Professional Documents
Culture Documents
Our people are our primary source of competitive advantage and they help us to drive
our growth in a planned and efficient manner. We work towards developing a culture that
attracts people with multidimensional experiences and skills.
Our developers take great pride in building world-class projects such sense of pride
cultivates belongingness and affinity in our teams. As a result many of our developers
like to stay with the company for long periods of time improving our retention rates as
one of the highest in the industry.
We hire and train high end project resource (man power), as building a project
requires proper generalization, flexible design, Our training and team environment
ensure that they can think through all aspects of the problem being solved by building
flexible architectures.
Building projects for highly competitive environments require development teams that
can properly match that intensity. To ensure that people who join us have the right mix
of attitude, values and skill sets compatible with IVRCL’s culture, we follow a rigorous
hiring procedure.
Our selection procedures involve a thorough psychometric testing, and skill based
interviews, which reduce the subjectivity of the process. Using metrics and
measurements regularly, like cost per hire, source distribution, staffing efficiency
ratio etc. Helps us to maintain our quality of the selection process. Our parameters for
selection extend to both hiring from campus, as well as lateral hiring.
IVRCL’s employees are responsible for its growth by leaps and bounds year after year.
Thus, talent management is an important and critical activity for us. We provide an
intellectually stimulating and meaningful work environment, ample opportunities to learn
and grow, and a sense of belongingness, which challenges, motivates and inspires each
IVRCL-it to achieve beyond potential.
Human resource management is the process which develops and manages the element
of an enterprise i.e., recruit; select, trained develop members of an organization, not
only management skills but also the attitudes and aspirations of people. Human
resource management is concerned with integration getting all the members of the
organization involved and working together with a sense of common purpose. HRM is
proactive rather than reactive, qualitative improvement of people who are considered the
most valuable assets of an organization.
HRD
“People” is the most important and valuable resource every organization or institution
has in the form of its employees. Dynamic people can build dynamic organizations.
Effective employees can contribute to the effectiveness of the organization. Competent
and motivated people can make things happen and enable an organization/ institution to
achieve its goals.
A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applications from which new employees are selected
Compensation
Training
Training is also an organized procedure for increasing the knowledge and skills of
people for a specific purpose. It helps the trainees acquire new skills, technical
knowledge, and problem-solving ability etc. It also gives an awareness of the rules and
procedures to guide their behavior thereby improving the performance of employee on
present job and prepares them for taking up new assignments in future.
Performance Appraisal
After employee placement/joining the recruitment section handovers the details of the
employees enclosed in a file to the payroll department. In IVRCL Pay Roll process starts
from 25th of every month. First part is attendance, which will be coming from last 26 th to
25th of the month. Salary is paid for 1st to 31st but attendance is calculated from 25th to
26th of the month. The Pay Roll department then looks after the following aspect of the
employees.
Statuary compliance
Statutory means "of or related to statutes," or what we normally call laws or regulations.
Compliance just means to comply with or adhere to. So statutory compliance means you
are following the laws on a given issue.
The term is most often used with organizations, who must follow lots of regulations.
When they forget or refuse to follow some of those regulations, they are out of statutory
compliance. A company that follows all the rules, is in statutory compliance.
HSEQ
There is a possibility of occurrence of risk either from external and internal sources. External
sources hear referred to infrastructure and internal sources referred to Behavior of employees.
HSEQ is involved in regulation and controlling the risks involved in jobs
To study and analyze the further steps taken after doing the HR practices for the
employees in IVRCL.
To know how mutuality it will increase and strengthen the relationship between
each employee and his superiors.
To study and ensure that after doing appraisal for employees give a desired level
of performance by attaching rewards and punishment for variation in performance
levels.
To know the evaluation system through which we can identify the performance
gap (if any). This gap is the shortfall that occurs when performance does not
meet the standards set by the organization as accept.
To know the feedback system which is given to employee about the quality of his
or her performance? However, the information flow is not exclusively one way.
The appraisers also receive feedback from the employee about job problems, etc.
Title of the Study: The study is titled as “HR PRACTICES” at IVRCL Infrastructures &
Projects Limited, Hyderabad.
Collection of the data is of primary importance the research process. Data which is
collected for the purpose of research helps in proper analysis which is helpful to conduct
research effectively. The data source, which is very important in the collection of data, is
primary data and secondary data.
Both primary and secondary data are taken into consideration for the study of training
need analysis.
Primary Data: This consists of original information gathered for specific purpose. The
normal procedure is to interview the people individually and/ or in a group, to get the
required data.
Secondary Data: This consists of the information that already exists somewhere, either
in some Annual Records or Magazines etc, having been collected for other purpose.
Here the researcher has both primary as well as secondary data.
Survey Approach:
Sample Variety: Respondents are mostly selected from the Executives and Non
Executives so the Sample Size is limited to 50 due to availability and the busy schedule
of the employees.
Sampling Procedure: The sampling method used was Random Sampling. This
sampling Method was used because lack of time and lack of through knowledge about
the universe. The sampling unit selected mostly from Executives and non executives.
The sample size was fixed to 70 respondents; the sampling procedure is response from.
Statistical Tool: In this research various percentages were identified in the analysis and
these were presented pictorially by the way of pie charts and in order to have a better
quality.
The best barometer of country’s economic standing is measured by its GDP. India, the
second most populated country of more than 1100 million has emerged as one of the
fastest growing economies. It is a republic with a federal structure and well-developed
independent judiciary with political consensus in reforms and stable democratic
environment .In 2008-09 India’s economy-GDP grew by 6.5% due to global recession. In
the previous four years, economy grew at 9%.The Indian economy is expected sustain a
growth rate of 8% for the next three years up to 2012. With the expected average annual
compounded growth rate of 8.5%, India's GDP is expected to be USD 1.4 trillion by
2017 and USD 2.8 trillion by 2027. Service sector contribute to 50% of India‘s GDP and
the Industry and agriculture sector 25% each.
The robust current growth in GDP has exposed the grave inadequacies in the country’s
infrastructure sectors. The strong population growth in India and its booming economy
are generating enormous pressures to modernize and expand India’s infrastructure. The
creation of world class infrastructure would require large investments in addressing the
deficit in quality and
quantity. More than USD 475 billion worth of investment is to flow into India’s
infrastructure by 2012. No country in the world other than India needs and can absorb
so many funds for the infrastructure sector. With the above investments India’s
infrastructure would be equal to the best in the world by 2017.
Major policy initiatives such as deregulation, viability gap funding ,India infrastructure
finance company, Committee on infrastructure ,rural infrastructure programme , National
urban renewal mission, public private partnerships, Launch of private sector
infrastructure funds have been implemented in infrastructure sector
India has a long coastline of 7,517 km. The existing 12 major ports control around 76 %
of the traffic. Due to globalization, India’s ports need to gear up to handle growing
volumes. A number of the existing ports have plans for expansion of capacities,
including addition of container terminals. The government has launched the National
Maritime Development Programme, to cover 276 port projects (including related
infrastructure) at an investment of about INR 600 billion by the year 2012. Also, States
are increasingly seeking private participation for the development of minor ports,
especially on the west ports.
Indian ports are projected to handle 875 million tons (MT) of cargo traffic by 2011-
12 as compared to 520MT in 2004-05.There will be an increase in container capacity at
17% CAGR. Cargo handling at all the ports is projected to grow at 19 per cent per
annum till 2012. Planned capacity addition of 545 mt at major ports and 345 mt at minor
ports. Port traffic is estimated to reach 1350 million tons by 2012 .Containerized cargo is
expected to grow at 18 per cent per annum till 2012. Projected Investment in major ports
$16 billion’s and minor ports $9billion during2007-12 .
Passenger and cargo traffic slated to grow at over 20% annually and set to cross 100
million passengers per annum by 2010 and set to cross cargo traffic of 3.3 million tons
by 2010.Mumbai and Delhi airports have already been handed over to private players.
Kolkata and Chennai airports will also be developed through JV route.
million tons of freight every day. The scope for public private partnership is enormous in
railways, ranging from commercial exploitation of rail space to private investments in
railway infrastructure and rolling stocks. The Golden quadrilateral is proposed to be
strengthened to enable running of more long distance passenger trains and freight trains
at a higher speed. Programmed also envisages strengthening of rail connectivity to ports
and development of multimodal corridors to hinterland. Construction of 4 mega bridges
costing about US$ 750 million is also included in the programme. Construction of a new
Railway Line to Kashmir valley in most difficult terrain at a cost of US$ 1.5 Billion and
expansion of rail network in Mumbai area at a cost of US$900 million has also been
taken up. Freight traffic is growing at close to 10% and passenger traffic at close to 8%
annually. Railways have planned a dedicated rail freight corridor running along the
railways Golden Quadrilateral (GQ). The double-line freight corridor is expected to
evolve
Systematic and efficient freight movement mechanisms and ease congestion along the
existing GQ. It would leave the existing GQ free for passenger trains. The 9260 km
dedicated freight corridor to be built at a cost of Rs 60,000 crore (US$ 15 billion) is being
funded partially with a US$ 5 billion loan from Japan. The work is expected to be
completed within the next 5–7 years. The first phase of the project would include the
Delhi–Howrah and the Delhi–Mumbai routes.
Presently the installed capacity of electric power generation stations under utilities stood
at 130000MW and in the five year plan the generation capacity is planned to be
increased to 2,20,000 MW by 2012.There is a 13% peaking and 8% average shortage of
power annually. Central government has already taken steps to increase capacity by
building Ultra mega power projects (UMPPs).There is a plan to increase Nuclear power
capacity from 3900MW currently to 10000MWbyendof11thplan.
