Professional Documents
Culture Documents
EXECUTIVE SUMMARY
1. EXECUTIVE SUMMARY
Human resource executives in India continue to struggle with talent management
issues, particularly retention. The quest to find best way to retain employees has taken HR
through different concepts such as employee review, employee satisfaction and employee
delight the latest idea is Employee Engagement, a concept that holds, that, it is the degree to
which employee is emotionally bonded to his organization and passionate about his work that
really matters. My project deals with this concept. This report distills the key findings that
emerged from the study and action-points, preceded by the objectives and the methodology.
The fundamental objective of my project was to summarize the results obtained from
the survey Anubhav - an Employee Engagement Survey conducted by the organization and
work on the action plans for the gray areas, which will increase the satisfaction level of
employees ultimately increasing the profitability of the company. Owing to the fact that
before one sets out for summarizing the results one should have a thorough knowledge of the
topic assigned, I spent my considerable time in knowing about Bisleris Employee
Engagement Survey previously conducted by a consultancy Ma Foi.
Engagement is about motivating employees to show their best. An engaged employee
gives his company his 100%. The quality of output and competitive advantage of a company
depends upon quality of its people. Most organizations realize today that a satisfied employee
is not necessarily the best employee in terms of loyalty & productivity. It is only an engaged
employee who is intellectually & emotionally bound with the organization.
A successful employee engagement helps create a community at a workplace & not
just a workforce. As organizations globalize & become more dependants on technology in a
virtual working environment, there is a greater need to connect & engage with employees to
provide them with an organizational identity.
In todays world of cutthroat fierce competition, it is very essential to not only recruit
the best workforce but also to retain them. To survive in the market the company not only
needs to formulate strategies to increase earnings but also needs to develop ways to satisfy its
employees which would ultimately lead to higher profits.
CHAPTER 2
INTRODUCTION
2.1
HR Management Activities:
The central focus for HR management must be on contributing to organizational
success. Key to enhancing organizational performance is ensuring that human resources
activities support organizational efforts focusing on productivity, quality, and service.
Staffing
HR Development
HR Planning and Analysis - These have several facets. Through HR planning, managers
attempt to anticipate forces that will influence the future supply of and demand for
employees. Having adequate human resource information systems (HRIS) to provide
accurate and timely information for HR planning is crucial. The importance of human
resources in organizational competitiveness must be addressed as well. As part of maintaining
organizational competitiveness, HR analysis and assessment of HR effectiveness must occur.
The internationalization of organizations has resulted in greater emphasis on global HR
management.
Equal Employment Opportunity - Compliance with equal employment opportunity (EEO)
laws and regulations affects all other HR activities and is integral to HR management. For
instance, strategic HR plans must ensure sufficient availability of a diversity of individuals to
meet affirmative action requirements. In addition to recruiting, selecting, and training
individuals, all managers must be aware of EEO requirements.
Staffing - The aim of staffing is to provide an adequate supply of qualified individuals to fill
the jobs in an organization. Job analysis is the foundation for the staffing function. From this,
job descriptions and job specifications can be prepared to recruit applicants for job openings.
The selection process is concerned with choosing the most qualified individuals to fill jobs in
the organization.
HR Development - Beginning with the orientation of new employees, HR training and
development also includes job realted skill based training. As jobs evolve and change,
ongoing retraining is necessary to accommodate technological changes. Encouraging
development of all employees, including supervisors and managers, is necessary to prepare
organizations for future challenges. Career planning identifies paths and activities for
individual employees as they develop within the organization. Assessing how employees
perform their jobs is the focus of performance management.
Compensation and Benefits - Compensation rewards people for performing organizational
work through pay, incentives, and benefits. Employers must develop and refine their basic
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wage and salary systems. Also, incentive programs such as gain sharing and productivity
rewards are growing in usage. The rapid increase in the costs of benefits, especially healthcare benefits, will continue to be a major issue.
Health, Safety, and Security - The physical and mental health and safety of employees are
vital concerns. The Occupational Safety and Health Act of 1970 (OSHA) has made
organizations more responsive to health and safety concerns. The traditional concern for
safety has focused on eliminating accidents and injuries at work. Additional concerns are
health issues arising from hazardous work with certain chemicals and newer technologies.
Through a broader focus on health, HR management can assist employees with substance
abuse and other problems through employee assistance programs (EAP) in order to retain
otherwise satisfactory employees. Employee wellness programs to promote good health and
exercise are becoming more widespread. Workplace security has grown in importance, in
response to the increasing number of acts of workplace violence. HR management must
ensure that managers and employees can work in a safe environment.
Employee and Labor Management Relations - The relationship between managers and
their employees must be handled effectively if both the employees and the organization are to
prosper together. Whether or not some of the employees are represented by a union,
employee rights must be addressed. It is important to develop, communicate, and update HR
policies and rules so that managers and employees alike know what is expected. In some
organizations, union / management relations must be addressed as well.
2.2
FMCG INDUSTRY
Products which have a quick turnover, and relatively low cost are known as Fast
Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year.
