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In the current scenario, Recruitment and selection of the right person at the right place is an important function of the Human resource department of all companies. And it is no surprise that retention of employees is a major challenge for the companies. This study is intended to find out the Recruitment and selection process at Osram India Private Limited, Sonepat (Haryana ). Chapter 1 attempts to clarify the objectives of the study, the scope of study, its limitations, and the methodology used in analyzing the problem. Chapter 2 discloses the facts and figures of Osram India Pvt. Limited, Chapter 3 is deals with the survey conducted, the feedback received from the target employees, the findings and the analysis of the study. Chapter 4 and chapter 5 deal with the recommendations and conclusion respectively.
TABLE OF CONTENT
Executive Summary Chapter 1 1.1 Introduction 1.2 Literature Review 1.3 Objective of the Study 1.4 Scope & Limitations of Study 1.5 Research Methodology Chapter 2 2.1 Company Background 2.2 Osram Profile 2.3 Company’s Mission and Vision 2.4 Company History 2.5 Organization Chart 2.6 Osram & its Product 2.7 Taxations Policy 2.8 Social Policy 2.9Achievements 2.10 Future Prospectus
Chapter 3 3.1 Surveys 3.2Data Analysis 3.4 Finding on attrition Chapter 4 4.1 Recommendations Chapter 5 5.1 Conclusion Annexure Bibliography
OSRAM, founded 1906, is part of the industry sector of Siemens AG and one of the two leading lighting manufacturers in the world. The name is derived from osmium and Wolfram (German for tungsten ), as both these elements were commonly used for lighting filaments at the time the company was founded. Osram is a high-tech company in the lighting industry. Around 60 percent of sales come from energy-efficient products.
OSRAM has company in various parts in India and around the world. The OIPL started its operations in Sonepat in 1998 which was takeover by Siemens AG. The company at present has near about 591 employees. The OIPL, Sonepat is facing with a problem of huge employee turnover. This Study aims to explore the prevalent Recruitment & Selection Process at OSRAM India Private Limited. The Recruitment & Selection Method applied at the OSRAM India Private Limited (OIPL), Sonepat was observed.
The objective of the study is to find the recruitment and selection methods prevalent at Osram India Pvt.Ltd., Sonepat. As Recruitment and selection process is very important function of the HR department, the study aims to identify the sources of recruitment of the potential employees. The primary purpose of the study is to examine the prevailing procedure for recruitment and selection of employees For conducting the survey structured questionnaire were employed. The study is based on primary data. Survey was done on 80 employees of whom only 58 responded. These respondents were executives of top, middle & lower management. The questionnaire consist of 12 question related to recruitment & selection. The study reveals that a good Recruitment & Selection Process was adopted by the company. The management is committed to fulfill the requirement of our internal & external customer, to prevent the mistake to happen through optimize & harmonies interrelated process, rather than individual function. The findings suggest varied and not-soexpensive ways for retaining people.
OSRAM is one of synonymous than was one hundred the most traditional brand names in the world,
with light around the globe and first saw the light of day more years ago. On April 17, 1906 the brand name of OSRAM
entered in the Trademark Directory of the Imperial Patent Office in Berlin. The
brand name of OSRAM was "born" in 1906 and registered by the Deutsche Gasglühlicht-Anstalt (also known as Auer-Gesellschaft). The world famous name from 1906 was created from the names of the two materials that were needed at the time to produce filaments - initially Osmium and later Wolfram (or tungsten as it is now more commonly known). 13 years later (on July 1, 1919) it became part of a company name: OSRAM Werke GmbH Kommanditgesell- shaft. At the time, AuerGesellschaft, AEG and Siemens & Halske AG combined their lamp production activities; since 1978 Siemens has been the sole shareholder in 1919, the world famous picture logo with the light bulb also made its first appearance. Today, the stylized lamp in our picture logo is a symbol not only for light but also for good ideas and our passion for intelligent light In 1906 the Deutsche Gasglühlicht AG (DGA) registered the trademark “Osram” for a new kind of wolfram lamp. After World War I, the major German manufacturers of incandescent lamps, DGA, AEG and Siemens & Halske, merged to form Osram GmbH KG. AEG and Siemens & Halske brought their own incandescent lamp factories into the new business. In the same period, in 1921/22, the well-known Osram logo was also developed which is still in use today, with only minor modifications since it was first designed. In 1976 AEG sold its Osram shares to
Who would have thought in 1906 that one day OSRAM will produce with more than 43.500 employees worldwide in about 46 production facilities in 17 countries sales of 4.6 billion euros (2008)? Who would have thought hundred years ago, that the electronic in light sources - not exclusively in light emitting diodes (LED) and other opto-semiconductor products - will play a bigger role in the lighting market? Siemens under the same circumstances which led to the sale of its KWU and TU shares (see Kraftwerk Union and Transformatoren Union AG). Since 1978, when Siemens was also able to acquire General Electric’s shares, Osram has been wholly owned by Siemens. Today it is one of the world’s leading lamp manufacturers. In fiscal 2005 the company, headquartered in Munich, achieved sales of 4.3 billion euros, 88 percent of which came from outside Germany
Recruitment & Selection Recruitment:Recruitment is the process of locating and encouraging potential applicants to apply for existing or anticipated job openings.
Recruitment aims at:
o Attracting a large number of qualified applicants who are ready to take up if it’s offered. o Offering enough information for unqualified persons to self-select themselves out.
Sources of Recruitment
The source of recruitment is broadly divided into two categories:
1. Internal Sources
The company recruits the candidates from internal of the company. Whenever some vacancy arises someone from within the organization is upgraded, transferred or promoted.
2. External Sources
External sources of recruiting candidates include: Walk-ins,
Unsolicited Applicants, Employee referrals, etc.
Methods of Recruitment
A. Internal Methods
Promotion and Transfers Many organizations prefer to fill vacancies through promotions or transfers from within the company wherever possible. Promotion involves movement of an employee from a lower level position to a higher level position. It is accompanied by changes in duties, responsibilities, status and value. Internal promotions and transfers certainly allow them a greater scope to experiment with their careers, kindling ambitions and motivating them to take a shot. Employee Referrals It means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The OIPL encourages its employees to recommend for the vacancies.
