SECTOR-5 SHIPRA PATH MANSAROVAR

JAIPUR 302020

A
SUMMER INTERNSHIP PROJECT ON
HR AUDIT

SUBMITTED BY,
SHALINI GUPTA
INTERN
{10 JUNE 2018 – 10 AUG 2018}

APPROVED BY GUIDED BY
Dr. Anand Paderu Ms. Niyati Arora
{Center Head} {AM- HR}

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 CONTENT
SR. NO. CONTENTS PAGE. NO.
1 CHAPTER – 1 3-9
Company Profile
.. The Specialist in Cancer Care
.. The Future of Cancer Care
.. Values
.. Vision
.. Mission
.. Corporate History
.. Awards
.. Services
.. HCG Advantages
.. Accreditation
2 CHAPTER – 2 10-30
Introduction about the study (HR AUDIT)
.. Introduction
.. Definition
.. Approaches to HR Audit
.. Scope of HR Audit
.. Benefits of HR Audit
.. HR Audit Process
.. Component of HR Audit
.. NABH
.. Summary Standards
.. Summary & Objective Elements
.. HR Audit checklist
.. Method of HR Audit
.. HR Audit Questionnaire
.. HR Audit Report
.. Conclusion
3 CHAPTER – 3 31-33
Job Profile
.. HR Intern will learn the practical
application of all the process related to HR
.. Qualifications

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4 CHAPTER – 4 34-36
Key Learning’s
.. Have your documentation on time
.. Recruiting the right people in the
organization
.. Work is never over
.. People are a tough nut to crack
.. Training & induction
.. Joining process of new employee
.. Formation of committees
.. Filing & sorting of resumes
.. Personal file tracker

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CHAPTER 1
Company Profile

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THE SPECIALIST IN CANCER CARE
Healthcare Global Enterprises Ltd (HCG), India’s largest provider of cancer care is at the
forefront of the battle against cancer. Through its network of 20 comprehensive cancer
centresspread across India, HCG has brought advanced cancer care to the doorstep of millions
of people.

THE FUTURE OF CANCER CARE

For years, HCG has been defining the future of cancer care in India by designing, building and
managing cancer centres with a steadfast vision: To transform the cancer care environment by
bringing core clinical services to one central place.
Our intent is to help patients live longer, better lives - and to improve cancer care one centre at
a time. At HCG, each centre is a model of excellence, a place where physicians can achieve
professional fulfilment and accomplish breakthroughs in patient care.

VALUES
 Quality
Enabling patients to live longer and better lives.
 Integrity
To be honest and forthright in all dealings, and to be responsible corporate citizens in
the community.
 Innovation
To strive to find innovative ways to enhance patient care and provide value to them.
 Collaboration
To explore the limitless possibilities of collaborative energy and teamwork.
 Leadership
To be the best, as individuals and as a company.

VISION
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 “Adding life to years by redefining healthcare through global innovation.”

MISSION
“To be an acclaimed healthcare institution in pursuit of medical excellence through
value based medicine.”

CORPORATE HISTORY
 1989 Bangalore Institute of Oncology commences operation
 1998 Our Company incorporated as Curie Centre of Oncology
 2005 Our Company’s name changed to HealthCare Global Enterprises Pvt. Ltd
 2005 Entry into clinical laboratory business through acquisition of Triesta Sciences
 2006 Investment by India Development Fund of IDFC
 2007 Entry into multi specialist hospital business through acquisition of Medisurge Hospitals,
Ahmedabad
 2008 Investment by PremjiInvest
 2010 Investment by Milestone Private Equity Fund
 2013 Investment by Temasek
 2013 Entry into fertility business through acquisition of 50.1% stake in BACC Healthcare
 2015 Signed agreement with CDC for Africa foray
 2016 Listed on BSE and NSE
 2017 Acquisition of CCK in Africa

AWARDS
 Won the Best Marketing Campaign for SelfV Survivor Stories at the Asian Healthcare Leadership
Awards 2014
 Dr. BS AjaiKumar won CEO of the Year at the Asian Healthcare Leadership Awards 2014
 Awarded 'Best Health Care Group of the Year' by BMA.
 The First Hospital in India to win the Golden Peacock Award – Innovation Management.
 E&Y 'Entrepreneur of the Year' award.
 CII 'Emerging Entrepreneur of the Year' award, 2011.
 Frost & Sullivan Oncology 'Leader of the Year' 2 times in a row.
 Awarded 'The Best Place to Work' by Hosmac and People Strong.
 Awarded 'The Most Innovative Single Speciality Healthcare Entity' by VCCIRCLE.

