Job Analysis in Torrent Research Centre by Dhara

8/7/2019 Job Analysis in Torrent Research Centre by Dhara

1/75


2/75

ACKNOWLEDGEMENT

Every human being to whichever walk of life one belongs seeks success in whatever one does.

But one cannot earn success without help of some forces, which work in the background. I

would like to take this opportunity to give credit to all such forces, which helped me to achieve

success in my summer project study.

I express my sincere thanks to Mr. Hemang Desai, Assistant General Manager HR (TRC), who

permitted me to carry out my work on this topic and also guided and supported me through out

the endeavor.

I was fortunate to have a guide like Ms. Nisha Parikh, Assistant Manager HR (TRC), for

providing valuable guidance from the beginning of the project till the end, and without whose

guidance and support the project would not have been possible.

I am also grateful to the entire HR Team of TRC for their valuable inputs.

I am also thankful to all the employees in the Support Departments who supported me by

sparing their valuable time, provided me timely response and helped me to collect the data.

a.

2


3/75

INDEX

Sr. No. TITLE Page No.

1. INDIAN PHARMACEUTICAL SECTOR

Introduction

Economic Value

Classification of Indian Pharma Industry

Scope & Importance

Current Scenario

Future Scenario

SWOT Analysis

Key Statistics of Indian Pharma Market

Indias Market Share

Future Estimated R&D Cost

Need for speedy and low cost R&D

4

2. TORRENT PHARMACEUTICALS LIMITED

History

Mission, Vision & Values

Corporate Profile

Financial Results

Torrent Research Centre (TRC)

15

3. HUMAN RESOURCE PERSPECTIVE

TPL: We care for employees

Corporate Social Responsibility

22

a.

3


4/75

HR Departmental Structure in TRC

HR Work Areas

4. PROJECT UNDERTAKEN AT TRC

Definitions Purpose

Process

Contents

29

5. PROJECT METHODOLOGY

Study Methodology

Study Objective

Study Design

Sources of Data

Study sample size

Study Instrument

Scope of the study

34

6. LIMITATION OF THE STUDY 37

7. RECOMMENDATIONS 37

8. BIBLIOGRAPHY 38

9. ANNEXURES (I to IX) 39

a.

4


5/75

1. INDIAN PHARMACEUTICAL SECTOR

INTRODUCTION

In the words of Richard Gerster, the famous economist and activist from Switzerland, Indian

pharmaceutical industry can be defined as a success story providing employment for

millions and ensuring that essential drugs are available at affordable prices to the vast

population of Indian sub-continent.

The Indian pharmaceutical industry has witnessed a growth rate of about 10% over the last

few years and is expected to touch US$ 12 billion by 2010. Pharmaceutical industry has

given employment to approximately 2.86 million people and has around 20,053 units.

Globally, India is 4th in terms of volume (8% of worlds production), 13th in terms of value,

and 17th in terms of pharmaceutical export value. The drugs and pharmaceuticals exported

are worth over US$ 3.8 billion.

India produces bulk drugs related to various therapeutic areas. Indian pharmaceutical

industry manufactures over 400 bulk drugs and roughly 60,000 finished medicines used in

different formulations.

India is emerging as a global leader in the area of outsourced clinical research and contract

manufacturing & research. Contract research is increasing at the rate of 25% per year, and

is expected to touch US $380 billion by 2010.

a.

5


6/75

The highly fragmented Indian pharmaceutical industry has around 30,000 players, out of

which 330 are in organized sector.

Indian pharmaceutical industry exports its products to more than 200 countries, including

highly regulated markets of Europe, Japan, USA and Australia. The Good Manufacturing

Practices (GMP) developed by the industry facilitates the production of different dosage

forms.

ECONOMIC VALUE

The Indian pharmaceutical industry, which is now meeting over 95% of the countrys

pharmaceutical needs, was almost non-existent before 1970. With the compound annual

growth of 19.8% the industry has grown from Rs.4 billion in 1970 to Rs.290 billion in 2003.

The pharma sector has shown tremendous growth over the years. About 250 Indian

pharmaceutical companies hold 70% of the market share with top players controlling about

7% of the market share.

On 1st January 2005, the Government of India issued patent ordinance according to which

the Indian pharma companies can no longer produce patented drugs.

So now the companies have started exploring new business opportunities, including

contract research (drug discovery and clinical trials), co-marketing alliances and contract

manufacturing.

A few years ago, investment in R&D was as low as 0.001% of the total R&D worldwide, but

now companies are focusing on drug discovery and R&D. They are spending over 5% of

their turnover on R&D e.g. Torrent Pharmaceuticals Ltd. (5.8%), Wockhardt (8%), Cipla

(4%) and Cadila (4.45%).

a.

6


7/75

The value of Indian Over-The-Counter Medicines (OTCs) market is over US$ 940 million

and is growing at the rate of 20% per year. There are about 61 US FDA approved plants in

India, which will help Indian companies grab the opportunity of contract manufacturing.

CLASSIFICATION OF INDIAN PHARMACEUTICAL SECTOR

The Indian pharmaceutical industry can be classified into organized and unorganized

sectors. Accounting for over 70% of total sales, the organized sector has about 250

manufacturing and formulation units. On the basis of management control, the organized

sector can be further classified into MNCs and Indian companies.

On the basis of the product manufactured, the pharmaceutical industry can be

classified into:

o Bulk drugs: They are the key ingredients that form the basic raw material for the

manufacture of formulations.

o Formulation: Particular mixture of a bulk drug or a combination of different bulk drugs.

Formulations constitute nearly 81% and bulk drugs account for the remaining 19%.

a.

7


8/75

Indian pharmaceutical industry has about 2400 licensed manufacturers and more than

100,000 drugs.

On the basis of formulations, the pharmaceutical industry can further be classified

into:

o Prescription medicines: Also known as ethical formulations. They can be dispensed only

on the prescription from a qualified medical practitioner.

o Over-the-counter medicines: Also known as OTC formulations. They can be dispensed

even in the absence of prescription, e.g. analgesics, cough drug, etc.

On the basis of formulations patent, pharmaceutical industry can be classified as:

o Branded formulations: They are ethical formulations prepared using a bulk drug under

product patent and are marketed by a single pharmaceutical company.

o Generics: They are formulations that do not contain any patented bulk drug and can be

manufactured by more than one company.

SCOPE & IMPORTANCE OF PHARMA SECTOR

Over the years pharmacy has grown in the form of pharmaceuticals sciences through

research and development processes. It is related to product as well as to services. The

various drugs discovered and developed are its products and the healthcare it provides

comes under the category of services.

Pharmacy involves all the stages that are associated with the drugs i.e. discovery,

development, action, safety, formulation, use, quality control, packaging, storage, marketing,

etc.

This profession has a large socio-economic relevance to the Indian economy. In India this

a.

8


9/75

sector is among the future economy drivers. It is committed to deliver high quality drugs and

formulations at an affordable price, so that majority of people can afford them. This

profession has a large socio-economic relevance to the Indian economy. In India this sector

is among the future economy drivers.

It is committed to deliver high quality drugs and formulations at an affordable price, so that

majority of people can afford them. The transformation of the sector from conventional

pharmacy to drug experts, which is both desired and necessary to reach the global

standards, has already made commendable progress.

Liberalization, privatization and globalization (LPG) have helped the Indian pharmaceutical

companies to achieve international recognition. Its remarkable to note that today several

Indian pharma companies are approved by US FDA and are listed at NASDAQ.

The multibillion-dollar pharma industry grows mainly through knowledge wealth creation.

This sector has transformed a lot over the years. The big pharma companies that were there

about 15-20 years back are not in picture these days.

The analysis of Indian pharmaceutical sector shows that the innovative products, product

life cycle management and marketing management steps taken by the pharma companies

have led them to flourish. And the companies that refused to change their strategy lost the

race.

