A Project Report On

AN OVERVIEW OF HR PROCESSES & ATTRITION ANALYSIS At Adani Wilmar Ltd.

Submitted in partial fulfillment for the Award of degree of Master of Business Administration (Affiliated to Rajasthan Technical University, Kota)
Submitted By: Mr.Vishal Mittal MBA-III SEM Submitted To:Mr. Ashutosh Kumar Asst. Prof.

MODI INSTITUTE OF MANAGEMENT & TECHNOLOGY, KOTA 2011-13

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1. COMPANY PROFILE
1.1 INDUSTRY HISTORY
The Adani Groups corporate ideology originates from the initiated adventurism of Mr. Gautam Adani, the group chairman. Over the years, this core team has assimilated one of the most coveted talent pools, on the industry by carefully selecting the best. Many other experienced professionals joined the group, inspired by Mr. Gautam Adanis entrepreneurial abilities. Founded in 1988 the Adani Group has grown from being a trading house to a well-diversified group with interests from infrastructural development to FMCGs and has become Indias most dynamic business houses in India with an annual turnover of US$ 4.3bilion. A leader in international trading and infrastructure development, the Adani Group is engaged in a continuous Endeavour to maximize potentialities, and break new ground, by synergizing the multiple businesses of the Group. This synergy helps in creating the most optimum business model. The Group has made foray into high growth businesses like Power, Infrastructure, Global Trading, Logistics, Energy and Agro to fuel its appetite for rapid growth. Adani Group is recognized for creating benchmarks for others to follow We are the operator of largest private port in India, We are the developer of largest multi product SEZ in India, We have the largest edible oil refining capacity in India, and we are one of the largest trading houses in India. The group is committed to constantly deliver good returns to its stakeholders and have the capability to convert partnerships into winning combination. At Adani, Specialists in various fields are empowered to identify opportunities and strategies buying, selling and scheduling supported by a global communication network and extensive, computerized database. The professional decision making process is spread across the groups major corporate branches in India, and associates in Dubai, Moscow, Singapore and South Korea.

1.2 CORPORATE PROFILE

Adani Wilmar Limited (AWL), a Rs. 6000 crore (US$ 1.2 Billion) company; is a joint venture between two global corporations: The Adani Group of India - the leaders in international trading & private infrastructure, and The Wilmar International Limited of Singapore - agribusiness group and leading merchandiser and processor of edible oils. Together, the Adani Group and Wilmar Group have set up India's first port based refinery at Mundra, Gujarat. Today the Mundra refinery is one of India's largest and most sophisticated oil refineries. FORTUNE, King's, RAAG, Bullet, Fryola and JUBILEE are the brands under which AWL sells its range of edible oil, vanaspati and bakery shortening. The company has production infrastructure across the country with a crushing capacity of over 6000 TPD (Tonnes per Day) and Refining capacity of over 5000 TPD. AWL is one of the very few national players in the Industry to have this massive production infrastructure, with all its plants so strategically located to take advantage of the Import Parity and Domestic crop season. With 80 branches, 5000 distributors catering to 1 million outlets, AWL's products reach to 20 million households across India. Since its launch in 2000, Fortune took just 20 months to become India's No.1 edible oil brands*, and is still at the top of the charts.

1.3 VISION, MISSION AND VALUES

Vision A globally competitive, India focused MNC, with leadership in edible oil business providing branded products and services to the delight of customers & stakeholders Mission To assimilate knowledge, develop capabilities and manage collective enterprise to profitably tap global commercial advantages for the benefit of stakeholders.

Values From inception three values have driven all the activities of the Adani Group. They are central to our operations worldwide and will continue to be at the core of all our businesses. Trust - We will deliver on all our promises - our word is our bond. Courage - We will support our decisions and actions with conviction. Innovation - We will think laterally and never fight shy of embracing big ideas.

1.4 PRODUCT PORTFOLIO

Fortune Brands Fortune Refined Soyabean Oil Fortune Refined Sunflower Oil Fortune Refined Cottonseed Oil Fortune Refined Groundnut Oil Fortune Kachi Ghani Mustard Oil Fortune Pure Groundnut Oil Fortune Pure Mustard Oil Fortune Pure Coconut Oil Fortune Fryola Fortune Naturelle Raag Vanaspati Raag Refined Soyabean Oil Jubilee Masterchef Bakery Shortening Specialty Fats / Bakery Shortening

Raag Brands

Jubilee Brands Fortune Masterchef

1.5 MANUFACTURING FACALITIES

The company has strategically located its refining and processing facilities to both cater to different parts of the country as well as harness the potential of oilseed growing areas. The locations are at Mundra (Gujarat), Mantralayam (Andhra Pradesh), Bundi (Rajasthan) and Haldia (West Bengal).

Mundra (Gujarat) AWL's largest state-of-the-art refinery is based at Mundra in the Gulf of Kutch in Gujarat. The technology has been imported from De Smet of Belgium and Alfa Laval of Sweden. The quality of oil is at par with best in the world, meeting USFDA standards. AWL refined oil goes through the strictest quality controlled and computerized manufacturing process with online monitoring. AWL's Mundra refinery was started with an initial refining capacity of the 600 Tonnes per Day (TPD) and after the recent expansion; Mundra has a consolidated refining capacity of 2200 TPD and hydrogenation capacity of 350 TPD. The refining complex now also has a coal based captive power plant of 4 MW. In order to enhance quality and save cost, AWL has also set up an integrated packaging plant at Mundra which includes HDPE blow molding facility, PET Preform blow molding facility and Tin manufacturing facilities. AWL has also set up fully automated corrugated box manufacturing facility at Mundra. We have also set up a plant to manufacture multi layer multi colored Film for our pouch packing. Mantralayam (A.P.) This plant was acquired from ITC & is reputed to be one of the best plants in India for sunflower oil production. The plant has a capacity to crush 450 TPD of seeds and refining capacity of 180 TPD oil. Located in close proximity to the sunflower-growing belt of Andhra Pradesh and Karnataka, this plant is also suitable for crushing and refining Soyabean and

Groundnut oil. It was strategically acquired to cater to South India's demand for Refined Sunflower Oil. Bundi (Rajasthan) This plant was taken over from RICO industries. It has a capacity to crush 450 TPD of seeds and refine 150 TPD of oil. The plant provides ideal location for processing both mustard and soyabean. Apart from it there is also a processing facility at Jaipur, which produces the premium quality pungent mustard oil packed as Fortune "Kachi Ghani", exclusively to cater to the taste of pungent and pure mustard oil of eastern India

Haldia (West Bengal) This plant was acquired from Acalmar, and has a capacity to refine 700 TPD of oil. This plant provides ideal location for supplying to Eastern parts of the country. It also has excellent facilities to manufacture Specialty Fats, which is an alternative for Vanaspati. Packaging Unit In addition the to the above refineries, AWL also has packing operations at Chatral [ Gujarat ] Latur [ Maharashtra ] Jaipur [Rajasthan] Dharwad [Karnataka] Cochin [Kerala] Kakinada [Andhra Pradesh] Siddhpur [Gujarat]

1.6 DISTRIBUTION NETWORK

The end-users of our products are: households and institutional buyers [catering / hospitality / processed food / snacks] set-ups. AWL has set up a strong distribution network of Company Distributors and Super Stockists for its retail operations. This chain helps to tap even the small retailers/traders and thus increasing our reach.