Even with the rapid growth of telecom sector in India, the rural penetration is still less
than 5%. At 500 minutes a month, India has the highest monthly 'minutes of usage'
(MOU) per subscriber in the Asia-Pacific region, the fastest growth in the number of
subscribers at CAGR of more than 50%, the fastest sale of a million mobile phones (in
one week), the world's cheapest mobile handset and the world's most affordable color
phone.
improvement in the quality of the new highways and introduction of the latest concepts
for toll collection, signage’s etc. The process of development of the new highways is
expected to continue for many years to come.
Construction Infrastructure in India:
Construction accounts for nearly 7 per cent of Indian GDP and is the second biggest
contributor (to GDP) after agriculture. Construction is a capital-intensive activity. Broadly
the services of the sector can be classified into infrastructure development (54%),
industrial activities (36%), residential activities (5%) and commercial activities (5%). The
main entities in the construction sector are construction contractors, equipment
suppliers, material suppliers and solution providers. India’s construction equipment
sector is growing at a scorching pace of over 30 per cent annually--driven by huge
investments by both the Government and the private sector in infrastructure
development. It is estimated that there is USD860 billion worth of construction
opportunities in India
Whereas coming to the growth of infrastructure in India the growth has rapidly in
increasing stage it was observed from the following graphical representation.
INVESTMENT SCENARIO
TRANSPORT:
OTHER SECTORS
Telecom
Good projects
Demand Potential
Revenue Potential
IVRCL Infrastructures and projects Ltd commenced operation in 1990 and established
itself as a premier EPCC & LSTK service provider with front end engineering
capabilities. Commencing operations with building construction as class-I construction
firm in 1987, IVRCL forayed into various social infrastructure sectors like water
management, roads and high way, bridges, power transmission lines with attendant
engineering capabilities and was graded as one of the developer companies by state
and central government.
“Over a period of time IVRCL has developed core competencies. IVRCL now have a
platform for any infrastructure to be built.” What can stop any company? People,
competency level, finance limit. IVRCL is not short of anything. It has tremendous
credibility. With bankers who are willing to support projects. IVRCL is now looking to
benchmark itself as an international company thanks to its involvement in projects in
abroad. The company is eyeing water projects, development of ports it is sourcing a
location in Andhra Pradesh ship building and fabrication of components for oilrigs.
By virtue of its presence in core sector activity, IVRCL has redefined the Quality of life in
its many facts. This has come through its commitments, care and concern for societal
issues and largely by way of experience, having built upon brick by brick in its track
record of a decade and a half.
Board of Directors:
Statutory auditors:-
Internal auditors:-
1. T.Vijay Kumar.
The company operating with 3424 employees in financial year 2006, in 2007 it increased
to 4836, in 2008 the employees are 5082, now the employees are approximately
6257(2009). IVRCL is the first company in the Indian infrastructure sector to offer
ESOPs to the employees. The company aims to provide stimulating and safe
professional opportunities for its people. Health insurance coverage, Medical
Reimbursement, LTA (leave travel), informal family get-togethers and other tangible and
intangible benefits, all make IVRCLs people motivate a lot
IVRCL:-
Within this new arm, IVRCL is well within reach of positioning itself as a full-fledged
Knowledge Process Outsourcing Hub for engineering solutions.
IVR Prime Urban Developers Ltd: the aim of IVR prime is to create luxury-intensive
urban infrastructure. Implementation of new technologies, environment soundness and
superior combine make IVR Prime’s most development. Strongly entrenched with
proven domain knowledge, experience and credentials. The projects include:
Residential Hospitality
MISSION
To become a leader
In infrastructure business
QUALITY POLICY
TARGETS by 2010
100000cr-Turn Over
100000cr- Assets
IVRCL VISION
IVRCL will be the national leader in constructing projects, which make everybody like
mere comfortable, easy & safe. It provides projects, services and infrastructures of such
excellent value that customers will actively choose to do business them. To reach the
goals in providing value to customers and shareholders, they will continue to develop at
IVRCL culture, built on the strength of the multicultural key value is:
1. Co-operation
2. People development
3. Environmental Concern
4. Professionalism
5. Speed
Appreciation Certificates
(Rs. Millions)
Particulars 2008-09 2007-08 2006-07
In Public Sector
Dredging
Hydro Power Projects
Oil & Gas Exploration
Information Technology Enabled Services (ITES).
Suppliers:-
For IVRCL the competitors are many, the competitors in the fields like Water Supply and
Environmental Projects, Transportation, Buildings and Industrial Structures, Power and
Transmission Projects in construction sector are as follows:
L&T
D L F Ltd
Punj Lloyd L td
Jaiprakash Associates Ltd
Nagarjuna Constructions Ltd
HR-TOOLS
Competency Mapping
Enterprises Resource Planning
Balanced Score Card
Effective controls at all levels
Training and Development Programme
HR- INITIATIVES
RETENTION PLANS
HR-POLICIES
HR_SAFETY INITIATIVES
Safety survey
Safety Budget
Safety Policy
Safety Manual
Awareness and Training on safety
Safety Reviews and Safety Meetings
Safety systems
Safety audit
Safety Banners
On site emergency plan
Zero accident schemes for sites
LEARNING CENTRE FOR HUMAN EXCELLENCE
Human resource management is the process which develops and manages the
element of an enterprise i.e., recruit; select, trained develop members of an
organization, not only management skills but also the attitudes and aspirations of
people. Human resource management is concerned with integration getting all the
members of the organization involved and working together with a sense of common
purpose. HRM is proactive rather than reactive, qualitative improvement of people who
are considered the most valuable assets of an organization.
Today Human Resource occupies, more than ever, the center stage of all
economic activities. It is alarming time for all those organization that wish to be
successful in global markets to gear up and implement desired shift in their prevailing.
HRM is that branch of management that deals with managing one of the
resources of the organization-Human Resources.
Objectives of HRM:
To ensure the effective utilization of human resources. The human resource will
efficiently utilize all other organizational resources.
To establish and maintain an adequate organizational structure and a desirable
working relationship among all the members of an organization by dividing
organization tasks in to functions, accountability, authority for each job and its
relation with other jobs in the organization.
To generate maximum development of human resource within the organization by
offering opportunities for the advancement to employees through training and
education, or by effecting transfers or by offering retraining facilities.
To secure the integration of the individual group goals with those of the organization
in such a manner that the employees feel a sense of involvement, commitment and
loyalty towards it.
To identify the basic idea is to work out the irreducible number of core employees
required to operate the system.
“Companies cannot promise their people lifetime employment. Global competition is too
fierce and economic cycles too frequent for any such guarantees. But they can promise
their people every chance for employability – skills that will make them more attractive if
they are forced to part ways.” – Jack Welch
“To manage people well, companies should … Elevate HR to a position of power and
primacy in the organization, and make sure HR people have the special qualities to help
managers build leaders and careers.” – Jack Welch
-- Henry Ford.
HRM-SWOT-ANALYSIS
STRENGTHS
WEAKNESSES
OPPORTUNITIES
• To improve communication.
THREATS
“People” is the most important and valuable resource every organization or institution
has in the form of its employees. Dynamic people can build dynamic organizations.
Effective employees can contribute to the effectiveness of the organization. Competent
and motivated people can make things happen and enable an organization/ institution to
achieve its goals. Therefore organizations should continuously ensure that the
dynamism, competency, motivation and effectiveness of the employees remain at high
levels. Human resource development (HRD) is thus a continuous process to ensure the
development of the employee competencies, dynamism, and motivation in a systematic
and planned way.
Definition:
(b) To develop their general enabling capabilities as individuals so that they are able to
discover and utilize their own inner potential for their own or organizational development
purposes; and
HRD MECHANISMS/INSTRUMENTS/SUBSYSTEMS
1. Performance appraisal
5. Induction training
6. Training
7. Job rotation
8. Organizational development
9. Rewards
All these process mechanisms are linked with the corporate plans, particularly
with human resource planning (Man power planning)
Personnel HRD
1. To maintain existing systems and 1. To improve the abilities of the
procedures. individuals.
Firm’s
resources and
capabilities
Value Sustained
Strateg
Rarity Competitive
ies
Inimitability Advantage
Non-
substitutabilit
Develop
Barney argues that four characteristics of resources and capabilities – value, rarity,
inimitability and non-substitutability – are important in sustaining competitive advantage.
From this perspective, collective learning in the workplace on the part of managers and
non-managers, especially on how to coordinate workers’ diverse knowledge and skills
and integrate diverse information technology, is a strategic asset that rivals find difficult to
replicate. Some of great persons make a similar point when they emphasize the strategic
importance of managers identifying, ex ante, and marshalling ‘a set of complementary and
specialized resources and capabilities which are scarce, durable, not easily traded, and difficult
to imitate’ in order to enable the company to earn ‘economic rent’ (profits). From the above we
can summarize the relationship between resources and capabilities, strategies, and sustained
competitive advantage.
