GODREJ

Introduction:

Established in 1897, the Godrej group has grown in India from the days of the charkha to nights at the call centers. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of today’s Godrej empire. One of India’s most trusted brand, Godrej enjoys the patronage and trust of over 400 million Indians every single day. Our customers mean the world to us. We are happy only when we see a delighted customer smile.

With 7 major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri care – to name a few – our turnover crosses 2.5 billion dollars. You think of Godrej as such an integral part of India – like the bhangara or the kurta – that you may be surprised to know that 20% of our business is done overseas. Our presence in more than 60 countries ensures that our customers are at home with Godrej no matter where they go. With brands you can believe in, service excellence you can count on and the promise of brighter living for every customer, Godrej knows what makes India tick today.

Today, we are at a point in Godrej’s history when our amazing past is meeting up with its spectacular future head on. Godrej is learning and relishing being young again.

History:

In 1897, Ardeshir Godrej, the founder, learned the first lesson of success: FALIURE. Not one, but two of his bussiness went bust. Then he set up a lock company. What followed is the stuff of legend. Today, over 400 million indians are keyed into his vision. Here was a man who did not fall with his faliure. Over 100 years on, his preserverance is there’s Inspiration.

In 1989, they went against the tide of Raj, and launched the dirst soap in the world to be made without animal fat. They scored for not only ahimsa, but also swadeshi.

In 1951, the Election Comissioner asked Godrej to make ballot boxes for free india’s first elections. Within days, 1.7 million ballot boxes were shipped out of there company to every corner of india.

In 1958, Godrej made the first refrigerators. In 1986, introduced the hair dyes, 700,000 numbers of which are sold daily. In 1995, created the first independent Washing machines. In 2008 Godrej helped Indians go over the moon, helped develop the launch vehicle and the lunar orbiter for Chandrayaan-1, India’s first unmanned mission to the moon. Contributing to Nation’s Pride.

Staff Pattern:

In 1987, Godrej employee count stood at 12,000. Today, it’s 20,000 and still growing. As Businesses continue to expand globally- in over 60 countries, they provide a dynamic working environment, simulating mentorship and a host of employee benefits that hoist godrej onto the list of “Ten Best Places To Work”. Creating a better pace for their employee’s to work, who make magic happen everyday.

Culture of the Organization:

Organizational culture is an idea in the field of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs

and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."

High Values - High Performance” is what defines the work culture at Godrej. A strong commitment to our values and a high performance brings with it the rewards, be it your growth or compensation in the organization. Performance underwrites your growth. Our compensation system makes room for us to suitably differentiate and reward outstanding performance. We are strongly focused on Economic Value Added (EVA) as the metric for measuring financial performance. This has improved capital efficiency and overall business performance. Following the concept of EVA encourages greater owner - like and entrepreneurial behavior. Our Collective bonus plan is linked to changes in EVA while individual bonuses are linked to the goal setting and review process. The best performers across the Group are recognized in our grand annual award function. There are also schemes which promptly recognize and motivate excellent work.

This definition continues to explain organizational values, also known as "beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines, or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another."

Organizational culture is not the same as corporate culture. It is wider and deeper concepts, something that an organization 'is' rather than what it 'has'. Corporate culture is the total sum of the values, customs, traditions, and meanings that make a Company unique. Corporate culture is often called "the character of an organization", since it embodies the vision of the company’s founders. The values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior. Godrej industries bring out the best organization culture for its employee’s in customers across the globe.

Motivational techniques:

Almost all employees want to do interesting work, secure a good salary and earn recognition for their contributions. But motivating employees takes more than money and an occasional “thank-you.” It requires a strategy tailored to each worker’s needs.

1. Ask what they want out of work:Just knowing that an HR manager or boss is interested in a worker's goals will make many employees feel better about their jobs. It can be difficult to get a quick and accurate answer to this question. However, Some workers may say that they want to work on a prestigious project, for example, only to discover once they have been assigned to the project that it isn’t what they expected.It may help to ask a more specific question. Have workers describe a previous project that they felt good about, then see what aspects of that can be repeated.

