Prashant 4th Sem

8/9/2019 Prashant 4th Sem

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Training Report

On

Submitted in partial fulfillment of the requirementsFor the award of the degree of

Bachelor of Business Administration (Industry Integrated)Session - 2007-2010

Affiliated to Madurai kamraj University (Madurai)

PROJECT GUIDE: Ms. Roma Sharma

Submitted to: Submitted by:The controller of PRASHANT MISHRAthe examination BBA(II)

4nd semester

D.A.V Institute of ManagementFaridabad


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ACKNOWLEDGEMENT

A Few typewritten words of thanks cannot really express the sincerity of my

gratitude. But I am still trying to put into words my gratefulness towards all whohave helped & encouraged me in carrying out this project.

I would like to thank Mrs.Deepti to give me guidelines and my worthy

thanks to my teacher Ms. Roma Sharma (faculty member) for their valuable

contribution during the academic session and guidance in preparation of this

project report.

This report conveys my heartiest thanks to Mr.Pratyush Manager of

Human Resource Company for giving me this project & helping me in

completion of this project. No praise is ample for the never tiring efforts of my

colleagues whose constant support feedback, guidance & practical suggestions

helped me in completing this Project successfully.


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PREFACE

Beginning of the system project is entirely creative. This does not come all of a

sudden, but it comes by result of discussion, consultation and contemplation.

Problem unsolved here can never be satisfactory eliminated later. It is therefore a

slow process.

Moreover practical training is an important part of management courses.

The theoretical studies are not sufficient to get into the corporate world. Only

practical knowledge can help us to understand the complexities of large scale

organizations.

To develop healthy managerial and administration skill in potential

managers, it is necessary that theoretical knowledge must be supplemented with

exposure to the real environment. Actually, it is life for, a management itself is

realized.

In my case I confronted myself to Human Resource Company. And the

exposure that I could not have gained from the books. I found it very interesting

and challenging. I did my training at GURGOAN branch office.


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TABLE OF CONTENT

Sr.No. Particulars Page No.

1 Executive Summary

2 Objectives of the Study

3 Scope of the study

4 Industry Introduction

5

Company Profile Company History

Products & Services

Claims

6 Research Methodology Data Collection

Sample Collection

Research Design

7 Data Analysis

8 Recommendations

9 Limitations of the Study

10 Conclusion

11

Appendix

Bibliography

Questionnaire


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EXECUTIVE SUMMARY


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EXECUTIVE SUMMARY

HR professionals are more keenly aware than ever of their important rolestewarding the organizations key asset: its talent. The war for talent has becomean inescapable reality. The business case for being an attractive place towork has never been stronger. Global presence and recruiting from outsidetraditional markets means workforces become more diverse and geographicallydispersed. Developing a competitive, flexible talent management process todayis more important than ever for companies operating in their competitiveenvironment.As HR becomes more important to the company, it also becomes more complex.They are still relevant today:

1. Strategic partnerParticipate in the formulation of corporate and divisional strategy, especially withrespect to the implications of strategic decisions on the culture and talent of thecompany.

2. Functional expertPut in places the right HR processes and policies to make strategyimplementation happen. We can only do this with an adequate understanding ofthe roles and responsibilities required by each function.

3. Human capital developer

Identify and develop the skills and talent required by the companys particularstrategy to enable excellent strategy implementation.

4. Employee advocateEnsure that peoples needs are met to create a win-win situation for both theemployer and the employee.


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OBJECTIVES OF THE STUDY


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Objective Of The Study

To identify general practices that organizations use, whether conducted by

HR manager or line manager.

To know the quality or capability to evaluate trainers and HR consultants

.

To identifying objectives for our Environmental Management System.

To lift capability and facilitate performance in company

To know business needs with the full assessment of HR Company

To determine the maximum tolerated dose

To identify overall trends and best practice to work as a consultants over

there.


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SCOPE OF THE STUDY


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Scope Of The Study

Dispatch From The War Over Cell Phones

Its a theory of Elagn that why the people get irritated with cell phonecalls in certain situation but not in others.

