Being a BHEL HR Intern

A Project Report on the following projects:

1 Analysis of Social Security & Labor Welfare Project in BHEL.2 Analysis of Performance Appraisal System in BHEL3 Employee Satisfaction Survey of BHEL.4 New Suggested HR Policy for BHEL.

2011-2012Submitted for the partial fulfillment of

“Master of Business Administration” (MBA)

of Maulana Azad National Institute of Technology, Bhopal

Submitted To Submitted By

Shri Prajjal Adak HRM DepartmentBHEL BHOPAL(M.P)

Ankit Michael Samuel 3rd Sem MBA,MANIT

Human Resource Department Bharat Heavy Electricals Limited, Bhopal

Table of ContentsDeclaration i

Certificate ii

Acknowledgements iii

Preface iv

Human Resource Management v

1.1 Introduction

1.2 HRM Strategy

1.3 Functions of HRM

1.4 Objectives of HRM

Profile of the Organization vi

2.1 Company History

2.2 Manufacturing Units of BHEL

2.3 Introduction to BHEL Bhopal

2.4 BHEL, a candidate for Maharatna Company.

Ankit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011

(Maulana Azad National Institute of Technology, Bhopal)


BHEL Human Resource Departments vii

3.1 Introduction

3.2 Descriptions of HR Departments

3.3 Functions of HR Departments

3.4 Levels of Employees

3.5 Organizational Hierarchy

3.6 Human Resource Practices in BHEL

Gantt Chart viii

I. Study on Social Security & Welfare Schemes in BHELChapter 1

I.1 IntroductionI.2 Welfare Briefing

1.2.1 Welfare Schemes in BHEL

1.2.1.1 Statutory welfare scheme

1.2.1.2 Non- Statutory Welfare Scheme

I.3 Statutory labor welfare facilities

I.4 Non statutory labor welfare facilitiesI.5 Objectives of the StudyI.6 Social Security Schemes in BHEL




Chapter 2

2.1 Social Security Schemes in BHEL

2.1.1 Group Saving Linked Insurance Scheme (GSLIS)2.1.1.1.1Amount Insured2.1.1.1.2Premium Per Month. (In Rs.)

2.1.2 Death Relief Fund (DRFS)2.1.3 Employee Deposit Linked insurance (EDLI)

2.1.3.1 Amount Insured2.1.4 Group Insurance Scheme (GIS)

2.1.4.1 Amount Insured

2.1.5 Group Personnel Accident Policy(GPAP)2.1.5.1 ICICI LOMBARD

2.1.5.1.1 Compensation

2.1.5.1.2 The coverage for employees

2.1.5.1.3 Process

2.1.6 Gratuity 2.1.6.1 Gratuity Calculation:

2.1.7 The Employee’s Family Pension Scheme

2.1.7.1 Calculations

2.1.7.2 Benefits

2.1.8 Provident Fund2.1.8.1 Provident Fund Calculations

2.1.9 Earned Leave2.1.10 Retired Employees' Contributory Health Scheme




2.1.11 Act: The workmen’s Compensation Act, 1923 2.1.11.1 Main Provisions 2.1.11.2 Compensation

2.1.11.3 The process of providing “The Workmen’s

Compensation” in BHEL

2.1.11.4 The Claim process

2.1.11.4.1 Preparation of Accident Report and

Compensation Amount

2.1.11.4.2 Procedure

2.1.10 Retired Employees' Contributory Health Scheme2.1.10.1 Sample Forms (to be filled by employees)

Chapter 3

3.1 Live Case Handling in BHEL

3.1.1 Accident case

3.1.1.1 Rules of half monthly compensation (HMC) Calculation.

3.1.1.2 Rules for Earned Leave Calculation

3.1.1.3 Rules for Lumsum Payment

3.1.2 Death case

3.2 Finding of the Study

3.3 SuggestionsAnkit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



3.4 Conclusion

II. Analysis of Performance Appraisal System in BHEL

Chapter 1

1.1 Introduction1.2 Objectives of Performance Appraisal1.3 Purpose of Appraisal System1.4 List of Skills/Competencies to be assessed for executives in

grades E1A To E5 1.5 List of Skills/Competencies to be assessed for executives in

grades E6 & E71.6 Values1.7 Generic Values1.8 Role of Intermediary Level Executives1.9 Role of Accepting Authority1.10Chi- Square Test

Chapter 2 PERFORMANCE APPRAISAL PROCEDURE IN BHEL, BHOPAL

2.1 The Workflow

2.2 KRA (Key Result Areas)

2.3 Part A1

2.4 Part A2

2.5 Part B




2.6 Scores

2.7 Screen Shots

2.8 Performance Appraisal for Non-Executive

2.8.1 Performance Appraisal System for Artesian/Workers

2.8.2 Performance Appraisal System For Supervisors(S4 and Above)

Chapter 33.1 Performance Appraisal Questionnaire 3.2 Analysis of the Questionnaire3.3 Suggestions of BHEL Employees3.4 Conclusion.

III. Employee Satisfaction Survey of BHEL.IV. New Suggested HR Policy for BHEL.

Chapter 11.1 Introduction1.2 General Terms and Conditions1.3 Star 1 Employees

1.3.1 Workers and Supervisor

1.3.2 Executives

1.3.3 Benefits Given for Star 1 Employee




1.4 Star 2 Employees


1.4.2 Executives

1.4.3 Benefits Given for Star 2 Employees



1.5.2 Executives


V Bibliography




Declaration

I Ankit Michael Samuel student of 3rd Sem from Department of Management of Maulana Azad National Institute of Technology, Bhopal. Hereby declare that I did my summer training in BHEL under HR Department and did the following projects:

1 Analysis of Social Security & Labour Welfare Project in BHEL.2 Analysis of Performance Appraisal System in BHEL3 Employee Satisfaction Survey of BHEL.4 New Suggested HR Policy for BHEL.

Yours SincerelyAnkit Michael Samuel

3rd Sem MANIT (DOMS), Bhopal




Certificate

This is a certify that Mr. Ankit Michael Samuel student of M.B.A. of MANIT, Bhopal has successfully completed summer Internship as a part of professional studies for the period of six weeks i.e. for 12/5/2011 to 22/6/2011 on the following topics:

1 Analysis of Social Security & Labour Welfare Project in BHEL.2 Analysis of Performance Appraisal System in BHEL3 Employee Satisfaction Survey of BHEL.4 New Suggested HR Policy for BHEL.

This project work has been carried out under the supervision and is of sufficiently high standard to warrant is presentation for the examination leading to degree of M.B.A. of MANIT university of Bhopal.

I wish them a successful professional career.

Date: 22nd June 2011

Shri Prajjal Adak Ankit Michael

Samuel

(Sr.Executive , BHEL)




(MANIT, Bhopal)

Preface

Personnel Management occupies the prime position of all

disciplines in Management which deals with many resources.

These resources were expanded to include, among others, the

following: Men, materials, machinery, money, etc

Human beings play a dual role- a resource as well as a motive

force for all other resources. They are also responsible for

manipulating all other resources by way of developing, utilizing,

commanding and controlling them like materials, machines,

money, information, land, infrastructure, etc. Human resources

management (HRM) plays a decisive role in to manpower

development: be it labors students, educated unemployed,

supervisor or manager. Proper H.R.M. can develop right type of

shop floor ethos and values which improve productivity and

personal satisfaction of employees.




BHEL is one of the of India's nine largest Public Sector

Undertakings or PSUs, known as the Navratnas or the nine

jewels. BHEL, Bhopal is the vast bank of knowledge. It is the

perfect place to learn about the Management of the Manpower

Resources. The knowledge gained here is going to be very helpful

in making a successful professional career.

I had taken the topic:

Study on Social Security & Welfare Schemes in BHEL.

Project on Performance Appraisal System in BHEL.

Survey on Employee Satisfaction

New Suggested HR Policy

The main purpose of this research is to know about the various

Social Security & Welfare Schemes and Performance Appraisal

System in BHEL. I had tried to put my best efforts to complete

this task on the basis of skills achieved during studies in the

institute and the knowledge provided by the respective

employees of HRM Department in the BHEL, Bhopal. I had put

my maximum effort to gain the accurate data from the BHEL,

Bhopal. If any error or mistakes found in study and in collecting

data kindly ignore.



http://en.wikipedia.org/wiki/Navratnas

http://en.wikipedia.org/wiki/Public_Sector_Undertaking



Acknowledgement

The successful completion of our project would have been a

dream, devoid of the worthwhile help and ample cooperation of

various people, who are expert in their respective fields. I

express my gratitude to the Personnel Department of BHEL,

Bhopal for giving me an opportunity to carry out this project in

their organization.

The inception of the whole process started with, Sh. K.K.Nair

(AGM,HRM),his earnest efforts, which motivated us to a great

deal. So, I express my deep sense of gratitude toward his

innovative ideas.

My project in charge Sh. Prajjal Adak, a man of simplicity and

sincerity, whose enthusiasm toward my project provoked me

throughout to commit my best efforts and achieve the desired

results. Who always showed and directed me towards right path.

My commitment to the project is a result of patience, hard work, Ankit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



and dedication as inspired by him. I put deep benevolence and

gratitude to Sh.Prajjal Adak.

I would also like to thanks Sh. M.Isadore(DGM), Sh. Nisar

Haidar(DGM), Smt. Surekha Banchhor(Manager), Sh.Amol

Choubey(Executive),Sh. K.R Divya(Dy.Officer) for being the

guiding and encouraging figures all through the duration of this

project. Without their cheering and Invaluable insight into this

project, the project work would not have been accomplished.

At last, but not the least, it is really a proud privilege for us to

express our deepest sense of gratitude and external gratefulness

to our esteemed faculty members, family members & friends who

provided proper guidance for the project work and woke

enthusiasm for the topic.

Date: 18 June 2011




Human Resource Management

1.1 IntroductionHuman resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.

In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

1.2 HRM Strategy

An HRM strategy pertains to the means as to how to implement the specific functions of Human Resource Management. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.

An HRM strategy typically consists of the following factors:-



http://en.wikipedia.org/wiki/Human_resources

http://en.wikipedia.org/wiki/Management

http://en.wiktionary.org/wiki/coherent

http://en.wikipedia.org/wiki/Strategic


"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period.

Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm,



http://en.wikipedia.org/wiki/Human_resources


the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.

An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.




1.3 Functions of HRM

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding the staffing needs of an organization and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have—and are aware of—personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc.

There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?"

The HRM function and HRD profession have undergone major changes over the past 20–30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More




recently, organizations consider the "HR Department" as playing an important role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.




1.4 Objectives of HRMThe objectives of Human Resource Management are:

To help the organization reach its goals

To employ the skills and abilities of the workforce efficiently

To increase to the fullest the employee’s job satisfaction and

self actualization.

To develop and maintain quality of work life

To communicate HR policies to all employees

To be ethically and socially responsive to the needs of

society

To provide the organization with well trained and well

motivated employees




Profile of the Organization




2.1 Company History

Bharat Heavy Electricals Limited (BHEL) (BSE: 500103, NSE: BHEL) is one of the oldest and largest state-owned engineering and manufacturing enterprise in India in the energy-related and infrastructure sector which includes Power, Railways, Transmission and Distribution, Oil and Gas sectors and many more. It is the 12th largest power equipment manufacturer in the world. BHEL was established more than 50 years ago, ushering in the indigenous Heavy Electrical Equipment industry in India. The company has been earning profits continuously since 1971-72 and paying dividends since 1976-77. 74% of the total power generated in India is produced by equipment manufactured by BHEL.

