1. OBJECTIVE OF THE PROJECT
As we know the whole function of HR department depends upon the HR Practices of the
organization. The HR management is done according to the HR Practices of the company.
Which things to be done and which things should not be done depend upon this only. It also
helps the organization to achieve the target of the organization.
The HR policies of the organization have been mentioned in the HR Practices. All the rules &
regulations for the employees have been also mentioned in this. All the welfare of the
employees’ processes is also mentioned in this.
So the study of the HR Practices means basically the brief study of all HR functions in the
organization. I believe the HR Practices is a vital part of an organization, which helps the
organization to achieve the goal of the organization.
All companies are having their HR Practices but the company who is having the best, is the
most successful company among its competitors. So the company can get success within its
competitors by applying best, effective HR Practices.
The main objective of the project is
 To understand the HR practices followed & Process of Performance management
system.
 To know what are the uses of HR practices for any organization.
 How these HR Practices help any organization to know its stand in the market and to
be competitive by implementing good HR Practices for their employees.

2.  To understand how the organization would achieve its goals by implementing good
HR Practices.
 To understand the work culture of the organization.
HR function is very important in every organization. It helps the organization to manage not
only the people of the organization but to manage all the working processes in it also. HR is
management function that helps managers to recruit, select, train and develop members for an
organization. Obviously HR is concerned with the people’s dimensions in organizations. HR
refers to set of programs, functions, and activities designed and carried out.
Project Study
Introduction to POORNATA
POORNATA is a Group wide People Soft HRMS 8.9 implementation project. This project
was started in May 2005 with the functional and technical training; it was implemented in 18
months from the start date. The purpose of this project is to implement HR policies through a
system driven program, to achieve organizational objectives. POORNATA is implemented
across 78 domestic units and 26 units overseas. It covers all management cadre employees
across the group and all employees for transports, approximately 1600 employees
Objectives :
• Poornata automates and standardizes HR processes across the group for all management
cadre employees.

3. • Poornata introduces best- in- class HR processes throughout the group.
• Poornata gives employees access to data which was hitherto available only to the HR
department and thus enables them to plan their own development.
• Poornata also gives managers access to information about their direct reports and thus
enables managers to plan the development of their direct reports more proactively.

4. Scope of POORNATA
Modules included in POORNATA are:
• Recruitment
• Workforce Administration
• Position Management
• Compensation
• Performance Management System
• Enterprise Learning Solution
• Talent Management
Significance of POORNATA
1. Employees
• Empowers employees by making development self driven.
• Creates career opportunities for employees by enabling knowledge sharing of likely
vacancies and jobs amongst varied businesses.
2. Business
• Delivers faster services.
• More- database decision-making.
• Put Line Managers in control of People and development

5. 3. Group
• Takes the group to a league of Global Organizations with cutting edge HR-ERP
operational that enables seamless delivery of common HR processes a diversified
multiplication group.
• Builds employer brand.
4. HR Department
• Enables faster service delivery.
• Facilitates continuous improvement.
• Builds a more professional image.
• Makes HR department more data driven.
The online Human Resource Management System at HINDALCO is called as
POORNATA”. This on- line Performance Management system enables the group to
proactively manage their performance appraisal .The module delivers maximum business
benefit by helping an employee and manager to set goals and track them on an ongoing basis.
The Performance Management business process includes the following basic steps-
1. Identification of goals for the next year.
2. Review of performance against goals set for current year.

6. This guide is both a reference tool for use in your day- to- day role and also a training
manual. It is a common appraisal process, an automated, system driven; goal focused and
standardized process across the group.
Mainly the performance management of HINDALCO is done by online system includes the
following basic processes
 Annual goal setting
 Midyear review
 Annual performance review
“””””Performance Management Process in POORNATA by Employee
The goal setting process starts with defining the job purpose, the KRAs and then the goal is
finally set. Goals include the job description, start and end dates, measurement criteria of the
goal, giving weight ages to each goal, stating the progress status of the goal (initially not
started status). The second process is the midyear review, the HR department will notify to
start the midyear reviews, the goal status (in progress/ complete, percentage achieved will be
updated by the employee. The last process is the Annual performance appraisal, here no
updates are made to the job purpose and KRAs, only the goal status is updated (100%
achieved, complete status). The employee gives his comments stating all the facilitating and
hindering factors in achieving the goals, after which employee gives rating to each goal on a
5 point rating scale-
5- Far exceeds expectation
4- Exceeds expectation
3- Meets expectation

