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A
SUMMER TRAINING
PROJECT REPORT
ON
REWARDS AND RECOGNITION SCHEMES
FOR STAFF AND OFFICERS OF HLL
FOR

HINDUSTAN LEVER LIMITED


(Regional Office, Gurgaon)

SUBMITTED BY:
MONICA TIKOO
MBA (HUMAN RESOURCE)
(2004-2006)

VISHWAKARMA INSTITUTE OF MANAGEMENT


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ACKNOWLEDGEMENT

I sincerely wish to acknowledge a deep gratitude for valuable guidance;

suggestions and generous help extended to me by MS. AMRITA PADDA (BRANCH HR

MANAGER) and MS. SHIVANI KAPOOR (HR OFFICER). I thank them for being the

source both of helpful criticism and of encouragement.

I take this opportunity to thank all the members of HLL (gurgaon) who directly

and indirectly helped me in completing my report and a special thank to:

MS.NEETA JANMEJA (PAYROLL), MR.NIPPUN ANEJA (ASM, FOODS),

MR.RB SINGH (ASM, RURAL), MR.PRANAV ARORA (ASM, PP),

MR.PRAKASH GOYAL (MANAGER, LOGISTICS),

MS.SUDHA SHARMA (AIO), MR.CHANDER SHEKHAR (ADMINISTRATION),

MR.PR BHATTACHARYA (FINANCE), MR.CHANDER (AREA ASSISTANT, CSD).

Their encouragement during the difficult stages of this project, constructive discussions

and useful interaction has proved to be core moral support behind this achievement.

Then again this acknowledgement would remain incomplete without thanking my


institute VIM and its faculty members.
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Declaration

I, Monica Tikoo, a student of M.B.A of Vishwakarma Institute of Management,


Pune, here by solemnly declare that the project titled REWARD AND
RECOGNITION FOR STAFF AND OFFICERS with special reference to
HINDUSTAN LEVER LIMITED (Regional Office, Gurgaon) is my original work as
all the information and fact & figure produced in this report is based on my own
experience & study during my summer training under the department of HR in HLL
(Gurgaon) and has not been published previously any where in Magazine, Trade journal
or any other University or else where for the award of degree or Diploma.
Further I also declare that I have tried to my best to complete this project with
almost sincerity, honesty and accuracy. Even then if, any mistake or error has crept in I
shall most humbly request to reader to point out those error. Any suggestion regarding
this Project Report will be most welcome.

(MONICA TIKOO)
DATED: Student of VIM,Pune
PLACE:
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TABLE OF CONTENTS

S.No. CHAPTER P.No.

(i) Executive Summary 5

(ii) Objective/Scope of the study 6

(iii) Company Profile 7

(iv) Schemes 27

(v) Finding And Conclusion 40

(vi) Suggestions And Recommendation 43

(vii) Limitations Of The Study 46

(viii) Questionnaire 48

(ix) Annexure 53

(x) Bibliography 55
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EXECUTIVE SUMMARY/INTRODUCTION

In spite of theoretical knowledge gained through classroom study, a person is


incomplete if not subjected to practical exposure of real corporate world and the
challenges and problems that one has to face at the actual work place.
In this context the study has been taken to make the person aware of happening of
the real business world. The project entitled REWARDS AND RECOGNITION FOR
STAFF AND OFFICERS with the special reference to HINDUSTAN LEVER
LIMITED has been done in GURGAON as a summer training part of MBA program and
it helped me in understanding about the policies and procedures of a company and how
these should be formulate together so that they solve the real purpose. It also gave me a
chance to have an interaction with people at real workplace who are working at different
positions with different authorities and responsibilities.
The generosity & the patience of these people for spending their valuable time for
having discussions and interactions has also been a rich experience for me.
The study was made to formulate a manual by collecting relevant information about the
contents with the help of Questionnaire survey and face to face interaction with the HR
MANAGERS & HR OFFICERS of 7 other companies as well from the valuable
information & suggestions provided by the members of HLL itself (people from different
departments and the sales force members). Secondary data was collected from the other
manuals provided by the HR department and website of the company.
The final outcome of the study is various schemes of rewards and recognitions for
staff and officers of HLL, which will help them in getting motivated and improvising
their performances at work place
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OBJECTIVE/SCOPE OF THE STUDY

The working forces of HLL all play a significant role in the continuous progress
of the company. Hence it is essential to keep them motivated and keep their spirits high.
The broad objective of the study was to provide the working forces of HLL (Northern
Region) with some new reward and recognition schemes so that they could feel
appreciated and recognized and rewarded timely for their precious efforts as they are
the assets of the company. This is important to improve their performance and
efficiency.
The schemes prepared are prepared keeping various important things in mind
like: the employee class, tenure of the schemes (monthly, quarterly etc),the
criterion of judgment etc.
The target employees are the ones working within HLL, North India, Gurgaon.
The numbers of employees are approximately 110. These employee are at the officers
and the staff level .The criterion followed for measuring these schemes are:
performances, creativity/ innovation, potential etc.
Therefore in order to have a deep knowledge and understanding about what
should constitute the Reward and Recognition schemes for the working force, a study
was conducted (with the help of questionnaires) in 7 other companies, which is well
known as benchmarking

So the overall/primary objective was to make Reward and Recognition Scheme for
the working force by going through the work plan of the concerned department and
its employees within the branch, and without making any changes in the work plan
setting certain milestones and allot point system for those milestones which could be
further be implemented for the benefit of the working force of HLL (northern
region).
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COMPANY PROFILE

PRESENT STATURE/INTRODUCTION

Hindustan Lever Limited (HLL) is India's largest Fast Moving Consumer Goods
company, touching the lives of two out of three Indians with over 20 distinct categories in
Home & Personal Care Products and Foods & Beverages. They endow the company with
a scale of combined volumes of about 4 million tonnes and sales of Rs.10, 000 crores.

HLL is also one of the country's largest exporters; the Government of India has
recognized it as a Golden Super Star Trading House.

The mission that inspires HLL's 36,000 employees, including over 1,350
managers, is to "add vitality to life." HLL meets everyday needs for nutrition, hygiene,
and personal care with brands that help people feel good, look good and get more out of
life. It is a mission HLL share with its parent company, Unilever, which holds 51.55% of
the equity. The rest of the shareholding is distributed among 380,000 individual
shareholders and financial institutions.

HLL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,
Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kisan, Knorr-
Annapurna, Quality Wall's are household names across the country and span many
categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream
and culinary products. They are manufactured in close to 80 factories. The operations
involve over 2,000 suppliers and associates. HLL's distribution network, comprising
about 7,000 redistribution stockiest, directly covers the entire urban population, and about
250 million rural consumers.

