Godrej is today one of the largest engineering and consumer products

company in the country having varied interests from engineering to

personal care products with a total sales turnover of about US $ 1.1
Billion. It is one of the most respected corporate houses known for
their philanthropy and initiation of labor reforms besides being
recognized for their values of fair, transparent and ethical dealings.

The spirit of entrepreneurship, the vision of a dynamic tomorrow, and

the capacity to build and realize dreams! This is the essence of the
Godrej group. No wonder then, Godrej has become the symbol of a
vibrant multi-business enterprise touching the lives of millions and at
the same time an icon of enduring ideals in a changing world.

History
The Company celebrated its centenary in 1997. In 1897 a young man
named Ardeshir Godrej gave up law and turned to lock making. Ardeshir
went on to make safes and security equipment of the highest order,
and then stunned the world by creating toilet soap from vegetable oil.

Ardeshir Godrej Pirojsha Godrej

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His brother Pirojsha Godrej carried Ardeshir's dream forward, leading
Godrej towards becoming a vibrant, multi-business enterprise. Pirojsha
laid the foundation for the sprawling industrial garden township (ISO
14001-certified) now called Pirojshanagar in the suburbs of Mumbai.
Godrej touches the lives of millions of Indians every day. To them, it is
a symbol of enduring ideals in a changing world.

Incorporation
Established in 1897, the Company was incorporated with limited
liability on March 3, 1932, under the Indian Companies Act, 1913.

Branches (Sales and Service) and Retail Showrooms

1. MUMBAI, Ahmedabad, Bhopal, Indore, Jabalpur, Pune,• Raipur

2. NEW DELHI, Chandigarh, Faridabad, Ghaziabad, Jaipur,
Kanpur,• Lucknow
3. CHENNAI, Bangalore, Coimbatore, Hyderabad, Kochi,
Pondicherry,• Trivandrum, Visakhapatnam
4. KOLKATA, Bhubaneswar, Guwahati, Ranchi,• Patna

The Company has a network of 38 Company-owned Showrooms, more

than 2,200 Wholesale Dealers, and more than 18,000 Retail Outlets.
The Company has Representative Offices in Sharjah (UAE), Nairobi
(Kenya), Colombo (Sri Lanka) and Riyadh (Saudi Arabia).

Companies

1. Godrej and Boyce

From locks to appliances. From furniture to conferencing equipment.
From security solutions to material handling. There isn't a category
through which godrej & boyce don't enrich life. They are a part of your
life in many ways.

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 2. Godrej consumer products
As far as personal, hair, household and fabric care segments are
concerned, Godrej is far the market leaders. And this has been
possible only due to their constant endeavor of trying to provide
customers with innovative, value for money solutions for their daily
needs.

3. Godrej industries
Godrej Industries Ltd. is India's leading manufacturer of oleo
chemicals and makes more than a hundred chemicals used in over two
dozen industries. It has a major presence in food products such as
refined oil and tetra pack fruit beverages.

4. Geometric Software Solutions

Geometric Software Solutions is a CMMI Level 5 company and the
leading PLM services provider with over 19 years of experience in
CAD/CAM/CAE, PDM and MPM.

5. Godrej InfoTech
Godrej InfoTech is a CMM Level-4 company in the business of
developing customized software solutions and implementing ERP, CRM,
and SCM software. Navision, Axapta, Baan and eNccompass - an ERP
from Godrej InfoTech, are uniquely positioned to address Industry
needs.

6. Godrej Agrovet
Godrej Agrovet is one of the largest producers and marketers of
animal feeds and innovative agri -inputs in India. They have achieved
this leadership position through their core values of teamwork and
quality along with continuous research and innovative thinking. It is
these values, which has made them one of the best-known agri brands
in the country.

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 7. Godrej Sara lee
Godrej Sara Lee is a joint venture company between the Godrej Group,
India and Sara Lee Corporation, USA. They are the world's largest
manufacturers of home insecticides. The company is committed to the
research and manufacture of quality household insecticides, and holds
a substantial market share.

8. Godrej Efacec
Godrej Efacec provides the latest warehousing or automated storage
or retrieval system solutions; to the customers they give the best of
both worlds - Technology from Efacec and quality from Godrej.

