17096465 challenges in modern hrm

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Challenges in Modern Human Resource Management

PROJECT REPORT ON CHALLENGES IN MODERN HUMAN

RESOUCE MANAGEMENT

(Approved by AICTE, Govt. of India)(Equivalent to MBA)

ACADEMIC SESSION

2008-2010

Vineet kumar Sarawagi

TABLE OF CONTENTCHAPTER 1


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1. Executive Summary

CHAPTER 2

2. Objective of the project

CHAPTER 3

3. Challenges in Modern Human Resource Management

4. Challenges of HRM in Indian IT industry

5. Tata Consultancy Services (TCS) and their HRM problems6. Birla Soft and their HRM problems

CHAPTER 4

7. Challenges of HRM in Indian Tobacco industry

8. Indian Tobacco Company (ITC) and their HRM problems

9. Godfrey Phillips and their HRM problems

CHAPTER 5

10. Research Methodology

6. REFERENCES

7. ANNEXURES

EXECUTIVE SUMMARY


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Tata Consultancy Services (TCS) is a truly global company. It starts its human resourcesourcing right at the college level. At these institutes, TCS funds many events conferences,seminars, gets involved in improving curricula, establishes fellowships and exchangesexpertise through visiting faculty programme. To top all these there is the annual retreat

with over a hundred top academics in Thrivananthapuram, the training hub of TCS. TCSextends its relationships to several universities abroad as well. All the spadework beingdone, TCS finds it easy to hire the best talent in campus recruitment.

All major activities in the working life of a worker- from the time of his or her entry into norganization until he or she leaves- come under the purview of HRM. With the passage oftime HR mangers have started speaking the language of business. HR job is highlycoveted one and so are the Hr practices that are becoming highly visible in theorganization. Its significance does lie not only in the observable practice of its functions,

but contributing to ad drawing from the highest level of managerial policy.

So, the challenges in the HRM practices are being visualized and are better explainedconsidering two different sectors of the Indian industries. For better evaluation we hadfurther taken two different companies from each sector. We had had telephonicconversation with different companies. Its just for a evaluation purpose and so no furthercomments on the policies and challenges had given till now.

OBJECTIVE OF THE PROJECT1) To study the challenges in Human Resources Management that Indian

industries are facing.


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2) To study the challenges in HRM of some particular industries by visitingthem.


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It is a battle where we realize that the balance comes from a lot of sharing of common

chore, of sharing responsibilities and of sharing understanding most of all. The timedemand implementing rigid flexibility.

Globalisation:- Many Indian firms are compelled to think globally, something which is

Rigid, hierarchical andtall structure

Flexible, flat andteam basedstructures


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difficult for managers who were accustomed to operate in vast sheltered markets withminimal or no competition either from domestic or foreign firms. Indian firms need tomove from one end of each continuum to the other end as shown below:

Changed Employee Expectations: Employees demand empowerment and expect equalitywith the mangement. Previous notions about managerial authority are giving way toemployee influence & involvement along with mechanisms for upward communicationand due process. If we look at the workers unions of Otis, Hindustan Lever, ICI,TOMCO, Blue Star, Webel Electro, and Central Bank. They rewrite their agenda to

include quality and better customer service and are even accusing the management ofmalpractices. So everytime there is need to redram the profile of the worker and discovernew methods of training, hiring, renumerating and motivating employees.

Outsourcing HR Activities: The trends towards outsourcing has been caused by severalstrategic and operational motives. HR departments are divesting themselves frommundane activities to focus more on strategic role. Outsourcing has also been used to helpreduce bureaucracy and to encourage a more responsive culture by introducing externalmarket forces into the firm through the biding process. It is a big challenge before the HRmanager to prove that his/her department is as important as any other functions in the

organization. The relevance of HR is at stack.

Changing Workforce Dynamics: Frequently, physical relocation is required. Theincreasing number of dual-career professionals limits individual flexibility in acceptingsuch assignments and may hinder number of dual-career professionals limits individualflexibility in accepting such assignments and may hinder organizational flexibility inacquiring and developing talent. Some demographic changes in the workforce having theirown implications to the HR managers are:

(i) inceasing number of working mothers,

(ii) a steady decline of blue-collar employees who are giving way to white-collaremployees, and (iii) increasing awareness & education among workers.

