SUMMER INTERNSHIP PROJECT REPORT

ON
HUMAN RESOURCE MANAGEMENT AT VEE GEE KAUSHIKO
ENGINEERING PVT.LTD

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY

In partial fulfillment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

Batch 2020 - 23

Supervised by: Submitted by:

Dr. Shubham Agarwal Tannu Rathee
(Associate Professor) Enrollment No.12450601720

NEW DELHI INSTITUTE OF MANAGEMENT

61A, TUGHLAKABAD, NEW DELHI-62

 ACKNOWLEDGEMENT

This study would not have been possible without the cooperation of and help from
a number of people . While it may be not possible for me to express my gratitude to
all of them individually. I wish to place on my record my appreciation to them
for all the help they extended to me during the project.

First I would like to express my deepest dense of gratitude to New Delhi Institute Of
Management to provide me an opportunity to conduct this work.

I am extremely thankful to DR. SHUBHAM AGARWAL for his support and

guidance to complete this project.

My final thanks goes out to my parents, family members, teachers and friends who
encouraged me countless times to persevere through this entire process.

TANNU RATHEE
 CERTIFICATE

This is to certify that the practical titled “SUMMER INTERNSHIP REPORT” submitted by TANNU
RATHEE to New Delhi Institute of Management, Guru Gobind Singh Indraprastha University in partial
fulfillment of requirement for the award of the Bachelor of Business Administration degree is an
original piece of work carried out under my guidance and may be submitted for evaluation. The
assistance rendered during the study has been duly acknowledged. No part of this work has been
submitted for any other degree.

Place: New Delhi Faculty Guide:

Dr. SHUBHAM AGARWAL
Date: 10/JANUARY/2023
 TABLE OF CONTENTS

S.NO. CONTENT PAGE NO.

1. Cover Page
2. Acknowledgment
3. Certificate
4. Table of content

Chapter 1: Introduction & Nature of Job Assigned

Chapter 2: Industry Overview

2.1 Future Trends
2.2 Major players in the industry

Chapter 3: Company Profile

3.1 History
3.2 Products
3.3 Manufacturing
3.4 Objective
3.5 Present Strategy
3.6 Future Strategy

Chapter 4: Job Description

4.1 Job Description Statement
4.2 Detailed Job Profile
4.3 Area Assigned
4.4 Target Assigned
4.5 Week-to-Week Job Experience

Chapter 5: HRM of VGK Engineering PVT.LTD.

Chapter 6: Finding about the company and SWOT analysis

Chapter 7: Difficulties faced.

Chapter 8: Conclusions and suggestions

Bibliography
 CHAPTER 1: INTRODUCTION & NATURE OF JOB ASSIGNED

I did my summer internship in Human Resource Department at VEE GEE KAUSHIKO

ENGINEERING PVT.LTD. I tried to integrate my theoretical knowledge of HR and combine
it with practical examples as observed during my internship. I have tried to cover all the major
factors and also tried to get all the sources to convey this information through this project.

1. OVERVIEW

Human resources (HR) is the division of a business that is charged with finding, screening,
recruiting, and training job applicants. It also administers employee-benefit programs.

HR plays a key role in helping companies deal with a fast-changing business environment and
a greater demand for quality employees in the 21st century.

John R. Commons, an American institutional economist, first coined the term human resource
in his book The Distribution of Wealth, published in 1893. However, it was not until
the 20th century that HR departments were formally developed and tasked with addressing
misunderstandings between employees and their employers.

An HR department is an essential component of any business, regardless of an organization’s

size. It is tasked with maximizing employee productivity and protecting the company from any
issues that may arise within the workforce.

HR responsibilities include compensation and benefits, recruitment, firing, and keeping up to

date with any laws that may affect the company and its employees.

People-related activities that HR must effectively do to add value to a company. They are:

 Managing and using people effectively

 Tying performance appraisal and compensation to competencies
 Developing competencies that enhance individual and organizational performance
 Increasing the innovation, creativity, and flexibility necessary to enhance competitiveness
 Applying new approaches to work process design, succession planning, career
development, and inter-organizational mobility.
Beginning in the 1980s, there was a push for strategic initiatives within HR departments. This
movement was based on research related to the impact of employee-related issues on a firm’s
long-term business success.

Collectively, these strategies are sometimes referred to as human resource management

(HRM) strategies. HRM is a comprehensive approach to managing employees and an
organization’s culture and environment. It focuses on the recruitment, management, and
general direction of the people who work in an organization.

An HR department that adopts HRM strategies typically plays a more active role in improving
an organization’s workforce. It may recommend processes, approaches, and business solutions
to management.

Google is one example of an organization that has adopted a more active approach to
employee relations through its HR department. The company offers many employee perks.
The company headquarters has a wide range of facilities for employees, including wellness
centres, roller hockey rinks, and horseshoe pits. For Google, happy employees are
equivalent to productive employees.

A human resources department is focused on the recruiting and retention of employees within
a company. HR typically finds, hires (and fires), and trains employees. It oversees employee
relations. It manages benefit programs. It’s the place an employee goes with questions about
their position at the company, to address concerns, and to air grievances.

There are numerous, important human resources functions carried out by an HR Department.
Five well-known types of these responsibilities could include:

 Recruiting, hiring, and onboarding new employees

 Handling employee compensation and benefits
 Offering employee job/career development
 Addressing work-related issues of individual employees
 Developing policies that affect a working environment company-wide.

After all, employees are the single biggest asset to any organization. It follows, then, that
protecting their well-being is of utmost importance. Here are four ways HR helps support the
emotional and career needs of employees:
 1. Providing career growth

Stagnation is bad for business, and it’s smart to keep your best employees with the
company. HR can provide career paths to help guide each employee to a long future
within the company. HR can then check in periodically to further guide employees on
their career paths.

