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SUMMER TRAINING REPORT On VIPUL FACILITY MANAGEMENT Employee Satisfaction and Feedback Survey Submitted in partial fulfillment of the

requirements of Post Graduate Programme By Sonia Garg G-53 Group 7

Asia Pacific Institute of Management studies

ACKNOWLEDGEMENT

The research study and its analysis is a learning in itself and teaches us many things other than just drawing conclusions from the analysis. My understanding on research is that it involves scientific and inductive thinking and promotes the development of logical habits of thinking. It is especially useful in solving the operational and planning problems of industry and business. Research makes its own contribution to the existing stock of knowledge, enabling its advancement. It is the pursuit of truth, with the help of study, observation, comparison and experiment. Thus, research involves a systematic process of details and gains an understanding of the general principles underlying them. Firstly, I would like to thank the VIPUL FACILITY MANAGEMENT, who gave me a chance for being a part of their organization. I am truly grateful to the Human Recourse department headed by Mrs.Shweta Suryavanshi and assisted by Mrs.Sanghmitra Rathore who helped me and guided me all through the course; it was truly a pleasure working with you. Secondly, I would like to thank Asia Pacific Institute of Management studies, for providing us with the platform and exposure to go ahead with the training programme. Also, I would like to thank my mentor Mrs.Meenakshi Pandey for help constant support, guidance and encouragement all through the training period. In the end I am also thankful to the respondents of the survey without which the analysis would not have been possible.

Sonia Garg

EXECUTIVE SUMMARY
As part of our curriculum, we are required to go under two month training process in the preferred sector, organization. My preferred elective being Human Resource, I choose to work for VIPUL FACILITY MANAGEMENT, one of the leading facility providers of India. VFM has served the evolving Real Estate needs since 2000, VFM today holds services leadership in India for its business services offering of Integrated Facility Management, Project Management and Facility related consultancy. Consolidated turnover exceeds INR 260 million in fiscal year 2005-2006. Some of the key features of the company are 110+ sites out of 12 commercial cities across India, 3000 employees in various disciplines of business and 99% client retention for last 5 years VFM is largely present and expanding its operations at :North Region - Delhi NCR, Ludhiana, Chandigarh South Region - Bangalore, Chennai, Hyderabad West Region - Mumbai, Pune, Gujarat East Region - Kolkata, Bhuvaneswar. It is one the few companies that fall under the parent VIPUL GROUP Ltd.other than facility management, it also provides with other services like project management and consultancy. A project on EMPLOYEE SATISFACTION ANALYSIS was assigned to me by the human recourses department. The process started with the development of questionnaires. The requirement was of two different questionnaires to be designed according to the job profile of the facility manager and operator level employees. The FM feedback form incorporated the following: 1. 2. 3. 4. 5. 6. The involvement of the FM at the site. The support from the client. Teamwork and cooperation from the team. Any further support/response needed for the improvement in service delivery. Nomination of VFM employees for best performance. Individual Perception about the members of the team.

The operator level feedback form on the other hand consisted questions on: 1. 2. 3. 4. 5. 6. 7. 8. The satisfaction level of the VFM employee. To identify root cause of job issues. Respect for Management. Communication. Team work and cooperation. Personal expression/ diversity. Suggestions for improvement in the facilities, given to the VFM employees at various sites. Individual Perception about the members of the team.

The Facility Manager Feedback Form consists of a total of 35 questions. The questionnaire is further divided in two parts A & B. Part A consists on the following parameters: Highly dissatisfied Dissatisfied Moderately satisfied, Satisfied Highly satisfied While, Part B caters to the questions that are asked to know the employee perspectives of the rewards and recognition mechanism. The VFM Employee Feedback Form at different sites. A total of 27 questions have been asked, within which 25 are rated as below: Highly dissatisfied Dissatisfied Moderately satisfied Satisfied Highly satisfied Last two questions are open ended, to know the Individual perspective about the members of the Team.

The data was collected from five sites of the VFM in Gurgaon namely Aricent( FM-Wahid Khan), American express(FM-Ravi Kumar), RBS(FM-Sandeep Kumar), PWC(FM-Amish) and Market RX( FMNeeraj Kumar). A total of 40 employees were interviewed, followed by the analysis and recommendations.

CONTENTS
Company Study
Industry Study .. 8 Organization Structure Vipul group : history, ownership, group profile .......... 9-13 Vipul facility management: Overview 14 Company history .14 Mission ,vision, core values ..17 Growth profile .18 Quality approach ...................19 Strengths .19 Advantages ..20 Services .21-25 Financial Profile .28 Hr strategy .28-30 Client approach ...31-32 Competitors ...33-36 Project Introduction .37 Objectives .41 Methodology 42-44 Problem Definition Research Design & Plan Data Sources & Instruments Analysis ..45-53 Conclusion 54 Findings ..55 Recommendation .56 References. ..57 Questionnaires: Facility manger ..57-62 Employee .63-65 6

Industry Study
Facilities Management was recognized as a profession in the UK in 1985 but it had already been identified in the USA in the 1970s. The concept soon caught up in the rest of the Europe via U.K, as companies began to outsource their support services to external providers Facilities Management can be defined as: The provision of a total work environment (including buildings), office equipment and services of the highest acceptable standards at value for money prices, that will enable an organization to optimize its core skills base and through that, the profitable production of its core product. Facilities Management (FM) is an age-old practice which for many years has been undervalued simply because its importance to the organization has not been understood. It is a complex and confusing business understood by too few people who have an influence on it and the way in which it is deployed within organizations. The fundamentals of this discipline are constantly being rethought with new ideas and theoretical approaches in order to build its image and to ensure that it is planned, organized and implemented to match the organizational need. Facilities Management is fundamental to all organizations. Without the buildings, the equipment, the services and the environment being delivered to best practice standards, the organization itself could not produce the core product, as it would like. The provision of the buildings, the environment within which people work and the equipment they use constitutes a large portion if not the majority of the organizations capital assets. The services provided to enable the core staff to operate, probably constitute the second largest revenue cost. It stands to reason that the protection and maintenance of the physical assets and the controlling of service costs become essential to the good management of the organization.

