Sei sulla pagina 1di 55

Symbiosis Institute of Business Management

Hyderabad.

A REPORT ON

“IMPROVING HR EFFECTIVENESS”

By

SHRINIDHI S ACHARYA

PRN: 17021141095

SIGNODE INDIA LIMITED


CONTRACT/JOB NO.

A REPORT ON

“IMPROVING HR EFFECTIVENESS”

BY

SHRINIDHI S ACHARYA

PRN: 17021141095

SIGNODE INDIA LIMITED

4th June, 2018


INTERNSHIP CERTIFICATE

ii
ACKNOWLEDGMENT

This project and internship would not have been successful without the contribution,
help and support of few people that I would like to acknowledge.

To begin I would like to express my deep sense of gratitude to my company guide


and mentor Mr. Ajit Kumar Jain - CHRO & Marketing Head, Mrs. Sarada M -
Senior Manager HR & Administration, Mr. Rajesh Gupta - Manager HR,
Signode India Limited for encouraging me to take up this internship project at their
esteemed organization and providing me with their invaluable support and guidance
throughout. The insights from their experience were helpful for me to understand the
field and HR practices followed by the organization better.

I would further like to sincerely thank the complete team at Signode India Limited
for comforting me with their valuable inputs and helping me at every step of the
execution of this project.

I am very much thankful to my faculty guide Dr. Ridhi Rani for her consistent
reassurance and support. Her keen interest, feedback and encouragement
throughout this training period made the challenges look easy and helped me
improve my work.

Last but not the least I would like to thank my parents for instilling in me deep
rooted values and trusting me with my decisions that helped me to keep my patience
at the time of challenges and take right decisions for the organization by not losing
my composure.

Shrinidhi S Acharya
SIBM Hyderabad

iii
ABSTRACT

The major objective of the project is to improve the effectiveness of the HR practices

in the organization by performing a detailed study about the HR functions, identifying

the improvement areas and implementing innovative techniques/ideas to make the

process better. Major focus is on improving the Recruitment process of the

organization, conducting a survey within the HR department to understand the

process and retrieve feedback & suggestions about the same and bringing in new

ideas and changes in Job Analysis process and Job Description structure.

Performing Job Analysis for the vacant positions across departments to have a clear

understanding about the job roles and responsibilities and talent the position is

looking for and generating Job Descriptions in the newly redesigned format which

shall be standard across the organization. HR policies provide a foundation and

structure to organization. Hence, they must comply with relevant legislation and

regulations and should be reviewed periodically to ensure they are still relevant and

up to date. As part of this project, the important and frequently used HR policies are

newly scripted (few), revisited and updated as per current market standards &

trends.

iv
TABLE OF CONTENTS

• Authorization i

• Internship Certificate ii

• Acknowledgements iii

• Abstract iv

• Introduction 1

• Background of the Project 3

• Purpose of the Project 3

• Objective of the Project 4

• Methodology 4

• Literature Review 4

• Scope & Limitation 9

• Industry Analysis 10

• Company Analysis 15

• Project Specific Analysis 19

• Conclusions & Recommendation 36

• Outcome/Contribution 40

• Learning from SIP 41

• Appendix 42

• References 43

• Glossary 45
INTRODUCTION
Human Resource team of any organization plays a dynamic role in creating,
developing and promoting a culture of innovation in the organization. The HR
department initiates the efforts to set up unique organizational values and take it to a
differential level that distinguishes the company from its counterparts.
Humans are considered as the most crucial, volatile and potentially unpredictable
resource which an organization utilizes. Manpower planning seeks to make the links
between strategy, structure and people more explicit. The purpose of manpower
planning is to get a better matching between manpower requirement and manpower
availability.
With an ever evolving technology, changing labour market conditions and new
business thinking, Human resource management is also seeing a huge change in its
functionalities. From an administrative function focused on day-to-day
responsibilities such as employee recruiting and selection and managing employee
benefits, it's now proceeding towards Strategic Human resource management.
Strategic human resource management involves a future-oriented process of
developing and implementing HR programs that address and solve business
problems and directly contribute to major long-term business objectives.
In 20th century Personnel Management (PM) was viewed as a tool. It was a routine
activity to hire new employees and to maintain personnel records. But it was never
consider Strategic Management of business. On the other hand, at present, Human
Resource Management (HRM) is the concerned with the people dimension in
management .Since every organization is made up people, acquiring their services,
developing their skills, motivating them to higher levels of performance and ensuring
that they continue to maintain their commitments to the organization are essentials
to achieving organizational objectivities. In the 21st century, it is now considered as
strategic partner within organization. That‟s why, Strategic Human Resource
Management (SHRM) is the new term of organizational use of employees to gain or
keep competitive advantage against competitors.
The business world is witnessing constant change in technologies and the
environment it operates in. Organizations have to constantly look at practices they
deploy to keep their employees engaged and align them to prevalent demands. The
role of HR personnel in such circumstances becomes critical as they have to keep a

“IMPROVING HR EFFECTIVENESS”
1|Page
watchful eye on HR strategies that may be seen in the future and at the same time
refresh their existing HR practices to meet the immediate demands of employees
and top management alike.
Manpower planning is an important process in any organization and a vital stream to
concentrate upon during SHRM. It is all about determining the requirements and the
way to achieve them. There is no denying the fact that the continual positive
development of a business is owing to its effective planning. Making preparations
and arrangements on the basis of what is expected to happen and performing tasks
in an organized and capable way is one of the important roles of management in that
it involves effective planning process. It is through the process of planning as well as
designing the organizational structure by assigning an assortment of responsibilities
to the employees that business organizations may accomplish their set objectives.
The concept that the right person should be employed at the right place and at the
right time is vitally important to a business as it includes a wide and comprehensive
range of activities in relation to "the management of man" while it entails man power
planning, at the same time, being focused on the effective utilization of existing
human element as well as fulfilling future needs of manpower in the organizations
whenever the situations necessitate. Man power planning is "the process of
determining manpower requirements and the means for meeting those requirements
in order to carry out the integrated plan of the organization." Man power planning is
indispensable for an organization to perform the activities efficiently as well as in a
way that produces desired results.
It endeavours to the organizational development in totality as well as the success of
the business respecting the skills of the employees, their knowledge, experience and
talents. It is concerned with effective recruitment and selection process in order that
the skilled workers may be made available each and every time that a business
requires. Manpower planning is of great significance for various reasons
necessitating the process, at the same time, contributing significantly to the
achievement of organizational objectives.
Manpower planning is vital to be in employee's best interests as well as
organizations. In addition to undertake proper recruitment methods while
implementing appropriate selection procedures for the right candidates and
preserving the talents of the employees, it focuses on the requirement and the

“IMPROVING HR EFFECTIVENESS”
2|Page
arrangement of training and development programs for the employees who need so
as to equip them with their jobs requisites and activities.

BACKGROUND OF THE PROJECT


Signode India Limited, one of the esteemed companies and a leader in Industrial
packaging and solutions, follow the best HR practices to manage its workforce. They
foster an inclusive environment where differences are respected and appreciated
and where all employees are encouraged to contribute to their full potential. With
increasing competition in the labour market and expectations of the Business from
its workforce, Human Resource Management (HRM) is taking a drift towards
Strategic Human Resource Management (SHRM) where decisions are made not for
the current scenario but to serve in a long run. To retain its competitive edge built in
the market, Signode India Limited is taking important steps in transiting towards
SHRM. To achieve this, it is important to redesign few processes and amend the HR
policies of the organization to make sure it complies with the current market
expectations and trends.
The process expected was to study the HR practices which are being followed in the
organization, understand the expectations of the Management from its employees,
identify the gap which could be implemented with new ideas and the improvement
factors which would thereby increase the effectiveness of the HR practices, suggest
the measurement metrics to measure the effectiveness.

PURPOSE OF THE PROJECT


A philosophy of people management based on the belief that human resources are
uniquely important to sustained business success. An organization gains competitive
advantage by using its people effectively, drawing on their expertise and ingenuity to
meet clearly defined objectives. Human resource management is aimed at recruiting
capable, flexible and committed people, managing and rewarding their performance
and developing key competencies.
In every organization, an effective HR function helps in increasing productivity,
reducing costs, measuring performance, removing complexity and improving
efficiency. The need to align business objectives and HR priorities, doing more with

“IMPROVING HR EFFECTIVENESS”
3|Page
less, employees demanding high standards of service from HR, and effects of the
digital age, are requiring the HR function to adapt to evolving realities.
The major focus of the project is to identify few areas within the HR functions which
have the scope for improvement, conduct an in depth study about the process by
collecting data from various sources and implement the new ideas as to increase the
efficiency and effectiveness of the selected HR processes/functions.

OBJECTIVE OF THE PROJECT:


The major objective of the project is:
 To understand the HR functions and its applicability in the company.
 To assess the effectiveness of HR practices.
 To provide for possible suggestions for its improvement.

METHODOLOGY:
The methodologies used in this project are „Secondary Research‟ and „Interview
Methodology‟.
 Interview Methodology was used in collecting data from other employees with
respect to the HR practices followed in Signode India Limited.
 Secondary Research Methodology was used in conducting a study about the
HR policies of the organization in comparison with those of other similar
organizations. Interview methodology was also used in collecting few process
related data to be mentioned in the policy.

