AN INTERIM REPORT

ON
ANALYSIS OF HR PRACTICES AT
C&S
By
SWATI
14BSPDD01080
C&S ELECTRIC LTD.
A report submitted in partial
fulfillment of the requirements of
MBA Program

ICFAI BUSINESS SCHOOL,

Dehradun
TABLE OF CONTENTS
S.NO
1
2

3
4
5

DESCRIPTION
ABSTRACT
CHAPTER-1
INTRODUCTION
HISTORY OF THE DISCIPLINE
SCENERIO OF HRM IN INDIA
FUTURE OF THE DISCIPLINE
CHAPTER-2
COMPANY PROFILE
CHAPTER-3
ANALYSIS AT THE ORGANIZATION
CONCLUSION

ABSTRACT
2

PAGE
NO.
3
4-21

22-26
23-48
49

Human resource management is concerned with people element

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

CHAPTER-1
3

INTRODUCTION
Human resource management is a function in organizations
designed to maximize employee performance in service of an
employer's strategic objectives. HR is primarily concerned with
the management of people within organizations, focusing on
policies and systems. HR departments and units in organizations
typically
undertake
a
number
of
activities,
including
employee recruitment, training and
development, performance
appraisal, and rewarding. HR is also concerned with industrial
relations, that is, the balancing of organizational practices with
requirements arising from collective bargaining and from
governmental laws.
HR is a product of the human relations movement of the early
20th century, when researchers began documenting ways of
creating business value through the strategic management of the
workforce. The function was initially dominated by transactional
work, such as payroll and benefits administration, but due
to globalization, company consolidation, technological advances,
and further research, HR as of 2015 focuses on strategic
initiatives
like mergers
and
acquisitions, talent
management, succession planning, industrial and labor relations,
and diversity and inclusion.
In startup companies, HR duties may be performed by trained
professionals.[citation needed] In larger companies, an entire functional
group is typically dedicated to the discipline, with staf
specializing in various HR tasks and functional leadership
engaging in strategic decision-making across the business. To
train practitioners for the profession, institutions of higher
education, professional associations, and companies themselves
have created programs of study dedicated explicitly to the duties
of the function. Academic and practitioner organizations likewise
seek to engage and further the field of HR, as evidenced by
several field-specific publications. HR is also a field of research
study that is popular within the fields of management
and industrial/organizational psychology, with research articles
4

appearing in a number of academic journals, including those

mentioned later in this article.

In the current global work environment, most companies focus on

lowering employee turnover and on retaining the talent and
knowledge held by their workforce. New hiring not only entails a
high cost but also increases the risk of a newcomer not being able
to replace the person who was working in that position before. HR
departments also strive to ofer benefits that will appeal to
workers, thus reducing the risk of losing corporate knowledge.

HISTORY
BRIEF HISTORY OF HUMAN RESOURCE MANAGEMENT
IN INDIA
Though not infant, HRD in India has not entered in its adulthood.
The first dedicated HRD department started in 1975 at L&T. Uday
Pareek and T.V Rao in 1975 outlined a philosophy for the new HRD
System. After L&T accepted and started implementing their
recommendations in full the State Bank of India the single largest
bank and its associates decided to implement the Integrated HRD
System approach and decided to create a new HRD department.
By the mid 80s a large number of organizations in India had
established fully fledged HRD departments .In 1979 the first
workshop on HRD was conducted by IIM A by Dr. T.V.Rao , where
the draft of the book Designing and managing Human Resource
System was presented and tested. After that a large number of
companies started showing interest in having HRD departments.
However over the period of time HRD as a concept and practice
have gone through diferent stages of metamorphosis. In the mid70s HRD departments were started with a view to promote
5

competence-building and work motivation. The need was fulfilled

to a large extent by the late 80s. By the early 90s, the focus
of HRD changed from HR for its own sake to HR for business.
Today in globally competitive market its presence and role is well
understood.

Starting of HRM in India

The World First Management book, titled "Artha Shastra"

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

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

Different Type Of Act Passed

Trade Union Act (1926)

6

 Workmen Compensation Act (1926)

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

Two Professional Bodies were Found

In 1948 Indian Institute of Personal Management (IIPM)

Kolkata.
In 1959 - The National Institute of Labor Management (NILM)
At Mumbai.

In 1980 These Two professional bodies merged together

and formed National Institute of Personal Management
(NIPM) Headquarter at Kolkata.

