Training Report

On

Submitted in partial fulfillment of the requirements

For the award of the degree of
Bachelor of Business Administration (Industry Integrated)
Session - 2007-2010
Affiliated to Madurai kamraj University (Madurai)
PROJECT GUIDE: Ms. Roma Sharma

Submitted to: Submitted by:

The controller of PRASHANT MISHRA
the examination BBA(II)
4nd semester

D.A.V Institute of Management

Faridabad
 ACKNOWLEDGEMENT

A Few typewritten words of thanks cannot really express the sincerity of my

gratitude. But I am still trying to put into words my gratefulness towards all who
have helped & encouraged me in carrying out this project.

I would like to thank Mrs.Deepti to give me guidelines and my worthy

thanks to my teacher Ms. Roma Sharma (faculty member) for their valuable
contribution during the academic session and guidance in preparation of this
project report.

This report conveys my heartiest thanks to Mr.Pratyush Manager of

“Human Resource Company” for giving me this project & helping me in
completion of this project. No praise is ample for the never tiring efforts of my
colleagues whose constant support feedback, guidance & practical suggestions
helped me in completing this Project successfully.
 PREFACE

Beginning of the system project is entirely creative. This does not come all of a
sudden, but it comes by result of discussion, consultation and contemplation.
Problem unsolved here can never be satisfactory eliminated later. It is therefore a
slow process.

Moreover practical training is an important part of management courses.

The theoretical studies are not sufficient to get into the corporate world. Only
practical knowledge can help us to understand the complexities of large scale
organizations.

To develop healthy managerial and administration skill in potential

managers, it is necessary that theoretical knowledge must be supplemented with
exposure to the real environment. Actually, it is life for, a management itself is
realized.

In my case I confronted myself to Human Resource Company. And the

exposure that I could not have gained from the books. I found it very interesting
and challenging. I did my training at GURGOAN branch office.
 TABLE OF CONTENT

Sr.No. Particulars Page No.

1 Executive Summary

2 Objectives of the Study

3 Scope of the study

4 Industry Introduction

5
Company Profile
 Company History
 Products & Services
 Claims

6
Research Methodology
 Data Collection
 Sample Collection
 Research Design

7 Data Analysis

8 Recommendations

9 Limitations of the Study

10 Conclusion

11
Appendix
 Bibliography
 Questionnaire
EXECUTIVE SUMMARY
 EXECUTIVE SUMMARY

HR professionals are more keenly aware than ever of their important role
stewarding the organization’s key asset: its talent. The war for talent has become
an inescapable reality. The business case for ‘being an attractive place to
work’ has never been stronger. Global presence and recruiting from outside
traditional markets means workforces become more diverse and geographically
dispersed. Developing a competitive, flexible talent management process today
is more important than ever for companies operating in their competitive
environment.
As HR becomes more important to the company, it also becomes more complex.
They are still relevant today:

1. Strategic partner
Participate in the formulation of corporate and divisional strategy, especially with
respect to the implications of strategic decisions on the culture and talent of the
company.

2. Functional expert
Put in places the right HR processes and policies to make strategy
implementation happen. We can only do this with an adequate understanding of
the roles and responsibilities required by each function.

3. Human capital developer

Identify and develop the skills and talent required by the company’s particular
strategy to enable excellent strategy implementation.

4. Employee advocate
Ensure that people’s needs are met to create a win-win situation for both the
employer and the employee.
OBJECTIVES OF THE STUDY
 Objective Of The Study

 To identify general practices that organizations use, whether conducted by

HR manager or line manager.

 To know the quality or capability to evaluate trainers and HR consultants

 To identifying objectives for our Environmental Management System.

 To lift capability and facilitate performance in company

 To know business needs with the full assessment of HR Company

 To determine the maximum tolerated dose

 To identify overall trends and best practice to work as a consultants over

there.
SCOPE OF THE STUDY
 Scope Of The Study

Dispatch From The War Over Cell Phones

 It’s a theory of Elagn that why the people get irritated with cell phone
calls in certain situation but not in others.