4.2 Description of the organization
Head -
Commercial
Deputy Director
Director
Technical
COO -
PMC
IMPORTANCE OF ORGANISATION CULTURE
Departments at IVRCL
G0-CMD/Executive Director
G1-Director/COO/Group Heads/Sr.VP
G2-Vice President/GM/Company secretary/JGM/DGM
G3-Sr.Assistant General Manager/Assistant General Manager
G4-Sr.Manager/Manager
G5-Deputy Manager/Assistant Manager
G6-Senior Engineer/Senior Surveyor/Senior Officer
G7-Engineer/Surveyor/Officer
G8-Asst.Engr/Asst.Surveyor/Asst-Officer/Jr.Engr/Jr.Surveveyor/Jr.Officer
G9-Sr.Supervisior/Supervisor/Foremen/Sr.Asst/Asst/Receptionist/
o Sr.Technician/Technician/Operator/Driver/Electrician/Fitter/Welder/
o Mechanic/Office Boy.
Cultural Dimensions:
Each department of an organization may have its own culture in which case there is
subculture. A dominant culture emerges when there is an integration of all the
departments into a unified whole.
In an organization having strong culture, the core value are both intensely held and
widely shared by its members. Such employees develop strong loyalty to the
organization.
OBJECTIVE:
Optimum utilization of existing Human Resources by periodically reviewing and filling the
vacancies generated due to acquisition of new projects, resignations retirements and
normal attrition.
PROCEDURE:
They shall also discuss & justify the requirement in the Kick off meeting and get
the approval from the Chairman, COC.
The approved Manpower Indent shall come back to HR department for arranging
the same.
HR department will provide the Human Resources as per the schedule given in
the indent.
The Project Incharge shall prepare Human Resources utilization and future
requirements details in monthly MIS report.
Group Head (HR&Admn) shall consider the following factors while preparing
manpower planning.
Expansion and growth plans of the organization
Surplus manpower
Resignations
Terminations
Retirements
Vacancies likely to arise due to promotions, transfers and job rotations
Finally natural attrition.
LEAD TIME:
G6 to G G9 30 days
4.4 Acts Applicable to IVRCL
Definition:
a) every establishment wherein 20 or more workmen are or were employed on any day
of the preceding 12 months as contract labour, and
b) Every contractor who employs or employed on any day of the preceding 12 months,
20 or workmen. The Act, however, does not apply to any establishment in which work
only of an intermittent or casual nature is performed. Intermittent means off and on not
continuous, alternating, recurrent, periodic, casual means irregular. Work performed in
an establishment shall not be deemed to be of an intermittent nature if it was performed
for more than 120 days in the preceding 12 months or it is of a seasonal character and
is performed for more than 60 days in a year.
Obligation of Employers/Contractors:
4) Registers, Returns and notices are to be maintained both by Principal Employers/ and
respective Contractors.
5) Factories, Minimum Wages Act, Payment of Wages Act are applicable to the contract
labour employed in a factory which is otherwise covered by the said Act(s).
6) When a principal employer engages contract labour for work for perennial nature then
the worker will become employee of the principal employer if he/she has worked for 240
days.
7) For any lapse on any provisions of labour Acts/Rules by the contractors, principal
employer is held responsible for such lapses.
Principal Employer
Contractor (IVRCL)
Sub – Contractor
SHOPS AND ESTABLISHMENTS ACT
This Act is a State Legislation and almost every State and Union Territory Government
have enacted as Shops and Establishment Act and has framed the rules for its
enforcement. (For details, kindly refer to your State Government’s Rules):
Objectives:
The main objective of the Shops and Establishment Act, is to regulate the working and
employment conditions of workers in the so called unorganized sector, i.e. shops and
establishments including commercial establishments which are not covered by the
Factories Act or Mines Act or any other Act regulating the employment conditions. This
Act generally provides for the working hours, rest intervals, overtime, holidays, leave,
termination of service,
maintenance of shops and establishment. And other rights and obligations of the
employers and employees.
The Act extends to the whole of the State and covers all establishments irrespective of
their size, turnover and persons employed. The Act generally applies to the following
types of establishment.
Health and Safety, Working Hours and Holidays, Employment of Staff, Registers and
Returns and Inspection – Details you can refer to your local Authority’s Rules.
Generally, regional Offices, who look after sales and Service, come under Shops and
Establishment Act. If your Service Section, exceeds 10 number of employees (Includes
all casual, contract and regular), then you have to register under Factories Act.
This is a very important Act that all HR Officials must know. Factories Act is applicable
not in Manufacturing, but also in Service Industries wherever Power is used: Hence HR
Professionals must know each wordings of this Act.
The organization must stipulate all rules and guidelines given in the Rules pertaining to
Safety, Welfare and Health. For Safety Matters, one has to consult
Production/Maintenance Chief or Safety Engineer. Have meetings with them regularly.
For Health and Welfare, HR Professionals can draw a working Manual incorporating
respective State Rules.
This is very important. One must satisfy the minimum basic requirements as stipulated
in State Factories Rules. All should be notified in Factory Premises.
Leave With wages: Earned Leave must be credited as per State Rules. More than the
law says, if you grant, that is the discretion of the Management, but, you must satisfy
minimum requirements.
This is also very important. Establishment must draw a procedure as per State Rules in
case of Accidents, etc. Strictly follow the procedures without any lapse. All must have
documentary evidences.
RETURNS: File the returns as per state rules on time. Even nil return must be filed.
One must draw a chart and calendar for filing factories act returns to the state authorities
and keep it on table. For your state authorities, date of filing is very important rather
than the compilation of data in the returns.
RECORDS: Keep All Records as per Factories Rules. Even it may have NIL data, but
keep the Records and fill it regularly. For any lapse, seek time from your local
Inspectors and act accordingly. They will always oblige if you go and request in proper
way.
♦ ANTICIPATED:
♦ UNEXPECTED:
Recruitment
1 .Internal Recruitment is when the business looks to fill the vacancy from within its
existing workforce.
2. External recruitment is when the business looks to fill the vacancy from any suitable
applicant outside the business.
RECRUITMENT & SELECTION PROCEDURE
Kick of
meeting
Manpower Requisition
Employee
Referrals
Resume Screening
Placement
Agencies
Short- Listing
Interview Process
Panel Interview
Compensation Fixation
Issue of Appointment
Letters
Open
JoiningPersonal
Formalities
File
Payroll
Preparation
Recruitment Process
1.In Kick of the meeting we decide about the Project details like when the project to be
started and project to be ended and requirements of material for project,
cost to be incurred, determination of the organization’s ability to pay salaries and
benefits within a defined period. Then according to the needs of Man Power
Requirement in organization we start searching the candidates.
3. We start resume sourcing through different sources like Data Bank, Employee
4. In the next step we start Resume screening where we see the details like
experience, qualification, age etc.
5. According to the candidates skills, abilities, knowledge in that particular field, and
needs of the organization we start Short Listing the candidates
6. We send Call Letters to the short listed candidates and ask them to attend the
Interview.
9. After issuing him/her appointment letter then we start maintaining Personal File of
the candidate.
IVRCL recruitment and selection policy is to retain staff of the highest caliber appropriate
to job requirements and to organization standards of efficiency, competence,
professionalism and integrity. The recruitment and selection decision is of prime
importance as the vehicle for obtaining the best possible person-to-job fit, which will
when aggregated, contribute significantly towards the company’s effectiveness. It is also
becoming increasingly important, as the Company evolves and changes, that new
recruits show willingness to learn, and have the adaptability and ability to work as part of
a team. The Recruitment & Selection procedure should help managers to ensure that
these criteria are addressed.
POLICY OBJECTIVES
1 To meet Manpower requirements of the Organization in terms of approved Manpower
Plan
3 To attract, select and retain the best talent available keeping in view the changing
needs of the organization.
5 To ensure placement of right man at the right job at the right time.
6 To provide suitable induction points for intake and thereby achieve the desirable level
of qualification, skill and age mix as required to strengthen the Human Resource of
the Organization.
RESPONSIBILITY
Ultimate responsibility shall lie with Group Head (HR&Admn). All activities pertaining to
recruitment shall be coordinated by Corporate HR Department. However,
representatives of other departments as deemed necessary may also be associated at
various stages of recruitments and/or selection of candidates.
INDUCTION LEVELS
Recruitment for various positions in the organization shall be done cadre wise
a) Managerial Level: This level comprises of the grades from G0 to G7. The recruitment
for these cadres will be done at Corporate Office coordinated by both Corporate HR
and the concerned departments.
I. Senior Management Level : All designations from G0 to G3
II. Middle Management Level : All designations from G4 to G5
III. Junior Management Level : All designations from G6 to G7
b) Supervisory/Asst Level: This level comprises of Grades G8 to G9 in Permanent
category. This level also consists of Positions in Temporary Category. Recruitment for
this level may be done at Region/Site itself but final approval shall be obtained from
Group Head (HR).
c) Skilled/Semi skilled workers: This level shall comprise some designations in G9 and
Temporary category. Recruitment for this level may be done at Region/Site itself but
final approval shall be obtained from Group Head (HR).
d) Contract Workers: Site Head can engage employees on Contract through contractor
for a specified period based on requirements duly approved by the Regional Head
and Group Head (HR).
APPOINTING AUTHORITY:
G0 to G4 Executive Director
MANPOWER REQUISITION
2. Manpower requisition should be raised by department head. Site Head will forward
with his comments to Regional/Functional Head for authorization.
3. HR department will forward the same with its remarks to the Executive Director for
approval.
4. HR department will keep the requesting department informed about the status of
approval within a week from the date of the indent.
5. Approved, search for Manpower will commence, else HR department will send a note
to the indenting department explaining the reasons for rejection.
