HRD IN MANUFACTURING AND PRODUCTION SECTORS

The human resource department plays a wide variety of different roles in the success of an
organization. To compete in an ever-changing world, businesses must frequently realign
themselves. Organizational development is a way to improve a company through this change
process. When done effectively, organizational development focuses on the best use of the
company's employees.

Human Resource Development (HRD) is the framework for helping employees develop their
personal and organizational skills, knowledge, and abilities. Organizational development is a
planned effort for a work group and/or the organization, managed by leadership and
supported by employees, to increase organization effectiveness through planned change in
processes and systems. The focus of all aspects of Human Resource Development is on
developing the most superior workforce so that the organization and individual employees
can accomplish their work goals in service to customers. Organizations have many
opportunities for human resources or employee development, both within and outside of the
workplace. Human Resources may set strategies and develop policies, standards, systems,
and processes that implement these strategies in a whole range of areas. The following are
typical of a wide range of organizations:

 Recruitment, selection, and on-boarding (resourcing)

 Organizational design and development

 Business transformation and change management

 Performance, conduct and behaviour management

 Industrial and employee relations

 Human resources (workforce) analysis and workforce personnel data management

 Compensation, rewards, and benefits management

 Training and development

The HRD function in the manufacturing industries is often concerned with payroll,
administrative work and mediating between the management and the workers. Mostly, the
manufacturing companies lean on the HRD function in times of labor unrest and strikes.
Manufacturing is the use of machines, tools and labour to produce goods for use or sale. The
term may refer to a range of human activity, from handicraft to high tech, but is most
commonly applied to industrial production, in which raw materials are transformed into
finished goods on a large scale.

Approximately 5.8 million jobs in other sectors depend on, or are supported in some form by
the manufacturing industry all around the world. U.S.A’s manufacturing industry alone
provides 11.7 million jobs and boasts as the world’s 10th largest economy. These two facts
illustrate the vital role manufacturing industry plays in functioning of the economy
worldwide

   
GE as a global company with operations in more than 100 countries believes in developing
the talent of new employees  with programs designed to give in-depth experience and build
skills that are crucial for long-term success. Their heritage is built on continuous learning,
which is why they invest more than $1billion annually in training and education offerings.

Tata Steel formerly known as TISCO and Tata Iron and Steel Company Limited is the
world's seventh largest steel company, with an annual crude steel capacity of 31 million
tonnes. It provides free medical services to all employees and their family that continues after
retirement too. Plus it provides monetary incentives to employees who pursue higher
education in a related field along with study leave, scholarships, etc.

Oil and gas company Hilcorp, headquartered in Texas with more than 1400 employees, tops
Fortune list of the best workplaces in manufacturing and production for the second year in a
row that paid a hefty $100,000 bonus payouts last December. This is a great place to work
because employees do their best and put their best foot forward to make things better for
tomorrow. Its employees says, ‘we all show up every day with our A game and do our best.
FUNCTIONS OF HUMAN RESOURCE DEPARTMENT

 Compliance and Legal Labor Laws

In functions of human resources, Labor Laws is one of the head duty of your organization.
labor Laws or compliance that define the relationship between employee and employer. The
HR management team understand these legal matters to ensure employee and the company
are protected. This may include the calculation of leave, payroll legalization, govt and tax
reporting, etc.

 Functions of Human Resources Management & Planning

Human resource planning is a strategic decision-making process and envisions the future
planning of a company. MNC’s spend a lot of time evaluating, analyzing and planning the
organizational goals that include tentative projects in the pipeline, current
projects, recruitment goals, optimum use of human resources, anticipating market changes in
regards to technology and law and building a pipeline of human resources for incoming
projects. However, the organization needs to be receptive to market vulnerability while
planning.

Human resource management means aligning the current workforce to the organisation’s

goals and vision. Globalization, technological advances, law fluctuations, voluntary job quits,
diversification of the company’s product/ services portfolio, hiring in bulk can all be
strategically managed through a planned approach.

 Recruitment & Selection

The functions of human resource are the 2nd best HR Functions because of the recruitment
and selection process.

