AN INTERIM REPORTONANALYSIS OF HR PRACTICES AT C&S

BySWATI14BSPDD01080

C&S ELECTRIC LTD.

A report submitted in partial fulfillment of the requirements of MBA Program

ICFAI BUSINESS SCHOOL, DehradunTABLE OF CONTENTS

S.NODESCRIPTIONPAGE NO.

1ABSTRACT3

2CHAPTER-1 INTRODUCTION HISTORY OF THE DISCIPLINE SCENERIO OF HRM IN INDIA FUTURE OF THE DISCIPLINE4-21

3CHAPTER-2 COMPANY PROFILE22-26

4CHAPTER-3 ANALYSIS AT THE ORGANIZATION23-48

5CONCLUSION49

ABSTRACT

Humanresource managementis concerned with people element in management. Since every organization is made up of people, acquiring theirservices, developing their skills/ motivating to high level of performances and ensuring that they continue to maintain their commitments to the organization which are essential to achieve organizational objectives. This project is meant to know the Human ResourceManagementin the organization. The HR system of an organization is a tool to achieve employee satisfaction and thus highly motivated employees. The main objective of various HRareas is to increase efficiency by increasing motivation and thus fulfill organizationalgoals and objectives.

CHAPTER-1INTRODUCTION

Human resource management is a function in organizations designed to maximizeemployee performancein service of an employer's strategic objectives.HR is primarily concerned with the management of people within organizations, focusing on policies and systems.HR departments and units in organizations typically undertake a number of activities, including employeerecruitment,trainingand development,performance appraisal, and rewarding. HR is also concerned withindustrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws. HR is a product of thehuman relations movementof the early 20th century, when researchers began documenting ways of creatingbusiness valuethrough thestrategic managementof the workforce. The function was initially dominated by transactional work, such aspayrollandbenefitsadministration, but due toglobalization, company consolidation, technological advances, and further research, HR as of 2015focuses on strategic initiatives likemergers and acquisitions,talent management,succession planning,industrialandlabor relations, anddiversityandinclusion.Instartup companies, HR duties may be performed by trained professionals.[citation needed]In larger companies, an entire functional group is typically dedicatedto the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision-making across thebusiness. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. HR is also a field of research study that is popularwithin the fields of management andindustrial/organizational psychology, with research articles appearing in a number of academic journals, including those mentioned later in this article.

In the currentglobal work environment, most companies focus on loweringemployee turnoverand on retaining the talent and knowledge held by their workforce. New hiring not only entails a high cost but also increases the risk of a newcomer not being able to replace the person who was working in that position before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing corporate knowledge.

HISTORY

BRIEF HISTORY OF HUMAN RESOURCE MANAGEMENT ININDIA

Though not infant, HRD in India has not entered in its adulthood. The first dedicated HRD department started in 1975 at L&T. Uday Pareek and T.V Rao in 1975 outlined a philosophy for the new HRD System. After L&T accepted and started implementing their recommendations in full the State Bank of Indiathe singlelargest bank and its associates decided to implement the Integrated HRD System approach and decided to create a new HRD department. By the mid 80s a large number of organizations in India had established fully fledged HRD departments .In 1979 the first workshop on HRD was conducted by IIM A by Dr. T.V.Rao , where the draft of the book Designing and managing Human Resource System was presented and tested. After that a large number of companies started showing interest in having HRD departments.However over the period of time HRD as a concept and practice have gone through different stages of metamorphosis. In the mid-70s HRD departments were started with a view to promote competence-building and work motivation. The need was fulfilled to a large extent by the late 80s. By the early 90s, the focus ofHRD changed from HR for its own sake to HR for business. Today in globally competitive market its presence and role is well understood.

Starting of HRM in India

The World First Management book, titled "Artha Shastra" written by Kautilya three millennium before Christ, codified many aspects of human resource practices in India. John Patterson, the president of the company, formed a personnel department to manager the grief of workers after a bitter union strike in 1901.

In Past In 50s - Employees recruited not to question WHY but only To do In 60s - Term like manpower, staff and personnel came to used. In 70s People realized that beyond a point, productivity depended on people

Different Type Of Act Passed

Trade Union Act (1926) Workmen Compensation Act (1926) Trade Disputes Act (1929) Royal Commission on Labor (1931) Bombay Industrial Relations Act (1938) led to the Payment of Wages Act (1936) Factory Legislations Act 1969 (National commission of Labor, NLC). The scope of the function officer was widened during the second world war such facilities as housing, medical etc.. Labor officer welfare officer Under the Industrial Disputes Act 1946. Formulating policies on human resource planning, recruitment and selection, training and development etc.. Welfare officer Personnel officer Under section 49 of factories Act, 1949.

Two Professional Bodies were Found

In 1948 Indian Institute of Personal Management (IIPM) Kolkata. In 1959 - The National Institute of Labor Management (NILM) At Mumbai. In 1980 These Two professional bodies merged together and formed National Institute of Personal Management (NIPM) Headquarter at Kolkata. In 1990 = Milestone was achieved by remaining of America Society for Personal Administration(ASPA) as the society For Human Resource Of Management (SHRM)

List of Amending Acts and Adaptation Order

The Indian Independence (Adaptation of central Act and Ordinances) Order,1948. The Adaptation of Law Order, 1950. The Part B States (Law) Act, 1951 (3 of 1951). The Industrial Disputes (Amendment and Miscellaneous Provisions) Ac, 1956 (36 of 1956). The Industrial Employment (standing Order) Amendment Act, 1961 (16 of 1961). The industrial Employment (Standing Orders) Amendment Act, 1963 (39 of 1963) The central labour laws (Extension to Jammu and Kashmir) Act, 1970 (51 of 1970). The industrial Employment (standing Orders) Amendment Act, 1982 (18 of 1982).

