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AJAY MANE ROLL NO.

5
MMS 1 DIV-A
INTRODUCTION

• Anand Ashok Chand Burman - CHAIRMAN OF DIL.


• MR SUNIL DUGGAL - CEO OF THE COMPANY.
• DABUR INDIA LIMITED IS INDIAS LEADING FMCG COMPANY.
• DABUR IS CURRENTLY THE 4TH LARGEST INDIANCONSUMER GOODS
MANUFACTURING COMPANY (FMCG).
• TURNOVER OF Rs. 5,283 CRORE.
• PRODUCT THAN 50 COUNTRIES WORLDWIDE.
DABUR COMPANY PRODUCT
HR PRACTICES OF DABUR COMPANY

 PERFORMANCE APPRAISAL
 Mangement by objectives (MBO). Annual evaluation based on the goals set by the organisation. The reasons for failures,
if any are also discussed with the employees. a standard value system is provided to the appraiser, based on
which assessments are done in four categories, namely
1 Outstanding. 2 Excellent. 3 Good. 4 Below average.
 There is no open appraisal or 360 deg. feedback in the company. Also, there is only annual Feedback and discussion on
reasons of failures. In Dabur, positive leniency errors are more common, with most evaluators marking appraises high,
due overestimation of targets achieved. Based on survey of employees at Dabur, performance appraisal is satisfactory,
not very good. The process needs to be integrated into the career planning of its employees in a more effective
manner, with the appraisal outcome used more for the purpose of rewards. An open system with joint goals set by the
appraisee and appraiser is desired
 REWARD AND RECOGNITION
• At Dabur, the Human Resources department supports the business operations and helps
enhance performance parameters for each employee. Special care is taken in nurturing talent,
promoting entrepreneurship among employees and motivating employees to innovate and
improve their performance through an innovative reward and recognition programme called
‘Applause’.
The objectives of this scheme are
1. To reward contribution of employees beyond normal monetary rewards.
2. To recognize and applaud for immediate recognition •To promote positive behaviors in the
organization.
 TRAINING & DEVELOPMENT
• Special programmes have been devised for the sales force. Through audio-visual and real time
sessions, the sales teams are trained intensively on various nuances of different sales channels.
The entire process is highly proactive and well-structured.
• In all 1,034 training and skill upgradation programmes were organized during the year for
skilled and unskilled employees
• The company has a well-developed Young Managers’ Development Programme(YMDP), which
is a cross-departmental training programme designed for new Management Trainees and
ensures a regular talent flow within the company
 GENDER DIVERSITY
• Dabur is consciously working towards enhancing gender diversity at the workplace and 2.75% of
the employees on its rolls are women.
• Today, 43% of our brand managers across categories are women. Around 25% of the management
trainees recruited during the last two years are women. Keeping this in mind, we have been
celebrating International Women’s Day (IWD) at Dabur as a gesture to tell our women employees
• The women employees were invited for special interactions and hi-tea with the top management.
Besides, a special health, wellness and grooming session was organized for all women employees
with executives from Bharti Taneja’s Beauty School. A session on healthy eating and its importance
for healthy living was also held. Besides, beauty & grooming tips will be offered by leading beauty
experts, and special gift hampers & gift vouchers distributed among women employees on the
occasion.

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