Examples of FMCG generally include a wide range of frequently purchased consumer
products such as toiletries, soap, cosmetics, tooth cleaning products, shaving products and
detergents, as well as other non-durables such as glassware, bulbs, batteries, paper products,
and plastic goods. FMCG may also include pharmaceuticals, consumer electronics, packaged
food products, soft drinks, tissue paper and chocolate bars.
Indias FMCG sector is the fourth largest sector in the economy and creates
employment for more than three million people in downstream activities. Its principal
constituents are Household Care, Personal Care and Food & Beverages. The total FMCG
market is in excess of Rs. 85,000 Crores. It is currently growing at double digit growth rate
and is expected to maintain a high growth rate. FMCG Industry is characterized by a well
established distribution network, low penetration levels, low operating cost, lower per capita
consumption and intense competition between the organized and unorganized segments.
As it is meeting the every-day demands of consumers, it will continue to grow.
Market share movements indicate that companies such as Marico Ltd and Nestle India Ltd,
with domination in their key categories, have improved their market shares and outperformed
peers in the FMCG sector. This has been also aided by the lack of competition in the
respective categories. Single product leaders such as Colgate Palmolive India Ltd and
Britannia Industries Ltd have also witnessed strength in their respective categories, aided by
innovations and strong distribution. Strong players in the economy segment like Godrej
Consumer Products Ltd in soaps and Dabur in toothpastes have also posted market share
improvement, with revived growth in semi-urban and rural markets.
2.3
resources of water but increasing population, alarming rate of global warming and rapid
industrialization and lack of adequate and improved management of the water supply systems
resulted in the increased rate of water consumption, wastage of water and deteriorating
condition of the water supply networks and the result is, scarcity of water. The Water shortage
around the world and particularly in the developing countries has opened new doors for
bottled water Industry.
Why Bottled water?
Millions of people, both in rural and urban India, suffer from inadequate or no tap
water supply. Even some parts of Mumbai, the country's financial capital, get a mere two
hours of daily water supply. The city's Virar suburb gets 45 minutes. Bottled water is much in
demand by residents - even though the businesses profiting from the sales are thriving from
access to public water sources.
Bottled water has been treated by distillation, reverse osmosis, or other suitable
process and that meets the definition of "purified water". The bottled water treatments
include:
Distillation: In this process, water is turned into vapours. Since minerals are too
heavy to vaporize, they are left behind, and the vapors are condensed into water again.
Reverse osmosis: Water is forced through membranes to remove minerals in the
water.
Absolute 1 micron filtration: Water flows through filters that remove particles larger
national companies view India as the next big market with lots of potential and growth
possibility. There is a huge market being exploited by the packaged water industry, and its
growing at 40% per annum. With over a thousand bottled water producers, the Indian Bottled
water industry is big by even international standards. There are more than 200 brands, nearly
80% of which are local. Most of the small scale producers sell non branded products and
serve small markets. In fact making bottled water is today a cottage industry in the country.
Bottled water is sold in a variety of packages right from 200 ml pouches and glasses,
to 250 ml bottles, 500 ml bottles, to one-litre bottles and even 20 litre bulk water packs. It is
obvious to find the bottled water manufacturer in metro cities though it might be running only
in one room or shop, but its surprising to know that at present in many medium and small
villages and even in some of the prosperous rural areas you will find the local manufactures
of bottled water and local brand of bottled water lying with the well known brands on the
same shelf.
Parle was the first major Indian company to enter the bottled water market in the
country when it introduced Bisleri in India 25 years ago and created Bisleri as the synonym
of mineral water but now that image is getting deteriorated with the entry of major
international giants like Coca-Colas Kinley, PepsiCos Aquafina and noticeable presence of
national players like Mount Everests Himalayan (Tata Group), Manikchands Oxyrich,
Kingfisher. Their distribution network with professional marketing approach has resulted to
capture the major chunk of the bottled water market though they are receiving good fight
from the local players as well. One thing has to be noted in this business is that the required
infrastructure and the distribution network requirements are same for major players and small
or local players but one area where they can make a difference is their way of marketing and
branding.
Almost all the major international and national brands water bottles penetrated in the
Indian market and are available right from the malls to railway stations to bus stations to
multiplexes to grocery stores and even at panwala's shop.
Water resources over-exploited
The majority of the bottling plants are dependent on groundwater. They create huge
water stress in the areas where they operate because groundwater is also the main source - in
most places the only source - of drinking water in India. This has created huge conflict
between the community and the bottling plants.
Private companies in India can siphon out, exhaust and export groundwater free
because the groundwater law in the country is archaic and not in tune with the realities of
modern capitalist societies. The existing law says that "the person who owns the land owns
the groundwater beneath". This means that, theoretically, a person can buy one square metre
of land and take all the groundwater of the surrounding areas and the law of land cannot
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object to it. This law is the core of the conflict between the community and the companies
and the major reason for making the business of bottled water in the country highly lucrative.
Plastic Bottles Pollution
Tap water is a local product that needs no packaging. Globally, bottled water accounts
for as many as 1.5 million tons of plastic waste annually. In addition, billions of bottles end
up in the ground every year. Sadly, only 20% ever get recycled, according to the Container
Recycling Institute and the other 80% are accounted for increasing environmental waste.
