A Study of Recruitment and Selection Process at

Submitted to
CHITKARA BUSINESS SCHOOL
In partial fulfillment of the requirements for the award of degree of
Master of Business Administration

Submitted by: Supervised by:

Tamanna Rana Dr. Navreet Kaur
MBA (HR) (Associate Professor)
1820981512

CHITKARA BUSINESS SCHOOL

CHITKARA UNIVERSITY
2018
 DECLARATION

I, “Tamanna Rana “,hereby declare that the work presented herein is genuine work done originally
by me and has not been published or submitted elsewhere. Any literature , data or work done by
others and cited in the report has been given due acknowledgement and listed in the reference
section

Tamanna Rana
Roll no: 1820981512
26/12/18
 TO WHOMSOEVER IT MAY CONCERN

This is to certify that the project titled “Recruitment and selection process in VI-SON Industries”
carried out by Ms. Tamanna D/o Hardeep singh has been accomplished under my guidance &
supervisions a duly registered MBA student of chitkara University. This project is being
submitted by her in the partial fulfillment of the requirements for the award of the Master of
Business Administration from Chitkara University.

Her dissertation represents her original work and is worthy of consideration for the award of the
degree of Master of Business Administration.

Mr.Jai Bhagwan
(Company supervisor)
 ACKNOWLEDGEMENT

This report titled “Winter Internship Report at VI-SON Industries” has been made possible with
the help and active cooperation of many people to whom I wish to express my sincere gratitude.
I am highly indebted to Dr.Sandhir Sharma Dean, Dr. Navreet Kaur,Project Guide and to all the
teachers and faculties of MBA department, Chitkara Business School for their guidance, constant
supervision, and support in the completion of this internship.
I am grateful to VI-SON Industries and Mr. Jai Bhagwan (HR Manager) of VI-SON Industries
for providing me with an opportunity to work as an intern in the organization. I m thankful to
him for his excellent guidance, valuable advices and unflinching support without which this
work would not have been materialized. I am taking this opportunity to also thank everyone who
motivated encouraged and inspired me throughout this project.
Thanks to the almighty for the successful completion of this internship.

Tamanna Rana
 Preface

In two years degree program of MBA there is a provision of doing winter internship after 1 st
semester. The essential purpose of of this project is to give an exposure and detailed outlook to the
student of practical concept which they already studied research. For this purpose I was assigned
the project for the “Recruitment & Selection” in VI-SON Industries. It is a matter of privilege to
get training from this company.

The project lasted for a period of 4 weeks, It was informative, interesting & inspiring

I hope this report will provide an experimental outlook to the dynamic functioning in the HR
department of VI-SON Industries.
 Executive Summary

This study was executed in order to measure the effectiveness of recruitment & selection process
at VI-SON Industries pvt. Ltd Kala-Amb(HP). This report is a short description of the internship
program carried out at VI-SON Industries, Kala Amb,(HP) in order to understand the
organization’s activities, interacting with the staff, understanding the core functions of the
organization familiarizing with the personnel and administration functions by working as an
intern in the institution. Vi-Son Cables was established in 1997, having its corporate office in
Mumbai. It is Expertise in supplying & trading of industrial wires, house wires, wiring harness &
battery cables etc.
In this report it has been try to show that how VI-SON Industries performs the training, recruitment
& selection process, what types of direct & indirect benefits and rewards they offer to their staff
to retain them, how they have perform their performance appraisal of the production staff and
admin staff and overall HR functions. During my internship period while I am preparing this report
I have faced some problems like- too much work pressure, multiple tasks etc. but though I have
learned so many things that is described in the lessons learning chapter. The finding of this report
shows that VI-SON Industries doesn’t have any specific HR department though As there are only
two person who are handling the HR Department. It is also found that their job evaluation system
is not good enough. To increase effectiveness of workers VI-SON should manage their Human
Resource effectively. Some recommendation has been added at the end of the report.
The study was accomplished with the help of HR Department.
• Understanding practical applicability of theoretical concepts
• Screening of CV’s
• Conducted interviews
• Selected the employees under the guidance of HR head
• Gave training to the employees on ‘Kaizen’& ‘5S’ under the guidance of HR head
• Learnt to make basic salary slip of workers
• Maintained record of different Files used in the organization i.e Over Time record file,
Gate Pass record file, Travel record file, Attendance record of the workers & admin staff.

