A

PROJECT REPORT
ON

AS A PARTIAL FULLFILMENT OF THE AWARD OF

MBA PROGRAMME RUN BY
PRESTIGE INSTITUTE OF MANAGEMENT AND RESEARCH,
INDORE (M.P.)

Submitted By:
Heena Jain
(2007 – 2009)
OM

2
 ACKNOWLEDGEMENT

I cordially regard and offer my joy ness at the

completion of my project and I am very indebted to all
the people of HRSS Dept, IR Dept & Administration Dept
of Reliance Industries Ltd, Hazira for sharing their
precious knowledge and valuable time with me. This
experience will surely have a strong foundation for my
future career.

At the very onset I would like to convey my gratitude to

Mr. Himanshu Bhatt (Sr. Vice President HR) for giving
me opportunity to carry project in Reliance Industries
Ltd., Hazira.

In the process of my work I have taken help of many

people associated with Human Resource department
and other Departments of Reliance Industries Ltd.,
Hazira. I would like to thank all of them for their valuable
guidance, encouragement and constant inspiration.
It is a matter of privilege and pride to adequately
express my thanks and gratitude to my project guide

3
Mr. Geyal Bhatt for his valuable guidance,
encouragement and constant inspiration.
Lastly but not the least I am thankful to my parents and
all family members who gave me moral encouragement
and support.

Heena Jain

4
 RELIANCE AT A GLANCE

“ Gi ve the yo ut h a pro p er e n viro n m e nt. M otivate the m .

E xte nd t he m t he su pport the y n ee d. Eac h o ne of the m
h a s i nfi nite s o u r c e of e n e r g y . T h e y will d e liv e r.”

--- D h i r u b h a i H A m b a n i ( 1 9 3 2 – 2 0 0 2 )

Reliance Industries Limited, India's largest private sector company.

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's

largest private sector enterprise, with businesses in the energy and materials
value chain. Group revenues add up to USD 20 billion. The flagship
company, Reliance Industries Limited, is a Fortune Global 500 company.

The Group's activities span exploration and production of oil and gas,
petroleum refining and marketing, petrochemicals (polyester, fiber
intermediates, plastics and chemicals) and textiles.

Reliance enjoys global leadership in its businesses, being the largest polyester
yarn and fiber producer in the world and among the top five to ten producers
in the world in major petrochemical products.

5
The Group exports products worth USD 5 billion to more than 100 countries
in the world. There are 25,000 employees on the rolls of Group Companies.
Major Group Companies are Reliance Industries Limited and Indian
Petrochemicals Corporation Ltd.

RIL is the first and only private sector Company from India to feature in the
2005 Fortune Global 500 list of 'World's Largest Corporations' and ranks
amongst the world's Top 200 companies in terms of profits. RIL emerged in
the world's 10 most respected energy/chemicals companies and amongst the
top 50 companies that create the most value for their shareholders in a global
survey and research conducted by PricewaterhouseCoopers and Financial
Times in 2004. RIL also features in the Forbes Global list of world's 400 best
big companies and in FT Global 500 list of world's largest companies.

RIL emerged as the 'Best Managed Company' in India in a study by Business

Today and A.T. Kearney in 2003. In 2004, the company emerged as 'India's
biggest wealth creator' in the private sector over a 5-year period in a study by
Business Today ' Stern Stewart and as India's 'Most Admired Company' in a
Business Barons ' TNS Mode Opinion Poll.

Reliance is India’s largest business house with total revenues of over Rs.
99,000 crore (US$ 22.6 billion), net profit of Rs. 6,200 crore (US$ 1.4 billion)
and exports of Rs. 15,900 crore (US$ 3.6 billion).

Reliance Group revenue is equivalent to about 3.5% of India’s GDP. The

Group contributes nearly 10% of the country’s indirect tax revenues and over
6% of India’s exports. Investors’ family of over 3.1 million-Indians trusts
reliance.

6
 INDEX

Sr. Particulars Page

No. No.
1. Introduction To Company 07-18
 About Reliance Industries Ltd.
 Board of directors
 Corporate Vision and Mission
 Corporate Strategy
 Reliance manufacturing sites
 History of Reliance, Hazira
 Hazira today
 Vision and Mission
2. HUMAN RESOURCE DEPARTMENT 19-24
 Introduction to Human Resource Department
 Human Resource Development Philosophy
 HRSS Group Vision and Mission
 Employees Status
 Brief of various functions of HR Department
3. Literature Review 25-38
4. Rationale of the Study 39
5. Objectives 40
6. Hypothesis 41
7. Research Methodology 42-48
 Data Analysis
8. Limitation of Study 49
9. Results 50-52
10. Suggestions and Conclusion 53-54
11. Implication for Corporate World 55
12. Reference 56
13. Bibliography 57
14. Appendices. 58-70

7
TITLE OF THE RESEARCH:

“An Ovation to Loyalty”

‘Developing the formula of employee retention by focusing
on positive experiences of employees which motivated
them THE MOST’

NAME OF THE ORGANIZATION:

Reliance Industries Limited,

Hazira manufacturing Division
Village: Mora, Post: Bhatha,
Surat Hazira Road,
Surat – 394 510

8
1.1 ABOUT RELIANCE INDUSTRIES LIMITED

This is the story of a company with a vision of how it grew from being a
small trading unit to be ranked among the top 50 emerging market
companies in the world. It is the story of how a company helped place
India firmly on the world industrial scenario. Taking with a family, a
growing family that includes collaborators, suppliers, customers,
employees and the largest investor based in the country. It is the story of
how companies' vision has extended to include newer challenges, new
goals and most of all it is a story of a company where the "GROWTH IS
LIFE".

He (Mr. Dhirubhai Ambani) made a beginning by setting up a company

viz. Reliance Commercial Corporation. "Reliance" means reliability, which
is the main principle of any business and we believe that this success in
business lies in the principle. He created an empire of Reliance in the
various fields such as PETROCHEMICAL, POLYMERS, TEXTILES AND
PETROLEUM. The expert team of the technocrats of the World Bank has
come to conclusion that Reliance Textile unit is the top most quality
conscious textile unit among the developed countries. Reliance
Commercial Corporation went public in the year 1971.

In the next few years the company made a massive investment exceeding
40,000 Crores of rupees in the industrial areas of Petroleum, Gas,
Chemical, Textile, Retail, Special Economic Zones and life sciences and
established supremacy in diverse industrial areas which took the
Reliance group to the peak of Industrial areas.

GROWTH THROUGH MEETING BASIC NEEDS OF THE

ECONOMY

Businesses of Reliance address the basic needs of the economy - from

energy and materials to consumer products. Reliance has grown on the
basis of 'what is good for the economy is good for Reliance'.

EXPLORATION AND PRODUCTION

Growth through Energy Security for India

India imports about two-thirds of its crude oil requirement. Exploration

and production of oil and gas is critical for India's energy security and
economic growth. Reliance's oil and gas exploration and production
business is therefore inexorably linked with the national imperative.
Exploration and production, the initial link in the energy and materials

9
value chain, remains a major growth area and Reliance envisions evolving
as a global energy major.

Reliance is the largest exploration acreage holder in the private sector in

India with 30 domestic exploration blocks, covering an area of about
350,000 sq km. Reliance has a 30 per cent participating interest in the
producing blocks of Panna-Mukta and Tapti in Bombay High offshore
block, along with British Gas and Oil and Natural Gas Corporation
Limited. Reliance also has a stake in two overseas blocks in Oman and
Yemen.

PETROLEUM REFINING AND MARKETING

Growth through Energy Products

Petroleum Refining and retailing is the second link in Reliance's drive for
growth and global leadership in the core energy and materials value
chain. Reliance operates the third largest refinery in the world at any
single location, with a capacity of 30 million tons per year or 0.6 million
barrels per day of crude throughput, at Jamnagar, Gujarat.

The Reliance petroleum refinery, first in the private sector in India, has
now completed five years of successful operations. In January 2005,
Reliance processed the 1,000 millionth barrel of crude oil. With the
Jamnagar Refinery significantly improving domestic product availability,
India has become a net exporter of petroleum products.

Reliance is in the process of doubling the petroleum refinery at

Jamnagar, which will make it the largest petroleum refinery in the world.
Reliance is also rolling out a state-of-the-art, pan-India petroleum retail
network aimed at providing the Indian consumer with world-class retail
experience.

PETROCHEMICALS

Growth through Basic Materials

Petrochemicals are the next link in Reliance's core energy and materials
value chain. This sector continues to power Reliance's sustained
performance and progress, and provides attractive growth opportunities.

