SUMMER TRAINING REPORT
Sumitted in partial
fulfillment for
MASTER OF BUSINESS ADMIMISTRATION
INDIAN TELEPHONE INDUSTRIES,
RAE BARELI
SUBMITTED TO –:
Ms.APOORVA MISHRA
(COURSE CO-ORDINATOR)
SUBMITTED BY-:
VAISHALI SINGH
MBA-IIIrd SEM,(2008-10)
SHERWOOD COLLEGE OF ENGINEERING, RESEARCH AND TECHNOLOGY, BARABANKI (U.P.)
Batch2008-20
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PREFACE
The business organization has been defined by some social scientist as a continuing
system of differentiated and coordinated human activities, welding together a specific set
of physical, human, capital, ideational, and natural resources into a problem solving,
whose objective is to serve the needs of its surrounding environment in interaction with
systems of human activity. The success of the organization would therefore seem to hinge
upon its ability to solve related problems in such a manner so as to serve society, maximize
its profits and by doing so, increase its basic resources.
In this context, this study tries to analyze career and succession planning of ITI Rae Bareli
unit, a telecom giant. It is important to note that at present this unit is facing various
problem related to career planning, promotion policies and recruitment. Career planning
implemented as Time Bound Promotion scheme (for non officers) has undergone changes
several times and now advanced TBP scheme.
Career plan for officers is also under study at present and it needs some changes for
proper functioning.
This report is divided into three parts, introduction part deals with concept and succession
planning and the existing system, research part deals with the opinion survey conducted to
ascertain views of employees union and management, suggestion part include
recommendation.
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ACKNOWLEDGEMENT
I Wish to express my appreciation especially to that of Industrial Relation, Personnel
& administrative and Human Resources department and all those with whom I
worked and whose thoughts and insight helped me in furthering my
knowledge, understanding of the subject and completing my Summer training
at this big organization.
I would like to thank my teacher Ms. APOORVA MISHRA, whose knowledge helped me by
all means to complete this training session and report.
I deem it my privileged to acknowledge the encouragement and facilities provided to
me by Mr. ASHUTOSH PANDEY [CM-HR(EP & SM)], Mr. D. R. Shukla AM ( Legal ), Mr.
VEERESH SRIVASTAVA (AM-ER) of ITI Rae Bareli without their guidance and
supported the completion of the project was not possible.
I would like to express my regard and good wishes for the staff at ER, EP & SM,
AM ( Legal ) & HRD for their love and support which made the eight weeks stay at
ITI a pleasant, enriching, fulfillment experience.
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DECLARATION
The summer project on CAREER DEVELOPMENT & SUCCESSION PLANNING is the original
work done by me. This is the property of institute & the use of this report without prior
permission of this institute will be considered illegal & actionable.
Place: - Rae Bareli MEHDI HASAN
Date: MBA-III SEM
BBDNITM, LUCKNOW
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CONTENTS
EXECUTIVE SUMMRY
1-CHAPTER IIntroductionLiterature ReviewScope and Limitation of StudyMethodology:- I-Source of Data II-Methods of Data CollectionResearch MethodologyHuman Resource Management2-CHAPTER II The Background of ITI LTD:-
I- ITI Plants and Office in IndiaII- Vision and missionIII- Board of directorsIV- Organization Chart
ITI LTD Rabareli:-I- HighlightsII- Swot Analysis FrameworkIII- Historical Back ground
IV- ISO Certification
V- Competitor of ITI limited
VI- Customers of ITI limited
VII- Location Advantage.
3-CHAPTER III
I-Career Plan for officers
II-Time bound Promotion Scheme for non-officers
III-Brief Analysis
IV-Conclusion
V-Questioner
VI-Suggestion
VII-Feedback & Evaluation
VIII-Assumption
REFERENCES
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EXECUTIVE SUMMARY
Career and succession planning is one of the most important Human Resource
Development System. This study is done keeping in mind twin objectives of understanding
the existing career system and the ascertain employees, union and management opinion
about it. The study is undertaken in ITI RBL during the period between 14/6/2010 and
08/8/2010.
For collecting information on the subject two methods were adopted.
1. Study and analysis of secondary data, which constituted personnel manual, general
reports, promotion policies, recruitment policies etc.
2. collection and analysis of primary data which constituted data generated
from discussion with various levels of employees, union and management and
responses of questionnaires from various levels of employees. Structured questionnaires
were distributed among employees to collect primary data. Questionnaires consisted of
questions which were related to employees’ perception about existing career system and
what changes they want in proposed system. A meaningful data was generated through
tabulation and summarization of results.
Thus a list of requirements, expectations and constraints was prepared by
the analysis of data. On the basis of this feedback few changes are
suggested in existing system. The main emphasis of these suggestions is to
increase transparency, interaction and generation of relevant information.
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INTRODUCTION
Career planning a brief theory:
Career planning for employees has become an important issue today both as a
strategy for developing core competencies within the organization and as a means
of retaining competent employee. One doesn’t wish to invest so much in recruiting
and developing employees only for someone else to poach them.
Career planning doesn’t mean predicting or envisaging what higher jobs will be
available for each person. It essentially helping the employee plan his career in
terms of his capabilities and career opportunities and development
opportunities chooses to develop himself in a direction that improve his chances of
being able to handle new responsibilities.
Need for career planning:
The ability of an organization to ensure optimum utilization of its human resources
depends on the extent to which it is able to meet the multiplicity of needs and
aspirations of its employees. Organizations have, however the own requirements and
constraints which limit their capacity to meet the unique individual expectations of
employees and limits imposed by organizational constraints usually create a situation
of conflict. If this conflict is not solved organization is not able to get the best out
of its employees. Career planning provides a set of tools and techniques for
productive resolution of this conflict between the individual and the organization.
The personal strategy should be designed to utilize strength and overcome
weaknesses in order to take advantage of career opportunities. Although there
are different approaches to career development, it is considered here as a
process of developing a personal strategy.
Individual needs to consciously and continuously examines what they themselves
thought to be doing for their own career development rather than wait for
something to happen.
Organizations on their part, should invest time and efforts to improve aspects
relating to job text and context and in planning and guiding people for
careers. Companies, which provide fair and reasonable opportunities for satisfying
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careers, will be able to attract, retain and motivate committed and industrious
workforce.
Some companies are accommodating the special needs of dual career couples by
having a flexible approach to transfers that involves reallocation, considering the
needs of both partners in career planning, helping to find employment for the
spouse either within the company or outside, and providing maternity leave and day
care services for children (crèche), With the large number of companies have
recognized the stressful situation of dual career couples and implemented more
flexible policies, career planning, personal selection, placement promotion.
CONCEPT OF CAREER_-:
Objective career:
Career as a sequence of positions occupied by a persons during the course of his
lifetime.
Subjective career:
Career may also viewed as an amalgam of change in values , attitudes and
motivation that occur as a person grows older.
In both perspectives the focus is on the individual. Career planning is important because it
would help the individual to explore, choose and strive to drive satisfaction with one’s
career objectives.
Career life planning intervention:
Organization development is aimed at shifting the organization climate to increase
the integration of organization and individual goals and the career development is
an on going process of change in activities, position and values. People often feel
caught in an organization trap because their personal goals and senses of meaning
become lost. Many of these individual career problems are actually symptoms of
larger organizational problems, such as a rigid bureaucratic structure or inter group
conflict.
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One recent from a career development is called career life planning. This involves the
application of laboratory-learning techniques to career development. Career life
planning is the process of choosing occupation, organization and career path.
Career life planning involves the following issues-:
1. Determining where you are now
2. Deciding where you want to be
3. Developing a plan for getting where you want to be .
Career anchors:
The urge to take up certain type of career is governed by the basic drives acquired
during the socialization process. These basic drives are called anchors, some of
which are as follows - :
1. Managerial competence: Career – providing opportunities for higher responsibility, decision making, control and influence.
2. Technical competence: providing for professional satisfaction, continues Learning and updating one’s expertise in a technical On functional area.
3. Security: ensuring security of career through compliance with organizational prescription.
4. Creativity: entrepreneurial and innovative opportunities.
5. Autonomy: a career that provides freedom of action and Independence.
Stage of growth and career:
Yet another factor that influences our career choice is the stage of growth and
development towards maturity and old age as can be seen from table below -:
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Stages of growth primary role definition career implication
1. Infancy dependent child growth
2. Adolescence assertion of independence exploratory
3. Adult establishing one’s family of establishment Procreation
4. Middle age concerned for children’s career maintenance
5. Old age personal security decline
While the stages of growth of an individual in general have implications for career
advancement needs, one on joining an organization passes through a series of
stages involving important career issues.
An interesting characteristic of the knowledge-based organization is one of career
issues of people in the organization. In these organizations the executives think of
their career as be in the same organization. Organization too are not able to
guarantee life long career to anyone even in the core areas of work. Job contract
become a way of life and these are for a specified period of year and are tied to
particular roles or jobs which would not guarantee further promotion. Career issue
can be broadly categorized as follows-:
a) Early career issues-:
Locations one’s area of contribution
Learning how to fit in the organization
Becoming productive
Seeing a desirable future for oneself in the career b) Mid career issues-:
Location one’s career anchor and building one’s career around it
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Specializing or generalizing
c) Late career issues-:
Becoming a mentor
Using one’s experience and wisdom
Letting go and retiring The issue confirmed by individual in various stages of their career must be
resolved by appropriate actions and decisions on the part of organization so as to
create conditions conducive to optimum utilization of the human potential.
Career system in organization:
Like individual organizations also have their own career paths and requirements.
For the organizations, individual career needs and aspiration usually become relevant
only to the extent they can be integrated into the requirements of the
organizations. Rarely, if ever, organization built activities around individual, the
organization’s own life circle and its position vis-à-vis business cycle effects
largely determine the extent and kind of career opportunities it can create and
sustain. Growing and diversifying firm may causes even the existing opportunity to
shrink or even dry up.
Personal policies, beliefs, and value system also limit or open up career opportunities
for people at different level. For example – some organizations do not encourage the
people who join as workers to move beyond supervisory level, while a few others
would take pride in making opportunities available to everyone repeated promotion
may bring a situation where no further advancement is possible for employees.
These employees have no more growth prospects might enter a plateau time in
career. They have no hopes of climbing the organization’s ladder. In some
organizations people reach plateau when they reach 40 to 45 years age, while in
other organizations career opportunities remain open virtually till day of
superannuating.
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Restructuring or redesigning a job might do the trick sometimes to make and
employee feel satisfied and happy.
LITERATURE REVIEW
Succession planning is a critical tool for ensuring lasting organizational improvement.
However, the biggest challenge for most organizations is how to affect a well designed
change of leadership without disrupting the organizational continuity.
This review contends that unless effective succession planning is urgently integrated into
organizational culture, most organizations in America are on the verge of leadership crisis.
The review examines the essence of challenges of succession planning. The key issue
surrounding it, and the kind of approaches that can cope with leadership succession
situation.
