SUMMER INTERNSHIP REPORT

ON
“HR POLICIES AND ITS IMPLEMENTATION”
AMBUJA CEMENTS LTD.

Submitted in Partial Fulfillment of the Requirement for the Award of

Degree of
Master of Business Administration From
Dr. APJ Abdul Kalam Technical University, Lucknow

SUBMITTED BY
PRAGYA SINGH
Roll no: 2201240700059
MBA (Batch 2022-24)
Semester III

Under the guidance of

Ms. Pooja Sharma

ICCMRT INSTITUTE OF CO-OPERATIVE & CORPORATE

MANAGEMENT, RESEARCH AND TRAINING
21/467, RING ROAD, INDIRA NAGAR
LUCKNOW-226016
 Phone: 2716431, 2716092
Fax: (0522) 2716092
E-mail: info@iccmrt.ac.in
Website: www.iccmrt.ac.in

Institute of Co-operative & Corporate Management,

Research and Training
467, Sector-21, Ring Road, Indira Nagar, Lucknow-226 016
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CERTIFICATE
This is to certify that Pragya Singh, a student of Master of Business Administration

(MBA) Programme (Batch 2022-24) at this Institute has undergone a Summer

Training Project in Lucknow, and carried out a study titled “HR POLICIES AND

ITS IMPLEMENTATION” AMBUJA CEMENTS LTD. Under my guidance

during the 3rd Semester.

This report has been prepared towards partial fulfillment for the award of MBA

degree from Dr. A.P.J. Abdul Kalam Technical University, Lucknow. The Summer

Training Project report is the original contribution of the student. The Summer

Training Project report is hereby recommended and forwarded for evaluation.

Certified by Dr.K.Anbumani
Dr. Rahat Naaz (Principal)
(Assistant Professor)
 DECLARATION

I Pragya Singh , a student of Master of Business Administration (MBA) Programme

at the Institute of Co-operative & Corporate Management Research and Training,

Lucknow hereby declare that all the information, facts and figures used in this

Summer Training Project titled “HR POLICIES AND ITS

IMPLEMENTATION”AMBUJA CEMENTS LTD.have been collected by me.

I also declare that this project report has been prepared by me and the same has never

been submitted by the undersigned either in part or in full to any other University or

Institute or published earlier. This information is true to the best of my knowledge and

belief.

Date:-------------------

Pragya Singh

Roll No: 2201240700059

MBA –IIIrd Semester

Batch-2022-24
 ACKNOWLEDGEMENT

This report is an outstanding prospect to convey my gratefulness to those many

people whose timely help and guidance went a long way in finishing this project work
from commencement to achievement.

I would like to express my sincere thanks to the director Dr. Alok Dixit for giving
me an opportunity to explore the practical knowledge practiced by the company.

This project could not been completed without the guidance and support of the
Principal Dr. K. Anbumani and my mentor Ms. Rahat Naaz (Assistant Professor )
and the faculty members.

I am very glad to work with the organization as a trainee. I am grateful to HR

Department of AMBUJA CEMENTS LTD. for helping me to get the information and
an invaluable experience.

Last but not the least would like to thank my friends, family members and all those
people who helped me for the completion and deeper understanding of the concept of
performance appraisal.

Working on this project has proved to be an enlightening experience for me.

Pragya Singh

MBA IIIrd Semester

Roll No.: 2201240700059

 PREFACE

Human resource management is concerned with people element in management.

Since every organization is made up of people, acquiring their services, developing
their skills/ motivating to high level of performances and ensuring that they continue
to maintain their commitments to the organization which are essential to achieve
organizational objectives.

This project is meant to know the Human Resource Policies in the organization. The
HR Policies are a tool to achieve employee satisfaction and thus highly motivated
employees. The main objective of various HR Policies is to increase efficiency by
increasing motivation and thus fulfill organizational goals and objectives.

The objective is to provide the reader with a framework of the HR Policy Manual and
the various objectives that the different policies aim to achieve. The main focus was
on the managerial levels of employees in AMBUJA CEMENTS LTD.
TABLE OF CONTENTS

Serial Chapter No Page

No. No.

I Front page

II Certificate by mentor, certificate by the principal

III Declaration

I Acknowledgement

V Preface

V Table of content

1. Introduction

2. Company Profile

3. Objective and Scope of Study

4. Research Methodology

5. Research design

Sampling technique

Type of data and data collection

6. Data Analysis and Interpretation

7. Finding

8. Suggestions and Recommendations

9. Conclusions

10. Limitation
 11. Bibliography

12. Annexure

EXECUTIVE SUMMARY

Ambuja Cements Limited is committed to fostering a workplace environment that

aligns with its values, promotes fairness, and contributes to the overall success of the
organization. This executive summary provides an overview of the Human Resource
(HR) policies in place at Ambuja Cements and the strategic implementation of these
policies.

Key HR Policies:

Recruitment and Selection Policy: A systematic approach is followed,

encompassing job analysis, rigorous screening, and comprehensive assessments to
attract and select individuals aligned with the company's values.

Employee Code of Conduct: Clearly defined standards of behavior and ethics are
communicated to employees, reinforcing a culture of integrity and professionalism.

Performance Management Policy: Regular performance appraisals, constructive

feedback, and development opportunities are provided, fostering a performance-
driven culture.

Compensation and Benefits Policy: A transparent compensation structure,

benchmarked against industry standards, ensures competitive and fair remuneration
for employees.

Diversity and Inclusion Policy: Ambuja Cements actively promotes diversity

through targeted recruitment and inclusion programs, fostering an inclusive
workplace.
Training and Development Policy: Ongoing training programs and career
development opportunities are provided to enhance employee skills and contribute to
their career growth.

Workplace Health and Safety Policy: The company prioritizes employee safety
through regular training, audits, and the implementation of robust safety protocols.

Grievance Handling Policy: A well-defined mechanism is in place to address

employee concerns promptly and fairly, encouraging open communication.
Work-Life Balance Policy: Flexible work arrangements and wellness programs
support employees in achieving a healthy work-life balance.

Social Responsibility and Sustainability Policy: Ambuja Cements actively engages

in community initiatives, environmental sustainability, and philanthropy, integrating
social responsibility into its business operations.

Communication and Training: HR policies are communicated effectively during on

boarding, and regular training sessions ensure that employees and management
understand and adhere to these policies.

Continuous Monitoring: Regular audits and feedback mechanisms are employed to

monitor the effectiveness of HR policies and identify areas for improvement.

Adaptability: Ambuja Cements embraces adaptability, ensuring that HR policies

evolve to meet the changing needs of the workforce and align with industry best
practices.

In conclusion, Ambuja Cements Limited has strategically developed and implemented

a comprehensive set of HR policies to create a positive, inclusive, and sustainable
work environment. By prioritizing communication, continuous monitoring, and
adaptability, the company ensures that its HR policies remain dynamic and effective
in supporting the growth and well-being of its employees.
INTRODUCTION
CHAPTER 1 .1 INTRODUCTION

This study is conducted to measure the effect of human resource policies

(planning, recruitment & selection, training & development, job analysis &
design, motivation, performance appraisal, and employee participation in
decision making) on organizational performance, to verify if there is a positive
and significant relationship between human resource policies and organizational
performance, and to measure the scope of application of human resource
policies. These guidelines identify the organizations intention in matters of
recruitment, selection, promotion, development, compensation, motivation, and
otherwise leading and directing employees in the working organization. HR
policies serve as a roadmap for the manager. HR policies are also defined as that
body of principles and rules of conduct which govern the enterprise in its
relationship with employees. Such a policy statement provides guidelines for a
wide variety of employment relationships in the organization. The purpose and
significance of the HR policies hardly need any elaboration.
Every organization needs policies to ensure consistency in action and equity in
its relation with employees. Policies serve the purpose of achieving
organizational goals in an effective manner. HR policies constitute the basis for
sound HRM practices. Moreover, policies are the yardstick by which
accomplishment of programs can be measured.
1.2 INTRODUCTION TO AMBUJA CEMENT

Ambuja Cements Ltd. (ACL) is one of the leading cement manufacturing

companies in India. The Company, initially called Gujarat Ambuja Cements
Ltd., was founded by Narotam Sekhsaria in 1983 with a partner, Suresh Neotia.
Sekhsaria’s business acumen and leadership skills put the company on a fast
track to growth. The Company commenced cement production in 1986. The
global cement major Holcim acquired management control of ACL in 2006.
Holcim today holds little over 46% equity in ACL. The Company is currently
known as Ambuja Cements Ltd.

ACL has grown dynamically over the past decade. Its current cement capacity is
about 25 million tonnes. The Company has five integrated cement
manufacturing plants and eight cement grinding units across the country. ACL
enjoys a reputation of being one of the most efficient cement manufacturers in
the world. Its environment protection measures are on par with the finest in the
country. It is one of the most profitable and innovative cement companies in
India. ACL is the first Indian cement manufacturers to build a captive port with
three terminals along the country’s western coastline to facilitate timely, cost
effective and environmentally cleaner shipments of bulk cement to its customers.
The Company has its own fleet of ships. ACL has also pioneered the
development of the multiple bio-mass co-fired technology for generating greener
power in its captive plants.
ACL has always met tough challenges and seized the opportunities that have
come its way. It has nurtured the same spirit of enterprise and search for cutting-
edge technology with which it started. It thus continues to be the driving force
and in many ways a benchmark for the cement industry in India.
Ambuja Cement aspires to be the most competitive and sustainable company in
the cement manufacturing industry. Acting in a sustainable manner is not only a
business imperative but also provides the company with a competitive
advantage. We believe that a company is not measured only through its profits;
its True Value lies in what it gives back to the people and the environment. The
core of our sustainability philosophy is based on shareholder benefit, safe
operations, environment conservation and social well-being.
Ambuja Cements Ltd. is among the leading cement companies in India. It is a
member of the Adani Group - the largest and fastest-growing portfolio of
diversified sustainable businesses. Ambuja Cement is known for its hassle-free,
home-building solutions. Its unique products tailor-made for Indian climatic
conditions, sustainable operations and initiatives that advance the company's
philosophy of contributing to the larger good of the society have made it the
most trusted brand in the Indian cement industry.
 Ambuja Cement - Merger with ACC

Two of India's marquee cement companies, ACC and Ambuja, have been part of
the same global cement group for a long time. The markets were also rife with
speculation about the complete merger of ACC and Ambuja for a very long time
now. Finally, that seems to be seeing the light of day. In early May 2017, both
ACC and Ambuja independently announced that they will consider a possible
merger.

Globally, one of the biggest mergers in the cement industry was between Holcim
and Lafarge which created the world’s largest cement company in the world,
Lafarge Holcim.

Interestingly, this company is the holding company for ACC and Ambuja Cements
in India.

ACC's Neeraj Akhoury replaced Bimlendra Jha who resigned as the MD and CEO
of AmbujaCements.
Ambuja Cement – Competitors

Top Competitors of Ambuja Cement are Aditya Birla's Ultratech, the India
Cements Ltd, Dalmia, Holcim, AkzoNobel, JK Lakshmi, and Shree Cement.