Learning from the project

learned about the organizational behavior, i.e. how individuals and groups act in the
organization, what are the people-organization relationships in terms of the whole person, whole
group, whole organization etc.
Gathered experience about recruiting and selection process from CV short listing to appoint an
employee in the organization.
learned about the leave management system. Here I have learned about the category of leave,
leave entitlement, how to process a leave application, how to calculate earned leave etc.
 Table of contents

Serial Topics Page no.

No.
PART-1 INTRODUCTION
Historical Background of the group
Organizational Chart
Product services and brands
Mission & Vision
Markets
Study of functioning of all departments
Industry Environment

PART-2
Objectives
Recruitment & Selection of VI-SON Industries
Staff employee grade structure
Compensation policy
Methods used in training programmes
Performance appraisal policy
Tasks assigned to me during internship
Lessons learned from the internship program
Findings & Recommendations
HR policies in the manufacturing sector
Concluding statement
References
 Part 1- Introduction to the Business organization
i. Historical background of the group

Vi-Son Cables was established in 1997, having its corporate office in Mumbai.

Vi-Son Group has established five ultramodern manufacturing units in a short span of seventeen
years since inception. Vi-son has an impactful MARKET presence as an ISO/TS 16949:2002
certified manufacturer, supplier and exporter of an unmatched array of products such as PVC
Compound, Wire & Cables, Integrated Wiring Harnesses, Battery Cables, Power Cords & Lugs
and Terminals. These products are manufactured by using fine quality raw materials and
implementation of innovative technology. Owing to these factors, It has been able to provide its
clients with excellent quality Products.

Business portfolio of VI-SON also includes design, prototyping, component manufacturing, tool
design & manufacturing, assembly and integrated modules of various offered products. With
over 900 employees and a turnover of INR 180 Crores / USD 27 million, Vi-Son Group is
counted among the top notch company in the industry.
 VI-SON derives its strength from its customers and customer satisfaction is our prime objective
and dedication towards customers has earned the company to serve all major sectors such as
Automobile, Appliances, Elevators, Gensets, Agriculture and Power Sector.

The company has transformed extensively from Cable & Wires Manufacturer to Wiring Harness,
From a Single Product to a Multi-product, from a Single Company to a Multi-company Group.

ii. Organizational Chart

• Details of top executives
Director- Mr.Paramjit singhMr.Parget singh virk
Director - Jasbeer kaur

• Number of employees
Total number of employees in each plant is approx 200-400.The total number of
employees are 900.

• Employee Turnover
The annual rate of employee turnover is approx.250 in each plant.

iii. Products services and brands of the company

• House wire cables
• Automotive wire cables
• Automotive batteries cable
• Genset batteries cable
• Power cord
• Indicator bulbs
• Wiring harness
iv. Mission & Vision of the company
Vision
Vi-Son's vision is to become a highly reliable solution provider for “Integrated Electrical
systems” for the Automotive and Services industry by adding value through innovation, process
excellence for the manufacture of customized and competitive products to ensure customer
delight.

Mission
➢ Vi-Son's motto is to be recognized as the leader in “Integrated Electrical systems.
 ➢ To be a partner of “First Choice” with all our customers by driving industry and
customer needs.
To be a “Corporate Citizen” by focused initiatives towards environment & community
development

v. Markets

The company has domestic market and they export their products mainly to the automotive
and electronic market. They mainly manufacture their products according to their target
customer needs and the market needs.

2. Study of functioning of all the departments

i. Respective objectives of all departments.

• Production department: The main objective of the production department is to

product or make such wires, cables and power cords which fulfill the needs of the
automotive market and the customer and to maintain the same quality level.

• Finance department: The objective of the finance department is that there will
be no shortage of finance in the organization and to make payments to its suppliers
timely.

• HR department: its main objective is to hire potential workers with low pay and
handle all the hr functions i.e selection, compensation and also time to time training
to the workers so that the work will be done effectively and efficiently.
• Marketing and Sales department: Their main objective is to follow the
trending marketing strategies so that the automative and electronics industry got
attracted towards their products by meeting their needs and expectations.
• Purchase departments: the main objective of this department is to purchase the
raw materials for the products at reasonable price from the suppliers and maintain
good relations with them.

Different sections under production department

1. LPC
2. Godrej
3. Q/C
4. BSL
5. B/C
6. W/C
7. P/C
8. PTL- Swaraj
9. Escort
 Manufacturing plant

3. Industry Environment
i. SWOT Analysis:
SWOT Analysis SWOT stands for strengths, weaknesses, opportunities and threats. A
SWOT analysis identifies strengths and weaknesses within an institution, and outside
opportunities and threats. SWOT analysis aims to identify the key internal and external
factors seen as important in achieving the organizational objective. Strengths can serve as a
foundation for building a competitive advantage, and weaknesses may hinder it. By
understanding these four aspects of its situation, a firm can better leverage its strengths,
correct its weaknesses, capitalize on golden opportunities, and deter potentially devastating
threats.
 • Strengths: characteristics of the institution or project that give it an advantage over others •
Weaknesses: characteristics that place the institution or project at a disadvantage relative to
others • Opportunities: elements that the institution or project could exploit to its advantage •
Threats: elements in the environment that could cause trouble for the institution or project.

