Designing Interventions Of Employee Engagement And Welfare Practices Management Essay
Asian Paints is Indias largest paint company and the third largest paint company in Asia today, with a turnover of Rs 30.2 billion (around USD 680 million). The company has an enviable reputation in the corporate world for professionalism, fast track growth, and building shareholder equity.
Asian Paints is a great marketing success in a branded consumer product business. The company succeeded where others failed in three areas:
First, it understood the requirements of the Indian paints market better than the MNCs which did not bother to respond to local consumer needs. It was the first to introduce small pack sizes, a variety of shades and a wide range of paint types (enamels, distempers, emulsions) to suit different pockets.
Secondly, in the highly competitive market emulsions segment, the company introduced as many as 151 shades in its Apcolite range when the competition was offering a maximum of 40 odd shades. The strategy paid off and Asian Paints today commands a 40% share in this segment. It set up an extensive national distribution network to tap demand in smaller towns.
And finally, the company has displayed considerable savvy in its advertising campaigns, dealer relations, point of sale publicity and product demonstrations to consolidate and expand markets. In fact, the company has played a pioneering role in expanding the Indian paints market by identifying high demand potential areas and then tapping them to maximum effect.
The project was undertaken with the following objectives in mind:
1. Designing of interventions of employee engagement and welfare practices
2. Preparation of a MIS of various Acts with reference to the various statutes
3. Optimization of Payroll process by Lean methodology
The scope of the project is as follows:
1. Payroll process of workmen and staff
2. Employee engagement of staff and workmen cadre with suggestions of engagement interventions as to render a festivity atmosphere in the plant, serve as a platform for inter-departmental interaction and to bring them closer
3. Reference to only those statutes which involve filings or returns or display of notices
Regarding payroll process, after understanding the application of Value stream mapping by attending LEAN workshop, the focus was on understanding the entire payroll process and the current state has been captured in a value stream map. Next, after studying the cycle time and identifying the optimization opportunities from the current payroll process map, the improvements to be finalized were discussed with the process owners. Then the future payroll process map was plotted and the implementation of the improvements happened in the May payroll.
Regarding employee engagement, first, an exploratory research was conducted which included extensive interviews with the HR managers in the neighbouring industries. The data was analyzed in the context of the current engagement model at Asian Paints-Patancheru plant and its required objectives in the scope of employee engagement and the interventions were accordingly designed.
Regarding preparation of a MIS, I have studied the needed Acts and gone through the statutory filings and returns files and integrated them into an easy to use and comprehensive MIS with all details at one place so that it serves as one stop search self-service mechanism.
List of Figures
Figure No. Description Page
1 Importance of Employee Engagement to Business Results 12
2 Why become LEAN? 14
3 Seven types of waste 15
4 Asian Paints- Patancheru’s Employee Engagement Framework 18
5 Payroll process map 32
6 Rainbow club logo and theme 39
List of Tables
Table No. Description Page
1 ICI Paints 26
2 ITW Signode 27
3 Dr. Reddy’s 28
4 Coke 29
5 Sandvik 30
6 Kirby 31
7 MIS Template 32
8 Creation of macros 35
9 Canteen decorations allocations House wise 40
10. Scoring premise for Rainbow Club 41
11. Flow of events in Rainbow Club 43
12. Budget 43
1.1 LITERATURE REVIEW
1.1.1 Employee Engagement
According to Hewitt Associates, an individual is considered to be engaged to the organization if they display all the three Engagement behaviours:
Say: Consistently say positive things about the organization
Stay: Wants to stay with the organization
Strive: Strive to achieve above and beyond what is expected in their daily role
Other definitions of employee engagement are as follows:
“The extent to which people enjoy and believe in what they do and feel valued for doing it.”
“The extent to which employees commit to something or someone in the organization, and how long they stay as a result of that commitment.”
“Loyal employees (versus satisfied employees) stay because they want to. They go above and beyond the call of duty to further their company’s interests.
“The extent to which employees put discretionary effort into their work in the form of brainpower, extra time, and energy.”
