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PROJECT DOCUMENTATION ON
NEW EMPLOYEE ORIENTATION
AT ULTRA TECH CEMENT LIMITED
HIRMI CEMENT WORKS
Submitted towards the partial fulfillment of the course curriculum laid down by
Swami Vivekananda Technical University, Bhilai for the award of Master
Degree in Business Administration under the guidance of
Mr. A.G TIPLE Assistant Vice President (HR), Hirmi Cement Works
AND
Mr. NAVEEN TEWARYDeputy General Manager (HR), Hirmi Cement Works
Submitted by:
SHALINI SHUKLA
Disha School of Management EducationMaster Degree in Business administration Session (2008 – 2010)
1
ACKNOWLEDGEMENT
“If words are to be symbol of undiluted feelings and token of gratitude then let the
words play the heralding role of expressing my gratitude”.
A successful project is a fruitful culmination of the efforts of many people. A
project is therefore incomplete if one fails to acknowledge all those individuals who
have been instrumental in successful completion of the same.
I am really thankful to my institute, which has provided me an opportunity to do a
summer project work on “HUMAN RESOURCE MANAGEMENT” as per the
MBA course curriculum under “SWAMI VIVEKANAND TECHNICAL
UNIVERSITY, BHILAI”. The project work has been done under the “HUMAN
RESOURCE DEVELOPMENT” department of the “ULTRA TECH CEMENT,
HIRMI CEMENT WORKS, RAIPUR (C.G). It is a one of the major unit of
cement business of “THE ADITYA BIRLA GROUP”.
This summer project is done on some of the activities carried on by the “HUMAN
RESOURCE DEVELOPMENT” department of the ULTRA TECH CEMENT,
HIRMI. The real impetus to precede this project came from Prof. NITIN
DESHPANDEY (VICE PRESIDENT) - “DISHA SCHOOL OF
MANAGEMENT EDUCATION” (DSME)” and Prof. VIJAY SAKALKAR,
GENERAL MANAGER - TRAINING AND PLACEMENT DEPARTMENT
(DIMAT).
2
A large measure of gratitude is due to Mr. A. G TIPLE, ASSISTANT VICE
PRESIDENT (P & A and HR) and Mr. NAVEEN TIWARI, DEPUTY
GENERAL MANAGER, (HR) for giving me this great opportunity for summer
internship in HIRMI CEMENT WORKS and valuable guidance throughout the
project.
When writing this acknowledgment, I must definitely mention that I have been
extremely fortunate and grateful to have Mr. VIPUL GHAYWATE, ASSISTANT
MANAGER – HUMAN RESORCE DEPARTMENT and Miss. YAMINI
SINGH THAKUR, OFFICER – TRAINING AND DEVELOPMENT as my
project guide. I am greatly acknowledging their profound knowledge and advice in
each and every stage of my project, sacrificing his valuable time for me.
My project will be unfruitful if I forget to thanks Mr. SHARAD HURKAT,
ASSISTANT OFFICER - HR, Mr. G. K. KALE and Mr. ASHOK VERMA for
their emphatic co-operation throughout the project. I would also like to express my
gratitude to all the employees of HIRMI CEMENT WORKS for their cooperation
without which my experience would be incomplete.
I hope that this project work of mine is up to the expectations of the concerned
faculty members.
THANKYOU…
SHALINI SHUKLA
DISHA SCHOOL OF MANAGEMENT EDUCATION
3
DECLARATION
I, Shalini Shukla hereby declare that this internship Project Report submitted for
the partial fulfillment of Master of Business Administration (MBA) Course under
Swami Vivekananda Technical University, Bhilai (CHHATTISGARH) titled,
“NEW EMPLOYEE ORIENTATION” IN ADITYA BIRLA GROUP is based
on the original project study conducted by me under the guidance of Mr. Vipul
Ghaywate and Miss Yamini Singh Thakur.
This has not been submitted earlier for the award of any degree/ diploma and any
similar title for prizes.
Place:
Student Signature
Date: (Shalini Shukla)
4
TABLE OF CONTENT
Acknowledgement….………………………………………………………...02
Declaration…………………………………………………………………...04
Table of Content……………………………………………………………..05
CHAPTER 1 - INTRODUCTION
Industry Profile…………………………………………………08 - 20
Company Profile ……………………………………………….21 - 25
Location …………………………………………………………26 - 27
CHAPTER 2 – UNIT PROFILE
Hirmi Cement Works………………………………………….28 – 32
Social work by HCW…………………………………………..33 - 36
Organization Structure………………………………………..37 - 40
Human Resource Department………………………………...41 - 48
SWOT Analysis…………………………………………………49 - 51
CHAPTER 3 – PRODUCT PROFILE
Types of Cement………………………………………………..52 - 55
Cement Manufacturing Process……………………………….56 - 57
CHAPTER 4 – PROJECT DETAILS
What is Orientation…………………………………………....58 - 59
Phases of Orientation………………………………………….60 - 61
5
CHAPTER 5 – PROJECT DESCRIPTION
Previous Orientation Process…………………………………65 - 66
New Employee Orientation Process…………………………..67 - 70
Pre joining activities……………………………………………71 - 74
Quick and Easy Orientation…………………………………...75 - 81
Structured Orientation Process………………………………..82 - 89
Post Orientation Activities……………………………………...90 - 91
CHAPTER 6 – PROJECT ANALYSIS
Limitations of Previous schedule of Orientation……………...98
Design of New Orientation Process……………………………100-110
Advantages of New Employee Orientation……………………111
Graphical Analysis……………………………………………...112-115
CHAPTER 7 – END MATTER
Findings…………………………………………………………..116-117
Suggestions……………………………………………………….118-119
Conclusion………………………………………………………..120
CHAPTER 8 – ANNEXURE
Orientation Checklist
Joining Announcement
Sample Feedback Forms
CHAPTER 9 – REFERENCES
Bibliography……………………………………………………….122
Webliography……………………………………………………...123
6
INDUSTRY PROFILE
7
THE ADITYA BIRLA GROUP
“TAKING INDIA TO THE WORLD”
“THE FIRST TRULY MULTINATIONAL
COPORATION”
8
THE ADITYA BIRLA GROUP
“I want to share with you the burden & anxiety that our success puts on our
shoulders. We have a heavy responsibility, which we must fulfill judiciously.
This we must fulfill, with the perception, that to continue to be successful we
must remain ever vigilant, open to new ideas, do constant introspection,
strengthen our system and our quality of management, inculcate the
philosophy of creativity and innovation, think of constant up gradation of
technology for cutting costs improving quality.”
LATE SHRI ADITYA VIKRAM BIRLA
9
ABOUT THE GROUP
“AS WE GROW SO DOES OUR ROLE IN SHAPING THE WORLD AROUND US”
The Aditya Birla Group is India's first truly multinational corporation.
Global in vision, rooted in Indian values, the Group is driven by a performance
ethic pegged on value creation for its multiple stakeholders.
A US$ 28 billion conglomerate, the corporation is India’s first multinational
and is anchored by an extraordinary force of 1, 30,000 employees.
The Group operates in 25 different countries and Over 60 per cent of its
revenues flow from its overseas operations across.
Adjudged “THE BEST EMPLOYER AWARD IN INDIA AND AMONGST
TOP 20 IN ASIA” by the HEWITT-ECONOMIC TIMES AND WALL
STREET JOURNAL STUDY IN 2007.
The Group's products and services offer distinctive customer solutions. Its 100
state-of-the-art manufacturing units and sectoral services in over 25
countries and across 6 continents.
A premium conglomerate, the Aditya Birla Group is a dominant player in all of the
sectors in which it operates. Such as viscose staple fiber, non-ferrous metals,
cement, viscose filament yarn, branded apparel, carbon black, chemicals, fertilizers,
sponge iron, insulators and financial services. The Group has also made successful
forays into the IT and BPO sectors Aditya Birla Group inherently believes in the
trusteeship concept of management.
10
LANDMARKS: -
The Aditya Birla Group, India's first multinational corporation, traces its origins
back to the tiny village of Pilani in the Rajasthan desert, where Shri Seth Shiv
Narayan Birla started cotton trading operations in 1857. Today, the Group's
footprint extends to 20 countries and its revenues are US$ 8.3 billion.
UNLOCKING VALUES : -
Value creation framework
Core strength – nurtured over the decades
Institutionalize: adoption of best practices such as:
VBM (Value Based Management system)
EVA (Economic Value Added)
WCM (World Class Manufacturing)
TQM (Total Quality Management)
BPR (Business Processing Restructuring)
Six sigma.
CULTURE:-
At the Aditya Birla Group, opportunities are abundant, the environment warm
and the people friendly
We endeavour to create an ambience where our people have the tools and the
freedom to deliver their commitments and take great pride in their work
In the fertile ethos of our Group, our employees find a career that is personally
rewarding and professionally enriching
Performance is at the heart of our work culture
Listening to and acting upon the feedback from our people is always a priority
11
THE CHAIRMAN OF THE ADITYA BIRLA GROUP
“I must emphasize that the overriding reason behind our success has been our
strikingly sharper accent on people. We look upon them as our core asset,
much more critical than our physical assets or financial assets. I value their
contribution in building a culture of meritocracy.”
Kumar Mangalam Birla Chairman
VISION, MISSION AND VALUES
12
A vision is an “inspired dream” that charts an organization’s course.
A mission defines the path. Values are the guiding principles that anchor an organization.
The three are interdependent. Without vision, there is no destination, without mission
there is no direction, and without values, there is little character.
In words of The Chairman, Aditya Birla Group –
“Great and lasting businesses are never built on quick sands of opportunities. For us, at the
Aditya Birla Group, if by living our values means, perhaps growing at a place slower than
we would otherwise have liked, so be it. For us, the key to enduring leadership lies in
knowing what we stand for and living by that. In essence, our values provide us with moral
compass, our roots, as well as our wings”.
Values - Our Path to Excellence:- 13
INTEGRITY – Honesty in every action Ethical, transparent, truthful, upright, principled, respectful COMMITMENT – Deliver on the promise Accountability, discipline, responsibility, results orientation, Self confidence, reliability PASSION – Energized action Intensity, innovation, transformational, fire in the belly, Inspirational, deep sense of purpose SEAMLESSNESS – Boundary less in letter and spirit Team work, integration, involvement, openness, global, Learning from the best, empowering SPEED – One step ahead always Response time, agile, accelerated, timelines, nimble, prompt, Pro-active, decisive.
AT THE HELM: -
The Aditya Birla Management Corporation Limited is the Group's apex decision-
making body and provides strategic direction to Group companies. Its Board of
Directors comprises:
Mr. Kumar Mangalam Birla, Chairman
Mr. S. Aga, Managing Director, Aditya Birla Nuvo Ltd.
Mr.D.Bhattacharya, Managing Director, Hindalco Industries Ltd.
Mr.S.K.Jain, Whole-time Director and President, Grasim Industries Ltd.
Dr. S. Misra, Director, Aditya Birla Management Corporation Ltd.
Mr. S. Misra
Mr. S.K Mitra Director, Financial Services, The Aditya Birla Group
Dr. B.K. Singh Director, Corporate Strategy & Business Development,
The Aditya Birla Group
Mr. Deepak Mittal
“Rock solid in fundamental the Aditya Birla Group nurtures a culture where
success does not come in the way of the need to keep learning afresh, to keep
experimenting”.
14
GLOBAL RANKING:-
A metals powerhouse, with the world’s largest aluminium rolling company.
No. 1 in viscose staple fibre.
Fourth largest producer of insulators.
Fourth largest producer of carbon black.
Eleventh largest producer of cement globally, seventh largest in Asia and second
largest in India.
Among the world’s top 15 BPO companies.
Among the best energy - efficient fertiliser plants.
NATIONAL STANDING:-
Among the best energy – efficient fertiliser plants.
Second largest player in viscose filament yarn.
Second largest in Chlor - alkali sector.
Among the top five mobile telephone players.
A leading player in Life Insurance and Asset Management.
Among the top three super - market chains in the Retail business.
FUTURE ASPIRATIONS:-
To be in the league of Fortune 150
Aspire to be a truly Global Corporation, in every sense of the word
Join the League of Global Employers of Choice in the next 5 years
“Focusing on healthcare, education sustainable livelihood, infrastructure and
espousing social causes”
BEYOND BUSINESS:-
15
Working in 3700 villages.
