
and in addition to Fire Retardant Plywood, all other Greenply Products are partially treated with
Fire Retardant chemicals.

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Apart from these, Greenply Industries Ltd. also manufactures Green Flexiply, Green Fire
Retardant Plywood, Green Marine Grade Plywood, Green Gold (BWP) Plywood & Block Board,
Green Film Faced Shuttering plywood, Green Flexiply, Green 16 mm Calibrated Plywood,
Greenply MR Grade Plywood & Block Board, Ecotec Plywood & Block boards and Optima Red
Plywood & Block boards. Also available, is the Green Compreg range of products, suited for
construction, railway, automobile and other specialized applications.

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Greenply products meet global quality standards such as CE and FSC (COC), as well the
following IS standards:

Product Range

1 Green Club & Club Plus Plywood

2 Green Gold Plywood (Bwp Grade)

3 Green Film Faced Shuttering Plywood

4 Green Fire Retardant Plywood

5 Greenply Marine Grade Plywood

6 Green 16 Mm Calibrated Plywood

7 Green Flexiply

8 Greenply Mr Grade Plywood

9 Green Bwp Block Board

10 Green Mr Block Board

11 Green Naturals Teak Veneers

12 Green Spectrumwood Veneers

13 Black Forest Veneers

14 Green Panelmax Hd Decorative Panel

15 Green Doors

16 Green Doors Stellar

17 Optima Red Marine Grade Plywood

18 Optima Red Mr Grade Plywood

19 Optima Red Mr Block Board

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20 Optima Red Bwp Block Board

21 Ecotec Bwr Plywood

22 Ecotec Mr Plywood

23 Ecotec Mr Block Board

24 Compreg, Resin Treated Compressed Wood


Laminates

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2. MEDIAM DENSITY FIBERBOARD:

Green Panelmax MDF is a revolutionary product from Greenply Industries Ltd, is made with a
unique fibre-interlocking technology which leads to high bonding strength and rigidity and is
loaded with features which are best suited for constructing strong and durable furniture and

creating unique interiors.

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Its homogeneous construction gives it easy machining characteristics and enables it to be
intricately and precisely routed, carved and moulded. Additionally, its surface smoothness and
0% latex content ensures a perfect end-finish in while painting, polishing and high-gloss, while
also making it extremely simple to apply laminates and veneers on it. It is termite, borer and
fungus resistant.
Being manufactured from 100% renewable and sustainable wood, Green Panelmax MDF is an
eco-friendly product.

State-of-the-art manufacturing facility Greenply's Green Panelmax MDF manufacturing


facility at Pantnagar, Uttarakhand is the first-of-its-kind in India that incorporates the latest
European technologies. This state-of-the-art manufacturing facility is also the countrys largest
and most technologically advanced plant in its category, utilising a continuous press system for
the very first time for this application. The annual capacity of the plant is 1,80,000 CBM.

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To maintain its stringent quality norms, Greenply has invested in the latest technologies and
machines; Front end wood processing and chipping from Bruks Klockner (Sweden), chips
storage and conveying from Trasmec (Italy), fibre refining from Metso (Finland) and fibre
drying from Sunds MDF Technologies (Sweden).

Greenply has also purchased the latest machinery for forming, press and raw board handling
from market leader Dieffenbacher of Germany, an 8 head sanding machine from Steinemann of
Switzerland, panel sizing from Giben (Italy) and a multi fuel hybrid energy generation plant
from Thermax (India). To ensure optimal emission levels, the company has invested in a latest
generation dust extraction/fume absorption system supplied by Scheuch (Austria).

Press outfeed and


The 28mtr Dieffenbacher Continuous Press
flying cross-cut saw

THE PANELMAX MDF BOARD

Interlocking TechnologyA unique interlocking technology employed in manufacturing Green


Panelmax MDF boards leads to a high bonding strength and greater rigidity.

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Strong Stability and strength are important assets of our board. Made with advanced technology
Green Panelmax boards offer tough resistance to all sorts of impacts and wear and tear.

Superior Quality Greenply takes stringent quality measures at every stage of the manufacturing
process to ensure that Green Panelmax MDF boards have a smooth finish, superior machining
characteristics and unparalleled quality and strength. With leading testing technology such as the
Through Panel Density Profiler, we are able to precisely control the through panel density along
the thickness, giving Green Panelmax MDF boards a better and a more consistent surface
density.

Homogenous Construction The homogenous construction of Green Panelmax MDF boards


allows intricate and precise routing, machining and finishing techniques for a superior finished
product.

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0% Latex Content Green Panelmax MDF boards are made of 100% hardwood eucalyptus
timber, and thus have 0% latex content, making them ideal for surface finishes such as painting
and polishing.

Termite & Borer Resistant Green Panelmax MDF boards undergo various chemical treatments
that make them termite, borer and fungus resistant.

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Eco-Friendly Green Panelmax MDF boards are produced from 100% renewable and sustainable
wood sourced from agro-forestry plantation trees that have a life cycle of 3-4 years and cause no
depletion of forest cover area.

An Excellent Range to Offer Greenply is the first manufacturer in India to offer such a vast
range of MDF in a variety of thicknesses and sizes across all its products ranging from plain, pre-
laminated and veneered Green Panelmax MDF board to plain and pre-laminated HDF.

Plain MDF Thicknesses: 2.3mm, 2.5mm, 3mm, 4mm, 5.5mm, 6mm, 8mm, 11mm, 12mm,
15mm, 17mm, 18mm, 25mm, 30mm and 35mm. Sizes: 8X4; 8X6; 7X6; 7X4 and 6X4.

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Pre-laminated MDF Thicknesses: 6mm, 8mm, 11mm, 12mm, 15mm, 17mm, 18mm, 25mm,
30mm and 35mm. Sizes: 8X4; 8X6; 7X6; 7X4 and 6X4.

HDF Thicknesses: 2.3mm, 2.5mm, 3mm, 4mm, 5.5mm, 6mm, 8mm, 11mm, 12mm, 15mm,
17mm, 18mm, 25mm, 30mm and 35mm. Sizes: 8X4; 8X6; 7X6; 7X4 and 6X4

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3. FLUSH DOORS
Green Doors (With Solid Wood/ Engineered Wood Filler):

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Green Doors are a wide range of premium borer-proof doors made by mechanized
manufacturing process, which offers uniform thickness without undulation, warping or bending
and a smooth surface for laminations. It offers dimensional accuracy and stability in varying
humidity and has a high screw holding capacity, high shock and buckling resistance. Available in
three varieties, one-side decorative, both side decorative and non-decorative.

100% boiling-water proof bonding, Kiln seasoned stiles, rails and Engineered Wood Solid Core/
Natural Wood Solid Core timbers are treated with preservatives to improve its natural durability.
Face veneers are made from selected natural durable wood species which make Green Doors
both safe and secure. From processing of Phenol Formaldehyde resin to BWP bonding of
veneers and core woods, all are done under one roof - ensuring superb quality, down and through
the production line

A 7 year warranty is given against delamination and falling powder.

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Green Doors Stellar:

Green Doors Stellar is a range of moulded raised high density panel doors. The skins are
imported from Australia. They are resistant to shrinking, swelling, cracking and joint separation.
They are available in two variants- Decorative Primered and Decorative Veneered doors, in a
range of panel and veneer options.

Decorative Primered Doors are textured and primed with a low VOC primer and ready-to-
paint, according to suitability to interiors.

Decorative Veneered Doors are ready-to-polish doors, available in veneered options of Teak,
Walnut, Wenge and Sapele.

A 7 year warranty is given against delamination and falling powder.

Green Doors Lamina:

Green Doors Lamina is a new range of premium pre-laminated, easy to use doors with
engineered wood filler. They are available in 30 laminate designs in both one-side and both-side
laminated options. Laminate thickness is 1 mm, selected from a wide range of Greenlam
Laminates, which are high pressure decorative laminates.

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4. DECORATIVE VENEERED
Green ply brings the world's most striking veneer ranging from Walnut to Rosewood to
Mahogany to Ebony and lots more.

DECORATIVE VENEERS :

Green Natural Teak Veneers:

The understated style and elegance of teak veneers has made them very popular with interior
designers all over the world. Greenply presents an outstanding range with its Green Naturals
Teak Veneers, made of 100% Burma Teak, sourced directly from Burma. Available in a range of
exquisite designs, these veneers have been exquisitely patterned for the connoisseurs who
understand the meaning of ultimate class. The Green Naturals range includes Platinum, Royal,
Premium, Horizontal and Mix & Match, each with their own unique grain patterns. These are
further enhanced by natural marks like knots, flashes, fiddle, water, fire found on teak trees,
which translate into beautiful designs. Green Naturals range of 100% Burma Teak veneers, are
designed to bring the timeless class and elegance of Burma Teak into your homes and interiors.

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NATUREMAX VENEERS:

Greenply Industries Limited introduces Naturemax, an exquisite range of decorative veneers for
connoisseurs of refined taste. An assortment of more than hundred exotic wood species,
Naturemax Decorative Veneers, has been exclusively hand-picked from all over the world. The
range imparts timelessness of wood dcor to living spaces. A perfect reflection of aesthetics,
natural value, durability and pro-environment sensitivity, Naturemax Decorative Veneers is for
those who revel in making distinctiveness, a statement of living.

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RECONSTITUTED VENEERS:

Green Spectrumwood Veneers:

Greenply's Green Spectrumwood Veneers, is an exclusive range of stylish veneers designed on a


natural timber base. They are available in unlimited numbers of group match and are elegantly
crafted to bring harmony of patterns into your home and office interiors, maintaining synergies
across large projects. Based on the latest international trends and tastes, Green Spectrumwood
Veneers are available in over 100 designs. Each design will leave an indelible mark on your
interiors, making them more beautiful and artistic than ever.
Greenply also offers a value addition in this range with the extremely versatile range of Flexa
Veneers. Flexa Veneers come with a fleece backing and will surprise you with their unbelievable
flexibility to adapt to the shapes of your curved furniture. Available in any of the 100 designs of
Green Spectrumwood Veneers, a whole new range awaits you.

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Black Forest Veneers:

Black Forest Veneers are an exotic range of dark veneers sourced specially from the pyimana
province of Myanmar, which yields unique dark grains. The Black forest veneers are further
processed in our state-of-the-art manufacturing facility to give them an exotic look which is dark,
deep & divine. Black forest veneers are a natural alternative to walnut, Sukupira, Ebony, Wenge
and other expensive natural veneers which come in exotic dark shades that are much in vogue
today. These forest inspired captivating variants are available in light, medium and dark shades,
with linear, flowery, exotic and Mix & Match grain patterns.

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5. WOOD FLOOR
Contemporary and cosy, Green Floormax wood floors come in a wide variety of colours and
textures that create an ambience like no other. The surface designs have been hand-picked in
collaboration with renowned designers from Europe and crafted with a passion that reflects in the
unique character of Green Floormax wood floors.

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Technical Superiority

Perma Click The Perma ClickTM system in Green Floormax has been developed especially by
flooring industries, Luxembourg. Their years of research combined with Green's extensive
knowledge of the usage conditions specific to India, has made PermaClickTM the most advanced
flooring interlocking system available in India. The click system gives Green Floormax an
unmatched quality and finish. What's more it makes the installation process very easy.

Max Shield Green Floormax wood floors come with Max Shield - a unique scratch resistant
protection technology that shields it against wear and tear. This specially-engineered surface
coating makes wood floors manifold stronger and resistant to surface scratches.

Sonic Sponge Green Floormax is engineered with Sonic Sponge - an advanced technology that
allows the sound absorbent backing layer to reduce sound transmission and produce only a solid
and pleasant sound underfoot.

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100% Hardwood Base Core The high density fibreboard at the core of Green Floormax wood
floors makes them sturdier and more durable than any other flooring alternative. More
so,Greenply manufactures the highest quality fibreboard in-house at the same manufacturing
location as Green Floormax, ensuring very stringent quality parameters for the base core.

Hygienic and Easy to Maintain Our surface protection technology ensures dust doesn't cling to
your floor while our unique interlocking system Perma ClickTM binds the planks perfectly,
allowing absolutely no room for dust accumulation and water spillage.

Convenient
Easy to install Thanks to our PermaClickTM system, installation can be completed in no
time.Just snap the planks together and it's done.

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Seamless layout Our interlocking technology leaves no annoying gaps or crevices, leaving you
with a level, beautiful-looking floor. There just won't be any place for dirt and dust to
accumulate.

Anti-Warp Since the top layer on green floormax wood floors is resistant to heat and
temperature changes, there won't be any uncharacteristic bending or twisting of the wooden
planks. Your floor will always stay solid and level.

Easily removable/changeable/reinstallable Switching floors just involves removing the planks


and installing them elsewhere. Carry your floors with you anytime, anywhere.

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COMPETITORS

1. Uniply Industries

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2. Century Plyboard

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3. Sarda Plywood Industries

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4. Bloom Dcor Plywood

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5. Manglam Timber Products

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Chapter-2
Review of Literature
Need of the study
Objective

Methods of data collection


Scope of the study

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LITERATURE REVIEW
This is a pure applied part of my two months, summer training. It has been purely a practical
exposure to real business in general and of HR in particular. Through the entire tenure of
summer training I have learned the practical implication of corporate sector work and
environment in corporate sector.
I must say that after completing one year of my studies I was quite familiar with the business
environment, but through this practical exposure that is summer training in GREEN
PLYWOOD which enabled me to get an in depth sight of the reality show of the business. Here
I came to know about the real techniques of Human Resource Management and what is the real
picture of HR in the corporate world.

The priority areas of HRD are recruitment and selection, performance appraisal,
career planning and development, manpower planning, development of performance
standards, deferred bonus planning, organizational development, counseling and self-
development and total quality management. Unless and until these aspects are given
proper emphasis and treatment, human resource which is the most important and vital
asset of an organization will get adversely affected and employees will be treated as
cost centre rather than investment center.
As there is much difference between selection and recruitment. Selection refers to the
process of picking individuals out of the pool of candidates with requisite
qualifications and competence to fill jobs in the organization. While recruitment
refers to the process of identifying the prospective employees who apply for jobs,
selection is concerned with picking the right candidates or differentiating between
applicants in order to identify and hire those with a greater likelihood of success in a
job. Recruiting employees in different ways like by different agencies, campus
placement etc. these all things understand by me with the help of this project.

Developing countries of the third world have been struggling hard for their
respective Industrial Development. Big and small Industries concerns are
being set up to increase production for meeting domestic demand as well as

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for earning foreign exchange. The bigger the industry and workforce the
bigger are the organizational structure and pressure on the top management.
The organizational structure is geared to achieving the set targets of
production.

Corporate executive of GREEN PLYWOOD limited have been increasingly


aware that long range success in the telecom sector steel production hinges
on the caliber of the managerial personnel. The increasing contribution of
behavioral science to understanding the value of talented employee has
convinced our countrys telecom executive that the largest single resources
to increased productivity and profits are the talent. Company can be on the
path of success only with the help of talent acquisition.
Manpower is recognized as the most valuable resource for any organization.
Most companies have realized that the way they take care of the personnel has a
direct bearing on their profitability and success and hence the growing demand
for qualified HRD Professionals. Human Resources Development is a fast
growing career, which encompasses many areas.
It includes an entire range of activities ranging from manpower planning,
recruitment, training, industrial and labor relations, performance appraisals,
promotions and dismissals, to personnel deployment, relocation etc. Personnel
officers are important members of every companys team.
Human resource (or personnel) management, in the sense of getting things done
through people, is an essential part of every manager's responsibilities, but
many organizations find it advantageous to establish a specialist division to
provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.
"People are our most valuable asset" is a clich, which no member of any senior
management team would disagree with. And many new HR managers miss the
point. And failure to grasp this point trips up their career more than any other
reason. As an individual contributor, success is all about you..

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It's all about raising your hand, getting called on, and delivering the right answer.
But when one becomes a leader, there is one big difference...Success is all about
growing others. It's about making the people who work for you smarter, bigger,
bolder, more self-confident and capable. Frankly, an individual does not matter
much. Except how one nurtures and supports his team and helps it grow.
Personal attention will be achieved from the higher ups but only as much as
your team wins.
Always go for talent acquisition whether it is concern for top, middle or lower
management. Adopt the latest technology to acquire talent. Do not make any
compromise for talent, as the success of an organization lies on the efficiency of
the man power. Don't sugarcoat but be candid, which is one of the major
qualities of the great HR people. However, never forget that you're a leader
now. It not about you anymore, it's about your organization.

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Need of the study
Human Resource is the back bone of an organization. Human Resource is an important aspect as
far as an organization is considered. Organization is depending upon the human resource. So it is
the responsibility of the management to keep the employees to contribute more.

It is said that satisfied human resource are more productive. So every organization is giving
high priority to keep their human resource satisfied by providing several facilities which
improves satisfaction and reduce dissatisfaction.

So to understand the functioning of human resource in GREEN PLYWOOD and how they are
trained and given development programs, I had made the following study.

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Objective of the study

To Measure the satisfaction levels of employees on various factors and give suggestions
for improving the same.
To study the relationship between the personal factors of the employee (Gender,
Designation, Qualification, Age, and Years of Service in a company) with satisfaction
level.
To derive and analyze the current satisfaction level of the employees in the company
To study the various factors which influencing employee satisfaction.
To study the various sources of recruitment followed in GIL.
To study about the functions of the HR in GIL.

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Methods of data collection

Data Collection is an important aspect of any type of research study. Inaccurate data collection
can impact the results of a study and ultimately lead to invalid results.

Data collection methods for impact evaluation vary along a continuum. At the one end of this
continuum are quantatative methods and at the other end of the continuum are Qualitative
methods for data collection .

There are two types of data collection methods:

1. Primary data collection


2. Secondary data collection

Primary Data Collection: Raw data or primary data is a term for data collected at source.
This type of information is directly form first hand sources by means of surveys, observations
and experimentation and not subjected to any processing or manipulation and also called primary
data. It includes :

1. Interview

2. Questionnaire

3. Survey

4. Observation

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Secondary Data Collection: It refers to data collected by someone other than the user. The
data is already available and analyses by someone else. Common source of secondary includes:

1. Books

2. Magazines

3. Newspaper

4. Journals

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Scope of the Study
1. Functions of HR is an important output that employees work for the organization.
2. It is an interesting and significant area for conducting the research.
3. The study made on the topic of Functions of HR will help to understand the everything
related to the employees. It may be either recruitment, selection, training, development or
employees satisfaction.
4. This report is useful to management of the company to know properly that how to
manage an organization.
5. This report may be useful to the students for resding and may be useful in preparing their
report on the Functions of HR.