2. Consider each employee’s age and life stage:There are exceptions to every generalization, of course, but workers nearing the end of their careers are often less focused on the next promotion than those who are just starting to climb the corporate ladder. Younger workers may also be less accustomed than older ones to waiting patiently in a job they don’t find interesting.

3. Match motivators to the company or department culture:

Again, there are exceptions, but engineers are likely to be motivated by working on cutting-edge projects. On the other hand, sales professionals tend to use money as a way to measure how well they’re doing.

4. Pinpoint each employee’s personality:Some people love public praise; others are mortified by it and would much prefer a sincere, in-person “thank-you.” Make sure you take this into account if you are planning a ceremony to give awards or other recognition.

5. Put money in its place:How well does money motivate workers? The answer isn’t simple. An employee who demands a raise might really be unhappy because his or her suggestions are being ignored.Money plays an important role in motivating the employees.

6. Offer help with career goals:When you ask workers what kind of work they enjoy, also find out about what they’re hoping to do in the future. Giving workers opportunities to build the skills and make the connections they need to get ahead in their careers will build loyalty and motivation.

7. Help employees learn:It’s very important for workers to keep learning new skills on the job. With people changing jobs more often than they used to and companies no longer promising long-term employment, younger workers in particular realize that continuing to learn is the way to stay employable.

8. Recognize that motivation isn’t always the answer: If your motivation efforts aren’t working, it may not be your fault. “Not everyone can be motivated for that particular job”. If an employee

would really rather be doing something else, it may be best to encourage him or her to pursue something new.

Performance Appraisal:

A performance appraisal, employee appraisal, performance review, or (career) development discussion is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee's performance in a job based on considerations other than productivity alone.

What is Godrej focus/Expectation from employees?

If you are an energetic, creative professional with a burning desire to perform, learn and grow Godrej could well be right place to build your career. While we will undoubtedly look for a strong academic record when assessing your application, there are certain skills and qualities which are critical to performing to the high standards we expect here. We look at following leadership competencies in the candidates:

Methods:

A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates, and customers, while also performing a self assessment. This is known as a 360-degree appraisal and forms good communication patterns.

The most popular methods used in the performance appraisal process include the following:

ORGANITATINAL assessment process. Management assessment process. 360-degree appraisal . Behavioral observation scale . Behaviorally anchored rating scales .

Leadership:

Leadership is stated as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task." Definitions more inclusive of followers have also emerged. Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.

Jamsetji Tata’s vision pioneered steel, power and science education in India, which propelled the country to industrialisation. Jamsetji, a true nationalist also devised innovative welfare measures that formed the basis of corporate philanthropy, empathy and compassion in India- synonymous with the Tata name even after 136 years.

Group Leadership:

In contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole.Organizations like Godrej have taken

this approach in hopes of increasing creativity, reducing costs, or downsizing. Others may see the traditional leadership of a boss as costing too much in team performance. In some situations, the maintenance of the boss becomes too expensive - either by draining the resources of the group as a whole, or by impeding the creativity within the team.

Teamwork:

Teamwork is work performed by a team. The quality of teamwork may be measured by analysing the effectiveness of the collaboration in the following ways:

1. communication 2. coordination 3. balance of contributions 4. mutual support 5. effort 6. cohesion

Anyone who has ever worked in a corporate job can probably call to mind countless seminars and meetings, all dealing with issues such as team work, team building, cooperative efforts, etc...Whatever the word of the week may have been, the point was very likely the same, being that teamwork is essential for the success of any business, both short and long term. All too often though, it seems that such a simple idea is shoved

carelessly to the side in the name of meeting that all important goal of making a quick dollar. And, if time has taught us anything, it should be that businesses which get greedy quickly often fail just as fast.

