Hr policies

www.projects.alinfosolutions.in
SHRI MATA VAISHNO DEVI UNIVERSITY
Summer internship project Report
On
“HR POLICIES”
BY
Deepali Gujral
2013MBA15
Under the supervision of
Mr. Anant Kumar
Director of AL Info. Solutions pvt Ltd.
In the partial fulfilment of the requirements of the Degree of
Master of Business Administration
At
SCHOOL OF BUSINESS
SHRI MATA VAISHNO DEVI UNIVERSITY
Karkyal, Katra

PREFACE
An undertaking of work life - this is never an outcome of a single person; rather it bears the
imprints of a number of people who directly or indirectly helped me in completing the present
study. I would be failing in my duties if I don't say a word of thanks to all those who made my
training period educative and pleasurable one. I am thankful to Mr. Anant Kumar, Director of
the company, for giving me an opportunity to do summer training in the company.
Analysing is the vital part in a MBA course, both as a link between theory and actual practices as
well as an opportunity for hands on experience in corporate environment. After having undergone
the practical training at “ AL INFO SOLUTIONS PVT. LTD. ” I have been able to understand
the importance and necessity of obtaining a professional degree in management. The working of
various organizations is captured over here which correlates with one another as it further adds to
the vastness of my study.
Here, my attempt is to cover all organisational activities and related facts so as to have better
control over my primary subject of the study. The increased significance of understanding pivot
for modern researches. Dynamic behaviour of the human resource shows a great complexity to be
overcome by researches and there is vast scope left to be undergone.
Thanking you
Deepali Gujral

DECLARATION
I declare
(a)That the work presented for assessment in this Summer Internship Report is my own, that it has
not previously been presented for another assessment and that my debts (for words, data,
arguments and ideas) have been appropriately acknowledged.
(b)That the work conforms to the guidelines for presentation and style set out in the relevant
documentation. The information given in this project is true to the best of my knowledge.
DEEPALI GUJRAL

HUMAN RESOURCE POLICIES
HIRE TO RETIRE
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BANKING COMPANIES
Banking in India in the modern sense originated in the last decades of the 18th century. The first banks were
Bank of Hindustan (1770-1829) and The General Bank of India, established 1786 and since defunct.
Banking in India was generally fairly mature in terms of supply, product range and reach-even though reach in
rural
India and to the poor still remains a challenge.
State Bank of India (SBI) is a multinational banking and financial services company based in India. It is a
government owned corporation with its headquarters in Mumbai, Maharashtra. As of December 2013, it had assets
of US$388 billion and 17,000 branches, including 190 foreign offices, making it the largest banking and financial
services company in India by assets.
HR Policy of State Bank of India
a. Draft Reward and Recognition Policy
The Company is committed to providing a work environment that promotes, recognises and rewards performance
excellence. The purpose of this policy is to provide an open and transparent mechanism for rewarding and
formally recognising performance excellence for all fixed-term and casual staff employed at the Company
continuously for more than twelve months.
The Company recognises that its future success continues to depend upon the capacity of our staff and is
committed to supporting the Company‟s Performance review process with a fair and equitable reward and
recognition system. The Company aims to create a climate for performance excellence at every level for
individual and team performance. The Company also recognises the need for supervisors and employees to discuss
and negotiate possible reward mechanisms both when planning performance expectations and during the
performance review as part of the process.
This policy provides a guide for supervisors to objectively and fairly make decisions about appropriately
rewarding performance excellence. The Policy also acknowledges that employee performance is often dependent
on team efforts and the ability of an individual to operate effectively as part of a group and as a member of the
wider Company community. This policy provides access to rewards where there is a consistent standard of
performance in both meeting/exceeding performance objectives and across the areas of professional competence
(i.e. Quality Service, Working Relationships, Professionalism and Leadership).

Any costs associated with the Reward and Recognition policy are to be met from the Company operating budget.
It is the responsibility of supervisors to ensure that recognition rewards are only awarded to those staff who
clearly and consistently exceed expectations, have undertaken all work activities beyond the level required,
exceeded Performance Objectives as agreed by management and shown strength in all areas of professional
competence at their current level of classification.
When awarding recognition rewards the supervisor must consider the collective contributions of other employees
who may have facilitated the achievement of an employee‟s standard of performance. In recognising such
contributions consideration should be given as to whether it is necessary to extend an award allocation to other
employees in the work area.
The employee must be provided opportunity to respond and provide feedback to any recognition reward
recommendation including an opportunity to decline recognition or to request recognition of the greater team.
Staffs that clearly and consistently exceed performance expectations can be rewarded through:
 The provision of additional staff;
 Provision of additional professional development funds for conferences, professional memberships and
related travel costs;
 Nomination for organisation awards;
 Presentation of in-house and other awards and/or letter of appreciation;
 Opportunity to participate in career development processes such as:
o Leadership development programs;
o Accelerated Progression; or
o Access to higher duties opportunities that enhance the employee‟s career development.
The Company can provide a range of awards for the purpose of recognising outstanding contributions of staff in
their specific roles. To be eligible for an award, a staff member must have attained an excellent or exceptional
standard of performance.
Should a staff member believe that the Reward and Recognition process has not been applied appropriately, they
should refer to the Grievance Resolution Procedures.
2. Workers injury policy
Injury Report Form
HRD/FRM
– 068
Person Submitting Details ( Please print in
Black letters )
Name Position Title Alfaal Id No
Date of Submission Date of Incident Time of Incident

/ / / /
Brief Description about
Incident
Details Of The Employee
Employee's Name:
Position
Title
Employee ID No.
Name of Project:
Location of
Incident
Age Of Employee
Recommendation From the
Doctor:
Name & Signature of In
Charge: Date: / /
HRD Comments:
Date of Joining : /
/

Signature:
GM Comments:
Signature:
CSR:

HDFC Bank Limited was incorporated in August 1994. It was promoted by Housing Development Finance
Corporation Limited (HDFC), India's largest housing finance company. It was among the first companies to
receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector. The
Bank started operations as a scheduled commercial bank in January 1995 under the RBI's liberalization policies.
On 26 February 2000, Times Bank Limited owned by The Times Group (Bennett, Coleman & Co.) was merged
with HDFC Bank Ltd. This was the first merger of two private banks in India. Shareholders of Times Bank
received 1 share of HDFC Bank for every 5.75 shares of Times Bank.
On 23 May 2008, HDFC Bank acquired Centurion Bank of Punjab taking its total branches to more than 1,000.
The amalgamated bank emerged with a base of about Rs.1, 22,000 crore and net advances of about Rs.89,000
crore. The balance sheet size of the combined entity is more than Rs.1,63,000 crore.
HR Policy of HDFC Bank:
1. POLICY STATEMENT
We believe that our employees are our most valuable asset. We make an effort to develop the abilities and
productivity of our staff. We encourage a work culture, foster relationship with them at every level in the
organization and make them to express their views and share their ideas to bring about improvements in the
organization towards the achievement of the common goal described in our vision and mission statements.
Our employees take pride in their work as they are given due respect, and by being empathetic and sensitive to
each others needs. We could make every endeavour to foster a productive culture through out the Bank.
The Bank is a team–focused organization that is characterized by:
Collaborative relationships;
Approachable and open communications;
Courteous, efficient and effective services; and
Flexibility and fairness
2. PURPOSE
The purpose of this policy is to ensure that the human resources values framework incorporates four key
principles, which are;