HLL has traditionally been a company, which incorporates latest technology in all
its operations. The Hindustan Lever Research Center (HLRC) was set up in 1958, and
now has facilities in Mumbai and Bangalore. HLRC and the Global Technology Centers
in India have over 200 highly qualified scientists and technologists, many with post-
doctoral experience acquired in the US and Europe.

If Hindustan Lever straddles the Indian corporate world, it is because of being


single-minded in identifying itself with Indian aspirations and needs in every walk of life.
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HISTORY OF HLL

In the summer of 1888, visitors to the Kolkata harbor noticed crates full of
Sunlight soap bars, embossed with the words "Made in England by Lever Brothers".
With it, began an era of marketing branded and Packaged Mass Consumption Goods
(PMCG). Leading, in 1933, to the formation of Lever Brothers India Limited, and finally
Hindustan Lever Limited in 1956.

CHRONICLE OF HLL

1888: Sunlight introduced in India


1918: Vanaspati launched through imports
1931: Unilever registers company in India - Hindustan
Vanaspati Manufacturing Company
1933: Lever Brothers India Limited incorporated to
manufacture soaps
1935: United Traders Limited incorporated in India to market
personal products
1956: HVM, LBIL, UTL merge to form HLL
1958: HLRC starts functioning
1979: Chemicals complex commissioned in Haldia
1993: TOMCO merges with HLL
1994: JV, Kimberley-Clark Lever formed
1995: Lakme Lever formed
1996: HLL and BBLIL merge
1998: Pond s India Ltd merges with HLL . HLL acquires
Lakme
2000: HLL acquires Modern Foods

2001: Project Shakti, HLL s partnership with rural Self


Help Groups. Launch of HLL s e-tailing service-
Sangam
Max confectioneries launched
2002: Lever Ayush launched
2003: Launch of Hindustan Lever Network
2005 Launch of Pureit water purifier
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VISION
To earn the love vnad respect of India by making a real difference to every
Indian
HLL in north will be the best in class on customer delight in FMCG industry ..

MISSION
Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition,
hygiene, and personal care with brands that help people feel good, look good and
get more out of life .

CORPORATE PURPOSE

Our deep roots in local cultures and markets around the wo rld give us our strong
relationship with consumers and are the foundation for our future growth. We
will bring our wealth of knowledge and international expertise to the service of
local consumers - a truly multi-local multinational.

Our long-term success requires a total commitment to exceptional standards of


performance and productivity, to working together effectively, and to a willingness to
embrace new ideas and learn continuously.
To succeed also requires, we believe the highest standards of corporate behavior towards
everyone we work with, the communities we touch, and the environment on which we
have an impact.
This is our road to sustainable, profitable growth, creating long-term value for our
shareholders, our people, and our business partners.
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VALUES

A principle, standard or quality considered worthwhile or desirable.

HLL possess four values for the basis for the enthusiasm and self-esteem that make
working towards achievement of our goals, meaningful.
1. ACTION

2. COURAGE

3. TRUTH

4. CARING

HOW DO HLL LIVE THESE VALUES IN SALES?

1. ACTION: Process of doing or acting, forcefulness, exertion of energy or


influence.
Codes of Conduct
Speed without haste
Risk taking, passion
Consistency and Constancy to Purpose
Simplicity

2. COURAGE: The state or quality of mind or spirit that enables one to face
danger with self possession, confidence and resolution
Codes of Conduct
Ready to challenge and be challenged
Staying on Course
Resolute in face of adversity
Doing the right thing

3. CARING: To be concerned or interested


Codes of Conduct
Bonding
Responsiveness
Sincerity, respect, honesty (brutal honesty)

4. TRUTH: Conformity to knowledge, fact, actuality, logic and Sincerity,


honesty, integrity.
Codes of Conduct
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Rigour
Intellectual Honesty
Sincerity in our Interactions
Integrity

CODE OF BUSINESS PRINCIPLES


We want this Code to be more than a collection of high-sounding statements. It must
have practical value in our day-to-day business and each one of us must follow these
principles in the spirit as well as the letter.

a) Standard of Conduct
Unilever Group of Companies in India conduct their business with honesty and integrity
and with respect for the interests of those with whom they have relationships.

(a) Obeying the Law


Unilever companies are required to comply with the laws and regulations of the countries
in which they operate.

(b) Employees
Unilever companies are required to recruit, employ and promote employees on the sole
basis of the qualifications and abilities needed for the work to be performed.
Unilever is committed to providing safe and healthy working conditions for all its
employees worldwide.
The Companies believe it is essential to maintain good communications with employees,
normally through company based information and consultation procedures.

(c) Conflicts of Interest


The Group expects its employees to avoid personal activities and financial interests,
which could conflict with their commitment to their jobs. Steps are taken to ensure that
employees receive appropriate guidance in areas where such conflicts can arise.

(d) Public Activities


Unilever neither supports political parties nor contributes to the funds of groups
whose activities are calculated to promote party interests.
Unilever companies are encouraged to promote and defend their legitimate
business interests. In so doing they may either directly, or through bodies such as trade
associations, raise questions and discuss particular government actions or decisions.
Where their experience can be useful, they are encouraged to cooperate with
governments, individuals, agencies and other organizations in the development of
proposed legislation and other regulations which may affect such legitimate interests.

Unilever companies are also encouraged to respond to requests from governments


and other agencies for information, observations or opinions on issues relevant to
business and the community in which they operate.
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(e) Product Assurance


Unilever is committed to providing products which consistently offer value in
terms of price and quality, and which are safe for their intended use.

(f) Environmental Issues


Unilever Group of Companies in India are committed to running business in an
environmentally sound and sustainable manner. Accordingly they aim to ensure that
processes and products conform to the standards set by the Government of India through
Environment Legislation s and have the minimum adverse environmental impact
commensurate with the legitimate needs of the business.

(g) Competition
The Companies believe in vigorous yet fair competition and support the
development of appropriate competition laws. Employees receive guidance to ensure that
they understand such laws and do not transgress Indian laws on the subject.

(h) Reliability of Financial Reporting


The Companies accounting records and supporting documents must accurately
describe and reflect the nature of the underlying transactions. No undisclosed or
unrecorded account, fund or asset will be established or maintained.

(i) Bribery
Unilever does not give or receive bribes in order to retain or bestow business or
financial advantages. Our employees are directed that any demand for or offer of such
bribe must be immediately rejected.

(j) Application
This Code applies to Unilever companies throughout the world. Where Unilever
companies participate in joint ventures the application of these principles will be actively
promoted; this will significantly influence the decision to enter into or to continue in any
joint venture.