B. Direct Methods
Campus Recruitment It is a method of recruitment by visiting and participating in college campuses and their placements centers. Here the recruiters visit reputed educational institutions with a view to pick up job aspirants having requisite technical or professional skills. The OIPL Sonepat visits and recruits the candidates from institutions in Sonepat regularly.
C. Indirect Methods
Advertisements These include advertisements in newspapers; various types of journals; radio and television; etc. In recent times, this medium has become just as colorful, lively and imaginative as consumer advertising. The OIPL normally advertises in leading daily newspapers like Hindustan Times, The Times of India, etc.
D. Third Party Methods
Private Employment Search Firms A search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the lifts for a fee.
Walk-ins/Unsolicited Applicants Companies generally receive unsolicited applications from job seekers at various points of time. This is a major source of recruitment in OIPL. Internet Recruiting In recent times most companies have found it useful to develop their own website and list job openings on it. The website offers fast, convenient and cost effective means for job applicants to submit their
resume through internet. The OIPL takes help of various websites available by registering on the websites, such as www.naukri.com www.monsterindia.com www.timesjobs.com
Selection:Selection is the process of picking up the most suitable candidate who would best meet the requirements of the job and the organization. The selection process usually consists of a series of steps. The sequence of the steps may vary from job to job and organization to organization. The sequence of steps includes: • Screening interview • Application Blank • Selection Test • Selection Interview • Medical Examination • Reference Checks • Hiring Decision The OSRAM India Private Limited, Sonepat applies the Personal Interview method for selection process for all levels of the management viz., Top, Middle, and Lower Level.
Understanding Attrition :Attrition of employees in a limited measure is desirable for the influx of new ideas in any type of organization. It helps organization to maintain their agility in fast changing environment. Attrition in a limited measure can thus bring gains to the organization. However, if attrition increases beyond a certain level, the gains are transformed into pains. Recruiters explain that attrition rates significantly increase the investment made on employees. Significant investments in time and money need to be made for acquiring employees in any organization. These can never be translated into profit when attrition is high.
The present study is aimed at identifying the main causes behind the prevailing high rate of attrition in OSRAM India Private limited on the basis of primary data collected from its present employees.
Recruitment and selection is one of the most generally discussed in the study of Human Resource. The literature on Recruitment and Selection is not quite vast. To gain a deeper understanding about the phenomenon of high attrition and its cause, literature particularly journals, reference books were studied in detail. The various websites were also helpful in gaining a large view of attrition among employees and the ways to reduce such high rate. The findings would not have been realistic without the feedback of employees of OIPL. For this the employee’s feedback was sought.
OBJECTIVE OF THE STUDY
This study reports the findings on Recruitment and Selection Process at the OSRAM India Private Limited. The Study is intended to achieve the following objectives: 1. To find out the current practices adopted for the Recruitment and Selection of the potential candidates. 2. To find the reasons of the high attrition rate. 3. To find the ways to reduce high attrition rate.
SCOPE & LIMITATIONS
While surveying at OIPL-Sonepat, the Senior HR Manager was quite helpful. I always sought him help even when I had to get the questionnaires filled from the employees. However I felt difficulty as most of the respondents were reluctant to fill the questionnaire. Most of the respondents were afraid of getting fired if they answered anything wrong about the company and its policy. This was a big limitation. It was tried to do a survey on 80 employees but only 58 of them came up with their response. The Future research may be done on large number of employees to get a better result.
This study focuses on the Recruitment and Selection at Osram India Private Limited as a matter of interest. It was ensured that there was a good mix of respondents- males, females; employees of various designation; and temporary and permanent employees. It is the specification method & procedure for collection the needed information .
The selection of research design depend the objective of the research .
Research design are of three types
Exploratory Descriptive Casual or experiment
The Study is based on the primary data collected from the employees at Osram IPL through the assistance of the questionnaire. The survey was conducted with 58 respondents. However, the use of some secondary data were taken help of to gain a better understanding of the Recruitment and Selection process, the attrition and the reasons why
employees leave. For this purpose the web pages and the journals were sought.
Sources of Data
For conducting the survey the data were collected from the employees of Osram IPL .To make the research complete, it is very important to have the necessary & useful data. Sometimes data can be available readying one form or the other & sometimes data has to be collected A researcher can tap sources to heads: Internal sources External sources
Internal sources :It is the companies own record registered document etc. a researcher can use these to collect internal information. To get this information about the company. The company profile, industry profile can be used.
External source :All the other source of information is external source of data. Secondary data Primary data
In this project mainly primary data from internal sources is used to make results authentic. It is collected by personal administration of the questionnaire.
When data is to be collected from each member of population of interest, it is known as census survey. If on the other hand data are to be collected from only some member of the population, it is known as sample survey.
Sample plan Sample size
judgment sampling 58 % of staff members
Data sources :The methodology of study is based on secondary information as well as primary information i.e. staff member of OSRAM INDIA PVT. LTD. The work of several authors from the various libraries has been instituted, consulted & used to arrive at conclusion.
The methodology used essentially involved collection of information from executives of Osram IPL, on the Recruitment and Selection Process through questionnaire, analysis of the collected information using relevant statistical analysis, and interpretation of the results.
A list of questions was prepared for the questionnaire to be filled. It included 12questions. A mix of direct and indirect questions was present. It was a structured questionnaire that was pre-tested to ensure clarity of the questions asked and that the respondents understood the questions.
RECRUITMENT PROCESS SURVEY
Instruction: Tick mark (√) wherever required. Name ________________________________________ ___________________________________ ______________________
Working in Osram IPL since Contact No
. How Osram IPL is involved in Recruitment and Selection process? ____________________________________________________________ _ ____________________________________________________________ _ ____________________________________________________________ _ . Which level of employees do you look for? Good Opportunities Outside Junior Middle Senior
. What are the sources used for recruitment in Osram IPL? Direct Recruitment Campus Recruitment Web Portals
Employee’s reference Placement Agency
. What are the important things you look while screening resume of candidates? Qualification Communication skill Presentation Skill Experience Attitude Others
. What is the reliable selection process for the candidates? ________________________________________________________ ________________________________________________________ ________________________________________________________ . What is the vacancy ratio i.e., for 10 candidates 100 resumes are sourced (10:100)? ________________________________________________________
. What kind of staffing service do you provide? Contract Permanent Temporary
. What areas do you recruit in? Operations Administration
Marketing Phone Calls
. What is the turnover level of employees in Osram IPL? Low Medium High
If High, the reason of such turnover? Low Package Termination Others . As a recruiter what are the challenges involved? Job Hoping Retirement
________________________________________________________ ________________________________________________________ ________________________________________________________ . What are the terms and conditions of recruitment?
