I am working as an HR Manager in a manufacturing company. I joined the company two months ago. Prior to that, I have worked in the IT sector. So, this is my first experience in the manufacturing sector. There are different departments like cutting, lining, pattern, spray, and packing.
In the company, I am now very clear about their production and understand their processes, from production in the cutting department to packing. I have also documented the job responsibilities of all the employees. I now want to determine the best way to evaluate the performance of workers in a leather manufacturing company. I am fully responsible for the company's recruitment process. According to my MD, recruitment accounts for only 20% of the HR profile, and there are no other significant HR tasks.
Therefore, I want to explore what initiatives can be implemented and how I can demonstrate to myself that there are numerous aspects of HR that can be addressed. I am feeling very confused about what to do. Kindly assist.
From India, New Delhi
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1In the company, I am now very clear about their production and understand their processes, from production in the cutting department to packing. I have also documented the job responsibilities of all the employees. I now want to determine the best way to evaluate the performance of workers in a leather manufacturing company. I am fully responsible for the company's recruitment process. According to my MD, recruitment accounts for only 20% of the HR profile, and there are no other significant HR tasks.
Therefore, I want to explore what initiatives can be implemented and how I can demonstrate to myself that there are numerous aspects of HR that can be addressed. I am feeling very confused about what to do. Kindly assist.
From India, New Delhi
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Hi,
It's really great that you understand the manufacturing process in your organization. This clearly shows your interest in learning and developing the organization. I would like to add one more process as well. Before any production process, there is a key department known as the Sampling Department, which plays a vital role. Additionally, there should be other departments such as Merchandising, Quality, Planning, etc.
As you mentioned, according to your MD, recruitment is only 20% of HR, and I agree. Moreover, it might even be less than 20%. There are many other vital roles such as training and developing employees, managing the Appraisal System, handling Payroll, ensuring Statutory Compliance, providing Counseling, motivating employees, defining policies, and managing Appraisal Systems.
I hope this helps clarify the importance of various HR functions in an organization.
From India, Bangalore
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It's really great that you understand the manufacturing process in your organization. This clearly shows your interest in learning and developing the organization. I would like to add one more process as well. Before any production process, there is a key department known as the Sampling Department, which plays a vital role. Additionally, there should be other departments such as Merchandising, Quality, Planning, etc.
As you mentioned, according to your MD, recruitment is only 20% of HR, and I agree. Moreover, it might even be less than 20%. There are many other vital roles such as training and developing employees, managing the Appraisal System, handling Payroll, ensuring Statutory Compliance, providing Counseling, motivating employees, defining policies, and managing Appraisal Systems.
I hope this helps clarify the importance of various HR functions in an organization.
From India, Bangalore
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According to my MD, in training, there is no role of HR because he says, "I will provide the training or another senior person of the company will provide the training, so no role of HR is required." For performance appraisal, they do it on their own without following any procedure. The salary process is handled by accounts, and they do not want any policy to be implemented.
So, what should I do?
From India, New Delhi
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So, what should I do?
From India, New Delhi
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Dear Kanika,
Now, you are working in a manufacturing company, a labor-oriented industry. There is a significant difference between IT and manufacturing companies. In manufacturing companies, the HR department plays a crucial role in product and productivity, developing harmonious relationships among the workers and management. In my previous experience, I implemented various systems to reduce absenteeism and enhance production by adopting new systems like production incentives, both monetary and non-monetary. Welfare, health, and safety are major areas in manufacturing organizations, so we must maintain and implement them according to government statutory acts and legislation without any violations. Otherwise, unrest may occur within the organization. Therefore, it is essential to focus on labor acts and social security legislation to ensure compliance with workmen. By doing so, you will gain valuable knowledge. I recommend referring to labor law journals; Cite HR is a good website for HR professionals.
Thanks,
Rajesh Kantubhukta
Human Resources
From India, Kakinada
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Now, you are working in a manufacturing company, a labor-oriented industry. There is a significant difference between IT and manufacturing companies. In manufacturing companies, the HR department plays a crucial role in product and productivity, developing harmonious relationships among the workers and management. In my previous experience, I implemented various systems to reduce absenteeism and enhance production by adopting new systems like production incentives, both monetary and non-monetary. Welfare, health, and safety are major areas in manufacturing organizations, so we must maintain and implement them according to government statutory acts and legislation without any violations. Otherwise, unrest may occur within the organization. Therefore, it is essential to focus on labor acts and social security legislation to ensure compliance with workmen. By doing so, you will gain valuable knowledge. I recommend referring to labor law journals; Cite HR is a good website for HR professionals.
