Analysis of HR

practices
 By –Varun
Mande & Niharika Shukla

ACKNOWLEDGEMENT

We owe a great many thanks to a great many people

who helped and supported us during the writing of this
book.

Our deep sense of gratitude to Mr.Pankaj Kumar

Singh[Dy .Manager (P &A) WR] for support and
guidance. Thanks and appreciation to the helpful
people at SAIL for the support. Also I would like to
thank Mrs. Nitya Subramanian (Dy Manager (P&A)
WR), Mrs. Santwana Jha [Sr. Mgr. (Hindi)], & Mr.
RajKumar (Asst General Manager)(Mktg-Lp) who
helped me a lot in gathering different information,
collecting data and guiding me from time to time in
making this project despite of their busy schedules,
they gave me different ideas in making this project
unique.

We would also thank our Institution and our faculty

members without whom this project would have been a
distant reality. We also extend my heartfelt thanks to
my family and well wishers.
Introduction to Company

STEEL AUTHORITY OF INDIA LTD

Formation of Hindustan Steel Limited
When the Government of India decided to enter into the field of Iron and
Steel production, it broadly envisaged not to run the firm as a
departmental undertaking. Although initially steel project administration
was directly under a Ministry of the Central Government, Hindustan Steel
was formed as a Limited Company, with President of India owning the
shares on behalf of the people of India. Thus Hindustan Steel Limited was
set up on January 19, 1954.

Growth of Hindustan Steel Limited (1959-1973)

To start with, Hindustan Steel was designed to manage with only one plant
that was coming up at Rourkela. For Bhilai & Durgapur plants, the
preliminary work was done by officials in Iron & Steel Ministry. From April
1957, the supervision and control of the Bhilai & Durgapur Plants were also
transferred to Hindustan Steel. The registered office was originally in New
Delhi, moved to Calcutta in July 1956 and ultimately shifted to Ranchi in
December 1959. Initially Bokaro Project was also under HSL. A new steel
company Bokaro Steel Limited was incorporated in January 1964 to
construct and operate the steel plant at Bokaro. The 1 MT phases of Bhilai
& Rourkela Steel Plants were completed by end of December 1961. The 1
MT phase of Durgapur was completed in January 1962 after commissioning
of wheel and axle plant. As a result, the crude steel production of HSL
went up from 158 thousand tons (in 1959-60) to 1.6 MT (in 1961-62). 2.5
MT phase of Bhilai was completed on 2nd September, 1967 after
commissioning of Wire Rod Mill. The last unit of 1.8 MT phase of Rourkela
was Tandem Mill commissioned on 17th February, 1968 and 1.6 MT phase
of Durgapur was completed on 6th August 1969 after commissioning of
furnace in SMS. Thus, with the completion of 2.5 MT stage in Bhilai, 1.8 MT
in Rourkela and 1.6 MT phase of Durgapur, the total Crude Steel output
from HSL was raised to 3.7 MT in 1968-69 and 4 MT in 1972-73.

Formation of Steel Authority of India Limited

The Committee of Public Undertaking of the Fifth Lok Sabha was the first
Parliamentary Committee to undertake a significant review of the question
of setting up a Holding Company for steel. It was first considered in the
Department of Steel in 1971 with the following two objectives:

 Rapid growth of the industrial sector, of the economy, of the state as

a leading agent of the growth process; and
 Ability of the Government to divert investment into areas which are
strategic from the point of view of future development.

In this context, it was recognized that the Public Sector had to be made
more efficient in order that it might be able to contribute far more than it
had to the common pool of investible surplus in the economy. Further,
such a holding company could perform a number of other important
functions like coordination and control of constituent units, planning long
term programmes, introduction of necessary technological changes,
setting up of an R & D organization and training of managerial personnel
for the Public Sector as a whole. Based on the above considerations, the
proposal to set up a holding company for Steel and associated input
industries were approved by the Government in January 1972. Accordingly,
the formation of Steel Authority of India Limited was approved by the
Government in December, 1972. The company was incorporated on
January 24, 1973 with an authorized capital of Rs.2, 000crores. In 1978
SAIL was restructured as an operating company.

