RECRUITMENT , HRM ,FUTURE PLAN AND INDIVIDUAL FEEDBACK.

1. PANKAJ R. VISHWAKARMA
CHANDAN JAISWAL
MONALI SHIRKE
IZHAR KHAN
SIDDHESH
PERFORMANCE MANAGEMENT
SYSTEM

4. PATANJALI
NAME :- PATANJALI AYURVEDA
COMPANY TYPE:- UNLISTED PUBLIC COMPANY
CATEGORY:- COMPANY Ltd BY SHARES
SUB CATEGORY:- INDIAN NON GOVERNMENT. Co
INDUSTRY TYPE:-MANUFACTURING (FMCG)
AUTHORISED CAPITAL:- INR 5000.00 LAKHS
BOARD OF DIRECTORS:- 7 MEMBERS
HEAD DIRECTOR:- MUKTA NAND
MANAGING DIRECTOR :-ACHARYA BALAKRISHNA

5. CONTINUED…
BUSINESS PARTNERS:-
1) BIJOOR GROUP
2) MUDRA GROUP
3) KISHORE BIYANI’S FUTURE GROUP
4) MUMBAI BIG BAZAAR
5) HYPER CITY AND STAR BAZAAR
6) BAZAARCART.COM
7) ADITYA’S PITTIE GROUP

6. WHAT IS PERFORMANCE MANAGEMENT
1. The fundamental goal of performance management is to
promote and improve employee effectiveness.
2. It is a continuous process where managers and employees work
together to plan.
3. monitor and review an employee's work objectives or goals and
his or her overall contribution to the organization.

7. MISSION AND VISION
VISION
1. TO BE A TOP AYURVEDA COMPANY AMONG ALL MNC’S
2. TO REINTRODUCE THE INDIAN AYURVEDA
3. TO CRACK THE WORLD’S ATTRACTION TO OUR INDIA
4. TO REINVENT OUR TRADITIONAL KNOWLEDGE OF YOGA AND
AYURVEDA

8. CONTINUED….
MISSION
1. TO REACH THE GREAT HEIGHT’S
2. TO RESTART THE SWADESHI MOVEMENT
3. TO PRODUCE GOOD QUALITY PRODUCTS AT CHEAPER RATE
4. TO INTRODUCE INDIAN AYURVEDA TO THR MODERN WORLD
5. TO CRACK THE MAXIMUM MARKET SHARE

9. SWOT ANALYSIS

10. S – STRENGTH
1. BRAND NAME
2. STRONG TQM
3. EXCELLENT MARKETING STRATEGY
4. INNOVATIVE PERSONALITY
5. CHEAP PRICE CUM CHARMING PRODUCTS

11. W – WEAKNESS
1. NO STANDARD ADVERTISING
2. LOWER CONCENTRATION ON OTHER TOP COUNTRIES
3. LOWER MARKETING STRATEGIES

12. O – OPPORTUNITIES
1. POSSIBILITY OF BECOMING WORLDS TOP MNC
2. EXPANSION
3. MAXIMUM MARKETING SHARE

13. T- THREATS
1. GOVERNMENT REGULATIONS
2. MAXIMUM TAXES
3. LACK OF SUPPORT FROM FOREIGN GOVERNMENT

14. PATANJALI AS AN ‘EMPLOYER’
1. Recently, The Times Of India Dated 22nd Dec,2016, Stated That Patanjali
employees Have Already Started Receiving Their Performance Increments For
The Year.
2. It Also Mentioned That The Appraisal System At Patanjali Is Quick And Results
Are Conveyed To The Employees Quickly .
3. Currently Patanjali Employees More Than 6000 Labourers In Its Processing
Activities More Then 400 Sales Staff And 300 Technically Qualified Employees

15. EMPLOYEES BACKGROUND
1. EXECUTIVES HAVE JOINED FROM REPUTED INTERNATIONAL FMCG
PLAYERS
2. LIKE HINDUSTAN UNILEVER AND PROCTER & GAMBLE, APART FROM
DOMESTIC COMPANIES HIMALAYA, DABUR AND EMAMI.
3. MANY EMPLOYEES ARE ATTRACTED BY THE LOOKING AT THE FUTURE
PROSPECTS FOR CAREER GROWTH.

