A

Project Report
On

“EMPLOYMENT ENGAGEMENT ACTIVITIES”

Undertaken
At

VADINAR POWER COMPANY LIMITED

(ESSAR)
Duration: From: 1st February, 2010
To: 30th June, 2010
Submitted to
SEMCOM COLLEGE
Vallabh Vidyanagar
In Partial Fulfillment of
Master of E-Business
By
Sagar Siddhpura
(Roll No: 56)
Master of E-Business
Batch 2008-2010

1
  Acknowledgement

I am Siddhpura Sagar student of SEMCOM COLLEGE doing Masters of E-Business at

Sardar Patel University, Vidhyanagar. Would like to place on record my sincere thanks and
gratitude to everyone in HR Department of VADINAR POWER COMPANY LIMITED
(ESSAR) it’s my privilege for having this opportunity to work for block placement training with
VADINAR POWER COMPANY LIMITED (ESSAR). It was a great learning experience for
me to work with this prestigious organization.

I hereby sincerely thank from the bottom of my heart to all the people who have given me their
support and encouragement throughout this training program.

I am most thankful to the VPCL head Mr. Kishor. B. Makadia and our department head Mr.
Srinivas Siripurapur and all other member of our Dept. without their guidance and support this
wonderful experience would not have been completed successfully.

I would also thank to all the member of personnel, administration and HR Departments for their
assistance and guidance provided to the during the period.

And also I would like to specially thank Mr. Vasant Chavada & Mr. Chandresh Somaiya.

Place:-…………………………….
Date:-…………………………….. (Siddhpura Sagar)

2
  Preface

A practical knowledge in a student’s life is very important. It helps a student to know the real life
situation and problems of life. Same is the case with the corporate world. Theoretical knowledge
is very much needed but practical knowledge is equally important. This practical knowledge to a
student is given in a form of training and sometimes theoretical knowledge too is being imparted
as information or knowledge sharing.

Training helps a student to interact with the experienced people of the corporate world and hence
learn more from them. Here, the student learns how to apply the theoretical knowledge in
practice.

Being a student of SEMCOM it was a very valuable and memorable experience at VADINAR
POWER COMPANY LIMITED (ESSAR) learn't the management subjects I practical, I came
across to various day to day activities of Human Resources departments in the Organization. This
wonderful experience has given me a new light to what I had studied.

3
 Certification

This is to certify that the aforesaid Professional student Mr. Sagar

D. Sidhpura of SEMCOM , Sardar Patel University, Vidhyanagar, has
successfully completed her INDUSTRY INTERNSHIP PROGRAM and
did project on “EMPLOYMENT ENGAGEMT ACTIVITIES” for the
partial fulfillment of the requirements of their course of MASTERS OF E
- BUSINESS in the field of HUMAN RESOURCE MANAGEMENT and
has completed with all the rules and Regulations during their course of
training from 1th February 2010 to 30th June 2010.

Mr. Srinivas Siripurapur.

Head Of Department -HR

(VPCL)

4
 INDEX

Sr. Particulars Page No.

No

1 Introduction of ESSAR Group 8

2 ESSAR Group Of Companies 9

✔ Essar Oil Ltd.

✔ Essar Steel Ltd.
✔ Essar Communication Ltd.
✔ Essar Shipping & Logistics Ltd.
✔ Essar Constructions Ltd.
✔ Essar Power Ltd.
3 History of Vadinar Power Company Limited 16

4 Details Of Organization 18

✔ Awards Received
✔ Company’s profile
✔ Objectives of VPCL
✔ Achievements of VPCL
5 Human Resource Department 23

6 Organizational Structure 44

7 Mission And Vision 49

8 Board Of Directors 50

9 Management Team 51

1 Literature Review
1.1 What is Employment Engagement? 53

1.2 Objective and Need Of Employment Engagement Activities 55

5
1.3 List Of Employment Engagement Activities 56

1.4 Detail Description Of Employment Engagement Activities 57

1.5 Selected Employment Engagement Activities for project 63

2 Research Methodology

2.1 Title 64

2.2 Rationale Of The Study 64

2.3 Scope And Coverage Of The Research Study 65

2.4 List Of Possible Objectives In The Study 65

3 Research Design

3.1 Data Collection 66

3.2 Research Tool 66

3.3 Sampling 66

3.4 Data Analysis And Interpretation 74

3.4.1 Questionnaire
3.4.2 Explanatory Notes
3.4.3 Tables

4 Findings of the Research Study 102

5 Suggestions and Recommendations 104

6 Conclusion 105

7 Bibliography 106

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 1. Introduction of ESSAR Group

The Essar Group is one of the India’s largest corporate houses with interests spanning the
manufacturing and service sectors in both old and new economies: Steel, Energy, Power,
Communication, Shipping & logistic, Constructions and other like Agrotech, Exploration. The
group’s value is app. US$ 60 billion (270000cr) with a total employees turnover of around 40000
people. Strategic investments made by the group over the past decade have resulted in the creation of
tangible and intangible assets that are at the heart of the Indian economy.

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With a firm foothold in India, the Essar group has been focusing on global expansion with projects
and investments in Europe, North America, the Caribbean, Africa, the Middle East and South East
Asia. Privately owned and professionally managed, the Group is judicially invested in the
commodity, annuity and service business.

The group takes pride in being a high-performance multinational organization, providing world class
services and products. Manned by a highly efficient and dynamic team of employees, the group is
growing stronger day by day. As a committed corporate citizen, the group provides unwavering
support to the community as well as initiates social and ecological drives that have a positive impact
on the society. EGL’s abiding philosophy is to be a low cost, high quality, technology driven group
with innovative customer offering.

Essar Power is the India’s first independent power plant and first multi-fuel plant. It operates five
power plants with a combined capacity of 1,200 MW in three locations across India and planning to
enhance their generating capacity to 6,000 MW. Essar Power is exploring opportunities for new
projects based on thermal, wind and hydro energy.

2. Essar Group of Companies

 Essar Oil Ltd.

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ESSAR oil is a fully oil company of international standards, covering size, scale, the entire value
chain from exploration and production to refining and retailing of petroleum products.

Its 10.5 million metric tons per annum refinery at Vadinar in Gujarat has been built with state-of-art,
contemporary technology and will have the capability to produce petrol and diesel suitable for use in
India as well as advanced international markets.

Essay’s strategy of commissioning is retail outlets as well as bulk consumers.

 Essar Steel Ltd.

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ESSAR steel holdings limited is the largest integrated steel producer in western India and has full
control over the entire process of manufacturing- from iron ore to ready-to-market products. Essar
Steel produces highly customized value added products catering to wide variety of products
segments including roofing, automobiles, oil and gas, shipbuilding, fabrication and white goods
where they compete with the best players in international markets.

Essar Steel’s “24-carat steel” brand is one of the most trusted brands in the steel industry.

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  Essar Communication Ltd.

India is emerging as the major Information Technology centre in the world. The IT sector is expected
to become the next wealth creating engine. In order to be part of the global business process
outsourcing revolution, Essar has created a strong presence in this sector in the US and India with
Aegis communications group. Aegis has call centers and IT operation in the USA and India and
employs over 9000 people.

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  Essar Shipping & Logistics Ltd.

It is a leading integrated logistics provider for steel mills, oil refineries and thermal power generation
companies across the world. Essar shipping and Logistic operates in five main business areas:

1. Essar shipping:

2. Vadinar Oil Terminal:

3. Essar Logistics:

4. Essar Bulk Terminals:

5. Oil field drilling services:

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  Essar Constructions Ltd.

It is a leading company with over 30 years of experience in creating the backbone of India’s
infrastructure. The company has expertise in industrial projects, civil and irrigation projects,
pipelines, marine projects and highways and expressways. Essar construction has entered into
strategic alliance with Indian and multinational organization and employs over 1000 skilled trained
engineers with specialized construction equipment.

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  Essar Power Ltd.

ESSAR power holdings limited set up India’s first new generation independent power project at
Hazira, India in the early 1990s. Essar power is operating four power plants with capacity of over
1000MW at HAZIRA near Surat, VADINAR, near Jamnagar and VISHKAPATNAM, Andhra
Pradesh.

The 515 MW natural gas fired combined cycle has consistently set new standards of excellence in
the Indian power sector and meets the highest operating benchmarks. This environment friendly
plant operates with a plant availability factor in excess of 94%. Essar, with its proven experience of
developing power projects is well positioned to implement the large sized power projects. Essar
Power is also foraying in to wind energy generation with cohesive integration of consultancy, design,
manufacturing, installation, operation and maintenance services. Essar Power is setting up a
2000MW power plant in Mahan coal block of Singrauli district in the state of M.P.

