HR POLICY AT CAPITAL BOOSTER

INDEX
CHAPTER TOPICS COVERERD PAGE NO.
CHAPTER 1. INTRODUCTION
CHAPTER 2. COMPANY PROFILE AND ABOUT THE PROJECT
CHAPTER 3. REVIEW OF LITERATURE
CHAPTER 4. OBJECTIVES
CHAPTER . PROJECT PROFILE
CHAPTER !. HUMAN RESOURSE POLICY
CHAPTER ". RESEARCH METHODOLOGY
CHAPTER #. DATA ANALYSIS
CHAPTER $. CONCLUSION
CHAPTER 1%. RECOMMENDATION
CHAPTER11. BIBLIOGRAPHY
2
INTRODUCTION
INTRODUCTION
3
Introduction
Human resource POLICY is very essential for survival of the usiness!
It is a "rocess in #hich the HR $e"artment ta%es stoc% of its current
scenario an$ "re"ares for the future! This is all #ith res"ect to the
most vital resource of an or&ani'ation((its em"loyee! The HR
$e"artment sees #hether all $e"artments in the or&ani'ation are an
a""ro"riate si'e or not an$ also "re"ares for future )o o"enin&s an$
vacancies!
Significance
It is very "ur"oseful to un$erta%e HR POLICY #ell! There are
several "erils of oth un$er an$ overstaffin&! *hen an or&ani'ation is
un$erstaffe$+ it is not ale to "erform to its fullest ca"acity! The loss is
in terms of customers+ #hich in turn affects "rofits an$ in turn the
com"any is not ale to achieve economies of scale+ o"erations an$
s"eciali'ation! *hen an or&ani'ation is overstaffe$+ the s%ills of the
em"loyees remain un$er utili'e$ an$ the com"any en$s u" "ayin&
mammoth salaries
,unction
The HR $e"artment ma%es a re"ort for the to" mana&ement that
hi&hli&hts the numer of em"loyees in each functional $e"artment an$
#hether or not the fi&ure is a"t! It also forecasts future re-uirements!
Re-uirements mi&ht arise #hen an or&ani'ation is loo%in& to e."an$
an$ $iversify or #hen the "resent em"loyees leave the or&ani'ation!
The HR $e"artment caters for oth the scenarios! It also "re"ares )o
/
$escri"tions for future o"enin&s! Once this has een formulate$+ the
HR ta%es a call on #hether to recruit e.ternal em"loyees or "romote
internal ones! *hatever the manner+ a fe# shortliste$ can$i$ates are
intervie#e$ an$ the mana&ement ta%es a call on one! The HR a&ain is
constantly on the &uar$ for maintainin& the suitale stren&th of
em"loyees an$ "re"arin& for vacancies!
,eatures
The HR POLICY "rocess is a very metho$ical one! 0y a$herin&
to this+ the or&ani'ation ensures that at all "oints in time1 it has only
those em"loyees that it re-uires! 2lso+ this is an on(&oin& continuous
"rocess! Throu&h out the or&ani'ation3s e.istence HR "lans have to e
$ra#n!
0enefits
There are several a$vanta&es of usin& HR "lans! The "eo"le
resource is utili'e$ in the most o"timum manner! 2 scenario #oul$ e
that $e"artment 424 has t#elve em"loyees an$ the #or% can e easily
$one y ten! 2nother $e"artment+ $e"artment 404 has ei&ht em"loyees
ut actually re-uires ten em"loyees! 5ince an HR "lan #as $ra#n+ the
or&ani'ation can ta%e ste"s to transfer t#o em"loyees from $e"artment
424 to $e"artment 404! 2lso the or&ani'ation can estimate future
re-uirements an$ start the recruitment "rocess 6#hether e.ternally or
internally7+ #ell in a$vance! 0u$&etin& for a$$itional man"o#er ta%es
"lace! The trainin& an$ $evelo"ment nee$s of the "resent em"loyees
are rou&ht to fore an$ this "rocess too starts!