HR in a Nutshell:

HRM SCENARIO IN INDIA

Though HRM caught up in the world, and was duly imitated in India, but is principally practised in a handful of organisations. However, more and more organisations are waking up to its importance, and assigning the related tasks at Vice President (HR) levels.

Span of HRMHRM relates to functions specific to human beings in an organisation, as well as some traditionally attached/assigned functions to such a wing. These are:-

HR planning job analysis, description and specificationRecruitment.Selection.Orientation.Training.Development.Performance appraisal and promotion.Compensation and motivation.Transfer.Demotion and separation

In Industrial Relations, traditionally and additionally the functions carried out by the 'Personnel' department includes - Law cell, Welfare, Medical, Vigilance (now separated as General Administration), Participation in Management, Unions.

HR planning Planning for human resources is faced with several peculiar problems.It takes a long time to procure this resource as it requires selection, recruitment and training apart from the administrative hurdles of proposal-approval-concurrence-indent. The job specification must consider the present and future employability of the person to be recruited. As layoffs are not possible - careful recruitment and perfect development plans must exist for existing strengths.

RecruitmentRecruitment itself comprises - Advertisement/application, Screening, Preliminary interview or written testing, Background investigation, In-depth interview, Physical examination, Job offer. These functions are primarily carried out by Railway Recruitment Boards for IR on indents placed by the Railways.

SelectionSelection is the process of filling vacancies from existing organisational strength. This function involves - eligibility, written test, interview, physical examination.At times re-deployment of surplus strength (e.g. steam traction closure), training for other jobs in organisation etc. may also be involved. In Railways, filling of posts of Reservation Clerks was taken on a massive scale during the spread of computerised reservation system. They were trained after selection.Organisations Corporate Plan and future strategy play an important role. IR lacked a corporate plan till 1980s! Even the present one says nothing about HR plans for future.

Orientation Familiarity with Organisational Structure and Functioning is called orientation. This is followed by Job-specific training for the particular job the employee is required to carry out.

In IR no such training plan exists for Group D (the largest proportion of our HR. For clerical staff too, it is almost non-existent, recently some programmes have started in some Railways, but no clear direction from Railway Board exist.For Group C 1 years of programme, including on-job training in some departments exists, but seldom monitored or implemented properly. It suffers also from the drawback of 'learning old mistakes (and shortcuts!) along with old gurus'. Part of this training for supervisors is held at ZTS/ZTC for common and STS/STC/BTC for departmental courses in Railways. However, all employees do not have to undergo common courses.

Group A 3 years probation (1 years each in training & posting). This includes a Foundation and an Induction course for all, and two departmental (Phase I and Phase II) courses too. All have mandatory examinations to clear before posting and confirmation.

TrainingTraining is very important for continued competitiveness and organisational improvement. Traditional methods include one with one, on-the-job, job-rotation, apprenticeship etc. However, training institutes of each department spread across divisions, Railways and for entire IR supply the necessary inputs.

Modern training methods are also used for officers and supervisors in IR off-the-job, classroom, seminars, paid external courses etc. Small organisations, which can not have their own training centres have to rely entirely on such methods.

Such training is necessary for artisans too, to learn new skills, multi-skilling, new tools, methods, new jobs, which is ignored in IR. Even for supervisors, training in new fields is necessary, whether in-house or market, to learn new technologies. Their training must also include organisational structure and working, and managerial training, which is lacking in IR.

Training for Managers is planned but not taken seriously enough, and is not focussed on developing definite skills. It is often haphazard. The methods used are seminars, workshops, courses etc. It does not include important managerial concepts like financial management, HRM, managing stores, IT etc. Further, no organisational plan exists.Often, after training (especially in new technologies abroad) officers are not posted on related assignments (e.g. RCF).

Continuous assessment and analysis of (all) job requirements is essential for all levels of HR. This function should be determined by the departmental executive, and organised by the IR's 'Personnel' department.

Development(Development = for future job requirements)In IR such courses are planned only for officers. CTIs (like IRIMEE) run a few courses targeted on the supervisors, but can not meet the required quantity for IR. These must concentrate on future responsibilities (e.g. next higher level of authority to be occupied).By the same logic, artisans and Group D employees also must be trained for future job responsibilities, which occurs only in namesake.The training of supervisors must include modules on inter-departmental activities, co-ordination and exposure to managerial activities, this is commonly ignored. Complete understanding of the organisation as a dynamic entity is important at all levels. IR has a long way to go in bringing this to practice.

Performance appraisal and promotionPA should be a continuous activity and not like final examinations in school. Perhaps, as in many organisations, it should be linked with compensation (i.e. salary etc.), and promotion.It should be a transparent process with clear yardsticks and as objective as possible. Formal appraisal should be interspersed with (intermittent) informal appraisals. Managers task is not to evaluate others performance, but to help them to improve it. Combined fixing of targets with emphasis on fundamental (long-lasting) improvement, clear understanding of expectation, including a chance to train ones self through courses elsewhere.Modern systems of appraisal are 360-degree (an employee is appraised by his juniors, colleagues and seniors) and 540-degree (where outsiders with whom he interacts, say of other department, or other organisations also appraise his performance). Can you think of more informal ways of performance appraisal?In IR target fixing is arbitrary; many times conflicting within departments or sections. Rewarding is limited to only the best giving the message 'either be the best or dont work!' Rewards should be commensurate and proportional to achievement.Incentive to acquire additional qualification is negligible without re-imbursement of expenses. In fact, permission is required to acquire additional qualification(s), though Right to Education is a fundamental constitutional right! An encouraging policy should be followed.

