EXECUTIVE SUMMARY

Haldiram, the brand name that is always associated with quality product and service. It

took more than six decades to become the leading manufacturer of Indian savory snacks.

The savory snacks industry has been immensely through all these years to form an

industry of about $425 millions. And the market potential for this industry is estimated

to be around $ 1 billion. The savory snacks market is divided into organized sector

and an unorganized sector. Currently, about 45 % of the market is being served by the

organizes sector and the balance 55% is served by the unorganized sector. Presently the

company has 20% market share of the organized sector.

This project deals with analyses of various operations performed by human resource

personnel at Haldiram’s ltd. It includes all the procedures and policies followed at this

company related to human resource operations. The various operations include:

Recruitment, job analysis, competency mapping, gap analysis, and skill matrix.

In recruitment I have analyzed the process of recruitment followed at Haldiram’s starting

with job requirement, job analysis , searching the candidate through job portals,

references or campus, then interview and final selection. I have also studied the criteria to

map the competencies of various personnel and job as well .Then I studied how to do

measure and analyze the gap between what is desired and what the actual performance is

at the end.

At last I was told how to prepare the skill matrix for various positions and jobs.

1
 COMPANY PROFILE

Marching Ahead… For A Global Presence…

Sweet and Salt are as diametrically opposite to each other as North pole and South Pole but they perform

wonders when used on the taste buds, this delicate use of both the tastes in Mithais (Sweet Meat) and

Namkeens (Salty Snacks) has made Haldiram’s undisputed leader of the sweet industry. Haldiram’s

synonymous with sweet meat as Cadbury is to Chocolates. By default Haldiram’s can be termed as

“Taste of Tradition”.

From a humble beginning in Bikaner in 1937 Haldiram;s have grown phenomenally and are today an

internationally renowned sweet me at manufacturer with chain of restaurants. Haldiram’s products

inherits the Matchless quality, Zero impurity and world class packaging, efficient distribution network

are the hallmark of each and every Haldiram’s Product and to top it up the trump card of reasonable

prices and efficient marketing strategy and the key to success. Headquartered at Nagpur (M.S.) India.

The management at Haldiram's is quality conscious no doubt they always believe in superior input

superior output. It has regional offices at Mumbai. Bangalore and Chennai. It is a member of the SFA

(Snacks Food Associations of America) & ESA (European Snacks Food Association). The company has

won prestigious International Food award . The company has ISO:9001-2000 certification and HACCP

certification by Det Norske VERITAS of Netherlands. And it's not only in India that Haldiram has made

its mark. The USA,EUROPE,CANADA,MIDDLEEAST,AUSTRALIA & NEW ZEALAND too have

sampled Haldiram's authentic India Flavors. So much so, that Haldiram also went on to win the

prestigious award for Food & Beverages awarded by Trade Leaders club in Barcelona, Spain..

2
In yearly 1940's somewhere in

the remotest hamlet in Bikaner,

Rajasthan GANGA BISHEN

AGARWAL alias

HALDIRAM expertising in his

skill of making bhujias served

the local clienteles on contract

basis, never was he aware that

his name would create history.

He was the first to

commercialize the name

Haldiram's in 1958 and named

his shop Haldiram Bhujiawala,

dedicated to his legendary

father. The popularity of

Haldiram's soon grew and the

trade expanded to almost all the

corners in India. Late Shri

Ramesh warlal was soon aided

by his eldest son Prabhu

Shankar, the present Chairman,

whose undeterred efforts and

3
managerial skill led to diversification into traditional Indian Sweets.

The growing demand led to expansion in

production and the opening of new superbly decorated and well maintained four

showrooms Kolkata. The latest, under the hallmark- Pure Food, was inaugurated at VIP

Road in 1999, near Airport covering an area of 100 thousand sq.ft so as to create a

landmark in Kolkata. This exquisite showroom cum manufacturing unit, which boasts

more than 1000 items to gorge upon, offers the most ambient surrounding. Every effort

has been taken to provide the best of the Haldiram's made and packed in the most

hygienic conditions. A series of state of the art machineries have been installed to

maintain uniform level of production. Every effort is taken to maintain strict vigil over

quality and conformity of standards. There is a full-fledged laboratory, which monitors

the quality of the raw materials and, inspects and tests samples drawn from batches of

daily production. An R&D wing vigorously studies means to improve quality, taste,

packaging and ways to improve the shelf life of the products. Strenuous efforts are

undertaken to reach the best of even the most perishable sweets- in its original taste to

any part of the world on client demand. Haldiram's –a place where Quality and Service

is a matter of habit.

4
 HIERARCHY CHART

BOD

MD
VP

[OPERATIO
NS]
FACTORY
MANAGER

DESPATCH STORE
MAINTENANCE P& A QUALITY PRODUCTION
PURCHASE
CONTROL
HOD HOD
SHIFT I/C
HOD HOD
HOD HOD HOD
PRODUCTION I/C
PERSONNEL OFFICERS OFFICER
ENGINEER FIRE SAFETY TIME KEEPER MICRO ASST. OFFICER
OPERATOR SECURITY RECEPTIONIST BIOLOGIST BILLING OFFICER FIELD
TECHNICIANS FIREMEN OPERATOR SHIFT I / C OFFICER
OFFICE EXECUTIVE MACHINE
PLUMBER HOUSEKEEPING ATTENDANT OPERATOR COMPUTER OPERATOR
HELPER INVENTORY
ASST. M/C CONTROLLER MATERIAL ISSUE I/C
ASST. OFFICER OPERATOR
LAB SHIFT LOADER/ UNLOADER
ATTENDANT ASSISTANT

5
Their mission is fortified by 4 core beliefs:

 Dedication to manufacturing.

 Complete control over core components and technology.

 Nurturing and leveraging a powerful brand.

 Pursuing ethical business practices.

