This is about the HR and management practices of large MNCs like Essar, ITC and WellKnown Polyesters.

1. PRINCIPLES OF MANAGEMENT

2. “Management is, above all, a practice where art, science
and craft meet.”
- Henry Mintzberg

4. CHEIF PRODUCT MANAGER
ITC LIMITED
MR. SURENDRA SINGH
HAS DONE HIS POST GRAD FROM IIM INDORE
HAS BEEN IN THE INDUSTRY FOR 25 YEARS.
WORKED IN PARLE PRODUCTS FOR 10 YEARS

5. ROLES OF A PRODUCTION MANAGER
 PLANNING AND ORGANISING PRODUCTION SCHEDULES.
 ASSESSING PROJECT AND RESOURCE REQUIREMENTS.
 DETERMINING QUALITY CONTROL STANDARDS.
 OVERSEEING PRODUCTION PROCESS.
 ORGANISING RELEVENT TRAINING SESSIONS.
 SUPERVISING THE WORK OF JUNIOR STAFF.

6. ORGANISATIONAL STRUCTURE OF PRODUCTION
Production control is the task of predicting, planning
and scheduling work, taking into account manpower,
materials availability and other capacity restrictions
Manufacturing is the value added production of
merchandise for use or sale using labour and
machines, tools, chemical and biological processing,
or formulation.
Purchasing refers to a business or organization
attempting to acquire goods or services to accomplish
the goals of its enterprise.

7. GOALS SET BY MR. SURENDRA
CUSTOMER SATISFACTION
FORMULATION OF EFFECTIVE POLICIES.
EFFICIENT KNOWLEDGE OF BUISNESS
OPERATIONS.
RESOURCE UTILIZATION
TIME MANAGEMENT

8. LEARNINGS :-
HE HAS TO ENSURE THAT A PARTICULAR PROJECT IS DELIVERED ON TIME
AS WELL AS ON BUDGET.
HE HAS TO STRATEGIZE FOR EVERY CONCEIVABLE PITFALL.
A TYPICAL DAY INVOLVES IN AND OUTS DURING FACTORY TOURS.
HE HAS TO ENSURE THAT THE PRODUCT STRATEGY IS REVISED
CONTINOUSLY.

10. CORPORATE HR MANAGER
WELLKNOWN POLYESTER LTD:
• HAS DONE HIS POST GRADUATION FROM IIM BANGALORE
• SPECIALIZES IN HUMAN RESOURCE MANAGEMENT
• WORKED IN RELIANCE INDUSTRIES FOR 10 YEARS
Mr. Vasantha Suvarna

11. ROLES OF HR MANAGER
• Plan, direct, and coordinate human resource management.
• Identify staff vacancies and recruit, interview and select applicants.
• Allocate human resources, ensuring appropriate matches between personnel.
• Provide employees with information about job duties, working conditions,
wages, opportunities for promotion and employee benefits.
• Perform difficult staffing duties, including dealing with understaffing,
refereeing disputes, and administering disciplinary procedures.

12. HR ORGANIZATIONAL STRUCTURE

13. STAFFING
• Having experienced people is very important for the growth of the
company.
• Older talent are multi-skilled and adaptable.
• As older talent seek contingent engagements, they could deliver
more for less.
• They know precisely who they are -- their strengths, abilities,
potential and areas of improvement.

14. IN-HOUSE PROMOTIONS
• Employees already know the culture of the organisation.
• The organisation knows employees and have detailed records from
previous supervisors.
• Offering opportunities to internal employees may boost the morale of
the staff members.

15. HIS LEARNINGS, EXPERIENCE AND FINDINGS
• Working in Reliance gave him the opportunity to grow and got him the
knowledge and experience required to be in the corporate field.
• He shifted from Reliance to Wellknown 2 years back.
• According to him change is important especially if you want to explore and
expose yourself.
• He also added that “Work for the company ,be dedicated and productive,
make your presence noted with your work.” and this was his mantra to
success.

17. HR MANAGER RETAIL DIVISION
Mr. Domnic Nicklaus

18. Retail Organization
Structure
Business
Development
Operations Engineering Marketing Services Finance HR
There are various models for retail outlet:
1) COCO – Company Owned Company Operated.
2) DODO – Dealer Owned Dealer Operated.
3) CODO – Company Owned Dealer Operated.
Support Functions
Finance
Human
Resources

19. OBJECTIVES
• Main aim is to understand and serve the employee base.
• Have an engagement plan drawn out based on business objectives.
• Reconciling with the whole team and understanding the need of the hour.
• Have to work on both short term as well as the long term goals.
Plan Progress
Where the
employees are.
Whether they need
some help.

