ATHARVA SCHOOL OF BUSINESS MALAD(W) MUMBAI

A PROJECT REPORT ON

PROCESS OF HUMAN RESOURCE

Designed & Developed BY: Ms.Khyati Oza

DECLARATION I hereby declare that this project "Process of HR " at Keystone is purely and sincerely completed by me presented to the Atharva School of Business, in partial fulfillment of the requirement for the degree PGDM.

The results embodied in this project have not been submitted to any other university for any other course. This information has been used purely for academic purpose.

Date: Place:

Khyati Oza PGDM - II

ACKNOWLEDGEMENT Achievement is finding out what you would be doing rather than what you have to do . It is not until you undertake such a project that you realize how much effort and hard work it really is , what are your capabilities and how well you can present yourself or other things. It tells us how we rely on the efforts and goodwill of others . It gives me immense pleasure to present this report towards the fulfillment of my project . It has been rightly said that we are built on the shoulder of others . For everything I have achieved , the credit goes to all those who had helped me to complete this project successfully . I am very much thankful to Mr. S.S .Chouhan GM HR for their kind co operation in the completion of my project.

A special vote of thanks to my colleague , Mrs .Deepthi Satish who is HR Executive for her most sincere , useful and encouraging contribution throughout the project span . I am also thankful to Mr. Rao who is my project guide without his support my project was hard to complete. Finally , I would like to thank all my friends who directly or indirectly helped me in completion of my project & to my family without whose support , motivation & encouragement this would not have been possible .

Executive Summary
The process of HR helps to know the flow of hr in the organization . It helps the employees to understand the philosophy & work culture prevalent in the company . It also highlights the expectation of the company expect from its employees. The project gives a brief idea about the steps involved in the recruitment & selection within the organization. As Rustomjee is the first real estate to have an I.S.O certificate, the project highlights the various documents required as per the I.S.O certification.

INDEX
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Sr.No 1 2 3 4

Topic Introduction Process of Recritment and selection Process Of Training Process for preformance management system Induction Manual Documentation management Bibliography

PageNo 7 14 25 33

5 6 7

43 52 54

Introduction

Keystone Group started its construction activities in Mumbai. In 1996 and rapidly rose to be a premiere construction company due to its uncomprising commitment to the highest level of quality construction as well as its consistency in delivery schedules . Today, they figure amongst the leaders in the industry as they have continuously adapted to the rapid changes and challenges, by making use of latest technological developments. The company has kept its self abreast of the technological up gradation systems. The landmark projects constructed by the company provide eloquent evidences of its versatile capabilities and unflinching commitment to the customers requirements Invariably including the deadlines which might otherwise seem difficult. The group has adopted its values in its everyday functions, of never to substitute price for quality, to operate a team workers with its customers and strive to be performance leaders in every dimensions of the business it undertakes. The group has always strived to achieve goal of 100% satisfied customer base. Keystone group has till date launched, completed and delivered, residential complex, premium homes and educational institutions. They guess most Indian Construction companies havent yet explored the plausible advantages that Human Resources (HR) could provide them in the long term . Of late, they do see a paradigm shift towards corporatisation of business across the spectrum . Several companies have launched well planned HR initiatives to attract / retain / motivate and develop human resources . At Rustomjee , they have already done a fair amount of work in this area , and are committed to take our preliminary HR breakthroughs to the next levels of people effectiveness . They believe that there are only two assets to be focused on : Brand & People . If companies can remain focused on these two critical issues , they are bound to create , spawn , multiply , value many folds . Rustomjee is a success story in the making ; it has evolved into a trusted brand on account of its focused approach . Today , consumers associate them with the values they deliver quality and dependability , and it has been possible because of their people centric approach . HR Initiatives Due to the sustained HR initiatives taken in the past , today ,

the company has fully implemented robust Performance Management System encompassing elements like Goal setting , Self Appraisals , Reviews , Potential Assessment , Compensations with Linkages and Development Focus With a dynamic internal customer satisfaction

measurement and assurance system in place , the company does keep a tab on efficacy of the various people initiatives , and its impact on the Corporate Culture . Corporate Culture They understand culture as the way they do, what they do . Of course , whatever they do is governed by values and their stakeholders belief in them . At regular intervals they appreciate / reward and recognize staff contribution , thus reinforce values . The HR practices that they have put in place lays strong emphasis on infusion of the right values ; and in order to facilitate the implementation process they often combine HR programmes with celebrations . This culture help them balance people and task orientation . Their work culture is people orientation . Their work culture and focused on performance . Mistakes are tolerated . Dishonesty , of any kind is immediately punished. Performance is demanded . Opportunities , aplenty are offered to non performers , so they eventually improve . The focus is on promoting discipline . They believe In reinforcing values rather than enforcing them. Attrition Problems The brand value and reputation the company presently enjoys at the market place helps attract the best talent . Their people oriented HR policies ensure that they not only retain the best , but also provide them with adequate opportunities to grow with the company . On a day - to - day basis ,it is their culture of tackling even the most critical business issues by putting people first that differentiates them from the rest . At Rustomjee , they work together as one big family , and it is the people - to - people interaction that helps mitigate risks and capitalise on opportunities . As responsible members of the family, each individual is accountable to the family .