Thanks,
Rajesh Kantubhukta
Human Resources
From India, Kakinada
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Thanks Mr. Rajesh What all initiatives can be taken in Welfare, Health and safety And i dont have any experience in labour Acts and social security legislation’s and no such knowledge.
From India, New Delhi
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From India, New Delhi
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Hi Kanika,
No one is an expert without experience. It is the right time to learn all the acts as mentioned above. You should also update yourself on acts such as ESI, PF, PT, etc. There are many books available, and you can also find all the information on Cite-HR.
Thank you.
From India, Bangalore
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No one is an expert without experience. It is the right time to learn all the acts as mentioned above. You should also update yourself on acts such as ESI, PF, PT, etc. There are many books available, and you can also find all the information on Cite-HR.
Thank you.
From India, Bangalore
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Dear Kanika,
Members have given you a lot of good ideas. Hence, I will ask you a few questions to get an idea of your qualifications and experience. May we know what courses you have done and from where before joining the IT industry? What did you do in the IT industry?
I am glad to note that you took people's advice and studied the workflow, etc., to understand the process in the leather garment industry. Your Director is correct when he says recruitment forms only 20% of an HR manager's job.
Kindly see http://www.women-ww.org/documents/ww...ation_pack.pdf to get an idea of the complexity of the garment value chain.
They do not teach all the laws in colleges/universities; we have to acquire knowledge of those as we start work and face difficulties. Is there an HR Forum in New Delhi? If you have none, why not form one, in which members can interact and learn from each other. CiteHR is a good forum to learn. However, we need to give all the details about self and the scenario, at the outset, to ensure people can give precise advice rather than keep guessing and give solutions to our problems.
Please also read and digest material on Human Resource and Skill Requirements in the Leather and Leather Goods Industry at http://nsdcindia.org <link fixed>
All links found by searching the web using Google search Engine.
From United Kingdom
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Members have given you a lot of good ideas. Hence, I will ask you a few questions to get an idea of your qualifications and experience. May we know what courses you have done and from where before joining the IT industry? What did you do in the IT industry?
I am glad to note that you took people's advice and studied the workflow, etc., to understand the process in the leather garment industry. Your Director is correct when he says recruitment forms only 20% of an HR manager's job.
Kindly see http://www.women-ww.org/documents/ww...ation_pack.pdf to get an idea of the complexity of the garment value chain.
They do not teach all the laws in colleges/universities; we have to acquire knowledge of those as we start work and face difficulties. Is there an HR Forum in New Delhi? If you have none, why not form one, in which members can interact and learn from each other. CiteHR is a good forum to learn. However, we need to give all the details about self and the scenario, at the outset, to ensure people can give precise advice rather than keep guessing and give solutions to our problems.
Please also read and digest material on Human Resource and Skill Requirements in the Leather and Leather Goods Industry at http://nsdcindia.org <link fixed>
All links found by searching the web using Google search Engine.
From United Kingdom
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Hi, Mr. Kanika,
Members have given a lot of information on the subject. I would just like to suggest that you may get the State Minimum Wages Act for implementation of the Minimum Wages Act and the records as required. This is very important for an industry.
Best wishes,
Eswararao Ivaturi.
From United States, Cupertino
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Members have given a lot of information on the subject. I would just like to suggest that you may get the State Minimum Wages Act for implementation of the Minimum Wages Act and the records as required. This is very important for an industry.
Best wishes,
Eswararao Ivaturi.
From United States, Cupertino
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Members have suggested that you should try to:
1. Improve industrial relations.
2. Focus on the welfare and safety of the employees.
3. Ensure compliance with the labor laws applicable to your industry.
4. Implement work/productivity improvement methods.
These suggestions are relevant, but if you need to develop a concrete action plan and seek input from the members, you should provide more specific information on the following points:
1. What is the total number of employees in your factory?
2. What is the ownership structure of the factory?
3. If they believe that there is minimal work in HR, why were you hired?
4. Did you receive a job description when you were recruited, and if so, what did it entail?
5. What are the current expectations of the management – do they want you to perform assigned tasks or to propose your own initiatives?
