Professional Documents
Culture Documents
TABLE OF CONTENTS
Acknowledgement
Introduction
Occupational and health policy
HR practices at Maruti Suzuki
Recruitment
Fraudulent policy at Maruti Suzuki
Selection
Training and Development
Training program for Sales Executives/ Branch
3
4
5
6
7
8
9
10
11
Heads
Performance Appraisal
Maruti adopts 360 appraisal system
Promotional policies
Surveys conducted
References
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14
15
16
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ACKNOWLEDGEMENT
The goal was fixed, moves theyre calculated and they moved with full enthusiasm, vigour and keen
interest.
Its a sheer pleasure for us to state with candidly that this entire project is a heartily attempt to reach
maximum accuracy. They highly express our sincere thanks to Dr. Neetu Jain who helped us
throughout the project.
Last but not least I would like to pleasure a word of appreciation to our family and friends who
supported and helped us to make this project a success.
OBJECTIVES
INTRODUCTION
Maruti Suzuki India Limited, commonly referred to as Maruti and formerly known as Maruti
Udyog Limited, is an automobile manufacturer in India. It is a subsidiary of Japanese automobile
and motorcycle manufacturer Suzuki .Maruti was incorporated in 1981 as a government company.
They started production in December 1983 with collaboration of Suzuki of Japan. Initially Suzuki
had 26% equity which has since increased to 40%.
As of November 2012, it had a market share of 37% of the Indian passenger car market. Maruti
Suzuki manufactures and sells a complete range of cars from the entry level Alto, to the hatchback
Ritz, A-Star, Swift, Wagon R, Zen and sedans DZire, Kizashi and SX4, in the 'C' segment Eeco,
Omni, Multi Purpose vehicle Suzuki Ertiga and Sports Utility vehicle Grand Vitara.
LIFE AT MSIL
The company that leads the Indian auto industry and defines the way India drives rides on the quality
and competence of its people. Its a great place to discover all that you can be and maximize your
potential.
From a genuinely equal opportunity work culture, a sense of team spirit that goes right down to a
common lunchroom, to a feeling of oneness as senior managers and their teams sit together in an
open, wall-free environment, this is an uncommon place to work and excel.
MARUTI is fast and flexible, resilient and responsive, as theyll as decisive and responsible. It is a
place where your voice will be heard & valued.
Their people make them a company ready to meet the challenges of the dynamic auto market. They
value discipline and punctuality, and obsess over maintaining a safe & healthy work environment
.They like people who have an obsession to delight customers, and they leave them free to take
decisions in complex situations.
MARUTIANS
Innovation
Dedication
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Responsibility
Ownership.
These are the virtues that connect a Marutian to the organization. Maruti Suzuki offers a unique
opportunity for professional and personal growth as part of a multi-faceted organization where all
work as one. To most Marutians, their colleagues have been part of an extended family.
With mix of generations and nationalities working together as one team, they provide the perfect
balance of energy, experience and exposure. At Maruti Suzuki, while excellence is an integral
part of our work culture, they are steadfast in an ethical approach in all its dimensions.
Marutians across the country are all united by a common bond. Its not a workforce, but people
potheyr at work, an empotheyred team that is quite unlike any other.
Manage Risks by identifying all workplace hazards, undertaking assessments, internal &
external audits, and taking all necessary actions for prevention & control of injury, ill-health,
loss or damage by following safe work practices in operations as theyll as while procuring
new plant, machinery & equipment.
Comply with legal and other obligations by ensuring that our business is managed in
accordance with relevant occupational health and safety legislations, standards and MSIL
occupational health and safety policies & procedures.
Establish targets and review mechanism - They shall manage our obligations using
coordinated occupational health and safety plans for each area and site, with challenging
targets to measure progress
HR VISION
Lead and Facilitate continuous change towards organizational excellence ;create a learning and vibrant organization
with high sense of pride amongst its members.
HRINITIATIVES
Prepare MUL Strategic Business Plan to achieve the Vision & Goal
Improve the performance Appraisal system -its process, skill & usage
Improvements in internal & external Training & its effective utilization.