2.1 Communication
Bank‟s Management and staff will promote an environment where the principles of open communication will be
upheld. For the purpose of this policy, open communication encapsulates the idea of;
 Mutual recognition and respect at all levels;
 Freedom to express one‟s views and a commitment to resolving any interpersonal conflict;
 Promotion and development of two way communication incorporating constructive feedback;
 Appropriate dissemination of information.
2.2 Opportunity
Bank‟s management and staff will promote a work environment that provides opportunity for;
 Improved work practices;
 Support of individuals in pursuit of personal and career growth and
 Encouragement of self development by recognizing and using individual strengths.
2.3 Innovation
Bank‟s management and staff will promote an environment to encourage initiative leading to Flexibility and
growth. This philosophy will facilitate improved work practices, which meet organizational needs through the
challenging of preconceived ideas.
2.4 Individual
Bank‟s management and staff acknowledge the importance of each individual‟s contribution to the work of the
Bank by recognizing their qualities, strengths and abilities and sharing these across the Bank.
3. ROLES AND RESPONSIBILITIES
3.1 Board of Directors
Board will endeavour to provide;
 Direction and support to management and staff to attract, retain ,motivate and develop
quality staff in order to achieve the Bank‟s goals;
 Assistance to management and staff to focus on the performance and productivity of
individuals, teams and workgroups whilst meeting the Bank‟s objectives;
 Remuneration under the current contract of employment and other employment conditions
consistent with legislative requirements.
3.2 HR Department

HR Department is responsible for;
 Regular review and development of human resource management practices;
 Periodic review of the work priorities to determine skill requirements needed to meet the Bank‟s strategic plan;
 Determination of an organizational structure that will facilitate and improve teamwork; and
 Appointment and promotion of staff on merit and to ensure that treatment of all employees is fair and equitable.
3.3 Managers
Managers are responsible for;
 Providing development opportunities for staff that relate to performance in order to achieve organizational and
individual needs;
 Agreed performance standards for staff and assistance with the achievement of identified goals;
 Regular review and improve where necessary, human resource structures and processes in
line with Board directions. This will facilitate best practice, work flexibility and the ability to adapt quickly to
changing needs;
 Constructive feedback with an aim to improve work practices and relationships; and
 Establishment and encouragement of team development
3.4 Corporate Management
Corporate Management is responsible for:
 Counselling for career path development to the respective employees.
 Provide necessary guidelines and directions to review and improve the skills of the
employees to the respective Managers.
 Providing coaching to the Managers to enable them to understand the hidden talents of the
employees.
3.5 Board of Directors
Board of Directors is empowered to;
 Provide necessary support to the Corporate Management to train the employees
of the Bank where necessary.
 Provide necessary guidance and directions to the Corporate Management to maintain
effective industrial peace and relations with the Union and other related institutions.
3.6 Employees
Employees are responsible for;
 Incorporation of the principles of this policy into their work practices and to make themselves personally
accountable for implementing the human resource values framework;
 Use of initiative in relation to their own personal development;
 Utilization of their individual strengths in improvement of work practices;
 Achievement of organizational goals through participation in the development plans, policies and procedures;
 Adherence to all policies, procedures, agreed code of conduct and standards; and

 Assistance in the prevention of discrimination and the promotion of equal opportunities when interacting with
other employees.
CSR:
Corporate Social Responsibility for us is about the way we do business. We are committed in integrating the
economic, environmental and social objectives with the Bank's operations and growth in order to engage in
activities that contribute to the social and environmental good.
We have three broad platforms through which we endeavour to build a sustainable business philosophy.
 Environmental
Sustainability
 Social
Responsibility

Punjab National Bank (PNB) is an Indian financial services company based in New Delhi, India. Founded in
1895, the bank has over 5,800 branches and over 6,000 ATMs across 764 cities. It serves over 80 million
customers.
HR policy of Punjab National Bank
GRIEVANCE REDRESSAL POLICY
1. Introduction
In the present scenario of competitive banking, excellence in customer service is the most important tool for
sustained business growth. Customer complaints are part of the business life of any corporate entity as every
business has to deal with situations in which things go wrong from a customer‟s point of view. This is more so for
banks because banks are service organizations. As a service organization, imparting good customer service and
enhancing level of customer satisfaction should be the prime concern of any bank. Providing prompt and efficient
service is essential not only to attract new customers, but also to retain existing ones. Customer dissatisfaction
would spoil bank‟s name and image. This policy document aims at minimizing instances of customer complaints
and grievances through proper service delivery and review mechanism and to ensure prompt redressal of customer
complaints and grievances. The review mechanism should help in identifying shortcomings in product features
and service delivery.
The bank‟s policy on grievance redressal follows the under noted principles:
 Customers are treated fairly at all times.
 Complaints raised by customers are dealt with courtesy and on time.
 Grievances of pensioners and senior citizens are dealt on priority.
Customers are fully informed of avenues to escalate their complaints/grievances within the organization and their
rights to alternative remedy, if they are not fully satisfied with the response of the bank to their complaints. Bank
will treat all complaints efficiently and fairly as they can damage the bank‟s reputation and business if handled
otherwise. The bank employees would work in good faith and without prejudice to the interests of the customer.
In order to make bank‟s Grievance Redressal Mechanism more meaningful and effective, a structured system has
been built up towards such an end. This system would ensure that the redressal sought is just and fair and is
permissible within the given frame-work of rules and regulation. The policy document would be made available at
all branches and at Bank‟s website www.pnbindia.in. The concerned employees would be made aware about the
Complaint handling process.
1.1 A complaint is an expression of dissatisfaction made to an organization, related to its products, or services, or
the complaints‟ handling process itself, where a response or resolution is explicitly or implicitly expected.
The reason for customer complaint can be divided into 3 main categories:

a. Attitudinal / behavioural aspects in dealing with customers
b. Operational aspects- Inadequacy of the working/operations or gaps in standards of services expected and actual
services rendered.
c. Technology related the customer has the right to register his complaint if he is not satisfied with the services
provided by the bank.
There are four main ways to complain – in person, by telephone, by mail/post or by e-mail/internet. Complaints
received through all these channels must be handled efficiently and swiftly. If customer‟s complaint is not resolved
within the prescribed time frame or if he is not satisfied with the solution provided by the bank, he can approach
CCSO(Internal Ombudsman) / Banking Ombudsman with his complaint or resort to other legal avenues available
for grievance redressal.
2. Internal Machinery to handle Customer complaints/ grievances
2.1 Complaint Registration
A customer may lodge complaint either in writing or through electronic means if he is not satisfied with the
services provided by the Bank. All complaints will be recorded by the Bank in a database. The database, along
with the acknowledgement letter and other correspondence will be preserved at least for 3 years for future
reference. Arrangements for receiving complaints and suggestions are given hereunder.
2.2 Complaints In Person
Complaint forms are to be provided at all branches and also available at Bank‟s website www.pnbindia.in under
section „Complaints‟. Customer can obtain the complaint form from the branch manager/bank‟s website
www.pnbindia.in, submit it to the branch manager and obtain acknowledgement. Complaint book in perforated
form is also to be made available at all the branches. A customer can obtain it from the branch manager, record his
grievances therein and obtain acknowledgement. Customer may use complaint cum suggestion box kept at branch
for any feedback/ suggestions for improvement in our products and services.
2.3. Complaints over Telephone
The complaint may be lodged over telephone with the Chief Host in Circle Office of the concerned branch or to
the Branch Manager. The name and telephone number of Chief Host of the concerned Branch are displayed in the
Branches and are also available on Bank‟s website www.pnbindia.in.
2.4 Call Centre:
2.4.1. Complaints can also be lodged at Bank‟s Call Centre on toll free number
18001802222, 18001032222 accessible 24 hours from MTNL/BSNL fixed phones throughout India or 0120
2490000 - a paid number, which is accessible from fixed as well as mobiles of any telecom operator.
2.4.2. Premium customers of the bank can also lodge a complaint at Bank‟s Call Centre on Toll Free number
18001030001.

