1. HUMAN RESOURCE MANAGEMENT
TERM PAPER PRESENTATION
{DOCUMENTATION}
TOPIC – CREATIVITY & INNOVATION IN
MANUFACTURING
SUBMITTED BY:
1. DEVANSHU SHARMA(131417)-HR POLICIES OF DIFFERENT
COMPANIES.
2. FOUZIA FARAH (131423) – TYPES OF POLICIES AT
MAHINDRA GROUP OF INDUSTRIES
3. NAVEEN P (131434) – INTRODUCTION PART OF THE TOPIC
4. RAVALIKA (133444) – INNOVATIONS AT TATA INDUSTRY.
5. T HARI KUMAR (131449) –INNOVATIVE HR PRACTICES IN
COMPANIES WITH A QUESTIONARY INCLUDED
EMAIL ID: n.ravalika@vjim.edu.in

2. INTRODUCTION TO INNOVATION AND CREATIVITY AT
MANUFACTURING
Innovation engineering and other critical business processes assist manufacturers’ growth
strategies for reaching new markets, manufacturing new products and, ultimately, job
creation. Next generation strategies for manufacturers include: technology acceleration,
sustainability, supply chain, continuous improvement and workforce.
Manufacturers know they must focus on these strategies to ensure growth. However,
workforce development is often an afterthought. Historically misunderstood, the workforce
has been seen as fungible and expensive. The development of Scientific Management in the
1950s, based on the supposition that manufacturing workers need not think, but just “do”,
relegated the human capital element of manufacturing to simply just another input.
Not so today. Today, all manufacturing employees need to have soft skills as well as
technical skills, including emotional intelligence, communication skills, strength in cognition
and analysis, business acumen, and creative problem-solving skills. Supervisors are leaders,
not just technicians, and are required to be mentors, not simply bosses. Front-line workers
can be valued for their ideas, not just their output and, these days, as productivity reaches
its highest levels ever, should be recognized for their intrinsic value – something most often
seen as intangible and unquantifiable.
It’s hard to parse the tangible value of employees (labor) from the intangible value they
create (ideas, productivity, innovation, customer goodwill) because we traditionally don’t
use accounting measures that capture that value (although we can). We write off
recruitment, training, wages, salaries and benefits as expenses and don’t think of them as
investments similar to our capital investments in technology, facilities, marketing or supplies
that can be amortized over time and with innovation and growth in mind. Jonathan Low and
Pam Cohen Kalafut
1
describe in their list of intangibles to company performance that
relationships, human capital, intellectual capital and workplace organization, and culture all
affect business outcomes. It seems irresponsible to ignore them in this competitive global
economy and to not align and integrate our workforce systems with our other
business/production systems.
What a Means for Manufacturers to be consider to get
creativity?
Greater Productivity: Employees’ skills will become better aligned to the skills needed
by the company, resulting in greater effectiveness and efficiency in their operations.
• Better Trained Employees: As skill needs and requirements become standardized, and
employers gain more and better access to training customized to those requirements,
employees will be better-trained in industry-specific skills aligned to business goals.
• Reduced Turnover: With a focus on workforce development as a system, employees will
be better matched with their job descriptions, and with access to training and career

3. ladders, and they will be more inclined to stay where there are opportunities for
advancement.
• Better Pool of Job Applicants: As more community or regional resources are devoted to
training people in the appropriate skills needed for the company and industry, the
pipeline of qualified applicants will expand to support business growth.
• Cost Offsets: As productivity goes up, turnover goes down, processes become more
efficient, and barriers to productivity are reduced. With a workforce system in place,
workforce investments are optimized and risks minimized.
Manufacturers will share responsibilities, however, for achieving these kinds of outcomes.
They must:
• Identify Desired Goals and Outcomes for Their Company: They must get serious about
planning innovation and growth strategies and the specific outcomes they want to
achieve, and how their workforce will support those outcomes.
• Review Internal Processes for H.R. and Training: Manufacturers should create an
environment of continuous learning. Their company culture should reinforce workforce
development. They should pay market wages. They should have career ladders. They
should conduct employee satisfaction surveys annually.
• Communicate Expectations and Provide Honest Feedback: Are employees aware how
their performance impacts business goals? Are employees getting the feedback they
need to do the best job possible?
• Provide Access To and Understanding of The Company and Industry: Training
partners won’t know about a manufacturer’s business needs unless the manufacturers
can provide accurate job descriptions and skills needs, and allow for mentorships,
apprenticeships, internships and career events to get everyone aware of 21st century
manufacturing and its great jobs.
• Gather Data to Evaluate Efforts and Quantify Successes: We all know the saying:
“What gets measured is what matters”. Analytics are a must.
• Be A Champion for Workforce Development: Manufacturers and MEP Centers should
speak out on the importance of workforce development and workforce system analytics,
and get involved in value-added activities that will make change happen.
.

