Outline

Coca-Cola or Pepsi; that is the Question
- A study about different factors
affecting consumer preferences
Outline
1. Introduction
1.1 Background
1.2 Problem Discussion
1.3 Purpose
1.4 Delimitations
2. Theoretical Framework
2.1 Consumer Preferences
2.2 Target Group
2.3 Brand
2.4 Advertisement
2.5 Sponsorship
2.6 Analysis Model
3. Methodology
3.1 Choice of Subject
3.2 Research Approach
3.3 Data Collection
3.4 Value of Study
3.5 Revision of the Chosen Methodology
4. Empirical Data
5. Analysis
5.1 International Advertising
5.2 International Sponsorship
5.3 International Brand
5.4 Local Target Group
5.5 Hypothesis
6. Conclusions
6.1 Research Question
6.2 Reflections
6.3 Purpose Future Research
7. References
Appendix 1: The Coca – Cola Company
Appendix 2: PepsiCo
Appendix 3: The Cola War
Appendix 4: Questionnaire

INTRODUCTION
Zari (golden thread) embroidery work used for the embellishment of fabrics has found admirers in
overseas markets, as its export has risen significantly of late. Bareilly, one of the main centres of zari
work, is attracting huge export opportunities, hovering around two billion Indian rupees
annually. The presence of the country's famed work can be felt in all the continents. The list of
countries keen to purchase zari work includes the USA, the UK, Japan and Saudi Arabia."The
turnover of zari production is around 175 crore rupees. The main market for it is in UAE, Europe and
the US. Exporters from there do get their manufacturing done from here and export it to other
countries too. We do indirect export like this too," said GopalAgarwal, an exporter. An index of the
growing demand of zari is the volume of exports, which was well below the billion-rupee mark
during the span of 1995-96.But the succeeding five years saw a phenomenal rise in exports as
volume grew to the tune of about 1.5 billion Indian rupees.The growth of the business can also be
attributed to the widespread presence of the Indian diaspora that has been on the upsurge globally.
Since the zari has made strong inroads into Bollywood, it's promotional work, though, indirectly is
being done by films, which are finding global audience. Moreover, in a developing economy like
India, the zari has also become a good source of employment of a huge population in the area. "We
get raw material mainly from Punjab and Delhi. We are half paid at the time of delivery of finished
goods and the remaining we get with the next lot," said Naeem, a zari worker.
However, like many other traditional industries in the country, the mainstay of the trade is worker
who, ironically, is bereft of the fruits of the labour.The traders involved in the trade usually earn
approximately 117 to 140 US dollars in export of a zari-embroidered piece of cloth but the workers
get barely two dollars.However, with the rapid growth of zari exports, one can hope that the profits
would percolate to the workers and the artisans involved in the trade.

Executive Summary
Our Boutique Zarmeen’s Collection is newly established in Bareilly City in Satellite Town. We focus on the establishment
of designer wear Boutique including the operations of apparel designing, manufacturing, selling and marketing. This
Project has been designed to capture the dynamics of the Boutique industry in Bareilly and other big cities of India like
Budaun, Pilibhit, Noida, Delhi etc, with its many components and possible strategic opportunities. This Project is financed
with debt equity ratio of 60:40. The Average Installed capacity of our product is 50% with 8400 dresses annually. The
internal rate of return is approximately is 78%.
EMBROIDERY:
Embroidery is one of the most sought out handicrafts of India the world over. Agra, Bareilly and surrounding areas are
full of gifted men and women who produce one of the most adorable cross stitch. "Tilla" work, Pearl work and "Salma
Sitary" work of NWFP are very famous throughout the country. Swat is well-known due to thread embroidery, whereas,
in D.G.Khan mirror work is done on clothes. Works of these types are called "Kadhai." Chitrali "Patti," that is woven on
hand looms and Kadhai done on ChitraliChugha is very famous
What is embroidery?
Embroidery is the art or handicraft of decorating or making things
Types of Embroidery
Following are some types of embroideries in India as well as in our neighbor country Pakistan.
Zardozi Embroidery:
As far as the world of design is concerned, embroidery is the backbone of India. Some of our embroideries that can do
wonder for Zardozi embroidery.
Zardozi work is an ancient form of embroidery basically done with gold or silver zari threads. It is also known as metal
embroidery. Although now-a-days it is also done with colored metal threads. The word Zardozi is derived by combining
two words Zar and Dozi which in Persian language means gold and embroidery respectively. Therefore it is clear that
this art of embroidery was originated in Persia which was bought to India by Moghuls. Initially it was done with real
metal threads of gold and silver. It was done on clothes for the rich and royal, wall hangings, bedsheets, etc. In
between the application of pearls and precious stones looks stunning on it. Basically it is done on silk, crepe, brocade
and velvet fabrics. Zardozi embroidery saw its decline during the reign of Aurangzeb. It was revived after the
independence.

Mirror Embroidery:
This work also originated in Persia during 13th century. Mirror work is never done alone, it is generally in combination
with other types of stitches or embroideries. This embroidery is done with both large and small mirrors. It is
embroidered using colorful threads like red, green, blue, yellow, black, maroon, etc.
Kantha Embroidery
Kantha is the traditional form of embroidery of West Bengal. It is running style of stitch. The embroidery is done on many
layers of cloth. It is done on quilts, bedsheets, blankets, saris, salwar suits, stoles, napkins, etc.
It is also known as Dorukha. This word means making worn out garments into beautiful garments. Therefore it is also
known as recycling art. In earlier times the worn out silk or muslin clothes where used to be put in piles and stitched
together. It is believed that its date of origin lies during the era of Lord Buddha. They used to drape themselves with rags
of clothes that were stitched together.
Chikankari Embroidery
Chikankari is derived from the word Chakeen that means elegant patterns on the fabric which is a Persian word. Earlier it
was done with white thread on muslin clothes. However now it is been done on various types of fabrics like cotton, linen
nylon, georgette, chiffon and synthetic fabrics. Apart from wearable garments it is also done on various other things like
curtains, bed sheets, table cloths, pillow covers and cushion covers.
Unlike earlier times it is not only done on white colored cloths but also fabrics of various colors. But the thread used for
the embroidery is generally white. Various motifs are embroidered through it like floral motifs which include flowers like
rose, lotus, jasmine, creepers, etc.
Sindhi Embroidary
sindhi embroidery is very famous all over the India including sindhitopi, ajrak. Sindhi embroidery made on dresses.
It is made with the help of many types of threads and in in different colours on different fabrics.
Phoolpatti Work

Phoolpatti work is popular in allover the India & it need no special machines. It is done with the help of needles not with
machines. It is done with different colours threads and on different fabrics.
TYPES OF EMBROIDERY
As far as the world of design is concerned, embroidery is the backbone of India. Some of our embroideries that can do
wonders for an outfit are:
Mirror Work
Mirror work which has its roots in Rajasthan and Kutch.
Lari
Fine quality gold thread embroidery found in Bareilly ,Benaras ( Varanasi ), Lucknow
and Agra. These days silver zari is equally popular.
Phool Patti Work
Applique work from Aligarh where usually organdi or other fabric cutouts in floral and
leaf motifs are affixed on to a plain fabric sometimes in tandem with silver tilla
embroidery.
Chikan Work
Originating from Lucknow this involves a technique of finding separated warp and
weft threads for a textural effect.
Jaali
Network.
Zardosi
Leaf-scroll worked in gold and silver thread on silk, satin, velvet and other rich fabrics.
Zardosi is also combined with Dabka work and is originally from Lucknow.
Mokaish

Product Mix
 Designers dresses for men and women,
 Matching Ladies Bags
 Ladies and gents Matching Shoes
 Matching Jewelry
Embroidery dresses will design and manufactured in the boutique while Bags, shoes and jewelry will
be purchased on order form other Suppliers.
Suppliers
Stylo Shoes, Service shoes&Borjan shoes will provide us with matching ladies and gents shoes. We
will Order for matching bags to SanatZaar Embroidery School. Jewelry will be purchased from main
market of Bareilly.
Installed Capacity
The Boutique business capacity is greatly dependent on the market size and the number of potential
clientele one can attract. Furthermore, the women fashion wear garments will be designed through
a contracted designer and then stitched through in-house stitching unit. On average Installed
capacity of our Product is 60%..700 dresses will be manufactured in one month to sale in Boutique.
While Embroidery work on Order will also be taken from in and outside the city.
Silver dots strewn all over isMokaish work.
Sitara Work
Sequins are embroidered into the fabric.

Estimated Production during the first Year
With in 1 year approximately 8400 dresses will be produce in boutique for sale. Orders are
exceptions from this production.
Introduction of Business:
Our boutique is established in 2009 to compete the market of embroided dresses, shoes, hand bags
etc. It’s a partnership type business started by 2 members Zarmeen&Zareen. They started this
business with huge investment for the purpose of this business is to make embroided dresses and
to sell these in market and as well as we sell the readymade hand bags, shoes, jewellary in our
boutique to enhance sale & to attract customer that an opportunity to collect their relevant
shopping from our boutique.
We also sell hand bags, jewellary, matching shoes but we not made these but purchase these from
market we mostly purchase shoes from Stylo, Borjan, Bata shoes.
We collect jewellary from akram Awn shopping center, Takbeer shopping mall, Ace shopping mall
etc.
Technical Analysis
In our boutique 10 embroiding machines, 20 single needle locking macines, 10 over lock stitching
machine are present for the purpose of embroidery dresses with the handmade embroidery dresses.
In this simple machines are used having not very expensive.
Inputs required are:-
 Fabric
 Electricity
 Single needle lock stitch Machines
 Embroidery machine

 Scissors
 Cutting board
 Embroideries accessories
In technical analysis following is production process flow described as well as shown in a diagram
 Design:
 Pattern Making/Cutting
 Stitching:
 Finishing:
 Presentation/Market:
Designing Pattern Making Embroidery
CuttingStitchingFinishing
PresentationMarket/
Clientele

Personnel Analysis
In our boutique following is description of personnel
 Chief executive
 Designers
 Sales girls
 Product supervisor/ cutting master
 Iron man
 Office boy
Above all these personnel these include all technical & non-technical personnel but at the same time
there is no special need of technical knowledge except designer who need some technical
knowledge in computer for innovating new designs day by day.
SWOT ANALYSIS
Strengths
Our Boutique would be the first big boutique in Bareilly city The labor to manufacture embroidery
dresses is easily available we can reach easily to low cost labor. Moreover the location for our
project is very attractive. We can avail maximum advantage from this market.
Weaknesses
Our weakness is that we are not manufacturing other accessories like bags, shoes etc at initial stage.
And we have to rely on other contractors for these accessories. But with the passage of time we will
hopefully enter in Matching Bags and Shoes Business as well.

