Hrd Strategies For Long

HRD Strategies for long­term Planning & Growth The major considerations in personnel policies concerning HRD strategies  for long term planning and growth in organisation are :

 Recruitment of right personnel Well­qualified and they must match with the respective corporate values  and philosophy of the Co's.  For example: In Reliance Industries­ entrepreneurship, risk  taking   &   the   will   to   win­   personal   contacts   is   considered   while   recruiting   for   top  positions;   In   Hindustan   Lever­   the   policy   is   to   have   promotions   from   within   –   they  emphasize on professionalism, convent­educated and sharp dressed candidates, toppers  from all IIMs and IIT'S; In Infosys Technologies­ The criteria is to select candidates from  middle class communities– people brought up in traditional, conservative homes but who  have superior academic records, technical skills and ingrained capacity for hard work.  Written Tests are conducted to identify individuals with high learn­ability, both in terms  of willingness. They tend to eliminate over ambitions & competitive stars   through the  interviewing process.

 Development of Personnel  The Policy Issues involved are: a) Determination of Training methods to be followed – on the job/off the job. b) Intensity of Training – Level of employees, Frequency, resource persons, specific  training (job)                                                         Operational  Managerial                                                                1

                                          Conceptual   Analytical                                               Skill                skill Training   will   be   imparted   through   company's   own   training   centres   or  Training Institutes  

 Motivation System   Factors:  Adequate Motivation  Analysis of motives  Simplicity  Uneven Motivation is given to encourage intelligent, ambitious & efficient  personnel  Incentive system could be either a) Monetary and/or b) Non­monetary

 Retaining Personnel  Coercive Policies like entering into an agreement  Package   for   Long­term   stay   includes   promotional   avenues,   increasing  financial incentives over the period of time, deferred payment of financial  benefit   in   the   long­run,   superannuating   allowance   or   long­term   stay  bonus(where benefits maybe forfeited if the employee leaves prematurely.  ESOS( Employee Stock Option Scheme)  ESPS (  Employee Stock Purchase Scheme)  Persuasion – by CEO or top executives

 Personnel Mobility  2

Moving the personnel within the organization or outside­­­ in the form of  promotion, demotion, transfer, separation & deputation. Organizations have to provide a  policy framework for this.  Objectives  Right person at right job  Motivation for promotions through good performance.  Another issue is Separation­ VRS/CRS  Deputation on new project in the same company

 Industrial Relations    Objectives  Safeguard   interests   of   workers   &   management   through   mutual  understanding.  Avoid industrial conflicts & strikes.  To   raise   productivity   to   a   level   which   satisfies   both   workers   &  management  To   overcome   resistance   to   change­   particularly   those   aspects   which  directly affect workers like change in technology  Methods of building good industrial relations  Participation of workers   Negotiations in decision­making 

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 Formulation of grievance handling procedures  Management's concern for worker's welfare

Productivity & HRM HRM Trends in a Dynamic environment – An HR manager has to balance  the demands & expectations of external environment with the internal needs and achieve  the assigned tasks in an efficient way.

The issues involved in extracting/enhancing Human Productivity are :

              Internal Factors

 External Factors

Mission, Policies

Technological Factors

Organizational Culture

Economic

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Organizational Structure

Political 

HR Systems

Social        Local & Governmental Issues       Unions       Employer's Demands

    

            Workforce Diversity

 TQM  Total Quality Management is an approach to the art of management that originated in Japanese industry in the 1950's and has become steadily more popular in the West since the early 1980's. Total Quality is a description of the culture, attitude and organization of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. The culture requires quality in all aspects of the company's operations, with things being done right first time, and defects and waste eradicated from operations. Many companies have difficulties in implementing TQM. Surveys by consulting firms have found that only 20-36% of companies that have undertaken TQM have achieved either significant or even tangible improvements in quality, productivity, competitiveness or financial return. As a result many people are sceptical about TQM. However, when you look at successful companies you find a much higher percentage of successful TQM implementation. Important aspects of TQM include customer-driven quality, top management leadership and commitment, continuous improvement, fast response, actions based on facts, employee participation, and a TQM culture.