 In 1990 = Milestone was achieved by remaining of America

Society for Personal Administration(ASPA) as the society
For Human Resource Of Management (SHRM)

List of Amending Acts and Adaptation Order

The Indian Independence (Adaptation of central Act and

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

HR in a Nutshell:

HRM SCENARIO IN INDIA

Though HRM caught up in the world, and was duly imitated in

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

Span of HRM
HRM relates to functions specific to human beings in an
organisation, as well as some traditionally attached/assigned
9

functions

to

such

wing.

These

are:-

HR planning job analysis, description and specification

Recruitment.
Selection.
Orientation.
Training.
Development.
Performance appraisal and promotion.
Compensation and motivation.
Transfer.
Demotion and separation
In Industrial Relations, traditionally and additionally the
functions carried out by the 'Personnel' department includes
- Law cell, Welfare, Medical, Vigilance (now separated as
General Administration), Participation in Management,
Unions.

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

10

 Recruitment
Recruitment itself comprises - Advertisement/application,
Screening, Preliminary interview or written testing,
Background investigation, In-depth interview, Physical
examination, Job ofer. These functions are primarily carried
out by Railway Recruitment Boards for IR on indents placed
by the Railways.
Selection
Selection is the process of filling vacancies from existing
organisational strength. This function involves - eligibility,
written
test,
interview,
physical
examination.
At times re-deployment of surplus strength (e.g. steam
traction closure), training for other jobs in organisation etc.
may also be involved. In Railways, filling of posts of
Reservation Clerks was taken on a massive scale during the
spread of computerised reservation system. They were
trained
after
selection.
Organisations Corporate Plan and future strategy play an
important role. IR lacked a corporate plan till 1980s! Even
the present one says nothing about HR plans for future.

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

In IR no such training plan exists for Group D (the largest

proportion of our HR. For clerical staf too, it is almost nonexistent, recently some programmes have started in some
Railways, but no clear direction from Railway Board exist.
For Group C 1 years of programme, including on-job training
in some departments exists, but seldom monitored or
11

implemented properly. It sufers also from the drawback of

'learning old mistakes (and shortcuts!) along with old gurus'. Part
of this training for supervisors is held at ZTS/ZTC for common
and STS/STC/BTC for departmental courses in Railways. However,
all employees do not have to undergo common courses.
Group A 3 years probation (1 years each in training &
posting). This includes a Foundation and an Induction course for
all, and two departmental (Phase I and Phase II) courses too. All
have mandatory examinations to clear before posting and
confirmation.

Training
Training is very important for continued competitiveness
and organisational improvement. Traditional methods
include one with one, on-the-job, job-rotation,
apprenticeship etc. However, training institutes of each
department spread across divisions, Railways and for entire
IR supply the necessary inputs.
Modern training methods are also used for officers and
supervisors in IR of-the-job, classroom, seminars, paid
external courses etc. Small organisations, which can not
have their own training centres have to rely entirely on such
methods.
Such training is necessary for artisans too, to learn new skills,
multi-skilling, new tools, methods, new jobs, which is ignored in
IR. Even for supervisors, training in new fields is necessary,
whether in-house or market, to learn new technologies. Their
training must also include organisational structure and working,
and managerial training, which is lacking in IR.
Training for Managers is planned but not taken seriously enough,
and is not focussed on developing definite skills. It is often
haphazard. The methods used are seminars, workshops, courses
12

etc. It does not include important managerial concepts like

financial management, HRM, managing stores, IT etc. Further, no
organisational plan exists.
Often, after training (especially in new technologies abroad)
officers are not posted on related assignments (e.g. RCF).
Continuous assessment and analysis of (all) job requirements is
essential for all levels of HR. This function should be determined
by the departmental executive, and organised by the IR's
'Personnel' department.
Development
(Development = for future job requirements)
In IR such courses are planned only for officers. CTIs (like
IRIMEE) run a few courses targeted on the supervisors, but
can not meet the required quantity for IR. These must
concentrate on future responsibilities (e.g. next higher level
of
authority
to
be
occupied).
By the same logic, artisans and Group D employees also
must be trained for future job responsibilities, which occurs
only in namesake.
The training of supervisors must include modules on interdepartmental activities, co-ordination and exposure to managerial
activities, this is commonly ignored. Complete understanding of
the organisation as a dynamic entity is important at all levels. IR
has a long way to go in bringing this to practice.

Performance appraisal and promotion

PA should be a continuous activity and not like final
examinations in school. Perhaps, as in many organisations,
it should be linked with compensation (i.e. salary etc.), and
promotion.
It should be a transparent process with clear yardsticks and
as objective as possible. Formal appraisal should be
13

interspersed with (intermittent) informal appraisals.

