SUMMER TRAINING PROJECT

ON EMPLOYEE ENGAGEMENT PRACTICES IN THE POWER SECTOR

Submitted in Partial Fulfillment of MASTER OF BUSINESS ADMINISTRATION (MBA) PROGRAMME UNDER M D UNI!ERSIT"# RO$TA% ($AR"ANA)

SUBMITTED TO
MR. AMIT VERMA Faculty Guide RBS, Meadows, Faridabad

SUBMITTED BY
Mr. AJIT KUMAR JHA MBA+PGPPE (2nd Sem) Roll o!

Rai Business School Meadows, Faridabad, Haryana

DECLARATION

I here by dec !re "h!" #$%%er "r!&'&'( re)*r" e'"&" ed +E%) *yee E'(!(e%e'"
Pr!c"&ce# &' "he )*,er #ec"*r- !" RELIANCE ENERGY #$b%&""ed "* "he

Rai Business Sc"ool, Faridabad, #aryana .*r "he )!r"&! .$ .& %e'" *. MAS$ER %F B&S' ESS A(M' 'S$RA$'% de)ree &' !' *r&(&'! !'d !$"he'"&c rec*rd *. %y *,' ,*r/ c!rr&ed *$" .*r "he * wee+s $'der "he #$)er0&#&*' *. Mr. R!%!' Sh$/ !, Mana)er (Mar+etin)), Reliance Ener)y!
1&'! y2 &' "he be#" *. %y /'*, ed(e2 &" h!# '*" )$b &#hed e!r &er ,here *r

)re#e'"ed "* !'y &'#"&"$"&*'3$'&0er#&"y .*r !' e'd *. !'y de(ree.

AJIT KUMAR JHA

MBA + PGPPE (2nd Sem)

RBS, Meadows, Faridabad (Haryana)

ACKNOWLEDEMENT
A tas+ underta+en wit"out o,,erin) -rayers to almi)"ty and tal+in) blessin)s ,rom t"e elders is not a )ood be)innin)! .i+ewise t"e wor+ com-leted wit"out ac+nowled)in) t"e assistance to t"ose w"o were always by my sides to ma+e my e,,orts ,ruit,ul in t"e tas+ le,t incom-lete! 'n t"e be)innin), ' would li+e to e/-ress my sincere t"an+s to my 'nstitute teac"ers ,or )i0in) me an o--ortunity to ta+e t"e -ractical e/-erience o, wor+in) li,e! ' con0ey my sincere t"an+s to Mr. R!%!' Sh$/ !2 I'd$#"ry G$&de !'d Mr. A%&" Ver%!22 RBS2 Me!d*,#2 1!r&d!b!d 4H!ry!'!5 ,or -ro0idin) me t"e -ro-er )uidance ,or -ro0idin) me t"e o--ortunity to carry out my summer trainin) -ro1ect e,,ecti0ely and e,,iciently! ' would also li+e to -ay t"an+s to all my classmates and ,riends and my ,amily members ,or co2o-eratin) wit" me and "el-in) me to com-lete t"e -ro1ect!

Ajit Kumar

MBA + PGPPE (2nd Sem)

RBS, Meadows, Faridabad (Haryana)

E6ECUTIVE SUMMARY

ow a days t"e economy is )rowin) at a ,ast -ace in 'ndia and t"e com-etition in e0ery sector and industry is )ettin) ,ierce and intense day by day t"ere,ore it "as become im-ortant ,or t"e or)ani3ations to ta+e care o, t"e minutest ,actor w"ic" can a,,ect t"e com-any4s -ro,itability and -roducti0ity! Em-loyee en)a)ement is a tool w"ic" not only "el-s t"e com-any increase its -ro,itability and -roducti0ity but is also "el-,ul in retainin) t"e ri)"t talent w"ic" is a)ain a bi) c"allen)e ,or t"e com-anies! 5Employee 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. $"e )i0en -ro1ect is a study w"ic" ,inds t"e -re0alent -ractices o, em-loyee en)a)ement in -ower industry and com-arin) t"ose wit" Reliance4s -ractices! 't also includes t"e sur0ey w"ic" measures t"e en)a)ement le0el in Reliance 'n,rastructure wit" t"e "el- o, 67 -arameters and analy3in) t"e cause ,or low en)a)ement de-artment wise! 't also )i0es t"e di,,erence in t"e -erce-tion o, t"e mana)ers and t"eir subordinates w"ic" ,urt"er )i0es an o0er0iew o, t"e situation o, en)a)ement in Reliance 'n,rastructure! $"e main ,indin)s o, t"e study include t"e ,ollowin)8 6) 'n Reliance 'n,rastructure most o, t"e em-loyees are satis,ied but not en)a)ed! 2) 9or+ .i,e Balance, Reco)nition, Role :larity ; $rainin) and (e0elo-ment o--ortunities are t"e ma1or -roblem areas w"ere Reliance "as to wor+! <) Su--ort ,unctions li+e Accounts ; Finance, Admin, '$, Mar+etin) ; Pro-osals, are t"e ,unctions are t"e areas w"ere mana)ement needs im-ro0ement!
4) $"e -erce-tions o, t"e mana)ers and t"eir subordinates di,,er on 0arious crucial

-arameters o, en)a)ement li+e 9or+ .i,e Balance, Role :larity, $rainin) needs etc! w"ic" limits t"e sco-e ,or im-ro0ement!

=) Reliance 'n,rastructure in lac+in) >uite be"ind its com-etitors in -ro0idin) non monetary rewards and reco)nition -ro)rams!
6) Reliance 'n,rastructure -ro0ides a "andsome com-ensation to its em-loyees still t"e

attrition is "i)"er t"an ot"er -layers w"ic" indicate loo- "oles in t"eir en)a)ement and retention -olicies! $"ese ,indin)s indicate a 0ast sco-e o, im-ro0ement in t"e em-loyee en)a)ement -ro)rams and -ractices! And accordin) to me some o, t"e -ractices and -ro)rams w"ic" s"ould be included in t"e com-any4s -olicy are8 6) $"e areas o, immediate concerns are to be ta+en care ,irst!
2) $"ere s"ould be annual ,eedbac+ system ,rom t"e em-loyees

<) Ma+e t"e em-loyee ,eel t"at t"e or)anisation is concerned ,or em-loyees4 "ealt" and well2bein)! 7) ?ee-in) em-loyees in,ormed about w"at is )oin) on in t"e or)anisation is critical! =) Build a climate o, trust! @) #ire t"e ri)"t em-loyee at t"e ,irst -lace! A) Ma+e Sure Eac" Em-loyee #as A :areer Pat"! *) By All Means, #a0e Fun!
9) #el- su-er0isors build t"eir en)a)ement and retention s+ills!

6B) E0ery wor+ w"et"er small or bi) s"ould be )i0en to t"e em-loyees in a way t"at it a--ears to be c"allen)in)!
11)

%nce in a mont" t"ere s"ould be an in,ormal discussion s"ould be conducted

between #R -ro,essional and ot"er em-loyees!

12)

%nce a mont" (may be Saturdays) or)ani3e a small )at"erin) 1ust to a--reciate

and -raise t"e -er,ormers!

13) 14)

.ow -er,ormers "a0e to be identi,ied! Perce-tion o, t"e mana)ers "as to be more close to reality!

CERTI1ICATE 1ROM 1ACULTY GUIDE

$"is is to certi,y t"at, Ms e"a :"au"an ,rom MBA(#R) class o, 2BBC is a bona,ied student o, Amity Business Sc"ool, Amity &ni0ersity &ttar Prades" and is -resently -ursuin) a Post Graduate Pro)ram in Mana)ement! &nder my )uidance s"e "as submitted "er -ro1ect titled 5Em-loyee en)a)ement -ractices in -ower sector wit" s-ecial re,erence to Reliance 'n,rastructure .td!D in -artial ,ul,illment o, t"e re>uirement ,or summer interns"i- -ro1ect ,orm Reliance 'n,rastructure .imited, oida ,rom May6 2BB* to Eune <B 2BB* durin) -ost )raduate -ro)ram in Mana)ement! $"is re-ort "as not been -re0iously submitted as -art o, anot"er de)ree or di-loma o, ot"er business sc"ool! (A$E8

(R! R!S&EA$#A Senior .ecturer(#R) Amity Business Sc"ool

TABLE O1 CONTENTS Sr N*. 75 85 :5 ;5 T*)&c Ac/'*, ed(e%e'" E9ec$"&0e S$%%!ry Cer"&.&c!"e .r*% I'd$#"ry G$&de Cer"&.&c!"e .r*% 1!c$ "y G$&de

CHAPTER 7 I'"r*d$c"&*'

I'"r*d$c"&*' "* "he "*)&c. I'"r*d$c"&*' "* "he c*%)!'y. Ob<ec"&0e.

CHAPTER 8 L&"er!"$re Re0&e, CHAPTER : M!"er&! !'d Me"h*d. CHAPTER ; C*%)!r!"&0e S"$dy o C*%)e"&"*r#= !'! y#&#. S&e%e'# I'd&! P0" L"d. Are0! T>D I'd&! L"d. A #"*% Pr*<ec"# I'd&! L"d. GMR Hydr* P0". L"d.

NDPL L > T L"d. Tech M!h&'dr! I'd&! L"d.

o Be#" )r!c"&ce# )re0! e'" &' "he &'d$#"ry. CHAPTER ? E'(!(e%e'" S$r0ey &' Re &!'ce I'.r!#"r$c"$re L"d. S$r0ey #"!"&#"&c I'"er)re"!"&*' *. (r!)h#.

CHAPTER @ A'! y#&# E'(!(e%e'" )!r!%e"er# !'! y#&# > I'"er)re"!"&*'

P!re"* A'! y#&# De)!r"%e'" ,&#e !'! y#&# A'! y#&# *. "he d&..ere'ce be",ee' "he )erce)"&*' *. "he %!'!(er# !'d "he #$b*rd&'!"e#.

CHAPTER A 1&'d&'(# CHAPTER B C!$#e !'d e..ec" D&!(r!% CHAPTER C Wh!" e%) *yee# ,!'"D CHAPTER 7E C*'c $#&*' !'d S$((e#"&*'# CHAPTER 77 A' E'(!(e%e'" %*de .*r Re &!'ce I'.r!#"r$c"$re L"d. CHAPTER 7: A))e'd&ce# CHAPTER 7; C*'c $#&*' S$((e#"&*'#

Re.ere'ce#

INTRODUCTION 'n today4s scenario o, immense com-etition t"e or)ani3ation "as to do somet"in) e/tra in order to sur0i0e and succeed! And ,or t"is e/tra t"ey s"ould "ire and retain t"e em-loyees w"o are willin) to add 0alue to t"eir or)ani3ation and care ,or t"eir or)ani3ation! But i, you wis" to "a0e suc" em-loyees some in-uts "as to be needed ,rom your side also! $"e >uality o, -eo-le and t"eir en)a)ement will be critical ,actors in cor-orate 0itality and sur0i0al! $oday t"ose com-anies are success,ul w"ic" are able to e/tract ma/imum ,rom t"eir em-loyees at t"e same com-ensation as t"e com-etitors by +ee-in) in mind t"e < R4s i!e! Res-ect, Reco)nition ; Rewards!

