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CHAPTER - 1

Introduction
to the
Organization













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INTRODUCTION TO THE INDUSTRY:-

BACKGROUND:
Introduction
With 500 technically and professionally qualified and experienced staff backed by equal
number of support staff and state of the art machinery, Uttam Strips Ltd. is the upcoming
steel company with an existing steel production capacity of 230,000 MTPA comprising
mainly of Cold Rolled Steel plant and Precision Pipe plant.

With its plant at Industrial Revolutionary City - BHIWADI (Rajasthan), 50 Kms away
from Indira Gandhi International Airport, Delhi on DELHI-JAIPUR highway towards
Jaipur, USL is well located geographically .

Established in 2008, the management at the Uttam Strips Ltd. is continuously striving for
synergy between latest technology, systems and human resources to provide import
substitution for Cold Rolled and Precision Pipe Steel products and services that meet the
Quality, Performance, and Price aspirations of the customers. While doing so, we
constantly modernize products and processes, and build up team that keeps the
momentum going to make the group achieve excellence in everything it does.

USL has also diversified into Steel Home Products thus not only consuming its own steel
but also giving it value addition in the process and creating brand world wide by
exporting to all major European countries , UK and USA .
Mission & Vision
It was the vision of Mr Rishi Miglani, Chairman & Managing Director that in 2006 , the
Dream of having World Class Steel & Allied Products company under one roof , took
shape.
Right from the inception Mr. Vimal Koul, Group C.E.O. & Executive Director is
working towards realizing and nurturing the dream of CMD to be the best in its category
worldwide
Cold Rolled Strips & Sheets

Capacity 230,000 TPA

Technical Data
Thickness (mm) : 0.15 to 3.50
3

Width (mm) : 15 to 750 (Max)
Coil Weight (MT) : Up to 12 MT (7 to 18 kg/mm width)
Surface Finish : Super Bright ,Bright ,Dull & Matte.
Grades Specification : As per JIS/BIS/ASTM/DIN/EN Standards

With 4 Hi-Reversible Cold Rolling Mill of 0.15 MM to 3.5 MM thickness range and
Auto Gauge Control, we have been able to cater to the products which are supplied to
Automakers and large numbers of Automotive Parts and White Goods parts
manufacturers apart from General Engineering Industry.

The 100 % Hydrogen Based Bell type Annealing Furnaces produces one of the best
quality of Cold rolled Steel for any kind of drawing applications. Also it enhances the
finish of the material specifically for the bright finish, thus enabling us to acclaim it
Mirror Bright. However we have Skin Pass facility for Matt, Bright and Super Bright
finish also.

In todays competitive scenario where manufacturers are supposed to deliver cost
effective quality products it becomes very important for us to produce sizes at minimum
tolerances to zilch on wastage. Thus keeping into view of the above point we had
installed Cold Rolled Slitting Line with a minimum capacity to slit 15MM Slits of Cold
Rolled Steel Coils and Cut to Length with Auto Stacker with maximum length variation
of 0.50MM for Cold Rolled Steel Sheets.
HR/HROP/HROPSP Strips & Sheets

The base raw material of Hot Rolled Steel Coil is also used as finished good after
pickling, slitting and cut to length of particular size for structural, general engineering
and automotive purpose. We have installed a capacity of slitting and cut to length along
with auto stacking to meet the above segment along with Push Pull Pickling Line with a
range capacity of 1.60 MM to 8.00 MM.

Precision ERW Tube Division

Capacity 68,000 TPA

Technical Data
Diameter (mm) : 12.70 to 127 mm
Thickness (mm) : 0.50 to 6.00 mm
Length : 50 to 7000 mm
Grades Specification : IS & All International Standards

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The Precision Tube Mill is equipped with High Frequency Solid State Welder and Cold
Saw to provide best welded and burr free tube of Bending, Full flat & Flaring quality for
automotive applications along with furniture and general engineering purposes. The Mill
is outfitted with design to cater to Outer Dia of Tube from 12.70 to 127 mm and
Thickness range of 0.50 to 6.00 mm.

Also we have installed SOCO Auto Cutting and Champhering Machines with maximum
length variation of 50 to 7000 mm.
ColdRolling Steel Division

UTTAM STRIPS LIMITED was visualized ,conceptulized ,and formed by promoter
MR.RISHI MIGLANI ,Chairman & Managing Director. The dream of having world class
facilities in all categories of interest Mr.Rishi Miglani has not only been instrumental in
achieving that by coming up with recognized export oriented unit backed by Best in its
Class Steel manufacturing unit but also forged tie ups with the world's best brands.The
interest ranges from manufacturing of CRCA Steel , Precision Steel Tubes ,Auto
Products ,and Metal Home Products.

Precision ERW Tube Division

The Precision Tube Mill is equi pped with High Frequency Solid State Welder and Cold
Saw to provide best ER welded and burr free tube for Bending , Full Flat & Flaring
quality for automotive applications along with furniture and general engineering
purposes. The Mill is equi pped with design to cater to Outer Dia of Tube from 12.70
MM to 127.00 MM and Thickness range of 0.50 MM to 6.00 MM.

Metal Home Products Division

State-of-the-Art plant with Automated & Robotic Setup India first High speed Powder
Coating line of 6 m/min with Eco friendly NANO technology in this category from M/s
Wagner (Germany) Microprocessor based , fully auto Seam Welding and Spot Welding
m/cs Fully Automatic Expanded Mesh Machine. SPM Machines for Bending of Top
frame and Bottom Legs of iron boards. CNC Machines for fast development of Tubular
and Wire products Power press and other allied equi pments from reputed com panies.
"We at Uttam Strips Ltd. are committed to deliver Quality goods in stipulated time as per
the specifications given by the customers. We would always endeavor for increased
productivity and cost reduction through continual innovation in overall functioning of the
company through team work."
At Uttam Strips, quality is given the highest importance. From the stage of material
receipt to the time of delivery, the product undergoes strict quality tests. USL has
acquired ISO 9001:2008 certification within an year of its start of production. To provide
unimpeded customer services the Company has adopted Navision 4 ERP System from
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Microsoft Business Solutions, which has also improved the companys operations.
Quality assurance has been well thought-off from the initial plant design stage and is
continuous. The adherence to systems and procedures is ensured. The "Customer-Product
Pattern" ensures a motivated work force for maintaining highest standards of skill and
attitudes. In order to ensure the delivery of right quality, USL has the following
equipment for checking quality.
Product Inspection Equipment




Client
Our Products have embarked to be trusted for quality by users of Automobiles & White
Goods/Domestic Appliances & General Engineering Industries.

