LOTUS INSTITUTE OF MANAGEMENT PROJECT OF HUMAN RESOURCE MANAGEMENT ON MARUTI UDYOG LIMITED Submitted to Mr.

Gaurav Saxena HR FACULTY Submitted by: TANVI AGARWAL PGDM_08_56

ACKNOWLEDGEMENT The goal was fixed, moves were calculated and I moved with full of enthusiasm, v igor and keen interest. There was a time when it proved to be on up hill task, t he goal seeming beyond my reach. But as work progressed my determination and wil l power grew stronger and completion of this work further confined my belief tha t, WHERE THERE IS A WILL THERE IS A WAY. Its a sheer pleasure for me to state with candidly that this entire project is a heartily attempt to reach maximum accurac y. I therefore take this opportunity top express my utmost gratitude and indebtn ess to all who have contributed in some way.

I highly express my sincere thanks to MR. GAURAV SAXENA who helped me throughout the project. Last but not least I would like to pleasure a word of appreciation to my family & friends who supported & helped me to make this project a success . CONTENT 1) Acknowledgement 2) Objective of the study 3) Organization structure 4 ) Quick facts of MUL 5) Some successful stories of MUL 6) Vision ,values 7) Divi sion and Departments 8) Organization chart 9) HR vision

10) HR initiative 11) Culture building initiative since Inception 12) Focus of e ffective management process since Inception 13) Induction and Succession 14) Mat ter usually discussed in the Induction program of MUL 15) Induction program 16) Meaning of Recruitment 17) Process of recruitment a) for a particular city b) fo r a particular dealership c) depending on the availability of infrastructure d) for a particular qualified person 18) Selection meaning 19) Selection process of MUL 20) Meaning of training 21) Importance of training 22) Sales and training d epartment of MUL 23) Training process for sales executives 24) Training process for sales manager/general manager/branch manager 25) Training and Development of Dealers sales executives 26) Performance Appraisal in MUL

27) Major findings 28) Conclusion 29)Appendices 30) Bibliography 31) webliograph y

Objectives To enhance my knowledge about Recruitment and Selection. about Training & Development. To enhance my knowledge

To convert my theoretical knowledge into practical knowledge. To prepare myself as a H.R. person who can easily identify the training need through his experienc e which is very essential quality of a H.R. Person & for the organization as wel l.

Organization structure DIVISION HEADS

FACTS OF MARUTI UDYOG LIMITED Quick Facts Year of Establishment Vision Industry Listings & its codes Joint Venture Registered & Corporate Office Works Website February 1981 "The Leader in The Indian Automobile Industry, Creating Customer D elight and Shareholder s Wealth; A pride of India." Automotive - Four Wheelers B SE - Code: 532500 NSE - Code: MARUTI Bloomberg: MUL@IN Reuters: MRTI.BO With Suz uki Motor Company, now Suzuki Motor Corporation, of Japan in October 1982. 11th Floor, Jeevan Prakash 25, Kasturba Gandhi Marg New Delhi - 110001, India Tel.: + (91)-(11)-23316831 (10 lines) Fax: +(91)-(11)-23318754, 23713575 Telex: 031-6502 9 MUL IN Palam Gurgaon Road Gurgaon -122015 Haryana, India Tel.: +(91)-(124)-234 0341-5, 2341341-5 http://www.marutiudyog.com/

Segment and Brands Products Brands Four Wheelers Maruti 800 Maruti Esteem Maruti Omni Maruti Versa Maruti Zen Maruti Alto Maruti Grand Vitara XL-7 Maruti Suzuki SX4 Maruti Vitara Maruti Baleno Maruti Gypsy King Maruti Swift Maruti Wagon-R Awards & Accolades 2005 Number one in JD Power SSI for the second consecutive year. Number one in JD Pow er CSI for the sixth time in a row - the only car to win it so many times. M800, WagonR and Swift topped their segments in the TNS Total Customer Satisfaction S tudy Leadership in the JD Power Initial Quality Study - Alto number one in its s egment for the 2nd time in a row, Esteem number one in its segment for the 3rd y ear in a row, Swift number one in the premium compact segment. WagonR and Esteem top their segments in the JD Power APEAL study. TNS ranks Maruti 4th in the Cor porate Reputation Strength (CSR) study (#1 in Auto sector)-Feb 05. Maruti bagged the "Manufacturer of the year" award from AutocarCNBC (2nd time in a row)-Feb 0 5. First Indian car manufacturer to reach 5 million vehicles sales. Business Wor ld ranks Maruti among top five most respected companies in India-Oct 04. Maruti ranked among top ten (Rank7) greenest companies in India by Business Today - Sep 04 Maruti Suzuki was No. 1 in Customer satisfaction, No. 1 in Sales Satisfacti on No.1 in Product Quality (Esteem and Alto) and No. 1 in Product Appeal (Esteem and Wagon R). No. 1 in Total Customer Satisfaction (Maruti 800, Zen and Alto). Business World ranked us among the country s five most respected companies. 2004