HR Manager Jobs in Companies

 To get a best job in a reputed company as HR Manager is really a very

difficult task in today’s vast life but the practical and theoretical
knowledge related to HR can be reduce a risk and make a separate
apart from other competitor.

Saving of Time and Money

 To study over HR Company help us to know the process of to save a

time & money in any business organization.

Scope of HR in UK & PAKISTAN

 In Pakistan & UK HR is merely a department to serve pay troll

management and related issues.

Strategies & Culture

 It’s also a most important scope of study of HR Company through

which we aware about various kinds of strategies used to be a success
and as well as learn a culture.
 INDUSTRY INTRODUCTION

INTODUCTION OF HUMAN RESOURCE COMPANY

Human resources is a term with which many organizations describe the

combination of traditionally administrative personnel functions with performance
management, Employee Relations and resource planning. The field draws upon
concepts developed in Industrial/Organizational Psychology. Human resources
has at least two related interpretations depending on context. The original usage
derives from political economy and economics, where it was traditionally called
labor, one of four factors of production. The more common usage within
corporations and businesses refers to the individuals within the firm, and to the
portion of the firm's organization that deals with hiring, firing, training, and other
personnel issues. This article addresses both definitions.

The objective of Human Resources is to maximize the return on investment from

the organization's human capital and minimize financial risk. It is the
responsibility of human resource managers to conduct these activities in an
effective, legal, fair, and consistent manner. Human resource management
serves these key functions:

Recruitment Strategy Planning

Hiring Processes (recruitment)

Selection

Training and Development

Performance Evaluation and Management

Promotions

Redundancy

Industrial and Employee Relations

Record keeping of all personal data.

Compensation, pensions, bonuses etc in liaison with Payroll

Confidential advice to internal 'customers' in relation to problems at work.

Career development
HUMAN RESOURCE STRATEGY

HR STRATEGY
Role definition - the organisation structure is only as clear as the roles that it
consists of. Third Eyesight helps you to define the profile of each position, the
key deliverables from the role, and the relationships between roles.

Candidate short-listing and recruitment - people are not your biggest asset, the
right people are. Third Eyesight helps you to bring in the most appropriate
people for your company. Third Eyesight can develop a suitable candidate
profile, short list candidate resumes, carry out several levels of filter-interviews,
and carry out reference checks, before recommending candidates for your
consideration.

Developing a HRM strategy

Faced with rapid change organizations need to develop a more focused and
coherent approach to managing people. In just the same way a business
requires a marketing or information technology strategy it also requires a human
resource or people strategy.

In developing such a strategy two critical questions must be addressed.

What kinds of people do you need to manage and run your business to meet

your strategic business objectives?

What people programs and initiatives must be designed and implemented to

attract, develop and retain staff to compete effectively?

In order to answer these questions four key dimensions of an organization must

be addressed. These are:

Culture: the beliefs, values, norms and management style of the organization
Organization: the structure, job roles and reporting lines of the organization
People: the skill levels, staff potential and management capability Human
resources systems: the people focused mechanisms which deliver the strategy -
employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers
will only focus on one or two dimensions and neglect to deal with the others.

Typically, companies reorganize their structures to free managers from

bureaucracy and drive for more entrepreneurial flair but then fail to adjust their
training or reward systems.

When the desired entrepreneurial behavior does not emerge managers

frequently look confused at the apparent failure of the changes to deliver results.
The fact is that seldom can you focus on only one area. What is required is a
strategic perspective aimed at identifying the relationship between all four
dimensions.

If you require an organization which really values quality and service you not only
have to retrain staff, you must also review the organization, reward, appraisal
and communications systems.

The pay and reward system is a classic problem in this area. Frequently
organizations have payment systems which are designed around the volume of
output produced. If you then seek to develop a company which emphasizes the
product's quality you must change the pay systems. Otherwise you have a
contradiction between what the chief executive is saying about quality and what
your payment system is encouraging staff to do.
There are seven steps to developing a human resource strategy and the active
involvement of senior line managers should be sought throughout the approach.