Balancing Work-life: Balancing work & life assumes relevance when both husband and

Family centric, closedminded & secretiveenvironment

Rational thinking &vibrant styles of

mangement

Dispersed ownership,open minded &transparent

Caste ridden,superstitious, laid-track

styles of manag.


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wife are employed. Travails of a working housewife are more than a working husband,thus balancing it is becoming a major challenge for HR manager. So a programme aiming

balancing work-life is required and are supposed to include: Childcare at or near theworkplace, Job Sharing, Care for sick children and employees, On-site summer camp,Training supervisors to respond to work and family needs of employees, Flexible work

scheduling, Sick leave policies, Variety of errands from dry cleaning, dropping children atschools, making dinner reservations etc and many more like the same or other.

Making HR activities ethical: Hiring ethical strong employees is only the beginning. Theneed to institute mechanisms to ensure ethical conduct of employees is increased a lot withthe passage of time. The Hr manager needs to carefully screen applications for jobs, weedout those who are prone to indulge in misdemeanors and hire those who can build a valuedriven organization.

Organizational Restructuring: Peter Drucker prophesis in his book(The New Realities) is

showing its colour and many big companies has reduced their number of managementgrades, elimination of layers, & redrawing reporting lines within their organization. ITC,HLL, Godrej & Boyce, RPG Enterprises, Raymond Woollen Mills, Shaw Wallace,Ballarpur Industries, Compton & Greaves are some of the companies that are doing so.Changes are required particularly during the time of Acquisitions and Mergers also duringthe bad whether of the firm. This is of need to keep people with and working effectivelyand efficiently. These are done according to the changing character of competition, asmajor companies operate through complex web of strategic alliances of varying degrees of

permanence.

Managing Diversity: Its value is getting more important issue because of: Increase in thenumber of young workers in the work-force, increase in the number of women joining thework-force, increase in the proportion of ethnic minorities in the total work-force, increasein mobility of work-force, international careers & expatriates are becoming common,international experience as a pre-requisite for career progression to many top-levelmanagerial positions. Organisations that can manage diversity better trend to be moreflexible because they have broadened their policies, are more open-minded, have lessstandardized operating methods and have developed skills in dealing with resistance tochange.

Attitude towards Unions: Unionization is preferable because to remain unio-free costs theorganization heavily. Pay raises, out of turn promotions, generous perks & other benefitsneed to be doled out frequently to appease workers. General perception of managers is toavoid unionization but it is very beneficial to the organization. It provide a mean forworkers to express before the management conditions prevailing in the workplace. But atthe same time because of voice mechanism or the instrumentality role, unionized firmhave lower turnover rate and encourage organization to provide more rational and

professional management. So the work of HR mangers gets tough here to decide whetheris should be there in the organization or not and if yes then how to control it. Strings of theunion are required to be checked time to time for better performance in the firm.


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CHALLENGES OF HRM IN INDIAN IT INDUSTRY:

The Indian IT industry poses a baffling challenge to HR professionals-from recruitment toretaintment, compensation to career planning and from technological obsolescence to


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labour turnover. This problem can be tackled with the use of HR planning which in itselfis a challenging task in IT industry. Determining the strength required for the near future isa very complex problem in an IT company. The deciding factor is the companys

perceived ability to bag projects both locally and internationally. The problem here isthatT until the company have sufficient right-mix of people, it cannot clinch a project. But

unless there is a project, it cannot attract and retain people. With the advent of MNCs itmay be noted that job prospects are gearing up. The multinationals are offering fantastic

pay packets and working environments to their employees

TATA CONSULTANCY SERVICES AND THEIR HRM PROBLEMS

According to the telephonic conversation we had with Mr. Sumit Singhal (hyphothicated),the answers to some of our questions we had asked from him.

Company Profile of TCS

Tata Consultancy Services is an IT services, business solutions and outsourcingorganization that delivers real results to global businesses, ensuring a level of certainty noother firm can match. With a vision of being in top 10 companies by the year 2010.