 Business World ranked us the country s most respected automobile company. Voted Manufacturer of the year by CNBC. Voted one of India s Greenest Companies by Bus iness Today-AC Nielson ORG-MARG. ORGANISATION CHART

MI staff:staff: Billing, SupportT eam Leader Service Managerstaff:Staffstaff: Pe ons etc. ManagerSales-Bharat Manager DSA Execs, HR-Manager SalesSalesmgnr GM& De livery (Sales) CCM-Consultant AccessoriesMIDrivers, Support ManagerLobby Field C EO IT CCE Corporate Manager Mudra Supportsales AdvisorSalwan (Corporate Sales) S unil Mehra Salesetc. T(Corporate Sales)etc. elecallersArora ManagerAccessoriesCo unter,Centre Call Channel Supreet etc. Vineeta Aamir Chadha M. Khan Manager Loan

HR VISION Lead and Facilitate continuous change towards organizational excellenc e ; create a learning and vibrant organization with high sense of pride amongst its members. HR INITIATIVES Prepare MUL Strategic Business Plan-2000-2003; To achieve the Vis ion & Goal Improve the performance Appraisal system - its process, skill & usage Introduce a Potential Appraisal System Improvements in internal & external Training & its effective utilization. Trainin g need identification

 Systematic career planning ; Job Rotation ; Empowerment; Job enrichment Periodic communication meeting at various level; Roll out of Vision Raise cost conscious ness for cost control and reduction Exposure on Brand Strategy to all non- marke ting staff Retention of Talent CULTURE BUILDING INITIATIVES SINCE INCEPTION Japanese Management philosophy of T eam Spirit Common uniform Open office Common Canteen Open Office Easy accessibil ity, Speedy Communication and decision making Morning Meetings Morning Exercises

FOCUS OF EFFECTIVE MANAGEMENT PROCESS SINCE INCEPTION Management Committee Meeti ngs every Tuesday Single unaffiliated Union Excellent Industrial Relation scenari o No loss of monday due to strike/lockout etc. in past 5 yrs. Maruti Udyog Sahyog Samiti a forum for non unionized staff. Declared organization structure Workers (Technical / Assistant.), Supervisors, E xecutives, Managers Top Driven HR MD is also Director HR HRs role of a facilitator Line managers as H R Managers Year of the Customer HR Internal Customer Focus Focus on Internal & E xternal Customer. INDUCTION AND SUCCESSION Transparent Recruitment & Selection process

 Recruitment on an All India Basis no sector or region specific. Engineers CAMPUS - IITs/RECs/Rorkee /HBTI ALL-INDIA TEST MBAs IIMs/XLRI CAs - Rank Holders India Exam & Apprenticeship In MUL Lateral Ent ry for Experienced Professionals. MATTER USUALLY DISCUSSED IN THE MARUTI INDUCTI ON Overview of Maruti and Suzuki Building understanding of the car market in India and various segments Understan d MULs product range and positioning in each segment Understanding the basics in the automobile industry Role of financing as a sales tool and the various financ ing options available Ensuring personal effectiveness Understand the attributes of a good DSE Overview of each Maruti model and the MUL Advantage Overview of the selling process and how to uncover needs of a customer to do need based selling

Induction program Objective: The objective of this program is to facilitate smoo th induction of the new DSEs into their place of work i.e. Maruti dealerships. T his program attempts to orient the new DSEs on a few important parameters, which are listed below: Overview of Maruti and Suzuki Building understanding of the c ar market in India and various segments Understand MULs product range and positio ning in each segment Understanding the basics in the automobile industry Overvie w of each Maruti model and the MUL Advantage Overview of the selling process and h ow to uncover needs of a customer to do need based selling Role of financing as a sales tool and the various financing options available Ensuring personal effec tiveness Understand the attributes of a good DSE

MEANING OF RECRUITMENT It is the process of searching the potential candidate an d offers him or her the job. It is positive in nature in the Indian context. Pro cess of identifying and hiring best-qualified candidate (from within or outside of an organization) for a job vacancy, in a most timely and cost effective manne r RECRUITMENT PROCESS OF MARUTI UDYOG LTD The recruiting procedure at a Maruti d ealership is as follows: For a particular city For a particular Dealership The dealership should release an advertisement.

