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  • 1. A PROJECT REPORT ON “EMPLOYEE ENGAGEMENT” IN IVRCL INFRASTRUCTURES & PROJECTS LTD Project repot submitted in partial fulfillment for the award of the degree in MASTER OF HUMAN RESOURCES MANAGEMENT By Ch. Sai Namdev Regd no: 1225309103 MHRM 2009-2011 Under the esteemed guidance of Mr. Ramesh. P Dy. Manager – HR Industry Guide & Dr. B. Apparao Professor Faculty Guide DEPATMENT OF HUMAN RESOURCE MANAGEMENT GITAM UNIVERSTIY VISAKHAPATNAM - 530003
  • 2. Declaration I CH. SAI NAMDEV student of MHRM, Gitam Institute of Management, GITAM University, Visakhapatnam hereby declare that this project report entitled “EMPLOYEE ENGAGEMENT” at IVRCL submitted by me is my original work. The findings of the report are based on the information collected by me during the study and the result embodied in this study has not been submitted to any other university for the award of degree. CH. SAI NAMDEV Place: Date:
  • 3. ACKNOWLEDGMENT I take this opportunity to express my acknowledgment and deep sense of gratitude to the individuals for rendering valuable assistance and gratitude to me. Their inputs have played a vital role in success of this project. I express my deep sense of gratitude to SHRI.PANDU RANGA RAO GARU, GROUP HEAD –HR & ADMIN, for giving me the opportunity to carry out my project work in this esteem organization. I express my sincere thanks to my project guide MR.RAMESH.P, DY.MANAGER – HR for his generous support, constant direction and mentoring at all stages of training. I am also indebted to PROF. B. APPARAO, faculty guide who was a real source of help and assistance to me during the course of project. I take this opportunity to thank all the employees who spared their precious time to provide me with valuable inputs for project without which it would have not been possible. I firmly believe that there is always a scope of improvement I welcome any suggestions for future enriching the quality of this report. Thanking you, CH.SAI NAMDEV CONTENTS
  • 4. S.no Contents 1 Introduction to HRM 2 Company Profile 3 Employee Engagement 4 Research Methodology 5 Analysis and Interpretation 6 Findings and Suggestions 7 Bibliography 8 Conclusion
  • 5. INTRODUCTION TO HRM
  • 6. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Human resource management is concerned with integration getting all the members of the organization involved and working together with a sense of common purpose .HRM is proactive rather than reactive, qualitative improvement of people who are considered the most valuable assets of an organization. Today Human Resource occupies, more than ever, the center stage of all economic activities. It is alarming time for all those organization that wish to be successful in global markets to gear up and implement desired shift in their prevailing. HRM is that branch of management that deals with managing one of the resources of the organization-Human Resources. The function of Human Resource Management is to acquire train, develop and retain the Human resources of the organization. OBJECTIVES OF HRM 1. To ensure effective utilization of Human Resources. All other organizations resources will be efficiently utilized by the Human Resources. 2. To ensure respect of human beings by providing various services and welfare facilities to the personnel. EVALUATION OF HRM Human resources management is a relative title for all aspects of managing people in an organization. It represents a broad based understanding of the
  • 7. problems of people and their management in view of the development of behavioral science knowledge. The American Society Of Personal Administration (ASPA), the largest professional association in this field of management, changed its name to the society for Human Resource Management (SHRM). Since then, the expression is gradually replacing the term “PERSONNEL MANAGEMENT”. It represents a broad based understanding of the problems of people and their management in view of the development of behavioral science knowledge. Growth in the businesses, competition and increasing size during sixties and seventies and led to the need for attraction and retaining talented people. Hence formulation policies on Human Resource Planning, Recruitment and Selection, Training and Development, Performance and Potential Appraisal, internal mobility and compensation management etc., also become a part of the functions of the welfare officer (W.O). Thus, in this management all the M’s-Money, Markets, Machine and Men the “MANAGEMENT OF MEN” is most fundamental and dynamic as well as a challenging task. It is the men, not machines, materials, money and markets who make the organization. Therefore, Personnel Management against utmost important in obtaining effective results through commitment as well as accomplishment of all desired goal. With the increasing recognition of the important of human resources and their contribution to the survival of the organizations, personnel function has now been called as Human Resource.
  • 8. Today the HRM function can be seen as HRM department in IVRCL is a centralized system, which takes care of recruitment, selection and induction, manpower planning, employee benefits, payroll administration, employee retention plan, statutory compliances, administration. HR department has recognized more important to cater the growing requirement of company. In order to retain the high turnover professional division in human resource is required to maintain proper systems, policies and retention of employees. Based on above points HR department has evolved, growth and achievements of this department is remarkable. FUNCTIONS AND OBJECTIVES OF HRM The primary objective of HRM is to ensure the availability of a competent and willing to an organization. There are mainly four objectives. 1. Societal objectives:- To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. 2. Organizational objectives:- To recognize the role of HRM in bringing about organizational effectiveness. 3. Functional objectives:- To maintain the departments contribution at a level appropriate to the organizations needs. 4. Personal objectives:- To assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organization.
  • 9. HR Practices 1. Human resource management : Human resource management means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organisational requirements with a view to contribute to the goals of the organization, individual and society. 2. Job design: Job design is defined as the process of deciding on the content of a job in term of duties and responsibilities of job holders on the methods to be aged in carrying out the job in terms of techniques, systems and procedures on the relationship that should exist between the job holder and his superior, subordinate and colleagues. 3. Job rotation: Job rotation refers to the movement of an employee from one job to another job they are not actually changed; only the employees are rotated among various jobs. An employee who works on a routine job moves to other job and backs up to the first job. 4. Job enlargement: Job enlargement means adding more and different tasks to a specialized job to prove greater variety. This process is called job loading or job enlargement. It’s a horizontal slice of the organization.
