1. Submitted in partial fufillment of the
requirement for the degree of Masters
in labor law & labor welfare (Pune
University) to BALAJI LAW
COLLEGE,PUNE 2011-2013 by :
Group Members : Swati Kumari
Varsha Jain, Suman Bagariya
Tejasvini Harit, Stuti Mathur
2. ACKNOWLEDGEMENT
I feel fortunate to have the support of people in making this field study a success.
I am grateful to Prof. Col. A. Balasubramanian for giving me the opportunity and necessary
facilities to make this effort successful and deepest gratitute to Prof.P.A.Narona,Prof.
P.S.Gadkari and Vilas Kulkarni for the guidance and help in the form of eminent faculties.
I express my deep gratitute to Mr. Pankaj Nimwal Asst. HR Manager at KaAM AVIDA
Enviro Engineers PVT LTD. for giving me the opportunity to undertake the field study at
KAM AVIDA, Mr. Yogesh Bhangale-admin & IR head, Mr. Rabindra Gupta-Operations Head
& Mr. Kishore Sonone- Purchase Manager for acquainting us with the various operations &
IR Practices involved in the manufacturing process at KAM AVIDA & for sparing their
valuable time & enlightening us .Also,a heartful thanks to the teachers, seniors & my
colleagues who remained actively involved in the field study & brought key insights with their
inquisitive bent of mind.
3. DECLARATION
I hereby declare that this project work submitted to the BALAJI LAW COLLEGE,
PUNE ,is a record of an original work done by me under the guidance of Mr. Pankaj
Nimwal, Asst. manager(HR), KAM AVIDA Enviro Engineers Pvt. Ltd. from 20st of Feb
to 26th
of Feb. 2012, and this project work has not performed the basis for the
award of any Degree or diploma/associateship/fellowship and similar project if any.
Furthermore,all the datas & informations furnished in this project report is best to
my knowledge and included only after due consent from , KAM AVIDA Enviro
Engineers Pvt. Ltd, Hinjewadi.
DATE: 06.03.2012
SIGNATURE: Swati
NAME: Swati Kumari
COURSE: MLL & LW
ENROLMENTNO.-
5. COMPANY PROFILE
Kam Avida is an equal opportunity employer and promotes a diverse and inclusive work
force.They strive to create and sustain a merit based performance culture supported by our annual goal
setting and performance appraisal processes which rewards individual and group performance.
They say people are our assets and we invest in developing their skills and competencies through regular
training, on-the-job learning, coaching and higher education. Our sales team undergoes the world-class
SMBO sales technology training by Mercury Goldman whereas all other employees are encouraged to
participate in internal and external workshops ranging from functional/technical competencies to
behavioural and leadership skills. Regular yoga, meditation and life-skills classes are held every week in
the company premises for the physical and emotional well-being of our people.
The above effort is supported by employee friendly HR policies including a competetive
compensation package and benefits including profit sharing scheme, medical insurance, family events
etc.
Kam Avida is a dedicated group of like minded professionals committed to the task of bringing
about mechanization in the areas of cleaning and maintenance, in a country where this task has been
traditionally carried out manually; using improvised tools and tackles.
Their manufacturing facility is situated in Hinjewadi Pune, spanning over 80,000 sq. ft. they are
over 128 people strong, specializing in back end services such as Design & Drafting, R& D, PPC,
Purchase, QA, Stores, Production, Commercial, Finance & After Sales Service.
6. The company came into being in the year 1990, more by default than by design, The founder of the
company were Mr. Krishna & Mr. Malhotra.
An enterprise in the name and style of KAM ASSOCIATES was formed in Pune with a meager paid up
capital of Rupees 501 and a huge desire to succeed.
It all began when TTG Industries Ltd., a Chennai based Engineering company, agreed to offer them
the marketing rights for their manual drain cleaners, then called the 'Krait' and a portable high pressure
water jet system called the 'Magnum Mini'.
Demonstration after demonstration followed, and within a span of 6 months, the association had
received orders from many a leading industries, hospitals, hotels, garrison engineers in and around
Pune.
Sales for the first year ending March-1991 was around Rs. 8 lakhs, followed by a sales of Rs. 20 lakhs
in the subsequent year. This initial success gave them the courage to expand their operations to
Mumbai and thereafter to the whole of Maharashtra and Western India
To ensure further credibility and continuity, KAM ASSOCIATES was dissolved and KAM MARKETING
PRIVATE LIMITED incorporated on February 16, 1993 with a paid-up capital of Rupees 8 lakhs. I
knew I was growing, and was experiencing the pangs of this journey.
TTG by then had allowed them to sell their range of chassis mounted drain cleaners meant for Civic
Bodies. Malhotra handled this operation and we soon got our first break from Aurangabad Municipal
Corporation, followed by a 10 machine order from M/s Cidco, New Mumbai with a 5 year Operational
Maintenance Contract. This was a World Bank funded International competitive bid which exposed us
to the art of tendering in Civic Bodies.
7. Their sales continued to grow from 1.16 crores in 1996 to 2.13 crores in 1997 and 1.85 in 1998, and
alongside their list of customers grew, to include the leading Municipal Corporations in Western India
such as Mumbai, Pune, PCMC, Baroda in VMSD and leading companies such as Bajaj Auto, Telco,
The Venkateshwara Group, Padamjee Pulp and Paper, Railways, The TAJ group of hotels etc in PPD.
