A PROJECT STUDY REPORT ON Training Undertaken at
SHRIRAM RAYON’S, KOTA
Titled “Employee Engagement Practices” Submitted in partial fulfillment for the Award of degree of
Master of Business Administration
Submitted by: -
Project Guide:-
Aakash Pareek
Mr. Mani Menon
MBA –HR
Officer ‘A’
III Sem.
Personnel Department 2012-2014
CERTIFICATE This is to certify that the project work done on “Employee Engagement Practices” is a bonafide work carried out by Mr. Aakash Pareek under my supervision and guidance. The project report is submitted towards the partial fulfillment of Master of Business Administration. This work has not been submitted anywhere else for any other Degree/Diploma. The original work was carried during 20/5/2013 to 3/7/2013 in DCM Shriram Rayon’s.
Project Guide Mr. Mani Menon Officer ‘A’ Personnel Department
DECLARATION
I Aakash Pareek student of MBA III Sem. hereby declare that the summer training report on “Employee Engagement Practices” submitted to Rajasthan Technical University, Kota in partial fulfillment of Degree of Master’s of Business Administration is the original work conducted by me.
The information and data given in the report is authentic to the best of my knowledge. This summer training report is not being submitted to any other university for award of any other Degree, Diploma, and Fellowship.
Aakash Pareek MBA-HR III Sem.
ACKNOWLEDEMENT
Words are inadequate to express my gratitude to the DCM Shriram Rayon’s for giving me an opportunity to undergo the summer training in their company and extend me full cooperation, enabling me to successfully complete this project report. I am thankful to my family and friends who have helped and supported me to take this project a success. I am particularly grateful to Mr. Mani Menon, Officer ‘A’- Personnel department (Shriram Rayon’s) for his cooperation extended to me by providing necessary information and timely help. I am also thankful to Miss Divya Thomas (Officer ‘A’), Mr. Imran K. Sherwani (Sr. Office Asstt.) for the valuable suggestions and encouragement in completing this project successfully.
Aakassh Pareek MBA-HR III Sem.
PREFACE
The MBA curriculum is so designed that student get enough practical knowledge of business world which helps them to explore their skills in the corporate world in future.
The MBA training helps the students to understand and gain knowledge about the industry and market environment. It develops skills of analyzing and interpreting problems through application of concepts and techniques of management.
This project helped us analyze the difference between the organizational realities and the theories that have been taught in our academic sessions and also gave us a real experience of the corporate world.
This project also helped us in understanding the working and functioning of the organization in a better way. It also taught us how to take every experience in the right way and learn from each one. Finally the analysis of the report and the recommendation made by us should be practically feasible put to test in real life situation.
EXECUTIVE SUMMARY Now a days the economy is growing at a fast pace in India and the competition in every sector and industry is getting fierce and intense day by day therefore it has become important for the organizations to take care of the minutest factor which can affect the company’s profitability and productivity. Employee engagement is a tool which not only helps the company increase its profitability and productivity but is also helpful in retaining the right talent which is again a big challenge for the companies. “Employee engagement is an outcome based concept. It is the term used to describe the degree to which an employee is ascribed as aligned and committed to their organization such that they are at their most productive”. The given project is a study which finds the prevalent practices of employee engagement in power industry and comparing those with Reliance’s practices. It also includes the survey which measures the engagement level in Reliance Infrastructure with the help of 14 parameters and analyzing the cause for low engagement department wise. It also gives the difference in the perception of the managers and their subordinates which further gives an overview of the situation of engagement in Reliance Infrastructure. The main findings of the study include the following: 1) In Reliance Infrastructure most of the employees are satisfied but not engaged. 2) Work Life Balance, Recognition, Role Clarity & Training and Development opportunities are the major problem areas where Reliance has to work.
3) Support functions like Accounts & Finance, Admin, IT, Marketing & Proposals, are the functions are the areas where management needs improvement. 4) The perceptions of the managers and their subordinates differ on various crucial parameters of engagement like Work Life Balance, Role Clarity, Training needs etc. which limits the scope for improvement. 5) Reliance Infrastructure in lacking quite behind its competitors in providing non monetary rewards and recognition programs. 6) Reliance Infrastructure provides a handsome compensation to its employees still the attrition is higher than other players which indicate loop holes in their engagement and retention policies. These findings indicate a vast scope of improvement in the employee engagement programs and practices. And according to me some of the practices and programs which should be included in the company’s policy are: 1) The areas of immediate concerns are to be taken care first. 2) There should be annual feedback system from the employees 3) Make the employee feel that the organisation is concerned for employees’ health and well-being. 4) Keeping employees informed about what is going on in the organisation is critical. 5) Build a climate of trust. 6) Hire the right employee at the first place. 7) Make Sure Each Employee Has A Career Path. 8) By All Means, Have Fun.
9) Help supervisors build their engagement and retention skills. 10)
Every work whether small or big should be given to the employees
in a way that it appears to be challenging. 11)
Once in a month there should be an informal discussion should be
conducted between HR professional and other employees. 12)
Once a month (may be Saturdays) organize a small gathering just
to appreciate and praise the performers. 13)
Low performers have to be identified.