  • 10. 5. Job enrichment: It loads the job vertically. It means adding duties and responsibilities that will provide or skill, variety, identity, task significance , autonomy and feedback on performance. 6. Human resource planning: HRP means deciding the number & type of the human resources required for each job unit. 7. Recruitment: Recruitment is defined as a “process to discover the sources of man power to meet the requirements of staffing schedule & to employee effective measures to facilitate effective selection of an efficient work force. 8. Selection: It is an intention to choose the best qualified and suitable job candidate for each unfilled job . 9. Placement: Placement is the determination of the job to which an accepted candidate is to be assigned and his assignment to that job. When the candidate reports for the duty, the organization has to place him initially in that job for which he is selected.
  • 11. 10. Induction / orientation: It is the process of receiving and welcoming an employee when he first joins a company and giving him the basic information, so that he can settle down quickly and happily start work. 11. Performance appraisal: It is the systematic evaluation of individual of his/ her performance in the job. 12. Training: Training is the act of increasing the knowledge and skill of an employee for doing a particular job. It is a short term educational process.
  • 12. COMPANY PROFILE COMPANY PROFILE IVRCL infrastructures and projects LTD., with a punch line “We Make It Happen” resembles the importance and popularity of the company. Basically the company has four divisions. 1. Water and Environment 2. Transportation 3. Buildings and Industrial structure 4. Power
  • 13. IVRCL was incorporated in the year 1987 with eight members with construction of buildings activity. Formerly this company started as IVRC constructions LTD., and later it changed its name to IVRCL infrastructures and projects LTD., IVRCL commenced its operation in 1995 and established itself as one of the fastest growing construction company’s (CAGR of 50% over the last 5 years). In a short span of time the company expanded all over the country and could able to achieve a turnover of RS. 2347 crores in 2006-2007 with a growth rate of 53%. IVRCL today, reckoned as a leader in infrastructure building and development. It has developed confidence in stake holders and its value. Has gone up from rs.10/- to Rs.1220/-. The company has been certified with three important certificates. QMS - Quality Management Systems EMS – Environmental Management System OHSAS – Occupational Health & Safety Assessment Series IVRCL is under taking projects from both government and private companies. It is getting a good worth of projects. They have to take care of employees, environment, quality & safety etc., There are two sisters’ concern organizations for IVRCL: 1. IVR PRIME
  • 14. 2. HINDUSTAN DORR-OLIVER LTD., OBJECTIVES: 1. Meeting ever growing challenging requirements in today’s competitive world through strong quality systems. 2. Creating dedicated and confident work force through continual development process. 3. Adding value to the investors. MISSION To become a leader in infrastructural business and provide total solutions. VISION
  • 15. IVRCL will be the national leader in constructing projects, which makes everybody life mere comfortable, easy & safe. It provides projects, services & infrastructure of such excellent value that customers will actively choose to do business them. To reach the goals in providing value to customers & share holders, they will continue to develop an IVRCL cultures, built on the strength of the multicultural key values are: 1. Co-operation 2. People development 3. Environmental concern 4. Professionalism 5. Speed. QUALITY POLICY Commitment to customer satisfaction, quality awareness, desire for excellence and continual improvement is our motto. HR-VISION 1. To further improve work culture that facilitates sharing of knowledge, team work and a sense of belongingness among all employees. 2. To include deeply in the minds of all employees, the concepts like quality consciousness, customer delight & Business orientation.
  • 16. 3. To initiate cost effective measure so as to operate business with minimal overheads. HR-STRATEGY (SWOT ANALYSIS) To understand organization’s status STRENGTHS 1. Young, dynamic and qualified team. 2. Having varied back ground and versatile experience. 3. No financial constrains for development activities. 4. Management encourages professionalism activities and change. 5. Excellent brand image. 6. High emphasis on training and development. 7. Working environment is quite congenial. 8. Encourages creativity and team work. 9. Free to participate in decision making. 10. People are empowered. WEAKNESSES
  • 17. 1. No learning centre and library. 2. Less focus on business orientation. 3. Inadequate focus on business learning. 4. Less focus on communication. 5. Rationalization of compensation. OPPORTUNITIES 1. Develop talent and creativity. 2. Create role models and change agents. 3. Visualize people problems with human face. 4. To plan for employee retention policies and strategies. 5. Standardize integrated performance management system. 6. To improve communication. 7. To inculcate positive work culture. 8. To promote career planning and succession planning. THREATS 1. Difficult to source people with core competencies. 2. Erosion of existing talents. 3. Less focus on mentor management. 4. Inadequate focus on employee orientation.
  • 18. 5. Low focuses on culture building and value system nurturing. HR-TOOLS 1. Competency mapping. 2. Enterprises resource planning. 3. Balanced score card. 4. Effective controls at all levels. 5. Training and development programs. HR-INITIATIVES 1. Cultivate positive work culture. 2. Quality month. 3. Star of the month. 4. Executive presentation. 5. Quality circles. 6. Housekeeping. 7. Safety month. 8. Saturday matinees. 9. Common cafeteria.