Reliance is the world's largest polyester fiber and yarn producer and
among the top five to ten producers in the world of major petrochemical
products.

Reliance is pursuing a three-pronged strategy of enhancing growth

margins through an emphasis on premium grades, enhancing market
share through new capacity additions and acquisitions, and attaining
market leadership through new technology development initiatives.

10
TEXTILES

Growth through Consumer Products

Reliance's Naroda Textile Complex, one of India's largest and modern

textile complexes, produces about 25 million meters of fabric both for
domestic and international markets. It is the only textile complex in India
to offer the maximum marketed range of product categories.

Reliance textile products are sold under the brand names of Vimal,
Harmony, Reance, RueRel and V2 (pre-cut, pre-packed products). The
flagship brand VIMAL is India's largest selling brand of premium textiles.
In a survey conducted by The Economic Times, it was voted as 'India's
most trusted Fabric Brand'.

Reliance's efforts in research and development has resulted in several

new products and processes, such as fluorescent shades on polyester
fabrics, extended laundering colorfast fabrics in dope-dyed fibers, Water
and oil repellent finishes on polywool and Lycra stretch fabrics, wash-fast
and flame-retardant fabrics.

RETAIL

Growth through Value Creation

Reliance is gearing up to revolutionize the retailing industry in India.

Towards this end, we are aggressively working on introducing a pan-India
network of retail outlets in multiple formats. A world class shopping
environment, state of art technology, a seamless supply chain
infrastructure, a host of unique value-added services and above all,
unmatched customer experience, is what this initiative is all about.

The retail initiative of Reliance will be without a parallel in size and

spread and make India proud. Ensuring better returns to Indian farmers
and manufacturers and greater value for the Indian consumer, both in
quality and quantity, will be an integral feature of this project. By
creating value at all levels, we will actively endeavor to contribute to
India's growth. Through multiple formats and a wide range of categories,
Reliance is aiming to touch almost every Indian customer and supplier.

11
1.2 BOARD OF DIRECTORS
"Between my past, the present and the future, there is one common factor: Relationship
and Trust. This is the foundation of our growth."

Dhirubhai H. Ambani
Founder Chairman Reliance Group
December 28, 1932 - July 6, 2002

Board of Directors of Reliance Industries Limited

Mukesh D. Ambani
Chairman & Managing Director

Nikhil R. Meswani Hital R. Meswani H.S.Kohli

Executive Director Executive Director Executive Director

Ramniklal H. Ambani Mansingh L. Bhakta Yogendra P. Trivedi

Dr. D. V. Kapur M. P. Modi S. Venkitaramanan

Dr. Raghunath
Prof. Ashok Misra Prof. Dipak C Jain
Anant Mashelkar

12
1.3 CORPORATE VISION AND MISSON

Vision:
"To Compete with the best in the world"

The market research needed to drive this business vision was purely
intuitive. Had it been done the conventional way, Reliance would still be
adding spindles in Naroda.

Mission:
"Growth is life"

Our edge is our people. What we have consciously done as management

is to collect people who dare. And give them room - not square feet - to
dream in. The result: at Reliance, Growth is life!

1.4 CORPORATE STRATEGY

A consistent element in the strategy that Reliance has followed since the
beginning has been the focus on integration and rapid expansion. Long
before the current policy of economic liberalization, Reliance was
strategically placed to meet the challenges of global competition.

A Corporation ethos that follows the doctrine of "Synergism" brings

together strength of teamwork, technology, skills and corporate direction,
a deep and demonstrative sense of responsibility towards shareholders,
clients and employees and a continuous access to high level of
investment. Reliance pioneer reputation has enabled the company to
have the required capital, whether in India or Overseas.

In the end, it is the determination that permits the thinking at Reliance,

to explore new while consolidating the old ones.

13
1.5 Reliance Manufacturing Site

R2 Fabric
Wool, Viscose, Silk, Linen

Naroda Complex Texturised, Twisted, Dyed Yarn Spun Yarn Textiles

PSF PFY LAB

Patalganga Fibres &

Polyester Chips Polyester Resin PTA PX N - Paraffin
Complex Petrochemicals

PSF PET POY PVC

PP PE
EO MEG Polyester Resin PTA VCM

LPG EDC
C4s Propylene Fuel Gas Ethylene CBFS Xylene Benzene
Chlorine Polyolefines
Fibres &
Hazira Complex Cracker Chemicals

PP PX Acetic acid

Propylene Sulphur Gasoline Diesel LPG Naphtha Iso-Butene ATF Kerosene N-Butane Styrene Ethylene

Jamnagar Refinery /
Petrochemical Complex Refining & Distribution Coke Power
Refining

Bombay High
Off Shore Oil and Gas Exploration and Production Oil & Gas

FIBRES, FIBRE INTERMEDIATES & CHEMICALS

Patalganga, near Mumbai, Maharashtra
RECRON
o Recron Staple Fiber (PSF)
o Recron Filament Yarn (PFY)
o Recron Chips
o Purified Terephthalic Acid (PTA)
o Paraxylene (PX)
RELAB
o Linear Alkyl Benzene (LAB)
o Normal Paraffin Hydrocarbon
o Solvents

POLYMERS, CHEMICALS, FIBRES & FIBRE INTERMEDIATES

Hazira, near Surat (Gujarat)
REON
o Polyvinyl Chloride (PVC)
RECLAIR
o Linear Low Density Polyethylene (LLDPE)
RELENE
o High Density Polyethylene (HDPE)
14
REPOL
o Polypropylene (PP)
o Purified Terephthalic Acid (PTA)
o Ethylene Oxide (EO)
o Mono-ethylene Glycol (MEG)
o Di-ethylene Glycol
o Tri-ethylene Glycol
o Ethylene
o Propylene
o Benzene
o Toluene
o Xylene
o Carbon Black Feed Stock (CBFS)
o Vinyl Chloride Monomer (VCM)
RECRON
o Recron Staple Fiber (PSF)
o Recron Filament Yarn (PFY)
o Recron Fiber Fill (PFF)
RELPET
o Polyethylene Terephthalate (PET)

REFINERY PRODUCTS, POLYMERS & FIBRE INTERMEDIATES

Jamnagar, Gujarat
REFINERY
o Liquefied Petroleum Gas (LPG)
o Propylene
o Naphtha
o Reformate
o Motor Spirit (Gasoline)
o Middle Distillate Pool (includes HSD, Kerosene, AFT)
o Sulphur
o Coke
PETROCHEMICALS
o Paraxylene
o Polypropylene

15
PORT & TERMINALS
POWER
TEXTILES
Naroda, near Ahmedabad, Gujarat
VIMAL
o Suitings & Shirtings
o Dress Materials & Sarees
HARMONY
o Furnishing Fabrics
o Day Curtains
o Automotive Upholstery
SLUMBEREL
o Fiber filled Pillows
o Sleep Products
RECRON
o Texturised Yarns
o Twisted / Dyed Yarns
RUEREL
o Suitings
REANCE
o Shirts, Trouser & Jackets

OIL & GAS

Panna & Mukta - off Bombay High
Tapti - Northwest of Mumbai

o Crude Oil
o Natural Gas
o Exploration & Production (E & P)

NEW INITIATIVES
o Engineering, Procurement and Construction (EPC)
o Infrastructure
o Insurance
o Coal Bed Methane

16
1.6 HISTORY OF RELIANCE - HAZIRA

Reliance Industries Ltd, Hazira Started in 1988. It dealt with various

commodities including rayon. Eight years later it started the
manufacturing of synthetic fabrics in February 1996.

The Reliance Industries Ltd., Hazira Manufacturing Division at Hazira

near Surat in Gujarat is situated in 1200 acres land on the banks of river
Tapti. The land when procured was very low and marshy and required
extensive site development including 7 million cubic meter of soil filling to
raise the ground level up by 54 to 6 ft. In order to protect the
environment and avoid ecological disaster, conventional methods were
employed to pump out river sand for hydraulic filling. The marshy soil
with load bearing capacity called for extensive pilling work to be carried
out.

In an unprecedented construction activity around 18,000 piles were

driven for the first phase in about 6 months time. Reliance adopted the
unique concept of implementing the Phase I down stream plants at
Hazira with imported raw material (Ethylene) and commissioning of the
plants in 24 months time. Reliance is the first complex in the world to
starts operations based on imported Ethylene, British Petroleum followed
then.

