A REPORT

ON
HUMAN RESOURCE PRACTICES AT
C&S ELECTRIC

THE PROJECT REPORT IS SUBMITTED IN PARTIAL

FULFILLMENT OF THE REQUIREMENT OF MBA
PROGRAM OF IBS DEHRADUN.

Submitted to:
Submitted by:
Prof. Raghvendra Sharma
SWATI
MBA (2014-2016)
14BSPDD01080
1

ICFAI UNIVERSITY, DEHRADUN

TABLE OF CONTENTS

DESCRIPTION

Page No.

ACKNOWLEDGEMENT

ORGANIZATIONAL CERTIFICATE
4
FACULTY MENTOR APPROVAL
5
STUDENT DECLARATION
6
ABSTRACT
7
CHAPTER-1
INTRODUCTION

8-15

CHAPTER-2
COMPANY PROFILE
16-29
CHAPTER-3
ANALYSIS DURING SIP
30-77
SCOPE OF THE STUDY
78
RECOMMENDATIONS
79
LIMITATIONS OF THE STUDY
80
CONCLUSION
81
GLOSSARY
82

ACKNOWLEDGMENT
A Summer Internship is an invaluable opportunity for a student to
understand how organizations work, the processes that are
involved as well as learn the working of a particular sector in an
industry. One develops a perspective of the particular functional
area in which one is involved while working on the project. This
3

project report is a result of endless effort & immense degree of

toil by many great minds.
As I have covered HR department in C&S ELECTRIC LTD.., so It
was absolutely a pleasure to work with such great minds like; Mr.
Amit Sharma (HR Executive) and Mr. Rahul Walia (Plant head,
LWA) and of course the other department managers as well.
I would like to thank all those people who graciously helped me
during my summer internship by sharing their valuable time,
experience & knowledge.
I would like to express heartiest thanks to my mentor Mr.
Devender Sharma [Sr. HR Manager] and my faculty mentor
from my college Prof. Raghvendra Sharma for his constructive
Guidance, constant encouragement, proper criticism with
affection. I would like to give a thanks to my institute and the
organization, who provided me this golden opportunity to work
with this well reputed and established organization. I would like to
dedicate this work to my reversed institute ICFAI UNIVERSITY,
DEHRADUN.
Lastly, I express my gratitude to Parents, Friends and everybody
else who all helped me with their knowledge, blessings and
support to me during this project.

FACULTY MENTOR APPROVAL

This is to certify that Ms. SWATI, pursuing MBA (2014-16) from IBS
DEHRADUN,
has completed her project on the topic HR PRACTICES AT C&S
ELECTRIC LTD.
Under my guidance.
Her work is satisfactory.

Project Guide:
Prof. Raghvendra Sharma

STUDENT DECLARATION

I hereby declare that the project report titled HR PRACTICES

AT C&S ELECTRIC LTD. is my own work and has been carried
out under the guidance of Mr.
Devender Sharma (Sr. HR
Manager, C&S Electric Ltd.) and Prof. Raghvendra
Sharma,
[faculty mentor, IBS-Dehradun.]
All care has been taken to keep this project error free and I
sincerely regret
for any unintended discrepancies that might have crept into this
report.

Thank You
(Swati)
MBA (2014-2016)
ICFAI UNIVERSITY, DEHRADUN
Swati_smart@hotmail.com

Date- MAY,2015
Place-HARIDWAR

ABSTRACT
The role of Human Resource is changing as fast as technology
and the global marketplace. Historically, the HR department was
viewed as administrative overhead. HR handled benefits
administration, kept personnel files, and other records, managed
the hiring process, and provided other administrative support to
the business. Those times have changed. The positive result of
these changes is that HR professionals have the opportunity to
play a more strategic role in the business. The challenge for HR
managers is to keep up to date with the latest HR innovations technological, legal, and otherwise.
Human resource management is concerned with people element
in management. Since every organization is made up of people,
acquiring their services, developing their skills/ motivating to high
level of performances and ensuring that they continue to
maintain their commitments to the organization which are
essential to achieve organizational objectives. This project is
meant to know the Human Resource Management in the
organization. The HR system of an organization is a tool to
achieve employee satisfaction and thus highly motivated
employees. The main objective of various HR areas is to increase
efficiency
by
increasing
motivation
and
thus
fulfill
organizational goals and objectives.
In this context, this project is been prepared to understand the
Human Resource management or Human Resource Practices at
C&S ELECTRIC LTD. And this is an absolute honor to present the
project report on HR PRACTICES AT C&S ELECTRIC LTD., at C&S
Electric ltd., in SIDCUL, HARIDWAR from 26th Feb. To 29th may.

CHAPTER-1
INTRODUCTION
Human resource management is a function in organizations
designed to maximize employee performance in service of an
employer's strategic objectives. HR is primarily concerned with
the management of people within organizations, focusing on
policies and systems. HR departments and units in organizations
typically
undertake
a
number
of
activities,
including
employee recruitment, training and
development, performance
appraisal, and rewarding. HR is also concerned with industrial
relations, that is, the balancing of organizational practices with
requirements arising from collective bargaining and from
governmental laws.
HR is a product of the human relations movement of the early
20th century, when researchers began documenting ways of
creating business value through the strategic management of the
workforce. The function was initially dominated by transactional
work, such as payroll and benefits administration, but due
to globalization, company consolidation, technological advances,
and further research, HR as of 2015 focuses on strategic
initiatives
like mergers
and
acquisitions, talent
management, succession planning, industrial and labor relations,
and diversity and inclusion.
In the current global work environment, most companies focus on
lowering employee turnover and on retaining the talent and
knowledge held by their workforce. New hiring not only entails a
high cost but also increases the risk of a newcomer not being
able to replace the person who was working in that position
before. HR departments also strive to offer benefits that will
appeal to workers, thus reducing the risk of losing corporate
knowledge.

HISTORY
Antecedent theoretical developments
HR spawned in the early 20th century, influenced by Frederick
Taylor (1856-1915). Taylor explored what he termed "scientific
management"
striving
to
improve economic
efficiency in
manufacturing jobs. He eventually keyed in on one of the
principal inputs into the manufacturing processlaborsparking
inquiry into workforce productivity.
Birth and evolution of the discipline
By the time enough theoretical evidence existed to make a
business case for strategic workforce management, changes in
the business landscape and in public policy had transformed the
employer-employee relationship, and the discipline was
formalized as "industrial and labor relations". In 1913, one of the
oldest
known professional
HR
associationsthe Chartered
Institute of Personnel and Developmentwas founded in England
as the Welfare Workers' Association, then changed its name a
decade later to the Institute of Industrial Welfare Workers, and
again the next decade to Institute of Labour Management before
settling upon its current name. Likewise in the United States, the
world's first institution of higher education dedicated to
workplace studiesthe School of Industrial and Labor Relations
was formed at Cornell University in 1945.

Starting of HRM in India

The World First Management book, titled "Artha Shastra" written

by Kautilya three millennium before Christ, codified many aspects
of human resource practices in India.
10

John Patterson, the president of the company, formed a personnel

department to manager the grief of workers after a bitter union
strike in 1901.

In Past
In 50s - Employees recruited not to question WHY but only To
do
In 60s - Term like manpower, staff and personnel came to used.
In 70s People realized that beyond a point, productivity
depended on people
Different Type Of Act Passed

Trade Union Act (1926)

Workmen Compensation Act (1926)
Trade Disputes Act (1929)
Royal Commission on Labor (1931)
Bombay Industrial Relations Act (1938)
led to the Payment of Wages Act (1936)
Factory Legislations Act 1969 (National commission of Labor,
NLC).
The scope of the function officer was widened during the second
world war such facilities as housing, medical etc..
Labor officer welfare officer
Under the Industrial Disputes Act 1946.
Formulating policies on human resource planning, recruitment
and selection, training and development etc..
Welfare officer Personnel officer
Under section 49 of factories Act, 1949.

Two Professional Bodies were Found

In 1948 Indian Institute of Personal Management (IIPM) Kolkata.
In 1959 - The National Institute of Labor Management (NILM) At
Mumbai.

In 1980 These Two professional bodies merged together and

formed National Institute of Personal Management (NIPM)
Headquarter at Kolkata.
11

In 1990 = Milestone was achieved by remaining of America

Society for Personal Administration(ASPA) as the society For
Human Resource Of Management (SHRM)

List of Amending Acts and Adaptation Order

The Indian Independence (Adaptation of central Act and
Ordinances) Order,1948.
The Adaptation of Law Order, 1950.
The Part B States (Law) Act, 1951 (3 of 1951).
The Industrial Disputes (Amendment and Miscellaneous
Provisions) Ac, 1956 (36 of 1956).
The Industrial Employment (standing Order) Amendment Act,
1961 (16 of 1961).
The industrial Employment (Standing Orders) Amendment Act,
1963 (39 of 1963)
The central labour laws (Extension to Jammu and Kashmir) Act,
1970 (51 of 1970).
The industrial Employment (standing Orders) Amendment Act,
1982 (18 of 1982).

HR IN A NUTSHELL:

12

CURRENT SCENERIO
Though HRM caught up in the world, and was duly imitated in
India, but is principally practiced in a handful of organizations.
However, more and more organizations are waking up to its
importance, and assigning the related tasks at Vice President
(HR) levels.