 Today, SAIL is one of the largest corporate entities. Its innate

strength lies in its technologists and professionals and a trained
manpower of over 1.16 Lakh including subsidiary. It had a sales
turnover of over Rs. 48681 crores.

 Steel Authority of India Limited (SAIL) is the leading steel-making

company in India.

 It is a fully integrated iron and steel maker, producing both basic

and special steels for domestic construction, engineering, power,
railway, automotive and defense industries and for sale in export
markets

 Steel Authority of India Limited (SAIL) through its five integrated

steel plants at Bhilai, Bokaro, Burnpur, Durgapur and Rourkela
accounts for major steel production capacity of India.

 Three special steel plants at Bhadravati, Durgapur and Salem

produce a wide range of special steels, special alloy steels and
stainless steel.

 Ranked amongst the top ten public sector companies in India in

terms of turnover.

 SAIL manufactures and sells a broad range of steel products,

including hot and cold rolled sheets and coils, galvanized sheets,
electrical sheets, structural, railway products, plates, bars and rods,
stainless steel and other alloy steels.

 The company has the distinction of being India‘s largest producer of

iron ore and of having the country‘s second largest mines network.
This gives SAIL a competitive edge in terms of captive availability of
iron ore, limestone, and dolomite which are inputs for steel making.

 SAIL's wide range of long and flat steel products is much in demand
in the domestic as well as the international market. This vital
responsibility is carried out by SAIL's own Central Marketing
Organisation (CMO) and the International Trade Division. CMO
encompasses a wide network of 34 branch offices and 54 stockyards
located in major cities and towns throughout India.
  With technical and managerial expertise and know-how in steel
making gained over four decades, SAIL's Consultancy Division
(SAILCON) at New Delhi offers services and consultancy to clients
world-wide.

 SAIL has a well-equipped Research and Development Centre for Iron

and Steel (RDCIS) at Ranchi which helps to produce quality steel and
develop new technologies for the steel industry. Besides, SAIL has
its own in-house Centre for Engineering and Technology (CET),
Management Training Institute (MTI) and Safety Organization at
Ranchi. Our captive mines are under the control of the Raw
Materials Division
Objectives:

1) To study HR activities for an organization of the size of SAIL in general

& CM0 in particular, outline the importance of HR activities .Priorities HR
practices for optimal output.

(In order to get practical exposure and recent updates, this enhanced our
knowledge and helps us to have better understanding of Human Resource
Practices)
Methodology

 Primary Data

 Questionnaire :

 Personal Interactions

 Secondary data

 Internet

 Magazine

The methodology was to collect data through companies by Primary data

like questionnaire and personal interaction .In questionnaire there were
about 10-15 questions which consist of recruitment methods training
methods, bonus, rewards etc. But questionnaire was not so much in detail
so we need again start up with personal interaction in detail to collect all
the details.

Secondary data included internet and magazine. We collected Internet

data for current situations the data which were not able to collect through
personal interaction Also we tried to collect through internet. Magazine
which we preferred was HRM review for Latest update which we got in
college Even from there we got many updates regarding the companies.
We approached the companies through calls, mails. First make a call fix an
appointment and then have personal interaction with them taking the
details .Make them fill questionnaire or orally they used to explain we
noted it down.

Sample Design and Sample Size

1) Collected HR activities of companies through questionnaire

11(outof18)

2) Collected HR activities of Companies in detail all HR activities.

5(outof11)

3) Total
16 Companies

When we were told about the objective we started with the questionnaire
in which there were 10-15 questions about the recruitment, training,
rewards, compensation, and bonus, what is motivational factor in their
organization. We approached 18 companies through calls, mail. First we
made call to fix an appointment and then ask for details .Out of which 11
companies filled the questionnaire. But these questionnaire could not give
us an in depth knowledge. Then again we approached 11 companies out
of which 5 could give us in detail knowledge of their company.
So the total we could make 16 companies HR activities .Among that 16
company 5 in detail and 11 through questionnaire.

