“COMPREHENSIVE HRBP ANALYSIS AND

OPTIMIZATION”

(Submitted in partial fulfillment of the requirements for

Master of Business Administration)

By Adarsh kumar Anand

Name of Student: Adarsh kumar Anand

Roll No.: 2201530700003
Batch of 2022-2024

LLOYD INSTITUTE OF MANAGEMENT & TECHNOLOGY

PLOT NO 11, KNOWLEDGE PARK-2, GREATER NOIDA-201306 (UP)

I
INTERNSHIP CERTIFICATE

II
 CERTIFICATE OF ORIGINALITY

I_____________________________________ Roll No ________________________of

Batch 2022-24 is a fulltime bonafide student of second year of MBA Program of
_________________ (Institute name), Greater Noida. I hereby certify that this project work
carried out by me at __________________________________________________ the report
submitted in partial fulfillment of the requirements of the program is an original work of
mine under the guidance of the industry mentor __________________ and the faculty
mentor ______________________________________________and is not based or
reproduced from any existing work of any other person or on any earlier work undertaken at
any other time or for any other purpose, and has not been submitted anywhere else at any
time

(Student's Signature)

Date: ________________

(Faculty Mentor's Signature)

Date: ___________________

III
 ACKNOWLEDGMENT

I would like to express my sincere gratitude to all those who have contributed to the successful completion

of this project on "Comprehensive HRBP Analysis and Optimization" during my internship at Hindalco

Industries and First and foremost, I extend my heartfelt thanks to Vijendra Bisht sir Senior HR Head

alumina and Mr. Alind Tiwari Sr. HR Head Smelter, my internship supervisor, for providing valuable

guidance, unwavering support, and an opportunity to delve into the intricate world of HRBP functions

within Hindalco Industries. Their expertise and insights have been instrumental in shaping the direction of

this project.

I take chance to express my sincere gratttde and regards to my Internal Gtide Dr. Nakshatresh Kaushik ,

Assistance Professor for her constant inspiraton, stpervision and invaltable gtidance dtring the sttdy.

I wotld like to extend my hearty thanks to entre factlty members of Lloyd Insttute of Management and

Technology, Greater Noida for their constant cooperaton and stpport and my parents for their stpport

and blessings.

IV
 EXECUTIVE SUMMARY

Hindalco Industries, a cornerstone within the Aditya Birla Group, emerges as a preeminent

force in the global aluminum and copper manufacturing landscape. Renowned for its

decades-long legacy, the company epitomizes industry leadership through cutting-edge

technology, unwavering quality standards, and an unrelenting pursuit of operational

efficiency. Hindalco's commitment to innovation and sustainability sets it apart, with

substantial investments in research and development driving eco-friendly practices and

minimizing environmental impact. The company's global presence strategically positions

it as a vital contributor to the international metals supply chain. Operational excellence,

characterized by efficient processes and world-class facilities, ensures Hindalco's ability to

meet diverse client needs. Beyond industry success, the company upholds a commitment

to corporate social responsibility, actively engaging in initiatives that positively impact

communities and contribute to sustainable development. Financial stability underscores

Hindalco's resilience and adaptability, reflecting strategic financial management and the

ability to navigate market challenges effectively. In essence, Hindalco Industries stands as

a beacon of success, harmonizing technological prowess, sustainability, and global

leadership in the ever-evolving metals manufacturing sector.

During my tenure as an HR Business Partner (HRBP) intern at Hindalco Industries, I

undertook a multifaceted approach to human resources management, addressing key areas

to enhance organizational efficiency and employee well-being. I initiated a comprehensive

analysis of the Position-Based Structure (PBS), reevaluating reporting relationships and

job roles to streamline the organizational hierarchy. Simultaneously, I conducted a goal

audit, ensuring that individual and departmental objectives were closely aligned with the

V
broader strategic vision of the company. Additionally, I executed a thorough contractor

audit, assessing compliance with contractual agreements and labor regulations to ensure

the seamless integration of external contributors. Active involvement in the performance

appraisal process allowed for the design and implementation of a fair and transparent

evaluation system. Furthermore, I played a pivotal role in the development and

communication of the Medical Dependent Policy, aiming to provide comprehensive

healthcare coverage for employees' dependents. Introducing the AWOO (Absence Without

Official Order) forms streamlined attendance tracking, while initiatives such as NEEMs

interviews, cleanliness audits, and long-service recognition meetings fostered employee

development and engagement. Lastly, a time period audit was conducted to optimize leave

approvals, project timelines, and task completion processes. Collectively, these initiatives

contributed to a more effective and employee-centric HR function within Hindalco

Industries.

VI
 TABLE OF CONTENTS

S. No. Description Page No.

A. Internship Certificate (ii)
B. Certificate of Originality (iii)
C. Acknowledgment (iv)
D. Executive Summary (v)-(vi)
1. Company Profile/Introduction 1-9

2. Hindalco Industries overview 10-18

3. Product Profile 18-28

4. Converting from personnel to hr and 29-34

evolution of HRBP
5. Roles and Responsibilities of HRBP 35-38

6. Structure of HRBP 39-41

7. The importance of HRBP in modern 42-45

organisation
9. Performance Management System 46-50

10. Compliance Management 51-54

11. Employee Relations and Grievances 55-61

Resolution
12. What does Hrbp do that makes a great 62-65
business partner and Strategic relationship
as an HRP
13. Projects 66-75
14. Diversity and inclusion initiatives 76-77
15. Hr analytics and metrics 78-82
16. HRBP roles in change movement 83-84

17. Methodology 86-87

18. Conclusion 88-89

19. Questionnaire 90-92

20. Finding Analysis 93-100

Additional images during Intership

VII
COMPANY PROFILE / INTRODUCTION

1
 ADITYA BIRLA GROUP

DR. KUMAR MANGALAM BIRLA, CHAIRMAN OF ABG

GENESIS:

Aditya Birla Group traces its origin back to the tiny village of Pilani in the Rajasthan

desert, where, late Shri. Seth Shiv Narayan Birla started cotton-trading operations in 1857.

Then one visionary- The Late Shri. G.D Birla set up India's first integrated aluminium

manufacturing unit at RENUKOOT, in 1962, backed by captive power plant at

RENUSAGAR in 1967.

It further evolved under the dynamic leadership of the late Shri Aditya Vikram Birla- a

prominent figure in the Indian industry, under whose stewardship Hindalco attained its

leadership position in aluminium. Today our Group chairperson, Dr. Kumar Mangalam

Birla has put together the building blocks to make Indian business a global force.

2
 INTRODUCTION

The Aditya Birla Group is India's first truly multinational corporation global in vision,

rooted in Indian values, A US $24 billion corporation with a market cap of US $31.5

billion and in the league of Fortune 500, the Aditya Birla Group is anchored by an

extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India,

the Group has been adjudged "The Best Employer in India and among the top 20 in Asia"

by the Hewitt- Economic Times and Wall Street Journal Study 2007. Over 50 per cent of

its revenues flow from its overseas operations. The group's products and services, offer

distinctive consumer's solutions. Its 66 state-of-the-art manufacturing units and sectoral

service span throughout the world. The Group operates in 20 countries: India, Thailand,

Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany,

Hungary, Brazil, Italy, France. Luxembourg, Switzerland, Malaysia and Korea which

make it India's first truly Multinational Conglomerate.

The name "Aditya Birla" evokes all that is positive in business and in life. It typifies

integrity, quality, performance, perfection, and above all, character. Our corporate logo,

"The Rising Sun", symbolizes these traits.

( Aditya Is the Hindi Word for SUN ).

The logo consists of an inner circle, symbolizing the internal universe of the Aditya Birla

Group, an outer circle, symbolizing the external universe, and a dynamic meeting of rays

converging and diverging between the two.

Committed to being a global benchmark group, the Aditya Birla group reaches out to the

core sector in India - in industries integral to the nation's growth.

3
 Aluminium, Cement, Fertilizers, Viscose staple fibre, Textiles. Petroleum refining, Power,

Software, Telecommunication, Industrial Chemicals and Financial services. The premium

conglomerate, The Aditya Birla Group is dominant player in all of sector in which it

operates. Such as Viscose staple Fiber, Non-Ferrous metals, Cement, Viscose filament

Yam, Banded apparel, Carbon Black Chemicals, Fertilizers, Sponge iron, Insulators and

Financial service. The Aditya Birla Group is India's second largest business house with

turnover of over 200 billion-asset base values at over Rs. 180 billion and nearly 72,000

employees all over the world. Over 75 units in India and International trading operations

spanning several countries.

ABG is committed to the future of India, for over 50 years now.

 Gross Revenue- Rs. 26,000 crores

 Gross Assets - Rs. 25,700 crores

Shareholders - Rs. 6, 50, 000 crores

 The Aditya Birla Group's manufacturing operations worldwide

ENTRY OF SYT. GHANSHYAM DAS BIRLA

1916 - First taste of industrial management – take over of sick cotton mill in Delhi.

1918 - First limited company – Birla Brothers Limited. The real industrial thrust in 1919

with Birla Jute in Calcutta and

1921. Jiyajeerao Cotton – Gwalior Birla Jute was established in defiance of Scottish

monopoly.

1923 - Purchase of Kesoram Cotton.

1926 - Orient Paper Mills.

4
1931-33 - Bharat Sugar, Upper Ganges Sugar, New Swadeshi Sugar, New Delhi Sugar.

1947 -Assets wroth Rs. 25 crores in 20 companies.

Thereafter, Take over of Indian Rayon

ADITYA BIRLA GROUP

A truly multinational Indian Group The Aditya Birla Group was the first in Indian to

venture overseas, by starting a joint venture in Ethiopia. Thereafter, over the last quarter

century, this group has started 20 very successful and diversified ventures spread through

the Asian region. It has been declared by Euro money that this is the only truly

multinational group of India.