Facilities Management Services, FMS, provides professional consultancy and advocacy services for Facilities Managers and companies requiring facilities management support. Using their vast knowledge, practical experience, and their professional network FMS provides you, or your company, with professional and efficient facilities management services dedicated to success. Our goal is to provide an outsourced service for Facilities Managers and their companies, enabling them to become more proficient and successful at meeting their goals and objectives. Our role is of a consultant or advocate where we are an extension of the Facilities Manager providing the addition support they need in meeting goals and objectives. With over 18 years of practical facilities management experience FMS aids in all areas of facilities management; from daily operations to strategic planning, from vendor selection to implementing support service programs. FMS provides professional and efficient facilities management services in support of your goals and objectives for success. FMS provides a wide range of consultancy services from single project management to department development to auditing of existing processes. FMS is dedicated to provide professional services in all areas relating to Facilities: Facilities Management Services can set up proficient facilities operations aimed to streamline customer oriented support services thus reducing costs and increasing service delivery. Our expertise in vendor management can assist you in getting more from outside service providers, lowering your operating and maintenance costs while minimizing equipment and structural failures

FMS is dedicated to provide professional services in all areas relating to Facilities: Contract Administration Daily Operations Labor Health & Safety Management Moves, Adds, & Changes Planning Real Estate Administration Relocation Management Security Service Programs Support Programs

Vipul Group
Since its formation in 2001, Vipul has been and is continuing to drive value for its associates, clients and employees. With its entrepreneurial fervor, the group endeavors in Real Estate, Facility Management. The groups vision is to provide end to end solutions leading to higher returns with the mission to endorse its practice of encouraging innovative ventures with prudence. Excellence, Innovation, Integrity, Competence and Commitment are the core values of the group with which it looks to the future in great confidence.

Vipul Limited, a synonym for HAPPY BUILDINGS, is a company constantly spreading happiness over the years through their landmark developments. Through its state-of-the-art technology and knowhow it is all set to bring a paradigm shift to the real estate industry. With aggressive plans to expand across the national boundaries Vipul has already delivered about 6 Million Sq. Ft. and is presently working on an area of about 10Million Sq. Ft. through Integrated Townships, High-End Luxury Apartments, Independent Floors, Lavish Villas, Retail & Commercial Towers, Hotels and SEZ.

Simultaneous to the infrastructure development the group, with its distinctive approach of providing end to end solutions, is also offering Integrated Facility Management, Project

Management and Facility related Consultancy through its subsidiary company Vipul Facility Management(VFM). Partnering some prestigious organizations VFM has executed about 2.5 million sq. ft. fit outs and is presently managing a total area of about 19Million Sq. Ft. across India. Vipul has also incorporated NGENOX - an IT enabled services company with a strong domain expertise in design and engineering disciplines for smart/intelligent buildings and remote maintenance and facility management services. Mission To honour every commitment and provide superior returns to our associates, excellent value for our clients and rewarding career for our employees. Vision To be a global standard organization providing value added, innovative and end to end customized solutions.

CORE VALUES

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Excellence We strive for excellence in serving our customers Innovation We relentlessly search for and create new ways to improve our products and services Integrity We are fair & honest in our dealings at all levels Competence We are continually keeping ourselves abreast with the latest technology Commitment We endeavor to fulfill all our commitments.

Vipul Groups growth strategy is based on two businesses Real Estate, Facility Management . The strategy is driven by the core values that are achieved by extracting operating efficiencies and expanding into new markets.

The Composition of the Board of Directors of the Company is as under: Punit Beriwala- Managing Director Mr.Beriwala has business experience in real estate in India of over 15 years. His innovation and forethought in the construction of the premium buildings in India are reflective of his farsightedness. R Krishnan- CEO Mr. Krishnan is an engineering graduate and has also completed his MBA from Symbiosis international business school, pune. Anil Kumar Agarwal -Director Mr. Anil Kumar Agarwal graduated from Patna University in 1973. He was the Chairman cum Managing Director of M/s Elite Leasing Ltd, Finance & Leasing Company. Kapil Dutta - Director Mr.Kapil Dutta is a B.A.(Hons.Eco) and graduated from Shri Ram College of 11

Commerce, Delhi and has worked as a CEO of Ashwini Kumar Consultants Pvt. Ltd. and CEO International Olympic Committee -India Office (1983-1987) G.S.Baweja - Director Mr.G.S.Baweja graduated from Kolkata. He is running his own business since last 24 years of logistics service industry and Freight forwarding. Rajesh Batra - Director Mr. Rajesh Batra has done his engineering from Waseda University, Tokyo in Higher Optical Instrumentation. Currently Member of Delhi Optician Association and Member of Optical Instruments Sub- Committee -Indian Standard Institution (BIS).

GROUP PROFILE Vipul Ltd.: The Parent Company with 300 professionals covering 12 million sq ft. area it can further be divided into two broad categories: real estate development Real Estate development: commercial residential hospitality retails/malls SEZs/IT parks Remote facility management

Vipul Facility Mgmt. Pvt. Ltd.: Vipul Facility Management Pvt Ltd. (VFM) is the fastest growing Facility Management Company in India, recognized for delivering unique value propositions for its customers. VFM is a part of an INR 7500 Million, diversified VIPUL Group, 12

6000+professionals covering 18.5 million sq. ft. area Vipul Ngenox: A technology services company with rich domain expertise in building and facility management industry Vipul MedCorp Ind.Pvt. Ltd.: Insurance and Health segment with 20 offices and 150 medical professionals in India Vipul Motors Ltd.: Automotive business; 3rd largest distributor of Suzuki cars in India