Companies engage in recruitment agencies for faster processes. However, it is important that

companies come with job descriptions that set clear expectations on roles & responsibilities.
Articulate recruitment procedures and selection process, in turn, attract right candidates,
creates a talent pool and meets the organisational recruitment goals
  Performance Management System

Performance management is a very important human resource function. The aim of

performance management systems is to ensure productivity by defining effective KRAs.
Performance should be reviewed under a set of tools called appraisals on a bi-annually or
yearly basis. Ideally, employees should be reviewed on a 360-degree scale, where peers,
subordinates, seniors and even customers offer feedback on an employee’s performance. The
performance management system is effective in identifying the gaps in performances that can
be filled with training and skill enhancement.
 Training and Development 

Training and development is a milestone that promises growth. Development & training does
not necessarily mean filling a gap, but skill enhancement and adapting to newer technologies.
It is a very vital part of the functions of human resources. A company mature on growth path
have a structured training department and a year-long training calendar scheduled in advance.
Having a training calendar in place in itself not sufficient but as a strong policy that drives
employees to train. The HR should relate different HR functions and infer data from the HR
function to drive another HR function effectively. Training is strategic and mandatory
procedures to understand the organisational goals, operations and expectations thereby
aligning the workforce with the company’s objectives

 Career / Succession Planning

As an HR function, succession planning is an initiative towards monitoring and working an

existing employees’ growth path such that he can be promoted within. Companies can
identify bright and promising employees inside an organization and work on developing their
growth path. Employees who feel assured of a promising work environment within the
company will not leave. Companies should work out strategies for individual development,
engage employees in grooming and challenging activities to develop them towards a higher
role.
Succession Planning is a proactive approach towards identifying the right fit for an existing
authority, which is soon to leave. Losing a key employee abruptly or without prior notice can
prove disruptive to the company. Often senior management positions are very vulnerable
because of their decision making and planning virtue and therefore require a well-structured
succession plan.

 Compensation & Benefits

While Compensation & benefits are all about salary, How a company creates & articulates
offers,  positions them in the industry as a Good or Bad Pay Master. Companies design
attractive compensation and benefits to attract the best talent in the industry, to retain the
existing talent in the company, to be recognised as a benchmark or good pay master as per
industry norms and to drive high performance.

The role of the HR professionals in this should be constantly monitoring industry salary
benchmarks and matching the industry standards, including new and variable payment
parameters in salary, easy compensation deliverables and faster processes. After all, money is
the prime motivator that drives people to work, and yet to retain people compensation and
benefits as a function needs to be well structured and reformed from time to time.

 Industrial Relations

Industrial Relations as a HR function is primarily practised in manufacturing & production

units. Unions rule industrial units with a motive that collectively speaks of the goodwill of the
employees. A company in the production & manufacturing domain should have prevalent
Industrial Relations practises and should continuously engage in talks with unions to maintain
an amicable situation.

Industrial Relations aims towards continuous production process, reducing production time
and resource wastage, reduce serious disputes including strikes and protests, better and safer
working conditions, meeting wage standards and expectation. Industrial Relations if handled
sensitively can avoid lawsuits, protests, walkouts, loss of production time and money.
Industrial Relations departments should be led a seasoned person from the Industrial
Relations domain as it is a very sensitive HR function.
  Health and Safety

Health and safety is a prime HR function in the entire landscape of the Human Resource
Management. Employees spend most of their time at work and to bring them a safe
environment, that is amicable and guarded is the prerogative of the organisation.

Organisations should consider- 

1. Safety and health policies according to industry benchmarks.

2. Safety and health training from time to time.
3. Sexual harassment act for women employees.
4. Health initiatives within the company premises.

Companies should focus not only on a plush working environment too. On the health
perspective, various drives, seminars and workshops are an undisputed need in the interest of
the employees. Free health camps and paid medical insurance policies for employee& family
are some of the initiatives companies can engage in for their employee health & safety.
TRAINING AND DEVELOPMENT PROCESS AT MOHAN MEAKINS
DISTILLERY

1. Design the Training Program 

Manufacturing training programs are not one-size-fits-all. Companies need a program that
supports their specific operation and goals. 

Training programs should cover all of the skills your workforce needs in order to function in
your facility. But not every worker needs to have every skill. Map out workforce journeys so
you know which workers need which skills.

Companies should also make sure to integrate lean manufacturing training principles into

their learning program so every role in a company is contributing to a lean operation that is
continually improving workflows, boosting performance, and reducing waste.

2. Develop the Curriculum and Method of Learning

Once you know who you’ll be training and what you’ll be training them to do, the next step is
to create the curriculum and determine how to deliver the information. 

Start with the materials. Companies can create their own training documents, produce short
videos, or curate materials from outside resources. Then, determine how long the training will
last until the final “exam” and organize the materials accordingly. 

Next, choose a method of learning. If you don’t already have one, find a mobile productivity
tool so every worker can participate in training on their mobile device. Supplement that with
in-person training for hands-on learning, too. 