7. 2- below expectation
1- Far below expectation
After the goal rating is completed, a goal summary is given by the employee; midyear review
Comment is given by the employee. Next the employee rates the values (commitment,
Seamlessness, integrity, speed, passion) with the following rating scale-
* Needs improvement
** Meets standards
*** Strength
The next step involves training
The next step involves training need identification i.e. the training employee needs in the
coming year and the career aspirations (short term as well as long term) are identified.
The performance management process in POORNATA by manager:
Now the Manager reviews the goals set by the employee, midyear performance status and
Annual performance appraisal of the employee is reviewed and appraised.
The manager reviews the job purpose, KRAs and goals along with weights, after receiving an
offline e-mail from HR administrator to initiate half yearly assessment; manager will reopen
the performance document and will review the current status of the completion of each goal.
Annual Performance review is done by the manager. The manager will review the document
of employee by logging in to the POONATA portal. The employee will be evaluated by the
manager by rating the employee’s performance against each goal by selecting a rating from
the 5 point rating scale and by rating employee’s performance against each value by selecting
a rating from the scale.

8. Training needs and career aspirations will be identified by the manager. By clicking on the
calculator icon, the overall rating will be available to the manager. Manager will then forward
the document to the HR department for further processing.
The HR department gets a renormalized report which has a rating to be given to the
employee. In case the rating finalized by the moderation committee is different as compared
to the one given by the manager, the HR department would deny the document. The
renormalization process has 3 people involved – the HR administrator, Top management
level employee and department Head. The renormalization process is based on –
How the manufacturing industry has performed
How the company has performed
How the unit has performed
How the department has performed
How the functional unit has performed.
When there is a new employee the HR department conducts induction program for employee
self service and manager self service to access POORNATA and refresher training program
is conducted by the department 15 days prior to the appraisal process in the organization.
180-DEGREE-PERFORMANCE APPRAISAL:
180 Degree – a method of measuring performance appraisal of an employee. As we have
already discussed about “performance appraisal ‘in the previous blog, it’s quite clear that it’s
a method of measuring and giving feedback of any employee performance.
180 Degree is one of the method by which feedback of an employee can be judged and

9. measured.
Here two people are involved in the feedback process; one is the employee himself and his
immediate boss.
The employee share his work experiences including good and bad with the hr people, and the
boss gives the feedback of the skills and attitude the employee carry. And then the data
collected is matched with the competency norms of the organization and a feedback is
prepared about that particular employee. And with this feedback the management takes s
further actions for better performance of that employee.
This performance appraisal form is used in all big and small scale industries and
organization.
Various Modules in POORNATA
1. Personal Information:
Employee self service- employee self service is used by the employees to view and update
their own information in POORNATA. Information pertaining to Name, address, marital
status, education, honours and awards, languages, licenses, memberships, email-id , phone
numbers, emergency contacts. There are 3 kinds of processes to update information through
employee self service.
.• Process without approval or notification
Employee updates
a. Phone number Database updated
b .Email address
c .Emergency
contact number

10. This updating of information does not need the approval of HR administrator.
• Process with HR notification
Employee updates Database updated
a. Education
b. Honors& awards
c. Languages
d. Licenses&
certificates Supervisor HR
e. Memberships notified administrator
notified
• Process with HR approval
Employee
updates
HR to
a. Name
b. Address
approve Database updated
c. Marital status
Employee
notified

11. Name- employee submits a name change request online, he/she must provide sufficient proof
to the concerned HR manager to get an approval like, marriage certificate, divorce certificate.
Manager self service- the e-Profile manager desktop in POORNATA is a web based
application that allows the managers to view personal and job related data of all the
employees to them. The manager can view the details of the employees reporting to them
with the help of manager self service. Following details can be viewed by a manager using
manager self service – Name, address, marital status, education, honors& awards, languages,
licenses, membership, email ID, phone numbers, emergency contacts.
Manager selects the employee
whose data he/she
Manager clicks on
the hyperlinks to
Wishes to see view the data
2. Recruiting:
LIMITATIONS OF THE STUDY
The study performed encompasses following limitations:

12. The sampling does not include all the divisions of HINDALCO INDUSTRIES LTD.
As the survey was conducted online, no personal interview was taken. Due to the non
respondents few aspects of the research analysis got defeated.
Lack of time.
Lack of respondents.
Lack of enough supportive secondary data.
Data collection without primary data (no questionnaires).
SUGGESTIONS

