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AS A PARTIAL FULLFILMENT OF THE AWARD OF MBA PROGRAMME RUN BY PRESTIGE INSTITUTE OF MANAGEMENT AND RESEARCH, INDORE (M.P.)
Heena Jain (2007 – 2009)
I cordially regard and offer my joy ness at the completion of my project and I am very indebted to all the people of HRSS Dept, IR Dept & Administration Dept of Reliance Industries Ltd, Hazira for sharing their precious knowledge and valuable time with me. This experience will surely have a strong foundation for my future career. At the very onset I would like to convey my gratitude to Mr. Himanshu Bhatt (Sr. Vice President HR) for giving me opportunity to carry project in Reliance Industries Ltd., Hazira. In the process of my work I have taken help of many people associated with Human Resource department and other Departments of Reliance Industries Ltd., Hazira. I would like to thank all of them for their valuable guidance, encouragement and constant inspiration. It is a matter of privilege and pride to adequately express my thanks and gratitude to my project guide
encouragement and constant inspiration. Lastly but not the least I am thankful to my parents and all family members who gave me moral encouragement and support.
RELIANCE AT A GLANCE
“ Gi ve the yo ut h a pro p er e n viro n m e nt. M otivate the m . E xte nd t he m t he su pport the y n ee d. Eac h o ne of the m h a s i nfi nite s o u r c e of e n e r g y . T h e y will d e liv e r.” --- D h i r u b h a i H A m b a n i ( 1 9 3 2 – 2 0 0 2 )
Reliance Industries Limited, India's largest private sector company. The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group revenues add up to USD 20 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company. The Group's activities span exploration and production of oil and gas, petroleum refining and marketing, petrochemicals (polyester, fiber intermediates, plastics and chemicals) and textiles. Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fiber producer in the world and among the top five to ten producers in the world in major petrochemical products.
The Group exports products worth USD 5 billion to more than 100 countries in the world. There are 25,000 employees on the rolls of Group Companies. Major Group Companies are Reliance Industries Limited and Indian Petrochemicals Corporation Ltd. RIL is the first and only private sector Company from India to feature in the 2005 Fortune Global 500 list of 'World's Largest Corporations' and ranks amongst the world's Top 200 companies in terms of profits. RIL emerged in the world's 10 most respected energy/chemicals companies and amongst the top 50 companies that create the most value for their shareholders in a global survey and research conducted by PricewaterhouseCoopers and Financial Times in 2004. RIL also features in the Forbes Global list of world's 400 best big companies and in FT Global 500 list of world's largest companies. RIL emerged as the 'Best Managed Company' in India in a study by Business Today and A.T. Kearney in 2003. In 2004, the company emerged as 'India's biggest wealth creator' in the private sector over a 5-year period in a study by Business Today ' Stern Stewart and as India's 'Most Admired Company' in a Business Barons ' TNS Mode Opinion Poll. Reliance is India’s largest business house with total revenues of over Rs. 99,000 crore (US$ 22.6 billion), net profit of Rs. 6,200 crore (US$ 1.4 billion) and exports of Rs. 15,900 crore (US$ 3.6 billion). Reliance Group revenue is equivalent to about 3.5% of India’s GDP. The Group contributes nearly 10% of the country’s indirect tax revenues and over 6% of India’s exports. Investors’ family of over 3.1 million-Indians trusts reliance.
INDEX Sr. No.
Introduction To Company About Reliance Industries Ltd. Board of directors Corporate Vision and Mission Corporate Strategy Reliance manufacturing sites History of Reliance, Hazira Hazira today Vision and Mission HUMAN RESOURCE DEPARTMENT Introduction to Human Resource Department Human Resource Development Philosophy HRSS Group Vision and Mission Employees Status Brief of various functions of HR Department Literature Review Rationale of the Study Objectives Hypothesis Research Methodology Data Analysis Limitation of Study Results Suggestions and Conclusion Implication for Corporate World Reference Bibliography Appendices.
3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14.
25-38 39 40 41 42-48 49 50-52 53-54 55 56 57 58-70
TITLE OF THE RESEARCH: “An Ovation to Loyalty” ‘Developing the formula of employee retention by focusing on positive experiences of employees which motivated them THE MOST’ NAME OF THE ORGANIZATION:
Reliance Industries Limited, Hazira manufacturing Division Village: Mora, Post: Bhatha, Surat Hazira Road, Surat – 394 510
1.1 ABOUT RELIANCE INDUSTRIES LIMITED
This is the story of a company with a vision of how it grew from being a small trading unit to be ranked among the top 50 emerging market companies in the world. It is the story of how a company helped place India firmly on the world industrial scenario. Taking with a family, a growing family that includes collaborators, suppliers, customers, employees and the largest investor based in the country. It is the story of how companies' vision has extended to include newer challenges, new goals and most of all it is a story of a company where the "GROWTH IS LIFE". He (Mr. Dhirubhai Ambani) made a beginning by setting up a company viz. Reliance Commercial Corporation. "Reliance" means reliability, which is the main principle of any business and we believe that this success in business lies in the principle. He created an empire of Reliance in the various fields such as PETROCHEMICAL, POLYMERS, TEXTILES AND PETROLEUM. The expert team of the technocrats of the World Bank has come to conclusion that Reliance Textile unit is the top most quality conscious textile unit among the developed countries. Reliance Commercial Corporation went public in the year 1971. In the next few years the company made a massive investment exceeding 40,000 Crores of rupees in the industrial areas of Petroleum, Gas, Chemical, Textile, Retail, Special Economic Zones and life sciences and established supremacy in diverse industrial areas which took the Reliance group to the peak of Industrial areas.
GROWTH THROUGH MEETING BASIC NEEDS OF THE ECONOMY
Businesses of Reliance address the basic needs of the economy - from energy and materials to consumer products. Reliance has grown on the basis of 'what is good for the economy is good for Reliance'.
EXPLORATION AND PRODUCTION
Growth through Energy Security for India India imports about two-thirds of its crude oil requirement. Exploration and production of oil and gas is critical for India's energy security and economic growth. Reliance's oil and gas exploration and production business is therefore inexorably linked with the national imperative. Exploration and production, the initial link in the energy and materials
value chain, remains a major growth area and Reliance envisions evolving as a global energy major. Reliance is the largest exploration acreage holder in the private sector in India with 30 domestic exploration blocks, covering an area of about 350,000 sq km. Reliance has a 30 per cent participating interest in the producing blocks of Panna-Mukta and Tapti in Bombay High offshore block, along with British Gas and Oil and Natural Gas Corporation Limited. Reliance also has a stake in two overseas blocks in Oman and Yemen.
PETROLEUM REFINING AND MARKETING
Growth through Energy Products Petroleum Refining and retailing is the second link in Reliance's drive for growth and global leadership in the core energy and materials value chain. Reliance operates the third largest refinery in the world at any single location, with a capacity of 30 million tons per year or 0.6 million barrels per day of crude throughput, at Jamnagar, Gujarat. The Reliance petroleum refinery, first in the private sector in India, has now completed five years of successful operations. In January 2005, Reliance processed the 1,000 millionth barrel of crude oil. With the Jamnagar Refinery significantly improving domestic product availability, India has become a net exporter of petroleum products. Reliance is in the process of doubling the petroleum refinery at Jamnagar, which will make it the largest petroleum refinery in the world. Reliance is also rolling out a state-of-the-art, pan-India petroleum retail network aimed at providing the Indian consumer with world-class retail experience.