Rewards

Reco)nition

Res-ect $"e em-loyer s"ould determine t"e -recise met"ods to im-lement t"ese < Rs, but in )eneral, res-ect s"ould be t"e lar)est com-onent o, your e,,orts! 9it"out it, reco)nition and rewards seem "ollow and "a0e little e,,ectFor t"ey "a0e ne)ati0e e,,ects!

$"is is w"ere Em-loyee en)a)ement comes into t"e -icture! 't is ,ound t"at t"e outcome o, en)a)ement directly a,,ects t"e ,ollowin)8

Retention

Absenteeism

Producti0ity A more -leasant wor+ en0ironment (,or bot" em-loyees and em-loyer) E,,ecti0e ser0ice deli0ery or -ro,itability
:ustomer en)a)ement, and Sa,ety orientation!

An or)ani3ation4s -roducti0ity is measured not in terms o, em-loyee satis,action but by em-loyee en)a)ement! Em-loyees are said to be en)a)ed w"en t"ey s"ow a -ositi0e attitude toward t"e or)ani3ation and e/-ress a commitment to remain wit" t"e or)ani3ation!

9#G (% 9E EMP#AS'HE S% M&:# % E GAGEME $I

$"e or)ani3ations em-"asi3e on en)a)ement because o, t"e ,ollowin) reasons8
$o reduce recruitment and trainin) costs! 't "as been ,ound t"at recruitin) and trainin)

new leaders (su-er0isors and mana)ers) will cost a com-any a--ro/imately CB26=BJ o, t"e em-loyee4s annual salary and this doesnt even in !"de the ost o# !ost $now!ed%e&
't "as also been estimated t"at it costs an or)ani3ation a--ro/imately one2t"ird o, a

new "ire4s annual salary to re-lace a non2e/em-t em-loyee A ma1or dri0er and contributor ,or increasin) em-loyee retention and reducin) attrition!

'n (any or%ani)ations, !osin% e(*!oyees has a do(ino e##e t& +hen one e(*!oyee !eaves, others o#ten wonder abo"t o**ort"nities e!sewhere& ,hose other o**ort"nities start to !oo$ better as e(*!oyees *i $ "* the s!a $ #or those who have (oved on&

 Findin% e(*!oyees is even (ore di##i "!t in hi%h-de(and (ar$ets,

s" h as in *ower se tor& F"rther(ore, #indin% e(*!oyees is not the on!y thin%& .ther e(*!oyers and re r"iters $now where to #ind %ood *eo*!e and are a%%ressive!y re r"itin% the(/even i# theyre a!ready wor$in% #or yo"r o(*any&

Hi%h t"rnover o#ten !eaves "sto(ers and e(*!oyees in the !"r h0 de*artin% e(*!oyees ta$e a %reat dea! o# $now!ed%e with the(& ,his !a $ o# ontin"ity (a$es it hard to (eet yo"r or%ani)ations %oa!s and serve "sto(ers we!!&

Re r"itin% e(*!oyees ons"(es a %reat dea! o# ti(e and e##ort,

(" h o# it #"ti!e& 1o"re not the on!y one o"t there vyin% #or 2"a!i#ied e(*!oyees, and 3ob sear hers (a$e de isions based on (ore than the s"( o# sa!ary and bene#its&

Brin%in% e(*!oyees "* to s*eed ta$es even (ore ti(e& 4nd when yo"re short-sta##ed, yo" o#ten need to *"t in e5tra ti(e to %et the wor$ done&

9"en we "ire a candidate t"ere are some e/-ectations ,rom t"e em-loyer and some e/-ectations ,rom t"e em-loyee t"ese set o, e/-ectations constitutes t"e -syc"olo)ical contract between t"e em-loyer and em-loyee! Psyc"olo)ical contract is t"e o0erall set o, e/-ectations "eld by an indi0idual wit" res-ect to w"at "e or s"e will contribute to t"e or)ani3ation and w"at t"e or)ani3ation will -ro0ide in return!

6.7,R'B8,'.7S FR.M ,H9 '7:';':84< 9##ort 4bi!ity <oya!ty S$i!!s ,i(e 6o(*eten ies

'7:869M97, FR.M ,H9 .R=47'>4,'.7 ?ay @ob Se "rity Bene#its 6areer o**ort"nities Stat"s ?ro(otion o**ort"nities

$"is contract "as to be maintained and i, t"e contract is breac"ed it will result in attrition o, some o, t"e +ey and critical talent! Em-loyee en)a)ement "as become a critical ,actor in deli0erin) e/ce-tional ser0ice e/-eriences! A recent study by Standard .i,e s"ows t"at t"e em-loyees t"e ,elt -art o, t"e business and understood its )oals were willin) and able to contribute t"eir best to ac"ie0in) t"ose )oals! $"e com-any4s internal communications -lan and brandin) is a "u)e ste- toward em-loyee en)a)ement! Em-loyee en)a)ement is a c"allen)in) to-ic nowadays because it is a +ey dri0er o, or)ani3ational -roducti0ity! owadays em-loyee en)a)ement is directly related to t"e R%'! An em-loyee en)a)ement study by 'SR "as ,ound8

A )a- o, almost =2 -ercent in t"e one2year -er,ormance im-ro0ement in o-eratin) income between com-anies wit" "i)"ly en)a)ed em-loyees 0ersus com-anies w"ose em-loyees "a0e low en)a)ement scores!

#i)" en)a)ement com-anies im-ro0ed 6C!2 -ercent w"ile low en)a)ement com-anies declined <2!A -ercent in o-eratin) income o0er t"e study -eriod!

Em-loyee en)a)ement is one o, t"e ma1or dri0ers and contributor ,or &'cre!#&'( e%) *yee re"e'"&*' r!"e and decre!#&'( "he !""r&"&*' r!"e!

#ence it is im-ortant ,or a com-any to ta+e care o, its em-loyee en)a)ement -ro)rams and -olicies! #ere comes t"e need ,or doin) researc" on em-loyee en)a)ement! 'n Reliance Ener)y .td! w"ic" is now Reliance 'n,rastructure .td! 0arious -ro)rams and -olicies are renewed and u-)raded ,or increasin) retention and decreasin) attrition rate! $"ere,ore to "el- t"e or)ani3ation in lowerin) down its attrition rate Em-loyee en)a)ement can be -ro0ed to be an e,,ecti0e tool! Furt"er not only bein) e,,ecti0e but t"e tool s"ould be cost e,,ecti0e also!$"e dia)nostic tool to be used ,or t"e concerned -ur-ose in t"e -resent researc" is as ,ollows8

RELIANCE INFRASTRUCTRE LTD.AT A GLANCE

Reliance Anil ("irub"ai Ambani(A(A) Grou- includes Reliance 'n,ocomm .td, Reliance :a-ital .td!, Reliance Ener)y .td! w"ic" is now +nown as Reliance 'n,rastructure .td!$"e :"airman o, Reliance A(A is MR!A '. AMBA '! Reliance belie0es KGrowt" is .i,eK 2 ,or Reliance and ,or all Reliance -eo-le! As-irin) to ac"ie0e )rowt" rates well abo0e our industry4s a0era)e, t"ey clearly "a0e a need to "ire, de0elo- and moti0ate t"e best -eo-le in t"e world to "el- t"em dri0e t"at )rowt"! Reliance o,,er world o, o--ortunities to em-loyees by )i0in) t"em more ,reedom and res-onsibility to c"art t"eir own course wit"in t"e com-any! $"e com-any o,,er com-re"ensi0e world2class trainin) and de0elo-ment resources! etwor+in), coac"in) and mentorin) -ro0ide additional o--ortunities ,or-eo-le to )row -ersonally and -ro,essionally t"rou)"out t"eir careers! Reliance 'n,rastructure .td! is an im-ortant constituent o, Reliance2Anil ("irub"ai Ambani Grou-! $"e or)ani3ation deals in Generation, $ransmission and (istribution o, Electricity! 't "as also emer)ed as one o, t"e leadin) -layer in EP: (En)ineerin), Procurement ; :onstruction) di0ision! $"e cor-orate o,,ice is in Mumbai! 'n oida t"ere are t"ree o,,ices one in sector 27 w"ic" is t"e re)ional o,,ice and ot"er two are in sector @<(one in # bloc+ ; ot"er ( bloc+)!'n # bloc+ o,,ice t"e -ro1ect wise em-loyees are -laced, in (22B o,,ice t"e en)ineerin) teams o, 0arious -ro1ects and ot"er -rocesses are -laced and in Sector 27 o,,ice all t"e su--ort ,unctions (like Accounts ;Finance, #uman Resource, Administration, etc

At -resent Reliance 'n,rastructure .td! is "andlin) C -ro1ects in all i!e!@ t"ermal , < "ydro and an additional -ro1ect Gamunana)ar! $"e ca-acity o, eac" -ro1ect is as ,ollows8 6! #isar L 2M@BB M9 $"emal Pro1ect! 2! Paric""a L 2=@ M9 $"ermal Pro1ect! <! Ra)"unat"-ur L 2M@BB M9 $"ermal Pro1ect! 7! Rosa L @BB M9 $"ermal Pro1ect! =! Sasan L 2M@BB M9 $"ermal Pro1ect! @! ?ris"na-attam L @M@@B M9 &ltra Me)a Power Pro1ect! A! Siyom L #ydro! *! &rt"in) sobla L #ydro! C! $ato L #ydro! 6B! Gamunana)ar! A-art ,rom t"ese -ro1ects t"e or)ani3ation is underta+in) 7 more new -ro1ects! $oday w"en t"e -ower industry(Electricity )eneration, $ransmission ; (istribution,,E>ui-ment and EP: )"as been -ri0ati3ed to some e/tent Reliance "as emer)ed as one o, t"e ma1or -layer in t"e industry! Some o, t"e +ey -layers o, -ower industry are as ,ollows8 6) $P:

2) Reliance 'n,rastructure .td! <) ABB 7) Are0a $;( =) Alstom Pro1ects @) Bec"tel A) Siemens 'ndia .td! *) GMR GN? C) .;$

OBJECTIVES

1) $o identi,y and understand t"e 0arious em-loyee en)a)ement -ractices -re0alent in

t"e -ower sector amon) t"e 0arious com-anies!

