EXECUTIVE SUMMARY

Haldiram, the brand name that is always associated with quality product and service. It
took more than six decades to become the leading manufacturer of Indian savory snacks.
The savory snacks industry has been immensely through all these years to form an
industry of about $425 millions. And the market potential for this industry is estimated
to be around $ 1 billion. The savory snacks market is divided into organized sector
and an unorganized sector. Currently, about 45 % of the market is being served by the
organizes sector and the balance 55% is served by the unorganized sector. Presently the
company has 20% market share of the organized sector.

This project deals with analyses of various operations performed by human resource
personnel at Haldirams ltd. It includes all the procedures and policies followed at this
company related to human resource operations. The various operations include:
Recruitment, job analysis, competency mapping, gap analysis, and skill matrix.
In recruitment I have analyzed the process of recruitment followed at Haldirams starting
with job requirement, job analysis , searching the candidate through job portals,
references or campus, then interview and final selection. I have also studied the criteria to
map the competencies of various personnel and job as well .Then I studied how to do
measure and analyze the gap between what is desired and what the actual performance is
at the end.

At last I was told how to prepare the skill matrix for various positions and jobs.

COMPANY PROFILE
Marching Ahead For A Global Presence
Sweet and Salt are as diametrically opposite to each other as North pole and South Pole but they perform
wonders when used on the taste buds, this delicate use of both the tastes in Mithais (Sweet Meat) and
Namkeens (Salty Snacks) has made Haldirams undisputed leader of the sweet industry. Haldirams
synonymous with sweet meat as Cadbury is to Chocolates. By default Haldirams can be termed as
Taste of Tradition.
From a humble beginning in Bikaner in 1937 Haldiram;s have grown phenomenally and are today an
internationally renowned sweet me at manufacturer with chain of restaurants. Haldirams products
inherits the Matchless quality, Zero impurity and world class packaging, efficient distribution network
are the hallmark of each and every Haldirams Product and to top it up the trump card of reasonable
prices and efficient marketing strategy and the key to success. Headquartered at Nagpur (M.S.) India.
The management at Haldiram's is quality conscious no doubt they always believe in superior input
superior output. It has regional offices at Mumbai. Bangalore and Chennai. It is a member of the SFA
(Snacks Food Associations of America) & ESA (European Snacks Food Association). The company has
won prestigious International Food award . The company has ISO:9001-2000 certification and HACCP
certification by Det Norske VERITAS of Netherlands. And it's not only in India that Haldiram has made
its mark. The USA,EUROPE,CANADA,MIDDLEEAST,AUSTRALIA & NEW ZEALAND too have
sampled Haldiram's authentic India Flavors. So much so, that Haldiram also went on to win the
prestigious award for Food & Beverages awarded by Trade Leaders club in Barcelona, Spain..

In yearly 1940's somewhere in

the remotest hamlet in Bikaner,
Rajasthan GANGA BISHEN
AGARWAL alias
HALDIRAM expertising in his
skill of making bhujias served
the local clienteles on contract
basis, never was he aware that
his name would create history.
He was the first to
commercialize the name
Haldiram's in 1958 and named
his shop Haldiram Bhujiawala,
dedicated to his legendary
father. The popularity of
Haldiram's soon grew and the
trade expanded to almost all the
corners in India. Late Shri
Ramesh warlal was soon aided
by his eldest son Prabhu
Shankar, the present Chairman,
whose undeterred efforts and

managerial skill led to diversification into traditional Indian Sweets.

The growing demand led to expansion in

production and the opening of new superbly decorated and well maintained four
showrooms Kolkata. The latest, under the hallmark- Pure Food, was inaugurated at VIP
Road in 1999, near Airport covering an area of 100 thousand sq.ft so as to create a
landmark in Kolkata. This exquisite showroom cum manufacturing unit, which boasts
more than 1000 items to gorge upon, offers the most ambient surrounding. Every effort
has been taken to provide the best of the Haldiram's made and packed in the most
hygienic conditions. A series of state of the art machineries have been installed to
maintain uniform level of production. Every effort is taken to maintain strict vigil over
quality and conformity of standards. There is a full-fledged laboratory, which monitors
the quality of the raw materials and, inspects and tests samples drawn from batches of
daily production. An R&D wing vigorously studies means to improve quality, taste,
packaging and ways to improve the shelf life of the products. Strenuous efforts are
undertaken to reach the best of even the most perishable sweets- in its original taste to
any part of the world on client demand. Haldiram's a place where Quality and Service
is a matter of habit.

HIERARCHY CHART

BOD
MD
VP
[OPERATIO
NS]
FACTORY
MANAGER

MAINTENANCE

P& A

QUALITY
CONTROL

HOD

HOD

HOD

PRODUCTION
HOD

DESPATCH

STORE
PURCHASE

SHIFT
I/C
HOD

HOD

HOD

PRODUCTION I/C
PERSONNEL
FIRE SAFETY

OFFICERS

OFFICER

ENGINEER

TIME KEEPER
RECEPTIONIST

MICRO
BIOLOGIST

ASST. OFFICER

OPERATOR

SECURITY

TECHNICIANS

FIREMEN

EXECUTIVE

PLUMBER

HOUSEKEEPING

OFFICE
ATTENDANT

MACHINE
OPERATOR

BILLING
OPERATOR

SHIFT I / C

OFFICER FIELD
OFFICER

COMPUTER OPERATOR
INVENTORY

HELPER
ASST. OFFICER
LAB
ATTENDANT

ASST. M/C
OPERATOR

CONTROLLER

MATERIAL ISSUE I/C

SHIFT
ASSISTANT

LOADER/ UNLOADER

Their mission is fortified by 4 core beliefs:

Dedication to manufacturing.
Complete control over core components and technology.

Nurturing and leveraging a powerful brand.

Pursuing ethical business practices.