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 The Limca Awards for forming the largest human ribbon, and for creating the largest to-scale
model of the lung.

SERVICES
 Clinical Lab
 Diagnosis
 Types of Cancer
 Medical Oncology
 Radiation Oncology
 Surgical Oncology
 Liver Transplantation
 Bone Marrow Transplantation
 Robotic Surgery
 Patient Care

HCG ADVANTAGES

OVERVIEW
HCG provides state-of-the-art facilities for diagnosis and treatment, which include PET-CT, PET-
MRI, 3T-MRI and radiation therapies like IGRT, IMRT, TomoTherapy, CyberKnife, TrueBeam,
Versa HD and Robotic surgery through da Vinci. We provide all the treatment modalities like
radiation, surgical and medical oncology, under a single roof, which gives us an edge when it
comes to customising treatment options, based on every case.
We have over 220 oncologists and over 440 specialized physicians, associated with us, as part
of the HCG group. The team of specialists at HCG includes neurosurgeons, head andneck

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surgeons, gastroenterologists, uroncologists, orthoncologists to provide treatment through
surgeries. In addition to this we have a team of experienced medical oncologists.

Technology
HCG has, for long, been at the forefront of the fight against cancer. An area of such intensity
requires innovative treatments and methods, and the introduction of industry-changing
technologies.

MDT
A multidisciplinary team is a panel of specialists with expertise in specific fields, who are
brought together for each case. This panel of experts works in synergy, to ensure that
comprehensive opinion is available.

Quality of Life
At HCG, we believe that understanding cancer is the first and the best step in curing it, at the
earliest. We own a dedicated unit for diagnosis - Triesta. At Triesta, the dedicated unit for
diagnosis, we take a step by step approach.

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First from HCG
Asia's first bloodless Bone Marrow Transplant, India's first Computer Assisted Tumors
Navigation Surgery (CATS), First hospital in India to introduce Flattening Free Filter (FFF) mode
technology to treat a patient.

Network
Our unique hub-and-spoke model helps us to maintain an integrated approach to cancer care.
We are able to successfully reach thousands of patients across India, through our ‘spokes’,
located in smaller cities and Tier-2 & 3 towns.

Winning Over Cancer

Our body is made up of cells. All cancers begin in cells, which are the fundamental unit of life.
To understand cancer, it's useful to know what happens when normal cells become cancer cells.

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ACCREDITATION

NABL

DSIR

ISO

FDA

CAP

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 CHAPTER 2
About the Study

INTRODUCTION - HR AUDIT:
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HRM includes different functions like HRP, job analysis and design, recruitment, selection,
induction, performance appraisal, safety and health, welfare, industrial relations and many
more. These functions are performed in furtherance of certain social, functional and personal
objectives.

DEFINITION - HR AUDIT:
HR Audit means the systematic verification of job analysis and design, recruitment and
selection, orientation and placement, training and development, performance appraisal and job
evaluation, employee and executive remuneration, motivation and morale, participative
management, communication, welfare and social security, safety and health, industrial
relations, trade unionism, and disputes and their resolution. HR audit is very much useful to
achieve the organizational goal and also is a vital tool which helps to assess the effectiveness of
HR functions of an organization.

APPROACHES TO HR AUDIT:

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1: Comparative approach:
In this, the auditors identify Competitor Company as the model. The results of their
organization are compared with that of the model company/industry.

2.Outside authority:
In this, the auditors use standards set by an outside consultant as benchmark for comparison of
own results.

