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Godrej Industries Ltd.2
Group Members
Names
Farhan Balde 03
Shrikanth Golpindi 10
Prasad Naik 19
Amir Qureshi 25
Muazzam Sayed 28
Tahmeena Sayed 30
Asma Shaikh 33
Roll No
3
Index
Godrej Company Profile
History of the Company
Godrej Group of Companies
Board of Director
Code of Conduct
Recruitment
Selection
Training and Development
4
…
Performance Appraisal
Compensation
Payroll
Career Planning
Awards
Conclusion
Bibliography
5
Godrej Company Profile6
7
History of the Company8
The company was started by Mr. Ardeshir Godrej &
his brother Mr. Pirojsha Godrej in 1897. They have
done a lot to make Godrej a multi business
enterprise. Mr. Pirojsha had laid the industrial
township which is now known as Pirojsha Nagar in
Mumbai.
9
Godrej Group of Companies10
GODREJ
Godrej & Boyce
Godrej Consumer Products
Godrej Industries
Godrej InfoTech
Godrej Agro vet
Godrej Sara lee
Godrej EFACEC
Godrej Properties
Godrej Interio
Geometric Limited11
Work Culture
Creating and maintaining an energetic and
innovative work culture is at the heart of their
corporate strategy.
12
Opportunity for growth
The work culture in Godrej supports learning at every
stage of one’s work life.
13
Higher values – Higher performance
A strong commitment to values & performance brings
in rewards.
14
Board of Director
Jamshyd Godrej
Jamshyd Godrej is the Chairman of
Board of Godrej & Boyce ltd.
15
Adi Godrej
Adi Godrej is the Chairman of Godrej
group & of several entities like Godrej
Properties, Godrej Consumer Products
etc.
16
Nadir Godrej
Nadir Godrej is the Managing Director
of Godrej Industries & Chairman of
Godrej Agro vet. He is also the Director
of many firms including Godrej Food,
Godrej & Boyce etc.
17
The Management Hierarchy18
19
Different Levels of Management20
Management
A - Base Level of
Management
O - Operation
P - Promotion of Product
T - Technical
S - Sales
E – This Level Consists of Owners &
M.D
21
Code of Conduct
Demonstrate the highest standards of integrity,
business ethics, and corporate governance.
22
Perform their roles with competence, diligence, in good faith and in the best interests of the
Company.
23
Not engage in any business, relationship or any
activity which detrimentally conflicts with the
interest of the Company / Godrej Group or bring
discredit to it. Any situation that creates a conflict
of interest between personal interests and the
Company and it's stakeholders' interests must be
avoided at all costs.
24
Follow all the guidelines put forth in the Prevention of Insider Trading Policy Code of
Conduct
25
Not disclose any confidential / privileged
information of the Company and should direct
any media queries or approaches to the
appropriate spokesperson within the Company.
26
Recruitment27
Definition of Recruitment
According to Edwin Flippo-
―Recruitment is the process of searching for
prospective employees and stimulating them to
apply for jobs in the organisation.‖
28
Causes of Recruitment
Vacancies due to-
Promotion,
Transfer,
Retirement,
Permanent disability,
Death etc.
29
Methods of Recruitment
Internal Sources
External Sources
30
Internal Sources
Promotions
Transfers
Internal Notification (References)
Retirement
Recalls
Former Employees
31
External Sources
Campus Recruitment
Press Advertisement
Management Consultancy
Deputation of Personnel
(Transfer from one enterprise to another)
32
Recruitment by Godrej
Godrej recruit fresh Graduates and Post Graduates from
leading Educational Institutions in the following
disciplines:
Arts/Science/Commerce.
Production/Civil/Architecture/Electronics/Electrical/Aut
omobile/Mechanical/Computers Engineering.
33
…
Legal/Accounts and Finance.
Marketing/Operations/Human Resources/Business
Management.
Product Design.
Research and Development.
34
Format of Job posting on web recruitment
portal.35
Selection36
Definition of Selection
According to Thomas H. Stone,
―Selection is the process of differentiating
between applicants in order to identify and hire
those with a greater likelihood of success in a
job.‖
37
G.S.T (GODREJ SELECTION TEST)
It consists of 3 rounds:
General Intelligence.
