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CII HR EXCELLENCE MODEL & EFQM MODEL: A COMPARATIVE STUDY
Summer Internship Project Report Submitted towards Partial Fulfillment Of Post Graduate Diploma in Management (Approved by AICTE, Govt. of India) Academic Session 2010-2012

Submitted By: Anureet Kalra BM-010029 Under the Guidance of: Industry Guide Mr. Sandeep Rai Continental Carbon India Ltd Faculty Guide Dr. Anita Singh Area Chairperson HR

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COMPANY CERTIFICATE

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DECLARATION

I hereby declare that the research project report on “ CII HR EXCELLENCE MODEL & EFQM MODEL: A COMPARATIVE STUDY” is a record of the independent work carried out by me under the supervision and guidance of Mr. Sandeep Rai, submitted in partial fulfillment of POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM) to INSTITUTE OF MANAGEMENT STUDIES, GHAZIABAD. The Report has not been previously submitted for the award of any diploma/degree to any other university/ institution.

Anureet Kalra BM-010029 IMS, Ghaziabad

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C-238, BULANDSHAHR ROAD, LAL QUAN GHAZIABAD-201009 TO WHOM SO EVER IT MAY CONCERN
This is to certify that ANUREET KALRA, a student of Post Graduate Diploma In Business Management from Institute of Management Studies, Ghaziabad has completed her Summer Internship Project titled, “ CII HR EXCELLENCE MODEL & EFQM MODEL: A COMPARATIVE STUDY ” at CONTINENTAL CARBON INDIA LTD. Under my guidance and supervision. I wish her all the best for her future endeavors.

Dr. Anita Singh Area Chairperson HR IMS Ghaziabad

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ACKNOWLEDGEMENT

I would like to express my deep sense of gratitude and sincere thanks to Dr. R.K. Bharadwaj, Director General of INSTITUTE OF MANAGEMENT STUDIES for providing an opportunity to discover the corporate world, from a close perspective. I take this opportunity to extend my sincere gratitude to Mr. Sandeep Rai, Senior Manager HR, Carbon Continental India Ltd (CCIL), for providing me the necessary information on the subject of HR and the required references. I extend my sincere gratitude to Ms. Anita Sharma, Area Chairperson HR of IMS Ghaziabad for the direction, suggestions and information provided which were of utmost importance for the successful completion of the project.

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CONTENTS Company Certificate Declaration Acknowledgement Chapter 1 Executive summary Chapter 2 Introduction of the topic Chapter 3 Company Profile Chapter 4 Literature Review Chapter 5 Research Methodology Chapter 6 Limitations Chapter 7 Analysis & Findings Chapter 8 Conclusion & Suggestion Chapter 9 Bibliography Chapter 10 Annexure

LIST OF FIGURES

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I. Continental carbon values II. Continental Colors III. Levels of Recognition of CII Model IV. CII Model V. EFQM Model

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EXECUTIVE SYNOPSIS

The project assigned was to study the HR Excellence model of CII and to align the documents of the applicant organization (CCIL) This is a research project on the CII HR Excellence model where in the application process, assessment approach and the criteria’s of the model are studied and discussed. The scope of the report also extends to showing the comparison between CII HR Excellence model and European Foundation Quality Management Model. It also highlights the areas where CII HR Excellence model needs to work on.

INTRODUCTION OF THE STUDY TOPIC

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A comparative study of CII HR Excellence Model & EFQM Model as an important element of
Organisational Excellence

OBJECTIVE
The CII HR Excellence Model was studied since Carbon Continental India Ltd (CCIL) had applied for the award.  To study the CII HR Excellence Model and the application send by CCIL.  To align all the documents of the company as per the modules mentioned in the model  To understand how the model of excellence can be implemented in human resource practice and programs.  To compare the CII model and the EFQM model

SCOPE
The project assigned was to study the HR Excellence model of CII and to align the documents of the applicant organization (CCIL) This is a research project on the CII HR Excellence model where in the application process, assessment approach and the criteria’s of the model are studied and discussed.

COMPANY PROFILE (CCIL)

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 The Continental Carbon Company, USA, formed Carbon Continental India Ltd (CCIL) in October 2000 up the acquisition.  CCIL is a subsidiary of CCC’s parent-CSRC; a Taiwan based listed company, world’s 5th largest carbon black manufacturers. CCIL INDIA HIGHLITS        Plant established in Ghaziabad, UP CAPACITY-65000MT/annum 15MW, Waste Heat Recovery Power Plant, supplying power to UP grid 212 Regular employees Generates net revenue Rs.362 crores Second plant about to come into operation at Vishakhapatnam, AP

CCIL’s VISION

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"A Global Benchmark in Quality for CARBON BLACK Products & Services"

INTEGRATED MANAGEMENT SYSTEM POLICY

Continental Carbon India Limited commits to achieve its' vision and mission through rigorous implementation and continual improvement in Integrated Quality, Environmental, Health & Safety, Information Security and Laboratory Management Systems. Customer delight, prevention of pollution, injuries & ill-health is our goal and We shall strive to maintain the same through adequately skilled and highly motivated employees. Impacts on business shall be identified through appropriate risk assessments and minimized through preventive measures, optimal resource utilization and adoption of best practices & high safety standards. Legal, contractual & other requirements shall be complied with in our Endeavour to fulfill stakeholder commitments and performance excellence.