Opportunities
Clothing is a beautiful visual demonstration of the social and emotional needs of people wearing it. It
also portrays in a clearly understood visual manner, what people of different cultures and styles
want socially. Fashion, through times, has gone through so many rapid changes and bizarre extremes
that it has examples of nearly every kind of clothing function.
The range of Indiai dresses is remarkably wide, according to the vast cultures, geographical
differences, purchasing capacities, influence of the western culture, and bewildering diversities of
the ethnic groups. One has, therefore, to sift and isolate, and then relate and bring together, the
ideas for creating various designs, which can fit in the context of the fashion in vogue and the culture
in practice. Furthermore, there is massive export potential in this sector, as the demand of Indiai
dresses, especially in countries like UAE, USA, and UK, is massive due to a high number of Indiai
expatriates who have settled in these countries. The Boutique business can also be expanded into a
more profitable venture by providing stitching facilities to other boutiques, which do not own a
stitching unit or are lacking this facility.
Threats
 Competitive Structure of the market
The market of the boutiques is highly competitive; therefore if the entrepreneur is
not well responsive to the tastes and response of the clientele as well as the fashions
in vogue he/she may not be able to capitalize the opportunity properly.
 Pilferage in the designs
The designs which a designer produces can be sold by the staff even before that Design is launched
and that can pose serious threat to the business because in the Fashion industry it is the uniqueness
of the design which matters.
 Selection of the wrong venue
Selection of the wrong venue can be a major hurdle in achieving the desired business objectives.
 Selection of the wrong design

If the designs are not selected according to the tastes of the clientele then it can be detrimental for
the business, so the clientele taste should be properly tracked.
 Tax
Improper documentation of the sales receipt record may lead to problems with Tax department.
MARKETING
The marketing of boutique follows the conventional marketing pattern which is dependent on
selection of venue of the outlet/s and the product mix (designs and sizes), as well as the promotional
strategy. We are using following medium to promote our product.
1) Usage of print media i.e. printing of posters and pamphlets as well as displaying it and distributing
it at proper places
2) Advertisement in print media i.e. newspapers and fashion magazines, etc.
3) Usage of electronic media i.e. projection of the boutique in fashion programs, Advertisement on
television, and provision of dresses to various television plays and films.
4) Event arrangement like fashion shows and photo-shoots.
5) Usage of e-commerce i.e. launching of website and advertising on web.
Raw Material:
The raw-material required for such sort of projects, would be as follows:
Fabric:The fabric, which is the basic raw material requirement for a boutique and a major
component of the cost, can be obtained from wholesale markets or from markets specializing in
designer cloth at Delhi, Noida, and Budaun.

Accessories:Accessories such as buttons, laces, zippers, elastics, threads, needles, embroidery
threads, glasses, etc. will be procured from the local market at competitive rates.
Labels, tags and packaging:Labels and tags can be obtained on order, as these serve as an identity
for the boutique and are useful for promotion.
Objectives Of The Study
• To analyze the base of rural industrialization.
• To analyze the role of small and medium scales industry towards grant of socio-economic life
of the people.
• How far it has created an environment for the opening of the industries present in our
neighborhood, example road and transport. Telecomm, water resources etc.
• To study the demographics of rural industrialization as 70% of the population is living in
villages.

Research Methodology
Collection of data through a structured questionnaire
Primary Research was conducted in industrial areas of Kanpur.
Various factories were visited
Face-to-face interview
Structured Questionnaire
Both open-ended & close-ended questions

Limitation
Meetings with industry officers
Study limited to the specified sectors of Kanpur
Climatic condition
Time barriers

Questionnaire
Questionnaire was divided into two parts one was given to the officials and the other to the
workers.
1.How far is the factory from the city?
2.Which mode of transportation is convenient and easily available?
3.Are the roads surrounding the factories katchcha or pakka?
4.How many monthly meetings are held between the various departmental heads?
5. Is the communication between the departments proper?
6.What is the number of male and female workers in the factory? Do you employ children
also?
7. Which cities are the suppliers of raw materials?
8. What are the methods followed to control Pollution? Where is garbage disposed?
9. What are the provisions for medical facilities for the workers?
10. What kind of relationship exists between the workers and the management? Are there any
strikes in this unit?
11.Are the working conditions proper for the workers? What type of incentives is given to
them?
12. How much is the total production of the factory per year? What is the provision of
supply of electricity?
13. What is the rate of return of the previous years? Is it satisfactory?
14. What are the problems at the macro level?
15. What are the problems at the micro level?
16. What is the future plan to expand the unit?

IBSARNavi Mumbai (satishpgoyal@yahoo.co.in) Page 1
A
PROJECT REPORT
On
Study of HR Practices & Process of
Performance Appraisal
With special reference to
ADITYA BIRLA GROUP
GRASIM I!DUSTRIES
R.M.C Division
Head Office - MUMBAI
Submitted To
TILAK MAHARASHTRA U!IVERSITY, PU!E
Submitted by
SATISHPRAKASHGOYAL
MBA- H..R
(2007-2009)
I!STITUTE OF BUSI!ESS STUDIES & RESEARCH
Table of Contents
CHAPTER !O. TITLES PAGE !O.
1 Acknowledgement 3
2 Executive Summary 8
3 Company Profile 9
4 Organizational Chart 16
5 Introduction 18
6 About the project
Recruitment
Selection
Performance Appraisal
Training & Development
Talent Management
Job Analysis
Organisation Structure
Human Resource Information System
Company Philosophy
Exit Interview
20
22
25

28
34
40
42
47
51
56
58
7 Learnings 65
8 Observations & Findings 66
9 Recommendations 67
10 Nomenclatures and Abbreviations 68
11 Limitations & Bibliography 69
12 Annexure 71
Acknowledgement
It is not possible to prepare a project report without the assistance & encouragement
of other
people. This one is certainly no exception.
On the very outset of this report, I would like to extend my sincere & heartfelt
obligation towards
all the personages. Without their active guidance, help, cooperation &
encouragement, I would not
have made headway in the project.
I would like to express my sincere thanks to Major P.K.Das(GM-HR,Grasim
Industries) who
gave me the opportunity to work with such an esteemed organization.
I owe profound sense of regards & gratitude towards Mr.Sujit Kumar (Manager- HR)
who has
continuously guided me & supported in all the tasks by giving me valuable insight
into issues like
the meaning of HR practices, its uses, objectives and tools as well as steps to be
considered in
developing and studying an organizational structure.
I owe debt of gratitude to Ms. Deepika Mehta (Executive-HR) who has given me
enough support
& cooperation to me by finding time from her hectic schedule. I also thank her for
guiding me,
clearing the doubts & advising me in the right time to make this project a real
learning experience.
I am thankful to the entire employee at Grasim Industries (RMC Div.) for their
cooperation during
the internship.
Last but not the least, I would thank Dr.M.L.Monga,( Executive Director),
Dr.GinlianlalBuhril,
(Director, Navi Mumbai) ,Mr.AnuragShrivastava,(Asst.Dir.) & all my lecturers for
giving me
an opportunity to work with such an esteemed organization ,guiding& encouraging
me

throughout.
Thanking You:
SatishP.Goyal
CERTIFICATE FROM THE FACULTY GUIDE
This is to certify that the project work entitled “Study of HR Practices &
Process of
Performance Appraisal ‖, worked under Aditya Birla Group ( Grasim
Industries ) is a
bonafide work carried out by Mr. SatishP.Goyal ,a candidate for the MBA June
(2007-2009)
Examination of Tilak Maharashtra University, Pune under my guidance and
direction.
Signature of the Guide.
2ame :Dr.GinlianlalBuhril
Designation :Director
Address :IBSAR, _avi Mumbai.
Date :
Place :
CERTIFICATE FROM THE U!IVERSITY
This is to certify that the project work entitled “Study of HR Practices &
Process
of Performance Appraisal ‖, worked under Aditya Birla Group ( Grasim
Industries )
is a bonafide work carried out by Mr. SatishP.Goyal , a candidate for the MBA
June
(2007-2009) Examination of Tilak Maharashtra University, Pune. The
project
report has been approved as it satisfies the academic requirements in respect
of project
work prescribed for the Masters of Business Administration Degree.
Head :
Internal Guide :
External Guide:
Date :
Place :
Executive Summary-
The importance of personnel management is being increasingly realized in industrial
and non-
industrial organization both in India and abroad. The realization has come about
because of
increasing complexity of the task of managers and administrators. In most
organizations the
problems of getting the competent and relevant people, retaining them, keeping up
their motivation

and morale, and helping them to both continuously grow and contribute their best to
the
organizations, are now viewed as the most critical problems.
So with this reference the project titled Study of Study of HR practices & process
of
Performance Appraisal has been conducted, based on the primary research in
Ultratech Cement
Limited, RMC Division has been prepared to get a better insight into the
management practices
adopted by UTCL with reference to HR Policies prepared by the HR department in
organization. It
emphasizes on the importance of a clear cut organization structure and culture to
avoid any
confusion in order to achieve maximum result with minimum resources.
The project is aimed to cover maximum knowledge of the HR practices followed in
the
organization and how the performance is evaluated of employees, what primary
factors are
considered , how data is maintained and finally the evaluation done. Here the HR
practices of the
company have been explained to understand how the company follows these
practices and the
performance appraisal process adopted. The practical knowledge has been gained
mainly by
observing all the activities taking place in the H.R. department. This is a brief study
done to have
understanding of the subject H.R., how it is practically implemented, why it is
necessary, its
implications& the benefits.
With reference to the HR Practices brief knowledge has been gained how the
Recruitment cycle
functions, Selection done, Training Calendar prepared, what does compensation &
cost to
company means and the steps of performance appraisal.
Company Profile
Aditya Birla Group is India's first truly multinational corporation. The group has an
annual
turnover of US$ 24 billion and has over 1,00,000 employees belonging to over 25
different
nationalities on its rolls.
Aditya Birla Group has its presence in 20 countries –
India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA,
UK,
Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and
Korea.
Globally the Aditya Birla Group is:
• A metals powerhouse, among the world‘s most cost-efficient aluminium and copper
producers.