Essay writing.
Interview.
38
General Intelligence:
It doesn’t mean General Knowledge questions but it
stands for right thing at right time.
For clearing this round, there is no need for special
preparations but there is the time limit.
39
…
Candidates have to clear 40 questions in 15
minutes, and questions will be like followings
Opposite of RAW is: __________
JOLLY means: __________
If ink is to PEN then sugar is to __________
40
Essay Writing:
Candidates have to write an essay of 200 words on
any of the following topics(examples).
Wonders of modern science
Should smoking ban in public places?
Your favourite sports
Globalization
41
Interviews:
This is a final round consisting of simple technical
and HR questions.
Once a candidate passes all this stages of
recruitment he is eligible to work in godrej.
42
Training & Development43
MISSION STATEMENT
To strive for excellence by nurturing,
developing and empowering
employees and suppliers.
Some of the bests
Training & Development
Programs by Godrej .
Are as follows
45
Total Quality Management Workshops
Godrej started Total Quality Management
(TQM) workshops in 1995, to introduce a
“positive work culture” in the company.
46
• 1995Year
• To inculcate a positive work culture
• To replace paternalism with partnership in the organization
• To make employees identify what they wanted from their jobs
• To develop values required to realize the goals.
Aim
• Formed the basis for the evolution of 10 shared valuesResult
Total Quality Management Workshops
47
In 1997, all the 5,000 employees of GSL
were put through a three-day workshop as
part of the “visioning” session of TQM.
Total Quality Management Workshops
48
In 2000, “PARIVARTAN” was launched in
GSL with the objective of motivating
employees as well as imparting knowledge
about the sales functions of GSL.
A team of 18 senior executives from all
divisions spanning sales, logistics and HR
were called on to provide necessary input.
Parivartan49
• 2000Year
• To motivate employees and to impart knowledgeAim
• By: Cross functional teams of 18 senior executives
• For: New recruits and 350 secondary employees
Execution
• Gallop survey showed the field team was the most motivated team in GSL.Result
Parivartan50
Economic Value Added Training
In 2001, Godrej introduced Economic Value
Added (EVA) in all its group companies. An
extensive training program was undertaken for
various managerial and officer levels. Over
500 employees were trained to manage.This
training programme was conducted by Stern
Stewart, New York based management
consultancy who had pioneered the concept of
EVA.
51
The main aim of this programme was to make
appropriate decision with regards to the
income statements and balance sheet.
52
Economic Value Added Training
• 2001Year
• To appreciate the concept of EVA
• To manage EVA by making appropriate decisions involving investments
Aim
• Conducting workshops using hypothetical case situationsExecution
• Improved capital efficiency and operating profitability.Result
53
The trainees were rotated in four departments
other than their primary department including
a compulsory sales stint. This mandatory
rotation in sales enabled the trainees to get a
hands-on experience in understanding the
market.
54
GALLOP
GALLOP was instituted in early 2002 as a
structured and organised induction-training
programme at Godrej. GALLOP aimed at
nurturing the new recruits into leaders and
dynamic performers through this one-year
programme. The programme started with an
induction speech by the chairman, followed by
the speeches by the CEOs of all the group
companies.
55
GALLOP(Godrej Accelerated Learning
Leadership & Orientation
Programme)
Structured and organized
induction training
programReverse Mentoring Red and Blue teams
Young Executive
Board
Mentoring by
Business Leaders
Comprised of group of
youngsters with functions
similar to that of BODs, helped
in strengthening
communication between lower
and senior management
GALLOPer worked with a
mentor chosen from the
senior management
Bottom up approach,
CEOs and senior
management learned from
the junior staff
8 members teams formed to
come up with
recommendations and
strategies for future growth,
presented plans to “plum
teams”.
56
SPARK
The objective of the Spark programme,
initiated by GIL in September 2002, was to
―train the trainers‖. The training programme
was aimed at equipping the managers to
become successful coaches.