PromotionNo doubt, promotions should be fair and just, and frequent, giving regard to employees self-development speed. Development (through in-house training or in market) of professional abilities should be linked with each new assignment (especially new items like computers, management thinking, new technologies associated with their area of activity etc.)In IR promotions are infrequent (stagnation), especially in Group D. Faster developing employees are given no extra chance. No extra development programme is associated with promotion even though vast difference in area of responsibility arises immediately after promotion. Compensation and motivationSalary (and perks) should be well defined and proportionate to job requirements, external environment, peers in organisation and outside, enabling employee to meet his needs. Even if the job-description is same, but a posting in a plum city or an arduous area is not taken into account. Several other such factors are ignored, giving rise to friction and jealousy and affecting the organization.

TransferTransfers are used more as a tool for harassment or expressing displeasure, and seldom aimed at employee development through variety in exposure. At least they should compensate adequately for the trouble caused - displacement costs (schooling, personal telephone, gas etc.). Effort should also be made to provide immediate housing, schooling, telephone, transport, spouse's job (becoming a necessity day by day) and other basic necessities. Additional adequate incentives/compensation for change in environment can ensure that people stop fearing transfers.The element of requisite training before taking up new responsibilities also can not be overruled. Hardly any such provision exists in IR. Railway Board has disallowed transfers just before retirement etc. recently.

Demotion and separation All organisation have Discipline & Conduct rules in one form or the other, which are traditionally enforced but not encouraged. IR provides a form of few punishments (through minor and major penalty) to choose from for all and any type of mistakes committed by employees. No doubt that a few 'standard' punishments can not serve the purpose of behaviour correction for all occasions. At times, several new methods have to be tried out, like many other organisations do.

Alternative disciplining measures time for public/social service, gardening, extra-time in office in odd jobs, compulsory (paid) leave for one day, and many other creative ideas are possible. Sometimes, confidential letters show-cause, displeasure, warning etc. can play an effective role.If a punishment has to be awarded, a thought must be given to the kind of person to which the punishment is being awarded. To analyse this, let us take a look at the Maslow's Hierarchy of Needs.

LegislationIn India those applicable in an industrial situation are Industrial Disputes Act 1947, Trade Unions Act 1926, The Industrial Employment (Standing Orders) Act 1946, The Factories Act 1948, The Payment of Wages Act, 1936, The Minimum Wages Act 1948, Workmens Compensation Act 1923, Payment of Bonus Act 1965, Employees Provident Fund and Miscellaneous Provisions Act 1952, Employees State Insurance Act 1948, Payment of Gratuity Act 1972. Others Consumer protection; human rights; and new legislation upcoming The Working Womens (Privileges and Prevention of harassment) Act; Environment protection law (Prevention of pollution) etc.In other countries Controlling over-consumption of precious resources; Mandatory adoption of new technology; Mandatory workplace facilities (phone, basic necessities shop, crche, first-aid, hygiene, pollution (noise, smoke) etc.); Minimum quality of service etc. (Can you think of more topics on which law may come up in future?)In IR some basic laws related to wages, payments are followed; blissful ignorance of most of the others. Many laws are years away from taking shape. Proposals for provision of such facilities receive poor priority at HQ, if not mocked at!

WelfareWelfare makes the organisation dear to its employees and grants it social sanction - Tobacco and Liquor companies invariably sponsor many sports events, and plant trees, mend roads, make parks etc. to obtain social sanction. It plays a very important role in remote places - where facilities can be provided by organisation only, such as medical, schooling etc. Newer ways, like employing husband-wife pairs and transferring together is gaining ground across the world. It boosts employee morale, and improves productivity.In IR generally, Welfare Inspector is an unseen bird; Grievance redressing system lies on paper (but is a very effective motivator when enforced). Welfare Inspectors leave for the nominated day is supposed to be sanctioned only by the field-officer where he is deputed, after fixing another day for his arrival instead. No individual (or group) grievances should be entertained without its Grievance Register serial number and date clearly endorsed on it always insist on this. HQ Officers do not take interest in grievance machinerys working. Pending PNM items, pending grievances of General and SC/ST category should be a PCDO item. Report outstanding grievances and period since outstanding to CPOs office quarterly or monthly.IR provides sports & recreation facilities, holiday homes, schools, canteens. At some places, even school buses, provisions shop, employee banking and loan schemes, colleges (an Engineering college by IR is under proposal) etc.An effective motivator is an officer's special interest in pending payments of staff - group payments and then individual; applications for loans; etc. Holding a periodic meeting with APO, WLI, administrative supervisor and effected employees helps in quicker solutions and implementations. Gaining trust of employees to improve performance is a must for officers, and this is a proven tool.

MedicalGenerally organisations re-imburse expenditure in nominated hospitals (putting limits on category of room entitled etc.), while some may also sponsor all employees and their families for a group (medical) insurance scheme.In IR medical facility is a part of welfare (expenses in Demand 11), however plagued with poor infrastructure, and poorer service. Corruption is wide spread (to the extent of hindering railway operations through sick-fit certificate). Often doctors/specialists are inadequate and can not keep pace with modern medical technology. Prevalent poor management (of budget, stores, maintenance etc. causes it to serve as a demotivator instead of being a welfare scheme.Railways' own medical facilities may have been required at times when India's infrastructure was primitive. Today, barring a few odd locations, the scheme is futile and causes drain of a huge amount of monetary resource.

