Sangamesh Supekar Project Report Bba 3 Year
Sangamesh Supekar Project Report Bba 3 Year
Sangamesh Supekar Project Report Bba 3 Year
PROJECT ON
VARROC INDUSTRY.
SUBMITTED BY
MR. SANGAMESH BALKRUSHNA SUPEKAR
DECLARATION
Sign.
Sangamesh Balkrushna Supekar
BBA. VI th Sam. Roll No. : 26
PRN. : 2018015200709794
S.B.E.S. College Art’s And Commerce
Aurangabad.
CERTIFICATE
ACKNOWLEDGMENT
In fact it is very difficult to acknowledge all the names and nature of help
and encouragement provided by them. I would never forget the help and
support extended directly or indirectly to me by all.
INDEX
Sr. No. TOPIC Page. No.
1 Introduction of Report 1
1.1 Need Of Report 2
1.2 Scope Of Report 3
1.3 Objective Of Report 4
2 Review Of Literature 5
3 Organization Profile & History 6 -7
3.1 Organization journey 8
3.2 Vision 10
3.3 Mission 11
3.4 Board of Directors 12
3.5 Management Team 13
4 Overview of HR Division ( HRM ) 14
4.1 Function of HR 14-18
4.2 Units in HR Division 19-25
4.3 Important Qualities 26
4.4 HRM Salary In Varroc 27
4.5 What Does An HR Organization And Team Structure Look Like? 28-31
4.6 HRM Structure In Varroc Group 32
5 Conclusion 33
CHAPTER-1
I Have Select The Topic Of Report Is Analytical Study Of Management In Human Resources
Management On Varroc Industry. I Tried To Integrate My Knowledge Of HUMAN RESOURCES.
I Have Tried To Cover All The Major Function Of HUMAN RESOURCES MANAGEMENT
-Recruitment, Selection, Compensation And Benefits, Training And Development And Structure
Of HR Department, HR-Salary, And Different Function Of Human Resource Management
Through The Project.
Its Helps To Study The Environment Of Organization So After Completion Of Degree, It Will
Be Familiar Kind Of Exposure For The Students.
To understand how organization work.
To get more knowledge about HRM.
To understand HRM structure and their work.
This project report give opportunity to analyze human resources management work in any
industry.
The Scope Of The Project Is Study Was Done To Understand The Organizational Structure And
Different Department Of Varroc Group Ltd. Aurangabad.
The Study Tries To Understand The Level Of Human Resources Management In Varroc. The
report has been prepared through extensive discussion with company employees. Prospectus
provided by the varroc group also helped in preparing the project. At the time of preparing the
report I had a great opportunity to have an in depth knowledge of all this human resources
management in the varroc group LTD.
The Main Aim Of The Study Is To Analyze And Get More Knowledge About Human Resources.
And Their Work, Function, Management Structure, Salary, Quality And Employment. How Much
Problems They Face. How Any Company Hire Their HR Staff And Witch Quality They Want In
Their Hr Staff. The Main Objective In This Project Is-
CHAPTER- 2
REVIEW OF LITERATURE
CHAPTER- 3
3. ORGANIZATION PROFILE :-
Varroc Engineering Limited is located in Aurangabad, Maharashtra, India and is part of the
automobile part manufacturing industry. VARROC ENGINEERING LIMITED has 13,800 total
employees across all of its location. There are 87 companies in the varroc engineering limited
corporate family.
History:-
Varroc was Established By Tarang Jain In 1988, In Aurangabad, India With The
Commencement Of Company’s Polymer Division. Between 1992 And 1998,The Company
Focused On Product Diversification And Capacity Expansion And Started Its Electrical And
Metallic Division.
Between 2007 And 2010, Varroc Acquired IMES, Poland And Italy To Strengthen Forging
Business In Manufacturing Capabilities In National Capital Region To Cater To Oems In North
India.
In 2011, Varroc Acquired European Two Wheeler Lighting Organization TRI.O.M. S.P.A.
Including Its R&D Center In 2012, Varroc’s Turnover Crossed USD 1 Billion Mark With
Acquisition Of Visteon’s Lighting Business Along Its Two R&D Centers.
