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Haldiram, the brand name that is always associated with quality product and service. It
took more than six decades to become the leading manufacturer of Indian savory snacks.
The savory snacks industry has been immensely through all these years to form an
industry of about $425 millions. And the market potential for this industry is estimated
to be around $ 1 billion. The savory snacks market is divided into organized sector
and an unorganized sector. Currently, about 45 % of the market is being served by the
organizes sector and the balance 55% is served by the unorganized sector. Presently the
This project deals with analyses of various operations performed by human resource
personnel at Haldiram’s ltd. It includes all the procedures and policies followed at this
Recruitment, job analysis, competency mapping, gap analysis, and skill matrix.
with job requirement, job analysis , searching the candidate through job portals,
references or campus, then interview and final selection. I have also studied the criteria to
map the competencies of various personnel and job as well .Then I studied how to do
measure and analyze the gap between what is desired and what the actual performance is
at the end.
At last I was told how to prepare the skill matrix for various positions and jobs.
1
COMPANY PROFILE
Sweet and Salt are as diametrically opposite to each other as North pole and South Pole but they perform
wonders when used on the taste buds, this delicate use of both the tastes in Mithais (Sweet Meat) and
Namkeens (Salty Snacks) has made Haldiram’s undisputed leader of the sweet industry. Haldiram’s
synonymous with sweet meat as Cadbury is to Chocolates. By default Haldiram’s can be termed as
“Taste of Tradition”.
From a humble beginning in Bikaner in 1937 Haldiram;s have grown phenomenally and are today an
inherits the Matchless quality, Zero impurity and world class packaging, efficient distribution network
are the hallmark of each and every Haldiram’s Product and to top it up the trump card of reasonable
prices and efficient marketing strategy and the key to success. Headquartered at Nagpur (M.S.) India.
The management at Haldiram's is quality conscious no doubt they always believe in superior input
superior output. It has regional offices at Mumbai. Bangalore and Chennai. It is a member of the SFA
(Snacks Food Associations of America) & ESA (European Snacks Food Association). The company has
won prestigious International Food award . The company has ISO:9001-2000 certification and HACCP
certification by Det Norske VERITAS of Netherlands. And it's not only in India that Haldiram has made
sampled Haldiram's authentic India Flavors. So much so, that Haldiram also went on to win the
prestigious award for Food & Beverages awarded by Trade Leaders club in Barcelona, Spain..
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In yearly 1940's somewhere in
AGARWAL alias
3
managerial skill led to diversification into traditional Indian Sweets.
production and the opening of new superbly decorated and well maintained four
showrooms Kolkata. The latest, under the hallmark- Pure Food, was inaugurated at VIP
Road in 1999, near Airport covering an area of 100 thousand sq.ft so as to create a
landmark in Kolkata. This exquisite showroom cum manufacturing unit, which boasts
more than 1000 items to gorge upon, offers the most ambient surrounding. Every effort
has been taken to provide the best of the Haldiram's made and packed in the most
hygienic conditions. A series of state of the art machineries have been installed to
maintain uniform level of production. Every effort is taken to maintain strict vigil over
the quality of the raw materials and, inspects and tests samples drawn from batches of
daily production. An R&D wing vigorously studies means to improve quality, taste,
packaging and ways to improve the shelf life of the products. Strenuous efforts are
undertaken to reach the best of even the most perishable sweets- in its original taste to
any part of the world on client demand. Haldiram's –a place where Quality and Service
is a matter of habit.
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HIERARCHY CHART
BOD
MD
VP
[OPERATIO
NS]
FACTORY
MANAGER
DESPATCH STORE
MAINTENANCE P& A QUALITY PRODUCTION
PURCHASE
CONTROL
HOD HOD
SHIFT I/C
HOD HOD
HOD HOD HOD
PRODUCTION I/C
PERSONNEL OFFICERS OFFICER
ENGINEER FIRE SAFETY TIME KEEPER MICRO ASST. OFFICER
OPERATOR SECURITY RECEPTIONIST BIOLOGIST BILLING OFFICER FIELD
TECHNICIANS FIREMEN OPERATOR SHIFT I / C OFFICER
OFFICE EXECUTIVE MACHINE
PLUMBER HOUSEKEEPING ATTENDANT OPERATOR COMPUTER OPERATOR
HELPER INVENTORY
ASST. M/C CONTROLLER MATERIAL ISSUE I/C
ASST. OFFICER OPERATOR
LAB SHIFT LOADER/ UNLOADER
ATTENDANT ASSISTANT
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Their mission is fortified by 4 core beliefs:
Dedication to manufacturing.