2.4.3 In select branches, customers can also utilize services of Hotline for connecting to Call Centre for lodging
their complaints/requests during the working hours. List of such branches have been made available in Bank‟s
website.
2.5 Customer Care Centre:
Customers can also send complaints to the Principal Nodal Officer at the following address:-
The Principal Nodal Officer Punjab National Bank Customer Care Centre
NEW DELHI
Contact No. : 011 23716185
Fax No. : 011 23323707
Email: complaint@pnb.co.in
The contact details of Principal Nodal Officer cum Principal Grievances Redressal Officer are available in all
branches of the Bank on the Comprehensive Notice Board. Besides, contact details are also printed in the Pass
Book.
2.6 Complaints through mail/e-mail
Customer can submit complaint by post or through e-mail on „complaint@pnb.co.in‟. Complaints received by e-
mail shall be acknowledged by e-mail. E-mail address of the Nodal Officers are provided at the Branches and also
on bank‟s website www.pnbindia.in.
2.7 On-line Complaint-cum-Feed-back KIOSKs are installed in every Circle Office/Field General Manager‟s
Office/HO buildings for lodging a complaint by the customers using Bank‟s website www.pnbindia.in.
2.8 Centralized Grievances Redressal Management System (CGRMS) is made available to record complaints
received online at call Centre, Head office, Circle Offices and CRM enabled branches. Besides, the customers may
directly lodge the complaints on CGRMS through Bank‟s Website, Internet Banking Services and Mobile
Banking. As owner of the CGRMS, Customer Care Centre will be Coordinating with the CRM branches and circle
offices regularly. Customer who lodges the complaint on CGRMS, will get automatic acknowledgement of his
complaint.
3. Resolution of Grievances
3.1 Grievances related to attitudinal aspects
 Such complaints shall be handled courteously, sympathetically and above all swiftly.
 Misbehaviour/rude behaviour with customers shall be treated at Zero tolerance Level and immediate action
taken. Bank, under no circumstances shall tolerate misbehaviour of any degree by our staff members.
 To keep the complaints related to misbehaviour/rude behaviour at a zero tolerance level, stern action/
disciplinary action against the erring officials would be initiated by the respective Disciplinary Authority.
3.2Grievances relating to transactions/operations:

Primarily, the Branch responsible for the resolution of complaints/grievances in this category. Branch would be
responsible for ensuring rectification of entry / transaction or satisfaction of customers. It is the foremost duty of
the branch to see that the complaint is resolved to the customer‟s satisfaction and if he/She is not satisfied, then to
provide him/her with alternate avenues to escalate the issue. In case, it is not getting resolved at branch level, they
can refer the case to Circle Office for guidance/resolution. Similarly, if Circle office finds that they are not able to
solve the problem such cases may be referred to the Nodal Officer at Head Office.
3.3 Grievances relating to technology related transactions:
Considering customers‟ expectations and lack of familiarity with alternate delivery channels (ATMs, Internet
Banking, Credit Cards and Mobile Banking), the bank has considered exclusive mechanism for redressal of
grievances arising from use of these channels. The contact details/e-mail address is made available at branches as
well as on the bank‟s website.
3.4 Telephone number of Principal Nodal Officer and Call Centre Toll Free numbers is also printed on SF
Passbook to help customers in case of any grievances.
3.5 After Root Cause Analysis of complaints, corrective measures are taken to avoid recurrence of complaints and
systemic issues emanating from complaints are taken up with the owner divisions.
CSR:
Green initiative i.e. they do Green audit of all financial units.
Bank of Baroda (BSE: 532134) (BoB) is the third largest Public Sector bank in India, after State Bank of India and
Punjab National Bank. BoB has total assets in excess of Rs.2.27 lakh crores, or Rs.2, 274 billion, a network of
over 3000 branches and offices, and about 1100+ ATMs. It offers a wide range of banking products and financial
services to corporate and retail customers through a variety of delivery channels and through its specialized
subsidiaries and affiliates in the areas of investment banking, credit cards and asset management. Maharajah of
Baroda Sir Sayaji Rao Gaekwad III founded the bank on July 20, 1908 in the princely state of Baroda, in Gujarat.
The bank, along with 13 other major commercial banks of India, was nationalized on 19 July 1969, by the
Government of India.

HR Policy of Bank of Baroda
People oriented Deployment, Promotion and selection policies
Bank has formulated and put in place well documented and comprehensive deployment, promotion and selection
policies oriented towards identifying the best talent and providing opportunities for fast-track growth and
development. Some of the prominent HR policies put in place are:
 HR Resourcing policy
 Promotion policy for officers
 Transfer policy for officers
 Promotion policies for clerical and subordinate cadre
 Overseas selection policy
Talent identification & grooming programmes
Various programmes are being run by the Bank for grooming of officers in specialised areas of Credit, Forex,
Treasury / Dealing, Wealth Management, for grooming of Branch heads, etc.
Customised Leadership development programmes
PROJECT LEAP: It involved systematic development of identified leadership competencies after running of an
individualized assessment and gap analysis on those competencies for each participant.
PROJECT UDAAN: This is a comprehensive leadership development programme initiated by the Bank covering
almost 300 AGMs / DGMs and almost 1200 Branch Heads of Urban and Metro Branches.
The design of each module encompasses a field and forum approach wherein the participants are required to attend
classroom sessions on various aspects of leadership and apply the acquired learning to real business situations. The
classroom sessions are also designed to be very experiential with role-plays, activities, etc. reinforcing various
leadership concepts in an off-site location coupled with coaching sessions in between.
HRNes (Human Resource Network for Employee Services)
"HRNes" covers the entire gamut of human resources management function in the Bank currently being performed
and also includes many new sub-functions. It comprises of four broad modules encompassing different functions:
Oracle Core HR Module, covering all current HR processes in the Bank;
Fluous Payroll Module - centralised payroll, payments of various benefits, perks, welfare schemes, terminal
benefits, etc.

Employee Self-Service Module.
Oracle Learning Management Module which includes training administration & e-learning; Various E-Learning
modules are gradually being put on the system for employees to avail of and undergo these courses.
Employee performance management system
A new Performance Management system has been formulated and implemented for all officers w.e.f. 2009-10
onwards. The new system enables a holistic approach to the issue of managing performance and does not limit to
only an appraisal. It starts from performance planning and Goal-setting and takes it forward into performance
review discussions, feedback and development. The new system is business-linked, highly objective and fully
transparent, with individuals owning and managing their own performance themselves.
Baroda Sujhav and ideaonline@bankofbaroda.com
Idea channels for eliciting new ideas from employees with structured rewards provisions for the best ideas.
Streamlined Induction schedule for all new joinees
Bank has put in place a well-defined and properly structured induction programme, phase-wise for different
batches of directly recruited officers, campus recruiters and newly recruited clerks, which is imparted through a
mix of classroom and on-the-job training.
Role-change programmes and executive development programmes
Executive Development programmes are being regularly conducted for newly promoted senior and top
management people in conjunction with leading Business schools like ISB, Hyderabad, MDl, Gurgaon, National
Institute of Bank Management, Pune, etc.
Role change programmes are being conducted for newly promoted employees at Bank's internal training
establishments which give them inputs on behavioural issues, soft skills, team work, leadership, etc. besides ways
on how to cope with the challenges of the new role better.
Grooming and etiquettes programmes
Grooming and etiquettes programmes are being conducted for front-line employees and also for employees
selected for overseas posting in order to improve their service levels and qualitative interaction with customers and
various stakeholders better.
SEED (Self efficiency and effectiveness development) programme being run for frontline staff of the Bank in
order to improve their service skills and servicing efficiency.

