CHAPTER 1

INTRODUCTION TO
INFORMATION SYSTEM

HUMAN RESOURCE INFORMATION

MANAGEMENT
Definition:
A Human Resources Information System is a system that lets you keep track of all
your employees and information about them. It is usually done in a database or, more often,
in a series of inter-related databases. These systems include the employee name and contact
information and all or some of the following:

department,

job title,

grade,

salary,

salary history,

position history,

supervisor,

training completed,

special qualifications,

ethnicity,

date of birth,

disabilities,

veterans status,

visa status,

benefits selected,
They include reporting capabilities. Some systems track applicants before they

become employees and some are interfaced to payroll or other financial systems. The
Human Resource Information System (HRIS) is a software or online solution for the data
entry, data tracking, and data information needs of the Human Resources, payroll,
management, and accounting functions within a business. Normally packaged as a data base,

hundreds of companies sell some form of HRIS and every HRIS has different capabilities.
Pick your HRIS carefully based on the capabilities you need in your company.

Typically, the better The Human Resource Information Systems (HRIS) provide overall:

Management of all employee information.

Reporting and analysis of employee information.

Company-related documents such as employee handbooks, emergency evacuation

procedures, and safety guidelines.

Benefits administration including enrollment, status changes, and personal

information updating.

Complete integration with payroll and other company financial software and
accounting systems.

Applicant tracking and resume management.

The HRIS that most effectively serves companies tracks:

attendance and PTO use,

pay raises and history,

pay grades and positions held,

performance development plans,

training received,

disciplinary action received,

personal employee information, and occasionally,

management and key employee succession plans,

high potential employee identification, and

Applicant tracking, interviewing, and selection.

An effective HRIS provides information on just about anything the company needs to
track and analyze about employees, former employees, and applicants. Your company will
need to select a Human Resources Information System and customize it to meet your needs.
With an appropriate HRIS, Human Resources staff enables employees to do their own
benefits updates and address changes, thus freeing HR staff for more strategic functions.
Additionally, data necessary for employee management, knowledge development, career
growth and development, and equal treatment is facilitated. Finally, managers can access the
information they need to legally, ethically, and effectively support the success of their
reporting employees.

NEED FOR THE STUDY

.
An effective HRIS provides information on just about anything the company needs
to track and analyze about employees, former employees, and applicants. Any company will
need to select a Human Resources Information System and customize it to meet your needs.
With an appropriate HRIS, Human Resources staff enables employees to do their own
benefits updates and address changes, thus freeing HR staff for more strategic functions.
Additionally, data necessary for employee management, knowledge development, career
growth and development, and equal treatment is facilitated. Finally, managers can access the
information they need to legally, ethically, and effectively support the success of their
reporting employees.
So the present study has been undertaken.

OBJECTIVES OF THE STUDY:

Organization keep involving and transforming change is to main force behind
the development of organizations. If a practice in a corporation has been going on
without any modifications , amendments or changes immediately.
Hence the underlying objectives are

Make a study in prevailing HRIS.

To identify Accuracy of Employee data.

To make the required changes in SAP.

Identify the Mistakes of Employees data and Update the same in SAP.

To identify the Data Needed and suggest the same to the organization.

The involvement and participation of both the administration and the executives in
bringing about desired betterment both in daily routine and procedure assessment
by adopting a new outlook , attitudes and practices of executive business.

METHODOLOGY
The present study has been conducted in HERITAGE FOODS
INDIA LIMITED situated at Hyderabad. The online Interviews are conducted
through a properly designed questionnaire constitute the primary
for

source of data

the study.

Unit of study
Two instruments are used; the first one is the management schedule to
gather information from management on different angles of organization.
The second one intended to administer among the sample.
Research & Design
1.

Research method

Survey

2.

Data collection Method

Primary source

Secondary source

:
: Structured closed ended questionnaire
: Company brochures , records , magazines

(REINFOREC),
Journals, Internet.

Research Instrument

Sample size

Procedure

Personal Interview and Questionnaire

100

simple random sampling

LIMITATIONS OF the study

LIMITATIONS
The study aims at examining the levels of job satisfaction among the employees of
HEARITAGE FOODS LTD. But all the units of the organization could not be covered
due to the large size of organization.
Due to lack of time and considering the resources available the study to 100 employees
only.
There is every possibility of deviations in the answering pattern from what the
respondents really feel.
There is every chance of misinterpretation of some question in such a case the response
might be vague.

 To complete this report with full fleded information it is necessary to collect the data
from the each and every corner of the organization but to allocation of short span of time
the data has been collected from selected.
Total number of employee is not covered under the sample size taken. The samples of
worker are taken randomly. This is due to logistical constraints and time factor.

INDUSTRY PROFILE

HISTORY OF INDIAN FOODS INDUSTRY

Retailing is one of the pillars of the economy in India and accounts for 35% of
GDP. The retail industry is divided into organised and unorganised sectors. Over 12 million
outlets operate in the country and only 4% of them being larger than 500 sq ft (46 m2) in
size. Organised retailing refers to trading activities undertaken by licensed retailers, that is,
those who are registered for sales tax, income tax, etc. These include the corporate-backed
hypermarkets and retail chains, and also the privately owned large retail businesses.
Unorganised retailing, on the other hand, refers to the traditional formats of low-cost
retailing, for example, the local kirana shops, owner manned general stores, paan/beedi
shops, convenience stores, hand cart and pavement vendors, etc.
Most Indian shopping takes place in open markets and millions of independent grocery
shops called kirana. Organized retail such supermarkets accounts for just 4% of the market
as of 2008. Regulations prevent most foreign investment in retailing. Moreover, over thirty
regulations such as "signboard licences" and "anti-hoarding measures" may have to be
complied before a store can open doors. There are taxes for moving goods to states, from
states, and even within states.
Growth
An increasing number of people in India are turning to the services sector for
employment due to the relative low compensation offered by the traditional agriculture and
manufacturing sectors. The organized retail market is growing at 35 percent annually while
growth of unorganized retail sector is pegged at 6 percent.
The Retail Business in India is currently at the point of inflection. Rapid change with
investments to the tune of US $ 25 billion is being planned by several Indian and
multinational companies in the next 5 years. It is a huge industry in terms of size and
according to management consulting firm Technopak Advisors Pvt. Ltd., it is valued at about
US $ 350 billion. Organised retail is expected to garner about 16-18 percent of the total
retail market (US $ 65-75 billion) in the next 5 years.

10

India has topped the A.T. Kearneys annual Global Retail Development Index (GRDI)
for the third consecutive year, maintaining its position as the most attractive market for retail
investment. The Indian economy has registered a growth of 8% for 2007. The prediction for
2008 is 7.9%. The enormous growth of the retail industry has created a huge demand for real
estate. Property developers are creating retail real estate at an aggressive pace and by 2010,
300 malls are estimated to be operational in the country.
With over 1,000 hypermarkets and 3,000 supermarkets projected to come up by 2011,
India will need additional retail space of 700,000,000 sq ft (65,000,000 m2) as compared to
today. Current projections on construction point to a supply of just 200,000,000 sq ft
(19,000,000 m2), leaving a gap of 500,000,000 sq ft (46,000,000 m2) that needs to be filled,
at a cost of US$1518 billion.
According to the Icier report, the retail business in India is estimated to grow at 13%
from $322 billion in 2006-07 to $590 billion in 2011-12. The unorganized retail sector is
expected to grow at about 10% per annum with sales expected to rise from $ 309 billion in
2006-07 to $ 496 billion in 2011-12.

The Indian Retail Market Indian market has high complexities in terms of a wide
geographic spread and distinct consumer preferences varying by each region necessitating a
need for localization even within the geographic zones. India has highest number of outlets
per person (7 per thousand) Indian retail space per capita at 2 sq ft (0.19 m2)/ person is

11

lowest in the world Indian retail density of 6 percent is highest in the world. 1.8 million
households in India have an annual income of over 45 lakh
Delving further into consumer buying habits, purchase decisions can be separated into
two categories: status-oriented and indulgence-oriented. CTVs/LCDs, refrigerators, washing
machines, dishwashers, microwave ovens and DVD players fall in the status category.
Indulgence-oriented products include plasma TVs, state-of-the-art home theatre systems,
iPods, high-end digital cameras, camcorders, and gaming consoles. Consumers in the status
category buy because they need to maintain a position in their social group. Indulgenceoriented buying happens with those who want to enjoy life better with products that meet
their requirements. When it comes to the festival shopping season, it is primarily the statusoriented segment that contributes largely to the retailers cash register.
While India presents a large market opportunity given the number and increasing
purchasing power of consumers, there are significant challenges as well given that over 90%
of trade is conducted through independent local stores. Challenges include: Geographically
dispersed population, small ticket sizes, complex distribution network, little use of IT
systems, limitations of mass media and existence of counterfeit goods.

12

Major Indian Retailers

Indian apparel retailers are increasing their brand presence overseas, particularly in
developed markets. While most have identified a gap in countries in West Asia and Africa,
some
Spykar

majors are also looking at the US and Europe. Arvind Brands, Madura Garments,
and Royal Classic Polo are busy chalking out foreign expansion plans through

the distribution route and standalone stores as well. Another denim wear brand, Spykar,
which is now moving towards becoming a casualwear lifestyle brand, has launched its store
in Melbourne recently. It plans to open three stores in London by 2008-end.
The low-intensity entry of the diversified Mahindra Group into retail is unique because
it plans to focus on lifestyle products. The Mahindra Group is the fourth large Indian
13

business group to enter the business of retail after Reliance Industries Ltd, the Aditya Birla
Group, and Bharti Enterprises Ltd. The other three groups are focusing either on perishables
and groceries, or a range of products, or both.