Depending on availability of infrastructure Interview of shortlisted/ qualified personnel

MEANING OF SELECTION It is the process of searching the potential candidate. It is negative in nature in the Indian context. But it is positive in the US contex t. Steps in Selection Process of Maruti udyog ltd Selection process consists of a s eries of steps, at each stage, facts may come light which may lead to the reject ion of the applicant. It is a series of successive hurdles or barriers which an applicant must cross. These hurdles or screens are designed to eliminate an unqu alified candidate at any point in the selection process There is no standards se lection procedure to be used in all organizations or for all jobs. The complexit y of selection procedures increases with the level and responsibility of the pos ition to be filled. . 1} Preliminary Interview (screening applications) Initial screening is done to w eed out totally

undesirable/unqualified candidates at the outset. It is essentially a sorting pr ocess in which prospective candidates are given the necessary information about the nature of the job and the organization, at the same time, the necessary info rmation is also elicited from the candidates about their education, skills, expe rience, salary expected and the like. It helps to determine whether it is worthw hile for a candidate to fill up the application form. 2} Application Form Applic ation form is a traditional and widely used device for collecting information fr om candidates. It should provide all the information relevant to selection, wher e reference for caste, religion, birth place, may be avoided as it may be regard ed an evidence of discrimination. 3}Selection Test Psychological tests are being increasingly used in employee sel ection, where a test may involve some aspect of an individuals

attitudes, behavior and performance. Tests are useful when the number of applica nts is large, as at best it reveals that the candidates who scored above the pre determined cutoff points are likely to be more successful than those scoring bel ow the cutoff point. 4} Employment Interview Interview is an essential element of selection and no se lection procedure is complete without one or more personal interviews, where the information collected through application letter or application forms and tests can be cross-checked in the interview, where candidates demonstrates their capa bilities and strength in relevant to their academic credentials. selection in in terview serves three purposes: a) obtaining information about the background, ed ucation, training, work history and interests of candidate

b) giving information to candidates about the company, the specific job and huma n resource policies; and c) establishing a friendly relationship between the emp loyer and the candidate so as to motivate the successful applicant to work for t he organization. However, in practice interview becomes a one-sided affair servi ng only the first purpose. 5} Medical Examination Applicants who have crossed th e above stages are sent for a physical examination either to the companys physici an or to a medical officer approved for the purpose. Such examination serves the following purposes:a) It determines whether the candidate is physically fit to perform the job, where those who are physically unfit are rejected.

b) It reveals existing disabilities and provides a record of the employees health at the time of selection. This record will help in settling companys liability u nder the workmen compensation Act for claim for any injury. c) It prevents the e mployment of people suffering from contagious diseases. d) It identifies candida tes who are otherwise suitable but require specific jobs due to physical handica ps and allergies. 6} Reference Checks The applicant is asked to mention in his a pplication form, the names and addresses of two or more persons who know him wel l. These may be his previous employers, heads of education institutions or publi c figures. These people are requested to provide their frank opinion about the c andidate without incurring any liability. In government and public sector organi zations, candidates are generally required to route their applications through t heir present employers, if any. The opinion of referees can be useful in judging the future behavior and performance of candidate, but is not advisable to rely exclusively on the referees because they are generally biased in favor of the ca ndidate.

(a) Most candidates are employed at the time of their application, and do not wi sh their employers to know they are looking elsewhere. (b) Because of (a) a pros pective employer would be breaking a confidence if he or she asked for a referen ce before an offer of a job had been made and accepted. (c) By the time an offer has been accepted, selection is over and the reference is too late to affect it . (d) An offer may be made subject to satisfactory references, but as most referen ces are received after the candidate has started work, they can only be used to warn managers of possible faults in the candidate which in serious cases may eve ntually lead to warnings followed by dismissal. (e) Employers giving references are usually extremely cautious; many references merely state the job title, the date of employment, and reasons for leaving. (f) References are occasionally bia sed, giving a good reference to hasten an employees departure or a poor one becau se of a grudge.

Therefore, the best references are obtained in person, where there is a chance t o see whether nonverbal behavior matches what is said. If such a meeting cannot be arranged, telephoning is the next best alternative. 7} Final Approval In most of the organizations, selection process is carried out by the human resource de partment, where the decisions of the department are recommendatory. The candidat es shortlisted by the department are finally approved by the executive of concer ned departments or units. 8} Employment. Employment is offered in the form of an appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should join and other terms and conditions in brief. In som e organizations, a contract of service is signed by both the candidate and the r epresentative of the organization. It is at this point where a selected applican t is handled with a letter of offer for a job: a) The wage or salary offered mus t not only be appropriate to the job and attractive to the candidate but consist ent with the earnings of

