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![History
Parle Products company was founded in 1929 in British India. It was owned by the Chauhan family
of Vile Parle, Mumbai. Parle began manufacturing biscuits in 1939. In 1947, when India became
independent, the company launched an ad campaign, showcasing its Gluco biscuits as an Indian
alternative to the British biscuits.[2] The Parle brand became well known in India following the success
of products such as the Parle-Gbiscuits and the Thums Up soft drink.
The original Parle company was split into three separate companies, owned by the different factions
of the original Chauhan family:[3]
Parle Products, led by Vijay, Sharad and Anup Chauhan (owner of the brands Parle-G, Melody,
Mango Bite, Poppins, Monaco and KrackJack)
Parle Agro, led by Prakash Chauhan and his daughters Schauna, Alisha and Nadia (owner of the
brands such as Frooti and Appy)
Parle Bisleri, led by Ramesh Chauhan
All three companies continue to use the family trademark name "Parle". The original Parle group was
amicably segregated into three non-competing businesses. But a dispute over the use of "Parle"
brand arose, when Parle Agro diversified into the confectionary business, thus becoming a competitor
to Parle Products. In February 2008, Parle Products sued Parle Agro for using the brand Parle for
competing confectionary products. Later, Parle Agro launched its confectionery products under a new
design which did not include the Parle brand name.[4] In 2009, the Bombay High Court ruled that
Parle Agro can sell its confectionery brands under the brand name "Parle" or "Parle Confi" on
condition that it clearly specifies that its products belong to a separate company, which has no
relationship with Parle Products.[5]](https://image.slidesharecdn.com/f47e4b46-f22c-4264-9f7d-0c0f15d92ab9-150529152913-lva1-app6892/75/Parle-G-Report-8-2048.jpg)
![execution, (group) morale scores were used as predictors of speed, quality and
militancy. With the advent of the knowledge worker and emphasis on
individual talent management (stars), a term was needed to describe an
individual's emotional attachment to the organization, fellow associates and the
job. Thus the birth of the term "employee engagement" which is an individual
emotional phenomenon whereas morale is a group emotional phenomenon of
similar characteristics.
More recently employee engagement has becomean area of focus within
organizations for the purposeof retention as a means of avoiding expensive
employee replacement costs resulting from staff who voluntarily quit their
jobs. According toSociety o f Human ResourceManagement the costof
replacing one $8 per hour employee can exceed $3,500, which gives companies
a strong financial incentive to maintain their existing staff members through
strong employee engagement practices.
Research Studies
Engaged employees care about the future of the company and are willing to
invest discretionary effort.[4] Engaged employees feel a strong emotional bond
to the organisation that employs them, which results in higher retention levels
and productivity levels and lower absenteeism. When reliably measured,
positive employee engagement can be causally related or correlated to specific
positive business outcomes by workgroup and job type. Scarlett Surveys refers
to these statistical relationships as engageonomics.
Emotional attachment[edit]
Only 31% of employees are actively engaged in their jobs.[5] These employees work with passion and
feel a profound connection to their company. People that are actively engaged help move the
organization forward. 88% of highly engaged employees believe they can positively impact quality of
their organization's products, compared with only 38% of the disengaged.[6] 72% of highly engaged
employees believe they can positively affect customer service, versus 27% of the disengaged.[citation
needed] 68% of highly engaged employees believe they can positively impact costs in their job or unit,](https://image.slidesharecdn.com/f47e4b46-f22c-4264-9f7d-0c0f15d92ab9-150529152913-lva1-app6892/75/Parle-G-Report-30-2048.jpg)
![compared with just 19% of the disengaged.[4] Engaged employees feel a strong emotional bond to the
organization that employs them.[7] This is associated with people demonstrating a willingness to
recommend the organization to others and commit time and effort to help the organization
succeed.[8] It suggests that people are motivated by intrinsic factors (e.g.personal growth, working to
a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors
(e.g., pay/reward).[9]
Involvement[edit]
Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and
10 electronic instrument and imaging equipment producers. Their purpose was to compare traditional
production systems with flexible high-performance production systems involving teams, training, and
incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed
superior performance. In addition, workers in the high-involvement plants showed more positive
attitudes, including trust, organizational commitment and intrinsic enjoyment of the work.[7] The
concept has gained popularity as various studies have demonstrated links with productivity. It is often
linked to the notion of employee voice and empowerment.[10]
Commitment[edit]
It has been routinely found that employee engagement scores account for as much as half of the
variance in customer satisfaction scores. This translates into millions of dollars for companies if they
can improve their scores. Studies have statistically demonstrated that engaged employees are more
productive, more profitable, more customer-focused, safer, and less likely to leave their employer.
Employees with the highest level of commitment perform 20% better and are 87% less likely to leave
the organization, which indicates that engagement is linked to organizational performance.[11]For
example, at the beverage company of MolsonCoors, it was found that engaged employees were five
times less likely than non-engaged employees to have a safety incident and seven times less likely to
have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged
employee was $63, compared with an average of $392 for a non-engaged employee. Consequently,
through strengthening employee engagement, the company saved $1,721,760 in safety costs in
2002. In addition, savings were found in sales performance teams through engagement. In 2005, for
example, low-engagement teams were seen falling behind engaged teams, with a difference in
performance-related costs of low- versus high-engagement teams totaling $2,104,823.3 (Lockwood).
Life insurance industry[edit]
Two studies of employees in the life insurance industry examined the impact of employee perceptions
that they had the power to make decisions, sufficient knowledge and information to do the job
effectively, and rewards for high performance. Both studies included large samples of employees](https://image.slidesharecdn.com/f47e4b46-f22c-4264-9f7d-0c0f15d92ab9-150529152913-lva1-app6892/75/Parle-G-Report-31-2048.jpg)
![(3,570 employees in 49 organizations and 4,828 employees in 92 organizations). In both studies,
high-involvement management practices were positively associated with employee morale, employee
retention, and firm financial performance.[7] Watson Wyatt found that high-commitment organizations
(one with loyal and dedicated employees) out-performed those with low commitment by 47% in the
2000 study and by 200% in the 2002 study.[12]
Productivity[edit]
In a study of professional service firms, the Hay Group found that offices with engaged employees
were up to 43% more productive.[13] Job satisfaction is also linked to productivity.[14]
The most striking finding[citation needed] is the almost 52% gaps in operating incomes between companies
with highly engaged employees and companies whose employees have low-engagement scores.
High-engagement companies improved 19.2% while low-engagement companies declined 32.7% in
operating income during the study period[citation needed]. For example, New Century Financial
Corporation, a U.S. specialty mortgage banking company, found that account executives in the
wholesale division who were actively disengaged produced 28% less revenue than their colleagues
who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged
counterparts. Engaged employees also outperformed the not engaged and actively disengaged
employees in other divisions.[4]...
Generating engagement[edit]
Commitment theories are rather based on creating conditions, under which the employee will feel
compelled to work for an organization, whereas engagement theories aim to bring about a situation in
which the employee by free choice has an intrinsic desire to work in the best interests of the
organization.[15]
Recent research has focused on developing a better understanding of how variables such as quality
of work relationships and values of the organization interact, and their link to important work
outcomes.[16] 84% of highly engaged employees believe they can positively impact the quality of their
organization's products, compared with only 31 percent of the disengaged.[4] From the perspective of
the employee, "outcomes" range from strong commitment to the isolation of oneself from the
organization.[17] The study done by the Gallup Management Journal has shown that only 29% of
employees are actively engaged in their jobs. Those "engaged" employees work with passion and
feel a strong connection to their company. About ⅔ of the business units scoring above the median
on employee engagement also scored above the median on performance.[7] Moreover, 54% of
employees are not engaged meaning that they go through each workday putting time but no passion](https://image.slidesharecdn.com/f47e4b46-f22c-4264-9f7d-0c0f15d92ab9-150529152913-lva1-app6892/75/Parle-G-Report-32-2048.jpg)
![into their work. Only about ⅓ of companies below the median on employee engagement scored
above the median on performance.[7]
Access to a reliable model enables organizations to conduct validation studies to establish the
relationship of employee engagement to productivity/performance and other measures linked to
effectiveness.[16]
Drivers of engagement[edit]
While it is possible to measure engagement itself through employee surveys, this does not assist in
identifying areas for improvement within organisations. There are a range of factors, known as
drivers, that are thought to increase overall engagement. By managing the drivers, an organisation
can effectively manage engagement levels of its employees. Drivers such as communication,
performance clarity and feedback, organisational culture, rewards and recognition, relationships with
managers and peers, career development opportunities and knowledge of the organisation's goals
and vision are some of the factors that facilitate employee engagement. Some points from the
research are presented below:
* Employee perceptions of job importance - "...an employee's attitude toward the job's importance
and the company had the greatest impact on loyalty and customer service than all other employee
factors combined."[4]
* Employee clarity of job expectations - "If expectations are not clear and basic materials and
equipment are not provided, negative emotions such as boredom or resentment may result, and the
employee may then become focused on surviving more than thinking about how he can help the
organization succeed."[8]
* Career advancement/improvement opportunities - "Plant supervisors and managers indicated
that many plant improvements were being made outside the suggestion system, where employees
initiated changes in order to reap the bonuses generated by the subsequent cost savings."[18]
* Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a
sense of where they’re going, but many organizations are remarkably bad at giving it."[8] "'What I
really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'"[13]
* Quality of working relationships with peers, superiors, and subordinates - "...if employees'
relationship with their managers is fractured, then no amount of perks will persuade the employees to
perform at top levels. Employee engagement is a direct reflection of how employees feel about their
relationship with the boss."[17]](https://image.slidesharecdn.com/f47e4b46-f22c-4264-9f7d-0c0f15d92ab9-150529152913-lva1-app6892/75/Parle-G-Report-33-2048.jpg)
![* Perceptions of the ethos and values of the organization - "'Inspiration and values' is the most
important of the six drivers in our Engaged Performance model. Inspirational leadership is the
ultimate perk. In its absence, [it] is unlikely to engage employees."/>
* Effective Internal Employee Communications - which convey a clear description of "what's going
on". "'If you accept that employees want to be involved in what they are doing then this trend is clear
(from small businesses to large global organisations). The effect of poor internal communications is
seen as its most destructive in global organisations which suffer from employee annexation - where
the head office in one country is buoyant (since they are closest to the action, know what is going on,
and are heavily engaged) but its annexes (who are furthest away from the action and know little about
what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive
when the head office attributes the annex's low engagement to its poor performance… when its poor
performance is really due to its poor communications.
* Reward to engage - Look at employee benefits and acknowledge the role of incentives. "An
incentive to reward good work is a tried and test way of boosting staff morale and enhancing
engagement." There are a range of tactics you can employ to ensure your incentive scheme hits the
mark with your workforce such as: Setting realistic targets, selecting the right rewards for your
incentive programme, communicating the scheme effectively and frequently, have lots of winners and
reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive
scheme regularly.[19] It further tends to improve the overall productivity.
