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A

PROJECT REPORT

ONHR MANAGER AT INDICUS VENTURES PVT. LTD.

Submitted For The Partial Fulfillment

Of Bachelor Of Commerce From

Barkatullah University, Bhopal

GUIDED BY:MS. AMRITA SAHU

SUBMITTED BY:HIMANSHU MISHRA

B.Com VI SEMESTER (COMPUTERS)

THE BHOPAL SCHOOL OF SOCIAL SCIENCESBARKATULLAH UNIVERSITY, BHOPAL

YEAR : 2!"

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ACKNO#LEDGEMENT

I would like to express my deep sense of gratitude to the respectable guide

distinguished personalities for their precious suggestions and encouragement

during the project.

The experience which is gained by me during this project is essential for me

at this turning point of my career.

I am also thankful to college guide MS. AMRITA SAHU for providing the

guidance and suggestions.

Last but not the least I would like to thank company officials, my friends &

family members for their constant support.

HIMANSHU MISHRA.!om "I #emester

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DECLARATION

I HIMANSHU MISHRA hereby declare that the following project report titled

$HR MANAGER AT INDICUS VENTURES PVT. LTD.% is my original

authentic work.

The project report was undertaken as a part of the course curriculum of

.!om, arkatullah $niversity, hopal. This has not been submitted to any

other examination body earlier.

%ate #ignature

'lace hopal HIMANSHU MISHRA

.!om "I #emester

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CERTIFICATE

This is to certify that HIMANSHU MISHRA student of .!om "I #emester has

undertaken a project on $HR MANAGER AT INDICUS VENTURES PVT.

LTD.%,submitted in the partial fulfilment for the re(uirement of achelor of

!ommerce.

The project has been successfully completed under my supervision.

MS. AMRITA SAHU

P&o'* G+-

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COMPANY PROFILE

Indicus Ventures Pvt. Ltd. is a Bhopal ( Mandideep ) based Glass

Processing Unit spread over 4 acre with ore than !"#$$$ %&.'t.

constructed area. It has the biggest epering Plant in entral India.

*e are e&uipped with the best achineries and trained anpower to

deliver world+class products at a reasonable price. *e are 'ocused to

provide our custoers with a overall superior e,periences with ourproducts - also our service.

ur Plant is e&uipped to anu'acture glass on state o' the art

e&uipent which is %aint Gobain %eva /urnace.

*e process glass to a0e it strong and 'unctional. *e a0e it better

'or a nuber o' applications. ur processes are continuousl1

engineered and ade better to produce better glass alwa1s.

ur glass is strong# 'unctional and aesthetic that a0es lives better

'or our consuers2 happ1 consuers let us provide better

eplo1ent conditions and also let us save enough to give bac0 to

societ1.

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VISION

Indicus Ventures highl1 coitted to producing - suppl1ing good

&ualit1 o' *orld lass %a'et1 Glass. *e assist our clients in a0ing

their dreas becoe a realit1 in architectural wa1.

MISSION

o becoe a ar0et leaders in glass processing with highl1

custoers delight.

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PRODUCTS

oughened Glass %eries is produced under stringent &ualit1 nors

and undergoes various processes so as to give it a higher bending

strength and increased theral stress resistance. Its ipact strength

is increased b1 4+3 ties that o' annealed glass. It is available in

clear# e,tra+clear# 'loat tinted# re'lective# 'rosted 'loat varieties. nd

i' re&uired# special polished edges# holes# cut+outs# special cut+outs

or an1 other designer odule can be e,ecuted to per'ection as per

drawings. It is largel1 used in showroos# alls# restaurants# and

other public places.

I56I U// is glass with additional sa'et1 'eatures that a0e it less

li0el1 to brea0# or less li0el1 to pose a threat when bro0en. he

brittle nature o' toughened glass causes it to shatter into sall oval+

shaped pebbles when bro0en. his eliinates the danger o' sharp

edges. 6ue to this propert1# along with its strength# toughened glass

is o'ten re'erred to as sa'et1 glass.

