to study the hr practices
TRANSCRIPT
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CHAPTER 1 : OBJECTIVE AND SCOPE OF PROJECT
SCOPE OF STUDY:
I had been allocated Mumbai area’s branches for Internship. This included Santacruz
Corporate office, Kalina Main office, Mira road Branch, and Dombivali branch where
Interns and new joiners were placed.
My internship in ICS Technologies includes specific areas of HR Practices. This
includes:
1. Recruitment and Selection
2. Job Analysis
3. Counseling and Motivating Interns
4. Training
OBJECTIVES:
1. To understand HR Practices of ICS Technologies.
2. To design Job Description and conduct Recruitment.
3. To understand issues of marketing interns and counseling them for better
productivity.
4. To conduct Training for HR and Marketing Executives new joiners.
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CHAPTER 2: INTRODUCTION OF PROJECT
HRM (Human resources management) refers to practices and policies framed for the
management of human resources in an organization, including recruiting, screening,
rewarding and appraising.”
Human resources is the set of individuals who make up the workforce of an
organization, business sector, or economy. "Human capital" is sometimes used
synonymously with human resources, although human capital typically refers to a
more narrow view (i.e., the knowledge the individuals embody and can contribute to
an organization). Likewise, other terms sometimes used include "manpower", "talent",
"labour", or simply "people".
The professional discipline and business function that oversees an organization's
human resources is called human resource management.
For any business to run one needs four M’s, namely
Man,
Money,
Machine and
Material.
Managing other three resources other than men, are easy to handle. Men are very
difficult to handle because no two human beings are similar in all way. Handling
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humans is more important for any business because human being have crucial
potential that may be very profitable for the business. And these potential can be
developed to an unlimited extent if they are provided with proper environment.
Proficient HR management consulting can enhance the efficiency of business houses
and result in considerable savings, in terms of both time and money. HR consulting
supports businesses in refinement their human resource processes.
Basic Elements of Human Resource Practices
Planning and Appraisal: How an organization sets goals, plans performance,
provides ongoing coaching, and evaluates performance of employees (individuals
and/or teams).
Individual and Team Development: How an organization identifies the needs for
employee skill development, education, and growth and how they meet those needs.
Career Planning: How an organization strives to help employees to learn their
strengths and to match these strengths, aptitudes, preferences, and abilities to future
work.
Hiring: How an organization defines and fills positions and roles with qualified
people from within and/or outside the organization; how an organization orients these
new employees.
Career Pathing: How an organization (for key positions and roles) determines the
logical progression of jobs, roles, assignments, and development to provide a
sufficient pool of qualified candidates and incumbents.
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Job Design: How an organization determines the best methods for accomplishing a
work product or result. The two major types are the individual job and the team.
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CHAPTER 3: PROFILE OF ORGANISATION
INTERNATIONAL CERTIFICATION SERVICES
3.1 COMPANY PROFILE:
Globalization and consumerism has made organizations to strive for the
products & services quality to be in accordance with the global standards and
provide proof of compliance with the applicable directives , guidelines and
legislative & regulatory requirements. International certification servic es(ICS) is
committed to provide necessary support to the industries , manufacturing
organizations and institutions in achieving their goal towards “Excellence in
Quality and Continual Improvement”. Today, world is greatly concerned with
the Environment and safety, Where ICS has been focusing and supporting the
industries to improve these aspects for their Corporate Governance
Responsibility.
ICS has established itself as a “Conformity Assessment Body” and Accredited
by JAS-ANZ(Australia) for QMS, EMS, OHSAS, FSMS, ISMS, IMS and
NABCB(India) for QMS, EMS, INSPECTION (ISO 17020) with its main
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objectives to safeguard Life, property and Environment through QUALITY
ASSESSMENT and Certification of various MANAGEMENT SYSTEMS. ICS
strives at creating values for their valued customers, stakeholders, employees
and society at large by catering to their needs towards conformity assessment,
Quality Assurance / Quality Control, Inspection & Testing Services to enhance
customers competitiveness, business continuity & sustainability in the market
while avoiding any conflict of interest and influence of any external
pressure.ICS has 30 offices in India to be close to their valued customers so as
to provide cost effective and efficient certification services. We ensure our value
added services to benefit our valuable customers on regular basis.
3.2 GROUP OF COMPANIES:
ICS Electro CorrDamp :
"International Certification Services" new venture introduced by acquiring
"Electro Corr Damp" a well knownCathodic Protection Company of India.
ICS-Electro Corr Damp has accomplished number of vital C.P.System projects
in India utilizing state of art to combat stray current problems thus to protect
and safeguard onshore and submarine pipelines system for their valued clients
like ONGC, BPCL and HPCL etc.
ICS provides quality assurance during design, construction and commissioning
of cathodic protection system including in-services inspection and monitoring
services.
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ICS has a team of corrosion and C.P.System engineers and specialists to
provide an effective and efficient quality assurance and inspection services.
ICS Technologies Pvt. Ltd :
ICS Technologies Pvt. Ltd. ICS Technologies is Group Company of International
Certification Services (ASIA) Pvt. Ltd. This is Assessment Body for Certification,
established in 2003.
ICS Technologies operates as a commercial laboratory to perform Testing,
Calibration, Third Party Inspection, and Survey for Onshore and Offshore activities,
Training activities to satisfy the need of Industry.
ICS Technologies is equipped with sophisticated instruments and infrastructures,
which is supported by a group of dedicated, professionally qualified & trained experts
to undertake assignments to your satisfaction to keep pace with the rapidly advancing
technology & skills.
The laboratory has built- in quality system in fine with ISO/IEC-17025, NABL – 101,
& has received a number of recognition, both national and International.
ICS is provider of TOTAL QUALITY SOLUTION under ONE ROOF
Our wide spectrum of conformity Assessment services to private, public and
government organizations covers:
QUALITY ASSESSMENT
Independent Third& Second Party Inspection.
Production Survey.
Certification of Material, Components&Equipment.
Container Safety System.
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Pre-shipment Inspection.
Certification of Pressure Vessels.
Re-certification ofEquipments& Structures.
Rail-car, Road Tanker and Wooden Pallet Inspection.
Personnel, System & Process Qualification and Certification (Welders
& Procedure Qualification, NDT, Welding inspectors, Crane operators
and Painting & Coating Personnel).
ENERGY, OIL & GAS
Independent Civil Engineering Projects.
Projects Coordination and Management,
Certification of Project covering design, drawings, fabrication,
construction and commissioning.
Inspection & Testing(NDT, Welding, Painting and coating etc).
New Products and Statutory Inspection of the Inter model equipments.
Pipeline Projects (QA / QC).
Project Management Consultants.
Inspection of Refineries and Chemical plants.
Inspection of Power Stations covering Hydro, Thermal and Nuclear.
MANAGEMENT SYSTEM CERTIFICATION
ICS offers conformity certification services to assess and cert ify that a
management system is documented, implemented and maintained in conformity
with a specified international standard. We provide certification services for the
following standards:
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ISO 9001 : 2008, Quality Management System.
ISO 14001: 2004, Environmental Management System.
TS 16949: 2002, For Automotive.
Food Safety HACCP, Hazard Analysis & Critical Control Point.
OHSAS 18001: 2007 Occupational Health and Safety Assurance Series.
ISO 13485 & ISO 13488 Quality Standard for Medical Devices.
SA 8000; Social Accountability.
ASME NQA-1; Quality Assurance System.
ISO/TS 16949; Automotive Management System.
ISO 30000; Ship Recycling Management Systems.
Certification of Products / CE marking.
Certification ofPesonnel Qualification.
ISO 17020; Inspection Bodies.
CE MARKING / PRODUCT CERTIFICATION
The CE Marking is mandatory for the offerings to be placed in European
Union market. CE ( ConformiteEuropene / European Conformity) directive comply
essential with health, safety and environment requirements and is independent
of product quality requirements.
ICS provides CE marking services for products that fall under the purview of
the following European Directives:
Construction Products.
Electromagnetic Compatibility.
Low Voltage Equipment.
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Machinery Safety.
Medical Devices Active Implantable.
Medical Devices In Vitro Diagnostic.
Personal Protective Equipment.
Pressure Equipment.
Simple Pressure Vessels.
Toy Safety.
Product ICS marking in conformance with ISO 17024 requirements.
3.3 WHY ICS?
ICS is committed to give solution under one roof for Certification &
Verification on quality backed by code of integrity, impartiality &professional
conduct being innovative, giving respect to legal & ethical mannerism for
certification in the area of health, wealth, safety, environment and social
responsibility.