(k) Compliance
Compliance with these principles is an essential element in our business success.
The Unilever Board is responsible for ensuring these principles are communicated to, and
understood and observed by, all employees. Day-to-day responsibility is delegated to the
senior management of the regions and operating companies. They are responsible for
implementing these principles, if necessary through more detailed guidance tailored to
local needs. Assurance of compliance is given and monitored each year. Compliance with
the Code is subject to review by the Board supported by the Audit Committee of the
Board and the Corporate Risk Committee. Any breaches of the Code must be reported in
accordance with the procedures specified by the Joint Secretaries. The Board of Unilever
will not criticize management for any loss of business resulting from adherence to these
principles and other mandatory policies and instructions. The Board of Unilever expects
employees to bring to their attention or to that of senior management, any breach or
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suspected breach of these principles. Provision has been made for employees to be able to
report in confidence and no employee will suffer as a consequence of doing.

"TO MEET THE EVERYDAY NEEDS OF PEOPLE EVERYWHERE

BUSINESS CATEGORIE
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BRANDS OF HLL

At HLL, the purpose is to meet the everyday needs of people everywhere. This
vision has made it India's largest packaged mass consumption goods company, with
leadership in Home, Personal Care Products, Foods and Beverages. In New Ventures, the
new entrants are in Healthcare, Confectioneries and Network Marketing. It is also one
of the country's biggest exporters and have earned the distinction of a Super Star Trading
House. Over the past 70 years, HLL has introduced about 110 brands, most, of which
have become household names in the country.

HLL's brands - like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely,
Pond's, Sunsilk, Clinic, Pepsodent, Close-up, Lakme, Brooke Bond, Kissan, Knorr-
Annapurna, Kwality Wall's are household names across the country and span many
categories - soaps, detergents, personal products, tea, coffee, branded staples, ice cream
and culinary products. They are manufactured in close to 80 factories. The operations
involve over 2,000 suppliers and associates. HLL's distribution network, comprising
about 7,000 redistribution stockists, directly covers the entire urban population, and about
250 million rural consumers.
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HOW THE WORLD KNOWS HLL???

HLL is known world wide because of its quality products that are serving to the
consumers for the last 70 years. Following are the brands of HLL that themselves say
everything about HLL s success as well as the trust & popularity that it enjoys among
consumers:

THE PROFIT CENTRES OF HLL INCLUDE:

1. HOME AND PERSONAL CARE


PERSONAL FABRIC HOME SKIN HAIR ORAL DEODRA AYURVEDIC COLOR
CARE WASH CARE CARE CARE CARE NTS & PRODUCTS& COSMETICS
TALCS SERVICES
BREEZE, WHEEL, DOMEX POND SUNSI CLOSE- AXE, AYUSH LAKME
LUX,DOVE SURF- S,FAIR LK- UP REXONA
,HAMAM,LIFE EXCEL, &LOV NATU- PEPSOD ,POND S
BUOY, RIN ELY RALS ENT
PEARS,LIRIL CLINIC

2. FOODS

TEA COFFEE FOODS ICE CREAMS


BROOKE - Bur KISSAN, KWALITY WALLS
BOND,LIPTON ANNAPURNA

3. WATER

PUREIT WATER PURIFIERS

4. EXPORTS

HPC MARINE CASTOR RICE TEA


PRODUCTS

5. ENABLERS

INNOVATION DISTRIBUTION CREATING MARKETS NATIONWIDE


MARKETS
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PROFIT CENTRES
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TO MEET THE EVERYDAY NEEDS OF


PEOPLE EVERYWHERE.

Each Profit Centre is self-sufficient with dedicated resources and assets in sales,
marketing, commercial, and innovation and manufacturing. Some Profit Centres, like
Detergents and Personal Products, in turn have been further reorganised into smaller self-
sufficient business units around their categories with dedicated resources; they of course
share certain resources of the Profit Centres to retain economies of scale.

Typically, each function within a Profit Centre - sales, marketing, commercial,


and manufacturing - is headed by a General Manager or a Divisional Vice President.
They, with the respective Executive Director, comprise that Profit Centre's Management
Committee.

For managing sales operations, HLL divides the country into four regions, with regional
branches in Delhi, Kolkata, Chennai and Mumbai. Headed by a Regional Manager, they
comprise Regional Sales Managers and Area Sales Managers for each Profit Centre,
assisted by dedicated field forces, comprising Sales Employees and Territory Sales
Incharges.

In Marketing, each category has a Marketing Manager who heads a team of Brand
Managers dedicated to each or a group of brands. The Brand Managers, wherever
appropriate, focus exclusively on brand strategy or implementation.

The commercial team of a Profit Centre is responsible for its supply chain management.
There are teams dedicated to sourcing, planning and logistics. Each division has a
nationwide manufacturing base, with each factory peopled by teams of Production,
Engineering, Quality Assurance, Commercial and Personnel Managers.

DISTRIBUTION NETWORK OF HLL:

How do you ensure that Mr. Ramesh in Kanyakumari gets his Lifebuoy soap and
Mrs. Kulkarni in Jammu gets to know how Bru coffee tastes even before she has bought
it? Well, you need to have a cutting edge distribution network in place.

Hindustan Lever's distribution network is recognized as one of its key strengths. Its focus
is not only to enable easy access to our brands, but also to touch consumers with a three-
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way convergence - of product availability, brand Communication and higher levels of


brand experience.

HLL's products, manufactured across the country, are distributed through a network of
about 7,000 redistribution stockiest covering about one million retail outlets. The
distribution network directly covers the entire urban population.

The general trade comprises grocery stores, chemists, wholesale, kiosks and general
stores. Hindustan Lever services each with a tailor-made mix of services. The emphasis is
equally on using stores for direct contact with consumers, as much as is possible through
in-store facilitators.

Supermarkets

self-service stores and supermarkets are fast emerging in metros and large towns. To
service modern retailing outlets in the metros, HLL has set up a full-scale sales
organization, exclusively for this channel. The business system delivers excellent
customer service, while driving growth for the company and the store. At the same time,
innovative marketing initiatives are taken to provide consumers with experience of its
brands at the store itself, through product tests and in-store sampling.

Villages

HLL has also revamped its sales organization in the rural markets to fully meet the
emerging needs and increased purchasing power of the rural population. The company
has brought all markets with populations of below 50,000 under one rural sales
organization. The team comprises an exclusive sales force and Exclusive redistribution
stockiest, under the charge of dedicated managers. The team focuses on building superior
availability, while enabling brand building in the deepest interiors. HLL's distribution
network in rural India already directly covers about 50,000 villages, reaching about 250
million consumers, through about 6000 sub-stockiest.