17
 Hazira Scenario 1989

Site under high tide water and

marshy land
Dredging done from river Tapi
7 million m3 of sand filled to
raise the grade level by 2 - 3
meters, which is more than the
highest flood level
The whole operation was done in
a record time of 8 months.
Conventional method would
have taken 3 years.
Ro - Ro Jetty constructed to get
ODC consignments directly at
Spread about 1000 acres site
Extensive piling done to support
equipment, structure & buildings

18
1.8 VISION AND MISSION

VISION

Create value for the nation by offering competitive goods in material and
energy value chains and infrastructure.

MISSION

Provide economic value to shareholders and investors on a continuous

basis.

Build integrated manufacturing and service facilities to world-class

standards and to the most competitive parameters of technology, scale,
quality and costs.

Access and align people skills, knowledge, creativity, funds, materials

and service providers on a globally competitive basis.

Set standards in addressing consumer interests, ecology, operating

safety, occupational health and employee welfare and community
services.

Lead markets through continuous capacity creation, product range

expansion and value oriented policies.

Seek new avenues for profitability, growth and development and turn
ideas into practice.

19
20
2.1 INTRODUCTION TO HR DEPARTMENT

‘Take my assets but leave me with my organization and

in five years I will have it all back’ -Alfred. P. Sloan

Human resource is the most valuable asset for any organization.

Human capital is an appreciating asset at Reliance. As Dhirubhai

Ambani says, ‘We bet on people’, Reliance’s employee skill is its
competitive muscle. The skills differentiate Reliance from its competitors-
whether it be through the speedier implementation of a project, or in its
implementation at a cost which is significantly lower that of competition,
or in the ability to extract more out of
capital equipment, even when it ages. These
skills are germinated in the Reliance
culture. This culture is fostered in a degree
of informality. The organization is
networked. Designations are subservient to
the task. Communication is Brownian-it
moves in all directions. The other side of the coin is management
discipline, a tight scrutiny of ongoing processes, detail, learning, &
uncompromising standards of risk management. Targets young
workforce, well qualified team, diverse experience, learning and training,
process skills, technology, reduced manufacturing costs.

The aim behind undertaking a project on the “Developing High

Performance Work Culture in the Organization” is to understand the
effective role of the Human Resource Dept in developing and maintaining
the Reliance culture.

21
2.2 HUMAN DEVELOPMENT PHILOSOPHY

Fundamental to the work of the reliance organization and its

ultimate competitive position, is a respect for the development of
the employee through self-help and guidance to foster common
purpose and cohesion.

We believe that:

• Our aims of employee development are not just about

acquiring skills to solve specifics problems but also expanding
minds to address problems and opportunities which have not
become apparent with full understandings of cross functional
linkages.

• Continuing personal development is the constant obligation of

all employees and constant responsibilities of all Executives,
Managers and Supervisors.

The development and use of human potential and a learning

organization is our bridge to continued success in the future.

Mukesh D. Ambani

22
2.3 HRSS GROUP VISION AND MISSION

HRSS Group Vision

To provide value added Qualitative Human Resource Support Services
and strive for excellence through innovative people management
initiatives.

HRSS Group Mission

 Evaluate and align people’s skills, knowledge and creativity on a
globally competitiveness basis.
 Set standards in Employee’s welfare and community services.
 Continuous personal development of Human Resources and
enhancing their potential for creating a learning organization for
continuous success in future.

HRSS Group Values

 Compliance of Ethics Policy
 Respect for Human dignity
 Adherence to company policy procedures
 Employee’s care and satisfaction.

‘Employees of the organization are the customers to the

department’

23
 Organization Chart

Works in Charge
President
01

Chief Chief Non Chief CTS Chief Shipping

Manufacturing Chief Tech 01 01
01
Sh N K Valecha
Mainte
Sh P K Jain
Sh Hemant Desai Sh. V Gopalkrishnan Capt R K Singh
All HODS-Process Sector Chiefs- All HODS- Non
Plants Maintenance Tech Dept

24
2.4 EMPLOYEES STATUS

RIL EXPERIENCE WISE EMPLOYEE STRENGTH

100%

80%

NON SUPERVISORY
60%
SUPERVISORY TRAINEES
40% EXECUTIVE
MANAGER
20%
LEADER
0%
0 TO 5 5 TO 10 10 TO 15 15 TO 20 20 TO 25 MORE
YEARS YEARS YEARS YEARS YEARS THAN 25
YEARS

JOB FAMILY WISE EMPLOYEE STRENGTH

72, 2%
1029, 31% 1031, 31%

99, 3%
223, 7% 879, 26%

LEADER MANAGER EXECUTIVE

SUPERVISORY TRAINEES FLOATING STAFF NON SUPERVISORY

25
2.5 HUMAN RESOURCE DEPARTMENT ACTIVITIES

 Manpower Planning

 Recruitment & Selection

 Training & Development

 Performance Appraisal

 Promotion, Transfer, & Demotion

 Attendance & leave Rules

 Administration Section

 Grievance Handling

 Kaizen suggestion

 Welfare Activities

26
"Trust only movement. Life happens at the level of events
not of words. Trust movement."

Today's labor force is different. Supervisors must take responsibility for

their own employee retention. If they don't, they could be left without
enough good employees. A wise employer will learn how to attract and
keep good employees, because in the long run, this workforce will make
or break a company's reputation.

The quality of the supervision an employee receives is critical to employee

retention. People leave managers and supervisors more often than they
leave companies or jobs.

Employees leave managers who fail to:

• Provide clarity about expectations.
• Provide clarity about career development and earning
potential.
• Give regular, feedback about performance.
• Hold scheduled meetings, and
• Provide a framework within which the employee perceives he
can succeed.

Today’s growing “war for talent” is making it more and more difficult for
organizations to keep current employees and to find qualified
replacements. This study examines the challenges that organizations face
with employee retention in an increasingly competitive labor market.

Attrition can cost a company as much as four percent of revenue

and up to 40 percent of profits.

Because attrition costs are so high, companies are taking serious

measures to reduce them. Unfortunately many managers, lacking real
27
insights or analysis into the problem, are forced to formulate counter
strategies based on anecdotal and “gut” assumptions. We believe that is a
mistake. Companies need objective, quantitative data that empower them
to manage by fact. Solutions for stopping rampant attrition begin with a
thorough understanding of the problem. And the best way to gain such
an understanding is through a carefully crafted employee survey. Surveys
can predict if, when and, most importantly, why certain employees—such
as sales reps, engineers, programmers, etc.— may be thinking about
leaving your company. With an accurate diagnosis in hand, you can
prescribe remedies that reduce attrition—achieving potentially dramatic
cost reductions and increasing your company’s competitiveness in the
marketplace.

Fortunately, it is relatively easy to get the facts. All companies need to do

is ask. Employees are refreshingly forthcoming when surveyed in the
right way.

"Do the thing and you will be given the power." --Ralph Waldo
Emerson

A little History

Workers were not always so eager to switch jobs. Today’s corporate

culture of short tenure results from “slash-and-burn” business practices
carried out over the past two decades. Beginning in the late 1980s, when
companies began downsizing to reduce expenses, employees got the
message that “everyone is dispensable.” Doing a good job offered no
guarantees. The ax could fall anywhere, anytime, and if an area was
cleared a little too aggressively, no worry. Replacement workers could
easily be found because labor was plentiful. Because retaining employees
was not a priority, companies’ trimmed outlays for benefits, training and
employee development. By the 1990s, they put responsibility for career
growth and development squarely on employees.
The message became: “We’ll give you the tools to help you grow and
advance, but you’re in-charge of your own career.”

Through all of this, the basic covenant between employers and employees
was rewritten. Companies no longer offered the security of life-long
employment in exchange for employee loyalty and sacrifice. In its place
was the notion that while continued employment was a goal, it was far
from a given. As a result, employees recognized that “making their own
way” often meant moving to another company.

28
Today, this shift in policy has reaped its consequences. The sea of new
faces at all-employee meetings continually shocks corporate leaders. HR
managers view staffing as similar to the job of painting the Golden Gate
Bridge: It is never done. Just when they think all their positions are filled
and everyone in them fully trained, they must begin again. Employees
who stay suspect secretly that everyone else knows something they do
not. And customers shake their heads, unhappy at losing another
familiar contact.

Clearly, companies have to rewrite the basic covenant with their

employees. The new message must be: “We will give you the tools to help
you grow and advance because we care about your career growth.”