It is one of India's nine largest Public Sector Undertakings or PSUs, known as the Navratnas or 'the nine jewels.



http://en.wikipedia.org/wiki/Navratnas


http://en.wikipedia.org/wiki/Dividend

http://en.wikipedia.org/wiki/Petroleum_industry

http://en.wikipedia.org/wiki/Electricity_distribution

http://en.wikipedia.org/wiki/Railways

http://en.wikipedia.org/wiki/Power_Generation

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Manufacturing

http://en.wikipedia.org/wiki/Engineering

http://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=BHEL&section=7

http://en.wikipedia.org/wiki/National_Stock_Exchange_of_India

http://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=500103

http://en.wikipedia.org/wiki/Bombay_Stock_Exchange


2.2 Manufacturing Units of BHELMain Manufacturing Facilities

Bhopal (Madhya Pradesh) Bharat Heavy Electrical Limited, Ranipur , Haridwar

(Uttarakhand) [10]

Bharat Heavy Electricals Limited, Ramachandrapuram, Hyderabad (Andhra Pradesh)

Jhansi (Uttar Pradesh)

High Pressure Boiler Plant and Seamless Steel Tube Plant, Tiruchirapalli(Tamil Nadu) [11]

Boiler Auxiliaries Plant, Ranipet (Tamil Nadu)

Electronics Division and Electro Porcelain Division, Bangalore (Karnataka)

Jagdishpur (Uttar Pradesh)

Rudrapur (Uttrakhand)

Industrial Valves Plant, Goindwal (Punjab)

Bharat Heavy Plates and Vessels Limited (Vizag)



http://en.wikipedia.org/wiki/Vizag

http://en.wikipedia.org/w/index.php?title=Bharat_Heavy_Plates_and_Vessels_Limited&action=edit&redlink=1

http://en.wikipedia.org/wiki/Punjab_(India)

http://en.wikipedia.org/wiki/Goindwal

http://en.wikipedia.org/wiki/Valves

http://en.wikipedia.org/wiki/Uttrakhand

http://en.wikipedia.org/wiki/Rudrapur

http://en.wikipedia.org/wiki/Jagdishpur

http://en.wikipedia.org/wiki/Karnataka

http://en.wikipedia.org/wiki/Bangalore

http://en.wikipedia.org/wiki/Porcelain

http://en.wikipedia.org/wiki/Electronics

http://en.wikipedia.org/wiki/Tamil_Nadu

http://en.wikipedia.org/wiki/Ranipet

http://en.wikipedia.org/w/index.php?title=Boiler_Auxiliaries&action=edit&redlink=1

http://en.wikipedia.org/wiki/Bharat_Heavy_Electricals_Limited#cite_note-10

http://en.wikipedia.org/wiki/Tamil_Nadu

http://en.wikipedia.org/wiki/Tiruchirapalli

http://en.wikipedia.org/w/index.php?title=Seamless_Steel_Tube&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=High_Pressure_Boiler&action=edit&redlink=1

http://en.wikipedia.org/wiki/Uttar_Pradesh

http://en.wikipedia.org/wiki/Jhansi

http://en.wikipedia.org/wiki/Andhra_Pradesh

http://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradesh

http://en.wikipedia.org/w/index.php?title=Ramachandrapuram,_Hyderabad&action=edit&redlink=1

http://en.wikipedia.org/wiki/Bharat_Heavy_Electricals_Limited#cite_note-9

http://en.wikipedia.org/wiki/Uttarakhand

http://en.wikipedia.org/wiki/Haridwar

http://en.wikipedia.org/wiki/Bharat_Heavy_Electrical_Limited,_Ranipur

http://en.wikipedia.org/wiki/Madhya_Pradesh

http://en.wikipedia.org/wiki/Bhopal


2.3 Introduction to BHEL Bhopal

Heavy Electrical Plant, Bhopal is the mother plant of Bharat Heavy Electricals Limited, the largest engineering and manufacturing enterprise in India in the energy-related and infrastructure sector, today. It is located at about 7 kms. from Bhopal Railway station, about 5 kms. from Habibganj Railway station and about 18 kms. From Raja Bhoj Airport. With technical assistance from Associated Electricals (India) Ltd., a UK based company, it came into existence on 29th of August, 1956. Pt. Jawaharlal Nehru, first Prime minister of India dedicated this plant to the nation on 6th of November, 1960. BHEL, Bhopal with state-of-the-art facilities, manufactures wide range of electrical equipments. It’s product range includes Hydro, Steam, Marine & Nuclear Turbines, Heat Exchangers, Hydro & Turbo Generators, Transformers, Switchgears, Control gears, Transportation Equipment, Capacitors, Bushings, Electrical Motors, Rectifiers, Oil Drilling Rig Equipments and Diesel Generating sets.




BHEL, Bhopal certified to ISO: 9001, ISO 14001 and OHSAS 18001, is moving towards excellence by adopting TQM as per EFQM / CII model of Business Excellence. Heat Exchanger Division is accredited with ASME ‘U’ Stamp. With the slogan of “ Kadam kadam milana hai, grahak safal banana hai”, it is committed to the customers. BHEL Bhopal has its own Laboratories for material testing and instrument calibration which are accredited with ISO 17025 by NABL. The Hydro Laboratory, Ultra High Voltage laboratory and Centre for Electric Transportation are the only laboratories of it are in this part of the world.

BHEL Bhopal's strength is its employees. The company continuously invests in Human Resources and pays utmost attention to their needs. The plant's Township, well known for its greenery is spread over an area of around 20 sq kms. and provides all facilities to the residents like, parks, community halls, library, shopping centers, banks, post offices etc. Besides, free health services are extended to all the employees through 350 bedded (inclusive of 50 floating beds) Kasturba Hospital and chain of dispensaries.




2.4 BHEL, a candidate for Maharatna Company

For getting Maharatna status, a company needs to have a three-year track record of annual net profit of over Rs 5,000 crore, net worth of more than Rs 15,000 crore and turnover of more than Rs 25,000 crore. It should also be a listed firm.

"It (to accord Maharatna status to BHEL) is being examined and will be done shortly. BHEL is likely to fulfill that criteria soon," Patel added.

BHEL's turnover was Rs 33,173.34 crore in the fiscal 2009-10. However, the company's annual average net profit was Rs 3,433 crore during the last three years.

Its shares were trading at Rs 2192.5, down 0.05 per cent from the last close at the Bombay Stock Exchange.

Maharatna scheme was announced by the government in December 2009 to give more operational freedom to the top-performing PSUs.

When that several PSUs lack the required number of independent directors on their board, Patel said the positions would be filled up soon.




"Many PSUs have independent director vacancies. The independent director position has to be fulfilled at the earliest and Department of Public Enterprises will make sure that all the position have eminent people," he added.

As per the Clause 49 of the listing agreement between companies and stock exchanges requires companies to have independent directors in half of the board positions.

Some large listed state-run companies do not have the required number of independent directors.

This has impeded the government's effort to divest part of its stake in public sector firms, forcing it to name retired bureaucrats as independent directors.

Out of 47 listed government companies, the boards of 17 companies like Indian Oil, BHEL and SAIL do not have the required number of independent directors," a recent government report had said.

There are 246 Central Public Sector Enterprises in the country, as on March 2009.




BHEL Human Resource Departments

3.1 Introduction

Human resource is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials "HR".

3.2 Description of HR DepartmentsThe Human Resource Department of BHEL , Bhopal is broadly

divide into two Category :-

I.HRDC

II.HRM

I.HRDC (Human Resource Development Centre) :-

The principal objective of training and development division in

BHEL is to make sure the availability of a skilled and willing

workforce to an organization. The training system in BHEL is to

create a smarter workforce and yield the best results.



http://traininganddevelopment.naukrihub.com/organization.html

http://en.wikipedia.org/wiki/Human_resource_management


Human Resource Development Centre in BHEL performs the

following activities:-

1. Apprenticeship Training

2. Faculty Work

3. Vocational Training

4. Induction Training

5. Developmental Training for employees.

II.HRM (Human Resource Management):-

HRM covers the various departments, performing the different

functions, which are as follows:-

1.Establishment

2.Industrial Relations & Welfare

3.Human Resource Systems Development

4.Law

5.Administration

6.Others

6.a Policy

6.b Single Window CellAnkit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



6.c Rajbhasha

6.d Contract Labour Cell

1. Establishment

All the Establishment Matters comes under this department . It

deals with a wide range of activities starting from induction of an

employee till retirement. It includes record keeping of all the

employees & its verification (as per required). For Example;

Sanction of leave , bus pass , higher qualification matters ,

passport , promotions , transfers , social security forms and their

nominations , loans etc.

2. Industrial Relations & Welfare

Industrial Relations is a multidisciplinary field that studies the

employment relationship. It is a bridge between workers and top

management. It focuses on labour relationship which includes

resolving the grievances of the workers. Contract Labour

Administration and Industrial Dispute Cases also comes under it.

BHEL has various labour unions which are actively giving shape

to IR.The main Trade Unions are:-




1.HMS(Hind Majdoor Sangh)

2.INTUC(Indian National Trade Union Congress)

3.KTU(Karamchari Trade Union)

4.CITU

5.AITUC

During all these years, Indian National Trade Union Congress (INTUC) had the monopoly over four other trade unions in the plant.

3. Human Resource Systems Development

It consist of all the functions like:-

a. Staffing (MPP, Recruitment , Placement & Exits)

Understanding & Over staffing reduces the competitive efficiency

of the business. Planning staff levels requires an assessment of

present and future needs of the organization be compared with

present resource and future predicted resources which is

accomplished by Man Power Planning.




Recruitments is an essential & indispensable part of HR which

deals with hiring process, which may be from outside or inside

the company. Internally through transfers, promotions etc. , and

externally through campus selection , written examinations and

interviews etc.

b. Performance Management

BHEL being a very big & widely spread organization which has

large number of manpower. Thus to appraise its performance

need a comprehensive & exhaustive method.

Performance appraisal in BHEL is done in 2 ways:-

Supervisors and Workmen: - ACR (Annual Confidential Report)

Executives: - e – Map

c. New Business Initiative

BHEL have a separate department for new Business technique

which performs various functions like designing SAP , ERP , e-

Map , PCMM etc, exclusively for BHEL.




d. Rewards & Recognition

e. Career Planning

f. Succession Planning

g. Competency Management

h. Compensation Management

i. Communication Systems

4. Law

This Department performs all the legal activities of the BHEL. It

covers:-

Litigation Regarding Service Matters

Arbitration

Court Cases

Legal Advices

Contract Labour Matters

5. Administration




For the welfare of the employees the many other facilities were

provided by the BHEL which is administered very efficiently. They

are as follows:-

Township Administration

Office Administration

Hospital Administration

Sports Administration

Transport




6. Others

There were so many other departments of HR which are working

for the benefits of the employees. It facilitates the information to

the employees, which indirectly encourage the employees to

perform their best. They are as follows:-

6. a. Policy

Policy matters include check on various implementation

processes. It deals with endorsing & distribution of Corporate HR

circulars etc. Many concepts like e-Map, competency mapping ,

HR Software packages (SAP , ERP etc) are its concern areas.

6. b. Single Window Cell

This department facilitates the convenience of work dealt by an

employee who is unable to go to different cell to process his/her

need. So, all the work can be done through a single window or

cell.

6. c. Rajbhasha




Hindi speaking enables proper communication & flow of work

within an organization, where majority of people are Hindi

speaking. BHEL being a governmental organization needs to do

its entire works (as far as possible) in Hindi.

6. d. Contract Labour Cell

BHEL employee structure comprises many workers who are not

the employees of it. They are working on contract basis. A large

chunk of work is done by them thus they are very crucial to the

organization. It can be of two types:-

a) Job Contract- Registered Societies of contract labour supply

this kind of labours.

b) Work Contract – These are brought on temporary basis on

fixed priced order value by the contractor.




3.3 Functions of Some HR Departments

1.Recruitment Department

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.

The stages in recruitment include sourcing candidates by advertising or other methods, screening potential candidates using tests and/or interviews, selecting candidates based on the results of the tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role effectively.

2.Manpower Planning Department

Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows:

1. Analysing the current manpower inventory 2. Making future manpower forecasts

3. Developing employment programmes



http://en.wikipedia.org/wiki/Advertising

http://en.wikipedia.org/wiki/Employment_agency

http://en.wikipedia.org/wiki/Recruiter

http://en.wikipedia.org/wiki/Employment


4. Design training programmes

3.Promotion Department

A promotion is the advancement of an employee's rank or position in an organizational hierarchy system. Promotion may be an employee's reward for good performance i.e. positive appraisal.

Before a company promotes an employee to a particular position it ensures that the person is able to handle the added responsibilities by screening the employee with interviews and tests and giving them training or on-the-job experience.

A promotion can involve advancement in terms of designation, salary and benefits, and in some organizations the type of job activities may change a great deal. The opposite of a promotion is a demotion.

