INTRODUCTION

As in case of any other functional area like marketing, production or finance, the
work personnel department has also to be planned. Planning in the personnel area is
mainly concerned with crystallizing from where the right type of people can be secured
for future anticipated vacancies.
Manpower planning is the process by which management determines how the
organization should move from its current manpower position to its desired manpower
position. Through planning, management strives to have the right number and the right
kinds of people, at the right places, at the right time, doing things, which result in the
growth and success of both- the organization and the individual. The manpower planning
is one of the basic steps in the recruitment and selection procedure. Recruitment and
Selection is the process wherein the organisation finds the best candidate among the vast
array of candidates. The function that locates the sources where from the required human
resources can be available and to attract them towards the organisation is known as
recruitment.
The research report undertaken by me was basically to find out as to what exactly
is training and development, what are its objectives and uses, what are the various
methods of training the employees as employee empowerment is the latest buzzword in
business and a variety of companies are working overtime to place their people in the
drivers seat.
With globalization and competition challenging the corporate world, HR
managers can no longer play just the traditional administrative and welfare role. They are
expected to be effective change leaders. Thus, training plays a vital role in shaping the
future of the company. Training helps in bridging the gap between what the company
requires and what the employee have in him.
As a distinct and formal management procedure used in the evaluation of work
performance, appraisal really dates from the time of the Second World War -not more
than 60 years ago. Yet in a broader sense, the practice of appraisal is a very ancient art. In

the scale of things historical, it might well lay claim to being the worlds second oldest
profession.
Performance appraisal systems began as simple methods of income justification.
That is, appraisal was used to decide whether or not the salary or wage of an individual
employee was justified.
It is true that the success of any organisation depends upon the old dictum: right
person for the right job. At the same time it is all the more important to have right and
tested combination of recruitment and selection policies to attract, select and appoint a
desired lot and replenish it from time to time. The transformation from a family concern
to FMCG industry has tested the recruitment and selection policies and the organisation.
The sustainability and success of this living legend over hundred years has proved that
the strategies adopted by this multinational are true to its needs and requirement. DIL has
a strong work force of 2,500 employees.
DIL has succeeded over hundred years because it still follows the basic dictum
and is being guided by the vision and the age-old the principles which are followed
religiously.

OBJECTIVES
The main objectives of this project are:

To study the Recruitment and Selections procedures used at DIL.

To analyze the effectiveness of this very important function in terms of
development of the organisation and the individual.
To know the present system of performance appraisal

COMPANY PROFILE
Dabur India Limited came into existence over 100 years ago in 1884 in Calcutta.
The founder of Dabur India Limited- Dr. S. K. Burman (1856-1907) was a physician
who brought Ayurvedic medicines for the masses of Bengal. His off quoted dictum is the
guiding spirit behind Dabur even today:

"What is the life worth which cannot bring comfort to others"

And the Vision of DIL is:

"Dedicated to the health and well being of every household"

History

The story of Dabur goes back to 1884, to a young doctor armed with a degree in
medicine and a burning desire to serve mankind. This young man Dr. S. K. Burman, laid
the foundations of what is today known as Dabur India Limited. From those humble
beginnings, the company has grown into Indias leading manufacturer of consumer
healthcare, personal care and food products. This phenomenal progress has seen many
milestones, some of which are mentioned below:

1884 - Dr. S. K. Burman lays the foundation of what is today known as Dabur
India limited. Starting from a small shop in Calcutta, he began a direct mailing
system to send his medicines to even the smallest of villages in Bengal. The
brand name Dabur is derived from the words Da for Daktar or doctor and bur

from Burman.
1896 As the demand for Dabur products grows Dr. Burman feels the need for
mass production of some of his medicines. He sets up a small manufacturing

plant at Gariha near Calcutta.

Early 1990s The next generation of Burmans take a conscious decision to enter
the Ayurvedic medicines market, as they believe that it is only through Ayurveda

that the healthcare needs of poor Indians can be met.

1919 The search for processes to suit mass production of Ayurvedic medicines
as mentioned in age-old scriptures, their manufacturing processes and how to
utilize modern equipment to manufacture these medicines without reducing the

efficacy of these drugs.