Span of HRM
HRM relates to functions specific to human beings in an
organization, as well as some traditionally attached/assigned
functions
to
such
a
wing.
These
are:HR planning job analysis, description and specification.
Recruitmen, Selection, Orientation, Training, Development,
Performance appraisal and promotion, Compensation and
motivation,
Transfer, Demotion and separation
In Industrial Relations, traditionally and additionally the functions
13

carried out by the 'Personnel' department includes - Law cell,

Welfare, Medical, Vigilance (now separated as General
Administration), Participation in Management, Union

FUTURE OF HR MANAGEMENT IN INDIAN SCENARIO:

HR should not be defined by what it does but by what it delivers

results that enrich the organizations value to customers,
investors and employees. David Ulrich
HR has been at the proverbial crossroads for far too long. Walking
the fine line between demonstrating strategic value and providing
traditional HR services, the industry remains stuck, as the
business environment around it grows increasingly global and
complex. Its a known fact that the pressure on organizations to
excel, has resulted in organizational introspection to identify the
keys to excellence and developing HR is one such key. The
emergence of the global economy, over capacity in many
industries, monumental improvements in the power of computers
and telecommunication tools, and the emergence of the
14

knowledge economy are among the forces that are resulting in

fundamental change in the design of HR arena of activities. A
whole constellation of organizational features vertical
integration, managerial control, stability and twoway loyalty
between organization and employee, that fit in a benevolent,
relatively stable environment are giving way to new
organizational designs for competitiveness, flexibility, continuous
improvement, and selfmanagement.
In traditional bureaucratic organizations, human resource
professionals have, for decades, created and administered the
systems, career development, training, selection and rewards
that define the key parameters of the stage on which employees
have enacted roles and careers. The human resource function
added value by creating systems that produced bureaucratically
correct behaviour as well as the predictable and orderly
development of people and their careers. Not surprisingly, it
gained a reputation as the bastion of the status quo.But the era
of traditional bureaucratic organizations is over stability needs to
be replaced by change, innovation and new organizational
designs. This fact represents both a major threat and a major
opportunity for the human resource function.

Old Myths and New Realities

Old Myths

New Realities

People go into HR
because they like
People

HR departments are not designed to provide

corporate
therapy or as
social or healthhappiness retreats. HR
professionals mu
create the
practices that make employees more
competitive, not m
comfortable.
15

Anyone can do
HR

HR activities are based on theory and

research. HR
professionals must master both theory and
practice.

HR deals with
the soft side of
business and is
therefore

The impact of HR practices on business results

can and

not accountable
HR focuses on
costs, which
cannot
be
controlled

HRs job is to be
the policy police
and the healthandhappiness
patrol

must be
measured. HR professionals must learn how to
translate
their work into financial performance.
HR practices must create value by increasing
intellectual
capital within
the firm. HR professionals must add value, not
reduce c
The HR function does not own compliance,
managers d
HR practices
do not exist to make employees happy but to
help them
Become
committed. HR professionals must help
managers comm
Employees
and administer policies.

The root of all these myths lie in the way, HR has been perceived
by top line executives as advocates and by shop floor workers
as managements stooge. It is the prerogative of the HR
professionals to remove these misconceptions by acting as a vital
link between the strategic and operational functions in an
organization. Thus, if an organization has chosen to invest in an
HR department as part of its strategy to deal with the human
16

issues of the enterprise, it should also make sure that the HR

department has a business plan to achieve the same. This HR
business plan sets out the vision, strategy, priorities, core
capabilities, and required competencies of the HR department.
Through appraisal of the plan the firms executives can assess
and measure whether or not they are getting an appropriate
return from their investment in HR department. The HR business
plan should certainly be supportive of the business human
resources. The key word here is investment, not expenditure or
cost.

17

CHAPTER-2
COMPANY PROFILE

C&S Electric Ltd. is amongst the leading suppliers of electrical

equipment in India and is Indias largest exporter of industrial
switchgear. Its wide range of electrical and electronic products
find application in power generation, distribution, control,
protection and final consumption. C&S Electric is amongst the
top 4 players in the LV switchgear business & the market leader
in the Power Busbar Business. In addition the company also has
product offerings for MV switchgear, Energy Efficient Lighting
solutions and Diesel Generating Sets. C&S Electric along with
Solar EPC business, also has an electrical contracting business
which performs turnkey solutions for industrial and commercial
electrification, substations and power plants. C&S Electric was
also the 2nd company in India to design and execute a grid
connected solar PV power plant in India.
The business operations of C&S Electric are divided in the
following strategic business units (SBUs).

LV Switchgear SBU

Power Busbar SBU

Protection and Measurement

Devices SBU

Lighting & Wiring Accessories SBU

MV Switchgear SBU

Diesel Gensets
18

Electrical EPC SBU

Solar EPC SBU

C&S employs over 4000 people including 400 engineers, and has
17 state-of-the art manufacturing plants in India, Belgium &
China. It has 23 sales/marketing offices across India and its
products are exported to 83 countries. C&S Electric also has
several joint venture companies.

OUR VISION

C&S shall be the most trusted, respected and preferred brand,

for electrical and electronic equipment that finds application in
power generation, distribution, control and final consumption.
In its major businesses C&S shall not only command a domestic
market share ranging from 12% to 50% or more, but be known
widely as the company closest to its customers
C&S products shall be used to manage power in Indias biggest
industries, in its highest buildings, in its most critical
infrastructure and in millions of its homes.
The C&S name shall be recognized widely as a benchmark, and
shall serve as a role model and an inspiration to other Indian
engineering products companies.
C&S shall be cited as a company that played an important role in
making Made in India a label that is trusted and respected the
world over

OUR MISSION

To create a unique alchemy of outstanding products, operational

excellence, path breaking customer service, and compelling
marketing.
To create and relish a vibrant workplace where employees are
empowered, cared for, developed, and most of all, provided
unlimited opportunity to discover their full potential.

19

To continuously enhance our core technologies, and develop new

world class technologies and products to expand our offering to
customers.
To consolidate and strengthen our position as Indias largest
exporter of Industrial power distribution and control equipment.
To earn a healthy return on investment for the shareholders.
To everyday experience, the sheer joy of delighting our internal
and external customers, and to relish the thrill of participation in
Indias infrastructure boom.

OUR VALUES

STRETCH FOR YOUR CUSTOMER

Fully understand and fulfill needs of internal and external
customers
Do not tolerate mediocrity. Stretch, Excel and Exceed
BE FRANK, BE HONEST
Be frank, fair and non-political and expect the same treatment
for yourself
Do not be afraid of conflict, when it is required and is just
BE OBSESSED WITH QUALITY
Display attention to quality every single day, from the very top
down, and from the bottom up
Remember and teach that small things lead to perfection, but
perfection is not a small thing
WORK HARD, SMART & SWIFT
Nurture a culture of tenacity, perseverance and sheer hard work
Be innovative
Opportunities to innovate are everywhere, everyday. Grab them

Take responsibility for your own agenda and priorities

Take some risks. If you are not making mistakes, you are not
trying hard enough
SUCCEED AS A TEAM AND AS AN INDIVIDUAL
Strike a balance between people and task orientation

Empower and delegate, but don't over delegate

DISCOVER YOUR STRENGTHS & THOSE OF OTHERS
While we are bonded by shared values we must encourage and
respect rich diversity in skills, experiences, knowledge, talents
20

and personal styles

Success comes more from exploiting strengths than from
overcoming weaknesses

JOINT VENTURES

C&S Himoinsa (P) Ltd., a 50:50 joint venture company of C&S

Electric Ltd., India and Himoinsa, S.L. Murcia Spain, is the
pioneer of Silent DG sets in India.
C&S Electric is the India's leading electrical and electronic
equipment manufacturer & largest exporter of switchgear
products. Himoinsa is a renowned name worldwide in
generating sets with more than 60% production being
exported across the globe, its installed annual capacity is
21

60,000 DG sets of ratings 6~2500kVA.

C&S Himoinsa manufactures environment friendly generating
sets from 10~2000kVA, suitable for small & medium
Industries, Rice Mills, Cold storages, Stone Crushers, Railways,
Defence, Telecom, IT Segment, Hospitals, Clinics, Schools,
Colleges, Cinema Halls, Shopping Malls, Residential
Apartments etc.

DG Set Range:

Generating sets with Ashok Leyland powered engine series

10~500kVA
Generating sets with Volvo Penta powered engine series
600~625kVA
Generating sets with Perkins powered engine series
750~2000kVA

Salient Features:

Silent DG sets

Fuel efficient

International design

Environmental friendly

Low maintenance cost

MEDIUM VOLTAGE SWITCHGEAR

22

3.6kV to 36kV Air Insulated Switchgear

12kV & 24kV SF6 Insulated Ring Main Units

Medium Voltage Switchgear products are manufactured in stateof-the-art production facility set up at Greater Noida in National
Capital Region.
MV Switchgear products find use in growing market for Medium
Voltage Switchgear in India, both for primary and secondary
distribution segments. Primary distribution switchgear are used
in power plants and heavy industries likewise, secondary
distribution switchgear are used in light industries and
distribution network of power utilities and real estate projects.
It would be worthwhile to state that we are one of the leading
suppliers of 11kV & 22kV Ring Main Units to various power
utilities in India and are contributing in big way to strengthen the
power distribution network in various states in India.

23

Unrivalled product range, Unmatched quality, Unbeatable

services RS Components & Controls (India) Ltd. formed in 1994 is
an Indo-British joint venture between RS Components of U.K. and
the Controls & Switchgear Group of India. RS Components is the
reputed global leader for distribution of the widest range of
Industrial products to Research & Development, Maintenance
and Prototype development engineers in all types of business
around the world. RS is the single source of over 2,00,000
products from 2000 leading supplier brands, for 1.8 million
customers worldwide.
It fulfills small volume needs for a wide range of electrical,
electronic, mechanical, test & measurement and automation
products. Through catalogues, e-commerce and CD-ROMs, RS
offers high service distribution for all small volume purchases of
industrial and technical products.