Besides landfills, many bottles end up in oceans, posing a risk to marine life. By purchasing
bottled water, youre indirectly raising the price of gasoline and contributing to Global
Warming and Climate change.
In 2007, the manufacturers of plastic water bottles generated more than 2.5 million
tons of carbon dioxide emissions and required the equivalent of more than 17 million barrels
of oil, according to the Pacific Institute. Americans drank more than 30 billion single-serving
bottles of water last year. Yet the vast majority of us have an unlimited source of clean, EPAregulated tap water flowing from our faucets.
Plastic Bottles requires costly Oil, making the plastic in the bottles requires 47 million
gallons of oil annually. And that doesnt include the jet fuel and gasoline required to transport
the bottles- sometimes halfway around the world.
Bottled water has come under criticism in recent years for the environmental impacts
of groundwater extraction, the energy and environmental costs of the plastic packaging and
transportation costs, and concerns about water quality and the validity of some marketing
claims. One criticism of bottled water concerns the packaging. Bottled water commonly is
packaged in Polyethylene Terephthalate (PET), which requires a significant amount of energy
to produce.
U.S. is the largest consumer market for bottled water in the world, followed by
Mexico, China, and Brazil. Major players in the global water market are Arrowhead,
Aquafina, Aqua pod, Bisleri, Bonaqua, Bonafont, Ciel purificada, Crystal Geyser, Dasani,
Deer Park, Deja Blue, Evian, Fiji, Galvanina, Gerolsteiner, Island Chill, Ozarka, Pennine
Spring, Perrier, Propel Fitness water, Ramlosa, San Pellegrino.
Bottled water companies earn high profits
What is amazing is that people are prepared to pay Rs. 12 for a litre of water-in India
especially when the cost of material input (0.25 paisa per litre excluding labors cost) pales
into insignificance before the price of the product.
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Up to 40% of bottled water comes from the same source as tap water, but is sold back
to consumers at hundreds of times the cost, says the website of the North American "Think
Outside the Bottle" campaign. Not only Coca-Cola but there are thousands of brands in
India's $445 million packaged water industry.
Not just bottlers are involved. In south India, thousands of fuel trucks converted to be
water carriers sell ground water to households and establishments at about $10 for 5,000
litres. More than 13,000 tankers carry water drawn from farmland surrounding Chennai,
according to a social activist R. Srinivasan. He estimates a $148 million tanker industry is
cashing in on Chennai's acute water scarcity. The story is replicated across India, including in
New Delhi.
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13
2.4
COMPANY PROFILE
14
The people at Bisleri value their customers & therefore have developed unique pack
sizes to suit the need of every individual. They are present in 250ml, 500ml, 1 litre, 1.5 litre,
2 litre which are one way (non returnable) and 5 litre, 20 litre which are two way (returnable).
Till date the Indian consumer has been offered Bisleri
water, however in their effort to bring to the customers
something refreshingly new, they have introduced Bisleri
Vedica - natural mountain water - water brought directly from
the foot hills of the Himalayas. Hence the product range now
comprises of Bisleri with added minerals and Bisleri
mountain water.
The commitment of the company is to offer every Indian pure & clean drinking water.
Bisleri water is put through multiple stages of purification, ozonization and finally packed for
consumption. Rigorous R&D and stringent quality controls has made Bisleri a market leader
in the bottled water segment. Strict hygiene conditions are maintained in all plants.
In their endeavor to maintain strict quality controls each unit purchases preforms &
caps only from approved vendors. The company produces bottles in-house. They have
recently procured the latest world class state of art machinery that puts the company at par
with International standards. This has not only helped them in improving packaging quality
but has also reduced raw material wastage and doubled production capacity. People can be
assured that they are drinking safe & pure water when they consume Bisleri.
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Vision:
1000 crore
by 2015
Mission:
Bisleri in every
hand
Values:
Trust: Build trust in every single individual who interacts with the brand.
Innovation: Approach innovation not as a can-do, but as a must-do.
Seamlessness: Integrate smaller goals seamlessly to achieve the larger objective.
Commitment: Sow the seeds of commitment at every step towards the goal.
16
17
2010 - Launches a limited edition of celebration and celebrate cricket labels in 250 ml
and 500 ml packs. Launched Vedica - Natural mountain water from the Himalayas.
2011 - Looking at entering Middle East countries as part of its strategy to expand its
overseas presence. As part of the plan, the company said it will consider setting up more
manufacturing facilities outside India.
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Its a compliment being generic to the category, but it is not very good
when consumer thinks any Mineral Water Brand is Bisleri
CSR Activities:
The Economic Times Sep 3, 2010.
Early this year, a bunch of unlikely business associates trooped into the Andheri,
Mumbai office of Bisleri International whose Chairman is Mr. Ramesh Chauhan. As they cast
nervous, furtive glances, it was evident they were uncomfortable in the classy confines of the
headquarters. After all, they were more familiar with Mumbais streets that they scour for
many hours daily. They were rag pickers. They had come to meet Mr Chauhan to review the
progress of a business alliance that the chairman-and-rag-picker combine had co-created a
couple of years ago.