1928 A manufacturing facility for Ayurvedic medicines is set up at Narendrapur
and Daburgram. Dabur expands its distribution network to Bihar and the

Northeast.
1936 Dabur India (Dr. S. K. Burman) Pvt. Ltd. is incorporated.
1940 Dabur diversifies into personal care products with the launch of its Dabur
Amla Hair Oil. This perfumed heavy hair oil catches the imagination of the
common man and film stars alike and becomes the largest hair oil brand in India.
5

1949 Dabur Chyawanprash is launched in a tin pack and becomes the first

branded Chyawanprash of India.

1956 Dabur buys its first computer. Accounts and stock keeping are one of its

operations to be computerized.
1970 Dabur expands its personal care portfolio by adding oral care products.

Dabur Lal Dant Manjan is launched and captures the Indian rural market.
1972 Dabur shifts base to Delhi from Calcutta. Starts production from a hired

manufacturing facility at Faridabad.

1978 Dabur launches the Hajmola tablet. This is the first time that a classical

Ayurvedic medicine is branded from Shudhabardhak bati to Hajmola tablet.

1979 The Dabur Research Foundation (DRF), an independent company, is set

up to spearhead Daburs multifaceted research.

1979 Commercial production starts at Sahibabad. This is one of the largest and

most modern production facilities for Ayurvedic medicines in India at this time.
1984 The Dabur brand turns 100 but its young enough to experiment with new

offerings in the market.

1986 Dabur becomes a public limited company through reverse merger with

Vidogum Limited, and is re-christened Dabur India Limited.

1989 Hajmola candy is launched and captures the imagination of children and

establishes a large market share.

1992 Dabur enters into a joint venture with Agrolimen of Spain for

manufacturing and marketing confectionery items such as bubble gums in India.

1993 Dabur sets up the oncology formulation plant at Baddi, Himachal

Pradesh.
1994 Dabur India Limited comes out with its first public issue. The Rs.10 share

is issued at a premium of Rs. 85 per share. The issue is oversubscribed 21 times.

1994 Dabur reorganizes its business with sales and marketing operations being

divided into 3 separate divisions.

1994 - Dabur enters the Oncology (anti cancer) market with the launch of Intaxel
(Paclitaxel). Dabur becomes only the second company in the world to launch this
product. The Dabur Research Foundation develops the unique eco-friendly

process of extracting the drug leaves of the Asian yew tree.

1995 Dabur enters into a joint venture with Osem of Israel for food and
Bongrain of France for cheese and other dairy products.

1996 - Dabur launches Real Fruit Juice which heralds the companys entry into

the processed foods market.

1997 The Foods division is created, comprising of Real Fruit Juice and

homemade cooking pastes to form the core of this divisions product portfolio.
1997 Project STARS (Strive to Achieve Recode Successes) is initiated by the
company to achieve accelerated growth in the coming years. The scope of this
project is strategic, structural, and operational changes to enable efficiencies and

improve growth rates.

1998 The Burman family hands over the reins of the company to professionals.

Mr. Ninu Khanna joins Dabur as the Chief Executive Officer.

1999-2000 Dabur achieves the Rs.1000 crore turnover mark.

What is that life worth which cannot bring comfort to others, these words of Dr. S.K.
Burman have inspired generations of Dabur. Keeping these golden words in mind,
Sandesh or the Sustainable Development Society was set up to carry out welfare
activities aimed at improving the quality of life of the rural people in its area of operation.
This society is given complete financial and managerial support by Dabur India Limited.

Company overview

2 major strategic business units (SBU) - Consumer Care Division (CCD) and

Consumer Health Division (CHD).

3 Subsidiary Group companies - Dabur Foods, Dabur Nepal and Dabur
International and 3 step down subsidiaries of Dabur International - Asian
Consumer Care in Bangladesh, African Consumer Care in Nigeria and Dabur

Egypt.
13 ultra-modern manufacturing units spread around the globe.
Products marketed in over 50 countries
Wide and deep market penetration with 47 C&F agents, more than 5000
distributors and over 1.5 million retail outlets all over India CCD, dealing with

FMCG Products relating to Personal Care and Health Care.