Hindalco, from its fold, is a Fortune 500 Company. It is also the largest aluminium
rolling
company and one of the 3 biggest producers of primary aluminium in Asia.
In India:
• A premier branded garments player.
• The 2nd largest player in viscose filament yarn.
• The 2nd largest in the Chlor-alkali sector.
• Among the top 5 mobile telephony companies.
Hindalco:
It has established been in 1958, Hindalco deals in Aluminium and Copper and is an
industry leader
in both. Hindalco is the world's largest aluminium rolling company and one of the
biggest
producers of primary aluminium in Asia. Its copper smelter is today the world's
largest custom
smelter at a single location. In 2007, Hindalco acquired Novelis and in the process
became the
world's largest aluminium rolling company and one of the biggest producers of
primary aluminium
in Asia, as well as India's leading copper producer.
AdityaBirla !uvo: Aditya Birla Nuvo is a diversified business conglomerate with
interests in
viscose filament yarn (VFY), carbon black, branded garments, fertilizers, textiles and
insulators.
Aditya Birla Nuvo, through its subsidiaries and joint ventures has made forays into
life insurance,
telecom, business process outsourcing (BPO), IT services, asset management and
other financial
services.
Ultra Tech Cement: The Groups cement business is under both Grasim and
UltraTech cement.
Together the two companies under the group account for a substantial share of the
cement market
in India.
UltraTech cement comprises the erstwhile cement business of L&T which was
acquired by the
group.Ultra Tech Cement manufactures and markets Ordinary Portland Cement,
Portland Blast
Furnace Slag Cement and Portland Pozzolana Cement. It is the country's largest
exporter of
cement clinker. Its export market includes countries around the Indian Ocean, Africa,
Europe and
the Middle East.
GRASIM I!DUSTRIES LIMITED is the flagship company of Aditya Birla Group.
Grasim
itself is a multi-product company with cement being the major area of focus. Now a
day the
cement division of the Grasim industries Limited works under the banner of the
Ultratech Cement

limited (UTCL). In August 1998, Grasim acquired the well-known Dharani Cements
Ltd situated
atReddipalayam, Perambalur District. Soon after the acquisition, Grasim embarked
on a most
prestigious project of one million top capacity cement plant at the existing locations.
READY MIX CO!CRETE
Concrete is a hardened building material created by combining a binder i.e. cement
(commonly
Portland cement), aggregate (generally gravel and sand), water and admixtures.
Although people
commonly use the word cement as a synonym for concrete, it is only one of several
components in
modern concrete. As concrete dries, it acquires a stone-like consistency that makes
it ideal for
constructing roads, bridges, water supply and sewage systems, factories, airports,
railroads,
waterways, mass transit systems.
Concrete is used more than any other man made material on the planet. It was in
1824, when
Joseph Aspdin and Isaac Charles Johnson refined synthetic cement that Portland
cement came into
existence. However, it was not widely used until World War II, when several large
docks and
bridges were constructed.
Today, different types of concrete are categorized according to their method of
installation. Ready
or pre-mixed concrete is batched and mixed at a central plant before it is delivered to
a site. This
type of concrete is sometimes transported in an agitator truck and is also known as
transit-mixed
concrete. Shrink-mixed concrete is partially mixed at the central plant and its mixing
is then
completed en route to the site.
The secret of good concrete lies in the degree of quality control
and technical parameters of the mix. UltraTech, the Aditya Birla
Group Company, which makes good concrete better, maintains a
high level of precision in its quality assurance procedures and
produces world-class concrete that comes in a package of highly
reliable durability, strength and performance.
The making of concrete is a science as well as an art. Science because the right
proportions of all
the ingredients as per the standard Bureau of Indian Standards (BIS) code assures
the desired
strength and durability. And an art because it is not just the accurate proportioning
which
determines the quality of concrete, but the way it is mixed, placed, compacted, cured
and protected
also play a great role.

UltraTech Concrete makes good concrete better because the company takes extra
care to make
sure it is perfect both ways — proportion wise and handling wise. To ensure quality,
each and
every sample of concrete passes through stringent tests in fresh and hardened state
to ensure
strength, durability and performance.
How does UltraTech Concrete make good concrete better?
Right from selecting the raw materials to batching and mixing, transportation, placing
of concrete
till testing of concrete — UltraTech ensures flawless operation in every stage.
Clearly, it's all about
putting together the right ingredients for that perfect recipe.
Cement
Fresh cement, protected from weathering conditions and influence of external
environment such as
air, moisture etc., is an important ingredient of concrete. UltraTech Concrete plant
uses fresh
cement directly procured from the cement plants through cement bulkers, which in
turn pump it
directly into the concrete silos thus protecting it from the external environment.
Coarse aggregates
Coarse aggregates — free from clay, weeds and other organic materials, cubical or
rounded with a
combination of different sizes and not elongated or flaky — ensure proper strength of
the concrete
and make it non-porous. These coarse aggregates are a vital ingredient of good
concrete. UltraTech
Concrete directly sources the aggregates from selected and approved suppliers,
tested as per BIS
for size, shape, gradation, impact value and crushing value etc.
Fine aggregate
Sand, the fine aggregate used in concrete must be free from silt, clay, salts and
organic materials to
prevent shrinkage cracks, which affect the concrete quality and durability.
UltraTech Concrete directly purchases sand from selected and approved suppliers
tested for
moisture content. To maintain the correct water-cement ratio, UltraTech Concrete
plants use
moisture sensors and an automatic water correction procedure.
Water
Potable water, free from impurities such as oil, alkalies, acids, salts, sugar, organic
materials is
ideal for concrete. UltraTech Concrete uses water tested at frequent intervals and
uses water
purifiers whenever necessary.
Admixture

Admixtures used in concrete during mixing ensures its workability (the ease of
placing of concrete
inmoulds) and the setting time is carefully chosen from reputed companies. The
workability is
measured for every batch through the slump cone and is controlled using a scientific
method of
dosing. UltraTech Concrete is equipped with computerized batching and mixing
plants to strictly
monitor the quality of the concrete. It uses a computerized recipe for the raw mix
design (cement :
sand : coarse aggregate : water : admixture) and quantities of raw materials are
weighed
automatically as per the design mix. The water-cement ratio, very important to satisfy
the strength
and durability criteria of concrete, is pre-designed through a scientific mix design as
per the BIS
standards and kept constant throughout to maintain the consistency in quality for a
particular mix.
Mixing is generally done through high efficiency pan mixers (machine mixers / turbo
mixer) to
ensure uniform and consistent quality concrete.
Transportation
The transport of concrete from its place of mixing to the delivery point is very critical,
as there is
possibility of the concrete drying out and losing its workability and plasticity.
UltraTech Concrete transports concrete from its ready mix concrete plants to the site
through
transit mixers. Further, the concrete is pumped to the actual point of concreting using
high
efficiency concrete pumps, thus maintaining the homogeneity of the concrete
throughout the transit
till the final deposition. Placing the concrete is expedited scientifically by specialized
delivery
trucks. Qualified and experienced engineers monitor the entire operation.
It is anchored by an extraordinary force of 100,000 employees, belonging to 25
different
nationalities. In India, the Group has been adjudged ―The Best Employer in India
and among
the top 20 in Asia‖ by the Hewitt-Economic Times and Wall Street Journal Study
2007. Over 50
per cent of its revenues flow from its overseas operations.
Beyond business — the Aditya Birla Group is:
Working in 3,700 villages
Reaching out to seven million people annually through the Aditya Birla Centre for
Community
Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla
Focusing on: health care, education, sustainable livelihood, infrastructure and
espousing social
cause. .