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

Promotion
No doubt, promotions should be fair and just, and frequent,
giving regard to employees self-development speed.
Development (through in-house training or in market) of
professional abilities should be linked with each new
assignment (especially new items like computers,
management thinking, new technologies associated with
their area of activity etc.)
In IR promotions are infrequent (stagnation), especially in Group
D. Faster developing employees are given no extra chance. No
extra development programme is associated with promotion even
though vast diference in area of responsibility arises immediately
after promotion.
Compensation and motivation
14

Salary (and perks) should be well defined and proportionate

to job requirements, external environment, peers in
organisation and outside, enabling employee to meet his
needs. Even if the job-description is same, but a posting in a
plum city or an arduous area is not taken into account.
Several other such factors are ignored, giving rise to friction
and jealousy and afecting the organization.
Transfer
Transfers are used more as a tool for harassment or
expressing displeasure, and seldom aimed at employee
development through variety in exposure. At least they
should compensate adequately for the trouble caused displacement costs (schooling, personal telephone, gas
etc.). Efort should also be made to provide immediate
housing, schooling, telephone, transport, spouse's job
(becoming a necessity day by day) and other basic
necessities. Additional adequate incentives/compensation
for change in environment can ensure that people stop
fearing
transfers.
The element of requisite training before taking up new
responsibilities also can not be overruled. Hardly any such
provision exists in IR. Railway Board has disallowed transfers
just before retirement etc. recently.
Demotion and separation
All organisation have Discipline & Conduct rules in one form
or the other, which are traditionally enforced but not
encouraged. IR provides a form of few punishments
(through minor and major penalty) to choose from for all
and any type of mistakes committed by employees. No
doubt that a few 'standard' punishments can not serve the
purpose of behaviour correction for all occasions. At times,
several new methods have to be tried out, like many other
organisations do.

15

Alternative disciplining measures time for public/social

service, gardening, extra-time in office in odd jobs,
compulsory (paid) leave for one day, and many other
creative ideas are possible. Sometimes, confidential letters
show-cause, displeasure, warning etc. can play an efective
role.
If a punishment has to be awarded, a thought must be given
to the kind of person to which the punishment is being
awarded. To analyse this, let us take a look at the Maslow's
Hierarchy of Needs.
Legislation
In India those applicable in an industrial situation are
Industrial Disputes Act 1947, Trade Unions Act 1926, The
Industrial Employment (Standing Orders) Act 1946, The
Factories Act 1948, The Payment of Wages Act, 1936, The
Minimum Wages Act 1948, Workmens Compensation Act
1923, Payment of Bonus Act 1965, Employees Provident
Fund and Miscellaneous Provisions Act 1952, Employees
State Insurance Act 1948, Payment of Gratuity Act 1972.
Others Consumer protection; human rights; and new
legislation upcoming The Working Womens (Privileges and
Prevention of harassment) Act; Environment protection law
(Prevention
of
pollution)
etc.
In other countries Controlling over-consumption of
precious resources; Mandatory adoption of new technology;
Mandatory workplace facilities (phone, basic necessities
shop, crche, first-aid, hygiene, pollution (noise, smoke)
etc.); Minimum quality of service etc. (Can you think of more
topics on which law may come up in future?)
In IR some basic laws related to wages, payments are
followed; blissful ignorance of most of the others. Many laws
are years away from taking shape. Proposals for provision of
such facilities receive poor priority at HQ, if not mocked at!

16

 Welfare
Welfare makes the organisation dear to its employees and
grants it social sanction - Tobacco and Liquor companies
invariably sponsor many sports events, and plant trees,
mend roads, make parks etc. to obtain social sanction. It
plays a very important role in remote places - where
facilities can be provided by organisation only, such as
medical, schooling etc. Newer ways, like employing
husband-wife pairs and transferring together is gaining
ground across the world. It boosts employee morale, and
improves
productivity.
In IR generally, Welfare Inspector is an unseen bird;
Grievance redressing system lies on paper (but is a very
efective motivator when enforced). Welfare Inspectors
leave for the nominated day is supposed to be sanctioned
only by the field-officer where he is deputed, after fixing
another day for his arrival instead. No individual (or group)
grievances should be entertained without its Grievance
Register serial number and date clearly endorsed on it
always insist on this. HQ Officers do not take interest in
grievance machinerys working. Pending PNM items,
pending grievances of General and SC/ST category should
be a PCDO item. Report outstanding grievances and period
since outstanding to CPOs office quarterly or monthly.
IR provides sports & recreation facilities, holiday homes,
schools, canteens. At some places, even school buses,
provisions shop, employee banking and loan schemes,
colleges (an Engineering college by IR is under proposal)
etc.
An efective motivator is an officer's special interest in
pending payments of staf - group payments and then
individual; applications for loans; etc. Holding a periodic
meeting with APO, WLI, administrative supervisor and
17

efected employees helps in quicker solutions and

implementations. Gaining trust of employees to improve
performance is a must for officers, and this is a proven tool.