We take pride in continuous development towards the highest standards of quality which
our customers expect and it is no wonder that major vendor of Maruti Udyog,Hero
Honda, Mahindra & Mahindra, Eicher Tractors, LG Electronics, Whirlpool, Videocon,
Samsung Electronics, Voltas, IFB, Carrier Refrigeration, Electrolux Group, GE Motors,
TVS, Tecumesh, Bajaj Auto, Honda Motorcycle,Yamaha, TI Cycle and so many continue
to show trust on us and in regularly sourcing our products.
Company office

Mr. Vimal Koul
Group C.E.O & Executive Director

Corporate Office
39, Okhla Industrial Estate
Phase - III, New Delhi - 110020
Ph. : 91-11-41003055, 41003056,41003057
Fax : 91-11-41003058

Works
Plot No: 496 ( A & C ) , Phase I ,
RIICO Industrial Area , Bhiwadi ,
Distt. - Alwar , Rajasthan
Tel : 01493 - 521500
Fax : 01493 - 521599
Pin Code: 301019




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LITRATURE REVIEW





CHAPTER - 2









7

CHAPTER 3
Research Methodology
There are others, though, that still regard the quantitative planning of resources as
important. They do not see its value in trying to predict events, be they wars or takeovers.
Rather, they believe there is a benefit from using planning to challenge assumptions
about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit
wish to get better integration of decision making and resourcing across the whole
organization, or greater influence by the centre over devolved operating units.
Cynics would say this is all very well, but the assertion of corporate control has been
tried and rejected. And is it not the talk of the process benefits to be derived self
indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether
these criticisms are fair or not, supporters of human resource planning point to its
practical benefits in optimizing the use of resources and identifying ways of making them
more flexible. For some organizations, the need to acquire and grow skills which take
time to develop is paramount. If they fail to identify the business demand, both
numerically and in the skills required, and secure the appropriate supply, then the
capacity of the organization to fulfill its function will be endangered.






8


CHAPTER 3

3.2 Human Resources











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WHY HUMAN RESOURCE PLANNING?
Human Resource Planning: an Introduction was written to draw these issues to the
attention of HR or line managers. We address such questions as:
What is human resource planning?
How do organizations undertake this sort of exercise?
What specific uses does it have?

In dealing with the last point we need to be able to say to hard pressed managers: why
spend time on this activity rather than the other issues bulging your in tray? The report
tries to meet this need by illustrating how human resource planning techniques can be
applied to four key problems. It then concludes by considering the circumstances are
which human resourcing can be used.

1. Determining the numbers to be employed at a new location :-
If organizations overdo the size of their workforce it will carry surplus or under utilized
staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched,
making it hard or impossible to meet production or service deadlines at the quality level
expected. So the questions we ask are:
How can output be improved your through understanding the interrelation between
productivity, work organization and technological development? What does this mean for
staff numbers?
What techniques can be used to establish workforce requirements?
Have more flexible work arrangements been considered?
How are the staffs you need to be acquired?
The principles can be applied to any exercise to define workforce requirements, whether
it be a business start-up, a relocation, or the opening of new factory or office.

2. Retaining your highly skilled staff :-Issues about retention may not have been to the
fore in recent years, but all it needs is for organizations to lose key staff to realize that an
understanding of the pattern of resignation is needed. Thus organizations should:
Monitor the extent of resignation
10

Without this understanding, management may be unaware of how many good quality
staff are being lost. This will cost the organization directly through the bill for separation,
recruitment and induction, but also through a loss of long-term capability.

Having understood the nature and extent of resignation steps can be taken to rectify the
situation. These may be relatively cheap and simple solutions once the reasons for the
departure of employees have been identified. But it will depend on whether the problem
is peculiar to your own organization, and whether it is concentrated in particular groups
(e.g. by age, gender, grade or skill).

3. Managing an effective downsizing programme:-
This is an all too common issue for managers. How is the workforce to be cut painlessly,
while at the same time protecting the long-term interests of the organization? A question
made all the harder by the time pressures management is under, both because of business
necessities and employee anxieties. HRP helps by considering:
The sort of workforce envisaged at the end of the exercise.
The pros and cons of the different routes to get there.
How the nature and extent of wastage will change during the run-down.
The utility of retraining, redeployment and transfers.
What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various
methods of reduction can be assessed, and the time taken to meet targets established.
If instead the CEO announces on day one that there will be no compulsory redundancies
and voluntary severance is open to all staff, the danger is that an unbalanced workforce
will result, reflecting the take-up of the severance offer. It is often difficult and expensive
to replace lost quality and experience.

4. Where will the next generation of managers come from? :-
Many senior managers are troubled by this issue. They have seen traditional career paths
disappear. They have had to bring in senior staff from elsewhere. But they recognize that
while this may have dealt with a short-term skills shortage, it has not solved the longer
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term question of managerial supply: what sort, how many, and where will they come
from? To address these questions you need to understand:
The present career system (including patterns of promotion and movement, of
recruitment and wastage).
The characteristics of those who currently occupy senior positions.
The organizations future supply of talent.

This then can be compared with future requirements, in number and type. These will of
course be affected by internal structural changes and external business or political
changes. Comparing your current supply to this revised demand will show surpluses and
shortages which will allow you to take corrective action such as:
Recruiting to meet a shortage of those with senior management potential.
Allowing faster promotion to fill immediate gaps.
Developing cross functional transfers for high fliers.
Hiring on fixed-term contracts to meet short-term skills/experience deficits.
Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be pursued to meet
business needs. Otherwise processes are likely to be haphazard and inconsistent. The
wrong sort of staff is engaged at the wrong time on the wrong contract. It is expensive
and embarrassing to put such matters right.
HOW CAN HRP BE APPLIED?
The report details the sort of approach companies might wish to take. Most organizations
are likely to want HRP systems:
Which are responsive to change?
Where assumptions can easily be modified
That recognize organizational fluidity around skills
That allow flexibility in supply to be included
That are simple to understand and use
Which are not too time demanding.


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To operate such systems organizations need:
appropriate demand models
good monitoring and corrective action processes
comprehensive data about current employees and the external labor market
An understanding how resourcing works in the organization.

If HRP techniques are ignored, decisions will still be taken, but without the benefit of
understanding their implications. Graduate recruitment numbers will be set in ignorance
of demand, or management succession problems will develop unnoticed.