LITERATURE REVIEW
• This chapter throws light on the review of the previous literature on Human
resource management practices; innovative HR practices; impact of the HR
practices on employee or organisational performance and HRM in Indian context.
The last part of this chapter discusses the research gaps in these studies and the
need for the present study.
• In a rapid competitive business environment, the procedures of outlining the role,
function and process of Human Resource Management (HRM) within a dynamic
and uncertain environment are ongoing for many decades. In the early 1980s

“IMPROVING HR EFFECTIVENESS”
4|Page
numerous books and articles were published by American Business Schools
professors to support the widely recognition of HRM concept, and the
environmental volatility in today‟s contemporary business that specifically identify
conflict and heterogeneity (Soderlund and Bredin, 2005). Due to its diverse
origins and many influences, HRM covers essential aspects of central concern in
organisations such as individual, practice, educational theory, social and
organisational psychology, sociology, industrial relations, and organisational
theory (Soderlund and Bredin, 2005).
• In organization the system that responsible for placing diversifies talents
throughout is refers to as recruitment and selection processes. The process of
recruitment and selection is an ethical approach by a firm to seek and attract the
most competent and suitable applicant for a vacant position (Analoui, 2007).
Price (2007) inferred that recruitment strategies can be divided in three
significant approaches: suitability – the most qualified applicant for the position,
malleability – moulded within the cultural norms, and flexibility – the most reliable
and versatility employee. These factors are quite complicating and can be easily
mistaken during the process of hiring employees. Suitability is a critical aspect
hence it mainly concerned with the process of hiring the most suitable applicant
for the position.

• The process of selecting and retaining potential employees is the greatest


organisational competitive battle in modern days (Pfeiffer, 1994). Having the
greatest talent simply implies that the firm will be able to compete aggressively in
the market. This phenomenon are quit prevalent in our daily business life and
has also pushes organisations to gain a niche by employing the most renowned
managers to lead the thriving future.

• Russo et al., (1995) cascaded channels of recruitment into external and internal
recruitment, and formal and informal channels. Internal recruitment channels
mainly involve the use of intercommunication between other strategic areas of
the organisation and the entire HR department. This approach enhances the firm
to prioritise and target in-house or current employees (Russo et al., 1995;
Analoui, 2007). Internal recruitment can be fully considered when it is fair and
transparent, since favouritism might occur; while external channel of recruitment
base on the contrary.

“IMPROVING HR EFFECTIVENESS”
5|Page
• The concept of Human Resource (HR) was introduced by Prof. L. Nadler (1969)
in American Society for Training and Development Conference. In India, Larson
and Tubro Ltd., a private sector company introduced this concept in 1975 in their
organization with an objective of facilitating growth of employees, especially
people at the lower levels. Among the public sector government companies it
was BHEL which introduced this concept in 1980.
• Fombrun, Tichy, and Devanna (1984) expanded these premises and developed
the model of SHRM, which emphasizes a tight fit between the organizational
strategy, organizational structure and HR system. According to him, political,
economic and cultural forces are responsible for an organization„s mission and
strategy. This explains these causal relations, which form the tight fit between
strategy, organization structure and HR policies and practices. On the basis of
mission and strategy, the shape of organization is structured, i.e., people are
organized to carry out different tasks to achieve the organization„s mission.
• In a survey of human resource development practices conducted by Rao, T.V.
(1982) covering fifty three different industries in India, following facts were
observed. Seventeen organisations (32 percent) had a formally stated policy
emphasises on human resource development. The thirty one organisations (59
percent) did not have any formally stated policy on human resource development
but claimed to emphasise it. In five organisations, there appeared to be no such
emphasis on human resource development. Secondly, Twenty six organisations
(49 percent) stated that their personnel policies give high importance to the
continuous development of their employees. Another twenty one organisations
(40 percent) stated that there is some emphasis on human resource
development in their personnel policies. Four of the organisations surveyed didn„t
seem to lay any emphasis on human resource development in their personnel
policies. Two did not respond. Thirdly and the most importantly, there was a
separate human resource development department in the organisations studied.
This survey indicated a positive trend of using open appraisal system, improving
the training function, making up organisational development activities and using
employees counselling by an increasingly large number of companies.
• Amba-Rao (1994) carried on a study to explore the HRM policies and practices in
a small group of firms and industries in the Indian context. Semi-structured
interviews were conducted with HRM executives and general managers in ten

“IMPROVING HR EFFECTIVENESS”
6|Page
firms in the Hyderabad metropolitan area in India, to examine their HRM
practices.
• Loveday (1994) in his doctoral thesis titled - A Study of HRM with special
reference to recruitment, selection and training of managerial and non
managerial staff in the Nigerian Banks‖ stated that, The most important of all
factors of production in business is the human factor unlike the component part
of a machine, the people who comprise a human organism, are something more
than just parts of that organisation.
• Hays and Kearney (2001) organized the new directions in HRM into the
traditional activities of staffing and selection, compensation, performance
appraisal, labour relations and collective bargaining, and job design. Their study
was related to the state HRM, yet the recommendations were quite interesting
and helpful. As per these researchers, evident throughout these activities were
four broad themes of change: increased flexibility, greater application of
information technology, decentralization of operations, and a more strategic role
for state offices of HRM. They posited that significant retooling to develop new
skills and abilities would be required for that-day managers and a different set of
expectations would greet new hires.
• As per the researchers, evident throughout these activities were four broad
themes of change: increased flexibility, greater application of information
technology, decentralization of operations and a more strategic role for state
offices of HRM. They posited that significant retooling to develop new skills and
abilities would be required for that-day managers and a different set of
expectations would greet new hires. The focus on strategic HRM implied that HR
managers would assume more responsibility for information technology and
management, consultation and oversight regarding agency personnel operations,
implementing and managing new compensation programs, learning new HRM
software as it became available, developing best practices in HRM, managing
diversity, and resolving conflict. The effective HR managers of the future would
not be the traditional specialists, but rather those who could do multitasking.

• The term organizational policy can be defined as: principles established for
leading a company, a general course of action in which some practices are

“IMPROVING HR EFFECTIVENESS”
7|Page
developed collectively, in a constructive way, aiming to reach certain objectives
(Singar & Ramsden, 1972).
• HRM policies define the attitude, expectations and values of the organization
concerning how individuals are treated, and still serve as point of reference for
the development of organizational practices and for decisions made by people,
besides resulting in equal treatment among individuals (Armstrong, 2009). Some
research results have pointed out positives relationships between HRM policies
and variables like commitment, productivity, profitability and quality, among
others (Guest, 1987; Schneider & Bowen, 1985; Ulrich, Halbrook, Meder,
Stuchlik, & Thorpe, 1991).
• In the meta-analysis performed, Combs, Liu, Hall, and Ketchen (2006), found
that relationships between Human Resources practices and organizational
outcomes are stronger in manufacturing companies than in service companies.

NEED FOR THE PRESENT STUDY


The review of literature in this study provides the deep insight of the work done by
the experts and researchers on various aspects of HR practices in various sectors.
Most of the researchers have done their work by taking the role of HRM as a whole,
in the effectiveness of the organisations. Some have tried to find out the major HR
challenges. Only a few studies have been taken up to know the innovative HR
practices & their impact on the employee productivity as perceived by the employees
of different organisations. There are few studies conducted to understand various
recruitment and selection processes of organizations and its impact in achieving the
Business objectives. Some have tried to analyze the importance of HR policies and
the role it plays in administering the HR functions within an organization.
Recruitment and selection process in an organization is important in order to attract
an effective workforce. This is important because it would determine the business
success and would affect the whole organization operation. Considering employees
to be one of the most valuable assets of the organization, it‟s very important to bring
in more innovative techniques of attracting people with great talent to attend the
process; specific interview structures to identify the best fit to the organization and
maintain an effective selection criterion.
HR policies once formulated and communicated are later ignored and usually no
efforts are made to review and revise it to upgrade the same to match the current

“IMPROVING HR EFFECTIVENESS”
8|Page
market standards. Therefore, a need was there to know the extent and impact of
innovative HR practices adopted, its importance, its role in the organization and its
contribution towards improving the HR effectiveness.

SCOPE & LIMITATIONS:


SCOPE:
Human Resource Management (HRM) is concerned with enhanced productivity fully
utilizing the combined talent and skills of the entire workforce of an organization.
HRM must today reinvent itself to cope with the demands of a global economy. Here
we consider the scope of Human Resource management.
The objective of Human Resource Management must be to evolve a suitable
process to align with the organizational objectives whereby we shift from traditional
Human Resource Management (HRM) to Strategic Human Resource Management
(SHRM). To this effect Human resource management is responsible for effective
designing and implementation of various policies, procedures and programs. It is all
about developing and managing knowledge, skills, creativity, aptitude and talent and
using them optimally.
This project‟s scope extends to improvising the Recruitment process of the
organization, conducting a detailed study on few HR practices/functions by scripting
few new policies, reviewing and revising few existing policies and thereby immersing
few new ideas of improvement into the HR practices to enhance its effectiveness.

LIMITATIONS:
• With a limited amount of time, focusing on the improvement areas of all HR
practices is not feasible.
• As part of this project, I shall be able to address the gap identified in the
recruitment process for only few specified Business units.
• As HR policies for any organization is confidential, not every organization in the
concern of research/study would encourage in letting us know about their HR
practices.