Vision 2012

They strongly believe that people should have a larger purpose in mind , and it should purpose in mind , and it should motivate them to give their best . The larger purpose (Goals) should be clearly defined , and everyone in the company should strive to achieve it. Having a clear Corporate Vision helps the company evolve its own business strategies and strategic objectives . This invariably leads to Goal Setting , which in turn facilitate the process of ensuring commitment from people . This is the reason why they organize several programmes to familiarise their employees with their vision 2012.

Projects
Projects Under Construction Rustomjee Ozone Tower 1 Tower 6 Goregaon (West) Rustomjee La sonrisa Matunga (East) Rustomjee 7 JVPD Juhu Rustomjee Natraj Rustomjee La Roche Rustomjee Elanza Rustomjee Aspiree Rustomjee Astrea Rustomjee Athena Rustomjee Sterling (Sangam) Santacruz (W) Rustomjee Eaze Zone Goregaon (W)

Up coming Projects Rustomjee La Fontaine Suhera Rustomjee Elita (Upper Juhu) Khar (W) Rustomjee Everard Retail
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 Nityanand baug ( Chembur) Suman Nagar (Chembur) Rustomjee D.N.Nagar (Upper Juhu) Central park Commercial Andheri (E) Completed - Residential o Rustomjee Regency (Dahisar West) o Rustomjee Residency (Dahisar West) o Rustomjee Royale (Dahisar West) o Rustomjee Adarsh Excellency ( Malad West) o Rustomjee Riveria (Malad West) o Rustomjee Central Park (Andheri East) o Rustomjee La Sonita (Bandra West) o Rustomjee Shimmer ( Juhu) o Rustomjee Orva (Bandra West) - Commercial o Gagan Shopping Arcade (Goregaon East) o Rustomjee Natraj ( Andheri E)

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o Rustomjee Aspiree ( Sion)

Achievements
1). The Estate Agents Association of India Awarded for best Customer Relationship at property 2002 Housing & Real Estate Exhibition. 2). The Association of Real Estate Agents presented the Award 14th September 2002 to keystone Realtors Pvt. Ltd. For creating Great Opportunity in Business, Positive Interaction & valuable contribution for the betterment of the Association on 5th Annual function. 3). Mancherji Edalaji Joshi Memorial Trust presented Outstanding contribution award to Boman R Irani in 2006. 4). Keystone was one of the First Indian Real Estate Development Company to get ISO 9001 : 2000 Certificate in August 2001. 5). The Most Customer Friendly Developer Awarded at the MCHI Exhibition . 6). MCHI Excellence in design Oct- 2006 7). Accommodation Times The Best Young Achiever Award March 2007 8). ACE 2007 (The Economic Times ) The Leaders of Indian Infrastructure & Construction. 9). Mapsor India Property Awards 2007 Excellent Brand in Real Estate. 10). Building Industry Leadership Awards (2nd BIB Awards ) Promising Builder. 11). Glory of Mumbai Awards (Times) Best Township for Environment Maintenance 12). National Economic & Integration Council (Business & Education)
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Rajiv Gandhi Shiromani Award. Company Turnover Keystone Group has an annual turnover of more than 150 crores.

Directors Mr .Boman R. Irani who is the chairman and Managing Director. Mr. Irani is an engineer with exposure to international trade , a first generation developer , an entrepreneur and a team leader . He is a visionary and a thinker nad the driving force behind the Keystone team. He is assisted by Chandresh D. Mehta (Director) who is an engineer from Indian Institute of Technology and an MBA from Xaviers Institute of Management (Bhuvaneshwar) Specializing in Finance and Marketing putting together the building blocks which build the company . Mr. Mehta has an extensive understanding and in depth knowledge in the construction field .

Mr .Percy S Chowdhry (Director ) is a Management Graduate having specialized in Marketing and has a world of experience in marketing , having worked for a string of Multinational Corporations like Dunlop , Gulf Oil etc . and finally headed operations for the Western Region of India for Coca Cola .

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Chapter 2 : Process for Recruitment And Selection 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 Process for Recruitment & Selection Manpower Requisition Form Qualification Matrix Weightage Matrix Interview Rating Sheet Offer Letter Personnel Form Reference Check Form Appointment letter Process for Recruitment & Selection Purpose To ensure that the need for recruiting people is identified, recruitment of personnel is done based on the competency requirement and the skills required for the job. Scope Applicable to all the activities related to the recruitment of competent people at all levels at Keystone Realty Pvt Ltd. Responsibility The Overall responsibility for establishing , documenting , implementing and updating this procedure lies with the General Manager HRD.

Process Steps Need For Recruitment The need for recruitment arises based on many reasons : When an employee leaves the organisation When there is a new project expected to be launched
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 Expansion plans of the Management Business plans every year Manpower plan is prepared based on the Business plan every financial year. Department heads will submit their manpower requirements to GM HR who will compile the data and prepare the list . This list is then approved by the Director / Managing Director . Chief Engineers and Department Heads will co-ordinate the same Based on the need to recruit a new employee, the concerned departmental head/his assignee fills in the Manpower requisition form . A Director duly approves the Manpower Requisition form before it is forwaded to HR department for further action. Manpower requisition form has the details like: Educational Qualification required Professional Qualification required Skill set required and desired Experience required Salary range Key Objectives of the job Deliverables in one year Planning Based on the Manpower requisition received , HR plans recruitment. Ways of recruitment are through: Employee referrals Databank Newspaper Advertisements