16. CONTINUID….
1. “BABA RAMDEV COMMENTS THAT THE ORGANISATION IS NOT LOOKING
FOR TOP BUSINESS SCHOOL GRADUATED LIKE IIM’S WHO DEMANDS
CRORES IN PAY.
2. YOUTHS FROM NON-METROS ARE GENERALLY RECRUITED, TRAINED
AND DEPLOYED AS TERRITORY IN-CHARGES.
3. ENGLISH SPEAKING IS NOT A MANDATORY CONDITION FOR
PANTANJALI.
4. PATANJALI PREFERS PEOPLE WITHOUT EXPERIENCE BUT WITH
ENTHUSIASM AND COMMITMENT.

17. KEY PERFORMANCE INDICATORS (KPIS) AND
METRICS
1. GIVES THE WAY TO MEASURE THE PERFORMANCE.
2. BUT PRIMARY VALUE OF KPI’S IS NOT IN MEASURING PERFORMANCE.
3. “WHAT GOAL WILL THIS KPI HELP MY ORGANISATION ACHIEVE,OR
WHAT PROBLEM WILL IT RESOLVE?” AND “WHAT DECISIONS WILL THE
KPI HELP DRIVE?”
4. IT’S IMPORTANT TO ASK, WELL-DESIGNED KPIS SHOULD BE VITAL
NAVIGATIONAL INSTRUMENTS, GIVING A CLEAR PICTURE OF CURRENT
LEVELS OF PERFORMANCE AND WHETHER THE BUSINESS IS WHERE IT
NEEDS TO BE.

18. PERFORMANCE APPRAISALS
1. MOST COMMOMLY USED PERFORMANCE MANAGEMENT TOOL.
2. WHEN APPLIED PROPERLY,PERFORMANCE APPRAISALS INCREDIBLY
POWERFULL
3. TWO WAY CONVERSATION.
4. IF NOT, APPRAISALS CAN BE A POWERFUL DE-MOTIVATOR, LEADING TO A
DECLINE IN PERFORMANCE.

19. 360 DEGREE FEEDBACK
1. This Tool Is All About Answering The Question,
2. “How Well Are Our People Performing In The Eyes Of Those Who Have A Stake
In Their Performance?”
3. Results Are Confidential.
4. Used In Employee Training And Development.
5. Democratise The Review Process

20. PERFORMANCE MANAGEMENT FRAMEWORKS
1. Balanced Scorecard (BSC).
2. Influential Business Ideas Ever Presented In The Harvard Business Review,
3. Massively Popular .
4. Strategy Execution Tool

21. CONTINUIED…
1) Clarify their strategy and communicate their business priorities and objectives;
2) Monitor progress by measuring to what extent priorities and objectives are being
delivered; and
3) Define and manage action plans to ensure initiatives are in place to deliver the
business’s priorities and strategic objectives.

22. REWARD AND RECOGNITION PROGRAMMES
1. Unrecognised And Unrewarded Employee.
2. Reward And Recognition Programmes Are Therefore An Important Part Of Any Thorough
Performance Management System.
3. Creating A Method For Celebrating Those Who Are High Performers.

23. CONTINUE….
1. For Many Companies, This Means Dishing Out Financial Rewards.
2. Such As Bonuses, But Simple Praise And Recognition Of A Job Well Done Is Just
As Important For Maintaining Morale And Continued High Performance.

24. FUTURE PLANS AND GOALS OF PATANJALI
AYURVEDA LTD.
1. THEY WANT O ACHIEVE 10,000 CRORE BUSINESS
2. TO EXPAND THE BUSINESS AT THE GLOBAL MARKET IN NEXT 5 YEARS
3. PLANNING PRODUCE BEVERAGE DRINKS
4. PLANNING TO PRODUCE OATS NUDDLES CHIPS AS TO CRACK THE
MARKET SHARE OF OTHER MNC’S
5. TO REACH THE GRATE HIEGHTS AS TO LOWERS THE DEMAND FOR
MNC’S
6. PLANNING TO OPEN OITS OUTLETS AT RAILWAY STATIONS AND
AIRPORTS
7. PLANNING TO ADVERTISE THROUGH McCann AND MUDRA FOR NEXT
LEVEL OF MARKETING PLANS

25. 1. Investing in or developing performance management tools,
techniques and processes like these, is an important part of creating
a culture of high performance.
2. And that’s exactly what every business, regardless of size, in every
industry, should be aiming for – strong performance at every single
level of the organization.
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