Vipul Facility Management VFM


We make your life easy 24x7x365

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Overview
Born in 2000, VFM is the IFM services arm of Vipul Ltd, the infrastructure major. VFM today Spans 15 cities across India, has 6000+ employees, manages 22+ million sq ft at 160+ client sites and has a turnover of 70 cr. (as on march 31st 08) VFM is present in more than 15 cities across India namely Delhi, NCR, Punjab, Kolkata, Mumbai, Pune, Hyderabad, Bangalore, Chennai, Tamil Nadu (Coimbatore, Salem, Tirupur, Madurai, Trichy), Gujarat (Ahmedabad, Badodara, Anand, Himat Nagar, Surat, Nausari, Jamnagar). VFM today serves its business offerings to SEZ, IT/ITes, Mall & Multiplex, Healthcare, Retail, Educational, Corporate, Commercial and Manufacturing. 14

History
Since 2000 VFM primarily focuses on organic expansions and exceeding client expectations

20002004 VFM since being conceptualized to be the services management arm of Vipul Group moves beyond Vipul Group projects as strategic partners to other leading MNC/ organizations primarily in Northern Region owning to its strength on building management systems and self employment of facility manpower. VFM having established its credentials in Delhi/ NCR as Integrated Facility Managers for various market segments like IT/ ITes, Healthcare, Commercial, Residential moves to Bangalore and Mumbai as extension of services and partnership with its existing clients. 2005-2006 Turn around period for VFM to attain clear leadership in its business offering of Facility Management and Facility related consultancy. VFM draws its 3 years and 5 years business plan and invest accordingly in quality process/ people/ technology support. Opens operational offices at Chennai, Hyderabad, Pune, Kolkata and Ludhiana Strategic all alliances with leading multinationals and infrastructure developers VFM launches its Project Management services

Vision To be the best service provider delivering value added, proactive and customer Focused solutions as a`Preferred Partner ` Mission To deliver reliable and consistent level of service, to create a suitable work environment which adds value for the core functions of the client.

CORE VALUES

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P
E R F O R

ERFORM NTREPRENEUR SPIRIT ELIABLE OCUSED WNERSHIP ESOURCEFUL

ANAGE

VFM Growth Portfolio Managing 18.5 million Sq.Ft 140+ Sites across India

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Upto 2008 - March 6000+ Employees 2003 - 2005 800 + EmployeesEstablish ed 2002 150 + EmployeeConceptua lized to be the services management arm of Vipul Groups Partnership in IT/ ITES, Healthcare, Commercial, Residential Market segmentsBest property services Management Company Launches Project Management servicesStrategic Partnership with MNCs

BRANCH OFFICES OF VFM ACROSS INDIA: Gurgaon, Ahmedabad, Bangalore, Hyderabad, Chennai, Kolkata, Ludhiana, Delhi, Noida, Pune, Mumbai.

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Quality Approach
Vipul Facility Management Pvt. Ltd has a strong focus on maintaining the high quality standards across the organization. We achieve it through by defining wing to wing processes, adopting best practices, establishing continuous improvement models and methodologies, We are in the process of developing formal quality program and are in the process of getting appropriate certifications. We believe that operational influencers of our business Process Management System are

Key Focus Coaching Leadership Development Roles & Responsibilities Rewards & Recognition Set Process Goals Map Wing to Wing Process Input / Output Measurement Technology Selection Leverage Technology Impact Simplification

People

Process

Technology

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1. STRENTGHS OF VFM

We make your LIFE easy VFM works as a part of its clients to drive increased efficiencies, cost saving, more predictable costs and optimization of asset. These factors arise out of VFM Unique Service proposition comprising: Human Resources In any Facility Management Contract, People are the ones delivering results. Our FM Services commands the best engineers as Facility Managers and Caring Soft Services team. VFM Strategically out task it's activities for some Business Segments. Service Culture

In VFM, not only do we serve your Organization as our client, but also importantly, we are experts in serving team members/ employees. Customer Satisfaction is a central focus point for each one of our staff and reflects in our daily activity.

IT Integration

In VFM, IT plays an important role for service delivery, Operation and business contracts. In-house IT team at VFM Continuously upgrades and develop customized IT Solutions for its service delivery for VFM Clients for convenience of reporting and data generation 2. 3.

ADVANTAGES OF VFM:
Our point of difference is to provide strategic, tactical and integrated expertise through knowledge, possession of process involved in Infrastructure Development, Project Management and Facility Operations. Through key strengths of VFM as Services Partners are Transition VFM approaches clients by getting involved at the project stage for planning their finishes for better and cost effective maintenance. This process called Takeover Management 19

enables organizations to achieve savings in all infrastructure installations via proper snagging and transition. Value Adding VFM tends to understand the nature and sensitivity of services required from its clients. The SLAs and KPIs are customized to enhance service delivery and to refine and develop more sophisticated performance criteria. Sustained Performance VFM reviews further value adds and broader service industry for accounts payable, Project Management and related services based on a year long performance, history and adaptation of appropriate technology for its clients, VFM through its resources and Innovative Management ensures the Facilities Future Admini with Global bench marks.

People

IT

VFM

Experience

Training

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We operate facilities 24*7*365 days We Self Manage facilities with our own employees We offer Comprehensive Management of services

Total Asset Management

Facility Management

Property Management

Mall Management

Township Management

With an approach to provide solutions to the clients, we provide services, which includes

o o o o o o o o o o o o o o o o o o o

Operations And Maintenance Of Engineering Equipment HVAC, Fire Safety, Electrical & Civil Repairs Access Control & Security of the premises Operational & Energy Audits Optimization of Manpower & Audit Vendor Management & Audit Equipment AMC Equipment Health ChecksMaintenance Work Order Management Vendor Management Landscaping & Horticulture Housekeeping Services Pest & Rodent Control Process Reengineering And Financial Reporting Front Office Management Pantry Services Lease Management Office Administration

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Depending upon the specific client requirement, we provide professional services on financial management, financial audits, which would involve preparation of operations and maintenance budgets, sinking fund calculations, and setting up of accounting procedures. Maintenance & Engineering Services A team of technical experts is kept at site, which manages the entire operation and maintenance of the engineering system of the premises including electromechanical works. Electromechanical Engineering systems such as HVAC, Fire protection system, HT/LT distribution, security surveillance, access control, DG sets etc are managed by us. The scheduled maintenance operations such as PPM, corrective Maintenance etc is carried out as per the international standards.

