HR ASSIGNMEN T

ON
CONTEMPORARY HR PRACTICES IN AGRO INDUSTRIES
SUBMITTED TO: DR. DEBASISH DUTTA FACULTY SIIB
SUBMITTED BY: Divya Boddu 09020242007 MBA-AB (09/11) SIIB
INDEX
INTRODUCTION- WHY HRM IN AGRIULTURAL INDUSTRY???? HR PRACTICES IN ITC INDIA LTD.
HR PRACTICES IN DABUR HR PRACTICES IN TATA TEA HR PRACTICES RALLIS INDIA CONCLU
SION REFERENCES
INTRODUCTION- WHY HRM IN AGRIULTURAL INDUSTRY???? Although agriculture contribut
es only a fifth of India’s GDP, its importance in the country’s economic, social, an
d political fabric goes well beyond this indicator. Agriculture provides livelih
oods to 60 percent of the rural people, the majority of whom are poor, and remai
ns vital for the country’s food security. After the Green Revolution of the 1970s
which enabled India to achieve self-sufficiency in foodgrains, agricultural grow
th has slowed - from 3.5 percent in mid 1980s to 1990s to less than 2 percent in
mid 1990s to 2000s. Slow agricultural growth and the consequent widening of the
gap between rural and urban incomes has become a major cause for concern. Why f
or this is happening? There are various reasons behind this like population grow
th rate is higher than that of agricultural productions growth rate. Agribusines
s has a great role to play in increasing production, productivity, processing of
agricultural products, minimizing losses far reach and many more. In today’s glob
alize world, every country is facing challenges of cut throat competition, priva
tization, liberalization, economy development and its allied problems. India is
also facing same problems along with development of rural India. To oversee thes
e problems, all countries look forward to the development of industry and busine
ss. By this view, business is considered as a pillar for development of the coun
try. In India more than fifty percent of population live in rural area and are i
nvolved in agriculture practices. Thus there is a great need to focus on rural I
ndia rather merely on business and industry. Agricultural trends are changing ev
eryday with the development of new techniques. To make the best of emerging tech
nologies, it is vital that agriculturalists receive continuous education and tra
ining. This training is provided on topics such as pesticide management, use of
better seeds, irrigation and use of fertilizers among many others. Equally impor
tant is the process of agricultural research and development to create cheaper a
nd better farm practices. Therefore agricultural organizations are trying to dev
elop human resources and utilize their whole potential for the organization deve
lopment and in turn contribute to the nation’s development.
ITC s human resource management systems and processes aim to create a responsive
, customer-centric and market-focused culture that enhances organisational capab
ility and vitality, so that each business is internationally competitive and equ
ipped to exploit emerging market opportunities. RECRUITMENT: ITC’S Recruitment obje
ctives: • To effectively manage the manpower recruitment in coherence with long te
rm and short term manpower planning of the organization through a standard recru
itment and selection policy. • To proactively and systematically identify the recr
uitment needs in time. To ensure that all the recruitment are within the manpowe
r budget and as per the laid down policy. • The recruited people with required lev
el of skilled and aptitude for learning and growth.
Scope of recruitment: This policy shall apply to all PERMANENT management positi
on in the company including the workmen. Identification of vacancies: 1. Total p
ermanent manpower strength/budget for organization has been sanctioned by the bo
ard of directors. 2. All the recruitment has necessarily to be made within the a
pproved budget/strength only. 3. Vacancies against the sanctioned budget may ari
se due to: • • • Retirement Turnover Natural Separation
4. whenever a vacancy arise, the concerned department has to fill up the prescri
bed manpower requisition form clearly indication the job description and specifi
cation, time frame and send it to HR department. Recruitment Sources: The source
s of recruitment may be broadly divided into two categories: internal sources an
d external sources. On receipt of the Manpower Requisition (MPR) form HR departm
ent will initiate action of sourcing the candidates as under:
1. Internal sources: As a matter of policy, the organization will encourage to f
ill
up the vacancies from within the existing people if they are fulfilling the crit
eria and found suitable. • • In order to invite application from internal sources, n
otice/circular for all such vacancies will be put up on the notice board. In cas
e any permanent employee dies in harness due to accident or any other reason, on
e depend son of deceased employee may be given preference in employment with the
company subject to his fulfilling the eligibility criteria based on qualificati
on and experience as well as suitable vacancy in the company at that time. • The c
onditions fulfilling the requirement may apply against internal notification to
HR department through their department.