As reported by others, there is little new research on succession planning in the recent
years and an ongoing dearth of writing about succession planning as applied in higher
education. In order to understand the corporate policies and processes that are available
for possible adaptation in higher education, a literature review of corporate succession
planning is warranted.
The following ten core principles are used to describe corporations that are serious about
implementing and maintaining best practices in executive succession planning:-
1) They have strong, involved boards.
2) They continually expose their top management team to the board.
3) They encourage “next generation CEO’s” to gain exposure to outside board
services, to the media and to the investment community.
1) They form executive committees or operating committees to facilitate the
development of several executives who are aware of the challenges, business
plans, and strategies across the entire organization.
4) They view succession planning as an ongoing and real time process.
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5) They take as much of the human drama out of the succession process as
possible.
6) They link the CEO’s compensation to the development of succession plans.
7) They pay their directors increasingly in stock and require the directors to make a
Personal investment in the country.
8) They periodically calibrate likely internal candidates for CEO’s against
comparable outside leaders.
9) They develop a “SUCCESSION CULTURE”.
Based on their experiences with succession plans in the variety of organizations, MALHER
& DROTTER (Malher & Drotter, 1986) concluded that that a major requirement of the
succession planning is top management action; Top Management must make a
commitment to and actively participate in the succession planning process. Similarly, NAPA
(National Academy of Public Administration, 1992) conducted a comprehensive study of
succession planning practices in both the private and public sector and concluded that Top
Leadership involvement and commitment is a common characteristic of successful
Succession Plans.
Succession planning requirement will not be the same across organizations, such as
structure, size, wealth, growth rate, maturity, and management values are all factors that
must be taken into account when designing a plan (Carranza, 1982; Executive Knowledge
works, 1988; National Academy of Public Administration, 1992; Rhodes and Walker,
1984; Rothwell, 1994). For example, size and wealth related will be related to resources
available for succession planning and smaller, less complex companies will tend to have
less formal succession plans (Rhodes & Walker, 1984) and the succession planning needs
will be different for a company that a company is in a rapid growth mode versus one of that
is characterized by slow growth or decline (Eastman, 1995).
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Career system in an organization can be classified according to-:
1. Scope
2. Limitations on entrance
3. Orientation for reward and status
SCOPE
Some organizations limit the scope of movement of employees from one function to
another. While in others, movements of people among various functions,
departments and jurisdiction is encouraged. The former may be called specialist
career system while the letter organizational career system.
Limitations on entrance:
In some organizations, like the government and public sector units, recruitment of
new employee is restricted at the entry level only. Upper level position is filled in
entirely from within and lateral entry is discouraged. This is called closed career system. In
the open career system, entrance is permitted at any or all levels the private sectors
organizations usually prefer open career system.
Orientation to reward and status :
The career system can be job oriented or status oriented. In the job oriented career
system, employees are reward on the basis of their merit and performance. Job
assignment and promotion decision are taken strictly on the basis of proven
competence in the status oriented career system, on the other hand, it is
seniority and length of services that determine the reward and promote ability.
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Career paths:
Career paths represents logical and possible sequence of position that could be held
based on what and how to perform in an organization. Career path represent real
career progression possibilities both lateral and upward. This involves-:
a) Analyzing job to determining similarities and dissimilarities among them.
b) Grouping job with similar behavior requirements into job families.
c) Identifying career path within and among job families.
d) Integrating the overall network of career path into a single career
system.
Promotion policies:
Career planning, thus, will need to be balanced and detailed with the appropriate
criteria for promotional decision. There can be several permutations and
combinations of merit-seniority spectrum.
Career planning process:
It is obvious from the forgoing analysis that individuals differ a great deal an term
of their career orientation. A general approach to career planning would involve the
following steps-:
a) Analysis of characteristics of the rewards and incentives offered by
prevailing career system needs to be done and made known to employees.
b) Analysis of characteristics of the hopes and aspirations of different
categories of employees including identification of their career anchors must
be done through objective assessment.
c) Mechanism for identifying congruence between individual career aspirations and
organizational career system must be developed so as to enable the
organization to discuss cases of mismatch or incongruence.
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d) Alternatives strategies for dealing with mismatch will have to be
formulated. Some of the strategies adopted by several organizations include the
following-:
1) Changes in the career system by creating new career paths, new incentives,
new rewards, by providing challenges through job redesign opportunities for
lateral movement and the like.
2) Changes in the employee’s hope and aspirations by creating new needs,
new goals, new aspirations or by helping the employees to scale down
goals and aspirations that are unrealistic or unattainable for one reason or the
other.
Seek new basis of integration, compromise or other forms of mutual changes on the
part of both employees and organization through problem-solving, negotiations
or other devices.
SUCCESSION PLANNING
The continued existence of an organization over time requires a succession of
persons to fill key positions. The purpose of succession planning is to identify and
develop people to replace current incumbents in key positions for a variety of
reasons : superannuating, resignation, promotion, growth, diversification, creation of
new positions, realigning responsibilities, etc.
Succession can be from within and from without the organization. Succession by
people from within gives a shared feeling among employees that they can grow as
the organization growth. Therefore, organizations need to encourage the growth and
development of its employees. They should look inward to identify potential and
make efforts to groom people for higher and varied responsibilities. More so when
they are growing steadily and their future corporate plans do not differ significantly
from those in the past. In some professionally run large organizations ( be they in
public or private sector or subsidiaries of multinationals ) managers and supervisors
in every department are usually a complete asked to identify three or four best
candidates to replace them in their jobs should the need arise. However,
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organizations may find it necessary to search for outside talent in certain
circumstances such as following-:
When qualified and competent people, are not available
internally, when it is planning to launch major expansion or diversification
programs requiring new ideas, etc. complete dependence on outside talent may
cause stagnation in the career prospects of the individuals within the organization,
which may, in turn, generate a sense of frustration.
Individual career planning:
Succession planning would be effective when individual needs and aspirations are
integrated with organizational needs and opportunities, synthesizing personal planning
and career information and complementing individual development efforts with
formal training and development programs this requires development of individual
career plans.
Performance review and potential identification:
Performance review and analysis should result in constructive feedback, performance
recognition and appraisal. Potential, is usually not formally and explicitly
communicated mainly for the one reason : there may be a time gap between the
time employee potential is identified and harnessed in an organization. In an
intervening period there may be changes in an individual or the organization
situation whereby the potential may change. Also, the organizations would not like
individuals to grow complacent on being told about their potential. Nonetheless, to
help individuals know and understand for themselves who they are, how they can
best accomplish their goals is good organizational strategy. Discerning analysis of
the nature of assignments, placements, and recognition would help people to
gauge the implicit message.
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LIMITATIONS OF THE RESEARCH
Policy Sample size is not big enough to cover all sections of
employees, through every efforts is made to make sample as much
representatives as possible by covering each and every department.
Training period was not sufficient to go through this vast and challenging policy.
The study of particular employees was very tedious work as no
computerization has been done to maintain data and for every data file work
consulted, so it was very time consuming which was major obstacle
in research.
There was not much literature available on the topic for consulting and studying.
Recruitment and promotion policy has under gone change several times which also
hampered work.
Non-officers were not fully aware about the policy.
Every employee is not interested in giving responses.
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METHODOLOGY
A comprehensive empirical study was conducted during the period of 06/6/2009 to
27/7/2009 to understand the nature dimensions and practice of career planning in
ITI Ltd. Rae Bareli. The data were collected both from primary and secondary
sources. All the employee and management representatives have not been
considered due to similarities in experience as well as resource and time constraints.
Hence a random sample of 100 ( app. 2% of total no. of employees ) is taken for
the purpose of study.
Source of Data:
The data was collected from various information and documents provided by
various departments as mentioned below:
Employee Relation Personal Relation Legal Department (HR) Services Department (HR)
Methods of Data Collection:
Interview Method
Questionnaires
Literature Survey
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RESEARCH OBJECTIVE
The objectives of research are manifold and can be described under following heads-:
To critically analyze the prevailing (superior) career system at ITI Ltd.RaeBareli.
To study the pros and cons of the present system.
To analyze thoroughly all the options available.
To suggest suitable options for implementation to provide better
career prospects to the employees of the company and attain best possible
employee satisfaction on account of same.
To gauge the perception of employees regarding career system.
How the career system works to improve the performances of employees
To analyze the industrial relation in the organization.
How much the present career system is successfully working in the
organization?
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INTRODUCING HUMAN RESOURCE
HR Management is a process of bringing people and organization together. so that
the goal of each are met . it is that part of the management process which is
concerned with the management of HUMAN RESOURCES is an organization . it tries to
secure the best from people by wining their whole hearted cooperation. In short, it
may be defined as the art of procuring, development and maintaining component
work force to achieve the goals of an organization is an effective and efficient
manner.
According to FLIPPO:
Human Resource management is the planning , organizing directing and
controlling of the procurement , development , integration maintenance and
separation of human resource to the end that individual , organizational and social
objective are accomplished.
FEATURES OF HR
Pervasive Force
Action Oriented
Future Oriented
People Oriented
Development Oriented
Integration Mechanism
Comprehensive Function
Inter-disciplinary Function
Continuous Function
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THE BACKGROUND OF
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INDIAN TELEPHONE INDUSTRIES
India’s first Public Sector Unit (PSU) - ITI Ltd was established in 1948. Ever since, as a
pioneering venture in the field of telecommunications, it has contributed to 50% of the
present national telecom network. With state-of-the-art manufacturing facilities spread
across six locations and a countrywide network of marketing/service outlets, the company
offers a complete range of telecom products and total solutions covering the whole
spectrum of Switching, Transmission, Access and Subscriber Premises equipment.
ITI joined the league of world class vendors of Global System for Mobile (GSM) technology
with the inauguration of mobile equipment manufacturing facilities at its Mankapur and
Rae Bareli Plants in 2005-06. This ushered in a new era of indigenous mobile equipment
production in the country. These two facilities supply more than nine million lines per
annum to both domestic as well as export markets.
The company is consolidating its diversification into Information and Communication
Technology (ICT) to hone its competitive edge in the convergence market by deploying its
rich telecom expertise and vast infrastructure. Network Management Systems, Encryption
and Networking Solutions for Internet Connectivity are some of the major initiatives taken
by the company.
Secure communications is the company's forte with a proven record of engineering
strategic communication networks for India's Defense forces. Extensive in-house R&D work
is devoted towards specialized areas of Encryption, NMS, IT and Access products to provide
complete customized solutions to various customers.
The pioneer public sector undertaking, ITI Ltd, was set up in the year 1973-74 by the efforts
of Late Mrs. Indira Gandhi, Ex-Prime minister of the Republic of India, under the patronage
of ministry of communications.
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ORGANISATION’S VISION
To perceive by their customer as the leading business partners
for providing total network.
To offer innovative solution using leading technologies in co-
competitive manner, to help customer achieve their business objective.
To pursue new opportunities arising from the convergence of
information, communication and entertainment business.
In manufacturing business, organization will continuously drive down costs.