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(I)

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(II)

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COMPANY- BOARD OF DIRECTORS

Names Mr. Kim K. T. Pan Mr. Deepak Malik Mr. V. K. Dubey Mr. S. J. Peng Mr. Kevin Liu

Designation Chairman Managing Director Director-Technical Director Director CCC CCIL CCIL CSRC CSRC

Co. Affiliation

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CCIL’s MANAGEMENT TEAM

NAME MR. DEEPAK MALIK MR. V.K. DUBEY MR. RAKESH DHAMANI MR.C.V. RAJULU MR. SANJAY DIWAN MR VIVEK AGGARWAL MR. RANDEEP MATHUR MR. AVINASH MATTOO MR.SANDEEP RAI

DESIGNATION MANAGING DIRECTOR DIRECTOR TECHNICAL C.F.O HEAD-PROJECTS & OPERATIONS HEAD- MARKTING GENERAL MANAGER-OPERATIONS, GHAZIABAD PLANT HEAD- COMMERCIAL GENERAL MANGER- LEAGAL & CORPORATE AFFAIRS SENIOR MANAGER- HR

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CII Code of Conduct for Affirmative Action followed by CCIL
 The Company affirms the recognition that its competitiveness is interlinked with the well being of all sections of the Indian society.  The Company believes that equal opportunity in employment for all sections of society is a component of its growth and competitiveness. It further believes that inclusive growth is a component of growth and development of the country.  The Company affirms the recognition that diversity to reflect socially disadvantaged sections of the society in the workplace has a positive impact on business.  The Company will not practice nor support conscious discrimination in any form.  The Company does not bias employment away from applicants belonging to disadvantaged sections of society if such applicants possess competitive skills and job credentials as made public.  The Company's selection of business partners is not based on any considerations other than normal business parameters. In case of equal business offers, the Company will select a business partner belonging to a socially disadvantaged section of society.  The Company has a written policy statement on Affirmative Action in the workplace.  The Company has an employment policy that is the public domain. It may place such policies and employment opportunities on its website to encourage applications from socially disadvantaged sections of society.  The Company makes all efforts for up skilling and continual training of employees from socially disadvantaged sections of society in order to enhance their capabilities, and competitive skills.  The Company will have a partnership programme with educational institution/s to support and aid students from socially disadvantaged sections of society.  The Company will have a senior executive accountable to the CEO to oversee and promote its Affirmative Action policies and programmes. The senior executive presents I will present a biannual report to the Board of the Company about such policies and programmes.

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HUMAN RESOURCE

HR Mission

People are our most valuable asset. Our mission is to attract the best talent into CCIL, to develop its potential through relevant and effective training, to retain it and to provide opportunities for nurturing it.

Hiring of Employees

We carefully select employees, through a multi-stage hiring process, which evaluates their functional skills and behavioral competencies.

Training and Development

CCIL employees are trained in-house and by external faculty both in India and abroad on a continuous basis. Employees are carefully screened for training needs. Cross-functional training with the objective of multi-skilling employees is a priority area at CCIL.

Work Environment

CCIL provides employees with a challenging work environment. We encourage employees to take initiatives and make decisions. Superiors routinely coach employees and the superb office infrastructure provides them the resources required to discharge their work speedily.

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Performance Management System

CCIL follows an objective, transparent and largely quantified evaluation system for employees. Merit and performance are the sole criteria for dispensing rewards.

Employee Engagement

Every CCIL employee is engaged in cross-functional 'Kaizen' project teams as either a team member, team leader or 'champion'. 'Kaizen' projects are being continuously churned out. The outcome of these projects has greatly benefitted both the company and individual employees in developing of interpersonal relations skills.

Co-Curricular Activities

CCIL provides opportunities for employees to showcase their talent outside the workplace be it theatre, visual arts, sports or music. We regularly hold employee engagements functions. A CCIL employee volunteer group 'AROHI' drives the company CSR activities in neighboring communities.

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The Confederation of Indian Industry (CII) works to create and sustain an environment conducive to the growth of industry in India, partnering industry and government alike through advisory and consultative processes. CII is a non-government, not-for-profit, industry led and industry-managed organization, playing a proactive role in India's development process. It was founded over 116 years ago; it is India's premier business association, with a direct membership of over 8100 organizations from the private as well as public sectors, including SMEs and MNCs, and an indirect membership of over 90,000 companies from around 400 national and regional associations. CII catalyzes change by working closely with government on policy issues, enhancing efficiency, competitiveness and expanding business opportunities for industry through a range of specialized services and global linkages. It also provides a platform for sectoral consensus building and networking.

