Kanchan Report

8/4/2019 Kanchan Report

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1.1 Executive Summary

In today’s work environment, employees are leading a busy and stressful life as they spend most of their day hours in the office. In order to make daily work interesting and challenging, organizations

are emphasizing on activities which will enable employees to rejuvenate and infuse high levels of

energy in them.

These initiatives add flavor to the workplace and keep monotony at bay. It also gives employees

time and opportunity to explore avenues that they would not venture into otherwise.

As studies have suggested that Fun at Workplace activities positively influence workforce

participation, employee engagement and retention, the Project Report studies the growing need of

such Fun at Work activities and its role in invigorating the employees.

The Project Report depicts the importance of Fun at Workplace programmes in organizations today.

It is an exploratory research where a Survey was undertaken both outside Ispat as well as within

Ispat. Survey was done by means of a structured questionnaire.

The external study consists of data collected from 6 companies about their best Fun at work

practices. The internal survey studied the expectations which the employees have from such

activities.

The findings from the study suggested that Fun at Work initiative is an effective tool which not only

helps in retention of employees but also helps in team building, resolving conflicts and increasing

productivity.

The data collected helped in designing a Module for Ispat keeping the employee expectations and

best practices in mind.



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2.1.1 Introduction

Steel Industry in India is on an upswing because of the strong global and domestic demand. India's

rapid economic growth and soaring demand by sectors like infrastructure, real estate and

automobiles, at home and abroad, has put Indian steel industry on the global map. According to thelatest report by International Iron and Steel Institute (IISI), India is the seventh largest steel

producer in the world.

The Indian steel industry is organized in three categories i.e., main producers, other major producers

and the secondary producers. The main producers and other major producers have integrated steel

making facility with plant capacities over 0.5 MT and utilize iron ore and coal/gas for production of

steel.

Major steel producers in India are

• Tisco ( Tata Iron and Steel Corporation ltd)

• Essar Steel

• Jindal Vijaynagar Steels Ltd

• Jindal Strips Ltd

• JISCO

• Uttam Steels Ltd

• Ispat Industries Ltd

• Mukand Ltd

• Mahindra Ugine Steel Company Ltd

• Tata SSL Ltd

• Usha Ispat Ltd

• NMDC

• Lloyds SteeI Industries Ltd

Present Scenario

The steel industry in India is progressing with every passing year and has gradually emerged as the

fifth biggest steel producer in the world and is likely to become the second largest producer of



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crude steel by 2015-16. Indian steel industry features among the world's largest iron-ore producersand saw a massive rise in its iron ore exports in 2009 by more than 20%.

India's steel consumption rose 8 per cent in the year ended March 2010, over the same period a year

ago on account of improved demand from sectors like automobile, infrastructure and housing. Thecountry’s steel consumption increased to 56.3 MT in the 12 months to March 2010 from 52.3 MT inthe previous year

The production of steel in India touched 27.49 million tonne in 2009 to meet the growing demand

for total steel utilized in kitchen appliances, airports, retail stores, trains, etc. The demand for steel

and its consumption is predicted to grow by 17% per annum till 2012. The increase in demand will

be triggered by construction schemes valued around US$ 1 trillion.

The sharp expansion of the industry has attracted an astounding FDI of over USD 237 billion.

Strengths of Indian Steel Industry

Low labor wage rates

Abundance of quality manpower

Mature production base

Positive stimuli from construction industry

Booming automobile industry

Outlook

The outlook for Indian steel industry is very bright. India's lower wages and favourable energy

prices will continue to promise substantial cost advantages compared to production facilities in

(Western) Europe or the US.

It has to be said that the global recession has affected the Indian steel industry especially stainless

steel, but the steel industry is trying to offset the negative effect of the recession by focusing on

transportation and construction projects which are usually funded by the government.

India is the only country globally to record a positive overall growth in crude steel production at

1.01 per cent for the period January -March 2009. It is estimated that India's steel consumption will

grow at nearly 16% annually till 2012. The National Steel Policy has forecasted the demand for

steel would reach 110 million tons by 2019-2020.