Ambuja Cement - Future Plans

The Sustainable Development Ambition 2030 provides a broad framework for
the company’s Strategies to meet the challenges in four broad thematic areas:
Climate, Circular Economy, Water &Nature and People & Communities. The 2030
Plan envisions a construction sector which will be innovative, climate neutral and
circular in its use of resources. It will be respectful of water and nature, and
inclusive – thus enhancing the quality of life.

VISION, MISSION AND VALUES

Vision:
To be the most admired and competitive company in our industry.

Mission:
To create value for all:
 Delighted customers
 Inspired employees
 Energized society
 Enlightened partners
 Loyal shareholders
 Healthy environment
Our Values
1. Delighted Customers
My actions speak more about my company than a mere advertisement.
My function, however remote to the customer, ultimately leads to satisfying
him. My connection to him is like God.
I may not see it. But, it exists.
2. Inspired Employees
I don't need orders to trust my colleagues.
I don't need orders to seek challenges.
Or to meet them either.
That, I know, is I CAN.
3. Enlightened partners
I will build enduring relationships with my dealers and suppliers.
The full benefit of our engagement with dealers and suppliers will only come
when they act as partners in satisfying the customer. I will, therefore, create
win-win associations between my dealers, suppliers, my company and my
customers.
4. Energised Society
I will energise, involve and enable people around me to realize their
potential.
The communities around me are a part of my support system.
A small improvement in their life will have a multiplier effect for everyone.
5. Cleaner Environment - Pollution control
I will leave a cleaner planet for my children. For this, I don’t need the rule
book.
6. Cleaner Environment – natural resources
I will use Nature responsibly and conserve its resources.
If I allow Nature to replenish itself, it will provide me with a permanent
livelihood. And, the benefit will extend even to my children’s children.
7. Safety
I will adopt zero harm practices – at work and everywhere.
I never forget that my family’s future depends on my safety.
MANAGEMENT TEAM
 Suresh Neotia, Chairman Emeritus
Co-promoter and Chairman Emeritus of Ambuja Cements Limited, Mr.
Neotia is a businessman and an industrialist of repute. A member of the
Central Board of the Reserve Bank of India, Mr. Neotia is also known for his
association with numerous cultural institutions as well as charitable
organizations. The President of India conferred upon him the Padma
Bhushan in the year 2008.

 N. S. Sekhsaria, Chairman
An industrialist reputed for his business acumen, Mr. Sekhsaria is the main
promoter of Ambuja Cements Limited. He has created new benchmarks in
the cement industry with path-breaking and innovative thinking and turned
cement from a commodity into a brand. He is Chairman of ACC Ltd. and
also of Ambuja Cements Limited.

 Paul Hugentobler, Vice Chairman

Mr, Hugentobler, a Swiss national, joined Holcim Group Support Limited in
1980 as Project Manager and in 1994 was appointed Area Manager. He has
been a member of the Executive Committee of Holcim since January 2002
with responsibility for South Asia and ASEAN excluding Philippines. He
joined the Board in May 2006 and in September 2009 was made Non-
executive Vice Chairman.

 Markus Akermann, Director

Mr. Akermann, a Swiss national, began his professional career in 1975 with
the Swiss Bank Corporation. In 1978, he moved to Holcim where he was
active in roles like Area Manager for Latin America and Holcim Trading. In
1993, he was appointed to the Executive Committee with responsibility for
Latin America and international trading. He was appointed CEO of Holcim
Limited in 2002. He joined the board in 2006.

 M L Bhakta, Director
 Mr. Bhakta is a senior partner of Messrs Kanga & Company, a leading firm
of advocates and solicitors in Mumbai. He has vast experience in the legal
field, especially in matters relating to corporate law, banking and taxation.
He was Chairman of the Taxation Law Standing Committee of LAW ASIA.
He joined the board in 1985.

 Nasser Munjee, Director

A Master’s degree holder from the London School of Economics, Mr.
Munjee is a board member of a number of companies. He has a deep interest
in rural development, housing finance and urban issues, specially the
development of modern cities and humanitarian causes. He has been
awarded the “Best Non-Executive Independent Director 2009’ award by The
Asian Centre for Corporate Governance. He joined the board in 2001.

 Rajendra P Chitale, Director

An eminent Chartered Accountant, Mr. Chitale is the managing partner of
M/s M.P. Chitale& Associates. He has served as a member of the Insurance
Advisory Committee, the Company Law Advisory Committee and other
committees of the Government of Maharashtra and the Government of India.
He is on the board of several large corporations. He joined the board in July
2002.

 ShaileshHaribhakti, Director
Mr. Haribhakti Is the Executive Chairman of BDO Consulting Private Ltd
and the Managing Partner of Haribhakti& Co – Chartered Accountants. He is
on the Board of Directors of several private and listed companies. He has
been awarded the ‘Best Non-Executive Independent Director 2007’ award by
The Asian Centre for Corporate Governance. He joined the Board in May
2006.

 OmkarGoswami, Director
A professional economist, Dr. Goswami has taught and researched
economics for nearly two decades. In 1997, he moved away from formal
academics to become the editor of Business India, one of India’s prestigious
 business magazines. He has served as the Chief Economist of the
Confederation of Indian Industry and is on the Board of several large
companies. He joined the Board in July 2006.
 Naresh Chandra, Director
A Padma Vibhushan awardee in 2007, Mr. Naresh Chandra is a postgraduate
from the Allahabad University. He has held several important positions
within the Government of India, including Governor of the State of Gujarat
and India’s ambassador to the United States. He is a Director on the Board of
ACC and several other reputed companies. He joined the board in July 2008.

 Onne van der Weijde, Managing Director

A Dutch national, Mr. Onne joined Holcim in the year 1996 and after
holding various positions, he was appointed Director and General Manager
for Holcim (India) Pvt. Ltd. in March 2005. He was the CFO of ACC
between 2006 and 2008. He has a lot of experience of the cement industry.
He joined the Board in January 2009.

Executive Management Team

 Mr. Onne van der Weijde, Managing Director
 Mr. B.L. Taparia, Company Secretary & Head Corporate Services
 Mr. SanjeevChuriwala, CFO
 Mr. GhassanBroummana, Head - Technical Support Services
 Mr. S.N. Toshniwal - Business Head (East)
 Mr. J.C. Toshniwal - Business Head (North)
 Mr. Ajay Kapur - Business Head (West & South)
 Ms. MeenakshiNarain - Joint President (HR)
 Mr. Shakti Arora, Head - Central Purchase Officer
CORPORATEVALUES

 Creations believe in honouring its commitment, integrity and

transparencyareanintegralpartofourrelationshipwithcustomers,Employee
s,Society.
 Respect for life:The Company believes that life in all its forms must
berespected and values our people. Our Employees are our values
creatorswhose efforts, Creativity and bond we cherish. Our Customers
who rewardus for our value creations and stakeholders, who are
committed to us in ourEndeavour to improve life we also recognize and
respect our environmentandtakeeveryeffort to preserve it.
VALUE STATEMENT

 INTEGRITY: We are open, ethical, transparent & uncompressing in

our work.
 DECISIVENESS: Set a goal, analyse the facts and work on alternatives
and conclude them in fixed time frames.
 TEAMSPIRIT: We encourage group interaction and working

 Together: United and collective drive achieves the desired goal.

 COMMITMENT:Wekeepallpromisesmadewithinandoutsidethecompan
y.Caringweareconcernedforourenvironment,societyandemployeesand
work for theirbetterment.
 EXCELLENCE: We are a role model and benchmark company for
ourproducts,Service andbusinessprocesses.
 INNOVATION:Wenurturecreativityandencourageapplicationofknowle
dgeand ideasinallfacetsofour business.

BOARD OF DIRECTOR
ShriTEGIRIDHARARAJHeisthefounderoftheCompanyandisassociatedwithit
since 2nd May 1987, Right from the date of inception of the Company. He is a
well-known Industrialist, having 27 years of versatile experience in the
Corporation Limited. He is the Chairman of both the Companies.

Shri, CHANDRA SEKARRAO Vice Chairman & Managing Director He is

PostGraduate in Business Administration closely associated with the Company
for
20years.HeisaManagingDirectoroftheCompanyandsuccessfullylookingafter
daytodayaffairs of the Company from1960.

ShriMURALIDHARAN V, Managing Director He is a Post Graduate in

BusinessAdministration. He is actively associated with the Company since
1990 and is aManagingDirector ofthe Company from1.12.1990.

ShriPAVITHRAShe is a well-known Industrialist. He is a financial expert and

apersonupholdingthehighestvirtues.Heprovidedexemplaryleadershipasthe
Chairman of the Company for a period of 27 years. He is associated with the
BLSgroupof Companiesfor pastmany years.

ShriPRIYAShe is a Chartered Accountant having vast experience in the field

ofFinance. He is a Managing Director of Motilal Finance Limited and also a
Directorandmember ofAuditCommittee ofFinancialServices Limited.

ShriSHANTHINISheisPostGraduateinBusinessAdministrationactivelyassociat
ed with the company in the past 20 years; she is Director of the
companyandsuccessfullylookingafter day-to-dayaffairsof
thecompanyfrom2000.

Creations‘5Ctosuccess

Commitment

 Takeownershipofprojectbyassigningtherightpeoplewiththerightattitudea
ndpassion for the job.
 Trainingandqualifiedpersonnelwithproventrackrecordfromvarieddiscipli
nes. Proven processes to aggressively monitor project quality, cost and
timeliness.

Capability

 Trainedandqualifiedpersonnelwithproventrackrecordfromvarieddiscipli
nes. Proven process to aggressively monitor project quality, cost
andtimeliness.

Capacity

 Todeliverend-to-endserviceanytime,anywherethroughin-
houseexpertisesupportedby trustedpool ofsub-vendors

Comprehensive
 Seamlessmulti-disciplinarysuiteofservicetocatertoallrequirements.
Customization
  Ability to tailor the service offering best suited to meet your financial
andoperationalobjectives.

1.3NEED OF THE STUDY

➢HR policies are important for employees to work for an Organization.

➢It helps to maintain motivation and willing work forces.
➢It is an interesting and significant area for conducting research.
➢They also ensure compliance with employment legislation and inform
employees of their responsibilities and the Company's expectations.
➢HR policies provide guidelines on employer-employee relationships, which
impart information on acceptable norms of behaviour, work schedules, health
and safety measures, employment laws, conflict resolution and disciplinary
measures.
➢HR planning, hiring (recruitment and selection), training and development,
payroll management, rewards and recognitions, Industrial relations, grievance
handling, legal procedures.
➢To have a formal Statement on corporate thinking which will serve as a
guideline for actions. Promote effective management without your constant
intervention.
➢To establish the consistency in the application.
➢ Motivate Team Members.
➢ Device and implement Best policies.
➢ Improve Employers Branding.