6
Y

 NAMKEENS

 TIN PACKED SWEETS

 SWEETS

 SYRUPS

 PICKLES

 PAPADS

DRY FRUITS

7
Namkeens:-

 Nut Cracker
  Bhujia 
 Aloo Khelra
  Chana Bhujia 
 Kaju Dalmoth
  Aloo Bhujia 
 Badam Lachha
  Elaichi Bhujia 
 Badam Dalmoth
  All in One 
 Chana DAL(masala)
  Chiwda Mix 
 Khatta Mitha Mixture
  Super Mixture 
 Aloo Lachha(masala)
  Khasta Mixture 
 Murukku(with sauce)
  Navratan Mixture 
 Chana Chips(masala)
  Chatpatta Mixture 
 Makai Mixture(sweet)
  Palak Dalmoth 
 Hara Matar(green peas)
  Moong Dal(salted) 
 Rayata Boondi(with
  Corn Flakes(salty)  masala)

 Cheese Corn Chips

  Shahi Dalmoth 
 Cheese Potato Stick
  Chilli Cheese Chips 
 Cheese Corn Snacks
  Nacho Cheese Chips 
 Kabli Chana(Masala)
  Potato Chips(salted) 

  Methi Mathri(small size) 



8
Tin Packed Sweets:-

 Gulab Jamun
  Raj Bhog 
 Mango Rossogolla
  Angoori Petha 
 Classic Rossogolla
  Orange Rossogolla 
 Strawberry Rossogolla
  Pineapple Rossogolla 

Sweets:-

 Sohan Cake Rose

  Milk Peda 
 Sohan Cake Orange
  Kesaria Laddu 
 Sohan Cake Cashew
  Kaju Barfi 
 Dry Fruits Chikki
  Sakkar Para 
 Sohan Cake Chocolate
  Badam Parfi 
 Sohan Cake Strawberry
  Sohan Papdi 
 Chandrakala
  Kumra Petha 
 Mathura Peda
  Kesaria Peda 

  Moong Laddu  

9
Syrups:-

 Rose Syrup
  Khus Syrup 
 Orange Syrup

  Badam Syrup 

 Green mango Syrup

  Pineapple Syrup 

  Kesharia Thandai Syrup 

Pickles:-

 Lemon Pickle
  Mixed Pickle 
 Red Chilli Pickle
  Mango Pickle 
 Lime Ginger Pickle
  Green chilli Pickle 
 Sweet mango Laccha
  Garlic Mango Pickle 
 Crushed Red Chilli Pickle
  Mango Kasundi Pickle 

Papads:-

 Crispy Papad
  Plain Papad 
 Bikaneri Papad
  Masala Papad 

10
Dry Fruits:-

 Almonds
 Cashew 

 Pistachio  Resin


 Akhrot 

11
The strength of the HALDIRAM brand is reflected in the impressive list of
achievements below:

 Consistently the most preferred brand.

 Company” in India’s “Most Admired Marketing Consumer Namkeens and

Sweets.

 The “most preferred brand” in Namkeens and Sweets. – Brand Equity Survey

 The “No. 1 FMCG Brand.

 One of the “top coolest brands among Family”. – Brand Equity Survey

12
 QUALITY POLICY

HALDIRAM FOODS INTERNATIONAL LTD.,NAGPUR. are committed to

manufacture variety of Sweets (Sweetmeats), Namkeens (Savories), Pasta &

3 – D Snacks (Extruded Foods)to the complete satisfaction of Domestic &

International Customers with regard to Quality & Food Safety.

They strive to provide world class quality products by:

a) Utilizing hygienic, safe and premium quality ingredient and material.

b) Adhering to good manufacturing and hygienic practices.

They are committed to continually improve all activities to enhance customer

satisfaction, organizational performance and market leadership. They comply with

statutory, regulatory requirements and all their actions are planned and executed to

fulfill this policy consistently through to dedicated involvement of all employee.

13
 COMPANY EXPORT

EXPORTS

Around 20 million ethnic Indians spread in over a number of countries around the world and they have

started export of sweets and snacks in way back 1996 to reach the ethnic Indians abroad. They keep 50+

export worthy products and are successfully exporting them to around 16 countries.

The quality of products is backed with ISO-9001:2000 and HACCP Certification. 20+ imported

machineries and new techniques of manufacturing bases a true International look and helps in meeting

the stringent quality norms adhering to International Standards.

14
 PRODUCTS FOR EXPORTS

 NAMKEEN

 SWEETS

 PAPAD

 GIFT BOXES

 BAKERYPRODUCTS

15
THE ROAD AHEAD
In the financial year 2001-2002, the combined turnover of all three units of Haldiram’s

was estimated at Rs. 4 billion. The company targeted a growth of 15% for the financial

year 2002-2003. Analysts felt that, given the competition in the industry, Haldiram’s

needed to develop new initiatives achieve this growth.

The competition in the ready-to-eat snack foods market in India was intensifying. Frito

Lay India ltd. (Frito Lay), one of Haldiram’s major competitors, was expanding its

market share. Instead of directly competing with the market leader Haldiram’s, the

company launched innovative products in the market and backed them with heavy

publicity. Frito Lay’s product range consisted of a mixture of traditional Indian and

western flavors which appealed to younger and older generations. Its products included

Lehar Namkeens, Lehar Kurume (snack sticks), Lays (flavored Chips), and Cheetos (snack

balls), Uncle Chips and Nutyumz (nut snacks). Frito-Lay was the first company to launch

small 35 gm packs namkeens priced at Rs. 5 and also the first company in the organized

sector to launch Aloo Bhujia Another competitor, SM Foods, introduced a range of

innovative products.

The company launched India’s first non-wafer chips in 1988. SM offered products under

two main brands – Peppy and Picnic. Under Peppy, it had sub brands such as Cheese

16
Balls, Ringos, Hi Protein Crispies, Potato Rackets, Hearts, Veggie Treat, Mixtures and

Minerette. Under Picnic, it had Protein Pin, Junior and Corn Puffs.

Haldiram’s also faced tough competition from domestic players such as Britannia

Industries Ltd., Bikanerwala Foods and ITC. In addition, FMCG major HLL had also

announced plans to enter the snack food market. Analysts felt that Haldiram’s lagged

behind competitors in offering snack foods targeted at children, who were always eager

to try new flavors in every product category.

They felt that the company concentrated too much on traditional Indian items such as

Bhujia Sev and Moong Dal. Haldiram’s had in fact, taken steps to fill the gaps in its

portfolio. Rajendra Agarwal, the owner of the Nagpur unit said, “We want to expand our

market by introducing snacks that will appeal to younger people. There will be no growth

in the traditional snacks category.”. The unit planned to launch products such as flavored

ready-to-eat popcorn and a product similar to Leher Kurkure. Though Haldiram’s had

increased its focus on advertising and promotion in the last couple of years, still more

initiatives in this direction were necessary. Frito Lay’s expenditure on product

promotion was much higher. With successful ad campaigns such as “control nahin hotha”

(it is irresistible) for the Leher brand of namkeens, the company made sure that it attracted

the attention of viewers.

17
According to media reports, Haldiram’s lagged behind competitors in the area of

customer service. A report in Deccan Herald that Prabhu Shankar Agarwal, the

owner of the Kolkata unit, was arrested on charges of manhandling customers only reiterated

this opinion. The report also mentioned that few of the company’s restaurants did not

possess the minimum requirements, such as sufficient seating arrangements and adequate

parking lots. Haldiram’s also had to deal with problems created by spurious products.

