Potential Appraisal.docx

8/9/2019 Potential Appraisal.docx

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INTRODUCTION ABOUT WAHID SANDHAR SUGAR LTD

There are 507 sugars industries in the India, 23 in Punjab and only one in Phagwara namely

Wahid Sandhar Sugars Ltd, Phagwara is a leading !om"any in the sugars, molasses and other by

"rodu!ts The Sugar Plant originally established in #$33by %arang &rou" o' Industries 'ormally

(nown as )agatjit Sugar *ill +om"any Ltd, in the year whi!h was later on ta(en oer by -swal

&rou" in #$.$The -swal &rou" had e/"anded the !rushing !a"a!ity o' Plant 'or sugar !ane'rom #500 Ton"er day to 500 Ton "er daywith the latest state o' art te!hnology The Plant was

later on ta(en oer by Wahid and Sandhar &rou" in the year 2000and !ommen!ed its o"eration

under the 1lagshi" o' *s Wahid Sandhar Sugars Ltd Sin!e in!or"oration the "romoters are

running the business ery su!!ess'ully The raw material is sugar!ane is su""lied dire!tly to the

'a!tory by lo!al 'armers

By Product in Wahid Sandhar Sugar Ltd.

# tones o' *olasses

2 3 tones o' Press *ud

3 03 tones o' 1urnan!e

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30432 tones o' ag gasses

5 #5 6W Power

30 tones o' !ase to" leaes

Total ugar indutri! ar!"

In India 5

In Punjab 23

In Phagwara4'irst setu" by %arang &rou"

Hu#an R!ourc!"$

In season total strength o' wor(ers are 73

In o'' season total o' wor(ers are 3$

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HISTORICAL BAC%GROUND O& TH' CO(PAN)

Sugar industry is ery well established India has been "rodu!ing &ur and 6handsari sin!e long

time but the modern sugar industry !ame in to e/isten!e in #$03 When 'irst sugar 'a!tory was

installed in ihar ut the adert o' modern sugar "ro!essing industry in India began in #$30

Thus #$3043# there were 30 sugar mills and in #$3543 the number o' sugar mills In!reased u"

to #3$ and during the same "eriod the "rodu!tion in!reased 'rom #20 la(h tones to $3 la(h

tones 8'ter "artition o' the !ountry 79 o' sugar mills !ame in the share o' India India is the

se!ond largest "rodu!er o' sugar in the world The Wahid Sandhar Sugar Ltd Phg is a leading !o

in the sugars whi!h is engaged in the "rodu!tion o' sugar, molasses and other by "rodu!ts The

!o is really good e/am"les o' a great "rogress in ery less time as we !an list in milestones in the

'ollowing manner:4

There is only one sugar industry in Phg that is Wahid Sandhar Sugar Ltd Whi!h was setu" by

%arang grou" 'ormally (nown as )agatjit sugar mill !o ltd The initial !rushing !a"a!ity o'

!om"any was 00 tons "er day whi!h was in!reased to #000 tons "er day in the #$33 by ;r

&o(al +hand %arang was the 'ounder member o' this mill In #$.7 the -swal grou" too( oer

the management o' this mill under the !hairman o' Sh 8bhey -swal and in!reased the !a"a!ity

to 000 tons "er day in #$.$ In #$.$ they setu" new "lant in sugar mill

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CO(PAN) D'TAILS

%ame o' industrial !on!ern Wahid Sandhar Sugar Ltd

;ate o' in!or"oration

# Se"tember 2000

Se!tor Priate

Lo!ation & T


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Wor(ing !a"ital 30 !rore

Pro'its 75 la(hs


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*ISION O& TH' WAHID SANDHAR SUGARS LTD

The main aim o' Wahid Sandhar Sugars Ltd is to sere !ustomers satis'a!tion by !utting !ost

im"roing Buality

N!!d O+ Th! Study

Wahid Sandhar ltd is a well 'amous !om"any 'or its Buality "rodu!ts The !om"anies o!!u"ies a

good "osition and enjoy an e/!ellent !redit worthiness and goodwill among su""liers, !ustomers,

!reditors, and ban(ers It has been enjoying e/!ellent labour management relations 'rom last

many years It is one o' the 'amous and renowned !om"any o' India the !om"any is able to

enhan!e its installed !a"a!ity 'rom 00 tones !ane "er day to 500 !ane "er day The !om"any is

also well aware o' its so!ial res"onsibilities

,uality -olicy o+ Wahid Sandhar Sugar Ltd.

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The main motto o' the !om"anyCs Buality "oli!y is !onsumerCs total satis'a!tion They !ommit

themseles to "rodu!e and delier su!h material, so as to meet the !onsumerCs Buality

e/"e!tations This is a!hieed by identi'ying the !ustomerCs reBuirement and translating them

into "rodu!ts and !ontinuous u" dating to re'le!t !ustomers !hanging reBuirement

PRODUCTION PATT'RN TO WAHID SANDHAR SUGAR LTD."$

Sugar "rodu!tion

%ormally, the sugar "rodu!tion is graded in three standards ie, L, * S L

&rade stands 'or large !rystal siDe sugar and is retained on 7mesh wi

nettings *4&rade stands 'or medium !rystal siDe sugar and is retained on .#

mesh wire nettings S4&rade stands 'or small !rystal siDe sugar retained on #

mesh wire nettings 'or the "ur"ose o' aboe stated sugar gradation,The mill ha

the latest most modern I+ ma(e sugar siDes grader

The mill has 'or long been (nown 'or its "remium Buality o' sugar "rodu!tion

has a good !ommand oer siDeable "ortion o' sugar mar(et in Phagwara and i

surrounding areas Its L4&rade sugar is widely "re'erred

+o &eneration

Wahid Sandhar Sugar is a leading organiDation in the %orth India This mill ha

deelo"ed its strength in "ower generation and raw sugar "ro!essing in additio

to the "rodu!tion o' white sugar in this mill 'rom de!ade We hae !a"ability t

generate #2 *W with single turbine and e/"ort "ower to grid u"to .*W

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*oreoer, we hae ta(en initiatie to use biomass as 'uel, whi!h has gie

dire!t boost to the 'armerEs e!onomy 1armers hae started to su""ly 'uel to th

mill rather than to burn in their 'ield, whi!h ultimately has in!reased the

reenue It is great initiatie towards the deelo"ment o' area Wahid Sandha

Sugar is also !a"able to "ro!ess raw sugar in this "lant Pre!ision and moder

te!hniBue has been ado"ted to "ro!ess raw sugar in the o''4season as well as i

the !rushing season This mill has its !om"eten!y to "rodu!e ultra white sugar

*olasses

The molasses 'rom whi!h residual sugar !annot be e!onomi!ally re!oeredtermed as 'inal molasses Its Buality, in general arious 'rom 59 on !a

!rushed and it de"ends u"on the !ane Buality and "ro!essing The mill h

enough !a"a!ity 'or its storage 8 good arrangement 'or its "reseration al

e/ists 8s "er the reBuirement, it is dis"osed o'' 'rom time to time, to molass

based distilleries it is also su""lied to 'oundries !attle 'eed industries et! agai

their demands

The Buality o' molasses is determined on the basis o' its T


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!om"osition o' !ane ary widely de"ending on the region , but 'all general

within the 'ollowing limits

+om"osition o' !ane :

Sugar 4 : #0 to #9


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-rgani! matter than 4 : 05 to #09

-ther sugar

Inorgani! !om"ounds 4 : 02 to 0 9

%itrogonin bodies 4 : 05 to 0#9

*illing

The !ane 'rom the 'ields is brought to the mills by the 'armers by tru!(s,

tra!tor, trollies or !arts de"eding u"on the means aailable with the indiiduals 'armers, Weighbriages

"roided to detemine the net weight o' the !ane

The !ane is unloaded into the !ane !arrier The !ane is leelled by a (i!(er and then "assed through

sets o' reoling (nies Whi!h !ut the !ane into small "ie!es It is 'urther "assed through the 'ileri

whi!h turns the !ane "ie!es into 'ileriDed 'orm This "ro!ess is !alled "re"aration o' !ane be'ore mill

and this in!reases the e''i!ien!y o' the milling "lant in terms o' better e/tra!tion and !a"a!ity T

"re"ared !ane is !rushed in mills whi!h are drien by motor steam turbines

The jui!e !oming out 'rom Ist mill is undiluted and is termed as "rimary jui!e Water at 259 to 3.9

!ane is used as me!eration at the last mill The "rimary jui!e and se!ondary jui!e are mi/ed and s!reen

to remoe bagasse "arti!les The jui!e so obtained is measured through 'lowmeter and it is !alled

mi/ed jui!e or raw jui!e and it is sent 'or "ro!essing 'or the manu'a!ture o' sugar

+lari'i!ation

The mi/ed jui!e re!!ied 'rom the mills !ontains soluble and insoluble im"urities it is dar( in !olou

is!ous due to im"uritiesli(e !olouring matter , wa/es , gums , "e!tins , "roteins , also it !ontains !olloi

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matter and sus"ended organi! im"urities the )ui!e is not 'it to be wor(ed 'or white sugar manu'a!tu

without suitable !hemi!al treatment so it ne!essary to remoe the ma/imum Buantity o' im"urities 'r

the jui!e at the earliest stages to obtain "ure !rystalliDed sugar

The !lari'i!ation o' joui! is done 'or two "ur"oses:4


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8'ter !on!entration o' the jui!e in multi"le e''e!t ea"oration and blea!hing, the subseBuent "ro!ess is

turn the thi!( syru" into !rystal 'orm This is done in a a!uum "an whi!h is a single e''e!t Aere we ge

mi/ture o' !rystals and its mother liBuor whi!h is !alled masse!uite

To minimiDe losses in the 'inal mother liBuor !alled 'inal molasses a system o' boilings is ado"ted hai

three or 'our boilings de"ending on the sugar !ontent o' the !ane The low grade masse!uities are boi

on the mother liBuor o' high grade masse!utes The masse!utes boiled are !alled 8, + where

indi!ates highest "urity and + is the lowest in the system

8s soon as the bat!h o' "arti!ular masse!uite is ready, it is dro""ed into a long !ylindri!al o"en es

!alled !rystalliDers This is "roided with tirring arrangement to "reent settling o' sugar Aero

masse!uite is !ooled, the time o' !ooling aries with the ty"e o' masse!uite The !ooling o' masse!u

results in shi'ting o' sugar 'rom the mother liBuor to the !rystals and thus higher yield o' !rystals

obtained and in return the sugar es!a"ing in the mother liBuor is redu!ed

Se"aration o' +rystals

The masse!uites 8, + obtained are !entri'ugaled to se"arate !rystals 'rom its mother liBuor T

mother liBuor o' higher "urity is re!y!led in the "ro!ess to e/tra!t sugar The least "urity mother liBuo!alled 'inal molasses and is sent out to storage tan(s The 'inal molasses is weighed and its sug

"er!entage is re!orded 'or the assessment o' losses in the boiling "ro!ess The sugar obtained 'rom '

higher "urity masse!uite is ta(en 'or bagging and sugar 'rom low "urity masse!uite is re!y!led in

"ro!ess The re!y!ling is ne!essary to "rodu!e good Buality sugar and to minimiDe losses

;rying, &rading, Weighment

The sugar is washed hot water with in the !entri'ugal ma!hine,It is dro""ed and "assed oer a system

ho""ers where the sugar !omes into !onta!t with hot air and !old air alternatiely The air remoes

moisture 'rom the sugar and dry sugar is obtained The dry sugar is ta(en to the to" o' a grader with

held o' a sugar eleator The grader !onsists o' a no o' ibrating s!reens o' the di''erent o"ening

"assing oer the ibrating s!reens the sugar se"arates into di''erent grades o' large, medium and sm

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siDes

The grading o' sugar is based on !rystal siDe and !olor The di''erent grades o' sugar is (e"t in se"ar

lots in the godown The grain siDe and !olour is (e"t as "er Indian sugar standard

The sugar 'rom grader is 'illed 8 twill bags and weighed as #00 (gs nett The bags are stit!hed and s

to godown

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(AIN POW'R IN WAHID SANDHAR LTD.

