Summer_Internship_Report_final.PDF

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Summer Internship Report on
“Employee Life-cycle in Bajaj Capital Limited”
“Submitted In the Partial Fulfillment for the Requirement of Post
Graduate Diploma in Management”
Jagannath International Management School
Kalkaji, New Delhi
Submitted by:
Shweta Mukherjee
Roll No. 110
Batch 2015-2017
Submitted to:
Mr. Kapil Basu
Regional HR Head

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ACKNOWLEDGEMENT
The sense of contentment and elation that accompanies the successful
working of this project would be incomplete without mentioning the names of
the people who helped me to accomplish this project, people whose constant
guidance, support and encouragement resulted in its realization. I am highly
indebted to JIMS, Kalkaji for providing me with the opportunity to be able to
do my Mentorship project in Yes Bank.
My earnest thanks to my Corporate Mentor, Mr. Kapil Basu, for his valuable
guidance and support in ensuring me a free hand during the course of the
work.
I also wish to express my gratitude to other staff members of Bajaj Capital who
rendered their help during the period of my project work.
I owe much to my Internal Mentor Dr. Akshat Dubay for the inspiration and
guidance which enabled me to take up work which made me learn new things
and concepts.
Shweta Mukherjee
JIMS, Kalkaji

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DECLARATION
I Shweta Mukherjee, hereby state that this final evaluation report has been
submitted to Jagannath International Management School, Kalkaji, New Delhi, in
partial fulfillment of the requirements of Summer Internship Period (SIP) for the
award of PGDM (General).
The empirical information of this report is based on my experience in SIP. Any
part of this project has not been reported or copied from any report of the
university and others.
Shweta Mukherjee
PGDM (General)
Batch: 2015-2017

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TO WHOMSOEVER IT MAY CONCERN
This is to certify that Ms. Shweta Mukherjee of PGDM batch (2015-17) has
successfully completed her Summer Internship Project on the topic “Employee
Life-Cycle in Bajaj Capital Limited” under my guidance.
Her work is up to my satisfaction and worth appreciation. I wish her all the best
for future endeavors.
Mr. Kapil Basu
(Regional HR - East)
Project Guide

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TO WHOMSOEVER IT MAY CONCERN
This is to certify that Ms. Shweta Mukherjee of PGDM batch (2015-17) has
successfully completed her Summer Internship Project on the topic “Employee
Life-Cycle in Bajaj Capital Limited” under my guidance.
Her work is up to my satisfaction and worth appreciation. I wish her all the best
for future endeavors.
Dr. Akshat Dubey
Project Guide

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Table of Content
Serial No. Content Page no.
Acknowledgement II
Declaration III
Certificate (Corporate Guide) IV
Certificate (Internal Guide) V
Executive Summary 1
Objective of the Project 2
1 Chapter 1
1. Company Profile
I. Name of the Company
II. Mission Statement
III. Vision
IV. Milestones
V. Important Person’s
VI. Group Companies
3
3
3
4-6
7-9
10
2 Chapter 2
Background of the Project
(Employee Lifecycle)
I. Talent Acquisition
II. H.R. Ops
III. Training and Development
IV. Performance Evaluation
V. Statutory Compliance
VI. Grievance Handling
VII. Exit
11
12-23
24-25
26-29
30-32
33-38
39-42
43-44

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3 Chapter 3
I. Research Design
II. Limitations
III. Data Analysis and interpretation
IV. Findings
V. Recommendation
VI. Conclusion
VII. Appendix
VIII. Bibliography
45
46
47-81
82
83
84
85-91
92

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List of Table
Serial No. Table Page No.
1 Table 1.1 48
2 Table 1.2 49
3 Table 1.3 50
4 Table 1.4 51
5 Table 1.5 52
6 Table 1.6 53
7 Table 1.7 54
8 Table 1.8 55
9 Table 1.9 56
10 Table 1.10 57
11 Table 2.1 58
12 Table 2.2 59
13 Table 2.3 60
14 Table 2.4 61
15 Table 2.5 62
16 Table 2.6 63
17 Table 2.7 64
18 Table 2.8 65
19 Table 2.9 66
20 Table 2.10 67
21 Table 3.1 68
22 Table 3.2 69
23 Table 3.3 70
24 Table 3.4 71
25 Table 3.5 72
26 Table 3.6 73
27 Table 3.7 74
28 Table 3.8 75
29 Table 3.9 76
30 Table 3.10 77
31 Table 4.1 78
32 Table 4.2 79
33 Table 4.3 80
34 Table 4.4 81

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List of Graphs
Serial No. Graph Page No.
1 Graph 1.1 48
2 Graph 1.2 49
3 Graph 1.3 50
4 Graph 1.4 51
5 Graph 1.5 52
6 Graph 1.6 53
7 Graph 1.7 54
8 Graph 1.8 55
9 Graph 1.9 56
10 Graph 1.10 57
11 Graph 2.1 58
12 Graph 2.2 59
13 Graph 2.3 60
14 Graph 2.4 61
15 Graph 2.5 62
16 Graph 2.6 63
17 Graph 2.7 64
18 Graph 2.8 65
19 Graph 2.9 66
20 Graph 2.10 67
21 Graph 3.1 68
22 Graph 3.2 69
23 Graph 3.3 70
24 Graph 3.4 71
25 Graph 3.5 72
26 Graph 3.6 73
27 Graph 3.7 74
28 Graph 3.8 75
29 Graph 3.9 76
30 Graph 3.10 77
31 Graph 4.1 78
32 Graph 4.2 79
33 Graph 4.3 80
34 Graph 4.4 81

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Executive Summary
This research explores the employee life cycle of an employee in Bajaj Capital
Ltd. It emphasizes on the different factors in each stage of the employee life
cycle. Different organization adopts different approaches and techniques for their
employees. To know the practical application of the tools, the analysis of Process
of life-cycle of employees in Bajaj Capital was undertaken.
This research is directed towards finding the level of satisfaction of the Bajaj
Capital Ltd. employees in Kolkata at various stages of the cycle based on
attributes like age, gender, and experience with the company and department. It
also identifies the factors which influence the exit of the employee.
My SIP has helped me in learning a lot of things about the corporate world. As a
project trainee I was required to understand the behavior of the job applicants,
sources of recruitment and training & development of fresh and existing
candidates. I also learned to communicate directly with the candidates and that
helped me enhance my communication and convincing skills. Understanding the
ground reality of corporate world.
Human Resources is like stars in the eyes of every Management Professional &
this experience becomes more profound when the inception is with a pioneer like
Bajaj Capital. During the two months Summer Project with Bajaj Capital had a
very nice Corporate World Exposure, which I think will serve as a stepping stone
for me in my corporate journey.
As my report is also on Training & Development, it was my sheer pleasure as I
was allowed to be the part of TDA session held for fresh employees this year.
And the result shows how the organization meets each and every need of the
employees.

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Objective of the Project
1) To study the current employee life-cycle of the Company.
2) To understand the relationship between employee satisfaction and
employee life cycle based on various attributes such as age, gender,
experience with the company and department.
3) To understand the level of satisfaction of the employees over the life cycle
and how they change over the cycle.
4) To understand the various factors which the employee considers while
leaving the job.
5) To recommend various measures that the company can adopt to improve
its employee satisfaction. .