6
Y
NAMKEENS
SWEETS
SYRUPS
PICKLES
PAPADS
DRY FRUITS
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Namkeens:-
Nut Cracker
Bhujia
Aloo Khelra
Chana Bhujia
Kaju Dalmoth
Aloo Bhujia
Badam Lachha
Elaichi Bhujia
Badam Dalmoth
All in One
Chana DAL(masala)
Chiwda Mix
Khatta Mitha Mixture
Super Mixture
Aloo Lachha(masala)
Khasta Mixture
Murukku(with sauce)
Navratan Mixture
Chana Chips(masala)
Chatpatta Mixture
Makai Mixture(sweet)
Palak Dalmoth
Hara Matar(green peas)
Moong Dal(salted)
Rayata Boondi(with
Corn Flakes(salty) masala)
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Tin Packed Sweets:-
Gulab Jamun
Raj Bhog
Mango Rossogolla
Angoori Petha
Classic Rossogolla
Orange Rossogolla
Strawberry Rossogolla
Pineapple Rossogolla
Sweets:-
Moong Laddu
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Syrups:-
Rose Syrup
Khus Syrup
Orange Syrup
Badam Syrup
Pickles:-
Lemon Pickle
Mixed Pickle
Red Chilli Pickle
Mango Pickle
Lime Ginger Pickle
Green chilli Pickle
Sweet mango Laccha
Garlic Mango Pickle
Crushed Red Chilli Pickle
Mango Kasundi Pickle
Papads:-
Crispy Papad
Plain Papad
Bikaneri Papad
Masala Papad
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Dry Fruits:-
Almonds
Cashew
Pistachio Resin
Akhrot
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The strength of the HALDIRAM brand is reflected in the impressive list of
achievements below:
The “most preferred brand” in Namkeens and Sweets. – Brand Equity Survey
One of the “top coolest brands among Family”. – Brand Equity Survey
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QUALITY POLICY
statutory, regulatory requirements and all their actions are planned and executed to
13
COMPANY EXPORT
EXPORTS
Around 20 million ethnic Indians spread in over a number of countries around the world and they have
started export of sweets and snacks in way back 1996 to reach the ethnic Indians abroad. They keep 50+
export worthy products and are successfully exporting them to around 16 countries.
The quality of products is backed with ISO-9001:2000 and HACCP Certification. 20+ imported
machineries and new techniques of manufacturing bases a true International look and helps in meeting
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PRODUCTS FOR EXPORTS
NAMKEEN
SWEETS
PAPAD
GIFT BOXES
BAKERYPRODUCTS
15
THE ROAD AHEAD
In the financial year 2001-2002, the combined turnover of all three units of Haldiram’s
was estimated at Rs. 4 billion. The company targeted a growth of 15% for the financial
year 2002-2003. Analysts felt that, given the competition in the industry, Haldiram’s
The competition in the ready-to-eat snack foods market in India was intensifying. Frito
Lay India ltd. (Frito Lay), one of Haldiram’s major competitors, was expanding its
market share. Instead of directly competing with the market leader Haldiram’s, the
company launched innovative products in the market and backed them with heavy
publicity. Frito Lay’s product range consisted of a mixture of traditional Indian and
western flavors which appealed to younger and older generations. Its products included
Lehar Namkeens, Lehar Kurume (snack sticks), Lays (flavored Chips), and Cheetos (snack
balls), Uncle Chips and Nutyumz (nut snacks). Frito-Lay was the first company to launch
small 35 gm packs namkeens priced at Rs. 5 and also the first company in the organized
innovative products.
The company launched India’s first non-wafer chips in 1988. SM offered products under
two main brands – Peppy and Picnic. Under Peppy, it had sub brands such as Cheese
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Balls, Ringos, Hi Protein Crispies, Potato Rackets, Hearts, Veggie Treat, Mixtures and
Minerette. Under Picnic, it had Protein Pin, Junior and Corn Puffs.
