A project report on

DESIGNING THE

“CAREER DEVELOPMENT FRAMEWORK”

Submitted for the partial fulfillment of the

requirement for awarding the

Degree of Master of Business Administration (MBA)

by

JANHVI SAXENA

Reg. No. 180701021

Under the guidance of

Dr Deepti Sharma Ms Kamakshy Velayudhan

Assistant Professor Associate Vice President

TSB Human Resource

MUJ JCB INDIA LTD

Jaipur

TAPMI School of Business

Manipal University Jaipur

July 2019
 INDEX

[Link]. CONTENTS PAGE NO.

1 ACKNOWLEDGEMENT 2

2 EXECUTIVE SUMMARY 3

3 ABOUT THE COMPANY 4

4 INTRODUCTION TO THE WORKS ASSIGNED 5

5 SIGNIFICANCE OF WORKS ASSIGNED 5

6 DETAILED DESCRIPTION & KEY LEARNINGS 6

7 WORKFLOW / WORK PROCESS 13

8 LINKAGES OF WORKS ASSIGNED WITH OTHER 16

FUNCTIONS OR DEPARTMENTS IN THE ORGANISATION

9 OUTPUTS OF THE WORKS ASSIGNED 16

10 USER GROUPS (INTERNAL OR EXTERNAL) 18

11 IMPACT OF MY WORK ON THE ORGANISATION 18

12 LEARNING OUTCOMES 19

13 CONCLUSION & RECOMMENDATIONS 25

14 REFERENCES 26

1
 ACKNOWLEDGEMENT

First and foremost, praises and thanks to God, the Almighty, for His showers of
blessings throughout my summer internship to complete the project successfully.

I would like to express my deep and sincere gratitude to my industry guide, ​Ms
Kamakshy Velayudhan,​ for giving me the opportunity to do the project and for
providing invaluable guidance throughout this project. Her dynamism, vision, sincerity
and motivation have deeply inspired [Link] was a great privilege and honor to work
and study under her guidance. I am extremely grateful for what she has offered me. I
would also like to thank her for her friendship, empathy, and a great sense of humor.

My special gratitude goes to my faculty guide ​Dr Deepti Sharma​, for the constant
guidance and keen interest shown to complete this project and the report
successfully.

I am extremely grateful to my mother for her love, prayers, care and support to
complete this internship.

​JANHVI SAXENA

2
 EXECUTIVE SUMMARY

This is the internship report based on the eleven-week-long internship program that I had
successfully completed in JCB INDIA LTD. - Jaipur Plant, under Human Resource
Department from ​11th May, 2019 to ​25th July, 2019 as a requirement of my MBA
program , in TAPMI SCHOOL OF BUSINESS, MANIPAL UNIVERSITY,JAIPUR. As
being completely new to practical and the corporate world setting, every hour spent in the
HRD gave me some amount of experience all the time, all of which cannot be explained
in words. But nevertheless, they were all useful for my career.

I have worked in Human Resource Department ofJCB INDIA LTD. - Jaipur Plant, majorly
with Learning & Development Unit (Training & Career Planning) and the Business Unit
(HR Administration).​During the initial phase of my internship, I was made comfortable
with the indispensable and core HR operations, but the latter phase focussed thoroughly
on formulating and implementing both the conventional and trending HR policies for JCB,
which would contribute towards the “career development” of its [Link], the
major duration of my training period was concerned with ​“FORMULATING &
DESIGNING” the predetermined career development policies for the employees of JCB
INDIA LTD.- Jaipur Plant.

3
 ABOUT THE COMPANY

J.C. Bamford Excavators Limited​, universally known as ​JCB​, is a British ​multinational

corporation​, with headquarters in ​Rocester​, ​Staffordshire​, manufacturing equipment for
construction, agriculture, ​waste handling and ​demolition​. It produces over 300 types of
machines, including diggers (​backhoes​), ​excavators​, ​tractors and ​diesel engines​. It has
22 factories across Asia, Europe, North America and South America; its products are
sold in over 150 [Link] is headquartered in ​Rocester​, United Kingdom, which is
also the production site for backhoe loaders and telescopic 'Loadall' [Link] was
founded in 1945 by ​Joseph Cyril Bamford​, after whom it is named; it continues to be
owned by the Bamford family.