INDIAN PHARMACEUTICAL SECTOR: CURRENT SCENARIO

According to the Economic Survey (2006-07), the pharmaceuticals industry had achieved a

turnover of about US$ 12 billion in 2005-06, and is expected to grow by 13% in 2007. Its

pharma export value reached about US$ 4.7 billion during 2005-06. Pharmaceutical industry

accounts for about 2.91% of total FDI into the country. The FDI in pharmaceutical sector is

estimated to have touched US$ 172 million, thereby showing a compounded annual growth

rate of about 62.6%.

a.

9


10/75

Drugs and pharmaceuticals sector is at 8th rank in Indias top 10 FDI attracting sectors.

According to the Economic Survey for the year 2006-07, the value of pharma output has

increased ten times over the last 15 years. From Rs. 50 billion in 1990 it has grown to

Rs.550 billion (US$ 12 billion) in 2005-06. Driven by growing number of pharmaceutical

units, increased knowledge skills, improved quality and increasing national as well as

international demand, India is now recognized as a leading global pharma player.

INDIAN PHARMACEUTICAL SECTOR: FUTURE SCENARIO

The dream of Indian pharmaceutical companies for marking their presence globally and

competing with the pharmaceutical companies from the developed countries like Europe,

Japan, and United States is now coming true.

The new patent regime has led many multinational pharmaceutical companies to look at

India as an attractive destination not only for R&D but also for contract manufacturing,

conduct of clinical trials and generic drug research.

With market value of about US$ 45billion in 2005, the generic sector is expected to grow to

US$ 100billion in the next few years. The Indian companies are using the revenue

generated from generic drug sales to promote drug discovery projects and new delivery

technologies.

Contract research in India is also growing at the rate of 20-25% per year and was valued at

US$ 10-120million in 2005. India is holding a major share in worlds contract research

business activity and it continues to expand its presence.

Clinical Research Outsourcing (CRO), a budding industry valued over US$ 118 million per

year in India, is estimated to grow to US$ 380 million by 2010, as MNCs are entering the

market with ambitious plans.

By revising its R&D policies the government is trying to boost R&D in domestic pharma

industry. It is giving tax exemption for a period of ten years and relieving customs and

excise duties of all the drugs and material imported or exported for clinical trials to promote

innovative R&D.

a.

10


11/75

The future of Indian pharmaceutical sector is very bright because of the following factors:

o Clinical trials in India cost US$ 25 million each, whereas in US they cost between US$

300-350 million each.

o Indian pharmaceutical companies are spending 30-50% less on custom synthesis

services as compared to its global costs.

o In India investigational new drug stage costs around US$ 10-15 million, which is almost

1/10th of its cost in US (US$ 100-150million).

SWOT ANALYSIS OF INDIAN PHARMA SECTOR

Strengths

o Cost effective technology

a.

11


12/75

o Strong and well-developed manufacturing base

o Clinical research and trials

o Knowledge based, low- cost manpower in science & technology

o

Proficiency in path-breaking researcho High-quality formulations and drugs

o High standards of purity

o Non-infringing processes of Active Pharmaceutical Ingredients (APIs)

o Future growth driver

o World-class process development labs

o Excellent clinical trial centers

o Chemical and process development competencies

Weaknesses

o Low Indian share in world pharmaceutical market

o Lack of strategic planning

o Fragmented capacities

o Low R&D investments

o Absence of association between institutes and industry

o Low healthcare expenditure

o Production of duplicate drugs

Opportunities

a.

12


13/75

o Incredible export potential

o Increasing health consciousness

o New innovative therapeutic products

o

Globalizationo Drug delivery system management

o Increased incomes

o Production of generic drugs

o Contract manufacturing

o Clinical trials & research

Threats

o Small number of discoveries

o Competition from MNCs

o Transformation of process patent to product patent (TRIPS)

o Outdated Sales and marketing methods

o Non-tariff barriers imposed by developed countries

a.

13


14/75

KEY STATISTICS OF INDIAN PHARMA MARKET

o Annual Turnover Rs. 226 billion, Growth rate 5.2% and Exports Rs. 141 billion.

o Future projections Rs. 1200 billion (by McKinsey) by 2010.

o Share of World Pharma market 1.0% in value 8% in volume terms.

o Global ranking 13th in value terms 4th in volume terms.

o Number of Generic Brands over 60,000 in 60 therapeutic categories.

o Number of Pharma units-10,000 out of which approximately 300 in the organized sector.

o OTC (over the counter) market Rs. 35 billion and growth 18-20% per annum.

o Alternative medicine - Herbal / Ayurvedic market Rs. 38 billion.

o Per capita drug expenditure Rs. 220 per annum.

INDIAS MARKET SHARE

The growth of market share of Indian pharmaceutical companies in the domestic pharma

sector over the years is as follows:

Year Indian Companies MNCs

2001 68% 32%

2002 70% 30%

2003 74% 26%

2004 72% 28%

2005 73% 27%

a.

14


15/75

FUTURE ESTIMATED R&D COST

The industry has begun to transform its business model into a networked structure, which in

effect is breaking apart the traditional pharma value chain. New model pharma companies are

adopting the network research model, which works on the basis of alliances and outsourcing tomultiple small and big research organizations and biotech companies.

In the network R&D model, the company will have the liberty to choose the right product at the

right price. Early target identification and validation will save considerable time and reduce the

risk of last stage failures. Collaborative R&D gives pharma companies a broader product

pipeline with stronger and wider therapeutic focus.

a.

15


16/75

NEED FOR SPEEDY & LOW COST R&D

In India, the CROs (Contract Research Organizations) are better placed to render a speedy and

low cost R&D service. Indian population is marked by the existence of a spreading pool of

patients with urban lifestyle diseases and tropical diseases, who can be convinced easily for

clinical trials. Moreover, certain protocols for clinical trials require certain drugs to be tested on

such uncontaminated patients, or people who have not been subjected to any drugs.

Interestingly, India has a huge population, especially in the rural areas, that has had no access

to modern medical services. This may be matter of great concern amongst the countrys

medical fraternity, as it mirrors the poor penetration of drugs in India but for the CROs, this

provides a potential market for clinical trials of a wide range of untested drugs. All these aspects

ultimately help to save a considerable time in the development process of a new drug. Lower

cost is another hallmark of the Indian CROs. The cost of trials in India is 50 percent lower than

the US$20 million required in the US for the phase I study. It is 60 percent lower than the

US$50 million required for the phase II study. India also has a lower cost of hiring investigators,

nurses, computer operators and recruiting patients. Further, the estimated cost of patient

recruitment in the US could range from US$4,000 to US$10,000 per patient while in India these

costs are estimated to be lower by 50 percent.

a.

16


17/75

2. INTRODUCTION TO TORRENT PHARMACEUTICALS LTD.

HISTORY

It all began with the toil of one enterprising individual, Shri. U N Mehta, when he ventured on his

own to create history in the Indian Pharmaceutical Industry by implementing successfully the

concept of niche marketing. His journey, characterized by ups and downs, reached a milestone

in 1970, with the launch of Trinicalm Plus, an effective tranquilizer in the niche segment, central

nervous system (CNS).

The foundations for Torrent were laid when 'Trinity Laboratories' began operations under the

able guidance of Shri U N Mehta whose efforts are worthy of emulation.

'TRINITY' was renamed 'TORRENT' and with this not only did the company get a new name, it

also focused on establishing its own manufacturing facilities in the early 80s. Torrent

augmented its efforts with the expansion of its manufacturing capacity, emphasis on marketing

and creating business opportunities through focus on exports. Torrent Pharmaceuticals Limited

recorded a quantum leap in the year 1994. It has also been rated India's ninth best company

among capital-intensive companies in terms of ROCE in a study by ETIG-BCG in 2001.

In recognition of the consistent performance Torrent Pharmaceuticals Limited has been

receiving accolades from various quarters, such as the President's award for highest

pharmaceuticals exports of Rs. 1570 million in 1991-92. The Company that had a humble

beginning and has now grown to become one of the leading players in Pharmaceutical Industry.

a.

17


18/75

MISSION

We commit ourselves to total customer care by delivering world-class products and services.

VISION

To be the leader in the pharmaceutical industry.

