ACKNOWLEDGEMENT It is in particular that we are acknowledging our sincere feeling towards our mentor who graciously gave us their time and expertise. They have provided us with the valuable guidance, sustained efforts and friendly approach. It would have been difficult to achieve the results in such a short span of time time without their help. We deem it our duty to record our gratitude towards the Project upervisor Ms. Roshni Tijoriwala who devoted her precious time to interact, guide and gave us the right approach to accomplish the task and also helped us to enhance our knowledge and understanding of the project.
With With sincere regards, Ruksar Ansari Ravi Dhingani Parth Khatri Loa Pan!"a A#hilasha $olanki Mit %agh&la
1
TA'LE TA'LE O( CONTENT$ $r No.
Titl&
Pag& No
)
A*knowl&!g&+&nt
)
,
-ntro!u*tion o Co+an"
/
/
0R Poli*i&s o Co+an"
1
2
(in!ings an! L&arning
)3
4
Con*lusion
,5
6
R&*o++&n!ation
,)
7
'i#liograh"
,,
2
C0APTER )8 -NTROD9CT-ON
Maruti $u:uki -n!ia Li+it&!, commonly referred to as !aruti and formerly known as Maruti 9!"og Li+it&!, is an automobile manufacturer in India. It is a subsidiary of "apanese automobile and
motorcycle manufacturer u#uki. !aruti was incorporated in $%&$ as a government company. They started production in 'ecember $%&( with collaboration co llaboration of u#uki of "apan. Initially u#uki had )*+ euity which has since increased to -+. PROD9CT RANGE O( MAR9T- $9;9K- -NCL9DE$8
It offer full range of cars/ from entry level !aruti & 0 1lto to stylish hatchback 2it#, 1 star, star, wift, Wagon Wa gon 2, and sedans '3ire, 4 4- and ports 5tility vehicle 6rand 7itara. •
!aruti &
•
1lto
•
8mni
•
6ypsy 3
•
3en 9stilo
•
Wagon 2
•
7ersa
•
1/ tar
•
2it#
•
4-
•
'#ire
•
6rand 7itara . L-(E AT M$-L The company that leads the Indian auto industry and defines the way India drives rides on the quality and competence of its people. It’s a great place to discover all that you can be and maximize your potential. po tential. :rom a genuinely eual opportunity o pportunity work culture, a sense of team spirit that goes right down to a common lunchroom, to a feeling of oneness as senior managers and their teams sit together in an open, wall;free environment, this is an uncommon place to work and excel. !125TI is fast and flexible, resilient and responsive, as they
people who have an obsession to delight customers, and they leave them free to take decisions in complex situations. MAR9T-AN$
-nnovation 4
D&!i*ation
R&sonsi#ilit"
Own&rshi.
These are the virtues that connect a !arutian to the organi#ation. !aruti u#uki offers a uniue opportunity for professional and personal growth as part of a multi;faceted organi#ation where all work as one. To most !arutians, their colleagues have been part of an extended family.
With mix of generations and nationalities working together as one team, they provide the perfect balance of energy, experience and exposure. 1t !aruti u#uki, while excellence is an integral part of our work culture, they are steadfast in an ethical approach in all its dimensions.
OCC9PAT-ONAL OCC9PAT-ONAL AND 0EALT0 0E ALT0 POL-C<
!aruti u#uki India =imited >!I=? is committed to ensure a safe and healthy working environment for all employees, visitors, contractors, vendors and persons present at !I= sites by prevention of work related injuries and illness. To meet the responsibilities, responsibilities, they are maintaining a safe working environment en vironment and have an 8ccupational @ealth and afety !anagement ystem >8@!? in place toA •
Manag& Risks / by identifying all workplace ha#ards, undertaking assessments, internal 0
external audits, and taking all necessary actions for preven tion 0 control of injury, ill;health, loss or damage by following safe work practices in operations as theyll as while procuring new plant, machinery 0 euipment. •
Co+l" with l&gal an! oth&r o#ligations / by ensuring that our business is managed in
accordance with relevant occupational health and safety legislations, standards and !I= occupational health and safety policies 0 procedures. •
Esta#lish targ&ts an! r&vi&w +&*hanis+ ; They shall manage our obligations using coordinated
occupational health and safety plans for each ea ch area and site, with challenging targets to measure progress 5
$WOT ANAL<$-$
!aruti u#uki is the market leader in India and has ama#ing brand euity. !aruti is known for the service it provides and is synonymous with !aruti & / the longest running small car in India. @ere is a W8T of !aruti u#uki, its strengths, weaknesses, opportunities and threats.
