Hr policies of Eicher group of companies.
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Hr policies of Eicher group of companies.

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Human Resource Development.

Human Resource Development.

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Hr policies of Eicher group of companies. Hr policies of Eicher group of companies. Presentation Transcript

  • HR Policies of Eicher Group of Companies Presented By Name Roll No. Mr. Prasad Satam 67
  • About UsEicher Group is a conglomerate of the firms EicherGoodearth Ltd., Eicher Ltd., Eicher Motors Ltd., EicherInternational Ltd., and ECS Ltd., based in New Delhi,India.Eicher Motors is a commercial vehicle manufacturer inIndia. The companys origins date back to 1948, whenGoodearth Company was established for the distributionand service of imported tractors.The Eicher Group experienced a gross sales turnover ofover INR 19,000 million ($US 424 million) in 2005–06.
  • Group StructureThe Eicher Group has diversified business interests in design anddevelopment, manufacturing, and local and international marketing oftrucks, buses, motorcycles, automotive gears, and components. Eicherhas invested in the potential growth areas of management consultancyservices, customized engineering solutions, and maps and travel guides.The activities of the group are divided into the following business units:o Eicher Goodearth Limited.o Eicher Motors Limited .  Eicher Motors – Commercial vehicle.  Eicher Engineering Components – Gears.o Eicher Limited – Investments in group companies.o Eicher Engineering Solutions – customized engineering solutions.o Goodearth Publications – city maps and travel guides.o ECS Limited – management consulting.
  • Board of Directors
  • An Overviewo Eicher Started Operations in Faridabad, New Delhi in 1960.o Manufacturing Tractors was the Prime Business. Initially thecompany was running with difficulties and uncertainties.o 1974 a study conducted by an reputed external consultant firm.o Finding was lack of Professionalism in the company.o Massive recruitment of Professionals done to comply this.o 1980-81 company perform well due to favorable Marketcondition.o 1974-81 turnover increased more than 23 times.o In 1982 the company again struggled a lot to make profit dueto change in Government Policy.
  • Group Companies of Eichero Eicher Tractors Limited (ETL).o Eicher Motors Limited (EML).o Eicher Exports Limited.o Eicher Span Financial Limited.o Eicher Consultancy Services Limited.o Capol Farm Equipment Limited (CAFÉ).o Eicher Research Centre, Faridabad.
  • Man Power & Hierarchyo Total Strength - 3700.o Executives - 444o Staff - 1567o Workmen - 1695o Hierarchy  GM - DGM - Senior Manager - Manager - Deputy Manager - Asst. Manager - Supervisor.  Grades - 1 to 7
  • Products
  • Products
  • Vision Statement“ It shall be our endeavor by delighting our customers by achieving world class quality in all that we do andby the involvement of each and every member of the Eicher family to become the largest Tractor Manufacturer in India, to treble our share of the commercial vehicle market to reach export of one fifteenth of turnover and to commit to one new project at least every three years. “
  • Human Resource DevelopmentDefination: Human Resources Development (HRD) as a theory isa framework for the expansion of human capital within anorganization through the development of both the organizationand the individual to achieve performance improvement.Human Resource Development is the integrated use of training,organization, and career development efforts to improveindividual, group and organizational effectiveness. HRD developsthe key competencies that enable individuals in organizations toperform current and future jobs through planned learningactivities. Groups within organizations use HRD to initiate andmanage change. Also, HRD ensures a match between individualand organizational needs.
  • Evolution of HRD in Eichero Creation of Role Model by Top Executives of thecompany.o Sensitive to HRD.o Emphasis on Development of Employees.o Free culture across the company.o Concept of just Management.o Believe in Professionalism and Quality product.o Believe in people.
  • HRD Activitieso Training.o Total Quality Management.o Performance Appraisal.o Counseling & Feedback.o Communication & Interpersonal Relation.o Decision Making, Team Work and Recognition.o Role of Top Management.
  • Trainingo Types of Training :  Behavioral Training - For all level.  Functional Training - For all level.  Potential Related Training - For all level.  Multi-Skill Training - Workmen & Jr. staff.  Training for Dealers - To deal with customers.  Training Schools - Skill development.  International Exposure - Sr. Level Executives to establish TQM.