Today AWL has its distribution foot prints all across the country with various stock-points catering to more than 2500 distributors, 600 Super Stockiest and numerous brokers and other trade associates. AWL's retail reach at more than 500,000 outlets across the country and this retail reach can be compared with the best FMCG giants in the country

2. OVERVIEW OF HR PROCESSES & POLICY

2.1 HUMAN RESOURCES AT AWL
AWL usually follows a decentralized system for its HR Activities. All the activities are started through respective plant itself in coordination with the corporate HR office at Ahmedabad. At AWL, HR is considered as one of the most important resource for the organization. AWL has two types of employees: 1. Permanent Employees 2. Contractual Employees AWL has a total of 1310 permanent employees and approx 400 are on contractual basis. Of these 1310, 195 are in corporate office. Of the 1310 permanent employees at AWL, 82 falls in middle management, 416 in junior management and remaining 812 are supervisory staff. The scope being too vast, I have restricted my findings to the permanent managerial staff. Band structure for Management staff in AWL Top Management WT, DR, ED, CEO, GP, PR, CFO, COO

Senior Management - JP, SP, VP, AP, GM Middle Management - E4, E3, E2, E1 Junior Management - O5, O4, O3, O2, O1 Supervisory Staff S5, S4, S3, S2, S1

2.2 ORGANOGRAMME/ORGANIZATION STRUCTURE

Organization structure is a way in which an organization divides its manpower into distinct and coordinated tasks. It illustrates relationships between different units and line of authority among supervisors and subordinates. In short it is a skeleton of the organization. Organogramme is based on the objectives and culture of an organization. It is the most scientific way of arranging the units. It depends on the size of the business, demand for the product manufactured by the company, skills set required. Thus it may change from business to business.

The organizational structure followed in AWL is a divisional structure. Here in each division/ functional is further classified on the basis of different positions. It accommodates all management position of AWL in the chart. Thus it gives a comprehensive view to the entire structure. The following points depict the importance of organization structure: Help in succession planning Identification of candidates for promotion Grooming of the potential candidates to help them with career growth and development Analyzing Training and Development needs and imparting the same.

The organogramme can be better understood with the following diagram:

PRANAV ADANI
Managing Director

ATUL CHATURVEDI
Chief Executive Officer
MANUFACTURING H.K.SINGH Plant Head - Nagpur R.P.SINGH Mantralayam Mantralayam R.K.SINGH Plant Head Mundra Mundra SALES & MKT ANGSHU MALLICK TRADING T.K.KANNA Q.A. B.CHATTERJEE TRDG. COMM HARSHAL AGRO DESK

Common Support Services

FINANCE & A/C KAMAL MOONDRA HUMAN RESOURCE NILESH DAVE PROJECT RAJNEESH BANSAL PURCHASE KAUSHAL KABRA INTERNAL AUDIT NIRANJAN JAIN SYSTEM ANIMESH BHATT

Saoner

Chindwara

Bundi

Haldia

Sujalpur

Neemuch

Kadi

Mangalore
AAFL & AALL

Dileep Gandhi Meda Adraj

Rakesh Gupta Kpatanam Krishnapatnam

Meda Adraj Kadi Mundra

Kakinada Chennai Tuticorin

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2.3 HR PROCESSES AND SYSTEM IN AWL

2.3.1 RECRUITMENT PROCESS AWL aims in keeping its employment policy non discriminative. The policy is framed in a way that it ensures consistency and equal opportunity. Utmost care is taken to check any kind of discrimination based on caste, religion, color, age, and sex, national origin etc. does not happen. With such a policy in place, AWL aims at:1. Merit based Selection of candidates. 2. Select and appoint the most suitable candidate. 3. To ensure that all candidate are assessed objectively and fairly. 4. To appoint the Right candidate for Right job. The recruitment process starts with the arising of a vacancy in the organization. A vacancy can arise in the following ways: Transfer Resignation Termination Death New position Created (due to expansion of business)

After a vacancy is created, a justification for the same is made by the HR in coordination with the business/function Head. This includes the reason for the vacancy, job description, scope of work, business value, and core requirements of the new candidates for the job and some other parameters. AWL does recruitment through both internal and external sources. Following is the process of recruitment: 1. INTERNAL RECRUITMENT There is a policy of INTERNAL JOB POSTING. Herein, the management posts creating vacancies through e mail to all senior mangers and request them to communicate the same to their reportees. Also vacancy gets displayed at sites. 11

2. EMPLOYEE REFERRALS PROGRAM AWL has an employee referral program where the current employees can send in referrals to the HR department, for a vacancy in the company. Such referrals can be made by the employees even when a vacancy is not there. The information would be kept in the HR Database. This kind of a program is aimed at making the recruitment process more cost effective and building better teamwork. Here too care is taken that referrals do not come from the HR department itself. Apart from this, employees in the Leadership Band and the division and functional heads are not allowed to send in referrals. All the referred people have to undergo a standardized selection process. No exemption is allowed from this. Only after the candidates are short listed and clear the rounds of interview with the HR and the divisional heads, will they be selected. The final round of interview is with the HR manager who negotiates the salary and confirms the selection. 3. EXTERNAL RECRUITMENT External recruitment is aimed to attract available talent outside and filling up vacancies through external sources. At AWL, External Recruitment is done in mainly in following ways: Advertised on AWL Website Internal Database Through consultants Job Portals Naukri Print Media

After the requisitions are approved, the vacancies are notified on the official websites of AWL. These can be checked by people interested and the resumes are forwarded through mails or through posts, or either the resumes are short listed from naukri job portal. HR department after receiving the resumes screens the CVs and then shortlist the candidates. After which they schedule interview of the candidates. AWL has a centralized process for 12

Recruitment and Selection. All activities are coordinated from the Corporate HR at Ahmedabad. As soon as the candidates are selected, they are supposed to fill a check in form providing all their details. HR maintains Individuals files for all the employees working all over India which includes their application forms, the interview assessment sheets, their documents and all correspondence. This serves as evidences. AWL also take the help of various recruitment consultants who are given details about AWL also take the help of various recruitment consultants who are given details about the job profiles. These consultants then find out suitable candidates and then they coordinate the interview and the check in formalities. 4. UNSOLICITED RESUMES AWL receives resumes from job seekers in dozens daily which also acts as a potential source of recruitment. 5. PLACEMENT CONSULTANTS Consultants are another option for the company to get good candidates. 2.3.2 SELECTION The first round of the interview is generally taken by the HR Head. If the employee is short listed, then he is called for the second round of interview taken by the Departmental Head. Negotiations are done by the HR Head at the last stage. It is the process of assessing candidates and appointing a post holder. Applicants are short listed and most suitable candidates selected.

