a project report on hr practise

7/30/2019 A Project Report on HR Practise

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I declare that the project titled A COMPARATIVE STUDY OF THE

HR PRACTICES OF KEVENTER AGRO WITH OTHER CO. has been

done by me and has not been submitted as part or full to any

authority for award of any degree / diploma.

SIGNATURE


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This is to certify that the work embodied in the project report titled

A COMPARATIVE STUDY OF THE HR PRACTICES OF KEVENTER

AGROWITH OTHER CO. done byMs.was conducted under

my supervision.

Signature

Name of faculty: Prof


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This is to certify that Ms.., a student of the MBA has worked

under our guidance and supervision. This Summer Project Report

has the requisite standard and to the best of our knowledge no part

of it has been reproduced from any other summer project,

monograph, report or book.

Ms poulami Banerjee

Sr. Exec - HR

Keventer Agro Limited

Date: Signature:


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It is quite impossible to complete any piece of study or research

without the help of others. I am beholden to many learned and

knowledgeable persons and well-wishers for the completion of mystudy through their sincere cooperation. I deem it a great pleasure

to acknowledge them.

I would like to thank our Institute guide..for his kind

guidance to carry out my project.

I also thanks to my guide my guide Miss Poulami Banerjee, Sr. Exec

- Hr, Keventer Agro ltd, who helped me to carry out this projectsuccessfully.

I also sincerely convey my thanks to all the faculty members of our

institute .

I should also thanks especially my classmates and family members

without constant support and help I couldnt have completed this

project.


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The project aims at analyzing the different HR Practices that are

generally followed in Keventer Agro Limited . The aim was also to

find out the existing capacities of the facilitating HR framework in

the basement of HRM in Keventer.

An effective Human Resource Management Practice is an

essentiality for an organization. The perfect coordination in-

between the different levels of managers , the managing committee

and the employees is the eccentric backbone for the smoothfunctioning of an organization .

The research began with the study of the HRM department in

Keventer ,their various gamuts of activities and their different

techniques generally practiced in terms of grievance handling in the

organization. In this respect some discussions were made with the

senior and junior officials of the HR Department and their ideology

of HRM management in future.

The study was directed towards the analysis of different types oftechniques of HRM management at different levels in the

organization. The basis of such an effort was to account for an

harmonious growth of the organization in the near future.

The data was collected from the following sources:

Primary sources:

Records of previous years HRM Information provided by the senior HR executives and other

officials of Keventer .

Secondary sources:

Secondary data was collected from the internet and variousmagazines, circulars issued by Keventer .


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The main facet of study of HRM in Keventer included the following

phases:

Theoretical study on the HR management techniques inKeventers .

The study of the different aspects of HR modulespracticed in Keventers .

The analysis of each such module of study to find out thedrawbacks (if any ) of Keventers.

A graphical analysis was based on such study and aconclusive recommendation was drawn on the

organization and its effectivity of HRM practices in it.

The entire pre-exhaustive study was used to draw arecommendative encapsulation for the betterment of the

organization.

The HRM practices of Keventer are to find out the effectivity of the

present system of HRM practices in the organization by the help ofprivate interviews in the organization. The result was kept

confidential and the analysis was made on an unbiased basis.

The ultimate aim of such a study was to find out the level of

employee satisfaction in Keventer Agro Limited, in respect to the

different aspects of HR practices involved in it. The ultimate aim of

such an effort was to develop a PMS and a better appraisal system

for the employees involving better grievance redressal and other

modes of employee retention techniques. The overall aspect was to

develop a better basement of employee handling and redressal in

the organization.


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KEVENTER

Keventer Agro Limited, Group Company of Keventer Group has over

125 years in the Food Processing Industry in India. Keventer exports

Alphonso Mango Pulp, Totapuri Mango Pulp, Guava Pulp, Sweetened

Alphonso Mango Pulp, Mango Pickle, Sesame Seed, Cashew Nuts,

Peanuts, Cumin Seed, Fennel Seed, Fenugreek, Coriander Seed,

Bakery Ingredients, Fruit Jams, Tutti Fruity, Red Chilies & Button

Mushrooms etc. to various countries.

Established in the year 1986, weKeventer Agro Ltdare part of Rs

10.50 billion Keventer Group, the trendsetter in the Dairy and

Beverage industry. From the last 20 years, we have served our

customers with impeccable quality products at most affordable

rates. Today, we are the leading manufacturer and exporter ofFruit

Beverages, Fruit Pulp, and Bakery Ingredients.With voluminous

experience of food processing industry, we have acknowledged the


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taste and preferences of our wide spectrum of customers and

serving them with brands likeFrooti-India's most loved mango drink,

Appy apple juice, Njoi milk shakes and Metrodairy milk and Ice-

creams.In our foray to continuously venture into new markets,

embrace new challenges and adapt changing trends we took over

the food export division of M/S Eicher customers across the globe. It

was not just a International Ltd. The division exports food products

such asMango Pulp, Guava Pulp, Sesame Seeds, and Bakery

Ingredientsto various takeover of management but a merger of

trust and goodwill with innovation and technology. We fully realize

that the growth of an organization depends on the growth and

happiness of its people. We believe in expanding further by

attracting and retaining the best talents, investing in the

development of people, recognizing and rewarding performance and

introducing best practices aligned to the challenging environment.

Our aim is to live up to the trust of customers who have strong

belief in Eicher international, as well as employ our expertise to

take it further and beyond. We will continue to maintain the tradition

of high quality standards set by the earlier management and

improve them even further by adapting the latest technology and

meeting the changing needs of the consumers.


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We exist because our customers exist.We take pride in bringing

value to their lives. This is reflected in our passion for providing

excellence in our products and services.

We shall create an environment where every Keventerian feels

happy and committed to deliver his best. We will be amongst the

most preferred organizations to work and deal with in the country.

Our Mission is to be a part of people's daily food & beverage intake

through manufacturing and marketing of processed food and value

added agro-products. In pursuit of the above we will:

Have significant presence in the chosen markets by achievingleadership position in 5 years from now, in terms of brand

image and market position.

Ensure that our market share in select product lines would beeither No.1 or No. 2.


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Adopt state-of-the-art technology and environment friendlypractices in manufacturing, storage and distribution of our

products.

Be chosen by customers for high quality of our products, theiravailability and pricing.

Be one of the most trusted business houses for our associateswhere they shall enjoy their business relationship with us and

share mutual growth.

Ensure that our employees at all levels are constantly challenged togive their best and they shall find that working with Keventer is the

most enriching experience. Their continuous training and

development shall be of utmost importance to the organization.


