Professional Documents
Culture Documents
Introduction
1.1 INTRODUCTION
In these changing times both the employee & employer are under
tremendous pressure to perform. There is fierce competition not only in the
industry but also across categories. This new liberalized cutting edge
technology driven environment has made employee retention mind-boggling.
The fast pacing change across the globe has made the new employee &
employer relationship irreversible. However all corporations not only in IT
sector but also traditional manufacturing sector are attempting to stem
attrition. This paper attempts to unravel this paradox & study the various
facets that surround this burning issue i.e.
1.2 Objective-
1.6 Assumptions
The research was based on the following assumptions:
(a) all participants were utilizing the correct procedures as outlined in the
guidelines for the specific methodology employed, and
(b) all participants will answer questions honestly to the best of their ability.
a) Primary Sources.
Primary data are in the form of “raw material” to which statistical
methods are applied for the purpose of analysis and interpretations.
The primary sources are discussion with employees, data’s collected through
questionnaire. Also informal telephonic interviews were conducted with
employees who have recently left the company.
b) Secondary Sources.
Secondary data’s are in the form of finished products as they have
already been treated statistically in some form or other.
The secondary data mainly consists of data and information collected
from records, company websites and also discussion with the management
of the organization. Secondary data was also collected from journals,
magazines and books.
1.7.7 Questionnaire.
A well defined questionnaire that is used effectively can gather
information on both overall performance of the test system as well as
information on specific components of the system. A questionnaire was
carefully prepared and specially numbered. The questions were arranged in
proper order, in accordance with the relevance.
1.7.8 Pre-testing
A pre-testing of questionnaire was conducted with 10 questionnaires,
which were distributed and all of them were collected back as completed
questionnaire. On the basis of doubts raised by the respondents the
questionnaire was redialed to its present form.
Chapter 2
Profiles
Controls to check the negative impact on the eco system due to the usage
of coal is not sufficient. The trend of relying on imported gas over the past
decade raises concern with respect to security and continuity of supply.
There is not much initiative to upgrade current technology and to come up
with new technology for generating power based on coal.
a) Before Independence
The British controlled the Indian power industry firmly before
Independence. The then legal and policy framework was conducive to private
ownership, with not much regulation with regard to operational safety.
b) Post Independence
Immediately after Independence, the country was faced with capacity
restraint. India adopted a socialist structure for economic growth and all the
major industries were controlled by public sector enterprises. By 1970's
India had nationalized most of its energy assets, due to its commitment to
social goals. By the late 1980's the Indian economy felt the strain of the
socialist agenda followed since independence. Faced with a serious
deterioration in public finance and balance of payment crisis, the Union
government as part of its policy of economic liberalization allowed greater
investment by private sector in the power industry.
c) Constitutional Position
Power as a matter of legislative and executive competence, falls in the
Concurrent List (List III of the Seventh Schedule to the Constitution of
India).Both the Parliament and state legislatures have the rights to pass
laws on the matter and any law passed by the Parliament overrides the
existing state laws unless
d) Post Liberalization
Understanding the critical part played by the power industry, the
Union government passed several laws and restructured the Power Industry
to gear it up to meet the challenges posed to the Indian economy post
Liberalization.
g) Positive policy
environment for Power sector
While at the time of independence the country had a power generation
capacity of 1,362 MW, it stood at 156,784 MW in January 2010. The Indian
power sector has been witnessing progressive developments beginning with
the Electricity Act, 2003. Positive legislations, competitive bidding policies,
opening up for private investments as well as surging growth in electricity
demand have all contributed to the growth of the sector
2.1.4 GENERATION
SCENARIO
The total manpower in the power sector at the end of 10th plan was
approximately 9.5 lakhs as per the Planning Commission’s Working Group
on Power for 11th Plan. The following are the requirements for additional
manpower for the 11th plan assuming addition of 68,869 MW of generation
capacity, 100,000 ckt.Kms of HV, EHV and UHV transmission lines and 16
crore distribution consumers. It should be noted that the generation
capacity addition target was revised to 78,700 MW which further increases
the manpower requirement
For the 12th plan, based on the earlier target of generation capacity of
82,200 MW, transmission capacity of 63,000 ckt.Kms, and about 14 crore
distribution consumers, the required manpower addition has been
estimated as in the table below. However, as per revised target, at least
100,000 MW is to be added in the 12th plan and the requirement for
manpower correspondingly increases
Essar power ltd installed India's first new generation state of the art
power project at Hazira in 1990's .The 515 MW natural gas fired
combined cycle has regularly set new standards of excellence in the
power sector and confirms to the highest operating benchmark. It has
the unique feature of being able to operate on both naphtha and gas
simultaneously.
