hr policies and practices in tata, ranbaxy, cipla and mahindra
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HUMAN RESOURCE POLICIES APRACTICES
BY:
AKSHAY GUPTA (12/IME/00 9) UPENDRA KUMAR SH(12IME/042)
SHIVAMDEEP RAJPUT (12/IME/01 2) JAGDISH PRASDAD (12/IME/02)
ANUBHAV SRIVASTAV (12/IME/019 )
MAYANK CHAUDHARY (12/IME/ 021)
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M!"#$%&! ' M!"#$%&
Founded in 194 L*%"#!$!.Part of Mahindra Group, an Indian conglomerate.
Ranked 21+, in -.&,*$ 00 L#+,
Started as licensed jeep maker under #3 J I$%#!
Headquarters M*56!#
!e" People #nand Mahindra $ %hairman and Managing &irector'
(mplo"ee strength )*,+- $-)'
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*5!$ +.*&7 M!"#$%&!
R7$, A8!&%+ D+7,#.$
B+, P!7+ ,. .& in India -/ Ranked )+th $o0erall'$manufacturing'
HR E$, .; ," 3!& at the +th #sia2s
3est (mplo"er 3rand #4ards -/
MI52s 2Gro4th %hallenge6
HR P&.;++#.$! .; ," 3!& at the+th #sia2s 3est (mplo"er 3rand #4ards-/
Ms. 7ora 3hatia $%hief 8 #dmin.'
L!%#$< CEO .; ," 3!& at the *th#nnual Greentech HR #4ards -*
Mr. Harsh !umar
R7$,A8!&%+
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H*5!$ R+.*&7 !, M!"#$
M!"#$%&! E>$7 ;.&&.+7,# 5.3+
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H*5!$ R+.*&7 !, M!"#$
M!"#$%&!E>$7
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H*5!$ R+.*&7 !, M!"#$
T&!#$#$< !$% D.5$,Great emphasis on emplo"ee training and de0elopment.
) phase training process
I$%*7,#.$ T&!#$#$<
D#+,!$7 ,&!#$#$< &.
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H*5!$ R+.*&7 !, M!"#$
T&!#$#$< !$% D.5$,Mahindra :elie0es communication through mutual trust is esse
house de0elopment.
Senior le0el e>ecuti0e meetings $B* 7"# 7.$;&$7'annuall" along 4ith emplo"ee get together and emplo"gatherings.
(mplo"ee gatherings are held thrice each "ear G.! S,,#$< (J!$)
A$$*! C.55*$#7!,#.$ (A)
-!5#3 M, (O7,)
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H*5!$ R+.*&7 !, M!"#$
A&!#+!Bses )+ degree assessment 4ith ) le0els of inter0ie4ing
superior and su:ordinate.
Ahe compan" follo4s E5.3 V!* P&..+#,#.$ to :alanand :ene@ts recei0ed :" emplo"ees.
?utperformances are recogni=ed :" num:er of a4ards :oth monon monetar".
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H*5!$ R+.*&7 !, M!"#$
A&!#+!
G$+#+ .; EVP
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T!,! M.,.&+Founded in 194 as manufacturer of locomoti0es.
Part of Aata group.
Corld6s 1," !&
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H*5!$ R+.*&7 !, T
HighlightsB+, P!7 ,. .& #$ I$%#! 2014 automoti0e sector.B+, P!7 ;.& .5$ E5.3 #$ I$%#! 2014 auto
sector.
J!
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H*5!$ R+.*&7 !, T
R7&*#,5$,(mphasis on internal recruitment and e>perienced emplo"ee :e-s.
isi:le on campuses o0er the last fe4 "ears 4ith M#$%&.&
Preferred choice for internships for mechanical and electrical stu
-$%== program has :een initiated under 4hich an emplo"e:onus points to refer female prospecti0e emplo"ees.
?pportunities for emplo"ee 4ards < domain 4ise 4ritten test, ascenter, personal inter0ie4.
Selection Procedure
8,,$ ,+,
+37".5, ,+,
&+.$! #$,
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H*5!$ R+.*&7 !, T
T&!#$#$< !$% D.5$, Aata :elie0es that (mplo"ees are their capital and their jo: is to In - Aata formed a / "ear Human %apital Strateg".
Human Capital Strategy:HR !$% L!%&+"# .6 ,. 5!$!
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H*5!$ R+.*&7 !, T
T&!#$#$< !$% D.5$, Ahe concept of 5#% $5earning #d0isor" %ouncils' is practiced :" #pplication of -!+, T&!7 S7,#.$ S7"5 since-.