VigilanceThe role of vigilance is - protection of organisations interest. The structure exists only at HQ and Railway Board levels. It serves very less as a creative/useful tool of contribution to organisation in IR, but has immense non-sense value.No system of 100% cross-examination of, say, deals above a particular value (by a third party); 0 to 25 % of sample check of others in varying range. Possibility of nuisance also through bogus complaints against good persons which makes people keep their hands back even from good work. Externalvigilance is more effective than in-house (as people return to original posts again, for example, Safety organisation of IR is under Ministry of Aviation, and persons on deputation do not return back to Railways).1.18. Participation of Railway Employees in Management (PREM)The old tradition was to collect suggestions in a box. However, modern and newer methods which have evolved across the world have been employed in IR too, but less in spirit and more on paper. New methods include - joint meetings, joint target fixing, election or nomination of employees in management committees, reserved posts for candidates from employees in management, profit sharing, share-holding in company.

These methods reveal great benefits - identification with organisation and its objectives; enhanced commitment; greater drive in employees to perform better; suggestions from ground level. In IR - PREM - Participation of Railway Employees in Management; paper work and lip-service only. Generally union representatives take-over aggressively parting with a few personal sops. These posts should specify certain academic criteria for qualifying candidates to become staff representatives, in the absence of which these forums become political playgrounds. The system of Quality circles, though begun on a good note, could not harmonise into a melody because top management attempted to apply ready-made elsewhere-successful formulae to Indian affairs.Any scheme has to be adopted and applied principally, after detailing its principles for implementation through (locally) evolved procedures or better still, just guidelines, preferable after piloting them in a controlled atmosphere at just one place. It can not be handed down from top as a formula, and then overthrown one day to be replaced by another, which appears to be successful in another country. While Japan has benefited from JIT since >3 decades, India is far from even dreaming about it. So is the story of many other successful concepts elsewhere. However, private sector has achieved some notable results - their success being supported by two arguments which are against IR - the factor of 'size', and the 'will' to do it.

UnionsThe expected role of unions is - protection of interests of workers and constructive contribution to organisation and society. However, the fact is far from fiction. The system of unions, in the hands of a bad management not only lays the organisation at gun-point, but also cultivates, slowly and over a period of time, employee complacency leading to organisational inefficiency and ineffectiveness. This has been the case with IR. In other countries there are examples of organisations which were purchased by the employees through their unions, when met with financial crisis, and U-turned into leaders in their fields!

IR practices a system of two recognised unions, who are at clobber-heads, apparently within themselves, but actually and conspiringly with the management. Instead of a possible one, there are now two monkeys behind one cat. Their thinking is self-centred not organisational, co-operation is coincidental, seen only in small pockets through individual efforts. Corruption is rampant, as election to posts is a source of making money. The organisational purpose is not served as it takes great effort to show the elected representatives (any) light because of limited understanding of organisational processes (most managers give up putting in that Herculean effort). Even if understanding exists, it is avoided as the task of explaining an issue to staff is best avoided by management and unions both. With an understanding, and a hand-in-hand working a lot is possible, however, in today's scenario, neither management nor unions are taking the lead.

Organisational Behaviour/CultureOB is an upcoming discipline of study and research. It affects employee morale, motivation, commitment and productivity, and thus the organisations performance.What is hurting IRIR lacks foresight having no meaningful Corporate Plan(CP) (which is an exercise done once in 15 years, limited to corridors in Railway Board and not brought to notice of ground and field level managers); not backed by a Corporate Strategy to follow the plan and/or an organisational structure with assignment/responsibility to meet the objectives in strategy/plan; even the allocation of resources (money) is rarely governed by the CP.Lack of managerial (not technical) competency (specifically lack of exposure in managers to multi-dimensional aspects of management) Financial management; Stores/Inventory management; Human Resource Management; Asset utilisation and management; Technology Management etc.Lack of creativity in management at top, middle levels; missing climate for innovation.

Political interference creation of new zones/divisions; opening of new lines; gauge conversion; electrification; technology acquisition; and many more areas.Job disparity at some places people are over-loaded; at others no work at same (or greater) pay e.g. division-workshop-production unit; across departments no compensation scheme for such arduous duties. Lack of feeling for organisation (departmentalism). Corruption. Needless to say that the environment in which an employee works in IR is littered with should-nots. The impression it leaves on the new recruits in the organisation lasts for an entire lifetime, and spreads like an infection. It only amplifies, and its eradication, if not impossible, is definitely more difficult with passing time.It is necessary that within your unit, you pass a message of care, belonging, brotherhood, equality and fulfilment. Even if the situation outside is known to be otherwise, within the apparently isolated precincts of a unit, easily an atmosphere of greater achievements and performance can be developed.

FUTURE

What does the future of HR look like?

