swami ramanand teerth marathwada university, nanded, ( ms...

An UGC Autonomous Institution

(Approved by AICTE, permanently affiliated to JNTU, Hyderabad)

(NAAC Accredited Institution with ‘A’ Grade)

Vol. 8 No. 3 July-September 2019 (Special Issue)

ISSN (Online) : 2322-0449ISSN ( ) : 2277-6753PRINT

Department of Master of Business Administration

Swami Ramanand Teerth Marathwada University, Nanded, (MS) India

SUMEDHA Journal of Management

358

Abstract

The changes in the market scenario have necessitated the Indian industry to look inward

for the development of human resource as the need of the hour. If the Indian organizations are to

develop and maintain their competitive edge, the potential value of the employees need to be

increased by enhancing and linking their skills and capabilities in tune with the contemporary

requirements of the market. The present study focuses on HR practices in select Indian

organizations like Tata, ONGC, Birla group -the top leading organizations. HR practices acquire

special meaning in the organizations, as it is a manpower intensive industry. HRM in the public

sector exhibits a wide range of differences to that of private sector and in order to meet the new

challenges and to utilize the opportunities in the rapidly changing economic environment, this

study is being used to know the present situation of the HR practices in the selected organization.

Keywords: HRP in Indian organization, Economic Growth, Manpower Utilization.?

Introduction

Human resources play an important role in development of business and are the main differentiator

of excelling companies from companies to other companies. In view of the growth in business, expanding

market, high demand by consumers and change in technology, the biggest challenge being faced during

the last decade by companies has been the need to meet their requirement for talented people. The rush

for hiring of people is being seen in all the sectors such as IT & IT enabled services, infrastructure,

engineering, banking, airline, hospitality, biotech, medical, retail, etc. The demand-supply equation for

talented professionals is heavily skewed in favor of the former; and as a result both attraction and

retention have emerged as major challenges for HR professionals. The problem is not only limited within

the country but it has become a global phenomenon, and even the MNCs and global recruitment firms are

hiring people from India to meet their demands. However, in recent times, one can also see that the trend

is gradually reversing and now expatriates are being assigned to or hired for Indian operations, and even

a lot of expatriate Indian working abroad are coming back because India has now a lot to opportunities.

The future outlook confirms that global nomadic employees, who move from country to country on

varying assignments, will become a common feature (Hamel & Prahlad, 1991).

* Director and Professor, A. Dean of Commerce and Management Studies, SRTMUN. Email: [email protected]

** Assistant Professor, T.J. College, Khadki, Pune. Email: [email protected]

Changing Scenario of Human Resource Practices in DifferentSectors in India: Dynamic Managers Needed in New Millennium

– Prof. Mrs. V. N. Laturkar*

– Mr. D. M. Mupade**

Vol.8, No.3, July-September 2019

359

The organization's strong quality systems provide an effective management for prevention oriented

control which deals economically in a sound manner; the present levels of human, machines and

informational complexity that characterized today's company operations. To maintain the quality of the

organization, ISO certification has become a necessary condition to sell to customers in major markets.

Certification may not be representing an order winner, but it is rapidly becoming a universal order

qualifier. ISO standards provide a set of good common practices for quality assurance systems,

rigorous documentation standards help companies uncover problems and improve their process, and

it also helps in meeting contractual obligations with their customers and in gaining competitive advantage.

All the selected companies of the present research are ISO certified companies (K. Shridhara Bhat,

2010).

Human Resource is one of the most complex and challenging fields of management, as it deals

with the people dimension in business management. The biggest challenge now being faced by CEOs

is HR as it plays a strategic role in the growth of an organization and thereby maximizing returns on

investment. The HR manager's role is required to be perceived as business strategic partner in the

organization and he/she to identify its key role with clarity in the context of organizational working as

well as contributor to organization's strategy.Today, both the sectors - public & private, have become

an integral part of the economy. There may not be much difference in working of these sectors in

advanced countries, but in developing countries, the performance of Public Sector has considerable

scope for improvement. It is also observed that pay packages are almost similar in both sectors in

developed countries, but large difference exist in remuneration package in these two sectors of developing

countries like India.