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CII has taken up the agenda of “Business for Livelihood” for the year 2011-12. This converges the fundamental themes of spreading growth to disadvantaged sections of society, building skills for meeting emerging economic compulsions, and fostering a climate of good governance. In line with this, CII is placing increased focus on Affirmative Action, Skills Development and Governance during the year.

CII NETWORK   64 offices and 7 Centres of Excellence in India 7 overseas offices in Australia, China, France, Singapore, South Africa, UK, and USA  Institutional partnerships with 223 counterpart organizations in 90 countries

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CII ROLE
The primary goal is to develop Indian industry and to ensure that government and society as a whole, understand both the needs of industry and its contribution to the nation's well being. For this, it works
• • • • •

To identify and strengthen industry's role in the economic development of the country To act as a catalyst in bringing about the growth and development of Indian Industry To reinforce industry's commitment to society To provide up-to-date information and data to industry and government To create awareness and support industry's efforts on quality, environment, energy management, and consumer protection To identify and address the special needs of the small sector to make it more competitive To promote cooperation with counterpart organizations To work towards the globalization of Indian industry and integration into the world economy

• • •

Adopting a proactive and partnership approach do this with the government on various national and international issues concerning the Indian economy. It closely interacts on policy issues at both the central and state levels. Extensive dialogue and interaction with members and all sections of the community to build consensus are held.

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CII LEADERSHIP CII has introduced a three-tier structure of leadership. The key positions of leadership in CII are:  President- Mr. B Muthuraman, Vice Chairman, Tata Steel Ltd and Chairman, Tata International   Ltd President-Designate- Mr. Adi Godrej, Chairman, Godrej Group Vice President - Mr. S Gopalakrishnan, Chief Executive Officer and Managing Director, Infosys Technologies

The strategic and organizational decisions are made by Council of Past Presidents of CII, which charts its long-term vision and adapts it to the emerging eco-system. CII has a number of dedicated national councils, committees and task forces, headed by CEOs who frame policy suggestions and action agendas on specific sectors and issues. Chairmen and Deputy Chairmen head regional Offices, while state and zonal offices have their own Chairmen and Vice Chairmen. The Director General heads the CII Secretariat, staffed by highly skilled professionals. The Director-General oversees the implementation of action agendas as evolved by the members, provides exemplary services, and leads the day-to-day management and operation of the vast organization. Mr. Chandrajit Banerjee is the Director General of CII from May 1, 2008.

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CII HUMAN RESOURCE EXCELLENCE AWARD
CII established CII Human Resource Excellence Awards to promote the awareness of HR Excellence as an increasingly important element of organizational performance management

OBJECTIVES

In order to be successful organizations need to establish appropriate management framework with HR Excellence Model is a practical tool that can be used in a number of ways, which are as follows:As a tool for Self Assessment by measuring the current status and thus identify the gaps to stimulate solutions.   As a framework to position various HR initiatives and identify gaps. As the basis to develop common understanding of various terms used in the HR management. AIMS The HR Excellence awards aims to achieve the following:   To help improve Human Resources and performance practices, capabilities of each applicant To facilitate communication and sharing of information in best practices within and among organisations of all types.  To recognize organisations for Excellence in Human Resources practices and programs.

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AWARD ASSESSMENT PROCESS

 Potential applicants check the eligibility criteria for entry and requirements of the Award Secretariat.  Senior managers from industry are selected as Assessors. They should have undergone 4-day training programme on understanding the Award criteria and assessment process.  Applicants send 30 page (maximum) application document to CII.  Assessor’s team is appointed for each applicant. Assessors individually list strengths/opportunities for improvement and score in their own time. Team assembles at site to reach consensus score followed by the Site Visits to check the Validity of application and clarify issues. Application are re-scored and reports finalized.(Typically the whole process lasts for 3 to 4 days.)  Based on reports from the site-visits teams, Jurors decide on the winners of the Award, Prizes and Commendation Certificates.  The HR Excellence Award, Prizes and Commendations are presented to the winning applicants.  Senior Assessors (leaders of the Assessment Team) write Feedback Reports to all applicants identifying the strengths/opportunities for improvement. Score-ranges are also given for each criterion. On request, senior assessor visits applicant to discuss feedback report.  Short listed companies from Regions will be reviewed by Jurors at National Level decide upon the winners of the Award at National Level.  The HR Excellence Award, Prizes and Commendations are presented to the winning applicants.

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LEVELS OF RECOGNITION

Awards Prize for Leadership in HR Excellence Commendation for Significant Achievement in HR Excellence Commendation for Strong Commitment to HR Excellence
(III)
These levels signify the various milestones, which the organisations can aim for as they progress on their journey towards HR Excellence. HR EXCELLENCE AWARD- Presented to the organization judged to be the best among the prizewinners and role model of HR Excellence.  PRIZES- Awarded to organisations that demonstrate excellence in development and management of Human Resources through continuous improvement of the leaders.  COMMENDATION CERTIFICATES- These certificates are given to those organisations, which have made good progress on their journey towards HR excellence but fall short of the level attained by the prizewinners.  INNOVATIVE HR PRACTICES- In addition to the above four levels as shown the

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Company with most Innovative HR Practices will also be recognized.