Methods for selection: 1. Interview Most common method used by the company 2. Psychometric testing Company takes this test to assess the personality of the applicants will they fit in? 3. Aptitude Testing assessing the skills of applicants in a particular field Presentation looking for different skills as well as the ideas of the candidate

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Reference Check As the name suggests, it is the process of screening/ verifying a persons background information prior to employing him in your organization. At AWL, all the candidates who have been selected after the final round of interview are supposed to provide the HR dept all the necessary details required. Hiring an undeserving candidate can unnecessarily increase costs, harm the organizations harmony and put confidential information into jeopardy and thus, according to the policy guidelines, reference check are made compulsory. This ensures that before the candidate joins in, his conduct and his professional capabilities are checked. This would assist the selection process. Travel Reimbursements All the outstation candidates who are invited for the selection process with prior approval from HR head will be reimbursed return fare and associated miscellaneous expenses. Joining Formalities Adani believes that employee is a part of their Family. A new member is nurtured into the family in a way that he/she quickly becomes a part of the family. The HR Department at Adani will assist the employee with the preliminary joining formalities. The first day at work will start with the filling up of essential forms, which will be provided to the employee by the HRD Department. In case of any clarifications employee can ask the HR Team. The following forms have to fill: 1. Company Bio-Data Form with photograph 2. Joining Report 3. Employee Details 4. Detail of Family Any statutory form to be filled in for P.F., ESI etc The following certificates are to be submitted to HR Dept: a) Educational certificates b) Relieving letter from the past employer. c) Salary certificate 14

d) Two reference letters. e) Two I card photographs. 2.3.3 INDUCTION, ORIENTATION AND PROBATION To familiarize employee with the people, processes, systems and the total culture and environment of the company, a structured induction program may be worked out him/her. This will help the employee in getting the right information from the right people which will help in making him/her comfortable and create a sense of belonging. Induction Process As and when a new employee joins an organization, it is the collective responsibility of both the department coordinators as well as the HR to introduce the new recruit to the organization, its people and its processes. Whenever possible a structured programmed will be carried out where representatives of various departments as well as group companies are to introduce the same. Whenever possible a visit to the port and the businesses shall also be facilitated. Soon after the Induction process is carried out the participants will have to fill up a structured feedback form. As soon as a new employee joins the organization he has to start by completing certain formalities and fill up certain formats for company records, furthermore in order to avail an identity card he is supposed to submit a stamp size photograph to the HR Dept. Then it is also mandatory for all employees to open an office account with UTI Bank as soon as possible, the form for which is again available at the HR Dept. The next step is to make arrangements for the employees to sit, a computer and his desk which again is a collective responsibility of both the HR/Administration Department as well as the department to see that all the necessary items are furnished as soon as possible, so that the day to day activities can be carried as soon as possible. A representative of the department will then take the employee for a tour of the company as in Adani House and Shikhar and introduces him/her to entire organization and its members.

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Probation An employee joining AWL is on a probation period of Six month. Herein he is expected to understand his work profile, scope of work, his duties and responsibilities. Also he has to be able to adjust himself with the work culture at AWL and the people around. At the end of the probation period, his superior evaluates him based on various competencies and skills required for the the particular job and also other competencies that management personnel should posses. Management Graduate and graduate engineer trainee- 1 yr O and S grade- 6 months 2.3.4 PRERFORMANCE MANAGEMENT SYSTEM Background: In todays competitive business environment, a well designed Performance Management System (PMS) is one of the most effective tools to drive business results. It is more apt especially in the current economic downturn. This is the time organizations should focus in strengthening the PMS and driving a high performance culture. Research analysis suggest that majority of great organizations have robust PMS. Our Group is not an exception. We had made a humble beginning in introducing and developing PMS in our Group in the last couple of years. Efforts are being made to improve, streamline and institutionalize the process continuously. Performance Management Performance Management is a strategic and integrated process that helps in continuously improving the performance and capabilities of individuals, teams and the organization as a whole. It is strategic because it provides a sense of direction, in which, the business intends to go in order to achieve both short term and long term goals. It is integrated both vertically and horizontally. Vertically because the process aligns organizational goals with team and individual goals. Horizontal integration deals with linkage between performance and reward, performance and individual / organizational development etc.

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Performance Management System (PMS) Lack of clarity of expectations and goals is an ongoing issue with a number of employees in many organizations. Similarly, often employees talk about lack of objectivity in performance assessment in absence of measurable / quantified goals. Many employees also perceive lack of proper linkage between performance and reward. A good PMS can address all these issues. The purpose of Performance Management is to develop and establish a performance oriented culture based on the following: focus on business priorities ensure common understanding of organizations goals and priorities establish clear expectations from individual and team align organizational goals with team and individual goals develop and define performance measurement criteria - anything which cannot be reward (pay) for the performance - reward linked to results and behavior develop and improve performance standard continuously enables to give specific feedback to individual / team bridge performance / competency gap through appropriate training and development helps identifying high & low performers and plan consequential management

measured cannot be managed and hence cannot be improved

(capability building)

Benefit of PMS improved business results motivated subordinates higher morale and satisfied subordinates greater effectiveness as a team leader growth and development orientation in team members

Scope & Coverage

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These guidelines will be applicable to all Supervisory staff and above levels (A0 & above grades) employees, who joined on or before 30th September 2008 and complete at least six months as on 31st March 2009 are considered for appraisal. The MTs/GETs, who were absorbed/confirmed in O2/O1 grades on or before 30th September 2008 are also covered for appraisal. Key elements of PMS

1.

Performance Planning: Where individual expectations and goals aligned to team and organizational goals are clearly defined and planned.

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Organization aligned goal setting process Sometime in March / April this year after finalization of budget for the year 2009-10, we are planning to have goal setting exercise for all the businesses across the group at least for DGM and above for this year. A separate communication will be sent to Business Heads and HR Heads shortly in this regard. 2. Review: Deals with periodic review of progress based on the performance planning.

Knowledge & Skill

Will (Attitude) Time

Revenue & Profit Cost Quality Quantity Impact Satisfaction &

Engagement 3. Reward: Performance linked rewards are given to individuals / teams based on the performance evaluation. 4. Development: Performance & Competency gaps are identified during the review process and suitable training and development inputs are provided to individuals for their growth and development. 5. Performance Rating The appraisee will be rated on the following 5 point scale: Far Exceeding Excellence Exceeding Excellence Met Excellence Partially Met Excellence - EE - ME - PME 19 - FEE

Doesnt Met Excellence

- DME

Employee will be assessed by their respective appraiser & reviewer as the case may be. In case of employee of support departments like HR, finance, IT, Technocommercial, etc., where there is a dual reporting, the assessment will be done jointly by respective administrative head and functional head. Rating Distribution Most of the organizations use forced distribution / normalization (bell curve) approach for the purpose of rating distribution. This approach is based on the finding in social sciences that most human phenomena tend to distribute along a bell shaped curve (normal distribution). This helps categorizing and differentiating high and low performing employees. Majority organizations follow the normal distribution pattern, wherein, generally, the number of outstanding performers is about 10% 15%, above average 25% - 30%, average 45% 50%, below average 10% - 15%. Example of Bell-Curve:

Moderation Committee

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Each business/company has to constitute a moderation committee consisting of HODs/Dept. Heads, and Senior Management of the business/company (4-5 members). The moderation committee discusses & reviews all OS (outstanding) and BA (below average) cases moderates the ratings based on the Bell-curve (as mentioned on the next page) discusses & reviews all recommended cases of Promotions & Upgradations ensures objectivity, fairness, and uniformity in the process looks for process checks, helps in raising standards & makes quality suggestions Performance & Potential Assessment (9 Grid Talent Matrix)

At the time of appraisal, we will also assess potential of employees along with performance. Both performance and potential of all employees in grades O1 and above will be assessed in 9 Grid Talent Matrix and will be plotted in appropriate grid. BU-HR Head and CEO in consultation with respective department head will assess performance and potential of each employee at O1 and above as per guidelines provided at Annexure V and plotting will be made in the format at Annexure VI. One sheet will be used for each grade. Names of individuals falling in respective boxes will be mentioned in order of ratings. Example: If ten O2 grade employees are falling in the middle box 2B, the names will be put in the order of ranking starting the best among the 10 at the top, the next at the 2 nd and the last at 10th position. The above assessment will be used for promotion / upgradation as mentioned subsequently. Promotion & Upgradation Promotion is referred to a situation an individual is elevated from his current level of job responsibilities to a higher level of job responsibilities. Mere change of designation within the same level without increase in responsibilities will not be viewed as promotion in the strict sense. Such change of designation within the level is normally called as upgradation.

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Work Levels Top Mgmt.

Grades ED DR WT CE/CF/ CO PR

Grade Description / Designations Executive Director, Director, Whole-time Director, Chief Exe. Officer, Chief Fin. Officer, Chief Op. Officer, President/Group President Senior Vice President, Vice President, Assistant Vice President General Manager Deputy General Manager Senior Manager Manager Deputy Manager Assistant Manager, Senior Officer / Executive / Senior Engineer Officer / Engineer Junior Officer, Senior Supervisor, Supervisor, Senior Assistant, Assistant, Junior Assistant, Drivers , Peons, Attendants
Upgradation Promotion

WL-4

Senior Mgmt.
WL-3

SP VP AP GM

Middle Mgmt.
WL-2

DG SM M2 M1 AM O2 O1

Junior Mgmt.
WL-1

Supervisory Staff

O0 and below

Example: When an individual is elevated from grade O2 (Senior Engineer / Senior Officer / Executive) to grade AM (Assistant Manager) within the same work level, i.e. WL-1 (Junior 22

Mgmt) continuing to perform almost the same role and discharge same responsibilities (or with marginal increase), it will be treated as upgradation. Whereas if individual in the grade M1 (Deputy Manager) in WL-1, is elevated to take up responsibilities of next higher level, i.e. WL-2 (Middle Mgmt) at M2 (Manager), it will be a case of promotion. 2.3.5 TRAINING & DEVELOPMENT Introduction Training is a process of learning a sequence of programmed behavior. It is an application of knowledge. It gives people an awareness to the people regarding the rules and procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job. Training is becoming pivotal to retention. This will provide security of employment not only in that particular job but also bind those employees to the company. Companies relying on time-based competition, beating rivals to the market with new products, new designs and new methods of selling will have to teach team work and streamlined production techniques to the employees. Need For Training: The need for training of the employees will be clear from the following: 1. To increase productivity 2. To improve quality 3. To help a company fulfill its future personal needs 4. To improve organizational climate 5. To improve health and safety 6. Personal growth Steps in Training Program The following steps are necessary Identifying training needs Preparation Presentation of the Trainer Evaluation of training 23

Feedback

(1)IDENTIFYING TRANING NEEDS The Company first identifies the training need for their employees. The identification can be measured from performance appraisals, performance gaps, competency gaps, market, technology trends, organization strategy and individual aspirations. (2)PREPARATION Preparation of training is second phase in which following things are considered: Decide the exact figure of employees to whom the training is needed Location of Training Designing the module for training Training Institutes Training Program

At Adani, HR department grouped the employee in 20-25. Groups are formed in such a way that the employee levels or job responsibility should be maintained. Then they select the location of the training. They arrange training either at company or outside. If any need arises, the company sends their employees to other organizations as well. Sometime they arrange the hall or auditorium if more employees are there. HR department designs the module for different kinds of training by taking help from training consultants. They select a different institute for training needs. Getting the right trainer is critical for successful training. The company can choose the trainer from and external sources. When company uses external sources, they use following criteria Internal Sources Reputation/Competence Fit with values Exclusivity Cost 24

Location Availability

External Sources: AEL approaches following institutes to fulfill their training needs: Training Consultancy Synergy Consultancy Certain Institutes AMA BPC (Baroda Productivity Council) Mostly they scheduled training for 1 or 2 days or depend on the training type. Training Approaches At Adani various approaches which are used for training are Presentation Visual aids Coaching Practical exercise

Training Methods On-the-job training Here trainees earn as they learn under the watchful eyes of the master mechanic or craftsman. There are varieties of on-the-job training methods such as coaching, under study, special assignments, job rotation, etc. Off-the-job training There are many off-the-job techniques for training which Adani uses for training and developing managers such as leadership, communication, team building, hands on computer, employee effectiveness, presentation skills, interpersonal behavior, effective negotiation, selling techniques (3)PRESENTATION OF THE TRAINER

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The trainer is selected such that he can clearly tell, show, illustrate and question in order to put over the new knowledge and operations. At Adani, mostly the training is given in form of lectures, so two way communication takes place and so that the trainees are also continuously involved in the lectures. Mainly the training is given in Hindi, English or Gujarati depending on the need of the trainee. (4)EVALUATION OF TRAINING The main objective of evaluating the training programs is to determine if they are accomplishing a specific training objective that is correcting performance deficiencies. At Adani, the training is evaluated in following criteria: Measure of reactions Learning Behavior change Organizational results Cost Effectiveness

(5)TRAINING FEEDBACK FORM At the end of training session, a questionnaire is given to each trainee for getting the feedback 2.4 WAGE AND SALARY ADMINISTRATION
The basic purpose of wage and salary administration is to establish and maintain an equitable wage and salary structure. if secondary objective is the establishment and maintains of an equitable labor cost structure i.e. an optimal balancing of conflicting personnel interests so that the satisfaction of employees and employers is maximized and conflicts minimized. The wage and salary administration is concerned with the financial aspects of needs; motivation and rewards managers therefore analyze and interpret the needs of their employees so that rewards can be individually designed to satisfy these needs. For it has been rightly said that People do what they do to satisfy some need before they do anything, they look for a reward or payoff. Steven Kerr observes Whether dealing with monkeys, rats, or human beings, it is hardly controversial to state that most organism seeks to do those things, often to the virtual exclusion of activities not rewarded.

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The extent to which this occurs of course will depend on the perceived attractiveness of the reward offered. The reward may be money or promotion but more likely it will be some pay off a smile acceptance by a peer receipt of information. A kind word of reorganization etc.

Industrial Relation Environment 1) Settlement for giving financial and others benefits to employees

Receiving and study of demands from unions. Discussion of demands with management. Discussions of demands with trade unions representatives. Calculation financial burden. Sending settlement copies to the govt. authorities.