$tr&ngths •
!aruti u#uki is in a leadership position in the market with a market share of -&.B-
•
!ajor strength of !aruti u#uki is having largest network of dealers and after sales service centers in the country. cou ntry. 6
•
6ood promotional strategy strategy is is adopted by !aruti u#uki to transfer its thoughts to the people about its products.
•
!aruti u#uki recorded highest number of domestic sales with %,**,--B units from B,*C,C(( units in the previous fiscal. It recently attained the $million domestic sales mark.
•
trong Drand 7alue 7alue and =oyal =o yal Eustomer Dase are big strengths for !aruti u#uki u#uki
•
There are around $C vehicles in !aruti Product portfolio. @as good product lines with good fuel efficiency like !aruti wift, 'iesel, 1lto etc
•
1lto still beats the small car segment with highest number of sales
•
!aruti u#uki is the first automobile company to start second hand vehicle sales through its True; value entity.
•
!aruti u#uki has good market share and hence it
W&akn&ss&s •
=ow interior uality inside the cars when compared to uality players like @yundai and other new foreign players like 7olkswagen, 7olkswagen, Fissan etc.
•
6overnment intervention due to having share in !aruti u#uki.
•
Gounger Go unger generations started getting a great affinity towards new foreign brands
•
The management and the company
•
!aruti hasn
Oortuniti&s •
!aruti u#uki can start 20' on electric cars for a much better substitute of the fuel. fuel.
•
!aruti
•
Few '3ire from !aruti will capture the market share and expected to create the same magic as !aruti 9steem>currently not available?
•
9xport capacity of the company compan y is giving new hopes in 1merican and 5H markets 7
•
9conomic growth of the country is constantly increasing and the government is working hard to increase the 6'P to double digit.
Thr&ats
!aruti u#uki recently faced a decline in market share from its C.%+ to -&.% + in the previous
•
year>)$$? !ajor players like !aruti u#uki, @yundai, Tata has lost its market share due to many small
•
players like 7olkswagen; polo. :ord has shown a considerable increase in market share due to its :igo. Tata Ta ta !ot !otors ors recent launches launches li like ke Fan Fano o )$) )$),, Ind Indigo igo e;c e;css are im impos posing ing maj major or thr threat eatss to its
•
respective competitor
Ehina may give a good competition as they are also planning to enter into Indian car segment
•
=aunch of @yundai
C0APTER , 0R 0 R POL-C-E$ O( COMPAN< COMPAN< 0R %-$-ON
=ead and facilitates continuous change towards organi#ational excellence create a learning organi#ation with high sense of pride amongst it members. 0R -N-T-AT-%E$ • • • • • •
Prepare !5= trategies Dusiness Plan to achieve the 7ision 7ision and 6oal. Improve the Performance 1ppraisal ystem Improvements in Internal and external training and its effective utili#ation ystematic career planning Periodic communication meeting at various levels 2etention of Talent Talent
,.) RECR9-TMENT 8
2ecruitment is an important part of an organi#ation
RECR9-TMENT PROCE$$ (OR (RE$0ER$8
They recruit fresh 6raduates from premier T=$*hools and '=$*hools across the country in order to build our future leadership talent pipeline. . 1t !aruti u#uki, u#uki, they give ample opportunities for learning 0 growth through hands;on experience 0 rigorous training sessions. The young talent undergoes a structured induction, buddy 0 umbrella mentoring sessions, periodic management inputs and cross functional exposure. With their exciting career paths coupled with hard work 0 dedication from your end, they believe that you will keep on creating success stories in !aruti u#uki. u#uki.