8
COMPANY
PROFILE
9
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>
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II
REIE!
OF
LI"ERA"#RE
I2
2 literat$re re%ie& is a o$y of te.t that aims to revie# the critical
"oints of current %no#le$&e inclu$in& sustantive fin$in&s as #ell as
theoretical an$ metho$olo&ical contriutions to a "articular to"ic!
Literature revie#s are secon$ary sources+ an$ as such+ $o not re"ort
any ne# or ori&inal e."erimental #or%! 2lso+ a literature revie# can
e inter"rete$ as a revie# of an astract accom"lishment!
=ost often associate$ #ith aca$emic(oriente$ literature+ such as a
thesis+ a literature revie# usually "rece$es a research "ro"osal an$
results section! Its main &oal is to situate the current stu$y #ithin the
o$y of literature an$ to "rovi$e conte.t for the "articular rea$er!
2 #ell(structure$ literature revie# is characteri'e$ y a lo&ical flo# of
i$eas1 current an$ relevant references #ith consistent+ a""ro"riate
referencin& style1 "ro"er use of terminolo&y1 an$ a com"rehensive
vie# of the "revious research on the to"ic!
I3
OB'EC"IE
I/
To un$erstan$ the "rocess of Human Resource Policy of Ca"ital
0ooster Limite$!
To provide fair, acceptable & efficient leadership.
To provide an opportunity for expansion & voice in
Management.
To strengthen & appreciate the human assets
continuously by providing training & developmental
programs.
To provide facilities & conditions of work & creation of
favorable atmosphere for maintaining stability of
employment.
To attain an effective utilization of human resources in the
achievement of organizational goals, etc.
I8
PRO'EC" PROFILE
I9
PRO'EC" PROFILE
"I"LE OF "(E S"#)Y
Ca"ital 0ooster ( Human Resource Policy!
SI*NIFICANCE OF RESERC(
;very research is con$ucte$ to fulfill certain o)ectives an$ these
o)ectives fulfill some "ur"ose an$ are of si&nificance for further
researches! The research is si&nificance to(
"+e Co,pan-.
The com"any ta%en is Ca"ital 0ooster #hich is an estalishe$ ran$ in
manufacturin& ooster! The "ur"ose of the research is to i$entify
e.istin& Human Resource POLICY "rocess of the com"any! This #ill
I<
hel" the com"any in $eterminin& an$ formulatin& its strate&y
re&ar$in& e.istin& loo" holes in the "rocess!
"+e researc+er.
This research "rovi$e$ an o""ortunity to &et a first han$ e."erience in
the Human Resource POLICY "rocess of the com"any!
(#MAN RESO#RCE
POLICY
I>
(#MAN RESO#RCE POLICY
Human resource POLICY 6HRP7 is a #ay of assistin& the est
$e"loyment of human resources an$ can hel" or&ani'ation toL
assess future recruitment nee$s
antici"ate an$ "ossily avoi$ re$un$ancies
formulate trainin& "ro&rammes
$evelo" a "romotion an$ career $evelo"ment "olicy inclu$in&
succession POLICY
%ee" staff costs to a minimum #hile "ermittin& salaries to e
com"etitive
assess future "remises re-uirements!
2 "rocess #hich antici"ates an$ ma"s out the conse-uences of
usiness strate&y on an or&ani'ation3s human resources! This is
reflecte$ in POLICY of s%ill an$ com"etence nee$s as #ell as total
hea$counts!,or resourcin& strate&ies to e im"lemente$ they must e
IA
translate$ into "ractical action! The strate&ic "rocess can e or&ani'e$
lo&ically ( for e.am"le+ follo#in& the $ecision
se-uence sho#n on "a&e 38I of Human Resource =ana&ement in a
0usiness Conte.t! ,or these $ecisions to e ta%en+ information must e
otaine$+ conse-uences &au&e$+ "olitical soun$in&s ta%en an$
"references assesse$!