Leading brands Dabur - The Health Care Brand
Vatika-Personal Care Brand
Anmol- Value for Money Brand
Hajmola- Tasty Digestive Brand and Dabur Amla, Chyawanprash and Lal

Dant Manjan with Rs.100 crore turnover each.

Vatika Hair Oil & Shampoo the high growth brand.
Strategic positioning of Honey as food product, leading to market leadership (over

40%) in branded honey market.

Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65%

market share.
Leader in herbal digestives with 90% market share
Hajmola tablets in command with 75% market share of digestive tablets category

Dabur Lal Tail tops baby massage oil market with 35% of total share.

Subsidiaries
Dabur has six subsidiary units, which come under the umbrella of the Dabur India
organization. These are:
Dabur Foods Limited - Dabur Foods limited, a 100% subsidiary of Dabur India limited,
is spearheading Daburs foray into food processing industry. The company, set up in April
1999, is marketing a range of fruit juices under the brand name Real, Homemade cooking
paste and Sauces and lemoneez lemon juice. Dabur was the first company in India to
introduce fruit juices in packaged form without any artificial additive. Real is today the
market leader in this category with more than 50% market share. Homemade cooking
paste is the only national brand in this category. Lemoneez is the only product in its
category available in unique drop and trickle pack and uniquely shaped tabletop pack.
Dabur Nepal Private Limited Dabur Nepal was the first manufacturing base overseas
for Dabur group. The company is today the leading exporter of Nepal and the third
largest and most modern manufacturing base for Dabur. Dabur Nepal is today involved in
promoting cultivation of herbs and apiculture activities in Nepal. The company has set up
state of the art greenhouse at Banepa for developing saplings for 20 medicinal plants.
Dabur Nepal has also set up an Apiculture centre for promoting bee-keeping activity in
Nepal and developing queen bees and bee colonies for exports.
Dabur Exports Limited Dabur Egypts is groups gateway to Africa. This
manufacturing base set up a couple of years back to cater to the demands of Middle East
and African market is producing Hair Care, Skin products and Foods.
Dabur Oncology PIc. Set up recently in UK, this subsidiary of Dabur India Limited
will be manufacturing anti-cancer formulations for European market. The company is in
the process of setting up manufacturing base near London and has started from 2001.
Dabur Finance limited
Dabur has an illustrious Board of Directors who are committed to take the company onto
newer levels of human endeavour in the service of mankind.
9

IMPORTANT STRATEGIES ADOPTED

"Developing to build" philosophy for HR personnel.
Shifting to zonal set up of sales and marketing to facilitate better distribution.
Adopting contribution enhancement plan for performance management.
Empowering employees through Employee Stock Purchase Option Plan.
Backward integration strategy in Ayurvedic Products by engaging in plantation of
herbs needed for the production of Ayurvedic Products.
Continuous enhancement of automation.
Continuous emphasis on Research & Development (DRF i.e. Dabur Research
Foundation is a separate company working in collaboration with Dabur solely for
the purpose of R&D).

10

LEVEL STRUCTURE OF ORGANISATION

Vice President
General Manager
Deputy General Manager
Senior Manager
Manager
Assistant Manager
Officer
Assistant Officer
Supervisor/Chemist
Senior Mechanic/Senior Assistant
Mechanic/Junior Chemist
Junior Mechanic
Workers
11

HUMAN RESOURCE FUNCTIONS

Recruitment and selection.

Performance Appraisal.
Training and Development.
Promotion, Transfer, Separation.
General administration & Welfare.
Security.
Public Relations.
Industrial Relations.

12

RECRUITMENT AND SELECTION- AN

INTRODUCTION
RECRUITMENT
Recruitment and selection are the most important functions in an organization
because with the help of these functions the management selects the best available
candidate from a batch of them. The organizations, in this growing competitive world,
need to have the best of the manpower so as to have an edge over its competitive.
FEATURES:

Recruitment is a process or a series of activities rather than a single event.

It is a linking activity as it brings together the employers and employees.
It is positive process because in this activity the employers want to have the
maximum number of job seekers so as to have a wider scope for choice ultimately

leading in spotting right persons for job.