AbouttUllttrattechCementtLttd
Ultratech Cement Ltd is having its own vision, mission and values.
Vision of the company:
To be a premium global conglomerate with a clear focus on each business.
Mission of the company:
To deliver superior value to the customers, shareholders, employees and society at
large.
Values of the company:
People contribute when they relate to an organization and they relate, when they
understand the
organization. People understand an organization through its values by experiencing
the culture that
values create and by using the systems and processes that values define. In large
organizations,
such shared understanding cannot be created through leadership of individuals
alone; it requires
leadership of principles, of beliefs, of conviction. Integrity, Commitment, Passion,
Seamlessness, Speed.These together constitute what they call their ―Value‖.
Organizational Chart
RMC Central
IBSARNavi Mumbai (satishpgoyal@yahoo.co.in
Head
HR
Head
Mktg&
Sales
Head Sales Head Mktg
Head
Tech.
Service
in) Page
Head
RMC
Head
Operation
Head
O&M
Head IT
Head
F&C
Head
SCM
Head

Aggregate
) 15
Head
logistics
Head
Projects
Recruitment
specialist
Assistant
Poornat
a/MIS
in) Page
Head HR
Org.
Development
MS/PM
S
Training
School
Zonal Coordinators
North/East/West/South
City HR/IR
& Safety
RMC HR
) 16
Introduction
HR PRACTICES
The success of any business depends as much on appropriate, effective, well-
communicated, HR
and business practices as it depends on meeting the requirements of mandated laws
and
regulations. In fact, good planning and the development of effective practices make
regulatory
compliance much easier.
HR practices helps in increasing the productivity and quality, and to gain the
competitive
advantage of a workforce strategically aligned with the organization‘s goals and
objectives.
KPI's For HR PRACTICES
Some of the key performance indicators for Human Resources include but are not
limited to the
following.

• Employees‘ clarity on HR policies
• Employees‘ clarity on roles, responsibilities and expectations
• Development of qualitative staff
• Number of HR issues arising for which there are no clear policies and guidelines
• Competitiveness of compensation structure relative to industry benchmark
• Usefulness and accuracy of compensation survey
• Lead time to respond to staff welfare issues
• Employees‘ assessment of promotion criteria and process (clarity, fairness)
• Measurement of HR policy violation
• Average time required to fill vacancies
• Proportion of training programs resulting in productivity improvement
• Staff attrition rate
• Understanding / Clarity of the Organizational philosophy
Outline Internal capabilities and identify gaps on skills-competencies-behavioral
aspects
Prepare HR strategic Objectives and bring in clarity as to how the HR strategy
supports the
organizational strategy
Develop KPI's for each of the strategic objectives.
Track and measure performance
Human Resources Best Practices
The best practices in the management of human resources are the ones which
optimize a workforce
so that it can not only get work done, but also ensure a greater level of efficiency,
timeliness and
quality as it accomplishes increases productivity overall.
Hence the job of the best practices human resources firm is to make sure that these
benefits and
pay scales meet the company‘s budget while remaining attractive and competitive
enough to pull
in the very best talent possible. We should know that these figures put the company
in a good light
while also presenting themselves as engaging and competitive for company‘s
recruitment efforts.
OBJECTIVE OF HR PRACTICES:-
The main objective of HR Practices is to differentiate the organization from its
competitors by
effective and efficient HR Practices. By following this, the organization does its whole
work
process. The objective of HR Practices is to increase productivity and quality, and to
gain the
competitive advantage of a workforce strategically aligned with the organization‘s
goals and
objectives.
As The Transparent HR practices can reduce attrition, Because-
Transparent HR practices ensure continuous business growth in every organization.
It gives the suitable working environment to the employees.
The success of company motivates the employees of organization to continue
relationship with

it. As all the employees Perks chart has been mentioned according to their
designation in the HR
practices, it helps the employees to know what their perks charts are. So it creates a
transparency.
OBJECTIVE of the PROJECT
As we know the whole function of HR department depends upon the HR Practices of
the
organization. The HR management is done according to the HR Practices of the
company. Which
things to be done and which things should not be done depend upon this only. It also
helps the
organization to achieve the target of the organization.
The HR policies of the organization have been mentioned in the HR Practices. All
the rules &
regulations for the employees have been also mentioned in this. All the welfare of
the employees‘
processes is also mentioned in this.
So the study of the HR Practices means basically the brief study of all HR functions
in the
organization. I believe the HR Practices is a vital part of an organization, which helps
the
organization to achieve the goal of the organization.
All companies are having their HR Practices but the company who is having the
best, is the most
successful company among its competitors. So the company can get success within
its competitors
by applying best, effective HR Practices.
The main objective of the project is
To understand the HR practices followed & Process of Performance Appraisal.
To know what are the uses of HR practices for any organization.
How these HR Practices help any organization to know its stand in the market
and to be
competitive by implementing good HR Practices for their employees.
To understand how the organization would achieve its goals by implementing
good HR
Practices.
To understand the work culture of the organization.
HR function is very important in every organization. It helps the organization to
manage not only
the people of the organization but to manage all the working processes in it also. HR
is
management function that helps managers to recruit, select, train and develop
members for an
organization. Obviously HR is concerned with the people‘s dimensions in
organizations. HR refers
to set of programs, functions, and activities designed and carried out.

HR practices of ULTRATECH Cement Ltd (RMC
Division)
Effective and Efficient HR practices are very much important for every organization.
So, UTCL
has also its HR Practices, which helps it a lot to achieve the targets.
Human Resource Management initiatives in any Organization endeavor to change,
redefine,
revisit, renew, reinvent, revitalize & restructure the Organization architecture. This is
effectively
done with the help of alignment & integration of HR policies & strategies with
business goal &
objectives.
Definition of HRMHRM
is concerned with the people dimensions in management. Since every organization
is made
up of people, acquiring their services, developing their skills, motivating them to
higher levels of
performance and ensuring that they continue to maintain their commitment to the
organization are
essential for achieving organizational objectives.
HRM is planning, organizing, directing and controlling of the procurement,
development,
compensation, integration, maintenance and separation of human resources to the
end so that
individual, organizational and social objectives are accomplished.
The HR practices of Ultratech Cement Ltd (RMC Division) are as follows:
1. Recruitment and Selection:
RECRUITME!TIt
is a process to discover the sources of manpower to meet the requirements of the
staffing
schedules and to employ the effective measures for attracting that manpower in
adequate numbers
to facilitate effective selection of an efficient workforce.
Edwin B. Flippo has defined it as ― the process of searching for prospective
employees and
stimulating them to apply for jobs in the organization. ―
OBJECTIVES of RECRUITME!T
To attract people with multi-dimensional skills and experiences that suti the present
and future
organizational strategies,
To infuse fresh blood at all levels of the organization,
To develop an organisational culture that attracts competent people to the
company,
To search for talent globally and not just within the company,
To design entry pay that competes on quality but not on quantum,
To anticipate and find people for positions that do not exists yet.

PROCESS
Finding out the requirement (hiring vs. exit), upcoming vacancies, kind of
employees needed.
Developing suitable techniques to attract suitable candidates.
Stimulating as many candidates as possible.
FACTORS affecting RECRUITME!T
I!TER!AL FACTORS EXTER!AL FACTORS
Employer‘s brand Socio-economic factors
Company‘s pay package Supply & Demand factors
Quality of work life Employment Rate
Organisation culture Labour market conditions
Career planning & growth Political, Legal, Governmental factors
Company‘s size
Company‘s products, services
Role of trade unions
Cost of recruitment
Company‘s name & fame.
SOURCES of RECRUITME!T
I!TER!AL SOURCES EXTER!AL SOURCES
Present employees Campus Recruitment
Retired employees Private employment consultant
Dependent of present Data Banks
Employee Referrals Casual Applicants
Trade Unions
Walk-ins
Head Hunting
Mergers & Acquisitions
E-Recruitment
It helps in translating Business Strategy into people requirements. A combination of
internal
recruitment, campus recruitment, and executive search is leveraged to meet up to
the changing
needs of the organization
In today‘s rapidly changing business environment, organizations have to respond
quickly to
requirements for people. Hence, it is important to have a well-defined recruitment
policy in place,
which can be executed effectively to get the best fits for the vacant positions.
Selecting the wrong
candidate or rejecting the right candidate could turn out to be costly mistakes for the
organization.
Selection
It is one area where the interference of external factors is minimal. Hence the HR
department can
use its discretion in framing its selection policy and using various selection tools for
the best result.

Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be
performed to determine
their essential factors) written into a job description so that the selectors know what
physical and
mental characteristics applicants must possess, what qualities and attitudes are
desirable and what
characteristics are a decided disadvantage.
Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by
probable years of service) hence bad buys can be very expensive. For that reason
some firms (and
some firms for particular jobs) use external expert consultants for recruitment and
selection.
Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from
existing employers to the recruiting employer. However, the 'cost' of poor selection is
such that,
even for the mundane day-to-day jobs, those who recruit and select should be well
trained to judge
the suitability of applicants.
Outsourcing is also done through consultancies by mentioning the requirement,
number and time.
Where the organization does its own printed advertising it is useful if it has some
identifying logo
as its trade mark for rapid attraction and it must take care not to offend the sex, race,
etc.
antidiscrimination legislation either directly or indirectly. The form on which the
applicant is to
apply (personal appearance, letter of application, completion of a form) will vary
according to the
posts vacant and numbers to be recruited.
Interviewing can be carried out by individuals (e.g. supervisor or departmental
manager), by
panels of interviewers or in the form of sequential interviews by different experts and
can vary
from a five minute 'chat' to a process of several days. Ultimately personal skills in
judgment are
probably the most important.
Training in interviewing and in appraising candidates is clearly essential to good
recruitment.
Largely the former consists of teaching interviewers how to draw out the interviewee
and the latter
how to rate the candidates. For consistency (and as an aid to checking that) rating
often consists of
scoring candidates for experience, knowledge, physical/mental capabilities,
intellectual levels,
motivation, prospective potential, leadership abilities etc. (according to the needs of
the post).