VALUES

A set of core values continue to guide us through the process of transforming the conglomerate

into a high-performing and caring organization for our customers, employees, shareholders and

society.

Improving quality of life of our customers, as we believe quality is a way of life.

Creating value for our shareholders, for the trust bestowed on us.

Building an empowered and ethical Torrent family, as the foundation for a bright

future.

Responsibility towards the society and environment, as we owe our existence to

them.

Being innovative in solutions, for being different, counts.

a.

18


19/75

Striving for excellence in whatever we do, to follow the exclusive path to leadership.

Flexibility and speed shall be our oars for navigating the turbulent seas.

CORPORATE PROFILE

The flagship company of Torrent group, Torrent Pharmaceuticals Limited, is a dominant player

in the therapeutic areas of cardiovascular (CV) and central nervous system (CNS) and has

achieved significant presence in gastro-intestinal, diabetology, anti-infective and pain

management segments.

To cater to new niche segments and sharpen its focus among customers, Torrent Pharma has

six marketing divisions, each catering to defined therapeutic segment. A 2300 strong field force

caters to around 2, 00,000 doctors across the country, which makes it rank 5th in terms of

market reach.

Torrent Pharmas competitive advantage as a manufacturer stems from its world-class

manufacturing facilities. Torrents manufacturing plant at Chhatral has a capacity to

manufacture approx. 6,000 million Tablets, capsules and vials and 15000 kgs. of Bulk

a.

19


20/75

Drugs/API. Authorities from regulated markets like UK, Germany, Australia and South Africa

have already approved the facility.

Its manufacturing facilities comply with WHO, CGMP, MHRA and TGA norms and have

received ISO 9001, ISO 14001 and OHSAS 18001 (Occupational Health and Safety

Management System) and ISO/IEC- 17025 certifications. Torrent received an approval status

from the United States Food & Drug Agency (USFDA) for its API and formulations

manufacturing facilities (excluding the parenteral facility) located at Chhatral, in 2006.

Consequent to this, Torrent Pharma now expects approval of various ANDAs & DMFs (product

dossiers for generic drug products & related APIs) it has submitted to the Agency. This will pave

way for entry into the US market, which is biggest generic drugs market in the world.

Currently, Torrent Pharma has submitted 3 DMFs and 5 ANDAs to the USFDA for approval. It

has a development pipeline of 5 DMFs and 26 ANDAs.

With a view to cater to its growth requirements, Torrent Pharma commissioned a new

formulations manufacturing facility at Baddi, Himachal Pradesh, in November 2005. The facility

has a capacity to manufacture 3600 million tablets, 400 million capsules and 18 million Oral

Liquid bottles, per annum and would cater to the domestic formulations requirement.

In the International operations arena, Torrent Pharma exports to more than 50 countries around

the world with over 1000 product registrations. The international business has been broadly

divided into five zones - USA, Latin America, Russia and CIS, Western Europe and CEE and

Rest of the World (ROW). For its export excellence in International Business, Torrent Pharma

has won several prestigious export awards.

Torrent Pharma has now entered the advanced highly regulated international markets. Torrent

Pharma has incorporated Zao Torrent Pharma in Russia, Torrent Do Brasil Ltda in Brazil,

Torrent Pharma GmbH in Germany, Torrent Pharma Inc. in USA and Torrent Pharma

Philippines Inc. in Philippines. These wholly owned subsidiaries will become a springboard for

entry into several regulated and less regulated international markets.

a.

20


21/75

The Rs.1033 crores Torrent Pharma has a significant presence in more than 50 countries, in

addition to a strong position in the domestic market. With many of its products ranking among

the Top 200 brands, Torrent continues to be at the forefront of the Indian pharmaceutical

industry through research, innovation and breakthrough discoveries in the therapeutics areas of

Diabetology, Cardiovascular, Central Nervous System, Gastro-Intestinal, Anti-infective and Pain

management.

Torrents R&D Centre employs over 560 scientists in the areas of drug discovery and

development. Currently, Torrent has seven discovery projects in pipeline. It has filed 219

patents for NCEs in all major markets worldwide, of which 123 patents have been granted so

far.

FINANCIAL RESULTS OF TPL

Financial results for the year 2006-07. The consolidated sales of the company stood at Rs.

1292 crores, up by 29% from Rs. 1001 crores registered during previous year. Consolidated

sales outside India grew 43% from Rs. 431 crores in the previous fiscal to Rs. 615 crores during

the year. Continued impressive performances in Brazil and Russia coupled with improved sales

from Heumann Pharma GmbH & Co Generica KG, Germany (Heumann), were the major

drivers of this growth. The share of international sales in consolidated sales increased to 47%

from 43% in the previous year. The domestic formulation business registered sales of Rs. 557

crores as against sales of Rs. 444 crores during the previous year, registering a 25 % growth.

a.

21


22/75

Consolidated operating profits (PBDIT) were at a historic high of Rs. 156 crores, growing a

healthy 44% from the previous year. Consolidated net profit for the year jumped by 84 % at Rs.

94 crores as against Rs. 51 crores during the previous year, partly benefiting from the

exceptional charge of last year. The growth in net profit was also driven by strong profitability in

domestic and Brazil business.

For the quarter ended March 2007, the consolidated sales of the company grew by 36% to Rs.

337 crores from Rs. 248 crores in the corresponding period last year on the back of a robust

growth of 49% in International sales. This was further aided by 33% growth in the domestic

formulation business. Consolidated operating profits (PBDIT) of Rs. 45 crores grew by more

than 200% vis--vis Rs. 14 crores recorded in the corresponding quarter last year.

Adjusting for VAT spillover, the domestic formulation sales grew by 29 % during the year. This

growth rate was largely due to buoyant performance of the Diabetology, Neuro-Psychiatry and

Pain management portfolios, impact of field force expansion done in previous years, improved

doctor coverage and new introductions made during the year. Shifting of production for

domestic brands to Baddi, Himachal Pradesh has also bolstered margins for the year due to the

fiscal benefits by way of excise duty exemption and lower income tax.

During the year Brazilian operations clocked an aggressive growth of 44 % with sales of Rs.

167 crores up from Rs. 116 crores last year. Effective product promotion, expansion in doctor

coverage and focus on prescription generation is expected to maintain the growth momentum in

Brazil.

Russian market (including the CIS countries) delivered a noticeable performance with sales

moving up from Rs. 37 crores to Rs. 57 crores, a growth of 52% during the period. Entry into

CIS countries like Ukraine, Kazakhstan & Uzbekistan, among others, has been fuelling the high

top line growth and is becoming a significant market for future growth.

For the year under reference European operations (other than Heumann) registered a sale of

Rs. 39 crores as against revenue in the previous year of Rs. 48 crores resulting in a negative

a.

22


23/75

growth of 18%. This was mainly due to price erosion, less than expected generic substitution in

Lamotrigine and no major new product introduction.

During the year, Heumann operations posted sales of Rs. 268 crores compared with Rs. 169

crores for the previous period of 9 months. The German market has faced severe price erosions

partly off set by curbs on sales promotion spends during the course of the year. This is

expected to continue in the coming year, which will be partly cushioned by reducing

manufacturing costs by shifting product manufacturing to India.

Sales in Rest of the World markets, comprising less regulated countries of Africa & Asia moved

up by 38% from Rs. 49 crores to Rs. 68 crores. Extending the existing product portfolio of

domestic and other regulated markets like Europe and US will remain a key strategy for tapping

unexploited opportunities in these markets.

Up to March 07, the company has filed 6 ANDAs and 5 DMFs with US FDA as part of its US

operations. Approval for 3 ANDAs namely Metformin, Sertraline and Citalopram has already

been received. Torrent proposes to submit 14 ANDAs and 9 DMFs in the coming year. The

Company also received an approval status from the United States Food & Drug Agency

(USFDA) for its API and oral solid dosage formulations manufacturing facilities located at

Chhatral, about 40 kms from Ahmedabad in Nov 06.