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Chapter-3
Functions of HR
Managerial function
Operative function
Advisory function

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FUNCTIONS OF HR
Personnel department is a specialized division of a large organization; the department
responsible for hiring and training and placing employees and for setting policies for personnel
management.

The Plywood industry is highly competitive, organizationally diversified and sdriven by mergers
and acquisitions. There are so many manufacturer of plywood in the current market. In the
current market, its also understandably bearish. But HR issues are more at the forefront than
ever. Its difficult to verify that the organizations HR goals dont strangle local markets, but do
comply with workers councils and legislation and lead the people side of the business. To
achieve this in a diverse, fast-changing organization such as GREEN PLYWOOD industry that
has had decentralized policies, decision makers and processes is truly challenging.

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Some of the major functions of human resource management are as follows:

1. Managerial Functions

2. Operative Functions

3. Advisory Functions.

Human Resource or Personnel Department is established in most of the organisations, under the
charge of an executive known as Human Resource/Personnel Manager. This department plays an
important role in the efficient management of human resources.

The personnel department gives assistance and provides service to all other departments on
personnel matters. Though personnel or human resource manager is a staff officer in relation to
other departments of the enterprise, he has a line authority to get orders executed within his
department.

1. Managerial Functions:

The Human resource manager is a part of the organizational management. So he must


perform the basic managerial functions of planning, organising, directing and controlling in
relation to his department.

There are functions are briefly discussed below:

Planning:

To get things done through the subordinates, a manager must plan ahead. Planning is
necessary to determine the goals of the organization and lay down policies and procedures to
reach the goals. For a human resource manager, planning means the determination of
personnel programs that will contribute to the goals of the enterprise, i.e. anticipating
vacancies, planning job requirements. Job descriptions and determination of the sources of
recruitment.

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The process of personnel planning involves three essential steps:

Firstly. A supply and demand forecast for each job category is made. This step requires
knowledge to both labour market conditions and the strategic posture and goals of the
organization.

Secondly, net shortage and excess of personnel by job category are projected for a specific
time horizon.

Finally, plans are developed to eliminate the forecast shortage and excess of particular
categories of human resources.

Organizing:

Once the human resource manager has established objectives and developed plans and
programs to reach them, he must design and develop organization structure to carry out
the various operations.

The organization structure basically includes the following:

Grouping of personnel activity logically into functions or positions.

Assignment of different functions to different individuals.

Delegation of authority according to the tasks assigned and responsibilities


involved. Co-ordination of activies of different individuals.

Directing:

The next logical function after completing planning and organizing is the execution of the
plan .The basic function of personnel management at any level is motivating,
commanding, leading and activating people .The willing and effective co-operation of
employees for the attainment of organizational goals ,is possible through proper

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direction. Tapping the maximum potentialities of the people is possible through
motivation and command.

DIRECTING is said to be a process in which the managers instruct, guide and oversee
the performance of the workers to achieve predetermined goals. Directing is said to be
the heart of management process. Planning, organizing, staffing have got no importance
if direction function does not take place.

Thus, direction is an important managerial function in building sound industrial and


human relations besides securing employee contributions. Co-ordination deals with the
task of blending efforts in order to ensure successful attainment of an objective. The
personnel manager has to co-ordinate various managers at different levels as far as
personnel functions are concerned .Personnel management function should also be co-
ordinated with other functions of management like management of material, machine and
money.

Controlling:

The Human Resource Controlling includes planning, assessment and control of both, the
performance of the employees, as well as the staff working in Human Resources. Here it
is important, that on the one hand the internal structure of the company will be screened,
as well as the market conditions. As usual in Controlling, a distinction is made according
to plan, measure, and finally development of further steps to develop. Employees can be
defined as a cost factor, value-added potential and as a stakeholder group. HR controlling
ensures that competitive advantage can be developed and risks should be early identified
and avoided for the company.

Its responsibilities include :


Ensuring a high quality reporting
Creation of transparency
Efficiency improvements
Determining value added of all HR measures

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2. Operative Function:

Human resource department is the backbone of any organisation. The department chooses the
right person from the market and places the right individual in the appropriate department.
Recruitment includes gathering a pool of applications from which suitable employees are
selected by the HR manager. Being an HR professional, you have to be highly selective when it
comes to recruiting an employee. The operative functions of HRM encompass a wide range of
functions: employment, procurement, development, compensation, maintenance and integration.

Employment

Employment is the foremost operative function of HRM. This task is carried out by the HR
managers for all the department of any organisation. The HR department creates personnel
policies and coordinates with all the departments of the firm. Employment includes securing and
employing professionals who possess required skill that is necessary for achieving the
organisational objectives. It also covers job analysis, recruitment, selection, placing of the
candidate, induction session and internal mobility. When you decide to excel your career as an
HR professional, you have to be highly skilled and experienced to carry out the above-mentioned
work with precision.

Human resource development

The process involves improving, changing the skills, knowledge, aptitude, creative ability,
values, aptitude, commitment, etc. based on the requirement of the organisations and job
vacancies for both present and future. This also covers performance appraisal, career planning,
training management development, promotion and demotion, internal transfer, mobility and
organizational development. An employee gets all support from the HR department of an
organization when joined newly in a firm.

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Compensation

Compensation means determining the pay scale and other emoluments for the employees.
Establishing and maintaining properly the pay system of any firm is considered to be the most
important task of HR managers. Being an HR manager, you need just and impartial pay rates to
the employees. In addition to this, an HR manager must regularly manage the performance
system of the employees and should continue to design reward scheme for the employees such as
performance-based incentives, bonus and flexible working schedule.

Maintenance

The maintenance function of HR manager includes retaining the efficient and skilled
professionals in the organisations. When it comes to maintenance function, HR managers have to
ensure to the employees that they must have an occupational safety. A positive working
ambience is what the employees must have in an organisation and this must be provided by the
HR department. After working for prolong period, the brain needs recreation to work accurately.
Recreational activities must be there in the workplace but make sure that it does not hamper the
work process. Transportation and canteen facilities must be provided to the employees.

The HR operation varies from one organisation to another depending on the size, nature and
objectives of organisations. Smaller organisations follow shorter HRM process with emphasis on
procurement and compensation and does not give priority to development, training and industrial
relations maintenance. On the other hand, large organisations have a comprehensive HRM
process for meeting the requirements of the management as well as the workforce. A properly set
up HR department can make an organisation reach the zenith with a skilled workforce.

3. Advisory functions:

Human resource manager has specialized education and training in managing human resource.
He is expert in his area so he can give advice on matter relating to human resource in the
organization.

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He offers his advice to

1. Top Management Advice: HR Manager is a specialist in Human Resource Management


functions. She/he can advise the top management in formulating policies and procedures.
He/she can also recommend the top management for the appraisal of manpower which they
feel apt. This function also involves advice regarding maintaining high-quality human
relations and far above the ground employee morale.
2. Departmental Head advice: Under this function, he/she advises the heads of various
departments on policies related to job design, job description, recruitment, selection,
appraisals.

Authority of HR

He offers some guidance on what managers can do to raise the odds that their commands will be
accepted and obeyed. He maintains that more and more of a managers commands will be
accepted over the long term if:

The manager uses formal channels of communication and these are familiar to all organization
members.

Each organization member has an assigned formal communication channel through which
orders are received.

e manager possesses adequate communication skills.

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Types of authority:

3 main types of authority can exist within an organization:

Each type exists only to enable individuals to carry out the different types of responsibilities with
which they have been charged.

1. Line authority:

al authority within an organization reflects existing superior-subordinate


relationships. It consists of the right to make decisions and to give order concerning the
production, sales or finance related behavior of subordinates.

ty pertains to matters directly involving management system production,


sales, finance etc., and as a result with the attainment of objectives.

to assist them in performing their obligatory activities.

2. Staff authority:

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as other staff personnel.

the effectiveness of line personnel to


perform their required tasks.

To ensure that line and staff personnel do work together productively, management must make
sure both groups understand the organizational mission, have specific objectives, and realize that
they are partners in helping the organization reach its objectives.

Size is perhaps the most significant factor in determining whether or not an organization will
have staff personnel. The larger the organization, the greater the need and ability to employ staff
personnel.

As an organization expands, it usually needs employees with expertise in diversified areas.


Although small organizations may also require this kind of diverse expertise, they often find it
more practical to hire part time consultants to provide it is as needed rather than to hire full time
staff personnel, who may not always be kept busy.

3. Functional authority:

Functional authority consists of the right to give orders within a segment of the organization in
which this right is normally non-existent.

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This authority is usually assigned to individuals to complement the line or staff authority they
already possess.
Functional Authority generally covers only specific task areas and is operational only for
designated amounts of time. It is given to individuals who, in order to meet responsibilities in
their own areas, must be able to exercise some control over organization members in other areas.

Less burden on line managersStaff managers relieve the line managers from the botheration of
concentrating on the specialised functions like accounting, selection and training of employees,
public relations etc. Thus there is a less burden on line managers. Many problems that are
ignored or poorly handled in the line organisation can be properly covered. It is more flexible.
Demerits
Demerits of line and staff organisation are as follows:
(1) ConfusionIt is very difficult to clearly establish the authority and responsibility
relationship between line and staff executives. This creates confusion among them.
(2) Ineffectiveness of the staffThe role of the staff is purely advisory. Since they do not have
the power to get their recommendations implemented, the staff services may prove to be
ineffective.

(3) Conflict between line and staffThere is generally a conflict between line and staff
executives, line authorities feel that staff executives do not always give right type of advice and
therefore reject even some very good schemes. Line authorities do not want to give an
impression to the management that they are in any way inferior to staff. Thus there is conflict
between line and staff.

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FUNCTIONS OF HR

1. RECRUITMENT:

The nature of the job, its role and key responsibilities should be covered in the job description
and explained in the selection interview. You may also consider sharing some or all of the
information listed below to give a real insight into the structure and culture of the organisation,
behaviours and standards expected and future plans/intentions:

ion, department and/or team structure chart

of work, holidays, sick pay policy, salary,


benefits, etc.

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2.INTERVIEW:

The word interview comes from Latin and middle French words meaning to see between or
see each other. Generally, interview means a private meeting between people when questions
are asked and answered. The person who answers the questions of an interview is called
in interviewer.

So, an interview is formal meetings between two people (the interviewer and the interviewee)
where questions are asked by the interviewer to obtain information, qualities, attitudes, wishes
etc. Form the interviewee.

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Types of interviews: There are many types of interviews that an organization can arrange. It
depends on the objectives of taking the interview. Some important types of interviews are stated
below:

1. Personal interviews: Personal interviews include:


Selection of the employees
Promotion of the employees
Retirement and resignation of the employees
Of course, this type of interview is designed to obtain information through discussion and
observation about how well the interviewer will perform on the job.

2. Evaluation interviews: The interviews which take place annually to review the progress of
the interviewee are called the evaluation interviews. Naturally, it is occurring between
superiors and subordinates. The main objective of this interview is to find out the strengths
and weaknesses of the employees.
3. Persuasive interviews: This type of interview is designed to sell someone a product or an
idea. When a sales representative talk with a target buyer, persuasion takes the form of
convincing the target that the product or idea meets a need.

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4. Structured interviews: Structured interviews tend to follow formal procedures; the
interviewer follows a predetermined agenda or questions.
5. Unstructured interviews: When the interview does not follow the formal rules or
procedures. It is called an unstructured interview. The discussion will probably be free
flowing and may shift rapidly form on subject to another depending on the interests of the
interviewee and the interviewer.
6. Counseling interviews: This may be held to find out what has been troubling the workers
and why someone has not been working.
7. Disciplinary interviews: Disciplinary interviews are occurring when an employee has been
accused of breaching the organizations rules and procedures.
8. Stress interviews: It is designed to place the interviewee in a stress situation in order to
observe the interviewees reaction.
9. Public interviews: These include political parties radio-television and newspaper.
10. Informal or conversational interview: In the conversational interview, no predetermined
questions are asked, in order to remain as open and adaptable a possible to the
interviewees nature and priorities; during the interview the interviewer goes with the
flow.
11. General interview guide approach: The guide approach is intended to ensure that the
same general areas of information are collected from each interviewee this provides more
focus than the conversational approach but still allows a degree of freedom and adaptability
in getting the information from the interviewee.
12. Standardized or open-ended interview: Here the same open-ended questions are asked to
all interviewees; this approach facilitates faster interviews faster interviews that can be
more easily analyzed and compared.
13. Closed or fixed-response interview: It is an interview where all interviewers ask the same
questions and asked to choose answers from among the same set of alternatives. This
formal is useful for those not practiced in interviewing.

3.INDUCTION & TRAINING:

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All new members of staff who join the Company to learn new ropes and settle down quickly
so that they become productive from the outset are given induction training. The aim of an
induction programme is to make sure that new employees are given all the help and guidance
they need for them to do their job to the required standard as soon as possible.

Remember that the induction process begins during the recruitment and selection phases when
contact is first made with potential new employees. It is therefore key that the things you do and
say before their first day are as well thought through and prepared as those after the candidate
takes up the post.

The process involves:

-employment

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Pre-employment:

All new employees should receive a formal offer letter together with an employment contract. As
well as this information should also advise new employees to look at the new employees web
page for further information. Other forms e.g. company details etc should be completed by the
new employee prior to starting by printing off and sending into HR. Alternatively we need to
make sure all new employees have access to these forms on Day One of their employment.
It may also be necessary to send joining instructions giving the following information by phone
or email:

where and when to report

who will meet them

a map, transport and car parking instructions

what else to bring, e.g. tools, special clothing, packed lunch, etc.

Preparing the programe:

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The content of individual induction programmes will vary according to the needs of the
individual. New employees may fall into one or more groups, for example:
school-leavers/skill-seekers

graduates

long-term unemployed

people with disabilities

experienced individuals changing jobs either within or from outside the organisation

shift workers

Internal employees moving department

Each group have different needs and therefore induction programmes is designed with this in
mind. Also consider those people with special needs, i.e. with disabilities, or very young people
who will perhaps have limited, if any, experience of working life. Induction programmes for
certain jobs or roles should also take into account factors such as health and safety rules and
regulations.
New employees will have a considerable amount of information to absorb when starting their
new role. Try to divide the induction programme into subjects or areas of responsibility enabling
the individual to build up their knowledge gradually, preventing confusion or overload.

First day:

New starters will doubtless be nervous and even apprehensive on their first day. It is important
that they are made to feel welcome and given time to assimilate to their new environment and
colleagues.

They should:
meet and introduced to their team colleagues

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given a tour of the building(s) or workplace, pointing out toilets and restaurant facilities, etc.

talked through their induction programme and timetable(see link above or on web site)

satisfied that all necessary paperwork has been completed and received

First week:

With all new employees, we may explain and discuss the key aspects of their job, the goals and
objectives of their immediate team and how they in turn contribute to the objectives of the
organisation. This is likely to involve them being introduced to members of other teams and/or
departments, and visits to other offices and/or locations.

At the end of the first week, managers determine how new employees are settling in and:
review the induction programme and assess the understanding of the information provided at
this point

agree how to clarify or revisit any areas where understanding is confused or inadequate

explain what is expected in subsequent weeks

ask for feedback from the employee on how they are feeling and if they feel they have the right
amount of support

First month:
By the end of the first month, it is aimed to have drafted some personal objectives to give them a
clear direction and focus. We may also start compiling ideas for a personal development plan.
The plan would include areas in which they have shown limited knowledge and/or skill during
the induction so far.
We should solicit feedback from the people who have been involved in the induction process and
use it to assess the new employees progress. In case of any concerns regarding their
performance or ability, we should address them at the earliest opportunity. Often, new starters
simply need greater clarity or reminding of certain key requirements.

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Evaluation:

It is important to constantly evaluate the processes and procedures to check that they are
effective. We may ask ourselves whether the induction programme met its objectives and
whether adjustments are needed. We should also solicit feedback from the new employee on
improvements that could be made to improve the induction process and also if there is any
further support they need at this stage.

4. PROBATION

A workplace setting, probation (or probationary period) is a status given to new employees of a
company or business. It is widely termed as the Probation Period of an employee. This status
allows a supervisor or other company manager to evaluate closely the progress and skills of the
newly hired worker, determine appropriate assignments, and monitor other aspects of the
employee such as honesty, reliability, and interactions with co-workers, supervisors or
customers.

A candidate who is going to join any the company required to follow rules made for their
probation period, minimum service period from the date of joining and bond to be signed.

Due to high competition with other companies, GREEN PLYWOOD company is now opening
more branches.

Salary and Bond in Companies:

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Now due to single exam system, aspirants need to provide their preference of joining in
participating company. To provide a more clear view of salary, probation period, minimum
service period and bond, we are providing here complete list of all participating companys.
Candidates can compare rules made by company at single place before their joining.

5. OFFER LETTER ISSUANCE

The company issues Offer Letters to selected candidates. After receiving receipt of Offer Letter,
successful candidates will be required to visit the designated centres, for completing pre-
recruitment formalities and medical examination.
The final joining of the candidates will be done subject to compliance of eligibility criteria and
also on successful completion of pre-recruitment formalities.
The company has also withheld candidates list whose result is kept in abeyance due to non-
submission of conclusive documents for their eligibility. These candidates are being advised
separately by email to submit the required documents failing which they will not be considered
for selection and their candidature will be cancelled.

The candidates are required to bring

birth in proof of your age. Both Degree and Marks Sheet should be produced.

Certificate of Performance and Conduct, if employed.

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to Disabled
Category) in the prescribed format.

related to you for reference. They should have ideally known to you for more than five years.

Documents to be submitted in respect of Educational Qualification:

1) Class Xth

i) Mark sheet
ii) Pass Certificate
2) Class XIIth

i) Mark sheet

ii) Pass Certificate

3) Graduation

i) Mark sheet of all semesters / years

ii) Degree / Provisional Certificate

4) Post Graduation

i) Mark sheet of all semesters / years


ii) Degree / Provisional Certificate

5) Professional Qualification
i) Mark sheet of all semesters / years
ii) Degree / Provisional Certificate

iii) Proof of specialization where ever required

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-Note:

In respect of AICTE / other Government Regulatory Body approved courses, a copy of approval
letter issued by AICTE / other Government Regulatory Body to the college approving the course
and the batch.

other Government Regulatory Body to the college.

1) Secondary School / Matriculation pass certificate.

1) Caste certificate issued by the authorized competent authority in the Performa prescribed
by Government of India.

2) Married female candidate must submit Caste Certificate with name of her father.
Documents to be submitted in respect of Physical disability:

prescribed by Government of India.