4. CREATIVE & INNOVATIVE HR PRACTICES AT
MANUFACTURING
I. INTRODUCTION
Innovative HR practices build competencies and capabilities for superior and winning
performances today and simultaneously create long term fertility for innovation of business
ideas and strategies for future.Employees who go the extra mile by performing spontaneous
behaviors that go beyond their role prescriptions are especially valued by the
management.This phenomenon is critical for organizational effectiveness because managers
cannot for see all contingencies or fully anticipates the activities that they may desire or
need employees to perform.
Enhancing an organization’s competitive ability is increasingly critical and behaviors, which
may improve individual and organizational efficiency, become more valuable. Although there
have been many studies of OCB in organizations, no known studies have examined the
linkage of individual innovativeness with OCB where the effect of superior–subordinate as a
mediator, is included.
II. INNOVATIVE HR LEADER PRACTICES
All managers have heard and read countless times how to build teams, empower your
workforce and develop trust. The common place human resource practices prevalent across
the entire business world are just as relevant to this business as any other. The HR policies
must be integrated with business policies. The HR Professionals must have balance in terms
of centralization or decentralization of HR practices are ethnocentric while others
management be geocentric or re-geocentric.
III. COMPANY WISE INNOVATIVE HR PRACTICES
COMPANY HR PRACTICES
BIRLA 3M 1. We encourage Two-way communication. We have something
called "Between us". Once in six months, the MD and the HR head
go to all the branch offices.
2. The MD talks about the business and request the people's
involvement in fulfilling the organization's dreams. HR head talks
about the new HR policies and then there is an open discussion.
3. Employees can express themselves on whatever issues they have
with regard to work. If there are sensitive issues, which they don't
want to discuss openly, they can write and give those without their
names. The question is read, and the answer given. The paper on
which the question is written, is destroyed then and there, to make
sure that nobody tries to trace the handwriting of the person or in
any way recognize him/her.
WIPRO
TECHNOLOGIES
1. Every four months we conduct an employee survey where all our
employees provide inputs on the health of the workplace. This

5. survey enables us to identify how strongly the person feels about
the organization, and how strong is the person’s clarity of his/her
existence in the organization. It also enables us to see the
person’s own ability to identify with the vision of the organization,
and whether he thinks the organization listens to what he has to
say. He also reveals whether he feels that his supervisor takes
interest in his/her development, has he/she received any word of
praise from the boss for a good job done and so on. This proves to
be an eye opener for the managers as well.
2. We have the HR review in the planning cycle, which is a rigorous
process involving everyone, right up to the head of the
organization. We do succession planning for individuals wherein
we identify the best talents – the top ten people. We also
identify our bottom ten people, who are asked to pull up their
socks and improve, failing which they will have to leave.We carry
out this exercise every quarter and this enables us to be well
informed about our people asset
IV. EMPLOYEE RECOGNITION POLICY BY HR IN THE COMPANY
Employee recognition can be possible by two ways
1) With No Cost
2) With minor to moderate cost
1.1 Employee Recognition Ideas (no cost)
i) Create and post an "Employee Honor Roll" in reception area
ii) Make a thank you card
iii) Establish a "Behind the Scenes" award
iv) Recognize employees who actively serve the community.
v) Plan a surprise achievement celebration for an employee or group of
employees.
vi) Greet employees by name.
vii) Acknowledge and celebrate birthdays.
1.2 Employee Recognition Ideas (minor to moderate cost)
i) Plan a surprise picnic.
ii) Create a Hall of fame wall with photos of outstanding employees
iii) Make a photo collage about a successful project that shows the people
that worked on it.
iv) Make and deliver a fruit basket.
v) Inscribe a favorite book.
vi) One a year, have a "Staff Appreciation Day"
vii) Have weekly breakfast with group of employees.