Analysis and Findings

We collected the HR activities of 5 companies.

1. HDFC Bank

2. Standard Chartered Bank

3. Big bazaar

4. Global steel Holdings

 5. Tata Consultancy Services

And SAIL HR practices also

SAIL HR ACTIVITIES

Recruitment
Recruitment refers to the process of attracting, screening, and selecting
qualified people for a job at an organization or firm. For some components
of the recruitment process, mid- and large-size organizations often retain
professional recruiters or outsource some of the process to recruitment
agencies.

The recruitment process in SAIL is based on all India level .First the
application of an candidate is send to the Delhi office then if application is
accepted candidate can appear for written test with Group Discussion and
interview further if the candidate is selected then offer letter is given and
accordingly training is given .

Training
TRAINING is a planned process to modify Knowledge, skill & Attitude
through learning experience to achieve effective performance in an
activity or range of activities. Its purpose, in the work situation is to
develop the abilities of the individual and to satisfy the current and future
manpower needs of the organization.

Objectives of Training

 Improve quality –

Trained worker are less likely to make operational mistakes therefore they
are able to maintain the quality of the product.

 Increase productivity-

Training can help employee to increase level of performance on their

assignment. Increased human performance directly leads to increased
company profit.

 Improve health and safety-

Proper training can help to prevent industrial Accidents. Safer environment

can lead to more stable mental attitudes on part of the employees.

 Improve organizational climate-

Chain of positive reaction can result from a well planned training

programmed.

 To help company fulfill its personnel needs-

when the need arise organizational vacancies can more easily be staffed
from internal sources if a company initiates mountain an adequate training
programmed for both its non supervisory level and managerial level.

 For personal growth-

Training programmed seems to give participants a wider awareness and

an enlarged skill.
For Entry level employee i.e. Management trainee (Technical) and
Management Trainee (Administration) one year training is given where all
functions of Human Resource ,Finance , Marketing are taught . 2-3 weeks
of foreign training is done for senior level employee .Every Employee gets
trained once in a three years. Team building, leadership etc are focused in
outbound training.

Human Resource Planning

Human resource is the most important asset of an organization. The
planning of human resources is an important function. In order to achieve
organization development and maximize profitability of company Planning
is required .Through planning a management strives to have right number
& the right kind of people at the right place ,at the right time to do things
which results in both the organization & the individual getting long time
benefits of organization.

Human resource planning is the done by a management to determine how

organization has to move from its current manpower position to its desire
manpower position. Human Resource Planning is done as per needs of an
organization .It also depends on what is requirement e.g. in marketing
according to sales etc.

Performance Appraisal of SAIL

Introduction to performance appraisal

Almost every organization in one way or another goes through a periodic

ritual, formally or informally, known as performance appraisal. The formal
performance appraisal has been called a tool of management, a control
process, an activity and a critical element in human resources allocation.
Uses for performance appraisal have included equal employment
opportunity considerations, promotions, transfer and salary increases.
Primarily performance appraisal has been considered an overall system for
controlling an organization. Performance appraisal has also been called an
audit function of an organization regarding the performance of individuals,
groups and entire divisions.

Performance appraisal may be defined as a structured formal interaction

between a subordinate and supervisor, that usually takes the form of a
periodic interview (annual or semi-annual), in which the work performance
of the subordinate is examined and discussed, with a view to identifying
weaknesses and strengths as well as opportunities for improvement and
skills development.

Almost every organization in one way or another goes through a periodic

ritual, formally or informally, known as performance appraisal.
Performance appraisal has been called many things. The formal
performance appraisal has been called a tool of management, a control
process, an activity and a critical element in human resources allocation.
Uses for performance appraisal have included equal employment
opportunity considerations, promotions, transfer and salary increases.
Primarily performance appraisal has been considered an overall system for
controlling an organization. Performance appraisal has also been called an
audit function of an organization regarding the performance of individuals,
groups and entire divisions.