Growth through Basic Materials Petrochemicals are the next link in Reliance's core energy and materials value chain. This sector continues to power Reliance's sustained performance and progress, and provides attractive growth opportunities. Reliance is the world's largest polyester fiber and yarn producer and among the top five to ten producers in the world of major petrochemical products. Reliance is pursuing a three-pronged strategy of enhancing growth margins through an emphasis on premium grades, enhancing market share through new capacity additions and acquisitions, and attaining market leadership through new technology development initiatives.
Growth through Consumer Products Reliance's Naroda Textile Complex, one of India's largest and modern textile complexes, produces about 25 million meters of fabric both for domestic and international markets. It is the only textile complex in India to offer the maximum marketed range of product categories. Reliance textile products are sold under the brand names of Vimal, Harmony, Reance, RueRel and V2 (pre-cut, pre-packed products). The flagship brand VIMAL is India's largest selling brand of premium textiles. In a survey conducted by The Economic Times, it was voted as 'India's most trusted Fabric Brand'. Reliance's efforts in research and development has resulted in several new products and processes, such as fluorescent shades on polyester fabrics, extended laundering colorfast fabrics in dope-dyed fibers, Water and oil repellent finishes on polywool and Lycra stretch fabrics, wash-fast and flame-retardant fabrics.
Growth through Value Creation Reliance is gearing up to revolutionize the retailing industry in India. Towards this end, we are aggressively working on introducing a pan-India network of retail outlets in multiple formats. A world class shopping environment, state of art technology, a seamless supply chain infrastructure, a host of unique value-added services and above all, unmatched customer experience, is what this initiative is all about. The retail initiative of Reliance will be without a parallel in size and spread and make India proud. Ensuring better returns to Indian farmers and manufacturers and greater value for the Indian consumer, both in quality and quantity, will be an integral feature of this project. By creating value at all levels, we will actively endeavor to contribute to India's growth. Through multiple formats and a wide range of categories, Reliance is aiming to touch almost every Indian customer and supplier.
1.2 BOARD OF DIRECTORS
"Between my past, the present and the future, there is one common factor: Relationship and Trust. This is the foundation of our growth."
Dhirubhai H. Ambani Founder Chairman Reliance Group December 28, 1932 - July 6, 2002
Board of Directors of Reliance Industries Limited
Mukesh D. Ambani Chairman & Managing Director
Nikhil R. Meswani Executive Director
Hital R. Meswani Executive Director
H.S.Kohli Executive Director
Ramniklal H. Ambani
Mansingh L. Bhakta
Yogendra P. Trivedi
Dr. D. V. Kapur
M. P. Modi
Prof. Ashok Misra
Prof. Dipak C Jain
Dr. Raghunath Anant Mashelkar
1.3 CORPORATE VISION AND MISSON Vision: "To Compete with the best in the world"
The market research needed to drive this business vision was purely intuitive. Had it been done the conventional way, Reliance would still be adding spindles in Naroda.
"Growth is life"
Our edge is our people. What we have consciously done as management is to collect people who dare. And give them room - not square feet - to dream in. The result: at Reliance, Growth is life!
1.4 CORPORATE STRATEGY
A consistent element in the strategy that Reliance has followed since the beginning has been the focus on integration and rapid expansion. Long before the current policy of economic liberalization, Reliance was strategically placed to meet the challenges of global competition. A Corporation ethos that follows the doctrine of "Synergism" brings together strength of teamwork, technology, skills and corporate direction, a deep and demonstrative sense of responsibility towards shareholders, clients and employees and a continuous access to high level of investment. Reliance pioneer reputation has enabled the company to have the required capital, whether in India or Overseas. In the end, it is the determination that permits the thinking at Reliance, to explore new while consolidating the old ones.
1.5 Reliance Manufacturing Site
Fabric Wool, Viscose, Silk, Linen Texturised, Twisted, Dyed Yarn Spun Yarn
PFY Polyester Resin PTA PX
N - Paraffin PVC
Fibres & Petrochemicals
PSF EO MEG
PX Gasoline Diesel LPG Naphtha
Polyolefines Fibres & Chemicals
Jamnagar Refinery / Petrochemical Complex Bombay High Off Shore
Refining & Distribution Oil and Gas Exploration and Production
Oil & Gas
FIBRES, FIBRE INTERMEDIATES & CHEMICALS Patalganga, near Mumbai, Maharashtra RECRON
o o o o o
Recron Staple Fiber (PSF) Recron Filament Yarn (PFY) Recron Chips Purified Terephthalic Acid (PTA) Paraxylene (PX) Linear Alkyl Benzene (LAB) Normal Paraffin Hydrocarbon Solvents
o o o
POLYMERS, CHEMICALS, FIBRES & FIBRE INTERMEDIATES Hazira, near Surat (Gujarat) REON
Polyvinyl Chloride (PVC) Linear Low Density Polyethylene (LLDPE) High Density Polyethylene (HDPE)
o o o o o o o o o o o o o
Polypropylene (PP) Purified Terephthalic Acid (PTA) Ethylene Oxide (EO) Mono-ethylene Glycol (MEG) Di-ethylene Glycol Tri-ethylene Glycol Ethylene Propylene Benzene Toluene Xylene Carbon Black Feed Stock (CBFS) Vinyl Chloride Monomer (VCM) Recron Staple Fiber (PSF) Recron Filament Yarn (PFY) Recron Fiber Fill (PFF) Polyethylene Terephthalate (PET)
o o o
REFINERY PRODUCTS, POLYMERS & FIBRE INTERMEDIATES Jamnagar, Gujarat REFINERY
o o o o o o o o
Liquefied Petroleum Gas (LPG) Propylene Naphtha Reformate Motor Spirit (Gasoline) Middle Distillate Pool (includes HSD, Kerosene, AFT) Sulphur Coke Paraxylene Polypropylene
PORT & TERMINALS POWER TEXTILES Naroda, near Ahmedabad, Gujarat VIMAL
Suitings & Shirtings Dress Materials & Sarees Furnishing Fabrics Day Curtains Automotive Upholstery Fiber filled Pillows Sleep Products Texturised Yarns Twisted / Dyed Yarns Suitings Shirts, Trouser & Jackets
o o o
OIL & GAS Panna & Mukta - off Bombay High Tapti - Northwest of Mumbai o Crude Oil o Natural Gas o Exploration & Production (E & P) NEW INITIATIVES o Engineering, Procurement and Construction (EPC) o Infrastructure o Insurance o Coal Bed Methane
1.6 HISTORY OF RELIANCE - HAZIRA
Reliance Industries Ltd, Hazira Started in 1988. It dealt with various commodities including rayon. Eight years later it started the manufacturing of synthetic fabrics in February 1996. The Reliance Industries Ltd., Hazira Manufacturing Division at Hazira near Surat in Gujarat is situated in 1200 acres land on the banks of river Tapti. The land when procured was very low and marshy and required extensive site development including 7 million cubic meter of soil filling to raise the ground level up by 54 to 6 ft. In order to protect the environment and avoid ecological disaster, conventional methods were employed to pump out river sand for hydraulic filling. The marshy soil with load bearing capacity called for extensive pilling work to be carried out. In an unprecedented construction activity around 18,000 piles were driven for the first phase in about 6 months time. Reliance adopted the unique concept of implementing the Phase I down stream plants at Hazira with imported raw material (Ethylene) and commissioning of the plants in 24 months time. Reliance is the first complex in the world to starts operations based on imported Ethylene, British Petroleum followed then.