Significant investments are being made to expand the existing R&D infrastructure. During the

year, the total revenue expenditure on R&D was 5.9% (previous year 5.8%) of consolidated net

sales and operating income. The strength of scientific staff has been increased to around 650.

The increase in R&D cost is mainly attributable to continuing build up of product pipeline for

regulated markets of US & EU. In the domestic market too, the R&D activities are expected to

provide the necessary impetus to introduction of new products in the coming years.

TORRENT RESEARCH CENTRE (TRC)

Torrent has established a modern research centre at a cost of US $ 40 million, the state-of-the-

art set up is equipped with sophisticated research infrastructure and a high caliber scientific

talent pool, scientists with cutting edge research management skills. Engaged in both

developmental and discovery research, our research team is geared up to play a crucial role in

a.

23


24/75

driving the future growth graph of Torrent. It is manned by more than 650 highly qualified

scientists, with a combined experience of over 2500 scientific man-years in Drug Discovery and

Development and a total manpower of around 900. Torrent Pharma has earmarked approx 7%

of sales year-after-year for R&D advancement.

Currently, the research pipeline has seven discovery projects in cardiovascular, diabetic and

CNS segment that have evoked international interest. TPL has so far filed 231 patents for NCE

covering all major markets for the potential products of which 129 patents are granted and 17

patents granted for generics and NDDS.

TRC has implemented International Quality Standards, and these have been approved by:

Brazilian Sanitary Surveillance Agency accredited Torrents

R&D Centre with ANVISA; authorizing it to conduct Bioequivalence Studies in its 56 bedded

hospital.

Good Laboratories Practices Certificate from Dutch Health Ministry

ISO-IEC 17025:1999 for its facilities by National Accreditation Board for Testing and

Calibration Laboratories (NABL)

OECD GLP Certified Facilities

International / National Alliances

Torrent Research Centre has formed alliances with the following institutions for collaborative

research:

International:

Novartis Pharma AG, Switzerland.

Chartehouse Therapeutics Ltd., U.K.

National:

National Chemical Laboratory, Pune.

HUMAN RESOURCES PERSPECTIVE

Job Prospects In Pharma Sector

a.

24


25/75

To start a career in pharmacy, a candidate needs to opt for D.Pharma or B.Pharma after

completion of 12th class. Both PCB and PCM stream students can apply for these courses.

D.Pharma: Its a two-year diploma course in pharmacy.

B.Pharma: Its a four-year degree course in pharmacy.

Admissions to D. Pharma or B. Pharma are mostly on the basis of ranks obtained in entrance

exams conducted by the states or the university. After completion of B.Pharma one can go for

M.Pharma for specialization, and after that one may register himself/herself for post doctorate

degree or Ph. D.

The job opportunities that pharmacy courses offer are as follows: Pharmacist

Drug Therapist

Hospital Drug Coordinator

Health Inspector

Preparing Prescription to Patients

Drug Inspector

Chemical / Drug Technician

Research Officer

Pathological Lab.

R&D

Scientist

Bio-tech Industries

a.

25


26/75

HUMAN RESOURCES IN TPL

TPL: We Care For Employees

No degree of technological advancement can be a substitute for the ingenuity of the human

mind. No longer is wealth creation, an outcome of material assets alone. Wealth is created

more out of the interface of knowledge and ideas than between capital and technology. And

what bigger source for the same than the deep recesses of the human mind. It takes a

developed and well managed manpower and not a machine, to learn from yesterday,

understand today and envision tomorrow.

Torrent values its human resource more than anything else. Torrent believes that its human

capital in the basis of its development. Engaging the best minds in the business, nurturing them

with care in a professional environment and bringing out the best in them is a continuous

endeavor with us at Torrent.

Today, the R&D Centre has transformed into a training ground for many new young scientists.

Its rich human capital coupled with high-tech equipments gives it a cutting edge in the field of

research and development. Efforts are on to provide scientists with opportunities to develop

their capabilities further through training and opportunity to take up further studies.

The efforts

To begin with, we hire best brains in the business; be it the areas of research, finance,

engineering, marketing, manufacturing, etc.

Training is a vital component towards expanding the knowledge base of the employees.

Employees are exposed to the best practices in the business world through workshops

and overseas training.

A holistic approach towards employee satisfaction stimulates us to address the issue of

quality of life of our employees. Noteworthy efforts in this regard were a comprehensive

health check- up campaign and a workshop aimed at development of the Mind and

Soul. The year 2001-2002 was celebrated as the Year of the Child of Torrent

employees, in which period various activities were conducted for children.

a.

26


27/75

A sustained and superlative contribution of an employee is recognized through the

awarding of Torrentian Awards titles, which is part of the Founders day each year. With

four awards to be given in the various categories, it is an event that everybody waits for.

CORPORATE SOCIAL RESPONSIBILITY

Torrent is one of the few corporates in Gujarat to have rendered commendable service and

contribution towards community welfare. Torrent believes that apart from achieving excellence

in its businesses, it should also strive to become a responsible corporate citizen. It is firmly

committed towards the betterment of the society. And Torrent has taken an initiative as a part of

the Corporate Social Responsibility with the name of SPARSH.

Realizing its commitment to society Torrent has been contributing to the goodwill of the

community. Torrent has at all times provided dependable products for its customers, as a good

reputation is a brand in itself.

In its pursuit to imbibe these values, Torrent aims at becoming a reliable and dependable

partner in nation building, rising to any occasion at times of crisis.

The efforts.

Torrent donated Rs. 1 crore to the Prime Ministers National Relief Fund to rebuild the

lives of Tsunami victims.

Torrent was among the first to rush in aid immediately after the 2001 earthquake in

Gujarat. Torrent Power AEC and Torrent Power SEC restored power supply in the region in

double quick time. Torrent also helped in the construction of a fully equipped 60-bed

hospital in Kutch, the only one of its kind to be fully geared for psychological rehabilitation in

the region.

Realizing the need for specialized hospitals, Torrent has established and manages

medical institutions such as the U. N. Mehta Institute of Cardiology and Research Centre.

a.

27
http://www.torrentian.com/sparsh/


28/75

Reconstructed Parimal Garden, Ahmedabad, from a neglected garden to a haven for

nature lovers and fitness enthusiasts.

Torrents Public Health Awareness Campaign, the first of its kind in the country, received

the Public Service Campaign award.

Torrent's other significant contributions include establishment and financial support to

dispensaries, health foundations, community centers and hostels for meritorious students.

HR Departmental Structure in TRC

The HR department at Torrent has a very conducive environment to work and the HR team is

very young and dynamic. The HR major functions in TRC are divided into 4 major categories

namely Recruitments, Performance Management System, Training & Development and

Employee Services, which are assigned to the four Assistant Managers.

a.

28

H U M A N R E S O U

E x e c u t i

S n e h a l

E x e c u t i v

B h a v e s

A s s t . M a

N e e r a j

E x e c u t i

A g n y a

A s s t . M a

N i s h a P

E x e c u t i

P r i s t y K

E x e c u t i

H e m a T

E x e c u t i

S h a n t y

A s s t . M a

T B A

M a n a g e

S a m e e r

E x e c u t i

G a u r a v

E x e c u t i vP r i y a n k a

A s s t . M a

H e m a l

A G M -H e m a n g

V i c e P r e s i d eM r . A j a y M


29/75

The unique feature of HR function, which is newly implemented, is its concept of Node HR.

Where four HR team members are the Node employees, and their role is to become a link

between the various Departments and HR, and provide HR support to all the departments.

HR Work Areas

Recruitment

They firmly believe that people provide them with the cutting edge. It is their constant endeavor

to attract, retain and develop the best talent; therefore, their recruitment procedures are

rigorous and comprehensive. TPL is a learning, growing and a vibrant organization, which

constantly harnesses peoples potential and emphasizes on continuous development of

individual. This has helped them to retain talented personnel in the organization.

Performance Management System

The company has a well defined evaluation system based on the KRAs and KPIs i.e. Key

Result Areas and Key Performance Indicators. It provides direction and review for improvement

of employees skills and performance. The system recognizes merit, commitment and superior

performance. It acts as a vehicle for employee development and growth.