6. V. SOME OF THE IMPORTANT THINGS WHICH AN HR NEED TO
CONSIDER FOR CREATIVITY & INNOVATIONS.
VI. CONCLUSION
Finally I conclude that in the competitive world the organization should have the innovative
ideas then only it can lead the organization very successful. Human Resource leader should
follow creative practices that practices should help to develop the employer as well as
employee. Then only the organization can run successful.
VII. A SMALL QUESTIONARY WHICH WOULD HELP THE COMPANY
TO BUILD IT’S STRATAGY FOR THE FUTURE GAIN (YES OR NO)
1. Our center values and invests in learning and development for all staff ___ ___
2. Our center eliminates barriers to staff performance ___ ___
3. Our center annually plans for innovation and growth ___ ___
4. Our center’s job profiles support our innovation and growth goals ___ ___
5. Our center has a leadership program for staff ___ ___
6. Our center has a succession plan in place ___ ___
7. Our center engages in continuous improvement in its operations ___ ___
8. Our center has good communication among its staff ___ ___
9. Our center staff are asked to demonstrate our professional values at all times ___ ___

7. 5 WAYS TO BOOST INNOVATION AT WORK
Be in tune with the market
Create thinking spaces
Incentivize innovation
Include in key deliverables
Give staff the freedom to err
GSK in India
GSK in India employs more than 3500 people. We are a dominant player in the Indian
pharma space having held this position for several decades. We are driven by the passion to
help people do more, feel better and live longer.
Our Culture and values is summed up in the GSK spirit that defines the qualities we expect
all our employees to embrace:
performance with integrity
entrepreneurial spirit
focus on innovation
a sense of urgency
passion for achievement
GSK and Save the Children launch $1 million award to discover new healthcare
innovations for reducing child deaths
- The Healthcare Innovation Award is the first joint initiative announced
following the launch of an ambitious new partnership between GSK and Save
the Children which aims to save the lives of a million of the world’s poorest
children.

8. GSK and Save the Children today launched a $1 million Healthcare Innovation Award to
identify and reward innovations in healthcare which have proven successful in reducing
child deaths in developing countries.
Co-chaired by Sir Andrew Witty, CEO of GSK, and Justin Forsyth, CEO of Save the Children,
the Judging Panel, made up of experts from the fields of public health, science and
academia, will award $250,000 to the best healthcare innovation to further progress their
work. An additional $750,000 is available for runners-up awards.
The award will also provide a platform for winning organisations to showcase their
innovations and share information to enable others with an interest in improving healthcare
to adapt and replicate successful interventions and create more positive change for children
in their own country and beyond.
NESTLE
The Nestlé Human Resources Policy
Dealing with People
The Nestlé Management and Leadership Principles describe the management style and the
corporate values of the Nestlé Group, specifically in the area of interpersonal relations.
Their respect calls for specific attitudes which deserve to be outlined in the present policy:
_ This is to be complemented by open communication with the purpose of sharing
competencies and boosting creativity. It is particularly relevant in a flat organization to
convey systematically all information to those who need it to do their work properly.
Otherwise no effective delegation or knowledge improvements are possible.
Dabur
At Dabur, the Human Resources department supports the business operations and helps
enhance performance parameters for each employee. Special care is taken in nurturing
talent, promoting entrepreneurship among employees and motivating employees to
innovate and improve their performance through an innovative reward and recognition
programme called ‘Applause’. The objectives of this scheme are:
 To reward contribution of employees beyond normal monetary rewards
 To recognize and applaud for immediate recognition
 To promote positive behaviors in the organization

9. Under this scheme, awards are presented in five categories, namely:
Rising Star: Most promising new comer award
Trailblazers: Employee of the half-year
Honors Club: Employee of the year
SPOT Recognition: On the spot recognition for wonderful job done
Eureka: An Idea Generation Award
"Instead of rewarding people on annual basis, we have devised a mechanism for instant
gratification, thereby we would recognise our employees' performance and reward them
instantly," Dabur India Executive Director (Human Resource) A Sudhakar said.
It is a step towards continuous motivation of employees, which is aimed at increasing
employee engagement level from 67 per cent to 72 per cent, he added.
The company has earmarked a budget of Rs 50 lakh for the employee reward programme.
The rewards include LCD TV, iPod, music system as well as BlackBerry handsets besides a
citation.
Samsung
HR Philosophy
The talent Samsung SDI pursue is a man of nature and systemizing personnel who is well
aware of his world task being as a member of the international society; paying regard to
one's personality and individuality, giving full scope to his/her creativity and capability to
carve out his/her infinite future and ultimately contribute to human development.
Leadership
Having firm belief to take the initiative leading the 21st centuryA creative and defiant talent
to open up one's life to fulfill the goal with strong will, enthusiasm and confidenceA talented
man with individualistic characters, flexible mind, abundant imagination, challenging and
pioneering spiritThat is a man of creativity improving one's future based on creation and
cooperation; with enterprising spirit who constantly seeks for his/her improvement and
leading changes accepting new ideas openly and who gives vitality and freshness to the
organization and society.
Rewards
Samsung, for instance, has devised a scheme for employees at its plants in Noida and
Chennai that results in real-time innovations. Main line operators of various divisions such