6. ADMINISTRATIONAL CONTROL

In recent years the growth of practice, the proliferation of multiple files, the great increase in
paper generated, and the heightened need for rapid recovery and delivery of documents in the
process of representing Clients have resulted in a need to improve the companys filing capacity.

In particular, the company has determined that it is essential to eliminate redundant and other
duplicative files including multiple copies of identical documents, temporary notes and
superseded drafts.

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Objective

verification of transactions.

Record maintenance consists of 3 components viz.


Record Keeping
Record media
Record retention

Records: Records arise on account of transactions/functions performed by the company and


relate to the data and information arising there from. Records include vouchers, ledgers, registers,
forms, reports, returns/statements, office notes, etc. The record may be paper based or in
electronic form. The provisions of the policy shall apply irrespective of the media in which
records are maintained.

Record Maintenance shall be subject to the compliance of statutory provisions.

The minimum level of Record Keeping required to meet the various criteria at each of the 3
different levels is given in the following paragraphs. Record Retention, Record Media and
Record Location are primarily related to accessibility and durability criteria.

scribed period for destruction of old records under the Companying Companies
(period of preservation of records) Rules, 1985 is applicable only to those records and registers
where no liability is outstanding.

y continues to be outstanding and the companys are


required to maintain / preserve the records.

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company from the date of demand by the customer and is enforceable within a period of 3 years.

demand by the depositor and not the date of maturity.

General Principles,
Management Information and Transactional data.

Record Media

As already stated in Para 3, the media can be paper or in electronic form. The determination of
Record Media will be based on the following:

1. Compliance with the statutory/regulatory requirements.

2. The need to ensure that media chosen does not conflict with accessibility requirements of
COMPANY inspectors/Internal/External auditors.

3. Physical condition under which the record will be stored.

Record Retention

Appropriate controls shall be exercised by Departments/Offices/Branches over the destruction of


records upon expiry of the period of retention prescribed which inter alia includes:
1. Authorization and approval prior to destruction

2. A register to record details of the documents destroyed, the date and means of destruction.

Record Location
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Generally, Record Location will be in the same branch/office where the records were generated /
used. In case the location is to be at a different place, prior permission from the controlling
authority shall be obtained. The overriding principle is that records continue to be available to
management on a timely basis.

an efficient system of record maintenance leading to a better working environment. Records are
generally created during the course of business transactions as evidentiary material and include
Vouchers, Ledgers, Registers, Reports, Books, Forms, Files, Correspondence, etc.

movement of the various records.

m should help in exercising effective management control of records which


inter alia should ensure that records are :

1. Maintained systematically for ready reference.

2. Preserved with due care so as to prevent loss, damage or mutilation

7. ATTENDENCE RECORD:

HRIS is majorly used here in an automated fashion mostly and if not, at least in a semi-automated
fashion where HR keeps the record of all the employees attendance, leaves- paid or non paid,
holidays granted or not granted one and of course timely reporting. Although there are smart
machine and system now-a-days which manages attendance with a card swipe or a finger print
reader, so in modern world its not a core HR function but often at some places, specially in small
organizations, it is still a function of HRs and we can say that HRIS include attendance management.

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8. TRAINING AND DEVELOPMENT PROGRAM:

Human resource management regards training and development as a function concerned with
organizational activity aimed at bettering the job performance of individuals and groups
in organizational settings. Training and development can be described as "an educational process
which involves the sharpening of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of employees.

Training:

Training is the process for providing required skills to the employee for doing the job
effectively, skilfully and qualitatively. Training of employees is not continuous, but it is
periodical and given in specified time. Generally training will be given by an expert or
professional in related field or job.

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


knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps
in bringing about positive change in the knowledge, skills & attitudes of employees. Training is
investment in getting more and better quality work from your talent.

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Types of training

1. Induction training
2. Job introduction training
3. Vestibule training
4. Refresher training
5. Apprenticeship training

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Development:

Human resources development (HRD) as a theory is a framework for the expansion of human
capital within an organization through the development of both the organization and the
individual to achieve performance improvement.

Human resource development is the integrated use of training, organization, and career
development efforts to improve individual, group, and organizational effectiveness. HRD
develops the key competencies that enable individuals in organizations to perform current and
future jobs through planned learning activities. Groups within organizations use HRD to initiate
and manage change. Also, HRD ensures a match between individual and organizational needs

EVALUATION AND FEEDBACK

Performance evaluations should be conducted fairly, consistently and objectively to protect your
employees interests and to protect your practice from legal liability. One way to ensure
consistency is to use a standard evaluation form for each evaluation. The form you use should
focus only on the essential job performance areas. Limiting these areas of focus makes the
assessment more meaningful and relevant and allows you and the employee to address the issues
that matter most. You dont need to cover every detail of an employees performance in an
evaluation.

Advantages:

A performance evaluation system can motivate staff to do their best for themselves
and the practice by promoting staff recognition and improving communication.

Evaluations should be conducted fairly, consistently and objectively to protect your


employees and your practice.

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An effective performance evaluation system has standardized evaluation forms,
performance measures, feedback guidelines and disciplinary procedures.

Feedback is what performance evaluations are all about. So before you implement your
performance evaluation system, make sure that everyone who will be conducting evaluations
knows what kind of feedback to give, how to give it and how to get it from the employee in
return.

Give balanced feedback. Dont make the common error of glossing over an employees
deficiencies and focusing only on his or her strengths. It is by understanding their weaknesses
that employees can take ownership of their performance and role in the practice. And when given
the support they need to make improvements in these areas, employees learn to take pride in
their work and are willing to take on new challenges with confidence.

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Chapter-4
Organizational Structure
Organizational culture
Nature and Role of Personnel Department

82
ORGANISATIONAL STRUCTURE

83
ORGANISATIONAL STRUCTURE
Organizational structure refers to the way that an organization arranges people and jobs so that
its work can be performed and its goals can be met. When a work group is very small and face-
to-face communication is frequent, formal structure may be unnecessary, but in a larger
organization decisions have to be made about the delegation of various tasks. Thus, procedures
are established that assign responsibilities for various functions. It is these decisions that
determine the organizational structure.

In an organization of any size or complexity, employees' responsibilities typically are defined by


what they do, who they report to, and for managers, who reports to them. Over time these
definitions are assigned to positions in the organization rather than to specific individuals. The
relationships among these positions are illustrated graphically in an organizational chart (see
Figures 1a and 1b). The best organizational structure for any organization depends on many
factors including the work it does; its size in terms of employees, revenue, and the geographic
dispersion of its facilities; and the range of its businesses (the degree to which it is diversified
across markets).

There are multiple structural variations that organizations can take on, but there are a few basic
principles that apply and a small number of common patterns. The following sections explain
these patterns and provide the historical context from which some of them arose. The first
section addresses organizational structure in the twentieth century. The second section provides
additional details of traditional, vertically-arranged organizational structures. This is followed by
descriptions of several alternate organizational structures including those arranged by product,
function, and geographical or product markets. Next is a discussion of combination structures, or
matrix organizations. The discussion concludes by addressing emerging and potential future
organizational structures.

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An organizational structure defines how activities such as task allocation, coordination and
supervision are directed toward the achievement of organizational aims. It can also be considered
as the viewing glass or perspective through which individuals see their organization and its
environment.

Organizations are a variant of clustered entities.

An organization can be structured in many different ways, depending on its objectives. The
structure of an organization will determine the modes in which it operates and performs.

Organizational structure allows the expressed allocation of responsibilities for different functions
and processes to different entities such as the branch, department, workgroup and individual.

TYPES OF ORGANIZATIONAL STRUCTURE

1. Pre-bureaucratic structures
Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most
common in smaller organizations and is best used to solve simple tasks. The structure is totally
centralized. The strategic leader makes all key decisions and most communication is done by one
on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the
founder to control growth and development.

2. Bureaucratic structures
Bureaucratic structures have many levels of management ranging from senior executives to
regional managers, all the way to department store managers. Since there are many levels,
decision-making authority has to pass through more layers than flatter organizations. A
bureaucratic organization has rigid and tight procedures, policies and constraints. This kind of

85
structure is reluctant to adapt or change what they have been doing since the company started.
Organizational charts exist for every department, and everyone understands who is in charge and
what their responsibilities are for every situation. Decisions are made through an organized
process, and a strict command and control structure is present at all times.In bureaucratic
structures, the authority is at the top and information is then flowed from top to bottom. This
causes for more rules and standards for the company which operational process is watched with
close supervision. Some advantages for bureaucratic structures for top-level managers are they
have a tremendous control over organizational structure decisions.

3. Post-bureaucratic
The term of post bureaucratic is used in two senses in the organizational literature: one generic
and one much more specific. In the generic sense the term post bureaucratic is often used to
describe a range of ideas developed since the 1980s that specifically contrast themselves with
Weber's ideal type bureaucracy. This may include total quality management, culture
management and matrix management, amongst others. None of these however has left behind the
core tenets of Bureaucracy. Hierarchies still exist, authority is still Weber's rational, legal type,
and the organization is still rule bound. Heckscher, arguing along these lines, describes them as
cleaned up bureaucracies,[10] rather than a fundamental shift away from bureaucracy.

4. Functional structure
A functional organizational structure is a structure that consists of activities such as coordination,
supervision and task allocation. The organizational structure determines how the organization
performs or operates. The term organizational structure refers to how the people in an
organization are grouped and to whom they report. One traditional way of organizing people is
by function. Some common functions within an organization include production, marketing,
human resources, and accounting.

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A functional organization is best suited as a producer of standardized goods and services at
large volume and low cost. Coordination and specialization of tasks are centralized in a
functional structure, which makes producing a limited amount of products or services efficient
and predictable.

5. Divisional structure
The divisional structure or product structure consists of self-contained divisions. A division is a
collection of functions which produce a product. It also utilizes a plan to compete and operate as
a separate business or profit center. According to Zainbooks.com, divisional structure in America
is seen as the second most common structure for organization today.

Employees who are responsible for certain market services or types of products are placed in
divisional structure in order to increase their flexibility. Examples of divisions include regional,
consumer type, and product type. The divisions may also have their own departments such as
marketing, sales, and engineering.

The advantage of divisional structure is that it uses delegated authority so the performance can
be directly measured with each group. This results in managers performing better and high
employee morale.

6.Matrix structure
The matrix structure group employees operate by both function and product. This structure can
combine the best of both separate structures. A matrix organization frequently uses teams of
employees to accomplish work, in order to take advantage of the strengths, as well as make up
for the weaknesses, of functional and decentralized forms. An example would be a company that
produces two products, "product a" and "product b". Using the matrix structure, this company
would organize functions within the company as follows: "product a" sales department, "product

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a" customer service department, "product a" accounting, "product b" sales department, "product
b" customer service department, "product b" accounting department.

Weak/Functional Matrix: A project manager with only limited authority is assigned to


oversee the cross- functional aspects of the project. The functional managers maintain
control over their resources and project areas.
Balanced/Functional Matrix: A project manager is assigned to oversee the project. Power
is shared equally between the project manager and the functional managers. It brings the best
aspects of functional and projectized organizations. However, this is the most difficult
system to maintain as the sharing of power is a delicate proposition.
Strong/Project Matrix: A project manager is primarily responsible for the project.
Functional managers provide technical expertise and assign resources as needed.

Matrix structure is only one of the three major structures. The other two are Functional and
Project structure. Matrix management is more dynamic than functional management in that it is a
combination of all the other structures and allows team members to share information more
readily across task boundaries. It also allows for specialization that can increase depth of
knowledge in a specific sector or segment.

ORGANIZATIONAL CULTURE

Basically, organizational culture is the personality of the organization. Culture is comprised of


the assumptions, values, norms and tangible signs (artifacts) of organization members and
their behaviors. Members of an organization soon come to sense the particular culture of an
organization. Culture is one of those terms that are difficult to express distinctly, but everyone
knows it when they sense it. For example, the culture of a large, for-profit corporation is quite
different than that of a hospital which is quite different than that of a university. You can tell
the culture of an organization by looking at the arrangement of furniture, what they brag about,
what members wear, etc. -- similar to what you can use to get a feeling about someone's
personality.

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Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society,
professions, laws, stories, heroes, values on competition or service, etc. The process is based
on our assumptions, values and norms, e.g., our values on money, time, facilities, space and
people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies,
strategies, image, products, services, appearance, etc.

The concept of culture is particularly important when attempting to manage


organization-wide change. Practitioners are coming to realize that, despite the best-laid
plans, organizational change must include not only changing structures and processes, but
also changing the corporate culture as well.

There's been a great deal of literature generated over the past decade about the concept of
organizational culture -- particularly in regard to learning how to change organizational culture.
Organizational change efforts are rumored to fail the vast majority of the time. Usually, this
failure is credited to lack of understanding about the strong role of culture and the role it plays
in organizations. That's one of the reasons that many strategic planners now place as much
emphasis on identifying strategic values as they do mission and vision.

SOME TYPES OF CULTURE

There are different types of culture just like there are different types of personality. Researcher
Jeffrey Sonnenfeld identified the following four types of cultures.

ACADEMIC CULTURE

Employees are highly skilled and tend to stay in the organization, while working their way up
the ranks. The organization provides a stable environment in which employees can
development and exercises their skills. Examples are universities, hospitals, large corporations,
etc

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SPORTS CULTURE

Employees are "free agents" who have highly prized skills. They are in high demand and can
rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk
organizations, such as investment banking, advertising, etc.

CLUB CULTURE

The most important requirement for employees in this culture is to fit into the group.
Usually employees start at the bottom and stay with the organization. The organization

promotes from within and highly values seniority. Examples are the military, some law
firms, etc.

FORTRESS CULTURE

Employees don't know if they'll be laid off or not. These organizations often undergo
massive reorganization. There are many opportunities for those with timely, specialized
skills. Examples are savings and loans, large car companies, etc.

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DEPARTMENT

There are two Major Departments which play vital role in the smooth running of
the Organisation. They are as follows:

A. Commercial Department
B. Technical Department

A. Commercial Department includes:

1-Finance
2-Marketing
3-Sales
4-HR
5-Exise
6-Sales Tax
7-Purchase
8-Stores
9-Despatch
10-Security

B. Technical Department includes:

1-Production (4Hi, 6Hi, GP/GC, Utility, Skin Pass, CGL, FIMI CTL,
Annealing, B.P.Sheet, Cable Tape and Tube Mill)
2-Mechanical
3-Electrical

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Hierarchy of the Department
Chairman cum Managing Director
|
Director

President (Commercial) President (Technical)


| |
General Manager General Manager
| |
D. G.M. D. G.M.
| |
A. G.M. A. G.M.
| |

Sr. Manager Sr. Manager

| |

Manager Manager

| |
Dy. Manager Dy. Manager
| |

Asst. Manager Asst. Manager

| |

Senior Officer Senior Engineer

| |
Officer Engineer
| |
Asst.Officer Asst. Engineer
| |
Staff Others
(Operators, Welders, Fitters, Worker)

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HR Management of Employees in Green Plywood
Management of employees skill, knowledge abilities, talent, aptitude, creativity, ability etc.
different terms are used for denoting Human Resource Management. They are:

employer relationship,

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Nature of Personnel Management in GREEN PLYWOOD:

-
These functions are performed primarily by the personnel management in consultation with other
departments.

neral management. It is concerned with promoting


and stimulating competent work force to make their fullest contribution to the concern.

Therefore, personnel department is a staff department of an organization.

and work methods. The problems and grievances of people at work can be solved more
effectively through rationale personnel policies.

the concern.

provide fullest co-operation.

resources, it manages both individual as well as blue- collar workers.

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Role of Personnel Manager in GREEN PLYWOOD:

Personnel manager is the head of personnel department. He performs both managerial and
operative functions of management. His role can be summarized as:

- The top management are the


people who decide and frame the primary policies of the concern. All kinds of policies related to
personnel or workforce can be framed out effectively by the personnel manager.

- Personnel manager acts like a staff advisor


and assists the line managers in dealing with various personnel matters.

- As a counsellor, personnel manager attends problems and grievances of


employees and guides them. He tries to solve them in best of his capacity.

- He is a linking pin between management and workers.

- Since he is in direct contact with the employees, he is required to act


as representative of organization in committees appointed by government. He represents
company in training programmer.

Today, its the firms workforce, its knowledge, commitment, skills and training that provides the
competitive advantage for world-class companies. That means an upgrading of HRs traditional
role is required. In the early 1900s, Personnel people first took over hiring and firing from
supervisors, ran the payroll department, and administered benefit plans.

The job consisted largely of ensuring that procedures were followed. As new technology in areas
like testing and interviewing began to emerge, the personnel department began to play an
expanded role in the employee selection, training and promotion.

HR policies ensure that everyone is treated fairly and consistently and that their contributions to
the success of the Company are appropriately recognized and rewarded.
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All employees shall be fully aware of what the Company expects of them and what they, in
return, should expect from the Company. HR Policies summarize the Company's responsibility to
individuals and their responsibility to the Company.

HR is responsible for people issues across the whole company. This includes things like:

- and
importantly ensuring they dont leave.

gal and Compliance to help set company rules - and


in some cases communicating those rules to staff.

measures in place when something goes wrong.

g to develop people strategies to meet the goals of different parts of the business for
example: succession planning for senior people or structuring teams to ensure they have the right
type of skills and experience.

It is the Companys policy to recruit on merit, regardless of trade union membership, sexual
orientation, race, disability, age or religion. Whesrever possible, existing employees will have an
opportunity to apply for vacancy/ promotion opportunities. Each subsidiary company is
responsible for developing recruitment and selection procedures/techniques which support this
policy, and for training recruiters.
All newly appointed employees should be integrated into their new roles through supervised
induction programme and therefore be given appropriate support and guidance until they are
fully competent to do the job.

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DIVISIONS OF PERSONAL DEPARTMENT OF GREEN
PLYWOOD:

Under general administrative direction, serves as operations manager for Human Resources;
oversee day-to-day HR operations; serve as analyst/advisor to the Human Resources; coordinate
special projects, planning, project development and problem solving; liaison between HR and
key internal and external constituencies; provide leadership and supervision of HR
operations/staff, and performs other duties as assigned.
Its not just about the specific gaps in the company that need to be filled with new recruits. Its
about putting a long-term strategy in place to make sure the right people are coming in to move
the company in the direction it needs to go. Its about managing how the company is perceived
as an employer (preferably as a very good one).

The best people dont just have to sell themselves; the company has to sell itself to them. Its
about helping the company to attract the best and most appropriate talent possible, people that
will fit with the company culture, from the brightest graduates to the most senior managers. And
its the responsibility of the recruitment team to do just that.