NAMKEENS
TIN PACKED SWEETS
SWEETS
SYRUPS
PICKLES
PAPADS
DRY FRUITS

Namkeens: Bhujia

Chana Bhujia

Aloo Bhujia

Elaichi Bhujia

All in One

Chiwda Mix

Super Mixture

Khasta Mixture

Navratan Mixture

Chatpatta Mixture

Palak Dalmoth

Moong Dal(salted)

Corn Flakes(salty)

Shahi Dalmoth

Chilli Cheese Chips

Nacho Cheese Chips

Potato Chips(salted)

Methi Mathri(small size)

Nut Cracker
Aloo Khelra
Kaju Dalmoth
Badam Lachha
Badam Dalmoth
Chana DAL(masala)
Khatta Mitha Mixture
Aloo Lachha(masala)
Murukku(with sauce)
Chana Chips(masala)
Makai Mixture(sweet)
Hara Matar(green peas)
Rayata Boondi(with
masala)
Cheese Corn Chips
Cheese Potato Stick
Cheese Corn Snacks
Kabli Chana(Masala)

Tin Packed Sweets: Gulab Jamun

Raj Bhog

Angoori Petha

Orange Rossogolla

Pineapple Rossogolla

Milk Peda

Kesaria Laddu

Kaju Barfi

Sakkar Para

Badam Parfi

Sohan Papdi

Kumra Petha

Kesaria Peda

Moong Laddu

Mango Rossogolla
Classic Rossogolla
Strawberry Rossogolla

Sweets: Sohan Cake Rose

Sohan Cake Orange
Sohan Cake Cashew
Dry Fruits Chikki
Sohan Cake Chocolate
Sohan Cake Strawberry
Chandrakala
Mathura Peda

Syrups: Khus Syrup

Rose Syrup
Orange Syrup

Badam Syrup

Pineapple Syrup

Kesharia Thandai Syrup

Mixed Pickle

Mango Pickle

Green chilli Pickle

Garlic Mango Pickle

Mango Kasundi Pickle

Plain Papad

Masala Papad

Green mango Syrup

Pickles: Lemon Pickle

Red Chilli Pickle
Lime Ginger Pickle
Sweet mango Laccha
Crushed Red Chilli Pickle

Papads: Crispy Papad

Bikaneri Papad

10

Dry Fruits: Almonds

Cashew

Pistachio

Akhrot

Resin

11

The strength of the HALDIRAM brand is reflected in the impressive list of

achievements below:

Consistently the most preferred brand.

Company in Indias Most Admired Marketing Consumer Namkeens and
Sweets.
The most preferred brand in Namkeens and Sweets. Brand Equity Survey
The No. 1 FMCG Brand.
One of the top coolest brands among Family. Brand Equity Survey

12

QUALITY POLICY
HALDIRAM FOODS INTERNATIONAL LTD.,NAGPUR. are committed to
manufacture variety of Sweets (Sweetmeats), Namkeens (Savories), Pasta &
3 D Snacks (Extruded Foods)to the complete satisfaction of Domestic &
International Customers with regard to Quality & Food Safety.

They strive to provide world class quality products by:

a)

Utilizing hygienic, safe and premium quality ingredient and material.

b)

Adhering to good manufacturing and hygienic practices.

They are committed to continually improve all activities to enhance customer

satisfaction, organizational performance and market leadership. They comply with
statutory, regulatory requirements and all their actions are planned and executed to
fulfill this policy consistently through to dedicated involvement of all employee.

13

COMPANY EXPORT

EXPORTS
Around 20 million ethnic Indians spread in over a number of countries around the world and they have
started export of sweets and snacks in way back 1996 to reach the ethnic Indians abroad. They keep 50+
export worthy products and are successfully exporting them to around 16 countries.
The quality of products is backed with ISO-9001:2000 and HACCP Certification. 20+ imported
machineries and new techniques of manufacturing bases a true International look and helps in meeting
the stringent quality norms adhering to International Standards.

14

PRODUCTS FOR EXPORTS

NAMKEEN

SWEETS

PAPAD

GIFT BOXES

BAKERYPRODUCTS

15

THE ROAD AHEAD

In the financial year 2001-2002, the combined turnover of all three units of Haldirams
was estimated at Rs. 4 billion. The company targeted a growth of 15% for the financial
year 2002-2003. Analysts felt that, given the competition in the industry, Haldirams
needed to develop new initiatives achieve this growth.

The competition in the ready-to-eat snack foods market in India was intensifying. Frito
Lay India ltd. (Frito Lay), one of Haldirams major competitors, was expanding its
market share. Instead of directly competing with the market leader Haldirams, the
company launched innovative products in the market and backed them with heavy
publicity. Frito Lays product range consisted of a mixture of traditional Indian and
western flavors which appealed to younger and older generations. Its products included
Lehar Namkeens, Lehar Kurume (snack sticks), Lays (flavored Chips), and Cheetos (snack
balls), Uncle Chips and Nutyumz (nut snacks). Frito-Lay was the first company to launch
small 35 gm packs namkeens priced at Rs. 5 and also the first company in the organized
sector to launch Aloo Bhujia Another competitor, SM Foods, introduced a range of
innovative products.

The company launched Indias first non-wafer chips in 1988. SM offered products under
two main brands Peppy and Picnic. Under Peppy, it had sub brands such as Cheese

16

Balls, Ringos, Hi Protein Crispies, Potato Rackets, Hearts, Veggie Treat, Mixtures and
Minerette. Under Picnic, it had Protein Pin, Junior and Corn Puffs.

Haldirams also faced tough competition from domestic players such as Britannia
Industries Ltd., Bikanerwala Foods and ITC. In addition, FMCG major HLL had also
announced plans to enter the snack food market. Analysts felt that Haldirams lagged
behind competitors in offering snack foods targeted at children, who were always eager
to try new flavors in every product category.

They felt that the company concentrated too much on traditional Indian items such as
Bhujia Sev and Moong Dal. Haldirams had in fact, taken steps to fill the gaps in its
portfolio. Rajendra Agarwal, the owner of the Nagpur unit said, We want to expand our
market by introducing snacks that will appeal to younger people. There will be no growth
in the traditional snacks category.. The unit planned to launch products such as flavored
ready-to-eat popcorn and a product similar to Leher Kurkure. Though Haldirams had
increased its focus on advertising and promotion in the last couple of years, still more
initiatives in this direction were necessary. Frito Lays expenditure on product
promotion was much higher. With successful ad campaigns such as control nahin hotha
(it is irresistible) for the Leher brand of namkeens, the company made sure that it attracted
the attention of viewers.

17

According to media reports, Haldirams lagged behind competitors in the area of

customer service. A report in Deccan Herald that Prabhu Shankar Agarwal, the
owner of the Kolkata unit, was arrested on charges of manhandling customers only reiterated
this opinion. The report also mentioned that few of the companys restaurants did not
possess the minimum requirements, such as sufficient seating arrangements and adequate
parking lots. Haldirams also had to deal with problems created by spurious products.
Some companies claiming to be close associates of the original Haldirams of Bikaner
used the Haldirams brand name in their products. For example the Haldiram Madanlal
company claimed that its proprietor, Anil Kumar Agarwal, belonged to the Haldirams
family of Bikaner. The manufacture of spurious products threatened to dilute the
Haldirams brand image apart from affecting the sales.