There are mainly three (inds o' labour:4

# P!r#an!nt !aonal:4Those who are "ermanent but wor( only in season

2 P!r#an!nt:4These who wor( in season o''4season also

3 T!#-orary:4These who are not "ermanent but wor( in as well as in o''4season also

In the season, total strength o' wor(ers is 73 in o'' season, only 3$ "ays to the !hose labour

that wor( in the season only as retaining allowan!e

Trut

*ill has its own trust named )agatjit trust The trust has established in the year #$ The entire

"roident 'und !ut 'rom the em"loyeeCs salary is de"osited in this trust *ill gies the annually

re!ord o' this "roident 'und to the &ot

Logo

PHAGWARA

Wahid Sandhar Sugars Ltd 8lso use a logo, Logo means a trade mar( or a symbol inserted into

the 'irmCs letters use 'or adertising "ur"ose The main aim o' the logo o' Wahid Sandhar Ltd

is gien below:4

Logo o' Wahid Sandhar Ltd shows a two memberCs "artnershi"

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S


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They beliee that eery !om"any has a di''erent sign in the mar(et

Logo o' Wahid Sandhar Sugars Ltd is mainly the name o' the !om"any

Socio 'cono#ic D!/!lo-#!nt

Sugar mill !ontribute to the so!io4e!onomi! deelo"ment state by o''ering Ae remuneratie

!ane manager "romoting joint a!tion by the 'armers in the management a!tuaries o' the mills

Proiding em"loyment to a large number o' "eo"le in!luding landless labours and 'armers

Today !oo"eratie mills or other sugar mills dire!tlyindire!tly em"loyment to oer the #000

em"loyees and the wages "aid in the sugar mills are best as !om"are to any other state o' !ountry

mobiliDing rural saing 'or industrial "ur"ose Presering indiidual states o' 'armers while

!on'irming the adantages o' large siDed industry

8!!ounts sele!tion ta(es area 'or ma(ing inoi!es and re!eiing The "ayment o' all the bill o'

"ur!hase and other e/"enses are entered in the "ayment register and res"e!tie a!!ounts heads

this sele!tion is res"onsible em"loyees and "arties dealing with Wahid Sandhar sugar ltd

LIST O& DIR'CTORS

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S Sou(hbir Singh Sandhar

G+hairmanH

S )aswinder Singh ains

GFi!e4+hairmanH

S )arnail Singh Wahid

G *anaging ;ire!torH

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S Sandee" Singh Wahid

G ;ire!torH

Pro#ot!r

The Plant was ta(en oer by Wahid and Sandhar &rou" with eBual !ontribution S Sou(hbir

Singh Sandhar the +hairman o' the +om"any is an %


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D'PART('NTAL H'ADS

%ame ;esignation

*r 6ulwant Singh +hie' ?/e!utie

*r Faneet %anda 1inan!e +ontroller

68 &aur &eneral *anager +ane

S &arewal &*GTe!hH

*r


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*rS6 +hawala 8ssist ;ata -''i!er

*r Laj"at


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WH) I S'L'CT WAHID SANDHAR SUGAR LTD.

W8AI; S8%;A8< LT; IS


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ORGANI2ATIONAL STRUCTUR'

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Board o+ Dir!ctor

Chair#an (anaging Dir!ctor

Dir!ctor Dir!ctor Dir!ctor Dir!ctor 3+inanc!4

Production (ar5!ting P!ronn!l or *ic! Pr!id!nt

Tr!aur!r Controll!r


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STRUCTUR' O& ACCOUNTS D'PART('NTS

8!!ounts sele!tion ta(es area 'or ma(ing inoi!es and re!eiing The "ayment, all the bills o'

"ur!hase other e/"enses are entered in the "ayment registrar and res"e!tie a!!ounts heads

This sele!tion is res"onsible em"loyees and "arties dealing with Wahid Sandhar Sugar Ltd

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R'S'ARCH ('THODOLOG)


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ST'PS O& ('THODOLOG)

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R'S'ARCH D'SIGN

The resear!h design used here is ?/"loratory


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Buestions Su!h ty"e o' Buestionnaire is ine/"ensie to analysis and easy to administer 8ll

Buestions are !losed ended

Sa#-ling D!ign

Sa#-ling Unit

It de'ines the unit o' target "o"ulation that will be sam"led ie it answers who is to be sureyed

Sam"ling unit in my study will be indiidual em"loyees o' Wahid Sandhar Sugar Ltd who are

indulging in ma(ing 'inan!ial a!tiities

Sa#-ling T!chni7u!

This re'ers to the "ro!edure by whi!h the res"ondents should be !hosen In this study, %on

Probability sam"ling o' the 'ollowing ty"e is used:4 +onenien!e sam"ling, Sam"le SiDe:

It indi!ates the number o' "eo"le to be sureyed Through large sam"le gie more reliable

results than small sam"les but due to !onstraints o' time and money the sam"le siDe was

restri!ted to 'ew res"ondents

Ar!a o+ Study

Though other methods are im"ortant, but this method is gien "rime signi'i!an!e in modern

resear!h be!ause o' its e/tensie use to study the relationshi" o' di''erent 'a!tors, attitudes and

"ra!ti!es o' so!iety and to e/"lore the "roblems that !annot be treated by e/"eriment methods

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INTRODUCTION

Potential a""raisal is another "ower'ul tool o' em"loyee deelo"ment Whether managers realise

it or not, they are a!!ustomed to ma(e "otential assessments ?ery time a manager re!ommends

or 'ails to re!ommend an em"loyee 'or a "romotion, a "otential assessment has, in 'a!t, been

made The "ro!ess o' assessing the managerial "otential o' em"loyees deals with the Buestion o'

whether or not they hae the ability to handle "ositions in the 'uture whi!h inole !onsiderably

more res"onsibility than what they hae right now 8s long as indiiduals are iewed as being

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able to handle in!reased or di''erent res"onsibilities, they would be !onsidered to hae "otential

Geither latent or isibleH

Potential a""raisal may thus be de'ined as a "ro!ess o' determining an em"loyeeCs strengths and

wea(nesses with a iew to use this as a "redi!tor o' his 'uture "er'orman!e This would hel"

determine the "romotabilty o' an indiidual to a higher "osition and hel" !hal( out his !areer

"lan The 'undamental di''eren!e between reiewing "er'orman!e and assessing "otential is in

the !riteria used In reiewing "er'orman!e, the !riterion used is what goals the em"loyee

a!hieed and what s(ills he or she !urrently "ossesses that !ould be indi!ators o' his or her

ability to assume di''erent or more adan!ed res"onsibilities It is this that ma(es "otential

a""raisal a ery !ru!ial !riti!al area

I' an em"loyee without reBuisite abilities is "romoted to a higher "osition and does not "er'orm

as "er e/"e!tations, then it be!omes im"ossible to demote him Thus, he is unable to "er'orm at

the higher leel and be!omes a M"assengerC in the system It is right'ully assumed that eery

indiidual has "otential, low or high *any organiDations hae "eo"le whose "otential being

lowN "er'orman!e too is not u" to the mar( Whilst the Buestion in our minds hoers around how

su!h "eo"le got into the system, the 'a!t remains that they do not !ontribute to the organiDationCs

"er'orman!e I' a""raisal "ro!ess im"lemented well, "ro'essional "er'orman!e and "otential

a""raisal !ould ta(e the organisation on a 'ast deelo"ment tra!( and 'aster "rodu!tiity through

"eo"le

Potential a""raisal is one o' the most im"ortant reBuirements 'or su!!ess'ul business and human

resour!e "oli!y G(ressler 2003H


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&auging em"loyeeCs "otential 'or managerial s(ills was done by )asmine G200H She 'ound that

em"loyees la!( in de!ision ma(ing s(ills so that should be im"roed by arious training

methods Shradha G200H did a resear!h study on "otential a""raisal "ro!ess She re!ommended

that "otential a""raisal is an e''e!tie method to 'ind out hidden talents and s(ills

Potential 8""raisal is the "ro!ess o' tra!(ing unreealed s(ills and abilities in a "erson whi!h

een heshe is unaware o' It is a 'uture oriented a""raisal whi!h aims to tra!( the "otential o' the

em"loyees to rise u" in the organisational stru!ture Potential 8""raisal is a "otent dei!e 'or

em"loyee adan!ement The term is not (nown to manyN howeer, managers o' almost eery

organisation hae been ma(ing "otential assessments eery year

*anagers use the "redi!tors to determine whether the em"loyee has the managerial "otential to

e/e!ute added res"onsibilities in the 'uture Potential 8""raisal hel"s in the de!ision ma(ing o'

"romoting !andidates and ma(ing a !areer "lan 'or them

To understand it better, we !an compare it with the reviewing performance


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milestone, or !om"letes a year or is "lanning to !hange jobs 'or whateer reasons Ksually it is

re!ommended to ta(e "la!e within months

Potential a""raisal may thus be de'ined as a "ro!ess o' determining an em"loyeeCs strengths and

wea(nesses with a iew to use this as a "redi!tor o' his 'uture "er'orman!e This would hel"

determine the "romotabilty o' an indiidual to a higher "osition and hel" !hal( out his !areer