ICS has worldwide recognition in the form of accreditation by :
National Accreditation Board for Certification Bodies (NABCB) for
Quality Management System for specific sector & Environmental
Management System for chemicals, chemical products & fibers, rubber
& plastic products.
Joint Accreditation System of Australia and New Zealand, Australia
(JAS-ANZ) for Quality, Environmental, Occupational Health & Safety,
Food Safety, Information Security Management System with open scope.
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3.4 VISION & MISSION:
Always to look ourselves straight in the eye.
we don't want to stand with the setting sun .
At the ICS we help you see that what you do is the right way to be.
We help you achieve what you aim for.
We help you see, that things are not too far.
We help you better in what you do.
Help get you there in the shortest way through.
At the ICS our team of dedicated and knowledgably personnel.
Compete the industry.
Do it right the 1st time &everytime.
We are an independent certification and inspection body committed to
safeguard life, property & Environment through, Quality Assurance and
Total Quality Management.
We help you evolve Your trusted partner in quality and management
Improving life through conformity assessment.
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3.5 ORGANIZATION CHART:
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3.6 REGIONAL OFFICES:
StationName:
Ahmedabad, Aurangabad, Bangalore, Baroda, Belgaum, Chennai, Coimbatore,
Guwahati, Hyderabad, ICS-Technology, Indore, Jaipur, Kanpur, Kolhapur, Kolkata,
Ludhiana, Mumbai, Mumbai-Admin, Mumbai-CertCell, Mumbai-CO, Mumbai-
Dombivali, Mumbai-ECD, Mumbai-Finance, Mumbai-InspCell, Mumbai-IT
Mumbai-Juhu, Mumbai-Marketing, Mumbai-Technology, Mumbai-TPA, Mumbai-
TPI, Nagpur, Nasik, Nasik-ICST, New Delhi, Pune, Raipur
Registered office:
Surat, Trichi, Udaipur, Vapi
INTERNATIONAL OFFICES:
StationName:
China, Dubai(UAE), Iran, Nepal, Oman(Muscat), Qutar(Doha), Romania, SriLanka,
Turkey, Uganda, Ukrain(Kiev), USA
3.7 COMPANY TYPE: Quality Certification
3.8 REVENUE: 50cr.
3.9 EMPLOYEES: 400-500
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SundarKataria (MANAGING DIRECTOR )
Mrs.SheelaKataria (DIRECTOR)
Mr. Ramakant Prasad VP(CONTRACTS & PROCUREMENT)
3.10 PROSPECTIVE AND ROAD AHEAD:
The company has launched embarking on different new products to strengthen its
market presence due to shrinking market of Quality Certification , company has
diversified into Foreign Manpower Placement, ERP, 3RD Party Inspection( TPI), ERP,
SMM, Training and Development programs, ECD and Collaboration.
Company plans to develop new vertical for skill enhancement. This is need of the
hour and government of India is also giving boost for skill development in different
sectors. With various diversification plans and new product development company
hopes to overcome the hurdles visible ahead. Company has also started various online
courses to generate more revenue in coming years. In recruitment also reverse
engineering has applied by posting job for fresher BTech, BE Graduates for Auditor
post, as company is in requirement of auditors for own as well as client organizations,
and then after selection of those candidate Auditor Certification course is pushes and
then if candidate scores more than 70% then is offered job as a junior level Auditor.
3.10 CSR:
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Company is promoting environment protection in all their activity. Company takes
regular participation in world environment day under United Nation guidance on
6thJune every year.
Company also “National Sensitization Programme on Food Safety Management
System” on 27th & 28th Sept.2005 at Mumbai Indian. Main objective of the seminar
is to focus on national issues related to food and agro industry. Company supports girl
education through their registered NGO.
Company also publishes Quality Mantra’s every half yearly on various issues related
to business, quality and environment on its website. Like Guide to principles of good
governance, VALUE-PROPOSITION IN MARKETING, SPECIAL ISSUE ON
ENERGY MANAGEMENT, SPECIAL ISSUE ON BUILD, OPRATE &
TRANSFER etc.
3.11 HEALTH AND SAFETY:
Company is conducting regular safety training and safety drill for their employees.
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CHAPTER 4: LITERATURE REVIEW
Human resources are the source of achieving competitive advantage because of its
capability to convert the other resources (money, machine, methods and material) in
to output (product/service). The competitor can imitate other resources like
technology and capital but the human resource are unique.
As per my learning the only thing which can be molded according to requirement of
organization is Human Resource.Rundle (1997) argues that one needs to bear in mind
that people (managers), not the firm, are the adaptive mechanism in determining how
the firm will respond to the competitive environment.
Several scholars have noted that managing people is more difficult than managing
technology or capital (Barney, 1991; Lado and Wilson, 1994). However those firms
that have learnt how to manage their human resources well would have an edge over
others for a long time to come because acquiring and deploying human resources
effectively is cumbersome and takes much longer (Wright et al., 1994).
HRM can help firms improve organizational behavior in such areas as staff
commitment, competency and flexibility, which in turn leads to improved staff
performance (Koch and McGrath, 1996).
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Redman and Matthews (1998) identify an ‘HRM bundle’ of key practices which
support service organizations quality strategies, these being:
1. Careful recruitment and selection, for example, ‘total quality recruitment’, ‘zero
defects recruitment’, ‘right first time recruitment’.
2. Extensive remuneration systems, for example, bonuses available for staff willing to
be multi-skilled.
3. Team working and flexible job design, for example, encouraging a sense of
cohesiveness and designing empowered jobs.
4. Training and learning, for example, front line staff having enhanced interpersonal
and social skills.
5. Employee involvement, for example, keeping employees informed of key changes
in the organization.
6. Performance appraisals with links to contingent reward systems, for example,
gathering customer feedback to recognize the work by employees over and above
their expected duties, which in turn is likely to lead to a bonus for staff.
I. HRM Practices & Competitive Advantage
HRM practices help the organizations to achieve competitive advantage. According to
the resource based view of the firm (Penrose 1995; Barney 1991), competitive
advantage can be developed and sustained by creating value in a way that is rare and
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difficult for competitors to imitate and the quality the human resource within is
difficult to imitate.
II. HRM Practices and Trust
Vanhala and Ahteela (2011) in their study found thatemployee trust in the whole
organization is connected toperceptions of the fairness and functioning of HRM
practices.Such practices can therefore be used in order to build theimpersonal
dimension of Organizational trust.
III. HRM Practices & Effective utilization of employees
Bailey (1993) presented an argument for the applicationof promoting HRM practices
on the grounds that humanresources are frequently underutilized. Employees often
performbelow their potential. Bailey points out that HRM practices mayhave an
influence on employee skills and motivation. HRMpractices influence employee skills
through the acquisition anddevelopment of a firm’s human capital. Recruiting
procedures andselection regimes will have an influence over the quality and typeof
skills new employees possess.
IV. HRM Practices & Service Quality
Researches provide evidence to show that HRM practices help the organization to
improve the quality of services Tsaura and Lin (2004) empirically explored the
relationship among human resource management practices, service behavior and
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service quality in the tourist hotels. The results indicated that HRM practices had
partially a direct effect on customer perceptions of service quality and an indirect
effect through employees’ service behavior. This means that service behavior only
partially mediates the relationship between human resource management practices
and service quality
V. HRM Practices and Employee Commitment
The implementation of HRM practices in the organization leads to enhanced
employee commitment. Maheshwari et al. (2005) conducted a study to find out the
commitment of health officials and its implications for HR practices in Maharashtra.
VI. HRM Practices and Organizational Performance
HRM practices enhance organizational performance. Rondeau and Wager (2001)
examined the relationship between HRM practices, workplace climate and
perceptions of organizational performance, in a large sample of Canadian nursing
homes and found that nursing homes, which had implemented more ‘progressive’
HRM practices and which reported a workplace climate that strongly valued
employee participation, empowerment and accountability tended to be perceived to
generally perform better on a number of valued organizational outcomes.
VII. HRM Practices and Employees Productivity
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Some studies show that certain HRM practices, such as working in teams, greater
discretion and autonomy in the workplace and various employee involvement and pay
schemes, do motivate workers and generate higher labor productivity (Cullyet al.
1999; Boselie and Wiele 2002). Employees’ involvement in terms of delegation of
responsibility and systems of collectingproposals from employees may have a positive
impact on productivity (Arthur 1994, Wallace 1995).