2. Offering continuing education

Sometimes the career growth mentioned above requires additional training. Your
organization may provide educational assistance, and HR can help determine which
classes and training programs would be best for an employee on his or her designated
career path. HR can also work with managers to ensure that the employee’s work
schedule is flexible enough to allow the employee to attend classes.

3. Training and supporting managers

Managers aren’t born. They’re created. HR can help provide management guidance to
managers, making sure that department and teams are as healthy and functional as
possible. This may include periodically sending managers to formal trainings and
retreats.

4. Supporting health and wellness

It’s important to remember that employees are people. They’ll need help weathering
mental illness, health issues, debt, pregnancies, adoption, and myriad other life
occurrences. HR can help support employees through any of these and other
circumstances.
TOP 10 HR COMPANIES IN INDIA

1. ABC Consultants Pvt. Ltd.

2. Adecco India Pvt. Ltd.

3. Quess Corp Ltd.

4. Career Net Technologies Pvt. Ltd.

5. Focus Management Consultants Pvt. Ltd.

6. Innovsource Services Pvt. Ltd.

7. PersolKelly India Pvt. Ltd.

8. Manpower Group Services India Pvt. Ltd.

9. Randstad India Pvt. Ltd.

10. Headsup Corporation Pvt.Ltd.

 CHAPTER 2: INDUSTRY OVERVIEW

The Indian automobile industry has historically been a good indicator of how well the economy is
doing, as the automobile sector plays a key role in both macroeconomic expansion and
technological advancement. The two wheelers segment dominates the market in terms of volume,
owing to a growing middle class and a huge percentage of India’s population being young.
Moreover, the growing interest of companies in exploring the rural markets further aided the
growth of the sector. The rising logistics and passenger transportation industries are driving up
demand for commercial vehicles. Future market growth is anticipated to be fueled by new trends
including the electrification of vehicles, particularly three-wheelers and small passenger
automobiles.

India enjoys a strong position in the global heavy vehicles market as it is the largest tractor
producer, second-largest bus manufacturer, and third-largest heavy trucks manufacturer in the
world. India’s annual production of automobiles in FY22 was 22.93 million vehicles.

India is also a prominent auto exporter and has strong export growth expectations for the near
future. In addition, several initiatives by the Government of India such as the Automotive Mission
Plan 2026, scrappage policy and production-linked incentive scheme in the Indian market are
expected to make India one of the global leaders in the two-wheeler and four-wheeler market by
2022.

2.1 : FUTURE TRENDS

The Indian automotive sector is a vital growth driver of the Indian economy. It contributes 49% to
India’s manufacturing GDP and 7.5% to the total GDP. The sector is also, directly and indirectly,
responsible for creating jobs for 36 million people. By 2026, this figure is expected to grow to 65
million. Hence, the Indian automotive sector is a core part of the Indian economy.

Despite significant global headwinds, the automotive sector in India and Europe remains resilient.

Automotive sector resilient in face of headwinds

In Europe, where war is waging for the first time since WW2 and energy prices have skyrocketed,
demand for commercial vehicles is high; however, the global chip shortage is hurting the
manufacture of commercial vehicles there.
In India, production of commercial vehicles has nearly climbed back to pre-pandemic levels. In the
coming years and decades, the Indian automotive sector is expected to grow from strength to
strength on the back of a young, more affluent, and aspirational consumer class. Consider that today,
nearly 65% of new car buyers are under the age of 30.

Shifting consumption patterns in India

In the first nine months of 2022, demand for luxury vehicles has increased sharply over the same
period last year. Buoyed by pent-up demand and more disposable income in consumers’ pockets,
sales of luxury vehicles grew by 32% over the same period in 2021. Once again, demand for luxury
automobiles is driven by younger consumers. These young buyers of luxury automobiles own
startups or are successful professionals. Having endured the pandemic, they’re bitten by the YOLO
sentiment and are splurging.

The personal vehicle market in India is expected to grow at a CAGR of 8.6% until 2027. Today’s
consumers prize comfort and safety i.e., they favour SUVs. Automakers are meeting this demand by
making SUVs even more attractive. Today’s SUVs have features that would have been
unimaginable even five years ago at certain price points.

Today, the future of EVs looks bright.

A palpable shift toward EVs ahead

In the early part of the EV story, the question was how to create demand for EVs. This is no longer
the case. Today, there is significant demand for EVs. EVs have a 0.7% market share in India and by
2027, this figure is expected to increase to 3.8%.

The question now is how to transform supply chains so that EV adoption continues to increase. In
India, for EVs to become ubiquitous, new supply chains and physical infrastructure that undergirds
EV manufacturing and operation will have to be built. The success of the world’s leading EV
automaker, Tesla, is in large part due to the company’s ability to create such infrastructure.

To make EVs more popular in India, the government of India, along with industry players will have
to work together. This should happen with both focusing on developing flex-fuel hybrid vehicles.
Watching the evolution of this space will prove crucial. Also, at a given time, there will likely be
multiple variants of EVs, each powered by a different technology. Each EV variant will cater to the
needs of different consumer segments.
Another important change today concerns where consumers purchase automobiles.

The dealership model could give way to online purchases

During the pandemic, consumption patterns shifted. More consumers than ever before began buying
products online. There is now a trend that suggests that consumers may be open to buying
automobiles online as well.

For instance, as experience has shown, consumers are willing to pre-book vehicles even before
they’re launched. Whilst before, visits to dealerships, seeing automobiles, sitting inside them, and
test driving were part and parcel of the buying experience, today, some consumers are willing to
forgo these to be the first ones to get their hands on a particular model. This is eye-opening to
OEMs. They’re now using digital mediums to gauge consumers’ interest in automobile models
before such models are launched. Consumers’ response is giving OEMs insights about which
models are most desirable. This knowledge is helping them plan rollouts better than they could
earlier.

Other important trends

In addition to the growing demand for EVs and more consumers buying automobiles online, other
important shifts are underway too.