14)
Perception of the managers has to be more close to reality.
TABLE OF CONTENTS Sr No.
Topic
1)
Acknowledgement
2)
Executive Summary
CHAPTER 1 Introduction • Introduction to the topic. • Introduction to the company. • Objective.
CHAPTER 2 Literature Review
CHAPTER 3 Material and Method.
CHAPTER 4 Best practices prevalent in the industry.
CHAPTER 5 Engagement Survey in SHRIRAM RAYONS • Survey statistic • Interpretation of graphs.
CHAPTER 6 Analysis
• Engagement parameters analysis & Interpretation • Analysis of the difference between the perception of the managers and the subordinates. CHAPTER 7 Findings
CHAPTER 8 Cause and Effect Diagram
CHAPTER 9 What employees want?
CHAPTER 10
Conclusion and Suggestions • Conclusion • Suggestions
CHAPTER 11 An Engagement model for SHRIRAM RAYONS
CHAPTER 13 Appendices
CHAPTER 14 References
INTRODUCTION
In today’s scenario of immense competition the organization has to do something extra in order to survive and succeed. And for this extra they should hire and retain the employees who are willing to add value to their organization
and care for their organization. But if you wish to have such employees some inputs has to be needed from your side also. The quality of people and their engagement will be critical factors in corporate vitality and survival. Today those companies are successful which are able to extract maximum from their employees at the same compensation as the competitors by keeping in mind the 3 R’s i.e. Respect, Recognition & Rewards.
Rewards
Recognition
Respect
The employer should determine the precise methods to implement these 3 Rs, but in general, respect should be the largest component of your efforts. Without it, recognition and rewards seem hollow and have little effect—or they have negative effects. This is where Employee engagement comes into the picture. It is found that the outcome of engagement directly affects the following: Retention Absenteeism Productivity A more pleasant work environment (for both employees and employer)
Effective service delivery or profitability Customer engagement, and Safety orientation. An organization’s productivity is measured not in terms of employee satisfaction but by employee engagement. Employees are said to be engaged when they show a positive attitude toward the organization and express a commitment to remain with the organization. WHY DO WE EMPHASIZE SO MUCH ON ENGAGEMENT? The organizations emphasize on engagement because of the following reasons: To reduce recruitment and training costs. It has been found that recruiting and training new leaders (supervisors and managers) will cost a company approximately 90-150% of the employee’s annual salary and this doesn’t even include the cost of lost knowledge. It has also been estimated that it costs an organization approximately one-third of a new hire’s annual salary to replace a non-exempt employee A major driver and contributor for increasing employee retention and reducing attrition. In many organizations, losing employees has a domino effect. When one employee leaves, others often wonder about opportunities elsewhere. Those other opportunities start to look better as employees pick up the slack for those who have moved on. Finding employees is even more difficult in high-demand markets, such as in power sector. Furthermore, finding employees is not the only thing.
Other employers and recruiters know where to find good people and are aggressively recruiting them—even if they’re already working for your company. High turnover often leaves customers and employees in the lurch; departing employees take a great deal of knowledge with them. This lack of continuity makes it hard to meet your organization’s goals and serve customers well. Recruiting employees consumes a great deal of time and effort, much of it futile. You’re not the only one out there vying for qualified employees, and job searchers make decisions based on more than the sum of salary and benefits. Bringing employees up to speed takes even more time. And when you’re short-staffed, you often need to put in extra time to get the work done. When we hire a candidate there are some expectations from the employer and some expectations from the employee these set of expectations constitutes the psychological contract between the employer and employee. Psychological contract is the overall set of expectations held by an individual with respect to what he or she will contribute to the organization and what the organization will provide in return.
CONTRIBUTIONS FROM THE INDIVIDUAL
INDUCEMENT FROM THE ORGANIZATION
Effort
Pay
Ability
Job Security
Loyalty
Benefits
Skills
Career opportunities
Time
Status
Competencies
Promotion opportunities
This contract has to be maintained and if the contract is breached it will result in attrition of some of the key and critical talent. Employee engagement has become a critical factor in delivering exceptional service experiences. A recent study by Standard Life shows that the employees the felt part of the business and understood its goals were willing and able to contribute their best to achieving those goals. The company’s internal communications plan and branding is a huge step toward employee engagement. Employee engagement is a challenging topic nowadays because it is a key driver of organizational productivity. Nowadays employee engagement is directly related to the ROI. An employee engagement study by ISR has found: •
A gap of almost 52 percent in the one-year performance improvement in operating income between companies with highly engaged employees versus companies whose employees have low engagement scores.
•
High engagement companies improved 19.2 percent while low engagement companies declined 32.7 percent in operating income over the study period.