TCS offers a consulting-led, integrated portfolio of IT and IT-enabled services deliveredthrough its unique Global Network Delivery Mode, recognized as the benchmark ofexcellence in software development.TCS has over 120,000 of the world's best trained ITconsultants in 42 countries, with an annual sales of $5.7 billion (fiscal year ending 31March, 2008)

TCS has also won many awards in different fields as

TCS tops the DataQuest DQTop20 list of IT Services providers in India for 2008

TCS ranked among Top 25 in Business Week's 2007 Information Technology 100

TCS awarded top position in 2007 "Global Services" 100 Top 10 Best PerformingIT Services

TCS is the worlds first organization to achieve an enterprise-wide Maturity Level 5 onCMMI and P-CMM based on SCAMPISM, the most rigorous assessmentmethodology. TCS Integrated Quality Management System (iQMS) integrates

processes, people, and technology maturity through various established frameworks andpractices, including IEEE, ISO 9001: 2000, CMMi, SW-CMM, P-CMM, and Six-Sigma.This shows that it is lays much emphasis on quality control.

CHALLENGES IN TCS

1) THE MAINTAIN WORKFORCE DIVERSITYThe future success of any organizations relies on the ability to manage a diverse body oftalent that can bring innovative ideas, perspectives and views to their work. The challengeand problems faced of workplace diversity can be turned into a strategic organizational


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asset if an organization is able to capitalize on this melting pot of diverse talents. With themixture of talents of diverse cultural backgrounds, genders, ages and lifestyles, anorganization can respond to business opportunities more rapidly and creatively, especiallyin the global arena (Cox, 1993), which must be one of the important organizational goalsto be attained. More importantly, if the organizational environment does not support

diversity broadly, one risks losing talent to competitors

Since TCS has offices in more than 40 countries, the challange for hrm is to maintain theproper ratio between foreign and indian origin employees.

2) THE MANAGEMENT OF WORKPLACE DIVERSITY

In order to effectively manage workplace diversity, Cox (1993) suggests that a HRManager needs to change from an ethnocentric view ("our way is the best way") to aculturally relative perspective ("let's take the best of a variety of ways"). This shift in

philosophy has to be ingrained in the managerial framework of the HR Manager in his/her

planning, organizing, leading and controlling of organizational resources.

TCS deals with this challenge by conducting mentoring programs.

3) LARGE WORKFORCE

There is a big challenge of maintaining large work force consisting of 1.3 Lac employeesfor TCS.

4) MANAGING EIS Asinformation is the basis of decision-making in an organization, there lies a great need for effectivemanagerial control. A good control system would ensure the communication of the right information atthe right time and relayed to the right people to take prompt actions.When managing an Executive Information System, a HR manager must first find out exactly whatinformation decision-makers would like to have available in the field of human resource management,and then to include it in the EIS. This is because having people simply use an EIS that lacks criticalinformation is of no value-add to the organization. In addition, the manager must ensure that the use ofinformation technology has to be brought into alignment with strategic business goals.

5) CONTROL AND MEASURE RESULTS

A HR Manager must conduct regular organizational assessments on issues like pay,benefits, work environment, management and promotional opportunities to assess theprogress over the long term. There is also a need to develop appropriate measuring tools tomeasure the impact of diversity initiatives at the organization through organization widefeedback surveys and other methods. Without proper control and evaluation, some of thesediversity initiatives may just fizzle.

6) LEADING THE TALK

A HR Manager needs to advocate a diverse workforce by making diversity evident at all organizational

levels. Otherwise, some employees will quickly conclude that there is no future for them in the company.As the HR Manager, it is pertinent to show respect for diversity issues and promote clear and positiveresponses to them. He/She must also show a high level of commitment and be able to resolve issues ofworkplace diversity in an ethical and responsible manner.


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7) HOW TO KEEP THE SAME LEVEL OF RECRUITEMENT EVEN IN

RECESSION

The biggest challenge for HR is to maintain the company reputation, which it gained overthe period by recruiting a large number of new employees every year.

8) HOW TO ABSORB ALL RECRUITEES

Though there are recruitments in large scale, they do not have enough projects to absorball the new recruited employees. In order to tackle this situation, they are calling the newrecruited employees in small batches rather than 2-3 large groups.

9) EMPLOYEES ELIGIBLE FOR PROMOTIONS

TCS has just suspended the promotion cycle till further notice. As told by Mr.Susheel(name changed) , he is eligible for promotion since Nov -2007.

10) HOW TO MAKE MORE PROFIT WITH SAME REVENUE

As per Economic times, TCS is planning to decrease the variable pay of executives by 10-15% and keeping the gross same for middle management and developers.