For instance, automobiles are more tech-laden than ever before, which is why the semiconductor
shortage led to a supply crunch in the automobile sector. This trend is expected to continue with
automobiles becoming more connected than before. Of the many benefits of connected vehicles,
perhaps the most important is that such vehicles are safer for those travelling in the car and others on
the road.

Also, with energy prices likely to remain high for the foreseeable future, the demand for CNG-
powered cars and hybrid cars – which are midway between ICE-powered cars and EVs – is expected
to grow.

Notably, the answer to the question, “will autonomous vehicles become a reality on Indian roads?”
seems to be not for a very long time.

Autonomous vehicles are giant map-making machines. They’re trained using data that encompasses
nearly every possible road situation a vehicle may encounter. In developed countries, with their
efficient road networks and orderly traffic, the number of such situations is much smaller than in
India. India’s chaotic roads, which have a surprise around every corner, make collecting data on
which autonomous vehicles’ neural networks can be trained a herculean task. There is far too much
variability on Indian roads. So, while autonomous vehicles roam in a few cities in the US, their
presence on Indian roads seems to be a long way off.

Where the automotive sector stands today

Though over the past few years, several automakers have exited the market, there are plenty of
opportunities for innovative incumbents. Innovation – especially concerning EVs, and hybrid
vehicles – is happening at a record pace. New sales models that could transform the face of the
industry are being rolled out. By the end of this decade, the industry will look significantly different
than it was at the close of the previous decade.
 2.2 : MAJOR PLAYERS IN THE INDUSTRY.

1. Rane Holdings Ltd.

 Rane Holdings Limited is the holding company of Rane Group. It is a listed company.
 Rane Holdings Limited was established in 1929.
 The headquarters is located in Chennai, Tamil Nadu.
 This is the best OE manufacturer and supplier for global automobile companies.
 Rane Holdings manufactures automobile parts for passenger cars, medium and heavy
commercial vehicles, light commercial vehicles, multi-utility vehicles, two-wheelers,
three-wheelers, and farm tractors.

Their products include:

 Suspension and steering linkage products

 Steering gear products
 Engine valves
 Die casting products
 Brake linings
 Valve guides and tappets
 Clutch facings
 Disc pads
 Hydraulic pumps
 Hydraulic power steering gear
 Airbags
 Seatbelts

2. Sundaram Clayton Ltd.

 Sundaram Clayton Limites (SCL) belongs to the TVS group.
 It is India’s one of the largest automotive parts manufacturers and distributors.
 SCL is a leading supplier of aluminum die castings to the automobile and non-
automobile industries.
 SCL was established in the year 1962.
 The headquarters is located in Chennai, Tamil Nadu.
 It provides solutions in machined and sub-assembled aluminum castings.
 The automotive parts manufacturer plays an important part right from the design stage
to the development and supply of finished products.
 Due to its investments in state-of-the-art technologies and manufacturing that is driven
by TQM, TPM, SCL will serve the automobile industry in light metal castings.

Their products include:

 Axles
 Brakes
 Gearboxes
  Road wheels
 Exhaust pipes
 Radiators
 Suspension shock absorbers
 Steering wheels and columns
 Steering boxes
 Catalyzers
 Clutches

3. Motherson Sumi Systems Ltd.

 Motherson Sumi Systems Limited (MSSL) was established in 1986. It is a flagship
company of the Motherson Group. It has partnered with Sumitomo Wiring Systems,
Japan which is one of the largest auto parts manufacturers.
 The headquarters is located in Noida.
 It was initially started as a small family trading company in 1975 between a mother
and son team.
 Now this company has reached the Forbes Global 2000
 MSSL is also one of the world’s largest and fastest-growing automotive parts
manufacturers for the automotive and transport industries.
 It also proves to be the leading supplier of plastic parts and modules to the automotive
industry.

Their products include:

 Mirrors for passenger cars

 Injection molded products
 Wiring harnesses
 Bumpers
 Door trims
 Modules im=ncluding dashboards
 Blow-molded components
 Injection molding tools
 Liquid silicone rubber molded components
 Water recycling systems
 Precision machined metal components

4.Varroc Engineering Ltd.

 Varroc Engineering Ltd. started operations in India in 1990.

 The headquarters is located in Aurangabad.

 It is a listed company.
 It is a global tier- 1 automotive component group.
 It is one of the largest auto parts manufacturers in India.
 Varroc Engineering Ltd. is the second-largest automotive component group in India.
  It is a leading tier-1 manufacturer and supplier to two-wheeler and three-wheeler in
India.
 It is the sixth-largest global exterior automotive lighting manufacturer.
 It also ranks among the top three independent exterior lighting players.
 So far, the company has built 37 world-class manufacturing units and 12 engineering
centers in 16 countries across 6 continents.
 The company manufactures high-tech automotive parts and supplies exterior lighting
systems, electrical electronics, powertrains, and body and chassis parts to major
passenger car and motorcycle segments globally.
 The company has its in-house R & D facilities in India, China, the United States, the
Czech Republic, Germany, Romania, Mexico, and Poland.
 They have over 184 patents.
 The company has a team of over 14000 skilled employees consisting of R & D
engineers, engineering experts, and an experienced management team.

Their products include:

 Plastic and polymer parts

 Exterior lighting systems
 Electrical-electronics parts
 Precision metallic parts for commercial vehicles, passenger cars, two-wheeler, three-
wheeler, and offway-highway vehicle

5.WABCO India Ltd.