SOURCING OF RESUMES
A. INTERNAL RESOURCE
The existing manpower will be reviewed to optimize the human resource utilization. If
any internal resource is identified the same will be discussed with the concerned HODs
for transferring the employee to the department which has requested the manpower.
i. HR department will issue the transfer order as per the Annexure II.
ii. HR department to update the personnel HR Information System.
Recruitment from external sources will be resorted to, if suitable candidates from internal
resources are not available.
SCHEDULING OF INTERVIEWS
1. Fixing the interview dates should be done in consultation with the concerned HODs,
Regional Head/Functional Head and Group Head (HR).
2. Time period required for interview from the date of dispatch would be 10 days.
3. All interview call letters (Annexure III) should be sent by the HR department two
weeks prior to the date of interview.
4. Those called for interview on phone or e-mail should be given at least 3 days time for
attending the interview
CONDUCTING INTERVIEWS
5. Candidate has to submit the duly filled up company‘s Standard Application Form
6. Members of the interview panel should evaluate the candidates by using the interview
evaluation sheet. Overall rating of the candidates should be Good to Excellent for
getting selected. Candidates rated as satisfactory may be considered for employment
based on need, which will be decided by the Corporate HR and those rated as Average
or poor will not be considered for employment.
REGRET LETTERS
1. Regret letter to be sent by HR department, to those candidates who were not selected
after the final interview.
FITMENT:
The designation and Salary will be fixed based on the competency matrix. Executive
Director’s approval shall be obtained for all positions for the salary package before
finally committing to the candidate.
REIMBURSEMENT OF TRAVEL EXPENSES FOR ATTENDING INTERVIEW:
G4 to G6 To & fro 2nd / 3rd class A/c train fare or A/c coach Volvo bus fare
OFFER LETTER:
The selected candidate will be issued or sent an Offer Letter showing designation, date
of joining, location of joining and salary package after obtaining necessary approval from
the Appointing Authority. A copy of offer letter will be sent to the respective department
for information.
APPOINMENT LETTER:
After verification of original documents and other testimonials at the time of joining
appointment letter shall be issued to the candidate by the HR department which shall be
signed by the concerned Appointing Authority.
Joining Formalities:
OBJECTIVE:
This policy is to ensure that all joining formalities are completed when a new person
joins with the company.
VERFICATION OF CERTIFICATES:
1 HR Department shall verify the following original documents and collect the relevant
Photostat copies at the time of joining.
PAN Number
2. All new entrants shall fill up the following documents at the time of joining.
Induction Procedure
OBJECTIVES:
From G5 and above grade employees will be welcomed by the Group Head
(HR&Admn)
The new employee will be introduced to his Head of the Department after
completion of the initial induction programme.
IMPORTANCE OF COMPENSATION:-
• An ideal compensation system will have positive impact on the efficiency and
results produced by employees. It will encourage the employees to perform better
and achieve the standards fixed.
• It will enhance the process of job evaluation. It will also help in setting up an ideal
job evaluation and the set standards would be more realistic and achievable.
• Such a system should be well defined and uniform. It will be apply to all the levels
of the organization as a general system.
• The system should be simple and flexible so that every employee would be able
to compute his own compensation receivable.
• It will raise the morale, efficiency and cooperation among the workers. It, being
just and fair would provide satisfaction to the workers.
• Such system would help management in complying with the various labor acts.
• Such system should also solve disputes between the employee union and
management.
• The system should follow the management principle of equal pay.
• It should motivate and encouragement those who perform better and should
provide opportunities for those who wish to excel.
• The perfect compensation system provides platform for happy and satisfied
workforce. This minimizes the labour turnover. The organization enjoys the
stability.
• The organization is able to retain the best talent by providing them adequate
compensation thereby stopping them from switching over to another job.
• The business organization can think of expansion and growth if it has the support
of skillful, talented and happy workforce.
Compensation systems are designed keeping in minds the strategic goals and business
objectives. Compensation system is designed on the basis of certain factors after
analyzing the job work and responsibilities. Components of a compensation system are
as follows:
Types of Compensation
• Direct Compensation
• Indirect Compensation
DIRECT COMPENSATION:-
Basic Salary
Salary is the amount received by the employee in lieu of the work done by him/her for a
certain period say a day, a week, a month, etc. It is the money an employee receives
from his/her employer by rendering his/her services.
Conveyance
Organizations provide for cab facilities to their employees. Few organizations also
provide vehicles and petrol allowances to their employees to motivate them.
Bonus is paid to the employees during festive seasons to motivate them and provide
them the social security. The bonus amount usually amounts to one month’s salary of
the employee.
Special Allowance
INDIRECT COMPENSATION:-
It is the right of employee to get adequate number of leave while working with the
organization. The organizations provide for paid leaves such as, casual leaves,
medical leaves (sick leave), and maternity leaves, statutory pay, etc.
Overtime Policy
Employees should be provided with the adequate allowances and facilities during
their overtime, if they happened to do so, such as transport facilities, overtime pay,
etc.
Hospitalization
The employees should be provided allowances to get their regular check-ups, say at
an interval of one year. Even their dependents should be eligible for the medi-claims
that provide them emotional and social security.
Insurance
Organizations also provide for accidental insurance and life insurance for
employees. This gives them the emotional security and they feel themselves valued
in the organization.
Leave Travel
The employees are provided with leaves and travel allowances to go for
holiday with their families. Some organizations arrange for a tour for the employees
of the organization. This is usually done to make the employees stress free.
Retirement Benefits
Organizations provide for pension plans and other benefits for their employees
which benefits them after they retire from the organization at the prescribed age.
Holiday Homes
Organizations provide for holiday homes and guest house for their
employees at different locations. These holiday homes are usually located in hill
station and other most wanted holiday spots. The organizations make sure that the
employees do not face any kind of difficulties during their stay in the guest house.
Unless compensation is provided no one will come and work for the
organization. Thus, compensation helps in running an organization effectively
and accomplishing its goals.
Salary is just a part of the compensation system, the employees have other
psychological and self-actualization needs to fulfill. Thus, compensation
serves the purpose.
The most competitive compensation will help the organization to attract and
sustain the best talent. The compensation package should be as per industry
standards.
As there are nine grades in the company i.e., G1 to G9, the management
is providing three different types of pay packages and they are as follows:
G1 to G5 employees receive
Basic salary
Transportation
Food expenses
Children education
Washing expenses
Conveyance reimbursement
G6 to G8 employees receive
Basic salary
Transportation
G9 employees receive
Basic salary
House rent allowances
Deductions:
Statutory deductions
Statutory Deductions:
Bank Loan
Salary in Advance:
Bank Loans:
If the employee have any bank loans the amount of monthly payment to the
bank is been deducted from the employee’s salary.
Damages:
PETROL REIMBURSEMENT
FOOD COUPONS
TOUR AUTHORISATION
All the employees are reimbursed when they go out for office purpose. E.g. G1 is
eligible for Air
For all remaining employees will get according to their grade eligibility.
G1- 25lakhs
G2- 15lakhs
G3- 12akhs
G4- 10lakhs
G5- 8lakhs
G6- 7lakhs
G7- 6lakhs
G8- 5lakhs
G9- 3lakhs
Every employee after completion of probation period is eligible for LTA. But, they can
avail after completion of 1year of service, they are eligible for one current basic pay.
LTA can avail only for two calendar years.
All the employees transferred from one location to other shall be eligible for following
benefits and allowance. Allowance for packing and transportation of household
goods, vehicle etc. The concerned employees shall be reimbursed expenses
incurred towards packing, insurance, loading / unloading, transportation of house
hold goods, vehicles etc. against the production of actual bills.
Medical Benefits:
All executives, who are not covered under the ESI scheme, are entitled to
reimbursement of medical expenses incurred for self, spouse, children and
dependent parents up to one month’s basic salary every financial year. Managers
and above will be allowed to club their entitlement for LTA and reimbursement of
medical expenses and utilize the same flexibly for both the purposes.
Staff in S1 grade who are not covered under ESI scheme, are entitled to
reimbursement of medical expenses incurred for self, spouse, children and
dependent parents up to Rs. 2500/- per anum. Claim for reimbursement of medical
expenses can be made twice in a financial year i.e. in October and April – not later
than 15th of the month. However, the total amount that can be claimed in a financial
year on both occasions will not exceed the entitlement at (a) and (b) above. Claims
must be made in the prescribed form, supported by medical bills and cash memos
and submitted to Accounts Dept. The un-availed portion of entitlement of any year
can be carried forwarded to the following financial year. The entitlement for
reimbursement of medical expenses will be prorating to the employment during the
financial year. Therefore, if any employee leaves the employment during the
financial year the amount reimbursed in excess of the prorate entitlement will be
recovered from the full and final Settlement dues of the employee.
Every Organization needs the services of trained people for performance the activities in
a systematic way. Training is a collection of action, which enables the organization to
achieve its goals.”Training needs can be identified by deducting the existing skills from
the job requirements.”
In the mid 1940s World War-II, training was first adopted by large commercial
organizations in the west as part of their regular commercial activity. Thus western
companies created formal training functions in their organizational structure. Initially, the
training was limited to technical training. Nevertheless, as competition grew, commercial
organizations experienced a need for management training because of the complexities
involved in the management of large organizations.
Training is the act of increasing the knowledge and skills of an employee for doing a
specified job. It can be viewed as a systematic planning process which has its
organizational purpose to impart and provide learning experience. This is done with a
view to bring about improvement in greater measure in meeting the goals and objectives
of the organizations.
