Project on Human resource Manaement

8/19/2019 Project on Human resource Manaement

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Executive Summary

(Major Project- Stay Interviews)

(Minor Project- Firo-B Tests)

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MAJO POJE!T

"#at Is a Stay Interview$

A stay interview is a structured discussion with individual employees to determine many of thesame things an exit interview would determine, but with retention in mind. Intent to say reaches a

low point after 3 years with an organization. It’s at this time that an employee is vulnerable to

outside offers and begins to see the ‘grass is greener’ elsewhere. y conducting a stay interview,managers and human resources can help the employee see the ‘green’ within the current

organization and reinforce the aspects of the business that are attractive. At the same time, the stay

interview reveals areas of the organization or manager that could be improved. Ideally the stayInterview is conducted by the employee’s direct manager to help determine immediate needs. It

should be an open discussion about current state and the future ! how can things be better" A

trusting relationship is re#uired in order for an employee to share areas in which the manager canimprove. If information is more forth$coming in an anonymous environment, an %&

representative might want to conduct the interviews and compile the results. It can also be created

as an online pulse survey that is easy to use and administer

'he stay interview is preferable to an exit interview because in a stay interview, you as( currentemployees why they continue to wor( for your organization. At the exit interview, it’s too late to

identify and solve the problems or help your exiting employee accomplish the goals he or she is

leaving to obtain. 'he results of a stay interview give you (nowledge about what the organization

can improve and how you can retain your remaining, valued employees $ now.

)ou also learn what your organization or department is doing well when employees identify what

they li(e about their current *ob and employer. 'he stay interview is an opportunity to build

trust with employees and a chance to assess the degree of employee satisfactions and

engagement that exists in a department or company.

+tay interviews are preferable to employee satisfaction surveys because they provide a two$way

conversation and a chance to as( #uestions, and follow$up on ideas. 'hey also deal with

immediate employee happiness or concerns, not with how the employee felt last month. )ou can

also as( for examples that further help your understanding of the employee’s world view.

If you decide to conduct stay interviews with your best performing employees, you want to

approach the process carefully. If your organization has a culture that encourages open

communication and employee involvement, they are an effective tool for identifying the areas that

need improvement.

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http://humanresources.about.com/od/glossarye/g/exit-interview.htmhttp://humanresources.about.com/od/workrelationships/qt/build_trust.htmhttp://humanresources.about.com/od/workrelationships/qt/build_trust.htmhttp://humanresources.about.com/od/Employee-Engagement/qt/Employee-Engagement.htmhttp://humanresources.about.com/od/employeesurvey1/http://humanresources.about.com/od/employeesurvey1/http://humanresources.about.com/od/organizationalculture/g/what-is-culture.htmhttp://humanresources.about.com/od/glossarye/a/employee_inv.htmhttp://humanresources.about.com/od/glossarye/a/employee_inv.htmhttp://humanresources.about.com/od/workrelationships/qt/build_trust.htmhttp://humanresources.about.com/od/workrelationships/qt/build_trust.htmhttp://humanresources.about.com/od/Employee-Engagement/qt/Employee-Engagement.htmhttp://humanresources.about.com/od/employeesurvey1/http://humanresources.about.com/od/organizationalculture/g/what-is-culture.htmhttp://humanresources.about.com/od/glossarye/a/employee_inv.htmhttp://humanresources.about.com/od/glossarye/g/exit-interview.htm


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MI%O POJE!T

I&-$ assessment can help a person understand his behavior and the behavior of others in his

organization. Information from the I&-$ tool can help a person maximize the impact of his

actions, identify options for increasing his *ob satisfaction and productivity, and explorealternative ways to achieve his goals. 'his report provides an explanation of the results and then

considers how the results can be beneficial.

/lan your career development Increase your *ob satisfaction

Improve your effectiveness on teams

Identify the strengths and wea(nesses of your leadership style

'he I&-$ instrument is not a comprehensive personality test0 it focuses on how a person isoriented to interpersonal relations. &esults should not be used to ma(e a *udgment about whether

any behavior or any person is good or bad. 'he I&-$ assessment is a measure of interpersonal

needs, not a test of abilities, career interests, or success. inally, one should avoid ma(ing a ma*ordecision based on the results of only one instrument.

'heI&-$

tool measures one’s interpersonal needs in three areas.

or each of the three interpersonal needs1Inclusion, 2ontrol, and Affection1the I&-$instrument also provides a measure of how much each need is expressed or wanted by a person.

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I%!&'SIO% I !O%TO& ! AFFE!TIO% A

'he need for Inclusion

relates to forming new

relations and associating

with others0 it determines

the extent of contact and

prominence that a person

see(s. escriptors include4

belonging recognition

involvement distinction

participation

'he need for 2ontrol

relates to decision ma(ing,

influence, and persuasion

between people0 it

determines the extent of

power or dominance that a

person see(s.

escriptors include4

power responsibility

authority consistency influence

'he need for Affection

relates

to emotional ties and warm

2onnections between

people0 it determines the

extent of closeness that a

person see(s. escriptors

include4

personal ties support

consensus openness sensitivity

E*PESSE+ e "A%TE+ w

'he extent to which you will initiate

the behavior.

'he extent to which you want or will accept that

behavior from others.


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Or,aniation Pro.i/e

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5A67 - '%7 2-6/A5)4 +!M S0IAM &t1A&7++4 26 +hriram 8td.

9st loor, :anchen*unga uilding,9; ara(hamba &oad,

5ew elhi $ 99


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enesta windows fabrication units are located in hiwadi, %yderabad and 2hennai. All its main

line locationsproducts have I+- H


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enesta ?/2 windows is a customer focused brand of 26 +hriram, where the customer is

assured of design support, offsite fabrication, firm commitments on deliveries and a trained

installation team, to ensure consistent #uality.

'he company is in the process of scaling up these operations and believes that these businesses

would be its growth drivers in future.

2ulture

'he culture at 26 +hriram, put simply, is to have a genuine, authentic and personalizedrelationship with the employees, along with an enabling environment, characterized by

professional freedom and respect at the wor( place.

'he effort is not *ust to touch the professional lives but also the personal lives of the individualemployees, along with an environment which allows them to give out their best.

