TRAINING AND DEVELOPMENT WITH REFERENCE MARUTHI SUZUKI

1. . 1. MARUTI SUZUKI INDIA LIMITED
. To study various HR policies of Maruti Suzuki India Limited SUBMITTED
BY:Varun Kabaria -221061 Naman jain -221073 Nitish Batheyja – 221080
Pankhuri -221086 Rajat Gupta- 221112 Ranjeev Dutta-221115 1
. 2. TABLE OF CONTENTS
. Acknowledgement
. 3 Introduction
. 4 Occupational and health policy
. 5 HR practices at Maruti Suzuki
. 6 Recruitment
. 7 Fraudulent policy at Maruti Suzuki
. 8 Selection
. 9 Training and Development
. 10 Training program for Sales Executives/ Branch
11 Heads Performance Appraisal
13 Maruti adopts 360 appraisal system
14 Promotional policies
15 Surveys conducted
16 References 22 2
. 3. ACKNOWLEDGEMENT
. The goal was fixed, moves theyre calculated and they moved with full
enthusiasm, vigour and keen interest. It’s a sheer pleasure for us to state with
candidly that this entire project is a heartily attempt to reach maximum accuracy.
They highly express our sincere thanks to Dr. Neetu Jain who helped us
throughout the project. Last but not least I would like to pleasure a word of
appreciation to our family and friends who supported and helped us to make this
project a success. 3
. 4.
.
our knowledge about training and development. To convert our theoretical
knowledge to practical knowledge. To study performance appraisal method and
promotion policies follotheyd by the company.
. INTRODUCTION
. Maruti Suzuki India Limited, commonly referred to as Maruti and formerly known
as Maruti Udyog Limited, is an automobile manufacturer in India. It is a subsidiary
of Japanese automobile and motorcycle manufacturer Suzuki .Maruti was
incorporated in 1981 as a government company. They started production in
December 1983 with collaboration of Suzuki of Japan. Initially Suzuki had 26%
equity which has since increased to 40%. As of November 2012, it had a market
share of 37% of the Indian passenger car market. Maruti Suzuki manufactures
and sells a complete range of cars from the entry level Alto, to the hatchback Ritz,
A-Star, Swift, Wagon R, Zen and sedans DZire, Kizashi and SX4, in the 'C'
segment Eeco, Omni, Multi Purpose vehicle Suzuki Ertiga and Sports Utility
vehicle Grand Vitara. LIFE AT MSIL The company that leads the Indian auto
industry and defines the way India drives rides on the quality and competence of
its people. It’s a great place to discover all that you can be and maximize your
potential. From a genuinely equal opportunity work culture, a sense of team spirit
that goes right down to a common lunchroom, to a feeling of oneness as senior
managers and their teams sit together in an open, wall-free environment, this is
an uncommon place to work and excel. MARUTI is fast and flexible, resilient and
responsive, as theyll as decisive and responsible. It is a place where your voice
will be heard & valued. Their people make them a company ready to meet the
challenges of the dynamic auto market. They value discipline and punctuality,
and obsess over maintaining a safe & healthy work environment .They like

2. people who have an obsession to delight customers, and they leave them free to
take decisions in complex situations. 4
. 5. MARUTIANS
.
that connect a Marutian to the organization. Maruti Suzuki offers a unique
opportunity for professional and personal growth as part of a multi-faceted
organization where all work as one. To most Marutians, their colleagues have
been part of an extended family. With mix of generations and nationalities
working together as one team, they provide the perfect balance of energy,
experience and exposure. At Maruti Suzuki, while excellence is an integral part of
our work culture, they are steadfast in an ethical approach in all its dimensions.
Marutians across the country are all united by a common bond. It’s not a
workforce, but people potheyr at work, an empotheyred team that is quite unlike
any other.
. OCCUPATIONAL AND HEALTH POLICY
. Maruti Suzuki India Limited (MSIL) is committed to ensure a safe and healthy
working environment for all employees, visitors, contractors, vendors and
persons present at MSIL sites by prevention of work related injuries and illness.