Some companies claiming to be close associates of the original Haldiram’s of Bikaner

used the Haldiram’s brand name in their products. For example the ‘Haldiram Madanlal’

company claimed that its proprietor, Anil Kumar Agarwal, belonged to the Haldiram’s

family of Bikaner. The manufacture of spurious products threatened to dilute the

Haldiram’s brand image apart from affecting the sales.

According to some analysts, many of the problems facing Haldiram’s arose due to an

informal split between its three units in the early 1990s. The split occurred when Prabhu

Shankar Agarwal, who was heading the Kolkata unit of Haldiram’s, filed a complaint in

the court against the Delhi and Nagpur units, alleging breach of contract when they

opened a sweet shop in New Delhi in 1991. This led to a bitter court battle for many

years. The court delivered a final verdict in 1999, when Haldiram’s units were formally

split as three separate companies with specific business territories.

The consequences of the split were a matter of concern. Though on paper, the three

18
companies had clearly defined boundaries within which they should operate, in practice,

they did not stay within their boundaries. They penetrated each other’s territories and

competed among themselves for a larger share of the snacks market. Analysts felt that

competitors would take advantage of this split. Since the scope for increasing market

share in India was limited, these companies began to compete aggressively in

international markets. They used the internet, not only to market their products but also

compete with each other.

19
 RESEARCH METHODOLOGY

 OBJECTIVE OF THE STUDY

The objective of the study is to analyze the various roles of human resource at

Haldiram’s . This study helps to determine what roles are carried out by the human

resource personnel and how they are performed. This study highlights what lacks in

human resource management and what can be done to improve the role of

management.

 RATIONALE OF THE STUDY

Studied the company’s manuals , human resource policies and the information

collected from employees via interaction and then analyzing them.

 SCOPE OF THE STUDY

The study defines the expectations of the employees from the organization and vice

versa and existing human resource development policy, norms and operations.

20
 CRITICAL REVIEW OF LITERATURE
 INTRODUCTION OF THE FMCG SECTOR

Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer

packaged goods. Item in this category include all consumables (other than

groceries/pulses) people buy at regular intervals. The most common in the list are toilet

soaps, detergents, shampoos toothpaste, shaving products, shoe polish, packaged

foodstuff, household accessories and extends to certain electronic goods. These items are

meant for daily of frequent consumption and have a high return. A major portion of the

monthly budget of each household is reserved for FMCG products.

FMCG companies maintain intense distribution network. Companies spend a large

portion of their budget on maintaining distribution networks. New entrants who wish to

bring their products in the national level need to invest huge sums of money on

promoting brands. Manufacturing can be outsourced. A recent phenomenon in the sector

was entry of multinationals and cheaper imports. Also the market is more pressurized

with presence of local players in rural areas and state brands.

The performance of the industry was inconsistent in terms of sales and growth for

over 4 years. The investors in the sector were not gainers at par with other booming

sectors. After two years of sinking performance of FMCG sector, the year 2005 has

21
witnessed the FMCGs demand growing. Strong growth was seen across various

segments in FY06. With the rise in disposable income and the economy in good health,

the urban consumers continued with their shopping spree.

- Food and health beverages, branded flour, branded sugarcane, bakery products such as bread, biscuits,
etc., milk and dairy products, beverages such as tea, coffee, juices, bottled water etc, snack food,
chocolates, etc.

- Frequently replaced electronic products, such as audio equipments, digital cameras, Laptops, CTVs;
other electronic items such as Refrigerator, washing machines, etc. coming under the category of White
Goods in FMCG;

Sector Outlook
FMCG is the fourth largest sector in the Indian Economy with a total market size of Rs.

60,000 crores. FMCG sector generates 5% of total factory employment in the country and

is creating employment for three million people, especially in small towns and rural

India.

Analysis of FMCG Sector

 Strengths:
1. Low operational costs.
2. Presence of established distribution networks in both urban and rural areas.
3. Presence of well-known brands in FMCG sector\

22
 Weaknesses:
1. Lower scope of investing in technology and achieving economies of scale, especially in
small sectors.
2. Low exports levels.
3. "Me-too" products, which illegally mimic the labels of the established brands. These
products narrow the scope of FMCG products in rural and semi-urban market.

 Opportunities:

1. Untapped rural market.

2. Rising income levels, i.e. increase in purchasing power of consumers.
3. Large domestic market- a population of over one billion.
4. Export potential.
5. High consumer goods spending

 Threats:
1. Removal of import restrictions resulting in replacing of domestic brands.
2. Slowdown in rural demand.
3. Tax and regulatory structure.

Growth Prospects
With the presence of 12.2% of the world population in the villages of India, the

Indian rural FMCG market is something no one can overlook. Increased focus on

farm sector will boost rural incomes, hence providing better growth prospects to

the FMCG companies. Better infrastructure facilities will improve their supply

chain. FMCG sector is also likely to benefit from growing demand in the market.

Because of the low per capita consumption for almost all the products in the

23
country, FMCG companies have immense possibilities for growth. And if the

companies are able to change the mindset of the consumers, i.e. if they are able to

take the consumers to branded products and offer new generation products, they

would be able to generate higher growth in the near future.

It is expected that the rural income will rise in 2007, boosting purchasing power

in the countryside. However, the demand in urban areas would be the key growth

driver over the long term. Also, increase in the urban population, along with

increase in income levels and the availability of new categories, would help the

urban areas maintain their position in terms of consumption. At present, urban

India accounts for 66% of total FMCG consumption, with rural India accounting

for the remaining 34%. However, rural India accounts for more than 40%

consumption in major FMCG categories such as personal care, fabric care, and hot

beverages. In urban areas, home and personal care category, including skin care,

household care and feminine hygiene, will keep growing at relatively attractive

rates. Within the foods segment, it is estimated that processed foods, bakery, and

dairy are long-term growth categories in both rural and urban areas.

24
Indian Competitiveness and Comparison with the World Markets

The following factors make India a competitive player in FMCG sector:

 Availability of raw materials::-

Because of the diverse agro-climatic conditions in India, there is a large raw

material base suitable for food processing industries. India is the largest producer

of livestock, milk, sugarcane, coconut, spices and cashew and is the second

largest producer of rice, wheat and fruits &vegetables. India also produces caustic

soda and soda ash, which are required for the production of soaps and detergents.

The availability of these raw materials gives India the location advantage.