HR Manager Jobs in Companies

To get a best job in a reputed company as HR Manager is really a verydifficult task in todays vast life but the practical and theoreticalknowledge related to HR can be reduce a risk andmake a separateapart from other competitor.

Saving of Time and Money

To study over HR Company help us to know the process of to save atime & money in any business organization.

Scope of HR in UK & PAKISTAN

In Pakistan & UK HR is merely a department to serve pay trollmanagement and related issues.

Strategies & Culture

Its also a most important scope of study of HR Company throughwhich we aware about various kinds of strategies used to be a successand as well as learn a culture.


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INDUSTRY INTRODUCTION

INTODUCTION OF HUMAN RESOURCE COMPANY

Human resources is a term with which many organizations describe thecombination of traditionally administrative personnel functions with performancemanagement, Employee Relations and resource planning. The field draws uponconcepts developed in Industrial/Organizational Psychology. Human resourceshas at least two related interpretations depending on context. The original usagederives from political economy and economics, where it was traditionally called

labor, one of fourfactors of production. The more common usage withincorporations and businesses refers to the individuals within the firm, and to theportion of the firm's organization that deals with hiring, firing, training, and otherpersonnel issues. This article addresses both definitions.

The objective of Human Resources is to maximize the return on investment fromthe organization's human capital and minimize financial risk. It is theresponsibility of human resource managers to conduct these activities in aneffective, legal, fair, and consistent manner. Human resource managementserves these key functions:

Recruitment Strategy Planning

Hiring Processes (recruitment)

Selection

Training and Development

Performance Evaluation and Management

Promotions

Redundancy

Industrial and Employee Relations
http://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Human_resource_management


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Record keeping of all personal data.

Compensation, pensions, bonuses etc in liaison with Payroll

Confidential advice to internal 'customers' in relation to problems at work.

Career development


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HUMAN RESOURCE STRATEGY

HR STRATEGY

Role definition - the organisation structure is only as clear as the roles that itconsists of. Third Eyesight helps you to define the profile of each position, the

key deliverables from the role, and the relationships between roles.

Candidate short-listing and recruitment - people are not your biggest asset, the

right people are. Third Eyesight helps you to bring in the most appropriate

people for your company. Third Eyesight can develop a suitable candidate

profile, short list candidate resumes, carry out several levels of filter-interviews,and carry out reference checks, before recommending candidates for your

consideration.

Developing a HRM strategy

Faced with rapid change organizations need to develop a more focused and

coherent approach to managing people. In just the same way a business

requires a marketing or information technology strategy it also requires a humanresource or people strategy.

In developing such a strategy two critical questions must be addressed.

What kinds of people do you need to manage and run your business to meet

your strategic business objectives?

What people programs and initiatives must be designed and implemented to

attract, develop and retain staff to compete effectively?

In order to answer these questions four key dimensions of an organization must


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be addressed. These are:

Culture: the beliefs, values, norms and management style of the organizationOrganization: the structure, job roles and reporting lines of the organization

People: the skill levels, staff potential and management capability Human

resources systems: the people focused mechanisms which deliver the strategy -

employee selection, communications, training, rewards, career development, etc.

Frequently in managing the people element of their business senior managers

will only focus on one or two dimensions and neglect to deal with the others.

Typically, companies reorganize their structures to free managers from

bureaucracy and drive for more entrepreneurial flair but then fail to adjust their

training or reward systems.

When the desired entrepreneurial behavior does not emerge managers

frequently look confused at the apparent failure of the changes to deliver results.

The fact is that seldom can you focus on only one area. What is required is a

strategic perspective aimed at identifying the relationship between all four

dimensions.

If you require an organization which really values quality and service you not only

have to retrain staff, you must also review the organization, reward, appraisal

and communications systems.