Over 200,000 quality products

2000 leading brand names

Free door delivery within 48 hours (from Indian Stocks) & 7 days
(from International Warehouses)
RS Branch network-18 Key locations across India

24

Free technical support

30,000 technical datasheet

12 Months warranty

Free 2000 page coloured catalogue - the engineers encyclopedia

Simple products selection by catalogue or online

Fast ordering options - by Phone / Fax / E-mail / online

No minimum order value

MARKET SERVED

Indu
stry
Pow
er
Pape
r

Buil
ding
s
IT
Park
s
Hosp
itals

Petroc
hemica
l
F&B

Hotels

Group
Housin
g

Infr
astr
uctu
re
25

Me
tal
s
Ot
he
rs

Ot
he
rs

Rail
way
Wate
r

OEMs
Material
Handling
Lifts

Teleco
m
Airport
s

Ot
he
rs

Compressors
Telecom
Power
Supplies

Homes
Apartments
Villas

26

Machine
Tools
Others

27

PAST, PRESENT, FUTURE

1966

1967

Control
Panels
for
Cranes
&
Lifts, Steel &
Petrochemic
als Industry,
Sugar
Centrifuges
and
sophisticate
d
Machine
Tools.
Manufacture
of Line up
Terminal
Blocks, Push
Buttons
&
Pilot Lamps;

196
8

Manufacture of Automatic &

Synchronized Road Traffic Signals
and Systems;

197
0

Manufacture of Shock hardened

Marine Switchgear Panels and
Components for the firstLeander
class warship manufactured in
India at MDL-Bombay;

197
2

Manufacture of Motor & Power

Control Centres for thermal,
nuclear
and
hydro
electric
power stations duly tested and
approved by CPRI;

197
4

Manufacture of Fully Drawout

Motor & Power Control Centres for
thermal, nuclear and hydro power
stations duly tested and approved
by
CPRI;
Telephone Relays for the entire
telephone network in addition to
28

ITI-Bangalore.
198
0

Manufacture of Medium Voltage

Isolated and Segregated busbars
and busducts for thermal, hydro
& nuclear power plants from 250
MW 1000 MW. Today, C&S is the
largest manufacturer of such
equipment in India and 2nd
largest in the world.

1982

Manufacture of full range of Air Circuit

Breakers from 630A 6300A under
technical collaboration with Terasaki of
Japan;
Introduction
with
first
complete
switchgear package supplied, erected
and commissioned by C&S to NTPCs
Farrakha Super Thermal Power Project;

1983

Manufacture of full range of Modular

Switches, Switch Fuse Units and Load
Break Switches and Fuses under
technical collaboration with Stromberg
of Finland;

198
4

Manufacture of complete world class range of

Contactors, Motor Starters, Push Buttons, Pilot
Lamps in joint venture originally with
Telemecanique-France. Now on our own with
exports worldwide.

199
0

Manufacture of full range of 500g Shock

Hardened Circuit Breakers and Switch Boards
for the 1st Nuclear Submarine of the Indian
Navy under technical collaboration with Whipp
& Borne, U.K;

199
1

Manufacture of full range of Protection Relays

and Relay Panels originally in joint venture with
SEG-Germany. Now on our own;

199
3
201
0

Manufacture of full range of world class

Terminal Blocks and accessories with WAGOGermany;

29

199
4 200
5

Manufacture of full range of Brushless

Alternators from 7.5 KVA to 5000 KVA in joint
venture with AVK-Germany;

200
3

Manufacture of full range of Packaged Sound

Proof Diesel Gensets from 7.5 KVA 2500 KVA
in joint venture with Himoinsa of Spain;

200
4

Manufacture of Comprehensive range of world

class Lighting Accessories, Modular Switches,
Plugs & Sockets etc. originally in joint venture
with GEWISS-Italy. Now on our own.

200
7

Manufacture of full range of Medium Voltage

Switchgear,
Circuit
Breakers,
RMUs
&
Switchboards in joint venture with EFACEC of
Portugal.

201
1

Entry into Solar power by successfully installing

and synchronizing our own 1 MW PV Solar
Power Plant in the State of Haryana thereby
providing C&S an excellent base to tap the
Solar Power plants EPC Business portfolio in the
domain of clean energy in the future. In this
year, C&S acquired Netherland based Etacom,
with this acquisition C&S Electric offers the
widest range of Power Busbars amongst any
manufacturer in the world.

201
4

Acquires 50% shareholding of Efacec in Medium

Voltage joint venture and merged the business
into the main C&S Electric Limited entity.

30

CSR & EHS

Save Carbon Foot Print
Just reducing AC temperature by 20 will help in saving a lot of
carbon footprint. Reducing temperature will help in saving
energy & reducing your electricity bill.

31

World Environment Day

World Environment Day is commemorated every year on June 5
to promote awareness on the importance of preserving our
biodiversity. It also aims to identify issues related to environment
and ways to take corrective action. All the employees of C&S
32

took pledge to give back to Mother Nature. Programs were

conducted at factories, offices & Project (EPC) sites of C&S
Electric Limited.

PRODUCTS AND SOLUTIONS OF C&S ELECTRIC:

33

1.)

SWITCHGEAR & PROTECTION AND MEASUREMENT DEVICE

Power Distribution Components

Power Control Components
Final Power Distribution Components
Low Voltage Panels
Protection and Measurement Devices

2.) POWER BUSBAR BUSINESS

BUSTRUNKING
Busducts Division
Betobar-Cast Resin Insulated Busway System
Package Sub-Station

3.) LIGHTING & WIRING ACCESSORIES DIVISION

4.) MEDIUM VOLTAGE SWITCHGEAR
5.) SOLAR PV POWER DIVISION
6.) ELECTRICAL EPC DIVISION

34

CHAPTER-3
ANALYSIS

STATUTORY COMPLIANCES
1. POLLUTION CONTROL
a.) COVERING LETTER: Covering letter is basically a letter in which
company mentions what all documents its attaching inside, and
taking approval on that letter.
b.)

FORM V, RULE-14

#FORM V- EXAMPLE
FORM OF APPLICATION FOR GRANT/RENEWAL OF REGISTRATION
OF INDUSTRIAL UNITS
POSSESSING
ENVIRONMENTALLY
SOUND
MANAGEMENT
FACILITIES FOR
REPROCESSING/RECYCLING
{To be submitted to the Central Pollution Control Board in
triplicate by the Re-processor/Recycler}

35

4.

6.

Name
and
Address of the
unit
:
Name of the
occupier
or
owner of the
unit
with
designation,
Tel / Fax:
Date
of
commissioning
of the unit :
No. of workers
(
including
contract
labourers )

Consent Validity

Product
Manufactured
during the last
three
years
(Tonnes / Year )

a) Water (Prevention & Control of

Pollution)
Act, 1974 valid up
to
b) Air (Prevention & Control of
Pollution) Act, 1981 valid up
to
Y
N
Quantity
e
a
in
Metric
a
m
Tonnes or KL
r
e
o
f
t
h
e
36

7.

Raw
material
consumption
during last three
years
(Tonnes/
year)

Y
e
a
r

P
r
o
d
u
c
t
a
)
b
)
c
)
N
a
m
e
o
f
t
h
e
R
a
w
M
a
t
e
r
i
a
l
c
o
n
s
u

37

Quantity
in
Metric
Tonnes or KL

m
e
d
a
)
b
)
c
)
8.

Manufacturing
Process

9.

Water
Consumption

10

Water Cess paid

up to (date)
Waste
water
generation
as
per
consent...
m3/day
Waste
water
treatment
(provide
flow
diagram of the
treatment
scheme )

11

12

13

Waste
water
discharge

14.

Air
Pollution
Control

Please
attach
manufacturing
process flow diagram for each
product (s)
Industrial
m3/
day
Domestic..m3/da
y
..
Industrial/Domestic
Actualm3/day (avg.
months)

of last 3

Industrial
Domestic

Quantity.
m3/day
Location

Analysis of treated waste water for

parameters such as pH, BOD, COD,
SS, O&G and any other as stipulated
by the SPCB/PCC ( attach details)

38

a. Flow diagram for

emission control
system
(s)
installed
for
each
process
unit,
utilities
etc.
b.
Details of
facilities
provided control
of
fugitive
emission due to
material
handling,
process, utilities
etc.
c.
Fuel
consumption

Na
me
of
fuel
a)
b)

39

Quantity
per
Day/Month :

d.

Stack emission
monitoring
results

S
t
a
c
k

Emissions (for SPM,

SO2, NOx and Metals
(like Pb etc.) in
particulates
in
3
mg/Nm

a
t
t
a
c
h
e
d
t
o
:

e.
Ambient
air quality

A
m
b
i
e
n
t
a
i
r
q
u
a
l
i
t
y
l
40

Parameters
(SPM,
SO2, NOx,
Pb, any other ) in g/
m3

o
c
a
t
i
o
n
:

15.

Hazardous
waste
management
:
a.
Waste
generation
:

S.
No
.

b.

Details on
collection
,
treatment
and
transport
:
c. Disposal
(i)
Please
attach Details of
the
disposal
facilities

41

N
a
m
e

C
a
t
e
g
o
r
y

Quantity
(
last
3
years)

16.

