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Group Members:-
Rajlakshmi Phukon
Murchna Bhuyan
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Overview
Mahindra & Mahindra is headquartered in Mumbai.
Main products are UV, SUV, CAR and AUTO.
Set up in 1945 in Ludhiana as Mahindra & Mohammed bybrothers K.C. Mahindra and J.C. Mahindra along
with Malik Ghulam Mohammed.
Renamed as Mahindra & Mahindra in 1948
Employee Base 1,00,000+.
Global subsidiaries include Mahindra Europe Srl. based in
Italy, Mahindra USA Inc., Mahindra South Africaand
Mahindra (China) Tractor Co. Ltd.
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Manufacturing Process
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Organizational Structure
CEO - Anand G.Mahindra
Chairman of the Board -Keshub Mahindra
Vice Chairman and Managing
Director - Anand G. Mahindra
Directors
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HR Policies
HUMAN RESOURSE VISION:-
We would Like to be Partner in the business, and wewill
achieve this by:
Creating a performance oriented, team based culturethrough HR strategies, systems, policies, tools that arealigned to business needs and help employees growprofessionally and personally.
Ensuring fairness across divisions with speed andsimplicity.
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Corporate Human Resources:
Corporate Human Resources Department has compiled a policy
manual that is available with the head of each business location
and senior HR executives of Mahindra & Mahindra Ltd.
The purpose of the manual is to ensure that all concerned in
Mahindra& Mahindra Ltd. are familiar with the policies and
rules related to Human Resources Management in the
company.
The provisions of the manual as well as the contents of this
web-side are not conditions of employment and may be
modified or revoked from time to time.
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HR Activities at a glance
Recruitmentand Selection
Training &Development
PerformanceAppraisal
Reward &Recognition
Motivation
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Recruitment and Selection
Recruitment Media
Campus
recruitments
Employee
ReferralLateral
recruitments
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Recruitment and Selection
Screening Process
ResumeScreening
Call forinterview:
1) Preliminary2) Final
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Recruitment and Selection
FinalInterview
OfferAcceptance
of offer
JoiningthroughJoiningLetter
Induction /Orientation
(From 3Days to 1month)
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Training & Development
Thrust areas of Training & DevelopmentInitiatives:-
Global Managers Programme after identification of talent pool.
People Management:-- Coaching & Mentoring- Managing Conflicts, Team Working
Leadership Communication Programme for Executives .
Multi-functional General Management Programmes.
'The Mahindra Way' - A Manager's Induction Programmeinto the Mahindra Group.
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SUMMER TRAINING
Objective:-
1. To develop a talent pool for the final Management
Trainee recruitments.
2. To ensure that potential employees develop a betterunderstanding of the Mahindra vision and culture.
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MANAGEMENT TRAINING
Objective:-
1. To attract, recruit, induct and groom young
managerial talent for future leadership positions inthe Group.
2. To develop a cadre of managers with cross-
functional experience and an aptitude to take up
top leadership positions in the future.
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Training1. The Induction Training is for a period of 2-3 weeks. It
focuses on familiarising the Management Trainees withthe Mahindra Group's history, values, organisationalpolicies, businesses and future growth plans.
2. The Management Trainees undergo three projects:two in their functional specialisations (4 months each)and one in a cross-functional area (3 months) in differentsectors across the Mahindra Group.
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Performance Management System
Strategy, Vision, Mission & Budget
Business Goals
Organizations Objectives
Departmental/ Functional Objectives
Role/ Individual Objectives
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In M&M Top DownApproach is followed for
goal setting.
The Department goalsetting is done through the
Balance Score Card
Approach .
After Departmental goals,
Individual goals are set.
Communication
Workshop
KRA
Setting
Mid-Term
Review
Performance
Appraisal
(Review)
Feedback &Counseling
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Communication Workshop
Its a 2 day workshop that is compulsory for all employeesright from operational to strategic level.
KRA setting and how to conduct appraisal are covered on the1st and 2nd day respectively.
Each individual has 3 to 5 KRAs. Each KRA set has a
weightage and the total weightages is 100% .
Performance with respect of KRAs forms a basis for thecalculation of performance payout amount for an individual.
KRAs for the next year are set before the final
KRA Setting
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Mid Term Review
Mid Term reviews are conducted to know how much goals theappraisee has achieved.
Appraisees are reviewed on the basis of the KRAs, assessmentof significant tasks other than KRAs, if any , leadershipcompetencies and strengths of the appraisee.
Performance appraisal concentrates on performance based onthe goals and results achieved and training and developmentalneeds for the employee.
Performance Appraisal (Review)
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Employee Rating
Employees are rated on two scales
Performance pay rating
Overall rating
The rating scale 5,4,3,2,1. Ratings would be based on a specific KRA basedon the achievement levels agreed at the beginning of the financial year.
For the performance pay calculation, the overall performance is divided intotwo parts - the business performance and individual performance .
As the employee goes higher on the hierarchy , the business performance andthat of the individual performance starts reducing.
Performance pay rating
Overall rating
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Feedback and Counselling
The superior gives an immediate feedback to thesubordinate after the final performance appraisal.
The appraiser and the appraise together review theoverall performance of an individual against the agreedtargets.
Helps in identifying areas for improvement.
Provides development opportunities for the growth ofthe people.
Agree/ Generate data for actions relating to incrementsincrements, promotions etc.
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Rewards and Recognitions
Leadership Rewards and Recognition
Employee of the Month Employee awards, gifts ,reward programs
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Stress Management - The Holistic
Triangle
Yoga Sessions to Beat the
Blues Seva: Caring Quotient to
Wellness Quotient
Karma: Performance and
Time Management
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What M&M Human Resources does for theiremployees
Make sure that the employees understandwhat they have to do and how to do it. Meettraining needs.Consider whether working f lexible hourswould help employees to manage demands.
Involve employees in the way work is carriedout.
Consult employees about decisions.Build effective teams with responsibility for
outcomes.Review performance to identify strengths
and weaknesses.
Give employees the opportunity to talk aboutissues causing stress.Be sympathetic and supportive.Keep employees informed about what isgoing on in the firm.
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When employees are anxious aboutwork and the organisation and do notknow what is expected of them.
Carry out a thorough induction for new employeesusing a checklist of what needs to be covered.Provide employees with a written statement ofemployment particulars.Give employees clear job descriptions.Maintain a close link between individual objectivesand organisational goals.
The organisation is undergoing rapidgrowth and change. When employeesare feeling insecure.
Plan ahead so changes can be signposted andmanagers and employees are prepared.Consult with employees about prospective changes sothey have a real input and work together with you tosolve problems.
When employees have a relationshipproblem. They fail to perform and worries of good behaviour and trustdisturb them, leading to problemsrelated to discipline, grievances andbullying.
Have clear procedures for handling misconduct andpoor performance.Have clear procedures for employees to raise
grievances.Tackle any instances of bullying and harassment andmake it clear such behaviour will not be tolerated.
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What M&M Human Resources does for their employees?
1)M & M make sure that the employees understand whatthey have to do and how to do it. Meet training needs.
2) Consider whether working flexible hours would helpemployees to manage demands.
3) Involve employees in the way work is carried out.4)Consult employees about decisions.5) Build effective teams with responsibility for outcomes.6)Review performance to identify strengths and
weaknesses..
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THANK YOU