The pay and reward system is a classic problem in this area. Frequently

organizations have payment systems which are designed around the volume of

output produced. If you then seek to develop a company which emphasizes the

product's quality you must change the pay systems. Otherwise you have a

contradiction between what the chief executive is saying about quality and what

your payment system is encouraging staff to do.


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There are seven steps to developing a human resource strategy and the active

involvement of senior line managers should be sought throughout the approach.

Steps in developing HRM strategy

Step 1: Get the 'big picture'

Understand your business strategy.

Highlight the key driving forces of your business. What are they? e.g.technology, distribution, competition, the markets.

What are the implications of the driving forces for the people side of yourbusiness?

What is the fundamental people contribution to bottom line businessperformance?

Step 2: Develop a Mission Statement or Statement of Intent

That relates to the people side of the business.Do not be put off by negative reactions to the words or references to idealisticstatements - it is the actual process of thinking through the issues in a formal andexplicit manner that is important.

What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization

Focus on the internal strengths and weaknesses of the people side of thebusiness.

Consider the current skill and capability issues.

Vigorously research the external business and market environment. High lightthe opportunities and threats relating to the people side of the business.

What impact will/ might they have on business performance?

Consider skill shortages? The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personneldepartment. Complete a SWOT analysis of the department - consider in detailthe department's current areas of operation, the service levels and competencesof your personnel staff.


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Step 4: Conduct a detailed human resources analysis

Concentrate on the organization's COPS (culture, organization, people, HRsystems)

Consider: Where you are now? Where do you want to be? What gaps exists between the reality of where you are now and where you

want to be?

Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues

Go back to the business strategy and examine it against your SWOT and COPSAnalysis

Identify the critical people issues namely those people issues that you mustaddress. Those which have a key impact on the delivery of your business

strategy.

Prioritize the critical people issues. What will happen if you fail to addressthem?

Remember you are trying to identify where you should be focusing your effortsand resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate,

elaborate and create - don't go for the obvious. This is an important step as

frequently people jump for the known rather than challenge existing assumptions

about the way things have been done in the past. Think about the consequences

of taking various courses of action.

Consider the mix of HR systems needed to address the issues. Do you need to

improve communications, training or pay?

What are the implications for the business and the personnel function?

Once you have worked through the process it should then be possible to

translate the action plan into broad objectives. These will need to be broken

down into the specialist HR Systems areas of:

employee training and development management development


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organization development performance appraisal employee reward employee selection and recruitment manpower planning

communication

Develop your action plan around the critical issues. Set targets and dates for the

accomplishment of the key objectives.

Step 7: Implementation and evaluation of the action plans

The ultimate purpose of developing a human resource strategy is to ensure that

the objectives set are mutually supportive so that the reward and payment

systems are integrated with employee training and career development plans.

The detailed composition of HR Company can be expressed as follows :
http://www.accel-team.com/human_resources/hrm_04.htmlhttp://www.accel-team.com/job_interviews/index.htmlhttp://www.accel-team.com/human_resources/hrm_01.htmlhttp://www.accel-team.com/human_resources/hrm_04.htmlhttp://www.accel-team.com/job_interviews/index.htmlhttp://www.accel-team.com/human_resources/hrm_01.html


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HUMAN RESOURCE STRATEGY

ON

MOTIVATION

To retain good staff and to encourage them to give of their best while at work

equires attention to the financial and psychological and even physiological

rewards offered by the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week)

are determined externally (by national bargaining or government minimum wage

legislation) in many occupations but as much as 50 per cent of the gross pay of

manual workers is often the result of local negotiations and details (e.g. which

particular hours shall be worked) of conditions of service are often more

important than the basics. Hence there is scope for financial and other

motivations to be used at local levels.

As staffing needs will vary with the productivity of the workforce (and the

industrial peace achieved) so good personnel policies are desirable. The latter

can depend upon other factors (like environment, welfare, employee benefits,

etc.) but unless the wage packet is accepted as 'fair and just' there will be no

motivation.

Hence while the technicalities of payment and other systems may be the concern

of others, the outcome of them is a matter of great concern to human resource

management.