3.Statisticalapproach:
In this, statistical measures are performance is developed considering the companys existing
information.

4. Compliance approach:
In this, auditors review past actions to calculate whether those activities comply with legal
requirements and industry policies and procedures.

5. Management By Objectives (MBO) approach:

This approach creates specificgoals, against which performance can be measured, to arrive at
final decision aboutindustry’s actual performance with the set objectives.

SCOPE OF AUDIT:

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Generally, no one can measure the attitude of human being. Hr audit must cover the activities
of the department and extend beyond because employees’ problems are not confined to the
HR department alone. So it is very much broad in nature. It should evaluate the personnel
function, the use of its procedures by the managers and the impact of these activities on the
employees. It covers the following HR areas:

1. Audit of HR function:
This involves audit of all HR activities. For each activity, auditor must
(i) determine the objective of each activity, (ii) identify who isresponsible for its performance,
(iii) review the performance, (iv) develop an action plan to correct deviation, if any (v) follow up
the action plan.

2. Audit of managerial compliance:

This involves audit of managerial compliance of personnel policies, procedures and legal
provisions. How well re these complied withshould be uncovered by the audit so that corrective
action can be taken.

3. Audit of HR climate:
The Hr climate has an impact on employee motivation, morale and job satisfaction. The quality
can be measured by examining employee turnover,absenteeism, safety records and attitude
surveys.
 Employee turnover
 Absenteeism
 Accidents
 Attitude surveys

4. Audit of corporate strategy:

HR professionals do not set corporate strategy but theystrongly determine its success.
Corporate strategy helps the organization gaincompetitive advantage. By SWOT analysis, top
management devises the ways of gaining and advantage. Whether the company stresses
superior marketing channels,service, innovation, or some other approach, HRM is affected.

BENEFITS OF HR AUDIT:

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The team that is responsible for the audit should represent a cross-section of the organization
staff, including line staff, middle and upper management and those responsible for HR
functions. It provides the various benefits to the organization. These are:

1. Getting the top management to think in terms of strategic and long-term business plans
2. Clarifying the role of the HRD department and line managers in HRD
3. Streamlining of other management practices
4. Better recruitment policies and more professional staff
5. Changes in the styles of top management
6. Improvements in HRD systems
7. More planning and more cost-effective training
8. Increased focus on human resources and human competencies
9. Strengthening accountabilities through appraisal systems and other mechanisms
10. TQM interventions

HR AUDIT PROCESS:

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The HR audit process is conducted in different phases. Each phase is designed to build upon the
preceding phase so that the organization will have a very strong overviewof the health of
the HR function, at the conclusion of the audit.

1. Pre-Audit Information:
This phase involves the acquiring and review of relevant HR manuals, handbooks, forms,
reports and other information. A pre-audit information request is forwarded to the
Client who compiles the necessary information for review by auditors.

2.Pre-Audit Self-Assessment:
In order to maximize the time spent duringsubsequent portions of the audit, a pre-audit self-
assessment form, if sent to theclient can be of use. The self-administered yes/no questionnaire
asks a number of questions about current HR policies and practices. The completion of this self-
administered questionnaire allows auditors to identify key areas for focus duringthe HR audit.

3.On-site Review:
This phase involves an on-site visit at the client’s facilityinterviewing staff regarding HR policies
and practices. A very in-depth HR audit checklist is completed.

4. Records Review:
During the on-site visit, a separate review is conducted of HR records and postings. Employee
personnel files are randomly examined as well ascompensation, employee claims, disciplinary
actions, grievances and other relevantHR related information are checked.

5. Audit Report:
The information gathered is used to develop an HR audit report.The audit report categorizes
action needs into three separate areas. The areas thatare urgent and important (UI), not urgent
needs but important (NUI), not urgent butnot important needs (NNI)), and important
opportunities needs (IO). As a result of this scheme of classification, managements can
prioritize their steps.

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6. The critical areas:
The comprehensive HR audit covers all areas of HR management like recruitment practices,
training and development, compensation and benefits, employee and union relations,
health, safety and security, miscellaneous HR policies and practices-welfare, strategic HR issues,
manpower planning/budgeting. Besides classifying needs in each of the above areas, the
HR audit also cites relevant laws, cases and research to support the recommendations.

