HR Overview
Human Resource Planning Training & Development Performance Management
Human Resource Planning (Recruitment Sources & Selection Process)
Recruitment Sources 1) 2) 3) 4) 5) IRS Advertisement thru Paper Media & e-media Internal Data Bank Consultants Campus Recruitment Qualitative & stringent scrutiny of Applications Allocation of Personal Profile, Employment Details & Compensation Details Preliminary shortlisting thru Written Tests Group Discussions Personal Interviews taken by Interview Panel Marking by Interview Panel on Critical factors required to perform job Selection Process
Personal Interview for final shortlisted candidates by Interview Panel Final Selection of best fit
Workforce Involvement
Induction Approach To make the new entrant feel as a member of Birla White family & acquaint him with people, processes, system, procedures, vision & values so as to effectively contribute in his role. Deployment Welcome ceremony in Mass Communication Meeting Introduction of new entrant thru e-mail Structured & systematic Induction Training schedule for Freshers & Experienced personnel Structured Presentation with training on ERP system POORNATA Meeting with Unit Head & Functional Heads Communication thru Familiarization Brochure, Service Rules, WISDOM ABG critical documents like Code of Conduct, Sexual Harassment Policy etc Suggestion from each induction trainee for each department for areas of improvement as observed by them. Review Review by HR Dept, FH-HR Induction Training Report & Written Tests Area of improvement are communicated to the concern individual, department and there HOD on regular basis.
Human Resource Planning 2008-09
Employee Turnover in Percentage
28 26 24 22 20 18 16 14 12 10 8 6 4 2 0
25.00 22.44 21.4
Mfg Mktg Total
17.42
19.8
17.8
14.6
11.11 8.47
5.7 9.4
7.44
2005-06
2006-07
2007-08
'2008-09 (31 Oct 08)
Various Efforts initiated to reduce Attrition Rate
Salary revision at all levels of permanent staff. Stipend revision for MTs / GETs Improved Quality of Life & Infrastructure Facility like:Enhanced Medical Facilities with well equipped Dispensary. Enhanced Transport Facilities at Plant & GRC Unit. Enhanced Colony Facilities like:Swimming Pool New Bachelors Hostel Recreational facility for children park with latest swing facility. Added 1 additional room in C type & D type quarter
Enhanced School Facilities (Computer Lab) Prepared Structured Induction Check List & circulate all new entrants at the time of Induction Training.
Provided Job Description to the candidates before interview and explained before joining.
Training Status
Training & Development-Staff
Approach To develop skill, knowledge & attitude of employees so that they can effectively contribute in their present roles as well as future roles Deployment Yearly identification of Training Needs through TNI with focus on Functional & Developmental Needs Discussions with Dept Heads for Finalisation of Training requirements Identification of Organisational & System Related Needs Collation & compilation of Training requirements Preparation of Annual Training Calendar Implementation of Training Plan Review Effectiveness of Training through structured Evaluation mechanism Sharing of key learnings by the participants in case of external deputation
Training & Development (Process at a glance)
Need Analysis Preparation of Trg Plan
Organisation of Trg Training Effectiveness
Training & Development Model at BW
Functional Needs Training Need Identification Organizational Needs Developmental Needs Compilation of Training Needs
Preparation of Trg Plan
Preparation of Course module, identification of faculty, compilation of targetted participants etc Inhouse Trg by Internal Faculty
Organisation of Trg
Inhouse Trg by External Faculty External Deputation
Training Effectiveness Impact / Outcome Content & Context Evaluation New Learning Reaction Evaluation
On the Job Training Knowledge Integration Visit Counseling & Feedback sessions
Training & Development (Need Analysis)
Need Analysis
Functional Needs Appraiser identified Employee Identified One to one discussion s with concerned HODs
Developmental Needs Competency Mapping Employee Identified One to one discussions with concerned HODs
Organizational Needs Unit Performance Organizational Health Survey Changes in Internal & External Environment Discussions with Change Mgt Cell, Strategy Cell & Technical Cell, Safety Cell Unit Objectives
Training & Development Training Methods