Tata Power Ltd is India's largest private sector power utility, serving
the nation over nine decades. It has generation capacity in Mumbai,
Delhi, Jojobera, Jharkhand and Karnataka. It has made its presence
felt in all aspects of power whether it is thermal, hydro, solar, wind
and transmission and distribution.
Salient features-
The first power plant to achieve ‘mega power’ project status in the
private sector in India
Certified to be in compliance under ISO 9001:2000, ISO 14001:2004
and OHSAS 18001:2007
Water is supplied from river which is 25 Km from the plant
A dam of 18 m height has been built on the Kurket River
Coal is transported from the mines to the power project via an
approximately 6.9 kilometers pipe conveyer belt
a) Location
The 1000 MW power plant is located near village Tamnar in Raigarh district
of Chhattisgarh. The project site is approachable from Raigarh by the state
highway, which branches off at Punjipathra, about 12 km from the site and
34 km from Raigarh town. The nearest broad gauge rail link is at Raigarh,
35 km away. The nearest airport is at Raipur, 280 km away from the project
site.
b) Water Requirement-
To meet the consumptive water requirement for the 1000 MW thermal power
plant, a dam has been constructed about 25 km away on the River Kurket
Highlights
Catchments area: 783 sq Length of left dyke: 210 m
km Total gates in spillway : 10
Submergence area: 681 nos.
ha Size of spillway gates: 12 m x
Top level of dam: RL 8.5 m
261.50 m Size of pump house : 13.5 m x
Max height of spillway: 19.5 m
18 m Reservoir capacity : 35.687 m.
Length of right dyke : cu.m
1133 m No. of pumps: 3 nos
Length of main earth Capacity of each pump : 4000
dam : 244.25 m Cum/hr)
Length of spillway:
144.75 m
c) Transmission Lines
Jindal Power Limitd has established a 258 km, 400 KV Double Circuit
transmission line from Raigarh to the PGCIL sub-
station at Raipur
Highlights
Total length: 258.251 km 220 KV crossing: 6 nos. (4
Total towers: 701 nos. CSEB+1 PGCIL)
Forest: 5.920 hectare at 132 KV crossing: 3 nos.
village Rabo (Raigarh) (CSEB)
400 KV crossing: 5 nos. Railway crossing: 2 nos.
(PGCIL) (SECR)
River crossing: 4
nos.
(Mand, Asdeo, Sheonath)
d) Fuel Requirements
The fuel supply for the power plant is met through the
coal produced at the company’s captive coal mines. The
mines are located about seven km from the plant, at
village Dongamahua.
2.2.2
FUTURE PROJECTS
JPL has also signed an MoU with the State Government of Jharkhand to set
up a 2640 MW Thermal Power plant. In the Hydro sector, we have signed
agreements for 6100 MW projects in Arunachal Pradesh. Besides these, the
company is evaluating options with respect to setting up some wind and
solar power projects.
a) Thermal Projects
b) Hydroelectric Projects
HR VISION
Creating competitive advantage for all stakeholders through effective people
management
HR MISSION
Jindal Steel & Power Limited has defined its Guiding Principles based on its
Core Values. They are the standards for conduct of business and behaviour of
all its employees.
Value Creation
Sustained value creation for all its stakeholders: Employees, Supplier,
Customer, Shareholder, Nation & Society.
Transparency
Conduct all business dealings along transparent lines.