6. Who is your reporting authority, and what is the organizational hierarchy like?
7. How long has the factory been operational, and what is its profitability status?
Thank you.
From India, Madras
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1. Improve industrial relations.
2. Focus on the welfare and safety of the employees.
3. Ensure compliance with the labor laws applicable to your industry.
4. Implement work/productivity improvement methods.
These suggestions are relevant, but if you need to develop a concrete action plan and seek input from the members, you should provide more specific information on the following points:
1. What is the total number of employees in your factory?
2. What is the ownership structure of the factory?
3. If they believe that there is minimal work in HR, why were you hired?
4. Did you receive a job description when you were recruited, and if so, what did it entail?
5. What are the current expectations of the management – do they want you to perform assigned tasks or to propose your own initiatives?
6. Who is your reporting authority, and what is the organizational hierarchy like?
7. How long has the factory been operational, and what is its profitability status?
Thank you.
From India, Madras
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The following response is quoted from my own response submitted earlier (on 26th October 2013, 05:51 PM) in the thread, :
https://www.citehr.com/470514-perfor...facturing.html
the above thread is a pre-quel to this thread posted by the member.
Dear Kanika
I have gone through this thread carefully.
This is your second query on the thread :
"So, i want to know that what all initiative can be taken and in what way i can prove myself, that there are so many things in HR, that can be done.
I m very confused, what to do??"
I totally agree with the views of your MD (recruitment is just the 20% of HR profile.) on the content part; but differ on the "extent". In my opinion if its a running concern then Recruitment is just 5-10% of HR profile; may be even less !!
Why ??
Recruitment has slowed down in the wake of the slow-down in economy. How many companies are recruiting ?? And in what numbers ??
Moreover you will be only recruiting to the extent of your attrition - natural or otherwise. You can not accommodate more and more people; unless there is a requirement.
The only situation where recruitment can be more than 20% is where a new plant or expansion of production capacity is taking place; a greenfield project is being executed; or a new business division/vertical/unit is being planned.
So your MD is right.
You are from IT sector where attrition rate is high; and people constitute the asset/working capital/machinery of the company.
Mr. Narayan Murthy had once famously said something like - our assets becomes nil after office hours - implying that employees are their assets and after the employees leave from office, there is almost nothing left.
Moreover, IT being a high-tech field, the HR are not aware of the "manufacturing process".
So, in your case, its OK to assume that Recruitment (apart from employee engagement) is what HR is all about.
Now, coming to your first query; which to me is the root cause of your misery; your first (initial) query was about :
"As there are departments like packing, Cutting, Lining, Pattern, Spray..So what is the best way to measure their performance."
The seniors have given you very good inputs. whether you have benefited from it, by IMPLEMENTING any of their suggestions ??
What kind of Time and Motion study did you make ??
I agree that the intricacies are best handled by professionals from Production Management, Operation Research or Industrial Engineering.
However, an HR should be aware of the Manufacturing process.
How many hours did you spend on the shopfloor ??
Do you make it a point to visit the shopfloor once every day ??
Have you interacted with managers, supervisors, technician and workers ??
Have you been told about any "bottlenecks" in the process ??
What kind of process is employed - whether its job-shop, batch or assembly-line ??
Can you draw a diagram of your typical Work-Flow Process ??
I understand that its not very comfortable to be in the shopfloor; esp. the obnoxious smells that the leather and the chemicals, paints and adhesives give off.
I have never worked in leather manufacturing sector, but have visited the Bata factory, which is highly automated with an assembly-line system of production. The performance of individual worker is easy to monitor; as its based on work-flow and capacity of the installed equipments.
In your case, since it is an exclusively garment manufacturing unit; it must be working on JOB SHOP process flow structures. Here, there is a scope for better "line-balancing", having systems like Kanban; 5S to improve productivity and reduce wastages; and improving the logistics of materials.
These are somewhat beyond the scope of a junior HR; and needs the involvement of the management. If the management is serious, they may hire an external consultant to initiate these; or have training programs for employees.