17

18

(ii)
Please
attach analysis
report
of
characterisation
of
hazardous
waste
generated
(including
leachate test if
applicable)
Details
of
hazardous
wastes proposed
to be acquired
through
sale/negotiation/
contract
or
import as the
case may be for
use as raw
material.
Occupational
safety
and
Health aspects

1. Name
2. Quantity required per year
3.
Waste listing & No. in Annex VIII
(List A)/
Annex IX (List B) of Basel
Convention (BC)
4. Hazard Characteristic as per Annex
III of BC

Please provide details of facilities

provided

Remarks
(i)
whether
industry
has
provided
adequate
pollution control
system/
equipment
to
meet
the
standards
of
emission/effluen
t.

Yes / No

42

19

20

(ii) whether HW
collection
and
Treatment
,
Storage
and
Disposal Facility
(TSDF)
are
operating
satisfactorily.
(iii)Whether
conditions exists
or
likely
to
exists of the
hazardous
waste
being
handled
/processed
of
posing
immediate
or
delayed adverse
impacts on the
Environment.
(iv)
Whether
conditions exists
or is likely to
exists of the
wastes
being
handled
/
processed
by
any
means
capable
of
yielding another
material eg ,
leachate which
may
possess
eco-toxicity.
Any
other
Information
i)
ii)
iii)
List
of
enclosures
as

Yes / No

Yes / No

Yes / No

43

per rule

Date:.............
signature:
Place:...........
Designation:

c.)CCA-CONSOLIDATED CONSENT AND AUTHORIZATION

#CONSENT:- It is basically an application received status and
the other documents attached as well.
#AUTHORIZATION:- In which the company mentions that what
is the quantity of the hazardous/waste/bio-medical products
using by the company.

d.)
WORKING CAPITAL REPORT
e.)
BALANCE SHEET
f.) PROFIT & LOSS STATEMENT
# Working capital report, balance sheet and profit & loss
statements should be Chartered accountant certified.

2. FACTORY LICENSE RENEWAL

a.) Covering letter
b.) Form I
c.) Annexure to form I ( RULE 17(1))
d.) Challan (original), sec.43A(1)
e.) Original factory license (Form-3, rule-7)
f.) Form 4B (renewal)
44

g.) Form 4A (Notice for the change of manager in the organization)

3. FACTORY ACT RETURN

a.) Covering letter
b.) Form 21 (annual return)
c.) Form-D
d.) Form of maternity benefit act (schedule-II)
e.) Form-III (minimum wages act, rule 21 (4A))
f.) Form L
g.) Form M
h.) Form N
i.) Form O
j.) Form 22 (half yearly return, sec.110 (120))
k.) Form IV
l.) Form C

4. EMPLOYMENT EXCHANGE
a.) Covering letter
b.) ER-I (employment return which is paid quarterly)
c.) ER-II (paid once in 5 years)
5. FIRE DEPARTMENT
It comes under company insurances. It is one of the insurance
under which an organization secures itself from the
mishappenings because of fire etc.

45

 ATTENDANCE MANAGEMENT:
Attendance management is important to every single
organisation, it can determine whether or not a business will be
successful in the future. Businesses will have to keep a track of
employees, this being their main concern and a lot of other
things. Monitoring attendance helps in the long term for a
business, as an employer will be able to tell which employees
arrive early, which arrive late and who has the most absences
without any valid reason. This could help an employer in deciding
which employees are most suitable to work in the business,
having employees who arrive to work on time means that the
day-to-day tasks of the organisation will be fulfilled. Employees
within an organisation should know about their employers
attendance and absence policy, so that they are aware of what is
required of them. Attendance management is also a health and
safety procedure something in which that has to be carried out. It
is important because in case of an emergency that was to arise
in a workplace like a fire, then if they register in the company
they will know how many people are inside a building. It is
important to manage a set of workforce as it can lead to higher
profits as well as an increase in productivity. If you have a look on
the other side of what will happen if a business does not manage
their attendance, it will mean that they will have no sort of
information to look back on in case if it is needed in the future.
They also will not be able to keep a track on their employees on
a day-to-day basis which means there is no leadership in place.

46

HOW TO MONITOR ATTENDANCE

There are many ways in which an organization can monitor
attendance. This will vary from business to business, some may
just use an attendance sheet, some may use online and recently
a lot of businesses have been using finger print recognition
which can be very reliable. Each will have their own positive and
negative. Nowadays everything is done through technology, over
the last couple of decades technology has vastly improved
leading it to be used by many businesses. Businesses can
monitor attendance the simple way by having a sign in sheet
which can be very quick and convenient, but however this
system could be outdated in a business organization and can
easily get lost. Using an online register or using a programme
can help a business in the broader context.

If an employer has an online register he/she can bring up the

past and current attendance information about each individual
employee. This can be looked into detail if the employer wanted
to. Another point about an online register is that it cant get lost
as you can have many saved copies of it and it is convenient you
can bring it up whenever you log into an account. One piece of
software that employers tend to use which is called Celayix
gives employers real time alert to display employee activity.

Rewarding employees with good attendance

Rewarding employees with good attendance both relate. Having

an online register as I have already mentioned is a good way of
47

an employer to check up on their employees. Some employers

may choose to reward an individual employee because they have
very good attendance or could be something else. A lot of
businesses have reward system in place based on attendance
this is because it motivates staff as well as if employees turn up
on time it will save the business a lot of money, absences cause
businesses to lose money. An example of this is Royal mail they
were giving out free cards and vouchers to their employees with
the highest attendance. Royal mail reported that attendance
levels have risen 11% - 1,000 workers a day - since it was
launched last August.

BILL CLEARANCE MANAGEMENT

Billing Management is a flexible, activity-based warehouse billing

software solution that automates labor-intensive processes
typically associated with billing management. The system
records activities such as receiving, put away, replenishment,
pick/pack, weighing, storage, loading, cycle and physical
counting in real time, and then develops invoices using rules and
charges that are customized for each client. So no matter where
an order is filled, billing is centralized, customized and accurate.
48

Billing Management also provides dynamic cost analysis that

captures activities and their associated costs, and then
determines which processes, products, customers and suppliers
contribute most to the bottom line. This cost-analysis feature lets
you evaluate and compare the actual costsand opportunity
costsof service by client, partner or line of business.
Billing Management receives input from standard data feeds via
industry-leading Distribution Management solutions, as well as
other third-party warehouse management systems.

Key features of our warehouse billing software include:

o Client, activity and rule configuration

o Transactional and storage billing engines that can be automated
or manually initiated
o Audit capabilitiespre-invoice review, charge adjustments and
grant discounts
o Invoice generation and printing

EMPLOYEE ENGAGEMENT
EMPLOYEE ENGAGEMENT is a property of the relationship
between an organization and its employees. An "engaged
employee" is one who is fully absorbed by and enthusiastic about
49

their work and so takes positive action to further the

organization's reputation and interests.
William Kahn provided the first formal definition of employee
engagement as "the harnessing of organization members' selves
to their work roles; in engagement, people employ and express
themselves physically, cognitively, and emotionally during role
performances, (1990).
Employee engagement is a workplace approach designed to
ensure that employees are committed to their organizations
goals and values, motivated to contribute to organizational
success, and are able at the same time to enhance their own
sense of well-being.

TEN CS OF EMPLOYEE ENGAGEMENT

How can leaders engage employees heads, hearts, and hands?
The literature offers several avenues for action; we summarize
these as the Ten Cs of employee engagement.
1

CONNECT

2
3

CAREER
CLARITY

7
8

CONVEY

CONGRATU
LATE

1
0

COMPONENTS OF EMPLOYEE ENGAGEMENT

50

CONTRIBU
TE
CONTROL
COLLABO
RATE
CREDIBILI
TY
CONFIDEN
CE

There are two primary factors that drive employee engagement.

These factors are based on statistical analysis and widely
supported by industry research:
Engagement with The Organization
Engagement with "My Manager
Beyond Engagement
Strategic Alignment
Competency

PERFORMANCE
COMPETENCY

ENGAGEMENT

ALIGNMENT

Engageme
nt
Engag
ed
Inbetween
Disengaged

Organizati
on
49 %

Managers

35

25

17

43

Alignment

Strategic

Competenc
y
Feedback:
360

Aligne

57

In-

31

between
Notaligned

12

32

T -Score: 48

51

HOW IS EMPLOYEE ENGAGEMENT MEASURED?

Employee engagement is typically measured using an employee
engagement survey that has been developed specifically for this
purpose. Employee engagement surveys must be statistically
validated and benchmarked against other organizations if they
are going to provide useful results. Without these things, it is
difficult to know what you are measuring and whether the results
are good or bad.

Measuring employee engagement is a smart business

strategy to improve productivity and attain business objectives.
It allows the organization to track progress, or slippage, and
determine what gaps exist in terms of organizational
engagement, attendance and retention, motivation and
aspirations. A recent article from the SHRM Foundation highlights
common themes of how companies measure engagement.