Effective utilization of human resource is one of the most important factors for the efficient and

profitable functioning of an organization. It has significance in the management of public sector

enterprises too. PSU's employ a large workforce in different disciplines and the successful operations

of these enterprises depend much on skills and capabilities of the workforce. The Government has

made a clear commitment long back to empower the public sector units (PSUs) and their managements.

However, later it was recognized that public enterprises could not compete effectively with private

entrepreneurs without freedom to function and operate commercially. Integration of Indian economy

with global markets has thrown up new opportunities and challenges. Some of the public sector

enterprises with strategic vision are actively exploring new avenues and have increased their activities

for creating new business strategies. Over the years, operations of PSUs have extended to a wide

range of activities in the manufacturing and service industries as per the guidelines on HRM for

CPSEs.

The strategic HR practices help the organization in achieving long-term and short-term goals

through optimum utilization of human resources. This involves the development of HR objectives,

which are in alignment with the enterprise objectives. (Kumar, 1986). Thechanges in industrial

scenario have sent clear signals to the public sector to revisit their HR practices and formulate HR


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strategies by focusing profitability on long-term basis. To achieve this, the thrust has to be on competitive

HR policies & practices. HR should now focus to build enterprises that change, learn, move and act

faster than those of its competitors; and it is time to build competitive and not merely comfortable

public sector enterprises. HR of public sector enterprises is also required to keep pace with the changing

government and legal regulations (Wright, Smart & Mcmahan, 1995).

An attempt is made here in the following pages to describe the trends in the public and private

sector organizations including service and manufacturing industry of which the HR practices become

the special focus of the investigation.

Public Sector

In public sector, HR practices and its management have a long way to go in order to achieve

professional and competitive HR standards. There is lot to be done by HR in terms of identifying &

nurturing talent; creating a performance-driven culture; and bringing about changes in the mindsets of

employees at all levels so that all of them aim at providing value to customers. Multiple roles are, thus,

required to be played by HR professionals such as business strategic partners, the change agents, the

consultants, the service-provider, etc (Shim, 2001).

The public sector enterprises have always been considered as 'model employers'. They used to

recruit the brightest people in a fair selection process and generally through open competition. The

jobs in public sector always used to be the most preferred, by educated middle-class, and the talent

was generally given its due respect in the public sector. But during the last decade ample of opportunities

have been opened up for them to leave the organization. To add to this, the demand. Today plenty of

opportunities have been opened to public sector for professionals, semi professionals to leave the

organizations, the demand for talent is not confined to any particular sector of industry but the

professionals are moving across sectors. As a result, public sector is facing challenging task in terms

of attracting and retaining talent (Garder, 19993; & Palmer, 1997; Shim, 2001).

For example, Oil and Natural Gas Corporation Limited (ONGCL) which fall in top leading

public industry known as a blue chip Maharashtra Public Sector Company maintaining its dominant

position and leadership in energy business. As the company aspires to be a global leader in "Integrated"

energy business through sustainable growth, knowledge excellence and exemplary governance practices,

their progressive and innovative Human Resources Policies and systems have created an enabling

milieu which facilitates recruitment, retention and nurturing of world class human capital for leadership

in energy business.

The company believes that HR Policies and interventions have the inherent responsibility of

organizational transformation and effective change management through progressive adoption of

techniques and structures that accord precedence to action oriented goals and continuous resource

development. It is with this goal in perspective that our Human Resource policies focus on key areas

like talent acquisition and retention, training and development, compensation management and social


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security. The company hires the best available talent in various disciplines through a rigorous selection

process. It also visits the campuses of leading educational institutions to head hunt the critical talent

based on its requirements.

