A Project Report

On
HR Process, Practices and
Strategies in

Submitted by: Ashish Ranjan

MBA (M&E)

46, Institutional Area, Sector 32,

 Gurgaon, 122001

Table of Contents
1. Acknowledgement....................................................................
.....................3

2. Executive
Summary. .................................................................................... 4

3. Business Of The
Company...........................................................................5

4. HR
Process...............................................................................................
......7

5. Recruitment..............................................................................
......................7

6. Induction And
Orientation...........................................................................9

7. Probation...................................................................................
....................10

8. Performance Management
System............................................................11

9. Training and
Development........................................................................12

10. Compensation and

Benefits......................................................................15

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11. Separation................................................................................
....................15

12. Newly Implemented HR

Process............................................................16

13. CSR
Activities............................................................................................
19

14. Issue.......................................................................................
.....................19

15. Comparison with

competitor ..................................................................20

16. Conclusion...............................................................................
...................21

17. Bibliography.............................................................................
..................22

Acknowledgement

My Sincere thanks goes to esteemed organization in the Logistics

business, Panalpina World Transport (Holding) Ltd. and its branch
Panalpina World Transport India (Pvt.) Ltd. Gurgaon, India for providing
me an opportunity to learn some experiences.
Firstly, I thank to Ms. Priya Varandani, HR head and Ms. Sweta Sarangi
Senior HR Executive of Panalpina who helped me in information
collection and approaching to the various sources.

My work became comparatively easier due to my induction with some

employees of the company who were unknown to me earlier.

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I am extremely thankful to Faculty Prof. Pallavi Chopra, who made me
to think and contact this Logistics Company.
My Heartiest regards goes to Dr. Ashutosh Bhupatkar, Director and
professor of Pearl School of Business, who guided me in understanding
the logic behind practices.
Last but not the least, I am thankful to all those who knowingly and
unknowingly helped me in data collection and gave me their
unconditional support for this study, their positive attitude towards me
and willingness to provide me the inputs.

Ashish

Executive Summary

The aim of this HR Project is to know the HR process and its functions.
Identifying the ways of enhancements of operations of logistics in a
new region where its business are emerging.
The HR Project Summary and conclusion tells the cumulative findings
of Project, through identification of facts, manuals, surveys and
interviews.
The Report proposes various processes of HR process and issues and
some newly implemented approaches to make effective and efficient
work functions.
Methodology: Through interviews, based on certain questionnaire
where employees working in the Panalpina were target audience and

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 some secondary sources. In report a comparative study of HR process
in other organization and its advantages has been tried to cover.
Companies are Gati, Federal Express. I have also tried to find out some
issues while working and some recommendations for that as well.

Over two months of analysis I found out this department is working

with full efficiency with innovative employee engagement ideas and
some additional practices. Its functions are in line with the operations
of corporate and are helping other concerns departments in grabbing
more business in this country. But it has a lot more business to do as
areas of opportunity. The developed department has a culture of
making work more participative and supportive.

Key words: PMS, KPIs, KRAs, Standard job title, Job description,
Employment Activities etc.

Business of the Company:

The company made its origin in the Rhine and maritime shipping
industry of the 19th century. In the 1970s the company expanded its
business by establishing Air Sea Broker (ASB) as an air charter
company and ship's agency manager in US. In the 1980s this
expansion continued with the creation of a global air network. During
expansion it made several acquisitions in the late 1990s. One of them
was the Swiss, Austrian and Italian operations of forwarder, Jackie
Maeder Group. Company went public by listing itself into the Swiss
stock exchange in 2005.
The company made its reputation mainly due to the increasing
complexity of supplying one's business with materials and shipping out
products in an increasingly globalize supply chain, with Supply Chain