Thus, a new entity in the name and style of KAM-AVIDA Enviro Engineers Pvt. Ltd. was incorporated
on April 19, 1995, with a paid-up capital of Rs. 50 lakhs. A new chapter unfolded, from being only a
sales and marketing company, we ventured into manufacturing with Porus in-charge of this operation.
Porus thus rightfully being called the Father of all machines.
It was in the middle of 2007 that Mr. M.K. Kanade undertook a major re-structuring program which
included changing of their bankers from United Western Bank to Axis Bank.
By 2007 they thought it fit to introduce some serious HR processes and appointed M/s HR Solutions a
host of internal processes such as a clear organizational structure, a performance management
system, a learning and development schedule, a talent management program and so on.
Besides the above they also initiated a personality development program across wherein teachers
from the Vedanta Academy, Malavali conduct a one hour session every Monday morning on human
values and self development based on Vedanta...
They crossed 35 crores in 2008-09 and 55 crores in 2009-10 and the KAM team grew to a size 108
with full fledged branch offices in Delhi, Mumbai, Chennai and Kolkata.
The division – MSD – have over a 1000 machines working nationwide.Today CSD offers not just drain
cleaning equipment, like in the past, but ride on sweepers, floor scrubbers, commercial vacuum
cleaners and a variety of commercial cleaning durables.
8. Growth Story
TTG had grown from a mid-sized company to over a 200-crore outfit and had even gone public, but
for some reasons, they lost complete interest in this SPACE and thus KAM ventured for the first
time in 1997 to manufacture thir first-ever truck mounted suction cum jetting unit for sewer cleaning,
christened the Kambi. This was a huge leap forward for KAM as the unit price of this machine was
over Rs. 15 lakhs, when their prevailing average unit price then was less than Rs. 50 thousand.
Quality for sure paid off. Today KAM has more than a thousand such machines working nation-wide
with majority of them coming as repeat orders.
KAM notched up a sale of around Rs. 2.24 crores in 1998-99, followed by Rs. 2.4 crores and Rs.
4.2 crores in the subsequent two years.
All this while they had been working out of 500 sq. ft. shed in Kirkee, Pune with majority of our
assembling activity being carried out outdoor.
It was in the year 2000 KAM AVIDA put-up a 5000 sq. ft. factory shed in a private industrial estate
in Hinjewadi.
After 7 years of establishment KAM AVIDA had notched up a turnover of Rs. 420 lakh with a highly
committed team of 22 members in place; all set to take on the world,
In the year ended 2002-03 KAM landed with sales crossing the Rs. 5 crore mark. They signed their
first international association with the World's leading manufacturers of hook-loaders and cranes,
M/s Palfinger.
The year 2003-04 saw a quantum leap in sales, crossing Rs. 750 lakh.
Sales for some reason stagnated until end March 2006. They languished around the 7 crore mark
even though they tried every trick in the book to take this further, but in vain. Perhaps it was time to
rewrite the rules. This is exactly what they did and sales for the year 2006-07 grew to Rs. 1800
lakh. The Kam team had now grown to a size of 57 members.
They signed an agreement with M/s Johnston Sweepers Ltd, UK to mount their range of vacuum
9. They launched India's first IS compliant sewer cleaning rods called the Kamrod. They sold their first
hooklifts to the Nagpur Municipal Corporation, capable of rolling off and on a 20 cubic meter container
for the collection and transportation of municipal solid waste.
Large System division today sells a host of other specials such as High Speed Runway Sweeper and
Runway Rubber Remover in association with M/s Beam A/S, Billund, Denmark.
They commenced a new sales vertical called the Large Systems Division (LSD) to address the
collection and recovery of industrial spillages such as cement and other bulk, free flowing material
and non-volatile hydro carbons resulting in the launch of 2 new machines – the Kamvac IVC and the
Kamvac Petro Series. This division is currently headed by Mr. S. Hari Kumar, who, along with his 3
member team of Mr. K. Rangarajan (Chennai), Mr. M.K. Shrinivasan (Bangalore) and Mr. Sudip
Bandyopadhya (Kolkatta) and back office support of Mr. Shivaji Aware & Mr. Ashish Patel have
painstakingly built this operation to a size of over 10 crores and see a great potential ahead. Mr. Hari
is now ramping up his sales force by adding 8 more locations.
The KAM team had grown to 78 and sales for the financial year 2007-2008 crossed Rs. 23 crores
12. VISION
Kam-Avida Enviro Engineers Pvt. Ltd. is committed to provide its customer &
society contemporary solutions to enhance satisfaction and dignity to the end
user of the product.
MISSION
Kam-Avida Enviro Engineers Pvt. Ltd. wants its team members to excel
in their respective areas and jointly participate in continuous improvement
through ethical means.
Kam-Avida Enviro Engineers Pvt. Ltd. follows the rule of “Yagna”, where
inputs are the efforts & hard work of the employees whereas the outcome is
profits which are equally shared with the employees as blessings from “Yagna”.
Mission- 100 crore by 2011 -2012
13. Organization structure depicts the hierarchy of any organization and the flow of authority within the
organization. Organization structure is necessary to set the goals and assign the individual roles so that
any process or plan can be undertaken effectively and efficiently. It allocates the rights and authorities to
take the responsibility of individual work and departments.
14. Products
There are basically 3 types of machines manufactured in this company :
1. Underground sewage cleaner – It sucks the material from the sewage, breaks any blockage present & cleans it.
2. Road sweeping machine – It sucks & pulls the dust from the road.
3. Garbage pick up machine – It picks up dry garbage from the bins, presses it due to which the liquid is drained
out & a solid dry mass is left back. This is done to reduce the mass & make more space for collecting more
garbage.