Systematic career planning; Job Rotation; Empotheyrment; Job enrichment
Periodic communication meeting at various levels; Roll out of Vision
Retention of Talent
They recruit fresh Graduates from premier T-Schools and B-Schools across the country in order to
build our future leadership talent pipeline. .
At MSIL, they give ample opportunities for learning & growth through hands-on experience &
rigorous training sessions. The young talent undergoes a structured induction, buddy & umbrella
mentoring sessions, periodic management inputs and cross functional exposure.
With their exciting career paths coupled with hard work & dedication from your end, they believe
that you will keep on creating success stories in MSIL.
Recruitment Process:
Have intense desire to be a member of the organization and its success with a constant yearn
to learn
Are star performers, put in extra effort & are committed to engage in work that contributes to
business success
Recruitment Process:
SELECTION
It is the process of searching the potential candidate. It is negative in nature in the Indian context. But
it is positive in the US context.
Steps in Selection Process of Maruti Udyog ltd
Selection process consists of a series of steps, at each stage, facts may come light which may lead to
the rejection of the applicant. It is a series of successive hurdles or barriers which an applicant must
cross. These hurdles or screens are designed to eliminate an unqualified candidate at any point in the
selection process There is no standards selection procedure to be used in all organizations or for all
jobs. The complexity of selection procedures increases with the level and responsibility of the
position to be filled.
TRADITIONAL
DEVLOPMENT
AND
MODERN
APPROACH
OF
TRAINING
AND
Traditional Approach Most of the organizations before never used to believe in training. They are
holding the traditional view that managers are born and not made. There are also some views that
training is a very costly affair and not worth. Organizations used to believe more in executive
pinching. But now the scenario seems to be changing.
The modern approach of training and development is that Indian Organizations have realized the
importance of corporate training. Training is now considered as more of retention tool than a cost.
The training system in Indian Industry has been changed to create a smarter workforce and yield the
best results
Importance of training
Optimum utilization of resources
Development of human resources
Development of skills of employees
Productivity
Team spirit
Organization culture
Quality
Health and safety
T&D aids in organizational development. Organization gets more effective in decision making and
problem solving. It helps in understanding and carrying out organizational policies.
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T&D helps in developing leadership, motivation, loyalty, better attitude, and other aspect that
workers and mangers usually display.
TRAINING PROCESS FOR SALES EXECUTIVES.:INDUCTION: - aims to provide an understanding of the industry, MUL, Its policies and products
(2days).
PRODUCT PROGRAMS:-imparts complete knowledge on MU and its competitors. Various
programs are Segment A1, Segment A3.(2 days )
SELLING SKILLS/CONSULTIVE SELLING PROCESS: - enables understand customers needs,
sales processes etc and enables apply learning in actual selling (2 days )
CUSTOMER CARE: - appositive attitude and the ability to move is a pre requisite for excellent
performance in any world. Program aims at helping one to build a positive attitude and interpersonal
skills and to enable better customer handling.
ADVISOR FOR LIFE PROGRAM:-in this changed competitive environment, role of dealer sales
executive is seen more than a person who is selling cars to the customers. He is expected to be the
customers for life .he has to be single window interface with his customers on all matters related
to cars, that is, finance , insurance , Extended warranty , service etc.( 2days ).
The training program on Delivery Process has been developed as delivery now has the maximum
the right age in the new factor structure. Delivery is not the end of a sale but a beginning of a
relationship.
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4. The training covers topics like- making the business plan, Fundamentals of DBP, Hr management,
Team building and supervision skills, ability to motivate the team and get a buy in on the business
plan , time management/ prioritizing etc.
12
PERFORMANCE APPRAISAL
MUL to change gear on performance appraisal -- 100% link between pay, productivity
RENEWING its efforts at cutting costs and improving productivity, Maruti Udyog Ltd
(MUL) has drawn up a new human resources policy, which for the first time, entirely links
performance to pay packets for all its executives and managers. MUL has traditionally had a
performance-based component of about 30 percent in its compensation package for its
executives. But now it has gone the whole hog and decided that in addition to the hike in
individual perquisites, increments to even the basic salary will now depend on the employees
performance during the year. The new performance appraisal and compensation system is
likely to affect over 1,000 employees -- executives and senior and middle level managers.