Employee engagement is one of the major drivers and contributor for increasing employee retention rate and decreasing the attrition rate. Hence it is important for a company to take care of its employee engagement programs and policies. Here comes the need for doing research on employee engagement. In Shriram Rayons various programs and policies are renewed and upgraded for increasing retention and decreasing attrition rate. Therefore to help the organization in lowering down its attrition rate Employee engagement can be proved to be an effective tool. Further not only being effective but the tool should be cost effective also. The diagnostic tool to be used for the concerned purpose in the present research is as follows:
MATERIAL AND METHOD
TYPE OF RESEARCH: This report includes a descriptive research. Sampling Technique: The sampling technique used in the research is judgmental. SAMPLE SIZE The sample size is taken of 146 employees. This is 34.27% of the total 426 employees of Reliance Infrastructure Ltd. Equal weightage is given to every department. Data Collection: The data for the survey is collected through primary and secondary sources. PRIMARY SOURCES 1) Questionnaire 2) Unstructured Interview 3) Informal discussions. SECONDARY SOURCES 1) Books
2) Journals 3) Management Articles 4) Websites 5) Management consultants views
TOOLS USED FOR ANALYSIS 1) MS EXCEL
OBJECTIVES OF THE STUDY To Study the Employee Engagement practices in a well established MNC. To evaluate the effectiveness of the Employee Engagement. To find out the satisfaction levels of the Employees with the current system.
METHOD FOR THE RESEARCH The research conducted is descriptive type. It is a fact finding approach generalizing the cross sectional study of the present situation. As in this report is driving to a conclusion and suggestions are given at the end it can be classified under conclusive research. For achieving the research objectives firstly went to six companies in the same industry and interviewed the Manager HR of each company and find the engagement practices in their companies. This helped me to find out the prevalent practices in the power sector. Then the second part of the research is to conduct a survey in Reliance Infrastructure
Ltd. for knowing the engagement level in Reliance Infrastructure Ltd. department wise which will be helpful in finding out the problem more precisely. The questionnaire used consists of 22 questions which measures various parameters of engagement. Questionnaire comprises of 12 questions from Gallup, four five scale questions, two open ended question for knowing the employees opinion and 3 other questions. Next step is to do the analysis of the survey conducted. The key findings from the analysis helped me find out the key problem areas and suggesting solutions for the same. Finally after considering the problem and action plan I had suggested an engagement model to improve and increase the engagement level in Reliance Infrastructure Ltd.
BEST PRACTICES OF EMPLOYEE ENGAGEMENT PREVALENT IN INDIA ESOP provision. This makes the employees feel an integral part of the organization.
Employee Referral Scheme. With the help of this practice the organization can reduce the recruitment cost and at the same time makes the employees feel that their opinion matters. Also by giving referrals the employees get monetary rewards.
Subsidized or free conveyance & meals.
Employee connect program every week or monthly so as to make the employees feel that the organization cares for them not only as an employee but also as an individual.
Training for managers for employee engagement. This will help the organization to communicate their concern for their employees easily.
Feedback and opinion survey helps the organization understand their employees need more accurately.
Career planning and development programs & workshops. This will help the employees be updated and proactive.
Flexi timings. Help the employees balance their work and life.
Annual cultural events reduce some work stress due to routine work.
Sponsorship program for higher studies for the employees.
Scholarship programs for the children of employees. This makes the employee feel that his/her family also matters to the organization.
Monthly integration program keeps the employees updated with the happenings of the organization and the industry. Flexible compensation and reward system motivates the employees to perform and give their best.
Informal discussion like coffee with HR makes the employees feel that they are being taken care of.
Well developed induction / orientation program is necessary to boost the morale of the new employee.
Parenting sessions, help desk and other facilities for helping them maintaining balance between their work and life.
Tie ups with various organizations for providing facilities like mobiles, laptops, medical, food joints etc. to their employees.
Birthday parties, sports events & festival celebrations.
Employee empowerment to make them feel that the organization trust them.
Feedback is also taken from the employees after 6 months of their release. FOUNDER OF SHRIRAM GROUP:-
Late Shri Lala Shri Ram (1884-1963)
OVERVIEW OF THE INDUSTRY :-
DCM Shriram Industries ltd represents a rich & versatile entrepreneurial legacy for over 100 years old house of Shriram. The founder, Sir Shriram was a man of great integrity who laid down the stamp of his personality upon a whole tenure of Indian history. Starting with a textile unit, DCM ltd diversified into various areas & development into a leading industrial empire of India under the stewardship of Dr. Bharat ram, Dr. Charat ram & Dr. Bansi dhar on 1st April 1990, the DCM conglomerate into four new companies & thus came into being the DCM Shriram industries ltd. headed by Late. Dr. Bansi dhar. HRD, team work & employees participation are key thrust areas of management. Customer satisfaction is the prime focus of entire enterprise. Industry won many safety awards from ministry of labor, govt of India. An award of excellence in pollution control compliance has been given by Rajasthan state pollution control board. To keep pace with the current stringent air pollution control standards, the company has installed two electrostatic factors have contributed to the organization growth. In industrial relations, the company philosophy is based on the concept that employees are the most important asset in its economic activity & this has, with the passage of time seen the implementation of numerous welfare schemes & built up the feeling that the employees, now numbering 1120 approx. are considered as part of one family the DCM. LOCATIONS, UNITS & THEIR PRODUCTS:-
Units
Shriram Rayon’s
Locations
Kota (Rajasthan)
Products
Industrial Rayon, Nylon, Chemicals
Daurala Sugar Works
Daurala (U.P)
Sugar, Alcohol, Aromatic Chemicals
Daurala Organics Ltd.