As George Bernard Shaw said: to be in hell is to drift; to be in heaven is to steer. It is
surely better if decision makers follow this maxim in the way they make and execute
resourcing plan.










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CHAPTER 3

3.3 Growth & Development














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HR POLICIES

Growth and Development at Uttam Strips Private Limited
Continuous development of employees is essential for improving their performance at UTTAM
STRIPSPrivate Limited. The process is critical for attracting and retaining a knowledgeable and
skilled workforce. The purpose of the growth and development policy is:
To promote a healthy sense of compensation as well as job satisfaction among.
To identify, train and develop competent personnel with growth potential and to
provide motivation for higher performance.
Foster a culture of learning within the organization.

Performance Appraisals:
UTTAM STRIPSPrivate Limited believes in KRA (Key Result Area) mode of
evaluation. These KRAs are specific to the functional area and provided to each of the
employee and to the new employees on joining by their immediate senior. The KRAs are
in sync with the organizational goal, job responsibility and the performance expected
from the employee.
When is the appraisal carried out?
Appraisal is carried out on an annual basis in March and October for the financial year gone by,
or for the designated period on case to case basis. Employees joining UTTAM STRIPSPrivate
Limited are informed of their appraisal period in their offer letter.

Example: for the employee joining 1
st
April to 30
th
September 2007, the appraisal will be in
March 2008. On the other hand, for the employees joining between 1
st
October 2007 to 31
st
March
2008, the appraisal will be in October 2008 and then next in March 2009.

Who does the appraisal?
Appraisal is done by the immediate reporting designation. And any issue\disagreement is
resolved in discussion with the next senior level.
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Career Development:
UTTAM STRIPSPrivate Limited provides opportunities to its employees for
participating in activities which will enhance their specific job skills, their overall
professional strengths, and their personal development. This policy is applicable to
all employees of UTTAM STRIPSPrivate Limited at all the locations.
Criteria used for nomination for training:
Training needs will be identified during the performance appraisal process by the appraisee and
appraiser. It may also be accomplished through training needs surveys undertaken by the HR
department from time to time. The criteria used for the nomination for training are:
Employees interest / self nomination (M3+).
Must be routed through the Department Head with justified reasons, cost details,
department head approval at least 15 days in advance to the date of training.
HR will revert within 3 days on the approval, excluding the day on which the
communication is received.
Managers nomination to specific development areas.
Driven by the business need.
By the national vertical head, based on skill gap/performance management data.
State head/Unit head or HOD and corporate HR.
It must be ensured that the equal opportunity is provided to each deserving employee.
The role of HR in the training nomination process will be:-
If budget is available and the vertical Head approves, the nomination shall be effective
under information to HR.
Check advice if the nominations by mangers or otherwise become too polarized on the
people who are being nominated.



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CHAPTER 3

3.4 Recruitment














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Recruitment:
Special sanction is required in case of manpower budget overrun in terms of number or
budget overrun.
Relatives of employees cannot be assigned to the same function and/or with direct
reporting relationship.
State HR/Local HR has to keep track of every candidate who leaves UTTAM
STRIPSPrivate Limited after 1
st
April 2007, including the record of the Exit interview.
A candidate will not be eligible for interview if she/he has been rejected by any
interviewer of UTTAM STRIPSPrivate Limited in past six months.
As a policy, UTTAM STRIPSPrivate Limited discourages candidates who frequently
change jobs in their career.
It recognizes that the organization invests time and energy in training people and hence
discourages the practice of frequent job changes.
UTTAM STRIPSPrivate Limited shall not consider any employee in M grade that has
changed more than three jobs in two years/four jobs in six years.

Orientation & Induction:
HR inducts employees in UTTAM STRIPSPrivate Limited on the day of joining through an
informal induction program is designed to familiarize the employees with organization and its
members and other work related facilities.

The formal induction program is conducted in the first week of the month and can range from one
to fourteen days depending on the job profile.

All M grade appointees would go through an induction/orientation program at the corporate
office, Bhopal through the training & development cell of the Corp HR department.

New employees need to complete the joining formalities on the day they join the organization.
Corporate/State HR will facilitate this process.


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Compensation:
In case of a death anywhere in the group, any employee or the unit head or the local HR head or
the Accounts department, can inform the corporate of HR of the mishap.

The unit head or the local HR dept. will provide complete information with the necessary details
such as name of the employee, designation, department, and the last salary drawn on the date of
demise and the cause for the same.

The Corporate HR would then issue an IOM to the corporate finance and the state coordinator
F&A, who would issue necessary instructions at the unit level/corporate office and business
office for the mandatory contribution.
The amount as on the date shall be deemed collected and the equivalent amounts shall be debited
to the respective offices. This is to cut the delay in actualization of the collection.

Coordinator who would then prepare a DD in the name of the surviving spouse and send the same
to the local unit for final distribution.

Can I donate above the mandatory contribution requirement?

Yes, any voluntary contribution over and above the mandatory contribution by anyone in the
organization is welcome.

The additional money so collected shall be distributed to the family on the 10
th
of the following
month. This would be over and above the contribution from the Employee Contingency Fund.



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Relocation:
Proposal of transfer of employee up to the M4 grade has to be in principle approved by the
functional head of the transferor and transferee location. The final approval has to be obtained
from the corporate HR department which will issue the transfer order after consultation with the
National Vertical Head/State Head.

Proposal of transfer of employees of the M2 and above has to be approved by National Vertical
Head/State Head.

The local HR department/functional head will issue the required circular to this effect under
intimation of the corporate HR department.

For all transfer cases, pay details have to be filled in prescribed format.

Relocation Allowance:
For the employee being relocated, 50% of the basic salary would be extended as relocation
allowance across all the grades. This would not be applicable if the transfer is on employee
request.

Retirement:
All the employees retire on the last date of the month in which they complete the retirement age
according to the organizations records. The retirement age is as follows:
M1 and M0 : 65 years
Editorial staff in M1 grade and above : 65 years
For M grade employees : 60 years
For other grades : 58 years
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The local HR admin will communicate to all retirement in writing at least 3 months in advance of
the date of retirement. HR and Accounts department will ensure final statement of accounts at the
earliest.
The HR department will inform the employee and the finance department about his/her
last day of employment one month prior to retirement.
The compensation of the employee will be stopped from the date the retirement takes
effect.
All settlements would be processed before the employee leaves.