Reaching out to 7 million people annually through the Aditya Birla Centre
for Community Initiatives and Rural Development, spearheaded by
Mrs. Rajashree Birla
Focusing on : health care, education, sustainable livelihood, infrastructure and
espousing social causes
Running 41 Schools and 18 Hospitals.
Transcending the conventional barriers of business to send out a message that
“We Care”.
LEARNING AND DEVELOPMENT OPPURTUNITIES:-
1. “Gyanodaya” - Our Management Varsity and an ISO-9001-2001 Certified institutes.
2. E-Learning - We have as many as 250 courses that can be accessed every From 200 locations every day.
3. Continuing Education - We have partnered with Singapore’s Universities 21
offer an online MBA program for our employees.
OUR ENABLERS:-
Internal Recruitment System - All positions for which we need to hire people
are advertised on our career portal.
Poornata – Our HRMS (www.poornata.com)
Our Global HRMS from PeopleSoft automates several key HR processes.
Aditya Disha – Our Group Intranet (www.adityadisha.com)
Besides being a repository of valuable information and communication with the
Organization, moves knowledge around and shares our success stories.
OHS – Our Happiness-At-Work Index
16
Listening to our employees is an integral part of our work culture. The
Organization Health Survey (OHS) conducted biennially, is our barometer for
employee opinion, highlighting strength and voicing employee concerns.
Employee Well Being - Hospitals, schools, sports, clubs, temples, auditoriums,
sports grounds, super markets, banks, dairy farms, walking tracks and more are
standard features at most of our units.
Benefits for our employees and their families:-
• Education – Network of 41 Schools
• Scholarships – “Prathiba”, for our employees children
• Insurance – “Nischint”, Our Death in Service Insurance plan
• Mediclaim – Accident Insurance, Hospitalization Insurance for self, family and
dependant parents
CODE OF CONDUCT:-
The Aditya Birla Group is committed to the highest ethical standards in its dealings
and external. To this end it has adopted a code conduct that that is uniformly applied
across locations, entailing expected conduct of employees in personal integrity,
work, dealing with external world and conflict of interest. The Group has also
institutionalized a mechanism to monitor and address complaints on the matter. All
the policies are made available to all the employees through HR manuals at the unit
level as well as through the Group web portal. The internal control system
institutionalized by Organization helps to effectively monitor and control
implementation.
All new employees in the management cadre undergo an induction process and sign
a copy to reflect their commitment to the code of conduct. All employees are
encouraged to bring to attention of management i.e. their seniors/other senior
representatives of the Group when they come across a violation of code of conduct.
17
BUSINESSES:-
COMPOSITE PLANTS:-
Vikram Cement, Jaw ad(Madhya Pradesh)
Grasim Cement, Rawan(Chhattisgarh)
Aditya Cement, Shambhupura(Rajasthan)18
Cement
Acrylic Fibres
Pulp & Fibre
Insulators
Carbon Black
Retail
IT / ITES
Financial Services
Agri Business
Chemicals
MiningMetals
Telecom Textiles & Apparels
Note: Please click on the respective Businesses to know more details on the same.
Grasim Cement, Reddipalayam(Tamil Nadu)
Ultra Tech Cement, Awarpur(Maharashtra)
Ultra Tech Cement, Hirmi(Chhattisgarh)
Ultra Tech Cement, Kovaya(Gujarat)
Ultra Tech Cement, Jafrabad(Gujarat)
Ultra Tech Cement, Tadipatri(Andra Pradesh)
Birla White, Kharia Khanghar(Rajasthan)
GRINDING UNITS:-
Grasim Cement, Hotgi(Maharashtra)
Grasim Cement, Bathinda(Punjab)
UltraTech Cement, Jharsuguda(Orrisa)
UltraTech Cement, Durgapur (West Bengal)
UltraTech Cement, Arakkonam (Tamil Nadu)
UltraTech Cement, Magdala(Gujarat)
KEY COMPANIES AND BRANDS OF ADITYA BIRLA GROUP
19
20
COMPANY PROFILE
CEMENT BUSINESS:-
GRASIM INDUSTRIES LIMITED, a flagship company of THE ADITYA BIRLA
GROUP ranks among the India’s largest private sector companies. GRASIM 21
ventured into cement business in mid 1980s by setting up its first plant at KHOR in
Madhya Pradesh. The merger of the Cement business of Indian Rayon in 1998 and
the acquisition of L&T’s Cement business in 2004 catapulted the Aditya Birla
Group to the top of the league in India. The Cement business of THE ADITYA
BIRLA GROUP is organized into two listed companies:
GRASIM INDUSTIES LIMITED
ULTRA TECH CEMENT LIMITED
HISTORY OF ULTRATECH CEMENTS
The Aditya Birla Group is the 11th largest cement producer in the world
and the seventh largest in Asia
Grasim acquired a majority stake and management control in L&T
Cement management control in July 2004.
Name changed to UltraTech Cement Limited with effect from 14 October
2004
Narmada Cement Company Limited amalgamated with UltraTech in May
2006
BRANDS: - UltraTech Cement, Birla Super, Birla Ready Mix Concrete, Birla
White, etc.
BUSINESS HEAD: - “Mr. Saurabh Misra”
22
“THE ENGINEER’S CHOICE”
INSTALLED CAPACITY OF CEMENT PLANTS IN INDIA:-23
Mn.TS.NO
GROUP CAPACITY FY 10
1 ULTRA TECH CEMENT LIM ITED 23.102 ACC LIMITED 22.413 AMBUJA CEMENT LIMITED 22.004 GRASIM CEMENT LIMITED 22.555 INDIA CEMENTS 11.846 JAPEE GROUP 14.707 SHREE CEMENTS 9.108 J.K. GROUP 9.379 CEMENT TEXTILES 7.8010 MADRAS CEMENTS 8.9211 BINANI CEMENTS 6.0012 BIRLA CORPORATION LIMITED 5.7813 KESORAM INDUSTRIES 5.6014 LAFARGE INDIA(P) LIMITED 6.5515 PENNA CEMENT 4.5016 RAIN COMDT LIMITED 4.0017 C.C.I. LIMITED 3.8518 DALMIA CEMENT 9.0019 ORIENT PAPER INDUSTRIES 3.4020 ZUARI CEMENT LIMITED 3.4021 MY HOME INDUSTRIES LIMITED 3.2022 OCL INDIA LIMITED 5.3523 SANGHI INDUSTRIES LIMITED 2.6024 PRISM CEMENT 2.0025 MEHTA GROUP 2.3626 HEIDELBERG CEMENT 3.0927 CHETTINAD CEMENT 4.8028 ANDHRA CEMENTS 1.4229 MANGALAM CEMENT 2.0030 CIMPOR GROUP 1.0731 CEMENT MANUFACTURING CO. LIMITED 1.0632 KALYANPUR CEMENT 1.0033 OTHERS 5.18
DETAILS OF ULTRA TECH PRODUCTION CAPACITIES:-24
PLANT/ UNIT Kiln
capacity
(tpa)
Capacity
(million tpa)
A. Composite Integrated Plants:
Andra Pradesh Cement Works
Awarpur Cement Works
Gujarat Cement Works
Hirmi Cement Works
Narmada Cement- Jafrabad Works
B. Grinding unit:
Arakkonam Cement Works
Jharsugurah Cement Works
Narmada Cement- Ratnagiri Works
Narmada Cement- Magdala Works
West Bengal Cement Works
TOTAL
8000
9500
15000
8050
4350
2.3
3.3
5.3
1.6
0.4
1.2
0.8
0.4
0.7
1.0
17.0
25
LOCATION
LOCATION OF CEMENT PLANTS AND GRINDING UNITS:-
26
HIRMI CEMENT WORKS AT A GLANCE
27
UNIT PROFILE
HIRMI CEMENT WORKS:-
28
Larsen & Toubro Limited commissioned its Hirmi Cement Plant in
March 1994 in Raipur district, Chhattisgarh. In the year 2004 Larsen &
Toubro was taken over by “Aditya Birla Group” and is known as
“UltraTech Cement.
Ultra Tech Cement Limited is a secondary feather in the crown of
Cement division of Aditya Birla Group, with a state of art
technology. Hirmi Cement Works is a continuous process plant. The
capacity this plant is 8500 tpa. It is situated 64 Kms from Raipur
district. The plant has its own captive mechanized mines. The mine
located at PARASWANI and its capacity is 3.30 mtpa. Situated near by
1.2 Kms from plant where the material is mined crushed and reduced to
required size.
29
For burning process coal is required transported from korba district mines,
chirmiri coalmines to the plant by help of railway wagons. Gypsum and iron
ore are also received in the same manner. Fly ash is also transported from the
NTPC KORBA & SEPAT, for production of PPC. The produced cement is
transported through trucks and railways.
The Cement manufacturing unit at Hirmi is Ultra Tech second cement unit
after Awarpur cement plant and has a capacity of 2.75 Million Tonne Per
Annum (MTPA) of clinker. Hirmi is located about 65 km from Raipur and
actually is a small village on Raipur-Baloda Bazaar road. The cement plant
has a township equipped with requisite civic facilities including a school and
hospital. The construction started in February 1992 and completed on 31st
March 1994. Plant has a Thermal Power Plant of 25X2 MW which caters the
power requirements in the Plant. Clinker from this Plant is sent to our two
grinding unit one located at Jharsuguda (Orissa) and other at Durgapur (West
Bengal).This Plant of Ultra Tech caters to Cement requirement of Eastern
India covering Chhattisgarh, Orissa, Jharkhand, West Bengal, Madhya
Pradesh and North East States.
HIRMI CEMENT WORKS:-
FOUNDATION YEAR …………………………1991
COMISSIONED YEAR………………………...MARCH, 1994
PRODUCTION CAPACITY……………………8500 tpa
NO. OF EMPLOYEES………………………......430
30
PRODUCT DETAILS:-
Ultratech Cement Limited products include Ordinary Portland cement, Portland Pozzolana cement and Portland blast furnace slag cement.
Plant licensed (BIS) for:-
Ordinary Portland cement
OPC 43 OPC 53
Portland blast furnace slag cement Portland Pozzolana cement
Plant mainly manufactures OPC 43 and PPC.
LAND DETAILS:-
FACTORY : 333 Acres
COLONY : 119 Acres
MINES : 2201 Acres
A BRIEF HISTORY:-
Hirmi as a green field project conceived in 1989.
LOI granted by Central Government in September, 1990
Bhumi Pujan performed on December, 1991
Project Cost – Rs. 5400 Million
Project Span – 25 months
31
AWARDS / ACCOLADES :-
1. 10 th FLS Energy Awards over Year 2005-06:
Electrical Energy Consumption per ton of Clinker – II Prize
Thermal Energy Consumption per ton of Clinker – II Prize
Electrical Energy Consumption per ton of Cement – II Prize
2. 11 th FLS Energy Awards over year 2006-2007 :
Electrical Energy Consumption per ton of Cement – II Prize
National safety award – 2006 ( Runner - up)
National safety award – 2007 ( Winner)
National Energy Conservation Award – (2007)
QUALITY SYSTEM:-
The unit is accredited with ISO 9001-2000 Quality Management System
certification
ISO -14001-2004 Environmental Management System certification
During current year certification for OSHAS 18001 Health & Safety
Management System qualified.
CORE CEMENT PLANTS NEAR ULTRA TECH CEMENTHIRMI CEMENT WORKS:-
GRASIM CEMENT--------------------12KM
CENTURY CEMENT------------------28KM
AMBUJA CEMENT-------------------40KM
LAFARGE CEMENT------------------46KM
32
SOCIAL WORK BY HIRMI CEMENT WORKS (CSR)
SKILL DEVELOPMENT ACTIVITIES AT HCW:-
Time to time on the job training.
Seminars and knowledge sharing workshops.
Lectures by experts.
Skill gap identification and training as per the need.
Technical or Functional Training Programs.
Behavioral Training Programs.
Human Resource Development Library.
CAREER DEVELOMENT:-
A career development program is planned for every employee. With the recent
changes in HRD system job rotations are also encouraged to see that every
employee is able to get professional satisfaction.
TRAINING:-
The HRD Department caters to the training needs in the company through two main
channels in the company:-
1. Training Programs (In- house).
2. Deputation to external training programs.
These programs are aimed at improving performance of the job, making required
behavioral changes and developing managerial skills required for growth and
development of employees.
33
In the company Training Programs are conducted keeping in view:-
Profits for the participants.
Training needs identified through the performance appraisal exercise.
Needs expressed by the department.