Training is also an organized procedure for increasing the knowledge and skills of
people for a specific purpose. It helps the trainees acquire new skills, technical
knowledge, and problem-solving ability etc. It also gives an awareness of the rules and
procedures to guide their behavior thereby improving the performance of employee on
present job and prepares them for taking up new assignments in future.
Definition of Training:-
“The process of aiding employee to gain effectiveness in their present and future work.”
-Richard P.Calhoon
Broadly speaking training is the act of increasing knowledge and skill of an employee for
doing specified job. It involves active participation by the employees.
1. Job Requirements. Employees selected for a job might lack the qualifications
required to perform the job effectively. New and inexperienced employees require
detailed instruction for effective performance on-the-job. In some cases, the past
experience, attitudes and behavior patterns of experienced personnel might be
inappropriate to the new organization. Remedial training should be given to such
people to match the needs of the organization.
2. Technological changes. Technology is changing very fast. Now automation and
mechanization are being increasingly applied in offices and service sector. Increasing
use of fast changing techniques requires training into new technology. For instance,
staffs in public sector bank are being trained due to computerization of banking
operations. No organization can take advantage of latest technology without well-trained
personnel. New jobs require new skills. Thus, both new and old employees require
training.
4. Internal Mobility. Training becomes necessary when an employee moves from one
job to another due to promotion and transfer. Employees chosen for higher level jobs
need to be trained before they are asked to perform the higher responsibilities. Training
is widely used to prepare employees for higher level jobs.
Importance of Training
3. Less Learning Period. A systematic training program helps to reduce the time and
cost involved in learning. Employees can more quickly reach the acceptable level of
performance. They need to waste their time and efforts in learning through trial and
error.
4. Cost Reduction. Trained employees make more economical use of materials and
machinery. Reduction is wastage and spoilage together with increase in productivity help
to minimize cost of operations per unit.
Maintenance cost is also reduced due to fewer machine breakdown and better handling
of equipments. Plant capacity can be put to the optimum use.
5. Low Accident Rate. Trained personnel adopt the right work methods and make use
of the prescribed safety devices. Therefore, the frequency of accidents is reduced.
Health and safety of employees can be improved.
7. High Morale. Proper training can develop positive attitudes among employees. Job
satisfaction and morale are improved due to rise in the earnings and job security of
employees.
8. Personal Growth. Training enlarges the knowledge and skills of the participants.
Therefore, well-trained personnel can grow faster in their career. Training prevents
obsolescence of knowledge and skills. Trained employees are a more valuable asset to
any organization.
(ii) Higher Earnings. Trained employees can perform better and thereby earn more.
(iii) Safety. Training helps an employee to use various safety devices. He can handle
the machines safely and becomes less prone to accidents.
(v) Promotion. Through training, employee can develop himself and earn quick
promotions.
(vi) New Skills. Training develops new knowledge and skills among employees. The
new skills are a valuable asset of an employee and remain permanently with him.
Types of Training
Training is required for several purposes. Accordingly, training programs may be of the
following types:
2. Job Training. It refers to the training provided with a view to increase the knowledge
and skills of an employee for improving performance on-the-job. Employees may be
taught the correct methods of handling equipment and machines used in a job.
3. Promotional Training. It involves training of existing employees to enable them to
perform higher level jobs. Employees with potential are selected and they are given
training before their promotion.
All training activities must be related to the specific needs of the organization and the
individual employees. A training program should be launched only after the training
needs are assessed clearly and specifically. The problem areas that can be resolved
through training should also be identified.
(a) Analysis of Objectives. The long-term and short-term objectives and their relative
priorities are analyzed. Specific goals and strategies for various departments and
sections should be stated as a means for achieving the overall organizational objectives.
(b) Resource Utilization Analysis. The allocation of human and physical resources
and their efficient utilization in meeting the operational targets are analyzed. In order to
examine in detail the inputs and outputs of the organization.
2. Task or Role Analysis. It is a systematic and detailed analysis of jobs to identify job
contents, the knowledge, skills and aptitudes required and the work behavior. On the
part of the job holder, particular attention should be paid to the tasks to be performed.
3. Manpower Analysis. In this analysis, the persons to be trained and the changes
required in the knowledge, skills, and aptitudes of an employee are determined.
Moreover, this analysis should be integrated in a carefully designed and executed
program.
Training Methods
Training Methods
START PERFORMANC
E APPRAISAL
FORMS
NEED IDENTIFICATION
SR.MANAGEME
NT STAFF
SUMMARIZE THE NEEDS
OBSERVATION
JOB
RELATED CLASSIFICATION / GROUPING THE NEEDS BEHAVIORAL
PREPARATION OF TRAINING
CALENDAR
EXTERNAL
CONDUCT TRAINING PROGRAMMES
(TRAINING INSTITUTE
/ BODIES)
PROGRAMME
COLLECTION OF FEED BACK EFFECTIVENES
S
FACULTY
SUMMARIZE THE FEED BACK
/AGENCY
RATING
SHARING THE FEED BACK
FOLLOW UP ON PROGRAM
EFFECTIVENESS
REVIEW END
OBJECTIVE
The objective of this policy is to help build a skilled, well-trained and professional
workforce; to strengthen organizational leadership; and to adopt leading-edge
management practices to encourage innovation and continuous improvements in
performance.
employees at all levels will acquire and maintain the knowledge, skills and
competencies related to their level and functions;
SCOPE
• These guidelines are applicable across the Organization and to all levels and
categories of the employees.
• Training and development can be defined as any activity designed to help
individuals become more effective at their work by improving, updating or refining
their knowledge and skills. It encompasses a range of activities including, for
example, involvement in various projects, attendance at training courses,
• conferences or seminars, visits to other institutions, work shadowing, formal
study, coaching and mentoring.
PROCESS
At IVRCL the learning programs are conducted according to the needs of employees,
as well as organization. The programs are conducted both internally and externally. The
number of programs conducted externally was 31 and internally were 33 during April 1st
2008 to Feb. 28th 2009. The employees trained internally were 1709 and externally were
119 during April 1st 2008 to Feb. 28th 2009 (Exhibit 3 & 4). Maximum amount was spent
in conducting external programs Rs.639368. These training programs nomination are
organized every month either in-house or externally according to the requirement and
needs of the employee in the organization. Various institutes organize these programs
for the growth and development of people as well as organization as a whole.
Management has allocated Rs.100 Lakh for Training for FY2008-09 and we have our
own facility for conducting In house training.
By training nomination, the employees who are required to be trained are nominated
and then sent to the training programs, either internal or external.
By appraisal method the head of each department identify the strengths and
weaknesses of their employees during the time of appraisal period.
Fresher training.
Induction training.
In-house training.
External training.
Library facility.
Need Identification:
A training program should be established only when its need is felt in the organization in
order to solve operational problems. The need for Training and Development is initiated
and identified by the organization, for this performance appraisal forms are used as tool
for performance management. During the time of appraisal the head of each department
identify the strengths and weaknesses of their employees. This helps in knowing those
employee who are required to be trainee further in order to increase their motivation,
effectiveness towards his/her job. They also take into account senior management staffs
who appraise their subordinates’ competency level for a particular job.
The training and development needs are consolidated & are sequenced and are
described as observable, measurable behavior involved in the performance of Task/Job.
It involves a systematic process of identifying specific tasks to be trained. While deciding
what to train, two guiding factors are used - - Effectiveness and Efficiency. The best
program within acceptable cost is met. Often it helps to select tasks for training dividing
them into two groups.
Job Related: The persons are trained according to the job demanded. This can be done
through on-job training organized internally.
The company receives broachers from different institutes regarding various training
programs which is about to be conducted in the following month or year.
The company conducts Management development programs (MDP) for training the
employees internally. These are filed according to the dates and months mentioned
there. The training resources both internal and external are identified and the training
inputs which are required with the training are shared.
An Estimation of the cost should be done properly and then it should be implemented.
Organizations must be able to plan and budget their resources. Preparation of
perspective plan for training is made to make a realistic budget. If the budget is not
correct for the first time still it is performed to give the training staff a goal to aim for.
If the resources to implement the best training strategy are not available or either ways
all the personnel involved in the project are brought in on the decision making process.
This includes both clients and training developers, this helps in making correction and
getting approval by the concerned.
When the broachers are received these are arranged and prepared date wise and
month wise and are given to different department heads for their references. The
training calendars should be in requirement with both individual and organization. These
are prepared for a financial year from April to March.
The question arises where to conduct training and development programs the following
choices are:
The training programs conducted should adapt cost effective means both in-house and
outside. It should not be affecting the work schedule of the organization.
After the employees come back from training program they are issued the feed back
forms and are asked for their feedback asking how they felt about the program, how is it
beneficial to them, their views and suggestions? They are required to fill the forms
honestly and carefully.
Collection of Feedback
The feedback is collected to know the program effectiveness and faculty /agency rating.
This is done so that in future the same agency / faculty is approached further for training
of other employees.
EMPLOYEE APPRAISAL:
After the employee has been selected, placed and inducted, he / she must be appraised
next. Performance appraisal is the act of increasing knowledge and skill of a employee
for doing a certain job. Individual should develop and progress simultaneously for their
survival and attainment of mutual goals. Performance appraisal is the organized
procedure by which people acquire knowledge or skill for a definite purpose .No
company has a choice of whether to rate appraisal or not, but the only choice is the
method of performance. At present performance appraisal of employees is necessary
because many jobs have assumed a highly technological character and under
automation we require highly skilled operatives.