JCB dominates the Indian construction equipment market with every three out of every
four construction equipment sold in India being a JCB.

Competitors of JCB in India include -

● Terex Vectra, Noida

● Ace, Prithla Faridabad
● Escorts Farmtrac, Faridabad
● New Holland, Noida
● Eicher, Bhopal
● John Deere
● Caterpillar, Chennai (Giant in the USA market)
● Doosan, Chennai
● Komatsu
● Atlas copco
● Hyundai construction
● Tata Hitachi

4
 INTRODUCTION TO THE WORKS ASSIGNED

During the term of my internship, I was assigned a variety of tasks, which ranged from
the most fundamental Human Resource functions like “filing”,“indexing” and ”auditing” of
employee documents, to the absolute strategic Human Resource operations like
“formulation and implementation of Human Resource Policies”.

During the initial phase of my internship, I was made comfortable with the indispensable
and core HR operations, but the latter phase focussed thoroughly on formulating and
implementing both the conventional and trending HR policies for JCB, which would
contribute towards the “career development” of its employees.

SIGNIFICANCE OF WORKS ASSIGNED

The fundamental HR operations assigned to me during the initial course of my internship

included filing,indexing and auditing of employee documents,segregating and arranging
the interview evaluation sheets and uploading payslips in the digital management
system.
These tasks helped me to link my theoretical HR knowledge and concepts with practical
HR [Link] also assisted me to develop a deep understanding about the core
HR operations which are carried out in a Human Resource Department.

The process of HR Policy Formulation and implementation provided me with an insight

as to how an organisation functions, various channels and practices that are used for the
overall development and growth of employees which would ultimately lead to a pool of
satisfied and productive asset of Human Resource in the organisation.

This task also enabled me to absorb the method and manner in which official documents
are formulated and approved by the respective authorities, which in itself is a very crucial
and entailing [Link] has also helped me to be abreast with the customary and
conventional HR policies like Career Development, Job Rotation, Internal Trainer,
Supplier Mentoring, Overseas Training, Job Enrichment, Field Support, Mentor-Mentee,
Overseas Assignment etc.

5
 DETAILED DESCRIPTION & KEY LEARNINGS

A. “Filing” and “Indexing” of Employee Documents

● “Filing” - refers to the process of arranging the individual documents of employees, in a

file, in a particular order.

These documents include adhar card, pan card, qualification details like 10th, 12th,
graduation, masters etc., past work experience certificates, personal details form,
interview assessment sheet, background check form, employee referral form, offer letter,
appointment letter, employee health benefit form, mandate form, non-disclosure form,
employee relations form, leave request forms, employee reward form, employee
complaints form, exit interview form, exit clearance form, experience certificate etc.

Usually the documents are arranged in the descending order i.e. according to the recent
developments related to the employee.

● “Indexing” - refers to the process of arranging various employee files, in a particular

order, in a cabinet or a [Link] order is usually according to the codes assigned to
individual employees in ascending order. Many organisations carry out indexing
according to the year of joining of employees also.

During the initial course of my internship, I was assigned the task of filing the documents
and indexing the files of various employees.

B. “Auditing” of Employee Documents

● “Auditing” refers to the process of conducting an official inspection of all the necessary
employee documents in all the files of employees while also maintaining a record of the
same.

During the course of my internship, I was asked to conduct an audit of all the documents
of employees and maintain an excel sheet of the same with all the necessary details.

C. Segregation of “Interview Evaluation Sheets”

● “Interview Evaluation Sheet” -​ records the information about a candidate, collected

during an interview and assists in evaluating and comparing different applicants when
interviews are completed. The interview assessment form c​ learly records the captured
evidence of why the candidate would be or would not be suitable for appointment.

