Mahindra and Mahindra WST Scheme

Chapter 1

EXECUTIVE SUMMARY

Management is the primary forces within any organization which coordinates the activity

of its various systems and relates them to environment. The need for management arises out of

the diversity and complexity of human activity. To accomplish the objective of any organization

there should be an effective coordination and utilization of these human and non human

recourses. The success of management in any organization is mainly due to selection and

utilization of human recourses to achieve it economically, effectively and speedily.

In early days the production was normally carried through the unskilled workers. These

people as not having any technical background the company not only suffered losses but also the

product prepared was not of the quality.The workers were selected at random basis and the

proper role of HR department was in question. But these being an old and Multinational company

have to make a way against all odds. So in 1997 the company personnel have made a new way to

make a cost effective and productive approach to this question. The new started highiring those

potential young freshers having a technical background which will prove to be cost effective and

demand reactive.

So now the critical role of HR comes in the way to make the job profile and the criteria to

attract the potential people for the company. Thus understanding and scrutinizing from the whole

slot of the people and selecting the best candidate for the company. Thus fulfilling the WST

scheme set by the personal and making this scheme a great success.

Chapter 2

COMPANY PROFILE

The history of Mahindra & Mahindra during World War II, when two- brothers, Mr. J.C.

Mahindra and Mr.K.C.Mahindra envisioned a much greater role for themselves in the building

and growth of independent India. Mr.J.C.Mahinra was then the advisor to the Government of

India and was the first Indian to become the Iron & Steel Controller of India.

Mr. K.C.Mahindra was then the head of the Indian supply mission to Washington, USA.

The Mahindra brothers left their flourishing career to become entrepreneurs gave shape to their

vision and created an organization to be strong pillar in the building and growth of industrial

India. The two brothers and Mr. Gulam Mohammed went on to become Pakistan’s first Finance

minister in 1947 and later on its Governor General.

Mahindra and Mohammed Ltd.was changed on January 13, 1948 to M&M Ltd. M&M

was incorporated on October 2, 1945 as a Pvt. Ltd. Company under the Indian Companies

Act,1913 and was converted into a Public Ltd company on June,1955.

M&M Ltd is the flagship company of US $ 2.59 billion Mahindra group, which has the

significant presence in key sector of the Indian economy. A consistently high performer, M&M is

one of the most respected companies in the country.

M&M has two main operating divisions :-

The Automotive Division manufacturers utility vehicles, light commercial vehicles and

there wheelers. The company has recently entered into a joint venture with Renault of France for

the manufacture of a mid-sized sedan, the Logan, and with International Truck and Engine

Corporation, USA, for manufacture of trucks and buses in India.

The Tractor (Farm Equipment) division makes agricultural tractors and implements that

are used in conjunction with tractors, and has also ventured into manufacturing of industrial

engines. The Tractor Division has won the coveted Deming application Prize 2003, making it

only tractor manufacturing company in the world to secure this prize.

M&M employees around 11,600 people and has eight manufacturing facilities spread

over 5,00,000 sq.mts. It has 49 sales offices that are supported by a network of over 780 Dealers

across the country. This network is connected to the company’s sales departments by an

extensive IT infrastructure.

M&M’s outstanding manufacturing and engineering skills allow it to constantly innovate

and launch new products for the Indian market. The “Scorpio”, a SUV developed by the

company from the ground up, resulted in the company winning the National Award for

outstanding in-house research and development from the Department of Science and Industry of

the Government in2003. In the tractor market, the company launched India’s First Tractor

technology – the Mahindra Sarpanch 595 DI super Turbo.

M&M’s commitment to technology-driven innovation is reflected in companies plans of

setting up of the Mahindra Research Valley, a facility that will house the company’s engineering

research and product development wings, under one roof.

The M&M philosophy of growth is centered on its belief in people. As a result, the

company has put in place initiatives that seek to reward and retain the best talent in the industry.

M&M is also known for its progressive labour management practices.

In the community development sphere, the company has implemented several programs

that have benefited the people and institutions in its areas of operations. On the occasion of its

60th anniversary, the company announced a range of CSR activities supported by a commitment

of 1% of profit after Tax for its CSR initiatives.