Hazira Scenario 1989
Site under high tide water and marshy land Dredging done from river Tapi 7 million m3 of sand filled to raise the grade level by 2 - 3 meters, which is more than the highest flood level The whole operation was done in a record time of 8 months. Conventional method would have taken 3 years. Ro - Ro Jetty constructed to get ODC consignments directly at site Extensive piling done to support equipment, structure & buildings
Spread about 1000 acres
1.8 VISION AND MISSION
Create value for the nation by offering competitive goods in material and energy value chains and infrastructure.
Provide economic value to shareholders and investors on a continuous basis. Build integrated manufacturing and service facilities to world-class standards and to the most competitive parameters of technology, scale, quality and costs. Access and align people skills, knowledge, creativity, funds, materials and service providers on a globally competitive basis. Set standards in addressing consumer interests, ecology, operating safety, occupational health and employee welfare and community services. Lead markets through continuous capacity creation, product range expansion and value oriented policies. Seek new avenues for profitability, growth and development and turn ideas into practice.
2.1 INTRODUCTION TO HR DEPARTMENT ‘Take my assets but leave me with my organization and in five years I will have it all back’ -Alfred. P. Sloan
Human resource is the most valuable asset for any organization. Human capital is an appreciating asset at Reliance. As Dhirubhai Ambani says, ‘We bet on people’, Reliance’s employee skill is its competitive muscle. The skills differentiate Reliance from its competitorswhether it be through the speedier implementation of a project, or in its implementation at a cost which is significantly lower that of competition, or in the ability to extract more out of capital equipment, even when it ages. These skills of are germinated The in the Reliance is culture. This culture is fostered in a degree informality. organization networked. Designations are subservient to the task. Communication is Brownian-it moves in all directions. The other side of the coin is management discipline, a tight scrutiny of ongoing processes, detail, learning, & uncompromising standards of risk management. Targets young workforce, well qualified team, diverse experience, learning and training, process skills, technology, reduced manufacturing costs. The aim behind undertaking a project on the “Developing High Performance Work Culture in the Organization” is to understand the effective role of the Human Resource Dept in developing and maintaining the Reliance culture.
2.2 HUMAN DEVELOPMENT PHILOSOPHY
Fundamental to the work of the reliance organization and its ultimate competitive position, is a respect for the development of the employee through self-help and guidance to foster common purpose and cohesion. We believe that: • Our aims of employee development are not just about acquiring skills to solve specifics problems but also expanding minds to address problems and opportunities which have not become apparent with full understandings of cross functional linkages.
Continuing personal development is the constant obligation of all employees and constant responsibilities of all Executives, Managers and Supervisors.
The development and use of human potential and a learning organization is our bridge to continued success in the future.
Mukesh D. Ambani
2.3 HRSS GROUP VISION AND MISSION
HRSS Group Vision To provide value added Qualitative Human Resource Support Services and strive for excellence through innovative people management initiatives. HRSS Group Mission Evaluate and align people’s skills, knowledge and creativity on a globally competitiveness basis. Set standards in Employee’s welfare and community services. Continuous personal development of Human Resources and enhancing their potential for creating a learning organization for continuous success in future. HRSS Group Values Compliance of Ethics Policy Respect for Human dignity Adherence to company policy procedures Employee’s care and satisfaction.
‘Employees of the organization are the customers to the department’
Works in Charge
Sh N K Valecha All HODS-Process Plants
Chief Mainte Sh P K Jain
Chief Non Tech
Sh Hemant Desai All HODS- Non Tech Dept
Chief CTS 01
Sh. V Gopalkrishnan
Chief Shipping 01
Capt R K Singh
2.4 EMPLOYEES STATUS
RIL EXPERIENCE WISE EMPLOYEE STRENGTH
100% 80% 60% 40% 20% 0%
NON SUPERVISORY SUPERVISORY TRAINEES EXECUTIVE MANAGER LEADER
0 TO 5 YEARS 5 TO 10 10 TO 15 15 TO 20 20 TO 25 MORE YEARS YEARS YEARS YEARS THAN 25 YEARS
JOB FAMILY WISE EMPLOYEE STRENGTH
72, 2% 1029, 31% 1031, 31%
99, 3% 223, 7%
LEADER SUPERVISORY TRAINEES
MANAGER FLOATING STAFF EXECUTIVE NON SUPERVISORY
2.5 HUMAN RESOURCE DEPARTMENT ACTIVITIES Manpower Planning Recruitment & Selection Training & Development Performance Appraisal Promotion, Transfer, & Demotion Attendance & leave Rules Administration Section Grievance Handling Kaizen suggestion Welfare Activities
"Trust only movement. Life happens at the level of events not of words. Trust movement."
Today's labor force is different. Supervisors must take responsibility for their own employee retention. If they don't, they could be left without enough good employees. A wise employer will learn how to attract and keep good employees, because in the long run, this workforce will make or break a company's reputation. The quality of the supervision an employee receives is critical to employee retention. People leave managers and supervisors more often than they leave companies or jobs. Employees leave managers who fail to: • Provide clarity about expectations. • Provide clarity about career development and earning potential. • Give regular, feedback about performance. • Hold scheduled meetings, and • Provide a framework within which the employee perceives he can succeed. Today’s growing “war for talent” is making it more and more difficult for organizations to keep current employees and to find qualified replacements. This study examines the challenges that organizations face with employee retention in an increasingly competitive labor market. Attrition can cost a company as much as four percent of revenue and up to 40 percent of profits. Because attrition costs are so high, companies are taking serious measures to reduce them. Unfortunately many managers, lacking real
insights or analysis into the problem, are forced to formulate counter strategies based on anecdotal and “gut” assumptions. We believe that is a mistake. Companies need objective, quantitative data that empower them to manage by fact. Solutions for stopping rampant attrition begin with a thorough understanding of the problem. And the best way to gain such an understanding is through a carefully crafted employee survey. Surveys can predict if, when and, most importantly, why certain employees—such as sales reps, engineers, programmers, etc.— may be thinking about leaving your company. With an accurate diagnosis in hand, you can prescribe remedies that reduce attrition—achieving potentially dramatic cost reductions and increasing your company’s competitiveness in the marketplace. Fortunately, it is relatively easy to get the facts. All companies need to do is ask. Employees are refreshingly forthcoming when surveyed in the right way.
"Do the thing and you will be given the power." --Ralph Waldo Emerson A little History
Workers were not always so eager to switch jobs. Today’s corporate culture of short tenure results from “slash-and-burn” business practices carried out over the past two decades. Beginning in the late 1980s, when companies began downsizing to reduce expenses, employees got the message that “everyone is dispensable.” Doing a good job offered no guarantees. The ax could fall anywhere, anytime, and if an area was cleared a little too aggressively, no worry. Replacement workers could easily be found because labor was plentiful. Because retaining employees was not a priority, companies’ trimmed outlays for benefits, training and employee development. By the 1990s, they put responsibility for career growth and development squarely on employees. The message became: “We’ll give you the tools to help you grow and advance, but you’re in-charge of your own career.” Through all of this, the basic covenant between employers and employees was rewritten. Companies no longer offered the security of life-long employment in exchange for employee loyalty and sacrifice. In its place was the notion that while continued employment was a goal, it was far from a given. As a result, employees recognized that “making their own way” often meant moving to another company.
Today, this shift in policy has reaped its consequences. The sea of new faces at all-employee meetings continually shocks corporate leaders. HR managers view staffing as similar to the job of painting the Golden Gate Bridge: It is never done. Just when they think all their positions are filled and everyone in them fully trained, they must begin again. Employees who stay suspect secretly that everyone else knows something they do not. And customers shake their heads, unhappy at losing another familiar contact. Clearly, companies have to rewrite the basic covenant with their employees. The new message must be: “We will give you the tools to help you grow and advance because we care about your career growth.” It is not enough merely to say, “We care,” although it never hurts to do so. Companies must back up that message with initiatives that make employees feel their current job is the best path to achieving their career goals. When people indicate the intention to leave, they generally do. Retention of employee can only happen when engagement level of employee is quite high towards organization.