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PLANT LOCATION:

HAZIRA:

515 MW combined cycle power plant.

500 MW captive combined cycle power plant for Essar Steel

VIZAG:

32 MW coal based power plant

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History of Vadinar Power Company Limited

VPCL was established in the year of 1998 along with refinery to manage internal steam & power
requirement. The capacity of the plant is 120MW equivalent, 175 TPH*3 oil fired boilers,
38.5MW*2 steam turbines, feed water and steam supply to refinery. The main objective of the
company is to continuously supply power & steam to the refinery for their operation. The present
focus of VPCL is in the expansion projects that they have undertaken. Also the administration office
at VPCL is under construction.

There are mainly four departments in any company which includes Operation, human resource,
Finance, marketing.

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In VPCL Operation management includes management of resources, operation control, planning,
safety and security, competency management, performance management. For maintenance of the
plant there are three main departments like, Mechanical, Electrical, Instrumentation & Control.

Human resource management includes manpower planning, recruitment & selection, training &
development, performance appraisal, employee welfare activities, employee engagement, etc. There
are many Essar power initiatives like, Gemba Kaision, manter-mantee meet, Guru-Shisya
relationship, etc. are followed by the VPCL.

Major Financial decisions are taken from the Mumbai Essar House. While in VPCL activities like
Tax Compliance Mechanism, MIS Report like Monthly balance sheet, Bank reconciliation statement,
IRGR report, Vender aging report, group company reconciliation statement.

As VPCL is generating power only for refinery there is no any marketing department.

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Details of Organization

Awards Received:-

➢ "Shreshtha Suraksha Purskar" from National Safety Council. (2001)

➢ Gujarat State Safety Award Certificate of appreciation , (1999 & 2000)
➢ National Safety Award – From British Safety Council (1998,1999 & 2000)
➢ Sword of Honour - From British Safety Council , (Oct. 1999)
➢ Five Star Rating - From British Safety Council , (May 1999)
➢ Yogyata Praman Patra - From National Safety Council , (1998)
➢ International Safety Rating System (ISRS) level 3 By DNV (1997)

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Company’s Profile

Name : Vadinar Power Company Limited

Address : P.O. Box No. 24,

Head P.O. Khambhaliya,
Dist. Jamnagar – 361305
India.

Registered office : Refinery Administration Building,

Khambhaliya Post,
Dist. Jamnagar – 361305
India.
Ph: +91 2833 241 444
Fax: + 91 2833 241 414

Telephone No. : + 91 2833 241 444

Fax No. : + 91 2833 241 818

E-mail : essarpower@essar.com

Website : www.essar.com

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Year of Establishment : July 2006.

Auditors of Company : S.R.BATLIBOI & Co.

Banker of Company : Punjab National Bank, AXIS Bank Ltd.

Raw Material : Fuel Oil, Fuel gas, DM Water,

No. of Employees : 145

Size of Unit : Large Scale

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Objectives of VPCL

➢ The main objective of the company is to continuously supply power & steam to the refinery
for their operation.

➢ It should be an efficient co-generation power plant.

➢ Situational availability of boiler, turbine.

➢ 100% Compliance for employees through PME (Pre-Medical Examination) and fulfill all
legal requirements for employees.

➢ Aim for zero leakage for environmental safety.

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Achievements of VPCL

➢ Near Miss Award given by Health Safety Environment Forum (HSEF) because VPCL
reported 169 near misses.

➢ 100% compliance in cross functional model.

➢ Operational Excellence – Silver Band Award.

➢ 1st first Winner in Fire Quiz.

➢ 100% PPE Compliance audit.

➢ 99% Safety audit compliance Jun-2007.

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 Human Resource Management

Any organization needs basically six inputs to run the organization smoothly. They are man,
money, machine, market, material and method. Outputs of these human resources are the most
important inputs. They differ from other inputs like feelings, emotion, and sense of job satisfaction,
motivation etc. The personnel function can be broadly defined as “Management of people at
work.”

In past time, there were not given due importance to Human Resource management in Indian
Industrial scenario. At present, Human Resource management is being given its due importance and
has become a Key decisive functional arm of the management.

Employees are considered as assets of the company. The success of any company depends
on the manpower. The Manpower of the company is the differentiating factor in every organization.
If employees are efficient enough, it leads to efficient organization. Employees holds key place in an
Organization. So Management of the employees is one of the very important & critical tasks of
company.

Manpower management is that part of management progress which is primarily concerned

with the human constitution of an organization. It is rightly said, “Manage your men; men will
manage your all work.” A man is the heart of the unit and make organization living.

The department has to obtain and maintain the efficient workers to achieve profitability of the
firm and get man for right job, at right time and at right place. Lawrence therefore wrote,
“Management is the development of people and not the direction of things.”

23
Levels in the organization

CEO/Director

Senior Vice President

Vice President

General Manager

Joint General Manager

Deputy General Manager

Senior Manager

Manager

Deputy Manager

Assistant Manager

Engineer / Executive

Trainee
24
fig.3.2.1: levels in organization *Source: HR Dept., VPCL

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Manpower Planning

✔ The success of an organization depends largely on the quantity and quality of its human
resources.

✔ No organization can be successful in the long run without having the right number and right
kind of people doing the right jobs at the right time.

✔ Procurement of the right kind and right number of personnel is the first operative function of
human resource management.

✔ Before selecting the right man for the right job, it becomes necessary to determine the
quantity and quality of people required in an organization.

✔ This is the function of human resource planning or manpower planning. Human resource
management begins with manpower planning

✔ If the proper manpower planning is not done in the organization then there may be the over
staffing or the under staffing and because of that the human resource is not utilize properly.

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Job Analysis

Job analysis is the process of gathering relevant job information and determining the component elements of
a job by observation and study. It is a scientific study and statement of all facts about a job revealing the tasks
included in a job, duties, abilities, responsibilities, working conditions, skills and knowledge required to
perform the job and its relations to other jobs.

There are two components of job analysis: -

I. Job Description
II.Job Specification,

That is written statement of the work to be performed by job (the job description), and the skill and knowledge
which must be possessed by any one filling the job (job specification). The information of job analysis is
recorded on two forms to make a permanent record. One form is termed as job description and the other form
is called job specification.

Job descriptions contains the information such as job title, location, job summary, duties, machines equipment
tools, materials and forms used, supervision, working conditions, hazards, etc…

Job specification contains the information such as qualification to do the job which contains the information
of education qualification, experience, training, judgments, initiative, physical efforts and skills,
responsibilities, communication skills, emotional characteristics, special demands such as sight, smell,
hearing, etc…

In VPCL the higher authority assigns the work to his subordinates and every employee is assigned where
employee is responsible to his supervisors. A job record is also maintained.

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Recruitment & Selection

Recruitment:

Recruitment is to make prospective candidates apply for a vacancy and employ them by contacting
various sources. It is to be made when an enterprise is established; employee resigns, dies or retires.
It can be possible in following sources:

Sources of recruitment:

Recruitment in VPCL:

For recruitment of employees, VPCL uses internal as well as external sources which are as
following;

Internal Source for VPCL

In this they promote employees at higher post as a part of internal recruitment. This promotion is
given on the basis of work experience. Because of Internal Recruitment, company can get benefit of:

➢ Lower Cost Of Training

➢ Lower Rate Of Labor Turnover
➢ Healthy & Progressive Atmosphere

External Sources for VPCL

As every place can’t be fill with only internal source, there are following external sources use by the
VPCL.

➢ Placement Agencies:
The Location HR head may shortlist two or three competent placement agencies based on their
past record, experience and domain expertise. The profiles of such agencies shall be forwarded to
Business HR Head for enrolment. Only after formal agreement of enrolment is issued to an
agency, the HR will start working with the agency. Use of placement agencies should be
minimized as far as possible.

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➢ Campus Recruitment:

Campus recruitment would be centrally co-ordinate by Group HR in order to leverage common

resource and contracts with leading campuses. Like, for power engineers they are going to the
NTPI.

➢ Recruitment Advertisements/Walk-ins:
Advertisement is an effective medium when the number of people required is high, the candidate
profile is homogeneous and the target group is widespread. HR may work out advertisement
campaigns in liaison with functional heads/corporate communication group based on large or
critical requirements. All advertisements for M4 and above level positions shall need approval of
Business Head/Business HR Head; for other positions, approval of Business HR Head will be
needed.