Mr Chauhan, the diminutive, yet feisty entrepreneur, had initiated this partnership to
tackle an environmental hazard - over 3 lakh tonnes of PET containers are used and discarded
every year. Polyethylene Terephthalate, popularly known as PET, is a nonbiodegradable
plastic used to package drinking water, carbonated drinks and juices.
19
Till recently, PET scrap was considered worthless even by rag pickers. Hardly anyone
in Indias vibrant raddi market would buy it, leaving the unsightly garbage littered all over.
So, Mr Chauhan stepped in and built a partnership with rag pickers, announced attractive
prices for PET garbage, commissioned collection centres, purchased about 5000 kg every
month, processed it and sold it to companies like Reliance Industries. His intervention gave
birth to an entire PET recycling ecosystem that now collects about 1,200 tonnes of PET waste
from Mumbais streets every day, according to industry estimates. Another 700 tonnes are
collected from the rest of Maharashtra.
Mr Chauhans review meeting with the rag pickers that day was to take stock of how
profitable the whole initiative was for them. Rag pickers are able to take up other jobs.
LOOK, says Mr Chauhan, Rag pickers are no invention by Bisleri. We only tapped
the community to recycle PET scrap. And this is a business transaction - the focus is to make
it a viable venture for the rag pickers. After the success of this pilot project, Mr Chauhan is
now replicating it nationally. He has charged his army of 1,500 distributors and 2,300 odd
sales staff across the country with the responsibility of seeding and setting up similar PET
waste recycling ecosystems in their geographies.
They will do what Mr Chauhan did in Mumbai - establish such ecosystems, buy scrap
from rag pickers through an elaborate distribution chain, identify users for the scrap, and
gradually pull out once a self - sustaining cycle has kicked - in. Like Mr Chauhan does now,
they too will continue to oversee this ecosystem ensuring it works smoothly.
The total organized bottled water market is estimated to be about Rs 3,000 crore and
is growing at 30% annually. Bisleri has a 60% market share. Its a 10,000 - crore market,
including the unorganized sector.
Of course, there are other competitors (who also generate PET waste). But as the
largest corporate player, the responsibility rested with us, says Mr Chauhan. Bisleri
encourages rag pickers to pick up any PET bottles, including that of competitors.
PET waste can be recycled into carpets, car parts, fabrics, fiberfil (for products like
pillows and jackets), and also for roads where the recycled plastic is mixed with asphalt. The
PET powder enhances the bonding ability of asphalt which strengthens the roads.
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BISLERI BOSS WITH HIS PARTNERS: Ramesh Chauhan links up rag pickers to Reliance
and sets up an ecosystem to recycle PET waste
Stitching together a partnership with rag pickers wasnt easy. They are a close-knit
community thats driven by trust and fear. Each rag picker has his turf marked out and no one
ventures outside it without the leaders permission. And if one of the members violates the
unwritten code, the whole fraternity disowns him or her. To begin with, a couple of Bisleri
employees gingerly made contact with a few rag pickers in Dharavi. We requested them to
help us clean up the environment by working out a profitable model for them. We spent hours
explaining everything, says Ms Joyce Fernandes, a senior Bisleri executive closely
associated with the entire project.
Mr Chauhan, who once built iconic brands like Goldspot, Thums Up, Limca and
Maaza (he sold these to Coca-Cola in 1993) then roped in the Indian Education Societys
management and research centres student body called RYTHM. It studied 56 rag pickers and
38 scrap dealers (bhangarwallas) and found that the ragpicking community chose PVC waste
over PET. The former was easier to recycle and re-mould. PET scrap, on the other hand, had
no buyers.
Mr Chauhan decided to move in and create a market for PET waste. He explored
options to recycle PET by shredding it rather than melting it. The search took him to the
Horai in Japan. There he found a plant that crushed the bottles and chopped it to flakes. (He
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imported it at a cost of Rs 1 crore.) Once washed and cleaned, the flakes could be bagged and
shipped to consumers like Reliance, which use it to make fibre cables, pillows, etc.
Rag pickers Shanti and Thangamma, like most of the estimated 1 million rag pickers
in the country, work from 5 am to 11 am. This (PET waste) helps us earn good money,
leaving us free to take up other jobs like selling flowers or to take care of our families during
the rest of the day, they say.
When Bisleri first set the price benchmark for PET scrap, it incentivised rag pickers
and hundreds of scrap dealers. The rag pickers were offered Rs 8-10 per kg; this was later
increased to Rs 17. Each rag picker could sell Rs 5-10 kg per day earning Rs 60 to Rs 150.
Scrap dealers, who would buy the PET scrap from the rag pickers, would initially sell
it to Bisleri for Rs 15-18 per kg. Bisleri would process it and sell it to companies like
Reliance for Rs 30 per kg.
Since then, many firms like Shakthi Plastic Industries, Divine Polymers and Vimnar
have also started buying directly from the scrap dealers, enabling Bisleri to pull back. It no
longer buys scrap, but continues to oversee the ecosystem. PET scrap prices continued to rise
and rag pickers now get over Rs 30 per kg.