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Chapter 1
Bajaj Capital Limited
Bajaj Capital Ltd is one of India‟s leading Financial Services Companies offering
Free Advice on investments, insurance, Tax saving, Retirement planning,
Financial Planning, Children‟s Future planning and other services. They also
have a wide range of products and services for Corporates, High Networth
Individuals, and NRIs. all under one roof. For well over five decades now, Bajaj
Capital have been helping millions of investors reach their financial goals, and
live fuller, richer and more satisfying lives. Over these years, the Bajaj Capital
family has seen tremendous growth. Now, with our online venture, we are all set
to make our presence felt even beyond the geographical boundaries. Company
is committed to offer the best of their services, skills and expertise to all our
valued investor clients and visitors.
Mission Statement
Bajaj Capital aims to be the most useful, reliable and efficient provider of
Financial Services. It is our continuous endeavor to be a trustworthy advisor to
our clients, helping them achieve their financial goals.
Vision
To be the most preferred financial planning and investment advisory company in
India by providing consumers with informed choices of lasting value, create
wealth for them to make their tomorrow better than today.

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Milestones
1964:- Bajaj Capital sets up its first 'Investment Centre' in New Delhi to guide
individual investors on where, when & how to invest. India's first Mutual Fund,
Unit Trust(UTI) of India is incorporated in the same year.
1965:- Bajaj Capital is incorporated as a company and in the same year
innovates a new financial instrument –The Companies Fixed Deposits. EIL Ltd.
(Oberoi Hotels, then known as Associated Hotels of India Ltd.) becomes the first
company to raise Fixed Deposits.
1966:- Bajaj Capital expands its product range & includes all UTI schemes and
Government saving schemes in addition to Company Fixed Deposits.
1969:- Bajaj Capital manages its first Equity issue (through associate company)
of Grauer & Weil India Ltd. right from drafting of prospectus to marketing of issue.
1975:- Bajaj Capital starts offering „need based‟ investment advice to investors
which would later be christened as Financial Planning in the investment world.
1981:- SAIL becomes the first government company to accept deposits, later
followed by IOC, BHEL BPCL, HPCL & others. Thus opening floodgates for
growth of retail investment market in India. Bajaj Capital plays an active role in all
the schemes as Principal Brokers.
1986:- Public Sector Undertakings (PSUs) start making Public issues of Bonds-
MTNL, NHPC, IRFC offer a series of Bond Issues. Bajaj Capital tops ranking in
most of them.
1987:- Launch of Public Sector Mutual Funds in India led by SBI. Bajaj Capital
plays a significant role in fund mobilization for all these players.
1991:- SBI issue India Development Bonds for NRIs. Bajaj Capital becomes the
top mobiliser with collections over US $ 20 million.

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1993:- Launch of first Private Sector Mutual Fund- Kothari Pioneer followed by
Birla & Alliance in the following years. Bajaj Capital plays an active role and
ranked among top mobilisers for all these schemes.
1995:- IDBI & ICICI start issuing their series of Bonds for retail investors. Bajaj
Capital is Comanager in all these offerings & rank constantly among top 5
mobilisers, on all India basis.
1997:- Private sector players lead revival of Mutual Funds in India through Open
ended Debt schemes. Bajaj Capital consolidates its position as India‟s largest
retail Distributor of Mutual funds.
1999:- Bajaj Capital starts marketing Life & General Insurance Products of LIC &
GIC (through associate firm) in anticipation of opening up of the Insurance
Sector. Bajaj Capital achieves the milestone of becoming the top 'Pension
Scheme' seller in India and launches marketing of GIC's Health Insurance
schemes.
2000:-Bajaj Capital implements its vision of being a 'One-stop Financial
Supermarket.' The Company offers all kinds of financial products, including the
entire range of investment and insurance products through its Investment
Centres. Bajaj Capital offers 'full-service merchant banking' including structuring,
management and marketing of Capital issues. Bajaj Capital reinvents 'Financial
Planning' in its international sense and upgrades its entire team of Investment
Experts into Financial Planners.
2002:- The company focuses on creating investor awareness for Financial
Planning and needbased investing. To achieve this goal, the company introduced
the International College of Financial Planning. The graduates of this institute
become Certified Financial Planners (CFPs), a coveted professional qualification.
2004:- Bajaj Capital obtains the All India Insurance Broking Licence.
Simultaneously, a series of wealth creation seminars are launched all over the
country, making Bajaj Capital a household name.

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2005:- Bajaj Capital launches 360° Financial Planning, a software-based
programme aimed at encouraging scientific and holistic investing.
2007:- Bajaj Capital launches Stock Broking and Depository(Demat) Services.
2008:- Bajaj Capital launches Just Trade, an online Platform for investing in
Equities, Mutual Funds, IPO's.

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Who’s Who at Bajaj Capital
Mr. K.K. Bajaj (Chairman)
Chairman A visionary par excellence, a pioneer and a leader, Mr K.K. Bajaj has
been instrumental in shaping Bajaj Capital's emergence as one of India's largest
Investment Advisory companies. He is a highly respected figure in the field of
institutional and personal finance and Company FDs. His emphasis on honesty,
ethics and values are the guiding principles of the organization. Mr. Bajaj is also
a prolific writer and has written over 200 articles on diverse issues such as
Personal Finance, Economic Affairs, and Health.
Mr. Rajiv Deep Bajaj (Vice Chairman & Managing Director)
Mr. Rajiv Deep Bajaj is the Vice Chairman & Managing Director of Bajaj Capital
Ltd. He is also the Founding Chairman of Financial Planning Standards Board,
India and has been one of the key people involved in bringing the globally
recognized Certified Financial Planner TM professional designation to India. Mr.
Bajaj has over 20 years of strategic management experience in the fields of
Investment Banking, Investment Advisory, Insurance Brokerage and Financial
Planning. He had spent his initial years in setting up of the investment banking
business for Bajaj Capital. He also played an important role in expanding the
distribution reach of Bajaj Capital from 20 offices in 1990 to around 200 now. In
the last few years, Mr. Bajaj has spent a lot of time in upgrading the operating
system and processes of the company. Under his leadership, the company has
won various category awards and recognition nationally like Great Places to
Work (2008 and 2009) and 'Best Financial Advisor – Retail' Award for 2009 by
CNBC TV18. Mr. Bajaj has done his MBA (International Wealth Management)
from University of Geneva, Switzerland and an Executive MBA (International
Wealth Management) from Carnegie Mellon University, Pittsburgh, USA. He
holds an 'International Certificate for Financial Advisors' from the Chartered
Insurance Institute (CII), London, UK. He is also amongst the first batch of 25
Certified Financial Planner (CFPTM) designation holders in India. Mr. Bajaj is a

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member of CII Mutual Fund Committee, Entrepreneurs' Organization (Delhi
Chapter) and a Council Member of European Business Group. An active speaker
and writer on Investment Strategy and Financial Planning in leading print and
electronic media, Mr. Bajaj is extremely passionate about spreading financial
literacy among the masses. His interests include Golf, Yoga, fitness training and
Meditation.
Mr. Sanjiv Bajaj (Managing Director)
Mr. Sanjiv Bajaj is the Managing Director of Bajaj Capital Ltd. In his role, he is
involved in planning and implementing of several important future projects of the
company. He has been instrumental in conceptualizing and implementing a
highly successful distribution model for Life and General Insurance, through what
are known as 'Insurance Planning Centres'. Under the able guidance of Mr.
Sanjiv Bajaj, Bajaj Capital Insurance Broking has emerged as one of India's
leading Insurance Broking Houses within a short span since its inception in
January 2004. He also has a keen interest in the Information Technology area
and heads the function for the company. Mr. Sanjiv Bajaj started his career in
1995, when he worked on various projects which included 27 developing
Alternate channels of distribution like Associate Model, etc. From here, he moved
on to Investment Advisory services, which included understanding the client's
needs and offering them solutions to meet their requirements by using various
financial planning tools. Apart from being a Post Graduate in Business
Management, Mr. Sanjiv Bajaj also holds an International Certificate for Financial
Advisor's from the Chartered Insurance Institute (CII), London, and is a certified
Financial Planner from Financial Planning Standards Board India (FPSB). Mr.
Bajaj is an active speaker on Financial Planning, Investments, Insurance
Planning and careers in the financial services industry.
Mr. Anil Chopra (Group CEO & Director)
Mr. Anil Chopra is the Chief Executive Officer & Director of Bajaj Capital Limited.
He joined the Company in 1984. Mr. Chopra has been instrumental in expanding

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the branch network of Bajaj Capital Ltd. all over India. A Chartered Accountant
and a Certified Financial Planner, Mr. Chopra is credited with introducing
international accounting and HR practices in the organization. His most valuable
contribution, however, has been in building up a financially literate society and
making Bajaj Capital a strong retail brand. He is considered an authority, and is
widely sought after by the media for quotes on key developments in the industry.