"lan The 'undamental di''eren!e between reiewing "er'orman!e and assessing "otential is in

the !riteria used In reiewing "er'orman!e, the !riterion used is what goals the em"loyee

a!hieed and what s(ills he or she !urrently "ossesses that !ould be indi!ators o' his or her

ability to assume di''erent or more adan!ed res"onsibilities It is this that ma(es "otential

a""raisal a ery !ru!ial !riti!al area

I' an em"loyee without reBuisite abilities is "romoted to a higher "osition and does not "er'orm

as "er e/"e!tations, then it be!omes im"ossible to demote him Thus, he is unable to "er'orm at

the higher leel and be!omes a M"assengerC in the system It is right'ully assumed that eery

indiidual has "otential, low or high *any organiDations hae "eo"le whose "otential being

lowN "er'orman!e too is not u" to the mar( Whilst the Buestion in our minds hoers around how

su!h "eo"le got into the system, the 'a!t remains that they do not !ontribute to the organiDationCs

"er'orman!e I' a""raisal "ro!ess im"lemented well, "ro'essional "er'orman!e and "otential

a""raisal !ould ta(e the organisation on a 'ast deelo"ment tra!( and 'aster "rodu!tiity through

"eo"le

The "otential a""raisal re'ers to the a""raisal ie identi'i!ation o' the hidden talents and s(ills o'

a "erson The "erson might or might not be aware o' them Potential a""raisal is a 'uture

oriented a""raisal whose main obje!tie is to identi'y and ealuate the "otential o' the em"loyees

to assume higher "ositions and res"onsibilities in the organiDational hierar!hy *any

organiDations !onsider and use "otential a""raisal as a "art o' the "er'orman!e a""raisal

"ro!esses

Potential a""raisal is one o' the most im"ortant reBuirement 'or su!!ess'ul business and human

resour!e "oli!y G(ressler 2003H


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a!tions are essential to e''e!tie human resour!e management GPula(os 2003H

Proje!t on "otential a""raisal was done by many, and the resear!h "ro!ess !arried out to 'ind out

the em"loyeeCs "otential Sajitha %air had done a "roje!t on "otential a""raisal 'or su!!ession

"lanning in the year 2005 She loo(ed at the !om"eten!ies reBuired by the "erson who will 'it in

the job role Then loo(ed at the !om"eten!ies "ossessed by the "erson and did a ga" analysis

She 'ound that eeryone e/!els in all (ey a!tions, 'ull mastery o' all !om"eten!ies

&auging em"loyeeCs "otential 'or managerial s(ills was done by )asmine G200H She 'ound that

em"loyees la!( in de!ision ma(ing s(ills so that should be im"roed by arious training

methods Shradha G200H did a resear!h study on "otential a""raisal "ro!ess She re!ommended

that "otential a""raisal is an e''e!tie method to 'ind out hidden talents and s(ills

Th! -roc!dur! o+ -ot!ntial a--raial hould co##!nc! and !nd 1ith a #!!ting 0!t1!!n

th! t1o -arti!.In the 'irst meeting the manager !an list the abilities reBuired to delier

additional tas(s Aeshe !an re!ommend arious ways to attain them in4house training

"rogrammes, e/ternal wor(sho"s, et! The latter meeting !an be a reiew Gusually a'ter

monthsH to test whether the s(ills hae been rightly a!Buired or not ;uring the obseration time

the manager is su""osed to note the arious abilities ado"ted and used by the !andidate in wor(

and the im"roement areas The em"loyee should be ready to de'end eery a!tion with

e/am"les They !an then !hal( out a "lan to !hase the "otential and taste growth in the

organiDation

It hould 0! not!d that a -ot!ntial a--raial do! not guarant!! -ro#otion.%ormally, most

o' the !om"anies do it to 'a!ilitate the growth o' an indiidual The !om"anies !an use the results

o' su!h an assessment 'or 4


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;rawing a su!!ession "lan 'or 'uture

('ANING O& POT'NTIAL APPRAISAL

The "otential a""raisal re'ers to the a""raisal ie identi'i!ation o' the hidden talents and s(ills o'

a "erson The "erson might or might not be aware o' them Potential a""raisal is a 'uture



organiDations !onsider and use "otential a""raisal as a "art o' the "er'orman!e a""raisal

"ro!esses

The -ot!ntial a--raialre'ers to the a""raisal ie identi'i!ation o' the hidden talents and s(ills

o' a "erson The "erson might or might not be aware o' them Potential a""raisal is a 'uture



organisations !onsider and use "otential a""raisal as a "art o' the "er'orman!e a""raisal

"ro!esses

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POT'NTIAL APPRAISAL CAN S'R*' TH' &OLLOWING PURPOS'S"

To adise em"loyees about their oerall !areer deelo"ment and 'uture "ros"e!ts

Ael" the organiDation to !hal( out su!!ession "lans

*otiate the em"loyees to 'urther deelo" their s(ills and !om"eten!ies

To identi'y the training needs

CHARACT'RISTICS

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B'N'&ITS O& POT'NTIAL APPRAISAL

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T'CHNI,U'S O& POT'NTIAL APPRAISAL"

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Sel' a""raisals

Peer a""raisals

Su"erior a""raisals

*-

Psy!hologi!al and "sy!hometri! tests

*anagement games li(e role "laying

Leadershi" e/er!ises et!

Pot!ntial a--raialhel"s to identi'y what !an ha""en in 'uture so that it !an be guided and

dire!ted towards the a!hieement o' indiidual and organiDational growth and goals There'ore,

"otential should be in!luded as a "art o' the Per'orman!e a""raisalin organisations

8. S'L& APPRAISAL

It allows an em"loyee !om"lete 'reedom in a!!essing his or her strengths obje!tiely and

identi'ying the areas o' deelo"ment The em"loyees get a !han!e to share the deelo"ment areas

with their seniors based on their sel' a""raisal and jointly wor(ed out a "lan in tune with the

organiDational realities li(e the aailability o' resour!es and time It also gies a !han!e to the

em"loyee to e/"ress his !areer "lans whi!h is in the interest o' the organiDation as it (nows

be'orehand the as"irations o' its em"loyee

TIPS &OR S'L& APPRAISAL

B! hon!t

8lways be truth'ul and honest while telling your a!!om"lishments or 'ailures ;onCt

e/aggerate your strengths and donCt hide your wea(nesses ;onCt ma(e "ersonal

judgments 'or anybody

Do th! -r!-aration

ItCs always better to "re"are yoursel' be'ore the meeting &et all the lists in "la!eN "re"are

all the eiden!es and re'eren!es

B! o09!cti/!

-bje!tiity is im"ortant in sel' a""raisal ;onCt e/aggerate or down"lay your

a!hieements or 'ailures e s"e!i'i! and !on!ise in your statements and i' "ossible

su""ort them with e/am"les or re'eren!es or eiden!es with dates 1or e/am"le: OI

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res"onded to all Bueries within . hoursO is better than just saying O*y !ustomer seri!e

was goodO

Poiti/! attitud!

Aae a "ositie attitude towards the whole a""raisal "ro!ess e !o4o"eratie ;onCt

hesitate 'rom ta(ing the res"onsibility o' your 'ailures as well as the a!hieements

;emonstrate enthusiasm to im"roe in 'uture and ta(e all his suggestions !almly ;onCt

!om"lain or demonstrate a negatie attitude

Co/!r all th! a-!ct

8"art 'rom your strengths, wea(nesses, a!!om"lishments and 'ailures, e/"ress the

o""ortunities you would li(e hae 'or your deelo"ment and im"roement Suggest ways

to oer!ome the "roblems 'a!ed 8ssess your !a"abilities, behaiours and s(ills and

!om"eten!e

S!!5 +utur! r!-oni0iliti!

8!!ording to the assessment o' the 6S8Cs a!!ording to your job des!ri"tion, "lan the

short term and long term 'or the ne/t year Try to loo( 'or tas(s beyond your !urrent job

res"onsibilities This will hel" in "ersonal deelo"ment as well as !ontributing to the

organiDational "rodu!tiity

Sel' a""raisal should ideally in!lude the a!!om"lishments, the goals a!hieed, the 'ailures, and

the "ersonal growth Gie new s(ills a!Buired, "re"aration 'or the 'uture et!H, the obsta!les 'a!ed

during the "eriod, the e''orts 'or remoing them, the suggestions, and the areas o' training and

deelo"ment 'elt by the em"loyee

:. P''RS APPRAISAL

It also "lays an im"ortant role in 30 degree a""raisal as the role o' "eers is Buite im"ortant in

li'e o' an em"loyee Sele!ting the right "eers is ery im"ortant and "eers 'rom the de"artmentsthat are dire!tly related with the de"artment o' the em"loyee should also be in!luded It mainly

'o!uses on 'eedba!( about the style o' 'un!tioning o' the em"loyee under reiew and !an also

in!lude his ability to wor( as team leader besides his !o4o"eration and !ollaboration

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Ad/antag! o+ -!!r a--raial

The use o' multi"le raters in the "eer dimension o' 304degree assessment "rograms

tends to aerage out the "ossible biases o' any one member o' the grou" o' raters

The in!reased use o' sel'4dire!ted teams ma(es the !ontribution o' "eer ealuations the

!entral in"ut to the 'ormal a""raisal be!ause by de'inition the su"erisor is not dire!tly

inoled in the day4to4day a!tiities o' the team

Peer ratings hae been an e/!ellent "redi!tors o' 'uture "er'orman!e and =manner o'

"er'orman!e>

The addition o' "eer 'eedba!( !an hel" moe the su"erisor into a !oa!hing role rather

than a "urely judging role

?m"loyees re"ort resentment when they beliee that their e/tra e''orts are reBuired to

=ma(e the boss loo( good> as o""osed to meeting the unitCs goals

Diad/antag! o+ -!!r a--raial

It is essential that the "eer ealuators be ery 'amiliar with the team memberCs tas(s and

res"onsibilities

The use o' "eer ealuations !an be ery time !onsuming When used in P8, the data

would hae to be !olle!ted seeral times a year in order to in!lude the results in "rogress

reiews

Peer ealuations are a""ro"riate 'or deelo"mental "ur"oses, but to em"hasiDe them 'or

"ay, "romotion, or job retention "ur"oses may not be "rudent always

&enerally, the identities o' the raters should be (e"t !on'idential to assure honest

'eedba!( ut, in !lose4(nit teams that hae matured to a "oint where o"en

!ommuni!ation is "art o' the !ulture, the deelo"mental "otential o' the 'eedba!( is

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enhan!ed when the ealuator is identi'ied and !an "er'orm a !oa!hing or !ontinuing

'eedba!( role

;e"ending on the !ulture o' the organiDation, "eer ratings hae the "otential 'or !reating

tension and brea(down rather than 'ostering !oo"eration and su""ort

;. SUP'RIOR APPRAISAL

8n a""raisal by su"eriors inoles "roiding !onstru!tie, 'eedba!( about the "er'orman!e o'

any em"loyee as well as his deelo"ment areas during the reiew "eriod It hel"s in setting goals

'or the em"loyees that hel" in a!hiee the organiDational goals and im"roe the "er'orman!e o'

the em"loyee The !areer as"irations o' an em"loyee are also "ut in "ro"er "ros"e!tie


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H To set a standard o' "er'orman!e

5H To raise a standard o' "er'orman!e

H To set a new target where the e/isting ones hae "roed unrealisti!