CORE VALUES
Personal Conduct
Jindal
DisplaySteel
high & Power Limited
standards (JSPL)
of personal andisprofessional
in the business of steel production,
conduct.
power generation, mining iron ore, coal and diamond exploration/ timing. The
company
Learning is& on the path of catalyzing economic development of the country
Development
through
Foster an environment oftolearning
its contribution the infrastructure sector. With dedication and firm
and excellence.
commitment, we aspire to embrace the future and build a better tomorrow. We
are one of the
Creativity leaders in Steel Manufacturing and Power Generation in India.
& Innovation
We have a passion
Encourage creativefor excellence and institutionalizing
experimentation, a never failing commitment
continuoustowards our
improvement
customers,
in all aspectsemployees,
of businessstakeholders and the community at large. Our core
and performance.
values have been made in conformity with our goals ahead. They are:
Good Corporate Citizen
Enrich the quality of life of the communities we serve.
Integrity
Conduct all business dealings along transparent lines.
Environment, Safety and Health
Respect
Manage,for Individual
Protect and Preserve the safety and health of our people, products,
Recognize individual’s
locations and contribution in the growth and development of the
environments.
company. Treat all Jindalites with respect and dignity.
Confidentiality
Meritocracy
Respect and ensure the confidentiality of all business related information.
Foster an environment of excellence in performance.
Speaking Up
Dynamic
Speak UpThinking
and be a true Jindalite! Jindal Steel & Power Limited expects its
Demonstrate
employees toareportwinner’s attitude
promptly with a crystal
suspected clearoffocus
violations to deliver sustained
law, Company’s Policies or
value for all stakeholders.
Procedures.
Creativity
Process & Innovation
Encourage creative experimentation, embracing new ideas and institutionalize
continuous improvement
The implementation of in
theallGuiding
aspects of business is
Principles andthe
performance.
responsibility of each
functional head for his/ her department and he will ensure adherence to these
Social Responsibility
principles and act promptly when a breach occurs.
Dedicate efforts to the social and environmental issues to enrich the Quality of
life of community we serve.
Chapter 3
Literature review
“High performers are like frogs in a wheelbarrow-
They can jump out at any time”
In the best of worlds, employees would love their jobs. Like their co-
workers, work hard for their employers; get paid well for their work, ample
chances of advancement and flexible schedules so they could attend to
personal or family needs when necessary. And never leave.
But then there’s the real world. And in the real world, employees, do,
leave, either because they want more money, hate the working conditions,
hate their co-workers, want a change, or because their spouse gets a dream
job in another state. Unlike inanimate products and systems that subject
themselves to fine tuning without any reaction, employees would not subject
themselves to any measure taken without reaction and analysis. Hence
managing human resources, particularly retaining them, is an art that calls
for special skills and strategies.
Employee retention
The top organizations are on the top because they value their
employees and they know how to keep them glued to the organization.
Employees stay and leave organizations for some reasons.
After visualizing the shot, a golfer rejects all but the appropriate club
to achieve the result visualized: a driver for a tee shot, a putter for the green,
a sand wedge for getting out of bunkers, and so on. Likewise, to retain
employees, you must choose the right tools to achieve your goals. The
possibilities are numerous – compensation schemes, crèches, pension plans,
cars, bonuses, fresh paint, coaching, 360-degree assessments, barbecues, to
name just a few.
Why is retention important
The main reasons for leaving can be categorized into five primary “themes”…
Compensation/rewards, including:
Base/variable pay
Benefits
Recognition of contributions
Communication regarding performance
How do you get your employees to "fall in love" with the organization
and let them “stay in love” with the organization?
This is a great question. Some recently conducted research lists these top
ten strategies:
1. Treat your employees like you treat your most valuable clients. It is
cheaper to keep your good employees than it is to hire and train new
ones. Your top 20-25% should be courted as you would court and then
service your top customers.