Farm Equipment Sector:-

The origin of Farm Equipment Sector lies in the formation of a Joint Venture in 1963

between the company, International Harvester Inc., and Volta’s Limited, christened the

International Tractor Company of India (ITCI).This enterprise was a shot in the arm for the green

revolution then beginning to sweep the country. The launch of high-performance tractors played

a vital role in the mechanization of Indian agriculture.

In 1977, ITCI merged with M&M and become its Tractor Division. After M&M’s

organizational restructuring in 1994, this division was called the Farm Equipment Sector.

M&M’s Farm Equipment Sector is the largest manufacture of tractors in India with

sustained market leadership of over 19 years. The Farm Equipment Sector is the First Tractor

Company in the world to win the “Deming” Application Prize. Also, it is the fourth

company in India and the 10th in the world, outside Japan, to win this Prize. It designs,

develops, manufactures and markets tractors as well as implements that are used in conjunction

with Tractors. Horsepower into the lower segment of 25HP, mid-segment of 35 HP and higher

segment of 45 HP and above segments the tractor industry in India. The Company’s Farm

Equipment Sector has a presence in all these segments across all states.

The Farm Equipment Sector has also ventured into manufacturing of Industrial Engines.

M&M industrial engines are used for various applications like Genset, Industrial, Construction,

and marine Compressors etc. These engines are manufactured at the company’s state of art

Engine Assembly Plants at Kandivli and Nagpur.

M&M has two main tractor manufacturing plants located at Mumbai and Nagpur in

Maharashtra.Both these plants are certified for ISO 9001, QS-9000 and 14001. Apart from these

two main manufacturing units, the Farm Equipment sector has satellite plants located at Rudrapur

in Uttaranchal and Jaipur Rajasthan.

The Farm Equipment Sector of the company has a strong and extensive dealer network of

over 450 dealers for sales and service of tractors and spare parts. 28 area offices, situated in all

over the major cities and covering all the principles states, manage this dealer network.

M&M tractors have earned goodwill and trust of more than 8,00,000 customers and the

Mahindra has come to be recognized as a powerful symbol of productivity and performance. In

addition to capturing the domestic market, M&M’s Farm Equipment Sector has found

significant success in the international market. Whilst around 90% of our tractor exports tractors

to neighboring countries like Uganda, Nigeria, and Zambia etc.Mahindra USA , a wholly owned

subsidiary based in the USA, has established a network of 140 dealers.

Automotive Sector:-

M&M automotive division was created in 1994 following an organizational restructuring,

but its origins go back to1954. That was when the company entered into collaboration with

Willys Overland Corporation (now part of the Daimler Chrysler group) to import and assemble

the Willys Jeep for the Indian market. M&M began producing light commercial vehicles (LCVs)

in 1965. Ever since its inspection, the company has focused on developing its own manufacturing

capabilities. As a result of its relentless ambition in this direction, M&M began indigenously

producing vehicles within a short span of collaboration agreement with Willys.

Over the years the Mahindra brand in utility vehicles has come to represent high quality,

ruggedness, durability, reliability, easy maintenance and operational economy. These are the

qualities that have endeared the vehicle to individuals as well as institutions such as the Indian

armed forces. M&M enjoys a market share of more than 50 % in this segment.

Automotive Division:-

M&M’s automotive division is in the business of manufacturing and marketing utility

vehicles and LCVs. It is the leader in this segment, with a market share in excess of 50 percent.

The M&M brand symbolizes ruggedness, durability, reliability, easy maintenance and

operational economy. The customer profile here includes individuals, traders, entrepreneurs,

contractors, tour operator’s taxi owners, car hire companies, government departments and

institutions, and the Indian army.

Auto Mart India Ltd:-

Auto Mart India is a business-to-customer portal that offers a comprehensive picture of

the Indian Automobile market. Launched in collaboration with a group of partner organizations,

it offers a wide range of new vehicles and a virtual Marketplace to buy or sell used automobiles.

The site also features car reviews, price information, technical comparisons of different models,

and ratings to help the customer make an informed decision. Several other international markets

are being developed to expand M&M’s global reach in the Farm Equipment Sector.