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Group Companies
BCIBL – Bajaj Capital Insurance Broking Limited
BCAH – Bajaj Capital Art House
ICOFP – International College of Financial Planning
Just Trade

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Chapter 2
Employee life cycle
The employee life cycle is a human resources model that identifies stages in
employees‟ careers to help guide their management and optimize associated
processes.
Talent
Acquisition
HR Ops
Training and
Development
Performance
Evaluation
Statutory
Compliance
Grivance
Handling
Exit

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Talent Acquisition
Talent Acquisition is the process of finding, acquiring, assessing, and hiring
candidates to fill roles that are required to meet company goals and fulfill project
requirements. Talent Acquisition also ensures that newly hired employees are
effectively and efficiently acclimated to the organization, enabling the
organization to rapidly and fully benefit from their capabilities.
 Workforce Planning: Workforce Planning is a continual process used to
align the needs and priorities of the organization with those of its
workforce to ensure it can meet its legislative, regulatory, service and
production requirements and organizational objectives.
 Critical Number: Critical number is the number of total Manpower
including existing number and the number of workers to be hired.
Workforce Planning
Gap Analysis
Recruitment
Talent Assesment
Talent selection
Onboarding

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 Current Manpower: The existing number of manpower in the
organization.
 Gap Analysis: An HR gap analysis serves as the foundation for an
organization's people strategy. It allows organizations of all sizes to make
informed staffing decisions and budget accordingly. Gap analyses guide
hiring, training and in-sourcing and outsourcing choices by pinpointing
what skills and how many employees with those skills the organization
needs to meet its service and productivity objectives.
Gap Analysis of Bajaj Capital: (Branch wise Target - Sum total of employee‟s
target)/Sum total of employee‟s CTC
BRANCH RM NAME
BUS STATU
S
DATE OF
JOINING CTC Target
Branch
wise
Target
Manpo
wer
GAPCODE
GUWAHATI-
B
Employee1 109500 ACTIVE 01/07/2013 19419 77676
300000
79472 2
Employee2 109308 ACTIVE 01/12/2011 17653 70612
Employee3 128912 ACTIVE 15/12/2015 15048 30096
Employee4 128917 ACTIVE 28/12/2015 21072 42144
Total 73192 220528
GUWAHATI
- VERTICAL
Employee1 114739 ACTIVE 01/04/2013 40273 161092
300000
-
68708 -2
Employee2 125191 ACTIVE 15/09/2014 17070 68280
Employee3 127691 ACTIVE 17/08/2015 17172 68688
Employee4 130144 ACTIVE 07-Jun-16 18062 36124
Employee5 130146 ACTIVE 13-Jun-16 17262 34524
Total 109839 368708
UDALGURI -
RR
Employee1 116131 ACTIVE 01/04/2013 26756 107024
200000
52976 1
Employee2 128056 ACTIVE 21/09/2015 10000 40000
Total 36756 147024
NORTH EAST ZONE TOTAL 219787 736260 800000 2

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 Recruitment:
Recruitment is the process of finding and hiring the best-qualified candidate (from
within or outside of an organization) for a job opening in a timely and cost-
effective manner. The recruitment process includes analyzing the requirements
of a job, attracting employees to that job, screening and selecting applicants,
hiring, and integrating the new employee into the organization.
Recruitment process in Bajaj Capital Ltd.
Sources of Recruitment in Bajaj Capital:
 News Paper Advertisement
 Naukri posting template
 Leaflet distribution activities
 Bulk messages
 Employee Referral Programs

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News Paper Advertisement: Recruitment advertisement should be published in
most popular and local newspaper of the region to attract the most suitable
candidates. Advertisement should be according to the HR budget and prior
approval should be taken from H.O before selecting any newspaper.
For example: Telegraph Newspaper is priority for recruitment advertisement in
Kolkata location venues due to its reach and price.

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Naukri posting template: HR can post the vacancy available with the
appropriate JD into the Portal. This should be in a standardize format which will
be cross checked by Zonal HR.

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How to Handel The portal:
Login to employers portal
Job posted by the employer
Responses
Download the CV's
Shortlist according to the requirement
Call the Shortlisted Candidate
Interested Candidates then selected for further process

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Leaflet distribution activities: Standardize leaflet can be distributed along with
local newspapers.

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Bulk messages:
o Select CV‟s according to required key words.
o Collect the contact numbers
o Log in to company‟s SMS portal
o Write the massage
o Add recipients number
o Select sender id
o Send the SMS.
Employee Referral Programs: As per company referral policy, any employee
can refer candidate for vacant position. If that candidate stay with company and
completes his/her 100% or cumulative target for first 6 month after getting
confirm on rolls of the company and then that employee will get 10,000 for
his/her reference.

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 Talent Assessment:
Talent assessments, also called pre-employment tests or employment screening
tests, are used to help employers identify candidates that will be a good fit for
jobs at their company. Talent assessments help predict a new hire‟s on-the-job
performance and retainability, so, in theory, applicants that pass the screening
test should perform better as employees if they're hired. Talent assessment tests
are based on hiring and retention case studies and analyzing employee data.
The test results will give the company an indication of how close a match the
candidate taking the test will be to the company's hiring specifications.
Talent Assessment in Bajaj Capital Ltd.
Video Select Round: Video select round was send on email-ids of shortlisted
candidates where candidates were asked to attempt the video conferencing
round where candidate has to sit in front of their laptop with webcam and mouse
piece attached to it. This round would be focusing on overall personality of the
candidate where 5 – 6 questions would appear on the screen and the candidates
has to read out and answer them verbally. And the Interviewer can attempt to
see this video any time anywhere.
Video Select Round
Personal Interview
Psychometric Test

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Later, around 30 candidates were selected from this recruitment round and
headed towards next round. All 30 Candidates were from Kolkata, Guwahati,

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Bhubaneswar, Patna and Jamshedpur. Next round was conducted by the HQ
office- New Delhi, where Telephonic Round was conducted. In Telephonic
Interview they asked question on personal details, family background & related to
sales profile.
Personal Interview: After Video select round is complete by the candidates, the
candidates were called for a personal interview. The Regional Manager, Deputy
Regional Manager takes their interview and select the suitable person out of
them.
Psychometric Test: AMCAT /Psychometric test was conducted to evaluate their
Logical Reasoning, Quantitative Aptitude, and Personality.

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 Talent Selection: Selection is the process of picking up individuals (out of
the pool of job applicants) with requisite qualifications and competence to
fill jobs in the organization.
 Onboarding: Onboarding, also known as organizational socialization,
refers to the mechanism through which new employees acquire the
necessary knowledge, skills, and behaviors to become effective
organizational members and insiders. Tactics used in this process include
formal meetings, lectures, videos, printed materials, or computer-based
orientations to introduce newcomers to their new jobs and organizations.
Research has demonstrated that these socialization techniques lead to
positive outcomes for new employees such as higher job satisfaction,
better job performance, greater organizational commitment, and reduction
in occupational stress and intent to quit.