At present, the group has more than 50 manufacturing units, producing a diverse range of

products, financial service, trading and computer consultancy. It is also

expanding its activities in the field of telecom, oil refinery, power generation,copper

smelter etc.

5
 Globally the Aditya Birla Group

A metals powerhouse, among the world’s most cost-efficient aluminium and copper

producers. Hindalco -Novelis from its fold is a Fortune 500 company. It is the largest

aluminium rolling company. It is one of the three biggest producers of primary aluminium

in Asia, with the largest single location copper smelter.

 The world’s no.1 in viscose staple fiber.

 The third largest producer of insulator.

 The world’s third largest producer of carbon black.

 The world’s eighth largest producer of cement and the largest in a

singlegeography.

 Asia’s largest integrated aluminum producer.

 A globally competitive, fast growing copper producer.

 India’s premier branded garments player.

 Among India’s most energy efficient private sector fertilizer plants.

 India’s second largest producer of viscose filament yarn.

 India’s second largest private sector insurance company.

 Among the world’s top 15 and India’s top three BPO companies.

6
 The group has also made successful forays into it and IT sector and has

as i g n i f i c a n t p r e s e n c e i n t h e F i n a n c i a l S e c t o r a n d t e l e c o m m u n i c a t i o n s

sectors in tie-ups with giants like Sun Life insurance (Canada) and At

&T(USA) respectively

Beyond business – “Reaching Out”

A value based, caring corporate citizen the Aditya Birla Group inherently

believes in the trusteeship concept of management. A part of the group’s

profits is ploughed back in to meaningful welfare driven initiative that make

a qualitative difference to the lives of marginalized people. These activities

are carried out under the aegis of the Aditya Birla Center for community

initiatives and Rural Development spearheaded by Mrs.Rajashree Birla.

Beyond business — the Aditya Birla Group is:

• Working in 3,700 villages

• Reaching out to seven million people annually through the Aditya Birla Centre

for Community Initiatives and Rural Development, spearheaded by Mrs. RajashreeBirla

• Focusing on: health care, education, sustainable livelihood, infrastructure

and spousing social causes

• Running 41 schools and 18 hospitals

GROUP PHILOSOPHY :

 RESTS ON FOUR PILLARS

 CUSTOMERIZE

 PEOPLE- IZE

 STRATEGIZE

7
  INSTITUTIONALIZE

GROUP VALUES

OUR VALUES ARE NON NEGOTIABLE, THEY ARE NEVER TO BEJETTISONED,

FOR US OUR VALUES ARE OUR WELLSPRING.

THESE ARE:

 INTEGRITY

 COMMITMENT

 PASSION

 SEAMLESSNESS

 SPEED

GROUP VISSION

“TO BECOME A PREMIUM CONGLOMERATE WITH CLEAR

BUSSINESSFOCUS AT EACH CORPORATE LEVEL”

GROUP MISSION
“TO DELIVER VALUE FOR OUR CUSTOMERS, SHAREHOLDERS,EMPLOYEES AND

SOCIETY AT LARGE”

8
9
HINDALCO INDUSTRIES OVERVIEW

10
 HINDALCO INDUSTRIES LIMITED

Hindalco Industries Limited, the metals flagship company of the Aditya Birla Group, is an

industry leader in aluminium and copper. A metals powerhouse with a consolidated

turnover of Rs.600, 128 million (US$ 15billion), Hindalco is the world’s largest

aluminium rolling company and one of the biggest producers of primary aluminium in

Asia. Its copper smelter is the world’s largest custom smelter at a single location.

Established in 1958, Hindalco commissioned its aluminium facility at Renukoot in Eastern

U.P. in 1962. Later acquisitions and mergers, with Indal, Birla Copper and the Nifty and

Mt.Gordon copper mines in Australia, strengthened the company’s position in value-added

alumina, aluminium and copper products, with vertical integration through access to

captive copper concentrates.

In 2007, the acquisition of Novelis Inc. a world leader in aluminium rolling and can

recycling marked a significant milestone in the history of the aluminium industry in India.

With Novelis under its fold Hindalco ranks among the global top five aluminium majors,

as an integrated producer with low cost alumina and aluminium facilities combined with

11
 high-end rolling capabilities and a global footprint in 12 countries outside India. Its

combined turnover of US$ 15 billion, places it in the Fortune 500 league.

RENUKOOT - SONEBHADRA

Hindalco Industries Ltd. is the Flagship Company of Aditya Birla Group.The Aditya Birla

Group is India’s second largest business house with a turnover of Rs. 280 billion,

and Assets are valued at over Rs. 265 billion.The group has nearly 72000 employees in

18 countries. Hindalco Industries Limited was incorporated in 1958 and commercial

production commenced in 1962. The Company was set up in technical collaboration with

Kaiser Aluminium & Chemicals Corporation, USA. Hindalco is today one of India’s

premium corporate, contributing significantly to economic growth, generating

employment and setting high standards in respect of fulfilling of obligations to all

stakeholders. The Company prizes its ‘Human Capital’, and employees have been

reciprocating by turning in a sterling performance for the Company, year

after year. Hindalco has an enviable record of harmonious Industrial Relations, with not a

single man day lost since the past 30 years on account of industrial strife. Company’s

principal products comprise of Aluminium Ingots, Aluminium Billets, Aluminium Wire

Rods, Sheet Products, Extrusions, Aluminium Foils and Aluminium Alloy Wheels. The

Company’s by products include Gallium Metal, Vanadium Sludge and Aluminium Dross.

Hindalco Industries Limited, one of the major producer of Aluminium metal and its semis

in the country as well as a premier flagship company of A.V. Birla group in the biggest

industrial enterprise of Uttar Pradesh. It is a public limited company in the private sector

having about 39000 shareholders. It is the largest integrated Aluminium plant in India with

all its production facilities viz. Alumina, Aluminium & Fabrication located at Renukoot

near Rihand Dam in Sonebhadra (Uttar Pradesh). Hindalco’s power division is situated

at Renusagar about 35 km from Renukoot. In September 1959, an industrial license was

granted by the Government for setting up an integrated Aluminium plant at Renukoot,

12
with an initial installed capacity of 20000 MT. The construction work was completed with

18 months, a record for a major job of this kind.

The dream of the great visionary Syt. G.D. Birla to locate an Aluminium plant

near Rihand power house came true by late Prime Minister Pt.

Jawaharlal Nehru.

Hindalco, at Renukoot, houses a fully integrated plant, comprising of 3 main plants i.e. the

Alumina, Smelter & Fabrication Plants. Each plant employs varying Technology. With

integrated facilities, output from various plants is used by next, along with varying raw

materials. Company has its own captive power plant at Renusagar (30 Km away from

Renukoot) with installed capacity of 741.7 MW and 78 MW of Co-Generation Plant at

Renukoot itself.

Alumina Plant: -

It was commissioned with an initial capacity of 40,000 MTPA, which has now increased,

to 700000 MTPA. The plant has been expanded in phases using new technology from time

to time for energy efficiency and capacity enhancement. It employs the basic Bayer's

process and the major raw materials for the plant are Bauxite, Steam, and Caustic Soda

and Furnace oil.

Aluminium Smelter: -

It has 11 Pot lines with 2067 Pots installed with annual production capacity of 3, 45,000

MT. The Smelter employs the Hall Heroult Electrolysis Process for the extraction of

13
Aluminium from Alumina. Basic raw materials for the smelter are Alumina, Power,

Anodes and Aluminium Fluoride.

Fabrication Plant (Value Added Products): -

The Fabrication Plant at Renukoot comprises of 4 Main Sections Remelt Shop, Cast

House, Rolling Mills, and Extrusion& Conform which produce Wire Rod, Sheets, Coils

and Extruded Products. Hindalco, an ISO 14001, ISO 9001: 2000 and OHSAS 18001

Company. Recently these three

systems have integrated as IMS (Integrated Management System). Today Hindalco

occupies a place of pride in the global aluminium scenario with its most efficient working

in all areas of operations. The company has kept pace all along with latest development in

aluminium technology and has occupied its manufacturing facilities. Hindalco has bagged

14 prestigious International & National Awards for Business Excellence, Quality, Energy

Conservation and its efforts for preserving the Environment in FY 05-06.

BOARD OF DIRECTORS

The Aditya Birla Management Corporation Private Ltd., is the Group's apex decision

making body and provides strategic direction to Group companies. Its Board of Directors

comprises:

 Mr. Kumar Mangalam Birla, Chairman

 Mr. Sanjeev Aga

 Mr. Debu Bhattacharya

 Mr. Rajiv Dube

 Dr. Rakesh Jain

 Mr. K. K. Maheshwari

14
  Dr. Santrupt Mishra

 Mr. Vikram Rao

 Mr. Ajay Srinivasan

Values we Value:
In the words of our chairman, Kumar Mangalam Birla:
"Great and lasting businesses are never built on quick
sands of opportunism. For us, at The Aditya Birla Group,
if by living our values means, perhaps growing at a pace
slower than we would otherwise have liked, so be it. For
us, the key to Enduring leadership lies in knowing what
we stand for and in living by that. In essence, our values
provide us with a moral compass, our roots, as well as
our wings."

FIVE VALUES OF THE ORGANIZATION

 Integrity

 Commitment

 Passion

 Seamlessness

 Speed

"Integrity" is defined as: Honesty in Every Action

Acting and taking decisions in a manner that these are fair, honest following the highest

standards of professionalism and are also perceived to be so. Integrity for us means not

only financial and intellectual integrity, but in all other forms as are commonly

15
understood.

"Commitment" is defined as: Delivery on the Promise

On the foundation of Integrity, doing whatever it takes to deliver value to all stakeholders.

In the process, taking ownership for our own actions and decisions, those of our team and

that part of the organization that we are responsible for.