Vivek Limited Retail Formats: Viveks, Jainsons, Viveks Service Centre, Viveks Safe
Deposit Lockers

PGC Retail -T-Mart IndiaSwitcher , Respect India , Grand India Bazaar ,etc.,

REI AGRO LTD Retail-Formats:6TEN Hyper & 6TEN Super

RPG Retail-Formats: Music World, Books & Beyond, Spencers Hyper, Spencers
Super, Daily & Fresh

Pantaloon Retail-Formats: Big Bazaar, Food Bazaar, Pantaloons, Central, Fashion

Station, Brand Factory, Depot, aLL, E-Zone etc.

The Tata Group-Formats: Westside, Star India Bazaar, Steeljunction, Landmark,

Titan Industries with World of Titans showrooms, Tanishq outlets, Chroma.

K Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, Inorbit

Lifestyle International-Lifestyle, Home Centre, Max, Fun City and International

Franchise brand stores.

Pyramid Retail-Formats: Pyramid Megastore, TruMart

Nilgiris-Formats: Nilgiris supermarket chain

Subhiksha-Formats: Subhiksha supermarket pharmacy and telecom discount chain.

Trinethra- Formats: Fabmall supermarket chain and Fabcity hypermarket chain

Vishal Retail Group-Formats: Vishal Mega Mart

BPCL-Formats: In & Out

Reliance Retail-Formats: Reliance Fresh

14

Reliance ADAG Retail-Format: Reliance World

German Metro Cash & Carry

Shoprite Holdings-Formats: Shoprite Hyper

Paritala stores bazar: honey shine stores

Aditya Birla Group - more Outlets

Kapas- Cotton garment outlets

15

COMPANY PROFILE

Heritage at a Glance:
The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is
one of the fastest growing Private Sector Enterprises in India, with three-business divisions
viz., Dairy, Retail and Agri under its flagship Company Heritage Foods (India) Limited
(HFIL), one infrastructure subsidiary - Heritage Infra Developers Limited and other
associate Companies viz., Heritage Finlease Limited, Heritage International Limited and

16

Heritage Agro Merine Private Limited. The annual turnover of Heritage Foods crossed
Rs.347 crores in 2006-07 and is aiming for Rs.700 crores during 2007-08.
Presently Heritages milk products have market presence in Andhra Pradesh,
Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore,
Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and
these are backbone to retail operations.
In the year 1994, HFIL went to Public Issue to raise resources, which was
oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code:
519552) and NSE (Stock Code: HISTORY OF INDIAN FOODS INDUSTRY
Retailing is one of the pillars of the economy in India and accounts for 35% of
GDP. The retail industry is divided into organised and unorganised sectors. Over 12 million
outlets operate in the country and only 4% of them being larger than 500 sq ft (46 m2) in
size. Organised retailing refers to trading activities undertaken by licensed retailers, that is,
those who are registered for sales tax, income tax, etc. These include the corporate-backed
hypermarkets and retail chains, and also the privately owned large retail businesses.
Unorganised retailing, on the other hand, refers to the traditional formats of low-cost
retailing, for example, the local kirana shops, owner manned general stores, paan/beedi
shops, convenience stores, hand cart and pavement vendors, etc.
Most Indian shopping takes place in open markets and millions of independent grocery
shops called kirana. Organized retail such supermarkets accounts for just 4% of the market
as of 2008. Regulations prevent most foreign investment in retailing. Moreover, over thirty
regulations such as "signboard licences" and "anti-hoarding measures" may have to be
complied before a store can open doors. There are taxes for moving goods to states, from
states, and even within states.
Growth
An increasing number of people in India are turning to the services sector for
employment due to the relative low compensation offered by the traditional agriculture and

17

manufacturing sectors. The organized retail market is growing at 35 percent annually while
growth of unorganized retail sector is pegged at 6 percent.
The Retail Business in India is currently at the point of inflection. Rapid change with
investments to the tune of US $ 25 billion is being planned by several Indian and
multinational companies in the next 5 years. It is a huge industry in terms of size and
according to management consulting firm Technopak Advisors Pvt. Ltd., it is valued at about
US $ 350 billion. Organised retail is expected to garner about 16-18 percent of the total
retail market (US $ 65-75 billion) in the next 5 years.

India has topped the A.T. Kearneys annual Global Retail Development Index (GRDI)
for the third consecutive year, maintaining its position as the most attractive market for retail
investment. The Indian economy has registered a growth of 8% for 2007. The prediction for
2008 is 7.9%. The enormous growth of the retail industry has created a huge demand for real
estate. Property developers are creating retail real estate at an aggressive pace and by 2010,
300 malls are estimated to be operational in the country.
With over 1,000 hypermarkets and 3,000 supermarkets projected to come up by 2011,
India will need additional retail space of 700,000,000 sq ft (65,000,000 m2) as compared to
today. Current projections on construction point to a supply of just 200,000,000 sq ft
(19,000,000 m2), leaving a gap of 500,000,000 sq ft (46,000,000 m2) that needs to be filled,
at a cost of US$1518 billion.
According to the Icier report, the retail business in India is estimated to grow at 13%
from $322 billion in 2006-07 to $590 billion in 2011-12. The unorganized retail sector is
expected to grow at about 10% per annum with sales expected to rise from $ 309 billion in
2006-07 to $ 496 billion in 2011-12.

18

The Indian Retail Market Indian market has high complexities in terms of a wide
geographic spread and distinct consumer preferences varying by each region necessitating a
need for localization even within the geographic zones. India has highest number of outlets
per person (7 per thousand) Indian retail space per capita at 2 sq ft (0.19 m2)/ person is
lowest in the world Indian retail density of 6 percent is highest in the world. 1.8 million
households in India have an annual income of over 45 lakh
Delving further into consumer buying habits, purchase decisions can be separated into
two categories: status-oriented and indulgence-oriented. CTVs/LCDs, refrigerators, washing
machines, dishwashers, microwave ovens and DVD players fall in the status category.
Indulgence-oriented products include plasma TVs, state-of-the-art home theatre systems,
iPods, high-end digital cameras, camcorders, and gaming consoles. Consumers in the status
category buy because they need to maintain a position in their social group. Indulgenceoriented buying happens with those who want to enjoy life better with products that meet
their requirements. When it comes to the festival shopping season, it is primarily the statusoriented segment that contributes largely to the retailers cash register.
While India presents a large market opportunity given the number and increasing
purchasing power of consumers, there are significant challenges as well given that over 90%
of trade is conducted through independent local stores. Challenges include: Geographically
dispersed population, small ticket sizes, complex distribution network, little use of IT
systems, limitations of mass media and existence of counterfeit goods.

19

Major Indian Retailers

Indian apparel retailers are increasing their brand presence overseas, particularly in
developed markets. While most have identified a gap in countries in West Asia and Africa,
some
Spykar

majors are also looking at the US and Europe. Arvind Brands, Madura Garments,
and Royal Classic Polo are busy chalking out foreign expansion plans through

the distribution route and standalone stores as well. Another denim wear brand, Spykar,
which is now moving towards becoming a casualwear lifestyle brand, has launched its store
in Melbourne recently. It plans to open three stores in London by 2008-end.
The low-intensity entry of the diversified Mahindra Group into retail is unique because
it plans to focus on lifestyle products. The Mahindra Group is the fourth large Indian
20

business group to enter the business of retail after Reliance Industries Ltd, the Aditya Birla
Group, and Bharti Enterprises Ltd. The other three groups are focusing either on perishables
and groceries, or a range of products, or both.

Vivek Limited Retail Formats: Viveks, Jainsons, Viveks Service Centre, Viveks Safe
Deposit Lockers

PGC Retail -T-Mart IndiaSwitcher , Respect India , Grand India Bazaar ,etc.,

REI AGRO LTD Retail-Formats:6TEN Hyper & 6TEN Super

RPG Retail-Formats: Music World, Books & Beyond, Spencers Hyper, Spencers
Super, Daily & Fresh

Pantaloon Retail-Formats: Big Bazaar, Food Bazaar, Pantaloons, Central, Fashion

Station, Brand Factory, Depot, aLL, E-Zone etc.

The Tata Group-Formats: Westside, Star India Bazaar, Steeljunction, Landmark,

Titan Industries with World of Titans showrooms, Tanishq outlets, Chroma.

K Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, Inorbit

Lifestyle International-Lifestyle, Home Centre, Max, Fun City and International

Franchise brand stores.

Pyramid Retail-Formats: Pyramid Megastore, TruMart

Nilgiris-Formats: Nilgiris supermarket chain

Subhiksha-Formats: Subhiksha supermarket pharmacy and telecom discount chain.