Performance Review:-

Automotive Sector:-

The Automotive Sector of company continues to be a dominant player in the Multi Utility

Vehicles (MUV) segment. The company also significantly improved its position in the large

three-wheelers category. During the year under review, company produced 1,24,795 vehicles

(i.e.MUV and LCV) and22,230 there wheelers as compared to 99,874 vehicles and 17,796 three

wheelers in the previous year. Company entered various new export markets including South

Africa, Uruguay, UAE and Malaysia. With a view to enter into the passenger car segment, a

growing segment of the Indian Automotive Sector, company has entered into a joint venture with

Renault, one of the world’s largest automobile manufactures, to introduce their new sedan,

“Logan”, in India. Company will benefit significantly from this joint venture in which it will hold

a majority stake.

Segments Results:

As required by the new Standards, the results of the group have also been reported on a

segment basis. The results achieved by major business segments of the group are given below.

CORE VALUES:-

Our Core values are influenced by our past tempered by our present and are designed to

shape our future. They are an amalgam of what we have been, what we are and what we want to

be.

These values are the compass that will guide our actions, both personal and corporate.

They are:

Good Corporate citizenship: As in the past, we will continue to seek long-term success that is

in alignment with our country’s needs. We will do this without compromising on ethical business

standards.

Professionalism: We have always sought the best people and given them the freedom and the

opportunity to grow. We will continue to do so. We will support innovation and well-reasoned

risk-taking, but will demand performance.

Customer First: We exist and prosper only because of our customers. We will respond to their

changing needs and expectations speedily, courteously and effectively.

Quality Focus: Quality is the key to delivering value for money to our customers. We will make

quality a driving value in our work, in our products and in our interactions with others. We will

do it “first time right”.

Sr. Segments F-2006 F-2005 Increase / No. (Dec.)1. Automotive Sector 473.37 299.55 46%

2. Farm Equipment 191.39 117.50 62% Sector

3. Financial Services 131.39 96.01 37%

4. IT Services 77.34 58.90 31.30%

Dignity of the individual: We value individual dignity, uphold the right to express disagreement

and respect the time and efforts of others. Through our actions, we nurture fairness, trust and

transparency.

CORE PURPOSE:

Indians are second to none in the world. The founders of our nation and of our company

passionately believed this. We will prove them right by believing in ourselves and by making

ourselves and by making Mahindra & Mahindra Ltd.known world wide for the quality, durability

and reliability of its products and services.

Chapter 3

MANPOWER CALCULATION

Manpower Deployment / Calculation

Demand from market

Plan from PPC

Working Day Calculation

Rate per day

Manpower Calculation

P&IR HRD

Workmen Deployment Diploma Deployment

EXAMPLE :

Shift Timing= 510 min.

Normal Working Time= 450 min.

Production /shift = 100 nos.

TACT – Time Available to Complete the Task

TACT = Normal Working Time

Production

= 450

100

TACT = 4.5 min.

Tractor Manhour Calculation:

Manpower = Total work content

TACT

= 450

4.5

= 100 Manpower.

Chapter 4

HUMAN RESOURCES ACTIVITIES

HR activities at glance:-

Recruitment and Selection

Training & Development

Performance Appraisal

Reward & Recognition

Motivation

An Overview of these Activities

An Employee Cycle From Entry to Exit

Business Plan

Manpower Planning

Number of Positions OR No Vacancy

If

Unique Position

Identification

Recruitment Media

A)Campus

B)Employee Referral

C) Lateral administrative

Commutants

Scrutinize / Screening

HOD’s

Call for Interview

1) Preliminary

2) Final

Offer

Accept

Joining through Joining Letter

Induction / Orientation

(From 3 Days to 1 month)

MOP / Targets

Performance Review (PMS Review)

a) Strengths

b) Areas of Improvement

Compensation / Revision / Promotion

Resignation

Exit Interview

Chapter 5

ORGANISATION STRUCTURE

MAHINDRA DEPARTMENT:

NAGPUR PUNAGPUR PU

Functionally reporting to respective PUs at Kandivli

PUL Nagpur

TractorPGL

HydraulicsPGL

Engineering Services

PGL

AccountsPGL

ER & DPGL

Human Resource

TransmissionPGL

EnginePGL

Machining &

Assembly

Maintenance

Machining &

Assembly

Maintenance

Machining&

Assembly

Maintenance

CentralMaint.

