Professional Documents
Culture Documents
ON
ANALYSIS OF HR PRACTICES AT
C&S
By
SWATI
14BSPDD01080
C&S ELECTRIC LTD.
A report submitted in partial
fulfillment of the requirements of
MBA Program
3
4
5
DESCRIPTION
ABSTRACT
CHAPTER-1
INTRODUCTION
HISTORY OF THE DISCIPLINE
SCENERIO OF HRM IN INDIA
FUTURE OF THE DISCIPLINE
CHAPTER-2
COMPANY PROFILE
CHAPTER-3
ANALYSIS AT THE ORGANIZATION
CONCLUSION
ABSTRACT
2
PAGE
NO.
3
4-21
22-26
23-48
49
CHAPTER-1
3
INTRODUCTION
Human resource management is a function in organizations
designed to maximize employee performance in service of an
employer's strategic objectives. HR is primarily concerned with
the management of people within organizations, focusing on
policies and systems. HR departments and units in organizations
typically
undertake
a
number
of
activities,
including
employee recruitment, training and
development, performance
appraisal, and rewarding. HR is also concerned with industrial
relations, that is, the balancing of organizational practices with
requirements arising from collective bargaining and from
governmental laws.
HR is a product of the human relations movement of the early
20th century, when researchers began documenting ways of
creating business value through the strategic management of the
workforce. The function was initially dominated by transactional
work, such as payroll and benefits administration, but due
to globalization, company consolidation, technological advances,
and further research, HR as of 2015 focuses on strategic
initiatives
like mergers
and
acquisitions, talent
management, succession planning, industrial and labor relations,
and diversity and inclusion.
In startup companies, HR duties may be performed by trained
professionals.[citation needed] In larger companies, an entire functional
group is typically dedicated to the discipline, with staf
specializing in various HR tasks and functional leadership
engaging in strategic decision-making across the business. To
train practitioners for the profession, institutions of higher
education, professional associations, and companies themselves
have created programs of study dedicated explicitly to the duties
of the function. Academic and practitioner organizations likewise
seek to engage and further the field of HR, as evidenced by
several field-specific publications. HR is also a field of research
study that is popular within the fields of management
and industrial/organizational psychology, with research articles
4
HISTORY
BRIEF HISTORY OF HUMAN RESOURCE MANAGEMENT
IN INDIA
Though not infant, HRD in India has not entered in its adulthood.
The first dedicated HRD department started in 1975 at L&T. Uday
Pareek and T.V Rao in 1975 outlined a philosophy for the new HRD
System. After L&T accepted and started implementing their
recommendations in full the State Bank of India the single largest
bank and its associates decided to implement the Integrated HRD
System approach and decided to create a new HRD department.
By the mid 80s a large number of organizations in India had
established fully fledged HRD departments .In 1979 the first
workshop on HRD was conducted by IIM A by Dr. T.V.Rao , where
the draft of the book Designing and managing Human Resource
System was presented and tested. After that a large number of
companies started showing interest in having HRD departments.
However over the period of time HRD as a concept and practice
have gone through diferent stages of metamorphosis. In the mid70s HRD departments were started with a view to promote
5
In Past
In 50s - Employees recruited not to question WHY but only
To do
In 60s - Term like manpower, staf and personnel came to
used.
In 70s People realized that beyond a point, productivity
depended on people
HR in a Nutshell:
Span of HRM
HRM relates to functions specific to human beings in an
organisation, as well as some traditionally attached/assigned
9
functions
to
such
wing.
These
are:-
HR planning
Planning for human resources is faced with several
peculiar
problems.
It takes a long time to procure this resource as it
requires selection, recruitment and training apart from
the administrative hurdles of proposal-approvalconcurrence-indent.
The job specification must consider the present and
future employability of the person to be recruited.
As layofs are not possible - careful recruitment and
perfect development plans must exist for existing
strengths.