9. Godrej properties
Godrej Properties and Investments Limited (G.P.I.L.) belong to the
prestigious GODREJ group of companies. The group entered into this
business in the year 1990 with the purpose of providing meticulously
planned townships to discerning customers at affordable prices.

Godrej Products

Consumer products

Godrej Consumer Products Ltd.(GCPL) is a major player in the Indian

FMCG market with leadership in personal, hair, household and fabric
care segments. The company is among the largest marketers of toilet
soaps in the country and has a leadership position in the hair colour
category in India.

1. Appliances

2. Locks

3. Furniture

4. Security equipment
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5. Office automation

6. Conferencing solution

7. Soaps & personal care

8. Food

9. Aircare

10. Household insecticides

11. Housing

12. Vending machine

Industrial products:
Godrej offers an entire spectrum of industrial solutions from storage
to material handling to construction to process equipment and many,
many more. Whether clients are looking for standard equipment or
custom engineering solutions, the first name is Godrej.
1. Storage solution
2. Automated warehousing
3. Material handling equipment
4. Process equipment
5. Precision components & systems.
6. Machine tool service
7. Electrical & electronic services
8. Tooling
9. IT solution
10. PLM solution
11. Medical diagnostics
12. Agro product
13. Chemicals
14. Construction material & services.

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 Human Resource
• Work culture:

Creating and maintaining an energetic and innovative work

culture is at the heart of their corporate strategy. They
strive to create an organization wherein each employee is a
stakeholder in building and defining the culture of the
organization and has the opportunity and flexibility to define
their canvas of roles and responsibilities.

Opportunity for growth

The work culture in Godrej supports learning at every stage of one’s

work life. Opportunities in learning are available in the technical,
functional, behavioural, general management and leadership areas
through options like EDPs (Executive Development Programmes), MDPs
(Management Development Programmes), E-learning and On The Job
exposure to International Practices.

Respect and recognition of performance is an inextricable part of our

work culture. Consistent performance becomes the benchmark for
growth opportunities, job rotations, remuneration, reward and
recognition. They provide equal opportunities to their employees to
grow both horizontally & vertically through cross functional, cross

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business and cross locational job rotations. This gives immense
opportunities to professionals to add value to themselves & to satisfy
their career aspirations.

Combined Sales - Subsidiaries and Affiliates

The Company is one of the largest privately held diversified industrial
corporations in India. The combined Sales (including Excise Duty) of
the Company, its subsidiaries and affiliates, during the Fiscal Year
ended March 31, 2005, amounted to over Rs. 50,000 million (US$ 1,150
million). In 1897, Godrej made its humble beginning from a garage-like
shed adjacent to Bombay Gas Company Works.

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 • Hierarchy:

Personal department comprises of four employees- one deputy and 3

seniors under him.

19 plants make all different products like security systems, locks,

doors, etc. Each of this plant is considered as a separate profit making
center. Profits made by each of the plants are accounted for
separately in its Annual report also.

• Management:
Different levels of management are as follows:
A - Base level of management
In this level, new-entrants are trained for basic aspects of the
know- how of the department.
O - Operation
P - Promotion of product
T - Technical
S - Sales
E - This level consists of owners and M.D.
Each of this level consists of three sub-sections, through which each
employee has to pass to reach a higher level. An employee, before
moving into the next level, he has to be in each sub section for at least
two years.

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• Planning:

HRP is understood as the process of forecasting an organization’s

future demand for, and supply of, the right type of people in the
right number. It is only after this that the HRM department can
initiate the recruitment and selection process. HRP is a sub-
system in the total organization planning. Organizational planning
includes managerial activities that set the company’s objectives
for the future and determines the appropriate means for
achieving those objectives. .an integrated part of strategic
management HRP is variously called strategic manpower planning,
or for employment planning.

PLANNING IN GODREJ
 The costs of Human Resource planning are kept minimal as each
plant/ profit centre has its own Personal Department which
provides all the respective plant’s requirements. Each personal
department comprises of four members.
 The short term planning is conducted by each plant’s personal
department with each team’s respective heads.
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  The Long term planning is performed by superiors of each
department in accordance with company’s interests and
objectives.
 The internal detailed planning is planned by each team separately.
 In this way, it is lesser time consuming, energy, economic and also
effective. The decisions are agreed upon by most of the team
members so they are more focused, clear, satisfied that even
they have a say in the working and meeting the targets set.