During the course of my internship, I was asked to segregate the interview assessment
forms of various candidates on the basis of their selection status (selected / on hold / not
selected) and document the same in an excel sheet.

D. Uploading the “employee payslips” into the “digital management system”

6
● “Employee Payslips” - is a note / document given to an employee when they are paid,
with all the details of the amount of pay given and with the amounts deducted for tax and
insurance.

● “Digital Management System” - A Digital Employee Management System is a portal,

which is designed to simplify the process of record maintenance of employees in an
organisation. It helps in managing the information of employees for various HR
[Link] also acts as a platform for employees where they can get easy access to all
the associated information on their fingertips.

This makes almost all HR processes transparent and communicative for the employees
which helps to minimize any complication arising in the core HR functions due to
non-disclosure of information or irregular & incomplete documentation related to the
activities of employees.

The Digital Management System used in JCB is “UCC by IBM”​.

During my internship, I was asked to upload the payslips of around 2000 employees, in
their respective Digital Management System Portals.

E. Drafting policies regarding the following :-

● “Policy” ​- A policy is a strategy, guideline, plan or a course of action proposed,

formulated or adopted by an organisation to achieve its short-term or long-term goals,
usually published in a booklet or a module to be easily accessible.

During the course of my internship, I was asked to prepare the first drafts of policies,
consisting of introduction, definition, scope, objective, applicability, eligibility, process,
flowchart and frequently asked questions, on each of the following :-

● “Career Development” ​- Career Development refers to the life-long process of

managing work, learning, promotion, job-skills, trainings, experiences, opportunities
and needs in order to achieve the long-term goals during the course of an individual’s
professional journey.

● “Job Rotation” - Job Rotation is a process where an employee, performing a job is

assigned to another job for a predetermined period. In simple terms it means that an
employee will move to another job/domain and gain knowledge and experience in that
job/domain for a stipulated period and then return to his original job/domain.

● “Internal Trainer” - Internal Trainer is an employee of the organisation, who is a

subject matter expert on a given [Link] employees then provide various kinds
of training related to their subject matter expertise to the other employees of the
organisation. Internal trainer needs to demonstrate two key qualities namely extensive
and in depth Technical knowledge on the domain and proven ability to impart
knowledge effectively.

● “Supplier Mentoring” - A Supplier Mentor is an employee of the company, who, in

7
 addition to performing his regular job also takes up a dynamic role in developing a
given Supplier. The organisations usually form a team of mentors, who are resources
from various domains with extensive hands-on technical experience and a
demonstrated ability in analysis in problem solving.

● “Overseas Training” - Overseas training is referred to any training attended in a

location outside of India. This includes training at any of the organisational locations or
any other location in a foreign country. Training includes Class Room training, On-the
job training, seminars, workshops and any other intervention that involves imparting
knowledge or skills.

● “Job Enrichment” - Job enrichment refers to making a job more interesting and
challenging for the employees by redesigning and adding variety to their jobs. It mainly
consists of giving more responsibility than what originally applies to the job through
opportunities aimed at the professional growth and recognition of employees.

● “Overseas Assignment” - Overseas Assignments are referred to assignments done

outside base home country. These assignments are typically related to execution of
work and are not limited to training or learning a given skill. Training during these
assignments is incidental to work that is being executed. Overseas Assignments are
usually for a predetermined tenure ,usually 6 months and above.

● “Field Support” - ​Field Service is a function within the organisation that is responsible
for supporting the customer in an ongoing and prompt manner with daily service,
maintenance and up-keep needs of the customer's equipment. Field service function
anchors seamless business relationships with customers and provides an opportunity
for repeat business orders based on the customer experience. Field support helps
with preventive maintenance, performance tracking, prompt repair support. The Field
Support team has mastery on proactively diagnosing potential field failures,
troubleshooting and ongoing progressive customer connect.