OBJECTIVE

The CII HR Excellence Model was studied since Carbon Continental India Ltd (CCIL) had applied for the award.  To study the CII HR Excellence Model and the application send by CCIL.  To align all the documents of the company as per the modules mentioned in the model  To understand how the model of excellence can be implemented in human resource practice and programs.  To compare the CII model and the EFQM model

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LITERATURE REVIEW

Organizational excellence is the process of building an organization that excels. (Dr. H James Harrington), (Five Pillars of organizational excellence) Organizational excellence implies systems, operations, activities, and values which managers would consider relevant in achieving their notion of a high performance organization. Organization excellence can be realized through investments in those assets and modules, which create the organization, they are as follows: Structures, Systems , Training and Leadership (Kashan Akram, 2007) (Leadership Transformation Mantra for organizational excellence) Organizational excellence is affected by the following factors: Leadership, Strategic Alignment, Organization Innovation, Customer Focus, Process Management, Partnership Development and Human Resource Focus LEADERSHIP - It refers to setting up of clear direction and values in the organization, involves in developing the mission, vision and values. It fosters relationship with customers, partners and representatives of the society. It supports, motivates and recognizes the organization’s people. The leadership Competencies are:Emotional intelligence, Integrity, Drive, Leadership Motivation, Self confidence, Intelligence, Knowledge of the business STRATEGIC ALIGNMENT - The process of linking organization’s vision, mission, objectives for the organizational excellence. It defines which path to explore and which one to avoid.

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ORGANISATIONAL INNOVATION - Innovation is what drives growth and is achieved by growth attitude, shared passion for problem solving and for turning ideas into realities. The components of organization innovation are: Vision and strategy for innovation, Culture supporting innovation, Practices supporting innovation

CUSTOMER FOCUS - Customer is the judge of production quality and delivery systems. Customer loyalty is achieved through better understanding of existing and future customer needs. PROCESS MANAGEMENT - It is the applications of knowledge, techniques to define, visualize, measure and improve processes with the goal to meet customer requirements profitably. It basically addresses how products and services are designed, implemented and improved. PARTNERSHIP DEVELOPMENT - Organization needs to develop long term and mutually beneficial partnership with suppliers, customers and educational organization HUMAN RESOURCE FOCUS - It examines whether company is able to develop and utilize manpower to their full potential. It includes the following: Ensuring the collaboration and teamwork in the organization, Methods of training, educating and evaluating the employees, Methods of measuring and improving the employee morale. (Kashan Akram, 2007) (Leadership Transformation Mantra for Organizational Excellence) The drivers of organizational excellence are: ORGANIZATIONAL EMPOWERMENT - This factor is the strongest determinant of good performance. It identified the work managers did to create an organizational climate within which people were encouraged to take initiative to be innovative and creative to develop new and better ways of doing things. It also included the empowerment of people through delegation and other measures so that they could act and correct their own mistakes. QUALITY MANAGEMENT - Here the managers’ work focused on determining the results people were expected to achieve, guided by quality and productivity concerns. Reports and feedback, in a cybernetic loop, provided the necessary information to help benchmark desired

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results.

GOAL ACHIEVEMENT MANAGEMENT. - This was the work of establishing understood and accepted objectives and developing skills to equip people with the competences needed to achieve results. INFORMATION NETWORK AND ANALYSIS. - This was the work managers did to scan the environment and build forecasts to frame the needs the organization was committed to satisfy. Networking with outside stakeholders provided important sources of information gathering. PERFORMANCE WORK MANAGEMENT - This was the work of establishing policies and procedures to define performance standards and acceptable ways of doing work. Central were the managerial competences needed since, at the time of commencement of the study, the focus was on what is now seen as the efficiencyeffectiveness aspects of organizational management. However, captured in the data and analysis were indications of the importance of management work contributing to good organizational performance through organizational climate building activities. (Creating organizational excellence work paper) The requirements of Organizational excellence are: LEARNING ORGANISATION - Top management needs to have the maturity and the ability to understand and learn from organizational performance and outcomes. New compulsions demand that new organizational competencies emerge and new strategies are harnessed. How these competencies are recognized, how the existing talent is nurtured, how to create multiple teams that complement each other's efforts and how to get ahead of oneself become the major HR concerns. EMPOWERMENT AND ACCOUNTABILITY - These must go hand in hand. HR strategy for this reason must be inseparable from HR execution. The road ahead must be well mapped,

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realistic and user friendly if organizational goals are to be achieved. The sense of belonging must be so enhanced that people develop ‘the organization belongs to me’ and ‘I belong to the organization’ attitude Hence new managerial competencies need to be developed and this has to be so demonstrated that people would "want" to be a part of the growth process.

