Human Resource Development in Tile Industry in India-A strategy for Employee Retention
Ceramic Industry in India is about 100 years old. It comprises ceramic tiles, sanitary ware and crockery items. Ceramic products are manufactured both in the large and small-scale sector. India ranks 5th in the world in terms of production of ceramic tiles and produced 600 million sq. meters of ceramic tiles, out of a global production of 6900 million sq. meters during FY 2012. State-of-the-art ceramic goods are being manufactured in the country and the technology adopted by the organised sector within Indian ceramic Industry is of international standard. However, as the competition is increasing, not only in Indian tile companies, but also with Foreign companies, it is necseeery to pay special attention to human element in the organization. Human resource development plays an important role in industry growth with improved quality and quantity of production and reducing the cost.
Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs.
HIGHLIGHTS OF THE INDUSTRY
Ceramic Tiles today have become an integral part of home improvement. It can make a huge difference to the way your interiors and outdoors look and express. The Indian tile industry, despite an overall slowdown of the economy continues to grow at a healthy 15% per annum. Investments in the last 5 years have aggregated over Rs. 5000 crores. The overall size of the Indian ceramic tile industry is approximately Rs 18,000 crore (FY12). The production during 2011-12 stood at approx. 600 million square meters.
The Indian tile industry is divided into organized and unorganized sector. The organized sector comprises of approximately 14 players. The current size of the organized sector is about Rs 7,200 crores. The unorganized sector accounts for nearly 60% of the total industry bearing testimony of the growth potential of this sector.
India ranks in the top 3 list of countries in terms of tile production in the world. With proper planning and better quality control our exports ( presently insignificant) contribution can significantly increase
HUMAN RESOURCES DEVELOPMENT POLICIES IN TILE INDUSTRY IN INDIA
HRD is a process in which the employees of an organisation are continually helped in a planned way;
1. Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles. 2. To develop their general capabilities so that they may be able to discover their own inner potentialities and exploit them fullest for their own and organisational development purpose. 3. To develop an organisational culture where superior - subordinate relationship, team work, collaboration among different subunits contribute to organisational wealth and motivation and pride of the employees
The attraction, retention and performance management of people have been focus area for reorienting human resource system in tiles industry. Human resource policies related to:
HRP, Recruitment and Selection:
The human resources planning involves all the steps of planning i.e. anticipating, looking at present available human resources, forecasting of human resources, and planning for future requirements on the basis of business plans of the organization. This is important for making arrangements of manpower as and when needed as per the required quality in terms of qualification, experience, competency etc.
Probably the most important element in any human resource development system is recruitment and selection. Finding and hiring the right people is absolutely critical to the success or failure of any organization.
A key element in Human Resource Planning is not only of attracting but also of retaining employees. People have to want to work for the organization and be able to create an environment where people want to come to work and give their best.
Tiles organization sees training and development as the key to remaining competitive and providing quality programs and services to the people they serve. These “learning organizations” view training and development as an integral part of their strategic plan. In this information age, a well trained and well qualified workforce is essential to delivering quality programs and services.
Performance appraisal has been considered as a most significant and indispensable tool for Tiles organization, for the information it provides is highly useful in making decisions regarding various personnel aspects such as promotion and merit increases. Performance measures also link information gathering and decision–making processes which provide a basis for judging the effectiveness and personnel sub–division such as recruiting, selecting, training and compensation and help decision regarding overall quality of firms' activities and products management of most of the tiles plant in India. Accurate information plays a vital role in the organization as a whole.
Rewards and motivation:
It is necessary for people to get reward because it is payment of their work. There are two types of rewards- intrinsic and extrinsic. Intrinsic reward comes from the job itself such as feeling of pride, achievement and satisfaction etc. Extrinsic rewards come from a source outside the job. These include pay, promotions and other benefits offered by management, which are linked to performance and to motivation for high achievement
In tile industry management tries to fulfil the same for motivating the employees
The working environment in a factory adversely affects the health of the employees. This has to be contained through preventive steps aimed at improving the lot of workers. Efforts must be done to make life worth living for employees in tiles units. It includes various services, facilities amd benefits offered to
employees by the employers, unions and the government.
An important reason in favour of welfare work is called the "social invasion of the factory”. Workers face lots of adjustment problems when they take up factory work. These changes call for extra inducements in the workplace in addition to normal wages, so that the worker begins to enjoy a fuller and richer life.
HRD NEEDS IN THE INDUSTRY Skilled technical manpower required by tile plants
Ceramic tiles as a product segment has grown to a sizeable chunk today at approximately 680 millions square meters production per annum. However, the potential seems to be great, particularly as the housing sector, retail, IT & BPO sectors have been witnessing an unprecedented boom in recent times. So skilled technical manpower required by the industry is the key driver for the ceramic tiles in India as there is a boom in housing sector coupled by government policies fuelling strong growth in housing sector. The retail boom in the Indian economy has also influenced the demand for high end products. Overall the bullish growth estimates in the Indian economy has significantly influenced the growth of the Indian Ceramic tile industry. Both, traditional methods of manufacturing (tunnel) and the latest single fast firing methods are deployed in manufacturing. Some of the latest trends in manufacturing methods can be seen in India.
The industry also enjoys the unique distinction of being highly indigenous with an abundance of raw materials, technical skills, infrastructural facilities despite being fairly capital intensive. A total of over 5, 50,000 people are employed in the sector. Out of this, 50,000 people are directly employed and 5, 00,000 are indirectly associated.
Training needs in tile plants
Tile plants need training at all levels i.e.; worker levels and managerial level at all times to update the employees with the time and technology. The export level of Indian tile industry is very low due to standards or quality of product is not of that level which is being provided by other exporter countries so far. To get that level of quality better the industry needs trained staff. The Indian Industry has developed an export market although at the lower end. In volume it constitutes less than half a percent of the global market. (Presently India does not figure in the list of major exporting countries). But this reality could change as Indian exports are rising at an accelerating growth annually. The top-end of the global export market is presently dominated by China (36.8%) and Italy (15.1%)
1. Prepare a plan for manpower requirement for five year and develop the source of recruitment. 2. Provide social security to employees. 3. Prepare a training calendar every year and ensure that every employee undergoes training at least once in two years. 4. Provide good rewards to employees for motivation 5. A positive and open attitude of the management and trade unions towards each other needs to be developed. 6. Provide non financial motivations like job enrichment, advancement in organisation, appreciation of work done etc.
A feeling of mutual respect and trust between management and employees and transparency in operations would go a long way in developing employees and industry. That is very necessary for the tile industry because it works like a foundation stone. Thus the management of human resource in tile industry has never been more important than it is today. People there with skills, attitudes, beliefs and
philosophies have become the centrifugal force in tile organizations. Today HRD is intimately intertwined with business success and strategy. HRD has become a culture of higher productivity and industrial process in tile industry. Therefore, managers are making attempts to use HRD strategies in tile industry for growth in the market. With the help of HRD employee retention. However, many consider employee retention as relating to the efforts by which employers attempt to retain employees in their workforce. In this sense, retention becomes the strategy rather than the outcome.
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