 Customer-driven quality

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TQM has a customer-first orientation. The customer, not internal activities and constraints, comes first. Customer satisfaction is seen as the company's highest priority. The company believes it will only be successful if customers are satisfied. The TQM company is sensitive to customer requirements and responds rapidly to them. In the TQM context, `being sensitive to customer requirements' goes beyond defect and error reduction, and merely meeting specifications or reducing customer complaints. The concept of requirements is expanded to take in not only product and service attributes that meet basic requirements, but also those that enhance and differentiate them for competitive advantage. Each part of the company is involved in Total Quality, operating as a customer to some functions and as a supplier to others. The Engineering Department is a supplier to downstream functions such as Manufacturing and Field Service, and has to treat these internal customers with the same sensitivity and responsiveness as it would external customers.

 TQM leadership from top management TQM is a way of life for a company. It has to be introduced and led by top management. This is a key point. Attempts to implement TQM often fail because top management doesn't lead and get committed - instead it delegates and pays lip service. Commitment and personal involvement is required from top management in creating and deploying clear quality values and goals consistent with the objectives of the company, and in creating and deploying well defined systems, methods and performance measures for achieving those goals. These systems and methods guide all quality activities and encourage participation by all employees. The development and use of performance indicators is linked, directly or indirectly, to customer requirements and satisfaction, and to management and employee remuneration.

 Continuous improvement

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Continuous improvement of all operations and activities is at the heart of TQM. Once it is recognized that customer satisfaction can only be obtained by providing a high-quality product, continuous improvement of the quality of the product is seen as the only way to maintain a high level of customer satisfaction. As well as recognizing the link between product quality and customer satisfaction, TQM also recognizes that product quality is the result of process quality. As a result, there is a focus on continuous improvement of the company's processes. This will lead to an improvement in process quality. In turn this will lead to an improvement in product quality, and to an increase in customer satisfaction. Improvement cycles are encouraged for all the company's activities such as product development, use of EDM/PDM, and the way customer relationships are managed. This implies that all activities include measurement and monitoring of cycle time and responsiveness as a basis for seeking opportunities for improvement. Elimination of waste is a major component of the continuous improvement approach. There is also a strong emphasis on prevention rather than detection, and an emphasis on quality at the design stage. The customer-driven approach helps to prevent errors and achieve defect-free production. When problems do occur within the product development process, they are generally discovered and resolved before they can get to the next internal customer.

 Fast response To achieve customer satisfaction, the company has to respond rapidly to customer needs. This implies short product and service introduction cycles. These can be achieved with customer-driven and process-oriented product development because the resulting simplicity and efficiency greatly reduce the time involved. Simplicity is gained through concurrent product and process development. Efficiencies are realized from the elimination of non-value-adding effort such as re-design. The result is a dramatic improvement in the elapsed time from product concept to first shipment.

 Actions based on facts

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The statistical analysis of engineering and manufacturing facts is an important part of TQM. Facts and analysis provide the basis for planning, review and performance tracking, improvement of operations, and comparison of performance with competitors. The TQM approach is based on the use of objective data, and provides a rational rather than an emotional basis for decision making. The statistical approach to process management in both engineering and manufacturing recognizes that most problems are system-related, and are not caused by particular employees. In practice, data is collected and put in the hands of the people who are in the best position to analyze it and then take the appropriate action to reduce costs and prevent non-conformance. Usually these people are not managers but workers in the process. If the right information is not available, then the analysis, whether it be of shop floor data, or engineering test results, can't take place, errors can't be identified, and so errors can't be corrected.

 Employee participation A successful TQM environment requires a committed and well-trained work force that participates fully in quality improvement activities. Such participation is reinforced by reward and recognition systems which emphasize the achievement of quality objectives. On-going education and training of all employees supports the drive for quality. Employees are encouraged to take more responsibility, communicate more effectively, act creatively, and innovate. As people behave the way they are measured and remunerated, TQM links remuneration to customer satisfaction metrics.

 A TQM culture It's not easy to introduce TQM. An open, cooperative culture has to be created by management. Employees have to be made to feel that they are responsible for customer satisfaction. They are not going to feel this if they are excluded from the development of visions, strategies, and plans. It's important they participate in these activities. They are unlikely to behave in a responsible way if they see management behaving irresponsibly - saying one thing and doing the opposite. 8

 Product development in a TQM environment Product development in a TQM environment is very different to product development in a non-TQM environment. Without a TQM approach, product development is usually carried on in a conflictual atmosphere where each department acts independently. Short-term results drive behavior so scrap, changes, work-arounds, waste, and rework are normal practice. Management focuses on supervising individuals, and fire-fighting is necessary and rewarded. Product development in a TQM environment is customer-driven and focused on quality. Teams are process-oriented, and interact with their internal customers to deliver the required results. Management's focus is on controlling the overall process, and rewarding teamwork.