It is clear that many of these $ecisions are fun$amental to an
or&ani'ation! If the im"lications are ma)or+ strate&ic $ecisions are
ta%en at the centre of the usinessRearch! The role of the human
resource function is t#o(fol$L
I! To "artici"ate in the $ecision "rocess y "rovi$in& information an$
o"inion on each o"tion+ inclu$in&L
re$un$ancy or recruitment costs
conse-uences on morale
re$e"loymentEout"laooster o""ortunities
availaility of s%ille$ staff #ithin the or&ani'ation
availaility of suitale "eo"le in the )o mar%et
time constraints
2J
$evelo"mentEtrainin& nee$sEsche$ules
mana&ement re-uirements!
This forms "art of the information collate$ from the or&ani'ation as a
#hole
2! To su""ort line mana&ers $ealin& #ith the "eo"le conse-uences of
im"lementin& the $ecision! Information alrea$y &athere$ "rovi$es the
asis for a human resource "lan!
People as n$,/ers
The man"o#er POLICY a""roach #hich a$$resses -uestions such asL
Ho# many staff $o #e haveEnee$H
Ho# are they $istriute$H
*hat is the a&e "rofileH
Ho# many #ill leave in each of the ne.t five yearsH
Ho# many #ill e re-uire$ in one+ five+ ten yearsH
Human Resource Information 5ystems are invaluale in ans#erin&
these -uestions!
Forecasting ,et+o0s
2I
Human resource "lanners have a choice of techni-ues o"en to them+
inclu$in&L e.tra"olation 6of "ast tren$s71 "ro)ecte$ "ro$uctionEsales1
em"loyee analysis1 scenario uil$in&!
E,plo-ee t$rno%er
Turnover covers the #hole in"ut(out"ut "rocess from recruitment to
$ismissal or retirement an$ ta%es the conse-uences of "romotion an$
transfer into account!
1Soft1 POLICY
HR= im"lies that POLICY has to &o eyon$ the 3numers &ame3 into
the softer areas of em"loyee attitu$es+ ehaviour an$ commitment!
These as"ects are critical to HR $evelo"ment+ "erformance assessment
an$ the mana&ement of chan&e!
($,an Reso$rce POLICY in%ol%es
HRP can e $ivi$e$ into three main sta&esL
Forecasting la/o$r re2$ire,ents /- e3a,ining.
the or&ani'ation?s o)ectives
future "lans for mar%etin&+ "ro$uction+ finance an$
reor&ani'ation
chan&es in #or%in& "ractices
22
chan&es in "ro$uctivity
the e.tent of tem"orary an$ su(contract #or%
5easonal variations!
Assessing la/o$r s$ppl- /-.
analy'in& "ersonnel recor$s
;.aminin& e.ternal factors such as the economy+ unem"loyment+
"o"ulation chan&es+ com"etition from other firms in the area an$
the numers of school an$ colle&e leavers availale!
Matc+ing t+e a%aila/le s$ppl- against t+e forecast 0e,an0 /-.
Planne$ recruitment+ selection+ "romotion an$ staff
$evelo"ment!
Ho# far in a$vance shoul$ laour e "lanne$H
The "erio$ #ill vary accor$in& to the si'e an$ ty"e of or&ani'ation! It
may e necessary to o"erate more than one "lan1 for e.am"leL
a five(year strate&ic "lan
23
a three(year o"eratin& "lan
a si.(monthly $etaile$ "lan!
HRP is not an e.act science an$ "lans #ill nee$ u"$atin& in the li&ht
of chan&e$ circumstances!
*or%in& throu&h an HR POLICY "rocess allo#s you to analy'e your
$eman$ an$ su""ly of human resources an$ $evelo" the a""ro"riate
strate&ies aime$ at fillin& "ro)ecte$ &a"s!
The HR POLICY "rocess is illustrate$ in the follo#in& $ia&ram!