The reward and recognition mechanism is intricately linked to employees contribution and

deliverance. Annual increments and promotions bear a close linkage to performance as well as

competence. The increments are configured on the basis of Economic factor, Market factor and

Merit factor, as ascertained by the Company through a systematic approach.

a.

29


30/75

Training and Development

Training is one of the methods through which they look after the personal growth and self-

development of each employee. They do not believe in training for the sake of training only.

They believe in investing in Human Resources to curb the slide from excellence to mediocrity.

A number of in-house and external training programmes are organized in order to prepare the

individual for challenges and provide them an opportunity to improve their professional skills.

Employee Services

Provident Fund

All employees joining the Company become members of the Contributory Provident Fund

Scheme. Employees contribution towards P.F. is 12% of basic salary. The company also

contributes 12% of the basic salary of the Provident Fund. An amount equal to 3.67% of basic

salary out of Companys share subject to statutory limit on salary is deposited with the Regional

Provident Fund Commissioner in the Employees Account under the Employee Pension

Scheme.

Gratuity

All employees are eligible for gratuity under The Payment of Gratuity Act, 1972. Accordingly,

gratuity is paid @15 days of basic salary for every completed year of service, subject to the

provisions of the Act. At Torrent, they administer the Gratuity Scheme through L.I.C. to ensure

concurrent benefit of Insurance apart from Gratuity Fund.

Superannuation

All employees in the Executive and above cadre are the members of Staff Superannuation

Scheme. The company contributes 5% and 10% of the basic salary for Executives and

Managers respectively. The scheme operates through L.I.C.

a.

30


31/75

Leave Policy

The company has a policy for sanctioned leaves during the year. The various leaves available

for an employee are Casual Leave, Privilege Leave, Sick Leave and Maternity Leave. The

leaves cannot be clubbed.

Medical Insurance

The company extends the benefit of medical insurance to all employees. The scheme providescover for employees, his/her spouse and his/her dependant children.

The insurance covers reimbursement of hospitalization expenses for illness/ diseases

contracted or injury sustained by the insured. The insurance company will pay the

insured person the amount of such expenses (Including maternity expenses).

Personal Accident Insurance

The company insures the employees against the risk of Personal Accident. The amount

of insurance is equivalent to 100 monthly gross salaries.

The insurance company pays to insured employee compensation on his/her death,

sustaining any injury or incapacity (temporary or permanent) due to an accident.

The amount of compensation varies according to the nature of injuries sustained.

If the employee sustains any bodily injury from an accident caused by external, violent

and visible means, he shall be entitled to the sum insured, depending on different

conditions.

Loan Facility

a.

31


32/75

The company shall provide loans at subsidized rate of interest for the following purposes:

Purchase of vehicle

Marriage / Education of self and dependant children

Purchase of white goods Medical expenses of self, spouse, children and dependent parents.

Housing loan

Other Facilities

The company arranges for free to and fro commutation of the employees from

office to their residence.

Subsidized canteen facilities are provided to all the employees.4. PROJECT UNDERTAKEN AT TRC

The project undertaken by me was Job Evaluation / Job Analysis, and Competency Profiling of

the various positions in the Support Departments of TRC and preparation of a Job Evaluation

Module for the HR Departmental Policies Manual.

DEFINITIONS

Job is a collection of tasks and responsibilities that an employee is responsible to conduct.

Job Description is a written document that describes the duties, responsibilities, and general

tasks of a particular job. The primary purpose of a job description is to identify the essential

functions of the position.

Job Evaluation / Job Analysis includes purpose of the position, the positions reporting

relationships, the qualifications, skills needed by the person to perform the job, the job

relationships, the decisions to be made by the incumbent on the position, as well as the job

description. While every position changes somewhat over time based on the abilities of the

a.

32


33/75

incumbent, the evaluation should be written in terms of the position itself, not the capabilities of

any individual.

PURPOSE OF JOB ANALYSIS

The purpose of Job Analysis is to establish and document the 'job relatedness' of employment

procedures such as training, selection, compensation, and performance appraisal.

It is the most important input for the HR Department to the extent that it is essential for the

following:

A job analysis should be written when a new job is created or an existing job is modified.

The Human Resources perspective

Job Evaluation is the basis for several HR functions such as:

o Human Resource Planning

It helps in analyzing problems arising out of surplus or deficit in manpower and how to deal

with them. It ensures obtaining the quality and quantity of Human Resources for the

organization at the right time and at the right place.

a.

33


34/75

o Recruitment & Selection

Job evaluation can provide specific information about the skills, knowledge and abilities

required to perform successfully on the job. This information can be used to formulate job-

related selection criteria and screening tools such as interview questions. Final selection of

qualified people is based on job description as well as job evaluation.

o Performance Management System

Job evaluation can provide the information necessary to develop concrete performance

standards. It can create a detailed, objective description of the position that allows both the

supervisor and the employee to have a shared understanding and managing of the

performance of the job.

o Compensation Planning

Job evaluation helps in compensation planning by measuring compensation levels against

other employees in the company, against other employees in other companies in similar

positions, and against performance. It also helps by stating the activities to be performed by

the incumbent on the job and accordingly do compensation planning.

o Training and development

Job evaluation helps in training need analysis. It can assist in developing objectives,

standards and curricula for individual and group training required for the job.

o Career Management

Job evaluation can provide the understanding of a job and it's relation to other jobs needed

to initiate career ladder development of the incumbent.

The Organization perspective

o Organization Structure

a.

34


35/75

It deals with the structural aspects of the organization. It aims to analyze roles and

responsibilities so that collective effort can be explicitly organized to achieve specific ends.

o Ensuring that the work carried out by staff is aligned with the organizations mission.

The Employee perspective

o Responsibility and authority

It can be used to orient new employees the basic responsibilities and decision-making

authority they are assigned.

o Result OrientationIt helps the employees to have a basic idea of the activities they have to perform and the

end result or outcome expected.

o Working conditions

It helps in having an idea of the working conditions and the physical environment.

o Role set relationships

It helps the incumbent of the job to understand his/her reporting relationships, and otherinternal/external persons, departments, agencies or organizations that the position interacts

with.

THE PROCESS

The process involves three major steps:

Data Collection

o Preliminary Data

a.

35


36/75

Obtain all available documents about a job like Work Instructions, Training Manuals,

KRAs, Departmental Manual, Duty Statements and various other sources.

o Methodology

A structured approach can be used to find out information about job, the overall

purpose, main activities carried out, and responsibilities involved. The structured

approach could be any one or more or a combination of the following: -

(a) Questionnaire (structured or open-ended)

(b) Checklist

(c) Observation

(d) Interview (Supervisors and Incumbents)

o The time ladder could be used to corroborate the statements and will help analyzing the

facts for designing the job at a later stage.

o Rating Scales may be (not essential) incorporated in the questionnaire to chart-out

activity based on time spent on its performance and its importance.

Preparation of Job Analysis

Preparing the job analysis as per the designed format.

Validation

Ratify the same with the HOD of the respective department and the HR Head.

CONTENTS OF JOB EVALUATION

Job Evaluation should be comprehensive and factual. There are no universal rules governing

the way a Job Evaluation should be written. However the suggested headings are as follows: -

a.

36


37/75

o General Information

o Job Reporting Relationships

o Basic Purpose / Objective

o

Job Responsibilities and Decision-makingo Primary / Main Activities

o Secondary Activities

o Employee Interactions

o Employee Qualifications Experience

o Job Requirements through Competency Profiling (Knowledge, Skills and Abilities)

5. PROJECT METHODOLOGY

a.

37


38/75

Objective of Study

The purpose / objective of the project undertaken is to study and analyze the various jobs and

positions in the departments, and use it as a tool for Recruitments and Selection and also to

map the individual competencies with the requirements of the job, and provide the necessary

Training. Also to prepare a Job Evaluation of all the positions and file it in the HR Manual for

future reference.

Study Design

The project undertaken is a Descriptive Study. The project involves study of the existing

positions and its analysis.