4.Transfer Department

A transfer is a lateral move to a position in the same classified pay range (classified position) or to a position with comparable duties and responsibilities (non-classified positions).

5.Policy Department



http://en.wikipedia.org/wiki/Demotion

http://en.wikipedia.org/wiki/Hierarchy

http://en.wikipedia.org/wiki/Rank_order


A policy is typically described as a principle or rule to guide decisions and achieve rational outcome(s). The term is not normally used to denote what is actually done, this is normally referred to as either procedure or protocol.

Whereas a policy will contain the 'what' and the 'why', procedures or protocols contain the 'what', the 'how', the 'where', and the 'when'. Policies are generally adopted by the Board of or senior governance body within an organization where as procedures or protocols would be developed and adopted by senior executive officers.

A Policy can be considered as a "Statement of Intent" or a "Commitment". For that reason at least, we can be held accountable for our "Policy"

3.4 Levels of Employees




Executive Category:

E1 Engineer/Executive Trainee

E1A Engineer/Executive /Officer

E2 Sr.Engineer/Executive /Officer

E3 Deputy Manager

E4 Manager

E5 Sr.Manager

E6 DGM

E6A Sr.DGM

E7 AGM

E8 GM

E9 Executive Director

Supervisors Category:

S1 Assistant Engineer Grade 2

S2 Assistant Engineer Grade 1

S3 Deputy Engineer

S4 Additional Engineer Grade 2




S5 Additional Engineer Grade 1

S6 Sr.Additional Engineer Grade 2

S7 Sr.Additional Engineer Grade 1

Workers Category:

A1/B1 Unskilled Labours/Attendant

A2/B2 Semi-Skilled Labours

A3/B3 Artisan Grade 4




A7/B7 Technician

A8/B8 Sr. Technician

A9/B9 Master Technician

A10/B10 General Technician

A11/B11 Chief Technician




3.5 Organizational Hierarchy




3.6 Human Resource Practices in

BHEL

1. Ensuring a Safe, Healthy and Happy Workplace

.In BHEL there is a system to capture the needs of employees

through Employee Perception Surveys on environmental

factors which are followed up by in-depth analysis, focused group

discussions and interactions with workforce so as to improve

their work environment. A full fledged WEX department functions

along with HR department to bring about these changes. They

have very recently introduced ESS which online captures such

requirements of employees on a Companywide bases. BHEL has

embarked upon a massive modernization of its offices to suit the

new age style of functioning

2. Creating an atmosphere of openness and knowledge

sharing- creative communication

To promote transparency BHEL has incorporated “MECOM”

(Management Employee Communication Meeting), at its Bhopal

unit. This plan entitles each worker to a presentation which

facilitates open communication among workers and the senior




management. This unique practice welcomes free criticism,

appreciation, complaints and feedback from one and all.

BHEL intends to bring about a revolutionary change through the

incorporation of its new concept “MECOM”. BHEL’s initiative is a

step towards understanding the organization at every level of

management. It identifies the importance of its people and how

people are its greatest assets which will finally take the

organization to greater heights. Through this initiative, it seeks to

strengthen the character of disclosure and transparency so that

there is an unrestricted flow of information, which will create a

conducive atmosphere for employee as well as organizational

growth.

There are ship councils, canteen committee, township committee

etc to promote sharing and soliciting employees’ ideas. There are

specifically dedicated knowledge management portals, a full

scheme on developing “ knowledge workers’, a ‘Mentoring

scheme’ , a ‘multi-skilling’ scheme; where sharing is done on a

very continuous basis.

3. Developing an atmosphere of Performance linked

payments




BHEL Reward performance through a very well documented

Reward Scheme that rewards both individual and group

performance and certainly there are no rewards below a certain

level of performance. They have introduced a PRP scheme

based on which the employees are paid bonus linked to their

performance. There are many other schemes like IMPRESS and

an IPR (Patent) scheme that reward excellence in performance.




4. Fair Evaluation System for Employees

BHEL e-MAP system ensures all the parameters of fair Evaluation.

All executives and supervisors are mapped through their

balanced score cards. The measurement is not only of

performance but also that of quality of performance. We at BHEL

tend to measure behavioral traits too for identifying futures

leaders and specialists. The whole process provides effective

feedback leading to discussions and improvements. There have

been continuous improvisations in this scheme for better and just

evaluation.

5. Getting the right person in right time

BHEL has been the first PSU to introduce an online system of

recruitment even at artisan level. This has ensured a very quick

yet transparent system of recruitment, they announce the results

the next day of written test or interview and today this stand as a

bench mark process amongst PSUs. They have gone into

exercises of identifying the core and non core areas for

recruitment, effective redeployment of existing manpower

through retraining. They have retainership scheme for retaining

the expert manpower much needed in the organization. Thus in




BHEL we have been exploring all the resources to get the best

person in time and for the right job.

6. Training and development:

BHEL have invested hugely here. They have specially designed

focused training programmes at executive, supervisor and

worker level inductees. A full fledged system is in place to

identify the training needs of existing employees. Multi-skilling

with a host of behavioral training programmes forms the back

bone of our training objectives. BHEL mentoring scheme takes

special care of their endeavors like LEAN, DTC , 6 sigma, 5S have

been introduced through extensive training

6. Compensation and benefits :

BHEL have been extremely good when it comes to pay packages

and benefits. The recent wage revision has led to a very

handsome increase in salary of workers. Insurance coverage,

death relief, medical care , township facilities, parks, schools,

colleges, community centers, holiday homes, education fees,

libraries, various allowances, places of worship, extensive sports

club, swimming pool, Yoga Centre, cooperative societies etc. are

all various benefits that ensure at BHEL.




7. A culture of Continuous Improvement – The PCMM

model and SAP for HR

BHEL have introduced a model called PCMM (People Capability

Maturity model) for continuous improvement of HR practices. The

model is based CMM model practiced in software industry and

BHEL is first PSU to introduce this model for HR practices. This

shall hels in establishing the best form each HR practice and that

too uniformly across the organization. BHEL have introduced SAP

for HR function and HR deliverables are now sourced through SAP

only.

8. Care

Swasth Karamchari Yojna




Gantt Chart for Social Security Welfare System of BHEL




Gantt Chart for Performance Appraisal Project




I. Study on Social Security & Welfare Schemes in BHEL

1.1 Introduction

Social Security is one of the fundamental needs of the day.

Freedom and security against economic risk is the minimum that

must be secured in under developed economies as early as

possible.

In the view of International labor organizations, “Social Security

is that security which a society furnishes through

appropriate organization against certain risk to which its

members are exposed”.

Social security is primarily a social insurance program providing

social protection or protection against socially recognized

conditions. It is a collective name for those measures, which a

society has provided to meet such contingencies .The earning

power of the workers may be affected by sickness, maternity,

invalidity, employment injury, old age and death. It is not

possible for workmen individually to make adequate provisions




against these risks. Therefore, the benefits of social security are

admissible to all.

Some important schemes for the “Social Security” of the workers are as follows:-

Group Saving Linked Insurance Scheme (GSLIS) Death Relief Fund (DRF) Employee Deposit Linked insurance (EDLI) Group Insurance Scheme (GIS) The payment of Gratuity Act, 1972 The employee’s family pension scheme Provident Fund

1.2 Welfare

Dictionary meaning of welfare is exemption from calamity or

enjoyment of health or prosperity. In other words welfare means

people’s health, happiness or comfort.

According to international labor organization “Workers welfare

should be understood as meaning such services, facilities and

demenities which may be established in, or invicinity of an

undertaking to enable the persons employed there to perform Ankit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



their working healthy congenial surrounding and provides all

voluntary acts by employer aimed at improvement and

betterment of workers social moral and social economic and

intellectual conditions.”

According to Royal Commission of labor “The term welfare, as

applied to the industrial worker, is one which most necessarily is

elastic, bearing somewhat different interpretations in the degree

of industrialization of workers.”

1.2.1 Welfare Schemes in BHEL

In compliance with the provisions of the factories Act 1948, BHEL

Bhopal has undertaken a number of welfare measures for the

welfare of its employees and their family members. The various

statutory & non statutory welfare measures are discussed as

below:-

1.2.1.1 Statutory welfare scheme




1. Washing facilities: - Washing facilities like soap, cleaning

powder are being provided for the workers at their work

place.

2. Facilities for storing: - In all the manufacturing blocks as

well as in all annexes, the employees have been provided

with cupboard/almirahs to keep their personal belongings.

3. Facilities for sitting: - Workers have been provided with

suitable sitting facilities while worker may find a pause to

rest.

4.First-aid & Ambulance room: - As on date 158 first-aid

boxes have been provided to manufacturing blocks/annexes,

canteens. These boxes are kept with employees having

knowledge of first-aid procedures with training n medical

care being provided to them of and on . The contents of

these boxes are periodically checked and filled in as and

when necessary.

5.Canteens: - there are 03 works canteen at present pulse

one staff canteen catering to the needs of employees. Ankit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



Besides these, one canteen is functioning in Hospital for the

patients. These canteens supply Meals, tea, coffee, snacks,

and sweets. In works canteen No.3 special provision for

women employees has been made for their meals, snacks

etc.

6.Crèche: - Adjacent to works canteen No.3 there is provision

for crèche. Children up to the age of 6 years of the working

mother are kept from 7.00 am to 5.00 pm. Provision is made

for fruits, biscuits, milk, meals to these children. Presently

about 30 children have been accommodated in the crèche.

7.Shelter, rest rooms and lunch rooms: - Both in works

canteen and in staff canteen suitable arrangements have

been made for workers who bring meals with them.

8.Labour welfare Officers: - Under Human Resources

Management Division 12 welfare offices and 16 labour

welfare supervision are functioning to look after the welfare

of employees.




1.2.1.2 Non- Statutory Welfare Scheme:

1.Educational facilities: - In BHEL Township there are four

Hr. Sec. Schools functioning under BHEL Education Society.

Two colleges and a nursing college are also functioning in

the township.

2.House accommodations: - All employees (100%) have

been provided with residential accommodations. BHEL

Bhopal has also allotted land to their employees who have

constructed their own house.

3.Medical facilities :- BHEL Bhopal has a well – equipped

Kasturba Hospital along with four peripheral dispensaries in

each of its four townships plus one occupational health

center in the factory premises; equipped with necessary

health facilities & infrastructure. Employees and their

dependents are given free medical treatment. A highly

subsidized contributory health scheme exists for retired

employees. Kasturba Hospital is a 400 bedded hospital with

nearly 88 doctors and 91 nurses and with a staff of over 285




employees. Besides the regular employees numbering

8000+, Other beneficiaries include nearly 42000 dependents

and 14000 retired employees. Some of the most

sophisticated surgical procedures in the field of Cardiac and

neurocare, complex orthopedic, operations like knee and hip

surgeries are being done.

4.Uniforms :- BHEL provides to all categories worker uniforms

clothing along with safety shoes.

5.Different Social/ Cultural Associations :- For the social

and cultural activities of the residents of BHEL township,17

cultural associations like Malayalee Association, Tamil

sangam, Bangla Sanskritik Parishad, etc. exist.

Infrastructural support by way of accommodation, water,

light is provided by BHEL.

BHEL is having a number of clubs for their employees viz.,

for executive (BHEL SENIOR CLUB), for supervisor (ATA

CLUB) and for workers (AGA CLUB). Yoga center are there

where yogic exercise are being given by the trained teachers

for the benefits of the employee and their family member.




6.Parks: - 19 parks are being maintained in the township.

7.Sports Activities: - To promote sports activities BHEL

management has provided for one huge sports complex

(including a sports stadium and golf course). Facilities for

almost all sports and games are provided (both indoor and

out-door).A sports Authority has also been established to

look after such facilities, inter-unit tournaments etc. This

sports complex is NIS certified.

8.Community Centers : BHEL has many community halls in

BHEL township which provides following facilities:

Library: Library / reading room where national/ local news

are provided free of cost.

Games: Both indoor and outdoor facilities are available for

the benefits of employees and their family member. By

charging very nominal; charges of Rs.2/- to RS.5/- pre person

per game.

Marriage hall: BHEL Township is providing the facilities of

solemnizing the marriage of the sons/ daughters of their

employees. This facility is available at very nominal charges.