Energy Audit & Optimization of Operating Cost.

The operation of the equipment are studied and detail data & operating parameters are recorded as a part of energy audit The results are compared with the International Bench Marks and a comprehensive solution to utility improvements is advised. Corrective steps are normally undertaken, at an extra cost, in consultation with the User.

System & Safety Audit VFM has a strong team of trained professionals for Optimization Study & Safety audits of equipments as to whether the equipment is under utilized or over Utilized. Consultative reports on Retrofits, modifications, are generated to optimize the utilization. Safety Audits as per the International Standard are also conducted for the existing system. Various other activities include Safety Drill and quarterly observation of safety Week.

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Fire safety audit


VFM has astrong team of fire professionals to conduct fire drills as per sattutary requirements of FIRE department, NFPA and Standared.

Soft services by VFM:


House keeping:

A team of experienced and well trained operators with an eye for details are deployed to perform various house keeping services such as cleaning, sweeping, disposal of garbage, regular dust control etc. Standard procedures and schedules are being followed for tasks such as scrubbing, washing, polishing and shampooing of different types of floors. Sophisticated machines and tools are being used to ensure high quality of work and timely fulfilling of tasks.

Vending and pantry induction VFM has a team of trained office boys who handle all types of vending machines with great care and ensure a spotlessly clean Pantry at all times of the day. The machines are periodically maintained and kept operational at all times. Help desk services: All service requests pertaining to House keeping and allied services and engineering services will come directly to the help desk, which then intimates respective Technician or Staff members on pager to attend the call immediately. Pest and rodent control: VFM has help desk management software which will be installed as per clients requirements Pests and rodents can cause extensive damage to the property. VFM takes great care to periodically spray the best and only the listed chemicals that have the approval of both WHO and the Central Insecticides Board of India, to provide safe treatment of affected areas. Regular inspections are carried out to detect any unusual activity of Insects or pests in the close
vicinity of our sites.

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Horticulture: VFM has a team of landscaping experts to provide horticulture consultancy services, which will include selection of right plants, right theme & ambience exclusively for a particular site. Carpentary: VFM will provide the carpenter and materials at extra cost for services to include varnishing and major repair of furniture. Security services: Since most of the ultra modern buildings are already fitted with the CCTV and Access control equipment,VFM provides trained and alert security personnel on the site who can efficiently handle this costly equipment, and, take appropriate action on each warning activated by the various alarms. Materials and Inventory management for Spares and Consumables: VFM has Inventory Management System having detailed list of spares and consumables with technical specifications (part no/ type,make, etc) required for non-stop operation of the facility.

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Front Desk Operations: Reception VFM provides trained receptionists who have undergone extensive training in executing their duties efficiently. They have been trained to handle computers, PBX Systems, telephone extensions and visitors access control systems methodically. M2K ROHINI

V3S,MALL

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Project management
VFM offers Turnkey based solutions for Interior Fit Out option

VFM Project Management services includes :

Space Planning Architecture Interior Engineering Authorities Communication Construction Furniture Office Equipment Occupancy

Construction Management

Interior Fit-Outs Take Over/ Transition Management

VFM objectives:
Work place solution: o o Comfort Productive space

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VFM CONSULTANCY
VFM team of consulting, provides you with a single point of contact to enable clear communication on consistent implementation and accountability. Asset Estimation Contract Documentation Resource Planning

Consultancy Services Scheduling & Budgeting Planning & Designing Refurbishment

Tendering Vendor Selection BOQ Finalizations Freeze project schedule Identify critical path

Designing & Layout Plan

Project Execution Review meetings Progress reports Cost tracking Expedite critical path Quality Survey Final settlement of bills

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PERFORMANCE AND OPERATIONS


The Company had clocked a turnover of Rs 29,168.87 Lacs during the period march 2008-2009 as against Rs 19, 990.93 Lacs in the previous year, registering a growth of 45.91 %. Further, the net profit of the Company has increased from Rs. 4,146.10 Lacs in the last year to Rs 4,196.13 Lacs in the current year, an increase of 1.20 %. The earning per share (EPS), on an equity share having face value of Rs. 2/-, stands at Rs.7.32/-. The year under review not only witnessed an improved performance of the Company on all parameters but also strengthens the shareholders value.

VFM HR Strategy:

Training & developme nt

Recruit & select

Retain

Productivity

Motivat e

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Induction Program Core Team (1 Day)

Joining Formalities About VFM Vision , Mission Core Service Offered by VFM Quality Policy EHS Policy ,Dos & Don'ts About Client Key People in Client Transition & Operations Organization chart Contact Details

Training for Technical Staff Technical Team Joining Formalities Environment ,Health & Safety Building Electrical System Building HVAC System Fire Fighting System Dos & Donts / Precautions Energy Record Updation & Analysis Operating Procedures of Equipments PPM Sheduling. Energy Record Updation & Analysis

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Soft Services Training HK & Pantry Team


Joining Formalities Safety while on Job Personal Hygiene Personal Grooming & up keeping Chemical Knowledge & method of usage HK machine, Method of usage Pantry Operations
Body Language Ownership Documentation

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Our Approach towards Clients:


Transition Management Is the Key to Success Your Clients Satisfaction First Service Delivery Via Integrated Approach, Multi Tasking & Flexi Management People, Processes & Systems Detailed and Site Specific Timely and Accurate Reporting SLAs and KPIs Focussed Management Team 100% Compliance to Labour, Safety and OHS Standards Cost Optimization & Operational $avings Actual Partnership and Not One Way Management