To meet the responsibilities, they are maintaining a safe working environment
and have an Occupational Health and Safety Management System (OHSMS) in
place to: Manage Risks – by identifying all workplace hazards, undertaking
assessments, internal & external audits, and taking all necessary actions for
prevention & control of injury, ill-health, loss or damage by following safe work
practices in operations as theyll as while procuring new plant, machinery &
equipment. Comply with legal and other obligations – by ensuring that our
business is managed in accordance with relevant occupational health and safety
legislations, standards and MSIL occupational health and safety policies &
procedures. Establish targets and review mechanism - They shall manage our
obligations using coordinated occupational health and safety plans for each area
and site, with challenging targets to measure progress 5
. 6. HUMAN RESOURCE PRACTICES IN MARUTI SUZUKI HR VISION
. Lead and Facilitate continuous change towards organizational excellence ;create
a learning and vibrant organization with high sense of pride amongst its members.
HRINITIATIVES
.
Improve the performance Appraisal system -its process, skill & usage
Improvements in internal & external Training & its effective utilization. Systematic
career planning; Job Rotation; Empotheyrment; Job enrichment Periodic
communication meeting at various levels; Roll out of Vision Retention of Talent
WHISTLE BLOTHEYR POLICY
. As a conscious and vigilant organization, Maruti Suzuki India Limited believes in
the conduct of the affairs of its constituents in a fair and transparent manner by
adopting the highest standards of professionalism, honesty, integrity and ethical
behaviour. In its endeavour to provide its employee a secure and a fearless
working environment, Maruti Suzuki India Limited has established the "Whistle
Blotheyr Policy". The purpose of the policy is to create a fearless environment for
the employees to report any instance of unethical behaviour, actual or suspected
fraud or violation of the Company's code of conduct or ethics policy to the
Ombudsman. The framework of the policy strives to foster responsible and
secure whistle blowing. This policy should be read in conjunction with applicable
regulations & existing policies & procedures of the Company. You can also
contact the Secretarial & Legal Department if you have any questions or need
any clarifications. 6
. 7. RECRUITMENT FOR FRESHERS
. They recruit fresh Graduates from premier T-Schools and B-Schools across the
country in order to build our future leadership talent pipeline. . At MSIL, they give

3. ample opportunities for learning & growth through hands-on experience &
rigorous training sessions. The young talent undergoes a structured induction,
buddy & umbrella mentoring sessions, periodic management inputs and cross
functional exposure. With their exciting career paths coupled with hard work &
dedication from your end, they believe that you will keep on creating success
stories in MSIL. Recruitment Process
. : RECRUITMENT PROCESS FOR EXPERIENCED PRO
. For the last three decades, they have established themselves as the Market
Leader in Automobile sector in India. They appreciate the Knowledge & expertise
that the experienced professionals bring with them, and they come from diverse
backgrounds to strengthen the business pillars and explore new horizons with us.
They invite applicants, who Are excellent performers with enthusiasm for
constant improvement Have intense desire to be a member of the organization
and its success with a constant yearn to learn Are star performers, put in extra
effort & are committed to engage in work that contributes to business success
Recruitment Process: 7
. 8. FRAUDULENT RECRUITMENT POLICY AT MARUTI
. The company’s attention has been drawn by certain members of the public that
they have received communication through e-mails for job interviews in our
Company wherein they are amongst other things, demanding cash deposit(s) in
certain specified bank(s) before the actual interviews. These
individuals/recruitment companies are also wrongfully using the company's
registered trademark as theyll as using the names of certain officials of the
company to lure innocent
. members of the public to fall into this trap. They like to categorically state that
these communications are purely made with intend to defraud the public and the
company has not authorized any person to require any payment /cash deposit to
be made by any candidate to our company and/or to any individuals in the
recruitment process. They urge the public not to be misled by such
communications purportedly made by our company including through e-mails.
Should you require any further information about genuinity or otherwise of such
communications which you may receive, you are requested to please get in touch
with our official e-mail address: recruitment@maruti.co.in or our aforesaid
address. 8
. 9. SELECTION
. It is the process of searching the potential candidate. It is negative in nature in
the Indian context. But it is positive in the US context. Steps in Selection Process
of Maruti Udyog ltd Selection process consists of a series of steps, at each stage,
facts may come light which may lead to the rejection of the applicant. It is a series
of successive hurdles or barriers which an applicant must cross. These hurdles or
screens are designed to eliminate an unqualified candidate at any point in the
selection process There is no standards selection procedure to be used in all
organizations or for all jobs. The complexity of selection procedures increases
with the level and responsibility of the position to be filled. 1} Preliminary
Interview (screening applications) 2} Application Form 3} Selection Test 4}
Employment Interview 5} Medical Examination 6} Reference Checks 7} Final
Approval 8} Employment 9} Induction 10} Follow – up (Evaluation) 9
. 10. TRAINING AND DEVELOPEMENT
. Maruti have invested about Rs 12 crore in their training program .recently they
took a decision to establish a world class Maruti training centre which might come
up on a 6-8 acre plot. This kind of infrastructure will operate in decentralized
manner. It will have a residential facility, an e learning facility and will look at the
perspective of developing our own technician level guys for which campus
recruitment take s place. Maruti arranges training at several intervals. The
training is mandatory for all the employees. The training schedule is maintained
by the Hr manager.