Mr Chauhan found an ally in Vijay Merchant, a senior member of The Indian Centre
for Plastics in Environment, ICPE, a body created and funded by the plastics industry. Mr
Merchant is a close friend of Mr Chauhan and his tennis partner. He helped Bisleri set up
collection centres in holiday spots and pilgrimage centres and also gave hand crushers to the
rag pickers and balers for the collection centres. (The crushers help the rag pickers flatten
empty PET bottles enabling them to store them easily. The balers do a similar function, but
with a larger number of bottles.)
Bisleri also harvests 20 litres of rain water for every litre it sells. The Jayanti Lal
Chauhan Trust, set up by up by Mr Chauhan has completed 35 check dam projects, mostly in
Gujarat, conserving 10 million litres.
Now, two years after he first started engaging with rag pickers, Mr Chauhan is
exploring the possibility of using this community to improve Bisleris distribution reach. Mr
Chauhan is wondering if he could use them to deliver Bisleri products to kiosks and smaller
shops that are hard to access with trucks. Rag pickers usually start work at the crack of dawn.
22
This could solve our problem of beating the traffic, says Mr Chauhan. If this plan works
out, it could turn out to be a rags-to-riches story, quite litreally.
as
well
do
it
for
2.5
EMPLOYEE ENGAGEMENT
23
Training
Compensation
Work Process
HR Processes
Role
Image
Drivers
Effects
Customer Focus
24
Act as advocates
25
beyond.
Equity: Employees want to be treated fairly when it comes to pay and benefits, day
today treatment, and psychological and physical safety.
When these needs are met, employees are highly engaged - even enthusiastic - at work.
FACTORS LEADING TO EMPLOYEE ENGAGEMENT
Employee engagement is critical to any organization that seeks to retain valued
employees. The critical factors that lead to Employee Engagement are:
knowledge and realise their potential. When companies plan for the career paths of
orthodoxy and give innovative inputs for the organization to move forward.
Image - How much employees are prepared to endorse the products and services
which their company provides its customers depends largely on their perceptions of
the quality of those goods and services. High levels of employee engagement are
compensations.
Health and Safety - Research indicates that the engagement levels are low if the
employee does not feel secure while working. Therefore every organization should
adopt appropriate methods and systems for the health and safety of their employees.
Job Satisfaction - Only a satisfied employee can become an engaged employee.
Therefore it is very essential for an organization to see to it that the job given to the
employee matches his career goals which will make him enjoy his work and he would
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Co-operation - If the entire organization works together by helping each other i.e. all
the employees as well as the supervisors co-ordinate well than the employees will be
engaged.
Objectives:
To understand the importance given by employees to their work & their satisfaction
level.
To understand if employees are aware about their work processes.
To understand whether training needs are identified effectively.
To identify the key strengths and action areas to enhance employees engagement.
To suggest measures for improvement.
Methodology:
The above objectives were achieved in five phases as follows:
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Initial Sensing
Questionnaire Development
Data Collection
Data Analyses
Conclusions
Initial Sensing:
The objective here is to understand aspects that employees consider relevant in their
working with Bisleri International Pvt. Ltd.
Questionnaire Development:
The questionnaire comprised ninety two statements, each with a five-point scale of
strongly agree, agree, neither agree nor disagree, disagree and strongly disagree. The
statements were positively worded. The statements were spread across the following twelve
factors:
Role
Career Growth
Performance Management
Work Processes
Training
Compensation
Manager
Inter-departmental working
Image
Customer Service
Top Management
Future
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Further, a few overall engagement questions were asked which would capture the employees
overall working experience of Bisleri International Pvt Ltd through direct and surrogate
questions. We had open end questions for each of the above factors.
Data Collection:
The questionnaire as discussed above was circulated among the employees by hosting
it on Kwick survey to enable employees to participate in the study electronically. A total of
203 employees participated in the study.
Data Analyses:
The data was analyzed to understand areas where employees are happy and areas
where they are unhappy. The data was analyzed to understand areas that employees consider
as significant to their working in Bisleri International Pvt Ltd, called the key drivers.
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CHAPTER 3
ANALYSIS AND FINDINGS
31
Findings:
The findings are broadly organized in two sections. The first section discusses the overall
experience followed by the key drivers.
3.1
Engagement Index
100%
90%
83%
82%
82%
87%
86%
80% 76%
70%
65%
65%
60%
50%
40%
30%
20%
10%
0%
Taking everything into consideration, I am happy with my work experience at Bisleri.
Positive %
2008
Positive %
2011
Based on the above findings, the overall engagement index for Bisleri International Pvt
Ltd is 77%
The overall engagement is high in Bisleri International Pvt Ltd but the scores for
recommendation likelihood are moderate. This is an indirect question to understand how
employees feel about the organization. Considering that the score is significantly lower than
the overall average implies that a large population not highly satisfied about their working in
Bisleri International Pvt. Ltd.