29
Selection:

Selection means to select the proper candidates from the application received. Selection is to test the
knowledge and skill of candidates for a specific job. The success of an enterprise depends upon more
on its personnel. So, selection of proper candidates is necessary. It can be done in the following way:

Selection Process

Application blank

Short Listing

Preliminary Interview

Reference Check

Final Interview

Selection Of Job

Final Selection

Selection process *Source: HR Dept., VPCL

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Interview Panel

The selection / interview panels for different levels of positions shall be as follows.

Senior Management Each candidate is put through a panel interview which constitutes of 3-4 top
management professionals in their respective fields.

M 01 - M 02 Positions

2 Functional experts (1 internal and 1 external)

Business Head or CEO

Group President Human Resources

Promoter Director

M 03 - M 04 Positions

2 Functional experts (1 internal and 1 external)

Business Head or CEO

Group President Human Resources (only in case of M-03)

1 Human Resources representative from the relevant business

31
Process:

Each panel is managed by a senior lead facilitator who anchors the assessment and recruitment
process. The Talent Acquisition coordinator anchors the mandate and assists to smoothly facilitate
the process the essence of the panel is to effectively evaluate each candidate in a comprehensive and
consistent manner. The process aids in quicker decision making and also provides quick convergence
of opinions on each candidate.
The panel interview format is being utilised for all the senior management hires across the Essar
group.

Middle and Junior Management

Grade Panel Members

M5 Business Head, Corporate Function Head / Location Head/ Business
HR Head
M6 , M7 Location Head, Location Function Head, Location HR Head, Business
HR Head
M8, M9 Location Head, Function Head, Location HR Head
M10, M11 Functional Manager / Head, Location HR Head

Selection of Middle & Junior Management *Source: HR Dept., VPCL

Induction

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“Induction is the process of receiving & welcoming an Employee when he first joins a company &
giving him the basis of information he needs to settle down quickly & happily & start Work.” –
Michel Armstrong

Purpose of Induction:

➢ Promote among old employees

➢ Build up confidence of new Employee
➢ To give necessary Information about company to new employees
➢ To faster a close and cordial relationship

Induction in VPCL:

Company also has Induction Program to promote new comers. The induction program of VPCL
employees is conducted at Hazira. In unit the candidate is given information on which he has to work
& perform his duty. Company gives information to employees about:

➢ Company’s Organization Structure

➢ Brief History & Operations of the Company
➢ Rules & Regulations and Daily work Routine
➢ Working Method & Discipline of the Unit
➢ Training & Promotion Policy
➢ Benefits & Services to Employees

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Training & Development

Training is the process of increasing the knowledge and skill for doing a particular job it is an
organized procedure by which people learn knowledge and skill for a definite purpose. The purpose
of training is basically bridge the gap between job requirements and present competence of an
employee. Training is aimed at improving the behavior and performance of a person. It is never
ending or continuous process. Training is closely related with education and development but needs
to be differentiated from these terms.

Process of Training

Training needs Assessment

Designing T & D Program

Implementation of Training Program

Evaluation of Training Program

Process of training *Source: HR Dept., VPCL

These activities are performed at two level viz. Management Development at corporate level and
training at unit level. Both on the job training and off job training are provided to the employees as
per their requirements.

Essar has establish its Learning Center at HAZIRA which takes care of the training needs of the
employees based on the identification by CHR which is based on performance appraisal from
different business group. A CALANDER is then prepared by training programmers by fixing dates
and the areas of training.

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This calendar is prepared for a full financial year at a time. For some specific business requirements,
unit may decide to allocate its employees for training abroad. It includes programme date, venue,
level & strength of participants, faculty, objective of each course, content of each course, and
methods of training.

Training part is divided mainly into three parts viz. Technical, Functional Skills and General
Behavioral Training.

Technical Training is given to the employees for Quality assurance, Engineering knowledge,
Product Process and Equipment Expertise.

Functional skills Training is given to the employees for Industrial relations, Material management,
Taxation, Total marketing cost management, Contracts law,Zero based budgeting, etc.

General Behavior Training is for Executive leadership, Presentation & Public speaking, Stress
management, Time management, Negotiation skills, Communication & Counseling.

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Performance Appraisal

Performance appraisal is the process of assessing the performance and progress of an employee or of
a group of employee on a given job and potential for the future development it consists of all formal
procedures used in working organization to evaluate personality. The treads nowadays is in the
direction of attempting to measure what the man does (Performance Appraisal) rather than what he is
(Merit Rating) - to measure what is the output rather than what is input.

It is a process of obtaining, analyzing & recording information about the relative worth of an
employee. Performance Appraisal evaluates the Performance of employees by quantitative factors
such as quantity of output and rejected output, standard of work Etc…

Performance appraisal in VPCL done on the basis of the following ratings:

The Key Performance Indicators (KPI) & Key Results Area (KRA) is a tool to measure the appraisal
of any employee in the organization. They use a five point training scale in Essar, suggestive of
individual performance; each rating is differently defined as given below. The final overall rating is a
combination of individual performance and relative ranking and is based on the same 5 point scale.
There is an Executive Development Review (EDR) process which helps in developing the employees
through training which also demands feedback.

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Rating 5: performance redefines organization standards redefines her/his role. Performance is
unprecedented / rarely observed and sets a new standard or benchmark for the organization.

Rating 4: Performance significantly exceeds expectations is able to significantly exceed the target /
goal set at the time of the goal setting exercise.

Rating 3: Performance meets expectations are able to meet the target / goal which was set at the
time of the goal setting exercise.

Rating 2: Performance needs improvement is unable to fully meet the target / goal which were set at
the time of the goal setting exercise.

Rating 1: Performance far below expectations is unable to meet the target / goal which were set at
the time of the goal setting exercise.

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Grievance Handling System

Grievance is any dissatisfaction or feeling of injustice in connection with one’s employment situation
that brought to the attention of management the best approach towards grievances is to anticipate
them and take steps to tackle them before the grievances assume dangerous proportions. An ordinary
manager redresses grievances as and when they arise. An excellent manager anticipates and prevents
them. Managers can know and understand grievances with the help of the Exit interview, opinion
surveys, open door policy or management by objective.

In Vadinar Power Co. Ltd. talking about the grievance handling system. The grievance is handled by
the supervisors. If any employee is not satisfied, grievance is being send to department head if yet
not satisfied, it send to HR Head. If yet not satisfied, it send to Plant Head. If yet not satisfied, they
are sent to the Corporate HR. The problems of the employees and workers are discussed by the
respective head of the department and are solved immediately as fast as possible.

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Employee Welfare & Services

The human resource is so much important because it is the asset of company and has good staff of
employees therefore it can get the competitive edge. Employee will work hard only when the
employee are treated properly and taken care by the management. The employee has the feeling, so
organization should consider their feeling and do well thing for them. If organization try to do well
thing for the employee, they will feel that organization care of them and they will work with full
enthuse. That is why the employee welfare program is developed. Employee welfare means doing
well for the workers.

It also includes Recognition programs, communication facility, employee engagement program,

canteen facility, Essar club, group personal accident policy, transportation, retrials benefits, CUG
facility, and reimbursement of daily allowances.

Leave policy

It includes following:

Earned leaves: 24 days

Medical leave: 12 days

Maternity leave: 12 weeks

Students leave: 3yrs

There are other rules that have to be considered for applicability of this leave. It include employee
must be permanent, must not retire before five years and like that.

Probation base employees are not allowed to take maternity leave or student leave.

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Open door policy

Its main aim is too sought out any problems at its starting phase. Every employee is allowed to
communicate with superior and say his problem. Essar also provide Mentor for fresher and a buddy
for experienced one.

It also has steps which are as follows:

➢ Frank discussion
➢ Investigation
➢ If matter is confidential then employee can directly contact HOD
➢ Then matter sent to HR department.
➢ Then to CEO of the division.
➢ Ultimately to corporate HR.

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Four Portals of Essar Power Co. Ltd.

I. Horizon
II.Harmony
III.Third Eye
IV.Gurukul

I. Horizon

1. On Boarding Module

Based on theme of “Through the looking glass”, this on boarding module takes you on an
exciting journey you get acquainted with Essar.

2. Internal Job Posting

Internal Jobs and requirements check out what’s available currently.

3. Recruitment management system

A portal to give recruiters access to the available human resources in the market.

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II. Harmony

Essar Harmony is employee’s guide to developing a positive attitude that helps them to
handle anything life throws at them. They can expect to find a whole array of initiatives.
Physical and mental fitness, insights into growing relationships, counsel on how to banish
stress, opportunities to express their views. Harmony will continuously create new
programs for employees.