• Strengths
The main strength of VI-SON industries is its trustful name in the automative and wire
industries. which make it different from others. They provides wires, powercords, home wires
according to the market demands.

• Weaknesses
Lack of adequate marketing channels for products and reasonable price stand as barrier for the
smooth functioning of enterprises formed. The change in governments and governmental
policies affects the functioning of the organization to a great extent. The functional area of the
institution is highly specialized and it is often difficult to find the right human resources for
undertaking various projects, the lack of enough employees and educated workers in the
institution is another weakness when it comes to the timely completion of projects.

• Opportunities
VI-SON Industries can be grow more by designing programmes that can improve the working
efficiency of the workers. Having a proper Human Resource Management Policies and
Procedures are another way to have a stable delivery of project objectives.
• Threats
Lack of infrastructure facility is a major threat. Lack of commitment of implementation team.
Inadequate patronage to indigenous skill and lack of adequate involvement in decision making
processes. Struggle for power, overloading, delayed services, social exclusion may result in
lack of economic empowerment and failing of VI-SON’s core objectives.
Key clients of the company
Part 2- Introduction to the research project – Related to the company
Objectives of the report

Broad Objective: The main objective of this report is to know about the HR practices at
VI-SON Industries. The primary objective of the internship programme was to conduct an
organizational analysis, gain a practical experience of work in an organizational environment and
convert academically attained knowledge into practical skills. It included the tasks and
responsibilities assigned by the industry guide during the internship programme which included
data collection, policy & procedure preparation etc.

Specific Objective: Specific objectives of this report are to know the VI-SON’s training,
recruitment policy, selection, Compensation & Benefit management system &Performance
appraisal system.
Recruitment and Selection process of VI-SON Industries

Scope: All Staff Level (On Company Roll or Contractual) Recruitment Processes Managed By
Vi-Son Group Of Industries.

Details 1. Employee Requisition Form:

a. Recruitment against budgeted / non-budgeted vacancies will be initiated by HOD's of respective
departments and forward the same to HR Department with due justifications for such requirement.
b. Employee requisition form shall be duly filled by the initiating authority.
c. Plant HR in consultation with HR Head & Management will approve / disapprove such a
requisition.
d. A lead time of number of days will be required for any specific recruitment irrespective of levels
/ designations.
e. In case of recruitment at HOD level, the requirement shall be identified by the management and
approved.

2. Sourcing Candidates:
a. Internal Source:
They initially source the availability of suitable person/s within the organization through IJP
(Internal Job Posting) and only if the position is not filled up internally, it will be filled from
outside.

b. Internal Employee Referrals: Applications referred by employees shall be considered for

open positions and shall be evaluated strictly on merit.

c. External Source:
i. Internet:
We shall use the Job Portal and web based sites to search for potential candidates and post job
requirements. ii. Applications & Resumes: On receiving a number of unsolicited applications and
resumes through post, courier and email, they will be scrutinized and potential candidates are
considered for further selection.
ii. Advertisement:
For a wider choice of candidates, the position may also be advertised subject to approval of
Management. The advertisement shall be prepared by HR Department in

consultation with concerned department head and the same shall be advertised in newspapers at
judicious costs.

3. Short Listing:
The CVs available for a specific post shall be scrutinized by HR Department in consultation with
the concerned department. A list of shortlisted candidates shall be prepared by the HR Department
and interview call will be made to the candidates.

4. Interviews:
Shortlisted candidates will be contacted/ called for interview by HR Department. a. Plant HR is
responsible for interview co-ordination. b. The candidate is required to fill a Job Application Form
before appearing for the preliminary interview. c. In case of recruitment below Managerial levels,
the interview panel must consist of HOD (Concerned department) and Plant Head as a minimum
or authorities above them in their absence. d. Members of the interview panel must ensure that
they endorse their comments and signatures in the column "Evaluation of the interviewer/s". The
final interview shall be conducted by HR Head and then such resumes shall be forwarded for
further course of action. f. In case of recruitment at HOD levels, the initial interview shall be
conducted by Head HR and the final interview shall be conducted by COO/MD and then such
resumes shall be forwarded for further course of action. g. Upon completion of all rounds of
interview, the final Offer Letter shall be issues from Head Office, Mumbai; by HR Head along
with the Remuneration details, strictly subject to approval from MD.