present employees. b) The job must be named and any special conditions stated, f or instance, the first year you will be under training at the head office, then you will be transferred to up-country branches. c) The candidate must know the e ssential conditions of employment, such as hours of work, holidays, bonuses and fringe benefits. d) Any provisos must be clearly stated, for example, your emplo yment will be subject to satisfactory references and medical examinations. Appoi ntment is generally made on probation of one or two years, where upon satisfacto ry performance during this period, the candidate is finally confirmed in the job on the terms employed with, whether permanent or contractual basis. 9} Inductio n. The process of receiving employees when they begin work, introducing them to the company and to their colleagues, and informing them of the activities, custo ms and traditions of the company is called induction. At this juncture various i nduction

courses are done to new recruit in order to acclimatize them with the new workin g environment. 10} Follow up (Evaluation) All selection should be validated by f ollow-up, it a stage where employee is asked how he or she feels about progress to date and the workers immediate supervisor is asked for comments, which are com pared with the notes taken at the selection interview. If a follow-up is unfavou rable it is probable that selection has been a fault; the whole process from job specification to interview is then reviewed to see if a better choice can be ma de next time. Training Maruti arranges the training at several intervals. The training is mand atory for all the employees. The training schedule of all employees is maintaine d by the HR manager. EDP In the EDP Department following are managed:

Post Sale Process is managed. me.

Sales Analysis is done.

Backup is taken time to ti

IMPORTANCE OF TRAINING Optimum Utilization of Human Resources Training and Devel opment helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goa ls. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaini ng personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of th e employees . Productivity Training and Development helps in increasing the prod uctivity of the employees that helps the organization further to achieve its lon g-term goal.

 , o s

Team spirit Training and Development helps in inculcating the sense of team work team spirit, and inter-team collaborations. It helps in inculcating the zeal t learn within the employees. Organization Culture Training and Development help to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Cl imate Training and Development helps building the positive perception and feelin g about the organization. The employees get these feelings from leaders, subordi nates, and peers. Quality Training and Development helps in improving upon the q uality of work and work-life. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employ ee, relationship so that individual goals aligns with organizational goal. Healt h and Safety Training and Development helps in improving the health and safety o f the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Developm ent leads to improved

profitability and more positive attitudes towards profit orientation. Training a nd Development aids in organizational development i.e. Organization gets more ef fective decision making and problem solving. It helps in understanding and carry ing out organizational policies Training and Development helps in developing lea dership skills, motivation, loyalty, better attitudes, and other aspects that su ccessful workers and managers usually display. Training Details The strength of any organization is its manpower. Each organization would like to have executive s who are well trained so that they can be more productive. The vehicle manufact urers conduct several trainings so that they can achieve their goals. In the Tra ining master form, you can enter the information about the training, which have been conducted during a particular time period. We are also maintaining the info rmation regarding the attendance of the executives in a specific training. That is, how many executives out of the given list have attended the training? With t he help of these training details we are generating various MIS reports. The det ails provided here can help the management to find out an efficient person for a special task. Searching facility is also available, so you can find out the tot al information of a particular training with just one click over there.

SALES AND TRAINING DEPARTMENT OF MARUTI UDYOG Vision

Equipping MUL and Dealer Sales Fraternity with the requisite mindset, knowledge a nd skills, and enhance the business value of our associates to sustain our posit ion of leadership and build customer loyalty to MUL Objectives To ensure multiple knowledge and skill development of DSEs required selling cars and handling competition Consultative Selling Approach. Continuous Feedback and Performance monitoring. To employ training as a tool to achieve customer deligh t and customer loyalty Make DSEs as Car Advisors and be a single window interfac e with the customer The various training Programs are as follows:

TRAINING PROCESS For Sales Executives: 1.Induction - Aims to provide an understanding of the automobile industry, MUL, its policies and products. (2 Days) 2.Product programs- Imparts complete knowled ge on MUL product vis-vis competition. Various programs are Segment A1, Segment A 2, Segment A3 and Versa, Grand Vitara XL 7. (2 Days) 3.Selling Skills/ Consultat ive Selling Process- Enables executives to understand customer needs, sales proc esses etc and enables them to apply learning in actual selling. (2 Days)

4. Customer care - A positive attitude and the ability to motivate oneself is a pre-requisite for excellent performance in any work area. The program aims at he lping one to build a positive attitude and better interpersonal skills and to en able better customer handling. (3 Days) 5.Advisor for life program: In this chan ged competitive environment the role of Dealer Sales Executive is seen more than a person who is selling cars to the customers. He is expected to be the Custome r s Car Advisor for life and make that one-time customer into his Customer f or life . He has to be Single Window Interface with his customers on all matters related to cars i.e. finance, insurance, Extended warranty, MGP, MGA, service e tc. (2 Days)This training trains the Sales Executives on the concept of Advisor for Life and helps them become a Single Point Contact with the customer. 6.Pro gram for Dealer sales Executives handling Corporate and Institutional Sales. (2 Days) 7.Delivery Process : The training program on Delivery Process has been d eveloped as delivery now has the maximum weight age in the new factor structure for SSI. It not only focuses on the processes to be followed for delivery but al so makes the DSE realize the importance of a good delivery (delivery is not the end of a sale but a beginning of a relationship)