4. . TRAINING AND DEVELOPMENT
. is a subsystem of an organization. It ensures that randomness is reduced and
learning or behavioural change takes place in structured format.
. TRADITIONAL DEVLOPMENT AND MODERN APPROACH OF TRAINING AND
Traditional Approach
. – Most of the organizations before never used to believe in training. They are
holding the traditional view that managers are born and not made. There are also
some views that training is a very costly affair and not worth. Organizations used
to believe more in executive pinching. But now the scenario seems to be
changing. The modern approach of training and development is that Indian
Organizations have realized the importance of corporate training. Training is now
considered as more of retention tool than a cost. The training system in Indian
Industry has been changed to create a smarter workforce and yield the best
m utilization of resources
Development of human resources Development of skills of employees
aids in organizational development. Organization gets more effective in decision
making and problem solving. It helps in understanding and carrying out
organizational policies. T&D helps in developing leadership, motivation, loyalty,
better attitude, and other aspect that workers and mangers usually display. 10
. 11. TRAINING PROCESS FOR SALES EXECUTIVES.:INDUCTION:
. - aims to provide an understanding of the industry, MUL, Its policies and
products (2days).
. PRODUCT PROGRAMS:-imparts complete knowledge on MU and its
competitors. Various programs are Segment A1, Segment A3.(2 days )
. SELLING SKILLS/CONSULTIVE SELLING PROCESS:
. - enables understand customers needs, sales processes etc and enables apply
learning in actual selling (2 days )
. CUSTOMER CARE
. : - appositive attitude and the ability to move is a pre requisite for excellent
performance in any world. Program aims at helping one to build a positive
attitude and interpersonal skills and to enable better customer handling.
ADVISOR FOR LIFE PROGRAM:
. -in this changed competitive environment, role of dealer sales executive is seen
more than a person who is selling cars to the customers. He is expected to be the
customer’s for life .he has to be “single window interface” with his customers on
all matters related to cars, that is, finance , insurance , Extended warranty ,
service etc.( 2days ). The training program on’ Delivery Process’ has been
developed as delivery now has the maximum the right age in the new factor
structure. Delivery is not the end of a sale but a beginning of a relationship.
TRAINING PROCESS FOR SALES MANAGERS / GENERAL MANAGERS/
BRANCH HEADS
. 1. Dealership Management Program: -For second generation dealers, and GM’s
and Ro executives on how to manage entire Dealership Operations. Financial
Management, staff management , motivation, tie management planning are
covered.
. 2. Sales Managers/Team Leaders Program: The Training covers issues like
Sales management( target setting and achievement, enquiry management,
resource and time management etc), Supervisory skills ,Practical Coaching skills,
knowledge of Maruti Finance, Maruti Insurance Extended warranty, MGA, True
value etc and car advisor for life concept.(2 days )
. 3. Branch managers Program: many of the dealers have multiple outlets. While
the owners sit any one outlet and control the others from there, different branch
heads that managers the day to day operations of the outlet manages the other
outlets

5. . 4. The training covers topics like- making the business plan, Fundamentals of
DBP, Hr management, Team building and supervision skills, ability to motivate
the team and get a buy in on the business plan , time management/ prioritizing
etc. 11
. 12.