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Triumphs invite expectations. With creditable beginnings and a

pristine canvas to create meritorious impressions, the Keventer

Group set to work. The takeover demanded supreme-caliber back-

end supports to create a legacy of excellence in the market. With

the essentials in place, the Group entered into a franchisee

agreement with the food and beverage giant - PARLE to

manufacture, package, distribute and market its well-known brands

namelyFROOTI- a popular mango drink, Appy and Appy Fizz- the in-

style apple drinks and Bailey packaged drinking water. In no time, it

earned the coronet of being the first to introduce aseptic packaging

in the beverage category, a high-end packaging procedure that

preserved the natural goodness of drinks in hygienic packs. The

various products keventer agro ltd are as follows:


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Nature is witness to the fact that an end to evolution tempts the

closing chapters of any organization. Having accepted the adage,

the Group garnered a combined judgment to give birth to a creation

of its own. And thus was born - a premium mustard oil under the

brand name UTSAV. Years of commendable experience in

packaging, distribution and through understanding of the market

acted as a major support element. Today UTSAV has earned a place

amongst the leading mustard oil labels in the country and is without

doubt every housewife's preferred choice.


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By now, Keventer Agro Ltd. had amassed for itself accolades from

far and wide. Their expertise in the AGRO industry stirred a desire

to venture out into the Dairy sector and repeat history.

Thus was born Metro Dairy in the year 1994. India's first dairy

project in public private partnership, it emerged as the market

leader in the category leaving behind acclaimed dairy named like

Mother Dairy, Kwality Walls to name a few. A three-way joint

venture was signed between West Bengal Milk Federation, Keventer

and NDDB, forming 'Benmilk Keventer Limited' to enhance milk

supply in Kolkata.

The initiative had a strong backbone of:

An ultra-modern, state-of-the-art plant - the most modern plantin Asia.

Fully equipped with complete automation and very high levelquality and state-of-the-art control systems allowing a churn of

4,00,000 litres milk per day.

The fully automated plant restricts any hand touch right fromthe time milk is brought out from tankers till the point milk is

finally packed.


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World Bank funded the project under Operation Flood, PhaseIII with the objective of providing fair treatment to farmers and

eliminating middle men.

Having earned laurels in the milk industry, the Keventer Group

extended its Midas touch to the ice-cream category in 1998. In a

handful of years, established itself as the reigning market leader.

Highly affordable, yet superlative in quality, the brand bought to life

the very essence of the company - "Attracted by price, retained by

quality". Small wonders that it soon began to adorn every household

refrigerator. A delicacy then had become regularity now. The effects

started to show in the back-end work station where the storage

capacity of the plant had to be amplified eight times since the

launch of the product. Currently 20,000 litres of ice cream is

produced per day.

Today our Milk unit commands 40% of the market share in the

pouch segment in greater Kolkata. While the ice cream unit is the

frontrunner with 55% market share.


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The company exports food products such as Mango Pulp, Guava

Pulp, Sesame Seeds, and Bakery Ingredients to various customers

across the globe.

Keventer Agro exports a variety of mango pulp, specially

the Alphonso and Totapurispices, cashews sesame seeds, bakery

items, apple concentrates which confirm to the highest quality

standards. The countries where KAL eported are USA, UK,

GERMANY, SINGAPORE, VIETNAM, SAUDI ARABIA, SUDAN.

The Group takes pride in :

Being the only company in India to have invited independentand reputed agencies to provide online quality assurance

during pulp production.

Having an alliance with SGS, a company of internationalrepute in the food quality field to provide quality certification

to the plant.

Following highest quality standards at each step, right fromsourcing of premium quality raw materials to hygienic

packaging of the products.

To subject the food products to rigorous in-house qualitycontrol processes and have them approved and awarded with

the ISO and the HACCP quality certifications from internationa

organizations of repute like SGS, TUV NORD.

Being supported by competent core team who professionallymanage the food division.

Supplying raw material to a host of domestic and internationalconsumers like Coke, Pepsi, Maaza, RC Cola and Frooti etc.


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FROOTI

Frooti, or Mango Frooti, as it is popularly called, is the largest

selling mango drink in India. It is the flagship product of and the

most successful drink offered by Parle Agro India Pvt. Ltd. Frooti

was launched in 1985 in Tetra Pack packages. It is also now

available in PET bottles and triangular shaped packs

Frooti was launched in a green rectangular TetraPak as a ready-to-

serve mango drink. Although, it wasnt the first mango drink, Frooti

quickly acquired a large market share. The packaging played a

major role behind its success, since it could be carried easily and

conveniently. Frooti also provided a refreshing mango taste that

translated into a huge demand for itself. The tagline MANGO


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FROOTI, FRESH AND JUICY, helped the brand strengthen and

consolidate its position as the leader.

17thJanuary 2011 marked the beginning of a new era for the

keventor group. It was the launch of candico. KAL entered into a 50

% partnership with Candico the largest Indian confectionery

manufacture to distribute their wide range of products in India.

Keventer with its netwok spread in 300 cities will endeavor to make

Candico a major player in the confectionery market

Business Plan:

Objective:

Become within 3 years Indias 2nd largest manufacturer. 4th largest brand in confectionary. Largest organized sector exporter in confectionary. Increase Food Product portfolio to emerge as a major food

player in India.

CANDICO

High growth from Candico product basket. Penetration into unrepresented geographies in current

markets.

Beef up / strengthen distribution in the underperforming townsof current market.

Open new markets. Launch new high value products with higher gross return per

ton.


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Candico has achieved sales of 700tpm in the past.

Sales projection for 2011 -12 is pegged at 350tpm or 4200tpa.

Sales projection for 2012 -13 is pegged at 450tpm or 5400tpa.

CONTRACT MANUFACTURE

Increase tonnage from ITC Get new large contracts to increase production and achieve

100% utilization of plant capacity.

ITC is the largest contract. Current demand is for 350 to 420tpm for

Toffees and Candies.

ITC wants supply of 785tpm from 20112012 onwards.

ITC full load will be between 1135 to 1205tpm at min-max tilt.

EXPORT

Re-open in under developed countries like Africa and MiddleEast.

Open new markets in developed countries for high valueproducts.

Very high potential for exports because of good availability of raw

material and cost arbitration compared to other countries.

In the second year of operation has exported 750tpa.Countries to concentrate on are:

African Continent for high volumes, low recovery.

Middle East (Mall SKU) for medium volume, high recovery.

BRAND CANDICO

13 years old. Incorporated in 1997 as Candico (I) Limited;

Headquarter in Delhi.


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Owns Indias largest single location confectionary plant with state

of the art vertically integrated facility in Nagpur.

Range of products comprise of candies, gums, toffees, clairs,

tablets, breads and rusks. Popular brands are Loco Poco, Koffi Toffi,

Jumbo Gumbo, Time Bomb

Vast distributions network all India. Key Export markets are UK,

Mongolia, South Africa, Uganda and Israel. Contract manufacture for

large Indian and MNC brands as ITC, Nestle and Unilever.

BRAND MILESTONES

1987 First manufacturer of compressed confectionary tabletsin India.

1990 Successfully launched the Mint O vs Polo campaign. 200203Loco Poco became Indias second largest bubble

gum brand.

200405 Began exports, Launched innovative products asIndias first Gum Candy & Sur Gumball. Plant got HACCP & ISO

9001-2000 certification.