“IMPROVING HR EFFECTIVENESS”
9|Page
INDUSTRY ANALYSIS

Packaging is used to cover or wrap a product to preserve its quality and extend the
shelf life of its contents by reducing the risk of contamination. Packaging plays a
very significant role in transportation, warehousing, logistics, and sales of products.
Apart from providing convenience to customers, packaging also plays a major role in
attracting customers to purchase the product. It also controls the size and quantity
of the content. The packaging materials used are available in two forms: rigid
packaging material and flexible packaging material. Rigid packaging material
comprises rigid plastics, glass bottles, containers, and metals. Flexible packaging
materials include bags and pouches, squeezable bottles, stand-up pouches, CD
cases, and materials used in foam packaging.
Packaging Industry Association of India (PIAI) is the leading organization working for
the growth of Packaging Sector and allied industries and provides assistance and
support to Small, Medium and Large Companies for domestic business growth,
export promotion, international collaborations, joint ventures, identify advanced
technologies and industrial and business expansion. PIAI has been on the forefront
for the marketing and promotion of packaging products, packaging equipment,
machinery, materials and advanced technologies at National and International
markets. We provide business opportunity to the manufacturers, exporters,
importers, raw material suppliers, buyers, technology providers and end users from
packaging sector and other industries to establish and enhance business contacts
and business alliances.
Below are the few activities performed by PIAI:

 Integration of Packaging and Allied Sectors


 Guidance and Advisory Services for Improvement of Packaging Quality
 Promotion and branding of members' product at International level
 Quality Check and Certification
 National and International Level Seminars and Workshops
 Training and Education
 Exhibitions and Trade Fairs
 Trade Delegations and Project Visits
 Market Research, Surveys and Industrial Studies

“IMPROVING HR EFFECTIVENESS”
10 | P a g e
 Identify Emerging Markets
 Connectivity with Packaging Organisations from various countries
Packaging is among the high growth industries in India and developing at a rate of
22-25% per annum and becoming a preferred hub for packaging Industry. Currently
the 5th largest sector of India‟s economy, the industry has reported steady growth
over past several years and shows high potential for much expansion, particularly in
the export market.
Cost of processing and packaging food can be up to 40% lower than parts of
Europe which, combined with India resources of skilled labour, Make it an attractive
venue for investments. A high degree of potential exists for almost all user
segments which are expanding appreciably processed foods hard drinks, soft
drinks, fruits and marine products.
The Indian packaging industry has mark with its exports that combine flattened
cans, printed sheets and components, lugs caps, plastic films laminates, craft
paper, paper board and packaging machinery, while the imports include template,
coating and lining compounds and others. In India fast growing packaging
segments are laminates and flexible packaging, especially PET and woven sacks.
Over the last years packaging Industry is an important sector driving technology
and innovation growth in the country and adding value to the various manufacturing
sectors including agriculture and FMCG segments.
The Global packaging industry is developing and expanding day by day and Indian
packaging industry is also growing rapidly. The growth is primarily driven by factors
like growing pharmaceuticals , food and beverages, manufacturing industry, FMCG,
Health care sector and ancillary n the emerging economies like china ,India ,Brazil,
Russia and few other East European Countries.

PORTER‟S FIVE FORCE MODEL


Porter's Five Forces Framework is a tool for analyzing competition of a business. It
draws from industrial organization (IO) economics to derive five forces that
determine the competitive intensity and, therefore, the attractiveness (or lack of it)
of an industry in terms of its profitability.

“IMPROVING HR EFFECTIVENESS”
11 | P a g e
BARGAINING POWER OF SUPPLIERS:
 High competition among suppliers: This acts to reduce prices to producers.
 Large number of substitute inputs: When there are a large number of
substitute inputs, suppliers have less bargaining leverage over producers. This is
due to competition among substitutes. Greater competition positively affects
packaging industry.
 Diverse distribution channel: The more diverse distribution channels become
the less bargaining power a single distributor will have.
 Critical production inputs are similar : When critical production inputs are
similar, it is easier to mix and match inputs, which reduces supplier bargaining
power.
 Low cost of switching suppliers: The easier it is to switch suppliers, the less
bargaining power they have.

BARGAINING POWER OF CUSTOMERS:


 Product is important to customer: When customers cherish particular products
they end up paying more for that one product.
 Buyers require special customization: When customers require special
customizations, they are less likely to switch to producers who have difficulty
meeting their demands.
 Large number of customers: When there are large numbers of customers, no
one customer tends to have bargaining leverage.

“IMPROVING HR EFFECTIVENESS”
12 | P a g e
INTENSITY OF EXISTING RIVALRY:
 Low storage costs: When storage costs are low, competitors have a lower risk
of having to unload their inventory all at once.
 Government limits competition: Government policies and regulations can
dictate the level of competition within the industry.
 Large industry size: Large industries allow multiple firms and produces to
prosper without having to steal market share from each other.
 Fast industry growth rate: When industries are growing revenue quickly, they
are less likely to compete, because the total industry size is also growing. The
only way to grow in slow growth industries is to steal market-share from
competitors.
 Relatively few competitors: Few competitors mean fewer firms are competing
for the same customers and resources.
 Exit barriers are low: When exit barriers are low, weak firms are more likely to
leave the market, which will increase the profits for the remaining firms.

THREAT OF SUBSTITUTES:
 Substitute product is inferior: An inferior product means a customer is less
likely to switch from packaging industry to another product or service.
 Substantial product differentiation: When products and services are very
different, customers are less likely to find comparable product or services that
meet their needs.

THREAT OF NEW COMPETITORS:


 Strong distribution network required: Weak distribution networks mean goods
are more expensive to move around and some goods don‟t get to the end
customer. The expense of building a strong distribution network positively
affects packaging industry.
 Strong brand names are important: If strong brands are critical to compete,
then new competitors will have to improve their brand value in order to effectively
compete.

“IMPROVING HR EFFECTIVENESS”
13 | P a g e
 Advanced technologies are required: Advanced technologies make it difficult
for new competitors to enter the market because they have to develop those
technologies before effectively competing.
 Industry requires economies of scale: Economies of scale help producers to
lower their cost by producing the next unit of output at lower costs. When new
competitors enter the market, they will have a higher cost of production, because
they have smaller economies of scale.
 Geographic factors limit competition: If existing competitors have the best
geographical locations, new competitors will have a competitive disadvantage.
 High learning curve: When the learning curve is high, new competitors must
spend time and money studying the market before they can effectively compete.
 Entry barriers are high: When barriers are high, it is more difficult for new
competitors to enter the market.
Packaging Industry has emerged as an integral part of the Indian financial
system by catering to the wide needs in areas of manufacturing and packaging
solutions. There are many innovative techniques being used by different players
in the industry in order to maintain a competitive advantage against one another.
The industry flourishes high with the evolving needs of customers giving a wide
and open growth to packaging industry.

“IMPROVING HR EFFECTIVENESS”
14 | P a g e
COMPANY ANALYSIS
Signode Industrial group is the company based in USA established in 1939. The
company is global Leader in Industrial packaging and makes the bulk transportation
of goods possible. The company has operations in 40 countries. At present the
company has been acquired by crown holdings Inc. for $3.9bn.

FUNCTIONS:
Main functions of the company.

 Strap packaging - It is the process of applying a strap to an item to combine,


stabilize, hold, and reinforce or fasten it. The strap is referred as strapping .This
packaging form is mainly used in steel industry to bind the steel coils.
 Stretch packaging - Stretch wrapping is the stretchable plastic film that is wrapped
around a load of products allowing it to be stretched; this elasticity holds the load
tightly together. This form of packaging is highly prevalent in the plastics and e
commerce sector.
 Protective Packaging - This form of packaging protect the goods from atmospheric,
magnetic, electrostatic, vibration or shock damages. Products include types of boxes
or storage containers packaging materials, liners and spacers.
Currently there are 7000 employees working in facilities throughout the US, Europe
and Asia, We maintain leading position on Global scale, broad portfolio and long
standing global customer relationships.
Following are the industrial segment which the company caters to
1. Agriculture
2. Appliances
3. Automotives
4. Food and beverages
5. Pharmaceuticals
6. Metals
7. Paper products
8. Textiles

“IMPROVING HR EFFECTIVENESS”
15 | P a g e
BRAND PILLARS:

CORE VALUES:
Employees at Signode work with the below core values in mind:
• Integrity – All suppliers and customers are treated with honesty and transparency.
• Respect – The diverse work force
across many countries represents
many different cultures, languages
and experiences. All employees
embrace the richness of those
differences.
• Trust – They trust that our
colleagues operate with
professional standards and the
best interest of the company at all
times.
• Shared Risk – They work as a team, sharing responsibility for outcomes of
decisions, including those that require taking risks and encouraging new ideas.
• Simplicity – They encourage employees to stay focused on the essential core of
any business opportunity, challenge or issue.

“IMPROVING HR EFFECTIVENESS”
16 | P a g e
Signode is an Equal Opportunity Employer promoting diversity in the workplace. We
remain committed to a culture of diversity that reflects the communities in which we
live and do business.
The goal is to foster an inclusive environment where differences are respected and
appreciated and where all employees are encouraged to contribute to their full
potential.
They are committed to equal employment opportunity and fair treatment for
employees in compliance with all federal, state and local laws. Signode does not
discriminate in any employment decision because of race, color, religion, national
origin, gender, age, disability or sexual orientation, or against disabled veterans.

SAFETY & WELFARE:


Signode signifies its core value, a dedication to safety. The primary focus is always
on “Safety First” philosophy. It is at the top of mind all time. Signode encourages all
its employees to ensure safety and follow best practices and thought processes
designed with safety in workplace as our top priority.

INNOVATIONS:
Through a firm commitment to research and development, they have earned a
reputation for being at the forefront of packaging innovation. They provide our
customers with advanced solutions that increase production efficiency, improve load
integrity and reduce operating costs.
Over the years, they‟ve constantly refined their existing products and created new
ones to take advantage of evolving technologies and to meet their customers' ever-
changing needs. That responsiveness has made Signode the industry leader in
protective packaging systems.