'he approach is to design and implement such people programs, processes and policies that build

and nurture high level of engagement of the employees with the -rganization and its business

challenges. It’s also about offering opportunities wherein the people are able to realize their potential to the maximum and contribute to the fullest $ thereby leading to the fulfillment of their

professional and personal aspirations of being able to learn, contribute and ma(e an impact.

T#e 0 ;#i/oso;#y an1 a;;roac# at +!M S#riram can


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About DSCL SUGAR

As a leading e#ual opportunity employer in India, +28 +?FA& has a motivated and dynamic

management team of highly #ualified professionals and dedicated wor(men and staff whose wor(

has shown the way towards creating L'eam 7xcellence N.

26 +hriram entered the sugar business in 9HH; when it set up its first sugar manufacturing unit

at A*bapur, ist. 8a(himpur :heri, and ?ttar /radesh. -ther than A*bapur, its manufacturing units

are located at &upapur, %ariawan @ 8oni, all in district %ardoi, ?ttar /radesh. Dhile &upapur was ac#uired in O.E 6D,

out of which they supply E9.E 6D of renewable energy to the national grid.

7ach of their units has invested in state of the art technology that gives them one of the best

manufacturing efficiencies in the country. 7very unit has put in place rigorous #uality systems

that have won them I+- certification for #uality BI+- H


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'he %ariyali division of the company was awarded LA27$est 2ustomer AwardM for successful

implementation of the +A/ I+ retail pac(age.

All its main line locationsproducts have I+- H


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locations at A*bapur and &upapur. In the current year, the 2ompany is planning to plant at

least 9E,overnance ? res;onsi


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P e socially responsible, addressing the needs of the community and environment

A" MATEIA&

+ugar cane procured from growers around their factories is the primary input for their sugar

operations. -ver O, E; to GO hours cane reaches their

factories after harvesting.

In order to ensure sustainable supply of high #uality sugarcane, they invest time and resources

towards training farmers and helping them in improving their yields as well as recovery. 'hey

also assist farmers with soil fertility mapping for *udicious fertilizer usage. 'heir team of experts

has also been engaged in popularizing the use of bio$fertilizers, modern agricultural inputs, and

other plant protection measures among cane growers, resulting in improved yields per hectare.

Dith a view to improve post$harvest recovery, they help farmers with varietals propagation and

replacement of low yieldlow recovery varieties.

'hey have also implemented an assured irrigation scheme in their cane areas, providing irrigation

means, to ensure irrigation, to the entire cane crop that they ultimately procure and use for sugar production. 'his is also helping them popularize cost$effective irrigation methods within the

farming community.

'heir efforts towards ensuring long$term, good #uality cane supply are augmented by their

participation in infrastructure development for facilitating cane supplies, including construction of

road networ(s, providing means of transportation of cane, and assisting in the computerization of

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the local ban(ing operations.

&ecognizing farmers as their principal partners in progress, their operating philosophy is to

enhance the economic status of sugarcane farmers while pursuing their own growth ob*ectives.

'hey believe that their trust$based relations with farmers built on mutual respect and

understanding is an intangible asset that strengthens the overall operating profile of our sugar

business and allows them to also extend to them their other agri$business offerings.

+S!& Su,ar !om;any 0 Po/icies ? Proce1ures

S@n

o

Po/icy O


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• eath or ma*or

accident.

• 6arriage

-thers

B> yrs.C

installments

• 6ax O loans

• -nly E per

unit.

3

2omputer

+ubsidy /olicy

8oan for

personalcomputer

2onfirmed

officers

• +ubsidy 9


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+ubsidy at units

H

6ediclaim

/olicy,

F/A /olicy @

Dor(men

2ompensation/olicy

6edical

assistance,

during

accidents,

accidents

duringwor(ing hours

All

employees

+uperintende

nt @ above

Dor(ers @staff

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F&O" S0EET OF S'>A PO!ESSI%>

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T#e we


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Or,aniation Structure

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0 Structure

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Out/ine o. Pro


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'his may sound trite, but always and often it’s really smart to do a stay interview a month after

new recruits *oin the company. As( whether they’re getting what they want to get and if they’re

getting things they don’t want and are unhappy with. 7ven do one during orientation itself1as(whether the orientation is providing them with the information they need. +tay interviews as part

of a monthly one$on$one is smart, and as part of the performance appraisal as well. 'here is no

perfect time, but do them fre#uently, not *ust once a year.

Are stay interviews necessary at com;anies t#at re,u/ar/y con1uct em;/oyee en,a,ement

surveys$

)es1in fact, even more so. In one of the company clients

started doing them because of low scores on their engagement

surveys. -ne of the ma*or cries from any engagement surveyis, L)ou don’t really (now me.M It comes out in a variety of

ways. 'he stay interview is designed to say LI want to (now

you because you’re important and I don’t want to lose you.M

S#ou/1 a// em;/oyees E minutes. 'here’s no decreed

number of minutes.

Some mi,#t ar,ue t#at stay interviews s#ou/1nCt


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Actually, the research on exit interviews says that’s not so1ex$employees are most forthright

once they’ve left the company and are in a whole new *ob. Dhen you reach out to them then,

that’s when they’ll be the most honest. or the most part, from what I’ve learned, people will sayduring exit interviews what’s politically expedient to say1that they’re leaving for a new

opportunity, the other company is offering more money, but they won’t say L6y boss is a *er( and

I couldn’t stand being there anymore.M +o, first, you should wait until after the employee has leftto conduct an exit interview. Also, we’ve learned from our research that many people say they

leave for a new opportunity that wasn’t available at their old *ob. And when we go bac( to theoriginal manager with this, they say LI could have made that happenUM And, LDhy didn’t they tellme that"M

"#at are some common uestions t#at every stay interview s#ou/1 inc/u1e$

7very stay interview should include a prelude4 L%ere’s why I wanted to tal( to you,M or L%ere’s

what I’ve been thin(ing aboutM or L%ere’s why I’m doing this.M And you might also add, LI

haven’t done this before, so please bear with me.M And then it’s as(ing maybe *ust one or two#uestions and listening hard to the answer and as(ing more #uestions based on that. 'he sad thing

is when a manager as(s LDhat’s important to youM and the employee replies LI want more

challenging wor(,M and the manager says L'hat’s goodM and moves on to the next #uestion,

instead of as(ing L+o what would challenge you"M +o it’s being willing to as( *ust a few#uestions, and going deeper on the answers you get.