It is not enough merely to say, “We care,” although it never hurts to do

so. Companies must back up that message with initiatives that make
employees feel their current job is the best path to achieving their career
goals.

When people indicate the intention to leave, they generally do.

Retention of employee can only happen when engagement level of

employee is quite high towards organization.

Yes, money matters, but it is not really about money.

If you do not know why people are leaving, you cannot possibly
stop the bleeding.
What people want most: To feel their careers are moving
forward.
NG
Employee retention involves being sensitive to people's needs and
demonstrating the various strategies in the five families.
1. Environmental
2. Relationship
3. Support
4. Growth
5. Compensation

Ultimately, people want to find meaning in their work. That

meaning is derived from the desire to deploy one’s skills in a
challenging effort—to be useful and helpful.

Employee engagement is the level of commitment and involvement an

employee has towards their organization and its values. Engaged

29
employees are aware of business context, and works with colleagues to
improve performance within the job for the benefit of the organization. It
is a positive attitude held by the employees towards the organization and
its values
Engagement is important for managers to cultivate given that
disengagement or alienation is central to the problem of workers’ lack of
commitment and motivation

The most common reasons stars in organization won’t stray or things

which employees want from their employer or organization.

1. Career growth, learning, and development

2. Exciting and challenging work
3. Meaningful work—making a difference and a contribution
4. Great people
5. Being part of a team
6. Good boss
7. Recognition for work well done
8. Fun on the job
9. Autonomy—sense of control over my work
10. Flexibility, including work hours and dress code
11. Fair pay and competitive benefits
12. Inspiring leadership
13. Pride in the organization—its mission and product quality
14. Great work environment
15. Location
16. Job security
17. Family-friendly
18. Cutting-edge technology

If an organization managed to fulfill these points then I can say for sure
that its employee are satisfied and are staying in organization for long.

Engaged People = Enriched Profits

Organizations that understand employee retention and its causes will

ultimately have a competitive advantage. However, HR professionals
might not be using the best approach to introducing changes that will
improve retention. In fact, the consensus is that turnover in
organizations will increase. To avoid the damage and costly effects of
increased turnover, organizations need to act now to improve their
retention efforts.

30
Factors Leading to Employee Engagement

Studies have shown that there are some critical factors that lead to
Employee engagement. Some of them identified are: -

Some of the advantages of Engaged employees are: -

• Engaged employees will stay with the company, be an
advocate of the company and its products and services, and
contribute to bottom line business success.
• They will normally perform better and are more motivated.
• There is a significant link between employee engagement and
profitability.
• They form an emotional connection with the company. This
impacts their attitude towards the company’s clients, and
thereby improves customer satisfaction and service levels.
• It builds passion, commitment and alignment with the
organization’s strategies and goals.
• Increases employees’ trust in the organization.
• Creates a sense of loyalty in a competitive environment.
• Provides a high-energy working environment.
• Boosts business growth.
• Makes the employees effective brand ambassadors for the
company.

31
A highly engaged employee will consistently deliver beyond expectations.
In the workplace research on employee engagement have repeatedly
asked employees ‘whether they have the opportunity to do what they do
best everyday’ While one in five employees strongly agree with this
statement. Those work units scoring higher on this perception have
substantially higher performance.

Thus employee
engagement is critical
to any organization
that seeks to retain
valued employees.
There is an intrinsic
link between employee
engagement, customer
loyalty, and
profitability. As
organizations globalize
and become more
dependent on
technology in a virtual
working environment,
there is a greater need
to connect and engage
with employees to
provide them with an
organizational
‘identity.’

Employee Engagement is the buzzword term for employee

communication. It is a positive attitude held by the employees towards
the organization and its values. It is rapidly gaining popularity, use and
importance in the workplace and impacts organizations in many ways.

Employee engagement emphasizes the importance of employee

communication on the success of a business. An organization should
thus recognize employees, more than any other variable, as powerful
contributors to a company's competitive position. Therefore employee
engagement should be a continuous process of learning, improvement,
measurement and action.

We would hence conclude that raising and maintaining employee

engagement lies in the hands of an organization and requires a perfect
32
blend of time, effort, commitment and investment to craft a successful
endeavor.

"Without involvement, there is no commitment. Mark it down,

asterisk it, circle it, underlines it."

Employee involvement is creating an environment in which people have

an impact on decisions and actions that affect their jobs.
Employee involvement is not the goal nor is it a tool, as practiced in many
organizations. Rather, it is a management and leadership philosophy
about how people are most enabled to contribute to continuous
improvement and the ongoing success of their work organization.

"The supervisor who wishes to generate positive impact on satisfaction

with supervision, satisfaction with work, and solidarity and to reduce
communication anxiety should strive to get her/his subordinates to
perceive her/him as using a more employee-centered (consult-join)
leadership style."

Intrinsic to most employee involvement processes is training in team

effectiveness, communication, and problem solving; the development of
reward and recognition systems; and frequently, the sharing of gains
made through employee involvement efforts.

There is an old saying you can take a horse to the water but you cannot
force it to drink; it will drink only if it's thirsty - so with people. They will
do what they want to do or otherwise motivated to do. Whether it is to
excel on the workshop floor or in the 'ivory tower' they must be motivated
or driven to it, either by themselves or through external stimulus.

And for reducing retention and

developing engagement of
employees, motivation is also a
major factor. To create positive
employee motivation, treat
employees as if they matter -
because employees matter.

Many people incorrectly view

motivation as a personal trait –
that is, some have it and
others don’t. In practice,
inexperienced managers often

33
 label employees who seem to
lack motivation as lazy.
Such a label assumes that an individual is always lazy or is lacking in
motivation.
But this just isn’t true. Motivation is the result of the interaction of the
individual and the situation. Certainly, individuals differ in their basic
motivational drive.

Stephen P Robbins defined “Motivation as the processes that

account for an individual’s intensity, direction and persistence
of effort toward attaining a goal.”

Motivation is the inner drive that directs a person’s behavior toward

goals.
Motivation is the process of arousing and sustaining goal-directed
behaviour.

The job of a manager in the workplace is to get things done through

employees. To do this the manager should be able to motivate
employees.

Human nature can be very simple, yet very complex too. An

understanding and appreciation of this is a prerequisite to effective
employee motivation in the workplace and therefore effective
management and leadership.

Ability in turn depends on education, experience and training and its

improvement is a slow and long process. On the other hand motivation
can be improved quickly. There are many options and an uninitiated
manager may not even know where to start. As a guideline, there are
broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will
vary from workplace situation to situation. Essentially, there is a gap

34
between an individual’s actual state and some desired state and the
manager tries to reduce this gap.

35
Motivating your force:

It is well known that individual behaviour is intensely personal and

unique, yet companies seek to use the same policies to motivate
everyone. This is mainly for convenience and ease compared to catering
for individual oddities. 'Tailoring' the policy to the needs of each
individual is difficult but is far more effective and can pay handsome
dividends. Fairness, decisiveness, giving praise and constructive criticism
can be more effective than money in the matter of motivation. Leadership
is considered synonymous with motivation, and the best form of
leadership is designated as SAL, - Situation Adaptable Leadership. In this
style of leadership, one is never surprised or shocked, leadership must
begin with the chief executive and it is more a matter of adaptation than
of imparting knowledge. Ultimately, it is the leadership quality that leads
to the success of a company through building and motivating its people.

Motivation is, in effect, a means to reduce and manipulate this gap. It is

inducing others in a specific way towards goals specifically stated by the
motivator. Naturally, these goals as also the motivation system must
conform to the corporate policy of the organization. The motivational
system must be tailored to the situation and to the organization.

2. 3.
1. Employee Employee selects
Employee searches for ways goal-directed
identifies needs. to satisfy these behaviors.
needs

punishments
deficiencies
rewards or performs.
reassesses need
receives either Employee
Employee
Employee 4.
6.
5.

36
"Never tell people how to do things. Tell them what to do and
they will surprise you with their ingenuity." -General George
Smith Patton (Jr.)

Human resource remains the focal point and leadership the critical
component, and motivation has to be 'tailored' to each individual. People
are capable of remarkable achievement, significantly ahead of previous
performance, if they are provided with the right environment and given
the right motivational leadership.