CORPORATE SOCIAL RESPONSIBILITY:


Signode has been an efficient adopter of Corporate Social Responsibility (CSR)
initiatives. Social stewardship has always been one of the key factors for the holistic
growth of their business. They established “Signode Social Army” a CSR committee

“IMPROVING HR EFFECTIVENESS”
17 | P a g e
in the year 2017 which is completely dedicated to fulfil their CSR commitments.
Signode army is driven with the major motto to uplift underprivileged children by
supporting their primary education and providing all the necessary assets needed to
serve the purpose. They have always tried and will try to contribute towards the
sustainable development of the society and environment.

“IMPROVING HR EFFECTIVENESS”
18 | P a g e
PROJECT SPECIFIC ANALYSIS
As mentioned earlier, this project deals with in depth study of the HR processes
followed in Signode India Limited and finding best possible ways to implement
innovation by introducing new techniques or remoulding the processes to increase
its effectiveness.
HR health check is a tool provides us with an opportunity to gauge the
effectiveness and impact of the HR activities and initiatives, both from a strategic as
well as an operational aspect. The HR Health Check is based on the analysis of
dozens of empirical research studies that investigate which aspects of HR
Management affect the performance of small and medium sized businesses.
The HR Health Check is a practical HR Diagnostic tool that we use to assess the
health of your HR processes. With workplace litigation on the rise an inadequate or
out-of-date HR management systems can result in enormous unnecessary risk to
the business regardless of how positive the employee relationships may seem right
now. HR Health Check is to assist in understanding where the levels of HR
management are positioned; where there are positives; and what areas need to be
improved. Once the HR Health Check has been completed you can be confident
that the HR systems are contemporary, up-to-date and compliant. So in total, the
HR health check is a systematic process that examines the important aspects of a
function and how it is managed management and is a means to identify strengths,
weaknesses and areas where rectification may be warranted.
Some of the reasons to undertake a HR health check include:
• To ensure effective utilisation of human resources.
• To identify and address HR-related problems.
• To seek out HR-related opportunities.
• To review compliance with tons of laws and regulations.
• To maintain or enhance the reputation of the business.
• To instil a sense of confidence that the business is well-managed and prepared
to meet potential challenges and opportunities.
There are several areas of HR which would be analyzed to measure its
effectiveness and improvise on the same. Few are as listed below.
 HR Structure
 Organisation strategy

“IMPROVING HR EFFECTIVENESS”
19 | P a g e
 Recruitment & Selection
 Talent Management
 Training & Development
 Performance Management
 Employee Engagement & Satisfaction
 Remuneration & Reward
 Use of Technology in HR
 HR related compliance
 HR policies of the Organization

Here as part of this project, the improvisation is performed specifically through the
“Recruitment and Selection” process and the “HR policies of the Organization”.

1. RECRUITMENT & SELECTION PROCESS


Today, in every organisation personnel planning as an activity is necessary. It is an
important part of an organisation. Human Resource Planning is a vital ingredient for
the success of the organisation in the long run. There are certain ways that are to
be followed by every organisation, which ensures that it has right number and kind
of people, at the right place and right time, so that organisation can achieve its
planned objective.
We work to improve the business performance through HR Function transformation.
We maximise value by connecting people objectives with the organisation‟s
business strategy and develop highly effective strategies and improved functions to
help HR deliver its commitment of performance and growth to the business. To
achieve the above objective it is very important to have a talented workforce who
understand their personal interest and objectives and are capable of aligning the
same with the organizational objectives. Bringing in people with such talent to the
organization is one of the major responsibilities of the HR department.
For every organisation it is important to have a right person on a right job.
Recruitment and Selection plays a vital role in this situation. Shortage of skills and
the use of new technology are putting considerable pressure on how employers go
about Recruiting and Selecting staff. It is always recommended to carry out a
strategic analysis of Recruitment and Selection procedure.

“IMPROVING HR EFFECTIVENESS”
20 | P a g e
Recruitment and Selection are simultaneous process and are incomplete without
each other. They are important components of the organisation and are different
from each other.
Recruitment is a process to discover the sources of manpower to meet the
requirement of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of efficient
personnel. Recruitment means to estimate the available vacancies and to make
suitable arrangements for their selection and appointment. Recruitment is
understood as the process of searching for and obtaining applicants for the jobs,
from among whom the right people can be selected. A formal definition states, “It is
the process of finding and attracting capable applicants for the employment. The
process begins when new recruits are sought and ends when their applicants are
submitted. The result is a pool of applicants from which new employees are
selected”. In this, the available vacancies are given wide publicity and suitable
candidates are encouraged to submit applications so as to have a pool of eligible
candidates for scientific selection. Recruitment represents the first contact that a
company makes with potential employees.

PURPOSE AND IMPORTANCE OF RECRUITMENT


 Determine the present and future requirements of the organization on
conjunction with its personnel-planning and job analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number
of visibly under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
 Meet the organization‟s legal and social obligations regarding the composition of
its work force.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Increase organizational and individual effectiveness in the short term and long
term.
 Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.

“IMPROVING HR EFFECTIVENESS”
21 | P a g e
Recruitment is a positive function in which publicity is given to the jobs available in
the organization and interested candidates are encouraged to submit applications for
the purpose of selection.
Recruitment process comprises five interrelated stages as below:
1. Recruitment Planning
2. Strategy Development
3. Searching
4. Screening
5. Evaluation & Control
The ideal recruitment programme is the one that attracts a relatively larger number
of qualified applicants who will survive the screening process and accept positions
with the organisation, when offered. Recruitment programmes can miss the ideal in
many ways i.e. by failing to attract an adequate applicant pool, by under/over selling
the organisation or by inadequate screening applicants before they enter the
selection process. Thus, to approach the ideal, individuals responsible for the
recruitment process must know how many and what types of employees are
needed, where and how to look for the individuals with the appropriate qualifications
and interests, what inducement to use for various types of applicants groups, how to
distinguish applicants who are qualified from those who have a reasonable chance
of success and how to evaluate their work.
As part of this project, the improvement area identified was the “Recruitment
Planning” phase. In depth study was conducted on the same and necessary
changes were introduced to the process in order to increase its effectiveness.
Recruitment Planning:
The first step involved in the recruitment process is planning. Planning here involves
the efforts of identifying the vacant position that is to be filled, perform Job Analysis
and draft a comprehensive Job description with all essential details to be conveyed
to the candidates.

RECRUITMENT PROCESS AT SIGNODE


 Identify Vacancy
 Job Analysis & Job Description
 Attain Approvals

“IMPROVING HR EFFECTIVENESS”
22 | P a g e
 Identify the Recruitment sources
 Talent pool creation
Vacancy Identification is a process where there is a need for manpower hiring into
an organization‟s position due to new job creation, redesigning of job, separation of
employee from the organization etc.
Job Analysis is a systematic exploration, study and recording the responsibilities,
duties, skills, accountabilities, work environment and ability requirements of a
specific job. The process of job analysis involves in-depth investigation in finding out
what a particular department requires and what a prospective worker needs to
deliver. The details collected by conducting job analysis play an important role in
controlling the output of the particular job. Job analysis also helps HR managers in
deciding the compensation package and additional perks and incentives for a
particular job position. It effectively contributes in assessing the training needs and
performance of the existing employees. The process forms the basis to design and
establish the strategies and policies to fulfil organizational goals and objectives.
Job Description is a written statement that includes basic job-related data that is
useful to advertise a specific job and attract a pool of talent. It includes information
such as job title, job location, reporting to and of employees, job summary, nature
and objectives of a job, tasks and duties to be performed, working conditions,
machines, tools and equipments to be used by a prospective worker and hazards
involved in it. Job specification includes educational qualifications, specific
qualities, level of experience, physical, emotional, technical and communication
skills required to perform a job, responsibilities involved in a job and other unusual
sensory demands. It also includes general health, mental health, intelligence,
aptitude, memory, judgment, leadership skills, emotional ability, adaptability,
flexibility, values and ethics, manners and creativity, etc.
Job description and job specification are two integral parts of job analysis. They
define a job fully and guide both employer and employee on how to go about the
whole process of recruitment and selection. Both data sets are extremely relevant
for creating a right fit between job and talent, evaluate performance and analyze
training needs and measuring the worth of a particular job.
Recruitment Sources are the platforms from where an organization could find the
talents they are looking for. In order to lead the market, organization must have
competent, experienced and dedicated employees. Different sources for supply of

“IMPROVING HR EFFECTIVENESS”
23 | P a g e
required human resources are identified. Basically, there are two important sources
of recruitment namely internal source and external source. Depending on the
sources selected and initial levels of screening process, a talent pool is created.

GAP IDENTIFICATION
A survey (Telephonic interview methodology) was conducted to understand the
Recruitment process in the organization and to collect the feedback from the
existing HR Managers who have been a part of hiring process in the organization
so far.
Below are the areas of improvement which were identified.

 One of the major concerns identified in the above recruitment processes is the
"Distortion in communication" between the different entities involved in the
process of recruitment and selection. The four entities involved are as below:

Business Unit HR Manager Agencies Candidate pool

When a vacancy is identified, the next step would be to the HR Manager to perform
the Job Analysis and retrieve all the essential data from the respective Business
Unit Head to understand role. Though the requirements for the job role are clear,
there might be a communication gap/distortion that exists in the process. It could be
that the data is not conveyed to its 100% or may not be understood by the other
party. And hence the accuracy of the Job Analysis decreases.