  • 19. CULTURAL INITIATIVES 1. IVRCL family day. 2. Independence day. 3. Republic day. 4. Community development programes. 5. Public relations programmes. 6. IVRCL news letter (DHADKAN). HR-DEVELOPMENT PLANS 1. Training needs analysis. 2. Training budget. 3. Training calendar. 4. Identification of external training agencies. 5. IVRCL vision, mission transmission, team building, positive attitude, discipline & safety. RETENTION PLANS 1. Review compensation plans. 2. Empowerment. 3. Relocation to place of choice. 4. Involve in decision making.
  • 20. 5. Abroad programs. 6. Create professionalism. 7. Hard furnishing loan. 8. Vehicle loan. 9. Marriage loan. 10. Education loan. 11. Club membership. 12. Recognition for good work. 13. Employee stock option. 14. Housing loan. HR-POLICIES 1. Human capital planning. 2. Recruitment/selection/induction. 3. Training & development. 4. Performance appraisal. 5. Succession planning. 6. Career planning. 7. Job rotation & multi skills. 8. Job enrichment. 9. HR manual. 10. Induction manual.
  • 21. INTEGRATED PERFORMANCE MANAGEMENT SYSTEM 1. Day to day accountability. 2. Individual goals. 3. Short term/long term goals. 4. Individual development plans. 5. Team targets. HR-SURVEYS 1. Organizational culture. 2. HRD climate. 3. Training needs analysis. 4. Compensation survey. 5. Employee satisfaction. HR-SAFETY INITIATIVES 1. Safety survey. 2. Safety budget. 3. Safety policy. 4. Safety manual.
  • 22. 5. Awareness & training on safety. 6. Safety reviews & safety meetings. 7. Safety systems 8. Safety audit 9. on site emergency plan 10. Zero accident schemes for sites 11. Safety banners Learning centre for human excellence: 1. Establish learning centre 2. Fresher training 3. Induction training 4. In-house training 5. External training AWARDS & REWARDS 1. Maharashtra Krishna valley corporation: Won best contractor award for mechanized Water Canal Projects. 2. GEC Alsthom (I) Limited: Received Bonus for yearly completion of the HVDC Back – to – Back Power Projects
  • 23. 3. Indian Institute of Bridge Engineers (IIBE): Won 1st Prize for Cable Stayed Bridge at Chitrapuzha for Kochi Refineries Limited. 4. Gujarat Water Infrastructure Limited: Received award for Commissioning of Water pipeline ahead of Schedule. 5. Tirumala Tirupathi Devasathanam, Tirupathi: Received award for completing the water supply Project at Tirumala Hills, Tirupathi in a record period of 75 days. 6. Central organization for rail electrification: Received Award from Indian Railways for completing the electro loco – shed Project at Lalaguda, Secunderabad ahead of schedule. 7. Government of Maharashtra: Received Award for completing Earthquake Rehabilitation Projects of 3200 houses & 125kms,roads in latur & killari districts in Maharashtra 8. Bharat Heavy Electricals Limited: Received Award from BHEL employees for the early completion of housing colony of 1936 dwellings. 9. Rajasthan Urban Infrastructure Development Project, Jodhpur: Won Best safety Performers Award conducted on National Safety Day. 9. Winner Of The Golden Peacock Award For Occupational Health And Safety – 2008 10. National Safety Council of India: received safety award for Sipat super Thermal Station, NTPC Ltd., Sipat Chhattisgarh. 11. Indian Oil Corporation: Received Appreciation letter for 2Million Safe Man Hours at IOCL Refinery Township Project of Paradip, Orissa. OUR CLIENTS:
  • 24. IVRCL’s expertise and proven credentials have led to a consistent increase in the client list and market presence. Some of our distinguished clients include: Public Sector Clients: Private Sector Clients:  Oil & Natural Gas Corporation  Birla Institute of Technology Ltd & Science  Bharat Heavy Electrical Ltd  DLF Akruti Info Parks (Pune)  National Thermal Power Ltd Corporation Ltd  Brandix India Apparel City  Nuclear Power Corporation of (Pvt.) Ltd India Ltd  Telco Construction Equipment  Bharat Petroleum Corporation Company Ltd Ltd  TATA Projects Ltd  Indian Oil Corporation Ltd  Jindal Steel & Power Ltd Central & State Government Clients:  Airports Authority of India  Public Works Department,  Indian Railways Government of Karnataka  Ministry of Defence  Kerala Water Authority  Central Public Works  Naya Raipur Development Department Authority  National Highways Authority  Public Health Engineering of India Department  Konkan Railway Corporation  Haryana Vidyut Prasaran Nigam Ltd Ltd  National Buildings  Karnataka Housing Board Construction Corporation Ltd  Navi Mumbai Municipal  Chennai Metropolitan Water Corporation Ltd Supply & Sewerage Board  Maharashtra State Electricity  Gujarat Water Supply & Dist. Co. Ltd Sewerage Board  U.P.Power Corporation Ltd  Hyderabad Metro Water  State Electricity Boards Supply and Sewerage Board  City and Industrial Development  Karnataka Neevari Nigam Ltd Corporation of Maharashtra Ltd  Delhi Jal Board  Bangalore Metropolitan
  • 25.  Gujarat Water Infrastructure Transport Corporation Ltd  Kolkata Environment Project  Road Infrastructure Development Company of  Karnataka Urban Water Rajasthan Ltd Supply & Drainage Board ACCORDING TO E.SUDHEER REDDY (CMD): At IVRCL we are very excited to be doing our bit, in building the infrastructure of India. We are extremely happy to be what Pundit Nehru would have certainly termed as "Builders of Modern India." We have made deep forays in the Water and Environment, Transport, Buildings and Power sectors and see a huge growth potential in these arenas. The Desalination Project we have undertaken in Chennai is a dream project for us. It is not only economically viable, but also in the process we will be fulfilling our social responsibility. From developing an Integrated Township, owning a Mall and an IT Park, we expect to have our footprints across urban India shortly. The two key reasons for this scalability - our people and our values. The Company has constantly reinvented itself, but the core values remain the same - trust, integrity and customer orientation. We have shared our success with our customers, investors as well employees through the highly lucrative Employee Stock Option schemes. Our flexibility and management skills were proven by the successful acquisition, assimilation and turnaround of Hindustan Dorr-Oliver. I personally am a firm believer in sound execution, and this is what makes the difference in the final analysis. We are fortunate to be living in such exciting times, which hold out so much promise and hope. We shall continue to blaze new trails, and share the rewards with our customers, investors and employees.
