HR Functions And Employee Engagement Program


Attached is my summer project report on HR Functions and Employee engagement programs used in Idea. The report includes a study of HR practises followed at Idea and a study of Employee Engagement Program and its research by done by Gallup consultancy.

I would like to express my sincere gratitude to you for your constant support and guidance in giving a detailed insight.

I would also thank my project guide at Goa institute of management Professor Christo Fernandis who helped me with his continuous guidance and support for successful completion of the project.


In this report, I have taken a look at the various HR functions at IDEA which includes Recruitment, PMS, Training, Job analysis, HRIS, Talent management, Exit interviews. The purpose of this part of the project was to understand the prevalent HR practises, understanding needs and importance of various functions and recommend any changes if necessary.

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The second aspect of the project was to understand the research done by Gallup consultancy on employee engagement over 3 years for Aditya Birla Group as a whole, Idea Cellular and Idea Rajasthan and to device a more concrete mechanism for the company, which would help manager judge the engagement level among employees and improve the productivity of the individuals.


It gives me immense joy and pleasure in acknowledging the invaluable and co-operative assistance extended to me by various individuals who are all very great personalities in their respective fields and interest, in successfully completing my summer internship.

First of all I would like to express my sincere gratitude to my guide Mr. Viresh Meena, Sr. Manager, Idea cellular, Rajasthan, for his valuable time and assistance provided. I am grateful to him for making all the facilities available to me for the period of my summer internship.

I also thank the faculty members and staff of Goa Institute of Management for their constant encouragement and support.


Transmittal Document 2

Acknowledgements 3

Content 4

Introduction 6

Industry Profile 6


Mission 7

Organisational structure 8


Hr Practices 9

KPIHYPERLINK "#__RefHeading__17602_1569172276"'HYPERLINK "#__RefHeading__17602_1569172276"s For Hr Practices 9

Objective of Hr Practices 10

Recruitment and Selection: 10

Performance Management System 13

Training and Development 15

Talent Management 16

Job Analysis HYPERLINK "#__RefHeading__17614_1569172276"&HYPERLINK "#__RefHeading__17614_1569172276" Evaluation 17

Compensation Philosophy 18

Human Resource Information System 19

Exit Interviews 23

The Gallup organisation and its research 25

Employee Engagement and Gallup's Q12 26

Gallup @ IDEA 28

Manager's initiative for employee engagement 29

Questionnaire 32


Industry Profile

Telecommunication Sector Opportunities in India have grown phenomenally in the past 3 years as has been surveyed by Indian Ministry of Communications and Information Technology in New Delhi very recently. The telecom sector is one of the leading contributors to India's flourishing economy. 

According to the report presented by taking into account the statement of Indian Ministry of Communications and Information Technology, the telecom opportunities in India has been growing by 20 to 40 percent every year since past 3 years. The telecom services in India have been recognized as a world-class tool for the socio-economic development in India. India is known to rank fourth in the telecom industry in Asia after China, Japan, and South Korea and the telecom network in India is known to stand in the eighth position across the globe and second among the emerging economies. The Indian Telecom Analysis (2008-2012) report by RNCOS Industry Research Solutions shows that mobile telecom segment has surpassed all other segments in the Indian telecom sector. (The mobile telecom market is forecast to grow at a compound annual growth rate of around 15 per cent between 2009-10 and 2013-14.) The report also indicates that the advance of services such as Internet Protocol television (IPTV) and 3G are fuelling the growth of the Indian telecom sector. Additionally, with 3G auctions scheduled for February 13, 2010 is expected to set in motion the quick adoption of 3G enabled handsets.


IDEA Cellular Limited was incorporated in 1995 and is one of the leading GSM mobile services operators. Headquartered in Mumbai, it has licenses to operate in all 22 service areas across the country, though commercial operations are currently in 13 services areas.

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IDEA enjoys a market leadership position in many of its operational areas. It offers GPRS on all its operating networks for all categories of subscribers, and was the first company in India to commercially launch the next generation EDGE technology in Delhi in 2003. As a pioneer in technology deployment, it has been in the forefront through the adoption of bio fuels to power its base stations, and by employing satellite connectivity to reach inaccessible rural area

IDEA has been a leader in the introduction of value-added services, and there are several firsts to its credit, including a voice portal 'Say Idea', Idea TV, voice chat, instant messenger, and many more. Tariff plans have been customer friendly; catering to the unique needs of different customer segments. In 2007 IDEA was listed on the National Stock Exchange (NSE) and the Bombay Stock Exchange (BSE).