 Summary  Doing it right 1st time  Customer centric­ Philips, TELCO, BHEL, Pidilite  Continuous Improvement a way of life  Build Team work & Empowerment

***Race without finishing line (TQM is a never­ending activity)

 Benchmarking Benchmarking   (also   "best   practice   benchmarking"   or   "process  benchmarking") is a process used in management and particularly strategic management,  in   which   organizations   evaluate   various   aspects   of   their   processes   in   relation   to   best 

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practice, usually within their own sector. This then allows organizations to develop plans  on how to adopt such best practice, usually with the aim of increasing some aspect of  performance. Benchmarking may be a one­off event, but is often treated as a continuous  process in which organizations continually seek to challenge their practices.

A process similar to benchmarking is also used in technical product testing  and in land surveying.

 Advantages of benchmarking Benchmarking   is   a   powerful   management   tool   because   it   overcomes  "paradigm blindness." Paradigm Blindness can be summed up as the mode of thinking,  "The   way   we   do   it   is   the   best   because   this   is   the   way   we've   always   done   it."  Benchmarking  opens   organizations   to  new   methods,   ideas   and   tools   to   improve  their  effectiveness. It helps crack through resistance to change by demonstrating other methods  of solving problems than the one currently employed, and demonstrating that they work,  because they are being used by others.

 Types Of Benchmarking  Competitive benchmarking Some   authors   call   benchmarking   "best   practices   benchmarking"   or  "process   benchmarking".   This   is   to   distinguish   it   from   what   they   call   "competitive  benchmarking".   Competitive   benchmarking   is   used   in   competitor   analysis.   When  researching your direct competitors you also research the best company in the industry  (even if it serves a different location).

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 Collaborative benchmarking Benchmarking, originally invented as a formal process by Rank Xerox, is  usually   carried   out   by   individual   companies.   Sometimes   it   may   be   carried   out  collaboratively by groups of companies (eg subsidiaries of a multinational in different  countries). One example is that of the Dutch municipally­owned water supply companies,  which   have   carried   out   a   voluntary   collaborative   benchmarking   process   since   1997  through their industry association.

 Procedure  Identify your problem areas ­ Because benchmarking can be applied to any  business   process   or   function,   a   range   of   research   techniques   may   be  required. They include: informal conversations with customers, employees,  or suppliers; exploratory research techniques such as focus groups; or in­ depth  marketing  research, quantitative  research,  surveys,  questionnaires,  reengineering analysis, process mapping, quality control variance reports,  or financial ratio analysis.   Identify organizations that are leaders in these areas ­ Look for the very  best   in   any   industry   and   in   any   country.   Consult   customers,   suppliers,  financial analysts, trade associations, and magazines to determine which  companies are worthy of study.   Survey companies for measures and practices ­ Companies target specific  business processes using detailed surveys of measures and practices used  to identify business process alternatives and leading companies. Surveys 

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are typically masked to protect confidential data by neutral associations  and consultants.   Visit the "best practice" companies to identify leading edge practices ­  Companies typically agree to mutually exchange information beneficial to  all parties in a benchmarking group and share the results within the group. 

 Implement new and improved business practices ­ Take the leading edge  practices and develop implementation plans which include identification  of specific opportunities, funding the project and selling the ideas to the  organization   for   the   purpose   of   gaining   demonstrated   value   from   the  process. 

Summary  Competitive benchmarking is the first requirement to effective TQM  Striving to be the best of the best in one's area of operations.   It aims at continuous improvements.  Complacency may be suicidal  It is a measurement of gaps between the practices of two companies so as to  uncover significant differences.  It can be applied to products, services, practices, processes and methods.  Therefore,   Benchmarking   is   a   systematic   investigation,   a   fruitful   learning  experience which ensures  that  the  best of  industry practices  are  uncovered,  analyzed, adopted and implemented.   The objective of benchmarking is to meet rising expectations of customers in  their respective areas. 

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 Re­engineering Work Processes When organisations require a drastic, quantum change in order to survive a  fiercely competitive market, the managers have to search for solutions elsewhere, beyond  TQM and Benchmarking.