The programs are of the following categories:-
MANAGERIAL AND BEHAVIORAL PROGRAMS:-
These are specially developed programs in the functional areas like finance,
marketing, operations etc and behavioral programs like leadership style,
interpersonal skills etc catering to specific need of identified employed.
CORE DEVELOPED PROGRAMS:-
These are generally management programs having a comprehensive coverage of
several core managerial subjects. HRD interventions impart training on integrated
HRD System. These include skill development on objective setting, performance
appraisal and counseling.
Computer training programs are conducted very frequently to familiarize
employees in the use of computers and keep pace with the changes in Information
Technology. Functional/ Technical Training program are the training related to
specific functional role of the employees.
We have our own Learning Centre “GYANODAYA” at Mumbai.
34
DEVELOPMENT PROGRAMME:-
1. Education Development Programme (Gramin Vikas).
2. Skill and resource development.
3. Folk dance, music, art and sports development.
4. Community infrastructure development.
5. Help in implementing need based development projects.
6. Self employment, resource development
7. Basic community facilities.
8. Youth welfare
9. Conservation of cultural activities of Chhattisgarh.
10.Grihini: Services provided are –
Organize training in skill development.
Educating women in saving groups and self help groups.
Women empowerment programme.
Women welfare programme.
As a commitment towards economical developmental of the region, the
following rural activities are being under Rural Development Programme.
RURAL HEALTH SERVICES:-
HCW is conscious about the health problems of the inhabitants of the nearby
villages; to access to better medical facilities, the company’s medical mobile van is
sent to Hirmi, Paraswani and other villages daily, eye treatment camp is arranged
every first Sunday of the month, mobile van is provided to admit serious patients to
35
hospitals, camps for small family, arranging camps free of cost on dental problems;
skin diseases, etc are done.
EDUCATIONAL DEVELOPMENT PROGRAMME:-
To enhance the educational quality, the HCW has started nurseries in Hirmi,
Saklour and Paraswani, providing necessary schooling articles, repair of school
buildings, hands pumps in school premises for drinking water, arranging
programmes for eradicating illiteracy of villagers, etc.
SELF EMPLOYMENT, RESOURCE DEVELOPMENT:-
Training programmes are arranged for women on stitching, embroidery, fabric
painting and fruit preservation. Also training camps are arranged for guiding
unemployed for creating awareness in government schemes so that they can start
their own business.
WOMEN WELFARE PROGRAMME:-
Steps taken by the HCW for the upliftment of rural women in nearby villages which
include training camps in utilization of non- conventional energy resource,
assistance in security government loans to poor rural women, distribution of musical
instrument to rural women for cultural activities etc.
YOUTH WELFARE: - Youth welfare is achieved by arranging friendly sports,
distributing musical instruments among the members of cultural groups formed in
villages, distribution of sports articles, by arranging educational tours etc.
CULTURAL ACTIVITIES OF CHHATTISGARH STATE:-
For preserving Chhattisgarh’s heritage and culture the programmes on folk dances
are arranged in nearby villages. Besides this an event called “GRAMOTSAV” is
organized in villages by conducting programmes on sports, dances and local songs
36
ORGANIZATION STRUCTURE
37
ORGANIZATION STRUCTURE
DEFINITION:-
The formal configuration between individual and groups with respect to the
allocation of tasks, responsibilities and authority within organization is known
as Organization Structure. It is an abstract concept which can be represented by an
Organization chart, a diagram indicating the relationship between various units
( individuals or departments ) in an organization.
FUNCTIONAL ORGANIZATION :-
This organization is a Functional Organization because a Functional Organization
departmentalizes individuals according to the nature of the function they perform,
with people who perform similar functions assigned to the same department.
ADVANTAGES:-
A Manufacturing company might consist of separate departments devoted to basic
functions such as production, marketing, accounting etc. Not only does this form of
organization structure take advantages of economies of scale (by allowing
employees performing the same job to share facilities and not duplicating
functions), but also it allows individuals to specialize, thereby performing only
those tasks at which they are most expert. The result is a highly skilled workforce,
which is a direct benefit to the organization.
38
LIMITATION: -
The related problem is that functional structure are discouraging because they
channel individual efforts towards narrow, functional areas and do not encourage
co-ordination and cross fertilization of ideas between areas. As a result, functional
organization is slow to respond to the challenges and opportunities they face from
the environment (such as the need for new product and services).
Two sets of Contingency Factors influence the structure of organization:-
1. Internal Contingency: These are the internal forces that have major impact on
the organization. Some of the important internal forces are-
Organizational Goal
Size of the organization
Employment characters
2. External Contingency: These are the external forces which are essential feature
of Organizational Design. These include –
Dependence on the external factors
Volatility of the environment
Technology
39
HIRMI CEMENT WORKSORGANISATION CHART
40
41
Unit Head
FH-MinesFH-Technical FH-HR
HOD- Mech
FH-Commercial FH-CPP
HOD-Operation
HOD - Maint
HOD-HR
HOD – ER
HOD-Acct.
HOD – Materials
HOD-TPP
HOD-QC
HOD - Electrical
HOD – Instt.
HOD-Process
HOD – Project
HOD – Admin//Sec//CSR
HOD – TS / WCM
HOD – Packing Plant
HOD – Civil
SH – Safety
HOD – DG
HOD-IT
HUMAN RESOURCE DEPARTMENT
HUMAN RESOURCE MANAGEMENT
FUNCTIONAL HEAD:-
42
PURPOSE:- To formulate, guide and overseas implementation of Human Resource
and Employee Relations and Administrative Plans and strategies, design and
formulate policies and develop a culture of trust, openness, teamwork, transparency
and empowerment, in order to create a performing and learning unit as per business
requirement and in line with group’s HR Policies at Hirmi cement Works. Also
extend HR support to grinding unit at Jharsuguda and Durgapur.
FUNCTIONS:-
1. HR POLICIES/ PROGRAMMES / SYSTEM : Guide, oversee and ensure
implementation of Human Resource and Administration Policies, programs,
initiate and institutionalize all HR system, approaches in accordance with the
need of the unit’s business and as per CHR Guidelines and support grinding
units HR Head.
2. Creating, Enabling Work Climate and Culture : Plan and oversee effective
implementation of participative culture, employees relations (OHS, Performance
Appraisal etc) which will facilitate employees to involve and contribute in
achieving unit’s performance results, change in mindset, build trust and openness
and spirit of collaboration and team work.
3. Building relations and Harmony : Establish and maintain industrial harmony
by ensuring industrial relation services by negotiating with unions and providing
guidance to line management.
4. Training and Development : Guide and oversee training function to ensure
effectiveness & to create performance oriented management culture, learning
organization for team development.
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5. Community and Rural Development : Plan, guide and recommend programs
for social, community and rural development, activities in surrounding villages,
covering areas like, economic development, agriculture, social welfare activity,
health, education, etc in line with Aditya Birla Group’s philosophy and
commitment towards rural development.
6. Services & Administration : Plan, administer and ensure implementation of
schemes, activities for Safety, security and welfare of employees and their
families in township.
7. Legal Matters : To handle legal cases pertaining to labor and administrative or
land matters.
8. Statutory Requirement : To ensure that the entire related statutory requirement
are compiled timely.
HUMAN RESOURCE DEPARTMENT:-
PURPOSE: To plan, organize and assist FH (HRM) in effective implementation of
HR policies, programs, training, performance appraisals, manpower planning, and
job analysis at HCW in order to create a performing and learning unit for total
satisfaction of employees and customers as per business requirement.
FUNCTIONS:
1. HR Policies, Programmes and System : To plan, organize and assist FH (HR/
P&A) in effective implementation of Hr Policies and programmes to improve
44
company’s Hr performance and optimization of employee productivity at Hirmi
Cement Works.
2. Training and Development: To design, organize and conduct training
programmes as well as guide and support the subordinate planning and
coordination of all training activities in HCW.
3. Preparation of Organization structure and Manpower Planning : Assist
management in preparation of Organization Structure of different departments,
amendments and manpower rationalization.
4. Performance Management and establishment: To plan, organize and
ensure establishment, Poornata project implementation, performance
management and compensation timely as per the requirement.
5. Recruitment : To plan, organize, coordinate and ensure recruitment of
employees as per the organizational requirement and ensure their right placement
through IRS (Internal Recruitment selection) and other recruitment techniques.
6. Talent Management : Plan, organize and implement talent management of
employee in order to identify and recognize the talents and ensure their
development through continuous monitoring and review.
7. Job analysis and Job description : To plan, organize, coordinate and ensure job
analysis for all staff category as per the organization structure.
EMPLOYEE RELATIONS:-
PURPOSE: Develop and maintain harmonious employee relations at all levels. To
ensure compliance of statutory regulation pertaining to labor and industrial
45
relations, Contract labor administration, liaison with labor authorities, time office
administration, welfare activities, legal matters, PF matters.
FUNCTIONS:
1. Industrial Relations : Ensure peaceful and harmonious relationship with
workmen to enable unit meet its uninterrupted operations plan.
2. Wage and Salary administration : Organize timely payment to workmen and
contract labor as per statutory requirement and as per policy laid down by the
unit.
3. Legal matters and Disciplinary Proceedings : Ensure that all cases related to
legal and disciplinary are molded in favour of the company to enable smooth
working of unit.
4. Statutory returns in Time: Ensure all statutory regulations are compiled within
time as per factory and Labor Laws.
5. Land Matters : Coordinate and support land procurement activities and ensure
no encroachment of company’s land.
6. Communication and Contract Labor : Co-ordinate communication facilities
and required contract labor are provided as per the requirement of unit within the
budget.
7. Public Relations : Ensure harmonious relationship with government official and
surrounding community to improve organization’ image.
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ADMINISTRATION AND SECURITY:-
PURPOSE: To plan, organize and monitor efficient administrative services to all
plant and colony residents. Plan, organize, monitor and control timely available of
fire fighting services during emergency and security arrangements related to
township, factory premises and the unit’s assets to maintain and provide a
confidence of self secured environment. Also co-ordinates community development
activities and review for its effectiveness.
FUNCTIONS:
1. General Administration / Estate Maintenance : Provide and monitor
efficient administrative services such as communication, mails, transport,
estate maintenance, guest house and land matters.
2. Rural & Community Development: To co-ordinate and implement the
policy decisions on rural and community development activities, prepare
budget for rural development activities, prepare image building exercise and
also encourage income generation of needy people by motivating them for
vocational jobs, viz : Tailoring, Typing, Computer etc.
3. Liaison : Liaison with law enforcement/ local administration authorities and
road transport officers for supporting the business activities of the unit.
4. Security of Plant & Township : Plan, organize and control security
arrangements in plants, mines and township area to safeguard unit’s assets
and employees.
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5. Fire Fighting Services : Ensure maintenance of firefighting equipment and
operate during emergencies within short notice.
6. Transport : Coordinate internal transport and as per requirement of the unit
within the budget.
ORGANISATION CHART- HIRMI CEMENT WORKSHUMAN RESOURCE FUNCTION
48
49
Unit Head
FH- HR
HOD- HR HOD – ER HOD – Gen Admin / Security/ CSR
SH – Manpower / Appraisal / Comp
SH - OD / HR systems / T&D
SH -Time Office
SH - IR,CL,Legal
SH – Hospitality
SH - Security & Fire/Estate
SH – CSR
SWOT ANALYSIS
SWOT ANALYSIS OF ULTRA TECH CEMENT LIMITED:-
SWOT Analysis of a company is always done on its internal and external50
Environment, which shows the related features and factors affecting it.
STRENGTH:
The promotional strategies and activities of UltraTech are very good.
UltraTech has formed a brand image in the minds of people as well as it is
supported by Multinational Corporate image of Aditya Birla Group.
The consumers also appreciate services given against complaint of consumers.
The dealer, retailer also satisfied by the facilities given by the company.
Quality satisfaction maximum in case of UltraTech.
UltraTech is sold by the 23.5% of the total sellers, which indicates that it has
good and Strong network in the Raipur region.
The most preferred and satisfied brand among all.
High risk taking ability of top management.
Employees are given responsibility in their work area.
Encouragement of top management for learning and trying new things.
Adopt latest technology.
WEAKNESS:
Improper promotional strategies for the outer and backward region of the city
where mostly rural people lives.
Promotions are not connective directly to consumer needs and product features
are not exposed properly and public relation is also not given proper weightage.
Slow decision –making.
Due to illiteracy among the worker class HRD practices is unable to play its role
in the correct form.
Unit location in remote area.
OPPORTUNITY:
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Company can capture more market shares through value added promotions and
services especially in the outer region of city.
