HRM suzuki

HR ANALYSIS

Presenters: Faiza Ikram (58723) Syed Asad Abbas Zaidi (57324) M. Gohar Iqbal (5052)

Agenda: What's In It for You! Introduction Brief History Our findings with GAP Suggestions Conclusion

Introduction Formed as a joint venture between Pakistan Automobile Corporation and Suzuki Motor Corporation (SMC) - Japan. Incorporated as a public limited company in August 1983 and started commercial operations in January 1984. It covers the largest part (about 70%) of Pakistani Market. It is considered to be a first purchase of every fresh driver.

Introduction Vision: To be recognized as a leading organization that values Customers’ needs and provides motoring solutions with strong customer care.

Mission: Strive to market value packed products that meet customers’ expectations. Provide a platform where our stakeholders passionately contribute, invest and excel.

Make valuable contribution to Social development of Pakistan.

1983-84 Started Commercial operations

1988 1000cc Khyber (Originally SWIFT), 800cc Mehran replaced FX

1989-90 Bin Qasim plant got operational with engine transmission and assembly

History & Milestones

1992 Margalla production at BIN QASIM Plant

1997 Exports of Ravi pick up to Nepal & Bangladesh

1998 1300cc Baleno replaced Margalla


2000 1000cc Cultus rep. Khyber, 1000cc Alto Introduced

2006 1300cc Liana replaced Baleno

2010 1300cc Swift, 800cc Cargo van introduced


2011 Inaguration of Motorcycle plant

2012 Complete range upgraded to EURO II technology

2013 GD110 motorbike, Heavy bikes launched (1300 cc Hayabusa, 800cc Intruder, 250 cc Inazuma)


2014 outboard motor launched, 1000cc WagonR & GD 110s Launched

2015 2400cc Kizashi 650cc Bandit bike launched…


HR Findings + GAP Analysis In this area we have provided the GAP analysis in tabular format which contains: First column of selected questions with answers Second column of book/slide statement against the statement of company in first column The GAP in between them. In the end of every area, we have provided the suggestion.

Questionnaire Findings Book/Slide Statement GAP

Internal reference:Sometimes taken but not influential to hire a particular person, the referred person goes through whole process. Also there are no rewards for it.

Employee Referrals: (208) Referring employees become

stakeholders. Referral is a cost-effective

recruitment program. Referral can speed up diversifying

the workforce

They are not interested in the reference form of the recruitment, this is just because they are always committed to find young and unbiased talent.

Interview process for exit:Done purely in case for resignation. Done detailed analysis on the situation of leave. Checked reason of turnover in the areas of age group, department etc.

Exit Interview(slide 610): The assumption is that because

the employee is leaving, he or she will be candid.

The quality of information gained from exit interviews is questionable.

Exit interviews are common practice, just to obtain the insights of company from the mind frame of employee.

Recruitment & Selection

Suggestions: No such suggestions, as they are very strict and better than others on following their Recruitment process, in order to conform the quality.

Training and DevelopmentQuestionnaire Findings Book Statement GAPMethods or types of training: In house trainings External trainings, technical trainings. Foreign trainings, usually for senior managers

Training Methods (slide 304): On the job training (OJT) Apprenticeship training Informal Training Job Instruction Training

Automobile industry have different sort of trainings that may or may not be listed in books but the management level trainings are almost compliable with the book statement.

When training and development need is generated?Personnel Evaluations done by divisional manager for the employee, from there need is generated for trainings and level of training.

The process of training and development: (slide 298) Need Analysis Instructional Design Performance Analysis (slide 302)Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).

Meet the standard process

Training program helped to increase the productivity of both quality and quantity:After training it is always in observation of how employee incorporates it in daily routine work. Evaluations done by departmental head.

The process of training and development: Evaluations Evaluating the training effect (slide 330): Training effect to measure

Normal process, mostly followed by every organization.

They are well versed in their training analysis, training conduction and completion and to evaluate the outcomes.

- Lean Management - 6 Sigma

Suggestions:

Performance ManagementQuestionnaire Findings Book Statement GAP

Methods of Performance management:Periodic Review basis performance management is used. Where targets have been set according to the Organizational Strategy by department. Reviews are done for performance and targets on mid-term basis.The Evaluations are done on the start of New Year and it takes about 2-3 months.The evaluations are done by departmental heads.