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Loyalty Index
30%
26%
25%
25%
22%
21%
20%
20%
18%
16%
15%
12%
10%
12%
10%
9%
8%
5%
0%
< 1 Year
1 2 Years
2 3 Years
2008 % of employees
3 5 Years
> 5 Years
Retire
2011 % of employees
Loyalty-intent is low in Bisleri International Pvt. Ltd, with 39% of the employees saying
that they intend to leave Bisleri International Pvt. Ltd only after 5 years and 18% of the
employees saying that they will stay with the company until retirement.
This suggests that employees havent got into a comfort zone.
High Loyalty intent combined with low satisfaction suggests that satisfaction levels - might
not lead to attrition but can cause lower productivity.
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3.3
DEMOGRAPHIC SEGMENTS
By Level: At Bisleri International Pvt. Ltd., 13% of employees are into Senior Management,
32% are into Middle Management and 55% are into Lower Management.
Senior Management
13%
Middle Management
55%
Junior Management
32%
By Tenure: Bisleri International Pvt. Ltd., has 33% of employees working for less than a
year, 26% working since 1 to 3 years, 18% since 3 to 5 years and 23% of them for more than
5 years.
< 1 Year
1 - 3 Y23%
ears
3 - 5 Years
33%
> 5 years
18%
26%
34
By Function: The preceding graphs outline the percentage of employees working in different
departments.
Marketing
HR & IR
Quality
1% 5%
7%
19%
53%
Maintenance
Production
7%
7%
Purchase
18%
Logistics
IT
Stores
18%
6%
Facility & Admin
Shipping
12%
18%
6%
24%
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By Unit: Out of 203 employees who took part in the survey 27% of them were from Corporate Office
and 73% from Mumbai Office.
27%
Corporate
Mumbai, ROM, Gujarat
73%
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3.4
DRIVERS OF ENGAGEMENT
It is clear that the organization has a responsibility to lead engagement, and there are
several key areas the organization can address to encourage engagement among its
employees. However, there is no one size fits all model of engagement, and different
employees will place different emphases on the extent to which they value each of these
elements in return for going the extra mile.
Manager
Employees hold the following aspects together, titled as Manager. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011
37
Driver 1 : Manager
69%
66%
Positive %
ment members communicate a clear sense of direction to the organization.
63%
61%
59%
55%
60%
65%
70%
38
Driver 1 : Manager
My manager is available to me when I need help.
89%
85%
84%
78%
73%
71%
0%
Positive %
This driver has a moderate score. Employees feel managers care for them and are available
when they need help. Employees are free to express their opinions with their managers.
Issues specific to top management are coming together with manager as a factor which
suggests that employees cant see top management as a separate entity. Employees feel that
the unit top management does not care for them as a person though the manager does.
Employees want more of top management visibility. Top Management has to make
themselves more accessible to the employees.
Employees think that they are not motivated to perform. There is no distinction between good
performer and bad performer. Top management members do not communicate a clear sense
of direction to the organization. Bisleri needs to build a more performance oriented culture
where good performers are rewarded and recognized. The managers need to be trained on
giving recognition and growth to good performs, this will motivate employees to perform.
Manager being the first driver suggests that it is most important to the employees.
The scores are low for Facility & Admin, Maintenance, Purchase, Shipping and Stores.
39
When compared with the results of 2008, this driver has shown a 5% increase this year.
40
coming years.
I receive adequate support from other departments to do my job well.
At Bisleri, employees trust each other.
My unit's present way of working will ensure significant business growth in the
coming years.
There is efficient work-related integration between the sales team and the
production team.
I can count on my colleagues within my department to help me during a workrelated crisis.
41
t way of working will ensure significant business growth in the coming years.
62%
52%
47%
44%
44%
0%
20%
40%
60%
80%
Positive %
85%
work-related integration between the sales team and the production team.
t way of working will ensure significant business growth in the coming years.
79%
72%
62%
62%
0%
Positive %
42
This driver has a low score. Employees are happy with the team work within the department /
unit but are unhappy with the coordination between different departments / units.
Team integration is good between sales and production, between different units, between
different departments in a unit and between union and management. There is lack of trust
amongst employees and employees feel there is favoritism.
Issues on business growth of the unit as well as the company are coming together with this
which suggests that as per employees interdepartmental coordination is related to the business
growth.
Being a second driver this is important to the employees. Synergy among departments is
increasingly vital for any organization to use their full resources hence it warrants immediate
attention.
Interdepartmental / unit coordination is more effective if there are compatible or cooperative
goals between departments / units. This can be achieved by leadership development
initiatives for managers to strengthen focus around the larger goal of the organization
Complement this with Mentoring by the top leadership to include Coaching & Appreciation.
Secondly, coordination can be improved if the departments / units are addressed and
rewarded on over-all performance measures embracing the activities of the several
departments.
There can be simplification & standardization of procedures between departments / units and
systemic communication channels. All this can be made a part of managers tasks & targets.
Programs to build cohesiveness amongst managers can also increase the interdepartmental
coordination to a great extent.
Employees in Accounts & Finance, Customer Care, and HR & IR are unhappy with the
interdepartmental interface.
When compared with the results of 2008, this driver has shown a 1% increase this year.
43
Training
Employees hold the following aspects together, titled as Training. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011
Driver 3 : Training
I have been adequately trained and developed to do well on my job.