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HR Ops
HR operations refer to services provided by an HR department to business
operations. HR operations, or operational HR services, include administrative
services, recruitment, job analysis, and employee relationship management.
These HR practices are in place to support management and staff in their day-to-
day business activities, and are important to meet an organization's goal.
 Administration: The human resources function in a business of any size
is responsible for payroll management, employee data maintenance, and
risk and compliance management. The staff responsible for HR answers
all HR-related queries, disseminates policy updates to employees,
conducts employee satisfaction surveys, and maintains the human
resources information system. HRMS is software used to maintain and
track all HR data. Preparing documents such as non-disclosure
agreements, contracts and procedural manuals is also one of the
important tasks of HR personnel. HR ensures that efficient management
of resources and operational risk control measures are in place to keep up
business activities.
 Job Analysis: Job analysis is one of the most important practices carried
out by human resources. Job analysis is the process of finding out what a
particular department wants from its employees. HR examines job
content, duties and responsibilities given by the operational heads
carefully, and ensures that they are relevant to the real work performed.
This process is important to hiring the right people, and helps to place
suitable employees in the right positions, which results in employee
motivation and optimal use of resources.
 Employee Relationship: Employee relationship management refers to
developing a positive work environment and managing relationships
between management and employees. Creating positive employee
relationship is important because employee satisfaction directly affects

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productivity. The role of HR in employee relationship management is vital
because it schedules training programs, approves performance reviews,
manages a hot-line for employee situations, completes exit formalities,
and handles disciplinary and grievances issue. By acting upon standard
policies and procedures, HR ensures proper business communication
among employees and carries out efficient conflict management.

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Training and Development
“Training & Development is any attempt to improve current or future employee
performance by increasing an employee‟s ability to perform through learning,
usually by changing the employee‟s attitude or increasing his or her skills and
knowledge.”
Training and Development in Bajaj Capital Ltd.
Generally the two Trainings are done in Bajaj capital:
1. For Fresher’s: TDA- Training & Development Academy for new Joiners.
They undergo for Period of HANDHOLDING for 1 month. Where Trainers
are mapped for individual Team members.
2. For Existing Employees:
 Product Training - Regular Training on Products both by Internal &
external Trainers.
 Focus Product Training- Training of Focus Products, month on month
basis.
 Training on Competencies, Grooming and Etiquettes
TRAINING & DEVELOPMENT CLASSROOM TRAINING GUIDELINES
1) Timings for the Training would remain from 9:45a.m – 6:00a.m.
2) All candidates to be dressed in Formal Attire throughout the Training
Program.

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3) Mobile Phone to be kept on Silent Mode.
4) Candidates to mark their daily attendance on their own.
5) Candidates to undergo Entire Training Program without ant
Absenteeism.
6) Lunch Break to be taken as per the Training Calendar timings.
7) Eatables are not allowed inside the classrooms other than lunch hours.
8) Respect break timings.
9) Leave the Training Room clean for the next batch, chairs arranged,
paperless etc.
10) Candidates to keep the track of all the Training handouts and need to
prepare for the same accordingly.
11) Candidates to ensure that all the Joining Formalities/Documentation to
be completed within 3days from DOJ.
12) In case, if any test is not been taken by the Candidate, it shall be
treated as absent for the day and he/she will have to appear for the same
later on.
13) Basic Ground Rules to be followed:-
 No Phone Calls
 No Cross Talk

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 No bad Jokes
 Respect Each Other
 Show Active Participation.
14) After the Completion of Training, Candidates Ratings would be
evaluated on “FOC Report” Card baisi and Candidates will be categorized
into three Grades which shall be like:
Serial No. Grade Score Status
1 A Above 75% Meets Expectation
2 B 45% - 74% Needs
Improvement
3 C Less than 45% Under Observation
Parameters will be as follows:
 Over All Discipline [1]
 Participation/Involvement in the Branch [2]
 Punctuality[3]
 Professionalism & Learning Attitude[4]
 Formal Attire[5]

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Performance Evaluation
A performance appraisal is a systematic and periodic process that assesses an
individual employee's job performance and productivity in relation to certain
pre-established criteria and organizational objectives.
Accelerated Career Path Parameters In Bajaj Capital Ltd
 Highlights: Appraisal after Seven months of joining if Performance is
meeting the benchmarks set (Best performance of any 6 months would be
considered).
Appraisal opportunity up to 18% of starting salary
Promotion to next level within six month– one year of joining.
Opportunity to set one on one aspiration exercise with seniors for budding
stars.

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Auto appraisal system
Parameter Benefit Hike % Weight age in % hike Additional
Benefit
> 3 < 4
times
Confirmation 6.00% 50% revenue 25% - Rms /
Zms feedback 25% - Client
feedback
> 4 < 5
times
feedback
>5 < 6
times
feedback
> 6 < 7
times
feedback
Next Level in
designation
> 7 times Confirmation 14.00% 50% revenue 25% - Rms
/ Zms feedback 25% -
Client feedback
Next Level in
designation
Qualitative Parameters:
Qualitative Parameter Hike %
Average 10 MF SIPs per month with avr.
Ticket size of Rs. 2000
1.00%
Minimum 10 new clients acquired
per/mth(avr margin per client Rs. 2000
1.00%

- 41 -
Important Condition: Qualitative Parameters will be added subject to
minimum 4 times of CTC achieved by the team member in the said period
Additional Opportunity:
Branch Head Recommendation:
Branch head can recommend for additional 2% increment subject to compliance
of following:
1. General Discipline maintained in the branch
2. Clients Feedback and Service
3. Attitude towards colleagues & seniors.

- 42 -
Statutory Compliance
Statutory means "of or related to statutes," or what we normally call laws or
regulations. Compliance just means to comply with or adhere to. So statutory
compliance means you are following the laws on a given issue. The term is most
often used with organizations, who must follow lots of regulations. When they
forget or refuse to follow some of those regulations, they are out of statutory
compliance. A company that follows all the rules, is in statutory compliance.
Purpose-:
Safeguarding the employees and the enterprise from untoward risks by
managing and consulting on issues such as retirement benefits and Taxation.
Statutory Compliance for HR:
 ESI Act
 Provident Fund Act
 Professional Tax Act
 Gratuity Act
 The Minimum Wages Act
 The Maternity Benefit Act
 The Payment Of Bonus Act
 The Payment Of Wages Act
ESI Act (Employees State Insurance Act): In receipt of wages not exceeding
Rs. 15,000/- per month (w.e.f. 01.05.2010) are covered under the Act. Employer
is liable to contribute & deduct specified rate of amount and submit it to the
Corporation within 21 days.
All the employees in the factories or establishments to which the Act applies shall
be insured under this Act. The contribution comprise of employer‟s contribution
and employee‟s contribution at a specified rate.

- 43 -
Contribution rate: 1.75% - employees
4.75% -employers
Two contribution periods each of six months: 1st
April to 30th
Sept
1st
Oct. to 31st
March
Two corresponding benefit periods of six months: 1st
January to 30th
June
1st
July to 31st
December
Provident Fund Act: Employees' Provident Fund is a small saving scheme that
is offered to Indian workers as well as international workers through the EPFO of
India. The scheme allows accumulation of funds as well as accrual of interest on
the accumulated funds.
PF is contributed from both the sides:
Employers Contribution: (13.61%)
12% of Basic salary+1.61%
Charges
Employees Contribution: (12%)
12% of basic Salary.
Contribution for the purpose of Employees' pension Scheme is 8.33% of (12% of
employers contribution towards PF) or Rs.540/- whichever is less, will be
transferred to Employees‟ pension scheme and the balance amount will go
towards Employee PF.
Professional Tax Act: Professional tax or employment tax is a state-based tax.
It is allowed as a deduction from the gross income before computing the tax.