However, For a group to succeed, each member of the team has to put forth their strengths, and, at the same time, work to cover the weaknesses of the other members of the team. Productivity does not appear by magic, and the best managers know how to get the best work out of their employees. In effect, there is really only one best way to do this; using the strengths of some to cover the weaknesses of others. Doing this will make for a team with no real weaknesses, a cohesive group, and an effective and productive group of workers.

Questionnaire:

Below is a list of questions asked to the candidates during their recruitment process:

1. what is the role of journal in accounts?2. what is the use of fudicial indicator in measurement? 3. profarma of letter of credit ?4. about bank reconciliation ?5. definition of bank guarantee and use?6. definition of letter of credit ?7. WHAT IS DIFFERENCE BETWEEN PRESSURE VESSEL & COLUMN? 8. What is the ADP&PDP in air dryer? 9. how to calculate the OEE for a equipment?10. What is the difference between TDS and TCS? 11. What is the difference between Advance Tax and TDS?

12. what is the ejection system in mould making? 13. What is cost of goods sold? 14. What are the types of receipts?

Organizational structure:

An organizational structure is a mainly hierarchical concept of subordination of entities that collaborate and contribute to serve one common aim.

Organizations are a variant of clustered entities. An organization can be structured in many different ways and styles, depending on their objectives and ambience.[clarification needed] The structure of an organization will determine the modes in which it operates and performs.

Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. Individuals in an organizational structure are normally hired under time-limited work contracts or work orders, or under permanent employment contracts or program orders.

The set organizational structure may not coincide with facts, evolving in operational action. Such divergence decreases performance, when growing. E.g. a wrong organizational structure may hamper cooperation and thus hinder the completion of orders in due time and within limits of resources and budgets. Organizational structures shall be adaptive to process requirements, aiming to optimize the ratio of effort and input to output.

Organizational structure types:

Pre-bureaucratic structures

Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development.

Bureaucratic structures

Bureaucratic structures have a certain degree of standardization. They are better suited for more complex or larger scale organizations. They usually adopt a tall structure.

It is very much complex and useful for hierarchical structures organization, mostly in tall organizations.

Post-bureaucratic

The term of post bureaucratic is used in two senses in the organizational literature: one generic and one much more specific [2]. In the generic sense the term post bureaucratic is often used to describe a range of ideas developed since the 1980s that specifically contrast themselves with Weber's ideal type bureaucracy. This may include total quality management, culture management and matrix management, amongst others.

Functional structure

Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to

a lack of communication between the functional groups within an organization, making the organization slow and inflexible.

As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost.

Divisional structure

Also called a "product structure", the divisional structure groups each organizational function into a divisions. Each division within a divisional structure contains all the necessary resources and functions within it. Divisions can be categorized from different points of view. There can be made a distinction on geographical basis (a US division and an EU division) or on product/service basis (different products for different customers: households or companies). Another example, an automobile company with a divisional structure might have one division for SUVs, another division for subcompact cars, and another division for sedans. Each division would have its own sales, engineering and marketing departments.

Matrix structure

The matrix structure groups employees by both function and product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product a" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department. Matrix structure is amongst the purest of organizational structures, a simple lattice emulating order and regularity demonstrated in nature.

How they deal with their employees:

Employees ideas and opinions count. They trust the people who work for them. The Management listens to them and involves

them in decision making. Employees share a good rapport with the

management. Employees are regularly provided with feedback

related to your performance and work - Appreciation for work well done and opportunities for improvement.

Employees attend regular training sessions to keep them abreast with the latest in their industry.

All Employees are treated as equals. Bonuses, recognition and salary hikes are given to those who genuinely deserve it.

Their boss trusts them and their abilities. Employees are given an open hand to make decisions, try different things.

The work culture in their office differs from an "All work and no play" scenario. Besides working hard, all staff members do fun things together along with the management team - quizzes, contests etc.

Though each person has his/her own definition of an ideal work place, everyone agrees that the Company they work for should believe in them and their abilities!