7. Preparation for an audit Auditor engagement:

If external firm carrying out the audit, it is preferable to setterms in writing defining and
agreeing on scope .If using internal resource it is better to appoint them formally with clarity on
scope and select persons who arenon political or those who are not high on hierarchy.

8. Data gathering:
Completion of a self-assessment questionnaire significantlyexpedites the audit process and
allows for better audit planning.

9. On-site access:
The on-site portion of the audit is the most critical.

10. Using audit findings:

How does an organization use HR audit results? Since theHR audit results are classified, an
important aspect is already taken care of. Criticalneeds should be the first ones to be
addressed. Organization generally have threeoptions for dealing with audit results.

The Five Critical Components of the HR Audit Process:

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Recognized as setting the standard in HR auditing, the new edition of the ELLA theEmployment-
Labor Law Audit™, the leading HR auditing tool, incorporates the fivecritical components of an
HR audit into the HR audit process. These five criticalcomponents, which should be addressed
in every HR audit, are shown and discussed below in the HR Audit Model.

1. Activities
2. Behaviors
3. Risk Assessment
4. Internal Controls
5. Outcomes

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National Accreditation Board for
Hospitals & Healthcare Providers
{NABH}

Under Chapter 9 of NABH,

Human Resource Management (HRM)

Intent of the chapter:
The most important resource of a hospital and healthcare system is the human resource.
Human resources are an asset for effective and efficient functioning of a hospital. Without an
equally effective human resource management system, all other inputs like technology,
infrastructure and finances come to naught. Human resource management is concerned with
the “people” dimension in management.

The goal of human resource management is to acquire, provide, retain and maintain
competent people in right numbers to meet the needs of the patients and community served
by the organization. This is based on the organization’s mission, objectives, goals and scope of
services. Effective human resource management involves the following processes and
activities:-
(a) Acquisition of Human Resources which involves human resource planning, recruiting and
socialization of the new employees.
(b) Training and development relates to the performance in the present and future anticipated
jobs. The employees are provided with opportunities to advance personally as well as
professionally.
(c) Motivation relates to job design, performance appraisal and discipline.
(d) Maintenance relates to safety and health of the employees.

The term “employee” refers to all salaried personnel working in the organization.
The term “staff” refers to all personnel working in the organization including employees, “fee
for service” medical professionals, part-time workers, contractual personnel and volunteers.

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Summary of Standards:
HRM 1: The organization has a documented system of human resource planning.
HRM 2: The organization has a documented procedure for recruiting staff and
orienting them to the organization’s environment.
HRM 3: There is an ongoing programme for professional training and development of the staff.
HRM 4: Staff is adequately trained on various safety-related aspects.
HRM 5: An appraisal system for evaluating the performance of an employee exists as an
integral part of the human resource management process.
HRM 6: The organization has documented disciplinary grievance handling policies and
procedures.
HRM 7: The organization addresses the health needs of the employees.
HRM 8: There is a documented personal record for each staff member.
HRM 9: There is a process for credentialing and privileging of medical professionals permitted
to provide patient care without supervision.
HRM 10: There is a process for credentialing and privileging of nursing professionals, permitted
to provide patient care without supervision.

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Standards and Objective Elements
Standard HRM 1
The organization has a documented system of human resource planning.

Objective Elements:
1. Human resource planning supports the organization’s current and future ability to meet the
care, treatment and service needs of the patient.
2. The organisation maintains an adequate number and mix of staff to meet thecare, treatment
and service needs of the patient.
3. The required job specification and job description are well defined for each category of staff.
4. The organisation verifies the antecedents of the potential employee with regards to criminal/
negligence background.

Standard HRM 2
The organization has a documented procedure for recruiting staff and orienting them to the
organization’s environment.