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ACADEMIC ELIGBILITY

ACADEMIC ELIGIBILITY

MBA (Human Resource Manaemen!" or PGDHRM #$!%

e&'er$ence o ) or more *ears $n HR+

Most o' the graduates opt 'or asters in business adinistration

based on the lucrative pac0ages associated with the degree. It is

the idea o' getting trained well and developing a pleasing and

coprehensive personalit1 that a0es the MB degree the ost

pre'erred one. MB in 78 or 7uan 8esources is eant 'or

those who want to be 'uture strategist and recruiters. he people

who are outgoing and have a charing personalit1 along with

the abilit1 to tal0 to others and 9udge their respectivepersonalities are the ones who should go 'or this particular

speciali:ation. *hile pursuing MB in 78 the students get to

develop their general anageent s0ills and also learn about the

huan resources# who are liited in nature but the intelligence

that the1 have is re&uired in abundance.

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,HY MBA IN HUMAN RESOURCE-

MB in 7uan 8esources adheres to diversit1# ac&uisitions#

ergers# labor ar0et# econoic changes and developents#

and international leadership. It also is about the

internationali:ation processes and the abilit1 to adapt to the shi't

in the 78M agenda. MB in 78 is a pre'erred choice when it

coes to those who want to be an active eber o' the

organisation and pla1 one o' the ost crucial roles in the 'ir. I'

1ou have a genuine interest in developing a bond with others

and ta0ing initiative in the process o' hiring# training and

developent# anageent o' the wor0'orce# 'orulating

policies and procedures# assessent o' the per'orance o' the

eplo1ees# entoring the and ac0nowledging the good wor0along with 0eeping a record o' the copensation and bene'its

and the 'ul'illent o' the needs and sa'et1 re&uireents while

aintaining haronious relationships with the labor then this is

the doain 1ou should opt 'or. MB in 78 is not 9ust about

pro'its but also about the abilit1 to aintain an e''ective and

productive wor0 culture boosting haron1 and copliance.

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SCOPE OF MBA IN HUMAN RESOURCE

degree earned in MB with speciali:ation being 7uan

8esources can a0e 1ou travel and eet nuber o' people 'ro

several di''erent bac0grounds. It is thus this course that can help

1ou widen 1our hori:ons while e,ploring the tastes that 1ou

have li0ing 'or. here are alost e&ual nuber o' opportunities

in both private as well as public sector and the students can be

assured about good pa1 pac0ages with all the possibilities o'

growth and developent o' interpersonal s0ills. MB in 78 not

onl1 'ocuses on the studies based on huan resources but also

helps the students develop an understanding and 0nowledge

base in conte,t to accounting# business anal1sis# econoics#

'inance anageent# organisational developent as well asar0eting. his provides the students a better understanding o'

all the di''erent diensions and helps hi;her score over others

through the 0nowledge about ps1cholog1 o' pro'essionals 'ro

di''erent 'ields. here are several speciali:ations# which can be

'ocused upon while pursuing MB in 78 and the1 labor

legislations# labor relations# labor wel'are and social securit1#

copensation and bene'its# industrial relations# etc.

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CAREER OPTIONS AFTER MBA IN HUMAN

RESOURCE

Being a diversi'ied 'ield# an MB in 78 provides students with

a nuber o' options and var1ing tas0s when it coes to a0ing

a selection o' their career. here are a nuber o' high pa1ing

9obs that a student can opt 'or depending on their capabilities

and the interests that the1 develop. It is all about getting

recruited 'or processing recruitents. he available options

include becoing a huan resource anager who is responsible

'or recruitent and training and developent. huan resource

anger is also e,pected to loo0 a'ter copensation and bene'its

being provided to each and ever1 eplo1ee. ''irative action

o''icer and pa1roll director are two other designations that arepopular and o''er a good pac0age. he speciali:ed 'ields that are

covered under this course include retention# otivation#

recruitent as well as selection. Being an 78 is being the li'e o'

an1 organisation as the eplo1ees hired b1 the 78 recruiter 'uel

the entire process.