Varroc Established Its Eighth Polymer Plant In Pithampur, Indore, In 2012, Which Caters To
Volvo, Eicher And Mahindra Tow Wheelers. Another Polymer Plant Was Established In Bengaluru
That Caters To Hmsi And Passenger Car Segment. The Company Also Invested In Design And Set
Up Of The 10TH Polymer Plant At Chennai To Supply Yamaha Motor Company.In 2015,Varroc
Partnered With UK Based Manufacturer And Supplier Scorpion Automotive Ltd To Provide
Security Based Products For Tow Wheeler.
1990
BEGAN JOURNEY THROUGH POLYMER BUSINESS
1996
EMERGENCE OF ELECTRICAL -ELECTRONICS BUSINESS UNIT
1997
ENGINE VALVES MANUFACTURING
2000
ESTABLISHED AS ‘SUPPLIER OF CHOICE ’ FOR BAJAJ ELECTRONICS PVT. LTD.
2004
EMERGENCE OF METALLIC FORGINGS BUSINESS UNIT
2005
FORMED VARROC EXHAUST SYSTEM PVT. LTD. FOR TWO WHEELER &THREE WHEELER
CATALYTIC CONVERTERS
2007
ACQUIRED OUR OVERSEAS COMPANY – IMES (ITALY), A FORGING BUSINESS
2011
ACQUIRED TRIOM (ITALY), A HI-END LIGHTING SYSTEMS PLAYER OF GLOBAL TWO
WHEELER
2012
ACQUIRED VISTEON’S GLOBAL PV LIGHTING BUSINESS
2014
RECEIVED INVESTMENT BY OMEGA TC HOLDINGS PET. LTD. AND TATA CAPITAL
FINANCIAL SERVICES LIMITED
2018
INVESTMENTS ANNOUNCED IN TWO MANUFACTURING FACILITIES (POLAND AND
CHENNAI) FOR GLOBAL LIGHTING BUSINESS
2019
ACQUISITION OF74% STAKE IN CARLQ ,A LEADING TELEMETRIC SOLUTIONS
PROVIDER( AUGUST2019)
3.2 VISION:-
10
3.3 MISSION:-
TO BRING LEADING -EDGE TECHNOLOGIES TO THE MAINSTREAM MARKETS WITH HIGH
11
12
ARJUN JAIN
13
14
( METALLIC) ( ELECTRICAL)
(POLYMER)
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CHAPTER - 4
OVERVIEW OF HR DIVISION
human resource management involves all management decision and practices that directly affect
or influence the people, or human resources, who work for the organization. in modern year,
amplified concentration has been devoted to how organization manage human resources. this
augmented focus comes from the comprehension that an organization’s employees facilitate an
organization to attain its goals and the management of these human resources is vital to an
organization’s success
human resources (HR) managers take on a verity of roles. including recruitment and rotational of
quality employees. supporting collaboration .managing conflict and even working with leaders to
set company goals, “human resources management is the practice of supporting and managing
employees through every suspect of their jobs, from recruitment and hiring to pro fissional
development and retirement benefits”
4.1 Function Of HR
STAFFING
TRAINING AND DEVLOPMENT
MOTIVATION
MAINTENANCE.
A.1) STAFFING:-
Activities In HRM Concerned With Seeking And Hiring Employees Is Staffing. A Company Needs
A Well-Defined Reason For Needing Individuals Who Presses Specific Skills, Knowledge And
Abilities To Specify The Job. Employees Referrals Can Produce The Best Applicants For two
Reason. First, Current Employees Screen Applicants Before Referring Them. Second, Current
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Employees Believe That Their Reputation With The Firm Will Be Reflected In The Candidates
That They Recommend.
Recruiting Is The Initial Step Of Staffing. Recruiting Is The Process Of Locating, Identifying, And
Attracting Capable Employees. Many Companies Are Finding New Employees On The World
Wide Web. The Source That Is Used Should Reflect The Local Labor Market, The Type Or Level
Of Position, And The Size Of The Organization. Now The Second Step Of Staffing, That Is
Strategic HR planning. For the a company plans strategically changes in the company. Third step
is selection. This process is attracting qualified applicators and discouraging the unqualified
applicants. By this a company can get its desired employees of requirement. It has dual focus,
attempting thin out the large set of application that arrived during the recruiting phase and to
select an applicant who will be successful on the job.
To Achieve This Goal, Company Can Use A Variety Of Steps. The Employees Who Are Able To
Do All The Steps And Ensure Good Performance Thy Get The Job. HRM Must Communicate A
Variety Of Information To The Applicants, Such As The Organization Culture.