2) $o attem-t a com-arati0e analysis between t"e com-anies under study!

<) $o study t"e en)a)ement le0el and issues related to en)a)ement at Reliance 'n,rastructure .td!

7) $o do t"e -areto analysis to ,ind t"e -arameters w"ic" are t"e ma1or contributors to t"e -roblem in en)a)ement le0el!

=) Also to draw a cause a,,ect dia)ram to ,ind t"e root cause o, t"e -roblem!

@) $o su))est a better em-loyee en)a)ement model ,or Reliance 'n,rastructure ltd!

MATERIAL AND METHOD

TYPE O1 RESEARCHF $"is re-ort includes a descri-ti0e researc"! S!%) &'( Tech'&G$eF $"e sam-lin) tec"ni>ue used in t"e researc" is 1ud)mental! SAMPLE SIHE $"e sam-le si3e is ta+en o, 67@ em-loyees! $"is is <7!2AJ o, t"e total 72@ em-loyees o, Reliance 'n,rastructure .td! E>ual wei)"ta)e is )i0en to e0ery de-artment! D!"! C* ec"&*'F $"e data ,or t"e sur0ey is collected t"rou)" -rimary and secondary sources! PRIMARY SOURCES 6) Ouestionnaire 2) &nstructured 'nter0iew <) 'n,ormal discussions! SECONDARY SOURCES 6) Boo+s 2) Eournals <) Mana)ement Articles 7) 9ebsites =) Mana)ement consultants 0iews

TOOLS USED 1OR ANALYSIS 6) MS EP:E. 2) SPSS 6@!B

METHOD 1OR THE RESEARCH $"e researc" conducted is descri-ti0e ty-e! 't is a ,act ,indin) a--roac" )enerali3in) t"e cross sectional study o, t"e -resent situation! As in t"is re-ort is dri0in) to a conclusion and su))estions are )i0en at t"e end it can be classi,ied under conclusi0e researc"! For ac"ie0in) t"e researc" ob1ecti0es ,irstly went to si/ com-anies in t"e same industry and inter0iewed t"e Mana)er #R o, eac" com-any and ,ind t"e en)a)ement -ractices in t"eir com-anies! $"is "el-ed me to ,ind out t"e -re0alent -ractices in t"e -ower sector! $"en t"e second -art o, t"e researc" is to conduct a sur0ey in Reliance 'n,rastructure .td! ,or +nowin) t"e en)a)ement le0el in Reliance 'n,rastructure .td! de-artment wise w"ic" will be "el-,ul in ,indin) out t"e -roblem more -recisely! $"e >uestionnaire used consists o, 22 >uestions w"ic" measures 0arious -arameters o, en)a)ement! Ouestionnaire com-rises o, 62 >uestions ,rom Gallu-, ,our ,i0e scale >uestions, two o-en ended >uestion ,or +nowin) t"e em-loyees o-inion and < ot"er >uestions! e/t ste- is to do t"e analysis o, t"e sur0ey conducted! $"e +ey ,indin)s ,rom t"e analysis "el-ed me ,ind out t"e +ey -roblem areas and su))estin) solutions ,or t"e same! Finally a,ter considerin) t"e -roblem and action -lan ' "ad su))ested an en)a)ement model to im-ro0e and increase t"e en)a)ement le0el in Reliance 'n,rastructure .td!

What Do the Players i Po!er Se"tor #o $or e %a%i % their !or&$or"e'

Sieme s I #ia Lt#.

Belie0es in monetary incenti0es more t"an non monetary! E0en t"e com-any is

multinational it "olds a traditional 0iew!

A--raisal is CB de)ree and trans-arent! Accordin) to t"e Mana)er ,or im-lementin)

<@B de)ree a--raisal system t"e com-any "as to be mature enou)" but "is com-any is not ready! 9"ile ,ilin) t"e a--raisal ,orm bot" t"e a--raiser and t"e a--raisee "as to write t"e 1usti,ication ,or w"ate0er t"ey are writin) in t"e em-loyee dialo)ue!
:ommunication meetin)s are done -eriodically! $"is "el-s t"e #R to +ee- a trac+ on

t"eir em-loyees -ro)ress and t"eir needs

Annual me)a e0ent is or)ani3ed by t"e com-any in w"ic" t"e ,amilies o, t"e

em-loyees are also in0ited!

En)a)ement -arameter Passion is t"e only -arameter o, en)a)ement w"ic" is

measured and is measured in t"e a--raisal ,orm (Em-loyee dialo)ue) ot"erwise t"ere is no system is t"ere to measure and im-ro0e en)a)ement in t"e com-any!
$"ere is a 0ariable com-onent -ay (N:P) w"ic" act as a moti0ator ,or t"e em-loyees!

o em-loyee en)a)ement sur0ey bein) e0er done! But satis,action sur0ey is done annually!

E0en i, t"ere are no em-loyee en)a)ement -ro)ram on -a-ers but some em-loyee bene,it sc"emes are t"ere w"ic" are "el-,ul in en)a)in) t"e wor+,orce!

Are(a T)D I #ia P(t. Lt#.

Rewards and Reco)nition based solely on -er,ormance and are not at all time bound!

$"is encoura)es t"e "i)" -er,ormers and moti0ates t"e low -er,ormers to -er,orm!
Narious trainin)s bot" ,or mana)ers and em-loyees to en"ance and le0er em-loyee

en)a)ement! Suc" trainin)s "el- t"e mana)ers understand t"e need ,or en)a)ement and also to ease t"e im-lementation o, t"ese -ractices!
Em-loyee connect -ro)ram e0ery mont" w"ic" "onors and a--reciate t"e e,,orts o,

t"e ac"ie0ers and -er,ormers!

Em-loyee Re,errals is used as a source ,or Recruitment! $"e or)ani3ation recruits

6*J to 2BJ o, t"e re>uirement t"rou)" em-loyee re,errals!

Em-loyee %-inion Sur0ey done -eriodically and is )o0erned by t"e cor-orate o,,ice! E0ery 2 mont"s t"ere is a country inte)ration -ro)ram in w"ic" t"e em-loyees ,rom

all t"e o,,ices in 'ndia )et to interact wit" eac" ot"er! $"is is )enerally or)ani3ed in one o, t"e ,i0e star "otels in (el"i!
%r)ani3es 0arious s-orts acti0ities, debate com-etition and 0arious cultural meet! $ie u-s wit" 0arious leadin) or)ani3ations ,or t"e ser0ices to be -ro0ided to t"e

em-loyees! .i+e t"e or)ani3ation "as a tie u- wit" (E.. ,or -ro0idin) t"e em-loyees la-to-s, t"ey also "as a tie u- wit" c!.I c*..ee d!y to -ro0ide t"e em-loyees wit" nice snac+s durin) t"eir "ectic sc"edules!

 Parentin) sessions ; "el- des+ ,or "el-in) t"e em-loyees to maintain a balance

between t"eir wor+ and li,e!

2 or < "ours o, eti>uettes and -ersonality de0elo-ment sessions e0ery Friday! Fle/i ty-e com-ensation and -romotions w"ic" "el- t"e or)ani3ation to maintain a

sco-e o, continual im-ro0ement wit"in t"e or)ani3ation!

Pre recruitment inte)ration! 'n t"is inte)ration t"e com-any ma+es t"e candidates ,eel

t"at t"e com-any t"ey are a--lyin) ,or is t"e best w"ic" ma+es t"e re1ected candidates also t"e brand ambassador o, t"e com-any!
Feedback at every step strate)y is im-lemented w"ic" "el- t"e #R to ,ind out i,

t"ere is any +ind o, -roblem and it also "el- -roblem sol0in) at e0ery ste-!
Feedbac+ ,rom t"e inter0iewees is ta+en to +now t"e e,,ecti0eness o, t"e inter0iewer

and t"e recruitment -ro)ram!

A well de0elo-ed orientationQinduction -ro)ram ,or t"e new 1oinee! $"is ma+es t"e

new 1oinees aware o, t"e mission, 0ision, 0alues etc o, t"e or)ani3ation! Furt"er it "el-s t"e new 1oinees to +now more about t"e or)ani3ation ,or w"ic" t"ey would be wor+in) ,or A welcome +it ,or t"e new member o, t"e or)ani3ation!
:o,,ee wit" #R conce-t e0ery last $"ursday o, t"e mont"! 't in0ol0es an in,ormal

discussion wit" t"e em-loyees w"ere listenin) is )i0en more im-ortance t"an a two way discussion!

9e are s"a-in) t"e Future Alstom I #ia P(t. Lt#.

6!= "ours o, ,le/i timin)s ,or t"e em-loyees w"ere em-loyees "a0e t"e ,reedom eit"er

to come 6!= "ours early or lea0e 6!= "ours late but "as to com-lete * "ours o, wor+!
Em-loyee re,erral is -racticed!

early 2BJ em-loyees are recruited ,rom re,errals! An amount o, between Rs 6*BBB to Rs 2BBBB is )i0en to t"e em-loyee w"ose re,erence "as been ,ound a--ro-riate ,or recruitin)! -art o, t"e or)ani3ation!

Annual ,amily -arty is or)ani3ed to ma+e t"e em-loyees ,eel t"at t"eir ,amily is also a

Narious s-orts and cultural e0ents are or)ani3ed to reduce some stress o, t"e

em-loyees due to t"eir "ectic wor+ sc"edule!

S-onsor em-loyee "i)"er studies !$"e or)ani3ation su--orts t"eir em-loyees ,or t"eir

)rowt" and de0elo-ment! :on0eyance is ,ree ,or all em-loyees! :a,eteria is subsidi3ed!
:areer Plannin) and Succession Plannin) is online is done e,,iciently to tra- t"e true

-otential o, t"e em-loyee!

Per,ormance a--raisal is yearly but midyear re0iew is done ,or moti0atin) t"e

em-loyees ,or continuous im-ro0ement!

o satis,action or en)a)ement sur0ey done in -ast years but ,eedbac+ is ta+en -eriodically!

'm-ro0ement -lans ,or low -er,ormin) em-loyees!

(iscussions are )i0en im-ortance w"ile conductin) an em-loyee de0elo-ment or

career -lannin) -ro)ram! $"ere are se0eral career de0elo-ment -ro)rams are conducted!