 Labor cost comparison

25
Low cost labor gives India a competitive advantage. India's labor cost is amongst

the lowest in the world, after China & Indonesia. Low labor costs give the

advantage of low cost of production. Many MNC's have established their plants in

India to outsource for domestic and export markets.

 Presence across value chain

Indian companies have their presence across the value chain of FMCG sector,

right from the supply of raw materials to packaged goods in the food-processing

sector. This brings India a more cost competitive advantage. For example, Amul

supplies milk as well as dairy products like cheese, butter, etc.

26
Top Ten Players in FMCG Sector

S. NO. Companies

1. Hindustan Unilever Ltd.

2. ITC (Indian Tobacco Company)

3. Nestlé India

4. GCMMF (AMUL)

5. Dabur India

6. Asian Paints (India)

7. Cadbury India

8 Britannia Industries

9. Procter & Gamble Hygiene and Health Care

10. Marico Industries

27
 DETAILS OF DATA COLLECTION

 PRIMARY SOURCE
People use original, first hand source for getting information as building blocks to create

stories from the past . These sources are called as primary sources, because they are the

first evidence of something happening, or being thought or said. Primary sources are

created at the time of an event , or very soon after something have happened. These

sources are often rare or one-of-a-kind. Examples of primary sources are diaries, letters,

interviews, newspapers etc.

Primary source at Haldiram’s :

i. Interaction with employees

 SECONDARY SOURCES
A secondary source is a document or recording that relates or discusses information

originally presented elsewhere. Secondary sources often involve generalization, analysis,

synthesis, interpretations, or evaluation of the original information, Secondary sources

include textbooks, encyclopedias, biographies, and web sites.

Secondary sources at Haldiram’s :

1. Company’s websites
2. News letters
3. Hr Policies Manuals
4. Personnel manuals

28
 FINDINGS AND ANALYSIS

HUMAN RESOURCE OPERATIONS OF HALDIRAM’S MANUFACTURING LTD.

 Recruitment

 Job analysis

 Competency analysis

 Gap analysis or mapping process

 Skill matrix

29
RECRUITMENT AND SELECTION

Recruitment and selection are the most

important functions in an organization because

with the help of these functions the

management selects the best available

candidate from a batch of them. The

organizations, in this growing competitive

world, need to have the best of the manpower

so as to have an edge over its competitive.

According to Flippo:-

"Recruitment is the process of searching for

prospective employees and stimulating and

encouraging them to apply for jobs in an

organization."

The recruitment needs can be classified into-

 Planned:- Planned need arise from

changes in the organization and
retirement
policy. These occur due the expected
changes in the organization so the
management can make a proper
policy for it.

30
  Anticipated:- Anticipated need refer to the movements in personnel which an organization
can predict by studying the trends in the internal and external environments.

 Unexpected:-Resignations, deaths, accidents and illness result in to the unexpected needs.

SOURCES OF RECRUITMENT AT HALDIRAM:

 Internal Sources:-

 Present Employees who can be transferred or given promotions.

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

 External Source:

 Placement Agencies.
 Recommendations.
 Recruitment at factory gate.
 Employment Exchanges.

31
 SELECTION

Selection is the process of choosing the best candidate out of the all the applicants.

In this process, relevant information about the applicants is collected through a

series of steps so as to evaluate their suitability for the job to be filled. It is the process of

matching the qualifications with those required for the job so that the candidate can be

entrusted with the task that matches with his credibility. It is a process of weeding out

unsuitable candidates and finally identifying the most suitable candidates. the personal information form

is at annexure-1

This process divides the candidates into two categories-the suitable ones and the unsuitable

ones. The suitable people prove to be the asset for the organization. Selection is a negative

process because in this process the management tries to minimize the number of people

at each step so that the final decision can be in the light of all the factors and at the end of

it best candidate is selected. Selected candidate the has to pass through the following

stages in Haldiram-

 Preliminary Interview.
 Application Form.
 Selection Test.
 Selection Interview.
 Physical Examination.
 Reference Check.
 Final Approval.
 Employment

32
 JOB ANALYSIS

As shown above job analysis includes the following:

 Job description
 Job specification

In job description the

requirement of the job is

shown that is what all

qualification, skills,

experience etc is

required for that

particular job is she

own as well as what

exactly the person holding

the job is required to do

what would be the area of

his responsibility and

authority as well.

Where as in job

specification which is also

called as person

specification various qualities or skills that person is having are shown

so as to differentiate him or her from others . the forms are at annexure-4,5,and 6

33
 COMPETENCY ANALYSIS
The buzzword of today’s environment is dynamics or processes of change in firms and

their management. Given the fact that environment are becoming increasingly dynamics,

strategic planning based on static and rational view has long ceased to suffice. In order to

create competitive advantage in a changing environment, firms are now focusing on

building core competence and transferring them between various business units.

Intangible resource continues to hold the potential to lead to such competitive advantage.

Understanding how these resources need to be developed and how they should be

managed becomes the imperative of every manager. Competences are generally regarded

as unique resources which are knowledge based and can lead to direct competitive

advantage. They are created by refining the knowledge, both explicit and tacit residing

within the employees of the organization. Competences are only valuable if they can be

used in market place and have to change with the dynamics of the market.

Thus continuous evaluation of competencies and their relevance in today’s market place

and development of these competencies form the basis of strategic planning of the

organization.

What is a competency?

The word competency is derived from Latin word “Competence” which means ‘to be

suitable’. The competency concept was originally developed in psychology denoting

individuals’ ability to respond to demand placed on them by their environment. Ulrich

defined competency as knowledge, skill or ability of employees relevant for

34
organizational performance.

The levels of competency are:

 Practical competency: an employee’s demonstrated ability to perform a set of tasks.

 Foundational competence: an employee’s demonstrated understanding of what and why

he/she is doing.

 Reflexive competence: an employee’s ability to integrate actions with the understanding of

the action so that he/she learns from those actions and adapts to the changes as and when
they are required.

 Applied competence: an employee’s demonstrated ability to perform a set of tasks with

understanding and reflexivity.

PROCESS OF ASSESSMENT:

The process starts by the individual assessing themselves against the competency

standard. At this stage the individual needs to compile a portfolio of evidence

containing notes about things they can do to demonstrate competence. The

portfolio will also contain items such as references, certificates and letters

which will help to show competence?

Workplace assessment involves an assessor reviewing the individual's self

assessment and portfolio of evidence. The assessor will interview the individual

and spend time observing those performing skills on the job.

35
The assessor provides feedback to the

individual and identifies the areas

needing development. A development

plan is then compiled.