CSR activities:
ICICI Bank was established by the Industrial Credit and Investment Corporation of India (ICICI), an Indian
financial institution, as a wholly owned subsidiary in 1955. The parent company was formed in 1955 as a joint-
venture of the World Bank, India's public-sector banks and public-sector insurance companies to provide project
financing to Indian industry. The bank was initially known as the Industrial Credit and Investment Corporation of
India Bank, before it changed its name to the abbreviated ICICI Bank. The parent company was later merged with
the bank. ICICI Bank launched internet banking operations in 1998.
ICICI Bank is an Indian multinational banking and financial services company headquartered in Mumbai. It is the
second largest bank in India by assets and by market capitalization, as of 2014. It offers a wide range of banking
products and financial services to corporate and retail customers through a variety of delivery channels and
through its specialized subsidiaries in the areas of investment banking, life, non-life insurance, venture capital and
asset management. The Bank has a network of 3,539 branches and 11,162 ATMs in India, and has a presence in 19
countries.
ICICI Bank is one of the Big Four banks of India, along with State Bank of India, Punjab National Bank and Bank
of Baroda.

HR policy of ICICI Bank Limited
A whistleblower (whistle-blower or whistle blower) is a person who exposes
misconduct, alleged dishonest or illegal activity occurring in an organization. The alleged misconduct may be
classified in many ways; for example, a violation of a law, rule, regulation and/or a direct threat to public interest,
such as fraud, health and safety violations, and corruption. The policy applies to all employees, (including those
designated as casual hours, temporary, agency, authorised volunteers or work experience), and those contractors
working for the Council on Council Premises, for example, agency staff, builders, drivers. It also covers suppliers
and those providing services under a contract with the Council in their own premises, for example, care homes and
children centres. The policy also covers Members. This policy has been discussed with the relevant trade unions
and professional organisations and has their support. A self assessment form managers and employees have to fill.
CSR activities:
CSR Budget: ICICI Bank and its subsidiaries will contribute 0.75%-1.0% of their annual profits to the
Foundation
 Read to lead
 Healthcare
 Health and nutrition of vulnerable women

INSURANCE COMPANIES
Insurance is the equitable transfer of the risk of a loss, from one entity to another in exchange for payment. It is a
form of risk management primarily used to hedge against the risk of a contingent, uncertain loss. Insurance
companies may be classified into two groups:
 Life insurance companies, which sell life insurance, annuities and pensions products.
 Non-life or property/casualty insurance companies, which sell other types of insurance.
General insurance companies can be further divided into these sub categories:
 Standard lines
 Excess lines
Life Insurance Corporation of India (LIC) (Hindi: भारतीय जीवन बीमा ननगम) is an Indian state-owned
insurance group and investment company headquartered in Mumbai. It is the largest insurance company in India
with an estimated asset value of 1560481.84 crore (US$260 billion). As of 2013 it had total life fund of
Rs.1433103.14 crore with total value of policies sold of 367.82 lakh that year.
The company was founded in 1956 when the Parliament of India passed the Life Insurance of India Act that
nationalised the private insurance industry in India. Over 245 insurance companies and provident societies were
merged to create the state owned Life Insurance Corporation.
HR PRACTICES IN LIC
People are our most valuable asset. is what HR Manager of LIC says.
1. Organization Behaviour:
2. People management: All about the skill in getting diverse workforces to work together towards achieving
organizational goals and objectives.
3. Performance management: Future-oriented continuous process to which managers and employees need to
devote time, all the time. It encompasses performance appraisal, self-assessment, reward systems and Total
Quality Management.
4. Training and development: Provides an insight into the how and why of training, right from an employees
induction to his exit in an organization.

CSR:
Monthly scholarship to 20 poor and meritorious students, health initiatives, rural education programmes and
providing infrastructural support in the fields of education and health.
Birla Sun Life Insurance Company Limited (BSLI) is a joint venture between the Aditya Birla Group and Sun Life
Financial Inc, one of the leading international financial services organisations from Canada. With experience of
over a decade, BSLI has contributed to the growth and development of the Indian life insurance industry and
currently is one of the leading life insurance companies in the country.
Enjoying the trust of over 2.5 million customers, BSLI is known for innovations and offers a complete range of
offerings comprising protection solutions, children's future solutions, wealth with protection, health and wellness
as well as retirement solutions for its retail customers.
HR policy of Birla Sun life Insurance

CSR ACTIVITIES:
GiveIndia‟s Payroll Contribution Program is one of the most important CSR initiatives driven by BSLI.
Holistic education and development, vocational training and improving the quality of life of underprivileged
children.
Reliance Life Insurance Company (RLIC) is amongst the leading private sector life insurance companies in
terms of new business premium with a market share of 5% of the private sector life insurance industry in India.
The company has over 7 million policy holders and a distribution network of close to 1,230 branches with over
124,000 agents as of 31 March 2013. The firm offers life insurance products targeted at individuals and groups,
catering to four distinct segments: protection, children, retirement and investment plans.
HR practices in Reliance Life insurance
1. Recruitment, Examination and Selection
Recruitment, examination, selection and placement procedures will be continuously reviewed for all licensed,
classified and administrative positions. From the initial contact with potential applicants to the final interview and
selection of employees, the Human Resources Department and its practices will address the following:
1.1 Recruitment and Selection Process will not have the effect of blocking people of colour, women, and people
with disabilities from district employment and promotions. Where blockages, or potential blockages, are
identified, corrective actions will be taken to make the process more inclusive to diversity.
1.2 Targeted Recruitment, as described in Section 6.2, will be undertaken to address areas of under representation.
This expanded recruitment is to be focused on increasing the number of people of colour, women, and people with
disabilities who apply for employment; and, thus increasing the probability of qualified candidates from
underrepresented groups being selected to fill vacant positions. Recruitment activities will be inclusive rather than
being exclusive.
1.3 Selection Criteria to be used in candidate recruitment, screening, interviewing and selection should reflect the
essential functions of the job. All selection criteria are to be job-related, pre established, and applied consistently.
1.4 Applications, Tests Or Examinations for employment and promotion including oral interviews, will be
monitored to ensure that they are unbiased and do not have adverse impact on people of colour, women, the
disabled or other protected groups. Reasonable accommodation will be made available upon request to ensure that
persons with disabilities are not excluded from the application and examination process.