1.4INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT
HRM is seen by practitioners in the field as a more innovative view of
workplace management than the traditional approach. Its techniques force the
managers of an enterprise to express their goals with specificity so that they can
be understood and undertaken by the workforce, and to provide the resources
needed for them to successfully accomplish their assignments. As such, HRM
techniques, when properly practiced, are expressive of the goals and operating
practices of the enterprise overall. HRM is also seen by many to have a key role
in risk reduction within organizations The Human Resources Management
(HRM) function includes a variety of activities, and key among them is deciding
what staffing needs you have and whether to use independent contractors or hire
employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and
ensuring your personnel and management practices conform to various
regulations. Activities also include managing your approach to employee
benefits and compensation, employee records and personnel policies. Usually
small businesses (for-profit or nonprofit) have to carry out these activities
themselves because they can't yet afford part- or full-time help. However, they
should always ensure that employees have -- and are aware of -- personnel
policies which conform to current regulations. These policies are often in the
form of employee manuals, which all employees have.
Difference between HRM (a major management activity) and HRD (Human
Resource Development, a profession).HRD includes the broader range of
activities to develop personnel inside of organizations, including, eg, career
development, training, organization development, etc.
There is a long-standing argument about where HR-related functions should be
organized into large organizations, eg, "should HR be in the Organization
Development department or the other way around?"
The HRM function and HRD profession have undergone tremendous change
over the past 20-30 years. Many years ago, large organizations looked to the
"Personnel Department," mostly to manage the paperwork around hiring and
paying people. More recently, organizations consider the "HR Department" as
playing a major role in staffing, training and helping to manage people so that
people and the organization are performing at maximum capability in a highly
fulfilling manner.
Human resource management (HRM) is the strategic and coherent approach to
the management of an organization's most valued assets - the people working
there who individually and collectively contribute to the achievement of the
objectives of the business. The terms "human resource management" and
"human resources" (HR) have largely replaced the term "personnel
management" as a description of the processes involved in managing people in
organizations. Human Resource management is evolving rapidly. Human
resource management is both an academic theory and a business practice that
addresses the theoretical and practical techniques of managing a workforce.

Feature:
 Personnel administration
 Personnel management
 Manpower management
 Industrial management
But these traditional expressions are becoming less common for the theoretical
discipline. Sometimes even industrial relation and employee relations are
confusingly listed as synonyms although these normally refer to the relationship
between management and workers and the behavior of workers in companies.

Definition
Synonyms such as personnel management are often used in a more restricted
sense to describe activities that are necessary in the recruiting of a workforce,
providing its members with payroll and benefits, and administrating their work-
life needs, Torrington and Hall define personnel management as
“a series of activities which: first enable working people and their employing
organisations to agree about the objectives and nature of their working
relationship and, secondly, ensures that the agreement is fulfilled"
".......those decisions and actions which concern the management of employees
at all levels in the business and which are related to the implementation of
strategies directed towards creating and sustaining competitive advantage".
 Academic theory
The goal of human resource management is to help an organization to meet
strategic goals by attracting, and maintaining employees and also to manage
them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks
to ensure a fit between the management of an organization's employees, and the
overall strategic direction of the company .
The basic premise of the academic theory of HRM is that humans are not
machines, therefore we need to have an interdisciplinary examination of people
in the workplace. Fields such as psychology,industrial engineering, industrial
and organizational psychology,industrialrelations,sociology,and critical
theoriespostmodersition,poststructuring, play a major role. Many colleges and
universities offer bachelor and master degrees in Human Resources
Management.

Function:
One widely used scheme to describe the role of HRM, developed by Dave
Ulrich, defines 4 fields for the HRM function-
 Strategic business partner
 Change agent
 Employee champion
 Administration
However, many HR functions these days struggle to get beyond the roles of
administration and employee champion, and are seen rather as reactive than
strategically proactive partners for the top management. In addition, HR
organizations also have the difficulty in proving how their activities and
processes add value to the company. Only in the recent years HRscholars and
HR professionals are focusing to develop models that can measure if HR adds
value.

Critical Academic Theory

Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities'
possess the debate of whether HRM is a modernist project or a postmodern
discourse). In many ways, critically or not, many writers contend that HRM
itself is an attempt to move away from the modernist traditions of personnel
(man as machine) towards a postmodernist view of HRM (man as individuals).
Critiques include the notion that because 'Human' is the subject we should
recognize that people are complex and that it is only through various discourses
that we understand the world. Man is not Machine, no matter what attempts are
made to change it Critical Theory also questions whether HRM is the pursuit of
"attitudinal shaping, particularly when considering empowerment, or perhaps
more precisely pseudo-empowerment - as the critical perspective notes. Many
critics note the move away from Man as Machine is often in many ways, more a
Linguistic (discursive) move away than a real attempt to recognise the Human in
Human Resource Management.
Critical Theory, in particular postmodernism (poststructualism), recognises that
because the subject is people in the workplace, the subject is a complex one, and
therefore simplistic notions of 'the best way' or a unitary perspectives on the
subject are too simplistic. It also considers the complex subject of power, power
games, and office politics. Power in the workplace is a vast and complex subject
that cannot be easily defined. This leaves many critics to suggest that
Management 'Gurus', consultants, 'best practice' and HR models are often overly
simplistic, but in order to sell an idea, they are simplified, and often lead
Management as a whole to fall into the trap of oversimplifying the relationship.

Business Practice
Human resources management comprises several processes. Together they are
supposed to achieve the above mentioned goal. These processes can be
performed in an HR department, but some tasks can also be outsourced or
performed by line-managers or other departments.
 Recruitment (sometimes separated into attraction and selection)
 Induction AND Orientation
 Skills management
 Training and development
 Workforce planning
 Personnel administration
 Compensation in wage or salary
 Time management
  Travel management (sometimes assigned to accounting rather than
HRM)
 Payroll (sometimes assigned to accounting rather than HRM)
 Employ benefits administration
 Personnel cost planning
 Performance appraisal

Strategic Workforce Planning involves analyzing and forecasting the talent

that companies need to execute their business strategy, proactively rather than
reactively, it is a critical strategic activity, enabling the organization to identify,
develop and sustain the workforce skills it needs to successfully accomplish its
strategic intent whilst balancing career and lifestyle goals of its employees.
Strategic Workforce Planning is a relatively new management process that is
being used increasingly to help control labourcosts, assess talent needs, make
informed business decisions, and assess talent market risks as part of overall
enterprise risk management. Strategic workforce planning is aimed at helping
companies make sure they have the right people in the right place at the right
time and at the right price.
Through Strategic Workforce Planning organizations gain insight into what
people the organization will need, and what people will be available to meet
those needs. In creating this understanding of the gaps between an organization’s
demand and the available workforce supply, organizations will be able to create
and target programmes, approaches and develop strategies to close the gaps.

Workforce analytics approach

The focus is to analyse current and historical employee data to identify key
relationships among variables and use this to provide insight into the workforce
they need for the future.

Modeling approach
This approach incorporates forecasting and scenario planning. Forecasting uses
quantitative data to create forecasts incorporating multiple what-if and modeling
the future. Scenario Planning being the more useful tool where there are
uncertainties, therefore incorporating quantitative and qualitative.

Segmentation approach
Breaking the workforce into segments along the lines of their jobs and
determining relevance to strategic intent. Provides a technique for prioritizing.

Steps in Workforce Planning

Though there is no definitive ‘Start here’ activity for any of the approaches to
Strategic Workforce Planning, there are five fundamentals activities that most
Workforce Plan models have:
 Environment Scannning
 Current Workforce Profile
 Future Workforce View
 Analysis and Targeted Future
 Closing the gaps
Environment scanning
Environment Scanning is a form of business intelligence. In the context of
Workforce Planning it is used to identify the set of facts or circumstances that
surround a workforce situation or event.

Current Workforce Profile

Current State is a profile of the demand and supply factors both internally and
externally of the workforce the organization has ‘today’.

Future Workforce View

Future View is determining the organization’s needs considering the emerging
trends and issues identified during the Environment Scanning.
Future View is often where the different approaches identified above are
applied: Quantitative futuring: understanding the future you are currently
tracking to by forecasting; Qualitative futuring: scenario planning potential
alternative futures in terms of capabilities and demographics to deliver the
business strategy.
Analysis and Targeted Future
Qualitative and quantitative futuring creates the content for an organizational
unit to analyse and identify critical elements. As the critical elements are
identified the Targeted Future begins to take form. The targeted future is the
future that the organization is going to target as being the best fit in terms of
business strategy and is achievable given the surrounding factors
(internal/external, supply/demand).

Closing the Gaps

Closing the gaps is about the people management (human resources) programs
and practices that deliver the workforce needed for today and tomorrow. The
process is about determining appropriate actions to close the gaps and therefore
deliver the targeted future.

There are 8 key areas that Closing the Gaps needs to focus on -
 Resourcing
 Learning and Development
 Remuneration
 Industrial Relations
 Recruitment
 Retention
 Knowledge Management
 Job design.

Resourcing has been defined as ensuring that the organization obtains and
retains
the human capital it needs and employs them productively. It is also about
those aspects of employment practice that are concerned with welcoming
people to the organization and, if there is no alternative, releasing them.
Learning and development (L&D) is a systematic process to enhance
employees’ skills, knowledge, and competency, resulting in better work
performance.L&D is a core HR function and a significant part of an
organization’s overall people development strategy. It plays a key role in
attracting and retaining talent, enriching company culture, and engaging
employees.

Remuneration is the pay or other financial compensation provided in exchange

for an employee's services performed(not to be confused with giving (away), or
donating, or the act of providing to). A number of complementary benefits in
addition to pay are increasingly popular remuneration
mechanisms. Remuneration is one component of reward management. In the
UK, it can also refer to the automatic division of profits attributable to members
in a Limited Liability Partnership (LLP).

Industrial relations or employment relations is the multidisciplinary academic

field that studies the employment relationship; that is, the complex interrelations
between employers and employees, labor/trade unions, employer organizations,
and the state.

Recruitment refers to the process of sourcing, screening, and selecting people

for a job or vacancy within an organization. Though individuals can undertake
individual components of the recruitment process, mid- and large-size
organizations generally retain professional recruities.
The recruitment industry has four main types of agencies. Their recruiters aim to
channel candidates into the hiring organisation’s application process. As a
general rule, the agencies are paid by the companies, not the candidates. The
industries practice of information asymmetry and recruiters' varying capabilities
in assessing candidate quality produces the negative economic impacts described
by The Market for Lemons.

Employee retention is the ability of an organization to retain its employees and

ensure sustainability. Employee retention can be represented by a simple statistic
(for example, a retention rate of 80% usually indicates that an organization kept
80% of its employees in a given period). Employee retention is also the
strategies employers use to try to retain the employees in their workforce.
Knowledge management (KM) is the collection of methods relating to
creating, sharing, using and managing the knowledge and information of an
organization.
It refers to a multidisciplinary approach to achieve organizational objectives by
making the best use of knowledge.

