KHIMJI RAMDAS (P&G DISTRIBUTOR)

Ajitesh Shekar (10PGDM004) Dipin Mahajan (10PGDM014)

Lalit Malik (10PGDM024)Nikit Tyagi (10PGDM035)

Saurabh Mathur (10PGDM045) Swati Gupta (10PGDM055

ABOUT KHIMJI RAMDAS

KHIMJI RAMDAS

Globally established business conglomerate headquartered in Oman Four strategic groups - Consumer product division , Lifestyle,

Infrastructure, Projects & Logistics

Indian operation - Started operation in 2009 o Entered consumer product division by taking role of Carrying and

Forwarding agent (C&F) for P&G India o Took over the operations from previous distributor and retained all

the employeeso Employee Strength:516 people o Head office: Okhla, New Delhio Interviewee: Mr. Subramanian - HR executive ,Khimji Ramdas

Head Office- OMAN

GM - Consume

r Products

GroupProcter &

Gamble- KR

Group india

Sales

Business Executiv

e (BE)

Assistant Functional Leader

(AFL)

Sales Training Leader (STL)

Account Manager

(AM)

Sales Executives

(SE) -6

Logistics

Functional Leader

(FL)

Assistant Functional Leader

(AFL)

Sales Training Leader (STL)

Account Manager

(AM)

Sales Executives

(SE) -6

Finance

Functional Leader

(FL)

Assistant Functional Leader

(AFL)

Sales Training Leader (STL)

Account Manager

(AM)

Sales Executives

(SE) -6

Systems

Functional Leader

(FL)

Assistant Functional Leader

(AFL)

Sales Training Leader (STL)

Account Manager

(AM)

Sales Executives

(SE) -6

IT

Functional Leader

Assistant Functional Leader

(AFL)

Sales Training Leader (STL)

Account Manager

(AM)

Sales Executives

(SE) -6

GM - Infrastru

cture Group

GM - Projects

& Logistics

Group

GM - Lifestyle

Group

Organizational Structure

HR SYSTEM AT KR

RECRUITMENT PROCESS• Number of employees at each level fixed by P&G

• Laborers and Helpers – Referrals & Advertisement

• Sales executive and above levels – Referrals & Consultants

• Stages for recruiting an executive Interview with HR Manager Interview with Operations Manager Meeting with P&G

ANALYSIS Cost Effective Method Culture Fit Narrows talent search

PERFORMANCE APPRAISAL Only applicable to executive level and above

Adopted a new system to include parameters like self evaluation and manager’s evaluation

Bonus hike depends on the appraisal rating system

ANALYSIS Transparency to the system Trust and confidence of the employees

NEW SYSTEM OF PERFORMANCE APPRAISAL

Starts 8 months before the appraisal in July

Employee Self Evaluation

Freezing the targets and self evaluation

Manager evaluation at the end of the year

Feedback and bonus decided based on that

COMPENSATION POLICY AT KR Compensation policy of this organization is driven by

P&G

P&G surveys the market for the similar roles and calculates the median value to set the salary at each designation

HR is limited to executing the salary structure provided to them by P&G

Laborers are covered under the ESI scheme of the government for their medical insurance

CONTD.

Category 

of Workers

Minimum Wages 

per Day (in Rs)

Minimum Wages 

per Month (in Rs)

Unskilled 234 6084

Semi Skilled 259 6734

Skilled 285 7410

Non Matriculate 259 6734

Matriculate 285 7410

Graduate 310 8060

•All of these are permanent and the company has no contracted labor•For sales executives and above that, company provides medical insurance•KR group does not have any union for workers

REWARDS AND RECOGNITIONS

Employee of the month

Top 3 sales people meeting the target are awarded a cash prize

Analysis Company’s main focus of rewarding

employees in sales division But there is no such policy of rewards

for employees of other divisions

TRAINING AND DEVELOPMENT

For employees above sale executive level only

3 levels of training known as BELT QUALIFICATION white, green and black

Black belt owner become eligible for promotion

Training are linked to compensation benefits

Some other training in areas of communication and personality development

Analysis Effective measure for employee motivation and retention

ISSUES AND GRIEVANCES Doesn’t have a well defined policy

Lack of HR employees a hurdle to implement any such policy

Currently handled by line managers

New initiative by the company - ‘Query Management’ Any Query reported has to be documented and

closed within 20 days Functional heads are given great deal of power to

deal with it

ANALYSIS - ISSUES AND GRIEVANCES Despite constraint on HR personnel, HR department

takes new initiative

Makes sure that issues are settled in time

Provides a way to do the root cause analysis of the problems coming in the various departments and steps that can be taken to resolve them at the earliest

Send’s the right signals to the employees that the company is there to help them and their voices are being heard

TEAM BUILDING

• HR co-ordinates and conducts team meeting for its sales force on the first of every month

• Attended by all the top bosses • Whole daylong session• It provides employees an opportunity to sit and

discuss various challenges Analysis

It will help in fostering effective co-ordination It promotes spirit of team work among the sales

personnel It provides employees a good platform to learn and

share knowledge Cost effective way of knowledge management for

this budget driven organization

PROBLEMS

NUMBER OF HR EXECUTIVE

2 HR executives for its 500+ employees Level of interaction very low between departments Lesser understanding of employees problems and needs Outcome: Employees running away with cash collected from

trade retailers, high attrition rate and wage related issues

Recommendations Increase number of HR executives Policy: fix ratio of HR executive for the total no. of

employees Greater level of autonomy to the HR executives

ATTRITION RATE Currently attrition is 2.5% Executives/Branch Managers : Wide set

opportunities available in outer world Senior Executives: Lesser risk takers, limited level

of opportunity outside

Recommendations Career Progression: Sales Executive- Team

Leader- Functional Head Root Cause Analysis: Employee engagement

and development programs, run some pilot studies

LACK OF EMPOWERMENT

HR has not been empowered to take some very critical decisions

Salary structure and salary limits is decided by P&G

HR is given a fixed budget and structure

LACK OF COMMUNICATION Decisions are taken by P&G and the sales and

operations team.

Not given a final word when it comes to matters of the employees

Reasons for this could be: Communication Can Be Time Consuming Communication is Not Part of Standard Operating

Procedures

RECOMMENDATIONS

Identify What Information is really needed-need-to-know not nice-to-know information

Conduct Team Building with Department Heads- Could be done with the help of a consultant

Reengineer Processes to Include Communication Components- for both functionally and geographically separate departments.

CULTURAL DIFFERENCES

Policies followed here are the ones used in the parent company in Oman

Some of the policies are contradictory which need to be cleared

Recently started operations in Gujarat

Recommendations: Alter or modify the policies as per the context HR department should be given more autonomy.

POLICY COMPANY WANTS CRAZY DESIGNATIONS

Current designations are the standard designations

HR department feels that such designation does not suit the qualification levels and ego of the employees.

Creating such lofty designation will help in boosting the self image of the employees

This might also help in retaining employees

Currently, HR department is in discussion with P&G to get approval for this new initiative

THANK YOU