After a period of learning skills and

gaining knowledge both on and off the

job, the individual will want to be re-

assessed. If the individual can then

show competence against the required

competencies and performance criteria,

the qualification is awarded. The competency

survey form is given in annexure-3

Competency model leads to

 A Distilled set of underlying

personal characteristics
 Data generation from outstanding performers in addition to subject matter experts
and other job incumbents
 Outstanding Performance

36
 Gap Analysis or Mapping the competence:

Competence mapping is to make a connection between what the company needs and

what the worker can perform and eventually detect a gap. One assumption that must be

present to uncover this gap is that current status of the competence can be documented.

The company also has to define what is needed now and in the future. With this

knowledge one can be able to uncover a competence gap and prescribe what to do next.

To map the competence of a company or an institution is not easy, and below we will

take a closer look to competence mapping and related items.

Why map competence?

The companies and institutions experience a gap between the existing knowledge in the

organization and the needed knowledge. This gap has come into being because the

market is demanding and only companies/institution that adapt to these higher demands

will survive.

These demands deal with quality, price, time of delivery etc. that means workers have to

learn new skills, both regarding to the product or the service produced and to the

marketing and transport of the product. We have to sure that each worker and the

company as a whole has the correct knowledge to fulfill these tasks. Therefore we have

to map the competence and compare this exiting competence with the wanted

competence, the competence that is needed to make a better product and thereby to

survive in a competitive market. One more important aspect of “competence mapping” is

that the mapping process initiates other processes in the company that is very important.

37
Since the mapping process can be quite extensive each worker will be more active in

relation to the company’s goal and strategic plans of the company.

Competency mapping help in finding qualified employees who understand the situation

and roles they need to play to meet the corporate objective. Whereas competency

modeling help in matching the people competencies with the jobs and defines the

responsibilities that are needed to help the company reach its goals. It also helps in

creating a link between work force and business objective. Competencies are also called

as “predictors of success”.

After the gap analysis it becomes clear the requirements of competencies to fill this gap.

If the required competencies are not available, then either they need to be developed or

some new people have to be hired for the same. The next step is optional and may be

conducted if we heed to hire to fill the competency gap. The assessment record form is given at

annexure -2

38
 ‘How to -Prepare a Skills Matrix’

Introduction:-

A Skills Matrix is one of the most simple, but highly effective, tools available to assess

training needs. It is easily reviewed and updated, and presents the skills of team members

in a single chart.

Skills Matrix will help management to:

 Review the skills and competences required for roles within the team.
 Assess training needs.
 Identify gaps in skills within the team.
 Build commitment to the development of new skills.

Definition:-
A Skills Matrix is a table that clearly shows the skills held by individuals in a team, and

the skills gaps within a team.

Key steps in preparing a Skills Matrix used at Haldiram are:-

 Identify the job roles in your team.

 Review and code standards of performance
 .Assess the requirement for on-the-job training

39
Identifying job roles

Team members are listed in the left hand column, up to 8 key tasks or roles that team

must fulfill to be effective and achieve its goals are identified. It may help to know the

following :

 Ask yourself and your team “What are the main things that individuals in the team
have to be able to do?
 Refer to Job Descriptions for the team.
 Use National Vocational Qualification standards (NVQs) to help compile your list.
 The standards are a helpful starting point, which list the key skills required to
operate in a wide range of business areas. Consider new tasks and skills that may be
required of your team in the near future.
 If it becomes too complicated, break the job roles down into some key areas, and
create a Skills Matrix for each.

Coding and standards of performance

Use a coding system to show who has the skills required, and who requires training.

There are a number of ways of presenting this on the matrix. The most simple is to place

across in the relevant box for those who can complete the task, and leave a blank against

those who cannot.

Alternatively you could use a color coding system where:

 Red = No skills in this area

 Amber = Partly trained in this area
 Green = Fully trained in this area.

Another option is to rate the skill level of the individuals with a coding system:

 Can complete the task

40
  Can complete the task to the required standard
 Can complete the task to the required standard, in the required amount of time
 Could do all of the above and train others.

Assess the requirement for on-the-job training

Now the company is in a position to see what requirements they have for new skills to

achieve team objective. The maximum number of people required to be able to complete

a skill may vary, and will affect the requirement for on-the-job training

41
 SWOT ANALYSIS OF HALDIRAM

Strength Weakness

Opportunity Threats

Strength:-

 A nationwide manufacturer and strong distribution channel

 Strong control over distributors
 Haldiram is the master brand is Namkeen.
 Engage in proportioning throughout the year.
 Employees are very much devoted to their works

Weakness

 Feedback system doesn’t not proper due to stringent policies

 Low profit margin to the distributors.
 Weak in chips segment.
 Low profit margin to the retailers in Namkeen Segment.

Opportunity

 Steel big empty market

 Huge demand in the month of August to March.

Threats

 Facilities provided by the Lay’s, is offering credit sales.

 Lay’s and Kurkure paints the outlets regularly.
 Matter of low hygienic foods.
 Insects are found
 Entrance of Local product.
 Distributor attitude
 Undercutting to the Whole sale market.

42
The Company does marketing in the following two markets:

RETAIL MARKET

The company has kept all the open market as retail market in miss all the shop, Early shops , grocery

shop, and general store are included.

INSTITUTIONAL MARKET

In this segment the company has kept all the institutional shop/ contents. In this segment collage

canteens, school canteens , hospital canteen, Restaurant, cinema halls, shopping malls, it’s are

included.

43
 SUGGESTIONS

 Company should have more HR executives to handle wide HR operations.

 Training should be given to low performers.
 Short visits to foreign locations
 Recreational facilities at the head office such as canteen, gymnasium, indoor games etc.
 Can provide scope for future enhancement of qualification.
 Company should give the incentives to its executives as extra benefits after salary.

TO Increase the market share:

 Company should spend some amount on advertisement of its products because the competitors
are using celebrities as their promoter in ads. For Kurkure Juhi Chawla and for Lays Saif Ali
Khan
 Company should paints the walls of cafeterias time to time because its competitors do this, this
will bound the retailers to sale our product.

LIMITATIONS

 Every project has its limitation and it is wise to point them out instead of glossing over them.
This project was having some limitation, which is written below, and the aim presentation is to
increase confidence in the present result.
 Heavy reliance on secondary data
 Less time to cover wide Hr operations.
 Stringent policies lead to less interaction with the employees.

44
 BIBLIOGRAPHY

1) Human resource & Personnel Management By Aswathappa. K.

2) Company’s manuals

3) Newsletter

4) HR Policy Manuals

Hypertext

 search engines-----www.google.com

 www.haldiram.com

45
 FORM NO-1

HALDIRAM MANUFACTURING CO.(P) LTD.