Job design is the process of structuring a job role into tasks and activities in a
way that it aligns with the overall strategy of the organization and making sure
that the employee in that role is also motivated and rewarded.
PURPOSES AND IMPORTANCE:
In general purposes of recruitment is to provide a pool of potentially qualified
job candidates. Specifically the purposes are to;
 Determining the present and future recruitment of the organization in
conjunction with its personnel planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the
number of visible under qualified or overqualified job application.
 Help reduce the probability that job applicants, once recruited and
selected , will have the organization only after a short period of time.
 Meet organization’s legal and social obligations regarding the
composition of its workforce.
TRADITIONAL RECRUITMENT
Also known as employment agencies, recruitment agencies have historically had
a physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agency’s books. Recruitment
Consultants then endeavour to match their pool of candidates to their clients'
open positions. Suitable candidates are with potential employers.
Remuneration for the agency's services usually takes one of two forms:
A contingency fee paid by the company when a recommended candidate accepts
a job with the client company (typically 20%-30% of the candidate’s starting
salary), which usually has some form of guarantee, should the candidate fail to
perform and is terminated within a set period of time.
An advance payment that serves as a retainer, also paid by the company.
It may still be legal for an employment agency to charge the candidate instead of
the company, but in most places that practice is now illegal, due to past unfair
and deceptive practices.

Online recruitment websites-

Such sites have two main features: Job Boards and a Resume/Curriculum Vitae
(CV) database. Job boards allow member companies to post job vacancies.
Alternatively, candidates can upload a resume to be included in searches by
member companies. Fees are charged for job postings and access to search
resumes.
In recent times the recruitment website has evolved to encompass end to end
recruitment. Websites capture candidate details and then pool then in client
accessed candidate management interfaces (also online). Key players in this
sector provide e-recruitment software and services to organisations of all sizes
and within numerous industry sectors, who want to e-enable entirely or partly
their recruitment process in order to improve business performance.
The online software provided by those who specialize in online recruitment
helps organizations attract, test, recruit, employ and retain quality staff with a
minimal amount of administration.
Online recruitment websites can be very helpful to find candidates that are very
actively looking for work and post their resumes online, but they will not attract
the "passive" candidates who might respond favorably to an opportunity that is
presented to them through other means. Also, some candidates who are actively
looking to change jobs are hesitant to put their resumes on the job boards, for
fear that their current companies, co-workers, customers or others might see
their resumes.

Headhunters
Headhunters are third-party recruiters often retained when normal recruitment
efforts have failed.
Headhunters are generally more aggressive than in-house recruiters. They may
use advanced sales techniques, such as initially posing as clients to gather
employee contacts, as well as visiting candidate offices. They may also purchase
expensive lists of names and job titles, but more often will generate their own
lists. They may prepare a candidate for the interview, help negotiate the salary,
and conduct closure to the search. They are frequently members in good
standing of industry trade groups and associations. Headhunters will often attend
trade shows and other meetings nationally or even internationally that may be
attended by potential candidates and hiring managers.
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidate’s annual compensation).
Due to their higher costs, headhunters are usually employed to fill senior
management and executive level roles, or to find very specialized individuals.
While in-house recruiters tend to attract candidates for specifisc jobs,
headhunters will both attract candidates and actively seek them out as well. To
do so, they may network, cultivate relationships with various companies,
maintain large databases, purchase company directories or candidate lists, and
cold call.

In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their
Human Resources department. In addition to coordinating with the agencies
mentioned above, in-house recruiters may advertise job vacancies on their own
websites, coordinate employee referral schemes, and/or focus on campus
graduate recruitment. Alternatively a large employer may choose to outsource all
or some of their recruitment process (Recruitment process outsourcing).

These are the main recruiting stages:

Sourcing
1. Advertising, a common part of the recruiting process, often encompassing
multiple media, such as the Internet, general newspapers, job ad newspapers,
professional publications, window advertisements, job centers, and campus
graduate recruitment programs.
2. Recruiting research, which is the proactive identification of relevant talent
who may not respond to job postings and other recruitment advertising methods
done in. This initial research for so-called passive prospects, also called name-
generation, results in a list of prospects who can then be contacted to solicit
interest, obtain a resume/CV, and be screened .

Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g.
communication, typing, and computer skills. Qualifications may be shown
through resumes, job applications, interviews, educational or professional
experience, the testimony of references, or in-house testing, such as for software
knowledge, typing skills, numeracy, and literacy, through psychological tests or
employment testing.
In some countries, employers are legally mandated to provide equal opportunity
in hiring.
Agencies are particularly suitable for recruitment of executives and specialists. It
is also known as RPO (Recruitment Process Outsourcing)
SOURCES OF RECRUITMENT

 Employment exchanges
Government establishes public employment exchanges throughout the country.
These exchanges provide job information to job seekers and help employers in
identifying suitable candidates.
 Labour contractors
Manual workers can be recruited through contractors who maintain close
contacts with the sources of such workers. This source is used to recruit labor for
construction jobs.
 Unsolicited applicants
Many job seekers visit the office of well-known companies on their own. Such
callers are considered nuisance to the daily work routine of the enterprise. But
can help in creating the talent pool or the database of the probable candidates for
the organization.

EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of the
organization can refer their friends and relatives for some position in their
organization. Also, the office bearers of trade unions are often aware of the
suitability of candidates. Management can inquire these leaders for suitable jobs.
In some organizations these are formal agreements to give priority in recruitment
to the candidates recommended by the trade union.

RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed
whenever a permanent worker is absent. More efficient among these may be
recruited to fill permanent vacancies. Factors Affecting Recruitment
Effective human resource planning helps in determining the gaps present in the
existing manpower of the organization. It also helps in determining the number
of employees to be recruited and what qualification they must possess.

RECRUITMENT PROCESS PARLE’S RUDRAPUR PLANT

Here the company adopted to system for recruited their staff and worker .for
staff member the company adopted generally the traditional process like by the
test , G.D , interview and for the worker level the company adopted the flowing
process.
 On gate
 By the contractor
 By the camp
 On the reference

Thus the recruitment process of the Parle’s in as like as the other company but
one thing different the camp based selection process .I think this a different kind
of process and unique itself . The company run the camp in the rural and remote
area in state for the
Recruitment they conducts one week program and this time interval the select
number of candidate. This helps not only the company but also the life of rural
people who cut of the rest world due to several reasons. This also helps
increasing the economic and social condition of the remote area which
ultimately helps the nation development.
By this process the company also full fills the social objective of the company.

FACTOR AFFECTING THE RECRUITMENT PROCESS:

SIZE OF THE FIRM

The size of the firm is an important factor in recruitment process. If the
organization is planning to increase its operations and expand its business, it will
think of hiring more personnel, which will handle its operations.

COST
Recruitment incur cost to the employer, therefore, organizations try to employ
that source of recruitment which will bear a lower cost of recruitment to the
organization for each candidate.
Influence the recruiting efforts of the organization. If there is surplus of
manpower at the time of recruitment, even informal attempts at the time of
recruiting like notice boards display of the requisition or announcement in the
meeting etc will attract more than enough applicants.

IMAGE / GOODWILL
Image of the employer can work as a potential constraint for recruitment. An
organization with positive image and goodwill as an employer finds it easier to
attract and retain employees than an organization with negative image. Image of
a company is based on what organization does and affected by industry. For
example finance was taken up by fresher MBA's when many finance companies
were coming up.

POLITICAL-SOCIAL- LEGAL ENVIRONMENT

Various government regulations prohibiting discrimination in hiring and
employment have direct impact on recruitment practices. For example,
Government of India has introduced legislation for reservation in employment
for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade
unions play important role in recruitment. This restricts management freedom to
select those individuals who it believes would be the best performers. If the
candidate can't meet criteria stipulated by the union but union regulations can
restrict recruitment sources.

UNEMPLOYMENT RATE
One of the factors that influence the availability of applicants is the growth of
the economy (whether economy is growing or not and its rate). When the
company is not creating new jobs, there is often oversupply of qualified labor
which in turn leads to unemployment.

COMPETITORS
The recruitment policies of the competitors also affect the recruitment function
of the organizations. To face the competition, many a times the organisationsS
have to change their recruitment policies according to the policies being
followed by the competitors.

RECENT TREND:
Company need not plan for human resources much in advance.
Value creation, operational flexibility and competitive advantage turning the
management's focus to strategic level processes of HRM.
Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.
Company can save a lot of its resources and time

POACHING/RAIDING
"Buying talent" (rather than developing it) is the latest mantra being followed by
the organisations today. Poaching means employing a competent and
experienced person already working with another reputed company in the same
or different industry; the organisation might be a competitor in the industry. A
company can attract talent from another firm by offering attractive pay packages
and other terms and conditions, better than the current employer of the
candidate. But it is seen as an unethical practice and not openly talked about.
Indian software and the retail sector are the sectors facing the most severe brunt
of poaching today. It has become a challenge for human resource managers to
face and tackle poaching, as it weakens the competitive strength of the firm.

E-RECRUITMENT
Many big organizations use Internet as a source of recruitment. E- recruitment is
the use of technology to assist the recruitment process. They advertise job
vacancies through worldwide web. The job seekers send their applications or
curriculum vitae i.e. CV through e mail using the Internet. Alternatively job
seekers place their CV's in worldwide web, which can be drawn by prospective
employees depending upon their requirements.

Advantages internal of recruitment are:

 Low cost.
 No intermediaries
 Reduction in time for recruitment.
 Recruitment of right type of people.
 Efficiency of recruitment process.
RECRUITMENT POLICY
1. The recruitment policy of an organization specifies the objectives of
recruitment and provides a framework for implementation of recruitment
programmed. It may involve organizational system to be developed for
implementing recruitment programmed and procedures by filling up
vacancies with best qualified people.
2. Recruitment is a positive process i.e. encouraging more and more employees
to apply whereas selection is a negative process as it involves rejection of the
unsuitable candidates.
3. Recruitment is concerned with tapping the sources of human resources
WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.
4. There is no contract of recruitment established in recruitment WHEREAS
selection results in a contract of service between the employer and the
selected employee.

Roles

Plant Manager: Responsible for overseeing the entire manufacturing process and
ensuring efficient production.

Production Supervisor: Manages day-to-day production activities and ensures

adherence to quality standards.

Process Engineer: Focuses on optimizing the manufacturing processes for

increased efficiency and cost-effectiveness.

Sales and Marketing:

Sales Manager: Leads the sales team, develops strategies to achieve sales targets,
and establishes strong relationships with clients.
Marketing Executive: Develops and implements marketing plans to promote
Ambuja Cement products.

Channel Sales Executive: Manages relationships with distributors and ensures

effective distribution of products.

Quality Assurance:

Quality Control Manager: Oversees the quality control processes to maintain

product quality and compliance with standards.