9. Public Grievance Cell: To redress the Grievances of the

inhabitants of BHEL Township, Shopkeepers etc. a Public

Grievance Cell is functioning at Town Administrative Office

and HOD of the township heads this cell. The objective of

this cell is to look into the grievances of the complainants

and resolve amicable solutions.

10. Tree Plantation: BHEL Bhopal is very conscious of its

surroundings and environment. BHEL Town Ship and factory

is well known for its greenery. Every year a large number of

saplings are planted in the month of August. The plantation

drive continues almost throughout the year. On an average,

15,000 saplings are planted every year.

1.3 Statutory labor welfare facilities

Statutory Facilities are those, which are provided by law. There

are compulsory facilities. Every concern has to make

arrangement of such facilities so that worker can do the work

without problem. These facilities are important for every

organization for improving health and for providing safety to the




worker. Some of the important health, welfare and safety

provisions are given under factories act 1948. Some important

facilities are:-

Cleanliness

Drinking Water

Proper lighting

Bath Rooms facility

Medical facility

Shelter , restroom and lunch rooms

Washing facilities

Crèches

Disposal of waste and effluents

spittoons




1.4 Non Statutory labor welfare Facilities

Non-statutory facilities are those facilities, which are not

prescribed by law. These facilities are provided by the

management to the workers for avoiding labour turnover and

absenteeism and for giving maximum satisfaction & job security

to them some of the non-Statutory facilities are as follow:

Conveyance facility

Education facility

Housing facility

Loan and advance facility

House rent allowance (H.R.A)

Leave travel allowance (L.T.A)

Recreation facilities

1.5 Objectives of the Study

The main objectives of the study are as follows:-

a) To know about the Social security schemes and policies

followed by the company.

b) To know about the Welfare Schemes of the company.




c) To gather the information about the structure of the schemes

in BHEL.

d) To gather the information about the process of implementation

of the schemes in BHEL.

e) To know about the rules and regulations followed by the

company for various policies and schemes.

f) To know about the effectiveness of the schemes for both the

employees and the organization.

2.1 Social Security Schemes in BHEL

BHEL Bhopal has undertaken a number of Social security

Schemes for the Security of its employees and their family

members. In compliance with the provisions of the factories Act

1948, The workmen’s Compensation Act 1923, The employees

Provident Fund Act, The payment of Gratuity Act and others. The

various Social Security Schemes in BHEL are discussed as below:-

2.1.12 Group Saving Linked Insurance Scheme (GSLIS)2.1.13 Death Relief Fund (DRFS)2.1.14 Employee Deposit Linked insurance (EDLI)2.1.15 Group Insurance Scheme (GIS)2.1.16 Group Personnel Accident Policy(GPAP)2.1.17 Gratuity




2.1.18 The employee’s family pension scheme2.1.19 Provident Fund2.1.20 Earned Leave2.1.21 Retired Employees' Contributory Health Scheme2.1.22 Act: The workmen’s Compensation Act, 1923

2.1.1 Group Saving Linked Insurance Scheme

The BHEL Group Savings Linked Insurance Scheme which effect

from April 1987 provides an insurance cover for all the regular

employees and promotes savings to provide financial assistance

to the employees / beneficiaries at the time of retirement or

insurance cover in the event of death while in service. This

scheme is applicable to all the full time / regular employees

between the age of 18 and 60 years borne on the pay rolls of the

Company and drawing pay in the salary grades of the Company.


The assurance which shall be effected on the life of each member

is for the sums assured as under:

Category - Salary Grade

wise

Sum Assured (Rs.)

AI/BI to A VI/B VI grades, S- 10,000/-




0, all temporary employees

recruited against regular

vacancies either on daily

rated wages or on

consolidated wages .

AVII/BVII to AXI/BXI,

SA1/SB1 to SA3/SB3, Jr.

Executives

20,000/-

E1 to E4 and other

equivalent grades

40,000/-

E5 and above. 80,000/-

2.1.1.2 Premium Per Month. (In Rs.)

Sum

Assured

Monthly

Premium

Risk

Portion

Savings

Portion

10,000/- 13.50 5.00 8.50

20,000/- 27.00 10.00 17.00

40,000/- 54.00 20.00 34.00

80,000/- 108.00 40.00 68.00




The Risk Portion will be borne by the Company and the Savings

portion will be contributed by the employee.




2.1.2 Death Relief Fund (DRFS)

The BHEL Employees Death Relief Fund Scheme / Death Relief Scheme give monetary assistance to the

families of the members who die while in service of the company. Scheme covers all categories of

employees who have voluntarily enrolled themselves as members of the scheme. The scheme is

administered by a committee formed by respective unit management.

Category Contribution amount per employee

All Employees Rs.5/per death

All Employees have to pay Rs.5/- for each death during the

corresponding month. The amount is deducted from the Salary

of the employee every month.

2.1.3 Employee Deposit Linked insurance (EDLI)

BHEL Employees’ Deposit Linked Insurance Scheme is a Group Insurance scheme operating with Life Insurance

Corporation of India. This scheme is in lieu of the statutory EDLI scheme 1976 which is applicable to all the Provident

Fund subscribers. The scheme is applicable to all the full time regular employees between the age of 18 and 60 years

on the pay rolls of the company and drawing pay in the salary grades of the Company.





This policy confers a uniform cover of Rs. 1,32,000/- to all

categories of employees of the company and is applicable to all

employees of the company covered under Group Insurance

Scheme.

Category Assured Amount

All Employees Rs.1.32,000

2.1.4 Group Insurance Scheme (GIS)

The BHEL Employees Group Insurance Scheme one year renewal

term assurance plan presently with Life Insurance Corporation of

India provides graded insurance cover. The scheme is applicable

to all the full time regular employees between the age of 18 and

60 years on the pay rolls of the company and drawing pay in the

salary grades of the Company.





The assurance which shall be effected on the life of each member

wef 1/11/2007 is as follows:

Grad

e

Category and Salary Grade Sum Assured

(Rs.)

A AI/BI to AVI/BVI grades, S-0, all

temporary employees

recruited against regular

vacancies either on daily rated

wages or on consolidated

wages.

2 Lakhs

B AVII/BVII to AXI/BXI & SAI/SBI

to SAIII/SBIII, Jr. Executives

4 Lakhs

C E1 to E4 and other equivalent

Grades.

7 Lakhs

D E5 and above 10 Lakhs




2.1.5 Group Personnel Accident Policy (GPAP)

The scheme is applicable to all the full time regular employees

between the age of 18 and 60 years on the pay rolls of the

company and drawing pay in the salary grades of the Company.

This Policy is meant to cover accidentally caused body injury due

to external reasons except natural deaths, death due to disease

and suicide. The term ‘Accident’ has a wide connotation. The

death/injury need not occur only in connection with an official

duty in order to be eligible for compensation. The cover will be in

force anywhere in the world.

This policy started from the year 2002 and currently it is in tie up

with the ICICI LOMBARD.




2.1.5.1 ICICI LOMBARD

These tie ups changes every year and the span of the policy is

from July to June. In the Previous year it is tied up with TATA AIG.

During the financial year (July2101-June2011) company paid a

premium of 72 lakhs Rs. for 46224 employees (all

employees of BHEL.)

2.1.5.1.1 The compensation available is as follows:

1.Full sum insured in case of death due to accident.

2.Prescribed percentage of sum insured in case of loss of limbs

resulting in partial or total disablement.

3.Cover for total temporary disablement will covers inability to

attend office on account of all types of injuries on the advice

of the Doctor @ 1%(One percent) of Sum Insured (limited to

Rs 5000.00) per week for absence in excess of eight weeks.

Prorata payment will be made for part of the week, if

applicable.




2.1.5.1.2 The coverage for employees posted at sites and

other than at sites is as

follows (Rs.in

lakhs)

Sl.No.Category

Other than

site

employees

Site Category

A B C

1

Executives including

Executive Trainees /

Supervisors in Executive

Grades

5.00 10.00 12.0015.0

0

2Supervisors & Workers in

Supervisor Grades 4.00 8.00 10.00

12.0

0

3 Supervisor trainees,

Employees in Worker

Grades, temporary

employees recruited

against regular vacancies

either on daily rated

3.00 6.00 8.00 10.0

0




wages or on consolidated

wages

All foreign sites will be treated as Category C sites.

2.1.5.1.3 Process

STEP 1- Intimation of the accident of the employees is given to

the agency by the company.

STEP 2- Filling of claim form personal accident insurance which

contain:-

Incident report

FIR(accident cause outside of campus and death whether inside

or outside of campus)

Leave certificate

Sickness certificate

Treatment papers




Discharge certificate

In case of death:

FIR

Death certificate

Post mortem report

STEP 3- This filled forms is sent to the agency for cross

checking .Agency have their own medical officer who cross check

the disability percentage in case of injury.

STEP 4- If everything is satisfied then the company pays the

capital insured amount within 3-4 month.

2.1.6 Gratuity

Gratuity means a small sum of money given to a person as a

reward for good service. This rule recognizes the employee’s

service by the management. It is provided only when an

employee complete minimum of 5 years of service in the

company & in continuation. Gratuity thus mainly depends on the

number of years in services & monthly wages.

2.1.6.1 Gratuity Calculation:




Gratuity = [(Basic +DA+ Service Wt. )* Length of Service

* 15 ]

26

Gratuity is received only when an employee willingly resigns or

retires. Its maximum limit is up to Rs.10,00,000/- (lumpsum

amount).

The ceiling limit of gratuity amount payable in case of death of an employee are as follows:

A. during the first

year of service

2 months'

emoluments

B. after one year but

before 5 years of

service

6 months'

emoluments

C. after completion

of 5 years but

before 20

years of service

12 months'

emoluments




D. service of

20 years

Half a month's

more emoluments

for completed half

year of qualifying

service subject to

a maximum of 33

times the

emoluments

provided the

amount of death

gratuity shall in

no

case exceed

Rs.3,50,000/-.

2.1.7 The Employee’s Family Pension Scheme




Employees' Pension Scheme-95 came into effect from 16.11.95.

The Employees' Pension Scheme-95 has been conceived as a

Benefit defined Social Insurance Scheme formulated following

actuarial principles for ensuring long term financial sustenance.

In BHEL Employees' Pension Scheme-95 is followed. Here the

pension schemes include monetary benefits of Rs.1500-2000 per

month as per the grade of the employee.

8.33% of pension is given out of 12% and rest of the amount is

transferred to the Provident Fund Accounts of that employee.




2.1.7.1 Calculations:

Let us take an example of employee having salary of Rs.1000/-

per month then,

Employee contribution of 12% equals 120

Employer contribution of 12% equals 120

Now 8.33% of 1000 equals 83

And, 120-83 = 37 So,

Fund For Pension

Rs. 83/- (Employer Contribution)

Fund For PF(Provident Fund)

37 + 120 = Rs. 157/-

where 37 is employer & 120 is employee contribution.

NOTE: Pension doesn’t exceed Rs.6500/-

For Example:-




If employee salary :- Rs. 20,000/- p.m.

Employee & Employer contribution of 12% is :- Rs.2400/-

8.33% of 20,000 is 1666 but it doesn’t exceed 6500 so 541 goes

to the pension fund

i.e. Pension Fund = Rs. 541/-

Fund For PF(Provident Fund)

2400-541 = 1859

1859 + 2400 = Rs. 4259/-

Where 1859 is employer & 2400 is employee contribution.

2.1.7.2 Benefits

Newly introduced Employees' Pension Scheme-95 provides for

following benefit package:

1. Pension for life to the member, on

superannuation/retirement and invalidation.

2. To the members of the family upon death of the member:

a. Pension to Widow/Widower for life or till re-marriage.




b. To children/orphan, two at a time additionally upto 25 years

of age simultaneously with widow/widower pension.

c. Children/orphan with total and permanent disability shall be

entitled to payment of children pension or orphan pension as

the case may be irrespective of age and number of children

in the family.

d. Facility for payment of pension to nominee in the event of

member who is unmarried or without any eligible family

member to receive pension, and

e. Facility for payment of pension to dependent father/mother

in the event the member dies leaving behind no eligible

family members and no nomination by such deceased

member exists.

2.1.8 Provident Fund

It is that fund (pension fund) in which a monthly sum is set aside

for an old age pension. Employee Provident fund is that amount

of money which is deposited by every employee in the company

during the services, so that invested amount could be withdrawn




after retirement. Thus it is a very crucial part of each & every

employee’s salary.

