Creation of CLM SoP, CBA of Canteen Outsourcing and

Overtime Analysis

by

Rajat Sharma

17PGHR41

Management Development Institute

Gurgaon 122 007

June, 2018

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Creation of CLM SoP, CBA of Canteen Outsourcing and
Overtime Analysis

by

Rajat Sharma

Under the guidance of

Mr. Nagaraj Dhundi

Department Head(ER)
Harihar Pulp & Fibre
Unit, Grasim Industries,
Aditya Birla Group

Management Development Institute

Gurgaon 122 007

June, 2018

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 Certificate of Approval

The following Summer Internship Report titled “Creation of CLM SoP, CBA of Canteen Outsourcing and
Overtime Analysis” is hereby approved as a certified study in management carried out and presented in
a manner satisfactory to warrant its acceptance as a prerequisite for the award of Post-Graduate
Diploma in Business Management/Post-Graduate Diploma in Human Resource Management
for which it has been submitted. It is understood that by this approval the unders igned do not necessarily
endorse or approve any statement made, opinion expressed, or conclusion drawn therein but approve
the Summer Internship Report only for the purpose it is submitted.

Summer Internship Report Examination Committee for evaluation of Summer Internship Report

Organizational Guide : Signature…………………………………….

: Name: Mr. Nagaraj Dhundi
: Designation: DGM-ER
: Address:
Harihar Polyfibers & Grasilene Division,
Kumarapatnam, Dist. Haveri,
Karnataka.
581123.
Mob No: 9743791224
Email: Nagaraj.dhundi@adityabirla.com

Name : Rajat Sharma

Roll No. 17PGHR41

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 Executive Summary

The requirement was to streamline the existing CLM process, create a new Standard
operating procedure (SoP) and establish the process as per new SoP. This SOP
intends to establish unit wide standards by defining the procedures & processes
required to operate and manage contract lifecycle effectively. This SOP defines
accountability with respect to various activities with respect to contract lifecycle
management and expects every member of the unit to adhere to it. Thereby, achieving
100 percent statutory compliance. Based on the understanding of the contract labour
practices at the unit, the intention was to develop the standard operating procedures
for contract labour management for the unit.

For CBA(Cost Benefit Analysis) of Canteen, the requirement was to calculate the
costs related to canteen run in the unit’s Grasiline(fiber) division. Presently, it is run
by the permanent workmen of the unit and all the provisions are procured in house. It
is coupon based subsidized by the company. In future, the canteen has to get
outsourced to a contractor and the company would only have to provide some basic
amenities and pay the quotation price set after the negotiation between contractor and
the company. Main challenge was in understanding Canteen Operations Management
in a factory set-up as well as the Direct and in-Direct costs while operating a canteen
in-house vis-à-vis outsourcing it to a contractor. Project also involved understanding
Current and future concerns and possible solutions regarding canteen outsourcing.

For Overtime Analysis, the requirement was to understand the different reasons why
overtime was happening in both the divisions of the unit (pulp division called HPF
and fibre division called GRD). Project involved understanding the possible reasons
for overtime and also come up with some solution regarding absenteeism and leave
which was a major contribution to over time.

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 Acknowledgements:

I use this opportunity to express my heartfelt gratitude to everyone who supported me

throughout the course of this project. The project has helped me in gaining immense
knowledge about

First and foremost, I would like to thank my mentor and manager, Mr. Nagaraj Dhundi, DH-
ER, Harihar Unit – Pulp and Fiber , Grasim Industries Ltd for his constant support and
guidance throughout the successful completion of this project.

I also thank Mr. Arun Misra, VP HR, Harihar Unit – Pulp and Fiber , Grasim Industries Ltd,
who helped me in doing the project and taken out their valuable time to guide me in the best
way possible.

Lastly, I would like to extend my gratitude to MDI for providing me the resources and
knowledge bank to successfully complete my research for the project

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 Table of Contents

Page
Executive Summary
Acknowledgements 5
Table of Contents 6
List of Figures 7
List of Tables 8
List of Appendices 9
List of Abbreviations 10