Tool Room &

Gauge Cell

Manufacturing

Engineering

Tractor Assembly

Maintenance

Business Excellence

SCPC PGL

In bound&

Out boundLogistics

PPC

Tractor SM

Trans. SM

Engine SM

Hydraulic SM

Excise

I . T.

Quality Assurance

PGL

In house Quality As.(Aggr wise)

+IQS

Process Engg.

Process Engg.

Process Engg.

Process Engg.

VQA(Comm.wise)

Rev : 05

W.e.f : 15/10/06

ORGANI ZATION STRUCTURE

Safety

MPS & Program

Office

The major Mahindra Industries Nagpur has the following major departments, which are

working effectively since establishment.

Human Resource development and General Services

Accounts, Finance, IT & Exercise

Engine

Transmission

Tractor

Hydraulic

Quality & Systems

ER&D

Excise

MFG & SM

MPS

Quality & Systems

SCPC

FUNCTIONS OF VARIOUS P.G.:

The Hydraulics PG is responsible for machining and assembly of VTU, also its quality and

maintenance. Similarly the Transmission PG is responsible for machining, assembly, quality

testing and maintenance of transmission units whereas the Engine PG carries out the same

function in manufacturing of different engines for various models of tractors. The Tractor PG

carry out the role of assembly of various units to complete a tractor model, as well as it is

responsible for quality testing and maintenance of tractor units.

Quality PG is responsible for ensuring internal and external customer satisfaction for suppliers

parts and tractors, to translate company policy and strategy into plan for supplier quality

assurance, to facilitate production of new quality tools and techniques ,implementing at in house

and supplier end.

Engineering services are responsible for providing efficient support of engineering services to

Tractor PG, Hydraulics PG, Engine PG, and other PG, monitoring & co-coordinating planning of

maintenance services for plant ensuring compliance of all activities and ensuring compliance to

all engineering specifications directed by R&D Kandivali plant.

Sourcing PG is responsible for driving material cost initiative, identifying and developing

responsive supplier base having adequate capability to meet cost quality and delivery

requirements of current as well as new products, achieving supplier rationalization in accordance

with future vision and to provide the supplier support to plan for compliance with Deaming

requirement.

Account PG is responsible for finance analysis and management control for more efficient

working capital turn around, ensuring no statutory defaults and improve process and system for

current assets of revenue expenses etc.

ER&D PG is responsible for adopting practical, transparent and faithful measures for department

functioning which shall enable us to eradiate Industrial Relations problems and to motivate

employees to accept challenges and stretch target and to provide excellent working environment

as well as protect the plant.

Chapter 6

H. R. POLICIES

H.R. Policies:-

HUMAN RESOURSE VISION:- “We would Like to be Partner in the business, and we

will achieve this by:

creating a performance oriented, team based culture through HR strategies, systems,

policies, tools that are aligned to business needs and help employees grow professionally

and personally

ensuring fairness across divisions

with speed and simplicity”

Corporate Human Resources: -

Mahindra & Mahindra Limited.

Corporate Human Resources Department has compiled and policy manual that is

available the head of each business location of Mahindra & Mahindra ltd. Copies are also

available with the senior HR executives in all Businesses. The purpose of the manual is to ensure

that all concerned in Mahindra & Mahindra Ltd. Are familiar with the policy and Rules related

to Human Recourses Management in the company.

Key elements of the Manual are placed on the Mahindras & Mahindra intranet for

convenient reference. The provisions of the manual as well as the contents of this web-side are

not conditions of employment and may be modified or revoked from time to time. Whenever

such a change takes place, it will be the endeavor of corporate Human Resources Department to

amend the manual and the web site content possible at the earliest possible.

In case there are any queries or Clarifications required, these should referred to the

Human Resources Department in the relevant Business or to corporate Human Resources

Department.

NAGPUR PU – PLANT CAPACITY:-

Activity Capacity/ Annum

1. Tractor assembly 40,000

2. Transmission Assembly 40,000

3. Engine Assembly 40,000

4.Hydraulics Assembly 80,000

Nagpur PU is the Single source for supplying Hydraulics Assembly to Kandivili & Satellite

Plants.

Nagpur PU Details:-

Land available around 1,80,000sq.mtr.

Constructed Area around 33,000 sq.mtr.