Pro tips:

 Keep it simple. These are full-time workers who need small, digestible chunks of
information that they can process on the go. Break up long, complex material into
smaller bits that are easier to process. Create a set number of lessons and have a
designated duration time for the training program.
  Find an external partner. Find a local vocational school who offers coursework in
the areas where you want to improve training. Partner with them to bring their
instructors in house, or send your workers to the school.

 Incorporate technology. Use emerging tech, like virtual reality, to simulate

workflows and make learning more engaging. 

3. Implement the Program

Run a pilot program of your training program to find any areas you want to improve before
rolling it out to the rest of your workforce. Then, schedule the training and sign workers up
for sessions. Find mentors from your management team who can assist and offer guidance to
workers in training.

4. Document the training  

Once you’ve created your manufacturing training programs, document them. These will serve
as your guides for employees who go through subsequent training sessions. Create an SOP
for each skill track. Make it available on your company’s mobile collaboration tool so
employees can refer to them. Update these documents as the training evolves.

5. Regularly evaluate and improve the program

Like any part of your operation, training programs need to be regularly reviewed, evaluated,
and improved. Manufacturing is constantly evolving, thanks to Industry 4.0 and emerging
technology. Companies need to make sure their training keeps pace with those changes in
order to stay competitive. 
SCOPE OF WELFARE MEASURES

Labour, at all times, has been recognized as a separate factor of production. Any work,
whether manual or mental, which is undertaken for a monetary consideration is called as
labour. There have been differences of opinion with regard to the importance of labour, but
the fact remains that no production possible without an efficient labour force. Labour
investigations committee defines welfare as “anything done for intellectual, physical, moral
and economic and betterment of the workers, whether by employers, by government or by
other agencies or over and above what is normally expected on the part of the contractual
benefits or which workers have bargained”. International labours organizations refers with
regard to labour welfare as such services, facilities and amenities which may be established in
or in the vicinity of undertaking to enable the persons employed in them to perform their
work in healthy, consequential surrounding and provided with amenities conductive to good
health and high morale.

Importance of Employee Welfare

The importance in the conditions of their life and work will lead to high production and
peace, which will ultimately lead to the national progress. Employee welfare increases the
productive efficiency of the workers and induce them a new sprit of self-relation and
consciousness. To save the workers from the evils, to increase productivity efficiency of the
workers and to make the country more prosperous, labour welfare measures are essential for
industry.

Definition
The term “employee” and “labour” is used interchangeably in the study unit. In this study
employee welfare refers to labour welfare. Efficiency of the workforce is directly and
indirectly linked with the conditions and environment under which they are required to work.
Even the most sincere employee cannot contribute his productivity is bound to increase when
he is comfortable at the workplace and he is conscious of the welfare amenities. If he is
forced to work in inadequate light conditions or polluted air conditions, his output potential
will decline. Overacting of the environment are worse than under heating although both are
expensive in terms of decline in output since respiratory ailments would be caused by both
the conditions.

Employee Welfare Activities

Employee welfare constitutes the provision of welfare work, which depends for their
observance on the compulsion of the government. Voluntary Voluntary facilities are the
facilities, which are provided by the explorer voluntarily for the benefit of the employees.
Even though more provisions are becoming statutorily obligatory, new avenues for voluntary
welfare work are always opening up as a result of new situations arising out of more
accelerated pack of industry. So there is a vast scope for employers to play their role in
providing voluntary facilities. Mutual Mutual welfare facilities are the joint enterprise of the
workers to improve their lot. This is a place where trade unions can play the active role and
undertake many provisions for the betterment of the workers. But they are not much
developed to provide these facilities to the workers.
Employee Welfare Measures –

An Overview

The following Acts provides these measures:

1. Factories Act 1948
2. Employees family pension scheme 1971
3. Employee state insurance Act 1948
4. Workmen’s compensation Act 1923
5. Payment of gratuity Act 1972.
6. Employees provident fund Act 1952
7. Maternity benefit Act 1961

Factories Act 1948

The existing law reacting to regulation of labour employed in factories in India is embodies
in the factories act 1934. Experience of the working of the act has revealed a number of
defects and weakness, which hamper effective administration. Hence the factories act 1948
was enacted and new changes were introduced to male health safety and welfare measures
more appropriate to the factory workers. The main object of this act is to protect factories act
from being subject to unduly long hours of bodily strain or manual labour. It also provides
that employees should work in healthy and better sanitary conditions so far as the
manufacturing process will allow and precautions should be taken for their safety and for the
preventions on accidents.
1. Washing Facility (Sec.42)

In every factory adequate and suitable facilities (separately and adequately screened for the
use of male and female workers) shall be provided and maintained for the use of the workers
therein and such facilities shall be conveniently accessible and shall be kept clean.