According to some analysts, many of the problems facing Haldirams arose due to an
informal split between its three units in the early 1990s. The split occurred when Prabhu
Shankar Agarwal, who was heading the Kolkata unit of Haldirams, filed a complaint in
the court against the Delhi and Nagpur units, alleging breach of contract when they
opened a sweet shop in New Delhi in 1991. This led to a bitter court battle for many
years. The court delivered a final verdict in 1999, when Haldirams units were formally
split as three separate companies with specific business territories.

The consequences of the split were a matter of concern. Though on paper, the three

18

companies had clearly defined boundaries within which they should operate, in practice,
they did not stay within their boundaries. They penetrated each others territories and
competed among themselves for a larger share of the snacks market. Analysts felt that
competitors would take advantage of this split. Since the scope for increasing market
share in India was limited, these companies began to compete aggressively in
international markets. They used the internet, not only to market their products but also
compete with each other.

19

RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

The objective of the study is to analyze the various roles of human resource at
Haldirams . This study helps to determine what roles are carried out by the human
resource personnel and how they are performed. This study highlights what lacks in
human resource management and what can be done to improve the role of
management.

RATIONALE OF THE STUDY

Studied the companys manuals , human resource policies and the information
collected from employees via interaction and then analyzing them.

SCOPE OF THE STUDY

The study defines the expectations of the employees from the organization and vice
versa and existing human resource development policy, norms and operations.

20

CRITICAL REVIEW OF LITERATURE

INTRODUCTION OF THE FMCG SECTOR

Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer
packaged goods. Item in this category include all consumables (other than
groceries/pulses) people buy at regular intervals. The most common in the list are toilet
soaps, detergents, shampoos toothpaste, shaving products, shoe polish, packaged
foodstuff, household accessories and extends to certain electronic goods. These items are
meant for daily of frequent consumption and have a high return. A major portion of the
monthly budget of each household is reserved for FMCG products.

FMCG companies maintain intense distribution network. Companies spend a large

portion of their budget on maintaining distribution networks. New entrants who wish to
bring their products in the national level need to invest huge sums of money on
promoting brands. Manufacturing can be outsourced. A recent phenomenon in the sector
was entry of multinationals and cheaper imports. Also the market is more pressurized
with presence of local players in rural areas and state brands.

The performance of the industry was inconsistent in terms of sales and growth for
over 4 years. The investors in the sector were not gainers at par with other booming
sectors. After two years of sinking performance of FMCG sector, the year 2005 has

21

witnessed the FMCGs demand growing. Strong growth was seen across various
segments in FY06. With the rise in disposable income and the economy in good health,
the urban consumers continued with their shopping spree.

- Food and health beverages, branded flour, branded sugarcane, bakery products such as bread, biscuits,
etc., milk and dairy products, beverages such as tea, coffee, juices, bottled water etc, snack food,
chocolates, etc.
- Frequently replaced electronic products, such as audio equipments, digital cameras, Laptops, CTVs;
other electronic items such as Refrigerator, washing machines, etc. coming under the category of White
Goods in FMCG;

Sector Outlook
FMCG is the fourth largest sector in the Indian Economy with a total market size of Rs.
60,000 crores. FMCG sector generates 5% of total factory employment in the country and
is creating employment for three million people, especially in small towns and rural
India.

Analysis of FMCG Sector

Strengths:
1. Low operational costs.
2. Presence of established distribution networks in both urban and rural areas.
3. Presence of well-known brands in FMCG sector\

22

 Weaknesses:
1. Lower scope of investing in technology and achieving economies of scale, especially in
small sectors.
2. Low exports levels.
3. "Me-too" products, which illegally mimic the labels of the established brands. These
products narrow the scope of FMCG products in rural and semi-urban market.

Opportunities:
1.
2.
3.
4.
5.

Untapped rural market.

Rising income levels, i.e. increase in purchasing power of consumers.
Large domestic market- a population of over one billion.
Export potential.
High consumer goods spending

Threats:
1. Removal of import restrictions resulting in replacing of domestic brands.
2. Slowdown in rural demand.
3. Tax and regulatory structure.

Growth Prospects
With the presence of 12.2% of the world population in the villages of India, the
Indian rural FMCG market is something no one can overlook. Increased focus on
farm sector will boost rural incomes, hence providing better growth prospects to
the FMCG companies. Better infrastructure facilities will improve their supply
chain. FMCG sector is also likely to benefit from growing demand in the market.
Because of the low per capita consumption for almost all the products in the

23

country, FMCG companies have immense possibilities for growth. And if the
companies are able to change the mindset of the consumers, i.e. if they are able to
take the consumers to branded products and offer new generation products, they
would be able to generate higher growth in the near future.

It is expected that the rural income will rise in 2007, boosting purchasing power
in the countryside. However, the demand in urban areas would be the key growth
driver over the long term. Also, increase in the urban population, along with
increase in income levels and the availability of new categories, would help the
urban areas maintain their position in terms of consumption. At present, urban
India accounts for 66% of total FMCG consumption, with rural India accounting
for the remaining 34%. However, rural India accounts for more than 40%
consumption in major FMCG categories such as personal care, fabric care, and hot
beverages. In urban areas, home and personal care category, including skin care,
household care and feminine hygiene, will keep growing at relatively attractive
rates. Within the foods segment, it is estimated that processed foods, bakery, and
dairy are long-term growth categories in both rural and urban areas.

24

Indian Competitiveness and Comparison with the World Markets

The following factors make India a competitive player in FMCG sector:
Availability of raw materials::Because of the diverse agro-climatic conditions in India, there is a large raw
material base suitable for food processing industries. India is the largest producer
of livestock, milk, sugarcane, coconut, spices and cashew and is the second
largest producer of rice, wheat and fruits &vegetables. India also produces caustic
soda and soda ash, which are required for the production of soaps and detergents.
The availability of these raw materials gives India the location advantage.

Labor cost comparison

25

Low cost labor gives India a competitive advantage. India's labor cost is amongst
the lowest in the world, after China & Indonesia. Low labor costs give the
advantage of low cost of production. Many MNC's have established their plants in
India to outsource for domestic and export markets.