Medical
Generally
organisations
re-imburse
expenditure
in
nominated hospitals (putting limits on category of room
entitled etc.), while some may also sponsor all employees
and their families for a group (medical) insurance scheme.
In IR medical facility is a part of welfare (expenses in
Demand 11), however plagued with poor infrastructure, and
poorer service. Corruption is wide spread (to the extent of
hindering railway operations through sick-fit certificate).
Often doctors/specialists are inadequate and can not keep
pace with modern medical technology. Prevalent poor
management (of budget, stores, maintenance etc. causes it
to serve as a demotivator instead of being a welfare
scheme.
Railways' own medical facilities may have been required at
times when India's infrastructure was primitive. Today,
barring a few odd locations, the scheme is futile and causes
drain of a huge amount of monetary resource.
Vigilance
The role of vigilance is - protection of organisations interest.
The structure exists only at HQ and Railway Board levels. It
serves very less as a creative/useful tool of contribution to
organisation in IR, but has immense non-sense value.
No system of 100% cross-examination of, say, deals above a
particular value (by a third party); 0 to 25 % of sample check
of others in varying range. Possibility of nuisance also through
bogus complaints against good persons which makes people
keep their hands back even from good work. External
18

vigilance is more efective than in-house (as people return to

original posts again, for example, Safety organisation of IR is
under Ministry of Aviation, and persons on deputation do not
return
back
to
Railways).
1.18. Participation of Railway Employees in Management (PREM)
The old tradition was to collect suggestions in a box. However,
modern and newer methods which have evolved across the world
have been employed in IR too, but less in spirit and more on
paper. New methods include - joint meetings, joint target fixing,
election or nomination of employees in management committees,
reserved posts for candidates from employees in management,
profit sharing, share-holding in company.

These methods reveal great benefits - identification with

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

19

being supported by two arguments which are against IR - the

factor of 'size', and the 'will' to do it.

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

IR practices a system of two recognised unions, who are at

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

20

 Organisational Behaviour/Culture
OB is an upcoming discipline of study and research. It afects
employee morale, motivation, commitment and productivity, and
thus

the
organisations
performance.
What is hurting IR
IR lacks foresight having no meaningful Corporate Plan(CP)
(which is an exercise done once in 15 years, limited to corridors in
Railway Board and not brought to notice of ground and field level
managers); not backed by a Corporate Strategy to follow the plan
and/or an organisational structure with assignment/responsibility
to meet the objectives in strategy/plan; even the allocation of
resources (money) is rarely governed by the CP.
Lack of managerial (not technical) competency (specifically lack
of exposure in managers to multi-dimensional aspects of
management)

Financial
management;
Stores/Inventory
management; Human Resource Management; Asset utilisation
and management; Technology Management etc.
Lack of creativity in management at top, middle levels; missing
climate for innovation.

Political interference creation of new zones/divisions; opening of

new lines; gauge conversion; electrification; technology
acquisition;

and
many
more
areas.
Job disparity at some places people are over-loaded; at others
no work at same (or greater) pay e.g. division-workshopproduction unit; across departments no compensation scheme
for such arduous duties. Lack of feeling for organisation
(departmentalism). Corruption.
Needless to say that the environment in which an employee
works in IR is littered with should-nots. The impression it leaves
on the new recruits in the organisation lasts for an entire lifetime,
and spreads like an infection. It only amplifies, and its eradication,
if not impossible, is definitely more difficult with passing time.
It is necessary that within your unit, you pass a message of care,
21

belonging, brotherhood, equality and fulfilment. Even if the

situation outside is known to be otherwise, within the apparently
isolated precincts of a unit, easily an atmosphere of greater
achievements and performance can be developed.