Q. What is the expense?

There is very minimal expenditure that incurs in H.R planning because
each plant has got its own personal department that designs a strategy
for its plant. The expense is saved in co-ordination and ample of
paperwork. Here a specialized team works for one plant only. Such kind
of system is maintained because each unit is a separate profit-making
center.

Q. Is it worth?
Yes it is worth having such a kind of policy. This helps competitiveness
among the plants. The kind of department they have has been working
for this and knows the know- how well which makes the task efficient
and results in lesser amount of mistakes and flaws.

Q. Is it time-consuming?
It doesn’t consume much time. Planning is done on bi-monthly basis
where personal department discusses various projects and targets with
team heads. They mutually plan and decide the way to meet the target
in stipulated time-frame. So time here is consumed productively.

Q. How much labour is required for this purpose?

It constitutes of only four people from the Personal department which
plan for their plant.

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 • Recruitment: Recruitment is understood as the process of
searching for and obtaining applicants for jobs, from among whom
the right people can be selected. Theoretically, recruitment
process is said to end with the receipt of applications, in practice
the activity extends to the screening of applications so as to
eliminate those who are not qualified for the job. Recruitment
refers to the process of receipt of application from job seekers.
In reality, the term is used to describe the entire process of
employee hiring. There are recruitment boards for railways,
banks and other organizations. B school talks about campus
recruitment. In newspapers too, recruitment is frequently used
to connate the process of employment.

RECRUITMENT IN GODREJ:
The requirement of work force arises when a post gets vacant that
happens due to promotion and/or when an employee leaves the
organization.
There are vacancies all round the year.

In case it doesn’t have availability of human resources to meet the

requirement, then it contacts and takes help from the mother pool and
in this way requirement is met. Mother pool is a database system where
all resume’s and work force is directed to the requirement. In this
procedure, semi-skilled employees can also be employed. Incase of
specializations, outside advertisement and help is sought for.

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 • Then it is announced through websites of Godrej to all of its
branch offices regarding the vacancy, designation, work expected
out of them, minimum requirements of applying, etc.
• An outside applicant can also apply for the post.
• Employees in the other branches can also apply for change of
place or kind of work. E.g. an employee working in Ahmadabad
branch as an accounts executive can apply in Mumbai branch for
any post in only the next level, including he has capabilities.

Also there is campus recruitment. Their campus recruitment

programme is geared towards nurturing young talent and helps them
make a smooth transition from B-schools and colleges to the work
place. Through the empowered internship programme as also the
robust induction which involves stimulating assignments and myriad
projects across functions and businesses they provide challenging and
fulfilling career options to their young leaders.

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 • Selection:

Recruitment and selection are the two crucial steps in the HR

process and are often used interchangeably. There is, however, a fine
distinction between the two steps. While recruitment refers to the
process of identifying and encouraging prospective employees to apply
for jobs, selection is concerned with picking the right candidates from
a pool of applicants. Recruitment is said to be positive in its approach
as it seeks to attract as many candidates as possible. Selection on the
other hand is negative in its application in as much as it seeks to
eliminate as many unqualified applicants as possible in order to identify
the right candidates.

SELECTION IN GODREJ:
In most cases employees currently working with Godrej are
given more preference if they are qualified and fulfill the
requirements needed for the post. Incase of specialized services,
outside sources are sought for.
Then all of them are interviewed and the appropriate one is
chosen. The other resumes are preserved for future reference and
support. The management prefers selecting an internal employee for
any vacancy. E.g. mostly, subordinates working with the deputy are
preferred in case of vacancy of a deputy manager. In case of expansion
also, internal employees are sought for first. In this presently
working employees get a lot of opportunities of growth.

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• Induction:

Induction also called Orientation is designed to provide a new

employee with the information he or she needs to function
comfortably and effectively in the organization. It is a planned
introduction of new hires to their jobs, their peers and the
company. Typically, orientation conveys three types of
information-(1) general information about the daily work routine;
(2) a review of the firm’s history, founding fathers, objectives,
operation and products or services as well as how the employee’s
job contributes to the organization need and (3) a detailed
presentation , perhaps , in brochure, of the organization policies ,
work rules and employees benefits.

