AutoNation, the largest Auto Retailer in the USA,[3] was founded by entrepreneur H. Wayne Huizenga,[4] also founder of Blockbuster and Waste Management.[5] The company, founded in 1996, is headquartered in Fort Lauderdale, Florida. The current Chairman and CEO is Mike Jackson, former CEO of Mercedes Benz North America. The current President and Chief Operation Officer is Mike Maroone; previously of Maroone Automotive Group of South Florida.


The field of human resource management is becoming famous among businesses and is also gaining popularity among students. Many of them are looking for this field among schools and colleges. The field of resource management is also becoming popular to colleges and universities and more courses are being held so that more and more students are being qualified to enter this field of specialization. The students who are specializing in this field of the study will have to take various courses or subjects in the areas of personal relations, economics, computer science, and numerous other fields that are applicable. For the students to have an edge when they are applying for the field of human resource management in a company, they have to acquire experience in the said field. They can first apply and be hired to small companies to acquire experience and later on if they want to transfer to larger companies, they would have the experience for them to be hired.

Human resource management is a crucial field in a business. Since they are responsible for the overall performance of the staff as well as their personal issues and concerns, the productivity of the employees definitely affects the overall productivity of the company. Since their field of the management is encompassing to all the departments in the company, the management is very close to the executives of the company. Those in the higher positions must trust the management that they will ensure the productivity of all the staff and therefore the business will prosper.


HR as a function has undergone drastic changes. Both, companies that have built empires over a period of time and those that have recently surfaced, owe their success to their people. Hence, companies are working really hard on their human resources management practices. Few have stuck to their age-old practices, while some others have blended them with some modern day techniques.
Ltd. exemplifies an ideal blend of family values, partner values and modern day practices. A joint venture company between Honda Japan and Hero Group India, Ltd. has come a long way from being a two-wheeler manufacturer to being synonymous with two-wheelers!
People management practices at are a reflection of those of their Japanese partner, Honda Motors, although they differ in implementation. These differences could be attributed to the diverse cultural backgrounds of their employees.
The ‘fill it, shut it, forget it ’mantra for its CD 100 model holds true for ’s HR practices!
Fill it Hiring

No, not filling fuel in a bike but filling in organisational fuel-its people! The foremost requirement for any organisation’s success is its employee fitment vis-à-vis its goals. Filling in positions with employees that best suit the requirement governs the recruitment policy at .

The recruitment process is an annual affair at carried out in two phases. Phase one comprises hiring managerial and engineering recruits under the supervision of corporate HR, in addition to a plant representative (either the HR head or a General Manager). Campus recruitments and advertisements are main sources of hiring these people.


Phase two involves shop floor hiring, for which the plant’s HR is solely responsible. has put in considerable effort to drive its recruitment process at the plant level. Pre-requisites have been laid down for positions at the plants. A diploma from Industrial Training Institutes (ITIs) and experience determine a candidate’s rank in the organisation. Prior to the interview process, a written exam is held to assess candidates’ technical / professional knowledge, IQ and general aptitude. Traits like honesty, earnestness and integrity are assessed during the interview. The company’s internal sources are exercised for filling in senior level hiring needs. Employees from company competitors are also considered seriously.
Shut it Training

Having filled the positions, it’s time to equip employees with relevant information and training. has a formalised induction programme at the plant and the corporate levels. The duration of the programme varies for different recruits. Engineering recruits, for instance, have a month-long induction programme, unlike managerial recruits who spend comparatively less time. The difference is largely because the engineering hires need more time on the production floor than the managerial and other function recruits.
The induction programme begins with classroom lectures on the company’s vision, mission, goals, culture and values. Interspersed with these are lectures by the top management officials about their experiences in the company. Classroom sessions lasting a couple of days are followed up by orientation to various functional areas. During the induction process, employees are expected to maintain a record of their learning and daily activities. This helps while providing feedback. Apart from the knowledge of business operations, the five golden rules of work at - punctuality, cleanliness, and quality of work, maintenance of equipment and courteousness and helpfulness towards both external and internal customers are emphasised.
The employee development programmes at include areas like team building, quality control, stress management, time management etc. Star performers are given an opportunity to pursue correspondence courses in Japanese management techniques, like 5 Sigma, TPM, TQC Kaizen and business process management. Employees also have an option of taking ILO sponsored courses on labour management.