20. STAFFING - ENSURING THAT RIGHT PEOPLE ARE ON THE TEAM.
3 level of interviews:
1) Job profile assessment.
2) Interview by manager.
3) Interview by HR.
 It’s a Competency based interview (CBI) technique.
Experienced or Inexperienced?
Depends on the vacancy. In the case of Inexperienced individuals, there is a potential based
assessment.
There are two models which are followed for training after selection:
1) Six months training (70/20/10 model)
2) Six disciplines of learning.

21. MOTIVATION
• Ensures that rewards and recognitions are there in the right place apart from their compensations.
• Very transparent recognition system.
• Sending letters to the employees’ family signed by important stakeholders of the company.
• Able to connect with the family.
• Separate appreciation letter given to employee by the zonal manager.
• Choosing objectivity over subjectivity.
 The company bags a performance driven culture.
For those not performing:
1) Have the motivation to work harder the next time.
2) Separate letters by the zonal manager saying that they value their work and hope to see them work better in the
future.

22. PERFORMANCE APPRAISAL
There are various methods under performance management system on the basis of which performance appraisal is done.
One such method followed by ESSAR is the Balance Score Card method.
There is a Vision, a Mission and the Current year goals of an organization. Under the Current year goals comes the BSC
basket.
Balance Score Card Basket
Financial Customer
Learning and
Growth
KPAs and KPIs Internal Processes
Main aim of the Balance Score Card is to ensure that the goals of an employee are aligned with the goals of the organization.
Based on the score of this card the organization decides on the performance appraisal of an employee.
Each BSC has certain goals written on it which the employee needs to fulfill in a particular span of time. The flow of work
is from top to bottom. Main BSC is with the CEO of the company and as it flow from top to bottom the BSC gets
segregated into various other objectives that are to reached.

23. VICE PRESIDENT OF ESSAR OIL: MR K.G.RAI
• Has done his post graduation from IIM Bangalore.
• Specializes in marketing and sales.
• In the oil industry for over 30 years.
• Worked with companies like Bharat Petroleum, Reliance and currently in
Essar Oil.

24. JUMPING FROM JOB TO JOB
• Why would one so easily give up a public sector job?
• Why would one get into such an organisation that has no name for
itself in that particular field?
• Whether and if yes how did it improve and reflect upon his skills?

25. SUCCESS MANTRAS OF RELIANCE
• Planning
• Procurement
• Project management
• Be the Best not the Second Best

26. CHALLENGES FACED BY RELIANCE IN THE MARKET
• Unsurity of Quality
• Unsurity of Quantity
• PERSONIFICATION
• SURVEYS
• AUTOMATION

27. HIS LEARNING AND EXPERIENCE AND FINDINGS
• BPCL gave him the sense to acknowledge and give importance to various sector people and
understand the different fields.
• Reliance taught him to be efficient as it being a private firm they were always on the lookout
for results and profits so the work was too enlightening but at the same time he criticized the
work culture and wold prefer BPCL for work culture.
• Reliance gave him an opportunity to grow and get his plans into action which gave him a
strong foothold.
• While in Essar he couldn’t comment much as he is still new to the firm but he could definitely
comment that growth was at a good pace and already 3000 pumps had opened since he had
joined but he also thought Essar’s training problems were insufficient.
• Essar is more focused on quick results because of which the focus on quality training is less
as they want the trainees on the job ASAP.

28. LEARNINGS FROM THE INTERVIEW
• WOM (Word Of Mouth) plays an important role, it acts like a verbal
reputation of your company.
• Even if you have a great product it wont sell until you have marketed it the
right way.
• The pitch for marketing your product should be such that it hits the right
chord of the consumer.

29. CONCLUSION
• So if I ask this question What do managers do? What will the answer be?
• Lets take help. Of whom?.. Mr Peter Drucker!

30. THE PURPOSE OF A BUSINESS IS TO CREATE A CUSTOMER!
-PETER DRUCKER
Sets objectives
Organizes
Motivates and communicates.
Measures
Develops people.

31. ALL THIS MAKES US THINK OF A MANAGER
AS A VERY DELEGATING AND SUPERFICIAL PERSON?
LIKE DOESN'T HE DO ANYTHING HIMSELF?
• Managers need to become familiar with the concept of systems and the associated way of
thinking.
• Managers have to plan structural adjustments to guarantee the survival of the whole system,
constantly formulating new interpretations of the business scenarios in order to find an
adequate positioning, implementing (when necessary) periods of adjustment, transforming
and redefining the organizational structure.
• Managers need to provide guidance and a holistic approach towards the work and come up
with innovative plans to ensure the success in this constantly changing environment.

32. THANK YOU