UltraTech got first preference in promotional strategies that mean company can
use that effect and status in maintaining old and getting new customer.
Company can also use and get benefit of brand name Aditya Birla Group more
effectively in projecting their product image in the dealer’s and consumers mind.
UltraTech uses maximum sales promotions technique like gives away different
incentives and schemes etc. which provides confidence to all sellers to sell this
brand and it is also highest rated promotional tool. So company should maintain
and keep improving in this matter.
The use of print medium should be done more as it is the most effective media
for promotion of cement according to survey.
There should be a help desk or a customer care centre for Dealer/Retailer and
consumers to satisfy their quires and problem.
THREAT:
Although UltraTech has great brand image and market share; but it is not easy to
resist in front of long time and old brand names like ACC, Century and Ambuja
which still has a quite good reputation and market share.
Lafarge / Holcims have also got capacity to challenge UltraTech and are a big
threat in future.
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PRODUCT PROFILE
WHAT IS CEMENT?
Cement is a fine powder, which when mixed with water undergoes chemical
change. And thereafter allowed to set and harden is capable of uniting fragments or
masses of solid matter together to produce a mechanically strong material. Cement
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can be used as Binding material with water, for bonding solid particles of different
sizes like bricks, stones or aggregate to form a monolith. Cements used in
construction of buildings and civil Engineering works contain compounds of lime,
silica and alumina as their principal Constituents and can be called as complex
compounds.
TYPES OF CEMENT:-
There are many types of cement in the market to suit every need. Some of them
which are included in the revised IS: 456-2000 is as follows:
•Ordinary Portland Cement 33, 43, 53 grade (OPC), 53-S (Sleeper Cement)
•Portland Pozzolana Cement (PPC), both Fly Ash and Calcined Clay based
•Rapid Hardening Portland Cement
• Portland Slag Cement (PSC)
• Sulphate Resisting Portland Cement (SRC)
• Low Heat Portland Cement
• Hydrophobic Cement
Ordinary Portland cement (OPC)
OPC popularly known as grey cement, has 95% clinker and 5% of gypsum and
other materials it accounts for 70% of the total consumption. While cement is a
variation of OPC and is used for decorative purpose like rendering of wall flooring
etc. It contains a very low proportion of iron oxide.
Portland Pozzolana Cement (PPC)
PPC has 65% clinker, 30% Pozzolana (fly ash) and 5% gypsum and for 18% of
total cement consumption, Pozzolana has siliceous and aluminous material that
54
does not possess cementing properties but develop these properties in the presence
of water. This is cheaply manufactured because it uses flash/burnt, clay/coal waste
as the main ingredient. It has a lower heat of hydration, which helps in preventing
cracks where large volumes are being cast.
Portland Blast Furnace Slag Cement (PBFSC)
PBFSC consist of 45% clinker, 50% of blast furnace slag and 5% gypsum and
account for 10% of the total cement consumed. It has a heat of hydration even
lower than PPC and is generally used in construction of dams and similar massive
construction.
White Cement
Basically, it is OPC, clinker using fuel oil (instead of coal and with iron oxide content
below 0.4% to ensure whiteness). Specially cooling techniques are used. It is used to
enhance aesthetic values, in tiles, and for flooring. White cement is much expensive
than gray cement.
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MAJOR SUPPLIER OF RAW MATERIAL:-
1. Limestone: Limestone is available in own captive mines is of cement grade.
Sometimes Little iron correction is required. The typical raw mill designed 55
consists of 99.2% limestone and 0.80% flue dust or iron ore.
2. Flue Dust :
Flue dust is being procured from Bhilai Steel Plant, which is a waste product.
3. Coal: Coal is available around Korba / Bilaspur Colliery Mines being used as fuel
Which normally contain 29-30% ash and around 5100 Calorific value. The most
of the coal is produced through linkage and allotment and rest of requirement is
fulfilled by procurement from open market.
4. Fly Ash : The requirement of fly ash at plant is about 1200 MT per day for
production of PPC. The fly ash absorption in PPC is 29%. Plant is procuring
about 60% fly ash from NTPC Korba and remaining put through thermal plant
located at Raipur.
5. Gypsum : Plant is using Chemical & Mineral Gypsum in 50-50 ratio. The mineral
Gypsum is procured form FCI, Rajasthan and most of chemical gypsum is being
supplied by CFL, Viazag.
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CEMENT MANUFACTURING
PROCESS
57
58
Flow of materials
CF SILOCOO
LER
CLINKER
STORAGE
SILOS
CEMENT
MILL
PACKING
PLANT
DESPATCH
PREHEATER
KILN
CRUSHER
MINES
STOCKPILES
VERTICAL RAW MILL
COALYARD
COAL MILL
PROJECTDETAILS
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INTRODUCTION:-
“Orientation is concerned with introducing a new employee to the
organization. It is the welcoming process to make the new employee feel at
home and generate in him a feeling of belongingness to the organization”. It is
the first step in a proper communication policy which seeks to build a two-way
channel of information between management and the employees.
Orientation is a planned introduction of new employees to their work environment,
co-workers, and the larger organisation context. It is an opportunity to create a
favourable first impression, reduce anxieties and manage employee expectations.
However, the process of Orientation goes beyond merely welcoming or
conveying the ‘need to know’ information. A good Orientation program provides
the necessary information, resources and motivation to assist a new employee to
adjust to the work environment and become a contributing member, as quickly as
possible.
Once selected, newcomers actively try to make evaluative
judgements about their employment decision. This could be the make or break
phase for the new hire, but it is the best phase for the organization to appeal to their
sense of judgement of having made the right decision in joining the particular
organization. The criticality of the orientation process lies in reassuring the new
employee about their decision and creating a bond for a long lasting
relationship. The term “Orientation” is used to describe the process, whereby the
new hires are introduced to their job and inducted into the working environment.
For many organizations, an induction program generally means an activity but
Induction in true sense should be seen as journey that begins immediately as soon as
a candidate is selected for a job. Orientation programs whether seen as an activity or
a journey, have the potential to create a great impression on the individual joining
the organization and, therefore, should be designed and delivered with great care.
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PHASES OF ORIENTATION:-
1. GENERAL ORIENTATION : The first phase of Orientation is conducted by
the HR Department. The focus is to expose the new entrant to the organization
by explaining him the mission, vision, history and objective of the organization.
The new employee is also briefed about his service conditions, pay and perks,
promotion procedures, personnel policies etc practised in the organization. The
period of Orientation depending upon the organization may vary from one day to
one week.
2. SPECIFIC ORIENTATION : The specific orientation is given by the new
employee’s supervisor. He is introduced to his job, shown place of work and
around the premises, introduced to his co-workers and briefed about the
procedures, methods, custom, rules and regulations regarding his job. This helps
the new employee to adjust with his work environment.
3. FOLLOW-UP ORIENTATION : The Follow-up orientation is intended to
verify whether the new employee is getting himself adjusted with the work and
organization or not and the employee’s suggestions are taken into consideration.
Such feedback can also be used to access the requirements of counselling for the
new entrant.
The potential of Orientation program, if used appropriately, lies in the fact that, it
can leave an indelible mark in the minds of the new employee and helps them to
form a long lasting bond with the organization. In one hand, Orientation helps to
avoid confusion in the minds of new employee and on the other, helps to
develop a healthy working environment with known expectations. Moreover, it
should be used as an effective tool to motivate new hires towards higher level of
performance and create an emotional bond with the organization, which should
ultimately result in higher retention levels.
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“An empty bag cannot stand upright” is an old saying which from the literal
point of view, signifies that the bag requires to be filled up adequately to “stand
upright”. A new recruit in the workhouse may, similarly, be an individual having
all natural traits, but in order to serve the focussed requirements of the successful
enterprise the employee has to be filled with knowledge, skills and attitudes which
could be imbibed only after successful and effective orientation. In other words, the
new employee has to be loaded with the software of ‘induction’ and ‘orientation’ to
be an effective part of the overall HRD system of any business house. This
improves the employee’s functional efficiency and also benefits the employer’s in
terms of productivity.
BENEFITS OF ORIENTATION : -
Reduces in degree of uncertainty in the new employee’s mind.
Increase in levels of employee’s mental comfort.
Quicker adaption of suitable behaviour and attitude.
Reduction in employee turnover/attrition.
Increased productivity of the workforce.
Relief for management from the acute stress of monitoring an uninitiated
employee.
Increased awareness in the new employee regarding the importance of customer
relationship also.
Promotes a feeling of “belonging” and loyalty to the company.
Fosters a close and cordial relationship between the newcomers and the old
employees and their supervisors.
Improves communication within employees.
“Thus orientation programs should be used as instruments for branding the
organization in the eyes of their employees”.
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PROJECTDESCRIPTION
63
OBJECTIVE:-
To study the guidelines regarding orientation which will act as indicator of what is
minimum that needs to be done to ensure smooth integration of new employees into
the group and the unit/ company. To formulate and clearly document or design an
innovative orientation process for the new hires taking into account its business,
culture, location, recruitment patterns, psychological aspects, socialism, job
expectations etc. To identify the scope of changes in the orientation process to
ensure that all new employees go through a consistent and well managed orientation
experience that enhances group’s reputation as an employer. The process of study
involves gathering of information through Feedback Forms about individual
perception on “Orientation Process in Hirmi Cement Works”.
NEED FOR NEW ORIENTATION SCHEDULE:-
Orientation is used to describe the process, whereby the new hires are introduced to
their job and inducted into the working environment. Induction in true sense should
be seen as journey that begins immediately as soon as a candidate is selected for a
job. Feedback received after a survey from our employees indicated that orientation
is one of the weak links in the hiring process of Aditya Birla Group. In order to
ensure that all the employees joining the group have a consistent and well managed
Orientation experience which enhances their productivity as well as ties an
emotional bond with the group a new process is introduced for the new hires. Due to
huge and diverse nature of the group a standard communication has been prepared
for all the units of the group. This is done in order to familiarize the new employee
with the Aditya Birla Group, provide an opportunity to socialize avoids confusion in
their minds and create a healthy working environment.
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SCOPE:-
The scope of this report is limited to the work area only and can be applied to the
total unit of Hirmi Cement Works. The report will focus on analyzing the
Orientation Process and ensure that all new employees go through a consistent and
well managed orientation experience. It is applicable to the employees in
management and non-management cadre. It also captures the perception of Young
Engineers staying in Guest House.
METHODOLOGY:-
SURVEY ANALYSIS:-
Close ended questionnaire is designed to collect information about the new
employee’s satisfaction with the Orientation experience in ULTRA TECH
CEMENT. It is also used to understand the requirement of employees and various
needs to be fulfilled.
ORAL CONVERSATION:-
Oral conversation with the employees joining the group to helped to understand
whether they are satisfied with the orientation process in the Hirmi Cement Works.
Conversation with the new joinees helped the organization to identify the scope of
improvements or changes in the orientation process to ensure that all employees go
through a standard structured way of orientation.
SAMPLE SIZE: 50
TARGET GROUP: NEW EMPLOYEES JOINING THE UNIT (HIRMI
CEMENT WORKS) IN MANAGEMENT AND NON MANAGEMENT
CADRE.
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PREVIOUS SCHEDULE FOR ORIENTATION
FIRST DAY:-
1. JOINING FORMALITIES (HR DEPARTMENT):-The new employees
would have already been informed of all the documentation that they need to
carry with them. The Unit HR should ensure all joining formalities are
completed at this stage. In cases where the new joinee has not provided the entire
requisite documentation e.g. relieving letter from previous organization, etc, he
should be asked to furnish the same within the next 7 working days.
2. FILLING UP OF FORMS: The new employees are asked to fill the required
forms in order to get the necessary details and information about them which is
kept confidential in the personal files of each individual under the supervision of
HR Department.
3. JOINING FORMALITIES (TIME OFFICE):- After completion of the
joining formalities in HR Department the new joinees are sent to TIME OFFICE
Department for the completion of other essential formalities like attendance,
housing, uniform etc.
4. MEETING WITH UNIT HEAD: - The new employees have a meeting with
the UNIT HEAD on the first day itself which consist of a formal introduction of
the newcomer’s and one to one interaction between them regarding the
workplace, management and their responsibilities as a part of the unit.
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SECOND AND THIRD DAY:-
1. MEETING WITH FUNCTION HEADS: -
These consist of one-to-one meetings with Function Heads. Each meeting should be
around 30-45 minutes. The Function Heads already have a brief profile of the new
joinee they are meeting – details like education background, previous experience,
etc. These meetings provide a clear picture of how all the main functions of the unit
work and what are their major roles.