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Training Is One Of The Important Activities Of Human Resources Management. In The Training
Process Companies Try To Motivate And Train Employees In A Manner So That They Can Work
More Effectively In The Future. Under The Training Process There Are Some Steps They Are
Given Below:
Employee Orientation: Employee Orientation Provides New Employee With The Basic
Background Information They Need To Perform Their Jobs Satisfactorily. Companies
Arrange An Orientation Program For The Employees.
In An Orientation Program The Employees Should Feel-
Feel Welcome
Understand The Organization In A Broad Sense
Be Clear About What The Firm Expects In Terms Of Work And Behavior
Begin The Process Of Socialization
EMPLOYEE TRAINING:
THERE IS SOME PRCESS, METHOD AND TECHNIQUES OF EMPLOYEE
TRAINING.A COMPANY FOLLOWS THE ALL THE STEPS OF TRAINIG TO
PROVIDE THE EMPLOYEES A GOOD LOOK ON THEIR WORK.
Career Development:
THE CAREER DEVLOPMENT STAGE IS GIVEN BELOW
Pre Transition: Is Simply Looking For A Job And Preparing Oneself For A Career.
Transition: An Individual Is Already Having A Job And Developing Oneself For Future career Or
Moving To Another Career.
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Retirement: And Finally After Completing The Stages Of Career And Individual Decides To
Retired.
A.3) MOTIVATION:-
Motivation is inspire people to work, individuals in such as to produce best results. It is the
willingness to exert high level of effort towards organizational goals, conditioned by the efforts’
and ability to satisfy some individual needs.
An important part of the retention of staff, reducing staff turnover and minimizing absenteeism at
work is ensuring that staff are properly motivated. The wage should be increased, the facilities
should be insured and social security should be confirmed. These are the types of common
motivational ways.
Staff motivation is the cornerstone of open, flexible and caring management culture, which the
Government aims to establish through HRM.
To put it into practice, “open” means not only to listen to staff suggestions and opinions, but also
to empower staff, accost their constructive criticisms and use their suggestions.
To be “flexible”, we may need to change the traditional ways of doing things. As far as staff
motivation is concerned, the biggest challenge perhaps is to stop focusing on problems and the
guilty party (police behavior) and start looking for those responsible for things gone right (coach
behavior).
“Caring” calls for a human leader who would give emotional support to individuals and at the
some time attend to the overall needs of team members- which include treating them all in a fair
and impartial manner.
Today’s employees want a respect that can be seen as involvedness in decision that will affect
them. Listening to the employee is a way of motivation. All adapted employee with up-to-date
skills, knowledge and abilities, exerting high energy levels.
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Communication:
The communication between the employees and top level management should be clear and
transparent. There should no gap between top level management and low level
management.
Employee’s relation:
Employees should be committed to their companies and the companies also should
understand the needs and wants of the employees. In some companies employees and
labors create labor union for better relationship among the workers and employees.
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HR Staffing
HR Operation
A.1) HR Staffing:
The Staffing Process- Putting The Right People In The Right Positions At The Right Times-Is One
Of The Most Critical Tasks Any Organization Faces. The Quality Of The Work Performed Can Be
Only As High As The Capabilities Of The People Performing It.
Three Officers Are Working In Hr Staffing Unit. They Perform The Following Activities-
I. Recruitment
II. Selection
III. Leave Management
IV. Personal Profile Management.
I. Recruitment:
Recruitment Is The Process By Which A Firm Finds Its Employees, Are Perhaps The Most Critical
Tasks Any Organization Faces. Without The Right People, No Firm Can Function Effectively. For
A Recruitment Program To Be Successful, Managers Should Cooperate With The Human
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Resources Staff To Define Needs And Predict Vacancies. This Recruiting May Be Done By
Internal Or External.
Types Of Recruitment:
1. Internal Recruitment
2. External Recruitment.
II. Selection:
The Critical Criteria In This Regard Are Job Relatedness, Reliability, And Viability. For Selection
Of Candidates Following Things Are Considered.
Appearance
Attitudes
Knowledge
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A.2) HR Operations:-
Hr Operations Unit Mainly Work In The Area Of Short Term And Long-Term Benefits Of The
Employees Of Varroc Group, Like Salary, Bonus, Provident Fund, Gratuity, Super Annulations
Fund, Etc.