TH' (BO PROC'SS

UNI,U' &'ATUR'S AND AD*ANTAG'S O& (BO

The "rin!i"le behind *anagement by -bje!ties G*-H is to !reate em"owered em"loyees who

hae !larity o' the roles and res"onsibilities e/"e!ted 'rom them, understand their obje!ties to

be a!hieed and thus hel" in the a!hieement o' organiDational as well as "ersonal goals Some

o' the im"ortant 'eatures and adantages o' *- are:

Clarity o+ goal With *-, !ame the !on!e"t o' S*8


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Large organiDations em"loy 'ull time industrial "sy!hologist, when "sy!hologists are used 'or

ealuationsN they assess an indiidualCs 'uture "otential and not "er'orman!e The a""raisal

normally !onsists o' in de"th interiews, -ychological t!t, dis!ussions with

su"erisors and a reiew o' other ealuations The "sy!hologist may be 'or a s"e!i'i! job

o"ening 'or whi!h the "erson is being !onsidered, or it may be a global assessment

o' his or her 'uture "otential

Pycho#!tric t!tin!lude "ersonality "ro'iles, reasoning tests, motiation Buestionnaires, and

ability assessments These tests try to "roide obje!tie data 'or otherwise subje!tie

measurements 1or e/am"le, i' you want to determine someoneEs attitude, you !an as( the "erson

dire!tly, obsere the "erson in a!tion, or een gather obserations about the "erson 'rom other

"eo"le Aoweer, all o' these methods !an be a''e!ted by "ersonal bias and "ers"e!tie y usinga "sy!hometri! test, you ma(e a more obje!tie and im"artial judgment

What Do Pycho#!tric T!t (!aur!

Psy!hometri! tests !an measure Int!r!t P!ronality and A-titud!.

Interest tests measure how "eo"le di''er in their motiation, alues, and o"inions in

relation to their interests

Personality tests measure how "eo"le di''er in their style or manner o' doing things,

and in the way they intera!t with their enironment and other "eo"le

8"titude tests measure how "eo"le di''er in their ability to "er'orm or !arry out

di''erent tas(s

. (ANAG'('NT GA('S LI%' ROL' PLA)ING

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8 role "laying game is a training session where the 'a!ilitator, "erha"s with an assistant or

two, sets u" a s!enario where the "arti!i"ants are assigned di''erent roles, where those roles

identi'y with those in the situation where "arti!i"ants will 'ind themseles when they

underta(e their wor( in the 'ield

The "lay gies the training "arti!i"ants o""ortunities to a!t out arious roles !hosen to

re"resent a!tual roles that would be in the 'ield situation

-ne im"ortant result is that training "arti!i"ants get an o""ortunity to see the 'ield situation

'rom "ers"e!ties other than those they might be ta(ing in reality That o""ortunity results in

a greater sensitiity to the e/"erien!es o' other "ersons in the 'ield situation

The 'ollow4u" session 'ollowing the "lay gies the training "arti!i"ants an o""ortunity to

analyDe some o' the so!ial dynami!s that o!!ur This obje!tiity is aailable both to those who

ta(e roles 'or a "lay session, and to those who might be obsering the role4"lay session

Stag! to a tandard rol!$-lay !ion

There are three stages to a standard role4"lay session:4

8. S!tting u- th! Play

In the set u" stage, the 'a!ilitator sets the stage This means des!ribing the s!enario and

assigning roles to "arti!i"ants

:. Th! Play Stag!

The se!ond, or "lay stage o' the session is when the trainee "arti!i"ants a!t out their roles

and the "lay is !arried out

;. Th! &ollo1 U-

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The third stage is the 'ollow4u" This is im"ortant and !annot be omitted

7 L'AD'RSHIP 'E'RCIS'S

L!ad!rhi- '6!rci!reBuire the "resen!e o' an e''i!ient team guided by a leader Leadershi"

inoles guiding a grou" o' team members towards a!hieing a "re4de'ined goal Sin!e eery

indiidual di''ers 'rom one another, leadershi" !an be 'urther !hara!teriDed into arious !lasses

and !ategories *ore o'ten than notN su!!ess'ul leadershi" de"ends on the situation ?ery

situation demands a di''erent leadershi" style sin!e there is single style o' leadershi" whi!h !an

su!!ess'ully address eery situation

L!ad!rhi- '6!rci! *ariou Ty-!

(oti/ation" This is one o' the leadership exerciseswhi!h hel" you in not only

understanding the situations but also the "ra!ti!es whi!h motiate team members

8nother a!tiity whi!h !ould be "ut into "ra!ti!e is the obseration o' a grou"Cs rea!tion

on!e a new leader ta(es !harge This a""roa!h that a new leader should 'ollow is also one

o' the moties addressed through this e/er!ise 8nother 'a!tor a''e!ting the su!!ess o' the

team is the leaderCs attitude

Chang! I#-l!#!ntation gi/! you an inight a0out th! 0!ha/ior o+ th! t!a#

#!#0!r during th! cour! o+ a r!tructuring The strategies that arise 'rom su!h

"roblems while restru!turing also o''er ital in'ormation ItCs essential to set !lear

obje!ties to a!hiee su!!ess ;uring this a!tiity, an indiidual ma(es a note o' the

"ro!eedings whereas you are reBuired to e/"lain the tas( obje!ties The 'eedba!(

o''ered by whosoeer is ta(ing down notes guides in e/"laining the bene'its o' !learly

stating the obje!ties to the team members

Cl!ar Co##unication in another ty"e amongst the many leadershi" e/er!ises whi!h

reoles around a!hieing a target whi!h is bound to be a 'ailure i' not "ro"erly!ommuni!ated This a!tiity gauges you on your !ommuni!ation s(ills

(a--ing L!ad!rhi-s(ill is about measuring your s(ill in ma(ing the best "ossible use

o' the resour!es made aailable to you The obje!tie o' this e/er!ise is to em"hasiDe

oer the e''e!tie and o"timum utiliDation o' the resour!es whi!h hae been aailable

This ealuates your leadershi" s(ills

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Cr!ati/! L!ad!rhi-e/er!ises are the most bene'i!ial This a!tiity reBuires the leader

to lead the team towards a su!!ess'ul result The obserersC 'eedba!( is !onsidered ery

!ru!ial sin!e it highlights the short!omings the leader 'a!es while heading a team This

a!tiity is entirely based u"on e''e!tie monitoring, delegation and organiDation o' the

!hores assigned This a!tiity ma(es you learn the !om"letion o' the a!tiity within a

gien time s"an

Solution '6!rci! is also one 'rom the many leadershi" e/er!ises whi!h o''ers the

teammates with in!om"lete in'ormation and itCs the res"onsibility o' the leader to lin(

these bits o' in'ormation and !ome out with a logi!al "i!ture and set 'orth a goal 'or the

team to a!hiee

Pot!ntial A--raial 1hat? th! n!!d

in'orm em"loyees about their 'uture "ros"e!tsN

hel" the organiDation !hal( out o' a suitable su!!ession "lanN

u"date training e''orts 'rom time to timeN

adise em"loyees about what they must do to im"roe their !areer "ros"e!t

TOOLS US'D

Psy!hometri! Tests

Interiews4 ba!(ground interiews, !riti!al in!identsituational interiews

Leaderless &rou" ;is!ussions

In bas(et Te!hniBues

*anagement &ames


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POT'NTIAL APPRAISAL &OR(

Potential a""raisalis an im"ortant "art o' the a""raisal "ro!ess 8""raising an em"loyeeCs

"otential hel"s to ealuate and hisher !a"ability 'or growth and deelo"ment to greater

!hallenges, res"onsibilities and "ositions in the organisational hierar!hy *ost organisations

in!or"orate "otential a""raisal in their a""raisal "ro!esses 'or identi'ying and deelo"ing

suitable em"loyee base 'or su!!ession "lanning

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This Per'orman!e a""raisal !on!entrates on the 'uture, based on the "er'orman!e o' the "ast and

hel"s in deelo"ing the "ersonal interests o' the em"loyees in alignment to the organisational

goals

With the hel" o' the -ot!ntial a--raial +or#, the em"loyees indiiduals are judged on arious

"er'orman!e and behaioral "arameters li(e:

The "er'orman!e areas in whi!h the im"roement or deelo"ment is indi!ated

The a!!om"lishments and the targets a!hieed in the !urrent a""raisal "eriod

-erall rating o' the "er'orman!e

What s(ills, (nowledge, !om"eten!ies and Bualities should be deelo"edR

Aas the em"loyee ta(en any ste"s 'or im"roing his "er'orman!e and his !areer

deelo"mentR


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The name o' the em"loyee

;esignation

;ate o' joining

;ate o' last a""raisal

;e"artment


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subje!tie se!tion as(ing 'or suggestions and the !hoi!e o' dis!ussing any other to"i! that the

em"loyee 'eels the need to raise and dis!uss

POT'NTIAL APPRAISAL S)ST'(

Th! +ollo1ing ar! o#! o+ th! r!7uir!#!nt and t!- to 0! +ollo1!d 1h!n introducing a

-ot!ntial a--raial yt!#"

Role Description

8 good "otential a""raisal system would be based on !larity o' roles and 'un!tions asso!iated

with the di''erent roles in an organisation This reBuires e/tensie job des!ri"tions to be made

aailable 'or ea!h job These job des!ri"tions should s"ell out the arious 'un!tions inoled in

"er'orming the job

Qualities Required:

esides job des!ri"tions, it is ne!essary to hae a detailed list o' Bualities reBuired to "er'orm

ea!h o' these 'un!tions These Bualities may be broadly diided into 'our !ategories

G#H Te!hni!al (nowledge and s(ills,

G2H *anagerial !a"abilities and Bualities,

G3H ehaioral !a"abilities, and

GH +on!e"tual !a"abilities

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Indicators o Qualities:

8 good "otential a""raisal system besides listing down the 'un!tions and Bualities would also

hae arious me!hanisms 'or judging these Bualities in a gien indiidual Some o' the

me!hanisms 'or judging these Bualities are

GaH


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Potential a""raisal should be lin(ed with other human resour!e management

elements su!h as "roiding 'eedba!( and !ounseling, training and deelo"ment,

"romotion, job rotation, et! to ma(e the a""raisal meaning'ul

GAUGING '(PLO)''S POT'NTIAL &OR (ANAG'('NT POSITION

The aim o' "otential assessment is to identi'y training and deelo"ment needs, "roide guidan!e

on "ossible dire!tions in whi!h an indiidualEs !areer might go, and indi!ate who has "otential

