MRF is an Indian tire manufacturing company headquartered in Chennai. It is the largest tire manufacturer in India and 14th largest globally. The company was established in 1949 and began manufacturing tires in 1961. It produces various rubber products including tires, tubes, belts and toys. MRF has over 16,000 employees across multiple manufacturing plants in India. The presentation discussed MRF's vision, mission, HR strategies and objectives to recruit and develop a skilled workforce to meet business needs. Gap analysis and strategies were provided to address current and future skill requirements across locations.
MRF Tyres Strategy Analysis
The company, MRF Ltd., originally started as a small manufacturing unit of balloons, latex cast squeaking toys and industrial gloves.
A young entrepreneur, K. M. Mammen Mappillai, opened a small toy balloon manufacturing unit in a shed at Tiruvottiyur, Madras (now Chennai).
The company established its first office in 1949 at Chennai
It began the manufacturing of tyres in 1961.
MRF Tyres Strategy Analysis
The company, MRF Ltd., originally started as a small manufacturing unit of balloons, latex cast squeaking toys and industrial gloves.
A young entrepreneur, K. M. Mammen Mappillai, opened a small toy balloon manufacturing unit in a shed at Tiruvottiyur, Madras (now Chennai).
The company established its first office in 1949 at Chennai
It began the manufacturing of tyres in 1961.
SECTOR INFORMATION
PORTER FIVE FORCES MODEL
COMPANY INFORMATION
PRODUCTS/ SERVICES OF MRF
SWOT ANALYSIS
COMPETITORS, STP
MARKETING MIX
DISTRIBUTION CHANNELS
DIGITAL MARKETING CAMPAIGN
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
SECTOR INFORMATION
PORTER FIVE FORCES MODEL
COMPANY INFORMATION
PRODUCTS/ SERVICES OF MRF
SWOT ANALYSIS
COMPETITORS, STP
MARKETING MIX
DISTRIBUTION CHANNELS
DIGITAL MARKETING CAMPAIGN
HR POLICIES AND PRACTICES OF TATA MOTORS Shree Ganesh
The presentation is about the HR policies and practices of Tata Motors.
Tata Group believes that people are their greatest asset and they adopt best practices to ensure healthy employee relations, employee growth, and development as well as work satisfaction.
Human Resource Management and Human Resource DevelopmentZeeshan Azam
This presentation has been made in collaboration with other fellows to make the role of HRM and HRD along with the training & Development role in the organizations.
Recruitment Process of Marketing ExecutiveAyesha Arshad
Marketing Executive Recruitment Process including
1. Job Title
2. Job Description
3. Develop an Ad
4. Develop an Application Form
5. Recruitment Source
6. Screening of Applications (specify Preferences)
7. Select the method of interview
8. Qualification of Panel members
9. Design 10 Questions for Interview
10. Salary Package for the new employees
11. Method of Training For New Employees
12. Job evaluation method
13. Tool use for appraisal
KGWI 2014 What Talent Wants - Natural ResourcesKelly Services
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Natural Resources want.
Here is an overview of the most important elements which make a difference at “Top Companies for Leaders.”
Strategy - There is a clear link between the strategy of the company and the strategy of leadership development. Successful organizations closely examine which talent programs are needed and which interventions are necessary to realize their company strategy.
Involvement - The responsibility of talent development lies at the top of the organization, and top management is also actively involved in the development of future management. The top managers themselves are frequently active as mentors, coaches or trainers, and frequently share their experiences and insights. Often the CEO plays a prominent, active role in training or action learning, i.e., using high potentials coupled with experienced leaders on essential questions. Also, CEO’s are involved in the programs by means of internal communication.
Talent Pipeline – Talent development is considered as a “mission-critical” company process. The best performing companies see the filling of the talent pipeline organization-wide as a necessity. They use sharp definitions of talent (high potentials), measurable criteria and a rigorous process for to determine who belongs in the talent pool and who does not. The outcomes of this are measured with KPIs.