"Passion" is defined as: Energized Action

A missionary zeal arising out of emotional engagement with the organization that makes

work joyful and inspires each one to give his or her best. Relentless pursuit of goals and

objectives with the highest level of energy and enthusiasm, that is voluntary and

spontaneous.

"Seamlessness" is defined as: Boundary less in letter in Spirit

Thinking and working together across functional silos, hierarchies, businesses and

geographies. Leveraging the available diversity to garner synergy benefits and promote

oneness through sharing and collaborative efforts.

"Speed" is defined as: One Step Ahead Always

Respond to internal and external customers with a sense of urgency. Continuously seek to

crash timelines and choose the right rhythm to optimize organization efficiencies.

16
 ACHIEVEMENTS

The Group has following Achievement to its credit:

 Ranked as World's Most Sustainable Aluminium Company, third time in a row, by the

S&P Dow Jones Sustainability Indices. Hindalco's total score in 2022 was 83

percentage points, up from 73 in 2021.

 Mahan CPP wins 'Excellent Energy Efficient Unit' in National Award for Excellence

in Energy Management by CII

 Renukoot receives CII – Excellent Energy Efficiency Unit Award 2022

 HIndalco Industries The third largest producer of insulator. The world's third largest

producer of carbon black.

 The world's eighth largest producer of cement and the largest in a single geography.

 Asia's largest integrated aluminium producer

 Aditya and Mahan bag Gold at the India Green Manufacturing Challenge Award

 Hindalco's Integrated Annual Report 2021-22 wins India's best Annual Report Award

in the Mining and Metals Sector, at the inaugural edition of 'India's Best Annual

Reports Awards', presented by The Free Press Journal & Grant Thornton Bharat LLP

17
 Hindalco named as one of 'India's Best Employers Among Nation Builders' by The

Great Place to Work® Institute.

 Hindalco's Integrated Annual Report 2021-22 wins India's best Annual Report Award

in the Mining and Metals Sector, at the inaugural edition of 'India's Best Annual

Reports Awards', presented by The Free Press Journal & Grant Thornton Bharat LLP

18
PRODUCT PROFILE

19
 PRODUCT OVERVIEW

Hindalco operations are organized into two strategic business units- aluminium and

copper. The company is an industry leader in both these businesses.

ALUMINUM

Hindalco's Aluminium business comprises primary aluminium, extrusions, rolled

products, foils and alloy wheels. In the value-added segment, Hindalco, along with its

subsidiary Indal, has a 50 percent market share. In the past year, Hindalco has launched

several brands - "Aura", Fresh wrap", "Ever last", "Perm shield", and, Al Planet".

COPPER

BIRLA copper, with an over 45 per cent market share, is India leading copper producer in

private sector. Its plant at dahej in Gujarat, produces world class copper cathodes,

continuous cast copper rods and precious metals. A part form copper product, euphoric

acid, phosphoric acid, di- ammonium phosphate, other phosphates fertilizers and phosphor

gypsum are also produced at this plant.

20
PRIMARY ALUMINIUM PRODUCTS

 INGOTS:

Is an LME (London Metal Exchange) registered brand. These are also known as virgin metal. These are
used as raw material for making aluminium product.

 ROUND BILLETS:

21
These are used for making extrusion.

CAST SLABS:
Slabs are used input in Hot Rolling Mill, which is converted into thinner sheets, plates or coils.

SEMI FABRICATED PRODUCTS:

Hindalco produces 900 different rolled product items of which 40 are standard.

 HOT ROLLED PRODUCTS:

These are the product which are used after the process of hot rolling according to their

specification and requirements, these products are as follows:

22
 Hot Rolled Plates:

These plates are supplied in alloys 6351, 5052, 5086. These are supplied flat with

sheared milled.

 Hot Rolled Plates for Electrical application:

These electrical application plates are used as Bus Bar. They are supplied in Alloy 1050,

1060 and 1070. Standard Temper is F (As Fabricated)

 Hot Rolled Coils:

These are supplied in alloy 5005, 60611, 6351, 5052, 5086.

 COLD ROLLED PRODUCTS

(A)PLAIN SHEETS

(B)COLD ROLLED COILS

SLUG STOCK:

Hindalco also produces slug stock needed for punching slugs for the manufactured of

collapsible tubes etc. They are manufactured in allow 1050, 1060, 1070, and in temper

'o'.

CIRCLES:

23
 This product is made as sheet cut to circular cross section before subjecting it to deep

drawing or other form of operation.

MILK CAN CIRCLE:

They are supplied in allow and temper 'o'. They are used to make milk cans.

CHECKERED SHEETS:

These checkered sheets are also known as flooring sheets because there are use to join

floor in buses etc.

CIRCULAR CORRUGATED SHEETS:

Corrugated sheets are supplied in allow 3003, 40800 with temper 114. For roofing &

siding, corrugated sheets in allow 8011 is ideal.

 FOIL STOCK:

It is a semi-finished coil strip used for further rolling to manufacture foils.

 LITHO STOCK:

It is semi-fabricated coils used for lithography printing. Extremely high required with

emphasis on almost complete absence of surface defects.

 ALKALOID SHEET:

 It is also known as brazing sheet and extensively used air passenger radiators, automotive

air conditioning evaporators air condensers, alkaloid sheets consist of a Bramble.

Aluminium Allow (AA4045) Clad (10% of total thickness).

24
25
EXTRUSIONS

Hindalco extrusions offer an enormous range of shapes, wide range of alloys for decorative,

structural and functional application. The present die catalogue included over one thousand

die for various sections and we are fully equipped to design and make new die as per

exclusive requirement. Some of the common shapes are as follows:

 ROD, BAR-Flat, Square, Hexagonal

 STRUCTURAL SHAPES-Angles, Channels, Tee, I-beans, H sections etc. TUBES-Round,

Oval, Square, Rectangular, Triangular

 MOUDINGS

 SOLID AND HOLLOW SHAPES

FOIL

 Cable Rape stock

 Light Gauge Foil

 Bare & Coated Fine stock

 Collapsible insulation Ducts

 ALLOY WHEELS

 12 to 18-inch diameters.

OTHERS:

The main by-products of the process included

VANADIUM SLUDGE

 GALLIUM

26
PRODUCTION CAPACITY

ALUMINA:

CAPACITY 1.15 MTPA

 RENUKOOT 685,000TPA

 BELGAUM 350,000TPA

 MURI 110,000TPA

SMELTER (PRIMARY ALUMINIUM):

CAPACITY 424,000MTP

 RENUKOOT 345,000TPA

 HIRAKUND 65,000TPA

 ALPURAM 14,000TPA

ROLLED PRODUCTS:

CAPACITY 2, 00,000TPA

 RENUKOOT 80,000TPA

 BELUR 80,000TPA

 TALOJA 45,000TPA

 NAGPUR 30,000TPA

FOIL:

CAPACITY 14,000TPA

 SILVASA 5,000TPA

 KALWA 6,000TPA

 KOLLAR 3,000TPA

27
EXTRUSIONS:

CAPACITY 27,700TPA

 RENUKOOT 19700TPA

 ALPURAM 8000TPA

 ALLOY WHEELS:

 CAPACITY 3,00,000 Nos. PA

 SILVASA 3,00,000 nos.

28
CONVERTING FROM PERSONNEL TO HR

AND

EVOLUTION OF HRBP

29
 CONVERTING FROM PERSONNEL TO HR

THE TRANSITION FROM "PERSONNEL MANAGEMENT" TO "HUMAN

RESOURCES (HR)" REFLECTS A SIGNIFICANT EVOLUTION IN THE WAY

ORGANIZATIONS APPROACH THE MANAGEMENT OF THEIR

WORKFORCE. HERE'S A BRIEF OVERVIEW OF THE DIFFERENCES

BETWEEN THE TWO AND HOW THIS TRANSITION HAS OCCURRED:

Personnel Management:

Historically, personnel management focused primarily on administrative tasks related to

employees. It was often seen as a more transactional and compliance-oriented function.

Personnel managers were responsible for tasks like payroll processing, record-keeping,

attendance tracking, and ensuring legal compliance with labor laws and regulations.

The relationship between employees and the organization was often more hierarchical,

with limited employee involvement in decision-making processes.

Human Resources (HR):

HR emerged as a broader and more strategic approach to managing the workforce. It

recognizes that employees are a valuable asset to the organization and should be managed

accordingly.

HR encompasses not only administrative tasks but also strategic functions such as talent

acquisition, performance management, employee development, and organizational culture.

HR places a strong emphasis on employee engagement, well-being, and development, as

well as creating a positive workplace culture.

30
The role of HR has evolved to be more consultative and strategic, working closely with

senior management to align HR practices with the organization's overall goals and

objectives.

In the HR model, employees are often viewed as partners in the organization's success,

and there is an emphasis on two-way communication and employee involvement in

decision-making. The transition from personnel management to HR has been driven by

various factors, including changes in the business environment, increased competition for

talent, a greater focus on employee satisfaction and productivity, and a recognition of the

strategic importance of human capital. Organizations have realized that to remain

competitive and innovative, they need to invest in their people and treat them as valuable

assets.

As a result of this transition, HR professionals are now expected to have a broader skill set

that includes not only administrative and compliance knowledge but also strategic

thinking, communication, organizational development, and talent management expertise.

Additionally, HR plays a critical role in fostering a positive work culture, promoting

diversity and inclusion, and adapting to the evolving needs of the workforce in the modern

business landscape.

The role of Human Resources Business Partner (HRBP) has evolved significantly over the

years to become a more strategic and influential position within organizations. Here is an

overview of the evolution of HRBP:

31
 EVOLUTION OF HRBP

Traditional HR Generalist:

In the past, HR roles were often more administrative and transactional, primarily focused

on tasks like payroll, benefits administration, and compliance.

HR professionals were seen as support staff and had limited involvement in strategic

decision-making.

There was a clear separation between HR functions and business operations.