Daurala (U.P)
Drug Intermediates, Fine Chemicals
Daurala F&B (P) Ltd.
Daurala (U.P)
Scotch & Blended, Whiskies, Liquors
DCM Hyundai Ltd.
MILESTONES:-
Polivakkam (Tamil)
Dry Cargo, Sheet Metal
1889- Delhi Cloth Mills founded at Delhi 1932-Sugar factory setup at Daurala 1934-Textile mills setup at Lyallpur (Now Faisalabad in Pakistan) 1940-Sugar factory setup at Mawana 1941-Heavy inorganic chemicals plant setup at Delhi 1943-Distillery setup at Daurala 1948-New textile mills setup at Delhi 1958- Spinning mills at Hissar & Silk mills setup at Delhi 1960-PVC, Chlor-alkali & calcium carbide plant setup at Kota 1965-Rayon tyrecord plant setup at Kota 1967-Liquor operations started at Daurala 1969-Urea plant setup at Kota 1970-Aromatic chemicals plant setup at Daurala 1972-Textile mills setup at Dasna, Computers unit setup at Delhi 1977-Precision castings (for automobiles) foundry setup at Ropar 1990-DCM restructured into four different groups (Birth of DCM shriram industries group) 1994-Drug intermediates co. established with works at Daurala (Daurala organics Ltd.), Yarn Dyeing & processing unit established at Alwar 1995-Shipping Containers Company established at Chennai (DCM Hyundai Ltd.) 1997-Joint venture liquor company with works at Daurala (DCM Remy Ltd.) 2004-Commercial production of anhydrous alcohol (for admixing field) 2005-Daurala organics Ltd., amalgamated with DCM Shriram industries Ltd.
COMPANY PROFILE
ABOUT SHRIRAM RAYON’S:-
Shriram rayon’s is a unit of DCM shriram industries limited established in 1965 with technical know-how from beau nit fiber inc.USA for manufacturing high tenacity rayon tyre yarn, cord, fabrics for industrial applications. Chemicals like carbon disulphide and sodium sulphate were also setup.
It also developed wide markets for its rayon tyre yarn/cord/grey & dipped fabric in Europe, North east & Middle east countries. Accredited by ISO 9002 from reputed RWTUV, Germany. Shriram rayon is the only producer in india having its own dipping treatment facility & fabric weaving plant with latest shuttle less weaving machines.
The quality of Shriram rayon’s product has been widely accepted in the international market & the company is committed to excellence & growth with active participation of all employees. The company’s philosophy is to maintain excellent industrial harmony inside & outside the factory. Shriram rayon’s is committed for continuous growth in export by quality improvement through their technically qualified & experience manpower. Regular training programmes are conducted for employees development at all levels. Shriram rayon’s has installed another state-of-the-art dipping machine, which is capable of dipping nylon, polyester tyre fabrics. Shriram rayon’s is also pioneer in producing dipped nylon chafer in India. Units annual turnover is approximate Rs150 crores having its 90% share of experts.
MISSION:-
Our mission is to be a leader in our business by providing world class production & services to meet our customer’s needs & to ensure a healthy return to the state holders.
ACHIEVEMENTS:-
We are known for adapting to change. We have transformed the unit from domestic one to a virtual 100% export oriented unit. Recipients of 8 Export Awards for highest exports of Rayon Tyre Cord Product from the Silk & Rayon Textile Export Promotion Council. Recipients pf 15 Safety Awards for safe and healthy operations from government of India, Ministry of Labour. We have been accredited with ISO 9002/9001/2000 from RWTUV of Germany continuously since 1994.
