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A Project Report On

Study of Hr practices of KEventer

STUDENT DECLARATION
I declare that the project titled A COMPARATIVE STUDY OF THE HR PRACTICES OF KEVENTER AGRO WITH OTHER CO. has been done by me and has not been submitted as part or full to any authority for award of any degree / diploma.

SIGNATURE

CERTIFICATE FROM THE INTERNAL GUIDE

This is to certify that the work embodied in the project report titled A COMPARATIVE STUDY OF THE HR PRACTICES OF KEVENTER AGRO WITH OTHER CO. done by Ms. was conducted under my supervision.

Signature Name of faculty: Prof

CERTIFICATE FROM THE EXTERNAL GUIDE


This is to certify that Ms. ., a student of the MBA has worked under our guidance and supervision. This Summer Project Report has the requisite standard and to the best of our knowledge no part of it has been reproduced from any other summer project, monograph, report or book.

Ms poulami Banerjee Sr. Exec - HR Keventer Agro Limited Date: Signature:

ACKNOWLEDGEMENT
It is quite impossible to complete any piece of study or research without the help of others. I am beholden to many learned and knowledgeable persons and well-wishers for the completion of my study through their sincere cooperation. I deem it a great pleasure to acknowledge them.

I would like to thank our Institute guide..for his kind guidance to carry out my project. I also thanks to my guide my guide Miss Poulami Banerjee, Sr. Exec - Hr, Keventer Agro ltd, who helped me to carry out this project successfully.

I also sincerely convey my thanks to all the faculty members of our institute . I should also thanks especially my classmates and family members without constant support and help I couldnt have completed this project.

PREFACE
The project aims at analyzing the different HR Practices that are generally followed in Keventer Agro Limited . The aim was also to find out the existing capacities of the facilitating HR framework in the basement of HRM in Keventer. An effective Human Resource Management Practice is an essentiality for an organization. The perfect coordination inbetween the different levels of managers , the managing committee and the employees is the eccentric backbone for the smooth functioning of an organization . The research began with the study of the HRM department in Keventer ,their various gamuts of activities and their different techniques generally practiced in terms of grievance handling in the organization. In this respect some discussions were made with the senior and junior officials of the HR Department and their ideology of HRM management in future. The study was directed towards the analysis of different types of techniques of HRM management at different levels in the organization. The basis of such an effort was to account for an harmonious growth of the organization in the near future.

The data was collected from the following sources:

Primary sources: Records of previous years HRM

Information provided by the senior HR executives and other officials of Keventer .

Secondary sources: Secondary data was collected from the internet and various magazines, circulars issued by Keventer .

EXECUTIVE SUMMARY
The main facet of study of HRM in Keventer included the following phases: Theoretical study on the HR management techniques in Keventers .
The study of the different aspects of HR modules

practiced in Keventers .
The analysis of each such module of study to find out the

drawbacks (if any ) of Keventers.


A graphical analysis was based on such study and a

conclusive

recommendation

was

drawn

on

the

organization and its effectivity of HRM practices in it.


The entire pre-exhaustive study was used to draw a

recommendative encapsulation for the betterment of the organization. The HRM practices of Keventer are to find out the effectivity of the present system of HRM practices in the organization by the help of private interviews in the organization. The result was kept confidential and the analysis was made on an unbiased basis. The ultimate aim of such a study was to find out the level of employee satisfaction in Keventer Agro Limited, in respect to the different aspects of HR practices involved in it. The ultimate aim of such an effort was to develop a PMS and a better appraisal system for the employees involving better grievance redressal and other modes of employee retention techniques. The overall aspect was to develop a better basement of employee handling and redressal in the organization.

ABOUT THE COMPANY KEVENTER


Processing the future

Keventer Agro Limited, Group Company of Keventer Group has over 125 years in the Food Processing Industry in India. Keventer exports Alphonso Mango Pulp, Totapuri Mango Pulp, Guava Pulp, Sweetened Alphonso Mango Pulp, Mango Pickle, Sesame Seed, Cashew Nuts, Peanuts, Cumin Seed, Fennel Seed, Fenugreek, Coriander Seed, Bakery Ingredients, Fruit Jams, Tutti Fruity, Red Chilies & Button Mushrooms etc. to various countries. Established in the year 1986, we Keventer Agro Ltd are part of Rs 10.50 billion Keventer Group, the trendsetter in the Dairy and Beverage industry. From the last 20 years, we have served our customers with impeccable quality products at most affordable rates. Today, we are the leading manufacturer and exporter of Fruit Beverages, Fruit Pulp, and Bakery Ingredients. With voluminous experience of food processing industry, we have acknowledged the

taste and preferences of our wide spectrum of customers and serving them with brands like Frooti-India's most loved mango drink, Appy apple juice, Njoi milk shakes and Metro dairy milk and Icecreams. In our foray to continuously venture into new markets, embrace new challenges and adapt changing trends we took over the food export division of M/S Eicher customers across the globe. It was not just a International Ltd. The division exports food products such as Mango Pulp, Guava Pulp, Sesame Seeds, and Bakery Ingredients to various takeover of management but a merger of trust and goodwill with innovation and technology. We fully realize that the growth of an organization depends on the growth and happiness of its people. We believe in expanding further by attracting and retaining the best talents, investing in the development of people, recognizing and rewarding performance and introducing best practices aligned to the challenging environment.

Aim
Our aim is to live up to the trust of customers who have strong belief in Eicher international, as well as employ our expertise to take it further and beyond. We will continue to maintain the tradition of high quality standards set by the earlier management and improve them even further by adapting the latest technology and meeting the changing needs of the consumers.

Vision

We exist because our customers exist.We take pride in bringing value to their lives. This is reflected in our passion for providing excellence in our products and services. We shall create an environment where every Keventerian feels happy and committed to deliver his best. We will be amongst the most preferred organizations to work and deal with in the country.

Mission
Our Mission is to be a part of people's daily food & beverage intake through manufacturing and marketing of processed food and value added agro-products. In pursuit of the above we will:

Have significant presence in the chosen markets by achieving leadership position in 5 years from now, in terms of brand image and market position.

Ensure that our market share in select product lines would be either No.1 or No. 2.

Adopt state-of-the-art technology and environment friendly practices in manufacturing, storage and distribution of our products.

Be chosen by customers for high quality of our products, their availability and pricing.

Be one of the most trusted business houses for our associates where they shall enjoy their business relationship with us and share mutual growth.

Ensure that our employees at all levels are constantly challenged to give their best and they shall find that working with Keventer is the most enriching experience. Their continuous training and development shall be of utmost importance to the organization.