2006 Started selling to organized retail outlets. Introducedinnovative consumer packs.

2007 Largest Indian confectionary exporter. 2008 Agreement signed with large retail format brands as

Reliance, Bharti and Walmart Plant received ISO 2200

2005 certification.

No history of labour trouble since inception.

Brands have been category leaders1995 Mint O, 2000 KoffiToffi, 2001 Loco Poco and 2003 Time Bomb.

Has unique products like pectin jellies and coated candy.

BUSINESS TYPES

1. Domestic regular and Modern Trade

2. Contract

3. Exports

4. Othersrevenue stream from Bakery and Specialty products.


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CURRENT BUSINESS SCENARIO

Market size estimated to be INR 20 billion. The split is: Candies Toffees Rs.15590 Mn 62%, Chocolate

Rs.3500Mn 18% Gum Rs.3910Mn 20%

Economy growing at second highest clip, next to China. Witnessing retail boom. Confectionary industry expected to grow commensurate with

economic growth.

Candicos estimate is that the unorganized sector is as big asthe organized.

Larger players are growing faster than smaller regional brands. Industry has been stricken by big fish gobbling the small. MNC

brands have been buying up Indian brands since 2004

WRIGLEY Joyce & LOTTE Parry, 2006 GODREJ Nutrine, 2007

HERSHEY Godrej

BRANDSCAPE

In Gums the players are Hersheys. Candico, Perfetti, Lotte,Cadbury.

In Candy they are Parle, Candico, Lotte, Ravalgaon,Cadbury,Hersheys, ITC.

In Toffee the players are Lotte, Hersheys, Candico, Perfetti,Parle, Wrigley, ITC Ravalgaon.

In Jelly the only player is Candico.

In Eclairs there are Cadbury, ITC, Candico, Nestle, Hershey,Lotte.

In Tablet only Candico and ITC.

Candico is the only brand that is present across all segments/types

of confectionary.

FUTURE BRAND STRATEGY (overview)

It is a four edged sword based on Candicos strengths built and

nurtured over the years. Since the country is in the midst of a high


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growth trajectory the first three quadrants of the wheel should be

our immediate focus aiding which will be the current brand equity of

Candico. They are Seeking Growth from additional big ticket

Contract Manufacture, Larger tieups and presence in organized

retail, More Exports in volume and value. Branded domestic sales

will require to be looked at beyond what is currently in place once

we have got our act at a more than satisfactory level in the other

three sections. This Branded sales will require large budgets as the

players who have crept in and started consolidating since 2004 are

all MNCs.

+

The strides of the Retail Industry have been colossal. Surprisingly,

when a few years ago, the very existence of this sector had been a

distant reverie! States nationwide have watched in awe, as the

shining, glamorous 'glass places', to sound modest, have beenunveiled with aplomb.

This time round, the Eastern part of India has kept stop with this

phenomenal growth. And Keventer Group-Keventer Fresh has

undoubtedly played a major part in this upheaval. The journey was a

long one. And the foundation had to be laid cautiously. Hence the

Group embarked on the voyage by identifying basic factors that

affect proper distribution and sale of produce.

Keventer Fresh Ltd. (KFL), a company promoted by Keventer Group,

has set up a Post Harvest Processing and Packaging Center for

Horticulture produce with state-of-the-art technology for sorting,


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grading and packing of fruits and vegetables and various other food

items, besides being declared an Agri Export Zone (AEZ) for

vegetable by the Govt. of West Bengal. KFL is also setting up a Post

Harvest Agro Infrastructure of nearly 200,000 sq. ft.

Both the aforementioned centres are at Barasat, near Kolkata a an

estimated cost of INR 300 million, where processed fruits and

vegetables will be packed and despatched in palletized form under

controlled atmospheric conditions.

This facility has started operations from January, 2008, and

includes :

Collection and pre-cooling of fresh produce from the farms. Processing (cleaning, sorting, grading and storage under

controlled atmosphere).

Fruits Ripening Chambers (specially for bananas). Packaging in various formats to ensure freshness of the

produce

Transportation of fresh horticulture / agricultural produce tothe Distribution Centers / Stores.

KFL has also started to cater to institutional segments, super

markets and retail chains by providing specialized facilities in its

Packaging Centre including supply of good quality fruits and

vegetables. Being GMP certified, the processing unit will follow ISO

procedures and acquire HACCP certification apart from strict

adherence to its own quality standards. It is also proposed to obtaincertification under the Euro gap for supplies to retail chains in

Europe in the future.

Keventer Fresh has set up a pilot project to study different factors

affecting fresh produce and the technological interventions to

handle these, in order to preserve freshness and to create a win-win

situation for both farmers and the consumers. KFL has also started

its own innovative Direct to Home delivery model in F & V segment.

KFL has also ventured into Multi-speciality health foods and

functional foods under the brand Keventer's Organique. KFL is now


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embarking on a pan India operation by sourcing fresh and exotic

fruits from India and outside the country and distributing all over

India.

KEVENTER PROJECTS LTD

After having created waves in the dairy, agro and a number of other

allied sectors, the spirit of entrepreneurship yearned to reach out to

a more essential need of mankind, LIVING.

Armed with a history of repeated successes and the urge to enrich

people's lives, the Keventer Group started erecting marvels of 'brick

and mortar' not only in Kolkata but also in cities like Chennai and

Delhi. In no time the Group added to its feather of achievements a

wondrous 1.2 million sq. ft. of realty masterpieces. Soon enough, it

also earned an ISO 9001:2000 certification.

This mark of supremacy has been endowed on the Group because of

its:

Uncompromising pursuit of excellence in setting benchmarksin the real estate development.

Partnership with top contractors and comprehensive on-sitetraining for workers.

Westwind - the Group's prized creation and a masterpiece in the

realty sector is:


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A creation built with the use of innovative technology. Each flat is swept with sunshine and a lilting breeze inviting

you into the apartments brought by the natural air tunneling

system.

Numerically the entire project is adequately segregated into72% of sprawling lush greens and a mere 28% of brick and

mortar.

Apart from the abstract pleasures of life, the complex also hasvarious facilities like yoga room, international standard tennis.

Sound levels are to be kept below 45 decibels. Special mock fire drills are conducted to train residents for

smooth evacuation of the complex during emergencies likefire.

Other successful MKJ Projects in Kolkata are Middleton Manor, The

Tolly Residency, Tolly Gardens, Landsdown Heights, Satyam

Apartments, Maurya Centre, Regent Apartments, Marquis Court.

Besides there is also a commercial building called Business Tower

and a shopping mall called Century Plaza. Westwind Debaangan,

another housing project at the spiritiual hub, Belur is ready to usher

in residents.

A concoction of luxury and entertainment. Keventer is coming up

with its new residential-cum-commercial complex that promises to

become the next big thing in Rishra.


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SALES DEPT

NOTE : IN DESCENDING ORDER

SR. VP

CONTROLLER SALES

RSM

SR ZSM

ZSM

SR ASM

ASM

TSM

SR EXEC

EXEC

TSI

SALES TRAINEES


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Human Resource Management

The termhuman resource management has been commonly used

for about the last ten to fifteen years. Prior to that, the field was

generally known as personnel administration. The field did not

normally focus on the relationship of disparate employment

practices on overall organizational performance or on the

systematic relationships among such practices. HRM developed in

response to the substantial increase in competitive pressures.