52

 PAYROLL MANAGEMENT
BASIC (Minimum wage + D.A)

1100
0
4400
800
1011
9

HRA
CONVEYANCE ALLOWANCE
SPECIAL ALLOWANCE

MONTHLY ALLOWANCE (A)

2631
9

LTA
MEDICAL
PF
ESIC
BONUS
GRATUITY

916
916
1320
193
0
529

MONTHLY ALLOWANCE (B)

3874

TOTAL
(A+B)

3019
3

MONTHLY

SALARY

ANNUAL CTC

3623
16

SALARY STRUCTURE

53

Explanation of the terms:

1.) Basic (Minimum wage rate + D.A)
2.) D.A depends from organization to organization, But the
organizations which provides D.A; it is usually included in the
basic itself.
3.) HRA= 40% of the basic
4.) Conveyance allowance- is fixed for almost all the private
company and is usually Rs.800.
5.) Special allowance are flexible
6.) LTA- Leave travelling allowance 8.33 %
7.) Medical is also 8.33%

8.) Employee Provident Fund

EPF is 12% of the basic salary from an employee
The total EPF =25.36 %
12% from employees basic salary deduction
12% addition from employer side
And 1.36 is admin charges
9.) ESIC
1.75% deductions from basic salary of an employee
The total ESIC =6.5%
1.75=from employee side
And 4.75 from employer side
10.)
Bonus is 20% of the minimum basic pay on the basis of
3500-minimum and
10000-maximum
If the salary is less than 3500 or more than 10000 the employee
is not eligible for bonus.
11.)

Gratuity is 4.81 %
54

 The payroll increases twice in a year through govt. itself.

a.) In august, which starts from the September salary
b.) And next in February, which starts from the March salary.
Types of labors and the current wage rate as per their category:
a.) Un-skilled
6928
b.) Semi-skilled
7655
c.) Skilled
8494

CALCULATION OF SALARY
B
a
s
i
c

N
o
.

N
o
.

o
f

o
f

+
D
.
A

w
o
r
k
i
n
g

p
r
e
s
e
n
t

d
a
y
s

d
a
y
s

E
a
r
n

T
o
t
a
l

b
a
s
i
c

o
v
e
r
t
i
m
e
(
i
n
h
r
s
)

55

E
a
r
n
O
T

T
o
t
a
l
e
a
r
n
i
n
g

E
P
F

E
S
I
C

T
o
t
a
l

d
e
d
u
c
t
i
o
n
s

7
2
0
0

2
6

2
5

6
9
2
3

2
5

8
6
5

7
7
8
8

8
3
0

In case of contractual labor the working days are 26, in case of

permanent workers its 30/31 days.
In case of permanent workers D.A is not included, it is replaced
by special allowances.
Earn basic= Basic + D.A /No. of working days*No. of present
days

Earn Overtime=

Total earnings= Earn Basic + Earn Overtime

EPF=Earn Basic*12%
ESIC=Total Earning * 1.75%
Total Deductions=EPF+ESIC
Total in hand=Total Earning-Total Deductions

LIMIT OF EPF and ESIC:

If the salary exceeds rs.15000, there is no need to deduct EPF
and ESIC

Basic + D.A / no. of working days

Total
No of hours extra hours working per day

56

1
3
6

9
6
6

LABOUR TURNOVER
The ratio of
the
number
of employees that
leave
a company through attrition, dismissal, or resignation during
a period to the number of employees on payroll during the same
period.

Turnover
In human resources context, turnover is the act of replacing an
employee with a new employee. Partings between organizations
and employees consist of retirements, deaths, interagency
transfers, and resignations. An organizations turnover is
measured as a percentage rate which is called, Turnover Rate.
Turnover rate is the percentage of employees in a workforce that
leave during a certain period of time. Organizations and
industries as a whole measure their turnover rate during a fiscal
year or calendar year.
There are four types of turnovers:
Voluntary, is the first type of turnover, which is when an
employee self- willingly makes the decision to leave the
organization. Voluntary turnover could be a result of a better job
offering, staff conflict, and lack of opportunities in career
advancement.
57

The second type of turnover is Involuntary, this occurs when

the employer makes the decision to discharge an employee and
the employee unwillingly leaves his or her position. Involuntary
turnover could be a result of poor performance or staff conflict.
The third type of turnover is Functional, which occurs when a
low performing employee leaves the organization. Functional
turnover reduces the amount of paper work a company must
prepare in order to get rid of an inadequate employee. Instead of
having to go through difficulty of proving the fact that an
employee is useless to the organization, the company simply
respects his or her own decision to leave.
The fourth type of turnover is called Dysfunctional; it is when a
high performing employee leaves the organization. Dysfunctional
turnover can really cost an organization, and could be as a result
of a better job offering or no opportunities in career
advancement. Too much turnover is not only costly, but it can
also give an organization a bad reputation. Although there is
good turnover, and happens when an organization has found a
better fit with a new employee in a certain position.
Good turnover could also transpire when an employee has
outgrown opportunities in a certain organization and must move
on in his or her career in a new organization.

What Are the Causes of High Labor Turnover Rate?

High labor turnover can be attributed to a number of factors,

from issues with pay scales to conflicts with company
management. Despite these causes, it is important to reduce
high turnover because it reflects poorly on the company's image.
Moreover, high turnover can make it difficult to recruit new
talent. Once you find the causes of high turnover in your
company, take swift action to reverse course so that turnover
doesn't affect productivity or the company's bottom line.
58

Identification
High labor turnover rates are characterized by the "movement of
workers in and out of employment," states the Economic History
Association. This movement is measured by the number of
employees with a particular company who quit, are laid off or are
otherwise terminated from their positions. This rate is
determined by how many employees in every 100 separate from
the company.

Resolutions
Poll staffers and find out why there is such a high rate of
turnover; perhaps your company's rate of pay is not competitive
versus other organizations in the same industry. Perhaps your
management techniques are less professionally nurturing and
more uncompromising. Maintain an open door policy for upper
management and encourage employees to come in -- without
consequence -- and discuss issues they are having with the
company as a whole. If you can get them to talk, you will get a
great deal of feedback regarding causes of high turnover in your
organization.
Considerations
While it is important to do what you can as an organization to
avoid high labor turnover, you also have to consider your
company as a whole. The last thing you want is for your
employees -- despite the fact that they are your most valuable
company asset -- to influence company policy based on past
turnover rates and threats to quit.
Generate policy based on what is best for the clients or
customers you serve and what is in the best interest of your
company in terms of growth, financials and your industry profile.
Costs

59

When accounting for the costs (both real costs, such as time
taken to select and recruit a replacement, and also opportunity
costs, such as lost productivity), the cost of employee turnover to
for-profit organizations has been estimated to be between 30%
(the figure used by the American Management Association) to
upwards
of
150%
of
the
employees'
remuneration
package. There are both direct and indirect costs. Direct costs
relate to the leaving costs, replacement costs and transitions
costs, and indirect costs relate to the loss of production, reduced
performance levels, unnecessary overtime and low morale. The
true cost of turnover is going to depend on a number of variables
including ease or difficulty in filling the position and the nature of
the job itself. Estimating the costs of turnover within an
organization can be a worthwhile exercise, especially since
turnover costs are unlikely to appear in an organizations
balance sheets. Some of the direct costs can be readily
calculated, while the indirect costs can often be more difficult to
determine and may require educated guesses. Nevertheless,
calculating even a rough idea of the total expenses relating to
turnover can spur action planning within an organization to
improve the work environment and reduce turnover. Surveying
employees at the time they leave an organization can also be an
effective approach to understanding the drivers of turnover
within a particular organization.

Internal versus external

Like recruitment, turnover can be classified as "internal" or
"external". Internal turnover involves employees leaving their
current positions and taking new positions within the same
organization. Both positive and negative effects of internal
turnover exist, and therefore, it may be equally important to
monitor this form of turnover as it is to monitor its external
counterpart. Internal turnover might be moderated and
controlled by typical HR mechanisms, such as an internal
recruitment policy or formal succession planning.

Skilled vs. unskilled employees

60

Unskilled positions often have high turnover, and employees can

generally
be
replaced
without
the
organization
or business incurring any loss of performance. The ease of
replacing these employees provides little incentive to employers
to offer generous employment contracts; conversely, contracts
may strongly favour the employer and lead to increased turnover
as employees seek, and eventually find, more favorable
employment.

Voluntary versus involuntary

Practitioners can differentiate between instances of voluntary
turnover, initiated at the choice of the employee, and involuntary
turnover initiated by the employer due to poor performance or
reduction in force (RIF).
The US Bureau of Labor Statistics uses the term "Quits" to mean
voluntary turnover and "Total Separations" for the combination of
voluntary and involuntary turnover.

Calculation
Labour turnover is equal to the number of employees leaving,
divided by the average total number of employees, multiplied by
100% (in order to give a percentage value). The number of
employees leaving and the total number of employees are
measured over one calendar year.

Where:
NELDY = Number of Employees who Left During the Year
NEBY = Number of Employees at the Beginning of the Year
NEEY = Number of Employees at the End of the Year
61

For example, at the start of the year a business had 40

employees, but during the year 9 staff resigned with 2 new hires,
thus leaving 33 staff members at the end of the year. Hence this
year's turnover is 25%. This is derived from, (9/
((40+33)/2))*100% = 25%.

TRAINING AND DEVELOPMENT PROGRAMS

Training and development is a function of human resource
management concerned with organizational activity aimed at
bettering the performance of individuals and groups in
organizational settings. It has been known by several names,
including "human resource development", and "learning and
development".
Practice
Training and development encompasses three main activities:
training, education, and development.

Training: This activity is both focused upon, and evaluated

against, the job that an individual currently holds.

62

Education: This activity focuses upon the jobs that an individual

may potentially hold in the future, and is evaluated against those
jobs.
Development: This activity focuses upon the activities that the
organization employing the individual, or that the individual is
part of, may partake in the future, and is almost impossible to
evaluate.
The "stakeholders" in training and development are categorized
into several classes. The sponsors of training and development
are senior managers. The clients of training and development are
business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who
actually undergo the processes. The facilitators are Human
Resource Management staff.

