hr policies and practices in tata, ranbaxy, cipla and mahindra

8/18/2019 hr policies and practices in tata, ranbaxy, cipla and mahindra

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HUMAN RESOURCE POLICIES APRACTICES

BY:

AKSHAY GUPTA (12/IME/00 9) UPENDRA KUMAR SH(12IME/042)

SHIVAMDEEP RAJPUT (12/IME/01 2) JAGDISH PRASDAD (12/IME/02)

ANUBHAV SRIVASTAV (12/IME/019 )

MAYANK CHAUDHARY (12/IME/ 021)


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M!"#$%&! ' M!"#$%&

Founded in 194 L*%"#!$!.Part of Mahindra Group, an Indian conglomerate.

Ranked 21+, in -.&,*$ 00 L#+,

Started as licensed jeep maker under #3 J I$%#!

Headquarters M*56!#

!e" People #nand Mahindra $ %hairman and Managing &irector'

(mplo"ee strength )*,+- $-)'


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*5!$ +.*&7 M!"#$%&!

R7$, A8!&%+ D+7,#.$

B+, P!7+ ,. .& in India -/ Ranked )+th $o0erall'$manufacturing'

HR E$, .; ," 3!& at the +th #sia2s

3est (mplo"er 3rand #4ards -/

MI52s 2Gro4th %hallenge6

HR P&.;++#.$! .; ," 3!& at the+th #sia2s 3est (mplo"er 3rand #4ards-/

Ms. 7ora 3hatia $%hief 8 #dmin.'

L!%#$< CEO .; ," 3!& at the *th#nnual Greentech HR #4ards -*

Mr. Harsh !umar

R7$,A8!&%+


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H*5!$ R+.*&7 !, M!"#$

M!"#$%&! E>$7 ;.&&.+7,# 5.3+


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H*5!$ R+.*&7 !, M!"#$

M!"#$%&!E>$7


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H*5!$ R+.*&7 !, M!"#$

T&!#$#$< !$% D.5$,Great emphasis on emplo"ee training and de0elopment.

) phase training process

I$%*7,#.$ T&!#$#$<

D#+,!$7 ,&!#$#$< &.


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H*5!$ R+.*&7 !, M!"#$

T&!#$#$< !$% D.5$,Mahindra :elie0es communication through mutual trust is esse

house de0elopment.

Senior le0el e>ecuti0e meetings $B* 7"# 7.$;&$7'annuall" along 4ith emplo"ee get together and emplo"gatherings.

(mplo"ee gatherings are held thrice each "ear G.! S,,#$< (J!$)

A$$*! C.55*$#7!,#.$ (A)

-!5#3 M, (O7,)


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H*5!$ R+.*&7 !, M!"#$

A&!#+!Bses )+ degree assessment 4ith ) le0els of inter0ie4ing

superior and su:ordinate.

Ahe compan" follo4s E5.3 V!* P&..+#,#.$ to :alanand :ene@ts recei0ed :" emplo"ees.

?utperformances are recogni=ed :" num:er of a4ards :oth monon monetar".


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H*5!$ R+.*&7 !, M!"#$

A&!#+!

G$+#+ .; EVP


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T!,! M.,.&+Founded in 194 as manufacturer of locomoti0es.

Part of Aata group.

Corld6s 1," !&


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H*5!$ R+.*&7 !, T

HighlightsB+, P!7 ,. .& #$ I$%#! 2014 automoti0e sector.B+, P!7 ;.& .5$ E5.3 #$ I$%#! 2014 auto

sector.

J!


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H*5!$ R+.*&7 !, T

R7&*#,5$,(mphasis on internal recruitment and e>perienced emplo"ee :e-s.

isi:le on campuses o0er the last fe4 "ears 4ith M#$%&.&

Preferred choice for internships for mechanical and electrical stu

-$%== program has :een initiated under 4hich an emplo"e:onus points to refer female prospecti0e emplo"ees.

?pportunities for emplo"ee 4ards < domain 4ise 4ritten test, ascenter, personal inter0ie4.

Selection Procedure

8,,$ ,+,

+37".5, ,+,

&+.$! #$,&#8


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H*5!$ R+.*&7 !, T

T&!#$#$< !$% D.5$, Aata :elie0es that (mplo"ees are their capital and their jo: is to In - Aata formed a / "ear Human %apital Strateg".

Human Capital Strategy:HR !$% L!%&+"# .6 ,. 5!$!


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H*5!$ R+.*&7 !, T

T&!#$#$< !$% D.5$, Ahe concept of 5#% $5earning #d0isor" %ouncils' is practiced :" #pplication of -!+, T&!7 S7,#.$ S7"5 since-.