Emergence of HR Business Partner (HRBP):

As organizations recognized the strategic importance of their workforce, the HRBP role

emerged to bridge the gap between HR and the business.

HRBPs began working closely with business leaders and managers to align HR practices

with business goals.

They took on a consultative role, helping managers with talent management, employee

development, and workforce planning.

Strategic HRBP:

Over time, the HRBP role evolved into a more strategic function. HRBPs became key

advisors to senior leadership and played a vital role in shaping the organization's overall

strategy.

32
They conducted in-depth workforce analysis, identified talent gaps, and developed

strategies to attract, retain, and develop top talent.

HRBPs were instrumental in creating a positive organizational culture and driving

employee engagement initiatives.

Data-Driven HRBP:

With the advent of HR analytics and technology, HRBPs began using data to inform their

decisions and recommendations.

They leveraged data to identify trends, measure the impact of HR initiatives, and make

data-driven recommendations for improving workforce effectiveness.

Transformational HRBP:

In today's rapidly changing business landscape, HRBPs are often at the forefront of

organizational change and transformation.

They help organizations adapt to market dynamics, technological advancements, and shifts

in workforce demographics.

HRBPs play a crucial role in change management, helping employees navigate transitions

and ensuring alignment with the organization's strategic vision.

Integrated HRBP:

The modern HRBP is expected to have a deep understanding of the business, industry

trends, and the competitive landscape.

They work collaboratively with other functions such as finance, marketing, and operations

to ensure a holistic approach to organizational success.

HRBPs often lead or participate in cross-functional teams focused on critical business

initiatives.

33
Future-Focused HRBP:

The HRBP role continues to evolve as organizations face new challenges and

opportunities. Future-focused HRBPs are proactive in identifying emerging workforce

trends and adapting HR strategies accordingly.

They embrace technology and automation to streamline HR processes and enhance the

employee experience.

HRBPs also play a crucial role in promoting diversity, equity, and inclusion within

organizations and ensuring that the workforce reflects the changing demographics of

society.

In summary, the HRBP role has evolved from a transactional and administrative function

to a strategic, data-driven, and transformative role that is deeply integrated into the

business. HRBPs are essential partners in driving organizational success by aligning HR

practices with business objectives and helping organizations navigate the complexities of

the modern workplace.

34
ROLES AND RESPONSIBILITES OF HRBP

35
 ROLE AND RESPONSIBILITES OF HRBP

Manage employee relations b The functions of HRBPs can vary depending on the

organization and its specific needs.

Strategic HR Planning:

Collaborate with senior leadership to understand the company's strategic objectives

and business plans.

Develop and implement HR strategies that support and align with the overall business

goals.

Engage in workforce planning to ensure the organization has the right talent in place to

achieve its strategic vision.

Employee Relations:

y addressing concerns and issues promptly and effectively.

Promote a harmonious and inclusive workplace culture where employees feel heard

and valued.

36
Mediate conflicts and disputes to maintain a positive work environment.

Talent Development:

Create and implement strategies for employee growth and development.

Design training programs, performance management systems, and career progression

pathways.

Collaborate with department leaders to identify and nurture high-potential employees,

fostering talent retention and growth.

Compensation and Benefits:

Oversee compensation and benefits programs to ensure they are competitive in the job

market.

Align compensation structures with the organization's financial goals.

Develop and manage employee engagement initiatives to enhance job satisfaction and

overall well-being.

Change Management:

Facilitate change management processes to help employees adapt to new strategies,

technologies, or organizational structures.

Ensure that the organization complies with labor laws and regulations during periods

of change.

Minimize disruption and resistance while maximizing efficiency during transitions.

Data and Analytics:

Use data and analytics to make informed HR decisions.

37
Track and analyze key HR metrics, such as turnover rates, employee satisfaction, and

performance indicators.

Identify trends and patterns in HR data to guide strategic decision-making.

Legal Compliance:

Stay up-to-date with labor laws and regulations to ensure the organization's HR

practices comply with legal requirements.

Mitigate legal and financial risks by implementing policies and procedures that adhere

to employment laws.

Performance Management:

Develop and implement performance management processes, including performance

appraisals and feedback mechanisms.

Identify areas for improvement and work with employees and managers to enhance

performance and productivity.

Succession Planning:

Collaborate with leadership to identify and groom future leaders within the

organization.

Ensure there is a talent pipeline in place to fill critical roles as employees retire or

transition.

Strategic Business Partner:

Act as a strategic advisor to senior management, providing insights on HR matters that

impact the organization's overall performance.

38
Contribute to the development and execution of the company's strategic plan by

providing HR expertise and guidance.

These key responsibilities highlight the multifaceted nature of the HRBP role. HRBPs

are expected to balance the strategic aspects of aligning HR with the company's vision

with the practical responsibilities of managing employee relations, talent development,

and ensuring compliance with legal requirements. This role is essential in promoting a

productive and engaged workforce while driving the organization towards its strategic

objectives

STRUCTURE OF HRBP

39
 STRUCTURE OF HRBP DEPARTMENT

HRBP HEAD

REDUCTION
AL&BCG
DOWNSTREAM SERVICES

HEAD HEAD HEAD HEAD

HR ER HR ER HR ER HR ER

40
The structure of HRBP consist combining of HR anfd ER functions within an

organization is a strategic approach that seek to integrate various aspects of human

resource management and employees relation , creating a cohensive and comprehensive

framework .By aligingv HR and ER strategies with overaching business objectives ,this

integrated approach ensure a unified management of the employer –employees

relationship .It involves merging talent management efforts,from acquition to

development. To provide a seemless and engaging employee experience.Effectiveness

communication channels are estalished to address employees concerns promptly,fostering

a positive work enviroment.

A Human Resources Business Partner (HRBP) who combines HR and Employee

Relations (ER) skills plays a pivotal role in the organization by integrating strategic human

resources management with a focus on cultivating positive employee relations. This

multifaceted approach involves aligning HR strategies with overall business objectives,

ensuring that the workforce contributes effectively to organizational goals.

Simultaneously, the HRBP with ER expertise is adept at managing day-to-day employee

relations, resolving conflicts, and fostering a conducive work environment. This includes

the development and implementation of HR policies that promote fairness, compliance

with regulations, and a positive workplace culture. The HRBP also collaborates with

leadership on performance management, communication strategies, compliance with

employment laws, and initiatives to enhance employee engagement and development. By

amalgamating HR and ER competencies, the HRBP is well-equipped to navigate both

strategic planning and the intricacies of employee relations, contributing to a harmonious

and effective work environment. HRBPs are vigilant about legal compliance, risk

management, and leveraging metrics and analytics to make data-driven decisions.

Effective communication, both within the HR function and across departments, is

emphasized, along with a commitment to continuous professional development to stay

abreast of evolving HR trends and practices. The HRBP structure thus integrates strategic
41
HR planning with a hands-on approach to employee relations, fostering a dynamic and

effective workforce in diverse industries.

THE IMPORTANCE OF HRBP IN MODERN

ORGANIZATIONS

42
 THE IMPORTANCE OF HRBP IN MODERN ORGANIZATIONS

In the dynamic landscape of modern organizations, the role of HRBP (Human Resources

Business Partner) has evolved significantly. This section explores the critical importance

of HRBP in contemporary business settings, highlighting its contributions to

organizational success.

A) Strategic Partnering

In today's highly competitive business environment, HRBP functions as a strategic partner

to the organization by:

 Aligning HR with Business Goals: HRBPs work closely with senior leadership

to understand and support the organization's strategic objectives. They ensure

that HR strategies, policies, and practices are in line with the overarching

business goals.

 Driving Business Results: By integrating HR strategies with business strategies,

HRBPs contribute to achieving key performance indicators (KPIs), fostering

innovation, and driving bottom-line results.

B) Talent Management and Development

HRBPs are instrumental in identifying, nurturing, and retaining top talent. Their

importance lies in:

 Talent Acquisition: HRBPs lead efforts to attract, select, and onboard

candidates who fit the organization's culture and possess the skills needed for

success.

 Succession Planning: They ensure a steady pipeline of future leaders by

identifying and developing high-potential employees.

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  Performance Management: HRBPs oversee performance appraisal systems

that provide feedback and facilitate the development of employees, aligning

individual goals with organizational objectives.

C) Employee Engagement and Retention

HRBPs play a pivotal role in enhancing employee engagement, job satisfaction, and

retention, contributing to organizational stability and growth:

 Employee Engagement Initiatives: HRBPs design and implement initiatives

that promote a positive workplace culture, recognize achievements, and foster a

sense of belonging.

 Conflict Resolution: They address employee concerns, disputes, and grievances

promptly, reducing turnover and maintaining a harmonious work environment.

D) Data-Driven Decision-Making

In the age of data, HRBPs leverage analytics to make informed decisions:

 HR Metrics: They collect and analyse HR data to gain insights into workforce

trends, enabling data-driven decision-making in areas such as talent acquisition,

retention, and workforce planning.

 Predictive Analytics: HRBPs use predictive analytics to anticipate future HR

challenges and opportunities, allowing for proactive planning.

E) Change Management

HRBPs are crucial in managing organizational change:

 Change Communication: They facilitate effective communication during

periods of change, helping employees understand the reasons behind changes

and the benefits they bring.

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  Employee Adaptation: HRBPs assist employees in adapting to changes,

reducing resistance and ensuring a smooth transition.

F) Compliance and Risk Management

Ensuring legal and regulatory compliance is a core responsibility of HRBPs:

 Compliance: They stay up-to-date with labour laws and regulations, ensuring

that HR practices are in compliance and mitigating legal risks.

 Risk Mitigation: HRBPs proactively identify HR-related risks and develop

strategies to mitigate them, protecting the organization from legal and

reputational issues.