11) HOW TO MOTIVATE EMPLOYEE

The development of an appropriate organizational reward system is probably one of the strongestmotivational factors. This can influence both job satisfaction and employee motivation. The rewardsystem affects job satisfaction by making the employee more comfortable and contented Motivationalfactors in an organizational context include working environment, job as a result of the rewards received.The reward system influences motivation primarily through the perceived value of the rewards and theircontingency on performance (Hickins, 1998).

The challenge which HR is facing is that how to motivate employee without anysignificant salary hike or promotion.

BIRLA SOFT AND THEIR HRM PROBLEMS

Birlasoft is a leading provider of information technology services in both onshore andoffshore models to Fortune 1000 as well as mid-sized organizatiaons in banking, financial

services, insurance, retail, healthcare, manufacturing and independent software vendorssectors. Birlasoft services include application development, support & maintenance,enterprise application implementation, integration, infrastructure management and quality


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assurance & testing.

Birlasofts robust delivery processes embrace digitized project managementmethodologies, embedded within proven practices of Six Sigma, SEI CMMi Level 5 onContinuous Representation and secure services framework with BS7799. The Noida

centers of the company have been recently assessed at PCMM Level 3 for its HRpractices. Headquartered at Noida, India, Birlasoft has 4,000+ employees across US, UK,Germany, Netherlands, Czech Republic, Malaysia, Australia, Singapore and India.

Birlasoft is part of the global $1.4 billion CK Birla Group which traces its roots back toover 150 years and has diversified interests ranging from automobiles, cement, paper,software etc. to hospitals, schools and colleges as part of its philanthropic work.

The company is a joint venture of CK Birla Group of India and Computer Horizons

Corporation (CHC) of USA. It is leading Information Technology company with officesworld-wide. It offers high class solutions and offshore services to its clients that includescompanies like AT & T, P&O Containers, Merrill Lynch, ICL, Oracle Corporation, Ford,IBM, Network Managers, Shawn Ice, Saudi Aramco, DDA, NEI, BMBHRC, ET &T, C-DAC. In the year 1999 it has rated as the third fastest growing software companies ofIndia by Dataquest of India, Magazine.

CHALLENGES IN BIRLASOFT

1. Communication

Focusing on establishing effective communication throughout the organization andto ensure that Birlasoftians have the skills and avenues to share information andcoordinate activities effectively.

2. PerformanceManagement

Driving the organizations and its members progress by establishing objectivesrelated to committed work against which performance can be measured, ascertaincapability development assistance required to continuously enhance performance.

3. CompetencyDevelopment

This starts with identification of requisite competencies at the organization levelwhich are ultimately dependent on competencies that are needed to be identified,built or enhanced in the individual Birlasoftian. Enhancing constantly the capabilityof Birlasoftians to perform assigned tasks and responsibility in turn uplinks to theorganization capability building.

4. Training and Development

To ensure that the identified competency requirements are built through asystematic and focused approach.

5. Compensation

To provide all individuals with remuneration and benefits based on theircontribution and value to the organization in a fair and transparent manner.Competitiveness of the compensation offered in comparison with the prevailing


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markets' reality is the driving force.

6. Career Development

To ensure that individuals are provided opportunities to develop their competenciesthat enable them to achieve professional and personal career objectives within the

organizations goals.

7. Participatory Culture

A myopic outlook of utilizing talents of people only in the delivery of assignedduties has two broad undesirable effects: It prevents people from developing as wellrounded professionals; and it denies the organization the readily available multi-talented internal resource pool that could potentially contribute to most of thechallenges and opportunities facing the organization. Building a participatoryculture enables availability of avenues to harness/give exposure to employees full

capability by involvement in making decisions and solving problems that affect theperformance of business activities

CHALLENGES OF HRM IN INDIAN TOBACCO INDUSTRY:

Large companies can afford to keep surplus staff and keep them engaged in internalprojects or training programmes. However, employees deeply resent transfers from oneprojects to another as it adversely affects their carrier planning and prospects. Unexpectedemployees turnover and overseas deputation may aid further strain on HR department.

Notwithstanding with the complexity of the problem, it has to be tackled to enable the HRdepartment to plan its recruitment campaign, at least 3 months in advance. The marketingdepartment has to play a vital role here. It must forecast the technologies in demand in the


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near future and indicate what slice of the cake the company can reasonably expect to getso that recruitment and training process can be greater geared accordingly.