- 44 -
Duration of deduction is half year-1st
day of April to 30th
September
1st
day of October to the 31st
March of a year
Professional Tax is deducted slab wise- 1 to 2500-nil
2500 to 3500-Rs 60
3501 to 5000 - Rs 120
5001 to 10000- Rs 175
and above 10000 Rs 200 per month except Rs 300 in the month of February
Each and every employee receiving pay from the revenue of the Central
Government or any State Government is entitled to pay profession tax Any
organization whether incorporated or not, which is owned or controlled by the
Central Government or any State Government is eligible to pay Professional
Tax.
Gratuity Act: Gratuity is an amount given to employees by employer
when they leave the job after completing five years or minimum 240 days
per year or after retirement. The number of year may differ from company to
company. Gratuity is payable under the payment of wages act. Gratuity shall be
payable to an employee on the termination of his employment after he has
rendered continuous service for not less than five years.
(a) On his superannuation, or
(b) On his retirement or resignation, or
(c) On his death or disablement due to accident or disease.
Gratuity is calculated as: 𝐵𝑎𝑠𝑖𝑐 𝑆𝑎𝑙𝑎𝑟𝑦 𝐿𝑎𝑠𝑡 𝑑𝑟𝑎𝑤𝑛 ∗ 𝑁𝑜. 𝑜𝑓 𝑦𝑒𝑎𝑟𝑠 𝑤𝑜𝑟𝑘𝑒𝑑/
26 ∗ 15

- 45 -
The Minimum Wages Act: This act provides for fixing minimum rates of
wages. Wages shall mean all remuneration payable to an employed person on
the fulfillment of the contract employment and includes HRA.
It Includes:
(i) a basic rate of wages and special allowance call the cost of living
allowance.
(ii) a basic rate with or without cost of living allowance plus any
concession on the supply of essential commodities.
It excludes:
(i) The value of rent free accommodation, supply of light, water,
medical.
(ii) Contributions paid by the employer towards the PF or any scheme
of social insurance.
(iii) Travelling allowance / Travelling concession.
(iv) Gratuity The appropriate government may fix-: A minimum rate of
wages for time work ("a minimum time rate"). A minimum rates of
wages for piece work ("a minimum piece rate"). A minimum rate of
wages on a time work basis ("a guaranteed time rate"). A minimum
rate of overtime work done (“a overtime rate")
Penalty:-
I. The inspectorate staff of the Labor Department takes action on
complaints received from workmen/Unions.
II. The penalty for violation of is fine of R.500/- or imprisonment upto a
period of six months or both.
III. If a worker gets less payment, he can also file a claim before the
Competent Authority appointed under the Act, which are Deputy
Labor Commissioners for the respective districts.
IV. The authority can impose penalty up to 10 times the difference in
minimum wages that was due and paid.

- 46 -
The Maternity Benefit Act:
I. To regulate employment of women for certain periods before and after
child birth and to provide for maternity benefit.
II. Payment of maternity benefit shall apply to women workers to whom
ESI Act does not apply.
III. The Act applies to all establishments in which ten or more people are
employed.
IV. The maternity benefit shall be at the rate of average daily wage for the
period of actual absence. The maximum period of entitlement shall
be12 weeks of which not less than 6 weeks shall precede the expected
date of delivery.
V. Maternity benefit shall be payable to employee or any other persons as
per the nomination.
VI. The Amount of benefit upto the period of expected delivery shall be
paid in advance. The balance due for the subsequent period shall be
paid within 48 hours from delivery of child.
The Payment of Bonus Act:
I. The Payment of Bonus Act imposes statutory liability upon the
employers of every establishment covered under the Act to pay
bonus to their employees.
II. It provides for payment of minimum and maximum bonus and
linking the payment of bonus with the production and productivity.
III. The Act applies to every factory where 10 or more workers are
working and every other establishment in which 20 or more persons
are employed, on any day during an accounting year.
IV. Every employee receiving salary or wages upto RS. 3,500 p.m. and
engaged in any kind of work whether skilled, unskilled, managerial,
supervisory etc. is entitled to bonus for every accounting year if he
has worked for at least 30 working days in that year.

- 47 -
Calculation of Bonus: 8.33% of basic, on a monthly basis (Employers
Contribution)
Penalty:
 The punishment provided for contravention of any provisions of the Act or
any rule made there under is imprisonment for a term, which may extend
for 6 months or with fine, which may extend to Rs. 1000/- or with both.
Payment of Wages Act:
I. It is a central legislation which applies to the persons employed in the
factories and to persons employed in industrial or other establishments.
II. This Act does not apply on workers whose wages payable in respect ofa
wage period average Rs. 1600/-a month ormore.
III. This Act has been enacted with the intention of ensuring timely payment
of wages to the workers without unauthorized deductions.
IV. The salary in factories/establishments employing less than 1000workers is
required to be paid by 7th of every month and in other cases by 10th day
of every month.
V. A worker, who either has not been paid wages in time or an unauthorized
deductions have been made from his/her wages, can file a Claim either
directly or through a Trade Union or through an Inspector under this Act.

- 48 -
Grievance Handling
Dissatisfaction, Complaint and Grievance:
To understand what a grievance is, you must clearly be able to distinguish
between dissatisfaction, complaint and grievance. Following are the definitions:
o Dissatisfaction: Anything disturbs an employee, whether or not the
unrest is expressed in words.
o Complaint: A spoken or written dissatisfaction brought to the attention of
the supervisor or the shop steward.
o Grievance: A complaint that has been formally presented to a
management representative or to a union official.
In addition, there are other definitions of a grievance that distinguish it from the
other two. Few such definitions are:
o A grievance is a formal dispute between an employee and management
on the conditions of employment.
o Grievances are complaints that have been formally registered in
accordance with the grievance procedure.
o A grievance is any dissatisfaction or feeling of injustice in connection with
one‟s employment situation that is brought to the attention of the
management.
Therefore, you will see that a grievance is a formal and a relatively drastic step,
compared to dissatisfactions and complains. However, instances where
complaints turn into grievances are not common, since few employees will

- 49 -
question their superior‟s judgment. Further, many people do not initiate
grievances because they fear negative consequence as a result of their attempt.
All companies whether unionized or not should have established and known
grievance methods of processing grievances. A grievance procedure is
necessary in large organizations which has numerous personnel and many levels
with the result that the manager is unable to keep a check on each individual or
be involved in every aspect of working of the small organization.
Forms Of Grievances:
A grievance may take anyone of the following forms:
a) Factual: A factual grievance arises when legitimate needs of employees
remain unfulfilled, e.g., wage hike has been agreed but not implemented citing
various reasons.
Employer-Employee Relations
b) Imaginary: When an employee‟s dissatisfaction is not because of any valid
reason but because of a wrong perception, wrong attitude or wrong information
he has. Such a situation may create an imaginary grievance. Though
management is not at fault in such instances, still it has to clear the „fog‟
immediately.
c) Disguised: An employee may have dissatisfaction for reasons that are
unknown to himself. If he/she is under pressure from family, friends, relatives,
neighbors, he/she may reach the work spot with a heavy heart. If a new recruit
gets a new table and almirah this may become an eyesore to other employees
who have not been treated likewise previously.

- 50 -
Causes Of Grievances:
Grievances may occur for a number of reasons:
a) Economic: Wage fixation, overtime, bonus, wage revision, etc. Employees
may feel that they are paid less when compared to others.
b) Work Environment: Poor physical conditions of workplace, tight production
norms , defective tools and equipment, poor quality of materials, unfair rules, lack
of recognition, etc.
c) Work group: Employee is unable to adjust with his colleagues; suffers from
feelings of neglect, victimization and becomes an object of ridicule and
humiliation, etc.
d) Supervision: Relates to the attitudes of the supervisor towards the employee
as perceived notions of bias, favouritism, nepotism, caste affiliations, regional
feelings, etc.
e) Miscellaneous: These include issues relating to certain violations in respect
of promotions, safety methods, transfer, disciplinary rules, fines, granting leave,
medical facilities, etc.
EFFECTS OF GRIEVANCE
Grievances, if they are not identified and redressed, may affect adversely the
workers, managers and the organization. The effects are:
I. On production include:
 Low quality of production.
 Low quality of production and productivity.
 Increase in the wastage of material, spoilage/leakage of machinery.
 Increase in the cost of production per unit.