Training process for Sales Managers /General mangers/ Branch Heads 1.Dealership Management Program: for second-generation dealers, and GMs and RO ex ecutives on how to manage entire Dealership Operations. Financial Management, st aff management, motivation, time management, planning are covered. (2 Days)

2.Sales Managers/Team Leaders Program: The Training covers issues like Sales Man agement (target setting and achievement, enquiry management, resource and time m anagement etc), Supervisory skills (Performance management, leadership etc), Pra ctical Coaching skills, knowledge of Maruti Finance, Maruti Insurance Extended w arranty, MGA, True Value etc and Car Advisor for life concept. (2 Days) 3.Branch Managers Program: Many of our dealers have multiple outlets. While the owners s it at any one outlet and control the others from there, different branch heads t hat manages the day-to-day operations of the outlets manages the other outlets. In order to ensure that they run their respective outlets effectively we train t hem on the various aspects of dealership. The training covers topics like -Makin g a business plan (for the dealership as a whole- Not only for sales but also fo r other revenue streams), Fundamentals of DBP, HR Management, Team Building and Supervision skills, Ability to motivate the team and get a buy in on the busines s plan, Time management/Prioritizing etc Training and Development of dealer Sale s Executives

Development and Updation of Training Modules The Sales Training Department devel ops new modules along with training agencies based on market requirements, speci fic needs identified and feedback received 1. Conducting Training Annual Training Calendar is fixed based on: Number of Sales Executives in the sales network Training path requirement of Sal es Executives Review of training programs done in the previous year Market Share / Market situation/Focus areas and new product launches Training conducted regionally based on fixed monthly calendar. Training Path /No rms for all Dealer Sales persons are as follows: All Dealer Sales Executives nee d to attend Induction Training before or within a month of joining the dealershi p (depending on when the program is scheduled in the region)

After Induction then the Sales executives needs to attend a segment B program. T hey also should attend Car Advisor for life Program which trains him to be a one point contact with the customers handling all his car related needs like finance , insurance, extended warranty, MGA etc and how to develop and maintain relation ship with customers After gaining experience, he can attend other courses like s egment C etc. 2. Monitoring and feedback: Monitoring and Evaluation of Sales force is done on a continuous basis. Pre-test s and post-tests are conducted during training. Feedback is taken from participa nts on trainers and from trainers on participants. Monitoring is also done throu gh tests and audits at the dealerships. 3. Communication: Sales Training Department sends monthly Newsletter Creating Winner s to all DSEs. It is a monthly communication

containing articles on various aspects of product knowledge, selling skills, mar ket etc .It is a forum for effective communication of new ideas and strategies. It also provides two-way communication. An Annual Selling Skill Contest is organ ized to test the selling skills of the sales executives. It is conducted at regi onal levels and culminates in an all India level contest. Recruitment of Sales Executives:

SAT has developed a CD based Test for recruitment as a part of Maruti Recruitmen t System (MARS). The test checks sales aptitude and reasoning and is a pre- inte rview shortlist device. It helps dealers recruit the right profile of people for their dealership. The Regional Office will be involved throughout the implement ation of the MARS while recruiting Sales Persons. All Sales Executives need to b e registered with Maruti after recruitment through extranet. A unique Maruti Suzu ki Personal Identification Number (MSPIN) is being issued which the DSEs have to remember and use in all communications like Trainings, reward schemes etc Maruti adopts 360 degree appraisal system Employee to be evaluated not just by superiors, but also by peers, subordinates It would seem that there is no corporate human resources policy that has not had its share of controversies for being biased. With an increasing number of quali tative factors that affect employees at the workplace, the performance appraisal process to make it

as fair as possible has been the dream of every HR manager. And now qualitative factors are not just at play in the services sector, but also in manufacturing. With cubicles giving way to open offices, the top-down approach to employee perf ormance appraisal is also on its way out. One company that has set itself on cou rse to further demonstrating and opening up its employee evaluation process is c ar market leader Maruti Udyog. The company has introduced a unique 360-degree fe edback system, starting with its senior leadership. The new system has been co-d eveloped with Ernst & Young and has been put in place recently. Under the 360-de gree feedback system, the employee is rated not just by his superiors, but also by his peers and subordinates. "We are starting the 360-degree feedback process with employees in the top management such as chief general managers and general managers, whose performance will now be assessed based on feedback from their pe ers and junior management employees within the same department. Till last year, their performance was being appraised only by the Directors and the Managing Dir ector," says Maruti s Chief General Manager (HR), Mr S.Y. Siddiqui.