1. Essar Wellness – A slice of good life.

A slice of good life is a holistic fitness program that works out exactly what you need in terms of
physical exercise and dietary inputs to stay healthy. You set the goals, they keep you motivated.

2. Employee Assistance Program (EAP)

Essar’s Employee Assistance Program (EAP) is an absolutely confidential helpline.

Professional counselors can be easily accessed through telephone and email.

3. HRiday

Essar brings to you “HRiday” the Essar 1HR e-communiqué communication lies at the heart of
HR, HRiday is the outcome of the many voices of 1HR to leverage the communication platform
and share learning, latest in reading insights, views reviews and of course our collective
experiences & some sharing.

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III. Third Eye

1. Compensation and benefits

A one stop shop for all the questions the employees ever had about compensation and did not
know how, or whom to ask. Be it different tax forms, a handy tax calculator or even just
a list of useful links to browse through. Employee will find it here.

2. HR Policies
Find out about all the policies that impact the employees work, life and career.

3. Touch Point
A director of all the important touch points. It’s a complete list of all the people that the
employees would require to get in touch with regarding your reimbursement and payroll work
tools, travel, administrative etc.

4. Important Dates
Find out which holidays are coming up, when to schedule that quick weekend break, or
your due dates for filing tax returns.

5. Forms & Templates

Forms and templates for employees to download and print, straight off their desktop. A library
of all the HR forms and Tax related forms. Browse through the sections and avail of
them as word documents/pdf. files, for easy reading and printing.

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IV. Gurukul

1. Performance Management at Essar

In Essar’s journey to words excellence and growth Essar has always believed that PEOPLE are
“key” we are committed to providing environment that is encouraging and nurturing appreciation
of talent and enterprise and one in which our employees can do great work have fun and grow
professionally as well as personally.

2. Executive Development Review (EDR)

EDR establishes a process that identify employee potential and strength, further develops their
skill and abilities and prepare them for advancement, all while retaining and engaging them to
ensure a return on the organization training investment.

3. Learning Management System (LMS)

Learning @ Essar is a constantly involving process driven and owned by employees who need to
adopt and grow with the changing business environment. At Essar they firmly believe in
facilitating a learning and nurturing culture.

4. Cadres Programs @ Essar

While recruitment from outside the company for leadership / senior position may seem like a
solution. It is certainly one for the short term for long terms an organization must build develop &
maintain a pipeline of skilled persons & prepare leaders from within the company.

44
Initiatives taken by Essar Power

I. For the people, by the people – Gemba Kaizen at Vadinar

Kaizen is a culture of sustained continuous improvement; Gemba means workplace – in our case, the
shop floor. Gemba Kaizen is a systematic approach to identifying, reducing and eliminating
undesirable conditions in the workplace. It is a commonsense low cost approach for improvement in
the workspace, be it the physical environment or equipment related.

At VPCL, it is aimed at improving productivity by finding unsafe and undesirable working

conditions and addressing them immediately. And it is done by all employees from unit head to
workman collectively, on the shop floor. Leakages, safety related concerns and repetitive
maintenance issues are discussed at the site itself and immediate corrective actions are taken.
Repetitive concerns are tackled with group discussions.

The Kaizen strategy starts and ends with people.

Overtime, we find that senior executives, managers and engineers are getting distanced from the
workspace and the plant. Gemba Kaizen helps us bridge this gap. On the one hand, the Plant head
and managers get hands on understanding about running equipment as well as house keeping issues.
On the other, we get to utilize their experience and knowledge with respect to the equipment.

The greater achievement of this activity lies in what it does for the PEOPLE and the team. The very
fact of Unit Head, managers, engineers and workers working together on the same job develop
closeness within the team, and trust with subordinates. In turn, it creates a culture of openness

45
between employees and management, allowing them to freely give suggestions or air their
grievances, if any.

Cumulatively, this creates momentum for continuous improvement in one’s professional and
personal space, leading to improved productivity. All this is achieved, by following a few simple
steps and at no extra cost to organization.

II.Open Houses show the way

At Essar power, open house is our tool of choice for downward communication simply for its ability
to create a climate of transparency, openness and shared mission in the business. Open houses are
conducted for associates, every quarter, at each of the sites; Hazira, Bhander Power, Vadinar, Salaya
and Vizag. The open houses are addressed by respective plant heads of the location. Some of the
areas covered are: overview of business performance, progress on current projects, overview of plant
operations and safety performance, employee engagement and other HR initiatives.

We strongly believe that this platform enhances the bonding among associates and facilitates the
process of free flow of communication on many facets of business plans and its implementation.

III.Mentor-Mentee Meets a Power initiative

Mentor-Mentee Meet (MMM) is a unique initiative of the Power HR Team. MMMs were organized
at different locations, for the young budding engineers who have joined us from various NPTI
campuses in this year. MMMs were organized at a Hazira, Vizag, Salaya and Vadinar during the
year.

To facilitate team bonding, Mentors and Mentees are made to play a number of games: Fix the
target, Run for the mentor, and Mentor- Mentee Co-ordinatia. Winners are awarded with goodie bags
which they share with their mentor’s family.

The MMMs concluded with gala dinners where Mentors, Mentees and their new extended families
shared a feeling of oneness and solidarity. Follow up MMMs are also organized regularly during the
year.

46
MMMs provide a platform for Mentees to interact not only with Mentors but also their families in an
informal ambience, where they get to know more about each other and share each other’s
expectations. All this intended to help shed psychological boundaries and enhance understanding for
each other for a long term mutually beneficial relationship.

IV.Celebrating the Guru Shishya relationship

Essar’s coaching & Mentoring initiative is an integral part of a professional learning experience that
is unique in the corporate world. So are the Essar Starfish Awards for coaching and Mentoring
Excellence.

Essar Starfish Awards are given to the best mentors in the group. The recipients are identified by
individual coaches and mentees who, by sharing their outstanding experiences and stories, enable
their coaches and mentors to win.

V.Oriented towards success

The induction programme begins with an ice breaking session. Through multimedia presentations,
associates are introduced to the group, its history, past performance, present business operations, new
business initiatives and developments. They also gain an orientation to plants and assets across the
country. A visit to the entire facility at Hazira is a major part of the progarmme.

47
The induction programme concludes with an informal evening get-together of all heads of
department and other senior associates over dinner.

VI.Outward bound, to look inward

It is very important for any group of people to work as a team in order to succeed, especially when
faced with adverse conditions. When we work together we redefine limits and there is no end for our
achievements.

Out bound Training (OBT) programmes have proved to be very effective to help unlock the hidden
potential within people. OBT programmes are intended to break the rules of traditional classroom
learning. Participants are engaged in adventurous activities in around the location. The outdoor
location is a practical laboratory for testing, demonstrating and analyzing behavioural skills.
Participants learn to work together and how to synchronize activities within the team.

VII.Fun @ Work

World of celebrations

Team-HR at Essar Power leaves no stone unturned in making the life of their employees joyful and
lively. They take great joy and pride in celebrating the special day of their employees. Be it his
birthday, wedding anniversary, or his spouse’s birthday, a card and cake is sent to one’s residence.
This gives them a sense of belongingness and solidarity.

Festivals are celebrated with equal enthusiasm whether it is Holi or Christmas. They extract time
from their daily routines and gather to celebrate these festivals together.

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Fun @ Work committee

Essar Power has set up Fun @ Work committees at each location. Each committee comprises associates from
different departments at the respective locations. The committees work with the sole objective of improving
the overall working environment and making it enjoyable.

The committees invite inputs from employees and launches facilities, like dining, recreation, celebrations and
plant upkeep. Fun @ work committees also organize cricket matches and run movie clubs for employees and
their families. Equal emphasis is placed on health and fitness. Seminars and workshops on yoga and healthy
living are regularly organized.

Computer Application in HR

➢ SAP – Systematic Application Product in HR. It is a German based Co. providing specific
computer application knowledge.

➢ Payroll in HR modules.

➢ Time Function modules.

➢ DMS (Document Management System).

49
Vision and Mission

Vision

“We will be a respected global entrepreneur, through the power of Positive Action.”

Mission

“We are committed to innovative growth, through our personal passion, reinforced by a professional mindset,

creating value for all those we touch.”