Over the years, it has been seen that more and more companies in India and USA are changing the way they treat their employees. This is primarily the reason why the number of employees who are

happy with the Company they work for is gradually increasing.

RECRUITMENT FOR FRESHERS:

Godrej recruit fresh Graduates and Post Graduates from leading Educational Institutions in the following disciplines:* Arts/ Science/ Commerce* Production/ Civil/ Architecture/ Electronics/ Electrical/ Aeronautical/ Automobile/ Mechanical/ Metallurgy/ Meteorology/ Computers Engineering* Legal/ Accounts and Finance http://www.ChetanaS.org* Marketing/ Operations/ Human Resources/ Business Management* Product Design* Research and Development

The selection process for such positions comprises of written aptitude test, group discussion and personal interview as per the company’s Selection Process.

G.S.T  (GODREJ SELECTION TEST )

 It consists of 3 rounds:

     1) G.I: General Intelligence

     2) Essay Writing

     3) Interview

  1: G.I:   it  doesn’t mean Genaeral knowledge questions but it stands for right thing at   right time.for clearing this round, there is no need for special preparation but there is the time limit ..

    Candidates have to clear 40 questions in 15 minutes

    And questions will be like followings

    Opposite of RAW is ……

    JOLLY  means:………..

    If  ink is to PEN then sugar is to …..

    It also includes some aptitude questions of family relations , directions, circle and of triangles

  2: Essay Writing

    Candidates have to write an esaay of 200 words on any one of the following topics

     Wonders of modern science

     Should smoking ban in public places?

     Your favorite sports

     Globalization

 3: Interview: this is final round consist of simple technical and HR questions.

Once a candidate passes all this stages of recruitment he is eligible to work in godrej.

Insurance facilities for employees:

The Pragati Kendra works hand in hand with Upchargraha towards creative as well as preventive aspects of health. Employees are covered under the Company’s medical benefits scheme. Health care includes a variety of

facilities such as preventive measures, a dental clinic, physiotherapy, a pathology laboratory, a psychiatric clinic, yoga classes and a gymnasium. The immunization programme in Godrej is the best in Maharashtra, perhaps in the whole of India.

The godrej industries provide various insurance and medical policies, some of which listed bellow:

1. Doctor on Site

2. Pre-Employment Medical Check-Up

3. Annual medical check-up

4. Executive Health Packages.

5. Handling Accidents, Emergencies.

6. Giving Discounts on OPD.

7. Giving News Letters On Topics Of Health Care like Child care, Dengu fever, Aids, Stress, Diabetes, Hypertension etc.

8. Holding Trainings / Workshops on Cardiac Pulmonary Resuscitation (CPR), Back Posture care, Healty Eating Life Style, First Aid and Stress Management etc.

A number of corporate are associated with godrej to provide their employees access to quality health care services at an affordable price.

Cashless Hospitalization: For the employees of their industries are provide eith cashless hospitalization wherein their expenses are reimbursed either by the Corporate/insurance company or the concerned TPA.

Providing 24 Hour Helpline Numbers & Providing Local Ambulance :   Once a employee is empanelled with them, they provide 24 hours helpline number. 70-80% problems of the employees can be sorted out on short telephonic consultations. The employees are also given 24*7 helpline numbers for their personal health problems.

Housing facilities for employees:

Right from its inception, Naval laid down for the Construction Department an "Environmental Policy" committed to a gradual development and continuous improvement in their environmental performance pertaining to civil construction, property projects, wetland waste management and landscaping. In the attention they gave to environmental concerns, Godrej were well in advance of most industries. It is only in the last decade that the construction industry worldwide, in strengthening its commitment to environmental issues, has formed study groups with a view to investigating how industry should modify its behaviour in order to reduce its load on the environment.

In Godrej, however, the Construction Department made it a point from the very beginning to adopt practices which prevent pollution, and that is why Vikhroli, unlike the city which it adjoins, remains clean and green. The Construction Department had to conserve water and other resources, use raw materials that had a less adverse environmental impact, conserve and enhance green cover, and strive to create environmental awareness among their employees.