1.5 Selection Committees will include people of colour, people with disabilities and gender balance to the extent
possible. Parents of students with disabilities will be included in the selection of special education teachers to the
extent feasible and practical. Selection committees will be made aware of the district's Work Force Diversity
goals.
1.6 Selection and Appointment of an employee will be based on job-related qualifications, merit, district goals,
and program needs.
2. Targeted Recruitment Process
Where the district has determined that people of colour, women, or people with disabilities are significantly
underrepresented in relation to their availability for specific job groups, the district will initiate a targeted
recruitment approach that includes, but is not limited to, the following steps:
2.1 Request to Post a Vacancy: The request to post a vacancy will be submitted to the appropriate
HR administrator by the principal or supervisor.
2.2 HR Review of Request: The appropriate HR administrator will review the request to post a vacancy to
determine if it is in an identified focus job group. A focus job group is one in which women (and in some case,
men) or minorities are determined to be significantly underrepresented in relation to their availability in the
relevant labour market.
2.2.1 If the vacancy is not in a focus job group, the HR administrator will approve the request and initiate the
vacancy announcement process.
2.2.2 If the vacancy is in an identified focus job group for which there is not a pre-established targeted recruitment
plan, the HR administrator will notify the hiring administrator that it is necessary to jointly develop a targeted
recruitment plan for the vacant position.
2.3 HR Initiates Targeted Recruitment: The targeted recruitment plan developed in conjunction with the hiring
administrator(s), or the appropriate components of the pre established plan are implemented.
2.4 Elements of Targeted Recruitment Plan The targeted recruitment plan will be developed in conjunction with
the hiring administrator(s) and will include, but not be limited to, the following elements:
a) Selective recruitment sources identified and personally contacted by HR or appropriate administrator.
b) Establishment of internet recruitment sources( Extended timeframe for posting of positioned) Identification and
use of supplemental factors related to cultural competency or bilingual/ bicultural factors.
c) Definition and clarification of "essential functions" of the positing( Ongoing review and monitoring of
applications by HR h) Use of community persons and/or current and retired teachers/administrators as
consultants/resources to assist in identifying and recruiting potential applicants

3. Selection Committees
The district supports broad-based involvement in the hiring and selection process. Principals and department
directors are encouraged to use staff, parents, community, and students as appropriate in the screening and
interviewing process to fill position vacancies.
3.1 The hiring administrator (department director, building principal, etc.) will ensure that the hiring process is
consistent with the board's workforce diversity policy and this Work Force Diversity Plan.
3.2 Where the hiring administrator makes use of a selection committee in the hiring process, the hiring
administrator will ensure that the committee's actions do not conflict with board policies or this plan.
3.3 The Human Resources Department will design and provide training and materials for administrators and
selection committee members that will ensure they are familiar with and understand their obligations and
responsibilities as part of the selection process.
4. Affirmative Action
Affirmative action does not end when the employment process has resulted in placement. Although the major
thrust of affirmative action is the identification and elimination of barriers that preclude the hiring of women,
people of colour, and other disadvantaged persons, its subsequent and logical efforts must be directed towards fair
and equitable treatment of all employees, the application of consistent human resource management practices, and
the provision of equal opportunities for promotion and advancement. The administration of sound and equitable
human resource policies and practices in a consistent manner will contribute greatly toward accomplishing the
goals of workforce diversity.
5. Job Classification
Job classification is the organization and grouping of similar positions in the district into groups or classes on the
basis of similar, or related, duties, responsibilities, and qualification requirements. The need for job classifications
is apparent not only in connection with equitable compensational levels but also in matters of selection, placement,
promotion, transfer, and training. The general objective of job classifications and the job classification plan is for
efficient management of functions, but just as important is the equal treatment of employees in terms of
appointments, pay, opportunities for training and advancement.
5.1 Job classifications will continually be reviewed and modified to ensure qualification requirements are job
related and are not barriers to qualified people of colour, women, and people with disabilities in seeking
employment and promotions, and that selection criteria are consistent.
6. Compensation and Benefits
The Equal Pay Act requires that equal wages and salaries be paid for substantially equal or similar work performed
by men and women. Title VII requires equal pay regardless of race, national origin, religion, or sex. The more
subtle type of pay discrimination is perhaps the most difficult to deal with because of its historical entrenchment in
the personnel and pay system, as well as stereotypical value judgments placed on the type of work and who does

it. Despite the increasing number of women in the labour force, the U.S. Department of Labour continues to report
pay gaps between men and women, and racial/ethnic minorities and non-minorities. It provides that all benefits
and conditions of employment shall be equally available without discrimination to all employees - male and
female. This includes medical, hospital, accident and life insurance, retirement benefits, leaves and other terms or
conditions of employment.
6.1 The Human Resources Department will periodically review and monitor on an ongoing basis the wage and
salary distribution to identify discrepancies in pay between men and women and racial/ethnic minorities and non-
minorities.
6.2 The Human Resources Department will ensure that all benefits and conditions of employment are equally
available without discrimination to all employees, including opportunities for transfer or reassignment that may
affect an employee's compensation and benefits.
7. Training and Development
Training helps to equip employees for higher responsibilities or to diversify their skills. Administration and
employees share responsibility for the learning experiences that are presumed to develop from training. As the
demographics of the district and community continue to change, it is important that all employees, but especially
those in supervisory and managerial roles, be provided training in cultural competence, and combating prejudice,
racism and harassment.
7.1 The district will continually explore and design training and internship programs directed towards preparing
minority and women candidates for higher level positions.
7.2 All supervisors and managers will be provided cultural competency and diversity training that focuses on
awareness and skill development, as well as prejudice reduction.
8. Promotion and Advancement
Promotion is generally defined as a move to a position or classification having a higher pay grade or salary range.
Equal opportunity for promotion and advancement applies to all aspects of employment and to all levels of the
organizational hierarchy. This means that people of colour, women and people with disabilities must be considered
for higher level administrative and supervisory jobs for which they are trained or are otherwise qualified.
8.1 The district will review its policies and practices pertaining to internal promotions and take actions to correct
any "glass ceiling" barriers which inhibit advancement of women and people of colour.
8.2 In considering supervisors and managers for promotion and advancement, consideration will be given to the
supervisor's or manager's record in promoting and supporting the District's workforce diversity policy. The Human
Resources Department will establish a process for acquiring and documenting information related to this
provision.
9. Retention and Attrition

9.1 In addition to taking steps to ensure that racial/ethnic minorities, women, and people with disabilities are
provided equal opportunities for hiring and promotion, it is equally important that as individuals from these groups
move into areas where they are unrepresented or significantly underrepresented that their experience in the
workplace is a positive one.
CSRactivities:
Recently launched a project edu initiative for underprivileged children as part of its CSR.

HR Policy of ICICI Prudential life insurance

CSR areas:
Primary health, elementary education, comprehensive access to financial services, a strong civil society and
environmental sustainability.

HR Policies of Tata AIG Life insurance

BPO COMPANIES
Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of the operations and
responsibilities of specific business functions (or processes) to a third-party service provider. Originally, this was
associated with manufacturing firms, such as Coca Cola that outsourced large segments of its supply chain.
BPO is typically categorized into back office outsourcing, which includes internal business functions such as
human resources or finance and accounting, and front office outsourcing, which includes customer-related
services such as contact centre services.
BPO that is contracted outside a company's country is called offshore outsourcing. BPO that is contracted to a
company's neighbouring (or nearby) country is called near shore outsourcing.