Potential red flags[edit]
Inappropriate use of Benchmark Data - some of the more well established Employee
Engagement survey companies will state that the most important part of post survey follow up is
related to comparison of internal survey data to numerous external benchmarks. This seems to
have rubbed off onto internal sponsors who demand very specific benchmarks. Whilst some
research analysts claim that the standard comparisons by industry sector are flawed others
disagree. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they are
in the same automotive sector? The alternative argument is that both organisations would likely
draw from similar worker pools and would as such wish to better understand expectations of
workers in that industry and how they compare to competing employers.
A focus on data gathering rather than taking action may also damage engagement efforts.
Organizations that survey their workforce without acting on the feedback appear to negatively
impact engagement scores.[5]
According to the Conference Board and other recent studies, employee engagement has
deteriorated significantly in the US and the UK over the last five years. Measuring and managing](https://image.slidesharecdn.com/f47e4b46-f22c-4264-9f7d-0c0f15d92ab9-150529152913-lva1-app6892/75/Parle-G-Report-34-2048.jpg)
![the wrong or incomplete set of engagement drivers is partly if not mostly to blame. Rigorous
engagement measurement encompasses 15 attitudinal drivers formed by employee experiences.
<reference ScarlettSurveys>
Initiatives[edit]
Some of the initiatives commonly undertaken by HR departments towards employee engagement
are:[20]
On-boarding: When an employee joins the organisation s/he needs to be exposed to the
organisations policies and culture. There may be some fresh out of campuses that need to know
the basics of communication skills and job related skills. During the induction programme itself,
they can be given an exposure about these aspects, skills sets and the expectations. The on-
boarding event experience itself leaves a mark on the minds of the new recruits about the
company’s desire to enhance their skills.
Learning and development events: When business practices and processes are changing. In
this environment, there is an acute necessity for enhancing the skill levels of employees already
discharging various functions.
Engagement levels[edit]
Organisations that believe in increasing employee engagement levels concentrate on the following
levels:[21]
Culture: It consists of a foundation of leadership, vision, values, effective communication, a
strategic plan and HR policies that are focussed on the employee. Commitment - It is the
foundation of engagement. Employees with high level of organisational commitment are willing to
exert considerable effort for the organisation and make discretionary contributions.
Cooperation: It encompasses positive relationship among employees within a group. It is the
inherent willingness of individuals working in a team to pull in the same direction and achieve
organisational goals.
Taking responsibility: Taking initiative and responsibility to become a part of the solutions is an
important ingredient of engagement. For an employee to display loyalty towards his organisation,
the first thing he needs to do is to take responsibility. “Taking responsibility” refer to feeling
empowered. Employees who feel empowered have a sense of belonging and excitement about
their jobs, they feel engaged at an emotional level and are willing to give their best all the time.
The Benefits of Engaging Employees:](https://image.slidesharecdn.com/f47e4b46-f22c-4264-9f7d-0c0f15d92ab9-150529152913-lva1-app6892/75/Parle-G-Report-35-2048.jpg)
Parle G Report
- 1. PREFACE A major concernof every manager should be to contribute positively towards the achievement of the origination’s objectives. Organizational effectiveness is equated with managerial efficiency. As a manager one can ensure transitional effectiveness only by guaranteeing the full utilization of available human resources, through the individual workers under full guidance. Hence, the need for monitoring and measuring the performances are inevitable. ACKNOWLEDGEMENTS A summer project is a golden opportunity for training and development. I consider myself very lucky and honored to have so many wonderful people who helped me in completing this project. I wish to express my indebt gratitude and special thanks to Mr. Nishant Misra, the head of Human Resource Department, Parle Products Pvt. Ltd., Kanpur. He, in spite of being very busy with his duties, tooka great interest in hearing me, guiding me and had always kept me on the correct path. He allowed me to carry out my summer training at their esteemed organization.
- 2. I express mygratitude towards Mr. Pawan Hemrajani, Director of Bakers Pvt. Ltd. for taking part in useful decision and giving me all necessary advice and guidance and had also made all arrangements to make the internship enjoyable. I am really thankful to the staff of the human resource department, who helped me in collecting the data and project related information while they were continuing their duties simultaneously. My words will never be enough to show my deepestthanks to all the faculty members for their continuous guidance and support. They paved the path towards my target. My gratitude will always weigh less whenever their support is accounted. I cannot forget the painstaking job taken by the people who participated in the questionnaires, without which this would not have been a success atall. Introduction Pa rle P r oducts Pv t . Ltd .
- 3. is a FMCG(Fast moving Consumer Goods) Industry. The fast moving consumer goods are those consumables which are normally consumed by consumer at a regular interval. Parle-G or Parle Glucose biscuits are one of the mostpopular confectionarybiscuits in India. Parle-G is one of the oldestbrand names in India and is the largest selling brand of biscuits in India. For decades, the product was instantly recognized by its iconic white and yellow wax paper wrapper with the depictionof a young girl, Sonam (calgary) covering the front. The company's slogan is popular among the Indian consumerpopulation, reading G means Genius. The name, "Parle-G", is derived from the name of the Indian rail s tation, Vile Parle, where the Parle production factory is based. "Parle-G" boasts of being the largest selling biscuit in the world. It enjoys 70% market share in India in the glucose biscuit category followed by Britannia Tiger (17-18%)and ITC's sunfeast(8-9%). The brand is estimated to be worth over Rs 2,000 crores,and contributes more than 50 per cent of the company's turnover. Last fiscal, Parle had sales of Rs 3,500 crore. The production capacity of Kanpur unit per month is- Parle-G 3300 Metric Tones Krackjack 1500 Metric Tones Monaco 1200 Metric Tones The plant also has a Auditorium and viewing gallery, which is used during the visits of the schoolchildren. A retail shop at the plant provides Parle products at MRP rates. Specialfeatures at Parle Products Pvt. Ltd.:
- 4. India's largestmanufacturer of biscuits and confectionery, for almost 80 years. With a reach spanning even the remotest villages of India. With a 40% share of the total biscuit market and a 15% share of the total confectionary market in India. A multi-million dollar company.
- 5. Company profile Over theyears, Parle has grown to become a multi-million US Dollar company. In 1929 a small company by the name of Parle products emerged in British dominated India. Parle derived from the name of the Indian railway station vileparle near Mumbai. The goal was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. Parle Products has been India's largest manufacturer of biscuits and confectionery. Apart from the factories in Mumbai and Bangalore, Parle also has factories in Bahadurgarh, Haryana and Neemrana, Rajasthan, the largest biscuit and confectionery plants in the country. Each factory has state-of-the-art machinery with automatic printing & packaging facilities. Parle was established in 1929 and was owned by the Chauhan family of Vile Parle Mumbai. Head Office Mumbai Factory locationParle Products North Level Crossing, Ville Parle East Mumbai 400057 Maharashtra, India Key persons in the Company: CHAIRPERSON: MR. VIJAY CHAUVAN DIRECTOR: MR. ANUP CHAUVAN EXECUTIVE DIRECTOR: MR. AJAY CHAUVAN COMMERCIAL MANAGER: MR. AMOL FACTORY MANAGER: Mr. PAWAN HEMRAJANI HUMAN RESOURSE MANAGER: MR. NISHANT MISRA PRODUCTION MANAGER: MR. RAJESH RAUL
- 6. STORE MANAGER: MR.DIXIT. Employee Strength: 2501 – 5000 PRODUCT RANGE:- Parle –G, Krackjack, Hide& Seek, Monaco, Milk Shakti, Kreams Gold, Nimkin etc.. MAJOR BRANDS:- Biscuits, Sweets, Juices, Kismi toffee, Melody, Poppins, 2 in one éclair. INDUSTRY SIZE :- Parle Products has been India's largest manufacturer of biscuits and confectionery, for almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very popular brands, the Parle name symbolizes quality, nutrition and great taste. With a reach spanning even the remotest villages of India , the company has definitely come a very long way since its inception. Many of the Parle products - biscuits or confectioneries, are market leaders in their category and have won acclaim at the Monde Selection, since 1971. With a 43% share of the total biscuit market and a 15% share of the total confectionary market in India. GENERAL INFORMATION ABOUT THE PLANT ADDRESS: K.N. Bakers Sachendi, Kanpur Uttar Pradesh TELEPHONE: 0512-2696331 E-MAIL: Knbakers_kan@parle.biz
- 7. NATURE OF FIRM:Private Limited TOTAL NO. OF DIRECTORS: 3 TOTAL NUMBER OF EMPLOYEES: 695 At present the organization consists of 695 people in Kanpur who includes on roll employees, contracts and project trainees. The illustration is given as below. S no Employees in PARLE Number 1. Employees on roll 332 2. Employees on contracts 330 3. Temporary 33 Total 695 The employees who are mentioned on roll enjoy the complete benefits in the compensation and all kinds of allowances, whereas the employees on contract are given a fixed salary, at the last the project trainees are taken to co ordinate with the employees in some projects and they are given opportunity to learn. Talent matrix in the organization The talent matrix for the organization is given below Qualification No of employees Graduate 240 Post Graduate 125 Engineer 12 Others 318 Grand total 695
- 8. History Parle Products companywas founded in 1929 in British India. It was owned by the Chauhan family of Vile Parle, Mumbai. Parle began manufacturing biscuits in 1939. In 1947, when India became independent, the company launched an ad campaign, showcasing its Gluco biscuits as an Indian alternative to the British biscuits.[2] The Parle brand became well known in India following the success of products such as the Parle-Gbiscuits and the Thums Up soft drink. The original Parle company was split into three separate companies, owned by the different factions of the original Chauhan family:[3] Parle Products, led by Vijay, Sharad and Anup Chauhan (owner of the brands Parle-G, Melody, Mango Bite, Poppins, Monaco and KrackJack) Parle Agro, led by Prakash Chauhan and his daughters Schauna, Alisha and Nadia (owner of the brands such as Frooti and Appy) Parle Bisleri, led by Ramesh Chauhan All three companies continue to use the family trademark name "Parle". The original Parle group was amicably segregated into three non-competing businesses. But a dispute over the use of "Parle" brand arose, when Parle Agro diversified into the confectionary business, thus becoming a competitor to Parle Products. In February 2008, Parle Products sued Parle Agro for using the brand Parle for competing confectionary products. Later, Parle Agro launched its confectionery products under a new design which did not include the Parle brand name.[4] In 2009, the Bombay High Court ruled that Parle Agro can sell its confectionery brands under the brand name "Parle" or "Parle Confi" on condition that it clearly specifies that its products belong to a separate company, which has no relationship with Parle Products.[5]
- 9. Vision “To be thepart of lives of every Indian” Mission “To Nourish, Strengthen and Delight millions” Core Values An in-depth understanding of the Indian consumer psyche has helped Parle develop a marketing philosophy that reflects the need of the Indian masses. With products created bearing in mind both health and taste, Parle products equally appeal to fun loving kids & youth. Even today the great tradition of taste and nutrition is consistent in every pack on the store shelves. The value-for- money positioning allows people from all classes
- 10. and age groupsto enjoy Prale products to the fullest. Financial Profile Over the years, Parle has grown to become a multi-million US Dollar company. Its annually turnover is more than 3,500 cr. Parle is having 40% market share out of the total biscuit market,70% of total glucose biscuits market and 15% share of total confectionary market in India. As of 2011, Parle-G is the largest selling brand of biscuits in the world according to researcher Nielsen. In 2013, Parle-G became India's first domestic FMCG brand to cross Rs. 5,000 cr. in retail sales. As of January 2013, Parle-G's strong distribution network covered over 6 million retail stores in India. Company has overall more than 1500 wholesalers in the Country and is even available in villages with a population of 500. In Kanpur there are 15 wholesalers (3 for confectionaries) and each wholesaler distribute the product to more than 100 retail and small shops. Parle biscuits and confectionaries are fast gaining acceptance in international markets, such as, Abu Dhabi, Africa, Dubai, South America and Sri Lanka.