Quality Assurance Engineer: Ensures that products meet regulatory and internal
quality standards.

Supply Chain and Logistics:

Logistics Manager: Manages the transportation and distribution of cement

products to various locations.

Supply Chain Analyst: Analyzes and optimizes the supply chain to improve
efficiency and reduce costs.

Human Resources:

HR Manager: Manages human resources functions, including recruitment,

employee relations, and training.

Training and Development Specialist: Designs and implements training

programs for employees.

Finance and Administration:

Finance Manager: Handles financial planning, budgeting, and financial reporting

for the company.

Administrative Officer: Manages administrative tasks and ensures smooth day-

to-day operations.
Research and Development:

R&D Scientist/Engineer: Focuses on developing new cement formulations,

improving existing products, and staying abreast of industry advancements.

Health, Safety, and Environment:

HSE Manager: Ensures compliance with health, safety, and environmental

regulations within the manufacturing facilities.

Recruitment and Selection Policy:

Objective: To attract, select, and onboard qualified individuals who align with
the company's values and contribute to its growth.

Implementation: The recruitment and selection policy is implemented through a

systematic process involving job analysis, screening, assessments, and
interviews. Continuous training is provided to HR professionals involved in
hiring to ensure adherence to the policy.

Employee Code of Conduct:

Objective: To define acceptable behavior, ethical standards, and expectations

from employees Implementation: The Employee Code of Conduct is
communicated during onboarding and is reinforced through regular
communication channels. HR conducts awareness sessions, and violations are
addressed through disciplinary measures outlined in the policy.

Performance Management Policy:

Objective: To assess and enhance employee performance, providing constructive

feedback and opportunities for development.

Implementation: Performance appraisals are conducted regularly, and feedback

sessions are held to discuss goals, achievements, and areas for improvement.
Ambuja Cements encourages a performance-driven culture with a focus on
continuous improvement.

Compensation and Benefits Policy:

Objective: To ensure competitive and fair compensation, as well as
comprehensive employee benefits.

Implementation: The compensation structure is regularly benchmarked against

industry standards. HR communicates transparently about salary structures,
incentives, and benefits. Periodic reviews are conducted to align compensation
with market trends.

Diversity and Inclusion Policy:

Objective: To foster a workplace that values diversity, equity, and inclusion.

Implementation: Ambuja Cements promotes diversity through targeted

recruitment strategies and inclusion programs. Training sessions on diversity
awareness are conducted, and a zero-tolerance approach is taken towards
discrimination.

Training and Development Policy:

Objective: To provide opportunities for skill development and career

advancement.

Implementation: Regular training programs are organized based on employee

needs and organizational goals. Ambuja Cements supports continuous learning
through workshops, seminars, and partnerships with educational institutions.
Workplace Health and Safety Policy:

Objective: To ensure a safe and healthy work environment for all employees.

Implementation: Ambuja Cements prioritizes workplace safety through regular

training, audits, and the implementation of safety protocols. Emergency response
plans are in place, and a safety-first culture is promoted.

Grievance Handling Policy:

Objective: To provide a structured process for addressing employee concerns

and conflicts.

Implementation: A well-defined grievance handling mechanism is in place,

allowing employees to report concerns without fear of retaliation. HR ensures
prompt and fair resolution, maintaining open communication channels.

Work-Life Balance Policy:

Objective: To support employees in achieving a balance between work and

personal life.

Implementation: Flexible work arrangements, wellness programs, and employee

assistance programs contribute to promoting a healthy work-life balance.
Regular feedback is sought to assess the effectiveness of these initiatives.

Social Responsibility and Sustainability Policy:

Objective: To integrate social responsibility and sustainability practices into the

company's operations.

Implementation: Ambuja Cements actively participates in community

engagement, environmental initiatives, and philanthropy. Regular audits ensure
compliance with sustainable practices, and employees are encouraged to
participate in corporate social responsibility (CSR) activities.Recruitment and
Selection

Recruitment and selection are critical components of human resource

management, determining the success and sustainability of an organization.
Ambuja Cements Limited places significant emphasis on attracting, identifying,
and selecting the right talent to meet its business objectives. The company
follows a systematic recruitment and selection process to ensure that it acquires
skilled and qualified individuals who align with its values and contribute to its
growth.

1. Job Analysis:

Before initiating the recruitment process, Ambuja Cements conducts a thorough

job analysis to understand the roles, responsibilities, and qualifications required
for each position.

This involves identifying key skills, competencies, and experience necessary for
success in a particular role.

2. Job Posting and Advertising:

Job openings are posted on the company's website, relevant job portals, and
other appropriate channels.

Ambuja Cements may also use traditional advertising methods and engage with
recruitment agencies to reach a broader pool of potential candidates.

3. Application Screening:

The HR team reviews received applications to shortlist candidates based on their

qualifications, experience, and alignment with the job requirements.

Screening may involve an initial assessment of resumes and cover letters to

identify candidates who meet the basic criteria.

4. Assessment and Interviews:

Shortlisted candidates are invited for assessments and interviews.

The assessment process ma y include technical tests, psychometric assessments,

or other evaluations depending on the nature of the position.

Interviews, both technical and HR, are conducted to evaluate candidates' skills,
cultural fit, and overall suitability for the organization.

5. Selection Decision:
Based on the assessment results and interview feedback, a selection decision is
made.

The hiring team, including department managers and HR professionals,

collaborates to ensure a comprehensive evaluation of each candidate.

6. Job Offer:

A formal job offer is extended to the selected candidate, outlining terms and
conditions of employment.

The offer includes details such as compensation, benefits, and other relevant
aspects.

7. Onboarding:

Once the candidate accepts the offer, the onboarding process begins.

Ambuja Cements facilitates a structured orientation program to help new

employees integrate into the organization seamlessly.

8. Continuous Improvement:

The recruitment and selection process at Ambuja Cements is subject to

continuous review and improvement.

Feedback from hiring managers and candidates is collected to identify areas for
enhancement and ensure efficiency in the overall process.

By following a systematic and thorough recruitment and selection process,

Ambuja Cements strives to attract and retain top talent, fostering a workforce
that contributes to the company's success and sustainability.
HUMAN RESOURCE POLICIES

Human Resource Policies refers to principles and rules of conduct which

“formulate, redefine, break into details and decide a number of actions” that
govern the relationship with employees in the attainment of the organization

objectives. HR policies are a written source of information on how a wide range

of matters must be handled within a business, by including description of the

principles, rights, and responsibilities for employees across levels.

WHY ARE THEY IMPORTANT?

Guidance: HR policies and procedures offer guidance on a wide range of

employment-related issues to employees, their managers, and the management who is
responsible for the people.

HR Strategy: Through this, policies, and procedures also play an important role in
implementing an organization’s HR strategy practically and effectively while
providing consistency and transparency.
Impact on Employee Psyche: Additionally, having these policies in force, empower
employees and managers, by covertly helping to enhance the psychological contract
and create a positive organizational culture.

Fairness and Consistency: Furthermore, these policies also play a key role in
advocating equality and uniformity across the organization, as well as potentially
helping to protect the company against any legal contentions.

WHY MUST YOU INTRODUCE HR POLICIES AT WORK?

Culture: HR policies play an important role in fostering a culture of trust, fair-

mindedness, and inclusivity by defining the duties of both the employer and the
employees, within the employment relationship.

Impact on Employees: They can also have a significant impact on employee

motivation, the organization’s reputation, and the ability of the company to attract and
retain talent. Introducing HR policies addressing the matters most relevant to
employees can support the attitudes and behaviours needed for sustainable
performance while creating mutual benefits for the employees and organization.

Decision Making: HR policies can also improve decision-making speed

considerably, as these policies help ensure that clear guidance is easily available to
cover a range of issues. Under offering a set of guidelines based on necessary
regulations, HR policies can also help avoid any involvement with employment
tribunals/union claims too.

Legal Requirement: Furthermore, having and ensuring employees are aware of

certain HR policies and procedures – such as the Prevention of Sexual Harassment
(POSH) policy – are specifically needed to comply with the law. Often, however,
even where a policy or procedure is not specifically mandated by law, companies may
find it useful to have a policy in place to provide clear direction, reflecting the legal
basis for handling possible issues in question; this also helping employees achieve
clarity about the organization’s position on a specific subject.
IMPORTANT HR POLICIES-

 Telecommuting policy
 Health and safety policy
 Meal and break policy
  Pay and time-keeping policy
 Leave and time off work policy
 Bring your own device(BYOD)policy
 Anti-discrimination and anti-harrasment policy
 Confidentiality policy
 Social media and data privacy policy
 Weapon-free workplace policy

Why HR Policies Are Important:

Consistency and Clarity:

Well-written HR policies ensure consistency in how various situations are

handled within the organization.

They provide clear guidelines for employees and managers, reducing ambiguity
and promoting uniformity in decision-making.

Legal Compliance:

HR policies help organizations comply with labor laws, regulations, and industry
standards.

By adhering to legal requirements, companies minimize the risk of legal disputes

and penalties.

Conflict Resolution:

When disputes arise, HR policies serve as a reference point for resolving

conflicts.

Having established procedures prevents ad hoc decision-making and promotes

fair treatment.

Employee Morale and Satisfaction:

Transparent policies create a positive work environment.

Employees feel secure when they understand their rights, benefits, and
expectations.

Risk Management:

Policies mitigate risks related to workplace safety, harassment, discrimination,

and other sensitive issues.

They contribute to a safer work environment and protect the company’s

reputation.

HR Policies cover the following:

1. Policy of hiring people with due respect to factors like

reservations, sex, marital status, and the like.
2. Policy on terms and conditions of employment-compensation
policy and methods, hours of work, overtime, promotion, transfer,
lay-off and the like.
3. Policy with regard medical assistance-sickness benefits,
Amhujacement and company medical benefits.
4. Policy regarding housing, transport, uniform and allowances.
5. Policy regarding training and development-need for, methods of,
and frequency of training and development.
6. Policy regarding industrial relations, trade-union recognition,
collective bargaining, grievance procedure, participative
management and communication with workers.
NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 NEED
Research came identified from review of literature. After conducting a review of
researches done by various professionals a gap has been identified. Study
relating to HR Policies related to Recruitment and Selection of Ambuja Cement
Ltd. has been conducted but study related to attitude towards Ambuja products
has not been done yet. A need was felt to cover the areas neglected. So, in the
present research this gap has been filled.

3.2 SCOPE
The scope of the study was limited to Ambuja Cement Lucknow.

3.3 OBJECTIVES
The main objectives of the study were as follows:

 To understand about the recruitment &selection process of the company.