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 Website listing Surfing the resumes from the Job portals Consultants

The Job specifications (as per the manpower requisition form) are communicated to the recruitment agency . Based on the requirements, the recruitment agency recommends / suggest suitable candidate. In case an advertisement is to be placed the date of Ad release / colour /location is decided and agreed. The advertising agency sends the proof for approval and once approved the Ad is released. The media in which the Ad will be released is finalized like: Newspaper, Business Magazines or any other publications. In case of recruitment through job portals the resumes are short listed with the help of the key words available on the portal . The selection of these job sites is on the basis of the kind of position , level , and other functional requirements. Short listing and Screening The Sr.HR executive short-lists candidates before forwarding a list of candidates to GM HR for review. GM puts the comments and then forwards the short listed resumes to the department head / Requesting section indicating the date. Department Head / Requesting section screens the resumes with reference to the Job specification mentioned in the manpower requisition form and puts their comments on the short listed resumes , prioritise the resume and sends it / then to the GM HR

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A final short list is prepared . Resumes of rejected candidates or the candidates kept on hold are either retained in the databank or scrapped . Interviews Recommended candidates are called for interview . HR Executive sends the Interview sends the Interview call letters by post or Emails or gives intimation telephonically to the candidates. Interviews help the organization make a judgement on the candidates suitability for the respective job Educational qualifications, experience profile, achievements, extracurricular / societal activities and compatibility with the organization values and culture. Interview are conducted in two rounds by the respective officials as detailed in Work Instruction. Interview rating sheet is filled for the assessment of each candidate for a particular job . Each member on the interview panel fills up interview rating sheet . The members shall discuss the suitability of the candidate after each member has filled up the Interview rating sheet to arrive at a consensus. The candidate/s rated as the best based on the above is / are issued a letter of offer . If the candidate is not suitable for the job GM HR informs the candidate verbally either during the interview or later verbally on the telephone or an Email is sent informing the candidate about the status. Where a candidate is kept on hold till other interviews are in process for the same position they are informed of the same. No candidate will be kept on hold for more than 10 days.
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Appointment / Rejection Candidates selected in the final round of interviews are requested to fill in the Keystone Personnel Form. Compensation to be offered to the candidate is decided on the basis of Market trend Internal comparisons Candidates existing Compensation Experience Educational / Professional Qualifications Keystone pay scale for the respective profile Criticality

All the above factors are considered before making an offer to the candidate. In case reference checks are to be made, these are carried out and the details are filled in the Reference check form Based on the above information an offer letter is prepared and sent across to the candidate. If the candidate accepts the offer letter then the candidate is informed about the joining process as detailed below. Joining Process Once the candidate accepts the offer, the date of joining is recorded and the letter of offer contains this information. Before the candidate joins the GM HR will ensure that following are in place : Workstation

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 Computer / Laptop Activation of Email ID Extension Number All of these are in accordance with the level and responsibility and in accordance with the organization rules. The candidate is informed about the reporting times and the working hours. The Candidate is given an Appointment Letter on the day he joins. The candidate is also informed about the documents / details He / She is supposed to furnish as he joins the Organisation. These documents are :

Latest Medical fitness certificate from a recognised medical practitioner Proof of Date of Birth SSC and other education certificates Experience certificates Proof of last salary drawn Relieving letter from last employer Reference letter from any reputed person PF Nomination / Transfer form whichever is applicable On day ONE all the records / documents are verified by GM HR or his assignee. HR department issues get him / her introduced to all the other employees of the Organisation. Induction Training On the day of joining a new recruit is given an overview about the company profile and his / her job. HR department arranges formal induction programmes only after sufficient number of newly recruited employees are available to attend induction
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training . The purpose of the induction program is to ensure that: Person becomes comfortable with the organisations working culture New recruits are provided with the requisite information and tools to carry out the assigned tasks. Keystone values are inculcated Know the colleagues / peers HR executive will handover the following documents to the new recruits : Keystone Employment form (if not issued earlier) PF Transfer / Nomination form , whichever is applicable Saving Bank account opening form ESIC Form whenever applicable.

Once these documents are handed over and explained in detail the person is introduced to the respective department head.

HR Executive guides the new recruit to the respective HOD. Department Head ensures that the Induction checklist is completed within ONE week from the date of induction programme and duly signed by the new recruit is submitted back to HR department . This checklist is filed in the respective employee personal file. Once the person joins Induction training is carried out as detailed in the Procedure for Training & development. RECORDS Sr. No Record No. Record Title Maintained By 1 HRD/F/07 Manpower HRD Requisition Form 2 HRD/F/08 Interview HRD Rating Sheet Retention Period Till the position is filled Till the employee is is with the organisation
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3 4 5 6 7

HRD/F/09 /Offer Letter HRD/F/10 HRD/F/11 Keystone Personnel Form Reference Check Form

HRD HRD HRD HRD HRD

HRD/F/12 Appointment Letter HRD/I/1 Interview Instuctions

Till the employee is is with the organisation Till the employee is is with the organisation Till the employee is is with the organisation Till the employee is is with the organisation