SELF-ASSESSMENT FRAMEWORKS - In the journey towards excellence, self-assessment awards and frameworks lay claim to being the vehicles for organizational learning, but unfortunately more organizations use the business excellence model than those who use selfassessment frameworks. The business excellence model itself is a questionable construct in several organizations. This is because of many reasons. Firstly the validity of Business Results criteria is open to question. How can star organizations that were awarded accolades for good governance become sick babies the very next year, as was the case with UTI and L&T. Secondly the measurement of the link between internal improvements (called enablers) and business results is often blurred PERFORMANCE MANAGEMENT SYSTEMS - The well framed performance management systems provide both the focus and the impetus for organizational development. However HR experts like P C Shejwalkar, Sorab Sadri and Mihir Ajgaonkar will tell you that the key to developing strategic abilities is reflection on outcomes. Hence it is only logical that a good performance management system will embody sufficient data, documentation and specific information to enable proper reflection and evaluation to take place. (Guest, 2007) (An HR perspective of organizational excellence)

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HR EXCELLENCE MODELS

(IV)

This model is developed based on CII-EXIM BANK Model for Business Excellence, EFQM model and such similar models. Applicants will be assessed as per the CII – HR Excellence Model, as

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shown below: The applicant organization is scored on a scale 0 to 1000 points using the CII HR Excellence Model.  Results criterion is concerned with what the organization has achieved and is achieving  Enablers criteria are concerned with how the results are being achieved.

SCORING SYSTEM

Scoring will be done as per the RADAR logic explained below, RADAR consists of 4 elements:  Results  Approach  Deployment  Assessment  Review or refinement The following are the specific elements of the concept that should be addressed.  RESULTS This covers with what an organization has achieved and is achieving. In an excellent organization the results will show favourable trends and/or sustained good performance, targets will be appropriate and have met or exceeded, performance will compare well with others and will have been caused by the approaches. Additionally, the scope of the results will address the relevant areas. Criteria 6 alone correspond to results in HR excellence award.  APPROACH This covers what an organization plans to do and the reasons for it. In an excellent organization the approach will be sound-having clear rationale with well-defined and developed processes and a clear focus on stakeholders needs. The approach is to be integrated to support HR strategy and policies in line with organizational purpose and linked to other approaches where appropriate.  DEPLOYMENT This covers what an organization does to deploy the approach. In an excellent organization the

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approach will be implemented in all relevant areas in a systematic way.  ASSESSMENT AND REVIEW This covers what an organization does to assess and review both the approach and the deployment of the approach. In an excellent organization, the approach and its deployment will be subject to a regular measurement and learning. Output from

MODEL CRITERIA

1. LEADERSHIP (120 points) The leaders for excellent organisations are those who shape its future and make it happen. They act as role models for its values and ethics and inspire trust at all times. They are flexible, enabling the organization to anticipate and react in a timely manner to ensure the ongoing success of the organization. The following issues are supposed to be addressed:  How leaders develop the organization’s mission and vision?  How do leaders develop and role model ethics and values, which support the creation of the “culture of excellence” across the organization?  How do leaders develop and improve organization structure to support strategy delivery to achieve its long-term objectives?    How do leaders help and support people to achieve their plans, objectives and targets? How do leaders ensure their accessibility and respond positively to the people? How do leaders improve the effectiveness of their own leadership and identify future leaders to meet the organizational requirements?  How do leaders encourage and enable people participation and involvement in improvement activities for the benefit of organization and society as a whole specially the backward sections of the society.

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 How do leaders identify and recognize both team and individual efforts, at all levels within the organization?  What are the practices the leaders adopt to identify the developments that would impact the organization’s performance and make the people willing partners to embrace the changes?

2. HUMAN RESOURCE STRATEGY (120 points) Excellent organizations implement their vision, mission, by developing appropriate strategies including HR strategies. The HR policies, plans, objectives and processes are developed and deployed, to deliver the HR strategy.  The following issues are supposed to be addressed:

What are the key steps the HR function uses in your organization in setting HR strategic plans, both short and long term, which reflect the overall goals and objectives of your company? Describe how HR plans/strategy is incorporated into the organization’s strategic plan. What key factors are considered in planning future HR strategies? The strategic objectives need to be summarized and the time table for accomplishing them. The organization structure, people, processes & practices that support the achievement of the strategic objectives need to be broadly described. Describe changes brought in HR Strategy over last 24/36 months and spell out their measurable impact on your organization.

  

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 Describe how your HR policies/strategies specifically address your organization’s journey towards business excellence.

3. PEOPLE KNOWLEDGE AND COMPETENCIES (120 points) Description of how the organization’s people knowledge and competencies are identified developed and sustained leading to overall improved employee performance to support their organization’s objectives. The following items needs to be addressed: Description of the processes employed for identifying, classifying and matching people’s knowledge and competencies with the organization’s current and future needs.  How does the approach to training and development is aligned with the short, medium and long term plans of the organization?  Methods, tools and technologies develop its people to bridge the identified gaps, along with the practices.  Processes/ practices to evaluate the effectiveness of training and development efforts, to ensure that the people have necessary skills and competencies to maximize their contribution.   New employee orientations programs. How knowledge and competencies of HR staff is leveraged to enhance innovation and learning in HR function.