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Logistics experts. Company works on just in time and quality services.
Company works towards a goal of managing the fruition of project life
cycles supply chains and resultant efficiencies.
This company works with inbound and outbound logistics covering the
flow and storage of materials from point of origin to point of
consumption in some parts. The main functions are inventory
management, purchasing, transportation, warehousing, consultation
and the organizing and planning of these activities. Now, this group
is one of the world's leading suppliers of forwarding and logistics
services, specializing in intercontinental air freight, ocean freight
shipments and associated supply chain management solutions.
This company has built in-depth industry know-how and state-of-
the-art IT systems, which provides globally integrated door-to-
door forwarding solutions tailored to its customers' individual
needs. The Group operates a close-knit network with some 500
branches in 80 countries. In a further 60 countries, it co-operates
closely with partner companies. Panalpina employs some 13,500
people world-wide. With net forwarding revenue of 8,878million
CHF, US $ 5.71 billion in the year 2008, it is among the top four
freight forwarding companies in the world. In positive business
environment, Panalpina has continued its excellent performance
during the following years. Panalpina world transport (Holding) is
owned by the Ernst Göhner Foundation with 43%, and is led by
Chairman Gerhard Fischer, Chief Executive Officer Monika Ribar.
Panalpina India started its operations in 1986, offering solutions
which include air and ocean freight forwarding, warehousing,
logistic solutions, order and inventory management, shipment
preparation, cross-dock operations, critical parts distribution,
service parts logistics, international trade management, customs
brokerage and domestic transportation services. Panalpina India
has a presence in the country with its 10 offices, including
Gurgaon as corporate headquarter.
Being lesser employee strength till 1990s, the domestic HR
practices were handled by Swiss head quarter.
As a corporate, it gets reporting from its different regional
branches and repots to Head HR department of corporate to
Chief Human Resources Officer Alastair Robertson. The corporate
is responsible for these HR Processes
1. Projects
2. International
3. Compensation &
4. Benefits

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 5. HR Operations
6. Capability
7. Development &
8. Panalpina Academy

The HR practices of Panalpina world transport India (Pvt.) Ltd

were found out by consulting and diagnosing to HR department.
This department is led by Ms. Priya Varandani and some of her
colleagues. Based on her information and conversation to some
other such processes were found out:

The HR Project

The main process identified as.

1. Recruitment
2. Appraisal
3. Training
4. Payroll is outsourced: to focus on core business
5. Separation
6. Several employee engagement and empowering activities
7. CSR Activities
8. Comparison

Recruitment
“Recruiting the top talent for a job takes time and cost. Company
tries to attract quality candidates who have the knowledge and
skills especially in operations needed to help company grow.”Ms
Varandani said.
The fact is, the success with recruitment depends on how well job
advertisements, are prepared for company’s recruitment process
and assigning personnel with excellent interviewing skills.

The notice works the internally & externally. Sometimes department

finds that during budgeting an existing person would fit internally
(shifting to department) here and company saves on hiring cost.
Otherwise company goes for external replacement. This recruitment
is of two types:
1. Internal recruitment

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 2. External recruitment

Internal Recruitment:
There is a policy of Internal Job Postings. Herein, the management
posts certain vacancies through e-mail to all senior managers and
requests them to communicate the same to their reportees. Also
vacancy gets displayed at sites / branch office’s notice boards.
People with a minimum experience of two years in their current
positions are allowed to apply for postings. A subordinate applying
for any position has to inform his manager or superior in his current
division about the same.
HR sends the short listed candidates CVs to the concerned
Division/Function Heads, who in turn shortlists for interviews. After
this a normal recruitment process is followed wherein interviews are
conducted with the HR and concerned Division/Function Heads.
After that selection has been done, the employees’ current
Division/Function Heads are informed about the salary / position
negotiated with the candidate. Basically company encourages
proving themselves in other fields as well.

Employee Referrals Program

Panalpina has an employee referral program where the current
employees send referrals to the HR department, for a vacancy in
the company. Such referrals can be made by the employees even
when a vacancy is not there. The information is kept in the HR
Database.
This kind of a program is aimed at making the recruiting process
more cost effective and building better teamwork.
Here so much of care is taken that referrals do not come from the
HR department itself. Apart from this, employees in the Leadership
band and the division and functional heads are not allowed to send
in referrals.
All the referred people have to undergo a standardized selection
process. Only after the candidates are short listed and clear the
rounds of interview with HR Executives and divisional heads,
thereafter one will be selected.
The final round of interview is with the HR manager who negotiates
the salary and confirms the selection.

External Recruitment
External recruitment is aimed to attract available talent in the
market and filling up vacancies through external sources.
At Panalpina, external recruitment is done in this way:

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 Advertisements appear on electronics and print media. Applications
are checked by the interested people and the resumes are
forwarded through mails or post. HR department after receiving the
resumes screens it and then shortlists the candidates. After
telephonic interviewed and based on the result interview schedules
for candidates. Panalpina has a centralized process for recruitment
and selection. All activities are coordinated from the Corporate HR
at Gurgaon.