0ow can 0 /ea1ers se//G t#is conce;t to t#e rest o. t#e or,aniation$

-ne way of selling it is loo(ing at who left your company within the last month and multiply their

salary times three, come up with a number and say L8ast month, T amount of dollars wal(ed outour door1let’s not let that happen this month.M +o add up the cost of losing good people and put

it out there. 5ow we’re in the biggest competitive *ob mar(et ever, people are *umping ship left

and right. +o anyone would hold managers accountable for talent loss. +tay interviews aren’t asilver bullet, they may not stop all exit interviews, but you’ll have a chance to learn precious

information that could (eep you from losing a person in the future.

Ma:e Stay Interviews E..ective

/lease note that if your organization decides to conduct stay interviews, employees will loo( for

something to change as a result of their participation.

)ou need to be committed to ma(ing positive changes before conducting stay interviews. Dhenyou ma(e changes, you need to inform employees that the changes are the result of their

suggestions and responses in stay interviews. 7mployee will not automatically ma(e that

connection.

'he stay interview should be conducted by the employeeKs manager. %uman &esources staff can

help with difficult interviews, but the stay interview should encourage open communication between an employee and his or her manager. 'he manager is the person who can most readily

have an impact on the employeeKs everyday wor(ing conditions.

efore conducting a stay interview, managers need training on how to conduct the interview, the#uestions to as(, how to build trust, and how to effectively listen. 'his training will help managers

approach the stay interview effectively and ma(e the time invested productive.

'he manager may *ot notes but the focus of a stay interview should be on the conversation. 'he

manager should actively listen and engage the employee in an open ended conversation.

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+tart your stay interview with general, easy$to$answer #uestions. As the interview progresses, you

can as( tougher #uestions after the ice has been bro(en. )ou don’t need to as( all of my

recommended #uestions. +elect the #uestions that appear to have the most utility for yourorganization. ?nless an employee has a lot of thoughts to offer, the stay interview should ta(e

around a half hour to an hour.

Dhen you as( an employee to participate in a stay interview, don’t expect that you can as( the

employee why or if he or she is thin(ing of leaving as your first #uestion. 'he chances are that heor she has a well$rehearsed answer that leaves no bridges burning. ut, this answer won’t give

you the information you need to help your organization become more attractive for employees.

After regularly conducting stay interviews, you will find the #uestions that yield the most useful

information from your employees. As employees see their organization respond to their concernsand needs, the addition of the stay interview to the %uman &esources arsenal of tools will have a

positive impact on employee morale.

If your organization decides to embar( on stay interviews, %& should provide the opportunity for

managers to discuss the results, share results, loo( for patterns across the organization, and shareideas gleaned from the employees. ebriefing allows your organization to determine what needs

to happen in individual departments and what you would be better off addressing organizationally.

e careful not to trivialize how employees feel in your stay interviews, your department or your

organization. )ou may agree or disagree with the views expressed, but nonetheless, they are thecurrent reality of the employees who are participating in the interviews. As 'om /eters famously

said, N/erception is everything.N

7xplaining away the responses, ma(ing excuses, or becoming defensive will also derail your

process for understanding employee satisfaction and retention in your organization. And, thatKs thegoal, right" )ou want to create an organization that will retain your best employees. +tay

interviews will help you accomplish this.

T#e Many Bene.its o. "#y-1o-ou-Stay$ Interviews or t#e A1vanta,es o. Stay Interviews=

+ome of the reasons why stay interviews have proven to be an effective retention tool over the

years include4

• T#ey stimu/ate t#e em;/oyee ! most employees are excited simply by the fact that the

organization is concerned about their future and that their manager too( the time to consult

with them.

•Persona/ie1 ! unli(e engagement surveys and many other retention tools that arefocused on what excites a large number of employees, this approach is customized to a

single identifiable individual and their wants.

• T#ey are /imite1 to :ey em;/oyees ! by having a LstayM discussion exclusively with your

(ey employees, who are at ris( of leaving, you focus the manager’s effort and you

minimize the overall time that the manager must devote to retention.

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• T#ey inc/u1e actions ! unli(e exit interviews, which only identify problems, stay

interviews also encourage the parties to identify actions that can improve the employee

experience and actions that can help eliminate any ma*or frustrations or turnover triggers.

• &ower em;/oyee emotions ! the discussion occurs before the employee has made the

decision to consider leaving. As a result, the emotions of the employee Band perhaps the

managerC are lower.

• &ow time ;ressure on t#e mana,er ! because the employee is not actively interviewing

for a *ob, there is less time pressure on the manager to immediately solve the identified

retention issues.

• A .ocus on t#e ;ositive ! most of the interview is focused on identifying and then

reinforcing the positive factors that the employee en*oys about their *ob. Although some

negative factors may be covered, they are not the primary focus of the interview.

• T#ey 1onCt reuire trainin, ! most managers can successfully conduct stay interviews

without any formal training. A simple Lhow$to tool(itM is generally all that a manager

needs to successfully conduct these interviews.

• T#ey are inex;ensive ! these informal interviews don’t re#uire a budget. In most cases,

an hour of a manager and an employee’s time are the only ma*or cost factors.

T#ere Are 4 Possi


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#uestions in item 5o. 9 above is an acceptable option. 'his approach may actually be re#uired

for remotely located or shift employees.

>. A .ocus ,rou; coverin, a sma// ,rou; o. em;/oyees ! in this format, you as( a group of

targeted employees in the same *ob family why they stay and what might cause them to leave.&emember not to overgeneralize with group wide stay or turnover factors.

A11itiona/ Stay-interview Issues an1 Actions

'his section contains additional elements, issues, and (ey #uestions.

• "#en to a;;roac# t#e em;/oyee ! stay interviews should be scheduled periodically 1

usually once a year during a slac( business period. It’s usually a good idea to interview all (ey

employees around the same time, so that you can implement common actions at the same

time. 2onducting them less fre#uently than every two years can be problematic in periods ofhigh turnover. or new hires that naturally have a higher ris( of leaving, conduct stay

interviews at four and eight months.

