Company HR Policy

Keyur

Jethwa
Rohit Londhe
Piyush Bodele
Neha Chauhan
Neha More

KEYUR JETHWA
ROLL NO 96
FYMMS

All great things start small

Introduction :
Indias

largest and Asias third largest paint

company.
Founded in 1942.
Turnover of Rs. 127.15 billion.
Asian Paints operates in 17 countries and has
23 paint manufacturing facilities in the world
servicing consumers in over 65 countries.
70 years of innovation in paint .

Achievement:
Asian Paints was included in Forbes Magazine's
- Asia's Fab 50 List of companies in 2011, 2012,
2013 and 2014.

Annual event function SPLASH

Women Development Cell SWARA
Loan to employees @2% Interest.

Recruitment :
Asian Paints is known for providing long standing careers to its
employees.
Asian Paints has been hiring from top campuses in the country
since the 70s
Hire the best talent and have a strength of more than
200 scientists with gender diversityand ethnicity in age
groups ranging from 24 to 60 years.

Summer interns
Young minds who can work on live business challenges are
encouraged.
They trust interns to excel against all odds even if it may be
the first time that they are taking up such a high-impact
challenge.

LEAP
(Leadership Excellence at Asian Paints)
LEAP

is a program specially designed for

managerial trainees
Objective :Gearing Fresher's to take on any
responsibility independently and render career
growth.
This workshops will shape functional skills of
employees.
Top leaders will find time to interact and
cultivate the best of leadership skills.
LEAP gives a strong foundation to shape up the
professional in one.

LEAVE POLICY
Applicable

to all officers and permanent subordinate staffs, peons in the Sales

units/RM offices and deports across Asian paints ltd.
Leave per FY

Maximum
accumulation

Privilege On completion of one yr of

leave
service.
(permanent emp)

30 days

180 days

Casual
Leave

On completion of one yr of
service.
(permanent emp)

15 days

Unavailed leave subject

to max of % days can
be enchased at the end
of the yr.

During first yr.

8 days

On completion of one yr of
service.
(permanent emp)

8 days

Sick
leave

4 days
During First yr.

45 days

Medical Reimbursement

Permanent employees completing 12 months of continuous

service shall be reimbursed with medical expenses.
Employees shall abide by the procedure of medical bills,
certificates, vouchers, etc.
Seeks to reimburse the actual expense incurred on them on
account of sickness to Themselves
Their spouse
Dependent children
Dependent parents
Tenure

Medical allowance per

annum(Rs)

Less than 4 years of

service

Rs 6700 per year

More than 4 years of

service

Rs 8000 per year

Occupation Health & Safety

Policy
Asian

paint complies with all

applicable health and safety statutory
regulations.
Ensures zero accidents
Zero dangerous occurrences
Zero notifiable diseases.
Provides

regular training to
employees on health & safety.

Rewards and Compensation :

The

key elements of the Compensation

Philosophy at Asian Paints:
Commitment to fairness
Transparency
Communication.
Asian
Paints'
compensation
is
benchmarked regularly with external
market towards a competitive reward
structure

By Rohit
Londhe
Roll no 107

Introduction to Company
Founded

in Switzerland in 1874, the Schindler Group is a leading

global provider of elevators, escalators and related services.

Schindler

manufactures,

installs,

services

and

modernizes

elevators, escalators and moving walks for almost every type of

building requirement worldwide.
The

company specializes in the latest-technology engineering, as

well as mechanical and microprocessor technology products

designed and rigorously tested for safety, comfort, efficiency and
reliability.