70%
66%
62%
60%
60%
65%
70%
75%
Positive %
This driver has a moderate score. Employees want more of skill based training and a
continuous training to enhance their skills.
Employees in Accounts & Finance, Production and Shipping are unhappy with training.
When compared with the results of 2008, this driver has shown a 6% increase this year.
44
Compensation
Employees hold the following aspects together, titled as Compensation. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011
Driver 4 : Compensation
37%
0%
28%
10%
20%
30%
40%
Positive %
This is a low score. Employees feel that their allowance, compensation and benefits compare
well with other similar organization.
The scores are never high for this factor. The industry average for compensation is around
40%. Hence Bisleri needs to do some work on Compensation. Bisleri can introduce a variable
pay plan which will make good performers earn a higher income and would also motivate
employees to perform better.
The scores for compensation are very low for IT, Logistics, and Sales.
When compared with the results of 2008, this driver has shown a 3% increase this year.
45
Work Process
Employees hold the following aspects together, titled as Work Process. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011
61%
52%
52%
0%
49%
20%
40%
60%
80%
Positive %
46
83%
72%
0%
63%
Positive %
Operators need to be trained to maintain their machines. Bisleri needs to improve its work
process to ensure minimal wastage by having well laid down procedures in all its areas of
operation. Bisleri also needs to maintain transparency in all its processes.
Employees in Marketing, Production, Purchase, Quality, Sales and Stores are unhappy with
the work processes.
When compared with the results of 2008, this driver has shown a 2% decrease this year.
47
HR Processes
Employees hold the following aspects together, titled as HR Processes. The statements are
arranged in the ascending order of employee opinion score. In other words, the first statement
has the lowest score and the last statement has the higher score:
2011
Driver 6 : HR Processes
I receive my allowances on time.
0%
82%
61%
58%
Positive %
The scores are moderate for this driver. Employees say that they receive their allowances on
time. Employees are unhappy with the performance management system which they say is
not an accurate assessment of employee performance and the HR procedures are not well laid
down.
When compared with the results of 2008, this driver has shown a 9% increase this year.
48
49
Role
Employees hold the following aspects together, titled as Role. The statements are arranged
in the ascending order of employee opinion score. In other words, the first statement has the
lowest score and the last statement has the higher score:
2011
I am provided with all the infrastructural support (Computer, email id, Xerox,
printer, phone etc.) required to perform my Job
50
Driver 7 : Role
86%
(Computer, email id, Xerox, printer, phone etc.) required to perform my Job
84%
74%
72%
52%
48%
42%
20% 40% 60% 80% 100%
Positive %
This is a moderate score. Employees feel that achievement of their goals supports
achievement of companys goals. They are satisfied to some extent with the authority at
work, their roles and responsibilities.
Employees are unhappy with the change in roles and responsibilities which is not systematic
and planned.
Employees in Purchase and Quality are unhappy with aspects under role.
When compared with the results of 2008, this driver has shown a 2% decrease this year.
51
Image
Employees hold the following aspects together, titled as Image. The statements are arranged
in the ascending order of employee opinion score. In other words, the first statement has the
lowest score and the last statement has the higher score:
2011
Bisleri is considered the best brand among the customers in the packaged water
industry.
Driver 8 : Image
Positive %
ered the best brand among the customers in the packaged water industry.
0%
96%
50%
100%
150%
This is a very high score. Employees are very positive about the brand image of Bisleri.
When compared with the results of 2008, this driver has shown a 1% increase this year.
52
69%
60%
0%
51%
20%
40%
60%
80%
Positive %
This is a low score. Employees feel they can communicate their opinions to corporate top
management but the corporate does not care for them and the there no team integration
between units and corporate.
When compared with the results of 2008, this driver has shown a 2% decrease this year.
53
Customer Service
Employees hold the following aspects together, titled as Customer Service. The statements
are arranged in the ascending order of employee opinion score. In other words, the first
statement has the lowest score and the last statement has the higher score:
2011
At Bisleri, there is an effort to ensure that customer complaints are not repeated.
The product range offered by Bisleri is very good.
My colleagues are committed to give high quality product to the customers.
Bisleri is well regarded by the customer for its product quality.
92%
88%
87%
eri, there is an effort to ensure that customer complaints are not repeated.
0%
48%
20% 40% 60% 80% 100%
This is a high score. Employees are either very happy with the Customer Service or its just a
rub off of image. Probably employees are not aware of the realities with respect to customer
service but as the brand image is high they feel the customer service is very good. Bisleri
needs to make each and every employee aware of the actual scenario with respect to customer
service. Employees will improve the service only if they know their areas where
improvement is required.
Employees say that there is not enough efforts to ensure customer complaints are not
repeated. Bisleri can have a system to track and manage customer complaints.
When compared with the results of 2008, this driver has shown a 5% decrease this year.
54
3.5
OTHERS
Some of the questions which do not fall under any drivers were included in order to
determine the effectiveness of various developments in the organization.
Others
Bisleri provides adequate support to the units.
70%
63%
61%
59%
57%
55%
Bisleri has a fair mechanism for handing out incentives and profit sharing.