A fair and open employment system, based on merit and free from political interference is
practised in GREEN PLYWOOD. They recruit qualified individuals from all segments of
society. For challenging and rewarding work with unlimited career growth potential and to be a
part of a vital team working in a multi-million dollar program that affects the lives of every
citizen.

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xtension of tenure of officers.

The Department is also liable for:-

Educational Qualifications acquired.

f order of penalty (warning) or displeasure and record of final record of


inquiry into charges or allegation.

Agricultural, Economists etc.

he experts in any of the above fields in the case of direct offers.

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Role of Staff Personnel:

Harold Stieglitz has pinpointed 3 roles that staff personnel typically perform to assist line
personnel:

The Advisory or Counseling Role:

In this role, staff personnel use their professional expertise to solve organizational problems.
The staff personnel are, in effect, internal consultants whose relationship with line personnel is
similar to that of a professional and a client.

The Service Role:

Staff personnel in this role provide services that can more efficiently and effectively be provided
by a single centralized staff group than by many individuals scattered throughout the
organization. This role can probably best be understood if staff personnel are viewed as suppliers
and line personnel as customers.

The Control Role:

Staff personnel help establish a mechanism for evaluating the effectiveness of organizational
plans.

The role of staff in any organization should be specifically designed to best meet the needs of
that organization.

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Line and Staff Relationship in GREEN PLYWOOD

In a line organization, top management has complete control, and the chain of command is clear
and simple. Examples of line organizations are small businesses in which the top manager, often
the owner, is positioned at the top of the organizational structure and has clear "lines" of
distinction between him and his subordinates. In GREEN PLYWOOD Line relationship exists
with Head Office being the supreme deciding authority.

The line-and-staff organization combines the line organization with staff departments that
support and advise line departments as in case of departments such as Monetary, Marketing,
Human Resource . Most medium and large-sized firms exhibit line-and-staff organizational
structures. The distinguishing characteristic between simple line organizations and line-and-staff
organizations is the multiple layers of management within line-and-staff organizations. The
following sections refer primarily to line-and-staff structures, although the advantages and
disadvantages discussed apply to both types of organizational structures.

Several advantages and disadvantages are present within a line-and-staff organization. An


advantage of a line-and-staff organization is the availability of technical specialists. Staff experts
in specific areas are incorporated into the formal chain of command. A disadvantage of a line-
and-staff organization is conflict between line and staff personnel.

Line-and-staff positions

A wide variety of positions exist within a line-and-staff organization. Some positions are primary
to the company's mission, whereas others are secondaryin the form of support and indirect
contribution. Although positions within a line-and-staff organization can be differentiated in
several ways, the simplest approach classifies them as being either line or staff.

A line position is directly involved in the day-to-day operations of the organization, such as
producing or selling a product or service. Line positions are occupied by line personnel and line

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managers. Line personnel carry out the primary activities of a business and are considered
essential to the basic functioning of the organization.
Line managers make the majority of the decisions and direct line personnel to achieve company
goals. An example of a line manager is a marketing executive.

Conflict in line staff relationship:

From the view point of line personnel, conflict is created because staff personnel tend to:

From the view point of Staff Personnel, conflict is created because

sonnel do not make proper use of staff personnel,

Staff Personnel can often avert line-staff conflicts if they strive to emphasize the objectives of
the organization as a whole, encourage and educate line personnel in the appropriate use of staff
personnel, obtain any necessary skills they do not already possess, and deal intelligently with the
resistance to change rather than view it as an immovable barrier.

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Line personnel can do their part to minimize line staff conflict by sing staff personnel wherever
possible, making proper use of the staff abilities, and keeping staff personnel appropriately
informed.

Demerits
Demerits of line and staff organisation are as follows:
(1) ConfusionIt is very difficult to clearly establish the authority and responsibility
relationship between line and staff executives. This creates confusion among them.
(2) Ineffectiveness of the staffThe role of the staff is purely advisory. Since they do not have
the power to get their recommendations implemented, the staff services may prove to be
ineffective.

(3) Conflict between line and staffThere is generally a conflict between line and staff
executives, line authorities feel that staff executives do not always give right type of advice and
therefore reject even some very good schemes. Line authorities do not want to give an
impression to the management that they are in any way inferior to staff. Thus there is conflict
between line and staff.

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Good corporate governance practices

Each member of the Board of Directors of the Company should adhere to the following so as to
ensure compliance with good Corporate Governance practices.

Dos:-

a) Attend Board meetings regularly and participate in the deliberations and discussions
effectively.

b) Study the Board papers thoroughly and enquire about follow-up reports on definite time
schedule.

c) Involve actively in the matter of formulation of general policies.

d) Be familiar with the broad objectives of the Company and the policies laid down by the
Government and the various laws and legislations.

e) Ensure confidentiality of the Company's agenda papers, notes and Minutes.

"Donts

a) Do not interfere in the day to day functioning of the company. (This stipulation does not apply
to the Chairman and Managing Director and Executive / Whole Time Director)

b) Do not reveal any information relating to any constituent of the Company to anyone.

c) Do not display the logo / distinctive design of the Company on their personal visiting cards /
letter heads. (This does not prevent the Chairman and Managing Director and Executive /Whole

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Time Director from using DO Letterheads or visiting cards with GREEN PLYWOOD's logo
thereon).

d) Do not sponsor any proposal relating to loans, investments, buildings or sites for Company's
premises, enlistment or empanelment of contractors, architects, auditors, doctors, lawyers and
other professionals, etc.

e) Do not do anything, which will interfere with and / or be subversive of maintenance of


discipline, good conduct and integrity of the staff.

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Chapter-5
Methodology and Strategy
Recruitment strategy
Training and Development Program
Frequency of Training and Development
Employees Promotion Strategy

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RECRUITMENT STRATEGY

Recruitment, covering the entire process of sourcing, selecting, and onboarding employees to an
organization, is a function typically housed within Human Resources. The person responsible for
developing effective recruiting strategies will usually be a talent acquisition manager, director of
personnel, or a recruiting/sourcing manager. Recruiting program changes at a strategic level may
include the enhancement of candidate communications, the development of talent pipe-lining,
succession planning, the optimization of recruitment channels, re-evaluation of interviewing
processes, and the deployment of new recruitment technology.

Recruiting strategy is probably one of the most misunderstood and misused terms tossed about in
our industry today. Try asking your clients and colleagues to define the term, and we guarantee
that you will get very different responses. Recruiting strategy means entirely different things to
different stakeholders (line managers, hiring leaders, HR professionals, recruiting professionals).
Try Googling the term or searching through respected and trusted recruiting industry resources.
Good luck you wont find much of relevance or interest!

Whenever we get the chance, we put the recruiting strategy definition and conversation to test
with industry experts and leaders. We usually spend a good hour or two talking about the tired-
and-true recruiting hot buttons:

Recruiting processes and policies

Recruiting programs

Candidate attraction and sourcing techniques

Recruiting technology (ATSs and career websites)

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An organizations recruiting strategy is a blueprint consisting of levers or enablers (structural
and organizational delivery design, strategic programs, policies, and technology) that drive
desired recruiting outcomes (quality of hire, world-class hiring leader, and candidate experience,
etc.). Think of an organizational recruiting strategy as a framework or model a blueprint to
drive desired outcomes. A great place to start in creating your organizations strategy is to define
the desired outputs of recruiting. These outputs should be closely linked to your organizations
unique mission, values, and goals.

Your organizations desired recruiting outcomes will most likely touch on some common
themes:

Better fit hires who are more productive and stay on the job longer (quality of hire)

World-class hiring leader and candidate recruiting experience

Ability to meet peak demand of recruiting cycle or reduce costs and overhead during
slower periods

Key recruiting metrics and reports are readily available

After you have successfully outlined your organizations desired recruiting outcomes, start
outlining potential drivers of these outcomes. Some common drivers are:

Structural delivery options (in-source, outsource, hybrid)

Recruiting organizational design (centralized, decentralized, hybrid)

Recruiting talent level and competency

Hiring leader and other stakeholder recruiting capability

Recruiting processes and policies

Recruiting programs

Candidate attraction and sourcing techniques

Recruiting technology (ATSs and career websites)

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FEATURES OF RECRUITMENT:

It is a process rather than a single act or event.

Linking activity as it brings together the employer and the prospective employees.

Positive activity to seek out eligible persons from which suitable ones are selected.

To locate the sources of people required to meet job requirements.

Ability to match jobs to suitable candidates.

A two way process between recruiter and recruited.

A complex job that involves lots of factors like image of the company, nature of jobs
offered, organizational policies, working conditions etc.

PROCESS OF CANDIDATE SELECTION:

Develop selection criteria for the position

Now, you are ready to develop the criteria that will be used to screen resumes and select the best
person for the job. These should come from the job description for the position and must be
measurable within the selection process. Having clear and measurable selection criteria will help
to avoid bias so that interviewers are able to objectively evaluate a candidates suitability for the
job.

Consider the following:

What knowledge, skills, qualifications and experience are essential for a new employee to be
able to perform the duties of the position?
What attributes must the new employee have to ensure he/she fits the culture of your
organization?
Do any of your criteria exclude certain groups as prohibited under human rights legislation?
Are the criteria specific, measurable and job-related?

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Choosing your methods of recruitment

Recruiting for skilled positions is becoming increasingly competitive, meaning organizations


need to be increasingly creative in how they go about attracting the right.
Assess where you are most likely to find your ideal candidate

Will they come from other nonprofit organizations?


Are they within your volunteer base?
Be innovative and prepared to consider several different methods in order to attract the
best person for the job
How Will they be recent graduates from colleges or universities?
likely is it that your chosen methods will reach your target candidates?

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Recruit efficiently

What are the timeframes to fill the positions?


What size candidate pool will you need?
For a general, unspecialized position you have a higher probability of finding a suitable
candidate within a smaller pool so you will want to recruit in a ways that keeps the number of
applications reasonable
For a very senior or highly skilled position you will likely need to reach out to the widest
possible pool in order to get the best candidate

Factors affecting recruitment policy :


Organizational objectives
Personnel policies of the Organization and its competitors
Government policies on reservations
Preferred sources of recruitment
Organizations recruitment needs
Recruitment costs
Financial implications
Selection criteria and preferences etc.

Pre-requisites of a good recruitment policy:


It should :
Abide by the relevant public policy and legislation on hiring and employment
relationship
Provide employees with job security and continuous employment
Integrate organizational needs and employee needs
Provide each employee with freedom and opportunities to utilise and develop knowledge
and skills to the maximum possible extent
Treat all employees fairly and equitably in all employment relationships

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Provide suitable jobs and protection to handicapped, women and minority groups
Encourage responsible trade unions
Be flexible enough to meet the changing needs of the organisation.

OBJECTIVE:

Recruit qualified, knowledgeable, motivated, engaged and flexible employees.


Recruit employees who are likely to be able to fill various parallel and vertical positions
within the organization.
Retain employees longer, reduce employee turnover rates, and limit the need for
recruitment activities.
Reduce the cost per hire and total cost of recruitment activities in the organization.

To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time,

Also to thrive a strong Employer Branding to attract the best talents available in the
Industry

Requirements for Employees recruitment:

JOB ANALYSIS

As soon as a position becomes vacant, it is important that the Supervisor/Manager take the
opportunity to review the job and person specification. In order to make effective staff selection,
it is necessary to have a current, accurate description of the job and an understanding of how it
relates to other jobs in the organization. That is, the jobs principal functions and its
accountabilities: Why, how and what is done?

A vacancy provides the opportunity to reconsider the duties of the position and to update the Job
Specification in line with current organizational demands and practices. Such a review involves
an analysis of the job that may result in a revised job and person specification. Because of the

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importance of both of these documents in the selection process, particular attention should be
paid to the job analysis.

Where a job and person specification is being created, or has been reviewed and there has been a
change in reporting or organizational structure, new responsibilities or increased work value
added to the position, remuneration level advice must be sought from Human Resources to
ensure that the position is set at the correct level. If you are unsure of whether a revised job and
person specification requires this action to be taken, contact HR for advice.

The proper start to a recruitment effort is to perform a job analysis, to document the actual
or intended requirement of the job to be performed. These job descriptions need to be reviewed
or updated prior to a recruitment effort to reflect present day requirements. Starting a recruitment
with an accurate job analysis and job description insures the recruitment effort starts off on a
proper track for success

Job Analysis allows those involved in the recruitment and selection for a position to begin a
competency analysis to determine which criteria, or competencies, are necessary for success
in the position. The information that is collected during the job analysis stage helps in getting a
clear picture of the role both technically and behaviorally.

The technical information is collected through a process of interviewing key people associated
with the role.

The behavioral information is collected via a questionnaire in which a range of employees who
work closely with the role, such as a supervisor, co-worker/content expert, and/or first report,
rate the position on a number of criteria The information collected from the job analysis then
helps in the development of the position description, interview guide, and final selection stage
activities.

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Realistic job previews

A realistic job preview involves providing candidates with an accurate and complete
representation of the tasks and responsibilities of the job. It presents the pros and cons of the job
to potential candidates.

Realistic job previews may contain information such as:

A description of a typical day on the job

Aspects of the job that have been rewarding for others

Aspects of the job that have been difficult for others

Opportunities for advancement and professional development

Remuneration and benefits

Unique requirements: travel, physical demands, shift work, overtime.

Providing a realistic preview is likely to have a range of benefits including:

Improved job satisfaction

Increased job performance

Reduced voluntary turnover, particularly for complex jobs

Enhanced communication through honesty and openness

Reduced risk of burnout due to unrealistic expectations.

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JOB SPECIFICATION

Job specification summarizes the human characteristics needed for satisfactory job
completion. It tries to describe the key qualifications someone needs to perform the job
successfully. It spells out the important attributes of a person in terms of education,
experience, skills, knowledge and abilities (SKAs) to perform a particular job. The job
specification is a logical outgrowth of a job description. For each job description, it is
desirable to have a job specification. This helps the organization to find what kind of
persons is needed to take up specific jobs. The personal attributes that are described
through a job specification may be classified into three categories:

Essential attributes: skills, knowledge and abilities (SKAs) a person must


possess.
Desirable attributes: qualifications a person ought to posses.
Contra-indicators: attributes that will become a handicap to successful job
performance.

A job specification can be developed by talking with the current jobholders about the
attributes required to do the job satisfactorily. Opinions of supervisors could also be
used as additional inputs. Checking the job needs of other organizations with similar
jobs will also help in developing job specifications.

Job specification is useful in the selection process because it offers a clear set of
qualifications for an individual to be hired for a specific job. Likewise, a well-written
job specification offers a clear picture to new recruits of what they will be doing in the
organization.

A job specification describes the knowledge, skills, education, experience, and abilities
you believe are essential to performing a particular job. The job specification is

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developed from the job analysis. Ideally, also developed from a detailed job
description, the job specification describes the person you want to hire for a particular
job.

A job specification cuts to the quick with your requirements whereas the job description
defines the duties and requirements of an employees job in detail. The job
specification provides detailed characteristics, knowledge, education, skills, and
experience needed to perform the job, with an overview of the specific job
requirements.

Components of a Job Specification

Experience: Number of years of experience in the job you are seeking to fill. Number
of years of work experience required for the selected candidate. Note whether the
position requires progressively more complex and responsible experience, and
supervisory or managerial experience.

Education: State what degrees, training, or certifications are required for the position.

Required Skills, Knowledge and Characteristics: State the skills, knowledge, and
personal characteristics of individuals who have successfully performed this job. Or,
use the job analysis data to determine the attributes you need from your ideal
candidate. Your recruiting planning meeting or email participants can also help
determine these requirements for the job specification.

High Level Overview of Job Requirements: In less than ten bullet points, cite the key
components and requirements of the job you are filling.

A job specification is useful for recruiting as it helps you write your job postings and
your website recruiting material. The job specification is also useful for distribution in
social media, for screening resumes, and for interviewers.

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JOB DESCRIPTION:

A job description is a list of the general tasks, or functions, and responsibilities of a


position. Typically, it also includes to whom the position reports, specifications such as
the qualifications needed by the person in the job, salary range for the position, etc. A
job description is usually developed by conducting a job analysis, which includes
examining the tasks and sequences of tasks necessary to perform the job. The analysis
looks at the areas of knowledge and skills needed by the job. Note that a role is the set
of responsibilities or expected results associated with a job. A job usually includes
several roles. The job description might be broadened to form a person specification.
An alternate terminology used under the UN system is Terms of reference.

A job description is a key document in the recruitment process, and must be finalized prior to
taking any other steps. It must include:

the job title (which must be gender neutral)


the location of the job
grade or salary scale of the post
the line manager to whom the post holder is responsible
any posts reporting to the post holder
main purpose of the job
main duties and responsibilities
any special working conditions (e.g. evening or weekend work)

Items that should be included in job descriptions are:

A note that indicates that, as duties and responsibilities change, the job description will
be reviewed and amended in consultation with the post holder
An indication that the post holder will carry out any other duties as are within the broad
scope and purpose of the job as requested by the line manager or MC.

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Purpose

The objective of a job description is to have a clear outline of duties and responsibilities
to make the screening process as direct and focused as possible.

Job descriptions may have the following elements:

improvement cooperation by giving all members of the organization insight in


existing responsibilities/roles
enabling career moves within the organization
determination of amount of pay per function
increase of results by specification of responsibilities and key performance
indicators
development of job owner by specification of competences
may include the phrase "perform other duties as assigned"

Possible job description items

Job title

A specific designation of a post within an organization, normally associated with a job


description that details the tasks and responsibilities that go with it. With the rise of
online job search engines, job titles became increasingly important. In many cases, this
causes job title inflation.

Job duties

May also be called Tasks Performed; may be as lengthy as necessary to fully describe
each essential duty or responsibility which comprises the employee's functions,
generally starting with principal duties.

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Roles and responsibilities

This includes supervisory level, managerial requirements, and any working


relationships and may also include your corporate/individual objectives.

Job specifications or qualifications

This section could include academic requirements such as 5 GCSE's at grade C and
above.

Salary and benefits

Describes the compensation type, hourly or salary, and amount. In addition it includes
both standard benefits and any fringe benefits associated with the position.

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TYPES OF RECRUITMENT:

There are two types of recruitment methods:


Internal Method
External Method

1. Internal Recruiting - An internal source of recruitment involves recruiting candidates


internally. Employees currently working in their own company are departed to other department
or higher position. If the employees performance are excellent and up to the mark, they are
given chance to occupy higher level from the current post. If extra skills required, organization

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are ready to provide training. This is one of the easiest ways of selecting candidates as the
performance of their work already known by management.

Advantage of Internal Recruitment


1) Easiest
2) Less time consuming
3) No deep interview required
4) Employees stay for a long period in the company when they are promoted to higher position.
5) Competition among employees to occupy high level when co-employee gets promoted.