Yes, money matters, but it is not really about money. If you do not know why people are leaving, you cannot possibly stop the bleeding. What people want most: To feel their careers are moving forward.
Employee retention involves being sensitive to people's needs and demonstrating the various strategies in the five families. 1. Environmental 2. Relationship 3. Support 4. Growth 5. Compensation
Ultimately, people want to find meaning in their work. That meaning is derived from the desire to deploy one’s skills in a challenging effort—to be useful and helpful.
Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. Engaged
employees are aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers’ lack of commitment and motivation The most common reasons stars in organization won’t stray or things which employees want from their employer or organization. 1. Career growth, learning, and development 2. Exciting and challenging work 3. Meaningful work—making a difference and a contribution 4. Great people 5. Being part of a team 6. Good boss 7. Recognition for work well done 8. Fun on the job 9. Autonomy—sense of control over my work 10. Flexibility, including work hours and dress code 11. Fair pay and competitive benefits 12. Inspiring leadership 13. Pride in the organization—its mission and product quality 14. Great work environment 15. Location 16. Job security 17. Family-friendly 18. Cutting-edge technology If an organization managed to fulfill these points then I can say for sure that its employee are satisfied and are staying in organization for long. Engaged People = Enriched Profits Organizations that understand employee retention and its causes will ultimately have a competitive advantage. However, HR professionals might not be using the best approach to introducing changes that will improve retention. In fact, the consensus is that turnover in organizations will increase. To avoid the damage and costly effects of increased turnover, organizations need to act now to improve their retention efforts.
Factors Leading to Employee Engagement
Studies have shown that there are some critical factors that lead to Employee engagement. Some of them identified are: -
Some of the advantages of Engaged employees are: • Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. • They will normally perform better and are more motivated. • There is a significant link between employee engagement and profitability. • They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels. • It builds passion, commitment and alignment with the organization’s strategies and goals. • Increases employees’ trust in the organization. • Creates a sense of loyalty in a competitive environment. • Provides a high-energy working environment. • Boosts business growth. • Makes the employees effective brand ambassadors for the company.
A highly engaged employee will consistently deliver beyond expectations. In the workplace research on employee engagement have repeatedly asked employees ‘whether they have the opportunity to do what they do best everyday’ While one in five employees strongly agree with this statement. Those work units scoring higher on this perception have substantially higher performance. Thus employee engagement is critical to any organization that seeks to retain valued employees. There is an intrinsic link between employee engagement, customer loyalty, and profitability. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity.’ Employee Engagement is the buzzword term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Employee engagement emphasizes the importance of employee communication on the success of a business. An organization should thus recognize employees, more than any other variable, as powerful contributors to a company's competitive position. Therefore employee engagement should be a continuous process of learning, improvement, measurement and action. We would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect
blend of time, effort, commitment and investment to craft a successful endeavor. "Without involvement, there is no commitment. Mark it down, asterisk it, circle it, underlines it." Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Employee involvement is not the goal nor is it a tool, as practiced in many organizations. Rather, it is a management and leadership philosophy about how people are most enabled to contribute to continuous improvement and the ongoing success of their work organization. "The supervisor who wishes to generate positive impact on satisfaction with supervision, satisfaction with work, and solidarity and to reduce communication anxiety should strive to get her/his subordinates to perceive her/him as using a more employee-centered (consult-join) leadership style." Intrinsic to most employee involvement processes is training in team effectiveness, communication, and problem solving; the development of reward and recognition systems; and frequently, the sharing of gains made through employee involvement efforts. There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. And for reducing retention and developing engagement of employees, motivation is also a major factor. To create positive employee motivation, treat employees as if they matter because employees matter. Many people incorrectly view motivation as a personal trait – that is, some have it and others don’t. In practice, inexperienced managers often
label employees who seem to lack motivation as lazy. Such a label assumes that an individual is always lazy or is lacking in motivation. But this just isn’t true. Motivation is the result of the interaction of the individual and the situation. Certainly, individuals differ in their basic motivational drive. Stephen P Robbins defined “Motivation as the processes that
account for an individual’s intensity, direction and persistence of effort toward attaining a goal.”
Motivation is the inner drive that directs a person’s behavior toward goals. Motivation is the process of arousing and sustaining goal-directed behaviour. The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership. Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start. As a guideline, there are broadly seven strategies for motivation. Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance
These are the basic strategies, though the mix in the final 'recipe' will vary from workplace situation to situation. Essentially, there is a gap
between an individual’s actual state and some desired state and the manager tries to reduce this gap.
Motivating your force:
It is well known that individual behaviour is intensely personal and unique, yet companies seek to use the same policies to motivate everyone. This is mainly for convenience and ease compared to catering for individual oddities. 'Tailoring' the policy to the needs of each individual is difficult but is far more effective and can pay handsome dividends. Fairness, decisiveness, giving praise and constructive criticism can be more effective than money in the matter of motivation. Leadership is considered synonymous with motivation, and the best form of leadership is designated as SAL, - Situation Adaptable Leadership. In this style of leadership, one is never surprised or shocked, leadership must begin with the chief executive and it is more a matter of adaptation than of imparting knowledge. Ultimately, it is the leadership quality that leads to the success of a company through building and motivating its people. Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator. Naturally, these goals as also the motivation system must conform to the corporate policy of the organization. The motivational system must be tailored to the situation and to the organization.
1. Employee identifies needs.
2. Employee searches for ways to satisfy these needs
3. Employee selects goal-directed behaviors.
4. Employee performs.
5. Employee receives either rewards or punishments
6. Employee reassesses need deficiencies
"Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity." -General George Smith Patton (Jr.)
Human resource remains the focal point and leadership the critical component, and motivation has to be 'tailored' to each individual. People are capable of remarkable achievement, significantly ahead of previous performance, if they are provided with the right environment and given the right motivational leadership.
Top Ten Ways to Retain Your Great Employees • • • • • • • A satisfied employee knows clearly what is expected from him every day at work. The quality of the supervision an employee receives is critical to employee retention. The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention. Talent and skill utilization is another environmental factor your key employees seek in your workplace. The perception of fairness and equitable treatment is important in employee retention. The easiest to solve, and the ones most affecting employee retention, are tools, time and training. Your best employees, those employees you want to retain, seek frequent opportunities to learn and grow in their careers, knowledge and skill. The employee never felt senior managers knew he existed. No matter what the circumstances are, never ever threaten an employee's job or income. Your staff members must feel rewarded, recognized and appreciated. Every person has different reasons for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something obtained from work impacts morale, employee motivation, and the quality of life. To create positive employee motivation, treat
• • •
employees as if they matter because employees matter.