50
 Board of Directors

Shri. Shashi Ruia Chairman

Shri. Anshuman Ruia Promoter - Director

Shri. Rewant Ruia Promoter - Director

Mr. A. K. Srivastava Managing Director

Mr. S. V. Venkatesan Independent Director

Mr. K. V. B. Reddy Executive Director

Mr. S. J. Coelho Independent Director

Mr. R. K. Narayan Independent Director

Mr. Mukul Kasliwal Independent Director

51
 Management Team

Mr. K. V. B. Reddy Executive Director

Mr. B. C.P. Singh CEO, EPGL

Mr. R. P. Gupta CEO, Essar Power MP Ltd.

Mr. T. S. Bhatt Senior VP Operation

Mr. V. Suresh Chief Finance Officer

Mr. Anil Matoo Head HR & Administration

Mr. Rahil Burhani Chief Information Officer

52
53
 Employment Engagement
Activities

1. Literature Review

1.1 What is Employment Engagement?

Employee engagement is the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee is aware of business context, and works with
colleagues to improve performance within the job for the benefit of the organization. It is a positive
attitude held by the employees towards the organization and its values.

Employee engagement is the thus the level of commitment and involvement an employee has
towards their organization and its values. An engaged employee is aware of business context, and
works with colleagues to improve performance within the job for the benefit of the organization. The
organization must work to develop and nurture engagement, which requires a two-way relationship

54
between employer and employee.’ Thus Employee engagement is a barometer that determines the
association of a person with the organization.

HR practitioners believe that the engagement challenge has a lot to do with how employee
feels about the about work experience and how he or she is treated in the organization. It has a lot to
do with emotions which are fundamentally related to drive bottom line success in a company. There
will always be people who never give their best efforts no matter how hard HR and line managers try
to engage them. “But for the most part employees want to commit to companies because doing so
satisfies a powerful and a basic need in connect with and contribute to something significant”.

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are:-

1. The employees and their own unique psychological make up and experience

2. The employers and their ability to create the conditions that promote employee engagement

3. Interaction between employees at all levels.

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of
people: - Engaged-" Engaged " employees are builders. They want to know the desired expectations
for their role so they can meet and exceed them. They're naturally curious about their company and
their place in it. They perform at consistently high levels. They want to use their talents and strengths

55
at work every day. They work with passion and they drive innovation and move their organization
forward.

Thus it is largely the organization’s responsibility to create an environment and culture conducive to
this partnership, and a win-win equation.

1.2 Objective and Need of Employment Engagement Activities

• To find a way to enable everyone in the organization to 'show up'!

• To connect "head and heart" connect every person's daily activities (and results) to the
organization's goals.

• To grow the people, grow the business!

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 • To understand what the people aspire to and empower them to reach it--it is their
aspirations that make them unique, and they are most engaged when working towards
them.

• To make it an essential work of the role of all leaders in the organization to create the
conditions that encourage, maintain and improve employee’s performance.

• To provide direction, purpose and inspiration.

• To connect the person's work to the company's goals, know the employees at a
personal -- not just work -- level, and provide measurements for the work so the
employees know on their own they are succeeding.

• To create shared values that will inspire people to manage themselves rather than
needing to be managed, to the mutual benefit of individual, manager and organization
alike.

• To treat people with sincere courtesy and respect.

1.3 List of Employment Engagement Activities

S.NO. Brand Activity Frequency

1 Town Hall Once in quarter

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2 Spot Reward & Recognition Recommendation

of HOD

3 Mentorship Program (MMM) Once in a Month

4 SPARSH - The Touch Once in a Month

5 Knowledge Circle Once in a Month

6 Fun @ Work Meet Once in a Month

7 'Buddy - DOST' Program As an when new

associates join

8 Aagman - I&I Program As an when new

associates join

9 Power Idea

10 Campus Connect Once in a Year

11 Power Proficiency Program Quarterly

12 Bol Bindas Once in a Month

13 PRAYAS Once in a Month

14 GEMBA Every Saturday

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1.4 Detail Description of Employment Engagement Activities

1. Town Hall
This communication forum enables senior leaders to share the organizations goals, vision and
future path. It also aims at resolving the queries and issues of the employees and thus ensuring
transparency and clarity.

Such open forums encourage associates for information sharing, voicing their opinions &
suggestions, clarifying doubts, and bonding with all employees at large.

All the new policies or developments are discussed at length queries and suggestions by associates
are circulated & addressed through tracker.

2. Reward & Recognition

“Rewards & Recognition” program recognizes & rewards our associates for their outstanding work,
initiatives, efforts, contributions, behavior and leadership qualities displayed.

The policy is uniformly applicable to all regular employees from M-11 to M-07 across locations of
Power business group subject to meeting specific conditions mentioned for each Reward system.

The various rewards included in our recognition program are:

 Power Spot Award

 Power Shine Award
 Power Excellence Award

The winners of R & R program are announced through internal mail and their photographs appear in
our in-house magazine PoweritE.

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 1. Mentorship Program (MMM)
Mentorship program is in practice in order to reinforce our commitment towards nurturing and
developing young talent.

It is a systematic process of using the experience and expertise of senior managers to create
opportunities for growth for potential young talent.

This program creates a culture of continuous learning and development. It helps young talent adapt
themselves to the organizational culture and goals.

The program’s main purpose is to facilitate the building of talent pipeline and groom young talent
through the selected team of skill transfer managers for preparing them to perform and take-up
higher responsibilities.

2. SPARSH - The Touch

Sparsh aims at facilitating the process of communication between senior leaders and associates.
Sparsh takes the form of a freewheeling conversation and discussion over lunch or dinner and is
aimed at associates who do not otherwise have direct interaction with senior leaders.

Associates who do not otherwise have direct interaction with senior leaders are selected to have
direct interaction with them over lunch or dinner.

Post this interaction feedback is trapped from both senior leaders and the associates and necessary
actions are taken.

3. Knowledge Circle

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 “Knowledge is like a garden: if it is not cultivated, it cannot be harvested”

Each one of us are “best fitted to give advice” in our jobs and areas of expertise. It opportunity to
bring and share our knowledge, expertise, information, facts and our learning’s with our fellow
colleagues.

It is the process of capturing and sharing an organizations collective expertise to fulfill its mission
through the organization’s most valuable asset – the collective expertise of its employees.

Knowledge Circle acts like a library which provides valuable information on a given subject. It is a
medium where information can flow not only from tokp to bottom but across organizational lines. It
provides an opportunity to build a collaborative, innovative, and knowledge-sharing culture that is
always in the activity of learning.

4. Fun @ Work Meet

Working with a jolly mindset and cheerful attitude acts as catalyst in enhancing performance. It
increases a professional’s efficiency as a human resource.

At power business, at each location a dedicated Fun @ Work committee comprising of crosss
functional members at all levels who puts there dedicated efforts round the clock in making essar
power an enjoyable place to work.

All members meet once in a month issues like recreation activities, sports activities, quality and
variety of food items, celebration of festivals and birthdays in plant, talent management initiatives,
trainees concerns, hostel/guest/house and other facility management. These all results in making our
associates’ life’s better and Essar power, a great place to work…

5. 'Buddy - DOST' Program

Buddy system is a part of our “Peer Induction Programe” and it marks the beginning of association
of a new entrant within our business.

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It aims at making new associate feel wanted and comfortable in new surroundings. The buddy as a
friend smoothens the initial settling down by clearing doubts, apprehensions and putting him at ease.

He helps in acclimatizing him with the organization’s business, its system, culture, values, policies
and procedures in a systematic manner.

Buddy lunch is organized so that associate and his buddy bonds better in an informal environment.

6. Aagman - I&I Program

“New employee orientation solidifies the new employees relationship with the organization, fuels
their enthusiasm for a long term positive relationship.”

All our new associates joined at different locations and conduct induction program quarterly with an
objective of developing & strengthening positive perception, enlightening on company’s consistent
standards & practices and help assimilating the new organizational culture & fast integration in to it.

‘Induction & Integration Programe’ acts as an interactive opportunity for everyone to know more
about Essar group, Power business and each other.

A very special feeling of being associated is conveyed for a long term mutually fruitful association.
And it is also made felt that company cares and is committed to teaming up with all for success.

7. Power Idea
An idea that is developed and put into action is more important an idea that exists only as an idea.

Idea is the Root of Creation. Through Power Idea we create a channel to convert ideas into practice.

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Power Idea encourages new and creative ideas and provides a platform for the associates to share
suggestions or grievances.

There is an email ID “SUGGESTION- Power Business Group” wherein any associates of power
business group can drop in with his or her ideas or suggestions.

Committee of three senior management associates across locations is been set who evaluates the
feasibility of suggestions and then finalizes the ways for its implementation.