Cre!"&'( T*%*rr*, T*d!y G*R +y#ro I #ia P(t. Lt# :areer -lannin) t"rou)" in,ormal discussion! Narious cultural ; s-orts e0ents are or)ani3ed! Birt"day -arties are or)ani3ed! o c"ar)es ,or .unc" and Brea+,ast! t"e #R to ,ind out t"e need o, t"e em-loyees and satis,yin) t"ose need in a cost e,,ecti0e! Per,ormance a--raisal -rocess yearly and t"e em-loyees are )i0en rewards ; incenti0es accordin)ly!
Balance scorecard conce-t is im-lemented! $"is "el-s t"e em-loyees to +now w"at

Eob satis,action sur0ey done annually t"rou)" outsourcin)! Satis,action sur0ey "el-

e/actly t"eir 1ob demands o, "imQ"er!

Narious awards li+e Em-loyer o, t"e mont", outstandin) em-loyee, etc! are )i0en to

"i)" -er,ormers so as to encoura)e t"eir e,,ort at wor+!

.ow -er,ormers are as+ed to lea0e a,ter considerin) t"eir sco-e ,or im-ro0ement! $"e

or)ani3ation considers constant low -er,ormers as a t"reat to t"e or)ani3ation and "ence don4t belie0e in s-endin) any ,urt"er amount! Em-loyee re,erral is -racticed but no ,i/ed J!
ES%P -racticed ,or some )rades o, em-loyees! 't )i0es a ,eelin) o, belon)in)ness to

t"e em-loyees! 9ill be startin) )i0in) 'P%s soon!

North Delhi Po!er Limite# So,t s+ills trainin)s are -ro0ided by t"e com-any t"rou)" its own well +nown trainin) institute! Annual satis,action and em-loyee -artici-ation sur0ey is done! $"is year em-loyee -artici-ation sur0ey result came out to be A=J
#ousin) ,acilities are -ro0ided to all t"e em-loyees in t"eir towns"i-s!

Free electricity and cab ,acility is t"ere! <@B de)ree a--raisals ,or to- mana)ement! $ie u-s wit" many or)ani3ations ,or -ro0idin) t"e em-loyees wit" ,acilities li+e mobiles, la-to-s, medical ,acilities etc! Sc"olars"i- -ro)rams ,or t"e c"ildren o, em-loyees!
S-onsor "i)"er education o, t"eir em-loyees!

Em-loyee re,erral -ercent is nearly 2B! Annual ,esti0al celebration li+e (iwali -arty, #oli -arty, :"ristmas -arty etc! A-art ,rom ,esti0e celebrations annual s-orts and cultural e0ents are conducted! :areer -lannin) is done at t"e time o, a--raisal! Em-loyee -artici-ation in decision ma+in) is mainly t"rou)" t"ese c"annels8 $rade &nion Eoint 'nteraction Forum (E'F) .istenin) Post Noice %, Em-loyees (NoE)

Larsen & oubro Ltd. Fle/i timin)s ,or em-loyees not on -a-ers but is t"ere!
:areer -lannin) t"rou)" em-loyee de0elo-ment -lan at t"e time o, a--raisal!$"is

include discussion between t"e a--raiser and t"e a--raisee!

Mana)ers are )i0en outdoor trainin) ,or understandin) and im-lementin) em-loyee

en)a)ement -ractices! %utdoor trainin) so t"at t"e wor+ -ressure could be minimi3ed and an en0ironment o, recreation is created ,or t"e em-loyees to ,urt"er reduce t"eir stress!
Em-loyees w"o are rated "i)" are )i0en additional incenti0es! $"is is done annually! 't -ro0ides s-onsors"i- -ro)ram ,or "i)"er studies! $rainin) ,or cor-orate eti>uettes, -ersonality de0elo-ment etc! Amantran sc"eme ,or t"e em-loyee re,errals!

early 2=J em-loyees are recruited

t"rou)" re,errals!
E0ery 2nd Friday o, t"e mont" an em-loyee connect -ro)ram is conducted in w"ic"

mementos are )i0en to "i)" -er,ormers !$"is is done to s"ow t"e concern w"ic" t"e com-any "as ,or its em-loyees and also to ma+e t"em +now t"eir wort" ,or t"e com-any! #a0e t"eir own club ,or cultural ; s-orts acti0ities +nown as 'ndrad"anus"
Satis,action sur0ey is annually done ; en)a)ement sur0ey also done!

Te"h *ahi #ra Lt#.

C*..ee %ee"# are or)ani3ed eac" mont" or e0en t"rice a wee+, w"ere

em-loyees o, bottom le0el can discuss t"eir >ueries wit" t"e to- le0el -eo-le, by t"is way em-loyee o, bottom le0el )et a c"ance to tal+ to to- le0elR also awards are )i0en in t"ese co,,ee meets!

S/&) e0e %ee"#8 "ere an em-loyee can s+i- a le0el i!e! i, em-loyee is o, bottom

le0el t"en "eQs"e can directly tal+ to to- le0el -eo-le! $"ere is a one Lto2one discussion ,or about 6Q2 an "our, and w"en t"e em-loyee comes bac+ ,rom t"e discussion t"ey are as+ed to ,ill a >uestionnaireR to )i0e t"eir ,eedbac+ on t"ese s+i- le0el meets! $"is is done %*'"h y.

A h!'d# %ee"8 are or)ani3ed at eac" center o, t"e com-any w"ere all

em-loyees o, 0arious de-artments come to)et"er on t"e ca,eteria o, t"e com-any! #ere in t"ese meets t"e "eads o, eac" de-artment )i0e t"eir -resentations on t"eir recent u-dates and -ro1ects, also a brie, on t"eir area! $"ese meets are e0ery mont"!

Re,!rd# !'d rec*('&"&*'#8 in t"e com-any rewards are )i0en mont"ly,

>uarterly and e0en on t"e s-ot! And also t"ere is a re,!rd !'d rec*('&"&*' board -laced at t"e rece-tion w"ic" is c"an)ed e0ery mont"! Or(!'&J!"&*' !,!rd#F
1& Be#" #$))*r" (r*$) *. "he ye!rK 't aims to establis" ; reco)ni3e t"e 0alue o,

su--ort ,unction in t"e or)ani3ation!

2&

1&0e ye!r !##*c&!"&*' !,!rdK t"is award is con,irmed on em-loyee Te' ye!r .e *,#h&) !,!rdK t"is award is )i0en to t"ose em-loyees The 1$'c"&*' A,!rd#8

w"o "as com-leted = interru-ted years o, ser0ice wit"out any lea0e o, absence!
3&

w"o "a0e com-leted 6B uninterru-ted years o, ser0ice wit"out any lea0e o, absence!

6! 2!

P!" *' "he b!c/ V! $!b e "e!% ) !yer

3& 4&

S"!r )er.*r%er2 R&#&'( #"!rK it reco)ni3es t"ose w"o "a0e s"own outstandin) Be#" %!'!(er2 it a--lauds team mana)ers w"o "a0e un,ailin)ly li0ed Be#" "e!% !,!rd2 it is )i0en to outstandin) team t"at "as e/cellent

-er,ormance in a 0ery s"ort s-an o, time!

A&

t"e 0alues o, t"e or)ani3ation!

6&

-er,ormance o0er an assi)nment or -ro1ect leadin) to e/ce-tional customer ,eedbac+, ; business -rocess im-ro0ement!
B& C**/&e#2 t"is is an on t"e s-ot award w"ic" aims to em-"asi3e u-on t"e small

but si)ni,icant contributions made by em-loyees!

C& C$#"*%er !,!rd#2 t"is is an entirely new c"annel ,or t"e customer to award

t"e em-loyees! The re!ar# a # re"o% itio ,ro%ram is a su""ess throu%hout the or%a i-atio . :om-any ta+es its em-loyees ,or "e!% *$"&'(# i!e! ta+in) ,or tri-s and t"e main ,ocus is )i0en on '$r"$r&'( "e!% b$& d&'(#, w"ic" is or)ani3ed once in a year, w"ic" is termed as (**d&e#R a )ala time ,or all t"e em-loyees! #ere em-loyees can )et members"i- ,or club mahindra , so as to )o to t"e destinations at a discounted -rice! Functions are or)ani3ed on Chr&#"%!# > d&,! &. D!'d&y! is also celebrated and t"ere is an !''$! b!"ch celebrated once in a year (w"ere all t"e acti0ities ta+e -lace all to)et"er li+e (E ni)"t, -layin) )ames etc! Ce ebr!"&'( b&r"hd!y#8 'n can0asm eac" em-loyee birt"days are bein) celebrated by decoratin) t"eir cubicles wit" balloons ; ot"er decorati0e items! 1!%& y d!y is bein) celebrated eac" year! $"ere is a d!r)!' EB, -ro)ram w"ere em-loyees can )o on t"e website and )i0e t"eir ,eedbac+ t"at "ow was t"eir year and are t"ey ,acin) any +ind o, -roblems, or t"ey want to )i0e any su))estionsR t"is is an e%) *yee #!"&#.!c"&*' #$r0ey. The E%) *yee S!"&#.!c"&*' #$r0ey 4br!'ded +D!r)!'-5 &# !' e..*r" "* #* &c&" e%) *yee *)&'&*'# *' ! 0!r&e"y *. &##$e# #$ch !# "he c*%)!'yL# #$cce## &' c*%%$'&c!"&'( &"# %&##&*' "* e%) *yee#2 G$! &"y *. "he ,*r/&'( e'0&r*'%e'" e"c. The #$r0ey ,& be c*'d$c"ed *'ce e0ery ye!r. The )r*ce## &'0* 0e# d&##e%&'!"&*' *. #$r0ey .&'d&'(# !'d !c"&*' ) !''&'( &' &'e ,&"h "he .&'d&'(#.

BEST PRACTICES O1 EMPLOYEE ENGAGEMENT PREVALENT IN THE POWER SECTOR IN INDIA ES%P -ro0ision! $"is ma+es t"e em-loyees ,eel an inte)ral -art o, t"e or)ani3ation!

Em-loyee Re,erral Sc"eme! 9it" t"e "el- o, t"is -ractice t"e or)ani3ation can reduce t"e recruitment cost and at t"e same time ma+es t"e em-loyees ,eel t"at t"eir o-inion matters! Also by )i0in) re,errals t"e em-loyees )et monetary rewards!

Subsidi3ed or ,ree con0eyance ; meals!

Em-loyee connect -ro)ram e0ery wee+ or mont"ly so as to ma+e t"e em-loyees ,eel t"at t"e or)ani3ation cares ,or t"em not only as an em-loyee but also as an indi0idual!

$rainin) ,or mana)ers ,or em-loyee en)a)ement! $"is will "el- t"e or)ani3ation to communicate t"eir concern ,or t"eir em-loyees easily!