2/
5uccession mana&ement is a %ey strate&y that you #ill "roaly #ant
to im"lement as a result of your HR POLICY "rocess! It a$$resses
many of the issues+ such asL
an a&in& #or%force
increasin& retirement rates
ti&ht laor mar%et
limite$ com"etitiveness+ an$
fast("ace$ chan&es in #or%!
0y im"lementin& a succession mana&ement "ro&ram that is
trans"arent an$ e-uitale you #ill e creatin& an environment for
"eo"le to $evelo" their s%ills in "re"aration for a ran&e of future
"ossiilities! This results in a #or%"lace that #ill e #ell "ositione$ to
face #hatever lies ahea$!
"+e follo&ing is t+e corporate s$ccession ,anage,ent ,o0el4
28
Strategic +$,an reso$rce POLICY
($,an reso$rces POLICY is a "rocess that i$entifies current an$
future human resources nee$s for an or&ani'ation to achieve it &oals!
Human resources POLICY shoul$ serve as a lin% et#een human
resources mana&ement an$ the overall strate&ic "lan of an
or&ani'ation! 2&ein& #or%er "o"ulations in most #estern countries
an$ &ro#in& $eman$s for -ualifie$ #or%ers in $evelo"in& economies
have un$erscore$ the im"ortance of effective Human Resources
POLICY!
2s $efine$ y 0ulla an$ 5cott 6IAA/7+ human resource POLICY is Mthe
"rocess for ensurin& that the human resource re-uirements of an
or&ani'ation are i$entifie$ an$ "lans are ma$e for satisfyin& those 29
re-uirements?! Reilly 62JJ37 $efine$ #or%force POLICY asL M2
"rocess in #hich an or&ani'ation attem"ts to estimate the $eman$ for
laour an$ evaluate the si'e+ nature an$ sources of su""ly #hich #ill
e re-uire$ to meet the $eman$!? Human resource POLICY inclu$es
creatin& an em"loyer ran$+ retention strate&y+ asence mana&ement
strate&y+ fle.iility strate&y+ talent mana&ement strate&y+ recruitment
an$ selection strate&y!
Best practices
The POLICY "rocesses of most est "ractice or&ani'ations not only
$efine #hat #ill e accom"lishe$ #ithin a &iven timeframe+ ut also
the numers an$ ty"es of human resources that #ill e nee$e$ to
achieve the $efine$ usiness &oals 6e!&!+ numer of human resources1
the re-uire$ com"etencies1 #hen the resources #ill e nee$e$1 etc!7!
2<
Com"etency(ase$ mana&ement su""orts the inte&ration of human
resources POLICY #ith usiness POLICY y allo#in& or&ani'ations
to assess the current human resource ca"acity ase$ on their
com"etencies a&ainst the ca"acity nee$e$ to achieve the vision+
mission an$ usiness &oals of the or&ani'ation! Tar&ete$ human
resource strate&ies+ "lans an$ "ro&rams to a$$ress &a"s 6e!&!+ hirin& E
staffin&1 learnin&1 career $evelo"ment1 succession mana&ement1 etc!7
are then $esi&ne$+ $evelo"e$ an$ im"lemente$ to close the &a"s!
These strate&ies an$ "ro&rams are monitore$ an$ evaluate$ on a
re&ular asis to ensure that they are movin& the or&ani'ations in the
$esire$ $irection+ inclu$in& closin& em"loyee com"etency &a"s+ an$
corrections are ma$e as nee$e$! This 5trate&ic HR POLICY an$
evaluation cycle is $e"icte$ in the $ia&ram elo#!
I,ple,entation stages
The follo#in& im"lementation sta&es are su&&este$ for mi$ to lar&e
or&ani'ations im"lementin& com"etencies in su""ort of 5trate&ic
Human Resources POLICY!
Stage 5
5hort ( Term HR POLICY
2>
;stalish a Com"etency 2rchitecture an$ Com"etency
Dictionary that #ill su""ort 5trate&ic Human Resource POLICY!
,or each &rou" to e "rofile$+ $efine the roles an$ career streams
to hel" i$entify current an$ future human resources nee$s!