The intention of this initiative is to create a feeling of involvement and ownership in the employees.

8. Campus Connect
Current market forces such as the requirement of the business specific professionals have increased
demand for the entry level associates thus resulting into intense competition to hire.

• We sponsored gold Medal of Nagpur and delhi university for topper of B.Tech Power.
• Invite summer trainees and vocational trainees from all the NPTI’s to put them in operational
plants for 2-6 months, who later acts as brand ambassadors at campuses.
• BITS Pillani practice school started at Essar Power at hazira under which final year B.E.
Students are stationed at Essar Power-Hazira for a 6 months semester and work on live
projects.
• We propagate our brand image well beyond the walls of the organization- highlighting our
achievements, perceptions, mission, ethos, work culture, etc which helps us in establishing
ourselves as an admire brand and a preferred employer in the market.

1. Power Proficiency Program

The bright young power professionals are groomed under power professional institute programme
to provide fast talent to various upcoming projects. Enabling us to fulfill trained talent required.

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Trainees from NPTI are put on 26 weeks power proficiency programme (PPP). The programme
focuses on building capabilities, developing potential, infusing creativity and ensuring transference
of skills from our highly specialized in – house faculty to young executives, so that they can perform
higher responsibilities.

Trained on simulator and further on the job training under supervision of engineers ensures that these
trainees have hands on experience to perform their responsibilities from day one.

2. Bol Bindas
In today’s era employees do have many issues. We have given them the platform wherein they can
share their issues and innovative ideas without hesitation.

3. PRAYAS

It is for social welfare activity. The fund is collected from the employees and distributed the fund to
different ashrams and helping poor people.

4. Gemba
Kaizen is a culture of sustained continuous improvement; Gemba means workplace – in our case, the
shop floor. Gemba Kaizen is a systematic approach to identifying, reducing and eliminating
undesirable conditions in the workplace. It is a commonsense low cost approach for improvement in
the workspace, be it the physical environment or equipment related.

1.5 Identified Employment Engagement Activities for the pilot study

Brand Activity
S.NO.

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1 Spot Reward & Recognition

2 SPARSH - The Touch

3 Birthday Bash

4 PRAYAS

1. RESEARCH METHODOLOGY

1.1 Title
EMPLOYEE ENAGEMENT ACTIVITIES

1.2 Rationale of the Study

In this research project, an attempt will be made to study and report on employment
Engagement Activities among the individuals. Employee Engagement is the latest buzzword

65
 in Human Resource Management. An organization’s capacity to manage Employee
Engagement is closely related to its ability to achieve high performance levels and superior
business results. Employee Engagement is the level of commitment and involvement
employees have towards their organization and its values. Engaged workers provide the
company increased productivity, higher financial returns, lower attrition, greater talent pool,
higher morale and create emotional engagement and loyal customers. The degree to which
employees are engaged can have a tremendous impact on the success of an organization.
The feelings or attitudes employees have towards their jobs and organizations can be
measured through a set of employee survey items that correlate with multiple business
outcomes.

Employee Engagement, a critical element of competitive advantage for most

organizations is an amalgamation of commitment, loyalty, productivity and ownership. The
primary behaviors of engaged employees are speaking positively about the organization to
co-workers, potential employees and customers, having a strong desire to be a member of
the organization, and exerting ‘extra effort’ to contribute to the organization’s success. Many
smart organizations work to develop and nurture engagement.

1.3 Scopes and Coverage of the Research Study

The research proposes to undertake an in-depth survey on Employee engagement activities
from employee’s commitment, loyalty, morale and overall employee satisfaction.

2.4 List of possible Objectives to be pursued in the Proposed Study

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✔ The main focus is to identify the satisfaction level of the employee.
✔ To make the employees loyal to the organization by making them involved and by
giving a feeling of ownership in them.
✔ To engaged employees create satisfied customers and higher profits for your organization.
✔ To know the level of employees engagement which affects key factors such as sales,
customer satisfaction, and employee turnover.

1. Research Design

1.1 Data Collection

PRIMARY DATA

Primary data will be collected through survey research supported by questionnaires.

SECONDARY DATA

67
 Secondary data will be collected with the use of published articles, which are
published and are available in various journals, books, magazines and those which can be
downloaded from different websites.

1.2 Research Tool

A Structured Non-disguised questionnaire was used to obtain necessary primary data

on the topic of research study and was developed by observing the activities.

After adopting this method we could come with four results:

1. Effectiveness
2. Impact
3. Improvement
4. Efficiency

1.1 Sampling

✔ A REPRESENTATIVE SAMPLE

➢ Demographical Segment
• Employees (100)

➢ Age Wise Segment

• 23 - 40 (50)
• 40 and more (50)

✔ SAMPLING METHOD : Non Probability Method

✔ SAMPLING MEDIA

A hard copy of structured non-disguised questionnaire will be offered to the

respondents.

✔ SAMPLE SIZE

100 respondents will be taken as sample.

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Process of Spot Reward & Recognition

1. Title: SPOT REWARD AND RECOGNITION

2. Philosophy: Rewards and Recognition programs honor both individuals and teams who
go the extra mile to service their departments and the organization. The Spot Award
Program recognizes individuals on an impromptu basis for their special effort to their
department or organization. This award can be presented on the spot when a manager
notices an employee doing something worthy. For a larger impact, present the Spot

69
 Award at a staff meeting so the employee can be applauded by their peers. The
experience of the recognition will last much longer than the money.

3. Purpose: Recognize individuals and teams, in a timely and effective way, for their
exceptional contributions to the organization. Provide a continuum of opportunities to
acknowledge and recognize employees. Recognize that each individual can make a
difference. Highlight behaviors and activities that have benefited by the extra effort that
the employees have put on.

4. Infrastructure: Hall (Power Learning Center)

Camera
Seating Arrangements
Audio Video System
Gifts and Vouchers
Snacks

5. Estimated Cost: 16 Voucher * 300 Rs 4800 Rs

16 Gifts * 300 Rs 4800 Rs
75 Snacks * 10 Rs 750 Rs
75 Teas * 3.5 Rs 262.5 Rs
Total 10,612.5 Rs

6. Process:

Steps: 1. Contact Concern authority for approval of event.

2. Decide date and time.
3. Finance to be approved.
4. Selection of employees.
5. Arrangement of Audio Video system, Snacks, Seating, gifts.
6. Giving gifts
7. Taking photographs
8. Taking Feedback

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 9. Necessary steps to be taken for next spot reward!!!

7. Target Group: Employees who have putted extra effort for his work or done extra work
which is not related to his job for the beneficial for the organization.

8. Expected Result: Motivation, Inspiration, Satisfaction should reach to the employees.

9. Remarks: Such kind of activities touches the heart of the employee for his self
development and also for the development for the organization.

Process of SPARSH

1. Title: SPARSH

2. Philosophy: It is the process to create platform for communication between senior leaders
and associates or employees an informal meeting. This is designed for the employees who do
not have direct interaction with the senior leaders, on regular/daily basis. They have the
interaction by having lunch or dinner. After having the interaction feedback is taken from
both senior leaders and employees to take necessary actions for the development of
organization.

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3. Purpose: For the development of the organization and direct interaction between the senior
leaders and employees. Directly getting feedback from the employees. Development openers,
approachability access for employees with senior leadership.

4. Infrastructure: Transportation
Camera
Essar Oil Club

5. Estimated Cost: Banquet Hall 750 Rs

Transportation 400 Rs
Food 2000 Rs
Total 3150 Rs

6. Process:
Steps: 1. Contact Concern Dept for nominee’s selection
2. Fix the date and time for the SPARSH
3. Approval of finance
4. Communicating the nominees via mail
5. Pick and drop up nominees from the designated point
6. Contact Essar Oil Club for the hall and food menu
7. Gate pass and camera approval
8. Taking photographs
9. Taking Feedback from Plant head and Employees
10. Necessary steps to be taken for next SPARSH

72
 11. Make write up & record

7. Target Group: Employees who do not have direct interaction with the senior leaders are
selected to have direction interaction.

8. Expected Result: Satisfaction, Improvements required for self development and

organization.

9. Remarks: A direct communication between the employees and senior leader.

Process of Birthday Bash

1. Title: BIRTHDAY BLASH!!!

2. Philosophy: The most important day which a person thinks for his/her life is the Birthday.
This Day brings the new turning point in his/hers life.

3. Purpose: It’s to create the family atmosphere in the organization which gives motivation and
inspiration to break the stress amongst the employees. To keep the employees young.