VIII. HRM Practices and Growth and Innovations
Panayotopoulou and Papalexandris (2004) found that HRM has a more significant
influence on growth / innovation indices as opposed to financial performance. Li et al
(2005) examined
the relationship between HRM, technology innovation and performance in China and
found that employee training, immaterial motivation and process control have positive
effects on technological innovation, while material motivation and outcome control
have a negative influence on technological innovation. It is also found that
technological innovation is positively related with performance.
IX. HRM Practices & HRD Climate
It has been found that the HRM practices help the organization to develop better HRD
climate in the organization. Hassan et al. (2006) measured employee’s perception of
HRD practices, to explore whether ISO certification leads to any improvement in
HRD climate and examined the role of HRD practices on employee’s developmental
climate and quality orientation in the organization.
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CHAPTER 5: THEORETICAL BACKGROUND
5.1 RECRUITMENT & SELECTION:
Like other professional disciplines, is continually evolving and recognized. As stated
by various authors, recruitment plays an important role in assuring organizational
success presuming that the approach an organization takes to recruitment makes a
difference .Flippo (1979) defined recruitment as a process of searching for perspective
employees and stimulating them to apply for jobs. Barber (1998) had also defined
recruitment as the process of locating and encouraging potential applicants to apply
for existing or anticipated job openings.
The definition given by Rynes (1990) stated that “Recruitment encompasses all
organizational practices and decisions that affect either the number, or types, of
individuals who are willing to apply for, or to accept, a given vacancy”.
Aswathappa (2005) has also pointed out that Recruitment process ends with the
receipt of applications, in practice the activity extends to the screening of applications
so as to eliminate those who are not qualified for the job .
According to Jyothi, Venkatesh, and Rao (2007) the recruitment process involves:
(1) employeeplanning and work analysis, (2) deciding on the number of vacancies and
selecting a source, (3) advertising vacancies, (4) screening applicants, and (5) filling
vacancies .
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Employee selection is itself a process consisting of several important stages. Since the
organization must determine the individual KSAs needed to perform a job, the
selection process begins with job analysis, which is the systematic study of the
content of jobs in an organization. Effective job analysis tells the organization what
people occupying particular jobs "do" in the course of performing their jobs. It also
helps the organization determine the major duties and responsibilities of the job, as
well as aspects of the job that are of minor or tangential importance to job
performance.
In order to increase efficiency in hiring and retention and to ensure consistency and
compliance in the recruitment and selection process.
Affirmative Action, Equal Employment Opportunity and Diversity are not separate
actions in the recruitment and selection process. They are key variables which are
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woven into each step of the process to support UCR’s achievement of excellence
in ICS Technology,
Step 1: Identify Vacancy and Evaluate Need
Recruitments provide opportunities to departments to align staff skill sets to initiatives
and goals, and for departmental and individual growth. Proper planning and
evaluation of the need will lead to hiring the right person for the role and team.
Newly Created Position- We had Conducted a Job Analysis if this position
will be new to your department. This will also help to identify gaps. New
Product launched and because of which there was a need to hire new
employees
Step 2: Identify Duties and Responsibilities
Prior to developing the job description the hiring manager should identify the
following:
1. General Information
2. Position Purpose
3. Essential Functions
4. Minimum Requirements
5. Preferred Qualifications
Step 3: Develop Recruitment Plan
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Each position requires a documented Recruitment Plan which is approved by the
organizational unit. A carefully structured recruitment plan maps out the strategy for
attracting and hiring the best qualified candidate and helps to ensure an applicant pool
which includes women and underrepresented groups including veterans and
individuals with disabilities.
Step 4: Post Position and Implement Recruitment Plan
Once the position description has been completed, the position can then be posted to
the UCR career site via the ATS. Every effort should be made to ensure the accuracy
of the job description and posting text. It may not be possible to change elements of a
position once posted, because it may impact the applicant pool.
Step 5: Review Applicants and Develop Short List
Once the position has been posted, candidates will apply via UCR’s job board.
Candidates will complete an electronic applicant for each position (resume and cover
letter are optional). Candidates will be considered “Applicants” or “Expressions of
Interest”.
All applicants must be reviewed and considered.
Step 6: Conduct Interview
The interview is the single most important step in the selection process. It is the
opportunity for the employer and prospective employee to learn more about each
other and validate information provided by both. you will ensure you have conducted
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a thorough interview process and have all necessary data to properly evaluate skills
and abilities.
Step 7: Select Hire
Final Applicant
Once the interviews have been completed, the committee will meet to discuss the
interviewees. Committee members will need to assess the extent to which each one
met their selection criteria.
Reference Checks
The purpose of a reference check is to obtain information about a candidate’s
behavior and work performance from prior employers that could be critical to your
decision, regardless of their skills, knowledge, and abilities. As past performance is
the best predictor of future success, it is recommended references be obtained from
current and previous supervisors who can speak to the candidate’s on the job
performance. A hiring mistake is costly in time, energy, and money. Failure to check
references can have serious legal consequences.
Step 8: Physical Examination
After the selection decision is made, the candidate is required to undergo a physical
fitness test. A job offer is often contingent upon the candidate passing the physical
examination.( not for every post)
Step 9: Job Offer
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The next step in selection process is job offer to those applicants who have crossed all
the previous hurdles. It is made by way of letter of appointment.
Step 10: Final Selection
Employees are selected.
Step 11: Closing of Post
Finally post is closed.
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5.2 JOB ANALYSIS
The term job analysis refers to procedures designed to obtain descriptive information
about the tasks performed by professionals and/or the knowledge, skills, or abilities
thought necessary to adequately perform those tasks. In more simple terms, Brannick
and Levine (2002)1 , refer to job analysis as "discovering, understanding, and
describing what people do at work" .
The specific type of information collected for a job analysis is determined by the
purpose for which the information will be used.
Alternate names for job analysis include job task analysis, role delineation,
competency study, practice analysis, role and function study, and body of knowledge
study.
JOB ANALYSIS PURPOSE
A job analysis provides validity evidence for employment-related tests, such as those
used to hire or promote employees, or to grant a license or certification. A job
analysis may also be performed to:
define a job domain
write a job description
create a guide for performance reviews
support selection and/or promotion criteria
assess training needs
determine compensation
develop credentialing criteria
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plan organizational requirements
A job analysis is conducted in accordance with The Standards for Educational and
Psychological Testing (1999) (The Standards), a comprehensive technical guide that
provides criteria for the evaluation of tests, testing practices, and the effects of test
use. It was developed jointly by the American Psychological Association (APA), the
American Educational Research Association (AERA), and the Nationa l Council on
Measurement in Education (NCME).
Steps in jobs description making:
1. Call a meeting.
Meet with the supervisor and employee to determine the nuances of the job.
“Make sure that every employee is included in the process at some point,”
says April Williams, founder of North Star Marketing, a communications
company in N. Kingstown, R.I. “Senior level executives and management
should not simply assign a job description but rather work with that employee
to set standards, expectations and goals.” We had meeting with HR Manager,
HR Department Head to make Job description.
2. Do a job analysis.
Ask questions and take notes about the details of a particular job during these
meetings, such as the work duties, tasks, responsibilities and the outcomes
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expected. Do an Internet search and look at the Dictionary of Occupational
Titles for descriptions of similar positions.
3. Write the job description.
“The more detail the better,” says executive recruiter Bruce Hurwitz, president
and CEO of Manhattan-based Hurwitz Strategic Staffing, Ltd. “That's a sign
that the employer has thought things through.” Make sure you include:
• Job title
• Description of company
• Details of position, areas of responsibilities and reporting relationships
• Skills, knowledge and abilities required
• Education, credentials and experience required
• Any physical demands needed
• Description of the work environment
• How the employee will be evaluated
4. Review the document.
Look over the document with the employee’s supervisor. When the final job
description is ready, ask the supervisor and employee to sign and date it.
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Don’t forget there are legal aspects to this agreement, says attorney Senen
Garcia of the Law Offices of Senen Garcia, P.A. based in Coconut Grove, Fla.
“This (job description) information should also be incorporated in any
employment agreement,” he says.
5. Use the document.
Once you write the job description, don’t let it collect dust. It should be
reviewed and updated at least once a year during the employee’s annual
review.
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5.3 TRAINING AND DEVELOPMENT:
According to the Michel Armstrong, “Training is systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a
given task or job”. (Source: A Handbook of Human Resource Management Practice,
Kogan Page, 8th Ed.,2001)
According to the Edwin B Flippo, “Training is the act of increasing knowledge and
skills of an employee for doing a particular job.”