In 2005, a UKbased HR and business management research and publishing firm CRF Publishing released its The Future of HR: Creating the Fit for Purpose Function report next. Co authored by Chris Ashton, Mike Haffenden and Andrew Lambert, the report details research, case studies, expert commentary and analysis on several critical aspects of transforming HR. According to this, as organizations change and greater expectations are thrust upon HR, the future clearly demands more expertise in people management, according to Haffenden If HR can deliver this, it may differentiate the organization and create a competitive advantage and the functions future will not be in doubt.Haffenden is ultimately optimistic about the future. Important and interesting work is available for good HR people to make a significant contribution to the business making 10 per cent of the organization 5 per cent better. Lambert believes that structurally, HR needs to move on from the brief and only partially understood roles articulated by Dave Ulrich, and really get to grips with what is needed to support organizational performance. Simply put, the critical deliverables are developing the organization to meet future challenges, while still supporting and improving its current capabilities. HR organization and objectives must reflect this. The HR function of the future will include people with varied background and skills whether from frontline management or other functions bringing a much broader perspective to bear than the archetypal personnel professional concept of the past, according to Lambert. This will develop strong administrative performance as much as wider strategic perspective.This will be a function that is at the heart of organizational achievement, not the periphery, and a place that real achievers will want to be, he says. Critically, the function will need to be led by people that have the courage and respect to shape behavior at the top, and ensure that the organization has the role model achievers that will provide resilience and cohesion through the tough times as well as the good. HR leaders also need to be able to demonstrate that they can get things done, and inspire or select for action orientation among their key executives.CHAPTER-2COMPANY PROFILE

ABOUT:C&S Electric Ltd. is amongst the leading suppliers of electrical equipment in India and is Indias largest exporter of industrial switchgear. Its wide range of electrical and electronic products find application in power generation, distribution, control, protection and final consumption. C&S Electric is amongst the top 4 players in the LV switchgear business & the market leader in the Power Busbar Business. In addition the company also has product offerings for MV switchgear, Energy Efficient Lighting solutions and Diesel Generating Sets. C&S Electric along with Solar EPC business, also has an electrical contracting business which performs turnkey solutions for industrial and commercial electrification, substations and power plants. C&S Electric was also the 2nd company in India to design and execute a grid connected solar PV power plant in India.The business operations of C&S Electric are divided in the following strategic business units (SBUs) LV Switchgear SBU Power Busbar SBU Protection and Measurement Devices SBU Lighting & Wiring Accessories SBU MV Switchgear SBU Diesel Gensets Electrical EPC SBU Solar EPC SBUC&S employs over 4000 people including 400 engineers, and has 17 state-of-the art manufacturing plants in India, Belgium & China. It has 23 sales/marketing offices across India and its products are exported to 83 countries. C&S Electric also has several joint venture companies.

COMPANY VISION:C&S shall be the most trusted, respected and preferred brand, for electrical and electronic equipment that finds application in power generation, distribution, control and final consumption. In its major businesses C&S shall not only command a domestic market share ranging from 12% to 50% or more, but be known widely as the company closest to its customers C&S products shall be used to manage power in Indias biggest industries, in its highest buildings, in its most critical infrastructure and in millions of its homes. The C&S name shall be recognized widely as a benchmark, and shall serve as a role model and an inspiration to other Indian engineering products companies. C&S shall be cited as a company that played an important role in making Made in India a label that is trusted and respected the world over.

COMPANY MISSION: To create a unique alchemy of outstanding products, operational excellence, path breaking customer service, and compelling marketing. To create and relish a vibrant workplace where employees are empowered, cared for, developed, and most of all, provided unlimited opportunity to discover their full potential. To continuously enhance our core technologies, and develop new world class technologies and products to expand our offering to customers. To consolidate and strengthen our position as Indias largest exporter of Industrial power distribution and control equipment. To earn a healthy return on investment for the shareholders. To everyday experience, the sheer joy of delighting our internal and external customers, and to relish the thrill of participation in Indias infrastructure boom.COMPANY VALUES:

STRETCH FOR YOUR CUSTOMER

Fully understand and fulfill needs of internal and external customers Do not tolerate mediocrity. Stretch, Excel and Exceed

BE FRANK, BE HONEST

Be frank, fair and non-political and expect the same treatment for yourself Do not be afraid of conflict, when it is required and is just

BE OBSESSED WITH QUALITY

Display attention to quality every single day, from the very top down, and from the bottom up Remember and teach that small things lead to perfection, but perfection is not a small thing

WORK HARD, SMART & SWIFT

Nurture a culture of tenacity, perseverance and sheer hard work Be innovative Opportunities to innovate are everywhere, everyday. Grab them Take responsibility for your own agenda and priorities Take some risks. If you are not making mistakes, you are not trying hard enough

SUCCEED AS A TEAM AND AS AN INDIVIDUAL

Strike a balance between people and task orientation Empower and delegate, but don't over delegate

DISCOVER YOUR STRENGTHS & THOSE OF OTHERS

While we are bonded by shared values we must encourage and respect rich diversity in skills, experiences, knowledge, talents and personal styles Success comes more from exploiting strengths than from overcoming weaknesses

BUSINESS OVERVIEW:

1.) POWER DISTRIBUTION COMPONENTS2.) POWER CONTROL COMPONENTS3.) FINAL POWER DISTRIBUTION COMPONENTS4.) LOW VOLTAGE PANELS5.) PROTECTION AND MEASUREMENT DEVICES

JOINT VENTURES:

1.)

C&S Himoinsa (P) Ltd., a 50:50 joint venture company of C&S Electric Ltd., India and Himoinsa, S.L. Murcia Spain, is the pioneer of Silent DG sets in India.

2.)

Unrivalled product range, Un-matched quality, Un-beatable servicesRS Components & Controls (India) Ltd. formed in 1994 is an Indo-British joint venture between RS Components of U.K. and the Controls & Switchgear Group of India.