KEVENTER AGRO LTD

Triumphs invite expectations. With creditable beginnings and a pristine canvas to create meritorious impressions, the Keventer Group set to work. The takeover demanded supreme-caliber backend supports to create a legacy of excellence in the market. With the essentials in place, the Group entered into a franchisee agreement with the food and beverage giant - PARLE to manufacture, package, distribute and market its well-known brands namely FROOTI - a popular mango drink, Appy and Appy Fizz- the instyle apple drinks and Bailey packaged drinking water. In no time, it earned the coronet of being the first to introduce aseptic packaging in the beverage category, a high-end packaging procedure that preserved the natural goodness of drinks in hygienic packs. The various products keventer agro ltd are as follows:

UTSAV
Taste of purity

Nature is witness to the fact that an end to evolution tempts the closing chapters of any organization. Having accepted the adage, the Group garnered a combined judgment to give birth to a creation of its own. And thus was born - a premium mustard oil under the brand name UTSAV. Years of commendable experience in packaging, distribution and through understanding of the market acted as a major support element. Today UTSAV has earned a place amongst the leading mustard oil labels in the country and is without doubt every housewife's preferred choice.

METRO DAIRY
Beyond the obvious

By now, Keventer Agro Ltd. had amassed for itself accolades from far and wide. Their expertise in the AGRO industry stirred a desire to venture out into the Dairy sector and repeat history. Thus was born Metro Dairy in the year 1994. India's first dairy project in public private partnership, it emerged as the market leader in the category leaving behind acclaimed dairy named like Mother Dairy, Kwality Walls to name a few. A three-way joint venture was signed between West Bengal Milk Federation, Keventer and NDDB, forming 'Benmilk Keventer Limited' to enhance milk supply in Kolkata. The initiative had a strong backbone of:

An ultra-modern, state-of-the-art plant - the most modern plant in Asia. Fully equipped with complete automation and very high level quality and state-of-the-art control systems allowing a churn of 4,00,000 litres milk per day.

The fully automated plant restricts any hand touch right from the time milk is brought out from tankers till the point milk is finally packed.

World Bank funded the project under Operation Flood, Phase III with the objective of providing fair treatment to farmers and eliminating middle men.

Having earned laurels in the milk industry, the Keventer Group extended its Midas touch to the ice-cream category in 1998. In a handful of years, established itself as the reigning market leader. Highly affordable, yet superlative in quality, the brand bought to life the very essence of the company - "Attracted by price, retained by quality". Small wonders that it soon began to adorn every household refrigerator. A delicacy then had become regularity now. The effects started to show in the back-end work station where the storage capacity of the plant had to be amplified eight times since the launch of the product. Currently 20,000 litres of ice cream is produced per day.
Today our Milk unit commands 40% of the market share in the pouch segment in greater Kolkata. While the ice cream unit is the frontrunner with 55% market share.

EXPORTS
Global mindsets local application

The company exports food products such as Mango Pulp, Guava Pulp, Sesame Seeds, and Bakery Ingredients to various customers across the globe. Keventer Agro exports a variety of mango pulp, specially the Alphonso and Totapuri spices, cashews sesame seeds, bakery items, apple concentrates which confirm to the highest quality standards. The countries where KAL eported are USA, UK, GERMANY, SINGAPORE, VIETNAM, SAUDI ARABIA, SUDAN.

The Group takes pride in :

Being the only company in India to have invited independent and reputed agencies to provide online quality assurance during pulp production. Having an alliance with SGS, a company of international repute in the food quality field to provide quality certification to the plant. Following highest quality standards at each step, right from sourcing of premium quality raw materials to hygienic packaging of the products. To subject the food products to rigorous in-house quality control processes and have them approved and awarded with the ISO and the HACCP quality certifications from international organizations of repute like SGS, TUV NORD. Being supported by competent core team who professionally manage the food division. Supplying raw material to a host of domestic and international consumers like Coke, Pepsi, Maaza, RC Cola and Frooti etc.

JUICES

FROOTI
Indias most favored mango drink

Frooti, or Mango Frooti, as it is popularly called, is the largest selling mango drink in India. It is the flagship product of and the most successful drink offered by Parle Agro India Pvt. Ltd. Frooti was launched in 1985 in Tetra Pack packages. It is also now available in PET bottles and triangular shaped packs Frooti was launched in a green rectangular TetraPak as a ready-toserve mango drink. Although, it wasnt the first mango drink, Frooti quickly acquired a large market share. The packaging played a major role behind its success, since it could be carried easily and conveniently. Frooti also provided a refreshing mango taste that translated into a huge demand for itself. The tagline MANGO

FROOTI, FRESH AND JUICY, helped the brand strengthen and consolidate its position as the leader.

CANDICO LAUNCH

17th January 2011 marked the beginning of a new era for the keventor group. It was the launch of candico. KAL entered into a 50 % partnership with Candico the largest Indian confectionery manufacture to distribute their wide range of products in India. Keventer with its netwok spread in 300 cities will endeavor to make Candico a major player in the confectionery market Business Plan: Objective:

Become within 3 years Indias 2nd largest manufacturer. 4th largest brand in confectionary. Largest organized sector exporter in confectionary. Increase Food Product portfolio to emerge as a major food player in India.

CANDICO

High growth from Candico product basket. Penetration into unrepresented geographies in current markets. Beef up / strengthen distribution in the underperforming towns of current market. Open new markets. Launch new high value products with higher gross return per ton.

Candico has achieved sales of 700tpm in the past. Sales projection for 2011 -12 is pegged at 350tpm or 4200tpa. Sales projection for 2012 -13 is pegged at 450tpm or 5400tpa. CONTRACT MANUFACTURE

Increase tonnage from ITC Get new large contracts to increase production and achieve 100% utilization of plant capacity.

ITC is the largest contract. Current demand is for 350 to 420tpm for Toffees and Candies. ITC wants supply of 785tpm from 2011 2012 onwards. ITC full load will be between 1135 to 1205tpm at min-max tilt. EXPORT

Re-open in under developed countries like Africa and Middle East. Open new markets in developed countries for high value products.

Very high potential for exports because of good availability of raw material and cost arbitration compared to other countries. In the second year of operation has exported 750tpa. Countries to concentrate on are: African Continent for high volumes, low recovery. Middle East (Mall SKU) for medium volume, high recovery. BRAND CANDICO 13 years old. Incorporated in 1997 as Candico (I) Limited; Headquarter in Delhi.