Organization will leverage its telecom domain knowledge to build
telecom software business in India catering to global requirements.
To transform I.T.I. into a creative, livewire entrepreneurial enterprise
with a quest for growth and shared values.
ORGANIZATION’S MISSION
Leader in domestic market.
Important global player.
Providing different solution to customers.
To build on core competencies to enter new business area.
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BOARD OF DIRECTORS
SHRI K.L.DHINGRA (Chairman & Managing Director)
SHRI K.K.GUPTA (Director- Production)
SHRI B.P.GUPTA (Director-Finance)
SHRI R.K.AGARWAL (Director- Marketing)
SHRI K. K. KHURANA (Director- Human Resource)
SHRI A. K. SRIVASTAVA (Director)
SHRI C. K. KOSHY, IAS (Retd.) (Special Director)
LT.GEN.P.MOHAPATRA (DIRECTOR)
SHRI A. K. JAIN (independent director)
SHRI V. H. RON (independent director)
SHRI A.S. BANSAL (independent director)
SHRI KESHAV SARAN (independent director)
SHRI M.BALAKRISHNAN (independent director)
SHRI T.S.NARAYANSWAMY (independent director)
SHRI S.K.CHAUDHRY (independent director)
SHRI K.T.MAYURNATHAN (company secretary)
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ORGANIZATIONAL CHART of ITI Ltd.
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INDIAN TELEPHONE INDUSTRIES LIMITED
RAEBARELI
Historical Back ground
ISO Certification
Competitor of ITI limited
Customers of ITI limited
Location Advantage.
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HIGHLIGHTS OF ITI LTD.
Infrastructure-:
Area – 250 acres
Covered area – 1,10,000 sq meter
Air contioned area – 2,2000 sq meter
5593 KVA captive power available for UN interrupted production
Activities
Township – 1800 Nos Houses
Manpower – 4050 Nos.
Product manufactured in present-:
SMPS (EPD)
HDSL (MPD)
IT Sector
Cordet
INSTL - & Commissioning of GSM
Mobile Showroom
G. PON
Three wings of ITI Rae Bareli-:
Administration building EPD
MPD
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SWOT ANALYSIS FRAMEWORK
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SWOT MATRIX
Strengths: A firm strengths are its resources and capabilities that can be used as a basis
for developing a competitive advantage. For example- good reputation among customers.
Weakness: The absence of certain strengths may be viewed as weakness. For example-
high cost structure.
Opportunities: The external environmental analysis may reveal certain new
opportunities for profit and growth. For example- arrival of new technologies.
Threats: Changes in the external environment may also present threats to the firm. For
example- Shifts in customer’s tastes away from the firm’s product/services.
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SWOT ANALYSIS FRAMEWORK
S W O T
1.Integrated Plant Absence of youth energy
Further plant expansion fo0r new machine/assembly
Upcoming new I industries.
2.Adequate space available
High manufacturing cost
Local supplier development Large number of international player
3.Remote Location
High attrition rate Favorable taxation policies of of government.
Union formation
4. Experienced man power
Talent crunch Technology changes
5.Optimum Capacity Utilization (3 Shifts operation)
Weak local supplier base
Private participation in industry
6.Lean Organization
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Services-
Turnkey projects including installation and commissioning of telecom equipment
Customized software development
Development of custom ASICs
Development of customized prototypes
Can offer technology transfers and setting up of joint-ventures
Corporate office -:
ITI Limited 45/1, McGrath road,
Bangalore – 560025
Manufacturing plant -: 7
Regional offices -: 6
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HISTORICAL BACKGROUND
The pioneer public sector undertaking, ITI Ltd, was set up in the year 1973-74 by the
efforts of Mrs. (Late) Indira Gandhi, Ex-Prime minister of the Republic of India, under the
patronage of ministry of communications.
ITI Ltd, Rae Bareli has expanded stronger division and crossbar division to the Electronic
Switching System (ESS), Digital Multi Excess Rural Radio (MARR) System, Electronic digital
system with C-DOT technology and 3- channel open wire transmission.
The ITI Ltd. Deals with diver’s technologies continuously phasing –out old technologies and
phasing in new technologies. Prominent foreign technologies under manufacturing
include:-
Digital Switching System OCB 283 (in collaboration with CIT-ALCATEL,
(France )
Digital Microwave System (in collaboration with NEC, Japan)
Optical Communication System (in collaboration with NRT, Denmark )
Digital Co- axial System (in collaboration with AT & T PHILIPS, Holland)
Switch Mode Power Supply (in collaboration with ASCOM, (Switzerland)
A part from these technologies, Center of Development of Telemetric (C-DOT) has also
provided indigenous technologies for manufacturing rural Automatic Exchange (RAX) and
Main Automatic Exchange (MAX. The company’s product range includes all that is required
to equip national and international telecommunications network, satellite communication
and optical communication system.
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THE VARIOUS DEPARTMENTS OF RAEBARELI UNIT
AND IT’S FUNCTION:-
The Rae Bareli Plant (RB plant) is headed by General Manger RB (GM- RB), who directs the
entire plant to commit for quality and customer satisfaction. Top most priority is given to
continuous improvement to ensure that Rae Bareli plant is always meeting the customer
expectations and needs. GM-RB defines the business activities and objectives of RB-Plant.
To effectively manage these activities and achieve the objectives, a well structured
organization is established.
The functions, responsibilities and authority of various departments are defined
below:-
1) Production divisional heads:-
AGM (ESL-I) and AGM (ESL-2) have the authority to manage, perform and verify the
complete production unction of their respective divisions. They are responsible for
translating all management plans into action and ensure that quality products and quality
services and provided to the customers.
2) Marketing:-
The marketing department was established very recently after the formation of business
group. The Sales Department which was handling the limited marketing activities is now
looked after by the marketing department.
Marketing department has the responsibility to identify Business opportunities and
generate business. The function of marketing department includes identification of new
market/ new product promotion, market surveys, tender processing etc. The chief of
marketing has the full authority for the above specified functions.
3) Engineering:-
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The Know-how or technology transfers of products like C-DOT system are handled by
engineering. This department interfaces external agencies and production departments of
RB- Plant. These departments also provide technical support and document support to
production department.
4) Sales and customer engineering:-
The Purchase orders received from various customers are reviewed for adequacy and
clarity of requirement. In case of requirements not defined clearly or purchase order is
incomplete, the same are identified and resolved with the customer. The work are
released to assembly shop and Manufacturing. After the inspection and dispatch, billing
and realization of payment activities are also carried out by this department.
36
NATIONAL SAFETY AWARDS:-
S.N. YEAR SCHEME OF THE AWARDS
1 2009 Scheme-II
2 2007 Scheme I & II
3 2006 Scheme I
4 2005 Scheme I
5 2004 Scheme I & II
6 2003 Scheme I & II
7 1999 Scheme I
8 1998 Scheme I
9 1997 Scheme I
10 1996 Scheme I&II
11 1995 Scheme I
12 1994 Scheme II
13 1993 SchemeII
14 1992 Scheme II
15 1991 SchemeII
16 1990 Scheme I & II
17 1989 Scheme II
18 1988 Scheme II
19 1987 Scheme II
20 1986 Scheme I & II
21 1985 Scheme II
22 1984 Scheme II
SCHEME I:- Lowest Accident frequency Rate
SCHEME II:- Longest Accident Free Rate
37
MILESTONES:-
1948; First public sector to be set up post independent India, with assembly of
25,000 telephone instrument and equal number of exchange line in technical
collaboration with automatic telephone and electric company of England .
1950: Corporate status as joins stock company. Diversification of
products range with the product of long distance equipment .
1964: Manufacture of cross bar automatic exchange equipment of
Bangalore in collaboration with bell Telephone Manufacture company,
Belgium
1971: Manufacture of multiplex and associated with transmission
equipment for Trunk services at Naini. Components manufacture plant at
Srinagar
1973: Telephone instruments plant at Naini
1974: Strowger switching equipment plant at Raebareli.
1976: Manufacture of electronics automatic exchange at Palakkad.
1980: Cross bar switching equipment plant at Raebareli.
1983: Manufacture of electronics exchange of E-10 B type for Mankapur in
Collaboration with ALCATEL, France. Manufacture of digital trunk automatic
exchange equipment at Palakkad. Manufacture at multi access Japan.
Rural Radio Equipment at Naini in collaboration with Kokusai, Agreement
with Nippon Electric Corpn.
1986: Established a network unit exclusively ton take care of installation &
maintenance work.
1987: Manufacture of small & rural electronic exchange of C-Dot
technology at electronic cit Bangalore. Manufacture of digital CO-Axial
systems at Bangalore with know – how from AT & T Network system
Netherlands
1991: Manufacture of IDR Modems at Bangalore with know –how
obtained from huge network system, USA
1992: Launched joint venture Company, ITI communication Pvt. Ltd. (ITI-C)
1993: OCB283/CSM in collaboration with ALCATEL France.
38
1994: Manufacturing set at established at Delhi for SDH transmission
system through joint venture Company – FIBCOM & Naini plant.
1996: ITI entered into V-SAT services.
1997: Release of first. 40 k lines C-dot MAX-XL exchange to DOT. Launching of
MRTS.
1998: ITI’s turn - around after set back due to opening of economy. VLSI II,
one micron FAB facility inaugurated at Bangalore plant.
1999: ITI ALCATEL, new technology agreement signed. All time high
physical performance. Turnover crossed rate Rs - 1600 Cr (US $ 400 Mn.).
2000: Turnover crossed an all time high Rs – 2000 Cr.
39
ISO CERTIFICATION
The International organization for Standardization (ISO) is the specialized international
agency for standardization, at present comprising the national standard bodies of 91
countries including India. ISO is made up of approximately 180 committees. Each technical
committee is responsible for one of the many area of specialization.
The object of the ISO is to promote the development of standardization and related world
activities with a view to facilitating International Exchange of goods and services and to
develop the co-operation in the sphere of intellectual, scientific technological and
economic activity.
The result of ISO work is published as International Standards. The standards
discussed here is result of this process.
ISO 9000 SERIES STANDARDS:-
Motivate exporters.
Set a base line.
Establishes reasonable standards for Government procurement.
Focuses training and professional development.
Set general market procedure for regulating health and safety.
Reduces time- consuming audit by customer and regulator.
Gives marketing advantages and EC 92 positioning.
Raises levels of motivation, co-operation, workmanship and quality
awareness.
Improve efficiency, reduces scrap and rework.
40
EQUIVALENT QUALITY SYSTEM STANDARDS
ISO TITLE
9000 Quality management and Quality assurance
standards selection and use.
9001 Model flow quality assurance in design/
development, production, installation and
servicing
9002 Model for quality assurance in production and
installation
9003 Model for quality assurance in final inspection
9004 Guidelines on development on quality
management system to minimize cost and
maximize benefits.