Presence across value chain

Indian companies have their presence across the value chain of FMCG sector,
right from the supply of raw materials to packaged goods in the food-processing
sector. This brings India a more cost competitive advantage. For example, Amul
supplies milk as well as dairy products like cheese, butter, etc.

26

Top Ten Players in FMCG Sector

S. NO.

Companies

1.

Hindustan Unilever Ltd.

2.

ITC (Indian Tobacco Company)

3.

Nestl India

4.

GCMMF (AMUL)

5.

Dabur India

6.

Asian Paints (India)

7.

Cadbury India

Britannia Industries

9.

Procter & Gamble Hygiene and Health Care

10.

Marico Industries

27

DETAILS OF DATA COLLECTION

PRIMARY SOURCE
People use original, first hand source for getting information as building blocks to create
stories from the past . These sources are called as primary sources, because they are the
first evidence of something happening, or being thought or said. Primary sources are
created at the time of an event , or very soon after something have happened. These
sources are often rare or one-of-a-kind. Examples of primary sources are diaries, letters,
interviews, newspapers etc.

Primary source at Haldirams :

i.

Interaction with employees

SECONDARY SOURCES
A secondary source is a document or recording that relates or discusses information
originally presented elsewhere. Secondary sources often involve generalization, analysis,
synthesis, interpretations, or evaluation of the original information, Secondary sources
include textbooks, encyclopedias, biographies, and web sites.

Secondary sources at Haldirams :

1.
2.
3.
4.

Companys websites
News letters
Hr Policies Manuals
Personnel manuals

28

FINDINGS AND ANALYSIS

HUMAN RESOURCE OPERATIONS OF HALDIRAMS MANUFACTURING LTD.

Recruitment

Job analysis

Competency analysis

Gap analysis or mapping process

Skill matrix

29

RECRUITMENT AND SELECTION

Recruitment and selection are the most
important functions in an organization because
with the help of these functions the
management selects the best available
candidate from a batch of them. The
organizations, in this growing competitive
world, need to have the best of the manpower
so as to have an edge over its competitive.
According to Flippo:"Recruitment is the process of searching for
prospective employees and stimulating and
encouraging them to apply for jobs in an
organization."

The recruitment needs can be classified into Planned:- Planned need arise from
changes in the organization and
retirement
policy. These occur due the expected
changes in the organization so the
management can make a proper
policy for it.

30

 Anticipated:- Anticipated need refer to the movements in personnel which an organization

can predict by studying the trends in the internal and external environments.

Unexpected:-Resignations, deaths, accidents and illness result in to the unexpected needs.

SOURCES OF RECRUITMENT AT HALDIRAM:

Internal Sources: Present Employees who can be transferred or given promotions.
The retired and retrenched employees who want to return to the company.
Dependents and relatives of the deceased and disabled employees.
External Source:

Placement Agencies.
Recommendations.
Recruitment at factory gate.
Employment Exchanges.

31

SELECTION
Selection is the process of choosing the best candidate out of the all the applicants.
In this process, relevant information about the applicants is collected through a
series of steps so as to evaluate their suitability for the job to be filled. It is the process of
matching the qualifications with those required for the job so that the candidate can be
entrusted with the task that matches with his credibility. It is a process of weeding out
unsuitable candidates and finally identifying the most suitable candidates. the personal information form
is at annexure-1
This process divides the candidates into two categories-the suitable ones and the unsuitable
ones. The suitable people prove to be the asset for the organization. Selection is a negative
process because in this process the management tries to minimize the number of people
at each step so that the final decision can be in the light of all the factors and at the end of
it best candidate is selected. Selected candidate the has to pass through the following
stages in Haldiram

Preliminary Interview.
Application Form.
Selection Test.
Selection Interview.
Physical Examination.
Reference Check.
Final Approval.
Employment

32

JOB ANALYSIS
As shown above job analysis includes the following:
Job description
Job specification
In job description the
requirement of the job is
shown that is what all
qualification, skills,
experience etc is
required for that
particular job is she
own as well as what
exactly the person holding
the job is required to do
what would be the area of
his responsibility and
authority as well.

Where as in job
specification which is also
called as person
specification various qualities or skills that person is having are shown
so as to differentiate him or her from others . the forms are at annexure-4,5,and 6

33

COMPETENCY ANALYSIS
The buzzword of todays environment is dynamics or processes of change in firms and
their management. Given the fact that environment are becoming increasingly dynamics,
strategic planning based on static and rational view has long ceased to suffice. In order to
create competitive advantage in a changing environment, firms are now focusing on
building core competence and transferring them between various business units.
Intangible resource continues to hold the potential to lead to such competitive advantage.
Understanding how these resources need to be developed and how they should be
managed becomes the imperative of every manager. Competences are generally regarded
as unique resources which are knowledge based and can lead to direct competitive
advantage. They are created by refining the knowledge, both explicit and tacit residing
within the employees of the organization. Competences are only valuable if they can be
used in market place and have to change with the dynamics of the market.

Thus continuous evaluation of competencies and their relevance in todays market place
and development of these competencies form the basis of strategic planning of the
organization.

What is a competency?
The word competency is derived from Latin word Competence which means to be
suitable. The competency concept was originally developed in psychology denoting
individuals ability to respond to demand placed on them by their environment. Ulrich
defined competency as knowledge, skill or ability of employees relevant for

34

organizational performance.
The levels of competency are:
Practical competency: an employees demonstrated ability to perform a set of tasks.
Foundational competence: an employees demonstrated understanding of what and why
he/she is doing.

Reflexive competence: an employees ability to integrate actions with the understanding of

the action so that he/she learns from those actions and adapts to the changes as and when
they are required.
Applied competence: an employees demonstrated ability to perform a set of tasks with
understanding and reflexivity.

PROCESS OF ASSESSMENT:
The process starts by the individual assessing themselves against the competency
standard. At this stage the individual needs to compile a portfolio of evidence
containing notes about things they can do to demonstrate competence. The
portfolio will also contain items such as references, certificates and letters
which will help to show competence?
Workplace assessment involves an assessor reviewing the individual's self
assessment and portfolio of evidence. The assessor will interview the individual
and spend time observing those performing skills on the job.