'or "romotion

8 more !om"rehensie a""roa!h is "roided by the use o' assessment !entres These in!or"orate

a range o' assessment te!hniBues and ty"i!ally hae the 'ollowing 'eatures:

The 'o!us o' the !entre is on behaiour

?/er!ises are used to !a"ture and simulate the (ey dimensions o' the job These in!lude

one to one role "lays and grou" e/er!ises It is assumed that "er'orman!e in these

simulations "redi!ts behaior on the job

Interiews and tests will be used in addition to grou" e/er!ises

Potential is measured in seeral dimensions in terms o' the !om"eten!ies reBuired to

a!hiee the target leel o' "er'orman!e in a "arti!ular job or at a "arti!ular leel in the

organiDation

Seeral !andidates or "arti!i"ants are assessed together to allow intera!tion and to ma(e

the e/"erien!e more o"en and "arti!i"atie

Seeral assessors or obserers are used in order to in!rease the obje!tiity o' assessments

Inoling senior managers is desirable to ensure that they EownE the "ro!ess 8ssessors

must be !are'ully trained

8ssessment !entres "roide good o""ortunities 'or indi!ating the e/tent to whi!h !andidates

mat!h the !ulture o' the organiDation This will be established by obseration o' their behaiour

in di''erent but ty"i!al situations, and by the range o' the tests and stru!tured interiews that are

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"art o' the "ro!eedings 8ssessment !entres also gie !andidates a better 'eel 'or the organiDation

and its alues so that they !an de!ide 'or themseles whether or not they are li(ely to 'it

CONCULING CO(('NTS

Potential 8""raisal is another "ower'ul tool o' em"loyee deelo"ment Whether managers realise

it or not, they are a!!ustomed to ma(ing "otential assessments ?ery time a manager

re!ommends or 'ails to re!ommend an em"loyee 'or a "romotion, a "otential assessment has, in

'a!t, been made The "ro!ess o' assessing the managerial "otential o' em"loyees deals with the

Buestion o' whether or not they hae the ability to handle "ositions in the 'uture whi!h inole

!onsiderably more res"onsibility than what they hae right now 8s long as indiiduals are

iewed as being able to handle in!reased or di''erent res"onsibilities, they would be !onsidered

to hae "otential Geither latent or isibleH Potential a""raisal may thus be de'ined as a "ro!ess o'

determining an em"loyeeCs strengths and wea(nesses with a iew to use this as a "redi!tor o' his

'uture "er'orman!e This would hel" determine the "romotabilty o' an indiidual to a higher

"osition and hel" !hal( out his !areer "lan The 'undamental di''eren!e between reiewing

"er'orman!e and assessing "otential is in the !riteria used In reiewing "er'orman!e, the

!riterion used is what goals the em"loyee a!hieed and what s(ills he or she !urrently "ossesses

that !ould be indi!ators o' his or her ability to assume di''erent or more adan!ed

res"onsibilities *anagers !annot rely e/!lusiely on "ast "er'orman!e sin!e a "ersonCs ability to

adeBuately handle one leel o' res"onsibility does not ne!essarily mean that he or she !an

"er'orm well in a "osition with a higher leel or di''erent res"onsibility It is this that ma(es

"otential a""raisal a ery !ru!ial !riti!al area I' an em"loyee without reBuisite abilities is

"romoted to a higher "osition and does not "er'orm as "er e/"e!tations, then it be!omes

im"ossible to demote him Thus, he is unable to "er'orm at the higher leel and be!omes a

M"assengerC in the system It is right'ully assumed that eery indiidual has "otential, low or

high *any organiDations hae "eo"le whose "otential being lowN "er'orman!e too is not u" to

the mar( Whilst the Buestion in our minds hoers around how su!h "eo"le got into the system,

the 'a!t remains that they do not !ontribute to the organiDationCs "er'orman!e 8 major "roblem

that !om"anies 'a!e is ta!(ling the "roblem !hildren They !an and hae the ability to "er'orm

but do not "er'orm and do not !ontribute to the organiDationCs "er'orman!e This is mainly seen

as an attitudinal "roblem 1urther, these "roblem !hildren bas( in the glory o' their "otential but

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and be "re"ared to dis!uss them with the em"loyee at the !on!luding assessment meeting The

em"loyee should also be "re"ared to dis!uss behaioural e/am"les that demonstrate ability and

need 8t the assessment meeting, the manager and em"loyee jointly reiew their obserations

This dis!ussion should in!lude the identi'i!ation o' the em"loyeeCs s(ill strengths and

deelo"mental needs The manager then "roides a written assessment in the 'orm o' Msummary

statementC Ksually about one "aragra"h in length, the summary "roides the em"loyee with a

brie', !lear statement o' where he or she stands regarding "otential 8n im"ortant !on!e"t to be

!oneyed during this meeting is that, while the em"loyee may be assessed as haing "otential 'or

a higher leel or di''erent "osition, no "romises o' a "arti!ular job !an be made e'ore the

!on!lusion o' this meeting, the "air should 'ormulate a deelo"ment "lan Gie de!ide on new

deelo"ment a!tiitiesH that the em"loyee !an "ursue in order to hel" realise his or her "otential

Let us realise that there are no short!uts to the su!!ess'ul im"lementation o' "otential a""raisal

I' "otential a""raisal is done in a systemati! way it would !ontribute to haing well designed

!areer "lan that would indi!ate the "re'erred growth "ath o' an indiidual in an organisation 1or

e/am"le, a "ost4graduate di"loma or degree holder in mar(eting management would as"ire 'or

!areer aenues in mar(et resear!h, sales management, adertising and su!h 8n indiidual

s"e!ialised in A


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59


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POT'NTIAL ASS'SS('NT

In !onsonan!e with the "hiloso"hy o' human resour!e deelo"ment that has re"la!ed the

erstwhile "ersonnel management in many organiDations,, more em"hasis has been laid on thea""raisal o' the em"loyeesC "otential in addition to their "er'orman!e *any !om"anies, whi!h

!arry out "er'orman!e a""raisal, also (ee" re!ords on the "otential o' their em"loyees 'or 'uture

"romotion o""ortunities The tas( o' identi'ying "otential 'or "romotion !annot be easy 'or the

a""raising manager, sin!e !om"eten!e o' a member o' sta'' to "er'orm well in the !urrent job is

not an automati! indi!ator o' "otential 'or "romotion Fery o'ten the 'irst !lass salesman is

"romoted to be!ome a medio!re sales manager, the e/!ellent !hie' engineer is "romoted to

be!ome a ery "oor engineering dire!tor, and the star 'ootball "layer struggles to be a 'ootball

manager The 'ollowing are some o' the reBuirements and ste"s to be 'ollowed when introdu!ing

a "otential a""raisal system:

Rol! D!cri-tion"8 good "otential a""raisal system would be based on !larity o' roles and

'un!tions asso!iated with the di''erent roles in an organiDation This reBuires e/tensie job

des!ri"tions to be made aailable 'or ea!h job These job des!ri"tions should s"ell out the

arious 'un!tions inoled in "er'orming the job ualities


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GaH rating by others,

GbH "sy!hologi!al tests,

G!H simulation games and e/er!ises,

GdH "er'orman!e a""raisal re!ords

Organi@ing th! Syt!#"-n!e the 'un!tions, the Bualities reBuired to "er'orm these 'un!tions,

indi!ators o' these Bualities, and me!hanisms 'or generating these indi!ators are !lear, the

organiDation is in a sound "osition to establish and o"erate the "otential a""raisal system Su!h

establishment reBuires !larity in organiDational "oli!ies and systematiDation o' its e''orts The

"arameters 'or the "otential reiew assessment !onsidered in this study are as 'ollows:

Grou- !++!cti/!n!

8bility to deelo" subordinates

8nalyti!al 8bility

readth o' ision

-wnershi" and 8!!ountability

Team S(ills

8 brie' e/"lanation on the "arameters based on whi!h the Potential 8ssessment is done: &rou"

?''e!tieness uestions "ertaining to grou" e''e!tieness measured the em"loyee in the a!"e!ts

o' im"roing the morale o' the team, aligning the team to the organiDational obje!ties,

e''e!tiely utiliDing the resour!es to o"timiDe the "rodu!tiity and in dire!ting and !oordinating

the team a!tiities

A0ility to d!/!lo- u0ordinat!

?m"loyees were rated in the as"e!t o' their ability to deelo" subordinates mental s(ills,

"roiding guidan!e to them, giing o""ortunities 'or the team members to grow and deelo"

their s(ills and in mentoring the team members

Analytical A0ility

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?m"loyees were also ealuated on their analyti!al s(ills based on their !a"a!ity to brea(down

!om"le/ business situations into manageable terms, in analyDing the situations to arrie at

"atterns 'or any "arti!ular "roblem or issue, in identi'ying the strength and wea(ness o' a team to

"lan a!tiities a!!ordingly

Br!adth o+ *iion

?m"loyees were also rated with res"e!t to their ability to e/amine a "roblem or a business

situation in a broader !onte/t and in their sensitiity in ta(ing de!isions !onsidering all the

sta(eholders

O1n!rhi- and Accounta0ility

?m"loyees were rated on their ability to go the e/tra mile and ta(e a!!ountability 'or their

a!tion

T!a# S5ill

?m"loyees were also rated on their ability to adhere with the team and su""orting the team in its

'un!tion 8 Buestionnaire was deelo"ed based on the aboe dimensions and was administered to

0 ?m"loyees as "art o' the "ilot 5 Point rating s!ale was em"loyed 'or the same with 5 beingthe highest and # being the lowest The "ur"oses o' a "otential reiew are:

# To in'orm em"loyees o' their 'uture "ros"e!ts

2 To enable the organiDation to dra't a management su!!ession "rogramme

3 To u"date training and re!ruitment a!tiities

To adise em"loyees about the wor( to be done to enhan!e their !areer

Rol! o+ Pot!ntial A!#!nt in Car!!r Path"

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-ne o' the im"ortant obje!ties o' a""raisal, "arti!ularly "otential a""raisal is to hel" em"loyees

to moe u"wards in the organiDation Peo"le do not li(e to wor( on dead end jobs Aen!e, a

!areer ladder with !learly de'ined ste"s be!omes an integral !om"onent o' human resour!es

management *ost A


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!an e''e!tiely im"roe the su!!ession "lanning "ro!ess by hel"ing *anagers identi'y the

su!!essors based not only on their "er'orman!e but also on the "otential that they "ossess

INTRODUCTION TO WAHID SANDHAR SUGARS LTD 3PHAGWARA4

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There are 507 sugar industries in India, 23 in Punjab and only one in Phagwara namely Wahid

Sandhar sugar mill ltd Phagwara is a leading !om"any in the sugars whi!h is engaged in the

"rodu!tion o' sugar, molasses and other by "rodu!ts The %arang grou" set u" in the Phagwara

sugar mill 'ormally (nown as jagjit sugar *ill +om"any limited In the year #$33, ;r &o(al

+hand %arang was the 'ounder o' the mill The 'a!tory was set u" at initial with !rushing

!a"a!ity o' 00 tones "er day and was in!reased to #000 tones "er day In #$.7, the

management o' mill too( oer by oswal grou" under the !hairmanshi" o' sh 8bhey -swal then

!rushing !a"a!ity to 000 tons "er day in #$.$ -n # thSe"tember 2000, this mill was ta(en oer

in the "artnershi" o' Wahid Sandhar &rou" Knder the !hairmanshi" o' managing dire!tor sh

Su(hbir Singh sandhar the "resent !rushing !a"a!ity is 500 tones "er day

The raw material o' sugar!ane is su""lied to the 'a!tory through !ane !or"oratie so!iety name:4

Phagwara cane Grover society ltd.