It is also expected that steel industry will undergo a process of consolidation since industry players

are engaged in an unfettered rush for scale. The deployment of modern production systems is also



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enabling Indian steel companies to improve the quality of their steel products and thus enhance their

export prospects.

2.1.2 Ispat Industries Limited

Ispat Industries Limited (IIL) is one of the leading integrated steel makers and the largest privatesector producer of hot rolled coils in India. Set up as Nippon Denro Ispat Limited in May 1984 by

founding chairman Mr M L Mittal, IIL has steadily grown into a Rs 9,400-crore company, assumingits position as flagship of the reputed Ispat Group. A corporate powerhouse with operations in iron,steel, mining, energy and infrastructure, the Group today figures among the top 20 business housesin the country.

VISION

To be an organization that continuously achieves economic value by optimizing resources through

operational excellence powered by technology, driven by innovation, creating customer delight.

MISSION

To be amongst the world’s most admired new generation steel companies: in our products, in themanner in which we service our clients, in our work-ethics and in our culture of societal integration.

VALUES

We Respect the skills and Integrity of professionalsWe Empower those who belong to usWe Work in Tandem with our EnvironmentWe Listen to our stakeholders: be they customers or communities,We Build Value for all our shareholders and the Society we co-exist with.

Headquartered at Mumbai, IIL employs a total of 3000 people and is the leader in the nationalspeciality steel market. The company's core competency is the production of high quality steel, for which it employs cutting edge technologies and stringent quality standards. It produces world-classsponge iron, galvanized sheets and cold rolled coils, in addition to hot rolled coils, through its twostate-of-the art integrated steel plants, located at Dolvi and Kalmeshwar in the state of Maharashtra.

The sprawling 1,200 acres Dolvi complex houses the 3 million tonne per annum hot rolled coils plant,that combines the latest technologies - the Conarc process for steel making and the compact strip



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process (CSP) - introduced for the first time in Asia.

The complex also has a 1.6 million tonne per annum sponge iron (DRI) plant, which wascommissioned in 1994 as the world's largest and most efficient gas-based single mega module plant.

Moreover, the Dolvi complex is home to a 2 million tonne blast furnace and also boasts a mechanisedmulti-functional jetty situated nearby, that facilitates the automation of raw material handling. A new2.24 million tonnes per annum sinter plant, a 1260 tonnes per day oxygen and a new electric arcfurnace have also been commissioned at IIL Dolvi.

Ispat is the only steel maker in India and among a few in the world to have total flexibility in choiceof steel making route, be it the conventional blast furnace route or the electric arc furnace route. Itsdual technology allows Ispat the freedom to choose its raw material feed, be it pig iron, sponge iron,iron ore, scrap or any combination of various feeds. It also has total flexibility in choosing its energysource, be it electricity, coal or gas.

The Kalmeshwar complex houses Ispat's 0.4 million tonnes cold rolling complex, which also includesthe galvanized plain/ galvanized corrugated (GP/GC) lines and India's first colour coating mill.

Technology and innovation have always been the cornerstones of IIL's quest for excellence and thesestate-of-the-art plants facilitate the company's mission to attain and sustain market leadership, throughtechnological and product superiority.

The company's strengths lie in its integrated process management, knowledge management andcontrol systems. And its seamless supply chain management systems further the efficient use of rawmaterials, while its staff of highly skilled engineers, technicians and managers with specialiseddomain knowledge, ensure the choice of the relevant technology and the ability to produce

international quality products at a competitive price.

In line with its vision for the future, IIL is expanding its HRC capacity to 3.6 million. Moreover, itaims to complete its vertical integration process, increase the proportion of high-grade and value-added steel products in its product mix and leverage the advantage the modern design and the size of the facilities offers.

With investments of over US $2 billion, IIL is the seventh largest Indian private sector company interms of fixed assets. It aims to consolidate its market leadership in the national specialty steel market by capitalising on the proximity of its manufacturing facilities to major consumers of flat steel products in Maharashtra, while increasing its presence in international markets by using itsconvenient port location.

In the short span of time since its inception, Ispat Industries has steadily raised the bar - in terms of itsrelentless pursuit of technological advancement, unwavering focus on innovation, strident emphasison quality products and its constant initiatives aimed at ensuring customer satisfaction. As it rapidlyforges ahead on all these fronts, IIL has successfully reinforced its position as market leader, whilesimultaneously making technological breakthroughs and setting even higher standards for itself.