- 11. Even the moresophisticated markets like USA & Australia, now relish Parle products. The penetration of biscuits into households stands at an average of 83.2% with the rural penetration at 77% and urban penetration at 88%. Biscuits are reserved for the small-scale sector but there are strong possibilities of the industry being deserved in line with the government policy of liberalization. The net effect thus would be greater choice for the consumer as well as a check on the costs. The country production of the biscuits during 2004-05 was 18.6 Lac tons of which 1/2 were manufactured by the organized sector. The industry turn over was 5322.7 Crores of which organized sector contributed 2519.3 crores. The annual Growth showed a decline of 3.5% in 2000-01, mainly due to 100% hike in Central Excise Duty (from 9% to 16%). Production in the year 2001-02 increased very marginally by 2.75% where in 2002-03 the growth is around 3%. However the average utilization of installed capacity by biscuit manufacturers in the country has been a dismal 60% over the last decade up to 2001-02 Corporate Social Responsibility:- Overview: Parle Products with its wide platter of offering of biscuits and sweets like Parle-G, Krackjack, Monaco, Melody, Mango bite and many others si to
- 12. facilitance 1929 isalso actively engaged to change & uplift the social face of India. As a part of Corporate Social Responsibility Policy Parle is keenly involved in the overall development of younger generation with focused endeavour to built New Face of India and spread happiness & joy all over. Every year, Parle organizes Saraswati Vandana in the state of West Bengal during the festival of Saraswati Pooja, inviting schools from all across the state to participate. Saraswati Vandana Dedicated to enriching the lives of people across India, the Parle Centre of Excellence has been keenly involved in the promotion of programmes to facilitate the all-round development of children. Parle Saraswati Vandana, one of its initiatives, is an inter-school contest based on the Saraswati Puja celebrations. It gives the children an opportunity to exhibit their creative skills and make the celebrations even more special in the process. Started in the year 2002 in Kolkata, it has seen a tremendous increase in the number of schools participating each year, with entires coming from schools of West Bengal. Every year a grand programme is organised by Parle in kokata to facilitate the winners. Here eminent personalities from the field of literature, education, art, films, media and politics grace the occasion. Performances by popular artists make it a night to remember for every inviteepresent there. The awards and adulations makes it unforgettable for the winners. GOLU GALATA
- 13. Parle products isin the business of manufacturing and marketing biscuits and confectioneries since1929.Over these years Parle has been active across regions conducting various socialactivities as part of our CSR policy. In Tamil Nadu traditionally, women decorate various dolls made up of clay during Navratri celebrations by setting up 7-9 steps.This display is well decorated and friends and relatives are invited for the same. Through a detailed research, Parle found that due to time pressures,this tradition is slowly dying and is getting restricted to a selectfew households. Thus, to revive the fading event, Parle introduced this novel promotioncalled Parle Golu Galata contest.Golu means Doll & Galata means Dhammal. My Green Plant Empowing you to make a greener planet. My green planet is an initiative that takes definite steps towards conserving our eco-system.Parle Praducts is contributing in its own way by taking up various initiativeslike planting more trees around India, conserving water, power and recycling waste. My Green Plants works across levels – from school students to environmentalists to media professionals and through them
- 14. educate and empowereveryoneabout the cause of environmental conservation. We belive that we have not inherited the earth, but merely borrowed it for our children. AWARDS Parle products have been shining with the gold’s and silvers consistently at the Monde Selection ever since they were first entered in 1971. Monde Selection is an international institute for assessing the quality of foods and is currently t he oldest and most representative organization in the field of selecting quality foods worldwide.
- 15.
- 16. Biscuit industry inIndia in the organized sector produces around 60% of the total production, the balance 40% being contributed by the unorganized bakeries. The industry consists of two large scale manufacturers, around 50 medium scale brands and small scale units ranging up to 2500 units in the country, as at 2000- 01. The unorganized sector is estimated to have approximately 30,000 small & tiny bakeries across the country. The annual turnover of the organized sector of the biscuit manufacturers (as at 2001-02) is Rs. 4,350 crores. In terms of volume biscuit production by the organized segment in 2001-02 is estimated at 1.30 million tones. The major Brands of biscuits are - Britannia, Parle Bakeman, Priya Gold, Elite, Cremica, Dukes, Anupam, Horlicks, Craze, Nezone, besides various regional/State brands. The annual production of biscuit in the organized sector continues to be predominantly in the small and medium sale sector before and after dereservation. The annual production was around 7.4 Lakh tonnes in 1997-98 In the next five years, biscuit production witnessed an annual growth of 10% to 12%, up to 1999-00. The annual Growth showed a decline of 3.5% in 2000-01, mainly due to 100% hike in Central Excise Duty (from 9% to 16%). Production in the year 2001-02 increased very marginally by 2.75% where in 2002-03 the growth is around 3%. However the average utilization of installed capacity by biscuit manufacturers in the country has been a dismal 60% over the last decade up to 2001-02. Biscuit can he broadly categorized into the following segments: Glucose 44% Marie 13% Cream 10% Crackers 13% Milk 12% Others 8%. As regards the consumption pattern is concerned. surveys and estimates by industry from time to time indicate the average consumption scenario in the four Zones have been more or less close to each other, as below:
- 17. Northern States: 28% SouthernStates: 24% Western States: 25% Eastern States: 23% Biscuit Production According to the production figures of members available upto the calendar year 2003, the total production was 625000 tonnes as against 475000 tonnes in the previous year. The production of biscuit for the last 11 years is as under: 1993 - 167750 1994 – 180526 1995 - 202567 1996 - 222371 1997 - 362000 1998 - 400000 1999 - 425000 2000 - 450000 2001 - 465000 2002 - 475000 2003 – 625000 Current status of the Indian snack & biscuits industry…Biscuits contribute Rs 8,000 crore to the FMCG industry and provide a vast opportunity for growth, as the per capita consumption of biscuits is less than 2.1 kg in our country, as compared to more than 10 kg in the US, UK and Europe and above 4.25 kg in South East Asian countries.
- 18. Parle have threetypes of products: BISCUITS CONFECTIONARY SNACKES Parle-G Melody Must bites Monaco Mango bite Sixer Hide & Seek Poppins Musst Chips 20-20 cookies Kismi toffee Sixer Zeera Kreams Orange candy Parle Wafers Milano 2 in 1 Éclair Fulltoss Hide & Seek Bourbon Londonderry Namkeen Parle Actifit Digestive Marie Mango bite Happy Happy Chox Nimkin Golgappa Milk shakti Melody Softee Krackjack Kaccha Mango Bite Parle marie Mazelo Core benefit- the core benefit of biscuit is to satisfy hunger of the co nsumer. Basic product- in the second level, the basic product is biscuits. Expected product- the consumers expect the product to have a good taste and also give nutrition. Augmented product- Parle biscuits increase a person’s energy levels. Potential product- in the future Parle could come up with different prod ucts.
- 19. SERVICES; As apart ofcorporate social responsibility policy Parle is keenly involved in overall development of younger generation through conduction various programs across the region Saraswati Vandana in the state of west Bengal Golu galata is one of the programmes conducted by Parle in schools from last 11 years. Organisational structure Competitors Brand competitors are defined as competing brands of products which can satisfy the consumer’s wants almost equally as each other. Parle has emerged as the clear market leader, with a difference of almost 1,000 crore to competitors. Even then Parle is facing competition in biscuit industry. Parle-G which is valued to be over Rs. 2000 crore enjoys 70% market share in the glucose biscuit industry. Britannia Tiger and ITC’s Sunfeast Glucose are the two
- 20. branded competitors againstParle-G, apart from a number of unbranded local players that operate regionally. Competitors in this segment realize the importance glucose biscuit holds in the Indian market and they too want to keep their biscuits simple Parle-G style with almost the same priced packs. On competition which Parle-G faces from different categories of biscuits, Ajay Chauhan, executive director – Parle Products, says, “Every category needs some innovations on a periodic basis, so does glucose. However, just because people have acquired the taste of fast food like burgers and pizza they have not stopped consuming dalroti. Similarly, glucose biscuits are a part of the Indian staple diet. While other categories emerge, glucose biscuits will always be present.” It’s a brand that has held its price line at Rs 4 for 25 years now -- the price was last raised in 1994 by 25 paise. So, it's not for nothing that Parle-G is the world's largest-selling biscuit by volumes. Parle is, of course, not doing it for charity. Soaring input prices meant it opted for reducing the weight of the biscuit than increasing the price -- first from 100 gm to 92.5 gm in January 2008, and then to 88 gm in January this year -- in line with other biscuit-makers and FMCG players. It has 1600 crore turnover. Parle-G enjoys close to 70 per cent market share in the glucose biscuit category and probably has the deepest reach. It reaches 2.5 million outlets, including villages with a population of 500 people. It's also one of the few FMCG brands in the country, whose customers straddle across income segments. The brand is estimated to be worth over Rs 2,000 crore (Rs 20 billion), and contributes more than 50 per cent of the company's turnover (Parle Products is an unlisted company and its executives are not comfortable disclosing exact numbers). Last fiscal, Parle had sales of Rs 3,500 crore (Rs 35 billion). Competition has, of course, been trying to wean away customers from Parle. Britannia relaunched its Glucose-D biscuit as Tiger in 1995 and boasts of 17-18 per cent share, while ITC's Sun feast glucose has captured 8-9 per cent, according to industry sources. Even Levers had forayed into this segment in 2003 and launched a glucose biscuit branded as Modern, after it acquired the bakery business of Modern. There are strong regional brands, including Priya Gold (west), Cremica (north) and Anmol (east).