- 51 -
II. On the employees:
 Increases the rate of absenteeism and turnover.
 Reduces the level of commitment, sincerity and punctuality.
 Increases the incidence of accidents.
 Reduces the level of employee morale.
III. On the managers:
 Strains the superior-subordinate relations.
 Increases the degree of supervision, control and follow up.
 Increases in discipline cases.
 Increase in unrest and thereby machinery to maintain industrial peace.

- 52 -
Exit
Employee exit management is the process used within many businesses to
terminate employees contracts in a professional manner. It applies to employees
who have resigned and those that have been terminated by the company.
When an employee is terminated there are a number of considerations that an
organization needs to make in order to cleanly end the relationship between the
company and the employee. The company as a legal entity has a responsibility
to the employee which may extend beyond the period of employment and this is
the primary focus of the exit procedure.
This stage starts when either the employee submits his/her resignation letter, or
when the employee is given a notice period for termination or when the employee
retires.
There are 5 stages in this process:
STAGE 1: The employee submits the resignation letter.
STAGE 2: The employee is given a certain notice period to serve before he‟s
relieved.
STAGE 3: On the last day of the notice period the employee is subjected to an
exit interview.
STAGE 4: After this the interviews documents are forwarded to the regional HR
Head who attaches to it the clearance form which states the final settlement
amount for the employee. These documents are forwarded to the Head Office of
Bajaj Capital in New Delhi.
STAGE 5: The employee is given the relieving letter.

- 53 -
The Retention Strategy
Some of the schemes used for employee retention at Bajaj capital are:
a. Regular employee appreciation Programs such as Effort based
rewards whereby the employees are given gifts and vouchers
based of their achievement of targets.
b. Employee Engagement Programs like field trips, birthday
celebrations, anniversary celebrations, get-togethers, etc.
c. Rewards and Recognition Programs such as the Joshila star
award, public recognition by superiors, bi annual and annual
appraisal of each employee, etc.
d. A transparent and well defined career path.

- 54 -
Chapter 3
Research Design
Type of Research
The type of research used in this project is analytical in nature.
Data Collection Method
Data was collected using Questionnaire. A questionnaire consists of number of
questions involving both specific and general questions related to the study topic.
Sources of data
There are two sources of data namely primary & secondary.
Primary Data: Questionnaire.
Secondary Data:
 Internet
 Past Records of Project Material
 Company HR Policy
 Corporate Guide
Statistical tools used
Microsoft Excel
Sampling Design: Convenience Sampling
Sampling Unit: The sampling unit is limited to the employees of Bajaj Capital
Ltd, Regional Office, Kolkata.
Sample Size: 35 samples
Sample Media: Questionnaire

- 55 -
Limitation Of The Study
 The time period given for the study was limited.
 The respondents of the questionnaire was very busy and could not
offer more time to answer.
 The average time to response was 5-6 min.
 Study restricted to Bajaj Capital Limited, Regional branch, Kolkata
only.
 The sample size was restricted to 35 and may not represent the
whole employee population.

- 56 -
Data Analysis and Interpretation

- 57 -
1) How old you are?
Table 1.1
Age No. of respondent Percentage
18-25 12 34.3%
26-35 12 34.3%
36-45 8 22.9%
Above 45 3 8.6%
Total 35 100%
Interpretation: From the above table it is inferred that 34.3% of the employees
are between the age group 18-25, 34.3% of the employees are between the age
group 26-35, 22.9% of the employees are between the age group 36-45 and 8.6
% of the employee are above 45 years of age.
Graph 1.1

- 58 -
2) Your gender?
Table 1.2
Gender No. of Respondent Percentage
Male 23 65.7%
Female 12 34.3%
Total 35 100%
Interpretation: From the above table it is inferred that 65.7% of the respondents
are Male and 34.3% are Female.
Graph 1.2

- 59 -
3) How many years have you been with the company?
Table 1.3
No. of years worked No. of respondent Percentage
Less than 1 year 5 14.3%
1-3 years 11 31.4%
3-6 years 10 28.6%
More than 6 years 9 25.7%
Total 35 100%
are less than 1 year of experience, 31.4% 1-3 years, 28.6% 3-6 years, 25.7%
more than 6 years of work experience.
Graph 1.3

- 60 -
4) In which department do you work?
Table 1.4
Department No. of respondent Percentage
Sales 23 65.7%
Marketing 4 11.4%
Human Resource 1 2.9%
I.T 0 0
Accounts 3 8.6%
Others 4 11.4%
Total 35 100%
are from Sales Department, 11.4% from Marketing, 2.9% from Human Resource,
8.6% from Accounts and 11.4% from other departments.
Graph 1.4

- 61 -
5) Does the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process?
Table 1.5
Clearly define the
position
No. of respondent Percentage
Yes 31 88.6%
No 4 11.4%
Total 35 100%
said yes that the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process whereas 11.4% says no.
Graph 1.5

- 62 -
6) Is the organization doing timeliness recruitment and Selection process.
Table 1.6
Timeliness
recruitment
Yes 29 82.9%
No 6 17.1%
Total 25 100%
Interpretation: From the above table it is inferred that 82.9% of the respondent
agrees that the organization doing timeliness recruitment and Selection process
whereas 17.1% disagreed.
Graph 1.6

- 63 -
7) Does HR provides an adequate pool of quality applicants?
Table 1.7
Quality applicants No. of respondent Percentage
Yes 30 85.7%
No 5 14.3%
Total 35 100%
agrees that the HR provides an adequate pool of quality applicants whereas
14.3% disagrees.
Graph 1.7

- 64 -
8) Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
Table 1.8
Effectiveness No. of respondent Percentage
Very Good 9 25.7%
Good 16 45.7%
Average 10 28.6%
poor 0 0
Total 35 100%
said that the effectiveness of the interviewing process and other selection
instruments, such as testing is very good, 45.7% said good, 28.6% said average.
Graph 1.8

- 65 -
9) How would you rate the HR department‟s performance in recruitment and
selection?
Table 1.9
HR Dept.
Performance
No of respondent Percentage
Very Good 8 22.9%
Good 16 45.7%
Average 11 31.4%
Poor 0 0
Total 35 100%
said that the HR department‟s performance in recruitment and selection is very
good, 45.7% said good, 31.4% said average.
Graph 1.9

- 66 -
10) Do you feel induction training and regular trainings are necessary for any
employee for developing his skills?
Table 1.10
Induction training No. of respondent Percentage
Yes 35 100%
No 0 0
Total 35 100%
Interpretation: From the above table it is inferred that 100% of the respondent
agreed that induction training and regular trainings are necessary for any
employee for developing his skills.
Graph 1.10

- 67 -
11)Which kind of Training is provided for improving your knowledge, skill,
ability?
Table 2.1
Kind of Training No. of respondent Percentage
On the Job 33 94.3%
Off the Job 2 5.7%
Total 35 100%
Interpretation: From the above table it is inferred that 94.3% said that on the job
training is provided for improving your knowledge, skill, ability whereas 5.7% said
that on the job training is provided.
Graph 2.1