• 0an1/in, ;ossi


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completely restructuring their *ob, so that it becomes at least as exciting as any *ob that an

external recruiter might be able to offer them

Brie. T#ou,#ts

'he concept of Lstay interviewsM is simple. )ou must periodically wor( with (ey employees to increase the

number of reasons why they stay and to minimize anything that frustrates them and that may act to trigger

their departure.

If you are a manager and you thin( that these interviews may be unnecessary, and if you expect to

win L'he Dar to :eep )our 7mployees,M you must forever bury the notion that the best

employees will LnaturallyM stay at your firm without you having to periodically ta(e ma*or

actions.

7mployee retention is growing as an issue because we live in a world where the minute after a

manager does something to anger or frustrate an employee, the employee can react negatively by

instantly applying for a new *ob by simply pushing a single button on their smart phone. 'his

Lstay interviewM approach is a combination of customer relationship management and mar(et

research approaches. And by using it, %& can move retention closer to becoming a more data$

driven function.

'he stay interview has proven to be easy to learn and highly effective, almost any manager can

dramatically reduce their turnover rate and save hundreds of thousands of dollars by

implementing this simple and inexpensive tool.

8oo(ing for methods that will help you retain your best and most productive current employees"

As( them what they love about your organization $ and why they stay with you. ?se these sample

#uestions as you conduct stay interviews with your current employees. As( the follow up

#uestions only if they ma(e sense in the context of the employee’s responses.

T#e most im;ortant uestion w#ic# s#ou/1


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G. %ave you ever thought about leaving the company" If so, what caused you to consider

leaving" Dhy did you decide to stay"

;. o you get enough recognition" Dhat (ind of recognition would be meaningful for you"

H. Are we allowing you to reach your maximum potential"

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T#e Stay Interview Statement Practice1

(Broad Overview)

9C Outcome t#at you want .rom Stay Interview ! BJuestionsC

• /erception @ views about the present policies and suggestions to be incorporated

9. If we as( you to suggest someone Bfrom friend circle or familyC for a post in +28

+?FA& would you do it" Dhy"O. o you feel the policies at +28 +?FA& +ugarcover all the aspects" Dould you li(e

to add or remove any policy"

1. Salary Advance Policy

2. Personal Loan Policy

3. Computer Subsidy Policy

4. Allotment of Company Quarters

5. Conveyance Loan

. Company Car Policy.

!. "obile #acility to $fficers % &eed 'ased

(. C)ildren *ducation Subsidy

+. "ed claim Policy, -PA Policy /or0men CompensationPolicy

1. Selfevelopment Sc)eme

11. se of Company e)icle

12. Company -uest 6ouse

13. Communication "ana7ement System

14. "arria7e Compliments Policy

15. 8ransfer Policy

1. 8A A Policy

1!. Su77estion Sc)eme

3. o you feel you are fully utilizing all available policies at +28 +?FA&" If not,

what modifications you desire"

• /erceived 7/ Bemployment value propositionC values that ma(e people stay

>. o you feel as if you are a member of troupe0 the employees receive information as

#uic(ly as something changes at +28 +?FA&"

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E. Dhat do you li(e most about your *ob and wor( at +28 +?FA&"

=. Dhat made you stay with +28 +?FA& so far"

G. o you feel that you are currently doing Lthe best wor( of your life" Lo you feel

Lfully utilizedM in your current role";. Dhat do you thin( about the transfers in +28 +?FA&, what do you thin( are the

challenges, pros and cons of the transfer"

• 7xpectations from the organization

H. o you get enough recognition" o you feel you are rightly rewarded and you get

what you deserve"

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MI%O POJE!T= FIO-B Tests

Fun1amenta/ Inter;ersona/ e/ations Orientation

'he undamental Interpersonal &elations -rientation instruments help people understand theirinterpersonal needs and how those needs influence their communication style and behavior1and

in the process improve their personal relationships and professional performance. 'hese tools

have helped individuals, teams, and organizations around the world grow and succeed by serving

as a catalyst for positive behavioral change. 'he I&- assessments are based on social need

theory4 all living things see( e#uilibrium between their basic needs and getting those needs met.

'hey address, gather, and present critical insights around these fundamental areas4

0istory

'he undamental Interpersonal &elations -rientation!ehavior BI&-$C instrument was created

in the late 9HE


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8eadership development

'eam building

Individual interpersonal effectiveness

&etention

'he I&-$ instrument can also be used in con*unction with the 6'I instrument for leadership

development with the 8eadership &eport ?sing I&-$ and 6'Iand in team$building

wor(shops.

e/ia


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Firo-B Huestionnaire t#at was .i//e1


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I try to be included in informal social activities.

9 X ?sually, O X -ften, 3 X +ometimes, > X -ccasionally, E X &arely, = X 5ever

YYYYYYYYY ; I try to have close, personal relationships with people.


YYYYYYYYY H I try to include other people in my plans.

9 X ?sually, O X -ften, 3 X +ometimes, > X -ccasionally, E X &arely, = X 5ever YYYYYYYYY

9< I let other people control my actions.


YYYYYYYYY I try to have people around me.


YYYYYYYYY 9O I try to get close and personal with people.


YYYYYYYYY 93 Dhen people are doing things together I tend to *oin them.


YYYYYYYYY

I am easily led by people.9 X ?sually, O X -ften, 3 X +ometimes, > X -ccasionally, E X &arely, = X 5ever

YYYYYYYYY

I try to avoid being alone.9 X ?sually, O X -ften, 3 X +ometimes, > X -ccasionally, E X &arely, = X 5ever

YYYYYYYYY

9= I try to participate in group activities.

9 X ?sually, O X -ften, 3 X +ometimes, > X -ccasionally, E X &arely, = X 5ever YYYYYYYYY

9G I try to be friendly to people.

9X6ost people, OX6any people, 3Xsome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY

9; I let other people decide what to do.

9X6ost people, OX6any people, 3Xsome people, >XA few people, EX-ne or two people,=X5obody YYYYYYYY

9H 6y personal relations with people are cool and distant.


O< I let other people ta(e charge of things.