Trinethra- Formats: Fabmall supermarket chain and Fabcity hypermarket chain

Vishal Retail Group-Formats: Vishal Mega Mart

BPCL-Formats: In & Out

Reliance Retail-Formats: Reliance Fresh

21

Reliance ADAG Retail-Format: Reliance World

German Metro Cash & Carry

Shoprite Holdings-Formats: Shoprite Hyper

Paritala stores bazar: honey shine stores

Aditya Birla Group - more Outlets

Kapas- Cotton garment outlets

22

COMPANY PROFILE

Heritage at a Glance:
The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is
one of the fastest growing Private Sector Enterprises in India, with three-business divisions
viz., Dairy, Retail and Agri under its flagship Company Heritage Foods (India) Limited
(HFIL), one infrastructure subsidiary - Heritage Infra Developers Limited and other
associate Companies viz., Heritage Finlease Limited, Heritage International Limited and
Heritage Agro Merine Private Limited. The annual turnover of Heritage Foods crossed
Rs.347 crores in 2006-07 and is aiming for Rs.700 crores during 2007-08.
Presently Heritages milk products have market presence in Andhra Pradesh,
Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore,
Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and
these are backbone to retail operations.
In the year 1994, HFIL went to Public Issue to raise resources, which was
oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code:
519552) and NSE (Stock Code: HERITGFOOD)

About the founder:

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic,
Progressive and Visionary Leaders of the 21st Century. With an objective of bringing

23

prosperity in to the rural families through co-operative efforts, he along with his relatives,
friends and associates promoted Heritage Foods in the year 1992 taking opportunity from
the Industrial Policy, 1991 of the Government of India and he has been successful in his
endeavour.
At present, Heritage has market presence in all the states of South India.
More than three thousand villages and five lakh farmers are being benefited in these states.
On the other side, Heritage is serving more than 6 lakh customers needs, employing more
than 700 employees and generating indirectly employment opportunity to more than 5000
people. Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales
turnover has reached close to Rs.300 crores during the financial year 2005-2006.
Sri Naidu held various coveted and honorable positions including Chief
Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &
Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small
Industries Development Corporation, and Chairman of Karshaka Parishad.
Sri Naidu has won numerous awards including " Member of the World
Economic Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time Asia ), "
Business Person of the Year " (Economic Times), and " IT Indian of the Millennium " ( India
Today).
Sri Naidu was chosen as one of 50 leaders at the forefront of change in the
year 2000 by the Business Week magazine for being an unflinching proponent of technology
and for his drive to transform the State of Andhra Pradesh.
Forward looking statements:
We have grown, and intended to grow, focusing on harnessing our
willingness to experiment and innovate our ability to transform our drive towards excellence
in quality, our people first attitude and our strategic direction.
Mission:

24

Bringing prosperity into rural families of India through co-operative efforts

and providing customers with hygienic, affordable and convenient supply of " Fresh and
Healthy " food products.

Vision:
To be a progressive billion dollar organization with a pan India foot print by
2012.To achieve this by delighting customers with "Fresh and Healthy" food products, those
are a benchmark for quality in the industry.
We are committed to enhanced prosperity and the empowerment of the
farming community through our unique "Relationship Farming" Model.
To be a preferred employer by nurturing entrepreneurship, managing career
aspirations and providing innovative avenues for enhanced employee prosperity.
Heritage Slogan:

When you are healthy, we are healthy

When you are happy, we are happy
We live for your "HEALTH & HAPPINESS"

Quality policy of HFIL:

We are committed to achieve customer satisfaction through hygienically processed
and packed Milk and Milk Products. We strive to continually improve the quality of our
products and services through upgradation of technologies and systems.

25

Heritage's soul has always been imbibed with an unwritten perpetual commitment to
itself, to always produce and provide quality products with continuous efforts to improve the
process and environment.
Adhering to its moral commitment and its continuous drive to achieve
excellence in quality of Milk, Milk products & Systems, Heritage has always been laying
emphasis on not only reviewing & re-defining quality standards, but also in implementing
them successfully. All activities of Processing, Quality control, Purchase, Stores, Marketing
and Training have been documented with detailed quality plans in each of the departments.
Today Heritage feels that the ISO certificate is not only an epitome of
achieved targets, but also a scale to identify & reckon, what is yet to be achieved on a
continuous basis. Though, it is a beginning, Heritage has initiated the process of
standardizing and adopting similar quality systems at most of its other plants.
Commitments:
Milk Producers:
Change in life styles of rural families in terms of:

Regular high income through co-operative efforts.

Women participation in income generation .

Saved from price exploitation by un-organized sector .

Remunerative prices for milk .

Increase of milk productivity through input and extension activities

Shift from risky agriculture to dairy farming

Heritage

Financial support for purchase of cattle; insuring cattle

Establishment of Cattle Health Care Centers

Supplying high quality Cattle feed

26

Organizing "Rythu Sadasu" and Video programmes for educating the farmers in
dairy farming

Customers:

Timely Supply of Quality & Healthy Products

Supply high quality milk and milk products at affordable prices

Focused on Nutritional Foods

More than 4 lakh happy customers

High customer satisfaction

24 hours help lines ( <10 complaints a day)

Employees:

Enhancing the Technical and Managerial skills of Employees through continuous

training and development

Best appraisal systems to motivate employees

Incentive, bonus and reward systems to encourage employees

Heritage forges ahead with a motto "add value to everything you do"

Returns:
Consistent Dividend Payment since Public Issue (January 1995)
Service:

Highest impotence to investor service; no notice from any regulatory authority since
2001 in respect of investor service

Very transparent disclosures

Suppliers:

27

Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured drinks
Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra pack
association for products package.
Society:

Potential Employment Generation

more than 3500 employees are working with heritage

more than 9500 procurement agents got self employment in rural areas
more than 5000 sales agents associated with the company

Employment for the youth by providing financial and animal husbandry support for
establishing MINI DAIRIES

Producing highly health conscious products for the society

Qualities of management principles:

1. Customer focus to understand and meet the changing needs and expectations of
customers.
2. People involvement to promote team work and tap the potential of people.
3. Leadership to set constancy of purpose and promote quality culture trough out the
organization.
4. Process approach to assess the efficiency and effectiveness of each process.
5. Systems approach to understand the sequence and interaction of process.
6. Factual approach to decision making to ensure its accuracy.
7. Continual improvement processes for improved business results.
8. Development of suppliers to get right product and services in right time at right
place.
Product/Market wise performance:

28

The total turnover is Rs 341 Crores during the financial year 2006-07 against
the turnover of 292.02 Crores in 2005-06. Today Heritage distributes quality milk & milk
products in the states of A.P, Karnataka, and Kerala & Tamil nadu.
During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs against
Rs.24525.23 lakhs in the previous year. The sales of miik products including bulk sales of
cream, ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.

Milk sales:
23% growth was recorded in AP 2.38 lakhs litres per day(LLPD) in 2006-07 against
1.93 LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2006-07
against 1.35 LLPD in 2005-06. Over all growth of 6% was recorded- 5.49 LLPD in 2006-07
against 5.16 LLPD. Flavoured milk sales recorded a growth rate of 77% over 2005-06.
Butter milk sales have gone up by 45% over 2005-06.
Outlook:
Considering the growth potential in the liquid milk market, the company has
drawn plans to increase its market share in the existing markets and to enter into new
markets there by doubling revenues in dairy business in the next 3 years. To achieve this
object, company is undertaking major expansion in dairy business by inverting over Rs20
crores during 2006-07 and over Rs10 crores during the current year to strengthen the milk
procurement.
BRANCHES OF HFIL:
HFIL has 3 wings. They are
1. Dairy
2. Retail
3. Agribusiness

29

4.

1. Dairy:
It is the major wing among all. The dairy products manufactured by HFIL are
Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.
2. Retail:
In the retail sector HFIL has outlets namely Fresh@. In those stores the
products sold are vegetables, milk& milk products, grocery, pulses, fruits etc.
In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4
respectively are there. Totally there are 26 retail shops are there.
Fresh@ is a unique chain of retail stores, designed to meet the needs of the
modern Indian consumer. The store rediscovers the taste of nature every day making grocery
shopping a never before experience.
The unique& distinctive feature of Fresh@ is that it offers the widest range
of fresh fruits and vegetables which are directly hand picked from the farms. Freshness lies
in their merchandise and the customers are always welcomed with fresh fruits and
vegetables no matter what what time they walk in.
3. Agri Business:
In this business HFIL employees will go to farmers and have a deal with
them. Those farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL
will transport the goods to retail outlets.
The agricultural professors will examine which area is suitable to import
vegetables from and also examine the vegetables, pulses and fruits in the lab. And finally

30

they report to the Head-Agribusiness. Representatives as per the instructions given by the
agri professors will approach the farmers directly and make a deal with them. It is the
process of registering the farmers.
)

About the founder:

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic,
Progressive and Visionary Leaders of the 21st Century. With an objective of bringing
prosperity in to the rural families through co-operative efforts, he along with his relatives,
friends and associates promoted Heritage Foods in the year 1992 taking opportunity from
the Industrial Policy, 1991 of the Government of India and he has been successful in his
endeavour.
At present, Heritage has market presence in all the states of South India.
More than three thousand villages and five lakh farmers are being benefited in these states.
On the other side, Heritage is serving more than 6 lakh customers needs, employing more
than 700 employees and generating indirectly employment opportunity to more than 5000
people. Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales
turnover has reached close to Rs.300 crores during the financial year 2005-2006.
Sri Naidu held various coveted and honorable positions including Chief
Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &
Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small
Industries Development Corporation, and Chairman of Karshaka Parishad.
Sri Naidu has won numerous awards including " Member of the World
Economic Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time Asia ), "
Business Person of the Year " (Economic Times), and " IT Indian of the Millennium " ( India
Today).