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Ispat Industries Limited (IIL) has consistently placed an added emphasis on quality processeswithin the organisation. Its strict adherence to standards of excellence in quality has seen thecompany attain the QS 9000 and ISO 14001 certifications.

Ispat's unwavering focus on quality is epitomised by its efficient work force, its adoption of thelatest international technology and its exemplary product standards that emerge from the moststringent quality control tests. Additionally, it boasts technologically advanced machines andsystems, professional management and a pioneering zeal that is constantly in search for a newmodel of production. At IIL, all these ingredients are synthesised to create an indomitable spirit for excellence.

Total customer service and satisfaction are of prime importance to IIL and act as drivers of thecompany's quality initiatives. In line with achieving its goals of operating on par with globalstandards, IIL has introduced a number of internationally recognised quality initiatives, includingSix Sigma, Total Quality Management and Total Productive Management. These initiatives have

aided the company in putting in place efficient systems to ensure the timely supply of quality products and services.

HR System at Ispat

The role of the HR parallels the needs of the organization. Within this environment, the HR department is considered a strategic partner, an employee advocate and a change mentor. To promote the overall success of the organization, it identifies the organizational mission, vision,

values, goals and action plans and finally, helps determine the measures that will help theorganization succeed in all of this. The HR has responsibility for all the functions that deal with the needs and activities of theorganization's people. The HR team contributes to the development and accomplishment of theorganization-wide business plan and objectives. The HR business objectives are established tosupport the attainment of the overall strategic business plan and objectives as the HR representativeis deeply knowledgeable about the design of work systems in which people contribute.

They have the expertise in how to create a work environment in which people will choose to bemotivated, contributing, and happy. The HR professional helps establish the organizational culture

and climate in which people have the competency, concern and commitment to serve customerswell.

The HR personnel provides employee development opportunities, employee assistance programs,gain sharing and profit-sharing strategies, organization development interventions, due processapproaches to problem solving and regularly scheduled communication opportunities.



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2.1.3 Fun@Workplace

• Scope of Fun@Work initiatives

Today organizations across all the sectors are emphasizing on making the daily work interestingand challenging by introducing new elements of surprise so that their employees are motivated tocome to office and look forward to a new day and an enriched experience.

To have a sense of accomplishment, it is critical to feel good about a day at work and to look forward to a new one. So an organization needs to ensure that the work people do give them thatsense of happiness and satisfaction.

Offices are now termed as ‘home away from home.’ Employees spend most of their day hours atthe workplace and there are times when the work gets extremely challenging, in addition to beinghighly stressful. This can have an adverse effect on employee productivity.

At times like these, it is important to give employees opportunities to de-stress and rejuvenate. Insuch a scenario, it becomes essential for the organization to promote an employee-friendly work

culture by nurturing the spirit of innovation amongst employees and helping in their career growth.

Recreational activities play a very significant role in making employees comfortable and infusinghigh energy levels in them,



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These initiatives are also the buzzword to make employees more productive, as they add flavor tothe workplace and keep monotony at bay. It also gives them time and opportunity to exploreavenues that they would not have ventured otherwise.

• What is Fun at Work?

Fun in workplace is an experience that is voluntary in nature, highly engaging at times and is

primarily a social process constructed by laughter and amusement.

Fun@Work Activities can be represented by four clusters, humor and play, informal socializing,

formal socializing and organizational events.

The most frequently reported examples of fun at work are informal get- togethers (eg. Morning

tea, lunch), chatting and sharing experiences, sharing jokes and humor and team buildingactivities. Stand out fun occasions are often special celebrations such as birthdays or Christmas

parties, or organizational events like fun workshops.

Fun at Work is the latest buzzword in the corporate world today. Fun has now become a

corporate mantra for the HR managers who are always exploring innovative ways to keep their

employees happy.

A fine balance between work and life is being seen as crucial by firms who want employees to be

self driven and not directed all the time. An element of fun has been introduced into the work.