Employee engagement is currently a buzzword in the HR fraternity, with every organization seemingly reworking its strategies around it. But what explains the sudden interest? According to the Development Dimensions International, there are four main drivers for this surge to climb on the engagement bandwagon:
People have become increasingly the primary source of competitive advantage.
The war for talent, and talent retention, is becoming tougher by the moment.
Popular appeal and the ease of implementation of the concept in the workplace.
Overwhelming impact of engagement initiatives on overall productivity.
Also, the Service-Profit Chain Model builds the case for employee engagement. Created by James Heskett and his colleagues at Harvard Business School and published in the seminal paper Putting the Service-Profit Chain to Work, it is as follows:
Employee Satisfaction ƒ Employee Retention ƒ Employee Productivity ƒ Service Value ƒ Customer Satisfaction ƒ Customer Loyalty ƒ Profitability and Growth
Thus, more profits are created by loyal customers, who are actually created by engaged employees.
Let us now look at the Hewitt explanation of the need of employee engagement. As shown by the figure, employee engagement is imperative for the sustained success of any organisation.
Figure 1: Importance of Employee Engagement to Business Results
Thus, if an employee is satisfied with their employers, they would want to contribute to business success as well, which would eventually result in improvement of business results.
126.96.36.199 Employee Empowerment
Conger and Kanungo explicitly recognized an antecedent role for organizational practices in their definition of empowerment as “a process of enhancing feelings of self-efficacy among organizational members through the identification of conditions that foster powerlessness and through their removal by both formal organizational practices and informal techniques providing efficacy information” (1988: 474).
Contextual factors representing empowerment climate may be listed as below –
information on organization’s mission
information about performance
Autonomy through boundaries
organizational structure that encourages autonomous action
teams are locus of decision-making authority and performance accountability
individual incentive enhance performance by:
recognizing and reinforcing personal competencies
providing individuals with incentives for participating in and affecting decision making processes at work
Workplace independence and flexibility
empowerment and autonomy in decision making
adequate freedom and flexibility to do their jobs
Skill acquisition and development
For the sake of clarity and simplicity in our research, empowerment is considered a driver for engagement as a sub-driver of “sense of accomplishment”.
1.1.2 Lean Thinking
Lean is an operations management approach and it is a way of thinking and not a tool. It is a business approach based on fundamental goal of eliminating waste and maximizing flow.
Figure 2: Why become LEAN?
A Lean enterprise is an organization that fully understands, communicates implements and sustains lean concepts seamlessly throughout all operational and functional areas.
Value Added Activity – Activities that transform the form/fit/function of material in a way meaningful to the customer.
Non Value Added Activity – Activities that consume time, space and other resources, but do not contribute to making value.
Figure 3: Seven types of waste
188.8.131.52 Principles of Lean thinking
Define the Customer
Understand Customer needs on various dimensions:
The critical starting point for Lean Thinking is value as defined by the ultimate customer.
Identify Value Stream
Value flows to the customer in the form of product or service includes three critical transformation processes:
Idea transformation: concept to market launch
Information transformation: order-take through scheduling to delivery
Physical transformation: raw materials to final product
Make the work flow
Build reliability in the process so that work naturally flows from one step to the next step smoothly without interruption and balance the load at all steps of value addition.
Respond only to Customer’s Pull
Do not produce to be busy, produce only as much as customer [next step in the process] needs and only when it needs, that is Convert “Just In Case” inventories to “Just in Time” inventories.
Strive for Perfection
The real bench mark is zero waste, and not the best of the best. Every improvement sets the standards even higher. Unless this principle is applied the Waste of Intellect cannot be eliminated
1.2.1 ABOUT ASIAN PAINTS
Asian Paints aims to become one of the top five Decorative coatings companies world-wide by leveraging its expertise in the higher growth emerging markets. Simultaneously, the company intends to build long term value in the Industrial coatings business through alliances with established global partners.