 To search the company performance and their talent pool requisition
 To indicate the true efficiency.
 To understand the employees thinking towards the present recruitment
policies of the company.
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY

4.1 Research
Research is a procedure of logical and systematic application of the fundamentals of
science to the general and overall questions of a study and scientific technique,
which provide precise tools, specific procedures, and technical rather philosophical
means for getting and ordering the data prior to their logical analysis and
manipulation different type of research designs is available depending upon the
nature of research project, availability of manpower and circumstances.
According to D. Slesinger and M. Stephenson research may be defined as” the
manipulation of things, concepts or symbols for the purpose of generalizing to
extend, correct or verify knowledge, whether that knowledge aids in the construction
of theory or in the practice of an art”. Thus it is original contribution to the existing
stock of knowledge of making for its advancement.

4.2 Research Design

Research Design is an arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy
on procedure. The research problem having been formulated in clear-cut term helps
the researcher to prepare a research design. The preparation of such a design
facilitates in conducting it in an efficient manner as possible. It is a blue print for the
fulfillment of objectives and answering questions .this research is:

4.3 Descriptive Research:

Present research is descriptive research because in this research it has been described
that which method of recruitment and selection is being followed in Ambuja Cement
Limited and various factors considered for the same.

4.4 Sampling Design

The following factors have to decide within the scope of sample design:
i) Universe- universe stands for the name of company. In this study the
company was Ambuja Cement Ltd.
ii) Sample Frame-Sample frame refers from where the questionnaires are to be
filled. Our sample frame consists of family, friends and classmates.
iii) Sampling Unit: It indicates who is to be surveyed. The researcher must
define the target population that will be sampled. In this project sampling
unit is the employees working in Ambuja Cements Limited.
iv) Sample Size: A sample of minimum respondents was selected from various
divisions of Ambuja. An effort has been made to select respondents evenly.
The survey was carried out on 30 respondents.
v) Sampling Technique: For the purpose of research convenient sampling is
used. Technical associates working in different divisions of Ambuja
Cements. Ltd. Have been approached to get the questionnaire filled.

4.5 Data Collection

There are two types of data sources. :

4.5 a) Secondary data:

It includes information which had already been collected by someone else and
which had already been passed through the statistical process. In this case one is not
confronted with the problems that are usually associated with the collection of
original data. Secondary data either is published data or unpublished data.
Secondary data was collected through internet and by using company’s manuals.

4.5 b) Primary data:

It includes information collected afresh and for the first time, and thus happen to be
original in character. It is the backbone of any study. It was obtained from
respondents that are executives of each department with the help of widely used and
well-known method of survey, through a well-structured questionnaire.
4.6 Limitations of the study
The limitations of the study were as follows:
 This project is based on the method of recruitment and selection policies and due
to constraint of time is not possible to work on all tools and techniques of
recruitment policies.
 The data collection is also limited.
 This project report is based on my own perception and finding so it cannot used
for generalizing purpose.
 Data are extracted from various employees and secondary sources so any error
in the statement will subsequent affect the company R&S process.
 HR policies are an important for employees work for Organization.
 It helps to maintain motivation and willing work forces.
 It is an interesting and significant area for conducting research.
 It aims to study an understanding to which the employees be satisfied under the
human resources system of the organizations
 To study the human resources needs of an organization
 To study the main processes of employee resorting and development
 To know whether the employees are aware of these policies and are deriving
benefits for themselves as well as for the company.
 To provide a such conditions of employment that enable the personnel to
develop a sincere sense of unity with the organizations and to carry out their
duties in the most willing and effective manner
DATA ANALYSIS
AND
INTERPRETATIO
N
DATA ANALYSIS AND ITS INTERPRETATION

Q1. Did you satisfied with the present recruitment process adopt by the
company?

Table 5.1 Satisfied with recruitment process.

Response No. of respondents

Yes 50
No 30
Can’t Say 20

Figure 5.1 Satisfied with recruitment process.

No. of Respondents
60

50

40
No. of Respondents
30

20

10

0
yes no can't say

Analysis and Interpretation

From the above table and figure it is quite clear that 50% of the respondents are
satisfied with the present recruitment process adopt by the company, 30% of the
respondents are not satisfied with the present recruitment process adopt by the
company while remaining 20% of the respondents could not say anything.
Q2. How did you recruited in this company?

Table 5.2 Recruited in this company

Recruitment Process No. of Response
Internally 20
By test and interview 45
On the reference 20
On gate 15

Figure 5.2 Recruited in this company

No. of Respondents
50
45
40
35
30 No. of Respondents
25
20
15
10
5
0
Internally By test and On the On gate
interview reference

Analysis and Interpretation

From the above table and figure it is quite clear that 20% of the respondents are
recruited internally in this company, 45% of the respondents are recruited by test and
interview, 20% of the respondents are recruited on the reference and remaining 15%
of the respondents are recruited on gate.
Q3. In whole recruitment process which part you feel very interesting?

Table 5.3 Part of the recruitment process you feel interesting.

Recruitment Process No. of Respondents
Written Test 20
GD 40
Interview 20
All 20

Figure 5.3 Part of the recruitment process you feel interesting.

No. of Respondents
45
40
35
30
25 No. of Respondents
20
15
10
5
0
Written GD Interview All
test

Analysis and Interprtation:

From the above table and figure it is clear that 40 % of the employees feel GD a very
interesting in the recruitment process part and remaining 20% each feel written test,
interview and all the above process the interesting part of recruitment process.
Q4. In recruitment process which part you feel lengthy?

Table 5.4 Part you feel lengthy.

Recruitment Process No. of Respondents

Written Test 40
GD 40
Interview 20
All 20

Figure 5.4 Part you feel lengthy.

No. of Respondents
45
40
35
30
25 No. of Respondents
20
15
10
5
0
Written GD Interview All
test

ANALYSIS AND INTERPRETATION

From the above table and figure it is clear that 40 % of the employees feel that
written is the lengthy in the recruitment process and remaining 20% each feel Gd,
interview and all the above process is the lengthy part in recruitment process.
Q5. Test question asked in test are level to the post offer?

Table 5.5 Question asked are level to the post offer.

Response No. of respondents

Yes 50
No 30
Can’t Say 20

Table 5.5 Question asked are level to the post offer

No. of Respondents
60

50

40
No. of Respondents
30

20

10

0
yes no can't say

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 50% of the respondents are agree
that the question asked in the test are level to the post offer, 30% of the respondents
are not are agree that the question asked in the test are level to the post offer while
remaining 20% of the respondents could not say anything.
Q6. The post offer and the salary are equal to the employment notice?

Table 5.6 The post offer and the salary are equal to the employment notice

Response No. of respondents

Yes 70
No 30

Figure 5.6 The post offer and the salary are equal to the employement notice

No. of Respondents
80
70
60
50 No. of Respondents
40
30
20
10
0
yes no

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that majority of the respondents are
agree that the post offer and salary are equal to the employment notice and remaining
30% of the respondents are not agree that the post offer and salary are equal to the
employment notice.
Q7. What is your experience about the company at the time of joining?

Table 5.7 Experience about the company at the time of joining

Response No. of respondents

Good 25
Fair 40
Best 15
Not Good 20

Figure 5.7 Experience about the company at the time of joining

No. of Respondents
45
40
35
30
25 No. of Respondents
20
15
10
5
0
Good Fair Best Not Good

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 25% of the employees are having
a good experience about the company at the time of joining, 40% of the employees
are having a fair experience, 15% of the employees employees are having a best
experience and remaining 20% employees are not having a good experience about the
company at the time of joining.
Q8 . Do you satisfied with the induction and orientation process?

Table 5.8 Satisfied with the induction and orientation process.

Response No. of respondents

Yes 60
No 40

Figure 5.8 Satisfied with the induction and orientation process.

70

60

50

40
No. of Respondents
30

20

10

0
Yes No

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 60% of the respondents are
satisfied with induction and orientation process and remaining 40% of the
respondents are not satisfied with induction and orientation process of the company.
Q9. Do you want to give any suggestions for the company to improve
recruitment and selection process?

Table 5.9 Suggestions for the company

Response No. of respondents

Yes 80
No 20

Figure 5.9 Suggestions for the company

90
80
70
60
50
40 No. of Respondents

30
20
10
0
Yes No

ANALYSIS AND ITS INTERPRETATION

From the above table and graph it is quite clear that majority of the respondents i.e.
80% want to give suggestions for the company to improve recuitment and selection
process and remaining 20% of the respondents do not want to give any suggesstions.
10. DESCRIPTIVEANALYSIS

Table4.1.1:TableShowingtheAgeoftheRespondents
PARTICULARS NO.OFRESPONDENTS PERCENTAGE
20–30years 79 59.4%
31–40years 42 31.6%
41–50years 10 7.5%
50yearsandabove 2 1.5%
Total 133 100

AGEOFTHERESPONDENTS

7%2 20-30YEARS
% 31-40YEARS
41-50YEARS
32% 50YEARSANDABOVE
59%

Chart4.1.1:ChartShowingtheAgeoftheRespondents

INTERPRETATION
From the Above table, its interpreted that 59.4% of the
respondents are 20-30years,31.6% of the respondents are 31-
40 years,7.5% of the respondents are 41-50years,1.5% ofthe
respondentsare 50years andabove.

INFERENCE

Majority(59.4%)oftherespondentsfrom20-30Years.
Table4.1.2:Table showing the gender

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Male 78 58.6%
Female 55 41.4%
Total 133 100

GENDER

41% Male
Female
59%

Chart4.1.2:ChartShowingtheGender

INTERPRETATION

FromtheAbovetable,it’sinterpretedthat58.6%oftherespondentsar
eMale,41.4%oftherespondents are Female.

INFERENCE

Majority(58.6%)oftherespondentsfromMale.
 Table4.1.3:TableShowingtheEducationalQualification

PARTICULARS NO.OFRESPONDENTS PERCENTAGE

UnderGraduate 31 23.3%
PostGraduate 67 50.4%
Diploma 24 18%
Others 11 8.3 %
Total 133 100

EDUCATIONALQUALIFICATION

others
8%UnderGraduate
Diploma23%
18% Under Graduatepost graduateDiploma
others

post graduate51%

4.1.3:ChartShowingtheEducationalQualification

INTERPRETATION

From the Above table, it’s interpreted that 23.3% of the

respondents are UnderGraduate, 50.4 % of the respondents
are Post Graduate, 18 % of the respondentsareDiploma
and8.3%of the respondentsare others.

INFERENCE

Majority(50.4%)oftherespondentsfromPostGraduate.
Table4.1.4:TableShowingtheDepartment

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Finance 17 23.3%
HR 39 50.4%
Production 10 18%
Sales 32 8.3 %
Others 15 9%
Total 133 100

DEPARTMENT

Finance HR
8%8%
21% Production
17% SalesOthers

46%

Chart 4.1.4: Chart Showing the Department

INTERPRETATION

FromtheAbovetable,it’sinterpretedthat23.3%oftherespondentsarefin
ance
50.4%oftherespondentsareHR,18%oftherespondentsareProduction,a
nd8.3
%oftherespondentsaresales,9%oftherespondentsareothers.