2) Grievance handling procedure a worker who has a complain. Problem will approach labor officer; labor offices will contact department (divisional) plant head for solutions. And then satisfy the worker concerned or will regret. 3) Canteen Supervision on day to day manufactured eatable items/ tea/breakfast. Cleanliness Attending workers complain Passing monthly bill of canteen contractor.

4) Dispensary Sending accidental workers to the dispensary.

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2.5 REWARD SYSTEM

After Performance Appraisal, if employees performance matches with the companys expectations, then he/she will be rewarded either by: Promotion Incentive Increment in salary

The rewards are directly given to Department and the Department distributes it to employees depending on their performance. (i) In addition to it, company will also provide fringe benefits, leaves and holiday packages which are as under: FRINGES These are the additional benefits, which the employee enjoys in AEL. Loans for: Housing, Vehicle, Social or General Purpose An employee entitled as per the policy mentioned in Personnel Policy Manual Scheme like: Own employees vehicle for Staff After completion of Two years of Service Own a Car For Sr. Managers & Above From the date of joining Others: Car Petrol Company House Credit cards Telephone Manager and Above Subject to nature of work Manager and Above Subject to nature of work Manager and Above Subject to nature of work

2.6 LEAVE & VACATION

At Adani group all the employees avails leaves holidays as given below: Paid Holiday: 28

Employees are entitled to get 10 paid holidays of festivals during the calendar year. Casual Leave (CL): All employees of company are entitled to maximum 6 CL in a calendar year. CL will not be given for more than three days at a time. Sick Leave (SL): All employees are entitled to a maximum of 7 days sick leave in a calendar year. Any employee who remains sick longer duration (> 2 days) has to produce a Medical Certificate furnishing necessary details. Maternity Leave: This is applicable to all female employees who are covered under the ESI Act or not. The Employee will have to give notice to the company, 8 weeks prior to confinement, supported by a medical certificate. Privilege Leave (PL): All employees are entitled for maximum 21 days PL in a year on pro rata basis to be availed off in the subsequent year

Leave Management System: The complete process of leave management is done through an automated LMS i.e Leave Management System. This system is fed the database of all the employees which is maintained in SAP. This is accessible by all the management employees through the intranet. When an employee wants a leave, he can apply for leaves online on the system. The leave application gets notified to the reporting to authority who is supposed to approve the same. Once approved, the approval is reflected on the system the applicant gets a notification of it. The Human Resource Dept. does the work of an administrator. First and foremost, after the check in Formalities, the HR dept. creates the account of the new joinee in the SAP. This automatically creates the account in the Leave Management System on the portal.

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Also details regarding how many CLs , PLs and SLs are available throughout the year are entered. In case an employee joins in between the current financial year, the leaves are granted to him on pro rata basis. After this the HR keeps a track record of the LMS at the time of payroll. In case a leave is applied for and the approver fails to respond for a certain number of days, the system automatically send mail to HOD for approval. The LMS has come as a helping hand to the HR dept. which gives them ready information regarding leaves. This is useful at the time of final settlement for making payments. This automated system has reduced the paper work done at AWL and is an example of automation of HR Processes. However it is not advisable to completely rely on the system and thus the HR dept. conducts monthly/yearly audit on a random basis to check the accuracy. Also once in a year, inputs are taken from the IT department to cross check the leaves of the employees.

2.7 ORGANIZATIONAL DEVELOPMENT

OD is behavior science intervention for organization improvement OD views organization improvement as an on going process in the context of constantly changing environment. It is a process that focuses on organizational culture processes an structure utilizing a total system prospective. OD takes a developmental view that seeks the betterment of both individual and organization. There are three types of OD interventions: 1. Team InterventionAll kinds of teams are particularly important for task accomplishment and targets for OD activities. There are two types of team interventions: a. Inter team b. Intra team At Adani, Training is given for team building. 2. Structure Intervention-

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OD focuses on the human and social side of the organization. e.g. changing a tall hierarchical structure in to flat structure. Structural change is taken by analyzing exit interviews and follow up action. 3. System Intervention OD focuses on total system change or process change in organization. Designing and implementing of organizational development intervention related to quality, innovation and strategy.

2.8 EMPLOYEE DISCIPLINE

To have mutual trust, sense of belonging and team spirit in the employees of the company and to ensure continues improvement the management expects from its employees: 1. An endeavor to act at all time in the interest of the company 2. A series sense of personal responsibility for quality output 3. Adherence to the companys rules and regulations, conditions of service and disciplinary provisions 4. A sincere endeavor to establish friendly relationship with fellow workers and carry out instructions given by superiors and management obediently 5. Personal acre of all property and equipment and also of amenities Dress Code: The Dress Code here is professional albeit comfortable. The Ladies During weekdays they wear saris, Salwar Suits or Jeans/Trousers with formal shirts. Saturdays see them wearing formals. The Gentleman On weekdays they sport formal shirts with Trousers. Ties are worn as and when required. On Saturdays informal are worn. I-Card, Attendence & Work Hours 1. I-CARD 2. ATTENDANCE 31

Adani has a compact and economical attendance recording system i.e. OASYS Office Attendance System. On entering the office and while leaving employees have to swipe their Identity card through the Attendance recording machine. 3. WORKING HOURS - Timings at Adani are 9.30 a.m. to 6.30 p.m. (Monday to Saturday).

2.9 CORPORATE SOCIAL RESPONSIBILITIES (CSR)

To put this sole objective into practice and to extend benefits and assistance to all sections of the society in fields of Medical, Education & Charitable Fields, the Adani Group established ADANI FOUNDATION in May, 1996. The charitable activities of the Adani Group are managed under the auspices of Adani Foundation led by the Managing Trustee, Dr. Preeti Adani. Facilities like Schools, Colleges, Apollo hospital, Polyclinics, hotels, etc. and recreational needs like Sports complex, Sport clubs, and Gardens, etc. has been developed at Mundra. The proposed facilities at Mundra Port Colony include Library and Auditorium, Cultural Center, Fire Station, Open-Air Theater and Temple. Health is a Primary developmental focus of Adani Group towards Social Commitment. A 24 hours Apollo Adani Mundra SEZ Health Center has been set up fully equipped, with Multi Para Monitor, Ventilator, X-Ray facility, Sonography, Physiotherapy, and Tele-Medicine, manned by best Doctors and visiting consultants of all discipline. The hospital has an ICU on Wheel ambulance with trained staff. It has greatly enhanced the standard of available emergency medical care. Mundra Port Township houses a fully functional Adani DAV Public School, providing primary and secondary education. It is an English medium school affiliated with the CBSE Board Trust till the 12th standard. The school is committed to providing a comprehensive education that seeks to develop the students into academically proficient, morally upright and socially well-integrated individuals. Making this possible, the school has a perfect blend of highly dedicated teachers and latest infrastructure. There are a large number of students, who excel in academics, as well as, in 32