INDIAN TOBACCO COMPANY (ITC) AND THEIR HRM PROBLEMS

Company Profile

ITC is one of India's foremost private sector companies with a market capitalisation of over US $ 13billion and a turnover of US $ 3.5 billion. Rated among the World's Best Big Companies by Forbesmagazine and among India's Most Respected Companies by BusinessWorld, ITC ranks third in pre-tax

profit among India's private sector corporations. ITC has a diversified presence in Cigarettes, Hotels,Paperboards & Specialty Papers, Packaging, Agri-Business, Packaged Foods & Confectionery,Information Technology, Branded Apparel, Greeting Cards, Safety Matches and other FMCG products.

History

ITC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco Company of IndiaLimited. Though the first six decades of the Company's existence were primarily devoted to the growthand consolidation of the Cigarettes and Leaf Tobacco businesses

ITC's Packaging & Printing Business Division, was set up in 1925 as a strategic backward integration forITC's Cigarettes business In 1975 the Company launched its Hotels business with the acquisition of ahotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'.

Products

CIGARETTESWills, Insignia, India Kings, Gold Flake, Navy Cut, Scissors, Capstan, Berkeley, Bristol, Flake.

FOODS Ready to eat foods, staples, confectionery and snacks.

LIFESTYLE RETAILING Wills Classic work wear, Wills Clublife evening wear, Wills sports wear.

GREETING, GIFTING AND STATIONARY Expressions greeting cards, autograph books, slam books, party invitations, pop up & mini books,Expressions Regalia(collection of premium greeting cards & social cause cards and desk calendars)

Market Share

ITC has captured a market share of 8%.In confectionery, ITC has built up a 17% share of mint candies and 24% of hard-boiled candiesReady-to-eat Sunfeast Pasta Treat has clocked 6% of the branded noodles


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Challenges in Modern Human Resource ManagementIndian tobacco acts amendement 2003.

Cigarettes Act is passed with first statutory health warning, 1975States like Delhi, Goa and a few more had created their own tobacco control lawsKerala High Court and Supreme Court had given momentous decisions in favour of tobacco control

policies

Prevention and Control of Pollution Act included smoking in the definition of air pollution, MotorVehicles Act of 1988 made it illegal to smoke in a public vehicle and Cables Television NetworkAmendment Act of 2000 prohibited the transmission of tobacco commercials on cable TV across thecountry.The Cigarettes and other Tobacco Products (Prohibition of Advertisement and Regulation of Trade andCommerce, Production, Supply and Distribution) Act, 2003 (COTPA), a comprehensive tobacco controllegislation, comes into force on 1st May 2004India ratified FCTC on 5th February 2004.

According to the telephonic conversation we had with Mr. Udit Gujarati (hyphothicated),the answers to some of our questions we had asked from him

Ques 1. How long have you been associated to the company?

Ans. I am associated with the company with last 7 years, and has seen many ups & downin my life period. The company has been very good in performance appraisal and I gotmany rewards in this tenure. There are some special certifications which only I have, andthats because of my interest that the company has sent me for the training. I got manyoffers from many companies, which were better in monetary terms, but I had not gonewith them. The policies of the company had made a type of family relationship that cant

be broken anyhow. Even if I may not be associated with the company my heart would

remain here.

Ques 2. How many employees are working under you?

Ans. I am Sales Manager with 3 area sales manager under me with approximately a poolof 44 people under.

Ques 3. What challenges you are facing due to stringency in govt. policies?

Ans. There is decrease in sales of the company, when we compare the statistics of thecompanys sales with the past years; there has been a tremendous decrease in the sales of

the cigarettes and cigars. With decreasing profits, and increasing pressure due to govt policies, we had to pressurise our employees to increase the sales. This in turn isincreasing the attrition rate of the employees. Hence, the company is trying to retain theirold employees by motivating them and giving them appraisals.

Ques 4.In what way attrition is affecting the company?

Ans. With the strict policies and increased attrition, we have to recruit new employees, andhence provide them with training and knowledge of our products. With this, we have tospend a major part of our budget on their training and development, which is affecting the

companys profits.

Ques 5.What is the basic criteria of recruiting new employees?


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Ans. We dont have any such particular policy for any recruitment and it is according tothe post and the recruitment we had for the particular post. The decision is taken byexperts at the time of need and normally we go to different consultancies.