5. Verification of References: a. It is preferred to have a reference verification of the

selected candidate from the previous employer (In case of fresher the reference check will be done
either from their respective university or the references given by the candidate/s) b. The credentials
(e.g. qualitative work references, employment history, and academic credentials) of the candidate
will be verified by the HR Department and accordingly the management will take the appropriate
decision.
6. Appointment: a. Employment would be subject to submission of copy of below mentioned
document, as per company norms: i. Copy of PAN Card. ii. Date of Birth proof certificate (Birth
certificate / S.S.C) iii. Residential proof certificate (Copy of passport / Aadhar Card / Driving
License) iv. Original Academic Certificates (all from 10th to Highest) v. Relieving letter from
previous employer. vi. Proof of compensation last drawn. vii. Two passport size photographs
(Recent) b. The appointment letter will be prepared by the respective Plant HR and will be
respective Plant Head. c. The HR Department must follow the defined/ approved / relevant
guidelines while structuring the remuneration.
d. At the time of joining or within a week of joining the candidate must submit the relieving letter
from the previous employer and in case of any deviation to meet such a requirement, the matter
shall be reported by Head HR to the Management and only after due approval of the management,
the candidate may continue with the job. e. Candidate must sign the appointment letter and
additional copies as an acknowledgement and acceptance of terms and conditions stated in the
appointment letter.

7. Reporting Activity: The candidate shall report on due agreed date and we shall wait for a
period of '10' days maximum for the candidate from the agreed date of reporting. In case of non-
reporting of candidate during this period, HR Department shall ensure the initiation of suitable
measures, which may vary case to case.

8. Joining formalities for new employee: a. Opening of Bank Account: The candidate
may have to open a bank account in the bank stated by the organization or may have to give his
existing bank account details. (For direct transfer or cheque payment) b. PF Scheme as per the
Employees Provident Fund and Miscellaneous Provisions Act, 1952. c. HR Department will ensure
the availability of necessary form to enrol the new employee's name in the PF scheme of the
company. The new employee has to fill the form and submit to HR Department for further
processing. d. Identity Card / Visiting Card. e. The HR Department will organize for new
employee, as applicable, the electronic card/ identity card for attendance marking & visiting card
for business purpose.

9. Induction: a. The Induction Training of a new employee to the organization is an important

managerial responsibility of the organization. The concerned department head shall pay
importance and attention in inducting the new employee to the company and his job functions.
This will enable the new employee get information and acquire knowledge that is required to
become an effective and efficient resource of the organization. b. The induction training duration
will be from 1-2 days depending on the role of the new employee. c. Induction shall cover the
following aspects: • About the Organization • Organization Structure • HR Policies • Roles and
responsibilities • Learning and development opportunities • Cross functional exposure wherein the
employee shall be given a brief introduction of the functions carried out at the various departments
d. A report shall be submitted by the employee after completion of induction training and shall be
reviewed by HOD-HR and concerned department. This report shall be attached to employee's
personal file.

10. Probation period: The probation period for staff and managerial staff will be SIX
months. In case of nonperformance the probation period could be extended up to SIX months.
Such extension in probation period will be communicated to the employee in
writing.

11. Confirmation in employment: a. Up on successful completion of your probation,

based on y
our performance and behavior, employee will be considered as a confirmed employee directly,
unless otherwise informed about extension of your probation OR separation. b. If the services are
found to be unsatisfactory during the probation period, the company may give notice of separation
with immediate effect and no compensation or notice period pay will be applicable.

12. Joining formalities for new employee: a. The joining records of on boarded
employees will be maintained in the organization. The records of development of employees and
their exit will also be maintained. b. The HR Department will arrange for registration of
fingerprints with the Biometric System for recording the employees’ daily attendance.
Furthermore, the HR Dept. will also arrange for employee Identity Card. c. However, visiting cards
will be arranged for selected employees by the HR Dept.
Staff Employee Grade Structure at VI-SON Industries

The following structure of standard grades and designations shall be applicable to the various
levels of employees in the company:

Employee Grade Description

Level 6 General Manager, Operations Head, Plant Head and above

Level 5 Assistant General Manager, Senior Managers & Manager
Level 4 Deputy Manager, Assistant Manager
Level 3 Supervisors, Officers, Senior Executive
Level 2 Executive, Senior Engineer, Engineers
Level 1 Assistants, Trainees, Security

Note: 1. The grades define the employee benefits at each of the individual levels.
2. This table does not establish the reporting relationship to be followed in the organization.
 Compensation policy

The salary break up shall be as mentioned in the Appointment Letter.

