Brief Background Of Saint Gobain Commerce Essay


Through an extensive international history, which inaugurated in France in 1665 when the Royal Glass Works was recognized, the Saint-Gobain group is now the world frontrunner on habitat and building markets, if advanced solutions to save energy and keep the environment.

Saint Gobain has strong presence in the field of abrasive, ceramics, plastic, floor glass, packaging, insulation, reinforcement, building materials and prices.

Saint Gobain has upgraded the technology continuously over the years with its technical strength and expertise. Today its P&N process is highly systemized and tends to meet international stands consistently.


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Saint Gobain maintains a close contact with the suppliers and the retailers of the glass products over 3 decades.

Ability to fight with changing environment and market in the industry.

Customized individual services.

Company was certified as ISO 9002 in 1998 documentation.

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Quality management system upgraded to 9001: 2004.

Organization Employs 208 services.

Obtained occupational health and safety assessment series (OHAS) 18001 Certification, for its OHS Management system in 2004.

Company got certified ISO K001 in 2001 for its environment Management System and Upgraded to K001: 2004 version.

Organization employs 208 services.

It has a production capacity of 3500 tons.


Products of SAINT- GOBAIN are divided into three major sectors;

GLASS: Flat Glass, Packaging, Insulation and Reinforcement.

HOUSING PRODUCTS: It includes building materials distribution, building materials and pipes.

HIGH PERFORMANCE MATERIALS: It includes abrasive, ceramics and plastics.


The Code of Conduct is a comprehensive concept of the Saint-Gobain Principles of ethics and Deed and sets available what is predictable of the line-up's workforces. The object of this code is to guarantee that every member of the Group in India is aware of suitable manner and principled behaviour, in relation through the Saint-Gobain Principles of Conduct and Deed.

 Equivalent Opportunities for All

We hire people exclusively on value and reward people on the basis of their performance and skill without discrimination on grounds of age, race, caste, ethnic origin, religion, political or other opinion, gender, marital status, or disability/disease distinct to the part. Worker of the Group will never be feel discriminated based happening any of the above grounds or on the foundation

of some other individual prejudice or bias.

Creating work situation

The company always strive to create a group who are well aware of all the objectives and values of their own within the company and outside. Evaluate the employees continuously whether they are attaining the standards expected and creating a challenging environment within the organisation to withstand in this competitive world.

The employees in the group interacts each other whole heartedly and consider each other as brothers and sisters within the organisation and outside. Employees work together for the achievement of organisational goal and the personal objective co-operatively. They behave in a manner that they stay connected during the work and keep open minded attitude and honesty. Saint Gobain Employees feel happy during their working time because of the co-ordination and problem sharing mentality each other.

The human resource team strictly prohibits any kind of harassment such as sexual harassment, religion, disability, age, caste, religion. No employee will be involved in these harassing activities within the company.

Departmental structure of Saint Gobain

Human Resource



Corporate planning



Internal audit and control

Functional Departments

General management



Health & safety

Human resource management

Managing human resource is the main function of Human Resource Management. Optimum utilisation by minimising the cost is the important activity which is to be the considered as the concept of the personnel management.


In the HRP function, the number and type of workers needed to achieve organizational goals are determined. Research is an important part of this function, since planning is required to gather and analyses information to provide human and material resources to predict future human resource requirements. The key to the strategic planning of human resources is staffing and employee development.

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Here we cover the very large area of business which involves people. We look briefly at planning for the right numbers of people; training and developing them; negotiating with them on pay and conditions; and other general aspects of welfare. 

Manpower planning is particularly critical in developing countries where people skills are so valuable. 

Manpower planning is about creating a mix of: 

The right people. 

In the right numbers. 

With the right knowledge, skills and experience. 

In the right jobs. 

In the right place. 

At the right time. 

At the right cost. 




Recruitment implies search of the skilled employee to suit the job requirements as specified in job specification which is a technique of job analysis. Job analysis is the first stage in selection process which makes the vacant positions known to a number of people and the opportunities that the company offers. The efficient candidates will respond to the offer which is brought forwarded by the company. Recruitment is the process of attracting the candidates to the right positions.





The sources like internal and external are need to be evaluated and adopted well on the basis of their effectiveness and the suitability in various organisations. Here in SAINT GOBAIN the intenal and external sources specified above are adopted to acquire the right aspirant at the right position.



The recruitment and selection process of SAINT GOBAIN is well scheduled and sequentially organised. So there is no chance of risk of failure in human resource management and its related operations. The operations like new hiring needs, source identity, prequalify and assessment, applicant tracking and routing, executive hiring, quality assurance, transition to HR is done in chronological way.