Company officials said the changeover to a completely performance-based compensation
system has been under discussion amongst MUL's senior management and directors for
quite some time now. So, the new appraisal process has not come as a surprise for most of
the employees and has been accepted by them, the official said. Over the past, the
principle underlying the new system has been communicated at length throughout the
company and feedback has been obtained.
In the run-up to the new remuneration system, the company has also developed a new
performance measurement and development method along with the noted consultant, Mr
M.B. Athreya. The performance measurement process will complement the new
remuneration s ystem.MUL sources said rather than appraise employees through
confidential reports; the new performance measurement system involves an interactive
process of goal setting, review and counselling by managers throughout the year. It
incorporates qualitative aspects, along with quantitative targets. The employees are being
put through workshops to train them on the various aspects of the system developed with
Mr Athreya.
The new system will take effect from this year. The new system is expected to help
enhance managerial performance and skills, while making the organisation more capable
of assessing its costs and returns.MUL, which has been beleaguered by low margins and a
falling bottom line, has also been forced to take a hard look at its costs this year. For the
first time, MUL has slipped into the red and recorded a loss during the year 2000-01.
MUL has also drawn up a voluntary retirement scheme (VRS) for its employees. The VRS
programme received in-principle approval from the board last month. While the VRS
proposal is yet to be formally notified and offered to the company's employees, it is expected
to apply equally to all the staff members, including the shop floor workers, company sources
said.
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.MARUTI ADOPTS
Maruti has introduced a unique 360-degree feedback system, starting with its senior
leadership. The new system has been co-developed with Ernst & Young and has been put in
place recently. Under the 360-degree feedback system, the employee is rated not just by his
superiors, but also by his peers and subordinates Employee to be evaluated not just by the superiors
but also by the peers and subordinates.
It would seem that there is no corporate human resource policy that has not had its share of controversies for
being biased. With an increase in the number is qualitative factors that affect employee at the workplace, the
performance appraisal process to make it as fair as possible has been the dream of every manager.
Its initiative is to empower young people in terms of free and frank feedback to their seniors, to the people who
manage them. Each senior gets a sample feedback from a group of 12-14 people, out of which 5-6 would be
juniors , 5-6 colleagues and 2-3 their superiors.
This is done through an online process to maintain confidentiality. The person also evaluates himself. After
that, profiles would emerge. Based on this, there would be aggregate profile versus self profiles.
The 360-degree feedback system will also include a self-appraisal by the general manager. At
the end of the process, he can compare his self-appraisal with the assessment of his
subordinates and peers. One of the benefits that Maruti is hoping to get out of the 360degreefeedback process is the sense of employment and importance felt by subordinates,
when they are asked to offer their feedback about their superiors. Maruti currently has over
4,000 employees on its rolls.
FINDINGS
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PROMOTIONAL POLICIES
Exit interviews, when employees quit, are common practice in many companies. But
automobile major Maruti Suzuki (MSIL) is using 'stay interviews' to cement a long-term tie
with its employees.
For the past three years, MSIL has regularly reached out to its employees to understand their
aspirations, problems and expectations. It has subsequently come up with several changes in
the performance ratings scale, career progression policy and employee referrals.
It makes sense to probe employee minds while they are still working in the company and take
their feedback for changes rather than asking for it after losing them to competition.
For the first time this year, for instance, it altered its performance ratings scale. The previous
four-grade rating scale, which was: excellent (top 10%), very good (next 30%), good (next
50%) and fair (last 10%), was revised to a five-grade scale: exceptional (top 10%), star
performer (next 25%), high performer (next 25%), performer (next 15%) and average (5%).
Employees perceived a 'good' rating as 'not-so-good', meaning, the rating's connotation was
not representative of performance. Also, adhering to the bell curve was becoming difficult
with ratings primarily being distributed only in the first three categories.