Training and Development of human resources is another priority area of this company. The

training infrastructure comprises of ONGC Academy located at the Headquarters in Dehradun as well

as Regional Training Institutes (RTIs) at other locations. Apart from regular in-house training programs,

various management development programmes are organized in association with the best management

institutes of the country to keep the executives updated with latest management philosophies and

concepts. Other HR initiatives like mentoring and coaching to nurture and groom fresh talent who join

the company and Assessment Development Centre (ADC) to test the managerial faculties of the

experienced lot and prepare them to assume higher responsibilities in the future are also undertaken on

periodic basis.

The company HR leadership believes that in order to sustain its edge, it needs to win the war of

talent continuously as it cannot afford to lose its rare talent pool to competition. Accordingly, various

measures pertaining to compensation and welfare of employees are undertaken and the same are

revised / modified periodically according to changing circumstances and requirements. Needless to

mention that all statutory benefits are duly provided.

Social security is another area that ONGC HR policies emphasize on a continuous basis. They

have policies in place that ensure the social security benefits not only during service but also after

retirement. Some of the prominent measures in this respect are top class medical facilities to employees

and their dependents including parents, Composite Social Security scheme which provides financial

security to dependents of deceased / permanently disabled employees and PRBS (which is a kind of

pension benefit). A trust called 'Sahyog Trust' has been established which provides financial assistance

to our secondary workforce during various contingencies.

Sincere efforts are made to meet the aspirations by adopting best in class HR practices. Various

benchmarks studies pertaining to employee satisfaction, motivation, organizational culture and climate

are periodically conducted by in-house expertise as well as by external agencies in order to introspect

and understand the pulse of the employees and take corrective measures. Such actions become all the

more important because of the uniqueness of business that ONGC is into and the rare talent pool that

ONGC possesses to run and manage such an exclusive operation.

Private Sector

Private sector plays a dominant role for generating employment opportunities inside the country.

A huge number of large scale, small scale, cottage scale units are under the control of private sector.

Importance of private sector in Indian economy over the last 15 years has been tremendous. Previously,

the Indian markets were ruled by the government enterprises but the scene in Indian market changed

as soon as the markets were opened for investments along with modern cutting edge technology, this


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saw the rise of the Indian private sector companies, which prioritized customer's need and speedy

service (Anil Kumar Singh, 2009).

The importance of private sector may be witnessed form the tremendous growth of Indian

BPOs, software companies and financial service companies. The manufacturing industry of India is

flooded with private Indian companies covering sectors like automobile, chemicals, textiles, agro-

foods, computer hardware, telecommunication equipment, and petrochemical products were the main

driver of growth (Davis, 1995).

The private sector in Indian economy has been very commendable in generating employment and

thus eliminating poverty. Which further impacted in improving quality of life, value of human capital,

changed the age old perception of poor agriculture based country to a rising manufacturing based country,

and increased production opportunities? This also led to improved social life of the Indian middle class,

better higher education facilities especially in technical fields and decreased monopoly (Guest, 1991).

In the current era of highly volatile business environment, private organizations are facing

emerging challenges in the form of acquisition and optimization of human resource. Being valuable and

scarce capabilities, human resource are considered as a source of sustainable competitive advantage.

The success of an organization depends upon several factors but most crucial factor that affects the

organization performance is its employment employee. Human resources play an integral role in achieving

an innovative and high-quality product/ service. If the employees of an organization are satisfied with

their jobs, the organization can achieve its goals in a smooth manner. It may be pointedout that, the

global changes have brought in several difficulties which required to be addressed if the organization

has to survive, failure to address the human resource, if you led through sickness and death of the

organization. (Vikram Jeet, 2014).

For example, the Tata Motors Group employs over 59,000 people. All people are as diverse as

their organization, because they come from various nationalities and ethnicities, have a wide range of

skill sets, knowledge and experience levels. This diversity facilitates debate, dialogue and fresh

perspectives, and ingrains a lateral thinking mindset across the organization.

Tata Motors believes in a progressive people culture. We ensure that a judicious mix of people

is maintained in our workforce. This is achieved through hiring multi-skilled people both from within

the automobile industry and from other sectors. In addition, a regular and consistent recruitment

programme at engineering and management institutes ensures a steady stream of high quality people

getting inducted to fuel the growth plans. We also have ongoing partnerships with Industrial Training

Institutes, besides our own professional training centers, to recruit shop-floor workforce.