Re­engineering takes place when more than 70% of the work processes in  the organisation are evaluated & altered. It demands organizational members to rethink  what   work   shall   be   done,   how   it   should   be   done,   and   how   best   to   implement   these  decisions. The focus is on simplifying the operations and making them more efficient and  more customer focused. Re­engineering 

TQM

Looks for quantum leaps in performance

Seeks incremental improvements

Driven by top management when it is 

Relies on bottom­up participative decision­

complete , work place is self­managed

making in both planning & execution of  TQM programme.

There is a risk that the employee may 

There is no immediate & sudden risk to the 

continue to be with the organisation or not. employee.  Key elements:  “Start   with   a   clean   piece   of   paper”   (Start   afresh   &   encourage  brainstorming)  Identify distinctive competencies.  Assess core processes.  Reorganize around Horizontal Processes. 13

e.g. TISCO, TELCO, L&T, Ranbaxy & Crompton Greeves.  Commandments of Re­engineering  Give people a mission, a clear view of how to achieve that mission.  Either serve the customer superbly or don't even try.  Change the way of life. It is not a process. It is a value.  Technology   is   never   really   a   problem,   but   the   problem   is   how   to   use  technology effectively.   The wrong answer rarely kills you. What it does is waste of time.  The weak link in engineering is Willingness.  Once people catch on to Re­engineering, you cannot hold them back. It is a  lifetime opportunity.

 Flexible Manufacturing System A flexible manufacturing system (FMS) is a manufacturing system in which there is some amount of flexibility which allows the system to react in the case of changes, whether predicted or unpredicted. This flexibility is generally considered to fall into two categories, within which are numerous other subcategories. The first category, machine flexibility, covers the system's ability to be changed to produce new product types, and ability to change the order of operations executed on a part. The second category of flexibility within an FMS is called routing flexibility, which consists of the ability to use multiple machines to perform the same operation on a part, as well as the system's ability to absorb large-scale changes, such as in volume, capacity, or capability.

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The whole FMS is commonly controlled by a central computer. The main advantages of a FMS is its high flexibility in managing manufacturing resourses like time and effort in order to manufacture a new product. The best application of a FMS is found in production of small sets of products that are likely but not equal that those from a mass production, otherwise production cost of small sets of products will cost a lot in relation with mass production cost.

 Advantages and disadvantages of FMSs implementation  Advantages  Faster, lower- cost changes from one part to another which will improve capital utilization  Lower direct labor cost, due to the reduction in number of workers  Reduced inventory, due to the planning and programming precision  Consistent and better quality, due to the automated control  Lower cost/unit of output, due to the greater productivity using the same number of workers  Savings from the indirect labor, from reduced errors, rework, repairs and rejects  Disadvantages  Limited ability to adapt to changes in product or product mix (ex. machines are of limited capacity and the tooling necessary for products, even of the same family, is not always feasible in a given FMS)  Substantial pre-planning activity  Expensive, costing millions of dollars  Technological problems of exact component positioning and precise timing necessary to process a component

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 Summary  It is the ability of computerized machines to perform a variety of programmed  functions.   It   is   the   integration   of   computer­aided   design,   engineering   &  manufacturing to produce low volume products at mass production costs.   FMS requires fewer employees, but employees with more training and higher  skills.   Each one is required to do a greater variety of task.  They are supposed to keep away from inter­departmental competition, conflict  & politics & get along with other members as teammates.  Cross­functional Team Work is required in factories, where engineers have to  design   products   by   working   hand­in­hand   with   market   research   &  manufacturing specialists.  Use of robots and less people. 

 Six Sigma  Chances   are   you've   heard   of   Six   Sigma,   perhaps   in   connection   with  General Electric, the company that made it popular in the 1990s. You may even know that  Six Sigma uses statistical techniques to improve processes in both manufacturing and  service industries. But did you know there is an important role for Human Resources  (HR) in this sophisticated process improvement approach? Or that Six Sigma initiatives  are unlikely to succeed without HR's help?

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HR   professionals   with   the   right   skills   can   contribute   to   a   Six   Sigma  initiative at both strategic and tactical levels. This article describes the areas in which HR  should play a role in Six Sigma and discusses how HR professionals can increase their  chances of being included in Six Sigma decision­making and implementation. To appreciate the important role HR has in Six Sigma, it is important to  begin this discussion by having an understanding of what Six Sigma is, all the roles  played by others in a Six Sigma implementation, and the factors critical to a successful  implementation.