With a vision of delighting its customers while meeting their individual communication needs anytime, anywhere, IDEA offers seamless coverage to roaming customers traveling to any part of the country, as well as to international traveling customers across over 200 countries. IDEA Cellular has partnership with over 400 operators to ensure that customers are always connected while on the move, within the country or other parts of the world.

IDEA is the winner of 'The Emerging Company of the Year Award' at The Economic Times Corporate Excellence Awards 2008-09. The company has received several other national and international recognitions for its path-breaking innovations in mobile telephony products & services. It won the GSM Association Award for "Best Billing and Customer Care Solution" for 2 consecutive years. It was awarded "Mobile Operator of the Year Award - India" for 2007 and 2008 at the Annual Asian Mobile News Awards 


"We will delight our customers while meeting their individual communication needs anytime anywhere"

Organisational structure

Key People

Board of Directors

Mr. Kumar Mangalam Birla (Chairman)

Smt. Rajashree Birla

Mr. Saurabh Mishra

Mr. Sanjeev Aga (Managing Director)

Mr. Arun Thiagarajan

Ms. Tarjani Vakil

Mr. Mohan Gyani

Mr. Gian Prakash Gupta

Mr. R.C. Bhargava

Mr. P. Murari

Mr. Biswajit A. Subramanian

Dr. Hansa Wijayasuriya

Management Team

Corporate Leadership Team

Mr. Sanjeev Aga, Managing Director

Mr. Akshaya Moondra, Chief Financial Officer

Mr. Anil K. Tandan, Chief Technology Officer

Mr. Prakash K. Paranjape, Chief Information Officer

Mr. Pradeep Shrivastava, Chief Marketing Officer

Mr. Navanit Narayan, Chief Service Delivery Officer

Mr. Vinay K. Razdan, Chief Human Resource Officer

Mr. Ramjet K. Mukarji, Chief Corporate Affairs Officer

Mr. Rajesh K. Srivastava, Chief Materials & Procurement Officer

Mr. Ambrish Jain, Director - Operations

Mr. Himanshu Kapania, Director - Operations


Hr Practices

The success of any business depends as much on appropriate, effective, well-communicated, HR and business practices as it depends on meeting the requirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organization's goals and objectives.

KPI's For Hr Practices

Some of the key performance indicators for Human Resources include but are not limited to the following.

Employees' clarity on HR policies

Employees' clarity on roles, responsibilities and expectations

Development of qualitative staff

Number of HR issues arising for which there are no clear policies and guidelines

Competitiveness of compensation structure relative to industry benchmark

Usefulness and accuracy of compensation survey

Lead time to respond to staff welfare issues

Employees' assessment of promotion criteria and process (clarity, fairness)

Measurement of HR policy violation

Average time required to fill vacancies

Proportion of training programs resulting in productivity improvement

Staff attrition rate

Understanding / Clarity of the Organizational philosophy

Outline Internal capabilities and identify gaps on skills-competencies-behavioral aspects

Prepare HR strategic Objectives and bring in clarity as to how the HR strategy supports the organizational strategy

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Develop KPI's for each of the strategic objectives.

Track and measure performance

Human Resources Best Practices

The best practices in the management of human resources are the ones which optimize a workforce so that it can not only get work done, but also ensure a greater level of efficiency, timeliness and quality as it accomplishes increases productivity overall.

Hence the job of the best practices human resources firm is to make sure that these benefits and pay scales meet the company's budget while remaining attractive and competitive enough to pull in the very best talent possible. We should know that these figures put the company in a good light while also presenting themselves as engaging and competitive for company's recruitment efforts.

Objective of Hr Practices

The main objective of HR Practices is to differentiate the organization from its competitors by effective and efficient HR Practices. By following this, the organization does its whole work process. The objective of HR Practices is to increase productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organization's goals and objectives.