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  Involvement with professional bodies to promote learning on recent trends.. Ensuring that the competencies o the people employed in outsource activities are assessed and enhanced to meet the job requirements.

4. PEOPLE WELL BEING AND ENGAGEMENT (120 POINTS) Description of how the organization’s work environment, employee support climate and people engagement are determined with the aim of fostering the well being, satisfaction, and motivation of all the employees to achieve the long term organizational success, recognizing their diverse needs. The following items are addressed: Work environment How does the organization address and improve workplace health, safety and ergonomic factors?  How do they handle “labor/employee relations” issues, including relationships with formal employee representatives/groups?  How do people take part in identifying and improving workplace safety and wellbeing?  Bringing out the practices the organization adopts to ensure safety and health of the employees of outsourced activities and addressed either directly or indirectly.  Employee support climate

 

 How does the organization enhance the employee’s network climate via services,

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benefits and policies?  How are these enhancements selected and tailored to the needs of a diverse workforce and different categories and types of employees as appropriate?  Description of the practices in vogue to ensure that the employee benefits (financial and non financial) are provided for outsourced employees beyond the statutory requirements is provided.

 Employee Satisfaction  What formal and informal assessment methods and measures are used to determine the key factors that impact employee well being, satisfaction and motivation?  What formal and informal assessment methods and measures are used to determine employee well-being, satisfaction and motivation?  How do you tailor these methods and measures to a diverse work force and to different categories/ types of employees? Explain the practices adopted by the organization to address cultural diversity, promote gender equality behavior, respect for women and deal with non-compliance to these policies?  How do you use other indicators such as employee retention, absenteeism, grievance and productivity to assess and improve employee well being, satisfaction and motivation?  How do you use assessment findings to identify priorities for improving the work environment and employee support climate to achieve long term organizational success?

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5. HUMAN RESOURCES MANAGEMENT PROCESSES/PRACTICES (120 points) This criterion involves description of HR processes/practices that support the organization in achieving its business goals and objectives and its journey towards business excellence. The following items needs to b addressed: What are the key HR practices that help the organization achieve its business goals and objectives?  Manpower planning, recruitment, career planning, and succession planning processes/practices are briefly described.  The policies/practices of your organization, for the socially/ economically backward sections of the society, differently able people and gender equality in recruitment are described  The current performance management system of the applicant needs to be described. How do the PMS encourage and support individuals & teams, reach organization’s business goals & objectives.  Description of how their reward/recognition/compensation and career progression policies are linked with the PMS; and how these reinforce the PMS.  How does they stay abreast of the HR best practices and how do they incorporate these into their organization?  Description of the various top down, bottom up and horizontal communication

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channels deployed by their organization and the process used to act upon employee feedback.  What are the recent improvements in HR practices? How do they measure the effectiveness of these improvements?  How do they leverage Information Technology to support their HR processes?

6. RESULTS (400 points) 6a PEOPLE’S PERCEPTION (200 points) These measures are the people’s perception, customer perception and society perception of the organization, directly impacting the HR function (obtained, for example, from surveys, focus groups, interviews, structured appraisals, etc.) People perception measures may include those relating to:  MOTIVATION  CAREER DEVELOPMENT          Communication Empowerment Equal opportunities Involvement Leadership Opportunity to learn and achieve Recognition Target setting and appraisal The organization’s values, mission, vision, policy and strategy

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 Training and development

 SATISFACTION  Organization’s administration  Employment conditions  Facilities and services  Health and safety conditions  Job security

 Pay and benefits  Peer relations  The management of change  The organizations environmental policy and impact  The organization’s role in the community/society development-working environment. Customer perception measures regarding employees may relate to:  IMAGE  Accessibility  Communication  Pro-active behavior  Responsiveness  SALES AND AFTER SALES SUPPORT  Capabilities and behavior of employees  Handling of complaints  SOCIETY PERCEPTION   People involvement in the development of community/society/environment People participation and encouragement to sports and other leisure activities

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    Ethical behavior of people Image of employees as responsible members of community and society People behavior and respect for women Equal opportunity employer

6b ORGANISATIONAL PERFORMANCE INDICATORS (200 points) These measures are the internal ones used by the organization in order to monitor, understand, predict and improve the performance of the organization’s people and business directly impacted by the HR function. Depending upon the purpose of the organization, performance indicators for people may include those relating to:

 ACHIEVEMENTS    Competency requirements versus competencies available Productivity Success rate of training and development to meet objectives

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 MOTIVATION AND INVOLVEMENT      Involvement in improvement activities (individuals/teams) Levels of training and development Measurable benefits of team work Response rates to people surveys Recognition of individuals and teams

 EQUAL OPPORTUNITY EMPLOYMENT    Segmentation of employees Gender composition Recruitment/attrition rates