Salary ranges will be finalized for various designations by the Top Management. Salary of
regular employees is incremented based on performance
• Pay scale fixed by the management should be treated as “Confidential”; the same should not
be disclosed or discussed with anybody.

Gratuity
Gratuity shall be payable to an employee after he/she has rendered a continuous service for not
less than 5 (Five) years as per the Gratuity act.

Deductions
Statutory Deductions

The following deductions shall be made from the Employee’s salary on a monthly basis in
accordance with the statutory requirements.

1. Provident Fund
(PF) Deduction will be made on a monthly basis from gross salary payable as per the provisions
of The Employees PF Act 1952 where applicable.

2. Professional Tax
(PT) a) Deduction will be made on monthly basis from gross salary as per the provisions of The
Professional Tax Act 1976 or at such rates applicable to the Employees depending upon their
place of posting. b) Professional Tax is deducted on monthly basis as per the slab rates imposed
in various states.
Income Tax Deductions for Income Tax shall be made as per the provisions of the Income Tax
Act 1961.
Pay cheques are usually credited by the 7th or before 10th day of every month. The Company
offers employees the option of having their cheques directly deposited to their salary accounts.
Please seek more information from Human Resources if you would like to avail this benefit.
Salary Advances / Loan

As a policy, the company does not practice giving salary advances to employees.
Request for advances may be entertained in exceptional cases, as per below terms and conditions
and strictly at the discretion of the management:
• Loan Applicant / Borrower has to complete five years of services (Date of Joining shall be
mentioned clearly). • Company shall charge 18% interest per annum on the total amount of loan
borrowed from the company. • Loan Applicant / Borrower shall issue two blank cheques in favor
of the company along with his / her loan application. • Loan amount shall strictly not exceed
amount of Two months’ salary. • Monthly Installment of loan shall not be more than 10% of the
Loan amount. • There shall be at least two guarantors on the loan application. • Guarantor has to
complete three years of services in the company and shall not guarantee for more than one Loan
Applicant / Borrower. • No Loan Applicant / Borrower can be guarantor and no Guarantor can be
Loan Applicant/ Borrower of loan from the company. • Loan Applicant / Borrower shall apply
for fresh loan only after completion of 2 years from the date of clearance of previous loan. •
Loan Applicant / Borrower with pending IOU’s will not be eligible to apply for Loan.
Methods used in Training programs:
In VI-SON Industries trainings are conducted through various suitable methods. Some of the
frequently used methods are
1. Programmed Learning
2. Job Instructional Training(JTI)
3. On the job Training
4. Kaizen technique
5. 5S

1. Programmed Learning:
is a systematic method for teaching job skills, involving presenting question and facts, allowing
the person to respond, and giving the learner immediate feedback on the accuracy of his or her
answers. This type of training method is implemented on baseline survey projects. For a base
line survey project, data collectors are conducted an in house training program to improve their
questioner understanding and other issues related to data collection.

2. Job Instructional Training (JTI):

The JTI is a process of listing each jobs basic task, along with key points, in order to provide
step by step training to the trainee. VI-SON use this type of method to train their trainers.

3. On the Job Training:

On the job training is the process of training a person to learn a job while working on it. Like all
most every organization VI-SON also practice this training method to train their newly oriented
employees.