A clearly defined HR strategy is based on the premise that people drive annual performance, (a

short-term goal), and also strengthen long-term organizational objectives. Programmes like mini-

assessments and the Fast Track Selection Scheme (FTSS) ensure that talent is spotted early and given

an opportunity to mature into leaders.


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Capability development, spearheaded by the Tata Motors Academy, has enabled knowledge-

sharing through initiatives, such as Learning Management Systems (LMS) and iTeach. The former

allows employees to take ownership of knowledge accretion, while the latter provides a platform for

senior management to share their expertise.

Enablers, such as the 'One Tata Motors' culture, leverage interdepartmental synergies. Therefore,

greater opportunities to learn from and contribute to the organization are created. Combined with a

rearticulated compensation philosophy and reworked variable pay plan, these initiatives ensure that

Tata Motors remains performance-oriented and talent-driven.

To drive and support their business growth, Tata Motors have increased their total workforce

to nearly 23,000 people at Jaguar Land Rover. Company recruited over 6,200 Salaried, Hourly and

Agency workers during the course of the year (including the highest ever intake of over 330 graduate

trainees). Jaguar Land Rover is recognized as a preferred employer in the UK. Increasing numbers of

International Service assignments have commenced to support global operations, and a new National

Sales Company has been established in China.

Tata Motors work hard to retain their talented staff, and during the year organization employee

turnover rate remained low at 1.8% for the salaried population and 0.9% for the hourly population.

Relationships with employees and their representatives remain positive and constructive, with no

strikes. The 2011-12 employee engagement survey was extended to all hourly paid employees for the

first time this year, and employee satisfaction rates for salaried employees rose to an all-time high of

65%, from 57% in the previous year. An extended working week was introduced, with 58% of

salaried staff opting to extend their working hours. (http://www.tatamotors.com/investors/financials/

67-ar-html/human_resources.html)

Manufacturing Industry

Indian manufacturing industry is one of the largest industries in the world. Therefore the need

to raise the global competitiveness of the Indian manufacturing sector is imperative for the country's

long term-growth. The national Manufacturing Policy is by far the most comprehensive and significant

policy initiative taken by the Government. The policy is the first of its kind for the manufacturing

sector as it addresses areas of regulation, infrastructure, skill development, technology, availability of

finance, exit mechanism and other pertinent factors related to the growth of the sector. The Modi

Government has given a new slogan for manufacturing industry- "Make in India" which is a new

major national program designed to facilitate investment, foster innovation, enhance skill development,

protect intellectual property And build best-in-class manufacturing infrastructure

(http://www.makeinindia.com/policy/national-manufacturing).

The challenge before the HR for this industry lies in recruiting the right working age population

and focus on capacity building. Moreover, personnel must be trained in using technologically advanced


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modes of production. It is estimated that every job created in manufacturing has resulted in creation of

approximately three jobs in the services sector. In a country like India, where employment generation

is one of the key policy issues, makes manufacturing as a critical sector to achieve inclusiveness in

growth.

The role of Human Resource Practices in the manufacturing industry gives an exposure to the

practical applications of the HRM concepts and helps in understanding the importance of HR Practices

in an organization The maintenance of the valuable assets, the human resource is a tedious task that

involves a lot of industriousness, dedication, presence of mind and people skills. The call is for HR

practitioners to play a more proactive and prominent role in order to retain the high technologically

skilled employees who are constantly looking for greater gains and prospects in their work. This is the

real HR challenge to retain the "knowledge workers" and "knowledgeable workers" by introducing

new processes and procedures and still ride high in implementing organizational effectiveness (Ulrich,

1997).

Group Human Resources' (Group HR) role is focused on creating stakeholder value through

superior organisational and people capability, in line with the strategic direction of the Group. While

preparing the Group for future growth and globalisation through appropriate people processes and

initiatives, Group HR is also the key process owner of the Aditya Birla Group employer brand, induction

and development of senior talent in the Group, articulation and guidance of its people vision, the

organisation culture and Group values.