 SATISFACTION          Absenteeism and sickness levels Accident levels Grievances Recruitment trends Staff turnover Strikes Sexual harassment/non compliance incidents Pending legal cases Use of benefits

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 Use of organization provided facilities (e.g.: recreational, crèche)

 SERVICES PROVIDED TO THE ORGANIZATION’S PEOPLE      Accuracy of personnel administration Communication effectiveness Speed of response to enquiries Training evaluation Effectiveness of grievance redressals

ASSESMENT AND SCORING

 PANEL OF ASSESSORS The panel of assessors consists of HR professionals and Business Managers, trained on CII-EXIM Bank Business Excellence Model assessment Process. The HR Excellence Committee of CII will arrange for a Panel of Assessors who will be responsible for assessing applicant organizations. Each Assessor will be required to sign a Non Disclosure agreement. Assessors will be screened for any possible clash of business interest.  SITE VISITS The applicants will undergo a site visit to their facility. Assessors reserve the right to verify all programs and practices listed in the application. Assessors may wish to review personnel records and other connected documents. Assessors may also want to conduct random interviews with

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employees/employee unions/associations.  SCORING The applicant organization is assessed as per the scoring guidelines for each of the 6 criteria and the total points awarded is arrived at, after assigning the corresponding weight ages. CRITERIA 1 2 3 4 5 6a 6b WEIGHTAGES (%) MAXIMUM POINTS 12 120 12 120 12 120 12 120 12 120 60 600 20 200 20 200 40 400

ENABLERS TOTAL RESULTS TOTAL (CII Manual)

EUROPEAN FOUNDATION QUALITY MANAGEMENT

EFQM is a global non-for-profit membership foundation based in Brussels, Belgium. It has more than 500 members covering more than 55 countries and 50 industries, they provide a unique platform for organisations to learn from each other and improve performance. In this ever more connected world, it believes that isolated efforts are not effective. As per EFQM “Strengthening business relationships and pursuing collaboration are now the keys to success.” EFQM ROLE They nurture a network for innovative organisations and business leaders to share knowledge, experiences and good practice.

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MISSION To energise leaders who want to learn, share and innovate using the EFQM Excellence Model as a common framework VISION A world where European organisations are recognised as the benchmark for sustainable economic growth.

AMBITION Leading organisations join EFQM as the European platform for their journey towards Sustainable Excellence.

EUROPEAN FOUNADATION QUALITY MANAGEMENT APPROACH

Excellent organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders. To achieve sustainable success, EFQM provides guidance through a set of three integrated components:  FUNDAMENTAL CONCEPTS OF EXCELLENCE -The underlying principles, which are the essential foundation of achieving sustainable excellence for any organisation.  THE EFQM EXCELLENCE MODEL-A framework to help organisations to convert the Fundamental Concepts and RADAR thinking into practice.

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 RADAR LOGIC- A simple but powerful tool for driving systematic improvement in all areas of the organisation.

FUNDAMENTAL CONCEPT OF EXCELLENCE

 ACHIEVING BALANCED RESULTS Excellent organisations meet their Mission and progress towards their Vision through planning and achieving a balanced set of results that meet both the short and long term needs of their stakeholders and, where relevant, exceed them.  ADDING VALUE FOR CUSTOMERS Excellent organisations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations.

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 LEADING WITH VISION, INSPIRATION & INTEGRITY Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.  MANAGING BY PROCESS Excellent organisations are managed through structured and strategically aligned processes using fact‐based decision making to create balanced and sustained results.

 THROUGH PEOPLE Excellent organisations value their people and create a culture of empowerment for the balanced achievement of organisational and personal goals.  NURTURING CREATIVITY & INNOVATION Excellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders.  BUILDING PARTNERSHIPS Excellent organisations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non‐Governmental Organisations (NGO).

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 TAKING RESPONSIBILITY FOR A SUSTAINABLE FUTURE Excellent organisations embed within their culture an ethical mindset, clear values and the highest standards for organisational behavior, all of which enable them to strive for economic, social and ecological sustainability

EUROPEAN FOUNDATION QUALITY MANAGEMENT MODEL CRITERIA

(V)

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 The EFQM Excellence Model allows people to understand the cause and effect relationships between what their organisation does (the Enablers) and the Results it achieves.  The Model is non‐prescriptive and can be applied to any organisation, regardless of size, sector or maturity.

To achieve sustained success, any organisation needs strong leadership and clear strategic direction. They need to develop and improve their people, partnerships and processes to deliver value‐adding products and services to their customers.

ENABLERS CRITERIA

 LEADERSHIP Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation.  POLICY & STRATEGY Excellent organisations implement their mission and vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.

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 PEOPLE Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation.  PARTNERSHIPS & RESOURCES Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes.  PROCESSES, PRODUCTS & SERVICES Excellent organisations design, manage and improve their processes, products and services to generate increasing value for customers and other stakeholders

RESULTS CRITERIA

 CUSTOMER RESULTS Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their customers.  PEOPLE RESULTS Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their people.