G) Organizational Culture and Employee Wellbeing

HRBPs have a significant impact on shaping organizational culture and promoting

employee wellbeing:

 Culture Alignment: They align HR practices with the desired organizational

culture, creating a workplace environment that reflects the organization's values.

 Wellness Initiatives: HRBPs promote employee wellness, addressing physical

and mental health concerns to improve overall job satisfaction and productivity.

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PERFORMANCE MANAGEMENT SYSTEM
(PMS)

46
 PERFORMANCE MANAGEMENT SYSTEM (PMS):

 Goal Setting:

Setting Clear Objectives: Performance management begins with setting clear and

specific performance objectives for employees. These objectives should be tied to the

organization's overall goals and should be communicated effectively to employees.

SMART Goals: Goals should follow the SMART framework, meaning they should be

Specific (clear and precise), Measurable (quantifiable), Achievable (realistic), Relevant

(aligned with business objectives), and Time-bound (with a defined timeframe for

achievement).

 Feedback and Communication:

Ongoing Feedback: Regular and open communication between managers and employees

is essential. This includes not only providing feedback but also actively listening to

employee concerns and addressing their questions and needs.

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 Constructive Feedback: Feedback should be constructive and aimed at helping

employees improve. It should highlight both their strengths and areas where they can

make enhancements.

 Performance Appraisal:

Formal Evaluation: Performance appraisals are typically conducted on a regular basis,

often annually. During these appraisals, managers evaluate how well employees have met

their performance goals and may make decisions regarding promotions, raises, or further

development plans.

 Employee Development:

Continuous Learning: Performance management involves identifying areas where

employees can improve and providing opportunities for development. This might include

additional training, mentoring, or stretch assignments.

Career Growth: It also includes discussions about employees' career aspirations and how

the organization can help them reach their professional goals.

 Recognition and Rewards:

Acknowledgment: Recognizing and rewarding employees for their hard work and

accomplishments is a critical part of performance management. This can include both

monetary rewards and non-monetary recognition, such as certificates, awards, or praise.

Incentives: Incentives should be linked to achieving specific goals or demonstrating

exceptional performance.

 Data and Analytics:

Data-Driven Decisions: The use of data and analytics to evaluate and measure

performance is becoming increasingly important. Metrics and KPIs are used to track

performance trends and make informed decisions.

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 Data Sources: Data sources can include performance evaluations, productivity metrics,

customer feedback, and more.

 Employee Involvement:

Participation: Encouraging employees to be actively involved in the performance

management process empowers them to have a say in their own

development. This might include participating in goal setting, self-assessments, and

feedback discussions.

 Continuous Improvement:

Refinement: Organizations should regularly review and refine their performance

management systems to keep them effective and relevant. Learning from past successes

and challenges is vital in making these improvements.

 Legal and Ethical Considerations:

Compliance: Compliance with labor laws and regulations is crucial. Organizations must

ensure that their performance management practices are free from discrimination, bias,

and follow legal requirements.

 Training for Managers:

Effective Management: Managers and supervisors should be trained in the skills

necessary for effective performance management, including giving feedback, conducting

appraisals, and setting goals. Their competence in these areas is essential for the system's

success.

 Technology and Tools:

Automation: The use of technology and software, such as performance management

software, helps automate data collection, reporting, and tracking of performance goals.

49
Data Visualization: Tools can also aid in visualizing and presenting performance data in

a clear and meaningful way.

IN SUMMARY, A PERFORMANCE MANAGEMENT SYSTEM ENCOMPASSES A

SET OF PRACTICES AND PROCESSES DESIGNED TO IMPROVE EMPLOYEE

PERFORMANCE, ENHANCE THEIR DEVELOPMENT, AND ALIGN THEIR

EFFORTS WITH THE ORGANIZATION'S STRATEGIC OBJECTIVES. IT IS A

DYNAMIC AND CONTINUOUS PROCESS THAT AIMS TO FOSTER A CULTURE

OF GROWTh AND EXCELLENCE WITHIN THE WORKPLACE.

50
COMPLIANCE MANAGEMENT

51
 COMPLIANCE MANAGEMENT

It refers to the process of ensuring that an organization adheres to relevant laws,

regulations, standards, and ethical practices in its operations. It involves developing and

implementing policies, procedures, and practices to prevent violations and to demonstrate

a commitment to legal and ethical conduct. Here are the key aspects of compliance

management:

Regulatory Understanding:

Identifying and understanding the laws, regulations, and standards that apply to the

organization's industry and operations. This includes local, national, and international

regulations.

Policies and Procedures:

Developing clear and comprehensive compliance policies and procedures that guide

employees in following the rules and regulations applicable to their roles.

Compliance Officer:

Appointing a compliance officer or team responsible for overseeing and managing

compliance efforts. This may involve compliance audits, reporting, and enforcement.

Compliance Training:

Providing training and education to employees, ensuring that they are aware of and

understand the laws and regulations relevant to their roles.

Risk Assessment:

Conducting risk assessments to identify areas where non-compliance is likely and taking

steps to mitigate these risks.

52
Documentation and Record-keeping:

Maintaining accurate and complete records of compliance-related activities, including

policies, training, audit results, and corrective actions taken.

Monitoring and Auditing:

Regularly monitoring and auditing the organization's operations to assess compliance with

laws and regulations. This includes both internal and external audits.

Reporting and Disclosure:

Reporting any identified violations to the appropriate regulatory bodies, as required by

law.

Ensuring that any unethical or non-compliant behavior can be reported internally through

a confidential and protected whistleblowing system.

Enforcement and Corrective Action:

Implementing appropriate corrective actions when non-compliance is identified. This may

involve disciplinary measures, process improvements, or other remedies.

Ethical Standards:

Promoting ethical behavior throughout the organization. Encouraging employees to make

choices that align with the organization's values and ethical principles.

Compliance with Industry Standards:

Ensuring that the organization meets industry-specific standards, certifications, and best

practices.

Data Security and Privacy Compliance:

53
Complying with data protection laws, such as GDPR or HIPAA, depending on the

industry. Safeguarding sensitive data and ensuring privacy is a key aspect of compliance

management.

Environmental Compliance:

Ensuring that the organization follows environmental laws and regulations related to

sustainability, emissions, waste disposal, and resource conservation.

Customer and Vendor Compliance:

Managing compliance requirements related to customers and vendors, including contract

compliance and service-level agreements.

Continuous Improvement:

Continuously improving compliance processes and practices based on feedback, audits,

and changing regulations.

Crisis Management and Response:

Developing and implementing crisis management plans for dealing with compliance

violations or emergencies.

Legal Collaboration:

Collaborating with the organization's legal team or external legal experts to interpret

complex regulations and ensure compliance.

Corporate Social Responsibility (CSR):

Integrating CSR principles into the organization's operations and reporting to meet societal

and ethical responsibilities.

Compliance management is essential to prevent legal and financial risks, maintain a

positive reputation, and build trust with stakeholders. It requires a proactive approach that

54
involves ongoing monitoring, education, and the commitment of the entire organization to

adhere to laws, regulations, and ethical standards.

EMPLOYEE RELATIONS AND GRIEVANCE

RESOLUTION

55
 Employee Relations And Grievance Resolution

Parivartan (sustainable transformation) journey has been started at Renukoot which

covers three area for action i.e,

Plant: Sustainable Profitability and an Enjoyable Place to work

Township: Smart and Vibrant Township with Inclusive Culture

Ecosystem: Happy, Prosperous and Self-Reliant Neighbourhood

In Parivartan implementation model, the HR/IR team continuously work for operational,

process, business transformation & Capability building. Under operational transformation,

the team works on flawless daily work management where the HR team works on various

DPI (Daily Performance Indicators) in which Employee Engagement is parameter which

we daily track.\

Employee Engagement Tracker: All respective HR/ER members of Plant are responsible

to meet at least members in a day covering people from different cohort like management,

Staff, Workmen, Contract Labors, badlis etc. to capture the voice of our stakeholders.

All communication points are recorded in the tracker of respective SET (service

effectiveness team) which includes record date, recorded by, person who recorded, person

who had the query/issue/suggestion/grievance, closing date and TAT.

In the Parivartan model of working, we always strive for continuous improvement and the

same goes query resolution also in which we try to o=provide solution or resolve issue as
56
soon as possible. All points recorded by the HR/IR team are further categorized in the

below four categories for further analysis:

Grievance: Refers to the employee's dissatisfaction/nonfulfillment with the company's

policy, terms and conditions of Work. They may or may not be justified and usually

represent the gap between what the employee expects and gets from the company.

Department Requirement: Something that is required or needed by the Department for the

smooth running of day-to-day job or operation.

Customer Requirement: refer to the product or service that he feels is necessary for him.

These requirements motivate customers/employees to do their job with dedication with

benefits for both employee and employer.

Discussion: The action or process of talking about something to reach a decision or to

exchange ideas for the purpose of what may be useful for both employee and employer.

The majority of points lead to closure just by sharing certain guidelines or policy

information on the said topic.

Once the points are noted and TAT has been calculated, we analyze the data or trend to

observe Is there any repeated points coming up for which we can improve the process or

any scope of improvement to deliver the service faster. If any problem statement, requires

change in process then a Process improvement (PI ) project is taken up to implement the

same for example in past we have taken more than a dozen of PI projects.

Other voice capturing mechanism:

Anubandh: It’s a talk series dedicated for our Young Managers, Female Employees, GET

(Graduate Engineering Trainees), DET (Diploma Engineering Trainees). Session includes

the PBU Heads, Cluster HR Head, IR/HR Representative, Union Members. In this forum,

employees can honestly air their needs, wishes, hopes, and preferences, without facing the
57
negative consequences in the workplace and the aim is to act upon the findings to improve

work relationships, business processes, and the whole organization.