10. as mobile handsets, TV sets, and air conditioners are encouraged to offer suggestions for
improving the manufacturing process for which they are suitably rewarded. "We get about
6,000 to 7,000 ideas from our workers in Noida," says Devinder Sharma, Samsung's Plant HR
head. Rajni, who works in the main line operations at Samsung's headset plant in Noida,
won an award this May for suggesting the use of a supporting device for handsets during
the SIM insertion process, which earlier needed a second worker. The supporting device
allows her to work on two handsets at a time, and shortens the assembling time from 7.5 to
six seconds. It takes six seconds at Rajni's stage. The timings may be different for other
stages. In a number-intensive manufacturing process, that is critical.
Creative and innovation in Tata Manufacturing Industry:
 Established in 1907, Tata Steel is a Fortune 500 company and among the top ten
global steel enterprises, with a crude steel capacity of more than 28 million tonnes
per annum. It is one of the world’s most geographically diversified steel producers,
with operations in 26 countries and a commercial presence in some 50 countries.
 The major vision of Tata industries is 'Value Creation' and 'Corporate Citizenship'
through the excellence of its people, its innovative approach and overall conduct.
 Creating “trust” among employees is an inseparable part of the long term vision of
the company.
 Employee development and growth
The company believes in providing continuous skill and competence upgrading of all
employees by providing access to necessary learning opportunities, on an equal and
non-discriminatory basis. As a management approach Tata Steel has identified the
following strategies to meet this challenge: (i) maximiseutilisation of available
employees through right skilling and (ii) recruitment of technically qualified persons.
 At Tata Industry the prime focus in terms of HR practices is on people development
and growth, and employee relations, which is imbibed in the culture of caring for our
people. Tata Steel has always held the view that people are its greatest asset.
 The other focal point is upholding the Tata values through transparency and fairness
in HR practices and policies.
 Committed to improving the quality of life of communities through programmes in
areas such as health, education, vocational training
 When Tata Motors Chairman Ratan Tata inaugurated the new paint shop at Tata
Motors’ Jamshedpur plant in March 2010, he was especially pleased. The project was
one after the chairman’s own heart — it used a new, innovative and immensely
environmental-friendly approach to the plant’s paint pre-treatment process by using
nanotechnology.
 Innovation :

11. Technology and imagination come together at Tata Motors to create vehicles that
drive the dream for millions of Indians
 The story of Tata Motors is dotted with examples of innovative ideas, ideas that
came to fruition thanks to the determined efforts of the company’s research and
development team. Established in 1966, the Engineering Research Centre of Tata
Motors has played a crucial role in the creation and development of the company’s
products. Today, with over 2,000 engineers and scientists and an ever-growing focus
on the next big idea, Tata Motors has spread its R&D efforts to Pune, Jamshedpur,
Lucknow, South Korea, Spain and the UK where it has centres.
 Knowledge innovation at Tata Manufacturing Industry:
The company’s innovation programme is inspired by two concepts namely, there is
always a better way and secondly production of knowledge is our priority. These two
mantras have been internalised by all employees in order to achieve superior
performance continuously. An intranet knowledge management site which captures,
validates and stores knowledge, and also makes it available to users on demand,
assists them in the process. “Knowledge sharing is also done by directly sharing
experiences in departmental meetings, divisional councils and in share-your-
knowledge forums,” says Kamath.
 The primary drivers for this investment were the availability of magnesite in China
and the need to manufacture and supply cost-effective mag-C bricks to customers.
 Article About Tata steel:
Tata steel manufacturing industry believes that “Our innovation is all about
addressing this technology challenge: How to separate iron that is embedded in
waste material and make it worthy of use in steelmaking,” says Asim Kumar
Mukherjee, head researcher, R&D, Tata Steel.
 Recruiting for Innovation:
They belive that the most commonly used tool for the innovation is interviewing it is
used progressively less frequently at lower organizational level.
 Training for Innovation:
In examing the training and development, problem solving is the dominant
technique in the tata groups that rate the innovation as important.
Mahindra Group
The US $6 billion Mahindra Group is among the top 10 industrial houses in India. Mahindra&
Mahindra is the only Indian company among the top tractor brands in the world. Mahindra’s
Farm Equipment Sector has recently won the Japan Quality Medal, the only tractor company
worldwide to be bestowed this honour. It also holds the distinction of being the only tractor
company worldwide to win the Deming Prize. Mahindra is the market leader in multi-utility
vehicles in India. It made a milestone entry into the passenger car segment with the
Logan.The Group has a leading presence in key sectors of the Indian economy, including the