Interview The interview process should help the company make a judgement on the candidates suitability for the role. Educational qualifications, Experience profile, Special achievements on the job, Extracurricular / Societal involvement and Value fit ( Keystone values) are the primary areas to be focused on. Interview Panel The HOD / Hiring Manager would coordinate / conduct the interviews for the short listed candidates in accordance with the chart given below. Level Level 2 Level 3 Position First Round Second / Final Round / Hiring Decision

GMs;Chief Engineers; Directors Concerned Directors Concerned HODs;Project heads;etc Sr.Engineer;Sr Officers Head of Respective Directors Concerned (Marketing Purchase,AccountsFunction & HO-HR ,Legal etc)

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Level 4 Level 5 Level 6

Jr.Engineer ;Jr Officers; Representative of Executives(Marketing Purchase, the concerned Accounts ,Legal ,Stores ,etc) department Site supervisors; Representative of Administration /Office staff etcthe concerned department Store / Office Boys Administrative head & HR Officer

Head of Respective Function & HO-HR Head of Respective Function & HR Officer

Manpower Requisition Form

Date Designation Department No of vacancies Location(s) Reporting to No of subordinates 1.Key objectives of the Job

2. Major Deliverables: Next One Year

3. Right Person: a) Essential Attributes /Skills Required: b) Desirable Attributes /Additional Skills Preferred :
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Interview Rating Sheet

Note : Date: 1. This from shall be filled by the interviewers 2. A copy of manpower requisition form must Be attached with this form . Name of the candidate : Post Interviewed For: Candidate interviewed by: 1 2 3 Sr.No 1 2 3 4 5 Factors Appearance Education Experience Job Knowledge Application of Weightage Points

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6 7 8 9

knowledge Communications skills Problem Solving techniques Initiative Attitude

Offer Letter Date Mr./Ms.

Dear Mr. With reference to your application and our subsequent discussions ,we are pleased to offer you a position to offer you a position of Your job responsibilities will be as discussed and mutually agreed upon.We would like you to join on or before preferably earlier. Please sign and return a copy of this letter as a token of your acceptance of the same.
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Offer Letter

Welcoming you and looking forward to a successful association. Regards, GM-HR

Chapter 3 : Process Of Training 3.1 Training Needs Form 3.2 Induction Check List 3.3 Training History Card 3.4 Training Feedback Form Purpose : To ensure that the training needs are identified, training is provided, benefits of training are assessed and records are maintained. Scope: Applicable to training of all the employees of Keystone Realty Pvt Ltd. Responsibility And Authority: The overall responsibility for establishing, documenting , implementing and updating this procedure lies with HRD. Planning: Considering the developmental objectives of all employees & the organization, training needs are identified through the annual Performance Appraisals, Training Needs Form, Management Request, Employee Suggestions surveys or any other method introduced by HR from time to time. Identified training needs may be aimed towards employee growth & development in the area mentioned. Training can be Internal or External depending upon the requirements. Training areas would broadly
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cover following: Knowledge and or improvement of Technical Skills. Knowledge / Improvement of Administrative Skills ISO 9000 and quality system Behaviour and soft skills Any other training for the overall development of the employee

Training Needs identified using any method including Keystones Performance Appraisal are consolidated by HR department heads and projected to the directors using Training Needs Form on a yearly / half yearly basis. For external training, brochures are collected from various institutions conducting training programs and are kept in Training brochures File. HR department uses this information for preparing training estimates. HR department estimated the cost of training programme to compare it with training budget available. HR departments coordinated with all departmental heads to arrive at a training budget at the beginning of a financial year . HR department prioritizes training needs that are most critical in order to utilize the budget effectively. HR department prepares a training plan and gets approval of the Directors. Training Schedule The approved training plan is transformed into a Training Calendar. Training calendar is prepared at least twice, once after the performance appraisal process is completed and again within a span of 6 months time. Execution External : Training
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Training Programmes are organised where the training needs are to be met externally. A letter is sent to the training institution informing them the details of the participating employee Communication confirming the arrangements is received from the Institution. Participant and the HOD are communicated about the training via mail or through letter. Internal Training Induction All new employees joining the Organisation are given Induction Training. An Induction Manual is issued to the employee for reference. Training date, time and place are fixed once there are twenty new employees. Training team consists of HR Executive , GM HR , Director and the departmental heads. The employees are informed about the Induction Training. The Head of the department and the HR brief him about the background of the company. The employees are informed of the expectations from the company. Verbal explanations are supplemented by a wide variety of printed materials, project brochures, employee manuals etc. along with a short guided tour around the project. The participants are issued a Induction Checklist immediately after the training is over, which is filled up by them and sent to the HR Department. If required on the job training is imparted to employees. Working of such persons are supervised till performance is found to be satisfactory by the concerned superior.
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Where possible, training is provided in house. This may be through classroom sessions, on the job or demonstration of work techniques. All trainings whether internal or external, are recorded in the Training History Card.