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PAY PAC.AGES OFFERED FOR MBA IN HUMAN

RESOURCE

he huan resource generalists and anagers are paid as per

their per'orance and the policies o' the copanies. big

advantage here is that ost o' the ties it is the huan

resources anagers who 'rae the policies and so the salaries

can go a bit higher than the noral classi'ied ones. here are a

nuber o' 'actors that veri'1 the pac0age o''ered to the people

and these 'actors revolve around the location# organisation and

the 9ob designation. It is also about the reputation o' the

universit1 or institute 1ou have done 1our MB 'ro.

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S.ILLS RE/UIRED BY HRD PROFESSIONAL

HR Manaemen! .e* S0$11 234 Oran$5a!$on

78 anageent re&uires an orderl1 approach. rgani:ed 'iles#

strong tie anageent s0ills# and personal e''icienc1 are 0e1

to 78 e''ectiveness. I=ll tr1 to get to that i' I have tie.?

HR Manaemen! .e* S0$11 2)6Mu1!$!as0$n

n a t1pical 78 da1# an 78 pro'essional will deal with an

eplo1ee=s personal issue one inute# an interittent leave

&uestion the ne,t# and a recruiting strateg1 'or a hard+to+'ill 9obthe inute a'ter. nd that=s to sa1 nothing o' social edia#

wage;hour# engageent# retention# and a whole host o' other

things# ever1 one critical to soeone.

In 78# i' it=s not one thing# it=s another. Priorities and business

needs ove 'ast and change 'ast# and anager who needs

soeone hired doesn=t uch care i' 1ou=re alread1 helping

anager B who needs soeone 'ired.

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surprisingl1 large percentage o' the issues 78 anagers 'ace

are in >the gre1 area.? Is it discriination@ Is it harassent@

*hat=s a >reasonable? accoodation@ 7ow 'ar over bac0ward

do 1ou have to lean to approve interittent leave@ 78 anagers

have to be able to act with incoplete and >best available?

in'oration# and the1 have to 0now when to see0 the

pro'essional help o' colleagues# attorne1s# and other e,perts.

HR Manaemen! .e* S0$11 286Neo!$a!$on

long with gre1 coes the need to negotiateAthere are o'ten

two or ore opposing views# and the success'ul 78 pro can 'ind

an acceptable iddle ground. 8eeber# the goal o' negotiation

is to end up with two parties that are satis'ied with the outcoe#

and that=s not o'ten eas1 to achieve.

HR Manaemen! .e* S0$11 296Commun$ca!$on

78 pro'essionals have to counicate up to anageent# over

to anagers# out to potential eplo1ees# and down to all levels

o' current eplo1ees. nd the1 have to do it in writing# while

spea0ing to large and sall groups and# increasingl1# through

social edia. he1 have to be convincing# caring# and

believable.

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HR Manaemen! .e* S0$11 2:6D$scre!e an; E!%$ca1

78 pro'essionals are the conscience o' the copan1# as well as

the 0eepers o' con'idential in'oration. s 1ou serve the needs

o' top anageent# 1ou also onitor their actions toward

eplo1ees to be sure that policies and regulations are 'ollowed.

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78 Manageent De1 %0ill E"Aon'lict Manageent and

Proble %olving

5ews 'lash Cver1one doesn=t alwa1s get along with ever1one

else. 7igh productivit1 deands that people wor0 together at

least civill1. 78 has to 'ind wa1s to allow that to happen. nd

that=s to sa1 nothing o' the 1riad other probles that hit 78=s

in+bo,A1ou can=t be e''ective without proble+solving abilit1.

HR Manaemen! .e* S0$11 2=6C%ane Manaemen!

Most copanies toda1 are in a constant state o' 'lu,. as0

'orces# atrices# and teas spring into being# do their 9obs# and

disband as others 'or. 7ierarchies have been s&uashed# and

copanies have 'our or 'ive generations wor0ing side b1 side.

lot o' people are 'rea0ed out b1 what=s going on. 78 has to helpever1one cope with the constant changes.

7uan 8esources (78) training is a a9or responsibilit1. his

/8CC special report shows 1ou how to plan a custoi:ed

training progra that will 0eep 1our copan1 out o' court.

6ownload 78 raining to void Lawsuits# udits# and /ines.

