kanika valyoo

I m working as an HR Manager in a manufacturing company. I joined the company two months back. Prior to that i have worked with IT Sector. So this is my first experience with the manufacturing sector. As there are different departments like cutting, lining, pattern, spray, packing.

In company, now m very much clear about their production, and understand their process, how it works like production from cutting department till packing
And i have written job responsibilities of all the employees. Now i want to know what is the best way to judge the performance of workers in a leather manufacturing company. I'm completely handling the recruitments of the company. According to my MD, recruitment is just 20% of the HR profile. And apart from that, there is no such work in HR.

So, i want to know that what all initiatives can be taken and in what way I can prove to myself, that there are so many things in HR, that can be done.
I m very confused, what to do?? Kindly help.

From India, New Delhi
Learning & Teaching Fellow (retired)
Sr Manager Hr & Compliances
Raj Kumar Hansdah
Shrm, Od, Hrd, Pms
Human Resources
Eswararao Ivaturi
Ex-manager (pers&adma)
+4 Others


That is really great that you understood the manufacturing process in your organisation. This clearly shows the interest in learning and developing the organisation. I would like to add one more process too. That is before any production process there is one key department as Sampling Department. That department plays vital role. Apart from that there should be more departments as Merchandising, Quality, Planning etc.
As you mentioned as per your MD view recruitment is just 20% of HR I do agree. More over that might be even lesser than 20%, There are many other vital roles like training the employees & development, Appraisal System, Payroll, Statutory & Compliance, Counseling, Motivating the employees, Defining the policies, Appraisal Systems etc.

From India, Bangalore
kanika valyoo

But according to my MD, in training there is no role of HR. BECAUSE HE SAYS I WILL PROVIDE THE TRAINING OR OTHER SENIOR PERSON OF THE COMPANY PROVIDE the training so no role of HR is required. and for performance appraisal, again they do by their own.No procedure in appraisal they follow.and salary process handled by accounts.They dont want any policy to be implemented.
So what should i do???

From India, New Delhi

Dear Kanika,

Now You are working in manufacturing company like labour oriented industry. There is so much difference between IT and Manufacturing companies - In manufacturing companies HR department leads play a very important role for product and productivity and developing harmonious relation ship among the workmen and management. In my previous experience i encouraged lot of systems implemented for Reducing Absenteeism, and enhancing production adopting new system like production incentives with monetary and non monetary. Welfare,Health, and safety is major areas in manufacturing organizations. so we have to maintain and implement as per government statutory Acts and legislation's without any violations. other wise unrest will happened in organization. so you have to concentrate labour Acts and social security legislation's against workmen then you definitely get good knowledge and refer labour law journals- Cite HR is good Website for HR guys.


Rajesh Kantubhukta

human Resources

From India, Kakinada
kanika valyoo

Thanks Mr. Rajesh What all initiatives can be taken in Welfare, Health and safety And i dont have any experience in labour Acts and social security legislation’s and no such knowledge.
From India, New Delhi

Hi Kanika
No one is expert with out experience. It is the rite time to learn all the acts as above said. You should even update the acts as ESI, PF, PT etc. there are many books available as well as you will get all the information from Cite-HR too.

From India, Bangalore

Dear Kanika,

Members have given you a lot of good ideas. Hence, I will ask you a few questions to get an idea of your qualifications and experience. May we know what courses you have done and from where before joining the IT industry? What did you do in the IT industry?

I am glad to note that you took people's advice and studied the workflow, etc., to understand the process in the leather garment industry. Your Director is correct when he says recruitment forms only 20% of a HR manager's job.

Kindly see http://www.women-ww.org/documents/ww...ation_pack.pdf to get an idea of the complexity of the garment value chain.

They do not teach all the laws in the colleges/universities; we have to acquire a knowledge of those as we start work and face difficulties. Is there a HR Forum in New Delhi? If you have none, why not form one, in which members can interact and learn from each other. CiteHR is a good forum to learn. However, we need to give all the details about self and the scenario, at the outset, to ensure people can give precise advice rather than keep guessing and give solutions to our problems.

Please also read and digest material on Human Resource and Skill Requirements in the Leather and Leather Goods Industry at http://nsdcindia.org <link fixed>

All links found by searching the web using Google search Engine.

From United Kingdom
Eswararao Ivaturi

Hi Mr. Kanika,
Members have given lot of information on the subject.
I would just like to suggest
that you may get the State
Minimum Wages Act forimple-
mentation of Minimum Wages Act. and the records as required. This is very
important for an industry.
Best wishes.
Eswararao Ivaturi.