________________________________________________________ ________________________________________________________ ______________________________________________________ __
. What challenges/issues are involved in approaching the candidates?
________________________________________________________ ________________________________________________________ ________________________________________________________ . New strategies you would like to add in your recruitment model?
________________________________________________________ ________________________________________________________ ________________________________________________________
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COMPANY BACKGROUND Company overview
♦ ♦ ♦ ♦ OSRAM is one of the two largest lighting manufacturers in the ♦ OSRAM products are used in about 150 countries. With sales outside Germany accounting for 88 % of total turnover and a sales presence on every continent, OSRAM is a true global player. OSRAM SYLVANIA is the North American operation of OSRAM GmbH, Germany. “We're proud of our longstanding reputation of providing lighting solutions in homes, businesses and institutions, automobiles and a broad range of specialty applications.” – OSRAM management team world.
OSRAM, illumination of Potsdamer Platz with a 3000-watt Osram-Nitra lamp, 1927 In 1906 the Deutsche Gasglühlicht AG (DGA) registered the trademark “Osram” for a new kind of wolfram lamp. After World War I, the major German manufacturers of incandescent lamps, DGA, AEG and Siemens & Halske, merged to form Osram GmbH KG. AEG and Siemens & Halske brought their own incandescent lamp factories into the new business. In the same period, in 1921/22, the well-known Osram logo was also developed which is still in use today, with only minor
modifications since it was first designed. In 1976 AEG sold its Osram shares to Siemens under the same circumstances which led to the sale of its KWU and TU shares (see Kraftwerk Union and Transformatoren Union AG). Since 1978, when Siemens was also able to acquire General Electric’s shares, Osram has been wholly owned by Siemens. Today it is one of the world’s leading lamp manufacturers. In fiscal 2005 the company, headquartered in Munich, achieved sales of 4.3 billion euros, 88 percent of which came from outside Germany Incandescent signal lights, the JOULE System uses tiny LEDs that consume 10 times less energy, generate less waste and offer vehicle designers unprecedented design flexibility. Compared to incandescent light sources, JOULE Systems can save a driver up to 4 gallons of gasoline every year. OSRAM LED technology also lights the Mustang's interior, providing the distinctive Ice Blue glow to the center stack, window switches, door lock lights and headlamp switches. The Mustang's ambient interior lighting system uses the OSRAM TOPLED family of LEDs to flood color into the cup holders, door panels, foot wells and console. The programmable system allows occupants to customize the interior color by choosing from seven colors -- red, green, blue, orange, purple, white and Ice Blue -- to suit the mood. OSRAM TOPLED was the driver behind the industry-first color-configurable instrument cluster in the 2005 Ford Mustang and continues to provide the color lighting source for the 2010 Mustang's interior lighting. "LEDs continue to define the future of automobile lighting when it comes to environmental sustainability, practical functionality and design flexibility," said David Hulick, global product marketing manager at OSRAM for its Automotive LED Systems Strategic Business Segment. "The reduction in energy consumption, coupled with its long-lasting durability means less waste is generated in the form of
replacement parts and packaging. The design flexibility offered by LEDs makes them even more desirable for defining the signature look of one of America's most celebrated vehicles." The 2010 Ford Mustang's design is a more aggressive and muscular take on the iconic look that has come to define Mustang, while drawing inspiration from the car's rich heritage. For example, the new vertical tail lamp design utilizes three LED bulbs that fire sequentially, from the center out, a feature not seen on Mustang since the 1960s. As the first standardized LED system, JOULE makes LED technology more accessible in the marketplace by providing OEM designers with a reliable, industry standardized light source that simplifies the design process and can be utilized by many vehicle platforms for rear combination lamp assemblies (RCLs). The OSRAM JOULE System helps vehicle manufacturers incorporate the functionality; durability, energy-savings, and distinctive styling that today's consumers look for in a vehicle. Along with the Mustang's distinctive rear combination tail lamps, OSRAM worked closely with Valero Sylvania to supply the complete exterior package including the, fog lamps, LED CHMSL, front and rear side marker lamps and the D3S XENON headlamps. The 2010 Mustang is the sixth Ford Motor Company vehicle to benefit from OSRAM mercury-free, high-intensity discharge lighting technology, offered as an option? "We're proud Ford Motor Company looked to OSRAM, the world leader in automotive lighting when creating the latest Ford Mustang," said Hulick. "From the bright illumination of the D3S mercury-free XENON HID headlamps to the cool convenience of the interior dome lamp, OSRAM is as much a part of Mustang as Mustang is a part of the American fabric.
OSRAM Environmental Guidelines
The Osram environmental guidelines were introduced in 1998.They were signed by the chairman of the management Dr. Wolf Dieter Bopst, the managing director for technology, Dr. Jorg Schaefer and the managing director for finance & personnel Dr.Thomas Seeberg. We hereby commit ourselves to respect the environment, assume responsibility for it, deal with resources economically and avoid any negative impact on the environment. We underline our commitment to active environmental guidelines. They apply to all OSRAM activities and to each individual employee.
OSRAM Commitment to Data Privacy Protection :Protecting the security and privacy of your personal data is important to OSRAM; therefore, we conduct our business in compliance with applicable laws on data privacy protection and data security. We hope the policy outlined below will help you understand what data OSRAM may collect, how OSRAM and safeguards that data and with whom we may share it.
Through our Web sites, OSRAM will not collect any personal data about you (e.g. your name, address, telephone no. or e-mail address), unless you voluntarily choose to provide us with it (e.g. by registration, survey), respectively, provide your consent, or unless otherwise permitted by applicable laws and regulations for the protection of your personal data .
Purpose of use:When you do provide us with personal data, we usually use it to respond to your inquiry, process your order or provide you access to specific information or offers. Also, to support our customer relationship with you : ♦ We may store and process personal data and share it with our worldwide affiliates to better understand your business needs and how we can improve our products and services, or ♦ We (or third party on our behalf) may use personal data contract you about an OSRAM offer in support of your business needs or to conduct online surveys to understand better our customers’ needs.