5ine %0ills# But lso ne aveat

>78 is a creature o'# and serves# the business strateg1#? Brad1

sa1s. >It=s iportant 'or 78 people to 0now what that strateg1 is

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and what a0es the business tic0 so the approach to 78 can be

tailored accordingl1.

>5ever thin0 o' 78 in isolation#? he advises. >Because i' 78

pro'essionals thin0 o' theselves as F9ust 78#= that=s what the

rest o' the organi:ation will thin0# too.?

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ROLE OF HRD

In an1 capacities# whether the1 are conscious to the 'act# 786

are consultants internal consultants + who need to possess and

develop a uni&ue set o' behavioural as well as technical s0ills.

786 o'ten per'or consulting roles within an organisation. he

top huan resources e,ecutive# 'or e,aple# ight wor0 with

anageent to develop a plan that will support a speci'ic

business strateg1. r the organisational developent specialist

ight advise anageent on how to bring about change. nd

the copensation specialist ight develop an incentive plan 'or

a business unit head.

lthough consultants cannot predict the 'uture# the1 practice the

art o' providing e,pert pro'essional advice. *hen a copan1

engages outside counsel usuall1 itHs because a certain e,pertise

does not e,ist within the organisation. In addition# the copan1

a1 need an ob9ective# unbiased point o' view on an issue# such

as entering a new ar0et# reorganising# ipleenting ore

sophisticated technolog1 or ac&uiring another copan1

In other cases the organisation 0nows precisel1 what it wants to

do# and it uses the consultant as a eans o' getting it done#

perhaps because the internal sta'' is overloaded with wor0. I'

draatic change is planned# anageent ight not want to

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coproise the internal sta''# or it ight believe the sta'' is

incapable o' per'oring the tas0. In such cases# anageent

hires an outside consultant to act as a change agent. t other

ties# anageentHs needs ight be purel1 in'orational# such

as ar0et research or copetitive data on pa1 levels.

he concept o' internal consulting has becoe increasingl1

popular in recent 1ears at the corporate and group levels. %uch

e,pertise covers all anageent disciplines# 'ro in'oration

technolog1 to strategic planning.

'ten these consulting positions have been created in the wa0e

o' decentralisation. Manageent perceives a need that

subsidiar1 groups need assistance and guidance. Usuall1 the

newl1 established# soewhat autonoous entities do notpossess the re&uisite sta'' resources# although 're&uentl1 the

consulting roles are established because the corporate sta''

cannot service the line deand.

But what is the intended role o' the internal consultant@ Is he or

she the sta'' e,pert in soe speci'ic technical area who provides

an unbiased# ob9ective opinion@ r is his or her ain 'unction Hto

relieve the internal sta''H. %hould he or she be e,pected to serve

as the change agent 'or the organisation@ Is the position purel1 a

data gathering and s1nthesising role@ r a cobination o' all

roles@

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8egardless o' which applies# there is an inherent contradiction in

the role o' the internal consultant. Because he or she is on the

pa1roll# a certain degree o' ob9ectivit1 and clearheaded thin0ing

is lost. %iilar to all other eplo1ees# the consultant ust live

and die b1 the policies# practices and politics o' the organisation2

his or her 'ate will ultiatel1 be in the hands o' top

anageent. onse&uentl1 the real &uestion is# 7ow can the

internal consultant per'or an1 or all o' the above roles

ob9ectivel1 as an eplo1ee o' the copan1@

In!erna1 Consu1!an!s Mus! Fu11* Gras' !%e F$rm>s

Cor'ora!e Cu1!ure+

he internal consultant never lac0s challenge. Just as the

e,ternal consultant needs to 0now his or her client# the internaladvisorHs 'irst challenge is understanding the 'irHs environent#

culture and personalit1. his level o' coprehension# which

could ta0e a 1ear or longer to 'rill1 understand# is critical to his

or her success within the organisation. Joining a copan1 that

has no strategic direction# a con'using organisational structure or

an unhealth1 internal copetitive environent presents the

consultant with a treendous challenge. %uch individuals ust

act either to change these phenoena or wor0 around the.