Owns Indias largest single location confectionary plant with state of the art vertically integrated facility in Nagpur. Range of products comprise of candies, gums, toffees, clairs, tablets, breads and rusks. Popular brands are Loco Poco, Koffi Toffi, Jumbo Gumbo, Time Bomb Vast distributions network all India. Key Export markets are UK, Mongolia, South Africa, Uganda and Israel. Contract manufacture for large Indian and MNC brands as ITC, Nestle and Unilever. BRAND MILESTONES

1987 First manufacturer of compressed confectionary tablets in India. 1990 Successfully launched the Mint O vs Polo campaign. 2002 03 Loco Poco became Indias second largest bubble gum brand. 2004 05 Began exports, Launched innovative products as Indias first Gum Candy & Sur Gumball. Plant got HACCP & ISO 9001-2000 certification.

2006 Started selling to organized retail outlets. Introduced innovative consumer packs. 2007 Largest Indian confectionary exporter. 2008 Agreement signed with large retail format brands as Reliance, Bharti and Walmart Plant received ISO 2200 2005 certification.

No history of labour trouble since inception. Brands have been category leaders 1995 Mint O, 2000 Koffi Toffi, 2001 Loco Poco and 2003 Time Bomb.

Has unique products like pectin jellies and coated candy.

BUSINESS TYPES 1. Domestic regular and Modern Trade 2. Contract 3. Exports 4. Others revenue stream from Bakery and Specialty products.

CURRENT BUSINESS SCENARIO


Market size estimated to be INR 20 billion. The split is: Candies Toffees Rs.15590 Mn 62%, Chocolate Rs.3500Mn 18% Gum Rs.3910Mn 20% Economy growing at second highest clip, next to China. Witnessing retail boom. Confectionary industry expected to grow commensurate with economic growth. Candicos estimate is that the unorganized sector is as big as the organized. Larger players are growing faster than smaller regional brands. Industry has been stricken by big fish gobbling the small. MNC brands have been buying up Indian brands since 2004 WRIGLEY Joyce & LOTTE Parry, 2006 GODREJ Nutrine, 2007 HERSHEY Godrej

BRANDSCAPE

In Gums the players are Hersheys. Candico, Perfetti, Lotte, Cadbury. In Candy they are Parle, Candico, Lotte, Ravalgaon,Cadbury, Hersheys, ITC. In Toffee the players are Lotte, Hersheys, Candico, Perfetti, Parle, Wrigley, ITC Ravalgaon. In Jelly the only player is Candico. In Eclairs there are Cadbury, ITC, Candico, Nestle, Hershey, Lotte. In Tablet only Candico and ITC.

Candico is the only brand that is present across all segments/types of confectionary. FUTURE BRAND STRATEGY (overview) It is a four edged sword based on Candicos strengths built and nurtured over the years. Since the country is in the midst of a high

growth trajectory the first three quadrants of the wheel should be our immediate focus aiding which will be the current brand equity of Candico. They are Seeking Growth from additional big ticket Contract Manufacture, Larger tieups and presence in organized retail, More Exports in volume and value. Branded domestic sales will require to be looked at beyond what is currently in place once we have got our act at a more than satisfactory level in the other three sections. This Branded sales will require large budgets as the players who have crept in and started consolidating since 2004 are all MNCs.

KEVENTER FRESH
Fresh fruits Healthy traits

+
The strides of the Retail Industry have been colossal. Surprisingly, when a few years ago, the very existence of this sector had been a distant reverie! States nationwide have watched in awe, as the shining, glamorous 'glass places', to sound modest, have been unveiled with aplomb. This time round, the Eastern part of India has kept stop with this phenomenal growth. And Keventer Group-Keventer Fresh has undoubtedly played a major part in this upheaval. The journey was a long one. And the foundation had to be laid cautiously. Hence the Group embarked on the voyage by identifying basic factors that affect proper distribution and sale of produce. Keventer Fresh Ltd. (KFL), a company promoted by Keventer Group, has set up a Post Harvest Processing and Packaging Center for Horticulture produce with state-of-the-art technology for sorting,

grading and packing of fruits and vegetables and various other food items, besides being declared an Agri Export Zone (AEZ) for vegetable by the Govt. of West Bengal. KFL is also setting up a Post Harvest Agro Infrastructure of nearly 200,000 sq. ft. Both the aforementioned centres are at Barasat, near Kolkata a an estimated cost of INR 300 million, where processed fruits and vegetables will be packed and despatched in palletized form under controlled atmospheric conditions. This facility has started operations from January, 2008, and includes :

Collection and pre-cooling of fresh produce from the farms. Processing (cleaning, sorting, grading and storage under controlled atmosphere). Fruits Ripening Chambers (specially for bananas). Packaging in various formats to ensure freshness of the produce Transportation of fresh horticulture / agricultural produce to the Distribution Centers / Stores.

KFL has also started to cater to institutional segments, super markets and retail chains by providing specialized facilities in its Packaging Centre including supply of good quality fruits and vegetables. Being GMP certified, the processing unit will follow ISO procedures and acquire HACCP certification apart from strict adherence to its own quality standards. It is also proposed to obtain certification under the Euro gap for supplies to retail chains in Europe in the future. Keventer Fresh has set up a pilot project to study different factors affecting fresh produce and the technological interventions to handle these, in order to preserve freshness and to create a win-win situation for both farmers and the consumers. KFL has also started its own innovative Direct to Home delivery model in F & V segment. KFL has also ventured into Multi-speciality health foods and functional foods under the brand Keventer's Organique. KFL is now

embarking on a pan India operation by sourcing fresh and exotic fruits from India and outside the country and distributing all over India.

KEVENTER PROJECTS LTD


Rising Larger than life

After having created waves in the dairy, agro and a number of other allied sectors, the spirit of entrepreneurship yearned to reach out to a more essential need of mankind, LIVING. Armed with a history of repeated successes and the urge to enrich people's lives, the Keventer Group started erecting marvels of 'brick and mortar' not only in Kolkata but also in cities like Chennai and Delhi. In no time the Group added to its feather of achievements a wondrous 1.2 million sq. ft. of realty masterpieces. Soon enough, it also earned an ISO 9001:2000 certification. This mark of supremacy has been endowed on the Group because of its:

Uncompromising pursuit of excellence in setting benchmarks in the real estate development. Partnership with top contractors and comprehensive on-site training for workers.

Westwind - the Group's prized creation and a masterpiece in the realty sector is:

A creation built with the use of innovative technology. Each flat is swept with sunshine and a lilting breeze inviting you into the apartments brought by the natural air tunneling system.

Numerically the entire project is adequately segregated into 72% of sprawling lush greens and a mere 28% of brick and mortar.

Apart from the abstract pleasures of life, the complex also has various facilities like yoga room, international standard tennis. Sound levels are to be kept below 45 decibels. Special mock fire drills are conducted to train residents for smooth evacuation of the complex during emergencies like fire.