The areas of specialization are as below:
1. Drain Cleaning
2. Garbage Collection and Transportation
3. Sweeping
4. Industrial Vacuum Cleaning & Spillage Recovery
5. Floor Cleaning
6. CCTV Inspection
The segments that they cater to:
• Commercial Establishments
• Industry
• Civic Bodies
The first product to be launched was the Retriever. It was indeed a new high to conceive, design, manufacture
and sell one's own product.
This was soon followed by the launch of India's first trolley-mounted motorised cable spinner model, the Kambore 1075,
and then by the Kamrodder, a trolley-mounted cabling-cum-rodding machine, and to be subsequently followed by a range
of indoor drain cleaner the Kambore NM, the closet cleaner Kambore CC, and the manhole de-silter Kamgrab.
15. Armed with these range of drain-cleaners their sales operations grew nation-wide. They had a bunch of highly energized
sales guys in Delhi, Bangalore, Chennai, Hyderabad, Baroda, Mumbai and Pune, who were unknowingly defying an age
old tradition of cleaning drains manually in India with easy-to-operate and convenient alternative. KAM AVIDA’s user list
read like the who's who of corporate India. Be it a hotel, hospital, PWD, club, industry, railways, we had made inroads all
across.
16.
17. Detail description of Machines in Kam-Avida:
Manhole De-Silting Machine:
Application:
De-silting of manholes and various chambers located at depths of up to 40 feet, using a hydraulically operated grab
arrangement. The collected silt and waste is transported to the designated disposal sites and emptied by means of
hydraulic tipping of the hopper.
High Pressure Jetting Machine:
Application:
For a number of high-pressure power jetting and cleaning applications.
Cleaning and de-chocking of drainage/sewer lines of diameters ranging from 3” to 8,”
Power jetting and cleaning large surface areas such as monuments, heritage buildings, containers public urinals and toilet
blocks,
Spraying of pesticides and cleaning chemicals,
Washing vehicles at service stations and vehicle depots, and as a mini fire-fighter unit to douse small fires in narrow
streets and congested areas.
Open Drain De-Silting Machine:
Application:
De-silting open drain storm water canals of a maximum width of 1.5 meters and depths of about 1.2 meters from the
ground level, using a hydraulically operated bucket and boom arrangement.
The scooped out silt and debris is offloaded into:
An open skip,
A waiting dumper truck or,
Its self contained dumper trailer itself.
18. Sewer Suction Machines:
Application:
Siphoning the liquid and solid effluents into the equipment’s sludge collection tank under high vacuum, from surcharged
manhole chambers, sewer and storm water drain lines, septic/sump tanks and gully pits and transporting the same to any
desired disposal site for emptying under gravity/positive pressure/tipping of the sludge tank.
Sewer Suction Cum Jetting Machines:
Application:
De-choking and de-silting of the sewer and drain water lines and chambers by high pressure jetting through suitably
dimensioned sewer jetting hoses and special cleaning nozzles, aspirating the dislodged effluent under high vacuum in the
sludge compartment and transporting the same to any desired disposal site for emptying under gravity/positive pressure/
tipping of the sludge tank.
High Flow Deep Suction And Suction Cum Jetting Combination:
Application:
Simultaneously / independently de-silting by power jetting and siphoning the silt and debris under high vacuum-high flow
conditions from deep sewer mains of depths of up to 20 meters.
Transportation of the extracted effluent to any desired disposal site for emptying under gravity / tank tipping.
Power Rodders:
Application:
Simple to operate and easy to maintain, the KAMRODDER machines offer consistent reliability, durability, and
performance in your most challenging underground sanitary systems, and storm sewer lines de-choking and cleaning
applications.
19. Suction Cum Jetting Combination Recycles:
Application:
Simultaneously de-silts and siphons out the flushed silt and debris from deeply located, large diameter, main
sewer-drain lines by High Pressure Jetting and high vacuum-high flow condition respectively. The equipment power jets,
cleans, flushes the silt and debris in the drain lines, and siphons the same into its sludge compartment, from where the
liquid effluent is extracted, recycled through a simple and easy to maintain filtration system and sent back to the HTP
jetting pump for further power-cleaning use. Unlike the conventional, non-recycle Kambi machines that run out of water
in approximately 15 minutes of operation, the KAMBI RECYCLER can perform uninterruptedly. The KAMBI RECYCLER
does not stop its operations for water but continue cleaning until the debris tank is full thus asserting the elimination of
the NON PRODUCTIVE FILL CYCLE TIME and offers massive productivity gain
20.
21. •
•
••
•
NETWORK
Pre Sales Service
.,. Underslandingof cus1omcr
rcquircmenl, keeping in mind Ihe
local condi1ions
.,. Draing upa rcle,·:ull plan
for phase wise mechanisaion
Post Sales Service
.,. Commissioning
.,. Training
.,. Prc,·cmhe Maimcnancc
.,. Breakdown Repairs
.,. Upgradalion
.,. Spares Supply
CHANDIGARH •
AMR•ITSAR •
DEHRADUN
•
•JAIPUR LUCKNOW •
GUWAHATI
V
•
ADODARA •INDORE
•NAGPUR
PATNA
KOLKATTA
CUTTACK •
MUMBAI THANE • AURANGABAD
PUNE •HYDERABAO
• GOA
BANGALORE
CHENNAI•
PUNE (Head OlfK:e & FactOfY)
• Our Sales & Service locations
22. Competitions
The company has 2 competitors. They are :
1. TPS in Delhi &
2. Anthony situated in Mumbai.
Both are indulged in other core businesses. Manufacturing equipments for cleaning & Maintenance is their secondary
business.