Top Ten Ways to Retain Your Great Employees

• A satisfied employee knows clearly what is expected from him every

day at work.
• The quality of the supervision an employee receives is critical to
employee retention.
• The ability of the employee to speak his or her mind freely within the
organization is another key factor in employee retention.
• Talent and skill utilization is another environmental factor your key
employees seek in your workplace.
• The perception of fairness and equitable treatment is important in
employee retention.
• The easiest to solve, and the ones most affecting employee retention,
are tools, time and training.
• Your best employees, those employees you want to retain, seek
frequent opportunities to learn and grow in their careers, knowledge
and skill.
• The employee never felt senior managers knew he existed.
• No matter what the circumstances are, never ever threaten an
employee's job or income.
• Your staff members must feel rewarded, recognized and appreciated.

Every person has different reasons

for working. The reasons for
working are as individual as the
person. But, we all work because
we obtain something that we need
from work. The something obtained
from work impacts morale,
employee motivation, and the
quality of life. To create positive
employee motivation, treat
37
 employees as if they matter -
because employees matter.

38
These ideas will help you fulfill what people want from work and create
employee motivation.

1. What People Want From Work

Some people work for personal fulfillment; others work for love of what
they do. Others work to accomplish goals and to feel as if they are
contributing to something larger than themselves. The bottom line is that
we all work for money and for reasons too individual to assign similarities
to all workers.

2. How to Demonstrate Respect at Work

Ask anyone at workplace what treatment they most want at work. They
will likely top their list with the desire to be treated with dignity and
respect. We can demonstrate respect with simple, yet powerful actions.
These ideas will help to avoid needless, insensitive, unmeant disrespect,
too.

3. Provide Feedbacks That Has an Impact

Make the feedback have the impact it deserves by the manner and
approach we use to deliver feedback. Our feedback can make a difference
to people if we can avoid a defensive response.

4. Show Appreciation
We can tell our colleagues, coworkers and staff how much we value them
and their contribution any day of the year. No occasion is necessary. In
fact, small surprises and tokens of our appreciation spread throughout
the year help the people in work life feel valued all year long.

5. Trust Rules: The Most Important Secret

Without it, we have nothing. Trust forms the foundation for effective
communication, employee retention, and employee motivation and
contribution of discretionary energy, the extra effort that people
voluntarily invest in work. When trust is present, everything else is
easier.

6. Provide Motivational Employee Recognition

You can avoid the employee recognition traps that: single out one or a few
employees who are mysteriously selected for the recognition; sap the
morale of the many who failed to win, place, or even show; confuse people
who meet the criteria yet were not selected; or sought votes or other
personalized, subjective criteria to determine winners.

7. Employee Recognition Rocks

39
Employee recognition is limited in most organizations. Employees
complain about the lack of recognition regularly. Managers ask, “Why
should I recognize or thank him? He’s just doing his job.” And, life at
work is busy, busy and busy. These factors combine to create work
places that fail to provide recognition for employees. Managers who
prioritize employee recognition understand the power of recognition.

8. Retain Your Great Employees

Key employee retention is critical to the long-term health and success of
your business. Managers readily agree that their role is key in retaining
your best employees to ensure business success. If managers can cite
this fact so well, why do many behave in ways that so frequently
encourage great employees to quit their job?

9. Team Building and Delegation: How and When to Empower People

Employee involvement is creating an environment in which people have
an impact on decisions and actions that affect their jobs. Team building
occurs when the manager knows when to tell, sell, consult, join, or
delegate to staff. For employee involvement and empowerment, both team
building and delegation rule.

10. Build a Mentoring Culture

What does it take to develop people? More than writing “equal
opportunity” into your organization’s mission statement, More than
sending someone to a training class. More than hard works on the part of
employees, what development does take are people who are willing to
listen and help their colleagues. Development takes coaches, guides and
advocates. People development needs mentors.

Why Employees Stay: Seven Secrets

"A good leader is not the person who does things right, but the
person who finds the right things to do." --Anthony T.
Dadovano

Accessible leaders Change flows from the top down so it is vital that
those at the top be visible, a part of everyday business. This isn’t to say
that leaders personally know each person in their organizations, but they
can set the tone of open communication and accessibility.

The fairness principle It is a basic human need to feel that we have

been treated fairly. When employees believe they have been treated
unfairly, they have prime cause to disconnect from their organization

40
and, in the end, to leave it. In the meantime, they can retaliate in all sorts
of ways. They take things — and not just things from the supply closet.
They withhold ideas, perspectives, service, communication, and their best
performance. That withholding costs the organization at every level.

Letting go of the “stagnant quo” Organizations in which people want to

stay are quick to let go of the stagnant quo — a system that everyone
knows isn’t working, yet is still in place because “that’s how we do
business.” In organizations that have broken the stagnant quo,
employees speak up and ask questions freely — without fear.

Human beings, not human doings Winning organizations help their

people be human beings, rather than feel like “human doings.”

To encourage a balance between home life and work life lets employees
determine how much time they want to work. Associates guarantee the
number of hours they’ll work in a year, and if they work over the
designated amount, they’re rewarded with a bonus. It is an extraordinary
shift from the business model of ‘billable hours’ to one of personal choice.

Fun, fun, fun People-centric organizations know how to have fun. In fact,
they consider humor a core value. At East Alabama Medical Center,
laughter is essential. In an effort to get employees enthused about a visit
from the Joint Commission, health care’s accrediting body, CEO Terry
Andrus staged a Wheel of Fortune event. Dressed up as show hostess
Vanna White, he walked through the entire organization, quizzing
employees on likely questions from the Joint Commission. Not only was it
entertaining — but also how could anyone forget the answers after seeing
Terry in an evening gown?

The purpose-driven job In today’s information age, we are surrounded

by stimulation, yet most of us are still starved for some sense of meaning
or purpose. Survey after survey reveals that what matters most to
employees is not money. It is meaning.

At global manufacturer SC Johnson, everyone — from CEO to line worker

— is encouraged to feel the need to leave a legacy. Their legacy may be
large or small. It may be that the line manager runs the best line possible
or has reduced production time by a nanosecond. It could be making a
distinct contribution to the culture. But it is indeed a legacy, and infuses
every workday with purpose.

Living the Connection Top-performing organizations have succeeded in

connecting people to the six business relationships we believe every
41
company must nurture to function at its maximum capacity. The three
primary relationships are company, supervisor, and colleagues; the three
secondary relationships are job, career, and customers. If any of these
relationships is unhealthy, the organization will pay in lost revenue and
waning performance. Living the connection begins at orientation and
extends throughout the employee experience.

In mastering these seven secrets, building the bottom line is a simple

equation: Engaged People = Enriched Profits. Successful organizations
are achieving unsurpassed employee and customer loyalty — and chart-
topping growth — by putting people at the very heart of their drive toward
business excellence. Their workplace is one where the full engagement
and passion of each employee drives sustained profits, every hour of
every day.

"Outstanding leaders go out of the way to boost the self-esteem

of their personnel. If people believe in themselves, it's amazing
what they can accomplish." --Sam Walton

Employees are so fragile in nature if not taken care then can be broken
and once broken cannot be given same shape again. And if they are with
organization then they won’t be working whole heartedly.

42
Many surveys are done to identify ‘why people leave’. leave’ The lagging
parameters because of which attrition in an organization rises but very
few researches are done to identify ‘why people stay’. The strong points of
the organization because of which it make a hold on its employees for
long period and to strengthen those areas more and more for higher
employees satisfaction, involvement, motivation and ultimately employees
longer retention in organization.

Employees with negative thoughts always identify platform to express

their views but platform is rarely provided to express the positive feelings
towards organization.
Working upon the positive points will also provide us some major insights
in the organization.

Reliance Management has thought of this area long back but I was
fortunate enough to get this project under my belt.

I choose this topics as this will help me to develop those virtues in myself
so that I too can be valuable to organization and as I am going to be a HR
practicenor so by knowing those aspects I can make employees to stick in
organization for long.

43
Following are the objectives of the study: -

 To strengthen the dominating areas of employees’ memorable

positive experiences.
 How organization has managed to hold its employees and made
them continue so long with it.
 Why do employees stay in organization?
 To assist management in maintaining and enriching the prevalent
practices for increasing the productivity of employees.
 To find out those points which an organization must do to retain its
employees.
 To know gratifying experiences of employees with organization.
 To find positive aspects and the areas of improvement.
 To give suggestions and recommendations.
 To reach the hearts of employees using the employee survey as a
diagnostic tool.
 To measure the satisfaction level of employees those who continue
working with organization.

44
The most attracting quotes of Reliance for me are: -

1. “Growth is life.”

2. “We bet on people.”

3. “Ideas are no one’s monopoly.”

I presume that people stay with the organization because they see their
personal and professional growth in tandem with organization’s growth.