Assessment of the training is recorded as given below External Assessment : Certificate issued by external agencies. A trainees immediate superior / departmental head is required to observe post-training effectiveness / change in behavior seen in the subordinate . An informal report of this observation is given to the HR department within one month. HR department is responsible to record the same in Training History Card. Internal Assessment : Assessment is also done during annual Performance Appraisal process / on the job performance and its review / written test / Interview . A departmental head is responsible to communicate the assessment results to hR department if the assessment method is other than Performance appraisal.The record of such assessment is entered in the Training History Card. Feedback The participants are issued a Training Feedback Form as soon as they attend the training program,which is filled up by them and sent to the HR Department . The feedback form assesses the training programme & the trainers abilities .Where feedback received is poor, alternate arrangement with training institutes or trainer are explored. Records : Record Name HRD/F/01 HRD/F/02 HRD/F/03 Record Title Training Needs Form Induction Checklist Training File Name / No Training File Employee File Employee Maintained Retention By Period Executive Till Final HRD settlement Executive Minimum HRD 1 year Executive Till Final
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HRD/F/04 HRD/F/06

History Card Training Feedback Form Performance Appraisal Form For Executives & Below

File Training File

HRD settlement Executive Till Final HRD settlement

Performance Executive Till Final Appraisal File HRD settlement & Employee File

Training Needs Form

Employee Information Name of the employee Designation Department HOD Please tick for the Training type 1.Administrative 2.Technical 3.Behavioral & Soft skills 4.Quality 5.Others Date:

Justification

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HOD

HRD

DIRECTOR

Training History Card 1.Name

2.Desgination 3.Qualification 4.Experience on Present Job: Sr.no Training center Plan date Faculty Institution Actual date Training assessment Sign & Date

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Training Feedback Form

Ratings : 5-Excellent 4-Very Good 3-Good 2-Average 1-Poor SrNo Parameters 1 Meeting the objectives of the program/sessions 2 Coverage of subjects in the presentations Keeping the session alive and interesting Your own understanding of the concepts Managing Time Faculty Effectiveness 5 4 3 2 1

5 6

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10

Suggestions for improvement

11

What did you like about the program

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Learnings from the programme which would help you become more effective

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Chapter 4 : Process for Performance Management 4.1 Performance Appraisal Form Applicable to (J3 and Above) 4.2 4.3 Purpose : a) Enable an Appraisee & Appraiser to review Appraises performance against set KRAs at the beginning of a financial year. b) Assess an appraisee on Keystones Competencies c). To set KRAs for the next financial year d). Discuss significant achievements beyond KRA s in the performance year e) Provide feedback & counseling to appraise. Scope : Applicable to all the employees at Keystone. Responsibility And Authority: The overall responsibility for establishing , documenting , implementing and updating this procedure lies with HRD .
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Performance Appraisal Format Guidelines Support Staff Performance Appraisal

Setting Up Of Objectives Objectives of Performance Appraisal are established beforehand. Identification of training needs Revision of compensation Promotions and rewards Probation & Confirmation Meaurement of efficiency of performance evaluating the system. Key Result Areas Latest Work Instructions are issued to all the Head of Departments which is to be followed at the time of conducting Appraisals. Key Result Areas are established in writing at the beginning of a financial year to facilitate comparison of performance with the standards (MOP & LOP) The performance standards are communicated to the employees in the form of Key Result Areas at the start of the appraisal period.

The employees performance is compared with the Key Result Areas by a Head of the department. This comparison is documented in the Performance Appraisal Form . These are filled up for : Appraising executives & above to assess on: a) Ratings on KRAs for the performance year. b) Assessment on Keystone Competencies. The Directors may review the completed appraisal forms if necessary. However , in respect of HODs , the Directors will have the responsibility for review. Appraisal is dicussed with the appraise after a Directors reviews.

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Suggestion or comments if any are recorded and are given due consideration . In respect of all support staff, a separate form is used for performance appraisal and rating on each parameter is given following a discussion between appraisee & appraiser and a general consensus arrived between them. Appraisals the purpose : The objective of this is to : a) Enable the Appraisee & appraiser to discuss Appraisees performance against the KRAs set at the beginning of the financial year (here after referred as Performance Year). b) Set KRAs for the next year (here after referred to as Current Performance Year) c) Discuss significant Achievements outside of and beyond the KRAs in the Performance Year. d) Asssess on the Key Keystone competencies. e) Communicate the over all rating and f) Provide feedback and counseling all of which is explained below.

(Appraisee is the person whose performance is assessed & Appraiser is the person who is the boss and does the appraisal . Normally the appraiser reports to the reviewer) The Keystone Performance Appraisal format consists of the following 8 sections: Section 1 : Rating on the KRAs for the Performance Year Section 2 : Performance on the significant tasks / achievements outside & beyond the KRAs Section 3 : Assessment on the Key Keystone Competencies Section 4 : Over All Rating Section 5 : Identification of Strengths / Improvement Areas & Developmental Plans
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Section 6 : Target Setting for the current Performance year Section 7 : Time Lines Section 1 : Rating on the KRAs for the Performance Year The Appraisee lists down KRAs and their respective Weightages The Weightages should total 100 As the KRAs were not set in the company for the Performance Year each Appraisee will indicate the KRAs as it ought to have been set in the beginning of the Performance Year or at the time they joined and the expected outcomes. As against the Promised Target , actual target achieved also needs to be mentioned. The Appraisee needs to describe his / her actual performance & discuss the same with his / her appraiser The appraisee gives a rating against each goal as per the rating scale provided below. The Appraiser discusses the rating with the appraisee and indicates his own or a consensus rating. In case of any dis- satisfaction / inability to arrive at a score , the inputs of the reviewer may be sought by the appraisee or appraiser In such a case the reviewers rating will determine the Performance Score