sports and extra-curricular fields, which speaks about the quality of education and the positive climate in the township that fosters such brilliance and brings up a rich cream of talent every year. Mundra Town boasts of two other English Medium Schools like Agakhan Trust s School providing ICSE based education till 7th Standard as on today, every year they will keep on adding higher classes till 12th Standard. St. Xavier s School is providing State Government based syllabus till 6th Standard as on today and additional one higher class will be added every year till 12th Standard. Home to about 400 employees, Shantivan Township at Mundra is a well-laid township spread over massive area. The township has been designed to provide best possible residential, educational, health and recreational facilities to the employees. Around 400 staff and families of Adani group companies are already residing in the township. To take care of growing home needs for the new recruitment at Mundra Port, the company has hired new premises in Mundra town. Besides having the regular features and facilities of a residential colony, it also has world-class gymnasium for health conscious employees, the families are provided with potable water, sports etc. The township is self-contained in all respects - modern bazaars, clubs for relaxation, schools for children, charitable hospital, childrens Park and community centers. Medical Shops, Super Market, Cinema Halls already exist at Mundra town. With over 70 deluxe rooms, two luxury hotels have also started functioning. To facilitate the employees for purchasing various related commodities from Mundra town, to & fro shopping trips are plying daily at regular intervals from the colony. Shopping trips to Gandhi ham and Bhuj on Sundays are also arranged. Individuals come from different backgrounds, religions and practice different faiths. The feeling of secularism is prevalent over here that almost all festivals like Holi, Janmasthami, Ganesh Sthapaan, Diwali, Navratri, etc. are celebrated on a large scale with the employee participation at the fullest. Apart from these festivals, family gatherings through picnic, annual day celebrations and other special occasions are also done.

2.10 SEPERATION AND EXIT INTERVIEW

The employees may be separated from the organization due to the following reasons:

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Resignation Retirement Death Termination by organization

Resignation: An employee, who is not willing to continue his service in the organization, can give his resignation letter to his Division/Function Head and the same will be forwarded to the HR after comments from the division head. Every employee is required to adhere to a notice period mentioned in the appointment letter. However under certain circumstances, the HR after discussion with the Division head can relieve him earlier. After the receipt of the resignation, the HR would discuss this with the division head and then convey the acceptance of he same to the employee. It is the responsibility of the employee to get clearance from the various on FORM FOR SETTELMENT ON SEPARATION (NO DUES FORM). FORM FOR SETTELMENT ON SEPARATION CONSISTS OF FOUR PARTS: HOD/BRANCH INCHARGE: This section of the form has to be filled by the division head of the employee. It has a list of all the company materials which an employee has to return (if applicable). The division head has to sign against each saying that the same have been returned. MARKETING (A/C) DEPARTMENT: has to be signed in the similar manner. ACCOUNTS DEPARTMENT (CORPORATE) has to be signed in similar manner by the finance department stating that any amount pertaining to advances, canteen dues, engineering store dues or any other dues have been cleared by the employee. HR DEPARTTMENT has to be filled by the HR and the payroll department wherein his loan dues, notice pay is adjusted against the final settlement amount.

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SYSTEM DEPARTMENT has to be filled by system department wherein his/her mail id deletion is carried out. ADMINSTARTION DEPARTMENT: has to be signed by the administration office confirming whether the employee has surrendered the company mobile handset, laptop, sim card, visiting card, company car to the company. Only after all these have been cleared, the employee is relieved. After this he is given the relieving letter and the experience certificate. Filling of the NO DUES Form is a process that remains the same for all employees including employees who have resigned, retiring employees, as well as for those who have been terminated from the organization. Exit Interviews: AWL has a policy to conduct Exit Interview for the employees. These are conducted for employees who have resigned from their posts and have decided to leave the organization. Once an employee resigns, he has to contact the HR dept for his check out formalities. During this time he has one-on-one dialogue with the HR manager who tries to understand the reason for his resignation. He also needs to fill in an exit interview form. The Exit interview form has a list of reasons for which an employee may leave an organization. The employee is mark the reasons for leaving from the mentioned list. He is asked to mention some positives and negatives of working with AWL and give the suggestions to make it a better place to work. Generally at the time of resignation people are reluctant to disclose the actual reasons. So the HR plays a major role to convince and find out the actual reasons which have forced the employees to quit the organization. This in turn will help the HR to take corrective steps to retain their valuable employees in case the attrition rate is too high. This form concludes with the comments of the HR manager or the VP-HR. These interviews help the HR to have a healthy dialogue with the resignees and thus work on the suggestion given by them. It also enhances the image of the company.

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3.ANALYSIS OF ATTRITION TRENDS

3.1 ATTRITION
Attrition has been a major concern for most of the companies in the current competitive scenario.

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The word Attrition means, a reduction in the number of employees through resignation or separation at the employees will. Retirement, VRS and employee leaving due to end of contract are not considered attrition. Attrition Rate is the Rate of shrinkage in size or number. It is the mathematical representation of the attrition in a particular organization or an institution. Attrition leads to dual loss to an organization: Firstly, company loses on a talent and thus costs incurred on them are a waste. Secondly it employees a new employee and thus need to incur costs on them.

Thus the following costs: A. Recruitment Cost

The cost to the business when hiring new employees includes following six factors plus 10 percent for incidentals such as background screening:

Time spent on sourcing replacement Time spent on Recruitment and selection Travel expenses, if any Relocation costs, if any and Training. Background costs/Reference Screening Recruitment cost for the new recruit to replace the employee leaving

B. Training and Development Cost

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To estimate the training and development costs, the expenses incurred on training of the employee who is leaving should be taken as well as that to be incurred to train the new employee is also to be considered. To estimate the cost of training and developing new employees, cost of new hires must be taken into consideration. This will mean direct and indirect costs, and can be largely classified under the following heads: Training Materials, Technology, Trainers Time.

C. Administration Cost
They include: Set up communication systems.

Add employees to the HR systems. Set up the free hires workspace Set up ID-Cards, access cards, etc. Thus it can be clearly evident from the above that loosing organization a large amount of expenses. A organization thus tries to retain the workforce an employee causes an

3.2 ATTRITION AT AWL

AWL belongs to the manufacturing sector and thus attrition is a major concern. As very well known, salary has always been a major issue in the manufacturing sector. But apart from the salary issues there are many other reasons why people resign. Some of these are lack of co-operation from superiors or subordinates, organization culture, family reasons etc. In order to understand the reasons for attrition at AWL a classification of data is done and represented in the form of various tables and charts. The following data shows the number of people who resigned. For easily understanding of the trend, a comparison of data for 2006-2007, 2007-2008, 2008-2009, 2009-2010 has been made. 38

There is subsequent increment in the number of resignees in the 2007-2008 as compared to other years. After comparing the data of 2008-09 and 2009-10 there is reduction in the no of resignations. The trend line in the above graph shows an increasing trend from 2006-07 to 2007-08 but after this period continuous decrement is shown. CALCULATING THE ATTRITION RATE: WHAT CANNOT BE MEASURED CANNOT BE IMPROVED is an old management

aphorism. So if we want to improve attrition, we need to bring it to measurable terms. Attrition in any particular organization can be quantified by finding out the attrition rate for that organization. After this analysis can be done as to where is the maximum attrition happening and then dinding out reasons for the same to form a retention strategy. There is no standard formula to calculate the attrition rate of the company. This is because of certain factors as: The employee base changes each month. Many firms may not include attrition of freshers who leave because of higher studies

or within three months of joining.