Sambhav (Workmen Townhall): As the major working population of Renukoot

encompasses of Workmen, it is necessary that their problem, issue, suggestions should be

resolved and addressed. Additionally, we also invite someone from

Rewards/Legal/Compliance Team etc. for knowledge s to facilitate the same, Parivartan

(sustainable transformation) journey has been started at Renukoot which covers three area

for action i.e.,

Plant: Sustainable Profitability and an Enjoyable Place to work

Township: Smart and Vibrant Township with Inclusive Culture

Ecosystem: Happy, Prosperous and Self Reliant neighbourhood.

In Parivartan implementation model, the HR/IR team continuously work for operational,

process, business transformation & Capability building. Under operational transformation,

the team works on flawless daily work management where the HR team works on various

DPI (Daily Performance Indicators) in which Employee Engagement is parameter which

we daily track.

Employee Engagement Tracker: All respective HR/ER members of Plant are

responsible to meet at least 5 members in a day covering people from different cohort like

management, Staff, Workmen, Contract Labors, badlis etc. to capture the voice of our

stakeholders.

All communication points are recorded in the tracker of respective SET (service

effectiveness team) which includes record date, recorded by, person who recorded, person

who had the query/issue/suggestion/grievance, closing date and TAT.

58
 In the Parivartan model of working, we always strive for continuous improvement and the

same goes query resolution also in which we try to o=provide solution or resolve issue as

soon as possible. All points recorded by the HR/IR team are further categorized in the

below four categories for further analysis:

Grievance: Refers to the employee's dissatisfaction/nonfulfillment with the company's

policy, terms and conditions of Work. They may or may not be justified and usually

represent the gap between what the employee expects and gets from the company.

Department Requirement: Something that is required or needed by the Department for

the smooth running of day-to-day job or operation.

Customer Requirement: refer to the product or service that he feels is necessary for him.

These requirements motivate customers/employees to do their job with dedication with

benefits for both employee and employer.

- Discussion: The action or process of talking about something to reach a decision or to

exchange ideas for the purpose of what may be useful for both employee and employer.

The majority of points lead to closure just by sharing certain guidelines or policy

information on the said topic.

Once the points are noted and TAT has been calculated, we analyse the data or trend to

observe Is there any repeated points coming up for which we can improve the process or

any scope of improvement to deliver the service faster. If any problem statement, requires

change in process then a Process improvement (PI ) project is taken up to implement the

same for example in past we have taken more than a dozen of PI projects.

Contract Labour Meet: A engagement meeting dedicated for Contract Labour Workmen

which empower the CLs about the benefits which they can take and any irregularity or

issue faced by them from the contractors are addressed. As safety is foremost important
59
thing at Hindalco, a representative from Safety department also takes a session to aware

them about different hazards and preventive measures at workplace.

DET (Daily Effectiveness Team) Meeting: DMT is the execution team – enabling the

AET to deliver results on safety, productivity and delivery, quality of output, area

improvements, daily operations, customer satisfaction/ dissonance, costs incurred and

employee morale etc. in that area. Thus team meets daily at the board (DPI Board) at a

pre-designated time before the AET .

FST (Functional Steering Team) Meeting: This group comprises of Cluster HR Head

and their direct reportees where any issues which requires decision to be taken at upper-

level management is taken up or any welfare scheme existing/potential future welfare

scheme which can add values to the working of workmen/employee.

AET (Area Effectiveness Team) Meeting: An AET is a logical grouping of cross-

functional people working in an area, with common objectives. The AET members meets

daily at a pre-designated place at a pre-designated time for Abnormality Identification and

Plan for elimination, Identification of countermeasures as an outcome of Root Cause

Analysis of a problem and recognition of good work.

It is also mandatory for HR/ER team to attend the AET meeting periodically where any

HR/IR issues are resolved, queries are resolved or taken for further action. Also, any

issues highlighted at DET meeting at taken up at AET meet.

My People Hour: During the past 5 years Hindalco has been building a merit based and

performance centric organization through its culture transformation journey. It is

important that we transform into a High Performance Contemporary Organization (HPCO)

as outlined in the My Hindalco My Promise My Priorities document. One of the key

60
 initiatives that is being implemented across the organization is My People Hour that will

enable implicit knowledge transfer from leaders to their team members through

conversations.

Purpose: Capability Development of Team members through real conversations, People

Development, Deep alignment on decision through understanding of the thought process

of decisions.

 Round Table Conference: A roundtable meet is a flexible type of meeting where

participants mutually decide on a specific topic and get an equal opportunity to discuss the

topic and speak. The objectives are to explore solutions, define actions and develop

strategies, encourage discussion and dialogue focusing on two way conversations, allow

and encourage different viewpoint / dissent Ideate on solutions of recurring issues, come

up with ideas to improve existing processes or introducing new processes sharing session

so that they should not be unaware about their rights and privileges.

61
WHAT DOES AN HRBP DO THAT MAKES FOR A
GREAT BUSINESS PARTNER BUILDING AND
STRATEGIC RELATIONSHIPS AS AN HRBP

62
What does an HRBP do that makes for a great business partner

When an incident occurs that could pose compliance risks, employers can’t wait for a

lengthy response from their HRBP. Those who succeed in this role understand that

the most important thing to their clients is reliable communication and having

someone they can count on for timely assistance when it’s needed. Some might even

call it “at your fingertips compliance management.”

An outstanding Human Resources Business Partner (HRBP) excels in several critical areas

to become a highly effective business partner within an organization. Firstly, they align

HR strategies with the broader business objectives, actively participating in strategic

planning discussions and contributing valuable insights. Exceptional communication skills

set them apart as they convey complex HR concepts in a compelling manner, emphasizing

the strategic value of HR practices. Building strong relationships with business leaders is a

cornerstone of their approach, establishing trust and credibility through genuine

engagement and collaboration. Using data-driven decision-making, great HRBPs leverage

HR metrics and analytics to demonstrate the tangible impact of HR initiatives on key

performance indicators, reinforcing the strategic relevance of HR within the organization.

They act as strategic consultants, offering solutions to diverse HR challenges while

proactively engaging in talent management, change management, and employee relations.

Continuous learning and adaptability to evolving business needs further characterize their

excellence. In essence, a great HRBP is an invaluable asset, seamlessly integrating HR

into the broader business context and contributing significantly to organizational success.

63
Building strategic relationships as an HRBP

Building strategic relationships is a crucial aspect of the Human Resources Business

Partner (HRBP) role, as it involves fostering collaboration and alignment between the HR

function and other business units within the organization. Here's how HRBPs can

effectively build strategic relationships:

Understand Business Objectives:

Gain a deep understanding of the organization's overall business strategy, goals, and

challenges. This knowledge forms the foundation for aligning HR strategies with the

broader business objectives.

Proactive Engagement:

Proactively engage with business leaders and key stakeholders. Actively seek

opportunities to collaborate and contribute to discussions about organizational strategy and

decision-making.

Listen and Assess Needs:

Listen attentively to the concerns, needs, and goals of business leaders. Understand their

perspectives and challenges, and tailor HR solutions to meet specific business

requirements.

Strategic HR Planning:

Collaborate in strategic workforce planning. Anticipate future talent needs, identify skill

gaps, and align HR initiatives with the organization's long-term goals.

Provide Data-Driven Insights:

64
Use HR analytics and metrics to provide data-driven insights. Demonstrate the impact of

HR initiatives on business outcomes, reinforcing the value HR brings to the organization.

Communicate Effectively:

Develop strong communication skills to articulate HR strategies and initiatives in a way

that resonates with business leaders. Clearly convey how HR practices contribute to the

achievement of organizational goals.

Be a Trusted Advisor:

Establish trust by being a reliable and knowledgeable advisor to business leaders. Offer

guidance on HR best practices, industry trends, and potential impacts on the workforce.

Collaborate on Talent Management:

Work closely with business leaders on talent management initiatives, including

recruitment, succession planning, and employee development. Align HR efforts with the

organization's talent needs.

Change Management:

Actively participate in change management initiatives. Support business leaders in

navigating organizational changes, mergers, acquisitions, or restructuring processes.

Measure and Communicate Impact:

Regularly measure the impact of HR initiatives on key performance indicators.

Communicate successes and improvements resulting from HR interventions, reinforcing

the strategic value of HR.

Adaptability:

Stay adaptable and responsive to changing business needs. Demonstrate flexibility in

adjusting HR strategies to align with evolving organizational priorities.

65
Continuous Relationship Building:

Building strategic relationships is an ongoing process. Regularly check in with business

leaders, seek feedback, and continuously refine HR strategies to meet evolving business

requirements.

PROJECTS

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 POSITION BASED STRUCTURE(PBS)

A "Position-Based Structure" typically refers to an organizational structure that is

designed around specific roles or positions within a company. In this type of structure, the
organization is organized based on job functions, and individuals hold specific positions
with defined responsibilities and reporting relationships. This structure is also known as a
functional or hierarchical structure.
Key features of a Position-Based Structure include:
Hierarchy:
The organization is structured in a hierarchical manner, with clear levels of authority and
reporting relationships. Each position or role has a designated place in the hierarchy.
Functional Departments:
Departments are organized based on functions or job roles. For example, there might be
separate departments for finance, marketing, human resources, operations, and so on.
Clear Reporting Lines:
Each position has a clear reporting line, indicating to whom the individual in that position
reports. This creates a well-defined chain of command.
Specialization:
The structure allows for specialization within functional areas. Employees in specific
positions are expected to have expertise in their functional domain.
Efficiency in Task Performance:
This structure often leads to increased efficiency in task performance, as individuals are
organized according to their expertise and can focus on specific functions.
Centralized Decision-Making:
Decision-making authority is often centralized at the top of the hierarchy, with higher-
level positions having more decision-making power.
Communication Flow:
Communication tends to follow formal channels within the hierarchy. Information flows
down from higher positions to lower positions, and feedback moves upward.
Clarity in Roles:
Roles and responsibilities are well-defined for each position, reducing ambiguity and
helping individuals understand their contributions to the organization.
While a Position-Based Structure has its advantages, such as clear reporting lines and
specialization, it also has potential drawbacks, including limited flexibility and slower
response to changes. Organizations often choose structures based on their size, industry,
and specific business needs, and some may blend elements of different structures to create
a hybrid model that suits their requirements

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IT BASICALLY USED USED TO DETERMINE THE VACANT POSITION OR ANY SHIFT IN THE POSITION AND ALSO TO
KNOW THAT THE SUPPLY OF THE WORKFORCE IS EQUALLY TO THE DEMAND

68
 GOAL AUDIT(SMART GOAL)

A "goal audit" typically refers to a systematic review or assessment of an individual, team,

or organization's goals and objectives. The purpose of a goal audit is to evaluate the

effectiveness, relevance, and alignment of goals with broader strategic objectives. Here are

key components and steps involved in a goal audit:

Goal Definition:

Begin by clearly defining the existing goals and objectives. Ensure that each goal is

specific, measurable, achievable, relevant, and time-bound (SMART).