TCS BPS (Business Process Services) is the third-largest India-based IT outsourcing company (after Genpact).
The BPS division had revenues of US$ 1.44 billion in the FY 2012-13 which was 12.5% of the total revenue of
TCS. TCS BPS has more than 45,000 employees which serve over 225 million customers across 11 countries. The
rate of attrition in BPS division during the financial year 2012-13 was 19.5%.
HR Policy of TCS BPO
HUMAN RESOURCE PLANNING:
a. Human resource planning involves right no. of qualified people into right jobs at right time so that an
organisation can meet its objectives.
b. It is the system of matching the supply of people with the openings, the organisation expects over a given time
frame.
c. It is done at the top level at every quarter and for every project.
d. At TCS, its main objective is to:
o Forecast Personnel requirements
o Use existing manpower positively
JOB ANALYSIS:
TCS has attempted to create a solution to fit the needs of different layers of job opportunities within its
environment.
It is based on
 Activity to be performed
 Skills required
TCS is ensuring that the supply of right no. of human resource with different opportunities and there is no
mismatch between the roles and the available skill sets.
RECRUITMENT AND SELECTION:
 It depends upon:
o Manpower cost

o Effectiveness
o External recruitment can be on campus or off campus.
 Off campus process of recruitment includes:
o Advertisements
o Consultants
o Associate job references
o TCS job portals
o Fresher
 Mainly campus placements
TRAINING AND DEVELOPMENT:
 The primary motive of this consulting firm is to make its employees knowledgeable about the ongoing
practices in their respective domains.
 It has in place a well-planned induction programme for new recruits, which includes two months of
intensive training.
 The company provides Just-in-time training.
 It reinforces the concepts learnt during education/induction training through on-the-job experience.
COMPENSATION MANAGEMENT SYSTEM:
 TCS is reputed to be a world class employer which always cares for its employees and maintain sound yet
HR policies.
 Its pay packages are designed in a way to accommodate for both the basic and incentive components.
 The package is based on the level recruited for.
 It is based on the model for Economic Value Added.
PERFORMANCE APPRAISAL:
The major objectives of performance appraisal at TCS are:
 Identifying employees for salary increases, promotion, transfer & lay-off or termination of services.
 Determining training needs for further improvement in performance.
 Motivating employees for indicating their performance levels.
 It happens on:
o Quarterly basis
o Half- yearly basis
EMPLOYEE BENEFITS:
 Flexible working hours
 It has an Adoption Leave Policy benefits which is extended to male associates only.
 TCS also has other add-ons such as joining spouse overseas, sabbaticals etc.
 Associates at TCS get discounts on the product and services of Tata Group Product.

TCS' CSR Initiatives:
Some of the initiatives include the following:
Region Sustainable Community Initiatives
India Adult Literacy Programs
University Alliances
TCS‟ BPO Employability Program
Academic Interface Program
mKRISHI
WebHealth Center
Mansuki
TCS Maitree village development initiative
TCS Maitree‟s Advanced Computer Training Center
Med Mantra
InsighT
Empower
CSR Technical Team‟s support to social organizations

Business Process Outsourcing (BPO) is a strategic step for companies looking to improve service levels, reduce
costs, streamline processes, improve process efficiencies, and gain access to best-in-class processes without
investing in requisite technology and skills.
Today, customers want to partner with BPO vendors who can add value to their business and provide competitive
differentiation. To meet this need, BPO industry is evolving from a labour arbitrage "Lift and Shift" model
towards a value driven Utility model.
HR policy of Wipro BPO
INTERNAL PEOPLE MANAGEMENT
Current hr policies
ANNUAL LEAVE
Very employee will get an annual leave of 30 days and if more than thirty days is taken than leave will be
deducted from the next year.
ANNUAL SICK DAYS
In a year 5 days are given as leave for sick days, if more than five days are taken a certain amount will be deducted
from the salary.
Training and development
A Person who join Wipro with less than one year experience works as developer for a couple of project to learn
and develop the various developing software program. Training is provided as per required Wipro leaders
program.
Recognition and reward
 Wipro Hall of Fame
 Mastermind
 Thanks a zillion
 Dear boss

EDUCATION
 Learning through internet is provided.
 Education tie-ups: It provide (PGSM) Post Graduate Software Management program.
 It also gives middle management course for 5 weeks.
 It also provides distance learning.
BENEFITS OFFERED
 Medical assistance program.
 Interest free loan is also provided.
 It provides Wipro Employee Stock Option Plan (WESO) allows Wipro to make employee share with them
and reward the success.
 It provides credit cards for the employee as per the policy.
WIPRO AS AN ENJOYABLE EXPERIENCE
 RIGHT BALANCE BETWEEN WORK AND FUN
 FORMAL AND CASUALS DRESS ARE ALLOWED
 FEEDBACK ARE CONVERTED INTO ACTION
EQUAL EMPLOYMENT OPPORUNITY POLICY
 Employment is based solely on qualification and competencies.
 It ensures that there is no discrimination on religion, caste, race, colour, national origin, marital status etc.
 Collaborative relationships
EXTERNAL PEOPLE MANAGEMENT
Wipro BPO human resource services
 Wipro believes that the HR processes and systems and the policies and procedures which support them are
an integral part of HR strategies and are vital to the success of any organization. Wipro offers an enduring
partnership aimed at providing an enriching experience for all key customers.
 Wipro BPO aim to provide a delightful employee experience by cutting edge know-how HR,
communication practice and technology.
 Wipro BPO aims at a client centric delivery model to provide the most suitable solution for each of the
client.
CSR activities:
 Education: Wipro Care, Wipro applying thoughts campaign
 Environment: Eco-eye
 Disaster rehabilitation
 Rain water harvesting

Infosys BPO Limited (formerly Progeon Limited) is the BPO (Business Process Outsourcing) subsidiary
of Infosys Limited (NYSE: INFY). It was established in April 2002. On March 31, 2014, it had 28,658 employees
servicing 144 clients in its 26 delivery centers in 13 countries
HR policy of Infosys BPO
Infosys Hire-to-Retire (HRO) Business Platform Offering
In today‟s global environment, HR organizations need to contend with a globally diverse employee force, and
have to operate in an increasingly complex and dynamic business environment. HR organizations are finding it
difficult to keep pace with the increasing people-related demands of the business, the need to transform their HR
processes and operating models to radically improve organizational effectiveness to enable business agility and
performance.
Infosys Hire-to Retire (HRO) platform combines Consulting, Technology and Process outsourcing to create an
end-to-end HR solution. The platform solution helps customers realize business value through operational
effectiveness and cost savings delivered through technology leverage using a best-of-breed solutions, and
efficiencies of scale and size.
Infosys Hire-to-Retire Business Platform Solution
Infosys Hire-to-Retire Business Platform is an integrated solution for managing the end-to-end processes across
the Hire-to-Retire cycle. The platform provides best-in-class processes enabled by an integrated application suite
with Oracle People soft 9.0 at its core.
Workforce Analytics Employee Help Desk & HR Administrative support
Infosys Business Platform Workforce analytics, Compensation analytics, Performance analytics Voice & email
support to employees, vendors & other agencies for queries across compensation, stock admin, payroll, benefits,
performance management, HR tools, policies & processes One time/ periodic projects e.g. Job description creation
support, contract negotiation support for placement agencies, support during Mergers & Acquisition Core HRIS
(Information management), ESS/ MSS and other interfaces, reporting services.
Solution Features:
 A hosted pre-configured solution, which can be on-boarded with minimal customizations.
 Infrastructure and application license can be rented instead of owning it the traditional way.
 Clients hosted in a many-to-one model, supported on standard pre-configured best-in-class business
processes; resulting in lower costs due to economies of scope and scale.