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1 Need Analysis
2 Instruction Design
3 Validation
4 Implementation
5 Evaluation and Follow-up.
1. Need Analysis:
Identify The Specific Job Performance Skills Needed To Improve Performance And
Productivity.
Analyze The Skills And Needs Of The Prospective Trainees And To Develop Specific
Measurable Knowledge To Perform Their Job.
To Ensure That The Program Will Be Suited To The Trainees Specific Levels Of Education,
Experience And Skills.
Use Study Report To Develop Specific Measurable Knowledge And Performance Objective
Task analysis:
The First Step In Training Is To Determine What Training, If Any, Is Required. The Main Task In
Assessing The Training Needs Of New Employees Is To Determine What The Job Entails And
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Break It Down Into Subtasks, Each Of Which Is Then Taught To The New Employee. So, Task
Analysis Is A Detailed Study Of A Job To Identify Skills Required So That An Appropriate
Training Program May Be Instituted.
Task Analysis form contains six types of information-
Task list
Performance Conditions
Skills Required
Performance Analysis:
Verifying That There Is A Performance Deficiency And Determining Whether That Deficiency
Should Be Rectified Through Training Or Some Other Means (Such As Transferring The
Employee)
2. Instructional Design:
Gather Instructional Objectives, Methods, Media, Description Of And Sequence Of Content,
Examples, Exercise And Activities. Make Sure All Materials Such As Video Scripts, Leader’s
Guides And Participant’s Workbooks, Complement Each Other Are Written Clearly And Blend
Into Unified Training Geared Directly To The Stated Learning Objectives. Carefully And
Professionally Handle All Program Elements Whether Reproduced On Paper, Film Or Tape To
Guarantee And Effectiveness.
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3. Validation:
Introduce And Validate The Training Program Before It Presented To The Trainee.
4. Implementation:
When Applicable Boost Success Of Training Workshop Focuses On Presentation Knowledge And
Skills In Addition To Training Content.
Learning: Use Feedback Devices Or Pre And Post Tests To Measure What Learners Have
Actually Learned.
Results: Determine The Level Of Improvement In Job Performance And Assess Needed
Maintenance
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1. Preparation of learner
2. Presentation of the operation
3. Performance tryout
4. Follow-up
1. It Is Relatively Inexpensive
2. Trainees Learn While They Working
3. There Is No Need Of Class-Room, Programmed Learning Devices
4. Trainees Learn Actually Doing The Job
5. Get Quick Feedback About The Correctness Of Their Performance.
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1. Communication skills
2. Decision-making skills
3. Interpersonal skills
4. Leadership skills
5. Organization skills.
1. Communication skills:
Human Resources Managers Need Strong Speaking, Writing, And Listening Skills To Give
Presentations And Direct Their Staff.
2. Decision-Making Skills:
Human Resources Manager Must Have Be Able To Balance The Strengths And
Weaknesses Of Different Option And Decide The Course Of Action.
3. Interpersonal Skills:
Human Resources Managers Regularly Interact With People. Such As To Collaborate On
Teams. And Must Develop Working Relationship With Their Colleagues.
4. Leadership Skills:
Human Resources Managers Must Coordinate Work Activities And Ensure That Staff
Complete The Duties And Responsibilities Of Their Department.
5. Organizational Skills:
Human Resources Managers Must Able To Prioritize Tasks And Manage Several Project At
Once.
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Average Varroc Group Assistant Manager-HR Salary In India Is Rs.9.5 Lakhs For Employees
With Experience Between 8 Years To 9 Years. Assistant Manager-HR Salary At Varroc Group
Range Between Rs. 8.5 Lakhs To Rs. 10 Lakhs. Salary Estimates Are Based On 6 Salaries
Received From Various Employees Of Varroc Group.
YEARS OF EXPERIENCE
10.5
10
9.5
8.5
7.5
8 to 9 years 9 to 10 years 15+ years
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These changes mean that HR departments play a more strategic role within an organization, and
that manager and director-level HR roles are interacting with the CEO, CFO or COO of the
company. Structure of HR departments depend on the size of your organization, your industry and
the speed of change within your industry, and whether or not the responsibilities of HR are sourced
internally or externally.