IT

an IT-powered system has been implemented to supply stocks to redistribution stockiest


on a continuous replenishment basis. The objective is to catalyze HLL's Growth by
ensuring that the right product is available at the right place in right quantities, in the
most cost-effective manner. For this, stockiest have been connected with the company
through an Internet-based network, called RS Net, for online interaction on orders,
dispatches, information sharing and monitoring. RS Net covers about 80% of the
company's turnover. Today, the sales system gets to know every day what HLL stockiest
have sold to almost a million outlets across the country. RS Net is part of Project Leap,
HLL's end-to-end supply chain, which also includes a back-end system connecting
suppliers, all company sites and stretching right upto stockiest.
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CHANNELS

Hindustan Lever is simultaneously creating new channels, designed on the same principle
of holistic contact with consumers.

PROJECT SHAKTI

Project Shakti is HLL's rural initiative, which targets small villages with
population of less than 2000 people or less. It seeks to empower underprivileged rural
women by providing income-generating opportunities, health and hygiene education
through the Shakti Vani programme, and creating access to relevant information through
the iShakti community portal.
In general, rural women in India are underprivileged and need a sustainable
source of income. NGOs, governmental bodies and other institutions have been working
to improve the status of rural women. Shakti is a pioneering effort in creating livelihoods
for rural women, organized in Self-Help Groups (SHGs), and improving living standards
in rural India. Shakti provides critically needed additional income to these women and
their families, by equipping and training them to become an extended arm of the
company's operation.
Started in 2001, Shakti has already been extended to about 50,000 villages in 12
states - Andhra Pradesh, Karnataka, Gujarat, Madhya Pradesh, Tamil Nadu, Chattisgarh,
Uttar Pradesh, Orissa, Punjab, Rajasthan, Maharashtra and West Bengal. The respective
state governments and several NGOs are actively involved in the initiative.
Shakti already has about 13,000 women entrepreneurs in its fold. A typical Shakti
entrepreneur earns a sustainable income of about Rs.700 -Rs.1, 000 per month, which is
double their average household income. Shakti is thus creating opportunities for rural
women to live in improved conditions and with dignity, while improving the overall
standard of living in their families. In addition, it involves health and hygiene programs,
which help to improve the standard of Living of the rural community. Shakti's ambit
already covers about 15 million rural population. Plans are also being drawn up to bring
in partners involved in agriculture, health, insurance and education to catalyze overall
rural development.
HLL's vision for Shakti is to scale it up across the country, covering 100,000
villages and touching the lives of 100 million rural consumers by 2005.
Shakti Vani is a social communication programme. Women trained in health and hygiene
issues, address village communities through meetings at schools, village baithaks, SHG
meetings and other social fora. In 204, Shakti Vani has covered 10,000 villages in
Madhya Pradesh, Chattisgarh and Karnataka. The vision is to cover 50,000 villages in
2005.
iShakti, the Internet-based rural information service, has been launched in Andhra
Pradesh, in association with the Andhra Pradesh Government's Rajiv Internet Village
Programme. The service is now available in Nalgonda, Vishakapatnam, West Godavari
and East Godavari districts. iShakti has been developed to provide information and
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services to meet rural needs in medical health and hygiene, agriculture, animal
husbandry, education, vocational training and employment and women's empowerment.
The vision is to have 3,500 kiosks across the state by 2005.

HINDUSTAN LEVER NETWORK (HLN)


HLN is the company's arm in the Direct selling channel, one of the fastest
growing in India today. It already has about 3.5 lath consultants - all independent
entrepreneurs, trained and guided by HLN's expert managers. HLN has already spread to
over 1500 towns and cities, covering 80% of the urban population, backed by 42 offices
and 240 service centers across the country. It presents a range of customized offerings in
Home & Personal Care and Foods.

Out-of-Home consumption of products and services is a growing opportunity in


India, as elsewhere in the world. Hindustan Lever is already the largest player in the hot
beverages out-of-home segment, with over 15000 tea and coffee vending points. The
company is expanding the network aggressively, in the education, entertainment, leisure
and travel segments. HLL's alliance with Pepsi will significantly strengthen this channel.

Health & Beauty Services are Hindustan Lever's simultaneous foray to meet the
increasing consumer need for such products and services. Lakme Salons provide
specialized beauty services and solutions, under the recognized authority of the Lakme
brand. The Ayush Therapy Centers provide easy access to authentic Ayurvedic
treatments and products.

Hindustan Lever, which once pioneered distribution in India, is today reinventing


distribution - creating new channels, and redefining the way current channels are
serviced. In the process it is converging product availability, with brand communication
and brand experience.
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DELHI BRANCH ORGANIZTION STRUCTURE AND TYPES OF


EMPLOYEES

ORGANIZATION STRUCTURE (Delhi Branch)

Regional Manager North

Regional Sales Mgr.

Area Sales Mgr.

Sales Officer

Territory Sales In charge (TSI)

Redistribution Stockist
Salesman
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TYPES OF EMPLOYEES

In our organization there are different levels except the sales


structure the other types of levels are as follows:

1. Commercial / Admin / HR / Manager - This level


represents a highest level of supervision / work with
ultimate responsibility for that department. Besides this a manager is required to carry
out planning, organizing, directing, coordinating, and controlling all the functions.

2. All India Employee Cadre - This level represents a higher level of supervision /
work with enhanced responsibilities. Besides the tasks of supervision and guidance,
an Employee is required to carry out planning, co-ordination and control functions of
a much more significant measure.

3. Unit Employee - This level represents the first level of supervision and the primary
responsibilities include overseeing work of operatives and has a definite supervision /
discretion content in the job design.

4. Office Staff - This level is the clerical staff in the various departments.

5. Sub Staff - This is the lowest level in the hierarchy.

HERE IS HOW HINDUSTAN LEVER LIMITED IS PLAYING THE


ROLE OF CITIZEN LEVER ..

Corporate Social Responsibility (CSR) in Hindustan Lever


Limited (HLL) is rooted in its Corporate Purpose - the belief that "to
succeed requires the highest standards of corporate behavior towards
our employees, consumers and the societies and world in which we
live". HLL's CSR philosophy is embedded in its commitment to all
stakeholders - consumers, employees, the environment and the society
that the organization operates in. HLL believes that it is this
commitment which will deliver sustainable,profitablegrowth.

Furthering this rich tradition of contributing to the community, HLL is focusing on health
& hygiene education, women empowerment, and water management. In addition to these
important platforms, HLL is also involved in a number of community support activities,
like education and rehabilitation of special or underprivileged children, care for the
destitute and HIV-positive, and rural development.