Feedbac+ and o-inion sur0ey "el-s t"e or)ani3ation understand t"eir em-loyees need more accurately!

:areer -lannin) and de0elo-ment -ro)rams ; wor+s"o-s! $"is will "el- t"e em-loyees be u-dated and -roacti0e!

Fle/i timin)s! #el- t"e em-loyees balance t"eir wor+ and li,e!

 Annual cultural e0ents reduce some wor+ stress due to routine wor+!

S-onsors"i- -ro)ram ,or "i)"er studies ,or t"e em-loyees!

Sc"olars"i- -ro)rams ,or t"e c"ildren o, em-loyees! $"is ma+es t"e em-loyee ,eel

t"at "isQ"er ,amily also matters to t"e or)ani3ation!

Mont"ly inte)ration -ro)ram +ee-s t"e em-loyees u-dated wit" t"e "a--enin)s o, t"e or)ani3ation and t"e industry! Fle/ible com-ensation and reward system moti0ates t"e em-loyees to -er,orm and )i0e t"eir best!

'n,ormal discussion li+e co,,ee wit" #R ma+es t"e em-loyees ,eel t"at t"ey are bein) ta+en care o,!

9ell de0elo-ed induction Q orientation -ro)ram is necessary to boost t"e morale o, t"e new em-loyee!

Parentin) sessions, "el- des+ and ot"er ,acilities ,or "el-in) t"em maintainin) balance between t"eir wor+ and li,e!

$ie u-s wit" 0arious or)ani3ations ,or -ro0idin) ,acilities li+e mobiles, la-to-s, medical, ,ood 1oints etc! to t"eir em-loyees!

Birt"day -arties, s-orts e0ents ; ,esti0al celebrations!

 Em-loyee em-owerment to ma+e t"em ,eel t"at t"e or)ani3ation trust t"em!

Feedbac+ is also ta+en ,rom t"e em-loyees a,ter @ mont"s o, t"eir release!

Em-loyee -artici-atin) -ro)rams "as to be )i0en due im-ortance and s"ould be done as ,re>uently as -ossible

ENGAGEMENT PARAMETERS FEP' $'M' G EMP.%GEE REFERRA. RE9AR(S ;RE:%G '$'% ES%P PER'%(': FEE(BA:? ' (&:$'% PR%GRAM

REL % % GEAR.G GES %

SIEMENS % GES(not ,i/ed) GEAR.G GES GES

AREVA % GES(6*J 22BJ F.EP'B.E GES GES(A$ ENERG S$AGE) GES(NERG 9E.. (EF' E( ; (ENE.%PE() GES (A &A..G) GES GES

ALSTOM GES GES( early 2BJ) F.EP'B.E GES GES

GES(B&$ %$ 9E.. (EF' E()

GES

GES

SA$'SFA:$'% S&RNEG E GAGEME $ S&RNEG 'MPR%NEME $ P.A S F%R .%9 PERF%RMERS E GAGEME $ $RA' ' G F%R MA AGERS S&PP%R$ #'G#ER E(&:A$'% F%R EMP.%GEES

GES( %$ PER'%(':) % %

GES (A &..AG) % %

% GES

GES

GES

:&.$&RA. ; % SP%R$S ENE $S :AREER P.A ' G GES ' F%RMA. ('S:&SS'% S 9'$# MA AGER M% $#.G ' $EGRA$'% PR%GRAM ENGAGEMENT PARAMETERS FEP' $'M' G EMP.%GEE REFERRA. RE9AR(S ;RE:%G '$'% ES%P PER'%(': FEE(BA:? % %

GES GES GES %

GES GES GES GES

GES GES GES %

GMR HYDRO % % GEAR.G GES %

NDPL % GES GEAR.G % %

L>T %$ % PAPERS GES( early 2=J) GEAR.G GES GES

TECH MAHINDRA % GES F.EP'B.E GES GES

En)a)ement at Reliance 'n,rastructure .td! (A sur0ey )

RE:%G '$'%

Fre>uency % GES $otal

t"e em-loyees re-lied as ,ollows8

Percent A*!B* 26!C2 6BB

667 <2 67@

9"en as+ed w"et"er t"e em-loyees "a0e recei0ed reco)nition or -raise ,or doin) )ood wor+

I'"er)re"!"&*'
A*!B*J em-loyees in t"e or)ani3ation do not ,eel reco)ni3ed ,or t"eir ac"ie0ements! $"is is >uite a bi) -ercenta)e w"ic" "as to be "andled as soon as -ossible and most -robable reason ,or t"is w"ic" ' ,ound in my sur0ey can be lesser ,ormal rewards and a--reciation ,or t"e wor+ t"e em-loyees did!

9"en as+ed t"e >uestion w"et"er t"e em-loyees "a0e a )ood en0ironment at t"eir wor+-lace, t"ey re-lied as ,ollows8

%RAGA 'HA$'% A. :&.$&RE

Fre>uency % GES $otal I'"er)re"!"&*' @@ *B 67@

Percent 7=!2 =7!* 6BB

7=!2J em-loyees res-onded 5 %D to t"is >uestion w"ic" is less t"an "al, but still enou)" to alarm t"e or)ani3ation to ma+e some c"an)es in t"eir -resent t"in+in)! $"e reason w"ic" can be related to t"is area can be t"e resistance to c"an)e o, t"e older em-loyees in com-arison to t"e dynamic culture t"e yout" wants

9"en as+ed t"e >uestion w"et"er t"e em-loyees "ad o--ortunities at wor+ to learn and )row, t"ey re-lied as ,ollows8

TRAINING2 DEVELOPMENT > CARRER

Fre2"en y 7. 19S ,ota! B6 BD 146

?er ent A2&1 4B&9 1DD

I'"er)re"!"&*'
=2!6J o, t"e em-loyees t"in+s t"at t"eir com-any does not -ro0ide enou)" o--ortunities ,or t"em to learn and )row w"ic" is a 0ery discoura)in) statistic because t"e com-any -ro0ide am-le o--ortunities ,or t"eir com-any4s learnin) and )rowt" and still em-loyees ,eel t"at t"eir com-any is not concerned ,or t"eir )rowt"! $"is may be due to t"e unawareness o, t"e em-loyees about t"eir com-any4s -olicies!

R%.E :.AR'$G

Fre>uency % GES $otal 6B< 7< 67@

Percent AB!== 2C!7= 6BB

9"en as+ed t"e em-loyees w"et"er t"ey are aware o, w"at is e/-ected o, t"em at wor+, t"ey re-lied as ,ollows8

I'"er)re"!"&*'

AB!==J o, em-loyees res-ondin) 5 %D indicate t"at em-loyees are not communicated -ro-erly about w"at is e/-ected ,rom "im by t"e 1ob and t"e or)ani3ation! $"is could be a ma1or ,actor a,,ectin) t"e or)ani3ation4s -roducti0ity and -ro,itability! %ne o, t"e ma1or reasons ,or suc" res-onse accordin) to my researc" can be communication )a- w"ic" "as to

9%R? .'FE BA.A :E

Fre>uency % GES $otal

be narrowed!

Percent @A!* <2!2 6BB

CC 7A 67@

9"en as+ed t"e >uestion w"et"er t"e em-loyees are -ro0ided wit" 0arious ser0ices to "elt"em balance t"eir wor+ and ,amily li0es, t"ey re-lied as ,ollows8

I'"er)re"!"&*'
', @A!*J o, t"e em-loyees t"in+ t"at t"ey )et no "el- or a 0ery little "el- ,rom t"eir com-any to balance t"eir wor+ and -ersonal li0es t"en t"e com-any loo+ into t"eir em-loyee bene,it

sc"emes and modi,y t"em +ee-in) in mind bot" t"e e/-ectations o, t"e em-loyee and t"e com-any!

9"en as+ed t"e em-loyees w"et"er at wor+ t"eir o-inion seems to count, t"ey re-lied as ,ollows8

EO&A. %PP%R$& '$'ES

Fre>uency % GES $otal == C6 67@

Percent <A!A @2!< 6BB

I'"er)re"!"&*'
@2!<J em-loyees4 t"in+ t"at t"eir o-inion is )i0en im-ortance t"is )i0es t"e em-loyees a sense o, belon)in)ness! $"is statistic most -robably can be t"e outcome o, a )ood mana)ement!

9"en as+ed w"et"er t"ey recei0e coo-eration ,rom t"eir ,ellow em-loyees, t"ey re-lied as ,ollows8

:% %PERA$'% FR%M PEERS

Fre>uency % GES $otal I'"er)re"!"&*' 72 6B7 67@

Percent 2*!* A6!2 6BB

A6!2J is a descent -ercenta)e in t"is re)ard! $"is s"ows t"at t"e relations"i-s amon) t"e em-loyees are >uite "ealt"y!

E%B SA$'SFA:$'%

Fre>uency % GES $otal == C6 67@

Percent <A!A @2!< 6BB

9"en as+ed t"e em-loyees w"et"er t"eir wor+ )i0e t"em t"e ,eelin) o, -ersonal accom-lis"ment, t"ey re-lied as ,ollows8

I'"er)re"!"&*'
@2!<J o, t"e em-loyees ,eels t"at t"ey are satis,ied wit" t"eir 1ob in s-ite o, t"e ot"er statistics ' ,ound! $"is s"ows t"at maybe t"e em-loyees are satis,ied but t"ey will not be willin) to -ut an e/tra e,,ort!

9"en as+ed t"e em-loyees w"et"er t"eir su-er0isor encoura)es your de0elo-ment, t"ey re-lied as ,ollows8

SUPPORT 1ROM IMMEDIATE MANAGEMENT

Fre>uency % GES $otal AB A@ 67@

Percent 7A!C =2!6 6BB

I'"er)re"!"&*'
=2!6J em-loyees t"in+ t"at t"eir su-er0isor su--ort and encoura)es t"eir de0elo-ment! But it4s not an im-ressi0e -ercenta)e and im-ro0ements are needed!

:%MM& ':A$'%

Fre>uency % GES $otal 72 6B7 67@

Percent 2*!* A6!2 6BB

9"en as+ed t"e em-loyees w"et"er t"e missionQ-ur-ose o, t"e com-any ma+e t"em ,eel t"at t"eir 1ob is im-ortant, t"ey re-lied as ,ollows8

I'"er)re"!"&*'
A6!2J em-loyees t"in+ t"at t"ey are an im-ortant -art o, t"e or)ani3ation! $"is s"ows t"at t"e mission and -ur-ose o, t"e com-any is -ro-erly con0eyed to t"e em-loyees and ali)nment o, t"eir 1ob wit" t"e com-any4s mission!