It is an important function as it makes it possible to acquire the number and type

of persons required for the effective functioning of the organization.

It is an ongoing function in all the organizations, but the volume and nature of

recruitment varies with the size, nature and environment of the organization.
It is a complex process because a number of factors affect it the nature of the job
offered, image of the organization, organizational policies, working conditions
etc.

SOURCES OF RECRUITMENT:
13

The various sources of recruitment are

Internal Sources : IncludePresent Employees who can be transferred or given promotions.

The retired and retrenched employees who want to return to the company.
Dependents and relatives of the deceased and disabled employees.

External Sources: Consist ofPress advertisements.

Campus Interviews.
Placement Agencies.
Recommendations.
Recruitment at factory gate.
Employment Exchanges.

SELECTION
Selection is the process of choosing the best candidate out of the all the
applicants. In this process, relevant information about the applicants is collected through
a series of steps so as to evaluate their suitability for the job to be filled.
It is the process of matching the qualifications with those required for the job so
that the candidate can be entrusted with the task that matches with his credibility. It is a
process of weeding out unsuitable candidates and finally identifying the most suitable
candidates.
This process divides the candidates into two categories-the suitable ones and the
unsuitable ones. The suitable people prove to be the asset for the organisation. Selection
is a negative process because in this process the management tries to minimise the
number of people at each step so that the final decision can be in the light of all the
factors and at the end of it best candidate is selected. Selected candidate the has to pass
through the following stages

Preliminary Interview.
Application Form.
Selection Test.
Selection Interview.
Physical Examination.
14

Reference Check.
Final Approval.
Employment.

15

RECRUITMENT AND SELECTION

PROCEDURE IN DABUR INDIA Ltd.
Dabur India Ltd. selects the future employees keeping everything in mind right
from the qualification of the employees to the future prospects-both of the organization
and the employees.
The first step involves the filling up of Manpower Indent Form. This form is
filled up by the department, which is having the vacancy. The form consists of various
questions which are to be answered like if the current vacancy is a replacement vacancy,
its reason is to be specified -the factors which resulted it like death, retirement etc. The
department is required to give the qualifications that the future candidate should possess.
In the next step, this form is given to the Human Resource (HR) department; this
department sees if the position can be filled through internal sources. The internal sources
can be transfers, promotion etc. In the case of internal sources, the recommendations of
the employees are not taken into consideration. If the HR department does not find
suitable candidate within the organization then this department has to give reasons for it.
The form then goes to the Corporate HR for its approval. When the suitable candidate is
not available within the organization, the organization then moves to the outside world
for filling up the vacancies.
If the number of employees required is large then the company has in its
consideration three ways

The Data bank of the organisation.

Advertisements.
Contacting large consultants.

The company maintains a databank of the candidates, which is used when the number
of vacancies to be filled up is large. The sources of databank can be the qualified
candidates who had applied in the organization earlier but due to some reasons could not
join the organization.

16

Advertisements are the second big source to attract the candidates. These are having
much larger scope and reach to a number of people. The qualifications required by the
organization and the criteria could be described in detail.
Large number of consultants also constitutes a big source. Many people register
themselves with these consultants and they act as a bridge between the organization and
the candidates. The consultants provide the company required details about all criteria.
These consultants are fixed for the organization, which are chosen on the basis of their
performance. In case of overseas recruitment it is checked whether their Indian
counterparts can perform the job efficiently or not. If need arises then they are also taken
through consultants. But if the number of vacancies is very small then the organisation
takes the help of the local consultants.
The candidates are then required to fill up the Application Form. This form requires
the candidate to fill the details regarding the previous employment, if any and his
personal data. The form is having details regarding like the marital status, organisation
structure, the position held by the candidate, his salary structure, the top three deliveries
to the organisation that proved to be beneficial to the organisation, career goals, his
strengths and weaknesses etc. After the application form has been duly filled and
submitted, the selection process starts wherein the candidate has to pass through various
stages and interview. The interview panel consists of the persons from Corporate (HR),
and other persons including the executives from the department for which the vacancy is
to be filled. The selected candidates are then short-listed. The short listed candidates are
then given priority numbers; this is due to the reason that sometimes the candidate who is
having first priority is unable to join the organisation due to some reasons then in that
case the candidate next in the priority list is given preference. The candidate has to
undergo medical examination and his credentials are verified. After qualifying these
stages, the candidate is then absorbed in the organization and explained his/her duties.
This phase marks the end of the selection procedure.