Human Resource (HR) managers are concerned with designing

overall employment systems that are internal complementary and

ultimately contribute to the firms attainment of its principal goals.

Its features include:

Organizational Management Personnel Administration Manpower Management Industrial Management

Human Resource Management (HRM) is seen by practitioners in the

field as a more innovative view of workplace management than the

traditional approach. Its techniques force the managers of an

enterprise to express their goals with specificity so that they can be

understood and undertaken by the workforce and to provide the

resources needed for them to successfully accomplish their

assignments. As such, HRM techniques, when properly practiced,


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are expressive of the goals and operating practices of the

enterprise overall. HRM is also seen by many to have a key role in

risk reduction within organizations.

Human resources management involves several processes.

Together they are supposed to achieve the above mentioned goal.

These processes can be performed in an HR department, but some

tasks can also be outsourced or performed by line-managers or

other departments. When effectively integrated they provide

significant economic benefit to the company.

Workforce planning Recruitment (sometimes separated into attraction and

selection)

Induction,OrientationandOn boarding Skills management Training and development Personnel administration Compensation inwageorsalary Time management Travel management (sometimes assigned to accounting rather

than HRM)

Payroll(sometimes assigned to accounting rather than HRM) Employee benefitsadministration Personnel cost planning Performance appraisal Labor relations

FUNCTIONS
http://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Labor_relationshttp://en.wikipedia.org/wiki/Labor_relationshttp://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Onboardinghttp://en.wiktionary.org/wiki/orientationhttp://en.wiktionary.org/wiki/inductionhttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Workforce_planning


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The Human Resources Management (HRM) function includes a

variety of activities, and key among them is deciding the

staffing needs of an organization and whether to use

independent contractors or hire employees to fill these needs,

recruiting and training the best employees, ensuring they are

high performers, dealing with performance issues, and

ensuring your personnel and management practices conform

to various regulations. Activities also include managing your

approach to employee benefits and compensation, employee

records and personnel policies. Usually small businesses (for-

profit or nonprofit) have to carry out these activities

themselves because they can't yet afford part- or full-time

help. However, they should always ensure that employees

haveand are aware ofpersonnel policies which conform to

current regulations. These policies are often in the form of

employee manuals, which all employees have.

Note that some people distinguish a difference between HRM

(a major management activity) and HRD (Human Resource

Development, a profession). Those people might include HRM

in HRD, explaining that HRD includes the broader range of

activities to develop personnel inside of organizations,

including, e.g., career development, training, organization

development, etc.

There is a long-standing argument about where HR-related

functions should be organized into large organizations, e.g.,

"should HR be in the Organization Development department or

the other way around?"


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The HRM function and HRD profession have undergone major

changes over the past 2030 years. Many years ago, large

organizations looked to the "Personnel Department," mostly to

manage the paperwork around hiring and paying people. More

recently, organizations consider the "HR Department" as

playing an important role in staffing, training and helping to

manage people so that people and the organization are

performing at maximum capability in a highly fulfilling manner.

HR Acquisition

1) Recruitment

Recruitment sources followed in Keventer:

a) Getting the candidates through job portal.

b) Employee reference

c) Through the existing employee data base (self application)

d) Few institutes and consultancies

2) Selection

Selection process assumes rightly that, there is more number of

candidates than the number of candidates actually selected, where

the candidates are made available through recruitment process.

Therefore keventer selects the candidates through telephonic

interview.


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The personal interview is conducted with the team heads. The

personal interview consisting of two rounds one is the Technical

round and another is the HR round.

3) Job fitment (Placement)

In job fitment keventer looks for a certain criteria, but then it varies

from case to case and levels for selecting candidates in sales it

prefers localities so that they know the area, culture and language

of the area for high posts in sales candidates from FMCG sector are

preferred. While selecting the candidates for placement they

consider the sector of the candidate for which he or she is suitable

and the candidates job experience as in various levels. Freshers

and trainees are not much entertained; they are recruited as per

the requirement. While launching a new product it is being kept in

mind to involve some old employees in addition to the new ones.

Job fitment is a process in which the characteristics of the job are

given below i.e. hours of job, required manpower, level of skill,

education and qualification , technical knowledge and years of

experience and it is up to the employee to find whether the job

characteristics are exactly suitable for him , if he or she is really

suitable for the post then they will take up the job and if its not

then they will discard the job.

4) Induction

The procedures followed in keventer after selecting the candidates

and placing the right person in the right job, are as follows:

a) Calling the candidates to the head office and then taking all

the documents of the candidates.

b) Telling him the policies and other benefits of the company.


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c) A meeting is fixed with the HR in the HO but for the out of

station its not possible so a telephonic conversation is done

with the candidate by the HR and the joining kit is sent 2

him by post.

d) Then a meeting with their respective head i.e. immediate

boss is being fixed to discuss about their job responsibilities,

working culture and other minute details.

e) Any confusion regarding policies of the company is resolved

over the telephone for the candidates placed out of the

station.

Compensation and Benefits

Compensation is a type of package that is generally offered to a

person who is intending to join the organization after satisfying

all the selection procedures of the selectent. Keventer tries to

offer the package which is matching with the employees

experience and his or her qualification.

1. Base compensation

The monthly gross components of CTC in Keventer are as follows:

Basic allowance HRA ( House rent allowance) DA ( Daily Allowance ) Personal allowance which few companies give Site allowance (it is subject to location generally for

sales people when they get shifted from native place

to another and its removed when they come back to

the native.)

Phone allowance


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PF(Provident Fund ) (it is 12% of basic ,from theemployer entire 12%percent goes to provident fund

and from the employee 8.33 percent goes to

pension scheme and remaining 3.67 percent goes to

the EPF fund.)

ESI (Employee State Insurance is applied when itsup to 15000 and if it is above then it isnt

considered. ESI deduction is always taken on gross

salary.)

PF Tax (Professional Tax is calculated on variouslevels, and there is no PF Tax in states like Delhi and

Rajasthan.)

LTA (Local Travelling Allowance) is equal to personsone month basic.

Bonus is there which is included in CTC which isstatutory 8.33 %.

There is medical claim facility, the premium is alsoincluded in a persons CTC .If a person is outside ESI

he will be entitled to medical reimbursement.

Medical reimbursement is equal to persons one

month basic of a person which is outside ESI.

Net Salary is the monthly gross salary less PF (Provident Fund)

less ESI (Employee State Insurance) and less PF Tax (Professional

Tax).

Net Salary = Monthly Gross SalaryPFESIPF Tax

2. Benefits and Incentives

450 per month for 1 child only, which is outside CTC andincluded in Children education allowance


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Phone allowance which is outside CTC Best team award Target achievement award For sales people specifically there is expense travel allowance

and DA (daily allowance).