Phillaur cane Grover society ltd.

Garhshanar cane Grover cor!orative society ltd.

These so!iety arranged sugar su""ly in the 'a!tory through their member &roer These so!iety

at the rate o' 509 "er "aisa in the !ane su""ly "aid by ea!h so!iety to en!ourage the 'armers to

being more under sugar !ane they are giing to the 'armer these in!enties su!h as interest 'ree

loan subsidies adjusted "lant "rodu!tion !hemi!als high a G6iran&ahiH where in basi! ne!essities

hae been "roided e/!lusiely 'or the use o' the 'armers They hae a good "ar(ing yard in

'ront o' their 'a!tory main gate where in!oming !ane to loaded trolleys and !arts all "ar(ed in

addition to this thy hae a!Buired a suitable 'a!t 'or "a!(ing o' su!h !ane loader ehi!les oth

the "la!es 00 !anes trolleys !an be "ar(ed whi!h are !rushed in # hours time y "rodu!tion in

Wahid Sandhar sugars limited is as below:4

o 4 tones o" #olasses

o 3 tones o" !resu#ed

o 0.3 tones o" "urnace ash and 1.5 w !ower

o 30 tones cane to!s and leave

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HISTORICAL BAC%GROUND O& TH' CO(PAN)

The Wahid sandhar sugars ltd Phagwara is a l

5eading !om"any in the sugar whi!h is engaged in the "rodu!tion o' sugar, molasses and other

by "rodu!ts The !om"any is really a good e/am"le o' a great "rogress in ery less time 8s we

!an list its milestones in the 'ollowing manner:4

1. $here is only one sugar industry in !hagwara which was set u! %y narang

grou! "or#ally nown as &ag&it sugar 'ill (o#!any li#ited. $he initial

crushing ca!acity o" the co#!any was 400 tones !er day which was

increase to 1000 tones !er day in the year 1933 %y )r Goal chand

narang. *e was the "ounder #e#%er o" this #ill.

2. +n august 1987 the oswal grou! too over %y oswal grou! under the

chair#anshi! o" sh. ,%hey oswal then crushing ca!acity to 4000 tones !er

day.

3. +n 1989- they setu! new !lant in sugar #ill.

4. n 16th/e!te#%er 2000- this #ill was taen over in the !artnershi! o"

ahid sandhar grou!. nder the chair#anshi! o" #anaging director sh.

/uh%ir /ingh sandhar the !resent crushing ca!acity is 4500 tones !er

day.

TH' R'ASONS &OR CHOOSING ABOUT WAHID SANDHAR SUGARS LTD

1. )ue to its re!utation.

2. +ts sound relations with its e#!loyees

3. ,wareness o" social res!onsi%ilities.

4. +t en&oys ecellent credit worthiness a#ong su!!liers- custo#ers- %aners

and creditors.

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CO(PAN)?S PRO&IL'

a#e o" industrial concern ahid sandhar sugars ltd.

)ate o" incor!oration registration in the year 1933

)ate o" co##ence#ent o" %usiness 16th/e!te#%er 2000

/ector !rivate

ocation G.$. road Phagwara

installed ca!acity 4500 tones !er day

initial crushing ca!acity 400 tones !er day

registered oce ahid sandhar sugars ltd- Phagwara- and a!urthla

( na#e sandee! ahid

,nnual turnover s 50 to s 250 crore

u#%er o" e#!loyees a%ove 1000

ature o" co#!any #anu"acturer.

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BRI'& INTRODUCTION O& TH' CO(PAN)"$

CO(PAN) STATUS

Total sugar industries in India :4 507

Total sugar industries in Punjab:4 23

In "hagwara established in:4 #$33

Set u" by:4 narang grou" 'ormally (nown as jagjit sugar mill !o

1ounder o' the mill:4 ;r &o(al !hand narang

Installed !a"a!ity: 00 tones "er day

Present !a"a!ity:4 000 tones "er day

?/"orts !ountries:4 8meri!a, +anada, ?ngland and Pa(istan

Se!tor:4 "riate

Lo!ation:4 &T road Phagwara

*ain su""liers:4 lo!al 'armers GPhagwaraH


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(harted accountant- udhiana.

CONTRIBUTION TOWARDS

SOCI'T)"$

$wo schools are o!ened %y ahid sandhar ltd.

, clu% is also o!ened %y ahid sandhar is nown as :)ev (lu%;.

, sewing centre has %een also o!ened %y ahid sandhar ltd.

TRUST"$

*ill has its own trust namely jagjit trust

The trust has established in the year #$ The entire "roident 'und !ut 'rom the

em"loyeeCs salary is de"osited in this trust

*ill gies the annually re!ord o' this "roident 'und to the goernment

Production -att!rn in Wahid Sandhar Sugar Ltd"$

(ain -roduct"$

/ugars

'olasses


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Sugar"$

Produ!tion o' sugar is seasonal The "rodu!tion season starts 'rom #st%oember to 30th8"ril

(ola!"$

It is used as raw material 'or al!ohol "rodu!ts in distilleries and in !attle 'eed industries It is also

used in !asting

Bag ga!"$

It is used in "a"erboard ma(ing and as 'ull boilers

Pr!u#!d"$

It is used as 'ertiliDers in the 'ield and 'or bio !om"ort ma(ing

,UALIT) POLIC) O& WAHID SANDHAR SUGAR LTD

The motto o' Wahid Sandhar Sugar Ltd uality "oli!y is !ustomerCs satis'a!tion They !ommit

themseles to "rodu!e and delier su!h a material su!h as to meet the !ustomerCs Buality

e/"enditure

Thi i achi!/!d 0y"$

+denti"ying the custo#er=s re>uire#ent and translating the# into !roducts.

Purchasing the !rocess o" %eing a%out continuous i#!rove#ent %y the

e#!loyees o" the co#!any.

nsuring the >uality a%out insurance syste# and !rocedures are highly

#aintained and continuously u!graded to re?ect custo#er=s changing

re>uire#ent.

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CRUSHING CAPACIT) F R'CO*'R) P'RC'NTAG'"$

71

Years Percentage Totalquantity o

canecrushed in Qtls.

2000-2001 0!0"#0!02 lacs

2001-2002 0$!$""1!1% lacs

2002-200# 10!%%"0!&2 lacs


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SUGG'TIONS

It is not an easy tas( to re!ommend suggestions to su!h large organiDation ;uring the training

"eriod o' si/ wee(s, I am able to suggest that:

The sta'' was not ready to deote mu!h time 'or "roiding the data to us

There is e/tremely bad smell in the "rodu!tion unit and the "la!es around it Proisions should be

made to e/haust the bad smell

Wor(ers o' wahid sandhar sugars mill ltd 8re not so !o4o"erate They should !o4o"erated ea!h

other to !reate 'riendly enironment and 'or a!hieing their organiDational goals

?''orts should be made to ma(e "rodu!tion unit hygieni!

Wor(ers do not li(e to "arti!i"ate in to" management The management should motiate wor(ers

to "arti!i"ate in de!ision ma(ing and other suggestion s!hemes

WP( AT SUGAR (ILL

There are arious grou"s o' managerial de!isions that hae a dire!t im"a!t on the em"loyees o'

an organiDation These de!isions are the so!ial, "ersonnel and the e!onomi! de!isions The

wor(ersC re"resentatie in Wahid sandhar sugars ltd "lay a use'ul role in sa'eguarding the

interests o' wor(ers Wor(ers !an sere as a guide and a !ontrol element Wor(ers!an "reail

u"on to" management not to ta(e measures that would be un"o"ular with the em"loyees

Wor(ers !an guide the oard members on matters o' inestment in em"loyee bene'it s!hemes

WAHID SANDHAR SUGARS LI(IT'D US'S TH' &OLLOWING ('THODS &OR

'NCOURAGING WOR%'RS PARTICIPATION IN (ANAG'('NT

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&inancial Partici-ation"

This method inoles less !onsultations or een joint de!isions Per'orman!e o' the organiDation

is lin(ed to the "er'orman!e o' the em"loyee The logi! behind this is that i' an em"loyee has a

'inan!ial sta(e in the organiDation, heshe is li(ely to be more "ositiely motiated and inoled

Total ,uality (anag!#!nt:

T* re'ers to the dee" !ommitment, almost obsession, o' an organiDation to Buality ?ery ste"

in !om"anyCs "ro!esses is subje!ted to intense and regular s!rutiny 'or ways to im"roe it

Partici-ation through Sugg!tion Sch!#!"