17

Dabur India Ltd. also performs Campus interviews as and when the need arises. The
esteemed organization also provides apprentice training-wherein the organization trains
the people in the working of the organization and gives then stipend. If these trainees are
found useful to the organization then they are absorbed in the organization else they are
given certificate so that they can show this as an experience and get a job elsewhere.

18

Training and Human Resource

Management

The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing. The
training and development activities are now equally important with that of other HR
functions. Gone are the days, when training was considered to be futile, waste of time,
resources, and money.
Now-a-days, training is an investment because the departments such as, marketing
& sales, HR, production, finance, etc depends on training for its survival. If training is not
considered as a priority or not seen as a vital part in the organization, then it is difficult to
accept that such a company has effectively carried out HRM. Training actually provides
the opportunity to raise the profile development activities in the organization. To increase
the commitment level of employees and growth in quality movement (concepts of HRM),
senior management team is now increasing the role of training. Such concepts of HRM
require careful planning as well as greater emphasis on employee development and long
term education. Training is now the important tool of Human Resource Management to
control the attrition rate because it helps in motivating employees, achieving their
professional and personal goals, increasing the level of job satisfaction, etc. As a result
training is given on a variety of skill development and covers a multitude of courses.

19

Types of training used by Dabur

1. Personality development:
Personality development training programs is oriented towards developing better
personality in adapting internal environment and external environment of the
organization.

Personality

Development

syllabus

includes

Goal

setting,

anger

management, natures positive forces, budget master, time management, effective

listening, habits of great people, pareto principle, etc. The objective of this training
program is to increase confidence level, positive attitude, better career planning,
leadership skills, memory level etc.
2. Office management/Secretarial:
This training program is oriented towards developing better personnel in handling
day-to-day routine task in the official setting. This includes operating technical
equipments, handling requests, writing minutes, reports etc in the real time setting.
3. Project Management:
This training program will acquaint you with Project management basics in the
contemporary environment. It includes planning, organizing each and every activity in a
data-flow-diagram co-coordinating and controlling
4. Human resource management :
This training program is expected to familiarize you with up-to-date human
resource tools and techniques to increase labor productivity. It includes assessing human
resource needs for the company to training and development, reward system and others.

20

5. Research and Development :

This training is expected to facilitate you in identifying basics of research and
development applied in every sector. It covers assessing research needs, data analysis to
report writing.
6. Sales and Marketing:
This training is expected to gain an insight about sales and marketing in current
situation of Nepal. It covers basics of sales and marketing, market research, tools and
techniques uses in sales and marketing.

21

Training programs in Dabur :

Sales Training
On-the-Job Training
Seminars/Workshops
Customer Relationship Management
Online Course
Group Study
Computer-Based Training

Self-Directed Training

22

Human Resource Initiates

The culture at Dabur gives full autonomy to its employees. Various training and
development programs like Young Manager Development Program, Prays, Leading
and Facilitating Performance, Campus to Corpora and a Balanced scorecard
approach to performance evaluation, helps employees realize their potential.
Recently, Dabur has adopted an innovative HR program of offering ESOPs to
new engineering and management trainees at the time of joining. Also in 2005, Dabur
gave Bonus to its employees after 12 years. This boosted the employee morale further.
Dabur was listed as a Great Place to Work, in a survey conducted by Grow Talent &
Company and Great Place to Work Institute, USA. Dabur was listed as the 10th Great
Place to Work. The results were published in Business World dated February 2006.

23

PERFORMANCE APPRAISAL

Since organistion exist to achieve goals, the degree of success that individual
employees have in reaching their individuals goals is important in determining
organizational effectiveness. The assessment of how successful employees have been at
meeting their individual goals, therefore, becomes a critical part of HRM. This leads us to
the topic of performance appraisal.