 Six Sigma Defined The term "Six Sigma" is widely used to refer to all of the following:  A   structured   method   for   improving   business   processes.   This   method,   called DMAIC (define, measure, analyze, improve, and control), is supported by an   assortment of statistical tools. A statistical measurement of how well a business process is performing. A process that performs at "Six Sigma" produces only 3.4 defects out of every million opportunities to produce a defect. Processes that perform at lower sigma levels (such as one sigma or four sigma) produce more defects per million opportunities. It is possible for a process to perform at an even higher level (and thus have even fewer defects), but Six Sigma has become popular as the standard for excellent process performance. An organizational mindset in which people make decisions based on data, look for root causes of problems, define defects based on customer rather than internal requirements, seek to control variation, track leading indicators of problems to prevent them from happening, etc.

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 Six Sigma Roles Six   Sigma   has   a   martial   arts   convention   for   naming   many   of   its  professional roles. The chart below describes how these roles are typically defined.

Table 1: Six Sigma Roles And Responsibilities

Sponsor

Senior executive who sponsors the overall Six Sigma Initiative.

Leader

Senior-level executive who is responsible for implementing Six Sigma within the business.

Champion

Middle- or senior-level executive who sponsors a specific Six Sigma project, ensuring that resources are available and cross-functional issues are resolved.

Black Belt

Full-time professional who acts as a team leader on Six Sigma projects. Typically has four to five weeks of classroom training in methods, statistical tools, and (sometimes) team skills.

Highly experienced and successful Black Belt who has managed several projects and is an expert in Six Sigma methods/tools. Responsible for Master Black Belt coaching/mentoring/training Black Belts and for helping the Six Sigma leader and Champions keep the initiative on track. Green Belt

Part-time professional who participates on a Black Belt project team or leads smaller projects. Typically has two weeks of classroom training in methods and basic statistical tools.

Team Member

Professional who has general awareness of Six Sigma (through no formal training) and who brings relevant experience or expertise to a particular project.

Process Owner

Professional responsible for the business process that is the target of a Six Sigma project.

 HR's Role in Six Sigma

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As   with   any   major   organizational   initiative,   many   factors   contribute   to  success. Some of these factors will fall within HR's area of responsibility, such as those  discussed below.  Black Belt Selection and Retention Having the right people in the Black Belt role is critical to the success of a  Six Sigma initiative. The training investment is substantial for this pivotal role. Further,  Black   Belts   are   the   visible   "face"   of   Six   Sigma.   They   help   shape   the   organization's  impression  of  Six Sigma, and, consequently, the willingness of many to embrace the  initiative. Therefore, you want to pick Black Belts very carefully. (Some organizations  only select Black Belts from among those who have already been identified as "high  potentials."). HR professionals can help the Six Sigma Leader find the right people for  Black   Belt   roles   and   ensure   they   remain   in   those   positions   for   the   typical   two­year  rotation. Potential HR contributions in this area include:  Building a competency model that will help identify candidates with the  right mix of technical, team, and leadership skills and abilities. Creating job descriptions that help candidates fully understand the position  and expectations prior to signing on. Developing a retention strategy that will help ensure Black Belts complete  their rotation and the organization recoups its investment in training and development.

 Rewards and Recognition

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Rewarding   and   recognizing   Black   Belts   and   Six   Sigma   teams   is   more  complex than it may appear. Black Belts join the Six Sigma initiative from various places  in the organization where they are likely to have been at different job levels with differing  compensation   arrangements.   Determining   whether   and   how   to   make   appropriate  adjustments in level and compensation now that all these individuals are in the same role  is both tricky and critical. Similar   complexities   are   involved   at   the   project   team   level.   Six   Sigma  projects led by Black Belts typically result in savings in the hundreds of thousands of  dollars. Deciding how the team should be rewarded and recognized and who should get  credit for what is not easy. Yet ignoring these issues can result in resentment, reluctance  to work on Six Sigma projects, and the potential failure of the overall initiative. HR professionals can help the Six Sigma Leader tackle the challenge of  establishing the right rewards/recognition. Potential HR contributions in this area include:  Analyzing existing compensation arrangements to identify the extent to  which those arrangements will support the Six Sigma initiative.