 HR services from an expert team that is pre-trained on the solution, on both technology and process.
 Clients pay on a variable pay-as-you-use pricing model that covers the infrastructure, hosting, application
license, application support and BPO support.
CSR:
Foundation supports programs and organizations devoted to the cause of the destitute, the rural poor, the mentally
challenged, and the economically disadvantaged sections of the society, Community service and Social
commitment in education.
HR policy of Aegis ltd.
Aegis Limited is a global provider of Business Process Outsourcing services headquartered in India. It is wholly
owned subsidiary of Essar Group. The company has around 40,000 employees across 42 locations, with a presence
in eleven countries, serving verticals such as Banking, Financial Services, Insurance,
Telecommunications, Healthcare, Travel & Hospitality, Consumer Goods, Retail and Technology.
HR policy of Aegis ltd.
Hiring and Recruitment:
The modes of recruitments that are currently used to attract the best manpower in for the respective processes are
as follows:
 Recruitment agencies
 Head hunting companies
 Paper advertisements
 Online job postings
 Job / career fairs
 Educational Institutions
 Referral Schemes from existing employees
 The minimum criteria of selection for the voice process would be as follows:
o Minimum Education Qualification: GCE O level with a minimum of 4 credit asses, and distinctions
in English and Mathematics
o Language Skills: Minimum bi-lingual agents with either Singhalese, Tamil and English

o IT Skills: Minimum and or not limited to Microsoft Office and Web Browsing Skills.
CSR:
SUSTAINABILITY AT AEGIS
Happy World
We see our efforts at community and environmental sustainability as
being an inseparable part of expanding our Happy Experiences
paradigm through our Happy World initiatives.
Aegis Corporate Social Responsibility
Our corporate social responsibility is geared towards activities that
benefit our employees, the environment and society.
Aegis Green Procurement Policy
We practice environmentally preferable purchasing and procure
products and services that are produced with less harmful materials or
which upon consumption have a minimal impact on the environment.
Aegis Waste Reduction Policy
The mantra underlying our waste reduction policy is reduce, reuse and
recycle.
Aegis Environmental Policy
How we go about the process of efficiently managing energy, water,
waste and our environmental impact.

Genpact stands for Generating Impact – visible in tighter cost management as well as better management of risk,
regulations, and growth. Genpact began in 1997 as a business unit within General Electric – and this heritage has
contributed to its deep understanding of process. Genpact‟s resulting Smart Enterprise Processes (SEPSM)
methodology focused on business impact while safeguarding costs and limiting initial investment – igniting the
global business process outsourcing (BPO) services industry.
HR policy of Genpact ltd.
 Recruitment
 Advertisements
 Selection process
 Referrals
 Development and training
 Rewards

KPO COMPANIES
Knowledge process outsourcing (KPO) describes the outsourcing of core information-related business
activities which are competitively important or form an integral part of a company's value chain. KPO requires
advanced analytical and technical skills as well as a high degree of specialist expertise.
Reasons behind KPO include an increase in specialized knowledge and expertise, additional value creation, the
potential for cost reductions, and a shortage of skilled labour. Regions which are particularly prominent in
Knowledge Process Outsourcing include India and Eastern Europe.
HR Policy of 24/7 customer:

Roc Search believes in performance-based promotions and learning through on-the-job experience, delivering real
value to clients, creative problem solving, coordination with senior leadership and leveraging a network of
experienced peers. In-house trainings are provided to all team members to constantly enhance their skill sets and
domain expertise.
HR policy of Rocsearch:
 Determining how many people are required
 Recruiting & retaining staff
 Identification of skill shortages
 Performance mgt.
 Rewards
 Development & training
 Feedback
Career path:
Analysts at RocSearch are provided a clear and unambiguous career path with ample opportunities to contribute
and grow based on merit. We lay down clear development plans for individuals to provide the right challenges and
opportunities. Progress at RocSearch is completely performance based and not time bound.

Genpact is a global leader in transforming and running business processes and operations including those that are
complex and industry-specific. Genpact stands for Generating Impact – visible in tighter cost management as well
as better management of risk, regulations, and growth for 800+ long-term clients including more than 120 of the
Fortune Global 500 – and of those, over 10 of the top 25.
HR policy of Genpact
 Determining how many people are required
 Recruiting, selecting & retaining staff
 Identification of skill shortages
 Rewards
 Development & training
 Feedback
 Career development
We are committed to enhancing the skills and competencies as well as personal growth and development of our
employees. We continually invest in the success of our people through continuous learning, leadership
development, stretch assignments and flexible career paths that help people push their limits and realise their full
potential.

Ugam Solutions Pvt. Ltd. provides offshore market research, analytics, and online marketing services for online
retailers and comparison shopping engines.
HR Policy of UGAM SOLUTIONS
 Recruitment and Selection
 Identification of skills required
 Development and training
 Staff feedback
 Other mechanisms
ICICI OneSource provides kpo solutions in business research, collections and data mining.
HR Policy of ICICI OneSource
 Recruitment, examination and selection
 Development
 Training
 Feedback

OBSERVATIONS:
 CSR
 Hygiene & security
 Environmental policy
 Audit & self-assessment
 MIS
 Mentoring schemes
 Career growth plan
 No child labour policy
 Retirement policy
 Corporate Social Responsibility (CSR)
While there may be no single universally accepted definition of CSR, each definition that currently exists
underpins the impact that businesses have on society at large and the societal expectations of them.
CSR is a process with the aim to embrace responsibility for the company's actions and encourage a positive
impact through its activities on the environment, consumers, employees, communities, stakeholders and all
other members of the public sphere who may also be considered stakeholders.
Observation on CSR:
A. Banking companies
1. State bank of India: SBI has spent 141 crores on CSR.
 SBI helps in educating girl child.
 SBI helps in eradicating poverty.
2. HDFC bank:
 HDFC bank took initiative in environmental sustainability.
o Go Green!
 They are involved in activities of Social responsibility.
o Educational Crisis Scholarship Support (ECSS)
o Blood Donation Drive
o Partnering with Teach for India to bridge the educational gap

3. Punjab National bank:
 They took Green initiatives (eco-friendly).
 Started Green audit of all financial units.
4. Bank of Baroda:
 BoB is involved in rural development.
 They help in empowerment of women.
5. ICICI bank ltd. : From annual profits, ICICI bank contributes 0.75%-1% for csr
 Health & nutrition of vulnerable women
 Read to lead
B. Insurance companies
1. Life insurance corporation of India: They have a foundation for csr named Golden Jubilee Foundation
 They provide scholarships to 20 poor and meritorious students.
 Provide infrastructure support in education and health.
 Started Madhur Bima Gram scheme in which the villages offering more than 300 policies are given Rs
25,000 for development works.
2. Birla Sun life insurance: GiveIndia‟s payroll contribution program is one of the important programmes
started by them.
 Helps in improving quality of unprivileged children.
 They also have taken initiative for holistic education and development.
3. Reliance life insurance:
 They take education initiative for unprivileged children.
4. ICICI Prudential life insurance:
 ICICI Prudential life insurance is involved in environmental sustainability.
 They also contribute in elementary education.
C. BPO (Business processing outsourcing:
1. Tata Consultancy Service BPO:
 TCS carries sustainable community initiatives such as:
o mKrishi
o Webhealth care
o Mansuki
o Maitree village development

o Med Mantra
o University alliances
2. WIPRO BPO:
 Wipro BPO helps in education by:
o Wipro Care
o Wipro applying thoughts campaign
 Wipro BPO takes environmental initiatives
o Eco-eye
3. Infosys BPO established the Infosys Foundation in 1996 as a not-for-profit trust to support our
social initiatives.
 Infosys BPO contributes to mentally challenged.
 They also contribute to community service & social commitment in education.
4. Aegis ltd.
 Aegis ltd. Introduced Aegis waste reduction policy as a part of their csr activity.
 Aegis ltd. Carries activities for the benefit of employees, environment and society
o Aegis Green procurement policy
o Happy world
D. KPO (Knowledge Processing Outsourcing):
24/7 Customer, Rocsearch, Ugam solutions, Genpact and ICICI OneSource do not contribute to corporate
social responsibility.
 Hygiene & security
Security is the probability that an individual will keep his or her job; a job with a high level of job security is such
that a person with the job would have a small chance of becoming unemployed.
Hygiene factors (e.g. work conditions) that do not give positive satisfaction, though dissatisfaction results from
their absence
Observation on hygiene & security
1. HDFC bank :
 Working environment in HDFC bank is friendly.
 Job security is provided to the employees.
 There is a level and quality of supervision.