These ideas will help you fulfill what people want from work and create employee motivation. 1. What People Want From Work Some people work for personal fulfillment; others work for love of what they do. Others work to accomplish goals and to feel as if they are contributing to something larger than themselves. The bottom line is that we all work for money and for reasons too individual to assign similarities to all workers. 2. How to Demonstrate Respect at Work Ask anyone at workplace what treatment they most want at work. They will likely top their list with the desire to be treated with dignity and respect. We can demonstrate respect with simple, yet powerful actions. These ideas will help to avoid needless, insensitive, unmeant disrespect, too. 3. Provide Feedbacks That Has an Impact Make the feedback have the impact it deserves by the manner and approach we use to deliver feedback. Our feedback can make a difference to people if we can avoid a defensive response. 4. Show Appreciation We can tell our colleagues, coworkers and staff how much we value them and their contribution any day of the year. No occasion is necessary. In fact, small surprises and tokens of our appreciation spread throughout the year help the people in work life feel valued all year long. 5. Trust Rules: The Most Important Secret Without it, we have nothing. Trust forms the foundation for effective communication, employee retention, and employee motivation and contribution of discretionary energy, the extra effort that people voluntarily invest in work. When trust is present, everything else is easier. 6. Provide Motivational Employee Recognition You can avoid the employee recognition traps that: single out one or a few employees who are mysteriously selected for the recognition; sap the morale of the many who failed to win, place, or even show; confuse people who meet the criteria yet were not selected; or sought votes or other personalized, subjective criteria to determine winners. 7. Employee Recognition Rocks
Employee recognition is limited in most organizations. Employees complain about the lack of recognition regularly. Managers ask, “Why should I recognize or thank him? He’s just doing his job.” And, life at work is busy, busy and busy. These factors combine to create work places that fail to provide recognition for employees. Managers who prioritize employee recognition understand the power of recognition. 8. Retain Your Great Employees Key employee retention is critical to the long-term health and success of your business. Managers readily agree that their role is key in retaining your best employees to ensure business success. If managers can cite this fact so well, why do many behave in ways that so frequently encourage great employees to quit their job? 9. Team Building and Delegation: How and When to Empower People Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their jobs. Team building occurs when the manager knows when to tell, sell, consult, join, or delegate to staff. For employee involvement and empowerment, both team building and delegation rule. 10. Build a Mentoring Culture What does it take to develop people? More than writing “equal opportunity” into your organization’s mission statement, More than sending someone to a training class. More than hard works on the part of employees, what development does take are people who are willing to listen and help their colleagues. Development takes coaches, guides and advocates. People development needs mentors.
Why Employees Stay: Seven Secrets "A good leader is not the person who does things right, but the person who finds the right things to do." --Anthony T. Dadovano
Accessible leaders Change flows from the top down so it is vital that those at the top be visible, a part of everyday business. This isn’t to say that leaders personally know each person in their organizations, but they can set the tone of open communication and accessibility. The fairness principle It is a basic human need to feel that we have been treated fairly. When employees believe they have been treated unfairly, they have prime cause to disconnect from their organization
and, in the end, to leave it. In the meantime, they can retaliate in all sorts of ways. They take things — and not just things from the supply closet. They withhold ideas, perspectives, service, communication, and their best performance. That withholding costs the organization at every level. Letting go of the “stagnant quo” Organizations in which people want to stay are quick to let go of the stagnant quo — a system that everyone knows isn’t working, yet is still in place because “that’s how we do business.” In organizations that have broken the stagnant quo, employees speak up and ask questions freely — without fear. Human beings, not human doings Winning organizations help their people be human beings, rather than feel like “human doings.” To encourage a balance between home life and work life lets employees determine how much time they want to work. Associates guarantee the number of hours they’ll work in a year, and if they work over the designated amount, they’re rewarded with a bonus. It is an extraordinary shift from the business model of ‘billable hours’ to one of personal choice. Fun, fun, fun People-centric organizations know how to have fun. In fact, they consider humor a core value. At East Alabama Medical Center, laughter is essential. In an effort to get employees enthused about a visit from the Joint Commission, health care’s accrediting body, CEO Terry Andrus staged a Wheel of Fortune event. Dressed up as show hostess Vanna White, he walked through the entire organization, quizzing employees on likely questions from the Joint Commission. Not only was it entertaining — but also how could anyone forget the answers after seeing Terry in an evening gown? The purpose-driven job In today’s information age, we are surrounded by stimulation, yet most of us are still starved for some sense of meaning or purpose. Survey after survey reveals that what matters most to employees is not money. It is meaning. At global manufacturer SC Johnson, everyone — from CEO to line worker — is encouraged to feel the need to leave a legacy. Their legacy may be large or small. It may be that the line manager runs the best line possible or has reduced production time by a nanosecond. It could be making a distinct contribution to the culture. But it is indeed a legacy, and infuses every workday with purpose. Living the Connection Top-performing organizations have succeeded in connecting people to the six business relationships we believe every
company must nurture to function at its maximum capacity. The three primary relationships are company, supervisor, and colleagues; the three secondary relationships are job, career, and customers. If any of these relationships is unhealthy, the organization will pay in lost revenue and waning performance. Living the connection begins at orientation and extends throughout the employee experience. In mastering these seven secrets, building the bottom line is a simple equation: Engaged People = Enriched Profits. Successful organizations are achieving unsurpassed employee and customer loyalty — and charttopping growth — by putting people at the very heart of their drive toward business excellence. Their workplace is one where the full engagement and passion of each employee drives sustained profits, every hour of every day.
"Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish." --Sam Walton
Employees are so fragile in nature if not taken care then can be broken and once broken cannot be given same shape again. And if they are with organization then they won’t be working whole heartedly.
Many surveys are done to identify ‘why people leave’. The lagging leave’ parameters because of which attrition in an organization rises but very few researches are done to identify ‘why people stay’. The strong points of the organization because of which it make a hold on its employees for long period and to strengthen those areas more and more for higher employees satisfaction, involvement, motivation and ultimately employees longer retention in organization. Employees with negative thoughts always identify platform to express their views but platform is rarely provided to express the positive feelings towards organization. Working upon the positive points will also provide us some major insights in the organization. Reliance Management has thought of this area long back but I was fortunate enough to get this project under my belt. I choose this topics as this will help me to develop those virtues in myself so that I too can be valuable to organization and as I am going to be a HR practicenor so by knowing those aspects I can make employees to stick in organization for long.
Following are the objectives of the study: To strengthen the dominating areas of employees’ memorable positive experiences. How organization has managed to hold its employees and made them continue so long with it. Why do employees stay in organization? To assist management in maintaining and enriching the prevalent practices for increasing the productivity of employees. To find out those points which an organization must do to retain its employees. To know gratifying experiences of employees with organization. To find positive aspects and the areas of improvement. To give suggestions and recommendations. To reach the hearts of employees using the employee survey as a diagnostic tool. To measure the satisfaction level of employees those who continue working with organization.
The most attracting quotes of Reliance for me are: 1. “Growth is life.” 2. “We bet on people.” 3. “Ideas are no one’s monopoly.” I presume that people stay with the organization because they see their personal and professional growth in tandem with organization’s growth. They see potential growth opportunities, personal recognition and at the top of all very warm and caring experience with organization in tune with management support and culture of organization.
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how the research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying her research problem along with the logic behind them. Data’s are collected through Purposive Random Sampling. Purposive sampling is best used with small numbers of individuals/groups which may well be sufficient for understanding human perceptions, problems, needs, behaviors and contexts, which are the main justification for a qualitative audience research.
Then responses are collected through Face-to-Face interviews with the help of open-ended question. In this questionnaire with open-ended questions is framed and then interview was being taken of employees those are selected randomly from different departments. Profile of the employees converted in the survey is as follows: JOB LEVEL LEADERS MANAGERS EXECUTIVES Total numbers interviewed Numbers considered in project analysis 14 9 28 20 23 14 TOTAL NONSUPERVISOR 10 7 75 50
Then responses are analyzed for deriving conclusions.
7.1 DATA ANALYSIS
Ques1. What is that glue which binds you with Reliance so strongly?