Recruitment and Selection:

Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedules and to employ the effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo has defined it as " the process of searching for prospective employees and stimulating them to apply for jobs in the organization. "


• To attract people with multi-dimensional skills and experiences that suti the present and future organizational strategies,

• To infuse fresh blood at all levels of the organization,

• To develop an organisational culture that attracts competent people to the company,

• To search for talent globally and not just within the company,

• To design entry pay that competes on quality but not on quantum,

• To anticipate and find people for positions that do not exists yet.


• Finding out the requirement (hiring vs. Exit), upcoming vacancies, and kind of employees needed.

• Developing suitable techniques to attract suitable candidates.

• Stimulating as many candidates as possible.

Factors effecting recruitment

Internal factors

Employer's brand Company's pay package

Quality of work life

Organisation culturecareer planning & growth

Company's size

Company's products, services

Role of trade unions

Cost of recruitment

Company's name & fame.

External factors

Socio-economic factors

Supply & Demand factors

Employment Rate

Labour market conditions

Political, Legal, Governmental factors



Present employees

Retired employees

Dependent of present

Employee Referrals Trade Unions


Head Hunting

Mergers & Acquisitions



Campus Recruitment

Private employment consultant

Data Banks

Casual Applicants

The recruitment process starts from the requirement of different departments. Then they tell to the HR Department. HR Department takes the candidates from Data bank of company, Poornata etc, then does the short-listing, then does the scheduling for the interview. After this the selection and negotiation process occurs. Then offer letter is been given to the selected candidate. The employee then joins in the organization. Then the company arranges the Induction Program for the employee. After this the recruitment process ends with this.

Hence the process can be represented as :


Requisition for Vacancy to be as per Org Chart


Data bank

Req Agency


Short Listing

Scheduling the interview

Selection & !Egotiation

Offer Letter




It is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best result. Recruitment of staff should be preceded by:

An analysis of the job to be done (i.e. An analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know what physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage.

Performance Management System

It is a structured method of formally and objectively evaluating employees' performance with respect to their objectives. It addresses the issue of an employee's development by providing them with structured and in-depth analysis of strengths and areas of improvement. It provides with input for annual increments, training and development.

For an organization the aim should not be just to have the best people, but also to retain them and get best out of them. Employee Performance management includes planning work and setting expectations, developing the capacity to perform, continuously monitoring performance and evaluating it. Most organizations focus on an annual evaluation process for employees and call that Performance Management. However, annual evaluations are often subjective and can lack specific measurements and supportive data to help the employee truly improve their behaviour. Simply putting, a Performance Management System is essential to the success of any organization because it influences the effort expended by employees, which in turn, drives bottom-line business results. Furthermore, the Performance Management System helps an organization identify, recruit, motivate, and retain key employees.

An effective Performance Management System should achieve the following:

Review the employment cycle of every employee,

Beginning with the recruiting process,

Employee development,

Ending with effective exit interviews.

Employee's knowledge, skills, and abilities with the organization's human capital needs and business objectives.

Provide managers and employees with the tools necessary to focus on short-term and long-term goals that contribute to both career and organizational success.

Support the organization in developing and sustaining a culture that recognizes and rewards individual contributions and team performance.

Promote a work climate that requires employees to remain flexibly focused. For instance, employees can manage current tasks and unit goals while keeping pace with, and adapting to, change in the work environment.

HR Performance Management System can be performed in three steps:

Needs Analysis

Identifying Competencies

Development of effective Performance Management System.


For Administration-

Document HR decisions with regards to performance & its related issues.

Determine promotion of employees.

Determine increment in pay of employees.

Determine transfer & change in job assignments.

Determine retention or termination.

Decide on layoffs.

Decide need for training

Decide salary & related issues.

For Development-

Provide performance feedback to all concerned.

Identify individual skills, core competencies, strength & weaknesses.

Assist employees in setting goals.

Identify training needs.

Improve communication.

Method employed -

Rating & Contribution

Management by Objectives (MBO)-

MBO is a process whereby superior & subordinate managers of an organization jointly identify its common goals, define each individual's major areas of responsibilities in terms of results expected of him & use these measures of guides for operating the unit & assessing the contribution of its members. The MBO focuses attention on participative set goals that are tangible, verifiable & measurable. The superior & subordinates jointly determine goals to be considered during appraisal period & what level of performance is necessary for subordinates to satisfactorily achieve specific goals. During performance appraisal period the superior & subordinates update & alter goals as necessary due to changes in business environment. If not achieved identify reasons for deviation.