PRODUCT AND ITS PRODUCT LINE
41
BTS (BASE TRANS-RECIEVER STATION)
Base Trans-Receiver Station (BTS) “BTS A-9100”, is radio frequency mobile communication
product based on GSM technology. It is a set of equipments
that facilitates wireless communication between user
equipment (UE) and a network. A BTS in general consists of
Trans-receiver module, Antenna Network Combiner,
Controller (SUMA) & Alarm Extension System (XIBM). It is a
self contained unit for transmitting / receiving signal for
mobile communication.
Types of BTS:
Indoor BTS
Outdoor BTS
Dual Band BTS
Twin TRX BTS
BTS SHELTER
Shelter is a portable sealed cabin made up of sandwiched insulated panels with
polyurethane as filler material between galvanized pre-
coated steel sheets. Floor is made up of 19mm thick marine
plywood and is covered with PVC antistatic flooring. MS tube
is reinforced inside floor panel for higher floor load capacity.
Secondary slanting roof is provided to protect primary roof
from direct sunlight and rainwater. Door is fixed with heavy-
duty hinges. It is equipped with hydraulic closer & three way locking arrangement. Shelter
is installed on suitable base frame of galvanized I-beam supported on concrete pedestal. ITI
LIMITED Rae Bareli is manufacturing Prefabricated Shelter for housing of BTS & its
accessories used in Telecom Mobile Service.
42
PRODUCT RANGE
Square Lattice Type of RTT (as per GR): - 10M, 15M, 20M Height.
Triangular Type RTT (SERC): - 9M, 12M, 15M & 18M Height.
TECHNICAL SPECIFICATION
Square Lattice types of RTT are manufactured as per GR No. GR/TWR-09 FEB. 2004 Design
of triangular type RTT is duly approved from Structural
Engineering Research Center (SERC), Chennai. All members
of RTT are made up of structural steel as per IS2062 Grade
A & hot dip Zinc galvanized as per IS 4759. It can carry 6
Nos. GSM/WLL Antenna & 3 Nos. 0.6M dia Microwave
Antenna. Basic design of RTT is for wind speed 200 Km/h. It
can survive wind velocity up to of 210 km/h for short
duration.
TRANSCEIVER
Alcatel's new Twin TRX radio transceiver doubles the
capacity of existing equipment, while occupying the same
space in the rack. The new Twin TRX is particularly adapted
for densely populated urban areas, with a maximum
capacity of 24 TRX per Base Station cabinet. Twin TRX
transceivers can be installed in the full range of Alcatel’s
indoor and outdoor BTS.
CDMA
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CDMA (Code Division Multiple Access) is a digital wireless technology to provide mobile
communication. CDMA works by converting speech into digital information, which is then
transmitted as a radio signal over a wireless network. CDMA uses a unique code to
distinguish each different call. The receiving device is
instructed to decipher only the data corresponding to a
particular code to reconstruct the signal. This enables many
subscribers to share the same frequency band and, at the
same time, without any cross talk or interference.
CDMA WLL technology provides option of limited as well as
full mobility to the customers. This helps to provide faster
last mile connectivity, where lying of cables is difficult.
DEFENSE PRODUCTS
OWS- ORDERWIRE SECRECY-
Order wire secrecy: (OWS) Order wire Secrecy encrypts and
Decrypts Voice calls between operators on Radio. During
alignment of Radio and setting up of the link the voice
information is secured by this encryptor. It uses state of the
art Components with Proprietary algorithm. It has additional
feature of working in repeater and Regenerator mode during long hop working. It can work
in Broadcast mode as well as Voice call mode. It can be customized to work with any type
of radio. The system design also use of this in static as well as Mobile application.
MIL PCM SECRECY-
44
Mil PCM Secrecy: MIL PCM Secrecy is a rugged encryptor to encrypt and decrypt 2 Mbps /
E1 data of PCM Format. It can accept various types of Signaling format like CAS, CCS, PRI,
ADPCM, ATM etc., It can work from Internal, External or Recovered clock. It uses
Proprietary algorithm. It meets stringent Defense Environmental Specifications of JSS
55555 and EMI/EMC Specifications of MIL STD 461C. It works from 230V AC or -48v DC.
Normally works from AC and in case of failure automatically switches over to DC working.
DIVERSIFIED PRODUCTS
SMPS- SWITCHED MODE POWER SUPPLY-
FEATURES
Low cost & light weight
Controls up to three LVD
Hot plug-in rectifiers
Fan cooling
Temperature compensated battery charging
Intelligent battery health monitoring
Wide AC Input range
RS485 Compatible (Remote Monitoring)
CURRENCY COUNTING MACHINE
FEATURES
ITI's Note Counting Machine can be used for counting a wide variety of freshly issued,
soiled and old currency notes whether bundled or loose.
45
MODELS
ITI's Note Counting Machines are available in two models
with functional features being the same in both the models.
Floor Model : ANCM-01
Desktop Model: ANCM-02
The machine has the following features which enable quick
and accurate counting:
Advanced solid-state electronics and precision tool
mechanical assembly, which provide highly accurate and
reliable performance. Silent and smooth operation at super
high counting speed. Vacuum suction is provided by a build-in
vacuum pump, which has a filter to keep out dust and fiber,
thus increasing the life of the machine. Maintains hygienic
condition for the operator. The machine automatically adds
the continuously counted notes on to the last counted in
FREE COUNT, BATCH AND CHECK MODE. The accumulated
count is stored in the memory and retained after power OFF and will display again on
power ON. The machine can count different denominations of Currency Notes and has a
capacity to insert up to 200 notes. The pip alarm will automatically sound a warning if the
counted number is not equal to the preset number in CHECK and Batch modes. Trivialized
Diagnostics with easy error codes for easy maintenance by quick fault detection.
MARKETING STRATEGIES
Marketing strategies of the ITI being a PSU is a bit complicated. The tenders are
passed and invited for the production of various products for the national and international
46
companies like BSNL; ALCATEL etc. the tenders for particular orders are received and
passed through the websites of these companies so as to gain orders for production.
Minimum prices are quoted for the per unit production of various product like BTS,
BTS SHELTER, TRANSCEIVER etc. for various companies and companies open the bid for the
orders to be given to the production plants.
COMPETITORS OF ITI LTD
Arvind Micro System, Hyderabad.
HECL, Calcutta.
Dynahytac System, Hyderabed.
Sabmife, Hyderabad.
Afcoset, Mumbai.
Wolpower Telecom System, Mumbai.
UTL, Banagalore.
HTL, Chennai.
Alcatel Modi, France
NEC, Japan.
ITI MARKET- CUSTOMER PROFILE
ITI unique selling proposition for the global customer is a “one- stop-shop” for all his
present and emerging needs. This is solidly supported by its R&D, state-of-the art
manufacturing, Integrated Logistic Support (ILS) and strategic alliances.
ITI Can Offer Its Customers:-
47
Solution for Telecom networks.
Telecom solution for Defense, Railways, Electricity Board etc.
Specialized networks for tropical countries.
Network management.
Customized country adaptation of the product.
Migration from legacy systems.
Indian Customer Profile:-
Department of telecommunication (DOT).
Mahanagar Telephone Nigam Limited (MTNL).
Videsh sanchar Nigam Limited (VSNL).
Defense
Parliamentary
Police and Integrated Security.
Railways.
Oil Sector.
Steel Sector.
Power Sector.
Banks.
Post Office.
Private Sector.
Indian Space Research organization.
Global Customer Profile:-
Botswana.
Comoros.
Sri Lanka.
Switzerland.
Uganda.
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Nepal
Zimbabwe.
Nigeria.
Bangladesh.
South Africa.
Ireland.
Mozambique.
Madagascar.
Yemen.
Malaysia.
Vietnam.
Algeria.
Costa Rica.
Rwanda.
INFRASTRUCTURES OF RAEBARELI
BUSINESS GROUP
49
Total Area - 250 Acres
Converted Area - 1, 10,000 sq. Mts.
A/C area - 1500 Sq. Mts.
4400 K.V.A. Captive Power for uninterrupted power supply well
communicated all over world.
MANPOWER
Officers - 1054
Non-officers - 4221
Total - 5275
Contract Officers - 6
DISTRIBUTION OF MANPOWER
MALE FEMALE
Officers - 1026 28
Non-officers - 3056 105
Contract Officers - 3 3
50
CAREER AND SUCCESSION PLANNING AT ITI LTD.RAE BARELI
ITI Rae Bareli like other public sector undertakings is bureaucratic and there are
many hierarchical levels. All employees are broadly classified into two parts-:
Officers (grade I to X)
Non-officers (category A to H)
CAREER PLAN FOR OFFICERS
1. Introduction:
Quality and growth being the guiding business strategies, company, is committed in
identifying, training and developing its human resources to fulfill the objectives of
the company as well as career accepts and recognizes that a fair and equitable
51
performance oriented personal growth policy is a first desideratum to attract and
develop a well knit professional managerial cadre to lead a team of committed
engineers and professionals in different functional area of the company.
2. Objectives:
a) To integrate the growth opportunities of the officers with the fulfillment of
the company’s objectives through a transparent policy.
b) To identify, train and develop competent personnel with growth potential and to
provide an environment for high levels of performance.
c) To ensure continuity of the management by systematic succession planning for
senior/key positions in the company.
d) To seek and provide a continuous team of work for sustained high levels of
competences in the company.
e) To attract, build and retain functional and managerial cadre to occupy higher
managerial positions to increase organizational effectiveness and excellence in
managerial skill.
f) To take care of the aspirations of the officers and to ensure greater loyalty to
the company.
g) To achieve the aforesaid objectives the criteria of qualification, length of
service, work performance, potential for higher assignment of each individual officer
will be adjusted.
3. Coverage:
Career plans covers all officers of the company. Officers on deputation to the
company and those appointed on a consolidation pay or for a specific period shall
52
not be covered. For the purposes of implementation of this plan, each of the
following shall constitute a unit-
a) Banglore plant
b) Naini plant
c) Mankapur plant
d) Rae Bareli plant
e) Palakkad plant
f) J & K plant
g) Electronic city unit (Bangalore plant)
h) Network system unit (Bangalore plant)
i) All regional offices, area offices , business coordination office at Delhi
and corporate office in Bangalore.
j) R & D division located in different units.
4. Definitions:
“Company” means ITI Ltd.
“CMD” means Chairman and Managing Director of ITI Ltd.
“Cluster” means grouping of grades.
“Qualifying Services” means the number of minimum completed year of
service, immediately preceding the cut of date, prescribed for promotion/ upgradation
from one grade to another.
“PGQ” mean officers possessing requisite Post Graduate Qualification.
“PQ” mean officers possessing requisite professional qualification
“DQ” mean officers possessing requisite diploma qualification.
“LQ” means officers not possessing any of the above qualification.
“Upgradation” means movement of an officer from one grade to
another in the same cluster.
“Promotion” means movement of an officer from one cluster to
another against vacancies based on selection process.
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“Unit Head” is the officer notified as much by the company.