2. DEPARTMENT OVERVIEW: -
The objective of the Department Overview is to familiarize the employee with the
functioning of his department in order to understand how the department contributes
to achievement of the Organizational goals. The Head of the Department (HOD)
would be responsible for this part of the process. This module should begin with an
initial interaction with the HOD followed by individual sessions with all key
managers of the department.
3. PEOPLE POLICIES: -
Unit HR is responsible for this section. The new employees are briefed about their
personal policies and benefits like medical, travel; leave, compensation, education
etc.
4. SAFETY AND SECURITY: -
Information regarding the safety measures and precautions which should be taken
by the new employees to maintain a safer working place along with the rules and
regulations which are to be followed strictly without any indiscipline.
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NEW EMPLOYEE ORIENTATION PROCESS IN
ADITYA BIRLA GROUP
“A WORLD OF OPPORTUNITIES”
68
NEW EMPLOYEE ORIENTATION IN ADITYA BIRLA GROUP:-
As mentioned earlier, every new joinee needs an orientation to the new workplace
he is joining. Therefore the Orientation Program is developed keeping in mind the
needs of the new employee who is joining us. These guidelines provide an overview
of the Orientation Process for all Aditya Birla Group Companies. The program,
spearheaded by the Human Resources Department, should also impart information
about safety, work environment, job description, benefits and eligibility, Group
culture, Group history, Organization Structure and anything else relevant to working
in the new organisation. It should also make the new employee feel welcomed,
valued and reiterate that they have made the right decision in joining the Aditya
Birla Group.
OBJECTIVE OF GUIDELINES:-
• To ensure that all new employees go through a consistent and well managed
Orientation experience that enhances the Group’s reputation as an employer.
• To provide guidelines this will act as an indicator of what is the minimum
that needs to be done to ensure smooth integration of new employees into the
Group and the Unit / Company.
• Based on these guidelines, each Unit will need to formulate and clearly
document its own Orientation process taking into account its business,
culture, location, recruitment patterns, etc.
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BENEFITS OF ORIENTATION PROCESS:-
To the Employee:-
• It will acquaint the new employees with the Group’s mission, vision, corporate
structure, culture and values. This will help them see the big picture.
• Familiarise them with important policies and procedures of the Group and
the Unit / Company.
• Provides new employees an opportunity to socialise.
To the Organization:-
• Reduce Start-up Costs - helps the employees get "up to speed" much more
quickly, thereby reducing the costs associated with learning the ‘ropes’.
• Reduces Employee Turnover - by letting the employee know that the Group
values the employee and helps provide the tools necessary for succeeding in
the job.
• Develops Realistic Job Expectations, Positive Attitudes - helps employees
quickly learn what is expected of them, and what to expect from others.
ORIENTATION PROCESS:-
Depending on the number of employees joining a Unit on a given day, the following
Options are recommended to Orient the new joinee (s) to his new working
environment:
OPTION 1: Quick & Easy
This option will be applicable in cases when less than 10 employees are joining the
same Unit on the same day at a single location.
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OPTION 2: Structured Orientation Programme
This option will be applicable in cases when 10 or more employees are joining the
same Unit on the same day at a single location. Depending on the hiring numbers,
Units should plan the Structured Orientation on a fixed day, once a month / once a
quarter. This would enable all new joinees during that quarter / month to come
together and have a common Orientation Program.
DEFINITIONS:-
In these guidelines, the following terms will be used to mean the following:
1. New Joinee: The person who has been selected to join the Organization in a
particular role.
2. Recruiter: Carries out the search to fill a vacant position and co-ordinates the
entire recruitment process.
3. Reporting Manager: The supervisor of the new joinee
4. Orientation Coordinator (OC): The single point of contact from the HR
responsible for coordinating the entire Orientation process
5. Stakeholders: The various employees that would be required to interact with
new joinees as part of the Orientation process. E.g. Function Heads,
Department Heads, other Line Managers, Customers, etc.
Contents of both these Options have been illustrated diagrammatically in the
following pages:-
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PRE – JOINING ACTIVITIES:-
“Onboard Early” should be our mantra. Keeping this in mind, the actual
orientation process for the Group should start from when the candidate accepts the
offer made to him by the Group. The interactions the individual has during this
period with the Group can at times make the person change his mind and not take
up the offer. It is therefore critical to manage the period from when the offer is
accepted till the candidate joins very effectively. This section outlines in detail the
various activities that need to be undertaken before the candidate formally comes on
board. Pre-joining activities are geared towards setting up the First Day for
success. These activities are typically an extension of the Recruitment & Selection
process and help the selected candidate’s transition into the Aditya Birla Group. It is
important that the Recruiter / HR team always conveys a welcoming feeling even
while dealing with routine matters.
The Orientation should be done in a manner that
communicates that the Group cares about the employee. The new joinee should also
be told what to expect on Day1 in advance to the extent possible. The Orientation
Checklist provides a detailed list of activities that need to be completed for
each new employee before his first day at work. Most of these activities would
be initiated by the Orientation Coordinator (OC), who will be supported by the
Reporting Manager and other Support Functions as and when required. The OC
should complete all items on this checklist for each new employee before their
joining date. There may be cases where there is no HR representative at the joining
location. Under such circumstances, the respective HR Team must assign and train
at least 2 Management cadre employees at each location to fulfil the Orientation
responsibilities. All contact details of this individual should be given to the new
joinee prior to his joining.
Note: For Orientation Checklist: - Refer to Annexure A
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To ensure a smooth Orientation, the OC should keep the following in mind:
• Have the name(s) of the new joinee(s) ready preferably a week before the
joining date and book a Meeting Room / Conference Room as the case may be.
• It is important to provide the name(s) of the new joinee(s) to the receptionist /
security in advance, so he can be welcomed as an employee(s) (not a visitor)
on arrival.
• Put together the Joining Kit to be given to the new joinee(s). The Kit should
typically include:
_ Welcome Letter signed by the Unit Head / HR Head
_ Group Handbook
_ Company Brochure/Annual Report etc.
_ Values Handbook
_ Employee Handbook if available
_ Joining Forms Docket – including code of conduct
_ Sexual harassment policy, Nischint, Medical policies etc.
_ Internal Telephone Directory
_ In house magazines/Unit Magazine (s)
_ Orientation Schedule
_ Hiring Feedback Form
_ Self Study Material, Poornata (HRMS) CBT’s, etc.
_ Any other material that would help the new employees understand the
Group better.
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• Ensure that the joining kit (wherever possible) and all joining related forms
are sent to the prospective employee (soft copy or hard copy) a week before
he joins so that he can fill them up to the best of his understanding. Any
doubts / queries related to the same can be addressed during the orientation.
• Even though the above items form a part of the Joining Kit given to the
employee, all items from the above which are common across the Group will
be put up on the Induction Portal. Employees must be informed of the exact
location of these so that they can access the same anytime.
• Ensure that the Reporting Manager and all other employees that the new
joinee will be meeting during his Orientation are aware of the prospective
employee’s date of joining and Orientation schedule at least a week in
advance.
PREPARING REPORTING MANAGERS / THE STAKEHOLDERS:-
• In order to make the Orientation process fruitful for the new employee, clear
guidelines on what should be covered should be given to all employees involved in
the process. Only areas that will enable the new employee to understand and adjust
to the respective Business / Units should be discussed.
• For all new employees it is a good idea to identify an ‘in-team buddy’ who
can help them with some of the basic questions in the initial days. Please talk
with the Reporting Manager to identify the buddy for all new joinees. The in–
team buddy should be someone with a good knowledge of how things operate and
who has set aside time to be available. It is critical to ensure that the buddy is
briefed on his role.
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• Make sure that the Stakeholders are prepared. Both managers and buddies,
and anyone else with a direct role in the process, should receive training on
how to conduct their Orientation roles. Apart from covering the procedural
steps, training should cover the 'people skills' required, such as creating and
maintaining empathy, listening skills, providing reassurance, following up on
concerns, etc.
JOINING ANNOUNCEMENT:-
The designated OC should prepare joining announcements for all new joinees. The
exact timing of the announcement should be decided in consultation with the
concerned Business Head / Unit Head / Reporting Manager. This joining
announcement should be ideally sent at least one day before a new employee joins.
In businesses where the dropout rate from offer acceptance to joining is high
especially at junior levels, this announcement could be sent on the day the
individual joins. The Joining Announcement should include at least the following
information about the new joinees:
• Name, designation, department & reporting to responsibilities
• Previous work history, and education background
• Work extension number /email id
• Latest photograph
For employees joining at Job Band 6 and below the OC can send out a common
joining announcement to the concerned Unit for all joinees on a day.
For all employees joining at Job Band 3 and above, the announcement should go
from the Chairman’s office.
Joining Announcement - Refer to Annexure B and Annexure C
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ORIENTATION OPTION 1: QUICK AND EASY:-
In most situations, there are only one / two employees joining at the same location
on the same date. For employees joining under such circumstances, a brief
Orientation called “Quick & Easy” should be planned to give them an overview of
their new working environment. In this option, the focus is on providing the new
joinee with the basic information that he will need to understand the system he
works in. This involves giving him an overview on the Group and his Business and
Unit followed by a detailed Department Overview and Job / Role Overview.
All new joinees who go through the Quick & Easy Orientation
must still go through the Overview Module of the Structured Orientation within 90
days of their date of joining. The duration of this Orientation is typically 2 days,
however depending on the role and number of stakeholders to be met, the duration
may vary.
AN INDICATIVE SCHEDULE:-
The objective of the first day is to provide a new joinee with an interesting and
memorable experience, while getting all the necessary formalities completed. Most
importantly, attention should be given to alleviating the new joinee’s anxiety by
making him feel welcome and accepted, and confident that he has made the right
choice by joining the Group.
1. Introductions
The OC must greet the new employee personally at the arranged time. He must help
the staff member to relax. Even the most experienced person is likely to have a
twinge of first-day nerves - the "new person" syndrome. This comprises a chat to
find out some details about the employee and impart some details of
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your own. The chat might cover preferred name, travel-to-work arrangements,
leisure interests/hobbies, etc. The introduction should also provide some
preliminary information about the job and working conditions, allowing time for
discussion and questions. If possible, the Recruiter (who was responsible for hiring
the new joinee) should be present to greet the new joinee.
2. Schedule
The OC must provide the new joinee with details of what will be included in the
Orientation program. He must also provide him with the Joining Kit (if not already
sent to him in advance) and briefly cover its contents. The OC must also indicate
who will be the new joinee’s Buddy or who to approach with work related
problems.
3. Meeting the Team
The OC must introduce the new joinee to his reporting Manager, subordinates (if
any), team members and co-workers. The Reporting Manager should inform these
people in advance of the new arrival, to make sure they are available for the same.
4. Group, Business and Unit Snapshot
This involves providing the basic information an employee will need to understand
the system he works in. The OC will be responsible for delivering / coordinating
this. The aim is to cover the following:
• Group Overview
• Business Overview
• Company / Unit overview, the departments and the branches
• Unit Organisation Structure
• Important policies and general procedures (non-job specific)
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• Safety and accident prevention issues
• Layout of the physical facilities
5. Department Overview
The objective of the Department Overview is to familiarize the employee with the
functioning of his department in order to understand how the department
contributes to achievement of the Organizational goals. It also provides an
opportunity to talk to the new hires about what their specific department does,
helping them understand the big picture and the important role they play in this
Process. The Head of the Department (HOD) (or any other senior member, in case
the HOD is unavailable) would be responsible for this part of the process. This
module should begin with an initial interaction with the HOD followed by
individual sessions with all key managers within the department. The concerned
HOD with support from the key managers should ensure that the
following elements are covered:
• Purpose of the Function / Department
• Department Structure
• Main Functions / Services provided
• Roles & Responsibilities
• Key Department Systems & Policies
6. Job / Role Overview
The new joinee’s immediate Reporting Manager will be responsible for this module.
It is very important that the Reporting Manager discusses the scope and duties of the
job in as much detail as possible.
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He should provide the new joinee with a copy of the Job Description and cover the
work duties briefly at first. He should also give an indication of the typical work day
along with a brief on how the job relates to others and indicate its function and
importance. Research has shown that the immediate Reporting Manager has the
maximum impact on retention. This, therefore, is the best opportunity for the
Reporting Manager to set up an equation with the new joinee. It is important that
there is open and honest discussion around the expectations from the role, and the
support and resources that will be available to a new employee to succeed. It is
important to provide and communicate realistic expectations about the job and the
Organization to new employees so that there is no disappointment because of high
expectations.