Inspite of this competition the company has supplied at least 500 trucks to Mumbai.
Production of more than 450 machine was the target by 31st march 2011 & has been done.
Corporate Social Responsibility
It was then that we articulated our corporate philosophy DRAIN CLEANING WITH EASE AND DIGNITY in line with our
conviction of bringing about mechanization to this daunting task. We thus wound up PPD and focused on the sales of
truck-mounted sewer cleaning equipment only for TTG.
23. Operations
We met Mr. Rabindra Gupta who is the ex GM of defense. At present he is the operations Head of the company.
He Explained to us various aspects of operations such as:
Earlier every cleaning work of underground sewage & tunnels were done manually which was inhuman. Now a law
is passed by supreme court restricting the use of manual labor for cleaning and sweeping tunnels & sewages. On
the other hand there are also less availability of the workers opting for this job.
The co. was established in 1994 i.e. 18 years back. In 2004 they came to pune. In 2010 the office was
constructed. This industry is involved in undergoing secondary type of jobs.
Mr. Gupta was really concerned for the cleanliness & maintainance of our country . He said here in India everyone
is unaware of the facts of using machines for cleaning. But awareness is gradually increasing. He said during his
visit to USA he noticed that all these facilities are used there from much before.
The company deployed for the first time on a Build Own Operate (BOO) basis - 12 units of our suction cum jetting
machine – the Kambi 8LC on a 16ton GVW Chassis to M/s Delhi Jal Board.
Some of the highlights were – the introduction of the Kambi High flow series for the de-silting of trunk sewers
through pneumatic conveying and the Kam Sweep 3AT, India's first attachment mechanical sweeper, ideal for
sweeping roads of industrial and commercial establishments. We received our ISO accreditation the same year.
Our design department moved from 2D drafting to 3D modeling.
Outsourcing
The company does outsourcing of :
1. Pumps
2. PTO
3. Hosses
4. Chassis- It is purchased from from Eischer motors, Ashok Leyland, Tata Motors, & Man(a German co.
established in Pune recently)
24. Divisionsor
Departmentalization
Design & Engineering
Operations
Quality Control
Commercial &
Credit Control
Production
Production Planning &
Control
Stocks
Purchases
Marketing Services
Accounts and
Administration
Human Resources
Commercial Sales
Division
Municipal Sales
Division
Large System Division
Railway Sales Division
25. Operations group consists of following departments ::
1. PPC- Production Planning Control. It is based on :
• Forecasting
• Sales order
• Market research.
The PPC gives the order of acceptance to other departments.It also issues the bills of material as per the
order placed. Sometimes chessiss is given by customers itself. They maintain a comparative std. of order.
2. Purchase & Provisioning - INDENT: PPC gives authority to purchase department to purchase the order.
3. Stores & Logistics- - This section is to receive, store,retrieve, issue & dispose 0ff the material. For issuing
any material a requisition is given by PPC to inform them to issue the materials to production departments
4. Production
5. Quality control- If the GRN is ok then it is transferred to GRI else for repairs to rectification given back to
vendors.
Pre dispatch Inspection is done to check that the product is as per requirement of customer, before the
delivery. Finally an I-note is given for dispatches. The co. uses SQC & SPC technique for inspection.
The company has 28 offices all across India & several readers in market who help in studying the market trend . They
also contact customers, know their demands, collect the data & thus help in planning the production.
Their customers are:
1. Municipal corporations
2. Private constructor
3. Service provider
4. Big industrial units
5. Small village panchayats etc.
6. Recently railways are also added- For the cleaning of coaches & tracks
7. Defense is also added recently.
26. --
I<A.J;1 A.VIDA. ENVIRO ENGINEERS P"'TI: LT'D-
is committ:ed to uphold i 's philosophy or
'' CLEA.N"ING & 1IIA.INTENANCE with EASE & DIGNI'T'"Y ''
by or£ering contemporary solution to nha.nc
Cus omer Sa.tisra.ction. in Solid & Liquid 1laste
lVlan.ag men.t.
1le vviJJ strive co enable our team members to excel in
their respective areas or specialization. and jointly
participat in ch continual improvem nt or the
company. by hical means.
In doing so vve vvill generate & distribute vvealth both for
our-selves and our team members.
Da t:e: 0 .04.2006
IVIonoglng Dlr.-ctor
KA -AVIDA
ENVIRO ENOIN ERS PVT.LTD. - -
27. THE TENDERING SYSTEM:
The tendering system is a 2 bid system whereby vendors are asked to quote their product specifications & the bid price within
a stipulated time in a sealed envelope. The envelope is then handed to the company.
There are 2 types of tender bids:
1.Technical bid – It consist of features and requirements of the product as proposed by the vendor. During the disclosure
of the bids, the first envelope to be opened is technical bid. The vendors whose technical bid matches with the specifications
as required by the company, only their commercial envelope is opened.
2. Commercial bid- This contains the basic price, taxes, packaging charges, delivery charges as quoted by vendors.
The lowest bidder price is marked as L1, the next as L2 & so on. If the price seems to be higher for the company, it gives the
vendors a chance to revise the amount & also they negotiate on the price.
Finally the tendering process ends with placing the order.
28. VENDOR RATING:
It is done after vendor registration & capacity utilization. It is based on 3 factors:
Quality- the weight given is 60%
Delivery- The weight given is 30%
After sales- The Weight given is 10 %
Other considerations are quantity & price of the of the product. But they are not given preference as their criteria is already
set.