Ignoring their signi'icance and the obstacles the1 present to the

consultantHs ultiate success renders hi or her ipotent. he

s1ptos o' these phenoena are o'ten subtle. onsultants

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should loo0 'or a lac0 o' counication# co+ordination and co+

operation between business units or levels o' anageent. he

ore serious the proble# the louder the warning should sound

to the consultant.

he internal consultant will be inhibited 'ro having an1

signi'icant in'luence until a coplete understanding

o' the organisationHs d1naics has been obtained. nce the

consultant has gained a sense o' what is or is not acceptable

within the 'ir# he or she will be nearl1 indispensable to the

captive client base. n eplo1ee in this position can prevent

untold tie and energ1 'ro being wasted.

But along with the advantages o' peranentl1 hiring such anindividual# the organisation and consultant ight discover that

he or she is running the ris0 o' losing ob9ectivit1. Preventing

such a loss is one reason e,ternal consultants o'ten wor0 in

teas# and being aware o' the proble can wor0 to prevent the

proble 'ro occurring.

he ne,t challenge 'or the consultant is to de'ine his or her role.

6oes anageent trul1 want ob9ectivit1 'ro the consultant@

6o the1 want a technical e,pert who anal1ses situations

'actuall1 and recoends the ost wor0able solution#

regardless o' anageent politics or uncovered hidden

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agendas@ r is the consultant erel1 a 'ront 'or anageent

control@

opanies o'ten create the internal consulting position

believing the1 want an ob9ective opinion. But then the

consultantHs priorit1 list 'ills with top anageentHs real agenda

and that 'orces the consultant into the role o' 0ingHs essenger.

here are an1 situations in which newl1 hired internal

consultants sit around without an1 wor0 to do because the

clients + the subsidiaries or departents he or she was hired to

serve continue to hire e,ternal consultants. opetenc1 aside#

the consultant doesnHt have an1 clients because the1 donHt

believe he or she is going to be ob9ective. he internalconsultant is viewed as nothing ore than a big brother.

nother e,aple in which the internal consultantHs potential is

not 'ull1 used is when the organisation begins to decentralise#

1et it establishes elaborate reporting re&uireents. Because o'

that action# the subsidiaries becoe preoccupied with 'unnelling

in'oration to top anageent# while the corporate sta'' spends

countless hours &uestioning the wisdo o' subsidiar1

anageent actions (which is how the sta'' 9usti'ies its

e,istence). hen the corporate sta'' is sent to help the

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subsidiaries# onl1 to discover that the copan1 never intended

to decentralise in the 'irst place.

In the above situation# regardless o' his or her discipline# i' the

internal consultant is part o' the corporate sta'' he will be used

as a corporate anageent tool and little else. 7e inevitabl1

will be iposing corporate polic1 on the subsidiaries.

7owever# i' a group level is established between the parent and

its subsidiaries# and copan1 creates the internal consulting

position# the consultant stands a better chance o' per'oring

ob9ectivel1. In all probabilit1# he or she will have the sae

proble o' being as0ed to ipose the holding copan1Hs agenda

on its subsidiaries. his a1 not be inappropriate i' the re&uest

is well thought out# represents a global strateg1 at the group

level and is supportive o' the ob9ectives o' the subsidiar1copanies.

P1acemen! $n Cor'ora!e H$erarc%* De!erm$nes !%e

Consu1!an!>s Cre;$?$1$!*+

he wise candidate 'or a newl1 created internal consulting

position will see0 assurance 'ro the copan1 that he or she

will be allowed to act unencubered b1 anageentHs hidden

agenda. his assurance will be the acid test o' anageentHs

sincerit1 'or wanting ob9ective consulting internall1.

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he place in which the consulting position is established in the

organisationHs hierarch1 will e,acerbate or itigate the

credibilit1 proble. 8eporting directl1 to the C gives

consultants the uch+envied access to the top decision a0er#

although the1 run the ris0 o' having their advice diluted or

'iltered through several la1ers o' anageent be'ore it reaches

the top. %uch access a1 speed theH ipleentation o' their

recoendations.

n the other hand# the consultant a1 be viewed with distrust i'

the position is believed to be that o' the bossH sp1. ' course# this

depends on the aount o' credibilit1 and trust the C has built

within the organisation.