"Wording makes a lot of difference about how people feel. For instance, someone who gets
the grade 'exceptional' will think he has contributed a lot towards the firm's performance and
will continue to perform well," says Prateek Duhan, 28, manager, steering and suspension,
supply chain division.
"They made our employees happy by making an emotional connect and removing grades
such as 'good'," adds Mr Siddiqui. Based on the feedback, the company has also changed its
career progression policy last year. The company shortened career tracks by offering
promotions at the junior management level if employees notched up the topmost grade for
two, instead of three consecutive years.
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SURVEYS CONDUCTED
10
9
8
7
6
Units 5
4
3
2
1
0
1
0
INTERPRETATION:
>Yes, Company conduct Exit Interview.
Q What eligibility criterion is given preference by MUL for the selection of managers?
MANAGERS:
16
3
2.5
CA+MBA
B-Tech+Diploma
B-Com+MBA
Diploma/MBA
2
1.5
1
CA+Co. Secretary
MBA+Material Mgt
0.5
0
RATINGS
ELIGIBILITY
RATINGS
CA+MBA
B-Tech+Diploma
B-Com+MBA
Diploma/MBA
CA+Co. Secretary
MBA+Material Mgt
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"WORK EXPERIENCE"
8
7
6
5
4
3
2
1
0
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Achievement
Personality
Interest
Intelligence
Aptitude
Others
INTERPRETATION:
>Most of the times Intelligence Test is conducted in MUL.
Apprenticeship
Demonstration
10
Vestibule
10
Coaching
Lectures
Syndicate
Role-Play
Case Study
19
12
Apprenticeship
Demonstration
Vestibul
Coaching
Lectures
Syndicate
Role-Play
Case Study
10
8
6
4
2
0
INTERPRETATION:
>The most common methods of on-the-job and off-the-job training are:-Demonstration and
Vestibul Training.
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"FINANCIAL INCENTIVES"
7
6
5
4
4
Ratings
Stock Opinion
3
2
1
Retirement Benefits
0
Productivity linked
6
Profit Incentives
6
4
Performance Based
2
1
Incentives
INTERPRETATION:
The company offers mostly:- Productivity Linked and Retirement Benefits to the employees
as incentives and allowances.
b) NON-FINANCIAL:-
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"NON_FINANCIAL INCENTIVES"
10
9 work importance
9
Social
Status
8
6
Participation
Ratings
Job Security
Responsibility
Team4Spirit
2
Promotion
Incentives
INTERPRETATION:
The company mostly provides: -Social Work Importance and Job Security to the employees
as incentives and allowances.
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REFERENCES
http://www.marutisuzuki.com/whistle-blotheyr-policy.aspx
http://www.marutisuzuki.com/company-profile.aspx
http://www.marutisuzuki.com/fraudulent-recruitment.aspx
http://www.marutisuzuki.com/life-at-msil.aspx
http://www.marutisuzuki.com/current-openings.aspx
http://www.marutisuzuki.com/freshers.aspx
http://www.studymode.com/subjects/hr-policy-maruti-page1.html
http://www.financialexpress.com/news/to-improve-work-culture-maruti-suzuki-takes-union-leadersto-japan/1204341
http://www.google.co.in/url?
sa=t&rct=j&q=&esrc=s&source=theyb&cd=1&cad=rja&ved=0CCwQFjAA&url=http%3A%2F
%2Fedoqs.com%2Fdownload
%2F24001e57b9b88e492738699ab95289c1&ei=UhOjUvvFAYiGrQex9YCACw&usg=AFQjCNEH
O5viFTrri84OSVWVgdFyhTIFoA&sig2=ejvjafCPEPmFE53A6VmaBQ
http://www.scribd.com/doc/13491431/PROJECT-ON-HRM-STRATEGIES-OF-MARUTI-UDYOGLIMITED
http://articles.economictimes.indiatimes.com/2012-06-15/news/32254360_1_msil-hr-policiesemployees
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