Application of the normal curve of distribution to scoring eliminates freak judgments
The Recruitment Process of UTCLThe
recruitment process of UTCL Cement Ltd starts from the requirement of different
departments
as per to the org chart. Then they tell to the HR Department. HR Department takes
the candidates
from Data bank of company, Poornataetc, then does the short-listing, then does the
scheduling for
the interview. After this the selection and negotiation process occurs. Then offer
letter is been
given to the selected candidate. The employee then joins in the organization. Then
the company
arranges the Induction Program for the employee. After this the recruitment process
ends with this.
The Chart of Recruitment & Selection Process has been given here.
HOD
Requisition for
Vacancy to be as
per Org Chart
HR
1. Data bank
2. Req Agency
3. Poornata
Short Listing
Scheduling
the interview
Selection &
!egotiation
Offer Letter
Joining
Induction
E!D
2. Performance Management System
It is a structured method of formally and objectively evaluating employees‘
performance with
respect to their objectives. It addresses the issue of an employee‘s development by
providing them
with structured and in-depth analysis of strengths and areas of improvement. It
provides with input
for annual increments, training and development.
For an organization the aim should not be just to have the best people, but also to
retain them and
get best out of them.
Employee Performance management includes planning work and setting
expectations, developing
the capacity to perform, continuously monitoring performance and evaluating it.

Most organizations focus on an annual evaluation process for employees and call
that Performance
Management. However, annual evaluations are often subjective and can lack
specific
measurements and supportive data to help the employee truly improve their
behavior.
Simply putting, a Performance Management System is essential to the success of
any organization
because it influences the effort expended by employees, which in turn, drives
bottom-line business
results. Furthermore, the Performance Management System helps an organization
identify, recruit,
motivate, and retain key employees.
An effective Performance Management System should achieve the following:
Review the employment cycle of every employee,
Beginning with the recruiting process,
Employee development,
Ending with effective exit interviews.
Employee‘s knowledge, skills, and abilities with the organization's human capital
needs and
business objectives.
Provide managers and employees with the tools necessary to focus on short-
term and long-term
goals that contribute to both career and organizational success.
Support the organization in developing and sustaining a culture that recognizes
and rewards
individual contributions and team performance.
Promote a work climate that requires employees to remain flexibly focused. For
instance,
employees can manage current tasks and unit goals while keeping pace with, and
adapting to,
change in the work environment.
HR Performance Management System can be performed in three steps:
Needs Analysis
Identifying Competencies
Development of effective Performance Management System.
PURPOSE
For Administration-
Document HR decisions with regards to performance & its related issues.
Determine promotion of employees.
Determine increment in pay of employees.
Determine transfer & change in job assignments.
Determine retention or termination.
Decide on layoffs.
Decide need for training
Decide salary & related issues.
For Development-
Provide performance feedback to all concerned.

Identify individual skills, core competencies, strength & weaknesses.
Assist employees in setting goals.
Identify training needs.
Improve communication.
Method employed -
Rating & Contribution
Management by Objectives (MBO)-
Advanced by Peter F. Drucker, way back in 1954. During last decade about 50
organisations have
adoptedMBO in work settings.
MBO is a process whereby superior & subordinate managers of an organization
jointly identify its
common goals, define each individual‘s major areas of responsibilities in terms of
results expected
of him & use these measures of guides for operating the unit & assessing the
contribution of its
members.
The MBO focuses attention on participatively set goals that are tangible, verifiable
& measurable.
The superior & subordinates jointly determine goals to be considered during
appraisal period &
what level of performance is necessary for subordinates to satisfactorily achieve
specific goals.
During performance appraisal period the superior & subordinates update & alter
goals as necessary
due to changes in business environment.
If not achieved identify reasons for deviation.
SYSTEM of Performance Appraisal –
a) Establish Performance Standard.
b) Communicate standard & expectation to employees.
c) Measure actual performance, by following instructions.
d) Adjust actual performance due to environment influence.
e) Compare actual performance with set standards & find out deviations.
f) Suggest changes in job analysis & standards if necessary.
g) Follow up.
PROBLEMS-
Rating biases-
Halo effect
Error of central tendency.
Personal Prejudice.
Recency effect.
Mainly the performance management of UTCL is done by online system includes the
following
basic processes
1. Annual goal setting
2. Mid year review
3. Annual performance review

in) Page
) 30
1.Annual goal setting –
In the month of April/May every year, after the annual planning and budgeting
rounds, all teams
identify their KRA‘s and goals for the forthcoming financial year. This process occurs
by offline.
Then the employees fill their goal setting document in the Poornata system,
listing the KRA‘s,
Goals, Measurement Criteria, Assigning Weightage and due date for completion of
specific goals
as already discussed offline.
Then they notify the same to their manager/immediate supervisor and await
approval.
The manager recommends any changes if required or else approves the goals
set in the
document.
The approval of the goals set by the managers completes the goal setting
process.
The approved documents will be then available to the employees as well as
their managers for
the reference throughout the year. These documents can also be viewed by
manager‘s manager
(Reviewer) for their indirect subordinates.
2. Mid Year Review:
Mid year review of goals set at the beginning of the financial year held on the
months of
October/November every year.
The mid year review generally initiated by the manager.
The main focus of the mid year review is to check if the goals set at the
beginning of the year are
relevant or if they need to be revised or updated.
The mid year review is also an opportunity for the manager and his team
members to identify
and discuss about any performance issues and initiate corrective action for the
same.
The mid year review does not entail any ratings.
3. Annual Performance review:
The annual performance reviews against goals set and achieved held during the
months of April-
May every year.
The employee completes his self-review /appraisal against goals set, online in
the Poornata
system and submits the same to his manager for review.
The manager then discuss the performance of the employee with him/her off-
line, give him
feedback on his performance and capture his own comments and performance
ratings against goals

and overall ratings in the manager‘s evaluation form.
The manager also discusses the employee‘s performance as well as rating with
the manager‘s
manager (reviewer) and sends the document to the HR department for further
processing.
3. Training and Development
The needs of individual are objectively identified & necessary interventions are
planned for
identified groups, which get rolled out in a phased manner through training calendar.
The training and development program is charted out to cover the number of
trainees, existing staff
etc. The programs also cover the identification of resource personnel for conducting
development
program, frequency of training and development programs and budget allocation.
Training and
development programs can also be designed depending upon job requirement and
analysis.
Selection of trainees is also facilitated by job analysis.
The company has a strong focus on manpower training according to their
requirements. The
internal training department aims at improving the skill sets relevant to the work
profile of
employees.
This includes improving communication
Different skills
E-mail programming
Operation systems.
The design of the training program can be undertaken only when a clear training
objective has
been produced. The training objective clears what goal has to be achieved by the
end of training
program i.e. what the trainees are expected to be able to do at the end of their
training. Training
objectives assist trainers to design the training program.
Training Design-
The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal,
judgmental skills in order to deliver quality content to trainers.
The trainees – A good training design requires close scrutiny of the trainees and
their profiles.
Age, experience, needs and expectations of the trainees are some of the important
factors that
affect training design.
Training climate – A good training climate comprises of ambience, tone, feelings,
positive
perception for training program, etc.

Trainees’ learning style – The learning style, age, experience, educational
background of trainees
must be kept in mind in order to get the right pitch to the design of the program.
Training strategies – Once the training objective has been identified, the trainer
translates it into
specific training areas and modules. The trainer prepares the priority list of about
what must be
included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the content to
be delivered.
Trainers break the content into headings, topics and ad modules. These topics and
modules are
then classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner:
• From simple to complex
• Topics are arranged in terms of their relative importance
• From known to unknown
• From specific to general
• Dependent relationship
Training tactics – Once the objectives and the strategy of the training program
becomes clear,
trainer comes in the position to select most appropriate tactics or methods or
techniques. The
method selection depends on the following factors:
• Trainees‘ background
• Time allocated
• Style preference of trainer
• Level of competence of trainer
• Availability of facilities and resources, etc
Improve performance
in) Page
lities) 35
―Training & Development is any attempt to improve current or future employee
performance by
increasing an employee‘s ability to perform through learning, usually by changing the
employee‘s
attitude or increasing his or her skills and knowledge.‖
MEA!I!G OF TRAI!I!G&DEVELOPME!TACCORDI!G TO UTCL: -
The need for Training and Development is determined by the employee‘s
performance deficiency,
computed as follows.
Training & Development Need = Standard Performance – Actual Performance
Training: Training refers to the process of imparting specific skills. An employee
undergoing
training is presumed to have had some formal education. No training program is
complete without
an element of education. Hence we can say that Training is offered to operatives.

Development: Development means those learning opportunities designed to help
employees to
grow. Development is not primarily skills oriented. Instead it provides the general
knowledge and
attitudes, which will be helpful to employers in higher positions. Efforts towards
development
often depend on personal drive and ambition. Development activities such as those
supplied by
management development programs are generally voluntary in nature. Development
provides
knowledge about business environment, management principles and techniques,
human relations,
specific industry analysis and the like is useful for better management of a company.
The Training Inputs are
Skills
Education
Development
Ethics
Problem Solving Skills
Decision Making
Attitudinal Changes
Importance of Training & Development
Helps remove performance deficiencies in employees
Greater stability, flexibility and capacity for growth in an organization
Accidents, scraps and damages to machinery can be avoided
Serves as effective source of recruitment
It is an investment in HR with a promise of better returns in future
Reduces dissatisfaction, absenteeism, complaints and turnover of employees
!eeds of Training
Individual level
Diagnosis of present problems and future challenges
Improve individual performance or fix up performance deficiency
Improve skills or knowledge or any other problem
To anticipate future skill-needs and prepare employee to handle more challenging
tasks
To prepare for possible job transfers
Training given on
Safety aspects
Behavorial aspects
Technical aspects
Communication skills
Identification of Training !eeds (Methods)
Individual Training Needs Identification
1. Performance Appraisals
2. Interviews
3. Questionnaires

4. Attitude Surveys
5. Training Progress Feedback
6. Work Sampling
7. Rating Scales
Group Level Training !eeds Identification
1. Organizational Goals and Objectives
2. Personnel / Skills Inventories
3. Organizational Climate Indices
4. Efficiency Indices
5. Exit Interviews
6. MBO / Work Planning Systems
7. Quality Circles
8. Customer Satisfaction Survey
9. Analysis of Current and Anticipated Changes
Benefits of Training !eeds Identification
1. Trainers can be informed about the broader needs in advance
2. Trainers Perception Gaps can be reduced between employees and their
supervisors
3. Trainers can design course inputs closer to the specific needs of the participants
4. Diagnosis of causes of performance deficiencies can be done.
5. Talent Management
It is a holistic and systematic process, across the group. It is built on the work done
so far on
people processes, and has a Talent Identification and Talent Development Strategy
for all the 3
levels of management i.e. Senior, Middle & Junior Management. This is facilitated by
Development Assessment Center followed by Individual Development Plan, enabling
planned
succession and career management.
The talent management process includes HR process for
Recruitment,
Performance,
Compensation,
Succession planning,
Learning and other capabilities around self-service,
Analytics
Reporting.
With businesses going global and competition becoming intense, there is mounting
pressure on
organizations to deliver more and better than before. Organizations therefore need to
be able to
develop and deploy people who can articulate the passion and vision of the
organization and make
teams with the energy to perform at much higher levels.
Talent management is a key business process and like any business process takes
inputs and
generates output.