Objective Elements:
1. There is a documented procedure for recruitment.
2. Recruitment is based on pre-defined criteria.
3. Every staff member entering the organisation is provided induction training.
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4. The induction training includes orientation to the organization’s vision, mission and values.
5. The induction training includes awareness on employee rights and responsibilities.
6. The induction training includes awareness on patient’s rights and responsibilities.
7. The induction training includes orientation to the service standards of theorganisation.
8. Every staff member is made aware of organization’s wide policies and procedures as well as
relevant department/unit/service/programme’s policies and procedures.

Standard HRM 3
There is an on-going programme for professional training and development of the staff.

Objective Elements:
1. A documented training and development policy exists for the staff.
2. The organization maintains the training record.
3. Training also occurs when job responsibilities change/new equipment is introduced.
4. Feedback mechanisms are in place for improvement of training and development
programme.

Standard HRM 4
Staffs are adequately trained on various safety-related aspects.

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Objective Elements:
1. Staffs are trained on the risks within the organization’s environment.
2. Staff members can demonstrate and take actions to report, eliminate or minimize risks.
3. Staff members are made aware of procedures to follow in the event of an incident.
4. Staffs are trained on occupational safety aspects.

Standard HRM 5
An appraisal system for evaluating the performance of an employee exists as an integral part
of the human resource management process.

Objective Elements:
1. A documented performance appraisal system exists in the organization.
2. The employees are made aware of the system of appraisal at the time of induction.
3. Performance is evaluated based on the pre-determined criteria.
4. The appraisal system is used as a tool for further development.
5. Performance appraisal is carried out at pre-defined intervals and is documented.

Standard HRM 6
The organization has documented disciplinary and grievance-handling policies and
procedures.

Objective Elements:
1. Documented policies and procedures exist.
2. The policies and procedures are known to all categories of staff of the organization.
3. The disciplinary policy and procedure is based on the principles of natural justice.
4. The disciplinary and grievance procedure is in consonance with the prevailing laws.
5. There is a provision for appeals in all disciplinary cases.
6. The redress procedure addresses the grievance.
7. Actions are taken to redress the grievance.

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Standard HRM 7
The organization addresses the health needs of the employees.

Objective Elements:
1. A pre employment medical examination is conducted on all the staff.
2. Health problems of the employees are taken care of in accordance with the organization’s
policy.
3. Regular health checks of staff dealing with direct patient care are done at leastonce a year
and the findings/results are documented.
4. Occupational health hazards are adequately addressed.

Standard HRM 8
There is documented personal information for each staff member.

Objective Elements:
1. Personal files are maintained in respect of all staff.
2. The personal files contain personal information regarding the staff’s qualification, disciplinary
background and health status.
3. All records of in-service training and education are contained in the personal files.
4. Personal files contain results of all evaluations.

Standard HRM 9
There is a process for credentialing and privileging of medical professionals, permitted to
provide patient care without supervision.

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Objective Elements:
1. Medical professionals permitted by law, regulation and the organisation toprovide patient
cares without supervision are identified.
2. The education, registration, training and experience of the identified medicalprofessionals is
documented and updated periodically.
3. All such information pertaining to the medical professionals is appropriately verified when
possible.
4. Medical professionals are granted privileges to admit and care for patient inconsonance with
their qualification, training, experience and registration.
5. The requisite services to be provided by the medical professionals are known tothem as well
as the various departments/units of the organization.
6. Medical professionals admit and care for patients as per their privileging.

Standard HRM 10
There is a process for credentialing and privileging of nursing professionals, permitted to
provide patient care without supervision.

Objective Elements:
1. Nursing staff permitted by law, regulation and the organisation to provide patientcare
without supervision are identified.
2. The education, registration, training and experience of nursing staff is documented and
updated periodically.
3. All such information pertaining to the nursing staff is appropriately verified whenpossible.
4. Nursing staff are granted privileges in consonance with their qualification, training,
experience and registration.
5. The requisite services to be provided by the nursing staff are known to them as well as the
various departments/units of the organization.
6. Nursing professionals care for patients as per their privileging.

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HR AUDIT CHECKLIST

What is the purpose of the audit?