4. Feedback:
After conduction of every training feedback is measured. In Vi-SON peer checking and role
playing is the common method to get feedback.
Performance Appraisal policy
• Employee Appraisal and Promotion is a framework provided to all the employees (staff
permanent and trainees) on the new appraisal process being introduced at Vi-Son Group to map
employee performance to organizational performance.
• This policy is to safe guard the interest of the employees and to ensure that a fair, transparent
and a system driven appraisal process is introduced in Vi-Son Group.
• To create a clear guidelines from promotions, growth and increments within Vi-Son Group
. • This policy will help create a performance driven culture and reward performance within Vi-
Son Group
• All employees are expected to read this policy and understand their rights and benefits.
• Any non-compliance to the process defined should be escalated to Plant Head and cc marked to
MD
• Vi-Son Group will only consider performance as a parameter for employee growth and
recognition. Other parameter such as relationship, longevity of service, ethnicity, Nationality,
Religion, Marital status, Domicile, Race, Caste will bear no significance for the same
. • The appraisal process will have two key parameters to map employee performance Key Result
Area and Key Behavioral Attribute.
• KRA are pre-identified measurable goals to be achieved by the employee during a given
period
. • KBA are the behavioral attributes of the appraisee measured during the appraisal process.
These are based on the Vi-Son Group Values and DNA represented by an individual. ( Annexure
II)
• All employees will get appraised twice a year, First at the end of six months ( referred as H1)
and again at the end of twelve months (referred as H2
• The period defined for appraisal would be H1 (1st April to 30th September) and H2 (1st
October to 31st March)
• The appraisal system will be through a self-appraisal followed by supervisor assessment. There
would be an organization wide normalization process that will be executed.
• Performance will be based on the final grade received post normalization process
• There will be 9 possible ratings for performance ( as shown in figure1)
• Performance will be represented by A (Exceeds expectations)B(Meets expectations)&C( Does
not meet expectations) for KRA and 1( Exceeds Expectations)2( Meets Expectations)&3( Does
not for expectations) KBA.
• The top performance block will be represented by A1,A2 & B1 ( Representing exceeding
performance expectations)
• The middle block will be represented by B2 of achieving satisfactory levels of performance
• A3 & B3 represents sharper focus on behavior parameters and need for organizational culture
fitment
• C1 represents serious need to look at KRA. Since behavior and potential is in place there is
need to look at role fitment for employee
• C2 & C3 ratings would direct the person into a Performance Improvement Plan (PIP).
Employee will be provided mentoring / coaching/ training based on requirement.
Nonperformance post trainings would lead to separation from organization. (3 months). PIP
period will be treated as notice period subject to non-improvement in performance.
Appraisal Process:

Definition of Key Result Area (KRA):

• Done at the beginning of the appraisal period or within a month from joining
• Done post understanding of roles and expectation and discussion with immediate supervisor
• AOP to be taken as guideline document for finalizing of KRA
• Done on appraisal by the appraisee , discussed , review by supervisor
• KBA are predefined and expected behavior based on the Value and DNA of Vi-son Group of
Industries already existing on the system.
• All signed sheets to be handed over to Plant head for final signing.
Assessment of Key Result Area
• Self-assessment of performance by aprraisee
• Supervisor assessment (on KRA & KBA and planning of training based on gaps identified) •
Supervisor discussed the assessment with the aprraisee and Signs of appraisal shee
t • Data reaches HR
Normalization Process
• Assessment data across the organization is consolidated by HR
• Discussions are held with supervisor / Heads / Operations heads
• Performance is mapped against all in organization
• Final ratings are shared with employees
• Performance benefits are decided • Dissatisfactory escalations are handled on case to case basis
• Congratulatory note sent to Top performers and bottom performers are put on PIP
• Appraisal feedback is captured and appraisal process is completed \Individual Performance
letters to be handed over
Frequency of Appraisals

• All existing employees will follow a common cycle for appraisal ( April to March)
• New employees joining from April to 1st July ( min 3 months) will get appraised for H1
• Employees joining post that will be directly appraised for H2
• All employees joining from 1st October to 31st December will be eligible for H2 appraisal
• Employees joining post that will be directly appraised for H1
• All employees would need a minimum of 3 months at Vi-Son Group to participate in the
appraisal process

Performance appraisals shall be done by the HOD for the staff in their departments and the
HODs shall be appraised by the Managing Directors. HR Manager shall coordinate the process
in terms of collection and compilation of the requisite information.

The decision on increment, promotion, demotion, transfer, termination an

 Tasks assigned to me during my internship

Week Task assigned

1st week To get basic knowledge about the

company and its working and reviewing
all the files of HR department. i.e leave
file, overtime file, Travel file

2nd week Screening the CV’s and conducting

interviews
3rd week To make basic salary slip of workers

4th week To give training to the employees on

‘kaizen technique’ ‘5S’ and to get
feedback from them
2 Activities Undertaken

Project related activities:

My activities regarding these projects are given below.

1. Screening the CV’s and conducting interviews: During my internship I was

assigned the duty of screening the resume of candidates and conducting basic interviews for
the blue collar workers.
2 .Training: I was communicate with the HR department and arranged training on ‘kaizen
technique’ and ‘5S’ under their supervision . The resource person was from the senior
management, but I helped the trainees in the time of feedback by imitate role playing and to
ensure their proper feedback.

Regular Activities:
1 .Maintaining Leave and overtime status: It was one of my regular activities at VI-
SON. I was responsible for receiving all types of leave application form of the employees and
maintaining a leave register for them. Here my task was receiving leave application from the
employees, checking it properly, placing it to the head of HR for the approval, input it in the
leave register after getting approval and put it to the employee personal file.