If Vendor Rating is above 70% then the order is placed.
If vendor fails to comply with Vendor Rating two times, his name is strike out from the list. They have to again re-enroll,
repurchase &reorder.
GRN- (goods received note) contains item code, vendor & supplier name, quantity & date of receipt.
Payments module changes as per customer like government orders payment are made after product delivery, private firms
transaction are on 50 % advance basis.
There are mostly contract workers on the shop floor . Permanent workers are not preferred as the orders are mostly periodic
i.e. a peak month & a low month.
The company gets no advantage from government, even no rebates. But due to awareness number of customers are
increasing.
Japanese 5S theory is accepted in the company.
SEIRE-sort unnecessary works
SEITON-be systematic
SEISO-keep work place clean
SEIKETSU-maintain high standard of layout
SHITSUKE-Be disciplined
Custom duty is 30 % on the currency purchase amount of the machine from seller country .
Technology derived from foreign industry.
29. Goals setting is the most important task for any organization. Goals that are set are mostly short term i.e. for 1 year. The
goal setting is a top –down process. It is based on 2 concepts:
• SMART- The goal must be specific, measurable, achievable, relevant & time bound.
• Balance score cards- This covers 4 aspects:
o Finance
o Learning & growth
o Customer
o Internal business process
Goal set should be 5-7 which are further divided into milestones. These milestones have to be achieved within a
quarter or a month. Another way of achieving the goal is by individual inputs combining together to reach the goal. Goal
sheet designed for the co. is as this:
Weightage given to each goal & milestones depicts its importance & priority as per time.
31. Manpower Planning is done at the beginning of each financial year in a board meeting. The planning process is based on the
requirement as per the company’s target & mission. It describes how many employees are needed, at what time are they
needed, when are they needed , what experience they should have , what will be the incurred cost of new hire etc.
NAME OF THE GROUP
DEPARTMENT
TOTAL
NUMBER
POSITION STATUS
BUDGETED SALARY
(per head count)
TOTAL BUDGETED
SALARY
TOTAL NAMES
Dept 1 0
Dept 2 0
Sales 0
Commercial 0
Service 0
FILLED 0
0
VACANT 0
FILLED 0
0
VACANT 0
FILLED 0
0
VACANT 0
FILLED 0
0
VACANT 0
FILLED 0
0
VACANT 0
32. Job Analysis:
Job analysis is the studying & collecting information relating to:
• The activities or tasks & responsibilities of a specific job.
• The skills , knowledge & attitudes required to fulfill these.
• Job analysis is therefore a product of JD & JS.
Job Description :
Its an organized factual statement of the duties & responsibilities of a specific job. It tells us what tasks are to be carried out .It
tells us what tasks are to be done & why. It is the standard of a function & authorized content of the job.
Job Specification :
It determines the maximum acceptable human qualities (skills, knowledge & talent) necessary in order to perform the job well.
It lays down the qualities required based on JD.
Job Evaluation:
It’s the relative worth of two job for setting salary & grade scale.
33.
34. •The company uses 5 sources of recruitment :
1.Advertisement in newspaper-
Preference of newspaper depends upon the place for where the recruitment is needed i.e. national or local newspaper.
2.Job Portals-
The company uses job Portals like naukri.com and it is the only medium used under this category.
3.Recruitment consultants-
There are 2 to 3 groups of recruitment consultants which the company uses as a source for recruitment. The consultant
has to fil a recruitment consultant agreement slip. If the employee recruited through consultants quits after few days of
work in the company then the recruitment firm hires a competent employee ,free of hiring cost, to the company.
4.Employee referrals-
Employee can refer anyone including their family members. Employee requisition form is filled up by the referrer and
submitted to the office to keep the records. Payment benefit for referrer is set as follows:
For Grade A reference Rs. 5,000
For Grade B reference Rs. 10,000
For Grade C reference Rs. 15,000
For Grade D reference Rs. 20,000
For Grade E reference Rs. 25,000
If the referred employee quits after few months of joining the company then the balance amount supposed to be paid to the
referrer is not paid.
5.Campus recruitment-
The company recruits from ITIs & colleges.
6.Internal job postings-
Recruitment through promotions or movement across departments. It gives a change from the monotonous job 7and
increases the versatality & growth of employees.
35. Can di da te ’s As s e s s m e nt Fo rm
KAM-A VIDA ENVIRO E NGINEERS PVT. LTD.
CANDIDATE ASSESSMENT FORM
Form No. F/HR/CAF
Rev. No. 02
Date 01/04/2010
Page 1 of 1
Position : Name of Candidate :
Technical/ Aptitude Test Scores (if applicable) :
Please rate as per the given scale: (1 = Low 5 = High). Also fill up the comments section corresponding to your rating.
Rating Factor 1 2 3 4 5 Comments
Personality & Self Confidence (Appearance,
Self-Presentation, Energy, Enthusiasm)
Interest in Position (Ask why is s/he looking
for a change, what is important to him in a job-
e.g. challenges, money, relationships,
accomplishments etc & why)
Relevant Education & Training
Relevant Experience
Relevant Job Knowledge (Ask questions on
how did he go about doing certain things/how
will he handle particular work/assignment
Attitude & Maturity (How has he handled
difficult situations/people in the past, Is he
optimistic yet realistic, Is he aware of his
strengths/limitations)
Motivation (What drives him, what are his
interests, where does he spends max time,
how has he handled failures in the past, how
does he prioritizes or makes choices)
Problem Solving / Decision Making (Give
him a real-life problem to see his ability to
think analytically, generate & evaluate
alternatives before making a decision)
Working Relationships (How will people who
know him well describe him, what does he
look for in a boss, subordinate, colleague)
Communication – I (English-Fluency &
grammar, Ability to clearly express ideas,
Listen & Comprehend)
Overall Evaluation & Recommendation
(3 things- Can he do the job, Will he do the
job, Will he fit the KAEE culture)
(If the candidate is referred by any present employee of KAEE – Name Desig./Dept. )
Present Annual Salary - Fixed………………….+ Variable………………. Expected Salary - ……………….