FUTURE
What does the future of HR look like?
In 2005, a UKbased HR and business management research and
publishing firm CRF Publishing released its The Future of HR:
Creating the Fit for Purpose Function report next. Co authored by
Chris Ashton, Mike Hafenden and Andrew Lambert, the report
details research, case studies, expert commentary and analysis
on several critical aspects of transforming HR. According to this,
as organizations change and greater expectations are thrust upon
22

HR, the future clearly demands more expertise in people

management, according to Hafenden If HR can deliver this, it
may diferentiate the organization and create a competitive
advantage and the functions future will not be in
doubt.Hafenden is ultimately optimistic about the future.
Important and interesting work is available for good HR people to
make a significant contribution to the business making 10 per
cent of the organization 5 per cent better. Lambert believes that
structurally, HR needs to move on from the brief and only
partially understood roles articulated by Dave Ulrich, and really
get to grips with what is needed to support organizational
performance.
Simply put, the critical deliverables are developing the
organization to meet future challenges, while still supporting and
improving its current capabilities. HR organization and objectives
must reflect this. The HR function of the future will include
people with varied background and skills whether from frontline
management or other functions bringing a much broader
perspective to bear than the archetypal personnel professional
concept of the past, according to Lambert. This will develop
strong administrative performance as much as wider strategic
perspective.This will be a function that is at the heart of
organizational achievement, not the periphery, and a place that
real achievers will want to be, he says. Critically, the function
will need to be led by people that have the courage and respect
to shape behavior at the top, and ensure that the organization
has the role model achievers that will provide resilience and
cohesion through the tough times as well as the good. HR leaders
also need to be able to demonstrate that they can get things
done, and inspire or select for action orientation among their key
executives.

CHAPTER-2
COMPANY PROFILE
23

ABOUT:
C&S Electric Ltd. is amongst the leading suppliers of electrical
equipment in India and is Indias largest exporter of industrial
switchgear. Its wide range of electrical and electronic products
find application in power generation, distribution, control,
protection and final consumption. C&S Electric is amongst the top
4 players in the LV switchgear business & the market leader in the
Power Busbar Business. In addition the company also has product
oferings for MV switchgear, Energy Efficient Lighting solutions
and Diesel Generating Sets. C&S Electric along with Solar EPC
business, also has an electrical contracting business which
performs turnkey solutions for industrial and commercial
electrification, substations and power plants. C&S Electric was
also the 2nd company in India to design and execute a grid
connected solar PV power plant in India.
The business operations of C&S Electric are divided in the
following strategic business units (SBUs)
LV Switchgear SBU
Power Busbar SBU
Protection and Measurement Devices SBU
Lighting & Wiring Accessories SBU
MV Switchgear SBU
Diesel Gensets
Electrical EPC SBU
Solar EPC SBU
C&S employs over 4000 people including 400 engineers, and has
17 state-of-the art manufacturing plants in India, Belgium &
China. It has 23 sales/marketing offices across India and its
24

products are exported to 83 countries. C&S Electric also has

several joint venture companies.

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

COMPANY MISSION:
To create a unique alchemy of outstanding products,
operational excellence, path breaking customer service, and
compelling marketing.
To create and relish a vibrant workplace where employees
are empowered, cared for, developed, and most of all,
provided unlimited opportunity to discover their full
potential.
25

 To continuously enhance our core technologies, and develop

new world class technologies and products to expand our
ofering to customers.
To consolidate and strengthen our position as Indias largest
exporter of Industrial power distribution and control
equipment.
To earn a healthy return on investment for the shareholders.
To everyday experience, the sheer joy of delighting our
internal and external customers, and to relish the thrill of
participation in Indias infrastructure boom.
COMPANY VALUES:

STRETCH FOR YOUR CUSTOMER

Fully understand and fulfill needs of internal and external
customers
Do not tolerate mediocrity. Stretch, Excel and Exceed
BE FRANK, BE HONEST
Be frank, fair and non-political and expect the same
treatment for yourself
Do not be afraid of conflict, when it is required and is just
BE OBSESSED WITH QUALITY
Display attention to quality every single day, from the very
top down, and from the bottom up
Remember and teach that small things lead to perfection,
but perfection is not a small thing
26

WORK HARD, SMART & SWIFT

Nurture a culture of tenacity, perseverance and sheer hard
work Be innovative
Opportunities to innovate are everywhere, everyday. Grab
them
Take responsibility for your own agenda and priorities
Take some risks. If you are not making mistakes, you are not
trying hard enough
SUCCEED AS A TEAM AND AS AN INDIVIDUAL
Strike a balance between people and task orientation
Empower and delegate, but don't over delegate
DISCOVER YOUR STRENGTHS & THOSE OF OTHERS
While we are bonded by shared values we must encourage
and respect rich diversity in skills, experiences, knowledge,
talents and personal styles
Success comes more from exploiting strengths than from
overcoming weaknesses

BUSINESS OVERVIEW:
1.)