Group HR provides specialist services to the businesses in the areas of staffing, learning, leadership

development, rewards and benefits, job analysis and evaluation, performance management, organisational

development, human resource management systems, etc. Group HR also monitors and takes proactive

steps to promote employee engagement through embedding world-class people processes and a value-

based work culture. It partners with businesses and other functions to realise the Group People Vision,

which is to build the Aditya Birla Group as an exciting world of global opportunities for professional

growth with human care.

India’s Best Employer 2007: Aditya Birla Group

The Aditya Birla Group is a US$ 28 billion conglomerate in the League of Fortune 500. With

operations in 20 countries, across 17 businesses and a workforce of 100,000 employees, how does

the Group's HR department function consistently across borders? HRM's Ananya Mukherjee discovers

the secret formula to this success story. No matter how big or small your corporate empire is, it is not

easy being an 'employer of choice', especially when your business is vast, diverse and spread over

several time zones. Being a conglomerate, consistently applying common practices is tough, agrees

Dr. Santrupt B Misra, director, HR & IT, Aditya Birla Management Corporation - the strategic apex of

Aditya Birla Group. "The location of the bulk of our people in remote areas makes it tougher," he

admits. Yet, Aditya Birla Group has been recognised for consistency in its people practices and declared


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India's Best Employer in 2007 by Hewitt Associates. The main factors that Misra believes contributed

to the Group's status as best employer include "the capability to leverage talent from a wide variety -

e.g. from basic to rarest of rare, from own nurtured to acquired, from domestic to international/

expatriate etc; the ability to address multiple employee needs in multiple situations in a comprehensive

manner - e.g. from basic needs to security, education to development needs through multiple roles/

task forces; well-designed plans to reach beyond the employee to their family through employee

wellness programmes; reaching out with a network of schools to the families and the community

around our plants; and multiple rewards and recognition process which include small recognitions like

a smiley, employee of the month and the group-wide team and individual recognitions at the Chairman's

level".

What works best in Aditya Birla Group?

Having an aggressive growth plan with structured people processes that provide flexibility for

individual creativity has worked well for the Group, says Misra. "The organisation's strength has been

its high quality talent and strong financials, which help to further build on their leadership positions;

and the freedom for employees to charter their career path of choice across businesses spread across

20 countries in six continents where Aditya Birla Group has a presence."

The Aditya Birla Group also has a structured set of processes to support this. Its internal

recruitment scheme, global mobility policy, talent management, job analysis and evaluation and

opportunity for continuous learning have proven to be sound employee propositions. Beyond that,

there is a strong emphasis on employee engagement, says Misra. The Group, he shares, regularly

monitors employee engagement at all levels across the Group through the biennial organisation health

study (OHS), which is led by the chairman. Subsequent actions are taken based on the outcome of the

study, which gives employees a unique opportunity to anonymously and frankly express their opinions

on a range of issues. The last OHS was conducted across the group in 2006, in which almost 15,600

employees participated. "The employees also have the perception that Aditya Birla Group continuously

works towards enhancing individual competence and keeping them employable," Misra says. This

was reflected in the last OHS, in which 67 per cent of respondents stated that they would recommend

Aditya Birla Group to others looking for a meaningful career. 69 per cent stated they would like to

continue work in the same business even two years from the time of the survey, and 71 per cent felt

that they received adequate training to do their job well.

Key HR initiatives

Recognizing human endeavors and applauding employees across all units of the Group has been

a key engagement factor, says Dr Santrupt Misra, director, HR & IT, Aditya Birla Management

Corporation One of Aditya Birla Group's approaches to building their employer of choice brand has

been through considering employees as a Group resource, Misra emphasizes. "This helps to create a

feeling of bonding and oneness amongst them, while maintaining continuity of service across the


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Group. This also reinforces the multiple options available to employees across geographical locations

and businesses, from which they can choose (based on personal choice, risk appetite, career stage,

etc) their career development," he says. "A common set of values and a code of conduct are applicable

to all management cadre employees across the group. This helps to clearly articulate the expected

standard of professional behavior from each employee, irrespective of geographies and business."