5. Clusters:
For the purpose of determining reporting relationship and career advancement, the
10 Grades available in the company (existing Gr. 1 to gr. 10) are grouped into the
following cluster taking into account the homogeneous nature of and
responsibilities-:
Grade
Cluster
1
2, 3 & 4
5 & 6
7
8
9
10
C – 1
C – 2
C – 3
C – 4
C – 5
C – 6
C – 7
Officers of any grade in one cluster will report to the officer of any grade in the
next higher cluster. Exceptions to the above rule may be made with the approval of
Unit Head.
Career growth:
Career plan consist of two parts: PART – 1 covers up gradation scheme for officers from
Gr. 2 to 3, Gr. 3 to 4, Gr. 5 to 6.
54
a) PART – 2 covers plan for promotion of officers from Gr. 1 to 2, Gr. 4 to 5 and
Gr. 6 to 7 and above.
Up gradation scheme for officers:-
Up gradation of officers is not linked to vacancies.
Officers will be considered for up gradation to the next higher grade,
within the same cluster.
Up gradation norms
Up gradation norms consist of following:
a) Eligibility in terms of qualifying services, qualification, attendance, conduct and
rating performance appraisal.
b) Qualifying service:
Table hereunder indicates minimum period to be completed in the existing
grade as on 30th June with corresponding qualification level:
For upgradationLQ DQ PQ PGQ
Gr. 2 to 3
Gr. 3 to 4
Gr. 5 to 6
8 : 6 : 4 : 3
* : 6 : 4 : 4
* : 6 : 4 : 4b) Attendance:
The officer should have a good record of attendance and free from
absenteeism / LWOP during the qualifying service.
1) In case of an officer who is absent, even for one day in the span period will be
considered in the upgradation process to be held in the year subsequent to the
completion of the span.
3) LWOP up to 30 days of non-medical grounds during the span period will be
condoned.
55
4) LWOP beyond 30 days during the span period will result in the extension
of the span period proportioned to the period of LWOP availed.
Such cases will be considered for up gradation in the year subsequent to the year of
completion of span.
5) Leave without pay availed on medical ground during the qualifying:
During the qualifying serviceas applicable
No. of days of LWOP on medical ground to be condoned
3 years
4 years
5 years
6 years
7 years
8 years
60 days
75 days
90 days
105 days
120 days
150 days
Service shall be condoned subject to the following ceiling limits-:
5 : In case the LWOP availed on medical grounds exceeds the above limit,
the eligibility period will be extended by the number of days of LWOP so availed
and considered for up gradation in the [up gradation process to be held in the year
subsequent to the year of] completion of span.
d) Conduct:
The officer should have a clear record of services, effective date for up gradation of
officers punished under the provisions of the CDA rules of the company during
the qualifying services, will be differed as indicated in Para 11 of Scheme.
Upgradation Ratings:
a) Rating for length of service in existing grade: maximum marks: 20,
Two[2] marks will be awarded for every completed year service.
56
Note: Service of more than 6 months but less than 1 year, will be assigned
one [1] mark.
b) Rating for educational qualification: maximum marks: 20 Marks for
educational qualification will be assigned as under:
c) Rating in annual performance report: maximum marks: 40
1) Assignment of marks for the over all rating in the APR will be as
under:
2) The APR ratings for the period of service in the grade will be into
account for consideration.
d) Screening committee: maximum marks: 20 In assignment the marks
to an officer, the committee will take into account past records, current
Qualification Marks
PQ 20
DQ 10
LQ 5
OS 10
VG 8
G 6
Average 4
Below average 2
57
assignment, assignments to be handled on up gradation, special tasks, projects/
assignments handled and achievements etc.
Procedure for upgradation:
A list of all officers, how have completed the prescribed qualifying
service in the grade as on 30th June will be prepared.
Marks for various eligibility factors will be assigned for each of the
officers whose name is found in the list.
A screening committee will scrutinize the list and the marks assigned to
the officers.
The screening committee will draw up the list of officers, as per
seniority, who have secured 76 marks or more out of 100 marks.
To maintain the inters strength of the grades within the cluster,
person who secure 76 marks or more will be upgraded subject to a ceiling of 50%
of candidates who have completed prescribed period of qualifying service in
seniority group of the grade.
Provision related to SC/ST officers :
Under the govt., directives, up gradations, from Gr. 2 Gr. 3, Gr. 3 to Gr. 4, and Gr.5 to
Gr. 6 does not attract reservation. However, they will be eligible for the following
concession-:
a) Appraisal rating of an officer belonging to SC/ST during the span will
be assigned as per rule. The eligibility marks for being considered for
upgradation will be 68 put of 100.
b) Screening committee will ensure that there is no suppression of
candidate belonging to SC/ST who has secured minimum eligibility marks of
68. The list draw up by the screening committee will be put to the unit head for
his consideration and approval.
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Officers in Gr. 2, 3 & 5 may be considered for upgradation one
year ahead of the completion of normal span, if -:
a) The officer has a record of excellent performance.
b) The officer is related as “ outstanding” consecutively for a minimum period of
three years ( for officers in Gr. 2 with PGQ, the rating of “outstanding”
consecutively for a minimum period of 2 years ).List of officers satisfying the
above norms should be sent to the corporate HR by the respective unit head by
end of April month in a year.
Corporate HR will examine the caste and call the eligible candidates
for interviews to assess the suitability of the candidates by a committee.
The recommendations of the committee will be put up for the approval of
CMD. A maximum of 5% of candidates who have put in one year less services
than the span will be considered for upgradation.
General:
a) The process of upgradation will be held once a year on the month of June and
the upgradation will be made effective from 1st July.
1) The up gradation is not vacancy based.
2) upgradation will be done in the respective functional
areas and seniority grouping for the purpose of up gradations will as fallows-:
a) Production, Planning, projects, maintenance (including transport ), industrial
Egg., EDP;
b) Sales, purchase, stores and shipping-materials management (Technical / Non-
technical);
59
c) Civil engineering
d) Research & Development;
e) Finance & Accounts including Audits;
f) Medical
g) Miscellaneous group each for vigilance, security, publicity, & public
relations, secretarial services and other functional groups as identified from time to
time and approved by corporate management.
3. For the purpose of vacancy based promotion i.e., Gr.1 to Gr. 2, Gr. 4 to Gr.
5, Gr. 6 to Gr. 7 and above, the technical seniority group shall be drawn
combining s. no. 1, 2, & 3, above.
4. The pay fixation of an officer will be indicated in the order of up gradation
as per the pay fixation rules which are in force from time to time. An officer will
be fitted at an appropriate basic pay and after examining whether it is
beneficial, if date of increment is differed.
Promotion procedure for officers:
a) The promotion plan will cover officers in grade 1, 4, 6 & above. Promotion of
officers will be against vacancies and will be done a year in September. However,
depending upon once a year in this exercise may be undertaken at such shorter
intervals as may be decided by the CMD. Such an exercise may not be held if
no vacancy exists in any particular year.
b) No. of vacancies to be filled in a rade will be identified by corporate HR
after obtaining necessary details from units and approval from CMD
c) Determining of suitability of an officer for promotion will be through a
process of interview.
60
Reservation of posts for SC/ST will be made in advanced with
government, directives for promotion from Gr. 1 to 2.
In respect of promotion to other grades viz., Gr. 4 to 5, Gr. 6 to 7 and above no
reservation/concession will apply. However, in respect of promotion from
Gr. 4 to 5 protection as provided under the presidential directives will be ensured.
d) Selection committee for interviewing eligible candidates will consist
of-:
1. for promotions to Gr. 9 : CMD and 2 functional directors
2. for promotions to Gr. 8 : CMD, a functional director and two executive
directors ( one of whom shall be executive director
(HRD/HR)
3. for promotions to Gr. 7 : CMD/Director and two executive Directors.
4. for promotion to Gr. 5 : Director/executive director corporate HR head,
representative of SC/ST not below Gr. 7.
5. For promotions to Gr. 2 : unit head/functional head or his nominee not
below Gr. 7, chief of HR dept. of unit. One representative of SC/ST not below Gr. 7.
Wherever possible and available, an appropriate level executive from
SC/ST committee shall be co-opted selection committee may also co-opted any
senior executive or an outside expert at its discretion to assist in selection process.
Note- the constitution of selection committee for Gr. 5, Gr. 7, Gr. 8 and
Gr. 9 will be approved by CMD with regard to officers in Gr. 1 selection
committee will be constitute with the approval of unit head.
e) Qualifying service:
Table hereunder indicates minimum service period to be completed in the existing
grade with corresponding qualification level:
For Promotions Completed years of service in the existing grade as
on 30th Sept. of a year
61
LQ : DQ : PQ : PGQ
Gr. 1 to 2
Gr. 4 to 5
Gr. 5 to 6
8 : 6 : 4 : 3
* : 6 : 4 : 4
* : 6 : 4 : 4
f) In respect of officers, in Gr. 6 and above three years service in the existing grade
as on 30th September will be minimum qualifying service to be eligible for
consideration for promotion.
g) For determining the eligibility of an officer for promotion attendance norms up
gradation scheme is followed.
h) Depending upon the number of vacancies, available eligible executives from the
respective seniority group will be called for interview in the ratio of 1:3 subject to
clause 8 (e) & (f) above. However, CMD may at his discretion alter the ratio
subject to clause 8 (e) & (f) above and decide to call officers from across the
disciplines.
I) CMD is the authority empowered to approve recommendations of SSC for
promotions to vacancies in Gr. 5, Gr. 7, Gr. 8 & Gr. 9. unit head is the
authority empowered to approve recommendations of SSC for promotions to
vacancies in Gr. 2.
General:-
Induction Levels:
With a view to infusing new talent, the company may in certain
selected areas induct personnel from outside, such induction will be in Gr. 2, Gr. 5
and Gr. 7. to ensure that above, interests of officers working in the organization are
safeguarded, for induction in Gr. 5 and Gr. 7 the following procedure will be adopted-:
The company will complete the process of promotion exercise first. If there no
suitable officers in the seniority group , the company may issue a internal advt.,
inviting applications for filling up posts/vacancies in Gr. 5 & Gr. 7. If in spite of the
62
above process , no suitable candidate is found within the company , and the
post can not be left vacant , an advertisement will be issued in newspapers, such
advertisement will be exclusively meant for external candidates & in internal
candidates will not be eligible. The company may also induct persons through
deputation from govt./PSUs, private organization for a period min. two year.
The number of candidates inducted in Gr. 5 and Gr. 7 from external source shall
not exceed 25% of the vacancies required to be filled.
Candidates from external sources shall be inducted sin Gr. 2 keeping in view
the cadre strength determining by the company for each financial may be filled
through campus recruitment, press advertisement etc.
Not with standing above, the company may in certain essential areas , induct
personnel in grade other than the grade referred to man key function
Fixation of pay on promotion/up gradation:
Pay of an officer promoted/up grated to a higher grade will be fixed at the stage
next above the pay notionally arrived at by increasing the actual pay drawn by him
in the lower grade by one increment at the stage at which such pay is drawn.