Sources of Data (Inputs Used for Job Analysis)

Organization charts

Provided a general picture of what departments exist and the hierarchy and formal

communication networks in the organization.

Process charts

Provided more detailed analysis of specific jobs (inputs/outputs), showing how jobs are

interrelated.

HR Employee Master

Provided the information about what are the positions and the incumbent employed on that

position at present, and details about the incumbent.

a.

38


39/75

Study Sample Size

The study was undertaken in all the Support Departments of TRC. The study included the Job

Analysis of all the positions till Managerial Level.

The support departments consist in all of 7 Departments, and the total numbers of positions for

which the Job Evaluation are prepared are 39.

Department wise JEs prepared are as follows: -

Human Resource

o Assistant General Manager 1

o Manager 1

o Assistant Manager (T&D) 1

o Assistant Manager (Employee Services) 1

o Assistant Manager (PMS) 1

o Assistant Manager (Recruitments) 1

o Executives (Node HR) 1

o Executives (T&D) 2

Commercial

o Managers 2

o Assistant Managers 3

o Executives 3

Administration

o Executives 3

Information Technology

o Manager 1

a.

39


40/75


o Executive 1

Purchase

o Manager 1

o Executive 1

Stores

o Assistant Manager 1

o Executives 4

Engineering (Civil, Mechanical and Electrical & Instrumentation)

o Managers 2


o Executives 3

Study Instrument

The instrument used by me for preparing the JEs of various positions was a Structured

Interview of the incumbent presently on a position, by using a Structured Questionnaire for the

Interview.

Structured Interview

Most widely used technique, based on a pre designed Structured Interview Questionnaire,

for the format refer Annexure III.

Scope of the study

a.

40


41/75

The study undertaken by me was limited just to the Support Departments, due to time

constraint. This study is a pilot test for the main project to be undertaken TRC wide for all the

Scientific Departments, which is going to be conducted by the Node HR employees.

This study is also going to be shared with the other locations of Torrent Pharma.

6. LIMITATION OF THE STUDY

The main and the only limitation for my study was Time Constraint, due to which I was not able

to undertake the study in the scientific departments, and also not prepare JEs for the positions

above Managerial Level.

7. RECOMMENDATIONS

I worked with TRC HR department for 2 months, and I made certain observations there, which

could improve the HR teams efficiency.

Due to lack of scientific knowledge in Recruitment team members, they are much

dependent on the scientific department staff for recruitment and selection, this unnecessarily

lengthened the selection process. So I suggested that scientific staff to be taken in HR

team, or if the recruitment team is given training and knowledge about the scientific

processes, it will help them in being independent for recruitments and also decrease the

involvement of scientific staff. As a result of which the recruitment team members (Node

HR) are given the task of preparing the JEs of their respective departments.

The Induction and Joining process at TRC is too long and there are too many

documents to be filled by the new employee, so it wastes a lot of time on both ends. So I

suggested that the External Induction process be shortened. And also that the documents to

be filled in by the new employee should be reduced and the other documents can be sent to

a.

41


42/75

the employee before hand so that when he / she arrives for joining gets them duly filled. As

a result of which, the documents such as Confidentiality Agreement and Offer Letter have

been dropped out from the joining documents list. And a thought is also being given for

sending some documents to be filled before hand by the new employee.

8. BIBLIOGRAPHY

www.torrentpharma.com www.expresspharmapulse.com

www.pharmabiz.com

www.bioinformatics-india.com

www.bioportfolio.com

www.expresspharmaonline.com

www.medindia.net

www.coolavenues.com

www.equitymaster.com

www.globalinsight.com

www.financialexpress.com

www.citehr.com

www.job-analysis.net

www.managementhelp.org

www.changingminds.org

www.paq.com

www.humanresources.about.com

www.hrvillage.com

a.

42


43/75

www.wikipedia.org

Human Resources Guide magazine

Bio Research magazine

Torrent Pharma HR Manual Torrent Pharma Induction Manual

9. ANNEXURES

ANNEXURE I

JOB EVALUATION OVERVIEWJOB EVALUATION OVERVIEW

DEFINITIONS

A Job is a collection of tasks and responsibilities that an employee is responsible to

conduct.

Job Description is a written document that describes the duties, responsibilities, and

general tasks of a particular job. The primary purpose of a job description is to identify the

essential functions of the position.

Job Evaluation includes purpose of the position, the qualifications and skills needed by the

person to perform the job, the job relationships, the decisions to be made by the incumbent

on the position, as well as the contents of a job description. Job evaluation is a much

a.

43


44/75

broader term than job description. While every position changes somewhat over time based

on the abilities of the incumbent, the evaluation should be written in terms of the position

itself, not the capabilities of any individual.

The position or job evaluation serves as the official record of the work assigned by

management to an employee. Every employee should have a copy of their position

evaluation.

A Job Description/Evaluation should be written when there is a new position that is

introduced or there are modifications in the existing position.

1. OBJECTIVES

The baseline objective of job evaluation is to provide enough information in the right format

and language to be accurate, clear and useful to the employer.

Job Evaluation is one of the most important inputs from the HR Department to the extentthat it is essential for the following:

(a) The Human Resources perspective

Job Evaluation is the basis for several HR functions such as:

Human Resource Planning It helps in analyzing problems arising out of

surplus or deficit in manpower and how to deal with them. It ensures obtaining the

quality and quantity of Human Resources for the organization at the right time and atthe right place.

a.

44


45/75

Recruitment & Selection Job evaluation can provide specific information

about the skills, knowledge and abilities required to perform successfully on the job.

This information can be used to formulate job-related selection criteria and screening

tools such as interview questions. Final selection of people is based on job

evaluation.

Performance Management System Job evaluation can provide the

information necessary to develop concrete performance standards. It can create a

detailed, objective description of the position that allows both the supervisor and the

employee to have a shared understanding and managing of the performance of the

job.

Compensation Planning Job evaluation helps in compensation planning by

measuring compensation levels against other employees in the same company,

against other employees in other companies in similar positions, and against

performance. It also helps by stating the activities to be performed by the incumbent

on the job and accordingly do compensation planning.

Training and development Job evaluation helps in training need analysis. Itcan assist in developing objectives, standards and curricula for individual and group

training required for the job.

Career Management Job evaluation can provide the understanding of a

position and it's relation to other positions, needed to initiate career ladder

management of the incumbent.

(b) The Organization perspective

a.

45


46/75

Organization Structure It deals with the structural aspects of the organization.

It aims to analyze roles and responsibilities so that collective efforts can be

organized to achieve specific ends. It helps to develop the structural management

hierarchy of the organization.

(c) The Employee perspective

Responsibility and authority It can be used to orient new employees with the

basic responsibilities, activities and decision-making authority they are assigned.

Result Orientation It helps the employees to have a basic idea of the activities

they have to perform and the end result or outcome expected.

Working conditions It helps in having an idea of the working conditions and the

physical environment.

Role set relationships It helps the incumbent of the job to understand his/her

reporting relationships, and other internal/external persons, departments, agencies

or organizations that the position interacts with.

THE PROCESS

Writing a job evaluation begins with collecting the facts concerning the job and then

summarizing them into a meaningful form.

The process involves three major steps:

1) Data Collection

Preliminary Data Obtain all available documents about a job like Work Instructions,

Training Manuals, KRAs, etc. Sources of information for writing job evaluation may includea.

46


47/75

organizational business plans, review of job-related information, and observation of work or

personal knowledge of the job.

o Methodology Use a structured approach to find out information about job, the overall

purpose, main activities carried out, and responsibilities involved. The structured

approach could be any one or more or a combination of the following:

(e) Questionnaire(f) Checklist(g) Observation(h) Interview

The time ladder could be used to corroborate the statements and will help

analyzing the facts for designing the job at a later stage.

2) Preparation of Job Evaluation and HR Departmental Job Evaluation Manual

3) Validation

Ratify the same with the HODs.

2. CONTENTS OF JOB EVALUATION

Job Evaluation should be comprehensive and factual. There are no universal rules

governing the way a Job Evaluation should be written. However the suggested headings

are as follows: -

a) General Information

a.