Employee Policy

“Hero is growing, grow with Hero,” is the governing principle of ’s labour management practices. It was one of the first few companies to offer benefits like house rent allowance (HRA), leave travel allowance (LTA) and uniform allowance to its employees.
The company shuns unionism. Instead it has well established communication channels across organizational levels. The company’s Quality circle facilitates quality improvement among employee groups. This apart it has a suggestion system that seeks employee suggestions regarding work processes, company culture and other relevant matters. Employees providing the best and implemental solutions are rewarded suitably. Shift meetings and morning meetings that discuss routine problems and concerns besides recognising employee efforts are some of the managerial level communication channels at .

As a recruitment practice, employment is provided to family members of employees especially in the case of untimely death or retirement.
Forget it

Having hired the right people, and equipped them with adequate information and training, the company gives them enough opportunities to prove themselves. Interference in daily chores is considered “bad manners” at .










PRINCIPLES
Today has managed to achieve indigenisation of over 95 percent, a Honda record worldwide. is at present the largest-selling Indian motorcycle and the most fuel-efficient in its category - the outcome of Hero Group's foresight and another classic example of how the Group strives to provide the customer with excellence and satisfaction.


Customer-centric:
The Company's success has been driven by customer centric policies and teamwork to achieve progress and productivity. The philosophy of emphasizes the "Pursuit of Excellence" in designing and manufacturing technologically and qualitatively superior products and in creating economic value for its stakeholders. It takes care of its customers through value based competitive pricing and good after sales service.

Excellent marketing, finance and loan services, an efficient dealer network, tactical promotion comprising of fuel conservation campaigns, mobile workshops, safety driving courses and others, all placed in a league distinct from the conventional. The Company focuses on providing "Value for Money" through its pricing strategies and after sales services.


Excellent Collaborator Relationship:
is now the leading two-wheeler Company in India in terms of net sales (sales less excise duty value, which was Rs 3171 crores. It is both the leading two wheeler manufacturer and sales operation among Honda's worldwide operations. The Company has maintained excellent relationship with all stakeholders including its collaborators. has emerged as the most successful joint venture Company of Honda in the world, their relationship over 116 years old now.
ERP Implementation:
The Company has successfully implemented SAP R/3 (ERP Program - "Project Synergy") thereby enabling proper planning and company wide efficiency. The modules were implemented and stabilized in a record 10 months period. It speaks of the commitment of the management and the implementation team towards making it processes accountable and efficient.
 
Last edited:

jamescord

MP Guru
AutoNation, the largest Auto Retailer in the USA,[3] was founded by entrepreneur H. Wayne Huizenga,[4] also founder of Blockbuster and Waste Management.[5] The company, founded in 1996, is headquartered in Fort Lauderdale, Florida. The current Chairman and CEO is Mike Jackson, former CEO of Mercedes Benz North America. The current President and Chief Operation Officer is Mike Maroone; previously of Maroone Automotive Group of South Florida.


The field of human resource management is becoming famous among businesses and is also gaining popularity among students. Many of them are looking for this field among schools and colleges. The field of resource management is also becoming popular to colleges and universities and more courses are being held so that more and more students are being qualified to enter this field of specialization. The students who are specializing in this field of the study will have to take various courses or subjects in the areas of personal relations, economics, computer science, and numerous other fields that are applicable. For the students to have an edge when they are applying for the field of human resource management in a company, they have to acquire experience in the said field. They can first apply and be hired to small companies to acquire experience and later on if they want to transfer to larger companies, they would have the experience for them to be hired.

Human resource management is a crucial field in a business. Since they are responsible for the overall performance of the staff as well as their personal issues and concerns, the productivity of the employees definitely affects the overall productivity of the company. Since their field of the management is encompassing to all the departments in the company, the management is very close to the executives of the company. Those in the higher positions must trust the management that they will ensure the productivity of all the staff and therefore the business will prosper.


HR as a function has undergone drastic changes. Both, companies that have built empires over a period of time and those that have recently surfaced, owe their success to their people. Hence, companies are working really hard on their human resources management practices. Few have stuck to their age-old practices, while some others have blended them with some modern day techniques.
Ltd. exemplifies an ideal blend of family values, partner values and modern day practices. A joint venture company between Honda Japan and Hero Group India, Ltd. has come a long way from being a two-wheeler manufacturer to being synonymous with two-wheelers!
People management practices at are a reflection of those of their Japanese partner, Honda Motors, although they differ in implementation. These differences could be attributed to the diverse cultural backgrounds of their employees.
The ‘fill it, shut it, forget it ’mantra for its CD 100 model holds true for ’s HR practices!
Fill it Hiring

No, not filling fuel in a bike but filling in organisational fuel-its people! The foremost requirement for any organisation’s success is its employee fitment vis-à-vis its goals. Filling in positions with employees that best suit the requirement governs the recruitment policy at .