1. To find areas needing improvement?
2. To look for potentially serious problem (land mines)?
3. To document processes for use in merger or reorganization?
4. To address compliance issues?

Sources of Data
1. What do the written policies and procedures say?
2. What do the HR managers say?
3. What do the line managers say?

Basics
1. How many employees are there in HR (and related departments e.g. training)?
2. What is the org chart for the HR department?
3. What is the HR budget?

Recruitment
1. How are candidates sourced?
2. How are candidates selected?
3. Are legal requirements met?
4. Are the same processes used for all jobs, all locations?
5. Are processes followed consistently?

Compensation and Benefits

1. What are the different policy groups (e.g. management, clerical, union)?
2. How is base pay policy set?
3. Are there up-to-date job descriptions?
4. How are pay increments decided?

Training and Development

1. How much training is given?

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2. How is the training program managed?
3. Are there any staff development programs?
METHODS OF HR AUDIT
There are four methods of conducting HR audit.
For HR audit, either combination of methods or all the methods are used.
1.Individual interview method
2.Group interview method
3.Workshop method
4.Questionnaire method

HR AUDIT QUESTIONNAIRE

With human resources audit becoming a mandatory annual undertaking in most organizations,
there is no denying the vital role that the HR audit questionnaire plays. The HR audit is
conducted for purposes of gauging the overall well-being of the human resource (workforce) in
an organization. Through data compiled from such audits, the HR department is then able to
figure any lapses or gaps that may exist in the workforce. The audit is also vital in comparing set
systems, policies and targets with implementation. In addition, the HR department is able to
determine if the organization is sufficiently staffed, whether the HR resources are maximally
utilized and whether the workforce complies with set industry laws. Following is the example of
audit questionnaire:
Employee Name______________ Date of Employment_______ Dept._________

Q1. How were you recruited?

a. Through a series of interviews
b. Through a panel interview
c. Through a written interviewed
d. A combination of written and direct interviews

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e. I was just called for the job without any interviews

Q2. Have you ever been involved in training and development activities since joining this
organization? _________
If yes, state when__________
Did you find the training beneficial for purposes of enhancing your job performance?
__________

Q3.Do you fully comprehend your rights to compensation and organization benefits? ______
if yes, how did you learn about them?
a. By reading the HR manual
b. Hearing from my work colleagues

Q4. Are you a member of any employee or trade union? _______

If not, why? ____________________________________

Q5.Do you have insurance cover?

Q6.Do you understand fully this organization’s policy regarding security and personal safety?
________

Q7.For how long have you been working in the same position? ___________

HR AUDIT REPORT:
The objectives of the audit report are:
1. To highlight areas that needs improvement.
2. To be acted upon.

The purpose of preparing the audit report is to help the top management and the HRD staff to
recognize and retain the company’s strengths.

Following points are to be remembered for writing an audit report:

1. Simple language should be used.
2. It should be short and precise.
3. Bullet form highlighting the strengths and weaknesses should be used.

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An HR audit report should include contents as follows: (Model Outline)
CHAPTER CONTENTS PG. NO.
1. Introduction
2. Current Status Of The HRD functions: Some
Facts
3. General Observations
4. Career System
5. Work Planning
6. Development System
7. Self- Renewal System
8. HRD Culture
9. HRD Function
10. Table And Appendices

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CONCLUSION
The Human Resources (HR) Audit is a process of examining policies, procedures,
documentation, systems, and practices with respect to an organization’s HR functions. The
purpose of the audit is to reveal the strengths and weaknesses in the nonprofit’s human
resources system, and any issues needing resolution. The audit works best when the
focus is on analyzing and improving the HR function in the organization.

A healthy HR function in an organization is as important as the physical and mental

well being of a human body. Typically the basic reason why organizations prefer to conduct an
HR audit is to get a clear judgment about the overall status of the organization andalso to find
out whether certain systems put in place are yielding any results.

HR audit also helps companies to figure out any gaps or lapses and the reason for the same.
Since every company plans certain systems and targets, an HR audit compares the plans to
actual implementation.