9"en as+ed t"e em-loyees w"et"er t"ey would wal+ t"e e/tra mile and e/ceed t"e

EMP.%GEE ' N%.NME $

Fre>uency o o-inion Stron)ly disa)ree (isa)ree A)ree Stron)ly a)ree $otal

,ollows8

Percent 2@!B 2!6 6@!7 <*!7 6A!6 6BB

<* < 27 =@ 2= 67@

e/-ectations o, t"e em-loyers w"en it comes to t"e com-any4s e/-ectations, t"ey re-lies as

I'"er)re"!"&*'
==!=J em-loyees a)ree or stron)ly a)ree to willin)ly do e/tra t"en t"e assi)ned 1ob! But t"e -roblem is t"ose 2@J w"o doesn4t +now w"et"er t"ey will or not! $"e com-any s"ould de0ise suc" -olicies so as to con0ert t"is 2@J 5 o %-inionD to a)ree or stron)ly a)ree!

9"en as+ed t"e em-loyees t"at do t"ey t"in+ t"at t"e decisions in t"eir or)ani3ation are made at t"e a--ro-riate le0els, t"ey re-lied as ,ollows8

EMP%9ERME $

Fre>uency o o-inion (isa)ree A)ree Stron)ly a)ree $otal 6C 77 @C C 67@ Stron)ly disa)ree =

Percent 6< <!7 <B!6 7A!< @!2 6BB

I'"er)re"!"&*'
=<!=J o, t"e em-loyees t"in+ t"at e0ery em-loyee is em-owered to ta+e decisions o, "isQ"er le0el! $"is s"ows t"at em-loyees are )i0en ,reedom to ta+e decisions w"ic" concern t"eir 1ob t"is ma+es t"em more res-onsible and ,eelin) o, attac"ment wit" t"eir 1ob and or)ani3ation! #ere t"e disa)ree -ercenta)e also needs attention!

9"en as+ed t"e em-loyees t"at w"et"er wit"in t"eir com-any t"e senior mana)ement is accessible and a--roac"able as and w"en re>uired, t"ey re-lied as ,ollows8

I'"er)re"!"&*'
APPR%A:# $% SE '%R MA AGEME $

Fre>uency o o-inion (isa)ree A)ree Stron)ly a)ree $otal 2B <2 A6 6A 67@ Stron)ly disa)ree @

Percent 6<!A 7!6 26!C 7*!@ 66!A 6BB

@B!<J em-loyees t"in+ t"at t"ey don4t "a0e muc" -roblem in a--roac"in) or accessin) senior mana)ement w"ic" is a symbol o, a )ood leaders"i- in t"e or)ani3ation!

9"en as+ed t"e em-loyees w"et"er t"e -rocess and -rocedures ado-ted by t"eir com-any to e0aluate and -romote t"e em-loyees is ,air, t"ey re-lied as ,ollows8

FA'R APPRA'SA.

Fre>uency o o-inion (isa)ree A)ree Stron)ly a)ree $otal 2* <A @= A 67@ Stron)ly disa)ree C

Percent 6C!2 @!2 2=!< 77!= 7!* 6BB

I'"er)re"!"&*'
7C!2J em-loyees a)ree or stron)ly a)ree t"at t"eir or)ani3ation is -racticin) a ,air a--raisal system! 2=!<J belie0es t"at t"ey are not ,airly treated in a--raisals and around 2BJ can4t ,orm an o-inion about t"e trans-arency o, a--raisal system! o or)ani3ation can satis,y t"eir em-loyees on a--raisals matter 6BBJ but e,,orts could be done to con0ince t"em!

P!r!%e"er# ,h&ch 'eed &%%ed&!"e !""e'"&*'F

12D 1DD CD 6D 4D 2D D Re o%nition Ro!e6!arity +or$ <i#e Ba!an e 7. 19S

I'"er)re"!"&*'
$"ese t"ree -arameters i!e! Reco)nition, Role :larity and 9or+ li,e balance s"ows t"at somew"ere t"e -olicies are lac+in) in ma+in) t"e em-loyees ,eel t"at t"ey are ta+en care o,! $"rou)" my researc" s"ows t"at mainly no -ro-er communication between t"e su-erior and subordinate is t"e reason! Em-loyees don4t ,eel com,ortable )oin) to t"eir su-eriors instead o, t"e ,act t"at t"e su-eriors are willin) to "el-!

P!r!%e"er# ,h&ch 'eed# !""e'"&*'F

9D CD BD 6D AD 4D 3D 2D 1D D

7. 19S

I'"er)re"!"&*'
$"ese t"ree -arameters i!e! su--ort ,rom immediate mana)ement, $rainin) de0elo-ment ; carrier o--ortunities are to be attended w"ere t"e com-any can concentrate on analy3in) t"e need ,or trainin) , im-ro0in) and ma+in) t"e culture more dynamic to ca-ture t"e new and youn) talent!

P*#&"&0e )*&'"# *. e%) *yee e'(!(e%e'" )r!c"&ce# &' REL.

12D 1DD CD 6D 4D 2D D 7. 19S

Reliance -ro0ides all its em-loyees e>ual o--ortunities! $"e em-loyees recei0e co o-eration ,rom t"eir -eers w"ic" could be t"e reason ,or a )ood satis,action statistic but it could be im-ro0ed ,urt"er!

16D 14D 12D 1DD CD 6D 4D 2D D 9( *!oyee 'nvo!v( ent 9( *ower( ent Fair 4**raisa! 4**roa h to to* ( ana%e(ent no o*inion a%ree stron%!y a%ree disa%ree stron%!y disa%ree

INTERPRETATION $"ese ,our -arameters data s"ows t"at t"e em-loyees are "a--y wit" o, t"e a--raisal system o, t"eir or)ani3ation, t"ey ,ound it easy to a--roac" and access to- mana)ement, t"e decisions are )enerally ta+en by t"e ri)"t -erson res-onsible ,or t"e outcome o, t"at 1ob and t"ey will lo0e to -ut t"eir e/tra e,,orts ,or t"e success o, t"eir or)ani3ation!

E'(!(e%e'" e0e &' Re &!'ce I'.r!#"r$c"$re L"d.

En)a)ed 25EngagedK em-loyees are builders! $"ey want to +now t"e desired e/-ectations ,or t"eir role so t"ey can meet and e/ceed t"em! $"eySre naturally curious about t"eir com-any and t"eir -lace in it! $"ey -er,orm at consistently "i)" le0els! $"ey want to use t"eir talents and stren)t"s at wor+ e0ery day! $"ey wor+ wit" -assion and t"ey dri0e inno0ation and mo0e t"eir or)ani3ation ,orward! A."er re#e!rch &" h!# bee' .*$'d "h!" "here !re ;C.8M e'(!(ed e%) *yee# &' Re &!'ce I'.r!#"r$c"$re L"d. ot En)a)ed 2 Not-engaged e(*!oyees tend to on entrate on tas$s rather than the %oa!s and o"t o(es they are e5*e ted to a o(*!ish& ,hey want to be to!d what to do 3"st so they an do it and say they have #inished& ,hey #o "s on a o(*!ishin% tas$s vs& a hievin% an o"t o(e& 9(*!oyees who are not-engaged tend to #ee! their ontrib"tions are bein% over!oo$ed, and their *otentia! is not bein% ta**ed& ,hey o#ten #ee! this way be a"se they donEt have *rod" tive re!ationshi*s with their (ana%ers or with their o-wor$ers& In Reliance Infrastructure Ltd there are 32.3% non engaged employees.

Acti0ely (isen)a)ed2 ,he Factively disengagedF e(*!oyees are the F ave dwe!!ers&F ,heyEre F6onsistent!y a%ainst ;irt"a!!y 9verythin%&F ,heyEre not 3"st "nha**y at wor$0 theyEre b"sy a tin% o"t their "nha**iness &,hey sow seeds o# ne%ativity at every o**ort"nity& 9very day, a tive!y disen%a%ed wor$ers "nder(ine what their en%a%ed owor$ers a o(*!ish& 4s wor$ers in reasin%!y re!y on ea h other to %enerate *rod" ts and servi es, the *rob!e(s and tensions that are #ostered by actively disengaged wor$ers an a"se %reat da(a%e to an or%ani)ationEs #"n tionin% & In Reliance there are 28.5% actively disengaged employees.

$"ese statistics s"ows t"e need ,or ,urt"er researc"!

P!re"* BE N 8E A'! y#&#F

Pareto -rinci-le states t"at mostly 2BJ o, t"e causes ,or *BJ o, t"e -roblem w"ic" indicates t"at i, we ta+e care o, t"ese 2BJ causes t"en t"e results will be more -rominent! $"e 0alue o, t"e Pareto Princi-le ,or a mana)er is t"at it reminds you to ,ocus on t"e 2B -ercent t"at matters! %, t"e t"in)s you do durin) your day, only 2B -ercent really matter! $"ose 2B -ercent -roduce *B -ercent o, your results! 'denti,y and ,ocus on t"ose t"in)s! 'n t"is researc" ,or t"e *BJ -roblem in en)a)ement is due to < ma1or -arameters! $"ose are Role :larity, Reco)nition and 9or+ li,e balance! ', we ,ocus on t"ese < ,actors we could )et )ood result in muc" lesser time! $"ere,ore ' would be ,urt"er analy3in) t"ese -arameters in detail!

E'(!(e%e'" P!r!%e"er# &' Re &!'ce De)!r"%e'" W&#e A'! y#&#F R%.E :.AR'$G Su,,ortFu "tio s
1DD 9D CD BD 6D AD 4D 3D 2D 1D D 19S 7.

12D 1DD CD 6D 4D 2D 19S 7. D 466.87,S G F'74769 4:M'7 H8M47 R9S.8R69 ', S'= M4RG ?R.?

.arious Proje"ts
BD 6D AD 4D 3D 2D 1D D 19S 7.

9D CD BD 6D AD 4D 3D 2D 1D D H'S4R S4S47 R.S4 17=R 19S 7.

E %i eeri %
9D CD BD 6D AD 4D 3D 2D 1D D 697,R4< 97== 6.R9 97== 6.7 G 6.M 1 6.7 G 6.M 2 19S 7.