Haldiram’s also faced tough competition from domestic players such as Britannia
Industries Ltd., Bikanerwala Foods and ITC. In addition, FMCG major HLL had also
announced plans to enter the snack food market. Analysts felt that Haldiram’s lagged
behind competitors in offering snack foods targeted at children, who were always eager
They felt that the company concentrated too much on traditional Indian items such as
Bhujia Sev and Moong Dal. Haldiram’s had in fact, taken steps to fill the gaps in its
portfolio. Rajendra Agarwal, the owner of the Nagpur unit said, “We want to expand our
market by introducing snacks that will appeal to younger people. There will be no growth
in the traditional snacks category.”. The unit planned to launch products such as flavored
ready-to-eat popcorn and a product similar to Leher Kurkure. Though Haldiram’s had
increased its focus on advertising and promotion in the last couple of years, still more
promotion was much higher. With successful ad campaigns such as “control nahin hotha”
(it is irresistible) for the Leher brand of namkeens, the company made sure that it attracted
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According to media reports, Haldiram’s lagged behind competitors in the area of
customer service. A report in Deccan Herald that Prabhu Shankar Agarwal, the
owner of the Kolkata unit, was arrested on charges of manhandling customers only reiterated
this opinion. The report also mentioned that few of the company’s restaurants did not
possess the minimum requirements, such as sufficient seating arrangements and adequate
parking lots. Haldiram’s also had to deal with problems created by spurious products.
used the Haldiram’s brand name in their products. For example the ‘Haldiram Madanlal’
company claimed that its proprietor, Anil Kumar Agarwal, belonged to the Haldiram’s
According to some analysts, many of the problems facing Haldiram’s arose due to an
informal split between its three units in the early 1990s. The split occurred when Prabhu
Shankar Agarwal, who was heading the Kolkata unit of Haldiram’s, filed a complaint in
the court against the Delhi and Nagpur units, alleging breach of contract when they
opened a sweet shop in New Delhi in 1991. This led to a bitter court battle for many
years. The court delivered a final verdict in 1999, when Haldiram’s units were formally
The consequences of the split were a matter of concern. Though on paper, the three
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companies had clearly defined boundaries within which they should operate, in practice,
they did not stay within their boundaries. They penetrated each other’s territories and
competed among themselves for a larger share of the snacks market. Analysts felt that
competitors would take advantage of this split. Since the scope for increasing market
international markets. They used the internet, not only to market their products but also
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RESEARCH METHODOLOGY
Haldiram’s . This study helps to determine what roles are carried out by the human
resource personnel and how they are performed. This study highlights what lacks in
human resource management and what can be done to improve the role of
management.
versa and existing human resource development policy, norms and operations.
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CRITICAL REVIEW OF LITERATURE
INTRODUCTION OF THE FMCG SECTOR
Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer
packaged goods. Item in this category include all consumables (other than
groceries/pulses) people buy at regular intervals. The most common in the list are toilet
foodstuff, household accessories and extends to certain electronic goods. These items are
meant for daily of frequent consumption and have a high return. A major portion of the
portion of their budget on maintaining distribution networks. New entrants who wish to
bring their products in the national level need to invest huge sums of money on
was entry of multinationals and cheaper imports. Also the market is more pressurized
The performance of the industry was inconsistent in terms of sales and growth for
over 4 years. The investors in the sector were not gainers at par with other booming
sectors. After two years of sinking performance of FMCG sector, the year 2005 has
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witnessed the FMCGs demand growing. Strong growth was seen across various
segments in FY06. With the rise in disposable income and the economy in good health,
- Food and health beverages, branded flour, branded sugarcane, bakery products such as bread, biscuits,
etc., milk and dairy products, beverages such as tea, coffee, juices, bottled water etc, snack food,
chocolates, etc.
- Frequently replaced electronic products, such as audio equipments, digital cameras, Laptops, CTVs;
other electronic items such as Refrigerator, washing machines, etc. coming under the category of White
Goods in FMCG;
Sector Outlook
FMCG is the fourth largest sector in the Indian Economy with a total market size of Rs.