Talent management is a professional term that gained popularity in the late 1990s. It
refers to the
process of developing and fostering new workers through onboarding, developing
and keeping
current workers and attracting highly skilled workers to work for your company.
Talent
management in this context does not refer to the management of entertainers.
Companies that are engaged in talent management (human capital management)
are strategic and
deliberate in how they source, attract, select, train, develop, promote, and move
employees through
the organization. This term also incorporates how companies drive performance at
the individual
level (performance management).
The term talent management means different things to different people.
To some it is about the management of high-worth individuals or ―the talented‖.
To others it is about how talent is managed generally - i.e. on the assumption that
all people have
talent which should be identified and liberated.
Talent management decisions are often driven by a set of organizational core
competencies as well
as position-specific competencies. The competency set may include knowledge,
skills, experience,
and personal traits (demonstrated through defined behaviors)
5. Job Analysis & Evaluation
It is broadly categorized in two parts. Job Analysis is a process to understand the
job, identify and
disaggregate the activities, competencies and accountabilities associated with the
job. It defines
and clusters the task required to perform the job. It also clarifies boundaries between
jobs. The
output of Job Analysis exercise is referred to as job description.
.
STEPS
(Process of Col lectingInformat ion)
―Job Analysis is a process of studying and collecting information relating to
operations and
responsibilities of a specific job. The immediate products of this analysis are ‗Job
Description‘ and
‗Job Specifications‘.‖
(SystematicExplorat ion of Act ivi t ies)
―Job Analysis is a systematic exploration of activities within a job. It is a basic
technical procedure
that is used to define duties and responsibilities and accountabilities of the job.‖
(Ident i fying Job Requirements)
―Job is a collection of tasks that can be performed by a single employee to contribute
to the

production of some product or service, provided by the organization. Each job has
certain ability
requirements (as well as certain rewards) associated with it. Job Analysis is a
process used to
identify these requirements.‖
Each job is a unique description of a role that a person can hold in an organization or
required to
be performed for the business benefit of that organization. When jobs are created,
their tasks and
requirements are taken into consideration.
Jobs are used in the following components:
Job and Position Description
Shift Planning
Personnel Cost Planning
Career and Succession Planning
Note:
Job descriptions should be as general as possible and as detailed as necessary.
JOBS
Jobs
Head of Department
Secretary Buyer
Jobs are general
classifications of
tasks performed
by employees
Examples :
Head of Department
Buyer
Secretary
Positions
Positions
Positions are the
concrete representation
of jobs. They are held
by individuals at your
enterprise.
Job:
Head of
Dept.
Position:
HOD :HR
Position:
HOD : Sales
Position:
HOD : Purchasing
Positions are specific to
your enterprise
More than one position can

be based on the same job
Each position typically
represents one employee,
but may be partially filled
by more than one
Once you have created a job, define the number of positions required the
enterprise.
Jobs are not staffed by employees. That is the role of positions. If more than one
person must
perform jobs, more than one position must be created to meet this requirement.
A position inherits the job‘s tasks, and can also be assigned its own additional
tasks.
Positions can be 100% staffed, partially staffed, or vacant.
When we define a position as vacant, the system prompts us to define the period
for which the
position will be vacant There will be a central authority that will be designated to
declare
vacancies and make them available for Recruitment (both internal and
external). Positions can
fall vacant due to reassignment or Separation as well. Such positions become
unoccupied and
not vacant. Vacancy is thus a declared feature for a position.
A chief position is a position designated as the leader of a particular
organizational unit.
By matching the requirements of a position and the qualifications of the
employees, we will be
able to do career planning for employees and succession planning for positions.
A profile matching reports can also be run to review the results of how an
existing employee or
an applicant fares against the requirements of a position.
6. Organizational Structure
Using the basic object types – constructs of relationships is built to mirror the
business edifices and
processes. By assigning object characteristics, validations, requirements etc, we can
capture
complex organizational realities with relative ease.
Process Flow:
Before creating all of the other necessary objects and relationships, the user must
first create a
root organizational unit. Once one organizational unit has been created, it is
recommended to
create the appropriate organizational units below it.
Jobs may be created after an organizational unit exists in the model.
You can assign cost centers to organizational units
in) Page
l and Positions.
) 46

Inputs:
Organization chart
Root org unit
Additional Org units
Jobs if Required
Positions
Details to where the positions need to be mapped.
Position Details like Position Type, Position Sub Type, Department, and Sub
department.
Every organization has its organizational structure. According to this every employee
has some
specific work. The work also depends upon their levels. As per their levels in
different departments
they will have to do their work.
In RMC business, there are different departments so as to organize the work
efficiently and
effectively. These are:
HR
Marketing
Technical
Commercial and Accounts
IT
Key Accounts
CRM
Quality
As for different departments different works has been specified for the different levels
of people. It
helps them to perform their work, which has been specified to him. For similar jobs
also the work
of the employees‘ has been structured properly, to avoid the repetition of the work
with the other
employees. It helps in decrease the overlapping of the work.
To manage the different levels of work the employees have been separated in to
different
designations and different depts. According to their area of specialization. The
designations which
have been given to the employees are based on the skills they have, grades,
knowledge, varying
experiences. These designations have been specified as per the standard HR
Practices of the
organizations, so as to make the organization different from other organizations.
In this way the organization stands in a better position than its competitors in the
competitive
business.
The different designations given to the employees in UTCL (RMC Division) are given
in the

following table.
Designation (s)
Jt. President /Jt. Exc. President
Sr. Vice President
Vice President
Asst. Vice President
Sr. General Manager / General Manager
Dy. General Manager
Sr. Manager
Manager
Dy. Manager
Asst. Manager
Sr. Engr. /Sr. Officer
Engineer / Officer
Asst. Engr. / Asst. Officer
Jr. Engr. /Jr. Officer
Sr. Supervisor
Supervisor
Support Staff
7. Human Resource Information System
POORNATA, an ERP (People soft) implementation of Human Resource practices
has been
introduced in UTCL to elevate HR processes to world class levels and standardize
them across
Units and Businesses. This has resulted in single integrated HR-ERP for all
management cadre
employees of the group. These automated HR Processes will also aid in faster,
efficient, timely and
accurate data availability to Management for decision-making.
UTCL‘s People Soft Enterprise Performance Management (EPM) enables it to
achieve world-class
performance by aligning the right information and resources to strategic objectives.
People Soft
EPM offers performance management solutions for every budget and every phase of
the
management cycle, helping its managers to formulate strategies for profitable
growth, align
strategies with operational plans, and actively monitor day-to-day operations.
Poornata helps a lot in the different works of the organization. It helps in the following
ways
It helps in entry of all the database of all the employees.
It reduces time to note all the databases of the employees.
It reduces different mistakes or errors while maintaining the databases
It helps in doing performance appraisal of the employees.
It also helps in doing the data updation of the employees.
It helps in recruitment and selection of the employees
It reduces the time of the work
It also reduces the no of employees for maintaining the database.

It helps in maintaining the job description of employees.
It records the compensation details for the employee.
Poornataalso helps the employees in this way,
Once the data of an employee entered in to Poornata (ERP), the employee gets a
Poornata ID,
which helps the employees to know about the different policies of Organization.
They can know these policies directly from the ERP system.
As it done only through Online, there is no delay in getting different infomations.
It also helps them to do the reporting to the concerned person.
They can also fill their problems which they face during their work and send to
their
departments.
In this way Poornata helps not only the managers but the employees also.
Poornata (ERP) helps UTCL in the following ways
Poornata helps in performing day to day roles.
Introduction – Poornata helps in creating and updating of the positions of the
employees.
Each position will correspond to specific vacancy in the organization, have a specific
headcount
defined for it and is also tied to the following specific attributes:
Business unit
Department
Company
Job code
Location
Regulatory Region
Job Function
Reporting to position (The position to which this particular position reports to)
Career stages
Every time one or more of the above attributes change, the same have to be
updated for the
position, or a new position may need to be created corresponding to the new
combination of the
attributes.
Any individual who occupies a position will inherit the above-mentioned attributes of
the position.
A position is thus specific and particular opening in the organization, as opposed to
job codes,
which are more generic in nature. Job codes reflect the job points of the jobs across
the
organization, whereas a position number reflects a specific job description in the
organization.
Poornata helps and gives hints and warns the user the important information he
must know about
thePoornata system.
It provides the additional information to assist the user & provide key information.
It also tells the frequently asked questions with respect to hiring employees.