INTERPRETATION 't is seen t"at t"e role clarity -roblem is >uite e0enly distributed amon)st t"e su--ort ,unctions, -ro1ects and en)ineerin)! $"is means t"at t"e role clarity is a -roblem t"rou)"out t"e or)ani3ation and "as to be dealt immediately wit" due care! $"e data s"ows t"at in t"e su--ort ,unctions $ransmission, E#S (En0ironment, #ealt" ; Sa,ety) and Accounts ; Finance are t"e areas w"ic" are worst a,,ected wit" t"is issue! $"e -roblem could be due to t"e some sort o, mismana)ement in t"e or)ani3ation or due to some communication -roblem between t"e mana)ement and t"e em-loyees! Amon) t"e -ro1ects #isar , Sasan and Rosa are t"e -ro1ects w"ere t"e roles assi)ned to t"e em-loyees "as to be communicated to t"em -ro-erly! En)ineerin) is also e>ually su,,erin) ,rom t"e -roblem!

RE:%G '$'% Su,,ort Fu "tio s

9D CD BD 6D AD 4D 3D 2D 19S 7. 1D D 466.87,S G F'74769 4:M'7 H8M47 R9S.8R69 ', S'= M4RG ?R.?

CD BD 6D AD 4D 3D 2D 1D D 19S 7.

.arious Proje"ts
9D CD BD 6D AD 4D 3D 2D 1D D 19S 7.

CD BD 6D AD 4D 3D 2D 1D D H'S4R S4S47 R.S4 17=R yes no

E %i eeri %

INTERPRETATION

Reco)nition is anot"er -arameter w"ic" needs to be c"ec+ed! $"e data s"ows t"at em-loyees o, t"e su--ort ,unctions were ,acin) more reco)nition c"allen)es t"an t"e ot"er two! $"e t"in) to notice "ere is t"at instead o, t"e ,act t"at Reliance -ro0ide e/cellent -er,ormance lin+ed incenti0es still t"e em-loyees doesn4t ,eel reco)ni3ed ,or t"eir ac"ie0ements w"ic" indicates t"at only monetary incenti0es are not su,,icient ,or t"e em-loyees t"ey need some a--reciation! $"is can be im-ro0ed by )i0in) t"em some small awards ,or t"eir e,,orts w"ic" ma+e t"em ,eel t"at t"eir e,,orts are noticed and a--reciated by t"eir com-any! Researc" could be done in t"e en)ineerin) de-artments w"ere t"e reco)nition -roblem seems to be com-arati0ely better! $"is researc" will "el- ,ind out w"at ma+e t"e en)ineerin) de-artments em-loyees ,eel reco)ni3ed w"ic" could be a--lied to t"e ot"er de-artments!

9%R? .'FE BA.A :E Su,,ort Fu "tio s

.arious Proje"ts

E %i eeri %

INTERPRETATION E0ery or)ani3ation s"ould ta+e care t"at t"eir em-loyees s"ould be able to balance t"eir wor+ and li,e t"is will not only "el- t"eir em-loyees but t"e or)ani3ation itsel, also! But Reliance 'n,rastructure is somew"ere lac+in) in -ro0idin) "el-, su--ort and ser0ices to t"eir em-loyees ,or balancin) t"eir wor+ and li,e! 9orst case scenario seems to be in Accounts; Finance, Admin, (AE:, #ydro, Sasan, Gamunana)ar and contract; commercial! For im-ro0in) t"is t"e needs o, t"e em-loyees "as to be identi,ied wit" similar im-ortance as done ,or t"e needs o, t"e customers!

D&..ere'ce &' "he )erce)"&*' *. "he %!'!(er !'d e%) *yee *' e'(!(e%e'" )!r!%e"er# re#)*'#&b e .*r %!<*r&"y *. )r*b e%F

9"en >uestions on same -arameters were as+ed to bot" t"e em-loyer and t"e em-loyee it is seen t"at t"ere is a -rominent di,,erence in t"e -erce-tion o, t"e two! $"is di,,erence in -erce-tion is s"own in ,orm o, some )ra-"s as ,ollows8 W*r/ L&.e B! !'ce 9"en as+ed w"et"er t"e com-any -ro0ide ser0ices to t"e em-loyees to balance t"eir wor+ and ,amily li0es t"e em-loyer and em-loyees re-lies can be -lotted as ,ollows8
CD BD 6D AD 4D 3D 2D 1D D 9( *!oyerEs ?ers*e tive 9( *!oyeeEs ?ers*e tive 19S 7.

Rec*('&"&*' 9"en as+ed w"et"er t"e su-er0isors ta+e care o, t"eir subordinates as a -erson t"e em-loyer and em-loyees re-lies can be -lotted as ,ollows8

9D CD BD 6D AD 4D 3D 2D 1D D 9(*!oyerEs ?ers*e tive 9(*!oyeeEs ?ers*e tive

19S 7.

R* e C !r&"y 9"en as+ed w"et"er t"e em-loyees +now w"at t"ey "a0e to do t"e em-loyer and em-loyees re-lies can be -lotted as ,ollowsI

CD BD 6D AD 4D 3D 2D 1D D 9( *!oyerEs ?ers*e tive 9( *!oyeeEs ?ers*e tive 19S 7.

INTERPRETATION $"e di,,erence in t"e -erce-tion o, t"e mana)ers and t"e em-loyees can be re)arded as t"e ma1or contributor in discoura)in) t"e em-loyees and ,urt"er disen)a)in) t"em! $"is could be a ma1or ,orce com-ellin) t"e en)a)ement le0els to be at lower le0els! $o "el- t"e or)ani3ation in em-loyee en)a)ement t"ese -erce-tion di,,erences "as to be o0ercome! For t"is t"e most e,,ecti0e tool is t"e -ro-er communication between t"e su-er0isor and t"e subordinates! Key 1&'d&'(#
7=!6J -eo-le in t"e or)ani3ation do not ,eel reco)ni3ed ,or t"eir ac"ie0ements! =2!6J em-loyees ,eel t"at t"e trainin), de0elo-ment and career de0elo-ment

-ractices need an im-ro0ement!

%nly =BJ em-loyees a)ree t"at t"e a--raisal system o, t"e com-any is ,air!

@A!*J em-loyees ,eel t"at t"eir com-any does not -ro0ide ser0ices ,or balancin) t"eir wor+ and li,e! %nly =2!A em-loyees t"in+ t"at t"ey are clear about t"eir roles!

 =2!6 J em-loyees t"in+ t"at )et su--ort ,rom t"eir immediate bosses! %nly =7!*J em-loyees t"in+ t"at t"ey "a0e a )ood en0ironment at t"eir wor+-lace!
@< J em-loyees t"in+ t"at t"ey are satis,ied wit" t"eir 1ob! A6!=J em-loyees4 t"in+s t"at t"e com-any4s mission ma+es t"em t"eir wor+ is

im-ortant! @<J em-loyees t"in+ t"at t"ey are )i0en e>ual o--ortunities at t"eir wor+! A2J em-loyees t"in+ t"at t"ey )et ,ull coo-eration ,rom t"eir co2em-loyees!
=<!=J em-loyees a)rees or stron)ly a)ree w"en as+ed w"et"er in t"eir or)ani3ation

decision are ta+en at a--ro-riate le0els

7C!<J em-loyees a)ree or stron)ly a)ree t"at t"eir a--raisal system ,air!

=<!7 J em-loyees a)ree or stron)ly a)ree t"at t"eir to- mana)ement is easily accessible!
==!= J em-loyees a)ree or stron)ly a)ree t"at t"ey will )o an e/tra mile ,or t"eir

or)ani3ation4s bene,it!
==J o, t"e mana)ers t"in+ t"at t"ey "el- t"eir em-loyees to maintain a balance

between t"eir wor+ and li,e w"ile only <2J em-loyees t"in+ t"at t"eir t"eir immediate mana)ement "el- t"em in maintainin) a balance between t"eir wor+ and li,e! @2J o, t"e mana)ers t"in+ t"at t"ey -ro0ide su--ort to t"eir team in all t"e ways w"ile only =2J em-loyees t"in+ t"at t"ey recei0e su--ort ,rom t"eir mana)ers! =6J mana)ers t"in+ t"at t"e com-any -ro0ide necessary trainin)s to t"eir em-loyees w"ile 7*J em-loyees t"in+ t"at t"e com-any -ro0ide t"em necessary trainin)!

@6J mana)ers t"in+ t"at t"eir em-loyees are satis,ied wit" t"eir 1obs and @2J em-loyees t"in+ t"at t"ey are satis,ied wit" t"eir 1ob!

A=J mana)ers say t"at t"ey care ,or t"eir em-loyees as a -erson w"ile =AJ

em-loyees t"in+ t"at t"eir immediate mana)ement ta+es care o, t"em as a -erson!

 @J mana)ers eit"er disa)ree or stron)ly disa)ree t"at t"ey conduct a ,air a--raisal w"ile <7J em-loyees disa)ree or stron)ly disa)ree t"at t"eir immediate mana)ement a--raise t"em ,airly!

What em,loyees !a t' More care and concern ,or em-loyees! Growt" o--ortunities s"ould be s"ould be clearly in,ormed and must be ,re>uently )i0en!
Ser0ices are not )i0en e>ually e0en to em-loyees o, same le0el and )rade! E/tracurricular acti0ities s"ould be started w"ic" s"ould in0ol0e em-loyees ,amily

also!

 Some "olidays ,or t"e GE$s and M$s!

:larity w"ile assi)nin) roles!

:om-ensation s"ould be re0iewed accordin) to t"e -resent in,lation rates! 'ncenti0es s"ould be rationali3ed and more consideration ,or e/-erience s"ould be a0oided! #i)"er studies s"ould be encoura)ed! $imin) o, release needs to be rationali3ed!
Em-loyees4 needs s"ould be )i0en more im-ortance!

Site 0isit o--ortunities o, t"e concerned -ro1ect s"ould be )i0en to em-loyees o, t"at -ro1ect in noida o,,ices! Eob rotation o--ortunities s"ould be -ro0ided wit"in t"e de-artment!
More structured trainin) and wor+s"o-s ,or GE$s!