Incase the reviewers assessment is not sought then the appraisers / joint consensus rating will be taken into account to determine the Performance Score. Section 2 : Performance on the significant tasks / achievements outside & beyond the KRAs This section captures the performance on the significant tasks / projects other than KRAs that would have been carried out by the appraisee during the Performance Year Contributions to the cross functional efforts / task force

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accomplishments etc like ERP / companys recruitment efforts also may be considered While no rating is assigned in this section , the exercise provides an opportunity for both the Appraiser and the Appraisee to get a clearer view of the contributions made by the appraisee and serve as yet another input for the appraiser to arrive at an over all rating The open-ended questions at the end of this section which will further help highlight significant factors that enabled high performance. Responsibility rests with the Appraisee to fill up this section Section 3 : Assessment on the key Keystone Competencies A set of 4 key competencies has been identified as company level competencies for the Keystone Group . The Appraiser will make an assessmenent of the appraisee on these competencies . Additionally the assessment on compenetencies will also help as a tool in potential assessment . A 5 point scale A,B,C,D,E (where A is the highest) is used for this assessment . At a later stage when the organization has a better grasp on the company linked assessment Appraisees may be assessed on different proficiency levels on each of the competencies .

Section 4: Total Score This section needs to be filled up by HR to ascertain the Total score received by each individual for the two parameters of performance & competencies . Section 5: Over All Rating The overall rating is to be arrived at by the Appraiser and Reviewer jointly by giving due consideration to 1 Performance Rating Performance on significant achievements Rating on Competencies Previous year Ratings.

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 The inputs from the discussions between the Appraisee and the Appraiser & between the Appraiser and the Reviewer will also help in arriving at an objective Overall Rating Distribution norms will be made applicable to the over all rating This would mean that percentage of total number of people who would be construed as Excellent / Very Good etc in a given group / team / Function will be predetermined . This rating will serve as inputs for increments , promotion and aid in placement decisions. Section 6 : Identification of Strengths / Improvement Areas & Developmental Plans This section is also used by the appraiser to identify and communicate Major Strengths & Opportunities for Improvement It will also provide the requisite inputs to the HR department to identify appropriate Training programs , internally or externally or launch other developmental initiatives While identifying strengths of an individual , it is necessary to identify initiatives that will re-enforce these strengths either through training , rewards etc. For Areas of Improvement , Developmental initiatives including training interventions have to be recommended either to effect improvements in the areas identified The Appraiser should fill up this section together with HR , as worthwhile inputs can be captured & execution plan can be derived . Section 7 : Target Setting for the next year This section provides the format for documenting Current performance Year goals / targets It should have linkages to the Goals set for the Appraiser / reviewer While setting the KRAs all are expected to apply the SMART test to ensure that the goal remain relevant and meaningful in the organizational context . The SMART , simply put , will ensure that KRAs remain Specific , Measurable , Agreed , Realistic and Time bound . 4 8 KRAs , together , is expected to address 80% of the

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role requirements and time spent . A goal will have a Measure of Performance (MOP) & level of Performance (LOP) To illustrate : A measure of performance may be cost reduction or estimated cost or sales revenue or customer satisfaction . It needs to be a measurable parameter . An LOP is promised level of performance which is considered 100% (e.g. 15 cost reduction from the estimated cost of construction , where 15 is 100% & any negative or positive variation will show a decrease or increase in the target achieved ) Discussions & deliberations between the Appraiser and Appraisee on the KRAs is a must to have a shared understanding . An agreement is desirable . Weightages need to be assigned to each goal and total of weightages to be 100 . Responsibility lies with the Appraisee .

Section 8 :Time Lines Timelines For the current assessment process need to set with inputs & Buy In of all HODs.

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Keystone Annual Performance Appraisal

Appraisee : Mr/Ms. Appraisal Period Location : Level : Branch : Department : Employee No.

Appraisers Name & Designation : Reviewers Name & Designation :

Total Score No 1 2 3 ITEMS Parameters Weightage Score Received A Performance 70 % B Competencies 30%

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ASSESSMENT ON PERFORMANCE KRAs (Min 4 Max8) ObjectivesWeightage Target Target Assigned Promised Achieved (If Any) Rating on KRAs Self Appraiser Reviewer

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Performance Rating Score = (WA1*RA1) + (WA2*RA2) + (WA3*RA3) + . (WA1 + WA2 + WA3 + )

ASSESSMENT ON COMPETENCIES Sr. No Competencies 1 Achievement Orientation 2 3 4 5 Teamwork / Team orientation Credibility Self Direction Commitment to Learning Rating

Performance Rating Score = Competency Score x 100 = 10

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Induction Manual Induction Program Responsibility has been allocated to the department head / site in charge for inducting the new employees in the company . The Salient points of the induction Program are given below . Introductions of the company to the new corner . (Including Company history , Organisation chart and companys Quality policy etc.) Job information i.e Duties and responsibilities ; on the job training , etc . Various information viz.working hours , leaves , Rules , conveyance and other benefits . Introduction to colleagues and superiors in the dept / site . Applicable clauses of ISO 9001 : 2000 & Procedures . Filling up of forms ( as applicable ) o Company Employment form o Provident funds form o Employee State Insurance form o Each employee shall fill in the joining report along with employees for and submit to the HR Dept through site in Charges / HOD on the day he joins the company.