I Methodology

1.1 Identification of Talent Pool 11-12

1.2 Collecting Data from all the stake holders 13-14
1.3 Implementation and Uploading of IDPs in Poornata 14

II Results & Recommendations

2.1 Results 15
2.2 Recommendations 16
2.3 Learnings 17

Appendices 18-25

References 26

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 List of Figures

Figure No. Description Page

1 9 box competency model 11

2 Process Flow 13
3 Sample IDP 14
4 Sample Poornata Interface 16
5 Pulse Survey Results 17

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 List of Tables

Figure No. Description Page

1 Unit wise Talent Pool Members 12

2 JB wise Talent Pool Members 12

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 List of Appendices

Figure No. Description Page

1 Initial Questionnaire floated to Talent Pool Members 18-22

2 Detailed Pulse Survey Results 22-24

3 Sample New IDP Template 24

4 Check-In Template 25

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 List of Abbreviations

Abbreviation Description

IDP Individual Development Plan

MDP My Development Plan

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 Methodology

Identification of Talent Pool:

The talent pool members were identified in accordance with Talent Management Framework
3.0 and using the 9 box competency model.

The horizontal axis is used to measure performance and divided into three rating scales 1, 2
and 3. If an employee has EE (exceeding expectations) or FEE (far exceeding expectations)
in all the KRAs, then rating is 3. If one ME (met expectations) is present, then rating is 2 and
if one BE (below expectations) or FBE (far below expectations) is present then rating is 1.

The vertical axis is used to measure potential and is divided into A, B and C. A questionnaire
to gauge the same is floated to managers which results in a system generated rating. Manager
can either approve or dis-approve the same. The rating then goes to skip manager who
provides his/her individual rating. The rating is finalized in talent councils.

Basis the above 2 measures, 9 box is generated and 2A, 3A & 3B form the top talent.

Fig 1: 9 box competency model

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Aluminium Marketing 4 Table 1: Unit Wise Talent Pool Data
Chemicals Marketing 1
Chemicals Muri 3
Chemicals Belagavi 4
Copper Manufacturing Dahej 11
Downstream Alupuram 1
Extrusion
Downstream Belur FRP 1
Downstream Mouda Foil 1
Downstream Taloja FRP 6
Hindalco Almex Aerospace Ltd 4
Metals Corporate 28
Mines Gare Palma IV/4 Coal 1
Mines Gare Palma IV/5 Coal 3
Mines Kathautia Coal 3
Mines Lohardaga &Samri 1
Bauxite
Renukoot Cluster - Mahan 13
Renukoot Cluster - Renukoot 35
Renukoot Cluster - Renusagar 4
Sambalpur Cluster - Aditya 21
Sambalpur Cluster -Hirakud 5
FRP
Sambalpur Cluster -Hirakud 17
P&S
Utkal Alumina 22
Grand Total 189

1 2 Table 2: Job Band wise Talent Pool Data

2 3
3 5
4 3
5 13
6 19
7 27
8 33
9 84
Grand Total 189

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Collecting Data from all the Stake Holders:
The major stake holders involved in process were:
1.) Employee
2.) Manager
3.) Skip Manager
4.) Unit HR

Interactions to collect data were based on the below mentioned questions:

• Where am I (in terms of strengths, development opportunities & critical experiences)
• Where do I want to go in next 2-3 years (to gauge aspirations of employee and future
back it to get next possible role)
• How do I get there (to decide what kind of interventions are required)
• Who do I talk to (to decide who will give support or guide and who will keep track of
development journey)
Focus was on capturing Critical Experiences (Start-up, Fix-it/Turnover, Work in Cross
Functional roles etc)

Following pointers were considered while charting out the development plan:

1.) Focus only on one or two competencies in a year, preferably one functional and one
behavioral
2.) Alignment of goals between employee and organization
3.) No clash of development activities with regular job
4.) Specific projects (70 part) with deadlines and individuals who will monitor the
progress

The flow of process can be captured using below schematic diagram:

Figure 2: Process Flow

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Sample IDP:

Figure 3: Sample IDP

Implementation and uploading of IDPs in Poornata:

The final stage of process involved floating of IDPs to all the employees as well as their
managers. The IDPs were also shared with respective Unit HR. These IDPs were then
uploaded in Poornata in accordance with MDP 3.0 which was recently launched.