● “Career Development Council - Governance Model” - The career development

council is a group of leaders who are responsible for the growth and development of
employees within the organisation, with respect to their professional career [Link]
Council aims at providing employees with varied exposure and multifarious career
tracks that are targeted to propel the career development of employees.

F. To attend a workshop conducted on “POSH-Prevention of Sexual Harassment at

Workplace”.

This Workshop was conducted to make the employees aware of the ​mechanism by
which JCB INDIA prevents the sexual harassment of its women employees at workplace.
The main objective of this workshop was to make the employees understand the
difference between ​“INTENT” and ​“IMPACT” of various [Link] workshop also

8
enlightened upon the mechanism through which JCB handles complaints related to the
sexual harassment and the regulating authority of the same through ​“ICC- INTERNAL
COMPLAINTS COMMITTEE”.

My learnings from this workshop were as follows:-

● "Sexual Harassment" includes any one or more of the unwelcome acts or

behaviour (whether directly or by implication) namely :-

(i) physical contact and advances; or

(il) a demand or request for sexual favours; or
(iii) making sexually coloured remarks; or
(iv) showing pornography; or
(v) any other unwelcome physical, verbal or non-verbal conduct of a sexual nature.

● "Workplace"​ includes :-

(i) any department, organisation, undertaking, establishment, enterprise,institution, otlicp,

branch or unit which is established, owned, controlled or wholly or substantially tinan~ed
by funds provided directly or indirectly by the appropriate Government or the local
authority or a Government company or a corporation or a co-operative society;

(ii) any private sector organisation or a private venture, undertaking,enterprise,

institution, establishment, society, trust, non-governmental organisation, unit or service
provider carrying on commercial, professional,vocational, educational, environmental,
industrial, health services or financialactivities including production, supply, sales,
distribution or service;

​ ospitals or nursing homes;

(iii) h

​ ny sports institute, stadium, sports complex or competition or games venue. whether

(iv) a
residential or not used for training, sports or other activities relating thereto:

(v) any place visited by the employee arising out of or during the course of employment
including transportation provided by the employer for undertaking such a journey:

● In India, sexual harassment against women employees is regulated by the

“Sexual Harassment of Women at Workplace (Prevention, Prohibition and
Redressal) Act, 2013”.

● “INTENT” is “the state of mind or the intention or the purpose with which an act is
done”.
● “IMPACT” i​ s “the result or the effect or the meaning or the understanding gained
after an action.”

9
This implies that the intention with which an act is done or a statement is made,
maybe in good faith, but what is perceived by the person is what matters and
should be considered and taken care of.

● “ICC- INTERNAL COMPLAINTS COMMITTEE” i​ s a committee formed ​according

to the provisions of the The Sexual Harassment of Women at Workplace
(Prevention, Prohibition and Redressal) Act, 2013.

Any commercial organisation with 10 or more employees are supposed to have an

“ICC” irrespective of the fact that any female is an employee in the same or not.

This committee ensures that necessary steps are taken to make the male employees
aware of their actions and their [Link] committee also makes sure that the female
employees of the organisation feel safe while [Link] is also this committee to which
the complaints are registered and “ICC” mechanises the investigation process, grievance
settlement or the punishments to be put into effect for the guilty parties.

The internal Committee shall consist of the following members to be nominated by the
employer, namely:-

a) A Presiding officer who shall be a woman employed at a senior level at workplace

from amongst the employees.
Provided that in case a senior level woman employee is not available, the Presiding
Officer shall be nominated from other offices or administrative units of the workplace
referred to in sub-section.
Provided further that in case the other offices or administrative units of the workplace do
not have a senior level woman employee, the Presiding Officer shall be nominated from
any other workplace of the same employer or other department or organisation.

b) Not less than two Members from amongst employees preferably committed to the
cause of women or who have had experience in social work or have legal knowledge.