CUSTOMERS:-
YARN: Goodyear (Luxemburg), Firestone (Spain), L.Italia (Italy), Stomin (Poland), Nile Cordsa (Egypt) Fabric: Firestone (France), Bridgestone (Japan, Italy, Poland), Fabric cordsa (Egypt), Cleber (Germany)
DEALERS:-
Ruchi udyog (Chem), Delhi Hukum chand durga Prasad, Delhi Drug chemicals, Sonipat N.H Dyes & chemicals, Ludhiana Mukrey chemicals, Chandigarh Shankarlal, Bhilwara
PRODUCTS:Shriram Rayon’s has the following product range
(Rayon Products)
(Nylon Products)
(Chemicals Products)
RAYON PRODUCTS: 1220/1 D. Tex Rayon Tyre Yarn 1840/1 D. Tex Rayon Tyre Yarn 1220/2 D. Tex Rayon Tyre Cord 1840/2 D. Tex Rayon Tyre Cord Rayon Tyre Cord Fabric (Grey) 1840/1 D. Tex (1650/1 Denier) Dipped Rayon Chafer Fabric NYLON PRODUCTS: 940/1 D. Tex (840/1 Denier) Dipped Nylon Chafer Fabric 1400/1 D. Tex (1260/1 Denier) Dipped Nylon Chafer Fabric 2/1880 D. Tex Nylon Tyre Cord Fabric (Gery) 2/940 D. Tex Nylon Tyre Cord Fabric (Grey) 2/1400 D. Tex Nylon Tyre Cord Fabric (Grey) CHEMICALS: Anhydrous Sodium Sulphate (Cross Grain Quality) Anhydrous Sodium Sulphate (Normal Quality) Carbon Di Sulphide
ORGANIZATIONAL STRUCTURE:-
BOARD OF DIRECTORS: Sh. Tilak Dhar
Chairman and Managing Director
Sh. Alok B. Shriram
Dy. Managing Director
Sh. Madhav B. Shriram
Whole-Time Director
Sh. Anil Gujral
Director & CEO (Chemicals & Alcohols)
Sh. P.R Khanna Dr. V.L Dutt Sh. S.B Mathur Sh. S.B Mathur Sh. Ravinder Narain Sh. S.C Kumar
IFCI Nominee
COMPANY SECRETARY: Sh. B.P Khandelwal
Sr. Executive Director
PRINCIPAL EXECUTIVES: Sh.D.C Mittal
President
Sh. G. Kumar
Advisor to CMD
Sh. K.N Rao
Chief Executive Officer (Rayon’s)
Sh. P.V Bakre
Sr. Vice President
Sh.N.K Jain
Chief Financial Officer
ORGANIZATIONAL CHART (SHRIRAM RAYONS):
HIERARCHY OF PERSONNEL (SHRIRAM RAYONS):
EMPLOYEES CATEGORIES:
OFFICERS:
COO Sr. Vice President Vice President Sr. G.M General Manager Dy. G.M Asst. G.M Sr. Manager Manager ‘A’ Manager ‘B’ Dy. Manager Asst. Manager ‘A’ Asst. Manager ‘B’ Sr. Officer Officer ‘A’ Officer ‘B’
SUBORDINATE STAFF:
Sr. Supervisor/ Sr. Foreman/ Sr. Office Assistant/ Chemist A/ Sr. Security Inspector/ Supervisor/ Foreman/ Office Assistant/ Stenographer/ Chemist/ Security Inspector/ Sr. Draftsman
Sr. Clerk/ Draftsman/ Stenographer/ Assistant Security Inspector/ Clerk/ Typist/ Draftsman/ Telephone Operator
WORKERS:
Skilled Semi- Skilled Unskilled
BANKERS AND AUDITORS:-
BANKERS: State Bank of India Punjab National Bank Oriental Bank of Commerce State Bank of Bikaner & Jaipur Punjab & Sind Bank IDBI Bank Limited Karnataka Bank Limited Syndicate Bank State Bank of Hyderabad Ghaziabad Zila Sahkari Bank Ltd. Bijnor Zila Sahkari Bank Ltd.
AUDITORS: A.F Ferguson & Co. New Delhi ADDRESSES:Registered Office Kanchenjunga Building, 6th Floor, 18 Barakhamba Road, New Delhi- 110001 Phone: 011-23759300 Fax: 011-23350765 Email:
[email protected]
Divisional Office (Shriram Rayons) Akashdeep Building, 5th Floor 26A Barakhamba Road New Delhi110001 Phone: 011-2331-2267 Fax: 011-23313494,2235-1916
Working Unit (Shriram Rayons) Shriram Rayons Shriram Nagar Kota Rajasthan- 324004 Phone: 07442480001,02,04 Fax; 0744-
Web: http://www.dcmsr.com
Email:
[email protected]
2480003,2481519 Email:
[email protected]
Engagement at Shriram Rayon’s RECOGNITION
Frequency
Percent
NO
114
78.08
YES
32
21.92
Total
146
100
(A survey ) When asked whether the employees have received recognition or praise for doing good work the employees replied as follows:
Interpretation 78.08% employees in the organization do not feel recognized for their achievements. This is quite a big percentage which has to be handled as soon as possible and most probable reason for this which I found in my survey can be lesser formal rewards and appreciation for the work the employees did.
When asked the question whether the employees have a good environment at their workplace, they replied as follows: ORAGANIZATIONAL CULTURE
Frequency
Percent
NO
66
45.2
YES
80
54.8
Total
146
100
Interpretation 45.2% employees responded “NO” to this question which is less than half but still enough to alarm the organization to make some changes in their present thinking. The reason which can be related to this area can be the resistance to change of the older employees in comparison to the dynamic culture the youth.
When asked the question whether the employees had opportunities at work to learn and grow, they replied as follows:
TRAINING, DEVELOPMENT & CARRER
Frequency
Percent
NO
76
52.1
YES
70
47.9
Total
146
100
Interpretation 52.1% of the employees thinks that their company does not provide enough opportunities for them to learn and grow which is a very discouraging statistic because the company provide ample opportunities for their company’s learning and growth and still employees feel that their company is not concerned for their growth. This may be due to the unawareness of the employees about their company’s policies.
When asked the employees whether they are aware of what is expected of them at work, they replied as follows:
ROLE CLARITY
Frequency
Percent
NO
103
70.55
YES
43
29.45
Total
146
100
Interpretation 70.55% of employees responding “NO” indicate that employees are not communicated properly about what is expected from him by the job and the organization. This could be a major factor affecting the organization’s productivity and profitability. One of the major reasons for such response according to my research can be communication gap which has to be narrowed.