%oeties anageent oves to reduce e,penses# and internal

consulting positions are created to reduce

the costs associated with e,ternal counsel. I' the sta'' consultant

is not peritted as uch 'reedo# ob9ectivit1 and e,pertise as

an outside consultant# the cost reduction e''ort is dooed to

'ailure.

In such a scenario# potential clients view the internal consultant

as a anageent tool and all credibilit1 vanishes. /urtherore#

the clients will still loo0 to hire e,ternal counsel. t that tie#

onl1 a decree eanating 'ro the top that 'orbids hiring outside

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consultants will reduce such e,penses.

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*hen the product is less tangible or its added value is less

distinguishable# such as anageent developent or a long+

ter strategic planning process# billing will be ver1 unpopular to

captive clients.

Consu1!an!s Mus! Tem'er T%e$r T%$n0$n #$!% Prac!$ca1$!*+

C''ective consulting ta0es tie. ItHs iportant that the client as

well as the person receiving guidance is read1 and willing 'or

the change. he client ust hear what the consultant is sa1ing#

but he or she also ust coprehend what is being said.

here'ore# unless itHs a crisis situation that re&uires swi't and

decisive anageent action# the crawl+be'ore+1ou+can+wal0

approach should be used.

s the consultants begin to understand the real probles and

'orulate their recoendations# their thin0ing should be

tepered with practicalit1. he recoendations a1 be so

drastic that the1 are unacceptable. Ipleentation o' radical

recoendations# 'or e,aple# a1 e,pose line anageentHs

'ailures to top anageent. r line anageent a1 not

understand the proble on an e&ual 'ooting with the consultant.

r a1be the clientHs desires sipl1 will not wor0. In other

cases# the consultant a1 disagree with the client. Good

consultants e,plain wh1 the1 disagree# but there is alwa1s the

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client who 'eels so strongl1 about an issue that there can be no

coproise. In such cases# the consultant ust e,ercise

'le,ibilit1 in order to get the 9ob done# especiall1 i' the clientHs

position does not underine or grossl1 alter the desired result o'

the consulting pro9ect.

7owever# i' the client is adaant about a position that threatens

the desired outcoe or the pro9ect# coproises the consultant

or is illegal# the consultant ust be prepared to stand 'ir.

a0ing such a stand 'or the e,ternal consultant could ean the

end o' the pro9ect and perhaps# 'uture business. lthough this is

a possibilit1 'or the internal consultant as well# because the

internal consultantHs client base is captive# 'uture pro9ects 'roother internal entities a1 not be 'orthcoing. 7ow uch

should the consultant sa1 about the clientHs desires@ *hen an

internal pro9ect is nearl1 read1 'or top anageent review#

inevitabl1 the consultant will be as0ed to a0e a technical

evaluation o' what the client wants to do. Cthics pla1s a 0e1 role

here.

7ow honest should the consultant be with top anageent@

%hould the issues in which there is disagreeent between

consultant and client be revealed@ I' 1es# what are the ris0s that

the pro9ect recoendations will never be ipleented@

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he depth o' the consultantHs understanding o' anageent# its

st1le# the underl1ing issues and# ost iportantl1# the politics o'

introducing which issues to anageent is critical at this

9uncture. his is a ver1 aw0ward# although inevitable# situation

'or the internal consultant. here'ore# strong salesanship s0ills

are essential.

onsider situations in which anageent 0ills the

recoendations based on what the consultant has said@

he probabilit1 o' 'uture internal pro9ects ight be greatl1

diinished# especiall1 i' the consultantHs poor salesanship is to

blae. In addition# when it becoes 0nown that the consultant

aided and abetted in the deise o' what the subsidiar1 wanted to

ipleent# his or her credibilit1# and a1be his or her position#vanishes.

he consultantHs role is additionall1 challenged when he or she

has to sell a holding copan1 as well as corporate anageent.

s be'ore# the consultant ust build a consulting relationship

with the subsidiar1 copanies. /ro there# appropriate

recoendations are developed and introduced to the holding

copan1 and# depending on the corporate hierarch1Hs structure#

perhaps to corporate anageent. 5ow the consultant becoes

a super salesan.

he true role o' an1 consultant is that o' change agent# and at the

heart o' that role is issue anageent. Because there is alwa1s a

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hidden agenda# internal consultants ust have a 0een sense o'

what lies behind the purported issues.