They see potential growth opportunities, personal recognition and at the

top of all very warm and caring experience with organization in tune with
management support and culture of organization.

45
Research methodology is a way to systematically
solve the research problem. It may be understood
as a science of studying how the research is done
scientifically. In it we study the various steps that
are generally adopted by a researcher in studying
her research problem along with the logic behind
them.

 Data’s are collected through Purposive Random Sampling.

Purposive sampling is best used with small numbers of
individuals/groups which may well be sufficient for understanding
human perceptions, problems, needs, behaviors and contexts,
which are the main justification for a qualitative audience
research.

 Then responses are collected through Face-to-Face interviews with

the help of open-ended question.
In this questionnaire with open-ended questions is framed and
then interview was being taken of employees those are selected
randomly from different departments.

 Profile of the employees converted in the survey is as follows: -

JOB LEVEL TOTAL

LEADERS MANAGERS EXECUTIVES NON-
SUPERVISOR
Total 14 28 23 10 75
numbers
interviewed
Numbers 9 20 14 7 50
considered
in project
analysis
46
 Then responses are analyzed for deriving conclusions.

47
 7.1 DATA ANALYSIS

Ques1. What is that glue which binds you with Reliance so

strongly?

Top Name Exposure

Management Growth & Potential Authorities & Pay & & Fame (job
& Policies Opportunities recognition Responsibilities Benefits Others of Co. Culture rotation)
Leaders 6 8 2 1 1 3 3 3 2
Managers 11 15 8 6 9 3 8 11 9
Executives 6 8 3 2 7 5 4 2 4
Non-Supervisory 3 4 1 - 3 3 2 3 -

Total 26 35 14 9 20 14 17 19 15

35
4 Non-Supervisory
30
8 Executives
25 3 Managers
20 6 3
Leaders
2 3
15 15 2
1 7 3 4 4
11 3
10
2 5 8 11
8 9 9
5
6 8 6 3
0
2 1 1 3 3 3 2
Mgt & Pol. Grth & Recog. Autho. & Pay&Bfits Others N&F of Culture Exposure
Opp. Res. Co.

48
 Ques2. Most pleasant experience in Reliance (Life long
memorable moment professional/ personal experience)

Personal Professional

Leaders 7 6

Managers 13 21

Executives 4 11

Non-Supervisory 3 5

Total 27 43

50
5
40
11 Non-Supervisory
30
3 Executives
4
20 Managers
21
13 Leaders
10
7 6
0
Personal Professional

Ques3. Tell about any major crisis in which Reliance

Parivar stood up for you.
49
 Financial Moral Natural
Help Support Medical Help calamities Never Needed
Leaders - 3 1 3 5
Managers 7 14 7 7 7
Executives 4 4 4 6 4
Non-Supervisory 4 1 2 6 -

Total 15 22 14 22 16

25

1
20 4 6 Non-Supervisory
Executives
15 4
4 2 6 Managers
Leaders
10 14 4
4 7
7
5 7
7
5
3 3
0
1
Financial Moral Medical Natural Never
Help Support Help calamities Needed

50
Ques4. In one word explain your journey in Reliance.

Inspired/
Similarity
A Dream I got what I Over all with
Come True Like a Story deserve Growth others
Leaders 1 1 5 3 1
Managers - 3 10 7 6
Executives 2 4 1 7 1
Non-Supervisory 1 3 - 3 -

Total 4 11 16 20 8

20
3
18
16 1
Non-Supervisory
14 7
Executives
12
10 Managers
10 3
Leaders
8 1
4 7
6
4 1 6
2 3 5
2 3
1 1 1
0
A Dream Like a Story I got w hat I Over all Inspired
Come True deserve Grow th

Ques5. What are those things that encourage you to

continue working with Reliance till your retirement?

51
 POSITIVE ASPECTS

Management
Growth Pay Support & Welfare Satisfied/ no Challenges Timely
opportunities Structure Policies Culture Activities Other improvement in Job recognition
Leaders 4 1 2 3 - 2 - 3 2
Managers 14 8 6 4 3 3 6 3 3
Executives 6 3 4 2 4 4 4 - 3
Non-Supervisory 2 2 2 1 1 1 2 - -

Total 26 14 14 10 8 10 12 6 8

30

25
NO OF EMPLOYEES

20
Non-Supervisory
15 Executives
Managers
10
Leaders
5

0
Grow th Pay Stru. Mgt Culture Welf are Other Satisfied Challenges Timely
oppo. Support & Acti. in Job recognition
Policies

AREAS OF IMPROVEMENT

HR Authorities
& Its CSR Professional Work Welfare & Too many
Policies Activities aspects Stress Activities Other Hierarchy Responsibilities Initiatives
Leaders 2 2 - - 3 4 - 1 2
Managers 5 - 8 3 7 7 2 2 2
Executives - 1 2 - 2 4 - - 1
Non-Supervisory - 1 - 1 - 1 - - -

Total 7 4 10 4 12 16 2 3 5

52
16

14

12

10 Non-Supervisory
8 Executives
6 Managers
4
Leaders

0
HR CSR Prof.l Stress Welfare Other Hierarchy Auth. & Initiatives
Policies aspects Act. Res.

53
 60% of employees have been with
organization for more than 10 years, so it
was not possible to interview all of them
(approx 2000 employees).

 Few of the respondents were apprehensive to give the correct

feedback. Such responses are not considered

 Sufficient time wasn’t available to carry out the detailed survey.

 Getting an appointment of executives was consuming time.

 Though non-supervisory employees are more but not covered

proportionately because it was difficult to make them understand this
topic.

54
1. GLUES WITH RELIANCE:
The reason for leaving the organization in most of the
organization are rather appearing as the most satisfied area
in Reliance i.e. policies, pay & benefits and culture of
organization. Employees see growth and opportunities as the
highest valued parameter to attach them with Reliance in
longer perspective. Employees also rated top management
support and policies very high.

Other factors that bind employees with Reliance so strongly for long
period are: its brand name, good exposure and recognition to their work.
Job satisfaction is derived while competing challenging assignments is
what makes RIL a good company to work with. There is of course no
dearth of challenge in RIL.

2. MEMORABLE EXPERIENCES:
Satisfied employee at work place and at home will deliver at the higher
level of his/her capabilities.
By the introduction of various schemes like Kaizen
suggestion scheme, Six Sigma, etc RIL (Hazira)
management has increased its rewards & recognition.
Numbers of awards are given on safety day, environment
day, Fire day, Republic day, Independence Day. Many
receive special appreciation in monthly review meetings,
in engineers meets etc.
All these awards and recognition gave professionally memorable
experiences to employees.

55
Being professional company life long memorable professional experiences
of employees are larger in number but personal life long memorable
experiences are also not less in number which indicates that Reliance is
taking care of employees very well on both the grounds.

3. SUPPORT FROM RELIANCE PARIVAR:

Surat city experienced lot of natural calamities and financial ups and
downs in last 10-15 years.
Reliance stood up or even above the expectation of
employees in all such situations that appears from
survey. Help in natural calamities were most
admired by employees, moral support in various
personal/ professional crises is also very well
acknowledged by employees.

Reliance offers the support to his employees in their personal crisis.

There are various schemes for the employees under which the employee
and the dependable family members of the employees are also covered.
Employees’ and their families are taken cared by company at the time of
any crisis.

4. JOURNEY IN RELIANCE:
Though Overall Growth is dominating factor with
employees in Reliance but apart of it for many of them
their journey in Reliance is like a story or a dream comes
true. They are satisfied with present working and
management scenario of organization. As Reliance is the
fastest growing company of the country so employees get
sufficient variety and challenges in their job, which gives
them a sense of accomplishment, from their work.

56
5. WORKING WITH RELIANCE TILL RETIREMENT:
‘Growth is life’
With this survey one can say this that Reliance corporate lines are
matching with its present scenario. Employees feel that in future also
they are having growth in their professional and personal life along with
organization’s growth. They are having management support, good
policies and of course most needed factor handsome pay structure and
because of all these factors employees want to be with Reliance in future
also.

57
The employees at Reliance Industries Hazira are satisfied with the
working of the company and they are having full faith in the top
management of the company. They are satisfied with the work and the
working environment of the company. The employees are sharing good
relationship with each other yet there is some scope of improvement in
some areas.

 As employees are very busy here so some more activities can be

started for their recreation with their families and their workload
can be reduced up to some extend.

 As far as facilities are concerned there is a scope for improvement.