If you choose not to have your personal data used to support our customer relationship (especially direct marketing or market research),
we will respect your choice. We do not sell or otherwise market your personal data to third parties, except to OSRAM affiliates.
Purpose Limitation:OSRAM will collect, use or disclose personal data supplied by you online only for the purpose to you, unless the disclosure: • Is a use of the personal data for any additional purpose that is directly related to the original purpose for which the personal data was collected?
This international company, with its headquarters in Munich (Germany), employs more than 43,500 people throughout the world. World sales in the 2008 fiscal year totaled €4.6 billion. Osram supplies customers in about 150 countries and manufactures at 46 sites in 17 countries. They own the brand Sylvania for use in the United States, United States Territories, Canada and Mexico. The company's North American operation is Osram Sylvania, headquartered in Danvers, Massachusetts.
Osram has a wholly owned subsidiary Osram Opto Semiconductors GmbH that designs and manufactures opto-semiconductor products. One of the main products of this subsidiary is light emitting diodes (LEDs). As the world’s second largest manufacturer of optoelectronic semiconductor for the illumination, sensing and visualization sectors, Osram Opto Semiconductors GmbH combines extensive knowhow in semiconductors, converter materials and packages under one roof. At its headquarters in Regensburg, Germany, a further production site in Penang, Malaysia and a global network of sales and marketing centers, the company employs more than 3500 people. In the 2006 fiscal year, it achieved sales of around 500 million euros. This means that the optoelectronic semiconductor accounts for twelve percent of overall Osram GmbH sales.
ABOUT COMPANY’S MISSION AND VISION
Lamps and lighting systems from OSRAM INDIA provide the basis for a beautiful view of things; ensure safety and comfort, allowing for the efficient use of resources. For more than 100 years, OSRAM has been "passionate about intelligent light". As a globally operating company, we also explicitly encourage socially and environmentally responsible policies around the world - as well as sponsoring art and culture at home and abroad.
OSRAM India is a young and vibrant company and started its operations in India in early 1994. It is a wholly owned subsidiary of OSRAM GmbH, Germany, which in turn is a group company of Siemens AG, Germany Within one year of OSRAM entering India, the local manufacture of Compact Fluorescent Lamps was commenced. The acquisition of ECE Lamp Division followed in October 1998. The current local manufacturing range comprises of slim, energy efficient Tri-Phosphor Lumilux plus Fluorescent Lamps, a wide range of Integrated and pinbased CFL and Glass for FTL
OSRAM INDIA Mission Vision
` Light up life through efficient, innovative and environment
friendly lighting solutions. Provide customers with products adhering to the highest quality and safety standards at affordable prices. Create an environment that enhances the productivity, motivation of the employees and fosters team-spirit. To be the market leader by offering efficient and innovative lighting solutions for all applications. • Company’s mission is to shape today's materials into the lighting solutions of tomorrow. • OSRAM believes that its ideas can make a difference in every person's life and that its products reflect a commitment to making the world more comfortable, more productive and more imaginative. • Company continues to strive on growth and profitability and are guided by set of values: OSRAM SYLVANIA is its people Company is customer focused They respect and care for the environment They are open to, and drive, positive change OSRAM sets clear and ambitious goals to stay ahead of the pack Company is profitable and strong
Presence of OSRAM IPL in India
Head / North Office:
OSRAM India Pvt. Ltd. Signature Towers, 11th Floor Tower B, South City-I Gurgaon 122001, Haryana, India.
In SOUTH OSRAM India Pvt Ltd. Unit No# 301 - 303, MADISON ,4th Floor, Airport Road (1/3 Kodihalli Main Road) Bangalore - 560008 In NORTH Gurgaon IDC Times Square Building, B-Block, IInd Floor, Sushant Lok-1, Gurgaon]
OSRAM Factory: OSRAM India Pvt Ltd. Delhi Road Sonepat - 131 001 Tel: +91-130-2218101 to 10 Fax: +91-130-2218113 OSRAM Distribution Centers:
In SOUTH OSRAM India Pvt Ltd. 7-1-282/C/1/56, Lingaiah Nagar, Balakampet, Hyderabad-500038 Andhra Pradesh OSRAM India Pvt Ltd. C/o Fixit & Co. 225/20B, Laxman Road Kandanchavaidi Chennai OSRAM India Pvt Ltd. C/o. Devi Pharmaceuticals, Door no 34/527A,N H Bypass, Edappally-Arkkaakadavu Road Opp: NSS Working Women Hostel, Padivattom, Cochin - 682 024 OSRAM India Pvt Ltd. C/o Aruna Trade Combine #38/10,New Timber Yard Layout Opp. Mysore Road Bangalore – 27 OSRAM India Pvt Ltd. Unit No# 301 - 303, MADISON ,4th Floor, Airport Road(1/3 Kodihalli Main Road) Bangalore - 560008 In EAST OSRAM India Pvt Ltd. C/o Trishakti Enterprises West of B.M.P 16.
Mourya Vihar Phulwari Sharif, Khagaul Road, Patna OSRAM India Pvt Ltd. Agility Logistics Private Ltd. General Magnets Premises JayShree Bus Stop, M.Gobindpur, Budge-Budge Trunk Road, Kolkatta OSRAM India Pvt Ltd. C/o Rashmi Agency, Plot No. 178 Sec-A , Zone-B Mancheswar Industrial Estate, Rasulgarh, Bhuwaneshwar OSRAM India Pvt Ltd. C/o P.N. PAHARMA MARKETING SERVICES PVT. LTD. "Gour Smriti" A.K. DEB Road Fatashil (AMBARI) Guwhati- 781025, Assam OSRAM India Pvt Ltd. Garg Niwas, Lake Avenue Kanke Road RANCHI - 834 008
OSRAM India Pvt Ltd. C/o Baba Associates Khasra No.43/25 Near Giri Raj Dharamkanta Khera Kalan, Delhi-110082, OSRAM India Pvt Ltd. C/o Sumit & Co. Kay Ess Associates SCO No. 32-33-34 ( 1st Floor ) Chandigarh-Zirakpur Road,
Opposite Imperial Resort, Adjoining Link Road to Choice Resort, Zirakpur, Distt. Mohali Punjab - 140 105 OSRAM India Pvt Ltd. Shambhoo Enterprises G519, Road no. 9-A, Vishwakarma Industrial Area Jaipur - 302013. OSRAM India Pvt Ltd. C/o Kamal Sons C-46, Akashdeep Building Transport Nagar Lucknow 226012 OSRAM India Pvt Ltd. C/o Nitin Enterprises 1557/2,Near Shankar Cold Storage Road, Bulandshar Bridge Ghaziabad - 201 001 OSRAM India Pvt Ltd. C/o Nitin Enterprises D.K Cold Storage Compound Sunhera Road,Idgah chowk, KashipurRoorkee, Uttranchal OSRAM India Pvt Ltd. C/o Sunder Cols Storage GT Karnal RoadKundli, Dist. Sonepat Haryana
In 1906 the Deutsche Gasglühlicht AG (DGA) registered the trademark “Osram” for a new kind of wolfram lamp. After World War I, the major German manufacturers of incandescent lamps, DGA, AEG and Siemens & Halske, merged to form Osram GmbH KG. AEG and Siemens & Halske brought their own incandescent lamp factories into the new business.