WORK LIFE BALANCE
Frequency
Percent
NO
99
67.8
YES
47
32.2
Total
146
100
When asked the question whether the employees are provided with various services to help them balance their work and family lives, they replied as follows:
Interpretation
If 67.8% of the employees think that they get no help or a very little help from their company to balance their work and personal lives then the company look into their employee benefit schemes and modify them keeping in mind both the expectations of the employee and the company.
When asked the employees whether at work their opinion seems to count, they replied as follows:
EQUAL OPPORTUNITIES
Frequency
Percent
NO
55
37.7
YES
91
62.3
Total
146
100
Interpretation 62.3% employees’ think that their opinion is given importance this gives the employees a sense of belongingness. This statistic most probably can be the outcome of a good management.
When asked whether they receive cooperation from their fellow employees, they replied as follows:
CO OPERATION FROM PEERS
Frequency
Percent
NO
42
28.8
YES
104
71.2
Total
146
100
Interpretation 71.2% is a descent percentage in this regard. This shows that the relationships among the employees are quite healthy.
JOB SATISFACTION
Frequency
Percent
NO
55
37.7
YES
91
62.3
Total
146
100
When asked the employees whether their work give them the feeling of personal accomplishment, they replied as follows:
Interpretation 62.3% of the employees feels that they are satisfied with their job in spite of the other statistics I found. This shows that maybe the employees are satisfied but they will not be willing to put an extra effort.
When asked the employees whether their supervisor encourages your development, they replied as follows:
SUPPORT FROM IMMEDIATE MANAGEMENT
Frequency
Percent
NO
70
47.9
YES
76
52.1
Total
146
100
Interpretation 52.1% employees think that their supervisor support and encourages their development. But it’s not an impressive percentage and improvements are needed.
When asked the employees whether the mission/purpose of the company make them feel that their job is important, they replied as follows:
COMMUNICATION
Frequency
Percent
NO
42
28.8
YES
104
71.2
Total
146
100
Interpretation 71.2% employees think that they are an important part of the organization. This shows that the mission and purpose of the company is properly conveyed to the employees and alignment of their job with the company’s mission.
When asked the employees whether they would walk the extra mile and exceed the expectations of the employers when it comes to the company’s expectations, they replies as follows: EMPLOYEE INVOLVMENT
Frequency
Percent
No opinion
38
26.0
Strongly disagree
3
2.1
Disagree
24
16.4
Agree
56
38.4
Strongly agree
25
17.1
Total
146
100
Interpretation 55.5% employees agree or strongly agree to willingly do extra then the assigned job. But the problem is those 26% who doesn’t know whether they will or not. The company should devise such policies so as to convert this 26% “No Opinion” to agree or strongly agree.
When asked the employees that do they think that the decisions in their organization are made at the appropriate levels, they replied as follows:
EMPOWERMENT
No opinion
Frequency
Percent
19
13
Strongly disagree 5
3.4
Disagree
44
30.1
Agree
69
47.3
Strongly agree
9
6.2
Total
146
100
Interpretation 53.5% of the employees think that every employee is empowered to take decisions of his/her level. This shows that employees are given freedom to take decisions which concern their job this makes them more responsible and feeling of attachment with their job and organization. Here the disagree percentage also needs attention.
When asked the employees that whether within their company the senior management is accessible and approachable as and when required, they replied as follows:
Interpretation 60.3% employees think that they don’t have much problem in approaching or APPROACH TO SENIOR FAIR APPRAISAL MANAGEMENT
No opinion
Frequency
Percent
28 Frequency
19.2 Percent 6.213.7
Strongly disagree 9 20 No opinion Disagree 37 6 Strongly disagree 65 32
25.3 4.1 44.5 21.9
7 71 Total Strongly agree 14617
4.848.6 10011.7
Agree Disagree Strongly Agree agree Total
146
100
accessing senior management which is a symbol of a good leadership in the organization.
When asked the employees whether the process and procedures adopted by their company to evaluate and promote the employees is fair, they replied as follows:
Interpretation
49.2% employees agree or strongly agree that their organization is practicing a fair appraisal system. 25.3% believes that they are not fairly treated in appraisals and around 20% can’t form an opinion about the transparency of appraisal system. No organization can satisfy their employees on appraisals matter 100% but efforts could be done to convince them.
Parameters which need immediate attention: 120 100 80 60
NO
40
YES
20 0 Recognition Role Clarity
Interpretation
Work Life Balance
These three parameters i.e. Recognition, Role Clarity and Work life balance shows that somewhere the policies are lacking in making the employees feel that they are taken care of. Through my research shows that mainly no proper communication between the superior and subordinate is the reason. Employees don’t feel comfortable going to their superiors instead of the fact that the superiors are willing to help.
Parameters which needs attention: 90 80 70 60 50 40 30 20 10 0
NO YES
Interpretation These three parameters i.e. support from immediate management, Training development & carrier opportunities are to be attended where the company can concentrate on analyzing the need for training, improving and making the culture more dynamic to capture the new and young talent.