- 21. PARLE 40% OTHERS 33% BRITANNIA18% ITC 9% BRITANNIA Britannia had founded in 1892. It is nearest competitor of Parle in biscuit market. It has 38% market share in biscuits industry` in India. Brand Tiger has 18% market share in Glucose category. Apart from this Britannia has introduced many premium brand such as Bourbon, 50-50,Good-Day e.t.c. ITC ITC had founded in 1910,but in biscuit industry it is not old. It has only 9% market share in this industry but has introduced premium class biscuit brands such as Dark Fantasy and of each categories of biscuit. Others competitors; coverage Parle ITC Britannia Others
- 22. 1. Priya Gold 2.Creamca 3. Dukes 4. Bakemans 5. Anmol 6. Priya gold Parle -G enjoys 70% market share in India in the glucose biscuit category followed by Britannia Tiger (18%) , ITC's Sunfeast (9%) and 3% others OTHER RELEVANT INFORMATION PARLE stands for; P - Perfect A – Attractive R - Relishing L - Learning E - Eatable Parle G is ranked 7th in the most Trusted Brands Survey conducted last year. One of the reasons behind the popularity of this brand is its strong distribution network. Parle has won 8 gold and 11 silver monde selection awards Glucose Parle-G Tiger Sunfeat Others
- 23. In theyear 1997, Parle-G sponsored the tele-serial of the Indian superhero, Shaktimaan that went on to become a huge success. The personality of the superhero matched the overall superb benefits of the brand. In the year 2002, it was decided to bring the brand closer to the child who is a major consumer. A national level promo – “Parle-G Mera Sapna Sach Hoga” was run for a period of 6 months. The promo was all about fulfilling the dreams of children. There were over 5 lakh responses and of that, over 300 dreams were fulfilled. Dreams that were fulfilled ranged from trips to Disneyland at Paris &Singapore; free ride on a chartered plane; 20 scholarships worth Rs 50,000; a special cricket coaching etc. Comparisonof Parlewith Britannia Category Britannia Parle Leader Glucose Tiger Parle-G Parle –G
- 24. Current Market Share MarieMarie Gold Parle Marie Marie Gold Salty snacks 50-50 Krack Jack Krack jack Choco chips Good day Hide n seek Good day Milk Milk bikis Milk sakhti Milk bikis Bourbon Bourbon Hide n seek Bourbon Nice Nice ----------------- Britannia Nice Multi grain Nutri choice ------------------- Nutri choice Cream Cream Treat Kreams Cream treats Cookie Good day 20-20 Good day
- 25. It has 70%marketshare in India in the glucose biscuit category followed by Britannia, Tiger (17-18%) and ITC's Sunfeast (8-9%). The brand is estimated to be worth over Rs 2,000 crore (Rs 20 billion), and contributes more than 50 per cent of the company's turnover (Parle Products is an unlisted company and its executives are not comfortable disclosing exact numbers). Last fiscal, Parle had sales of Rs 3,500 crore (Rs 35 billion). It also is popular across the world and is starting to sell in Western Europe FACE VALUE, MARKET VALUE ,MARKET CAPITALIZATION:- BSE: 532911 NSE: NA ISIN: INE272G01014 Face Value: Rs. 10 Market Cap: Rs.Cr. 28 Period Instrument Authorized Capital Issued Capital - P A I D U P - From To (Rs. cr) (Rs. cr) Shares (nos) Face Value Capital 2010 2011 Equity Share 14 14 14000000 10 14 2009 2010 Equity Share 15 14 14000000 10 14 2008 2009 Equity Share 15 14 14000000 10 14 2007 2008 Equity Share 15 14 14000000 10 14 2006 2007 Equity Share 3.6 3.5 3500000 10 3.5
- 26. MARKET CAP (RSCR) 14.00 P/E 1000 Book Value 14.07 Dividend(%) 0.00 Market lot 1 Industry P/E 21.15 EPS(TTM) 0.01 P/C 200 Price Book 0.71 Face Value 10 DELIVERABLES (%) 90.91 new * Based on standalone numbers Keeping up the goodwill In the year 1997, Parle-G sponsored the tele-serial of the Indian superhero, Shaktimaan that went on to become a huge success. The personality of the superhero matched the overall superb benefits of the brand. Parle extended this association with Shaktimaan and gave away a lot of merchandise ofShaktimaan, which was supported by POS and press communication. The children just could not get enough of Parle-G and Shaktimaan. In the year 2002, it was decided to bring the brand closer to the child who is a major consumer. A national level promo – `Parle-G Mera Sapna Sach Hoga’ was run for a period of 6 months. The promo was all about fulfilling the dreams of children. There were over 5 lakh responses and of that, over 300 dreams were fulfilled.
- 27. Dreams that werefulfilled ranged from trips to Disneyland at Paris & Singapore; free ride on a chartered plane; 20 scholarships worth Rs 50,000; a special cricket coaching etc. Swot Analysis Parle-G, India’s premier glucose biscuit, is much more than the world’s largest selling brand of biscuit. Started way back in 1939, Parle-G is not just the oldest and trusted brand names in India, but also a very great example of a real social enterprise. Parle-G is a biscuit which is consumed by people of all ages, from the very rich to the very poor, living in cities and in villages. Forsome it’s the best accompaniment for chai, while for some it’s a way of getting charged whenever they are low on energy. Moreover, the biscuit is a meal substitute or supplement in a country like India which faces acute child and mother malnutrition etc. STRENGTHS ofParle Biscuits Low price as compared to competitors Sizeable market share in the country. Offers variety of products under its brand. Different sizes of packets are available. An experienced team of sales and marketing executives. Deep and effective coverage Largest distribution system. Good advertising and visibility Celebrity brand ambassadors
- 28. Most trustedbrand having high brand loyalty Top of the mind biscuit brand WEAKNESS of Parle Biscuits Breakage of biscuits while delivering to retailers No proper replacement system for broken biscuits to retailers Improper and irregular supply. Fewer shares in Premium biscuit market. Dependent on its flagship brand, Parle-G Poorpackaging in family pack of glucose biscuits. Lack of schemes for retailers and distributors. Many competitors in this segment Nothing unique in the productnow. OPPORTUNITYofParle Biscuits Rising demand for innovative packaging in packaged foods. Retaining loyal retailers or wholesalers. Improving supply system for established brands. Huge scopefor some Parle products in medical shops. Information revolution brought about by the television. Good scopefor snacks and namkeens, if launched and properly promoted by Parle. Tie-up with schools as a part of meals Tie-up with corporates/hotelchains THREAT of Parle Biscuits Highly advertised brands such as Britannia. Ever increasing competition from multinationals and local companies. Increase in sale of cheap local bakery products. Emerging substitutes like wafers, snacks and toast. Margin war among the major Brands
- 29. Similar biscuitcategories Employee Engagement Definition of 'Employee Engagement' A business management concept that describes the level of enthusiasm and dedication a worker feels toward his/her job. Engaged employee cares their work and about the performance of the company, and feels that their efforts make a difference. An engaged employee is in it for more than a paycheck. Employee engagement, also called worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture. A modernised version of job satisfaction and influential definition of engagement is "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention." Harter and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of engagement. The oppositeof employee engagement is a zombie employee. A zombie employee is a disengaged employee that will stumble around the office, lower morale and costthe company money. Employee engagement is derived from studies of morale or a group's willingness to accomplish organizational objectives which began in the 1920s. The value of morale to organizations was matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-readiness before combat. In the post war mass productionsociety that required unity of effort in
- 30. execution, (group) moralescores were used as predictors of speed, quality and militancy. With the advent of the knowledge worker and emphasis on individual talent management (stars), a term was needed to describe an individual's emotional attachment to the organization, fellow associates and the job. Thus the birth of the term "employee engagement" which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics. More recently employee engagement has becomean area of focus within organizations for the purposeof retention as a means of avoiding expensive employee replacement costs resulting from staff who voluntarily quit their jobs. According toSociety o f Human ResourceManagement the costof replacing one $8 per hour employee can exceed $3,500, which gives companies a strong financial incentive to maintain their existing staff members through strong employee engagement practices. Research Studies Engaged employees care about the future of the company and are willing to invest discretionary effort.[4] Engaged employees feel a strong emotional bond to the organisation that employs them, which results in higher retention levels and productivity levels and lower absenteeism. When reliably measured, positive employee engagement can be causally related or correlated to specific positive business outcomes by workgroup and job type. Scarlett Surveys refers to these statistical relationships as engageonomics. Emotional attachment[edit] Only 31% of employees are actively engaged in their jobs.[5] These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward. 88% of highly engaged employees believe they can positively impact quality of their organization's products, compared with only 38% of the disengaged.[6] 72% of highly engaged employees believe they can positively affect customer service, versus 27% of the disengaged.[citation needed] 68% of highly engaged employees believe they can positively impact costs in their job or unit,
- 31. compared with just19% of the disengaged.[4] Engaged employees feel a strong emotional bond to the organization that employs them.[7] This is associated with people demonstrating a willingness to recommend the organization to others and commit time and effort to help the organization succeed.[8] It suggests that people are motivated by intrinsic factors (e.g.personal growth, working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors (e.g., pay/reward).[9] Involvement[edit] Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and 10 electronic instrument and imaging equipment producers. Their purpose was to compare traditional production systems with flexible high-performance production systems involving teams, training, and incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed superior performance. In addition, workers in the high-involvement plants showed more positive attitudes, including trust, organizational commitment and intrinsic enjoyment of the work.[7] The concept has gained popularity as various studies have demonstrated links with productivity. It is often linked to the notion of employee voice and empowerment.[10] Commitment[edit] It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. This translates into millions of dollars for companies if they can improve their scores. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance.[11]For example, at the beverage company of MolsonCoors, it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged employee was $63, compared with an average of $392 for a non-engaged employee. Consequently, through strengthening employee engagement, the company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales performance teams through engagement. In 2005, for example, low-engagement teams were seen falling behind engaged teams, with a difference in performance-related costs of low- versus high-engagement teams totaling $2,104,823.3 (Lockwood). Life insurance industry[edit] Two studies of employees in the life insurance industry examined the impact of employee perceptions that they had the power to make decisions, sufficient knowledge and information to do the job effectively, and rewards for high performance. Both studies included large samples of employees
- 32. (3,570 employees in49 organizations and 4,828 employees in 92 organizations). In both studies, high-involvement management practices were positively associated with employee morale, employee retention, and firm financial performance.[7] Watson Wyatt found that high-commitment organizations (one with loyal and dedicated employees) out-performed those with low commitment by 47% in the 2000 study and by 200% in the 2002 study.[12] Productivity[edit] In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive.[13] Job satisfaction is also linked to productivity.[14] The most striking finding[citation needed] is the almost 52% gaps in operating incomes between companies with highly engaged employees and companies whose employees have low-engagement scores. High-engagement companies improved 19.2% while low-engagement companies declined 32.7% in operating income during the study period[citation needed]. For example, New Century Financial Corporation, a U.S. specialty mortgage banking company, found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions.[4]... Generating engagement[edit] Commitment theories are rather based on creating conditions, under which the employee will feel compelled to work for an organization, whereas engagement theories aim to bring about a situation in which the employee by free choice has an intrinsic desire to work in the best interests of the organization.[15] Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact, and their link to important work outcomes.[16] 84% of highly engaged employees believe they can positively impact the quality of their organization's products, compared with only 31 percent of the disengaged.[4] From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization.[17] The study done by the Gallup Management Journal has shown that only 29% of employees are actively engaged in their jobs. Those "engaged" employees work with passion and feel a strong connection to their company. About ⅔ of the business units scoring above the median on employee engagement also scored above the median on performance.[7] Moreover, 54% of employees are not engaged meaning that they go through each workday putting time but no passion