As soon as the candidates are selected, they are supposed to fill a

check in form providing all their details. HR maintains individual
files for all the employees working all over India which includes their
application forms, the interview assessment sheets, their
documents and all correspondence. This document serves as
evidence. The company also takes the help of various recruitment
consultants who are given details about the job profiles. These
consultants then find out suitable candidates and then they co-
ordinate the interviews and the check in formalities.

Analysis: This Company requires highly skilled persons mainly in

operations area who are trained in just in time and quality work,
TQM, Supply Chain Management and also passes the quality work
parameters. So it chooses employees from the industry itself and
interviewers are also industry experts. Company do focused on
hiring to get exact people and at least cost.

Induction and Orientation

The HR person will receive the new employee on the first day of
joining and introduce him/her to the department head after
completion of all formalities and paperwork.
After his joining department does a job of Induction which includes

√ Introduction and orientation: About Company and the all

colleagues.
√ Sitting arrangement
√ All resources availability: Business cards, Laptops or
whatever the equipments are
√ Whom to Report

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 √ Accounts for Compensation

At last an announcement mail is circulated to whole branches from

headquarter of that region with details.
The 2 days induction program is held once after every 3 months and
it is mandatory for all the new joinees to attend. The Induction
Schedule comprises of the respective Business/Function with
respect to the following:

√ Organization Structure of the Div / Function

√ Overview of Business / Function
√ Salient features / Characteristics of each Business / Function
Overview of Services & Sales growth (for Businesses)
√ Understanding the situation
√ Successful Business initiatives during recent past /Major
Challenges ahead
√ Issues (if any)

Logisticians combine a professional knowledge of each of these

functions so that there is a coordination of resources in an
organization. The inputs in these programs are provided through
classroom presentation, discussions and sharing of experiences
which follows by visit to various departments.

Analysis:

1. The main objective of induction and orientation is to make

him up in the work environment and culture, recognizing
colleagues and being familiar with them.
2. To ensure full utilization of inherent skills of that new entrant
and providing him with comprehensive foundation for efficient
performance in his job.

Probation
An employee joining Panalpina remains in probation period of six
months. During this period he/she is expected to understand his
work profile, scope of work, duties and responsibilities. Also joinees
need to be able to adjust themselves with the work culture of
Panalpina. Since is it is a global company and it has operations
worldwide so the culture plays an important factor. So it emphasizes
on following the corporate culture for smooth functioning and the
people around. At that time the Key performance Areas are set

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 according to the business of the company and the requirements at
that time the employee is given targets and goals are set for
him/her. The setting up of Individual Key Performance Areas (KPAs)
takes place in several steps which is as below.

At the end of the probation period, his superior evaluates him based on
various competencies and skills required for the particular job and also
other competencies that management personnel should possess. Each
of the competencies is defined in the Appraisal form for the ease of
understanding of the appraiser.
Previously the Probation Appraisal period used to differ based on the
band structure. The recent revival of many other systems and policies,
probation appraisal period for all the new joinees is changed and now it
is biannually to give a suggestion as to each:
≈ Confirm the employee
≈ Extend his probation period
≈ Reject the employee
Along with the above he is supposed to rate the employee based on
the competencies as below on the nominal scale of 1-5:
- Outstanding---------------5
- Exceeds Expectations----4

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 - Achieves expectations----3
- Improvement needed-----2
- Below expectations-------1

Analysis: A certain time period as trial is given to prove him /her on the
expected job description in the positive and normal business
environment. As per the performance, contribution, synergy one
remains with the company.

Performance Management System (PMS)

After Confirmation of an employee in organization s/he passes through

regular and continuous Performance Management System. The process
starts after 3 months of confirmation for regular employee. This
process happens annually.
Now-a-days company is focusing on appraisal through 180°.
With Key Points Indicators jotted down by the employees in his form
(which is put with, the process discussed above), with weight
distributed on every element of KPAs and by the end how much he has
achieved are taken for consideration. Also employee does self
appraisal (taking into account of leadership and behavioural
factors).Then Manager’s role is to rate him/her. After that comparing
both ratings a Performance Review Discussions (PRD) is there. During
this discussions both look on the overall performance and rating. This
PRD is very helpful in figuring out one’s abilities, efforts for certain
activities, any initiatives, attitude towards growth as well as the factors
which helped and hindered in this performance during that period of
time.
This Process is as in developmental form of assessment center in this
company. It causes more employee engagement and even strengthens
the bond between the company and individual. The employees to
whom I interacted, they find it very much beneficial for their work and
in career. It’s also a realization for
both sides that what has been
achieved, how, and what is rest to
work upon. The ratings are again
given on the nominal scale. Salary,
rewards are attached to this process.
So, whole process looks like as above.