 WABCO India Ltd. is a pioneer in making innovations by providing industry-leading

solutions to the commercial vehicle industry in India and globally.
 It is a leading supplier of technologies and services to commercial vehicles in India.
 The company is a top manufacturer and world-class manufacturer of conventional
braking products, advanced braking systems, and related air-related technologies and
systems.
 A few of its customers are Bharat Earthmovers, Tafe Volvo, Ashok Leyland, Tata
Motors Sutlej Caterpillar, Eicher Motors, Mahindra & Mahindra, Swaraj Mazda, Tata
Cummins, and Force Motors.
 Wabco has its roots in Sundaram Clayton which is a joint venture between the TVS
Group and UK-based Clayton Dewandre in 1962.
 It was renamed WABCO-TVS India in 2007.
 The headquarters is located in Chennai.
 WABCO India is a subsidiary of WABCO Holdings Inc.USA which is a leading
global supplier of technologies and services for commercial vehicles.
 The company has five manufacturing units in Jamshedpur (Jharkhand), Chennai
(Tamil Nadu), Mahindra World City (Tamil Nadu), Lucknow (Uttar Pradesh), and
Pant Nagar (Uttarkhand).
 Wabco has a world-class R&D facility in Chennai.
 It has a vast aftermarket distribution and services network.
 CHAPTER 3: COMPANY PROFILE

Vee Gee Kaushiko Engineering Private Limited is a 15 years 10 months old Private
Company incorporated on 23 Feb 2007. Its registered office is in South Delhi, Delhi,
india.
The Company's status is Active, and it has filed its Annual Returns and Financial
Statements up to 31 Mar 2022 (FY 2021-2022). It's a company limited by shares having
an authorized capital of Rs 30.00 cr and a paid-up capital of Rs 15.02 cr as per MCA.
2 Directors and 1 Signatories are associated with the organization. The Key Managerial
Personnel (KMP) at Vee Gee Kaushiko Engineering Private Limited India are Ariba Khan
as Company Secretary. Mridul Sharma and Pradeep Sood are presently associated as
directors.

The Company has a wide array of production resources like hydraulic and power presses
upto 600 tons capacity, powder coating unit and spot, mig, arc, seam and projection
welding facilities. The Company has independent tool room that provide powerful support
to the main line production activities.Inhouse standard room enables strengthy analysis.
The maintenance department ensures high order of machine availability and continued
process capability. Support facilities like captive power generation(2100kVA),cooling
towers,, forklifts and overhead cranes enable smooth manufacturing operations.

We follow stringent quality regimen throughout their establishments to serve the interest
of customers in a better and more efficient way.

3. 1 History

VEEGEE supplies automotive sheet metal components and welded assemblies to some of
the finest automobile companies known worldwide. With the experience gained in the
past decade and half, VEEGEE is poised to take a quantum leap in its endavour to
benchmark itself against the very bests in the industry.
 VEEGEE Industries is a company, who has an expert hand on the manufacturing of Sheet
Metal Components and sub-assemblies from in-house and imported toolings. Company
manufactures the Sheet Metal Components as per the customer's requirement and
specifications. The company has a complete in-house infrastructure with ultra-modern
facilities and equipments for the production of Sheet Metal Components. Over the years,
with the production facilities like Captive Power Generation - 2100 KVA, Sanctioned
Load 1800 KW, Screw Compressors with Air Drier Unit, Cooling Tower, Fork Lifters
and overhead cranes, the giant production industries have looked upon VEEGEE for the
best, affordable, safe and qualitative products and services. One can get them in any
volume and specifications as per requirement. Each and every component manufactured
in the production house of VEEGEE are for OEM's only.

The customers can get a varied range of the Sheet Metal Components, which can vary
upto the size of 2000 mm x 1000 mm. The company is capable of providing the products
at a very competitive price with the best services one can have. The talented and
dedicated engineering department and other staff are committed to improve the products.
Thus, providing the best in quality and sophisticated Sheet Metal Components to the
various industries. The key strength and success lie in the company's employees. As only
they are fully responsible in giving the product a qualitative edge. VEEGEE is always in a
continuous process in increasing the efficiency of its employees through various training
programs provided by AOTS, Kenshu centers in Japan on subjects like production and
quality management.

3.2 PRODUCTS
Our Products-
Product for " ZEN ESTILO "
Product for " SX4 "

Products for " SWIFT "

3.3 MANUFACTURING

VEEGEE manufactures Sheet Metal components upto the size of 2000 mm X 1000
mm. The Company has in-house MIG Welding, Arc Welding, Spot Welding,
Projection Welding, Tool manufacturing and tool maintenance facilities. The
Company is manufacturing sheet metal components and assemblies from in-house
and imported toolings and meets the specific customer requirement.

VEEGEE manufactures sheet metal components & modules:

From 20mm x 45mm to 3000 mm x 1600 mm.

Thickness ranging from 0.5mm to 8mm.

HR, CR,ERW Pipes, High Tensile & Galvanized materials.

THE COMPANY HAS A WIDE ARRAY OF PRODUCTION RESOURCES

LIKE:

POWER PRESSES 5 T 1000 T CAPACITY HYDRAULIC PRESSES FROM 100T

- 500 T CAPACITY
 LEAN MANUFACTURING

MIG WELDING

IN-HOUSE DESIGNED WELDING WELDING MACHINES FROM IN-HOUSE DESIGNED WELDING

JIGS TECNA - ITALY JIGS
DENYO KOGYO - JAPAN

PROJECTION WELDING UPTO

110KVA

3.4 Objectives of VGK

 Present objectives of VGK are to reduce cost and make significant profits, so
that they can expand their business in target market, i.e.China.

 VGK want to make an equal and fair profit in the business to business and
 business to customer marketing service industry. It can be stated that this aim
canbe reached by attaining proper market penetration and product
development based on the requirements of the customers.

 The mission of this corporation is to become the top producing manufacturing

company in the target market by providing the highest quality service to the
customers.

3.5 Present strategy of VGK

HighTensileParts

VEEGEE has developed High Tensile parts at its Greater Noida facility. It is currently
supplying more than 15 parts to Honda cars and more than 10 parts to General Motors.
These parts were earlier imported by the OEMs.

CoilBlanking

VEEGEE is setting up a coil blanking facility as an extension to its TWB facility at

Bawal. The facility shall both cater to the internal requirements of Caparo and supply
externally to Maruti and Honda from July'08.