In recognition of these initiatives, HLL received the prestigious TERI-CSR Special


Award for the year 2002-03 from The Energy and Resources Institute (TERI). As is well
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known, TERI, which was established in 1974, is world famous for its commitment to and
initiatives in every aspect of sustainable development.

HLL s CSR CONTRIBUTIONS:

CSR COMMUNICATION-The United Nations Global Compact


Reaffirmation of Commitment

HLL s chairman MR.RS BANGA had written on May 15, 2001 to the UN Secretary
General, Mr. Kofi Annan, confirming Hindustan Lever Limited (HLL) s support of the
UN Global Compact, while welcoming its recognition of the positive contribution that
business has to make to a more prosperous and sustainable world. He wished to confirm
that as the Unilever Company in India, HLL reaffirms its commitment to the principles of
the UN Global compact.

SHAKTI
HLL's partnership with self-help Groups of rural women, is becoming an extended arm of
the company's operation in rural hinterlands. Started in 2001, Project Shakti has already
been extended to about 50,000 villages in 12 states .The respective state governments and
several NGOs are actively involved in the initiative. The SHGs have chosen to partner
with HLL as a business venture, armed with training from HLL and support from
government agencies concerned and NGOs.

GREENING BARRENS
HLL's Water Conservation and Harvesting project is committed to extending its efforts
on water management to the larger community, and has engaged in community projects
in water adjacent to manufacturing sites.
HLL's vision is to continuously innovate technologies to further reduce water
consumption and further increase conservation in its operations. Simultaneously, HLL
sites will progressively help communities, wherever required, to develop watersheds.
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LIFEBUOY SWASTHYA CHETNA


Lifebuoy Swasthya Chetana is the single largest rural health and hygiene educational
programme ever undertaken in India. Its objective is to educate people about basic
hygienic habits.
Started in 2002, the programme has as of now covered about 15000 villages. It has
already touched about 70 million people, imparting hygiene education to over 25 million
children. The vision of this on-going project is to make a billion Indians feel safe and
secure by focusing on their health and hygiene needs.

HAPPY HOMES
Under the Happy Homes initiative, HLL supports special education and rehabilitation of
children with challenges. Over 20,000 individuals have benefited from the Happy Homes
initiatives since inception. HLL is wholeheartedly involved with all four centers and will
continue to be involved in the future. The four happy homes centers are-ASHA DAAN,
ANKUR, KAPPAGAM & ABAGAM. Ankur received the Lawrie Group World Aware
Award for Social Progress in 1999 from HRH Princess Royal in London. These centres
have taught the children the self-help skills, useful vocational activities Infact, some of
the children have become relatively self-reliant by earning through crafts learnt at the
center.

FAIR$LOVELY FOUNDATION (Economic Empowerment of Women)


The Fair & Lovely Foundation is HLL's initiative which aims at economic
empowerment of women across India. It aims to achieve this through providing
information, resources, inputs and support in the areas of education, career and
enterprise. It specifically targets women from low-income groups in rural as well
as urban India. Fair & Lovely, as a brand, stands on the economic empowerment
platform and the Foundation is an extension of this promise. The Foundation has
renowned Indian women, from various walks of life, as its advisors.
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The support provided by Fair & Lovely Foundation will help girl children avail
opportunities of higher education and acquire skills in appropriate professions. The series
of projects that have been drawn up to achieve the vision include EDUCATION,
CAREER and ENTERPRISE.

YASHODADHAM

HLL has reconstructed a village in the Bhachau Taluka of Gujarat's Kachch


district. The village, which has been named Yashodadham, was dedicated to its 1100
residents in December 2002. The residents belong to Nani Chirai village, which was
completely wrecked by the devastating earthquake of January 2001.HLL, which had
launched immediate relief after the quake in areas adjacent to its Kandla Exports factory,
subsequently decided to reconstruct a village, which was completely wrecked. The
objective was to help a completely wrecked village, because such settlements had the
greatest need for help.
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SCHEMES

PURPOSE:
1) To recognize the achievements of the employees

2) To motivate the employees to perform better

3) To increase the sales revenue and the profit margins of the company

CATEGORIES:

MONTHLY ON THE QUARTERLY


SPOT

SOM CUSTOMER A-T BOOK SAQ TOTB


DELIGHT

IN BRIEF:

1) SOM

This is a performance based award


Rating of the employees is done on the grade basis
These grades are given on the basis of achievements of targets, best five
should be selected

2) CUSTOMER DELIGHT:
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This is a performance based award


This award should be given to the employees: with least number of
complaints, with most speedy delivery, with most accurate data, with
most orderly data

3) A-T BOOK:

All achievements of the employees can be talked in this monthly book


This is a very good way of public recognition
This book will be circulated at the beginning of every month.

4) SAQ:

This is a performance based award


Rating system is required
These grades are given on the basis of achievements of targets, best five
should be selected

5) TOTB:

This is the way of idea/suggestion management


An issue can be put up and employees can be asked to give their
suggestions or ideas on the concerned issue
Web based applications like emails can be used to collect and evaluate the
suggestions/ideas.
Idea/suggestion board can be put up in the cafeteria and learning center, as
these places are easily accessible to all employees.
Best ideas would be collected on the monthly basis but rewarded on the
quarterly basis
Feedback can be given to the employee through web or through phone,
voice mails etc.

6) ON THE SPOT:

This is an on the spot award


This award can be given to the employees for their on the spot attitude
towards some particular situation
This is a mere recognition for good and humble gestures towards peer and
presence of mind throughout
Their managers give this award to the employee as they can keep a
constant observation on their employees.
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IN DETAILS

1) SOM:

SOM is performance-based award, which is measured completely on the basis of


an employee s performance within the working place. The employee is awarded on the
basis of the rating given to him and this rating of the employees is done on the grade
basis, which already exist within the organization. These grades are given to the
employees on the basis of their achievements of targets set by their managers or
supervisors. This is a monthly award where employees are rated for a month and then the
deserving candidate is awarded. The best five are selected.

The ratings are as follows:


E Exceeded the targets
i.e achieved targets more than assigned.

F Fully achieved the targets


i.e achieving exact targets as assigned.

P Partially achieved targets


i.e achieving some of the assigned targets

N Not achieved the targets at all

2) CUSTOMER DELIGHT:

Customer delight is again a performance-based award, which is given to the


employees for performing well. As we know that an employee not only has external
customers but also internal customers i.e the employee of the other departments An
employee has to deal with various other employees within the branch, they can be from
the same department as well as other department. Thus the employee
With the least number of complaints

With most speedy delivery of data

With most accurate data

With most orderly data


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Is awarded the customer delight award. The employees get to fill a customer delight form
on basis of which the most suitable candidate is selected for this award. Maximum of 5
employees can be selected for the award. The customer delight form is as follows:

I AM DELIGHTED!!!