73
4. Infrastructure: Hall (Power Learning Center)
Camera
Seating Arrangements
Music System
Knife
Candle
Snacks and Cake
Gifts and caps

5. Estimated Cost: Cake 5 Kg 2000 Rs

12 Pens * 70 Rs 840 Rs
75 Snacks * 10 Rs 750 Rs
75 Teas * 3.5 Rs 262.5 Rs
12 Caps * 5 Rs 60 Rs
Total 3912.5 Rs

6. Process:
Steps: 1. Contact Concern authority for approval of date and finance
2. Fix the date and time for the PARTY
3. Prepare invitation card
4. Communicating the employees via mail
5. Location – Power Learning Center
6. Arrangement of Audio Video system, Snacks, Seating, knife, candle.
7. Taking photographs
8. Taking Feedback
9. Necessary steps to be taken for next BIRTHDAY BLASH!!!

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 7. Target Group: Employees whose birthday falls on particular month.

8. Expected Result: Motivation, Inspiration, Satisfaction should reach to the employees.

9. Remarks: Such kind of activities touches the heart of the employee for his self
development and acts as a motivation.

3.4 Data Analysis and Interpretation

The collected data were subjected to following:

1. Content Analysis
2. Statistical Analysis as relevant to the research study

1.4.1 Questionnaire

Sir/Madam,

I Sagar Sidhpura the student of MEB (Master of E-Business) of SEMCOM college, Vallabh
Vidhyanagar pursuing research on “Employment Engagement Activities” at Vadinar Power
Company Limited (VPCL). I would feel most grateful if you kindly agree to spare your valuable
time & provide us your views on the subject by filling up this questionnaire. I assure you that it is

75
purely an academic exercise & the information supplied by you would not be analyzed in particular
& would also be kept strictly confidential.

1. Do you think that Employment Engagement Activities motivates you?

Yes No Cant Say

2. If yes than how you describe the same?

_____________________________________________________________________

_____________________________________________________________________

3. Does it affect your personal and professional life?

Yes No Cant Say

4. Do you like different activities conducted for the development of the organization?
Yes No Cant Say

5. Which activity you like the most? (Maximum 5)

Town Hall

Reward & Recognition

Mentorship Program (MMM)

SPARSH - The Touch

Knowledge Circle

Fun @ Work Meet

'Buddy - DOST' Program

Aagman - I&I Program

Power Idea

76
 Campus Connect

Power Proficiency Program

Prayas

Bol Bindas

None of the above

6. How you rate Employment Engagement Activities with your work life?
Excellent Good Satisfactory Not Applicable

7. Do you think that the communication is properly done for the events conducted?
Yes No Cant Say

8. Are you aware of SPARSH?

Yes No

9. If yes than have you participated in SPARSH?

Yes No

10. Has SPARSH brought in any difference in you?

Yes No

11. Do you think that three employees are sufficient for each SPARSH meet?
Yes No

12. Are you able to share your views and ideas freely in SPARSH meeting?
Yes No Not Applicable

13. Any suggestions for making SPARSH better?

____________________________________________________________

14. Are you aware of the Birthday Bash?

Yes No

15. How you find the arrangement of Birthday Bash?

Excellent Good Needs Improvement

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16. Do you think that the employees enjoy the party?
Yes No Can’t say

17. What are your feelings for the Birthday Bash conducted in the company?
___________________________________________________________

18. Any suggestions for making Birthday Bash better?

____________________________________________________________

19. Do you like the concept of Spot Reward?

Yes No Can’t say

20. Do you think that the extra effort done by employees is recognized?
Yes No Can’t say

21. Does the award motivate the employee for putting extra effort?
Yes No Can’t say

22. Do you find that Spot Reward really gives motivation and satisfaction to the employees?
Yes No Can’t say

23. Any suggestions for making Spot Reward better?

____________________________________________________________

24. Are you aware of PRAYAS?

Yes No Can’t say

25. Do you think that PRAYAS is really helpful for the social welfare?
Yes No Can’t say

26. Any suggestions for making the PRAYAS better.

_____________________________________________________________

27. Any suggestions for making the Employee Engagement Activity better.
_____________________________________________________________

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 THANK YOU

1.4.1 Explanatory Notes

All the tables of the Respondent’s profile and tables of the selective task
responses, questions 1,3,4,6,7,8,9,10,11,12.14,15,16,19,20,21,22,24,25 have
N= 100, i.e. respondents have to opt for only one of the given options.

The rest of the questions i.e. 2, 5,13,17,18,23,26,27 don’t have N=100 because
respondents can opt for more than one of the given options and can write their
views and suggestions.

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Questions contain the following details:

1st question is regarding the motivational factor.

2nd question is regarding how the employees get motivated.
3rd question is regarding impact on personal and professional life.
4th question is related to know impact of activities for development of organization.
5th question is related for selection of the activities which employees like the most
6th question is regarding the rating for enhancing on work life.
7th question is related for the communication for the events conducted.
8th question is related for awareness of SPARSH meet.
9th question is related for knowing the participation in SPARSH meet.
10th question is related for knowing the difference found after attending the SPARSH meet.
11th question is related to know the sufficiency of employees in SPARSH meet.
12th question is related to share views and ideas in SPARSH meet.
13th question is related for suggestion of SPARSH meet.
14th question is regarding the awareness of Birthday Bash.
15th question is related to know the arrangement of Birthday Bash.
16th question is related to know the enjoyment of Birthday Bash.
17th question is related for knowing the feeling for Birthday Bash.
18th question is related for suggestion of Birthday Bash.
19th question is regarding the concept of Spot Reward.
20th question is related for the reorganization of extra work done by employees.
21th question is regarding the motivational part for putting extra effort.
22th question is regarding the motivational and satisfaction part after getting the Reward.
23th question is related for suggestion of Spot Reward.
24th question is regarding the awareness of PRAYAS.
25th question is related to know PRAYAS helpfulness for the social welfare.
26th question is related for suggestion of PRAYAS.
27th question is related for suggestion of Employee Employment Activities.

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 1.4.2 Tables

TABLE 1:

No. of Respondents.

Sample Size Accepted Rejected

Employees 100 85 15

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TABLE 2:

1. Do you think that Employment Engagement Activities motivates you?

Sr. no Status EEA Motivation

No. %
1 Yes 61 72
2 No 18 21
3 Can’t Say 6 7

2. If yes than how you describe the same?

i. By having multiple activities.

ii. By birthday bash and laughter session.
iii. With the extra effort putt up for knowledge sharing session.
iv. Gives chance to each an every employee’s feelings for showing their talent.
v. By helping in taking best output from employees without stress.
vi. Getting relaxed from such activities.

1. Does it affect your personal and professional life?

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 Sr. no Status Personal & Professional life
No. %
1 Yes 62 76
2 No 12 15
3 Can’t Say 7 9

2. Do you like different activities conducted for the development of the organization?

Sr. no Status Development of Organization

No. %
1 Yes 69 81
2 No 8 10
3 Can’t Say 8 9

3. Which activity you like the most? (Maximum 5)

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4. How you rate Employment Engagement Activities with your work life?

Sr. no Status EEA Rating

No. %
1 Excellent 50 59
2 Good 20 24
3 Satisfactory 7 8
4 Not Applicable 8 9

Activities No %
Town Hall 51 13
Reward & Recognition 53 14
Mentorship Program
(MMM) 12 3
SPARSH - The Touch 49 13
Knowledge Circle 34 9
Fun @ Work Meet 56 15
'Buddy - DOST' Program 33 9
Aagman - I&I Program 7 2
Power Idea 4 1
Campus Connect 5 1
Power Proficiency Program 3 1
Prayas 36 10
Bol Bindas 31 8
None of the above 5 1

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5. Do you think that the communication is properly done for the events conducted?

Sr. no Status Communication

No. %
1 Yes 68 80
2 No 8 9
3 Can’t Say 9 11

6. Are you aware of SPARSH?

Sr. no Status SPARSH Awareness

No. %
1 Yes 68 80
2 No 17 20

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7. If yes than have you participated in SPARSH?

Sr. no Status SPARSH Participation

No. %
1 Yes 51 60
2 No 34 40

8. Has SPARSH brought in any difference in you?

Sr. no Status Changes Through SPARSH

No. %
1 Yes 42 51
2 No 43 49

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9. Do you think that three employees are sufficient for each SPARSH meet?

Sr. no Status No. of Employees in SPARSH

No. %
1 Yes 49 58
2 No 36 42

10. Are you able to share your views and ideas freely in SPARSH meeting?

Sr. no Status Sharing views in SPARSH

No. %
1 Yes 45 53
2 No 9 11
3 Can’t Say 31 36

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11. Any suggestions for making SPARSH better?

i. Make it once in 15days.

ii. Excellent no change required.