21

CHAPTER 3

3.5 Objectives of Study
Objectives of Study:-
Performance Appraisal

Performance appraisal, also known as employee appraisal, is a method by which the job
performance of an employee is evaluated (generally in terms of quality, quantity, cost and
time). Performance appraisal is a part of career development.
Performance appraisals are a regular review of employee performance within
organizations. Generally, the aims of a scheme are:
Give feedback on performance to employees.
Identify employee training needs.
Document criteria used to allocate organizational rewards.
Form a basis for personnel decisions: salary increases, promotions, disciplinary actions,
etc.
Provide the opportunity for organizational diagnosis and development.
Facilitate communication between employee and administrator.
Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
A common approach to assessing performance is to use a numerical or scalar rating
system whereby managers are asked to score an individual against a number of
objectives/attributes. In some companies, employees receive assessments from their
manager, peers, subordinates and customers while also performing a self assessment.
This is known as 360 appraisal.
The most popular methods that are being used as performance appraisal process are:
Management by objectives (MBO)
360 degree appraisal
Behavioral Observation Scale (BOS)
Behaviorally Anchored Rating Scale (BARS)
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Trait based systems, which rely on factors such as integrity and conscientiousness, are
also commonly used by businesses. The scientific literature on the subject provides
evidence that assessing employees on factors such as these should be avoided. The
reasons for this are two-fold:
1) Because trait based systems are by definition based on personality traits, they make it
difficult for a manager to provide feedback that can cause positive change in employee
performance. This is caused by the fact that personality dimensions are for the most part
static, and while an employee can change a specific behavior they cannot change their
personality. For example, a person who lacks integrity may stop lying to a manager
because they have been caught, but they still have low integrity and are likely to lie again
when the threat of being caught is gone.

2) Trait based systems, because they are vague, are more easily influenced by office
politics, causing them to be less reliable as a source of information on an employee's true
performance. The vagueness of these instruments allows managers to fill them out based
on who they want to/feel should get a raise, rather than basing scores on specific
behaviors employees should/should not be engaging in. These systems are also more
likely to leave a company open to discrimination claims because a manager can make
biased decisions without having to back them up with specific behavioral information.


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Promotion policy:-
Eligibility:
To be eligible for promotion under this policy, the employee should be undergoing any
punishment or warning for misconduct under the companys rules/standing orders. The warning
to any candidate shall always be in written mode. The warning can only be given by the national
vertical head/state head.

Modes of promotion:
UTTAM STRIPSPrivate Limited recognizes that promotion may occur through the following
ways:
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The filling of a higher position by an employee at a lower designation, given that the
employee fulfills the eligibility criteria for the vacant position.
A reclassification of the employees existing designation as a result of the employee
performing duties a higher degree of responsibility and complexity than the current
position calls for
Filling of an entirely new job created due to the expansion of operations.

Criteria for promotion:
The key criteria for promotion would include:
Performance on the job during the time spent in that particular level which can be
assessed through the performance appraisal.
Potential and capability for taking on higher responsibility which will be based on the
feedback provided by supervisors and interviewing candidates. At higher levels
greater importance is given to the individuals potential and capabilities.

Other consideration for promotion:
The minimum stay to be eligible for promotion will be the completion of first
appraisal cycle.
Promotion should take place only at the annual appraisals. Mid-year promotion in
exceptional cases may be considered solely at the discretion of the MD/Director.
The final approval authority for promotion is

M1 and above: MD/Director
M3/M2: National Vertical Head/ State Head
Other grades: State Head/unit Head
Number of promotions will be determined by the number of vacancies to be
filled in the organization.

Appraisal committee
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An appraisal committee will be responsible for various levels of promotion at the
state level/unit. The committee will comprise of the heads of 6 verticals at state level.
The appraisal committee will discuss all the recommendations for promotions
provided by the individual managers/HOD.
At the corporate level and business Head and corporate HR.
The communication to the incumbent will be by the immediate HOD; organization
wide communication will be through intranet/samvaad.

Career development:-






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Eligibility:
All M grade employees who have completed two years in the organisation and above
average performance are eligible for applying.
The course approval should be obtained from State Head/Unit Head/HOD and Corporate
HR. The HOD will decide and recommend if the course is relevant for the current and
future responsibilities of the person.
In this academic course period, the candidate shall be treated on leave with pay.
How many people will organization support?
Maximum 5% of the total number of M grade assigned to a station/unit/state will be
supported by the group for education .Updated list of candidates being supported for
education shall be maintained by HR and it will be available for preview to all employees.

Course Reimbursements:
The company will reimburse a maximum of 3 months basic or INR 150000. All expenses will be
covered.

The employee will have to first pay the course fee himself. All the reimbursements are subject to
the employee completing the course with the minimum 50% grade for that course.

Distance Learning:
Employees who are participating in a distance learning course will be eligible for:
A maximum of 14 days leave (Saturdays, Sundays and Holidays in between this
continuous leave period shall be counted) for preparing for the examination.
Employees enrolled into a course with semester system of learning shall be allowed two
set of leaves totaling 14 days subject to the person having passed the earlier semester
with acceptable performance.

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Training identification process:-
The department heads will identify training needs for various incumbents their respective
departments at the time of performance appraisal.
Who assesses training programs effectiveness?
The HOD/ immediate senior of the employee will assess demonstrated effectiveness of the
training program. This assessment will be provided by the HOD/immediate senior within 3
months of the employee joining work.
RECRUITMENT:
In UTTAM STRIPS Private Limited , manpower requirement is a designated process. Manpower
budget is approved at the start of the financial year. Any variance in cost and number needs prior
sanction. This sanction can be provided only by the MD/Directors. The request with justified
reasoning should be routed through corporate HR.