According to employees: -
- Canteen Facilities can be improved. The satisfaction rate is
low because of the less variety of choices but considering
hygiene factor then they are satisfied with that.
- Employees are satisfied with other facilities that company is
providing them but they can be improved. As compare to
other sites facilities are quite lacking at Hazira site of
Reliance.

 The HR department is satisfactory but there is some scope for

improvement in it as professionalism is more in HR and human
touch is lacking in it that can be developed. The HR policies and
practices should be informed well in time and transparency in it
must be developed.

 As Reliance is known brand internationally so employees think that

its infrastructure must be improved.

58
CONCLUSION

Hence hypothesis is true that people stay with the organization because
they see their personal and professional growth in tandem with
organization’s growth.

They see potential growth opportunities, personal recognition and at the

top of all very warm and caring experience with organization in tune with
management support and culture of organization.

From survey it is summarized that majority of employees have full trust

on Top Management and they are proud to work with Reliance. They are
getting growth opportunities, recognition to their work and of course good
monetary benefits.
It can be concluded that employees are satisfied with the company and
its policies

59
 As stated earlier, this is a little different kind of survey undertaken
for Reliance and also at industry level.
 Reliance will get areas on which they can build upon.
 Industry as a whole will get insight as Reliance being the front
runner company in Manufacturing area.
 Reliance is always a front runner company in all aspects. This
initiative will also at least will make Management start thinking on
such areas.

60
 www.ril.com
 http://intranet.hazira.ril.com/
 Reliance Policy Manual
 Reliance IMS (Integrated Management System) Manual
 HR catalogues of Reliance
 Projects undertaken by Reliance HR professionals

61
 www.humanresources.about.com

 www.knowledgestrom.com
 http://www.hrmguide.co.uk

 http://www.workinfo.com

 Business Research Methodology

By: Donald. R. Cooper

 Organizational Behavior
By: Stephen P. Robbins

 Create A Competitive Workplace Culture

By: Giovando CarolAnn

 Management Development
By: Joseph Prokopenko

 HR The Value Proposition

By: Dave Ulrich

62
 A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue with
Reliance.
Employee Name:
Employee Level:
Department:

1- What is that glue which binds you with Reliance so strongly?

2- Tell something about your journey in Reliance. (Tell me a story)

3- Most pleasant experience in Reliance. Life long memorable professional/

personal experience. (Tell me a story).

4- Also tell me about any major crisis in which Reliance Parivar stood up for
you. (If any)

5- Tell me three things that will encourage you to continue working with
organization till your retirement?

6- Can you try to explain your experience in pictorial format?

63
 Nothing can succeed success
Similarly,
Nothing can be better example
Then live experiences.

Few stories for them who really want to read it.

64
 A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue
with Reliance.
Employee Name: Mr. Ajay D Kekatpure
Employee Level: General Manager
Department: PTA

Something about his journey in Reliance (a story)

According to him RIL is a professional company and it is growing so

there are ample of opportunities waiting for employees to grab them.
He believes that company is working on policy that ‘organization is
by the employee, of the employee, for the employee’. These are some
factors that bind him since last 10yrs with organization.

He joined Reliance on Nov 15, 1988 as GET at Patalganga and before

joining Reliance he had changed about four companies then he came
to RIL. After one year he got his confirmation and his job was in
shifts. In 1996 he was promoted to Deputy Manager.
Then in 1996 he was transferred to Hazira as commissioning of PTA
plant was going on. He came here as deputy leader for maintenance
team.
He was given task for erection of pumps. One day Mr. H. S. Kohli
asked him about his work he told that still some pumps are left, he
again asked about constraints then he said them that due to
construction work locations were not clean so they were not getting
proper space for performing their job. Then Mr. Kohli said him
“within 2hr all this depresses will be cleaned and then will you be
able to complete your work with in two days”. Then Mr. Kekatpure
promised him that by next day morning he would get this work done.
Then that day with his team he worked for whole night and when
Mr. Kohli came there next morning by 9:30am pumps were ready
and standing there. He patted him on his back and said Wonderful!
And by that evening he got an order for constructing Salmura
warehouse.
Whenever Mr. Kekatpure is feeling depress he visits that warehouse
and gets motivated.
In 1997 he was promoted to manager post.

Unfortunately after this, he came to know about his son disease that
he was suffering from blood cancer. After confirmation of disease his
son has been admitted in hospital but Mr. Kekatpure was not
satisfied with the treatment so he decided to go Mumbai for his
treatment. He shared his problem with Dr. Shyambagh (medical
chief officer, RIL); whom he met when his younger brother was under
his treatment as he was suffering from tumor in kidney.

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Because of Dr. Shyambagh’s reference he got entry in TATA
memorial hospital, Mumbai. There Dr. Suresh Advani, among best
ancologist in India, treated his son. While treatment he needed some
financial help so he called Mr. P.C. Gupta, his HOD. He told him to
fax papers of hospital to him and with in 2hr management gave him
approval that they will incur whole of his expenses.

After this also his life keeps on moving and in 2005 he was given
charge of PTA3 plant’s construction and commissioning. And in 2006
he was promoted to General Manager.

He got single-handed Project of warehouse also. He worked on field

change order, reliability issues and many mini projects. He is
enjoying working here, as he is workaholic person. Whenever any
task was completing he celebrates it with his team members.
He personally believes that military training must be given to each
and every India for 1yr so that all will learn time management and
discipline in their life.

He is very satisfied with his present condition but few things that he
feels management should see to it is CTC of employees is not
growing here according to market values and Working days must be
reduced to 5 days instead of 6 days a week as daily they have to
work for more than 8hr and their body also needs rest necessarily
not now but at some age it would require this.

TRUST IN WORK.
BELIEVE IN BULIDING TEAMS FOR FUTURE.

This is his motto of professional life.

He is very much motivated with movie ‘AB TAK CHAPPAN’. Shoot out
your problems in life if you want to get rid from them. This is his way
to approach problems in his life and that’s why he moved ahead in
his life.
He also admires his mother very much as she fought with every
problem courageously.

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 A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue
with Reliance.
Employee Name: Mr. Anish S Dutta
Employee Level: General Manager
Department: PSF-CP-8 & 9

His journey in Reliance (a story)

Mr. Anish is working with RIL since 1998 and glues that bind him for so
long period with Reliance are its Vision, mission and commitment of RIL
are also an influencing factor and of course in India for POY there is no
better scope other then RIL.

He joined RIL as Deputy Manager in 1998. He is from engineering

background so by doing technical work want to derive satisfaction.
RIL has its own culture and gaining that culture has developed his vision,
broaden his mindset etc. This culture not only helped in his professional
life but also in his personal life he was benefited.
Then in 1999 he was promoted to Manager.
On 26th Jan 2000 earthquake in Gujarat, polyester section was
shutdown. Then on 28th review were started and 8 plants of polyester got
clearance and but CP8 got it on 30th Jan 11am, as it was not given equal
status as given to other plants of Polyester.
After clearance to restart this plant is very hard process. To start it they
have to do it from initial stage. All believed that it is next to impossible to
start this plant quickly. Beyond from every ones expectation they not only
started this plant but on 1st Jan they dispatched the production from it.
No one believed this. Mr. S. C. Kadam, Mr. Ganguly and all other heads
of polymer came here and asked whether it is fake or real.
And when they saw it, all of them appreciated a lot and since then
scenario of CP8 got different face.

Then in 2000 he was given in charge of production in CP8 and in 2002

combined charge of production of CP8 and CP9 was given to him.
In 2003-04 as senior manager and then in 2005-06 designated as
General Manager.

In 2006-07 his mother was suffering from Lung cancer and she need
good treatment. Before he didn’t approached RIL for any help but when
things are going out of control, he called his HOD and shared his
problem. His HOD helped him, arranged everything for him, treatment in
Mumbai hospital, loan from organization and free accommodation for his

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family any time at any date ant where in Mumbai till treatment has been
going on.

He is satisfied with each and every thing in Reliance the way they take
care of its employees, pay to employees and career growth to them.
Systems are very advanced here that they are not feeling any area where
development must be done and when word development comes always
there is scope of it every where but as for Reliance concern at present he
is not feeling for development in any area.

BERTRAM WOOSTER – a character in P. G. WOODHOUSE stories.

There is quite similarity in initial stage of Mr. Anish and this character.
They both started as same happy go luck. Taken thing for granted,
enjoyed life and there is a thought in their mind that some one will be
giving every thing to them they want/ need.
But as responsibility came in front of him he became mature in his
thoughts also as happened with this character also. Now story of this
character is changed but initial stage was similar to that of Mr. Anish.