Ongoing Processes – The Top Companies for Leaders have incorporated management development in their business cycles. The companies think about ongoing, recurring development processes instead of one-time initiatives. Talent management has a high priority in these organizations. Much attention is given to identifying high potentials, determination of specific career paths for these high potentials, coaching and their active contribution to training and development programs. High potentials are assisted in their development by means of training, e-learning, coaching and job rotation, as well as action learning. Thanks to this approach, leadership and company development evolve continuously together.
Behavior – In these Top Companies, leaders are significantly more aware of which behavior is expected of them. This also becomes apparent in all aspects of the organization: performance management (leaders are rewarded for the degree desired behaviors are demonstrated), promotion decisions (people are only promoted when the desired behaviors are shown), recruitment and selection (leadership behavior is an essential selection criterion) and communication from the top of the organization.
Critical Objective - High potential talent is considered as a strategic advantage and the development of this talent is and the development of a robust talent pipeline is considered a critical objective for the organization’s top management.
Leadership Programs – Only leadership programs with high added value for talent development are organized.
Optimise and benchmark your L&D interventions from 22-25th March @ Address Ho...Renuka Bhardwaj
Join Learning and Talent Development thought leaders at the forum with expert insights including:
• Linda Sharkey, Founding Member, The Marshall Goldsmith Group presenting a keynote address on how to attract and retain the best and brightest with a winning talent proposition.
• Waleed El Helw, Director, Human Resources, The Coca Cola Company on how to successfully engage business leadership with learning and development
• Brendan Noonan, Senior Vice President, Learning & Development, Emirates Airlines sharing a case-study on strategies on justifying the existence of learning and development
• Wissam Hachem, Vice President, Learning & Development, Etihad Airways discussing how to manage the shift from blended learning to experiential learning
2. 2
It is an Indian
multinational
company and the largest
manufacturer of tyres
in India. The fourteenth
largest manufacturer in
the world.
It is headquartered
in Chennai.
The company
manufactures rubber
products
including tyres, treads,
tubes and conveyor
belts, paints and toys.
MRF also runs the MRF
Peace Foundation,
Chennai and MRF
Challenge in motorsport.
3. 3
The company MRF ltd. Originally started as a small
manufacturing unit of balloons, latex squeaking toys and
industrial gloves.
The company was established in the year 1949 in Chennai.
A young entrepreneur, K.M Mammen Mappillai, opened a
small toy balloon manufacturing unit in Chennai.
It began its manufacturing of tyre in the year 1961.
In 1961 the Madras Rubber Factory Pvt. Ltd company is converted to Public Company
4. 4
VISSION
• To emerge as pre-eminent global players in the field of polymers and make
INDIA a global super power in terms of technology and life.
MISSION
• Zero defect, zero break down, zero accidents, zero pollution, and there by zero
losses with their new performance standards.
TAG LINE
MRF Industries : The choice of champions
MRF Tyres : The with muscles
5. 5
HUMAN RESOURCE DEPARTMENT
HR VISSION
To be amongst top best employers in India”
HR MISSION
To contribute to Short Term and Long Term Business Results by
aligning our HR initiatives.
Facilitating each one of us to deliver 125% (and more) of our
capacity and capability.
An Enabling Climate for attracting, retaining and nurturing Talent
contributing to Organizational Excellence with an innovative
mindset.
6. 6
HRM
MRF from the recently past it have started following the
method of “Culture of Learning” in the organization.
Where it starts from the very first day of life in the
organization where he/she starts learning things.
This lead to the career enrichment of each of the
employees.
The Department have ensured that its not just a job rather it
is future shaping experience for each of its employees.
Core Values
Caring for people
Integrity including intellectual honesty, openness, fairness and trust
Commitment to excellence
Number of employees : 16274 (as per 2018)
7. 7
HR STRATEGIES
Being a multinational company, MRF follow a simple HR strategy.. ie..,
1. EDUCATE –
The vital part of the company and its success is played by
educating the employees about the company, its production, function and
all other activities.