- 68 -
12) Are you satisfied with the training being conducted by the organization?
Table 2.2
Satisfaction with the
training
Highly Satisfied 6 17.6%
Satisfied 22 64.7%
Neither Satisfied nor
dissatisfied
7 17.7%
Dissatisfied 0 0
Total 100 100%
are highly satisfied with the training being conducted by the organization, 64.7%
are satisfied and 17.7% are neither satisfied nor dissatisfied.
Graph 2.2

- 69 -
13) Will training help you to identify your strengths and weakness.
Table 2.3
identify your
strengths and
weakness
No of respondent Percentage
To a great extent 19 54.3%
To some extent 16 45.7%
Not at all 0 0
Total 35 100%
Interpretation: From the above table it is inferred that 54.3% said that the
training help them to identify their strengths and weakness to a great extent
whereas 45.7% said that the training help them to identify their strengths and
weakness to some extent.
Graph 2.3

- 70 -
14)How is the training program beneficial for you?
Table 2.4
Is the training program
beneficial
To increase
productivity
26 73.5%
Reduction in cost 4 11.8%
Develop Sense of
responsibility
5 14.7%
Improve employee
employer relationship
0 0
Total 35 100%
said that the training program beneficial for them to increase productivity, 11.8%
said to reduce the cost and 14.7% said to develop sense of responsibility the
training program beneficial for them.
Graph 2.4

- 71 -
15)How is the working hour of the organization?
Table 2.5
The working hours No. of respondent Percentage
Highly Satisfactory 6 77.1%
Satisfactory 27 17.1%
Dissatisfactory 2 5.8%
Total 35 100%
are highly satisfied with the working hour, 17.1% are satisfied and 5.8% are
dissatisfied with the working hour of the organization.
Graph 2.5

- 72 -
16) How do you rate the leave policy of the organization?
Table 2.6
Leave Policy No, of respondent Percentage
Highly satisfactory 6 17.1%
Satisfactory 28 80%
Dissatisfactory 1 2.9%
Total 35 100%
Interpretation: From the above table it is inferred that 17.1%of the respondents
are highly satisfied with the leave policy of the organization, 80% are satisfied
and 2.9% are dissatisfied with the leave policy of the organization.
Graph 2.6

- 73 -
17) Do you get regular increments?
Table 2.7
Regular Increments No. of respondent Percentage
Yes 20 57.1%
No 15 42.9%
Total 35 100%
agreed that they get regular increments whereas 42.9% said they do not get
regular increment.
Graph 2.7

- 74 -
18)How the increments are given in the organization?
Table 2.8
Increment No. of respondent Percentage
On the basis of
performance
24 68.57
On the basis of
seniority
11 31.43
Total 35 100%
Interpretation: From the above table it is inferred that 68.57% of the
respondents said that the increments given in the organization are on the basis
of performance whereas 31.43% said it is on the basis of seniority.
Graph 2.8

- 75 -
19) Are you satisfied with the employee benefits and facilities provided by the
organization?
Table 2.9
Employee benefit No. of respondent Percentage
Yes 27 77.1%
No 8 22.9%
Total 35 100%
agrees that they are satisfied with the employee benefits and facilities provided
by the organization where as 22.9% said that they are not satisfied with the
employee benefits and facilities provided by the organization.
Graph 2.9

- 76 -
20) How do you rate the attendance system of the organization?
Table 2.10
Attendance system No. of respondent Percentage
Highly satisfactory 8 22.9%
Average 9 25.7%
Dissatisfactory 0 0
Highly dissatisfactory 0 0
Total 35 100%
are highly satisfied with the attendance system of the organization, 51.4% are
satisfied and 25.7% rated the attendance system as average.
Graph 2.10

- 77 -
21) Are you satisfied with your Payroll and salary system of the organization?
Table 3.1
Payroll and salary
system
Yes 26 74.3%
No 9 25.7%
Total 35 100%
are satisfied with the Payroll and salary system of the organization whereas
25.7% are not satisfied with the Payroll and salary system of the organization.
Graph 3.1

- 78 -
22) How often you face grievance in your organization?
Table 3.2
Grievance No. of respondent Percentage
Mostly 7 20.0%
Hardly 13 37.1%
Sometimes 15 42.9%
Not at all 0 0
Total 35 100%
Interpretation: From the above table it is inferred that 20% of the respondents
faces grievance mostly, 37.1% faces hardly and 42.9% faces grievance
sometime in your organization.
Graph 3.2

- 79 -
23) Most of your grievances are related to.
Table 3.3
Grievances are related
to
Work Environment 9 25.71%
Supervision 5 14.29%
Workgroup 4 11.43%
Economic (Salary,
Reward, Incentives)
9 25.71%
Social Injustice 8 22.86%
Total 35 100%
Interpretation: From the above table it is inferred that 25.71% of the
respondents said that most of their grievances are related to work environment,
14.29% said Supervision, 11.43% said Workgroup, 25.71% said Economic
(Salary, Reward, Incentives), and 22.86% said Social injustice is the reason for
their grievances.
Graph 3.3

- 80 -
24) Whom does you report / share if you have any grievances?
Table 3.4
Report Grievances No. of respondent Percentage
Superior 22 62.9%
Colleagues
(Discussion)
1 2.8%
Function Head 5 14.3%
Head of HR
department
7 20.0%
Total 35 100%
report the Superior if they have any grievances, 2.8% reports Colleagues, 14.3%
reports the Functional head and 20% reports the Head of HR department if they
have any grievances.
Graph 3.4

- 81 -
25) How often you complaints and grievance being taken care off?
Table 3.5
Grievance being taken
care off
Mostly 13 37.1%
Rarely 16 45.7%
Frequently 3 8.6%
Not at all 3 8.6%
Total 35 100%
said that mostly their complaints and grievance being taken care off, 45.7% said
rarely, 8.6% said frequently and 8.6% said that their complaints and grievance
are not at all being taken care off.
Graph 3.5

- 82 -
26) Are you satisfied with the existing grievance settlement system of
Company?
Table 3.6
Grievance settlement No. of respondent Percentage
Yes 31 88.6%
No 4 11.4%
Total 35 100%
are satisfied with the existing grievance settlement system of Company whereas
11.4% are not satisfied with the existing grievance settlement system of
Company.
Graph 3.6

- 83 -
27) Does the company takes disciplinary action against the employees who
are misbehaving and doing acts which are not in favor of the organization?
Table 3.7
Disciplinary action No. of respondent Percentage
Yes 25 71.4%
No 10 28.6%
Total 35 100%
agrees that the company takes disciplinary action against the employees who are
misbehaving and doing acts which are not in favor of the organization whereas
28.6% disagrees.
Graph 3.7

- 84 -
28) Do you think employees in your organization leaves the organization very
frequently?
Table 3.8
Employees leaves the
organization
Yes 23 65.7%
No 12 34.3%
Total 35 100%
said that yes the employees in your organization leaves the organization very
frequently whereas 34.3% said no, the employees in your organization do not
leave the organization very frequently.
Graph 3.8

- 85 -
29) If yes what is the reason they leave the organization?
Table 3.9
Reason for leaving No. of respondent Percentage
Work Pressure 10 28.6%
Salary structure 9 25.7%
Boss is partial 1 2.9%
Family problems 2 5.7%
N/A 13 37.1%
Total 35 100%
Interpretation: From the above table it is inferred that out of 65.7% of the
respondents who said that the employees in your organization leaves the
organization very frequently, 28.6% said the reason is work pressure, 25.7% said
the salary structure, 2.9% said that the boss is partial and 5.7% said family
problems is the reason they leave the organization.
Graph 3.9