Analysis: The performance

management system is a process of
business through Management by

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 Objectives (MBO). The aim of performance management system is to
count contribution in a constructive, effective way by setting their own
targets in a challenging way, realizing their completion of the same
and judging the overall achievement in the company .The reward in
monetary and non monetary terms is also attached to this.

Training and Development

After processing out of PMS the company gets a large database. It

widens the knowledge pool of company about employees. Also it works
to understand employees in better way to develop design and revise to
get output as per the need.
Again there is a process of investment in people to train and make
them more skilled in their jobs.

The company has highly emphasized policy of training and it is

conducted for all the employees internally or externally. The reason, I
found are as such:
• To understand objectively company’s strategy, diverse cultures,
Division, departments, work processes etc. then finding out the
existing problems of team, process or products.
• Understanding and being expert with new methods and
operational techniques with organization’s international and
domestic experts. Various training methods, such as
presentation, case study, brainstorming, team interaction,
exercises and soft and hard skills guarantee the effectiveness
and practicality of training results.
• On-going coaching or on-job training guarantees the
implementation of training results. Like the training for the
customer support.

The company plans for its training schedule yearly and is followed in
batches according to the types of jobs. This training is mandatory for
all employees. The trainings areas are set after long discussions
among Manager, line manager and employee. The outcome is
conveyed to HR department. During PRD the appraiser tries to find out
the reportees’ areas to work upon.

In the performance appraisal form itself, the career planning and the
areas of opportunities are mentioned
Like:

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 - Roles to play
- Where does he/she looks him/herself in 1 year (short term?)
- Where does he/she looks him/herself in 3 year (long term?)
- Manager’s comment
Then training accordingly
In the end of training final marks are given and main learning are
outlined or additional benefits in him is also marked in his and the
company interest.

Trainer: Internal or external

Training is evaluated to calculate the Return on Investment on
employees with various methods.

Evaluation: It mainly depends on types of jobs. But from the HR

Department’s effectiveness below mentioned techniques is taken care
of.

Reaction Level
The feedback from the participants is taken out about trainers’
content, processes, satisfaction level, interest level
recommendation for future etc.
Learning Level
How much knowledge and skills have been grabbed by him or
her after training e.g.: the techniques to do the job of customer
support.
Behavior Level
The ways of performing jobs are taken into consideration.
The example I came across from her quote for the customer
support was as below.

The objective for training: “Answers phone promptly and courteously,

on the customers with full information and make him/her satisfied”

Answers phone within five rings.

Greets caller with "Hello, This is Panalpina logistics
Company, how can I help you, Sir?”
Once those attributes are identified for that
particular job, or employee, then items is used to
mark on numerical or performance label on five
points scale. The objective is to measure the value
addition in the employees by the trainers.

Analysis: Entire motive is to become excel in the new market with

excellent and error free services. And this can only happen with trained
employees sculpture, carved out with skills. This leads to sustainable

14
 existence in turbulent and dynamic environments. This is seen that
success of Panalpina solely dependent on the type of human capital it
has gathered or invested over a period of time.

Compensation and Benefits

This company ensures for fair distribution of the remuneration and

benefits, as per industry standard and on time to the employees.
Since the company wants to imbibe a new growth model for HR, to
become excel in their particular area also to remain attractive to work
for company pays good compensation to all the employees. For
convenience the Company has outsourced their payroll structure.
The compensation Structure is as below.
Basic Salary
+ HRA (50% of Basic)
+ Leave travel Allowances, Medical claim, Car
allowances, (As per the band)
+ Bonuses

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 _____________________________________________
= (Total salary)

Here superannuation as only from Employer’s contribution goes to the

employee’s account .That amount can be refunded only after the
retirement. It is a bit different from Provident fund that only employer’s
contribution is in Super annuation account. ESI is calculated as (2.3%
from employee’s fund +4.7 % from employer’s fund).
Adding all the cost CTC comes in picture as compensation and benefits
to employee from organization.
As in corporate compensation scheme The Company is intending to
have ‘Hybrid approach’ in which People are paid where the office is
located i.e. In India employees are get paid as per Indian market and
performance approach.
But for Expatriates, the salaries are at the level of Headquartered
employee.
e.g.; the MD of this region has justified salary with the MD in
Switzerland and also from the reflection of P & L Account.