Steps in developing HRM strategy

Step 1: Get the 'big picture'

Understand your business strategy.

• Highlight the key driving forces of your business. What are they? e.g.
technology, distribution, competition, the markets.
• What are the implications of the driving forces for the people side of your
business?
• What is the fundamental people contribution to bottom line business
performance?

Step 2: Develop a Mission Statement or Statement of Intent

That relates to the people side of the business.
Do not be put off by negative reactions to the words or references to idealistic
statements - it is the actual process of thinking through the issues in a formal and
explicit manner that is important.

• What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization

Focus on the internal strengths and weaknesses of the people side of the
business.

• Consider the current skill and capability issues.

Vigorously research the external business and market environment. High light
the opportunities and threats relating to the people side of the business.

• What impact will/ might they have on business performance?

• Consider skill shortages?
• The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personnel
department. Complete a SWOT analysis of the department - consider in detail
the department's current areas of operation, the service levels and competences
of your personnel staff.
Step 4: Conduct a detailed human resources analysis
Concentrate on the organization's COPS (culture, organization, people, HR
systems)

• Consider: Where you are now? Where do you want to be?

• What gaps exists between the reality of where you are now and where you
want to be?

Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues

Go back to the business strategy and examine it against your SWOT and COPS
Analysis

Identify the critical people issues namely those people issues that you must
address. Those which have a key impact on the delivery of your business
strategy.

• Prioritize the critical people issues. What will happen if you fail to address
them?

Remember you are trying to identify where you should be focusing your efforts
and resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate,
elaborate and create - don't go for the obvious. This is an important step as
frequently people jump for the known rather than challenge existing assumptions
about the way things have been done in the past. Think about the consequences
of taking various courses of action.
Consider the mix of HR systems needed to address the issues. Do you need to
improve communications, training or pay?
What are the implications for the business and the personnel function?
Once you have worked through the process it should then be possible to
translate the action plan into broad objectives. These will need to be broken
down into the specialist HR Systems areas of:

• employee training and development

• management development
 • organization development
• performance appraisal
• employee reward
• employee selection and recruitment
• manpower planning
• communication
•

Develop your action plan around the critical issues. Set targets and dates for the
accomplishment of the key objectives.

Step 7: Implementation and evaluation of the action plans

The ultimate purpose of developing a human resource strategy is to ensure that
the objectives set are mutually supportive so that the reward and payment
systems are integrated with employee training and career development plans.

The detailed composition of HR Company can be expressed as follows:

 HUMAN RESOURCE STRATEGY

ON

MOTIVATION

To retain good staff and to encourage them to give of their best while at work
equires attention to the financial and psychological and even physiological
rewards offered by the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week)
are determined externally (by national bargaining or government minimum wage
legislation) in many occupations but as much as 50 per cent of the gross pay of
manual workers is often the result of local negotiations and details (e.g. which
particular hours shall be worked) of conditions of service are often more
important than the basics. Hence there is scope for financial and other
motivations to be used at local levels.

As staffing needs will vary with the productivity of the workforce (and the
industrial peace achieved) so good personnel policies are desirable. The latter
can depend upon other factors (like environment, welfare, employee benefits,
etc.) but unless the wage packet is accepted as 'fair and just' there will be no
motivation.

Hence while the technicalities of payment and other systems may be the concern
of others, the outcome of them is a matter of great concern to human resource
management.
Increasingly the influence of behavioral science discoveries are becoming
important not merely because of the widely-acknowledged limitations of money
as a motivator, but because of the changing mix and nature of tasks (e.g. more
service and professional jobs and far fewer unskilled and repetitive production
jobs).

The former demand better-educated, mobile and multi-skilled employees much

more likely to be influenced by things like job satisfaction, involvement,
participation, etc. than the economically dependent employees of yesteryear.