10
Recruitment
Recruitment itself comprises - Advertisement/application,
Screening, Preliminary interview or written testing,
Background investigation, In-depth interview, Physical
examination, Job ofer. These functions are primarily carried
out by Railway Recruitment Boards for IR on indents placed
by the Railways.
Selection
Selection is the process of filling vacancies from existing
organisational strength. This function involves - eligibility,
written
test,
interview,
physical
examination.
At times re-deployment of surplus strength (e.g. steam
traction closure), training for other jobs in organisation etc.
may also be involved. In Railways, filling of posts of
Reservation Clerks was taken on a massive scale during the
spread of computerised reservation system. They were
trained
after
selection.
Organisations Corporate Plan and future strategy play an
important role. IR lacked a corporate plan till 1980s! Even
the present one says nothing about HR plans for future.
Orientation
Familiarity with Organisational Structure and Functioning is
called orientation. This is followed by Job-specific training for
the particular job the employee is required to carry out.
Training
Training is very important for continued competitiveness
and organisational improvement. Traditional methods
include one with one, on-the-job, job-rotation,
apprenticeship etc. However, training institutes of each
department spread across divisions, Railways and for entire
IR supply the necessary inputs.
Modern training methods are also used for officers and
supervisors in IR of-the-job, classroom, seminars, paid
external courses etc. Small organisations, which can not
have their own training centres have to rely entirely on such
methods.
Such training is necessary for artisans too, to learn new skills,
multi-skilling, new tools, methods, new jobs, which is ignored in
IR. Even for supervisors, training in new fields is necessary,
whether in-house or market, to learn new technologies. Their
training must also include organisational structure and working,
and managerial training, which is lacking in IR.
Training for Managers is planned but not taken seriously enough,
and is not focussed on developing definite skills. It is often
haphazard. The methods used are seminars, workshops, courses
12
Promotion
No doubt, promotions should be fair and just, and frequent,
giving regard to employees self-development speed.
Development (through in-house training or in market) of
professional abilities should be linked with each new
assignment (especially new items like computers,
management thinking, new technologies associated with
their area of activity etc.)
In IR promotions are infrequent (stagnation), especially in Group
D. Faster developing employees are given no extra chance. No
extra development programme is associated with promotion even
though vast diference in area of responsibility arises immediately
after promotion.
Compensation and motivation
14
15
16
Welfare
Welfare makes the organisation dear to its employees and
grants it social sanction - Tobacco and Liquor companies
invariably sponsor many sports events, and plant trees,
mend roads, make parks etc. to obtain social sanction. It
plays a very important role in remote places - where
facilities can be provided by organisation only, such as
medical, schooling etc. Newer ways, like employing
husband-wife pairs and transferring together is gaining
ground across the world. It boosts employee morale, and
improves
productivity.
In IR generally, Welfare Inspector is an unseen bird;
Grievance redressing system lies on paper (but is a very
efective motivator when enforced). Welfare Inspectors
leave for the nominated day is supposed to be sanctioned
only by the field-officer where he is deputed, after fixing
another day for his arrival instead. No individual (or group)
grievances should be entertained without its Grievance
Register serial number and date clearly endorsed on it
always insist on this. HQ Officers do not take interest in
grievance machinerys working. Pending PNM items,
pending grievances of General and SC/ST category should
be a PCDO item. Report outstanding grievances and period
since outstanding to CPOs office quarterly or monthly.
IR provides sports & recreation facilities, holiday homes,
schools, canteens. At some places, even school buses,
provisions shop, employee banking and loan schemes,
colleges (an Engineering college by IR is under proposal)
etc.
An efective motivator is an officer's special interest in
pending payments of staf - group payments and then
individual; applications for loans; etc. Holding a periodic
meeting with APO, WLI, administrative supervisor and
17
Medical
Generally
organisations
re-imburse
expenditure
in
nominated hospitals (putting limits on category of room
entitled etc.), while some may also sponsor all employees
and their families for a group (medical) insurance scheme.
In IR medical facility is a part of welfare (expenses in
Demand 11), however plagued with poor infrastructure, and
poorer service. Corruption is wide spread (to the extent of
hindering railway operations through sick-fit certificate).