Fun reduces stress, eases tension, and improves energy. It is an important element to enhance

mutual trust and build a dynamic mentoring relationship.

The days when a break from work meant a cup of tea is obviously history. Gymnasiums and on-

site doctors are accessible at any given time. Stress can hamper productivity and by providing for

yoga classes and free counseling sessions, among other benefits, employers are walking the extra

mile.

Firms are also making their workplaces very different from the cubicle look that ensured

hierarchy and red tapism was maintained. New colorful beanbags dotting every corner, foosball

tables and well maintained kitchenettes add an energy that companies vouch for.

Employee engagement and work life balance are key to building a workforce that is motivated

and that outperforms on client expectations. Besides this it also aids employee retention.



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• Research Study on Fun@Work

For some years now there has been growing enthusiasm amongst practitioners, managers and someacademicians about the value of promoting fun at work. To date there has been little practical

research related to the unique context of fun.

As a result, the authors believe that fun at work deserves further research attention.

Supporters of 'fun' initiatives draw on both subjective facts and research evidence to argue that funat work can be used to effectively influence workforce participation, including recruitment,engagement and retention.

Empirical studies have been published examining issues relating to fun at work by McDowell

(2005), Abramis (1989) and Fleming (2005).

The empirical research presented on both fun and fun at work has identified some useful preliminary data. Both Podilchak and McDowell suggest that fun at work activities need to be

playful, amusing and enjoyable. Podilchak argues that to have fun, one needs a state of mind that

lacks seriousness or tension and supporting this view, McDowell suggests that fun needs to be

spontaneous, expressive and amusing. Podilchak states that for fun to occur there needs to be a

sense of contribution and perceived equality with Fleming (2005) supporting this idea.

The study identified key features of a fun climate which included activities such as socializing with

co- workers, celebrating and having global fun.

Abramis published a series of articles in relation to having fun at work. His study indicated that

people who were having fun at work, in contrast to those who had little fun, reported lower levels of

anxiety and depression, and higher levels of motivation, creativity and capacity to meet job

demands.

The outcomes presented in the anecdotal text in relation to utilizing fun at workplace include

perceptions that having fun at work increases job satisfaction, assists in managing stress, increase

employee retention and improves job efficiencies, particularly customer service applications.

Improvement in these organizational factors is claimed to increase company profits.

SHRM (2002) reported the three most common personal issues related to resistance to employees

having fun included fears of feeling silly, lack of control and fears of offending someone. Negativeoutcomes observed most frequently were feeling of being coerced into organizational events,

personal discomfort such as being asked to act in a manner outside one’s usual role and issues such

as disrupting others.

The “Fish” phenomenon is potentially the most well known positive fun climate intervention. The

principle idea of Fish is the focus on developing an innovative and responsible workplace



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environment that assists people to love the work they do, even if it is not a job they love. Reports to

the author and internet testimonials from organizations who have applied Fish principles have

reported substantive changes in team climate, particularly influencing staff morale and turnover;

however, no data has been collected to validate these claims.

In conclusion, the research available in relation to workplace climate suggests developing an

organizational climate that is supportive of fun, which may well have positive outcomes for both

individuals and organizations and influence healthy team processes.

Advantages of Fun@Workplace initiatives

• These initiatives help make employees more productive, as they add flavor to the workplaceand keep monotony at bay.

• It also gives them time and opportunity to explore avenues

• It keeps the employee engaged and de-stresses them.

• Besides working hard together, playing games or other recreational activities brings out the

competitive spirit and passion in them.

• Recreational activities play a very significant role in making employees comfortable and

infusing high energy levels in them.

• Such culture promotes optimism, organizational values, team building and motivate

employees to bring out the best in themselves.

• Having fun while being at work enables an employee to enjoy his work and even make that

extra effort or even stretch himself for his job.

• Working in a relaxed environment, adding the fun element to the work atmosphere helps makes

the job a pleasure for the employees. A right corporate culture conduces the full potential of the

employees.

• Initiatives like celebrating the success of the projects of teams (even on a small scale) can help

improve team spirit and synergy in the organization.

• The dynamic and vibrant work environment helps create a feel-good factor within the

organization and a positive and cohesive attitude amongst the employees. It also acts as a great



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booster of employee morale, a stress buster and brings a change in the monotonous work

schedule.