7. People Policies & Joining Formalities
This Unit HR and the OC are responsible for this module. During this stage all
joining formalities should be completed and the new joinee should be informed of
the following People policies of the Unit / Company:
• Dress code, office timings, attendance policies
• Code of Conduct & Sexual Harassment policies
• Safety and Security policies, etc.
• Performance Management process
• Compensation Philosophy and Processes
• Benefits and their administration details
• Travel, leave, medical & the reimbursement policies
• The Group Employee Referral Policy (once it is announced)
• Any other policies as relevant
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Along with the above, the new joinee must also be given a brief snapshot of
Poornata (HRMS) particularly the ESS, MSS (if required) and Performance
Management modules. The employee also must be encouraged to go through the
Poornata CBTs in the joining kit. The new employees must also be informed that
they should enter their goals in Poornata (HRMS) within 30 days of their joining
date.
8. Tour of the facilities
Next follows a tour of the workplace with the OC. This should start with the new
joinee’s own work station, and then cover the relevant offices, conference rooms,
computer rooms, production areas/plant facilities, laboratories, and other immediate
work area facilities (such as toilets, cafeteria, printers/photocopiers, mail tray,
lockers, attendance recording, use of telephone, first-aid, etc.). A tour of the
township should be included wherever applicable.
9. Buddy
If a 'Buddy' has been appointed to look after the new employee, introduce him as
soon as the employee settles in his work station – preferably before the first work
break.
10. End of the Day – Briefing
At this juncture the OC should understand how the new joinee’s day has gone and
based on the feedback received make changes if required to the next day’s program.
He should also brief the new joinee on how the remainder of his Orientation is
scheduled. He should also inform the employees about the Induction Portal on
Poornata. Along with the exact location of various other documents, forms, policies,
etc that the new joinee can access online. Finally, the new joinee should be asked to
fill up the Orientation feedback form. For this refer to Annexure D.
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It is also necessary for the Reporting Manger to maintain regular contact with the
new employee during the first day, and conduct a short debriefing session at the end
of the day, to identify any problems, check progress again to reassure the employee.
Providing reassurance is very important, and it should be built into every aspect of
the Reporting Manager’s Orientation role.
DAY 2 ONWARDS
Meetings with Relevant Stakeholders
The 2nd day of the new joinee in the Unit should involve one-to-one meetings with
employees whom the new joinee has to work / interact with on a regular basis to
deliver on the job. Depending upon the new joinee’s role, the people he has to meet
and the availability of these people, these meetings may last for a few hours or
continue throughout the day. In some cases, these meetings may even go beyond the
second day. In case of joinees at senior levels, the OC should ideally fix meetings
with Function Heads. Each meeting should be around 30-45 minutes. In addition,
for other new joinees whose jobs will require cross-functional interactions, the OC
should discuss with their Reporting Managers to determine the one-on-one meetings
they need to have and block times accordingly. These meetings need to be fixed in
advance to ensure that all stakeholders are available for the meeting. The OC should
ensure that the Function Heads have a brief profile of the new joinee they are
meeting – details like name, education background, previous experience etc. When
scheduling consecutive meetings; the OC should ensure a reasonable gap between
meetings especially when the functions are spread out like in the case of plants. For
all joinees in Job Band 3 & above there must be an Orientation at the Group level –
i.e. with senior management of the Group.
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This Orientation should be organised by the Talent Staffing Portfolio at Group
Human Resources in consultation with the Reporting Manager. It is recommended
that this Orientation be done within the new employees first week of joining, before
the employee gets into his role. For any other position where it is felt that the new
joinee needs a Group Orientation, the Unit HR Head can coordinate this with the
Talent Staffing Portfolio. Every new joinee who goes through the Quick & Easy
Orientation must still go through the Overview Module of the Structured
Orientation within 90 days of his joining date. The OC must communicate the exact
date and schedule of the same to all new joinees and their Reporting Managers well
in advance so that their participation can be confirmed. Group Human Resources
(GHR) shall conduct a structured GHR Induction once a quarter to be attended by
all Unit HR Heads who have joined the Group in that quarter.
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ORIENTATION OPTION 2:-
STRUCTURED ORIENTATION PROGRAM
Depending on the hiring numbers, Units should plan the Structured Orientation on a
fixed day, once a month / once a quarter. This would enable all new joinees during
that month / quarter to come together and have a Structured Orientation Program. In
addition, Units can also plan this Orientation on a day other than the pre-decided
date in case 10 or employees happen to join the same location on the same day. In
addition to providing all new joinees with a brief overview of the Group and their
respective Company and Unit, this Orientation also gives them an opportunity to
interact with the senior management team in the Unit as well as with the other new
joinees.
Typically a Structured Orientation Program would be attended by:
1. *All new joinees who have joined the Unit since the last Group Orientation
was held.
2. *Employees who may have missed the last Group Orientation due to certain
unavoidable reasons
3. All new joinees (individuals or group of joinees) that join the Unit on the day
of the Group Orientation
* These employees need to attend only the Overview module as they would have
already been through the other activities during the Quick & Easy. It is the
responsibility of the Reporting Manager to release the employee for the same.
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AN INDICATIVE SCHEDULE
DAY 1 & 2
1. INTRODUCTION
The OC must ensure that the list of all new joinees must be available with the
reception / security a day in advance. Depending on the size of the audience, an
appropriate conference room / hall should be booked and all participants should be
escorted to the same. Here the OC must provide them with the program schedule
and the Joining Kit (if not already sent to them in advance). Before the programme
begins, a quick round of introductions should be done so that the participants
become familiar with each other. If possible, the Recruiter (who was responsible for
hiring the new joinee) should be present to greet all new joinees joining on that day.
2. OVERVIEW
The Overview module contains the following 5 activities:
a) Group Overview
The objective of the Group Overview is to familiarize the new employee with the
Aditya Birla Group, its vision, mission, values, businesses, policies and processes.
This part needs to focus on building the Group identity – what does it mean to be a
part of the Aditya Birla Group. Ideally, this session should be taken by the Unit
Head in the form of a presentation provided by Group Human Resources. In case he
is not available, a senior Functional Head in the Unit should be made responsible
for this part of the process.
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This session should cover the following areas:-
Group Snapshot
• Vision & Mission Statements
• History
• Size
• Businesses
• Leadership
• Joint Ventures
• Growth Plans
Group Values
• Overview
• Adherence
• Breach
• Process of reporting a breach
Group Resources
• Corporate Functions
• Gyanodaya
• Poornata / Aditya Disha
b) Business Overview
The objective of this session is to provide all new employees with an overview of
the Business in terms of – size, geographical spread, products & services, Units in
the Business, etc. It should also cover details in terms of the Leadership Team of the
Business, growth plans, challenges, etc. The CPO of the business should prepare a
standard presentation for his Business and send it to all the Units. The CPO should
also ensure that the presentation is updated on a quarterly basis. This session should
be covered by the Unit Head and in his absence a senior Functional Head in the Unit
can take this session.
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This session should typically comprise of:
The Business’s distinct identity in the Group
Business Vision / Mission and Objectives
History and Growth
Size – financials, employee numbers, locations, units
Understanding the business – business drivers, key strengths and challenges
Who’s Who in the Business – Profile of Leaders
Key customers
c) The Company / Unit Overview
The objective of this session is to familiarize the employee with the Company /
Unit, its values, products, policies and procedures. This session should be taken by
the Unit Head and can be done along with the Business Overview. Following the
Company Overview, every Function Head should make a presentation on his
function. It is important for the Function Heads to take these sessions it provides the
new joinees with an opportunity to interact with the senior managers and also
fosters a sense of welcome.
This session should typically comprise of:-
The Unit’s distinct identity in the Group
Unit Vision / Mission
History and Growth
Size – financials, employee numbers, locations
Understanding the Unit – drivers, key strengths and challenges.
Who’s Who in the Unit – Profile of Leaders
Presentations by all Function Heads on their respective functions.
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d) People Polices
This Unit HR and the OC are responsible for this session. This section can be
combined with the Overview of the HR function. During this stage all participants
should be informed of the following HR policies of the Unit / Company:
This session typically comprises of:
Dress code, office timings, attendance policies
Code of Conduct & Sexual Harassment policies
Safety and Security policies etc.
Performance Management process
Compensation Philosophy and Processes
Benefits and their administration details
Travel, leave, medical & reimbursement policies
Any other Unit specific policies
e) Poornata (HRMS) Training
This session should be taken by the respective Poornata administrators of the
particular unit. They should take all the participants through the ESS, MSS and
Performance Management modules in detail. Existing employees wanting a
refresher course in these can also be invited to attend this session. These employees
should be asked to fill up the Structured Orientation feedback form at this stage.
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3. JOINING FORMALITIES
This Unit HR is responsible for this module. The participants would have already
been informed of all the documentation that they need to carry with them. The Unit
HR should ensure all joining formalities are completed at this stage. In cases where
the new joinee has not provided the entire requisite documentation e.g. relieving
letter from previous organization, etc, he should be asked to furnish the same within
the next 7 working days.
4. TOUR OF THE FACILITIES
Next follows a tour of the workplace with the OC. This should start with the new
joinee’s own work station, and then cover the relevant offices, conference rooms,
computer rooms, production areas/plant facilities, laboratories, and other immediate
work area facilities (such as toilets, cafeteria, printers/photocopiers, mail tray,
lockers, attendance recording, use of telephone, first-aid, etc.). A tour of the
township should be included wherever applicable.
5. BUDDY
If a 'Buddy' has been appointed to look after the new employee, introduce him as
soon as the employee settles in his work station.
6. BRIEFING AND FEEDBACK
At this juncture the OC should understand how the 2 days day have gone and based
on the feedback received make required changes if possible in the next day’s
schedule. He should also brief the new joinees on their Orientation schedule for the
next day(s). Finally, the new joinee should be asked to fill up the Structured
Orientation feedback form. A sample feedback form for the Structured Orientation
Program. (Refer to Annexure G).
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DAY 3 ONWARDS
Now that the new joinees have got a brief idea of the Group, its Businesses and their
specific Unit, the next step is to hand them over to their respective Reporting
Managers who will proceed to orient them to their new roles and the people that
they need to interact to successfully fulfil their responsibilities.
Depending on the nature and level of the role, this may take anywhere between half
a day to two days. During this time, the Reporting Managers should ensure that the
new joinee goes through the following activities:
1. Meeting the Team
The Reporting Manager must introduce the new joinee to his team members,
Subordinates (if any), and co-workers. The Reporting Manager should inform the
team in advance of the new arrival, to make sure they are available for the same.
3. Department Overview
The objective of the Department Overview is to familiarize the employee with the
functioning of his department in order to understand how the department
contributes to achievement of the Organizational goals. It also provides an
opportunity to talk to the new hires about what their specific department does,
helping them understand the big picture and the important role they play in this
process. The Head of the Department (HOD) (or any other senior member, in case
the HOD is unavailable) would be responsible for this part of the process. This
module should begin with an initial interaction with the HOD followed by
individual sessions with all key managers within the department. The concerned
HOD with support from the key managers should ensure that the
following elements are covered:
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Purpose of the Function / Department
Department Structure
Main Functions / Services provided
Roles & Responsibilities
Key Department Systems & Policies
3. Job / Role Overview
The new joinee’s immediate Reporting Manager will be responsible for this module.
It is very important that the Reporting Manager discusses the scope and duties of the
job in as much detail as possible. He should provide the new joinee with a copy of
the Job Description and cover the work duties briefly at first. He should also give an
indication of the typical work day along with a brief on how the job relates to others
and indicate its function and importance. It is important that there is open and
honest discussion around the expectations from the role & the support and resources
that will be available to a new employee to succeed. The new employee has come in
from another job where he was presumably.
5. Meetings with Relevant Stakeholders
These consist of one-to-one meetings with employees whom the new joinee has to
work / interact with on a regular basis to fulfil his goals. Depending upon the new
joinee’s role, the people he has to meet and the availability of these people, these
meetings may last for a few hours or continue throughout the day. In some cases,
these meetings may even go beyond the second day. In case of joinees at senior
levels, the OC should ideally fix meetings with Function Heads. Each meeting
should be around 30-45 minutes. The OC should ensure that the Function Heads
have a brief profile of the new joinee they are meeting.