Disadvantage of Internal Recruitment


1) Discrimination may exist in respective to caste, language, religion for promotion.
2) Dissatisfied co-employee may quit the position because of jealous or partiality
3) No opportunities for external employees.
4) Lack of innovative

Methods of Internal Recruitment:


1) Selecting top talents within an organization (Referring the candidate)
2) Promotions
3) Internal Advertisement
4) Temporary employees to contractual period
5) Contract employees to temporary
6) Temporary employees to permanent
7) Retired employees for freelancer position

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1. Selecting top talents within an organization (Referring the candidate): The
present employees of a concern are informed about likely vacant positions. The employees
recommend their relations or persons intimately known to them. Management is relieved of
looking out prospective candidates.
The persons recommended by the employees may be generally suitable for the jobs because they
know the requirements of various positions. The existing employees take full responsibility of
those recommended by them and also ensure of their proper behavior and performance.

2. Promotion: Promotions refer to shifting of persons to positions carrying better prestige,


higher responsibilities and more pay. The higher positions falling vacant may be filled up from
within the organisation. A promotion does not increase the number of persons in the
organisation. A person going to get a higher position will vacate his present position. Promotion
will motivate employees to improve their performance so that they can also get promotion.

3. Internal Advertisement: Internal Advertising is an open invitation to all employees in


an organization to apply for the vacant position. It provides an equal opportunity to all
employees currently working in the organization. Today it has become a very common practice
in many organizations across the world. Under this, vacancy announcement is made through
bulletin boards or in lists available to all employees. Interested employees, then apply for the
post being advertised. In this way, it has become one of the cost saving techniques
of recruitment.

4) Temporary employees to contractual period: Temporary employees may be hired


to fill in during staff outages, in times of peak workload, or when a position needs to be filled
immediately (that is, in the interim while an open position is being filled. Independent
contractors and consultants are typically used when a particular technical area of expertise is
required or a specific project deliverable is required.

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Temporary employees fill short-term employment needs and are typically under the full
direction and control of Company management. They usually work on site, use company
equipment, and follow company procedures for completing work.

6. Temporary employees to permanent: Many companies have internal job posting that any
temporary or permanent employee can apply on. See if your skills match with any of the open positions,
get your resume ready and apply. Being a temporary worker does not mean you are of lesser value.
Temps work just as much as permanent employees and have just as much experience.

7. Retired employees for freelancer position: Make the retired employees to


freelancer. It will be beneficial for the organization that he/she has full of knowledge and
experience. He will be work efficiently. For this process a company get the experienced person
at reasonable cost.

2. External Recruiting -An external source involves recruiting candidates externally for better
performance. External employees always feel young and innovative for new companies, more
active enough to find business problems and fix it. Though recruiting external candidates might
be tougher but it has more positive effect on business compared to internal source.

Advantage of External Recruitment


1) Create new opportunities for job seekers and experience employees.
2) Branding increases externally.
3) More applicants from external employees resulting pool of rich source of candidates of unique
employees.

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4) Increases business strategy as external candidates of unique skills can take business to extra
mile.
5) Ability to recruit the candidates with special skills employer need.
6) New innovative ideas and improvement.
7) High productivity

Disadvantage of External Recruitment


1) More time consuming
2) High cost
3) Sourcing quality profiles becomes difficult
4) External candidates ask for more salary and benefits
5) Candidates may quit the job within short period if they are uncomfortable.

Sources of External Recruitment:


1) Job portals.
2) Social media recruitment.
3) Newspaper Ads and Magazines
4) Website.
5) Campus recruitment.
6) Direct Walk In.
7) Recruitment agencies.

1) Job portals: The e-recruiting means searching and screening the prospective candidates
electronically. There are several online job portals that enable the job seekers to upload their
resume online which are then forwarded to the potential hirers. Such as naukri.com,
monster.com, shine.com, etc. are some of the well renowned online job portals.

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2) Social media recruitment: The practice of telecasting of vacant posts over T.V.
(Doordarshan and other channels) is gaining importance these days. Special programmes like
Job Watch, Youth Pulse, Employment News, etc. over the T.V. have become popular in
recruitment for various types of Jobs.
The detailed requirements of the Job and the qualities required to do it are publicised along-with
the profile of the organisation where vacancy exits. The use of T.V. as a source of recruitment is
less prevalent as compared to other sources.

3) Newspaper Ads and Magazines: It is a method of recruitment frequently used for


skilled workers, clerical and higher staff. Advertisement can be given in newspapers and
professional journals. These advertisements attract applicants in large number of highly variable
quality.

Preparing good advertisement is a specialised task. If a company wants to conceal its name, a
blind advertisement may be given asking the applicants to apply to Post Bag or Box Number or
to some advertising agency.

4) Casual Callers: The casual callers, also called as unsolicited applications are the job
seekers who come to the well-renowned organizations casually and either mail or drop in their
job applications seeking the job opportunity.

This could be considered as an important source of external recruitment as the personnel


department maintains the folder of unsolicited applications and call those who fulfill the job
requirements, whenever the vacancy arises.

5) Campus recruitment: Direct recruitment from educational institutions for certain jobs
(i.e. placement) which require technical or professional qualification has become a common
practice. A close liaison between the company and educational institutions helps in getting

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suitable candidates. The students are spotted during the course of their studies. Junior level
executives or managerial trainees may be recruited in this way.

6) Direct Walk In: This is again a direct form of recruitment wherein the prospective
candidates are invited through an advertisement to come and apply for the job vacancy. Here, the
specified date, venue, and time are mentioned, and the candidates are requested to come and give
interviews directly without submitting their applications in advance.

7) Recruitment agencies: Employment agencies run by private, public or government


sectors are regarded as an important source of recruitment for unskilled, semi-skilled and skilled
jobs. The agencies are likely to have a list of qualified candidates in their records, and they
render their service as per the requirement from other organizations for employment.

Role of various players in recruitment.

Recruitment involves a combined effort of various people within the organisation. Their
responsibilities and contributions are being listed out below.

1. CEO

Approve Manpower Requirements.


Approve changes in to recruitment policy.
Approve budgets for recruitment.
Decide on thrust areas in HR management and recruitment at a corporate level.
Interview candidates for selection for Managers and above level positions.
Approve exceptional cases of compensation.
Encourage policies that help restrict recruitment to entry level or specialised positions.

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2. HR Head (ED-HR through GM-HR)

Coordinate preparation of annual manpower by various functions and consolidate for


discussion and approval from CEO.
Prepare and present recruitment related trends, projections and issues - requirements,
turnover, company ageing, efficiency of recruitment methods etc
Prepare annual budgets for recruitment and get them approved.
Maintain up-to-date manpower status showing sanctions, vacancies by function, level etc.
Suggest changes to recruitment policies, programs in the light of feedback and problems.
Highlight HR implications of various business decisions and plans and suggest courses of
action.
Highlight gaps and anomalies in job specs across levels and functions
Monitor and assess continuously the recruitment pull of the company and suggest courses
of action.
Interview candidates for selection.
Monitor costs of recruitment and keep them within budgets.
Push gradually for a decentralized approach to recruitment while keeping basic controls.
Negotiate compensation with the selected candidates.
Present the company positively by briefing all interview candidates about the company,
its culture and its plans.
Ensure that candidate is clear about job terms and company offerings and is not given any
untenable promises.
Maintain up-to-date directory of external agencies - consultants, ad agencies, printers,
media agents etc.
Ensure a reliable system to communicate with candidates on the status of their
candidature.
Monitor recruitment expenditure under heads such as media, agencies, and travel, stay
etc.
Maintain up-to-date and flexible database of industry norms on salary, benefits, job
specifications etc.

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3. Business Heads / Functional Heads

Maintain a comprehensive and flexible candidate database sorted in many ways.


Assist HR head prepare consolidated annual manpower plan and budgets for recruitment.
Discuss with HR issues such major people intake, abnormal turnover etc
Discuss with HR job specifications, profile up gradations.
Monitor performance of recent recruits.
Monitor recruitment speed and help decrease cycle time.
Interview candidates.
Assess in interviews candidates functional competence and compatibility.
Help HR in implementing policies and decisions on recruitment.
Help HR in coordinating internal placements.
Conduct preliminary or final salary negotiation within agreed range.
Ensure that candidate is clear about job terms and company offerings and is not given any
untenable promises.

4. HR. coordinators.

Do first level shortlist and coordinate with functions head for a final list.
Coordinate interview dates among candidates, panel members, place etc.
Ensure professional conduct of interviews - accurate and clear information (to candidates,
panel members, admin staff) promptness, no waiting, assessment records, follow-up
communication.
Conduct a reference check on candidates prior to employment.
Ensure candidates have a clear understanding of offer terms.
Have clear agreement of terms with external agencies on services.
Release payment to external agencies as per agreed terms.

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TRAINING AND DEVELOPMENT PROGRAMS IN
GREEN PLYWOOD

Training in Indian Company is a continuous and unique process which unlocks the employees
latent potential by imparting knowledge, sharpening professional skills and reorienting proactive
attitudes to integrate individual development with organisational growth and excellence.

The quality of employees and their development through training and education are major factors
in determining long-term profitability of a small business. If you hire and keep good employees,
it is good policy to invest in the development of their skills, so they can increase their
productivity.

Training often is considered for new employees only. This is a mistake because ongoing training
for current employees helps them adjust to rapidly changing job requirements.

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Purpose of employees training and development process:

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who may
leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of a
sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and developing
its workers, including:

Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share of
the material gains that result from their increased productivity. These factors give them a sense
of satisfaction through the achievement of personal and company goals.

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The Training Process:

The model below traces the steps necessary in the training process:

Organizational objectives
Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
Administer Training
Evaluate the Training

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas: the organization
as a whole, the job characteristics and the needs of the individuals. This analysis will provide
answers to the following questions:

Where is training needed?


What specifically must an employee learn in order to be more productive?
Who needs to be trained?

Individual employees can be evaluated by comparing their current skill levels or


performance to the organization's performance standards or anticipated needs. Any
discrepancies between actual and anticipated skill levels identifies a training need.

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Selection of Trainees

Once you have decided what training is necessary and where it is needed, the next decision is
who should be trained? For a small business, this question is crucial. Training an employee is
expensive, especially when he or she leaves your firm for a better job. Therefore, it is important
to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the
material and to use it effectively, and to make the most efficient use of resources possible. It is
also important that employees be motivated by the training experience. Employee failure in the
program is not only damaging to the employee but a waste of money as well. Selecting the right
trainees is important to the success of the program.

Training Goals

The goals of the training program should relate directly to the needs determined by the
assessment process outlined above. Course objectives should clearly state what behavior or skill
will be changed as a result of the training and should relate to the mission and strategic plan of
the company. Goals should include milestones to help take the employee from where he or she is
today to where the firm wants him or her in the future. Setting goals helps to evaluate the
training program and also to motivate employees. Allowing employees to participate in setting
goals increases the probability of success.

Training Methods

There are two broad types of training available to small businesses: on-the-job and off-the-job
techniques. Individual circumstances and the "who," "what" and "why" of your training program
determine which method to use.

On-the-job training is delivered to employees while they perform their regular jobs. In this
way, they do not lose time while they are learning. After a plan is developed for what should be
taught, employees should be informed of the details. A timetable should be established with
periodic evaluations to inform employees about their progress. On-the-job techniques include

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orientations, job instruction training, apprenticeships, internships and assistantships, job rotation
and coaching.

Off-the-job techniques include lectures, special study, films, television conferences or


discussions, case studies, role playing, simulation, programmed instruction and laboratory
training. Most of these techniques can be used by small businesses although, some may be too
costly.

Orientations are for new employees. The first several days on the job are crucial in the success
of new employees. This point is illustrated by the fact that 60 percent of all employees who quit
do so in the first ten days. Orientation training should emphasize the following topics:

The company's history and mission.


The key members in the organization.
The key members in the department, and how the department helps fulfill the mission of
the company.
Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many small
businesses convey these topics in one-on-one orientations. No matter what method is used, it is
important that the newcomer understand his or her new place of employment.

Lectures present training material verbally and are used when the goal is to present a great deal
of material to many people. It is more cost effective to lecture to a group than to train people
individually. Lecturing is one-way communication and as such may not be the most effective
way to train. Also, it is hard to ensure that the entire audience understands a topic on the same
level; by targeting the average attendee you may undertrain some and lose others. Despite these
drawbacks, lecturing is the most cost-effective way of reaching large audiences.
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Role playing and simulation are training techniques that attempt to bring realistic decision
making situations to the trainee. Likely problems and alternative solutions are presented for
discussion. The adage there is no better trainer than experience is exemplified with this type of
training. Experienced employees can describe real world experiences, and can help in and learn
from developing the solutions to these simulations. This method is cost effective and is used in
marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective means of
providing real world conditions and situations in a short time. One advantage is that the
presentation is the same no matter how many times it's played. This is not true with lectures,
which can change as the speaker is changed or can be influenced by outside constraints. The
major flaw with the audiovisual method is that it does not allow for questions and interactions
with the speaker, nor does it allow for changes in the presentation for different audiences.

Job rotation involves moving an employee through a series of jobs so he or she can get a good
feel for the tasks that are associated with different jobs. It is usually used in training for
supervisory positions. The employee learns a little about everything. This is a good strategy for
small businesses because of the many jobs an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They usually involve
several related groups of skills that allow the apprentice to practice a particular trade, and they
take place over a long period of time in which the apprentice works for, and with, the senior
skilled worker. Apprenticeships are especially appropriate for jobs requiring production skills.

Internships and assistantships are usually a combination of classroom and on-the-job training.
They are often used to train prospective managers or marketing personnel.
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Programmed learning, computer-aided instruction and interactive video all have one thing in
common: they allow the trainee to learn at his or her own pace. Also, they allow material already
learned to be bypassed in favor of material with which a trainee is having difficulty. After the
introductory period, the instructor need not be present, and the trainee can learn as his or her time
allows. These methods sound good, but may be beyond the resources of some small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a


neutral site and is used by upper- and middle management trainees to develop a spirit of
teamwork and an increased ability to deal with management and peers. It can be costly and
usually is offered by larger small businesses.

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Trainers

Who actually conducts the training depends on the type of training needed and who will be
receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by
either in-house personnel or outside instructors.

There are several ways to select training personnel for off-the-job training programs. Many small
businesses use in-house personnel to develop formal training programs to be delivered to
employees off line from their normal work activities, during company meetings or individually at
prearranged training sessions.

There are many outside training sources, including consultants, technical and vocational schools,
continuing education programs, chambers of commerce and economic development groups.
Selecting an outside source for training has advantages and disadvantages. The biggest
advantage is that these organizations are well versed in training techniques, which is often not
the case with in-house personnel.

Training Administration

Having planned the training program properly, you must now administer the training to the
selected employees. It is important to follow through to make sure the goals are being met.
Questions to consider before training begins include:

Location.
Facilities.
Accessibility.
Comfort.
Equipment.
Timing.

Careful attention to these operational details will contribute to the success of the training
program.

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An effective training program administrator should follow these steps:

Define the organizational objectives.


Determine the needs of the training program.
Define training goals.
Develop training methods.
Decide whom to train.
Decide who should do the training.
Administer the training.
Evaluate the training program.

Following these steps will help an administrator develop an effective training program to ensure
that the firm keeps qualified employees who are productive, happy workers. This will contribute
positively to the bottom line.

Evaluation of Training

Training should be evaluated several times during the process. Determine these milestones when
you develop the training. Employees should be evaluated by comparing their newly acquired
skills with the skills defined by the goals of the training program. Any discrepancies should be
noted and adjustments made to the training program to enable it to meet specified goals. Many
training programs fall short of their expectations simply because the administrator failed to
evaluate its progress until it was too late. Timely evaluation will prevent the training from
straying from its goals.

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T & D methodology used:

Trainings are imparted on the aspects jointly by a team of Company officials and the
representatives of Technology. The comprehensive training programme lays emphasis on Train
the Trainersconcept. It shall be the responsibility of the Core Group of Central Office to provide
training to the trainers of the Zonal Training College. These trainers further train the Zonal
Coordinators, Lead District Managers, Branch Managers and other Staff members.

Training needs identification in GREEN PLYWOOD:

-ordination and co-operation on procedural, legal, technical, administrative or


professional problems and practices of companys and the companying industry.

ompanying
industry.

of the companying system.

views and opinions on the systems, procedures and practices, and organization and methods of
companys and on the structure, working and operations of the companying system.

-ordinate and organize detailed surveys on companying, business,


resources, personnel and management development programmes of companys and the
companying industry.

expertise and experiences of members for simplifying forms and procedures, for reducing cost of
operations, for increasing efficiency and productivity and for such other common purposes as
may be necessary or relevant to companys and the companying industry.

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nformation or information
and views on any other aspects of interest to companys or the companying industry.

books, pamphlets or other


literature on matters of interest to members and to the companying industry.

relations.

in companying industry and to devise ways and


means for involving companying personnel in the endeavours of companys for growth and
development of companying and the economy of the country.

or games, any form of sports,


recreation, sports competitions, events, cultural activities, social activities, fine arts, social
meetings, entertainments and to organize meetings for the above purposes and to provide for
purposes by purchasing, acquiring, taking on lease, own, hire or otherwise playing fields,
grounds, buildings, pavilions and other facilities.

collection from its members, or from any other source, and for the purpose of such collection, to
accept grants, donations, etc. in cash or kind from Government, its members, other organizations,
members of the public, etc. and to collect subscriptions, membership and other fees and to levy
fees or charges for the use of the facilities and to raise funds in any manner to strengthen the
financial position of the Association, from time to time, for the purpose of providing education,
training and facilities for imparting basic, advance knowledge and techniques in games, sports,
cultural activities, social activities, fine arts, etc. and to give donations, technical and other
assistance, sports equipment, sports facilities and expert guidance to organizers for this purpose
whether its members or not and to conduct, organize, participate or to associate itself in State-

138
Level, Nation, International Tournaments and competitions pertaining to sports, cultural
activities, social activities, fine arts, etc., held in or outside India.

contained in Clauses n, nn, nnn, and generally, and to register it as a Society and/or Public Trust,
or a Company under the provisions or relevant Acts, as the case may be.

conduct talks, discussions, and negotiations with them and to arrive at Settlements.

lementation of
Awards, Settlements, etc.

needs, difficulties and problems of growth, development and working.

ber or members in respect of


matters connected with any of their operations working or administration.