2. TRAIN –
According to the objective of the company, the company trains
its newly hired employees as well as train the existing employees for
development.
3. EMPOWER –
Gives employees a certain degree of autonomy and
responsibility for decision-making regarding their specific organizational
tasks.
4) REWARD –
Encourage the employees to work by providing proper reward
system.
This is what plays a key role in the satisfying the employees leading to effective
functioning and success of the company.
8. 8
HR OBJECTIVES
Ensure human
resources are
employed
cost-
effectively
Make effective
use of
workforce
potential
Match the
workforce to the
business needs
Maintain good
employer /
employee
relations
9. 9
Objectives Higher level Middle level Lower level
Ensure human
resources are employed
cost-effectively
Pay rates should be
competitive but not
excessive
• Achieve acceptable staff
utilisation
• Minimise staff turnover
Measure returns on
investment in training
Make effective use of
workforce potential
Avoid too many under-
utilized or over-stretched
staff
Ensure jobs are suitable and
achievable workloads
Make best use of employees
skills
Match the workforce to the
business needs
Workforce planning to
ensure business has the right
number of staff in the right
locations with the right skills
Consider outsourcing
activities that can be done
better and more cost-
effectively by external
suppliers
Training programs to cover
skills gaps or respond to
changes in technology,
processes & market
Maintain good employer /
employee relations
Sensitive handling or
potential problems with
employees.
e.g. dismissal
Timely and honest
communication with
employees and their
representatives
Avoid unnecessary and
costly industrial disputes
CAPABLITY PERFORMANCE MATRIX
10. 10
BUSINESS EFFICACY TABLE
OBJECTIVES
To ensure customer
satisfaction
Social and public
responsibility
To optimize
productivity
To make your
employees happy.
STRENGTHS WEAKNESSES
OPPORTUNITIES THREATS
Company has remained in no.1 position in
Indian tyre industry.
very strong and developed distribution
network.
Good export market.
Strong financial position
enjoys strong brand equity
and loyalty of customers.
Intense competition due to presence of
other global brands.
Volatility in industrial relations
Emerging markets and growth of
automobile industry.
More tie-ups with Automobile
companies as it’s mainly into B2B
market.
Price wars
Stiff competition from national
and international brands
Cheaper technologies
Introduction of other transport facilities like
metro, monorails and local trains.
Government Policies
11. 11
WORK FORCE DEMAND AND SUPPLY
FORECAST
New Location: UAE (United Arab Emirates)
: which includes
Dhabi, Ajman, Fujairah, Sharjah, Dubai,
Ras al-Khaimah and Umm al-Qaiwain
RECRUITMENT CHANNELS
Internal recruitment channel
External recruitment channel
Employee referrals
Advertising
Private placement agencies & professional search
firms
Educational institutions &professional associates
International recruitment
GAP CLOSING STRTEGY
Existing employees : 16274
Required Employees : 17174
Shortage : 900
Employees recruited : 500
from UAE
12. 12
Desired manpower KSA
include
Planning
Digital Communication
Critical Thinking
Initiator
Adaptability
Situation Management Skill
Interpersonal Skills
Reasoning Skills
Team Player
Delegation
Data Interpretation
Gap Analysis
Digital Communication
Critical Thinking
Initiator
Situation Management Skill
Data Interpretation
Reasoning Skills
Actual manpower KSA
include
Planning
Communication
Problem Solving Skill
Motivator
Adaptability
Emotional Skills
Interpersonal Skill
Decision Making Skill
Team Player
Delegation
Data analysis
GAP CLOSING STRTEGY
13. 13
HOW TO SOLVE THE SKILL GAP?
Opportunities to learn, practice and perform
Revised and realistic expectations
Delegation of challenging assignments
Special projects
Job change (Responsibilities)
Coaching and feedback on specific skills
Mentoring
Sharing of knowledge and experience
Observing and joining with competent associates
Training on essential skills and competence