2. Facility for storing and drying clothing (Sec.43)

The state government may make rules requiring the provision of suitable places for keeping
clothing of workers not worn during working hours and for the drying or wet clothing in
respect of any factory or class of factories.

3. Facility for sitting (Sec.44)

Provision of status arrangement for workers obliged to work in a standing position. In every
factory, suitable arrangements for sitting shall be provided and maintained for all workers
who are obliged to work in a standing position. This has been done in order that workers
may take advantage of any opportunities for rest, which may occur in the course of their
work. Provision of seating arrangement for workers doing work which can be done in a
sitting post if the workers in any factory engaged in a particular manufacturing process or
working in a particular room are able to do their work, the chief inspector may require the
occupier of the factory to provide such seating as may be practicable.
4. First aid appliances (Sec.45)

At least one first-aid box with prescribed contents for every 150 workers. There shall in
every factory be provided and maintained so as to be readily accessible during all
working hours, first-aid boxes or cupboards with the prescribed contents. There shall be
at least one such box for every 150 workers ordinarily employed at any one time in the
factory. First-aid box to have prescribed contents. Only the prescribed contents shall be
kept in a first aid box or cupboard. Most first-aid box to be in the charge of responsible
person. Each First-aid box shall be kept in the charge of separate responsible person who
holds a certificate in the First-aid treatment recognized by the state government. Further,
such person shall always be readily available during the working hours of the factory.
Ambulance room in a factory employing more than 500 workers. In every factory
wherein more than 500 workers are ordinarily employed there shall be provided and
maintained an ambulance room containing the prescribed equipment. The room shall be
in the charge of such medical and nursing staff as may be prescribed and those facilities
shall always be made readily available during the working hours of the factory.

5. Canteens (Sec.46)

Canteen in factory employing more than 250 workers the state government may make rules.
The state government may make rules requiring that in any specified factory wherein more
than 250 workers are ordinarily employed, a canteen shall be provided and maintained by the
occupier for the use of the workers.

6. Shelters, rest rooms and lunch rooms (Sec.47)

Provision for shelters, rest rooms. Lunch rooms in a factory employing more than 150
workers. In every factory wherein more than 150 workers are, there shall be a provision for
shelters, rest rooms, lunch rooms where workers can eat meals brought by them with
provision for drinking water, however, any canteen maintained in accordance with the
provision of Sec 46 shall be regard as part of this requirement. Where a lunchroom exists, no
worker shall eat any food in the workroom.

7. Crèches (Sec.48)

Provision of crèches in factories employing more than 30 women workers. In every factory
wherein more than 30 women workers are ordinarily employed, there shall be provided and
maintained a suitable room for use of children under the age of 6 years of such women.
Crèches should be adequate lighted and ventilated and to be under the charge of trained
women. Rooms for use of children shall provide adequate accommodation shall be
adequately lighted and vent lighted. Further they shall be maintained in a clean and sanitary
condition shall be under the charge of women trained in the care of children and infants. The
location and the standards in respect of construction, accommodation, furniture and other
equipment of rooms for use of children belonging to women workers.

8. Welfare officers

Employment of welfare officers in a factory employing 500 or more workers. In every

factory wherein 500 or more employees there shall be one welfare officer for the purpose of
marinating those facility.

Employee’s Family pension scheme – 1971

The family pension seeks to provide some monetary relief to the family members of
employees, who die in service, that is, before superannuating. In the event of an employee’s
death his family gets pension on a graded scale depending on the employee’s last salary
grade. The range of pension is around Rs.50 to Rs.200. In addition to pension sum of Rs.
1000.Is also paid as life insurance benefit. Those employees, who retire from service, get a
lump sum of Rs. 4000/- as retirement benefit, obviously under the present scheme, retiring
employees do not benefit from any sort of pension. The employee, the employer and the state
government contribute 1-1/6% of the employee’s pay as contribution to fund. The central
government pays the administrative cost of the scheme.

Employees State Insurance Act 1948

This Act applies in the first instance to the personnel factories using power and employing
20 or more persons. The objective of this act is to provide certain benefits to employees. In
case of sickness, maternity and employment injury and to evolve a scheme for socio-
economic welfare of the workers. The act covers all factories and industries, which run on
permanent basis, and it does not include any seasonal factory.