Other successful MKJ Projects in Kolkata are Middleton Manor, The Tolly Residency, Tolly Gardens, Landsdown Heights, Satyam Apartments, Maurya Centre, Regent Apartments, Marquis Court. Besides there is also a commercial building called Business Tower and a shopping mall called Century Plaza. Westwind Debaangan, another housing project at the spiritiual hub, Belur is ready to usher in residents.

KEVENTERS RISHRA

A concoction of luxury and entertainment. Keventer is coming up with its new residential-cum-commercial complex that promises to become the next big thing in Rishra.

HIERARCHIAL STRUCTURE OF THE ORGANIZATION


SALES DEPT NOTE : IN DESCENDING ORDER
SR. VP CONTROLLER SALES RSM SR ZSM ZSM SR ASM ASM TSM SR EXEC EXEC TSI SALES TRAINEES

Introduction about HR
Human Resource Management The term human resource management has been commonly used for about the last ten to fifteen years. Prior to that, the field was generally known as personnel administration. The field did not normally focus on the relationship of disparate employment practices on overall organizational performance or on the systematic relationships among such practices. HRM developed in response to the substantial increase in competitive pressures. Human Resource (HR) managers are concerned with designing overall employment systems that are internal complementary and ultimately contribute to the firms attainment of its principal goals. Its features include:

Organizational Management Personnel Administration Manpower Management Industrial Management

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. Human resources management involves 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. When effectively integrated they provide significant economic benefit to the company.

Workforce planning Recruitment selection) (sometimes separated into attraction and

Induction, Orientation and On boarding Skills management Training and development 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) Employee benefits administration Personnel cost planning Performance appraisal Labor relations FUNCTIONS

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding the staffing needs of an organization 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 (forprofit 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 haveand are aware ofpersonnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?"

The HRM function and HRD profession have undergone major changes over the past 2030 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 an important 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.

Keventer HR Practices HR Acquisition


1) Recruitment Recruitment sources followed in Keventer: a) Getting the candidates through job portal. b) Employee reference c) Through the existing employee data base (self application) d) Few institutes and consultancies

2) Selection Selection process assumes rightly that, there is more number of candidates than the number of candidates actually selected, where the candidates are made available through recruitment process. Therefore keventer selects the candidates through telephonic interview.

The personal interview is conducted with the team heads. The personal interview consisting of two rounds one is the Technical round and another is the HR round. 3) Job fitment (Placement) In job fitment keventer looks for a certain criteria, but then it varies from case to case and levels for selecting candidates in sales it prefers localities so that they know the area, culture and language of the area for high posts in sales candidates from FMCG sector are preferred. While selecting the candidates for placement they consider the sector of the candidate for which he or she is suitable and the candidates job experience as in various levels. Freshers and trainees are not much entertained; they are recruited as per the requirement. While launching a new product it is being kept in mind to involve some old employees in addition to the new ones. Job fitment is a process in which the characteristics of the job are given below i.e. hours of job, required manpower, level of skill, education and qualification , technical knowledge and years of experience and it is up to the employee to find whether the job characteristics are exactly suitable for him , if he or she is really suitable for the post then they will take up the job and if its not then they will discard the job. 4) Induction The procedures followed in keventer after selecting the candidates and placing the right person in the right job, are as follows: a) Calling the candidates to the head office and then taking all the documents of the candidates. b) Telling him the policies and other benefits of the company.

c) A meeting is fixed with the HR in the HO but for the out of station its not possible so a telephonic conversation is done with the candidate by the HR and the joining kit is sent 2 him by post. d) Then a meeting with their respective head i.e. immediate boss is being fixed to discuss about their job responsibilities, working culture and other minute details.
e) Any confusion regarding policies of the company is resolved

over the telephone for the candidates placed out of the station.

Compensation and Benefits


Compensation is a type of package that is generally offered to a person who is intending to join the organization after satisfying all the selection procedures of the selectent. Keventer tries to offer the package which is matching with the employees experience and his or her qualification. 1. Base compensation The monthly gross components of CTC in Keventer are as follows:
Basic allowance HRA ( House rent allowance) DA ( Daily Allowance ) Personal allowance which few companies give Site allowance (it is subject to location generally for

sales people when they get shifted from native place to another and its removed when they come back to the native.)
Phone allowance

PF(Provident Fund ) (it is 12% of basic ,from the

employer entire 12%percent goes to provident fund and from the employee 8.33 percent goes to

pension scheme and remaining 3.67 percent goes to the EPF fund.)
ESI (Employee State Insurance is applied when its

up to 15000 and if it is above then it isnt considered. ESI deduction is always taken on gross salary.)
PF Tax (Professional Tax is calculated on various

levels, and there is no PF Tax in states like Delhi and Rajasthan.)


LTA (Local Travelling Allowance) is equal to persons

one month basic.


Bonus is there which is included in CTC which is

statutory 8.33 %.
There is medical claim facility, the premium is also

included in a persons CTC .If a person is outside ESI he will be entitled to medical reimbursement. Medical reimbursement is equal to persons one month basic of a person which is outside ESI.

Net Salary is the monthly gross salary less PF (Provident Fund) less ESI (Employee State Insurance) and less PF Tax (Professional Tax). Net Salary = Monthly Gross Salary PF ESI PF Tax 2. Benefits and Incentives
450 per month for 1 child only, which is outside CTC and

included in Children education allowance

Phone allowance which is outside CTC Best team award Target achievement award For sales people specifically there is expense travel allowance

and DA (daily allowance).

TADA (Travel allowance Daily Allowance) have fixed rate for managerial level. From junior level starting from say 130 to 300 and only for hilly region they give slightly more and for North India they follow a different rate.

3. Incentive Incentive is given to sales employees; this is variable component which is given when they achieve their target. For factory people they have production incentive and other than sales there is half yearly incentive which is included in CTC.

HR Development
1) PMS (Performance Management System) Performance Management is basically a process for

establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long-term. In keventer the PMS is conducted in the month of December, they have a standard form which comprises of job description and KRA and depending on that rating follows. A standard PMS form is given

to every employee; whoever is entitled for PMS forms started distributing from the mid November. 2) Training and Development Training refers to teaching , learning activities carried on for the primary purpose of helping members of an organization to acquire and reply the knowledge , skills , and abilities and attitudes needed by that organization .It is the act of increasing the knowledge and skill of an employee for doing a particular job. Therefore in Keventer there is a budget for training and development. It doesnt happen in regular basis because these employees are not available for training. 3) Organization Development Organization Development can be defined as a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets and challenges, and the rate of change itself. Organization Development doesnt happen much .It happens after Performance Management System.