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Few of the clients:

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MAJOR COMPETITORS OF VFM

JONES LANG LASALLE:


Jones Lang LaSalle is a financial and professional services company specializing in real estate. Global headquarters are located in Aon Center in Chicago, with sub-headquarters located in London and Singapore. Jones Lang LaSalle was formed by the 1999 merger of LaSalle Partners Incorporated and Jones Lang Wootton. The company has about 36,200 employees including professional and support staff, with approximately 170 offices worldwide and operates in more than 700 cities in 60 countries. Jones Lang LaSalle's mainstream businesses include investor & occupier services (IOS) such as agency leasing, investment sales & acquisitions, corporate capital markets, real estate investment banking, property management, facility management, energy management, project development, valuation, research and consulting. The company's hotel advisory arm provides mainstream services specifically catered to the hotel industry. Aside from the commercial real estate industry, the company also serves the residential and government sectors.

JOHNSON CONTROL INC.


Johnson Controls, Inc. is a company, based in Milwaukee, Wisconsin, USA. It was founded in 1885 by Professor Warren S. Johnson. It is a Fortune 500 diversified, multi-industrial company with 140,000 employees in 1,300 locations across six continents. Johnson Controls operates three business units: Automotive Experience, Building Efficiency and Power Solutions. 33

Automotive experience: Interior systems for light vehicles including passenger cars and light trucks. Systems supplied include seating, overhead, door, instrument panels, storage, and electronics. Building efficiency: Service provider of mechanical equipment as well as systems that control and monitor heating, ventilating, air conditioning (HVAC), building management systems, lighting, security and fire management in non-residential buildings. Services include mechanical and electrical maintenance, to full facility-management. Power solutions: Manufacturer of lead acid automotive batteries and developer of advanced battery chemistries.

CB Richard Ellis Group, Inc.


CB Richard Ellis Group, Inc. (known as CBRE) is a multinational real estate corporation based in Los Angeles, California, of the United States of America that is the world's largest commercial real estate services firm. In 2008, they ranked 11th on the Business Week list of top 50 companies, 33rd on Fortune Magazine's 100 fastest growing companies and 404th on the Fortune 500. SERVICES: The Asset Services division offers management services for retail, commercial and industrial property. The Brokerage division provides valuation/advisory services and acquisition/marketing of property assets. The Specialty Services division is a resource and provides consulting for research & investment strategy, debt & equity financing, investment management, mapping services, project management, corporate services and capital markets.

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SODEXO
Sodexo (formerly Sodexho Alliance) is a French multinational corporation and one of the largest food services and facilities management companies in the world, present on 30,600 sites in 80 countries. The company was launched in 1966 by Pierre Bellon (Chairman) Marseille, France. Sodexo is organized into two entities: Food Services and Facilities Management and Service Vouchers and Cards. Food services and facilities management: Sodexo offerings range from self-service food services that include staff restaurants, catering, executive dining, vending, and meal delivery, to integrated facilities management services that include soft services; providing reception help desks, concierge services, cleaning, laundry, grounds keeping, waste management, and facilities maintenance to hard services that include plumbing, HVAC filter systems, energy maintenance and repair, and project management. Service Vouchers and Cards (SVC): One of the top two companies worldwide in this sector, Sodexo provides companies and public authorities with meal passes, restaurant vouchers, mobility passes, leisure passes, book cards, and training vouchers.

KNIGHT FRANK LLP


Knight Frank LLP founded in London over a century ago, Knight Frank with its New York-based partner Newmark Knight Frank is the largest privately owned property consultancy in the world. It has created a network of more than 207 offices in over 43 countries.The group handle in excess of US$886 billion worth of commercial, agricultural and residential real estate annually, advising clients ranging from individual owners and buyers to major developers, investors and corporate tenants.

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Services: The firm offers professional advice and solutions across a portfolio of property services including:

Asset Management Building & Project consultancy Commercial Sales & Leasing Corporate Advisory Services Expatriate Relocation International Investment Investment Sales Planning & Development Advice Property & Facility Management Research & Consultancy Residential Sales & Leasing Retail Consultancy Tenant Representation Valuation

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Project Introduction
Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. There are many factors in improving or maintaining high employee satisfaction, which wise employers would do well to implement. To measure employee satisfaction, many companies will have mandatory surveys or face-toface meetings with employees to gain information Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. Holding office events, such as parties or group outings, can help build close bonds among workers. Many companies also participate in teambuilding retreats that are designed to strengthen the working relationship of the employees in a non-work related setting. Camping trips, paintball wars and guided backpacking trips are versions of this type of team-building strategy, with which many employers have found success. Of course, few workers will not experience a boost in morale after receiving more money. Raises and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet money cannot solve all morale issues, and if a company with widespread problems for workers cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of an unpleasant job continues to mount. If possible, provide amenities to your workers to improve morale. Make certain they have a comfortable, clean break room with basic necessities such as running water. Keep facilities such as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for most businesses, allowing workers to keep family photos or small trinkets on their desk can make them feel more comfortable and nested at their workstation. Basic considerations like these can improve employee satisfaction, as workers will feel well cared for by their employers.

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The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. Employee Involvement Model Organizations should desire a model to apply, the best I have discovered was developed from work by Tannenbaum and Schmidt (1958) and Sadler (1970). They provide a continuum for leadership and involvement that includes an increasing role for employees and a decreasing role for supervisors in the decision process. The continuum includes this progression.

Tell: the supervisor makes the decision and announces it to staff. The supervisor provides complete direction. Sell: the supervisor makes the decision and then attempts to gain commitment from staff by "selling" the positive aspects of the decision Consult: the supervisor invites input into a decision while retaining authority to make the final decision herself. Join: the supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice equal in the decision process.

To round out the model, I add the following.

Delegate: the supervisor turns the decision over to another party.