The performance can be defined as
DEFINITIONS:
“It is the systematic evaluation of the individual with respect to his or her
performance on the job and his or her potential for development.”
Establish job
expectations
Design appraisal
programme programme
Appraise performance
Performance interview
Purposes
PURPOSE:
A better performance appraisal system should also focus on the individual and his
development, so as to make him achieve the desired performance. The developmental
focus of appraisal in rather new and have come as a result of research in behavioral
sciences. It suggests that while results are important the organizations should also
examine and prepare their human resources to achieve the results. Performance
appraisal has direct linkage with such personnel systems as selection, training, mobility
etc., Appraisal and selection have a lot to do with the criteria or job expectation .Well-
developed job descriptions can be extremely useful in not only selecting people but also
evaluating them on the same criteria.
OBJECTIVES OF APPRAISAL:
To understand the nature of appraisal it might be useful to look at its objectives. Almost
all organizations practice performance appraisal in one form or the other to achieve or
more objectives. These objectives may vary from organization to organization and also
in the same organization from time to time.
There certain stages while evaluating the performance of an individual mostly they
consider factors relating to the job and their behavior in the organization.
This should be done for every employee at each level in every department, accordance
with the organizational goals. These standards should be clear and objective, capable of
being understood and measured.
The focus here is to note the deviations in the actual performance from the set
standards.
To ensure that the appraisal is transparent and free from bias or subjectivity, discuss
with the concerned employees. The employees may raise his /her objections in case the
appraisal is far from reality. Free exchange of such information reduces not only the
scope for subjectivity errors in the process of appraisal but also may strengthen the
morale and self-esteem of the employees. When the appraisal is positively or negatively
particularly, where the appraisal is negative, the employee is to be handled with a lot of
care so that he does not get disillusioned.
Identify and initiate the corrective action where necessary suitable corrective action may
be identified and initiated immediately. At times, this may yield only temporary results
.Immediate corrective action is often described as ‘putting out fire ‘. Most often, this may
not be the solution. It is necessary to identify the source of deviation and try to adjust the
difference permanently. This calls for corrective action for permanent results. Though it
may be difficult or time consuming to go to the source of deviation, it saves time and
resources tomorrow when the problem may get bigger.
BASIS OF PERFORMANCE APPRAISAL:
• Quality
• Quantity
• Timeliness
• Cost effectiveness
• Need for supervision
• Interpersonal impact
WHO WILL APPRAISE?
The performance supervisor is the right person to evaluate the performance of the
employee. It is because the supervisor monitors the progress of the employee on a day-
to-day basis.
SUBORDINATES:
The subordinates access the performance of the manager and this is not very common
in our country, at least.
This is called self-appraisal. The manager is encouraged to access his own performance
and forward this report to the management for necessary action.
USERS OF SERVICES:
Most of the times, the customers of the services are the real judges of the performance
the department. The personnel in the service department can be assessed based on the
customer satisfaction surveys.
CONSULTANTS:
More often, an outside consultant is engaged for appraising the performance of the
employee at different levels. This method is preferred to overcome the problem of bias
or subjectively in the process of appraisal. The success of performance appraisal richly
depends on how best it is carried out in an unbiased manner performance appraisal is a
tool to diagnose the deficiencies of the employee’s skill and knowledge, and also to
determine their training and development needs.
To make and effective evaluation of the performance of appraise, the appraiser should
select a particular technique. Several methods and techniques of appraisal are available
for measuring
the performance of and employee. There are differed for various reasons. They are
broadly categorized in two categories.
Traditional methods
Modern methods
TRADITIONAL METHODS:
The traditional method lay emphasis on the rating on the individual’s personality &
responsibility, creativity, integrity leadership potential, intelligence, judgment,
organization ability, etc.,
3. Grading
4. Graphic rating scales
7. Checklist
9. Critical incidents
MODERN METHODS:
1. Assessment centers
This is one on the latest and widely used method of performance subordinates do the
appraisal .Hence this is a method where each and every person with whom the
employee may interact during his work does the appraisal of one person .This is an
effective method among all since this is method in which there is a possibility of hundred
percent discussions with people disregarding with their cadres and also possible for
receiving more ideas from all. They may include the security guard, the receptionist, the
sweepers evade boys and of course his superior, subordinates and peers.
• Create a culture of excellence that inspires every employee to improve and lend
himself or herself to be assessed.
• Align organizational objectives to individual aspirations
• Clear growth paths for talented individuals.
• Provide new challenges to rejuvenate careers that have reached the plateau stage.
• Forge a partnership with people for managing their careers.
• Empower employees to make decisions without the fear of failing.
• Embed teamwork in all operational processes
• Debureaucratise the organization structure for ease of flow of information
Appraising Teams
5. Compare the adjusted performance with standards and find out deviations, if any.
It offers a rare change for a supervisor and subordinate to have “time out” for a one-on
one discussion of important work issues that might not otherwise be addressed.
Appraisal offers a valuable opportunity to focus on work activities and goals, to identify
and correct existing problems, and to encourage better future performance. Thus the
performance of the whole organization is enhanced.
For many employees, an “official” appraisal interview may be the only time they get to
have exclusive, uninterrupted access to their supervisor.
What is performance?
Behavior
Outcome
CARKHUFF’S equation for human productivity
EFFICACY=EFFICENCY +EFFECTIVENESS
3. Ability to achieve stated goals or objectives, judged in terms of both output and
impact
PERFORMANCE INDICATORS
Performance strategies can be worked out once we are clear of our performance goals.
Now we can plan how to achieve the desired performance goals.
PERFORMANCE REQUIREMENTS
These strategies may define what kind of resources, human or non-human, are
required, what are the current resources, what are the gaps in the resources, how are
we going to fill these resources gap and what is the time frame for the same, so that we
have enough resources at the earliest to extract desired performance objectives.
Further, we also need to assess, our current manpower / skills available, competencies
available in the organization and their current proficiency levels, and to what extent their
proficiency levels need to be improved to achieve performance goals. This gives us gaps.
PERFORMANCE ON:
Planning:
Identify and understand if current job profiles, roles are consistent to extract desired
performance. If there is any role conflict or need to realign or redefine certain job profiles
or positions, do the rework and structure each job profile in each function that enables
the job holder to give expected results as per KRAs. Further clarify transparently division
of labor where each employee has enough workload. So that performance doesn’t get
stressed and stretched. High level of employee engagement is required. Manpower
planning is also an important aspect at this stage. Conduct a thorough analysis of
existing manpower structure, desired manpower.
Ensuring organization has the right infrastructure to deliver performance is also very
essential. Ensure the company has enough resources like required technology, tools &
equipments, facilities, infrastructure etc., that facilities performance without any
disturbances.
Policy:
Right policy framework is also a key to understand company’s performance philosophy,
performance expectations and the manner in which performance has to be delivered. A
detailed performance management policy needs to be defined which outlines company’s
performance framework, measurement and assessment methodologies, rewarding and
awarding mechanisms, and performance improvement facilities etc.
Once the business \ functional score card is frozen, the superior and the employee
should meet to clarify expectations from their key customers \ departments and each
other. This input should be converted into performance goal to be met during the
review period.
Conceptual Approach
2. Human nature is essentially constructive and social: At heart, people are self-
motivated to develop themselves
A relationship based on empathy, warmth, respect and genuineness is necessary for the
success of any coaching initiative.
Performance Review:
The superior while reviewing the performance of the employee shall try to take
feedback from as many sources as possible in order to arrive at a reasonably objective
conclusion. It would be ideal if the superior regularly gets this input from the relevant
departments to avoid any bias. The superior then analyzes goal achievements data,
self – development efforts and the feedback from customers, suppliers or plant
managers. The superior may call the employee to present his\her performance during
the review period and seek clarification wherever required. During the exploratory
meeting, the superior must not give any performance feedback or the rating to the
employee.
HALO EFFECT
The halo effect is the tendency to rate someone high or low in all categories because
he or she is high or low in one or two areas.
RECENCY BIAS
Tendency to assess people based on most recent behavior and ignoring behavior that is
“older”.
LENIENCY BIAS
STRICTNESS BIAS
CENTRAL TENDENCY
Central tendency is when one tends to put everyone in the middle of the road and all of
your subordinates as “competent”.
PERSONAL BIAS
This occur when a rater gives a higher rating because the employee has qualities similar
to him or her (or a lower rating because the employee has dissimilar qualities)
a) Superior gives feedback and review performance of their team at various times during
the year. However the feedback and development plan at the end of the performance
cycle is important, as it is a holistic review taking inputs from various departments.
At the same time, the development plan needs to be prepared in congruence with the
self-development plans, technical and behavioral needs and career aspirations and spelt
out by employee in the performance appraisal form to enable better performance.
It is likely that some employees would be disappointed when they receive the final
rating. It is the job of the superior to manage the aspiration of different levels of
performance and keep them motivated. It is necessary that the superior discusses the
rating in detail with the employee and explain the rationale.
Performance appraisal also linked to the reward system of the organization. Merit pay
increases and individual bonuses are a function of individual, business and organization
performance.
Role of the Employee: Employee are expected to clarify expectations from their key
departments who may be their immediate superior, customers, peers and subordinates
at beginning of the review period and use the same as an input for framing goals.
Employees are also expected to proactively seek performance feedback from key
departments. During the yearly review, the bonus is on the employees to seek
clarification on the expectations and give an honest feedback to his superior.
The employee is also required to give honest input at the end of the review period about
the quality of the process, feedback and the improvement areas at job.