TADA (Travel allowance Daily Allowance) have fixed rate formanagerial level. From junior level starting from say 130 to

300 and only for hilly region they give slightly more and for

North India they follow a different rate.

3. Incentive

Incentive is given to sales employees; this is variable component

which is given when they achieve their target. For factory people

they have production incentive and other than sales there is half

yearly incentive which is included in CTC.

HR Development

1) PMS (Performance Management System)

Performance Management is basically a process for

establishing shared understanding about what is to be

achieved, and an approach to managing and developing people

in a way which increases the probability that it will be

achieved in the short and long-term.

In keventer the PMS is conducted in the month of December, they

have a standard form which comprises of job description and KRA

and depending on that rating follows. A standard PMS form is given


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to every employee; whoever is entitled for PMS forms started

distributing from the mid November.

2) Training and Development

Training refers to teaching , learning activities carried on for

the primary purpose of helping members of an organization to

acquire and reply the knowledge , skills , and abilities and

attitudes needed by that organization .It is the act of

increasing the knowledge and skill of an employee for doing a

particular job.

Therefore in Keventer there is a budget for training and

development. It doesnt happen in regular basis because these

employees are not available for training.

3) Organization Development

Organization Development can be defined as a complex

educational strategy intended to change the beliefs, attitudes,

values, and structure of organizations so that they can better

adapt to new technologies, markets and challenges, and the

rate of change itself.

Organization Development doesnt happen much .It happens

after Performance Management System.

Integration and Maintenance

Communication

Formal communication and informal communication takes place in

Keventer. Its a two way procedure. There are four departments:

Marketing, Finance, HR, IT and Back support sales. Each


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department had their respective heads and employees in their

respective departments can communicate to their immediate heads.

Integration of HR

Integration of HR means integrating human resources in the

organization and fitting the employee according to the culture and

climate of the organization. The word OCTACPAC is a HRDterm

related to the culture of the organization.

Culture: In keventer they have an open culture system. Fewemployees who are staying in the company for long period of

time, they do not prefer any change and are not fully aware of

the corporate culture.

OCTACPAC Openness is there in the company Confrontation is there 60-70 % Trust is a very relative term they have to put an average

term 6070 %

Autonomy is not also 100 %. Freedom cant b given every body and every dept. It is

being bound by their rules and regulation which is being

given by their team heads subject to the rule s and

regulations.

Proaction- proactive depends on a case to case basis.Every time cant b prevailed. Act according to the

situation coming in.

Authenticity- People tries to be authentic as far aspossible. Auditing take place. Sap is there for finance, hr

and sales support.


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Collaboration: Recent collaboration with an Irishcompany for cattle field, and a another collaboration

will be happening with the GFA, a Geneva based

company

Co-operation: There is inter- department and intradepartment co-operation.

Climate: As a whole its very good, not much rigidity, notime restrictions.

HR Mobility

Transfers come as business requirement comes in and lots of

transfer comes in too. For every team there are specific teamheads. While launching a new product there should be a mixed

team, few experienced keventerians and some new employee.


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COMPARATIVE CASES

PEPCICO.

RECRUITMENT

PEPSICO employs through both formal and informal ways of recruitment. Departments

tell their need to HR department. And then recruitment is done on the requirement by

the project. All candidates send their CVs by post; they are then short listed and called.

So those candidates then report at the PEPSICO from where they are sent to the Human

Resource Department for further interviews. But recently PEPSICO has devised a new

way of recruitment i.e. Online Applications. They give Ads in leading newspaper and use

some other mass media communication channels and then receive applications and CVs

online. In this way huge paper work is reduced and recruitment process is improved in

terms of efficiency and convenience with the use of technology.

Sources of Recruitment

PEPSICO uses both Internal and External Recruitment. But the priority is given to the

internal if the employee has the capabilities, required by the management for working on

that post. In Internal recruitment they ask for employee referrals. Any employee can

refer any competent and potential person and if the referred person comes up to their

expectations and hired, then the one who referred is rewarded with a bonus. In External

environment the companys corporate Image matters a lot in a way that not only new

candidates are attracted but also people who became a part of it in past.

Selection Process

1. The ApplicationThe employment application is candidates first chance to present his qualifications to the

Organization. As such, it is extremely critical for his/her continued participation in theexamination process. Before beginning, one has to review thoroughly what the JobAnnouncement specifies as the requirements to qualify for the position. Candidate mustmeet these criteria to be considered for the position; ensure that, otherwise candidate

will be wasting his effort in completing the application. Most entries on the form are self-explanatory, but a few pointers on filling it out may help

2. Written Exams

Written exams are usually obtained from one of several test construction firms availableto them. These tests are designed to determine level of technical and/or analyticalabilities associated with the particular position for which candidate had applied. The testwhich is conducted in PEPSICO selection purpose is TEST OF COGNITIVE ABLITIES. Thistest is mostly taken from fresh graduates. Whereas, some people are selected on thebasis of experience.

3. Performance ExamsPerformance exams test ability to accomplish specific job-related tasks by providing theopportunity to actually perform them. These tests are scheduled through the Human

Resources Department office, with notification in writing of the date, time, location andduration of the test. Instructions will be given on the tasks to be completed and thenasked to complete them. Individuals with considerable relevant experience will conductthe evaluations. Safety, quality of work, adaptability, performance under stress, etc. are

evaluated.


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4. Specialized TestingSome positions will require specialized testing, such as technical skills, agility and

communication skills etc. These tests are scheduled just as like other tests.

5. The Panel InterviewThe results of this component of the exam process will be used to determine if candidateshould be included on the List of Eligible Candidates forwarded to the hiring authority forconsideration for a departmental Selection Interview.This portion of the examination is normally weighted 100% (or as indicated on the JobAnnouncement). Typically, previous test results are used only to qualify you for

participation in the Panel Interview.The Panel is comprised of qualified individuals, which may or may not be employees ofthe City. Normally, the panel will consist of three evaluators. These individuals will

evaluate responses to a variety of job-related questions over the scheduled time period.

6. The Selection InterviewOnce the List of Eligible Candidates is established it is sent to the Department(s) that is

hiring to fill a current vacancy. The Department Head is responsible for setting upSelection Interviews. He/she may interview anyone on the list, since all persons referred

to the department are qualified. The Department Head will be looking for the candidatewith the best qualifications for their particular position. The candidate selected to fill thevacancy will undergo a medical examination, drug screen, background investigation, anda probationary period before attaining permanent employment status.

TRAINING & DEVELOPMENT

PEPSICO has trained and developed many of its senior and fast track managers andsupervisors. For lower and technical staff the organization have a complete training

calendar for the year, if organization thinks and feel that an employee requires trainingto update his knowledge about the field, he just have to report the HR department andhe will be listed for the next training program.

On-the-job Training:As compared to other competitive organizations the training program of PEPSICO is quitedifferent. It provides full opportunity to its employee to develop themselves and alsotrain them according to the requirements of their job. In return they will be greatest

asset for their organization. The employee is being trained in many ways while they areon job.External sourcesThese are formal training opportunities that PEPSICO offers to employees either

internally or externally. A trainer, facilitator and/or subject matter expert are broughtinto the organization to provide the training session or an employee are be sent to oneof these learning opportunities during work time. These training opportunities are

provided in the form of seminars, classroom training courses and workshops.