The conflicts that are the best part of career consequences are
those that take place between employees and their bosses. The
number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and
executive coach, Dr. John Hoover points out, "Tempting as it is,
nobody ever enhanced his or her career by making the boss look
stupid." Training an employee to get along well with authority
and with people who entertain diverse points of view is one of
the best guarantees of long-term success. Talent, knowledge,
and skill alone won't compensate for a sour relationship with a
superior, peer, or customer.

The employee training and development process

63

Learning happens all the time whether or not you are fully aware
of it. Are you a person who forgets to save your work on your
computer on a regular basis? If a power failure occurs and you
loose some data, do you learn anything? If you say to yourself, "I
must remember to save more often", you have done some
learning. This type of learning is called incidental learning; you
have learned without really thinking about it or meaning to. On
the other hand, intentional learning happens when you engage in
activities with an attitude of "what can I learn from this?"
Employee development requires you to approach everyday
activity with the intention of learning from what is going on
around you.

Who is responsible for employee training and

development?
Employee training is the responsibility of the organization.
Employee development is a shared responsibility of management
and the individual employee. The responsibility of management
is to provide the right resources and an environment that
supports the growth and development needs of the individual
employee.
For employee training and development to be successful,
management should:

Provide a well-crafted job description - it is the foundation upon

which employee training and development activities are built
Provide training required by employees to meet the basic
competencies for the job. This is usually the supervisor's
responsibility
Develop a good understanding of the knowledge, skills and
abilities that the organization will need in the future. What are
the long-term goals of the organization and what are the
implications of these goals for employee development? Share
this knowledge with staff
Look for learning opportunities in every-day activity. Was there
an incident with a client that everyone could learn from? Is there
a new government report with implications for the organization?
64

Explain the employee development process and encourage staff

to develop individual development plans
Support staff when they identify learning activities that make
them an asset to your organization both now and in the future

Individual development plan purpose

Set priorities for your career development

Identify goals that are mutually beneficial to you and your

employer
Select the best available activities and the resources needed to
help you achieve your goals
Set a timeline for achieving your goals

steps

Step 1 - Self-assessment
The employee identifies his or her skills, abilities, values,
strengths and weaknesses. To conduct a self-assessment:

Use the many self-assessment tools found on the internet

Compare your knowledge, skills and abilities to those identified

in your job description
Review performance assessments (performance assessments are
often used as the starting place for developing individual
development plans)
Ask for feedback from your supervisor

65

Step 2 - Assess your current position and your work

environment
The employee does an assessment of the requirement of his or
her position at the present time and how the requirements of the
position and/or organization may change. To conduct a position
assessment:

Identify the job requirements and performance expectations of

your current position
Identify the knowledge, skills and abilities that will enhance your
ability to perform your current job
Identify and assess the impact on your position of changes taking
place in the work environment such as changes in clients,
programs, services and technology.
Based on your analysis in Steps 1 and 2, use the
sample Individual Development Plan form to answer the following
questions:

What goals do you want to achieve in your career?

Which of these development goals are mutually beneficial to you

and your organization?

Step 3 - Identify development activities

Identify the best ways to achieve your development goals.

What methods will you use?

What resources will be required?

Step 4 - Put your plan in action

Once you have prepared a draft of your individual development
plan:
66

Review your plan with your supervisor for his or her input and
approval
Start working on your plan

Evaluate your progress and make adjustments as necessary

Celebrate your successes

Cost-effective
development

methods

for

employee

training

and

Employee training and development needs to suit your

organization's context, job descriptions, employment contracts
and collective agreements. When selecting employee training
and development methods, it is important to remember the
learning process. There are many ways to provide employees
with learning opportunities, including:

On-the-job experience

Committees
Conferences and forums
Critical incident notes
Field trips
Job aids
Job expanding
Job rotation
Job shadowing
Learning alerts
67

Peer-assisted learning
'Stretch' assignments
Special projects
Relationships and feedback
Coaching
Mentoring
Networking

Off-the-job learning

Courses offered by colleges or universities

Professional associations
Reading groups (also called learning circles or reading circles)
Self study

68

Critical Incident Reporting Template

Critic
al
incid
ent
Date
Description

What was done well (remember to identify successes):

What needs improvement (remember to provide

guidance):

Signature of manager:_______________

Training Evaluation Form Template

69

Please take a few minutes to complete this evaluation. Your

feedback is important to us as we seek to improve our training
activities. Thank you.
Your name:
Job title:
Training activity title:
Start date:
Please circle the numbers to mark questions 1 10.
1. The activity met the
slightly 1 2 3 4 5 6
stated objectives...
completely
2. The length of the
too short 1 2 3 4 5 6 too
activity was...
long
3.
Your
skill
development
during
hardly 1 2 3 4 5 6
the activity met your
completely
expectations...
4.
The
facilitator's
knowledge appeared
poor 1 2 3 4 5 6 excellent
to be...
5.
The
facilitator's
teaching
methods
poor 1 2 3 4 5 6 excellent
were...
6. The amount of
too low 1 2 3 4 5 6 too
practical/practice
high
sessions was...
7.
Your
level
of
confidence in using
low 1 2 3 4 5 6 high
your new skills is...
8. Rate the relevance
low 1 2 3 4 5 6 high
to your job...
9.
You
would
not at all 1 2 3 4 5 6
recommend
this
definitely
activity to others...
10.
The
facilities
poor 1 2 3 4 5 6 excellent
were...

70

Were you prepared for the activity? Did you have a briefing with
your manager?
What else would have been useful to know before you attended
this activity?

Please describe your feelings about the activity. Which parts

were handled well, which could be improved? (In this case, what
improvements?) Would you change the amount of time devoted
to any part of the activity? Would you increase or decrease
practical/practice sessions?

Is anything missing from the activity?

How will attending this activity help you in your everyday role?
Will it help you significantly improve your contribution to the
business?

Do you expect to have a debrief with your manager after the

activity to discuss your reactions to the activity? How will you
plan to reinforce what you have learned? What steps will you
take to use the new skills?

71

HUMAN RESOURCE PLANNING

Human resources planning is a process that identifies current

and future human resources needs for an organization to achieve
its goals. Human resources planning should serve as a link
between human resources management and the overall strategic
plan of an organization. Aging worker populations in most
western countries and growing demands for qualified workers in
developing economies have underscored the importance of
effective Human Resources Planning.
As defined by Bulla and Scott, human resource planning is the
process for ensuring that the human resource requirements of an
organization are identified and plans are made for satisfying
those requirements.[1] Reilly defined workforce planning as: A
process in which an organization attempts to estimate the
demand for labour and evaluate the size, nature and sources of
supply which will be required to meet the demand. [2] Human
resource planning includes creating an employer brand, retention
strategy,
absence
management
strategy,
flexibility
strategy, talent management strategy, recruitment and selection
strategy.

72

The planning processes of most best practice organizations not

only define what will be accomplished within a given time-frame,
but also the numbers and types of human resources that will be
needed to achieve the defined business goals.

Implementation stages
The following implementation stages are suggested for mid to
large organizations implementing competencies in support of
Strategic Human Resources Planning.

Stage 1
Short - Term HR Planning

Establish a Competency Architecture and Competency Dictionary

that will support Strategic Human Resource Planning.
73

For each group to be profiled, define the roles and career

streams to help identify current and future human resources
needs.
Determine how competencies will be integrated with the existing
HR Planning process and systems (e.g., Human Resource
Information Management systems; other computer-based tools,
for example forecasting models).

Stage 2

Build or revamp HR Planning tools, templates and processes to

incorporate elements as determined in Stage 1.
Train managers and / or facilitate corporate HR Planning process.
Continuously monitor and improve processes, tools and systems
to support HR Planning

Overarching policy, process and tools

Human Resource Information Management Infrastructure
Governance/accountability structure Organizations that have
effectively implemented competencies on a corporate-wide basis
have ensured that there is an appropriate project management,
governance and accountability framework in place to support the
development, maintenance and revision/updating of the
competency profiles to meet changing demands.

Process implementation stages

74

The following implementation stages are suggested for mid to

large organizations.

Stage 1

Identify the infrastructure and system requirements to support

full implementation (e.g., Human Resources Information
Management System; other on-line software tools needed to
support various CBM applications).
Develop the competency profiles.
Implement the competency profiles in a staged-way to
demonstrate benefits and create buy-in (e.g., as soon as profiles
for a group are developed, implement quickly within a low-risk
high-benefit planned application for the group).
Communicate success stories as competency profiles are
implemented.
Good for organization.

Stage 2

Develop, revise/update competency profiles to meet changing

demands.
Monitor and evaluate applications to ensure that they are
meeting organizational needs, and adjust programs/plans, as
needed, to meet evolving needs.

There are five HR strategies for meeting your organization's

needs in the future:
Restructuring strategies Training and development strategies
Recruitment strategies Outsourcing strategies Collaboration
strategies

Features of Human Resource Planning:

75

1. Well Defined Objectives

2. Determining Human Resource Reeds
3. Keeping Manpower Inventory
4. Adjusting Demand and Supply
5. Creating Proper Work Environment

Needs and Objectives of Human Resource Planning

Explained!