PURPOSE
There are basically three purposes to which performance appraisal can be put.

First, it can be used as a basis for reward allocations. Decisions as to who gets
salary increases, promotions and other rewards are determined by their

performance evaluation.
Second, these appraisals can be used for identifying areas where development
efforts are needed. Management needs to spot those individuals who have specific
skill or knowledge deficiencies. The performance appraisal is a major tool for

identifying these deficiencies.

Finally the performance appraisal can be used as a criterion against which
selection devices and development programs are validated. It is one thing to say,
for example, that our selection process is successful in differentiating satisfactory
performers from unsatisfactory performers.

24

THE APPRAISAL PROCESS

Established performance standard

Communicate performance expectations to employee

Measure actual performance

Compare actual performance with standards

Discuss the appraisal with the employees.

If necessary, initiate the corrective action

25

The appraisal process begins with the establishment of performance standards.

These should have evolved out of job analysis and the job description discussed under
human resource planning. These performance standards should also be clear and
objective enough to be understood and measured. Too often, these standards are
articulated in some phrase as a full days work or a good job. Communication only
takes place when the transference has taken place and has been received and understood
by the subordinate. Therefore feedback is necessary from the subordinate to the manger.
Satisfactory feedback ensures that the information communicated by the manager has
been received and understood in the way it was intended.
The third step in the appraisal is the measurement of performance. To determine
what actual performance is, it is necessary to acquire information about it. We should be
concerned with how we measure and what we measure.
What we measure is probably more critical to the evaluation process than how we
measure, since the selection of the wrong criteria can result in serious dysfunctional
consequences. And what we measure determines, to a great extent, what people in the
organization will attempt to excel at.
One of the most challenging tasks facing managers is to present an accurate
appraisal to the subordinate and then have the subordinate accept the appraisal in a
constructive manner. Appraising performances touches on one of the most emotionally
charged activities the assessment of another individuals contribution and ability. The
impression that subordinates receive about their assessment has a strong impact on their
self esteem and, very important, on their subsequent performance.
The final step in the appraisal is the initiation of corrective action when necessary.
Corrective action can be, of two types. One is immediate and deals predominantly with
symptoms. The other is basic and delves into causes. Immediate corrective action often
described as putting out fires, whereas basic corrective action gets to the source of
deviation and seeks to adjust the difference permanently. Immediate action corrects
something right now and gets things back on track.

26

PERFORMANCE APPRAISAL SYSTEM IN

DABUR INDIA LIMITED

In Dabur India Limited they have the system of performance appraisal of their
employees. The main objective of this performance appraisal system is to evaluate the
performance, promote their employees and to arrange for their various training
programmes if they require for enhancing their skills in their respective areas and in
contribution enhancement.
Employees are evaluated by how well they accomplish a specific set of objectives
that have been determined to be critical in the successful completion of their job. This
approach is frequently referred to as management by objectives. Management by
objectives is a process that converts organization objectives into individual objectives. It
can be thought of as consisting of four steps: goal setting, action planning, self-control,
and periodic reviews. In goal setting, the organizations overall objectives are used as
guidelines from which departmental and individual objectives are set. In action planning,
the means are determined for achieving the ends established in goal setting. That is,
realistic plans are developed to attain the objectives. Self- control refers to the systematic
monitoring and measuring of performance. Finally, with periodic progress reviews,
corrective action is initiated when behaviour deviates from the standards established in
the goal-setting phase. Dabur uses very constructive performance appraisal process while
evaluating its employees. Its evaluation is based on quantitative wise and objective wise.
Company set goals to its employee by properly reporting with its employees and
then evaluating them up to what extent it has been achieved and if there is failure in
reaching the target what are the causes or reasons behind it.
Every evaluator has his or her own value system which acts as a standard against
which appraisals are made. Relative to the true or the actual performance an individual
exhibits, some evaluator mark high and others low. The former is referred to as positive
27

leniency error and the latter as negative leniency error. When evaluators are positively
lenient in their appraisal, an individuals performance becomes over-stated; that is, rated
higher than it actually should. Similarly, a negative leniency error understates
performance, giving the individual a lower appraisal. As such there is no scope of error as
far as the Dabur company is concerned, but sometimes over estimation of target brings
about a description in the evaluating criteria. Thus, though chances are less, positive
leniency errors have been stated to be committed.