In some cases, attrition of the poor performers may also not be treated as attrition. 39

Yet, as a generalized formula the following can be used: Attrition= (No. of employees who left in the year/Average employees in the year)*100 In order to understand attrition clearly we have attempted to make various comparisons classifying the number of resignees band wise, month wise and division wise. 3.2.1 MANAGERIAL STAFF RESIGNATIONS (BAND WISE CLASSIFICATION) A) Grade wise : Total Left 0 0 0 0 3 2 1 1 4 9 12 23 23 33 42 7 22 182 Total Strength 4 5 9 4 16 30 33 14 63 75 95 173 119 224 302 120 70 1356 % of Attrition 0.00 0.00 0.00 0.00 18.75 6.67 3.03 7.14 6.35 12.00 12.63 13.29 19.33 14.73 13.91 5.83 31.43 13.42

GRADE VP AVP GM AGM DGM SM Manager Asso. Manager Dy. Manager Asst. Manager Executive Officer Assoc. Officer Jr. Officer Supervisor Sr. Assistant Assistant TOTAL

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B)

Level Wise : LEVEL WISE ATTRITION LEVEL 1 (GM & above) LEVEL 2 (AGM To Manager) Level 3 (Assoc. Mgr to Officer) Level 4 (Assoc. Officer & Below) TOTAL TOTAL LEFT 0 6 49 127 182 TOTAL STRENGTH 18 83 420 835 1356 Attrition % 0.00 7.23 11.67 15.21 13.42

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The maximum resignations were receive from Level 4 people. In order to understand the reasons for these resignations, a detailed analysis of the exit interview forms was done. Duing Exit interviews, the employees are assured by the HR manager that the reason for leaving will be kept confidential. The HR manger conducting the exit interview keeps important notes of the information provided and records the same in the exit interview form along with the proper justification The information recorded acts as a reliable source for the study. It is generally found that at the lower level and the initial years of the career, salary remains low. If the persons are not kept motivated, they prefer to leave the organization at the formative years of their career for better prospects in terms of salary and role. At AWL the same trend has been observed. At the operational level, which include executives with less experience and young at age, employees have resigned mostly dur to absence in challenging roles as well as salary dissatisfaction As we go up the hierarchy level i.e level 3 and above the reasons for employee resignation took a shift from the hygiene factors to the motivation factors. Salary growth became the secondary reason for these resignations while other factors like change in role, lack of cooperation from superiors, 42

inadequate recognition, training need, no personal growth strategies, no feeling of belongingness etc. became a primary reason. 3.2.2 MANAGERIAL STAFF RESIGNATION (MONTH WISE CALCULATION):

The above graph shows the trend in number of resignations per month in the year 2009. It is observed that the trend line is highly fluctuating. It can also be seen that the resignations during June and November are higher than the remain months in 2009.This shows employees tend tend to leave the organization after a salary revision period. Employees wait for their final appraisals/ increment/ promotion/ upgradation of profile, after which they take a decision to continue or quit.

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3.2.3 MANAGERIAL STAFF RESIGNATION (DEPARTMENT WISE CALCULATION):

DEPARTMENT S&M Refinery Q.A. F&A Packaging Comm & Log Engg. Services HR Int. Audit Security Trading Projects Systems Materials Trading Execution Safety 3 P Operations CEO Office (Including CEO) M.D.Office TOTAL

Total Left 87 28 13 9 7 6 6 5 7 5 2 2 4 1 0 0 0 0 0 182

Total Strength 341 172 95 169 66 145 99 40 33 36 19 14 15 49 45 4 10 2 2 1356

% of Attrition 25.51 16.28 13.68 5.33 10.61 4.14 6.06 12.50 21.21 13.89 10.53 14.29 26.67 2.04 0.00 0.00 0.00 0.00 0.00 13.42

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The above graph compares the attrition in the each division. It can be observed from the same that , in division sales and marketing and systems the attrition is the maximum during the year 2009-10. The next department which attracts the attention is internal audit. In order to understand the reasons for the same, an analysis of the exit interview forms of the executives who have resigned during this period is made. Considering the priority given to the reasons for leaving in the exit interview forms, it can be concluded that executives have left the organization mainly because of better role/ compensation offered. Employees have expressed the lack of team spirit. Few executives expressed that there is lack of appreciation for good work done. S&M division had the second largest number of resignations and here it is observed that an attractive job offer and better salary became the primary reason for attrition.

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3.3 REASONS FOR ATTRITION Form the exit interview forms and the comments of the HR Manager the overall reasons for attrition can be summarized as follows: Better prospects outside AWL in terms of salary and responsibilities Lack of team spirit, No career growth, No role clarity, Attrition due to competition Lack of support from superiors Below there is the representation of the reasons of attrition at AWL in the form of a chart

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3.4 RETAINING OF EMPOYEES Employees today are different. They are not the ones who dont have good opportunities in hand. As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job. In the prominent Indian metros, there is dearth of opportunities for the best in the business, or even for the second or the third best. Importance of retaining employees remains the same irrespective of the size of the organization, its nature of business or the country of operation. The only difference lies in realizing the fact that frequent employee attrition means there is something, which needs immediate attention and cure. Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. It involves being sensitive to peoles needs and demonstrating the various strategies in the five families detailed in Roger Hermans classic book on employee retention, Keeping good people.
Compensation: It is said that money isnt a motivator, but it is an effective demotivator. The employees always have high expectations regarding their compensation packages. So an attractive compensation package plays a critical role in retaining the employees. Growth: No one joins an organization to just do the same work till the end of his career. If an

employee does not see growth in this own organization, there are high chances that he might opt for leaving the organization. So such strategies must be framed where an employee can see his bright future in the company. Relationship: The management is sometimes not able to provide an employee a supportive

work culture and environment in terms of personal or professional relationships. The organization culture should be such that encourages healthy relationship between all the employees. Support: Sometimes not getting the right kind of support and co-operation also leads and

employee to be frustrated and provokes him to leave the organization. This should be taken care of by providing healthy work relationships. Environmental: An organization needs to have an environment where individuals learn and get

support from colleagues and seniors along with the healthy mixture of authority and responsibility.

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Based on the above five points, a retention strategy can be framed after understanding the reasons for attrition in a particular organization. 3.5 RETENTION STRATEGIES At AWL analyzing the reasons of attrition, it could be concluded that there are problems related to compensation, growth, work environment as well as relationships. In order to reduce the amount of attrition, the HR as well as all the business/division heads need to join and come together and take actions. The following measures that can be taken: Designing a competitive compensation package:

Most of the executives at CCIL are not satisfied with the salary that they are being paid. Thus there is a need of systematic comparison of the compensation paid at CCIL with the market trends. An analysis should be done keeping in mind the kind and the scope of work and the salary packages offered at CCIL and other companies in the same industry. For this purpose, external help can be taken. There are many agencies which carry out such research work for organizations. AWL can hire one such agency for this work. Thus it would be possible for AWL to provide a very competitive pay package which would restrict the attrition to some extent.

Learning Environment:

The seniors in all divisions should try to create an environment of learning in their division/department. Knowledge gained should be shared with the others. E.g If an individual from the HR Department has gone for a training program on Interpersonal skills, he should be encouraged to share the contents of the program with his collegues through a presentation on the same. The same kind of environment should be created in the whole organization.