60,000 crores. FMCG sector generates 5% of total factory employment in the country and
is creating employment for three million people, especially in small towns and rural
India.
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Weaknesses:
1. Lower scope of investing in technology and achieving economies of scale, especially in
small sectors.
2. Low exports levels.
3. "Me-too" products, which illegally mimic the labels of the established brands. These
products narrow the scope of FMCG products in rural and semi-urban market.
Opportunities:
Threats:
1. Removal of import restrictions resulting in replacing of domestic brands.
2. Slowdown in rural demand.
3. Tax and regulatory structure.
Growth Prospects
With the presence of 12.2% of the world population in the villages of India, the
Indian rural FMCG market is something no one can overlook. Increased focus on
farm sector will boost rural incomes, hence providing better growth prospects to
the FMCG companies. Better infrastructure facilities will improve their supply
chain. FMCG sector is also likely to benefit from growing demand in the market.
Because of the low per capita consumption for almost all the products in the
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country, FMCG companies have immense possibilities for growth. And if the
companies are able to change the mindset of the consumers, i.e. if they are able to
take the consumers to branded products and offer new generation products, they
It is expected that the rural income will rise in 2007, boosting purchasing power
in the countryside. However, the demand in urban areas would be the key growth
driver over the long term. Also, increase in the urban population, along with
increase in income levels and the availability of new categories, would help the
India accounts for 66% of total FMCG consumption, with rural India accounting
for the remaining 34%. However, rural India accounts for more than 40%
consumption in major FMCG categories such as personal care, fabric care, and hot
beverages. In urban areas, home and personal care category, including skin care,
household care and feminine hygiene, will keep growing at relatively attractive
rates. Within the foods segment, it is estimated that processed foods, bakery, and
dairy are long-term growth categories in both rural and urban areas.
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Indian Competitiveness and Comparison with the World Markets
material base suitable for food processing industries. India is the largest producer
of livestock, milk, sugarcane, coconut, spices and cashew and is the second
largest producer of rice, wheat and fruits &vegetables. India also produces caustic
soda and soda ash, which are required for the production of soaps and detergents.
The availability of these raw materials gives India the location advantage.
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Low cost labor gives India a competitive advantage. India's labor cost is amongst
the lowest in the world, after China & Indonesia. Low labor costs give the
advantage of low cost of production. Many MNC's have established their plants in
right from the supply of raw materials to packaged goods in the food-processing
sector. This brings India a more cost competitive advantage. For example, Amul
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Top Ten Players in FMCG Sector
S. NO. Companies
3. Nestlé India
4. GCMMF (AMUL)
5. Dabur India
7. Cadbury India
8 Britannia Industries
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DETAILS OF DATA COLLECTION
PRIMARY SOURCE
People use original, first hand source for getting information as building blocks to create
stories from the past . These sources are called as primary sources, because they are the
first evidence of something happening, or being thought or said. Primary sources are
created at the time of an event , or very soon after something have happened. These
sources are often rare or one-of-a-kind. Examples of primary sources are diaries, letters,
SECONDARY SOURCES
A secondary source is a document or recording that relates or discusses information
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FINDINGS AND ANALYSIS
Recruitment
Job analysis
Competency analysis
Skill matrix
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RECRUITMENT AND SELECTION
According to Flippo:-
organization."
30
Anticipated:- Anticipated need refer to the movements in personnel which an organization
can predict by studying the trends in the internal and external environments.
Internal Sources:-
External Source:
Placement Agencies.
Recommendations.
Recruitment at factory gate.
Employment Exchanges.
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SELECTION
Selection is the process of choosing the best candidate out of the all the applicants.
series of steps so as to evaluate their suitability for the job to be filled. It is the process of
matching the qualifications with those required for the job so that the candidate can be
entrusted with the task that matches with his credibility. It is a process of weeding out
unsuitable candidates and finally identifying the most suitable candidates. the personal information form
is at annexure-1
This process divides the candidates into two categories-the suitable ones and the unsuitable
ones. The suitable people prove to be the asset for the organization. Selection is a negative
process because in this process the management tries to minimize the number of people
at each step so that the final decision can be in the light of all the factors and at the end of
it best candidate is selected. Selected candidate the has to pass through the following
stages in Haldiram-
Preliminary Interview.