Alignment with Strategy:

Evaluate how well the current goals align with the overall strategic direction of the

individual, team, or organization. Goals should directly contribute to the larger mission

and vision.

Progress Assessment:

Review the progress made toward each goal. Assess whether the goals set in the past are

being achieved within the specified timeframes and whether there are any challenges or

obstacles.

Relevance and Priority:

Consider the relevance of each goal in the current context. Goals that are no longer aligned

with organizational priorities or market conditions may need to be revised or replaced.

Measurable Outcomes:

Examine whether goals are tied to measurable outcomes. Goals should be quantifiable,

allowing for clear measurement and evaluation of success.

Resource Allocation:
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 Evaluate the resources allocated to each goal, including time, budget, and manpower.

Ensure that the resources are sufficient for goal attainment and that priorities are reflected

in resource allocation.

Feedback and Input:

Gather feedback from stakeholders, team members, or relevant parties. Input from those

involved in or affected by the goals can provide valuable perspectives on their feasibility

and impact.

Adjustment and Realignment:

Based on the assessment, be prepared to make adjustments or realign goals. This might

involve revising timelines, modifying the scope of goals, or introducing new objectives to

better meet current needs.

Communication and Transparency:

Communicate the results of the goal audit transparently to relevant stakeholders. Ensure

that there is a shared understanding of the goals and their importance.

Continuous Improvement:

Treat the goal audit as a continuous improvement process. Regularly revisit and reassess

goals to ensure ongoing relevance and alignment with the evolving needs of the individual,

team, or organization.A goal audit is a strategic management practice aimed at enhancing

goal-setting processes and ensuring that efforts are directed toward achieving meaningful

outcomes. It contributes to organizational effectiveness by fostering goal clarity, alignment

with strategy, and adaptability in the face of changing circumstances.

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71
 DEPENDENT POLICY(FAMILY DEPENDENT POLICY)

We need to collect the data from the employees about their that how many dependent they

have we need to collect the data like name , age ,number ,relation,mailed after collecting

all the data we structure them and set them according the numbers a pre template where

all data is stored

The benefit

Health Insurance nominee:

In the context of health insurance, a dependent policy typically refers to coverage for

family members, such as spouses, children, or other dependents, under the primary

policyholder's health insurance plan. This often includes provisions for medical expenses,

prescriptions, and other healthcare-related costs for eligible dependents.

Employee Benefits:

In the realm of employee benefits, a dependent policy could extend beyond health

insurance to include other benefits such as dental, vision, or life insurance coverage for the

dependents of an employee.

Financial Dependency:

In financial planning, a dependent policy might refer to strategies or policies designed to

support and protect individuals who are financially dependent on others, such as children,

elderly parents, or other family members.

Tax Dependents:

From a tax perspective, a dependent policy could relate to the criteria for claiming

someone as a dependent on one's income tax return. This may impact eligibility for certain

tax credits or deductions.

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Educational Dependent Policies:

In the field of education, dependent policies may involve guidelines or regulations

pertaining to the enrollment or eligibility of dependents (such as children) in educational

institutions, programs, or services.

73
 CONTRACTOR AUDIT
Audit Planning:

Clearly define the objectives and scope of the audit. Identify the specific areas you want to

assess, such as compliance with contractual terms, regulatory requirements, and industry

standards.

Contract Review:

Thoroughly review the contractual agreement between the contracting organization and

the third-party contractor. Understand the terms, conditions, deliverables, timelines, and

performance metrics outlined in the contract.

Pre-Audit Information Gathering:

Collect relevant information about the third-party contractor, including financial

statements, safety records, certifications, and any past performance reviews. This

information provides a baseline for the audit.

Risk Assessment:

Conduct a risk assessment to identify potential areas of concern or non-compliance. This

assessment helps prioritize audit focus and resources.

Compliance Check:

Verify that the third-party contractor is in compliance with relevant laws, regulations, and

industry standards. This includes environmental regulations, safety requirements, and any

specific industry certifications.

Performance Evaluation:

Assess the third-party contractor's performance against predetermined criteria. This may

involve evaluating project milestones, service quality, and other performance metrics

outlined in the contract.

74
Documentation Review:

Review the third-party contractor's documentation, including invoices, project plans, and

other records, to ensure accuracy and compliance with contractual requirements.

Audit Report:

Prepare a comprehensive audit report detailing the findings, conclusions, and

recommendations. The report should highlight areas of compliance, identify any

deficiencies, and provide suggestions for improvement.

Follow-Up Actions:

Implement necessary corrective actions based on the audit findings. Work collaboratively

with the third-party contractor to address any non-compliance issues, improve processes,

and ensure ongoing alignment with contractual requirement.

CHECKLIST ACCORDING TO WHICH WE HAVE TO DO THE AUDIT

75
DIVERSITY AND INCLUSION INITIATIVES

76
 Diversity and Inclusion initatves

Current initatves
Diversity Recruitment Programs

Findings: Hindalco Industries has implemented targeted recruitment programs to increase

diversity in its workforce. These programs include partnerships with educational

institutions and outreach to underrepresented groups.

Analysis: Diversity recruitment programs are an effective way to attract a diverse talent

pool. It is essential to evaluate the outcomes of these programs and their impact on

workforce diversity.

Inclusive Workplace Policies

Findings: The organization has established inclusive workplace policies that promote

equal opportunities, prohibit discrimination, and provide accommodations for employees

with disabilities.

Analysis: Inclusive workplace policies are crucial for creating a welcoming environment

for employees from all backgrounds. Regular training and communication can help ensure

awareness and adherence to these policies.

Employee Resource Groups (ERGs)

Findings: Hindalco Industries has established ERGs that cater to various dimensions of

diversity, including gender, ethnicity, and generational diversity. These groups provide a

platform for employees to connect, share experiences, and advocate for inclusion

Analysis: ERGs can be powerful advocates for diversity and inclusion within an

organization. It is important to assess the level of engagement and impact of these groups

and consider expanding or creating new ERGs as needed.

77
HR ANALYTICS AND METRICS

78
 HR ANALYTICS AND METRICS

What is HR Analytics?

HR analytics is a powerful analytical tool used by HR professionals. It is the practice of

using data analysis techniques and tools to extract insights and knowledge from HR data

to support data-driven decision-making that is not intuitive in the human resources

function.

HR analytics involves collecting, organizing, and analysing large sets of employee-related

data to identify patterns, trends, and correlations that can be used to form HR strategies,

policies and tactics.

This can include data on employee performance, workforce demographics, turnover rates,

engagement levels, absenteeism, sabbaticals and more. By leveraging HR analytics,

organizations can make data-driven decisions that optimize the workforce, improve overall

business outcomes, and enhance employee experience.

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Why Do We Need HR Analytics?

HR analytics is essential for companies to make informed, data-driven decisions regarding

their human resources function rather than depending upon intuition alone. HR analytics

can provide valuable insights into the workforce, including trends, patterns, and

correlations that can help identify improvement areas and optimisation opportunities

By leveraging HR analytics, organizations can:

1.Improve recruitment and retention: HR analytics can help identify the sources of top

talent and retention issues, enabling organizations to improve recruitment and retention

strategies by curbing turnover rates.

2.Enhance employee performance: By analysing employee performance data,

organizations can identify areas where training and development programs are needed,

improve welfare amenities, and offer competitive compensation specific to the industry, to

enhance the overall employee experience.

3.Optimize workforce planning: HR analytics can provide insights into the workforce

demographics and trends, patterns and correlations, helping organizations forecast future

workforce needs and optimize workforce productivity.

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4.Align HR strategies with business goals: By using HR analytics to identify the drivers

of business success, organizations can align their HR goals, initiatives, drives and

strategies with the overall goals of the organization.

5.Increase efficiency and reduce costs: HR analytics can help identify areas where HR

processes can be streamlined or automated, resulting in increased efficiency and reduced

costs to improve financial metrics like revenue and profits.

What are HR Metrics?

HR metrics are specific measurements used to track and evaluate various aspects of the

human resources function. HR metrics are typically used to assess the performance,

efficiency, and effectiveness of HR processes and practices and to provide insights into

workforce trends and patterns.

HR metrics include employee turnover rates, time-to-hire, training and development costs,

absenteeism, skills gap and employee engagement levels.

By tracking and analysing HR metrics, organizations can identify areas for improvement,

make data-driven decisions, and ensure that HR initiatives, practices and drives are

aligned with the business’s overall goals

Why Do We Need HR Metrics?

HR metrics are important for organizations to assess, measure and monitor specific aspects

of their human resources function.

By measuring and tracking HR metrics, organizations can identify areas for improvement,

make data-driven decisions, and ensure that their HR initiatives are aligned with their

overall business goals.

81
Some key reasons why we need HR metrics are:

1.Measure performance: HR metrics provide a way to measure and assess the

performance of specific HR processes and practices, such as recruitment, training, or

employee engagement.