(Source: Personnel Management, McGraw Hill; 6th Edition, 1984)
The term ‘training’ indicates the process involved in improving the aptitudes, skills
and abilities of the employees to perform specific jobs. Training helps in updating old
talents and developing new ones. ‘Successful candidates placed on the jobs need
training to perform their duties effectively’.
(Source: Aswathappa, K. Human resource and Personnel Management, New Delhi:
Tata Mcgraw-Hill Publishing CompanyLimited,2000, p.189)
The principal objective of training is to make sure the availability of a skilled and
willing workforce to the organization.
In addition to that, there are four other objectives: Individual, Organizational,
Functional, and Social.
• Individual Objectives – These objectives are helpful to employees in achieving their
personal goals, which in turn, enhances the individual contribution to the
organization.
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• Organizational Objectives – Organizational objectives assists the organization with
its primary objective by bringing individual effectiveness.
• Functional Objectives – Functional objectives are maintaining the department’s
contribution at a level suitable to the organization’s needs.
• Social Objectives – Social objectives ensures that the organization is ethically and
socially responsible to the needs and challenges of the society.
Stage 1 – Identification of training needs
In order to ensure alignment of all training solutions with the organizational needs, we
gather all necessary data to find out what training needs are most crucial and need
prioritizing. We conduct an exhausting training needs analysis and report the result to
top management for decision making on which of the identified training needs should
be prioritized
Stage 2 – Design of training plan and solutions
We devise a training plan that ensures all prioritized training needs are addressed and
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compliant with what we deem as effective methods of delivering the training. This
stage also covers estimation of costs. We submit a report that details the course
outlines, schedules and proposed budgets.
Stage 3 – Delivery of training solutions
This stage of the training cycle ensures that the delivery of the training is effective
and provides opportunities for the learners to really learn. This will involve choosing
the most appropriate format for meeting training needs, and taking advantage of
varied and blended learning methods.
Stage 4 – Application of training in the work environment
This stage of the training cycle is concerned with ensuring that all learning outcomes
are applied and reinforced in practice within the work environment. This stage will
help the managers monitor the progress of the learners and take appropriate actions to
reinforce the learning.
Stage 5 – Evaluation of learning solutions
We see to it that our programs go through regular evaluations. The results of the
evaluation help us identify areas for improvement and make all the necessary
changes.
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Types of Training
5.4 WORKPLACE COUNSELLING
Workplace counseling may be defined as the provision of brief psychological
therapyfor employees of an organization, which is paid for by the employer (McLeod,
2001). An ‘external’ service, such as an Employee Assistance Programme (EAP),
typically comprises face-to- face counseling, a telephone helpline, legal advice and
critical- incident debriefing.
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5.6 MOTIVATION
5.6.1 THEORIES OF MOTIVATION
Some researchers have propounded theories to enhance our understanding of how
people are motivated. The five major theories which will be summarised in this
chapter include:
Maslows’ need-hierarchy theory, Skinners reinforcement theory, Vroom’s expectancy
theory, Adam’s equity theory and Herzbergs two-factor theory.
Maslow’s Needs Hierarchy
Maslow (1954, 1970) believed that there are five major types of needs and that they
are hierarchical in nature. This means that the lower-level needs must be satisfied
before an individual will be concerned with the next level of needs.
The needs include: Basic biological need like food, water and shelter; safety needs
include: physical and psychological (job security) safety. The next is social needs
such as developing friendships. The next is ego needs (esteem needs) such as
recognition and success: While the highest is self-actualization needs. The extent to
which the basic and security needs of employees in Nigeria are being satisfied is
subject to our individual evaluation. Maslow was of the view that employees would
be motivated and satisfied with their jobs at any point in time, if their basic needs and
met.
Skinner’s theory
37
In his own theory, Skinner (1953) was of the view that those employees’ behaviours
that lead to positive outcomes will be repeated, while behaviours that lead to negative
outcome will not be repeated. The theory means that behaviours that are reinforced
(rewarded) will be repeated or learned by the employee while behaviours that are
punished will not be repeated by the individual.
Vroom’s Expectancy theory
Vroom’s theory is based on the belief that employees effort will lead to performance
and performance will lead to rewards. Rewards may be either positive or negative the
more positive the reward the more likely the employee will be highly motivated.
Conversely, the more negatively the reward, the less likely the employee will be
motivated (Lindner 1998).
Herzberg’s two-factor theory
Herzberg (1966), categorized motivation into two factors namely: Hygiene factors
and motivation. Hygiene or extrinsic factors include pay and job security while
motivator or intrinsic factors include: achievement, growth, interesting job etc.
According to Herzberg, only the presence of both motivators and hygiene factors can
bring job satisfaction and motivation (Aamodt 2007).
Adam’s Equity theory
38
The theory states that employees strive for equity between themselves and other
workers. Equity is achieved when the ratio of employee output over inputs is equal to
other employee output over inputs (Adams, 1965). Equity theory is based on the
premise that our levels of motivation and job satisfaction are related to how fairly we
believe we are treated in comparison with others.
5.6.2 FACTORS RELATED TO EMPLOYEES MOTIVATION
Researchers have found three individual difference characteristics that are most
related to employee motivation. They include: self-esteem, an intrinsic motivation
tendency and need for achievement.
Self-Esteem
According to Aamodt (2007:301) “self-esteem is the extent to which a person views
himself as valuable and worthy. Similarly, Coppersmith cited in Brehm, Kassin and
Fein (2005) defined self-esteem as positive or negative assessment or evaluation of
oneself. Korman (1976) submitted that employees high in self-esteem will be more
motivated and will perform better than employees low in self-esteem. Korman in his
consistency theory posited that there is positive correlation between self-esteem and
performance. This implies that employees who feel satisfied about themselves are
motivated to perform at work than employees who do not feel that they are valuable
and worthy people. In addition, research by Illardi Leone, Kasser, and Ryan (1993)
found significant relationship between self-esteem and motivation.
39
Employees’ values and expectations
Every employee in an enterprise has value and expectations to be satisfied in a place
of work. Thus, the employees work motivation and job satisfaction are dete rmined by
the discrepancy between what we require, value and expect and what the job actually
provides for the employee.
Discrepancy between what the employees want and what the job offers them affect
the extent employees will be motivated and satisfied with their jobs (Knoop, 1994).
For example, if Peter values money while John most values flexibility. If both of
them are employed in a company that pays well, but have set hours and a standard
routine, in this regard, Peter may be more motivated than John.
5.7 CSR
Puth and Lubbe (1994:179-180) define corporate social responsibility as ‘generic
conceptreferring to the business organization’s concern and active two-way
involvement with the social,economic and political force which influence the
environment within which it exist”. Skinner etal (2007) argues that “around the world,
the phrase “corporate social responsibility” (CSR) or“corporate social investment”
(CSI) commonly used to describe the
practice of good corporatecitizenship”. Prior to democratic change in the early
nineties big business argued that CSR wasneither an admission of guilt for their share
of the agony of the deprived, nor is it implyingresponsibility for the socio-economic
welfare of the country (Mersham et al 1995:79).
40
CHAPTER 6: RESEARCH METHODOLOGY AND ANALYSIS OF DATA
6.1 To conduct Training for HR and Marketing Executives new joiners.
DATA COLLECTION:
Primary Data: For this objective I had prepare questionnaire with the help of HR
Manager. And circulated it to Trainees.In this questionnaire is generated for desired
findings which is then circulated.
Secondary Data: I had been provided with company's forms and internal intranet
system, websites for data.
POPULATION : 70 employees
SAMPLE SIZE: 14 employees
SAMPLING TECHNIQUE: Selective sampling
Selective sampling represents a group of different non-probability sampling
techniques. Also known as judgmental, selective or subjective sampling, purposive
sampling relies on the judgment of the researcher when it comes to selecting the units
(e.g., people, cases/organizations, events, pieces of data) that are to be studied.
Usually, the sample being investigated is quite small, especially when compared with
probability sampling techniques.
In this case because only new joiners were considered for Basic Training programme.
41
6.1 Post Training Evaluation Form:
1. Did the training meet your expectations?
Option Respondents % of Respondents
Yes 13 50
No 1 32
Total 14 100
Table 6.1.1
Interpretation
As per survey conducted for new employees, Training was as per their expectation.
From the above table it was found that 92.85% i.e. 13 employees out of 14 feel that
training conducted was as per what they have perceived and wanted.
93%
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1. Did the training meet your expectations?
yes
no
42
2. To what extent do you feel your personal learning objectives have been
achieved?