-ordination and liaison with Reserve Company of India, All Financial


Institutions, Chambers of Commerce, Organisations of Companying Industry, Management or
Educational Institutes, Universities and such other Organisations for realizing the subject and
purposes of the Association.

the objects and purposes of the Association directly or indirectly.

importance and activities of the companying industry, for creative growth and development.

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of the above objects.

PROMOTION STRATEGY

When there are vacancies in an organization, they can be filled up by the internal or external
candidates. Though the organization prefers to fill up the

vacancies by the external candidates through the selection procedure, the internal candidates may
also apply for post and may be tested and selected for higher level job in the organizational
hierarchy at par with external candidates. Is such upward movement of an employee a
promotion? Or it is purely selection? It is purely a selection. If the organization prefers to fill a
vacancy only by the internal candidates, it assigns that higher level job to the selected employee
from within through promotion tests. Such upward movement can be said as promotion.

Definition:-
Promotion is advancement of an employee to a better job- better in terms of grater
responsibility, more prestige or status, greater skills and especially increased rate of pay or
salary.
The upward reassignment of an individual in an organizational hierarchy, accompanied by
increased responsibilities, enhanced status and usually with increased income though not always
so.

Promotion is the reassignment of a higher level job to an internal employee with delegation of
responsibilities and authority required to perform that higher job and normally with higher pay.
Thus, the main conditions of promotion are:-

1) Reassignment of higher level job to an employee than what he is presently performing.

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2) The employee will naturally be delegated with greater responsibility and authority than
what he has had earlier.

3) Promotion normally accompanies higher pay.

Promotion may be temporary or permanent depending upon the organizational needs and
employee performance.

Purpose of promotion:-

Organizations promote the employee with a view to achieve the following purposes:-

1) To utilize the employees skills, knowledge at the appropriate level in the organizational
hierarchy resulting in organizational effectiveness and employee satisfaction.

2) To develop competent spirit and inculcate the zeal in the employees to acquired the skills,
knowledge etc. required by higher level jobs.

3) To develop competent internal source of employees ready to take up jobs at higher level in
the changing environment.

4) To promote employees self development and make them await their turn of promotions. It
reduces labour turnover.

5) To promote a feeling of content with the existing conditions of the company and a sense of
belongingness.

6) To promote interest in training, development programmers and in team development areas.

7) To build loyalty and to boost morale.

8) To reward committed and loyal employees.

9) To get rid of the problems created by the leader of workers unions by promoting them to
the officer levels where they are less effective in creating problems.

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Merit as a basis of promotion:-

Merit is taken to denote an individual employees skills, knowledge, ability, efficiency and
aptitude as measured from educational, training and past employment record. The merits of merit
system of promotion are:

1) The resources of higher order of an employee can be better utilized at a higher level. It
result in maximum utilization of human resources in an organization

2) Competent employees are motivated to exert all their resources and contribute them to the
organizational efficiency and effectiveness

3) It works as golden hand-cuffs regarding employee turnover,

4) Further it continuously encourages the employees to acquire new skill, knowledge etc. for
all-round development.

Despite these advantages the merit systems suffer from some demerit. They are:
1) Measurement or judging of merit is highly difficult.

2) Many people, particularly trade union leaders, distrust the managements integrity in
judging merit.

3) The techniques of merit measurement are subjective.

4) Merit denotes mostly the past achievement, efficiency but not the future success. Hence,
the purpose of promotion may not be served if merit is taken as sole criteria for promotion.

Senior as a basis of promotion

Seniority refers to relative length of service in the same job and in the same organization. The
logic behind considering the seniority as a basis of promotion is that there is a positive
correlation between the length of service in the same job and the amount of knowledge and the

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level of skill acquired by an employee in an organization. This system is also based on the
custom that the first in should be given first chance in all benefit and privileges.

Advantages of seniority as a basis of promotion are:

1) It is relatively easy to measure the length of service and judge the seniority.

2) There would be full support of the trade unions to this system.

3) Every party trust the managements action as there is no scope for favoritism and
discrimination and judgment.

4) It gives a sense of certainty of getting promotion to every employee and of their turn of
promotion.

5) Senior employees will have a sense of satisfaction to this system as the older employees
are respected and their inefficiency cannot be pointed out.

6) It minimizes the scope for grievances and conflicts regarding promotion.

7) This system seems to reserve the purpose in the sense that employees may learn more with
increase in the length of service.

In spite of these merits, this system also suffers from certain limitations. They are:

1) The assumption that the employees learn more relatively with length of service is not valid
as this assumption has reverse effect. In other words employees learn up to a certain age and
beyond that stage the learning ability of the cognitive process diminishes.

2) It denominates the young and more competent employees and results in employee turnover
particularly among the dynamic force.

3) It kills the zeal and interest to develop as everybody will be promoted with or without
improvement.

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4) Organizational effectiveness may be diminishes through the deceleration of the human
resource effectiveness as the human resource consists of mostly undynamic and old blood.

5) Judging the seniority though it seems to be in the theoretical sense. it is highly difficult in
practice as the problems like job seniority, company seniority, zonal/regional seniority, service in
different organizations, experience as apprentice trainee, trainee, researcher, length of service not
only by days but hours and minutes will crop up.

Thus the two main basic of promotion enjoy certain advantages and at the same time suffer from
certain limitations. Hence, a combination of both of them may be regarded as an effective basis
of promotion.

Seniority-cum-merit

Management mostly prefers merit as the basis of promotion as they are interested in enriching its
human resources. But trade union favour seniority as the sole basis for promotion with a view to
satisfy the interests of majority of their members.

Hence a combination of both seniority and merit can be considered as the basis for promotion
satisfying the management for organizational effectiveness and employees and trade union for
respecting the length of service. A balance between seniority and merit should be struck and a
new basis is to be developed. There are several ways in striking the balance between these
two basis.viz:-
1) Minimum length of service and merit:-
Under this method all those employees who complete the minimum service, say five years, are
made eligible for promotion and then merit is taken as the sole criteria for selecting the employee
for promotion from the eligible candidates. Most of the commercial bank in India has been
following this method for promoting the employees from clerks position to officers position.

2) Measurements of seniority and merit through a common factor.


3) Minimum merit and seniority:-
In contrast to the earlier methods, minimum score of merit which is necessary for the acceptable
performance on the future job is determined and all the candidates who secure minimum score
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are declared as eligible candidates. Candidates are selected for promotion based on their seniority
only from the eligible candidates.

Benefit of promotion:-

Recognizes & Improves employee performance, ambition, and hard work: One of the
most important benefits of employee promotion is that it helps you to recognize and
acknowledge the performance and hard work of your employees and thus makes them feel
valued. When an employees efforts are valued, he/she tends to work harder and tries to
improve his/her performance further which in turn works for the business. A promotion
also improves the ambition of employees and boosts their passion for reaching their goals
as well as the objectives of your organization.

Boosts motivation & increases loyalty of employees: An employee who gets promoted
tends to feel more inspired and motivated to continue doing the good work, and this is
yet another reasonwhy promotions are so important. This increase in motivation leads to
better productivity and performance that in turn works in the favor of your organization.
Moreover, a promotion also improves and increases loyalty among the employees since
they tend to feel a sense of belonging in the workplace and start thinking in its favor.

Encourages retention: When the right talent is identified by the management and timely
promotion is practiced, the deserving and skilled employees may not be forced to leave the
workplace. This improves the retention of the skilled and talented employees and thus
benefits the workplace even further. By retaining top level workers and employees, your
organization prevents the need for hiring new talent and then grooming them all over again,
thus saving time and money.

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Develops competitive spirit at the workplace: When the better team person gets
promoted, the other team members may be charged and motivated to perform better than
them, and this helps to develop a healthy competitive spirit at the workplace. This kind of a
spirit is good for an organization since it promises good performances all around and hence
an overall improved productivity.

Grooms leaders for the future: When the management decides to promote employees for
their hard work, they are basically recognizing talent and finding future leaders. This
identification of future leaders enables them to groom employees for the future and makes
them explore their skills and talent further. Grooming leaders for the future is beneficial for
the organization and helps to improve the overall productivity.

Reduces employee resistance and discontent: If employees go on working hard without


any appreciation, praise or appraisal, a sense of discontent and resistance may crop up, and
this may not be good for the organization. This can even make their performance go down,
hence proving negative for the company. But internal promotion can help to reduce
employee resistance and discontent.

Problems with promotion:-

Though promotions benefit the employee and the organization, it creates certain problems. They
are disappointment of the candidates, refusal of promotions etc.

Promotion disappointment some employees:-


Some employees who are not promoted will be disappointed when their colleagues with similar
qualifications and experience are promoted either due to favoritisms or due to lack of systematic

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promotion policy. Employee may develop negative attitude and reduce their contributions to the
organization and prevent organizational and individual advancement.

Some employee refuse promotion:-


There is a general tendency that employee accept promotion. But their are several incidents
where employees refuse promotions. These include promotion together with transfer to an
upward place, promotion that level where the employee feels that he will be quite incompetent to
carry out the job, delegation of unwanted responsibilities, and when trade union leader feel that
promotion causes damage to their position in trade union.

The other problems associated with the promotion are: some superiors will not relieve their
subordinates who are promoted because of their indispensability in the present job and inequality
in promotional in different departments, regions and categories of jobs.

Promotion problems can be minimized though a career counseling by the superiors and by
formulating a systematic promotion policy.

Promotion policy

Every organizational has to specify clearly its policy regarding promotion based on its corporate
policy. The characteristics of a systematic promotion policy are:

1) It should be considered the sense that policy should be applied uniformly to all employees
irrespective of the background of the persons,

2) It should be fair and impartial. In other words it should not give room for nepotism,
favoritism etc.,

3) Systematic line of promotion channel should be incorporated

4) It should provide equal opportunities fro promotion in all categories of jobs, departments,
and regions of an organization

5) It should insure open policy in the sense that every eligible employee should be considered
for promotion rather than a closed system which consider only a class of employees

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6) It should contain clear cut norms and criteria for judging merit, length or service,
potentiality etc.

7) Appropriate authority should be entrusted with the task of making final decision

8) Favoritism should not be taken as a basis for promotion

9) It should contain promotional counseling, encouragement, guidance and follow-up


regarding promotional opportunity, job requirement and acquiring the required skills, knowledge
etc. it should also contain reinforcing the future chances in the mind of rejected candidates and a
provision for challenging the managements decision and action by employee or union within the
limits of promotion policy.

Types of Promotion

As already noted, a promotion involves an increase in status, responsibilities and pay. But, in
certain cases, only the pay increases, and the other elements remain stagnant. In other cases, the
status only increases without a corresponding increase in pay or responsibilities. Depending on
which elements increase and which remain stagnant, promotions may be classified into the
following types:

1) Horizontal Promotion:-
This type of promotion involves an increase in responsibilities and pay, and a change in
designation. But the employee concerned does not transgress the job classification. For example,
a lower division clerk is promoted as an upper division clerk. This type of promotion is referred
to as upgrading the position of an employee.

2) Vertical Promotion:-
This type of promotion results in greater responsibility, prestige and pay, together with a change
in the nature of the job. A promotion is vertical when a canteen employee is promoted to an
unskilled job. The concerned employee naturally transgresses the job classification.

3) Dry Promotions:-

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Dry promotions are sometimes given in lieu of increases in remuneration. Designations are
different but no change in responsibilities. The promotee may be given one or two annual
increments.

When and How to Promote Your Employees

Promotion or career advancement is a process through which an employee of a company is given a higher
share of duties, a higher pay-scale or both. A promotion is not just beneficial for employees but is also
highly crucial for the employer or business owners. It boosts the morale of promoted employees,
increases their productivity and hence improves upon the overall profits earned by the organization

In this article, we shall learn more about 1) what promotions and appraisals are, 2) what their
importance is, 3) when should they be given, and 4) how should you promote your
employees. So lets read on to find out more.

PROMOTIONS AND APPRAISALS

A promotion is a step further that an employee takes while working in an organization as far as
his/her work, rank or position is concerned. Every organization or workplace has a certain job
hierarchy structure according to which an employee advances in that organization and gets
promoted. Promotion is not just a reward that an employee is given for his/her continued good
performance but is the proof that an employer thinks that it is time to add more responsibilities to
an employees existing set of responsibilities.

There are many types of promotions while some guarantee advancement in the job position or
rank, other may guarantee an increase in the pay or salary. In some organization, a promotion
may result in a just change of duties and responsibilities. Promoting employees for their
excellence in performance is important to value their efforts and keep their morale up.

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An appraisal or performance appraisal, on the other hand, is a method through which an
employees performance is judged, evaluated or measured. These appraisals are a regular part of
the career development of workers and employees and are an integral part of any working
organization. Appraisals can be both negative and positive. While in positive appraisals, the
overall evaluation comes out to be positive and may result in a salary increase, a negative
appraisal on the other hand is a proof that an employee hasnt been performing up to
expectations and actions are taken to motivate him/her to do so from then onwards.

A performance appraisal is a periodic and systematic process that tries to assess the performance
at work as well as the level of productiveness of the employees. This may consider the various
achievements, accomplishments, weaknesses as well as the strengths of the employee so that
overall results can be evaluated.

IMPORTANCE AND BENEFITS OF EMPLOYEE


PROMOTIONS

A promotion is not only a way to add more responsibilities to an employee but is a major form of
boosting employee motivation and morale. This results in high productivity and prevents your
company from losing its valuable and important employees. There are many benefits and
advantages of promoting employees regularly for their efforts, and the following are some of the
main ones:

Recognizes & Improves employee performance, ambition, and hard work: One of the most
important benefits of employee promotion is that it helps you to recognize and acknowledge the
performance and hard work of your employees and thus makes them feel valued. When an
employees efforts are valued, he/she tends to work harder and tries to improve his/her performance
further which in turn works for the business. A promotion also improves the ambition of employees
and boosts their passion for reaching their goals as well as the objectives of your organization.
Boosts motivation & increases loyalty of employees: An employee who gets promoted tends to
feel more inspired and motivated to continue doing the good work, and this is yet another
reasonwhy promotions are so important. This increase in motivation leads to better productivity and
performance that in turn works in the favor of your organization. Moreover, a promotion also

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improves and increases loyalty among the employees since they tend to feel a sense of belonging in
the workplace and start thinking in its favor.
Encourages retention: When the right talent is identified by the management and timely promotion
is practiced, the deserving and skilled employees may not be forced to leave the workplace. This
improves the retention of the skilled and talented employees and thus benefits the workplace even
further. By retaining top level workers and employees, your organization prevents the need for
hiring new talent and then grooming them all over again, thus saving time and money.
Develops competitive spirit at the workplace: When the better team person gets promoted, the
other team members may be charged and motivated to perform better than them, and this helps to
develop a healthy competitive spirit at the workplace. This kind of a spirit is good for an
organization since it promises good performances all around and hence an overall improved
productivity.
Grooms leaders for the future: When the management decides to promote employees for their
hard work, they are basically recognizing talent and finding future leaders. This identification of
future leaders enables them to groom employees for the future and makes them explore their skills
and talent further. Grooming leaders for the future is beneficial for the organization and helps to
improve the overall productivity.
Reduces employee resistance and discontent: If employees go on working hard without any
appreciation, praise or appraisal, a sense of discontent and resistance may crop up, and this may not
be good for the organization. This can even make their performance go down, hence proving
negative for the company. But internal promotion can help to reduce employee resistance and
discontent.

WHEN TO PROMOTE EMPLOYEES

For an organization, deciding whether or not an employee is ready for promotion can be a
challenge. Not all employees may be ready for an appraisal or a promotion due to lack of the
length of service, the right number of achievements as well as lack of the needed skills and
experience at the given position. A promotion is an important decision since it doesnt only
involve change in rank but also more duties and responsibilities and hence must be taken after
careful assessment and evaluation of ones skills, performance and several other factors, that
have been given below:

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1. Performance One of the most important points for evaluating when is the right time to promote
an employee is to assess or evaluate his/her performance over a given period of time.
2. Length of service (seniority) Another thing to take into consideration for knowing when the
employee is ready for promotion or not is the length of service. The number of years that one has
also served determines the time of promotion.
3. Merit and ability The merit and the ability of the individual, is also a great tool to measure the
overall worthiness of the employees promotion.
4. Educational/technical qualifications The educational and technical qualifications is also a
measure or decision-making tool as far as the promotion is concerned.
5. Assessment of potential The amount of potential one has in him to perform in the future or at a
new position should also be assessed before deciding about promotions.
6. Spacing of the promotion and career span of the individual Another thing that must be
considered when considering the promotion for an employee is the time since the last promotion.
7. Training The amount of training an employee has been given or the level to which he/she has
also been groomed acts as a deciding factor.

When to take the decision of promoting employees

The decision to promote employees or not differs for lower level employees to management level
employees. Lets look at some aspects that one looks for to take this decision at both these levels:

A) For lower-level employees:

1. When they excel beyond expectations When employees continue to work and excel beyond the
expectations and give a consistent performance, then this could be one sign that they are ready for a
promotion. When their performance surpasses what is required of them, then this means that they
are self-motivated to give their best and may be able to perform well at a higher position as well.
2. They do beyond just completing their task Besides completing their task and duties, when an
employee begins to go a step beyond and do additional tasks, then this too could mean that he/she is
now ready to be given more responsibilities and will be capable of handling more work at a higher
position. This means that they are naturally capable of taking in more and giving out more.
3. When they are highly committed to their work While some employees need to be pushed to
deliver, others are just natural committed and dedicated to what they do, and this comes across in
their work and attitude. When a junior level or lower level employee begins to show genuine

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commitment towards his/her duties and responsibilities, then this can be one sign that the employee
may be ready for more responsibilities or an appraisal. This commitment can be seen in the time the
employee spends to complete a task till the end, the number of breaks he/she takes, the willingness
to take new tasks, etc.
4. When they prove to be very adaptive When a lower level employee proves to the management
that he/she can easily adapt and adjust working with teams, in different settings and can handle
change well, and then he/she automatically throws a good impression. You as an employer need
adaptive and flexible employees and someone who shows this quality can be considered for
promotion too. Someone who is adaptive and adjusting does not take the time to produce the same
level of results in different settings and is hence an asset.
5. They have already mastered their task or technical craft When an employee has already
mastered his/her technical craft well at the given position, then this means that it is time now to
introduce him/her to further technical concepts and train him/her to learn new things. Hence when a
lower level or entry level employee showcases excellence at his/her work, then it may be time for
you to promote him.
6. When they start helping others An employee of your company will be able to help and support
others around him only if he/she is comfortable with his/her work and completes it on time. Hence,
if you observe a particular employee extending a helping hand to others with their work, then this
may just be a sign to consider him/her for an appraisal or promotion. This also means that he/she is
looking out for others to ensure the businesss overall success that too is an encouraging sign.