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Induction checklist will be filled up by the site in- charge and will return to the HR Dept . Quality Policy Of Company They at Keystone commit to build Residential / Commercial building to fulfill customers expectations and continually improve on the same to enhance customer satisfaction by : Adopting latest trends in construction materials and techniques Build trust by completing projects and delivering product on time Attending customer complaints immediately and reducing them in upcoming projects . Building people capabilities to address customer requirements , current & future . They provide learning opportunities to employees to enhance their knowledge relating to latest trends & build their capabilities on a continuous basis . They committed to comply with the requirements of the quality management system and continually improve its effectiveness through management review and quality audits at regular intervals . Objectives Keeping abreast with the latest trends in construction materials and techniques and using them in upcoming projects. Timely completion of projects as per the dates promised to customers (maximum deviation by one month ) Provide learning & development opportunities which include imparting of Training Calendar , on the job learning , stretched targets and knowledge / experience sharing initiatives . Indicators to be reviewed & improved continuously are :Training programs conducted as per the Training calendar , its evaluation , on the job learning as reflected in the ratings , stretched targets as per the goal sheets and usage of knowledge portal Attending customer complaints within 3 working days and redressal depending on the nature of the complaint in consent with customers .
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 Reduce customer complaints related to product (finishing , construction , plumbing and electrical fitting etc .) by 10% on project basis.

Overview Of I.S.O.9001-2000 To ensure that quality records identified , collected , indexed , filed and stored in a derived manner to provide evidence of achieved quality and to demonstrate the evidence of effective operation of the quality system. ERP Enterprise Resource Planning (ERP) or Decision Support System (DSS) is a computer program application that analysis business data and presents it so that users can make business decisions more easily . It is an informal application (in distinction to an Operational application that collects the data in the course of normal business operation ). Typical information that a decision support application might gather and present would be : Budgeted v/s Actual Cost of Construction Comparative sales figures between one week and the next Projected revenue figures based on new project sales assumptions Demand v/s Allocation of resources (money , material , manpower etc.) The consequences of different decision alternatives , given past experience in a context that is described An enterprise resource planning system is present information graphically and may include an expert system or artificial intelligence (AI) . It is aimed at business executives or some other group of knowledge workers . Hours of Work Monday To Saturday :

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Employee at HO Weekly off

9.30A.M TO 6.00 P.M. Sunday

Holidays : The Holidays to be observed in the head office and the various sites will be decided by the management and will be communicated to the employees from time to time .

Leave Entitlements The leave entitlements are as follows :Eligibility : Employees are eligible for the following types of leave . Leaves Type of Leave Leave Casual Leave Sick Leave Privilege Paid Holidays

Permanent Employees 35 10 05 05 15 10

Trainees 05 (Entitlement after 6 months) 05 (Entitlement after 6 months) 15 (Entitlement after 6 months) 10

PRIVILEGE LEAVE(PL)
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A. Privliege leave may be applied for minimum perod of 3 days and the sanction for the same is to be obtained at least 2 weeks in advance. B. PL shall not be granted more than twice a year. C. If the employee after proceeding on leave desires an extension he/she shall apply to H.O.D with reason. D. Grant of leave to an employee depend on the exigencies of work. E. Total accumulation of PL allowed upto 45 days and above 45 days ,balance PL would be encashed on Basic Salary. F. Encashment after separation from service is applicable at rate of Basic Salary only.