*hen the clientHs wants do not 'it with anageentHs agenda#

the internal consultant is caught in the iddle. *hich side

should he or she choose@ Is it inevitable the consultant will lose#

regardless o' the side he or she supports@

he con'lictHs resolution deterines the success or 'ailure o' the

consulting process. Just because the process 'ailed does not

ean the consultant 'ailed. Perhaps neither side was read1 'or

the proposed change.

%uch con'lict is necessar1# however# and it can be e,treel1

constructive. /or e,aple# an opportunit1 'or e''ective

counication is created a'ter such a con'lict i' the two

opposing 'actions realise the1 lac0 good counication. I' thisoccurs# the consultant should be recognised as a success'ul

change agent.

long the sae line# internal consultants are usuall1 better able

to show both sides the1 are wor0ing 'ro opposing agendas.

his can be e,treel1 help'ul to each in 'uture strategising.

C''ective internal consulting inevitabl1 'orces such con'licts to

the sur'ace.

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HR MANAGER ROLES

%iilar to other departent anagers# a huan resource

anager has two basic 'unctionsK overseeing departent

'unctions and anaging eplo1ees. /or this reason# a huan

resources anager ust be well+versed in each o' the huan

resources disciplines copensation and bene'its# training and

developent# eplo1ee relations# and recruitent and selection.

ore copetencies 78 anagers have are solid counication

s0ills and decision+a0ing capabilities based on anal1tical s0ills

and critical thought processes.

O@era11 Res'ons$?$1$!$es

7uan resource anagers have strategic and 'unctionalresponsibilities 'or all o' the 78 disciplines. huan resource

anager has the e,pertise o' an 78 generalist cobined with

general business and anageent s0ills. In large organi:ations#

a huan resource anager reports to the huan resource

director or a +level huan resource e,ecutive. In saller

copanies# soe 78 anagers per'or all o' the departentHs

'unctions or wor0 with an 78 assistant or generalist that handles

adinistrative atters. 8egardless o' the si:e o' departent or

the copan1# a huan resource anager should have the s0ills

to per'or ever1 78 'unction# i' necessar1.

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Com'ensa!$on an; Bene$!s

7uan resource anagers provide guidance and direction to

copensation and bene'its specialists. *ithin this discipline#

huan resources anagers develop strategic copensation

plans# align per'orance anageent s1stes with

copensation structure and onitor negotiations 'or group

health care bene'its. C,aples o' huan resource anager

responsibilities include onitoring /ail1 and Medical Leave

ct copliance and adherence to con'identialit1 provisions 'or

eplo1ee edical 'iles. 7uan resource anagers 'or sall

copanies ight also conduct open enrollent 'or eplo1eesH

annual elections pertaining to health care coverage.

Tra$n$n an; De@e1o'men!Cplo1ee training and developent includes new hire

orientation# leadership training and pro'essional developent

seinars and wor0shops. 7uan resource anagers oversee

needs assessents to deterine when training is necessar1 and

the t1pe o' training necessar1 to iprove per'orance and

productivit1. 7uan resource anagers responsible 'or

conducting needs assessent have a hands+on role in evaluating

overall eplo1ee per'orance to decide i' the wor0'orce would

bene'it 'ro additional training and orientation. he1 e,aine

eplo1ee per'orance records to identi'1 areas where

eplo1ees could iprove through 9ob s0ills training or

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eplo1ee developent# such as seinars or wor0shops on

leadership techni&ues.he1 also pla1 an integral role in

ipleenting eplo1ee developent strateg1 and succession

planning based on training and pro'essional developent.

7uan resource anagers responsible 'or succession planning

use their 0nowledge o' eplo1ee developent# training and

'uture business needs to devise career trac0s 'or eplo1ees who

deonstrate the aptitude and desire 'or upward obilit1.