B) For management-level employees:

Besides the points mentioned above, you can consider the following for the decision-making
process for management level employees:

1. When they are capable of managing themselves When it comes to management level
employees, one of the best signs that can help you know that it is time to promote them is when
they become capable of managing themselves, motivating themselves or handling their work
without the need of supervision from senior employees. When they stop relying on your instructions
and work towards the welfare of the business on their own, then this mean that you can give them
more responsibilities to handle without a doubt.
2. Their aim becomes success of your business When a manager of your organization puts behind
his/her personal agenda and makes your businesss success his/her aim, then this too is a way to

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know that a promotion is on the cards. A subtle sign of this could be when Mine becomes Our in
their little conversations regarding work.
3. When they start showing responsibility, and ownership A sign of a future leader or an
excellent administrator is the ability to take responsibility and convert each opportunity into
success. When he/she begins to show a sense of ownership towards your business and makes it
his/her personal responsibility to lead it towards success, then such an employee must be retained
and promoted.
4. They start volunteering for superior roles One of the greatest signs to look for in an employee
to know that he/she is ready for a promotion is when he/she starts volunteering for superior roles,
more responsibilities, and better opportunities. This means that he/she is willing to take more work,
contribute in a much bigger way and is ready to take on the next step.

HOW TO PROMOTE EMPLOYEES

Now that you know how to identify whether an employee is ready for promotion or not, it is time
to figure out how you would promote him/her. Promotion is not just the upward or forward
reassignment of an employee of your workplace but is a properly structured process that must
remain within the bounds of the organizations hierarchy. Hence, a proper process of promotion
of employees must be followed which is fair for all and biased for none. The following given
information will help you know how to promote your employees:

Models and schemes of promotion

There are several different schemes and models of promotions. Every organization either
chooses one of these methods or applies a combination of one or more such models to promote
their employees. Lets take a look at some of the most used and popular methods:

Noncompetitive model of promotion

Promotions that are based on the standard set of achievements and accomplishments of
employees are known as noncompetitive promotions. In such promotions, employees are
promoted once they reach a certain milestone in their career journey, irrespective of variable

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features like performance and dedication, etc. These types of promotions work seamlessly for all
the employees, and there is no scope for a bias or unfair appraisal.

Time scale promotion (Based merely on seniority) A time scale promotion is a kind of a
noncompetitive promotion which takes place after the person has spent a standard or fixed number
of years working for the organization or working at a particular position in the organization.
Accretion of Duties In the case when a person has to be promoted due to an increase in his/her
workload or duties is also a noncompetitive method of promotion.
Adhocism In some cases, an organization may have to promote someone without following any
policy but just to meet the needs of crucial or urgent times or situations.

Competitive model of promotion

A competitive model of promotion is a method in which employees have to prove their worth to
employers in order to be promoted to a higher rank or position. Unlike the noncompetitive
method, this method takes into account employee performance, productivity, skills, experience,
knowledge and other such factors. There is a comparison of employees on the basis of their hard
work and performance in this model.

Merit-based promotion Merit-based promotions are competitive types of promotions in which a


person is promoted on the basis of their skills, performance, knowledge, hard work and
qualifications.
Merit-cum-seniority Merit-cum-seniority promotions are those types of promotions where a
balance between the merit as well as the seniority of the individual is kept in mind before
considering a promotion.

Up-gradation promotion or Out promotion

This is the kind of a promotion method in which when the amount of pay increases without a
change in the job or rank. In case of Out promotion, an employee seeks employment somewhere
else because of being offered a better pay-scale.

Dry promotion

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In this case, an employee is promoted to a higher rank but without an increase in the salary.

Paper promotion

Paper promotion takes place in government jobs that consist of several departments. These types
of promotions take place on the basis of the seniority of an employee and are the ones in which
the employee belonging to a parent department is given a promotion by another department from
which it receives the hike in salary.

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PERFORMANCE APPRAISAL

A performance appraisal, performance review, performance evaluation, development discussion,


or employee appraisal is a method by which the job performance of an employee is evaluated.
Performance appraisals are a part of career development and consist of regular reviews of
employee performance within organizations.

Improving Performance Appraisals

Although performance appraisals can be so easily biased, there are certain steps that can be taken
to improve the evaluations and reduce the margin of errors through the following:

Training - Creating an awareness and acceptance in the people conducting the appraisals that
within a group of workers, they will find a wide range in difference of skills and abilities.
Providing Feedback to Raters - Trained raters provide managers who evaluated their
subordinates with feedback, including information on ratings from other managers. This reduces
leniency errors.
Subordinate Participation - By allowing employee participation in the evaluation process, there
is employee-supervisor reciprocity in the discussion for any discrepancies between self-ratings
and supervisor ratings, thus, increasing job satisfaction and motivation.

Human resource management & performance management

Human resource management (HRM) conducts performance management. Performance


management systems consist of the activities and/or processes embraced by an organization in
anticipation of improving employee performance, and therefore, organizational performance.

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Consequently, performance management is conducted at the organizational level and the
individual level. At the organizational level, performance management oversees organizational
performance and compares present performance with organizational performance goals.

The achievement of these organizational performance goals depends on the performance of the
individual organizational members. Therefore, measuring individual employee performance can
prove to be a valuable performance management process for the purposes of HRM and for the
organization.

Performance appraisal reports-


.

1. Review of the performance appraisal report.

(1) The reviewing authority shall record his remarks on the performance appraisal report,
within the timeframe specified in the Schedule.

(2) Where the report is written by the reviewing authority under sub-rule (4) of rule 5, or
where the reviewing authority has not seen, and the accepting authority has seen, the
performance of a member of the Service for at least three months during the period for
which the performance appraisal report is written, the accepting authority shall review the
performance appraisal report of any such member for any such period within the
timeframe specified in the Schedule.

(3) It shall not be competent for the reviewing authority, or the accepting authority, to
review any such performance appraisal report unless it has seen the performance of the
member of the Service for at least three months during the period for which the report has
been written, and in every such case an entry to that effect shall be made in the
performance appraisal report.

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(3) Notwithstanding anything contained in sub-rules (1) and (2), it shall not be competent for
the reviewing authority or the accepting authority to review any such performance
appraisal report-

(a) Where the authority reviewing the performance appraisal report is a Government servant,
after one month of his retirement from service, and

(b) In other cases, after one month of the date on which he demits office.

2. Acceptance of the Performance Appraisal Report.

(1) The accepting authority shall within the timeframe specified in Schedule
(2) Record his remarks on the performance appraisal report and may accept it, with such
modifications as may be considered necessary, and countersign the report.

Provided that where the accepting authority has not seen the performance of any member of the
Service for at least three months during the period for which the performance appraisal report
has been written, it shall not be necessary for the accepting authority to accept any such report
and an entry to this effect shall be made in the performance appraisal report.

(1) Notwithstanding anything contained in sub-rule (1), it shall not be competent for the
accepting authority to accept and countersign any such performance report-

(a) Where the accepting authority is a Government servant, after one month of his retirement
from service, and

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(b) In other cases, one month after the date on which he demits the office.

(3) When the performance appraisal report be not written or revised.-

Notwithstanding anything contained in rule 5 or rule 6, where the accepting authority writes or
reviews the performance appraisal report of any member of the Service, it shall not be necessary
to review or accept any such report.
.

Documents to be maintained in the Performance Appraisal Dossier

A Curriculum Vita to be updated annually on the basis of the performance appraisal


reports and a five-yearly Curriculum Vitae update submitted by the officer/clerk reported
upon
The performance appraisal reports earned throughout the career.
Certificates of training, academic courses attended after joining service, leave etc.
Details of books, articles and other publications.
Appreciation letters from Government or Secretary or Head of Department or special
bodies or Commissions.
Reports of medical check-ups.
Copy of order imposing any of the penalties specified in the All India Services
(Discipline and Appeal) Rules, 1969 and final result of inquiry into allegations and
charges against a member of the Service.
Warnings or displeasure or reprimands of the Government

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1.MAN POWER PLANNING (MPP):

Manpower Planning which is also called as Human Resource Planning consists of


putting right number of people, right kind of people at the right place, right time,
doing the right things for which they are suited for the achievement of goals of the
organization. Human Resource Planning has got an important place in the arena of
industrialization. Human Resource Planning has to be a systems approach and is
carried out in a set procedure. The procedure is as follows:

1. Analyzing the current manpower inventory


2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes

Steps in Manpower Planning

1. Analyzing the current manpower inventory- Before a manager makes forecast


of future manpower, the current manpower status has to be analyzed. For this the
following things have to be noted-
Type of organization
Number of departments
Number and quantity of such departments
Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

2. Making future manpower forecasts- Once the factors affecting the future
manpower forecasts are known, planning can be done for the future manpower
requirements in several work units.

The Manpower forecasting techniques commonly employed by the organizations

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are as follows:

a. Expert Forecasts: This includes informal decisions, formal expert surveys

and Delphi technique.

b. Trend Analysis: Manpower needs can be projected through extrapolation


(projecting

past trends), indexation (using base year as basis), and statistical analysis
(central

tendency measure).

c. Work Load Analysis: It is dependent upon the nature of work load in a

department, in a branch or in a division.

d. Work Force Analysis: Whenever production and time period has to be analyzed,

due allowances have to be made for getting net manpower requirements.

e. Other methods: Several Mathematical models, with the aid of computers are used
to forecast manpower needs, like budget and planning analysis, regression, new
venture analysis.

3. Developing employment programmes- Once the current inventory is


compared with future forecasts, the employment programmes can be framed and
developed accordingly, which will include recruitment, selection procedures and
placement plans.

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4. Design training programmes- These will be based upon extent of diversification,
expansion plans, development programmes, etc. Training programmes depend upon
the extent of improvement in technology and advancement to take place. It is also
done to improve upon the skills, capabilities, knowledge of the workers.

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning,


organizing, directing and controlling are based upon the manpower. Human resources
help in the implementation of all these managerial activities. Therefore, staffing
becomes a key to all managerial functions.

2. Efficient utilization- Efficient management of personnel becomes an important


function in the industrialization world of today. Setting of large scale enterprises
requires management of large scale manpower. It can be effectively done through
staffing function.

3. Motivation- Staffing function not only includes putting right men on right job,
but it also comprises of motivational programmes i.e., incentive plans to be framed
for further participation and employment of employees in a concern. Therefore, all
types of incentive plans become an integral part of staffing function.

4. Better human relations- A concern can stabilize itself if human relations


develop and are strong. Human relations become strong trough effective control,

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clear communication, effective supervision and leadership in a concern. Staffing
function also looks after training and development of the work force which leads to
co-operation and better human relations.

5. Higher productivity- Productivity level increases when resources are utilized in


best possible manner. Higher productivity is a result of minimum wastage of time,
money, efforts and energies. This is possible through the staffing and its related
activities ( Performance appraisal, training and development, remuneration)

Need of Manpower Planning

Manpower Planning is a two-phased process because manpower planning not only


analyses the current human resources but also makes manpower forecasts and thereby
draw employment programmes. Manpower Planning is advantageous to firm in
following manner:

1. Shortages and surpluses can be identified so that quick action can be taken
wherever required.
2. All the recruitment and selection programmes are based on manpower planning.
3. It also helps to reduce the labor cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly
training programmes can be chalked out to develop those talents.
5. It helps in growth and diversification of business. Through manpower planning,
human resources can be readily available and they can be utilized in best
manner.
6. It helps the organization to realize the importance of manpower management
which ultimately helps in the stability of a concern

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2. MAN POWER BUDETING (MPB):

Before carrying out any process in the organization it is necessary that we should
analyses the budget required in that process. It is at the formulation stage and during
monitoring that an understanding of the principles of man power budgeting becomes
critical. Poor formulation and/or monitoring of budget can result in the following
problems:

-stated budget
and/or manpower requirements at the formulation stage.

- or incomplete implementation of projects due to understated costs and


manpower needs, leading to chronic shortages of human and physical resources.

project cost items and preventing effective implementation.

The need for careful budget and manpower planning is, therefore, crucial to the success
of any project, programme or policy of any organization.

3. MAN POWER REQUISITION (MPR):

This step comes after man power planning and man power budgeting. Man power
requisition means to know exactly the number of employee required in different
department so that on that basis HR department can go for recruiting that number of
employee only. It is a process to know the number of man power required in different
departments. Unless and until the HR professionals are not knowing about the exact
requirement then it will be not possible for them to hire the exact number of people
who can help the organization tin carrying out their goal.

This application keeps track of all the purchase request of the employees.

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The process starts when the employee fills out the purchase requisition form in this
database. This includes information like number of employee to be hired, quantities
possessed by them. Since this database is also integrated with the pre qualified persons

This database has its capability to look at the budget of a certain department in a year.

4. WORK FORCE PLANNING (WFP):

Workforce Planning is the business process for ensuring that an organization has
suitable access to talent to ensure future business success. Access to talent includes
considering all potential access sources (employment, contracting out, partnerships,
changing business activities to modify the types of talent required, etc.). By talent is
meant the skills, knowledge, predisposition and ability to undertake required activities
including decisions making. Strategic Planning considers the business risks concerning
insufficient, disrupted, mis-deployed talent on the organization's business priorities.

The process for starting out Strategic Workforce Planning is link with the organization's
strategy. This means identifying the critical talent needs that if not met can materially
adversely impact business success. Once the business risks are fully appreciated then
attention turns to schedule and timing. Assessing current internal capability and
assessing its relative position when it will be called upon in the future. Speculating on
future sourcing options and identifying the preferred sourcing option. Implementation
and execution follow. Attention to periodically reviewing the "sanity" of the current
plan is prudent.

WORK FORCE PLANNING APPROACHES:

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Workforce analytics approach

The focus is to analyze current and historical employee data to identify key
relationships among variables and use this to provide insight into the workforce they
need for the future.

Modeling approach

This approach incorporates forecasting and scenario planning. Forecasting uses


quantitative data to create forecasts incorporating multiple what-if and modeling the
future. Scenario Planning being the more useful tool where there are uncertainties,
therefore incorporating quantitative and qualitative.

Segmentation approach

Breaking the workforce into segments along the lines of their jobs and determining
relevance to strategic intent. Provides a technique for prioritizing.

Steps in Workforce Planning

Though there is no definitive Start here activity for any of the approaches to Strategic
Workforce Planning, there are five fundamentals activities that most Workforce Plan
models have:

Environment Scan
Current Workforce Profile
Future Workforce View
Analysis and Targeted Future
Closing the gaps

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Environment Scan

Environment Scanning is a form of business intelligence. In the context of Workforce


Planning it is used to identify the set of facts or circumstances that surround a
workforce situation or event.

Current Workforce Profile

Current State is a profile of the demand and supply factors both internally and
externally of the workforce the organization has today.

Future Workforce View

Future view is determining the organizations needs considering the emerging trends
and issues identified during the Environment Scanning.

Future view is often where the different approaches identified above are applied:
Quantitative featuring: understanding the future you are currently tracking to by
forecasting. Qualitative featuring: scenario planning potential alternative futures in
terms of capabilities and demographics to deliver the business strategy.

Analysis and Targeted Future

Qualitative and quantitative featuring creates the content for an organizational unit to
analyze and identify critical elements. As the critical elements are identified the
Targeted Future begins to take form. The targeted future is the future that the
organization is going to target as being the best fit in terms of business strategy and is
achievable given the surrounding factors (internal/external, supply/demand).

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Closing the Gaps

Closing the gaps is about the people management (human resources) programs and
practices that deliver the workforce needed for today and tomorrow. The process is
about determining appropriate actions to close the gaps and therefore deliver the
targeted future.

There are 8 key areas that closing the Gaps needs to focus on -

Resourcing, Learning and Development, Remuneration, Industrial Relations,


Recruitment, Retention, Knowledge Management, Job design.

SPECIALIST OFFICERS:

The term Specialist Officer includes all those Officers with specialised professional
qualifications, with or without experience, recruited in Companys service as Specialist Officers
or converted as Specialist Officers through a process of selection from General Companying
Category. They may be broadly categorised as under:

(ii) IT Officers

Officers (with or without professional qualification in IT) recruited / promoted / converted as


IT/Computer Officers, System Analysts, IT Security Officers etc.

(iii)HR / IR Officers

Officers with specialized qualifications in HR/IR areas and recruited/ promoted / converted as
such.

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(iv) Security Officers

Officers recruited / promoted / converted as Security Officers to work in General Security / Fire /
Disaster Management Departments

(v) Official Language Officers

Officers recruited / promoted / converted as Official Language Officers.

(vi) Law Officers

Officers with degree in law and recruited / promoted / converted as Law Officers.

(vii) Investigation Officers

Officers recruited / promoted / converted as Investigation Officers.

(viii) Economists/Statisticians
Officers with Professional qualifications in Economics / Statistics and recruited / promoted /
converted as such.

(ix) Finance Executives

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Officers with Professional Qualifications like MBA/CA/ CFA either with or without engineering
qualifications such as B.E. / B. Tech, specially recruited / promoted as such to work in Corporate
Credit / Loan Syndication / Risk Management / Treasury / Forex Operations etc. and also
converted as such.

(x)Company Secretary

Officers with Professional Qualification i.e. ACS from the ICSI, recruited / promoted / converted
as such.

(xi) Marketing Executives

Officers with Professional Qualifications in Marketing e.g. MBA (Marketing) and / or relevant
experience and recruited/ promoted / converted as such.

(xii)Corporate Communication Executives/Managers

Officers with specialized qualifications in Corporate Communication / Mass Communication /


Journalism and recruited / promoted / converted as such.

(xiii)Technical Officers

such for handling / Civil / Mechanical/ Electrical works.

such for Project Appraisal / Technical Appraisal of loan proposals etc.

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Note:
1) The condition regarding completion of the requisite rural/semi-urban tenure, as mentioned in
Para 5 is not applicable to the Specialist Officers except for Agriculture Officers.

2) Whereas the Departmental Promotion Committees will be the same as for General
Companying Officers as mentioned in Para 15, the Interview Committee will comprise of one
additional member having knowledge in the specialised field, if available, apart from the
Interview Committee members mentioned therein.

16.8. CONVERSION OF SPECIALIST OFFICERS TO


GENERAL COMPANYING OFFICERS

The Specialist Officers will be permitted to take conversion to General Companying Officers
category up to MMG Scale III after completion of minimum 5 years of service as a Specialist
Officer. The request of the Specialist Officer for such conversion shall be examined by a
Committee of three General Managers to be nominated by the Executive Director (HR).

The decision of the Committee shall be final. A Specialist Officer who has got himself converted
to general category, cannot seek conversion back to Specialist Category at any time thereafter.