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Increasingly the influence of behavioral science discoveries are becoming

important not merely because of the widely-acknowledged limitations of money

as a motivator, but because of the changing mix and nature of tasks (e.g. more

service and professional jobs and far fewer unskilled and repetitive production

jobs).

The former demand better-educated, mobile and multi-skilled employees much

more likely to be influenced by things like job satisfaction, involvement,

participation, etc. than the economically dependent employees of yesteryear.

Hence human resource management must act as a source of information about

and a source of inspiration for the application of the findings of behavioral

science. It may be a matter of drawing the attention of senior managers to what

is being achieved elsewhere and the gradual education of middle managers to

new points of view onjob design, work organization

and worker autonomy.
http://www.accel-team.com/work_design/index.htmlhttp://www.accel-team.com/work_design/index.html


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Steps in developing HRM strategy

Step 1: Get the 'big picture'

Understand your business strategy.

Highlight the key driving forces of your business. What are they? e.g.

technology, distribution, competition, the markets.

What are the implications of the driving forces for the people side of your

business?

What is the fundamental people contribution to bottom line business

performance?

Step 2: Develop a Mission Statement or Statement of Intent

That relates to the people side of the business.

Do not be put off by negative reactions to the words or references to idealistic

statements - it is the actual process of thinking through the issues in a formal and

explicit manner that is important.

What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization

Focus on the internal strengths and weaknesses of the people side of the

business.

Consider the current skill and capability issues.

Vigorously research the external business and market environment. High light

the opportunities and threats relating to the people side of the business.


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What impact will/ might they have on business performance?

Consider skill shortages?

The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personnel

department. Complete a SWOT analysis of the department - consider in detail

the department's current areas of operation, the service levels and competences

of your personnel staff.

Step 4: Conduct a detailed human resources analysis

Concentrate on the organization's COPS (culture, organization, people, HR

systems)

Consider: Where you are now? Where do you want to be?

What gaps exists between the reality of where you are now and where you

want to be?

Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues

Go back to the business strategy and examine it against your SWOT and COPS

Analysis

Identify the critical people issues namely those people issues that you

must address. Those which have a key impact on the delivery of your

business strategy.

Prioritize the critical people issues. What will happen if you fail to address

them?


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Remember you are trying to identify where you should be focusing your efforts

and resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate,

elaborate and create - don't go for the obvious. This is an important step as

frequently people jump for the known rather than challenge existing assumptions

about the way things have been done in the past. Think about the consequences

of taking various courses of action.

Consider the mix of HR systems needed to address the issues. Do you need to

improve communications, training or pay?

What are the implications for the business and the personnel function?

Once you have worked through the process it should then be possible to

translate the action plan into broad objectives. These will need to be broken

down into the specialist HR Systems areas of:

employee training and development

management development

organization development

performance appraisal

employee reward

employee selection and recruitment

manpower planning

communication

Develop your action plan around the critical issues. Set targets and dates for the

accomplishment of the key objectives.
http://www.accel-team.com/human_resources/hrm_04.htmlhttp://www.accel-team.com/job_interviews/index.htmlhttp://www.accel-team.com/human_resources/hrm_01.htmlhttp://www.accel-team.com/human_resources/hrm_04.htmlhttp://www.accel-team.com/job_interviews/index.htmlhttp://www.accel-team.com/human_resources/hrm_01.html


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Step 7: Implementation and evaluation of the action plans

The ultimate purpose of developing a human resource strategy is to ensure that

the objectives set are mutually supportive so that the reward and paymentsystems are integrated with employee training and career development plans

Why Do So Few HR Strategies Provide These Benefits?

In order to avoid the gaps between strategy and execution that Ulrich (1990) and

others have described, todays approaches to HR strategy should avoid past

mistakes. Among the problems to be avoided are:

Too much complexity.

Lack of depth of thinking in the end product.

Over-focus on best practices and fads rather than strategy choices.

Lack of line-leader involvement and belief that HR strategies are for HR

people.