Scope of Performance Appraisal

 To help each employee understand more about their role and

become clear about their functions;

 To help in identifying the developmental needs of employees,

given their role and function;

 To increase mutuality between employees and their supervisors

so that every employee feels happy to work with their supervisor
and thereby contributes their maximum to the organization;

 To act as a mechanism for increasing communication between

employees and their supervisors. In this way, each employee gets
to know the expectations of their superior, and each superior also
gets to know the difficulties of their subordinates and can try to
solve them. Together, they can thus better accomplish their
tasks;

 To provide an opportunity to each employee for self-reflection

and individual goal-setting, so that individually planned and
monitored development takes place;

 To help employees internalize the culture, norms and values of

the organization, thus developing an identity and commitment
throughout the organization;
  To help prepare employees for higher responsibilities in the future
by continuously reinforcing the development of the behavior and
qualities required for higher-level positions in the organization;

 To be instrumental in creating a positive and healthy climate in

the organization that drives employees to give their best while
enjoying doing so; and

 To assist in a variety of personnel decisions by periodically

generating data regarding each employee.

Methodology

Basically there are two types of performance appraisal done on the basis
of post of the SAIL’s employee. They are:

1. Executive performance appraisal system

2. Non-executive performance appraisal system

Executive Performance Appraisal System

This system is for performance appraisal for executives of the level E-0 to
E-4. The various steps involved are:

A) Self Appraisal Performance Review & Planning

I. Comments on fulfillment of KPA / Task and Target are written by

the Reporting Officer, taking account of time frame also.
II. Special Jobs other than tasks given and normal routine work are
written by appraisee.

B) Performance Review Discussion

I. Both appraisee and reporting officer sit together.

II. Comment over Strengths and weaknesses and areas for
development are written which is undersigned by both.
 III. Appraisee can help the reporting officer by giving examples which
shows his strength or weakness. He also tells what training he wants
to undergo.

C) Performance Assessment

I. Rating between 1 to5 is given to the appraisee by the Reporting

Officer and Reviewing Officer individually on the basis of
Performance Factors and Potential Factors.

II. Different weightage are given to each factor

III. Final scores are calculated by multiplying rating and
weightage .By adding these Total Factor Score is calculated.
IV. Comments on Overall Performance and Potential are written by
both Reporting and Reviewing Officers individually.

D) Suggestions for Job Rotation and Job Enrichment

I. Both reporting and reviewing officers write their suggestions

whether the appraisee should be transferred to other department.
Either a good employee is transferred so that he can acquire
knowledge of all the departments, or a worst performing employee
is transferred so as to improve his performance.

II. In some exceptional case Head of department give his comments

on overall performance & potential of the employee.

E) Final Assessment

I. Total Factor Score by both Reporting and Reviewing officers is

written and average is calculated.
II. Final Grading between O / A / B / C is given .
III. If Final Grade is C , indicate whether to promote or not to promote
the appraisee.
IV. If not to promote give reasons.
V. Meeting with non-promotable appraisee.

Non-Executive Performance Appraisal System

Guidelines to Appraisal Writing

1. Objectives

(1) To ensure objective assessment of performance and potential of the

employee.

(2) To identify factors where further development is necessary.

2. Stages of Assessment

(1) The appraisee will be appraised by the immediate Controlling

Officer/Reporting Officer & Reviewing officer who will be Controlling
Officer of Reporting Officer.

(2) In case of Stenographers, where they are attached to more than one
officer, the appraisal shall be written by any of the Controlling
Officer/Reporting Officer in consultation with the other officers.
However, the assessment must be necessarily made by the
Reviewing Officer.