Workmen’s compensation Act 1923

In 1923 the government of India passed the workmen’s compensation act intended to
provide for the compensation to those workman who sustain personnel injuries by the
accidents arising out of and in the course of their employment. The act applies to all
permanent employees employed in railways, factories, mines, plantations, mechanically
prepared vehicles construction work and certain hazardous occupations of drawing a salary
not exceeding Rs. 1000 The employer is liable to pay under this act, the compensation incase
of personnel injury by accident arising out of and in the course of employment. No
compensation is however payable if the incapacity of the worker, not resulting in death. The
amount of compensation payable depends on the nature of injury and the average monthly
wages of the worker concerned for this purpose, injury has been divided into three
categories. They are: a) Causing death, b) total or partial permanent disablement and
Temporary disablement. The rates of compensation are fixed for all type of injuries
according to wager ranges. If the period of disablement does not exceed 28 days, no
compensation is paid for the first thirty days.

Payment of gratuity Act 1972

The government has also passed the government of gratuity act 1972 under which
employees in factories. Since, oil fields, plantations, ports, railways, companies, shops or
other establishments are entitled to gratuity under completing 5 years of service, at the rate
of ½ month’s wages for each completed years of services subject to a maximum of 20
months wages. This scheme applies to workers drawing a monthly salary of Rs. 1000 or less.

Employees Provident Fund Act 1952

The act was passed in 1952 covering factories employing 50 or more workers in 6 major
industries Viz., Iron and Steel industries, Textiles, Engineering, Cement, Paper and
Cigarettes. Establishment employing between 20 and 50 persons are also exerted for 5 years.
The employees and employers contribute 6 % of the total emoluments. The scheme covers
every employee drawing as salary of Rs.100 or less and who has completed one year
continues service and actually worked for 240 days in that period. A special reserve fund
was made for making the payment to outgoing members.

Maternity benefit Act 1961

Maternity benefit act 1961 has been passed to regulate the employment of women in certain
establishment for certain periods before and after childbirth to provide different kinds of
benefit to female wage earners. Section (4) of this act prohibits of work by women under
certain circumstances.
1) Women shall not be employed during six weeks immediately following the day of her
delivery or miscarriage.
2) No pregnant women shall be made to do any work which involves long hours of standing.

DUTIES OF WELFARE OFFICER

The duties of welfare officer shall be the following

a) To establish the conduct and hold consultations with a view to maintain harmonious
relation between the factory management and workers.

b) To bring the notice of the factory management the grievances of workers, individuals as
well as collective with a view to secure expeditions redress and to act as liaison officer
between the management and labour.
c) To study and understand ht point of view of labour in order to help the management to
shape and formulae labour polices to the workers in a language they can understand.
 d) To watch industrial relation with a view to use his influence in the event of dispute
between the factory management and workers to help and to bring about a settlement by
persuasive effect.

e) To advice the management and concern departments of the factory obligations, statutory
or otherwise concerning regulations of working hours, maternity benefit, medical scare
compensation for injuries and sickness and other welfare and social benefit measures.

Other duties

a) To advise and assist the management in the fulfillment of its obligations statutory or
otherwise concerning. Prevention of personnel injuries and marinating a safe work
environment, in such factories where a safety officer is not required to be appointed
under the enabling provisions under section 40B of Act.

b) To promote regulations between the concerned departments of the factory and workers,
which will bring about productive efficiency as well as amelioration in the working
conditions and to help workers to adjust and adopt themselves to their working
environment.

c) To encourage the formulation of ht workers and joint production committee, co-operative

societies and welfare comities and to supervise their works.

d) To encourage the provision of amenities such as canteens, crèches adequate latrine

facilities, drinking water, sickness and benefit schemes payment, guarantee of loans and
legal advice to workers.

e) To help the factory management in regulating grant of leave with wages and explain to
the workers. The provision relating to leave with wages and other leave privileges and to
guide the workers in the matter of submission of application for grant of leave for regulating
authorized absence.

f) To advice the provision of welfare facilities, such as housing facilities foodstuffs social
and recreational facilities sanitation advice on individual, personnel problems and education
of children.

g) To work for the improvement of educational facility and promote adoption of the family welfare
measures among the workers. Welfare officers not to deal with disciplinary cases or appear on
behalf of the management against workers. No welfare officer shall deal with any disciplinary against
a person employed in a factory or appear before a conciliation officer, court or tribunals on behalf of
the management. When he is required by a conciliation officer, court or tribunals to appear as an
indefinite witness

RECRUITMENT PROCESS

Recruitment process is a time consuming activity, where the entire process starts from the point of
requirement rising in the company and comes to end when that requirement gets fulfilled.