/Photo
B-1/F-12, MOHAN COOPERATIVE INDUSTRIAL AREA

NEW DELHI-110044

Name :

(First) (Middle) (Last)

Gender

Date of Birth : Marital Status :

Date of Marriage : Name of Spouse :

Permanent Address

City : Pin : Telephone : ( )

Mobile/Pager : E-mail :

46
Present Address

City : Pin : Telephone : ( )

Mobile/Pager : E-mail :

Name Date of Birth Sex M/F Relationship Occupation

Degree / Diploma Degree and Institute and Fro To Percentag

/ Certificate Specialization University m e / CGPA
Std. X
Std. XII
Graduation
Post Graduation

Association Type and status of membership

47
Begin with the last Employer

Emplo From To Last Gross salary Reasons for leaving

yer Designatio & benefits
Name n

Briefly describe your most significant achievement in your academic /

professional life

Language Proficiency (Mother tongue first)

La Speak Read Write Other Skill Details (serious interest and

ng hobbies)
ua
ge

Do you have any relatives in Comp Soft Group of Companies? If so, please fill the

following

48
 Name of Designation Company
relative

Reference:

Name : Name :

Place of work : Place of work :

Designation : Designation :

Contact Number : Contact Number :

E-mail Id: E-mail Id:

Legal Record:

1. Have you Yes/No If yes, please give details

ever been
arrested?

49
2. Do you have
any police
Yes/No If yes, please give details
case going on
against you?

I hereby affirm that the aforementioned information given by me is true and correct and
that I have not held back any information that, if disclosed, would be a factor in
determining my eligibility for employment and undertake that should any information
given here is found to be false, I shall be liable for dismissal.

Signature:

Date:

Place:

50
 FORM NO-2

ASSESSMENT RECORD OF CANDIDATE

Position Applied for Division/Department Date

BASIC INFORMATION OF CANDIDATE

NAME Date of Birth

Educational Qualifications Present Organization:

Degree Institute Year Percentage/
1. CGPA
2.
3. Designation:

ASSESSMENT DURING INTERVIEW

Total # of years
(Please rate on a 10 point scale)

Excellent Very Good Good AverageOf experience:

Poor
9-10 8 7-6 5-4 Below 4

51
Factors Rating Remarks
1.Personality

a)Grooming

b)Attitude

c)Poise/Maturity

2.Communication

a)Verbal

b)Written (if applicable)

Overall rating (Based on basic Information &

c)Clarity of thought
Interview Performance)

Comment on Suitability(Highlight major Can the candidate be

3. Basic Theoretical Concepts
considered

Strengths and Weakness) for any other job?

4.Job Knowledge

If so, please specify_____________

5.Relevance of experience

6. Attitude towards Safety

52
7. Management Potential
Current CTC: Expected CTC: Offered

CTC:

Referred by/Agency(name)

Signature ___________________________

Designation ___________________________

53
 FORM NO-3

COMPETENCY SURVEY

1. Name:
2. Designation :
3. Department :
4. Total Work Experience :
5. Duration in this Organization :

Questions

1. What are the generic competencies you seek from your employees at
organizational level? (Please write them serial wise and write the most important
ones first
Ans-

Sl. No Competencies

1.

2.

2. What all are the competencies required for these different functions? (Please
write them as shown in the box. For your convenience you can write Sl. No. of
competencies also)
Ans-

Sl No Name of the Functions Competencies

1. e.g.-HR

2. \ e.g.-Finance

3.

54
OR

What are the competencies required for different MAJOR functions and different

levels? (Please write them as shown in the box. For your convenience you can write Sl.

No also)

Ans-

Functions- Vertical, Level -1 Level-2 Level-3 Level-

Levels-Horizontal 4
(e.g.-Junior) (e.g.-middle
level)

Function-1

(e.g.-HR)

Function-2

(e.g.-Finance)

Function-3

Function-4

3. Are these competencies defined? (Please tick the appropriate one)

YES NO

4. If NO- Then how do you measure/asses all these competencies?

5. How do you asses/measure all these competencies? (Give a one or two line
answer)
Ans------------------------------------------------------------------------------------------------

55
 6. Do you use rating scale? (please tick the appropriate one)
YES NO

7. May I have the various ratings definitions? ((Give a one or two line answer)
Ans--------------------------------------------------------------------------------------------------

8. If you use a rating scale -Then, how do you align the competencies with your
appraisal process? (Give a one or two line answer)

Ans----------------------------------------------------------------------------------------------

9. Can you list some generic KRAs from your appraisal form for a few sample
roles? ( Just 5 or 6 would be fine)
Ans ---------------------------------------------------------------------------------------------

10.Is each KRA/ Objective further defined for each rating?

E.g. Excellent – Sales will increase by more than 150% over current sales and
average profit margin will be 35% or more

Very Good - Sales will increase by more than 100% over current sales and average
profit margin will be 25% or more

Good - Sales will increase by more than 90% over current sales and average profit
margin will be 20% or more

(Please tick the appropriate one)

YES NO

11.If NO - Then, how do you rate them?

Ans-------------------------------------------------------------------------------------------------------

12.What kind of Training and Development do you give if you find an employee
isn’t up to the mark with the predetermined competency levels?
Ans-------------------------------------------------------------------------------------------------------

56
 13.Can you list some of training measure used in your company after Competency
Gap Analysis? (Please write them as shown in the box.)

Competencies Training Measures

to be improved

e.g. Teamwork

57
 FORM NO-4

JOB ANALYSIS

Date
______________________________

Prepared
By________________________

Title
______________________________

Department _________________

58
Job Title: Reports to:

Education/Experience Required

Goals/Objectives of Position

Knowledge/Skills Required

Physical Requirements

Special Problems/Hazards

59
 FORM NO-5

JOB DESCRIPTION

Date _______________________________

Prepared By_________________________

Title ________________________________

Department________________________
Job Description

Job Title: Reports to:

Job Summary:

Salary Range & Benefits:

Hours Required:

Major Duties

1.

2.

3.

Minor Duties

1.

2.

3.

4.

60
Relationships

Number of People Supervised:

Person Assigning Work Assignments:

61
 FORM NO-6

JOB EVALUATION QUESTIONNAIRE

Job Title Department Location

Supervisor Prepared by

What is the primary purpose of the job?

What are the essential functions of the job? % Time Required

1.

2.

What are the nonessential functions of the job? % Time Required

1.

2.