- 86 -
30) If No what is the main reason employee don‟t want to leave the
organization?
Table 3.10
Employee don‟t want to
leave
Good compensation 4 11.4%
Job security 10 28.6%
Work timings are less 0 0
Work pressure is less 2 5.7%
N/A 19 54.3%
Total 35 100%
Interpretation: From the above table it is inferred that out of 34.3% of the
respondents who said that no, the employees in your organization do not leaves
the organization very frequently, 11.4% said the main reason employee don‟t
want to leave the organization is good compensation, 28.6% said job security,
5.7% said the work pressure is less.
Graph 3.10

- 87 -
31) Do you think company is able to retain employees?
Table 4.1
Retain employees No. of respondent Percentage
Yes 21 60%
No 14 40%
Total 35 100%
Interpretation: From the above table it is inferred that 60% of the respondents
agrees that the company is able to retain employees whereas 40% disagrees.
Graph 4.1

- 88 -
32) Does the company ask reasons for resigning from the company?
Table 4.2
Ask reasons for
resigning
Yes 34 97.1%
No 1 2.9%
Total 35 100%
agree that yes, the company asks reasons for resigning from the company
whereas 2.9% said no the company does not ask reasons for resigning from the
company.
Graph 4.2

- 89 -
33) Does the company have proper settlement policy (i.e. company gives
salary and gives experience letter to the employees who are leaving the
organization)?
Table 4.3
Proper settlement
policy
Yes 32 91.4%
No 3 8.6%
Total 35 100%
said that yes the company have proper settlement policy (i.e. company gives
salary and gives experience letter to the employees who are leaving the
organization) whereas 8.6% said no.
Graph 4.3

- 90 -
34) How do you rate the Employee Life Cycle in the organization?
Table 4.4
Employee Life Cycle No. of respondent Percentage
Highly Satisfactory 9 25.7%
Average 9 25.7%
Dissatisfactory 0 0
Highly dissatisfactory 0 0
Total 35 100%
are highly satisfied with the Employee Life Cycle in the organization, 48.6% are
satisfied and 25.7% rated the Employee Life Cycle in the organization as
average.
Graph 4.4

- 91 -
Findings
1) 65.7% of the employees are Male.
2) 88.6% of the employees agreed that the organization clearly define the
position objectives, requirements and candidate specifications in the
recruitment process.
3) 82.9% of the employees agrees that the organization doing timeliness
recruitment and Selection process.
4) 64.7% employees are satisfied with the training being conducted by the
organization.
5) 77.1% of the employees are highly satisfied with the working hour.
6) 80% of the Employees are satisfied with the leave policy of the
organization.
7) 77.1% of the employees agreed that they are satisfied with the employee
benefits and facilities provided by the organization.
8) 74.3% of the employees are satisfied with the Payroll and salary system of
the organization.
9) 88.6% of the employees are satisfied with the existing grievance
settlement system of Company.
10) 48.6% are satisfied with the Employee Life Cycle in the organization.

- 92 -
Recommendation
1) Regular Recruitment of the Fresh Employees should be done so that
attrition should not affect the company growth.
2) I found there is no balance of female and male employees in the
company which is another factor to be taken care.
3) Employee Referral Scheme should be encouraged more so that
employees will be motivated.
4) In order to motivate employees various corporate events and games
should be conducted.

- 93 -
Conclusion
The study reveals that the employee life-cycle of employees at Bajaj Capital Ltd
is satisfactory. Most of the surveyed employees are satisfied with the methods
adopted by the organization. The organization is recognizing the importance of
satisfying the employees and retaining them. Further improvements can be made
so that all members are highly satisfied with the procedure. The suggestions and
recommendations when implemented will still more benefit the organization.
Revise in Salary Structure, Improvement in Work Environment, Proper Employee
Engagement Activities should be taken to improve the problem of the company.

- 94 -
APPENDIX
1. How old you are?
a) 18-25
b) 26-35
c) 36-45
d) Above 45
2. Your Gender?
a) Male
b) Female
3. How many years have you with the Company?
a) Less than 1 year
b) 1-3 years
c) 3-6 years
d) More than 6 years
4. In which department do you work?
a) Sales
b) Marketing
c) Human Resource
d) IT
e) Accounts
f) Others _______________

- 95 -
5. Does the organization clearly define the position objectives,
requirements and candidate specifications in the recruitment process?
a) Yes
b) No
6. Is the organization doing timeliness recruitment and Selection process.
a) Yes
b) No
7. Does HR provides an adequate pool of quality applicants ?
a) Yes
b) No
8. Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
a) Excellent
b) Good
c) Poor
9. How would you rate the HR department‟s performance in recruitment
and selection?
a) Good
b) Average
c) Poor
10.Do you feel induction training and regular trainings are necessary for
any employee for developing his skills?
a) Yes
b) No

- 96 -
11.Which kind of Training is provided for improving your knowledge, skill,
ability?
a) On Job
b) Off the job
12.Are you satisfied with the training being conducted by the
organization?
a) Highly Satisfied
b) Satisfied
c) Neither satisfied nor satisfied
d) Dissatisfied
13.Will training help you to identify your strengths and weakness?
a) To a great Extent
b) To some extent
c) Not at all
14.How is the training programme beneficial for you?
a) To Increase productivity
b) Reduction in Cost
c) Develop Sense of Responsibility
d) Improve Employee Employer Relationship
15.How is the working hours of the organization?
a) Highly Satisfactory
b) Satisfactory
c) Dissatisfactory

- 97 -
16.How do you rate the leave policy of the organization?
b) Satisfactory
c) Dissatisfactory
17.Do you get regular increments?
a) Yes
b) No
18.How the increments are given in the organization?
a) On the basis of Performance
b) On the Basis of Seniority
19.Are you satisfied with the employee benefits and facilities provided by
the organization?
a) Yes
b) No
20.How do you rate the attendance system of the organization?
b) Satisfactory
c) Average
d) Dissatisfactory
e) Highly Dissatisfactory
21.Are you satisfied with your Payroll and salary system of the
organization?
a) Yes
b) No

- 98 -
22.How often you face grievance in your organization?
a) Mostly
b) Hardly
c) Sometimes
d) Not At All
23.Most of your grievance are related to :
a) Work Environment
b) Supervision
c) Workgroup
d) Economic (Salary, Reward, Incentives)
e) Social Injustice
24.Whom does you report / share if you have any grievances?
a) Superior
b) Colleagues (discussion)
c) Function Head
d) Head of HR department
25.How often you complaints and grievance being taken care off?
a) Mostly
b) Rarely
c) Frequently
d) Not at all

- 99 -
26.Are you satisfied with the existing grievance settlement system of
Company?
a) Yes
b) No
27.Does the company takes disciplinary action against the employees
who are misbehaving and doing acts which are not in favour of the
organization.
a) Yes
b) No
28.Do you think employees in your organization leaves the organization
very frequently?
a) Yes
b) No
29.If yes what is the reason they leave the organization?
a) Work Pressure
b) Salary Structure
c) Boss is Partial
d) Family Problems
e) Other Reasons
30.If No what is the main reason employee don‟t want to leave the
organization?
a) Good Compensation
b) Job Security
c) Work Timings are Less
d) Work Pressure is less

- 100 -
e) Other reasons
31.Do you think company is able to retain employees?
a) Yes
b) No
32.Does the company ask reasons for resigning from the company?
a) Yes
b) No
33.Does the company have proper settlement policy (i.e. company gives
salary and gives experience letter to the employees who are leaving
the organization)?
a) Yes
b) No
34.How do you rate the Employee Life Cycle in the organization?
b) Satisfactory
c) Average
d) Dissatisfactory
e) Highly Dissatisfactory

- 101 -
Bibliography
1) http://www.bajajcapital.com/
2) http://study.com/academy/lesson/what-is-recruitment-in-hr-lesson-
quiz.html
3) http://searchfinancialapplications.techtarget.com/definition/employee-life-
cycle
4) http://www.findarticles.com/
5) http://www.citehr.com/

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