Outcome of Performance Appraisal

As far as Dabur is concerned, there are four outcomes possible:
a. Outstanding If the performance evaluated by the management turns out
to be outstanding. If the employee performs in such a way as to collect 3
consecutive outstanding performance into his/her credit he/ she gets
promoted.
b. Excellent - If the performance evaluated by the management turns out to
e excellent. If the employee performs in such a way as to collect 3
consecutive excellent performance into his/her credit, he/she gets
promoted.
c. Good If the performance evaluated by the management turns out to be
good. The management sends the employee to the training programme to
improve his/her skill to perform form.
d. Below average If the performance evaluated by the management turns
out to be below average. And, if the employee collects 3 below average to
his/her credit, then he/she is dismissed.

28

Duration of Appraisal System

The time constraints enables the employee to show or project his/her capabilities
in term of performance as per the duration allowed. In Dabur India Limited, the
performance appraisal system is carried out annually.

Feedback
The company provides the annual feedback to its employees and thus, in term
bring out the highlights of the self assessment programme. This enables the better
communication between the management and employees and thus, helps in promoting the
business future.
Response
There are mixed responses from the feedback by the employees. It has helped
some of the employees in motivating themselves while those who felt bad were
thoroughly communicated and all the confusion and failure part were discussed with
employees.

29

Conclusion
To put training program into effect according to definite plan or procedure is
called training implementation. Training implementation is the hardest part of the system
because one wrong step can lead to the failure of whole training program. Even the best
training program will fail due to one wrong action.
The promotion rules though defined need to be communicated to every employee
before appraisal process is done and also justifies the promotion as a result of the
appraisal. That the promotion policy followed differs at different position and category.
Uniformity has to be there in the implementation of promotion policy at all levels.

The process of performance appraisal followed in Dabur India Limited at the

supervisory and above level IS to say not good but of satisfactory level. The employees
do not rate it very good.
The appraisal outcome has to be used frequently for the purpose of reward on
performing well together with the feedback on the performance. Also when performance
goes down employee has to be given feedback and motivated to do better.

The organisation at present doesnt lay career planning and career suggestion

plans.
In Dabur India ltd., feedback is being provided to the employee though on a few

occasion.
Performance Appraisal in Dabur India ltd. is done on an annual basis.
More emphasis on training and job rotation as remedial measures.
The mechanism of counselling pre-performance and post performance is not in
practice at the organization in strict term. During, the course of study suggestion
came from the employee side for the need of counselling.

30

Suggestions
The study undertaken bring some interesting result.
Training the appraiser: it is proposed that the appraiser be trained for clear
understanding of the system and its objective and also counselled to be honest, fair,

just, unbiased in appraising the appraisal.

Factors /traits of evaluation: It is proposed that appraisal evaluated on above
factors/traits be given suitable remark or justification for being given different

quantitative grade.
Greater clarity has to be there in terms of job responsibility. This is possible when the

appraisal is done on the basis of the description.

In the organization, performance appraisal is done on an annual basis which should be

done Quarterly to make it more effective.

Consistency is demanded in the promotional policy. It should not change every year.
Monetary difference between two grades should not be large, it should be motivating

in nature.
Performance appraisal system should be made more transparent and rationale.
Performance Feedback: The performance feedback sessions should be improved
which would results in increasing employee motivation to inprove performance. The

following could be incorporated.

Pin point the problem behaviours and make sure the employee is aware of it.
Make sure the employee understands the consequences of the problem behaviours.

Get employees commitment to change and make sure he cares about the change.
Assistance should be provided to improve poor performance. Make a realistic plan

appropriate to the behaviour and set a time frame for improvement.

To make sure to review performance from time to time.

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Bibliography

www.dabur.com
http://www.dabur.com/Career-Career%20with%20Dabur-Training%20Programmes
http://articles.economictimes.indiatimes.com/2007-05-01/news/28400696_1_dabur-indiatraining-programme-internal-referral-programme
http://en.wikipedia.org/wiki/Dabur

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