Determine ho# com"etencies #ill e inte&rate$ #ith the e.istin&
HR POLICY "rocess an$ systems 6e!&!+ Human Resource
Information =ana&ement systems1 other com"uter(ase$ tools+
for e.am"le forecastin& mo$els7!
Stage 6
0uil$ or revam" HR POLICY tools+ tem"lates an$ "rocesses to
incor"orate elements as $etermine$ in 5ta&e I!
Train mana&ers an$ E or facilitate cor"orate HR POLICY
"rocess!
Continuously monitor an$ im"rove "rocesses+ tools an$ systems
to su""ort HR POLICY
O%erarc+ing polic-7 process an0 tools
Co,,on Co,petenc- )ictionar- an0 Arc+itect$re
;stalishin& a common Com"etency Dictionary an$ 2rchitecture is
fun$amental for the successful im"lementation of com"etencies
throu&hout the or&ani'ation! =aintainin& this common architecture is
essential for ensurin& that all human resource mana&ement
2A
a""lications are fully inte&rate$ an$ that ma.imum efficiencies can e
&aine$! It is im"ortant+ therefore+ to i$entify an or&ani'ational &rou"
accountale for the maintenance of the Com"etency Dictionary an$
2rchitecture on an on&oin& asis!
($,an Reso$rce Infor,ation Manage,ent Infrastr$ct$re
In a recent revie#+ the Kartner Krou" note$ that C0= talent
mana&ement initiatives have not necessarily yiel$e$ the $esire$
enefits an$ return on investment+ for the main "art ecause
or&ani'ations have not investe$ in the talent mana&ement soft#are
systems an$ infrastructure to facilitate full an$ effective
im"lementation! To &ain ma.imum enefit from C0=+ or&ani'ations
nee$ to have a human resources mana&ement system an$ on(line tools
an$ "rocesses that #ill su""ort many of the im"lementation
recommen$ations containe$ in this $ocument!
*o%ernance8acco$nta/ilit- str$ct$re
Or&ani'ations that have effectively im"lemente$ com"etencies on a
cor"orate(#i$e asis have ensure$ that there is an a""ro"riate "ro)ect
mana&ement+ &overnance an$ accountaility frame#or% in "lace to
su""ort the $evelo"ment+ maintenance an$ revisionEu"$atin& of the
com"etency "rofiles to meet chan&in& $eman$s!
Process i,ple,entation stages
3J
The follo#in& im"lementation sta&es are su&&este$ for mi$ to lar&e
or&ani'ations!
Stage 5
I$entify the infrastructure an$ system re-uirements to su""ort
full im"lementation 6e!&!+ Human Resources Information
=ana&ement 5ystem1 other on(line soft#are tools nee$e$ to
su""ort various C0= a""lications7!
Develo" the com"etency "rofiles!
Im"lement the com"etency "rofiles in a sta&e$(#ay to
$emonstrate enefits an$ create uy(in 6e!&!+ as soon as "rofiles
for a &rou" are $evelo"e$+ im"lement -uic%ly #ithin a lo#(ris%
hi&h(enefit "lanne$ a""lication for the &rou"7!
Communicate success stories as com"etency "rofiles are
im"lemente$!
Koo$ for or&ani'ation!>
Stage 6
Develo"+ reviseEu"$ate com"etency "rofiles to meet chan&in&
$eman$s!
=onitor an$ evaluate a""lications to ensure that they are
meetin& or&ani'ational nee$s+ an$ a$)ust "ro&ramsE"lans+ as
nee$e$+ to meet evolvin& nee$s!
3I
RESEARC(
ME"(O)OLO*Y
32
RESEARC( ME"(O)OLO*Y
The metho$olo&y use$ y the researcher to com"lete this "ro)ect is as
follo#s(
)efining t+e researc+ o/9ecti%es.
The research o)ectives nee$ to e clearly $efine$ in the or$er so as to
ma%e research useful!