The well-known Osram logo was also developed which is still in use today, with only minor modifications since it was first designed
AEG sold its Osram shares to Siemens under the TU shares (see Kraftwerk Union and Transformatoren Union AG.
When Siemens was also able to acquire General Electric’s shares, Osram has been wholly owned by Siemens. Today it is one of the world’s leading lamp manufacturers
The company, headquartered in Munich, achieved sales of 4.3 billion euros, 88 percent of which came from outside Germany
♦ The 1940s and 1950s company witnessed enormous growth, as new plants were opened. It increased its production of materials and components, phosphors and metals, for example, used in lighting and other products. ♦ Sylvania also expanded into consumer electronics, television tubes and radios. ♦ In the 1970s and 1980s, OSRAM gradually moved out of consumer electronics to focus on lighting and precision materials. ♦ In the 1980s, the SYLVANIA Octron® fluorescent lamp and the OSRAM Dulux® compact fluorescent lamp represented major innovations. ♦ OSRAM SYLVANIA in its current form was created in January 1993. ♦ In 1998 company established confidential e-team to begin discussing how best to utilize the Web to forward the company’s business objectives.
Regional Head HR Dept Dy Mgr. HR Sr. HR Exe HR Co-or. Rec. Exe. SM MRD Dept Sales Admin. Dept Dept Head Customer Accounts Care Dept Dept CC Exe. Sr. A/cs. Officer
Sr. SM Exe Dy. SM ASM Sr. ME ME
Asst. Account Officer
Dept M gr Exe Sr SM Dy SM AS M Depart m ent M anager Execut i ve S eni or S al es M anager Deput y S al es M anager As s i s t ant S al es M anager Adm i n C C Exe S r A/ cs C o-or R ec Exe Adm i ni st rat i on C us t om er C are Execut i ve S eni or Account s Offi cer C oordi nat ors R ecrui t m ent Execut i ve
OSRAM & ITS PRODUCTS
The interactive Product Training Programmed from OSRAM is the quick, simple and stress-free way of acquiring useful knowledge and new in sights into light, lamp sand lighting. In eight clearly structured modules you can check your existing knowledge and add to it. The programmed is intuitive and therefore easy to use. It does not require any special computer skills. There is no time limit, which means there is no need to complete all the modules straight away. You can take a break at any time and resume later at your convenience. At the end of each module you can test your knowledge by answering a series of 12 questions. If you can answer all the questions correctly you'll be well on your way to becoming a lighting professional. And you can now have this confirmed with your own personal certificate!
Tungsten halogen lamps
Compact fluorescent lamps / Energy saving lamps
High intensity discharge (HID) lamps
Display and signal lamps and lamps for traffic light installations
OSRAM Opto Semiconductors: LED and optical semiconductors
We shape the future of light
In the corporate culture of OSRAM Opto Semiconductors, the most important characteristic is innovation. We provide a workplace
atmosphere in which innovation is encouraged offering our employees the freedom to develop new lighting solutions. The experience of working in a highly creative atmosphere, each day coupled with the intuition, inspiration and enthusiasm of every individual ensures that our lighting ideas are always a step ahead.
Light the future
OSRAM Opto Semiconductors stands for innovative, trend-setting technologies. Future technologies are the wheels on which we move our lives forward
Our obligation to the future
Research and development for the future is what makes OSRAM Opto Semiconductors a visionary company and designer of tomorrow's technologies – world-wide.
OSRAM Opto Semiconductors stands for extensive expertise in Research and Development, chip production and packaging - everything is under one roof.
Working together = progress
OSRAM Opto Semiconductors has a broad network of partners in the scientific community with connections at universities, universities of applied sciences and research institutes such as the Fraunhofer Institute.
Milestones in our success story
OSRAM Opto Semiconductors is a pioneer of lighting
technologies. The secret of our success are ground-breaking innovations and longtime expertise.
Designing tomorrow today
We will continue to create milestones in lighting techno-logy for the lighting applications of the future. That’s why we pay special attention to all key factors for LED competitiveness: Performance, Intensity and Efficacy
CDM based CFL
Lighting accounts for almost 20% of the total electricity demand in the country, and contributes almost fully to the peak load as well. The vast amount of lighting in the country is provided by incandescent bulbs, which are extremely energy inefficient. Only about 5% of the electricity is converted into light, the rest is lost as heat. In recent years, energy efficient lamps have been introduced into the Indian market, with the Compact Fluorescent Lamp (CFL) providing an energy-efficient alternative to the incandescent lamp. A CFL uses only one-fifth as much electricity as an incandescent lamp to provide the same level of illumination. CFLs have almost completely penetrated the commercial market, and the sales of CFLs in India have grown from about 20 million in 2003 to more than 100 million in 2007. However, penetration into households has been very limited, largely because of the high price of the CFLs. The price of CFLs is still in the Rs.80-100 price range, whereas the incandescent bulbs are in the Rs.10-15 price range. Initiatives to help decrease the price of CFLs to be comparable with that of incandescent bulbs are therefore necessary in order to enhance the penetration of CFLs in households and are a policy goal that has been spelt out in the agreed action points in the meeting of all State Chief Ministers chaired by the Prime Minister of India. It is estimated that about 400 million light points in India today are lighted by incandescent bulbs; their replacement by CFLs would lead to a reduction of over 10,000 MW in electricity demand. This would not only reduce emissions by way of efficient end use of electricity, but would also
result in the reduction of peak load in the country which currently faces a shortage of up to 15%. The price barrier, as indicated above, will be overcome by using the CDM revenue stream to enable faster penetration.