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POST ORIENTATION ACTIVITIES:-
Effective On boarding means keeping in touch with your new hires as they integrate
into the Organisation. It means actively seeking them out to find out how they are
doing and making it easy for them to tell HR and their supervisors what is on their
mind. It is also very important for a new employee to feel that he has made the right
decision of joining an Aditya Birla Group Company. It is also important to
constantly monitor and review the efficacy of the Orientation
Process. To this end, we recommend collecting feedback from all new joinees to
Understand their experience of settling into the Aditya Birla Group.
PERIODICITY & NATURE OF FEEDBACK
For each new employee, three levels of feedback should be collected.
LEVELS OF FEEDBACK:-
Level 1: This feedback should be collected 2 days after the joining date. Here each
new joinee should be given the Orientation Feedback Form that was duly filled by
the OC as part of the Pre-joining activities. The Quick & Easy Orientation Feedback
Form should also be filled up at this stage for those employees who have gone
through the same.
Refer to Annexure D for quick and easy Feedback form.
Level 2: This would involve getting a standard feedback form filled at the end of
the Structured Orientation Program.
Refer to Annexure G for Standard Orientation Feedback Form.
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Level 3 : A third level feedback can be collected 90 days after joining. This would
have given the new joinee time to settle down into the system and start delivering
results. This should be in the form of an Entrance Interview.
The Entrance Interview should be preferably conducted face-to-face. The Entrance
Interview should be conducted by representatives from the following:
Refer to Annexure H for Entrance Interview.
FEEDBACK ANALYSIS
All the above levels of feedback will provide us with valuable information on how
to improve the Orientation process for our new employees. Ideally the feedback
should be collected online to facilitate analysis across t and also allow break up of
findings by company/ unit/ location for specific findings. It is the responsibility of
the OC / HR Head to not only collect the above feedback,
but to analyse the responses. We recommend that the OC conduct a quarterly
analysis of the feedback received. While this analysis will require demographic
data, it is important that feedback retains confidentiality and anonymity. This is
necessary to get frank feedback from new employees.
It is especially important that the feedback reaches the concerned people, and that
the changes, if required, are visible to all. This will drive the credibility of and
contribute to the success of the Orientation process.
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THINGS TO REMEMBER – ON FIRST DAY
It is vital that the information and people are introduced in a controlled way. A new
employee can't absorb everything at once. The introductions and the presentations
should therefore be spaced out to facilitate assimilation. The information provided
on Day 1 should be confined to:
• Information that is immediately relevant to the job
• Information that is essential for legal compliance
• Information that is essential for the employee to comply with organisation
policies and rules and to protect his/her own position.
The following are some of the activities that need to be a part of the new
joinee’s first day.
• Receptionist should welcome the new joinees to the Unit on arrival.
• New joinees should be directed to the designated Conference Room/ Meeting
Room immediately. They should not be kept waiting in the lobby like visitors.
• Designated OC and the Recruiter (wherever possible) should greet all new
employees, indicate to them the schedule of the Orientation planned for
them and give them the Welcome kits.
• The OC should not appear dis-organised when interacting with the new
joinees – you want them to feel like valued new members of the Aditya
Birla Group, not like unexpected visitors.
• HR must hand over the Appointment Letter to each employee. Any specific
questions or issues they may have about the letter content should be discussed
one – one meeting.
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The accepted Appointment Letter and all the documents that the joinees
would have brought should be collected and checked for completeness.
• The Immediate Reporting Manager should ideally be present at the location
on the first day. In case he is unavailable due to some unavoidable reasons, he
should speak with the new joinee in advance and apologise for not being
there. The Reporting Manager should, in such a case, nominate someone else
from the function to welcome the new joinee.
• Wherever possible, the new employee should first meet people he has
interacted with in the Recruitment & Selection process – i.e. the Recruiter, if at
the same location, and the people who were on the interview panel. This
gives a sense of continuity to the new joinee’s interactions with the company.
• Regardless of the Structure of the Orientation, all new joinees should be
accompanied for Lunch either by their Reporting Managers or a
representative from the HR team.
Following is a brief snapshot of the information that must be shared with the
new joinee on his first day:
General introduction / welcome to the organisation
A good Orientation program is essentially about communication. Treat the new
recruit with respect and as a mature and responsible individual. Welcome him and
make sure that he is comfortable. Introduce him to all relevant people individually.
• Organisation history, goals, mission, structure
• Products, services, and facilities
• Meet executives, management, administration, colleagues
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• Define roles and relationships
• Encouraged constant communication
• Clubs, facilities
Geography & Logistics
• Plant layout
• Security
• Access requirements
• Keys pass cards
• Afterhours access
• Facilities location
• Phone/E-mail/Mail policy
• Timings and Breaks
Administration
• Pay arrangements & Deductions
• Leave – Sick, Casual, Privileges
Information on Organizational culture
This is a very important, but often overlooked, aspect of Orientation, and an area
where many Orientation programs fail to deliver. Culture in this context refers to the
organisation values, behavioural patterns and norms and unwritten rules that apply
to the way the workplace functions. Every organisation is unique, so most new
employees will find at least a few aspects of the culture confronting at first, and will
feel the pressures to conform. It may take a while for the employee’s existing
values, etc to adapt to the new environment, but, as the majority are keen to be
accepted and don’t like ostracism by their peers, they will make an effort to
conform.
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The implication here is that managers and other employees involved in Orientation
need to know their organisation – that is understand its actual values and norms,
how the pressures operate and what impact they can have. Those involved in
Orientation need to be proactive to ensure that the cultural 'fitting' process works
constructively.
Organisation policies, procedures, employee benefits,
• Performance Management System
• Compensation Details
• Increment Process
Job Bands
Benefits and how to claim them
Poornata
Company's Expectations
• Performance
• Work ethics
• Professionalism
Other values
Job Content
• Job Description
• Work schedules
• Reporting relationships
Probation
• Period
• Review Process
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Increase Awareness
• Notice Boards
• Special Meetings
• Corporate Events
• Routine Communications
• Newsletters
• Regular meetings
Web Site
Media Releases
Training opportunities
• Registration, nomination
• External / Internal Courses
• E – learning
Safety and Health Requirements
• Information on potential health hazards associated with job
• Information on safety equipment
• Safety kit / checklist
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PROJECT ANALYSIS
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LIMITATIONS OF PREVIOUS ORIENTATION PROOCESS
1. The previous schedule for orientation was not at all well structured and was
lacking in creating an emotional bond with the organization.
2. All the services and facilities were provided but due to its unstructured
programme format the effectiveness of orientation was low.
3. There was no formal introduction or Group overview in detail in order to
acquaint the new employees with the group and what it means to be part of
Aditya Birla Group.
4. New employees were unable to socialize or develop healthy relations since their
comfort level at the new place was low due to short duration of three days
Orientation programme.
5. There was not proper learning for the new hires because the scheduled time of
orientation was very short.
6. The practical relevance of Orientation with the job was near to the ground as
there was no detailed discussion regarding the job responsibilities of new
joinee’s with their superiors.
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SATISFACTION LEVEL OF EMPLOYEES AFTER GOING
THROUGH PREVIOUS ORIENTATION SCHEDULE
Quality of Content Practical Relevence Learning Objective Duration0%
10%
20%
30%
40%
50%
60%
Satisfaction Level
45% of new employees were satisfied with the Quality of content.
55% were satisfied with the practical relevance of orientation with job.
35% were satisfied with the learning objective.
45% were satisfied with the duration of orientation.
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DESIGN OF NEW EMPLOYEE ORIENTATION SCHEDULE:-
PRE – JOINING ACTIVITIES
DURATION: “-7 DAYS” (SEVEN DAYS BEFORE DATE OF JOINING)
FIRST DAY:-
A. PREPARATION OF ORIENTATION CHECKLIST -
Detailed list of activities that needs to completed for each new employee before his
first day at work. (Refer to Annexure A)
TIME REQUIRED: - 3 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
SECOND DAY:-
A. PROVIDE NAME (s) OF THE NEW EMPLOYEE TO THE
SECURITY
RECEPTION
TIME OFFICE
Provide the name (s) of the new employee along with his date of joining to the
reception, security and time office in advance so; he can be welcomed as an
employee rather than a visitor.
B. BOOK THE CONFERENCE/ MEETING ROOM
Book the conference room or meeting room preferably a week before to avoid
problems in future.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
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THIRD DAY:-
A. PUT TOGETHER THE JOINING KIT
A joining kit typically includes:-
_Welcome Letter signed by the Unit Head / HR Head
_ Group Handbook
_ Company Brochure/Annual Report etc.
_ Values Handbook
_ Employee Handbook if available
_ Joining Forms Docket
_ Internal Telephone Directory
_ In house magazines/Unit Magazine (s)
_ Orientation Schedule
_ Hiring Feedback Form
_ Self Study Material, Poornata (HRMS) CBT’s, etc.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
FOURTH DAY:-
A. SEND THE JOINING FORMS TO THE NEW JOINEE
Ensure that the joining kit and all joining related forms are sent to the new
employee a week before in (hard copy/ soft copy) so that he can fill the forms up to
his best of understanding.
B. INFORM ATION ABOUT EXACT LOCATION
Employees must be informed about the exact location so that can access the same as
and when required. – Plant general layout indicating main equipments/building
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
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FIFTH DAY:-
A. INFORM THE REPORTING MANAGER AND THE RELEVENT
STAKEHOLDERS ABOUT ORIENTATION SCHEDULE
Ensure that the Reporting Manager and relevant Stakeholders (the persons whom
new joinee has to work/ interact with on a regular basis to deliver on the job) know
that the new employee will meet them during the orientation process.
TIME REQUIRED: - 1 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
SIXTH DAY:-
A. APPOINTMENT OF “IN- TEAM BUDDY”
Appoint an “In- team buddy” who can help the new joinee with some basic
questions in initial days.
TIME REQUIRED: - 1 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR AND
REPOTING MANAGER
B. PREPARING THE REPORTING MANAGER AND BUDDY
Prepare the Reporting Manager and in- team buddy by training them on how to
perform their orientation roles like:-
i. Introducing team members
ii. Department Overview
iii. Job/ role Overview
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - TRINING INCHARGE
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SEVENTH DAY:-
A. PREPARE A JOINING ANNOUNCEMENT
Prepare a joining announcement for the new joinee by consulting the UNIT HEAD
AND HR HEAD. The joining announcement should include at least the following
information about the new employee: - (Refer to Annexure B and C).
• Name, designation, department & reporting to responsibilities
• Previous work history, and education background
• Work extension number /email id
• Latest photograph
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
AN INDICATIVE SCHEDULE
DAY 1(FIRST DAY OF JOINING)
A. INTRODUCTION
* Greet the New Joinee in HR department in HR department
* Escort him to the CCR Conference Room
* Provide him the Orientation Schedule
* Distribute the Joining Kit to the New Joinee
TIME REQUIRED: - 1 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
B. JOINING FORMALITIES
HR Department (Filling forms, Submission of documents etc)
TIME OFFICE(Attendance Card, housing, uniform etc)
TIME REQUIRED: - 4 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
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C. OVERVIEW
GROUP OVERVIEW: - An overview regarding the vision, mission, policies,
processes etc is given to the employee in order to familiarize him with the Aditya
Birla Group. (What does it mean to be a part of Aditya Birla Group?)
Group Snapshot
• Vision & Mission Statements
• History
• Size
• Businesses
• Leadership
• Joint Ventures
• Growth Plans
Group Values
• Overview
• Adherence
• Breach
• Process of reporting a breach
Group Resources
• Corporate Functions
• Gyanodaya
• Poornata / Aditya Disha
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - UNIT HEAD
BUSINESS OVERVIEW: - The objective of this session is to provide employees
with an overview of the Business in the terms of size, products, geographical
location, products & services etc.
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This session should typically comprise of:-
The Business’s distinct identity in the Group
Business Vision / Mission and Objectives
History and Growth
Size – financials, employee numbers, locations, units
Understanding the business – business drivers, key strengths and challenges
Who’s Who in the Business – Profile of Leaders
Key customers
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - UNIT HEAD
COMPANY / UNIT OVERVIEW:- The objective of this session is to familiarize
the new employee with the company/ unit.
This session should typically comprise of:
The Unit’s distinct identity in the Group
Unit Vision / Mission
History and Growth
Size – financials, employee numbers, locations
Understanding the Unit – drivers, key strengths and challenges.