35

The assessor provides feedback to the

individual and identifies the areas
needing development. A development
plan is then compiled.
After a period of learning skills and
gaining knowledge both on and off the
job, the individual will want to be reassessed. If the individual can then
show competence against the required
competencies and performance criteria,
the qualification is awarded. The competency
survey form is given in annexure-3
Competency model leads to
A Distilled set of underlying
personal characteristics
Data generation from outstanding performers in addition to subject matter experts
and other job incumbents
Outstanding Performance

36

Gap Analysis or Mapping the competence:

Competence mapping is to make a connection between what the company needs and
what the worker can perform and eventually detect a gap. One assumption that must be
present to uncover this gap is that current status of the competence can be documented.
The company also has to define what is needed now and in the future. With this
knowledge one can be able to uncover a competence gap and prescribe what to do next.
To map the competence of a company or an institution is not easy, and below we will
take a closer look to competence mapping and related items.
Why map competence?
The companies and institutions experience a gap between the existing knowledge in the
organization and the needed knowledge. This gap has come into being because the
market is demanding and only companies/institution that adapt to these higher demands
will survive.
These demands deal with quality, price, time of delivery etc. that means workers have to
learn new skills, both regarding to the product or the service produced and to the
marketing and transport of the product. We have to sure that each worker and the
company as a whole has the correct knowledge to fulfill these tasks. Therefore we have
to map the competence and compare this exiting competence with the wanted
competence, the competence that is needed to make a better product and thereby to
survive in a competitive market. One more important aspect of competence mapping is
that the mapping process initiates other processes in the company that is very important.

37

Since the mapping process can be quite extensive each worker will be more active in
relation to the companys goal and strategic plans of the company.

Competency mapping help in finding qualified employees who understand the situation
and roles they need to play to meet the corporate objective. Whereas competency
modeling help in matching the people competencies with the jobs and defines the
responsibilities that are needed to help the company reach its goals. It also helps in
creating a link between work force and business objective. Competencies are also called
as predictors of success.

After the gap analysis it becomes clear the requirements of competencies to fill this gap.

If the required competencies are not available, then either they need to be developed or
some new people have to be hired for the same. The next step is optional and may be
conducted if we heed to hire to fill the competency gap. The assessment record form is given at
annexure -2

38

How to -Prepare a Skills Matrix

Introduction:A Skills Matrix is one of the most simple, but highly effective, tools available to assess
training needs. It is easily reviewed and updated, and presents the skills of team members
in a single chart.

Skills Matrix will help management to:

Review the skills and competences required for roles within the team.
Assess training needs.
Identify gaps in skills within the team.
Build commitment to the development of new skills.

Definition:A Skills Matrix is a table that clearly shows the skills held by individuals in a team, and
the skills gaps within a team.

Key steps in preparing a Skills Matrix used at Haldiram are: Identify the job roles in your team.
Review and code standards of performance
.Assess the requirement for on-the-job training

39

Identifying job roles

Team members are listed in the left hand column, up to 8 key tasks or roles that team
must fulfill to be effective and achieve its goals are identified. It may help to know the
following :
Ask yourself and your team What are the main things that individuals in the team
have to be able to do?
Refer to Job Descriptions for the team.
Use National Vocational Qualification standards (NVQs) to help compile your list.
The standards are a helpful starting point, which list the key skills required to
operate in a wide range of business areas. Consider new tasks and skills that may be
required of your team in the near future.
If it becomes too complicated, break the job roles down into some key areas, and
create a Skills Matrix for each.

Coding and standards of performance

Use a coding system to show who has the skills required, and who requires training.
There are a number of ways of presenting this on the matrix. The most simple is to place
across in the relevant box for those who can complete the task, and leave a blank against
those who cannot.

Alternatively you could use a color coding system where:

Red = No skills in this area
Amber = Partly trained in this area
Green = Fully trained in this area.

Another option is to rate the skill level of the individuals with a coding system:
Can complete the task

40

 Can complete the task to the required standard

Can complete the task to the required standard, in the required amount of time
Could do all of the above and train others.

Assess the requirement for on-the-job training

Now the company is in a position to see what requirements they have for new skills to
achieve team objective. The maximum number of people required to be able to complete
a skill may vary, and will affect the requirement for on-the-job training

41

SWOT ANALYSIS OF HALDIRAM

Strength

Weakness

Opportunity

Threats

Strength:

A nationwide manufacturer and strong distribution channel

Strong control over distributors
Haldiram is the master brand is Namkeen.
Engage in proportioning throughout the year.
Employees are very much devoted to their works

Weakness

Feedback system doesnt not proper due to stringent policies

Low profit margin to the distributors.
Weak in chips segment.
Low profit margin to the retailers in Namkeen Segment.

Opportunity
Steel big empty market
Huge demand in the month of August to March.
Threats

Facilities provided by the Lays, is offering credit sales.

Lays and Kurkure paints the outlets regularly.
Matter of low hygienic foods.
Insects are found
Entrance of Local product.
Distributor attitude
Undercutting to the Whole sale market.

42

The Company does marketing in the following two markets:

RETAIL MARKET

The company has kept all the open market as retail market in miss all the shop, Early shops , grocery
shop, and general store are included.

INSTITUTIONAL MARKET

In this segment the company has kept all the institutional shop/ contents. In this segment collage
canteens, school canteens , hospital canteen, Restaurant, cinema halls, shopping malls, its are
included.

43

SUGGESTIONS

Company should have more HR executives to handle wide HR operations.

Training should be given to low performers.
Short visits to foreign locations
Recreational facilities at the head office such as canteen, gymnasium, indoor games etc.
Can provide scope for future enhancement of qualification.
Company should give the incentives to its executives as extra benefits after salary.

TO Increase the market share:

Company should spend some amount on advertisement of its products because the competitors
are using celebrities as their promoter in ads. For Kurkure Juhi Chawla and for Lays Saif Ali
Khan
Company should paints the walls of cafeterias time to time because its competitors do this, this
will bound the retailers to sale our product.

LIMITATIONS
Every project has its limitation and it is wise to point them out instead of glossing over them.
This project was having some limitation, which is written below, and the aim presentation is to
increase confidence in the present result.
Heavy reliance on secondary data
Less time to cover wide Hr operations.
Stringent policies lead to less interaction with the employees.

44

BIBLIOGRAPHY

1) Human resource & Personnel Management By Aswathappa. K.

2) Companys manuals
3) Newsletter
4) HR Policy Manuals

Hypertext

search engines-----www.google.com

www.haldiram.com

45

FORM NO-1
HALDIRAM MANUFACTURING CO.(P) LTD.