Such a procedure will be adopted even in respect of a person who is drawing pay
at the minimum of the scale of pay of the lower grade.
NOTE: on promotion/up gradation he will draw his initial pay, the stage of the scale
next above his pay to which he is promoted/up grated on the basis of above rule,
on the date of accrual of next increment in the scale of pay of the lower
post.
If the pay is fixed as per above, the next date of increment will fall due on
completion of 12 months qualifying service from the date of relaxation of pay the
second occasion.
Probation on promotion:
63
1. Officers will be on probation for a period of twelve months upon his promotion
up on to the higher grade and he may, at any time, at the discretion of the
competent authority during the probationary period or extended probationary
period or on expiry therefore, be reverted to his original previous grade from
which he was promoted.
2. the probationary period in a grade will commerce from the date the incumbent
takes position in the promoted grade irrespective of the date of the order or the
effective date of promotion.
3. a) performing during the probationary period shall be monitored as to assess
ability and evaluated performance. In this regard the concerned department head
shall submit quarterly report to HR dept. and forth report after the completion of
11 months of probation of officer with specific recommendation on the fitness for
confirmation or otherwise of the officer.
b) This should be followed up by a report for the month of probation which should
reach the HR dept. with in one week of the completion of the last month of
probation/extended period of probation.
c) Performance evaluation reports of officers promoted to Gr. 2, Gr. 5 & 6 and
above should be put up to unit head/general manager on a quarterly basis.
d) Confirmation of the officers appointed/promoted and on probation shall be
done by the authority indicated below-:
(1) Gr. 2 - Dy. General Manager/Addl. General Manager
(2) Gr. 5 - Unit/Functional Head/General Manager
(3) Gr. 7 - Functional head/Unit Head of not below Gr.9.
(4) Gr. 8 s& above - CMD
e) Officers on probation shall not generally be asked to officiated or to look
after higher posts during the period of probation.
64
Imposition of penalties under CDA rules, etc., and their effect on promotion/up
gradation from one grade to another:-
1. The effective date of upgradation/promotion of officers on whom
minor penalties have been imposed under CDA rules, will be deffered by one year
provided: Where the punishment of withholding of promotion / upgradation as the
case may be has been imposed as a penalty and the period for such withholding
has been specified, the period indicated under eligibility criteria shall be extended
by such period or one year, whichever is later.
E.g. a) In case of censure normal date of up gradation/promotion 1/10/1998 Revised
date as result of punishment 1/10/1999
b) In case of punishment of withholding of promotion by 6 months normal date
of up gradation/promotion 1/10/1998. Revised date as a result of punishment 1/10/1999.
c) In case of punishment of withholding of promotion by 1 and ½ year normal
date of up gradation/promotion 1/10/1998. Revised date as a result of punishment
1/04/2000.
2. Where major penalty in terms of rules 25(e) of CDA rules has been imposed, the
date of up gradation / promotion shall be extended by two years from the due
date.
65
NOTE:
Where such penalty happens to be reduction to lower grade ( i.e., in terms
of rule 25 (e) of CDA rules) reckoning of eligibility span criteria will be form the date of
the reduction to lower grade/post.
3. During the pendency of disciplinary proceeding/criminal trail against an officer the
following procedure shall be followed-:
a) The eligible officer would be considered from upgradation/promotion and the
recommendations will be kept in a scaled cover.
b) On conclusion of the proceeding, the scaled cover shall be opened and if the
officer has been recommended for promotion or upgradation as the case may be-:
(I) he/she shall be promoted/upgraded from the original due date, if the
officer is exonerated. E.g. Normal date of upgradation 1/10/1998
Date of exoneration 1/04/1999
Effective date of promotion/upgradation 1/10/1998
(II) wherever a penalty is imposed, sealed cover will not be opened. Such officer
will become eligible to be considered for promotion on completion of 1 year to
½ year, as illustrated above.
JOB ROTATION:
Keeping in view the policy objectives and to maintain high level of competence in
the company, officers upgraded/promoted shall invariably be given new assignment
different from what they have been doing. An officer, is expected to acquire
experience in more than two areas of disciplines/sections/departments/divisions or
units. Job rotation will be done taking into view 3 factor viz., 1vital , 2 essential and3.
Desirable nature of jobs.
Job rotations to the executives on upgradation / promotions shall be
effected in the following manner:
66
a) Grade 3 & 4 (technical) Rotation shall be formed one section to another i. e.
production, planning maintenance ( including transport ) industrial engineering, EDP
(ancil), materials ( sales, purchase, stores and shipping, material management
(technical/non-technical) place.
e) Grade 5, 6 & 7 job rotations of the officers will be from one division to
another and if need be these officers swill be moved from one unit to another.
If, officers in the above grades have not acquired experience under clause:
a) above, job rotation will be made in those areas wherever possible. It may
be from division to division or unit to unit and across the work disciplines.
Chairman and managing director will be the authority to interpret the provisions of
decision shall be these rules, whose final.
The company reserves the right to withdraw, modify, delete or amend all or any of
the provisions of these rules, without prior notice, at any time and without
assignment any reasons thereof, if it considers necessary to do so.
PERFORMANCE APPRAISAL:
Performance appraisal is made every year to systematically assess an officer
ability to perform the task assigned to him, with the focus of removing
weakness, if any, and improving his strength. It is also done to identify the
potential and gainful utilization to the officer in the company in higher
assignments.
The appraisal is one of the essential tools which help in chalking out the
career growth of officer with proven potential. It is, therefore, essential that utmost
care is taken to hill in the report in an objective manner and after due
contemplation, it is equally important that the report are submitted in time for
the purpose of assessing the performance of subordinate in an objective way.
reporting officer may maintain quarterly performance report of subordinate in an
objective way so that the assessment at the end of the year is easy and correct.
The potential appraisal of the officer helps in identifying officer who can be
groomed to occupy key positions in the company and thus ensure smooth
succession.
67
a) The rating should be based on the performance of the officers throughout
the year and it should be ensure that the occurrences of the recent past do not
influence the rating (demotivators are unclear expectations, unproductive
meetings constants changes withholding of information how quality standards).
b) A strength or weakness in the particular trait need cloud judgment of
understanding the rest of the traits.
c) Special reports must be made to not get influenced by the proximity
factors.
Taking into account the role played by officers in different levels, the
assessment needs to be made appropriately with this in view is types of formats
have develop as shown below:
Format I officers in Gr. 1
Format II officers in Gr. 2, 3 & 4
Format III officers in Gr. 5 & 6
Format IV officers in Gr. 7, 8 & 9
Format V officers in Gr. 10
Initiation of reports:
On the basis of experience gain in the administration of appraisal system in
the company, there is need for laying down guide line indicating the various levels
of officers who should be initiating the report and reviewing it following norms
are to be adopted.
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Levels of officers to reporting office reviewing officer
be assessed not below not below
Gr. 1 Gr. 3 Gr. 5
Gr. 2 Gr. 5 Gr. 7
Gr. 3 Gr. 5 Gr. 7
Gr. 4 Gr. 5 Gr. 7
Gr. 5 Gr. 7 Gr. 8
Gr. 6 Gr. 7 Gr. 8
Gr. 7 Gr. 8 Gr. 9
Gr. 8 Gr. 9 Gr. 10
Gr. 9 Gr. 10 Director
Gr. 10 CMD
The above levels have been identified taking into account the reporting relationship
of officer shall discuss the appraisal with the officer he is reporting to before
sending it to the reviewing office.
The appraisal report can be identified by reporting officer only is the appraisal the
reported upon has work under him for a minute period of yearly.
If an officer has been as outstanding or below average or if there are
adverse remarks against him the appraisal needs to be put up to the unit head
of HR dept.
Wherever, an appraisal is to be put up to the CMD for his review the unit
head will route the same through the functional head of the officer in the
corporate officer. If the officer reported upon from the unit and functional
head in the corporate are in the same level the report can be submitted to the
CMD directly.
69
HR dept. will monitor the receipt of completed appraisal from as per
schedule and will also communicate to the officer concerned if the
assessment made is below average or if there are adverse entries.
The responsibility for adhering to the schedule rests with reporting officer and
the reviewing officer. Cases of non- conformity in adhering to the schedule
will be reported by the units HR to the unit head necessary written
communication will be sent by the unit head to the officer concerned and such
lapses will be sent by the unit head to the officer concerned and such lapses will
be reflected in the officers appraisal report to serve as a deterrent to the officers.
It is observed in some cases that ACR are not properly filled up in the
appropriate columns. Unit HR should ensure that the from forwarded to corporate
officer are complete in on respects. Similar are should also be taken by the
dept. Head before forwarded to unit HR.
There should be certification from the HR head that all adverse entries have
been communicated this certification should accompany the ACR of grade 6 and
above that are forwarded to corporate office.
NORMALIZATION PROCESS:
A committee consisting of the units head senior most AGM/GM and the unit HR
chief will scrutinize the ratings of all officers to ensure that there are no over
ratings or under ratings.
The objectives behind the normalization process is to remove any base in
rating the officer on account of proximity factor i.e., nearness to the reporting officer
etc. To facilitate the following parameters may be kept in view-:
70
Overall rating not to exceed
Outstanding
Very good
Good
Average
Below average
20%
30%
30%
15%
05%
no. of officers
assessed
in a Gr.
in a
dept/division
Wherever, the committee finds that the above parameters are over stepped by a
dept/division. It may review the appraisal rating in consultation with the
concerned dept./divisional head a certificate to this effect is to be forwarded while
forwarding the report to corporate.
71
50%
Maintenance of appraisal report:
The unit HR will maintain the appraisal report of all officer up to and
including Gr. 5
Corporate HR will maintain the appraisal reports of all officers in Gr. 6, 7 &
8.
CMD’s secretariat will maintain the appraisal reports of all officers in Gr. 9 and
above.
It must be ensured that the appraisals are treated as candidates. No
photocopy of the report should be taken and retained either by the sreporting
officer/ reviewing officer or at the unit HR level. In case a request is received
from the PSE/Govt., where the officer candidate has been sponsored, extracts of
the appraisal report may be taken and sent after obtaining the clearance of head
HR of the unit/office.
TIME BOUND PROMOTION SCHEME FOR NON-OFFICERS:
INTRODUCTION:
An agreement on TBP scheme was entered into between the
employee and workmen represented by the joint forum consisting of ITI Ltd.
Mazdoor sangh and ITI workers union on 29/10/1998, this scheme is based on TBP
scheme of Naini unit. Which envisaged the service eligibility of 5 years for
promotion up to category H and 5 ½ years of promotion from category H to Gr. 1
but then the ITI Ltd., Raebareli did not agree to switch over to Naini TBP scheme.
Therefore a settlement was entered in to management and then joint
forum which envisages the service eligibility as 4 ½ years of promotion up to
category H and 5 years from category H to Gr.1. Naini TBP scheme will be adopted
with certain modification to suit the requirements of Rae Bareli unit.