The internal structure of Asian Paints can be broadly understood as a business divisional structure. It is divided into three independent divisions:
1. Decorative Business Unit (DBU)
2. Growth Business Unit (GBU)
3. International Business Unit (IBU)
The decorative business unit caters to high aesthetics and low utility and contributes to about 70% of the company’s revenues. The various products under the decorative segment are as follows:-
Interior Wall Finishes: Powerful brands like Tractor, Royale and Apcolite
Enamels: Brands like Apcolite Synthetic Enamel and Utsav Enamel dominate this segment
Exterior Finishes: Brands like Apex, Ace launched in the last seven years have become powerful
Wood Finishes: Created this segment in the 70s. Powerful brands viz. Touchwood, Asian Melamine Wood Finish
Asian Paints is the leader in all segments in decorative coatings. In the Industrial Coatings Division, AP is the second largest player in India, growing in excess of 25% over past three years.
The company currently operates 6 plants to manufacture paints for all Business Units at:-
1. Ankleshwar (Gujarat)
2. Kasna (Noida)
3. Patencheru (Hyderabad)
4. Bhandup (Mumbai)
5. Sriperumbudur (Chennai)
6. Rohtak (Haryana)
The Human Resource Management function is much decentralized at Asian Paints. The Corporate Center at Vakola, Mumbai has a team of HR (Corporate HR). Each of the Business Units and Manufacturing Units also has a separate team (BUHR and Plant Personnel). The BU HR team is further divided into zones.
1.2.2 Current Engagement model at Asian Paints – Patancheru
184.108.40.206 Hewitt’s Employee Engagement Framework
Figure 4: Asian Paints- Patancheru’s Employee Engagement Framework
This framework addresses the hard, tangible factors – basically the hygiene factors first and then moves towards bonding with the employees by fulfilling the soft, felt experienced Growth and Fulfillment factors.
220.127.116.11 Driver Definitions
Align: To align the new joinees with the organization
Guide: To enhance awareness about policies
Support: To ensure essential workplace requirements are met
Connect: To provide opportunity for free expression and facilitate communication with employees
Togetherness: To instil fun in workplace and to strengthen relationship with employees and their families
Grow: To focus on building functional expertise and capabilities among employees
Appreciate: To appreciate and encourage employees
Lead: Developing and Nurturing leadership
18.104.22.168 Current Programs under the model
GOAL is a structured orientation process which stands for Get Oriented and Learn. It is conducted for new joinees in staff cadre over a period of six months. It begins with a two day plant induction and fifteen days sectional induction. A central induction is conducted where all sections present to the new joinees. The process also has modules like PTP-Product Training Programme and sales visit and PLM-Performance Learning Monitor where the new joinees are given projects on leadership.
– Roles Clarity Workshop
This is conducted for staff cadre who have completed one year of service in the company. It involves shop floor experience – a discussion and corrections required for aligning the expectations of the new joinees to the goal of the organization.
This is an intranet portal which is an information resource about the policies and assistance resource regarding query and troubleshoot problems handling.
Indradhanasu is an internal magazine at the Patancheru plant which is an excellent internal communication mechanism for informing and engaging employees. It is planned that more articles will be started in the Telegu section.
A well maintained library is put into place and improvisation plans are still on.
Infrastructure improvement plan is currently in progress.
Annual open houses are held for staff
A new initiative, HR Connect has started in which the HR goes to the shopfloor and has a casual talk with the employees which can involve discussion over the issues the employees are facing.
Awards distribution happens on the Factory day for awarding meritorious children of the employees.
They are conducted for staff – Milan which serve as an interaction and socialization platform and serves as a relaxation element.
For newly wed couples, a one day session Jeevan Yatra is conducted which involves sending the couple to a resort which involves marriage counselling on how to maintain a successful and healthy marriage.
Technical and behavioral trainings
Employee Development Workshop
They are conducted for staff cadre to boost employee performance by making employees aware about their strengths and skills which will help them in achieving success levels.
Life Skills trainings
This is a new initiative which has started for workmen cadre in which workmen are given trainings like English speaking trainings.