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 A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue
with Reliance.
Employee Name: Mr. Anup Kumar Das
Employee Level: Sr. Manager
Department: PSF

A Story of Mr. Anup’s journey with Reliance

Mr. Anup Kumar Das joined RIL in 1996 as asst. manager in PSF and he
has been working with RIL for such a long period because there are some
glue that binds him with RIL and they are: -

 Work environment that company created around him.

 The challenges and the pace at which things move here.

 Good package.

He had seen growth of RIL and proud to be part of it. Organization made
them work on world-class systems, practiced TQM. He came here with
engineering degree, learned management and completed his Dr. Degree
along with his job.

He joined RIL because his previous company was situated in interior area
where many facilities are not there and as he was born and brought up in
big cities so was not able to adjust there, then as he got opportunity to
join Reliance at Hazira near Surat without any second thought he joined
here.

He got platform to explore his talent apart from natural working. He

made safety center here where about 1000 contractors are trained every
year. Worked in quality center where quality related activities in
organization are there. He made a gallery in his plant where all
achievements of plant are being highlighted.

He painted 100s of paintings related to management topics, which are

not only recognized nationally but internationally also they are awarded
and appreciated. His paintings are related with safety, quality
management, long-term strategies etc. process of painting is quite
challenging but he accepted that.

When he started painting, everyday he was having arguments with his

wife and this happened for 3-4 years and reason behind this was that
because of painting he was not spending time with family (10hrs at office,
5hrs sleep, 4hrs other work and rest time spend in painting).

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But in 10yr completion ceremony when he achieved momentum for long
year service and Mr. H. S. Kohli appreciated him for his painting and also
praise his work in front of his wife and praised her for support that she
gave him in doing this work. Then her mind set got changed and clashes
between them go over. Now she is giving her full support to him in doing
painting and if any day he is not painting anything then she is forcing
him to do so.
This moment is very memorable to him as after this his life got changed.

This organization is a learning organization every body gets a chance to

learn and increase its knowledge. He learned QC, 6sigma, SPC,
Benchmarking etc. and achieved many awards. He also won EFQM
prizes.

At present he is SPC coordinator for PSF this taken him to much higher
level his reliability improved and also brought change in his thinking
process.

And not only this company helped him in his need also once he was
hospitalized because of fever and his family was not here to look after
him. That time his colleagues took care of him. Stayed with him in
hospital around the clock, his plant manager also supported him during
that time.
Cooperation of company during natural calamities and help provided to
him and his family is also unforgettable for him.

He wants to be with Reliance till retirement because of: -

a. Belongingness
b. Opportunities that company provided him and will be providing
in his future also.
c. Personal and professional growth he had.
d. Company had developed such vision in then also they now
wherever they see they find scope of development there.
e. Only there is need for developing vision of Late Shri Dhirubhai
Ambani in all from top to bottom that will help to increase
scenario of the organization.

Environment is changing, everyday new challenges are in front of you

either challenges are social, economical or political so,
“YOU CAN NEVER EXPECT TO SOLVE PROBLEMS OF TODAY
WITH YESTERDAY’S TOOLS
FOR SOLUTIONS YOU HAVE TO INVENT OR INNOVATE,
SOME OR THE OTHER THING”

“INVENTION IS KEY TO RENOVATION AND LADDER TO SUCCESS”

70
 A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue
with Reliance.
Employee Name: Mr. Ashok Kumar Roy Choudhury
Employee Level: Vice President
Department: PTA

Something about his journey in Reliance (a story)

Before joining Reliance Mr. Roy Choudhury was working with a fertilizer
company and being a chemical engineer it was his urge to utilize his
degree in petro-chemical fields also. So when he got chance to join RIL he
took its advantage and joined RIL in 1996 as Deputy Manager in PTA
plant.
Here he got ample of opportunities to work and explore his talent.
In 2000 he was promoted to general manager post and worked there for
1½ yrs. He also worked there to as communicator between management
and plant. There also he was immensely benefited. This enhanced his
communication skills very much.

Life is very though here and you feel tremendous satisfaction when your
whole 8hrs are utilized in fruitfully manner. He had one experience in
which after over coming that challenge ho got tremendous satisfaction.
For PTA plant Paraxylene is raw material, which is brought through ship
and HST (diesel) was also brought through same ship generally. And once
it happened that because of HST’s sulfuric particles some how Paraxylene
got contaminated and by using that Paraxylene, system here in PTA plant
also got affected and it was not possible to run production.
He and his team faced the situation bravely and came out of it
successfully. Without much loss to company and effecting customers
they overcame with this problem.
His personal decision and the way he with his team planned things, it
worked out.
He got self-satisfaction that his efforts gave effective result.

On April 2005 he was designated as Vice President for PTA plant.

Before he was HOD for 2 plants but now he is HOD for 3 plants (PTA1, 2
and 3).

He got opportunity to learn 6sigma project in his plant at this age.

Though he had additional responsibility of 3 plants he managed every
thing and learn new techniques that makes him updated

In 2008, his IQPC project was awarded best in global forum in Singapore.
Because of this he got recognition at international level, which is a very
good exposure for him.
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Before he was quite unaware of things here but now he knows each and
every thing that who is sitting where, his works everything he knows
now. Here is learnt many things, faced many challenges courageously
and due to all these factors now a feeling generated in him that he is
working for his own company. Here more emphasis is given to
advancement and that is brought from different corners of world.

Things that he likes most about Reliance culture or policies are: -

o Good work environment.

o Challenging tasks in his job asked him to improve so it must be

there till his retirement.

o Growth and commitment.

o Contribution to national treasure by saving revenue, thus we can

say that this is a nationalist company.

And area where he felt that organization must pay its little attention
is: -

Company should try that its name must not come in negative sense
in NEWS. It should try that good publicity must be there or should
highlights its achievements so that employees and outsiders get
motivated through this. And these will also going to increase
employees’ devotion towards it.

He adopted good of all and achieved success in his professional life.

According to him,
‘LEADER IS ONE WHO LIKES TO LEAD TEAM IN FRONT.’

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 A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue
with Reliance.
Employee Name: Mr. Vilas S Kolte.
Employee Level: Manager
Department: PSF-CP-8 & 9

Something about his journey in Reliance (a story)

Mr. Vilas joined RIL, Hazira plant in 1996 as an Executive (before M8) in
PSF plant. He worked here very effectively.

Then during earthquake in 2000, he, his executive and one more
colleagues worked on plant. Handled the charge of Plant and managed it
in such a better manner that break down of plant had not happened.
Seniors have appreciated it very much. This was his most memorable
achievement with RIL.

But on Oct 04, a misfortune happened in his life, he met with an

accident.
It was 7pm while ridding on his bike at Piplod where this incident
happened. He has thrown to the height of 10feet. He was lying on road
helplessly.

Then someone from crowd took him to hospital and anyhow found
contact number of RIL, informed here. Immediately PSF team came there.
Vice President talked personally to doctor there and asked him to operate
without worrying about expenses.
He has been operated till 3:30 am (approx) but because of many injuries
in head he had blood clotting and he slept into comma for 3 month
(approx).

Dr. Mewara (Company Doctor) lined up with doctors there and gave his
guidance to them.
He has admitted in hospital and at least one member of RIL is always
there with him. They were performing 16hrs duty 8hr at company and
8hr at hospital.

Not only this, after recovery when he joined RIL many things he was
unable to recall or he was quit erratic. His colleagues supported him very
much and helped him to recollect every thing that he has forgotten.

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Then after 12 years he has promoted to Manager Post.
In his 12-years service he commissioned CP3, CP6, CP7, CP8 and CP11.
He had done safety audit participated in many safety competitions, also
in many environment quiz

In 2006, when all are facing the disasters of flood in Surat City and he
also got stuck in organization then company took care for all of them and
their family members and helped them all to fulfill basic needs like food,
water etc
And as they were in the organization and worked during this disaster also
so they were rewarded with Silver Coin and appreciation letter. In this
way he had emotional attachment with organization.

He is very satisfied with company’s all policies the way it takes care of its
employees, good salary, career growth etc. He personally feels that
systems are so developed here that he never feels of any other
development and before he things for any development organization is
providing it.

According to him he is working here from long period because here

management is having good relationship with workers, they takes care of
their employees and sets very good examples of humanity.
For him it is his NEW BIRTH because of RIL.

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