Murky definition of strategy roles and expectations among enterprise vs.

Business units.

Lack of capabilities within the HR organization to execute their responsibility

for the plans. These challenges can be overcome by paying attention to four

tasks.


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STEPS OF HUMAN RESOURCE COMPANIES

In today's marketplace, every organization is under pressure to outperform an

increasingly sophisticated group of competitors. Leaders have been diligent inlearning from other's successes and failures. It is rare to find an organization that

has not been affected by the latest quality initiatives, customer service programs,

and administrative improvements so prevalent in the last decade.

Many experts suggest that the last major area in which a company can make

significant improvements is in Human Resources. Using this resource to its best

advantage is a means to maximize the effectiveness of all of the other systems

and procedures already in place.

Every organization wants to have an adequate number of competent employees

with the skills, knowledge, experience and desire needed to further its goals. But,

making efficient use of the employees in a company is, of course, a complex

process. The first step is to pinpoint exactly where your strengths and

weaknesses lie in this area of the business.

Applicable to both small and medium sized companies in a variety of industry

sectors, this diagnostic will benefit executives and managers who are responsible

for ensuring Human Resource strategies are integrated "with business plans

establishing improvement activities for the Human "Resource department

monitoring the effectiveness of Human Resource "initiatives This Diagnostic has

been developed to assist you in auditing your organization's Human Resource

practices and procedures. It consists of:


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Identify candidate decision criteria.

If you can't show that a large number of quality applicants consider a firm's

environmental record as one of their primary criteria for selecting a job, you'll

never get senior management to buy into a major green recruiting effort.

Start by holding focus groups at industry conferences to identify what "green"

factors would be important to individuals seeking new jobs. Next, ask candidates

during interviews and on the Web site to list their decision criteria.

During orientation, ask those who accepted jobs what criteria they used to make

the decision.

Finally, contact those who rejected your offers three to six months down the line

to identify positives and negatives. Use this information to modify your recruiting

processes and focus.

Benchmark.

Search the Web, benchmark with college recruiters and work with recruitingconsultants to identify the best practices of other firms. Use this competitiveanalysis to gauge your success and to plan your future actions.

Your Web site.

Make sure that both "what you do" and the results of those efforts are prominent

on your corporate careers Web site. Include your recycling statistics, as well as

whether you are carbon neutral, limit greenhouse gases or win environmental

awards. Include narrative or video profiles of your environmentally conscious

employees.


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If your company policies allow, link your corporate jobs site on major (but

primarily nonpolitical) environmental Web sites.

Be talked about

If you have a strong environmental record, it's important to get "written up" in

business, professional and industry publications as well as in newspapers and on

TV.

Work with the PR department to identify which of your practices are most likely to

be appealing to the media and designate an individual to be available for

interviews.

It's also critical to constantly scan the Web to identify and quickly counter any

"negative" comments on your environmental record (e.g., Starbucks has done an

excellent job but Apple is currently struggling in this area).

Recruitment advertising

Advertise in magazines that candidates who are sensitive to the environment a relikely to read. Highlight in your recruitment ads a few "eye-catching" facts and

any environmental awards you might have won.

If you use brochures or paper recruiting materials, make sure they're from

recyclable stock and that it says so on the document.


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Job descriptions

Make sure that, where possible, job descriptions for high-volume hiring positions

include responsibilities for minimizing negative environmental impacts.

This is critical because if job seekers don't see being environmentally friendly

integrated into "every job" at the company, they might see your "green recruiting"

as merely a PR effort.

If you're really serious, include knowledge of environmental impacts under the

skills-required section of your job descriptions.

Interviews.

Provide managers with "green" fact sheets to use during interviews. If you are

really aggressive, provide candidates with a side-by-side comparison showing

how your firm's environmental record is superior to other firms they might be

considering.

Sourcing.One of the best ways to strengthen your environmental image is to hire lots of

environmentally friendly employees who can spread your "green" story through

word of mouth.