 Various business units are accountable for specific tasks and when put together
tend to achieve the common organizational goals and objectives. People have their
own perspective, way of understanding and interpreting things. Different HR
managers handling different BUs might perform the process in a different way.
Formats and results of the process cannot be depicted and hence the ambiguity in
the process is more and no one is accountable for the impact created.
 The Job analysis being performed could be improved to collect more detailed
information about the role.
 Different BU HR Managers use different Job Description formats with no standard
content within. There is no standard format maintained across the organization. The

“IMPROVING HR EFFECTIVENESS”
24 | P a g e
content within the Job Description document might vary for the same role when
issued by different HRs in the company. Below are the few challenges noted:
 Introduction to the company is kept standard. The revenue and other important
details about the company mentioned in the Job Descriptions are different.
 Roles and responsibilities are not systematic and don‟t give a clear picture of what
is being expected.
 Few Job Descriptions portray the company‟s logo and few don‟t.
 The compensation details mentioned in the Job description document is also not
uniform across the organization. Instead, few JDs have CTC mentioned as
compensation and few have Fixed Pay mentioned.
 The Job Description doesn‟t mention anything about why a candidate must apply
for a job in this organization. What is it that makes this organization different from
other similar organizations.
In total, when these Job descriptions reach the agencies/other sources for
recruitment, there is a huge ambiguity in the process. And thereby the effectiveness
of whole process declines as it fails to attract the true talents the organization is
looking for.

CHANGES IMPLEMENTED
 A specific and elaborative Job Analysis questionnaire (Annexure 1) is prepared
which would include questions which are much required to get a clear
understanding about the role being hired for. HR Manager should be able to
understand the essential details like purpose of the role in the organization, nature
of the job, reporting hierarchy, roles and responsibilities of the role, candidate
profile expected, necessary and appreciated skills and competencies,
compensation schemes to be offered etc so as to convey the same to the
agencies/sources.
 A standard and attractive Job Description Template (Annexure 2) is designed
with more effective introduction to the company with details about what the
company does, its core values, how is it planning to achieve its Vision and Mission
and other Employee engagement activities happening in the organization. The roles
and responsibilities are mentioned in an extensive manner so as to provide a clear
understanding about the role in the company and how it be to work in that position.
Few roles and responsibilities are kept fixed in every JD which is expected from all

“IMPROVING HR EFFECTIVENESS”
25 | P a g e
employees in the organization. The content is written in a more challenging and
motivating manner so as to attract a more enthusiastic talent pool for selection.
 The above Job Description Template is made as a standard one across the
organization and all the BU HRs are forced to use the same. The HR Managers
shall update the document with new roles and responsibilities, Candidate profile,
Job related info (Title, Location, Type, Reporting hierarchy) and compensation i.e.
the complete CTC being offered in Lakh so as to keep it standardized. Rest of the
content data about the company, its activities and information to motivate the
candidates to apply for this job role will be kept constant and shall be updated only
on necessary approvals from Senior Management. Basically the motto is to make
the organization‟s JD look unique and have its own recognition in the market.
 A feedback/verification mechanism is introduced in the process. Once the Job
Description is prepared in the standard format, it is cross verified by the BU Head to
confirm the roles and responsibilities are mentioned as per the requirement. Once
confirmed, the same is shared with the agencies/sources requesting to create the
talent pool in relevance with the competencies and skills mentioned in the Job
Description. Instead of just sharing the document, the requirement should be
conveyed to the sources so that there is no misunderstanding or confusion. This is
to avoid or reduce the distortion or communication gap that existed in the process
before between the entities involved and to enhance the probability of right fit for
the right job.
 An additional effort is taken to present the Employee Value Proposition of the
organization through a document along with the Job Description. It is mandated to
all the HRs across the organization to follow the same during all recruitment
processes so as to let the candidate know in more detail about the work culture, the
positive environment and how fun it is to work with this organization and thereby
motivating the talents to come up and apply for the job being advertised.
** The new Job Description template and one of the previously used Job
Description document is attached in Annexure 2 for further reference.
As part of this project, Job Analysis was conducted for few roles in two of the major
Business Units (Metals & OC Sites) which renders maximum part of the
organizational revenue. The analysis was conducted using the new questionnaire to
collect all the essential details about the job role in the organization. The same was

“IMPROVING HR EFFECTIVENESS”
26 | P a g e
documented in the new Job description template and was verified with the BU head
and was given for the further recruitment process steps.
** The JDs of the roles which were analysed are attached in Annexure 3 for
further reference.

2. HR POLICES
A policy is a formal statement of a principle or rule that members of an organization
must follow. Each policy addresses an issue important to the organization's mission
or operations.
Ideally, everyone comes to work on time, treats their co-workers kindly, does their
work well and is rewarded fairly and equitably by their employer. Unfortunately,
however, we do not live or work in an ideal scenario and there are often other
circumstances that affect how employees interact with other employees and how
employees interact with their employers.
It is for these reasons that human resources (HR) policies and procedures were
developed. They encapsulate a broad field of information, requirements, and
restrictions that assist employees in doing their jobs well; assist management in
training, managing, and disciplining employees; ensure consistency in how
companies interact with employees; and ensure that companies are following the
law when it comes to the treatment of their employees. The policies and procedures
in human resources departments are designed to help ensure equality, safety, and
consistency in the workplace.
Policies and procedures should be transparent and applicable to all employees
regardless of status. A policy document should set out who the policy is applicable
to, the purpose of the policy, any definitions of the terms used in the policy, and will
then go on to discuss the policy in detail and the procedure to be followed. It also
identifies the employee's and employer's responsibilities.
Human resource policies and procedures are a very important aspect of the
workplace. They offer protection to employees, provide guidance to management,
and ensure that organizations comply with government regulations and mandates.
They offer protection by ensuring consistency and eliminating subjectivity. When
policies are followed appropriately, an employee can be sure that s/he is being

“IMPROVING HR EFFECTIVENESS”
27 | P a g e
treated the same way that all other employees are being treated for each scenario
that develops.
It is very important to make sure the policies are kept up to date so as to achieve the
purpose. If not, the Effectiveness of HR processes is at stake. Hence, as part of this
project, all the HR policies of the organization were studied to understand the
process being followed and the area of HR functions the policies are addressing and
necessary actions as below were taken to improve its effectiveness.

 Few of the policies which needed upgradation were selected and updated as per
market standards so that they comply with the current HR trends.
 Few HR processes in the organization though followed from a long time had no
policies framed. New policies were framed by collecting necessary information
both internal and external to the organization.
HR practices and policies to be more effective have to undergo enhancement as
per the market changes. It should become more flexible and strategic in nature
as to not only deal with the current needs but also serve in a long run.

GAP IDENTIFIED
 The HR policies of the organization were in different formats and not uniform.
They were not attractive enough to make employees go interested in knowing
what it is.
 As it is a 25+ year old company, there were few policies which were formed at
the initial days of operations but were never updated with the changes in the
labour market conditions. But there is a necessity for these to be updated as HR
policies serve as a foundation and gives structure to the organization.
 There were few important processes which the company followed since years
and few were initiated recently which were never framed as policies but were
supposed to be. These areas were identified and the necessary actions were
taken.

CHANGES IMPLEMENTED
 Most of the HR policies of the organization were redesigned in a colourful and
more attractive format so as to pull employees towards it to know what they are.
The efforts were put to educate all the employees about the HR policies and thus

“IMPROVING HR EFFECTIVENESS”
28 | P a g e
request everyone to abide by. This format would be kept constant for all the
policies throughout the organization.
** Policies of other organizations were studied and taken in reference while
updating or framing policies to understand and meet the Market standards.
 Few of the policies were updated with necessary changes. Below are the few
existing policies which were updated to keep in relevance with the current market
trends and government mandate.
 Leave & Maternity Policy
 Rewards and Recognition Policy
 Domiciliary Medical Reimbursement policy
 Domestic Transfer Policy
 Annual Medical Insurance Renewal 2018
 Transit House Policy

LEAVE & MATERNITY POLICY


Signode believes that employees should have opportunities to enjoy time away from
work to help balance their professional and personal lives and hence they extend the
facility of leave of absence to the employees to attend to their personal exigencies
and during times of emergency besides meeting statutory requirements.

With company‟s changing rules, changing acquisitions etc, there were changes in
the Leave benefits being offered to the employees. Crown Holdings, Inc. (NYSE:
CCK) completed acquisition of Signode Industrial
Group Holdings (Bermuda) Ltd., a leading global
provider of transit packaging systems and solutions,
from The Carlyle Group on April 3rd, 2018. With this
acquisition, the leave benefits were also changed and
hence were updated. Also, with the amendment in 2017
to the Maternity Benefit Act 1961, there were additional
maternity benefits being offered to the women employees of the organization. The
policy was amended to reflect all the changes as per the law and the process to
avail these facilities were made clear.

“IMPROVING HR EFFECTIVENESS”
29 | P a g e
REWARDS AND RECOGNITION POLICY
Signode treats its employees as the greatest assets to achieve the organizational
objectives. Their Rewards and Recognition policy helps in recognizing the superior
performance at work in various spheres and would encourage their efforts in
supporting the organization in achieving its set targets. Employee recognition plays
an important role in employee engagement and is a core driver towards the journey
in creating “The best place to work”. With the same thought, this policy introduces
awards scheme for the company to inspire, appreciate,
engage, nurture, thank and bring out the best in employees
to achieve their goals and vision.