/Photo

B-1/F-12, MOHAN COOPERATIVE INDUSTRIAL AREA

NEW DELHI-110044

Name :
(First)

(Middle)

(Last)

Gender
Date of Birth :

Marital Status :

Date of Marriage :

Name of Spouse :

Permanent Address

City :
Mobile/Pager :

Pin :

Telephone : ( )
E-mail :

46

Present Address

City :

Pin :

Mobile/Pager :

Name

Telephone : ( )
E-mail :

Date of Birth Sex M/F

Relationship

Degree / Diploma Degree and

/ Certificate
Specialization
Std. X

Institute and
University

Occupation

Fro
m

To Percentag
e / CGPA

Std. XII
Graduation
Post Graduation

Association

Type and status of membership

47

Begin with the last Employer

Emplo
yer
Name

From

To

Last
Designatio
n

Gross salary
& benefits

Reasons for leaving

Briefly describe your most significant achievement in your academic /

professional life

Language Proficiency (Mother tongue first)

La Speak Read
ng
ua
ge

Write

Other Skill Details (serious interest and

hobbies)

Do you have any relatives in Comp Soft Group of Companies? If so, please fill the
following

48

Name of
relative

Designation

Company

Reference:
Name :

Name :

Place of work :

Place of work :

Designation :

Designation :

Contact Number :

Contact Number :

E-mail Id:

E-mail Id:

Legal Record:

1.

Have you
ever been
arrested?

Yes/No

If yes, please give details

49

2.

Do you have
any police
Yes/No
case going on
against you?

If yes, please give details

I hereby affirm that the aforementioned information given by me is true and correct and
that I have not held back any information that, if disclosed, would be a factor in
determining my eligibility for employment and undertake that should any information
given here is found to be false, I shall be liable for dismissal.
Signature:
Date:
Place:

50

FORM NO-2
ASSESSMENT RECORD OF CANDIDATE
Position Applied for

NAME

Division/Department

Date

BASIC INFORMATION OF CANDIDATE

Date of Birth

Educational Qualifications
Degree
Institute

Year

Percentage/
CGPA

1.

Present Organization:

2.
3.

Designation:
ASSESSMENT DURING INTERVIEW
Total # of years
(Please rate on a 10 point scale)

Excellent
9-10

Very Good
8

Good
7-6

AverageOf experience:
Poor
5-4
Below 4

51

Factors
1.Personality

Rating

Remarks

a)Grooming

b)Attitude

c)Poise/Maturity

2.Communication
a)Verbal

b)Written (if applicable)

Overall rating (Based on basic Information &

c)Clarity of thought
Interview Performance)
Comment on Suitability(Highlight major
3. Basic Theoretical Concepts
considered

Can the candidate be

Strengths and Weakness)

4.Job Knowledge

for any other job?

If so, please specify_____________

5.Relevance of experience

6. Attitude towards Safety

52
7. Management Potential

Current CTC:

Expected CTC:

Offered

CTC:
Referred by/Agency(name)

Signature

___________________________

Designation ___________________________

53

FORM NO-3
COMPETENCY SURVEY

1.
2.
3.
4.
5.

Name:
Designation :
Department :
Total Work Experience :
Duration in this Organization :

Questions
1. What are the generic competencies you seek from your employees at
organizational level? (Please write them serial wise and write the most important
ones first
AnsSl. No

Competencies

1.
2.
2. What all are the competencies required for these different functions? (Please
write them as shown in the box. For your convenience you can write Sl. No. of
competencies also)
AnsSl No

Name of the Functions

1.

e.g.-HR

2. \

e.g.-Finance

Competencies

3.

54

OR
What are the competencies required for different MAJOR functions and different
levels? (Please write them as shown in the box. For your convenience you can write Sl.
No also)
AnsFunctions- Vertical, Level -1
Levels-Horizontal
(e.g.-Junior)

Level-2
(e.g.-middle
level)

Level-3

Level4

Function-1
(e.g.-HR)
Function-2
(e.g.-Finance)
Function-3
Function-4
3. Are these competencies defined? (Please tick the appropriate one)
YES
NO
4. If NO- Then how do you measure/asses all these competencies?
5. How do you asses/measure all these competencies? (Give a one or two line
answer)
Ans------------------------------------------------------------------------------------------------

55

6. Do you use rating scale? (please tick the appropriate one)

YES
NO

7. May I have the various ratings definitions? ((Give a one or two line answer)
Ans-------------------------------------------------------------------------------------------------8. If you use a rating scale -Then, how do you align the competencies with your
appraisal process? (Give a one or two line answer)
Ans---------------------------------------------------------------------------------------------9. Can you list some generic KRAs from your appraisal form for a few sample
roles? ( Just 5 or 6 would be fine)
Ans --------------------------------------------------------------------------------------------10.Is each KRA/ Objective further defined for each rating?
E.g. Excellent Sales will increase by more than 150% over current sales and
average profit margin will be 35% or more
Very Good - Sales will increase by more than 100% over current sales and average
profit margin will be 25% or more
Good - Sales will increase by more than 90% over current sales and average profit
margin will be 20% or more
(Please tick the appropriate one)
YES

NO

11.If NO Then,
how do you rate them?
Ans------------------------------------------------------------------------------------------------------12.What kind of Training and Development do you give if you find an employee
isnt up to the mark with the predetermined competency levels?
Ans-------------------------------------------------------------------------------------------------------

56

13.Can you list some of training measure used in your company after Competency
Gap Analysis? (Please write them as shown in the box.)
Competencies

Training Measures

to be improved
e.g. Teamwork

57

FORM NO-4
JOB ANALYSIS

Date
______________________________
Prepared
By________________________
Title
______________________________
Department _________________

58

Job Title:

Reports to:

Education/Experience Required

Goals/Objectives of Position

Knowledge/Skills Required

Physical Requirements

Special Problems/Hazards

59

FORM NO-5
JOB DESCRIPTION
Date _______________________________
Prepared By_________________________

Title ________________________________

Department________________________
Job Description
Job Title:

Reports to:

Job Summary:
Salary Range & Benefits:
Hours Required:
Major Duties
1.
2.
3.
Minor Duties
1.
2.
3.
4.

60

Relationships
Number of People Supervised:
Person Assigning Work Assignments:

61

FORM NO-6
JOB EVALUATION QUESTIONNAIRE

Job Title

Department

Supervisor

Location

Prepared by

What is the primary purpose of the job?

What are the essential functions of the job? % Time Required

1.
2.
What are the nonessential functions of the job? % Time Required
1.
2.
List tools, machines and equipment utilized and frequency Continually
Frequently Occasionally
1.

2.

3.

4.

5.

62

How much formal education is required to perform this job?

