Group Members:Rajlakshmi Phukon Murchana Bhuyan

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Overview
Mahindra & Mahindra is headquartered in Mumbai. Main products are UV, SUV, CAR and AUTO.

Set up in 1945 in Ludhiana as Mahindra & Mohammed by

brothers K.C. Mahindra and J.C. Mahindra along with Malik Ghulam Mohammed. Renamed as Mahindra & Mahindra in 1948 Employee Base 1,00,000+. Global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd.
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Manufacturing Process

Organizational Structure
CEO - Anand G.Mahindra

Chairman of the Board Keshub Mahindra

Vice Chairman and Managing Director - Anand G. Mahindra Directors
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HR Policies
HUMAN RESOURSE VISION:-

We would Like to be Partner in the business, and we will achieve this by:
Creating a performance oriented, team based culture

through HR strategies, systems, policies, tools that are aligned to business needs and help employees grow professionally and personally.
Ensuring fairness across divisions with speed and

simplicity.
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Corporate Human Resources:

Corporate Human Resources Department has compiled a policy

manual that is available with the head of each business location and senior HR executives of Mahindra & Mahindra Ltd. The purpose of the manual is to ensure that all concerned in Mahindra& Mahindra Ltd. are familiar with the policies and rules related to Human Resources Management in the company. The provisions of the manual as well as the contents of this web-side are not conditions of employment and may be modified or revoked from time to time.
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HR Activities at a glance

Recruitment Training & Performance and Selection Development Appraisal

Reward & Recognition

Motivation

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Recruitment and Selection

Recruitment Media
Campus recruitments Employee Referral

Lateral recruitments

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Recruitment and Selection

Screening Process
Resume Screening

Call for interview: 1) Preliminary

2) Final

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Recruitment and Selection

Final Interview

Offer

Acceptance of offer

Joining through Joining Letter

Induction / Orientation (From 3 Days to 1 month)

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Training & Development

Thrust areas of Training & Development Initiatives: Global Managers Programme after identification of talent pool. People Management:-

- Coaching & Mentoring - Managing Conflicts, Team Working Leadership Communication Programme for Executives . Multi-functional General Management Programmes. 'The Mahindra Way' - A Manager's Induction Programme into the Mahindra Group.
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SUMMER TRAINING Objective:1. To develop a talent pool for the final Management Trainee recruitments.
2. To ensure that potential employees develop a better

understanding of the Mahindra vision and culture.

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MANAGEMENT TRAINING Objective:1. To attract, recruit, induct and groom young managerial talent for future leadership positions in the Group. 2. To develop a cadre of managers with crossfunctional experience and an aptitude to take up top leadership positions in the future.

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Training
1. The Induction Training is for a period of 2-3 weeks. It

focuses on familiarising the Management Trainees with the Mahindra Group's history, values, organisational policies, businesses and future growth plans.
2. The Management Trainees undergo three projects:

two in their functional specialisations (4 months each) and one in a cross-functional area (3 months) in different sectors across the Mahindra Group.

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Performance Management System

Strategy, Vision, Mission & Budget Business Goals

Organizations Objectives Departmental/ Functional Objectives

Role/ Individual Objectives
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 In M&M Top Down

Approach is followed for goal setting.

The Department goal

Feedback & Counseling

Communication Workshop

setting is done through the Balance Score Card Approach .

After Departmental goals,

Performance

Appraisal
(Review)

KRA Setting

Individual goals are set.

MidTerm Review

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Communication Workshop
Its a 2 day workshop that is compulsory for all employees

right from operational to strategic level. KRA setting and how to conduct appraisal are covered on the 1st and 2nd day respectively.

KRA Setting
Each individual has 3 to 5 KRAs. Each KRA set has a

weightage and the total weightages is 100% . Performance with respect of KRAs forms a basis for the calculation of performance payout amount for an individual. KRAs for the next year are set before the final
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Mid Term Review

Mid Term reviews are conducted to know how much goals the

appraisee has achieved.

Performance Appraisal (Review)

Appraisees are reviewed on the basis of the KRAs, assessment

of significant tasks other than KRAs, if any , leadership competencies and strengths of the appraisee. Performance appraisal concentrates on performance based on the goals and results achieved and training and developmental needs for the employee.
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Employee Rating
Performance pay rating
Employees are rated on two scales
Performance pay rating Overall rating

Overall rating
The rating scale 5,4,3,2,1. Ratings would be based on a specific KRA based

on the achievement levels agreed at the beginning of the financial year. For the performance pay calculation, the overall performance is divided into two parts - the business performance and individual performance . As the employee goes higher on the hierarchy , the business performance and that of the individual performance starts reducing.
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Feedback and Counselling

The superior gives an immediate feedback to the

subordinate after the final performance appraisal. The appraiser and the appraise together review the overall performance of an individual against the agreed targets. Helps in identifying areas for improvement. Provides development opportunities for the growth of the people. Agree/ Generate data for actions relating to increments increments, promotions etc.
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Rewards and Recognitions

Leadership Rewards and Recognition Employee of the Month Employee awards, gifts ,reward programs

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Stress Management - The Holistic Triangle

Yoga Sessions to Beat the Blues

Seva: Caring Quotient to Wellness Quotient

Karma: Performance and

Time Management

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What M&Ms HR Does FOR Their Employees

1) M&M make sure that the employees understands

what they have to do and how to do it. 2) Consider whether working flexible hours would help the employees to manage demands. 3)Involve employees in the way work is carried out. 4) Consult with employees about decisions. 5) Build effective teams with responsibility for outcomes.

 6)Give employees opportunity to talk about the issues

causing stress. 7) Be sympatric and supportive. 8) keep employees informed about what is going in the firm. 9) Give employees a clear job description. 10) Have a clear procedure for handling misconduct and poor performance. 11) Provide employees a written statement of employment particulars

THANK YOU

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