Fulfillment Satisfaction The approach is called as Fulfillment Satisfaction (or, just fulfillment) to differentiate it from the traditional definition of satisfaction (that is, satisfaction as being comfortable). It is my belief that, if you can identify and measure a more meaningful definition of satisfaction, you will find a closer causal relationship to organizational 38

performance. We began our research by identifying the principal elements of fulfillment, empowerment, and engagement. We identified five:

Satisfaction with the job: To be fulfilled, people need to value their day-to-day work activities. People need to have a sense of accomplishment or pleasure from the work itself. Satisfaction with relationships: People also need to value the relationships they have on the job to be fulfilled. People want to like working with their coworkers. While people know that conflicts will arise, they want to be assured that the focus is not on the interpersonal differences, but the task differences. Satisfaction with leadership: If people do not think that they are being managed or led effectively, it is hard to have fulfillment in the work. Knowing that others are satisfied in their work: One of the key findings from our research is the importance of the open expression of fulfillment in the workplace. Knowing that others gain fulfillment in their work is a powerful motivator. Knowing that others are satisfied with the organizations leadership: It is difficult to be fulfilled if there is not open trust and support for leadership. Equally, when that open trust and support is present, it helps create an environment where people feel empowered and willing to give their full engagement. This combination of both personal satisfaction and communication of group satisfaction is a critical distinction between Fulfillment Satisfaction and traditional definitions of satisfaction. In todays work environment, few objectives are met solely through one individuals efforts. In addition, as people work together in group settings, they are likely to influence each others attitudes and beliefs. Because of the roles that teamwork and joint effort play in organizational success today, tapping into these elements seems critical. One might feel personally satisfied, but not perceive satisfaction in others. As a result, the overall sense of fulfillment that one feels will be diminished. Organizations that encourage open communication, where employees discuss their level of satisfaction, promotes high performance.

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Certain things are necessary, but not sufficient, for job satisfaction Satisfaction Motivators Challenge Stimulation Independence Responsibility Variety -------------------------------------Dissatisfaction Hygiene factors Pay Security Working Conditions Work Schedule Supervisors Thus, in order to gain a practical knowledge of the industry, I was asked to carry out a survey on the employee satisfaction level at various sites of the Vipul Facility Management. The study holds more importance due the current scenario of the market.

Objective:
While taking up this study we found out that the primary business of facility management relates to delivery at the site and the key resource of driving those deliveries is the work force. Retaining a client on a continuous basis and getting relatively favorable feedback are necessary for business continuity. We will endeavor to create a structure of a complete feedback mechanism were the employees and the site in-charge of the site will be obtained to derive any result and advice the management to take the decisions on further improvement on different delivery aspects. Also it is a study to find out the sense of belongingness of our employees at the site. PROCEDURE: The exercise began with the developing of two sets of questionnaire, one for the Facility. Manager and the other for the operation level employees. 40

This was followed by me going to five different sites (client) of the VFM along with the mentor. The sites were as faollows: American express-140 employees Aricent-108 employees Royal bank of Scotland-32 employees Pwc-22 employees Market RX-12 emplyees The procedure started with taking of the appointments with various Facility Managers (FM) of different sites. Questionnaires were then given to the FM along with the operation level employees. Stress was laid on the fact that at least one employee from each segment (house keeping, M &E) be questioned.

Methodology:

The study was based on exploratory research methodology. As the term implies, it is conducted to clarify ambiguous problems. It provides information to use in analyzing a situation. The following research was done to identify the level of job satisfaction experienced by the employees of the VFM: The sampling procedure is as follows: 1. TARGET POPULATION: All the VFM employees( executives & operator level) working at the clients site in Gurgaon. No. of sites in Gurgaon = 35

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2. SAMPLE POPULATION: The sample size consists of 5 sites(10% of the total no. of sites). Each sample was presented a questionnaire. Name of the site Aricent, Lane American Express, sec 43 Market RX PWC RBS, Cyber City Total Number of employees 108 140 12 22 32 314

3. TYPE OF SAMPLING: Quota sampling, and Convenience sampling - This method because of the advantages like speed in data collection, convenient and cost effective.

4. QUESTIONNAIRE DESIGN: The questionnaire design for our project survey was of non disguised and structured pattern. The questions consist of qualitative and open ended multiple types questionnaire. It consists of questions which help to identify the satisfaction level of the VFM employees at various sites.

5. DATA SOURCE: The method employed for collecting data for the study is primary data through questionnaires and sharing of information on one tone basis. Two questionnaires were prepared: One for the Facility Manager and the other for the operator level employees.

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6. SCALES USED: The scales that we used for our report were: Likert scale Numerical scale Comparative scale

7. DATA COLLECTION: Primary data is collected by filling of questionnaires which were apt, precise and relevant. DATA TOOLS: Pie charts and bar graphs were used to analyze and interpret the data.

Sample size will be the 10% of the total strength of the employees in Gurgaon. DATA: a) b) c) d) e) f) g) No. of Sites in GURGAON 35 No. of site surveyed (10% of a.) = 5 Total no. of employees = 859 Operator level employees - 648 Executive and above- 211. FM questionnaires -(1-2). Thus, total feedback count at each site (10% of the employee population at each site) =10+14+5+5+5 =39(40 approx.)

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Analysis:
FOR THE OPERATOR LEVEL EMPLOYEES:

Communication
moderately satisfied 14%

highly satisfied 29%

satisfied 57%

45% of the sample size was found to be satisfied with the level of interaction between their superiors and the peer group.

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Feedback

highly satisfied 29% satisfied 71%

65% of the sample size believed that the feedback from the superiors and the performance evaluation was only moderately constructive and could definitely be improved.

Personal expression & Diversity

satisfied 14%

dissatisfied 14%

moderately satisfied 72%

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58% of the employees believed that their different ideas are valued & opinions count at work.