MY NAME MY DESIGNATION MY DEPARTMENT

I VOTE FOR
HIS/HER NAME:
HIS/HER DESIGNATION:
HIS/HER DEPARTMENT:

I VOTE BECAUSE:
I HAVE NO COMPLAINTS AGAINST THIS EMPLOYEE
THIS EMPLOYEE PROVIDES A SPEEDY DELIVERY
THIS EMPLOYEE PRODUCES ACCURATE DATA
THIS EMPLOYEE PRODUCES MOST ORDERLY DATA
THIS EMPOYEE SHOWS A DECENT CONDUCT

OTHER REASONS:

WHAT WOULD HAVE HAPPENED IF HE/SHE DID NOT DO


WHAT HE/SHE DID?

THINGS I WOULD DO TO EXPRESS MY THANX:

SIGNATURE
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3) A-T BOOK:

A-T Book is a monthly issue of a book, which is circulated in all departments of


the office. This book talks about the achievements of the employee and gives them the
peer recognition in this form. As every employee loves to be recognized at his working
place and amongst the people he works with, this is a very effective form and way of
recognizing ones performances. This book consists of:
Detailed information about the employees who have achieved some milestone
during the month

The detail of the day and month of the achieved milestone.

Birthday wishes are sent to the employees through this book.

Various articles or precious experiences of employees.

4) SAQ:

SAQ award is again a performance-based award, which is measured completely


on the basis of an employee s performance within the working place. The employee is
awarded on the basis of the rating given to him and this rating of the employees is done
on the grade basis, which already exist within the organization. These grades are given to
the employees on the basis of their achievements of targets set by their managers or
supervisors. This is a quarterly award where employees are rated for a quarter and then
the deserving candidate is awarded. The best five are selected.

The ratings are as follows:


E Exceeded the targets
i.e achieved targets more than assigned.

F Fully achieved the targets


i.e achieving exact targets as assigned.

P Partially achieved targets


i.e achieving some of the assigned targets

N Not achieved the targets at all


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5) TOTB:

Every individual in this world has a viewpoint and has an idea or a suggestion
waiting to pop out of his/her brain. So if these suggestions or ideas of the employees in
the organization are used in a fruitful and an effective manner can work wonders for an
organization. Thus it is really important to have an idea/suggestion management in an
organization. This scheme of TOTB is a quarterly award. According to this scheme an
issue can be put up in the cafeteria and learning center as the employees have a frequent
and easy access to these places, and hence the employees can present these ideas and
suggestions. Now since collecting and evaluating the ideas is a major work, it can be
done through web base applications like: emails, intranet etc.
The ideas would be collected on the monthly basis but the best ideas will be
rewarded on the quarterly basis. Feedback should be given to employees who send their
suggestions and these feedbacks can be sent through web, phone, voice mails etc.

6) ON THE SPOT AWARD:

Some deeds of employees on a daily basis are so humble that they need to be
recognized. It is sometimes not possible to recognize every individual on a daily basis,
thus at such time recognizing an individual on the spot is an important and a sensible
thing to do. According to this scheme employees can be awarded:
To the employees for their on the spot attitude towards some particular
situation
For good and humble gestures towards peer and presence of mind
throughout
Their managers give this award to the employee as they can keep a constant observation
on their employees.

REWARDING AND RECOGNIZING:

1) SOM:

PURPOSE:
SOM award is the STAR OF THE MONTH award, which is given as per the
ratings of an employee. This is a quarterly based award. As we have already seen the
ratings, we ll further see what are the rewards that are given to the employees for their
performances according to this scheme.
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First of all work plan of an employee of each department is allotted the


targets for the month.
The work plan of an employee consists of PARAMETERS and the
MILESTONES to be achieved.
These MILESTONES have some POINTS allotted

WHO GIVES AWAY THE AWARDS:


The department head takes the final decision and gives away the award to the
employees on the ceremony-honoring employee ceremony.

REWARDS:

Example of a monthly work plan of an employee:

PARAMETERS MILESTONES
Running Claims E: 100% downloaded claims in 7 days
F: 100% downloaded claims in 8 days
P: 100% downloaded claims in 10 days
N: 100% downloaded claims in more than
10 days
Expenses E: Statements prepared and submitted with
finance department in 7 days
F: Statements prepared and submitted with
finance department in 8 days
P: Statements prepared and submitted with
finance department in 10 days
N: Statements prepared and submitted with
finance department in more than 10 days
Incentives F: Credited to next month s salary

N: Not credited to next month s salary


Salary E: Complete input to HR by 1st of every
month

N: Job not done

POINT SYSTEM:

RATING POINTS AMOUNT IN Rs. REWARD


E 5 500 Cash
F 4 300 Cash/gift
P 1 50 Gift coupon
N 0 0 Nil
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Thus the best 5 employees with maximum points are eligible for the SOM
award. If there are more people with same number of points, it will be considered as
one category.

2) CUSTOMER DELIGHT:

PURPOSE:
Customer delight is an award to promote and recognize employees for
outstanding customer service. Thus according to this scheme we have a customer delight
form, which is filled by the employees on a monthly basis, and the employee getting
maximum votes in his/her favor is eligible for the CUSTOMER DELIGHT AWARD.

WHO GIVES AWAY THE AWARD:


Department heads makes the final decision. A ceremony-honoring employee is
conducted where the 3 employees are awarded for their outstanding customer service.
The head of the branch would give away the award on the ceremony day.

1 DELIGHTED CUS TOMER = 1 0 NEW


CUSTOMERS

REWARDS:

NUMBER OF VOTE AMOUNT IN Rs. REWARD


Highest 500 Cash
Second highest 300 Cash/Gift
Third highest 150 Gift coupon

***The best 3 employees with maximum votes would be eligible for this
award. If there are more people with same number of votes it will be considered as
one category.

3) A-T BOOK:

PURPOSE:
A-T book is an ACHIEVEMENT - TALK BOOK, which provides an
employee, with the public recognition amongst the peers in the organization. This book is
a great means of boosting the confidence and recognizing the performances and deeds of
an employee in public. This recognition makes him/her feel recognized and motivated
and definitely proves to be a boon in improving or increasing ones performances.
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WHO GIVES AWAY THIS AWARD:


No one gives away this award as this recognition comes in a book form and talks
about people s achievements.

ACHIEVEMENTS ARE NOT COINCIDENCES,


THEY ARE HARD WORK

REWARDS:
Public recognition to all the achievers.