POWER DISTRIBUTION COMPONENTS

2.)

POWER CONTROL COMPONENTS

3.)

FINAL POWER DISTRIBUTION COMPONENTS

4.)

LOW VOLTAGE PANELS

27

5.)

PROTECTION AND MEASUREMENT DEVICES

JOINT VENTURES:
1.)

C&S Himoinsa (P) Ltd., a 50:50 joint venture company of C&S

Electric Ltd., India and Himoinsa, S.L. Murcia Spain, is the pioneer
of Silent DG sets in India.

2.)

28

Unrivalled
services

product

range,

Un-matched

quality,

Un-beatable

RS Components & Controls (India) Ltd. formed in 1994 is an IndoBritish joint venture between RS Components of U.K. and the
Controls & Switchgear Group of India.

CHAPTER-3
29

ANALYSIS AT THE ORGANIZATION

STATUTORY COMPLIANCES

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

FORM V, RULE-14

#FORM V- EXAMPLE
FORM
OF
APPLICATION
FOR
GRANT/RENEWAL
REGISTRATION OF INDUSTRIAL UNITS
POSSESSING ENVIRONMENTALLY SOUND
FACILITIES FOR
REPROCESSING/RECYCLING

OF

MANAGEMENT

{To be submitted to the Central Pollution Control Board in

triplicate by the Re-processor/Recycler}

Name and Address of

the unit
:

Name of the occupier or

owner of the unit with
30

designation, Tel / Fax:

3

Date of commissioning
of the unit :

4.

No.
of
(
including
labourers )

Consent Validity

workers
contract

a) Water (Prevention & Control of

Pollution)
Act, 1974 valid up
to

b) Air (Prevention & Control of Pollution)

Act, 1981 valid up to
6.

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

Ye
ar

Name of Quantity
the
in Metric Tonnes or
Product
KL
a)
b)
c)

7.

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

Ye
ar

Name of Quantity
the Raw
in Metric Tonnes or
Material
KL
consume
d

31

a)
b)
c)
8.

Manufacturing Process

Please attach manufacturing process flow

diagram for each product (s)

9.

Water Consumption

Industrial m3/ day

Domestic..m3/day

10 Water Cess paid up to ..

(date)
11 Waste water generation Industrial/Domestic
as
per
Actualm3/day (avg.
3
consent...m /day
months)

of

last

12 Waste water treatment Industrial

(provide flow diagram of
Domestic
the treatment scheme )

13 Waste water discharge

Quantity. m3/day
Location
Analysis of treated waste water for
parameters such as pH, BOD, COD, SS,
O&G and any other as stipulated by the
SPCB/PCC ( attach details)

Air Pollution Control

32

14 a.
.

Flow diagram for

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

b.

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

c.

Fuel consumption

Name
fuel

of Quantity
per Day/Month :

a)
b)
d.

Stack emission
monitoring results

e.
quality

Ambient air

Stack
attach
ed to:

Emissions (for SPM, SO2,

NOx and Metals (like Pb
etc.) in particulates in
mg/Nm3

Ambie Parameters (SPM, SO2, NOx,

nt
air
Pb, any other ) in g/ m3
quality
locatio
n:

33

15 Hazardous
.
management
a.

waste
:

Waste generation
:

b.

S.
N
o.

Nam Cate
e
gory

Quantity
( last 3 years)

Details on collection
,
treatment
and
transport
:

c. Disposal

(i)
Please attach
Details of the disposal
facilities
(ii)
Please
attach
analysis
report
of
characterisation
of
hazardous
waste
generated
(including
leachate
test
if
applicable)

1
6.