Signode follows different schemes of rewards and


recognition - Quarterly and Annual. Though there exist a
policy for Rewards and Recognition, they were in different
pockets and not put together to represent one process.
There was an ambiguity in the organization regarding the
monetary rewards being offered. An effort was made to
represent all the schemes under one platform of Rewards
and Recognition policy which included all the details like
eligibility, Nomination process, selection criterion, selection
committee, award categories, perks and benefits offered
and the timelines for both Quarterly and Annual awards. As a new addition to
these, Safety awards category is also introduced to appreciate the employees who
follow extreme measures to keep the workplace and personal life safe from hazards.

The other policies mentioned i.e. Domiciliary Medical Reimbursement policy,


Domestic Transfer Policy, Annual Medical Insurance Renewal 2018, Transit House
Policy were updated with the necessary changes as per Senior Management‟s
advice.

The below policies were newly framed as only the guidelines were being followed to
mark the processes.

 Recruitment and Selection Policy


 CSR Policy
 Dress Code Policy

“IMPROVING HR EFFECTIVENESS”
30 | P a g e
 Performance Management System Policy

RECRUITMENT AND SELECTION POLICY

The employee recruitment and selection policy describes the process for attracting
and selecting eligible job candidates with esteem talent and who shall be a right fit to
drive the organization‟s high performance culture. The recruitment policy would
serves as a rubric that all the recruiters and hiring managers of the organization
could use to create an effective hiring process which in turn will allow improving the
average talent score of the Signode. The Business objective set for the process is to
bring in the best fit for the organization that shall embrace the vision of Signode India
Limited of leading the market through innovation and change, serving the customers
with solutions of Global standards and target a
growth rate of 3x by 2022.

The policy shall advice all the hiring Managers


to stay committed to give equal opportunity to
all the applicants without any bias at every
selection stage. Hiring teams shall aim for a well-planned and discrimination-free
hiring process.

The policy covers all the aspects from identifying the vacancy till the onboarding part
of the candidates which involves the recruitment sources, recruitment methods,
process followed to identify the talent pool required for the organization, the
Selection process and criterion for different grades in the organization. It also
specifies certain guidelines to be followed and the timelines to abide by during the
recruitment and selection process. Guidelines which are mentioned specifies all the
changes which were mentioned above in the report in concern to improvement of
recruitment process and makes it mandatory for everyone to abide by.

Policy also suggests the effectiveness measurement metrics like Time to hire, Cost
per hire, Yield Ratio which the Hiring Managers could use to measure the
effectiveness of the Recruitment and Selection process happening in Signode.

A survey was conducted among the HR Managers to understand the various factors
to be taken care of during the Recruitment and Selection Process of Signode. i.e.

 Diversity in the organization

“IMPROVING HR EFFECTIVENESS”
31 | P a g e
 Average Talent Score of the organization
 High Performance Culture

Analysis: The HR Managers feel that the Diversity in organization is very important
to encourage new ideas and perception and is up to the mark except for Gender
diversity. There should be additional efforts taken in hiring the women employees for
the possible job roles. During the recruitment and Selection process, the best care is
taken to hiring candidates with above average talent score. This is achieved by
stating eligibility criterion and the interview process. The interviewer verifies all the
needed aspects in the candidate to suit the organization‟s performance culture. But
there is a need for more innovative ideas and concepts to increase the effectiveness
of the hiring process.

** The survey questionnaires are attached as part of Annexure 4 for further


reference.

CORPORATE SOCIAL RESPONSIBILITIES (CSR) POLICY

Signode India Limited has been an efficient adopter of Corporate Social


Responsibility (CSR) initiatives. Social
stewardship has always been one of the key
factors for the holistic growth of their business.
They established “Signode Social Army” a
CSR committee in the year 2017 which is
completely dedicated to fulfil their CSR
commitments. Signode army is driven with the
major motto to uplift underprivileged children
by supporting their primary education and providing all the necessary assets needed
to serve the purpose. Signode also partners itself with a few Non-Government
Organizations (NGOs) and other local authorities to create a difference among the
local communities. Signode believes that integrating social, environmental and
ethical responsibilities into the governance of businesses ensures the long term
success, competitiveness and sustainability.

“IMPROVING HR EFFECTIVENESS”
32 | P a g e
CSR initiatives not only serves the external environment and society but also helps
in building a sense of satisfaction amongst the employees and hence Employee
Engagement. CSR initiatives were conducted following a guideline document which
had general
1. Formation of CSR guidelines of what
committee &
designing the
strategy
is to be done but
not all employees
were aware of
5. Evaluate the impact of
CSR activities and 2. Identification of these guidelines as
communicate to the needs and areas of
management and CSR initiatives there was a gap in
stakeholders
communication.

Efforts were taken


to frame a new
4. Implementation of CSR 3. Recommend the
activities through in- initiatives and the
CSR policy which
house resources, NGOs expenditure to be incurred
and local authorities on CSR activities defines the
objectives of the
CSR activities and
what being an employee could contribute to the society through these initiatives.
This shall bring in a sense of Employee engagement and satisfaction within.
Discussions were made with the CSR co-ordinators to understand the CSR activities
conducted by Signode, the details about the contribution, the focus areas, goals set,
CSR approach taken, the CSR committee, the approvals needed, the feedback
mechanism.

Signode‟s 600+ employees are spread across 40+ locations and it is hard to get in
touch with everyone to involve them CSR activities. Hence, this document shall be
circulated to all the Employees so as to educate them regarding the CSR activities
and its importance to sustain in the corporate world which is much necessary. Each
locations could have a selected co-ordinator and the employees shall contribute and
support to their best possible to this cause and the organization‟s purpose would be
served.

“IMPROVING HR EFFECTIVENESS”
33 | P a g e
DRESS POLICY

Signode India Limited believes that each of their employees is their brand
ambassadors. Since employees are the representatives of organization and their
dress, grooming, personal hygiene and moral conduct is a reflection of the
organization to the outside world. This policy helps the employees with few
guidelines about their attires and hence the attitude suitable to present themselves
in the competitive market. This policy is applicable to every employee who flies the
flag of Signode India Limited in front of the competitors, clients and customers to
endorse their brand to the entire world. All employees are expected to adhere to the
dress code guidelines when at workplace.

Dress policy according to the organization rules is framed on discussion and


feedbacks from the employees and Managers.

PERFORMANCE MANAGEMENT SYSTEM POLICY

This policy is to ensure the Performance management system supports and


maintains a culture of learning, innovation, leadership and accountability for
outcomes. It describes process of consistent approach for conducting annual
performance reviews and evaluation of job-related skills, knowledge, competencies
and behaviours compared against set standards and business objectives. Annual
performance review process has been designed to provide a vital link between the
Signode‟s business plan, its vision, guiding principles and employees.
It is also designed to ensure that goals and objectives flow from the top of the
organization to the personal objectives of each individual. It is integral to fostering an
engaged and productive workforce, recognizing and rewarding good performance,
and managing underperformance.
The Business objective set for the process is to identify the best talent and
contributors to the organization who shall embrace the vision of Signode India
Limited of leading the market through innovation and change, serving the customers
with solutions of Global standards and target a growth rate of 3x by 2022.
This policy also specifies few guidelines to be followed for the employees, appraiser
and reviewer during the performance appraisal process and different variable
incentive schemes applicable to various employees at different grades and job roles.

“IMPROVING HR EFFECTIVENESS”
34 | P a g e
PAYROLL POLICY

A payroll process relates to administration of salaries, timekeeping, payroll


schedules and payment methods.
Documented procedures ensure a clear
and defined approval process, efficient
payroll activities and appropriate
controls.

The process ensures that employees


will always receive the right pay at the
right time. It also ensures that the
company adheres to federal, state and
local laws, especially those that refer to
Taxes, Medicare, Social Security and
Fair Labour Standards. Payroll
procedures also support the implementation of established compensation structures
and systems in the organization, department budgets and collective bargaining
agreements. A payroll process also defines the responsibilities and accountabilities
of payroll Staff and Managers.

This process defines the step wise activities being followed by the Payroll
department and the joint activities happening by Payroll and HR departments and its
importance. It also specifies the different factors being considered while performing
the Payroll activity every month and the association of Signode India Limited with
different trusts and other units to make the process legal and simpler.

“IMPROVING HR EFFECTIVENESS”
35 | P a g e
CONCLUSION & RECOMMENDATIONS:
CONCLUSION:
The human element of organization is the most crucial asset of an organization.
Taking a closer perspective, it is the very quality of this asset that sets an
organization apart from the others, the very element that brings the organization‟s
vision into fruition. Thus, one can grasp the strategic implications that the manpower
of an organization has in shaping the fortunes of an organization.
This is where the importance Human Resource Management comes into picture. As
per this project, the improvement of effectiveness of HR through Recruitment and
Selection process & HR policies makes its way in contributing towards the common
goal. The role of these aspects in the contemporary organization is a subject on
which the experts have pondered, deliberated and studied, considering the vital role
that they obviously play.
The essence of recruitment can be summed up as “the philosophy of attracting as
many applicants as possible for given jobs‟. The face value of this definition is what
guided recruitment activities in the past. These days, however, the emphasis is on
aligning the organization‟s objectives with that of the individual‟s. By making this a
priority, an organization safeguards its interests and standing. After all, a satisfied
workforce is a stable workforce which also ensures that an organization has credible
and reliable performance.
The end result of the recruitment process is essentially a pool of applicants. Next to
recruitment, the logical step in the HR process is the selection of qualified and
competent people. There comes the new innovative technique to pull the talent pool
for the next selection process where HR department have to choose the right
individual who is fit for the job. As such, this process concentrates on differentiating
between applicants in order to identify and hire those individuals whose abilities are
consistent with the organization‟s requirements.
Human Resources Policies and Procedures are important as they provide structure,
control, consistency, fairness and reasonableness to any organization. They also
ensure compliance with employment legislation and inform employees of their
responsibilities and the organization‟s expectations. In addition, they also provide
transparency in how different processes in the organization will be managed and
should be easily accessible by all team leaders and employees alike.