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 Results & Recommendations:

Results/Observations:

The major challenges faced during process of capturing inputs from talent pool members
were:

1.) Negative past experience of the employees: Employees were very apprehensive and
had a negative connotation regarding the initiative. They assumed it to be just another
document which would not be followed or looked upon in the future
2.) Identification of specific projects: Majority of learning happens on the job because of
which identification of specific projects was a major challenge
3.) Capturing inputs from all the different stake holders (including mentors) in the process

4.) Working around conflicting view-points between different stake holders to finally
come to a conclusion

The major outcomes of the process could be categorized into below mentioned headings:

Number Based:
1.) Out of 189 talent pool members, 106 already have a highly specific IDP in place
2.) Mentors for these employees identified along with specific class-room training
programs

Process Based:
1.) Awareness on the importance of IDP was spread amongst employees
2.) Clarity on career planning was achieved
3.) Employees empowered as they had a major role in preparing their development plan

Organizational Impact Based:

1.) Talent Engagement
2.) Initiated positive discussions between employee and manager on development
3.) Potential successors identified for various positions

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Recommendations:
1.) Setting up Follow-up Mechanism: Monthly check-ins should be done by unit HR as
more than 25% of the talent pool members indicated preference for involvement of
unit HR in the process. The format for check-in template was also prepared and is
attached in appendices for reference. These check-ins should be included in
discussions during Talent Councils
2.) Success Stories: Majority of the employees were unaware of the benefits of IDP
(especially at the unit level). Sharing of success stories where employee and manager
have successfully implemented IDP needs to be shared
3.) Process Improvement: AON Lead Application could be used which has 3
functionalities: Psychometric Assessment, Task Management & Capability
Development. As part of the above, making use of leader board to spread awareness
amongst employees and attach some kind of incentive for following IDP

Figure 4: Sample Poornata Interface after integration with AON Lead Application

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 PULSE SURVEY RESULT
Very Dissatisfied 2.13%

Dissatisfied 0

Neither Satisfied nor

0
Dis-satisfied

Satisfied 48.94%

Very Satisified
48.94%

Figure 5: Pulse Survey Results on the process which was followed for making IDPs

Learnings:
1.) Skill Based Learning:
a.) Exposure to Talent Management Framework (Talent Segmentation, Talent
Development, Talent Engagement & Talent Council)
b.) Identification of specific interventions to help employees in career growth and
accordingly chart out their development plans

2.) Organizational Learning:

a.) In depth knowledge about the organization because of interactions with 300+
employees

2.) Process Based Learning:

a.) Facilitating IDP Process

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Appendices:

Appendix 1: Initial IDP Questionnaire:

* 1. Name
* 2. Business Unit
* 3. I use a systematic and sequential approach to develop the bigger picture
Strongly disagree
Disagree
Agree
Strongly agree
4. I observe trends, work on information and chart out information to ensure achievement
of strategy & vision*
Strongly
disagree
Disagree Agree
Strongly agree
5. I think proactively beyond the immediate and create a picture of future by
considering opportunities, challenges, trends etc*
Strongly
disagree
Disagree Agree
Strongly agree
6. I approach any problem by using a logical, systematic and sequential approach for
understanding the cause and effect*
Strongly
disagree
Disagree Agree
Strongly agree
7. I have a thorough awareness and understanding of industry trends and external
conditions e.g. Sociopolitical, Economic, Regulatory, as well as their impact on business*
Strongly
disagree
Disagree Agree
Strongly agree
8. I have awareness and understanding of what it takes for the business to make
money; impact of various decisions on the various financial parameters*
Strongly
disagree
Disagree Agree
Strongly agree
9. I apply business insights on a continual basis to achieve competitive advantage *
Strongly disagree
Disagree
Agree
Strongly agree
10. I work effectively in teams for delivering shared goals
Strongly disagree
Disagree
Agree

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Strongly agree
11. I successfully lead equals (individuals/ teams) through empathy, influencing skills,
tolerance towards differences etc*
Strongly
disagree
Disagree Agree
Strongly agree
12. I build long lasting, trust worthy and productive relationships with all stakeholders*
Strongly disagree
Disagree
Agree
Strongly agree
13. I continuously up-grade skills, acquire knowledge, broaden perspective and
build experiences
Strongly
disagree
Disagree Agree
Strongly agree
14. I actively support and ensure the continuous development of skills and competencies of
team members through feedback, reinforcement and recognition*
Strongly
disagree
Disagree Agree
Strongly agree
15. I entrust someone else (for his/her development) with the appropriate responsibility and
authority for the accomplishment of a particular activity*
Strongly
disagree
Disagree Agree
Strongly agree
16. I accurately identify the customers (internal / external), segment them into different
sets (based on needs and demography) and understand the needs of each segment*
Strongly
disagree
Disagree Agree
Strongly agree
17. I believe in servicing the customer in a way that consistently meets or exceeds
the standards or expectations*
Strongly
disagree
Disagree Agree
Strongly agree
18. I build loyalty and trust among customers by establishing and maintaining long
term professional relationships with them*
Strongly
disagree
Disagree Agree
Strongly agree
19. I accept and accelerate the process of taking the organization through change*
Strongly disagree