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Career Graphs for employees:

Many of the employees in their exit interviews have mentioned that they do not see any personal growth in the organization. Thus it is recommended that the superiors of employees should take the responsibility to show his subordinate a career graph projecting his growth in the next 5 years. This would bring enough confidence in the employee to stay with the company and motivate him to achieve the targets placed before him.

Inculcate Team Work:

All the employees need to trained and motivated to work as teams and not individuals. This can be done with the help of the division heads. They need to bring all the employees in the particular division together and show them the ultimate goal for which they all are working. When a combined vision is shown, it lays an important role in motivating the employees to work together.

Making employees accountable:

There should be fairness in the working of the company. If an individual has made a mistake he should be made accountable for it irrespective if his relations with the seniors. The HR can play a role here by bringing in rules of punishing the offenders.

Fun at Work:

All work and no play make Jack a dull boy. Employees spend almost 8-9 hours of the day at their workplace. It is very important that the employees are given opportunities to have fun at work. For this, HR can organize gaming events between the various departments as well as within the various departments. They can have like chess tournament, table tennis tournament, quiz competition, best of waste competition etc. these can be done first at the departmental level and then at the organizational level.

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This will enhance their sense of belongingness for their division/function as well as increase the interaction between and within the departments/divisions.

Achieving a match between individual and organizational goals:

AWL has at times expected its employed to subsume their individual objectives before the organizational one. This has forced the employees to leave. The company thus needs to achieve a balance between the two. This can be done at the initial level while recruiting the employee only if his/her personal goals can be aligned to the organizational goals.

Esops:

Companies may establish an ESOP for a number of purposes. The main purpose of an ESOP is to reward and motivate employees. They are also used to provide a market for departing owners of successful companies. In most cases, an ESOP is given to an employee, rather than purchased by an employee. An ESOP is similar to a profitsharing plan.

Increasing organizational transparency:

There is a need for transparency in the working of the company. The employees should be given reasons and answers to the question which arise in to their minds. If this is not done, this give it the name of partial environment, start having grudges against others and spoil the organizational culture.

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Helping employees acquire new skills:

There is an increasing need for keeping the employees up dated abot the new techniques and technologies. Thus there is a need for increasing the number of training programs which at this point of time are very less. Training signals employees that the organization values their contribution, and is willing to invest in upgrading their skills. These would also mean increase in interaction between the employees which is again a requirement at AWL.

Celebrations and Social and cultural Networks:

In some of the surveys and audits it has been found that employees get a sense of belongingness if the organization encourages some form of social networks, cultural programs, team, team celebrations. These can be done with very little investments by encouraging employees to have picnics, social gatherings, celebrations, and festivals etc. When the person feels at home with a company he would think twice before leaving the company.

HR at AWL can encourage the formation at different clubs like the social service club, sports club, cricket club where the employees from all divisions can register as per their likings. These clubs can then have their own gatherings and interactions. This would increase the interactions between employees from different departments.

Change of Styles through 360 Degree Feedback and Internal Customer

satisfaction surveys: Many times the style of manager has been responsible for employees in certain departments to leave. With supportive managers and Head of departments employees think several times before they leave. Some managers may not realize that their coercive style, excessive task 51

centeredness, and the way they assign tasks including the clarity with which they give instructions, respect etc to employees have tremendous impact on their staying with the company. Thus a 360 feedback system can be implemented for the senior level managers and corrective actions can be taken to improve the problem areas. The supervisors must be prepared to be collaborative, supportive and nurturing of their people. The old style of my-way-or-the-highway style of management is a thing of the past. Most new supervisors need training to understand what it really takes to retain employees.

Periodic rewards or gift for work done:

If an employee is appreciated for the work he does, it acts as a motivating factor for him to perform well at his work. This ultimately benefits the organization. Thus the employees should be motivated by appreciation form the senior level. His work can also be acknowledged by giving him/her a small token of appreciation for the work done.

Measuring employee Satisfaction:

Obsessed with catering to the demands of their external customers, companies ignore their internal customers. Periodic employee satisfaction surveys can highlight the potential flashpoints, and enable the company to take corrective action.

Stress Management:

The employees face a lot of stress in their day to day personal and professional life. If the employees remain stressed out, their efficiency is reduced. So HR can take measures to reduce stress level and improve the efficiency. This can be done by organizing seminars on stress reduction, yoga, one day camps, picnics etc. Employees should be taught as to how they themselves can fight the stress that they are experiencing. This would bring dual advantage to the company. Firstly, the employees will 52

realize that the company is taking the responsibility of the stress that are experiencing due to the companys work. Secondly, their productivity will increase which will again benefit the company. Todays employees are different. They are the ones who have ample of opportunities. So if the company wants to retain its employees it has to start taking responsibility of its employees. HR needs to make the employees realize that they are an important part of the company. The employees cannot be retained only by giving them high pay packages. They need to see their own growth and have a feeling of belongingness in the company. Employee retention takes effort, energy and resources. But the results are worth it.

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RESEARCH METHODOLOGY
Topic : - An overview of hr process and attrition analysis Duration : - 45 days Area : - Adani wilmar ltd., Bundi

Research Design: 1) 2) 3) 4) 5) Type of research: Discriptive Types of data: Qualitative data Data collection: secondary data Time: 45 days Universe: Company campus

Secondary data:1.Annual reports 2.Journal 3.Hr manual

Limitations: (1) (2) (3) (4) The sample size is small. We have time constraint because of which, we could cover only Company Campus Bundi for the survey. Lack of practical knowledge. Respondents did not like to share information

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Oblectives:1. Understand employees behavior towards their job 2. Study of attrition trends 3. Analyze the behaviour and satisfaction level of employees towards company..

4. CONCLUSION
The Human Resource Dept. at ADANI WILMAR LTD. is a perfect example of integration of HR and systems. Their systems and procedures are well defined and work is made easy. But at times this proves as a disadvantage to the company because employees might not think much and go on with the processes and systems as they are. They may not think rationally. This can lead to stagnation. I conclude that the HR department at AWL has to be link between the employees and the management. It also has the responsibility to bridge the gap between the various departments in the organization. HR needs to change its role form a facilitator to a strategic business partner.

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5.BIBLOGRAPHY

ACADEMIC BOOKS:
K. Ashwathappa-Human Resource Management

ARTICLES:

Bruce Fern and B. LYNN WARE The challenge of retaining top talent: The workforce Attrition Crisis.

Ms. Sumana Bose, Faculty, Sinhgad institute of business management and research , Hr a cause of Attrition.

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Ms. Ritu Arora, Dan institute of management, Manpower Retention in BPO Industry

PUBLICATIONS:
AWL Hr Manual AWL Annual Report

WEBLIOGRAPHY:
ARTICLES FROM THE WEB Marc Carroll Giving Attention to prevent attritionhttp://www.authorsden.com/visit/viewarticle Sudipta dev Is Attrition always bad for an organization http://www.expresscomputeronline.com/20071029/technologylife01.shtml

WEBSITES:
www.adaniwilmar.in www.adani.in www.citehr.in

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