Option Respondents % of Respondents
1.To a great extend 7 50
2. Expected 5 36
3. Somewhat 2 14
4.Very little 0 0
5.Not at all 0 0
total 14 100
Table 6.1.2
Interpretation
Training was helpful for their overall development also. as training included
modules like Communication And Soft Skills, Conflict Resolution, How To Win,
Marketing Skills/ HRSkills, ERP Software Learning, For HR Employees
Naukrirecruiter Portal Learning, Email And Telephonic etiquette, etc. which are not
limited to organization learning but it also helps outside organization also.
50% i.e. 7 employees feels that training was successful.
50%
36%
14%
0%
10%
20%
30%
40%
50%
60%
To what extent do you feel your personal learning
objectives have been achieved?
To a great extend
Expected
Somewhat
Very little
Not at all
43
3. Does this training relevant for your job profile?
Option Respondents % of Respondents
Yes 10 71
No 4 29
Total 14 100
Table 6.1.3
Interpretation
Training was relevant to their job profile as training included modules like
Communication And Soft Skills, Conflict Resolution, How To Win, Marketing
Skills/ HR Skills, ERP Software Learning, For HR Employees Naukrirecruiter
Portal Learning, Email And Telephonic etiquette, etc. which are important for
Marketing/ HR employees. 70% i.e. 10 employees feels that training relevant for
your job profile.
71%
29%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Does this training relevant for your job profile?
yes
no
44
4. Did this training helped you in increasing your job related knowledge?
Option Respondents % of Respondents
Yes 11 78
No 3 22
Total 14 100
Table 6.1.4
Interpretation
As per survey conducted for new employees, though this training their job related
knowledge has been increased. this module did contain Marketing re lated modules
like Customer handling, Email And Telephonic etiquette, stress management due to
Targets given, conflict management as being in a team many a times conflict does
arises, and other job related On Job trainings.
for HR back office Executive also technical training of job portal, Email And
Telephonic etiquette, communication and soft skill etc. trainings were given.
78%
22%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Did this training helped you in increasing your job related knowledge?
yes
no
45
5. How would you rate the overall quality of the training
Option Respondents % of Respondents
1.very good 7 50
2.good 4 29
3.average 3 21
4.not so good 0 0
5.very bad 0 0
total 14 100
Table 6.1.5
Interpretation
Training Module was designed in such a way that new employees does not feel
bored, tow way interaction is possible and also break time was considered. Training
was kept for 2 days for total of 12 hours considering breaks. Modules were properly
designed and on job training enhanced learning of the same.
considering all the other factors also overall quality was tired to delivered at best.
which resulted in 50% very good and 29% good criteria passing by employees.
50%
29%
21%
0%
10%
20%
30%
40%
50%
60%
How would you rate the overall quality of the training
very good
good
average
not so good
very bad
46
6. Presentation of Excellent Good Needs Not good Instructor
Improvement at all
A. Instructor’s Knowledge [ ] [ ] [ ] []
B. Instructor’s Presentation Style [ ] [ ] [ ] [ ]
C. Instructor Responded Well to [ ] [ ] [ ] []
Questions
A)Instructor’s Knowledge
Option Respondents % of Respondents
1. Excellent 8 57
2. Good 4 28
3. Needs Improvement 2 14
4. Not good at all 0 0
total 14 100
Table 6.1.6(A)
Interpretation
Instructor’s Knowledge containhis experience on particular area, examples given to
understand it more deeply, interaction etc.it was satisfactory from employees point
of view by 58%.
58%28%
14%
0%
Instructor’s Knowledge
Excellent
Good
Needs Improvement
Not good at all
47
B) Instructor’s Presentation Style
Option Respondents % of Respondents
1. Excellent 6 43
2. Good 6 43
3. Needs Improvement 2 14
4. Not good at all 0 0
total 14 100
Table 6.1.6(B)
Interpretation
Instructor’s Presentation style was satisfactory. Which include use of presentation,
pamphlet etc. 43% employees felt that it was excellent i.e. 6 employees.
43%
43%
14%
0%
Instructor’s Presentation Style
Excellent
Good
Needs Improvement
Not good at all
48
C) Instructor Responded Well to Questions
Option Respondents % of Respondents
1. Excellent 8 57
2. Good 4 28
3. Needs Improvement 2 14
4. Not good at all 0 0
total 14 100
Table 5.1.6(C)
Interpretation
Instructor’s solved queries of trainees. whatever difficulties in understanding
related to modules, was explained by trainer successfully.
it was satisfactory from employees point of view by 58%.
58%28%
14%
0%
Instructor Responded Well to Questions
Excellent
Good
Needs Improvement
Not good at all
49
7. How frequently these type of training you want to be provided?
Option Respondents % of Respondents
1.Once in a 3 months 3 22
2. Once in a 6 month 4 28
3.Once in a year 3 22
4.As per need arises 4 28
total 14 100
Table 5.1.7
Interpretation
There was visible difference in the view of Training conducting time period for
trainees. as we can see it is twice 28% and twice 22% so conclusion cannot be made
from the received Reponses. so it was decided to go with traditional Training Need
Analysis whenever possible for organisation.
As per new trends in the market Training requirement can be estimated and
implement in right employee at right time.
22%
28%22%
28%
How frequently these type of training you want to be provided?
Once in a 3 months
Once in a 6 month
Once in a year
As per need arises
50
6.2 To understand issues of marketing interns and counseling them for better
productivity.
DATA COLLECTION:
Primary Data: For this objective I had done counseling of Interns frequently to
understand their problems and communicate with management about their problems.
and also to suggest remedies on the same.
To know what the problem is I used to engage in telephonic conversation and also
through frequent meetings.
Secondary Data: I had been provided with company's forms and internal intranet
system, websites for data. I also referred research studies.
1. Interviews
Face -to -face interviews, and Telephonic interview was my main tool for survey.
These interviews yield highest response rates in survey research. They also allow the
researcher to clarify ambiguous answers and when appropriate, seek follow-up
information.
2. Observation:
It is a technique that involves systematically selecting, watching and recording
behavior and characteristics of living beings, objects or phenomena.
51
Observation of human behavior is a much-used data collection technique. It can be
undertaken in different.
ways:
Participant observation: The observer takes part in the situation he or she
observes. (I had myself made calls to employees and noted their behavior.)
Non-participant observation: The observer watches the situation, openly or
concealed, but does not participate. (problems in a group, meeting with
employees.)
POPULATION : 70 employees
SAMPLE SIZE: 9 Interns
SAMPLING TECHNIQUE: Selective Technique
Purposive/Selective sampling represents a group of different non-probability
sampling techniques. Also known as judgmental, selective or subjective sampling,
purposive sampling relies on the judgment of the researcher when it comes to
selecting the units that are to be studied. Usually, the sample being investigated is
quite small, especially when compared with probability sampling techniques.
Problems of Interns include how to convince and handle customers, conflict between
team members, stress related to lead generation etc. My responsibility included
understanding their problems, counseling them, motivate them for better productivity.
As counseling and assisance was limited to Interns only.
52
Counseling Questionnaire Interpretation:
1. Does Job roles assigned to you are as per your expectation?
Option Respondents % of Respondents
Yes 3 27
No 6 78
Total 9 100
Table 6.2.1
Interpretation:
The main problem which was emerging frequently was complaints about Job
Profile assigned and expected Job Profile by Marketing Interns.
in the 1st month Marketing Interns were asked to make calls to clients, give
information about products and services, Data mining. Many of a Marketing Interns
were not happy with it which resulted into very less productivity.
22%
78%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Does Job roles assigned to you are as per your expectation?
yes
no
53
2. Does presence of Supervisor during client meeting plays important for you?
Option Respondents % of Respondents
Yes 7 78
No 2 22
Total 9 100
6.2.2
Interpretation:
According to Interns their faced problem due to absence of Marketing head to
supervisor and guide them. Whenever they had to go for meetings, there was no
company for support and guidance. 78% of Interns failed to conduct meeting on
their own.
78%
22%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Does presence of Supervisor during client meeting plays important for you?
yes
no
54
3. Do you think because of high competition conflict is arising between you and
other Interns?
Option Respondents % of Respondents
Yes 6 67
No 3 33
Total 9 100
Table 6.2.3
Interpretation:
Because of high competition between Marketing team there was often conflict
between groups as well as within the group. this competition resulted into
misunderstanding, conflicts, etc.
78% Interns were facing Conflict due to competition among them.