CHAPTER-3ANALYSIS AT THE ORGANIZATION

STATUTORY COMPLIANCES

1. POLLUTION CONTROL

a.) COVERING LETTER: Covering letter is basically a letter in which company mentions what all documents its attaching inside, and taking approval on that letter.

b.) FORM V, RULE-14

#FORM V- EXAMPLE

FORM OF APPLICATION FOR GRANT/RENEWAL OF REGISTRATION OF INDUSTRIAL UNITS POSSESSING ENVIRONMENTALLY SOUND MANAGEMENT FACILITIES FOR REPROCESSING/RECYCLING{To be submitted to the Central Pollution Control Board in triplicate by the Re-processor/Recycler}

1Name and Address of the unit :

2Name of the occupier or owner of the unit with designation, Tel / Fax:

3Date of commissioning of the unit :

4.No. of workers ( including contract labourers )

5Consent Validitya) Water (Prevention & Control of Pollution) Act, 1974 valid up to

b) Air (Prevention & Control of Pollution) Act, 1981 valid up to

6.Product Manufactured during the last three years (Tonnes / Year )

YearName of the ProductQuantityin Metric Tonnes or KL

a)

b)

c)

7.Raw material consumption during last three years (Tonnes/ year)

YearName of the Raw Material consumedQuantityin Metric Tonnes or KL

a)

b)

c)

8.Manufacturing ProcessPlease attach manufacturing process flow diagram for each product (s)

9.Water ConsumptionIndustrial m3/ dayDomestic..m3/day

10Water Cess paid up to (date) ..

11Waste water generation as per consent...m3/day Industrial/Domestic Actualm3/day (avg. of last 3 months)

12Waste water treatment (provide flow diagram of the treatment scheme )IndustrialDomestic

13Waste water dischargeQuantity. m3/dayLocationAnalysis of treated waste water for parameters such as pH, BOD, COD, SS, O&G and any other as stipulated by the SPCB/PCC ( attach details)

14.Air Pollution Control

a. Flow diagram for emission control system (s) installed for each process unit, utilities etc.

b. Details of facilities provided control of fugitive emission due to material handling, process, utilities etc.

c. Fuel consumptionName of fuelQuantity per Day/Month :

a)

b)

d. Stack emission monitoring resultsStack attached to:

Emissions (for SPM, SO2, NOx and Metals (like Pb etc.) in particulates in mg/Nm3

e. Ambient air qualityAmbient air quality location:Parameters (SPM, SO2, NOx, Pb, any other ) in g/ m3

15.Hazardous waste management :

a. Waste generation :S.No.NameCategoryQuantity ( last 3 years)

b. Details on collection , treatment and transport :

c. Disposal

(i) Please attach Details of the disposal facilities

(ii) Please attach analysis report of characterisation of hazardous waste generated (including leachate test if applicable)

16.Details of hazardous wastes proposed to be acquired through sale/negotiation/ contract or import as the case may be for use as rawmaterial.1. Name 2. Quantity required per year 3. Waste listing & No. in Annex VIII (List A)/ Annex IX (List B) of Basel Convention (BC)4. Hazard Characteristic as per Annex III of BC

17Occupational safety and Health aspects

Please provide details of facilities provided

18Remarks

(i) whether industry has provided adequate pollution control system/ equipment to meet the standards of emission/effluent.Yes / No

(ii) whether HW collection and Treatment , Storage and Disposal Facility (TSDF) are operating satisfactorily.Yes / No

(iii)Whether conditions exists or likely to exists of the hazardous waste being handled /processed of posing immediate or delayed adverse impacts on the Environment.Yes / No

(iv) Whether conditions exists or is likely to exists of the wastes being handled / processed by any means capable of yielding another material eg , leachate which may possess eco-toxicity. Yes / No

19Any other Information i) ii)iii)

20List of enclosures as per rule

Date:............. Signature:Place:........... Designation:

c.) CCA-CONSOLIDATED CONSENT AND AUTHORIZATION

#CONSENT:- It is basically an application received status and the other documents attached as well.

#AUTHORIZATION:- in which the company mentions that what is the quantity of the hazardous/waste/bio-medical products using by the company.

d.) WORKING CAPITAL REPORTe.) BALANCE SHEETf.) PROFIT & LOSS STATEMENT # Working capital report, balance sheet and profit & loss statements should be C.A (Chartered accountant certified)

2. FACTORY LICENSE RENEWAL

a.) Covering letterb.) Form Ic.) Annexure to form I ( RULE 17(1))d.) Challan (original), sec.43A(1)e.) Original factory license (Form-3, rule-7)f.) Form 4B (renewal)g.) Form 4A (Notice for the change of manager in the organization)

3. FACTORY ACT RETURN

a.) Covering letterb.) Form 21 (annual return)c.) Form-Dd.) Form of maternity benefit act (schedule-II)e.) Form-III (minimum wages act, rule 21 (4A))f.) Form Lg.) Form Mh.) Form Ni.) Form Oj.) Form 22 (half yearly return, sec.110 (120))k.) Form IVl.) Form C

4. EMPLOYMENT EXCHANGE

a.) Covering letterb.) ER-I (employment return which is paid quarterly)c.) ER-II (paid once in 5 years)

5. FIRE DEPARTMENT

It comes under company insurances. It is one of the insurance under which an organization secures itself from the mishappenings because of fire etc.