INFERENCE

Majority(50.4 %)oftherespondentsfromHR.
Table4.1.5:TableShowingtheDesignation

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Assistant 23 17.3%
ExecutiveFinance
HRManagers 33 24.8%
ProductionHead 46 34.6%
SalesExecutive 16 12%
Others 15 11.3%
Total 133 100

DESIGNATION

AssistantExecutiveFinanceHRManagers
11% 17% ProductionHead
12% Sales ExecutiveOthers

25%

35%

4.1.5 :Chart ShowingtheDesignation.

INTERPRETATION

From the Above table, it’s interpreted that 17.3 %of the
respondents are AssistantExecutive Finance, 24.8 %of the
respondents are HR Managers, 34.6% of therespondents are
Production Head,11.3 %of the respondents are Sales
Executive,and12%of the respondentsareothers.

INFERENCE

Majority(34.6%)oftherespondentsfromProduction.
Table4.1.6:TableShowingtheIncomeoftheRespondentsperMonth

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

10000to25000 57 42.9%
25000to45000 48 36.1%
45000to60000 27 21.1%
60000andabove 10 7.5 %
Total 133 100

IncomeoftheRespondentsperMonth

7%

20%
40%
10000to25000
25000 to 45000
45000 to 60000
60000and above
33%

Chart 4.1.6: Chart Showing Income of the Respondent

INTERPRETATION

From the Above table, it’s interpreted that 42.9%of the

respondents are10000 to25000, 36.1%respondentsare25000
to 45000,21.1%of the respondents are 45000to
60000,and7.5%ofthe respondentsare60000andabove.

INFERENCE

Majority(42.9%)oftherespondentsfrom10000to25000.
 A. RECRUITMENT ANDSELECTION

Table4.1.7:Tableshowingthe jobsand get placement

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Placementcells 30 23.3%
Throughwebsites 60 45.1%
Newspaperadvert 28 21.5%
isement
Referrals 15 11.3%
Total 133 100

jobsandgetplacement

11% Placement cellsThroughwebsites

23%
Newspaperadvertisement
21% Referrals

45%

Chart4.1.7:ChartShowingtheIncomePerMonth

INTERPRETATION

FromtheAbovetable,it’sinterpretedthat23.3%oftherespondentsar
ePlacementcells,45.1%respondentsarethroughwebsites,21.5%ofthere
spondentsare

Newspaperadvertisementand11.3%oftherespondentsarereferrals.

INFERENCE

Majority(45.1%)oftherespondentsfromThroughWebsites.
Table4.1.8:Table showingthelettersyoureceivedfrom thecompany

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Offerletter 44 33.1%
Acceptanceletter 39 29.3%
Joiningletter 33 24.8%
None 16 12.0%
Total 133 100

lettersyoureceivedfromthecompany

12%
33%
25%

30%
Offer letterAcceptance letterJoiningletter
None

Chart4.1.8:Chartshowingthelettersyoureceivedfromthecompany

INTERPRETATION

FromtheAbovetable,it’sinterpretedthat33.1%oftherespondentsareOff
erletter,
29.3%respondentsareAcceptanceletter,24.8%oftherespondentsare

Joiningletterand 12.0%oftherespondentsareNone.

INFERENCE

Majority(33.1%)oftherespondentsfrom Offerletter.
Table4.1.9:Tableshowing
theRecruitmentteamconductedinductionprogram

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

AboutCompany 37 25.8%
ProductTraining 50 37.6%
Legal 34 25.6%
&Statutorylegislati
on
None 13 9.8%
Total 133 100

Recruitmentteamconductedinduction
program

10%
26% AboutCompanyProductTraining
Legal&Statutorylegislation
26% None

38%

Chart 4.1.9: Chart showing the Recruitment team conducted

inductionprogram

INTERPRETATION

From the Above table, it’s interpreted that 25.8%of the

respondents are About Company, 37.6%respondents are
Product Training,25.6% of the respondents are Legal &
Statutory legislation and9.8% of the respondents are none.

INFERENCE
Majority (37.6%)of the respondents from Product Training.
Table4.1.10:Table showing Whether you satisfied with the recruitment
team

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

61 45.9%
Satisfied

Highlydissatisfied 4 3.0%
Neithersatisfiedor nor 17 12.8%
dissatisfied
Highlysatisfied 43 32.3%
Dissatisfied 8 6.0%
Total 133 100

Satisfied with the recruitmentteam

6% Satisfied
Highly dissatisfiedNeither satisfied or nordissatisfie
32% 46% Highlysatisfied
Dissatisfied

13% 3%

Chart 4.1.10: Chart showing the satisfied with the recruitment

team INTERPRETATION

From the above table it is interpreted that 45.9% of the respondent

satisfied,3%of
the respondents highly satisfied, 12.8% of the respondents
Neither satisfied or nor dissatisfied, 32.3% of the respondents
Highly satisfied, 6% of the respondents Dissatisfied.

INFERENCE
Majority(54.9%)of the respondents from Satisfied.
TRAINING AND DEVELOPMENT
Table4.1.11:Tableshowing the conducting training on any areas
PARTICULARS NO.OF RESPONDENTS PERCENTAGE

HR&Admins 21 15.8%

Finance 64 48.1%

Production 38 28.6%

Safety 10 7.5%

Total 133 100

Conducting training on any areas

7% 16%
HR&AdminsFinanceProduction
Safety
29%

48%

Chart 4.1.11: Chart showing the conducting training on any

areas INTERPRETATION

From the Above table, it’s interpreted that 15.8%of the

respondents are HR & Admins, 48.1% respondents are
Finance,28.6% of the respondents are Production and 7.5%of
the respondents are Safety.

INFERENCE

Majority(48.1%)oftherespondentsfrom Finance.
Table4.1.12:Tableshowing the trainer is component and Knowledge
person

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Excellent 21 15.8%
Fair 64 48.1%
Average 38 28.6%
Poor 10 7.5%
Total 133 100

Trainer is componentant and Knowledge

person

7% 16%
ExcellentFairAverage
Poor
29%

48%

Chart4.1.12:Chart showing the trainer is component and

Knowledge person

INTERPRETATION

From the Above table, it’s interpreted that 15.8% of the

respondents are
excellent,48.1%respondentsareFair,28.6%oftherespondentsare
Averageand7.5%oftherespondentsarePoor.

INFERENCE
Majority(48.1%)oftherespondentsfrom Fair.
Table 4.1.13: Table showing Based on the training conducted by
the traineronthe areas can beshown anydevelopment

PARTICULARS NO. PERCENTAGE

OFRESPONDENTS
Agree 70 52.6%
Disagree 13 9.8%
Neither agree 27 20.3%
nordisagree
Stronglyagree 5 3.8%
Stronglydisagree 18 13.5%

Total 133 100

Training areas can be shownany

development

13% AgreeDisagree
4% Neither agree nor disagreeStronglyagree
Stronglydisagree
53%
20%

10%

Chart 4.1.13: Chart showing the training areas can be shown

anydevelopment

INTERPRETATION
From the above table it is interpreted that 52.6% of the
respondents agreed, 9.8%of the respondents disagreed,
20.3% of the respondents neither agreed nordisagreed, 3.8%
of the respondents strongly agreed, 13.5% of the
respondentsstronglydisagreed.

INFERENCE
Majority(52.6%)of the respondents from Agree.
Table4.1.14:Tableshowingthetrainingareas youareinterested

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Welfare 18 13.5%
Fireandsafety 39 29.3%
ManagementAndskills 56 42.1%
Timemanagement 20 15.0%
Total 133 100

Training areas you are interested

15%14%

29% welfare
42% Fire and safetyManagementAndskills
Timemanagement

Chart 4.1.14: Chart showing the training areas you are

interested

INTERPRETATION

FromtheAbovetable,it’sinterpretedthat13.5%oftherespondentsarewel
fare,
29.3%respondentsareFireandsafety,42.1%oftherespondentsareMa
nagementandskillsand 15.0%ofthe
respondentsareTimemanagement.

INFERENCE

Majority(42.1%)oftherespondentsfromManagementAndskills.
 B. PERFORMANCEAPPRAISAL

Table4.1.15:Tableshowingtheperformance appraisalfortheemployees

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Monthly 21 15.8%
Quarterly 40 30.1%
Half yearly 52 39.1%
Annually 18 13.5%
Total 133 100

Performance appraisal for the employees

14%16% MonthlyQuarterlyHalfyearly
Annually

40% 30%

Chart4.1.15:Chart showing the performance appraisal for the employees

INTERPRETATION

From the Above table, it’s interpreted that 15.8% of the

respondents are Monthly,30.1% respondents are Quarterly,
39.1% of the respondents are half yearly
and13.5%oftherespondents areAnnually.

INFERENCE

Majority (39.1%)of the respondents from halfyearly.

 Table 4.1.16: Table showing the Department conducting the
PerformanceAppraisal

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Subordinates 48 36.1%
HR&Admins 49 36.9%
Finance 18 13.5%
Production 18 13.5%
Total 133 100

Departmentconducting thePerformance
Appraisal
SubordinatesHR&Admins Finance Production

14%

36%
15%

37%

Chart 4.1.16: Chart showing the Department conducting the

PerformanceAppraisal

INTERPRETATION

From the Above table,it’s interpreted that 36.1%of the

respondents are Subordinates, 36.9% respondents are HR&
Admins, 13.5%of the respondents areFinanceand 13.5%ofthe
respondents areProduction.

INFERENCE

Majority (37%) of the respondents from HR & Admins.

 Table4.1.17:TableshowingtheAppraisalconductivityonwhatdegrees

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

80 % 31 23.3%
160 % 41 30.8%
320 % 15 11.3%
360 % 46 34.6%
Total 133 100

Appraisalconductivityonwhatdegrees

23% 80%
35% 160%
320%
360%

11% 31%

Chart 4.1.17: Chart showing the Appraisal conductivity on

what degrees

INTERPRETATION

FromtheAbovetable,it’sinterpretedthat23.3%oftherespondentsare8
0%,30.8%respondentsare160%,11.3%oftherespondentsare320%an
d34.6%ofthe
respondentsare360%.

INFERENCE
Majority(34.6%)oftherespondentsfrom360%.
 Table4.1.18:TableshowingtheFinalDecisionsmade
bythesuperiors

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Management 30 22.6%
Manager 42 31.6%
ReportingManager 15 11.3%
Others 19 14.3%
Total 133 100

FinalDecisionsmadebythesuperiors

18%
28%

14%
ManagementManager
ReportingManager
Others

40%

Chart4.1.18:ChartshowingtheFinalDecisionsmadebythesuperiors

INTERPRETATION

FromtheAbovetable,it’sinterpretedthat22.6%oftherespondent
sareManagement, 31.6% respondents are Manager, 11.3% of
the respondents areReportingmanagerand14.3%of
therespondentsareothers.