2. Making salary statement at the end of the month: Here I had to prepare a list
of the all employees mentioning that how many days an individual employee was
present for work and was leave during the whole month.
3.Writing letters & Notices: Writing different types of official notice according to the
instruction of the Management and getting sign of them was one of my regular activities.

4.Preparing of total staff list: Prepare and regular update of total staff report project basis
and department basis.
Lessons Learned from the Internship Program:

From my experience with the admin section of VI-SON Industries I have learned so many
valuable knowledge which helped me a lot to understand the HR activities and as well as to
prepare this report. Through this internship affiliation report I got a chance to have a very closely
observe about all the HR activities of VI-SON. Followings are my understanding from this
internship program:

First of all, I have learned about the organizational behavior, i.e. how individuals and groups act
in the organization, what are the people-organization relationships in terms of the whole person,
whole group, whole organization etc.

Secondly, I have learned about the compensation management practice. Here I have learned
about different form of direct-indirect, financial-non financial benefits and rewards that has been
provided to the employee in exchange for their work. The most important lessons from this part
is that before making compensation policy for the employees, the policy maker must be keep in
mind about the Management Philosophy.

Thirdly, use of reference power in the compensation factor affects the equal employment
opportunity. It means, sometimes employees are directly appointed through reference and
because of their strong reference they got some extra benefit which other employee at the same
rank doesn’t get.

Fourthly, I have learned mostly about the leave management system. Here I have learned about
the category of leave, leave entitlement, how to process a leave application, how to calculate
earned leave etc.

Fifthly, I have gathered experience about recruiting and selection process from CV short listing
to appoint an employee in the organization.

Finally, through writing different type of letters and notices my writing skill has been developed.
4.1 Findings &Recommendations:
Findings:
1. VI- SON Industries in kala-Amb plant doesn’t have any separate Human Resource Division.
As an additional duty, director operations take all HR decision.

2. There are only two officials in the Human Resource department so it took a long time to
completion of work on time.

3. The current approach to hiring staff into various positions is not good enough. Especially the
Internal recruitment system is weak. There is no exam and presentation part in their internal
recruitment process.
4. Compensation package of VI-SON is not attractive to hold a qualified employee. Under the
direct compensation system they offers almost all type of compensation for the employee but
under the indirect compensation system they should offer something new.

5. The objective of compensation system of VI-SON is to achieve the organizational goal not to
motivate the employee.

6. Job evaluation system of MBDL is not satisfactory. They evaluate the performance of the
employee based on the observation. There is no peer checking for more accuracy.

7. Employees cannot show their talent as there is no job flexibility.

8. Too much misuse of reference power affects the equal employment opportunity.
 Recommendations:

From my work experience with VI-SON I think I can make some recommendation for this
organization. These recommendations are completely from my personal point of view and I think
they have possibilities to improve in the recommended areas. My recommendations to VI-SON
are:

1. As soon as it is possible VI-SON should make the Human Resource Department totally
separate from other department with professional human resources management administration.

2. VI-SON spends considerable productive time on recruitment, promotions and other staff
matters.

3. Due diligence should be given to manpower planning and the luxury of filling positions
without recourse to efficiency and standards should be reconsidered.

4. VI-SON should arrange some annual event for their employees, workers to entertain them,
motivate them, give them relief from their monotonous work and also make them feel that the
organization also cares about each and every employee.

5. VI-SON should open their job evaluation system to the employee and should set some
standard, so that competitiveness can grow in the employees mind to achieve the level of
standard.

6. VI-SON Should offers merit pay only for the employees who those are go to field to execute
any project. They should also offer this for their in house worker.

7. The compensation and benefit of VI-SON should be restructured which would be reduce
employee which would be reduce employee turnover.
 HR policies in the Indian manufacturing sector

Human resource policies are not often a priority in the early stages of running a small business.
However, there are advantages to implementing these policies early, particularly in a
manufacturing business to give emphasis and direction to how your company attracts, trains and
retains staff, while keeping everyone in your business on the same page.

Recruiting and Hiring

While the manufacturing industry traditionally used unskilled, entry-level worker, technology
may require specific skills supporting the company’s tasks. The HR policies may spell out these
skills as minimum qualifications as a guideline for screening and interviewing. If the business is
subject to fluctuations in demand, creating a policy covering the use of temporary staff to cover
peak periods helps the efficient use of workers for whom they likely pay an agency a higher
hourly rate than regular staff, without the experience or productivity.