31

Sri Naidu was chosen as one of 50 leaders at the forefront of change in the
year 2000 by the Business Week magazine for being an unflinching proponent of technology
and for his drive to transform the State of Andhra Pradesh.
Forward looking statements:
We have grown, and intended to grow, focusing on harnessing our
willingness to experiment and innovate our ability to transform our drive towards excellence
in quality, our people first attitude and our strategic direction.
Mission:
Bringing prosperity into rural families of India through co-operative efforts
and providing customers with hygienic, affordable and convenient supply of " Fresh and
Healthy " food products.

Vision:
To be a progressive billion dollar organization with a pan India foot print by
2012.To achieve this by delighting customers with "Fresh and Healthy" food products, those
are a benchmark for quality in the industry.
We are committed to enhanced prosperity and the empowerment of the
farming community through our unique "Relationship Farming" Model.
To be a preferred employer by nurturing entrepreneurship, managing career
aspirations and providing innovative avenues for enhanced employee prosperity.
Heritage Slogan:

When you are healthy, we are healthy

When you are happy, we are happy
32

We live for your "HEALTH & HAPPINESS"

Quality policy of HFIL:

We are committed to achieve customer satisfaction through hygienically processed
and packed Milk and Milk Products. We strive to continually improve the quality of our
products and services through upgradation of technologies and systems.
Heritage's soul has always been imbibed with an unwritten perpetual commitment to
itself, to always produce and provide quality products with continuous efforts to improve the
process and environment.
Adhering to its moral commitment and its continuous drive to achieve
excellence in quality of Milk, Milk products & Systems, Heritage has always been laying
emphasis on not only reviewing & re-defining quality standards, but also in implementing
them successfully. All activities of Processing, Quality control, Purchase, Stores, Marketing
and Training have been documented with detailed quality plans in each of the departments.
Today Heritage feels that the ISO certificate is not only an epitome of
achieved targets, but also a scale to identify & reckon, what is yet to be achieved on a
continuous basis. Though, it is a beginning, Heritage has initiated the process of
standardizing and adopting similar quality systems at most of its other plants.
Commitments:
Milk Producers:
Change in life styles of rural families in terms of:

Regular high income through co-operative efforts.

Women participation in income generation .

Saved from price exploitation by un-organized sector .

33

Remunerative prices for milk .

Increase of milk productivity through input and extension activities

Shift from risky agriculture to dairy farming

Heritage

Financial support for purchase of cattle; insuring cattle

Establishment of Cattle Health Care Centers

Supplying high quality Cattle feed

Organizing "Rythu Sadasu" and Video programmes for educating the farmers in
dairy farming

Customers:

Timely Supply of Quality & Healthy Products

Supply high quality milk and milk products at affordable prices

Focused on Nutritional Foods

More than 4 lakh happy customers

High customer satisfaction

24 hours help lines ( <10 complaints a day)

Employees:

Enhancing the Technical and Managerial skills of Employees through continuous

training and development

Best appraisal systems to motivate employees

Incentive, bonus and reward systems to encourage employees

Heritage forges ahead with a motto "add value to everything you do"

Returns:
Consistent Dividend Payment since Public Issue (January 1995)

34

Service:

Highest impotence to investor service; no notice from any regulatory authority since
2001 in respect of investor service

Very transparent disclosures

Suppliers:
Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured drinks
Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra pack
association for products package.
Society:

Potential Employment Generation

more than 3500 employees are working with heritage

more than 9500 procurement agents got self employment in rural areas
more than 5000 sales agents associated with the company

Employment for the youth by providing financial and animal husbandry support for
establishing MINI DAIRIES

Producing highly health conscious products for the society

Qualities of management principles:

1. Customer focus to understand and meet the changing needs and expectations of
customers.
2. People involvement to promote team work and tap the potential of people.
3. Leadership to set constancy of purpose and promote quality culture trough out the
organization.
4. Process approach to assess the efficiency and effectiveness of each process.

35

5. Systems approach to understand the sequence and interaction of process.

6. Factual approach to decision making to ensure its accuracy.
7. Continual improvement processes for improved business results.
8. Development of suppliers to get right product and services in right time at right
place.
Product/Market wise performance:
The total turnover is Rs 341 Crores during the financial year 2006-07 against
the turnover of 292.02 Crores in 2005-06. Today Heritage distributes quality milk & milk
products in the states of A.P, Karnataka, and Kerala & Tamil nadu.
During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs against
Rs.24525.23 lakhs in the previous year. The sales of miik products including bulk sales of
cream, ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.

Milk sales:
23% growth was recorded in AP 2.38 lakhs litres per day(LLPD) in 2006-07 against
1.93 LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2006-07
against 1.35 LLPD in 2005-06. Over all growth of 6% was recorded- 5.49 LLPD in 2006-07
against 5.16 LLPD. Flavoured milk sales recorded a growth rate of 77% over 2005-06.
Butter milk sales have gone up by 45% over 2005-06.
Outlook:
Considering the growth potential in the liquid milk market, the company has
drawn plans to increase its market share in the existing markets and to enter into new
markets there by doubling revenues in dairy business in the next 3 years. To achieve this
object, company is undertaking major expansion in dairy business by inverting over Rs20
crores during 2006-07 and over Rs10 crores during the current year to strengthen the milk
procurement.
36

BRANCHES OF HFIL:
HFIL has 3 wings. They are
5. Dairy
6. Retail
7. Agribusiness
1. Dairy:
It is the major wing among all. The dairy products manufactured by HFIL are
Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.
2. Retail:
In the retail sector HFIL has outlets namely Fresh@. In those stores the
products sold are vegetables, milk& milk products, grocery, pulses, fruits etc.
In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4
respectively are there. Totally there are 26 retail shops are there.
Fresh@ is a unique chain of retail stores, designed to meet the needs of the
modern Indian consumer. The store rediscovers the taste of nature every day making grocery
shopping a never before experience.
The unique& distinctive feature of Fresh@ is that it offers the widest range
of fresh fruits and vegetables which are directly hand picked from the farms. Freshness lies
in their merchandise and the customers are always welcomed with fresh fruits and
vegetables no matter what what time they walk in.
3. Agri Business:

37

In this business HFIL employees will go to farmers and have a deal with
them. Those farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL
will transport the goods to retail outlets.
The agricultural professors will examine which area is suitable to import
vegetables from and also examine the vegetables, pulses and fruits in the lab. And finally
they report to the Head-Agribusiness. Representatives as per the instructions given by the
agri professors will approach the farmers directly and make a deal with them. It is the
process of registering the farmers.

REVIEW OF
LITERATURE
38

Human Resource Management System (HRMS) or Human Resource Information

System (HRIS), refers to the systems and processes at the intersection between human
resource management (HRM) and information technology. It merges HRM as a discipline
and in particular its basic HR activities and processes with the information technology field,
whereas the programming of data processing systems evolved into standardized routines and
packages of enterprise resource planning (ERP) software. On the whole, these ERP systems
have their origin on software that integrates information from different applications into one
universal database. The linkage of its financial and human resource modules through one
database is the most important distinction to the individually and proprietary developed
predecessors, which makes this software application both rigid and flexible.

Purpose
The function of Human Resources departments is generally administrative and common to
all organizations. Organizations may have formalized selection, evaluation, and payroll
processes. Efficient and effective management of "Human Capital" progressed to an
increasingly imperative and complex process. The HR function consists of tracking existing
employee data which traditionally includes personal histories, skills, capabilities,
accomplishments and salary. To reduce the manual workload of these administrative
activities, organizations began to electronically automate many of these processes by
introducing specialized Human Resource Management Systems. HR executives rely on
internal or external IT professionals to develop and maintain an integrated HRMS. Before
39

the clientserver architecture evolved in the late 1980s, many HR automation processes
were relegated to mainframe computers that could handle large amounts of data transactions.
In consequence of the high capital investment necessary to buy or program proprietary
software, these internally-developed HRMS were limited to organizations that possessed a
large amount of capital. The advent of clientserver, Application Service Provider, and
Software as a Service SaaS or Human Resource Management Systems enabled increasingly
higher administrative control of such systems. Currently Human Resource Management
Systems encompass:

1. Payroll
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting
6. Training/Learning Management System
7. Performance Record
8. Employee Self-Service
The payroll module automates the pay process by gathering data on employee time and
attendance, calculating various deductions and taxes, and generating periodic pay cheques
and employee tax reports. Data is generally fed from the human resources and time keeping
modules to calculate automatic deposit and manual cheque writing capabilities. This module
can encompass all employee-related transactions as well as integrate with existing financial
management systems.
The work time module gathers standardized time and work related efforts. The most
advanced modules provide broad flexibility in data collection methods, labor distribution
capabilities and data analysis features. Cost analysis and efficiency metrics are the primary
functions.

40

The benefits administration module provides a system for organizations to administer and
track employee participation in benefits programs. These typically encompass insurance,
compensation, profit sharing and retirement.
The HR management module is a component covering many other HR aspects from
application to retirement. The system records basic demographic and address data, selection,
training and development, capabilities and skills management, compensation planning
records and other related activities. Leading edge systems provide the ability to "read"
applications and enter relevant data to applicable database fields, notify employers and
provide position management and position control. Human resource management function
involves the recruitment, placement, evaluation, compensation and development of the
employees of an organization. Initially, businesses used computer based information systems
to:

produce pay checks and payroll reports;

maintain personnel records;

pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to
garner potential candidates for available positions within an organization. Talent
Management systems typically encompass:

analyzing personnel usage within an organization;

identifying potential applicants;

recruiting through company-facing listings;

recruiting through online recruiting sites or publications that market to both

recruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort, cross-posting

within and across general or industry-specific job boards and maintaining a competitive
exposure of availabilities has given rise to the development of a dedicated Applicant
Tracking System, or 'ATS', module.