3. Reports

Besides Attendance Factor, the factors for performance assessment

have been divided into three groups:

(1) Job performance factor which comprises Performance on the Job, Job
knowledge and Skill, House-Keeping and Safety Consciousness.

(2) Basic Discipline Factor which comprises Conduct and Behavior,

Punctuality and Availability on the Job.

(3) Motivational factors which comprises Innovativeness, Cost & Quality

Consciousness, and Initiative & Capacity for assuming responsibility.

4. Method of writing the Appraisal

 (1) Each factor including the Attendance factor is to be assessed by
both Reporting Officer and Reviewing Officer based on maximum
marks allotted against each factor. Marks allotted will be added
together to arrive at average total factor score (TFS). An employee
having score below 49 against TFS and or attendance below 205
shall be informed formally.

(2) Assessment is to be done for the calendar year commencing 1st

January and ending 31st December.

(3) Based on average TFS Reviewing Officer will indicate general

grading which will be taken as the final assessment.

(4) An employee with any unauthorized leave shall not be classified as

O or even A even if his or her attendance falls in range. In such
cases, the Assessee shall be rated as B.

(5) In case of C or C- grading on account of attendance, it shall be

checked whether the assessee had been sanctioned Study Leave,
Maternity Leave, Child Care Leave, Leave on Medical Ground the
assessment year. In such cases if it is seen that by adding the
attendance on account of such leave the assessee falls in B or a
category higher than B he or she shall not be graded as C. Instead
grading in such cases shall be B.

Rating

I. Rating are given by both Reporting and Reviewing officers on the

basis of performance of the appraisee depending upon factors:

Job Knowledge & skill

Conduct & behavior

Punctuality & availability on job

Innovativeness
Cost & Quality Consciousness

Initiative & Capacity to assume higher responsibility

Housekeeping & safety consciousness

II. Weightage are given to various factors.

III. Scores out of 100 are calculated by multiplying rating with
weightage.

IV. O / A / B / C / C- Grades are given according to scores and

attendance of the appraisee.

V. If grade is C- , then appraisee is interviewed by the Head of

Department.

Medical Scheme for the Retired employees of SAIL and their spouses

(1)Objectives of the Scheme

To extend the Medical Benefits to the retired employees of SAIL and their
spouses.

(2) Persons covered

a- Retired employees of SAIL (including IISCO) and their spouses

b- The employees who have taken voluntary retirement and their spouses

c- The employees who cease to be in employment on account of

permanent total disablement and their spouses

d- The spouse of an employee who dies in service.

e- The employees who have resigned on and after attaining 57 years of

age and their spouses.

(3) Scheme

The members will be covered through Group Insurance Mediclaim Policy of

the Insurance company and will be operated through The United India
Insurance Co Ltd, Divisional Office-XI,E 85, Himalaya House, 8th Floor, K.G
Marg, New Delhi- 110001.Period of policy is 1/1/2010 to 31/12/2010.
(4)Benefits

A . OPD

1. Rs.4000=00 for each member before attaining 70 years

of age
2. Rs.8000=00 for each member from age of 70 onwards
The limit of reimbursement of OPD expenses would be Rs 4000 .Per
member for patients under 70 years of age and would be Rs 8000 .Per
member for members 70 years or above as on 31.12.2009 for the policy
period.

OPD Treatment

List of Hospitals is indicated in the booklet provided by Insurance Company

.No reimbursement is made if treatment is taken at any other
hospital/nursing home or any other registered practitioner. Employees to
submit the bills in the prescribed format at the centers chosen by them.
Minimum claim for OPD should be Rs.1000=00 per person

Normally bills are reimbursed by TPA within a month of receipt by them.