Hence human resource management must act as a source of information about

and a source of inspiration for the application of the findings of behavioral
science. It may be a matter of drawing the attention of senior managers to what
is being achieved elsewhere and the gradual education of middle managers to
new points of view on job design, work organization and worker autonomy.
Steps in developing HRM strategy

Step 1: Get the 'big picture'

Understand your business strategy.

• Highlight the key driving forces of your business. What are they? e.g.
technology, distribution, competition, the markets.
• What are the implications of the driving forces for the people side of your
business?
• What is the fundamental people contribution to bottom line business
performance?

Step 2: Develop a Mission Statement or Statement of Intent

That relates to the people side of the business.
Do not be put off by negative reactions to the words or references to idealistic
statements - it is the actual process of thinking through the issues in a formal and
explicit manner that is important.

• What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization

Focus on the internal strengths and weaknesses of the people side of the
business.

• Consider the current skill and capability issues.

Vigorously research the external business and market environment. High light
the opportunities and threats relating to the people side of the business.
 • What impact will/ might they have on business performance?
• Consider skill shortages?

• The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personnel
department. Complete a SWOT analysis of the department - consider in detail
the department's current areas of operation, the service levels and competences
of your personnel staff.

Step 4: Conduct a detailed human resources analysis

Concentrate on the organization's COPS (culture, organization, people, HR
systems)

• Consider: Where you are now? Where do you want to be?

• What gaps exists between the reality of where you are now and where you
want to be?

Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues

Go back to the business strategy and examine it against your SWOT and COPS
Analysis

• Identify the critical people issues namely those people issues that you
must address. Those which have a key impact on the delivery of your
business strategy.
• Prioritize the critical people issues. What will happen if you fail to address
them?
Remember you are trying to identify where you should be focusing your efforts
and resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate,
elaborate and create - don't go for the obvious. This is an important step as
frequently people jump for the known rather than challenge existing assumptions

about the way things have been done in the past. Think about the consequences
of taking various courses of action.
Consider the mix of HR systems needed to address the issues. Do you need to
improve communications, training or pay?
What are the implications for the business and the personnel function?
Once you have worked through the process it should then be possible to
translate the action plan into broad objectives. These will need to be broken
down into the specialist HR Systems areas of:

• employee training and development

• management development
• organization development
• performance appraisal

• employee reward
• employee selection and recruitment

• manpower planning

• communication

Develop your action plan around the critical issues. Set targets and dates for the
accomplishment of the key objectives.
Step 7: Implementation and evaluation of the action plans
The ultimate purpose of developing a human resource strategy is to ensure that
the objectives set are mutually supportive so that the reward and payment
systems are integrated with employee training and career development plans

Why Do So Few HR Strategies Provide These Benefits?

In order to avoid the gaps between strategy and execution that Ulrich (1990) and
others have described, today’s approaches to HR strategy should avoid past
mistakes. Among the problems to be avoided are:

¨ Too much complexity.

¨ Lack of depth of thinking in the end product.
¨ Over-focus on “best practices” and fads rather than strategy choices.
¨ Lack of line-leader involvement – and belief that HR strategies are for HR
people.
¨ Murky definition of strategy roles and expectations among enterprise vs.
Business units.
¨ Lack of capabilities within the HR organization to execute their responsibility
for the plans. These challenges can be overcome by paying attention to four
tasks.
STEPS OF HUMAN RESOURCE COMPANIES

In today's marketplace, every organization is under pressure to outperform an

increasingly sophisticated group of competitors. Leaders have been diligent in
learning from other's successes and failures. It is rare to find an organization that
has not been affected by the latest quality initiatives, customer service programs,
and administrative improvements so prevalent in the last decade.

Many experts suggest that the last major area in which a company can make
significant improvements is in Human Resources. Using this resource to its best
advantage is a means to maximize the effectiveness of all of the other systems
and procedures already in place.