Viewing all facts and present scenario of the company need was felt to
review the provisions of Naini TBP scheme with regard to rationalization of
72
promotion channels and future career growth. After a protected discussion both
management and joint forum have come to a settlement as under-:
Terms of Settlement:
For the purpose of promotion, existing trades of employee have been
grouped into four channels-:
1. Channel – I : annexure ‘A’ contains the various trades of employees, their
qualification and promotion range, group under channel I.
2. Channel – II : annexure ‘B’ contains the various trades of employees, their
qualification and promotion range, group under channel II.
3. Channel – III: annexure ‘C’ contains the various trades of employees, their
qualification and promotion range, group under channel.
4. Channel – IV: annexure ‘D’ contains the various trades of employees, their
qualification and promotion range, group under channel IV.
PROCEDURE FOR PROMOTION
The employees as fitted in the channels as indicated and will be considered for
promotion from existing category to the next higher category.
1. Departmental promotion committee will meet twice in a year to consider
the promotion of employees and promotion will be effective from 1 st April and 1st
October every year.
2. Promotion of employees will be considered after putting in the number
of years service required under each channel.
3. The qualifying span for promotion will be seven years under channel 1st
five years under channel II, III and for promotion up to category H and 5 ½ years
for promotion from category H to Gr. 1.
4. Employees who have put in 5 ½ years service in category H under channel
IV will be promoted in grade 1 if otherwise found suitable.
5. 5. 10% of the total eligible population for promotion from one
category of merit basis. The employees who have secured out standing report for
the minimum period of three year or more consecutively during the total
promotional span will be eligible for consideration for promotion on merit
73
subject to overall limit of 10% of total eligible candidates. They will be
considered for promotion six month earlier then the normal span for
promotion under each channel.
In certain discipline where requisite number of employees i.e. 10 no. are not
available to operate the above 10?% merit quote, inter-se-seniority of each
employees will be draw up separately for technical and non-technical cadre and
promotion will be considered subject to overall limit of 10% of eligible employees in
a category.
6. The promotion from one category to the next higher category within
the same promotion channel or from one promotion channel to another one
will be considered subject to satisfactory service records as per existing norms.
7. There are certain trades have been fitted into more than one channel
based on qualification. The employees fitted in lower qualification if attain in
line qualification recognized for higher channel will be fitted automatically in the
higher channel and will be promoted subsequently as per the provisions of
higher channel.
8. The promotion of employees who have secured ‘POOR’ rating for a
year will be deferred for one year and in case of ‘POOR’ rating for another year,
it will be deferred for two years.
9. The Time Bound Promotion scheme does not attract the provision of
reservation policy for SC/ST employees but ACR rating of SC/ST employees will
continue to be upgraded as per existing practice.
10. There shall be no disciplinary case pending against an employee at the time
he is due for consideration for promotion to the next higher category. In
case of pendency of disciplinary case against an employee, the
recommendation of DPC shall be kept in a sealed cover which will be opened after
conclusion of enquiry. If the employee is found not guilty, his promotion to
the next higher category will be considered as per recommendation of
DPC from the due date. However, in cases, monetary benefits accruing on
promotion will be admissible from the date an employee takes up his duty in
the promoted category.
74
If the employee is awarded punishment after conclusion of the disciplinary
case his promotion will be deferred for a period of six months in case of
major punishment from the date of promotion.
SKILL UPGRADATION SCHEME :
If any requirement of manpower arises for the trades covered under
channel II, III, or IV attempt shall be made by management to provide opportunity
or skill upgradation the employees of trades covered under lower channels. For
skill upgradation internal recruitment may be done by releasing an
internal advertisement for the post whose recruitment is there and
suitable applicants/employees from lower channels may be selected for
training and placement against advertisement post. These employees will be
placed at the bottom of the seniority list of the employees in channel II, III or IV.
For cases of skill upgradation from channel one to higher channel they will be
considered for promotion after completion of six years of service in the existing
category at the transition stage.
Therefore there promotion will be considered after putting in five years
of service as required under channel II, III or IV.
Attendance norms for promotion in each year of span:
1. Absence without permission should not exceed 10 days.
2. LWOP for absence other than medical reason including absence without
permission should not exceed 40 days(30+10).
3. Leave without pay due to medical reason or other reason including absence
without permission should not exceed 75 days.
4. In the total promotion span absence without permission should not exceed
50 days and leave without pay for any reason should not exceed-:
220 days in 5 year span.
228 days in 5 ½ year span.
235 days in 6 year span.
250 days in 7 year span.
Implementation of agreement:
75
1. the settlement shall apply to all employees who are on the roll of Rae Bareli
plant as on the date of signing of this settlement and those who join Rae Bareli
plant subsequently.
2. It is agreed that employees presently engaged on operative and ministerial jobs
promoted to higher category which call for supervisory jobs, will continue to
perform the same job which they are doing and will not claim for supervisory
jobs.
3. Employee who have been already promoted/reached the category beyond the
promotion range agreed vide this agreement will stand stagnated in the existing
category.
4. In order to adopt a multi, trade concept where an employee in a promotion
channel is expected to perform a range of jobs calling for similar skill in
different functional area, it is agreed to rationalize the various existing
trades/seniority grouping and designations which are identical to each other.
BRIEF ANALYSIS
Data generated shows that most of the employees are in the favour of open,
interactive, unbiased and effective career planning. A career system should be open
in which every one should know all facts. Most of the employees are satisfied with
the career system and its promotion scheme. Biasness is also there in promotion.
Time span of the promotion is time consuming it is recognized by the employees.
Suggestion part will give detailed analysis of the research findings.
76
CONCLUSION
It is apparent from the findings that employees at ITI Ltd. Rae Bareli want some
changes in the traditional career and succession planning system. Employees tend to
drift from a job, which do not provide career growth. Employees need motivation
and encouragement and support of management and their reporting boss.
Prolonged employment in the same position may call a develop stress. So a care is
required to be taken to chart proper career for employees at the same level
so that a balance is maintained.
77
QUESTIONARE
FOR NON-EXECUTIVES
YEAR OF SERVICES:
QUALIFICATION:
CATEGORY/DESIGNATION:
GENDER:
NO. OF MEN UNDER DIRECT CONTROL:
Q.1 Is there any need of TBP scheme at all?
Yes No cannot say
Q.2 Are you satisfied with TBP scheme in your plant?
78
Yes No cannot say
Q.3 Do you think is bias in promotion?
Yes No cannot say
Q.4 If yes then rate the following factors in the order, they affect reporting
Closeness to boss Gender
Caste Fear of Trade Unions
Flattering Any other (please specify)
Q.5 Do you think that reporting officers are sufficiently intelligent and knowledge
to judge your ability for promotions?
Yes No Cannot say
Q.6 Is there any need of training for reporting and reviewing officers?
Yes No Cannot say
Q.7 Would you prefer in open type of career system in which all records are
shown (feedback is given) to the concerned employee?
Yes No Cannot say
Q.8 Should Performance Appraisal be given more weightage in consideration
for promotions?
Yes No cannot say
Q.9 Do you think that Channel-I of TBP scheme which operates from category A
to D should be operated categories
(i) E (ii) F (iii) G (iv) H
Q.10 Do you think certain trades to be operated in Channel-II of that in category A
to D?
Yes No cannot say
79
Q.11 Please rate the existing promotion policy of the organization on the
following counts, at seven points scale:
High Low
Transparency _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Bias
Efficacy
Motivation
Time Consuming
QUESTIONNAIRE
FOR EXECUTIVE
YEAR OF SERVICES:
QUALIFICATION:
CATEGORY/DESIGNATION:
GENDER:
NO. SOF MEN UNDER DIRECT CONTROL:
Q.1 Is there any need for career management system at all?
Yes No cannot say
Q.2 Are you satisfied with Career Plan in your organization?
Yes No cannot say
Q.3 Do you think there is bias sin promotion?
80
Yes No cannot say
Q.4 If yes then rate the following factors in the order, they affect
reporting
Closeness to boss Gender
Caste Fear of Trade Unions
Flattering Any other (please specify)
Q.5 Do you think that reporting officers are sufficiently intelligent and knowledge
to judge your ability for promotions?
Yes No Cannot say
Q.6 Is there any need of training for reporting and reviewing officers?
Yes No Cannot say
Q.7 Are you affected by extraneous condition while giving decision about
promotion?
Yes No cannot say
Q.8 Would you prefer an open type of career system in which all reports are
shown (Feed back is given ) to the concerned employees?
Yes No Cannot say
Q.9 Do you think that subordinates and peer group should also be given a chance
to appraisal the performance of their boss or colleague?
Yes No cannot say
Q.10 should performance appraisal be given more weightage in consideration for
promotions?
81
Yes No cannot say
Q.11 Please tick the reasons for changes in Career Plan:
More complex to understand
Lack of training programmes
Unsuitable to organization culture
Lack of top management support
Any other (please specify)
Q.12 Please rate the existing career system of the organization on following counts
at seven points scale:
High Low
Transparency _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ___ _ _ _ _ __ _
Bias
Efficacy
Motivation
Time Consuming
OPINION SURVEY
SUMMARISATION OF RESULTS
No. Of employees interviewed = 100
No of exe “ = 60
No of non-exe “ = 40
GENDER DISTRIBUTION
82
Male Female
Exe 51 9
Non-exe 36 4
RESPONSE SUMMARY TABLE
1. Career System in need Yes No can’t say
Total 84.00% 10.00% 6.00%
Exe 87% 10.00% 3.00%
Non-exe 80.00% 10.00% 10.00%
Females 76.92% 7.99% 15.09%
2. Satisfied with present system Yes No can’t say
Total 11.00% 81.00% 8.00%
Exe 13.33% 76.66% 10.01%
Non-exe 7.50% 87.75% 4.75%
Females 15.38% 61.53% 23.09%
3. Bias in promotion Yes No can’t say
Total 16.00% 63.00% 21.00%
Exe 16% 56% 28%
Non-exe 15.00% 75% 10%
Females 23% 53% 24%
4. Subordinate and peer group Yes No can’t say
Should also evaluated
Total 56.00% 20.00% 24.00%
83
0% 20% 40% 60% 80% 100%
Total
Executive
Non Executive
Female
cannot say
no
yes
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Total Executive Non Executive Female
yes
no
cannot say
Exe 45% 30% 25%
Non-exe 20.00% 5.00% 75.00%
Females 47% 23% 30%
5. Prefer an open type of Yes No can’t say
Career system
Total 85.00% 4.00% 11.00%
Exe 80% 5.00% 15%
Non-exe 90.00% 2.50% 7.50%
Females 70% 0.00% 30%
CHART-1 (CAREER SYSTEM IN NEED)
CHART-2 (SATISFIED WITH PRESENT SYSTEM)
84
0%
10%
20%
30%
40%
50%
60%
70%
80%
Total Executive Non Executive Female
yes
no
cannot say
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Total Executive NonExecutive
Female
yes
no
cannot say
CHART-3 (BIAS IN PROMOTION)
CHART-4
(SUBORDINATE AND PEER GROUP SHOULD ALSO BE EVALUTAED)
CHART-5 (PREFER OPEN TYPE OF CAREER SYSTEM)
85
0%
10%
20%
30%
40%
50%
60%
70%
80%
Total Executive Non Executive Female
yes
no
cannot say
SUGGESTIONS
Back drops:
It is widely known that management requires the combination and application
of four Ms i.e.