Orientation and Training

Some elements of training are mandated outside the small business, such as Occupational safety
and Health Administration training or state-sanctioned equipment training for example. Building
this into the organization’s HR policy is a due diligence safeguard, illustrating the company’s
intent to comply. Spelling out how the company implement that training makes the policy
stronger. Mandating an orientation package for new recruits in the policy aids its period of
settlement. Consider assigning plant tours and on-the-job training in the HR policy, so that all
involved know who is responsible for getting new hires up to speed.

Employee Retention
The organization makes an investment with each employee hired. Given strong demand for
skilled workers, the company may want to address employee retention in its HR policies to
prevent workers from leaving before its investments in training pay off. While wages and
benefits contribute to job satisfaction, HR policies that clearly outline job descriptions, chains of
command, dealing with workplace issues such as harassment and resources that employees can
access also contribute to a culture that engages staff.

Personal and Job Development

Small businesses may not have the resources to provide perks such as education and fitness
subsidies. Organization can use its HR policy manual to outline routes of advancement. For
example list the education , training and experience of the ideal supervisor, so that an ambitious
staff member has direction to follow. this may exist already if the company included job
descriptions in HR policy. consider outlining an “inside track” for current staff to encourage the
perception you care about their growth as well as their work.
Work Health and Safety Policy
Workplace injuries can affect the business in a number of ways including decreased productivity,
sick pay obligations and the cost of finding a replacement. WHS policies highlight safety
procedures and the responsibilities of all employees to keep the workplace safe.

Bullying, Harassment and Discrimination Policy

The business must show they have taken all reasonable steps to prevent discrimination or
harassment from occurring. However in the absence of a comprehensive policy, this is almost
impossible. Having a policy in place communicates clearly to employees what constitutes
bullying, sexual harassment, discrimination and many other form of inappropriate behavior at
work. A good policy will also outline procedures for dealing with complaints.

Code of Conduct
A code of conduct is important for setting the standards of behavior from the employees.
Common issues such as dress code, mobile phone use, punctuality and the use of company
property will be included in a code of conduct.

Drug and Alcohol Policy

The use of drug and alcohol during and outside of work hours can present significant safety risks
and costs the to the business through injuries, absenteeism and lost productivity. A drug and
alcohol policy can promote and maintain a risk-free work environment while outlining the rights
a business to test employees for drug use.

Leave Policy
For businesses that experience seasonal busy periods, a leave policy can be extremely valuable.
A leave policy can include ‘blackout’ periods during busy periods with increased notice periods
for employees applying for leave.

Grievance Policy
Most businesses will have to deal with a workplace dispute at some point. Having a grievance
policy in place acts as an important Tool for employees to understand what steps they should
follow when handling a complaint.

Performance Counselling and Discipline policy

Performance management is a common practice within any business. But can often be a delicate
process. A policy will assist the organization in remaining compliant with requirements of
procedural fairness and providing guidance on how unacceptable conduct will be dealt with.

Social Media Policy

Social media use is rapidly increasing and becoming incorporated into the working lives. A
social media policy is essential to protecting the company’s reputation, especially if employees
list their place of employment on their profiles. On social media, lines between professional and
personal networks can become blurred, so it is a good idea to let employees know that how they
behave on social media reflects on the business, and therefore will be regulated.

Internet and Email policy

With the increase use of technology in businesses, it is important to manage inappropriate
internet usage. An internet and email policy will define what is inappropriate use of company
computers and internet resources, as well as the conequences an employee may face for
breaching the policy.

Privacy Policy
Employers have a responsibility to safeguard the personal information of employees and
customers. Therefore, businesses must have a policy in place articulating how their private
information is used and managed. A privacy policy makes it clear what information is allowed to
be made public and what is required to stay private or within the walls of the company. A
privacy policy should include employee health records and personal information such as
addresses, phone numbers and emails.
 Concluding Statements

To ensure the better service effective Human Resource Management Practice is very much
essential. This is certainly the case at the VI-SON Industries. the organization must have t a good
Human Resource Management practice. The area of Human Resource Management is very wide.
In this report it has been tries to show the extent at which VI-SON practices Human Resource
Management at their organization. That covers their Training, recruitment and selection process,
total compensation package, performance appraisal system. Human Resource management is the
heart of an organization which plays an important role of getting the right people to do the right
job and at the right places, which helps to ensure the overall achievement of the goals of the
organization. Therefore, the practice of Human Resource Management must be well performed
 References

• http://www.vi-son.com/
• https://www.indiamart.com/vi-son-wiresandcables/
• https://www.zaubacorp.com/company/VI-SON-CABLES-PRIVATE-
LIMITED/U31300MH1996PTC101125