HIRING AUTHORIZATION REQUEST

The entire recruitment process at Mohan Meakins starts with the present and future manpower
planning in the organization by the line managers of the particular department.

 Line managers send a job request to the HR manager which is approved by the country
manager
 Job requisition should be made along with the JD (job description) to the HR manager.

INTERNAL RECRUITMENT

 Candidates may be identified from internal database / External

 Through the HRIS (HUMAN RESOURCE INFORMATION SYSTEM) of company, with all
the details of the employee’s suitable candidate for the job can be selected for the required
job.

INTERNAL SOURCING
  HR manager source the profiles through the job portals(Naukri.com)
 Sourcing should be done, keeping in mind the job description which includes (KSE)
Knowledge, Skill and Experience required for the job.
 The previous organization where the candidate worked or still working should have an
important role in sourcing.
 The matching profiles should be saved and HR executives should create a Tracker in MS-
Excel for their references.
 The candidates profile in tracker will be contact by the HR executive to know the interest of
the candidate to joining the distillery.

JOB CONSULTANCIES

 Sending job description to the consultancy agencies

 Sourcing the suitable profiles through the discussion with the consultancy agency HR
manager and listing the screened profiles.

SHORLISTING PROFILES

 Creating a snap shot of the profiles with the details of their previous job profile, experience,
Skills and notice period.
 Short listing the profiles by discussing between the HR manager with the line managers.
 Selecting the list of the candidates for the interview by contacting them and determining their
interest level.

INTERVIEWS

 Interview is a process, where the well qualified candidates can be viewed internally regarding
their actual interest and knowledge about the job.
 Following up the shortlisted candidates and scheduling their appointment for the interview.
 If two candidates have been shortlisted, then each candidate should be interviewed on
different days.

LINE MANAGER INTERVIEW/TECHNICAL INTERVIEW

 Line managers will be conducted the technical interview for determining their Candidates
skills, knowledge for the particular job.
 It should be thoroughly verified that the skills which he have been mentioned in the Job portal
and the curriculum vitae are same and true.

HR MANAGER INTERVIEW
  Second level of interview will be conducted by the hr manager where the candidate is to get
the (RJP) Realistic Job Preview.
 Personality and communication of the candidate should be tested
 HR manager will let the candidate to make clear about the organizational environment.

SELECTION

 The HR manager will follow up the selected candidate and make them to ready for further
proceedings.
 The rejected candidate should be given feedback and the company‟s image should be
prevented by motivating them and sending off.

SALARY NEGOTIATION

 Discussion should be made with the selected candidates regarding the salary package depends
upon their experience.
 Identify and implement cost savings and safety initiatives.
 Adapt machine or equipment design to factory and production conditions.
 Design arrangement of machines within plant facilities to ensure most efficient and
productive layout.

BACKGROUND VERIFICATION

 Verification about the selected candidate by the HR manager through the references (i.e) there
previous employers, whom the employee mentioned in interview application form.
 The candidate’s behaviour in the previous organization and their reason for leaving the
organization
 Two or Three references should be given by the candidate.

OFFER LETTER

 HR manager should issue the offer letter to the candidate

 Appointment date, venue and all other allowances should be mentioned.
 It will also include the salary package, Superior authority to whom the candidate should
report, tasks, rules and regulations of the company.

PRE-EMPLOYMENT MEDICAL TEST

  The selected candidates should be send for Medical examination.
 Physical fitness, eye sight and eligibility to perform the job should be determined and it
should be filed.

CONFIRMATION FROM THE CANDIDATE

 HR manager should follow up the candidate through the telephonic calls and to get the
confirmation of acceptance of offer through the mail.

ONBOARDING (END OF RECRUITMENT)

 Induction program made up by the HR manager Making the candidate to be socialized into
the organization.
 In simple words, on boarding is the reporting of the candidate to the job. It paves the way for
socialization.