(c) One member from amongst non-governmental organisations or associations

committed to the cause of women or a person familiar with the issues relating to
sexualharassment.
Provided that at least one-half of the total Members nominated shall be women.

d)The Presiding officer and every Member of the Internal Committee shall hold office or
such period, not exceeding three years from the date of their nomination as may be
specified by the employer.

e)Member appointed from amongst the non-governmental organisations or associated

shall be paid such fees or allowances by the employer, as may be prescribed.

10
G. To attend a “Safety Skit Competition” conducted to increase Safety Awareness
in the manufacturing sector.

Attending this competition, of which various employees of JCB were participants, helped
me to develop a deep understanding about all the safety measures which are necessary
for the employee and worker safety in a manufacturing [Link] general safety
measures, taken by almost all manufacturing organisations are as follows:-

● All employees will wear all required safety gear, safety glasses, and safety
clothing for their job/position while at their workstation.
● All employees working around moving machinery are prohibited from wearing
loose clothing or loose jewelry.
● All employees working around moving machinery must have long hair tied back
where it can not fall forward or be caught in the machinery.
● All tools will be in use or will be stored at their proper location at all times, no tools
are to be left in any location where they are not being used or being stored.
● All equipment, tools and machinery are to be kept clean and in full working
condition, with any defects being immediately reported to maintenance.
● The instruction manuals for all machinery must be readily available for [Link]
equipment and machinery is to be shut down when not in use.
● All presses and machinery will require two hand operation to keep fingers and
hands away from moving parts.
● All machinery is to have the manufacturer’s installed safety guards.
● No machinery is to be modified by any employee who is not specifically trained in
the technical aspects of the machinery.
● All work areas are to be kept properly lit when anyone is [Link] work areas
are to be kept properly ventilated.
● All areas of the factory are being kept clean and organized.
● Anyone working in the factory under the influence of drugs or alcohol will be
immediately terminated.
● No person shall be employed in the factory to lift, carry or move any load so
heavy as to be likely to cause him an injury.
In India, the occupational safety and health of employees at workplace is broadly
governed by the following regulations:-

● The Factory Act, 1948

● The Mines Act, 1952
● The Dock Workers (Regulation of Employment) Act,1948
● The Plantation Labour Act, 1951
● The Merchant Shipping Act, 1958
● The Motor Transport Workers Act, 1951
● The Beedi & Cigar Workers (Conditions of Employment Act),1966
● The Contract Labour (Regulation & Abolition Act,1970
● The Sales Promotion Employees (Conditions of Service) Act,1976 /
The Sales Promotion Employees (Conditions of Service)Rules,1976

11
● The Inter-State Migrant Workmen (Regulation Of Employment and Conditions of
Service) Act,1979
● The Fatal Accidents Act,1855
● The Personal Injuries (Emergencies) Provision Act,1962
● The Personal Injuries (Compensation Insurance) Act,1963
● The Employee State Insurance Act,1948

12
 DESIGNING THE WORKFLOW / WORK PROCESS

The following steps summarise the key stages involved in the process of developing the
policies :-

1. GATHERING INFORMATION THROUGH RESEARCH

The first step consisted of carrying out a research or information gathering activity
to find out what are the expectations and needs in general for the employees
related to their career development.

13
2. IDENTIFICATION OF NEEDS

The second step was to identify a list of the most appropriate and the best suited
career development [Link] are also the exclusively sound expectations and
needs of the employees working in the organisation.

3. CONSULTATION WITH THE APPROPRIATE STAKEHOLDERS

After finalising the most appropriate career development tracks, the HR consults
with the appropriate stakeholders involved regarding the necessity, processes
involved, advantages, competitive advantage, segments of the organisation
involved and the level of coordination expected from them for the same.

4. DELEGATION OF RESPONSIBILITY

In this step, various decisions and actions were taken in the delegation of
responsibilities and duties involved in the pre-decided career development
[Link] function will be assigned to which segment, of which department is
decided and finalised in this step.