 Creating   a   strategic   compensation   plan   that   will   better   support   Six  Sigma.  Developing a non­monetary reward program for Six Sigma teams.  Project Team Effectiveness

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The work of Six Sigma is done mostly at the project team level by a Black  Belt leading a small team through the steps of the DMAIC method. If the team itself does  not function well or does not interact effectively with others in the organization who  ultimately have to support and carry out the process changes, the project probably will not  be successful. Given the typical project's potential payback, failure can be expensive. HR   professionals   can   help   the   project   teams   work   together   more  effectively. Potential HR contributions in this area include: 

 Ensuring team leaders and members get training and/or coaching in teamwork,  conflict management, communications, dealing with difficult team members,  and other team effectiveness skills.  Providing teams with tools that allow them to diagnose their own performance  and identify when and where they need help.   Acting as a resource for Black Belts who encounter team­related challenges  they cannot surmount.

 Creating a Six Sigma Culture Many Sponsors, Champions, and Leaders look to Six Sigma as a way to  change an organization's culture to one that is more data­driven, proactive, decisive, and  customer­oriented. But they often have little idea about how to achieve successful culture  change.

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HR professionals can help executives approach culture change in a way  that addresses the underlying business goals without creating organizational resistance.  Potential HR contributions in this area include:  Working with Six Sigma Sponsors, Leaders, and Champions to identify  elements of the culture that might hinder the achievement of Six Sigma goals. Advising  on change plans that will target those specific cultural elements. Identifying how Six  Sigma can be rolled out in a way that works with, rather than against, the current culture.

 Change Management and Communications Introducing Six Sigma into an organization is a major change that will  have a profound effect on a broad group of stakeholders. Managers and employees at  many levels of the organization will be asked to engage in new behaviors. In many cases,  those leading other initiatives will see Six Sigma as a source of competition for resources,  executive attention, and organizational power. Others may see it as an indictment of their  past performance. Many will be confused about how Six Sigma fits with the large number  of other ongoing organizational initiatives. HR professionals can help reduce the uncertainty and anxiety surrounding  Six  Sigma and increase the levels of acceptance and cooperation in the organization.  Potential HR contributions in this area include:  Drafting a change management/ communications plan that addresses the  people side of the Six Sigma rollout.

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 Economic Challenges  External Environmental factors. 

Globalisation



Political factors: 



Social factors: Unions.



Local & Governmental factors: Legal through multi­cultural organization  (managing diversity)

 Work­force Diversity It implies the composition of employees in terms of diversity as regards  age, gender, ethnicity, and education.  Organizations are becoming more heterogeneous in terms of age, gender, race,  ethnicity.  Young, skilled & knowledgeable workforce  Not fascinated by secure, less paying, routine & standard job (s) offered by  Public Sector.  Private Enterprises offers good attraction.

 Old employees are growing in number due to improved medical & health care­­­ their expertise & experience; talent can be utilized to develop new ventures.  Attracting & retaining young brains is a challenge for HR managers.

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

So organization (s) need to institute appropriate HR policies, supported by  attractive compensation offers.



Diversity   Issues   in   Indian   companies   are   somewhat   peculiar   owing   to  differences in social ethos, religious origins, cultural differences & regional  origins plus constitutional provisions give preferential treatment to certain  sections of the society.

 HR  managers   have to  deal  with  issues  of   Child  Labour, Women  at  Work,  Specially­abled people, etc.  Changes   in   Employee   Roles   &   Values­­­­emphasize   on   Quality   of   Life,  Equity & Justice, and Pluralism & Diversity over uniformity & centralism,  Participation over authority, Personal convictions over dogmas, individual over  organization.   Level   of   Education   &   Awareness­­­change   in   attitudes­­­retaining   these  people   (Knowledge   Workers)   challenged   and   satisfied   demands   more  responsibility & autonomy on the part of the HR manager & organization.

 Bibliography 24

 Human Resource Management And Personnel Management – Aswathappa  Organizational Behaviour- Stephen Robbins  Organisation Behaviour- Fred Luthans  www.wikipedia.org  www.google.com  www.hrresources.com  www.managementmentor.com  www.esinps.com  www.managementparadise.com

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Case Study Related To HIV Aids Employee  Facts of the case  Chemtech India Limited- A Chemical Firm  Employees – 1500  Mainly in a Manufacturing Company  Little accent on marketing  Change in the government policy resulted in increased competition  There was need for aggressive marketing by the company  Company decided to recruit one sales executive  Mr.Aparojit Das is the VP-HRD and is responsible for hiring interviews  Two candidates are shortlisted and they are from same company  First candidate- Mr.Premsager – He is working with Chemtech for last 5 years  Second candidate- Mr.Devejeet- He is working with the same company for last one year.

 Solution Give promotion to Mr. Premsagar from long term point of view and Mr.Devejeet should be given proper increment in order to keep him motivated.

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