Ques 6. What methods have been adopted by your company to retain your old employees?

Ans. We dont have to do anything special to retain our old employees. They are veryhappy here and they dont want to leave the company. Even though we have manySchemes and different activities running in our company that make the employees not toleave the company.

Ques 7. What kind of motivation policies your company has adopted?

Ans. The company is motivating the employees by providing them tangible and intangiblebenefits, in the form of appraisals, bonuses, best performers, gifts on festivals, pensionpolicies for old employees, health benefits, rewards and incentives.

Ques 8.In this LIQUIDITY CRUNCH we have seen the recruitment been frozen, howdoes your company manage recruitment and selection process?

Ans. Currently we are not giving any such call for new recruitments. We have enoughemployees to work and will definitely announce for recruitment if we will require so. Thecrunch has not impacted us too much.

CHALLENGES FACED ITC BY THE HR MANAGER

1. ATTRITIONAttrition is the gradual reduction of a workforce by employees' leaving and not being replacedrather than by their being laid. Reducing attrition rate has been a challenge for HR Managers sincemany years. Tobacco industry was not much not affected by the problem of attrition, but due tostringency in govt. policies this problem became a prominent challenge for HR Managers of thisindustry.

The same is the case with HR Manager of ITC, due to stringency in govt. policies the sales went

down and the profits declined. In order to maintain the profit levels employees were pressurizedand thereby adding to the attrition rate. Now, HR Managers are working hard to reduce thisincreasing attrition rate.


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Challenges in Modern Human Resource Management2. RECRUITMENT AND TRAINING

As the employees are leaving the organization due to increased work pressures, it has becomemandatory for the HR Manager to recruit new employees. And in this liquidity crunch they arespending on the recruitment and training of the new recruits.

3. RETENTION

Retention is a process of continued possession. Retaining an employee without giving any fringebenefits is although more difficult. In the current scenario when each and every organization issuffering from liquidity crunch it is very difficult for an organization to give tangible or intangible

benefits.

HR Manager of ITC also is moving in the same boat. He is also facing difficulties in retaining theold employees, as he is not able to motivate them and with the increased pressure the attrition isincreasing.

GODFREY PHILLIPS AND THEIR HRM PROBLEMS

Company Profile


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Challenges in Modern Human Resource ManagementGodfrey Phillips is today the second largest player in the Indian cigarette industry with an annual turnoverof over US$ 265 million. The company was incorporated in India in 1936, the Company established itsown manufacturing facilities in 1944. The Company today is the proud owner of some of the most

popular cigarette brands in the country like Red and White, Four Square, Jaisalmer, Cavanders, Tipperand Prince.Its products are distributed through an extensive India wide network comprising 484 exclusivedistributors and over 800,000 retail outlets

History

1844 - Mr. Godfrey Phillips, founder of Godfrey Phillips & Sons commenced business in the Barbican(London), as a Cigar manufacturer

1944 - Company established its own manufacturing facilities

1946 - GODFREY PHILLIPS became a Public Ltd. Co. with its manufacturing operations in Mumbai

1967 - D. Macropolo & Co., which was the sole selling agent for GODFREY PHILLIPS, opened asubsidiary company called "International Tobacco Co.",

1967-68 - Philip Morris acquired substantial holding in Godfrey Phillips Ltd

1979 - Philip Morris. joined hands with the K.K. Modi Group and in the following year the ModiEnterprises took over the management of GODFREY PHILLIPS

2002 - The Company re-launch some of its brands, by giving them an entirely new look & positioning,while some new, innovative products like Tipper & Piper were also introduced

2003 - Jaisalmer & Prince re-launched

Cigarette brands

Four Square, Jaisalmer, Red & White, Cavanders, Tipper, North Pole, Prince.

Cigars - Brands

Don Diego, Hav-a-tampa, Phillies, Santa Damiana H-2000 Rothschild.

According to the telephonic conversation we had with Mr. Udit Gujarati (hyphothicated),the answers to some of our questions we had asked from him

Ques 1. How long have you been associated to the company?

Ans. I am working in GODFREY PHILIP since 6 years as one of the most loyalemployees. The company stands second in the market share of the cigarette products. Ihave seen the progress of the company with the increase in sales over a period of time andthe expansion of the company, with the production of candies and chocolate as the latestintroductory offers and many other such projects that are in the pipeline.