The first housing project for workers was taken in hand in

1951. The project known as Betthi Chawl initiated a brisk programme of housing for workers. There was a break in the speed of construction between 1975 and 1985, when the Urban Land (Ceiling & Regulation) Act 1976 came into force. Otherwise, the going was smooth throughout. As of today, about 4,200 tenements stand erected in different sizes of one/two/three/four-room flats with kitchen, along with a few bungalows for top management executives on the hillside. There are three Godrej housing colonies in Vikhroli, located at the Creekside, Hillside and Station Road, where the employees live comfortably in spacious rooms — quite unheard of in Mumbai.

Naval had clearly chalked out his construction plans. The land in Vikhroli, measuring over 3,000 acres — of which approximately 1,800 acres were in the green non-development zone — were demarcated as under:

Housing in the three colonies at Vikhroli: Area approximately 450 acres is reserved for their employees and for other top management executives.

Educational facilities for children:

Notable among several Godrej achievements, whose consequences are far-reaching, was the provision of education for workers’ children. On his routine visits to the Company, Pirojsha was disturbed by the plight of these children who, having nothing else to do, were just whiling away their time in the streets. His youngest son Naval suggested starting a school for them.

Education being the right of every child, the School admits workers’ children without any tests or interviews, the only criterion being that the child should be 3 years old at the time of admission. Recently, the school opened its doors to students from non-Godrej employee families too.

The School’s motto is "Tamaso-ma JyotirGamaya", which means "from darkness to light". Education in the School focuses on the total personality development of the child, which is enhanced through joyful learning, taking into account the physical, socio-emotional, aesthetic, spiritual as well as mental attributes, rather than just the academic progress.

Udayachal believes in an integrated curriculum resulting in each school day flowing smoothly, providing opportunities for children to learn in all developmental areas, allowing for individual differences in learning, teaching styles and rates, encouraging creativity through a variety of play experiences. It is a holistic approach, a child-centred programme based on the child’s developmental needs. The curriculum also includes subjects such as art and craft, ceramics, music and sports, all of which are given equal importance. Talents bloom under constant encouragement.

Every child is groomed to be an all-rounder and a responsible citizen of the country. Love for one another and respect for humanity as well as every living creature are emphasized through skits, projects, poems and stories of great individuals who

have made a mark in life.

Today, that dedication and effort have paid off, and the School has slowly expanded from one room to a full-fledged High School where the late Jaiben Godrej taught English and Mathematics for many years, inculcating a love for poetry and the English language. More importantly, its innovative and almost revolutionary methods of teaching children have made it a model school, a trailblazer in the field of education. Not only bricks and mortar went into the school’s construction, but also much concern and much love.

The School’s vision for the millennium is "Creating Visionaries for Universal Happiness".

Rewards and Promotions:

Retaining talent is one key to growing a successful business. To do so, you need to reward them for great performance. By giving your employees special rewards, you can:

1. Foster a positive, productive workplace. 2. Encourage loyalty and a sense of ownership in your business 3. Surprise employees without creating a feeling of entitlement. 4. Keep your customers happy — because happier employees do

better work.

Action Steps:

Have employees take stock

Employees care more about the success of their employer when they

own part of the company. Stock options, which allow an employee to purchase a certain number of shares at a certain price

Give them bonuses when your company does well

Bonuses come in many flavors: profit-sharing (typically divvied up as a percentage of each employee's salary), gain sharing (rewards for productivity gains), task bonuses (at the end of an assignment) or spot bonuses (given when an employee deserves special recognition).

Send them on a trip

If employees deserve special recognition — for instance, as a reward for beating their sales quotas — consider a travel package.

Schedule playtime

Employees are often motivated by competition or contests that allow them to earn non-monetary rewards. Sports-related rewards are popular.

Let employees choose

Instead of trying to select an appropriate reward for your employees, you can instead let them do the choosing.