B. Indoor Treatment

1. Rs. 2 Lakhs for each member

2. Clubbing is allowed

 List of Hospitals is indicated in the booklet provided by

Insurance Company
 In case of Hospitalization, employee to provide his/her
Mediclaim Card provided by TPA along with Valid Photo ID
proof like Driving License, PAN Card, Passport, Election ID Card
etc to hospital for availing Cashless Facility
 Hospital to write to TPA for approval and ascertain limit for
cashless treatment
 Claim under Hospitalization valid only if patient admitted in
hospital for minimum period of 24 hours
 However, treatment such as Dialysis, Chemotherapy, Cataract
& Microsurgery shall be treated as Hospitalized treatment

C.HOSPITALISATION BENEFIT
Reimbursement: Actual charges given up to 2, 00,000 per member per
policy. Relevant medical expenses incurred during the policy period up to
60 days after hospitalization on disease/illness/injury sustained will be
considered as a part of the claim. However regular OPD treatment
prescribed under post hospitalization will not fall under the claim.
(5) Procedure for Renewal of Membership

a- Scheme is operational for 1 year

b- The member is required to deposit renewal fee for joining scheme in
the next calendar year by 31st December. Grace period of 30 days is
given for renewal

(6) Policy coverage

The policy provides Reimbursement and Cashless facility with OPD

expenses within prescribed limits under the policy of illness/injury
sustained by the insured person. Amount exceeding one period of
insurance or expenses will no t be paid.
(7) Important exclusions

The company should not be liable to make any payment in respect of any
expense whatsoever incurred by the insured person in connection with

1- Any disease/complication caused by wr/nuclear radiations/breach of

criminal law.
2- Circumcision, cosmetic surgery or plastic surgery unless
necessitated by an accident or as a part of any disease.
3- All health check-ups, routine eye examinations and cost of glasses
and contact lenses.
4- Cost of dentures.

Claim procedure

Reimbursement Hospitalization

Claim should be sent to MD India at the centre of option and not later than
7 days of Injury/hospitalization indicating Mediclaim Index no, Nature,
Name of hospital.

The claim form should be submitted duly filled in all respects and no
column should be left blank.

All bills, reports, with original prescription should be specified to MDINDIA

Health Care Services via Registered Post.

Cashless Hospitalization

MDINDIA offers cashless service to the Insured where treatment can be

obtained at any MD India network hospitals without cash
payment, subject to terms of the policy, MDINDIA will settle bills directly
on the behalf of the insured.

Authorize

MD India will fax an Authorization Letter directly to the hospital .In

case the cost exceeds the sum of insured policy. The policy holder will
pay the difference. If any additional information is required MD India
will request clarification fro the policy folder/hospital.

Denial

-Any ambiguity in policy terms

- RAL is not received on time

- Incomplete information

OPD CLAIMS SHOULD BE SUBMITTED WITH

-OPD claim forms

-All Doctors prescription

-All receipts for drugs/diagnostic tests

-All diagnostic reports

ALSO,

- Dental treatment cal be available between 4000-8000Rs, cost of

dentures will not be reimbursed

- In case of eye Treatment, cost of spectacles will not be reimbursed

- OPD claims should be submitted by the beneficiary only when

expenses increase 1000Rs within 15 days of date of completion of
treatment.

All the system is ONLINE process too which have data of last
may years retired employee which can be seen as an when
required for updating , reviewing etc.
Scholarships

1. Merit and merit-cum-means scholarship

Objective:
To provide encouragement and to facilitate higher education of
meritorious children of employee

Scope:

Only legitimate children and step children of the employee who are
dependent on the employee are eligible for the scholarships. The scheme
is not applicable for the children OD deputationists

Amount of Scholarship:

1. Students who join Degree courses Rs 250/- per month

2. Students who join Post graduate in Environmental Management and

Pollution Control
Rs 200/- per month

3. Students who join Diploma courses in Environmental Management and

Pollution Control. Also into social science, commerce, business/personnel
administration etc Rs 150/- per month

(The ratio of scholarship is 1:600 i.e. one scholarship for every

600 employee)

The scholarship will be awarded based on the recommendations of the

Scholarship Committee constituted for the purpose Out of total number of
scholarship allocated to each unit 75% of the number of scholarship will be
awarded on a merit-cum-merit basis and 25%on the basis of merit .20% of
Merit-cum-Means and merit Scholarships are reserved for the schedule
caste and schedule tribes students.