67%
33%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Do you think because of high competition conflict is arising between you and
other Interns ?
yes
no
55
4. Are your efforts related to work are being recognized?
Option Respondents % of Respondents
Yes 4 45
No 5 55
Total 9 100
Table 6.2.4
Interpretation:
In an organization often end result do matters. Interns did felt that their efforts for
generating and closing leads are not recognized and behavior of management is
biased towards some teams.
45%
55%
0%
10%
20%
30%
40%
50%
60%
Are your efforts related to work are being recognized?
yes
no
56
5. Are you feeling stressed because of Targets?
Option Respondents % of Respondents
Yes 5 55
No 4 45
Total 9 100
Table 6.2.5
Interpretation:
Interns who were performing as per expectoration of management were fine with
target achieving,.but other teams were feeling stress because of failure in achieving
targets.
55%
45%
0%
10%
20%
30%
40%
50%
60%
Are you feeling stressed because of Targets?
yes
no
57
6. Do you feel motivated to work?
Option Respondents % of Respondents
Yes 4 45
No 5 55
Total 9 100
Table 6.2.6
Interpretation:
There was somewhat equal response for this question. As in ICS Technology it was
not often that they had appointed Interns. Team which were successful in
generating leads were being recognized by management and had given opportunity
to go for complementary lunch. and due to all this reasons they were motivated to
do more work but this was not same for all the teams.
45%
55%
0%
10%
20%
30%
40%
50%
60%
Do you feel motivated to work?
yes
no
58
CHAPTER 7: OBSERVATION/FINDING
My Observation for 1st objective i.e. To understand issues of marketing interns and
counseling them for better productivity., is:
1. As Interns are new in the marketing they need to be Motivated at each and
every point. Motivation can differ from employee to employee.
As my interaction with interns I found out that interns are motivated from:
a) Stipend.
b) Acknowledgement from management.
c) Desired Job Profiles.
d) Proper guidance AND Detailed direction.
e) Reward.
f) Meaningful work.
g) Effective and Unbiased evaluation.
h) Appealing environment.
Interns should treated fairly and their need is recognized then it can be aligned with
organization goals.
59
2. To conduct Training for HR and Marketing Executives new joiners.
In order to find factors affecting Training and learning from the same i hade included
few subjective question in questionnaire. which are as follows:
2.1 Best module of the training:
For this question, as trainees were mixed for HR and Marketing answers received
was different from every Responder.
But in general answers got were
Email And Telephonic etiquette which included identify yourself at the
beginning of all calls, tone of your voice, plan to say and discuss BEFORE
you place a call, interruptions to occur during conversations, speak clearly
and slowly, Using phrases such as "thank you" and "please" are essential in
displaying a professional atmosphere., Listen actively and listen to others
without interrupting., Don't make people dread having to answer their phone
or call your department. etc. points.
communication and soft skill which included How to improve your soft
skills, Team skills, Writing skill, Personal integrity, Interpersonal skills etc.
Public Speaking which included how to be good speaker.
2.2 How could this workshop be improved
To this question we received many good responses like
Increasing time span of different modules, separately giving training to
different departmental employees.
Starting and finishing time of training as many trainees were coming from
central line and training was held at Santacruz so they had faced difficulties
60
in reaching at 9 am.
To include more On job Training modules for better understanding.
To give training for real time problem solving( by providing Basket-In
training technique)
To separate Both On Job Training from other training
2.3 Sessions/Topics would you suggest for future training
Telephonic conversation with clients.
More in-depth knowledge on Naukri and Monster.
Other HR related Back office task handing.
Client follow up and handling.
In general I can say that Training was successfully Implementing, and accepted by
new Joiners.
61
3. Understanding HR Practices
a) Recruitment and Selection:
Recruitment Advertisement was done through Shine, Naukri, Monster,
NaukriRecruiter, Indeed, LinkedIn, in the interval of 10 days, 2 interviews were
schedules for better response. Approximately 160 candidates was called upon, but
only 100 showed up for interview, from which 20 were selected but only 13
confirmed the Joining.
I. While conducting Recruitment process, I observed that after conducting
interview twice also there was no desired outcome.
II. Cost and Time spent for conducting Recruitment is a lengthy process if high
result want to achieve.As in 1st attempt desired candidates might not be
obtained. also even if candidates are selected some of them did not joined
because of which 2nd time again Interview was scheduled.
III. Frequent follow up is required in recruitment as well as post selection to
sustain candidates.
IV. Salary constraint was a big issue because of which potential candidates were
loosen out. Salary Bargain played important role during my 1st round of
Selection procedure i.e. Preliminary Interview Round.
V. Delay in Joining Procedure also caused loss of shortlisted candidates.
62
CHAPTER 8: LEARNING OUTCOMES
I have learn various aspects of HR Practices during this Internship Program.
1. In Recruitment and Selection:
I have learnt that Human Resources are the most important asset of Organization as
other resources are managed by them. In Staffing it becomes very important to place
right person at right job at right cost.
In Recruitment to attract more candidates it is better to post jobs on as possible
number of portals to reach at maximum market.
Recruitment and Selection has to be for a specific time span, if process takes more
time then candidates may go away.
2. Job Design:
I have learn that designing Job in effective way becomes very important. we might
lose potential candidates due to ineffective pay scale.
3. Counseling:
Counseling is an essential tool to manage human resource. If effectively used then it
can be medium of Motivation, Problem solving, Increasing Productivity.
63
Also when it comes to Interns, as they are new to Industry, most of them fails to
understand expectation of organization. so by linking employees need and goals with
organization goal we can effectively increase productivity and employee relationship
with organization.
4. CSR:
Every organization should follow effective CSR Activities. It also helps in
recognizing organization globally. for e.g. I had asked to post different thoughts on
Mother's Day, Environmental Day from my LinkedIn account to spread awareness as
well as to get noticed globally.
5. Others:
I have also learn how to make newsletter for marketing of products, ERP Module's
working, Training venue booking aspects etc.
64
CHAPTER 9: LIMITATION
Limitation for my internship was my observation was mainly area for Training and
Development Activities was only limited to New Joiners. So i did not get the chance
to study behavior of Middle level and Higher level employees on various Training
and learning.
Also I did not get chance to study Post-Training behavior and Learning
implementation of those learning in actual job roles due to time constraints.
Same limitation is in the case of Counseling as I did not got chance to study behavior
of Employees of the organization.
65
CHAPTER 10: SUGGESTION
1. Try improving the value of the interview by constructing a number of activities that
are geared to help you assess the necessary between the capabilities, expectations and
aspirations of the candidate, and the current, and likely future, requirements of your
organization.
Selection Test can be revised instead of straight away personal interview to get
competent candidates various tests like Aptitude Tests, Written Test, Capability
Testing, Group Discussion, different Levels and type of Interviews like Stress
interview, Panel interview etc can be implemented.
2. In Performance appraisal shall be done on the basis of Fair, Equitable, Transparent.
1. Clearly identify your objectives;
2. Have the employee complete a self-assessment;
3. Redefine or reconfirm the purpose of the job, the duties and the
responsibilities;
4. Define the priority of and set objectives for each responsibility;
5. Establish specific performance standards;
3. In Training and Learning Programs,
66
Initiate a highly effective, high energy and motivating suggestion system, Drive
employee engagement, Kick off special programs such as safety, cost reduction or
customer satisfaction, Improve communication.
4. Try to involve Employees in CSR Activities as organization Quality Certification
ProviderOrganization so the employees should be asked to give their suggestion on
Innovative Ideas on effective CSR and Quality Product.
67
CHAPTER 11: CONCLUSION
As per my observation ICS Technology has bright future if proper system is
implemented. New products and strategies started by company has to be reviewed and
also it should be rapidly changed if any product is not working in a market. As their
prime service i.e. ISO Certification is facing obstacles due to massive competition.
Also I have observed that there was little control on Interns which lead to problems
like conflict, lesser productivity etc.
So ICS Technologies with proper focus on goal has enhance market.
68
CHAPTER 12: ANEXURE
12.1. INTERVIEW CALL-LETTER EMAIL
Dear Candidate,
This refers to your application to for the post of . We are pleased to inform
you that your C.V has been short listed for preliminary rounds. You are requested to
attend preliminary interview on 2014 between 10 AM to 3 PM at our below
mentioned address.
Address:
You should carry all the document and your updated C.V.(this is must), to
prove your details as mentioned in your C.V. we recommend following documents for
interview.