Analysis: The Company is following a merit based pay plan model to

compensate their employees. Employees are evaluated through their
work and based on their final result of organizations profitability
appropriate rise in fixed compensations given.

Separation:

Workers move time to time from the company, voluntarily or in

voluntarily.

Involuntarily
Continuous bad performance and no output even after so much of
training then after thee warning employees are terminated.

In voluntarily:
Here several ways are there to retain the employees of the company
who are the highly valuable. But even if employees does not retain
with the organization he/she gets separation after filling up the
feedback form.

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 This form includes:
1. What did he like?

2. Was this company able to give him/her a suitable platform for

career growth?

3. What are the factors which caused as hindrance and also the
reasons of dissatisfaction if any with the company?

4. Suggestions to improve the organization’s environment.

Newly implemented Practices in HR Department

Since the HR department is emerging as a vital part of the

organization. So it needs widening its areas of operations and act on
them. In the leadership of Ms. Priya Varandani, HR department is
adding many more ways to make her department more efficient in
alignment with business of the company. As a result employees are
or may satisfied, they feel proud while working, be more productive
etc. To align HR strategy with organization’s strategy, department is
trying to posses innovation in their functions. Several new ways
have been adopted.
These new innovative ideas which have newly implemented and
some of which are in pipeline are as below.

1. Employee Engagement Surveys:

It’s an initiative form headquarter, Switzerland. The aspect which is
taken into consideration is how an employee feels about
working in Panalpina? To make it worth and have more weight,
Chairman of the company herself has flagged it up. In her words
“The success of our
business lies in the
hands of our people
and thus it is essential
that we listen to you!”

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It’s a confidential survey for Employee Development Programme.
The objective is to develop work environment, generate new ideas
leadership and behavioral aspects etc. This Programme has
emerged as need of time. Since Company is attached with several
countries for its day to day functions, there are numbers of
inevitable hindrances occur as intervening variable. As a strategic
value added services this work is solely dedicated to improve
develop leadership behaviour of employees.
This survey is continued during project Period in the company. It
was third party service to the company to make sure that any
information/feedback given by the persons cannot leak or in other
words to maintain secrecy. The process was online. Time period was
15th October to 27th November. It was regional HR task to promote
this activity for more participation. After certain period of time
consultants would be giving the analysis and conclusion of this
process. Mainly, the idea was to find out fit for the right job and
place and areas of improvement and to be in expectations of
employees.

2. Attaching HR to each department’s function

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This innovation in HR department has a very strategic point. The
purpose is to be in full association with the other department by
liaisoning, daily reporting or any other ways to help other
department in achieving their 100%. Other objectives are to support
their employees, value addition and in finding out the right person
for the right job and also to build up their competency.

3. Standardization of JOB Title:

The Company started its operation in Switzerland but over a time

period it went global. Being a corporate it required a corporate
culture and standard process of task completion. Standard job title
for same job description from all regions was one of such task. This
process started with defining the job with specific word and then
preparing job description accordingly. A detailed list of each job and
their definition is also under process.
This process looked simple but later it started facing problems,
mainly of cultural.
Like a title ‘HR Responsible’ does not appeal to Indian People. The
cultural issues are becoming important factors while naming
persons. In monetary cultures like some western countries People
don’t bother whatever the title is but in non materialistic culture it
matters a lot. In India it is a vice-versa, people seek their
recognition with title. Other thing in Korea they have limited no of
designation in department. Whereas in India designation as
hierarchies are more. Some people see their career growth with
these designations.

1. HR – Director 1.HR-Head
2. HR- Manager 2.HR Associate
3. HR - Asst. Manager 3.HR Trainee
4. HR - Senior Officer
5. HR - Junior Officer
6. HR – Executive

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 So, both the HR department of India and Korea are sitting together
and working out for common understanding.
This work is necessary to have a title, business card and name
plates.

CSR Activities:

CSR Activities of Panalpina is also handled by the HR department.

These activities are as such:
• Teach India programme: The growth rate of students in Indian
schools is not in satisfactory ratio with that of teachers. So there
is a call to youth for experiencing teachings, showing patriotism.
By UN -The Times of India participations has tied to encourage
Indian youth to be volunteer in educating India. Panalpina
Employees have shown enthusiasm and pride by volunteer to
this great work National development .This has helped in gaining
confidence in their work.
• Spending time with elderly people: Understanding the
grievances, pain of separation and loneliness has worked to build
empathy in the employees of Panalpina world Transport (India)
Pvt. Ltd. And it increases teamwork and subsequently reflects in
their work.
• Tree plantation: On weekends as a team employees has planted
a great deal of plants on the road side and in parks to make city
cleaner.