CPF which is Company Provident fund is the fund where money of

employee is invested every month & thus it goes to the

companies account. Thus company also gives some amount of

money from its own side which is equivalent amount as that of an

employee contribution. Thus PF is a joint investment of both the

company & its employees.

2.1.8.1 Provident Fund Calculations

Provident Fund = [12%(Basic salary + DA)per

month] + [Equivalent amount by the company]




Interest on PF is also given which is in the range of 8 to 8.5%

currently. Provisions like withdrawals can be made use of this

scheme, like:

1. Temporary loan – marriage of dependents

2. Permanent withdrawal – own marriage, marriage of children ,

construction or purchase of house & other properties .

This withdrawal can be made only once.

Before 1 year of retirement, 90% of total PF amount can be

withdrawn. Thus in case of any need ,one can be safe & secure

with the money of PF. PF is a compulsion and is provided to all

employees.




2.1.9 Earned Leave

Earned Leave is defined by the BHEL , as it is related to the number of years of service put in by the employees as

under:-

No. of complete years of

service

Entitlement of earned leave

per annum(days)

Upto 5 yr 22

Above 5 upto 10 yr 24



Above 20 yr 30

On retirement, the remaining earned leave (taken in account of

full service years) of the employee is paid by the last basic

salary. If the employee wants to withdraw the money of Earned

Leave during the period of the service than company pays for the

Earned Leave as :-




Earned leave = (Basic of one day ) * Number of Earned Leave

employees required ( remaining earned leaves from previous

year)

On Retirement the earned leave is paid as:-

Earned leave = (Basic of one day) * (Total number of

remaining earned leave in employees service)




2.1.10 Retired Employees' Contributory Health Scheme

This scheme shall be known as 'BHEL Retired Employees'

Contributory Health Scheme' effective from 1st Nov., 1985. The

scheme is intended to extend medical cover to the retired BHEL

employee and his/her spouse and spouse of an employee who

dies while in service. This scheme is applied to all the categories

of BHEL retired / deceased employees i.e , Regular employees

who retired from service on attaining the age of superannuation

after rendering a minimum of 5 years continuous service in the

Company.

A nominal amount has to pay by the employee and for his/her

spouse per year and he/she is eligible to get all the medical

facilities , treatments , medicines without any charge.

2.1.10.1 Sample Forms (to be filled by employees)

Below are the sample forms to be filled by the employees for

Social Security. Employees have to filled up these forms during

the joining of their services. So as to gather the information

about their personal profile, family, nominations and others.

FORMS are as follows:-

1. BHEL GROUP SAVING LINKED INSURANCE SCHEMEAnkit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



2. BHEL EMPLOYEES GROUP INSURANCE SCHEME AND

EMPLOYEE DEPOSIT LINKED INSURANCE

3. GRATUITY NOMINATION

4. PROVIDENT FUND

5. NOMINATION FOR DEATH RELIEF FUND

2.1.11 Act: The workmen’s Compensation Act, 1923

The Workmen's Compensation Act, 1923 is one of the important

social security legislations. It aims at providing financial

protection to workmen and their dependants in case of accidental

injury by means of payment of compensation by the employers.

2.1.11.1 Main Provisions

Under the Act, the State Governments are empowered to appoint

Commissioners for Workmen's Compensation for;

(i) Settlement of disputed claims,

(ii) Disposal of cases of injuries involving death, and

(iii) Revision of periodical payments.




2.1.11.2 Compensation

In case of death the minimum amount of compensation fixed is

Rs 80,000 and Rs. 90,000 in case of permanent total

disablement. The existing wage ceiling for computation of

maximum amount of compensation is Rs. 4000. The maximum

amount of compensation payable is Rs. 4.56 lakh in the case of

death and Rs. 5.48 lakh in the case of permanent total

disablement.

2.1.11.3 The process of providing “The Workmen’s

Compensation” in BHEL

When an accident takes place in BHEL, it is judged on the basis of

severity i.e. Major or Minor accident or Near Missed Case. Then

Cases of disability is checked as:

Total Temporary Disability: When the part of the person

following an accident is

temporary disabled and can be recovered or healed. Such

Disabilities are termed as Total

Temporary Disability.




Total Permanent Disability: When the person following an

accident is permanently

disabled and cannot be recovered or healed. And cannot be used

further in the factory,

then such disabilities are termed as Total Permanent Disability.

Partial Permanent Disability: When the part of the person

following an accident is

permanently disabled and cannot be recovered or healed. Such

Disabilities are termed as

Partial Permanent Disability.

2.1.11.4 The Claim process

• Accident report

• Committee

• Amount of Compensation

2.1.11.4.1 Preparation of Accident Report and

Compensation Amount:-

Accident report is prepared by referring the Workmen’s

Compensation Act. 081 2000 ISO1778 (E-15 0995K)




Case:

1. If Doctor Advice rest for 28 days or above then consider

number of leaves as such.

2. If Doctor Advice rest for less than 28 days then deducts 3 days

payment.

2.1.11.4.2 Procedure

1. Fill up the primary accident form.

2. Issue of sick leave with medical certificate by doctor.

3. Setting of enquiry officer team.

a. Enquiry officer.

b. Safety.

c. Human resource.

4. Enquiry teams check the accident place and prepare the

report by taking in consideration of the statement of eye

witness.

5. Report is prepared about –

About the work worker is performing during injury.

Whole incident about accident.

Reason of occurrence.

Measure to stop or avoid the accident.




6. Approval of report by :

HR,

Law,

Finance, and

HODs

7. HMC(Half Monthly Compensation ) , Lumsum Payment according to injury , Earned leave Payment is done.

8. The details of payment copy goes to the labour court where labour court asks the employee about the satisfaction level with the payment done to him/her in the presence of witness.

9. If everything is satisfactory then the case is closed.

10. Otherwise court gives the letter to the BHEL about the dissatisfaction of the employee and further proceedings were takes place.

3.1 Live Case Handling in BHEL

There were 2 live cases studied in BHEL, related to Social

Security they are :-

1. Accident Case

2. Death Case




3.1.1 Accident case

Consider a case of Mr. XYZ. (Name hidden for security reasons)

Accident Date: 9/1/2011

Re-Joining Date of Factory: 25/2/2011

10/1/2011 – 24/2/2011 :- 46 days

Age:- 25 years

Injured during working hours causing fracture in palm with 4% permanent disability.

A procedure followed by BHEL:

Amendments rules 08/2000/s0/778(e-150995k)

3.1.1.1 Rules of half monthly compensation (HMC)

Calculation:




1. Annual Salary = 189756

Average Salary = Annual Salary/12 = 15813

25% of Average Salary = 3953.25

2. Taking pay of 15 days-

3953·25 ÷15=263·55 (pay for one day.)

For 46 days-

Half monthly compensation-

263.55×46=12123·30 or 12123

Rs.12,123/- is paid as HMC.




3.1.1.2 Rules for Earned Leave Calculation:

According to personal manual S.No (02/1998)

(S.No/AA/KA/C/H/1/12 FEB 1998)

NOTE: It is applicable only for 90 days leave for more days

approval has to be taken by higher authority.

1.Earned leave for one month-

Basic + DA = 11,700+5031

= 16,731

2. 16,731 ÷ 30 = 557.70 (pay for one day)

557.70 * 46 = 25,654 (for 46 days)

3. 25654 – 12123 = 13,531(disability payment for earned

leave)

It means Half Monthly Compensation +Earned leave

= total payment.

= 25,654




Rs.25,654/- paid for earned leave.

3.1.1.3 Rules for Lumsum Payment:

Detail accident report is given to the doctor for examine.

Doctor provides the percentage of disability of worker.

Rs.8000/- from 31 may 2010(before it was Rs.4000/-)

Compensation Monthly Wage

4% of injury found in this case.

AGE FACTOR- Factor for working out lumsum equivalent of

compensation amount in case of permanent disability and

death.

In this case age is 25 which equals 216.14.

Payment is done as-

Monthly Wage * Age Factor * Disability percentage ÷ 100

Here ,

8000 * 216·91 * 4 ÷ 100 = 69411·20

69411·20 – 12,123 (Half Monthly Compensation) = 57,288

Rs.57,288/- is paid as Lumsum Payment.




3.1.2 Death case

Consider a case of Mr. XYZ. (Name hidden for security reasons)

Date of Birth:- 14/7/1955

Death Date:16 /3/2011

Mode of Death :- Road Accident

Place of Death :- Near Jublee Gate of BHEL

Case date of Duty attended :- 16/3/2011

“Family members Information”

1. Wife :- 100% nomination in every scheme

2. 4 son 1 daughter (2 son were less than 25 yr.)

AMOUNT PAID

GPA :- 4lakhs

Death Relief :- Rs. 45 , 485/-

GIS :- Rs.40,000/-

EDLI :- Rs. 1,20,000 /-




GSLIS :- Rs. 25,000 /-(More compensation due to

death)

CPF :- Rs.10,57,015/-

Gratuity :- Rs. 9,48,409/-

Leave Earned :- Rs. 3,40,845/-

3.2 Findings of the Study

BHEL follows the Social Security & Labour Welfare Schemes very

effectively & efficiently. The Timeframe provided by the BHEL to

give the compensation to their employees at the time of

Accidents & Death cases is very less.

BHEL Personnel procedures and information regarding internal

circulars etc. were communicated to the workers at the right time

and it is be easily available. The relation between the

management and employees was found quiet cooperative and

constructive in nature. BHEL employees were very satisfied with

the current Schemes.




Successfully following the Social Security & Labour Welfare

Schemes in BHEL increases the overall efficiency as :-




3.3 Suggestions

1. LCDs in office flashing the current updates and the BHEL turn

over and assets update and current stock rate.




2. Uniform off Day on Friday.

3. BHEL Office Bus for the employees and extra facility for the

employees doing over time & working late hours.

4. Providing Coupons (such as , McDonalds , Dominos, Pizza

Hut ,Big Bazaar , Reliance Fresh , etc.) in the end of the month

for the employees who are coming to the office/work area at right

time. Amount of coupons are according to the number of days

they are punctual and at the right time. This acts as the

motivation tool for the employees to come at the right time in the

office/work area.

5. Installation of automatic tea and coffee machines and cold

drink machines in BHEL.

6. Some management games should be played among the

worker in the recreation hall, in this way their will be better

coordination among employee and worker.

7. I had observe in the Gas Plants of BHEL, that proper ventilation

was not there and the environment was very dusty which is not

good from the point view of worker’s health. Thus, I recommend

that management should consider it properly so that the

atmosphere of these workshops could not effect negatively on

employees health by introducing Electro Static Preceptor (ECP).




3.4 Conclusion

Every activity has its purpose or an objective behind it. Thus the

efforts made were directed towards the achievement of its

purpose. This project help in gaining experience and acquiring

certain knowledge about the company, Human Resource

Management practice in an organization like BHEL which is one of

the industries in India and one of its own kinds. It has helped to

correlate the subject taught in class and the way it is practiced at

the site.

I would like to conclude that all employees are provided with

Social Security measures and employee benefit schemes which

play an important role in raising their efficiency and in turn

increases the production level.

This project has helped to study Social Security & Welfare

Schemes and processing of various cases in the Human Resource

Department of BHEL, Bhopal. It was found that most of the




employees are well aware of the procedures and policies and are

satisfied with the present system of dealing with the cases.

Hence, handling of Social Security & Welfare Schemes is quite

effective in the company.

II. Analysis of Performance Appraisal System in BHEL

1.1 Introduction

A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor.

A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization.

Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone.

People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity of the same work on the same job being done by two different people. Performance appraisals of Employees are necessary to understand each employee’s abilities, competencies and relative merit and worth for the organization. Performance appraisal



http://en.wikipedia.org/wiki/Productivity

http://en.wikipedia.org/wiki/Career_development

http://en.wikipedia.org/wiki/Supervisor

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Project_triangle

http://en.wikipedia.org/wiki/Evaluation

http://en.wikipedia.org/wiki/Employee

http://en.wikipedia.org/wiki/Job_performance


rates the employees in terms of their performance.

Performance appraisals are widely used in the society. The history of performance appraisal can be dated back to the 20th century and then to the second world war when the merit rating was used for the first time. An employer evaluating their employees is a very old concept. Performance appraisals are an indispensable part of performance measurement.