Application Form.
Selection Test.
Selection Interview.
Physical Examination.
Reference Check.
Final Approval.
Employment
32
JOB ANALYSIS
qualification, skills,
experience etc is
authority as well.
Where as in job
called as person
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COMPETENCY ANALYSIS
The buzzword of today’s environment is dynamics or processes of change in firms and
their management. Given the fact that environment are becoming increasingly dynamics,
strategic planning based on static and rational view has long ceased to suffice. In order to
building core competence and transferring them between various business units.
Intangible resource continues to hold the potential to lead to such competitive advantage.
Understanding how these resources need to be developed and how they should be
managed becomes the imperative of every manager. Competences are generally regarded
as unique resources which are knowledge based and can lead to direct competitive
advantage. They are created by refining the knowledge, both explicit and tacit residing
within the employees of the organization. Competences are only valuable if they can be
used in market place and have to change with the dynamics of the market.
Thus continuous evaluation of competencies and their relevance in today’s market place
and development of these competencies form the basis of strategic planning of the
organization.
What is a competency?
The word competency is derived from Latin word “Competence” which means ‘to be
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organizational performance.
PROCESS OF ASSESSMENT:
The process starts by the individual assessing themselves against the competency
portfolio will also contain items such as references, certificates and letters
assessment and portfolio of evidence. The assessor will interview the individual
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The assessor provides feedback to the
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Gap Analysis or Mapping the competence:
Competence mapping is to make a connection between what the company needs and
what the worker can perform and eventually detect a gap. One assumption that must be
present to uncover this gap is that current status of the competence can be documented.
The company also has to define what is needed now and in the future. With this
knowledge one can be able to uncover a competence gap and prescribe what to do next.
To map the competence of a company or an institution is not easy, and below we will
The companies and institutions experience a gap between the existing knowledge in the
organization and the needed knowledge. This gap has come into being because the
market is demanding and only companies/institution that adapt to these higher demands
will survive.
These demands deal with quality, price, time of delivery etc. that means workers have to
learn new skills, both regarding to the product or the service produced and to the
marketing and transport of the product. We have to sure that each worker and the
company as a whole has the correct knowledge to fulfill these tasks. Therefore we have
to map the competence and compare this exiting competence with the wanted
competence, the competence that is needed to make a better product and thereby to
that the mapping process initiates other processes in the company that is very important.
37
Since the mapping process can be quite extensive each worker will be more active in
Competency mapping help in finding qualified employees who understand the situation
and roles they need to play to meet the corporate objective. Whereas competency
modeling help in matching the people competencies with the jobs and defines the
responsibilities that are needed to help the company reach its goals. It also helps in
creating a link between work force and business objective. Competencies are also called
as “predictors of success”.
After the gap analysis it becomes clear the requirements of competencies to fill this gap.
If the required competencies are not available, then either they need to be developed or
some new people have to be hired for the same. The next step is optional and may be
conducted if we heed to hire to fill the competency gap. The assessment record form is given at
annexure -2
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‘How to -Prepare a Skills Matrix’
Introduction:-
A Skills Matrix is one of the most simple, but highly effective, tools available to assess
training needs. It is easily reviewed and updated, and presents the skills of team members
in a single chart.
Review the skills and competences required for roles within the team.
Assess training needs.
Identify gaps in skills within the team.
Build commitment to the development of new skills.
Definition:-
A Skills Matrix is a table that clearly shows the skills held by individuals in a team, and
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Identifying job roles
Team members are listed in the left hand column, up to 8 key tasks or roles that team
must fulfill to be effective and achieve its goals are identified. It may help to know the
following :
Ask yourself and your team “What are the main things that individuals in the team
have to be able to do?
Refer to Job Descriptions for the team.
Use National Vocational Qualification standards (NVQs) to help compile your list.
The standards are a helpful starting point, which list the key skills required to
operate in a wide range of business areas. Consider new tasks and skills that may be
required of your team in the near future.
If it becomes too complicated, break the job roles down into some key areas, and
create a Skills Matrix for each.
Use a coding system to show who has the skills required, and who requires training.
