A Project Report On “EMPLOYMENT ENGAGEMENT ACTIVITIES” Undertaken At VADINAR POWER COMPANY LIMITED (ESSAR) Duration: From: 1 st February, 2010 To: 30 th 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 1
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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.
No
Particulars Page No.
1 Introduction of ESSAR Group 8
2 ESSAR Group Of Companies
Essar Oil Ltd. Essar Steel Ltd. Essar Communication Ltd. Essar Shipping & Logistics Ltd. Essar Constructions Ltd. Essar Power Ltd.
9
3 History of Vadinar Power Company Limited 16
4 Details Of Organization
Awards Received Company’s profile Objectives of VPCL Achievements of VPCL
18
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
5
1.2 Objective and Need Of Employment Engagement Activities 55
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
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
20
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 le-
gal requirements for employees.
Aim for zero leakage for environmental safety.
21
Achievements of VPCL
Near Miss Award given by Health Safety Environment Forum (HSEF) because VPCL re-
ported 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.
22
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
fig.3.2.1: levels in organization *Source: HR Dept., VPCL
24
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
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.
25
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.
26
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.
27
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.
28
Selection Of Job
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
Selection process *Source: HR Dept., VPCL
29
Application blank
Short Listing
Preliminary Interview
Reference Check
Final Interview
Final Selection
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
30
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
31
“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
Training & Development
32
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
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.
33
Designing T & D Program
Implementation of Training Program
Evaluation of Training Program
Training needs Assessment
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.
34
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
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.
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.
78
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.
79
3.4.3 Tables
TABLE 1:
No. of Respondents.
Sample Size Accepted Rejected
Employees 100 85 15
15%
85%
Respondents
RejectedAccepted
80
TABLE 2:
1. Do you think that Employment Engagement Activities motivates you?
72%
21%
7%
EEA MotivationYes No Can`t Say
Sr. no Status EEA MotivationNo. %
1 Yes 61 722 No 18 213 Can’t Say 6 7
81
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.
3. Does it affect your personal and professional life?
77%
15%
9%
Personal & Professional LifeYes No Can`t Say
82
Sr. no Status Personal & Professional lifeNo. %
1 Yes 62 762 No 12 153 Can’t Say 7 9
4. Do you like different activities conducted for the development of the organization?
81%
9%
9%
Development of OrganisationYes No Can`t Say
Sr. no Status Development of OrganizationNo. %
1 Yes 69 812 No 8 103 Can’t Say 8 9
83
5. Which activity you like the most? (Maximum 5)
13%
14%
3%
13%
9%
15%
9%
2%1%1%1% 9%
8%
1%
EEA ActivitiesTown HallReward & RecognitionMentorship Program (MMM)SPARSH - The TouchKnowledge CircleFun @ Work Meet'Buddy - DOST' ProgramAagman - I&I ProgramPower IdeaCampus ConnectPower Proficiency ProgramPrayasBol BindasNone of the above
84
Activities No %
Town Hall 51 13
Reward & Recognition 53 14Mentorship 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
6. How you rate Employment Engagement Activities with your work life?
59%24%
8%
9%
EEA Rating
excellentGoodSatisfactoryNot Applicable
Sr. no Status EEA RatingNo. %
1 Excellent 50 592 Good 20 243 Satisfactory 7 84 Not Applicable 8 9
85
7. Do you think that the communication is properly done for the events conducted?
80%
9%
11%
Communication
YesNoCan`t Say
Sr. no Status CommunicationNo. %
1 Yes 68 802 No 8 93 Can’t Say 9 11
8. Are you aware of SPARSH?
86
80%
20%
SPARSH Awareness
YesNo
Sr. no Status SPARSH AwarenessNo. %
1 Yes 68 802 No 17 20
9. If yes than have you participated in SPARSH?
87
60%
40%
SPARSH Participation
YesNo
Sr. no Status SPARSH ParticipationNo. %
1 Yes 51 602 No 34 40
10. Has SPARSH brought in any difference in you?
88
49%51%
Changes Through SPARSH
YesNo
Sr. no Status Changes Through SPARSHNo. %
1 Yes 42 512 No 43 49
11. Do you think that three employees are sufficient for each SPARSH meet?
89
58%
42%
No. of Employees in SPARSH
YesNo
Sr. no Status No. of Employees in SPARSHNo. %
1 Yes 49 582 No 36 42
12. Are you able to share your views and ideas freely in SPARSH meeting?
90
53%
11%
36%
Sharing views in SPARSH
YesNoCan`t say
Sr. no Status Sharing views in SPARSHNo. %
1 Yes 45 532 No 9 113 Can’t Say 31 36
13. Any suggestions for making SPARSH better?
i. Make it once in 15days.
91
ii. Excellent no change required.
14. Are you aware of the birthday bash?
92%
8%
B`day Bash Awareness
YesNo
Sr. no Status Birthday Bash AwarenessNo. %
1 Yes 77 922 No 7 8
15. How you find the arrangement of Birthday Bash?