3.6 Future strategy

VEEGEE INDUSTRIAL ENTERPRISES, situated at Faridabad in state of Haryana,

35-KM from the national capital of New Delhi. Established in the late 80’s, VEEGEE
from the very inception had all the hallmarks of legend in making.

An original brainchild of Sh. R.N. Sood, whose vision and foresightedness laid the
foundation for the rise of a great business enterprise. Continuing in the same tradition,
his sons Mr. Navin Sood and Mr. Pradeep Sood have taken organization to newer
heights, be it new customer acquisition, product portfolio expansion, technology up
gradation, grooming capable human resources and inculcating a vibrant work culture,
where passion to excel drives the whole team to achieve still higher goals.
 CHAPTER 4: JOB DESCRIPTION

I worked at VEE GEE KAUSHIKO PVT.LTD. as a Human Resource intern for one month.
Since I was an intern with great enthusiasm, I tried my best to provide a valuable
support in carrying out the day-to-day HR activities of the organization which
gave me a valuable insight of what actually a HR career may look like. The roles
played by an HR in an organisation are-

1. Recruitment and Selection

One of the core roles and responsibilities of HR is recruitment and selection. It

entails determining the need for a role, creating job descriptions, specifying the
role’s requirements and the skill set of the ideal candidate, setting salary
budgets, screening applicants, conducting interviews, and choosing the most
qualified candidate.
Although it might seem simple, this job involves more than just hiring people to
fill positions. Placing the ideal candidates in the appropriate positions can have
a significant impact on employee retention and lead to a happier workforce if
done correctly, which requires clearly defining job specifications and defining
the employee profile.

2. Training and Development

Training and development are essential. In order to address skill or training gaps
among employees and give them the tools they need to develop their skill sets,
boost their confidence, and perform more effectively. Employee satisfaction and
morale clearly rise for employers who make this kind of investment in their
workforce. They are more likely to feel motivated in their jobs because they are
perceived as being valued and supported.
A company can benefit from employee training as well. Investing in an
employee’s development encourages retention and lowers the cost of hiring new
employees. It also gives them more opportunities and increases your company’s
appeal to candidates who want to advance their careers. Training will keep
employees informed of the most recent developments to maintain the
organization’s position as a leader and top competitor in its industry.
3. Employee Relations

When it comes to employee relations, there are two main tasks. First and
foremost, HR assists in preventing and resolving issues or conflicts between
employees and management. Second, they support the development and
implementation of fair and uniform policies that apply to the entire workforce.
A positive work environment improves employee well-being. The term
“employee relations” describes an organization’s efforts to forge and uphold a
strong bond between workers and their employers. The effectiveness of an
organization, employee loyalty, and increased engagement all depend on ER. It
has to do with the interpersonal and group dynamics between line managers and
the individuals on their teams. It also refers to the personal and emotional
aspects of these relationships as well as their contractual and practical aspects.

4. Performance Management

Human Resources frequently works with line managers to facilitate

performance management. It serves as a tool for tracking advancement and
assessing the work, attitude, productivity, and effectiveness of employees.
Quarterly or yearly performance reviews or appraisals are a crucial component
of a successful performance management process. These allow for one-on-one
communication between staff members and line managers to establish precise
individual and team goals that are in line with the strategic objectives of the
company.
A performance management cycle is made up of a number of integrated
activities that make up the ongoing process of performance management. To
achieve these goals, plan by setting SMART (specific, measurable, achievable,
relevant, and time-bound) objectives; review and evaluate the progress of these
plans; and develop participants’ awareness, expertise, and skills.

5. Administration and Payroll Systems

Some of the administrative tasks that typically fall under the purview of HR
include system development, employee data maintenance, tax calculation,
prorating working hours and holidays, and salary payment. There may be a
separate payroll team that collaborates with the HR department in some larger
organizations.
The first position HR professionals typically take on in their careers is HR
administration, which is crucial to understanding the other HR functions. As
they say, the devil is in the details, and none of the other tasks would be
possible without meticulous data input, filing, and information gathering.

6. Employment Law and Compliance

Every HR professional should be knowledgeable about current employment

laws and ensure that the organization’s policies, practices, and benefits adhere
to them. The organization must operate within the confines of employment law.
A variety of human resource practices, including hiring, performance
management, employee relations, compensation, and health and safety, are
governed by a wide range of laws and regulations.
Even though it is one of the most difficult and important roles and
responsibilities of HR, strict adherence to the applicable employment laws can
help prevent any legal issues. Employers and their staff can help eliminate
discrimination and advance equality in the workplace by making sure that their
procedures are fair for all parties involved.

7. Compensation and Benefits

Every employee’s preferred HR function is probably compensation and

benefits. The compensation that each employee receives is their basic salary.
Depending on the priorities of the company and its employees, the benefits
provided to employees may include pay increases linked to performance
reviews, pensions, private health insurance, durability perks, paid holidays,
revenue sharing, gym memberships, and a variety of other benefits.
Employers can draw in, keep, and reward employees by offering benefits.
Workplace morale and motivation can be raised by a good set of company
benefits because job satisfaction is closely related to efficiency, motivation, and
worker productivity.

4.1:DETAILED JOB PROFILE

The detailed job profile consists of the following statements. These statements
fully describe my job at the company in a fully explained fashion.
  I worked as a HR intern at VEE GEE KAUSHIKO PVT.LTD. at the
Faridabad branch. This type of internship helped me a lot to understand
the practical side ofthe job, which is very similar as well as different at
the same time from the textbook theories. It was necessary to build my
skills not only internally but externally to expand my experience.

 I was placed under the Administrative and Payroll Systems where my job
was-employee data maintenance, employee tax calculation, prorating
working hours and holidays & salary or wage calculation.

4.2: AREA ASSIGNED

The area in which I was assigned was the Administration and Payroll Systems
where sometimes I had to deal with employee data maintenance and was mainly
focused around-salary or wage calculation, tax calculation and deduction &
prorating the working hours and holidays of the employees.