and various segments. Understand MUL. Product range and positioning in each
segment. Understanding the basics in the automobile industry. Role of financing
as a sales tool and the various financing options available. Ensuring personal
effectiveness. 12
. 13. PERFORMANCE APPRAISAL
. formance appraisal -- 100% link between pay,
productivity RENEWING its efforts at cutting costs and improving productivity,
Maruti Udyog Ltd (MUL) has drawn up a new human resources policy, which for
the first time, entirely links performance to pay packets for all its executives and
managers. MUL has traditionally had a performance-based component of about
30 percent in its compensation package for its executives. But now it has gone
the whole hog and decided that in addition to the hike in individual perquisites,
increments to even the basic salary will now depend on the employee’s
performance during the year. The new performance appraisal and compensation
system is likely to affect over 1,000 employees -- executives and senior and
middle level managers. Company officials said the changeover to a completely
performance-based compensation system has been under discussion amongst
MUL's senior management and directors for quite some time now. So, the new
appraisal process has not come as a surprise for most of the employees and has
been accepted by them, the official said. Over the past, the principle underlying
the new system has been communicated at length throughout the company and
feedback has been obtained. In the run-up to the new remuneration system, the
company has also developed a new performance measurement and
development method along with the noted consultant, Mr M.B. Athreya. The
performance measurement process will complement the new remuneration s
ystem.MUL sources said rather than appraise employees through confidential
reports; the new performance measurement system involves an interactive
process of goal setting, review and counselling by managers throughout the year.
It incorporates qualitative aspects, along with quantitative targets. The employees
are being put through workshops to train them on the various aspects of the
system developed with Mr Athreya. The new system will take effect from this year.
The new system is expected to help enhance managerial performance and skills,
while making the organisation more capable of assessing its costs and
returns.MUL, which has been beleaguered by low margins and a falling bottom
line, has also been forced to take a hard look at its costs this year. For the first
time, MUL has slipped into the red and recorded a loss during the year 2000-01.
The VRS programme received in-principle approval from the board last month.
While the VRS proposal is yet to be formally notified and offered to the
company's employees, it is expected to apply equally to all the staff members,
including the shop floor workers, company sources said. 13
. 14. .MARUTI ADOPTS “360 DEGREE” APPRAISAL SYSTEM
. Maruti has introduced a unique 360-degree feedback system, starting with its
senior leadership. The new system has been co-developed with Ernst & Young
and has been put in place recently. Under the 360-degree feedback system, the
employee is rated not just by his superiors, but also by his peers and
subordinates Employee to be evaluated not just by the superiors but also by the
peers and subordinates. It would seem that there is no corporate human resource
policy that has not had its share of controversies for being biased. With an
increase in the number is qualitative factors that affect employee at the workplace,
the performance appraisal process to make it as fair as possible has been the

6. dream of every manager. Its initiative is to empower young people in terms of
free and frank feedback to their seniors, to the people who manage them. Each
senior gets a sample feedback from a group of 12-14 people, out of which 5-6
would be juniors , 5-6 colleagues and 2-3 their superiors. This is done through an
online process to maintain confidentiality. The person also evaluates himself.
After that, profiles would emerge. Based on this, there would be aggregate profile
versus self profiles. The 360-degree feedback system will also include a self-
appraisal by the general manager. At the end of the process, he can compare his
self-appraisal with the assessment of his subordinates and peers. One of the
benefits that Maruti is hoping to get out of the 360degreefeedback process is the
sense of employment and importance felt by subordinates, when they are asked
to offer their feedback about their superiors. Maruti currently has over 4,000
employees on its rolls. FINDINGS They treat all employees equally They tries
their best to increase the efficiency of the employee by providing them with
different motivational programs They make new recruits aware about the
company and working conditions Maruti focus on each and every department of
the organization Having different recruitment process for different departments of
the organization They provide different types of training to the different
department according to the need of the people They talk feedback from there
employee on regular basis Maruti have adopted 360 degree method of
performance appraisal for their employees 14
. 15. PROMOTIONAL POLICIES
. Exit interviews, when employees quit, are common practice in many companies.
But automobile major Maruti Suzuki (MSIL) is using 'stay interviews' to cement a
long-term tie with its employees. For the past three years, MSIL has regularly
reached out to its employees to understand their aspirations, problems and
expectations. It has subsequently come up with several changes in the
performance ratings scale, career progression policy and employee referrals. It
makes sense to probe employee minds while they are still working in the
company and take their feedback for changes rather than asking for it after losing
them to competition. For the first time this year, for instance, it altered its
performance ratings scale. The previous four-grade rating scale, which was:
excellent (top 10%), very good (next 30%), good (next 50%) and fair (last 10%),
was revised to a five-grade scale: exceptional (top 10%), star performer (next
25%), high performer (next 25%), performer (next 15%) and average (5%).
Employees perceived a 'good' rating as 'not-so-good', meaning, the rating's
connotation was not representative of performance. Also, adhering to the bell
curve was becoming difficult with ratings primarily being distributed only in the
first three categories. "Wording makes a lot of difference about how people feel.