4) SAQ:

PURPOSE:
SAQ award is the STAR OF THE QUARTER award, which is given as
per the ratings of an employee. This is a quarterly based award. As we have already seen
the ratings, we ll further see what are the rewards that are given to the employees for
their performances according to this scheme.
First of all work plan of an employee of each department is allotted the
targets for the quarter.
The work plan of an employee consists of PARAMETERS and the
MILESTONES to be achieved.
These MILESTONES have some POINTS allotted

WHO GIVES AWAY THE AWARDS:


The department head takes the final decision and the branch head gives away the
award to the employees on the ceremony-honoring employee ceremony.

ALL STARS DO NOT TWINKLE!!!

REWARDS:

Example of a quarterly work plan of an employee:

PARAMETERS MILESTONES
Damage Claims E: All claims coming with 100% accuracy
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F: At least 1 claim made every quarter

N: No claims doing
RS ledger E: Once a quarter for all RSS

N: Nil
JC Returns E: Common format updated before 1st of
(Recorded every month) every month with 100% accuracy
F: Common format updated by 1st of every
month with 100% accuracy
P: Common format updated by 1st week of
the month.
Expenses E: Rectification made and salary advance
(Recorded every month) cleared and available for dispatch by 15th of
every month
F: Rectification made and salary advance
cleared and available for dispatch after 15th
of every month

N: Job not done


Leave Update E: Updating and submitting to HR with
100% accuracy before time (15th of first
month of every quarter)
F: Updating and submitting to HR with
100% accuracy on time (15th of first month
of every quarter)
P: Updating and submitting to HR with
100% accuracy after time (15th of first
month of every quarter)
N: Job not done
Medical E: Ensured settlement in 2nd month salary

N: Settlement not done


Transfer update E: Letter issued with 1 week of transfer
and disturbance allowance put in next
month s salary

N: Job not done

POINT SYSTEM:

RATING POINTS AMOUNT IN Rs. REWARD


E 5 2000 Cash
F 4 1500 Cash/gift
P 1 700 Gift coupon/dinner
N 0 0 Nil
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Thus the best 5 employees with maximum points are eligible for the SAQ
award. If there are more people with same number of points, it will be considered as
one category.

5) TOTB:

PURPOSE:
The TOTB award is THINKING OUT OF THE BOX AWARD. This award is
given to the employee/employees for their capability of giving some much needed
extraordinary suggestion or idea to the branch management, the suggestion which is helps
the management come out of crisis or helps the management to save the maximum and
gets implemented is the best suitable for this award.
This award is to foster employee suggestions to improve a work place, which can
definitely help in some financial savings.

WHO GIVES AWAY THE AWARD:


Department head makes the final decision, and the branch head gives away the
award.

KNOWLWDGE WORKERS ARE VOLUNTEERS

REWARDS:

PARAMETER AMOUNT IN Rs. REWARD


Most Extra Ordinary 2500 Cash
suggestion (implemented) Gift
Passes
Dinner

Maximum saving 3% of amount saved Cash and certificate


suggestion
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6) ON THE SPOT AWARD:

PURPOSE:
The on the spot award is neither a monthly nor a quarterly award, as the name
suggests it is an on the spot, instant, spontaneous award. It is not even a performance-
based award. As per this award the first level managers would recognize the employee.
The purpose of this award is to recognize the employees who go extra mile or who
perform above and beyond the call of duty , and many such exceptional courtesies.

WHO GIVES AWAY THE AWARD:


The first level manager or supervisor can recognize the eligible employee, as
he/she can very well observe the employees and their deeds at the working place.

REWARD:

PARAMETER AMOUNT IN Rs. REWARD


Making high quality 200 T-Shirt
contribution to a difficult or Mugs and
important assignment Certificates
Congratulatory
Cards
Producing exceptionally 200 T-Shirt
high quality work under a Mugs and
tight underline Certificates
Congratulatory
Cards
Demonstrating 100 Certificates
exceptionally courtesy or Congratulatory
responsiveness in dealing Cards
with public, clients or Public Recognition
colleagues T-shirts/Mugs
Going Extra mile 100 Certificates
Congratulatory
Cards
Public Recognition
T-Shirts/Mugs
Extraordinary initiative in a 100 Certificates
difficult problem Congratulatory
Cards
Public Recognition
T-Shirts/Mugs

.
IT S NOT IMPORTANT WHAT YOU DO,
BUT HOW YOU DO!!!
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FINDINGS and CONCLUSION


This project was undertaken as a one related to HR.

Hence it was totally based on information collected within and out side the company.

Within the company the main sources were the information provided by employees of
various department like: legal, HR, administration, commercial and claims, finance, sales
tax, logistics, market research.

Outside the company the information was gathered from the HR departments of 7 other
companies with the help of questionnaires.

Hence on that basis only some conclusions /findings can be drawn, which are as follows:

AS PER THE 7 QUESTIONNAIRES FILLED UP, THE FOLLOWING


CONCLUSIONS CAN BE DRAWN:

Out of 7 companies, all 7 have scheme similar to that of star of the month, where
the best 3-5 employees are awarded for their performances on a monthly basis,
based on some kind of ratings of every organization.

All of the 7 companies have scheme where the employees are praised or
recognized on a daily basis through some meetings etc.

Out of 7, 4 companies have idea/suggestion awards, where the employees are


awarded if they manage to provide the organization with some extraordinary
suggestion etc,

All 7 companies have a mode of public recognition or a means through which the
achievements of the employee are recognized, something similar to achievement
talk book.

All of the 7 companies agreed that there should be recognition of employees


through the intranet as well as every employee very frequently surfs the intranet.

All 7 companies also concern customer delight as an important aspect.

5 out of 7 companies take the opinion of their employees while making the
schemes of reward and recognition.

In 4 companies, it is the HR department that is responsible for formulating the


schemes.
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In all of the 7 companies, the reward and recognition is treated as compulsion as it


serves different purposes or uses like-makes the employees more confident,
creates feeling of belongingness towards the organization, motivates the
employees to work better.
The Recognitions were considered to be more successful according to the
employers.

Increments and bonuses or cash awards are common to all organization.

According to all employers the rewards and recognition are must as they serve the
goals like

1. Employee satisfaction
2. Staff retention
3. Performance improvement
4. Achievement of business results

According to all the employers the reward and recognition is a must not only for
the individual employee but also if there are certain project teams in the
organization.

100

80

60

40 companies in %

20

0
som recogn idea on spot cust
mgmt delite

This graph here shows the percentage of companies believing in particular schemes. Here

SOM: Star of the month

RECOGN: Public recognition

IDEA MGMT: Idea management

ON SPOT: On the spot awards

CUST DELITE: Customer delight


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SUGGESTIONS AND RECOMMENDATIONS:

As per the findings of the survey the monetary as well as the non-monetary
awards both are equally important but the main aim is to reward or recognize
employees time to time.