Often doctors/specialists are inadequate and can not keep
pace with modern medical technology. Prevalent poor
management (of budget, stores, maintenance etc. causes it
to serve as a demotivator instead of being a welfare
scheme.
Railways' own medical facilities may have been required at
times when India's infrastructure was primitive. Today,
barring a few odd locations, the scheme is futile and causes
drain of a huge amount of monetary resource.
Vigilance
The role of vigilance is - protection of organisations interest.
The structure exists only at HQ and Railway Board levels. It
serves very less as a creative/useful tool of contribution to
organisation in IR, but has immense non-sense value.
No system of 100% cross-examination of, say, deals above a
particular value (by a third party); 0 to 25 % of sample check
of others in varying range. Possibility of nuisance also through
bogus complaints against good persons which makes people
keep their hands back even from good work. External
18
19
Unions
The expected role of unions is - protection of interests of workers
and constructive contribution to organisation and society.
However, the fact is far from fiction. The system of unions, in the
hands of a bad management not only lays the organisation at
gun-point, but also cultivates, slowly and over a period of time,
employee complacency leading to organisational inefficiency and
inefectiveness. This has been the case with IR. In other countries
there are examples of organisations which were purchased by the
employees through their unions, when met with financial crisis,
and U-turned into leaders in their fields!
20
Organisational Behaviour/Culture
OB is an upcoming discipline of study and research. It afects
employee morale, motivation, commitment and productivity, and
thus
the
organisations
performance.
What is hurting IR
IR lacks foresight having no meaningful Corporate Plan(CP)
(which is an exercise done once in 15 years, limited to corridors in
Railway Board and not brought to notice of ground and field level
managers); not backed by a Corporate Strategy to follow the plan
and/or an organisational structure with assignment/responsibility
to meet the objectives in strategy/plan; even the allocation of
resources (money) is rarely governed by the CP.
Lack of managerial (not technical) competency (specifically lack
of exposure in managers to multi-dimensional aspects of
management)
Financial
management;
Stores/Inventory
management; Human Resource Management; Asset utilisation
and management; Technology Management etc.
Lack of creativity in management at top, middle levels; missing
climate for innovation.
and
many
more
areas.
Job disparity at some places people are over-loaded; at others
no work at same (or greater) pay e.g. division-workshopproduction unit; across departments no compensation scheme
for such arduous duties. Lack of feeling for organisation
(departmentalism). Corruption.
Needless to say that the environment in which an employee
works in IR is littered with should-nots. The impression it leaves
on the new recruits in the organisation lasts for an entire lifetime,
and spreads like an infection. It only amplifies, and its eradication,
if not impossible, is definitely more difficult with passing time.
It is necessary that within your unit, you pass a message of care,
21
FUTURE
What does the future of HR look like?
In 2005, a UKbased HR and business management research and
publishing firm CRF Publishing released its The Future of HR:
Creating the Fit for Purpose Function report next. Co authored by
Chris Ashton, Mike Hafenden and Andrew Lambert, the report
details research, case studies, expert commentary and analysis
on several critical aspects of transforming HR. According to this,
as organizations change and greater expectations are thrust upon
22
CHAPTER-2
COMPANY PROFILE
23
ABOUT:
C&S Electric Ltd. is amongst the leading suppliers of electrical
equipment in India and is Indias largest exporter of industrial
switchgear. Its wide range of electrical and electronic products
find application in power generation, distribution, control,
protection and final consumption. C&S Electric is amongst the top
4 players in the LV switchgear business & the market leader in the
Power Busbar Business. In addition the company also has product
oferings for MV switchgear, Energy Efficient Lighting solutions
and Diesel Generating Sets. C&S Electric along with Solar EPC
business, also has an electrical contracting business which
performs turnkey solutions for industrial and commercial
electrification, substations and power plants. C&S Electric was
also the 2nd company in India to design and execute a grid
connected solar PV power plant in India.