System of Performance Appraisal -

A) Establish Performance Standard.

B) Communicate standard & expectation to employees.

C) Measure actual performance, by following instructions.

D) Adjust actual performance due to environment influence.

E) Compare actual performance with set standards & find out deviations.

F) Suggest changes in job analysis & standards if necessary.

G) Follow up.


Rating biases-

Halo effect

Error of central tendency.

Personal Prejudice.

Recency effect.

Mainly the performance management is done by online system includes the following basic processes

1. Annual goal setting

2. Midyear review

3. Annual performance review

Training and Development

The needs of individual are objectively identified & necessary interventions are planned for identified groups, which get rolled out in a phased manner through training calendar. The training and development program is charted out to cover the number of trainees, existing staff etc. The programs also cover the identification of resource personnel for conducting development program, frequency of training and development programs and budget allocation. Training and development programs can also be designed depending upon job requirement and analysis. Selection of trainees is also facilitated by job analysis. The company has a strong focus on manpower training according to their requirements. The internal training department aims at improving the skill sets relevant to the work profile of employees. This includes

Improving communication

Different skills

E-mail programming

Operation systems.

The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. What the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program.

Identification of Training Needs (Methods)

Individual Training Needs Identification

1. Performance Appraisals

2. Interviews

3. Questionnaires

4. Attitude Surveys

5. Training Progress Feedback

6. Work Sampling

7. Rating Scales

Group Level Training Needs Identification

1. Organizational Goals and Objectives

2. Personnel / Skills Inventories

3. Organizational Climate Indices

4. Efficiency Indices

5. Exit Interviews

6. MBO / Work Planning Systems

7. Quality Circles

8. Customer Satisfaction Survey

9. Analysis of Current and Anticipated Changes

Benefits of Training Needs Identification

1. Trainers can be informed about the broader needs in advance

2. Trainers Perception Gaps can be reduced between employees and their supervisors

3. Trainers can design course inputs closer to the specific needs of the participants

4. Diagnosis of causes of performance deficiencies can be done.

Talent Management

It is a holistic and systematic process, across the group. It is built on the work done so far on people processes, and has a Talent Identification and Talent Development Strategy for all the 3 levels of management i.e. Senior, Middle & Junior Management. This is facilitated by Development Assessment Center followed by Individual Development Plan, enabling planned succession and career management.

The talent management process includes HR process for




Succession planning,

Learning and other capabilities around self-service,



With businesses going global and competition becoming intense, there is mounting pressure on organizations to deliver more and better than before. Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels. Talent management is a key business process and like any business process takes inputs and generates output. Talent management is a professional term that gained popularity in the late 1990s. It refers to the process of developing and fostering new workers through on boarding, developing and keeping current workers and attracting highly skilled workers to work for your company. Talent management in this context does not refer to the management of entertainers. Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organization. This term also incorporates how companies drive performance at the individual level (performance management).

Job Analysis & Evaluation

It is broadly categorized in two parts. Job Analysis is a process to understand the job, identify and disaggregate the activities, competencies and accountabilities associated with the job. It defines and clusters the task required to perform the job. It also clarifies boundaries between jobs. The output of Job Analysis exercise is referred to as job description.



Process of Collecting Information

"Job Analysis is a process of studying and collecting information relating to operations and responsibilities of a specific job. The immediate products of this analysis are 'Job Description' and 'Job Specifications'."

Systematic Exploration of Activities)

"Job Analysis is a systematic exploration of activities within a job. It is a basic technical procedure that is used to define duties and responsibilities and accountabilities of the job."

Identifying Job Requirements

"Job is a collection of tasks that can be performed by a single employee to contribute to the production of some product or service, provided by the organization.

Each job has certain ability requirements (as well as certain rewards) associated with it. Job Analysis is a process used to identify these requirements." Each job is a unique description of a role that a person can hold in an organization or required to be performed for the business benefit of that organization. When jobs are created, their tasks and requirements are taken into consideration. Jobs are used in the following components:

Job and Position Description

Shift Planning

Personnel Cost Planning

Career and Succession Planning

Compensation Philosophy

It is an outcome of what the Organization would like to pay for, which is determined by external and internal factors. All the processes are aligned to reinforce the philosophy. The company views compensation not only as something that reflects on the pay slip or in the CTC (Cost To Company) but also they are concerned about overall employee well being though they may not put any monetary value on items like Scholarships, Club membership, Retirement benefit, Health and Accident coverage.