The recognitions like congratulatory cards, wall of fame, public applause, public
recognition is of great importance.

Performance should be considered as the criterion for rewarding

There should be rewards or recognitions such that the employee can get to
celebrated the reward with his family members as well.

The get together or parties within the branch, such that the employees get to
interact and communicate with their colleagues, is of great importance.

The managers should make sure that he has one-to-one interactions with their
employees and colleagues

The rewarding system should be such that the reward being given to the employee
means something to him/her, i.e. the reward should have meaning for the
recipient.

The reward should be well-defined, credible standards that have been developed
using observable achievements.

Rewards should always be achievable and not out of reach by employees.

These rewards should be used as reward for their extra effort and it has to other
then the incentives/bonus, which gets added to their salary.

Rewards should be visible to all the employees.

The standards and the criterion for the rewarding should not be ambiguous or
biased.

Spontaneous awards such as: on the spot awards are very motivating and boost
the recipients confidence to a great level.

The reward mean the most when they are thoughtfully prepared and of highest
quality.
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The professionalism shown in the way of presenting the reward is also interpreted
as a worthwhile recognition.

Rewards should be appropriate to the level of accomplishment received.

The tenure of the rewards monthly, quarterly or instantaneous.

There should be a separate committee in the branch that would take care of all the
work related to the rewarding and recognizing.

People at the managerial level generally get rewarded or recognized quite often
and easily, but the organization should also take care of the people at the officers
and the staff and the sub-staff level and should definitely have schemes for
motivating them as well.

The organizations should always consider the employees also while making some
new policies or should involve the employees in basic level decisions, to create a
feeling of belongingness, in the employee, towards the organization.
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LIMITATION OF THE STUDY

While doing this project, a few problems were faced which are mentioned below.

While conducting survey, respondents were very reluctant to hand out correct

information. Also they were not interested to give out information, as it was

company specific and confidential. In many cases, they just refused to spare any

time.

In many cases, respondents just filled the questionnaire hastily without giving

proper thoughts to the questions to save their time; therefore, information

provided might be biased.

All expenses of the project are born by the students, which become heavy on their

pocket.

Since the project duration was only two months, time constraint limits the area of

study.

As the information about the work plans of employees was to be collected from

the employees themselves, to use it for making the rewards and milestones,

therefore to get the information from the people on work was another limitation.

The people from whom the information was collected were always busy in their

work, so time was a major constraint.

To get the appointments from the HR personnel of different companies was a time

consuming and a difficult task.


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QUESTIONNAIRE

NAME: DESIGNATION:

NAME OF THE COMPANY:

Sir, Madam,

I am a summer trainee in HINDUSTAN LEVER LIMITED, specializing in


HR. I am working on a project Rewards and Recognition for employees , my
target category are the officers and the staff people within the branch. My aim is
to prepare some rewards and recognition schemes for these employees as their
jobs are monotonous and they do not receive any rewards and recognitions for
their contribution. These schemes will be a great help to make their jobs more
interesting and motivate them to perform better. So I would need your help to
know a few things about your company regarding this topic.

Q1. Do you have any REWARD AND RECOGNITION schemes running currently
in your organization?

Ans. Yes No

Q2. What are the rewards/recognitions schemes in your organization?

Ans. .

Q3. What are the eligibility criterion/basis of the above schemes?

Ans. .

.
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Q4. What are the tenures for these schemes of rewards/recognition?

Ans. .

Q5. Who gives away these awards to the employees?

Ans. .

Q6. How do you decide on the budget for the rewards?

Ans. .

Q7. Which are the most successful schemes in general?

Ans. .

Q8. Does reward and recognition serve these goals? How?

Ans. Employee Satisfaction


Yes No

Staff Retention
Yes No

Performance improvement
Yes No

.
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Achievement of business results


Yes No

Q9. What particular form of reward and recognition is more successful and
meaningful to employees?

Ans. Monetary Non-Monetary

Q10. What would you do personally , to develop a feeling of belongingness


amongst the employees, towards the organization?

Ans.

Signature:

THANK YOU!!!
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The above questionnaire was filled up from the HR PERSONNEL of 7 different


companies to have knowledge that what constitutes their HR manual for the sales force,
so that the information could be used for formulating the manual for HLL itself.

Below are given the names of Companies and the names of respective HR personnel:

SNO. NAME OF THE NAME OF HR


COMPANY PERSONNEL
1. FIDELITY INVESTMENTS MR.AJAY CHOWDHARY, HR
LTD., UNITECH PARK, MANAGER.
GURGAON
2. HERO HONDA LTD., NEW MS. VANDANA SHARMA, ASST.
DELHI HR MANAGER.
3. FRITO LAYS INDIA, GLOBAL MR. MANEESH, HR
BUSINESS PARK, GURGAON DEPARTMENT
4. SAMSUNG INDIA LTD., NEW MR. RAVI CHOPRA, HR
DELHI DEPARTMENT
5. IAL, NEW DELHI MS. SHEETAL SRIVASTVA,
ASST.HR MANAGER
6. KAMPSAX LTD, GURGAON MR. SUNIL WASWAN, GENARAL
MANAGER & MR. SANJAY
VERMA, ASST. HR MANAGER
7. GILLETTE, GLOBAL BUSINESS MR. AJAY, HR DEPARTMENT
PARK, GURGAON
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/

ANNEXURE:

SOM : Star of the month, scheme based on performance of an


employee

SAQ : Star of the quarter, scheme based on performance of an


employee

TOTB : Thinking out of the box, an idea management scheme

WORK PLAN : This is plan where the manager decides the particular
targets to be accomplished by the employee in a months
time and in a quarters time.
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/

BIBLIOGRAPHY:

While doing this summer training project to formulate a Reward and Recognition

schemes for the employees of HLL, I needed opinions and guidance from some

authorities on similar matters. In this direction, I came across the following books and

magazines, which I have gone through for reference; they are listed below: ---

BOOKS: -

1001 ways to reward and recognize your employee

By: Bob Nelson

Dynamic rewards energies your team

By: Gregory Smith

WEBSITES: -

www.hll.com

www.hll.unilever.com

www.unilever.com

www.google.com

www.forrestscott.com

www.workforce.com

www.shrm.com

www.motivationonline.com

GUIDE BOOKS:
-OFFICER S PDP (provided by Officer s HR cell of HLL, Gurgaon)
-PROCESS GUIDE TO FF INCENTIVE ADMINISTRATION (provided by HR
department of HLL, Gurgaon)

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