Light for every walk of life
The highest sales are achieved b the General Lighting
division.Osram is the world’s number one supplier o automotive lamps.Osram is also the market leader in the field of electronic control gear (ECG) for lamps. Business with optical semiconductors is growing rapidly and has taken on major strategic importance. The special display-optic lamp sector is also characterized by a high rate of innovation. The Precision Materials & Component division benefits from the known-how gained in using special material and techniques.
85 years young .
On July 1, 1919 AEG, Siemens & Halske AG and Deutsche Gasgluhlicht AG (Auer Gesellschaft) merged their light bulb production activities.Today, Siemens Ag is the sole shareholder in Osram Gmbh.The OSRAM brand name was registered way back in 1906 and is one of the oldest trade names still recognized throughout the world.
Legal Regulations :
It goes without saying that we respect all legal standards and regulations. We closely follow current and expected developments in environmental agencies and institutions. Our guiding principal in everything that we do is to limit our impact on the environment by continually improving our processes.
In order to give our customers an opportunity to select
environmentally compatible lamps, such products feature the Global Care Logo in our catalogues. Some OSRAM products unavoidably contain environmentally hazardous materials. Our researchers continued to develop our products to reduce the amounts of toxic substance in OSRAM lamps. The objectives are to replace all environmentally harmful substances with environmentally friendly materials.
Responsibility at OSRAM
To achieve its environmental objectives, OSRAM have created the necessary organization with clearly defined areas of responsibility and a management system to produce continual improvements. Overall responsibility for environmental protection at OSRAM lies clearly with company management and is supervised by the head of the Technology Division. continued Under his direction, at the department plants, for environmental and their protection and technical safety handles company wide coordination and development individual managers department heads are responsible for practical implementation. The plants receive support and advice from environmental experts who are authorities on water, waste disposal and air population control .
Product Life Cycle
OSRAM works continually to limit the influence of production processes on the environment. For example in, 1967 we were the first lamp manufacturer to stop using the carcinogenic mental beryllium in fluorescents
becoming increasingly important. This means that the entire product life cycle is taken into consideration, from the engineering of energy-saving products to waste the reduction during production and environmentally compatible disposal.
We systematically research innovative applications for new
environmentally compatible raw material and further development our products to meets or exceed today environmental standards. OSRAM researchers works continually to increase the service life of our products and enhance their operating efficency.We strive to use as many environmentally friendly materials as possible during the production process and consistently find replacements for environmentally hazardous substances.
During product development we place special emphasis on the operating efficiency of our lamps. Technological advances in energy efficiency include energy-saving lamps and LEDs.Lower energy consumption is good for the environment as well as consumers because it reduces their electricity bills. Our research and development also focuses on eliminating as many toxic materials as possible and replacing them with environmentally compatible substances. For example, we have reduced the amount of mercury in our fluorescent lamps and developed mercury-free discharge lamps.
No less than 5% of turnover is spent each year on research and development. The fact that around 40% of OSRAM’s turnover is achieved with innovative products is sample evidence of OSRAM’s power of innovation.
Worldwide sales by Market
We posted nominal growth in sales by 2% to EUR4.240 billion in fiscal year 2008.Negative currency effects attributable primarily to the U.S dollar amounted at 6% age points. When the figures are adjusted to exclude these currency effects, we ultimately achieved sales growth of 8%. • Our success with innovation products generated considerable volume growth of 12%.
• We assume that we have successfully maintained our position as
one of the world’s two leading light manufacturers .
43% Americas 38% Europe 15% Asia-Pacific 04% Other regions
€ 4.2 billion
The current charge for income tax is calculated in accordance with the relevant tax regulations applicable to the Company. Deferred tax asset and liability is recognized for future tax consequences attributable to the timing differences that result between the profit offered for income tax and the profit as per the financial statements. Deferred tax asset & liability are measured as per the tax rates/laws that have been enacted or substantively enacted by the Balance Sheet date.
Management is committed to:• To ensure conformation to all regulation of SA-8000 Standard & compliance towards national and the applicable laws/regulation.
• To prevent use of child and forced labour improve health & safety, support freedom of association, prevent discrimination & ensure timely compensation. • To conduct our business & with fairness honesty & integrity by follow on the business conduct Guidelines & Compliance Programs. • To encourage our suppliers & contractors to support our principles & commitment on social accountability. • This policy is committed to all personnel directly or indirectly employed or otherwise represented by the organization through awareness training.
• The management shall review social performance at regular interval for continual improvement taking consideration in changes of legislation, our code of conduct guidelines and the regulation.
This policy shall be made to interested parties/ state holders/ and public on request.
The OSRAM plant in Sonepat is the fourth in India and the seventh in the world to be awarded the Best4 (Business Excellence Sustainability Task) Integrated Management certification by RINA. This indicates compliance with international standards ISO 9001(quality), ISO 14001 (environment), OHSAS 18001 (health and safety) and SA 8000 (social accountability). The Sonepat Plant has also been honored with the Siemens Environmental Award 2006.
We proudly present our new corporate video. This is not a classic corporate image film. Instead it focuses on the effects that our products create and the benefits they bring to users – throughout the world and in every walk of life .
Future Outlook ♦ First of all OSRAM should create and guarantee security for different customers with different demands, so customers will feel comfortable. ♦ Second, company should create different authorization levels for particular users. (For example: managers, employees, administrators)
Third, company should use all data that is gathered on website to personalize, better understand and market the customers . OSRAM should analyze tracked data and make better decisions on: What customers are viewing the most and what transactions are used the most, company should make marketing more personalized, apply discounts and special offers to attract customer to buy the product. For the date last signed on data, company should use remainders for customers. For most dollar amount purchased, OSRAM should give better discounts, special offers and make them loyal customers.
For products looked and not purchased, analyze why products
were not selected. Use banner-ad survey to ask why customer didn’t choose the product, and focus on promoting that product.
Personalization, targeted promotions, contacting customers via newsletters and customer support will build greater communication between customer and company.