Top Name Exposure Management Growth & Potential Authorities & Pay & & Fame (job & Policies Opportunities recognition Responsibilities Benefits Others of Co. Culture rotation) Leaders 6 8 2 1 1 3 3 3 2 Managers 11 15 8 6 9 3 8 11 9 Executives 6 8 3 2 7 5 4 2 4 Non-Supervisory 3 4 1 3 3 2 3 Total 26 35 14 9 20 14 17 19 15
35 30 25 20 15 10 5 0
4 3 6 11 6
Mgt & Pol.
Non-Supervisory Executives Managers Leaders
8 15 8
Grth & Opp.
3 1 3 8 2
7 2 6 1 9 1
3 5 3 3
2 4 8 3
N&F of Co.
3 2 11 3
4 9 2
Autho. & Pay&Bfits Res.
Ques2. Most pleasant experience in Reliance (Life long memorable moment professional/ personal experience)
Personal Leaders Managers Executives Non-Supervisory Total 7 13 4 3 27
Professional 6 21 11 5 43
50 40 30 20 10 0 3 4 13 7 Personal 21 6 Professional 5 11 Non-Supervisory Executives Managers Leaders
Ques3. Tell about any major crisis in which Reliance Parivar stood up for you.
Financial Help Leaders Managers Executives Non-Supervisory Total 7 4 4 15
Moral Support 3 14 4 1 22
Medical Help 1 7 4 2 14
Natural calamities 3 7 6 6 22
Never Needed 5 7 4 16
25 20 15 10 5 0
1 4 4 4 7
6 2 6 7 3
4 7 5
Non-Supervisory Executives Managers Leaders
Ques4. In one word explain your journey in Reliance.
Inspired/ Similarity with others 1 6 1 8
Leaders Managers Executives Non-Supervisory Total
A Dream I got what I Come True Like a Story deserve 1 1 5 3 10 2 4 1 1 3 4 11 16
Over all Growth 3 7 7 3 20
20 18 16 14 12 10 8 6 4 2 0 1 2 1
A Dream Come True
3 1 7 3 4 3 1
Like a Story I got w hat I deserve
10 7 5 1 6 3
Over all Grow th
Non-Supervisory Executives Managers Leaders
Ques5. What are those things that encourage you to continue working with Reliance till your retirement?
Management Growth Pay Support & Welfare Satisfied/ no Challenges Timely opportunities Structure Policies Culture Activities Other improvement in Job recognition Leaders 4 1 2 3 2 3 2 Managers 14 8 6 4 3 3 6 3 3 Executives 6 3 4 2 4 4 4 3 Non-Supervisory 2 2 2 1 1 1 2 Total 26 14 14 10 8 10 12 6 8
30 NO OF EMPLOYEES 25 20 15 10 5 0
Grow th oppo. Pay Stru. Mgt Support & Policies Culture Welf are Acti. Other Satisfied Challenges Timely in Job recognition
Non-Supervisory Executives Managers Leaders
AREAS OF IMPROVEMENT
HR Authorities & Its CSR Professional Work Welfare & Too many Policies Activities aspects Stress Activities Other Hierarchy Responsibilities Initiatives Leaders Managers Executives Non-Supervisory Total 2 5 7 2 1 1 4 8 2 10 3 1 4 52 3 7 2 12 4 7 4 1 16 2 2 1 2 3 2 2 1 5
16 14 12 10 8 6 4 2 0
HR Policies CSR Prof.l aspects Stress Welfare Act. Other Hierarchy Auth. & Res. Initiatives
Non-Supervisory Executives Managers Leaders
60% of employees have been with organization for more than 10 years, so it was not possible to interview all of them (approx 2000 employees). Few of the respondents were apprehensive to give the correct feedback. Such responses are not considered Sufficient time wasn’t available to carry out the detailed survey. Getting an appointment of executives was consuming time. Though non-supervisory employees are more but not covered proportionately because it was difficult to make them understand this topic.
1. GLUES WITH RELIANCE:
The reason for leaving the organization in most of the organization are rather appearing as the most satisfied area in Reliance i.e. policies, pay & benefits and culture of organization. Employees see growth and opportunities as the highest valued parameter to attach them with Reliance in longer perspective. Employees also rated top management support and policies very high. Other factors that bind employees with Reliance so strongly for long period are: its brand name, good exposure and recognition to their work. Job satisfaction is derived while competing challenging assignments is what makes RIL a good company to work with. There is of course no dearth of challenge in RIL.
2. MEMORABLE EXPERIENCES:
Satisfied employee at work place and at home will deliver at the higher level of his/her capabilities. By the introduction of various schemes like Kaizen suggestion scheme, Six Sigma, etc RIL (Hazira) management has increased its rewards & recognition. Numbers of awards are given on safety day, environment day, Fire day, Republic day, Independence Day. Many receive special appreciation in monthly review meetings, in engineers meets etc. All these awards and recognition gave professionally memorable experiences to employees.
Being professional company life long memorable professional experiences of employees are larger in number but personal life long memorable experiences are also not less in number which indicates that Reliance is taking care of employees very well on both the grounds.
3. SUPPORT FROM RELIANCE PARIVAR:
Surat city experienced lot of natural calamities and financial ups and downs in last 10-15 years. Reliance stood up or even above the expectation of employees in all such situations that appears from survey. Help in natural calamities were most admired by employees, moral support in various personal/ professional crises is also very well acknowledged by employees. Reliance offers the support to his employees in their personal crisis. There are various schemes for the employees under which the employee and the dependable family members of the employees are also covered. Employees’ and their families are taken cared by company at the time of any crisis.
4. JOURNEY IN RELIANCE:
Though Overall Growth is dominating factor with employees in Reliance but apart of it for many of them their journey in Reliance is like a story or a dream comes true. They are satisfied with present working and management scenario of organization. As Reliance is the fastest growing company of the country so employees get sufficient variety and challenges in their job, which gives them a sense of accomplishment, from their work.
5. WORKING WITH RELIANCE TILL RETIREMENT:
‘Growth is life’ With this survey one can say this that Reliance corporate lines are matching with its present scenario. Employees feel that in future also they are having growth in their professional and personal life along with organization’s growth. They are having management support, good policies and of course most needed factor handsome pay structure and because of all these factors employees want to be with Reliance in future also.
The employees at Reliance Industries Hazira are satisfied with the working of the company and they are having full faith in the top management of the company. They are satisfied with the work and the working environment of the company. The employees are sharing good relationship with each other yet there is some scope of improvement in some areas. As employees are very busy here so some more activities can be started for their recreation with their families and their workload can be reduced up to some extend. As far as facilities are concerned there is a scope for improvement. According to employees: - Canteen Facilities can be improved. The satisfaction rate is low because of the less variety of choices but considering hygiene factor then they are satisfied with that. - Employees are satisfied with other facilities that company is providing them but they can be improved. As compare to other sites facilities are quite lacking at Hazira site of Reliance. The HR department is satisfactory but there is some scope for improvement in it as professionalism is more in HR and human touch is lacking in it that can be developed. The HR policies and practices should be informed well in time and transparency in it must be developed. As Reliance is known brand internationally so employees think that its infrastructure must be improved.