47

TIME SPENT (%)

90


48/75

The job title, department, level, location, function and the jobholder will be included

in job evaluation.

b) Job Relationships

The reporting relationships of the position as well as the relationships the position is

directly linked to, such as;

Superior(s), Peers or Subordinate(s)

c) Purpose

A brief definition of the position is given in order to obtain an overall description of

the role of the position, and an indication as to why the position is necessary within

the department or institution.

d) Job Responsibilities

Brief description of the responsibilities that the job is required to carry out. The

aim is to convey in two or three sentences a broad picture that will clearly identify

it from other jobs and the role and contribution of the jobholder towards achieving

the objectives of the organization.

e) Main Tasks

Describe each main task separately in short numbered paragraphs. It could be in the

order of frequency with which the tasks are performed, the chronological order; order

of importance or the time spent on each task and the management processes.

a.

48


49/75

Start with an active verb and distribute group related tasks under a single descriptive

heading to enable quick appreciation of the time spent on each task or range of

activities.

No attempt should be made to describe how tasks are carried out, but it is not out of

place to mention briefly the purpose or objectives of each task.

f) Delegations

This refers to the delegation of powers or authority, vested in a specific position

which is given to the incumbent so that that person may make decisions, act or

dispose of matters at his or her own particular level, without having to refer such

matter to a higher authority for a decision. It includes various decisions made by the

incumbent, individually as well as a part of the team.

g) Employee Interactions

The contacts list provides information about personal contacts outside the positions

regular workgroup as well as the purpose of contacts. Describe contacts in terms of

the work relationship and explain the purpose of the contact as well as how regularly

contact is made. The contacts can be with external people, organizations or

agencies or they may be internal to the organization.

h) Employee Qualifications

This section deals with the incumbents ability to meet the requirements of the

specific position and should cover the following areas:

Skills, Competencies, Knowledge, Abilities & Experience.

A skill, competency, knowledge or ability is something the employee knows or can

do, that enables the employee to successfully perform the duties of the job.

ANNEXURE II

a.

49


50/75

INTERVIEW QUESTIONNAIRE (Scientific Departments)

Name: __________________________________________________Department: __________________________________________________Designation: __________________________________________________

1) To whom are you directly reporting?

1. _____________________2. _____________________

2) Who are directly reporting to you?

1. _____________________2. _____________________

3) Which other persons, departments, agencies or organizations do you interact with?

Internal: __________________________________________________________________________________________________

External: ________________________________________________________________________________________________

4) What is the minimum qualification and experience required for this position?

5) What is the purpose or objective of this position?The contribution of this role or position to the overall process/cycle.

a.

50


51/75

6) What are the primary tasks or duties you carry out? Describe them in order of importance or

frequency. How can results you achieve in the job be measured?

Primary Tasks% Time spent/

Extent of importance Measurement

Indices

7) What are the secondary or supporting activities you perform?

a.

51

Secondary Tasks% Time spent/

Extent of importance MeasurementIndices


52/75

8) Where does your work flow from? (Tick the right box and specify the details)Outside the organization ____________________________ Another department ____________________________

Superior ____________________________ Colleagues ____________________________

9) Where does your work flow to? (Tick the right box and specify the details)Outside the organization ____________________________ Another department ____________________________ Superior ____________________________ Colleagues ____________________________

10) What key decisions do you take for your function/department?

As the main decision-maker: __________________________________________________________________________________________________________________________________________

As a contributor: ____________________________________________________________________________________________________________________________________________________

As a participant: ____________________________________________________________________________________________________________________________________________________

11) What are the hurdles/blocks in achievement of your key job objectives or accomplishing your keytasks?

a.

52


53/75

ANNEXURE III

INTERVIEW QUESTIONNAIRE (Support Departments)

Name: __________________________________________________Department: __________________________________________________Designation: __________________________________________________

1) To whom are you directly reporting?

1. _____________________2. _____________________

2) Who are directly reporting to you?

1. _____________________2. _____________________

3) Which other persons, departments, agencies or organizations do you interact with?

Internal: _________________________________________________

_________________________________________________

External: ________________________________________________________________________________________________

4) What is the minimum qualification and experience required for this position?

5) What is the purpose or objective of this position?The contribution of this role or position to the overall process/cycle.

a.

53


54/75

6) What are the primary tasks or duties you carry out? Describe them in order of importance orfrequency. How can results you achieve in the job be measured?

Primary Tasks

7) What are the secondary or supporting activities you perform?

a.

54

Secondary Tasks


55/75

8) What key decisions do you take for your function/department?

As the main decision-maker: ___________________________________________________________________________________________________________________________________________

As a contributor: _________________________________________

____________________________________________________________________________________________________________

As a participant: _____________________________________________________________________________________________________________________________________________________

9) What are the hurdles/blocks in achievement of your key job objectives or accomplishing your keytasks?

a.

55


56/75


57/75

a.

57

KEY RESULT AREAS/PRIMARY ACTIVITIESMain activities or responsibilities of the job and the end result the job is expected to achieve.

SECONDARY ACTIVITIESThe other ancillary activities to the primary activities performed.

DECISION MAKING AUTHORITYKinds of decisions made by the position as;

Main decision-maker

Contributor

Participant


58/75

COMPETENCY PROFILING (ASK)

a.

58

ROLE SET MEMBERSPersons, departments, agencies or organizations that the position interacts with, other than the

position reports to and its reportees.

Internal

External

QUALIFICATION

TOTAL EXPERIENCE (yrs.)

HURDLES IN ACHIEVEMENT OF KEY JOB OBJECTIVES


59/75

Knowledge Skills Abilities

ANNEXURE V

COMPETENCY PROFILING

a.

59

APPROVALS

Name ____________________________ Name ____________________________

Desg. ____________________________ Desg. ____________________________Date ____________________________ Date ____________________________


60/75

SKILLS ABILITIES

Self Management SkillsChallenge seeker

Customer orientedQuality commitmentResourcefulSelf-motivatedAnalytical ReasoningMethodicalResult OrientedOwnershipSincerityFocusedFairFirmProactiveTime ConsciousnessOrganized

Interpersonal Skills(people related skills)Communication SkillsAdaptableAssertiveRapport BuildingReceptiveDevelops othersTeam playerEthicalIndependent

Networking skillsRisk-takerDiplomaticCoaching & MentoringPersonal Effectiveness (Developing oneself,achieving results, and solving problems.Planning, organizing, and managing your owntime and work)LeadershipMeticulousNegotiatingSystem Orientation (ability to appreciate,implement, initiate systems)

Positive thinkerStrategic thinkerOpen to changeAbility to stretchHandling AmbiguityLearning attitudeJudgmentalInnovativeProblem solvingCreativityForesightEmotional StabilityInitiatorPerseveranceEnthusiasmEmpathy

InquisitiveVersatileSelf ConfidenceHonesty & Integrity

a.

60


61/75

ANNEXURE VI

(Sample Job Evaluations)

JOB EVALUATION (TRC)

a.

61

JOB TITLE SystemsAnalyst/Software

DEPARTMENT IT

DESIGNATION Assistant Manager LOCATION TRC

REPORTS TO Manager REPORTEES Project Trainees

JOB PURPOSE

Summarize why does this job exist and its contribution to the overall business of thecompany.

Involvement in SDLC (Software Development Life Cycle) for automation of manualbusiness processes carried on in TRC, it involves analysis, designing, coding,implementation and training the clients for the software. Maintenance of the softwaredeveloped.


62/75

a.

62

KEY RESULT AREAS/PRIMARY ACTIVITIESMain activities or responsibilities of the job and the end result the job is expected toachieve.

Implementation of approved IT policies & procedures in assigned area.

Software Analysis

Problem-solving and planning for a software solution.

Understanding users AS-IS and TO-BE process.

Gather information about the software from the market.

Conduct meetings with the end users/clients to gather information about theirrequirements in the software.

Software Designing

Selection of the software and database platforms.