RECR9-TMENT PROCE$$ (OR E>PER-ENCED CAND-DATE CAND-DATE
:or the last three decades, they the y have established themselves as the !arket =eader in 1utomobile 1utomobile sector in India. They appreciate the Hnowledge 0 expertise that the experienced professionals bring with them, 9
and they come from diverse backgrounds to strengthen the business pillars and explore new hori#ons with us. They invite applicants, who •
1re excellent performers with enthusiasm for constant improvement
•
@ave intense desire to be a member of the organi#ation and its success with a constant yearn to learn
•
1re star performers, put in extra effort 0 are committed to engage in work that contributes to business success
,., $ELECT-ON ,., $ELECT-ON
It is the process of searching the potential candidate. It is negative in nature in the Indian context. Dut it is positive in the 5 context. teps in election Process of !aruti 5dyog ltd election process consists of a series of steps, at each stage, facts may come light which may lead to the rejection of the applicant. It is a series of successive hurdles or barriers which an applicant must cross. These hurdles or screens are designed to eliminate an unualified candidate at any point in the selection process There is no standards selection procedure to be used in all organi#ations or for all jobs. The complexity of selection procedures increases with the level and responsibility of the position to be filled. .
)? Pr&li+inar" -nt&rvi&w @s*r&&ning ali*ations
Initial screening is done to weed out totally undesirableJunualified candidates at the outset. It is essentially a sorting process in which prospective candidates are given the necessary information about the nature of the job and the organi#ation, at the same time, the necessary 10
information is also elicited from the candidates about their education, skills, experience, salary expected and the like. It helps to determine whether it is worthwhile for a candidate to fill up the application form.
,? Ali*ation (or+
1pplication form is a traditional and widely used device for collecting information from candidates. It should provide all the information relevant to selection, where reference for caste, religion, birthplace, may be avoided as it may be regarded an evidence of discrimination.
/? $&l&*tion T&st
Psychological tests are being increasingly used in e mployee selection, where a test may involve some aspect of an individual
2? E+lo"+&nt -nt&rvi&w
Interview is an essential element of selection and no selection procedure is complete without one or more personal interviews, where the information collected through application letter or application application forms and tests can be cross;checked in the interview, where candidates demonstrates their capabilities and strength in relevant to their academic credentials. election in interview serves three purposesA a? 6iving 6iving information information to candidates candidates about about the company company,, the specific specific job and human human resource resource policies and b? 9stablishing a friendly relationship relationship between the employer and the candidate so as to motivate the successful applicant to work for the organi#ation. @owever, in practice interview becomes a one;sided affair serving only the first purpose.
11
4? M&!i*al EBa+ination
1pplicants who have crossed the above stages are sent for a physical examination either to the company
•
It determines determines whether the candidate is physically fit to perform the job, where those those who are physically unfit are rejected. It reveals existing disabilities disabilities and provides a record of the the employee
• •
1ct for claim for any a ny injury. It prevents the employment of people suffering from contagious diseases. It identifies candidates who are otherwise suitable but reuire specific jobs due to physical handicaps and allergies.