2. Other sources: Other sources can be tapped for recruitment only when suitable
candidates are mostly available internally. Other sources may include the follow
ing: • • • • people. 1. Internal Method internal data bank local employment exchange adv
ertisement through newspaper Placement agencies.
Methods Of Recruitment: The following are the most commonly used method of recru
iting
2. Direct Method 3. Indirect Method 1.INTERNAL METHOD: PROMOTION AND TRANSFERS:
ITC Prefer to fill vacancies through promotion or transfers from within wherever
possible. Promotion involves movement of an employee from a lower level positio
n to higher level position accompanied by changes in duties, responsibilities, s
tatus and value and value. It may lead to changes in duties and responsibility,
working conditions, etc., but not necessarily salary. Internal promotions and tr
ansfers certainly allow people greater scope to experiment with their career, ki
ndling ambitions and motivating them to take a shot at something they might othe
rwise never have considered. The system, of course, works best for young executi
ves who are willing to take risks. JOB POSITION Job position is another way of h
iring people from within. In this method, the organization publicizes job openin
gs on bulletin boards, electronic media and similar outlets. Hindustan lever int
roduced its version open job position in early 2002 and over 40 positions have s
ince been filed through the process. HLL even allows its employee to under take
career shifts, for example from technical position system. EMPLOYEE REFERRALS Em
ployee referral means using personal contacts to locate job opportunities. It is
a recommendation from a current employee regarding a job applicant. The logic b
ehind employee referral is that “ it takes one to know one” employee working in the
organization in this case, are encouraged to recommend the name of their friends
working in other organization for a possible vacancy in the near future. In fac
t, this has become a popular way of recruiting people in the highly competitive
information technology industry now a day. Companies offer rich rewards also to
employees whose recommendation are accepted after the routine screening and exam
ining process is over- and job offers extended to the suggested candidates. 2.Di
rect Method Campus Recruitment
It is a method of recruiting by visiting and participating in college campuses a
nd their placement centers. Here the recruiter’s visits reputed educational instit
utions such as IITs, IIMs colleges and universities with a view to pickup job as
pirants having a requisite technical of professional skills. Job seekers are pro
vided information about the jobs and the recruiter’s inturen get a snap shot of jo
b seekers through constant interchange of information with respective institutio
ns. A preliminary screening is done within the campus and the short listed stude
nts are then subjected to the reminder of the selection process. In view of the
growing demand for young managers, most reputed organizations visit regularly an
d even sponsor certain popular activities with a view to earn goodwill in the jo
b market. Advantage of this method include: the placement centre helps locate ap
plicants and provides resumes to organization; applicants can be prescreened; ap
plicants will not have to be lured away from a current job and lower salary expe
ctation. 3.Indirect Method Advertisement This includes advertisement in news pap
ers; trade, professionals and technical journals; radio and TV etc. In recent ti
me this medium became just as colorful lively and imaginative as consumer advert
ising. The ad generally gives a brief outline of the job responsibilities, compe
nsation package, prospects in the organization etc. This method is appropriate w
hen (a) the organization intends to reach a large target group and (b) the organ
ization wants a fairly good no. of talented people who are geographically spread
out. Head Hunters There is an influx of executive search agencies also known as
head hunters who specialize in selection of professionals for very senior or to
p posts, where applicants are in short supply and employers have no time to go r
ound in search of the best talents. Such vacancies are fewer and far between and
organizations prefer hiring a head hunter who maintains confidentiality of the
employer and are specialize in recruiting the best talent strictly as per the jo
b specification. But, these specialists bodies charges hefty professional fees.