About Schindler

Name - Schindler Group

Founded in 1874 in Lucerne Switzerland

Founded by Robert Schindler and Eduard

Villiger

Alfred N. Schindler(Chairman)

Revenue - CHF 9246 million (2014)

Increase 4.9% from 2013

HUMAN RESOURCE
POLICY

Employee Safety and Health Policy

Safety is a fundamental value of Schindler

We do not compromise on the safety and health
of those who work for our business
We believe that all injuries, work-related
illnesses and accidents are preventable, and we
strive for the highest standards of safety and
health performance
Our safety culture is based on prevention,
hazard awareness, continuous improvement and
compliance with carefully-developed procedures
All Group companies in the elevator and
escalator business shall comply with applicable
law, this policy and the Group Safety Standards

People Development
The

success of Schindler essentially depends on

the quality of its people.
Schindler seeks to attract, retain and develop
the right people, who display in addition to their
professional skills, the following competencies:
customer orientation
people orientation
achievement orientation
leadership
impact
self-confidence

People Development
No

consideration is given to employees origin,

nationality, race, religion, gender or age.
Schindler develops the skills of all employees to
create high levels of motivation and performance
and to allow them to reach their full potential
The policy is to have well-trained and highly
knowledgeable staff.
In an annual development review between
employee
and
manager,
strengths
and
weaknesses are assessed against the required
skills and competencies.

People Development
The responsibility of people development lies with
three partners: the employee, her/his manager, and
the human resources manager. Various processes
and methods for developing employees are applied,
such as:
on-the-job training
classroom training
e-learning
job rotation
performance management
international assignments
coaching
project assignments

Employment and Employee Motivation

Schindler

believes that only highly motivated

employees lead to satisfied customers, hence to
business success.
Therefore, Schindler conducts periodic employee
motivation surveys and creates action plans
according to the results in order to constantly
improve the motivation level and sustain it above
the national norm in each country.
Schindler
aims
towards
a
long-term
work
relationship in exchange for the commitment of the
employees to adapt to constantly changing
requirements through professional reorientation,
continuous learning and mobility.

Work/ Life Balance

Schindler

encourages a good balance between

professional and private life to build up
motivation.
Schindler is willing to support employees wishing to
assume responsibilities in professional, civic, cultural,
or charity organizations.
However, such activities must not lead to conflicts of
interest with Schindler.
Activities during working hours need to be approved
by the company beforehand.
Schindler supports flexible working arrangements
such as flexible hours, part-time work, job-sharing,
etc., whenever possible

Remuneration
Remuneration

includes base salary, variable

pay, social and other benefits.
Schindler promotes the use of incentives and
bonuses wherever justified.
Compensation structures are to be kept simple
in order to avoid unnecessary complexity
Schindler pays its employees according to
relevant market benchmarks. We conduct
regular market surveys to make sure that our
compensation is competitive.

Role of Human Resource in

Organization

Human resources managers are business partners

to line management and employees to ensure
business success through motivated high-quality
people
HR management supports the organization by providing
adequate policies, effective tools and systems and
ensures their consistent and fair applications.
Ensures effective and truthful communication with all
employees
Provides assistance, guidance and tools necessary to
select, retain and develop adequately qualified
employees.
Supports a multicultural environment with employee
diversity

Ownership and Implementation

The

general manager and the HR manager

of
each
business
unit
share
the
responsibility of implementing this policy.

What

gets measured gets done! Therefore,HR

management together with line management
measure and review
annually: number of successors
annually: number of talents
annually: individual development plans
bi-annually: level of employee motivation

HR POLICIES OF
DELL

By.Piyush Bodele
Roll no. 103

INTRODUCTION
o

Dell was founded by Michael Dell & Kevin Rollins on November 4,

1984.
Its current C.E.O is Michael Dell.
It is ranked 28th on FORTUNE 500.

It has 108,800 employees worldwide.

It is known for the name DELL COMPUTERS.

In 1996, dell began selling computers via website.

o
o

o Dell

has its 4 branches of BPO in India:- Gurgaon

- Chandigarh
- Bangalore (Corporate Office)
- Hyderabad
o It is among the Top BPOS in India.

RECRUITMENT PROCESS
o

First the candidate experience is checked whether he is

eligible or not. There should not be too much of gap
between the experience of the candidate.
There are 3 rounds of interview:HR round (Introduction round)
Versant Round (Communication skills round)
Operation Round (Technical round)
On the DOJ, employee needs to carry his offer letter, all
the certificates, experience letter, identity proof, address
proof.
There is 3rd party reference check, if any employee caught
with all fudging then that employee is terminated.