2. Jawaharlal Nehru Science &Technology Scholarship

Scheme
Objective:

In order to encourage and facilitate the meritorious children of employee

in pursuing higher education in the field of Science & Technology and to
commemorate the birth centenary of Pandit Jawaharlal Nehru to whose
vision the Public Sector Steel Industry owes its existence, science
&technology scholarship are instituted for wards of employee of SAIL who
joins the Indian Institute of Technology.

Scope:
The scholarship scheme is open to the wards of all regular employees of
the Plants /Units of SAIL.

Only legitimate children and step children who are dependent on the
employee are eligible for scholarship.

Amount of Scholarship:

1. Amount of scholarship will be 500/- p.m per ward .Scholarship will be

given every year to the top ten (10) wards of employee who qualify in the
joint Entrance Examination for IIT and join the course

2. 20% of the total number of scholarship is reserved for SC/ST candidates.

In case of non-availability of SC/ST candidate in particular year the
unutilized scholarship quota of SC/ST candidates will be utilized by general
caste candidate.
And also there is scheme for Sports scholarship scheme, scheme for award
of SAIL scholarship for schedule caste /scheduled tribe undergraduate
engineering students, Scholarship for disabled children of Employee.

Awards

1. Schemes for Jawahar Award & Nehru Vishistha Karmachari

Puraskar

Amendments for Jawahar Award Scheme in CMO

The following amendments duly approved by Competent Authority are

being incorporated in Jawahar Award Scheme.

1. In addition to self nomination process by the employees, controlling

officers may also

Nominate the employees reporting to him / her.

2. Executives transferred to CMO from other units of SAIL on tenure basis

are eligible for

Nominations provided they had not received this award in their parent
unit.

a) Scheme for Jawahar Award in CMO

Objective:

The objective of the scheme is to encourage and reward extraordinary,

innovative or exemplary work done by any Executive in any area directly
or indirectly contributing to improvement in the area of Marketing /
Maintenance / Services / Quality / Cost / Employee Relations / Health /
Administration / Safety etc.

Number of awards and award amount:

The maximum number of Jawahar Awards for CMO will be three per year.

Procedure:

Personnel Department will invite recommendations from Controlling

Officers for the Executives reporting to him / her (both for
recommendation by Controlling Officer and self nomination by Executives)
every year by 30th September. Nomination by Executives is to be
submitted to the Controlling Officer by 25-06-2009 as per schedule. In
cases of Self Nomination by the Executives, the Controlling Officer checks
for eligibility criteria If all the criteria are fulfilled and the Controlling
Officer agrees with the achievements claimed, he will mark ‘Yes’ in his
recommendation and NO if not fulfilled . Finally Controlling Officer will send
all the nominations recommended by him including Self Nomination cases
to respective RPMs for field locations / DGM(P) for depts in HQ in a sealed
envelop marked ‘Confidential’ .After receiving all the recommendations
from all locations meeting of Regional committee is held.

All the recommendations received will be scrutinized by the Personnel

Department and placed before the Committee constituted for finalizing the
recommendations to D(C). After the approval of D(C), the selected
employees will be intimated of their selection individually through a
congratulatory message in which they will be invited to receive the award
at a special function.
THE AWARD:

The awards shall be given in the form of Account Payee cheque for Rs.
5,000/- along with a Memento to be handed over to the awardees by D(C)
at a special function.

b. SCHEME FOR NEHRU VISHISTHA KARMACHARI PURASKAR IN

CMO

OBJECTIVE:

The objective of the scheme is to encourage and reward extraordinary,

innovative or exemplary work done by any Non-Executive in any area
directly or indirectly contributing to improvement in the area of
Marketing / Maintenance / Services / Quality / Cost / Employee Relations /
Health / Administration / Safety etc.