The Group's approach towards various aspects of compensation focuses on:

Pay for performance (Variable Pay)

Rewards stretch performance which is linked to business, team and individual results

Compensation increase

Pay for the job

Internal equity based on contribution to the organization

External benchmarking

Relevant industry segment and people market

Parameters beyond compensation: head count/ level/ reporting

Individual profile and performance

To be market aware, not blindly follow market practices

Compensation structure

Tax efficient but compliant

Common perk structure but varying amount

Three major terms used in the company's compensation:

1. Fixed Cost: It is the fixed component of the salary that is committed to an employee and is paid on monthly / annual basis. This includes base salary, all perks and reimbursements and retrials such as PF, Gratuity and Superannuation.

2. Variable Pay: This is the variable component, payout of which is contingent on Business, Unit/Zone and Individual performance. Targets for the year will be fixed and communicated at the beginning of every performance year

3. Cost to Company: This is a sum of Fixed Cost and Variable Pay.

CTC is decided based on designation, qualification and experience. Basic is around 42% of fixed cost without housing. Perks and allowances are fixed as per the designations. Variable pay based on job band is payable at 18%, 15% and 12% of fixed cost without housing. Balance amount is paid as special allowance.

Human Resource Information System

POORNATA, an ERP (People soft) implementation of Human Resource practices has been introduced in ABG to elevate HR processes to world class levels and standardize them across Units and Businesses. This has resulted in single integrated HR-ERP for all management cadre employees of the group. These automated HR Processes will also aid in faster, efficient, timely and accurate data availability to Management for decision-making. Idea's People Soft Enterprise Performance Management (EPM) enables it to achieve world-class performance by aligning the right information and resources to strategic objectives. People Soft EPM offers performance management solutions for every budget and every phase of the management cycle, helping its managers to formulate strategies for profitable growth, align strategies with operational plans, and actively monitor day-to-day operations. Poornata helps a lot in the different works of the organization. It helps in the following ways

It helps in entry of all the database of all the employees.

It reduces time to note all the databases of the employees.

It reduces different mistakes or errors while maintaining the databases

It helps in doing performance appraisal of the employees.

It also helps in doing the data updation of the employees.

It helps in recruitment and selection of the employees

It reduces the time of the work

It also reduces the no of employees for maintaining the database.

It helps in maintaining the job description of employees.

It records the compensation details for the employee.

Once the data of an employee entered in to Poornata (ERP), the employee gets a Poornata ID, which helps the employees to know about the different policies of Organization.

They can know these policies directly from the ERP system.

As it done only through Online, there is no delay in getting different infomations.

It also helps them to do the reporting to the concerned person.

They can also fill their problems which they face during their work and send to their


In this way Poornata helps not only the managers but the employees also. Poornata (ERP) helps Idea in the following ways:

Poornata helps in performing day to day roles.

Introduction - Poornata helps in creating and updating of the positions of the employees.

Each position will correspond to specific vacancy in the organization, have a specific headcount defined for it and is also tied to the following specific attributes:

Business unit



Job code


Regulatory Region

Job Function

Reporting to position (The position to which this particular position reports to)

Career stages

Every time one or more of the above attributes change, the same have to be updated for the position, or a new position may need to be created corresponding to the new combination of the attributes. Any individual who occupies a position will inherit the above-mentioned attributes of the position.

A position is thus specific and particular opening in the organization, as opposed to job codes, which are more generic in nature. Job codes reflect the job points of the jobs across the organization, whereas a position number reflects a specific job description in the organization.

Poornata helps and gives hints and warns the user the important information he must know about the Poornata system.

It provides the additional information to assist the user & provide key information.

It also tells the frequently asked questions with respect to hiring employees.

It also shows the common error and warning messages that the user may get at the time of hiring.

It needs the information about regarding these:

Employee ID,

Position Number,

Job code (the job points of the employee),

Company (The legal entity to which an employee /department is attached.),

The Business unit to which the employee belongs to, Location (i.e. where the employee works), Department etc.