12. financial services, trade and logistics, automotive components, information technology, and
infrastructure development.
HR Policies for Officers, Executives and Employees
The Human Resource Policies in organization are summarized as follows:-
Policy No. 1:- Manpower Planning and Recruitment
Hinoday recognizes that people are the key to retain competitive advantage and seeks to
source the best talent to achieve business results. Manpower planning activity will be
initiated at the time of the annual budgeting exercise.
Policy No. 2:- Joining and Induction
Hinoday would like to inculcate a common culture and values amongst all its employees. It
ensures that all employees share a common vision and goals for the future. In the process
company impart a planned induction to familiarize new employees with company’s history
and culture.
Policy No. 3:- Probation and Confirmation
Hinoday, during probationary period, evaluates the suitability of its new employees w.r.t.
their level of competencies and the need of the organization in achieving future goals.
Policy No. 4:- Transfers and Promotion
Hinoday nurture the budding talent and recognizes employee contribution commensurate
with exhibited skills and performance. By promoting talented employees to higher levels of
influence and responsibility, the company seeks to build ownership and accountability.
Policy No. 5:- Performance Management System
Hinoday values the performance of all its employees in achieving the success for the
company. It understands the need to set proper direction for its employees in order to
motivate them. Furthermore it also recognizes that employees should be evaluated through
a well developed system. In order to achieve this company follows a system of annual
appraisal of performance.
Policy No. 6:- Training and Development
Hinoday values every employee and believes that employees provide the cutting edge of
excellence. It recognizes the importance of employee development and empowerment
through holistic training which enables employees to enrich their knowledge, strengthen
skills and develop required capabilities.
Policy No. 7:- Compensation Policy
Hinoday believes that people are its biggest asset in its ongoing quest for sustained
competing advantage. Consequently the compensation package is designed to attract and
motivate employees to contribute to the success of the company.
Policy No. 8:- Car Policy

13. In keeping with its corporate image Hinoday provides car to its senior executives.
a] All officers in Grade M3-E and above, currently on the rolls of the company, are eligible
for availing this scheme upon confirmation and after approval of Head HR and CEO.
b] This Scheme will be applicable with effect from 1st April 09. c] The costs associated with
the car are included in the overall CTC of the officer.
Policy No.9:- Telephone and Laptop Policy
Hinoday provides employees suitable communication facilities in order to increase flexibility
thereby helping in furthering business interests. The company provides cell phone facilities
to employees based on grade and work requirements.
Policy No.10:- Medical Reimbursement, Hospitalization & Accident Insurance Policy
Hinoday values each employee and provides its employees with medical
reimbursement,hospitalization benefits accident insurance. The company meets the medical
needs of employees through a combination of reimbursement of medical and
hospitalization expenses.
Policy No. 11:- Travel and Accommodation Policy
Hinoday understands the importance of traveling for expansion of Business. As the world
has become a Global Village, traveling abroad to grab global opportunities and explore new
ventures thereby expanding the business horizon has become an integral part of a
professional’s life. Company ensures the required support for this purpose.
Policy No. 12:- Shift Timings/ Holidays/ Leave Policy and LTC
Hinoday observes disciplined duty timings to carry out smooth business functions. It also
observes requisite public holidays each year so as to enable its employees to participate in
Festivals, Religious Ceremonies & National Events. It also encourages all employees to avail
authorized leave. Company also encourages its employees to avail privilege leave by
providing allowance which allows employees to travel with their families.
Policy No. 13:- Safety and Occupational Health
Hinoday gives the utmost importance to the safety and occupational health of its
employees.It also counsels the employees to keep themselves fit and avoid any harmful
addictions
.
Policy No. 14:- Employee Separation Policy
Hinoday would like to ensure that the process of ‘Employee Separation’ is smooth and
moves to completion with ease for both, the employee & the company.