Work place balance and Stress level

disssatisfied 27% highly disssatisfied 73%

One of the positive aspect was that most of the employees were found to be satisfied and experienced almost zero level of work load

Quality of Uniform

highly satisfied 29% satisfied 71%

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Almost 100% of the employees were dissatisfied with the quality, fit and colour of the uniform.The cloth was found to be too thick for summers causing a great deal of uncomfort for the employees.

Respect maintainence

highly satisfied 29% satisfied 71%

Almost all the employees were found to be treated with dignity and respect by the organization irrespective of caste, religion, education level,etc.

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Analysis for the Facility Manager:

Client Feedback
no. of employees 4 3 2 1 0

Most of the facility managers were found to be satisfied with the feedback received from the client and the level of interaction amongst them.

site expenses tally


highly satisfied satisfied moderately satisfied dissatisfied highly disssatisfied 0 1 2 3 4 5 Series1

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More than 70% of the Facility managers were of the opinion that the tally of the site expenses to the budget was not upto the mark and required necessary measures for improvement.

Growth Opportunities
highly satisfied satisfied moderately satisfied dissatisfied highly disssatisfied 0 1 2 3 4 5 Series1, 2

42% agreed to the fact that growth opportunities were not satisfactory as compared to the competitors and other firms.

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Employee Engagement
highly satisfied 29%

satisfied 71%

The level of employee engagement activities and participation level in task completion was found to be highly satisfactory by the facility managers.

Reward and recognition analysis for the FM:


It was found that most of the managers preferred recognition to be given in group settings, by their immediate senior but recognized in front of the higher level management. The recognition should be occasional based on extraordinary accomplishments.

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Current Recognition Program


agree 14% neither agree nor disagree 29%

disagree 57%

The current recognition program was not found satisfactory by majority of the managers. More frequent recognition process was layed stressed on.

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R&R preferences
4 3.5 3 2.5 2 1.5 1 0.5 0 monetary recognition non-monetary recognition

Series1

It was observed that along with monetary recognition non monetary recognitions like certificates, career development programmes, awards, etc were considered to be associated with prestidge,honour and respect and is gaining on the psychology of the employees.

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Conclusion:
The report shows that the VFM , has work towards improving the gap that has come into existence between the operator level employees and the management. There is a lack of proper communication and guidance about the day to day necessary information to the employees like that of the safety measures. Due to the current phase of the market the real estate industry has been hit the most, the impact is quite visible in VFM as well. In time delivery of salary is one of the issue that is causing a lot of dissatisfaction amongst its employees. VFM would definitely have to find a way to recover from this damage caused if it has to retain its employees. Also it has to work upon its growth strategies of the employees. There is a lot of discontent on the issue. The objective of the report was to observe the sense of belongingness of the employees and to get their feedback on their satisfaction level. Through the primary data collection the analysis was prepared. The report helped to find out the different expectations and needs of employees woking at different levels in an organization. In the end I would to conclude by saying that different HR strategies are required to cater to the needs of each level of the organization. The satisfaction of the employees not only depends on the monetary aspect but a clear sense of belonging , respect and adulation too can wok for the same.

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FINDINGS:
Some of the common problems are: 1. FACILITY MANAGER Most of the site managers were dissatisfied with The standard of budget tally. The record registers maintenance Growth opportunities

Along with monetary rewards most appreciated form of reward were: certificates and department wide acknowledgement. Names of the performing employees. 2. OPERATOR LEVEL EMPLOYEES Some of the most prominent aspects : Untimely payment of salary Poor quality of the uniform Lack of awareness of the safety measures provided at the site Miser information on the first-aid. No provision for the luggage of the employee No such provision of reward &recognition for the operator level

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Recommendations:
The actions to be carried out by VFM can be categorized under two broad basis: Short term- (immediate action required IMR) In case of the timely payment of wages , monthly interaction between the supervisors and sub-ordinates should be initiated Om buds person( grievance handling) Def: Somebody responsible for investigating or resolving complaints from the employees of the Organization.: Provide information & referrals Facilitate communication Help you develop options for resolving problems or conflicts legal counsel in the workplace Offer a neutral perspective through early intervention. Prevent negative conflict through early intervention.

Improvement in the quality of the uniform, i.e. different for summer and winter: Colour can be changed to a lighter colour ( sky blue) for summers and a darker colour (navy blue) for the winter season.

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More interactive sessions between the employee and the supervisors. Job Security & Satisfaction: Properly defined job descriptions, KRA KPIs, well defined career Progression/ growth plan, improving the quality of work life balance, competitive remuneration . Rewards and recognition: Timely appreciation for a job well done, identify and implement Reward and recognition scheme (can be non-monetary as well), well defined PMP leading to proper recognition . Career growth: Identifying the training needs and implementation of training programmes, well defined career growth plan with proper identification of KRA and KPIs. Leadership: Identification, grooming and mentoring of potential future leaders. Existing leaders should also be given proper training on leadership, coaching and mentoring . Compensation & benefit: Assess internal compensation equity by reviewing level wise pay packages. Assess external compensation equity by conducting industry compensation survey.

Long term Comparative study of compensation with competitors. Improved Reward and recognition system based on monthly or quartly feedback of the employees performance.

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References:
1. 2. 3. 4. 5. 6. 7. 8. http://vipulgroup.in/ http://www.vipulfacility.com/about_us.asp http://www.jllm.co.in/India/en-gb/Pages/Home.aspx http://www.sodexo.com/group_en/default2.asp http://www.cbre.com/EN/ http://www.johnsoncontrols.com/publish/us/en.html http://www.wikipedia.org/ HR AUDIT BY V DAS

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Fm feedback form

NAME: DEPT: DATE:

DESIGNATION: REPORTING TO: TIMING:

EMPLOYEE CODE: SITE: LOCATION:

This form contains questions related to all the factors that show involvement of the Facility Manager and the support he/she receives from the client and the employees. Total no. of employees handled by you? Date of joining the organization. Date of joining the site. Average daily time spent at the site. Rate the following on a scale of 1 to 5 1 Highly Dissatisfied 2 - Dissatisfied

3 Moderately satisfied

4 Satisfied

5 Highly Satisfied

1. How have you been briefed about your delivery expectations? 2. To what extent your clients and you share a cordial relationship? 3. How would you rate the frequency of formal meetings between you & client? 4. Are you satisfied with the timely feedback received by you from the client? 5. How do you think are the new ideas catered and implemented in the organization?