  • 26. CORPORATE STRUCTURE: Chairman & Managing Director Executive Director (Finance) & Group CFO Executive Director
  • 27. GM - Finance VP (Commercial) JGM (IT) Group Head (HR & Admin) Sr. VP - Finance Director (Business Development & Corporate Strategy) Company Secretary Director - Technical
  • 28. Chief Operating Committee Delhi Regional Head COO - Water Pune Regional Head COO - Transportation Chennai Regional Head HEAD - B & IS
  • 29. Kolkata Regional Head COO - Power Head - Design COO - PMC
  • 30. EMPLOYEE ENGAGEMENT EMPLOYEE ENGAGEMENT What is employee engagement? Employee Engagement has become a hot topic which is commanding the attention of an ever increasing number of companies. It is somewhat surprising therefore that, as yet, there is no generally accepted single definition of employee engagement. Many companies and HR managers are talking about it, but very few define it. So our purpose here is to provide a succinct review of the research into employee engagement, and to offer a range of definitions, including our own
  • 31. working definition. One of the most comprehensive reviews of the research is "Employee Engagement”. The Conference Board offers a synthesised definition which sees employee engagement as "A heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work." Employee Engagement: "A combination of commitment to the organisation and its values, plus a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be 'required' as part of the employment contract." The question is: what circumstances or conditions are needed before a person can feel that heightened emotional connection or sense of commitment and organisational citizenship? In other words, what are the key ingredients of employee engagement? Digital Opinion's own research points to the following: • The nature of the work • Support • Recognition • Loyalty • Advocacy • Values In our view these are the pre-requisites for employee engagement. They inform our definition: "Engaged employees enjoy their work and are proud to tell people that they work for the Company. They go the extra mile to help their customers and colleagues, and they want to stay and develop a career with the Company. In the long run they are the real contributors."
  • 32. And they are the key factors which underpin our approach to conducting employee engagement surveys and helping companies to raise the level of engagement. Why does employee engagement matter? Employee engagement matters because engaged employees create loyal customers who, in turn, drive profitable growth. That is the simple conclusion at the heart of "Putting the Service-Profit Chain to Work", a seminal study of successful service organizations published in the Harvard Business Review in 1994. Based on an analysis of major US corporations such as Banc One, Intuit Corporation, Southwest Airlines, ServiceMaster, USAA, Taco Bell, and MCI, the Harvard study established the links in the Service-Profit Chain: Profit and growth are stimulated primarily by customer loyalty. Customer loyalty is a direct result of customer satisfaction. Customer satisfaction is largely influenced by the value they attach to the services provided. Value is created by satisfied, loyal, and productive employees. Employee satisfaction, loyalty and productivity are in turn stimulated by policies, practices and support services which inspire employees to deliver results to customers. In other words, how employee engagement impacts on customer satisfaction and profitability. And it shows management the importance of focusing on the factors which drive engagement: investment in recruitment, training and development, and the technology that supports people, together with performance management systems which properly link performance and pay. For other business leaders the statistics are not necessary. To them the relationship between employee engagement and profitable growth is self- evident. When asked which measurements "give the best sense of a company's health" in a recent Business Week advice column, former GE Chairman and CEO Jack Welch replied: "Employee engagement first. It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it. That's
  • 33. why you need to take the measure of employee engagement at least once a year through anonymous surveys in which people feel completely safe to speak their minds." And as Richard Branson says: "We embarked on consciously building Virgin into a brand which stood for quality, value, fun and a sense of challenge. We also developed these ideas in the belief that our first priority should be the people who work for the companies, then the customers, then the shareholders. Because if the staffs are motivated then the customers will be happy, and the shareholders will then benefit through the company's success." Summary shows what some of the world's most respected business leaders already know: the links between employee engagement, customer satisfaction and organisational performance are beyond question. However, it also shows that high levels of engagement are far from being the norm. Indeed, recent research from Towers Perrin1 describes employee disengagement as a global epidemic. Therefore, the challenge for many companies is to properly measure engagement, identify its key drivers and create a culture is which engagement becomes "the way we do things around here". How do we measure employee engagement? There is no generally accepted definition of employee engagement. So it is not really surprising that there is no definitive methodology for measuring it. Most research organizations favor the use of a survey, and have developed distinctive approaches: The Gallup Organisation is well known for its Q12 approach and Towers Perrin-ISR for its cognitive - affective - behavioral engagement model, but none can claim to offer the last word on the subject. Nevertheless, any organisation seeking to measure and raise the level of engagement does need to employ a structured approach based on a tried and tested model. Below we explain Digital Opinion's engagement model and our approach to measuring engagement. We define employee engagement as follows: "Engaged employees enjoy their work and are proud to tell people that they work for the Company. They go the extra mile to help their customers and colleagues, and they want to stay and develop a career with the Company. In the long run they are the real contributors."