- 33. into their work.Only about ⅓ of companies below the median on employee engagement scored above the median on performance.[7] Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness.[16] Drivers of engagement[edit] While it is possible to measure engagement itself through employee surveys, this does not assist in identifying areas for improvement within organisations. There are a range of factors, known as drivers, that are thought to increase overall engagement. By managing the drivers, an organisation can effectively manage engagement levels of its employees. Drivers such as communication, performance clarity and feedback, organisational culture, rewards and recognition, relationships with managers and peers, career development opportunities and knowledge of the organisation's goals and vision are some of the factors that facilitate employee engagement. Some points from the research are presented below: * Employee perceptions of job importance - "...an employee's attitude toward the job's importance and the company had the greatest impact on loyalty and customer service than all other employee factors combined."[4] * Employee clarity of job expectations - "If expectations are not clear and basic materials and equipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed."[8] * Career advancement/improvement opportunities - "Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings."[18] * Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it."[8] "'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'"[13] * Quality of working relationships with peers, superiors, and subordinates - "...if employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss."[17]
- 34. * Perceptions ofthe ethos and values of the organization - "'Inspiration and values' is the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, [it] is unlikely to engage employees."/> * Effective Internal Employee Communications - which convey a clear description of "what's going on". "'If you accept that employees want to be involved in what they are doing then this trend is clear (from small businesses to large global organisations). The effect of poor internal communications is seen as its most destructive in global organisations which suffer from employee annexation - where the head office in one country is buoyant (since they are closest to the action, know what is going on, and are heavily engaged) but its annexes (who are furthest away from the action and know little about what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive when the head office attributes the annex's low engagement to its poor performance… when its poor performance is really due to its poor communications. * Reward to engage - Look at employee benefits and acknowledge the role of incentives. "An incentive to reward good work is a tried and test way of boosting staff morale and enhancing engagement." There are a range of tactics you can employ to ensure your incentive scheme hits the mark with your workforce such as: Setting realistic targets, selecting the right rewards for your incentive programme, communicating the scheme effectively and frequently, have lots of winners and reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive scheme regularly.[19] It further tends to improve the overall productivity. Potential red flags[edit] Inappropriate use of Benchmark Data - some of the more well established Employee Engagement survey companies will state that the most important part of post survey follow up is related to comparison of internal survey data to numerous external benchmarks. This seems to have rubbed off onto internal sponsors who demand very specific benchmarks. Whilst some research analysts claim that the standard comparisons by industry sector are flawed others disagree. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they are in the same automotive sector? The alternative argument is that both organisations would likely draw from similar worker pools and would as such wish to better understand expectations of workers in that industry and how they compare to competing employers. A focus on data gathering rather than taking action may also damage engagement efforts. Organizations that survey their workforce without acting on the feedback appear to negatively impact engagement scores.[5] According to the Conference Board and other recent studies, employee engagement has deteriorated significantly in the US and the UK over the last five years. Measuring and managing
- 35. the wrong orincomplete set of engagement drivers is partly if not mostly to blame. Rigorous engagement measurement encompasses 15 attitudinal drivers formed by employee experiences. <reference ScarlettSurveys> Initiatives[edit] Some of the initiatives commonly undertaken by HR departments towards employee engagement are:[20] On-boarding: When an employee joins the organisation s/he needs to be exposed to the organisations policies and culture. There may be some fresh out of campuses that need to know the basics of communication skills and job related skills. During the induction programme itself, they can be given an exposure about these aspects, skills sets and the expectations. The on- boarding event experience itself leaves a mark on the minds of the new recruits about the company’s desire to enhance their skills. Learning and development events: When business practices and processes are changing. In this environment, there is an acute necessity for enhancing the skill levels of employees already discharging various functions. Engagement levels[edit] Organisations that believe in increasing employee engagement levels concentrate on the following levels:[21] Culture: It consists of a foundation of leadership, vision, values, effective communication, a strategic plan and HR policies that are focussed on the employee. Commitment - It is the foundation of engagement. Employees with high level of organisational commitment are willing to exert considerable effort for the organisation and make discretionary contributions. Cooperation: It encompasses positive relationship among employees within a group. It is the inherent willingness of individuals working in a team to pull in the same direction and achieve organisational goals. Taking responsibility: Taking initiative and responsibility to become a part of the solutions is an important ingredient of engagement. For an employee to display loyalty towards his organisation, the first thing he needs to do is to take responsibility. “Taking responsibility” refer to feeling empowered. Employees who feel empowered have a sense of belonging and excitement about their jobs, they feel engaged at an emotional level and are willing to give their best all the time. The Benefits of Engaging Employees:
- 36. A positive attitudeheld by the employee towards the organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefitof the organization. The organization must work to develop and nurture engagement,which requires a two-way relationship between employerand employee. Here are the key benefits of employee engagement: ·Better performance.Engaged employeeswork smarter, not harder. They keep looking for ways to improve performance and they keep finding them. This means more sales, lower costs, better quality and innovative products. Bettercommunication. Engaged employees communicate – they share information with colleagues,they pass on ideas, suggestions and advice and they speak up for the organization. This leads to better performance,greater innovation and happier customers. Greater customersatisfaction. Engaged employeesgo out of their way to meetcustomers’needs.Customers aren’t slow to notice and this leads to higher levels of repeat business,at a lower costto the business than that of acquiring a new customer. Betterteam-working. Employee engagementis about increasing the employee’s connectionwith the principles, strategies,processes,culture and purpose of the organization. It is a matter of commitmentand encouragement.It is a matter of focusing on business results, and the employees having a clear sense of responsibility for delivering on the business agenda.
- 37. Greater commitmentand team working. Engaged employees really care about the future of the organization they work for, they feel proud to work for the company and they get on better with their colleagues. Loweremployee turnover and greater ability to recruit great people.Engaged employees don’t leave, despite offers to work elsewhere and they actively seekout new people who they believe can help the company get even better. Engagement Feeling Valued & Involved Training, development & career. Immideate Management Performance Appraisal Communication Equal opportunities & fair treatment Pay & Benefits Health & Safety Co-operation Family Friendlyness Job Satisfaction I M P O R T A N C E
- 38. Employee Engagement Drives SustainabilityStrategy While the majority of employeesfallunder the umbrella of not engaged (emotionally detached) and actively disengaged(negatively viewthe workplace), few companies evenknow how to engage their employeesin socialand environmental sustainability. Consider these statistics: “Fewer than 1 in 3 employees worldwide (31%) are engaged.” (2011 Employee Engagement Report by Blessing White Research) “Nearly 1 in 5 (17%) are actually disengaged.” (2011 Employee Engagement Report by Blessing White Research) Why Are Organizations So Bad at Employee Engagement? measuring employee performance and holding employees accountable, providing the communication necessary to align each employee’s actions with the organization’s overall business goals, pursuing the employee development necessary to ensure success, and making a commitment (time, tools, attention, reinforcement, training, and so forth) to keeping employees engaged over the long haul because they fundamentally believe and understand that no other strategy will produceas much success – for both the business and the employees. Additional Critical Factors to Ensure Employee Engagement These factors also influence the willingness of employees to stay engaged and contributing. An effective recognition andreward system:in a recognition systemthat promotes employeeengagement, recognition is available, frequent, and recognizes actions that are truly worthy of recognition. Effective recognition always involves verbal or written acknowledgement from theemployee's manager in addition to any physicalreward supplied.
- 39. Frequent feedback:thedownside of the standard employeeperformance appraisalis that it is a one-time deal. Effective performance feedback takes place every day, minimally, weekly for employees who need less interaction with their manager. Effective feedbackfocuses on what the employeeis doing well and what needs improvement. It is clear and specific and reinforces theactions that the manager wants to see the employeeregularly perform. Sharedvalues and guiding principles:engaged employees thrive in an environment that reinforces their most deeply held values and beliefs. Employees are most successful in an organization in which their personalvalues are in syncwith the organization's stated values and guiding principles. Demonstrated respect, trust, and emotional intelligence on the part of the employee's direct supervisor:managers who relate effectively with employees, who demonstratethat they are personally interested in and care about their employees, and who elicit employee input and opinions, are golden. Positive relationships with coworkers:engaged employees need to work, not just with nice people, but with coworkers who are equivalently engaged. Coworkers who demonstrate integrity, team work, a passion for quality and serving customers, and who are passionateabout what they do at work, make ideal coworkers in a workplace that fosters employee engagement. Employee engagement is fostered by a work environment that exhibits these characteristics. Want to make progress? Start work in each of these areas. Your success is ensured. Examine the variables that can impact your employee engagement strategy and increase their engagement. 1. Age Young employees and those over fifty are more engaged. Managers need to take steps to ensure employee engagement doesn’t sink from partial to complete disengagement. Managers should consider intervention and training opportunities specially aimed at workers in their forties. 2. Length of Service Those employed for at least three years are more engaged than the newly employed. However, engagement is low among people with more than twenty years of service, often due to lack of motivation or career path maintenance.