Have your recruiting team identify the sources that produce the highest-quality

environmentally friendly candidates.

Source at environmental organizations (i.e., Sierra Club). Also, recruit at

environmental events and use subscription lists from green publications for e-

mail and direct-mail recruiting.


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Employer referrals.

Having your employees spreading the word will help both recruiting and product

sales.

If you have the resources, proactively seek out employees who are highly visible

in environmental circles and ask them specifically to talk up your firm, to seek out

candidates and to provide you with names.

Awards.

Winning awards for excellence is always a major element of building an

employment brand, so obviously winning "environmental" awards should be a

major element of your strategy.

Advisory group.

Ask the advice of six to eight environmentally friendly employees about

measuring the quality of the message you're sending and how to reach and

convince more applicants of your strong "green" record.

Products

Obviously, applicants want to know that the products they are helping to produce

are environmentally friendly. This means putting pressure on product advertising

and marketing to include in your product ads and packaging the fact that your

products are eco-friendly.

In some industries, how you treat vendors and outsourced work can be important

(i.e., Starbucks, Nike).


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Value statements.

Make sure that your corporate goals, values and even corporate business

objectives include environmental elements.

Annual report

Because some applicants take the time to read your annual report, make sure it

includes sections that highlight your environmental record and the fact that you

recruit environmentally friendly employees.

If your firm uses bio-diesel fuel, pays fair market value to suppliers, is energy-efficient or if it buys "carbon offsets," highlight these selling points.

Employee benefits.

Consider adding holistic health options, paid time to volunteer for environmental

causes, matching donations to green causes, and support for alternative

transportation options to your benefit package.

Reward criteria.

Include this factor in the performance-appraisal system for all employees.

Obviously, use it as a hiring criterion, but also use it as a critical element in

promotions, bonuses and pay increases.

Develop metrics and rewards.

Because whatever you measure improves and adding rewards to the equation

makes the behavior improve even faster, your green-recruiting effort must have

metrics and rewards tied to it.


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Some of the metrics you want to include are the percentage of candidates aware

of your strong environmental record, the number who reject offers because of a

poor record and the percentage of new hires who say your environmental recordwas one of their top-five reasons for accepting the offer.

Hold post-exit interviews with your top performers to identify whether

environmental factors contributed to their exit.

.


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COMPANY PROFILE


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HISTORY OF HR COMPANY

The team behind Human Resource consultancy services has a total HR and

Service industry experience of more than a decade. As we said it's the team,

which makes your corporate entity a success story. We at Human Resource

can help you build the team you have been looking for, from the front end

associates of your organization to the top line executives who can formulate and

implement the winning strategies.

When we look closely at the leading organizations of the globe ICICI

PRUDENTIAL, AVIVA LIFE INSURANCE, METLIFE INDIA, ING VYASA,

KOTAK MAHINDRA, BIRLA SUNLIFE, and BHARTI AXA. - it is the team, which

made the difference. And that is where we would like to assist you.

One could argue that the HR field dates back to the first working arrangements

between master craftspeople and their apprentices. Before the industrial

Revolution, working arrangements involved close relationships between mentors

and apprentices dedicated to learning a particular trade. Apprentices were often

required to live in the shop or home of the master craftsperson. If an apprentice

was injured or sick, the master's family was responsible for restoring the young

worker's health and welfare. Master and apprentice shared in good times and

bad, in profit and in loss.

The usefulness of this age-old relationship came to an abrupt end with the

advent of the Industrial Age. In one powerful stroke, the notion of work moved

from guilds and home shops to steam-driven factories. The introduction of the

assembly line brought a need for low-skilled employees capable of performing

repetitive tasks. Management philosophy at the turn of the century was

epitomized by Henry Ford, who often wondered why workers brought their heads

to work when all he really needed was their hands and feet.


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Assembly line production required that large numbers of people come together

work, but these workers were interchangeable and, to some extent, expendable,

because few skills were required for most factory jobs. Employers' attentions

focused on consumer demands, the speed at which new machines produced

goods and the processes that drove production -- concerns that were sometimes

placed well ahead of the needs of employees.

