WELCOME TO OURPRESENTATION

PRESENTATIONON

HRM OVERVIEWOF

LAFARGE SURMA CEMENT LIMITED

HUMAN DEVELPOMENT GROUP NAME ID

IMRUN MALLIK 111091237

FOYSAL BIN HANNAN 111091237

ZAYED 111093212

MAHFUZ AHAMAD KHAN 111093023

ABDULLAH MD.SAHAREAR 111083032

MAHA AZIM 111083154

SUBMITTED TO

FARHANA RASHID

PREPARED BY

HRM OVERVIEW CONSISTS

HR PLANINGRECRUITMENT

AND SELECTION

TRAINING AND DEVELOPMENT

PERFORMANCE MANAGEMENT

AND PERFORMANCE

APPRAISAL

COMPENSATION

PROSPECTIVES

To get practical knowledge

To understand HRM functions

CONSTRAINTS

Due to limited time

Due to secrecy

COMPANY PROFILEName: Lafarge Surma Cement Limited

Holding organization: Lafarge

Year starting: 11 November, 1997

Registered as a public limited company: 20 January, 2003

Total number of shareholders: 10,000+

Countries involved: India, Bangladesh

products: clinker, cement

Job positions: around 12 permanent

HRIS: JDE software

ORGANOGRAM MD

CORAFINANCIAL DIRECTOR COMMERCIAL

DIRECTOR DIRECTOR

MANAGER

SENIOR EXECUTIVE

LINE OFFICER

EXECUTIVE

SENIOR MANAGER

SOCIAL COMMERCIAL

DIRECTORHR DIRECTOR CAD

Lafarge at a GlanceOrigin: France

Years active: 1833 to present

Headquarters: Paris, France

Position: Second in cement industries

Revenue: €16.17 billion (2010)

Operating income: €2.169 billion (2010)

Profit: €827 million (2010)

Total assets: €42.49 billion (end 2010)

Total equity: €18.22 billion (end 2010)

Number of Employees: 75,680 (end 2010)

RECRUITMENT AND SELECTION

Recruitment

Begins with functional departments needHRD has job analysisTwo process: *internal- among current employees

*external- provides advertisementCollect cv and sort them out

Selection

take written test for junior officers and test

knowledgeTake 3 interviews

*panel interviews

*interview to the MD

Background checks and

appointment

Check educational certificatesCheck professional certificatesCheck criminal recordsCheck fitness by medical test

Orientation

• Inform the employee about the rules and regulations• Show the desk and provide work aids• Inform all employees• Help the employee to join JTG after confirmation

Training

• New employee gets training from own supervisor as a part of on the job training

• Common training program on Microsoft Office and others are given to every employee

• Other training are depends on employees performance appraisal

• If the supervisor recommends, then they will get off the job training

• Emergency training is provided for emergency need

CommunicationOnline chat and communication is via Lotus softwareEvery employee has cell phone to communicate

Reporting SystemUsually based on the organogramSometimes employees can directly report to top management

12

Performance Appraisal

Performed twice in a year

Performance appraisal form is filled up by the employees

This form follows BARs method

Form is reviewed by immediate supervisor

Supervisor send it to HRD

Performance appraisal consists of grade sheet, development plan etc.

Performance Management

Expected performance level is 70%

Highest grade is 1 or A for efficient performance

Grade 2 or B is for average performance

Grade 3 or C is for below performance from expected performance level

Employee retention plan allows any employee to perform at grade C for

three consecutive years

Any employee performing at grade C for four consecutive year will be terminated

COMPENSATION

Cash Benefits

Basic salaryHouse rentPersonal allowancesTransport allowancesLocation allowances

Non cash benefits

Cell phone billTransportation on need

InsuranceRecreation allowances

Non financial benefits

programs on festivalsPicnicOffice partyUnannounced programs

Common salary structure

Basic salaries at different levels• Non management: 5,500-9,500• Officers- Sr. Executive: 12,500-17,000• Assistant Manager- Sr. Manager: 32,000-120,000• director: 200,000-600,000• MD: 1,500,000

Basic

+House rent allowance

+Personal allowance

+Transportation

allowance

+Location allowance

+Shift allowance

-Deductions(tax, pf, other

fixed deduction)

Gross salary- deductions=

net salary

Analysis

Chance of biasness in performance appraisal

Salary can’t motivate employees properly

Chance of office politics exists

Transportation problems of the employees at depots

Recommendation

Should take subordinates review and peers review

Salary structure should be upgrade

Should provide transportation to all depots

ConclusionThank you