41

The training module provides a system for organizations to administer and track employee
training and development efforts. The system, normally called a Learning Management
System if a standalone product, allows HR to track education, qualifications and skills of the
employees, as well as outlining what training courses, books, CDs, web based learning or
materials are available to develop which skills. Courses can then be offered in date specific
sessions, with delegates and training resources being mapped and managed within the same
system. Sophisticated LMS allow managers to approve training, budgets and calendars
alongside performance management and appraisal metrics.
The Employee Self-Service module allows employees to query HR related data and
perform some HR transactions over the system. Employees may query their attendance
record from the system without asking the information from HR personnel. The module also
lets supervisors approve O.T. requests from their subordinates through the system without
overloading the task on HR department.
Many organizations have gone beyond the traditional functions and developed human
resource management information systems, which support recruitment, selection, hiring, job
placement, performance appraisals, employee benefit analysis, health, safety and security,
while others integrate an outsourced Applicant Tracking System that encompasses a subset
of the above.
Assigning Responsibilities Communication between the Employees.
The International Association for Human Resource Information Management (IHRIM)
is a professional association for information management in human resources founded in
1980.

External links

IHRIM home page

Formed when HR and IT professionals found themselves needing mediators, IHRIM is the
only Professional Human Resource Association dedicated to the HRIS and HR Technology

42

professions. IHRIM is the clearinghouse for the HRIM (Human Resource Information
Management) industry. Today, IHRIM is a community of experts - a dynamic group of
practitioners, vendors, consultants, students, and faculty that continues to grow.

Human Resource Information Management Foundation

The Human Resource Information Management (HRIM) Foundation is an independent,

charitable, 501(c)(3) organization chartered with promoting scholarships, research and
education to drive innovation, and the use of technology and information management in the
human resource (HR) profession. One of our recent achievements has been to fund the
development of the only professional certification program designed to solidify and enhance
the HRMS profession - the Human Resource Information Professional (HRIP) Certification
Program.
Future plans include to: Fund scholarly publications on specific HR and HRIM issues.
Encourage development of educational programs and course curriculum to advance the
HRIM profession. Conduct research and development activities related to HRIM and the
needs of HR systems professionals. For additional information about the HRIM
Foundations initiatives or to inquire about donation opportunities,
Human Resource Information Systems (HRIS) have become one of the most important tools
for many businesses. Even the small, 20-person office needs to realize the benefits of using
HRIS to be more efficient. Many firms do not realize how much time and money they are
wasting on manual human resource management (HRM) tasks until they sit down and
inventory their time. HRIS is advancing to become its own information technology (IT)
field. It allows companies to cut costs and offer more information to employees in a faster
and more efficient way. Especially in difficult economic times, it is critical for companies to
become more efficient in every sector of their business; human resources (HR) is no
exception.
HRIS refers to software packages that address HR needs with respect to planning, employee
information access, and employer regulatory compliance. The following text begins with a
discussion of human resource planning, followed by human resource management systems.
43

HUMAN RESOURCE PLANNING

American companies must now operate in a rapidly changing business environment. These
changes have important implications for HRM practices. To ensure that management
practices support business needs, organizations must continually monitor changing
environmental conditions and devise HRM strategies for dealing with them. The procedure
used to tie human resource issues to the organization's business needs is called human
resource planning. Also known as HR planning, this procedure is defined as the "process of
identifying and responding to [organizational needs] and charting new policies, systems,
and programs that will assure effective human resource management under changing
conditions."
The purposes of HR planning are to enable organizations to anticipate their future HRM
needs and to identify practices that will help them to meet those needs. HR planning may be
done on a short- or long-term (three or more years) basis. Its aim is to ensure that people will
be available with the appropriate characteristics and skills when and where the organization
needs them. The use of HR planning enables companies to gain control of their future by
preparing for likely events. That is, they can anticipate change and devise appropriate
courses of action. When companies learn how to capitalize on future events, their own future
improves.
As valuable as HR planning is, many companies ignore this opportunity. Some see it as too
difficult and frustrating, while others simply do not see the need for it. However, when
failing to properly plan for their human resources, employers are forced to respond to events
after they occur, rather than before; they become reactive, rather than proactive. When this
outcome occurs, an organization may be unable to correctly anticipate an increase in its
future demand for personnel. At best, such a company would be forced to recruit personnel
at the last minute and may fail to find the best candidates. At worst, the company may
become seriously understaffed.
Consequences. For instance, the understaffing could cause existing employees to experience
a great deal of stress as they attempt to meet additional demand without adequate resources

44

and assistance. If required work is not getting done, the firm ultimately may experience an
increase in back orders, which could cause a decrease in customer goodwill, an increase in
competition, and a loss of market share.
When engaged in human resource planning, a company derives its human resource needs by
first forecasting its demand for human resources (i.e., the number and types of people
needed to carry out the work of the organization at some future point in time), and then its
supply (i.e., the positions that are expected to be already filled). The difference between the
two forecasts signifies the firm's HR needs. For example, if a firm estimates that it will
demand 12 accountants during the next fiscal year and expects to retain its supply of nine
who are already on staff, its HR need would be to hire three additional accountants.
Following is a closer look at how a company can determine its HR needs and devise plans to
meet them.

DEMAND FORECASTING
Demand forecasting involves predicting the number and types of people the organization
will need at some future point in time. There are two general approaches to demand
forecasting: statistical and judgmental. Using a statistical approach, an organization predicts
its needed workforce size on the basis of certain business factors. A business factor is an
attribute of the business, such as sales volume or market share, which closely relates to the
size of the needed workforce. For example, a hospital could use the business factor of
projected patient load to predict the number of nurses it would need at some point in time.
A statistical approach to demand forecasting typically is used when an organization operates
in a stable environment, where an appropriate business factor can be predicted with some
degree of certainty. For example, a statistical approach may be appropriate for a hospital
located in an area with little population growth. Organizations operating in less stable
environments (e.g., a hospital in an area experiencing explosive growth and change) are
more likely to rely on a judgmental approach.

45

STATISTICAL APPROACHES.

The most commonly used statistical methods of demand forecasting are trend, ratio, and
regression analysis. In trend analysis, the future demand for human resources is projected on
the basis of past business trends regarding a business factor. An example of a trend analysis
is illustrated in Exhibit 1, which depicts the relationship between a business factor (namely,
sales volume) and workforce size. As one can see from the exhibit, if the company expects
its 2010 sales to be $10 million, it will need to increase its workforce to a size of nearly 240,
which is the number of employees it had in 2006 when sales were $10.2 million.
Ratio analysis is the process of determining future HR demand by computing an exact ratio
between the specific business factor and the number of employees needed. It thus provides a
more precise estimate than trend analysis. For instance, the demand for professors at a
university could be forecast on the basis of the student-faculty ratio. Suppose that a
university has 10,000 students and 500 professors; the student-faculty ratio is thus
10,000:500 or 20:1. This ratio means that for every 20 students, the university needs 1
professor. If the university anticipates a student enrollment increase of 1,000 for next year, it
would need to hire 50 (1000/20) new professors. This is in addition to any hiring needed to
fill vacancies from existing faculty who might leave in the meantime.
Regression analysis is similar to both trend and ratio analyses in that forecasts are based on
the relationship between a business factor and workforce size. However, this method is more
statistically sophisticated. Using statistical software, the analyst first creates a scatter
diagram depicting the relationship between the business factor and workforce size. The
software can then calculate a regression line, which cuts right through the center of the
points on the scatter diagram. (The regression line is mathematically determined using a
formula found in most statistical texts.) By inspecting values along the regression line, one
can see how many employees are needed at each value of the business factor. Both ratio
analysis and regression analysis are aspects of human resource management systems
(HRMS) packages, and therefore provide the business with the capabilities to calculate more
accurate and timely forecasts.

46

An example of how regression analysis can be used to project HR demand is shown in

Exhibit 2. In this example, the figures used in the trend analysis (Exhibit 1) are now depicted
in the form of a scatter diagram. The line running through the center of the points plotted on
the scatter diagram is the regression line. To determine the number of employees needed
when the sales volume is $10 million, one would follow the path indicated by the dashed
line. One would start at the point on the X axis reading "10,000," and then move up
vertically until reaching the regression line. The value on the Y axis corresponding to that
point (i.e., 230) reflects the needed workforce size.
Statistical methods of demand forecasting assume that the relationship between workforce
size and the business factor remains constant over time. If this relationship were to change
unexpectedly, the forecast would become inaccurate. For example, the forecast of needed
professors based on the student-faculty ratio would be inaccurate if the university decided to
change its teaching approach and institute distance learning classes. This approach to
teaching involves the use of video equipment, which can beam the professor's lectures to
many different locations, thus allowing many more students to enroll in the class.
Consequently, the 20:1 ratio would no longer apply; the university would now be able to
function with fewer professors (or at least more students per professor).
JUDGMENTAL APPROACHES.