The personnel administration movement

By the late 1800s, people problems were a very real concern in the workplace.

For the average blue-collar worker, most jobs were low-paying, monotonous and

unsafe. Some industries experienced difficulty recruiting and retaining employees

because of the poor working conditions workers were exposed to. As the means

of production continued to shift from farmlands and guilds to city factories,

concerns grew about wages, safety, child labor and 12-hour workdays. Workers

began to band together in unions to protect their interests and improve living

standards. Government stepped in to provide basic rights and protections for

workers.

Forward-thinking employers recognized that productivity was connected to

worker satisfaction and involvement and realized they could not meet productionschedules with bands of disgruntled employees. In the late 1800s and early

1900s, the personnel profession that grew out of concerns about employee

absenteeism and high turnover attempted to solve worker problems with such

basic personnel management functions as employee selection, training and

compensation.

It's believed that the first personnel management department began at the

National Cash Register Co. (NCR). NCR faced a major strike at the turn of the

century but eventually defeated the union after a lockout in 1901. After this

difficult union battle, company President John H. Patterson decided to improve

worker relations by organizing a personnel department to handle grievances,

discharges, safety and other employee issues. The department also kept track of


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pending legislation and court decisions and these first personnel managers

provided training for supervisors on new laws and practices.

NCR was not alone in its efforts to address employee grievances. Other

employers were looking for management solutions that would alleviate employee

disenchantment. Many attempted to ease labor unrest by increasing wages.

Although industrial giants were beginning to understand that they had to do more

than just hire and fire if they were going to meet consumer demands for products,

most of the objectives of early personnel professionals were one-sided. Business

leaders still viewed the work itself as infinitely more important than the people

doing it, and production rates remained the top concern. Because employers

believed employees would accept more rigid standards if they received extra pay

and benefits, most employer-sponsored business solutions were aimed at

making employees more efficient.

Of course, such approaches did little to improve worker morale or improve

working environments. To counter the growing strength of the labor movement,

some employers hired strikebreakers or kept blacklists of union members. Others

made workers sign "yellow-dog" contracts -- agreements that they would not joinunions. Still others attempted to protect their interests by creating company

unions to preempt the influence of outside union activities.

June 1998, HR CONSULTANCY was founded to meet the needs for

Software & Hi-Tech Mechanical Design Engineering in Semiconductor

Automation Industries, We mainly engaged in SEARCH & Placement of

Managers, Engineers, as well as Technical Specialists.

April 1999, The year of recovery growth in Electronic PCBA, IT &

Telecommunication Sectors, Our Manufacturing Recruitment website was

launched (www.jbcl-hr.com.sg ) to meet the needs for hiring of Degree/


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Dip/ NTC/ITC Technical Staffs. (i.e. EMS, PCBA Engineering , Technical,

Hi-Tech Equipment Automation. )

April 2000- 2001. Launched IT Recruitment activities to support

the tremendous demand for Software Engineers & Web Developers (C+

+, Java & ASP) Systems & Network Admin Engineers.

This includes Contract and Permanent Placements for e-Commerce

industries.

April 2002. Launched recruitment activities for Precisions

Engineering with strong focus on Technical & Engineering jobs in

Precision Engineering Manufacturing Sectors. i.e. Plastics injection

molding, Stamping, Precision Tooling & Machining industries.

April 2003, launched recruitment activities for Air-con, Electrical &

Instrumentation, M&E Engineering, and Intelligent Building Automation

positions for Building Construction & Plant Engineering Industries.

April 2004, A new dept was setup to handle the recruitment needs forMarine, Oil & Gas Engineering & Managerial positions., We source

for local, PR, Malaysian, Indian and others nationalities with many years of

working experience in these industries.

April 2005, Launched International Recruitment Activities for Oil &

Gas, Marine Engineering projects located in overseas ; such as

India, China, Australia, Middle East & others.