Following are the steps that will be used to maintain positions and department budgets

Creating new positions

Updating the information for existing positions as and when required

1. Creating a new position

A position corresponds to a specific vacancy in the organization. Hence a position should be created in Poornata, only when a new vacancy has arisen in the organization, and the approval for the same has been obtained offline. Only after the offline approval has been obtained, should the position be created in the system, i.e. only pre-approved positions should be entered in to the system.

2. Updating The information for existing positions

From time to time the user should update the information for an existing position. Typical situations are when:

The position attributes or the approved max headcount for the position has changed.

The position no longer exists.

Organizational Restructuring.

Direct Hire Process:

It helps in doing the directly hiring an employee by Poornata system. The direct hiring process involves an employee being directly added to the Poornata system that is the situation where his information doesn't exits as applicant in the Poornata system. An employee on joining the group would fill up the joining check list and the related forms as per the unit policy. The HR administrator would then hire him into the system by capturing his relevant information with respect to his personal job compensation, qualifications and dependents' information.

The hire action will be used to capture the event of the employee's joining the organization. There can be either of two reasons for hire:

Joining the ABG: This will reflect the situation where an employee joins a unit of the ABG group directly.

Joining the acquired company: This will reflect the situation where an employee had joined an organization, which was subsequently acquired by ABG.

Going forward the action of joining the acquired company will be used to enter the data of those employees from the non-management cadre moving into the management cadre who had originally joined a company that was acquired by ABG.

The following information would be captured at the time of hiring the employee.

Personal information - Name, address, NIN, DOB, gender marital status, religion / caste.

Job related information related to hiring, his position a related details.

Compensation information with respect to the break of his CTC

Recording personal actions for an employee

Introduction: Post hiring as the employee moves through the organization, there would be various kinds of updation in the employee data. Broadly the processes that an employee could move through in the course of his life cycle in the organization comprise:

• Probation, followed by confirmation.

• Promotion

• Pay rate change

• Transfer

• Resignation

• Termination

• Separation /Retirement

Exit Interviews

An exit interview is simply a conversation between a departing employee (who is leaving the company either voluntarily or involuntarily) and a representative from the organization. The interview can follow a structured format or be conducted on an informal basis; written questionnaires can even be used in place of a face-to-face meeting. Whichever format is used, exit interviews are generally documented.

Traditionally, exit interviews are conducted with employees leaving an organization. The purpose of the interview is to provide feedback on why employees are leaving, what they liked or didn't like about their employment and what areas of the organization they feel need improvement. Exit interviews are one of the most widely used methods of gathering employee feedback, along with employee satisfaction surveys.

Benefits of Exit Interview

Exit interviews can be a win-win situation for both the organization and the leaver. The

Organization gets to retain a portion of the leaver's knowledge and make it available to others, while the leaver gets to articulate their unique contributions to the organization and to 'leave their mark'.

Exit interviews offer a fleeting opportunity to find out information that otherwise might be more difficult or impossible to obtain. The exit interview is an important learning tool for employers. When properly conducted, the interview provides the employer with the opportunity to:

Discuss and clarify the reasons for the termination

Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused vacation, conversion or continuation of benefits, terms of a severance package, unemployment insurance, etc.)

Explain company policies relating to departing employees (e.g., trade secret confidentiality, restrictive covenants or non-compete agreements, the possibility of future re-employment, freelance or contract work, the provision of references to prospective employers, etc.)

Ensure the return of keys, security cards, and company property

Obtain information about improper or questionable management practices connected with the employee's termination

Obtain information about a supervisor's management skills

Obtain information about how effectively a department operates

Obtain feedback about employees' opinions and attitudes about the company

Resolve or defuse any remaining disputes with the exiting employee

Protect itself against subsequent charges that the employee was forced to resign (i.e.,

Constructive discharge)

The Gallup organisation and its research

The Gallup Organization, known primarily as Gallup, provides a variety of management consulting, human resources and statistical research services. It has over 40 offices in 27 countries. World headquarters are in Washington, D.C. Operational headquarters are in Omaha, Nebraska. Its current Chairman and CEO is Jim Clifton.Gallup currently has four divisions:

Gallup Poll

Gallup Consulting

Gallup University

Gallup Press.

Gallup consultancy help companies drive true organic growth, revenue and profit increase from continuing operations. Their research have led to discover how organizations can grow by developing highly engaged customers and building powerful, engaged workforces of talented employees. Their approach identifies, develops, and implement solutions that align with company' visions and strategies.