DOMESTIC INQUIRY AND DISMISSAL PROCESS

 Domestic inquiry is an internal hearing held by an employer to ascertain whether an employee is

guilty of misconduct.  The purpose of a domestic inquiry is to find out the truth of the allegations
made against the workman.
The Industrial Court, in the course of adjudicating whether a dismissal is without just cause or excuse
within the context of Section 20 of the Industrial Relations Act 1967, does not merely examine
whether there were proper grounds for the employer to terminate the services of the employee but
also examines whether the process by which the employee was terminated was fair or unfair.
This aspect of “procedural fairness” in the taking of disciplinary action, against an employee may
often be a crucial factor in deciding whether the dismissal will be upheld by the Court.
It is therefore, imperative to recognise that upholding a dismissal in the Industrial Court involves
satisfying 2 criteria:
(a) That there were proper grounds for terminating the employee;
(b) That the procedure by which the employee was terminated was fair.
In conducting a domestic inquiry the rules of natural justice must be adhered to.  Justice must not only
be done but must be seen to be done; the “twin pillars” of natural justice being “No person shall be
condemned unheard” and “No person shall sit in judgment in his own cause or in any in which he is 
interested”.
It is in this context that the importance of conducting a proper domestic inquiry assumes significance.
The domestic inquiry should not be regarded by the employer as a “mere formality” nor an
unnecessary inconvenience but an integral part of the disciplinary process whereby the employer can
establish that the termination of the employee was with just cause or excuse.  The objective of holding
 a domestic inquiry is twofold.  Firstly, to give the opportunity to the employer to prove  the  charges
of  misconduct  against  a  delinquent  employee  before punishment  is  meted  out  and  secondly  to
give  the  employee  sufficient opportunity to defend himself/herself.
Rather than view the domestic inquiry as burden on the management, and an unnecessary waste of
time, resources and expense, the employer, should view the process of the inquiry as a means to show
that every possible means was made available to avail the employee of meeting the charges against
him and, if possible, clearing himself.

Stages of Domestic enquiry

    1)    Framing and issuing of a charge sheet :

The Supreme Court has said that charge is an accusation made against a person with respect to the act
committed or omitted but not the accusation or information which is mentioned in abstract.

Essential elements of charge sheet :

A. it should be in writing with proper wording;
B. it should clearly state the nature of offence, time, place and date of the commission of acts,
but the charges which is mentioned in charge-sheet should not be vague;
C. it should clearly state the standing orders under which the person who has committed the act
is liable for punishment;
D. the charge-sheet should also state the punishment which should be imposed upon the person if
the charge against him is proved;
E. the charge-sheet should be issued under the signature of disciplinary authority but not under
the signature of enquiry officer;
F. it should contain the time, place and date of enquiry and also the name of the enquiry officer.

There should be atleast two witnesses present during issuance of charge-sheet to the concerned
workman personally. In case of his acceptance, his signature or tumb impression should be obtained
on the duplicate copy as token of him received the original copy of the charge-sheet. If the workman
refuses to accept it or he is absent then it should be sent to his last known address by registered post.
The charge-sheet is said to be delivered when it is reached to the workman and returned without his
unacceptance.
  2)    Enquiry proceedings :

In domestic enquiry, the principle of criminal jurisprudence that the same person cannot be prosecutor
and judge does not apply strictly. The enquiries need not be conducted with criminal proceedings but
there should be considerations of fair play and natural justice. In, principles of natural justice it says
that the person is not qualified to be judge if he is party to the dispute. And also the enquiry officer
should not act in biased manner i.e., in favour or against either of the parties.  

       3)    Findings :
After completion of enquiry, the enquiry officer should submit his findings to the authority concerned
to take disciplinary action. The report should include all the facts and circumstances of the case,
recorded evidences during the enquiry, explanations and charges given to them. Perverse findings or
findings without any basis should not be submitted. The enquiry officer should sign the findings, but
he should not give any recommendations for punishment in his findings.

      4)    Decision :
Next the officers in higher management such as works manager, general manager or director will look
into the findings that are submitted to them and after considering them if they find the workman
guilty, award appropriate punishment in accordance with standing orders. The previous misconduct
on record should also be taken into consideration when awarding the punishment, but no punishment
can be given to the workman on the grounds that are not stated in the charge-sheet.

      5)    Service of the order :

Enquiry is complete only when the order of punishment is communicated to the offender in writing.

Suspension pending enquiry

 The Industrial Employment (Standing Orders) Central Rules, 1946 says that when any disciplinary
proceeding against a workman is viewed or is pending or any criminal proceedings for the offence
committed by him is under investigation or under trial and if the employer is satisfied that the
workman has committed the misconduct then he can place the workman under suspension, by order in
writing, suspend him with effect from such date as specified in the order. The workmen will be
provided with a statement mentioning the reason for his suspension within a week from the date of
suspension. A workman during the period of such suspension, will be provided with subsistence
allowance.
DISMISSAL OF EMPLOYEE

A 30-to-90-day notice period is standard for terminating the workforce in one’s organization. Stated
under the Industrial Disputes Act of 1947, the law mandates that when terminating more than 100
members working in a manufacturing plant, mine or plantation unit, government approval is required.
Terminating employees in other sectors requires only a government notification.