=X5obody YYYYYYYY O9 I try to have close relationships with people.


=X5obody YYYYYYYY OO I let other people strongly influence my actions.

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=X5obody YYYYYYYY

O3 I try to get close and personal with people.9X6ost people, OX6any people, 3Xsome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY

O> I let other people control my actions.9X6ost people, OX6any people, 3Xsome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY OE I act cool and distant with people.


=X5obody YYYYYYYY

O= I am easily led by people.


I try to have close personal relationships with people.


OG I li(e people to invite me to things.


O; I li(e people to act close and personal with me.

9X6ost people, OX6any people, 3X+ome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY OH I try to influence strongly other people’s actions.


=X5obody YYYYYYYY 3< I li(e people to invite me to *oin in their activities.


=X5obody YYYYYYYY

39 I li(e people to act close towards me.9X6ost people, OX6any people, 3X+ome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY 3O I try to ta(e charge of things when I am with people.


=X5obody YYYYYYYY

33 I li(e people to include me in their activities.9X6ost people, OX6any people, 3X+ome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY

3> I li(e people to act cool and distant towards me.9X6ost people, OX6any people, 3X+ome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY 3E I try to have other people do things the way I want them done.


=X5obody YYYYYYYY

3= I li(e people to as( me to participate in their discussions.

9X6ost people, OX6any people, 3X+ome people, >XA few people, EX-ne or two people,=X5obody YYYYYYYY

3G I li(e people to act friendly towards me.

34


35/65


=X5obody YYYYYYYY

3; I li(e people to invite me to participate in their activities.9X6ost people, OX6any people, 3X+ome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYYY

3H I li(e people to act distant towards me.9X6ost people, OX6any people, 3X+ome people, >XA few people, EX-ne or two people,

=X5obody YYYYYYY /lease remember to be as honest as you can

>< I try to be the dominant person when I am with people.


YYYYYYYYY

>9 I li(e people to invite me to things.


YYYYYYYYY

>O I li(e people to act close towards me.

9 X ?sually, O X -ften, 3 X +ometimes, > X -ccasionally, E X &arely, = X 5ever YYYYYYYY

>3 I try to have other people do things I want done.


YYYYYYYYY

>> I li(e people to invite me to *oin in their activities.


YYYYYYYYY

>E I li(e people to act cool and distant towards me.9 X ?sually, O X -ften, 3 X +ometimes, > X -ccasionally, E X &arely, = X 5ever

YYYYYYYYY

>= I try to influence strongly other people’s actions.


YYYYYYYYY

>G I li(e people to include me in their activities.


YYYYYYYYY

>; I li(e people to act close and personal with me.


YYYYYYYYY

>H I try to ta(e charge of things when I am with people.


YYYYYYYYY

35


36/65

E< I li(e people to invite me to participate in their activities.


YYYYYYYYY

E9 I li(e people to act distant towards me.


YYYYYYYYY

EO I try to have other people do things the way I want them done.


YYYYYYYYY

E3 I ta(e charge of things when I am with people.


YYYYYYYYY

E> I ta(e charge of things when I am with people.

esearc# Met#o1o/o,y ? +ata Ana/ysis ? Inter;retation

36


37/65

&esearch means, discovery of facts, development of facts, verification of facts.'he process of collection of the data, filtering it according to the need, analyzing this classifieddata and interpreting to come to a conclusion is &esearch. arious formats of conducting the +tay

interviews are as follows4

O


38/65

'he numbers of employees in the 26 +%&I&A6 8td were approx.3E


39/65

)es, because of nice culture is present, new

person has a scope of learning a lot, wide scopeis given to all, overall development happens.

)es, but socially sugar

business has itsdrawbac(s, little insecure

*ob.

2 o youfeel the

policies at

+28+?FA&

cover all

theaspects"

Dould

you li(e toadd or

remove

any policy"

'a a policy should be improved, the facilities

provided are below the expected post0 %ome

8oan policy is good.

%e feels policies -ffered

are satisfactory, no

changes needed.

%ave an addition in the 2ompany 2ar policy,this policy should be made eligible for the

lower level employees also0 Add a transport

policy for the commuting of the employees to

office daily.

/olicies are good,trainings should (eep

happening.

7ven in bad times the policies are not degraded,

still the education policy should be upgraded inmonetary value, (nowledge about personal loan

policy should be clearer.

/olicies are good, no

improvements needed.

/olicy is good, %ome 8oan is good, in home

loan policy addition of plots and land should be

done.

/olicies are clearly told

about, sessions are

arranged, and trainings aregiven.

policies are good, %& dept. is an active dept.

ield 6anagers +alary structure is less

/olicies in present

scenario are more thansufficient.

3 o youfeel you

are fully

utilizingall

available

policies at+28+?FA&"

If not,

whatmodificati

ons you

desire"

/olicies is more concerned with bigger but notwith smaller issues.

In +ugar industry policiesare 5o. 9, leave policy

needs improvement

/olicies are fully utilized, 7++ has all policies Availability of amenities

39


40/65

updated. and resources should be

according to the needs andnot according to the

designation

ull utilization of policy is done0 /olicies are

sufficient

/olicies should be made

after ta(ing feedbac(s

from the lower to top level

employees

'alent development is re#uired, career path

related policies, cut short the policies.

/eople don’t (now much

about the policies

/olicies are more than expected. est policies among all,

implementation gap is present, all units follow

different policies

B Perceive1 E9P (em;/oyment va/ue ;ro;osition) va/ues t#at ma:e ;eo;/e stay

4 o youfeel as if

you are a

memberof troupe0

theemployees

receive

informatio

n as#uic(ly as

something

changes at+28

+?FA&"

%e @ his team are the coordinating team at

+28 +?FA&, pro*ect implementation, new

setups, electricity sale at various plants, so he

feels the center, also runs a school and collegeof +%&I &am.

2ommunication is good,

sometimes promotions

don’t happen and the

reason is never told02ommunication gap is

there, message is deviatedand passed.

)es, he feels any changes that happen within

the dept. are #uic(ly commuted and he has

(nowledge of all.

)es, she feels she gets the

info of changes at %o, but

not of the changes madein corporate office.