To become a successful HR, one needs to engage and immerse oneself with the business process, rather than sit on a chair twiddling one's thumb and lamenting on the shortcomings of one's experience and the situation.
There is a lot more in HR than that meets the eye. HR can be a true business partner and help in strategic differentiation.
Warm regards.
..............................
Raj Kumar
“Non Nascor Mihi Solum” [ Latin; meaning “I was not born for myself alone”]
"Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime."
attribution https://www.citehr.com/470514-perfor...#ixzz2izeMNc9Q
From India, Delhi
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https://www.citehr.com/470514-perfor...facturing.html
the above thread is a pre-quel to this thread posted by the member.
Dear Kanika
I have gone through this thread carefully.
This is your second query on the thread :
"So, i want to know that what all initiative can be taken and in what way i can prove myself, that there are so many things in HR, that can be done.
I m very confused, what to do??"
I totally agree with the views of your MD (recruitment is just the 20% of HR profile.) on the content part; but differ on the "extent". In my opinion if its a running concern then Recruitment is just 5-10% of HR profile; may be even less !!
Why ??
Recruitment has slowed down in the wake of the slow-down in economy. How many companies are recruiting ?? And in what numbers ??
Moreover you will be only recruiting to the extent of your attrition - natural or otherwise. You can not accommodate more and more people; unless there is a requirement.
The only situation where recruitment can be more than 20% is where a new plant or expansion of production capacity is taking place; a greenfield project is being executed; or a new business division/vertical/unit is being planned.
So your MD is right.
You are from IT sector where attrition rate is high; and people constitute the asset/working capital/machinery of the company.
Mr. Narayan Murthy had once famously said something like - our assets becomes nil after office hours - implying that employees are their assets and after the employees leave from office, there is almost nothing left.
Moreover, IT being a high-tech field, the HR are not aware of the "manufacturing process".
So, in your case, its OK to assume that Recruitment (apart from employee engagement) is what HR is all about.
Now, coming to your first query; which to me is the root cause of your misery; your first (initial) query was about :
"As there are departments like packing, Cutting, Lining, Pattern, Spray..So what is the best way to measure their performance."
The seniors have given you very good inputs. whether you have benefited from it, by IMPLEMENTING any of their suggestions ??
What kind of Time and Motion study did you make ??
I agree that the intricacies are best handled by professionals from Production Management, Operation Research or Industrial Engineering.
However, an HR should be aware of the Manufacturing process.
How many hours did you spend on the shopfloor ??
Do you make it a point to visit the shopfloor once every day ??
Have you interacted with managers, supervisors, technician and workers ??
Have you been told about any "bottlenecks" in the process ??
What kind of process is employed - whether its job-shop, batch or assembly-line ??
Can you draw a diagram of your typical Work-Flow Process ??
I understand that its not very comfortable to be in the shopfloor; esp. the obnoxious smells that the leather and the chemicals, paints and adhesives give off.
I have never worked in leather manufacturing sector, but have visited the Bata factory, which is highly automated with an assembly-line system of production. The performance of individual worker is easy to monitor; as its based on work-flow and capacity of the installed equipments.
In your case, since it is an exclusively garment manufacturing unit; it must be working on JOB SHOP process flow structures. Here, there is a scope for better "line-balancing", having systems like Kanban; 5S to improve productivity and reduce wastages; and improving the logistics of materials.
These are somewhat beyond the scope of a junior HR; and needs the involvement of the management. If the management is serious, they may hire an external consultant to initiate these; or have training programs for employees.
To become a successful HR, one needs to engage and immerse oneself with the business process, rather than sit on a chair twiddling one's thumb and lamenting on the shortcomings of one's experience and the situation.
There is a lot more in HR than that meets the eye. HR can be a true business partner and help in strategic differentiation.
Warm regards.
Dinesh Divekar Appreciated this.
..............................
Raj Kumar
“Non Nascor Mihi Solum” [ Latin; meaning “I was not born for myself alone”]
"Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime."
attribution https://www.citehr.com/470514-perfor...#ixzz2izeMNc9Q
From India, Delhi
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HR Job Functions.doc
HR FUNCTIONS AT A GLANCE.ppt