A case study report on topic “HUMAN RESOURCE PLANNING IN DHFL housing finance Company”

1. NAME = SAURAVSHUKLA,11507258,Q1506
NAME = Anidweep Mahapatra,11403243,RE1401

2. Introduction of DHFL
• It is an indian multinational housing corporation,
headquarters in Mumbai
• It provides the housing loan
• It provides payment devices to financial, retail, hospitality,
petroleum, government and healthcare industries.
• The company named itself after its first product of finance in
auto
• DHFL is a worked with UTI mutual fund

3. Introduction of Case
• Management of company is headed by young Managing
director who excepts high performance
• Junior vacancies are mostly filled by trainees
• Company policy is to hire fresher as trainee for 1 year period
• Initial 6 months trainees are exposed to different functional
areas as a part of core training
• Later 6 months trainees are identified on the basis of their
performance and then placed to capable area

4. IntroductionofSachin
• Mr Sachin Mishra joined the company as a trainee in 1999
after his B.Tech
• He taken as a trainee in CAD/CAM division.
• His core training was till 3 months after that he has put to
CAD/CAM department
• The performance review is usually done once at the end of
every quarter year
• Sachin was appreciated for his exceptional performance
during the review
• A month later after performance review Sachin asked to
decrease his training period to 7 months
PerformanceReviewofSachin

5. Mr SachinMishra
• Being a regular employee he can enjoy the incentives which
will make his work more effective
• Training manager denied by saying, he can’t go against
company policy
• Training manager claimed that he will be awarded for his
good work after 1 year
• After turned down by Training manger Sachin behaviour
change
• Sachin used to deny the work by division head saying he is
just a trainee
• Sachin said he need rewards for the extra work he is doing
• Training manger said that he is good but he should not
concentrate on rewards as he is just a trainee
• He said that he should look from long perspective and his
work will be rewarded after 1 year

6. DifferencesbetweenSachinanddivisionhead
• After a month Sachin again started creating problems, he
was again called for counselling and given 2 weeks to
improve
• After 2 week Sachin was issued with warning letter
• Sachin felt offended by getting the letter and start ignoring
the work more
• Division head said he will not work with Sachin anymore
• Sachin can’t be send to any other department as he is
specialised in CAD/CAM
• Division head recommended to take him out from the
company
TrainingManagerdilemma
• The hardworking person become failure
• It was difficult to decide whether to retain or fire him
• He doesn’t want to loose such a good and marvellous fresh
talent

7. Problems In the Case
On the Part of Sachin
• Sachin was overconfident and wanted more
benefits
• Sachin was impatient
• Sachin was stubborn, he was not trying to
understand other perspective
• He was looking at short term benefits only
• He was not able to judge the seriousness of
the condition

8. On the part of Division head
• He was burdening Sachin with work
• He was not directly talking to Sachin
• He was too harsh on Sachin
On the part of Training manager
• Was not understanding Sachin psychology
• He was treating Sachin same like other Trainees
• Was not taking strong step
Problems In the Case cont.……

9. Solution For the case
For Sachin
• He should be patient and realise the importance of his
work
• He can look at his job from long term perspective and
can secure his future
• After getting warning letter he should have stop
showing his grudge
• Instead of being aggressive, he should have tried to
make other understand his perspective.

10. Solution For the case Cont.……
For Division head
• He should not have overburdened Sachin with work
• He can directly talk to Sachin
For Training Manager
• He can award Sachin with Some recognition
• He can give in written that after completion of training,
he will award him for exceptional performance

11. ThankYou