5o communication gap, problems are rectified

and everyone is informed.

6iddle management

should be upgraded, areaof communication needs

improvement, changes are

not displayed clearly, andtransparency is not there.

'here is one way communication, only emails,not good0 2ulture of :it ply is still there, gap in

communication.

2hanges arecommunicated properly,

no gap0 delay in decisions,

approval process is slow.

2ommunications ta(es time, system is not

centralized, and gap is there.

2hanges are timely

updated, but there is

communication gap in theorg.as a whole.

40


41/65

5 Dhat doyou li(emost

about your

*ob andwor( at

+28

+?FA&"

Vob security, companies wor( culture0 Food

interesting wor(, satisfaction, top company

'ransparency, reporting

system is clear, structuredenvironment, +A/

environment.

Vob satisfaction, personality growth, practicals(ills, cultural activities0 etter future offered

here

Vob allocation, %&

policies, self$

development, goodfeedbac(s, procedures,

appraisal system.

2ore wor( related to what studied, line of

interest, best culture0 /art of life, clear and

focused wor(, *ob is defined.

%ow things connect,

meeting different (ind of

people,exercise@lessening

practices, new challenges

dealing with the legalaspects being a sales guy.

amily issues, culture is different from sugar @

non sugar industries both, its better.

6oral support,

technology, relations withthe company, 5o out state

feeling.

Dor(ing atmosphere, functional @ technical

domains, creative wor(, challenges.

+28 +?FA& introduced

radio technology in

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42/65

feel that

you arecurrently

doing Lthe

best wor(of your

life" Lo

you feelLfully

utilizedM

in your

currentrole"

it’s his field of interest. responsibilities and he

feels he ac#uires morecaliber0 6ore can be

offered if given the

opportunity.

)es, its balanced, utilized properly. ully utilizing the potential, depends on the

potential of the person not

the company, personshould develop himself.

)es, he is fully utilizing his potential, andtraining should be provided time to time.

?tilization is less, nosoftware developing is

done.

6ultitas(ing is done0 sometimes unwantedwor( is also done.

Dor(ing load is more0/ressure is very much,

manpower is less.

8imited areas of wor(, O or more units in

addition to current role for development.

?tilization is full, he feels

his lac( s(ills.

8 Dhat doyou thin(

about the

transfersin +28

+?FA&,

what doyou thin(

are the

challenges, pros and

cons of

thetransfer"

avors transfer, feels that change is important

after a certain time period0 'ransfer should be

done, people don’t accept changes if wor(ing in

a same conditions for long.

oesn’t favor transfer,

more comfortable where

he is.

avors transfer, should be need based0 avorstransfer, new people, new opportunities, newchallenges.

oesnKt favor transfer,only if promotion is also being offered.

avors transfer, but feels that cane peopleshould be less transferred as relation ma(ing is

difficult

'ransfers are good, persondoes better after transfer,

and value addition in

system is made. 'ransfer should be done but after a period of

min 3 yrs. so that the person can show his

'ransfer for plant people

should not be done42


43/65

output0 'ransfers should happen, but should be

timely and should be communicated properly.

'ransfers should be done of top level0 +hould

be done after a deep study of the need, the teamformed should be the one with all the talent, the

lower level should be framed properly, down

level team should be balanced, different area for

different positions should be made (eeping#ualification in mind.

'ransfer not in favor as

would disturb theeducation of children.

C Ex;ectations .rom t#e or,aniation

9 o youget

enoughrecognitio

n" o

you feel

you arerightly

rewardedand youget what

you

deserve"

+atisfied with the rewards and recognitions,

with the challenges given, positive intentions of

the org.

)es, but the criteria is not

e#uivalent, this should be

improved, same postsshould be offered and

same promotion time

should be given to the .

'ech and +ugartechnology

%e feels he gets appreciation up to ;


44/65

All help is given which ever (ind is needed 7valuate and then give

responsibilities to a person.

I' infrastructure up gradation, isits to differentunits should be done, to involve people.

6inimum 3 yrs. personshould not be transferred

Vob oriented trainings, communication s(illstraining, 'J6, asic sigma trainings0 'raining

should be given0 external trainer should bearranged more often. +A/ should be done.

ecision is ta(en slow.

11

If there

are three

things wecan

change

aroundhere that

would

help you

and othersrealize

your

potential,what

would

they be"

ollow up system should be improved as people

are told to wor( on the same thing more than

once, people should understand in one go whatthey need to do exactly.

Additional awards for

extraordinary wor( should

be awarded separatelyBmonetaryC0 8ess space for

accounts dept., = people

sit in one room, A2should be allowed.

'here should be a change in the salary structure,

when increment is made the Q increase insalary of Asst. 6anagers and below should be

higher than the 6anagers and above , so as to

have a difference in the salary.

/erformance grades are

sometimes canceled0 thegrade system should be

more transparent.

'ime constraint should be changedB being a

female and married its difficult to maintain

home and office so a little time scheduleflexibility she be provided.C

ecisions are delayed,

2o$gen pro*ect should be

brought, cane dept should be given more pressure,

strict decisions should be

ta(en, terror should becreated, and rehiring

should not be done.

Improvements should be done in regarding the

transfers, more transfers should be made0

training regarding different fields should begiven to a employee

5o comparison should be

made0 separate rules

should be there for allunits, multitas(ing should be reduced, because the

real goal is not achieved. Infrastructure can be improved, hygiene is

good, bus service for wor(ers needs

improvement.

'o increase the raw

material area at gate, to

give farmers a little(nowledge, credit for

growing raw materials

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45/65

which can be

compensated later.

&eporting structure, mails, communication is

more wor( on computer is done, reports createdshould be meaningful, reports can be compiled

in one , +A/ reports should be generated by the

needful himself as all data is updated in the

tool.

:itply culture is still

prevailing, personalrelations are made more,

traditional company, value

based, not performance

based company.12

Dhat (ind

ofimprovem

ents do

you loo(forward to

in +28

+?FA&regarding

the

culture,wor(ing

environme

nt"

2ulture is best, motivates low level employees

for betterment0 2ultural activities should bedone more regularly and more fre#uently.

reedom related to wor(,

many activities, resourcesshould be used less0

targets given should be

related to incentives inorder to motivate the

employees

2ulture is good, a lot happens which doesn’t

happen anywhere else

2ulture is good, if

someone deteriots its,

should be punished.