4.3: TARGET ASSIGNED

There was not any specific target assigned to me during the whole internship. The
main target was to ensure the proper performance of duties assigned to me on a
daily basis and to provide accurate and timely information to the people above me
as and when they needed it plus ensuring the company database is updated
regarding such information.

4.4: WEEK-TO-WEEK ON JOB EXPERIENCE

4.4.1 First week

It was a very different experience for me in the first week as everything was about
training and knowing about the company. I was indulged in a group of 5. We were
assigned with a trainer who explained everything about the company, plant and how the
things were performed daily in the HR department.

4.4.2 Second and third week

After my training I was taken to the main cabin where we were supposed to be carrying
out the activities we were trained about. These weeks were important in our summer
training period as in these weeks we were assigned the jobs to be done by us with the
help and supervision of our trainer assigned by our manager. This was actually practical
arrangement of what we were taught in the theoretical subject under the topic of on-the-
job training.

4.4.3 Four week

In the last week of summer training we were provided with the information and help to
complete our summer training report along with knowledge of how the work is
conducted in the HR department.
We were appreciated for the work done by us and were also given the certificate which
mentioned the completion of our summer training period.
 CHAPTER 5: HRM OF VEE GEE KAUSHIKO
ENGINEERING PVT.LTD.

During my internship I was mainly assigned in HR department.VEE GEE KAUSHIKO

PVT.LTD. Always determine what jobs need to be done, and how many and types of workers
will be required.
So, establishing the structure of the asset management company assists in determining the skills,
knowledge and abilities of job holders. To ensure appropriate personnel are available to meet
the requirements set during the strategic planning process. It believes that the quality work
comes from quality workers who are well motivated and ready to take challenge to provide
better service.

5.1 Units in HR division:

There are three units in Human Resource Division of VGK ENGINEERING PVT.LTD. –
 HR Staffing
 HR Operation
 Training & Development.

5.1.1 HR Staffing:
The staffing process- putting the right people in the right positions at the right times- is one
of the most critical tasks any organization faces. The quality of the work performed can be
only as high as the capabilities of the people performing it.
 Three officers are working in HR staffing unit. They perform the following activities-
i. Recruitment
ii. Selection
iii. Leave Management
iv. Personal Profile Management

Recruitment:
Recruitment is the process by which a firm finds its employees, are perhaps the most critical
tasks any organization faces. Without the right people, no firm can function effectively. For
a recruitment program to be successful, managers should cooperate with the human
resources staff to define needs and predict vacancies. This recruiting may be done by
internal or external.
Types of Recruitment:
There are two types of recruitment in this organization. They are:
1. Internal Recruitment
2. External Recruitment.

 For Internal Recruitment: The principal methods are-

 Job posting
 Use of computerized skills inventories
 Referrals from other departments
 For External Recruitment:
Organizations rely on-
 Advertisements
 Public or private placement agencies
 Field recruiting
 Including campus recruiting
Point of Recruitment:
There are two level of recruitment.
 Entry level
 Lateral entry (Recruitment of experienced person)
 Entry level:
There are two entry-level post for recruiting fresh graduates and
postgraduates. These are:
1. Probationary officer Level
2. Trainee Assistant Officer (TAO) Level

 Probationary officer-
Probationary officers are confirmed as officer after successful completion of one year
probation period. Probationary Officers are recruited through competitive written exam that
is taken by IBA. After taking exam top scorers are invited to appear the interview of
management committee. After appearing the interview, they have to face an interview in
front of Board of Directors.
For recruiting Probationary Officers advertisement are given in daily newspaper and web site
also. Only online applications are acceptable for Probationary Officers (PO). HR team then
short lists the resume of the candidates. Only short-listed candidates are invited for appearing
the written exam. Short-listing criterions are given in the circulars. There are some subjects,
which are preferred for short listing.
These subjects are:
 MBA (Major in Accounting, Finance, Marketing, HRM, MIS etc.)
 English
 Statistics
 Economics
 Mathematics
 CSE
 Development studies

 Trainee Assistant Officer (TAO) Level:

TAOs are confirmed as assistant officer (AO). TAOs are recruiting from walking CVs.
Usually, one written exam is managed by the management has taken for recruiting TAOs
followed by one Viva.
 Lateral entry (recruitment of experienced person):
There are recruitments for experienced in asset management or brokerage sector, which is
called lateral entry. Length of services, job responsibilities, revolutionary background etc. is
taken into consideration for the lateral entry.

Selection:
The critical criteria in this regard are job relatedness, reliability, and viability. For selection
of candidates following things are considered-
o Appearance
o Attitudes
o Knowledge
o Personal ability & mental ability
 o Physical ability
o Qualification
o Communication skill
o Job knowledge (for lateral entry)

Leave management:
Leave is earned by duty. Leave cannot be claimed as a matter of right, and leave admissible
under the service rule of VGK ENGINNERING PVT.LTD. May be granted by the
Managing Director or his authorized person, who may refuse leave, grant leave for a
shorter period than applied for, revoke leave of any description and recall an employee
before the expiry of the leave. One Officer is looking after the leave matter of
employees and keeping leave records. Employees of VGK ENGINEERING PVT.LTD.
Are enjoying following kinds of leaves-

Earned Leave: 20 days in a year as per service rule of VGK ENGINEERING LTD.
Casual Leave: 10 days in a year.
Sick Leave: 14 days in a year + conditional additional sick leave allowed by the
mgt. as perservice rule of VGK ENGINEERING PVT.LTD.

Maternity Leave: 24 weeks for each issue up to two children.

Leave Without Pay 15 days once during the service life.
Paternity Leave 5 days.
Bereavement 5 days.
Leave

Study Leave: As per the rule of the organization.

Personal Profile Management: They maintain employees’ personal profile with hardcopy of
documents for example: CV, NID, Educational Certificates and other necessary documents.