1. Are you aware of the birthday bash?

Sr. no Status Birthday Bash Awareness

No. %
1 Yes 77 92
2 No 7 8

2. How you find the arrangement of Birthday Bash?

Sr. no Status Arrangement of Birthday Bash

No. %
1 Excellent 37 44
2 Good 24 28
3 Needs Improvement 24 28

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3. Do you think that the employees enjoy the party?

Sr. no Status Enjoyment in party

No. %
1 Yes 45 53
2 No 10 12
3 Can’t Say 30 35

4. What are your feelings for the birthday bash conducted in the company?

i. Family atmosphere.
ii. Just became formality.
iii. Good to see and meet all employees at a single place for celebrating the birthday.
iv. Talent show should be voluntary and not compulsory.
v. Instead of talent show keep some activities such as 1 min games, wherein people
find enjoyment.

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 vi. Making more friends and knowing each other.

1. Any suggestions for making birthday bash better?

i. Human touch required.

ii. Increase time period and make interactive.

Sr. no Status Concept of Spot Reward

No. %
1 Yes 62 73
2 No 5 6
3 Can’t Say 18 21

1. Do you like the concept of spot reward?

2. Do you think that the extra effort done by employees is recognized?

Sr. no Status Recognition of work

No. %
1 Yes 59 70
2 No 7 8
3 Can’t Say 19 22

3. Does the award motivate the employee for putting extra effort?

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 Sr. no Status Motivation
No. %
1 Yes 59 69
2 No 6 7
3 Can’t Say 20 24

4. Do you find that Spot Reward really gives motivation and satisfaction to the employees?

Sr. no Status Satisfaction Level

No. %
1 Yes 52 61
2 No 8 10
3 Can’t Say 25 29

5. Any suggestions for making Spot Reward better?

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 i. See all employees work.
ii. Continue the same in future.
iii. Do not make delay.
iv. Selection procedure to be done by the committee.
v. Organize the activity in a better way.

1. Are you aware of PRAYAS?

Sr. no Status Awareness of PRAYAS

No. %
1 Yes 65 77
2 No 14 16
3 Can’t Say 6 7

2. Do you think that PRAYAS is really helpful for the social welfare?

Sr. no Status PRAYAS Helpfulness

No. %
1 Yes 57 67
2 No 6 7
3 Can’t Say 22 26

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3. Any suggestions for making the PRAYAS better.

i. Do things on a larger scale.

ii. Feel others feelings
iii. Continue the same in future.
iv. Keep drop box.
v. Continuity must be maintained.
vi. Work more on backward sector.
vii. Involve employee’s family at the time of distribution of things.

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1. Findings of the Research Study

1. From Q.1 it is seen that majority of the respondent are getting motivated i.e. 72% by
employment engagement activities. Around 21% only do think that they are not motivated.
2. Q.3 shows that majority i.e. 76% of employees finds difference in personal & professional
life as compared to opposed part i.e. 15%.
3. From Q.4 it is found that as far as the development is concerned for the development it stands
at highest percentage i.e. 81% which proves that different activity conducted for the
development of the organization is much more affective.
4. When asked about the activities, majority of employees do like fun @ work meet 15% ,
Town Hall 13%, SPARSH 13% and Reward & Recognition 14% as compared to other
activities as their percentage is very low (Q.5).
5. When asked to rate the EEA with their work life, majority of the employees rated are
Excellent 51%, some rated Good 24% and very few rated Satisfactory 8% and not applicable
9% (Q.6).
6. Q.7 shows that communication for such activities is done excellently @ proper time and @
proper date with seeing 80%.
7. Majority of the employees are aware of the SPARSH meet i.e. 80%. Only 20% of the
employees are unaware. The reason is such that they are fresher`s who have joined the
company since 2 or 3 months Q.8.
8. When asked for participation, 60% of the employees have been nominated for SPARSH
meet. Around 40% of employee yet did not get chance for getting nominated. The reason is
that every month 3 employees get selected from different department, so it takes time for
getting selected for all employees Q.9.
9. From Q.10 it is equivalently seen about the difference that the employees find after the
SPARSH meet which is in the ratio of 51:49.
10. When asked for the nominees/participants for SPARSH meet whether 3 employees are
sufficient or not. It was found that 58% of them said yes and around 42% of them said no. it

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 was suggested to increase the no. of nominees for SPARSH meet or organize SPARSH meet
on once in fortnight Q.11.
11. Majority of the employees are able to share their views and ideas freely in SPARSH meet.
Reason for the same is that there is direct communication between plant head and employees.
Only 11% of them are unable to express their views and ideas or their feelings Q12.
12. Majority of the employees are aware of Birthday Bash i.e. 92% which is visualized from the
fig.14. Only 8% of them are unaware. The reason behind unawareness is that some of the
employees have recently joined the company Q.14.
13. When asked for the arrangement of Birthday Bash 44% said Excellent as compared to Good
and Needs improvement. Good and Needs improvement is equivalent to 28% Q.15.
14. Around 53% of the employees enjoy the Birthday party. Reason that they feel homely
atmosphere. Whereas 12% of them do not enjoy the party Q.16.
15. Majority of the employee’s i.e.73% of them like the concept of spot reward. Around 6% said
no and 21% said Can`t say Q.19.
16. From Q.20 it is visualized that company is seeing the extra efforts done by employees. As
70% of employees said that even a small job done by any employee is recognized.
17. From Q.21 it was seen that the concept of spot reward is so put up to motivate the employees.
Majority of the employees gets motivated i.e. 69% which helps them to put extra efforts in
their work life.
18. Satisfaction and motivation is at high level i.e. 61%. Only 29% of them and only 10% of
them was found that they are not getting motivated and satisfied with spot reward concept
Q.12.
19. Majority of the employees i.e. 77% of them are aware of PRAYAS whereas only 16% of the
employees are not aware of PRAYAS Q.24.
20. Majority of the employees i.e.67% of them finds PRAYAS helpful as its for social welfare as
compared to the employees who said no and Can`t say Q.25.

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1. Suggestions and Recommendations

1. Make SPARSH once in fortnight so that more no of employees can be nominated.

2. Talent show for Birthday Boys should be voluntary and not compulsory as that is the major
reason why employees don’t come for their birthday party.
3. Instead of talent show keep such activities which are interactive and enjoyable. E.g. 1
minute’s game wherein more no of employees can be involved for enjoyment.
4. Activities should not be formality it should be done with the interest and same enthusiasm
must be maintained.
5. Human touch is required for Birthday Bash.
6. Increase time period and make Birthday Bash Interactive.
7. For Reward and Reorganization see all employees work and don’t make delay the event it
should go as per schedule.
8. Selection for Reward and Reorganization should be done by committee.
9. Organize Reward and Reorganization in a better way.
10. For PRAYAS do things on a larger scale.
11. Feel others feelings.
12. Keep drop box instead of collecting fund department wise or collecting individually.
13. Continuity must be maintained for all activities.
14. Work more on backward sector.
15. Come out with new ideas for making all the activities more interactive and interesting.

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 1. Learning Outcome

It got a great learning experience at Essar Power Business, Vadinar. I am so fortunate that I
got opportunity to work with Essar Power company at, Vadinar Power Company Limited (VPCL).

On first day, I was introduced to all members of HR department and was made really
comfortable in the new environment. When my guide initiated discussion regarding my project, he at
first asked me if I have any project in mind.I told that although I would like to work on training and
development system or Employee Engagement but i would certainly like to work on a project which
is a need for the organization. Then I was given a project on “To study the effectiveness of Employee
Engagement practices at Essar Power Business, Vadinar”. I worked on it and came up with final
questionnaire after several modifications done several times. This taught me that an organization is
very dynamic in nature. It is not a school life schedule where everything is predecided. It is a real
time world and we have to move according to the situations. Also, it taught me what all this
organization is doing to engage its employees and what more could be done to increase this
engagement.

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2. Bibliography

www.essarnet.com
www.essar.com
http://www.citehr.com
http://www.books.iupindia.org/hom.asp
http://hr.caltech.edu/rewards.htm#spotawards
http://hrweb.mit.edu/rewards/reward-programs
http://www.insala.com/Articles/employee-development/employee-
engagement-a-review-of-the-most-current-research.asp#tabs
Powerite – The Magazine of Power Business Group
ESSENCE-The ESSAR Group Newsletter

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