Total Manpower

Offices are around 140.

Workmen are around 700.

Gross Fixed assed is around Rs. 80 crores.

Turnover- Budgeted for F-03 around Rs. 600 crores

Budgeted Production for F-03 –24300 Tractors

This is around 50% of the total Tractor Production.

Chapter 7

INTRODUCTION OF WST SCHEME

HISTORY OF WST”S SCHEME

This scheme was originated as a temporary test to give a chance to those who have a

basic technical knowledge which in turn will increase the productivity with a cost effective

programme. So all this gave a turn to a prospective store of future strength which hardly have any

market value at that time.

Now this gave a head to attract those potential which were called as the Diploma

Engineers. Now, as these people have a basic technical knowledge with a little exposure to the

industry through projects where a good store to utilize there strength with minimizing waste as

compared to the workers which were to be trained a lot.

So a scheme was started in around 1997 called as Diploma trainee scheme which

included a basic as

1) No blue collared workmen were allowed as this avoids union formation at the workplace

indirectly affecting production.

2) Temporary and traineeship basis

3) This scheme will be for 3 years of which

a) 1st year will be as Apprentice,

b) Rest two years will be as a Technician trainee.

4) After which these employees have to leave the company having the experience certificate

and Providend fund money of these 3 years of work.

When the scheme was started that time just 29 people started as trainee but now this

graph is increased to upto 401 WST’s working under different PGs like Transmission-machining,

assembly or Engine –assembly, machining or Tractor etc.working under systematized work line

learning different stages of production.

According to the performance, vacancy and also the criteria formed for the post, these

WSTs are absorbed as supervisor or other officers as it had happened in the beginning of the

scheme that 29 of them were absorbed as officers. But this absorption graph is not same or nearly

not at all.

Chapter 8

OBJECTIVE AND SCOPE

OBJECTIVE OF THE STUDY

1) To study the overall process carried by the HR department of officers and the employees.

2) To study the effectiveness of the WST scheme carried in M&M.

3) The process followed to recruit and select these diploma trainees

4) The salary which is set to be given.

5) The process to be followed to pass these people from apprentice to technician trainee

through the criteria called as performance appraisal in other terms.

6) The effectiveness of this scheme is assessed by HR department and also the satisfaction

questionnaire carried on over 187 WST’s or employees.

7) To suggest remedial measures.

SCOPE:-

This is an interesting and at the same time challenging to study a current and most

productive area of Mahindra & Mahindra. As the Scheme started in 1997 and up till today there

is no such report that has been made to take a creative action to develop these WST’S trainees.

The scope to study this project in future provides the company an overall growth from these

potential people and takes the corrective actions to develop these trainees. Thus there will be a

proper win-win situation and satisfaction to both.

Chapter 9

EFFECTIVENESS OF THE SCHEME

To Company:-

1) As the scheme started with just 29 employees and now this graph is increased to about

401 employees.

2) In the 1st year which is in Apprentice to the industry the government here gives the

company a sum amount to the company per employee as a fund for giving employment to

the people.

3) If temporary workers are employed for more than 6 months then they have to be

confirmed which becomes the liability for the company. Like the company have to give

the allowances and the problems of the union is avoided by this scheme.

4) The basic benefit is that the production is increased in the proportion that

1 WST = 4 Workers

5) A bond is signed in the beginning when they are hired. Then every year seeing the

performance of the employee, he is sent to the second year as a technician trainee.

6) As every year there is new and fresh blood coming with fresh and new loaded ideas which

prove to be the hidden source for improvement?

To Employees:-

1) This is the platform where these people will get a place to work under the multinational

company like Mahindra & Mahindra..

2) This is a great platform for fresher to start and experience and relate their theoretical

knowledge with practical knowledge.

3) Their training is altogether given a basic salary.

4) This scheme is altogether a win-win situation for both sides.

5) As now to make the effectiveness of this scheme, different allowances have been added in

the 2nd and 3rd year to motivate and increase the production.

6) By this their market value is increased, which altogether opens their chances to be

absorbed by the different companies.

7) At last if the vacancy arises for the officer or supervisor post then these diploma holders

according to their overall performance they have a benefit over others to get a chance to be

absorbed.