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 SOCIETY RESULTS Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their societal and ecological strategy and related policies, based on the needs and expectations of the relevant external stakeholders.  KEY RESULTS Excellent organisations develop and agree a set of key financial and non‐financial results to determine the successful deployment of their strategy, based on the needs and expectations of their key stakeholders. (EFQM Manual)

RESEARCH METHODOLOGY
The type of research used in this project is Descriptive Research. Descriptive Research is that research which describes the data and characteristics of the phenomenon being studied. Descriptive research involves gathering data that describe events and then organizes, tabulates, depicts, and describes the data collection (Glass & Hopkins, 1984)

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SOURCES OF DATA
  PRIMARY SOURCE – Observation and interaction with the HR manager. SECONDARY SOURCE - CII manual, EFQM manual articles on the net, HR forums, CII website.

.

LIMITATIONS  The project was constrained by the time limit of two months  The project is based on secondary research only.  The primary data could not be collected due to the narrow scope of the topic.

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FINDINGS & ANALYSIS
The analysis is done on the basis of the literature reviewed by the researcher and a comparative analysis was done of both the models, i.e. CII HR Excellence model and EFQM model STRENGTHS The models include almost all parameters, which measure organizational excellence and thus are Self-Assessment Frameworks.  These models addresses organizational quality issues and also gives attention to impacts through the ‘results’ criteria.     These foster a culture of continuous improvement and organizational quality. These help in communication and sharing of best practices. These help in promoting, supporting and enhancing competitiveness. Since these models are self- assessment tools, external validation is not required.

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 The scoring of these models provides an organization with internal benchmark. It can also be used among organizations for external benchmarking and comparison WEAKNESSES There is no formal mark or accreditation, which is recognizable to the consumers, service users, funders and other stakeholders.   The applicant organization has to be in business for 3 years atleast else they cannot apply. These may be expensive for small-scale enterprises.

The researcher also analyzed that CII HR Excellence model does not take into account the relationship of the organisation with external stakeholders like suppliers, it does not lay emphasis on the financial and non-financial results and is very subjective in nature, the points are allotted to the various modules but the weightage for the sub points of the module is not given Apart from this the alignment of the documents of the applicant organisation was done on the basis of the modules of the CII HR Excellence Model. (Refer to annexure I)

CONCLUSION
The study highlights the importance of human resource to an organisation.   The model helps in recognizing the best HR practices. It also explains the significance of Organisational Excellence.

The study also bought to light good HR practices like:  Initiatives should be taken to enhance competencies.  Efforts should be made to increase employee involvement through enhanced communication.  There should be involvement in community development activities.  Proper instruments/tools should be used for HR practices/Process like Recruitment,

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Induction, training etc.  Employee satisfaction surveys (ESS) are vital.  HR practices should be modified from time to time to cope with changing environment particularly compensation, gender equality, workplace ambience etc.  Rewards and recognitions are vital.

BIBLIOGRAPHY
 Leadership Transformation Mantra (2007) (online) (cited on January 2007), available from www.citehr.com  An HR perspective of organisational excellence (2007) (cited on February 2007), available from www.123.eng.com

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    CII Manual EFQM Manual CII website www.cii.in www.google.com

ANNEXURE

TOPIC
Vision and values Operational excellence 2002 and 10 CII affirmative action charter PMS process documents Balanced score card methodology Employee selection and training process Periodic meetings minutes records Formal and in formal feed back Progress on 360 degree feedback process Spot rewards and convention awards records Open door policy documents Second line of control policy SWOT

MODEL

Leadership

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Project association with partners Recruitment policy documents Internal performance level matrix PMS process documents TNI process Benchmarking process PLI scheme Talent pool policy Succession policy CSR activities Pinnacle project

HR Strategy

Fresher training process Pinnacle project Training process Training records

People Knowledge & Competencies

Employee engagement acts Annual medical check up Annual employee satisfaction survey First aid training Canteen committee Learning Centre Smoking awareness camp Minimum 15% female employee Job rotation policy Flexi working hours Medical policy Accidental policy ORM & MRM records PPE distribution to all contractor process

People well being & Engagement

Satisfaction survey scores of 2010& action taken on pain areas EEDS

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Employee referral scheme Employee Recognition Policy Disciplinary process Knowledge sharing sessions Medical assistance policy Non acceptance of gifts policy Payroll compliance system Communication meet with workmen GRI survey 15% female employees Openness in training ORM Communication meet Intranet portal HRMS epms

HRM Practices

EEDS Employee Referral Delegation of authority Salary structure 15% female employees Core team Decision making process Star of the moment scheme Reward and recognition scheme PMS Organizational chart (processes) Learning centre Canteen Smoking awareness camp First aid Cricket matches CCIL mela Annual convention Mango baarish competion Diwali party Foundation day celebration New year celebration Medical check up records Benchmarking GMK project and other CSR activities Values CII code of conduct

Results

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Job Rotation policy Flexi working hours EEDS Alternate 5 day working plan (plant personnel) Special leave policy Tree planation

Innovate HR Practices

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