- 40. 3. Position Withinthe Organization Those at VP level or above are the most fully engaged. The economic climate and pessimistic attitude toward “corporate America” may account for the relatively low level of engagement among senior managers. 4. Education Level Surprisingly, people with post-graduate degrees are less engaged than people with only an undergraduate college degree or some college experience. This could be attributed to the fact that the most educated are underemployed, overqualified, or have greater expectations that have yet to be met. 5. Income level Higher income correlates with higher level of engagement. Unsurprisingly, the most disengaged are those earning less than fifty thousand a year. However, multiple factors can influence and alter this; for example, managers can help employees feel that their work is important to the company, help them feel valued, and show them ways in which they can grow in their career. 6. Full- or Part-time Employment Part-time workers are less engaged. In the U.S., part-time workers’ engagement may increase over time, but they continue to stay much less engaged (26%) than full-time employees (36%). 7. Type of Industry Client-facing employees, for example, those in sales or customer service, are the type of employees companies most need to engage. These employees tend to be the lowest paid, but their position is critical to customer satisfaction. High-level performance boosts customer satisfaction and company revenue. In some job sectors such as education, manufacturing, and government, employee engagement is significantly low. HR and Employee Engagement relationmship:- HR Responsibility How it relates to employee engagement Strategic HRPlanning People are the main resource that organizations havefor delivering services Strategic HRplanning links HRmanagement directly toan organization's str ategic plan and that means that staff will havemeaningful roles tied tothe strategicdirection of the organization Strategically planning how your organization willmeet its current and futureHR needs and how people willbe supported andnurtured within your organization is
- 41. criticalfor success OperationalHR Planning Atan operationallevel, organizations put in place HRmanagement practices to support management andstaff in achieving their day-to-day goals Whether it's determining how many employees are needed todeliver services over the next year or how performance willbe monitored, theHRmanagement practices and activities need tobe planned toanswer the question:"Where is our organization going and how willit get there?" An operational plan ensures that employees are properly supported Compensation and Benefits Though usually not ranked the most important,compensation is an important factor in job satisfaction An employee whofeels adequately compensated monetarily is more likely tostay with y our organization Dev eloping HRPolicies Policies and procedures both communicate the values of y our organization and prov ideeveryone with a consistent process tofollow Policies and procedures provide your employees with a process tofollow and that knowledge can helpthem confidently approach situations,particularly difficult situations Employment Legislation and Standards Prov incial/territorialand federal governments outline the minimum requirements to ensure a safe andequitableworkenvironment for employees Job Descriptions Job descriptions are basic HRmanagement tools that can helptoincrease individual and organizationaleffectiveness A well-written job description sets an employee up for success by outlining their responsibilities and the parameters of their position Job descriptions alsoshow how an employee's position contributes tothe mission, goals and objectives of the organization Performance Management Performancemanagement is an ongoing process where the manager/supervisor and employee worktogether toplan, monitor and review an employee's workobjectives or goals and ov erallcontribution tothe organization Motiv ates employees todotheir best Establishes clear communication between the manager and the employee about what s/he is expected toaccomplish Prov ides on-going, constructive feedbackon performance Establishes plans for improving performance, as necessary Identifies theskills andabilities of each employee sothat work assignments build on
- 42. and reflect anemployee's strengths Identifies individualemployees for more challenging work Assists and supports staff in achieving their work and career goals by identifying training needs and development opportunities Contributes tothe succession management plan sothat employee skills are developed and employers develop the skills they need tofill an potentialHRgap in the future Learning, Training and Dev elopment Inv esting in training programs helps employees develop personally and professionally Workplace Diversity Creating an environment where people feel welcome and safe from harassment and discrimination motives staff toperform Absenteeism and performance problems decrease while productivity, morale and employee retention increases Work Teams and Group Dy namics When you develop and support effective teams,you enhance thepower and feeling of satisfaction of individuals working on theteam When a team works well,it means that staff trust one another and that leads tobetter sharing of knowledge and understanding Conflict Resolution In a healthy workplace,there willbe conflict Hav ing a conflict resolution policy and a process willmean that conflict is constructive and not destructive Workplace Wellness Initiatives A healthy workplacemeans more than just warding off colds and the flu It is more holistic and takes intoconsideration the physical,spiritual,environmental, intellectual,emotional,occupationaland mental health of employees Wellness promotion doesn't just benefit the employee —an organization filled with healthy, balanced and fulfilled employees is a productive workplace that retains its employees Employee Recognition Giv ing employees a sense of shared values and purpose by creating a relationship with them is important When you thankemployees you valuethem and that,in turn,is motivating Updating staff on organizationalissues through internal communications like e-mail updates and newsletters builds thesense of team and their valuetothe team Staff-volunteer relations Dev elop a sense of team with staffandvolunteers contributing totheorganization's mission Besides the traditional all organisations use,empowering employees bydelegating them responsibilities and giving them autonomyto take decisions regarding their job on their own can also increase their productivity. It is
- 43. worth going beyondthe traditional managementtools ofconnectivity to help employees remain motivated and dedicated to perform their tasks.To achieve this,the organisations can design effective employee engagement strategies on the basis ofthe model explained below. 1. Unify the Experiences: Conductan employee engagementsurvey in order to find the factors responsible for engaging and disengaging employees.Unify the common experiences and problems and design employee engagementstrategies accordingly.Sharing offeedback in written is one way of communicating the experiences and problems. 2. Evolving Through Open Communication: Open communication or face to face communication in the form of discussions can reallyhelp in bringing the various issues and identifying the main problems in the organisation.It is very essential to establish a proper communication where everyone can put their views and suggesta solution too.Most of the top organisations ask for sugges tions and new ideas from their employees and then offer rewards on giving the bestproposal. 3. Providing Proper Communication Channels: Some employees are comfortable with open face-to- face communication styles whereas there are some who wantto give feedbacks and suggestions in written. Discovering the bestchannel of communication and establishing a proper route to share feedbacks and views plays a vital role. 4. Enabling Conversation Fluidity: Whichever way of communication you choose,ensure thatit has required fluidity. There should notbe any hindrance in the established method ofcommunication.Not being able to provide feedback or share problems and experiences can lead to frustration and distress among employees.Therefore,ensure thatthere are no barriers to communication.This can also result in disengaging the engaged employees. 5. Manage Communication: Managing communication is the lastbutthe mostimportantstep in the entire process.Managers should keep a check on the entire process in order to ens ure thatit is not adversely affecting the health of the organisation.Theymustmake sure thatit serves the desired purpose and is not being used negatively.
- 44. Strategies to enhanceemployee engagement:- 1. Invest in training and development: As an employer,you are expected to increasinglyrecognize the importance offostering an environmentof growth and learning to bring out the bestin everyone and truly advance the stars.You can develop in-house training departments,allyyour companywith special training houses and universities,send employees to relevantexternal training programs identified by themselves in conjunction with their supervisors,offer internal rotational programs and overseas assignments as a key career developmentopportunityand committo your employees learning and developmentin a multitude ofother creative and meaningful ways.Besides the company's training activities, career plans and professional developmentopportunities oughtto be routinely discussed and formalized.One your employees feel your companyhas invested in them in this manner,they are far more likely to uphold its bestinterests and keep an eye to furthering its goals and enhancing its welfare. 2. Respect employee's needs for work/life balance: The days of clocking in 24 hour days to pay your dues and earn your companystripes have thankfully given way to a nicer, gentler culture at mostof today's organizations as more and more employees have made itclear that achievingwork/life balance is an overriding priority for them.As a top employer today, you should be cutting no corners in ensuring you do nurture and retain top talent by taking a more holistic approach to your employees' welfare.Work arrangements increasinglyavailable atleading corporations – and which you should aim to implement - include flexible hours,part-time,job-sharing,telecommuting in additions to sabbaticals for long-serving personnel or those pursuing special outside interests and extended leave periods for new parents.To cater to the latter specifically,more and more companies are also offering on-site day care, vital familysupporthotlines and more comprehensive familybenefits (Why not consider looking into some ofthose?) Make sure you are doing whatit takes - within the realms ofreason and sound business practice - to respectand cater to your key employees’ priorities outside ofthe office and take into consideration the full circumstances oftheir lives and the outside demands on those lives. 3. Create favorable work conditions: A vital responsibilityin being the Top Employer that you are today consists ofincreasinglyemploying creative measures to investin your employees’ well-being and
- 45. this extends toproviding workplaces and work conditions thatare pleasantand conducive to innovation, hard work, creativity and productivity. Besides generous vacation schemes which employees should be actively encouraged to take and frequentoffsites to get away from the grind,wellbeing during office hours could also be nurtured with onsite recreation areas,gyms,office sports teams and friendly companycafeterias that offer wholesome,healthyfoods.Meetings,communication flow,company activities, office and communal area layouts should all be designed to promote a sense ofinclusion and well-being and to maximize employees'level of satisfaction and encourage their active participation.As a top employer yourselfyou are undoubtedlyaware that employees who feel your companycares for them and respects them are in turn far more committed and more likelyto contribute positivelyto the company’s welfare and bottom line. 4. Maintain open channels of communication: As a top employer firmly entrenched in the “most efficient employers” zone,you are also undoubtedlyaware of the importance ofallowing a smooth and unhampered flow ofinformation and communications across layers and functions.Make sure you are encouraging employees atall times to articulate their ideas,aspirations and concerns;and also keep them up to date, through regular communications,with regards to the company's direction,vision, mission,objectives,performance and new initiatives.Conducting regular employee appraisals is a must as is allowing for 360 degree feedback (where employees are also permitted to voice their concerns with and expectations of the organisation and their immediate management).Ask employees routinely during these appraisals - and in other forums - what extra responsibilities theywould like to assume. Discuss their goals,aspirations and shortand long-term objectives and factor them into the unit's planning activities.Listening to employees,even when their requests cannotbe met,is a vital ingredient in enhancing employee loyalty. Successful employee engagementalso requires honestand constructive feedback on a routine basis.This feedback is vital both as a motivational tool and in channeling talentin the right direction,building on strengths and addressing weaknesses. 5. Create an environment of diversity and inclusion: Employees who feel valued, respected and included are more likelyto contribute positively to your company's bottom line and displayloyalty and
- 46. commitmentto the company.Manycompanies have taken concrete steps to foster an atmosphere where employees ofevery rank are included in the decision-making process and their inputon all matters big and small is valued and appreciated – why not follow their steps and look into diversity programs,cross-cultural hiring practices and culture committees which promote emotional well-being across the organisation (through social and team-building events)? These are all increasinglyimportant tools in the human resources lexicon of today's progressive organizations.Many leading corporations have also formalized coaching programs wherebytrained psychologists and/or coaches work with top employees to help them understand their own strengths and priorities and consequentlyto map their potential contributions to the corporation and their own professional advancementover the short, medium and long term. 6. Formalize rewardand recognition programs: Studies have shown,time and time again,that employees who feel valued,recognized and appreciated are the mostloyal.As a Top Employer,you mustmake sure formal mechanisms for evaluating and rewarding employees are in place,are competitive and are in sync with industry norms.Do recognize outstanding performance and reward it on a periodic basis.Do setregular special initiatives thatidentify, celebrate,motivate and incentivize your star employees and promote their loyalty and retention.A meritocratic environmentwhere driven, career-minded professionals earn the rewards and recognition theydeserve for their special efforts is one that will be mostsuccessful in retaining keypersonnel over the long-term. 7. Participate in community outreach programs: Corporate philanthropyhas shown to increase employee loyalty. Why not adopt CSR programs- notjustas a means to give back and to participate in your larger communities butalso as a measure to win the supportand respectofyour employees? Employees feel a greater sense ofpride and purpose working with an employer that is publicly committed to altruism,particularlywhen the causes the companyis committed to are in line with theirs and benefit the greater communityin a tangible manner. Employee Engagement at Parle Products Pvt. Ltd.