5.1.2 HR Operations:
HR operations unit mainly work in the area of short term and long-term benefits of the employees
of VGK ENGINEERING PVT.LTD., like salary, bonus, provident fund, gratuity, super
annulations fund, etc.
 Monthly Salary Disbursement

 Preparation and disbursement of Festival Bonus and Performance Bonus

 Employees Final Settlement.

 Maintain liaison with different AMC, which are under the corporate agreement with

VGK ENGINEERING PVT. LTD.

  Submission of various Salary related MIS report to the Management & Regulatory

bodies.
 Work as System Admin in HR department

 Assist in Appraisal Management

 Investment with the gratuity and PF fund

 Employee Tax processing, etc.

5.1.3 Training & Development:

Human Resource is the key to success of a service- o r i e n t e d business organization. The
famous quotes from some renowned business leaders are:
 Take our 20 best people and virtually we become a mediocre company.
o -Bill Gates, Chairman, Microsoft Corporation.
 Take my assets, leave my people and within 5 years I will have it all back.
o -Alfred Sloan, Chairman, General Motors.
The mission of Alliance Capital Asset Management Ltd is to be the premier financial
institution in the country providing high quality products and services backed by latest
technology and a team of highly motivated personnel to deliver Excellence in investment
banking & Asset Management Company

Steps of training program

A typical training program can be classified into 5 steps
1 Need Analysis
2 Instruction Design
3 Validation
4 Implementation
5 Evaluation and Follow-up

1. Need Analysis:
 Identify the specific job performance skills needed to improve performance and productivity.
 Analyse the skills and needs of the prospective trainees and to develop specific
measurable knowledge to perform their job.
 To ensure that the program will be suited to the trainees specific levels of education,
experience and skills.
 Use study report to develop specific measurable knowledge and performance objective.

 Technique to identify Training Needs: 

Task analysis and performance analysis are two main techniques for identifying training needs.
 Task analysis: 
The first step in training is to determine what training, if any, is required. The main task in assessing
the training needs of new employees is to determine what the job entails and break it down into
subtasks, each of which is then taught to the new employee.
So, task analysis is a detailed study of a job to identify skills required so that an appropriate training
program may be instituted.
Task Analysis form contains six types of information-

 Task list
 How often performed
 Quantity, Quality Standards
 Performance Conditions
 Skills Required

 Performance Analysis:

Verifying that there is a performance deficiency and determining whether that deficiency should
be rectified through training or some other means (such as transferring the employee).

2. Instructional Design:
Gather instructional objectives, methods, media, description of and sequence of content,
examples, exercise and activities.
Make sure all materials such as video scripts, leader’s guides and participant’s workbooks,
complement each other are written clearly and blend into unified training geared directly to
the stated learning objectives.
Carefully and professionally handle all program elements-whether reproduced on paper, film or
tape to guarantee and effectiveness.
3. Validation:
Introduce and validate the training program before it presented to the trainee.
4. Implementation:
When applicable boost success of training workshop focuses on presentation knowledge
 and skills in addition to training content.
5. Evaluation and Follow-Up:
Asses program success-according to-
Reaction: Document the learner’s immediate reactions to the training.
Learning: Use feedback devices or pre and post tests to measure what learners haveactually
learned.

Behavior: Note supervisor’s reactions to learner’s performance following completion of the

training. This is one way to the degree to which learners apply new skills and knowledge to
their jobs.
Results: Determine the level of improvement in job performance and assess needed
maintenance.
Setting training objective
After training needs have been analyzed, concrete and measurable training objectives should
be set. Objectives specify that what the trainee should be able to accomplish after successfully
completing the training program.
Techniques of training program:
After determine employees training needs, set training objectives and designed the program,
the training program can be implemented. Most popular training techniques are:

 On the job Training

 Off the job Training

 On the job training: 

On the job training is like having a person learns a job by actually performing it. Virtually every
employee, from mailroom clerk to company president gets some onthe job training when he or
she joined the firm.
A useful step by step job instruction approach for giving a new employee on the job training is as
follows-
o Preparation of learner
o Presentation of the operation
o Performance try out
o Follow-up
On the job training has several advantages-
o It is relatively inexpensive
 o Trainees learn while they working
o There is no need of class-room, programmed learning devices
o Trainees learn actually doing the job
o Get quick feed-back about the correctness of their performance.

On the job management development techniques:

On the job training is one of the most popular development methods. Important
techniques here include-
o Job rotation
o Coaching/ under-study approach
o Junior boards
o Action learning

Off the job training: VGK ENGINEERING PVT.LTD. do not provide off the job training
 CHAPTER 6: FINDING ABOUT THE COMPANY

(a) Finding of the study-

 Compensation and Benefits: Compensation basically consists of direct and indirect

compensation and VGK ENGINEERING PVT.LTD. Is very much concerned about both
these types of compensation. They offer attractive package that is in per with current market
practice in similar sector. They also offer bonuses and yearly incremental. For long term
benefits, VGK ENGINEERING PVT.LTD. Has provision of Gratuity, Provident Fund. They
also have leave planning for employees consisting of different kind of leaves according to
employee needs.

 Performance Evaluation: The evaluation of employee’s performance of VGK

ENGINEERING PVT.LTD. Is not properly done by the HR division. 

 Officers of the organization are competent even though many of them simply know the
working procedure of what they are doing but don’t know the philosophy behind doing those.

 Service quality of VGK ENGINEERING PVT.LTD. Is commendable. It is very

important for every organization serve its customers or vendors so that it create a loyal
customer base who will repeatedly buy its products and carry a long time relationship with
the company as well as work as a spoken person to promote the products of the company to
peers, friends, relatives, etc. This organization is really good at its service quality. 
(b) SWOT analysis of VGK-

Strengths

VGK has a strong brand name and good reputation among its customers and that is the
biggest strength they have. It has access to high grand natural resources. Their distribution
network is superior to their rivals. Being one of the world’s top three manufacturers of
construction equipment, VGK has employed over 10,000 people on four continents (McKee
et al. 2016). They sell their products in 150 countries through the help of 1,500 dealer depot
locations. VGKis capable of manufacturing 300 machines of different types (Jcb.com 2016).
Their customer service procedures are unique and no other organization in the industry can
compete with themin this sector.