(0aluates indi0iduals on their managerial and leadership qualitiepro0ides a platform to de0elop and e>plore ne4 a0enues 4ithin tcompan" and across su:sidiaries.
%an choose all or an" of the three streams 4ithin the scheme
! E>7*,# S7,#.$ S7"5 (ESS): focuses on General Management
competencies.
6 O&!,#.$+ M!$!
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H*5!$ R+.*&7 !, T
A&!#+!
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H*5!$ R+.*&7 !, T
A&!#+!Internal Assessment:Half
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H*5!$ R+.*&7 !, T
A&!#+!Eternal :Bse of institutions kno4n as assessment centers.
?nce a "ear assessment trough the method.
#ssessment e>ercises along 4ith e>tended periods of
inter0ie4 and tasks.
#ssessment center at Pune.
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!, R!$6!>3
H#7$7 #$ CSR A8!&%@201 :" B3M5.,,..
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H*5!$ R+.*&7 !, R!$6R7&*#,5$,Practices in par 4ith :est in the 4orld.
Aransparent and harmoni=e recruitment is stated in compan" JValue in A
# user hand:ook on R!$6!>3+ R7&*#,5$, G*#% is pro0ided to erecruiter.
5ength" selection process 4ith at least / rounds
R% 1: O$@#$ +7&$#$<
R% 2: A,#,*% ,+,
R% F: -!7 ,. ;!7 &.*$% (AD ' ,!5)
R% 4: -!7 ,. ;!7 &.*$% (D#&7,.& ' ,!5)
R% : HR
L.
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H*5!$ R+.*&7 !, R!$6T&!#$#$< !$% D.5$,3elie0es in pro0iding autonom" to their emplo"ees
Indi0iduals are gi0en responsi:ilit" quite earl" in their careers.
-/ of e>ecuti0es are :elo4 age ).
3elie0es in de@ning clear o:jecti0es and priorities for a ) "ear pa
Strong emphasis on cross
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H*5!$ R+.*&7 !, R!$6
T&!#$#$< !$% D.5$,3elie0es in consistent ongoing feed:ack from the emplo"ees.
Rolled out the G.6! E$
ser0es as a tool to measure the e;ecti0eness of their initiati0es
Ranbaxy Code o Conduct 4as introduced recentl" :" &r 3rian
Aempest, %(? and Managing &irector, Ran:a>".
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H*5!$ R+.*&7 !, R!$6A&!#+!Salaries and other :ene@ts are compara:le 4ith the :est in the i
%onsistentl" :een on Aop Aen (>ecuti0e Remunerations list.
%an e>pect to :e re4arded highl" if the performance is consisteoutstanding.
(S?P $emplo"ee stock o4nership' plan in form of incenti0es.
Group 5ife Insurance, Medical Insurance and Pension plans are s
:ene@ts.)+ degree appraisal s"stem.
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CIPLAFounded :" &r. !h4aja #:dul Hamied as 2Ahe %hemical, Industrial
Pharmaceutical 5a:oratories2 in D)/.
%hanged to 'Cipla !imite" 2 on - Kul" DE*.
DD*, %ipla launched &eferiprone, the 8.&%+ &+, .&! #&.$ 7"
Produces 40 .; ,.,! HIV/AIDS 0accine consumed glo:all".
Headqauarter Mum:ai
!e" People L.!. Hamid, $%hairman'
(mplo"ee strength
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CIPLAH#
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CIPLAT&!#$#$< !$% D.5$,Highl" 0alues training as an" other pharmaceutical @rm.
Most of the training is outsourced.
Internal programs such as s"ill builder# need based interventions
Speci@c leadership de0elopment inter0entions like coaching frst tie anager and anger o anagers.
%ipla (dge 4as initiated in -- for promotion of higher educatio
in emplo"ees
C#!P&.
L
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CIPLA
T&!#$#$< !$% D.5$,Programs like $EA!%$eadership or Enhancing Accelerating !ero
and '$C %'lobal $eadership Council& are outsourced.
LEAP is the high performance program that com:ines ke" eleme(dge coaching and training to culti0ate the leadership.
Ahe G.6! L!%&+"# C.*$7# is an international net4ork of leadership and organi=ational transformation.
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CIPLAA&!#+! Ahrice a "ear appraisal s"stem.
#ppraisal process outsourced.
Partner 4ith (racle for performance monitoring.
)+ degree appraisal 4ith ) le0els of inter0ie4ing.
Ahe practice of Potential #ppraisal.
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