*? R&&r&n*& Ch&*ks The applicant is asked to mention in his application form, the names and addresses ad dresses of two or more persons who know him well. These may be his previous employers, heads of education institutions institutions or public figures. These people are reuested to provide their frank opinion about the candidate without incurring any liability. In In government and public pub lic sector organi#ations, candidates are generally reuired to route their applications through their present employers, if any. The opinion of referees can be useful in judging the future behavior and performance performance of candidate, but is not advisable to rely exclusively on the referees because they are generally biased in favor of the candidate. •
!ost candidates are employed at the time of their application, and do not wish their employers e mployers to
•
know they are looking elsewhere. Decause of a prospective employer would be breaking a confidence if he or she asked for a
• •
reference before an offer of a job had been made and accepted. Dy the time an offer has been accepted, ac cepted, selection is over and the reference is too late to affect it. 1n offer offer may may be made Ksubject to satisfactory satisfactory references<, references<, but as most references are are received after the candidate has started started work, they can only be used to warn managers of possible faults in the candidate which in serious cases may eventually lead to warnings followed by dismissal. dismissal. 12
•
9mployers giving references are usually extremely cautious many references merely state the job
•
title, the date of employment, and reasons for leaving. 2eferences are occasionally biased, giving a good reference to hasten an employee
•
departure or a poor one because of a grudge. Therefore, the best references are obtained in person, where there is a chance to see whether nonverbal behavior matches what is said. If such a meeting cannot be arranged, telephoning is the next best alternative.
7? (inal Aroval
In most of the organi#ations, the human resource dep artment carries out selection process, where the decisions of the department are recommendatory. The executive of concerned departments or units finally approves the candidates shortlisted by the department.
1? E+lo"+&nt.
9mployment is offered in the form of an appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should should join and other terms and conditions conditions in brief. In some organi#ations, both the candidate and the representative of the organi#ation sign a contract of service. It is at this point where a selected applicant is handled with a letter of offer offer for a jobA •
The wage or salary offered must not only be appropriate to the job and attractive to the candidate
•
but consistent with the earnings of present employees. The job must be named and any special conditions stated, for instance, the first year you
•
will be under training at the head office, then you will be transferred to up;country branches. The candidate must know the essential conditions of employment, such as hours of work,
•
holidays, bonuses and fringe benefits. 1ny provisos must be clearly stated, for example, your employment will be subject to satisfactory references and medical examinations. 1ppointment is generally made on probation of one or two years, where upon satisfactory performance during this period, the cand idate is finally confirmed in the job on the terms employed with, whether permanent or contractual basis.
13
3? -n!u*tion.
The process of receiving employees when they begin work, introducing them to the company and to their their colleagues, colleagues, and informing them of the activities, customs and traditions traditions of the company is called induction. 1t 1t this juncture juncture various induction courses are done to new recruit recruit in order to acclimati#e them with the new working environment.
)5? (ollow u @Evaluation
1ll selection should be validated by follow;up, it a stage where employee is asked how he or she feels about progress to date and the worker
$&l&*tion Pro*&ss or EB&ri&n*&! Can!i!at&8
,./ TRA-N-NG AND DE%ELOPEMENT
!aruti have invested about 2s $) crore in their training program. 2ecently they took a decision to establish a world class !aruti training centre which might come up on a *;& acre plot.
14
This kind of infrastructure will operate ope rate in decentrali#ed manner. mann er. It will have a residential facility, an e learning facility and will look at the perspective of developing our own technician level guys for which campus recruitment takes place. TRAD-T-ONAL AND AND MODERN APPROAC0 O( TRA-N-NG AND DE%LOPMENT Tra!itional Tr a!itional Aroa*h / !ost of the organi#ations before never used to believe in training. They are
holding the traditional view that managers are born and not made. There are also some views that training is a very costly affair and not worth. 8rgani#ations used to believe more in executive pinching. Dut now the scenario seems to be changing. The +o!&rn aroa*h of training and development is that Indian 8rgani#ations have reali#ed the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
-+ortan*& o training
8ptimum utili#ation of resources 'evelopment of human resources 'evelopment of skills of employees Productivity Team spirit 8rgani#ation culture Luality @ealth and safety
T0' aids in organi#ational development. 8rgani#ation gets more effective in decision making and problem solving. It helps in understanding and carrying out organi#ational policies. T0' helps in developing leadership, motivation, loyalty, better attitude, and other aspect that workers and mangers usually display. TRA-N-NG PROCE$$ (OR $ALE$ E>EC9T-%E$8 =