2.Identify areas for improvement: By tracking HR metrics, organizations can identify

areas where they are underperforming and take action to improve their HR initiatives.

3.Ensure compliance: HR metrics can help organizations ensure that they are complying

with relevant govt. and company laws, by-laws and regulations, such as those related

to diversity and inclusion or equal pay.

4.Evaluate the effectiveness of HR initiatives: HR metrics provide a way to evaluate the

effectiveness of HR initiatives and drives, such as training programs or performance

management systems, and make data-driven decisions about whether to continue, modify,

or discontinue them.

82
5.Benchmark against industry standards: HR metrics enable organizations to

benchmark their performance against industry standards and best practices, providing

insight into how they compare with their peers and competitors.

83
HRBP ROLE IN CHANGE MANAGEMENT

84
 HRBP Role in Change Management
The HR Business Partner (HRBP) holds a pivotal role in the realm of change management

within organizations. Charged with aligning business objectives with strategic initiatives,

the HRBP undertakes a multifaceted approach to facilitate successful change. Integral to

this process is the identification and analysis of key stakeholders, where the HRBP

collaborates with leaders to understand concerns and tailor communication plans

accordingly. Effectively communicating the rationale, benefits, and impacts of change

falls within the HRBP's domain, along with providing steadfast support to employees

throughout the transition. The HRBP also plays a strategic role in assessing organizational

readiness, managing resistance, and implementing training programs to address skill gaps.

Metrics and measurement, as well as feedback loops, are leveraged to gauge the success of

change initiatives, with a constant emphasis on legal and compliance considerations. In

essence, the HRBP acts as a change agent, orchestrating a holistic and adaptive approach

to navigate the complexities of organizational transformation.

85
METHODOLOGY

86
 Methodology
This section outlines the research methodology employed to gather and analyse data for

the comprehensive analysis of the HR Business Partner (HRBP) department at Hindalco

Industries. The methodology encompasses data collection methods, data sources,

sampling techniques, and ethical considerations.

Research Approach

To achieve the objectives of this study, a mixed-methods research approach was adopted.

This approach combines both quantitative and qualitative research methods to provide a

holistic understanding of the HRBP function at Hindalco Industries.

Data Collection Methods

Surveys: A structured survey was administered to employees across various

departments within Hindalco Industries. The survey aimed to collect quantitative data on

employee perceptions, engagement, and experiences related to HRBP practices.

Semi-structured interviews were conducted with HR leaders, HRBPs, department heads,

and senior management to gather qualitative insights into HRBP roles, strategies, and

challenges.

Document Analysis: Existing HR policies, reports, and documentation related to HRBP

functions, talent management, performance management, diversity initiatives, training

programs, and change management were reviewed for contextual information.

Data Sources

Data for this research were sourced from multiple avenues:

 Internal data from Hindalco Industries, including HR reports and documents.

87
 Primary data collected through surveys and interviews with employees and HR

personnel.Secondary data from industry reports, academic literature, and best practice

resources related to HRBP functions and practices

88
 CONCLUSION

In this comprehensive analysis of Hindalco Industries' HR Business Partner (HRBP)

department and its various functions, we have explored and evaluated the critical aspects

of HRBP's role within the organization. Through a systematic examination of HRBP's

involvement in employee engagement, talent acquisition, performance management,

diversity and inclusion, training and development, HR metrics and analytics, and change

management, we have gained valuable insights into the current state of HRBP practices at

Hindalco Industries.

Our findings reveal that Hindalco Industries has established several commendable HR

practices that contribute positively to the organization's overall performance. HRBPs play

a pivotal role in fostering employee engagement, facilitating talent acquisition, promoting

performance excellence, advancing diversity and inclusion, providing opportunities for

growth and development, utilizing HR metrics to drive informed decisions, and effectively

managing organizational change. These efforts align with the organization's strategic

objectives and demonstrate a commitment to enhancing the employee experience.

Despite these strengths, our analysis has also identified areas where improvements can be

made to further optimize the HRBP function. Recommendations have been made to

enhance communication and engagement, introduce more frequent feedback mechanisms,

refine talent acquisition strategies, strengthen diversity and inclusion initiatives,

personalize training and development programs, implement predictive analytics, and

systematically integrate employee feedback into the change management process.

In conclusion, Hindalco Industries recognizes the significance of the HRBP function in

shaping a thriving, engaged, and productive workforce. By heeding the recommendations

provided in this report, the organization can further elevate its HRBP practices and

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enhance its capacity to attract, retain, and develop top talent, ultimately contributing to its

continued success in a dynamic and competitive business landscape.

As Hindalco Industries continues to evolve, adapt, and strive for excellence, the role of

HRBPs will remain pivotal in aligning human capital strategies with organizational goals.

We anticipate that the proposed recommendations will serve as a catalyst for HRBP

optimization and foster a culture of continuous improvement within the HR function.

We express our gratitude to Hindalco Industries for the opportunity to engage in this

research and analysis, and we are confident that the insights shared in this report will

contribute to the organization's ongoing journey toward HRBP excellence.

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QUESTIONNARIE

91
 QUESTIONNAIRE
Name : ____________________________________

Poornata Id : ____________________________________

Department : ____________________________________

Contact No. : ____________________________________

1. Work Environment: a. How would you describe the overall work environment in

your department? –

Positive - Neutral - Negative

2.Communication: a. How satisfied are you with the communication channels within the

company? –

Very Satisfied - Satisfied - Neutral - Dissatisfied - Very Dissatisfied

3.Job Satisfaction: a. On a scale of 1-10, how satisfied are you with your current job? –

(1 being extremely dissatisfied, 10 being extremely satisfied)

4.Professional Development: a. How satisfied are you with the opportunities for

professional development provided by the company? –

Satisfied - Neutral - Dissatisfied

5. Feedback and Recognition: a. Do you feel recognized for your contributions at work?

- Yes - No - Partially

6. Work-Life Balance: a. How would you rate your current work-life balance? –

Excellent - Good - Average - Poor

92
7. Team Collaboration: a. How would you describe the level of collaboration within your

team? –

Highly Collaborative - Moderately Collaborative - Neutral

8. Leadership Effectiveness: a. How would you rate the effectiveness of your immediate

supervisor/manager in supporting your professional growth? –

Highly Effective - Effective - Neutral - Ineffective - Highly Ineffective

9. Diversity and Inclusion: a. How inclusive do you perceive the workplace culture

regarding diversity? –

Inclusive - Neutral - Not Inclusive at All

10. Performance Feedback: a. How satisfied are you with the frequency and quality of

performance feedback you receive? –

Satisfied - Neutral - Dissatisfied

11. Employee Benefits: a. How satisfied are you with the current employee benefits

package? –

Satisfied - Neutral - Dissatisfied

12. Health and Wellness Programs: a. Are you aware of the health and wellness

programs offered by the company? –

Yes - No

93
FINDING ANALYSIS

94
 FINDING ANALYSIS

1.Work Environment: a. How would you describe the overall work environment in your
department? –
Positive - Neutral - Negative

Positive 70
Neutral 15
Negative 15

Response

Positve Nettral Negatve

2.Communication: a. How satisfied are you with the communication channels within the

company? –

Very Satisfied - Satisfied - Neutral - Dissatisfied - Very Dissatisfied

Very Satisfied 50
Satisfied 15
Neutral 10
dissatisfied 12
Very dissatisfied 13

95
 Response

very satsfed satsfed nettral

dissatfed very dissatfed

3.Job Satisfaction: a. On a scale of 1-10, how satisfied are you with your current job? –

(1 being extremely dissatisfied, 10 being extremely satisfied)

A 1-5
B 6-8
C 8-10

Response

A B C

4.Professional Development: How satisfied are you with the opportunities for

professional development provided by the company? –

Satisfied - Neutral – Dissatisfied

Satisfied 75
Neutral 15
Satisfied 10

96
 Response

satsfed Nettral Dissatsfed

5. Feedback and Recognition: a. Do you feel recognized for your contributions at work?

- Yes - No

Yes 60
No 40

Response

Yes No

6. Work-Life Balance: a. How would you rate your current work-life balance? –

Excellent - Good - Average - Poor

Excellent 70
Good 25
Average 5
Poor 0

97
 Response

Excellent Good Average Poor

7. Team Collaboration: a. How would you describe the level of collaboration within your

team? –

Highly Collaborative - Moderately Collaborative - Neutral

Highly Collaborative 70
Moderately Collaborative 15
Neutral 15

Response

Highly collaboratve Moderately Collaboratve

Nettral

98
8. Leadership Effectiveness: a. How would you rate the effectiveness of your immediate

supervisor/manager in supporting your professional growth? –

Effective - Neutral - Ineffective

Effective 70
Neutral 20
Ineffective 10

Response

Efectve Nettral Inefectve

9. Diversity and Inclusion: a. How inclusive do you perceive the workplace culture regarding

diversity? –

- Inclusive - Neutral - Not Inclusive at All

Inclusive 60
Neutral 20
Not Inclusive at All 20

99
 Response

Incltsive Nettral Not Incltsive at all

10. Performance Feedback: a. How satisfied are you with the frequency and quality of

performance feedback you receive? –

- Satisfied - Neutral - Dissatisfied

Satisfied 30
Neutral 45
Dissatisfied 25

Response

Satsfed Nettral Dissatsfed

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 11. Employee Benefits: a. How satisfied are you with the current employee benefits

package? –

Satisfied - Neutral - Dissatisfied

Satisfied 75
Neutral 15
Dissatisfied 10

Response

Satsfed Nettral Dissatsfed

12. Health and Wellness Programs: a. Are you aware of the health and wellness

programs offered by the company? –

Yes - No

Yes 85
No 10

Response

Yes No

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ADDITIONAL IMAGES DURING
INTERNSHIP

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103
104
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