Judgmental approaches to demand forecasting involve the use of human judgment, rather
than a manipulation of numbers. Two of the most commonly used judgmental techniques are
group brainstorming and sales force estimates. The group brainstorming technique of
demand forecasting uses a panel of experts (i.e., people within the organization who
collectively understand the market, the industry, and the technological developments bearing
on HRM needs). These experts are asked to generate a forecast through the process of
brainstorming. A variety of brainstorming techniques exist. Most involve a face-to-face
discussion among group members, who are asked to reach a consensus.
When using a group brainstorming technique to forecast human resources demand,
participants must make certain assumptions regarding the future. That is, they must examine

47

the firm's strategic plans for developing new products or services, expanding to new
markets, and so forth, and then try to predict such things as:

Future marketplace demands for the organization's products and services

The percentage of the market that the organization will serve

The availability and nature of new technologies that may affect the amounts and
types of products or services that can be offered

The accuracy of the forecasts depends on the correctness of these assumptions. Of course,
the future is very difficult to predict because it is subject to many uncertainties. Therefore,
the organization must continually monitor its demand forecasts in light of any unexpected
changes. HRMS packages facilitate the calculation and monitoring of demand forecasts.
The use of sales force estimates represents another judgmental approach for forecasting HR
demand. This approach is most appropriately used when the need for additional employees
arises from the introduction of new products. When a new product is launched, sales
personnel are asked to estimate the demand for the product (i.e., expected sales volume)
based on their knowledge of customer needs and interests. The organization then uses this
information to estimate how many employees will be needed to meet this demand. One
drawback of this approach is the possibility of bias. Some sales personnel may purposely
underestimate product demands so they will look good when their own sales exceed the
forecasts. Others may overestimate demand because they are overly optimistic about their
sales potential.

SUPPLY FORECASTING
Once a demand forecast has been made, an organization has a relatively good idea of the
number and nature of positions it will need to carry out its work at a particular point in time.
It then estimates which of these positions will be filled at that time by individuals who
already are employed by the company. The process used to make this estimation is called
supply forecasting.

48

Supply forecasting is a two-step process. HRMS packages provide the employer with the
means to automate much of these two steps. In the first step, the organization groups its
positions by title, function, and responsibility level. These groupings should reflect levels of
positions across which employees may be expected to advance. For instance, the HRM
group might include the job titles of HR assistant, HR manager, and HR director. The
secretarial group might include secretarial clerk, principal secretary, senior secretary, and
administrative assistant.
The second step of supply forecasting is to estimate, within each job group, how many
current employees will remain in their positions during the planning period, how many will
move to
another position (e.g., through transfer, promotion, or demotion), and how many will leave
the organization. These predictions are partially based on past mobility trends (e.g., turnover
and promotion rates). The organization also should consider any plans for mergers,
acquisitions, unit or division divestitures, layoffs, retrenchments and downsizing, and even
hostile takeovers. When making its supply forecast, the organization also should look at
specific individuals. Some may have already announced, for instance, that they are retiring
at the end of the year, returning to school in the fall, or getting married and planning on
moving to a different part of the country.
Computerized statistical packages are available to help estimate the flow of employees
through an organization. The estimates generated by these packages can be fairly accurate in
stable environments. When the environment is unstable, of course, these estimates are
suspect. For instance, an organization may base its estimates on past turnover rates, which
have been about 10 percent during each of the past five years. If the turnover rate were to
change drastically because of factors such as job dissatisfaction or down-sizing, the
organization would severely underestimate its future staffing needs.

ESTIMATING FUTURE HUMAN

RESOURCE NEEDS

49

Combining the results of the supply and demand forecasts within each job group derives
specific staffing needs. For example, consider a firm that currently employs twenty-five
secretaries. As the result of its supply forecast, the firm predicts that five of these secretarial
positions will become vacant by the end of the planning period because of retirements,
promotions, and so forth. Its demand forecast predicts that three new secretarial positions
will be needed during the coming period because of an increased demand for the company's
product. By combining these two estimates, the firm now realizes that it must hire eight new
secretaries (five to replace those expected to vacate their positions, plus three to fill the
newly created positions).

OUTCOMES OF THE HR
PLANNING PROCESS
When the HR planning process is completed, a firm must establish and implement HRM
practices in order to meet its human resource needs. Following is a brief overview of how
HRM practices can help organizations to deal with anticipated oversupplies and
undersupplies of personnel.
The trend toward organizational restructuring usually results in a smaller workforce.
Therefore, when an organization's strategic plan calls for restructuring, the HRM response
usually is one of downsizing. Downsizing usually results in layoffs. Because of the negative
outcomes that are often associated with layoffs, employers are encouraged to seek
alternatives, such as hiring freezes, early retirements, restricted overtime, job sharing, and
pay reductions.
When the results of demand and supply forecasting project an undersupply of personnel at
some future point in time, the organization must decide how to resolve this problem. The
solution may involve hiring additional staff, but there are other options. When HR plans
indicate an undersupply of employees, firms can recruit personnel to staff jobs with
anticipated vacancies. HRMS packages provide employers with capabilities to carry out

50

recruitment in all of its steps. The first step is to conduct a job analysis to determine the
qualifications needed for each vacant job.
The next step is to determine where and how to recruit the needed individuals. For instance,
a company must decide whether to fill its vacancies externally (i.e., from the external labor
market) or internally (i.e., from its own current workforce). When recruiting externally, an
organization should first assess its attractiveness in the eyes of potential applicants;
unattractive employers may have trouble generating a sufficiently large applicant pool. Such
employers should attempt to increase the number of people who are attracted to the
organization and thus interested in applying for a job there. This may be accomplished by
increasing starting pay levels and/or improving benefit packages. Another option is to target
certain protected groups whose members may be underemployed in the local labor market,
such as older, disabled, or foreign-born individuals.
Internal recruitment efforts can be improved through the use of career development
programs. When designing such a program, the organization should collect work history and
skill level information on each of its employees. Such information would include age,
education level, training, special skills (e.g., foreign language spoken), and promotion
record, and should be stored on a computer. This employee information allows the
organization to identify current employees who are qualified to assume jobs with greater
responsibility levels. For instance, in departments where skilled managers are in short
supply, a management replacement chart can be prepared that lists present managers,
proposes likely replacements, and gives an estimate of when the replacement candidate will
be trained and available to fill an open position.
Instead of hiring new workers to meet increasing demands, an organization may decide to
improve the productivity of the existing workforce through additional training. Other
options include the use of overtime, additional shifts, job reassignments, and temporary
workers. Another option is to improve retention rates. When this aim is met, firms will have
fewer job vacancies to fill.

51

Retention rates can be improved at the outset of the employer/employee relationship, when
applicants are first recruited. Retention rates are likely to improve when applicants are given
a realistic preview of what their jobs would actually be like (warts and all), rather than an
overly glowing one.
Workers want to feel valued and needed by their organization. In a climate characterized by
mergers, acquisitions, and layoffs, many workers feel very insecure about their jobs.
Employees with such feelings often begin shopping around for other jobs. These fears can
be eased by implementing HR plans for training and cross-training. Such plans allow
workers to perform a variety of functions, thus ensuring that they have the necessary skills
to continue making contributions to the firm. Management training also is crucial in this
regard. Organizations must train managers to be good supervisors. Poor "people
management" is a primary cause of voluntary turnover. Managers at all levels should know
what is expected of them, in terms of managing people instead of just managing budgets.
Companies also can improve retention rates by creating a work environment that encourages
employees to participate actively in the company's total welfare. Workers want recognition
for their contributions to organizational progress, but this recognition must be tailored to the
workers' individual needs. While some workers may be motivated by monetary rewards,
others seek recognition by peers and managers, feelings of accomplishment, or job
satisfaction.
Workers now demand more flexible schedules to best fit their lifestyles. Organizations can
improve retention rates by implementing programs to accommodate these needs, such as job
sharing, shortened workweeks, and telecommuting via computer and modem.
Finally, companies also can improve retention rates by offering attractive benefit packages,
such as generous retirement plans, stock ownership, health and dental insurance, and
employee discount programs. Many firms are now offering "cafeteria plan" benefit
packages, which are tailored to the specific needs of each of their employees.

52

HUMAN RESOURCE
MANAGEMENT SYSTEMS
Several major software companies provide HRMS packages. SAP, PeoleSoft, Oracle, and
ADP are the largest. Depending on the company's needs and size, package options may
include some or all of the following services:

Employee career cycle management

24/7 data access to authorized managers

Customized levels of access to confidential data

Pre-populated forms and templates

Access to real-time datawith instantaneous updates

Employee administration

Benefits administration

Compliance

Recruitment

Performance and development

Safety and health

Succession planning

Time-off management

Organization management

Payroll

Training

401k plan administration

The opportunities to add more services are endless and continue to improve.
For most companies, the hardware and software needed to run these programs are fairly
standard. Hardware and software is dependent on the complexity of the HRMS package;
more complex HRMS packages require more hardware (e.g., server space and speed).

53

HRMS technology costs vary considerably, depending on the size of the company and its
HR needs. Costs for deploying a comprehensive HRMS package include license fees,
implementation, technology, training, and maintenance. Costs typically range from $300 to
$700 per employee as an initial investment for companies with more than 1,000 employees.
Smaller companies may decide it is better to rent the application than buy it. Research has
found that most companies can recoup HRMS costs within three years of system launch,
based on process efficiencies alone.
The value of HRMS results from a reduction in HR support costs, based on efficiency
improvements. "Hackett's benchmark for the average annual cost of HR services per
employee is approximately $1,900, with a best practice goal of less than $1,200"
(Hamerman). By eliminating paper and process inefficiencies, companies can expect
additional cost reductions while improving service and becoming more efficient. There are
many other benefits of HRMS. Giga Information Group believes that HR departments can
reduce time spent on administrative work by 40 percent to 50 percent, resulting in either the
elimination of headcount or the redeployment of effort to higher value tasks, such as
decision support and employee development.
Another benefit of HRMS includes allowing HR to transition from an administrative
department to a strategic management department. The strategic value aspect of the HRMS
investment focuses on managing human capital by supporting functions such as recruitment,
performance/competency management, employee development, and employee customer
service. By executing well in these areas, companies can reduce employee turnover, reduce
hiring costs, and improve individual performance.
ADP offers a comprehensive suite of software that can run on almost all modern operating
systems. A major player in the HRMS business is PeopleSoft. Acquired by Oracle Corp. in
January 2005, PeopleSoft puts it focus on one complete HRM product line. This suite not
only works in the HRM arena, it also allows employers to buy modules for CRM, SCM, and
many other areas. There are three versions of the company's Enterprise suite: Enterprise,
EnterpriseOne, and PeopleSoft World.