Details of hazardous 1.
wastes proposed to be
2.
acquired
through

Name
Quantity required per year

34

sale/negotiation/
3. Waste listing & No. in Annex VIII (List
contract or import as
A)/
Annex IX (List B) of Basel
the case may be for use
Convention (BC)
as raw
4. Hazard Characteristic as per Annex III
material.
of BC
17 Occupational safety and Please provide
Health aspects
provided

18 Remarks

(i) whether industry has Yes / No

provided
adequate
pollution
control
system/ equipment to
meet the standards of
emission/effluent.
(ii)
whether
HW Yes / No
collection
and
Treatment , Storage and
Disposal Facility (TSDF)
are
operating
satisfactorily.
(iii)Whether conditions Yes / No
exists or likely to exists
of the hazardous waste
being
handled
/processed of posing
immediate or delayed
adverse impacts on the
Environment.
35

details

of

facilities

(iv) Whether conditions Yes / No

exists or is likely to
exists of the wastes
being
handled
/
processed
by
any
means
capable
of
yielding
another
material eg , leachate
which may possess ecotoxicity.
19 Any other Information
i)
ii)
iii)
20 List of enclosures as per
rule

Date:.............
Signature:

36

Place:...........
Designation:

c.) CCA-CONSOLIDATED
AUTHORIZATION

CONSENT

AND

#CONSENT:- It is basically an application received status

and the other documents attached as well.
#AUTHORIZATION:- in which the company mentions that
what is the quantity of the hazardous/waste/bio-medical
products using by the company.

d.) WORKING CAPITAL REPORT

e.) BALANCE SHEET
f.)PROFIT & LOSS STATEMENT
# Working capital report, balance sheet and profit & loss
statements should be C.A (Chartered accountant certified)

2. FACTORY LICENSE RENEWAL

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

37

3. FACTORY ACT RETURN

a.) Covering letter
b.) Form 21 (annual return)
c.)Form-D
d.) Form of maternity benefit act (schedule-II)
e.) Form-III (minimum wages act, rule 21 (4A))
f.) Form L
g.) Form M
h.) Form N
i.) Form O
j.) Form 22 (half yearly return, sec.110 (120))
k.) Form IV
l.) Form C

4. EMPLOYMENT EXCHANGE
a.) Covering letter
b.) ER-I (employment return which is paid quarterly)
c.)ER-II (paid once in 5 years)

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

38

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

39

How to monitor attendance

There are many ways in which an organisation can monitor
attendance. This will vary from business to business, some may
just use an attendance sheet, some may use online and recently a
lot of businesses have been using finger print recognition which
can be very reliable. Each will have their own positive and
negative. Nowadays everything is done through technology, over
the last couple of decades technology has vastly improved
leading it to be used by many businesses. Businesses can monitor
attendance the simple way by having a sign in sheet which can be
very quick and convenient, but however this system could be
outdated in a business organisation and can easily get lost. Using
an online register or using a programme can help a business in
the broader context.
If an employer has an online register he/she can bring up the
past and current attendance information about each individual
employee. This can be looked into detail if the employer wanted
to. Another point about an online register is that it cant get lost
as you can have many saved copies of it and it is convenient you
can bring it up whenever you log into an account. One piece of
software that employers tend to use which is called Celayix
gives employers real time alert to display employee activity. Shifts
missed as well as late check-ins this software will automatically
alert the employer or the management team, and from this the
40

employer will be able to do whatever is necessary. This all comes

under in how a business will monitor attendance.

Rewarding employees with good attendance

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

How is absences linked to attendance management

41

Managing attendance can also be a factor in which a business can

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

BILL CLEARANCE MANAGEMENT

Billing Management is a flexible, activity-based warehouse billing
software solution that automates labor-intensive processes
42

typically associated with billing management. The system records

activities such as receiving, put away, replenishment, pick/pack,
weighing, storage, loading, cycle and physical counting in real
time, and then develops invoices using rules and charges that are
customized for each client. So no matter where an order is filled,
billing is centralized, customized and accurate.
Billing Management also provides dynamic cost analysis that
captures activities and their associated costs, and then
determines which processes, products, customers and suppliers
contribute most to the bottom line. This cost-analysis feature lets
you evaluate and compare the actual costsand opportunity
costsof service by client, partner or line of business.
Billing Management receives input from standard data feeds via
industry-leading Distribution Management solutions, as well as
other third-party warehouse management systems.

Key features of our warehouse billing software include:

o

Client, activity and rule configuration

Transactional and storage billing engines that can be

automated or manually initiated

Audit capabilitiespre-invoice review, charge adjustments

and grant discounts

Invoice generation and printing

EMPLOYEE ENGAGEMENT
43

EMPLOYEE ENGAGEMENT is a property of the relationship

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

TEN CS OF EMPLOYEE ENGAGEMENT

How can leaders engage employees heads, hearts, and hands?
The literature ofers several avenues for action; we summarize
these as the Ten Cs of employee engagement.

CONNECT

CONTRIBUTE

CAREER

CONTROL

CLARITY

COLLABORATE

CONVEY

CREDIBILITY

CONGRATULATE

CONFIDENCE

44

COMPONENTS OF EMPLOYEE ENGAGEMENT

There are two primary factors that drive employee engagement.