For instance, someone who gets the grade 'exceptional' will think he has
contributed a lot towards the firm's performance and will continue to perform
well," says Prateek Duhan, 28, manager, steering and suspension, supply chain
division. "They made our employees happy by making an emotional connect and
removing grades such as 'good'," adds Mr Siddiqui. Based on the feedback, the
company has also changed its career progression policy last year. The company
shortened career tracks by offering promotions at the junior management level if
employees notched up the topmost grade for two, instead of three consecutive
years. 15
. 16. SURVEYS CONDUCTED
. Q Does Company conduct “EXIT INTERVIEW”? Units "EXIT INTERVIEWS" 9 10
8 6 4 2 0 1 Yes 9 Don't Know 1 No 0 0 INTERPRETATION: >Yes, Company
conduct “Exit Interview”. Q What eligibility criterion is given preference by MUL
for the selection of managers? MANAGERS: 3 2.5 CA+MBA 2 B-Tech+Diploma
B-Com+MBA 1.5 Diploma/MBA 1 CA+Co. Secretary 0.5 MBA+Material Mgt 0
RATINGS 16
. 17. ELIGIBILITY RATINGS CA+MBA 2 B-Tech+Diploma 3 B-Com+MBA 1
Diploma/MBA 1 CA+Co. Secretary 1 MBA+Material Mgt 1 INTERPRETATION:

7. Most preference is given to “B-Tech+Diploma”. Q: Is it necessary to have work
experience from a Manufacturing Company for applying to MUL? Don't Know 3
30% No 1 10%
. "WORK EXPERIENCE" Yes 6 60%
. INTERPRETATION: ”Yes” it is necessary to have work experience from a
manufacturing company for applying to MUL. 17
. 18. Q: Which type of test is conducted in MUL? 8 7 6 Achievement 5 Personality
4 Interest Intelligence
. 3 Aptitude
. 2 Others 1 0 Achievement 3 Personality 7 Interest 2 Intelligence 8 Aptitude 6
Others
. 5 INTERPRETATION: >Most of the times “Intelligence Test” is conducted in
MUL. 18
. 19. Q: Which methods are adopted for On-the-job and Off-the-job training?
Apprenticeship 4 Demonstration 10 Vestibule 10 Coaching 4 Lectures 6
Syndicate 5 Role-Play 9 Case Study 9 12 10 8 Apprenticeship Demonstration
Vestibul 6 Coaching 4 Lectures Syndicate 2 Role-Play 0 Case Study
INTERPRETATION:
. >The most common methods of on-the-job and off-the-job training are:-
“Demonstration” and “Vestibul Training”. 19
. 20. Q: What type of incentives and allowances does company follows? a)
FINANCIAL:- Ratings
. "FINANCIAL INCENTIVES"
. 7 6 5 4 3 2 1 0 6 6 44 2 Incentives Productivity linked Profit Incentives Stock
Opinion Performance Based Retirement Benefits INTERPRETATION: The
company offers mostly:- “Productivity Linked” and “Retirement Benefits” to the
employees as incentives and allowances. 20
. 21. b) NON-FINANCIAL:-
. "NON_FINANCIAL INCENTIVES" Status 10 Ratings 8 9 9 8 6 4 2 Social work
importance Responsibility Participation 55 4 Job Security 3 Team Spirit 2 0
Promotion Incentives Informal work groups
. INTERPRETATION:
. The company mostly provides: -“Social Work Importance” and “Job Security” to
the employees as incentives and allowances. 21
. 22. REFERENCES
. http://www.marutisuzuki.com/whistle-blotheyr-policy.aspx
http://www.marutisuzuki.com/company-profile.aspx
http://www.marutisuzuki.com/fraudulent-recruitment.aspx
http://www.marutisuzuki.com/life-at-msil.aspx
http://www.marutisuzuki.com/current-openings.aspx
http://www.marutisuzuki.com/freshers.aspx
http://www.studymode.com/subjects/hr-policy-maruti-page1.html
http://www.financialexpress.com/news/to-improve-work-culture-maruti-suzuki-
takes-union-leadersto-japan/1204341
http://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=theyb&cd=1&cad=rja
&ved=0CCwQF
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http://www.scribd.com/doc/13491431/PROJECT-ON-HRM-STRATEGIES-OF-
MARUTIUDYOG-LIMITED http://articles.economictimes.indiatimes.com/2012-06-
15/news/32254360_1_msil-hr-policiesemployees 22