HR POLICY
o Dell

provides BOA (Basket of Allowance) which

includes HRA, Medical reimbursement, Leave
Travel Allowance (LTA) and Conveyance.
o It gives various incentive cash plan. This
incentive plan is given on the basis of
employees performance.
o Company also sends the employee abroad for
purpose of specific skills training relevant to the
company.
o Company gives total 30 days leave.

HR POLICY
o It

also provides insurance benefits such as:

Personal Accident Insurance

Group Term Life Insurance Policy
Group Hospitalization Insurance Plan A for employee
which contains (Medical Insurance, Dental Insurance, Flexible
Spending Account(FSA), Life Insurance, Long-Term Disability
Insurance.)

Group Hospitalization Insurance Plan B (for employees

parents)

o8
o

Hours shift and 2 days fixed off.

Shoppers stop gift vouchers.

o3

months of training to its employees.

HR POLICY
Rewards

and Recognition

We're here to reward your achievements

They believe in rewarding there team members for a job
well-done. Employee achieve success by meeting and
often exceeding clearly defined and measurable
objectives.
Several departments have bonus and sales incentive
programs to reward performance on a company,
business or individual level for the fiscal year.
Long-term incentive programs exist to reward
individuals based on career level and performance.

HR POLICY
Rewards

and Recognition
Set a goal. We'll help you achieve
it.
As an employer, they commit to creating a
professional environment where everyone can
grow and thrive.
We enhance formal training with individualized
development programs that include regular
360-degree feedback, mentoring, networking,
stretch assignments and growth opportunities.

HR POLICY
o

It also provides further education programme

which is designed to encourage the
professional growth of Dell International
Services (DIS) Employees.

CONCLUSION
o
o
o

Dell motivates its employees by providing them

with incentives and compensation plans.
Focus on on the job skills of an employee.
Dells Code of Conduct, provides general
guidance to all team members on how to behave
legally and ethically so as to win.

CONCLUSION
o

Value their contributions and listen to the

point of view of their employees and
maintain fairness in all relationships.
It basically follows Maslow theory of
motivation as focuses main on security &
self actualization needs of employees & it
follows the ERG Theory i.e. Existence,
Relatedness and Growth of an employee.

ONGC
HR POLICIES

Neha Chauhan
Roll no - 60

Introduction
ONGC

has been ranked as the no. 2

Exploration & Production company in
the world.
Transparency International has ranked
ONGC as most transparent company in
India.
It operates in 15 countries.
Contribution to the economy of
India:
around 77% of crude oil production
around 81% of natural gas
production

Recruitment & Selection

RECRUITMENT

External- Through All

India Exams
Internal-promotions, job
rotations and interdepartmental transfers

SELECTION
Includes- written exam
and
interviews
Written- outsourced
Interviews- Conducted

Performance Management System in ONGC

Performance Management System (PMS) in ONGC is

about maintaining or improving employees job
performance through performance assessment tools,
coaching and counseling.
Performance Appraisal is a process of assessing the
work performance and potential for development of an
employee and develop performance based records.

TRAINING AND DEVELOPMENT

Need

for training and learning has been imperative

in order to absorb new and emerging upstream Oil
& Gas technology.
ONGC has developed Multi Disciplinary Team (MDT)
culture which requires all round development of
team members.

FOCUS AREA OF TRAINING

Induction

training programmes
Qualification Up-gradation programmes
Special Programmes for focused Groups
Management Training programmes
Functional Training programmes
Centre of Creative Leadership and Leadership
Development programmes
Introduction of workshop mode of training

COMPENSATION
Various pay scales for staff and
executives (from E-0 to E-9).
ALLOWANCES
House Rent Allowance
Hard Duty Allowance
Offshore Compensation Allowance(8% of
BP)
Shift Allowance
North Eastern Allowance(12.5% of BP)
Remote Locality Allowance
Overtime Allowance
Conveyance allowance
Travelling allowance

SOCIAL SECURITY
Contributory

Provident Fund
12% of the salary is deducted from
the salary and an equal amount is
given by ONGC.
CSSS-Corporate Social Security
Scheme
In case of premature deathRs 40 Lakhs for Officer level
employees
Rs 20 Lakhs for staff.