Every organization wants to have an adequate number of competent employees

with the skills, knowledge, experience and desire needed to further its goals. But,
making efficient use of the employees in a company is, of course, a complex
process. The first step is to pinpoint exactly where your strengths and
weaknesses lie in this area of the business.

Applicable to both small and medium sized companies in a variety of industry

sectors, this diagnostic will benefit executives and managers who are responsible
for ensuring Human Resource strategies are integrated "with business plans
establishing improvement activities for the Human "Resource department
monitoring the effectiveness of Human Resource "initiatives This Diagnostic has
been developed to assist you in auditing your organization's Human Resource
practices and procedures. It consists of:
Identify candidate decision criteria.

If you can't show that a large number of quality applicants consider a firm's
environmental record as one of their primary criteria for selecting a job, you'll
never get senior management to buy into a major green recruiting effort.

Start by holding focus groups at industry conferences to identify what "green"

factors would be important to individuals seeking new jobs. Next, ask candidates
during interviews and on the Web site to list their decision criteria.

During orientation, ask those who accepted jobs what criteria they used to make
the decision.

Finally, contact those who rejected your offers three to six months down the line
to identify positives and negatives. Use this information to modify your recruiting
processes and focus.

Benchmark.

Search the Web, benchmark with college recruiters and work with recruiting
consultants to identify the best practices of other firms. Use this competitive
analysis to gauge your success and to plan your future actions.

Your Web site.

Make sure that both "what you do" and the results of those efforts are prominent
on your corporate careers Web site. Include your recycling statistics, as well as
whether you are carbon neutral, limit greenhouse gases or win environmental
awards. Include narrative or video profiles of your environmentally conscious
employees.
If your company policies allow, link your corporate jobs site on major (but
primarily nonpolitical) environmental Web sites.

Be talked about

If you have a strong environmental record, it's important to get "written up" in
business, professional and industry publications as well as in newspapers and on
TV.
Work with the PR department to identify which of your practices are most likely to
be appealing to the media and designate an individual to be available for
interviews.
It's also critical to constantly scan the Web to identify and quickly counter any
"negative" comments on your environmental record (e.g., Starbucks has done an
excellent job but Apple is currently struggling in this area).

Recruitment advertising

Advertise in magazines that candidates who are sensitive to the environment a re

likely to read. Highlight in your recruitment ads a few "eye-catching" facts and
any environmental awards you might have won.

If you use brochures or paper recruiting materials, make sure they're from
recyclable stock and that it says so on the document.
Job descriptions

Make sure that, where possible, job descriptions for high-volume hiring positions
include responsibilities for minimizing negative environmental impacts.

This is critical because if job seekers don't see being environmentally friendly
integrated into "every job" at the company, they might see your "green recruiting"
as merely a PR effort.

If you're really serious, include knowledge of environmental impacts under the

skills-required section of your job descriptions.

Interviews.

Provide managers with "green" fact sheets to use during interviews. If you are
really aggressive, provide candidates with a side-by-side comparison showing
how your firm's environmental record is superior to other firms they might be
considering.

Sourcing.
One of the best ways to strengthen your environmental image is to hire lots of
environmentally friendly employees who can spread your "green" story through
word of mouth.

Have your recruiting team identify the sources that produce the highest-quality
environmentally friendly candidates.

Source at environmental organizations (i.e., Sierra Club). Also, recruit at

environmental events and use subscription lists from green publications for e-
mail and direct-mail recruiting.
Employer referrals.

Having your employees spreading the word will help both recruiting and product
sales.

If you have the resources, proactively seek out employees who are highly visible
in environmental circles and ask them specifically to talk up your firm, to seek out
candidates and to provide you with names.

Awards.

Winning awards for excellence is always a major element of building an

employment brand, so obviously winning "environmental" awards should be a
major element of your strategy.

Advisory group.

Ask the advice of six to eight environmentally friendly employees about

measuring the quality of the message you're sending and how to reach and
convince more applicants of your strong "green" record.