-ND9CT-ONA ; aims to provide an understanding und erstanding of the industry, its policies and products. 15
PROD9CT PROGRAM$A ; imparts complete knowledge on !aruti u#uki and u#uki and its competitors. $ELL-NG $K-LL$CON$9LT-%E $K-LL$CON$9LT-%E $ELL-NG PROCE$$A ; enables understand customer
sales processes and enables apply learning in actual selling. C9$TOMER CAREA ; positive attitude and the ability to move is a pre reuisite for excellent
performance in any world. Program aims at helping one to build a positive attitude and interpersonal skills and to enable better customer handling. AD%-$OR (OR L-(E PROGRAMA ;in this changed competitive environment, role o f dealer sales
executive is seen more than a person who is selling cars to the customers. @e is expec ted to be the customer
TRA-N-NG PROCE$$ (OR $ALE$ MANAGER$ GENERAL MANAGER$ 'RANC0 0EAD$
$. D&al&rshi Manag&+&nt Progra+A ;:or second generation dealers, and 6!target ). $al&s Manag&rsT&a+
setting and achievement, enuiry management, manage ment, resource and time management?, upervisory skills, Practical Eoaching skills, knowledge of !aruti :inance, !aruti Insurance 9xtended warranty, !61, True value and car advisor for life concept. (. 'ran*h +anag&rs Progra+A many of the dealers have hav e multiple outlets. While the owners sit any one outlet and control the others from there, different branch heads that managers the day to day operations of the outlet manages the other outlets -. The training covers topics like; making the business plan, :undamentals of 'DP, @r management, Team Team building and supervision skills, ability to motivate the team and get a buy in on the business plan, time managementJ prioriti#ing etc.
16
,.2 RETENT-ON EMPLO
9mployee retention is a process in which the employees are encouraged to remain re main with the organi#ation for the maximum period of time or until the c ompletion of the project. 9mployee retention is beneficial for the organi#ation as well as the employee. EMPLO
2esidential Eolonies for 9mployees / Ehakkarpur
@ospitali#ation 2eimbursement / on actuals without Eeiling
7ehicle =oans
@ousehold 9uipment =oans
@ouse Duilding 1dvance
1nnual 1dvance
!5= O!5=
P: Trust / for better !gt., ervice 0 speedy redress
Proposed !5= Pension cheme
O=earning =earning
8pportunity ; Denchmark in 1uto Technology Technology
OProfessional Professional
7alue addition through Training
O8pportunity 8pportunity
for foreign training at !E, "apan
"ob O"ob
2otation 0 "ob enrichment
,.4 PER(ORMANCE APPRA-$AL Maruti a!ots F/65 !&gr&& araisal s"st&+
17
It would seem that there is no corporate human resources policy that has not had its share of controversies for being biased. With an increasing number of ualitative factors that affect employees at the workplace, the performance appraisal process to make it as fair as possible has been the dream of every @2 manager. 1nd now ualitative factors are not just at play in the services sector, but also in manufacturing. With cubicles giving way to open offices, the top;down approach to employee performance appraisal is also on its way out. 8ne company that has set itself on course to further demonstrating and opening up its employee evaluation process is car market leader !aruti 5dyog. The company has introduced a uniue (*;degree feedback system, starting with its senior leadership. The new system has been co;developed with 9rnst 0 Goung Goung and has been be en put in place recently. 5nder the (*;degree feedback system, the employee is rated not just by his superiors, but also by his peers and subordinates. We are starting the (*;degree feedback process with e mployees in the top management such as chief general managers and general managers, whose performance will now be assessed based on feedback from their peers and junior management employees within the same department. Till last year, year, their performance was being appraised only by the 'irectors and the !anaging 'irector, says says !arutiQs Ehief 6eneral !anager >@2?, !r .G. iddiui. iddiui. 9rnst 0 Goung, Goung, in consultation with !aruti, has listed a set of leadership competencies that are expected in a general manager. Dased on that, it has prepared a uestionnaire to which peers and subordinates can respond online. 1lthough acknowledged as an effective tool for leadership development in the West, West, Indian companies have been shy of introducing such a feedback system s ystem for fear of disturbing traditional hierarchical structures. @2 consultants feel that the critical issues in implementing such a system include assuring respondents that their feedback will remain confidential and c onvincing the person receiving the feedback feedb ack that this is a development tool and not an appraisal tool. !aruti has handled this by ge tting 90G and other consultants to make detailed presentations to the senior manag ement personnel before the process got under und er way. The The 18
company has a committee of general managers, called @uman 2esource Inter 'ivisional Eommittee >@2I'E?, which is consulted on all major @2 issues. The initiative has been unveiled with an e;mail by !arutiQs !anaging 'irector, !r "agdish Hhattar, asking people to support the online uestionnaire process. The (*;degree feedback system will also include a self;appraisal by the general manager. manag er. 1t the end of the process, he can compare his self; appraisal with the assessment of his subordinates and peers. 8ne of the benefits that !aruti is hoping to get out of the (*;degree feedback process is the sense of empowerment and importance felt by subordinates, when they are asked to offer their feedback about their superiors. !aruti currently has over -, employees on its rolls.