(0aluates indi0iduals on their managerial and leadership qualitiepro0ides a platform to de0elop and e>plore ne4 a0enues 4ithin tcompan" and across su:sidiaries.

%an choose all or an" of the three streams 4ithin the scheme

! E>7*,# S7,#.$ S7"5 (ESS): focuses on General Management

competencies.

6 O&!,#.$+ M!$!


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H*5!$ R+.*&7 !, T

A&!#+!


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H*5!$ R+.*&7 !, T

A&!#+!Internal Assessment:Half


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H*5!$ R+.*&7 !, T

A&!#+!Eternal :Bse of institutions kno4n as assessment centers.

?nce a "ear assessment trough the method.

#ssessment e>ercises along 4ith e>tended periods of

inter0ie4 and tasks.

#ssessment center at Pune.


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!, R!$6!>3

H#7$7 #$ CSR A8!&%@201 :" B3M5.,,..


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H*5!$ R+.*&7 !, R!$6R7&*#,5$,Practices in par 4ith :est in the 4orld.

Aransparent and harmoni=e recruitment is stated in compan" JValue in A

# user hand:ook on R!$6!>3+ R7&*#,5$, G*#% is pro0ided to erecruiter.

5ength" selection process 4ith at least / rounds

R% 1: O$@#$ +7&$#$<

R% 2: A,#,*% ,+,

R% F: -!7 ,. ;!7 &.*$% (AD ' ,!5)

R% 4: -!7 ,. ;!7 &.*$% (D#&7,.& ' ,!5)

R% : HR

L.


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H*5!$ R+.*&7 !, R!$6T&!#$#$< !$% D.5$,3elie0es in pro0iding autonom" to their emplo"ees

Indi0iduals are gi0en responsi:ilit" quite earl" in their careers.

-/ of e>ecuti0es are :elo4 age ).

3elie0es in de@ning clear o:jecti0es and priorities for a ) "ear pa

Strong emphasis on cross


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H*5!$ R+.*&7 !, R!$6

T&!#$#$< !$% D.5$,3elie0es in consistent ongoing feed:ack from the emplo"ees.

Rolled out the G.6! E$

ser0es as a tool to measure the e;ecti0eness of their initiati0es

Ranbaxy Code o Conduct 4as introduced recentl" :" &r 3rian

Aempest, %(? and Managing &irector, Ran:a>".


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H*5!$ R+.*&7 !, R!$6A&!#+!Salaries and other :ene@ts are compara:le 4ith the :est in the i

%onsistentl" :een on Aop Aen (>ecuti0e Remunerations list.

%an e>pect to :e re4arded highl" if the performance is consisteoutstanding.

(S?P $emplo"ee stock o4nership' plan in form of incenti0es.

Group 5ife Insurance, Medical Insurance and Pension plans are s

:ene@ts.)+ degree appraisal s"stem.


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CIPLAFounded :" &r. !h4aja #:dul Hamied as 2Ahe %hemical, Industrial

Pharmaceutical 5a:oratories2 in D)/.

%hanged to 'Cipla !imite" 2 on - Kul" DE*.

DD*, %ipla launched &eferiprone, the 8.&%+ &+, .&! #&.$ 7"

Produces 40 .; ,.,! HIV/AIDS 0accine consumed glo:all".

Headqauarter Mum:ai

!e" People L.!. Hamid, $%hairman'

(mplo"ee strength


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CIPLAH#


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CIPLAT&!#$#$< !$% D.5$,Highl" 0alues training as an" other pharmaceutical @rm.

Most of the training is outsourced.

Internal programs such as s"ill builder# need based interventions

Speci@c leadership de0elopment inter0entions like coaching frst tie anager and anger o anagers.

%ipla (dge 4as initiated in -- for promotion of higher educatio

in emplo"ees

C#!P&.

L


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CIPLA

T&!#$#$< !$% D.5$,Programs like $EA!%$eadership or Enhancing Accelerating !ero

and '$C %'lobal $eadership Council& are outsourced.

LEAP is the high performance program that com:ines ke" eleme(dge coaching and training to culti0ate the leadership.

Ahe G.6! L!%&+"# C.*$7# is an international net4ork of leadership and organi=ational transformation.


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CIPLAA&!#+! Ahrice a "ear appraisal s"stem.

#ppraisal process outsourced.

Partner 4ith (racle for performance monitoring.

)+ degree appraisal 4ith ) le0els of inter0ie4ing.

Ahe practice of Potential #ppraisal.


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THANK

YOU

hr policies and practices in tata, ranbaxy, cipla and mahindra

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