Hence hypothesis is true that people stay with the organization because they see their personal and professional growth in tandem with organization’s growth. They see potential growth opportunities, personal recognition and at the top of all very warm and caring experience with organization in tune with management support and culture of organization. From survey it is summarized that majority of employees have full trust on Top Management and they are proud to work with Reliance. They are getting growth opportunities, recognition to their work and of course good monetary benefits. It can be concluded that employees are satisfied with the company and its policies
As stated earlier, this is a little different kind of survey undertaken for Reliance and also at industry level. Reliance will get areas on which they can build upon. Industry as a whole will get insight as Reliance being the front runner company in Manufacturing area. Reliance is always a front runner company in all aspects. This initiative will also at least will make Management start thinking on such areas.
www.ril.com http://intranet.hazira.ril.com/ Reliance Policy Manual Reliance IMS (Integrated Management System) Manual HR catalogues of Reliance Projects undertaken by Reliance HR professionals
http://www.hrmguide.co.uk http://www.workinfo.com Business Research Methodology By: Donald. R. Cooper Organizational Behavior By: Stephen P. Robbins Create A Competitive Workplace Culture By: Giovando CarolAnn Management Development By: Joseph Prokopenko HR The Value Proposition By: Dave Ulrich
A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue with Reliance. Employee Name: Employee Level: Department: 1- What is that glue which binds you with Reliance so strongly?
2- Tell something about your journey in Reliance. (Tell me a story)
3- Most pleasant experience in Reliance. Life long memorable professional/ personal experience. (Tell me a story).
4- Also tell me about any major crisis in which Reliance Parivar stood up for you. (If any)
5- Tell me three things that will encourage you to continue working with organization till your retirement?
6- Can you try to explain your experience in pictorial format?
Nothing can succeed success Similarly, Nothing can be better example Then live experiences.
Few stories for them who really want to read it.
A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue with Reliance. Employee Name: Mr. Ajay D Kekatpure Employee Level: General Manager Department: PTA
Something about his journey in Reliance (a story)
According to him RIL is a professional company and it is growing so there are ample of opportunities waiting for employees to grab them. He believes that company is working on policy that ‘organization is by the employee, of the employee, for the employee’. These are some factors that bind him since last 10yrs with organization. He joined Reliance on Nov 15, 1988 as GET at Patalganga and before joining Reliance he had changed about four companies then he came to RIL. After one year he got his confirmation and his job was in shifts. In 1996 he was promoted to Deputy Manager. Then in 1996 he was transferred to Hazira as commissioning of PTA plant was going on. He came here as deputy leader for maintenance team. He was given task for erection of pumps. One day Mr. H. S. Kohli asked him about his work he told that still some pumps are left, he again asked about constraints then he said them that due to construction work locations were not clean so they were not getting proper space for performing their job. Then Mr. Kohli said him “within 2hr all this depresses will be cleaned and then will you be able to complete your work with in two days”. Then Mr. Kekatpure promised him that by next day morning he would get this work done. Then that day with his team he worked for whole night and when Mr. Kohli came there next morning by 9:30am pumps were ready and standing there. He patted him on his back and said Wonderful! And by that evening he got an order for constructing Salmura warehouse. Whenever Mr. Kekatpure is feeling depress he visits that warehouse and gets motivated. In 1997 he was promoted to manager post. Unfortunately after this, he came to know about his son disease that he was suffering from blood cancer. After confirmation of disease his son has been admitted in hospital but Mr. Kekatpure was not satisfied with the treatment so he decided to go Mumbai for his treatment. He shared his problem with Dr. Shyambagh (medical chief officer, RIL); whom he met when his younger brother was under his treatment as he was suffering from tumor in kidney.
Because of Dr. Shyambagh’s reference he got entry in TATA memorial hospital, Mumbai. There Dr. Suresh Advani, among best ancologist in India, treated his son. While treatment he needed some financial help so he called Mr. P.C. Gupta, his HOD. He told him to fax papers of hospital to him and with in 2hr management gave him approval that they will incur whole of his expenses. After this also his life keeps on moving and in 2005 he was given charge of PTA3 plant’s construction and commissioning. And in 2006 he was promoted to General Manager. He got single-handed Project of warehouse also. He worked on field change order, reliability issues and many mini projects. He is enjoying working here, as he is workaholic person. Whenever any task was completing he celebrates it with his team members. He personally believes that military training must be given to each and every India for 1yr so that all will learn time management and discipline in their life. He is very satisfied with his present condition but few things that he feels management should see to it is CTC of employees is not growing here according to market values and Working days must be reduced to 5 days instead of 6 days a week as daily they have to work for more than 8hr and their body also needs rest necessarily not now but at some age it would require this. TRUST IN WORK. BELIEVE IN BULIDING TEAMS FOR FUTURE. This is his motto of professional life. He is very much motivated with movie ‘AB TAK CHAPPAN’. Shoot out your problems in life if you want to get rid from them. This is his way to approach problems in his life and that’s why he moved ahead in his life. He also admires his mother very much as she fought with every problem courageously.
A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue with Reliance. Employee Name: Mr. Anish S Dutta Employee Level: General Manager Department: PSF-CP-8 & 9
His journey in Reliance (a story)
Mr. Anish is working with RIL since 1998 and glues that bind him for so long period with Reliance are its Vision, mission and commitment of RIL are also an influencing factor and of course in India for POY there is no better scope other then RIL. He joined RIL as Deputy Manager in 1998. He is from engineering background so by doing technical work want to derive satisfaction. RIL has its own culture and gaining that culture has developed his vision, broaden his mindset etc. This culture not only helped in his professional life but also in his personal life he was benefited. Then in 1999 he was promoted to Manager. On 26th Jan 2000 earthquake in Gujarat, polyester section was shutdown. Then on 28th review were started and 8 plants of polyester got clearance and but CP8 got it on 30th Jan 11am, as it was not given equal status as given to other plants of Polyester. After clearance to restart this plant is very hard process. To start it they have to do it from initial stage. All believed that it is next to impossible to start this plant quickly. Beyond from every ones expectation they not only started this plant but on 1st Jan they dispatched the production from it. No one believed this. Mr. S. C. Kadam, Mr. Ganguly and all other heads of polymer came here and asked whether it is fake or real. And when they saw it, all of them appreciated a lot and since then scenario of CP8 got different face. Then in 2000 he was given in charge of production in CP8 and in 2002 combined charge of production of CP8 and CP9 was given to him. In 2003-04 as senior manager and then in 2005-06 designated as General Manager. In 2006-07 his mother was suffering from Lung cancer and she need good treatment. Before he didn’t approached RIL for any help but when things are going out of control, he called his HOD and shared his problem. His HOD helped him, arranged everything for him, treatment in Mumbai hospital, loan from organization and free accommodation for his
family any time at any date ant where in Mumbai till treatment has been going on. He is satisfied with each and every thing in Reliance the way they take care of its employees, pay to employees and career growth to them. Systems are very advanced here that they are not feeling any area where development must be done and when word development comes always there is scope of it every where but as for Reliance concern at present he is not feeling for development in any area. BERTRAM WOOSTER – a character in P. G. WOODHOUSE stories. There is quite similarity in initial stage of Mr. Anish and this character. They both started as same happy go luck. Taken thing for granted, enjoyed life and there is a thought in their mind that some one will be giving every thing to them they want/ need. But as responsibility came in front of him he became mature in his thoughts also as happened with this character also. Now story of this character is changed but initial stage was similar to that of Mr. Anish.
A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue with Reliance. Employee Name: Mr. Anup Kumar Das Employee Level: Sr. Manager Department: PSF
A Story of Mr. Anup’s journey with Reliance
Mr. Anup Kumar Das joined RIL in 1996 as asst. manager in PSF and he has been working with RIL for such a long period because there are some glue that binds him with RIL and they are:
Work environment that company created around him. The challenges and the pace at which things move here. Good package.