1.2 Objectives of Performance Appraisal

The Employee’s ability, potential and performance are judged in the appraisal process. It is being tested that whether employee meets the declared objectives and how far the decided parameters are justified.

The factors like Quality of work, Cost Effectiveness, Process Orientation, Contribution to the Group and Objective being met are analyzed in the process.

The Objective of Appraisal system is to analysis the effectiveness of the employee in performing his/her job successfully or in an effective way.

The Performance Appraisal Process gives a clear picture of the efforts placed by an employee in performing his/her job and the way he/she meets the deadlines of the project. This acts as an input to the promotion system of the organization.




1.3 Purpose of Appraisal System

Give employees feedback on performance Identify employee training needs

Document criteria used to allocate organizational rewards

Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, bonuses, etc.

Provide the opportunity for organizational diagnosis and development

Facilitate communication between employee and employer

Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.

To improve performance through counseling, coaching and development.



http://en.wikipedia.org/wiki/Equal_Employment_Opportunity

http://en.wikipedia.org/wiki/Discipline

http://en.wikipedia.org/wiki/Promotion_(rank)

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Bounty_(reward)

http://en.wikipedia.org/wiki/Document

http://en.wikipedia.org/wiki/Training


1.4 List of Skills/Competencies to be assessed for executives in grades E1A To E5

1 Functional / Technical Knowledge : Possesses of knowledge related to function, understands and appropriately applies technical ability related to functional / technical expertise

2 Leadership: Motivates & develops individuals. Sensitive to the needs and problems of others. Encourages participants in decision making by members of the Team

3 Interpersonal Relations & Team Playing : Sensitive to the needs and problems of others. Collaborates with colleagues to seek solutions that are beneficial to the team. Supports others’ contribution and helps in achievement of teams’ goals.

4 Analytical Ability: Displaying the ability to analyse the information and draw logical conclusions.

5 Openness to Continuous Learning : Assesses and recognizes own strengths and weaknesses; pursue self-development.

6 Communication: Skill to give and receive instructions accurately, ability to present issues lucidly and shares information will all concerned.




7 Initiative & Resourcefulness : Able to act effectively / imaginatively to accomplish mission ; initiative taken to solve problems, improve processes

8 Achievement / Result Orientation : Display zeal to achieve by aggressively and passionately pursuing targets which have a standard of excellence.

9 Sense of Responsibility / Tenacity : Meeting targets, shouldering responsibility, extent of follow up required.

10 Quality of Work : Thoroughness, accuracy and general excellence of output ; extent of work free from errors; consistency of output under varying conditions.

11 Customer Focus & Service Orientation : Ability to strive for success of both internal & external customers through high responsiveness and delivering value.

12 Administrative / Executive Ability : Ability to objectively view administrative situation and demonstrate courage in enforcing financial and personal discipline; ability to appraise subordinates objectively.

13 Decision Making & Flexibility : Ability to diagnose and analyse problems and generate effective solutions by taking practical and calculated decisions; open and flexible when required.

14 Planning & Organising :Displaying the ability to plan dynamically and implement the same for achieving desired goals.




15 Creativity & Innovation : Develops new insights into situations; encourages new ideas and innovations; solves problems creatively

1.5 List of Skills/Competencies to be assessed for executives in grades E6 & E7

1 Business Environment Knowledge : Knowledge and understanding of economic, legal, socio-political trends.

2 Profession Specific Knowledge: Knowledge related to profession as a whole. Knowledge which is determined by authority & responsibility pf other positions, knowledge of mission, values and standard operating procedures, policies.

3 Making Business Decisions : Use business related data to sport effective and timely business decisions by *Systematically gathering relevant business information *Identifying the strengths and weaknesses of a particular business line *Recognising opportunities or threats and acting on them rapidly *Using business facts collected in daily decision making.

4 Vision : Develop a vision for the future of the organization by : *Grasping the meaning of trends & interrelationships between the organization and its environment at the local, national and international level *Identifying fundamental values and beliefs to guide the organization into the future.

5 Systematic Thinking : Identifying connections between situations that are not obviously related *using common




sense, past experience and basic roles to identify key underlying issues *Generating and testing hunches which may explain complex situations or problems.

6 Networking : To cultivate an informal network which may help to get things done through *Developing contacts with people outside of the immediate work Unit *Using networks as a source of information & sport.

7 Organising Resources :Ensure that all financial, personnel and/or other resources are in place to meet needs by *Identifying and acquiring the resources. *Allocating and utilizing the resources in a timely and cost effective way *Monitoring and controlling all resources required to maintain the efficiency of operations.

8 Inspire People : To generate a sense of purpose for the work done by the organization instilling enthusiasm, loyalty and commitment among team members at all levels of the organization *Inspiring, motivating and guiding others towards organizational goals and objectives *Setting an example for others by behaving in ways that are consistent with espoused beliefs and values and the organisation’s vision and direction.

9 Team Player : To contribute to group objectives in a team environment through *Cooperating and interacting well with others *Contributing actively and fully to team projects *Working collaboratively as opposed to competitively with others *Acknowledging diverse opinions, addressing relevant concerns and working towards consensual solutions that enhance the output of the team.




1.6 Values

1 Fairness : Decisions are made objectively, free from patronage and reflect the just treatment of employees and applicants.

2 Transparency : There is open communication about every aspect of managerial decisions which concern people.

3 Trust : Trustworthiness leading to confidence *Allow staff the freedom to grow and develop *Relate to others on the basis of mutual respect * Courage to stand by your convictions.

4 Candour: Frank and forthright *Give and receive constructive criticism/suggestions *openly discuss performance deficiencies and take corrective action *Appreciate good performance *Be consistent in words and deeds *Face up to your mistake.

5 Collaboration : Working in tandem *Be open in sharing information and in seeking suggestions / opinion * Be sensitive to concerns of others *Honour your commitment *Encourage team work across departments / functions.

6 Involvement : Total commitment *Be dedicated and committed to work. *Build commitment by encouraging wide participation in decision making process to the maximum extent.

7 Flexibility : Ability to participate and adapt to changing circumstances using sound judgement *Be open to accepting




new ideas *Be willing to learn from anyone and to do things differently *Be prepared to operate and adapt to different environments.

8 Willingness to Accept Challenge :*Be willing to experiment*Allow for freedom to fail, but learn from it too.

9 Discipline : Adherence to accepted norms *Honours the promises and adhere to agreed system *Respect for others time and space *Exercise self control.

10Ethical Behaviour : Demonstrate honesty and sincerity in every action *Apply sound business and professional ethics *Show consistency with principles, values and behaviours.

1.7 Generic Values

1 Leadership Abilities:

Demonstrates ability

For guiding collective decision making

For succession planning

Crisis management and

Ability to take risks.

2 Team Building:

Demonstrates effectiveness in re-organizing his/her own department

Manage diverse and divergent views and group processes without losing sight of objectives.




3 Ability to Build a Strategic Vision:

Demonstrates ability to manage change

Focus on long term issues

Strategic thinking

Translate vision into goals.

4 Business Sense: *Commitment to bottom line results by enhancing revenue generation by addressing interest of customers and stakeholders *Balancing need for viable short and long term performance *Optimizing unit/organization’s contribution while supporting corporate objectives *Spotting and pursuing new business opportunities wherever possible.

5 Communication Skills: Communicate ideas and information effectively and market key points effectively through public speaking and presentation * Ability to convert ideas through action plan and ensure acceptability within the organization and performance at Board meetings

1.8 Role of Intermediary Level Executives

• Intermediary is that executive who comes in the line of Reporting between the Reviewer and the Accepting Authority of the individual.

• Intermediaries will be identified by the MAP system based on the reporting relationships built in the system.

• Only Part-B of the individual’s MAP will go through the Intermediary.




• Intermediary will be able to view the scores given by Appraiser & Reviewer but will not be able to make any changes.

• He will be required to only record his comments in the comments box.

1.9 Role of Accepting Authority

• Accepting Authority (AA) is the one marked specifically for a set of individuals in the MAP system for finalising the scores of Part-B.

• AA’s score of Part-B will be taken as Final Score of Part-B for the individual & used for calculating the Composite Score of Part A+B.

• AA will be able to view the Part-A score of the individual but will not be able to change it.

• AA will also be able to get a comparative view of scores of Part-A & B of all individuals under his purview through a report on his dashboard.




1.10 Chi –Square Test

Pearson's chi-square is used to assess two types of comparison: tests of goodness of fit and tests of independence.

A test of goodness of fit establishes whether or not an observed frequency distribution differs from a theoretical distribution.

A test of independence assesses whether paired observations on two variables, expressed in a contingency table, are independent of each other—for example, whether people from different regions differ in the frequency with which they report that they support a political candidate.

The first step in the chi-square test is to calculate the chi-square statistic. In order to avoid ambiguity, the value of the test-statistic is denoted by Χ2 rather than χ2 (i.e. uppercase chi instead of lowercase); this also serves as a reminder that the distribution of the test statistic is not exactly that of a chi-square random variable. However some authors do use the χ2 notation for the test statistic. An exact test which does not rely on using the approximate χ2 distribution is Fisher's exact test: this is significantly more accurate in evaluating the significance level of the test, especially with small numbers of observation.

The chi-square statistic is calculated by finding the difference between each observed and theoretical frequency for each possible outcome, squaring them, dividing each by the theoretical frequency, and taking the sum of the results. A second important part of determining the test statistic is to define the degrees of freedom of the test: this is essentially the number of observed frequencies adjusted for the effect of using



http://en.wikipedia.org/wiki/Degrees_of_freedom_(statistics)

http://en.wikipedia.org/wiki/Fisher's_exact_test

http://en.wikipedia.org/wiki/Chi_(letter)

http://en.wikipedia.org/wiki/Statistic

http://en.wikipedia.org/wiki/Contingency_table

http://en.wikipedia.org/wiki/Contingency_table

http://en.wikipedia.org/wiki/Frequency_distribution

http://en.wikipedia.org/wiki/Independence_(probability_theory)

http://en.wikipedia.org/wiki/Goodness_of_fit


some of those observations to define the "theoretical frequencies".

Calculating the test-statistic

The value of the test-statistic is

where

Χ2 = Pearson's cumulative test statistic, which asymptotically approaches a χ 2 distribution .

Oi = an observed frequency;

Ei = an expected (theoretical) frequency, asserted by the null hypothesis;

n = the number of cells in the table.



http://en.wikipedia.org/wiki/Chi-square_distribution

http://en.wikipedia.org/wiki/File:Chi-square_distributionCDF-English.png


Chi-square distribution, showing χ² on the x-axis and P-value on the y-axis.

The chi-square statistic can then be used to calculate a p-value by comparing the value of the statistic to a chi-squared distribution. The number of degrees of freedom is equal to the number of cells n, minus the reduction in degrees of freedom, p.

The result about the number of degrees of freedom is valid when the original data was multinomial and hence the estimated parameters are efficient for minimizing the chi-square statistic. More generally however, when maximum likelihood estimation does not coincide with minimum chi-square estimation, the distribution will lie somewhere between a chi-square distribution with n − 1 − p and n − 1 degrees of freedom



http://en.wikipedia.org/wiki/Degrees_of_freedom_(statistics)



http://en.wikipedia.org/wiki/P-value



PERFORMANCE APPRAISAL PROCEDURE IN BHEL, BHOPAL

The Performance Appraisal process in BHEL (Bhopal) mainly categorized in two way-



PERFORMANCE APPRAISAL SYSTEM AT BHEL

NON EXECUTIVE (WORKER/

SUPERVISOR)

THROUGH ACR

EXECUTIVES

THROUGH

e - MAP

ARTISIAN/

WORKERS

SUPERVISOR

(S4 AND ABOVE)


2.1 The WorkFlow

Part-A1 (as existing):

Appraisee à Appraiser à Appraisee à Reviewer

Explanation:

The Appraise does his self assessment by selecting certain KRA and allocating certain percent of work rate to it and forward it to the supervisor i.e. The Appraiser. The Appraiser gives his assessment on Part A and Part B and forwards it to the Appraise. The Appraise can have discussion only on the score of the Part A while Part B score is kept hidden. When Both Appraise and Appraiser are satisfied with their Part A score the report is forwarded to the reviewer who gives his final assessment score




on Part A and Part B. This Ends the Phase 1 Process of Performance Appraisal.