According to The Gallup Organisation only around 18% of employees are fully engaged, meaning that over 80% of your people are not performing and being as productive as they potentially could be. Put another way, this equates to the workforce being totally engaged in the work they are doing just one day a week.

The constancy has worked to provide powerful and integrated solution for:

Workplace and Leadership Practices

Devise and implement an effective organizational performance strategy

Provide executive performance coaching for senior leaders

Measure and improve employee engagement

Recruit and hire world-class performers

Teach all employees to identify, deploy, and develop their strengths

Create an objective and easy-to-use performance evaluation and development system

Develop an effective succession management system

Design a performance-based compensation system for all roles

Increase sales force effectiveness

Marketing and Customer Practices

Measure and improve customer engagement

Increase the overall impact of brand engagement programs

Improve marketing strategies through objective, research-based ideas and insights

Employee Engagement and Gallup's Q12

Business researchers at Gallup have identified 12 questions measuring the effect of employee engagement, including such issues as retention, productivity, profitability, customer engagement and safety. These questions, known as the Q12, measure those dimensions that leaders, managers, and employees can influence. The questions are based on hundreds of interviews and focus groups conducted by Gallup, involving many thousands of workers in all kinds of organisations, at all levels, across a broad industries and countries. From their research, Gallup identified 12 employee expectations from many potential variables that, when satisfied, form the foundation of strong feelings of engagement. When completing the survey employees are asked to rate their response to each question on a scale of 1 to 5.

Gallup believes there is a strong correlation between high survey scores and employees' performance. This, in turn, is linked to business outcomes. So, by addressing the issues that increase worker engagement employers are able to generate higher profits. Gallup's method differs from other correlation studies by creating a methodology that bridges the 'soft' values pertaining to morale and employee engagement (such as recognition and desire to contribute) with 'hard' outcomes that are more easily measured.

Gall Up Research

The Gallup study Q12 is based on positive Psychology and emotions.

Having a best friend at work or receiving recognition every week makes you feel cared for and proud respectively. If you want to keep recreating those positive emotions, then you keep coming back to work.

Borden - and Build theory is about evolutionary significance of positive emotions which are better observed over the long haul. Their effects accumulate and compound overtime and the adaptive benefits are evident from later, when people face new challenges

The Gallup research has contributed an additional 'P' to the 4 P's of marketing i.e. product, price, and promotion place and now people to the mix

The Gallup defines a great workplace as one where employees were satisfied with their jobs which helps produce positive business outcomes.

Categories of Employee Engagement

According to the Gallup there are there are different types of people-

Engaged- Builders

They want to meet and exceed desired expectations

Keen to know about the company and their place in it

Perform at consistently high levels using their strengths at work every day

Work with passion, drive innovation and move their organization forward

Not Engaged

Concentrate on tasks rather than the goals and outcomes

Tend to feel their contributions are being overlooked, and their potential is not being tapped

They often feel this way because they don't have productive relationships with their managers or with their coworkers.

Actively Disengaged

Cave dwellers. Consistently against Virtually Everything

They're not just unhappy at work; they're busy acting out their unhappiness

Sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish

As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning .

Gallup @ IDEA

The Gallup consultancy has been conducting the organizational health survey for Aditya Birla group since 2006. It had studied the various enterprise and local level parameter for the group and compared it with the national data.


The Measurement & Management Process as adopted by Gallup

Questionnaire development

Organisational mapping


Data collection and web survey

Data Analysis

Presentation of findings

Dissemination of presentation results with ABG findings

Education and interventions for further engagement

Action planning and implementation

Review and monitoring

Manager's initiative for employee engagement

Engaging new employees,

Defining the job a new employee is to undertake.

Selection of the right person for the right job.

Providing a realistic job description.

Setting up of challenging, yet achievable, performance expectations.

Offering meaningful on the job training and encouraging various questions or doubts

Allocation of appropriate tools and technology useful for work.

Engaging mid-career employees,

Enhancement of work through job enlargement, job enrichment and job rotation.

Investing in long-term, focused and more career-oriented training to the employees so as to provide upward and lateral movement and, in some cases, also outside the organization.

Making company reputation important to employees.