  • Employees Feedback on Training Details Workers Jr.Staff Sr. Staff ExecutivesReceived any Training at Eicher 90 90 92 88Individual needs 50 39 44Organisations perception asIndividual need 70 23 76Organisational Need 81 50 58 48 100 90 80 Received any T raining at Eicher 70 Individual needs 60 50 Organisations 40 perception as Individual need 30 Organisational Need 20 10 0 Workers Jr.Staff Sr. Staff Executives
  • Total Quality Managemento Concept of TQM came to Eicher in 1989 with thefollowing understandings:  Machine can not do miracle, system & software are of equal importance.  Role of human resources are of paramount importance to derive the best out of Machines.o In 1989 to Popularize the concept of TQM anexperienced Faculty invited to train the People and lateron appointed as adviser to the Chairman.
  • Motive of Implementation of TQMo Quest for excellence in Quality - Supported byall level.o Need for Sustained growth - Worker & Jr. Staff.o Need to be competitive - Sr. Staff.o Decision & Initiatives of Top management –Executives.
  • Meaning of TQM in Eichero Customer Delight.o Teamwork & Participation.o Continuous Improvement - “ Kaizen “.o Quality Consciousness.
  • Kaizen - Continuous Improvemento To ensure Zero Defects Products.o Suggestion from Employees to improve theirinitiative.o Recognition for better suggestions.o Implementation of Suggestions.o Sharing of Kaizen experiences with seniors andpeer groups.
  • Employee’s Feedback on Kaizen What Employees Think of Kaizen Details Workers Jr.Staff Sr. Staff ExecutivesImplementation 89 70 92 100Sharing of Kaizen 61 43 62 63Carrear Growth 63 70 58 80Achievement 57 57 60 60 100 90 80 70 60 Implementation Sharing of Kaizen 50 Carrear Growth 40 Achievement 30 20 10 0 Workers Jr.Staff Sr. Staff Executives
  • Performance Appraisal - An Overviewo Introduced in 1977 and Reviewed in 1979, 1981,1984, 1986 &1991.o Executives:  Reviewed by Career Development Groups (CDG).  Under Annual Development Review (ADR) Process.o Features of Present Appraisal System for Executives:  Customer Orientation:  Expectations of internal & external Customers.  Review will be based on the job and off the job development requirement.  Emphasis on Potential development:  Acceptances of more responsibilities.  Individual Potentiality.
  • Performance Appraisal - An Overviewo Non Executives:  6 Points Rating Factors:  Sincerity and Willing to work.  Intelligence and Grasping power.  Knowledge.  Presentation & Clarity of expression.  Dynamism, Association, Attendance & Initiative.  Discipline.o Assessment Centre:  Started in 1984 to undertake promoting staff to executive positions.
  • Employee’s Feedback on Appraisal Systemso More than 60% employees are agreeing to have moreResponsibilities.o More than 70 % executives are agreed discrepanciesbetween Appraiser and Appraise.o Less than 40% of Workers and Sr. Staff and more than60% of Jr. staff are saying that superior are discussingwith them about the rating and accept suggestions.o Average 60% of workers, Jr. Staff & Sr. Staff areaccepting the secrecy of Appraisal Systems.
  • Counseling & Feedbacko Based on Carl Roger’s Model of Person CenteredApproach.o Personal Improvement will be paramount importance.o Appreciation of Counseling approach in thedevelopment process.o Developing an understanding of the core conditions /Philosophy of the counseling process.o Exploring one’s Style in counseling and its impact.
  • Communication & Interpersonal Relationso Communication has given top priority in Eicher.o Improvement on Communication done through:  Meetings.  Workshops & Training Programs.  Brain Storming Session.  Presentation.  Media - In house journals “ Footsteps ”.
  • Decision Making, Team Work & Recognitiono Persistent effort by Management to improve Teamwork.o People are trained as Team leader and facilitator.o Manifestation of Team work:  Understanding the goals of employees.  Contribution to new ideas.  Maintaining Transparency.  Average 70% of employees appreciate the work culture and treatment of the employees in Eicher.
  • Role of Top Managemento Achieve excellence in Quality.o Delegation of Authority and Responsibility.o Developing Ownership among the employees.o Involvement and commitment of developmentof employees.o Freedom to take initiative.
  • Eicher - A Learning Sourceo Believe about people are shared by all levels ofManagerial hierarchy.o CEO was seen as a Role Model.o Personal Practices are development oriented.o Employees are serious about training.o Authentic communication and consultationhelped to develop positive outlook.