- 47. Student’s WorkProfile (roles and responsibilities) 1. Joining formalities for the new employees. 2. Updating the employee details in the Human Resource Information System (HRIS). 3. Filing of joining forms,medicalreports, performance appraisal forms,non-disclosure agreements etc. 4. Labeling of file. 5. Tracking the attendance for the employees on contracts (creating an ex-cell sheet). 6. Coordinating the events in the company. 7. Coordinating the HR induction program, ISMS awareness program. (Collecting the feedbackforms and the attendance from the employees). 8. Updating and verifying the employee photos,E-mail ids and other information. 9. Issuing of lunch coupons and tracking the list of employees forit. 10. Participated in internal auditing. 11. Helping the employeesin answering their queries to certain extent. 12. Issuing temporary access forthe employees who fail to bring access cards. 13. Making attendance register for contract employees. 14. Relating to other departments for stationeries, training attendance etc. 15. Helping the hr team in their work. Descriptionof Live Experiences I had a good experience in the company, the culture and communication in the organization was very fair. The supervisors in the company had a nice interaction with the employees and they give
- 48. a feedbackwhich canlead employees to improve and perform with fullest potentials. I had coordinated various events in the company like induction program, ISMS awareness programs and many other events for specialdays. I had experienced the urge of management to keep the employees involved in the work and take the optimum usage of their potentials. The working environment is fair and the company provides adequate resources to keep the employee work to their fullest interests. And lastly I experienced the importance that the company takes for security and quality to employeesand costumers respectively. RESEARCH OBJECTIVES Employee engagementis a critical ingredient of individual and organizational success.Engagementis strongly influenced by leadership quality, as well as by job and organization features. This research was designed to determine if the potential for Employeesto be engaged in work can be predicted at the time of their initial application or work. These studies also provide additional evidence about the impact of employee engagementon important business outcomes.The Objectives are: To examine the effectof engagementsuch as job Effectiveness and retention. To construct and evaluate a measure for predicting employee engagement. To examine the effectof supervisorengagementon their subordinates. To examine the job satisfaction of the employeesworking.
- 49. Research design andmethodology. The data analysis and interpretation is based on the data collected from 30 respondents through the questionnaire. So the tabulation is processedin combining and totaling of the collected data. Primary data: - Through interview, discussion,talks, personal interaction etc. The data were collectedby the survey method.Questionnaire was given to the respondents. Secondarydata: - Through various books written by various authors, company files manuals & other publications. Sample Size 30 Limitations Time was one of the main constrains. Reaching out to the right personin the company was a little difficulttask. To maintain confidentiality. The company did not disclose certain financial data since they were confidentialwhich could have been useful for this project. Analysis of data: - The various responsesare collected from the employeesand they are tabulated and drawn charts as below. The various responses are collected from the employees and they are tabulated and drawn charts as below. 1. Overall, how satisfied are you with current job? (Check one response) Showing the response of the employees,
- 50. Particular No ofsamples Percentage Very Satisfied 15 50 Satisfied 10 33.33333 Neither satisfied nor dissatisfied 2 6.666667 Dissatisfied 3 10 Very Dissatisfied 0 0 Total 30 100 No. of samples Percentage 0 10 20 30 40 50 60 70 80 90 100 No. of samples Percentage
- 51. The above tableshows that 83% of the employees were satisfied with the job and only 10% of the employees are not satisfies and remaining 7% of the employees are neither satisfied nor dissatisfied. 2. The leaders of the company care about the employees well being? Showing the response of employees, Particular No of samples Percentage Yes 18 60 No 12 40 Total 30 100 No. of samples Percentage 0 20 40 60 80 100 Yes No Total No. of samples Percentage
- 52. The above tableshows that 60% employees were satisfied with the leaders of the company taking care of the employees. 3. Do you have confidence in the leadership of this organization? Showing the response of employees, Particular No of samples Percentage Yes 26 86 No 4 13 Total 30 100 The above table shows that 86% of the employees had trust in the leaders of the No. of samples Percentages 0 20 40 60 80 100 Yes No Total No. of samples Percentages
- 53. company and only24% of people were lacking confidence. 4. Do you have a good understanding how this organization is doing financially? Showing the response of employees, Particular No of samples Percentage Strongly agree 10 33 Agree 10 33 Neither agree nor disagree 6 20 Disagree 4 13 Strongly Disagree 0 0 Total 30 100 The above table shows that only 66% of employees were having idea about the financial status of the company and remaining 34% of people had no idea about the financial status. No. of samples Percentages 0 5 10 15 20 25 30 35 No. of samples Percentages
- 54. 5. In thecompany the Employees are treated fairly regardless of race, color, gender, religion etc. Showing the response of employees, Particular No of samples Percentage Yes 27 90 No 3 10 Total 30 100 The above table shows that 90% of employees had a good opinion about the culture of the organization. 6. When working, your company inspires and motivates you to perform to the best of your abilities – every day. Showing the response of employees, No. of samples Percentage 0 20 40 60 80 100 Yes No Total No. of samples Percentage
- 55. Particular No ofsamples Percentage Strongly agree 15 50 Agree 8 26 Neither agree Nor disagree 3 10 Disagree 2 6 Strongly Disagree 2 6 Total 30 100 The above table shows that 76% of the people agreed that the company motivates the employee to perform the best of their abilities and only 12% disagreed to that. No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 56. 6. I understandthe importance of my role to the success of the company? Showing the response of employees, Particular No of samples Percentage Yes 30 100 No 0 0 Total 30 100 The above table shows that every 100% of the employees were aware of their role in the success of the organization. 8. When it comes to the company’s success, I walk that extra mile and exceed the expectations of my employers. Showing the response of employees, No. of samples Percentage 0 20 40 60 80 100 Yes No Total No. of samples Percentage
- 57. Particular No ofsamples Percentage Strongly agree 20 66 Agree 7 23 Neither agree Nor disagree 1 03 Disagree 1 03 Strongly Disagree 1 03 Total 30 100 From the above table it was shown that about 89% of the people agreed to take up initiative and do extra work to exceed the expectation of the employer. 9. To perform to the optimum I’m provided with adequate resources like No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 58. computer, phone, workstation, stationary etc. Showing the response of employees, Particular No of samples Percentage Very Satisfied 18 60 Satisfied 7 23 Neither satisfied nor dissatisfied 0 00 Dissatisfied 3 10 Very Dissatisfied 2 06 Total 30 100 No. of Samples Percentage 0 20 40 60 80 100 No. of Samples Percentage
- 59. From the abovetable 83% of the people agreed that the company provides enough equipment for the employees to perform the work effectively. And only 16% of people had different opinion. 10. I feel physically safe in my working environment. Showing the response of employees, Particular No of samples Percentage Very Satisfied 15 50 Satisfied 10 33 Neither satisfied Nor dissatisfied 2 06 Dissatisfied 3 10 Very Dissatisfied 0 00 Total 30 100 No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 60. From the abovetable it is shown that 83% of the people were satisfied with the working environment in the organization and 10% of people had different opinion to this. 11. The process and procedures adopted by my company to evaluate and promote the employees is fair. Showing the responses of the employees, Particular No of samples Percentage Poor 2 6 Low 3 10 Average 5 16 Good 10 33 Excellent 10 33 Total 30 100 From the above table 66% of the people had a good opinion about the procedures adopted to evaluate and promote the employees and 33% of people had different opinion. No. of saples Percentage 0 20 40 60 80 100 No. of saples Percentage
- 61. 12. My supervisortreats me fairly in work related issues like acknowledges my work, open to hear my opinions and helps me develop to my fullest potential. Showing the responses of the employees, Particular No of samples Percentage Strongly agree 18 60 Agree 8 26 Neither agree Nor disagree 1 03 Disagree 2 06 Strongly Disagree 1 03 Total 30 100 From the above table we can conclude that 86% of the people had agreed that their supervisor treats the employees in a fair manner and only 10% of people had a different opinion. 13. In the workplace my co-workers give due respect to my thoughts and feelings and demonstrate a positive attitude. No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 62. Showing the responsesof the employees, Particular No of samples Percentage Strongly agree 15 50 Agree 10 33 Neither agree Nor disagree 2 06 Disagree 2 06 Strongly Disagree 1 03 Total 30 100 The above table shows that 83% of people had a healthy relationship with the coworkers and they demonstrate a positive attitude which helps the employee to share the ideas freely with them. 14. This organization provided as much initial training and on going training as I needed. Showing the responses of the employees, No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 63. Particular No ofsamples Percentage Strongly agree 17 56 Agree 10 33 Neither agree Nor disagree 3 10 Disagree 0 00 Strongly Disagree 0 00 Total 30 100 From the table it is shown that about 89% of the people agreed that the company had provided enough ongoing as well as initial training as needed. 15. The compensation is proportional to the contributions that I make. Showing the responses of the employees, No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 64. Particular No ofsamples Percentage Yes 22 73 No 8 26 Total 30 100 From the data available about 74% of the people agreed that the compensation was proportional to the contribution made by the employee. 16. In my company, I’m satisfied with the administration of compensation, benefits and reimbursement programs. Showing the responses of the employees, No. of samples Percentage 0 20 40 60 80 100 Yes No Total No. of samples Percentage
- 65. Particular No ofsamples Percentage Very Satisfied 5 16 Satisfied 10 33 Neither satisfied Nor dissatisfied 5 16 Dissatisfied 8 26 Very Dissatisfied 2 6 Total 30 100 From the above table it is shown that 49% of the people were satisfied with the administration of compensation benefits and reimbursement programs and only 32% of people had a different opinion. 17. In my company the overall benefit plan fulfills all mine and my family’s minimum needs. Showing the responses of the employees, No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 66. Particular No ofsamples Percentage Very Satisfied 9 30 Satisfied 7 23 Neither satisfied Nor dissatisfied 10 33 Dissatisfied 2 06 Very Dissatisfied 1 03 Total 30 100 From the above table 53% of the people were satisfied with the compensation paid by the company and 9% of the people were dissatisfied with the compensation benefits and 33% of the people were neither satisfied nor dissatisfied. 18. When it comes to compensation, my performance is a major yardstick. Showing the responses of the employees, No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 67. Particular No ofsamples Percentage Very Satisfied 5 16 Satisfied 7 23 Neither satisfied Nor dissatisfied 10 33 Dissatisfied 4 13 Very Dissatisfied 4 13 Total 30 100 From the above table 39% of people agreed that performance was the major yardstick to evaluate the compensation in the company. 19. I would like to recommend employment at my company to a friend. Showing the responses of the employees, No. of samples Percentage 0 20 40 60 80 100 No. of samples Percentage
- 68. Particular No ofsamples Percentage Yes 21 70 No 9 30 Total 30 100 From the above information 70% of people were willing to suggest a friend to join the company which shows a due respect towards organization. 20. I plan to continue in my company at least two more years. Showing the responses of the employees, Particular No of samples Percentage Yes 17 56. No 13 43 Total 30 100 No. of samples Percentages 0 20 40 60 80 100 Yes No Total No. of samples Percentages