Please Offer Please Hold Not Suitable
Interviewer’s Name & Signature Date
36. Employee Referral Form
Guidelines *
1. To refer a potential employee, please complete this form and return it, along with a copy of the
prospective candidate’s resume, to the Human Resource department.
2. If the candidate you refer is hired, you will receive a referral award equal to One Month Basic/Gross
Salary (depending upon the grade) of the candidate.
3. Employees involved in the hiring decision for a particular position are not eligible for referral awards
for that position.
Employee Information
Name Contact Number
Department Date
Candidate Information
Name
E-Mail Address Contact Number
Position and Department Referred For
For Human Resources Use Only
Date Received Interviewed
Date of Joining Comments
Name Signature
For Accounts Use Only
Date of Completion of One Month Date of Completion of One year
Award Date 1 Amount 1
Award Date 2 Amount 2
Name Signature
* FOR MORE DETAILS, CONTACT HR
37. Recruitment Process
As said earlier recruitment start with manpower planning . Then a personnel requisition form is sent to Human Resource
Manager in case of vacancies and requirements of additional manpower.
At times vacancies need not be filled as the job of the vacant position may not be of such extent that an extra person has to
handle. So it is merged under some other positions. The process is called job enlargement i.e. increasing the task with more or
less the same level of responsibility.
After recruitment ends the candidates are shortlisted, interviewed & selected.
Selection criteria includes a psychometric test called Predictive Index test.
The Predictive Index
Predictive index has two measurable factors :
1. The attributes that one thinks others expect from them.
2. The attributes that one thinks he or she actually has.
Then this test is gives the result of a person’s behaviour and the qualities of the person best fit for different positions in the
company. A competent person then reads and analyze the result which is then used for recruitment of the employee. This test is
80% - 90% reliable in most of the cases.
This test is useful for both recruitment and hiring processes.
Candidate assessment form is used for interviewing the candidates and ranking them on the basis of different parameters.
Candidates reference check form is used for checking the background details of the employee, such as his academic records,
past records, past performance in previous jobs. Integrated Information Services Pvt. Ltd. is the agency used for undertaking
employee referral check.
Candidate’s reference check is done either before the joining of the employee or after the joining on the condition that if the
results are found negative they may have to quit.
Probing is a technique used while interviewing the candidates. In this process questions are asked on the information filled in
the form to make out the truth of the skills and knowledge actually possessed by the candidates.
39. Induction
After the selection undergo the Induction process which is normally 3-4 days & 7-8 days for sales employees. Induction is
conducted by internal employee itself.
The company follows the concept of SMBO(sales management by objective) by Mercury Goldman since it established.
JOINING FORMALITIES OF INDUCTION PROGRAM:
FILLING OF FORMS
Personal Information Form
PF Form
Gratuity Form
Axis Bank account opening Form (2 photographs, address and ID proof)
SUBMISSION OF
Relieving letter from last employer
Latest Salary slip
Educational certificates
Previous employment experience letters
40. • Market platform: The whole universe is considered as a platform to
find the prospective customers.In this process one learns how to
identify the customers.
• Working platform: This process starts from the efficiency &
effectiveness of the meeting with customer with the perspective of
business agenda. the rating given is less than or more than 7/10.
• Buying platform: This phase assures that customer has accepted our
deal. some negotiation process is done after which the order is placed.
41. Performance management system is a 3 step process:
Goal setting: Before each financial year in the month of
february goals are set for the next financial year.
Middle appraisal: It is set during september. This process is
mostly for employee feedback not necessarily for increment.
Final appraisal: This is done in march for both feedback of
employee & the respective increment.
42. Performance appraisal is a bottom up approach.
Performance rating is done on a scale of 1-5 where 1 is the least rating & 5 is the highest. The rating goes as:
5- consistently exceeds the target.
4- sometimes exceeds the target.
3- consistently meets the target.
2- meets the target at times.
1- Never meets the target.
The method of normalization is used for appraisal which states 25 % of the employee in the organization gets a rank of
1 &2 , 50% can only get a rank of 3 & the remaining 255 can only get a rank of 4 & 5. This is shown by the bell shaped
graph:
Normalization graph (Bell shaped)
60
50
40
30
Y-Values
20
10
0
0 1 2 3 4 5 6
43. Based on the rating of employees in PMS, they are given increments as:
44. 2
2
2
2
2
2
2
1.85
4
1
1
2.54
4
1.11
Some Definitions:
Goals 2010-11
Key Result Area - an Aspect or Particular Area of business -Could be a Business Function (Marketing, Sales, Engg,
Purchase etc) or a Business Process (Knowledge Mgmt, Communication, Outsourcing etc)
Goal- A specific action with a measurement (measurement can be quality, cost, time, quantity etc)
Milestone - A specific step that supports the achievement of the broader goal. Helps to assess progress in the interim.