Here the o)ectives of the stu$y are(
To stu$y an$ un$erstan$ the "rocess of Human Resource POLICY of
the com"any!
)e%eloping t+e researc+ plan.
The "lan use$ y the researcher is the most efficient "lan to &ather the
nee$e$ information!
It inclu$e$ $ata source+ research instrument+ sam"lin& "lan an$
contact metho$!
33
)ata So$rce. Data source #as "rimary+ #hich inclu$e
em"loyees of the com"any an$ secon$ary source i!e!+ throu&h
various mo$ules of the com"any!
Sa,pling Plan. 5am"lin& "lan consiste$ of sam"lin& unit+
sam"le si'e+ sam"lin& "roce$ure!
5am"lin& Unit N It tells #ho is to e surveye$! Here the em"loyees
of the com"any #ere inclu$e$!!
5am"le si'e N It $escries ho# many "eo"le shoul$ e surveye$!
The sam"le si'e of 8J em"loyees #as ta%en!
5am"lin& Proce$ure N It $escries ho# the res"on$ents shoul$ e
chosen! ,or this convenience sam"lin& #as $one y the researcher!
Contact Met+o0. Once the sam"lin& "lan is $etermine$+ the
researcher has to $eci$e ho# the res"on$ents shoul$ e
contacte$!
Anal-:ing t+e infor,ation.
One of the most im"ortant ste" in the "rocess of research is to e.tract
"ertinent fin$in&s from the collecte$ $ata! The researcher taulate$ the
3/
$ata an$ then a""lie$ all statistical an$ &ra"hical metho$s for
"resentin& the same!
Present t+e fin0ings.
The last ste" in research "rocess is to "resent the fin$in&s to the
relevant "arties! The conclusion an$ recommen$ation on the asis of
$ata collecte$ is "resente$ in a systematic manner!
SCOPE OF RESEARC(
The stu$y #as con$ucte$ in Ca"ital 0ooster! The stu$y #as con$ucte$
in the 2JI2!
PEOPLE
; 'o soc+e &o+ pa%e
38
Ca"italhas investe$ #isely in its "eo"le assets over the last fe# years
to sustain a culture of e.cellence throu&h the follo#in& initiativesL
O The com"any incentives o#nershi" throu&h the MPo soche #oh
"aave? scheme!
O The com"any traine$ an$ multi(s%ille$ so that memers coul$
$ee"en an$ e.ten$ their com"etencies across the house %ee"in&+
maintenance+ ris% mana&ement+ team uil$in& an$ environment+ health
an$ safety functions!Po soche #oh "aave also $eals #ith some really
sim"le solutions! Li%e the inevitale >!3J am traffic )am of em"loyee
vehicles ( 9J cars an$ 3JJ t#o(#heelers ( at the factory &ate! This
"ose$ an acci$ent ris%! I su&&este$ that another &ate e o"ene$ for car
entry only! This su&&estion #as acce"te$ an$ the result is a safer
factory an$ a i&&er time savin& to$ay!4 ( Kirish 5in&hal 6Dy!
=ana&er+ Ta.ation7
; Creating lea0ers at e%er- le%el
Ca"ital 0oosterem"hasises that creatin& lea$ers not )ust at the
or&anisational a"e. ut at every level results in stron& sense of
emotional o#nershi"! Thus the em"loyees are $ele&ate$ #ith
res"onsiility an$ authority to a$o"t one ;lectric motor an$ relate$
e-ui"ment for %ee"in& #atch an$ care resultin& in ener&y
39
conservation+ thus &eneratin& multi"le C;O3s in the ;ner&y
=ana&ement 5ystem!
; Recognition an0 re&ar0 sc+e,e
The mana&ement elieves in the self(actuali'ation of its em"loyees y
in)ectin& the conce"t of Human resource Develo"ment in all its
"olicies an$ strate&ies! 0y reco&nition an$ re#ar$ the em"loyees are
motivate$ to &ive their est in the interests of the or&ani'ation in
"articular an$ for the society in &eneral! 5o many schemes of
reco&nition an$ re#ar$s are &iven to oost the morale an$ motivate
the em"loyees!