From United States, Cupertino

Members have suggested that you should try to 1. Improve Industrial relations; 2. Welfare and Safety of the employees; 3. Comply with the Labour Laws that are applicable to your industry; and suggest work/productivity improvement methods. That is all fine and relevant too. But if you need to write down a concrete action plan and require the members to suggest for it, you should provide more information on the following:
1. What is the employee strength of your factory?
2. What is the type of ownership of the factory?
3. If they think that in HR you have very little work, why did they recruit you?
4. Was any job description given to you at the time of recruitment, if so what is it?
5. What does the management expect from you right now - they want you to do what work they allot to you or they want you to suggest what all you will do?
6. To whom are you reporting and what is the organisation structure like?
7. How old and how profitable is the factory?

From India, Madras
Raj Kumar Hansdah

The following response is quoted from my own response submitted earlier (on 26th October 2013, 05:51 PM) in the thread, :


the above thread is a pre-quel to this thread posted by the member.

Dear Kanika

I have gone through this thread carefully.

This is your second query on the thread :

"So, i want to know that what all initiative can be taken and in what way i can prove myself, that there are so many things in HR, that can be done.

I m very confused, what to do??"

I totally agree with the views of your MD (recruitment is just the 20% of HR profile.) on the content part; but differ on the "extent". In my opinion if its a running concern then Recruitment is just 5-10% of HR profile; may be even less !!

Why ??

Recruitment has slowed down in the wake of the slow-down in economy. How many companies are recruiting ?? And in what numbers ??

Moreover you will be only recruiting to the extent of your attrition - natural or otherwise. You can not accommodate more and more people; unless there is a requirement.

The only situation where recruitment can be more than 20% is where a new plant or expansion of production capacity is taking place; a greenfield project is being executed; or a new business division/vertical/unit is being planned.

So your MD is right.

You are from IT sector where attrition rate is high; and people constitute the asset/working capital/machinery of the company.

Mr. Narayan Murthy had once famously said something like - our assets becomes nil after office hours - implying that employees are their assets and after the employees leave from office, there is almost nothing left.

Moreover, IT being a high-tech field, the HR are not aware of the "manufacturing process".

So, in your case, its OK to assume that Recruitment (apart from employee engagement) is what HR is all about.

Now, coming to your first query; which to me is the root cause of your misery; your first (initial) query was about :

"As there are departments like packing, Cutting, Lining, Pattern, Spray..So what is the best way to measure their performance."

The seniors have given you very good inputs. whether you have benefited from it, by IMPLEMENTING any of their suggestions ??

What kind of Time and Motion study did you make ??

I agree that the intricacies are best handled by professionals from Production Management, Operation Research or Industrial Engineering.

However, an HR should be aware of the Manufacturing process.

How many hours did you spend on the shopfloor ??

Do you make it a point to visit the shopfloor once every day ??

Have you interacted with managers, supervisors, technician and workers ??

Have you been told about any "bottlenecks" in the process ??

What kind of process is employed - whether its job-shop, batch or assembly-line ??

Can you draw a diagram of your typical Work-Flow Process ??

I understand that its not very comfortable to be in the shopfloor; esp. the obnoxious smells that the leather and the chemicals, paints and adhesives give off.

I have never worked in leather manufacturing sector, but have visited the Bata factory, which is highly automated with an assembly-line system of production. The performance of individual worker is easy to monitor; as its based on work-flow and capacity of the installed equipments.

In your case, since it is an exclusively garment manufacturing unit; it must be working on JOB SHOP process flow structures. Here, there is a scope for better "line-balancing", having systems like Kanban; 5S to improve productivity and reduce wastages; and improving the logistics of materials.

These are somewhat beyond the scope of a junior HR; and needs the involvement of the management. If the management is serious, they may hire an external consultant to initiate these; or have training programs for employees.

To become a successful HR, one needs to engage and immerse oneself with the business process, rather than sit on a chair twiddling one's thumb and lamenting on the shortcomings of one's experience and the situation.

There is a lot more in HR than that meets the eye. HR can be a true business partner and help in strategic differentiation.

Warm regards.

Dinesh Divekar Appreciated this.


Raj Kumar

“Non Nascor Mihi Solum” [ Latin; meaning “I was not born for myself alone”]

"Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime."

attribution https://www.citehr.com/470514-perfor...#ixzz2izeMNc9Q

From India, Delhi

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