A human resource requisition from has to be raised for any manpower requisition, whether
budgeted or non-budgeted. The form can be obtained from Corporate/State HR or the HR web
portal.
Campus recruitment:
Currently the campus recruitment process is non-existent in UTTAM STRIPSPrivate Limited .
An attempt is being made to regularize and standardize process, so that the fresh young talents
can be recruited and nurtured.
Campus Selection:
Which campus will be visited?
The campus will selected by a team comprising functional/ \unit heads. This will take into
account the kind of talent required, the reputation of the campus, and performance of the existing
alumni working in the group. List of the campuses will be finally developed by Corporate HR and
be available with all State/Corporate HR.
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Pre- Placement Talk:
This presentation will be sourced from the HR department. It covers organizational and career
aspects that are relevant to the field for which the candidates are being selected.
History of the firm
Overview of the UTTAM STRIPSPrivate Limited domain
Work culture
Career growth opportunities within the firm
Compensation package
The presenter should encourage questions from the audience and make a note of candidates who
ask good questions.
Interview Sheet:
After the interview, all members of the interview panel fill out an interview sheet with
comments on how they went, covering each area. The interview panel tentatively decides on one
of the following ratings for the candidate:
Hire
No hire
Borderline case
The interview panel also ranks the candidate in comparison with other candidates who were
interviewed. This is a useful aid in making a final decision at the end of all the interviews. The
academics (scores), written test performance, and interview performance are all considered in
making a final decision.
Off- Campus Recruitment:
Recruitment for employees in M3 grade and above would be accomplished in consultation of
Corporate HR and after a personal interview with at least one member of M1level or the director
if required.
Recruitment for employees in M2 grade and below will be handled at the local level co-
ordination with the Corporate HR department/Local HR and administration.


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Editorial (M Grade)
All editorial unit level recruitment shall be handled by the State Editor/Resident Editor in
consultation with the group Editor.
The Group Editor shall also be responsible for recruitment for editorial positions above
the M3 level.
HR interaction will be limited to check attitude and culture fit.

Reappointment of Ex-employees:
For reappointment of ex-employees, the following policy would be applicable:
An employee who has left the organization for a competitive media house within two years from
the date of exit from any of the locations of UTTAM STRIPSPrivate Limited group. In case
there is a situation leading to the reappointment, he/she can only join on the same salary which
was paid to the candidate on his/her last working day in the group. There will be no enhancement
in salary or up gradation or change in designation. This period would be limited to one year if the
employee has joined a media house outside the state/within the state.
Employee Referral:
The aim of the program is to make the recruiting process more cost efficient, build better team
work, as well as toward employees who make the effort to refer the prospective employees.
How will the referral scheme be communicated?
All job opportunities with the required details would be posted on the intranet and notice boards,
HR will be responsible for placing these positions on the HR portal.
Can referral be made without the knowledge of vacancy?
Even if there are no opportunities available, employees can send in referrals, which will be kept
in the recruitment database.
Whom do I send the referral?
All the referrals should be send to the Corp HR for the senior positions and to the state HR for
other grades in the given referral format.

30

What should the referral contain?
Candidates can be referred by sending an email with the candidates resume and a cover letter to
the Corp HR. the cover letter should give a brief summary of the employees association with the
candidate. Please use the form provided for the cover letter. The format for referral from can be
obtained form can be obtained from Corp/state HR or the HR web portal.
What if more than one person refers a candidate?
In case of more than one employees refers a candidate, the referral will be considered in first-
referred-first claim-basis. Decision on references will be non contestable and decided by Corp hr.
Hr will keep the transparent records of the referred candidates.
When will these job postings be announced?
HR would post the available job on the notice board/intranet and the HR portal. The information
will cover:
The role and responsibilities
Competencies required
Where the job is located
The minimum qualifications and experience required
Which employees are eligible to apply
Last date of application and the process that would be followed.

Who can apply?
This policy is applicable to all full time employees who have completed one performance
appraisal cycle.
Does one need the approval of his/her senior before applying?
No official approval or consent is required for the same. The employee will go through the
selection process as required.



31

What if the candidate is selected and his senior is not willing to relieve?
Once the employee has been selected for another position in the organization, the National
Vertical Head and State Head shall be informed.
In case if the candidate is selected, the Department Head will have to release the candidate within
60 days of the announcement.
Transfer will be treated as a normal posting and not as a transfer on request.
Who issues the appointment letter?
The appointment letters for M grade would be issued from Corp HR only, but the offer letter can
be issue locally up to M3 grades.
The offer letter should be specific vis--vis the salary heads and their applicability including PF
contribution, date of joining, mobile, conveyance, med claim and the month of next appraisal.
Policy Guidelines
Grade Education
check
Previous
employer
Medical test Age record Criminal
record
Below M3 Most
relevant(i.e.
Graduation or
Post
Graduation)
Case to Case
basis
To be carried
out by an
affiliated
doctor only
Matriculation
birth
certificate
Self disclosure
M3 and
above
Most
relevant(i.e.
Graduation or
post
Graduation)
Case to Case
basis
To be carried
out by an
affiliated
doctor only
Matriculation
birth
certificate
Self disclosure




32


When and how is the probation period extended?
If on assessment it is found that the performance or potential of the employee is not up to the
acceptable standards, the probation period may be extended by 3 months.

The employee will be intimated by HR on recommendations of the Vertical Head/Department
Head in writing 15 days before the end of the probation period.

Buddy System:
Buddy system is a structured process used to provide help to an employee by another in
developing or improving capabilities and in creating a relationship where both participants get
benefit.
Who is a buddy?
A buddy is a person who coaches and gives guiding inputs to the employee. Buddies help prepare
employees to test and develop their skills, assume greater responsibility, and gain visibility in
advance through the organization.
Who can be a buddy?
Buddy will be a person equal or one grade above the employee. Buddies are always over-average
performers in the organization. They will preferably from another vertical. Also, one person can
be a buddy of a maximum of two employees at any point of time.
The process owner of the buddy system will be local HR for M3 and below and Corp HR for M3
and above. The HOD will recommend the suitable buddy for the new employee.
What is the role of the buddy?
The primary role of the buddy is to help in the orientation of new employee and provide
developmental inputs; the buddy will work closely with the manager of the employee.


33


Is there an evaluation of the buddy system?

Figure 17-2. Pay structural adjustment in a pay-for-performance system
Healthcare at UTTAM STRIPSPrivate Limited :
UTTAM STRIPSPrivate Limited believes that the health of its employees is a joint responsibility
of the employee and the organization. This policy aims at extending facilities and programs to
assist employees manage their health and wellbeing needs.
Mediclaim:
All employees under M grade, employees who are not covered in ESI and are in E grade, and
their families are provided with hospitalization insurance cover under the group mediclaim
policy. Each family (Self, spouse and his/her 2 dependent children) is treated as one unit. The
company has opted for a floating policy instead of a fixed cover. This policy implies that the
cover for each person in the policy is equal to the insured amount.
The cover amount is as follows:
Employee grade Covered Amount(INR) Amt. contribution by the co.
M0 5.00 Lakh 6,000+
M1 4.25 Lakh 6,000
M2 3.25 Lakh 5,400
M3/M4 2.50 Lakh 4,800
34

M5 1.50 Lakh 3,200
E grades with gross salary
Rs.10,000 p.m. and not
covered under ESI
1.00 Lakh 2,500

Every employee covered under the scheme is provided details of the mediclaim cards and along
with the list of associated hospitals and the claim process.