Training and Development has to do to increase the employee skills, skill that is necessary for proper job performance. In this process various techniques of training are used to develop the employees. Designing a sound promotion policy, determining the basis of promotion and framing performance appraisal programs are the elements of personnel development function.

The training cycle of Saint Gobain

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Training is a prearranged action for cumulative the information and skills of people for a certain determination. It involves systematic procedures for moving practical knowledge to the employees consequently by way of to increase their knowledge and skills for concern specific jobs with skill. In other words, the trainees acquire technical knowledge, skills and problem solving ability by undergoing the training programme .Training involves the development of skills that are usually necessary to perform a specific job. Its purpose is to achieve a change in the behaviour of those trained and to enable them to do; their jobs better. Training makes newly appointed workers fully productive in the minimum of time. Training is equally necessary for the old employees whenever new machines and equipment are introduced and/or there is a change in the techniques of doing the things. In fact, training is a continuous process. It does not stop anywhere. The managers are continuously engaged in training their subordinates. They should ensure that any training programme should attempt to bring about positive Changes in the (i) Knowledge, (ii) skills, and (iii) attitudes of the workers. The purpose of training is to bring about improvement in the performance of work. It includes the learning of such techniques as are required for the better performance of definite tasks.


Human Resource policies deliver guidelines for action on people-connected business issues and human resource practices and programs based on strategic needs. Human resource policies include recruitment, hiring and other personnel activities to ensure that it fits with the essential skills and abilities to support strategic business implementation. This will then determine the types of education, training, development, performance-management system, work related learning and pay that are needed among the folks in an organisation to help the organization to become more efficient. Therefore, to confirm the successful implementation of strategic business planning, human resource policies is significant because it decides how an organization will compete. A staff survey conducted in 2010 among the employees of

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SAINT GOBAIN it was stated that over 50 % of the workforce believed that management and human resource policies must be connected and aligned to the business strategy of the company to attain its objectives and goals. Therefore SAINT GOBAIN business leaders need to constantly measure if right expertise is obtainable in the talent pool to achieve the business strategies. It is definite that the integration of human resource policies into business strategy delivers support in executing the strategic plan to attain competitive advantage.

There are several models of human resource strategy which have been suggested (Figure). The selection of human resource strategy model is decided by the deviations in the business procedures like age of the organization, structure, size, the solidity of labour markets and competitive edge. Efficient human resource strategy should be consistent with the competitive strategy of the organization.

(Figure 3) (Source:Author,2012)

Human Resource Strategy Models


Compensation means determination of adequate and equitable remuneration of personnel for their contribution to organization objectives. To determine the monetary compensation for various jobs is one of the most difficult and important function of the personnel management. A number of decisions are taken into the function, viz., job-evaluation, remuneration, policy, inventive and premium plans, bonus policy and co-partnership, etc. It also assists the organization for adopting the suitable wages and salaries, policy and payment of wages and salaries in right time.

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As stated by Lawler in 1990, the reward system must be planned on the basis of the strategic program of the business. By knowing the position of the business to the present and for the upcoming future, human resource policy can plan a reward system to offer incentives to inspire and promote the behaviour, attitudes and to encourage the employees to have an increased performance. It also keeps attractive benefits in order to retain and attract good employees in the organisation to encourage great commitment, human resource management that exercises the emphasis on performance pay and teamwork has generated a great influence on innovation. Thus Saint Gobain promotes the usage of incentives and bonuses to reward their workers to ensure that wages remain competitive, according to the position of the organization. The profit sharing, implementations of the incentive scheme are positively correlated with the speed of product growth and marketing, customer satisfaction, product quality and increased sales.

Unlike SAINT GOBAIN, many employees responded that the benefit package for the company is not competitive and the benefits of the system are not planned to reward and maintain employees (staff Survey SAINT GOBAIN 2010). At the stage of development, it should consider in adopting appropriate and flexible human resource policies which rewards the employees at various stages of the business life cycle. SAINT GOBAIN must exercise this human resource policy to fascinate the exact individual and at the same time it rewards its present staff as a way of motivation in order to retain them in the organisation. As a company that hinge on many creative ideas on the notion of marketing and product improvement, the reward-effort interchange policy is significant to support the organisation to achieve its goal.



The Career planning is employee perspective and succession planning is company perspective.

The main objective of the company through succession planning is to develop a talented team.

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Critical issues in the company

Compensation related issue

Work overload

Poor work environment

Labour safety

1. There is a compelling argument that gifting family businesses to the next generation destroys businesses and family relationships. When family members purchase shares in a family business they are required to assess their own skills and ability to generate wealth from the business. Families that skip this step, families that gift ownership encourage children to work in and often lead family businesses for all the wrong reasons.