  • 34. This definition forms the basis for our model, which reduces the inherent complexity to measurable proportions. Figure 1 Engagement model In the model, employee engagement has two dimensions: the first relates to the satisfaction that people get from the individual jobs that they do. The second relates to the commitment and loyalty they feel towards their employer. Each dimension has three facets which form the basis for six key questions. The satisfaction dimension focuses on: Work The extent to which people feel that they are doing the job they want
  • 35. to do and are equipped to do The extent to which people feel supported in their efforts by their Support manager and colleagues The extent to which people feel that their efforts and contribution are Recognition recognised and valued The commitment dimension focuses on: The extent to which people want to stay and develop a career with the Loyalty company The extent to which people are willing to recommend their company to Advocacy family and friends The extent to which people feel that managers and colleagues "walk the Values talk" in terms of the company's values The combined scores for these six questions enable us to construct an Engagement Matrix which describes the level of engagement in a Company or any part of that company.
  • 36. Engaged employees are those who get satisfaction from their work and are committed to their employer. They are the real contributors. Disaffected employees are those who are negative on both counts. They can be expected to make a minimal contribution, have a negative impact on their colleagues, or leave the Company. The two most interesting categories are the uncommitted and the frustrated. The former are those who take satisfaction from their individual jobs but have little sense of commitment to the company. The latter are those who are committed to the Company Having established a measure of engagement we then look at how each of the other issues covered by the survey affects those two dimensions, and identify the things that matter most to its people - the key drivers of engagement. Those are the issues that need to be focused on to raise the level of engagement. The engagement process At Digital Opinion we see raising employee engagement as an ongoing business improvement process which needs to be directed by senior management but driven by line managers and team leaders working with their teams.
  • 37. Our recommended approach to managing an engagement survey and post-survey actions depends on which stage of the process the client is at. Year one: Company-wide focus For the first year we recommend a top level company-wide approach. Senior management and HR assume direct responsibility for promoting the survey, maximizing the response, championing post-survey actions and ensuring that they are followed through. Analysis and reporting are conducted at a company wide- level and the focus is on the big engagement issues rather than departmental or team level concerns. This company-wide approach reduces concerns about confidentiality and helps to maximize the response. Positioning the senior team as the principal engagement champions helps to raise the profile of employee engagement throughout the company. Year two: Divisional/departmental focus For the second year we recommend a more in-depth approach. Senior management and HR continue to play a part in promoting the survey, and monitoring the roll-out of post-survey actions. However, direct responsibility for the survey and the broader engagement process is delegated to the next management tier such as divisional/departmental heads. It is now their responsibility to maximize the response, champion post-survey actions and ensure that they are followed through. Analysis and reporting are conducted at a divisional/departmental as well as at a Companywide-level, and the focus is now on the generation of divisional/departmental solutions to the key engagement
  • 38. issues. The tangible improvements which followed the first survey should help to ensure a high level of involvement in the survey and commitment to the engagement process. Year three: Team focus After two surveys and two rounds of the engagement process it is time to delegate responsibility for engagement down to line managers and team leaders. It is their task to maximize the response, champion post-survey actions and ensure that they are followed through. Analysis and reporting are now conducted at a team level as well as at a divisional/departmental and Companywide-level, and the focus is on line managers and team leaders working with their teams to the generate team solutions to the key engagement issues. It is at this level - line managers and team leaders working with the own teams - that engagement really takes root and becomes an integral part of the company's culture. And in that context it is useful to recall the point made by the CIPD: Engagement is something the employee has to offer: it cannot be "required" as part of the employment contract. The role of the line manager in employee engagement The link between employee engagement and business performance is well documented. However, the link between the line manager and employee engagement is rather less well understood. That is one of the principal conclusions of a 2003 study into the relationship between organisational performance and the way people are managed, conducted by the Bath University School of Management for the CIPD1. It makes the point that while senior managers and HR play the lead part in policy design, it is usually the line manager or team leader who is responsible for translating policy into company practice. Figure 1, below, shows the influence that line managers have over both performance and engagement. In our view line managers and team leaders do, indeed, play a key role in determining how effectively desired practices become embedded within the organisation and, through that, how engaged people are.
  • 39. Our data indicates that, in many respects, line managers appear to be doing a good job. As a rule they appear to approachable and willing to listen, they provide guidance, are supportive and treat people with dignity and respect. Not surprisingly most employees report a good working relationship with their line manager. However, when we look at how well line managers translate specific company policies into practice we tend to see a rather different picture, particularly in the area of performance management. Our data shows that very few line managers or team leaders are good at setting specific personal performance targets for their people or conducting useful performance appraisals or training reviews. Most notably, few are able to deal effectively with individuals who do not perform well. The reasons are not hard to find. Line managers or team leaders might be expected to play a key role in people management but they seldom receive adequate training in that area. Nor is their own performance measured on the basis of how effective they are as people managers, or how well they engage their teams. As the Bath School of Management/CIPD report says: line managers are a critical but neglected resource in the delivery of performance. Therefore, companies seeking to properly engage their people need to recognize the importance of line managers and team leaders in that process and review the time and resources they commit to developing their people management skills. They also need to start thinking about linking line managers' and team leaders' pay to people performance and engagement metrics. For many companies that would be a major step, but if we believe the evidence linking engagement to business performance, the rewards are potentially very high.