SICK LEAVE(SL) A. In case an employee falls sick,intimation can be given through telephone or letter ,but the application must reach the H.O.D at the earliest. B. Medical certificate in support of leave application is to be forwarded from a Registered medical practitioner for SL in excess of 2 days. C. Accumulation of leave allowd upto 15 days above which the SL will lapse. D. Encashment of SL is not allowed. CASUAl LEAVE(CL) A. Unavailed CL at the end of the year shall be merged with the PL, provided the total PL to his /credit does not exceed 45 days. B. CL requires prior sanction ,Application for the same shall be made in advance Except in case of emergency and unforeseen circumstances. C. CL shall not be sanctioned for more than 2 days at a time. Encashment of CL is not allowed Maternity Leave : The grant of Maternity Leaves will be governed by the provision of the Maternity Benefits Act or the E S I Act 1998 as the case may be . ESIC Scheme
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Contribution is made to the E S I Corporation for the eligible Employees as per the E S I Act 1998 . These employees are eligible for the benefits as applicable under the Act . Provident Fund The Company has a P.F.Scheme .The Contribution made by the Company to the P.F is 12% of Basic Salary along with employees similar Contribution as per the Provident fund Act 1952 . Long Service Awards Intent The objective of this policy is to express the companys appreciation for long service and to create motivation for continued dedicated service. Eligibility Employees who have completed five years of services with the company . Awards For completion of 5 years :- Gold coin . Scroll of Recognition Appropriate scroll of recognition for long services will also be given along with the service award . Company Loan Policy 1) Entitlement after one year of service 2). Four Times the gross Salary per month 3). Deduction Limits a) 6 months
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b) 12 months c) 18 months d) 24 months Note* Deductions can be decided by the applicant in the loan application , the limit of repaying the loan is maximum 24 months i.e 2 years . Gap of one year is mandatory for the next loan application Loan Approval process:1). H.O.D Recommendations 2). H.R. will confirm the Eligibility / Rejection 3). Final approval by Directors 4). If the loan amount is Rs .1 Lac or above , 4 % interest on the reducing balance will be charged on the principal amount . 5). Only three Applications will be considered in one quarter which will be on first come first basis . 6). Two employees of the company will sign the loan application as guarantor . In case of default , loan repayment will be strictly recovered from the guarantors monthly salary / bonus / full and final settlement etc. Company will not be responsible for applicants separation and guarantors are the sole responsible persons for the recovery of the loan . Retiral & Separation Benefits The intent of this policy is to create savings for the future and to provide a feeling of security for the period of life & retirement . Provident Funds : All Caderised employees are covered under the companys provident fund scheme duly approved under the provisions of the provident fund Act 1952 Contribution : Employees are required to contribute 12 % of the basic
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salary towards P.F . Equivalent contributions is made by the company . Benefits : The benefits under this scheme are subject to government regulations and / or trust rules . Gratuity : Eligibility An employee with a continuous service of minimum five years . The Qualifying period of five years of services will not apply in the case of employee who dies in harness or suffers total & permanent disablement . Condition Gratuity is payable on retirement , resignation , death or physical disablement . Gratuity may be wholly or partially with held if the employee is discharged or dismissed from service on disciplinary grounds . Computation 15 days of last drawn basic salary for each completed year of continuous service . Service of six months , and above , will be considered as a full year and service of less than 6 months will be ignored . Period of services is calculated from the date of the employee joining the company or any of the group companies . The benefits under the scheme are subject to the provisions of the payment of gratuity act 1972 . Family Pension Scheme : Employees who are members of the employee provident fund Scheme are also eligible for the benefits under the
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family pension scheme . The benefits are spelt out in the employees provident funds and miscellaneous provisions ACT . Group Mediclaim Policy They have covered all the employees under Group Mediclaim Policy No. OG-08-1901-8402-00000017 of Bajaj Allianz General Insurance Co.Ltd. for a sum insured of Rs 3 Lacs each . This is a Standard Hospitalization policy , which means there has to be a minimum of 24 hours hospitalization to become eligible for the bnefits under the policy . There are certain procedures to be followed in the event of a claim . It is advisable that a proper notice / information is given to Insurance Company and their Office for intimation of hospitalization for availing the cashless facility as also all the claim formalities , claim form duly completed and discharge card alongwith reports , bills and receipts are submitted at once to the Insurance Company . List Of Company HODs Keystone has 383 employees inclusive of all the engineers , non engineers, support and non-support staff. Departments comprises of the following with their heads mentioned :Sr. No HOD 1 Sushant Karpe 2 3 4 5 6 7 8 Abhishek Kapoor Suhas Sawant Balram Sharma Rahul Vakhariya Rakesh Dogra SS Chouhan Prashant Karwe Department Accounts & Finance Designation President Accounts & Finance Business Development VP Corporate CEO Thane Project New Projects Mumbai VP Projects Commercial VP Commercial Projects Thane VP Thane Projects Mumbai GM Projects HRD & Admin GM HR & Corporate Administration Planning & Architecture GM Planning & Architecture
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9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

Girish Panchal Kaizad Hateria Geeta Mondkar Amee Dharmadhikari Dharmesh Shah Dhimant Choksi M.K . Srivastava Amarendra Singh V.M . Samir Dinesh Bangera Karan Singh Allwyn Saldanha Madhav Misra Jawahar Naickar G R Sayed

Services Marketing & Sales

GM Services GM Marketing & Sales Customer Support GM Customer Support Legal DGM Legal Billing DGM Billing Purchase DGM Purchase Quality DGM Quality Estimation & Quantity Manager Estimation & Quantity Information Systems Manager - IS Stores Sr. Store Keeper Security Head Security Business Development Redevelopment Redevelopment Projects Associates Marketing & Sales GM Corporate Marketing & Sales Commercial Business Development VP Business Development & Projects Engineering GM Projects Mysore

Documentation Management
Documentation Management helps to keep an update about transfer , promotion , termination , giving merit pay , sanctioning leave of employee. What do u mean by the term Record The term record means to keep each and every details regarding employees. It will help us to know whether the employee is working in the organization or he has left . It includes all the personal details of an employee and even about his past job , about his experience etc.

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Essential of good record : 1. The objectives of good record for which it is maintained should be clearly & adequately stated . 2. Its upkeep & maintenance should not be costly . It should be kept under lock & key to ensure that it is not mislaid . 3. It should be easily identified & differentiated from another record . 4. The record of different kinds of information should be kept & maintained in separate files . 5. It should be maintained in such manner that the information it contains is easily accessible . 6. Some particular person should be entrusted with the responsibility of maintaining record . 7. A procedural manual should be maintained , detailing the procedure to be followed for maintaining & dealing with the records . The documents which are necessary for documentation are as follows : Medical Certificate Birth Certificate S.S.C / Other Certificate Experience Letter Proof of Last Salary Drawn Relieving Letter Reference Letter Personnel Form Salary Breakup BASIC HRA CONVEYANCE MEDICAL ALLOWANCE XX XX XX XX

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SPECIAL ALLOWANCE GROSS P.F ESIC I.T BONUS CTC YEARLY CTC

XX XX XX XX XX XX XX XX

BIBLIOGRAPHY

www.rustomjee.com HR department of KEYSTONE

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