Integration and Maintenance


Communication Formal communication and informal communication takes place in Keventer. Its a two way procedure. There are four departments: Marketing, Finance, HR, IT and Back support sales. Each

department had their respective heads and employees in their respective departments can communicate to their immediate heads. Integration of HR Integration of HR means integrating human resources in the organization and fitting the employee according to the culture and climate of the organization. The word OCTACPAC is a HRD term related to the culture of the organization.

Culture: In keventer they have an open culture system. Few employees who are staying in the company for long period of time, they do not prefer any change and are not fully aware of the corporate culture.

OCTACPAC
Openness is there in the company Confrontation is there 60-70 % Trust is a very relative term they have to put an average

term 60 70 %
Autonomy is not also 100 %. Freedom cant b given every body and every dept.

It is

being bound by their rules and regulation which is being given by their team heads subject to the rule s and regulations.
Proaction- proactive depends on a case to case basis.

Every time cant b prevailed. Act according to the situation coming in.
Authenticity- People tries to be authentic as far as

possible. Auditing take place. Sap is there for finance, hr and sales support.

Collaboration:

Recent

collaboration

with

an

Irish

company for cattle field, and a another collaboration will be happening with the company GFA, a Geneva based

Co-operation:

There

is

inter-

department

and

intra

department co-operation.

Climate: As a whole its very good, not much rigidity, no

time restrictions.

HR Mobility Transfers come as business requirement comes in and lots of transfer comes in too. For every team there are specific team heads. While launching a new product there should be a mixed team, few experienced keventerians and some new employee.

COMPARATIVE CASES
PEPCICO.
RECRUITMENT
PEPSICO employs through both formal and informal ways of recruitment. Departments tell their need to HR department. And then recruitment is done on the requirement by the project. All candidates send their CVs by post; they are then short listed and called. So those candidates then report at the PEPSICO from where they are sent to the Human Resource Department for further interviews. But recently PEPSICO has devised a new way of recruitment i.e. Online Applications. They give Ads in leading newspaper and use some other mass media communication channels and then receive applications and CVs online. In this way huge paper work is reduced and recruitment process is improved in terms of efficiency and convenience with the use of technology.

Sources of Recruitment
PEPSICO uses both Internal and External Recruitment. But the priority is given to the internal if the employee has the capabilities, required by the management for working on that post. In Internal recruitment they ask for employee referrals. Any employee can refer any competent and potential person and if the referred person comes up to their expectations and hired, then the one who referred is rewarded with a bonus. In External environment the companys corporate Image matters a lot in a way that not only new candidates are attracted but also people who became a part of it in past.

Selection Process
1. The Application The employment application is candidates first chance to present his qualifications to the Organization. As such, it is extremely critical for his/her continued participation in the examination process. Before beginning, one has to review thoroughly what the Job Announcement specifies as the requirements to qualify for the position. Candidate must meet these criteria to be considered for the position; ensure that, otherwise candidate will be wasting his effort in completing the application. Most entries on the form are selfexplanatory, but a few pointers on filling it out may help 2. Written Exams Written exams are usually obtained from one of several test construction firms available to them. These tests are designed to determine level of technical and/or analytical abilities associated with the particular position for which candidate had applied. The test which is conducted in PEPSICO selection purpose is TEST OF COGNITIVE ABLITIES. This test is mostly taken from fresh graduates. Whereas, some people are selected on the basis of experience. 3. Performance Exams Performance exams test ability to accomplish specific job-related tasks by providing the opportunity to actually perform them. These tests are scheduled through the Human Resources Department office, with notification in writing of the date, time, location and duration of the test. Instructions will be given on the tasks to be completed and then asked to complete them. Individuals with considerable relevant experience will conduct the evaluations. Safety, quality of work, adaptability, performance under stress, etc. are evaluated.

4. Specialized Testing Some positions will require specialized testing, such as technical skills, agility and communication skills etc. These tests are scheduled just as like other tests. 5. The Panel Interview The results of this component of the exam process will be used to determine if candidate should be included on the List of Eligible Candidates forwarded to the hiring authority for consideration for a departmental Selection Interview. This portion of the examination is normally weighted 100% (or as indicated on the Job Announcement). Typically, previous test results are used only to qualify you for participation in the Panel Interview. The Panel is comprised of qualified individuals, which may or may not be employees of the City. Normally, the panel will consist of three evaluators. These individuals will evaluate responses to a variety of job-related questions over the scheduled time period. 6. The Selection Interview Once the List of Eligible Candidates is established it is sent to the Department(s) that is hiring to fill a current vacancy. The Department Head is responsible for setting up Selection Interviews. He/she may interview anyone on the list, since all persons referred to the department are qualified. The Department Head will be looking for the candidate with the best qualifications for their particular position. The candidate selected to fill the vacancy will undergo a medical examination, drug screen, background investigation, and a probationary period before attaining permanent employment status.

TRAINING & DEVELOPMENT


PEPSICO has trained and developed many of its senior and fast track managers and supervisors. For lower and technical staff the organization have a complete training calendar for the year, if organization thinks and feel that an employee requires training to update his knowledge about the field, he just have to report the HR department and he will be listed for the next training program. On-the-job Training: As compared to other competitive organizations the training program of PEPSICO is quite different. It provides full opportunity to its employee to develop themselves and also train them according to the requirements of their job. In return they will be greatest asset for their organization. The employee is being trained in many ways while they are on job. External sources These are formal training opportunities that PEPSICO offers to employees either internally or externally. A trainer, facilitator and/or subject matter expert are brought into the organization to provide the training session or an employee are be sent to one of these learning opportunities during work time. These training opportunities are provided in the form of seminars, classroom training courses and workshops.

PERFORMANCE APPRAISAL
The jobs are evaluated on yearly basis under 360o method; the competent employees are rewarded in shape of promotions, bonus, increments and annual holidays and promotion. The results of an appraisal can be used to identify areas for further development of the employee. The organization also uses different questionnaires, which consist of numerous questions about the behavior of the employee, and then on the basis of these answers personality of the employee is judged. When evaluation is made the unsatisfactory performers are given warning. The employee after warning is put under observation, for some period of time and if the employees performance is still unsatisfied then are demoted or fired.

COMPENSATION & BENEFITS


Promotion Promotion is direct shift only to the next level from the current grade, the employees performance is evaluated and if his performance is above average he is given promotion. PEPSICO promotes only those candidates who are experienced and eligible for that particular vacancy. Increments The company decides at the end of the financial year, according to its financial condition, whether increments should be given or not. Free transport PEPSICO provide free transport to local employee. Medical facility PEPSICO provide free medical facility to workers depending upon the position/rank of the employee. House loans They give the facility of house loan only to deserving individual. The loan approval depends upon the post of the employee. Overtime payment Overtime payment is pay for only those workers who are working more than their working hours mostly overtime payment is given to low level staff.