Shabash awards are used for rewarding employees for exceptional work performance and they are distributed in Saturday Communication (SatComm) meetings where these rewarded employees are appreciated in front of the entire senior managers committee.
Trainers who have delivered more than or equal to five trainings a month and have received excellent feedback are appreciated.
In this, the Senior Manager- Personnel coaches the senior officers to develop their abilities and help achieving their goals.
1.3 RATIONALE OF THE RESEARCH
The aim of the research is to identify interventions for employee engagement which will strengthen communication, teamwork and rapport, encourage positive behaviour, provide a fun and relaxation element in the employees’ lives and make employees better educated about health, safety and environmentally responsible. The research also involves developing a comprehensive MIS which would serve as a self-service mechanism and be subject matter expert independent. It also involved optimizing the payroll process by reducing the cycle time, improving the accuracy and making it person independent.
1.4 RESEARCH OBJECTIVE
To make the payroll process more streamlined and lean
Identification of interventions of employee engagement
Developing a comprehensive and easy to use MIS which acts as a one stop search
1.5 RESEARCH QUESTIONS
For the payroll process, the key action points were identified as follows:
Data movement in certain processes
For the preparation of a MIS, the key action points were identified as follows:
User friendly and easy to use
For designing the employee engagement interventions, the key action points were identified as follows:
For benchmarking employee engagement and welfare practices in the neighbouring industries, the key industries selected were:
The following Acts were studied with respect to statutory filings, returns and displays:
The Factories Act,1948
Employees’ State Insurance Act, 1948
Contract Regulation and Abolition Act
The Employment Exchanges Act, 1959
Employees Provident Fund and Employees’ Pension Scheme
Andhra Pradesh Labour Welfare Fund Act
Andhra Pradesh Factories and Establishments (National, Festival and other Holidays)
The Apprentices Act, 1961
The Workmen’s Compensation Act
The Payment of Wages Act, 1936
The Payment of Gratuity Act, 1972
The Payment of Bonus Act, 1965
Minimum Wages Act
The data sources for the payroll process for workmen and staff were:
Attendance data source like daily swipe, leave/leave cards, Weekly off, compensatory off, On-duty applications
New joinees details
Employee master changes
One time payments
One time deduction
The questionnaire for benchmarking employee engagement and welfare practices is highly qualitative and open-ended in nature, and was mostly dispensed with during the interview to engage the interviewee. It was designed after careful analysis of the broad key areas the analysis framework was to be designed. It is attached in Appendix.
The methodology adopted for preparation of the MIS of Statutory returns was to study the following acts and how the returns are currently filed and to integrate them into one centralized tracker.
The methodology adopted for streamlining the payroll process was to study the concepts of Lean methodology, understand the application of Value Stream Mapping. It involved understanding the existing payroll system in depth and plotting the current payroll process map. The instrument used for plotting the current process map was Microsoft Visio 2010. After the identification of the optimization opportunities and discussion for improvements with the process owners, the future To-Be payroll process map was plotted in Microsoft Visio 2010.
2.3 PROCEDURE (Data Collection)
Qualitative in-depth interviews were conducted with the selected key industries, in person for benchmarking the best practices in employee engagement in the neighbouring industries. Regarding preparation of the MIS and optimizing the payroll process, the data inputs were collected in discussion with the process owners regarding the current process of filing returns and plotting the payroll process map with input sources and cycle time respectively.
RESULTS & DISCUSSIONS
Every industry exhibited different levels of engagement, with varying practices and key areas of focus. Following is a summary of the findings in each industry.