2. Get your employees to "fall in love" with your organization.
Communicate your vision in a compelling way. Show everyone the role
they have to contribute to this vision. Create opportunities for people to
connect with each other for support and to improve communication in
work teams.
o Capture the hearts of your workforce with: Compelling
vision/balance/celebration-fun.
o Open Communication: Internal listening is a priority, multiple lines
of communication (various channels). This is essential for
managing change in a positive way with less sabotage, anger,
resistance, and fear.
o Create partnerships: Squash status barriers/open the books/pay
for performance (not titles), share the "bad" times the "good" times.
o Drive Learning: "Guarantee Employability," Encourage Life Long
Learning (Train outside of job description). Loyalty comes from
trusting your employees to develop their skills for the good of the
company and for their needs for personal growth and satisfaction.
o Emancipate Action: Freedom to Fail, reduce bureaucracy,
challenge the "status quo." Breathe life into your organization. Do
not let your employees stagnate.
3. Strong retention strategies become strong recruiting advantages.
4. Retention is much more effective when you put the right person
into the right job. Know the job. Know the employee and their
motivations. Half of the Fortune 500 companies are now using
assessments to more fully understand each job and the soft skills that
are required for top production within their specific company culture.
These benchmarked skills are then compared against qualified applicants
to help determine who will be successful in the position and fit well
within their company's culture. These assessments are also used as a
powerful professional development tool to enhance the training of
continuous lifelong learning (which is another powerful retention
strategy).
5. Money is important but it is not the only reason people stay with an
organization. If your compensation plan is in the top 20-30% of your
industry, then money will often not be the reason why people leave.
6. Employee committees to help develop retention strategies is a very
effective strategy. Get their input. Ask, “what do people like about
working here? What would you like changed to make your company a
better place to work?
7. Leadership must be deeply invested in retention. Management must
be skillful communicating company policies in a way that creates "buy-
in" from their staff and be open to employee input. Help create
"ownership" in your employees.
The companies with the best retention percentages are the same
companies that are actively committed to retention. They know that is
costs less to keep good people than to continuously have to replace
unsatisfied employees and managers.
8. Recognition, in various forms, is a powerful retention strategy. It
does not have to cost a lot. Research shows 46% of people leave their
jobs because they feel unappreciated.
9. Remember, the "fun factor" is very important to many employees.
The FUN Factor is part of the generation of workers that use activities as
stress management in highly charged production environments where
long hours are required.
10.Know the trends in benefit packages. Do your best to offer the ones
your employees need. Consider offering the best of the rest.
Models for employee retention
RD
CT
NITION
RE WA
SPE
RECOG
Rewards are the extra perks you offer beyond the basics
of respect and recognition that make it worth people’s while to work hard, to
care, to go beyond the call of duty. While rewards represent the smallest
portion of the retention equation, they are still an important one.
You determine the precise methods you choose to implement the three
R's, but in general, respect should be the largest component of your efforts.
Without it, recognition and rewards seem hollow and have little effect – or
they have negative effects. The magic truly is in the mix of the three.
When implemented, the “3 R's” approach yields reduced turnover and
the following benefits:
Increased productivity,
Reduced absenteeism,
A more pleasant work environment (for both employees and
management/employer),
Improved profits.
KEi has used this information to give employers the tools to meet the
core needs that keep employees successful at their jobs, thus reducing the
high costs associated with unwanted employee turnover.
Using the Wheel to Improve Employee Retention
IMPROVING EMPLOYEES
A process that gives supervisors and employees a way to work together to build
personalized plans for improving each employee's priority job skills; and a process
that gives the employer a way to "deliver skills-improving training curriculum" and
to "measure the learning effectiveness" from the training experiences.
REWARDING EMPLOYEES
A process that gives employers a way to define and communicate exactly how
individual employee salaries are determined; and a process that gives employers a
way to provide employees with extra incentive income that is earned through the
achievement of cash generating business goals.
For the purpose of this study following key factors were kept in mind
1. People
Senior Leadership
Manager
Co-workers
2. Total Rewards
Pay
Benefits
Recognition
3. Company Practices
Policies
Performance Assessment
Customer Value
4. Work
Work Activities
Resources
5. Opportunities
Career Opportunities
Training & Development
6. Quality of Life
Work/Life Balance
Physical Work Environment
These six categories cover almost all the basic factors that affect an
employee’s decision to stay with any organization. These can be viewed
differently for different purposes, from the point of view of retention or for
satisfaction or for employee engagement, all boils down to employee’s
decision to stay or leave.
