HRM

 UltraTech Cement Ltd.
is the largest manufacturer

of grey cement, Ready Mix Concrete (RMC) and
white cement in India.
 It is also one of the leading cement producers
globally. UltraTech as a brand embodies 'strength',
'reliability' and 'innovation'.
 Together, these attributes inspire engineers to stretch
the limits of their imagination to create homes,
buildings and structures that define the new India.
• The company has a consolidated capacity of 102.75
Million Tonnes Per Annum (MTPA) of grey
cement.
• UltraTech Cement has 20 integrated plants, 1
clinkerisation plant, 26 grinding units and 7 bulk
terminals.
• Its operations span across India, UAE, Bahrain,
Bangladesh and Sri Lanka.
• UltraTech Cement is also India's largest exporter of
cement reaching out to meet the demand in
countries around the Indian Ocean and the Middle
East
• UltraTech’s parent company, the Aditya Birla
Group, is in the league of Fortune 500 companies.
• It employs a diverse workforce comprising of
120,000 employees, belonging to 42 different
nationalities across 36 countries.
• The Group has been ranked number 4 in the global
'Top Companies for Leaders' survey and ranked
number 1 in Asia Pacific for 2011
 UltraTech’s subsidiaries are Dakshin Cements
Limited, Harish Cement Limited, Gotan Limestone
Khauj Udyog Private Limited, Bhagwati Limestone
Company Private Limited, UltraTech Cement Lanka
(Pvt.) Ltd., UltraTech Cement Middle East
Investments Limited, PT UltraTech Mining Indonesia
and PT UltraTech Investments Indonesia.
 Human Resource Management initiatives in any
Organization endeavor to change, redefine, revisit,
renew, reinvent, revitalize & restructure the
Organization architecture.
 This is effectively done with the help of alignment &

integration of HR policies & strategies with business
goal & objectives.
 The best practices in the management of human

resources are the ones which optimize a workforce so
that it cannot only get work done, but also ensure a
greater level of efficiency, timeliness and quality as it
accomplishes increases productivity overall.
 Employees’ clarity on HR policies
• Employees’ clarity on roles, responsibilities and expectations
• Development of qualitative staff
• Number of HR issues arising for which there are no clear

policies and guidelines
• Competitiveness of compensation structure relative to industry

benchmark
• Usefulness and accuracy of compensation survey

• Measurement of HR policy violation
• Average time required to fill vacancies
• Proportion of training programs resulting in productivity

improvement
• Staff attrition rate
• Understanding / Clarity of the Organizational philosophy

 It is a process to discover the sources of
manpower to meet the requirements of
the staffing schedules and to employ the
effective measures for attracting that
manpower in adequate numbers to
facilitate effective selection of an
efficient workforce
 Finding out the requirement (hiring vs. exit),
upcoming vacancies, and kind of employees needed.
 Developing suitable techniques to attract suitable
candidates.
 Stimulating as many candidates as possible.
INTERNAL SOURCE
Present employees
Retired employees
Trade union
Walk ins
Head hunting
E recruitment
External source
Campus Recruitment
Private employment consultant
Data Banks
Casual Applicants
 It is one area where the interference of external
factors is minimal. Hence the HR department can
use its discretion in framing its selection policy and
using various selection tools for the best result
 An analysis of the job to be done (i.e. an analytical

study of the tasks to be performed to determine their
essential factors) written into a job description so
that the selectors know what physical and mental
characteristics applicants must possess, what
qualities and attitudes are desirable and what
characteristics are a decided disadvantage.
 It is a structured method of formally and objectively
evaluating employees’ performance with respect to
their objectives. It addresses the issue of an
employee’s development by providing them with
structured and in-depth analysis of strengths and
areas of improvement.
For Administration-
 Determine promotion of employees
 Determine increment in pay of employees.
 Determine transfer & change in job assignments.
 Decide on layoffs.
 Decide need for training
 Decide salary & related issues.

For Development-
 Provide performance feedback to all concerned.
 Identify individual skills, core competencies,

strength & weaknesses.
 Assist employees in setting goals.

 The training and development program is charted
out to cover the number of trainees, existing staff
etc. The programs also cover the identification of
resource personnel for conducting development
program, frequency of training and development
programs and budget allocation.
 The company has a strong focus on manpower

training according to their requirements. The
internal training department aims at improving the
skill sets relevant to the work profile of employees.
 The trainer
 The trainees
 Training climate
 Trainees’ learning style
 Training strategies
 Training topics
 Training tactics
Training given on
Safety aspects
Behavioral aspects
Technical aspects
Communication skills
 Job Analysis is a process to understand the job,
identify and disaggregate the activities,
competencies and accountabilities associated with
the job. It defines and clusters the task required to
perform the job. It also clarifies boundaries between
jobs.
 Collecting Information
 Systematic Exploration of Activities
 Identifying Job Requirements
 It is an outcome of what the Organization would like to
pay for, which is determined by external and internal
factors.
 All the processes are aligned to reinforce the

philosophy.
 The company views compensation not only as

something that reflects on the pay slip or in the CTC
(Cost To Company) but also they are concerned about
overall employee well being though they may not put
any monetary value on items like Scholarships, Club
membership, Retirement benefit, Health and Accident
coverage.
 Pay for performance
 Compensation increase
 It is an interview held with an employee about to
leave an organization, typically in order to discuss
the employee's reasons for leaving and their
experience of working for the organization.
 Exit interviews offer a fleeting opportunity to find

out information that otherwise might be more
difficult or impossible to obtain. The exit interview
is an important learning tool for employers.
 Discuss and clarify the reasons for the termination
 Clarify pay and benefits issues
 Explain company policies relating to departing employees
 Ensure the return of keys, security cards, and company property
 Obtain information about improper or questionable management
practices connected with the employee's termination
 Obtain information about a supervisor's management skills
 Obtain information about how effectively a department operates
 Obtain feedback about employees' opinions and attitudes about the
company
 Resolve or defuse any remaining disputes with the exiting employee
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HRM

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 UltraTech Cement Ltd.

is the largest manufacturer

 This is effectively done with the help of alignment &

 The best practices in the management of human

• Employees’ clarity on roles, responsibilities and expectations

• Development of qualitative staff

• Number of HR issues arising for which there are no clear

• Competitiveness of compensation structure relative to industry

• Usefulness and accuracy of compensation survey

• Average time required to fill vacancies

• Proportion of training programs resulting in productivity

• Staff attrition rate

• Understanding / Clarity of the Organizational philosophy

Private employment consultant

 An analysis of the job to be done (i.e. an analytical

 Determine increment in pay of employees.

 Determine transfer & change in job assignments.

 Decide need for training

 Decide salary & related issues.

 Provide performance feedback to all concerned.

 Identify individual skills, core competencies,

 Assist employees in setting goals.

 The company has a strong focus on manpower

 All the processes are aligned to reinforce the

 The company views compensation not only as

 Exit interviews offer a fleeting opportunity to find

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