3.1.1 ICI PAINTS
Table 1 -ICI Paints
Leadership journey for managers – where managers are asked to draw their life curve, values and ambitions, contributions
Manager effectiveness programmes
Situational Leadership Programme for all line managers – identify the situation and realize your potential and how to guide yourself to achieve the same
Managers were taken for a 5 day programme at a resort – Mahabalipuram
Newspapers are kept in respective departments ; library is maintained
Appreciation letter to team on meeting targeted production volumes
Star Parivaar programme : Line managers nominate team members who are shortlisted at the head office and final selection takes place- receive books
Letters from General Manager quarterly
Celebrated Holi in the plant after working hours
Since the next day following Holi was holiday, the managers took a full day trip and went to the houses of staff members and celebrated Holi with them
Twice in a year party
Celebrated Holi in the plant after working hours
Games and competitions like Rangoli, painting, antakshari and prize distribution
(Conducted within plant working hours; during the not so peak seasonal demands/stages where less volumes need to be produced)
National Safety week – Safety quiz and safety awards
Road Safety day in plant – where the ACP Traffic was invited to deliver a lecture on the same
Bike checking camp
World Environment Day – 5th June – plan for tree planting campaigns
Change in policies/processes
Compensation structure revision
New performance development process has been put into place
Bring Buddies to work – referral programme
3.1.2 ITW SIGNODE
Table 2 -ITW Signode
Local + External trainers (Tied up with consultants -SHL, Gallup, etc.)
Technical trainings: Volunteers for explaining any new technology in market
Behavioural trainings – Time management, safety, negotiation skills, First Aid, etiquettes, Presentation skills, personality development, communication skills
On power holidays – workmen are sent in batches of 25 to HICC (Hyderabad International Convention Centre) for trainings on fire handling
5S training, awareness on safety
Local + External trainers
Behavioral training- conducted 2 yrs. back, currently in plan
Monthly Staff meeting – G.M. addresses in canteen/ conference hall followed by Training (30-45 mins) or Knowledge Sharing
Open House: Power Staff Members (15-20 years’ experience) + new joinees; Discussion around goals alignment with the organization especially youngsters.
Let’s Talk Initiative (Stay interview) – one on one meeting/discussion by HR for 40-45 minutes
Department wise(staff and workmen both from the same dept) – Open House once in 15-20 days
Birthday celebrations – birthday allowance Rs. 2000 given 1 month in advance
Ownership of celebration with team – greeting card + Employee may also sponsor birthday celebration with his allowance
Birthday celebrations – birthday allowance Rs. 1200 given 1 month in advance
Ownership of the celebration with team
World Health Day – 7th April – Doctor speaks on health and lifestyle for 1-2 hours
Blood donation camp held on the same day in collaboration with ITMR for thalassemia
World Environment Day – 5th June – 1 representative from CII gave a session on Global warming + tree plantations
Celebrations – Dussehra + New Year also celebrated
Family Day (open to both but mostly oriented towards workmen)
3.1.3 DR. REDDY’S
Table 3 -Dr. Reddy’s
Higher education is need based-both from company + employee’s sides
Tie-ups with BITS Pilani for MSc degree – Evening classes in Hyderabad
Knowledge based – functional training
Refresher based – relates more to SOPs, Do’s and Don’ts
Trainings’ frequency and need areas identified by a role-department matrix
Behavioural front training – centralized L&D Centre; Monthly calendar rolled; Department heads nominate as per requirement (HR can also nominate) ; Routed through HR
Know your Business – Induction at Plant- compulsory & monitored by BU-HR
Appreciation at Site Leadership Team (SLT)- 10-15 minutes presentation
Even recognition of small changes – lean improvement, safety, compliance, documentation, etc. – appreciation note/gift like pen, etc.
Parichay – Employee referral scheme
Birthday celebrations & introduction of new joinees on Colour Club Day ;
15th Aug- 5k run ; All participants got a T-shirt; followed by playing volleyball
Children’s Day – Children’s painting competition : Children got a chance to eat in the canteen also
Celebration pictures displayed on notice board
HR walks into any section; calls people for 10-15 minutes And enquires about the major issues
Locked box – drop their ideas and grievances. No anonymous entries are not allowed
HODs are asked to fix a time once/twice a month when they will be available to queries
Regular meeting once a month-SLT Meetings where all departments make presentation on problem areas etc. The inputs are combined and sent to senior managers.