:onclusion
$"e conclusion t"at can be drawn ,rom t"e sur0ey and inter0iews conducted is as ,ollows8 6! $"e role o, senior mana)ement is really im-ortant in em-loyee en)a)ement -ro)rams as t"ey "a0e to act as t"e s-onsor o, t"e sc"eme and ensure t"at t"e commitment le0el remains "i)" t"rou)"out t"e or)ani3ation towards t"ese sc"emes!
2& Em-loyees li+e c"allen)in) assi)nments rat"er t"an routine, "i)"ly structured 1obs as

t"e element o, learnin) and )rowt" is missin) in t"eir wor+ w"ic" "am-ers t"eir

o0erall out-ut! $"e res-onse o, em-loyees o, t"e :om-any indicates t"at t"ey can certainly im-ro0e t"e en)a)ement le0el in t"eir or)ani3ation by ado-tin) a more c"allen)in) and e/citin) wor+ culture! $"e ,eelin) o, wor+in) on a use,ul and c"allen)in) assi)nment does "el- in ensurin) -ro-er en)a)ement! <! Em-loyees li+e to ,eel t"at t"ere is someone to w"om t"ey can turn ,or ad0ice, i, t"ey need it! $"e wor+-lace en0ironment s"ould "a0e a culture w"ere -eo-le are wor+in) more as a team and t"e role o, t"e su-er0isor is to act as a "el-in) "and rat"er t"an bein) a tas+master! 7! Em-loyee En)a)ement is all about ma+in) em-loyees T,eel in0ol0ed and 0alued4! As suc", i, t"e com-any does not -ro0ide its em-loyee a ,air c"ance to )row and t"eir su))estions and o-inions are not encoura)ed, t"en t"e com-any is bound to lose its mar+et s"are "ea0ily! =! $"ere is a lot o, sco-e ,or im-ro0ement in t"e en)a)ement ser0ices o, Reliance w"ic" could be "i)"ly "el-,ul in retainin) t"e best talent!

S$((e#"&*'#

A well de0elo-ed 'nductionQ%rientation -ro)ram ,or new 1oinees! 'n Reliance

'n,rastructure .td! t"e 'nduction -ro)ram is t"ere but it "as to be )i0en more im-ortance!

 $rainin) ,or so,t s+ills s"ould be -ro0ided to all t"e mana)ers! 'n com-arison to

tec"nical trainin) not many so,t s+ills trainin)s are -ro0ided to t"e mana)ers Some cost e,,ecti0e recreational acti0ities s"ould be started! Families o, t"e em-loyees s"ould be considered a -art o, t"e com-any!
#i)"er education s"ould be -romoted!

9or+,orce Sc"edulin) s"ould be done wit" due care! E0ery wor+ w"et"er small or bi) s"ould be )i0en to t"e em-loyees in a way t"at it a--ears to be c"allen)in)!
%nce in a mont" t"ere s"ould be an in,ormal discussion s"ould be conducted between

#R -ro,essional and ot"er em-loyees!

%nce a mont" (may be Saturdays) or)ani3e a small )at"erin) 1ust to a--reciate and

-raise t"e -er,ormers!

.ow -er,ormers "a0e to be identi,ied! Perce-tion o, t"e em-loyers "as to be more close to reality! Feedbac+ at e0ery ste-! $"e stron) correlation between en)a)ement and retention allows to distin)uis" two trends8

1. $"at strate)ies ,or retention s"ould be se)mented based on t"e le0el o, en)a)ement ,or any one indi0idual L namely t"at retention -olicies (suc" as w"en to ma+e a counter2o,,er) s"ould always consider "ow stron)ly t"e indi0idual is contributin) to t"e or)ani3ation4s success but also "ow sustainable is t"at e,,ort! For instance, retainin) an em-loyee w"o is lea0in) because t"ey are dissatis,ied wit" t"eir current role sim-ly by meetin) t"eir salary demands will not result in sustained e,,ort unless t"e 1ob conditions are also c"an)ed! 2. $"at stated intent to lea0e t"e or)ani3ation is not a -redictor o, actual de-arture! <! 'nstead, it is an indicator o, "ow "ard a -erson will be wor+in) to "el- t"e or)ani3ation to reac" its ob1ecti0es and "ow muc" e,,ort may be s-ent on ot"er acti0ities (suc" as trac+in) t"e 5wantedD ads on com-any time!)

 'n0ol0e and train Function and Area .eaders in t"e en)a)ement action -lannin)

-rocess!
Ac+nowled)e im-act o, wor+load and -ro0ide tools and resources w"ere t"ey are

most needed!
'ncor-orate En)a)ement as a business metric ,or mana)in) t"e "uman ca-ital!

ENGAGEMENT MODEL 1OR RELIANCE IN1RASTRUCTURE LIMITED.

Re"ruiti % $"e messa)e t"e or)ani3ation con0eys w"ile see+in) to attract 1ob a--licants also can in,luence ,uture em-loyees4 en)a)ement and commitment! Gour tar)et s"ould be >uali,ied a--licants w"o are li+ely to ,ind t"e wor+ interestin) and c"allen)in)! Send recruitin) messa)es t"at s"ows attracti0e 1ob ,eatures to en"ance -erson21ob ,it and also encoura)e t"ose w"o are not suited to t"e wor+ to sel,2select out! Sele"ti % $o en"ance en)a)ement t"rou)" your selection o, em-loyees, identi,y t"ose candidates w"o are best2suited to t"e 1ob and your or)ani3ation4s culture! Also use candidate assessment met"ods t"at "a0e ob0ious rele0ance to t"e 1ob in >uestionF,or e/am-le, by as+in) inter0iewees w"at t"ey +now about t"e role and "a0in) t"em -ro0ide wor+ sam-les! Selection is t"e ,irst ste- to success! ', you donSt select t"e ri)"t -eo-le, youSll ne0er ma/imi3e your le0el o, em-loyee en)a)ement!

Trai i % ) De(elo,me t

$rainin) can "el- new and current em-loyees ac>uire t"e +nowled)e and s+ills t"ey need to -er,orm t"eir 1obs! And em-loyees w"o en"ance t"eir s+ills t"rou)" trainin) are more li+ely to en)a)e ,ully in t"eir wor+, because t"ey deri0e satis,action ,rom masterin) new tas+s! $rainin) also en"ances em-loyees4 0alue to your com-any as well as t"eir own em-loyability in t"e 1ob mar+et! 'n addition, most com-anies o,,er "i)"er wa)es ,or s+illed wor+ers, to com-ensate t"em ,or t"eir )reater 0alue and to discoura)e turno0er! Ma+e sure t"at your mana)ers and em-loyees are trained about t"e im-ortance o, en)a)ement!

Com,e satio :om-ensation can -ower,ully in,luence em-loyee en)a)ement and commitment! Some com-ensation com-onents encoura)e commitment to em-loyers, w"ile ot"ers moti0ate en)a)ement in t"e 1ob! 't is always to ta+e care o, bot"! $"e most e,,ecti0e com-ensation -lans su--ort your or)ani3ation4s strate)ic ob1ecti0es! For e/am-le, i, your com-any4s strate)y "in)es on inno0ation, t"en your com-ensation system s"ould encoura)e and reward ris+2ta+in)! A well2desi)ned com-ensation -lan )i0es your or)ani3ation a com-etiti0e ad0anta)e! 't "el-s you attract t"e best 1ob candidates, moti0ate t"em to -er,orm to t"eir ma/imum -otential and retain t"em ,or t"e lon) term!

Per$orma "e *a a%eme t $"e ri)"t -er,ormance mana)ement -ractices also can en"ance em-loyee en)a)ement and commitment! Encoura)e mana)ers to include em-loyees in t"e )oal2settin) -rocess! $"is tec"ni>ue "el-s to ensure t"at wor+ers understand t"e )oals! An em-loyee4s as-irations and career )oals s"ould recei0e care,ul attention durin) -er,ormance a--raisal meetin)s! $o increase en)a)ement -ro0ide t"e em-loyees wit" c"allen)in) )oals t"at ali)n wit" your com-any4s strate)ic ob1ecti0es, -ositi0e ,eedbac+ and reco)nition ,or accom-lis"ments and reco)nition and a--reciation ,or e/tra 0oluntary contributions!

APPE (':ES

!"S#I$%%&IR"

=R4:9H :4,9H :9?4R,M97,H

$"is >uestionnaire is desi)ned ,or researc" -ur-ose only! Gour con,identiality will be our concern! $"an+ you ,or your -recious time you decided to de0ote to com-lete t"is >uestionnaire and "el- in t"e researc"! Place a tic+ mar+ a)ainst your answer to t"e >uestion!

1&

Do you know what is expected of you at work?

YES

NO

2. Do you have the materials and e uipment you need to do your work ri!ht? YES NO

". #t work$ do you have the opportunity to do what you do %est every day? YES NO

&. 'n the last one month$ have you received reco!nition or praise for doin! !ood work?

YES

NO

(. Does your supervisor$ or someone at work$ seem to care a%out you as a person? YES NO

). 's there someone at work who encoura!es your development?

YES *. #t work$ do your opinions seem to count?

NO

YES

NO

+. Does the mission,purpose of your company make you feel your -o% is important?

YES

NO

.. #re your associates /fellow employees0 committed to doin! uality work?

YES

NO

12. Do you have a !ood environment at your workplace?

YES

NO

11. 'n the last six months$ has someone at work discussed with you a%out your pro!ress?

YES

NO

12. 'n the last year$ have you had opportunities at work to learn and !row? YES NO

1". 3hen it comes to the company4s success$ you walk that extra mile and exceed the expectations of your employers. Stron!ly Disa!ree Disa!ree #!ree

Stron!ly #!ree

No Opinion

1&. Does the or!ani5ation provide you various services to help you %alance your work and family lives YES 'f yes then tick all those which are applica%le6 7onveyance services 8etail discounts 9eaves :olidays ;edical facilities 8ecreation Others /Specify) _____________________________________________________________ ____________________________________________________ NO

1(. 8ank them accordin! to your preference while considerin! a -o% in any company 6/ 1 for least preferred and " for most preferred.0 Services 'ncentives Opportunities

1). 3ould you recommend your or!ani5ation as a !ood place to work to your friends and relatives? YES NO

1*. Does your work !ive you the feelin! of personal accomplishment? YES NO

1+. 3ithin your company the Senior ;ana!ement is accessi%le and approacha%le as and when re uired. Stron!ly Disa!ree Disa!ree #!ree Stron!ly #!ree

No Opinion

1.. <he process and procedures adopted %y your company to evaluate and promote the employees is fair. Stron!ly Disa!ree

Disa!ree #!ree Stron!ly #!ree No Opinion

22. ;ost of the decisions in your or!ani5ation are made at the appropriate levels. Stron!ly Disa!ree Disa!ree #!ree Stron!ly #!ree No opinion

21. #s for today you plan to stay with your company for6 9ess than a year 1 to 2 years " to ( years

;ore than ( years =ntil ' retire

22. Do you want to !ive any su!!estions to your company re!ardin! the services$ incentives$ extracurricular activities and !rowth opportunities it provides? /Specify0 YES NO

Services6 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> 'ncentives6 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> Extracurricular activities6 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> ?rowth opportunities6 >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> hank you very much !or your kind cooperation and consideration. a nice day! #a0e

Biblio)ra-"y
Aswat"a--a , ?! #uman Resource Mana)ement, ,ourt" edition! Robbins, Ste-"en R! %r)ani3ational Be"a0ior, Sa"u,R!?! Per,ormance mana)ement system, First edition!