Weightage -Proportion of overall time/effort to be spent on this goal. Total weightage of all goals should equal 100%
KEY RESULT WEIGHTAGE OF
SELF RATING
SELF RATING
APPRAISER'S
RATING OF
APPRAISER'S
SL. NO.
AREA
GOALS (WITH MEASUREMENT) MILESTONES (WITH TIMELINES) WEIGHTAGE
EACH MILESTONE
OF EACH
MILESTONE
OF THE GOAL EACH
MILESTONE
RATING OF
THE GOAL
1 KRA 1 GOAL 1
MILESTONE 1-1
MILESTONE 1-2
MILESTONE 1-3
MILESTONE 1-4
15%
15% 2 2
15% 2 2
10% 2 2
50% 5 4
MILESTONE 1-5 10% 2 3.5 3 3.1
2 KRA 2 GOAL 2
MILESTONE 2-1
MILESTONE 2-2
MILESTONE 2-3
MILESTONE 2-4
MILESTONE 2-5
20%
20% 1
20% 1
20% 1
20% 1
20% 1 1
3 KRA 3 GOAL 3
MILESTONE 3-1
MILESTONE 3-2
MILESTONE 3-3
MILESTONE 3-4
MILESTONE 3-5
20%
80% 1
5%
5%
5% 4
5% 1 1.05
4 KRA 4 GOAL 4
MILESTONE 4-1
MILESTONE 4-2
MILESTONE 4-3
MILESTONE 4-4
MILESTONE 4-5
10%
10% 4
10%
10%
10%
60% 1 1
5 KRA 5 GOAL 5
MILESTONE 5-1
MILESTONE 5-2
MILESTONE 5-3
MILESTONE 5-4
20%
10% 1 5
20% 1 1
30% 4 4
10% 1 2
MILESTONE 5-5 25% 5 2.85 5 3.35
6 KRA 6 GOAL 6
MILESTONE 6-1
MILESTONE 6-2
MILESTONE 6-3
MILESTONE 6-4
MILESTONE 6-5
15%
20% 1
20% 1
20% 1
10% 1
30% 1 1
7 KRA 7 GOAL 7
MILESTONE 7-1
MILESTONE 7-2
MILESTONE 7-3
MILESTONE 7-4
20%
10% 5
20% 1
30% 4
10% 2
MILESTONE 7-5 25% 0 5 3.35
1.8 3.0
SELF RATING APPRAISER'S R
47. •Training is given to new candidates joining the company for giving them the skill necessary
to do the job or to the existing candidates after their performance appraisal to bridge the gap
between their performance and actual performance. Training program in the company is
divided into 3 parts
There is a proper maintainance of various documents like:
•Employee training record
•Trainee attendance record
•Trainee feedback form- submitted by trainee to HR giving his opinion about the training
session on
the scale of excellent, Very good, good, satisfactory & poor.
•Trainer can be internal or external.
48.
49.
50. EMPLOYEE ENGAGEMENT PROGRAM
DATE EVENT
25TH
JANUARY THANKS GIVING DAYAND FAMILY GET-
TOGETHER
30TH
APRIL SEVA DAY
(clean roads for half a day, lunch and then
disperse)
14th
AUGUST INDOOR GAMES, TEA AND LUNCH
1ST
OCTOBER PICNICS
51. HIGHER EDUCATION POLICY:
Objectives :
The objectives of this policy are to:
•Increase competence of individual employees by assisting them to upgrade themselves through higher education
•Assist employees to meet their professional & career aspirations
•Have professionally qualified manpower, multi-skilled persons who could be deployed across various functions.
Scope:
The policy is applicable to all confirmed employees of KAEE.
Grade of Employee
Maximum Financial assistance
/Contribution by the company (in Rs.)
D,E 75,000/-
C 40,000/-
A,B 20,000/-
52.
53. Policy :
•Kam-Avida will provide financial assistance to employees who want to enroll themselves in higher education courses to
increase their knowledge and skills relevant to their current or future role in the organization.
•Higher education for the purpose of this policy means any course offered by a recognized & accredited University or
Professional Institution in India or abroad
Eligibility:
•The company will provide financial assistance to the extent of paying up to 70% of the course fee. Course fee here imply
admission & tuition fee. Any other expenses including books, library membership, travelling, lodging, boarding etc has to be
borne by the candidate unless specifically approved by the MD & HR.
•Employee should have completed continuous 2 years of service in KAEE as an employee on company's payroll on the date of
applying for the assistance.
•The course should be relevant to the current or future role of the employee in KAEE. This will be jointly determined by the
MD, HR & HoG of the employee.
•The employee should have got a minimum performance rating of "3" for the preceding two continuous years.
•In a financial year, maximum five employees can apply for this benefit on a first come-first serve basis. Further, maximum
overall financial assistance provided by the company in a financial year will be Rs.2 lakh on a first come first serve basis. In the
likelihood of more than five applications received together or applications for more than Rs.2 lakhs of financial assistance
received together, the prioritization will be done on the basis of organization's need, employee performance, tenure and other
parameters as deemed fit by the organization.
•In the condition of employee leaving KAEE within two years from the date of completion of course, s/he has to refund the
expenses incurred by the company.
•In the condition of employee failing to complete the course in first attempt, s/he has to refund the expenses incurred by the
company.
•The following guidelines will be applicable to the policy:
54. Methodology:
•The employee has to apply for the assistance in a prescribed form to HR and get the necessary approval from
MD, HR & HOG of his/her group.
•The financial assistance amount could be paid in following ways as per the discretion of the company:
•The employee receives company's contribution amount on successful completion of the course.