2ulture is o(, not li(e the old culture, people

are more isolated due to wor( pressure

2ulture should be

changed,non sugar cultureshould be adopted.

2ulture is good, perfection is needed, things can

be done in better way.

&upapur needs more

attention, mindset of people needs change

2ulture needs improvement, %& dept needsimprovement.

:itply culture is still prevaling, personal

relations are made more,

traditional company, value based, not performance

based company.

D easons .or +issatis.action1

3

If in

future youever plan

to leave

whatwould be

the

reasons of the same"

Dhat

%e is a safe Zone person , and is happy with the

salary, ans feels that there is less adocracy in thehygiene system.

5o such plans , but If

offered growth , aseveryone loo(s for the

same would thin( about

the same0 If offeredmonetrybenefits,better

culture, better position.

45


46/65

would

ma(e youchange

your

mind"

Dants to retire from this company, his dream

company

or personal betterment0

If desired output is not

given by him.

ue to promotion, or else if some reasons arise,

li(e conflicts with management.

or better opportunity,

near home. -nly to become an entrepreneur.

or education of children , or if -wnerKs as( toleave

7fficiency is less utilized,if wor( is not given, then

he would thin( of

switching, if some otherindustry offers good wor(

then may be.

If some other industry offers, if co$gen plant is

not setup

If no promotion offered,

no more respect earned,no involvement in

decision ma(ing.

14

If youhad togo backto apositionin yourpastempoyment andstay forane!tendedperiod of time"#hichone#oud itbe and#hy$

Any company 5o previous company

6ay be a previous company if good post and

culture is offered.

5ot in any sugar industry

company

E"#ere 1o em;/oyees ,et re/uctant w#en it comes to ,ivin,

.ee1


47/65

seniors @

peers"Dhat type

of

feedbac(would you

li(e to

receiveabout your

performan

ce that

you arenot

receiving

now from-++

cowor(ers

"

eedbac(s are properly done, unit head actively participates, and clear instructions are given.

eedbac( level is stereotype0 many controls need

to be ta(en.

eedbac( is fast process, written @ verbal. eedbac( culture needs

improvement, iasfeedbac( and favoritism is

done.

eedbac(s are good, free to spea( and tell. eedbac(s system should

be two ways, lower level

should be more involved

eedbac( from end users, impact measurement

should be there.

eedbac(s are given on

time, second @ third levelemployees are neglected,and no suggestions are

ta(en.

F Jo< otation ? career ,rowt#16

+o farhow

satisfied

you have been with

thelearning

and career growth

opportunit

ies provided

at +28

+?FA&"

'raining is good, per day 9 training is done inevery dept.

6ore extended trainings, behavioral, external

trainers0 'raining

evaluation should be done.

47


48/65

'raining is good B data mining training should

be providedC

'raining +A/ basics

'rainings are done more than the previous years 8earnings are good,

excessive training aredone

'raining should be given more, I/ 'alent managementschemes should be

structured.

'rainings are planned0 his next step is toarrange trainings for zonal supervisors by

visiting them.

'raining @ learning isarranged so much, no time

for wor( sometimes

17

Dherewould you

want to

seeyourself in

coming

fiveyears"

Frowth, *ob assigned should be donesuccessfully

etter place, not field *ob

5ext /osition

If potential is increased,

next post

&eached excellency, F6 /rograms li(e seed raising

should be introduced anddone regularly0 training

regarding different fileds

should be given to aemployee

2ost cutting plan in A62, hardware will be

maintained, overtime will be reduced.

Stay Interview >ra;#s

48


49/65

Inter;retation

O3 out of E; people feel contended wor(ing at+28 +ugar to a high e!tent&

34 of 58 peope fee the #orkingen'ironment at ()*+ is amiabe to a

high e!tent&

Inter;retation21 of 58 #oud suggest a famiy member

or a friend to ,oin ()*+ )ugar to ma!

possibe e!tent&

23 of 58 peope think that they are gi'en

the opportunity to e!press their ideas to

a ma! possibe e!tent&

49


50/65

Inter;retation30 of 58 peope to a high e!tent fee that

their career gro#th - de'eopmenta

e!pectations #i be met at ()*+ )ugarin future&

33 of 58 peope to a high e!tent fee that

./ oicies are ree'ant and benecia at

()*+ )ugar&

Inter;retation27 of 58 peope to a high e!tent fee the

recognition and re#ards that they ha'e

recei'ed so far at ()*+ )ugar are fair&

31 of 58 to a high e!tent fee that their

career gro#th - de'eopmenta

e!pectations #i be met at ()*+ )ugar

in future&

50


51/65

Inter;retation29 of 58 to a high e!tent fee they and

their famiy are a#ays engaged at ()*+

)ugar in some or the other acti'ity&

26 of 58 #oud rate the earning

opportunities that they get at ()*+

)ugar more than satsifying to a high

e!tent&

Inter;retation30 of 58 to a high e!tent are abe to

reate their contribution to the o'era

business performance&

23 of 58 to a high e!tent fee that there

are sucient communication patforms

a'aiabe for them at ()*+ )ugar #hen

needed&

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52/65

FIO- B Ana/ysis=

'he above sample was ta(en from the data collected. It shows the different high scores of same

category of people at same designation which handle the situations differently. ut the =


53/65

Activity !#art

53


54/65

3 "ee:s o. Interns#i;

S@no +ate Activity P/ace9 9;th 6ay’9E +tarted the internship

at +28 +?FA&,

5oida

5oida

O 9Hth$ OHth 6ay’9E Introduction to the

company and research

regarding the pro*ect

given, wor(ed on the

#uestions to be as(ed

and rewor(ed on them

after getting themreviewed.

5oida

3 9st$;th Vune’9E Dor(ed on the

+chedule and plan of

action, developed the

#uestionnaires, and

planned a structured

interview.

5oida

> Hth$9


55/65

wor(ed on 2

program.