The business operations of C&S Electric are divided in the
following strategic business units (SBUs)
LV Switchgear SBU
Power Busbar SBU
Protection and Measurement Devices SBU
Lighting & Wiring Accessories SBU
MV Switchgear SBU
Diesel Gensets
Electrical EPC SBU
Solar EPC SBU
C&S employs over 4000 people including 400 engineers, and has
17 state-of-the art manufacturing plants in India, Belgium &
China. It has 23 sales/marketing offices across India and its
24
COMPANY VISION:
C&S shall be the most trusted, respected and preferred brand, for
electrical and electronic equipment that finds application in power
generation, distribution, control and final consumption.
In its major businesses C&S shall not only command a
domestic market share ranging from 12% to 50% or more,
but be known widely as the company closest to its
customers
C&S products shall be used to manage power in Indias
biggest industries, in its highest buildings, in its most critical
infrastructure and in millions of its homes.
The C&S name shall be recognized widely as a benchmark,
and shall serve as a role model and an inspiration to other
Indian engineering products companies.
C&S shall be cited as a company that played an important
role in making Made in India a label that is trusted and
respected the world over.
COMPANY MISSION:
To create a unique alchemy of outstanding products,
operational excellence, path breaking customer service, and
compelling marketing.
To create and relish a vibrant workplace where employees
are empowered, cared for, developed, and most of all,
provided unlimited opportunity to discover their full
potential.
25
BUSINESS OVERVIEW:
1.)
2.)
3.)
4.)
5.)
JOINT VENTURES:
1.)
2.)
28
Unrivalled
services
product
range,
Un-matched
quality,
Un-beatable
RS Components & Controls (India) Ltd. formed in 1994 is an IndoBritish joint venture between RS Components of U.K. and the
Controls & Switchgear Group of India.
CHAPTER-3
29
STATUTORY COMPLIANCES
1. POLLUTION CONTROL
a.) COVERING LETTER: Covering letter is basically a letter
in which company mentions what all documents its
attaching inside, and taking approval on that letter.
b.)
FORM V, RULE-14
#FORM V- EXAMPLE
FORM
OF
APPLICATION
FOR
GRANT/RENEWAL
REGISTRATION OF INDUSTRIAL UNITS
POSSESSING ENVIRONMENTALLY SOUND
FACILITIES FOR
REPROCESSING/RECYCLING
OF
MANAGEMENT
Date of commissioning
of the unit :
4.
No.
of
(
including
labourers )
Consent Validity
workers
contract
Product
Manufactured
during the last three
years (Tonnes / Year )
Ye
ar
Name of Quantity
the
in Metric Tonnes or
Product
KL
a)
b)
c)
7.
Raw
material
consumption during last
three years (Tonnes/
year)
Ye
ar
Name of Quantity
the Raw
in Metric Tonnes or
Material
KL
consume
d
31
a)
b)
c)
8.
Manufacturing Process
9.
Water Consumption
of
last
Quantity. m3/day
Location
Analysis of treated waste water for
parameters such as pH, BOD, COD, SS,
O&G and any other as stipulated by the
SPCB/PCC ( attach details)
32
14 a.
.
b.
Details of facilities
provided control of
fugitive
emission
due
to
material
handling,
process,
utilities etc.
c.
Fuel consumption
Name
fuel
of Quantity
per Day/Month :
a)
b)
d.
Stack emission
monitoring results
e.
quality
Ambient air
Stack
attach
ed to:
33
15 Hazardous
.
management
a.
waste
:
Waste generation
:
b.
S.
N
o.
Nam Cate
e
gory
Quantity
( last 3 years)
Details on collection
,
treatment
and
transport
:
c. Disposal
(i)
Please attach
Details of the disposal
facilities
(ii)
Please
attach
analysis
report
of
characterisation
of
hazardous
waste
generated
(including
leachate
test
if
applicable)
1
6.