In-house Training by Internal Faculty In-house Training by External Faculty External Deputation
Training Methods
Gyanodaya Job Rotation KIP On the Job Training Induction Training Counseling E-Learning
Training & Development Training Effectiveness Mechanism
Post Training Evaluation by Self & HOD in case of External Training Sharing of Key Learnings by Employee
Training Effectiveness
Pre & Post Test Assessment Test Training Service Orientation Index & Training Evaluation for Inhouse Training
Training & Development (Training Man hours (Staff))
Manhours per person
60 50 40 40 40 44.7 40 40
56 Target Achieved
40 36 30 28 19 16
30 17.8 20 10 0
2001-02 2002-03 2003-04 2004-05 2005-06
16.2
2006-07
2007-08
Skill Development
Approach for Workmen To develop skills of our workmen through systematic skill assessment mechanisms so as to enhance their skills, knowledge & attitudes. Scope To cover 100 % workmen of BW under Skill Development Plan To rotate our workmen in various sections of Plant so as to make them Multi-skilled in all dimension of operation & maintenance
Skill Development-Workmen
Deployment 1. Identification of Trades 2. Finalization of Skill Sets 3. Formation of Task Forces 4. Skill Assessment 5. Skill Gap Analysis 6. Skill Development Plan 7. Implementation of Skill Development Plan
Skill Development-Workmen Identification of Trades
A Total of 138 workmen have been covered as per following details Trade Technician Attendant (Mech.) Fitter (Mech.) MTO Khalasi Jr. Khalasi Welder Electrician Fitter (Elect.) Attendant (Elect.) No. of Persons 28 21 11 3 9 7 5 7 1 1
Skill Development-Workmen
Identification of Trades
Trade Attendant (Process) Lab Boy Operator (DG) Attendant (DG) HEM Operator Attendant (Instt.) Peon Mason Store Boys Driver Security Guard Mines No. of Persons 7 8 5 4 4 1 7 1 2 3 1 2
Skill Development-Workmen
Skill Sets Over View
Major Attributes Basic Work Specific Safety System related
Skill Development-Workmen
Skill Assessment Scale
1) Assessment through Trade Test for all workmen 2) Question Paper designed on the basis of Skill Sets of the particular trade 3) Evaluation of Trade Test Paper 4) Identification of Skill Gap through Trade Test Marks of particular trade 5) Identification of course contents on the basis of Areas of Low 6) Preparation of Skill Development Plan
Training & Development Training Manhours (Workmen)
Manhours per person
25
Target 20 20 20 20 21 20
Achieved
20
15.1
15
15 14 9 10 10
10
8.8
2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Communication Channels for information sharing with employees
Transmission of information & formal communication to employees through Intranet Notice Boards WCM Performance Boards Gyanarjan - HR Bulletin Maruhans In-house journal Mass Communication Meeting Support function Performance Team Review Monthly Business Strategy Meeting SMS Cable Network E-mail Birla White News Channel PA System Safety Meeting on 1st of every month
Building Employee Partnership thru Formal Involvement Mechanisms
Induction Suggestion Scheme Kaizen Scheme Creativity Scheme Mass Communication Meeting Knowledge Sharing Mechanism Knowledge Integration Visit Programme WCM Teams WCM Sub committees Cross Functional Teams Continuous Improvement Teams Cultural & sports meet on the eve of Independence Day & Republic Day Stake Holder Visits to plant Sponsoring Stake holder visit to abroad on there achievement
Informal Mechanisms of Learning KIP visits Safety Meeting Incident Learning Sharing during Safety Meeting & Mass Communication Meeting Tea Booth for informal discussions & learning. Interactions at the time of different functions / Social Gathering
Performance Management (Staff)
Approach To build performance culture in the organisation through implementation of strong & effective performance management practices with focus on business links SMART goal setting effective performance reviews, coaching for superior performance & counseling for improving performance leading to performance based reward systems & developmental opportunities
Performance Management (Staff)
Deployment Revamped of Performance Appraisal System (eappraisal) with specific focus on KPAs, Competencies, Attributes & ABG Values To train all appraisers & reviewers on Honing skills for Performance Management with focus on goal setting, conducting effective performance reviews, coaching, feedback & counseling Preparation of KPAs & KRAs of all employees with focus on SMART goal setting concept with Business Linkages.