Group Personal Accident Insurance:
The company covers the following group of employees under a group personal accident insurance
policy:
All marketing/sales-field force employed in any of the offices/units in the group.
This is over and above mediclaim, if applicable.
All officers in grade M3 and above.
All staff in circulation and accounts (recovery).
Production staff, excluding those not involved directly with the production process.
Editorial staff, i.e. field reporters, photographers.

The employees are insured for a fixed compensation, in case of injury due to accident. In the
event of death, the nominee will receive a sum which is equal to 40 times of the basic salary.

The coverage automatically starts from the date of joining the company for the duration of
employment. The coverage needs to be extended during an employees probationary and notice
period.
Contribution on Employees Death:UTTAM STRIPSPrivate Limited group, which includes
Dainik UTTAM STRIPSPrivate Limited , Divya UTTAM STRIPSPrivate Limited , My FM, Aha
Zindagi, and BTV, has approximately 8,000+ employees across 35 locations. The policy is
especially formulated to be able to help the family of the deceased employee.
35


What is the process of contribution?
In case of death of any employee within the group at any location including business offices, it
shall be mandatory for all UTTAM STRIPSPrivate Limited employees to contribute for the
support of the family:
Grade Contribution by the
employees(rs.)
Contribution by the
Management(as %of
collection by employees)
S 25 25%
E 50 50%
M4/M5 75 75%
M3/M2 100 100%
M1 and above 150 100%
No contribution is usually solicited from O grade. They will be contributing a nominal amount
only in the case of the Bereavement an O grade employee. This amount will be decided by the
committee.
For instance, if an employee in grade E expires, all employees will provide contribution.
Management will contribute 50% of the total contribution by the employees, and 50% of this total
will be given to the family of the deceased employee.
Similarly, in case of a M4/M5 employee, 75% of the total contributed by employees will
contributed by the management, and 75% of these collective funds shall be given to the family of
the employee.
Who are the beneficiaries?
All UTTAM STRIPS Private Limited employees.
In case of O grade employees, they will be the beneficiaries though they will not
contribute.


36

Doctor at No Fee:
It has been decided to extend the benefit of a doctor to all the employees of the UTTAM
STRIPSPrivate Limited group at all publication centers.
What is the scheme?
The doctor would provide medical consultation twice a day, i.e. two hours in the morning and
two hours in the evening. The unit head would decide the timings.
The consultation would be offered at the clinic of the doctor. No separate clinic would be opened
within the company premises.
All the employees would be allotted an ID card without which the doctor would not carry out
medical examination.
Who selects the doctor?
The doctor is selected by a panel of officers at the unit level. This doctor should be a general
physician (minimum qualification MD/MS).
Who is the process owner?
The process owner for this policy is state head/local HR.
Medical Check:
Who is eligible?
All employees (M3 and above) above 40 years of age have to undergo mandatory full health
checkup. This is to create awareness and to discern early health warnings to determine if anyone
needs attention.
Where can be the checkup done?
Checkup must be done through a designated registered diagnostic center. Local HR, in
consultation with the unit head, should establish a local tie-up for the check-up centers.



37

When is the checkup to be done?
The person can get the check-up done in any one of the quarters, and must stick with the chosen
quarter or the rest of the tenure with the organization.
The person has to provide a certificate to demonstrate that the check-up has been carried out. The
person does not need to submit the final reports to the organization.
Work Life Balance:
Objective:
UTTAM STRIPSPrivate Limited understands that employees have personal commitments which
they need to meet. Thus, to assist employees meet their requirements along with the business
objectives; the following guidelines/policies have been designed.

Official Working Hours:
The office timings for all the employees except editorial would be as follows:
Operators and office boys: 9:30am to 5:30pm
Other staff : 10:00 am to 6:00 pm
Managers and above : 10:30 am to 6:30 pm

This period includes a half-hour lunch between 1: pm to 2:30 pm, depending upon the employees
entry time
Recording attendance:
Recording attendance is essential for maintaining leave records and for salary calculation. Thus,
employees are requested to mark their attendance for the convenience of all.
Employees are required to sign against their name everyday in the attendance register. In case
employees are traveling for work, they need to be marked in the attendance register as T. if on
leave, L is entered against their name.

38

Employees on leave are required to submit a leave application for approval by manager except in
case of casual leave where the application needs to be submitted after resuming work.
Is there a grace period?
A 15 minute grace period is allowed for the employees to reach office. Four late marks in a
month results in half leave day deduction.
What if have to go on a call/work directly from home?
In case the person is going directly to another location on business, he/she shall inform the local
admin department or Head of Department of the same.
Leave:
Leave rules will apply to all employees in the UTTAM STRIPSPrivate Limited group and shall
be administered on financial year basis.
All employees are eligible for seeking Privilege leave. In special circumstances, they may also
take leave without pay (LWP). All classes of leave are granted only at the direction of the
respective managers/HODs. All leaves except casual leave need to be applied for in advance.
State Heads/Unit Heads/HODs will leave carry planning in respect of their staff and ensure that
leave is staggered and spaced out so that the work does not suffer.
In case of a sudden absence, when employees are unable to obtain prior approval, they are
required to inform their manager as soon as possible. In addition, after resuming work, employees
must submit a leave application.
Type of leave Entitlement for the
year
Accumulation leave Encashment
number(Annual)
Casual 9 No accumulation No
Medical 12 36 days No
Privilege 21 54 days 12



39

Note
All accumulation in excess of above provision will lapse automatically.
Holidays and weekly-off falling in the duration of leave will not be counted as part of
leave taken, unless taken for more than 10 days.
Leave entitlement for new employees shall be proportionate to the actual days worked,
including paid holidays.
If any employee absents herself or himself from duty without intimation or sanction
exceeding 7 days, the management may at its sole discretion terminate the employee from
its services.
Casual Leave (CL)
Casual leave cannot be availed for more than 3 days at a stretch.
Casual leave would be calculated on annual basis and shall automatically lapse after the
close of the year.
Casual leave is not nonrefundable.
Medical Leave
Medical leave cannot be refundable.
Medical leave availed in excess of entitled/accumulated leave can be adjusted against PL.
Those employees covered under ESI/Factories Act and there in would not be covered
under this scheme.
A medical certificate from an authorized medical practitioner would be required to claim
the entitlement.
Privilege Leave
Privilege leave can be combined with Medical leave but not with casual leave.
Privilege leave may be encahsed not exceeding 12 days in a year (only for M grade
employees). Encashment would be affected on the basis of basic salary only.
Leave without pay
Leave without pay is used in exceptional cases such as long-term illness or any other emergency,
and it must be discussed with and agreed upon by the reporting officer and HR.
If employees need to take leave after exhausting all the privilege leave available for the quarter,
they can under special circumstances request permission to take leave without pay.