Products

Obviously, applicants want to know that the products they are helping to produce
are environmentally friendly. This means putting pressure on product advertising
and marketing to include in your product ads and packaging the fact that your
products are eco-friendly.

In some industries, how you treat vendors and outsourced work can be important
(i.e., Starbucks, Nike).
Value statements.

Make sure that your corporate goals, values and even corporate business
objectives include environmental elements.

Annual report

Because some applicants take the time to read your annual report, make sure it
includes sections that highlight your environmental record and the fact that you
recruit environmentally friendly employees.

If your firm uses bio-diesel fuel, pays fair market value to suppliers, is energy-
efficient or if it buys "carbon offsets," highlight these selling points.

Employee benefits.

Consider adding holistic health options, paid time to volunteer for environmental
causes, matching donations to green causes, and support for alternative
transportation options to your benefit package.

Reward criteria.

Include this factor in the performance-appraisal system for all employees.

Obviously, use it as a hiring criterion, but also use it as a critical element in
promotions, bonuses and pay increases.

Develop metrics and rewards.

Because whatever you measure improves and adding rewards to the equation
makes the behavior improve even faster, your green-recruiting effort must have
metrics and rewards tied to it.
Some of the metrics you want to include are the percentage of candidates aware
of your strong environmental record, the number who reject offers because of a
poor record and the percentage of new hires who say your environmental record
was one of their top-five reasons for accepting the offer.

Hold post-exit interviews with your top performers to identify whether

environmental factors contributed to their exit.

.
COMPANY PROFILE
HISTORY OF HR COMPANY

The team behind Human Resource… consultancy services has a total HR and
Service industry experience of more than a decade. As we said it's the team,
which makes your corporate entity a success story. We at Human Resource…
can help you build the team you have been looking for, from the front end
associates of your organization to the top line executives who can formulate and
implement the winning strategies.

When we look closely at the leading organizations of the globe ICICI

PRUDENTIAL, AVIVA LIFE INSURANCE, METLIFE INDIA, ING VYASA,
KOTAK MAHINDRA, BIRLA SUNLIFE, and BHARTI AXA. - it is the team, which
made the difference. And that is where we would like to assist you.

One could argue that the HR field dates back to the first working arrangements
between master craftspeople and their apprentices. Before the industrial
Revolution, working arrangements involved close relationships between mentors
and apprentices dedicated to learning a particular trade. Apprentices were often
required to live in the shop or home of the master craftsperson. If an apprentice
was injured or sick, the master's family was responsible for restoring the young
worker's health and welfare. Master and apprentice shared in good times and
bad, in profit and in loss.

The usefulness of this age-old relationship came to an abrupt end with the
advent of the Industrial Age. In one powerful stroke, the notion of work moved
from guilds and home shops to steam-driven factories. The introduction of the
assembly line brought a need for low-skilled employees capable of performing
repetitive tasks. Management philosophy at the turn of the century was
epitomized by Henry Ford, who often wondered why workers brought their heads
to work when all he really needed was their hands and feet.
Assembly line production required that large numbers of people come together
work, but these workers were interchangeable and, to some extent, expendable,
because few skills were required for most factory jobs. Employers' attentions
focused on consumer demands, the speed at which new machines produced
goods and the processes that drove production -- concerns that were sometimes
placed well ahead of the needs of employees.
The personnel administration movement
By the late 1800s, people problems were a very real concern in the workplace.
For the average blue-collar worker, most jobs were low-paying, monotonous and
unsafe. Some industries experienced difficulty recruiting and retaining employees
because of the poor working conditions workers were exposed to. As the means
of production continued to shift from farmlands and guilds to city factories,
concerns grew about wages, safety, child labor and 12-hour workdays. Workers
began to band together in unions to protect their interests and improve living
standards. Government stepped in to provide basic rights and protections for
workers.