Note: No Self Assessment for Part-A2.

Part-A2 (new):

Appraiser à Reviewer à Intermediaries (if any) à Final Authority (NC Head)

Explanation:

The data from Phase 1 acts as an input to this phase 2. The intermediaries levels can only add comments to the performance




score but cannot change anything. Its like a read only phase. And, then finally the report reaches the final authority , who gives the final score for Part B only on individual competencies. And then a final Performance Score Card is generated for the Employee for that year.

2.2 KRA (Key Result Areas)

In the performance appraisal process an employee has to select some KRA per department to a net sum of 100. Some KRAs are optional functional while some are core functions.

The KRA’s that ends with 00 are termed as Mother Care KRA’s . It includes all sub child KRA’s under it. While if an employee wishes to choose just some child care KRA’s he/she can do that also!

Example:

Mother Care KRA: HRX02200 (Ends with 00)

Child Care KRAs: HRX002201, HRX002202, HRX002203, HRX002204, HRX002205, HRX002206, HRX002207

Mother – Child KRA:

Many of the KRAs derived from the Balanced Scorecard are group level activities that cannot be performed by a single executive. Such KRAs can normally be taken up by the group head and people at the working level may not find it suitable for their plans as they would be doing only part of the activity. Such




group level KRAs have been marked as Mother KRAs. These Mother KRAs are further broken down into smaller activities which can be performed at the level of the individual team members. Such individual level KRAs are called Child KRAs. The purpose of the Mother-Child Concept is to break down major activities into smaller ones which are executable by the working level executives for which they are accountable.In case the entire work related to an activity is being done by a single individual, he will select the Mother KRA in his plan. In such a case he cannot select the Child KRAs However, if an individual is responsible for only a part(s) of a Mother KRA, he has to choose the specific Child KRA (s). He can choose more than one Child KRA of the same Mother, in case it is applicable.

Critical KRAs:

Certain KRAs have been identified and marked as "Critical" for their function. These KRAs are essential for the fulfillment of the objectives of that function and must be taken by someone in that function. Functional HODs should ensure that all Critical KRAs have been taken by some individual or the other of that function. They have been identified with an Asterisk (*) mark towards the Left Hand Side Panel in the KRA Master (Near the Check Boxes).

2.3 Part A1

The Part A1 deals with the KRA Target Achievement. It focuses on:

It consists of KRA assessment.

It will have the WEIGHTAGE of 80 %.




The score of part A1 will be finalized by reviewer itself.

Part-A1 (as existing):

Appraisee -à Appraiser à Appraisee à Reviewer .




2.4 Part A2

Part A2 will apply to all executives except the PG/ Function Heads and the Unit Heads where the assessment of performance is being done by Committees.

Note: Part – A2: Qualitative Assessment

1.Quality of work :

Has demonstrated awareness of the quality requirements of the job and has at his level delivered results/ output of the expected standard free from deficiencies.

2. Cost effectiveness:

Understands cost implications of own work and has at his level ensured efficiencies to optimize the same.

3. Process orientation:

Employee has performed the job in a systematic manner following defined/ desired processes. And, the employee did not resort to shortcuts that may impact the quality, cost etc. of the output.

4. Contribution to Group Objective:

Displayed strong ownership of Group objectives and accepted challenging tasks to achieve them, even if they were not part of his/ her agreed work plan.




2.5 Part B

To assess the Skills/ Competencies possessed by individuals and factor in this assessment for the purpose of Promotion decisions.

Assessment of Part-B will be done on-line as part of Final Review Module of e-MAP. It will be available to the assessment authorities after the assessment of Part-A is completed.

The final authority to approve Part-B score will be called the Accepting Authority.

There will be two sets of Skills/ Competencies mapped to different levels of executives as follows:

E1A to E5 - Skill/ Competency Set-1

E6 & E7 - Skill/ Competency Set- 2

Note: Assessment will be on a 5-point scale

EXECUTIVE

BAND

WEIGHTAGE OF

PART-A

(KRAs of e-MAP)

WEIGHTAGE OF

PART-B

(Skills/ Competencies)

E1A to E3 80% 20%




E4 & E5 70% 30%

E6,E6A& E7 50% 50%

2.6 Scores

1 Score of ‘Part-A’ will constitute the ‘Performance Score’ of the individual for the year. Going forward this score will be used for determining the payout of Performance Related Pay (PRP) at individual level after Normalisation.

2 Consolidated Score of ‘Part-A’ and ‘Part-B’ will constitute ‘Composite Score’ of the individual for the year and will be reckoned for the purpose of promotion decisions.

The following formula will be used to arrive at the Composite Score:

Composite Score

(Score of Part-A * Weightage of Part-A)

+(Score of Part-B * Weightage of Part-B)




2.7 Screen Shots




2.8 Performance Appraisal for Non-Executive

2.8.1 PERFORMANCE APPRAISAL SYSTEM FOR

ARTISIAN/WORKERS:-

The Performance Appraisal of Artesian/workers is done through

ACR (ANNUAL CONFEDENTIAL REPORT).The ACR is a confidential

report and is assigned by the controlling officer and not disclose

to the employees.

PROCEDURE-

STEP 1-

Firstly the basic information of the employees is written in the

ACR form such as-

SECTION AND DIVISION which is followed by :

A) PERSONAL DATA

Name

Staff number

Designation




Date of birth

Pay scale

Present grade

Date of entry in present grade

Qualification

Number of time EL/SL taken

Number of LWP taken during a year (The LWP is considering

of past 3 year, if the leave without pay i.e. LWP is more

than 90 days, then employee is not eligible for the promotion

and removed the name of such employee from promotion

list.)

Nature of work done during a period.

B) PERFORMANCE EVALUTION-

The performance evaluation mainly includes the various

parameters through which the performance of employee is to be

evaluated. Here quality is assessed with brief explanation .the

maximum number is allotted for every parameter through which

employees are assessed.

Some of parameter is as follow-




Parameters

Maximum mark

Job performance

15

Knowledge of work

5

Planning housekeeping and safety

10

Attendance and punctuality.

10

C) PESONAL TRAITS

Conduct

10

Willing to work

Total:- 50




STEP 2-

The controlling officer of the employees assigns numbers on

above parameter in the form.

STANDARD FORM FOR MARKING AS GIVEN BELOW MAY BE

ADOPTED-

ASSESSEMEN

T

RANGE OF

MARK

FOR A

MAXIMUM OF

15 MARKS

RANGE OF

MARK FOR A

MAXIMUM OF

10 MARKS

RANGE OF

MARKS FOR

A MAXIMUM

OF 5 MARKS

EXECELLENT 13-15 9-10 5

HIGH

AVERAGE

10-12 7-8 4

AVERAGE 7-9 5-6 3

BELOW

AVERAGE

4-6 3-6 2

POOR 0-3 0-3 0-1




STEP 3-

Now other information about the employees are recorded as-

1)

a) Disciplinary action taken

b) Any other defect in character which may affect his/her

efficiency.

2)

a) Any distinctive award or reward received by employee.

b) Any meritorious or innovative task taken up or significant

improvement made.

c) Any specific contribution during a year toward official language

Hindi, Productivity, Suggestion, Scheme and quality circles.

3)

a) Honesty including loyalty to the company through

fullness ,frankness and observance of secrecy.




b) Assessment of integrity. If anything adverse has come to your

notice, please specify it also.

NOTE:

In case there is any doubt the integrity of the employee ,the

column in the ACR form should be left blank and a secret note

may be recorded and follow up action the doubt are cleared, the

employees integrity should be certified and if the doubt are

confirmed this should be recorded in the ACR and communicated

to the employees.

4) There basic strength and aptitude is mentioned.

5) State of his/her health.

6) Is he/she fit for promotion which is assessed as- Yes or No

7) Check whether the employee is fit for house changing or not.If

the employee has the leadership quality, ability skills etc. then

the employee is recommended for the house changing,

promotion by the controlling officer.

STEP 4-

General remarks were given by initiative officer.




STEP 5-

Remark were given by the approving officer as-

Outstanding (41-50)

Very good (35-42)

Average (15-24)

Below average (25-34)

Poor (0-14)

NOTE:

1) If the employee get outstanding grade then the initiating

officer have to give citation for outstanding justification.

2) If the employee get poor and below average grade, then same

is communicated to the employees.

STEP 6-

Remark of countersigning officer taken as-

1) Grading accepted

2) Whether adverse mark/grading communicate. Yes or No or Not

applicable




2.8.2 PERFORMANCE APPRAISAL SYSTEM FOR

SUPERVISORS (S4 AND ABOVE):-

1.Broad Frame Work

The system will have three phases:

a. Performance Planning

b. Mid-year Review

c. Final Review

Assessment will be on two aspects:

Part A : Performance

Part B : Competencies

Part A will comprise three sections:

KRA Section (40%)

Routine Responsibilities (40%)

Relative Contribution to Group Objectives (20%)

2.ROLES INVOLVED

i. Appraisee: The Supervisor being assessed.




ii. Appraiser: Necessarily an Executive as per current

DOP as under.

iii. Reviewer: Appraiser ‘s Appraiser in MAP.

3.DETAILS OF THE SYSTEM

A. PERFORMANCE PLANNING:

WORK FLOW: APPRAISEE APPRIASER

REVIEWER

Appraisee (supervisor) will initiate performance planning; it will be reviewed by his Appraiser and finalized by his Reviewer.



Appraisee Appraiser

S4 Not below E2

S5 Not below E3

S6 Not below E4

S7/S8 Not below E5


There will be two sections in the Performance Plan– KRA Section and Routine Responsibilities Section.

KRA Section:

a. Total Weightage for the KRA Section will be 40%.

b. A standard list of KRAs will be available in the

system to select from.

b. There will be Provision to select minimum three and

maximum five KRAs.

c. Appraises can select KRAs from the standard KRA

list or type out their KRAs directly in their plan.

d. Appraise will assign five target levels to each KRA -

Level 5 being the highest and Level 1 the lowest.

e. Appraisee will assign weightage to each KRA in the

range of 5-20.

f. There will be an Action Plan box where the Appraise

will have to write Action Plan, Resources,

Assumptions & Milestones for each KRA.




Routine Responsibility (RR) Section:

a. Total Weightage for the RR Section will be 40%.

b. There will be a provision to take minimum five and

maximum eight RRs.

c. Individuals can select from the Suggestive list of

RRs or type directly in the box provided.

d. Appraise will assign weightages to each RR in the

range of 5-10.

e. There will not be any targets for this section.

Note: “20% weightage will be reserved for year

end assessment of “Relative Contribution to

Group Objectives”.




B. MID YEAR REVIEW:

WORK FLOW: APPRAISEE APPRIASER

To be done by Appraise and Appraiser only for KRA

Section.

• Mid-year Review will be initiated by the Appraisee and

accepted by the Appraiser.

• Comments on progress of each KRA will be

documented by the Appraisee.

• Feedback and suggestions for mid-course correction,

if any, will be given by the Appraiser.

• There would be no mid-year Review for RR section.

• No scores will be assigned at this stage.




C. FINAL REVIEW:

Assessment of Part-A

i) KRA Section

WORK FLOW : APPRAISEE APPRIASER

REVIEWER

• Appraisee will initiate and give his assessment of

Actual Targets achieved against each KRA and record

his comments. He will not give any score for the KRAs.

• Appraiser and Reviewer will give their assessment of

Target achieved against each KRA & record

comments. They will not give any score for the KRAs.

• Score for each KRA and Final Score for KRA section

( weighted average) will be calculated by the system

on a 5-point scale based on achievement reflected by

Reviewer.

The score of KRA Section will be calculated up to a

maximum of 2 decimal places and also displayed upto 2

decimals in the system.




ii) Routine Responsibilities Section

WORK FLOW : APPRAISEE APPRAISER

REVIEWER

• Appraisee will give comments on performance against

each RR but no score.

• Appraiser and Reviewer will assign Score on 5-point

scale against each RR based on the performance and

the effort involved. Scores can be given upto one

decimal point.

• Final RR Score (weighted average) will be calculated

by the system on a 5-point scale based on

assessment score given by Reviewer.