Recognizing human endeavors and applauding employees across all units of the Group - including

the joint venture companies through The Aditya Birla Awards for Outstanding Achievement - has also

been a key engagement factor, says Misra. "This process was launched in 1996, and today has become

an institutionalized form of recognizing excellence across the Group. During the awards, a number of

Group-wide competitions are conducted. Over the years, competitions like Vision 2015, Oh! Not So

Smart, Aditya Birla Group value leader's poll, etc, have been conducted. These competitions are open

to all employees of the group."

Creating a common portal in which employees can access information about the Group has also

been useful. Aditya Birla Group has a single portal which provides various job opportunities across

levels, businesses and geographical locations of the Group. The company also celebrates its

achievements, for example the title of Best Employer in India and Asia. "This was celebrated throughout

the Group by sending a commemorative pen (Cross) with the Chairman's signature and the inscription

'A Moment to cherish - 2007' to the 20,000 management cadre employees of the Group. Along with

the pen, a personalized message from the Chairman was also sent to every employee. Celebrations

were carried out across all Group locations with especially composed song 'We are the Best' and an

audio-visual presentation."

Other HR schemes

At the unit level, families are included in the onboarding process to ensure easy assimilation into

the Aditya Birla Group family Aditya Birla Group classifies its various HR initiatives over the last five

years into the following categories: recruitment and staffing, nurturing talent, performance management,

opportunities for learning, rewards and recognition, Group-wide people process, quality of life beyond

work, and integrating effectively.

With regards to recruitment and staffing, Misra says: "When hiring in markets and varied sectors

across the globe, we grapple with a variety of local market realities. Appreciating ground realities in

various geographies includes complying with local laws, understanding business practices and customs,

as well as respecting social norms. In the last two years, over 3,400 new hires (not including acquisitions)

have joined our businesses in the management cadre."

The Group has a multi-pronged recruitment approach, Misra explains. Policies are common at

the Group level, while execution is tailored to meet the needs of individual businesses. To ensure a fit

with Group values, senior level potential recruits meet with the Chairman before an offer of employment

is made. Also, all openings are offered to existing employees via the Group intranet. "Employees


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compete with external candidates for suitability in terms of competency and qualifications," he says.

"We aim to make the recruitment process as transparent as possible and a warm experience for those

who apply". The Group is particular about honouring commitments made during the hiring process.

HR partners with immediate supervisors, departrnental heads and peers to make the transition smooth

and help new employees become productive as early as possible. At the unit level, families are included

in the onboarding process to ensure easy assimilation into the Aditya Birla Group family.

However, Misra notes that with mergers and acquisitions becoming the order of the day, staff

often face new challenges in terms of quick turnaround on turnkey projects and hiring for key positions

arising out of acquisitions.

Opportunities for learning

The learning channels deployed by Aditya Birla Group to transform into a learning organization

are:

Gyanodaya - The Group varsity for management learning: The vision is, "to be at the core of an

effective learning network, that as a strategic business partner harnesses knowledge and intellectual

capital to contribute to the Group's vision of being a premium conglomerate, with a clear business

focus at each business level", says Misra. Over the last five years, 7,000 managers across a range of

businesses have participated in managerial and strategy programmes, conducted by the leading

academics from Indian and overseas business schools like London Business School, Harvard Business

School, Indian Institute of Management, Kolkata etc.

The virtual campus - GVC: The main objective was to reach out to 20,000 managers and

provide them with the "freedom to learn at their own pace and time". The GVC's 'E-facilitators' in the

units work to support the 'E-learners'. Over 250 online courses spanning areas such as leadership,

sales, marketing and engineering are available on the learning network.

Knowledge integration programme (KIP): These foster learning from within and across the

Group's businesses and provide a platform for the sharing of best practices. About 400 managers have

participated in 20 KIPs in the last three years. These KIPs have covered topics such as marketing,

manufacturing excellence, human resources, research and technology, legal, information technology, etc.