1. Man
2. Material
3. Machine
4. Money
ITI Ltd. Rae Bareli employs 4050 persons and even by conservative estimated they
have surplus manpower. At present ITI Ltd. Rae Bareli is also facing financial
crises. In this short of atmosphere it is very difficult to set realistic target and to
assess employees performance on their bases as condition which are not in hands
of employees play a bigger role in completion of tasks rather than individuals
competency and hard work. These factors, if taken together make the task of
designing an HRD system an unenviable one. These constraints combined with top
management preoccupation with other pressing problem, monetary and time
constraints give very little flexibility to any HRD system designer.
There cannot be two opinions that in this environment role of HRD become very
circular and challenging. The main task ahead is to keep the moral of
86
employees high and one of the most important tools to achieve this is a
transparent, effective, open and unbiased career and succession planning system.
FINDINGS
Present system is opted from Naini policy as it is.
There are number of trades which creates problem.
Certain trade / trades have become redundant which should be merged with
other identical trades.
Opinion survey which was conducted through structured questionnaires form
revealed following information:
87% of employees think that some sort of career system is necessary’s
76% of the employees are dissatisfied with present career plan, TBP scheme,
21% of employees said that they are satisfied with the system, rest are
undecided.
20% of employees feel that there is bias in promotions 67% said that there
is no bias involved. It is important to note that 13% employees respond ‘cannot
say’.
36% employees give first rating to closeness to boss as a prime factor
for bias, while 28% gave first rating to caste considerations as a cause of bias.
73% of employees are in favour of training for reporting and reviewing
officers.
86% of reporting officers interviewed, said that they are not affected by any
extraneous consideration in reviewing the performance.
80% of employees are in favour of open type of career system.
54% of officers interviewed are in favour of competency-based promotions,
while 31% do not express any opinion.
48% of officers and 69% of non-officers are in favour of peer group
evolution, 27% of officers and 13% of non-officers don’t voice their opinion.
56% of employees do not think that performance appraisal should be given
more weightage in promotion than what is there at present.
48% employees favor to open channels to H category, 59% top F category.
87
FEEDBACK AND EVALUATION
The feedback is generated by three modes of interaction-:
Opinion survey (written)
Verbal interaction
Observation
Opinion survey:
It gave following findings-:
There is dissatisfaction with existing career system in the organization in all level of
employees. There are ready to accept a more open and interactive system provided
procedure clear and simple.
Verbal interaction:
Verbal interaction with employees also highlighted the same fact people are ready
to change but they must become clear of its objectives and it should be gradually
any top-down imposition of latest management principles with taking them into
confidence will certainly meet some resistance.
88
OBSERVATION
Observation sis one of the most potent weapons of understanding organization and
people. Visual artifacts play a significant role in shaping the behavior of new
entrant in an organization. ITI Ltd. Rae Bareli resembles any typical PSU unit
where there is much job security and stress level are low and traditional manual
procedures are in practice all and all ITI Ltd. Rae Bareli is reminiscent of an old
place needing immediate renovation and alteration.
On the basis of feedback received, it can be inferred that career and
succession planning system must have following characteristics for being
acceptable to large section of employees-:
It should be simple to understand.
It should be transparent and interactive.
It should have minimal scope for bias.
It should be in harmony with intellect and reference of mind of various level of
staff i.e. Officers and non-officers.
It should encourage better performance and realistic goal setting.
89
ASSUMPTIONS
Following assumptions are made while suggesting changes in career system at ITI Ltd.
Rae Bareli-:
Top management is aware and supportive of changes.
Organization is ready to invest minimum required time and energy in the
introductory phase of the system.
Employees are receptive to new ideas and want to develop their skills.
Line and staff manager are given essential authority to take decisions
regarding goals for particular department or section keeping in mind over all goals
and policy of the corporation.
90
1. Kothari C. R., Research Methodology, New Delhi, VPM Pvt. Ltd., 2nd
Edition.
2. Venkata Ratnam C. S. & Srivastava B. N., Personnel Management and
Resources, Tata McGraw-Hill Publishing Company Ltd., New Delhi, 1991.
3. Koontz Harold & Weihrich Heinz, Essentials of Management, McGraw Hill
Publishing Company Ltd., Singapore,1990.
4. Pareekh Udia & Rao T. N., Designing and Making Human Resource system,
Oxford & IBH Publishing Company Pvt. Ltd., New Delhi, 1992.
91
Annexure I
Qualification:
a) Professional Qualification ( PQ ):
In this scheme officer possessing the requisite qualification as prescribed below-:
Engineering/ (technical): BE/B.TECH/MCA
Personnel : MSW/DSSA/DSW/LLB/BL/MBA (personnel)/
MA social work, with specialization in
PM&ER (full time course of not less than 2
years duration or part time course of not less
Than 3 years)
PG DIPLOMA from NIPM.
Finance : MBA (finance)/CA/ICWA/M.Com.
Post graduate qualifications in commerce will
not be treated requisite professional
Qualifications in case of direct recruitment.
Medical : MBBS
Others : qualifications as notified by corporate management.
b) Post Graduate Qualification ( PGQ ):
In addition to professional qualifications at (a) above:
Engineering/ (technical): ME/M.TECH/Ph.D/MS
Personnel : MBA (personnel from IIM/M.Phil/Ph.D/MS/
LLM
Finance : MBA (finance) from IIM/M.Phil/Ph.D/M.Phil/
MS
92
Medical : PG degree qualifications.
Others : qualifications as noticed by corporate
Management.
c) Diploma Qualification (DQ):
In this plan shall mean executives who do not possess the requisite
professional qualifications as prescribed at (a&b) above, but possess
qualifications such as diploma ( engineering ), degree or equivalent
qualifications as listed below-:
Engineering : graduation in any of the discipline from any
Recognized university.
Personnel & finance: graduation in any of the discipline from any
Recognized university.
PAs/PSs : three years diploma in secretarial practice or
Graduate with senior/junior shorthand-Hindi
English and senior/junior typing Hindi/English.
Others : qualifications as notified by corporate
Management.
d) qualification not grouped under PQ/PGQ/DQ above are automatically grouped
under “LQ”
e) where an officer is transferred across the discipline either on administrative
grounds or as a part of job rotation, seniority and qualification status of such
officers will be protected.
NOTE -:
1. List of qualifications mentioned under paras a to c above are only
illustrative.
2. consideration of the specified qualifications and their equivalents will be at the
discretion of the corporate management’
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Annexure ‘A’
Channel I
Promotional range:
Employee under channel will perform the job within category ‘A’ to ‘D’
Qualifying span for promotion: Seven years.
Trade Seniority code
1. Helper/unskilled worker 01
2. Aaya 07
3 Mali 11
4. Sweeper/sever man 12
5. Mason 15
6. Security guard (below VIII) 26
7. Ward attender 29
8. And employee of all other trades
Having qualification below VIII
Annexure ‘B’
Channel II
Qualification:
VIII pass + job experience.
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Promotional range:
Employee under this channel will perform the job within category A to G.
Qualifying span for promotion:
Trades Seniority codes
1. Packer cum helper 02
2. Cutter sorter 04
3. Sign writer 05
4. Binder 08
5. Cook cum attender 09
6. Head jamadar 13
7. FLT driver 16
8. Tech. Telephone 18
9. Pump operator 20
10. Fireman 27
11. Security guard 26
12. First aider cum asstt. Ward boy 35
13. Dresser 36
14. Type writer mechanic 42
15. Operator molding 44
16. Tech. Die costing 45
17. Carpenter 54
18. Technician heat treatment 56
19. Auto mech. 57
20. Operator printing 58
21. Machine operator compositor 59
22. Welder 60
95
23. Tech. DG set. 61
24. Plumber 62
25. Painter 64
26. And employees of all other trades having qualification VIII pass and
specialized experience.
Annexure ‘C’
Channel III
Qualifications:
VIII pass + ITI ( 6 month/one year certificate )/specialized experience in
line/possessing license for particular job.
Promotional range:
Trades Seniority codes
1. Auto mechanic 15
2. Driver 17
3. Clerk (with H.S. qualification ) 21
4. Key punch operator ( below graduate ) 22
5. Accounts asstt. ( With H.S. qualification ) 23
6. Stenographer ( English ) 24
7. Asstt. Midwife 31
8. Photographer asstt. 38
9. Tool setter capstan lathe 52
10. Carpenter 54
11. Diesel mechanic 55
12. Tech. heat treatment 56
13. Operator Printing 58
14. Welder 60
96
15. Tech. DG set 61
16. Plumber 62
17. Pipe line mech. 63
18. Painter 64
19. Tech. Grinder 70
20. Operator electro plating 73
21. Tech. Millwright 75
22. Tech tool and die maker 77
23. High skilled 79
24. Machine operating composing 81
Annexure ‘D’
Channel IV
Qualification:
a) VIII + ITI certificate ( two years/three years course )
Or
Assy. Operator inducted as trainee on fixed stipend for a period of one year.
b) Diploma qualification in mechanical/ electrical/ electronics/ civil/ pharmacy/
Physiotherapy/ heretical true.
Or
Degree in bachelor of Science prescribed for recruitment on production/technical job.
Or
Possessing one/two years course in Para medical services.
c) Graduate in any discipline/certificate course/diploma in stenography.
Promotional range:
Employees under this channel will perform the job within category B to H and will
be promoted to Gr. 1 if otherwise found suitable.
Qualifying span of promotion:
Five years.
97
Channel A Trades Seniority code
1. Line man 43
2. Tool setter cum operator 52
3. Assy. Operator 53
4. Turner 65
5. Machinist 66
6. Fitter 67
7. FDV/AC mechanic 68
8. Tech. Elect. /elex. 69
9. Tech. Grinder 70
10. Draftsman 71
11. Tech. Wireman 72
12. Operator electroplating 73
13. Tech. instrument 74
14. Tech. Mill Wright 75
15. Tech. Radio & TV 76
16. Tech tool and die maker 77
17. Tech. Miller 78
18. High skilled 79
Channel IV B
Trade Seniority code
1. Pharmacist 32
2. Tech. Physiotherapy 33
3. Lab tech. Pathology 34
4. Tech. Lab 46
5. Technical asstt. Mechanical 47
6. Technical asstt. Electrical/electronics 48
7. Tech. Asstt. Civil 49
8. Tech. Asstt. Heretical true 50
98
9. T.A. printing 51
10. Tech. Cader 80
Channel IV C:
Trade Seniority code
1. Clerk / General clerk cum typist, administrative cader 21*
2. Key punch operator 22
3. Account asstt. 23*
4. Stenographer English 24*
Possessing the qualification of intermediate and above
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