0%
51%
20%
40%
60%
80%
Positive %
55
Others
Bisleri is better than other companies in the package drinking water sector.
93%
93%
92%
88%
77%
74%
nits provide adequate support to the Corporate to help them in their work.
73%
0%
Positive %
56
3.6
Year 2008
Year 2011
Difference
Manager
68%
73%
5%
60%
61%
1%
Training
59%
65%
6%
Compensation
30%
33%
3%
Work Process
64%
62%
-2%
Comparison
80%
73%
70%
68%
60%
65%
60% 61%
64%
59%
62%
50%
Year 2008
40%
30%
30%
Year 2011
33%
20%
10%
W
or
k
Pr
oc
es
Tr
ai
ni
ng
M
an
ag
er
0%
Driver
Year 2008
Year 2011
Difference
57
HR Processes
58%
67%
9%
Role
67%
65%
-2%
Image
95%
96%
1%
62%
60%
-2%
Customer Service
84%
79%
-5%
Comparison
120%
95% 96%
100%
84%
80%
67%
60%
67% 65%
79%
62% 60%
58%
Year 2008
Year 2011
40%
20%
er
S
Cu
st
om
To
p
Co
rp
or
at
e
er
vi
ce
en
t
M
an
ag
em
Im
ag
e
Ro
le
H
R
Pr
oc
es
se
s
0%
58
CHAPTER 4
CONCLUSIONS
59
%
73%
Inference
Moderate Positive
Negative %
17%
Inference
Low Negative
Interface
Training
61%
65%
Low Positive
Moderate Positive
22%
20%
Low Negative
Low Negative
Moderate
Compensation
Work Process
HR Processes
Role
Image
Corporate Top
33%
62%
67%
65%
96%
Low Positive
Low Positive
Moderate Positive
Moderate Positive
High Positive
50%
18%
19%
20%
2%
Negative
Low Negative
Low Negative
Low Negative
Low Negative
Management
Customer Focus
60%
79%
Low Positive
High Positive
21%
13%
Low Negative
Low Negative
>75%
75%-65%
<65%
Key
High Positive
Moderate Positive
Low Positive
>75%
75%-65%
<65%
Key
High Negative
Moderate Negative
Low Negative
60
From the above table it can be stated that Inter department Interface, Compensation,
Work Process and Corporate Top Management are the Drivers that have obtained low
positive scores hence these are the areas of concern. Corporate Top Management was not
considered in the action plan and instead Training was included in the list of gray area, and
thus policies were to be formulated to improve the following four Drivers:
the hands of an organization and requires a perfect blend of time, effort, commitment and
investment to craft a successful endeavor.
However, the real value in such a survey lies in the extent to which the results are used, mere
collection of information would bring about no difference in the condition of the
organization; instead it would create a feeling of discontent amoung the employees.
So the actual task begins after the survey i.e. working on improving the weak areas,
which would result in the creation of an enjoyable position for the employees to work in.
61
CHAPTER 5
RECOMMENDATIONS / ACTION PLAN
62
Recommendation:
On the basis of the analysis made four drivers were identified which showed the least
positive score out of the ten drivers tested.
Various policies / action plans were formulated for improving the gray areas.
Driver
Compensation
Work Process
Training
Employee Growth Policy - This policy clearly establishes the Path an employee
needs to take, if he/she intends to grow within the organization. It also explains the
various prerequisites that are required to be fulfilled for a successful journey on the
Path. This policy has been prepared to provide employees with various challenging
opportunities for their own personal growth within the organization and also
establishes criteria which bring objectivity, measurability and uniformity in the
performance evaluation process across all levels. Employees are classified into three
paths namely Fast Track Path, Middling Path and Normal Path.
Compensation
organization.
A review of different department, its objectives and operations and the
way it works by the HOD of different dept. In absence of HOD, the
concerned person in the department (may be the managers) who knows
the entire process of its department shall explain the new joinees.
Taking the feedback of the new joinees regarding the different
departments for which the induction was given so as to understand
whether the new joinee is familiar with the departments and itz
process.
o Day 3: Induction to the plant visit.
Must for all the new joinees, be the employee from any department.
Overview of production process
Explaining the manufacturing process of the plant as it is must to
understand the plant process for which youre working.
New employee should know the quality measures taken in production.
Explain & clarify Doubts of new employees regarding the plant tour.
Taking the feedback of the new joinees regarding the plant tour.
o Day 4: Route riding.
Must for all the new joinees, be the employee from any department.
The new joinee understands the flow of distribution of the particular
product in the market.
65
brand?
Take the Feedback of day 4 from the new joinee.
o Day 5 and day 6: Orientation within department
View of the department, itz objectives, operations, as well as how the
employees job contributes to the department needs in turn fulfilling
and jobs.
Asking the new joinees to understand the flow and all the job
employees.
Feedback from the employee regarding the induction.
Enclosure: Feedback form for Induction - Open House Feedback Form conducted after three
months of joining.
Training
Enclosure: Feedback form for Training & Training Effectiveness Evaluation Form - for
Supervisor.
66
67