However, the high cost is outweighed by the benefit of recruiting the best talen
t without going through the cumbersome and time consuming process of internal re
cruitment system.
SELECTION PROCEDURE Screening of Application : • All application received from var
ious sources will be screened by the concerned department and HR based on the jo
b description and specification and the applicant profile. • •
1. TEST:
Shorting of prima facile suitable candidates who should be called for test/inter
view shall be prepared. The ratio between the number of vacancy and the number o
f candidate to be called for test/interview should normally be 1:5.
•
Depending on the requirement of the job if required, management may conduct writ
ten/aptitude/psychometric/physical or any other test as deem fit.
• • 3. INTERVIEW: • • • • •
Short listed application will be send formal letter for appearing test at least
15 days in advance. Qualifying criteria for the test will be determined by the m
anagement depending on the nature and requirement of the job.
All the candidates short listed for interview will be informed through a formal
call letter for attending interview at least 15 days in advance. The candidate w
ill be interview by the interview panel.
4. FINAL SELECTIOM AND APPOINTMENT: Recommendation of the interview panel will b
e put up before the MD by the HR Department for his approval. Candidates for the
officer and above after interviewed by the panel will be finally interview by t
he MD. Selection of candidates will be strictly on the basis of merit. Other thi
ngs being equal local candidate from state of Bihar will be given preference.
•
Appointment letter will be issued to the finally selected candidates after duly
approved by MD. However, in case appointment letter can initially be issued to t
he candidates and the detailed formal appointment letter can be issued at the ti
me of joining.
•
Before letter of appointment is issued to candidates HR department will ensure t
he following: 1. Check and verify all the personal details furnished by the cand
idates. 2. Verify the certificates and other credentials. 3. Make necessary refe
rence/antecedents verifications whenever required.
5. Joining Formalities: (a) Employees joining shall first report in the HR depar
tment will facilitate in completing the joining formalities such as filling of j
oining report and other necessary forms. (b) HR department will ensure that the
candidates will be allowed to join subject to their being found medically.
ITC Payroll costs over the years
•
• •
• • •
• •
The culture at Dabur gives full autonomy to its employees. Various training and
development programs like Young Manager Development Program, Prayas, Leading and
Facilitating Performance, Campus to Corpora and a balanced scorecard approach f
or performance evaluation. These policies help the employees in realizing their
potential. In the year 2001, the company started putting HR systems in place to
ensure that organisational and individual goals were aligned. It began instituti
onalising empowerment in the workplace A whistleblower policy was put in place.
It sought to put a cap on business practices that were out of character with Dab
ur‘s values. Employees can report such matters to the heads of HR and investor rel
ations, and the CFO. The policy is completely confidential and has been running
for three years now. To prohibit initiation of adverse action against an employe
e or business associate or failing to take an otherwise appropriate action, as a
result of the employee‘s good faith disclosure of alleged wrongful conduct to the
“Standing Committee on Whistle Blowing” herein after referred to as the Standing Co
mmittee. Recently, Dabur has adopted an innovative HR program of offering ESOPs
to new engineering and management trainees at the time of joining. This system i
s quite unique in itself. Also in 2005, Dabur gave Bonus to its employees after
12 years. This boosted the employee morale further. Recruitment is an integral a
nd ongoing process in any organization. This holds true for Dabur also. The comp
any have a two-pronged approach in recruiting dynamic professionals - lateral re
cruitments and the Management Trainee / Engineer Trainee recruitments at entry l
evel. The Management Trainee / Engineer Trainee Programme have been a focus area
to induct young and vibrant professionals at the entry level. With every passin
g year, upgradations are made to it to make the learning experience more enrichi
ng and rigorous with a greater focus on functional and conceptual inputs and an
objective learning evaluation system. An incentivised employee referral programm
e was kicked off, whereby existing employees could refer candidates they thought
to be suitable. Dabur was listed as a ―Great Place to Work , in a survey conducted
by Grow Talent & Company and Great Place to Work Institute, USA. Dabur was liste
d as the 10th ―Great Place to Work . The results were published in Business World da
ted February 2006.