 Interpersonal relationships are built at work.
2. Bank of Baroda:
 Hygiene of employees is taken into care (basins, lavatory are cleaned and washed )
3. ICICI bank ltd.:
 Basic hygiene factors for women
 Proper hygiene mgt. is there for employees (office equipments, canteen etc.)
B. Insurance companies:
1. Life corporation of India:
 Job security is provided to the employees.
 Working conditions are such that the employees can work comfortably.
 Care staff is present for diseases.
 In case of emergency, medical facility is provided to the employees.
 Lavatory is cleaned.
3. ICICI prudential life insurance:
 Employee benefit plans are provided to employees.
 Housekeeping is also taken into consideration.
C. BPO companies:
1. Wipro BPO:
 Comfortable & happy environment is present in the company.
D. KPO companies:
1. Rocsearch is awarded with a certificate in healthy eating & food hygiene.
 Career growth plan:
The word career refers to all types of employment ranging from semi-skilled through skilled, and semi
professional to professional. Career growth depends on career development. Career planning is not only the
responsibility of the HR arm of an organization, but also of the employees. The employee must be interested in his
growth and should have awareness and a basic career plan in place. There has to be a clear idea regarding personal
interest, proficiency and values.
Observation on career growth plan

A. Banking companies:
1. State Bank of India:
 Company is committed to provide a work environment that promotes, recognises and rewards
performance.
 Opportunity to participate in career development processes i.e. access to higher duties opportunities that
enhance the employee‟s career development.
2. HDFC bank:
 Support of individuals in pursuit of personal and career growth.
 Bank‟s management & staff will promote an environment to encourage initiative leading to flexibility and
growth.
 Counselling for career path development to respective employees.
3. Bank of Baroda;
 For fast track growth and development, these are the policies put in place:
o HR Resourcing policy
o Promotion policy for officers
o Transfer policy for officers
o Promotion policies for clerical & sub-ordinate cadre.
o Overseas selection policy
B. Insurance companies:
 Explore and design training and internship programs directed towards preparing minority and women
candidates for higher level positions.
 Affirmative action- Provision for equal opportunities for promotion and advancement.
 Career opportunities are provided to the employees by the company.
3. Tata AIG life insurance:
 Career progression programmes are conducted for the employees in order to provide them a good career
path.
C. BPO:
1. Tata consultancy services:
 Its objective is to identify employees for promotion.
2. Wipro BPO:
 Post graduate software program (PGSP) is taught to them so that they can move to the higher position.
 Middle management course for 5 weeks
 Distance learning is provided to the employees.

3. Aegis ltd.:
 Career fairs are organised for the employees so that they can have a good career growth.
D. KPO:
1. Rocsearch:
 Career growth is based on the performance of the employees and is not bounded by the time.
2. Genpact:
 Provides career paths that help people push their limits and realise their full potential.
 Enhance skills & competencies as well as personal growth and development of employees through
learning, leadership development and flexible career paths.
3. ICICI OneSource:
 They have long-term career growth plans for the employees.
4. 24/7 customer:
 It provides promotion.
 Mentoring schemes:
Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person
helps to guide a less experienced or less knowledgeable person. Mentoring is a process for the informal
transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to
work, career, or professional development; mentoring entails informal communication, usually face-to-face and
during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom,
or experience (the mentor) and a person who is perceived to have less.
Observation on mentoring schemes:
1. HDFC bank:
 They have collaborative relationships
 Approachable and open communications prevail in the bank.
 Provides necessary support to corporate management train the employees of the bank necessary.
 Union is strength. They work in a team so that they can easily help each other whenever required.

C. BPO:
1. Wipro BPO:
 As per Wipro leaders programs, employees who have less than 1 year experience are helped to develop
their software program.
 They have collaborative relationships.
 Audit and self-assessment:
The general definition of an audit is a planned and documented activity performed by qualified personnel to
determine by investigation, examination, or evaluation of objective evidence, the adequacy and compliance with
established procedures, or applicable documents, and the effectiveness of implementation.
Self-assessment is the process of looking at oneself in order to assess aspects that are important to one's identity. It
is one of the motives that drive self-evaluation, along with self-verification and self-enhancement.
Observation on audit & self-assessment:
1. ICICI bank ltd.
 A self-assessment form employees and managers have to fill.
1. Birla sun life insurance;
 Details of employees framework related to the self-assessment is key important to the company.
BPO and KPO do not have audit & self- assessment in their HR policy.
 No child labour policy
Child labour refers to the employment of children in any work that deprives children of their childhood, interferes
with their ability to attend regular school, and that is mentally, physically, socially or morally dangerous and
harmful.
This policy not mentioned in HR policies of any industry.
 Environmental policy
Environmental policy refers to the commitment of an organization to the laws, regulations, and other policy
mechanisms concerning environmental issues and sustainability. These issues generally include air and water
pollution, solid waste management, biodiversity, ecosystem management, maintenance of biodiversity, the
protection of natural resources, wildlife and endangered species.

These industries do not include environmental policy in HR policy.
 MIS
A management information system (MIS) provides information that organizations require to manage themselves
efficiently and effectively. Management information systems are typically computer systems used for managing.
The five primary components: 1) Hardware 2) Software 3) Data (information for decision making) 4) Procedures
(design, development and documentation), and 5) People (individuals, groups, or
organizations). Management information systems are distinct from other information systems because they are
used to analyze and facilitate strategic and operational activities.
There is no MIS mentioned in the HR policies of the industries.
 RETIREMENT POLICY
Retirement Policy provides you with financial security so that when your professional income starts to ebb, you
can still live with pride without compromising on your living standards. Given the high cost of living and rising
inflation, Retirement planning has become all the more important.
Retirement policy is not mentioned in the HR policies of the industries.

BIBLIOGRAPHY:
www.google.com
www.sbi.co.in
www.hdfcbank.com
www.pnbindia.in
www.bankofbaroda.co.in
www.icicibank.com
www.licindia.in
www.reliancelife.com
www.birlasunlife.com
www.iciciprulife.com
www.tata-aig.com
www.tcs.com
www.wipro.com
www.infosysbpo.com
www.aegisglobal.com
www.genpact.com
www.ugamsolutions.com
www.rocsearch.com
www.icicionesource.com
Slideshare.com
Scribd.com
Wikipedia
 CSR
o http://www.sbigroup.co.jp/english/csr/effort.html (SBI)
o http://www.hdfcbank.com/htdocs/aboutus/csr/social-responsibility.html (HDFC Bank)
o http://www.pnbindia.in/Upload/En/CSR%20Reports%202010-11.pdf (PNB)
o http://www.karmayog.org/csr2010/csrall/csrdetails.aspx?id=674 (BOB)
o http://www.iciciventure.com/about_social.php (ICICI Bank)
o http://www.indiacsr.in/en/tag/csr-of-icici-bank/ (ICICI Bank)
o http://www.dnaindia.com/india/report-indore-lic-announces-csr-initiatives-on-57th-anniv-
1883239 (LIC of India)
o http://www.indiacsr.in/en/tag/csr-of-life-insurance-corporation-of-india/ (LIC of India)
o http://www.adityabirla.com/csr/csr-awards-and-recognition (Birla Sun life insurance )
o http://articles.economictimes.indiatimes.com/2008-07-18/news/27699230_1_slum-areas-
underprivileged-children-reliance-life-insurance (Reliance Life Insurance)
o http://www.iciciprulife.com/public/pdf/Investor-
Relations/Investor%20Relations/Annual_Report_2008-09.pdf (ICICI prudential life
insurance)

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