NUMBER OF AWARDS AND AWARD AMOUNT:

The number of Nehru Vishistha Karmachari Puruskar for CMO per year will
be one award for each region, one for T&S and one for the Headquarters.
Each Award shall consist of Rs. 2000/- and a Memento.

PROCEDURE:

Personnel Department will invite recommendations from Controlling

Officers for the Non-Executives reporting to him / her (both for
recommendation by Controlling Officer and self nomination by Non-
Executives) every year by 30th September.

In cases of Self Nomination by the Non-executives, the Controlling

Officer will check for eligibility criteria

If all the criteria are fulfilled, the Controlling Officer will mark ‘Yes’ in his
recommendation. However, in cases where any of the criteria is not
fulfilled, he will mark ‘No’ and give reason for that. Finally Controlling
Officer will send all the nominations recommended by him including Self
Nomination cases to respective RPMs for field locations / DGM(P) for
departments in HQ in a sealed envelop marked ‘Confidential’ by 15th
October. After receiving all the recommendations from different locations
of the region/depts in HQ, RPM / DGM (P) will convene the meeting of the
Regional Committee / HQ Committee. The Committee will scrutinize each
recommendation and may consult the concerned Controlling Officer if
necessary.
Finally, the Regional Committee / HQ Committee will send their
recommendations to GM(P&A) in one envelop marked "Confidential" by
31st October. For the year 2008- 09 the respective Committees will send
to GM (P&A) by 31-072009 as per schedule. All the recommendations
received will be scrutinized by the Personnel Department and placed
before the Committee constituted for finalizing the recommendations to
D(C). After the approval of D(C), the selected employees will be intimated
of their

selection individually through a congratulatory message in which they will

be invited to receive the award at a special function.

THE AWARD:
The awards shall be given in the form of Account Payee cheque for Rs.
2000/- along with a memento to be handed over to the awardees by D(C)
at a special function.

“OUTSTANDING EMPLOYEE OF THE QUARTER” SCHEME

Objective:

To recognize employees for their excellent performance in the identified

thrust areas, during a quarter of the year and motivate others towards
excellence to all employees of CMO.

Eligibility criterion

Employees working in the location for at least 1 month of the quarter,

under consideration, will be considered.

No. of Awards: 12

Each Home Sales Region: ONE EXECUTIVE & ONE NON-EXECUTIVE

T&S (Field locations): ONE EXECUTIVE & ONE NON-EXECUTIVE

HQ. (Including T&S/HQ): ONE EXECUTIVE & ONE NON-EXECUTIVE

(Employees of ITD & CD will be considered under NR/HS and

employees of SDC will be considered under SR/HS)

• Award

A Memento along with an Appreciation Letter and a gift within Rs.1000/-.

Awards will be distributed in a formal function.

Corporate Social Responsibility

SAIL every year gives 2% of its profit to society for the welfare of
society.79 villages have been adopted as Model Steel Villages across 8
states for exclusive development of Medical facilities, Education, Roads,
Sanitation, Community Centre etc. and 13 such villages have already been
completed during 2007-08. Medical health centers set up at Bhilai, Bokaro,
Rourkela and Burnpur for providing free medical consultation, medicines
for needy population. Over 400 medical camps held during the year by
plants/units in 11 states, providing free health check-up and treatment to
over 5 lakh needy persons. Ten Mobile Medicare Units provided to different
organizations such as Help age India, Jharkhand Government, Global
Cancer Concern India, in karjat for Solar Water system etc.
 Limitations of the project:

Lack of practical Exposure before the project would make us

understand limited after we started with project we gain
knowledge of companies HR practices.
Conclusions:

Collected HR activities of companies and gain knowledge about

HR activities in company
Suggestions for optimal output:

1. Decision Making Process is slow- A lot is dependent on higher

authorities since public sector undertaking

2. Recruitment - More advertisements, and to encourage more

campus placements.