Forward-thinking employers recognized that productivity was connected to

worker satisfaction and involvement and realized they could not meet production
schedules with bands of disgruntled employees. In the late 1800s and early
1900s, the personnel profession that grew out of concerns about employee
absenteeism and high turnover attempted to solve worker problems with such
basic personnel management functions as employee selection, training and
compensation.

It's believed that the first personnel management department began at the
National Cash Register Co. (NCR). NCR faced a major strike at the turn of the
century but eventually defeated the union after a lockout in 1901. After this
difficult union battle, company President John H. Patterson decided to improve
worker relations by organizing a personnel department to handle grievances,
discharges, safety and other employee issues. The department also kept track of
pending legislation and court decisions and these first personnel managers
provided training for supervisors on new laws and practices.

NCR was not alone in its efforts to address employee grievances. Other
employers were looking for management solutions that would alleviate employee
disenchantment. Many attempted to ease labor unrest by increasing wages.
Although industrial giants were beginning to understand that they had to do more
than just hire and fire if they were going to meet consumer demands for products,
most of the objectives of early personnel professionals were one-sided. Business
leaders still viewed the work itself as infinitely more important than the people
doing it, and production rates remained the top concern. Because employers
believed employees would accept more rigid standards if they received extra pay
and benefits, most employer-sponsored business solutions were aimed at
making employees more efficient.

Of course, such approaches did little to improve worker morale or improve

working environments. To counter the growing strength of the labor movement,
some employers hired strikebreakers or kept blacklists of union members. Others
made workers sign "yellow-dog" contracts -- agreements that they would not join
unions. Still others attempted to protect their interests by creating company
unions to preempt the influence of outside union activities.

 June 1998, HR CONSULTANCY was founded to meet the needs for

Software & Hi-Tech Mechanical Design Engineering in Semiconductor
Automation Industries, We mainly engaged in SEARCH & Placement of
Managers, Engineers, as well as Technical Specialists.

 April 1999, The year of recovery growth in Electronic PCBA, IT &

Telecommunication Sectors, Our Manufacturing Recruitment website was
launched (www.jbcl-hr.com.sg ) to meet the needs for hiring of Degree/
 Dip/ NTC/ITC Technical Staffs. (i.e. EMS, PCBA Engineering , Technical,
Hi-Tech Equipment Automation. )

 April 2000- 2001. Launched IT Recruitment activities to support

the tremendous demand for Software Engineers & Web Developers (C+
+, Java & ASP) Systems & Network Admin Engineers.
This includes Contract and Permanent Placements for e-Commerce
industries.

 April 2002. Launched recruitment activities for Precisions

Engineering with strong focus on Technical & Engineering jobs in
Precision Engineering Manufacturing Sectors. i.e. Plastics injection
molding, Stamping, Precision Tooling & Machining industries.

 April 2003, launched recruitment activities for Air-con, Electrical &

Instrumentation, M&E Engineering, and Intelligent Building Automation
positions for Building Construction & Plant Engineering Industries.

 April 2004, A new dept was setup to handle the recruitment needs for
Marine, Oil & Gas Engineering & Managerial positions., We source
for local, PR, Malaysian, Indian and others nationalities with many years of
working experience in these industries.

 April 2005, Launched International Recruitment Activities for Oil &

Gas, Marine Engineering projects located in overseas ; such as
India, China, Australia, Middle East & others.

 April 2006, launched recruitment activities for Infrastructure

Engineering sectors. To support Land/ water reclamation, Waste water
treatment, MRT projects.
 April 2007, launched recruitment activities for Civil / Structural
Consulting & Engineering Firms. Our main activities focused on
Marina, Sentosa IR, and other large-scale development projects.

 Jun 2007. Launched recruitment activities for Banking & Finance sector.
HR CONSULTANCY DEALS WITH THESE COMPANIES:

The Human Resource Company deals with various companies of insurance

sector. The company’s we deal in are as follows: -

• ICICI PRUDENTIAL,

• AVIVA LIFE INSURANCE,

• METLIFE INDIA,

• ING VYASA,

• KOTAK MAHINDRA,

• BIRLA SUNLIFE,

• BHARTI AXA.