Designing the database, screen layout, process diagram and pseudo code.

Developing a prototype model of the software.

Generation of reports (SRS) on the basis of user requirements. Documentation of all the information about the software.

Documentation and version controlling.

Software Coding

Preparation of the software on the basis of the design. It involves writing,testing, and maintaining the source code of computer programs, which is written ina programming language.

Software Implementation and Testing

Testing the developed software on the end users/clients to check itscorrectness, security, efficiency, compatibility and its usability. It is done to reveal

qualityrelated information about the product with respect to the context in which it is

intended to operate.


63/75

a.

63


Maintenance of the software, it involves changes in the software to correctdefects and deficiencies found during field usage as well as the addition of newfunctionality to improve the software's usability and applicability, enhancing andoptimizing the deployed software. Providing technological support to the users of the software. Leading project trainee team for maintenance and enhancement of in-housedeveloped software. Imparting training for the use of the developed software to the users/clients. Sharing the knowledge within the IT team for any new software implemented inTRC.


Main decision-maker

Operational issues relating to the softwares deployed. In implementation of the software.

Contributor

Suggesting the users/clients for automation of the process. Evaluation of the new software to be purchased and analyze its functionality. Project allocation and setting the time lines among the team members.


64/75



a.

64

ROLE SET MEMBERSPersons, departments, agencies or organizations that the position interacts with, otherthan the position reports to and its reportees.

Internal

All Departments of TRC.

External:

Head Office (IT & HR Departments).

Plants (Indrad & Baddi and Other Overseas) for the DocumentManagement System. Vendors of the outsourced softwares.

QUALIFICATION

Bachelor of Engineering (IT/Computers) / M.C.A.

EXPERIENCE (yrs.)

Experience of 2 to 4 yrs. as Systems Analyst/ Software Developer.


Client response Change request in the software from the users.


65/75

Knowledge of

companys goals &plans.

Knowledge of

Business Processes. Knowledge of IT

structure of theorganization.

Knowledge ofSDLC.

Knowledge ofDatabase.

Knowledge ofobject orientedprogramminglanguage.

Knowledge ofsoftware developmentplatforms.

Knowledge ofsoftware quality.

Customer oriented

AnalyticalReasoning

Methodical

Team Player Coaching &

Mentoring

System Orientation(ability to appreciate,implement, initiatesystems)

Communication

Software testing atvarious stages.

Strategic thinker

Ability to stretch

Foresight

Judgmental

Problem solving Handling Ambiguity

Learning attitude

ANNEXURE VIIJOB EVALUATION (TRC)

a.

65

APPROVALFunctional Head: ______________________ Date: _________ Signature: _________

HR Head : ______________________ Date: _________ Signature: _________


66/75

a.

66

JOB TITLE Head HR DEPARTMENT HR

DESIGNATION Assistant GeneralManager

LOCATION TRC

REPORTS TO VP (Commercial)Director (TRC)

REPORTEESDirect

Manager (1)AMs (4)

Indirect Executives (7)

JOB PURPOSESummarize why does this job exist and its contribution to the overall business of thecompany.

The role of the Head HR is imperative to the needs of the changing organization and

thus driving the organization in becoming more adaptable, growth-oriented andcustomer-centric.To integrate the HR activities, provide strategic leadership and support onorganizational and human resources development and growth.To strengthen the role of HR and establish HR as a strategic business function byaligning the HR processes to Business Goals and by introducing structure, systems andprocedures.

KEY RESULT AREAS/PRIMARY ACTIVITIESMain activities or responsibilities of the job and the end result the job is expected to

achieve.

Facilitating organizational change and capability building initiatives to supportbusiness strategy and organizational development and growth. Providing strategic HR support to all Functional Heads and Director. Designing, developing and implementing Retention policies and strategies. Establishing smooth communication channels across all the departments, tofacilitate inter departmental activities.

Providing technical support and direction to the HR Team for the smoothfunctioning of various HR subsystems.

Enhancing the efficiency level of HR Team by ensuring structure, systems andprocedures. Ensuring the smooth implementation and compliance of Organizational Policies. Managing recruitment for key positions. Ensuring uniform and Competitive Compensation Levels across theOrganization. Ensuring harmonious and professional relationships across all locations, forsmooth functioning of inter-locational processes.


Being a facilitator to organization developmental and growth activities, bybringing in paradigm shift in HR systems. Establishing TPL as a Brand, through Industry Academia Interface initiatives.


Main decision-maker

Defining the role of the HR Team members. Issues bearing financial implications. HR matters external to TRC. Approvals for matters resulting in policy deviations.

Contributor

Designing organization structure and roles of various departments. Policy decisions affecting the larger mass.


67/75



a.

67

ROLE SET MEMBERSPersons, departments, agencies or organizations that the position interacts with, otherthan the position reports to and its reportees.

Internal Director, GMs and AGMs Functional Heads

External

HO (HR, Finance and Procurement Departmental Heads) Plant (HR Head) Statutory Bodies Academic Institutions Training /Recruitment Consultants

QUALIFICATION

PG in HR (full time) from any premier B School, recognized by the company.EXPERIENCE (yrs.)

Experience of 12 to 15 years.


Lack of clear Business Plan.

Lack of clearly defined Corporate Policies. Lack of support for HR on strategic level.

High importance to recruitment and data related to existing and left manpower.

High organizational inertia to change.

Lack of appreciation for the role of HR as a catalyst to change.

Procedural delays. Young and less experienced team.


68/75

Knowledge of Companysgoals and plans. Knowledge of ProductDevelopment.

Thorough knowledge ofHR concepts.

Well-versed with existing& relevant Labor Laws.

Knowledge of latest HRconcepts and practices.

Leadership

Challenge seeker

Analytical

Proactive

Focused Communication

Assertive Counseling Coaching &

Mentoring

SystemOrientation (ability toappreciate,implement, initiatesystems)

Strategic thinker

Adaptable tochange

Foresightedness

Decision-maker Innovator Problem solving Initiator

ANNEXURE VIIIJOB EVALUATION (TRC)

a.

68

APPROVALFunctional Head: ______________________ Date: _________ Signature: _________

HR Head : ______________________ Date: _________ Signature: _________

JOB TITLE Executive-Node HR DEPARTMENT HR

DESIGNATION Executive LOCATION TRC

REPORTS TO Assistant Manager REPORTEES None

JOB PURPOSESummarize why does this job exist and its contribution to the overall business of thecompany.

The objective of this role is to become a link between the various Departments and HR,and provide HR support to all the departments.


69/75

a.

69

KEY RESULT AREAS/PRIMARY ACTIVITIESMain activities or responsibilities of the job and the end result the job is expected toachieve.

Eliciting all the HR related issues of the respective department andreporting it to the concerned person in HR, and ensuring that it is resolved. Assisting in designing, developing and implementing Manpower plan,Organization structure and recruitment policies, methods and procedures as per theHR strategy.

Managing the recruitments of all positions in TRC as per theManpower plan, by mapping and analyzing the requirements of the DepartmentalHeads. Resourcing people for current and future requirements, includingfresher and experienced manpower.

Organizing the preparation of Job Descriptions and CompetencyProfiling, to support the Training & Development function.

Formulating KRAs / KPIs of the various business functions so as toassist in Performance Management System.


70/75

a.

70


Managing Reference Check of the new joinees. Managing Relocation Reimbursement.

Maintaining of MIS. Managing bills of Reliances VC. Managing bills of Recruitment Consultants. Managing bills of the Student Computer. Managing the Probation Confirmation Process

(Activities are allotted on a rotation basis)


Main decision-maker

Sourcing and selection of candidates.

Contributor

Designing Manpower plan, Organization structure and Recruitment policies.


71/75



Knowledge ofCompanys goals andplans.

Thoroughknowledge of thebusiness processes.

Knowledge ofvarious HR functions.

Knowledge ofrecruitment process.

Basic knowledge ofcomputers.

Communication Proactive Negotiation

Methodical

Customer oriented

TimeC

Documents

Job Analysis in Torrent Research Centre by Dhara