The General Manager (HR) will issue necessary administrative guidelines for such conversion in
future as per the requirement of the Company from time to time. Specialist Officer shall be
deemed to be a General Companying Officer on his / her promotion to SMG Scale IV.

16.9 Officers not more than the number of vacancies in the specialist category shall be selected
for promotion in the order of merit. The cut-off marks will be determined by the actual number
of vacancies in Specialist Category and the officers securing equivalent to and above the cut-off
marks will qualify for promotion. In case more than one officer secures marks equivalent to the

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cut-off marks, the final selection will be restricted to the exact number of vacancies, and will be
determined on the basis of inverse seniority.

3. GENERAL :

(i) Eligible officers in all Scales, willing to participate in Promotion Process will submit
particulars as per the prescribed format, to Head Office through Zonal Office. The Zonal Office
will verify and certify the correctness of the particulars submitted by the Officers.

(ii) If an eligible officer does not submit the application or does not participate in any of the
promotion processes (i.e. does not appear for Test or for Interview before the Interviewing
Committee), it shall be deemed that he has, of his own free will and volition, opted out of the
promotion process. No correspondence in this regard will be subsequently entertained from him.

However, if an officer is unable to appear for an interview for reasons beyond his control, he
should inform the Management well before the scheduled date for the interview, about his
inability to appear for the same, giving reasons therefor. In such cases, he may be given only one
more chance at the discretion of the Management for appearing for interview at such place and
time as the Management may decide.

(iii) The Promotion Process will be conducted every year, subject to the availability of vacancies.
The Officers, who had failed to get promotion in the previous promotion process in terms of (ii)
above, will also be eligible to participate, in the subsequent processes.

(iv) Officers not selected for promotion will be advised the total marks obtained by them. In the
event of an application by the officer for re-checking the marks, the Management shall have the
marks re-checked for arithmetic accuracy, provided such an application is made within 30 days
from the date of advice to him.

173
(v) Fitment in the higher scale of pay on promotion will be determined as per the guidelines
issued by the Management from time to time.

(vi) Filling up of Vacancies in SMG Scale V and above, arising on account of retirement,
resignation, death, voluntary retirement etc.:

A waitlist of candidates for promotion to Scale V and above will be prepared and promotions in
respective scales will be released as and when vacancies arise on account of expected retirements
/ elevation to higher scales, if any.
In addition to the said waitlist, the Chairman and Managing Director is authorized to release the
promotion of candidates appeared for promotion but not selected in the main list or waitlist but
standing immediately after the name of the last candidate in the waitlist, so as to fill the
vacancies, if any, arising on account of resignation, death, voluntary retirement, superannuation
etc. who was/were promoted in the main list/ wait list of the concerned promotion process.

(vii) An Officer, against whom a Major Penalty has been imposed, will not be eligible to
participate in any promotion process initiated during a period of one year from the date of effect
of such penalty. The date of issuance of circular inviting applications shall be the date of
initiation of promotion process in respect of all such officers.

(viii) The Chairman & Managing Director is the authority to issue the administrative
guidelines/instructions for removal of any doubts and / or difficulties arising during the course of
implementation of this policy.

(ix) The reservation and relaxation for SCs/STs/OBCs/Ex-Servicemen/Physically Handicapped


candidates, as the case may be, shall be provided as per the Government guidelines in force from
time to time.

174
(x) Where APA marks of an Officer are not available due to i) sabbatical leave, ii) EOL, iii)
unauthorized absence and iv) suspension, the APA marks shall be treated zero for that particular
year/s.
However, APA marks for the number of preceding years for which he rendered service and was
rated for his performance excluding the period of Sabbatical Leave etc. will be included and
taken into consideration for the purpose of promotion, subject to the condition that he has
rendered minimum required service in that particular scale, in terms of para 5 and 16 above.

(xi) In case an Officer employee is alleged to have resorted to unfair means/copying in the
Written/On-line Test, his result will be withheld subject to the outcome of disciplinary action, if
any, to be initiated against him.

(xii) If a candidate is selected in both Seniority Channel as well as Merit Channel, he will be
treated as selected only in Seniority Channel.

(xiii) In order to be eligible for promotion, wherever provided the officer employee shall secure
minimum 40% marks each in both Written / On-Line Test and Interview in case of Merit
Channel, and minimum 30% marks in Written / On-Line Test in case of Seniority Channel.

(xiv) Marks for qualification will be given only for those qualifications which are above the
basic criteria / Eligibility Criteria for service as an officer in that cadre. Further, qualifications
obtained through distant learning program / correspondence course by government / UGC
recognized institute will also be considered for the marks.

(xv) An officer who applies for promotion and gets selected, cannot refuse promotion.

(xvii) The Board reserves its rights to change, alter, amend, modify or vary in any manner
whatsoever, from time to time, all or any of the terms and conditions incorporated in this
policy, recording reasons thereof. The provisions of this policy are subject to changes in
accordance with the guidelines received from the Government from time to time and such
guidelines shall be deemed to be a part of this policy and given effect to subject to adoption by
the Board of Directors.

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PARTNERS:

The company has a strategic alliance with Sing Tel. The investment made by Sing Tel
is one of the largest investments made in the world outside Singapore, in the company.

The company also has a strategic alliance with GREEN PLYWOOD. The investment
made by GREEN PLYWOOD in GREEN PLYWOOD is one of the largest single
foreign investments made in the Indian telecom sector.

SERVICES-

INNOVATIONS :

GREEN PLYWOOD strong management team had continuously focused on


innovating, improving services offerings with a strong focus on the front-end activities
and at the same time outsourced the non-core activities of the business. The Company's
prime focus was on ensuring customer satisfaction through offering a wide range of
plywood, owing to their utility, durability, dimensional accuracy and strength. They
manufacture these plywood using optimum quality raw material and advanced
technology

GREEN PLYWOOD had numerous innovations to its credit, the most pertinent being
its path breaking partnerships with companies like Green Fire Retardent Ply, Garjan
Ply, Green Club Ply to ensure that their energy efficient, off-site manufactured
buildings meet the sustainability challenges of the 21st century in social, economic and
environmental terms.

In addition, the company was a pioneer in bringing many new and innovative services
to the market. Recently, the company is come with a unique lifetime guarantee, this
premium ply is made of 100% Gurjan/ Keruing/ Hollong timber of dipterocarpus
species, It comes with a 1.2mm veneer and is equivalent to structured grade plywood.

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Business models

Access to communications in emerging markets


Our research demonstrates that the needs of customers in emerging markets can be quite
different from those in developed markets. This means we need to adopt different business
models affecting network development, customer service and price plans according to local
needs and what customers can afford. These are some examples of how we are tailoring our
services to emerging markets:

Marketing Analysis

Product Profile
Company Profile will assists individual investors, managers and companies in evaluating
opportunities, trends, market innovations, and selecting appropriate information solutions in
order to make effective decisions. The report has been made after extensive research using the
data available from reliable publications, trade associations and the companies sources. The
report elaborates on the company's business structure and operations, products and services. The
report includes key financial information and strategic analysis that intends to aid investors to
find better prospects with the company and gain an insight into the corporate policies.

177
OUT SOURCING
GREEN PLYWOOD has selected Green Fire Retardent Ply to manage its application
development and maintenance services in a global IT outsourcing deal, as part of its strategic
commitment to reduce costs while leveraging its regional scale.

GREEN PLYWOOD hopes to conclude negotiations and finalise contracts with the two
outsourcing partners in the coming weeks.

Under the terms of the proposed arrangements, each outsourcing partner will provide application
development and maintenance services for key systems to separate groupings of operating
companies within the GREEN PLYWOOD Group. GREEN PLYWOOD will retain full strategic
control of the initiative, which focuses on writing code for and maintaining systems such as
billing and Customer Relationship Management.

The proposed arrangements form part of GREEN PLYWOOD's cost reduction strategy. Against
this backdrop, GREEN PLYWOOD continues to stimulate revenue growth through the roll out
of new services and attractive tariffs which encourage customers to use their mobile phones more
extensively within the home and office.

Today's announcement is the result of a rigorous eight-month selection process, which has
reduced the number of candidates from 11 to two preferred outsourcing partners, subject to final
contract. Candidates were assessed against a wide range of criteria including technical capability,
outsourcing expertise, cost and cultural fit to ensure the future success of the partnership.

As previously announced, GREEN PLYWOOD has identified the potential to reduce unit costs
by 25 to 30 percent within three to five years. Activity levels on application development and
maintenance during the last financial year resulted in a spend of around GBP560 million.
Under the plans, the number of application development and maintenance suppliers currently
used by the Group will be rationalized by the two partners, bringing greater economies of scale.
The Group also anticipates that the initiative will result in improvements to the quality of

178
software produced, as well as greater flexibility, leading to the faster roll out of more varied
services to customers.

Under the proposals, the substantial majority of impacted staff are expected to transfer to the
employment of the outsourcing partners, and work from similar locations under similar terms
and conditions where possible. The remainder of staff will be retained by GREEN PLYWOOD.
The Group is currently in full consultation with staff likely to be impacted by the changes.

Arun Sarin, Chief Executive of GREEN PLYWOOD, said: "This initiative is a good example of
how GREEN PLYWOOD is finding new ways to deliver greater cost efficiencies across the
business. We are exploring the possibility of outsourcing other non-core activities so that we can
focus on our customers.

"The outsourcing of this application development and maintenance work complements a series
of other projects designed to reduce Group overheads including the regional consolidation of
data centre and the centralization of network supply chain management.

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FUTURE OUTLOOK
GREEN PLYWOOD's plans to revamp Internet services critical to future success
Faced with being labeled as little more than a dumb pipe, GREEN PLYWOOD is expected to
announce a significant overhaul of its mobile Internet service. The move will see the Live! Brand
replaced with GREEN PLYWOOD 360, with a focus on social networking and mobile payment
services.

The company, which has been increasingly viewed as having fallen behind rivals such as Apple
and Google in mobile services, hired Pieter from Microsoft last year to head its mobile internet
group and devise a new strategy for GREEN PLYWOOD.

The plan will see the company improve access to social networking sites, providing subscribers
with the chance to integrate several social networking sites on their mobiles, so they can see
what their friends are doing without having to switch between different applications. Included
within this new strategy will be a move into using the billing relationship that GREEN
PLYWOOD has with its customers to help them purchase apps and other content without the
need for a credit card and the associated risk of online fraud. The company CEO, Vittorio Colao,
gave his blessing to this approach, commenting that "I truly believe mobile accounts are a
fantastic payment platform for all digital goods."

The challenge GREEN PLYWOOD has set itself has to be seen in the light of its lack of success
with past attempts to turn consumer-focused mobile Internet services into a large revenue
generator. Terence Sinclair, an analyst at Citi, estimates that 10 per cent of the company's 3.1
billion of data revenue in 2008-09 came from services such as music downloads, and a further
10-15 per cent came from e-mail. Sinclair added that about 75 per cent of GREEN PLYWOOD's
data revenue consisted of monthly charges for providing basic access to the wireless Internet.

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Chapter-6
Finding
Conclusion
Suggestion
Limitations

Bibliography

181
FINDINGS
The history of plywood industry in India is old. It is more than 75 years that this industry was
started here on a very modest scale. The GIL is a widely held public Limited company listed in
NSE and Bomay Stock Exchange. Greenply Industries Ltd., is the largest interior infrastructure
manufacturer in the country as well as in southern Asia. It was established in 1985.GIL is the
largest MDF manufacturer in the World. In the present, GIL products are exported to more than
32 countries spread across 4 continents to buyers associated with the company for over 3
decades. Continue to remain the best plywood panel corporation in India with a growth in allied
areas is the vision of the company.

The company has an annual installed capacity of plywood is 28 million sq. m , MDF is
193000 cubic mtr, and Laminates is 10.2 million sheets. The companys various operations on
raw material performed in sequence and the machines are placed along the product flow line.
Because of this, the companys products get completed in lesser time and also have a smooth
and continuous work flow. GIL. has separate department for total quality management and is
well known for its quality throughout the world it has recognition of ISO 9001-2000 for one of
best and standardized production system in the world. The company has well equipped R &D
laboratory, which is one of the best research centers in wood working industry in the country
approved by the Department of Scientific and Industrial Research, Ministry of Science &
Technology, Govt. of India.

The company has well managed HR department to analyze and interpret the needs of the
employees so that reward can be individually designed to satisfy their needs. GIL has Timber
Purchase Department and all Other Purchase Departments. Other department does the buying of
all other items other than wood i.e. timber. The prices of GILs products are comparatively high,
but of high quality. The company maintaining 0% wastage. The wastes are recycled or refused.
Promotional expense is very less. The company does not focus on mass advertisement. GIL
focuses mainly on quality of its products. GIL markets their products through dealers and
distributors . They use sales representative also. The finance department has direct interaction
with all other departments since all the payments and collections are made through here.

182
CONCLUSION

Greenply Industries Limited, the largest , as a bright future in this field. During the running
period since 1985, the co. achieved various milestones. The high-end production technology of
GIL is well acknowledged among the wood processing industries in the World. The GIL
achieved 100% utilization of raw materials due to its integrated production system. Therefore,
it would be apt to call GIL, a company with a conscience . GIL stands for superior product
performance and provides value for money to its customers. It is backed by GILs commitment
to harness the latest technology in wood processing industry and continuously upgrade its
processes and machinery. Due to the high quality maintained, the company has found a ready
market both India and abroad.

The company does not aim at competing with the local manufactures but wants a
main player in the plywood export. Now the company is producing more quantity is Medium
Density Fiberboard than plywood, because of the development of technology. Presently the
company is operating in loss- the major cause being globalization. . The price level of the
products is higher as compare that of other companies manufacturing similar products. The
company should try to create brand awareness in the local market by advertising in medias and
conducting exclusive exhibitions etc.

Today in this era when everyone realizes the importance of workforce so


the HR professional have given very important place in the organization. The HR
professionals play an important role in controlling and managing the work force
within an organization. They have to play certain roles that are directly or indirectly
related to the workforce of an organization.

Creating and maintain viable talent accusation practice is very essential for
the organizations growth. Yet, even more significant initiative will be developing a
visionary hr agenda that is integrating into organization mission and to correlate into
specific programs such as talent accusation, job evaluation process conceptually and
operationally.

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In present business environment continued change will occur in terms of
who works in a organization, when the work and what they have to do .a major part
of HR professional responsibility will be to acquire the right person for right place in
an organization that means the acquisition of the talent for the vacant place.

Senior executive must be prepared and encouraged to implement strategies


for acquiring the talent in ways that a fair and ethical. The HR professionals should
update themselves with the recent sources of talent acquisition. Designing effective
talent acquisition to meet the needs of the organization and employee retention.

This study on talent acquisition practice proves that all the successful
organization is realizing that the talent acquisition is a critical business tool,
particularly in converting the strategy into results. Talent acquisition therefore,
continues to grow and develop as an integrated business system with strong links to
business strategies, employee retention and other system.

Today talent acquisition is a broad practice which is characterized by


talent with no compromise. Based on the trends observed in past few years, talent
acquisition practice should continue to grow, playing and even stronger, more
diversified role in an organizational success. The most obvious changes are reflection
of this broadening role will be in how organization uses talent acquisition to achieve
its multiple goals.

This chapter makes an attempt to make an inference from the findings of


the study so as to find the different aspect of talent acquisition practice. It s mainly
concerned with the talent acquisition practice followed in telecom sector.

Different telecom sector uses this practice because human resource and it is
essential that the biggest resource that is hr should be more effective and efficient.
Managers have to be updated with the recent changes in the elements of talent
acquisition .each job profile have different requirement of skills and abilities so it is
essential that as per the requirements of job profile, an employee should be hired.

184
Then only they can contribute in the fulfillment in the goal of the
organization. Talent acquisition practice is quite different from recruitment.
Recruitment is a narrow aspect where as talent acquisition practice is a wider aspect.
Now a day each and every organization is adopting this practice of talent acquisition.
For acquiring the talent its essential that hr professional should be very talented.

The hr professional should be very careful while putting the right person at right at
right time. Hr is usually responsible for stabilizing organization talent acquisition practice so
they should not compromise any aspects while caring out this process. Talented employee is
more productive and its easy for them understand their work clearly and to carry out them in best
possible way.

185
SUGGESTIONS

It is desirable to launch an advertising campaign to attract more customers. They have to


give more advertisement in electronic medias and printed media in order to attract more
customers and to withstand with the competition.
It is advisable to maintain and efficient market intelligence system and advice
management of the changing needs of the market.
The company may introduce more measures such as fencing of machineries, which will
protect the workers from accidents.
The company may prepare budgets for each activity which will provide it a better control
and coordination mechanism.
This will aid in reduction of production costs. The company has to follow more safety
measures because there is a risk of fire in the factory layout

186
LIMITATIONS

1. The future is uncertain :-


The future in any country is uncertain i.e. there are political, cultural, technological
changes taking place every day. This effects the employment situation. Accordingly the
company may have to appoint or remove people. Therefore HRP can only be a guiding
factor. We cannot rely too much on it and do every action according to it.

2. Conservative attitude of top management :-


Much top management adopts a conservative attitude and is not ready to make changes.
The process of HRP involves either appointing. Therefore it becomes very difficult to
implement HRP in organization because top management does not support the decisions
of other department.

3. Problem of surplus staff :-


HRP gives a clear out solution for excess staff i.e. Termination, layoff, VRS,. However
when certain employees are removed from company it mostly affects the psyche of the
existing employee, and they start feeling insecure, stressed out and do not believe in the
company. This is a limitation of HRP i.e. it does not provide alternative solution like re-
training so that employee need not be removed from the company.

4. Time consuming activity :-


HRP collects information from all departments, regarding demand and supply of personnel.
This information is collected in detail and each and every job is considered. Therefore the
activity takes up a lot of time.

5. Expensive process :-
The solution provided by process of HRP incurs expense.company has to spend a lot of
money in carrying out the activity. Hence we can say the process is expensive.

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BIBLIOGRAPHY

Books:

Dr.C.B GUPTA; Human Resource Management; New Delhi; Sultan Chand & Sons,
Education publishers;2008;
Pg no.- 9.1-9.20

T.N. Chhabra :- Human Resource Management, Concepts and Issues, Dhanpat Rai &
CO.

Aswathappa K. :-Human resource & Personnel Management, Tata McGraw Hill New
Delhi

Company journals and magazine

Internet:

http://en.wikipedia.org/wiki

Websites:

www.google.com
www.wikkipidea.com
www.slideshare.net
www.sunilmittal.com
www.greenply.com
www.fippi.co

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