Chapter 10

ENTRY AND EXIT OF WST’S

ENTRY OF THE WST IN M&M

The HR people are responsible for recruiting the officers and the Diploma Trainees .The

process followed for the Diploma trainees are:

As this is a 3 year scheme every year due to the completion of their tenure, or may be in

between their some leave due to their better opportunity as here they know that they have to

leave the company after completing their 3 year so the people in their 3 year starts looking for

some better opportunity. Due to this the persons in the 3 rd year is diverted and starts remaining

absent. But the company has given 15 to 25 Buffer times for absenteeism. But if the Rate

increases more that this except leaving the sick leave etc the company then points these persons

for poor performance and eventually the HR Officers starts searching for this gap and the

Recruitment process is then started.

Recruitment:

Recruitment is the process of searching for prospective employees and stimulating them

to apply for the Job in the Organization.

Sources of Recruitment:

1. Educational Institutions: The primary source of recruiting these Diploma Trainees is

through Campus Recruitment. It is the best source to get the qualified Manpower. In order

to provide these people a source of money before completing their third year. So here the

give and take relation ship with a potential manpower is the best source.

2. Recommendation of New Employee: Here as per the requirement to fill the gap the

present employee’s recommendation is helpful for new recruits. This method makes the

process easier as the present employee knows both the company rules and acquaintances

and presumably would attempt to please both.

The company has the scheme known as Buddy gets Buddy. So after every successful Recruit the

employee gets some money. But the general and the effective process is through the Campus

selection. My area of work is to recruit the Working Supervisor Trainees (WST’s) at M&M who

are basically fresher.

The Criteria to be kept before appearing for the further process is:

The WST’s must be a Diploma Engineers

WST’s must be an Electrical and Mechanical diploma holders

Candidates must be a fresher

He should pass with 60% and above marks in 1st, 2nd and 3rd yr of their diploma course

Candidates must be Male

The Process can be mapped as below:

Need of the organization

Shortlists Campuses

Choose Recruiting team

Presentation on the company & job Profile

Test

HR Screening interview

Technical Interview

Offer Letter

Medical Test

Contract form

Giving Department

Appointment Letter

Training in the Respective Department

1) Need of the organization:

A need for a new employee can be felt by the organization. This is three years program so that

organizations require are no. of candidates every year.

There are seven departments namely

o Tractor Assembly

o Transmission Assembly

o Engine Assembly

o Transmission machining

o Engine Machining

o Hydraulic Assembly

o Hydraulic machining

So, need arises from each department every year. The department who are in the need for the

new employee has to fill the manpower requisition form. Manpower requisition form contains all

the information about the number of vacancies has to be filled.

2) Shortlist Campuses:-

M&M search at engineering colleges for their requirements of Diploma holders. It scan the

SSC,HSSC and three years marks of diploma course.

Choose Recruiting Team:-

The search shows that the number of the most effective recruitment team should be 4 to 5 and

thorough knowledge of the company and the job.

The company should include the alumni from the polytechnic engineering college from which it

is hiring to get favorable reference. The composition of team reflects how seriously the campus

recruitment is taken.

3. Presentation on the company & Job Profile:

The presentation must be given to candidates, which are short listed for the campus interview.

The presentation must contain the detail information about the company as well as job profile.

4. Test:-

After the presentation there is a test round. The test is about the knowledge of the subject.

The criteria:

The candidates must acquire minimum 40 marks out of 100. As per the criteria the candidates

gets short-listed.

5. Interview:-

The short listed candidates must have to face the interview.

There are two rounds

HR screening

Technical round

1. HRScreening round:-

In this round the HR personnel can take the interview of the candidates. In these HR

screening round if the candidate is short-listed for the technical round of interview.

2. Technical round:-

The technical person must take the interview. In these step the short listed candidates has

to face technical interview; where the interviewer check the technical knowledge of the

candidate. Technical round is the final round of selection of the candidates.

6. Offer letter:

The offer letter comprises of the date on which the selected candidate has to visit at M&M and

the details of the stipend that has been offered to the candidate. It also has the details of the

documents the joiner will have to carry.

7. Medical Test:-

The selected candidates must call for the medical test at M&MJ Ltd. Nagpur.The

company has the tie up with Dr. Vaidya & Rainbow pathology lab. Ramdaspeth Nagpur.