•
The company believes that good HR policies, by themselves, don’t create a great wo
rkplace. They need to be accompanied by ambition and a sense of daring.
Tata Tea is a vibrant Company with over 34,000 employees spread across the count
ry. It is a rare mixture of cultures, that of over 150 years old plantations and
the dynamic and ever changing world of fast moving consumer goods industry. Tat
a Tea is today in the pre-eminent position of the world s largest integrated tea
Company powered by its most important resource - "people". Tata Tea s "People P
hilosophy " is driven by the Tata Group Human Resources Mandate which says: Attr
act good people. Retain the better people. Advance the best people.
The opportunity to work with one of the world s best Plantation Companies and on
e of India s best Marketing Companies. Career Growth based on Performance. Attra
ctive, Market based Pay that is linked to Performance. Mobility across various f
unctions and various Subsidiary and Sister Companies in India and abroad. Struct
ured Career Leadership intervention Programmes for high performers to manage the
ir careers. Need based and value added training programmes to prepare employees
for future growth. Tata Tea recruits personnel mainly in the areas of Plantation
Management. Sales & Distribution. Brand Marketing. Finance. Information Technol
ogy.
Tata Tea also takes in candidates from the Tata Administrative Service, the pres
tigious leadership development programme of the Tata Group which attracts some o
f the finest young talent available in the country. The welfare and the well bei
ng of Tata Tea s large workforce - about 34,000 employees and their families dra
wn largely from the weaker sections of the society is of paramount importance to
the company. The company has put in dedicated effort and large expenditure, ent
irely voluntary, that has gone into upgrading the quality of life of the workfor
ce. Significant contribution to the country s social, cultural and environmental
development. • C
• M
• M
• H
• M
Rallis India is one of India’s leading agrochemicals companies, with a century old
tradition of servicing rural markets and the most comprehensive portfolio of pe
sticides for Indian farmers. The Company is known for its deep understanding of
Indian agriculture, sustained relationships with farmers, quality agrochemicals,
branding and marketing expertise and its strong product portfolio. Rallis is al
so recognized for its manufacturing capabilities and ability to develop new proc
esses and formulations supported by the capability to register new products. It
has marketing alliances with several multinational agrochemical companies, inclu
ding FMC, Nihon Nohyaku, DuPont, Syngenta, Makhteshim Agan and Bayer Cropscience
. The Rallis HR philosophy is based on TATA Group s HR Philosophy to - Attract t
he good, Retain the better and Advance the best. It believes in PRAGATI - People
Related Actions for Growth and Achievement Through Transformation and Involveme
nt and to create a culture of Learning, Competitiveness, Ownership and Excellenc
e. Rallis India Limited chooses the leading On-demand Performance Management Sys
tem EmpXtrack to manage performance of its employees, a web-based software. EmpX
track Performance Management System will act as a catalyst in HR s initiatives t
o advance performance driven culture in the company. EmpXtrack will enable emplo
yee s to align their goals to business objectives of the company. Speaking on th
e occasion, Tushar Bhatia, President of Saigun Technologies said, “We are proud to
be the part of Rallis India s endeavors to take its Human Resources Management
practices to new heights. We are confident that EmpXtrack Performance Management
System with its user-friendly interface and powerful features will help Rallis
employees in taking control of their goals and performance. CONCLUSION: If we co
nsider whole country as a business house then all people of the country will act
as important human resource of the country. If proper utilization of these huma
n resources for the development of the country is took place, then these human r
esources will act as most important asset of the country. HRD practices are one
of the important tools in development of Human Resources of the country. Therefo
re there is a great need to undertake HRD practices for the optimum utilization
of country people which will result in whole development of country. If we will
concentrate on development of rural area / Agriculture by applying suitable HRD
parameters, it will anticipate in-depth research of the current rural scenario i
n India with the challenges poses and the approach of HRD practices towards the
rural/Agriculture environment.
REFERENCES:
www.dabur.com www.itcportal.com www.quickmba.com www.rallis.co.in
www.scribd.com www.tatatea.com