•The company pays its contribution directly to the institute upfront or in EMIs as per the requirement and
discretion of the company.
•Any other means found suitable and approved by the MD & HR.
SUPER ANNUATION SCHEME:
This is to inform all of you that we are re-instating the Company's Group Superannuation Scheme with
LIC from the current financial year.
Following are the details of the scheme. :
Eligibility:
The employees of Kam-Avida who have completed 5 and above year services as on 1st March 2010 are
eligible for the above scheme.
Contribution payable:
The contribution payable as under :
Employee's Contribution : 5% of Basic Salary.
Employer's Contribution : 5% of Basic Salary.
The Scheme is optional. If any employee doesnot wish to contribute as above, company will not pay employer's
contribution and the employee will not be a member of the scheme. If the employee becomes member then
payment of Employee's contribution is mandatory for the above coverage & will be recovered from salary.
55. There are 2 types of employees in the company:
1. Permanent employee
2. Contract workers
Compliance with The Factories Act,1948
Health:
Cleanliness: According to section 11 of Factories Act,1948, the shop floor was well maintained, neat & clean. The floor
was dry & the walls and roofs were neatly painted.
Disposable waste and effluents: As per section 12 there was a proper drainage system at the back of the shop floor.
Ventilation & Temperature: As per section 13 there were ventilations & 4 entrances on the shop floor. Though
temperature was a bit high but it was due the manufacturing activities which could not be reduced.
Personal Protective Equipment given by company to the employees to protect them from any dust or fumes.
No overcrowding as there are 2 shifts of workers coming on the shop floor.
Proper lighting & Proper facility of drinking water and rest rooms. The company uses aquaguard for pure water.
Safety:
PPE’s are provided to each employee on the shop floor. The officer ensures that the workers put on there PPE’s while
on work. There were no child or women workers. An average worker group in male was of age 35.
Fire extinguishers were present on the walls, there were 4 to5 in numbers.
.
57. Welfare:
Employee welfare was given due consideration. First aid boxes was also maintained. Shelters and restrooms are already
provided.
There is a contribution for labor welfare fund once in each month.
Working Hours for adults:
Normally the working hour is from 8:00 A.M. to 4:30 P.M. for first shift and 12:30 P.M. to 9:00 P.M. for second shift . Any extra
work taken from the employee is considered as overtime and is paid as such double the basic wages.
There is annual medical check ups of the employee by a certified doctor.
Blood donation camps are also set up for employee welfare.
58. Annual leave with wages:
There are 30 paid annual paid leaves and total 10 holidays. Wages paid during the leave is the average daily wages of
the employee.
Safety and occupational health survey:
There is a regular inspection of employee’s health by the director general and head of the factory and proper medical
help is also given if needed.
The Employees’ Provident Funds and Miscellaneous Act Compliance
According to The EPF Act,1952 a separate P.F. account is maintained for each employee who has completed his/her
10 years of service in the company. Pensionable Salary is the salary of the individual .
The Payment of Wages Act compliance
According to The Payment of Wages Act,1936 the company finishes the payment of both permanent and temporary
employees by 7th of each month.
The Equal Remuneration Act compliance
As per The Equal Remuneration Act,1976 there is equal oppurtunity given to both male and female while recruiting
permanent or office employee but as it is a manufacturing heavy industry therefore male workers are preferred for shop
floor activities.
Equal pay for same job is given to employees irrespective of their gender. Promotions and appraisals are based merely
on performance not on gender or preference.
59. The Payment of Bonus Act compliance
As per The Payment of Bonus Act,1965 a factory has to pay an statutory bonus of 8.33% of the average wage to all its employees.
In KAM AVIDA the employee count is 128 so it pays a statutory bonus of 8.33% . As this act is applicable to only those employees
drawing basic wages less than Rs.10,000 therefore the basic wages of each employee is maintained upto 10,000 and the excess
part of salary is treated as additional benefits.
The E m pl oyees’ S tate I nsurance Act com pl i ance
As per the ESI Act, 1948 the company has a life insurance coverage of each of its employee in coordination with Bajaj Allianz. The
company provide the medical facility and hospitalization under this Act in coordination of the nearby hospital. Maternity leaves given
under this Act to all the female employees is of 12 weeks i.e. 6 weeks prenatal and 6 weeks post natal. In case of complications
arising out of pregnancy 1 month extra leave is given.
The E m pl oyees’ Com pensati on Act com
pl i ance
As per the Employee Compensation Act, 1923 the company pays due compensation to the employees in case of any injury arising
due to accident in the course of or out of employment activities. Also there was many cases as stated by Mr. Yogesh Bhangale
where he personally got involved for the care of the injured employee till he recovered.
Unions:
There is no union in the company as the workers don’t find any necessity of its existence as the workers are happy
and contented.
Industrial relations:
Industrial relations are peaceful, harmonious and healthy. There have been no strikes, lock-outs, gheraos,
tools down, go slow etc.
60. Other Laws Implemented in the company
• The Contract Labor (Regulation & Abolition) Act ,1970
• The Maternity Benefit Act,1961
• Minimum Wages Act,1948
• Exchange Employment Act , 1960
• Air (Prevention) & control of Pollution Act,1981
• Payment of Welfare fund
61. KAM AVIDA enviro engineers is an organisation of focussed & toiling
employees who help in maintaining the environment neat & clean with ease.
The company follows all the Laws & the appropriate HR practices. We were
glad to observe all th practical implication of labor laws in the company & at
the same time it was great ti know that the company is running so smoothly
for years without any union or IR issues.