“IMPROVING HR EFFECTIVENESS”
36 | P a g e
HR policies being one of the important structuring units of the organization must
prove its importance and role. To achieve this, the HR policies must be updated and
revised periodically and maintained up to date with the changing Market standards.
Out dated policies will not serve the purpose of educating the employees about the
expectations of the organization that is to be met by them. To attract the employees
and other Managers to go through the policies, it should be made attractive and
understandable and should be able to convey the message of what has it got to do
with the employees and their growth.
The policies are framed in a manner to align all the HR practices of the organization,
its objectives with the employee‟s individual interests and growth. Providing the
employees with written HR policies can improve their job satisfaction, confidence
and, ultimately, their morale and engagement. All the HR functions being carried out
in the organization are to be framed as a policy to set instructions and guidelines for
all the stakeholders in the organization to refer to so as to make all the process meet
the standards. HR policies support the organization's strategic direction, and
consequently, the company's growth and ability to sustain operations.
The suggestion is not that the HR policies and procedures are a panacea to address
all eventualities as there shall always be some situations that haven't happened yet
or even been thought of. Policies and procedures are both proactive and reactive.
Proactive in addressing situations that may arise and reactive in addressing
situations in order to ensure they don't happen again.
Therefore, HR policies serve as a resource for dealing with various situations that
occur in the workplace. They encourage managers to treat employees fairly and
consistently. Policies on hiring, termination, performance evaluation and disciplinary
action provide managers with the framework to manage staff.

RECOMMENDATIONS:
1. To implement new technologies for Recruitment & Selection process.
In the traditional Interview processes, there is a possibility of the following:
 Rehearsed Answers.
 Interviewer‟s Biasness.
 Inability to judge skills just by chat.
 Impression through looks.

“IMPROVING HR EFFECTIVENESS”
37 | P a g e
Hence, below are the recommended new tools which could be implemented in order
to improve the effectiveness of the process.
a) Soft Skills assessment: Assessment of individual traits like team work,
curiosity, proactiveness, innovative ability etc to get a holistic picture of the
candidate.
b) Job Auditions: One day long job auditions to be conducted where the
candidates shall be assigned with real problems which might occur at work and
they are paid for it. This would help the interviewer assess the skills of the
candidate in real action at high pressure, measure actual performance with no
biasness. This process helps the organization to showcase their brand to the
key talent and the outside world.
c) Case Study: This is one of the best methods to assess the candidates
analyzing and decision making skills. A case study is given to the candidates to
understand the problem it is specifying and come up with the feasible solutions.
d) Video Screening/interviewing: This is the technique to reduce the time and
cost incurred during the selection process. Before calling the candidates for the
in-person interviews, they are assessed on a video call and the eligible and
right fit candidates are selected for the next round.
2. To form a separate HR team meant only to perform Recruitment and Selection
Activities.
Currently in Signode, few HR Managers are assigned to take care of the
Recruitment and Selection process along with the other departmental work. The
suggestion would be to create a Recruitment team with HR Managers who are
well versed with the recruitment techniques and selection processes. This team
shall concentrate only the Recruitment and Selection activities so as to bring in
the right talent to the organization.
3. Apply different HR metrics to measure the effectiveness of the HR processes on
a periodic basis. To measure the Recruitment and Selection Process, the
following metrics could be used.
 Cost per hire
 Speed of hire
 Yield ratio
 Number hired
 Quality of hire etc

4. Maintain a specified timelines for the Recruitment and Selection process.

“IMPROVING HR EFFECTIVENESS”
38 | P a g e
The difference between the date of vacancy identification and the candidate
onboarding should be less than 90 days. A detailed timeline should be mentioned
in the Recruitment and Selection policy so as to achieve the target step by step.
5. Recruitment and Selection process could be more specific in attracting the talent
pool so as to bring in the Gender diversity into the organization. Any roles which
could be handled by the female employees should be identified during the Job
analysis and the preference should be given to the female candidates who are
worth.
6. A standard Job description format should be used throughout the organization to
maintain uniformity. Even to the outside world, this format shall remain as
identification towards Signode India Limited.
7. The interview process should be made more specific to achieve the vision of the
organization. Hence the candidates should be assessed on their innovative
ability. More questions and techniques should be developed to analyse the
innovative quotient of the candidates.
8. Conduct more employee engagement activities in the organization to motivate
the employees and make the workplace more active and fun to work.
9. Implement continuous feedback approach as part of the Performance
Management Process to improve its effectiveness.
10. Paternity leave should be mandatorily provided to all the male employees in the
organization during their child birth to maintain work life balance and to provide
their support to the child‟s needs.
11. Organization should come up with more rewards and recognition awards to
motivate employees and appreciate their small too but special contributions at
the work place. All the employees irrespective of all grades shall be eligible for
these awards. Eg: On the spot awards, Appreciation awards etc.
12. Organization should come up with events/competitions where the employees
could come up with innovative ideas and techniques to increase the productivity
of the company. Best among the ideas should be identified and the team shall be
rewarded and the ideas shall be implemented.

“IMPROVING HR EFFECTIVENESS”
39 | P a g e
CONTRIBUTION

This project sets a standard format for performing few important activities of
Recruitment and Selection process. Different perspective was added to improve the
process as a whole. Improvement areas were identified and the innovative ideas
were implemented to fill the identified gap and increase the effectiveness of the
process. The important and frequently used HR policies were revisited and updated
as per the market standards in a specific policy format so as to make it uniform and
define all the necessary terms and conditions. Few of the HR Practices which didn‟t
exist as a policy but were just in a form of guidelines were framed into a policy to
add value to the organization.
Different measurement metrics are suggested to measure the effectiveness of the
processes and upgrade to be in par with the outside competitive market and hence
maintain a competitive edge against others.

“IMPROVING HR EFFECTIVENESS”
40 | P a g e
LEARNING FROM SIP

The summer internship program has been a great platform and a continuous
learning experience to see and understand how an HR department works in an
organization. The theoretical knowledge learnt was implemented in many areas of
HR and the challenges faced during the implementation altogether posed a different
perspective of looking at things in reality.
 Learnt how different processes are designed in an organization. What are the
important considerations to be made while building a process, how to make sure
the goals and objectives of the process are met etc.
 Increased my competency in process and policy building.
 Better understanding about the HR practices in the organization, its
departmentalization and the role each department play.
 Understanding about the different benefits which are being offered to the
employees.
 The old notion of an HR just being limited to the administration has now been
swept by its ability to understand and work in every domain of the organization.
HR now stands as a strategic partner to the organizational business.
 The importance of Recruitment and Selection process in an organization was
understood and the efforts for selecting the right pool of talent and subsequently,
training and retaining them.
 HR has now become agile in terms of its activities like talent acquisition, learning
and development, skilling, understanding its employees and strengthening
employee relations, keeping pace with new technology and its beneficial usage
for the employees, embedding analytics in decision making and pioneering new
approach in terms of employee engagement.

“IMPROVING HR EFFECTIVENESS”
41 | P a g e
APPENDIX

Annexure 1: Job Analysis Questionnaire.


Annexure 2: New Job description template, Sample of previous Job descriptions.
Annexure 3: Job descriptions of the roles in the new format.
Annexure 4: Feedback of the HR Managers regarding the Recruitment & Selection
Process.

“IMPROVING HR EFFECTIVENESS”
42 | P a g e
REFERENCES
1. http://www.scielo.br/pdf/bar/v9n4/aop0512
2. http://shodhganga.inflibnet.ac.in/bitstream/10603/39118/10/10_chapter%202.pdf
3. http://uir.unisa.ac.za/bitstream/handle/10500/1088/dissertation.pdf?se
4. http://steconomiceuoradea.ro/anale/volume/2008/v4-management-
marketing/030.pdf
5. http://hrcouncil.ca/hr-toolkit/policies-guideline.cfm
6. https://www.ecsellinstitute.com/steps-in-the-recruitment-and-selection-process
7. https://www.topechelon.com/blog/placement-process/10-critical-recruitment-process-
steps/
8. https://www.thebalancecareers.com/recruitment-and-hiring-process-2062875
9. https://www.quora.com/How-do-big-companies-manage-the-recruiting-headhunting-
interviewing-and-hiring-process-i-e-how-do-they-source-and-track-people-through-
their-system-and-in-doing-so-how-do-good-people-fall-through-their-cracks
10. https://www.roberthalf.com/blog/job-interview-tips/everything-you-need-to-know-
about-the-recruitment-process
11. https://www.slideshare.net/Sanvels_Consulting_Services_I_Pvt_Ltd/recruitment-
selection-and-process-of-top-companies
12. https://www.geeksforgeeks.org/tcs-recruitment-process/
13. http://content.monsterindia.com/here-is-what-you-need-to-know-about-the-tcs-
recruitment-process-7493.html
14. https://cpt.hitbullseye.com/TCS-Test-Pattern.php
15. https://study.com/academy/lesson/human-resource-policies-procedures.html
16. https://www.thebalancecareers.com/sample-human-resources-policies-and-
procedures-1918876
17. https://www.educba.com/how-to-write-hr-policies-and-procedures/
18. https://en.wikipedia.org/wiki/Human_resource_policies
19. https://www.managementstudyguide.com/purpose-of-job-analysis.htm
20. https://www.betterteam.com/job-descriptions
21. https://www.tutorialspoint.com/recruitment_and_selection/recruitment_interviews.ht
m
22. https://www.uniassignment.com/essay-samples/business/purpose-and-importance-
of-recruitment-business-essay.php
23. https://www.hrhelpboard.com/hr-process/recruitment-process.htm