• MAX NEWYORK LIFE INSURANCE

• HDFC STANDARD LIFE INSURANCE

 ICICI Prudential

Priority circle; is edge above the rest. It is more of a wealth management

profile. It not only sells the life insurance but also the mutual funds, bonds, gold
& real estate, hence, the name is “priority”. It is a portfolio management job.

Posts:

AMPC – Agency Manager Priority circle: Package up to 3.5 lacs + 84000 to

60000 + incentives.
MPC – Manager Priority circle: Package up to 4.5 lacs + 84000 to 60000 +
incentives.
Openings: C.P., Noida, and Gurgaon.

Job Profile: (AMPC & MPC) – Recruit HNI (High net worth individuals) –
professionals such as chartered accountants, tax consultants, teacher, doctors,
lawyers, politicians, etc.
Both APMC & MPC constitute & form their team & have to report directly to
Area Manager.

Candidate Profile:

1. Good communication skills

2. Smart & pleasing personality
3. Strong network
4. Good Team Management
5. Should have experience in sales
AVIVA LIFE INSURANCE

Posts:

S.M– SALES MANAGER: Package up to 2.5lacs + 54000 + incentives.

ASM–ASSISTANT SALES MANAGER: Package up to 3.75 lacs + 75000 +

incentives.

Openings: Noida, Greater Noida, Gaziabad, Pitampura. Defence colony.

Job Profile: (ASM&SM) –.

Recruiting agents/ advisor and guide develop & motive them to generate
business.

Candidate Profile:

1. Good communication skills

2. Smart & pleasing personality
3. Strong network
4. Good Team Management
5. Should have experience in sales
BHARTI AXA LIFE INSURANCE
Posts:

S.M– SALES MANAGER: Package up to 2.5lacs + 54000 + incentives.

ASM–ASSISTANT SALES MANAGER: Package up to 3.75 lacs + 75000 +

incentives.

Openings: ITO, Bikaji Cama place

Job Profile: (ASM&SM) –.

Recruiting agents/ advisor and guide develop & motive them to generate
business.

Candidate Profile:

1. Good communication skills

2. Smart & pleasing personality
3. Strong network
4. Good Team Management
5. Should have experience in sales
BIRLA SUNLIFE INSURANCE

JOB PROFILE:
Recruiting agents/ advisor and guide develop & motive them to generate
business.

Posts:

Agency manager: Package up to 2.75 lacs + incentives

Openings: Asif ali, Bikaji Cama place

Candidate Profile:

1. Good communication skills

2. Smart & pleasing personality
3. Strong network
4. Good Team Management
5. Should have experience in sales
 HDFC STANDARD LIFE INSURANCE

JOB PROFILE:
Recruiting agents/ advisor and guide, develop & motive them to generate
business.

Posts:

SALES DEVELOMENT MANAGER: Package 2.25 lacs + incentives

Openings: Asifali, Bikaji cama place, Gurgaon

Candidate Profile:

1. Good communication skills

2. Smart & pleasing personality
3. Strong network
4. Good Team Management
5. Should have experience in sales
 ING VYASA LIFE INSURANCE

JOB PROFILE:
Recruiting agents/ advisor and guide, develop & motive them to generate
business.

Posts:

Sales Manager: Package up to 2.85 lacs + incentives

Openings: C.P, Nehru place, Gurgaon

Candidate Profile:

1. Good communication skills

2. Smart & pleasing personality
3. Strong network
4. Good Team Management
5. Should have experience in sales
MET LIFE INSURANCE

Posts

S.M– SALES MANAGER: Package 3 to 5 lacs + incentives.

Openings: saket.

Job Profile: (SM) –: recruiting agents/ advisor and guide, develop & motive
them to generate business.

Candidate profile

1. Good communication skills

2. Smart & pleasing personality
3. Strong network
4. Good Team Management
5. Should have experience in sales