mahindra& mahindra(2)

8/2/2019 MAHINDRA& MAHINDRA(2)

1/28

Group Members:-

Rajlakshmi Phukon

Murchna Bhuyan

23-10-2010 1


2/28

Overview

Mahindra & Mahindra is headquartered in Mumbai.

Main products are UV, SUV, CAR and AUTO.

Set up in 1945 in Ludhiana as Mahindra & Mohammed bybrothers K.C. Mahindra and J.C. Mahindra along

with Malik Ghulam Mohammed.

Renamed as Mahindra & Mahindra in 1948

Employee Base 1,00,000+.

Global subsidiaries include Mahindra Europe Srl. based in

Italy, Mahindra USA Inc., Mahindra South Africaand

Mahindra (China) Tractor Co. Ltd.

23-10-2010 2


3/28

Manufacturing Process


4/28


5/28

Organizational Structure

CEO - Anand G.Mahindra

Chairman of the Board -Keshub Mahindra

Vice Chairman and Managing

Director - Anand G. Mahindra

Directors

23-10-2010 5


6/28

HR Policies

HUMAN RESOURSE VISION:-

We would Like to be Partner in the business, and wewill

achieve this by:

Creating a performance oriented, team based culturethrough HR strategies, systems, policies, tools that arealigned to business needs and help employees growprofessionally and personally.

Ensuring fairness across divisions with speed andsimplicity.

23-10-2010 6


7/28

Corporate Human Resources:

Corporate Human Resources Department has compiled a policy

manual that is available with the head of each business location

and senior HR executives of Mahindra & Mahindra Ltd.

The purpose of the manual is to ensure that all concerned in

Mahindra& Mahindra Ltd. are familiar with the policies and

rules related to Human Resources Management in the

company.

The provisions of the manual as well as the contents of this

web-side are not conditions of employment and may be

modified or revoked from time to time.

23-10-2010 7


8/28

HR Activities at a glance

Recruitmentand Selection

Training &Development

PerformanceAppraisal

Reward &Recognition

Motivation

23-10-2010 8


9/28

Recruitment and Selection

Recruitment Media

Campus

recruitments

Employee

ReferralLateral

recruitments

23-10-2010 9


10/28


Screening Process

ResumeScreening

Call forinterview:

1) Preliminary2) Final

23-10-2010 10


11/28


FinalInterview

OfferAcceptance

of offer

JoiningthroughJoiningLetter

Induction /Orientation

(From 3Days to 1month)

23-10-2010 11


12/28

Training & Development

Thrust areas of Training & DevelopmentInitiatives:-

Global Managers Programme after identification of talent pool.

People Management:-- Coaching & Mentoring- Managing Conflicts, Team Working

Leadership Communication Programme for Executives .

Multi-functional General Management Programmes.

'The Mahindra Way' - A Manager's Induction Programmeinto the Mahindra Group.

23-10-2010 12


13/28

SUMMER TRAINING

Objective:-

1. To develop a talent pool for the final Management

Trainee recruitments.

2. To ensure that potential employees develop a betterunderstanding of the Mahindra vision and culture.

23-10-2010 13


14/28

MANAGEMENT TRAINING

Objective:-

1. To attract, recruit, induct and groom young

managerial talent for future leadership positions inthe Group.

2. To develop a cadre of managers with cross-

functional experience and an aptitude to take up

top leadership positions in the future.

23-10-2010 14


15/28

Training1. The Induction Training is for a period of 2-3 weeks. It

focuses on familiarising the Management Trainees withthe Mahindra Group's history, values, organisationalpolicies, businesses and future growth plans.

2. The Management Trainees undergo three projects:two in their functional specialisations (4 months each)and one in a cross-functional area (3 months) in differentsectors across the Mahindra Group.

23-10-2010 15


16/28

Performance Management System

Strategy, Vision, Mission & Budget

Business Goals

Organizations Objectives

Departmental/ Functional Objectives

Role/ Individual Objectives

23-10-2010 16


17/28

In M&M Top DownApproach is followed for

goal setting.

The Department goalsetting is done through the

Balance Score Card

Approach .

After Departmental goals,

Individual goals are set.