Need:
1. Replacement of Persons
2. Labour Turnover

3. Expansion Plans
4. Technological Changes
5. Assessing Future Requirements

Objectives of Human Resource Planning:

76

1. Making assessment human resource requirements for future

and making plans for recruitment and selection.
2. Assessing skill needs in future.
3. Determining
enterprise.

training

and

development

needs

of

the

4. To assess the surplus or shortage of human resources and

avoiding unnecessary dismissals.
5. To minimise imbalances caused due to non-availability of
human resources of right kind, right number in right time and at
the right place.
6. Ensuring optimum use of existing human resources in the
enterprise.
7. Keeping the enterprise ready to meet with the technological
development and modernisation.
8. Controlling wage and salary costs.
9. Ensuring higher labour productivity.
10. Ensuring career planning of every employee of the enterprise
and making succession programmes.

77

RECRUITMENT AND SELECTION

Recruitment is the process of identifying that the organisation
needs to employ someone up to the point at which application
forms for the post have arrived at the organisation. Selection
then consists of the processes involved in choosing from
applicants a suitable candidate to fill a post. Training consists of
a range of processes involved in making sure that job holders
have the right skills, knowledge and attitudes required to help
the organisation to achieve its objectives. Recruiting individuals
to fill particular posts within a business can be done either
internally by recruitment within the firm, or externally by
recruiting people from outside.

The advantages of internal recruitment are that:

-Considerable savings can be made. Individuals with inside

knowledge of how a business operates will need shorter periods
of training and time for 'fitting in'.

-The organisation is unlikely to be greatly 'disrupted' by someone

who is used to working with others in the organisation.

-Internal promotion acts as an incentive to all staff to work

harder within the organisation.
78

-From the firm's point of view, the strengths and weaknesses of

an insider will have been assessed. There is always a risk
attached to employing an outsider who may only be a success
'on paper'.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted

2. An insider may be less likely to make the essential criticisms

required to get the company working more effectively

3. Promotion of one person in a company may upset someone

else.

External recruitment

External recruitment makes it possible to draw upon a wider

range of talent, and provides the opportunity to bring new
experience and ideas in to the business. Disadvantages are that
it is more costly and the company may end up with someone
who proves to be less effective in practice than they did on paper
and in the interview situation.

There are a number of stages, which can be used to define and

set out the nature of particular jobs for recruitment purposes:
Job analysis is the process of examining jobs in order to identify
the key requirements of each job. A number of important
79

questions
need
to
be
explored:
the title of the job to whom the employee is responsible for
whom the employee is responsible a simple description of the
role and duties of the employee within the organisation.
Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff

or from the recruitment of new staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about
the type of equipment and materials to be employed with the
job.
4. Identify and profile the experiences of employees in their work
tasks (information which can be used as evidence for staff
development
and
promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of

employees at work, by finding out information from interviewing
job holders, or by referring to documents such as training
manuals. Information can be gleaned directly from the person
carrying out a task and/or from their supervisory staff. Some
large organisations specifically employ 'job analysts'. In most
companies, however, job analysis is expected to be part of the
general skills of a training or personnel officer.

Job description

A job description will set out how a particular employee will fit
into the organisation. It will therefore need to set out:
80

the title of the job

to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee
within
the
organisation.

Job specification.

A job specification goes beyond a mere description - in addition,

it highlights the mental and physical attributes required of the
job holder. For example, a job specification for a trainee
manager's post in a retail store included the following:
'Managers at all levels would be expected to show responsibility.
The company is looking for people who are tough and talented.
They should have a flair for business, know how to sell, and to
work in a team.'
Job analysis, description, and specification can provide useful
information to a business in addition to serving as recruitment
instruments. For example, staff appraisal is a means of
monitoring staff performance and is a feature of promotion in
modern companies. In some companies, for example, employees
and their immediate line managers discuss personal goals and
targets for the coming time period (e.g. the next six months).
The appraisal will then involve a review of performance during
the previous six months, and setting new targets. Job details can
serve as a useful basis for establishing dialogue and targets. Job
descriptions can be used as reference points for arbitrating in
disputes as to 'who does what' in a business. Selection involves
procedures to identify the most appropriate candidates to fill
posts.
An effective selection procedure will therefore take into
consideration
the
following:
keeping the costs of selection down making sure that the skills
and qualities being sought have been identified, developing a
process for identifying them in candidates making sure that the
81

candidates selected, will want the job, and will stay with
company.

the

Induction and training

New workers in a firm are usually given an induction programme

in which they meet other workers and are shown the skills they
must learn. Generally, the first few days at work will simply
involve observation, with an experienced worker showing the
'new hand' the ropes. Many large firms will have a detailed
training scheme, which is done on an 'in-house' basis. This is
particularly true of larger public companies such as banks and
insurance companies. In conjunction with this, staff may be
encouraged to attend college courses to learn new skills and get
new qualifications. Training thus takes place in the following
ways:

1. On the job - learning skills through experience at work

2. Off the joab - learning through attending courses.

Recruitment & Selection Hiring Process

Step 1: Identify Vacancy and Evaluate Need

Step 2: Develop Position Description

Step 3: Develop Recruitment Plan

82

Step 4: Select Search Committee

Step 5: Post Position and Implement Recruitment Plan

Step 6: Review Applicants and Develop Short List

Step 7: Conduct Interviews

Step 8: Select Hire

Step 9: Finalize Recruitment

PERFORMANCE MANAGEMENT SYSTEM

Performance
management (PM)
includes activities which
ensure that goals are consistently being met in an effective and
efficient manner. Performance management can focus on the
performance of an organization, a department, employee, or
even the processes to build a product or service, as well as many
other areas.
PM is also known as a process by which organizations align their
resources, systems and employees to strategic objectives and
priorities.

Application
This is
people
sports
events

used most often in the workplace, can apply wherever

interact schools, churches, community meetings,
teams, health setting, governmental agencies, social
and even political settings - anywhere in the world people
83

interact with their environments to produce desired effects.

Armstrong and Baron (1998) defined it as a strategic and
integrated approach to increase the effectiveness of companies
by improving the performance of the people who work in them
and by developing the capabilities of teams and individual
contributors.
It may be possible to get all employees to reconcile personal
goals with organizational goals and increase productivity and
profitability of an organization using this process. ] It can be
applied by organizations or a single department or section inside
an organization, as well as an individual person. The
performance process is appropriately named the self-propelled
performance process (SPPP).
First, a commitment analysis must be done where a job mission
statement is drawn up for each job. The job mission statement is
a job definition in terms of purpose, customers, product and
scope. The aim with this analysis is to determine the continuous
key objectives and performance standards for each job position.
Following the commitment analysis is the work analysis of a
particular job in terms of the reporting structure and job
description. If a job description is not available, then a systems
analysis can be done to draw up a job description. The aim with
this analysis is to determine the continuous critical objectives
and performance standards for each job.

Benefits
Managing employee or system performance and aligning their
objectives facilitates the effective delivery of strategic and
operational goals. Some proponents argue that there is a clear
and immediate correlation between using performance
management programs or software and improved business and
84

organizational results. In the public sector, the effects of

performance management systems have differed from positive
to negative, suggesting that differences in the characteristics of
performance management systems and the contexts into which
they are implemented play an important role to the success or
failure of performance management.
For employee performance management, using integrated
software, rather than a spreadsheet based recording system,
may deliver a significant return on investment through a range of
direct and indirect sales benefits, operational efficiency benefits
and by unlocking the latent potential in every employees work
day.

Benefits may include:

Direct financial gain,

Grow sales

Reduce costs in the organization

Stop project overruns

Aligns the organization directly behind the CEO's goals

Decreases the time it takes to create strategic or operational

changes by communicating the changes through a new set of
goals

Motivated workforce
Optimizes incentive plans to specific goals for over achievement,
not just business as usual
Improves employee engagement because everyone understands
how they are directly contributing to the organizations high level
goals
Create transparency in achievement of goals

High confidence in bonus payment process

Professional development programs are better aligned directly to

achieving business level goals

85

Improved management control

Flexible, responsive to management needs

Displays data relationships

Helps audit / comply with legislative requirement

Simplifies communication of strategic goals scenario planning

Provides
well
documented
process documentation

and

communicated

Organizational development
In organizational development (OD), performance can be thought
of as Actual Results vs Desired Results. Any discrepancy, where
Actual is less than Desired, could constitute the performance
improvement zone. Performance management and improvement
can be thought of as a cycle:
1. Performance
planning where
goals
and
objectives
are
established
2. Performance coaching where a manager intervenes to give
feedback and adjust performance
3. Performance appraisal where individual performance is formally
documented and feedback delivered
A performance problem is any gap between Desired Results and
Actual Results. Performance improvement is any effort targeted
at closing the gap between Actual Results and Desired Results.
Other organizational development definitions are slightly
different. The U.S. Office of Personnel Management (OPM)
indicates that Performance Management consists of a system or
process whereby:
1.
2.
3.
4.

Work is planned and expectations are set

Performance of work is monitored
Staff ability to perform is developed and enhanced
Performance is rated or measured and the ratings summarized
86

5. Top performance is rewarded

How to Develop a Performance Management System

Performance management involves more than simply providing

an annual review for each employee. It is about working together
with that employee to identify strengths and weaknesses in their
performance and how to help them be a more productive and
effective worker. Learn how to develop a performance
management system so that you can help everyone in your
organization work to their full potential.