The employee should proactively seek the execution of the development plan with both
the superior and the concerned HR. Role of the Supervisor: Supervisor is expected to
ensure that the goals are set and signed off as per organizational timeliness. In
Business Units or functions where goals change frequently based on changing upstream
priorities, the supervisor must chart out a broad roadmap as goals for his team. In case
the employee has project goals, the supervisor needs to involve the employees at the
time of goal setting.The supervisor should give sufficient comfort to the employee so that
he\she is able to respond with honest feedback. However, it must be made clear by the
supervisor that the rating given are non-negotiable and cannot be altered following the
final discussion and closure unless it is prima facie evident that a gross injustice has
been made. The supervisor may call the employee during the review period to
understand what the employee had written and seek clarification wherever required. The
superior is accepted to follow with respective HR to implement the development plan.
Role of HR: HR has to support and educate the managers (supervisors and employees)
in administrative and technical areas such as coaching and feedback. HR will also help
in implementing the development plan and analyze the closure section for monitoring
quality of feedback.
S = Be Specific.
M = Measurable.
A = Accurate.
R = Realistic.
T = Time Bound.
Exceeds expected Meets expected Meets most of Does not meet expected
targets. targets. expected targets. targets.
While evaluating an employee the weight ages are fixed basing on kRAs achieved and
employee attributes. The scores are as under:
KRAs Achieved : 75
100
Attributes :25
Planning Reviewing
Performa performan
Managing Rewarding
Performa performan
Performance Appraisal Flow Chart:
Appraisee Corp. HR
Corp. Appraise
/appraiser (filled in
r (Mid
KRAs for
HR (KRAs fixing)
Corp. HR
(For
Appraiser Appraise Records)
(For final e
Appraisal)
(For self
Reviewer
(For Review)
Corp. HR
(Finalization)
STEPS:
1. Collecting Attendance.
2. Updating of records.
3. Calculation of payroll.
4. Distribution of salary.
PROCEDURE:
After employee placement/joining the recruitment section handovers the details of the
employees enclosed in a file to the payroll department. In IVRCL Pay Roll process starts
from 25th of every month. First part is attendance, which will be coming from last 26 th to
25th of the month. Salary is paid for 1st to 31st but attendance is calculated from 25th to
26th of the month. The Pay Roll department then looks after the following aspect of the
employees.
ATTENDANCE:
1. Leaves
2. Advances
3. Transfer order
4. New Joining
5. Left.
Leaves: There are three types of leaves.1.Casual leave 2.Sick leave 3.Earned leave
.Casual leaves-10
Sick leaves-10
Earned leaves-20
1. CASUAL LEAVE:
ELIGIBILITY:
The employees who join the organization during the year will be entitled to CL
on prorate basis to their service in that year.
GENERAL CONDITIONS
ELIGIBILITY:
All Trainees, Probationers and Permanent employees of IVRCL (irrespective of
grades) are entitled to SL of 10 working days in a calendar year.
ESI coverable employees are also entitled to 10 days SL. But whenever they availed
ESI SL benefits, they should not availed company SL and this period will be shown in
our payroll as LOP. The employees who join the organization during the year will be
entitled to only the SL on prorata basis to their service in the year.
ACCUMILATION OF SL:
SL can be accumulated up to 60 days and the leave in excess of the same will be
lapsed.
GENERAL CONDITIONS:
The SL will be credited in the beginning of the calendar year.
Sick Leave is not encashable.
The un-availed S.L will be carried forwarded to the following year.
SL can be combined with EL if the employee does not have sufficient SL to meet
the requirement.
Sick Leave is a contingency leave to be availed only when an employee is
disabled to work on account of sickness. Sick Leave should not be treated as a
substitute for Casual Leave.
Holidays and Weekly offs falling during the Sick Leave shall be counted as part
of Sick Leave only.
3.ENCASHMENT OF EL:
Applications for EL must be made in the prescribed Leave Card at least 15 days
in advance and sanctioned by the Head of the Department and should be submitted to
the HR Dept. prior to proceeding on leave.
GENERAL CONDITIONS:
2. Advance: If the employee takes any advance salary it is shown in the remarks
column.
3. Transfer Order: After joining if a requirement is seen in any other particular area he
is posted there or if the employees needs transfer due to some problems and the
particular vacancy is available then he is transferred there.
4. New Joining: If any new employee joins his particulars are entered in the recorded.
1. Temporary Employees
2. Trainees-1yr
3. Permanent
4. Probation-6 months
STEPS:
Resignation Acceptance.
No dues certificate.
Full & Final settlement copies send to account department for verification.
The employee fills up the forms and sends it back, then P.F section members
sends the form to Government Office according to the norms they make
payment to the employees via bank.
4.10Statuary compliance
The Act extends to the whole of India except the State of J&K. It is applicable to:
Salary Limit: Rs.6500/- (Inclusive of all allowances getting through salary slip)
Date of Eligibility: From the Date of joining onwards irrespective of whether he/she is
already member or not.
Once EPF Act is applicable, automatically, Employees Pension Scheme, 1995 and
Deposit-Linked Insurance Fund are also applicable.
Obligation of Employees:
For becoming ESI Member, no Overtime amount is taken into account, but for
contribution purpose, it is taken into account.
Maternity Benefit Act and Workmen Compensation Act are not applicable where ESI Act
is applicable.
Return of Contributions
Note: In the remarks column of the return the date of appointment and the date of
leaving service should be duly filled-in.
The period, during which an employee is entitled to, or avails of a benefit, is called the
‘benefit period’. The amount of benefit is calculated with respect to the contributions paid
during the corresponding ‘contribution period’, which are as follows:
(i) 1st April to 30th September 1st January of the following year to
30th June.
Every member employee shall be provided a Permanent Identity Card. The employer
shall hand over the Identify Cards to those employees who have been in employment for
atleast 3 months and obtain his signature/thumb impression on the Identify Card and in
a register in token of receipt of the card. If any employee leaves service before 3
months, his Identify Card and Temporary Identification Certificate should be returned to
the Regional Office.
The employer may deduct the employees contribution from his wages in respect of the
period for which the contribution is payable.
No deduction shall be made from the wages of any employee, for the employer’s
contribution paid or payable in respect of him.
The employer shall not reduce wages or discontinue or reduce any benefits conferred
under the conditions of services payable to an employee, on account of his liability for
contributions payable under the Act.
Gratuity Formula:
26
Objectives
The Maternity Benefit Act, 1961, aims at regulation of employment of women employees
in certain establishments for certain periods before and after child birth and provision of
maternity and certain other benefits. Some State Acts also provide for additional benefits
such as free medical aid, maternity bonus, provisions of crèches, additional rest
intervals, etc.
However, the Act does not apply to any such factory/other establishment to which the
provisions of the Employees’ State Insurance Act are applicable for the time being. But
where the factory/ establishment is governed under the E.S.I Act, and the woman
employee is not qualified to claim maternity benefit under section 50 of that Act, because
her wages exceed Rs. 3,000 p.m. (or the amount so specified u/s 2(9) of the ESI Act), or
for any other reason, then such woman employee is entitled to claim maternity benefit
under this Act till she becomes qualified to claim maternity benefit under this Act till she
becomes qualified to claim maternity benefit under the E.S.I Act.
Employees Entitled
Every woman employee, whether employed directly or through a contractor, who has
actually worked in the establishment for a period of at least 80 days during the 12
months immediately preceding the date of her expected delivery, is entitled to receive
maternity benefit.
The qualifying period of 80 days shall not apply to a woman who has immigrated into the
State of Assam and was pregnant at the time of immigration.
For calculating the number of days on which a woman has actually worked during the
preceding 12 months, the days on which she has been laid off or was on holidays with
wages, shall also be counted. There is neither a wage ceiling for coverage under the Act
not there is nay restriction as regards the type of work a woman is engaged in. Female
workers engaged on casual basis or on muster roll on daily wages are also entitled to benefit
under the Act since there is nothing in the Act which confers the benefit only on regular woman
employees.
Amount of Benefit
The maternity benefit is payable to a woman worker at the rate of average daily wages
for the period of her actual absence, during the benefit period. Wages for his purpose
includes basic wages, dearness and house rent allowance, incentive bonus and money
value of concessional supply of food grains and other articles.
(i) up to and including the day of her death, in case she dies without
delivering a child;
(ii) for the entire period, in case she dies after delivering the child; or
(iii) up to and including the day of child’s death, in case the child also dies
during that period.
The benefit is payable for a maximum period of 12 weeks of which not more than
six weeks shall precede the date of her expected delivery.
Objectives
The Workmen’s Compensation Act, 1923, aims to provide workmen and /or their
dependents some relief in case of accidents arising out of and in the course of
employment and causing either death or disablement of workmen.
The Act extends to the whole of India and tie applied to railways and other transport
establishments, factories, establishments engaged in making, altering, repairing,
adapting, transport or sale of any article, mines, docks, establishments engage in
constructions, fire-brigade, plantations, oilfields and other employments listed in
Schedule II of the Act. The workmen’s Compensation (Amendment) Act, 2000 w.e.f.