Ques 2. How many employees are working under you?

Ans. I am the area sales manager of the company. I have a workforce of 23 employeeswho are reporting me on daily basis.

Ques 3. What challenges you are facing due to stringency in govt. policies?

Ans. The govt. has made some amendments in the INDIAN TOBACCO ACT 1975 withspecial reference to advertising, smoking in public places, selling to and by minors and 10


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to 15% decrease in land allotted for cultivating tobacco. With this coming into effect, therehas been a considerable downfall in sales of cigarettes and related products. The companyhas to switch to other alternative fields like consumer goods, and with these developments,the employee workforce has to be recruited and thoroughly trained in their specificdepartments. Also, the company has changed the working platforms of its employees who

are working in production department; hence a major challenge is to plan the managementof the workforce.

Ques 4.What is the basic criteria of recruiting new employees?

Ans. The employee are recruited for various posts and selected on the basis of their areasof expertise. Those employees having work experience in related job-work is given

preference. The recruitment is done by a step wise with following steps.

1. Preliminary interview

2. Selection tests

3. Final interview

4. Reference checks.

After going through these steps, if the employee fulfils all the criterias, then theemployees are recruited.

Ques 5. What methods have been adopted by your company to retain your old employees?

Ans. Some of the employees have been shifted to other platforms by training them aboutthe new production methods. Along with this the employees are motivated to outperformin their respective departments. The old employees are given the option of pensionschemes on retirement.

Ques 6. What other motivation policies your company has adopted?

Ans. The company motivates the employees by providing with gifts and rewards, andbonuses on quarterly basis. Also the best performing employee is being rewarded a tour toMALAYSIA along with his family. Also the managers seek to provide specific attention

to employees by meeting them once in every month. The company follows the process ofself-appraisal in which the employee can fill in the form and send it to the departmentdepending upon his/her own performance.

Ques 7.In this LIQUIDITY CRUNCH we have seen the recruitment been frozen, howdoes your company manage recruitment and selection process?

Ans. The way the liquidity crunch has banged the countrys backbone, same way it hasalso affected our company too. But our company has sustained various such disasters, andduring these tough times, our country will emerge as the winner. Since the company is

expanding into new ventures and launching new products, hence company has to recruitnew employees. There is a lot of investment in the recruiting and training process, but it isa part of the strategy that has to be followed.


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Challenges in Modern Human Resource ManagementCHALLENGES IN BIRLASOFT

1. Communication

Focusing on establishing effective communication throughout the organization andto ensure that Birlasoftians have the skills and avenues to share information andcoordinate activities effectively.

2. Performance Management

Driving the organizations and its members progress by establishing objectivesrelated to committed work against which performance can be measured, ascertaincapability development assistance required to continuously enhance performance.

3. Competency Development

This starts with identification of requisite competencies at the organization levelwhich are ultimately dependent on competencies that are needed to be identified,

built or enhanced in the individual Birlasoftian. Enhancing constantly the capabilityof Birlasoftians to perform assigned tasks and responsibility in turn uplinks to the

organization capability building.4. Training and Development

To ensure that the identified competency requirements are built through asystematic and focused approach.

5. Compensation

To provide all individuals with remuneration and benefits based on theircontribution and value to the organization in a fair and transparent manner.Competitiveness of the compensation offered in comparison with the prevailingmarkets' reality is the driving force.

6. Career DevelopmentTo ensure that individuals are provided opportunities to develop their competenciesthat enable them to achieve professional and personal career objectives within theorganizations goals.

7. Participatory Culture

A myopic outlook of utilizing talents of people only in the delivery of assignedduties has two broad undesirable effects: It prevents people from developing as wellrounded professionals; and it denies the organization the readily available multi-talented internal resource pool that could potentially contribute to most of the

challenges and opportunities facing the organization. Building a participatoryculture enables availability of avenues to harness/give exposure to employees fullcapability by involvement in making decisions and solving problems that affect the

performance of business activities


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METHODOLOGY

BLUE PRINT OF THE PROJECT

COMPOSITION

Opinions were collected by interviewing theexperts.

CONSOLIDATION

All the opinions were consolidated in terms ofcommonality.

CONFIGURATION

Research questions were formulated on the basisof opinions


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17096465 challenges in modern hrm

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