Positive points of employee engagement practices in Rayons 120 100 80 60 40 20
NO YES
0
Rayons provide all its employees equal opportunities. The employees receive co operation from their peers which could be the reason for a good satisfaction statistic but it could be improved further.
Engagement level in Shriram Rayons
Engaged -“Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward. After research it has been found that there are 49.2% engaged employees in Reliance Infrastructure Ltd. Not Engaged - Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are notengaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their co-workers. In Rayons there are 32.3% non engaged employees. Actively Disengaged- The "actively disengaged" employees are the "cave dwellers." They're "Consistently against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning . In Rayons there are 28.5% actively disengaged employees. These statistics shows the need for further research.
Key Findings 45.1% people in the organization do not feel recognized for their achievements. 52.1% employees feel that the training, development and career development practices need an improvement. Only 50% employees agree that the appraisal system of the company is fair. 67.8% employees feel that their company does not provide services for balancing their work and life. Only 52.7 employees think that they are clear about their roles. 52.1 % employees think that get support from their immediate bosses. Only 54.8% employees think that they have a good environment at their workplace. 63 % employees think that they are satisfied with their job. 71.5% employees’ thinks that the company’s mission makes them their work is important. 63% employees think that they are given equal opportunities at their work. 72% employees think that they get full cooperation from their coemployees. 53.5% employees agrees or strongly agree when asked whether in their organization decision are taken at appropriate levels 49.3% employees agree or strongly agree that their appraisal system fair.
53.4 % employees agree or strongly agree that their top management is easily accessible. 55.5 % employees agree or strongly agree that they will go an extra mile for their organization’s benefit. 55% of the managers think that they help their employees to maintain a balance between their work and life while only 32% employees think that their their immediate management help them in maintaining a balance between their work and life. 62% of the managers think that they provide support to their team in all the ways while only 52% employees think that they receive support from their managers. 51% managers think that the company provide necessary trainings to their employees while 48% employees think that the company provide them necessary training. 61% managers think that their employees are satisfied with their jobs and 62% employees think that they are satisfied with their job. 75% managers say that they care for their employees as a person while 57% employees think that their immediate management takes care of them as a person. 6% managers either disagree or strongly disagree that they conduct a fair appraisal while 34% employees disagree or strongly disagree that their immediate management appraise them fairly.
What employees want? More care and concern for employees. Growth opportunities should be should be clearly informed and must be frequently given. Services are not given equally even to employees of same level and grade. Extracurricular activities should be started which should involve employees family also. Some holidays for the GETs and MTs. Clarity while assigning roles. Compensation should be reviewed according to the present inflation rates. Incentives should be rationalized and more consideration for experience should be avoided. Higher studies should be encouraged. Timing of release needs to be rationalized. Employees’ needs should be given more importance. Site visit opportunities of the concerned project should be given to employees of that project in noida offices. Job rotation opportunities should be provided within the department. More structured training and workshops for GETs.
Conclusion The conclusion that can be drawn from the survey and interviews conducted is as follows: 1. The role of senior management is really important in employee engagement programs as they have to act as the sponsor of the scheme and ensure that the commitment level remains high throughout the organization towards these schemes. 2. Employees like challenging assignments rather than routine, highly structured jobs as the element of learning and growth is missing in their work which hampers their overall output. The response of employees of the Company indicates that they can certainly improve the engagement level in their organization by adopting a more challenging and exciting work culture. The feeling of working on a useful and challenging assignment does help in ensuring proper engagement. 3. Employees like to feel that there is someone to whom they can turn for advice, if they need it. The workplace environment should have a culture where people are working more as a team and the role of the supervisor is to act as a helping hand rather than being a taskmaster. 4. Employee Engagement is all about making employees ‘feel involved and valued’. As such, if the company does not provide its employee a fair chance to grow and their suggestions and opinions are not encouraged, then the company is bound to lose its market share heavily. 5. There is a lot of scope for improvement in the engagement services of Reliance which could be highly helpful in retaining the best talent.
Suggestions A well developed Induction/Orientation program for new joinees. In Reliance Infrastructure Ltd. the Induction program is there but it has to be given more importance. Training for soft skills should be provided to all the managers. In comparison to technical training not many soft skills trainings are provided to the managers Some cost effective recreational activities should be started. Families of the employees should be considered a part of the company. Higher education should be promoted. Workforce Scheduling should be done with due care. Every work whether small or big should be given to the employees in a way that it appears to be challenging. Once in a month there should be an informal discussion should be conducted between HR professional and other employees. Once a month (may be Saturdays) organize a small gathering just to appreciate and praise the performers. Low performers have to be identified. Perception of the employers has to be more close to reality. Feedback at every step.
The strong correlation between engagement and retention allows to distinguish two trends: 1. That strategies for retention should be segmented based on the level of engagement for any one individual – namely that retention policies (such as when to make a counter-offer) should always consider how strongly the individual is contributing to the organization’s success but also how sustainable is that effort. For instance, retaining an employee who is leaving because they are dissatisfied with their current role simply by meeting their salary demands will not result in sustained effort unless the job conditions are also changed. 2. That stated intent to leave the organization is not a predictor of actual departure. 3. Instead, it is an indicator of how hard a person will be working to help the organization to reach its objectives and how much effort may be spent on other activities (such as tracking the “wanted” ads on company time.) Involve and train Function and Area Leaders in the engagement action planning process. Acknowledge impact of workload and provide tools and resources where they are most needed. Incorporate Engagement as a business metric for managing the human capital.