Regardless of the size of your organization, at a very basic level, the most effective way of
organizing the structure of an HR team is to have individuals (or teams) that each specialize on key
human resource functions. So for instance, one person or team focuses on training and
development, another on issues that involve monetary transactions (salaries, compensation,
benefits and so on), and another that deals with compliance and employee and labor relations.
Ultimately the teams that form the structure of your HR department will be determined by the
business needs of your company.
Starting with the head of a company’s HR department, we should clarify that what this role is and
who this person reports to varies widely, most frequently based on the size of the company or the
bandwidth of internally sourced HR responsibilities versus externally sourced tasks. The HR
leader is not always on the executive team or considered the company board’s peer, yet they are
responsible for reporting to the CEO as a trusted partner of the executive team. At some
companies, this is where the supporting role of the Human Resources Business Partner
(HRBP) comes in. HR business partners have clients within the organization and provide
resources focusing on the missions and objectives set forth by the organization. There is much less
focus on compliance and administration and an organization with HRBPs typically has an HR
shared services team or central department to support policy development and enforcement,
benefits, and compensation.
This type of organization within the HR department occurs mainly within large companies. But
that does not mean that a small one can benefit from it. Companies to which HR services can be
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outsourced, which are highly specialized, can cover all the needs that a small or medium-sized
company may require.
( Diagram 1.2 )
Chief Human Resources Officer (CHRO): Focuses on the strategy of human capital and how
HR programs grow revenue and the organization for the broad and often global organization
and for the longer term. Reports to company CEO.
Vice President of HR: Works with the executive team on business objectives. They view
financial documents and work to understand how programs and services drive revenue.
Focused on business metrics, reporting, and analytics. Reports to the CHRO.
Chief Diversity Officer: Focuses solely on employee and candidate diversity and inclusion.
This position in Fortune 500 companies and within the tech industry often reports directly to
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the CEO. Sometimes this role is also referred to as Vice President of Diversity and could also
report directly to the CHRO depending on a company’s organizational structure.
HR Business Partner (HRBP): A consultative position that provides resources and builds
relationships while focusing on the missions and objectives of the organization. This person is
seen as an operational and more strategic resource for the region or area in which they support
and often specializes in a specific area of need for the company. Larger companies often have
multiple HRBPs supporting specific functions within human resources.
Recruiting Director: Reports to VP of HR and is the senior leader for hiring and recruiting. A
decision maker responsible for budgeting, allocation, and strategy planning with senior
leadership on the subject of talent acquisition and recruitment.
HR Director: Responsible for annual budgets and decisions on buying software, systems and
negotiating benefits for the company. This role is less focused on compliance and policy and
more on driving results for the organization related to human capital.
Compensation and Benefits Manager: This role is responsible for managing benefit plans
including health insurance, life insurance, dental, vision, 401(k) plans, and other programs like
employee assistance programs and tuition reimbursement.
HR Generalist: A broad role that can include handling benefits, compensation, recruiting and
employee relations, as well as location forecasting and budgeting, recruiting and interviewing,
compliance and overseeing EEOC investigations and claims.
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Human Resource Information Specialist (HRIS): Oversees and maintains HR and recruiting
technologies. The HRIS is familiar with recruiting and HR processes but is highly technical
and interfaces directly with the information technology department. Depending on the size of
the company, multiple HRIS positions that focus on specialty areas like data management and
security, technology development and HROS support.
Recruiter: Specializes in the hiring and selection for open requisitions that the organization is
hiring for from job seekers who applied for a position through a career site and applicant
tracking system. Most commonly works with candidates and hiring managers. Large
companies may have a team of recruiters dedication to specific lines of business or regions.
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Vinod khode
Group chif IT Officer
34
CHAPTER- 5
CONCLUSION
After completing this project, I could be able to understand much more about the human resource
management. this knowledge will help me to establish myself in the corporate world after
completing my academic session. Student were exposed to different learning methodologies which
made possible for them to approach a particular concept in number of ways.
From the above discussion it can conclude such a way that since human resources management is
a continuously practicing issue so it plays a significant role on organization overall performance. If
an organization wants to gain full benefit from human resource management it should follow all
the sections of HRM. it is no surprise that companies and organizations face significant challenges
in developing energized and engaged workforces. 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.
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BIBLIOGRAPHY
Website:
http://WWW.varroc.com
http://WWW.wikipedia.com
http://WWW.workology.com
http://WWW.coursehero.com
http://WWW.maryville.edu
http://WWW.varroclighting.com
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