5. DRAFTING THE POLICY

The policy, with its introduction, definition, scope, objective, applicability, eligibility,
process, flowchart and frequently asked questions is now written down
[Link] edits and changes, are made in this stage of policy formulation to
make it suitable for official purposes.

6. DOCUMENTING THE PROCEDURES INVOLVED

The policy is now documented in official format and is prepared for approval from
authorities which to be carried out in the next step.

14
 7. FINALISING & APPROVING THE POLICY

The policy is sent for approval and finalisation from the appropriate necessary
authorities and to incorporate and take into consideration the suggestions and
edits, if any, from the same.

8. IMPLEMENTING THE POLICY

The policies are implemented and taken into effect in this step.

9. MONITOR , REVIEW , REVISE

The policy implementation process is monitored, reviewed and revised, if needed, in this
step. This step is a continuous and ongoing process which has to be carried out
relentlessly over a period of time.

15
LINKAGES OF WORKS ASSIGNED WITH OTHER FUNCTIONS OR DEPARTMENTS
IN THE ORGANISATION

The fundamental HR operations like filing, indexing and auditing were concerned only
with the HR [Link] strategic HR operations like formulation and implementation
of HR policies were concerned not with one specific department, but with all the staff
employees in the organisation.

OUTPUTS OF THE WORKS ASSIGNED

1. Through ​“Filing” and ​“Indexing”,​ all the documents of employees were arranged
in appropriate orders in the respective cabinets.
A deep understanding about the fundamental concepts of “Filing” and “Indexing” was
developed.

2. Through “​Auditing” , a consolidated excel-sheet was prepared with all the

necessary details.
A deep understanding about the fundamental concepts of “Auditing” was developed.
3. Through Segregation of ​“Interview Evaluation Sheets”,​ all the sheets were
arranged according to their appropriate statuses.
A deep understanding about the concepts of “Parameters for interview evaluation” was
developed.

4. Through Uploading the ​“Employee Payslips” into the “digital management

system”, the employee payslips were uploaded for all the respective employees.
An understanding about “payslips” was developed​.

5. By Drafting a policy regarding the “​Career Development” o ​ f Employees in JCB

Plant Jaipur, first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “career development” was developed.

6. By Drafting a policy regarding the “Job Rotation Program” o ​ f Employees in JCB

Plant Jaipur, first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “job rotation” was developed.

7. By Drafting a policy regarding the ​“Internal Trainer Program” of Employees in

JCB Plant Jaipur, first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “internal trainer” was developed.

8. By Drafting a policy regarding the ​“Supplier Mentoring Program” of Employees

in JCB Plant Jaipur, first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,

16
eligibility and process of “supplier mentoring” was developed.

9. By Drafting a policy regarding the ​“Career Development Council-Governance

Model” of Employees in JCB Plant Jaipur, first draft of the policy was put into
document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “Career Development Council-Governance Model” was
developed.

10. By Drafting a policy regarding the ​“Overseas Training Program” of Employees

in JCB Plant Jaipur,first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “overseas training” was developed.

11. By Drafting a policy regarding the ​“Overseas Assignment Program” of

Employees in JCB Plant Jaipur,first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “overseas assignment” was developed.

12. By Drafting a policy regarding the “Field Support Program” of Employees in JCB
Plant Jaipur,first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “field support” was developed.

13. By Drafting a policy regarding the ​“Job Enrichment Program” of Employees in

JCB Plant Jaipur,first draft of the policy was put into document.
A deep understanding about the fundamental concepts, scope,objectives, applicability,
eligibility and process of “job enrichment” was developed.

14. After attending a workshop conducted on ​“POSH-Prevention of Sexual

Harassment at Workplace”, a deep understanding about the same was
developed.

15. After attending a ​“Safety Skit Competition” , a deep understanding about Safety
Awareness and important safety measures, in manufacturing organisations was
developed.

