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.