1. Birth proof
2. SSC Certificate
3. HSC Certificate
4. Graduation Degree Certificate
5.Post-graduation certificate
6. Any Technical course Certificate
7. Experience Certificate of previous Organisation
8. Appointment letter of previous Organisation.
9. Salary proof of previous Organisation
10. PAN Card
11. Address proof
69
In case any problem please contact Ms. MayuriVadher- 9323685945
Kindly confirm your presence by written email & also preferable time so that we can
arrange your interview accordingly
With Best Regard,
Capt. Rajeshwar Singh
70
12.2 SURVEY FORMS
12.2.1 TRAINING EVALUATION FORM
Training conducted by ICS Technologies (Title – Location – Date):
Instructions:
Please complete this questionnaire to help us to improve our activities in the future.
Please be honest and open. Your responses – no matter how positive or negative – are
valuable to us. To keep them anonymous, please do not write your name on the form
To answer this please tick √ the circles corresponding to your answer
Please fill only one circle per question
1. Marketing HR
2. Did the training meet your expectations?
yes no
3. To what extent do you feel your personal learning objectives have been achieved?
1 2 3 4 5
to a great extend Expected Somewhat Very little Not at all
71
4. Does this training relevant for your job profile?
yes no
5. Did this training helped you in increasing your job related knowledge?
yes no
6. How would you rate the overall quality of the training
1 2 3 4 5
very good worse
7. Presentation of Excellent Good Needs Not good Instructor
Improvement at all
A. Instructor’s Knowledge [ ] [ ] [ ] [ ]
B. Instructor’s Presentation Style [ ] [ ] [ ] [ ]
C. Instructor Responded Well to [ ] [ ] [ ] [ ]
Questions
8. How frequently these type of training you want to be provided?
Once in a 3 months once in a 6 month once in a year as per need arises
9.Which was the best module of the training?
_____________________________________________________________________
_______________________________________________________________
72
10. How could this workshop be improved?
_________________________________________________________________
__________________________________________________________________
11. What sessions/topics would you suggest for future training?
_____________________________________________________________________
_______________________________________________________________
73
12.2.2 Questionnaire for counseling
1. Does Job roles assigned to you are as per your expectation?
Yes No
2. Does presence of Supervisor during client meeting plays important for you?
Yes No
3. Do you think because of high competition conflict is arising between you and
other Interns ?
Yes No
4. Are your efforts related to work are being recognised?
Yes No
5. Are you feeling stressed because of Targets?
Yes No
7. What really motivates you?
Stipend Job roles Acknowledgment
8. Do you feel motivated to work?
Yes No
74
12.3 RECRUITMENT & SELECTION
12.3.1 ICS TECHNOLOGIES INTERVIEW RECORD
NAME:
A) FAMILY BACKGROUND:
VILLAGE EDUCATION JOB
FATHER/HUSBAND
MOTHER/WIFE
BROTHER
SISTER
B) EDUCATION:
SCHOOL/COLLEGE UNIVERSITY PERCENTAGE
S.S.C
H.S.C
DEGREE/DIPLOMA
POST GRADUATE
C) TECHNICAL QUALIFICATION:
COMPUTER H/W S/W:
INTERNET:
D) PROFESSIONAL QUALIFICATION:
OTHER DEGREE:
COURSES:
E) WORK EXPERIENCE:
COMPANY JOB PROFILE REASON OF LEAVING
SKILLS
WEAKNESS
STRENGHT
75
12.3.2 ICS TECHNOLOGIES INTERVIEW/ SELECTION CHECKLIST/RECORD
NAME OF
APPLICANT:
POST APPLIED
FOR:
ADRESS:
AGE:
CONTACT NO:
DOB:
MOBILE:
PLACE:
RESIDENCE:
WORK EXPERIENCE( IF ANY)
LOCATION:
CURRENT
PREFFERED
OFFSHORE
SITE JOBS
RELOCATI-
ON
TOTAL EXPERIENCE(YRS):
EDUCATION:
QUALIFI-
CATION
%
S.S.C
H.S.C
GRADU- ATION
POST-
GRADU-
ATION
OTHER
DATE
(FROM- TO)
NAME & ADRESS OF
ORGANISATION
DETAILS OF POSITION/
GRADE/ RESPONSIBILITIES ETC.
REASON OF LEAVING
PERSONAL INFORMATION
POST & COMPANY NAME IF WORKING
FATHER/ HUSBAND
MOTHER/
WIFE
BROTHER
SISTER
RESIDENCE-
RENTED/ OWNED :
MARITAL STATUS:
VEHICLE-
DRIVING LICENSE YES/NO
REFERENCE NAME & NO.
76
CRITERIA
RATING
REMARL/EVIDENCE
IF ANY
1 2 3 4 5
1. ACADEMIC QUALIFICATION
S.S.C
H.S.C
GRADUATION
POST GRADUATION
2. PROFESSIONAL QUALIFICATION/TRAINING
3. LANGUAGE
ENGLISH
HINDI
MARATHI
ANY OTHER
4. COMPUTER KNOWLWDGE
5. TECHNICAL KNOWLEDGE
6. JOB KNOWLEDGE
QMS
EMS
FOOD SAFETY
TPI
NDT LEVELS
TPA
EXTERNAL AUDITS
INTERNALSAUDITS
L.A. COURSES
HR/ADMIN
LEGAL
ACCOUNTS
MARKETING
7. JOB RELATED KNOWLEDGE
8. PRESENTATION TRAITS
MANNER
VOCABULARY
INTELLIGENT LEVEL/IQ
CONFIDENT LEVEL
77
PEOPLE ORIENTED
TEAM BUILDING
CAPABILITIES
RESULT ORIENTED
PRACTICAL APPROACH
DOCUMENTATION/THEORETICA
L
TIME MANAGEMENT
PROBLEM RESOLUTION QUALITY
COMMUNICATION SKILLS
CAREER PLANNING
NOTE: RATING: 1-OUTSTANDING, 2- EXCEEDS EXPECTATIONS, 3- MEETS EXPECTATIONS, 4- AVERAGE, 5- NOT OK
STRENGTHS:
WEAKNESS:
HOBBIES:
SALARY IN HAND CTC
PRESENT:
MINIMUM EXPECTATION:
NOTICE PERIOD:
REASON FOR CHANGE:
FEEDBACK BY INTERVIEWER TO HR:
WHAT DOES HE/SHE KNOWS ABOUT ICS?
ANY REFERENCE IN ICS?
78
ORIGINAL SERVICE & EDUCATIONAL CERTIFICATES AVAILABLE AND VERIFIED
DOCUMENT REQUIRED VERIFIED ANYCOMMENT
1. BIRTH
CERTIFICATION
2. SSC CERTIFICATE
3. HSC CERTIFICATE
4. GRADUTION/
DIPLOMA
CERTIFICATE
5. POST GRADUTION
CERTIFICATE
6. OTHER
7. ANY TECHNICAL
COURSE GRADUTION/
DIPLOMA
CERTIFICATE
8. EXPERIENCE
CERTIFICATE
9. SALARY PROOF FOR
EXPERIENCED
10. ADRESS PROOF(LOCAL &
NATIVE)
11. PAN & ADHAR CARD
12. 4 STAMP SIZE
PHOTOGRAPHS WITH
RED BACKGROUND
1ST ROUND NAME OF INTERVIEWER:
DATE:
SIGNATURE OF
INTERVIEWER:
PLACE:
2NDROUND NAME OF INTERVIEWER:
DATE:
SIGNATURE OF
INTERVIEWER:
PLACE:
FOR USE BY HR DEPT
SALARY OFFERED
OTHER FACILITIES OFFERED
DESIGNATION OFFERED
JOINING LOCATION
DATE OF JOINING
ANY SPECIFIC REMARK/CONDITION
( )
MANAGER(HR/ ADMIN)
DATE:
( )
MANAGING DIRECTOR
DATE:
79
12.3.3 SALARY STRUCTURE FOR NEGOTIATION PURPOSES
80
12.3.4 RECRUITMENT ADVERTISEMENT
81
82
12.4. JOB DESCRIPTION:
Post Job Description Key Words Experience
Marketing
Manager Preference Will Be Given
To A Person Who Has Experience In Service
Industry Or Technical Or In Educational Field.
Meeting The Targets.
Closing The Deals Independently.
Managing Marketing Team
To Be Responsible For
Developing And Maintaining Marketing
Strategies To Meet Agreed Company Objectives.
To Evaluate Customer Research, Market Conditions, Competitor
Data And Implement Marketing Plan Alterations
As Needed.
To Oversees All Marketing,
Advertising And Promotional Staff And Activities.
Extensive Experience Of Developing, Maintaining
And Delivering On Marketing Strategies To
Meet Company Objectives.
Should Be Good In Service
Selling.
Strong Effective Communicator.