ATTENDANCE MANAGEMENT:

Attendance managementis important to every single organisation, it can determine whether or not a business will be successful in the future. Businesses will have to keep a track of employees, this being their main concern and a lot of other things. Monitoring attendance helps in the long term for a business, as an employer will be able to tell which employees arrive early, which arrive late and who has the most absences without any valid reason. This could help an employer in deciding which employees are most suitable to work in the business, having employees who arrive to work on time means that the day-to-day tasks of the organisation will be fulfilled. Employees within an organisation should know about their employers attendance and absence policy, so that they are aware of what is required of them. Attendance management is also a health and safety procedure something in which that has to be carried out. It is important because in case of an emergency that was to arise in a workplace like a fire, then if they register in the company they will know how many people are inside a building. It is important to manage a set of workforce as it can lead to higher profits as well as an increase in productivity.If you have a look on the other side of what will happen if a business does not manage their attendance, it will mean that they will have no sort of information to look back on in case if it is needed in the future. They also will not be able to keep a track on their employees on a day-to-day basis which means there is no leadership in place.

How to monitor attendance There are many ways in which an organisation can monitor attendance. This will vary from business to business, some may just use an attendance sheet, some may use online and recently a lot of businesses have been using finger print recognition which can be very reliable. Each will have their own positive and negative. Nowadays everything is done through technology, over the last couple of decades technology has vastly improved leading it to be used by many businesses. Businesses can monitor attendance the simple way by having a sign in sheet which can be very quick and convenient, but however this system could be outdated in a business organisation and can easily get lost. Using an online register or using a programme can help a business in the broader context. If an employer has an online register he/she can bring up the past and current attendance information about each individual employee. This can be looked into detail if the employer wanted to. Another point about an online register is that it cant get lost as you can have many saved copies of it and it is convenient you can bring it up whenever you log into an account. One piece of software that employers tend to use which is called Celayix gives employers real time alert to display employee activity. Shifts missed as well as late check-ins this software will automatically alert the employer or the management team, and from this the employer will be able to do whatever is necessary. This all comes under in how a business will monitor attendance.

Rewarding employees with good attendance

Rewarding employees with good attendance both relate. Having an online register as I have already mentioned is a good way of an employer to check up on their employees. Some employers may choose to reward an individual employee because they have very good attendance or could be something else. A lot of businesses have reward system in place based on attendance this is because it motivates staff as well as if employees turn up on time it will save the business a lot of money, absences cause businesses to lose money. An example of this is Royal mail they were giving out free cards and vouchers to their employees with the highest attendance. Royal mail reported that attendance levels have risen 11% - 1,000 workers a day - since it was launched last August.Attendance management is really important as a business can reward employees which will combat absences. But there are some that oppose to rewarding employees as they believe they are getting extra credit for just turning up to work. But rewarding employees will bring higher staff motivation inside the work place, work being done quicker and also employees actually enjoying to come to work.

How is absences linked to attendance management

Managing attendance can also be a factor in which a business can manage absences. Absences in a business can cause it to lose a huge amount of money as well as the productivity inside the company, because when one person is missing it has a huge impact on the rest of the business. If a business can manage or measure attendance the employer will be able to tell how much time is being lost/delayed. They will be able to look into this and see in what way to tackle this problem. The only way they will be able to tell the amount of absences is to manage their attendance. Minimizing absences absolutely to the lowest will mean that the business will have a higher financial reward.There are many reasons why an individual employee may be absent such as health and lifestyle factors, workplace factors and stress factors these all relate in some way or another. Absence from work is now costing employers over 600 per employee per year on average, Absence costs business 11.6 billion a year.This is a huge figure when looked into, so it is vital that a business manages their attendance properly. Not all businesses will have the same absence policy or attendance management policy, it will vary from business to business. Notifying absences will be different so an employee has to know what their business policy is.

BILL CLEARANCE MANAGEMENT

Billing Management is a flexible, activity-based warehouse billing software solution that automates labor-intensive processes typically associated with billing management. The system records activities such as receiving, put away, replenishment, pick/pack, weighing, storage, loading, cycle and physical counting in real time, and then develops invoices using rules and charges that are customized for each client. So no matter where an order is filled, billing is centralized, customized and accurate.

Billing Management also provides dynamic cost analysis that captures activities and their associated costs, and then determines which processes, products, customers and suppliers contribute most to the bottom line. This cost-analysis feature lets you evaluate and compare the actual costsand opportunity costsof service by client, partner or line of business.Billing Management receives input from standard data feeds via industry-leadingDistribution Managementsolutions, as well as other third-party warehouse management systems.

Key features of our warehouse billing software include: Client, activity and rule configuration Transactional and storage billing engines that can be automated or manually initiated Audit capabilitiespre-invoice review, charge adjustments and grant discounts Invoice generation and printing

EMPLOYEE ENGAGEMENT

EMPLOYEE ENGAGEMENTis apropertyof the relationship between an organization and its employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about theirworkand so takes positive action to further the organization's reputation and interests.William Kahn provided the first formal definition of employee engagement as "the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances, (1990).Employee engagement is a workplace approach designed to ensure that employees are committed to their organizations goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense of well-being.

TEN CS OF EMPLOYEE ENGAGEMENTHow can leaders engage employees heads, hearts, and hands? The literature offers several avenues for action; we summarize these as the Ten Cs of employee engagement.