To build more employee engagement it has tried and added several

recreational activities like Birthday celebration of employees, Picnic
and river rafting etc for team building activities.

Subject of Concerns

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 → I could make out from conversation or even accepted by them
is handling the employees’ data base manually. The time is
taken to get user friendly software like SAP to handle PMS
process and some other functions as well. But they said the
installation of such Software in process and department will be
completed very soon.
→ Employees were less known to the function of organizations or
have limited knowledge about other functions. They may have
little awareness of the impact of their functions on the
departments and on business of the company. For
recommendation several Organizational Developments
programme can be practiced like Organization mirror, future
search conferences.

Comparison with competitor in same Industry

The Federal Express (FedEx) is the world’s largest express

transportation company with its presence in nearly 220 countries.
Company differentiates itself through highly reliable, value-added
services like guaranteed customs-cleared, 48-hour delivery for
international consignments. Federal Express started operation in
India in 1997 but it grabbed its business very soon because of its
trusted brand value and aggressive marketing with error free and
committed services. Also it has got benefits with pre-agreement
with other larger MNCs which are operating in larger scale. It has
almost same number of employees but the services shows the type
of support for their services. Employees feel proud by wearing
dresses with Fedex Logo. And also get remarked for their services
and company got its advertisements. This Company focuses on
larger and more frequent supply of sophisticated machines tools
and small electronics parts to subsidiaries with their own fleet of air
carriers and vehicles.

Gati International, a Thailand based company. It has also able to

make good chunk in the market share with its penetrated reach in
the outskirts of India with its own supply chain distributors. The
company is making its services with more linkage to interior reach
into Indian subcontinent with its low cost services with reliable
services.

21
Conclusion:
This company is focusing leveraging its brand and service in new
market. Company approaches to the domestic logistics and supply
chain management companies and get its contract of sea and air
freight work to sending materials outside. Still it has through B2B
approach. The company has tried to maintain its revenue in the last
fiscal by approaching new markets in Africa and Eastern Asia this
happened because of its in-depth industry know-how and state-of-
the-art IT systems. Panalpina world transport (India) Pvt. Ltd. has
also able to make itself less influenced from stiff competition in
selection of its target audiences. Its target audiences are heavy
machines catering to small and medium enterprises (SME), strong
customer base in key industries of oil and gas. Another most
important thing as it has a strong base of ocean freight which gets
larger orders at lesser costs.
The company has also less domestic competition because it globally
integrated door-to-door forwarding solutions tailored to its
customers'. But global competitor of this company has entered into
India with their much advanced technology and their trusted brand
value like Fortune 500 Company Federal Express, Gati and some
other as well.

The employees feel proud while working here. HR department has

able to maintain a positive environment to work for. The reason I
found out as being updated with the different practices and
approached followed by other organizations and responding to it,
emphasis on more and more employee participation. The
Department is willingly trying to apply all the innovative ideas to
make more efficient.

Organization has become global and this has made HR department

to think globally by breaking silos. A corporate culture has been
developed to enhance the speed of functions and removing cultural
confusions. Also, culture has caused variations in the means of job.
So, to make it common, a standard job title is developed with the
help of a clear cut job description depending on job anywhere in
Panalpina.
Dotted line shows earlier scenario. Now it has shifted to full line.

22
 Panalpin
a World
Transpor
t Ltd.

Panalpina
World
Transport
India Pvt.
Ltd.

Learning outcome

I became able to see the functions logistics company with its

sophisticated operations, which is regarded in this market, an ideal
and lucrative place and its development, ways of employees’
retention and development of talents, some soft skills, practical
experience of all the theories written in books, Discipline etc.
The success of organization of organization depends on:
→ The alignment of HR practices process policies and
philosophy with that of organizations.
→ Coming up with innovative practices and changing as per
the demand can only keep organization on track.
→ The outcomes depend on the means adopted.
→ Care is the glue that keeps relationship together if
organizations don't care, people tend to leave.

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Bibliography

1. http://www.fundinguniverse.com/company-histories/Panalpina-
World-Transport-Holding-Ltd-Company-History.html
2. www.panalpina.com
3. www.ibed.com
4. http://www.fundinguniverse.com

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