List tools, machines and equipment utilized and frequency Continually

Frequently Occasionally
1. [ ] [ ] [ ]

2. [ ] [ ] [ ]

3. [ ] [ ] [ ]

4. [ ] [ ] [ ]

5. [ ] [ ] [ ]

62
How much formal education is required to perform this job?
No formal education required [ ]
Less than high school diploma [ ]
High School or equivalent [ ]
High School plus some technical [ ]
College – 3 years or equivalent [ ]
College – 4 year degree [ ]
Post Graduate [ ]
Education beyond undergraduate degree [ ]

List necessary specialized training

List required professional certificate

How much similar or related experience is required to perform this job?

None [ ]
Less than three months [ ]
Three months to six months [ ]
Six months to one year [ ]
One to Three years [ ]
Three to Five years [ ]
Five to ten years [ ]
Over ten years [ ]

63
How much supervision is received?
Frequent, works directly with supervisor [ ]
Several times daily, most work is reviewed by supervisor [ ]
Several times weekly, reviews, plans and arranges own work [ ]
Occasional, refers only exceptions to supervisor [ ]
Little or no direct, referring only extraordinary circumstances to supervisor
[ ]

What are the nature and scope of independent decisions made in this
position?

What types of errors are likely to occur in the performance of this position?

When errors occur, how are they typically discovered?

Easily discovered by routine check often by incumbent themselves
[ ]
Discovered usually during the next step in the process usually within
employees’ department [ ]
Discovered usually by next department causing some slight difficulty
[ ]
Discovered usually by customer causing moderate difficulty
[ ]
Not easily detected, causing considerable difficulty to company or customer
[ ]

What are the consequences if errors are not discovered?

64
What type of problems is the incumbent in this position likely to encounter?

What are the consequences if problems are not resolved?

What type of decisions is the incumbent in this position responsible to make?

Who does the incumbent in this position have contact with and how often?

Contact Continually Frequently Occasionally

Rarely
Other employees outside department [ ] [ ] []

Contacts outside company such as

(vendors, customers, service providers) [ ] [ ]

[ ]

Management outside of department [ ] [ ] [ ]

[ ]

Top management [ ] [ ] [ ]
[ ]

What degree of influence does the incumbent in this position have when
contacting others?

65
What resources is the incumbent in this position responsible for?

What are the consequences if these resources are improperly handled?

Does this position have responsibility for the work of others? [ ]

Yes [ ] No
If yes, check all that apply.
Assigns and reviews work to other employees
[ ]
Trains other employees [
]
Makes recommendations, gives guidance and assistance to others
[ ]
Other [ ]
Number of employees responsible for

Examples

Working Conditions
Please check all that apply.
Regular office conditions [ ]
Exposure to extreme temperatures [ ]
Exposure to high noise levels [ ]
Exposure to fumes [ ]
Exposure to dirt [ ]

66
Please list any physical demands required and give examples.

Please note any unusual or unique responsibilities or conditions not previously

addressed.

67
 FORM NO- 7

MANPOWER REQUISITION

To: From: Division/Department: Signed/Date:

HR/Admin. Division

Replacement Employee Replaced:

Name: Job Title:

New Placement What has created the need to increase?

No. of New Placement

_____

REQUIREMENTS

Job Title: Permanent Temporary

Date required: From: To:

68
Brief outline of duties: Education & Qualification:

Experience Required:

Special skills, mental or personality requirements:

Other (Age limits, Gender preferred, etc., if any)

Who will supervise the job holder?

Who will the job holder supervisor?

69
 Name: Job Title:

FOR MANAGING DIRECTOR/GENERAL MANAGER USE

Comments/Remarks: Approved Signed:

Pending

Not Approved Date:

Note:

Please attach the job analysis form

70
 CASE STUDY

In 1937, Ganga Bishen Agarwal, (popularly known as Haldiram), opened a small

sweet shop in Bikaner, a small district in Rajasthan. Bikaner had a large number of

sweet shops selling sweets as well as namkeens. 'Bhujia sev,' a salty snack

prepared by Ganga Bishen, was very popular among the residents of Bikaner and

was also purchased by tourists coming to Bikaner. In 1941, the name 'Haldiram's

Bhujiawala' was used for the first time.

Till the early 1990s, Haldiram's comprised of three units, one each in Kolkata,

Nagpur and New Delhi. The Agarwals family that owned Haldiram's was always

conscious of the need to satisfy customers in order to grow their business

In 2001, the turnover of the Haldiram's was Rs 4 billion. The group had presence

not only in India but in several countries all over the world . The company offered

a wide variety of traditional Indian sweets and snacks at competitive prices that

appealed to people belonging to different age groups.

Haldiram's had many 'firsts' to its credit. It was the first company in India to brand

'namkeens3'. The group also pioneered new ways of packaging namkeens. Its

packaging techniques increased the shelf life of namkeens from less than a week

to more than six months.

71
It was also one of the first companies in India to open a restaurant in New Delhi

offering traditional Indian snack food items such as "panipuri," "chatpapri," and

so on, which catered to the needs of hygiene conscious non-resident Indians and

other foreign customers

.
Since the very beginning, the brand 'Haldiram's' had been renowned for its quality

products. The company employed the best available technology in all its

manufacturing facilities in India

Haldiram's offered its products at competitive prices in order to penetrate the huge

unorganized market of namkeens and sweets. The company's pricing strategy took

into consideration the price conscious nature of consumers in India...

Haldiram's developed a strong distribution network to ensure the widest possible

reach for its products in India as well as overseas. From the manufacturing unit, the

company's finished goods were passed on to carrying and forwarding

agents. Haldiram's product promotion had been low key until competition

intensified in the snack foods market. Consequently, attractive posters, brochures and mailers

were designed to enhance the visibility of the Haldiram's brand.

The above initiatives helped Haldiram's to uniquely position its brand. Haldiram's

also gained an edge over its competitors by minimizing promotion costs.

Appreciating the company's efforts at building brand, an analyst said, "Haldiram

once was just another sweet maker but it has moved into trained brands first by

72
improving the product quality and packaging. Through its clever products and

brilliant distribution it had moved into the star category of brands."...

Shopping outlets:

Chandni Chowk

Connaught Place

Khadi Gram Udyog Bhawan/Baba Kharak Singh Marg

Janpath/Central Cottage Industries Emporium

Hauz Khas Village

Santushti Shopping Arcade

Haldiram has following departments:

1. Works Department : Mr. Manoj Patnaik

2. Accounts Department : Mr. Rajesh Gupta

3. HR Department : Mr. Ravindra Malik

4. Quality Control Department : Mr. Samarpal

5. Purchase Department :Mr. Shitij Kundra

6. Maintenance Department : Mr. Manoj Hood

7. Production Department : Mr. Kuldip Singh

8. Dispatch Department ; Mr.Manoj Arora

73
The case examines the evolution of Haldiram's from a small sweet shop in a

remote part of India to a major manufacturer of ready-to-eat snack foods in India.