Open Houses – interaction with Plant Head and HR
Mails are sent on closure of points/feedback
Table 4- Coke
70-20-10 : 70% – On the job training,20% classroom training,10% nominations depending on requirements
NLP- Behavioral training programs are customized – time management, change management, leadership skills, etc.
Conducted in Aug-Sep : off season time period
English speaking courses are planned
Higher education sponsored with a tie-up with ITI College in Vijayawada, even for CL
OE (Operational Excellence)- Lean management programme on 8 wastes reduction
Process Improvement Plan (PIP) – For bottom performers
Counselling is subsequently provided and checked – Lack of commitment/ competency
Coke Prince – monthly R&R programme
Predefined parameters – discipline, punctuality, safety, training requirements
Top performer gets Rs. 1000 as 1st Prize; recognized along with family
All Coke Prince sent to an outbound activity-5day trip along with family
Festival celebrations- all prominent festivals celebrated like Pongal, Ugadi, etc.
Since they follow staggered weekly off, whoever is available participates + volunteers+ all HODs
Diwali- Lakshmi puja followed by crackers, Diwali gifts and sweets distributed 1 day earlier
Sri Ram Navami – separate menu in canteen
Vinayak Chaturthi – 9 days Puja held in the traditional manner ( 1st day- quality department, 2nd day- Depot, 3rd day- HR, etc.)
Christmas – Christmas Tree, special prayers by associates
Annual medical check ups
Birthday celebrations – notice board display; For all permanent associates- Greeting card+1/2 kg Haldirams sweet packet which can be stored till 4 months; HR intimates the HOD and HOD personally wishes
Celebrate Women’s Day, Environment Day
Traffic CA – to explain rules & regulations
Committee meetings – all categories of staff + workmen+ contract labour representatives+ managers
Grievance Cell including Woman Grievance Cell
Monthly Union management meetings – MoM – targets fixed are shared; external meeting with External President of the Union and all top delegates including the HR in every 2 months.
Table 5- Sandvik
Behavioral training (only 1 or 2)related to personality development – 1-2 days in plant – Mr. Narayan Reddy
50 years of completion this year- so 5-6 series of celebrations are planned
Health talks : Voluntary but still 95% attendance
Outings once a year
Yearly welfare day in plant
Gift based on achievement of production targets
Eg. On 31st Dec – crossed target of Rs.100 cr by an extra Rs. 5 cr – 10 gm gold coins given
Table 6 – Kirby
Statutory compliances training – applicable to junior executives + supervisors
Education loans – 3 years completion; Non-recoverable loan amount-Rs. 10000
Festival advance – recoverable
Children’s education sponsorship- Rs. 10000 per annum
Merit scholarship for children : Std. X- Rs. 3000 ; Std. XII – Rs. 1500
Birthdays displayed on notice board
1/2 tola(1 tola=11gms) gold coin (as part of settlement)
Family day celebrated outside plant
Cricket tournament and Sports Festival ( But sports festival was separate for W & S )
Star of the month – Predefined parameters
3 months tracking ; Management team from 5 different departments
Lucky draw – 5 employees selected and prizes given
3.1.7 Payroll Process Map
Figure 5 – Payroll Process Map
3.1.8 MIS Template
Table 8 – MIS template
Sample Copy & Template
The opportunities for improvements in the payroll process were identified as below:
High cycle time in certain processes :
Attendance reports downloaded from Solus involved a lot of formatting to generate it into a workable format to be used further
Similarly Canteen access card report also involved a lot of formatting
Detection of more than one swipe cases during lunch was done by creation of a pivot table & making a count which was time consuming
Overtime calculation involved changing the date format manually for each date entry and then formatting each input sheet and consolidating into 1 sheet
Lot of data movement in certain processes, which wasn’t in a linear fashion and were error prone – filing of bank forms, LIC forms, swipe missing forms, medical forms etc.