Who’s Who in the Unit – Profile of Leaders
Presentations by all Function Heads on their respective functions.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - FUNCTIONAL HEADS
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SECOND DAY:-
A. PEOPLE POLICIES
This section can be combined with the Overview of the HR function. During this
stage all participants should be informed of the following HR policies of the Unit /
Company:
This session typically comprises of:
Dress code, office timings, attendance policies
Code of Conduct & Sexual Harassment policies
Safety and Security policies etc.
Performance Management process
Compensation Philosophy and Processes
Benefits and their administration details
Travel, leave, medical & reimbursement policies
Any other Unit specific policies
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - UNIT HR
B. POORNATA TRAINING :-
This session should be taken by the respective Poornata administrators of the
particular unit. They should take all the participants through the ESS, MSS and
Performance Management modules in detail.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - HEAD OF DEPARTMENT (HR)
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C. TOUR OF THE FACILITIES (PLANT VISIT)
Next follows a tour of the workplace with the OC. This should start with the new
joinee’s own work station, and then cover the relevant offices, conference rooms,
computer rooms, production areas/plant facilities, laboratories, and other immediate
work area facilities (such as toilets, cafeteria, printers/photocopiers, mail tray,
lockers, attendance recording, use of telephone, first-aid, etc.). A tour of the
township should be included wherever applicable.
TIME REQUIRED: - 3 HOURS
RESPONSIBLE PERSON: - TECHNICAL SERVICES DEPARTMENT
D. SAFETY AND SECURITY
Information regarding the safety measures and precautions which should be taken
by the new employees to maintain a safer working place along with the rules and
regulations which are to be followed strictly without any indiscipline.
TIME REQUIRED: - 3 HOURS
RESPONSIBLE PERSON: HEAD OF SAFETY
E. INTRODUCTION OF BUDDY:-
The “in – team buddy” appointed for the new employee should be introduced to
him as soon as he settles in his workplace.
TIME REQUIRED: - 1 HOURS
RESPONSIBLE PERSON: ORIENTATION COORDINATOR
F. BRIEFINGS AND FEEDBACK:-
The OC should take feedback from the new employee about his two days of
orientation and on the basis of the given feedback he should make the changes
required and brief him about the Orientation schedule for next days.
TIME REQUIRED: - 1 HOURS
RESPONSIBLE PERSON: ORIENTATION COORDINATOR
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THIRD DAY
A. MEETING THE TEAM MEMBERS:-
The OC must introduce the new joinee to his reporting Manager, subordinates (if
any), team members and co-workers.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - REPORTING MANAGER
B. DEPARTMENT OVERVIEW:-
The objective of the Department Overview is to familiarize the employee with the
functioning of his department in order to understand how the department
contributes to achievement of the Organizational goals.
This session includes:-
Purpose of the Function / Department
Department Structure
Main Functions / Services provided
Roles & Responsibilities
Key Department Systems & Policies
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - REPORTING MANAGER
FOURTH DAY
A. JOB/ ROLE OVERVIEW:-
The Reporting Manager discusses the scope and duties of the job in as much detail
as possible. He should provide the new joinee with a copy of the Job Description
and cover the work duties briefly at first. He should also give an indication of the
typical work day along with a brief on how the job relates to others and indicate its
function and importance.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - REPORTING MANAGER
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FIFTH DAY
A. MEETING WITH RELEVENT STAKEHOLDERS:-
These consist of one-to-one meetings with employees whom the new joinee has to
work / interact with on a regular basis to fulfil his goals.
Interaction with section head –
LS Crusher & Stacker
LS Reclaimer & Raw mill
Coal mill, Coal handling and wagon Tippler
Kiln, Cooler, Pre-heater & GCT
Clinker extraction & Cement mill
Truck loading & Wagon loading s
TIME REQUIRED: - WHOLE DAY
RESPONSIBLE PERSON: - REPORTING MANAGER
SIXTH DAY
A. MEETING WITH FUNCTIONAL HEADS
The Orientation Coordinator should ideally fix meetings with Function Heads.
Each meeting should be around 30-45 minutes. The OC should ensure that the
Function Heads have a brief profile of the new joinee they are meeting – details like
education background, previous experience, etc.
TIME REQUIRED: - 4 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
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B. FILLING THE STRUCTURED ORIENTATION FORM
The Orientation Coordinator should ask the new employee to fill the standard
feedback form at the end of the Structured Orientation Form.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - ORIENTATION COORDINATOR
POST ORIENTATION ACTIVITIES
ENTERANCE INTERVIEW: - (FEEDBACK AFTER 90 DAYS)
This is the third level of feedback which should be collected 90 days after joining.
This would have given the new employee time to settle down into the system and
start delivering results. This should be in the form of an Entrance Interview.
The Entrance Interview should be preferably conducted face-to-face by the
HR Department.
The Entrance Interview provides valuable information on how to improve
the Orientation process in order to satisfy the expectations of new employee.
It is very important to get frank response from the employees.
Feedback should be analysed after a particular time interval.
It is essential to retain confidentiality.
TIME REQUIRED: - 2 HOURS
RESPONSIBLE PERSON: - UNIT HR
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ADVANTAGES OF NEW EMPLOYEE ORIENTATION
This process makes the new employees well acquainted with the group’s vision,
mission, culture, history and values.
It makes the new joinees aware of the functioning of group resources –
Gyanodaya, Poornata, and Aditya Disha.
It familiarizes them with the important policies and procedures of the group and
unit/company, behaviour as well as attitude.
This process of orientation reduces the start – up cost.
It gives the new employees a chance to meet the senior management of the unit
and learn from them.
The new employees are provided the opportunity to meet their respective
department heads and know about the major functions, department structure,
services, and policies.
This process provides realistic expectations about the new employee’s job so that
there is no disappointment in future.
Provides new joinee’s an opportunity to socialise and reduces employee
turnover.
This process on one hand helps to avoid confusion in the minds of new hires and
on the other hand develops a healthy working environment.
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SATISFACTION LEVEL OF EMPLOYEES AFTER GOING
THROUGH NEW ORINTATION SCHEDULE
Quality of Content Practical Relevence Learning Objective Duration75%
76%
77%
78%
79%
80%
81%
82%
83%
84%
85%
Satisfaction Level
85% of new employees are satisfied with the Quality of content.
79% say that orientation has practical relevance with the job.
80% are satisfied with the learning objective.
85% are satisfied with the duration of orientation.
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COMPARISON BETWEEN PREVIOUS ORIENTATION AND
NEW ORIENTATION SCHEDULES:-
OUALITY OF CONTENT
PREVIOUS ORIENTATION
NEW ORIENTATION
PRACTICAL RELEVANCE
PREVIOUS ORIENTATION
NEW ORINTATION
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LEARNING OBJECTIVE
PREVIOUS ORIENTATION
NEW ORIENTATION
DURATION
PREVIOUS ORIENTATION
NEW ORIENTATION
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PRIORITY OF OVERVIEW:-
Group Overview Company Overview
Business Overview
Poornata Training People Policies0
5
10
15
20
25
30
MAJOR FOCUS SHOULD BE TOWARDS PEOPLE POLICIES AND
POORNATA TRAINING……
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FINDINGS
“Champions know that success is inevitable; that there is no such thing as
failure, only feedback. They know that the best way to forecast the future is to
create it”
The new employees joining the group were asked to give the feedback regarding the
level of satisfaction of the employees joining the group in management and non
management cadre which also included the Young Engineers joining the group.
They were asked to mention the areas where improvements are required in order to
develop a well managed and consistent orientation experience which enhances the
group’s reputation.
The previous schedule for orientation was not at all well structured and was
lacking in creating an emotional bond with the organization.
New employees were unable to socialize or develop healthy relations since their
comfort level at the new place was low due to short duration of three days
Orientation programme.
45% of new employees are satisfied with the Quality of content of the previous
orientation process.
55% are satisfied with the practical relevance of orientation with job.
35% are satisfied with the learning from previous orientation.
45% are satisfied with the duration of previous orientation process.
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The New Employee Orientation Process was designed after receiving the feedback
from the employees that one of the weak links in the Hiring Process of Aditya Birla
Group is the Orientation Process. In order to ensure that all the employees go
through a well managed and consistent orientation process.
This process makes the new employees well acquainted with the group’s vision,
mission, culture, history and values. It makes the new joinees aware of group
resources – Gyanodaya, Poornata, and Aditya Disha.
It familiarizes them with the important policies and procedures of the group and
unit/company. This process of orientation reduces the start – up cost.
The new employees are provided the opportunity to meet their respective
department heads and know about the major functions, department structure,
services, and policies.
This process provides realistic expectations about the new employee’s job so that
there is no disappointment in future as well as an opportunity to socialise and
reduces employee turnover.
85% of the new employees are satisfied with the Quality of content of the new
orientation process.
79% of the employees say that this process has practical relevance with their job
and gives the opportunity to discuss their responsibilities in detail.
80% are satisfied with the Learning objectives and 85% are satisfied with the
duration of New Employee Orientation Process.
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SUGGESTIONS AND RECOMMENDATIONS
“Insinuation of a belief in the mind or any idea, plan or purpose in the mind through repetition of thought is called a Suggestion”
There is always a scope of improvement, keeping this in mind the report tries to
come up with certain suggestions that will be helpful for improving the orientation
process in order to improve the group’s reputation as an employer and ensure that a
standard and common communication is prepared which will be followed as
Orientation Process by Human Resource department and provide a well managed
and consistent orientation experience to the new joinees.
The major areas which should be kept in mind while designing an orientation
process which satisfies the employees joining the group and will improve the ABG
Employer brand as well as develop an emotional bond with the organization.
The new employees should be well acquainted with the group values, group
snapshot and group resources.
A brief snapshot about business overview should be given regarding the vision,
mission, history, size, key customers, leaders and objectives.
An overview about Company should be given about its distinct identity, Profile
of leaders, main functions, key strength and challenges.
The new employees should be given a chance to interact with the senior
management about the main functions of the unit.
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JOINING KIT which includes Company Brochure, Values Handbook, In House
Magazines, Employee handbook, joining forms etc should be collected and put
together in advance.
Tour of facilities or Plant visit should be organized for one whole day.
An Orientation checklist which includes detailed list of activities which needs to
be done after an employee joins the unit should be prepared well in advance.
A joining announcement should be prepared which includes Name, Designation,
Department, Date of joining and Photograph of the new employee and should be
mailed to all the employees of the unit.
An In team Buddy should be appointed for the new joinee so that he can help
him with the basic questions in the initial days.
The new employees should be introduced to his department head to know
various details about the department like Department function, structure, services
provided, roles and responsibilities and key department systems.
Honest discussion about the new joinee’s roles and responsibilities should be
done with his superiors in detail.
Meetings with the relevant stakeholders should be arranged with whom the new
joinee has to meet and interact on a regular basis.
Feedback should be taken from the new employees at frequent intervals in order
to improvise the orientation process to the fullest extent.
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CONCLUSION
Orientation is a planned introduction of new employees to their work environment,
co-workers, and the larger organisation context. It is an opportunity to create a
favourable first impression, reduce anxieties and manage employee expectations.
However, the process of Orientation goes beyond merely welcoming or
conveying the ‘need to know’ information.
This project deals with the study of guidelines regarding orientation which will act
as indicator of what is minimum that needs to be done to ensure smooth integration
of new employees into the group and the unit/ company.
The purpose of this project is To formulate and clearly document or design an
innovative orientation process for the new hires taking into account its business,
culture, location, recruitment patterns, psychological aspects, socialism, job
expectations etc.
To identify the scope of changes in the orientation process to ensure that all new
employees go through a consistent and well managed orientation experience that
enhances group’s reputation as an employer.
After analyzing the limitations in previous orientation process a new employee
orientation process was designed to ensure that all new employees go through a
consistent and well managed Orientation experience to improve ABG Employer
brand. This is done in order to familiarize the new employee with the Aditya Birla
Group, provide an opportunity to socialize avoids confusion in their minds and
create a healthy working environment with known expectations. This standard set of
communication enhances their productivity as well as ties an emotional bond with
the group a new process is introduced for the new hires.
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ANNEXURE
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BIBLIOGRAPHY
The yearly magazine of the Aditya Birla Group- “ADITYAKIRAN ”
The monthly journal- “SAMVAD”
Book on Human Resource Management by “S. S. KHANKA”
HRM Review on Induction and Orientation.
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WEBLIOGRAPHY
www.google.com
En.wikipedia.org/wiki/motivation
www.despaire.com/motivation.html
www.adityadisha.com
www.adityabirla.com/The_group.
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