Ernst & Young, in consultation with Maruti, has listed a set of leadership compe tencies that are expected in a general manager. Based on that, it has prepared a questionnaire to which peers and subordinates can respond online. Although ackn owledged as an effective tool for leadership development in the West, Indian com panies have been shy of introducing such a feedback system for fear of disturbin g traditional hierarchical structures. HR consultants feel that the critical iss ues in implementing such a system include assuring respondents that their feedba ck will remain confidential and convincing the person receiving the feedback tha t this is a development tool and not an appraisal tool. Maruti has handled this by getting E&Y and other consultants to make detailed presentations to the senio r management personnel before the process got under way. The company has a commi ttee of general managers, called Human Resource Inter Divisional Committee (HRID C), which is consulted on all major HR issues. The initiative has been unveiled with an e-mail by Maruti s Managing Director, Mr Jagdish Khattar, asking people to support the online questionnaire process. The 360-degree feedback system will also include a selfappraisal by the general manager. At the end of the process, he can compare his self-appraisal with the assessment of his subordinates and p eers.

One of the benefits that Maruti is hoping to get out of the 360-degree feedback process is the sense of empowerment and importance felt by subordinates, when th ey are asked to offer their feedback about their superiors. Maruti currently has over 4,000 employees on its rolls.

FINDINGS 1) They treat all the employees equally 2) They tries there best to inc rease the efficiency of the employees by providing them different motivation pro grams. 3) They make new recruits aware about the company and working pattern of the company. 4) They focus on each and every department of the organization. 5) Having different recruitment process for different departments of the organizati on. 6) They provide different types of training to the different departments acc ording to the need of the people. 7) They take feedback from there employees on regular basis. 8) They adopts 360 degree method of performance appraisal for the re employees.

CONCLUSION While preparing this project report i learnt many concepts of Human resource mana gement like recruitment, selection, training, motivation, etc. I have done this p roject with reference to MARUTI UDYOG LIMITED & i find out that many facts while working on this project which has added a valuable experience in my life.

APPENDICES THE STATEMENTS MADE BY CHIEF GENERAL MANAGER OF MARUTI UDYOG LIMITED IN THE NEWS Maruti Udyog, India s largest carmaker has been making key investments in severa l human resource initiatives. The company is currently working on a five-year pe opleoriented strategy, apart from initiatives that are being taken to make young recruits understand the philosophy,

culture and best practices within the company. Special emphasis has also been pl aced on training. The company believes it is worthwhile being in a position, whe re people are in fact, envious of the corporate world outside and its employees in high demand, rather than merely having high retention levels. We spoke to Chi ef General Manager (Human Resources Development), SY Siddiqui on a host of HR re lated issues. As the head of HR in the country s largest automaker, what are you r main challenges? For us there are two to three key areas. One of the biggest i s to bring about a change, where we are acceptable to a dynamic global business scenario. The second big challenge is to bring in the best HR practices, policie s and systems from the global perspectives, while being attuned to local require ments. We, at Maruti, are very clear that we need to have a proper balance of gl obal and local best practices. The third big challenge is about the young people , on whom our future is going to depend. They are very strong in terms of career aspirations. Understanding their aspirations and blending that with the company s aspirations, where talent management and retention

comes in, constitutes this challenge. Young people today do have high expectatio ns, How do you address that? They are competent and very confident. So, obviousl y they are strong in their career aspirations. What earlier was a benchmark of s ay 15-20 years, today s younger crowd wants to achieve in, may be 10 years. They are very aggressive and patience is almost irrelevant to them. We are conscious ly aware of such a change. For Maruti, which is expanding rapidly and has been i n the leadership position for over two decades, these are big challenges. You wi ll have competent and confident people and as a company, one has to keep them ha ppy and engaged. How do you do it in Maruti? It is not a single factor theory. I t is a kind of policy perspective on which a whole lot of initiatives have come into play. One most important things we do when we do on campus recruit is to ma ke sure we offer a relationship. This is a relationship that is built on confide nce and a way that signifies that we care. In our case, the induction phase is t he most critical. We

do several things to make them feel special. We even pick them up from railway s tations or airports, from wherever they are coming in. There will be very senior people to receive them at these places. That is the first touch. Secondly, most people find it difficult to find a place to stay. They will be put up in a host el for a year supported by the company. They should have all the facilities, inc luding food, Internet, phone, doctor, gymnasium and should be close to the facto ry. Even the security will be managed by us, and not the owner. Third, the Manag ing Director of the company throws a welcome dinner party for the new recruits. While it gives them an opportunity to interact with the MD, it also acts as a tr emendous confidence booster for young people. The other important initiative is that of a buddy and a mentor. A three-yearold employee in the company will be a buddy to a new employee for the first three months. Is this buddy system unique to Maruti? How did this evolve? Yes, this is unique to Maruti. It evolved from t he