1CONNECT6CONTRIBUTE

2CAREER7CONTROL

3CLARITY8COLLABORATE

4CONVEY9CREDIBILITY

5CONGRATULATE10CONFIDENCE

COMPONENTS OF EMPLOYEE ENGAGEMENT

There are two primary factors that drive employee engagement. These factors are based on statistical analysis and widely supported by industry research: Engagement with The Organization Engagement with "My Manager Beyond Engagement Strategic Alignment Competency

PERFORMANCE = ENGAGEMENT X ALIGNMENT X COMPETENCY

Engagement Organization Managers

Engaged 49 %32

In-between 3525

Dis-engaged 1743

Alignment Strategic Competency

Aligned 57Feedback: 360

T -Score: 48

In-between31

Not- aligned 12

HOW IS EMPLOYEE ENGAGEMENT MEASURED?

Employee engagement is typically measured using an employee engagement survey that has been developed specifically for this purpose. Employee engagement surveys must be statistically validated andbenchmarkedagainst other organizations if they are going to provide useful results. Without these things, it is difficult to know what you are measuring and whether the results are good or bad.

Measuring employee engagement is a smart business strategy to improve productivity and attain business objectives. It allows the organization to track progress, or slippage, and determine what gaps exist in terms of organizational engagement, attendance and retention, motivation and aspirations. A recent article from the SHRM Foundation highlights common themes of how companies measure engagement.

Specific measures for new-hire engagement might include 1) Percentage of employees completing a comprehensive orientation process; 2) Percentage completing an entrance interview; 3) Percentage coached by a buddy or mentor; 4) Percentage of new hires considered outstanding performers; and 5) First-year voluntary turnover rates.

On the other hand, measures of sustained employee engagement may include

1) Absenteeism rates; 2) Performance/quality rates; 3) Training hours per employee; 4) Ratio of internal to external hires; 5) Top-performer voluntary turnover rates; 6) Overall voluntary turnover rate; and7) Percentage of employees completing individual development plans.

BARRIERS TO EMPLOYEE ENGAGEMENT

Often in the form of rules, workplace culture and behaviors, barriers to engagement can be damaging to employees, customers and stakeholdersand ultimately, to the organizations financial success. In fact, by operating in a black-and-white world, even HR can act as a barrierdependingon how workplace policies and practices are implementedrather than helping to motivate employees through innovative and proactive practices. Also, barriers can prevent efficiency, do not promote a positive and engaging work environment and may damage the ability of an organization to act quickly. Importantly, barriers can prevent customers from getting what they need.

To be better positioned to address barriers to engagement, organizations must determine what is working and what is not. The Gallup Organization, for example, identified 12 indicators that link employee satisfaction with positive business outcomes and profitability. The initial study considered four key areas: customer satisfaction/loyalty, profitability, productivity and employee turnover.

GENERATING ENGAGEMENTWhile it is possible to measure engagement itself through employee surveys, this does not assist in identifying areas for improvement within organizations. To manage employee engagement upwards, it is necessary to identify what drives engagement. Some points from research into drivers of engagement are presented below:

Employee perceptions of job importance Employee clarity of job expectations Career advancement opportunities Regular feedback and dialogue with superiors Quality of working relationships with peers, superiors, and subordinates Perceptions of the ethos and values of the organization Effective internal employee communications

PAYROLL MANAGEMENT

SALARY STRUCTURE

BASIC (Minimum wage + D.A)11000

HRA4400

CONVEYANCE ALLOWANCE800

SPECIAL ALLOWANCE10119

MONTHLY ALLOWANCE (A)26319

LTA916

MEDICAL916

PF1320

ESIC193

BONUS0

GRATUITY529

MONTHLY ALLOWANCE (B)3874

TOTAL MONTHLY SALARY (A+B)30193

ANNUAL CTC362316

Explanation of the terms:

1.) Basic (Minimum wage rate + D.A) 2.) D.A depends from organization to organization, But the organizations which provides D.A; it is usually included in the basic itself.3.) HRA= 40% of the basic4.) Conveyance allowance- is fixed for almost all the private company and is usually Rs.800.5.) Special allowance are flexible6.) LTA- Leave travelling allowance 8.33 %7.) Medical is also 8.33%8.) Employee Provident FundEPF is 12% of the basic salary from an employee

The total EPF =25.36 %12% from employees basic salary deduction12% addition from employer sideAnd 1.36 is admin charges

9.) ESIC1.75% deductions from basic salary of an employee

The total ESIC =6.5%1.75=from employee sideAnd 4.75 from employer side

10.) Bonus is 20% of the minimum basic pay on the basis of3500-minimum and10000-maximumIf the salary is less than 3500 or more than 10000 the employee is not eligible for bonus.

11.) Gratuity is 4.81 % The payroll increases twice in a year through govt. itself.a.) In august, which starts from the September salaryb.) And next in February, which starts from the March salary.

Types of labors and the current wage rate as per their category:a.) Un-skilled 6928b.) Semi-skilled 7655c.) Skilled 8494

CALCULATION OF SALARYBasic + D.ANo. of working daysNo. of present daysEarn basicTotal overtime(in hrs)Earn OTTotal earningEPFESICTotal deductionsSalary in hand

7200262569232586577888301369666822

In case of contractual labor the working days are 26, in case of permanent workers its 30/31 days. In case of permanent workers D.A is not included, it is replaced by special allowances. Earn basic= Basic + D.A /No. of working days*No. of present days

Earn Overtime= Basic + D.A / no. of working daysTotal Overtime

No of hours extra hours working per day

Total earnings= Earn Basic + Earn Overtime EPF=Earn Basic*12% ESIC=Total Earning * 1.75% Total Deductions=EPF+ESIC Total in hand=Total Earning-Total Deductions

LIMIT OF EPF and ESIC: If the salary exceeds rs.15000, there is no need to deduct EPF and ESIC

CONCLUSION

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