INDUCTION IN GODREJ:

Various orientation programmes are carried out in GODREJ to

provide better introduction of new employees to their working
environment. Some of them are as follows:

 GALLOP: The Godrej Accelerated Learning, Leadership and

Orientation programme is a one year programme that will make
people’s transition from B-school to the work place an exciting
and fulfilling experience. At Godrej they believe that the first
few years are crucial to future success. On-the-job-training is
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 very important for any newcomer but they need more than just
the basics to succeed. GALLOP is a holistic programme that looks
at all the spheres of development, from on the job learning to
training and from orientation to leadership. The programme is
designed to give a person the best possible start to a great,
galloping career.

Finding one’s bearings and getting to know the business, the

industry and the people who make it tick are very important. During
GALLOP, one will spend the first month doing just this. At this
intensive one month training they will get to know all about the Godrej
Group. They will also build close relationships with the other
GALLOPers in the programme - Here they will forge relationships that
will last them a lifetime. During this month, they will have informal
interactions with the senior management.

Orientation does not stop after a month. They will remain in close
contact with other GALLOPers through a shared 'GALLOP Stable' - a
room dedicated to their programme where they can interact, study or
just kick back with a cup of chai. If based in Mumbai, they also have
the option to share apartments (2 or 3 to an apartment) that are
located in their beautiful campus. Typically 80% of GALLOPers live in
these apartments creating the same kind of camaraderie and bonding
that one usually finds on college campuses.

Every GALLOPer is assigned a mentor. The mentor is normally a senior

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leader with at least 10 years of experience. She or he will guide the
person through career choices and tough business decisions. In turn,
the person will be expected to 'reverse mentor' i.e. to share his/her
knowledge and ideas freely with their senior, so as to also let their
seniors learn from them.

 ACE - Accelerated Careers for Executives:

ACE is a one-year induction programme for executives, which provide

them with a holistic view of functioning of company, cross functional
projects and Cross company and SBU projects within the Godrej group.

For example: This is a typical career progression path of a Fresh Engineer,

just out of college. Traditionally, it takes almost five years for an engineer
to become a manager. Whereas through ACE, an engineer is empowered to
become a manager in just three to four years. This is how a fresh engineer
can achieve the managerial status through ACE.

The development of an individual occurs through various cross-functional

stints. Challenging roles and ambitious tasks and valuable managerial
development inputs.

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• Training, Development and Career management:

Training and development refers to the imparting of specific skills,

abilities and knowledge to an employee. More clearly, training and
development may be understood as any attempt to improve current or
future employee performance by increasing an employee’s ability to
perform through learning, usually changing the employee’s attitude or
increasing his or her skill and knowledge. The need for training and
development is determined by the employee’s performance deficiency,
computed as follows:
Training and development need = Standard performance – Actual
performance

TRAINING AND DEVELOPMENT IN GODREJ:

After an employee is chosen, he is temporary for a year. One year is
his probation period where he is trained and reviewed quarterly. So
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 by the end of the year, with the help of 4 quarterly reports, decision
is made whether or not to make him permanent.

In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in

"Personalitree Academy Ltd." Personalitree provided interactive soft skills
training programmes online to corporates. Personalitree's training modules
have since been a part of Godrej's training and development initiatives.

It all started in 1996 with the break-up of the joint venture between
Godrej Soaps Ltd (GSL) and Proctor and Gamble (P&G). Post break-up, GSL
was bereft of a distribution system and had to start from scratch. As part
of the rebuilding exercise, GSL recruited about 250 new employees who
had to be aligned with its corporate culture. In 1997, GSL conducted a
Total Quality Management (TQM) workshop for all its 5000 employees to
help them connect to their job.

Parivartan2 was launched in September 2000 in GSL to train new as well as

existing employees on various aspects of the business and to motivate
them. In 2001, new initiatives like Young Executive Board (YEB), Red and
Blue Teams, Mentoring and Reverse Mentoring were introduced in the
Godrej Group, (Godrej) to encourage the involvement of youth in strategic
decision-making.

Later, in September 2002, GIL introduced Spark, a training programme for

managers to help them become effective coaches. Towards the end of
2002, E-gyan was introduced in GIL to increase the learning potential of
employees.

In January 2003, a special HR programme on honing the interpersonal and

negotiation skills of officer- level employees was launched in GIL. Further,
in October 2003, an English language training programme was held for floor
workers of Godrej and Boyce Manufacturing Company Ltd (GBML), so that
they could follow all instructions issued in that language independently.

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Here are some training programmes explained in detail:

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