INFERENCE

Majority(40%)oftherespondentsfromManagers.
STATUTORYCOMPLIANCE

Table4.1.19:TableshowingtheAwarenessofsociallegislative

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Excellent 31 23.3%
Fair 35 26.3%
Unfair 47 15.0%
None 20 35.3%
Total 133 100

Awarenessofsociallegislative

23%
36%

ExcellentFairUnfair
None
26%
15%

Chart 4.1.19: Chart showing the Final Decisions made by

the superiorsINTERPRETATION

From the Above table, it’s interpreted that 23.3% of the

respondents are
Excellent,26.3%respondentsareFair,15.0%oftherespondentsar
eUnfairand35.3%oftherespondentsareNone.

INFERENCE

Majority(26.3%)oftherespondentsfromnone.
FINDINGS
FINDINGS OF THE STUDY
After conducting the study on “Recruitment and Selection Process in Ambuja
Cement” the findings were as follows.

 It is quite clear that 50% of the respondents are satisfied with the present
recruitment process adopt by the company, 30% of the respondents are not
satisfied with the present recruitment process adopt by the company while
remaining 20% of the respondents could not say anything.
 It is quite clear that 20% of the respondents are recruited internally in this
company, 45% of the respondents are recruited by test and interview, 20% of
the respondents are recruited on the reference and remaining 15% of the
respondents are recruited on gate.
 It is clear that 40 % of the employees feel GD a very interesting in the
recruitment process part and remaining 20% each feel written test, interview
and all the above process the interesting part of recruitment process.
 It is clear that 40 % of the employees feel that written is the lengthy in the
recruitment process and remaining 20% each feel Group discussion, interview
and all the above process is the lengthy part in recruitment process.
 It is quite clear that 50% of the respondents are agree that the question asked in
the test are level to the post offer, 30% of the respondents are not are agree that
the question asked in the test are level to the post offer while remaining 20%
of the respondents could not say anything.
 It is quite clear that majority of the respondents are agree that the post offer
and salary are equal to the employment notice and remaining 30% of the
respondents are not agree that the post offer and salary are equal to the
employment notice.
 It is quite clear that 25% of the employees are having a good experience about
the company at the time of joining, 40% of the employees are having a fair
experience, 15% of the employees are having a best experience and remaining
20% employees are not having a good experience about the company at the
time of joining.
 It is quite clear that 60% of the respondents are satisfied with induction and
orientation process and remaining 40% of the respondents are not satisfied
with induction and orientation process of the company.
 It is quite clear that majority of the respondents i.e. 80% want to give
suggestions for the company to improve recruitment and selection process and
remaining 20% of the respondents do not want to give any suggestions.
 .59.4% of the respondents are 20-30 years,31.6% of the respondents are 31-
40years,7.5%oftherespondentsare41-
50years,1.5%oftherespondentsare50yearsand above.

 58.6%oftherespondentsareMale,41.4%of the respondents are Female.

 23.3% of the respondents are Under Graduate, 50.4 % of the respondents

arePostGraduate,18%oftherespondentsareDiplomaand8.3%oftherespondentsa
reothers.

 23.3%of the respondents are finance

 50.4%of the respondents are HR,18%of the respondents are Production,and

8.3 %of the respondents are sales,9% of the respondents are others.

 17.3%oftherespondentsareAssistantExecutiveFinance,24.8%oftherespondents
areHRManagers,34.6%oftherespondentsareProductionHead,11.3%oftherespo
ndentsareSalesExecutive,and12%oftherespondentsareothers.

 42.9%of the respondents are 10000 to 25000, 36.1% respondents are 25000
to45000,21.1%oftherespondentsare45000to60000,and7.5%oftherespondentsa
re 60000 and above.

 23.3%of the respondents are Placement cells, 45.1%respondents are

throughwebsites, 21.5%of the respondents are Newspaper advertisement and
11.3%oftherespondents arereferrals.

 33.1%of the respondents are Offer letter, 29.3 %respondents are

Acceptanceletter,24.8% of the respondents are Joining letter and 12.0%of the
 respondentsareNone.

 25.8%of the respondents are About Company, 37.6%respondents are

ProductTraining,25.6% of the respondents are Legal &Statutory legislation
and 9.8%oftherespondents arenone
 45.9% of the respondents satisfied, 3% of the respondents highly satisfied,12.8%
of the respondents Neither satisfied or nor dissatisfied, 32.3% of
therespondentsHighly satisfied,6%oftherespondentsDissatisfied.

 52.6%oftherespondentsagreed,9.8%oftherespondentsdisagreed,20.3%oftherespo
ndentsneitheragreednordisagreed,3.8%oftherespondentsstronglyagreed,13.5%oft
herespondents stronglydisagreed

 15.8% of the respondents are excellent, 48.1% respondents are Fair, 28.6%
oftherespondentsareAverageand7.5%ofthe respondents arePoor.

 34.6%of the respondents are Agree, 18.0%respondents are Disagree,7.5%

oftherespondentsareNeutraland36.1%oftherespondentsarestronglyagree,
11.3%oftherespondentsarestronglydisagree.

 13.5%of the respondents are welfare, 29.3% respondents are Fire and
safety,42.1%oftherespondentsareManagementandskillsand15.0%oftherespondent
sare Timemanagement.

 15.8%oftherespondentsareMonthly,30.1%respondentsareQuarterly,39.1%ofthere
spondentsarehalfyearlyand13.5%oftherespondentsareAnnually.

 36.1%oftherespondentsareSubordinates,36.9%respondentsareHR&Admins,
13.5%of the respondents are Finance and 13.5% of the
respondentsareProduction.

95
CONCLUSION AND
RECOMMENDATIONS

96
CONCLUSION AND RECOMMENDATIONS

7.1 CONCLUSION
At the end I reach to the conclusion that Ambuja Cements Limited no doubt world
famous cement company. It has unique place in every Indian. By strong financial and
structural position it is top to his competitor. In era of globalization the company
growth and feature are safe. The price policies fowled by the company do separate to
its competitor. The recruitment and selection policies are very good. Talent search in
rural area, in my concerned first time adopted by any company in India.
In hole training period I learn a lot in Ambuja and find that some of the area where the
company required improvement like
Induction Process :It has been rightly said that if the beginning of a new voyage in
our lives be good, all goes well after that. The true in many organizations, which go
an extra mile when they have new employees on board. If a new hire gets inducted
into the organization in a proper manner, he/she feels more connected to the
organization and eventually, loyalty and long-terms association follow.
After joining a new organization, many of us find ourselves thrown into a new
environment, with a lot of apprehensions. This is where induction trainee can help
familiarize us with the organization’s philosophy, along with key business processes
and our work responsibilities.
It is absolutely necessary to unbolt the door to international business customs and
practices so as to enable international managers to conduct business successfully
around the world.
Cross Culture Issues: Today, when business has become global, to achieve success,
one not only needs to communicate in a language that can be understood, but also
needs to know the customs and the non-verbal practices of every culture.

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7.2 RECOMMENDATIONS
After conducting the study, the main recommendations were as follows:
 Alignment of talent acquisition strategy with the overall corporate strategic plan.
 Measuring workforce performance on the basis of quality of hire and time per
hire.
 Elimination of traditional paper methods and using latest technological
developments.
 Focusing on a long –term plan.
 Managing workforce wholly.
 Reducing the application process and workload for the job. Invite interested job
seekers to create a ‘self-profile’ which can be used in case a suitable job vacancy
arises.

98
REFERENCES

99
REFERENCES

 Hunter, J.E., Schmidt, F. L., & Pearlman, K. . Task differences as moderators of

aptitude test validity in selection: A red herring. Journal of Applied Psychology,
66, 166-185.
 Schmidt, F. L., Law, K., Hunter, J. E., Rothstein, H. R., Pearlman, K., McDaniel,
M. . Refinements in validity generalization methods: Implications for the
situational specificity hypothesis. Journal of Applied Psychology, 78, 3-12.
 Hunter, J. E. Cognitive ability, cognitive aptitude, job knowledge, and job
performance. Journal of Vocational Behavior, 29, 340-362.
 Hunter, J. E., & Schmidt, F. L. . Intelligence and job performance: Economic and
social implications. Psychology, Public Policy, and Law, 2, 447-472.
 Flanagan, J. C. . The Critical Incident Technique. Psychological Bulletin, 51, 327-
358.
 O'Driscoll, M. P., & Cooper, C. L. . Coping with work-related stress: A critique of
existing measures and proposal for an alternative methodology. Journal of
Occupational and Organizational Psychology, 67, 343-354.
 Michelson, B. J. . Leadership and power base development: using power
effectively to manage diversity and job-related interdependence in complex
organizations. Retrieved from
http://www.au.af.mil/au/awc/awcgate/au-24/michelson.pdf
 Christopher Duffy, The Business Experience in the Age of Reason, 1988.
 Mark J. Eitelberg, Manpower for company occupations, 1988.
 David R. Segal, Recruiting for Uncle Sam, 1989.
 www.ambuja.com
 www.googlescholars.com
 www.answers.com

100
QUESTIONNAIRE

101
QUESTIONNAIRE

Dear respondent,
I, Pragya Singh, MBA student of ‘ICCMRT INSTITUTE OF CO-
OPERATIVE & CORPORATE MANAGEMENT, RESEARCH AND
TRAINING
21/467, RING ROAD, INDIRA NAGAR is conducting a survey on the topic ““HR
POLICIES AND ITS IMPLEMENTATION”
AMBUJA CEMENTS LTD.” as a part of our curriculum. Your cooperation is
required in this endeavor and we assure that the following questionnaire will not take
much of your time.

DEMOGRAPHIC PROFILE

Name_______________________________

Age

Less than 20 years 20-40 years

40-60 years More than 60 years

Gender

Male Female
Designation:
Manager Executive Supervisor

Q1) Age distribution of workers at Ambuja Cement.

18-20 years
21-25 years
26-30 years
Above 30 years

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Q2) Are you educated?
Yes
No
Q3) If yes, what is your qualification?
10th
12th
Graduate.
Post Graduate

Q4) Did you satisfied with the present recruitment and selection process adopt by the
company?
Yes
No
Can’t Say

Q5) How did you recruit in this company?

Internally
By test and interview
On the reference
On gate

Q6) In whole recruitment process which part you feel very interesting?
Written test
GD
Interview
All

Q7) In recruitment process which part you feel lenghty?

Written test
GD
Interview
All
103
Q8) Are you satisfied with working conditions?
Yes
No
Can’t say
Q8) do you feel that the post offer and the salary are equal to the employment notice?
Yes
No

Q9) What is your experience about the company at the time of joining?
Good
Fair
Best
Not Good

Q10) Are you satisfied with the provision of medical facilities provided at Parle?
Yes
No
Can’t Say

Q11) Which language do you prefer during recruitment process?

Hindi
English
Both

Q12) Do you satisfied with the induction and orientation process?

Yes
No

Q13) Does the company takes any action after getting feedback from the employees?
Yes
No
Can’t Say

104
Q14) Anysuggesstions for the company to improve recuitment and selection process
…………………………………………………………………………………………
…………………………………………………………………………………………

Thank you.

105