ITC Ltd.
HR PLANNING
HRP is the process of forecasting an organizations future demand for and supply of, the right type of people in the right number. It is only after this that the HRM department can initiate the recruitment and selection process. HRP is the sub-system in the total organizational planning. Organizational planning includes managerial activities that set the companys objective. HRP facilitates the realization of the companys objectives by providing the right type and right number of personnel. HRP then is like materials planning that estimate the type and quality of the materials and supplies needed to facilitate the manufacturing activities of the organization. HRP is variously called manpower planning, personnel planning or employment planning.

RECRUITMENT SOURCES
The sources of recruitment may be broadly divided into two categories: internal sources and external sources. On receipt of the Manpower Requisition (MPR) form HR department will initiate action of sourcing the candidates as under:

1. INTERNAL SOURCES:
people if they are fulfilling the criteria and found suitable. In order to invite application from internal sources, notice/circular for all such vacancies will be put up on the notice board. In case any permanent employee dies in harness due to accident or any other reason, one depend son of deceased As a matter of policy, the organization will encourage to fill up the vacancies from within the existing employee may be given preference in employment with the company subject to his fulfilling the eligibility criteria based on qualification and experience as well as suitable vacancy in the company at that time.

The conditions fulfilling the requirement may apply against internal notification to HR department through their department.2. other sources :Other sources can be tapped for recruitment only when suitable candidates are mot available internally. Other sources may include the following: internal data bank local employment exchange advertisement through newspaper Placement agencies

Employee Satisfaction survey in keventer


10 anonymous samples (employees) have been taken for the survey and their overall response in the entire questionnaire individually is being expressed in graphical form. 1st employee is expressed as A and so on up to J.

Employee A
Disagree 40%

Neutral 0%

Strongly Agree 50%

Agree 10%

The overall response of the Employee A in the entire questionnaire

0%

Employee B
Agree 40% Strongly Agree 60%

0%

The overall response of the Employee B in the entire questionnaire

Employee C
Strongly Agree 0% Agree 20%

80%

The overall response of the Employee C in the entire questionnaire

0%

Employee D

Strongly 0% Agree 20%

Agree 80%

The overall response of the Employee D in the entire questionnaire

Neutral 10%

Employee E

0%

Agree 40%

Strongly Agree 50%

The overall of the Employee E in the entire questionnaire response

Employee F
Strongly Agree 10%0% Agree 0%

90%

The overall of the Employee F in the entire questionnaire response

Employee G
Strongly Agree 10% 0% 30% 60% Agree Neutral

The overall of the Employee G in the entire questionnaire response

Employee H
Neutral 11% 0% Strongly Agree 22%

Agree 67%

The overall of the Employee H in the entire questionnaire response

Strongly Agree

Agree

Neutral

The overall of the Employee I in the entire questionnaire response

Employee J
Strongly Agree Agree

The overall of the Employee I in the entire questionnaire response

Analysis
The use of different datas and their illustration in the form of charts did a very good work for the illustration of some of the core fields of the industrial expertise and deficiency of the concerned organization. The interpretation had been made on the basis of questionnaire and the individual response on those questionnaire and these are the

following questions and the response of the individuals by which the recommendations have been done :1) Satisfied with keventer as an Employee Employee A, Employee C, Employee F, G , AND J with the question but not strongly. 2) LEADERSHIP AND PLANNING Employee A, B, F,J, strongly agree with the Leadership and Planning practices and they have the confidence in Leadership and Planning activities According to the employees responses it can be seen that there is adequate planning of corporate objective .The management does not prefer red-tapism and the process followed is considerably fair. 3) Corporate culture Employee A.B, F,J,G,H strongly agree that quality is a top priority with Keventer and Individual initiative is encouraged at Keventer. But the amount of agreeness and willingness to this problem in question is not so highly appreciated by the following Employees. D, C, E . 4) Communication Employee A, D,F,J,G,H,I strongly agree with the amount and type of corporate deliberations and their agreeableness is highly appreciated. They consider Keventer to be highly trustworthy. But the amount of distrust and level of belief in the corporate communication is not so high as is observed in the case of employees D, C, E and I. 5) Career Development are satisfied

highly and Employee B and E is neutral . Employee D agree

Employee B.F, G strongly agree that they have a clearly established career path at Keventer. and they also do believe that they have

considerably good opportunities to learn and grow but employee A and E doesnt believe that they have opportunitiesto establish their career and employee G is neutral and employee , D,C,H,I fully does not agree but somewhere they feel there is chance for them to cope up . 6) Recommend employment at Keventer to a friend Employee D, F, J strongly believes that they can recommend this job opportunity to their friends and others either in their blood or other relationships. But employee A & D disagree .Employee B,C,G,H,I agree but not strongly . 7) Training Program EMPLOYEE A,F,J,I,G strongly agree that Keventer provided as much initial Training as they need and Keventer provides them as much ongoing Training as they need. But still some Employee B, C,D,E,D,H only agree , somewhere not fully satisfied. Therefore there need to be some improvement in the Training Program Practices. 8) Working Conditions Employee B,F,G strongly agree that they believe his/ her job is secure and his physical working conditions are good. The Employee believes that his / her workload is reasonable but Employee A and E are not satisfied with the working conditions , therefore it is needed to provide a better working environment is needed to be built around the belief of growth beyond boundaries. Employee D,C,G,H,I agree but not strongly .

1) How long have you worked for Keventer It can be seen that Employee F , H , J working less than 1 year, Employee G , less than 2 year, Employee B,C,E, less than 5 year , Employee D 5years to less than ten years and Employee A 10 years or more .
10) Your Immediate Supervisor Employee B, C,G strongly agree that his/ her supervisor treats

him / her fairly respect

and his / her

supervisor treats him / her with

. His / Her supervisor handles his /her work-related

issues satisfactorily. Therefore his / her supervisor is an effective manager. Employee D,H,I,F,J agree only but Employee A and E disagree

So, from the above list of response we can interpret that most of the employee of Keventer are satisfied with the HR Practices but there are also few employees who find that the companys HR Practices are not satisfactory for them. They need some changes in different aspects like-in Training Program ,Corporate Culture ,Communication Level ,Working Condition , and opportunity for Career Development but there is also one thing which is noticeable is that all employee strongly agree with the Leadership and Planning practices and they have the confidence in Leadership and Planning activities, and this is a huge matter of satisfaction.

Conclusion
The exhaustive data collection and its systematic and analytical analysis of data , has revealed the fact that , the different fields have different impacts on the efficiency level of employees . The

employees based on their private responses should be subjected to different types of efficiency enhancement programmes so that they can have better proficiency towards the accomplishment of their job. The process was detailed in its approach and its impact was quite notable for the company itself.