No formal education required

[ ]

Less than high school diploma

[ ]

High School or equivalent

[ ]

High School plus some technical

[ ]

College 3 years or equivalent

[ ]

College 4 year degree

[ ]

Post Graduate

[ ]

Education beyond undergraduate degree

[ ]

List necessary specialized training

List required professional certificate

How much similar or related experience is required to perform this job?

None

[ ]

Less than three months

[ ]

Three months to six months

[ ]

Six months to one year

[ ]

One to Three years

[ ]

Three to Five years

[ ]

Five to ten years

[ ]

Over ten years

[ ]

63

How much supervision is received?

Frequent, works directly with supervisor

[ ]

Several times daily, most work is reviewed by supervisor

[ ]

Several times weekly, reviews, plans and arranges own work

Occasional, refers only exceptions to supervisor

[ ]
[ ]

Little or no direct, referring only extraordinary circumstances to supervisor

[ ]

What are the nature and scope of independent decisions made in this
position?

What types of errors are likely to occur in the performance of this position?

When errors occur, how are they typically discovered?

Easily discovered by routine check often by incumbent themselves
[ ]
Discovered usually during the next step in the process usually within
employees department
[ ]
Discovered usually by next department causing some slight difficulty
[ ]
Discovered usually by customer causing moderate difficulty
[ ]
Not easily detected, causing considerable difficulty to company or customer
[ ]

What are the consequences if errors are not discovered?

64

What type of problems is the incumbent in this position likely to encounter?

What are the consequences if problems are not resolved?

What type of decisions is the incumbent in this position responsible to make?

Who does the incumbent in this position have contact with and how often?
Contact

Continually Frequently Occasionally

Rarely
Other employees outside department

[ ]

[ ]

[]

[ ]

Contacts outside company such as

(vendors, customers, service providers)
[ ]
Management outside of department
[ ]

[ ]

[ ]

Top management
[ ]

[ ]

[ ]

What degree of influence does the incumbent in this position have when
contacting others?

65

What resources is the incumbent in this position responsible for?

What are the consequences if these resources are improperly handled?

Does this position have responsibility for the work of others?

Yes

[ ]

[ ] No
If yes, check all that apply.
Assigns and reviews work to other employees
[ ]
Trains other employees

]
Makes recommendations, gives guidance and assistance to others
[

]
Other

[ ]

Number of employees responsible for

Examples
Working Conditions
Please check all that apply.
Regular office conditions

Exposure to extreme temperatures

Exposure to high noise levels

Exposure to fumes

Exposure to dirt

66

Please list any physical demands required and give examples.

Please note any unusual or unique responsibilities or conditions not previously

addressed.

67

FORM NO- 7

MANPOWER REQUISITION

To:

From:

Division/Department:

Signed/Date:

HR/Admin. Division

Replacement

Employee Replaced:

Name:

New Placement

Job Title:

What has created the need to increase?

No. of New Placement

_____

REQUIREMENTS

Job Title:

Permanent

Temporary

Date required:

From:

To:

68

Brief outline of duties:

Education & Qualification:

Experience Required:

Special skills, mental or personality requirements:

Other (Age limits, Gender preferred, etc., if any)

Who will supervise the job holder?

Who will the job holder supervisor?

69

Name:

Job Title:

FOR MANAGING DIRECTOR/GENERAL MANAGER USE

Comments/Remarks:

Approved

Signed:

Pending

Not Approved

Date:

Note:
Please attach the job analysis form

70

CASE STUDY

In 1937, Ganga Bishen Agarwal, (popularly known as Haldiram), opened a small

sweet shop in Bikaner, a small district in Rajasthan. Bikaner had a large number of
sweet shops selling sweets as well as namkeens. 'Bhujia sev,' a salty snack
prepared by Ganga Bishen, was very popular among the residents of Bikaner and
was also purchased by tourists coming to Bikaner. In 1941, the name 'Haldiram's
Bhujiawala' was used for the first time.
Till the early 1990s, Haldiram's comprised of three units, one each in Kolkata,
Nagpur and New Delhi. The Agarwals family that owned Haldiram's was always
conscious of the need to satisfy customers in order to grow their business

In 2001, the turnover of the Haldiram's was Rs 4 billion. The group had presence
not only in India but in several countries all over the world . The company offered
a wide variety of traditional Indian sweets and snacks at competitive prices that
appealed to people belonging to different age groups.

Haldiram's had many 'firsts' to its credit. It was the first company in India to brand
'namkeens3'. The group also pioneered new ways of packaging namkeens. Its
packaging techniques increased the shelf life of namkeens from less than a week
to more than six months.

71

It was also one of the first companies in India to open a restaurant in New Delhi
offering traditional Indian snack food items such as "panipuri," "chatpapri," and
so on, which catered to the needs of hygiene conscious non-resident Indians and
other foreign customers
.
Since the very beginning, the brand 'Haldiram's' had been renowned for its quality
products. The company employed the best available technology in all its
manufacturing facilities in India

Haldiram's offered its products at competitive prices in order to penetrate the huge
unorganized market of namkeens and sweets. The company's pricing strategy took
into consideration the price conscious nature of consumers in India...

Haldiram's developed a strong distribution network to ensure the widest possible

reach for its products in India as well as overseas. From the manufacturing unit, the
company's finished goods were passed on to carrying and forwarding
agents. Haldiram's product promotion had been low key until competition
intensified in the snack foods market. Consequently, attractive posters, brochures and mailers
were designed to enhance the visibility of the Haldiram's brand.

The above initiatives helped Haldiram's to uniquely position its brand. Haldiram's
also gained an edge over its competitors by minimizing promotion costs.
Appreciating the company's efforts at building brand, an analyst said, "Haldiram
once was just another sweet maker but it has moved into trained brands first by

72

improving the product quality and packaging. Through its clever products and
brilliant distribution it had moved into the star category of brands."...

Shopping outlets:
Chandni Chowk
Connaught Place
Khadi Gram Udyog Bhawan/Baba Kharak Singh Marg
Janpath/Central Cottage Industries Emporium
Hauz Khas Village
Santushti Shopping Arcade

Haldiram has following departments:

1. Works Department

: Mr. Manoj Patnaik

2. Accounts Department

: Mr. Rajesh Gupta

3. HR Department

: Mr. Ravindra Malik

4. Quality Control Department : Mr. Samarpal

5. Purchase Department

:Mr. Shitij Kundra

6. Maintenance Department

: Mr. Manoj Hood

7. Production Department

: Mr. Kuldip Singh

8. Dispatch Department

; Mr.Manoj Arora

73

The case examines the evolution of Haldiram's from a small sweet shop in a
remote part of India to a major manufacturer of ready-to-eat snack foods in India.
The case also examines the issues that Haldiram's must address to compete
effectively with domestic and multinational players in the snacks food market in
India Haldiram competitive edge is provided by its human capital that is the most
important and the most essential capital for any organization successful
functioning.