The case also examines the issues that Haldiram's must address to compete

effectively with domestic and multinational players in the snacks food market in

India Haldiram competitive edge is provided by its human capital that is the most

important and the most essential capital for any organization successful

functioning.

There are many different ways of defining competency but competency actually

are those characteristics of an individual that underline their successful performance

or behavior in their particular cultural organization. Competencies can be used to

facilitate many human resources function including training and development ,

performance assessment , job description , succession planning and team building

– not simply recruitment . However , they do not have to be applied in all the area

at the same time. There are several human resource functions that require a clear

and complete documentation of required skills and competencies if that human

resource function is to be managed effectively.

Competency based assessment is a system for assessing a person's knowledge and

skills. Assessment is based on actual skills and knowledge a person can

demonstrate in the workplace or in other relevant contexts. Competency based

assessment is also a system for providing portable qualifications against nationally

recognized competency standards. In a competency based assessment system, it is

74
recognized that learning can come from a variety of sources, both on the job and

off the job, formal and informal. Recognition is given for prior learning and for

skills and knowledge which can already be shown.

Competency mapping help in finding qualified employees who understand the and

roles they need to play to meet the corporate objective. Whereas competency

modeling help in matching the people competencies with the jobs and defines the

responsibilities that are needed to help the company reach its goals. It also helps in

creating a link between work force and business objective. Competencies are also called

as “predictors of success

HALDIRAM SCENARIO

The most important operation of HR department is analysis of the competency and

there by mapping those competencies keeping in mind the organizational

objectives and finally putting them into the skill matrix. As the popularity of

Haldiram grew the need for expansion of its operations arose. So the first problem

was recruiting the right people for jobs. Recruitment is the process of searching

and obtaining applicants for jobs amongst whom the right people can be selected .

This most important function of oh HR personnel was carried out by outside

agencies or consultancies . Hiring candidate through consultancies was highly

costly , timely and inefficient too.

75
 “Competency based interviews reduce the risk of making a costly hiring mistake and increase
the likelihood of identifying and selecting the right person for the right job”

Another important function of Hr is composition of salary . Earlier the salary was

prepared manually but when the company thought of expansion and the workforce

was increased than the whole system was computerized. HR executive is entitled

with composing the salary of each employee . Salary to all the employees are paid

on 7th of every month. The salary is prepared by HR department for all employees

of the company, based on the attendance received from the employees. Then,

salary slip is issued .

Competency based pay leads to;

“Provide an incentive for employees to grow and enhance their capabilities”

The next problem was clearly differentiating the roles or the duties and

responsibilities related to each job or a particular position or in short doing the job

analysis for this HR department executives were Cleary given an overview of all

the positions and their related requirements in order to avoided the chaos in the

organization and to avoid overlapping of the work. In the absence of job analysis

employees were placed on their jobs without having a proper knowledge of what

they are required to do and where their jurisdiction ends.

76
Then comes the most important function of measuring the competencies and

getting standard for each and every job which was not given due consideration. No

initiative was taken to evaluate employees work and matching those competencies

with the standards set because of this no appropriate action was taken for the

employees who lacked and not even for those who performed well. But now the

whole process has changed every month the performance of each employee is

evaluated and time to time feedback is taken from the employees in the form of

personal interaction or questionnaires and on that basis following measures are

taken:

Employee of the month-Every month an employee is awarded on the basis o his/her

work done or the level of competency required for that work. The extent to which

the employees is able to complete his/her task is measured to get employee of the

month. And then appropriate reward is given on the basis of work in order to

motivate the employees.

Competencies Enable

 Establishment of clear high performance standards.

 Collection and proper analysis of factual data against the set standards.
 Conduct of objective feedback meetings.
 Direction with regard to specific areas of improvement

After the setting of standards and measuring of competencies the next function is

to do the gap analysis in order to measure the gap between the standards and the

77
actual work done or performed by an employee. When the company started there

were no as such benchmarks or standards for any sort of work but as the

competition grew and the expansion was done the need to measure the gap came

up since in the food sector quality is the most important factor so it can’t be

ignored in any situation. The gap analysis helps in determining each and every

positions as well as peoples competency. This is done in Haldiram at the end of

every month so as to assure an overall better and improved human resource.

At last the skill matrix that is the most important of all and a newly adopted

concept is prepared that helps in clearly defining the areas as well as people who

require the training. In the absence of the proper system this was not possible but

when the proper HR department came into being since then it became very clear to

establish and organize training and development programmers that has helped the

company in increasing the output both in terms of efficiency and effectiveness.

Now after every quarter training program me is organized. This helps in

preparing the employees for the organsational goals and objectives. It not only

helps in retention of employees but also in terms of productivity. Organsations

that have timely training and employee up gradation programmes get their people

up to speed faster , have better alignment between what the employees do and what

the organizations needs them to do. It helps in determining individual skills that

they possess making them different from others. This helps in clearly identifying

the individuals training needs especially on the job.

78
Competency based training leads to:

 Competency based appraisal process leading to effective identification of training

needs.

 Opportunity to identify/ develop specific training programmes - Focused training

investment.

 Focused Training enabling improvement in specific technical and managerial

competencies

Competency based development leads to:

 Competencies

 Contribute to the understanding of what development really mean, giving the

individual the tools to take responsibility for their own development.

 Give the line managers a tool to empower them to develop people

79
 CONCLUSION

Today the top executives have realized the importance of HR as it is the most

important and essential capital or resource in any organization without whom no

organization can flourish. Its only HR that helps in the smooth , effective and

efficient functioning of the organization competency mapping with the help of

good human resource not only helps to boost the morale but also restricts and

limits employee’s turnover as well.

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 SYNOPSIS

TITLE –ANALYSING HUMAN RESOURCE OPERATIONS , COMPETENCY

MAPPING AND SKILL MATRIX AT HALDIRAM PVT LTD.

This project includes analyses of various roles of human resource at Haldiram that

were analyzed under the guidance of Mr. Ravindra Malik. This project gives an

overview of the various operations performed by human resource personnel as

well as the process of competency mapping and then finding out the training

needs. It also highlights the areas where Haldiram lacks and what can be done

to overcome those hurdles in order to improve the efficiency further.

It also explains the scope of FMCG sector in India and the opportunities available to

them.

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