The concept of HR audit has emerged from the practice of yearly finance and accounting audit,
which is mandatory for every company, to be done by external statutory auditors. This audit
serves as an examination on a sample basis of practices and systems for identifying problems
and ensuring that sound accounting principles are followed. Similarly, an HR audit serves as a
means through which an organization can measure the health of its human resource function.

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CHAPTER 3
Job Profile

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JOB PROFILE

The Human Resources Intern will directly assist the Human Resources Manager with a wide
range of projects related to HR compliance, recruiting, onboarding /orientation, employee
benefits, and volunteer intern programs. This internship is designed to be both educational and
practical. In this position, the intern will learn how to take skills she may have acquired in
college related to his or her particular areas of interest, and apply them in a professional
setting. She will gain a better understanding of the role that Human Resources can play in a
non-profit setting, and be better prepared to work in the arena of human resources and the
nonprofit sector. The candidate will also have opportunities to network with the programs,
finance, and development staff.

The Human Resources Intern will learn the practical application of:
• Steps in the recruiting and hiring process, including: posting job openings, reviewing resumes,
conducting telephone and in-person interviews, making job offers and negotiating starting
salaries.
• The importance of employment law and compliance, especially regarding employment
eligibility, confidentiality, proper maintenance of employee files, and forms management.
• The interrelationship of HR and Finance in the areas of new employee paperwork, payroll
issues related to onboarding and termination, use of a payroll management database, and
report generation.
• Employee benefits management issues related to plan renewal and open enrollment, benefits
enrollment and termination, troubleshooting employee benefits issues, and the customer
service aspect of benefits oversight.

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Qualifications:
• Current or recent enrollment in a graduate or undergraduate degree program with an interest
and aptitude to work in Human Resources, or non-profit management/administrative fields.
• Ability to prioritize tasks and handle numerous assignments simultaneously.
• Proficient in Microsoft Office and internet applications.

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CHAPTER 4
Key Learning's

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KEY LEARNINGS OF THE JOB

1. HAVE YOUR DOCUMENTATION ON TIME:

Chances are, the first ever task you’ll do at an HR internship is updating the database with
names and details of the employees. Excel is going to be your soul mate in the job. From
designing forms, databases, rankings and reward structures, you will have no choice but to fall
in love with spreadsheets.

2. RECRUITING THE RIGHT PEOPLE IN THE ORGANISATION:

If you’re working for a start-up, you will get to interview and screen people too! And, after a
while you will feel like you can finally gauge someone’s inclination and interest by the answers
he/she gives. It does feel invincible for a while after which you realize no person can be known
in entirety through just an interview. A person who seemed pretty eager to work in his
application might end up as the most indolent of the lot.

3. THE WORK IS NEVER OVER:

Recruiting is a tedious job, what with all the sorting of applications and shortlisting and e-
mailing, and although HR department wants to go on a hiatus after initial recruitments, the
work never really is over. Performance reviews and appraisals, followed by implementation of
the reward structure are some of the few tasks.

4. PEOPLE ARE A TOUGH NUT TO CRACK:

If you think you have figured out how the employees work, think again. People are difficult to
manage. They keep changing, they keep learning, and this implies that you can never know how
someone’s going to react to any change brought in the organization.

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5. TRAINING & INDUCTION:
Training session of new employee was arranged, in that the Pre assessment sheet of HR training
were filled before the training start and Post asssessment sheet were filled by the employee
after the training session end. same procedure was done with IT training, Quality Training etc.

6. JOINING PROCESS OF NEW EMPLOYEE:

Letter of Intent
Interview Selection
issue

Induction about Filling of joinig

Documentation
organization kit

Joining of
Health Checkup
employee

7. FORMATION OF COMMITTEES:
I gave my participation in formation of committees under the guidance of my mentor. Following
are the committees:
1. Internal Complaints Committee for Women
2. Disciplinary Committee
3. Grievance Committee
4. Credential & Privileges Committee

8. FILING & SORTING OF RESUMES

9. PERSONAL FILE TRACKER
10. "For running a smooth business work centralization is necessary"
11. "In an Organization no one can control the informal communication"

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