PERFORMANCE APPRAISAL

The jobs are evaluated on yearly basis under 360o method; the competent employees

are rewarded in shape of promotions, bonus, increments and annual holidays andpromotion. The results of an appraisal can be used to identify areas for furtherdevelopment of the employee.The organization also uses different questionnaires, which consist of numerous questionsabout the behavior of the employee, and then on the basis of these answers personalityof the employee is judged.When evaluation is made the unsatisfactory performers are given warning. Theemployee after warning is put under observation, for some period of time and if the

employees performance is still unsatisfied then are demoted or fired.


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COMPENSATION & BENEFITS

Promotion

Promotion is direct shift only to the next level from the current grade, the employeesperformance is evaluated and if his performance is above average he is given promotion.PEPSICO promotes only those candidates who are experienced and eligible for that

particular vacancy.

IncrementsThe company decides at the end of the financial year, according to its financial condition,whether increments should be given or not.

Free transportPEPSICO provide free transport to local employee.

Medical facilityPEPSICO provide free medical facility to workers depending upon the position/rank of the

employee.

House loansThey give the facility of house loan only to deserving individual. The loan approvaldepends upon the post of the employee.

Overtime payment

Overtime payment is pay for only those workers who are working more than theirworking hours mostly overtime payment is given to low level staff.

ITC Ltd.

HR PLANNING

HRP is the process of forecasting an organizations future demand for and supply of, the

right type of people in the right number. It is only after this that the HRM departmentcan initiate the recruitment and selection process. HRP is the sub-system in the totalorganizational planning. Organizational planning includes managerial activities that setthe companys objective. HRP facilitates the realization of the companys objectives by

providing the right type and right number of personnel. HRP then is like materialsplanning that estimate the type and quality of the materials and supplies neededto facilitate the manufacturing activities of the organization. HRP is variously called

manpower planning,personnel planning or employment planning.

RECRUITMENT SOURCES

The sources of recruitment may be broadly divided into two categories:internal sources and external sources. On receipt of the Manpower Requisition (MPR)form HR department will initiate action of sourcing the candidates as under:

1. INTERNAL SOURCES:people if they are fulfilling the criteria and found suitable.

In order to invite application from internal sources, notice/circular for all such vacancies will be put upon the notice board.

In case any permanent employee dies in harness due to accident or any other reason, one depend sonof deceased As a matter of policy, the organization will encourage to fill up the vacancies from withinthe existing employee may be given preference in employment with the company subject to his fulfillingthe eligibility criteria based on qualification and experience as well as suitable vacancy in the

company at that time.


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The conditions fulfilling the requirement may apply against internal notification to HRdepartment through their department.2. other sources :Other sources can be tapped for recruitmentonly when suitable candidates are mot available internally. Other sources may include the following:

internal data bank local employment exchange advertisement through newspaper

Placement agencies

Employee Satisfaction survey in

keventer

10 anonymous samples (employees) have been taken for the survey

and their overall response in the entire questionnaire individually isbeing expressed in graphical form. 1stemployee is expressed as A

and so on up to J.


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The overall response of the Employee A in the entire questionnaire

The overall response of the Employee B in the entire questionnaire

The overall response of the Employee C in the entire questionnaire

Strongly

Agree

50%

Agree

10%

Disagree

40%

Neutral

0%Employee A

Strongly

Agree

60%

Agree

40%

0% 0%Employee B

20%

80%

0%

Employee C

Strongly Agree Agree


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The overall response of the Employee D in the entire questionnaire

The overall of the Employee E in the entire questionnaire response

The overall of the Employee F in the entire questionnaire response

Strongly

Agree

20%

Agree80%

0%0%

Employee D

Strongly

Agree

50%

Agree

40%

Neutral10% 0%

Employee E

90%

10%0% 0%

Employee F

Strongly Agree Agree


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The overall of the Employee G in the entire questionnaire response

The overall of the Employee H in the entire questionnaire response

The overall of the Employee I in the entire questionnaire response

60%30%

10%0%

Employee G

Strongly Agree Agree Neutral

Strongly

Agree

22%

Agree

67%

Neutral

11% 0%

Employee H

Strongly Agree Agree Neutral


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The overall of the Employee I in the entire questionnaire response

The use of different datas and their illustration in the form of charts

did a very good work for the illustration of some of the core fields of

the industrial expertise and deficiency of the concerned

organization.

The interpretation had been made on the basis of questionnaire and

the individual response on those questionnaire and these are the

Employee J

Strongly

Agree

Agree


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following questions and the response of the individuals by which the

recommendations have been done :-

1) Satisfied with keventer as an Employee

Employee A, Employee C, Employee F, G , AND J are satisfied

highly and Employee B and E is neutral . Employee D agree

with the question but not strongly.

2) LEADERSHIP AND PLANNING

Employee A, B, F,J, strongly agree with the Leadership and

Planning practices and they have the confidence in Leadership

and Planning activities According to the employees responses it

can be seen that there is adequate planning of corporate

objective .The management does not prefer red-tapism and the

process followed is considerably fair.

3) Corporate culture

Employee A.B, F,J,G,H strongly agree that quality is a top priority

with Keventer and Individual initiative is encouraged at Keventer.

But the amount of agreeness and willingness to this problem in

question is not so highly appreciated by the following Employees. D,

C, E .

4) Communication

Employee A, D,F,J,G,H,I strongly agree with the amount and type of

corporate deliberations and their agreeableness is highly

appreciated. They consider Keventer to be highly trustworthy.But

the amount of distrust and level of belief in the corporate

communication is not so high as is observed in the case of

employees D, C, E and I.

5) Career Development


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Employee B.F, G strongly agree that they have a clearly established

career path at Keventer. and they also do believe that they have

considerably good opportunities to learn and grow but employee

A and E doesnt believe that they have opportunitiesto establish

their career and employee G is neutral and employee , D,C,H,I fully

does not agree but somewhere they feel there is chance for them to

cope up .

6)Recommend employment at Keventer to a friend

Employee D, F, J strongly believes that they can recommend this

job opportunity to their friends and others either in their blood or

other relationships. But employee A & D disagree .Employee

B,C,G,H,I agree but not strongly.

7) Training Program

EMPLOYEE A,F,J,I,G strongly agree that Keventer provided as much

initial Training as they need and Keventer provides them as much

ongoing Training as they need. But still some Employee B,

C,D,E,D,H only agree , somewhere not fully satisfied. Therefore

there need to be some improvement in the Training Program

Practices.

8) Working Conditions

Employee B,F,G strongly agree that they believe his/ her job is

secure and his physical working conditions are good.

The Employee believes that his / her workload is reasonable but

Employee A and E are not satisfied with the working conditions ,

therefore it is needed to provide a better working environment is

needed to be built around the belief of growth beyond

boundaries. Employee D,C,G,H,I agree but not strongly.