( ) ( ) ( ) ( ) ( ) ( ) ( )

6. How satisfied are you with the tally of site expenses to the budget? 7. Are you satisfied with the level the completeness of various record registers? 8. What is the level of support received in order to resolve problems, within the expected time?

( ) 9. Are you satisfied with the engagement activity of the employees at the site? ( )

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10. How compatible you are with the technology being used in the organization? 11. Are you satisfied with the employee participation in task completion?

( ) ( )

12. Are you satisfied with the level of eagerness shown by the employees in their daily working hours? ( ) 13. Do you think client is content by the deliveries offered by the VFM? 14. Are you satisfied by the knowledge level of the employees working under you? 15. What is the level of absenteeism experienced in the site? 16. How satisfied are you with the level of conflicts/ misconduct experienced at the site? 17. How well are the disciplinary actions taken against the above? 18. How comfortable are you in dealing with the mechanical problems involved in the job? 19. Are you satisfied with the performance analysis and its record keeping at your site? 20. Are you satisfied with the level of growth opportunities in the organization? ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( )

B. Your opinion/ feedback on the following: 1. I prefer recognition for my work to be: a. Given in a group setting b. Given personally in a one-on-one setting c. Given in writing rather than in person 2. I would rather be recognized by: a. My peers b. My manager c. My managers manager 3. I would rather be recognized in front of: a. My peers b. My managers manager c. None of the above

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4. If I received a performance award I would rather that it be presented to me: a. In a one-on-one setting b. In a team meeting or group setting c. Over lunch as an added reward. 5. I would prefer from my manager: a. Daily recognition b. Weekly recognition c. Occasional recognition based on extraordinary accomplishments

6. I value recognition from (circle all that apply): a. My peers b. My manager c. Higher level management Please use the following numbers to indicate your level of agreement or disagreement with the statements below: 1.Disagree Strongly 2. Disagree 3. Neither Agree nor Disagree 4. Agree 5. Agree Strongly

7. It is important to me to be recognized for my work. ( 8. My paycheck and benefits are the only acknowledgment I seek. ( 9. My paycheck and benefits are important, but I would also appreciate non-monetary rewards. ( 10. I am satisfied with my department's current recognition program. ( 11. The nature of my job allows me adequate opportunity to be recognized. ( 12. I believe that all employees should be equally rewarded. ( 13. I think employees should be rewarded for meeting specific criteria "above and beyond" normal duties. (

) ) ) ) ) ) )

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Following are a variety of ways that employees' contributions can be recognized at the departmental level. How would you most like to be recognized? Assign 1 -5 points in the column according to the importance to you of each form of recognition Type of Recognition/Reward A personal "thank you" or note from my supervisor, manager, or coworker Acknowledgement and recognition by my customer (internal or external, as applicable) Department-wide acknowledgement in writing or at a staff meeting A formal letter describing my accomplishments An award, certificate, or gift from an established recognition program in my department Nomination for a monetary performance award Public acknowledgement for my years of service to the company An office-wide party or other fun community-building social event The opportunity to work on an interesting assignment or project Being asked for my input and expertise The opportunity to improve my job-related skills or knowledge Participation in professional or career development opportunities (workshops, conferences, career-counseling, etc.) Pay and benefits Time off Points for Importance to Me

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14. Some other ways my department could acknowledge or appreciate employees might be:

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EMPLOYEE FEEDBACK FORM


NAME: DEPT: DATE: DESIGNATION: REPORTING TO: TIME: EMPLOYEE CODE: SITE: LOCATION:

T HIS FORM CONTAINS QUESTIONS RELATED TO THE PERFORMANCE AND THE EMPLOYEE SATISFACTION IN VFM. Date of joining the organization. Date of joining the site. Average working hours.

Rate the form on a scale of 1 to 5 1 - Highly Dissatisfied 2 Dissatisfied

3 Moderately satisfied

4- Satisfied

5 Highly Satisfied ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( ) ( )

1) Are you satisfied with the relation you have with other employees? 2) Are you satisfied with the relation exhibited by your boss towards you? 3) Are your superiors open to your suggestions? 4) Are you being been motivated by your superior on regular basis? 5) What is the level of interaction between you and your superior?

6) Are individuals recognized for good performance? 7) Are you being treated with dignity and respect by the team? 8) Are your difficulties being discussed by the site in-charge? 9) Your opinion on the work pressure involved in your job? 10) Do you require doing odd jobs that are not within the scope of your work? 11) 11. Does your permanent identity card contain the exact details of yours?

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12) Are you satisfied with the time of salary payment? 13) Are you aware of leave policy of the company? 14) Do you receive regular information from the HR regarding your leave balance? 15) Are you satisfied with the quality of tools provided to you by the VFM? 16) Are you provide with facilities like lockers for your personal belongings? 17) Are you given any parking space for your conveyance? 18) What is your opinion about the quality of the uniform? 19) 20) Are you allowed to use lifts in the building? Do you get lunch break hours?

( ) ( ) ( ) ( ) ( ) ( ) ( ) ( )

21) Are you aware of the safety measures provide at the site? 22) Do you have a first aid box at your site? 23) Do you find any difficulty to reach at your site from home? 24) Do you think the company is flexible with respect your family responsibilities?

( ) ( ) ( ) ( ) ( )

25) How satisfied are you with your position in the company? 26) Do you recommend any of your co-workers for performance rewards? . . . 27) Give reasons for your recommendation ..

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15. Recommend any 2 employees showing excellent performance and why?

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