This also will build greater trust and better understanding about the consumer. Creating more value to the customer by personalizing, security and customer service, discounts and special offers, interaction with end-users will create trust-based selling and bring higher sales.
With a creation of a new channel for end-users Sylvania will have to go through all four functional substitution elements: generate awareness, build perception of the product, convince customers of product’s value and lead them to purchase.
To generate awareness about the product OSRAM Sylvania should use the click stream and transaction data that is collected through the web site and use it to expand marketing efforts and fine-tune company’s campaigns
ATTRITION- AN OVERVIEW
The high attrition rate in the IT industry has always been its greatest concern and a subject of much analysis and debate. Organizations use different methodologies for calculating their turnover rate. It is a known fact that turnover calculation is a grey area which does not always depict the true picture. While a few techniques are common, there are no proven theories. Further, the approach to this calculation might vary from organization to organization. Disclosure of the figure not only has a direct impact on the business but also affects employee morale and productivity. Significantly, it might also trigger a chain reaction—a high attrition rate will lead to more people leaving the organization, while a lower rate will act as a retention strategy. It is therefore not surprising that most industry observers are skeptical when organizations ‘disclose’ their employee turnover. A high attrition reflects poorly on an organization’s ability to hold on to its people. The attrition rate remains a debatable area as there is no standard formula to calculate it.
The true picture
The attrition rate that is generally disclosed by most organizations does not always show the correct picture. Nerurkar acknowledges this to be true. “I agree that the figure has a direct impact on stock markets,
employee morale and customer confidence. There is too much at stake and neither the US GAAP (Generally Accepted Accounting Principles) or SEBI requires that this be calculated in a particular way.” The attrition rate has always been a sensitive issue for all organizations as it can have major fallout on the bottom-line. Kranti Munje, Senior Manager, HR, Bristlecone India furthers, “This is because the attrition rate is an indicator of many things intrinsic to the organization, and revealing it may affect it negatively. In fact at times disclosing this data can be like a self-fulfilling prophecy—if you reveal that the attrition is high, it may actually become higher.”
Cause & analysis
Calculating employee turnover is not a matter of simple
mathematical methods. It is necessary to take into account the root of the problem by going back to the hiring stage. Harish Bhattiprolu, Director, Sales, Kenexa Technologies, points out that most organizations do not evolve robust measurements for calculating the cost of labour turnover or a bad hire. The details of information required and the measurement metrics are not common formulae, but have to be designed in keeping with the nature of the business and different job functions. “As a result, most organizations do not intend to mislead by disclosing statistics which may not be true; it is just that perhaps they believe those to be true. It is imperative to evolve the science of measurement before the measure itself,” he asserts.
The Survey for the attrition was conducted on the 80 employees of OIPL. However, only 58 of them responded. The source of data was questionnaire. The survey is done the primary data.
The data were collected from the employees in the form of questionnaire. An attempt was made to collect the views of 80 people with the help of a structured questionnaire but the response was received only from 58.
The respondents were both male and female. The respondents included executives from all levels of management. The Profile of the respondents is presented in Annexure 1.
1. What was your mode of recruitment? Employee Referral Web Portal Placement Agency Campus Placement Other/Walk-ins Interpretation:Most of the employees were recruited by the employee referral but it is also worth notable that almost equal employees were recruited through other methods that include the candidate’s selfinitiative or walk-ins.
employee referral Web Portal Placement Agency Campus Placement Others
21 04 12 01 20
What was the method of your selection? Written test Medical Test Interview Other --57 01
The question was aimed to find the efficient method on which the company relied upon for the selection of the potential applicants. It was observed that Personal Interview is extensively used for selection of the candidates. As 57 out of 58 respondents were selected through interview. It is also observed that the reference checks were not used for the final round of selection.
Are you satisfied with your present job at OIPL? Yes No Interpretation:This question is somewhat tricky as it would find the satisfaction of the respondent through following questions. Many of them did not want to show their dissatisfaction towards their employer as they feared of getting fired. However 84% of the respondents were satisfied. 49 09
How do you find your package (salary + incentive) at OIPL? Satisfied Unsatisfied Interpretation:Out of the 58 respondents 53% were satisfied with their salary package. There is only a minor difference of 4 employees. The unsatisfaction level towards the salary is 47%.This shows that pay is a major cause of leaving the OIPL. 31 27
Are you able to overcome the stress at work and maintain balance between work and life? Yes No Interpretation:52 out of the 58 respondents felt comfortable and had no problem with the workload. They could maintain the balance between work and life. 52 06
How often do you receive appraisal/ get motivation from your employer? Very Often Sometimes Never Interpretation:The above data indicates that a major lot of employees i.e., 59% get motivation only sometimes. This again emphasizes on bad reward policy of the company. 22 34 02
Very Often Sometimes Never
Do you find career growth opportunities at OIPL? Yes No
Interpretation:The above data collected shows that 72% of the respondents feel there is a career growth opportunities. The respondents find suitable growth opportunities at OIPL.
What is your level of trust & confidence in senior boss? High Moderate Low Interpretation:60% percent of the respondents have faith and trust in their seniors/bosses. While 40% have less confidence. This fact indicates that the company needs to gain confidence of the employees through various ways. 35 23 --
High Moderate Low
Do you find yourself valued and recognized at OIPL? Yes No Interpretation:A major portion of the respondents i.e., 90% of them feel valued and recognized at OIPL. This is good sign regarding the recognition of the employees at OIPL. 52 06
How often do you receive appreciation on your excellent Performance? Very Often Sometimes Never Interpretation:The major problem felt at OIPL is that the employees do not get enough appreciation (Monetary / Non-Monetary) from their employer. The above data indicates only 40% of the respondents get appreciation while 57% of them are not appreciated on their best performance. 23 33 02
Very Often Sometimes Never
11. Yes No
Do you find pressure at work to perform better? 37 21 Another major setback for the employees or the main reason for
Interpretation:leaving is the pressure of work that the employees feel. It is worth to be noted that the Telecallers and the Marketing Executives have to achieve the target of Rs. 80,000.00 pm (as a score). This creates a stress to them and thereby hampers their decision of staying with the company.
FINDINGS ON ATTRITION
than earnings or benefits.