57
GIL, in association with a Delhi-based HR
consultant, conducted a host of workshops to
enable the managers assume the role of a
coach
58
SPARK
• 2002Year
• To train the trainers
• To equip the managers to become successful coaches
Aim
• Conducted workshops to enable managers to assume the role of the coachExecution
• Successful in preparing team members to take leadership positions in future.Result
59
E- Gyan
E-Gyan was the e-learning initiative of GIL
launched in the second half of 2002. It was an
attempt to move away from traditional training
methods of workshops and help sharpen the
intellect of the employees by self- learning
initiatives..
60
E- Gyan
Internal communication measures like
„enrolment on a first-come-first-serve basis‟
and „be the first e-gyanee‟ were circulated
61
E- Gyan
• 2002Year
• To move away from traditional training methods
• To sharpen the intellect of employees by self-learning initiatives
Aim
• Content provider: Satyam Education Services Ltd
• Online quizzes
• Gyan Pitara- access to educational resources and online libraries through PCs
• Gyan-e- title given to employees on completion of the course
• Recycle Bin- To collect suggestions and feedbacks
Execution
• Increased awareness levels of the employeesResult
62
Interpersonal Effectiveness & Negotiation
Skills
• 2003Year
• To improve negotiation and interpersonal skills of officer level employeesAim
• Conducting workshops and holding mutual discussions with colleagues and peers.
• Taking up cases and simulation rounds
• Conceptualizing a business concept in collaboration with the supervisor.
Execution
• Increased the thinking scale of the employees
• Acted as a platform for an unbiased business plan
Result
63
64
English Language Training for Workers
• 2003Year
• To develop skills of english reading and
comprehensionAim
• Develop independent working abilities
• Lesser dependence on the supervisorResult
65
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What is Performance Appraisal ???
It is the process of obtaining, analyzing, and
recording information about the relative worth of an
employee to the organization.
67
Performance appraisal is an analysis of an
employee's recent successes and failures, personal
strengths and weaknesses, and suitability for
promotion or further training.
68
What is Godrej focus/Expectation
from employees?
If you are an energetic, creative professional with a
burning desire to perform, learn and grow
Godrej could well be right place to build your career.
69
What are the Methods used by GIL ???
ORGANITATINAL assessment process.
Management assessment process.
360-degree appraisal.
Behavioral observation scale.
Behaviorally anchored rating scales.
70
ORGANITATINAL assessment process.
A Baldrige-style organizational assessment is a very
comprehensive, factual and objective appraisal of
how the organization is managed Using Baldrige (or
similar) criteria,
71
it examines the following aspects of an
organization:
how the organization is led, in order to provide vision and direction
how appropriate information is gathered and used to plan for the future
how people's talents are developed and harnessed
how the organization determines exactly what its customers need --and sets out to meet these needs
how the flow of work is organized, to eliminate waste and error, and hence improve products and services
how the organization is performing, from various perspectives:-customer/marketplace, employee morale and involvement, productivity, efficiency, and financial performance.
72
Management assesment
Management Assessment is a tool to help ensure the
long-term competitive strength of organizations. It
provides a strategic view to a client’s Talent
Context—the resources, development needs and
capacity to deal with key strategic issues.
73
management Assessments are particularly useful in
situations relating to changes in senior management,
succession planning, mergers or acquisitions,
identification of senior executive development
needs and to highlight areas of organizational
strength and weakness.
74
75
360-DEGREE APPRAISAL.
360 degree feedback, also known as 'multi-rater
feedback', is the most comprehensive appraisal
where the feedback about the employees’
performance comes from all the sources that come in
contact with the employee on his job.
76
360 degree appraisal has four integral
components:
1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal.
77
BEHAVIORAL OBSERVATION SCALE.
A QUALITATIVE based performance appraisal (PA)
method has been developed to handle this problem,
called Behavioral Observation Scale (BOS). The
rationale is simple. Good behavior will produce
good performance, bad behavior will be a
distortion.
78
There are some consideration in making an effective
BOS:
The behaviors on the job must be JOB EVALUATION
based analysis.
Critical Incident Technique (CIT) should be performed
to minimize the bias of performance measurement
BOS should be performed by better qualification of
supervisor
79
Note that higher score is given to higher frequency
good behavior. Lower score for higher frequency of
bad behavior!.
80
Behaviorally anchored rating scales.