Why these
EMPLOYEE ATTRITION
JPL has a proper exit interview policy in place. Also there is a systematic
exit interview form that details out various factors about the decision.
The top ten reasons for leaving the company according to the exit
interview analysis are as follows (the factors are numbered as per their
ranks)-
Chapter 4
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
1 2 3 4
10%
18%
30%
42%
Inference- more than 20 (42%) respondents agree to the above statement.
This means majority of the employees are aware of their responsibilities at
work.
1 2 3 4
16% 16%
5 Strongly agree
4 Agree
3 Somewhat agree
24%
2 Disagree
1 Strongly disagree
44%
Inference- more than 20 respondents i.e. 44% agree that they have all the
supplies to perform their duties. This means that there are enough
resources available to work with.
1 2 3 4
16% 16%
5 Strongly agree
20% 4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
48%
Inference- though 48% respondents agree that the work load is reasonable
but there are about 16% respondents who disagree with the same.
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
1 2 3 4 5
2%
10% 8%
32%
48%
Inference- here 24 respondents i.e. 48% agree that their job brings out their
creative ideas but about 10% respondents disagree with the same. This
disparity is wide with the difference in level i.e. respondents from middle to
top management level were those who disagreed.
5) At work, I have support to balance my work and personal life.
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
1 2 3 4 5
10% 8%
18%
38%
26%
Inference- 19 respondents i.e. 38% agree to the above statement but there is
another 26% that disagrees. This segment consists of a mix of respondents
from across all levels, most of whom are married and find it difficult to give
enough time for their families.
1 2 3 4 5
4%
6%
20%
40%
30%
12%
22%
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
12% 1 Strongly disagree
54%
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
1 2 3 4
2%
30%
36%
32%
1 2 3 4
12%
16%
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
30%
1 Strongly disagree
42%
10) I have a friend at workplace with whom I can share new ideas
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
1 2 3 4 5
6%
16% 6%
30%
42%
1 2 3
20% 22%
58%
Inference- almost all the respondents have positive work relationships. The
shows a conducive atmosphere for better performance
1 2 3 4
6%
28%
24%
42%
24%
30% 5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
46%
Inference- almost all employees agree that their superiors provide them
opportunities to develop as a professional and as a person at work.
1 2 3 4
8%
10%
32% 5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
50%
Inference- a wide majority of the respondents agree that their senior officials
have good intra- department communication.
1 2 3 4 5
8%
12%
12%
38%
30%
Inference- there is a mix response to this statement with 50% in favour and
50% not agreeing, this reflects the discontent that employees have towards
their superiors.
1 2 3
22%
32%
46%
Inference- almost all respondents said that they endeavor to reach the
predetermined goals of their department.
17) I have opportunities to provide input into decisions that affect my work.
1 2 3 4 5
4%
6%
5 Strongly agree
28% 4 Agree
18% 3 Somewhat agree
2 Disagree
1 Strongly disagree
44%
Inference- more than 20 i.e. 44% respondents agree that they have enough
opportunities to provide their opinions and ideas in work related matters.
This reflects the recognition they are given at their work places.
1 2 3
10%
24%
5 Strongly agree
4 Agree
3 Somewhat agree
2 Disagree
1 Strongly disagree
66%
1 2 3
16%
32%
52%
4%
8%
56%
Inference- more than 90% respondents agreed that they would recommend
others to join.
1 2 3 4
10%
16%
5 Strongly agree
4 Agree
26%
3 Somewhat agree
2 Disagree
1 Strongly disagree
48%
Inference- a majority of about 65% agrees to the above statement. This also
shows how innovative and flexible the company is.