He had seen growth of RIL and proud to be part of it. Organization made them work on world-class systems, practiced TQM. He came here with engineering degree, learned management and completed his Dr. Degree along with his job. He joined RIL because his previous company was situated in interior area where many facilities are not there and as he was born and brought up in big cities so was not able to adjust there, then as he got opportunity to join Reliance at Hazira near Surat without any second thought he joined here. He got platform to explore his talent apart from natural working. He made safety center here where about 1000 contractors are trained every year. Worked in quality center where quality related activities in organization are there. He made a gallery in his plant where all achievements of plant are being highlighted. He painted 100s of paintings related to management topics, which are not only recognized nationally but internationally also they are awarded and appreciated. His paintings are related with safety, quality management, long-term strategies etc. process of painting is quite challenging but he accepted that. When he started painting, everyday he was having arguments with his wife and this happened for 3-4 years and reason behind this was that because of painting he was not spending time with family (10hrs at office, 5hrs sleep, 4hrs other work and rest time spend in painting).
But in 10yr completion ceremony when he achieved momentum for long year service and Mr. H. S. Kohli appreciated him for his painting and also praise his work in front of his wife and praised her for support that she gave him in doing this work. Then her mind set got changed and clashes between them go over. Now she is giving her full support to him in doing painting and if any day he is not painting anything then she is forcing him to do so. This moment is very memorable to him as after this his life got changed. This organization is a learning organization every body gets a chance to learn and increase its knowledge. He learned QC, 6sigma, SPC, Benchmarking etc. and achieved many awards. He also won EFQM prizes. At present he is SPC coordinator for PSF this taken him to much higher level his reliability improved and also brought change in his thinking process. And not only this company helped him in his need also once he was hospitalized because of fever and his family was not here to look after him. That time his colleagues took care of him. Stayed with him in hospital around the clock, his plant manager also supported him during that time. Cooperation of company during natural calamities and help provided to him and his family is also unforgettable for him. He wants to be with Reliance till retirement because of: a. Belongingness b. Opportunities that company provided him and will be providing in his future also. c. Personal and professional growth he had. d. Company had developed such vision in then also they now wherever they see they find scope of development there. e. Only there is need for developing vision of Late Shri Dhirubhai Ambani in all from top to bottom that will help to increase scenario of the organization. Environment is changing, everyday new challenges are in front of you either challenges are social, economical or political so, “YOU CAN NEVER EXPECT TO SOLVE PROBLEMS OF TODAY WITH YESTERDAY’S TOOLS FOR SOLUTIONS YOU HAVE TO INVENT OR INNOVATE, SOME OR THE OTHER THING” “INVENTION IS KEY TO RENOVATION AND LADDER TO SUCCESS”
A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue with Reliance. Employee Name: Mr. Ashok Kumar Roy Choudhury Employee Level: Vice President Department: PTA
Something about his journey in Reliance (a story)
Before joining Reliance Mr. Roy Choudhury was working with a fertilizer company and being a chemical engineer it was his urge to utilize his degree in petro-chemical fields also. So when he got chance to join RIL he took its advantage and joined RIL in 1996 as Deputy Manager in PTA plant. Here he got ample of opportunities to work and explore his talent. In 2000 he was promoted to general manager post and worked there for 1½ yrs. He also worked there to as communicator between management and plant. There also he was immensely benefited. This enhanced his communication skills very much. Life is very though here and you feel tremendous satisfaction when your whole 8hrs are utilized in fruitfully manner. He had one experience in which after over coming that challenge ho got tremendous satisfaction. For PTA plant Paraxylene is raw material, which is brought through ship and HST (diesel) was also brought through same ship generally. And once it happened that because of HST’s sulfuric particles some how Paraxylene got contaminated and by using that Paraxylene, system here in PTA plant also got affected and it was not possible to run production. He and his team faced the situation bravely and came out of it successfully. Without much loss to company and effecting customers they overcame with this problem. His personal decision and the way he with his team planned things, it worked out. He got self-satisfaction that his efforts gave effective result. On April 2005 he was designated as Vice President for PTA plant. Before he was HOD for 2 plants but now he is HOD for 3 plants (PTA1, 2 and 3). He got opportunity to learn 6sigma project in his plant at this age. Though he had additional responsibility of 3 plants he managed every thing and learn new techniques that makes him updated In 2008, his IQPC project was awarded best in global forum in Singapore. Because of this he got recognition at international level, which is a very good exposure for him.
Before he was quite unaware of things here but now he knows each and every thing that who is sitting where, his works everything he knows now. Here is learnt many things, faced many challenges courageously and due to all these factors now a feeling generated in him that he is working for his own company. Here more emphasis is given to advancement and that is brought from different corners of world. Things that he likes most about Reliance culture or policies are: o Good work environment. o Challenging tasks in his job asked him to improve so it must be there till his retirement. o Growth and commitment. o Contribution to national treasure by saving revenue, thus we can say that this is a nationalist company. And area where he felt that organization must pay its little attention is: Company should try that its name must not come in negative sense in NEWS. It should try that good publicity must be there or should highlights its achievements so that employees and outsiders get motivated through this. And these will also going to increase employees’ devotion towards it. He adopted good of all and achieved success in his professional life. According to him, ‘LEADER IS ONE WHO LIKES TO LEAD TEAM IN FRONT.’
A OVATION TO LOYALTY
Purpose: To Capture the driving forces for employees to continue with Reliance. Employee Name: Mr. Vilas S Kolte. Employee Level: Manager Department: PSF-CP-8 & 9
Something about his journey in Reliance (a story)
Mr. Vilas joined RIL, Hazira plant in 1996 as an Executive (before M8) in PSF plant. He worked here very effectively. Then during earthquake in 2000, he, his executive and one more colleagues worked on plant. Handled the charge of Plant and managed it in such a better manner that break down of plant had not happened. Seniors have appreciated it very much. This was his most memorable achievement with RIL. But on Oct 04, a misfortune happened in his life, he met with an accident. It was 7pm while ridding on his bike at Piplod where this incident happened. He has thrown to the height of 10feet. He was lying on road helplessly. Then someone from crowd took him to hospital and anyhow found contact number of RIL, informed here. Immediately PSF team came there. Vice President talked personally to doctor there and asked him to operate without worrying about expenses. He has been operated till 3:30 am (approx) but because of many injuries in head he had blood clotting and he slept into comma for 3 month (approx). Dr. Mewara (Company Doctor) lined up with doctors there and gave his guidance to them. He has admitted in hospital and at least one member of RIL is always there with him. They were performing 16hrs duty 8hr at company and 8hr at hospital. Not only this, after recovery when he joined RIL many things he was unable to recall or he was quit erratic. His colleagues supported him very much and helped him to recollect every thing that he has forgotten.
Then after 12 years he has promoted to Manager Post. In his 12-years service he commissioned CP3, CP6, CP7, CP8 and CP11. He had done safety audit participated in many safety competitions, also in many environment quiz In 2006, when all are facing the disasters of flood in Surat City and he also got stuck in organization then company took care for all of them and their family members and helped them all to fulfill basic needs like food, water etc And as they were in the organization and worked during this disaster also so they were rewarded with Silver Coin and appreciation letter. In this way he had emotional attachment with organization. He is very satisfied with company’s all policies the way it takes care of its employees, good salary, career growth etc. He personally feels that systems are so developed here that he never feels of any other development and before he things for any development organization is providing it. According to him he is working here from long period because here management is having good relationship with workers, they takes care of their employees and sets very good examples of humanity. For him it is his NEW BIRTH because of RIL.
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