54

According to PeopleSoft, the Enterprise program is designed with the Internet in mind, and
allows employers to:

Plan the workforce needed to carry out an organization's business objectives, attract
the right people, and provide them with the tools they need to be productive.

Assess workforce skills and design learning and performance programs that develop
people in alignment with their career paths and corporate objectives.

Optimize a global workforce by putting the right people in the right jobs at the right
time. This includes tracking the workforce and monitoring performance.

Plan compensation and reward structures that align the workforce with corporate
objectives. This includes linking the right employees with the right types of
compensation, and rewarding them with a total package that maximizes efficiency,
reduces costs, and increases overall performance.

EnterpriseOne works with the original Enterprise program and also let employers:

Maintain a database of employee skill sets and competencies, as well as information

about outside applicants.

Track approved positions and headcount by company and department.

Track recruitment data, such as where a company is finding employees, how long
they stay, qualifications, and recruitment costs.

Simplifying the employee evaluation process through automated workflow, which

automatically alerts employees and managers about scheduled performance reviews.

Helping managers to understand discrepancies between employees' expected and

actual performance through built-in competency gap analysis tools.

Providing true exception reporting with flexible reporting tools that summarize data,
embed workflow messaging, and populate spreadsheets.

Finally, PeopleSoft's PeopleSoft World program was developed to help small businesses
cope with the cost of changing hardware; it is built to work with the IBM iSeries. According
to PeopleSoft, this system offers:

55

Flexible and affordable pricing. Pre-integrated applications optimized on an IBM

iSeries means lower implementation costs and ongoing IT needs. At the same time,
users get a flexible architecture that enables them to tailor menus, security, and
reporting to the specific needs of their business without costly modifications.

Self-service capabilities: Web browser-based access to applications enables

employees, customers, and suppliers to access relevant information quickly and
easily, with less training.

Full, robust solution: PeopleSoft World is a comprehensive, but low-maintenance

solution for small businesses. It offers the same functionality available to larger
enterprises, not a stripped-down version of a larger solution. It supports
multicurrency, multi-language, and multi-company requirements and provides
integration with other key PeopleSoft technologies.

All PeopleSoft Software is built on a Web-based platform, enabling "portal" technology. For
both Enterprise and EnterpriseOne, portals are available to connect with employees over the
Web. Technology continues to evolve, and HR is no exception. One of the fastest growing
trends in HRMS is Web-based training/e-learning. E-learning tends to be far more affordable
than classroom learning, and a higher degree of focus results in time savings. Not all elearning is the same: some courses are self-paced with tutors available, some are instructorled in real time, and some allow for student interaction.
Another HRMS trend is the use of online surveys. This allows companies to get fast
information on their employees, policies, procedures, competition, and anything else they
decide to survey. This also gives employees a sense of belonging and contributing to their
company. Online employee surveys usually have an 80 percent return ratio, which is much
higher than paper surveys.
Employees are becoming more self sufficient in the workplace because of HRMS and the
growth of technology. They are able to answer questions, down-load forms, enroll in
benefits, change payroll options, and complete training on their own. This saves both time
and money. An employee does not have to make several phone calls in order to speak with
the one person who knows the answer to their questions. Answers are readily available,

56

usually on the company intranet. This also frees up HR to focus on more profitable activities
for the company, such as recruiting and employee development.
Another growing trend includes improved methods for monitoring and managing employees'
use of the Internet. This helps management to improve productivity, reduce legal liabilities,
and control IT costs. Companies are blocking e-mail that may be offensive in order to reduce
legal liabilities. They also are blocking Web sites that are inappropriate for workplace
viewing. This has improved productivity by reducing non-productive activities.
HRMS providers have products for companies of all sizes. These providers profit by
maximizing the services they offer. Therefore, they are going to target large companies that
need more support. However, providers are still interested in small companies, and those
that will need more support as they grow.
As the need for corporate cost-cutting, efficiency, and productivity becomes more important,
the HRMS industry is going to continue to have strong growth potential. Not only can
HRMS help with employee administration from recruiting to benefits, it can save companies
thousands of dollars by lowering workforce and employee turnover levels. By 2005, the
corporate world had only seen the beginning potential of HRMS.
Human Resources Management (HRM) is the attraction, selection, retention, development,
and utilization of labor resource in order to achieve both individual and organizational
objectives. Human Resources Information Systems (HRIS) is an integration of HRM and
Information Systems (IS). HRIS or Human resource Information system helps HR managers
perform HR functions in a more effective and systematic way using technology. It is the
system used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent
information regarding an organization's human resources. A human resource information
system (HRIS) is a system used to acquire, store, manipulate, analyze, retrieve, and
distribute pertinent information about an organization's human resources (Tannenbaum,
1990). The HRIS system is usually a part of the organization's larger management
information system (MIS) which would include accounting, production, and marketing
functions, to name just a few. Human resource and line managers require good human

57

resource information to facilitate decision-making. An extensive study by Towers Perrin

study revealed the following benefits of
Application of HRIS
HRIS can be applied in the following areas of HRM

HR planning

Succession planning

Work force planning

Work force dynamics analysis

Staffing

Applicant recruitment and tracking

Employee data base development

Performance management

Learning and development

Compensation and benefits

Pay roll

Job evaluation

Salary survey

Salary planning

International compensation

Benefits management

Develop innovative Org. Structure

Develop IT

HRIS Benefits:
HRIS has showed many benefits to the HR operations. A few of them can be detailed as;
o

Faster information process,

Greater information accuracy,

Improved planning and program development, and

58

Enhanced employee communications (Overman, 1992).

Barriers to the success of an HRIS:

o

Lack of management commitment

Satisfaction with the status quo

No or poorly done needs analysis

Failure to include key people

Failure to keep project team intact

Politics / hidden agendas

Failure to involve / consult significant groups

Lack of communication

HRIS software:

Abra Suite: for human resources and payroll management

ABS (Atlas Business Solutions): General Information, Wages

information, emergency information, Reminders, Evaluators, Notes
customer information, Documents and photos, Separation
information.

CORT: HRMS: applicant tracking, Attendance tracking and

calendars, Wage information, Skills tracking, Reports-to information,
Status tracking, Job history tracking, Cost center tracking,

Reviews and tracking, Mass update and change tools etc.

HRSOFT: Identify and track senior managers, Assess management

skills and talents, Generate a wide range of reports, resumes,
employee profiles, replacement tables and succession analysis reports,
Identify individuals for promotion, skills shortages, unexpected
vacancy, Discover talent deep, Competency Management, career
development, align succession plans etc.

Human Resource MicroSystems: sophisticated data collection and

reporting, flexible spending accounts, compensation, employment
59

history, time off, EEO, qualifications, Applicant/Requisition Tracking,

Position Control/Succession Planning, Training Administration,
Organization Charts, HRIS-Pro Net (employee/managerial selfservice), HR Automation (eNotification and eScheduler), and
Performance Pro (performance management)

ORACLE- HRMS: Oracle iRecruitment, Oracle Self-Service Human

Resources, Payroll, HR Intelligence, Oracle Learning Management,
Oracle Time and Labor

PEOPLESOFT: Enterprise eRecruit, Enterprise Resume Processing,

Enterprise Services Procurement, Workforce Planning, Warehouse

SAP HR: Human Capital Management (HCM) for Business, All-inOne: Rapid HR,

SPECTRUM HR: iVantage and HRVantage. iVantage is a Webbased HRIS product designed for organizations with up to 10,000
employees.

VANTAGE: HRA: 'Point-and-Click' report writing, internal

Messaging System for leaving reminders to yourself, to someone else
or to everyone using HRA - very useful for Benefit Applications,
Disciplinary Actions, Special Events, Employee Summary Screen for
Basic, Leave (Absenteeism) and Salary/Position History, skills &
training module, Leave Tracking Module

Critical Analysis
Although almost all HR managers understand the importance of HRIS, the general
perception is that the organization can do without its implantation. Hence only large
companies have started using HRIS to complement its HR activities.
But HRIS would be very critical for organizations in the near future. This is because of a
number of reasons.

Large amount of data and information to be processed.

60

Project based work environment.

Employee empowerment.

Increase of knowledge workers & associated information.

Learning organization

The primary reason for delay in HRIS implementation in organizations is because of the fear
psychosis created by "technology" and "IT" in the minds of senior management. They may
not be very tech savvy and fear being left out.