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employees based on their private responses should be subjected to

different types of efficiency enhancement programmes so that they

can have better proficiency towards the accomplishment of their

job. The process was detailed in its approach and its impact was

quite notable for the company itself.

The system of work was well guided by the use of structured and

detailed questionnaire used and developed mainly for the

employees of the organization concerned. The was found out to be

productive but it really meant a lot of hard work and meritorious and

detailed planning and execution by an energetic person with a

concern for and by a dedicated team of expert professionals.

Questionnaire Based on Employee Satisfaction

Name:

Age : .

Sex: .

Position: ..

Company:


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1. Overall, how satisfied are you with Keventer as an employer? (Please circle one

number)

Very Very Satisfied

Dissatisfied

1 2 3 4 5 6 7

2. Keventers leadership and planning (Please circle one number for each statement)

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat

Strongly

I have confidence in the leadership of Keventer 1 2 3 4 5

There is adequate planning of corporate objective 1 2 3 4 5

Management does not play favorites 1 2 3 4 5

Management does not say one thing and do another 1 2 3 4 5

3. Corporate Culture (Please circle one number for each statement)


Strongly Somewhat Neutral Somewhat Strongly

Quality is a top priority with Keventer. 1 2 3 4 5

Individual initiative is encouraged at 1 2 3 4 5

Keventer.

Nothing at Keventer keeps me from doing 1 2 3 4 5

my best every day.

4. Communications (Please circle one number for each statement)



Keventer corporate communications 1 2 3 4 5

are frequent enough.

I feel I can trust what Keventer tells me. 1 2 3 4 5

There is adequate communication between 1 2 3 4 5

Departments.


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5. Career Development (Please circle one number for each statement)



I have a clearly established career path at 1 2 3 4 5

Keventer.

I have opportunities to learn and grow 1 2 3 4 5

6.Would you recommend employment at Keventer to a friend?

Definitely not Probably not Maybe

Probably would Definitely would

7. Training Program(Please circle one number for each statement)



Keventer provided as much initial 1 2 3 4 5

Training as I needed.

Keventer provides as much ongoing 1 2 3 4 5

Training as I need.

8.Working Conditions (Please circle one number for each statement)

Disagree Disagree Agree

Agree


I believe my job is secure 1 2 3 4 5

My physical working conditions 1 2 3 4 5

are good.Deadlines at Keventer are realistic 1 2 3 4 5

My workload is reasonable 1 2 3 4 5

I can keep a reasonable balance 1 2 3 4 5


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between work and personal life.

9.How long have you worked for Keventer?

Less than one year......................................

One year to less than two years ..................

Two years to less than five years ...............

Five years to less than ten years ................

Ten years or more ......................................

10.Your Immediate Supervisor (Please circle one number for each statement)

Disagree Disagree Agree

Agree

Strongly Somewhat Neutral Somewhat

Strongly

My supervisor treats me fairly 1 2 3 4 5

My supervisor treats me with respect 1 2 3 4 5

My supervisor handles my work-related 1 2 3 4 5

issues satisfactorily.


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Describe present job responsibilities of the Appraisee:

(To be filled up by the Appraisee)

Initiatives (Outside the major job role, voluntarily/non-voluntarily)

Achievement (Mention one greatest achievement of your professional career in Keventer in last one year)


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P-TAX1500 or Less- Nil

Rs.1501 or more but less than Rs. 2001-Rs18 per Month -500

Rs. 2001 or More but less than Rs. 3001 - Rs.25 per month-1000=Nil

Rs.3001 or more but less than Rs.5001 - Rs 30 per month2000

Rs.5001 or more, but less than Rs.6001- Rs 40 per month - 1000

Rs. 6001 or more, but less than Rs.7001- Rs 45 per month -1000Rs. 7001 or more but less than 8001 - Rs 50 per month -1000

Rs. 8001 or more but less than9001 - Rs 90 per month -1000

Rs.9001 or more but less than 15001 - Rs 110 per month- 6000

Rs.15001 or more but less than25001 - Rs 130 per month- 10,000

Rs.25001 or more but less than40001 - Rs 150 per month -15,000

Rs. 40001 and above - Rs. 200 per Month

Note: calculations on gross monthly pay.


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PMS ACCOUNTS

Keventer Agro Limited

Performance Appraisal Form-2011

(To be filled by HR Department)

1. Name:

2. Age/DOB

3. Qualifications:

4. Previous Experience:

5. Date of joining :

6. Joined As:

7. Current Designation:

8.Date Since Designation/ Last

Promotion (if any)

9. Unit:

10. Team/Department

11. Name of appraisers:

12. Name of Team Head/Mentor

Signature (Appraise) ________________

Sl

No

Critical Attributes Description Ratings Remarks

O E M P N


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Note: Job Responsibilities will be considered for the next yr. KRA. The positions for which KRAwas not fixed, job responsibilities will be taken into consideration to fix KRA & rate accordingly.

2(To be filled by Appraiser)

5 4 3 2 1

1 Job

Knowledge/Product

Knowledge

Thorough knowledge of job duties

and responsibilities and ability to

learn and apply new skills

effectively, efficiently and safely.

2 Reliability andaccountability

Degree of reliability . Accountablefor the actions performed

3 IT/equipment/machine

ry/Computer

Awareness

Has sound knowledge and operating

skills to produce the desired result

with optimum utilization of time.

4 Work Quality &

efficiency.

Consistenly meets work quality

requirements. Complete job

promptly and effectively

5 Team-

working/Interpersonal

Skill

To achieve the desired result by

working together & by being

sensitive, supportive of others

efforts keeping in mind the overall

development of the team.

6 Integrity & ethics.

Compliance to policies

Adheres to company's ethical

standards . Actions match words.

Trustworthy. Always complies to

company's policies while executing

actions

7 Presentation Skill Sales / business , data , other

presentation skills

8 Creativity / Innovation Ability to turn new & imaginative

ideas into reality with passion &

commitment. Proposes strategies to

improve business performance

9 Steadiness under

pressure & resilience.

Mobility

Work with steadiness under pressure

and adjust / adapt to adverse/

negative situations

10 Meeting expectations,

deadlines and

commitments. Time

management

Good and consistent performance

fulfilling all expectations and

sometimes exceeding them.

11 Problem -solving ,

judgement & decision

making.

Sound decision making ability

.Setting goals and designing actions

to solve a problem. Effective

judgement based on available data

and final decision

12 Following proper work

procedure

Follows SOP for carrying out

activities

TOTAL SCORE ACHIEVED


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O = Outstanding : (Successful in unusual & adverse situations, meets extraordinary

business challenges with little or no guidance, and sets a positive example for others)

E = Exceeds Expectations : (Exceeds most requirements of the position, including key areas)

M = Meets Expectations : (Demonstrates a level of accomplishments that clearly fulfills

expectations and at times exceeds them)

P = Partly Meets Expectations

N = Needs Improvements

DEVELOPMENTPLAN

Exposure required to another function / Area / Location(To be filled by Appraiser)

Function / Location /Area Movement by Reasons

FUTUREACTIONS:

Please indicate below further steps you would suggest for Appraisees development.