- 69. From the abovetable 56% of people were willing to stay in the company for the coming two years, this shows the company had succeeded in retaining the employees. 4.5 Summary of findings. According to the survey 83% of employeesare satisfied with the job, this clearly shows that the most of the employeeshas a feeling of job satisfaction, which is the major factor for measuring the job satisfaction. The employeesin the organization have got a clear understanding about the leadership and planning. The report showing 60% and 40% on the care taken by leaders and confidenceon the leader’s respectively. A fair and good corporate culture and communication is maintained in the organization. Tough the communication part 70 regarding the financial status is comparatively low i.e. 66% this is No. of samples Percentage 0 20 40 60 80 100 Yes No Total No. of samples Percentage
- 70. due to theconfidentiality maintained by the company for several purposes,the treating of employeeshas gained 90% in the survey. As per the survey the employeesare aware of their role in the success ofthe organization, this is also a critical factor in the employee engagement.The report says 100% of people are aware of their role, 89% of people are willing to walk extra mile for accomplishing the goals. This is a positive attitude from the employee side. The working environment i.e. the place where employees work is also a major factor to be considering engaging the employees.As per the survey 83% of employeesgiven a positive response and are satisfied with the working environment. The relation with the immediate supervisoror sub ordinate is also a major thing for the employees to share their views freely. As per the survey the supervisors are given enough freedomfor employees to take decisionand there exist a fair relationship between the supervisorand employee. The major part where the employees are found dissatisfiedis the process and procedures inthe company to evaluate and promote the employees.The satisfaction level is 53%, a point to work on. As per the survey it is shown that, in the work place the coworkers give due respectto thoughts and feelings and demonstrate a positive attitude. The percentage of people agreed to this fact is 83%. The training and developmentis an important thing for the employees to getmotivated and engaged,as per the study 86% of people agree to the initial and ongoing training adopted in the organization. 71 Finally it comes to compensationand benefits now, any organization for that matter have a problem in satisfying the employees inthis issue. In the survey major differentiation are held
- 71. in this issuei.e. 26% of people doesn’tagree that compensationis proportional to performance and 27% of people doesn’tagree that compensationstructure full fill the needs of the family, and when it comes performanceas a yardstick for deciding the compensation 39% of people agreed to that. From the above findings we can conclude the following Belief in the organization. Desire to work to make things better. Respectfulof, and helpful to, colleagues. Willingness to ‘go the extra mile’. A perceptionthat the organization enables the employee to perform well. A willingness to behave altruistically and be a good team player. The above attributes demonstrate the high employee engagement. SUMMARY AND CONCLUSIONS 5.1 Summary of learning experience The following are some of the learning tasks that are experienced in the management training. 1. Learned how to interact with the employeeswhen they come for queries. 2. Good grip on the ms excel, due to making reports for attendance and other works. 3. Known the job profiles of differentdepartments in the corporate. 4. Experienced how to interact with the executives and managers in the hr department. 5. Experienced the problems of balancing of work life and study life. 6. Learned to coordinate in the events and made an active
- 72. participation. 7. Learned totake up responsibilities. 5.2 Conclusions and Recommendations CONCLUSION Employee Engagementis the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts Organizations in many ways. Employee engagementemphasizes the importance of employee communicationon the success of a business.An organization should thus recognize employees,more than any other variable, as powerful contributors to a company's competitive position. Therefore employeeengagementshould be a continuous processof learning, improvement,measurement and action. We would hence conclude that raising and maintaining employee engagementlies in the hands of an organization and requires a perfectblend of time, effort,commitmentand investment to craft a successfulendeavor. Employee engagementis the sum total of the work place behavior demonstrated by the people.Such behavior is characterized by: · Belief in the organization · Drive to work to make things better · Understanding of business context · Respectand support for others · Desire to learn new skills. The level of employee engagementaffects key results such as sales, customersatisfaction, and innovation and employee turnover. An engaged workforce is capable of delivering sustained differentiation and a significant competitive advantage. RECOMMENDATIONS Encouraging empowerment. Empowermentis the ability to make decisions within the work environment without having to get prior approval. Empowered employees feel
- 73. ownership for theirjobs and their roles in them. An improvementin this aspectis needed. Some kind of transparency must be maintained in knowing the business status of the organization. Meetings must be conducted at the end of financial year to create awareness in the employeesabout the financial status of the organization. There must be a clear picture for the employees in knowing the procedures of formulating the compensationstructure because major differentiationis seen in the satisfaction levels. A fair pay must be incorporated when performance is taken as the major yardstick. To take up feedbackperiodicallyfrom the employees regarding the motivation aspects and they must be given liberty to question for procedureson compensationif they are not satisfied. BIBLIOGRAPHY ReferenceBooks: 1. PersonnelManagement by C.B. Mamoria, C.S.Mamoria & Gankar. 2. Personneland Human Resource Management by 75 P. Subba Rao. 3. Human Resource Management by. Dr. P G Aquinas 1. Web site. www.google.com www.parleproducts.com
- 74. Annexure My name isMehak Katyal. I am pursuing my BBA in Mody Institute of Technology & Science,Rajasthan, as a part of my curriculum I am doing my project in PARLE PRODUCTS PVT. LTD These are some of the survey questionnaires on EMPLOYEE ENGAGEMENT; please take a few minutes to complete this study. QUESTIONNAIRE Name (optional): _________________________ Age: _________________________ Sex: _________________________ Experience: _________________________ 1. Overall, how satisfied are you with current job? (check one response) Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied 2. The leaders of the company care about the employees well being? Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied
- 75. 3. Do youhave confidence in the leadership of this organization? Yes No 4. Do you have a good understanding how this organization is doing financially? Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied 5. In the company the Employees are treated fairly regardless of race, color, gender, religion etc. Yes No 6. When working, your company inspires and motivates you to perform to the best of your abilities – every day. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 7. I understand the importance of my role to the success of the company?
- 76. Yes No 8.When it comes to the company’s success, I walk that extra mile and exceed the expectations of my employers. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 9. To perform to the optimum I’m provided with adequate resources like computer, phone, workstation, stationary etc. Yes No 10. I feel physically safe in my working environment Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 11. The process and procedures adopted by my company to evaluate and promote the employees is fair. Poor Low Average Good Excellent
- 77. 12. My supervisortreats me fairly in work related issues like acknowledge my work, open to hear my opinions and helps me develop to my fullest potential. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 13. In the workplace my co-workers give due respect to my thoughts and feelings and demonstrate a positive attitude. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 14. This organization provided as much initial training and on going Training as I needed. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 15. The compensation is proportional to the contributions that I make. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
- 78. 16. In mycompany, I’m satisfied with the administration of compensation, benefits and reimbursement programs. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 17. In my company the overall benefit plan fulfills all mine and my family’s minimum needs. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 18. When it comes to compensation, my performance is a major yardstick. Yes No 19. I would like to recommend employment at my company to a friend. Yes No 20. I plan to continue in my company at least two more years. Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
- 79. 21. Arethere any suggestions to improve your job satisfaction? ……………………………………………………………………………… ………………………………………………………………… Notes REASON OF PARLE-G MAINTAINING ITS PRICE OF RS.4.00 FOR MTHE LAST 25YRS???? • Low profit margin. • Decrease in weight per biscuit. • Bulk purchase of raw material. • Reduced wastage- 1% of the 115 TONES • Increased productivity. • Availability in remote places. • Avoid sophisticated packing. • 100g pack costing Rs 4 has net weight of 93.5g from Jan•2008. • Parle-G has seen the variation in sales due to increase in price. By mere 50 paise in 1995. Parle-Gfacts
- 80. If amonth’s production of Parle-G biscuits are stacked side-by-side, the distance between Earth to Moon of 7.25 lakh kilometres can be covered. 100 crore (1 billion)packs of Parle-G are produced monthly. Parle-G biscuits are sold in more than 50 lakh (5 million) retail stores. 4,551 Parle-G biscuits are consumed per second. Parle-G sells more than all the biscuit brands sold in China which is the fourth largest biscuit market in the world. From mid-90s to mid-2000 the price of Parle-G packs remained unchanged. Value for Money Parle-G is also a complete ‘value for money’ product. Parle-G has held its price line fixed from 1994 to 2008 to Rs 4 a pack. In 2008, the price was increased to Rs 4.50, but the company went back to Rs. 4 soon by reducing the weight marginally. Today Parle-G is available at Rs 1, Rs 2, Rs 3, Rs 4, Rs 5, Rs 10, Rs 20 and Rs 50. One of the major strength of the Parle-G biscuit is that the biscuit is available even in the most remote places in India. One can easily find a Parle-G pack in villages with a population of 500. Health Parle-G is rightly described as “Swad se bhara, swasthya se bhara!” meaning full with taste, full with
- 81. health. Besides itsuniversally likable taste, the biscuit is often carried by peoplesuffering from Low BP, which act as energizers in emergencies. People suffering from Diabetes too carry them to increase the glucose level in their body. Parle-G’s health platform makes the brand more popularamong common masses. A single pack of biscuit offers 450 calories. News Parle to launch premium glucose biscuit Sagar Malviya, ET Bureau May 14, 2012, 02.31PM IST Tags: Parle Products| Parle G Gold| Parle G| Mayank Shah| biscuit and confectionerymanufacturer
- 82. Parle Products, India'slargest biscuit and confectionery manufacturer, has entered the premium market by launchingParle G Gold to target the urban markets. Parle G is by far the leader in the glucose biscuit category for more than seven decades. Commenting on the launch of Parle G Gold, Mr. Mayank Shah, Group Product Manager, Parle Productssaid, "The glucose segment has not seen any action or any significant launch in last few years, thus making it a good time to launch Parle G Gold. With the consumer preferences and needs changing with time, we would like to offer them an option of premium glucose biscuit with richer formulation. Parle G Gold offers exactly the same to them. With this new launch we are looking at increasing glucose category by 15% over the next financial year." The new product is currentlyavailable in and around Mumbai and the company is planningto extend its presence for Parle G Gold, across India in phased manner.
- 83. Glucose is theone of the oldest category in the biscuit market, contributingclose to 35% in volume to the entire Indian market. Parle G dominates the glucose segment with 80% market share, catering to every spectrum of the society. The glucose category growth is 15%, which is largely driven by Parle G. The product is currentlyavailable in pack size of 100 grams at Rs.10 price point across kirana and modern trade outlets.