40

Paternity leave
Employees, who have worked for more than 6 months in the company, are entitled to take
paternity leave of 7 days for the first two children.
Special leave
The organization allows certain special leaves to its employees. These are treated as leave with
pay and are in addition to the normal leaves available:
Death of parent: 10 days
Own marriage : 7 days
Anniversary : 1 day
Birthday (self) : Half day
Entitlement:-
Domestic Travel
Employees are entitled to the reimbursement of the expenses (for both travel and
accommodation) on actual incurred on outstation official travel in India.
International Travel
Travel will be by economy class by air (except for Directors).
Employees are entitled to reimbursement of expenses on actual (for accommodation and
boarding) incurred on official travel outside India. Local transportation would be on actual basis.
Employees are also entitled to the Overseas Medical Insurance. This provides indemnity for
expenses incurred for emergency medical treatment for any illness or injury during the travel
period. This benefit is subject to a maximum limit of US$ 1000.
Grade wise Entitlement
M1/and above M1/2& M2/2 M3/1 & M2/2 All other categories
Category-I Category-II Category- III Category-IV
US$ 250 US$ 200 US$ 150 US$ 125
41

Those traveling to SAARC countries will be paid US$ 100 as daily allowance irrespective of
categories as above.
The following guidelines need to be adhered strictly:
Any special expense to be incurred on the foreign trip, which is over and above the
entitlement allowance as mentioned above, should be clearly stated in the approval note.
For calculation of above entitlement, number of nights spent in foreign country will only
be considered (nights in flight should be excluded).
50% of the total entitlements drawn as allowance need to be supported by bills.
In case if employee departure from visiting location after 6 pm, then 50% of daily
allowance may be claimed for that day.
















42

CHAPTER 3

3.6 Type of Research
TYPES OF RESEARCH:-
Demographic/Socioeconomic:-
Age, Sex, Income, Marital Status, Occupation

Psychological/Lifestyle:-
Activities, Interests, Personality Traits

Attitudes/Opinions:-
Preferences, Views, Feelings, Inclinations

Awareness/Knowledge:-
Facts about product, features, price, uses
Intentions:-
Planned or Anticipated Behavior
Motivations:-
Why People Buy (Needs, Wants, Wishes, Ideal-Self)
Behavior:-
Purchase, Use, Timing, Traffic Flow

43


CHAPTER 3

3.7 Sample Size and method of Selecting Sample


















44

Sample Size and method of selecting sample:-
Universe-
The sample universe is that of relevant for this project includes all the parties to
whom the paper is provided by Dainik UTTAM STRIPSPrivate Limited .
Data Sources-
Primary Questionnaire.
Secondary HR Manual, documents, surveys, case studies & text books on HR Planning and HR
Policies, Internet, Magazines, Newspaper.
Sampling Plan-
Sampling technique-
Dainik UTTAM STRIPS Private Limited (Print Media) is divided in five major departments (HR
& Admin., Production, Ad Sales, Finance & Accounts, SMD). We have conducted the survey
mainly in the HR department and we have covered the three hierarchy level of this department
(Top management, Middle management &executive level).
Data collection method:-
Use of questionnaire- questionnaire on HR Planning &HR Policies for different hierarchy levels
of HR department for the whole sample size irrespective of their designations.
Some HR policies are collected from HR manual, the history, background; diversification etc.
about Dainik UTTAM STRIPSPrivate Limited is collected from documents & surveys. Some
information is gathered while working on projects with different department like HR, Marketing,
Events, and Ad Sales etc.
NOTE-: As far as quality is concerned I tried best to take employees who had spent quite some
time working in Dainik UTTAM STRIPSPrivate Limited &also sample from three hierarchical
levels is taken to maintain the quality of the survey.



45

Communication Methods-
1. Interacting with respondents.
2. Asking for their opinions, attitudes, motivations, characteristics.
Observation Methods-
1. No interaction with respondents.
2. Let them behave naturally and drawing conclusions from their action
Communication Methods:-
Surveys
Focus Groups
Panels
Highly versatile in terms of types of data
Generally more speedy
Typically more cost effective
Electronic media have made observation cheaper
Activities, Interests, Personality Traits
Observation Methods:-
Direct observation
Contrived observation (laboratory)
Content Analysis
Physiological measurement
Electronic methods
Greater objectivity
less researcher bias
46

CHAPTER 3
3.8 Scope of the Study
Scope of the Study:-
As with strategic planning, there is no one way to undertake human resource planning. However,
here's a model which relies on gap analysis, and attempts to link human resource planning to
overall business planning or strategic planning.
Workforce Analysis: A key component of HR planning is understanding your
workforce and planning for projected shortages and surpluses in specific occupations
and skill sets.
Internal Scan: Identify factors internal to the organization that may affect HR
capacity to meet organizational goals.
External Scan: Determine the most important environmental factors expected to
affect workforce capacity, given known operational and HR priorities and emerging
issues.
Gap Analysis: Based on an analysis of the environmental scan and operational
business goals, what are the organizations current and future HR needs?
Priority Setting and Work Plan: Based on the organizations priorities, environmental
scan, and HR performance related data:
1) What are the major human resources priorities; and
2) What strategies will achieve the desired outcome?
Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and
publicly) performance results advances our capacity to measure performance, set targets, and,
most importantly, to integrate results information into decision making processes and determine
future priorities.



47

CHAPTER 3
3.9 Limitations of Study
Limitations of Study:-
All employees of UTTAM STRIPSPrivate Limited are not covered under the sample
size.
It may happen that employees may not have given their honest opinion due to some
reasons.
