On the job - Job rotation (moving from one job to another within the organization)__________________________________________________________________________________

__________________________________________________________________________________

________________________________________COACHING (FOCUS ON DEVELOPING THE STRENGTH OF THE EMPLOYEE)

__________________________________________________________________________________

__________________________________________________________________________________________________________________________SPECIFICASSIGNMENTS(CAN BE GIVEN TASKS/DUTIES DIFFERENT FROM CURRENT JOB

RESPONSIBILITIES)

__________________________________________________________________________________

__________________________________________________________________________________

________________________________________COUNSELING (TO BE ADVISED OR RECOMMENDED FOR FURTHER IMPROVEMENTS)

__________________________________________________________________________________

__________________________________________________________________________________________________________________________

MDP/Seminars/ Specific Training {(can be send for MDPs, seminars, specific training to enhance

the job and market knowledge); Appraisee may be consulted for recommendations}


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__________________________________________________________________________________

_______________________________________

Nomination to external forums (professional bodies like management association etc.)

Training Required

___________________________________________________________________________

_____________________________________________________________

RECOMMENDATIONS (CONFIDENTIAL-NOT TO SHARE WITH

APPRAISEE)

Any other remarks

Team Head

Normal increment Yes / No HR

Special increment Yes / No Yes / No

Promotion to next

grade

Yes / No Yes / No

Signature of Appraiser: ___________________ Date:___________


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PMS SALESKeventer Agro Limited

Performance Appraisal Form-2011

(to be filled by HR Department)

1. Name:

2. Age/DOB

3. Qualifications:

4. Previous Experience:

5. Date of joining :

6. Joined As:

7. Current Designation:

8.Date Since Designation/ Last

Promotion (if any)

9. Unit:

10. Team/Department

11. Name of appraisers:

12. Name of Team Head/Mentor


60/65

Sl No Critical Attributes Description Ratings RemarksO E M P N

5 4 3 2 1

1 Job Knowledge/Product

Knowledge

Thorough knowledge of job duties and

responsibilities and ability to learn and

apply new skills effectively, efficiently

and safely.

2 Planning, Budgeting and

Forecasting & Cost

Control

Ability to achieve & deliver consistently

and accurately by making good

operational and financial plan thereby

keeping track of the marketing trend.

3 Communicationskills/Listening

Applies effective written, verbal &listening skills to promote an open

environment that encourages the

exploration of different ideas.

4 IT/equipment/machinery/

Computer Awareness

Has sound knowledge and operating

skills to produce the desired result with

optimum utilization of time.

5 Meeting expectations,

deadlines and

Commitments. Time

management.

Good, solid and consistent performance

fulfilling all expectations and sometimes

exceeding them.

6 Team-

working/Interpersonal

Skill

To achieve the desired result by working

together & by being sensitive, supportive

of others efforts keeping in mind the

overall development of the team.

7 Problemsolving,

Judgement & decision

Making.

Sound decision making ability in fixing

agendas, setting goals and designing

actions to solve a problem.

8 Leadership and integrity Establishes a clear vision of unit mission

& goals through motivation, team work,

delegation and proper communication to

enhance the team spirit and overallproductivity.

9 Customer Focus Understands customer needs and

expectations.

10 Steadiness under

pressure & resilience.

Mobility

Work with steadiness under pressure

and adjust / adapt to adverse/ negative

situations.

11 Presentation Skill Sales / business , data , other

presentation skills

12 Creativity/Innovation Ability to turn new & imaginative ideas

into reality with passion & commitment.

TOTAL SCORE ACHIEVED


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O = Outstanding : (Successful in unusual & adverse situations, meets extraordinary

business challenges with little or no guidance, and sets a positive example for others)

E = Exceeds Expectations : (Exceeds most requirements of the position, including key areas)

M = Meets Expectations : (Demonstrates a level of accomplishments that clearly fulfills

expectations and at time exceeds them)

P = Partly Meets ExpectationsN = Needs Improvements

DEVELOPMENTPLAN

Exposure required to another function / Area / Location

(To be filled by Appraiser)

Function / Location /Area Movement by Reasons

FUTUREACTIONS:

Please indicate below further steps you would suggest for Appraisees development.

On the job - Job rotation (moving from one job to another within the organization)

___________________________________________________________________________

___________________________________________________________________________

______________________________________________________

COACHING (FOCUS ON DEVELOPING THE STRENGTH OF THE EMPLOYEE)

___________________________________________________________________________

___________________________________________________________________________

______________________________________________________

SPECIFICASSIGNMENTS(CAN BE GIVEN TASKS/DUTIES DIFFERENT FROM CURRENT JOB

RESPONSIBILITIES)

___________________________________________________________________________

___________________________________________________________________________

______________________________________________________

COUNSELING (TO BE ADVISED OR RECOMMENDED FOR FURTHER IMPROVEMENTS)

___________________________________________________________________________

___________________________________________________________________________

______________________________________________________


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MDP/Seminars/ Specific Training {(can be send for MDPs, seminars, specific training to

enhance the job and market knowledge); Appraisee may be consulted for recommendations}

___________________________________________________________________________

______________________________________________

Nomination to external forums (professional bodies like management association etc.)___________________________________________________________________________

______________________________________________

TRAININGREQUIRED

___________________________________________________________________________

_____________________________________________________________


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RECOMMENDATIONS (CONFIDENTIAL-NOT TO SHARE WITH

APPRAISEE)

Any other remarks

Team Head

Normal increment Yes / No HR

Special increment Yes / No Yes / No

Promotion to next

grade

Yes / No Yes / No

Signature of Appraiser: ___________________ Date:___________

Signature of Team head: ___________________ Date:___________

OVERALL EVALUATION (BY HRD)


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Weightage (%) Rating Weighted Rating Final Rating

KRA 70

Attributes 30

RATINGS

O E M P N

Signature of HR ___________________

Signature of MD ___________________

Transfer Letter Format

KAL/HR/TL/09-10/101

Date:22.06.2009

To,

Dipak Sasmal

Territory Sales InchargeMalda

Dear Dipak

As per the clause no. 11 of your Appointment Letter dated 27th March, 2007, you are, hereby,

transferred toImphalfrom immediate effect.

You are requested to report Area Sales Manager, North East, as soon as possible.

Please sign and return the duplicate copy of this letter in acceptance of the above.

For KEVENTER AGRO LIMITED

(Sr. Manager- Corporate HR)


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CTC BREAK UP FORMAT (MR A EXECUTIVE)

PM(Rs) CTC( PA)

Basic - -

H.R.A - -Travelling Allowance - -

Personal Allowance - -

Site Allowance - -

Gross 0 0

Monthly Deductions

PF - -

ESI - -

Yearly Component

Medical (if not under ESI) -

L.T.A -

Bonus -Leave Encashment - -

Mediclaim -

Total -

a project report on hr practise

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