Management By Objectives:Involves setting specific measurable goals with each employee and then periodically reviewing the progress made This method is time consuming Evaluations are done by:Immediate supervisorsPeersRating committeesSelf-ratingSubordinates360-Feedback

They didn’t use the world MBO exactly for the PM Method, but if the details are checked it comes up that they use MBO with alterations. Only Departmental heads do the evaluations, this may be a big gap in a sense that DH can be bias and only 1 evaluation source is not enough.

Performance Management

Questionnaire Findings Book Statement GAP

methods of appraisals:360 appraisal for senior officers.

360 can be used for every employee

Time consuming, so only Sr. Officers are taken under consideration.

SuggestionsEmployees’ evaluation should expand from Departmental Head to peers, clients and other managers for mitigating the biasness risk and to get clearer picture about the employee.360 appraisal should expand from Sr. Managers to all main employee.

Compensation & BenefitsQuestionnaire Findings Book Statement GAP

List the compensations:Rewards not based on performance like yearly bonuses and seniority based promotions are cater here in compensation area.

Compensation Policy Issues:Pay for Seniority

They didn’t provide clear Idea but from their answer it seems that they have a little compensation issue.

List the benefits given by Pak Suzuki: Medical and OPD (from Agha Khan) Provident Fund and gratuity Late shift allowance Meal and meal allowance Pick and drop Transport benefit

through Coasters (AC/Non AC), cars and Hiace.

Late shift availed and meal not availed are then added to monthly salary as extra earnings

List of employee Benefit Plans: (slide 521) Supplemental pay: sick leave and

vacation pay Insurance: workers’ compensation Retirement: Pensions Employee services: child-care

facilities

In benefits, Suzuki fulfills all the criteria from Medical to other employee services.

Compensation & BenefitsQuestionnaire Findings Book Statement GAP

How to create Pay rates:Industry Survey for same level of employees, certain benchmarks, KPIs, Pak Suzuki claims to be on upper hand in pay scale with their benefits. Without benefits they are a little low.

Pay rates to address Equity Issues: (slide 429) Salary Survey Job analysis and Job Evaluation Performance appraisals and

Incentive pay Communications, grievance

mechanism & Employee participation

Meets standards

Suggestions They should focus on the compensation Issue highlighted in the GAP i.e. pay for seniority. This is because it kills the motivation on lower level employee.

Health & SafetyQuestionnaire Findings Book Statement GAPList of safety controls at work in Pak Suzuki: Induction medical checkup Emergency switch For people in production, assembly

line & paint shop, they wear their outfits in order to prevent from chemical and physical accidents

Special instructions are inside the assembly plant for safety near conveyer belt

Inside Pak Suzuki, 20 km/h speed is allowed for a vehicle to move

Slide 698:How to prevent accidents: Remedy unsafe conditions Emphasize safety Select safety-minded employees Use behavior-based safety Use employee participation Conduct safety and health audits and

inspections

We have not observe any such GAP as maturity level of Pak Suzuki under security and safety is much well-mannered and high.

Health & SafetyQuestionnaire Findings Book Statement GAP

Uniforms:To kill any discrimination. Pak Suzuki thinks as a family

Reducing Job Stress: Organizational:Ensure fair treatment for all employees

No such gap found

Safety is being monitored:Security and Safety department monitors this and they are prime responsible. Even they can impose penalties

Controlling Workers’ Compensation Costs: slide 702Communicate written safety and substance abuse policies to workers and then strictly enforce those policies.

No such gap found

Suggestions:They didn’t mention any periodic review of safety policies, so they need a review process.Policies are highly compliable/ compatible with their process, but they still need improvement for future benefits.

ConclusionPak Suzuki conforms its quality by having strong and strict following of policies like religious beliefs.

So, in this study and analysis, we have found out that Pak Suzuki have a healthy environment of HR and efficient HR processes that are being followed timely.

Therefore, we have witnessed the employee satisfaction to a good level because with work they have favorable job timings, vehicle and meals benefits, timely appraisals and bonuses, security and safety 0 tolerance etc.

The overall HR at Pak Suzuki conforms the standards.

HRM suzuki

Recruiting & HR

Transcript of HRM suzuki