Job Quality and Organizational support are more important to retention
Career Progress and Development- promotion, mobility, and pay growth have the biggest combined effect on employees leaving. Of all the drivers of attrition Pay levels have the smallest impact. Past Stability- the more time the people had spent in their previous job, the greater the chances that they would stay long in the present assignment/job. Candidates who have been referred by the employees are more likely to stay long than those who came through other channels like wanted ads, etc. Supervisory/Management support and Co-worker relations influence employee decision to stay-in. An individual’s relationship with his or her manager has the greatest impact on job satisfaction thereby influencing his/her decision to stay with the organization.
HR Practices to retain Employees
1. Introduce career Management program. The company should introduce the career management tool or program that would help the employees to find growth opportunities in the company by identifying those jobs that match their skills sets. 2. Initiate Leadership Development The company should invest in leadership development program. The program may include business case development, strategic projects and team building, change management, and in-depth discussions with business leaders from OIPL and other companies. 3. Training of Employees The company can avoid the attrition by improving retention strategy by placing more time and effort in the selection and training of employees and aligned the training to support the organization’s mission – goal of providing excellent customer service. Today when customers are happy, they express their appreciation to OIPL employees who are proud of being on the OIPL team.
4. Improve Retention Policy
The retention policy needs to be enduring, long-term oriented and integrated with other HRM Policies. Organizations should take all steps to collect data and their retention plans should be based on this data. 5. Good Working Environment The company should develop the right kind of work environment and organizational culture that rewards performance, creativity and initiative and, most importantly, creates opportunities for employees to advance in their careers. Any initiative to retain the employees would succeed only when the overall organization climate is conducive for that. 6. Recognition and Reward The employees should be recognized and rewarded for a job well done by the employees and this act would instill in them a sense of pride and satisfaction in their own work. 7. Make the employees feel valued and appreciated for their
contributions to the company. Address the specific needs of the employees. 8. Create learning opportunities. 9. Let the best employees to know that they are appreciated and their worth to the company is properly recognized.
The major casual factors for high attrition in the OIPL identified in this study were based on the qualitative research using secondary data. These were compared with the causal factors for attrition identified through questionnaire. There was a close similarity between the two results, authenticating the qualitative research on causal agents for the attrition identified in this study. Attrition can be combated by enhancing the perceived value of working in the company. The positive value needs to be brought out. Creating enjoyable working environment, introducing creativity in work so as to reduce pressure of work, frequently providing Monetary and nonmonetary appreciation to the good performers to motivate them, need due consideration in improving the salary . Further, the research on attrition needs to be undertaken by: a) Designing suitable instruments to collect empirical data on causal factors identified in this study. b) Using sophisticated statistical tools to validate the results .
Table A: Classification of Respondents based on Gender
Resp o ndan t s based on gen der Resp o ndant sNum ber P ercen t age M ale 33 57 Fem ale 25 43 T o t al 58 10 0
Source: Compiled by the Author Table B: Classification of Respondents based on Their Designation
Designation Asst Sales Mgr Sr Marketing Exe Marketing Exe Tele-Marketing Exe Others Total Num ber 6 11 9 15 17 58 Percentage 10 19 16 26 29 100
A B C D E
Source: Compiled by the Author
Attrition Rate Survey Questionnaire
(This survey has been carried out purely for the academic purpose, we request you to be as frank as possible. The information provided by you will be kept confidential.)
Name Contact No.
Working period in OIPL Designation
1. What was your mode of recruitment? Employee Referral Placement Agency Placement Other Web Portal Campus
2. What was the method of your selection? Written test Interview Medical Test Other
3. Are you satisfied with your present job at OIPL? Yes No
4. How do you find your package (salary + incentive) at OIPL? Satisfied Unsatisfied
5. Are you able to overcome the stress at work and maintain balance between work and life? Yes No
6. How often do you receive appraisal/ get motivation from your employer? Very Often Sometimes Never
7. Do you find career growth opportunities at OIPL? Yes No
8. What is your level of trust & confidence in senior boss? High Moderate Low
9. Do you find yourself valued and recognized at OIPL? Yes No
10. How often performance? Very Often
11. Do you find pressure at work to perform better? Yes No
12. Any suggestion? _______________________________________________________ _____________________________________________________
1) Limited Area :
The project coverage in factory only. The questionnaire covers a sample of 58 employees. This may not give the exact picture of the market scenario prevailing in the company.
Judgment Sampling :A sample of 58 employees, which include corporative organization, was based on judgmental sampling.
Unresponsiveness & Response Bias :
The employees interviewed may have a response bias in a position to answer question. and
may not give the correct information, and sometimes they are not
4) Misinterpretation and Exclusions :
Some employees may reply to all the questions the questionnaire and some may be misquoted too. put in
All the above facts may affect the final analysis and interpretation of data collected to some extent.
1. Kumar, S. Senthil, “Aligning Employee Retention Strategy with Business Goals”, The ICFAI Journal of Organizational Behaviour, October, 2004. 2. Dalton, Dan R., and William D Todor, “Turnover, Transfer Absenteeism: An Interdependent Perspective”, Journal of Management 19 (1993): 193-219. 3. “Vicious Circle of Attrition in the BPO Industry”, The ICFAI Journal of Organizational Behaviour, vol.VII, No. 2, 2008. 4. Paul Michelman, “Why Retention Should Become a Core Strategy now”, Harvard Management Update, October 2003.
http://www.osramindia.net http://www.osramindia.net/14thagm.pdf http://www.blonnet.com/2008/07/04/65hdline.htm http://www.blonnet.com/2008/05/10/02hdline.htm http://www.thehindubusinessline.com/2008/07/17/18hdline.htm http://www.bpoindia.org/research/attrition-rate-big-challenge.shtml
1. Leigh Branham, “The 7 Hidden Reasons Employees Leave”, AMACOM publishers, 2004. 2. C. R. Kothari, “Research Methodology”, 3. Stum: “Five Ingredients for an Employee Retention Formula”; Middlebrook. 4. Stum: “Avoiding Brain Drain: How to lock in Talent”, Branch. The 100 Best Companies to work for in Americs.
Newspapers & Magazines
1. “Worker Dissatisfaction Rising, Studies Indicate”, Omaha WorldHerald, May 20, 2001, 5G.
2. Armstrong, M and Brown, D (2000) “Paying for Contribution”, Kogan Page: London.
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