1) Eicher Group is an Indian conglomerate operating in various industries including commercial vehicles, motorcycles, automotive components, engineering solutions, and publishing. 2) The group employs over 3,700 people across multiple business units and has a hierarchical structure with grades 1-7 for employees. 3) Eicher focuses on developing its human resources through training programs, performance appraisals, counseling, and emphasizing communication and teamwork.

2. HR Policies of Eicher Group of
Companies
Presented By
Name Roll No.
Mr. Prasad Satam 67

3. About Us
Eicher Group is a conglomerate of the firms Eicher
Goodearth Ltd., Eicher Ltd., Eicher Motors Ltd., Eicher
International Ltd., and ECS Ltd., based in New Delhi,
India.
Eicher Motors is a commercial vehicle manufacturer in
India. The company's origins date back to 1948, when
Goodearth Company was established for the distribution
and service of imported tractors.
The Eicher Group experienced a gross sales turnover of
over INR 19,000 million ($US 424 million) in 2005–06.

4. Group Structure
The Eicher Group has diversified business interests in design and
development, manufacturing, and local and international marketing of
trucks, buses, motorcycles, automotive gears, and components. Eicher
has invested in the potential growth areas of management consultancy
services, customized engineering solutions, and maps and travel guides.
The activities of the group are divided into the following business units:
o Eicher Goodearth Limited.
o Eicher Motors Limited .
 Eicher Motors – Commercial vehicle.
 Eicher Engineering Components – Gears.
o Eicher Limited – Investments in group companies.
o Eicher Engineering Solutions – customized engineering solutions.
o Goodearth Publications – city maps and travel guides.
o ECS Limited – management consulting.

5. Board of Directors

6. An Overview
o Eicher Started Operations in Faridabad, New Delhi in 1960.
o Manufacturing Tractors was the Prime Business. Initially the
company was running with difficulties and uncertainties.
o 1974 a study conducted by an reputed external consultant firm.
o Finding was lack of Professionalism in the company.
o Massive recruitment of Professionals done to comply this.
o 1980-81 company perform well due to favorable Market
condition.
o 1974-81 turnover increased more than 23 times.
o In 1982 the company again struggled a lot to make profit due
to change in Government Policy.

7. Group Companies of
Eicher
o Eicher Tractors Limited (ETL).
o Eicher Motors Limited (EML).
o Eicher Exports Limited.
o Eicher Span Financial Limited.
o Eicher Consultancy Services Limited.
o Capol Farm Equipment Limited (CAFÉ).
o Eicher Research Centre, Faridabad.

8. Man Power & Hierarchy
o Total Strength - 3700.
o Executives - 444
o Staff - 1567
o Workmen - 1695
o Hierarchy
 GM - DGM - Senior Manager - Manager -
Deputy Manager - Asst. Manager -
Supervisor.
 Grades - 1 to 7

9. Products

10. Products

11. Vision Statement
“ It shall be our endeavor by delighting our customers
by achieving world class quality in all that we do and
by the involvement of each and every member of the
Eicher family to become the largest Tractor
Manufacturer in India, to treble our share of the
commercial vehicle market to reach export of one
fifteenth of turnover and to commit to one new
project at least every three years. “

12. Human Resource
Development
Defination: Human Resources Development (HRD) as a theory is
a framework for the expansion of human capital within an
organization through the development of both the organization
and the individual to achieve performance improvement.
Human Resource Development is the integrated use of training,
organization, and career development efforts to improve
individual, group and organizational effectiveness. HRD develops
the key competencies that enable individuals in organizations to
perform current and future jobs through planned learning
activities. Groups within organizations use HRD to initiate and
manage change. Also, HRD ensures a match between individual
and organizational needs.

13. Evolution of HRD
in Eicher
o Creation of Role Model by Top Executives of the
company.
o Sensitive to HRD.
o Emphasis on Development of Employees.
o Free culture across the company.
o Concept of just Management.
o Believe in Professionalism and Quality product.
o Believe in people.

14. HRD Activities
o Training.
o Total Quality Management.
o Performance Appraisal.
o Counseling & Feedback.
o Communication & Interpersonal Relation.
o Decision Making, Team Work and Recognition.
o Role of Top Management.

15. Training
o Types of Training :
 Behavioral Training - For all level.
 Functional Training - For all level.
 Potential Related Training - For all level.
 Multi-Skill Training - Workmen & Jr. staff.
 Training for Dealers - To deal with customers.
 Training Schools - Skill development.
 International Exposure - Sr. Level Executives to establish
TQM.