The system of work was well guided by the use of structured and detailed questionnaire used and developed mainly for the employees of the organization concerned. The was found out to be productive but it really meant a lot of hard work and meritorious and detailed planning and execution by an energetic person with a concern for and by a dedicated team of expert professionals.

Annexure

Questionnaire Based on Employee Satisfaction Name: Age : . Sex: . Position: .. Company:

1. Overall, how satisfied are you with Keventer as an employer? (Please circle one number) Very Dissatisfied 1 2 3 4 5 6 7 Very Satisfied

2. Keventers leadership and planning (Please circle one number for each statement) Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly I have confidence in the leadership of Keventer 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5

There is adequate planning of corporate objective 1 Management does not play favorites 1

Management does not say one thing and do another 1

3. Corporate Culture (Please circle one number for each statement) Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly

Quality is a top priority with Keventer. Individual initiative is encouraged at Keventer. Nothing at Keventer keeps me from doing my best every day.

1 1

2 2

3 3

4 4

5 5

4. Communications (Please circle one number for each statement) Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly Keventer corporate communications are frequent enough. I feel I can trust what Keventer tells me. 1 2 2 3 3 4 4 5 5 1 2 3 4 5

There is adequate communication between 1 Departments.

5. Career Development (Please circle one number for each statement) Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly I have a clearly established career path at Keventer. I have opportunities to learn and grow 1 2 3 4 5 1 2 3 4 5

6. Would you recommend employment at Keventer to a friend? Definitely not Probably not Maybe

Probably would

Definitely would

7. Training Program (Please circle one number for each statement)

Disagree Disagree

Agree

Agree

Strongly Somewhat Neutral Somewhat Strongly Keventer provided as much initial Training as I needed. Keventer provides as much ongoing 1 Training as I need. 2 3 4 5 1 2 3 4 5

8.Working Conditions (Please circle one number for each statement)

Disagree Disagree Agree Strongly Somewhat Neutral I believe my job is secure My physical working conditions are good. Deadlines at Keventer are realistic My workload is reasonable I can keep a reasonable balance 1 1 1 2 2 2 3 3 3 1 1 2 2 3 3

Agree

Somewhat Strongly 4 4 5 5

4 4 4

5 5 5

between work and personal life. 9. How long have you worked for Keventer? Less than one year...................................... One year to less than two years .................. Two years to less than five years ............... Five years to less than ten years ................ Ten years or more ...................................... 10. Your Immediate Supervisor (Please circle one number for each statement) Disagree Disagree Agree Strongly Somewhat Neutral Somewhat Strongly My supervisor treats me fairly My supervisor treats me with respect My supervisor handles my work-related issues satisfactorily. 1 1 1 2 2 2 3 3 3 4 4 4 5 5 5 Agree

Describe present job responsibilities of the Appraisee: (To be filled up by the Appraisee)

Initiatives (Outside the major job role, voluntarily/non-voluntarily)

Achievement (Mention one greatest achievement of your professional career in Keventer in last one year)

P-TAX
1500 or Less- Nil Rs.1501 or more but less than Rs. 2001-Rs18 per Month -500 Rs. 2001 or More but less than Rs. 3001 - Rs.25 per month-1000 =Nil Rs. 3001 or more but less than Rs.5001 - Rs 30 per month 2000 Rs. 5001 or more, but less than Rs.6001- Rs 40 per month - 1000 Rs. 6001 or more, but less than Rs.7001- Rs 45 per month -1000 Rs. 7001 or more but less than 8001 - Rs 50 per month -1000 Rs. 8001 or more but less than 9001 Rs. 9001 or more but less than 15001 Rs.15001 or more but less than 25001 Rs.25001 or more but less than 40001 Rs 90 per month -1000 Rs 110 per month- 6000 Rs 130 per month- 10,000

- Rs 150 per month -15,000

Rs. 40001 and above - Rs. 200 per Month

Note: calculations on gross monthly pay.

PMS ACCOUNTS Keventer Agro Limited


Performance Appraisal Form-2011 (To be filled by HR Department) 1. 2. 3. 4. 5. 6. 7. 8. 9. Name: Age/DOB Qualifications: Previous Experience: Date of joining : Joined As: Current Designation: Date Since Designation/ Promotion (if any) Unit: Last

10. Team/Department 11. Name of appraisers: 12. Name of Team Head/Mentor

Signature (Appraise) ________________


Sl No Critical Attributes Description Ratings O E M P N Remarks

5 1 Job Knowledge/Product Knowledge Reliability and accountability IT/equipment/machine ry/Computer Awareness Work Quality & efficiency. Teamworking/Interpersonal Skill Thorough knowledge of job duties and responsibilities and ability to learn and apply new skills effectively, efficiently and safely. Degree of reliability . Accountable for the actions performed Has sound knowledge and operating skills to produce the desired result with optimum utilization of time. Consistenly meets work quality requirements. Complete job promptly and effectively To achieve the desired result by working together & by being sensitive, supportive of others efforts keeping in mind the overall development of the team. Adheres to company's ethical standards . Actions match words. Trustworthy. Always complies to company's policies while executing actions Sales / business , data , other presentation skills Ability to turn new & imaginative ideas into reality with passion & commitment. Proposes strategies to improve business performance Work with steadiness under pressure and adjust / adapt to adverse/ negative situations Good and consistent performance fulfilling all expectations and sometimes exceeding them.

2 3

Integrity & ethics. Compliance to policies

Presentation Skill

Creativity / Innovation

10

11

Steadiness under pressure & resilience. Mobility Meeting expectations, deadlines and commitments. Time management Problem -solving , judgement & decision making.

12

Sound decision making ability .Setting goals and designing actions to solve a problem. Effective judgement based on available data and final decision Following proper work Follows SOP for carrying out procedure activities

TOTAL SCORE ACHIEVED Note: Job Responsibilities will be considered for the next yr. KRA. The positions for which KRA was not fixed, job responsibilities will be taken into consideration to fix KRA & rate accordingly.