Continued learning- mid-career education: This facilitates continuing education of management

staff. In partnership with Universitas 21, a Singapore based e-university, the Group offers online MBA

programmes.

E-360 degree instrument - Pratibimb: This is an online 360-degree feedback tool to heighten self

awareness. Managers receive feedback on group values, global leadership competency and career

stage competency. Launched in April 2006, Aditya Birla Group has more than 80 senior managers who

have enrolled in this process.


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Knowledge @ desktop - Gyandhara: A knowledge portal which offers three unique services: 1)

A research assistance facility which guarantees less than 72 hours' response time; 2) E-books to help

managers stay at the cutting edge of thought leadership; and 3) A bi-monthly e-newsletter focusing on

industry updates, latest industry news and management updates.

The Group intranet - Adityadisha: The Group intranet is the information gateway for the businesses

and the corporate, which serves as the repository of organisation information and the channel for

organisation communication. It hosts features like career helpdesk, management circulars and access

for multiple learning micro sites.

Organisation case studies - Anubhav: This captures the tacit learning of managers across various

businesses of the Group. It is a knowledge repository of over 600 cases documenting the success

stories, as well as learning from practical problems and issues from real-life experiences and their

solutions by practising managers of the Group.

Nurturing talent

The Group has developed the 'talent management framework', which encompasses eight career

stages and 17 career-stage specific behavioural competencies. The key steps in the process are:

Development assessment centres (DACs): DACs have been designed to support managers in

assessing and developing their capabilities. Over 1,200 managers across all management levels have

participated in the DACs since 2003. Post-DAC, the developmental goal for an individual, in terms of

priorities for learning and development experiences to move to the next career stage, is captured

through the individual development plan (IDP). These are monitored on a real time basis for tracking

implementation on the Peoplesoft platform.

Talent reviews: A three-tier annual talent review process, held at the unit level, business level and

Group level, ensures a focused approach to the implementation of lDPs. The review discussions

provide meaningful input into the career and succession planning process.

Talent engagement: Business heads anchor programmes aimed at developing leadership potential

and are personally involved in the design of specific courses. Other initiatives, such as the Chairman's

Challenge and Ideas Unlimited, provide in depth engagement opportunities with hi-potentials.

Career moves and succession plans: Three-tier succession planning ensures that there is adequate

leadership bench strength for all critical positions. Over 300 managers have moved into identified

business critical roles at the senior and middle management levels as a consequence of their individual

development plans. Most business critical positions have identified succession plans.

Conclusion

The HR function has emerged as one of the most important areas of organizational practice. It

has not been developed in isolation but rather in the context of industrial change and economic


369

development. The uniqueness of HR requires a totally different kind of attention from management. An

organization's HR is fragile, relationships are delicate, contributions are unpredictable and stability is

uncertain. Thus, it provides a great challenge and opportunity to the organization.

Government of India, as part of its national agenda to promote growth, increase in efficiency

and international competitiveness, has been continuously framing policies for industrial growth, fiscal,

trade and foreign investment to achieve overall socio-economic development of the country. The

Public Sector emerged as the driver of economic growth consequent to the industrial revolution. With

the advent of globalization, the public sector faced new challenges in the developing economics. No

longer the public sector had the privilege of operating in a seller's market, but had to face competition

both from domestic and international competitors.

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Websites

1. www.trai.gov.in

2. http://www.makeinindia.com/policy/national-manufactruing/

3. www.apddcf.gov.in

4. www.fci.gov.in

5. https:www.wikipedia.org/wiki/public_sector_undertakings_in_India

6. https:www.wikipedia.org/wiki/Private_sector_undertakings_in_India

7. https:www.wikipedia.org/wiki/Category:Manufacturing_in_India

8. http://www.ongcindia.com/wps/wcm/connect/ongcindia/Home/Career/HR_Policies/12.44pm/

date5-12-15

9. http://www.tatamotors.com/investors/financials/67-ar-html/human_resources.html

swami ramanand teerth marathwada university, nanded, ( ms...

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