16. Employees Feedback
on Training
Details Workers Jr.Staff Sr. Staff Executives
Received any Training at Eicher 90 90 92 88
Individual needs 50 39 44
Organisation's perception as
Individual need 70 23 76
Organisational Need 81 50 58 48
100
90
80 Received any T raining
at Eicher
70
Individual needs
60
50
Organisation's
40 perception as
Individual need
30
Organisational Need
20
10
0
Workers Jr.Staff Sr. Staff Executives

17. Total Quality Management
o Concept of TQM came to Eicher in 1989 with the
following understandings:
 Machine can not do miracle, system & software are of equal
importance.
 Role of human resources are of paramount importance to
derive the best out of Machines.
o In 1989 to Popularize the concept of TQM an
experienced Faculty invited to train the People and later
on appointed as adviser to the Chairman.

18. Motive of Implementation
of TQM
o Quest for excellence in Quality - Supported by
all level.
o Need for Sustained growth - Worker & Jr. Staff.
o Need to be competitive - Sr. Staff.
o Decision & Initiatives of Top management –
Executives.

19. Meaning of TQM in Eicher
o Customer Delight.
o Teamwork & Participation.
o Continuous Improvement - “ Kaizen “.
o Quality Consciousness.

20. Kaizen - Continuous
Improvement
o To ensure Zero Defects Products.
o Suggestion from Employees to improve their
initiative.
o Recognition for better suggestions.
o Implementation of Suggestions.
o Sharing of Kaizen experiences with seniors and
peer groups.

21. Employee’s Feedback
on Kaizen
What Employees Think of Kaizen
Details Workers Jr.Staff Sr. Staff Executives
Implementation 89 70 92 100
Sharing of Kaizen 61 43 62 63
Carrear Growth 63 70 58 80
Achievement 57 57 60 60
100
90
80
70
60 Implementation
Sharing of Kaizen
50
Carrear Growth
40 Achievement
30
20
10
0
Workers Jr.Staff Sr. Staff Executives

22. Performance Appraisal
- An Overview
o Introduced in 1977 and Reviewed in 1979, 1981,1984, 1986 &
1991.
o Executives:
 Reviewed by Career Development Groups (CDG).
 Under Annual Development Review (ADR) Process.
o Features of Present Appraisal System for Executives:
 Customer Orientation:
 Expectations of internal & external Customers.
 Review will be based on the job and off the job development
requirement.
 Emphasis on Potential development:
 Acceptances of more responsibilities.
 Individual Potentiality.

23. Performance Appraisal
- An Overview
o Non Executives:
 6 Points Rating Factors:
 Sincerity and Willing to work.
 Intelligence and Grasping power.
 Knowledge.
 Presentation & Clarity of expression.
 Dynamism, Association, Attendance & Initiative.
 Discipline.
o Assessment Centre:
 Started in 1984 to undertake promoting staff to executive positions.

24. Employee’s Feedback on
Appraisal Systems
o More than 60% employees are agreeing to have more
Responsibilities.
o More than 70 % executives are agreed discrepancies
between Appraiser and Appraise.
o Less than 40% of Workers and Sr. Staff and more than
60% of Jr. staff are saying that superior are discussing
with them about the rating and accept suggestions.
o Average 60% of workers, Jr. Staff & Sr. Staff are
accepting the secrecy of Appraisal Systems.

25. Counseling & Feedback
o Based on Carl Roger’s Model of Person Centered
Approach.
o Personal Improvement will be paramount importance.
o Appreciation of Counseling approach in the
development process.
o Developing an understanding of the core conditions /
Philosophy of the counseling process.
o Exploring one’s Style in counseling and its impact.

26. Communication &
Interpersonal Relations
o Communication has given top priority in Eicher.
o Improvement on Communication done through:
 Meetings.
 Workshops & Training Programs.
 Brain Storming Session.
 Presentation.
 Media - In house journals “ Footsteps ”.

27. Decision Making, Team Work &
Recognition
o Persistent effort by Management to improve Team
work.
o People are trained as Team leader and facilitator.
o Manifestation of Team work:
 Understanding the goals of employees.
 Contribution to new ideas.
 Maintaining Transparency.
 Average 70% of employees appreciate the work
culture and treatment of the employees in Eicher.

28. Role of Top Management
o Achieve excellence in Quality.
o Delegation of Authority and Responsibility.
o Developing Ownership among the employees.
o Involvement and commitment of development
of employees.
o Freedom to take initiative.

29. Eicher - A Learning Source
o Believe about people are shared by all levels of
Managerial hierarchy.
o CEO was seen as a Role Model.
o Personal Practices are development oriented.
o Employees are serious about training.
o Authentic communication and consultation
helped to develop positive outlook.