April 2006, launched recruitment activities for Infrastructure

Engineering sectors. To support Land/ water reclamation, Waste water

treatment, MRT projects.


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April 2007, launched recruitment activities for Civil / Structural

Consulting & Engineering Firms. Our main activities focused on

Marina, Sentosa IR, and other large-scale development projects.

Jun 2007. Launched recruitment activities for Banking & Finance sector.


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HR CONSULTANCY DEALS WITH THESE COMPANIES:

The Human Resource Company deals with various companies of insurance

sector. The companys we deal in are as follows: -

ICICI PRUDENTIAL,

AVIVA LIFE INSURANCE,

METLIFE INDIA,

ING VYASA,

KOTAK MAHINDRA,

BIRLA SUNLIFE,

BHARTI AXA.

MAX NEWYORK LIFE INSURANCE

HDFC STANDARD LIFE INSURANCE


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ICICI Prudential

Priority circle; is edge above the rest. It is more of a wealth management

profile. It not only sells the life insurance but also the mutual funds, bonds, gold

& real estate, hence, the name is priority. It is a portfolio management job.

Posts:

AMPC Agency Manager Priority circle: Package up to 3.5 lacs + 84000 to60000 + incentives.

MPC Manager Priority circle: Package up to 4.5 lacs + 84000 to 60000 +incentives.Openings: C.P., Noida, and Gurgaon.

Job Profile: (AMPC & MPC) Recruit HNI (High net worth individuals)

professionals such as chartered accountants, tax consultants, teacher, doctors,

lawyers, politicians, etc.

Both APMC & MPC constitute & form their team & have to report directly to

Area Manager.

Candidate Profile:

1. Good communication skills

2. Smart & pleasing personality

3. Strong network

4. Good Team Management

5. Should have experience in sales


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AVIVA LIFE INSURANCE

Posts:

S.M SALES MANAGER: Package up to 2.5lacs + 54000 + incentives.

ASM ASSISTANT SALES MANAGER: Package up to 3.75 lacs + 75000 +

incentives.

Openings: Noida, Greater Noida, Gaziabad, Pitampura. Defence colony.

Job Profile: (ASM&SM) .

Recruiting agents/ advisor and guide develop & motive them to generate

business.

Candidate Profile:



3. Strong network




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BHARTI AXA LIFE INSURANCE

Posts:

S.M SALES MANAGER: Package up to 2.5lacs + 54000 + incentives.ASM ASSISTANT SALES MANAGER: Package up to 3.75 lacs + 75000 +

incentives.

Openings: ITO, Bikaji Cama place

Job Profile: (ASM&SM) .


business.

Candidate Profile:



3. Strong network4. Good Team Management



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BIRLA SUNLIFE INSURANCE

JOB PROFILE:


business.

Posts:

Agency manager: Package up to 2.75 lacs + incentives

Openings: Asif ali, Bikaji Cama place

Candidate Profile:



3. Strong network

4. Good Team Management5. Should have experience in sales


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HDFC STANDARD LIFE INSURANCE

JOB PROFILE:

Recruiting agents/ advisor and guide, develop & motive them to generate

business.

Posts:

SALES DEVELOMENT MANAGER: Package 2.25 lacs + incentives

Openings: Asifali, Bikaji cama place, Gurgaon

Candidate Profile:


2. Smart & pleasing personality3. Strong network




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ING VYASA LIFE INSURANCE

JOB PROFILE: Recruiting agents/ advisor and guide, develop & motive them to generate

business.

Posts:

Sales Manager: Package up to 2.85 lacs + incentives

Openings: C.P, Nehru place, Gurgaon

Candidate Profile:


2. Smart & pleasing personality3. Strong network




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MET LIFE INSURANCE

Posts

S.M SALES MANAGER: Package 3 to 5 lacs + incentives.Openings: saket.

Job Profile: (SM): recruiting agents/ advisor and guide, develop & motive

them to generate business.

Candidate profile



3. Strong network




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Prashant 4th Sem

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