Behaviorally anchored rating scales (BARS)
are scales used to rate performance. BARS are
normally presented vertically with scale points
ranging from five to nine. It is an appraisal method
that aims to combine the benefits of narratives, critical
incidents, and quantified ratings by anchoring a
quantified scale with specific narrative examples of
good, moderate, and poor performance .
81
82
Compensation
Definition:- compensation may be defined as money
received in the performance of work, plus many kinds
if benefits and services that organizations provide to
their employees
83
Meaning of compensation
Large majority of industrial disputes, strikes ,
lock outs , etc are related to compensation.
84
Types Compensation
Basic compensation
Supplementary compensation
Incentive compensation
85
Compensation package
wage perquisitesIncentivesFringe
benefits
Non monetary
benefits
Total compensation payable
86
Godrej pays on Bench marking system
Level 1
Level 2
Level 3
87
Godrej believes compensation given should be
SMART
SINCERE
MEANINGFUL
ACCEPTABLE
RATIONAL
TIMELY
88
Fringe Benefits Offered By Godrej are89
Godrej industries provides some
insurance medical policies listed below
I. Doctor on site
II. Pre medical check up
III. Annul medical check ups
IV. Handling accidents, emergencies
V. Cashless hospitalization
90
Perquisite Offered By Godrej are as
follows
They provide Educational facilities for employees
children
They also offers ESOP (EMPLOYEE STOCK OPTION PLAN )
91
Payroll92
Payroll
Payroll system is the heart of any Human Resource
System of an Organization. The solution has to take
care of calculation of salary as per rules of the
Company, Income-Tax calculation and various
deductions to be done from salary including statutory
deductions like Income Tax and Provident Fund
deductions. It has to generate pay-slip, cheque summary
and MIS repo
93
Payroll System
Employee Information System
Attendance and Leave Management
Earning & Deductions
Loan Accounting System
94
Employee Information System
Personal Information
Bank Account
Family Information
Last Company Information
95
Qualification
Leave Eligibility
Experience
Salary
Health Information
96
Earning & Deductions
Earning Types
Regular (e.g. Basic, Conveyance, HRA etc.)
Grade-wise or Employee-wise
Bonus, Performance Incentives etc.
Statutory Deductions
97
…
Monthly or Yearly
PF
Accumulation
EPS
Other Deduction
Income Tax
Loans, Advances etc.
98
Reports
Payslip
Income Tax Statement
Attendance Register
Form No 16
Department-wise Salary
99
…
Loan Statement
Employee-wise Salary
Loan Letter
Salary Disbursement
PF Contribution
100
Loans and Advances
Loan Types
Loan Eligibility
Loan Management
Application
Balance Tracking
Recovery
Loan Disbursement to Institutions
101
Employee Investments
Investment Definition
Investment types
Investment limits
Investment Management
Proposed Investments
Actual Investment
102
Payroll
103
Career planning104
Meaning of career planning
Career planning is the systematic process by
which one select/decides career goals & the
path to Meaning of career planning
achieve/reach these goals.
105
Career Planning At Godrej
The design of the planning model is based on the
potential/performance matrix.
performance management system (PMS) and
performance recognition and reward are designed
in each and every component to support the very
basis.‖
106
…..
PMS the company has bifurcated the salary into a
couple of components such as Performance Pay,
Exceptional Pay and Base Pay.
Godrej believes career planning helps retaining
their talented employees & to be more explicit
107
―Performance Pay is the category of exceptional
pay, it only caters to people who... are high
performers with high potential
108
career planning model is linked to the business
strategy
While preparing & implementing career planning
model employees and manager are motivated to
give their views & suggestion
109
Awards
National Energy Conservation Award1st Prize- Refrigerators, 2009,Govt. of India, Ministry of Power, BEE
110
Other awards111
Conclusion
From this we conclude that Godrej’s recruitment process is fair
and everyone has equal opportunity.
To get jobs in Godrej Group of Companies, its selection
process is also very good.
The Compensation management is very good because they
provide educational, medical and housing facilities to their
employees.
The overall Human Resources Management of Godrej is
very well managed.
112
Bibliography
INTERNET WEBSITES:
•www.google.com
•www.godrej.com
•www.wikipedia.com
•www.autherstream.com
•www.slideshare.net
•www.scribd.com
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