13. According to my observation following suggestions should be taken into consideration:
• Gap Analysis- Training needs are given by the employees online, once the identification
is done and training is imparted to the employees, some feedback about the training is to be
taken from the manager and the respective employee. Feedback in terms of whether the
program met the objective, did it make value addition to the knowledge of the employee and
its application in the present job should be undertaken. Thus the gap between training need
identification and imparting of training should be analyzed.
• Quarterly performance reviews should be undertaken for short term goals.
• Some employees are not satisfied with the updates given by the HR department related
to their case, while assessing the online performance appraisal system. Thus proper feedback
should be given to the employees to further increase the effectiveness of the system.
• Training need identification should be done half-yearly, so that it helps the employees in
improving the performance in the remaining time period.

14. CONCLUSION
From the above data it can be observed that the online performance management system at
HINDALCO INDUSTRIES LTD is extremely effective.
In PMS all the factors facilitating and hindering performance are taken into consideration
while appraising the performance of employees. In Performance management goal setting,
mentoring, coaching and evaluating performance has been carried out successfully and
effectively because of online performance management system (POORNATA).
Employees are satisfied with the online performance management system and the coverage
given to various factors of performance appraisal.

15. BIBLIOGRAPHY
Mamoria.C.B., Gankar.S.V.- Personnel Management, Himalaya publishing house,
Mumbai, 1980
Yoder, Dale, Personnel Management and Industrial Relations, Prentice Hall of India,
New Delhi, 1975
Gautam.v.1988. Comparative Manpower Practices, National Publishing House, New
Delhi
• Sahu, R.K., Performance Management System, New Delhi, Excel Books, 2007
• Kothari, C.R., Research Methodology, New Delhi, New Age International (P) Ltd.
• www.adityabirla.com/the_group/heritage.htm
• www.adityabirla.com/the_group/corp_hrcell.htm
• www.adityabirla.com/the_group/corporate_cells.htm

16. ANNEXURE 1
Process of Performance management system
Section-1 –JOB PURPOSE
Description:
 Ensure achievement of both sales & credit targets, optimizing of resources.
 Develop/ harmonize team operations of plant / marketing for achieving customer
satisfaction & maximum output.
 Focus on future commercial / dedicated expansions.
Section –2 –KRA
KRA No.1 SALES & MARKET SHARE
 Description: To achieve the Sales Targets as per Budget with increase in market
share.
KRA No.2 CREDIT CONTROL
 Description: Reduction of critical o/s, reducing no. of days.
KRA No.3 OPTIMIZATION OF RESOURCES
 Description: Optimizing Manpower resources to generate maximum output.
KRA No.4 CUSTOMER SATISFACTION
 Description: Ensuring customer satisfaction
KRA No.5 MARKET EXPANSION
 Description: Market expansion for commercial & dedicated plants.
KRA No.6- STATUTORY COMPLIANCES
 Description: Ensuring operation of plants with all legal compliances.
Section-3- EMPLOYEE GOALS
Goal 1: Supports KRA No.1, Weight: 20%
 Description: To achieve the Sales Targets as per Budget.

17.  Measurement: Actual sales achieved every month compared with targeted volumes.
 Comments: As against budgeted volume of 49920 u.m achieved 47177 cu.m, loss due
to strike.
 Rating: Exceeds-110-117%
Goal 2: Supports KRA No.1, Weight: 5%
 Description: Achieve & retain market share as per sales target.
 Measurement: To be monitored monthly via-a-vis budget.
 Comments: Market share improved from last year 19% to this year 23% despite
construction industry showing trends of slow down.
 Rating: Far exceeds Expectation>120%
Goal 3: Supports KRA No.2, Weight: 10%
 Description: Credit control
 Measurement: Monitor the same every month for number of days & reduction in
critical. Outstanding as compared to the budget.
 Comments: Critical outstanding reduced from 179 lacs to 156 lacs. All major
accounts reconciled.
 Rating: Exceeds Expectation>120%
Goal 4: Supports KRA No.3, Weight: 20%
 Description: Optimizing manpower resources, maximizing output for pumps/plant.
 Measurement: Availability w.r.t. the sanctioned manpower & Training for maximum;
output & harmonious operations etc.