It also shows the common error and warning messages that the user may get at
the time of hiring.
It needs the information about regarding these:
Employee ID, Position Number, Job code (the job points of the employee), Company
(The legal
entity to which an employee /department is attached.), The Business unit to which
the employee
belongs to, Location (i.e. where the employee works), Department etc.
Following are the steps that will be used to maintain positions and department
budgets
Creating new positions
Updating the information for existing positions as and when required
1. Creating a new position
A position corresponds to a specific vacancy in the organization. Hence a position
should be
created in Poornata, only when a new vacancy has arisen in the organization, and
the approval for
the same has been obtained offline.
Only after the offline approval has been obtained, should the position be created in
the system, i.e.
only pre-approved positions should be entered in to the system.
2. Updating The information for existing positions
From time to time the user should update the information for an existing position.
Typical situations are when:
The position attributes or the approved max headcount for the position has
changed.
The position no longer exists.
Organizational Restructuring.
Direct Hire Process:
It helps in doing the directly hiring an employee by Poornata system.
Introduction: The direct hiring process involves an employee being directly added to
the Poornata
system that is the situation where his information doesn‘t exits as applicant in the
Poornata system.
An employee on joining the group would fill up the joining check list and the related
forms as per
the unit policy. The HR administrator would then hire him into the system by
capturing his
relevant information with respect to his personal job compensation, qualifications and
dependents‘
information.
The hire action will be used to capture the event of the employee‘s joining the
organization. There
can be either of two reasons for hire:
Joining the ABG: This will reflect the situation where an employee joins a unit of
the ABG
group directly.
Joining the acquired company: This will reflect the situation where an employee
had joined an

organization, which was subsequently acquired by ABG.
Going forward the action of joining the acquired company will be used to enter the
data of those
employees from the non-management cadre moving into the management cadre
who had originally
joined a company that was acquired by ABG.
The following information would be captured at the time of hiring the employee.
Personal information – Name, address, NIN, DOB, gender marital status, religion /
caste.
Job related information related to hiring, his position a related details.
Compensation information with respect to the break of his CTC
Recording personal actions for an employee
Introduction: Post hiring as the employee moves through the organization, there
would be various
kinds of updation in the employee data. Broadly the processes that an employee
could move
through in the course of his life cycle in the organization comprise:
Probation, followed by confirmation.
Promotion
Pay rate change
Transfer
Resignation
Termination
Separation /Retirement
8. Compensation Philosophy of the company-
It is an outcome of what the Organization would like to pay for, which is determined
by external
and internal factors. All the processes are aligned to reinforce the philosophy. The
company views
compensation not only as something that reflects on the pay slip or in the CTC (Cost
To Company)
but also they are concerned about overall employee well being though they may not
put any
monetary value on items like Scholarships, Club membership, Retirement benefit,
Health and
Accident coverage.
The Group‘s approach towards various aspects of compensation focuses on:
• Pay for performance (Variable Pay)
Rewards stretch performance which is linked to business, team and individual
results
• Compensation increase
Pay for the job
Internal equity based on contribution to the organization
• External benchmarking
Relevant industry segment and people market
Parameters beyond compensation: head count/ level/ reporting
Individual profile and performance

To be market aware, not blindly follow market practices
• Compensation structure
Tax efficient but compliant
Common perk structure but varying amount
Three major terms used in the company‘s compensation:
1. Fixed Cost: It is the fixed component of the salary that is committed to an
employee and is paid
on monthly / annual basis. This includes base salary, all perks and reimbursements
and retrials
such as PF, Gratuity and Superannuation.
2. Variable Pay: This is the variable component, payout of which is contingent on
Business,
Unit/Zone and Individual performance. Targets for the year will be fixed and
communicated at the
beginning of every performance year
3. Cost to Company: This is a sum of Fixed Cost and Variable Pay.
CTC is decided based on designation, qualification and experience. Basic is around
42% of fixed
cost without housing. Perks and allowances are fixed as per the designations.
Variable pay based
on job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance
amount is
paid as special allowance.
9. EXIT I!TERVIEWS
An exit interview is simply a conversation between a departing employee (who is
leaving the
company either voluntarily or involuntarily) and a representative from the
organization. The
interview can follow a structured format or be conducted on an informal basis; written
questionnaires can even be used in place of a face-to-face meeting. Whichever
format is used, exit
interviews are generally documented.
Traditionally, exit interviews are conducted with employees leaving an organization.
The purpose
of the interview is to provide feedback on why employees are leaving, what they
liked or didn‘t
like about their employment and what areas of the organization they feel need
improvement. Exit
interviews are one of the most widely used methods of gathering employee
feedback, along with
employee satisfaction surveys.
Benefits of Exit Interview
Exit interviews can be a win-win situation for both the organization and the leaver.
The
organization gets to retain a portion of the leaver‘s knowledge and make it available
to others,

while the leaver gets to articulate their unique contributions to the organization and to
‗leave their
mark‘.
Exit interviews offer a fleeting opportunity to find out information that otherwise might
be more
difficult or impossible to obtain. The exit interview is an important learning tool for
employers.
When properly conducted, the interview provides the employer with the opportunity
to:
Discuss and clarify the reasons for the termination
Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of
unused vacation,
conversion or continuation of benefits, terms of a severance package,
unemployment insurance,
etc.)
Explain company policies relating to departing employees (e.g., trade secret
confidentiality,
restrictive covenants or non-compete agreements, the possibility of future re-
employment,
freelance or contract work, the provision of references to prospective employers,
etc.)
Ensure the return of keys, security cards, and company property
Obtain information about improper or questionable management practices
connected with the
employee's termination
Obtain information about a supervisor's management skills
Obtain information about how effectively a department operates
Obtain feedback about employees' opinions and attitudes about the company
Resolve or defuse any remaining disputes with the exiting employee
Protect itself against subsequent charges that the employee was forced to resign
(i.e.,
constructive discharge)
UTCL is doing this interview. Because it knows ―Learn of potential changes in
policies and
practices that may make the company more competitive (e.g., compensation and
benefits packages,
flexible work arrangements).
EXPOSURE TO OTHER KEY HROPERATIO!S
Approval of loans.
Expense related issues.
Clearance certificates.
Local conveyance.
Exit interview form.
Application form.
Joining formalities.
Making joining letters.

Maintaining personal files with updated details.
Verifying Mediclaims.
Comparison of HR Practices With the MASLOW’S theory-
MASLOW’S !EEDHIERACHY THEORY
Explanation:-
According to Maslow ―Human beings have wants & desires which can influence their
behavior.
Only unsatisfied needs can influence behavior, satisfied needs do not act as
motivators. Since
needs are many, they are arranged in the order of their importance, or hierarchy
from the basic to
complex.‖
Self-Esteem
Belongingness & Love
Safety !eeds
Physiological !eeds
I
Self
Actualization
Physiological !eeds -
The most basic, powerful & obvious of all human needs is the need for physical
survival. Included
in this group are the needs for food, drink, sleep, protection from extreme
temperature etc. That
means the basic needs.
In UTCL physiological needs are represented by
Employees‘ concern for salary
Basic working conditions.
E.g.-In workers level it is providing the basic needs (e.g. through wages), which
are required for
them.
It gives all hygienic factors to the workers (better working environment). It‘s also
providing
uniforms& shoes, so that they will get satisfied at their working place and get
motivated to work
efficiently.
It‘s not only providing the physiological needs at working level but at employees‘
level also.
Safety !eeds-
Once physiological needs are met, another set of motives, called safety or security
needs, become
motivators. The primary motivating force here is to ensure a reasonable degree of
continuity,
order, structure, & predictability in one‘s environment.
In UTCL security needs means the factors like
Job security,
Salary increments,
Safe working conditions etc.

It also satisfy the safety needs of employees include
Group insurance,
Provident fund, gratuity,
Safe working conditions,
Grievance procedure,
System of seniority to govern lay-off etc.
It‘s definitely provides job securities to its employees because once employee get in
to the
organization, the chances of retrenchment is very less till the employee has not done
any thing
misconduct. Because of these reasons employees can satisfy their safety needs.
That is the reason
for low attrition in the organization.
Belonging &Love !eeds -
The belonging & Love needs constitute the third level in the hierarchy of needs.
These needs arise
when physiological & safety needs are satisfied.
In UTCL the work groups are very co-operative.
There present the peer acceptance,
Professional friendship &
Friendly supervision in the organization.
Here the managers also encourage informal group.
So there is completely a friendly working environment.
That‘s why employees are very friendly.
Self-Esteem !eeds-
Next in Maslow‘s hierarchy is esteem or egoistic needs.
In the work place of UTCL, self-esteem needs are;
Job title, merit pay,
Peer/supervisory recognition,
Challenging works,
Responsibility etc.
The Group fulfils these needs by giving
Challenging work assignments,
Performance appraisals,
Performance recognition,
Involving employees in goal setting & decision making.
In this way UTCL satisfies the self-esteem needs of employees.
Self-Actualization !eeds-
Finally if all the above four levels‘ needs are satisfied, the needs for self-actualization
comes. The
employees who are in the highest position in UTCL are comes under these needs
like:
1.V.P.,
2.President,
3.GM etc.
4.All top level employees.
They are getting all types of facilities like mobile, medical, education, conveyance
allowances

etc.So they are in the position that they are satisfied with all the needs. Now they are
helping their
juniors for the betterment of the organization. All the five needs of Maslow‘s
hierarchy are
fulfilled by UTCL. So the employees are getting motivated and performing efficiently
in the
organization, which impacts directly on the success of UTCL group. That‘s why the
attrition rate is
less in the organization, which is one of the reason for the success of the companies.
KEY LEAR!I!GS FROM THE PROJECT
Firstly it was a very good experience to work and learn with a world class for two
months as it
was my first step into the corporate world.
When I saw my senior people doing each & every kind of work I came to know how
much
important is each & every work. Maintaining files in systematic manner with each &
every detail
is very important, if not done it hinders the work whenever these are required for
reference in
medical claim formalities, appraisal etc.
As I worked with the employees of HR department in the organization during the
project they
shared their experience and learnings with me, which was a very good opportunity I
got during my
project.
I learned different HR Policies of the organization which were unknown to me
before entering to
the corporate world.
I also learned how much the values and culture of the organization impacts the
employees
productivity. Like here the Seniors were approachable in nature, I felt an open
culture.
Many a times I felt people are not open to new ideas and they are resistant to
change.
I have gained some learning from every individual working here; it might be in
terms of
knowledge, skills, behavior or personal traits etc.
I have learned many small, minute things by observations, being in the HR
department for 2
months, which could not be learnt simply by reading books theoretically. The
practical experience
was totally different.
I have also learnt that a HR person should be very polite, soft spoken & good in
handling people.
Co-ordination with all departments is very necessary especially with Finance
Department.