17
 USER GROUPS (INTERNAL OR EXTERNAL)

The user groups of these outputs are ​INTERNAL,​ which include:-

● Employees
● Supervisors & Managers
● HR Department
● Management Committee Members

IMPACT OF MY WORK ON THE ORGANISATION

During the course of my internship, I was asked to prepare the first drafts of policies for
the career development of employees in the [Link] included preparing policies
on Career Development, Job Rotation, Internal Trainer, Supplier Mentoring, Overseas
Training, Job Enrichment, Field Support, Mentor-Mentee, and Overseas Assignment.

My work helped in the documentation and implementation of HR policies for Career

Development of [Link] has also shrouded results in developing & retaining high
quality people pool, management of talent in the organisation, in the learning-training &
development of employees, in managing the knowledge & intellectual capital in the
company,in enlarging the skill base and developing the levels of competence required in
the workforce, in providing individuals with stimulating and interesting work and giving
them the autonomy and flexibility to perform their jobs well, indirectly enhancing the job
satisfaction and flexibility, which encourages high performance and productivity,
in encouraging discretionary learning (which happens when individuals actively seek to
acquire the knowledge and skills that promote the organization’s objectives), in
developing a climate of learning – a growth medium in which self-managed learning as
well as coaching, mentoring and training flourish.

18
 LEARNING OUTCOMES

[Link]. TASKS LEARNINGS

1 “Filing” and “Filing” - refers to the

“Indexing” of process of arranging the
Employee individual documents of
Documents employees, in a file, in a
particular order.
These documents include
adhar card, pan card,
qualification details like
10th, 12th, graduation,
masters etc., past work
experience certificates,
personal details form,
interview assessment
sheet, background check
form, employee referral
form, offer letter,
appointment letter,
employee health benefit
form, mandate form,
non-disclosure form,
employee relations form,
leave request forms,
employee reward form,
employee complaints form,
exit interview form, exit
clearance form, experience
certificate etc.
Usually the documents are
arranged in the descending
order i.e. according to the
recent developments
related to the employee.
“Indexing” - refers to the
process of arranging
various employee files, in a
particular order, in a
cabinet or a [Link]
order is usually according
to the codes assigned to
individual employees in
ascending order. Many
organisations carry out

19
 indexing according to the
year of joining of
employees also.

2 “Auditing” of “Auditing” refers to the

Employee process of conducting an
Documents official inspection of all
the necessary employee
documents in all the files
of employees while also
maintaining a record of
the same.

3 Segregation of “Interview Evaluation

“Interview Sheet” ​- records the
Evaluation Sheets” information about a
candidate, collected during
an interview and assists in
evaluating and comparing
different applicants when
interviews are completed.
The interview assessment
form ​clearly records the
captured evidence of why
the candidate would be or
would not be suitable for
appointment.

4 Uploading the “Employee Payslips” - is

“employee payslips” a note / document given to
into the “digital an employee when they
management are paid, with all the details
system” of the amount of pay given
and with the amounts
deducted for tax and
insurance.
“Digital Management
System” - A Digital
Employee Management
System is a portal, which is
designed to simplify the
process of record
maintenance of employees
in an organisation. It helps
in managing the

20
 information of employees
for various HR [Link]
also acts as a platform for
employees where they can
get easy access to all the
associated information on
their fingertips.
This makes almost all HR
processes transparent and
communicative for the
employees which helps to
minimize any complication
arising in the core HR
functions due to
non-disclosure of
information or irregular &
incomplete documentation
related to the activities of
employees.

DESIGNING AND DRAFTING THE POLICIES FOR

“ CAREER DEVELOPMENT FRAMEWORK”

6 Job Rotation “Job Rotation” - Job

Rotation is a process
where an employee,
performing a job is
assigned to another job for
a predetermined period. In
simple terms it means that
an employee will move to
another job/domain and
gain knowledge and
experience in that
job/domain for a stipulated
period and then return to
his original job/domain.