2ccor$in& to =ana&in& Director of the com"any+ morale mana&ement
is consi$ere$ to e more challen&in& than material mana&ement!
2ccor$in& to him it is im"ortant to %ee" #al%in& aroun$ an$
con&ratulatin& the teams for their small victories! ;fforts an$ their
success stories are $isclose$ to all in s"ecial functions so that other
em"loyees may ta%e ins"iration from them! ;m"loyees are re#ar$e$
for $oin& e.em"lary #or% in the fiel$ of re$ucin&E eliminatin&
rea%$o#n+ in(house $evelo"ment+ etter house %ee"in&+ an$
re$uction in ra# material+ fuel+ "o#er an$ #asta&e! Cash a#ar$s an$
Certificates of honour have een &iven in a function!
3<
,or e.am"le a scra""er chain of reclaimer II is to e re"lace$ #hich
ta%es >J hours! The team com"lete$ this tas% in minimum "ossile
time #ith the result that the reclaimer #as "ut into o"eration in )ust
39!8 hours! The team #as re#ar$e$ #ith a cash amount of Rs!
II+JJJE( an$ certificate of honour!
; No,ination to is+&a<ar,a Ras+tri-a P$ras<ar
The o)ective of Qish#a%arma Rashtriya Puras%ar is to reco&nise the
outstan$in& contriutions ma$e y a #or%er or a &rou" of #or%ers in
an or&anisation for e.em"lary #or% relate$ to im"rove$ "ro$uctivity+
occu"ational safety an$ health+ environment an$ #or%in& con$itions
as #ell as safety an$ -uality of "ro$uct! It is our en$eavor to
encoura&e the #or%ers to "artici"ate in this "uras%ar!
The innovative #or% $one onL(
Removal of han&er earin& from ;5P Ho""er 5cre# Conveyors!
Re"laooster of Cooler &as "ortion!
Re"laoosters of castale ull nose$ to" to refractory ric% arch
#ere selecte$ for this "uras%ar!
; M$ltis<ill 0e%elop,ent training progra,,e
In 2JJI(J2+ the com"any starte$ the conce"t of multi s%illin& to
o"timise man"o#er+ enhance s%ill sets an$ to facilitate cross(
3>
functional $evelo"ment! Unli%e other or&anisations #ho intro$uce
multi(s%illin& for hi&h fliers+ the com"any starte$ this conce"t first for
its #or%ers!
ReasonL The com"any face$ a "rolem of sur"lus #or%ers! Other
or&ani'ations #oul$ have resorte$ to retrenchin& an$ layin& off+ ut
this is not Ca"ital3s "hiloso"hy! Ca"italo"timally utili'e$ its sur"lus
stren&th y $evelo"in& #or%er s%ills in other technical "rocess! This
hel"e$ the com"any uil$ in a re$un$ancy factor #herein at any &iven
"oint there #as al#ays a s%ille$ set of "eo"le for any function! The
com"any re$uce$ overtime throu&h efficient man"o#er utilisation+
or&ani'e$ smooth functionin& of the "ro$uction cycle+ increase$ )o
security lea$in& to a &reater sense of elon&in& an$ stren&thene$
in$ustrial relations! 2s a result the com"any $i$ not lose a sin&le $ay3s
#or% $ue to stri%es or loc%outs!
;m"loyees #ere $e"ute$ for =ultis%ill trainin& of fitter tra$e in
$ifferent In$ustrial Trainin& Centers!
,ollo#in& the success of multi(s%illin& #ith #or%ers+ the com"any
intro$uce$ this conce"t #ith staff memers! The o)ective #as to
enhance com"etencies an$ to enale mana&ers un$erstan$ ho# an
initiative ta%en y their $e"artment coul$ affect the "ro$uctivity an$
3A
"erformance of another $e"artment! This roa$ene$ the outloo% of
staff memers+ ma%in& them thin% li%e usiness mana&ers!