2
(To be filled by Appraiser)

O = Outstanding : (Successful in unusual & adverse situations, meets extraordinary business challenges with little or no guidance, and sets a positive example for others) E = Exceeds Expectations : (Exceeds most requirements of the position, including key areas) M = Meets Expectations : (Demonstrates a level of accomplishments that clearly fulfills expectations and at times exceeds them) P = Partly Meets Expectations N = Needs Improvements DEVELOPMENT PLAN Exposure required to another function / Area / Location (To be filled by Appraiser)

Function / Location /Area

Movement by

Reasons

FUTURE ACTIONS: Please indicate below further steps you would suggest for Appraisees development. On the job - Job rotation (moving from one job to another within the organization)
__________________________________________________________________________________ __________________________________________________________________________________ ________________________________________ COACHING (FOCUS ON DEVELOPING THE STRENGTH OF THE EMPLOYEE) __________________________________________________________________________________ __________________________________________________________________________________ ________________________________________ SPECIFIC ASSIGNMENTS (CAN BE GIVEN TASKS /DUTIES DIFFERENT FROM CURRENT JOB RESPONSIBILITIES ) __________________________________________________________________________________ __________________________________________________________________________________ ________________________________________ COUNSELING (TO BE ADVISED OR RECOMMENDED FOR FURTHER IMPROVEMENTS ) __________________________________________________________________________________ __________________________________________________________________________________ ________________________________________ MDP/Seminars/ Specific Training {(can be send for MDPs, seminars, specific training to enhance the job and market knowledge); Appraisee may be consulted for recommendations}

__________________________________________________________________________________ _______________________________________

Nomination to external forums (professional bodies like management association etc.)


Training Required

___________________________________________________________________________ _____________________________________________________________

RECOMMENDATIONS (CONFIDENTIAL-NOT TO SHARE WITH APPRAISEE)

Any other remarks

Team Head

Normal increment Special increment Promotion to next grade

Yes / No Yes / No Yes / No

HR Yes / No Yes / No

Signature of Appraiser:

___________________ Date:___________

Signature of Team head:

___________________ Date:___________

OVERALL EVALUATION (BY HRD)

Weightage (%) KRA Attributes 70 30

Rating

Weighted Rating

Final Rating

RATINGS

Signature of HR ___________________

Signature of MD ___________________

PMS SALES
Keventer Agro Limited Performance Appraisal Form-2011 (to be filled by HR Department) 1. 2. 3. 4. 5. 6. 7. 8. 9. Name: Age/DOB Qualifications: Previous Experience: Date of joining : Joined As: Current Designation: Date Since Designation/ Promotion (if any) Unit: Last

10. Team/Department 11. Name of appraisers: 12. Name of Team Head/Mentor

Sl No

Critical Attributes

Description

Ratings O E 5 4

Remarks M 3 P 2 N 1

Job Knowledge/Product Knowledge

Planning, Budgeting and Forecasting & Cost Control Communication skills/Listening

Thorough knowledge of job duties and responsibilities and ability to learn and apply new skills effectively, efficiently and safely. Ability to achieve & deliver consistently and accurately by making good operational and financial plan thereby keeping track of the marketing trend. Applies effective written, verbal & listening skills to promote an open environ- ment that encourages the exploration of different ideas. Has sound knowledge and operating skills to produce the desired result with optimum utilization of time. Good, solid and consistent performance fulfilling all expectations and sometimes exceeding them. To achieve the desired result by working together & by being sensitive, supportive of others efforts keeping in mind the overall development of the team. Sound decision making ability in fixing agendas, setting goals and designing actions to solve a problem. Establishes a clear vision of unit mission & goals through motivation, team work, delegation and proper communication to enhance the team spirit and overall productivity. Understands customer needs and expectations. Work with steadiness under pressure and adjust / adapt to adverse/ negative situations. Sales / business , data , other presentation skills Ability to turn new & imaginative ideas into reality with passion & commitment.

IT/equipment/machinery/ Computer Awareness Meeting expectations, deadlines and Commitments. Time management. Teamworking/Interpersonal Skill Problem solving, Judgement & decision Making. Leadership and integrity

9 10

Customer Focus Steadiness under pressure & resilience. Mobility Presentation Skill

11

12

Creativity/Innovation

TOTAL SCORE ACHIEVED

O = Outstanding : (Successful in unusual & adverse situations, meets extraordinary business challenges with little or no guidance, and sets a positive example for others) E = Exceeds Expectations : (Exceeds most requirements of the position, including key areas) M = Meets Expectations : (Demonstrates a level of accomplishments that clearly fulfills expectations and at time exceeds them) P = Partly Meets Expectations N = Needs Improvements

DEVELOPMENT PLAN

Exposure required to another function / Area / Location (To be filled by Appraiser) Function / Location /Area Movement by

Reasons

FUTURE ACTIONS: Please indicate below further steps you would suggest for Appraisees development. On the job - Job rotation (moving from one job to another within the organization) ___________________________________________________________________________ ___________________________________________________________________________ ______________________________________________________ COACHING (FOCUS ON DEVELOPING THE STRENGTH OF THE EMPLOYEE) ___________________________________________________________________________ ___________________________________________________________________________ ______________________________________________________ SPECIFIC ASSIGNMENTS (CAN BE GIVEN TASKS /DUTIES DIFFERENT FROM CURRENT JOB RESPONSIBILITIES ) ___________________________________________________________________________ ___________________________________________________________________________ ______________________________________________________ COUNSELING (TO BE ADVISED OR RECOMMENDED FOR FURTHER IMPROVEMENTS ) ___________________________________________________________________________ ___________________________________________________________________________ ______________________________________________________

MDP/Seminars/ Specific Training {(can be send for MDPs, seminars, specific training to enhance the job and market knowledge); Appraisee may be consulted for recommendations} ___________________________________________________________________________ ______________________________________________ Nomination to external forums (professional bodies like management association etc.) ___________________________________________________________________________ ______________________________________________

TRAINING REQUIRED ___________________________________________________________________________ _____________________________________________________________

RECOMMENDATIONS (CONFIDENTIAL-NOT TO SHARE WITH APPRAISEE)

Any other remarks

Team Head

Normal increment Special increment Promotion to next grade

Yes / No Yes / No Yes / No

HR Yes / No Yes / No

Signature of Appraiser:

___________________ Date:___________

Signature of Team head:

___________________ Date:___________

OVERALL EVALUATION (BY HRD)

Weightage (%) KRA Attributes 70 30

Rating

Weighted Rating

Final Rating

RATINGS

Signature of HR ___________________

Signature of MD ___________________

Transfer Letter Format


KAL/HR/TL/09-10/101 Date:22.06.2009 To, Dipak Sasmal Territory Sales Incharge Malda Dear Dipak As per the clause no. 11 of your Appointment Letter dated 27th March, 2007, you are, hereby, transferred to Imphal from immediate effect. You are requested to report Area Sales Manager, North East, as soon as possible. Please sign and return the duplicate copy of this letter in acceptance of the above. For KEVENTER AGRO LIMITED (Sr. Manager- Corporate HR)

CTC BREAK UP FORMAT (MR A EXECUTIVE)


PM(Rs) CTC( PA)

Basic H.R.A Travelling Allowance Personal Allowance Site Allowance Gross Monthly Deductions PF ESI Yearly Component Medical (if not under ESI) L.T.A Bonus Leave Encashment Mediclaim Total

0 -

0 -