Em'1o*ee Re1a!$ons

lthough the eplo1ee relations specialist is responsible 'or

investigating and resolving wor0place issues# the huan

resource anager has ultiate responsibilit1 'or preserving the

eplo1er+eplo1ee relationship through designing an e''ectiveeplo1ee relations strateg1. n e''ective eplo1ee relations

strateg1 contains speci'ic steps 'or ensuring the overall well+

being o' eplo1ees. It also ensures that eplo1ees have a sa'e

wor0ing environent# 'ree 'ro discriination and harassent.

7uan resource anagers 'or sall businesses conduct

wor0place investigations and resolve eplo1ee coplaints.

7uan resource anagers a1 also be the priar1 contact 'or

legal counsel in ris0 itigation activities and litigation

pertaining to eplo1ee relations atters. n e,aple o' ris0

itigation handled b1 a huan resource anager includes

e,aining current wor0place policies and providing training to

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eplo1ees and anagers on those policies to inii:e the

're&uenc1 o' eplo1ee coplaints due to isinterpretation or

isunderstanding o' copan1 policies.

Recru$!men! an; Se1ec!$on

7uan resource anagers develop strategic solutions to eet

wor0'orce deands and labor 'orce trends. n eplo1ent

anager actuall1 oversees the recruitent and selection

processes2 however# an 78 anager is priaril1 responsible 'or

decisions related to corporate branding as it relates to recruiting

and retaining talented eplo1ees. /or e,aple# a huan

resource anager in a health care 'ir ight use her 0nowledge

about nursing shortages to develop a strateg1 'or eplo1ee

retention# or 'or aintaining the current sta''ing levels. hestrateg1 ight include developing an incentive progra 'or

nurses or providing nurses with cross+training so the1 can

becoe certi'ied in di''erent specialties to becoe ore

valuable to the organi:ation. orporate branding as it relates to

recruitent and retention eans prooting the copan1 as an

eplo1er o' choice. 7uan resource anagers responsible 'or

this usuall1 loo0 at the recruitent and selection process# as

well as copensation and bene'its to 'ind wa1s to appeal to

highl1 &uali'ied applicants.

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OBECTIVES OF THE TRAINING

o gain 0nowledge about the wor0ing o' 78 Manager.

o 0now how 78 departent in a organi:ation wor0s

o anal1:e the bene'its o' C''ective 78 %0ills

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INTERVIE,

78 6epartent has ta0en interview 'or providing us training.

Interview consists o' basic &uestions li0e tell e about 1oursel'

and &uestions related to 7uan 8esource. 'ter conducting a

interview the1 have given the list o' selected candidates who are

eligible 'or training.

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,OR. ALLOTED DURING THE TRAININIG

*or0 ssigned during the internship

. 6o help 78 Managers in their Jobs.

. o aintain eplo1ee records# aintain attendance.

!. o assist 78 Managers in 8ecruitent Process.

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,OR. DONE

7elped 78 Managers in their Jobs.

7elped in aintaining eplo1ee records# aintain

attendance.

ssisted 78 Managers in 8ecruitent Process.

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,EE.LY INFORMATION

*ee0

Met Cplo1ees o' the organi:ation.

Understand the wor0ing o' the organi:ation.

*ee0

Gained Dnowledge about the wor0ing o' the 78

departent.

Got raining bout the wor0 to be done.

*ee0 !

ssisted 78 Manager and 78 Personnel are in their wor0.

*ee0 4

*or0ed under 78 Managers.

7elped 78 Managers in their Jobs.

7elped in aintaining eplo1ee records# aintain

attendance.

ssisted 78 Managers in 8ecruitent Process.

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PROBLEMS FACED DURING THE INTERNSHIP

%oe data was ver1 di''icult to collect.

erinolog1 related to 78 Jobs are di''icult to understand.

Cplo1ees are not giving proper response.

STEPS TA.EN TO FACE THESE CHALLENGES

I have ta0en 7elp o' 786 Pro'essionals to understand the

terinolog1.

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CONCLUSION

In this internship I have learned about the 78 Managers 8oles

in the copan1. It was 'ound that 78 Pla1s a iportant 8ole in

the organi:ation.

I have also learned that 78 Manager 9ob in the copan1 is good

and I would li0e to a0e career in this 'ield.

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REFERENCES

www.wi0ipedia.org

www.indicusventure.co

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