?m"loyeesC iews are inited and reward is gien 'or the best suggestion With this s!heme, the

em"loyeesC interest in the "roblems o' the organiDation is aroused and maintained Progressie

managements in!reasingly use the suggestion s!hemes Suggestions !an !ome 'rom arious

leels The ideas !ould range 'rom !hanges in ins"e!tion "ro!edures to design !hanges, "ro!ess

sim"li'i!ation, "a"er4wor( redu!tion and the li(e -ut o' arious suggestions, those a!!e"ted

!ould "roide marginal to substantial bene'its to the !om"any The rewards gien to the

em"loyees are in line with the bene'its deried 'rom the suggestions

Partici-ation through Coll!cti/! Bargaining:

Through the "ro!ess o' +, management and wor(ers may rea!h !olle!tie agreement regarding

rules 'or the 'ormulation and termination o' the !ontra!t o' em"loyment, as well as !onditions o'

seri!e in an establishment ?en though these agreements are not legally binding, they do hae

some 'or!e 1or + to wor(, the wor(ersC and the em"loyersC re"resentaties need to bargain in

the right s"irit ut in "ra!ti!e, while bargaining, ea!h "arty tries to ta(e adantage o' the other

This "ro!ess o' + !annot be !alled WP* in its strongest sense as in realityN + is based on the

!rude !on!e"t o' e/er!ising "ower 'or the bene'it o' one "arty WP*, on the other hand, brings

both the "arties together and deelo"s a""ro"riate mutual understanding and brings about a

mature res"onsible relationshi"

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WAHID SANDHAR SUGARS LI(IT'D US'S TH' &OLLOWING

('THODS &OR 'NCOURAGING WOR%'RS PARTICIPATION IN

(ANAG'('NT

R'PR'S'NTATI*' ON TH' BOARD

-ne or more re"resentatie o' the wor(erCs !an be ta(en by the board o' dire!torCs

Wor(ers are there'ore 'ully asso!iated with to" de!ision ma(ing body They are thus

res"onsible 'or the su!!ess'ul im"lementation o' all "lans

DISCUSSIONS

In this system, managers or e/e!uties !alled a meeting o' wor(erCs and share the

in'ormation with them wheneer they 'eel ne!essary they e/"lain the "roblems to wor(er

and gie in'ormation to them and inite suggestions 'rom them The wor(erCs gie their

o"inions to managers to sole their "roblems

LABOUR (ANAG'('NT CORPORATION

Su!h methods hae been deised in away that wor(ers re"resentaties are !onsulted 'or

a!tiities relating to their wel'are, wor(ing !onditions or routine matters The

re"resentatie o' the management and wor(ers sit together and dis!us the issues and 'ind

out suitable suggestions The wor(ers !ommittees assigned issues li(e !ondition o' wor(,

sa'ety measures and labour wel'are )oint management !oun!ils hae wide role to "lay

SUGG'TIONS

Knder this system the em"loyees are en!ouraged to ma(e suggestions 'or im"roement in

"roblem o' organiDation are !onsulted with wor(ers and inite suggestions 'rom them

then wor(ers 'eel li(e a "art o' organiDation

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R'PR'S'NTATI*' ON TH' BOARD

-ne or more re"resentatie o' the wor(erCs !an be ta(en by the board o' dire!torCs

Wor(ers are there'ore 'ully asso!iated with to" de!ision ma(ing body They are thus

res"onsible 'or the su!!ess'ul im"lementation o' all "lans

DISCUSSIONS

In this system, managers or e/e!uties !alled a meeting o' wor(erCs and share the

in'ormation with them wheneer they 'eel ne!essary they e/"lain the "roblems to wor(er

and gie in'ormation to them and inite suggestions 'rom them The wor(erCs gie their

o"inions to managers to sole their "roblems

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PRO*ISIONS R'LATING TO WOR%'RS R'GARDING H'ALTH

SA&'T) AND W'L&AR' UND'R TH' &ACTOR) ACT 8


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Preent the inhalation o' dust

Preent a!!umulation o' dust and 'umes in wor(rooms

LIGHTING

?ery "art o' mill is "roided with suitable lighting oth arti'i!ial and manual lights are

"roided in the sugar mill

DRIN%ING WAT'R

In sugar mill "ro"er and e''e!tie arrangements are made to "roide drin(ing water to wor(ers

1ollowing rules are obsered in mill:

8ll water "oints !learly mar(ed as =drin(ing water> in the language understood by

wor(ers

Su!h water "oints are situated at the distan!e o' meters o' any wor(ing "la!e, urinals

et!

SPITTONS

Sugar mill "roided a su''i!ient number o' s"ittoons to wor(ers at !onenient "la!es These all

are maintained in !lean and hygieni! !onditions

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PRO*ISIONS R'GARDING SA&'T) O& WOR%'RS

Sa'ety is a basi! and "rimary reBuirement in a 'a!tory Knless the li'e o' wor(ers is se!ure,

smooth and "ro"er, the wor(ing !annot be ensured in any 'a!tory se!tions 2# to # o' the a!t

!ontains the "roisions regarding the sa'ety o' wor(ers Wahid sandhar sugars ltd 'ollows the

'ollowing "roisions:

8. &'NCING O& (ACHINAR)"

In Wahid sandhar sugar mill ltd, 'ollowing ma!hinery is se!urely 'en!ed by sa'eguards:

?ery moing "art o' "rime moer and eery 'ly wheel !onne!ted to a "rime moer

The headra!e and tailra!e o' eery water wheel and water turbine

8ny "art o' sto!( bar whi!h "roje!t beyond the headsto!( o' a lathe

:. WOR% ON OR N'AR (ACHINAR) IN (OTION"

Knder this "roision the e/amination and lubri!ation et! o' ma!hinery ehile in motion, is

!arried out only by a signi'i!ally trained adult wor(er wearing tight 'itting !lothing

su""lied by the o!!u"ier The name o' su!h "erson is re!orded in the register "res!ribed

'or the "ur"ose %o women or young "erson is allowed to !lear, lubri!ate or adjust any

"art o' the ma!hinery while in motion

;. '(PLO)'('NT O& )OUNG P'RSON ON DANG'ROUS (ACHIN'S"

%o "erson is allowed to wor( at any dangerous ma!hine unless:

Ae has been 'ully instru!ted as to the dangerous arising in !onne!tion with the ma!hine

and the "re!aution to be obsered

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Ae has reised su''i!ient training in a wor( at the ma!hine or is under adeBuate

su"erision by a "erson who has a thorough (nowledge and e/"erien!e o' ma!hine


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Knder this s!heme, the em"loyees are en!ouraged to ma(e suggestions 'or im"roements

Wor(ers at all leel o' the organiDation 'rom to" to the bottom are to made their suggestions

orally to the to" management:

1. In!rease "rodu!tiity

2. Wor( sim"li'i!ation

3 *aterial handling

;e!rease in wastage, s"oilage, mishandling o' tools or ma!hines

5 In!rease in Buality

Sa'ety and se!urity measures et!

The wor(ers may suggest some new methods o' "rodu!tion or new s!heme 'or all

these The suggestions are "ut be'ore a !ommittee o' the management 'or se!urity est

method and s!hemes are (e"t and other reje!t

'#-o1!r!d T!a#"

?m"owerment o!!urs when authority and res"onsibility are "assed on to the em"loyees who

then e/"erien!e a sense o' ownershi" and !ontrol oer their jobs ?m"loyees may 'eel more

res"onsible, may ta(e initiatie in their wor(, may get more wor( done, and may enjoy the wor(

more

Partici-ation through Sugg!tion Sch!#!"

?m"loyeesC iews are inited and reward is gien 'or the best suggestion With this s!heme, theem"loyeesC interest in the "roblems o' the organiDation is aroused and maintained Progressie

managements in!reasingly use the suggestion s!hemes Suggestions !an !ome 'rom arious

leels The ideas !ould range 'rom !hanges in ins"e!tion "ro!edures to design !hanges, "ro!ess

sim"li'i!ation, "a"er4wor( redu!tion and the li(e -ut o' arious suggestions, those a!!e"ted

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!ould "roide marginal to substantial bene'its to the !om"any The rewards gien to the

em"loyees are in line with the bene'its deried 'rom the suggestions

Partici-ation through Coll!cti/! Bargaining "

Through the "ro!ess o' +, management and wor(ers may rea!h !olle!tie agreement regarding

rules 'or the 'ormulation and termination o' the !ontra!t o' em"loyment, as well as !onditions o'

seri!e in an establishment ?en though these agreements are not legally binding, they do hae

some 'or!e 1or + to wor(, the wor(ersC and the em"loyersC re"resentaties need to bargain in

the right s"irit ut in "ra!ti!e, while bargaining, ea!h "arty tries to ta(e adantage o' the other

This "ro!ess o' + !annot be !alled WP* in its strongest sense as in realityN + is based on the

!rude !on!e"t o' e/er!ising "ower 'or the bene'it o' one "arty WP*, on the other hand, brings

both the "arties together and deelo"s a""ro"riate mutual understanding and brings about a

mature res"onsible relationshi"

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SUGG'STIONS

Knder this system the em"loyees are en!ouraged to ma(e suggestions 'or im"roement in

"roblem o' organiDation are !onsulted with wor(ers and inite suggestions 'rom them

then wor(ers 'eel li(e a "art o' organiDation

WOR%'RS CONTRIBUTION IN ,UALIT) CONTROL

D'&INITION O& ,UALIT) CONTROL

uality !ontrol G+H is a "ro!edure or set o' "ro!edures intended to ensure that a manu'a!tured

"rodu!t or "er'ormed seri!e adheres to a de'ined set o' Buality !riteria or meets the

reBuirements o' the !lient or !ustomer + is similar to, but not identi!al with, Buality assuran!e

G8H 8 is de'ined as a "ro!edure or set o' "ro!edures intended to ensure that a "rodu!t or

seri!e under deelo"ment Gbe'ore wor( is !om"lete, as o""osed to a'terwardsH meets s"e!i'ied

reBuirements 8 is sometimes e/"ressed together with + as a single e/"ression, Buality

assuran!e and !ontrol G8+H

In order to im"lement an e''e!tie + "rogram, an enter"rise must 'irst de!ide whi!h s"e!i'i!

standards the "rodu!t or seri!e must meet Then the e/tent o' + a!tions must be determined

G'or e/am"le, the "er!entage o' units to be tested 'rom ea!h lotH %e/t, real4world data must be

!olle!ted G'or e/am"le, the "er!entage o' units that 'ailH and the results re"orted to management

"ersonnel 8'ter this, !orre!tie a!tion must be de!ided u"on and ta(en G'or e/am"le, de'e!tie

units must be re"aired or reje!ted and "oor seri!e re"eated at no !harge until the !ustomer is

satis'iedH I' too many unit 'ailures or instan!es o' "oor seri!e o!!ur, a "lan must be deised to

im"roe the "rodu!tion or seri!e "ro!ess and then that "lan must be "ut into a!tion 1inally, the

+ "ro!ess must be ongoing to ensure that remedial e''orts, i' reBuired, hae "rodu!ed

satis'a!tory results and to immediately dete!t re!urren!es or new instan!es

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PRO*ISIONS R'LATING TO WOR%'RS R'GARDING H'ALTH

SA&'T) AND W'L&AR' UND'R TH' &ACTOR) ACT 8


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Pro"er arrangements are made in the mill 'or the treatment o' wastes due to manu'a!turing

"ro!ess

*'NTILATION AND T'(P'RATUR'

In sugar mill the "ro!ess whi!h "rodu!es high tem"erature is se"arated 'rom the wor(rooms by

insulating the hot "arts or by others means

DUST AND &U('S

1ollowing ste"s are ta(en in wahid sandhar sugars mill ltd:

Preent the inhalation o' dust

Preent a!!umulation o' dust and 'umes in wor(rooms

LIGHTING

?ery "art o' mill is "roided with suitable lighting oth arti'i!ial and manual lights are

"roided in the sugar mill

DRIN%ING WAT'R

In sugar mill "ro"er and e''e!tie arrangements are made to "roide drin(ing water to wor(ers

1ollowing rules are obsered in mill:

8ll water "oints !learly mar(ed as =drin(ing water> in the language understood by wor(ers

Su!h water "oints are situated at the distan!e o' meters o' any wor(ing "la!e, urinals et!