Separate excel trackers for each process which had the scope of consolidation – New joinees, probationers, confirmation, exit, transfers, current on roll- summary sheet of the above
Sharing of certain payroll related inputs laid with different people – scope of creating a shared excel tracker – Employee Master changes tracker
The key focus areas on the basis of which interventions of employee engagement were to be designed were:
Address all blocks of the current engagement model
Give a single engagement theme in which all activities can be clubbed under one umbrella
4.1.1 Preparation of a MIS of Statutory returns
After studying the following Acts and the current filings, a sample copy, instruction guide and filled in copy was attached for each return and integrated into a MIS to make it person independent.
4.1.2 Optimization of the payroll process by Lean methodology
After identifying the optimization opportunities and finalizing the improvements in discussion with the process owners, the improvements were implemented in the May payroll.
4.1.3 Designing Employee engagement interventions
After comparing the key practices benchmarked and the policies in place within the organization and the current engagement model, the following recommendations were put forward.
4.2.1 Optimization of the payroll process by Lean methodology
1. Creation of macros to reduce turnaround time and improve accuracy
Table 8 – Creation of macros
ACTIVITIES DONE BY MACRO
TIME TAKEN EARLIER
Date Conversion, Consolidation, Formatting, Pivot Table In Final Output Form
Solus Report Formatting- Workable Format
30 mins. (entire process)
Canteen Report Formatting
>1 Lunch Swipe Cases
65 mins. (entire process)
45 mins. (entire process)
Solus Report Formatting- Workable Format
Formatting And Pivot Table
Acting Allowance Calculation-count & Pivot Table
2 Consolidation of payroll input data trackers which were lying dispersed -Joining, Confirmation, Exit, Promotion, Temps, Transfers, Current on-roll, Summary sheet: HR DATA 2010
3 Setting Standardized process flow and method for the following sub-processes- Bank account changes, LIC forms, Joining, Confirmation, Exit, Promotion, Transfers
4 Creating a centralized storage – Payroll related files on hard disk, Employees Master Changes shared excel, HR Data excel sheet with password sharing
5 Mistake Proofing measures –
Mistake Proofing :
Checklist to be filled before sending the payroll input sheet
Settlement Master Sheet for any change in payroll input due to a trigger in settlement related activity
Developing a filing process so that there is a linear movement instead of double/zig-zag flow – Collection of attendance data, Bank forms, LIC forms, Swipe missing forms, Medical forms, Currently working documents
Locking/on password sharing of certain sheets – VDA, Employees Master Changes shared excel, HR Data excel sheet
Starting the Attendance Reconciliation mechanism
6 Currently there is scope of automation of certain manual interventions by Hewitt:
Medical and LTA claims
Performance incentive & Attendance incentive based on attendance and rate
Medical, Festival and Company advance under Recurring Deductions head
Hewitt can provide policy wise insurance premium recovery details, loan number wise recovery details
Mid-month confirmations, PAN nos., Payslips with final salary register; Staff payslips directly sent to their email ids
Salary credit from Head Office
More features in Admin login as in access to payroll data and employee master data
Solus – Summary/ day status report and Biometric refresh
Knowledge sharing of Solus and settlement related changes within team
Self-service attendance checking mechanism for workmen
4.2.2 Designing Employee engagement interventions
All permanent employees (includes permanent workmen, staff, executives/managers) will be divided into 7 houses – 77 in each house will be selected by a computerized random selection which will comprise the Rainbow Club. The selection list as per each House will be displayed in the canteen. The Houses will be asked to select their own Captains: 2 Team Captains per House (one from Staff cadre and one from operator cadre) who will comprise the Rainbow Committee. Each employee will get a colour band corresponding to the colour of his house. The General Works Manager and every Senior Manager’s cabin will bear the colour of the Rainbow Club he/she represents.
The interventions that will be a part of Rainbow Club are:
Star of the Section
Team building games
Canteen decoration for major festivals
Introduction of new joinees
Outing/Lunch or Dinner party for Winner house & Runners up House respectively
These Rainbow Club meetings will be held once in two months; around 3:30 p.m. for 1.5 to 2 hours. The approximate strength of the plant during proposed time period comes down to 242 by taking the average of the strength of the General shift and the IInd shift over the last six months. The proposed venue is the lawn in front of admin block.