  • 40. RESEARCH METHODOLOGY RESEARCH METHODOLOGY The purpose of research is to discover answers to questions through the application of scientific procedures. The main aim of research is to find out the truth which is hidden and which has not been discovered as yet, though each research study has own its specific purpose. A research design is a specification of
  • 41. methods and procedures for requiring the information needed to structure or solve the problems. It’s our all frame work of the project stipulate the information to be collected from sources and ensures that the information obtain is relevant to research conducted. Methodology: Title of the study: The Title of the study is “Employee Engagement” at IVRCL Infrastructures & projects ltd. Need for the study: An organization’s productivity is measured not in terms of employee satisfaction but by employee engagement. Employees are said to be engaged when they show a positive attitude toward the organization and express a commitment to remain with the organization. Organizations that believe in increasing employee engagement levels focus on: 1. Culture: It consists of a foundation of leadership, vision, values, effective communication, a strategic plan, and HR policies that are focused on the employee. 2. Continuous Reinforcement of People-Focused Policies: Continuous reinforcement exists when senior management provides staff with budgets and resources to accomplish their work, and empowers them. 3. Meaningful Metrics: They measure the factors that are essential to the organization’s performance. Because so much of the organization’s performance is dependent on people, such metrics will naturally drive the people-focus of the organization and lead to beneficial change. 4. Organizational Performance: It ultimately leads to high levels of trust, pride, satisfaction, success, and believe it or not, fun.
  • 42. Increasing employee engagement Provide variety: Tedious, repetitive tasks can cause burn out and boredom over time. If the job requires repetitive tasks, look for ways to introduce variety by rotating duties, areas of responsibility, delivery of service etc.  Conduct periodic meetings with employees to communicate good news, challenges and easy-to-understand company financial information. Managers and supervisors should be comfortable communicating with their staff, and able to give and receive constructive feedback.  Indulge in employee deployment if he feels he is not on the right job. Provide an open environment.  Communicate openly and clearly about what's expected of employees at every level - your vision, priorities, success measures, etc.  Get to know employees' interests, goals, stressors, etc. Show an interest in their well-being and do what it takes enable them to feel more fulfilled and better balanced in work and life.  Celebrate individual, team and organizational successes. Catch employees doing something right, and say "Thank you."
  • 43.  Be consistent in your support for engagement initiatives. If you start one and then drop it, your efforts may backfire. There's a strong connection between employees' commitment to an initiative and management's commitment to supporting it. Objectives of the study:  Monitoring of workforce profiles.  Respect the contribution of employees and become an employer of choice.  Ensure a good balance between work and family life for our employees.  Offer a learning environment for the employees.  Offer competitive rewards and compensation for our employees.  Enable a health conscious lifestyle among our employees.  Promoting health and wellbeing in the workplace.  Zero tolerance of accidents in the workplace.  Empower and support employees to be active and contributing to local communities. Scope of the study: The scope of the present study has been confined to the above objectives and has been limited to a few employees of various divisions. Data collection method: Survey method is concerned with describing recording analyzing and interpreting existing conditions. Also it is concerned with opinions that are held, processes that are going on. Since survey is a field research a hypothesis was
  • 44. formulated. For this purpose of collecting secondary data stratified random sampling technique was adopted. A questionnaire was designed to gather a relevant feedback. As regards to primary data the researcher personally interacted either the respondent and collected the findings as to supplement the secondary feedback. Study instrument: The data is collected through a questionnaire consisting of questions. Scale:  Yes  No  Sometimes Presentation of the study:  Brief account of the organisation  Human resource management  IVRCL Profile  Methodology  Analysis and interpretation  Findings & suggestions  Conclusion, bibliography & annexure.
  • 45. ANALYSIS AND INTERPRETATION
  • 46. 1. I know what is expected out of me at work. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 15 50 2 AGREE 10 33 3 PARTLY AGREE 0 0 4 DISAGREE 5 17 5 COMPLETELY DISAGREE 0 0 TOTAL 30 100
  • 47. INTERPRETATION: From the above analysis 50% of employees completely agree what is expected out of them in work. Where 33% agree, and 17% disagree what is being expected from out of them in work. 2. I have the materials and equipment to do my work right. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 7 23 2 AGREE 18 60 3 PARTLY AGREE 5 17 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 0 0 TOTAL 30 100
  • 48. INTERPRETATION: From the above analysis 23% of employees completely agree that they have materials and equipment to do work. Where 60% agree, and 17% partly agree that they have materials and equipment to do work. 3. At work, I have the opportunity to do my best every day. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 13 43 2 AGREE 11 37 3 PARTLY AGREE 2 7 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 4 13 TOTAL 30 100
  • 49. INTERPRETATION: From the above analysis 43% of employees completely agree that they have an opportunity to do their best. Where 37% agree, and 13% completely disagree to do their best. 4. I have a best friend (team) at work. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 8 27 2 AGREE 12 40 3 PARTLY AGREE 4 13 4 DISAGREE 3 10 5 COMPLETELY DISAGREE 3 10 TOTAL 30 100