INCENTIVE & REWARD

SCHEME
Performance

Incentive

Scheme
Incentive to Promote Small
Family Norms
Incentive for Acquiring
Higher Qualification
Recognition of Meritorious
Work
Group Awards

WOMEN EMPOWERMENT
Recruitment in the core disciplines like Geology, Geoscience, Engineering etc., besides sufficient
representation in support services disciplines like HR,
Finance, etc.
Women Development Forum (WDF)
Supportive policies to cope with the multiple roles and
responsibilities.
Lady employees are generally given posting along with
their spouses.
Workshops are organized on Empowerment of
Women for Managerial and Leadership

JOB ROTATION &TRANSFER

POLICY
Freedom

to an executive to plan his movement across

various assignment and locations.
It has provisions to deal with Superannuation
settlement issues, Medical constraints of employees
and the families, education constraints of ward, etc.
Employees can opt for 3 choice places for their
posting , HR Planners have been able to achieve a
percentage of > 90% in accommodating the 1 st &
2nd choices.
The entire process is online, with employees registering
their options, generation of tentative transfer lists,
issuing the orders etc. Only the actual process of

JOB ROTATION (contd.)

A must every 3 years for sensitive posts.
About 700 posts identified which are sensitive in
nature.
Sensitive due toPublic interface involved.
Dealing with high value contracts.
Some posts under CVC guidelines reserved for IAS/
IPS officers which are filled by mentioned officers
who come in ONGC on deputation.

SEPARATIONS
FORWARDING

OF
APPLICATIONS OF
EMPLOYEES FOR POSTS
OUTSIDE THE CORPORATION
RESIGNATIONS
EXIT INTERVIEW
TERMINATION OF SERVICE
SUPERANNUATION
PREMATURE RETIREMENT
SCHEME

CASE STUDY

HARASSMENT AT WORK
PLACE

CASE STUDY
Elizabeth Green, aged 42, had worked at green and Black Legal
Services for three years. Initially she had enjoyed her work
within the Secretarial Division. However, in recent months, she
had come to endure a campaign of harassment at the hands of
her co-workers including mocking and offensive remarks.
Having raspberries blown at her had become a regular part of
her day. It had reached a point where Elizabeth had come to
feel that she was on the edge of mental breakdown and could
not endure the constant bullying any longer.
It was not playful, it was malicious and vicious constant
teasing, said Elizabeth as she told the High Court Judge. She
reported how she had suffered psychiatric injury because of
offensive, abusive, degrading and humiliating comments and
behaviour from her work colleagues. Elizabeth went on to tell
the court hearing that from her initial joining of the firm in
2005,

Cont.
Five woman grouped together to make her life
unbearable. There were constant silly schoolgirl taunts,
childish pranks, bullying type behaviour. Elizabeth
started to feel more and more isolated in the workplace
and would spend many hours crying in the toilet.
Gradually she began to be absent more and more from
work until it got to the point when she went to see the
HR department for support. It was decided that she
would go on sick leave but Elizabeth by this time was
suffering serious mental problems aand never did return
to work before the court hearing.
What surfaced at the hearing was that the secretariat
division had a longstanding problem in the department
but the legal services management had been weak and
ineffective in curtailing it.

Cont.
Mrs Green was finally awarded $ 820,000 and Green
and Black Legal Services was ordered to pay her legal
costs. Still, Green and Black denied that Mrs Green had
been bullied or that it had breached its statutory duty
and insisted that Mrs Green had vulnerability mental
illness.
Green and Black were considering an appeal that to this
day no disciplinary action has been taken against
anyone. Though they did not dispute the fact, they did
dispute the judges interpretation of them.
Mrs Green has since started retraining for an academic
career and concludes that bullying is certainly a big
issue in the city and that her case is not an isolated one.

Questions
How

could HR have intervened to

help develop better working
relationship within Green and
Black ?
What could Green and Black do
to help the other staff who might
be experiencing bullying?

THANK YOU!