8.12.2000 has brought all the workers within its ambit irrespective of their nature of
employment i.e. whether employed on casual basis or otherwise than for the purposes
of the employer’s trade or business. For the first time, casual labourers will be provided
compensation for death or disability. Earlier the Workmen’s
Compensation (Amendment) Act, 1995 extended the scope of the Act to cover workers
of newspaper establishments, drivers cleaners, etc. working in connection with a motor
vehicle, workers employed by Indian companies abroad, persons engaged in spraying
or dusting of insecticides or pesticides in agricultural operations, mechanized harvesting
and thrashing, horticultural operations, and doing other mechanical jobs. Even the
cooks employed in hotels, restaurants using power, liquefied petroleum gas or any other
mechanical device, in the process
of cooking are covered. Establishments which are covered by the Employees State
Insurance Act, outside the purview of this Act.
Employees Entitled
Every employee (including those employed through a contractor and also casual
employees), who suffers an injury in any accident arising out of and in the course of his
employment, shall be entitled for compensation under the Act.
Amount of Compensation
(b) In case of total permanent disablement 60% of the monthly wages x relevant
factor
is more.
(specified in Schedule I)
Notes:
(i) ‘Relevant Factor’ for calculation of the amount of compensation have been
(ii) Where the monthly wages of an employee exceed Rs. 4000; his monthly
wages for the purposes of case (a) and 9b) above, shall be deemed to be Rs. 4000 only.
---------------------------------------------------
12
(b) Where the workman has been in continuous service of the employer for a
period of less than 12 months, preceding the accident:
Same work)
12
Medical Examination
The employer may get the concerned workman examined by a qualified medical
practitioner, within 3 days from receiving the notice of accident. The employer must
present himself for such examination otherwise he shall loose his right to the
compensation.
Failure of employer to have the workman medically examined, does not debar him from
challenging the medical certificate produced by the workman.
4.11 HSEQ
There is a possibility of occurrence of risk either from external and internal sources.
External sources hear referred to infrastructure and internal sources referred to Behavior
of employees. HSEQ is involved in regulation and controlling the risks involved in jobs.
How to control?
How it does?
Formally and structured site induction training program are conducted by them and
make aware of-
ACIVEMENTS:
ISO- 9001:2008
ISO-14001:2004
OHSAS-18001:2007
OBJECTIVE:
Safety is a culture, not a program. The combined commitment and participation of the
entire organization is necessary to create and maintain an effective safety culture. Every
person in the organization, from the top management of the corporation to the newest
employee, is responsible and accountable for preventing injuries.
Employees must be trained to work safely. Awareness of safety does not come
naturally. We all need to be trained to work safely. Effective training programs both teach
and motivate employees to be a productive part of the safety culture.
Safety is a condition of employment. The employer must exhaust every reasonable
means to lead, motivate, train and encourage employees to maintain a safe workplace.
But, in the event the employee refuses to take the actions required to work safely, the
employer must utilize a system of progressive discipline to enforce safety requirements
and ensure the cooperation of the employee, or remove the employee from the
workplace to protect the employee and his/her co-workers.
All injuries are preventable. Sometimes accidents occur without the apparent
indication of fault or blame. But there is always some chain of events that occurred
leading up to the accident that, had we recognized the eventual outcome, changes could
have been made. The fundamental belief that injuries are, by their nature, preventable is
a catalyst that encourages us to prevent injuries.
Safety programs must be site-specific with recurring audits of the workplace and
prompt corrective action. The purpose of the workplace audit is to discover and
remedy the actual hazards of the site before they can injure workers. Recurring hazard
analyses, comprehensive inspections and aggressive investigation of accidents or near-
misses discover potential workplace hazards and identify weaknesses in safety plans,
programs, policies and procedures. Safety regulations and generic safety programs are
not sufficient means to discover hazards because they are not specific to the individual
workplace. A safety audit program is site-specific. Whenever a safety deficiency is found,
prompt action is required both to overcome the hazard and to reinforce the message
that safety is a priority.
Safety is good business. Reducing workplace injuries and illnesses reduces the costs
of workers’ compensation, medical expenses, potential government fines and litigation
expenses. Effective workplace safety is not an expense. It is an asset. A properly
managed safety culture based on these eight principles of workplace safety will produce
employees who participate actively in training, identify and alert one another and
management to potential hazards and feel a responsibility for their safety and the safety
of others. Accepting safety as an ethical responsibility demonstrates a sincere concern
for each employee, which establishes the foundation for an effective safety culture
IVRCL infrastructures & projects Ltd. Is implementing IMS with the following philosophy:
• Service quality
• Customer satisfaction
• Leadership objectives
• Continual improvement
• Sensitivity to environment
• Legal compliances
IVRCL is ISO certified company which has three separate divisions until it has been
implemented IMS policy. The three divisions were Quality, Environment and safety. As a
result of IMS policy IVRCL is forbidden by the rules and regulations of ISO by maintaing
safety, health, quality and environmental factors at the sites/projects.
Auditing is done both internally and externally at the sites/projects by the authorized
persons appointed by the ISO and organization. Internal audit is done once in six
months while the external audit is done once in nine months. The company has acquired
IMS certificate which is valid for 3 years and can be renewed after the expiry by filing the
necessary documents.
IVRCL makes sure that protective and safety measures are taken at the sites in
preventing the labour from the fatal accidents. Quality checks are done very often to
overcome the later damages that could occur after the completion of the site/project.
The following are the safety measures that are followed at the site by the labours:
1. Safety Helmet
3. Dust mask
4. Ear Muffs/Earplug
7. Safety Nets
YES 10 62%
NO 2 23%
Interpretation:
62% of the respondents say that structured interviews are not part of
Recruitment & Selection process. And the rest of the respondent says don’t
agree with it and some of them not given the response
YES 10 <YES>
NO 2 <NO_>
3. Applicants for this job take formal tests before being hired.
YES 2 <YES>
NO 11 <NO_>
Interpretation:
85% of the respondents say that they do not take formal tests before being
hired.
4. On Average, how many hours of formal training do you get in this job?
1–5 6 <YES>
5 – 10 3 <NO_>
10 - 15 3 <I_DONT_KNO
W>
15 above 1 8%
Interpretation:
46% of the respondents expressed that only a few hours of formal training is
given by the organization.
YES 9 <YES>
NO 4 <NO_>
6. Pay raises for employees in this job are based on job performance.
YES 10 <YES>
NO 3 <NO_>
77% of the respondents expressed that pay raises are completely based on
the performance.
YES 6 <YES>
NO 5 <NO_>
46% of the respondents are aware of the HR Policies & Procedures. Nearly
40% of the respondents are not aware with the policies & Procedures.
YES 4 <YES>
NO 8 <NO_>
62% of the respondents expressed that their views are not considered and or
not involved in the decision making process.
<S_NO> .<questions>
NO <sample2> <NO_>
6 description statements are listed in this section. Judge how frequently each statement
fits you by circling the number 1-5.
From the above description statement that are listed in this section. The response from
the employees of the IVRCL is different that we guess from them coming to the
individual statements of the response let us observe them. The following response of the
above statements.
Statement ::1:: among the 13 responses 8 response rated it to the power of 3 and
the remaining 5 rated to the power of the 4
Statement ::2:: among the 13 responses 5 response rated it to the power of 4 and
the remaining 5 rated to the power of the 4 and reaming 3 rated I to the power of 2
Statement ::3:: among the 13 responses 4 response rated it to the power of 3 and
the remaining 5 rated to the power of the 4 and reaming 4 rated I to the power of 4
Statement ::4:: among the 13 responses 10 response rated it to the power of 5 and
the remaining 3 rated to the power of the 4
Statement ::5:: among the 13 responses 5 response rated it to the power of 5 and
the remaining 5 rated to the power of the 3 and reaming 3 rated I to the power of 2
Statement ::6:: among the 13 responses 5 response rated it to the power of 3 and
the remaining 8 rated to the power of the 4
7. Use of a culture based teamwork rather than structure based small groups
8. Use of employee attitude surveys for communicating as well as gauging the
progress of change process
12. SHRM concepts must be introduced in the HR Policies & Procedures, so that the
future challenges are successfully handled
13. Employees should know the review of performance appraisal once the appraising
is done, so that the employee will try to rectify the weaknesses.
14. Have to ensure that right candidate is at the right job, so that more efforts can be
expected from them with utmost job satisfaction.
16. Corporate Governance must be given a priority in the Company’s Policy, being
the top company.
Conclusion
As discussed in the executive summary, IVRCL believes in the power of “resourceful
humans”. Cultural Initiatives like Family Day, Community Development Programs has
lifted the morale of the employees.
It can not however be said that the HR practice bundle is cause of success of any
successful and visionary company. Instead it seems that innovative HR practices are a
reflection of overall vision of the leaders whose only source of motivation is not the
bottom line.
It gives me immense pleasure to conclude with the findings of my study.
This study helped me in fulfilling the gap between the theory that I had learned and its
application that I need to put into practice in my career.
Bibliography
1. www.ivrcl.com
2. www.nicmar.in
5. Scribd.com
6. www.a2zmba.com
7. HR Manual – IVRCL
Questionnaire on HR Practices
Name: Employee
Code:
Designation: Dept.:
HR Practices Questionnaire
3 Applicants for this job take formal tests (paper and pencil or work
sample) before being hired.
A) 1 – 5 B) 5 – 10 C) 10 – 15 D) 15 above
5 Employees in this job regularly (at least once a year) receive a formal
evaluation of their performance.
6 Do you think that Pay raises for employees in the job are based on job
performance?
6 description statements are listed in this section. Judge how frequently each statement
fits you by circling the number 1-5.
1 = Strongly Disagree 2= Disagree 3=Indifferent 4=Agree 5=Strongly Agree
Thank
you….