48

CHAPTER 4
Facts & Findings
Facts & Findings
1. Working environment-: Working environment is an important factor to keep the employees
engages to the organization. Employees need different kind of working environment at
different levels. HR people must keep this factor in mind.
2. Performance appraisal-: Appraising performance should be done in such a way that it does
not threat the employee that any point of time. Otherwise employee motivation and so
employee engagement can come down dramatically.
3. Recognition-: Recognition is important to keep employee motivated and committed to the
organization. Different levels of hierarchy require different kind of recognition.
4. Communication-: Clear upwards and downwards communication is required for the
employee involvement in the organization. Communication barriers can create high amount
of dissatisfaction among the employees and some time it takes the form of rumors and affect
the organization badly.
5. Relationship-: Interpersonal bonding is essential for getting out of the employees coaching
and mentoring system not only developed the employee but also builds a moral bonding for
better engagement.
6. Transparency-: Transparency in the organization is required at all the levels and it actually
creates a good amount of enthusiasm especially among the middle and bottom level of
management.
7. Compensation-: Compensation is a major factor of motivation. Monetary and non- monetary
compensation can be used wisely to motivate the employees and keep the engagement level
higher.
8. Motivation-: Overall motivation of the employee depends on numerous factors and it is a
most important aspect of employee engagement.


49


CHAPTER 5
Analysis & Interpretation
1. Do you take services of any other Newspaper..?
Times of India
Rajasthan Patrika
DNA
Economic times
Others










27% of the people whom I surveyed also take services of Times of india, 23% use others,
19% use DNA, 17% use Rajasthan Patrika & 14% use Economic times.
2. Which all services of the Dainik UTTAM STRIPSPrivate Limited do you use?
Home Services
Raj Patrika
17%
Times of india
27%
DNA
19%
Economic times
14%
Others
23%
50

others
14%
free
Services
8%
internet
15%
Home Services
16%
Purchase on shops
47%
Purchase on Shops
Internet
24 hours Available(Free Services)
others
















47% of the people surveyed use more than one of the purchase on shop, 14% use only others,
16% use home services, 15% use Internet & 8% use free services.


51

3. Are you aware of various DAINIK UTTAM STRIPSPRIVATE LIMITED schemes?





Of the people surveyed 55% are averagely aware of the schemes, 29% knew nothing
about the schemes and 16% knew fully about the schemes.
4. How long have you been investing in market?
1-5 years
Nil
29%
Average
55%
Fully
16%
52

5-10 years
Above 10 years




39% of the people are investing for the period of 5-10 years, 34% for 1-5 years & 27%
above 10 years





1-5 years
34%
5-10
years
39%
above 10
years
27%
53

CHAPTER 6
SWOT
SWOT
STRENGTHS:-

It launches Every time New and Innovative Products and good strategic
plans.
Fast Service mostly in every Region.
Good Brand Image in Market.

WEAKNESS:-

Low Price.
Do not have access on regional Exchange.

OPPORTUNITIES:-

Now a days use of Short paper is decreasing.
Demand of new books in Market. i.e femina so on.
THREATS:-
Others companies position and competitions with them.
New company products sale in market.




54



CHAPTER 7

Conclusion















55

CONCLUSION
The works on the Project study was a wonderful experience in my life. The study has been
extremely useful in developing my professional skills and personality. The training help me a lot
to adapt myself to actual working environment and to work in coordination with the other team
members. Further, the guidance, support, cooperation and assistance provided by my seniors and
colleagues at Dainik UTTAM STRIPSPrivate Limited helped me to better understand the
real working environment. The practical experience gained during the short period of 10 days
will go a long way in achieving my real goal and ambition in my life.
Different hierarchal level has different responsibilities towards planning of human
resource due to various priority factors.
In UTTAM STRIPSPrivate Limited HR department has following priorities for HR
planning:
Goal oriented
Responsibility
Relationship
Working environment

Also different hierarchal levels shows different interests:
Top management-: Motivation & Learning & Growing Opportunity, job challenges,
power & authority, designation in the organization.

Middle management- growth opportunity rewards 7 achievement, non-monetary benefits,
and quality of work life, career planning & recognition.

Executive level- working conditions, growth opportunities, monetary & non-monetary
benefits & communication.



56


CHAPTER 8

Recommendation and Suggestions


















57

RECOMMENDATION AND SUGGESTIONS

Dainik UTTAM STRIPSPrivate Limited has excellent policies for HR Planning although its
needs to focus on certain aspects which are mention in the following:

1. Human resource planning should be properly organized and a separate manpower
planning division must be created.

2. An adequate database should be developed for human resource to facilitate planning.

3. The quantity and quality of human resource should be stressed in a balance manner. The
emphasis should be on filling future vacancies with the right people rather than merely
matching existing people with the existing jobs.

4. The period of a human resource plan should be appropriate to the needs and
circumstances of UTTAM STRIPSPrivate Limited .










58

APPENDICES:-
QUESTIONNAIRE

1. Do you have a program to assist employees when their personal problems may affect their on-
job productivity (e.g. alcohol or drug related, financial etc.)?
Ans. Yes_____ No_____

2.Are you presently doing performance evaluations for all field employees on a regular basis?
Ans. Yes_____ No_____

3. Do you communicate regularly with field employees regarding the success of the company,
future job prospects and other issues affecting the company?
Ans. Yes_____ No_____

4.Do you have a well understood pay-for-performance compensation program?
Ans. Yes_____ No_____

5. Do you have a formal or informal orientation program for new employees?
Ans. Yes_____ No_____ No_____

6. Do you provide incentives or rewards to employees for bringing forward suggestions or
improving productivity?
Ans. Yes_____ No_____

59

7. Do you formally recognize field employees with 20 or 25 years service with your organization?
Ans. Yes_____ No_____


8. Do you conduct occasional surveys of your employees, receiving formal feedback on
company policies, compensation, benefits, employee attitude, etc?
Ans. Yes_____ No_____

9. Do you conduct regular surveys of your competition to ensure your compensation policies are
competitive?
Ans. Yes_____ No_____

10. Do you actively encourage unskilled workers to enroll in apprenticeship programs and
do you attempt to give apprentices varied work experience?
Ans. Yes_____ No_____

11. Does your company offer a pension or retirement savings plan or profit sharing plan for field
employees?
Ans. Yes_____ No_____

12. When hiring field employees, do u screen workers according to skills? Do u do reference
checks on all new hires?
Ans. Yes_____ No_____


60


CHAPTER 10

Bibliography

BIBLIOGRAPHY

Book References:
1. Human Resource Management- G.S. Sudha
2. Journal- HR Purview
3. HR Manual- Dainik UTTAM STRIPSPrivate Limited


Internet References:
1. www.hr.com
2. www.citehr.com
3. www.hrps.org
4. www.wikipedia.org
5. www.google.com
6. www.bwbusinessworld.in
7. www.isrinsight.com