Medical Examinations can give the following Information.

Whether the applicant is medically suitable for the specific job or not;

Whether the applicant has health problems or psychological attitudes likely to

interfere with work efficiency or future attendence;

Whether the applicant suffers from bad health, which should be corrected

before he can work satisfactorily.

8. Contract Form:

After the Medical Test the candidates must have to fulfill the contract form, which is also

called as BOAT form.

The company has the three years contract with the candidates

Contracts form contains the

Contracts form candidates

Stipend of the candidates

Witness of the candidates

References of the candidates

Date of joining the candidates.

There must be three Contract Form For Three Years.

9. Department

There are mainly 7 departments namely

Tractor Assembly

Transmission Assembly

Engine Assembly

Transmission Machining

Engine Machining

Hydraulic Assembly &

Hydraulic Machining

As per the suitability of candidate the proper department is given to the candidates.

10. Appointment Letter:

The appointment letter is given to the candidate on the first day that consists of various

terms and conditions under Companies Act,Labour Act and several other Central Govt. Acts,

which an employee has to take care of.

11. Training:

This is the last and important step of the recruitment process. The candidate is Fresher so he

has to undergo training sessions to understand the job and perform well.

The person has to under go the training under the PU’s with the different pattern

according to their head supervisors.

The HR makes the Training session on the off days may be when the production is off or

may be some of the Holidays. In this training they are basically trained in the Behavioral

pattern or some of the soft skills. But this does not happen frequently.

PERFORMANCE APPRAISAL:

As these are 3 years contract persons they also have to be upraised and motivated. o these are

gone under for the “STAR OF THE MONTH”. his is given to those who perform his work

without or minimum wrongs.The person’s attitude is seen with their supervisors and

colleagues.

He has not or minimally been absent during these 3 months.

Pie chart showing the rejection percentage of candidates ateach level:

10%

20%

1%69%

CandidatesRejected inScreeningRoundCandidatesrejected inTechnicalRound Candidaterejected inMedicalTestCandidateSelected

Chapter 11

INDUSTRIAL RELATIONS (IR)

LAWS RULING THIS SCHEME:-

The Apprentice Act:-

Sr no. Particulars Respondents Percentage Candidates rejected at HR 8 10%

screening Round.

Candidates rejected in Technical 16 20%Round

Candidate rejected in Medical 1 2%Test

4 Candidate selected 55 17%

Total 80 100%

The Act says that the person should basically have a:

Diploma in Engineering

Degree in Engineering

Technical Background

Above 14 years of age

Apprentice is not a worker

The basic purpose of this Act is to regulate the Terms and Conditions and rights of the

Apprentice.

For this Purpose the State and Central Govt appoint an Apprentice advisor.

No state or Industry is exempted if except then it is the decision of the Apprentice advisor.

These WSTs have the Labour Laws Applicable

1. Apprenticeship Act

2. Minimum Wages Act

3. Payment of Wages Act

4. Factories Act

5. Workmen compensation Act

The Laws NOT Applicable

ESIC –Employee State Insurance Corporation Act

Providend Fund

Payment of Gratuity Act

Bonus Act

Provisions Are:

1. The employer is not aloud to give it to any person under the age of 14 years and the

prescribed Qualification not fulfilled

If not Done then

6months Imprisonment

Rs. 500 fine or

Both

2. Time of working should be from 10 a.m. to 6 p.m.

Leave and compensation is governed by the Factory’s Act.

3. If not performed well or up to the mark then the training is extended by the supervisor.

4. Training / Classroom /the Rupees is spent by the employer in the course of the Apprentice

ship Training.

5. Accident compensation when the accident happens in the organization comes under the

workmen compensation Act.

Chapter 12

STUDY AND RESULTS

SATISFACTION OF THESE WST’s

A survey is carried on around 187 WST’s.

DIPLOMA TRAINEE QUESTIONNAIRE

(NOTE :- PLEASE TICK RIGHT THE OPTION YOU FEEL CORRECT)

1) I am satisfied with Mahindra & Mahindra as a place to work.

SA A U D SD

2) I get proper training for performing my job.

SA A U D SD

3) All the safety measures are in place and monitored

SA A U D SD

4) My supervisor provides me proper guidance for my work.

