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ARAVIND
SUITINGS
CASE
STUDY
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PEER RARTING
Name Registration number Rating
1) Satya Prakash 11715457
Singh
2) Garima 11715496
Prasher
3) Atul Kumar 11715500
Mishra
4) Aashna 11714952
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Aravind Suitings Case Study
INTRODUCTION-
Aravind Suitings a global textile company based in India. It has employeed
more than 5800 employees and has presence in more than 35 countries. The HR
department of the company is managed by Mr. Ravi Varma, a post graduate in
Human Resource Management. The objective of its HR practices is employee
satisfaction and motivation.
This company have always viewed its employees as its strength and the secret
of its success. Some of the unique HR practices are-
Training programme for its employees during probationary period of two
years.
Its compensation packages.
PROBLEMS-
Company appointed a team of HR experts to identify the problems going on in
the Aravind Suitings and the following problems were identified-
Employees of the company was asking for the demotion to their original
positions.
More employees were leaving the company.
Employees were speaking negatively about their job.
Employees were against the job because their was no parity between
authority and responsibility.
Employees misunderstood each other and also fought with the
subordinates, many employees feel the compensation package is
accountability of the job based on interview with the present and former
employees,
HR department is the main who is responsible for the present situation
due to not being cooperative with the employees.
The HR Manager Mr. Ravi Varma cited lack of co-operation of the
employees when carrying out the job analysis exercise for the
inaccuracies.
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Question/Answers
1. Do you agree with the finding of the team of HR professionals regarding the
recent spate in employee resignations and request for reversal?
Ans. In my point of view employee should give the facilities, reward for the
one who perform good in the company. Besides this job analysis and design
should be in the motivation between employee and employer. It has attraction
between HR department and with his employee. Company should give the
authority for the job holders. Similarly, they should be change in job analysis
process.
2. What is your response to the of the HR manager MR Ravi Varma blaming
employee for the defective job analysis report?
Ans. If the HR Manager spoke about the lack of co-operation from the
employees, he must realise that it is almost impossible to get real and genuine
data without the support of employees. If they are not ready to co-operate, it is a
sheer wastage of time, money and human effort to conduct job analysis process.
The solution is that of taking the workers in confidence and communicating to
them that it is being done to solve their problems only.
3. Do you have any alternative suggestion for controlling attrition in Aravind
suiting?
Ans. Mr. Ravi Varma should be well cooperative with his subordinates so that
job holders should so good response towards the company by making well
competitive in the market and also come to its goal at the end. Company should
have self-managed and self-directed work teams throughout the organization.
Their should be parity between authority and responsibility. Other than that
employee opinion should be regularly sought regarding job design and their
work process management and improvement.
4. How do you view the development in Arriving suiting from your
perspective?
Ans. Company should have an active recruitment process for the candidates and
with fully skilled manager regarding their in every department. Since Aravind
Suitings has oriented it’s HR Practices towards employee satisfaction and
motivation resulting into the company having extensive training for its
employees who are on probation and excellent compensation packages that are
best in the industry. Company should be also with well experts. Company
should have structure because; we can run company from good structure. And
good structure is very important for a company. It should be well skilled job
holders according to their post. They have to good approaches for his company.
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EFFORTS-
As the company started facing problems they took some of the effective
measures as following-
Company appointed a team of HR experts to find out the reason why
employees are asking for demotion.
They conducted an exit interview of the employees who wanted to leave
the company.
They also contacted the employees who had left the company and ask for
the interview and reason of their leaving.
New HR experts were hired to prepare new job analysis.
Company adopted new techniques in the job analysis process for the new
candidates in the company.
SUGGESTIONS:
Lack of Job Responsibilities and Authorities:
Job responsibilities and authorities were not properly defined and the pay
offered was perceived to be less as compared to the huge amount of
responsibility it carried. The HR Manager Mr. Ravi Verma cited lack of
co-operation of the employees when carrying out the job analysis exercise
for the inaccuracies.
Failure to obtain use input from the employees:
Employees and first-line supervisors who are closest to the work usually
understand best what skills are required and missing to do the work
effectively. Failure to obtain and use input from these employees may
result in the development of inappropriate or ineffective training
opportunities and it’s resultant application on the job. This is exactly
what has happened at Arvind Suitings & has led to waste of its Human
Resources. Although the HR Manager has cited lack of co-operation by
the employees, it is HRD’s responsibility to get the work done properly
and implement it effectively. Simply blaming the employees as an excuse
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cannot be tolerated as they have their own line functions also to look
into.
Lack of communication by the HR Manager Mr. Ravi Varma
Has the HR Manager Mr. Ravi Varma communicated to the employees
the objective of the job analysis exercise? Has it been perceived rightly
by all the employees? In case of improper communication, employees
may take it in wrong sense and start looking out for other options. If the
HR Manager spoke about lack of co-operation from the employees, he
must realize that it is almost impossible to get real and genuine data
without the support of employees. if they are not ready to co-operate, it is
a sheer wastage of time, money and human effort to conduct job analysis
process. The solution is that of taking the workers in confidence and
communicating to them that it is being done to solve their problems only.
Companies must look at recruiting, hiring, placing, and retaining
employees who will meet skill requirements required to position it for
future success. Obviously the right employee is a key factor in this. This
has also not quite exactly happened at Aravind Suitings resulting into
employees leaving the organization or requesting for reversal to their
original function.
Problem in Human Research Development
If the HRD had indeed a problem in carrying out this exercise effectively,
has it proactively communicated it to the Management of Aravind
Suitings for their support. That could have eased out matters somewhat as
compared to the current situation that the company is currently facing in
having it reviewed by a team of external HR consultants and then
appointing an external HR consultancy agency with relevant expertise in
job analysis to prepare the job analysis report.
Lack of Self-Directed or Self-Managed Work teams Throughout the
Organization :
Alternative suggestions for controlling attrition in Aravind Suiting’s, one
of them could be to have self-directed or self-managed work teams
throughout the organization. They should be having authority over their
relevant matters because this was the current problem faced. Secondly the
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HRD should conduct systematic job needs analysis to ensure that skills
required to perform work are routinely assessed, monitored, and
maintained. Employee opinion should be regularly sought regarding job
design and their work process management and improvement. This
should be a part of yearly routine activity with frequency to be defined.
Employee satisfaction and proper feedback must needed at regular
interval of time:
Since Aravind Suitings has oriented its HR practices towards employee
satisfaction and motivation and views extensive trainings as one of the
indicators, it could systematically evaluate training effectiveness on the
job. Performance data to be collected on all employees at all levels to
assess the impact of training. Prompt and regular feedback should be
provided to teams and individuals regarding their performance. Employee
satisfaction with the courses to be tracked and used to improve training
content & training delivery.
CONCLUSION-
Since Aravind Suitings has oriented its HR practices towards employee
satisfaction and motivation and views extensive training as one of the
indicators, it could systematically evaluate training effectiveness of the job.
Employees and first-line supervisors who are closest to the work usually
understand best what skills are required and missing to do the work in an
effective manner. Failure to obtain and use input from these employees may
result in the development of inappropriate or ineffective training opportunities
and its resultant application on the job. This is exactly what has happened at
Aravind Suitings and therefore has led to waste of its Human Resources.
Although the HR Manager has cited lack of co-operation by the employees, its
HRD’s responsibility to get the work done properly and implement it
effectively. Simply blaming the employees as an excuse cannot be tolerated as
they have their own line functions also to look into.