/J
ANALYSIS
; "(E COMPANY=S PEOPLE AC(IEEMEN"S.-
"+e co,pan-=s people ac+ie%e,ents are reflecte0 in t+e follo&ing
n$,/ers
/I
Manpo&er training +o$rs8Year
Year
J>(
JA
JA(
IJ
IJ(
II
II(I2
Trainin&
hours
/!A2 8!2> >!33 I2!JJ
Manpo&er pro0$cti%it-
Year J>(
JA
JA(
IJ
IJ(
II
II(I2
Pro$uctivity
6=TE"erson7
2JII 2J9A 2J2A 2229
(R training
6>5>-55 6>55-56 C+ange
?@A
)etails In-
+o$se
E3ternal "otal In-
+o$se
E3ternal "otal O%er
6>>5-
La/o$r cost
IJ(IIII(I2Year
Laour
cost
EtonneJ
>(JAJA(
IJ
93!/A 9A!93 </!A9 >>!AJ
/2
?@A
N$,/er of
Progra,,es
6B3 36 35C C6D 6E CCF DF4C
N$,/er of
participants
4B4E CC 4E>4 BDE4 4B BB46 B>43
Man +o$rs BB>4 5636 5>>3F 5444D 56>> 5CF4D CC4E5
A%erage
person
+o$rs
B433 564>> 444>C
E3ec$ti%e gra0e people
s<ill
Rualification S
=02 8!9<
C2EC5EIC*2 2!AI
=;E=005E=5* J!8>
Post Kra$uates I2!2I
Technical Di"loma IA!<<
=ana&ement
Di"loma
>!/3
Kra$uates 3I!28
ITI A!3J
InterE55; <!>8
0elo# 55; 2!J3
/3
Ric+ Capitale3perience
2 stron&er sense of loyalty is
reflecte$ in an increasin&
Ca"itale."erience an$ a
stron&er accumulation of
intellectual ca"ital!
Year
2JJ9
Ca"i
tale.
"erie
nce
2ver
a&e
3I/3 8!9J
2JJ< 3<I/ 9!IA
2JJ> /I/I 9!<A
2JJA /8>I <!82
2JIJ 8IJ> <!A/
2JII 88>> >!22
//
Lo&er attrition
Year Numers S
2JJ9(J8 8/ A!9>
2JJ9(J< 3< 9!I<
2JJ>(JA 3/ 8!8<
2JJA(IJ 29 /!2<
2JIJ(II 3I /!>2
2JII(IJ 23 3!/J
CONCL#SION
/8
CONCL#SION
Human Resource POLICY hel"s to assess future recruitment nee$s+
antici"ate an$ "ossily avoi$ re$un$ancies
2ccor$in&ly formulate trainin& "ro&rams+ $evelo" a "romotion an$
career $evelo"ment "olicy inclu$in& succession POLICY
It also hel"s to %ee" staff costs to a minimum #hile "ermittin& salaries
to e com"etitive
2n$ finally it assesses future "remises re-uirements!
/9
RECOMMEN)A"IONS
/<
RECOMMEN)A"IONS
Un$erstan$ the ever(chan&in& role of human resources
Translate a ne# role into i$entifyin& Tvalue(a$$e$U services for
the or&ani'ation
Use a human resource im"act mo$el
Develo" a %een %no#le$&e of the strate&ic POLICY "rocess
Con$uct a &a" analysis on your current human resource
"rocesses
/>
0uil$ a human resources strate&ic usiness "lan
2ssess an$ measure human resource efforts for strate&ic lin%a&e
of all human resource "rocesses to or&ani'ational strate&y
/A
BIBLIO*RAP(Y
Bi/liograp+-
54 &&&4Capital/ooster4co,
64 ($,an reso$rce ,anage,ent- 4S4 Rao
34 ($,an Reso$rce Manage,ent G *ar- )essler
8J
8I