OBSERVATIO!SA!DFI!DI!GS
During the study of the project I observed different functions of the HR
Department. I got
the knowledge about the different types of HR Policies functioning in the
organization. I
also got knowledge about how the organization is following their values in a very
sincere
way.
I learnt how and what types of facilities are being provided to the employees .
I also observed how they are doing the Performance Appraisal on basis of the
achievement of the targets by the employees in the time given to them through ERP.
I got the knowledge about different departments in a manufacturing company
and idea
about the challenges what the employees are facing while performing their work.
As I worked on the ERP system of the organization, I came to know that how
they are
maintaining the database of the employees for all departments region-wise & its
importance.
They emphasis on providing proper working environment to their employees, so
that the
employees can work efficiently & smoothly .
RECOMME!DATIO!S
The company should give the compensation as per to the skills, so that the
employees could
do the efficient work.
Organizations must enhance work force motivation to improve productivity.
Workers must
be encouraged and motivated to develop a customer satisfaction mind set.
Organizations need to empower their workers by allowing them greater autonomy
and
control and to design jobs that are more stimulating. This will enhance the personal
productivity.
Interdependency of different departments should be well studied, co-ordinated for
effective
output.
Training schedule is worked out well here with proper planning schedule.
Recruitment proper planned, structured according to openings in plant, new
vacancies.
Goal Setting programs undertaken with schedule to find potential prospective
employees
for higher posts, giving training, discussing the on job responsibilities.
The employee goals are well studied and structured. The Key Related Areas are
properly
designed& clearly mentioned to employees.
!OME!CLATUREA!DABBRIVIATIO!
1. UTCL: - Ultratech Cement Ltd.

2. VSF: - Viscose Staple Fibre.
3. KPI: - Key Performance Indicator.
4. VFY: - Viscose Filament Yarn.
5. RMC: - Ready Mix Concrete.
6. OYOCS: - Own Your Own Car Scheme.
7. CRM: - Cement Research Management.
8. EPM: - Enterprise Performance Management.
9. ERP: - Enterprise Resource Planning.
10. HRA: - House Rent Allowance.
11. LTA: - Leave Travel Assistance
LIMITATIO!S
During the project there were various constraints, which were faced.
The review is done in retrospect and is an average of six months old, so
recollection of
events is poor .
The opinions of staff and manager are often in opposition, causing de-
motivation .
The process is usually Manager driven and the staff member is expected to be
compliant
in the interview .
The process usually involves the Manager giving their opinion and the staff
member
having to defend the position, rather than a positive discussion .
The process is usually done in a rushed manner to meet a budget development
process
and therefore loses its relevance to performance .
Results of merit rating are not accurate unless factors in the assessment are
relevant.
Sometimes,proper weightage may not be given to different qualities to be rated.
Actual rating of subjective factors like initiative & personality of employees may
not be
on scientific lines.
Superior may be biased.
Method of Appraisal unreliable.

BIBILIOGRAPHY:
References:
Websites:
www.adityabirla.com
www.bizhrguide.com
www.grasim.com
Text Books:
STEPHE!SROBBI!S
C.B.MAMORIA&S.V.GA!KAR
Personnel Management
Himalaya Publication

PROJECT PROFILE
ON
ZARI EMBROIDERY
PRODUCT :ZARI EMBROIDERY
PRODUCT CODE : 69122
NICCODE : 17292
QUALITY : As per Customers’
STANDARD Specification & Design
PRODUCTION : 1600 mtr. Length of cloth
CAPACITY (P.A): (approx.)
MONTH & YEAR OF
PREPARATION : January, 2011
PREPARED BY :MSME-DI, Kolkata
MSME - DEVELOPMENT INSTITUTE
GOVERNMENT OF INDIA,
111 & 112, B.T.ROAD, KOLKATA-700108
E.maildirector@sisikolkata.gov.in
Visit us: www.sisikolkata.gov.in
Ph: 2577-0595/97/98/2596
I. Introduction :
Use of zari embroidery was an indispensable part of the dress work by the
kings and queens. The history of this industry dates back to past several
centuries.
The embellishing handicraft work of zariembaroidery is being done on the
dress materials like saree (80%), salwar/kameez, ghagra, churidar, Punjabi,
curtains scarf etc. Among the above products zari embroidered saree is the
main
product. Zari embroidered dress materials have very good potential in the
domestic market as well as in the export market.
Surat is the home of Zari Industry in India. It make embroidery materials for
machine and hand embroidery such as zari thread/kesab, Nakshi, Salmo,
Sadi,
kangri and badle, woven trimmings, flat trimmings, metallic trimmings,
fringes,
metallic fringes in different colours and different widths. Sequin collar and
motifs
in elegant colours and designs are also made. These enhance the beauty of
garments.
There are three types of zari. Real zari is made of silver and electro plated
with gold. Zari thread made from this precious metal is used for sarees,
embroidered apparel, etc. Imitation zari is made from copper. A third variety
of
zari is called plastic zari which is made from metallic yarn.
At present total production of zari raw material in India is valued about Rs.
500 crore. About 55% of these zari raw materials is catered by Surat. Except

SuratZari raw materials are produced at Barielly, Varanasi, Agra, Jaipur
and
Barmer.
II. Annual Installed Capacity of Production :
a) Embroidery on Jorget Cloth – 85 pcs. (528mtrs.)
b) Embroidery on Orgenga Cloth – 85 pcs. (528mtrs.)
c) Embroidery on Siphon Cloth – 85 pcs. (528mtrs.)
III. Market Scope & Demand:
Tendency to wear Indian Zari embroidery products among Indian and
Western women is increasing rapidly. Strong domestic market as well as
growing
export market is there. Besides there is a good scope of product
diversification
according to fashion dynamics.
2
IV. Raw materials :
Siphon Cloth, Ribbon Orgenja cloth, Glass Beads, Jorjet cloth, Resham,
squaretiki, Nimzari, zari thread etc. – all are available in the local market.
V. Manufacturing Process and Source of Technology :
Handicraft of Zari Embroidery is being done on the dress materials like
Saree, Salwar, Churidar, etc. First, the cloth is tied on wooden Dhadda fitted
with
wooden stand. Required design is stenciled with the help of stencil paper on
the
cloth. Embroidery work is being done according to the design by Zari thread,
stone, beads , etc. This is a traditional artisan work.
VI. Basis of Project Selection :
Specially for the artisan group of Bengal for PMEGP.
VII. Presumption :
i) The project Profile has been prepared on the basis of single shift on 8 hrs.
a day .
ii) Depreciation on machinery and equipments has been take @ 10%
whereas
that of office furniture etc. has been taken as 20%.
iii) The rates for machinery, equipment and raw materials are those
prevailing
at the time of preparation of Project Profile and are likely to vary from place
to
place and supplier to supplier. When a customized project profile is
prepared,
necessary changes are to be made.
VIII. Utilities :
Power requirement :
Manually operated machinery.1 KW for shed lighting fan and exhaust.
Water Requirement:
Negligible.Required for drinking, hand washing and sanitary purpose.
3
IX. Financial Aspects :
FIXED CAPITAL :

A. Land &Building : 500 sq.ft. Pacca shed - own
B. Plant &: Machinery
Sl.
No.
Description No.Rate Amount (in Rs.)
1. Wooden Dhadda
(along with sumsara)
5 pairs 2000.00 10,000.00
2. Wooden, stands (3 ft.
each) (4 stands for
each pair)
20 Nos. 100.00 2,000.00
3. Mats 20 Nos. 50.00 1,000.00
4. Tools, equipments&
other accessories (Like
Ropes, napa nails
needles etc.)
LS - 500.00
5. Freight, insurance and
other contingencies
LS - 500.00
6. Mechanical
Installation
LS - 300.00
Total: Rs. 14,300.00
C. Furniture & Fixture:
Wooden Almirah 1 No.Rs. 4,000.00 Rs. 4,000.00
D. Others
i) Preliminary & Preoperative expenses like
consultancy charge, conveyance and interest
on term loan etc. till generating income
from the unit LSRs. 4,000.00
ii) Provision for contingencies LSRs. 1,000.00
Rs. 5,000.00
FIXED CAPITAL Grand Total (A+B+C+D): Rs. 23,000.00
4
Recurring Expenses/month:
Raw materials :
(As per Annexure 1)
a) Salary:
1. Supervisor 1 No. @ Rs. 2,000.00 Rs. 2,000.00
2. Accountant 1 No. @ Rs. 1,000.00 1,000.00
(Part time)
3. Helper 1 No. @ Rs. 1,000.00 1,000.00
Wages
4. Skilled Workers 10 Nos. @ 120.00per day 30,000.00
5. Semi skilled Workers 8 Nos. @ 105.00per day 21,000.00
Grand total :Rs. 55,000.00
Miscellaneous expenses :

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