DATA
ANALAYSIS
&
61

INTERPRETATIONS

The Organization is maintaining this information in their HR information

system

DATE OF BIRTH
DATA
MENTIONED
NOT MENTIONED
WRONGLY
MNETIONED
TOTAL EMPLOYEES

NO OF EMPLOYEES
70
20
10
100

62

Out of
20

Sample Size of 100 Employees, 70 mentioned date of birth correctly,

of them did not mention date of birth at all , 10 of the employees

mentioned wrong date of birth . Correct mentioning of birthday would facilitate

correct date of retirement

DATE OF CONFERMATION
DATA
MENTIONED
NOT MENTIONED
WRONGLY MENTIONED
TOTAL EMPLOYEES

NO OF EMPLOYEES
65
23
12
100

63

Out of Sample Size of 100 Employees , 65 mentioned date of confirmation

correctly , 23 of them did not mention date of confirmation at all , 12 of the
employees mentioned wrong dates of confirmation.
Information about employees leaves & benefits

QUALIFICATION
DATA
MENTIONED
NOT MENTIONED
WRONGLY MENTIONED
TOTAL EMPLOYEES

NO OF EMPLOYEES
60
20
20
100

64

Out of Sample Size of 100 Employees , 60 mentioned qualification details

correctly, 20 of them did not mention Qualification at all , 20 of the
employees mentioned wrong Qualification details.Correct mentioning of
Qualification would facilitate correct information on Employee Performance
Appraisal & Career Growth

PREVIOUS EXPERIENCE
DATA
MENTIONED
NOT MENTIONED
WRONGLY MENTIONED
TOTAL EMPLOYEES

NO OF EMPLOYEES
55
15
30
100

65

Out of Sample Size of 100 Employees, 55 mentioned Previous Experience, 15

of them did not mention Previous Experience , 30 of the employees mentioned
wrongly.Correct mentioning of Previous

experience would facilitate on

Employees Performance Appraisal & Career Growth

NOMINEE

DETAILS

DATA
MENTIONED
NOT MENTIONED
WRONGLY MENTIONED
TOTAL EMPLOYEES

NO OF EMPLOYEES
50
35
15
100

66

Out of Sample Size of 100 Employees , 50 mentioned date

of birth correctly ,

& 35 of them did not mentioned date of birth at all , 15 of the employees
mentioned wrong dates of birth.Correct mentioning of Nominee details would
facilitate correct PF &GRADUITY distribution at the time of retirement of the
employee or in case of payment of benefits on the death of employee while
in service.

SALARY DISCRIPENCIES:

Purpose:
While verifying the data of the employees from the personal files to SAP
information system , the researcher found some salary discrepancies of employees.
The researcher took the initiative to rectify the salary discrepancies of the
employees.
The report consists of the project that we had successfully completed . It is

67

a report about the salary discrepancies of employees .

The

major purpose of the project is to rectify the salary discrepancies (i.e,)

the employees who are getting less salary than what they are supposed to
get

are been considered & the information about those employees are

submitted to the management.

Procedure:
The following is the procedure of preparing the report of the employees
who are getting less salary that which they are supposed to get. The main
information to be

collected relating to the reports is

From the personal files :

Date of joining

Qualification(Diploma, non Diploma) etc

The designation of the employee in his previous experience

Information from SAP

The present salary of employee

Contract validity dates

There are three types of employees , they are regular probationer and
consultants the above data is collected

and put together in the MSEXCEL

sheet and the salaries are calculated according to the company supposed to
get are considered and the differences

between the actual salaries they

should get the salary they are getting is calculated .The report of this
individual employees are submitted to the management.

The MS Excel sheet consists of the contract end date as per the letter,
retainer ship fee. CCA & salary per month with the help of this information
the differences as per present salary & eligibility salary is been

calculated

according to the salary matrix prepared by the company.

68

This is the salary matrix in which the employees salaries are mentioned according to their
qualifications, designations and ranks prepared by the organization.
NON-

DIPLOMA

DIPLOMA
JCO

10 p/ m

12 p/m

+ CCA =

(Junior Commission

Total
Retainer ship

Officer)
NCO

9 p/m

11 p/m

+CCA =

(Non Commission

Total
Retainer ship

Officer)
NOTE:
1.This grid is based on the current salary grid for FEOs
2.Compensation for these FEOs will be in the form of a retainer ship paid
monthly.
3.List of cities along with their CCAs enclosed.
4.A diploma from the services will be considered equivalent to an external
diploma.
5. graduation other than Bsc /AMIE will be considered equivalent to a
diploma
The retainer ship to the employees also includes CCA (i.e.,) city compensation
allowance as per the government gazette . The CCA will be unique from city
to city.

CCA as per Government Gazette:

CIRCLE

SDCA NAME

CITY COMPENSATORY
ALLOWANCE

69

Andhra

Hyderabad

25

Vishakhapatnam

15

Vijayawada

15

Kurnool

10

Adilabad

10

Cuddapah

10

Pradesh
Andhra
Pradesh

Andhra
Pradesh

Andhra
Pradesh
Andhra
Pradesh

Andhra
Pradesh

70

FINDINDS,
SUGGESTIONS
AND
CONCLUSION

FINDINGS

FINDINGS:

HRIS in Heritage foods is properly streamed lined.

71

It is so designed that it has each and every information of

an employee

Stored and maintained

Uses the best product in information technology , which is SAP HR to

maintain
its

employee

database.

Every person

Training should be more professional with a proper training course in SAP

in HR team is properly trained

in using SAP

HR
with a certification exam at the end.

So

The

training provided is

The

objectivity and

that every

employee

in the

more

rationality

HR

team

oriented

is

found

would be SAP certified.

on

the

job.

to

be greatly

satisfied.

SUGGESTIONS
Stress Management
In the growing complicated work environments , people need relaxation so
72

organization have to cope up with stress management to overcome the

challenges . For this the employees need to be trained in mediation and
campus on personality development

Knowledge

Management

Knowledge Management
all

the

process

teams
of

to provide better work force.

and

is

a process of

gaining

extra

sharing

the

knowledge , which

information
can

lead

through

to the

extensive learning

CONCLUSION
HERITAGE FOODS INDIA LIMITED is

an

organization

with

cultures

and

development ,
which has well said procedures covering all the similar organization and
development , which has well said procedures covering all the necessities of
administration and human relation component , where in similar organization

73

impersonal

elements

creeping

HERITAGE FOODS INDIA LIMITED successfully

maintains
very

personal

linkage

which

in

itself

is

launch

able

achievement

for

organization.
For any organization the employee-relation management is the main criteria in
the
Challenging organizations , where there is constant up gradation of technologies
like
Re-engineering

business

process

and

enterprise

resource

planning , which

formulates
SAP application . HR department is strengthening the connection towards the
employees.
In deed it was wonderful experience interaction

with the employees in the

Organization in midst of pleasant work culture.

People only work through people . It is HUMAN RELATIONS that bind them
together

horizontally

and

vertically

in

an

organization . It

is

the

right

motivational
efforts that keep efficacy of production.
It

was my great experience to be associated with HERITAGE FOODS INDIA

LIMITED
and

related

to work on certain projects at

all company , which were of

greatest
importance . I , was overwhelmed to work under

concrete team , who were

highly
experienced in their phenomenal careers.
The project I have undertaken at

HERITAGE FOODS INDIA LIMITED had given

me
good experience and good scope to implement the project experience I have
learned in the work environment and mark towards goal orientati

74

BIBILOGRAPHY
WEBSITES
www.google.com

75

www.heritagegroup.com

BOOKS
HUMAN RESOURCES MANAGEMENT
__ Pattnayak Biswajeet
ESSENTIALS OF HRM
__ Subba Rao
HUMAN RESOURCES MANAGEMENT
___ Gary Dessler

HUMAN RESOURCE INFORMATION

SYSTEM
A survey on the study of HRIM conducted by the Management to the
employees
in HERITAGE FOODS INDIA LIMITED . I am _____________ doing my MBA
final
76

year.
I

shall be thankful to you , if you could spend some valuable time of yours

to
fill this questionnaire.
1) EMPLYOEE MASTER DETAILS
Emp No :
Employees full name :
Designation :
Grade :
DOB(dd/mm/yy) :
DOJ(dd/mm/yy) :
Sex ( Male/Female) :
Marital Status :
Birth Place:
State :
2) Details of family Members (Father/Mother/Spouse/Children/Others)

Name

DOB
(dd/mm/yy)

SEX

Relation

Dependent

Occupation

(Y/N)

77

3) Qualification Details
Qualification

Mode

(with

From Date

Institute/

University Year of

(dd/mm/yy)

Location

Passing

Class/Div

Specialization)

3) Address Details
Permanent

Present

Emergency

City_________________

City________________

City________________

State________________

State_______________

State_______________

Country_____________

Country____________

Country____________

Pin_________________

Pin_________________

Pin________________

Phone______________

Phone_______________

Phone______________

78

5) Language Details (indicate against each language whether F-fluent, R-fair, SSlight)
Language

Read

Write

Speak

6) Details of previous Experience(prior to your Current Job/Company)

Company

Type of

From

To Date

name

Industry

date

(dd/mm

(dd/mm/

/yy)

Designation Location

Gross

Job

Salary Description

yy)

7) Other Important Personal Details

79

Nationality :
Religion :
Native State :
Birth Place :
Height(cm) :
Weight(kg) :
PF No :
Cell No :
Pager No :
Marriage Date :
Identification Marks

: 1)
2)

References
(Friends/Relations)

: 1)

2)
Interests/Hobbies

Details of Awards Won (if any)

Physical Disabilities if any

80

6) Additional Information ( This Space can be used for any additional information you
would like to pass on)

Date :
___________________
(Signature of
employee)

81