Under the Indian labor laws, an employee can be lawfully terminated from an organization for one of
the following reasons:

1. Disobedience or will full insubordination

2. Fraud, dishonesty, or theft
3. Loss or Damage to the employer’s goods willfully.
4. Taking bribes or illegal gratifications.
5. Absence without applying for leave for more than 10 days.
6. Late attendance.
7. Disorderly behavior during work.
8. Negligence of work.

When organizations terminate their workforce for convenience, the policy regulates that the last
person to join the organization must be the first one to leave. Also, when the organization rehires for
the same or similar job roles, the terminated workforce should be prioritized.

When an organization fires an employee for convenience who is pregnant or seeking maternity leave,
they run the risk of non-compliance with the Maternity Benefit Act of 2017 in the Indian constitution.

Non-solicitation clauses can be used in a limited fashion, whereas non-compete agreements cannot be
enforced according to Indian law.

Most states in India have laws that allow for up to 10-15 days of paid leave in a year. In addition,
employees can get up to 10 days of sick leave, and another 10 days of casual leave. Employees
seeking leave under these criteria cannot be considered terminated.

FILING ESI

employees' State Insurance (ESI) is self-financing social security and health insurance scheme for the
Indian Workers, which is an autonomous corporation governed by Ministry of Labour and
Employment. This Fund of ESI is managed by Employee State Insurance Corporation (ESIC) and its
rules regulations. All entities registered under ESI registration must file ESI returns which is due half
yearly.

Applicability of ESI

The ESIC is applicable on all the establishments having 10 or more workers and is beneficial to all the
employees earning Rs.15, 000/- or less per month as wages, employer must contribute 4.75 percent
and employee must contributes 1.75 percent towards ESI.

ESI FILING PROCESS

 Log in Employer Portal using 17 digit Employer digit code. This code is provided to the
company when registering under the ESI rules. When the 17 digit registration number is
received by the company, the ESI filing process can be easily carried out.

 Go to monthly contribution section. Before considering this, the employer or factory must
make sure that all the information related to the employees are updated before filing the
returns.

 All the details of the employer contribution will be displayed.

 Verify the details. After this enter bank details and go to submit the monthly employee return.

 If there are any short payments in respect of employees then complete the dues.

 Do Self Certification under monthly contribution section, then check mark the declaration and
submit the return.
 MAINTING THE EMPLOYEE RECORDS

 Records of all employees for a period of one year after termination. -Equal Employment
Opportunity Commission (EEOC).

 All payroll records for three years. Maintain for three years records that justify paying
different wages to employees of opposite sexes in the same establishment. -Fair Labor
Standards Act (FLSA).

 Any benefit plan, seniority plan or merit system for the full period that the plan or system
is in effect and for at least one year after its termination.-Age Discrimination in Employment
Act (ADEA).

 Family and Medical Leave Act-related (FMLA) leave records and compensation-
related records indefinitely. This will help you handle any compensation claims in the future.

 Payroll withholding records for at least three years after the due date of the return-
filing date. – Internal Revenue Service (IRS).

 All benefits-related records with agency-filings or beneficiary disclosures for at least six

years after the filing date.

 Training records because federal entities may ask for these to ensure that organizations are
meeting industry-specific training regulations.

 Unemployment i.e. termination (voluntary and involuntary) records such as personal

details, wage payment dates, work hours, any correspondence etc. These records will help
build the unemployment history, and be used in the case of unemployment-benefit claims by
the severed employee.
Conclusion

In a nutshell, this internship has been an excellent and rewarding experience. I can conclude
that there have been a lot I’ve learnt from my work at Mohan Meakins Distillery. Since
human resource management is a continuously practicing issue so it plays a significant role
on organizations overall performance. If an organization wants to gain full benefit from
human resource management it should follow all the sections of HRM. As a small distillery
few persons are recruited for its operations and performances. But it will expand soon or later
and then the number of HR employee may not be enough to run the company. Committed
and trustworthy employees are the most significant factors to becoming an employer of
choice, it is no surprise that companies and organizations face significant challenges in
developing energized and engaged workforces. increased employee commitment and trust in
leadership can positively impact the company’s bottom line. In fact, the true potential of an
organization can only be realized when the productivity level of all individuals and teams are
fully aligned, committed and energized to successfully accomplish the goals of the
organization. Thus, the objective of every company should be to improve the desire of
employees to stay in the relationship they have with the company.