There are many different ways of defining competency but competency actually
are those characteristics of an individual that underline their successful performance
or behavior in their particular cultural organization. Competencies can be used to
facilitate many human resources function including training and development ,
performance assessment , job description , succession planning and team building
not simply recruitment . However , they do not have to be applied in all the area
at the same time. There are several human resource functions that require a clear
and complete documentation of required skills and competencies if that human
resource function is to be managed effectively.

Competency based assessment is a system for assessing a person's knowledge and

skills. Assessment is based on actual skills and knowledge a person can
demonstrate in the workplace or in other relevant contexts. Competency based
assessment is also a system for providing portable qualifications against nationally
recognized competency standards. In a competency based assessment system, it is

74

recognized that learning can come from a variety of sources, both on the job and
off the job, formal and informal. Recognition is given for prior learning and for
skills and knowledge which can already be shown.

Competency mapping help in finding qualified employees who understand the and
roles they need to play to meet the corporate objective. Whereas competency
modeling help in matching the people competencies with the jobs and defines the
responsibilities that are needed to help the company reach its goals. It also helps in
creating a link between work force and business objective. Competencies are also called
as predictors of success

HALDIRAM SCENARIO

The most important operation of HR department is analysis of the competency and

there by mapping those competencies keeping in mind the organizational
objectives and finally putting them into the skill matrix. As the popularity of
Haldiram grew the need for expansion of its operations arose. So the first problem
was recruiting the right people for jobs. Recruitment is the process of searching
and obtaining applicants for jobs amongst whom the right people can be selected .
This most important function of oh HR personnel was carried out by outside
agencies or consultancies . Hiring candidate through consultancies was highly
costly , timely and inefficient too.

75

Competency based interviews reduce the risk of making a costly hiring mistake and increase
the likelihood of identifying and selecting the right person for the right job

Another important function of Hr is composition of salary . Earlier the salary was

prepared manually but when the company thought of expansion and the workforce
was increased than the whole system was computerized. HR executive is entitled
with composing the salary of each employee . Salary to all the employees are paid
on 7th of every month. The salary is prepared by HR department for all employees
of the company, based on the attendance received from the employees. Then,
salary slip is issued .

Competency based pay leads to;

Provide an incentive for employees to grow and enhance their capabilities

The next problem was clearly differentiating the roles or the duties and
responsibilities related to each job or a particular position or in short doing the job
analysis for this HR department executives were Cleary given an overview of all
the positions and their related requirements in order to avoided the chaos in the
organization and to avoid overlapping of the work. In the absence of job analysis
employees were placed on their jobs without having a proper knowledge of what
they are required to do and where their jurisdiction ends.

76

Then comes the most important function of measuring the competencies and
getting standard for each and every job which was not given due consideration. No
initiative was taken to evaluate employees work and matching those competencies
with the standards set because of this no appropriate action was taken for the
employees who lacked and not even for those who performed well. But now the
whole process has changed every month the performance of each employee is
evaluated and time to time feedback is taken from the employees in the form of
personal interaction or questionnaires and on that basis following measures are
taken:
Employee of the month-Every month an employee is awarded on the basis o his/her
work done or the level of competency required for that work. The extent to which
the employees is able to complete his/her task is measured to get employee of the
month. And then appropriate reward is given on the basis of work in order to
motivate the employees.

Competencies Enable

Establishment of clear high performance standards.

Collection and proper analysis of factual data against the set standards.
Conduct of objective feedback meetings.
Direction with regard to specific areas of improvement

After the setting of standards and measuring of competencies the next function is
to do the gap analysis in order to measure the gap between the standards and the

77

actual work done or performed by an employee. When the company started there
were no as such benchmarks or standards for any sort of work but as the
competition grew and the expansion was done the need to measure the gap came
up since in the food sector quality is the most important factor so it cant be
ignored in any situation. The gap analysis helps in determining each and every
positions as well as peoples competency. This is done in Haldiram at the end of
every month so as to assure an overall better and improved human resource.

At last the skill matrix that is the most important of all and a newly adopted
concept is prepared that helps in clearly defining the areas as well as people who
require the training. In the absence of the proper system this was not possible but
when the proper HR department came into being since then it became very clear to
establish and organize training and development programmers that has helped the
company in increasing the output both in terms of efficiency and effectiveness.
Now after every quarter training program me is organized. This helps in
preparing the employees for the organsational goals and objectives. It not only
helps in retention of employees but also in terms of productivity. Organsations
that have timely training and employee up gradation programmes get their people
up to speed faster , have better alignment between what the employees do and what
the organizations needs them to do. It helps in determining individual skills that
they possess making them different from others. This helps in clearly identifying
the individuals training needs especially on the job.

78

Competency based training leads to:

Competency based appraisal process leading to effective identification of training
needs.
Opportunity to identify/ develop specific training programmes - Focused training
investment.
Focused Training enabling improvement in specific technical and managerial
competencies
Competency based development leads to:
Competencies
Contribute to the understanding of what development really mean, giving the
individual the tools to take responsibility for their own development.
Give the line managers a tool to empower them to develop people

79

CONCLUSION

Today the top executives have realized the importance of HR as it is the most
important and essential capital or resource in any organization without whom no
organization can flourish. Its only HR that helps in the smooth , effective and
efficient functioning of the organization competency mapping with the help of
good human resource not only helps to boost the morale but also restricts and
limits employees turnover as well.

80

SYNOPSIS

TITLE ANALYSING HUMAN RESOURCE OPERATIONS , COMPETENCY

MAPPING AND SKILL MATRIX AT HALDIRAM PVT LTD.

This project includes analyses of various roles of human resource at Haldiram that
were analyzed under the guidance of Mr. Ravindra Malik. This project gives an
overview of the various operations performed by human resource personnel as
well as the process of competency mapping and then finding out the training
needs. It also highlights the areas where Haldiram lacks and what can be done
to overcome those hurdles in order to improve the efficiency further.
It also explains the scope of FMCG sector in India and the opportunities available to
them.

81