ENGAGEMENT MODEL FOR SHRIRAM RAYONS
Recruiting The message the organization conveys while seeking to attract job applicants also can influence future employees’ engagement and commitment. Your target should be qualified applicants who are likely to find the work interesting and challenging. Send recruiting messages that shows attractive job features to
enhance person-job fit and also encourage those who are not suited to the work to self-select out.
Selecting To enhance engagement through your selection of employees, identify those candidates who are best-suited to the job and your organization’s culture. Also use candidate assessment methods that have obvious relevance to the job in question—for example, by asking interviewees what they know about the role and having them provide work samples. Selection is the first step to success. If you don't select the right people, you'll never maximize your level of employee engagement.
Training & Development Training can help new and current employees acquire the knowledge and skills they need to perform their jobs. And employees who enhance their skills through training are more likely to engage fully in their work, because they derive satisfaction from mastering new tasks. Training also enhances employees’ value to your company as well as their own employability in the job market. In addition, most companies offer higher wages for skilled workers, to compensate them for their greater value and to discourage turnover. Make sure that your managers and employees are trained about the importance of engagement.
Compensation
Compensation can powerfully influence employee engagement and commitment. Some compensation components encourage commitment to employers, while others motivate engagement in the job. It is always to take care of both. The most effective compensation plans support your organization’s strategic objectives. For example, if your company’s strategy hinges on innovation, then your compensation system should encourage and reward risk-taking. A well-designed compensation plan gives your organization a competitive advantage. It helps you attract the best job candidates, motivate them to perform to their maximum potential and retain them for the long term.
Performance Management The right performance management practices also can enhance employee engagement and commitment. Encourage managers to include employees in the goal-setting process. This technique helps to ensure that workers understand the goals. An employee’s aspirations and career goals should receive careful attention during performance appraisal meetings. To increase engagement provide the employees with challenging goals that align with your company’s strategic objectives, positive feedback and recognition for accomplishments and recognition and appreciation for extra voluntary contributions.
APPENDICES
QUESTIONNAIRE GRADE:
DATE:
DEPARTMENT: This questionnaire is designed for research purpose only. Your confidentiality will be our concern. Thank you for your precious time you decided to devote to complete this questionnaire and help in the research. Place a tick mark against your answer to the question.
1. Do you know what is expected of you at work?
YES
NO
2. Do you have the materials and equipment you need to do your work right? YES
NO
3. At work, do you have the opportunity to do what you do best every day? YES
NO
4. In the last one month, have you received recognition or praise for doing good work? YES
NO
5. Does your supervisor, or someone at work, seem to care about you as a person? YES
NO
6. Is there someone at work who encourages your development?
YES
NO
YES
NO
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
YES
NO
9. Are your associates (fellow employees) committed to doing quality work?
YES
NO
10. Do you have a good environment at your workplace?
YES
NO
11. In the last six months, has someone at work discussed with you about your progress?
YES
NO
12. In the last year, have you had opportunities at work to learn and grow? YES
NO
13. When it comes to the company’s success, you walk extra mile and exceed the expectations of your employers. Strongly Disagree Disagree Agree Strongly Agree No Opinion
14. Does the organization provide you various services to help you balance your work and family lives YES If yes then tick all those which are applicable: Conveyance services
NO
Retail discounts Leaves Holidays Medical facilities Recreation Others (Specify) ____________________________________________________________ _____________________________________________________
15. Rank them according to your preference while considering a job in any company :( 1 for least preferred and 3 for most preferred.) Services Incentives Opportunities
16. Would you recommend your organization as a good place to work to your friends and relatives? YES
NO
17. Does your work give you the feeling of personal accomplishment? YES
NO
18. Within your company the Senior Management is accessible and approachable as and when required. Strongly Disagree Disagree Agree Strongly Agree
No Opinion
19. The process and procedures adopted by your company to evaluate and promote the employees is fair. Strongly Disagree Disagree Agree
Strongly Agree No Opinion
20. Most of the decisions in your organization are made at the appropriate levels. Strongly Disagree Disagree Agree Strongly Agree No opinion
21. As for today you plan to stay with your company for: Less than a year 1 to 2 years 3 to 5 years More than 5 years
Until I retire
22. Do you want to give any suggestions to your company regarding the services, incentives, extracurricular activities and growth opportunities it provides? (Specify) YES
NO
Services: _____________________________________________________ Incentives: ___________________________________________________ Extracurricular activities: _______________________________________ _____________________________________________________________ Growth opportunities: _________________________________________ _____________________________________________________________ Thank you very much for your kind cooperation and consideration. Have a nice day.
Bibliography Aswathappa , K. Human Resource Management, fourth edition.
Robbins, Stephen R. Organizational Behavior, Sahu,R.K. Performance management system, First edition.