  • 50. INTERPRETATION: From the above analysis 27% of employees completely agree that they have best friends at work. Whereas 40% agree, 13% partly agree and 20% disagree. 5. In the last one year, I had opportunities at work to learn and grow. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 10 33 2 AGREE 11 37 3 PARTLY AGREE 5 17 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 4 13 TOTAL 10 100
  • 51. INTERPRETATION: From the above analysis 33% of employees completely agree that they have opportunities at work to learn and grow. Whereas 37% agree, 17% partly agree and 13% disagree. 6. My superior, or someone at work, cares about me as a person. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 13 43 2 AGREE 14 47 3 PARTLY AGREE 3 10 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 0 0 TOTAL 30 100
  • 52. INTERPRETATION: From the above analysis 43% of employees completely agree that they my superior, or someone at work, cares about me. Whereas 47% agree and 10% partly agree. 7. At work, my opinions seem to count. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 4 13 2 AGREE 15 50 3 PARTLY AGREE 8 27 4 DISAGREE 2 7 5 COMPLETELY DISAGREE 1 3 TOTAL 30 100
  • 53. INTERPRETATION: From the above analysis 13% of employees completely agree that their opinions seem to be count. Whereas 50% agree, 27% partly agree and 10% disagree. 8. Our Mission / purpose of our company make me feel that my job is important. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 10 33 2 AGREE 14 47 3 PARTLY AGREE 4 13 4 DISAGREE 2 7 5 COMPLETELY DISAGREE 0 0 TOTAL 30 100
  • 54. INTERPRETATION: From the above analysis 33% of employees completely agree that their Mission / purpose of their company make them feel that their job is important. Whereas 47% agree, 13% partly agree and 7% disagree. 9. Our salary is competitive when compared to other companies in Market? S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 2 7 2 AGREE 14 47 3 PARTLY AGREE 8 26 4 DISAGREE 3 10 5 COMPLETELY DISAGREE 3 10 TOTAL 30 100
  • 55. INTERPRETATION: From the above analysis 7% of employees completely agree that their salary is competitive when compared to other companies in Market. Whereas 47% agree, 26% partly agree and 20% disagree. 10. The employee feels that their efforts are recognized and valued. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 8 27 2 AGREE 12 40 3 PARTLY AGREE 6 20 4 DISAGREE 4 13 5 COMPLETELY DISAGREE 0 0 TOTAL 30 100
  • 56. INTERPRETATION: From the above analysis 27% of employees completely agree that feel that their efforts are recognized and valued. Whereas 40% agree, 20% partly agree and 13% disagree. 11. The employee is willing to recommend our company to their family and friends. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 7 23 2 AGREE 17 57 3 PARTLY AGREE 4 13 4 DISAGREE 2 7 5 COMPLETELY DISAGREE 0 0 TOTAL 30 100
  • 57. INTERPRETATION: From the above analysis 23% of employees completely agree that willing to recommend our company to their family and friends. Whereas 57% agree, 13% partly agree and 7% disagree. 12. I feel that I am a responsible person in the organization. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 11 37 2 AGREE 13 43 3 PARTLY AGREE 4 13 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 2 7 TOTAL 30 100
  • 58. INTERPRETATION: From the above analysis 37% of employees completely agree that they are responsible person in the organization. Whereas 43% agree, 13% partly agree and 7% disagree. 13. I am given an adequate and fair compensation for the work I do? S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 8 27 2 AGREE 14 46 3 PARTLY AGREE 6 20 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 2 7 TOTAL 30 100
  • 59. INTERPRETATION: From the above analysis 27% of employees completely agree that they are given an adequate and fair compensation for the work they do. Whereas 46% agree, 20% partly agree and 7% disagree. 14. The other departments in our company co-operate with each other? S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 3 10 2 AGREE 20 67 3 PARTLY AGREE 6 20 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 1 3 TOTAL 30 100
  • 60. INTERPRETATION: From the above analysis 10% of employees completely agree that the other departments in our company co-operate with each other. Whereas 67% agree, 20% partly agree and 3% disagree. 15. I could able to balance my work and family matters. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 3 10 2 AGREE 16 53 3 PARTLY AGREE 10 33 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 1 4 TOTAL 30 100
  • 61. INTERPRETATION: From the above analysis 10% of employees completely agree that they could able to balance their work and family matters. Whereas 53% agree, 33% partly agree and 4% disagree. 16. I am continuously updated on the developments taking place in the organization. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 6 20 2 AGREE 12 40 3 PARTLY AGREE 12 40 4 DISAGREE 0 0 5 COMPLETELY DISAGREE 0 0 TOTAL 30 100
  • 62. INTERPRETATION: From the above analysis 20% of employees completely agree that they continuously updated on the developments taking place in the organization. Whereas 40% agree, 40% partly agree and 0% disagrees. 17. My company takes care of my safety and welfare. S.NO RESPONSE NO. OF PERCETNAGES RESPONDENTS 1 COMPLETELY AGREE 10 34 2 AGREE 13 43 3 PARTLY AGREE 4 13 4 DISAGREE 1 3 5 COMPLETELY DISAGREE 2 7 TOTAL 30 100
  • 63. INTERPRETATION: From the above analysis 34% of employees completely agree that the company takes care of their safety and welfare. Whereas 43% agree, 13% partly agree and 11% disagree.
  • 64. FINDINGS AND SUGGESTIONS FINDINGS AND SUGGESTIONS  THE DEPARTMENTS IN IVRCL CO-OPERATE WITH EACH OTHER.  MOST OF THE EMPYOLEES KNOW’S WHAT IS EXPECTED FROM THEM IN WORK.  EVERY EMPLOYEE IS SATISIFED BY THEIR MATERIALS AND EQUIPEMENTS ARE PROVIDED
  • 65.  AT WORK, THE EMPLOYEE HAS EVERY OPPORTUNITY TO DO THEIR BEST.  THERE IS A FRIENDLY RELEATION IN BETWEEN THE EMPLOYER AND EMPLOYEE.  THERE IS NO PRESSURE ON WORK FOR THE EMPLOYEES DROM THE SUPERIORES  THE EMPLOYEER ACCEPTS THE IDEAS OF HIS SUBORDINATE.  MAXIUM NUMBER OF EMPLOYEES ARE WILLING TO RECOMMEND IVRCL TO THEIR FAMILY AND FRIENDS.  MANY NUMBERS OF EMPLOYEES FEEL THAT THEY ARE RESPONSIBLE FOR THE ORGANISATION.  EMPLOYEES ARE ABLE TO BALANCE THEIR WORK AND FAMILY MATTERS.  MOST OF THE EMPLOYEES KEEP THEMSELVES UPGRADED.