7 Internal Trainer “Internal Trainer” -

Internal Trainer is an
employee of the
organisation, who is a
subject matter expert on a
given [Link]
employees then provide
various kinds of training
related to their subject

21
 matter expertise to the
other employees of the
organisation. Internal
trainer needs to
demonstrate two key
qualities namely extensive
and in depth Technical
knowledge on the domain
and proven ability to
impart knowledge
effectively.

8 Supplier Mentoring “Supplier Mentoring” - A

Supplier Mentor is an
employee of the company,
who, in addition to
performing his regular job
also takes up a dynamic
role in developing a given
Supplier. The organisations
usually form a team of
mentors, who are
resources from various
domains with extensive
hands-on technical
experience and a
demonstrated ability in
analysis in problem
solving.

9 Overseas Training “Overseas Training” -

Overseas training is
referred to any training
attended in a location
outside of India. This
includes training at any of
the organisational locations
or any other location in a
foreign country. Training
includes Class Room
training, On-the job
training, seminars,
workshops and any other
intervention that involves
imparting knowledge or
skills.

22
10 Job Enrichment “Job Enrichment” - Job
enrichment refers to
making a job more
interesting and challenging
for the employees by
redesigning and adding
variety to their jobs. It
mainly consists of giving
more responsibility than
what originally applies to
the job through
opportunities aimed at the
professional growth and
recognition of employees.

11 Overseas Assignment “Overseas Assignment” -

Overseas Assignments are
referred to assignments
done outside base home
country. These
assignments are typically
related to execution of
work and are not limited to
training or learning a given
skill. Training during these
assignments is incidental
to work that is being
executed. Overseas
Assignments are usually
for a predetermined tenure
, usually 6 months and
above.

12 Field Support “Field Support” - ​Field

Service is a function within
the organisation that is
responsible for supporting
the customer in an ongoing
and prompt manner with
daily service, maintenance
and up-keep needs of the
customer's equipment.
Field service function
anchors seamless
business relationships with
customers and provides an
opportunity for repeat

23
 business orders based on
the customer experience.
Field support helps with
preventive maintenance,
performance tracking,
prompt repair support. The
Field Support team has
mastery on proactively
diagnosing potential field
failures, troubleshooting
and ongoing progressive
customer connect.

13 POSH-Workshop In India, sexual

harassment against
women employees is
regulated by the ​“Sexual
Harassment of Women at
Workplace (Prevention,
Prohibition and
Redressal) Act, 2013”.
This workshop, helped me
to develop a deep
understanding about the
mechanism of grievance
handling, increasing
awareness amongst
employees and the
constitution and functioning
of ​“ICC-INTERNAL
COMPLAINTS
COMMITTEE”.

14 Safety Skit Competition This competition, of which

various employees of JCB
were participants, helped
me to develop a deep
understanding about all the
safety measures which are
necessary for the
employee and worker
safety in a manufacturing
organisation.

24
 CONCLUSION & RECOMMENDATIONS

Human resources are a source of sustained competitive advantage, while, traditionally,

the costs associated with the development of HR strategy has been regarded as an
operating expense, these costs would be better considered as an investment in capital
[Link] should realize the expectations required from employees and so
the employees show their skills, be motivated and behave in the manner required by the
organization to achieve its performance goals.

There exists a positive relationship between the greater adoption of HR practices and
business or organizational performance. The causal linkage between HR and
organizational performance will enable the HR managers to design programmes that will
bring forth better operational results to attain higher organizational performance. The
focus of the HR management should be to understand organizational performance
processes and design HR practices that influence process and outcome variables.

Policies and practices of organizations motivate employees and they give impact on the
organizational [Link] way an organization manages its Human Resources has
a significant relationship with the organization’s [Link] achieving the expectations of
employees, the performance required by the organization is achieved.​Hence,
organizations need to consider human resource as a tool to gain competitive advantage
needed to create appropriate policies and practices.

25
 REFERENCES

[Link]
[Link]

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[Link]

[Link]

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