feedback we have been receiving for the past 4-5 years from the youngsters. The buddy will always be a link between us and the boys for the first three months. After the completion of three months, a senior person of the level of a function al head becomes the mentor for three to four youngsters, who can guide them on m atters related to their progress. The mentor has to prepare the youngster to set tle into an executive role in Maruti. We began this initiative three years ago a nd the feedback has been very good. Is this system helping you improve your rete ntion level? I am not looking at everything to give a statistical result. I am l ooking at building relationships and establishing a bond between employees and t his more than just typical numbers. We at Maruti, led by our MD look at the qual itative aspects of our inputs rather than quantitative. The number of man-days i s not important, but quality of training is more important. Moreover, post-train ing feedback is important. We are clear in our minds that this is helping retent ion. In many corporations, workers in the first three to six months tend to be t he highest casualties. Youngsters are mostly unsure of a lot of things - like al l typical

youngsters- and are often need help to take the correct decisions. We also have initiatives for employees who have spent two to three years in the company. Inst ead of making the Human Resources department the sole policy maker, we have dece ntralized HR into different people forums. We have tremendous support coming fro m corporate communications, for example, in order to strengthen internal communi cations. We have a senior level HR consulting group and a junior level HR consul ting group. Policies are formulated based on the interactions with these two gro ups and we try to give shape to a policy that can impact lives. We also have a c ross-functional team of young managers, who come to say how that particular poli cy can be put in perspective. People orientation has got top priority in the pas t seven years or so. What is Maruti s training philosophy? We see to investment in both our business and people. We have a training budget, which stands at abou t Rs 12 crores today. Recently, we took a decision to establish a world-class Ma ruti training centre in two years time. This might come up at the Manesar facil ity on a 6-8 acre plot.

The idea has been conceptually cleared and we are in the final phase of planning . This centre will have a kind of infrastructure for a central umbrella for trai ning but will operate in a decentralized manner. We will have a residential faci lity, an e-learning facility and will look at perspectives of developing our own technician level guys for which campus recruitment can take place. How do you n ormally go about recruiting them? At the moment, we are going to different ITIs. We also give preference to people who may have worked with us temporarily in th e past three years or may have done their apprenticeship with us. They stand to gain a slight preference over fresh ITI graduates. There will also be a slight p reference for those from Haryana. Has there ever been an issue with finding the right quality of people? No, we have never faced such a situation. One is, we ha ve professional enablers in place and have relationships with engineering colleg es, good MBA institutes, ITIs and external environment. We also participate in v arious kinds of activities they organize in their institutes. So, we involve our selves into relationship building all through the year.

Can you describe any specific initiative you are taking this year? One initiativ e is to empower young people in terms of free and frank feedback to their senior s, to the people who manage them. We have a 360 degree feedback exercise. Each s enior person gets a sample feedback from a group of 12-14 people, out of which 5 -6 would be juniors, 5-6 colleagues and 2-3 their superiors. This is done throug h an online process to maintain confidentiality. The person also evaluates himse lf. After that, profiles would emerge. Based on this, there would be aggregate p rofiles versus self-profiles. These are on defined leadership competencies. Stru ctured designs emerge. The plan is to have a workshop where we give them the met hods to initiate self-development action. Would this be done in-house? For the f irst year, we have picked up Ernst & Young to do it for us. There has to be a fe eling of confidentiality. We can start doing it ourselves once the system mature . Have you taken initiatives from Suzuki of Japan and adapted them for India?

We used to get graduate engineers and place them in various functional divisions as per the manpower requirement of that particular functional division. However , there was a gap in the expectations of the young guy as to where he wanted to be placed. This could lead to de-motivation, lack of interest and in fact, the p erson may leave the organization. At Suzuki Japan, young recruits are never put in the shop floor straightaway to handle production and workers because this is a job they would be least fit to do with their level of maturity. On the other h and, they would be fit to do technical related work because they would have just come out of engineering colleges. They come with fresh minds and they are given fresh projects. After six months, they assess the guy and then decide where he is best suited to work. They also suggested a routing as to how a person is put into an area first and then gradually inducted into other areas. This routing pr ocess was professionally thought about after several years of experiments. We ad opted these changes in 2005. Earlier, we used to put all fresh recruits in the s hop floor. The worst feedback used to come from those 28-30 year old guys, out o f the 100 or so we recruit every year.