SPIT TONS

Sugar mill "roided a su''i!ient number o' s"ittoons to wor(ers at !onenient "la!es These all

are maintained in !lean and hygieni! !onditions

PRO*ISIONS R'GARDING SA&'T) O& WOR%'RS

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Sa'ety is a basi! and "rimary reBuirement in a 'a!tory Knless the li'e o' wor(ers is se!ure,

smooth and "ro"er, the wor(ing !annot be ensured in any 'a!tory se!tions 2# to # o' the a!t

!ontains the "roisions regarding the sa'ety o' wor(ers Wahid sandhar sugars ltd 'ollows the

'ollowing "roisions :

&'NCING O& (ACHINAR)"

In wahid sandhar sugar mill ltd, 'ollowing ma!hinery is se!urely 'en!ed by sa'eguards:

?ery moing "art o' "rime moer and eery 'ly wheel !onne!ted to a "rime moer

The head ra!e and tail ra!e o' eery water wheel and water turbine

8ny "art o' sto!( bar whi!h "roje!t beyond the headsto!( o' a lathe

WOR% ON OR N'AR (ACHIN'R) IN (OTION"

Knder this "roision the e/amination and lubri!ation et! o' ma!hinery ehile in motion,

is !arried out only by a signi'i!ally trained adult wor(er wearing tight 'itting !lothing

su""lied by the o!!u"ier The name o' su!h "erson is re!orded in the register "res!ribed

'or the "ur"ose %o women or young "erson is allowed to !lear, lubri!ate or adjust any

"art o' the ma!hinery while in motion

'(PLO)('NT O& )OUNG P'RSON ON DANG'ROUS (ACHIN'S"

o %o "erson is allowed to wor( at any dangerous ma!hine unless:

o Ae has been 'ully instru!ted as to the dangerous arising in !onne!tion with the ma!hine

and the "re!aution to be obsered

o Ae has reised su''i!ient training in a wor( at the ma!hine or is under adeBuate

su"erision by a "erson who has a thorough (nowledge and e/"erien!e o' ma!hine

STRI%ING G'AR AND D'*IC'S &OR CUTTING O&& POW'R "

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In sugar mill suitable dei!es 'or !utting "ower in emergen!ies 'rom running ma!hinery

are "roided and maintained in eery wor( room

LI&TING CHAINS (ACHIN'S ROP'S AND LI&TING TAC%L'S"

In wahid sandhar sugars ltd the 'ollowing "roisions are 'ollowing with res"e!t li'ting

ma!hines, !hains and ro"es 'or the "ur"ose o' raising or lowering o' good "ersons or

materials These shall be:

-' good !onstru!tion and sound material

Pro"erly maintained

Thoroughly e/amined by a !om"etent "erson at least ones in eery year

R'*OL*ING (ACHIN'R) "

In eery room in a mill in whi!h the "ro!ess o' grinding is !arried on, these shall be

"ermanently a''i/ed to or "la!ed or near ea!h ma!hines in use, a noti!e indi!ating

ma/imum sa'e "eri"heral s"eed

WOR%'RS PARTICIPATION IN SUGG'STIONS SCH'('

Knder this s!heme, the em"loyees are en!ouraged to ma(e suggestions 'or im"roements

Wor(ers at all leel o' the organiDation 'rom to" to the bottom are to made their suggestions

orally to the to" management:

# In!rease "rodu!tiity

2 Wor( sim"li'i!ation

3 *aterial handling

;e!rease in wastage, s"oilage, mishandling o' tools or ma!hines

5 In!rease in Buality

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ssssaSa'ety and se!urity measures et!

The wor(ers may suggest some new methods o' "rodu!tion or new s!heme 'or all

these The suggestions are "ut be'ore a !ommittee o' the management 'or se!urity est

method and s!hemes are (e"t and other reje!t

SIGNI&ICANC' O& '(PLO)''SJWOR%'RS PARTICIPATION IN

(ANAG'('NT KWP( IN WAHID SANDHAR SUGARS LI(IT'D

To im"roe the e''i!ien!y o' enter"rise

To establish harmonious industrial relation

To attain industrial "ea!e and harmony

To gie the wor(ers and a!!e"table status

To deelo" sel' management in the industry

To in!rease the "rodu!tiity leel with mutual understanding

?asy to im"lement the !hange may by "ossible by WP*

In'ormation sharing and de!ision ma(ing

Im"roing the sel' !ontrol degree

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&ACTOR CONSID'RING B) WAHID SANDHAR SUGARS LI(IT'D IN

'(PLO)''SJWOR%'RS PARTICIPATION IN (ANAG'('NT KWP(

The ty"e o' de!ision

Subje!t matter o' "arti!i"ation

Leel o' "arti!i"ation

Subsidiary leel

Time 'a!tor

?/tend o' "arti!i"ation

Signi'i!an!e o' de!ision

Industrial "ra!ti!es

Past e/"erien!e data

;egree o' "ossibility

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%o o' wor(ers

*ethods o' "arti!i"ation

*anagerial iews regarding wor(ers

WOR%'R?S PARTICIPATION IN TH' (ANAG'('NT

It is also de'ined as a system o' !ommuni!ation and !onsultation either 'ormal or in'ormal by

whi!h em"loyees o' an organiDation are (e"t in'ormed about the a''airs o' the underta(ing and

through whi!h e/"ress their o"inion and !ontribute to management de!isions

The broad goal o' "arti!i"ation is to !hange basi!ally the organiDational as"e!t o' "rodu!tion

and trans'er the management 'un!tion entirely to the wor(ers so that management be!omes 8uto

management

Wor(er "arti!i"ation !an ta(e many 'orms There might be a !onsultatie !oun!il in the !om"any

where trade unions and management meet regularly to dis!uss "oints o' mutual interest Wor(ers

!an be organiDed in 7uality circl!and meet regularly in small grou"s to dis!uss ways in whi!h

their wor( !ould be better organiDed

Three grou"s o' managerial de!isions a''e!t the wor(ers o' any industrial establishment and

hen!e the

'cono#ic d!ciion methods o' manu'a!turing, automation, shutdown, lay4o''s, and mergers

P!ronn!l d!ciion re!ruitment and sele!tion, "romotions, demotions, trans'ers, griean!e

Settlement, wor( distribution

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Social d!ciion hours o' wor(, wel'are measures, Buestions a''e!ting wor( rules and !ondu!t

o' indiidual wor(erCs sa'ety, health, and sanitation and noise !ontrol Parti!i"ation basi!ally

means sharing the de!ision4ma(ing "ower with the lower ran(s o' the -rganiDation in an

a""ro"riate manner

Wor(ers "arti!i"ation may be iewed as:

8n instrument 'or in!reasing the e''i!ien!y o' enter"rises and establishing harmonious

relationsN

8 dei!e 'or deelo"ing so!ial edu!ation 'or "romoting solidarity among wor(ers and 'or

Ta""ing human talentsN

8 means 'or a!hieing industrial "ea!e and harmony whi!h leads to higher "rodu!tiity

and in!reased "rodu!tionN

8 humanitarian a!t, eleating the status o' a wor(er in the so!ietyN

8n ideologi!al way o' deelo"ing sel'4management and "romoting industrial demo!ra!y

I#-ortanc!"

KniBue motiational "ower and a great "sy!hologi!al alue

Pea!e and harmony between wor(ers and management

Wor(ers get to see how their a!tions would !ontribute to the oerall growth o' the

!om"any

They tend to iew the de!isions as their ownC and are more enthusiasti! in their

im"lementation

Parti!i"ation ma(es them more res"onsible

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They be!ome more willing to ta(e initiatie and !ome out with !ost4saing suggestions

and growth4oriented ideas

It is now ne!essary that we reiew the ste"s that hae been ta(en in India to s"e!i'y the areas in

whi!h, wor(ers !an "arti!i"ate in management, and the ma!hinery that !an be "roided 'or

"arti!i"ation

The "arti!i"ation has to be at di''erent leels o' management:

GiH at the sho" leel,

GiiH at the de"artment leel, and

GiiiH at the to" leel

The de!ision4ma(ing at these di''erent leels would assume di''erent "atterns in regard to "oli!y

'ormulation and e/e!ution

'l!#!nt o+ Partici-ation

The term ="arti!i"ation> has di''erent meanings 'or di''erent "ur"oses in di''erent situations

*!&regor is o' the iew that "arti!i"ation is one o' the most misunderstood idea that has

emerged 'rom the 'ield o' human relations 6eith ;ais has de'ined the term ="arti!i"ation> as

the mental and emotional inolement o' a "erson in a grou" situation whi!h en!ourages him to

!ontribute to grou" goals and share res"onsibilities in them This de'inition enisages three

im"ortant elements in "arti!i"ation 1irstly, it means mental and emotional inolement rather

than mere "hysi!al a!tiityN se!ondly, "arti!i"ation must motiate a "erson to !ontribute to a

s"e!i'i! situation to inest his own resour!es, su!h as initiatie, (nowledge, !reatiity and

ingenuity in the obje!ties o' the organiDationN and thirdly, it en!ourages "eo"le to shareres"onsibility 'or a de!ision or a!tiity Sharing o' res"onsibility !ommits "eo"le to ensure the

su!!ess o' the de!ision or a!tiity

'l!#!nt o+ Partici-ation

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There are three im"ortant elements in "arti!i"ation:4

1irstly, it means mental and emotional inolement rather than mere "hysi!al a!tiityN

Se!ondly, "arti!i"ation must motiate a "erson to !ontribute to a s"e!i'i! situation to

inest his own resour!es, su!h as initiatie, (nowledge, !reatiity and ingenuity in the

obje!ties o' the organisationN

Thirdly, it en!ourages "eo"le to share res"onsibility 'or a de!ision or a!tiity Sharing o'

res"onsibility !ommits "eo"le to ensure the su!!ess o' the de!ision or a!tiity

Sco-! and 1ay o+ -artici-ation "$

-ne iew is that wor(ers or the trade unions should, as eBual "artners, sit with the management

and *a(e joint managerial de!isions The other iew is that wor(ers should only be gien an

o""ortunity, through their re"resen

Documents

Potential Appraisal.docx