“IMPROVING HR EFFECTIVENESS”
43 | P a g e
24. https://www.slideshare.net/guruja/hr-metrics-61177251
25. https://www.pwc.com/mt/en/services/hrservices/hr-function-effectiveness.html
26. https://writepass.com/journal/2011/10/hr-lit-reviewfree-human-resources-literature-
review/
27. http://assignmenthelpseries11.blogspot.in/2010/11/googles-hr-policy-recruitment-
selection.html
28. https://prezi.com/d9clr6ppb2yg/tcs-recruitment-policy/
29. https://sangam.tatapower.com/irj/go/km/docs/SangamFiles/UploadedDocuments/Re
ward%20and%20Recognition%20policy
30. http://tridentmicrofin.com/Employee-Recognition-Awards-Policy
31. https://www.linkedin.com/pulse/change-face-hr-personnel-management-hr-shrm-
nilufar-sharmin
32. https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1468-232X.1966.tb00459.x
33. http://ficci.in/events-page.asp?evid=23642
34. http://ficci.in/pressrelease-page.asp?nid=3099
35. http://ficci.in/spdocument/22940/FICCI-Fitness-365-Report.pdf
36. https://businessandfinance.expertscolumn.com/man-power-planning-need-and-
importance
37. https://yourbusiness.azcentral.com/factors-considered-forecasting-organizations-
manpower-needs-16723.html
38. https://link.springer.com/chapter/10.1007/978-1-4613-4622-7_21

“IMPROVING HR EFFECTIVENESS”
44 | P a g e
GLOSSORY
Recruitment: Recruitment refers to the overall process of attracting, short listing,
selecting and appointing suitable candidates for jobs (either permanent or
temporary) within an organization.
Selection: Employee Selection is the process of putting right men on right job. It is a
procedure of matching organizational requirements with the skills and qualifications
of people.
Internal recruitment is when the business looks to fill the vacancy from within its
existing workforce.
External recruitment is when the business looks to fill the vacancy from any
suitable applicant outside the business.
Recruitment process steps:

 Recruitment planning: Identify job vacancy, Job analysis, Job description, Job
specification, Job evaluation.
 Recruitment strategy: Decide on the recruitment methodology to be used and
sources of recruitment.
 Searching: Search for the talent pool i.e. internal or external sources.
 Screening: Reviewing of applications, resumes, telephonic interview, identifying
the top eligible candidates.
 Evaluation: Effectiveness and validity of the process is measured. Return rate of
application sent out, Number of suitable candidates for selection, Retention and
performance of the candidates selected, Cost of the recruitment process.

Selection process steps:

 Tests and interviews


 Reference checks
 Medical examination
 Final selection
 Job offer letter
 Employment contract
 Evaluation

“IMPROVING HR EFFECTIVENESS”
45 | P a g e
Aptitude test: An examination that measures the candidate‟s capability of learning
the duties and other related things of a particular job or acquiring certain
competencies relating to a particular job.
Assessment centre: A special selection method that uses multiple methods of
selection and multiple evaluators lasing for one day or two days or several days.
Background investigation: A selection method that attempts to reveal real nature
of the job applicant in terms of character, employment history, academic history or
financial history.
Behaviours: The ways the employee acts in relation to the job. They include
particular activities carried out in performing the job.
Attrition: A term used to describe voluntary and involuntary terminations, deaths,
and employee retirements that result in a reduction to the employer's physical
workforce.
Balanced Scorecard: A popular strategic management concept developed in the
early 1990's by Drs. Robert Kaplan and David Norton, the balanced scorecard is a
management and measurement system which enables organisations to clarify their
vision and strategy and translate them into action. The goal of the balanced
scorecard is to tie business performance to organisational strategy by measuring
results in four areas: financial performance, customer knowledge, internal business
processes, and learning and growth.
Behavioural based interview: An interview technique which focuses on a
candidates past experiences, behaviours, knowledge, skills and abilities by asking
the candidate to provide specific examples of when they have demonstrated certain
behaviours or skills as a means of predicting future behaviour and performance .
Competitive advantage: „People are the source of competitive advantage‟. Other
systems in an organisation can be copied but not the people in the organisation.
Core competencies: The skills, knowledge and abilities which employees must
possess in order to successfully perform job functions which are essential to
business operations.
Employee Relations: A broad term used to refer to the general management and
planning of activities related to developing, maintaining, and improving employee
relationships by communicating with employees, processing grievances/disputes,
etc.

“IMPROVING HR EFFECTIVENESS”
46 | P a g e
Employee retention: Organisational policies and practices designed to meet the
diverse needs of employees, and create an environment that encourages employees
to remain employed.
Extrinsic rewards: Two forms: Money and non-money rewards. Examples: job
enrichment, job enlargement, personal and working relationships with colleagues
and supervisors and managers.
Functional job analysis: The preparation required for the construction of a job
description. It is necessary to collect data on the job to be advertised.
Goal Setting: The process of setting and assigning a set of specific and attainable
goals to be met by an individual, group or organisation.
HR Management: The management of human resources within an organisation.
HR planning: The activity of planning human resources usually in connection with
the overall strategic planning of the organisation.
Human Capital: The collective knowledge, skills and abilities of an organisation‟s
employees.
Incentive pay: Additional compensation used to motivate and to reward employees
for exceeding performance or productivity goals.
Intangible rewards: Non-monetary re-enforcers such as praise given to an
employee in recognition of a job well done, or a particular achievement.
Intrinsic reward: A reward given to an employee for achievement of a particular
goal, objective or project.
Job analysis: The preparatory stage for writing job descriptions.
Job Description: A written description of a job which includes information regarding
the general nature of the work to be performed, specific responsibilities and duties,
and the employee characteristics required to perform the job.
Job evaluation: Used for compensation planning purposes, it is the process of
comparing a job with other jobs in an organization to determine 8 an appropriate pay
rate for the job.
Key Result areas: Used to establish standards and objectives, key result areas are
the chief tasks of a job identified during the job evaluation process.
KPI‟s: „Knowledge, Skills and Abilities‟ - Key Performance Indicators. Tasks that
have been agreed between an employee and line manager/HR with an expectation
that they will be completed satisfactorily in the time agreed or as an ongoing task.

“IMPROVING HR EFFECTIVENESS”
47 | P a g e
KSAs: Knowledge, skills and abilities – the personal attributes that a person has to
have to perform the job requirements.
Onboarding: A relatively new term, it is more far reaching than historical orientation
programmes. It links new employees with team members very early in the
employment process and continuing after the traditional orientation programme
ends.
Observation interview: The process of observing employees while performing their
respective jobs or tasks used to collect data regarding specific jobs or tasks.
Organizational Culture: A pattern that emerges from the interlocking system of the
beliefs, values and behavioural expectations of all the members of an organization.
Organizational theories: The scientific management movement and human
relations school were two early organizational theories. Both had impact on the
development of human resources management.
Orientation: The introduction of employees to their jobs, co-workers, and the
organization by providing them with information regarding such items as policies,
procedures, company history, goals, culture, and work rules.
Outplacement: A benefit offered by the employer to displaced employees who may
consist of such services as job counselling, training, and job finding assistance.
Outsourcing: A contractual agreement between an employer and an external third
party provider whereby the employer transfers responsibility and management for
certain HR, benefit or training related functions or services to the external provider.
Paid Parental Leave: Supported by legislation allowing 12 weeks paid leave which
a new mother may share with her partner, funded by a payroll levy.
Performance Management: This is a process of identifying, evaluating and
developing the work performance of employees in an organization, in order that
organizational objectives are more effectively achieved and understood by
employees.
Performance planning: A total approach to managing people and performance.
Involving setting performance aims and expectations for the organization.
Selection ratio: The ratio of the number of people hired to the number of suitably
qualified candidates obtained.
Stakeholders: The term given to the situation whereby firms have a number of
groups, each having their own set of interests, possibly conflicting with each other.

“IMPROVING HR EFFECTIVENESS”
48 | P a g e
Strategic HRM: The process of aligning human resources more closely to the
strategic and operating objectives of the organization.
Strategic Planning: The process of identifying an organization's long-term goals
and objectives and then determining the best approach for achieving those goals
and objectives.
Succession planning: Involving identifying a potential candidate to replace core
individual employees either known t be leaving the firm at some point in the future
and/or whose sudden departure would pose a risk to the operation of the firm.
Tangible rewards: Rewards which can be physically touched or held (i.e. a gift
certificate, gifts in the form of merchandise, or a savings bond.)
Training and development: A process dealing primarily with transferring or
obtaining knowledge, attitudes and skills needed to carry out a specific activity or
task.
Training Needs Analysis : A method of analyzing how employee skill deficits can
be addressed through current or future training and professional development
programs, as well as determining the types of training/development programs
required, and how to priorities training/development.
Work-life Balance: Having a measure of control over when, where and how an
individual‟s works, leading to their being able to enjoy an optimal quality of life.
Work-life balance is achieved when an individual‟s right to a fulfilled life inside and
outside paid work is accepted and respected as the norm, to the mutual benefit of
the individual, business and society.

“IMPROVING HR EFFECTIVENESS”
49 | P a g e

Potrebbero piacerti anche