Performance Management (New e-appraisal Process thru Poornata)
Self Evaluation on KPAs Submission of eform to Appraiser Assessment by Appraiser on KPAs, Goals & ABG Values, Career Aspiration Training Needs
Submission of eform to Appraisee Normalization by all FH Agreement
Discussion between HR, concerned FH & DH)
Submission of eform to Appraiser
Submission to HR
Remarks on Promotion / Upgradation by Appraiser
Performance Management (Staff)
Goal Setting Process
Vision
Business Strategy
Unit Objectives
Functional Goals
Departmental Goals
Individual Goals
People Development is one of the KPAs for all HODs WCM & Systems is one of the KPAs for all the employees in the organisation
KPAs are being fixed in the beginning & are aligned with the unit objectives & principle accountabilit y of Job Analysis
Performance Management (Staff)
Review Mid Term Performance Review has to be initiated along with annual performance appraisal. To make the system more transparent, objective, ensuring focused facilitation, Poornata system has been launched in 06-07 which has provided strong platform for issues & concern in performance appraisal & has led effective monitoring Series of workshops were organised for manufacturing & marketing for effective implementation of Poornata system Nine batches of employees were formed for Manufacturing & Marketing to ensure the complete focus on the user confirmation Organized workshop on Manage others Competency in collaboration with prominent faculty, nominated by CHR.
Performance Management (Workmen)
Approach To build performance culture in the organisation through implementation of strong & effective performance management practices leading to performance based reward systems & developmental opportunities through Training & Counseling. Deployment & Review Performance Appraisal on yearly basis Effective performance reviews Training for Appraisers & Reviewers on Performance Management Counseling for Average Performers Performance ratings-one of the criterion for upgradation only
Workforce Engagement
Performance Management & Reward System
Various Increment Rates as per levels and Performance Ratings
Variable Pay as per Individual / Unit / Business Performance at different levels.
Increasing Promotion / Up gradation trend at the unit.
Additional amount in addition to normal increment is awarded in the form of fixed percentage based on performance rating like:
FEE EE ME BE = Far Exceeds Expectation = Exceeds Expectation = Meets Expectation = Below Expectation
Performance Based Increment Trend
% Increase on Normal Increment JB 8 9 10 11 11B BE Normal Increment Normal Increment Normal Increment Normal Increment Normal Increment ME 84 % 45 % 66 % 58 % 36 %
Example if Basic is Rs.10000 of JB-11 & Normal Increment is Rs.100 if BE then Basic After Increment is Rs. 10100 if ME then Basic After Increment is Rs. 10158 if EE then Basic After Increment is Rs. 10212 if FEE then Basic After Increment is Rs. 10312
EE 182 % 128 % 113 % 112 % 68 %
FEE 251 % 257 % 274 % 212 % 136 %
FEE = Far Exceeds Expectation EE = Exceeds Expectation ME = Meets Expectation BE = Below Expectation
Concept of Promotions / Upgradation at the Unit
Career Growth based on Job Bands
Growth through Internal Recruitment Scheme. Individual can apply and can move upto 2 Job bands higher position in the group. (from one unit to other unit in ABG)
Growth through Talent Pool with in the Unit / ABG units as per the Potential and Performance of the Employee.
Growth through Job Enrichment Job Re-evaluation of key positions Additional Responsibilities given (For example - Key Accounts + Project Marketing)