Have you recruited from the two ITIs you adopted in January? The first group wil l be maturing in July this year where our semi-contribution can be seen. We have looked at a temporary change in the layout of machines and equipment in four of them- two managed by us directly and the other two by our JV partners Jay Bhara t Maruti and Sona Koyo. We manage two ITIs at Gurgaon and Rohtak. A lot of expen sive machineries in these ITIs have been left unused for many years and have bee n pressed into use now. A new course curriculum has already been put in place. T he NTTF is an excellent agency down south in Bangalore, who manage these ITI. Th ey call it the model ITI. We have hired them to run the ITIs for us. They are th e consultants. A senior person each is heading the management councils at both t he Gurgaon and Rohtak ITIs. Our first complete contribution will be realised in July 2008, when all our initiatives will be out in place. A centre for excellenc e model can be seen in July 2008 in all the four ITIs.

Has Suzuki picked up any HR initiative from Maruti? Not really. We are two very distinct countries. The moment I talk of people pers pectives, it will have a backdrop of the social ethos, culture and other factors . We are poles apart in that sense. However, whatever we do is quite global in H R perspective. In that sense, Suzuki is trying to open up very fast. One good co mplement for us here is that Suzuki is very keen on understanding the changes th at have been brought into Maruti in the last 67 years, ore specifically on the l eadership and HR fronts. Is there any other initiative you plan this year? When we talk of connect with people, there are formal channels of internal communicat ion like newsletters or quarterly communication meetings, which is addressed by the MD. There are meetings where I, as the head of HR, talk to people. There is another very powerful initiative we have started called Tea with MD . A small g roup of 18-20 people interact with the managing director over some tea and cooki es. It is an open forum for all. This is a monthly exercise and selection is ran dom. Feedback can be drawn from such meetings and worked accordingly.

What is the attrition rate at Maruti today? We are currently experiencing an att rition rate of 9.5 percent, as against the industry (manufacturing sector) rate of 19.5 percent. In the young population, we are touching 12 percent, which is a bout 22 percent in the industry. Young here means in terms of age, experience, a nd his stay in the company. These young employees constitute about 30 percent of the total workforce. Is there a Suzuki culture today? How will you define it? The Suzuki culture has been a tremendous gain for Maruti for the last 25 years. It was a judicious mix in the JV relationship. The typical capabilities were with Suzuki Japan, not wit h us. Similarly, facets of marketing, sales and HR were with the locals. Contrib utions from both the partners were used to the optimum levels. Lastly, what is M aruti s policy on employing women? There were jobs in the automotive industry th at were historically considered tough for women, especially in the shop floor, m arketing, sales, and engineering. Over the

last four years, we have taken a call in the HR consulting group that recruitmen ts will be made based on competencies and attitudes, and not based on gender. We go to engineering colleges that are specifically for girls. We have made it ver y clear in our presentations to all educational institutes that if a girl is wil ling to make a career with us, we will provide her that with that opportunity, p rovided she is found competent. We are not keeping a tab on numbers; we recruit based on professional competencies. We broke that barrier consciously four years ago. PROJECT VISTAAR RELATED WITH SELECTION AND ORIENTATION Maruti has been the marke t leader in the passenger car segment for the past several years and has been re aping the benefits of being the single player in Indian Passenger Car Industry. This situation also led to having good margins in the product sale and full capa city utilization of the plant facilities. The market size also had been increasi ng continuously with two digit percentage growths. However, with the Competition coming in, and with the passenger car market itself not increasing in size,

Marutis market share, and margins and hence the profits from manufacturing activi ty alone are under severe pressure. This is the typical scenario globally also, wherein mature markets like USA and Japan the manufacturing business, on a stand -alone business, is undergoing severe pressures on bottom lines. In this kind of a background, in order to maintain its supremacy in the passenger car market an d to increase its revenues and profits, Maruti decided to venture into new servi ce oriented businesses, which could be developed as natural spin off from its co re business of manufacturing. It would also strengthen its brand image as a prov ider of complete mobility solution for its customers. To develop this idea, Maru ti engaged M/s A.T. Kearney as consultants (Phase I). Preliminary analysis by A. T. Kearney, with support from Maruti, indicated that Maruti captures a limited p ortion of the vehicle life cycle spend towards only sale of car, with a potentia l to capture another almost equivalent portion. It found that global auto majors successfully tap this potential in different ways in various markets. A number of business options were generated and examined, leading to selection four poten tial businesses for Maruti to venture into viz. Auto Finance Insurance Distribut ion Corporate Leasing and Fleet Management Pre-owned Cars Business

BIBLIOGRAPHY 1} Aswahthappa 2}VSP RAO WEBLOGRAPHY 1} Maruti udyog.com 2}Google.com 3} Management paradise.com