The proposed emblem and the image of the Rainbow Club are as below:
Figure 6 – Rainbow club logo and theme
1. Star of the Section
Section Managers (Solvent Based Unit, Water Based Unit, IPU & EHS, Resin House, Administration, Engineering, Others – Standardization, Planning & Personnel) need to nominate at least one employee ( staff and operators) per Rainbow Club meeting.
The parameters for this reward are:
Significant improvements in the method of work/behavior
Consistent exceptional performers (can be awarded only once)
Screening of the nominations will be further done by a Committee of all the Senior Managers and the final award winners will be decided. Gift would be given and annually all the winners would be sent for a lunch party.
2. Team building games
Various team building games would be played between the different Houses in Rainbow Club and points accordingly would be awarded to the top three winners. The games are decided on the basis that a large population can participate and the winners can be decided on the spot. Examples of these games are – Tug of war, human ladder, etc.
3. Canteen decorations
Canteen is decorated as per festival allocated to each House:
Table 9 – Canteen decorations allocation House wise
World Environment Day
25th – 31st Dec
4. Orientation of new joinees
New joinees will also be introduced in Rainbow Club
5. Birthday celebrations
Birthday celebrations in Rainbow Club -All birthdays falling in the two months
span would be celebrated together with cake cutting and cold drinks/snacks. This
would also serve the dual purpose of having refreshments in any gathering.
6. Outings/Lunch party
The Winner House would be sent to Lahri/Pragati resort and the top Runners Up
House would be sent for a lunch party and the Star of the Section Award winners
would be sent for a Lunch party.
7. Children’s Day
The following programmes are proposed to be held on Children’s Day:
Painting / drawing competition
Science/ English quizzes
Career counselling for Class XII
Pratibha awards distribution can also be held on this day
On World Health Day (7th April) Health talks by Doctors on certain themes and health quizzes are planned.
Slogan writing, essay, quiz and Tree planting campaigns & similar initiatives in coordination with EHS department are planned.
National Road safety week in plant(1st -7th Jan ) – “Road safety is no Accident” can be celebrated when we can have awareness sessions on road safety by Traffic ACP , safety quiz or screening of safety awareness films, quizzes, essays.
11. Scoring Premise
To encourage competitiveness among employees, scoreboard will be put up in the canteen and a rolling trophy would be awarded to the winner House. To promote creativity – points would be allotted to each House based on the contribution of articles by each House in Indradhanasu. Group behaviour would be promoted by having enablers. To increase team spirit, points would be based on team building games.
Table 10 – Scoring premise for Rainbow club
Team building games winner
Judging panel (14 members)- Rainbow Committee(7)+6 Senior Managers + 1 GWM
Judging criteria :
1. Creativity & originality
2. Coverage of the canteen area
3. Aesthetics : Is the form and decoration well
executed in terms of style and display ?
4. Relevance of the decoration to the festival
Scoring : 5 points/per criteria – 20 points/per judging panel member
Total – 280 points pro-rated to 200 points
No. of articles from that colour House will get 20 points per article published
Max. winners from a House
Group with max efficiency & min LOPs
100 points to that House
12. Flow of events
Announcement of the planned activity and collection on nominations of each Section would be done one week prior to Rainbow Club meeting.
Table 11 – Flow of events in Rainbow Club
FLOW OF EVENTS
GWM will address the audience with the Plant performance & forthcoming challenges
GWM will proceed with awarding the Star of the Section award winners
Introduction of new joinees
Announcement of the planned activity & selection of team by the Captains
Team building games conducted +
Announcement of winners and scoring
Birthday celebrations with cake cutting and cold drinks/snacks
Table 12- Budget
Star of the Section awards
Total Recurring Expenses
Resort party for the winner House
Lunch party for the Top Runner Up House
Star of the Section annual party
Total Annual Expenses
One Time Expenses
Score Board in Canteen
Cost of Trophy
Banners and Cutouts for Rainbow Club