There are a number of ways of presenting this on the matrix. The most simple is to place
across in the relevant box for those who can complete the task, and leave a blank against
Another option is to rate the skill level of the individuals with a coding system:
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Can complete the task to the required standard
Can complete the task to the required standard, in the required amount of time
Could do all of the above and train others.
Now the company is in a position to see what requirements they have for new skills to
achieve team objective. The maximum number of people required to be able to complete
a skill may vary, and will affect the requirement for on-the-job training
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SWOT ANALYSIS OF HALDIRAM
Strength Weakness
Opportunity Threats
Strength:-
Weakness
Opportunity
Threats
42
The Company does marketing in the following two markets:
RETAIL MARKET
The company has kept all the open market as retail market in miss all the shop, Early shops , grocery
INSTITUTIONAL MARKET
In this segment the company has kept all the institutional shop/ contents. In this segment collage
canteens, school canteens , hospital canteen, Restaurant, cinema halls, shopping malls, it’s are
included.
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SUGGESTIONS
Company should spend some amount on advertisement of its products because the competitors
are using celebrities as their promoter in ads. For Kurkure Juhi Chawla and for Lays Saif Ali
Khan
Company should paints the walls of cafeterias time to time because its competitors do this, this
will bound the retailers to sale our product.
LIMITATIONS
Every project has its limitation and it is wise to point them out instead of glossing over them.
This project was having some limitation, which is written below, and the aim presentation is to
increase confidence in the present result.
Heavy reliance on secondary data
Less time to cover wide Hr operations.
Stringent policies lead to less interaction with the employees.
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BIBLIOGRAPHY
2) Company’s manuals
3) Newsletter
4) HR Policy Manuals
Hypertext
search engines-----www.google.com
www.haldiram.com
45
FORM NO-1
NEW DELHI-110044
Name :
Gender
Permanent Address
Mobile/Pager : E-mail :
46
Present Address
Mobile/Pager : E-mail :
47
Begin with the last Employer
professional life
Do you have any relatives in Comp Soft Group of Companies? If so, please fill the
following
48
Name of Designation Company
relative
Reference:
Name : Name :
Designation : Designation :
Legal Record:
49
2. Do you have
any police
Yes/No If yes, please give details
case going on
against you?
I hereby affirm that the aforementioned information given by me is true and correct and
that I have not held back any information that, if disclosed, would be a factor in
determining my eligibility for employment and undertake that should any information
given here is found to be false, I shall be liable for dismissal.
Signature:
Date:
Place:
50
FORM NO-2
51
Factors Rating Remarks
1.Personality
a)Grooming
b)Attitude
c)Poise/Maturity
2.Communication
a)Verbal
CTC:
Referred by/Agency(name)
Signature ___________________________
Designation ___________________________
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FORM NO-3
COMPETENCY SURVEY
1. Name:
2. Designation :
3. Department :
4. Total Work Experience :
5. Duration in this Organization :
Questions
1. What are the generic competencies you seek from your employees at
organizational level? (Please write them serial wise and write the most important
ones first
Ans-
Sl. No Competencies
1.
2.
2. What all are the competencies required for these different functions? (Please
write them as shown in the box. For your convenience you can write Sl. No. of
competencies also)
Ans-
1. e.g.-HR
2. \ e.g.-Finance
3.
54
OR
What are the competencies required for different MAJOR functions and different
levels? (Please write them as shown in the box. For your convenience you can write Sl.
No also)
Ans-
Function-1
(e.g.-HR)
Function-2
(e.g.-Finance)
Function-3
Function-4
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6. Do you use rating scale? (please tick the appropriate one)
YES NO
7. May I have the various ratings definitions? ((Give a one or two line answer)
Ans--------------------------------------------------------------------------------------------------
8. If you use a rating scale -Then, how do you align the competencies with your
appraisal process? (Give a one or two line answer)
Ans----------------------------------------------------------------------------------------------
9. Can you list some generic KRAs from your appraisal form for a few sample
roles? ( Just 5 or 6 would be fine)
Ans ---------------------------------------------------------------------------------------------
Very Good - Sales will increase by more than 100% over current sales and average
profit margin will be 25% or more
Good - Sales will increase by more than 90% over current sales and average profit
margin will be 20% or more
YES NO
12.What kind of Training and Development do you give if you find an employee
isn’t up to the mark with the predetermined competency levels?