• No two individuals under the same Reviewer can have

the same score for RR section.

The score of RR Section will be calculated up to a

maximum of 2 decimal places and also displayed upto 2

decimals in the system.




iii) Relative Contribution to group Objectives (Weightage

20%):

[APPRAISER REVIEWER]

Assessment of this section will be done by Appraiser

and Reviewer only.

• Appraiser and Reviewer will assign a single Score on

this parameter on a 5-point scale, upto one decimal

point.

• Final Score of this section will be based on

assessment score given by Reviewer.

• No two individuals under the same Reviewer can have

the same score.

Calculation of Final Performance Score (Part – A)

Final Performance Score will be calculated by the

system on a 5- point scale as a weighted average of

scores of (i) KRA section (40%) (ii) RR section (40%)

and (iii) Contribution to group Objectives (20%).

No two individuals under the same Reviewer can

have the same Performance Score.




The Final Performance Score will be calculated up

to a maximum of 2 decimal places and also displayed

upto 2 decimals in the system.

Assessment of Part – B (Competencies)

[ WORK FLOW: APPRAISER REVIEWER]

Assessment of this section will be done by Appraiser

and Reviewer only.

Appraiser and Reviewer will assign score on each

competency on a 5-point scale upto one decimal

point.

Final Competency Score ( average) will be calculated

by the system based on scores assigned to each

competency by the Reviewer.

No two individuals under the same Reviewer can have

the same Competency Score.

The Final Competency Score will be calculated up to a

maximum of 2 decimal places and also displayed upto

2 decimals .

Performance Rating




Through Normalization, the Final Performance Score (Part-

A) will be converted to Rating (A+ / A / B+ / B / C) for

calculation of PRP.




4.USAGE OF SCORES/ RATINGS

• Part-A Performance Score converted to Rating (A+ /

A / B+ / B / C) will be used for PRP payments every

year.

• Part –B Competency Score along with Part-A

Performance Score will be used for Promotion in ratio

of 20:80.

5.SHARING OF SCORES

• Appraise will be able to view the break up of

Performance Score (Part-A) and Competency Score

(Part-B) separately as well as the final Consolidated

Score (A+B).

• Appraises will be provided 15 days for appeal to

higher authority, in case they are not in agreement

with the final assessment.

6.IMPLEMENTATION

• The new system will be implemented on-line from

year 2010-11.




• For ease of administration it is recommended that e-

MAP Administrators at Units may also handle

implementation and maintenance of PMS for

Supervisors.

LIST OF COMPETENCIES FOR PART-B

1. Job Knowledge

2. Planning & Organizing Skills3. Problem Solving Skills

4. Customer Focus

5.Commitment to Quality6.Communication Skills7.Team Work8.Achievement Orientation




3.1 Performance Appraisal Questionnaire

1 = Highly Satisfied 2 = Satisfied3 = Average4 = Unsatisfied5 = Highly Unsatisfied

1. How Satisfied are you with the process for setting your targets ?

2. How Satisfied are you with the percentage given to Optional and Compulsory KRA's ?

3. How satisfied are you with the variant Domain KRA's ?

4. How Satisfied are you with the feedback & Guidance provided by your superior for improvement ?

5. How Satisfied are you with the level of access provided by your superiors to discuss your problem concerns ?

6. How Satisfied are you with the participation of your team members in completion of your targets?




7. How Satisfied are you with the Timeframe provided to you in completion of your targets?

8. How Satisfied are you with the process of identification of training needs?

9. How Satisfied are you with the usefulness of training inputs in improving your current performance ?

10. How satisfied are you with the responsibilities commensurate with your level in the company?

11. How Satisfied are you with the process of your performance appraisal?

12. How satisfied you feel that the BSC & E-map business process have an impact in bringing continual improvements in your unit/ division.?

Suggestions:

Your valuable suggestion for the improvement of performance appraisal system?




3.2 Analysis of the Questionnaire

Question 1

Q How Satisfied are you with the process for setting your targets?




26 327 328 429 330 431 332 333 334 435 436 337 538 439 440 441 442 343 344 445 346 447 348 349 350 4Total

182

The Calculated value of is less than the tabulated value. Hence hypothesis holds true and we conclude that BHEL Employees are satisfied by the process of setting their targets.

Graph




Question 2

Q How Satisfied are you with the percentage given to Optional and Compulsory KRA’s?




Question 3

Q How Satisfied are you with the variant Domain KRA’s available?




27 528 329 330 431 332 333 434 335 436 437 238 239 440 541 342 343 344 245 546 447 448 449 550 3Total

179

The Calculated value of is less than the tabulated value. Hence hypothesis holds true and we conclude that BHEL Employees are satisfied with the variant Domain KRA’s available.

Graph




Question 4

Q How Satisfied are you with the feedback & guidance provided by your superior for improvement?




Question 5

Q How Satisfied are you with the level of access provided by your superiors to discuss your problem concerns?




Question 6

Q How Satisfied are you with the participation of your team members in completion of your targets?




Question 7

Q How Satisfied are you with the Timeframe provided to you in completion of your targets?




Question 8

Q How Satisfied are you with the process of identification of training needs?




Question 9

Q How Satisfied are you with the usefulness of training inputs in improving your current performance?




Question 10

Q How Satisfied are you with the responsibilities commensurate with your level in the company?




Question 11

Q How Satisfied are you with the process of your performance appraisal?




Question 12

Q How Satisfied you feel that the BSC & e-Map process have an impact in bringing continual improvements in your unit/division?




3.3 Suggestions of BHEL Employees

1. The Process which had been implemented should be monitored effectively else its purpose except for the PRP will not serve.

2. Discussion and representation mode of e-Map and should be more transparent.

3. Training programs should be conducted for executives for enrichment of knowledge.

4. Should be 100% transparent and performance based.5. It is excellent System.

1.4 ConclusionThe overall BHEL Employees were seemed to be satisfied by the current Performance Appraisal System prevailing in BHEL. The Analytical Chi-Square test justifies that hypothesis.

The Employees were tested on different aspects of performance system and on 5 variant parameters that were used as the rating score grade. Performance Analysis System Questionnaire served the purpose of justifying the BHEL System used for performance management.

From the Interpretations and the Graphs Analysis, I hereby conclude that BHEL Employees are satisfied by the Performance Appraisal System.




III Employee Satisfaction Survey of BHEL

In BHEL after every two years a survey is conducted on

employee satisfaction as per the orders given by BHEL DELHI

CORPORATE OFFICE to know the satisfaction level of the

employees.

Under which it covers a Questionnaires containing 94 Question’s

on 20 broader parameters where employees can show their

satisfaction level on the marking scale of “0-10”

Survey is conducted for every employee of BHEL but the sample

size of the survey consists of 30% of the employees. It is

because of the huge number of employees in BHEL.

No personal information was mentioned in that survey form

rather than department code. So that they can give their

opinion openly on the satisfaction level without any pressure or

fear.




The work Assigned by the HRM Department as a Trainee

on this survey

This year i.e 2011 in the month of June the Employee

Satisfaction Survey is held in BHEL, Bhopal. The work is

assigned by the HRM department to the group of trainees

including me to help them in conducting the Employee

Satisfaction Survey in various divisions of BHEL.

There was a target of getting the survey form filled by the BHEL

employee and all the Trainees including me were assign to

complete the target, for the different departments were allot to

us, like TAM , TXM , CET , TCB , PDX etc.

As BHEL is having a very big arena for work place which consist

of both the workers/ supervisors & Executives, so we have to

adopt different procedures for different level of employees. We

have to visit to the different departments to organize the event,

help them [employee] to understand the Survey, supervising

the process, interpreting it in a easy language, and then taking

the filled form back and submit it to our mentors so that they

can forward it to the CORPORATE OFFICE.




All the trainees including me have got the very good responses

from all the employees of the BHEL for filling up the OMR sheet

of Survey and most of them shows the enthusiasm & interest for

the same.. They co-operate us to fill up the form in due time.

Finally, the OMR sheet which is collected by the employees is

forward to the CORPORATE OFFICE for further analysis.

The copy of the circulars which has come from the HRM

Department regarding the information about the Survey and the

pattern of the Employee Satisfaction Survey Questionnaire is

attached below:-




IV. New Suggested HR Policy for BHEL.

Suggested Policy Name: “STAR EMPLOYEE SCHEME”

1.1 Introduction

This is the scheme for the benefit of all the employees working in

BHEL. This scheme comes under the Social Security which is

influenced by the performance of the employees. It is provided

after the retirement of the employees.

This Scheme is divided into three parts such as:-

STAR - 1

STAR - 2

STAR – 3

For getting the STAR after retirement there are some mandatory

conditions they are as follows:-




1.2 General Terms and Conditions:

*Note: The Awards are as follow-

Shramvir award

Shramshri award

Viswakarma award

Other national/state level awards.

The employee must not involve in any illegal activities

such as:

Any police record,

Harassment,

Conflicts & Disputes,

Terrorist,

Suspensions etc.



Different

Conditions

STAR-1 STAR-2 STAR-3

Service

Years

25 YEARS 20 YEARS 18 YEARS

Attendance 90% 80% 70%

*Awards 2 TIMES 1 TIMES NIL



It is for the employees who have given their excellent

performance within the organization in his/her whole service

span.

Conditions Applicable-


Condition 1:- The employee must have got 85% Very Good

result in ACR(Annual Confidential Report) in his/her whole service

span & 5 time Outstanding result.

Condition 2 :- Employee had received “HOUSE CHANGE

PROMOTION” atleast one time in his/her whole service span.

i.e, A6 to S1 or S3 to E1

1.3.2 Executives

Condition 1 - The employee must have received 95% of

performance score during his/her whole service duration.

Explanation:- Net Grades Received * 100 = 95%

Total GradesAnkit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



Total Grade = 5 * length of service (As the Result comes out of 5)

Example: - Let us assume that an employee have received

grade as 4.0 , 4.5 , 4.8 , 4.9 , 4.6 , 5.0 in his 6 years of service

then calculation goes as:-

(4.8 + 4.5 + 4.8 + 4.9 + 4.9 + 5.0) * 100

5*6

It equals 96%.

Condition 2- The employee must have participated 5 times in

Impress Scheme and 3 times implemented.

1.3.3 Benefits Given for Star 1 Employee:-

Memo

Travel allowance (Holy places) on All India Basis

NOTE: The employee can go with his/her spouse and one

person either from his/her family or outside family according

to their desire.




Cash Award (Service length X Rs.7000/-) , Maximum Limit

Rs.1.5 lakhs

Recognition by writing the name of employee on the website

of BHEL, under the head as; “STAR ONE EMPLOYEES”

OF BHEL.

1.4 For Star 2 Employees


1.4.1 Workers/Supervisors

Condition 1- The employee must have received 75% of Very

Good result in their annual ACR Report in his/her whole service

span & 3 time outstanding result.

Condition 2 – The employee is recommended for “HOUSE

CHANGE PROMOTION” by his/her controlling officer.

1.4.2 Executives

Condition 1-The employee must have received 90%

performance score during his/her service duration.

Condition 2- The employee must participated 3 times in impress

scheme and 1 times implemented.




1.4.3 Benefits Given for Star 2 Employee:-

Memo

Travel allowance(Holy places) for any one state in India

(according to employee desire)

NOTE: The employee can go with his/her spouse and one

person either from his/her family or outside family according

to their desire.


Rs.1.5 lakhs



1.5.1 Workers/Supervisor

Condition 1- The employee must have received 65% very Good

result in their annual ACR Report in his/her whole service span.

Condition 2- The employee must have received 1 time

outstanding result in their annual ACR Report in his/her whole

service span.

1.5.2 Executives




Condition 1- The employee must have 75% performance score

during his/her service duration.

Condition 2- The employee must have participated 3 times in

Impress Scheme.


Memo


Rs.1.5 lakhs

V Bibliography BHEL Intranet.

Wikipedia site.

BHEL Manuals

Google Search Site.

HR Executives Lectures Session.

BHEL Plant Visit.Ankit Michael Samuel, HR Trainee, Batch: 12th May, 2011 to 22nd June, 2011



BHEL Departmental Focused Discussion and Review of the Department.

Brainstorming through Team Work.



Being a BHEL HR Intern

Education

Transcript of Being a BHEL HR Intern