Weaknesses

VGK is unable to protect their patents and this is their biggest weakness. On the other hand,
as the organization is capable of manufacturing more than 300 types of machines, the cost
structure of its manufacturing unit is extremely high (Rapalis et al. 2016).

Opportunity

New technologies are being introduced almost daily, which is great opportunity for VGK to
expand their business. Besides, most of the countries where VGK operates, are removing
international trade barriers. VGK is also known for their best customer care services.
However, in some cases the organization failed respond quickly that created disappointment
among the customer (DeFreitas et al. 2013). Therefore, the organization has an opportunity to
strengthentheir customer care services in the near future.

Threat

As mentioned by Bolz et al. (2014), firm products are losing their demand among the
consumers which is the biggest threat for organizations such as VGK. Besides, at a lower
price, several substitute products are introduced in the market. New rules and regulations in
countries is also expected to create problems for global firms.
 CHAPTER 7: DIFFICULTIES FACED

1. Awkward Introductions

So, you reached the office on your first day. You’re introduced to a lot of people. Too many
people to remember the names and their departments/designations. You might politely say,
hello but you don’t know what to say next. So you remain awkwardly quiet

2. Too Many Information Absorption

Your orientation is not finished yet. You get brief introductions to the company profile, what
they do, and all the HR facilities/bindings. The information comes at such a velocity that before
even processing one part comes the other parts. And the data gets jumbled in your head
resulting in the ultimate perplexed expression on your face. Moreover, when you’re asked, “are
you clear on these?” you just simply give a hesitant nod or a quick ‘yes sir’.

3. No Work – Major intern problems!

One of your main expectations as an intern is to do some work, some practical office works.
Alas! During the first weeks, you don’t get that much work other than some printing or
scanning.

Yes, at least you learn the printing or scanning machine jobs but you’re here to contribute much
more than that. Deprived work is the main reason for your boredom in the internship.

4. Should I ask? Whom should I ask? What shall I say when asking?
A common Intern Problem is asking questions. Your biggest hesitation lies in asking questions.
What if asking questions will create an impression that you don’t know anything?

Will they perceive you as silly? So many thoughts roam through your mind. You’re not even
sure which of your colleagues will help you or will they feel disturbed. You feel hesitant in
interrupting them.

5. How to ask for a leave?

Here comes your most feared question, “Sir, can I take a leave?” There might be various
genuine reasons for your leave: family emergency, university formalities, sickness, etc. Still,
you worry about your impression of the reaction of your boss. It takes a moment of internal
preparation to ask the boss for leave.
 CHAPTER 8: CONCLUSIONS AND SUGGESTIONS

Conclusion-
From the above discussion it can conclude such a way that since human resource
management is a continuously practicing issue so it plays a significant role on
organizations overall performance.

The organization is currently focusing on urban areas having 400 shops in those
areas. Primary strategy of the organization was to develop and enhance new
technologies to gain more market share globally. However, their rivals such as
Caterpillar and Komatsu have done it better than JCB. As a result, the company
is slowly losing their market position in some countries. Besides, manufacturing
cost of JCB is also higher than any other organization in the industry. As a result,
prices of their products are higher than other companies such as Caterpillar and
Komatsu. For JCB, it is the high time to enter new markets such as China. Some
construction-equipment manufacturing companies do exist in China; however,
they do not have ample amount of experience and technology to compete with
JCB. That is why; JCB should focus on Chinese market by selecting a proper
market entry strategy. On the other hand, they are also thinking to improve and
strengthen their presence in Indian market. The higher management of JCB is
planning to build their presence in rural areas of India, which are unexplored
currently.

Committed and trustworthy employees are the most significant factors to becoming
an employer of choice, it is no surprise that companies and organizations face
significant challenges in developing energized and engaged workforces. However,
there is abundance of research to demonstrate that increased employee commitment
and trust in leadership can positively impact the company’s bottom line. In fact, the
true potential of an organization can only be realized when the productivity level of
all individuals and teams are fully aligned, committed and energized to successfully
accomplish the goals of the organization. Thus, the objective of every company
should be to improve the desire of employees to stay in the relationship they have
with the company.
(c) Suggestion-

JCB will have to take two major steps in order to secure their market position in
the future. As a first step, they will have to focus on rural area of India and as a
second step; they will have to penetrate new markets. In order to start a new
venture in a country, China is recommended for JCB. China is the largest
construction site in the world as China is building more and more buildings,
railroads, airports and power plants.

Some organizations are already there and fighting to gain supremacy in Chinese
construction machinery industry such as Sany America, SDLG, Liugong,
Zoomlin, XCMG, and Lonking. However, the winner is yet not decided as these
organizations are facing huge challenges in establishing distribution channels in
China. JCB can handle this problem easily as they will get a huge financial
backup. It is recommended that must build a local sales team that will guide the
organization through China’s unique business culture in the conciliation process.
Local sales team will help JCB to identify key distributors as they have better
understanding of how Chinese business and government agencies operate. Once
key distributors are identified, JCB will have to develop proper marketing
strategy to strengthen their position in the Chinese market.
 BIBLIOGRAPHY

Books referred:

• Human Resource Management: Fisher, Schoenfeldt, Shaw 6th Ed

• Victory Through Organisation by author Dave Ulrich

Newspapers and magazines:

Economic Times
Business World
Times of India

Links:

 About JCB India | JCB.com

 JCB (company) - Wikipedia
 Explain The Objective Of JCB (Free Assignment Sample) (myassignmenthelp.co.uk)
 Material provided by the company itself.