Details of hazardous 1.
wastes proposed to be
2.
acquired
through
Name
Quantity required per year
34
sale/negotiation/
3. Waste listing & No. in Annex VIII (List
contract or import as
A)/
Annex IX (List B) of Basel
the case may be for use
Convention (BC)
as raw
4. Hazard Characteristic as per Annex III
material.
of BC
17 Occupational safety and Please provide
Health aspects
provided
18 Remarks
details
of
facilities
Date:.............
Signature:
36
Place:...........
Designation:
c.) CCA-CONSOLIDATED
AUTHORIZATION
CONSENT
AND
37
4. EMPLOYMENT EXCHANGE
a.) Covering letter
b.) ER-I (employment return which is paid quarterly)
c.)ER-II (paid once in 5 years)
5. FIRE DEPARTMENT
It comes under company insurances. It is one of the
insurance under which an organization secures itself from
the mishappenings because of fire etc.
38
ATTENDANCE MANAGEMENT:
Attendance management is important to every single
organisation, it can determine whether or not a business will be
successful in the future. Businesses will have to keep a track of
employees, this being their main concern and a lot of other
things. Monitoring attendance helps in the long term for a
business, as an employer will be able to tell which employees
arrive early, which arrive late and who has the most absences
without any valid reason. This could help an employer in deciding
which employees are most suitable to work in the business,
having employees who arrive to work on time means that the
day-to-day tasks of the organisation will be fulfilled. Employees
within an organisation should know about their employers
attendance and absence policy, so that they are aware of what is
required of them. Attendance management is also a health and
safety procedure something in which that has to be carried out. It
is important because in case of an emergency that was to arise in
a workplace like a fire, then if they register in the company they
will know how many people are inside a building. It is important to
manage a set of workforce as it can lead to higher profits as well
as an increase in productivity. If you have a look on the other side
of what will happen if a business does not manage their
attendance, it will mean that they will have no sort of information
to look back on in case if it is needed in the future. They also will
not be able to keep a track on their employees on a day-to-day
basis which means there is no leadership in place.
39
41
EMPLOYEE ENGAGEMENT
43
CONNECT
CONTRIBUTE
CAREER
CONTROL
CLARITY
COLLABORATE
CONVEY
CREDIBILITY
CONGRATULATE
CONFIDENCE
44
PERFORMANCE
COMPETENCY
ENGAGEMENT
ALIGNMENT
Engagement
Engaged
In-between
Dis-engaged
Organization
49 %
35
17
Managers
32
25
43
Alignment
Aligned
In-between
Strategic
57
31
Competency
Feedback: 360
45
Not- aligned
12
T -Score: 48
completing
comprehensive
GENERATING ENGAGEMENT
While it is possible to measure engagement itself through
employee surveys, this does not assist in identifying areas for
improvement within organizations. To manage employee
engagement upwards, it is necessary to identify what drives
engagement. Some points from research into drivers of
engagement are presented below:
48
11000
4400
800
10119
26319
LTA
MEDICAL
PF
ESIC
BONUS
GRATUITY
916
916
1320
193
0
529
3874
30193
ANNUAL CTC
362316
ROLL MANAGEMENT
SALARY STRUCTURE
49
PAY
1.)
Basic (Minimum wage rate + D.A)
2.)
D.A depends from organization to organization, But
the organizations which provides D.A; it is usually included in
the basic itself.
3.)
HRA= 40% of the basic
4.)
Conveyance allowance- is fixed for almost all the
private company and is usually Rs.800.
5.)
Special allowance are flexible
6.)
LTA- Leave travelling allowance 8.33 %
7.)
Medical is also 8.33%
8.)
Employee Provident Fund
EPF is 12% of the basic salary from an employee
The total EPF =25.36 %
50
CALCULATION OF SALARY
Bas No. of No. of Ear
ic + worki prese n
D.A ng
nt
bas
Total
overti
me
51
Ear Total
n
earni
OT ng
EP
F
ESI Total
Sala
C
deductio ry in
ns
han
days
720 26
0
days
ic
(in hrs)
25
692 25
3
d
86
5
7788
83
0
13
6
966
52
682
2
CONCLUSION
53