Ans-------------------------------------------------------------------------------------------------------
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13.Can you list some of training measure used in your company after Competency
Gap Analysis? (Please write them as shown in the box.)
to be improved
e.g. Teamwork
57
FORM NO-4
JOB ANALYSIS
Date
______________________________
Prepared
By________________________
Title
______________________________
Department _________________
58
Job Title: Reports to:
Education/Experience Required
Goals/Objectives of Position
Knowledge/Skills Required
Physical Requirements
Special Problems/Hazards
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FORM NO-5
JOB DESCRIPTION
Date _______________________________
Prepared By_________________________
Title ________________________________
Department________________________
Job Description
Job Summary:
Hours Required:
Major Duties
1.
2.
3.
Minor Duties
1.
2.
3.
4.
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Relationships
61
FORM NO-6
Supervisor Prepared by
2.
1.
2.
2. [ ] [ ] [ ]
3. [ ] [ ] [ ]
4. [ ] [ ] [ ]
5. [ ] [ ] [ ]
62
How much formal education is required to perform this job?
No formal education required [ ]
Less than high school diploma [ ]
High School or equivalent [ ]
High School plus some technical [ ]
College – 3 years or equivalent [ ]
College – 4 year degree [ ]
Post Graduate [ ]
Education beyond undergraduate degree [ ]
63
How much supervision is received?
Frequent, works directly with supervisor [ ]
Several times daily, most work is reviewed by supervisor [ ]
Several times weekly, reviews, plans and arranges own work [ ]
Occasional, refers only exceptions to supervisor [ ]
Little or no direct, referring only extraordinary circumstances to supervisor
[ ]
What are the nature and scope of independent decisions made in this
position?
What types of errors are likely to occur in the performance of this position?
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What type of problems is the incumbent in this position likely to encounter?
Who does the incumbent in this position have contact with and how often?
Top management [ ] [ ] [ ]
[ ]
What degree of influence does the incumbent in this position have when
contacting others?
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What resources is the incumbent in this position responsible for?
Examples
Working Conditions
Please check all that apply.
Regular office conditions [ ]
Exposure to extreme temperatures [ ]
Exposure to high noise levels [ ]
Exposure to fumes [ ]
Exposure to dirt [ ]
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Please list any physical demands required and give examples.
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FORM NO- 7
MANPOWER REQUISITION
HR/Admin. Division
REQUIREMENTS
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Brief outline of duties: Education & Qualification:
Experience Required:
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Name: Job Title:
Pending
Note:
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CASE STUDY
sweet shop in Bikaner, a small district in Rajasthan. Bikaner had a large number of
sweet shops selling sweets as well as namkeens. 'Bhujia sev,' a salty snack
prepared by Ganga Bishen, was very popular among the residents of Bikaner and
was also purchased by tourists coming to Bikaner. In 1941, the name 'Haldiram's
Till the early 1990s, Haldiram's comprised of three units, one each in Kolkata,
Nagpur and New Delhi. The Agarwals family that owned Haldiram's was always
In 2001, the turnover of the Haldiram's was Rs 4 billion. The group had presence
not only in India but in several countries all over the world . The company offered
a wide variety of traditional Indian sweets and snacks at competitive prices that
Haldiram's had many 'firsts' to its credit. It was the first company in India to brand
'namkeens3'. The group also pioneered new ways of packaging namkeens. Its
packaging techniques increased the shelf life of namkeens from less than a week
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It was also one of the first companies in India to open a restaurant in New Delhi
offering traditional Indian snack food items such as "panipuri," "chatpapri," and
so on, which catered to the needs of hygiene conscious non-resident Indians and
.