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Disagree
Agree
Strongly agree
* 20. I look at problems or situations from a fresh perspective
Strongly disagree
Disagree
Agree
Strongly agree
* 21. I believe in bringing the 'creative ideas to life' for tangible business benefits
Strongly disagree
Disagree
Agree
Strongly agree
22. I scope out plans, set goals, breakdown work into steps and set priorities and time
parameters to accomplish tasks and projects*
Strongly
disagree
Disagree Agree
Strongly agree
23. I deliver results in a manner which is error free, time bound * and cost
effective Strongly disagree
Disagree
Agree
Strongly agree
24. I implement & effectively deliver high quality results within the pre-defined parameters
like timeline, cost etc.*
Strongly
disagree
Disagree Agree
Strongly agree
25. I have the ability to make a decision in a timely manner to support delivery of
business / organization goals, even under challenging circumstances*
Strongly
disagree
Disagree Agree
Strongly agree
* 26. I understand the issues, climates and cultures that are prevalent in the organization
Strongly disagree
Disagree
Agree
Strongly agree
27. I successfully put across a message and achieve * the desired impact
Strongly disagree
Disagree
Agree
Strongly agree
* 28. I put across a written message clearly and succinctly to have the desired impact
Strongly disagree
Disagree
Agree

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Strongly agree
* 29. I present a thought clearly and articulately without getting nervous or
flustered Strongly disagree
Disagree
Agree
Strongly agree
30. I Influence, persuade or convince others (both with internal and external groups) to
adopt a specific course of action*
Strongly
disagree
Disagree Agree
Strongly agree
31. I express feelings and thoughts, in an appropriate manner without holding back and
taking into account the needs of other*
Strongly
disagree
Disagree Agree
Strongly agree

32. Mention 3 functional competencies which are most important in your current role
(Functional competency specific to your role and field like Finance, Marketing, HR
etc) * Functional Competency 1:
Functional Competency 2:
Functional Competency 3:

33. I am effectively able to demonstrate the above functional competency 1 in my

work Strongly disagree
Disagree
Agree
Strongly agree
* 34. I am effectively able to demonstrate the above functional competency 2 in my work
Strongly disagree
Disagree
Agree
Strongly agree
35. I am effectively able to demonstrate the above functional competency 3 in my
work Strongly disagree
Disagree
Agree
Strongly agree

36. Mention critical experiences where you were able to demonstrate your key strengths
(both functional or behavioral)
(Note: Critical experiences refer to instances where you have worked or founded a start-up,
involved in a fix-it/turnaround situation, different experiences related to line/staff/corporate
role, experiences in different businesses/different roles/different locations, experiences in
leading a team)*
Critical Experience 1:
Critical Experience 2:
Critical Experience 3:

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* 37. What is your opinion about the development opportunities received in the current role
* 38. Where do you see yourself in 3-5 years from now?
* 39. Based on the above aspiration, what should be your next role?
* 40. Which areas or competencies do you need to work on in order to make the above
transition?
41. What kind of interventions are required to make the above development journey
successful
(Note: Interventions here refers to different modes of development like on the job learning,
Coaching/mentoring, classroom learning etc)*
42. How should we keep track of the * development journey
43. Who will support you in this transition?
(Support in terms of guidance/feedback/review)*