SA A U D SD

5) I am treated with care and concern..

SA A U D SD

6) I feel responsible for the quality of product manufactured

SA A U D SD

7) I am informed about the progress of my department on monthly basis

SA A U D SD

8) My suggestions are welcome/entertained and due consideration is given to them.

SA A U D SD

9) I feel discipline is followed at my workplace.

SA A U D SD

10) I feel motivated to do my job.

SA A U D SD

TRANSMISSION ASSEMBLY


SA A U D SDStrongly Agree Agree Uncertain Disagree StronglyDisagree

15%

51%

6%

19%

9%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


5%

55%7%

31%

2%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

3)All the safety measures are in place and monitored

5%

57%

16%

20%

2%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


33%

41%

4%

15%

7%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

5)I am treated with care and concern..

15%

41%21%

17%

6%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

6) I feel responsible for the quality of product manufactured.

49%

37%

7%7% 0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

7} I am informed about the progress of my department on monthly basis.

18%

64%

11%

5% 2%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


14%

54%

20%

8%4%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


24%

54%

9%

11%2%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

10. feel motivated to do my job.

21%

50%

8%

13%

8%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

TRAINSMISSION MACHINING


60%

40%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


40%

60%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

3) All the safety measures are in place and monitered

0%

80%

20%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


40%

60%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

6. I feel responsible for the quality of product manufactured.

40%

60%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

7)I am informed about the progress of my department on monthly basis

0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

8. My suggestions are welcome/entertained and due consideration is given to them.

40%

40%

20%

0%

0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

9. I feel discipline is followed at my workplace.

60%

40%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

10. I feel motivated to do my job.

40%

60%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

TRAINSMISSION MAINTAINCE

1) I am satisfied with Mahindra & Mahindra as a place to work..

67%

33%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree


17%

83%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree

3) All the safety measures are in place and monitored.

33%

50%

17%

0%

0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree


100%

0%0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree


17%

83%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree


50%50%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree

7) I am informed about the progress of my department on monthly basis.

67%

33%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree


33%

67%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree


50%50%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree


17%

83%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

StronglyDisagree

ENGINE MAINTAINCE

1) I am satisfied with Mahindra & Mahindra as a place to work..

0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


33%

67%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


0%

67%

33%

0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


33%

67%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


33%

67%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


0%

67%

33%

0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

ENGINE MACHINING


0%

100%

0%0%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


18%

46%

21%

11%4%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


21%

54%

7%

18%0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


21%

35%4%

36%

4%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

5) I am treated with care and concern.

21%

43%

0%

36%

0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


36%

56%

4%0%4%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

7)I am informed about the progress of my department on monthly basis.

15%

48%

11%

15%

11%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


11%

54%

14%

14%

7%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


21%

68%

4%7% 0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


28%

58%

7%7% 0%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

ENGINE ASSEMBLY


52%

33%

3%

8%4%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


18%

38%10%

21%

13%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

3) All the safety measures are in place and monitored.

13%

43%23%

15%

6%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


37%

32%

17%

8%6%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


17%

52%

17%

10%4%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


39%

41%

6%

8%6%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


13%

41%30%

10%6%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


10%

55%

20%

11%4%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


34%

48%

7%

10% 1%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree


25%

41%

17%

14%3%

Strongly Agree

Agree

Uncertain

Disagree

Strongly Disagree

Chapter 13

CONCLUSIONS AND RECOMMENDATIONS:-

CONCLUSIONS: -

1. HR Department plays a very crucial role to recruit these highly technical and potential

people who proves to be a real cost effective and productive for the company.

2. The satisfaction in terms of the company is that these people produce more quality

product and as compared to 4 workers only 1 person of WST is needed.Thus being a true

cost effective affair.

3. The satisfaction survey concludes the result that these people need a little more attention

from the part of HR depart in having proper timely Training.

4. Along with the technical training these people need the Documentation training.

SUGGESSIONS:-

If gone through the survey report there are many of the points to state.

1. The WST engineers wants the permanent placement.

2. These respondents are temporary employees here but in the point of view of HR, these

people should get training after every scheduled time especially on their soft skills.

3. These people should get their safety devises.

Documents

Mahindra and Mahindra WST Scheme