Since the very beginning, the brand 'Haldiram's' had been renowned for its quality
products. The company employed the best available technology in all its
Haldiram's offered its products at competitive prices in order to penetrate the huge
unorganized market of namkeens and sweets. The company's pricing strategy took
reach for its products in India as well as overseas. From the manufacturing unit, the
agents. Haldiram's product promotion had been low key until competition
intensified in the snack foods market. Consequently, attractive posters, brochures and mailers
The above initiatives helped Haldiram's to uniquely position its brand. Haldiram's
once was just another sweet maker but it has moved into trained brands first by
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improving the product quality and packaging. Through its clever products and
Shopping outlets:
Chandni Chowk
Connaught Place
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The case examines the evolution of Haldiram's from a small sweet shop in a
The case also examines the issues that Haldiram's must address to compete
effectively with domestic and multinational players in the snacks food market in
India Haldiram competitive edge is provided by its human capital that is the most
important and the most essential capital for any organization successful
functioning.
There are many different ways of defining competency but competency actually
– not simply recruitment . However , they do not have to be applied in all the area
at the same time. There are several human resource functions that require a clear
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recognized that learning can come from a variety of sources, both on the job and
off the job, formal and informal. Recognition is given for prior learning and for
Competency mapping help in finding qualified employees who understand the and
roles they need to play to meet the corporate objective. Whereas competency
modeling help in matching the people competencies with the jobs and defines the
responsibilities that are needed to help the company reach its goals. It also helps in
creating a link between work force and business objective. Competencies are also called
as “predictors of success
HALDIRAM SCENARIO
objectives and finally putting them into the skill matrix. As the popularity of
Haldiram grew the need for expansion of its operations arose. So the first problem
was recruiting the right people for jobs. Recruitment is the process of searching
and obtaining applicants for jobs amongst whom the right people can be selected .
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“Competency based interviews reduce the risk of making a costly hiring mistake and increase
the likelihood of identifying and selecting the right person for the right job”
prepared manually but when the company thought of expansion and the workforce
was increased than the whole system was computerized. HR executive is entitled
with composing the salary of each employee . Salary to all the employees are paid
on 7th of every month. The salary is prepared by HR department for all employees
of the company, based on the attendance received from the employees. Then,
The next problem was clearly differentiating the roles or the duties and
responsibilities related to each job or a particular position or in short doing the job
analysis for this HR department executives were Cleary given an overview of all
the positions and their related requirements in order to avoided the chaos in the
organization and to avoid overlapping of the work. In the absence of job analysis
employees were placed on their jobs without having a proper knowledge of what
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Then comes the most important function of measuring the competencies and
getting standard for each and every job which was not given due consideration. No
initiative was taken to evaluate employees work and matching those competencies
with the standards set because of this no appropriate action was taken for the
employees who lacked and not even for those who performed well. But now the
whole process has changed every month the performance of each employee is
evaluated and time to time feedback is taken from the employees in the form of
taken:
work done or the level of competency required for that work. The extent to which
the employees is able to complete his/her task is measured to get employee of the
month. And then appropriate reward is given on the basis of work in order to
Competencies Enable
After the setting of standards and measuring of competencies the next function is
to do the gap analysis in order to measure the gap between the standards and the
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actual work done or performed by an employee. When the company started there
were no as such benchmarks or standards for any sort of work but as the
competition grew and the expansion was done the need to measure the gap came
up since in the food sector quality is the most important factor so it can’t be
ignored in any situation. The gap analysis helps in determining each and every
At last the skill matrix that is the most important of all and a newly adopted
concept is prepared that helps in clearly defining the areas as well as people who
require the training. In the absence of the proper system this was not possible but
when the proper HR department came into being since then it became very clear to
establish and organize training and development programmers that has helped the
preparing the employees for the organsational goals and objectives. It not only
that have timely training and employee up gradation programmes get their people
up to speed faster , have better alignment between what the employees do and what
the organizations needs them to do. It helps in determining individual skills that
they possess making them different from others. This helps in clearly identifying
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Competency based training leads to:
Competencies
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CONCLUSION
Today the top executives have realized the importance of HR as it is the most
organization can flourish. Its only HR that helps in the smooth , effective and
good human resource not only helps to boost the morale but also restricts and
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SYNOPSIS
This project includes analyses of various roles of human resource at Haldiram that
were analyzed under the guidance of Mr. Ravindra Malik. This project gives an
well as the process of competency mapping and then finding out the training
needs. It also highlights the areas where Haldiram lacks and what can be done
It also explains the scope of FMCG sector in India and the opportunities available to
them.
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