1 2 3 4 5
10% 8%
8%
36%
38%
Inference- less than 50% respondents agree to the above statement, which
shows that the organizational policies are not frequently updated.
a) About job
JOB RELATED
250
200
150
JOB RELATED
100
50
0
Strongly Disagree Disagree Somewhat Agree Agree Strongly agree
Inference- most of the responses were ‘agree’ for job related questions which
shows that majority of the respondents are satisfied with their work and
related matters.
b) About people
PEOPLE RELATED
140
120
100
80 PEOPLE RELATED
60
40
20
0
Strongly Disagree Disagree Somewhat Agree Agree Strongly agree
c) About department
DEPARTMENT RELATED
120
100
80
DEPARTMENT RELATED
60
40
20
0
Strongly Disagree Disagree Somewhat Agree Agree Strongly agree
Inference- here again the results indicate that employees are fairly satisfied
with the working of their departments. They know how their department is
coordinated with others and how their work effects the achievements of
goals.
d) About organization
ORGANIZATION RELATED
80
70
60
50
ORGANIZATION RELATED
40
30
20
10
0
Strongly Disagree Disagree Somewhat Agree Agree Strongly agree
Inference- this shows how much pride they take in working with the
company and their belief in its values.
Expected improvement areas
The following are the areas in which employees expect an improvement from
the side of the company. The are given in order of their preferences-
Most of the employees opine that training and development function should
be improved not only in terms of implementation but also in terms of need
identification. Also second most important factor being career planning in
which PMS, Career path etc are most concerned areas.
Chapter 5
Findings
The major observation and findings from the survey and the from informal
interaction with the employees are-
The performance review and training activities really play a major role
in motivating the employees of the organization. It is a major factor that
makes an employee feels good in his work and results in his satisfaction too.
The organization can concentrate on areas which are evolved from this study
in order to make the programs more effective.
Annexure A
At the outset I would like to express sincere gratitude on behalf of Jindal Management for
rendering fruitful services for the overall growth of the company. Since you have decided to
leave the company, I request you to please fill up the Exit Interview form and give us your
free and frank opinion and suggestion about the Organization. We assure you that whatever
inputs are given by you will be kept confidential and will be used only for the overall
Head (HR)
3. Reasons of your separation? Pl. (√) give priority no., 1 for top most reason
Priority No. Priority
No.
(vii) Non fulfillment of commitment given by ( ) (viii) Any other- pls specify………………….… ( )
Company, please elaborate
6. Was there any Trigger (Reason) that made you take this decision? If yes, please explain /
elaborate
7. Have you found any difference in your expectations and the reality, which existed in
Company? (Please specify)
8. Please rate the following in the below mentioned manner on 10 points scele, 1 being
the least.
10. [a] What in your opinion are the strengths of the Organization?
11. [a] Highlight any three happiest moments for you in company.
(i)
(ii)
(iii)
11. [b] Which things made you sad/depressed while you were working in company?
14. (a) Would you recommend this company to your friends & colleagues for employment?
Yes/No/ Don’t know.
15.1 Which company are you joining and why did you choose the same?
Signature Date :
Signature Date :
ANNEXURE B
Survey Questionnaire
a) Department-
e) Qualification-
Diploma Graduation Post Graduation Above P.G.
Section I
(Job related)
1. I know what is expected of me at work.
Strongly disagree Disagree Somewhat agree Agree Strongly agree
.
4. My job brings out my most creative ideas.
Strongly disagree Disagree Somewhat agree Agree Strongly agree
9. There is two way communication between workers regarding any work that need
to be done.
Strongly disagree Disagree Somewhat agree Agree Strongly agree
10. I have a friend at workplace with whom I can share new ideas.
Strongly disagree Disagree Somewhat agree Agree Strongly agree
17. I have opportunities to provide input into decisions that affect my work.
Strongly disagree Disagree Somewhat agree Agree Strongly agree
Section II
1. What is your overall view about the company?
Highly dissatisfied Dissatisfied Fairly Satisfied Satisfied Highly Satisfied
ANNEXURE C
Questionnaire for HRD
6. What were the main reasons according to exit interview analysis for leaving the
organization?
7. Do you have any retention policy? If yes, what are the main features of the
policy? If not, is there any proposal for the same?
8. What are the main strategies adopted by management for retaining its
employees?
9. Are there any schemes for rewarding the employees who stay with the company?
If yes, please give some important schemes.
10. Are there any new schemes/ strategies implemented in the past year for
reducing attrition? If yes, please give details.