Highly Developed, Demonstrated Teamwork
Skills.
Ability To Coordinate The
Efforts Of A Large Team Of Diverse Creative
Employees.
Demonstrated Ability To Increase Productivity And
Continuously Improve Methods, Approaches, And
Departmental Contribution. Commitment To
Target
Meeting.
Team
Management.
Deal
Generation And Closing.
Experienced
In Marketing,Sa
les
2-5yrs
83
Continuous Learning.
Marketing Executive
Data Mining.
Promotion Of Various
Products.
Field Work.
Lead Generation & Follow Up & Closing The Deal.
Direct Sales.
Communicating With
Target Audiences And Managing Customer
Relationships;
Target Achieving
Client Generation
Good In Pitching And
Presentation To Companies.
Self Motivated And
Enthusiasm For Work.
Co-Ordination With The
Client Regarding Requirement.
Client Follow Up
Smart To Handle Client
Escalations
Pressure And Team.
Should Have Hunger And Thirst To Capture Market .
Sales And Marketing,
Marketing Fresher,
Communication Skills,
Convincing Power
Mba In Marketing
Freshers
0-1yrs
HR
Manager Recruitment.
Stream Line Processes.
Performance Appraisal
Leadership To Employees.
Completing Task In A Time
Frame.
Compensation And Benefit.
Training And Development.
Multi Location Hiring.
Ensures Legal Compliance By Monitoring And
Implementing Applicable Human Resource Federal
And State Requirements; Conducting Investigations; Maintaining Records;
Representing The Organization At Hearings.
Maintains And Enhances The Organization's Human
Resources By Planning,
Recruitment.
Hr Manager
Compensatio
n And Benefit,
Training And Development
,
MBA HR With
Experience
Hiring,
Human Resources
Management,
Benefits
Administration,
Performance
Management,
Communicati
2-5yrs
84
Implementing, And Evaluating Employee Relations And Human
Resources Policies, Programs, And Practices.
Maintains Employee Benefits Programs And
Informs Employees Of Benefits By Studying And Assessing Benefit Needs
And Trends; Recommending Benefit
Programs To Management; Directing The Processing Of Benefit Claims;
Employee Onboarding, Development,
Needs Assessment, And Training;
Policy Development And Documentation;
Employee Relations;
Employee Safety, Welfare,
Wellness And Health;
CSR
on Processes,
Employment
Law
LLB
HR
Executive HR MMS/MBA Preferable
Identify The Source For Hiring,
MIS Preparing For Interview The Candidate,
Coordinate The Interview With The Respective
Department
If Selected, Complete The
Documentation .
Leaves And Attendance
Management
Data Mining
Coordinates, Negotiates And Liaises With Employment
Advertisement Recruitment And Interview Schedules
Arranges Interviews For Management Levels.
Prepares Letter Of Offer To Selected Candidates And
Letter Of Rejection To Unsuccessful Candidates.
MMS in HR
Fresher in HR
Communication Skills
Graduate
0-1yrs
85
Conducts Exit Interview.
Document And Maintain
Appointment Calendar
Arrange Meetings
And Other Assigned Tasks
HR Non-
IT Recruiter
Officer
Screens Applicants For
Basic Compliance With Position Qualifications,
Summarizes Cvs For Easier Evaluation By The
Departmental Heads.
Meets Walk-In Applicants,
Collects And Assesses Cvs.
Contacting Candidates, Following-Up With
Candidates, And Managing Candidate Pipeline.
Scheduling Interviews, Briefing And Debriefing
Candidates Before And After Interviews.
Recruit, Assess, And Hire
Top Talent
Identify, Screen And
Present Top Talent To Clients
Negotiate And Present Offers And Close Selected
Candidates
Provide Excellent Client
Management Service
HR Recruiter 2-5yrs
Back-Office Assistant
Currier,
Fax Sending And
Receiving,
Data Management,
Assist And Support Administrative Staff In
Their Day To Day Operations.
Assist And Coordinate
With Sales And Marketing Teams.
Support Sales Staff In Handling And
Documenting Customer Accounts.
Assist Inventory Controlling Staff In
Fresher,
Bcom,
Graduate,
Ms Office,
Hands On MIS,
Experience In Back
Office
0-2
86
Maintaining Inventory Records.
Assist Front Office Staff In
Maintaining The Office Premises Clean And Neat.
Assist Front Office In Preparing, Scheduling And
Organizing Meetings, Events And Appointments.
Other Job Roles Assigned By Management
Front
Office Executive
Filing Of Papers,
Administrative Duties,
Coordinate For Office
Supplies
Coordinate For Office
Events As The Need Be,
Any Other Relevant Duties
That Arise From Time To Time.
Air Ticket / Visa
Arrangements.
Filing Of Papers
Attending Telephones In
The EPBAX Phone.
Verification Of Monthly Bills.
Checking Of Incoming And Outgoing Materials.
Communication And Customer Service Skills.
Front Office
Executive,
Communicati
on Skills
Pleasant
Personality,
Freshers,
Experienced
0-2
87
12.5 CANDIDATE MIS
19th june interview MIS Sheet
NAME CONTACT NO
POST EMAIL ID TIMING SIGN
Mansi J
Dharia
96193***** HR Executive man***@*****.c
om
11:00
AM
sweta
mankad
98698***** Back
office/Admin
swe***@*****.co
m
12pm
Darshana Charnia
99305***** Back office darsh**@*****.com
11.30am
Yogesh
Tawade
91677*****
/ 73879*****
Back
office/Admin
benge***@*****.
com
12am
Nidhi Desai
99303***** HR Executive nidhi***@*****.com
10am
Akshata 91676***** HR Manager kshata.ka***@***
**.com
1pm
Sushant Jadhav
99207***** Marketing Executive
sushant2***@*****.com
11am-12am
Maya H. Patankar
98200***** Marketing Manager
mayapat***@*****.com
10am
Vishwas Ugale
86553***** HR Executive Uvvish***@*****.com
12-1 pm
Likewise MIS has been created for 210 candidates.
88
12.6 TRAINING PPTS
CONFLICT MANAGEMENT
Stop Fig hting
Start Thinking
STRESS MANAGEMENT
LEADERSHIP SKILLS
LISTENING SKILLS
89
12.7 STANDARD OPERATION PROCEDURE FOR INDUCTION TRAINING
PROGRAM
12.7.1 Standard Operating Procedures for Marketing Executive:
1. Report to office in time.
2. Make “To Do” List.
3. Plan your day according to work.
4. Create Leads from last day.
5. Decide the area to be visited for one week. Make a plan of area. Carry
Pamphlets, carry visiting cards.
6. You are Show Case of Organization. So Behave properly.
7. Pre-Planning about Client Company, their location, transport medium to reach
there, sector of a company and other details.
8. Know your client and their requirement.
9. Go to client whose appointment fixed.
10. Be in Formal every day.
11. Be presentable.
12. Client is Boss. Deal with Patience and don’t enter into argument.
13. Have knowledge of ALL THE PRODUCTS of ICS before meeting client.
14. Contact Supervisor in case of any issue is there.
15. Quote properly after discussion with Superior.
16. Do not under quote.
90
12.7.2 Standard Operating Procedures for Back Office Executive:
1. Report to office in time.
2. Make “To Do” List.
3. Plan your day according to work.
4. Create Leads from last day.
5. Be in Formal every day.
6. Be presentable.
7. Follow Telephone Etiquettes.
8. Follow Mailing Etiquettes.
9. Concentrate on your Soft Skills and Communication Skills.
10. No EGO.
11. Integrity, Loyalty, and Dedication towards Organization.
12. Do not Stress yourself.
13. Set SMARTER GOALS.
S-Specific
M-Measurable
A-Achievable
R-Realistic
T-Time bound
E-efficiency
R-Result
91
13. BIBLOGRAPHY
1. icsasian.com
2. icspl.org
3. P.Subba Rao, PERSONNEL AND HUMAN RESOURCE MANAGEMENT
Text & Cases, Himalaya Publishing House Edition: 2007, ISBN: 81-7493-
7773
4. K Ashwathappa, Human Resource Management Text and Cases, Tata
McGraw Hill Education Pvt Ltd. Sixth Edition, ISBN-10: 0-07-06-8213-5
5. C.R.Kothari, Research Methodology
6. Pankaj Tiwari, Human Resource Management Resources Management
Practices: Comprehensive Review, 2012
7. Dr. Cinzia Priola, Theories & Practices Of Human Resource, 2007
8. Hui Liao, Human Resource Management Practices, 2010