Communication

Workshop

KRA

Setting

Mid-Term

Review

Performance

Appraisal

(Review)

Feedback &Counseling

23-10-2010 17


18/28

Communication Workshop

Its a 2 day workshop that is compulsory for all employeesright from operational to strategic level.

KRA setting and how to conduct appraisal are covered on the1st and 2nd day respectively.

Each individual has 3 to 5 KRAs. Each KRA set has a

weightage and the total weightages is 100% .

Performance with respect of KRAs forms a basis for thecalculation of performance payout amount for an individual.

KRAs for the next year are set before the final

KRA Setting

23-10-2010 18


19/28

Mid Term Review

Mid Term reviews are conducted to know how much goals theappraisee has achieved.

Appraisees are reviewed on the basis of the KRAs, assessmentof significant tasks other than KRAs, if any , leadershipcompetencies and strengths of the appraisee.

Performance appraisal concentrates on performance based onthe goals and results achieved and training and developmentalneeds for the employee.

Performance Appraisal (Review)

23-10-2010 19


20/28

Employee Rating

Employees are rated on two scales

Performance pay rating

Overall rating

The rating scale 5,4,3,2,1. Ratings would be based on a specific KRA basedon the achievement levels agreed at the beginning of the financial year.

For the performance pay calculation, the overall performance is divided intotwo parts - the business performance and individual performance .

As the employee goes higher on the hierarchy , the business performance andthat of the individual performance starts reducing.

Performance pay rating

Overall rating

23-10-2010 20


21/28

Feedback and Counselling

The superior gives an immediate feedback to thesubordinate after the final performance appraisal.

The appraiser and the appraise together review theoverall performance of an individual against the agreedtargets.

Helps in identifying areas for improvement.

Provides development opportunities for the growth ofthe people.

Agree/ Generate data for actions relating to incrementsincrements, promotions etc.

23-10-2010 21


22/28

Rewards and Recognitions

Leadership Rewards and Recognition

Employee of the Month Employee awards, gifts ,reward programs

23-10-2010 22


23/28

Stress Management - The Holistic

Triangle

Yoga Sessions to Beat the

Blues Seva: Caring Quotient to

Wellness Quotient

Karma: Performance and

Time Management

23-10-2010 23


24/28

What M&M Human Resources does for theiremployees

Make sure that the employees understandwhat they have to do and how to do it. Meettraining needs.Consider whether working f lexible hourswould help employees to manage demands.

Involve employees in the way work is carriedout.

Consult employees about decisions.Build effective teams with responsibility for

outcomes.Review performance to identify strengths

and weaknesses.

Give employees the opportunity to talk aboutissues causing stress.Be sympathetic and supportive.Keep employees informed about what isgoing on in the firm.

23-10-2010 24


25/28

When employees are anxious aboutwork and the organisation and do notknow what is expected of them.

Carry out a thorough induction for new employeesusing a checklist of what needs to be covered.Provide employees with a written statement ofemployment particulars.Give employees clear job descriptions.Maintain a close link between individual objectivesand organisational goals.

The organisation is undergoing rapidgrowth and change. When employeesare feeling insecure.

Plan ahead so changes can be signposted andmanagers and employees are prepared.Consult with employees about prospective changes sothey have a real input and work together with you tosolve problems.

When employees have a relationshipproblem. They fail to perform and worries of good behaviour and trustdisturb them, leading to problemsrelated to discipline, grievances andbullying.

Have clear procedures for handling misconduct andpoor performance.Have clear procedures for employees to raise

grievances.Tackle any instances of bullying and harassment andmake it clear such behaviour will not be tolerated.

23-10-2010 25


26/28

What M&M Human Resources does for their employees?

1)M & M make sure that the employees understand whatthey have to do and how to do it. Meet training needs.

2) Consider whether working flexible hours would helpemployees to manage demands.

3) Involve employees in the way work is carried out.4)Consult employees about decisions.5) Build effective teams with responsibility for outcomes.6)Review performance to identify strengths and

weaknesses..


27/28


28/28

23 10 2010 28

THANK YOU

mahindra& mahindra(2)

Documents