C0APTER 4 (-ND-NG$ AND LEARN-NG$
• •
• • • •
• • •
They treat all employees eually They tries their best to increase the efficiency of the employee by providing them with different motivational programs They make new recruits aware about the company and working conditions !aruti u#uki has finite recruiting and training procedures. @aving different recruitment process for different departments of the organi#ation They provide different types of training to the different department according to the need of the people They take feedback from their employee on regular basis !aruti have adopted (* degree de gree method of performance appraisal for their employees There are uality circles which can motivate employee and employer relationship
19
C0APTER 6 CONCL9$-ON
1utomobile market today is very dynamic 0 competitive with a range of players and products. There are many reasons for the impressive growth of the Indian passenger car Industry. ome of these are easy availability of vehicle finance, attractive rate of interest and convenient installments. In todayKs cutthroat competition it is very difficult to survive. tiff competition has forced manufacturers to be innovative and responsive to customer demands and needs. !aruti u#uki India =imited is a leading compan y in Indian 1utomobile sector that occupies prominent place due to its innovative strategic marketing and effective @2 policies. ome of the valuable facts and an d experiences are as followsA;
!5= is also going for M85T852EIF6N.
Eompany also conducts M94IT IFT927I9WN IFT927I9WN at the time when any an y employee is leaving the organi#ation. In this he is free to say anything what heJshe feels like about the organi#ation and its members.
Initial training given to workers is of approx. );( months and for managers $ month.
Training also helps in !orale;Doosting and increase in efficiency of employees. 20
In :inancial Incentives company compan y offers;MP28'5ETI7ITG =IFH9'N and M29TI29!9FT D9F9:ITN.
In Fon;:inancial Incentives company offers M8EI1= W82H I!P82T1FE9N I!P82T1FE9N and M"8D 9E52ITGN.
!5= adopts MP12TIEIP1TI79 !1F169!9FT TG=9N.
C0APTER 7 RECOMMEDAT-ON
•
!aruti u#uki should focus on each and every department
•
The complexity of the election Process should be minimi#ed
•
The company follows the exit interviews before the employee leaves the job it is the better way wa y to improve the various problems occurring in the compan y. Dut the company should conduct c onduct the interviews where the employers can discuss their problems and the problem of leaving the job will
•
not occur. o time to time interviews with employees is also a necessity. The company should give freedom to employees to form the informal groups it can help the
•
company to know about the thinking of the employees easily through rumors. The company should give promotion to employees, it can help in increasing their morale
21
'-'L-OGRAP0< RE(ERENCE$
www.wikipedia.com www.marutisu#uki.comJcompany;profile.aspx www.marutisu#uki.comJlife;at;msil.aspx www.marutisu#uki.comJfreshers.aspx httpAJJwww.studymode.comJsubjectsJhr;policy httpAJJwww. studymode.comJsubjectsJhr;policy;maruti;page$.html ;maruti;page$.html
22
P0OTOGRAP08
23
24