The recruitment process is an annual affair at carried out in two phases. Phase one comprises hiring managerial and engineering recruits under the supervision of corporate HR, in addition to a plant representative (either the HR head or a General Manager). Campus recruitments and advertisements are main sources of hiring these people.


Phase two involves shop floor hiring, for which the plant’s HR is solely responsible. has put in considerable effort to drive its recruitment process at the plant level. Pre-requisites have been laid down for positions at the plants. A diploma from Industrial Training Institutes (ITIs) and experience determine a candidate’s rank in the organisation. Prior to the interview process, a written exam is held to assess candidates’ technical / professional knowledge, IQ and general aptitude. Traits like honesty, earnestness and integrity are assessed during the interview. The company’s internal sources are exercised for filling in senior level hiring needs. Employees from company competitors are also considered seriously.
Shut it Training

Having filled the positions, it’s time to equip employees with relevant information and training. has a formalised induction programme at the plant and the corporate levels. The duration of the programme varies for different recruits. Engineering recruits, for instance, have a month-long induction programme, unlike managerial recruits who spend comparatively less time. The difference is largely because the engineering hires need more time on the production floor than the managerial and other function recruits.
The induction programme begins with classroom lectures on the company’s vision, mission, goals, culture and values. Interspersed with these are lectures by the top management officials about their experiences in the company. Classroom sessions lasting a couple of days are followed up by orientation to various functional areas. During the induction process, employees are expected to maintain a record of their learning and daily activities. This helps while providing feedback. Apart from the knowledge of business operations, the five golden rules of work at - punctuality, cleanliness, and quality of work, maintenance of equipment and courteousness and helpfulness towards both external and internal customers are emphasised.
The employee development programmes at include areas like team building, quality control, stress management, time management etc. Star performers are given an opportunity to pursue correspondence courses in Japanese management techniques, like 5 Sigma, TPM, TQC Kaizen and business process management. Employees also have an option of taking ILO sponsored courses on labour management.




Employee Policy

“Hero is growing, grow with Hero,” is the governing principle of ’s labour management practices. It was one of the first few companies to offer benefits like house rent allowance (HRA), leave travel allowance (LTA) and uniform allowance to its employees.
The company shuns unionism. Instead it has well established communication channels across organizational levels. The company’s Quality circle facilitates quality improvement among employee groups. This apart it has a suggestion system that seeks employee suggestions regarding work processes, company culture and other relevant matters. Employees providing the best and implemental solutions are rewarded suitably. Shift meetings and morning meetings that discuss routine problems and concerns besides recognising employee efforts are some of the managerial level communication channels at .

As a recruitment practice, employment is provided to family members of employees especially in the case of untimely death or retirement.
Forget it

Having hired the right people, and equipped them with adequate information and training, the company gives them enough opportunities to prove themselves. Interference in daily chores is considered “bad manners” at .










PRINCIPLES
Today has managed to achieve indigenisation of over 95 percent, a Honda record worldwide. is at present the largest-selling Indian motorcycle and the most fuel-efficient in its category - the outcome of Hero Group's foresight and another classic example of how the Group strives to provide the customer with excellence and satisfaction.


Customer-centric:
The Company's success has been driven by customer centric policies and teamwork to achieve progress and productivity. The philosophy of emphasizes the "Pursuit of Excellence" in designing and manufacturing technologically and qualitatively superior products and in creating economic value for its stakeholders. It takes care of its customers through value based competitive pricing and good after sales service.

Excellent marketing, finance and loan services, an efficient dealer network, tactical promotion comprising of fuel conservation campaigns, mobile workshops, safety driving courses and others, all placed in a league distinct from the conventional. The Company focuses on providing "Value for Money" through its pricing strategies and after sales services.


Excellent Collaborator Relationship:
is now the leading two-wheeler Company in India in terms of net sales (sales less excise duty value, which was Rs 3171 crores. It is both the leading two wheeler manufacturer and sales operation among Honda's worldwide operations. The Company has maintained excellent relationship with all stakeholders including its collaborators. has emerged as the most successful joint venture Company of Honda in the world, their relationship over 116 years old now.
ERP Implementation:
The Company has successfully implemented SAP R/3 (ERP Program - "Project Synergy") thereby enabling proper planning and company wide efficiency. The modules were implemented and stabilized in a record 10 months period. It speaks of the commitment of the management and the implementation team towards making it processes accountable and efficient.

hi dear,

Here i am uploading Study on Automation - Pragmatic Project, so please download and check it.
 

Attachments

  • Study on Automation - Pragmatic Project.pdf
    2.7 MB · Views: 0
Top