  • 66. SUGGESTIONS  CAN IMPROVE THE SALARIES OF THE EMPLOYEES AS SALARY NOT COMPETITIVE WHEN COMPARED TO OTHER COMPANIES IN MARKET.  MANY OF THE EMPLOYEES FEEL THAT THEIR EFFORTS ARE NOT MUCH RECOGNIZED AND VALUED.  THE COMPANY CAN IMPROVE IN TAKING CARE OF EMPLOYEES SAFETY AND WELFARE.  TRAINING AND DEVELOPMENT SHOULD BE GIVEN MORE PRIOR FOR THR BETTER EMPLOYEE ENGAGEMENT. Some other suggestions from my experience while I was doing my project (1 month) in IVRCL:  Arranging television in the canteen: which helps in relaxing the employee for half an hour (his / her lunch time), which gains more refreshment , or we can also introduce a pleasant music for an hour (in their lunch time)
  • 67. where it helps to improve employee performance in the job for the next complete session or remaining half day.  Fixing the dryers in the toilets: as there is maintaince of single towel for the whole day, its becoming wet at 11am, hence its is better to fix hand dryers for the employees instead of using the same wet towel. Or we shall change the wet towel at lunch time and keep a dry one.  Recreation facility can be improved by increasing the time, even in the lunch hours.  Canteen plays an vital role in IVRCL, I have observed many of the employees are not satisfied with the present quality food provided by the management. Hence I request to verify the canteen management committee for providing the better lunch for our employees. We can also introduce some special items such as sweets for immediate satisfaction of the employees.
  • 68.  Why don’t the management introduce an shops / bakery items for the employees at tea time with a subsidized price, which can be opened at ground floor or can be served at the pantry  I have known that, there are some disciplinary actions are being taking for employees who are late to the office, and there are no rewards for employees who are in time, we can motivate the late coming employees to come in time by giving some kind of prizes/rewards to those employees who are in time regularly. These prizes can be awarded at the time of annual functions.
  • 69. CONCLUSION CONCLUSION The present study in IVRCL focused on employee engagement. Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. The researcher has adopted stratified random sampling method and collected data from primary source such as through personal interviews, questionnaire as well as secondary source such as company brochures, internet.
  • 70. The objective of the present study includes, Monitoring of workforce profiles, Respect the contribution of employees and become an employer of choice, Ensure a good balance between work and family life for our employees, Offer a learning environment for the employees, Offer competitive rewards and compensation for our employees, Enable a health conscious lifestyle among our employees, Promoting health and wellbeing in the workplace, Zero tolerance of accidents in the workplace. A majority of the respondents positively responded that materials and equipment are available in doing a work. Respondents have been satisfied with company’s policies and procedures. Employee engagement in IVRCL is well versed as there is a good relationship between the employer and the employee which will lead to better growth of the company. There is a huge advantage in sharing the knowledge in between the departments can raise to employee engagement.
  • 71. BIBILOGRAPHY BIBILOGRAPHY BOOKS: Kothari C R Research Methodology. Aswathappa Human Resource Management. P. V. Subba Rao Personnel & Human Resource Management. T V Rao Performance Appraisal.
  • 72. WEBSITES: www.google.com www.humanlinks.com www.hrvillage.com www.ivrcl.com JOURNALS: GITAM journal of management NHRD review Labour law reporter QUESTIONNAIRE ON “EMPLOYEE ENGAGEMENT” Respected Sir / Madam, I am, Ch.Sai Namdev, a student of GITAM UNIVERSITY doing project work on “Employee Engagement” in this organization. I request you to respond to the questionnaire with your valuable inputs for which I am thankful to you. The information provided by you shall be kept confidential. -------------------------------------------------------------------------------------------------------------------- - Name: Designation: Department:
  • 73. -------------------------------------------------------------------------------------------------------------------- - Please mention your choice in the provided place. (A) Completely agree (B) Agree (C) Partly agree (D) Disagree (E) Completely disagree 1. I know what is expected out of me at work. [ ] 2. I have the materials and equipment to do my work right. [ ] 3. At work, I have the opportunity to do my best every day. [ ] 4. I have a best friend (or team) at work. [ ] 5. In the last one year, I had opportunities at work to learn and grow. [ ] 6. My superior, or someone at work, cares about me as a person. [ ] 7. At work, my opinions seem to count. [ ] 8. Our Mission / purpose of our company make me feel that my job is important. [ ] 9. Our salary is competitive when compared to other companies in Market? [ ] 10. The employee feel that their efforts are recognized and valued. [ ] 11. The employee is willing to recommend our company to their family and friends. [ ]
  • 74. 12. I feel that I am a responsible person in the organization. [ ] 13. I am given an adequate and fair compensation for the work I do? [ ] 14. The other departments in our company co-operate with each other? [ ] 15. I could able to balance my work and family matters. [ ] 16. I am continuously updated on the developments taking place in the organization. [ ] 17. My company takes care of my safety and welfare. [ ] 18. I am staying in this organization since ______ years for the following reasons.