Managing performance in a more holistic and developmental focused manner.

Identifying and making some employees as mentors for new and underperforming employees.

Connecting high-potential employees to superstar and/or long-term employees.

Engaging underperforming employees

Understanding if performance deficiency is due to knowledge or is skill-related or attitude or motivation based.

Resisting the urge to simply transfer the employee to another department without defining the actual problem.

Document performance and follow a progressive-discipline framework.

Practice the adage "fire fast, hire slow".

In engaging superstar employees,

Such employees tend to make decisions faster and expect results accordingly.

Link pay and performance more explicitly.

Provide other intangible rewards and recognition.

Fast-track superstar employees for training, promotion and other opportunities.

Avoid letting an otherwise well-intentioned and good company policy Stand in the way of engaging superstars.

Manage effectively the manager-employee roles and relationships.

In engaging returning employees

Identify reasons why employees initially left and their motives for returning.

Assess the organization's willingness and ability to accommodate returning employees.

Ensure that returning employees are informed of any changes to organizational strategy, policies and procedures.

Handle special concerns or considerations related to a returning employee.

Evaluate the long-term effectiveness of providing options and opportunities to returning employees.

Engaging transferred or promoted employees,

Use similar selection criteria for internal transfers or promotions as external hires.

Determine the scope of new roles and define clear performance expectations.

Invest heavily in training and development for newly transferred and/or promoted employees.

Identify the potential challenge of placing a superstar employee in a managerial role.

Provide coaching and mentoring, especially for managerial roles.

Recognize that once an employee is transferred or promoted, there is a tendency for the employee to want to be transferred or promoted again.

In engaging long-term employees,

Capture and share knowledge of long-term employees with other.

Ensure these employees have meaningful work that positively impacts their identity.

Emphasize broader career- and professional-development aspects of organizational affiliation.

Implement reward, recognition and development approaches that make sense.

Use long-term employees as coaches/mentors for new and mid-career employees.

In engaging temporary employees,

Recognize the role that temporary employees play in meeting organizational needs.

Identify the scope of work, set appropriate boundaries and manage expectations accordingly.

Provide necessary training, tools and technology for work performance.

Effectively manage feedback and performance management processes.

Treat temporary employees with common courtesy, dignity and respect.


Employee's opinion of the organization

I think I work for a great company.

I view my company as socially responsible.

I feel the cultural values of my company align with my own.

I feel valued by my company.

I am strongly committed towards the company.

Workplace factors

I am offered good training and development opportunities

My opinions are listened to

I am paid a fair wage for what I do

My efforts are recognized by the company

I am working to my full potential

I am satisfied with my current job

My work is interesting and challenging

Employee opinion of the management (rating on a scale of 5)

I am satisfied with the relationship I have with my manager (relationship)

My manager communicates clearly (communication)

My manager is good at managing people (managing)

My manager is good at problem solving (problem solving)

My manager supports my developmental goals (support)

My manager sets clear goals and objectives (goals n objective)

My manager treats all employees equally (equality)

My manager appreciates me (appreciation)

My manager motivates and inspires me. (Motivation and inspiration)

Employee Tenure (attrition rate)

On a scale of 1 to 7, how much longer do you think you will stay with company? Use the following for indicating your choice

Less than 6 months 1

6-12 months 2

12-24 months 3

24-36 months 4

36-60 months 5

60-84 months 6

Always 7

Disengagement Factors

Most important reasons as to why you would not remain with company beyond 24 months

There are no career advancement prospects

I am not recognized or rewarded for my efforts

I am bored with my job

I can get better pay elsewhere

Lack of communication/cooperation with management

The culture is not very supportive or friendly

The job has poor work/life balance

I face unreasonable pressure and demands

My manager and I have poor relationship

Personal Reasons

Lack of job security

Poor corporate social responsibility

I do not get along well with my co-workers

Staff retention factors

Most important reason that why you'll want to stay with the company.

A sense of purpose and meaning in my job

A good relationship with my co-workers

A good relationship with my manager

New and interesting challenges

Great work/life balance

Fair and reasonable Pay and Employee Benefits

Long Term job security

Development opportunities

A culture of fairness/equality among co-workers.

Open communication with Management

Reward and Recognition

A set career path/promotional opportunities

Feeling more valued by the organization

Better social responsibility.