&earnin, O


56/65

6ore than ;


57/65

!ontri


58/65

I was given the opportunity to contribute in the research and analysis for finding

'he reasons of the stay of the 7mployees in 2+8 +ugar BB/erceived 7/CC

Dhat are the expectations of the 7mployees from +28 +?FA&"

%ow do people feel about the present policies and what more do they expect.

%ow many loo( for the opportunity for *ob rotation, what is the satisfaction level"

'he personality analysis using iro$ tool for %-s @ +ectional %eads.

I gathered the information byta(ing STA I%TE9IE"Sof different, planned sample of

employees0 O..icers an1 aE mins, with some structured and

unstructured #uestions, some open ended and close ended #uestions.

'here was a set of Juestions for stay interview@ Juestionnaire which was prepared by me under

the guidance of Mr@Ani/ +ixit @uc#iBatrawhich had to be as(ed and filled by the sample

selected and a iro$ test Juestionnaire too.

In addition to above I got the opportunity to wor( in the evelopment 2enter /rogram, in which

various events li(e !ase Stu1y o/e P/ay >rou; +iscussion, an1 Be#aviora/ Event

Interviewhappened and the various observations and feedbac(s were given and ta(en.

'his helped me improve my research and analyzing s(ills, preparing #uestionnaires, conduction

structured and unstructured interviews ,and also help contribute a little in the organization, about

the same.

Also I got the opportunity to re'ie# - gi'e corrections in the eary magaine of the

company&

8astly I wor(ed on the F7'+ process which is one of the recruitment process +28 +ugar

follows, it includes three rounds aptitude test, 'echnical test and /ersonal Interview.

'han( )ou.

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59/65

S@no O pm office hours, A2

maintenance.

'ransport facilities for the employees at %-and for wor(ers at the various plants should be

given and improved as this would increase

discipline and would be more comfortable forthe employees, against this the monthly rental

could be charged from the employees at %-.

3 'here should be a change in the

salary structure.

Dhen increment is made the Q increase in

salary of Asst. 6anagers and below should be

higher than the 6anagers and above, so as tohave a difference in the salary.

> 'here should be same policies

practiced in %- as in 2orporate

office

'he standard policies should be implemented at

%- and all > units as there are different

policies being followed, though the differenceis minimal.

E Fuest %ouse monitoring should bedone more (eenly, food system

should be maintained, and bachelor’s

guest house should be improved.

Fuest %ouse care ta(ers should be transferredtimely and should be contacted in order to have

improvements and they should be given the

freeness to spea( and be open with themanagement.

= &upapur ?nit needs special attention 'here is insecurity in people, though it is theunit with most of good personal relationships

of employees, people are very close and thin(

about one another more, every departmentsmain focus is 2A57 F&-D'%, 2-$F75

plant needs to be installed as it’s a low level

area and growth of cane is a wor( of challenge

as compared to other units.

59


60/65

G Infrastructure improvement is

needed

'here are less chairs, A2 conditions are not

good, the roads are not good, the buildings areold and the room availability is less, more

people are accommodated in a single room and

less availability of computers for officers as 3$> persons use the same computer in periods.

; /olicy Improvement 'A A policy needs up gradation loo(ing atthe current scenario, the city grades need to be

changed, 2ompany 2ar /olicy should be brought down to lower level, %ome 8oans

should be given against the land and plots,

policy awareness camps should be arrangedrottenly so as to educated people about them,

need based facilities should be given and not

*ust designation based.

H 'rainings and feedbac( system is

good and satisfactory though little

improvement is still needed.

'rainings provided should be more *ob related,

behavioral and communication s(ills training

should be made compulsory, external trainersshould be brought, feedbac( system followed is

different in every unit and even in everydepartment at each unit, feedbac( system

should be more standardized and should be

done #uarterly instead of yearly, a follow up onthe feedbac(s given and ta(en should be done a

written record of such activities should be

made.

9< 5o +ource of entertainment 6ore focus of after wor(ing hours activities

could be done, swimming pools can be made,

open theaters can be made, trainers can be (ept,different officers club activities could bearranged to decrease the wor( pressure, no of

.ema/e em;/oyees should be increased at the

?nit levels as there are only one or two in eachand it becomes difficult and uncomfortable for

them as discussed with them.

99 &esidence campus for staff should

be increased, facilities should be

increased.

'he wor(ers coming from far off villages can

be given residential facilities in order to have

man power at any time.

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61/65

9O ecision ma(ing process is low as it

involves large number of people.

As there are a lot of people involved in

decision ma(ing, it involves a lot of time whichhampers the implementation part, sometimes

the decision is ta(en after the implementation

period is expired or when there is no differenceleft. 'he freedom related to small e#uipment’s

purchase for different departments at different

units should be given in order for better and#uic( wor(ing, a budget should be provided

instead of ma(ing them provide for the needs at

the %- and then waiting for them to get

sanctioned, a yearly considering the unitsindividually , department wise budget should

be given.

93 'ransfer should be need based. 'ransfers should be done more on need based

and not *ust for following the policy, it should

be done of each and every level employee as it

increases the challenges and brings positivesand methods of one unit to another, 2ane

people should be less transferred as theirs is thewor( of maintaining the relations with the

growers which is not good for transfers, it

should be done in the beginning of the year sothat the person doesnKt face family issues of

shifting schools for children and also should be

told about a month before in order to preparehimself and family, minimum of 3 yrs should

be given to an employee in order to learn and

implement the things learnt at each unit.

9> &ehiring should not be done &ehiring needs analyzing further as it brings

negativity and also sends a wrong message forthe employees wor(ing with the company for

longer durations, and if it is done the already

wor(ing employees should be given better

benefits or the e#ual benefits of the post rehiredfor, a chance to the already existing employee

should be given before rehiring the already left

employee at a higher post, as suggested by the

employees. 'he important and (eepingeveryone into consideration actions should be

ta(en.

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62/65

Bi


63/65

"e


64/65

Huestionnaire (Stay Interview)

A,e Ex;erience

'nit+e;artment >ra1e+esi,nation

Sca/e= 2= To very /ess extent K= To some extent 7= To .air extent 4= To #i,#

extent L= To Maximum ;ossi


65/65

12 Are there sufficient communication platforms available for you +28

+?FA&"

T#an: you

Project on Human resource Manaement

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Transcript of Project on Human resource Manaement