18.  Comments: Harmonius operation was ensure by timely requirement & in house
training.
 Rating: Exceeds>110-117%
Goal 5: Supports KRA No.4. , Weight: 10%
 Description: Ensure Customer Satisfaction
 Measurement: Feedback from Customers.
 Comments: Mobile testing facility started at Bangalore.
 Feedback from customers obtained & periodically analyzed.
 Rating: Far Exceeds Expectation>120%
Goal 6: Supports KRA No.5. , Weight: 10%
 Description: Market expansion for commercial & dedicated plants.
 Measurement: As per expansion plans based on market potential.
 Comments: Market expansion in Manglore and Mysore achieved within two months
of commercial production achieved market share of 25%.
 Rating: Far Exceeds Expectation>120%

19. Goal 7: Supports KRA No.6. , Weight: 15%
 Description: Ensure operation of plants with all legal compliances. Safety norms
followed in all plants.
 Measurement: 100% statutory compliance. No. Of safety trainings imparted to staff &
workers.
 Comments: Training programs/Demos conducted in all plants.
 Rating: Far Exceeds Expectation>120%
Section 4 – EMPLOYEE MID YEAR REVIEW COMMENTS
Description:
 To achieve sales target as per budget: Against budgeted target of 282000 cu.m
achieved 263000 cu.m. Shortfall mainly due to 18 days of strike by sand suppliers.
 Achieve & Retain market share: Market share of 22% achieved. Improvement of 3%
on YOY basis.
 Credit Control: No. of days o/s reduced from 38days to 27days.
 Optimization of Resources: within 2 months of operation.
 Ensure customer satisfaction: Mobile concrete Training facility introduced.
 Market Expansion through dedicated plants: 1captive plant started & successfully
running.
 Ensuring legal compliances: All legal compliances are met.
Major Challenges:
Creating differentiation in product & services to enhance brand premium.

20. Manager’s COMMENTS –
 Sales target impacted due to 18 days strike, otherwise would have achieved.
 BLK project plant, a good initiative.
 Cr control has significantly improved but still more needs to be done & focused into.
 New products to be pushed & new plants have been well established.
Section 5- VALUES
 Values
 Commitment
 Passion
 Seamlessness
 Speed
Section 6- EMPLOYEE COMMENTS
Section 7- TRAINING NEEDS
Section 8- CAREER ASPIRATION

21. ANNEXURE 2
EXIT INTERVIEW FORM
NAME:__________________________ DATE OF JOINING: _______________
DEPARTMENT:______________________ QUALIFICATION:_________________
_ _
DESIGNATION:______________________ DATE OF RESIGNATION:__________
_
RELEASE DATE:____________________ BASIC SALARY: Rs.____________PM
1) Please select any three factors, in order of rank, that were associated with your
decision to leave the organization (i.e. number one reason should be should be as
ranked 1st and so on)
Pull Reason Rank Pull Reason Rank
Increased Job Content
Responsibility and
Career
Higher Emolument / Work Culture
Position
Higher Education Behavior of Superiors
Health Grounds Family Consideration
Internal Recruitment Social Life/Work life
Balance
Education of Children Township / Medical
Facility
2) Weather you would like to rejoin our Group in future? Yes/No
If Yes, at what stage?

22. 3) Would you recommend our company to your friends / relative for building their
carrier with us? Yes/No
4) Any Suggestion
Date: Signature

23. ANNEXURE 3
EMPLOYEE REFERRAL APPLICATION FORM
(RMC DIVISION)
E Code No:
Employee Name:
Department:
Location:
Contact Details:
Position Referred For:
Location:
Referred Candidate’s Name:
I hereby declare that I know the above candidate personally/professionally and he is willing
to join RMC business of ABG if found suitable and offer given to him as per his satisfaction.
Signature of the Employee Signature of HR
Date:

24. ANNEXURE- 4
TRANSFER REQUEST FORM
NAME OF
TRANSFEREE
POSITION
DESIGNATION / JOB
BAND
EMPLOYEE CODE
PRESENT LOCATION
PRESENT
DEPARTMENT
PRESENT SUPERIOR
(NAME & POSITION)
FUNCTIONAL HEAD
LOCATION ON
TRANSFER
NEW POSITION
NEW DEPARTMENT
DATE OF TRANSFER
NEW SUPERIOR
(NAME &
POSITION)
NEW FUNCTIONAL
HEAD

25. NEW ZONE
Zonal / Functional Head Zonal / Functional Head
(Transferor) (Transferee)