Appendix 2: Detailed Pulse Survey Results

Q3 Any feedback regarding the process which was followed

Answered: 48 Skipped: 0
1 IDP is important on the path of carrier development and the way of process followed for the
same was good. It was clear that what to be followed for my future plan. 5/28/2018 8:22 AM
2 OK 5/25/2018 11:15 AM
3 Face to Face discussions with history of past performances/achievements and failures if
any would help in fine tuning of the process rather than telephonic discussions. 5/24/2018
7:51 PM
4 The process was very accurate and to the point. I appreciate the same. 5/23/2018 4:34 PM
5 Business context of my IDP project is significantly high. This project will definitely help to
develop my skill set required for my development. 5/23/2018 12:24 PM
6 If time permits this process may be done via video calling or physical meeting 5/21/2018
5:43 PM
7 Process was good. One thing can be done to make this feedback process more interactive
that take feedback by using some relevant quesionnaire. 5/21/2018 4:54 PM
8 Apart from one to one discussion for IDP, we can involve the direct manager also in a
separate session. 5/19/2018 11:42 AM
9 Yes 5/19/2018 11:06 AM
10 All good 5/19/2018 8:43 AM
11 We are feeling proud as my manager Mr. Abhayanand Chaturvedi and Mr. Rahul Tiwari
from Corporate HR continuous supported and motivated for enhancement of my
competencies. 5/18/2018 6:31 PM
12 If possible please give HR related projects 5/18/2018 5:58 PM
13 Looking forward for the technical & behavioural training so that it actually happen
which I am requesting from last so many years. 5/18/2018 5:26 PM
14 face to face discussion with seniours and subordinate for IDP 5/18/2018 3:47 PM
15 I believe the process was based of questionnaire sent earlier. Matrix for evaluation would
add value to the evaluation system. 5/18/2018 3:45 PM

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16 It may be done in second half saturday or on sunday. During office time difficult to give
feedback due to lot of work and phone calls. 5/18/2018 12:51 PM
17 It was discussed well and mutually agreed. 5/18/2018 12:43 PM
18 Very Good Process, Discussed well with me and my superior. 5/18/2018 9:58 AM
19 i will follow the process and will give feedback 5/17/2018 8:48 PM
20 Everything was ok. 5/17/2018 8:13 PM
21 - Introductory email before the 1st IDP survey is required, specifying purpose. - Effective
participative discussion happened to develop IDP. 5/17/2018 6:55 PM
22 The process of taking feedback from User and his reporting Manager during IDP
formulation was the excellent way 5/17/2018 5:20 PM
23 It's a very good initiative for my development, 5/17/2018 3:33 PM
24 The time frame for implementation of the suggestion taken by me should be clarified.
5/17/2018 2:35 PM
25 it helped me a lot 5/17/2018 2:26 PM
26 If it could be arranged some what earlier that would have given more time to spent on the
planning 5/17/2018 12:03 PM
27 IDP was created after DAC only in year 2011-12, but no progress on the same was made
and this process if re-started should not meet the same fate. Process is good but a DAC study
from the experts should be included 5/17/2018 10:29 AM Pulse Survey on IDP Process

28 No 5/17/2018 10:13 AM
29 I have faced this type of process first time and this was very much impressive. 5/17/2018
9:34 AM
30 One to one interaction for finalization of IDP will add value to the process. 5/16/2018 6:53
PM
31 Fine with the present senerio. Will change need base. 5/16/2018 6:25 PM
32 Very good process with positive interactions . 5/16/2018 6:22 PM
33 It was a very good process 5/16/2018 2:49 PM
34 If face to face meeting was there instead then detailed discussion can be done with
strengths and weaknesses and then the process would be more perfect. 5/16/2018 2:39 PM
35 We should have done with one to one discussion with Manager, Self and facilitator instead
on a phone call. 5/16/2018 12:40 PM
36 I think this is the best practice by the Management. I am happy. 5/16/2018 12:25 PM
37 It's good to have one to one discussion of IDP & record making system as well 5/15/2018
5:11 PM
38 Personal interaction could be more efficient otherwise it is very nice 5/15/2018 4:31 PM
39 WAS VERY INTERACTIVE 5/15/2018 4:26 PM
40 no 5/15/2018 4:11 PM
41 The conversation was very much effective. Corporate officer in charge has discussed in
detail regarding my ongoing and proposed projects. He has also taken my views in how an
effective learning can be done to generate future leadership with in the group. 5/15/2018 3:55
PM
42 Yes, it may be more fruitful if the interaction is either face to face, or for longer duration.
5/15/2018 3:52 PM
43 Clarity on my personal growth plan. 5/15/2018 3:12 PM
44 Excellent 5/15/2018 3:02 PM
45 Excellent Process. 5/15/2018 2:58 PM
46 Psychosomatic Tool should, also, be used to identify Potential Area (s) for Development
as IDP Development on mutual discussion may be based on perception of an individual.
5/15/2018 12:29 PM

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47 No thanks. 5/15/2018 12:07 PM
48 interaction with HR was very good. and I will work on my development areas. 5/15/2018
11:51 AM

Appendix 3: New IDP Template:

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Appendix 4: Check-In Template

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References:

Seema Sanghi (2007), The Handbook of Competency Mapping

Aditya Birla Group Competency Framework

Training Schedule from Hindalco Training University (HTU)

e-Learning calendar of Gyanodaya

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