1
Evaluate
your
current
performance
appraisal
process. Look at what type of feedback you are providing to
your employees. Determine if there is anything you need to
change or add to the evaluation itself. You may decide to build on
what you already have or to develop a new system altogether.
2 Identify organizational goals. Performance management
systems help rally staff members around your organization's
goals because they help staff know how they are to be involved
87

in reaching that goal. Take the time to clarify what your goals are
for the next year as a company.
Identify processes or procedures that could be simplified or done
more effectively.
Declare your sales goals for the next year or new products you
would like to develop.
Share your hope for better communication between departments
and staff members.
3 Set performance expectations. As you sit down with each
employee, clearly lay out your expectations for them.
Acknowledge what they are already doing well. Use this to
encourage them.
Share some weaknesses that you have observed in them and in
their work habits, and how overcoming those would help their
performance in the company.
Identify specific things you would like them to accomplish over
the next year, or whatever time frame works best for you.
4 Monitor and develop their performance throughout the
year. As employees begin to work on their performance, keep an
eye on how they are doing. If they appear to be struggling to
meet performance expectations, talk with them and see if you
can offer any support or coaching.

5 Evaluate their performance. At each performance review,

let the employee know how they are doing. It is often helpful to
assign a numeric value on a scale, rating the employee from "not
meeting expectations" to "meets expectations" to "exceeds
expectations."
Provide feedback on their performance. Be as specific as
possible, noting key examples of when they demonstrated a
certain quality.
Talk about the consequences or rewards of their performance.
Let them know if they are on probation, are getting a raise in
pay, changes in vacation days, or any other relevant action.
Discuss any problems they may be having. Listen to their
concerns or worries as you talk through potential solutions.
6 Set new performance expectations for the next
year. Some items may be the same. However, since these are
88

also based on organizational goals, you will need to re-examine

your goals for the upcoming year.

Typical Outcomes from Annual Appraisals

Most recent research suggests that annual staff reviews are
generally perceived as a difficult and painful process by both
managers and employees. As there are typically no objectives
which are set inappraisal systems, there is no link to strategic or
operational outcomes. If the CEO's objective was to increase
margins by 3%, employees may be aware of the CEO's intent but
they are usually not measured on this objective in their individual
appraisal. Therefore, there is no linkage in the appraisal review
and no linkage at a team or department level.
Misdirected Bonuses
This situation has been illustrated many times where employees
and managers have received favorable reviews and bonuses and
yet the organisation has not achieved its goals. The
organisation may be losing millions of dollars and yet still
paying out bonuses to its managers and employees.

Too Painful, Emotionally Charged

89

High stress levels for both managers and employees also

become a factor. They both know they will be judged on the
outcome of the appraisal and the fallout is often destructive
rather than constructive. The reasoning behind this is that there
are rarely any pre-defined mesaures or objectives and the
employee review is not based on any considered evaluation
criteria. The employees' remuneration and future are at stake
and the goodwill of the managers future resources are also at
stake. This leads to high stress in the case of both individuals
and this is a poor emotional state in which to have a thorough
discussion about employee performance.

Poor Understanding of Expectations

Where the appraisal system is poorly communicated, both the
employee and manager enter these discussions with low
confidence levels. This is due to a lack of "rules" as to how to go
about the appraisal process and a lack of understanding of the
expected outcomes. As this process is infrequent, it is viewed by
the employee as an opportunity to discuss remuneration,
promotion prospects and other issues related to the employee.
This means the discussion is dominated by employee content
rather than what the manager needs the employee to do for the
next year. This leads to vague definition of performance goals
and perpetuates the system of poorly defined and executed
appraisals.

Bad Timing
More often than not, the annual appraisal is executed on the
employees' anniversary which does not coincide with any
particular performance period. If appraisals are conducted
annually on the anniversary date, it is only possible to align at
best only 50% of your staff with future objectives, assuming
there is an even distribution of start dates across the
employee workforce. Given that most appraisal systems are not
automated, there is poor reporting and therefore low visibility as
to who did or did not achieve their objectives.
90

Subjective Manager Opinion

This means that an employees' future is wholly dependent on
their manager's highly subjective opinion. The CEO or other
executive management does not have clear vision as to who
achieved their objectives and who did not.

The outcome for the CEO is that they do not have the
ability to see failure as it is occurring.
Instead, they see failure after the fact and radical adjustments
are then required to repair the situation. By using standalone
appraisal systems, the outcome for the line manager is that they
have additional pressure applied to them, to fix a problem which
has become a major issue and which could have been otherwise
identified and fixed in a very timely fashion.

Performance Not Aligned to Promotions

Given that annual appraisals are only conducted once yearly,
most line managers only seriously think and plan once a year.
The consequences are poor resource management, put-out-thefire management and costly and reactive problem fixing on the
fly. Given that most appraisal systems are manual and on paper,
the data arising from an excellent performance typically does not
find its way into the succession planning process. Employees are
therefore often disillusioned to find that they have been passed
over for further development or a promotion when they have
performed strongly for several years.

Poor Development Opportunities

91

This is a primary cause for employees leaving the organisation.

Most appraisal systems do not feature a competency assessment
or an active development plan that both the employee and
manager have mutually agreed to. Staff often get disillusioned
and leave the organisation if they can see no personal
development prospects or if personal development has not
occurred in practice for the last several years, despite numerous
promises.

No Consequence For Non-Participation

Given that most appraisal systems are manual, reporting is weak
and therefore compliance reporting is not visible. This inevitably
means that managers learn that they do not have to perform
reviews and therefore they don't because there is no negative
consequence for them. Equally, employees learn that there is no
consequence to not being reviewed, they lose faith in
management and invariably look for somewhere else to work.
Most manual appraisal systems suffer from sub 30% compliance
and can get to this point after only 18 months of operation i.e.
roughly one to one and a half performance terms.

Typical Outcomes from Performance Management

If Performance Management is implemented correctly with
specific objectives tied to the strategic and operational plan,
organisational performance outcomes will likely increase very
quickly. For example, if the CEO asked for a 3% increase in gross
margin, this objective would be cascaded down to every
department, team and individual who can influence the increase
in gross margin. Those who are successful at achieving this
92

objective will get a favorable review, those that could not, will
get an unfavourable performance evaluation in the absence of
extenuating
circumstances.
The
process
of Performance
Management therefore
drives
organisational
performance
outcomes. Employees that achieve the organisational goals are
rewarded with favourable reviews and bonuses in line with their
performance and contribution to the organisation.

Communication Improves The employee and manager

communicate more frequently and agree on changed objectives
to suit continuing changes in conditions and priorities. This is an
inclusive and collaborative process, which ensures that the
employee has input and does not feel they have wasted the year.
The employee works towards specific objectives that are
relevant. If the organisation is using a Performance Management
product that has a performance diary, both the manager and
employee attend the review meeting with copies of their
performance diary notes. This contains content from the
performance period to be reviewed. Given that both have
content, they feel much better prepared and stress is lower than
if they were attending a meeting not aware of the subject matter.

Everyone Knows the Rules

Where
there
is
a
well
structured Performance
Management system that is effectively communicated, both the
employee and manager enter the process with better levels of
confidence as there are "rules" that clearly stipulate what is
being assessed and how. Employees are assessed on
achievement of objectives that have been clearly identified and
agreed to. Managers have a better framework to assess an
employees' performance as they are familiar with the criteria to
assess the employee. The outcome is that both individuals have
an informed discussion and focus on achievement of both
93

personal and business objectives, not on issues that are

irrelevant.

Better Recording Opens Up Communication

If the organisation has a system with a performance diary, then
both parties are prepared with relevant content to discuss. They
have diary notes that relate to performance during the entire
performance period. This raises confidence and reduces stress
levels. Both parties feel more comfortable and they can have a
content rich and factual discussion about performance.

Frequent Communication Reduces Stress

Given that these performance reviews happen more frequently,
the discussion centers on performance of objectives rather than
being dominated by the employees' needs. The needs of the
business are discussed more frequently to achieve specific
performance outcomes. This means both the employee and
manager communicate more effectively and
achieve better outcomes.

94

SCOPE OF STUDY

The scope of the study will be useful in future. Through this study
we can know what is the importance of HR department in any
organization, and how well it coordinates with other departments
and its important role behind organizational success.
Through this study we will go through the HR PRACTICES in the
organization in managing its operational activities.
Hence by implementing all the above on C&S ELECTRIC can
increase its productivity, efficiency, effectiveness and goodwill.

95

RECOMMENDATIONS
1.)
2.)
3.)
4.)
5.)
6.)
7.)
8.)
9.)
10.)

Safe, Healthy and Happy Workplace

Open Book Management Style
Performance linked Bonuses
360 Degree Performance Management Feedback System
Fair Evaluation System for Employees
Knowledge Sharing
Highlight performers
Open house discussions and feedback mechanism
Reward Ceremonies
Delight Employees with the Unexpected

96

LIMITATIONS OF THE STUDY

The limitation of the study was that the HR practices have been
studied during this study and the implementations to that study
are restricted to the particular organization. These cannot be
applied to any other organization because of the way of
employment in the organization. The number of permanent
employees and number of contractual employees differs from
organization to organization and location wise as well. So, it
cannot be applied anywhere else.

97

CONCLUSION
In a succinct conclusion, I came to know about the HR practices
in the current situation. HR practices mainly include the
recruitment process, training and development process, health
and safety of the employees and rewards and benefits of the
employee etc. people are the common denominator of any
organization.
In the end, we came to know how HR is implementing
globally and the benefits of apply these practices to the
business.
Whalen said:
If you have a happy employee, you have a productive
employee

98

GLOSSARY
www.citehr.com
www.wikipedia.org
www.internationalseminar.org
www.creativehrm.com
www.futurehrtrends.eiu.com
http://www.shrm.org
www.cselectric.co.in

99