These factors are based on statistical analysis and widely
supported by industry research:

Engagement with The Organization

Engagement with "My Manager
Beyond Engagement
Strategic Alignment
Competency

PERFORMANCE
COMPETENCY

ENGAGEMENT

ALIGNMENT

Engagement
Engaged
In-between
Dis-engaged

Organization
49 %
35
17

Managers
32
25
43

Alignment
Aligned
In-between

Strategic
57
31

Competency
Feedback: 360

45

Not- aligned

12
T -Score: 48

HOW IS EMPLOYEE ENGAGEMENT MEASURED?

Employee engagement is typically measured using an employee

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

Measuring employee engagement is a smart business

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

Specific measures for new-hire engagement might include

1) Percentage of employees
orientation process;
46

completing

comprehensive

2) Percentage completing an entrance interview;

3) Percentage coached by a buddy or mentor;
4) Percentage of new hires considered outstanding performers;
and
5) First-year voluntary turnover rates.

On the other hand, measures of sustained employee

engagement may include
1) Absenteeism rates;
2) Performance/quality rates;
3) Training hours per employee;
4) Ratio of internal to external hires;
5) Top-performer voluntary turnover rates;
6) Overall voluntary turnover rate; and
7) Percentage of employees completing individual development
plans.
BARRIERS TO EMPLOYEE ENGAGEMENT
Often in the form of rules, workplace culture and behaviors,
barriers to engagement can be damaging to employees,
customers and stakeholdersand ultimately, to the
organizations financial success. In fact, by operating in a
black-and-white world, even HR can act as a barrier
depending
on how workplace policies and practices are implementedrather
than helping to motivate employees through innovative and
proactive practices. Also, barriers can prevent efficiency, do not
promote a positive and engaging work environment and may
47

damage the ability of an organization to act quickly. Importantly,

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

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

Employee perceptions of job importance

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

48

BASIC (Minimum wage + D.A)

HRA
CONVEYANCE ALLOWANCE
SPECIAL ALLOWANCE

11000
4400
800
10119

MONTHLY ALLOWANCE (A)

26319

LTA
MEDICAL
PF
ESIC
BONUS
GRATUITY

916
916
1320
193
0
529

MONTHLY ALLOWANCE (B)

3874

TOTAL MONTHLY SALARY (A+B)

30193

ANNUAL CTC

362316

ROLL MANAGEMENT

SALARY STRUCTURE

49

PAY

Explanation of the terms:

1.)
Basic (Minimum wage rate + D.A)
2.)
D.A depends from organization to organization, But
the organizations which provides D.A; it is usually included in
the basic itself.
3.)
HRA= 40% of the basic
4.)
Conveyance allowance- is fixed for almost all the
private company and is usually Rs.800.
5.)
Special allowance are flexible
6.)
LTA- Leave travelling allowance 8.33 %
7.)
Medical is also 8.33%
8.)
Employee Provident Fund
EPF is 12% of the basic salary from an employee
The total EPF =25.36 %
50

12% from employees basic salary deduction

12% addition from employer side
And 1.36 is admin charges
9.)
ESIC
1.75% deductions from basic salary of an employee
The total ESIC =6.5%
1.75=from employee side
And 4.75 from employer side
10.)
Bonus is 20% of the minimum basic pay on the basis of
3500-minimum and
10000-maximum
If the salary is less than 3500 or more than 10000 the
employee is not eligible for bonus.
11.)
Gratuity is 4.81 %
The payroll increases twice in a year through govt. itself.
a.)
In august, which starts from the September salary
b.)
And next in February, which starts from the March
salary.

Types of labors and the current wage rate as per their

category:
a.)
Un-skilled
6928
b.)
Semi-skilled
7655
c.)Skilled
8494

CALCULATION OF SALARY
Bas No. of No. of Ear
ic + worki prese n
D.A ng
nt
bas

Total
overti
me
51

Ear Total
n
earni
OT ng

EP
F

ESI Total
Sala
C
deductio ry in
ns
han

days
720 26
0

days

ic

(in hrs)

25

692 25
3

d
86
5

7788

83
0

13
6

966

In case of contractual labor the working days are 26, in case

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

Basic + D.A / no. of working days

Total
No of hours extra hours working per
day

Total earnings= Earn Basic + Earn Overtime

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

LIMIT OF EPF and ESIC:

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

52

682
2

CONCLUSION

53