• Work and play organization culture also plays an important role in the retention process of the

organizations. In many cases it has been proved that the retention rates of the organizations withthe same culture have better retention rates than other organizations.

• HR initiatives of creating such environment show the people that the organization cares for

them.

Drawbacks

• Many researchers, professionals and employees oppose such culture at the workplace. They

argue that such people lack the commitment and seriousness towards their work. Unfortunately,

many see such fun to be a waste of time. Contrary to the belief that happy workers are

productive workers, many people argue that fun leads to a decline in the productivity.

• In a survey to find - Great Places to Work in India - the opinion of employees regarding the

work and play culture, the fun element in the atmosphere was a vital point under consideration

in deciding the results. The only constraint to the whole situation is that it is not alwaysappropriate to take everything lightly. There are times when fun is not appropriate.

Role of HR

o The HR department plays a big role in galvanizing the initiatives to a more departmental or

functional level, given the fact that they have to interact with a cross-section of people fromvarious departments and across all levels. To make sure that the initiatives are implementedacross the organization effectively, the HR personnel have to make sure that they keep thedepartmental or functional managers updated on their plan and also take their views on anyamendments that need to be made thereof. This coordination and cooperation with variousdepartments helps make the initiatives effective and successful.



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o It is also important that when it is a department-specific initiative, the HRD along with the

representatives of the concerned department, work out the finer details of the plan and also trainthem in smooth implementation. Since HR is a business support role, the impact of its initiativeswill surely affect the entire organization, and hence they have to play an overall role to stimulate

action.

o The HR department is the fulcrum around which all our recreational and employee welfare

initiatives are conducted. Apart from the individual department heads and project heads, the HR team is involved gauging in the overall fun index in the organization. The HR does this throughvarious kinds of informal as well as formal channels like emails and intranet, newsletters, andquarterly open houses.

o Different initiatives at the departmental and functional levels help in encouraging innovation

and promoting team spirit. HR can help in identifying the requirements and internal dynamics of

each team and propose activities or suggestions that will facilitate mutual respect and improverelations among members. This will in turn improve productivity. At a functional level,exercises and sessions that are challenging and improve the technical or managerial skills go along way in improving the employee skill-sets.

2.2 Research Objective



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Study I

• Benchmarking best Fun@Workplace Initiatives at other leading organizations.

Study II

• To determine employee expectations from Fun @ Workplace initiatives.

• To utilize the data collected, in preparing a Fun at Work Model for Ispat.



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2.3 Research Methodology

All the findings and conclusions obtained are based on the survey done within the time limit.

• Developing the Research Plan

A structured questionnaire was framed as it generates specific and to the point information, easier to

tabulate and interpret. Moreover respondents prefer to give direct answers. In the questionnaires

both open ended and closed ended types of questions have been used.

• Collection of Data

Primary data: People from different departments (within Ispat) were both personally visited and

interviewed and were sent mails. They were the main source of Primary data. The method of

collection of primary data was through a structured questionnaire.

2.4 Sampling Design



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• Sampling Plan

o

Sampling Units:

Study I - Companies across various sectors

Study II - Employees of Ispat Industries (E00 – E17)

o Sample Technique: Random Sampling

o Research Instrument: Structured Questionnaire

o Sample Size:

Study I - 6 Companies

Study II - 50 employees

2.5 Limitations

• Many companies and employees (at Ispat) could not be covered for the study because of

distance and time constraints.



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3.1 Analysis and Findings

3.1.1 Study I :

Six companies were surveyed in order to identify the Best Fun@Workplace Practices. The

companies belonged to different sectors- manufacturing sector, banking sector, entertainment sector

and IT sector. Both an online and paper version of Questionnaire was developed. The questionnaire

was answered by HR Managers, HR Executives and Senior Manager of the organization.

Following were the companies that were surveyed.

I. Tata Motors

Industry: Automobiles Revenue: Rs. 92,519 crores

No: of employees: 24,000 Sector: Private



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About the Company:

• Tata Motors Limited is India's largest automobile company.

• It is the leader in commercial vehicles in each segment, and among the top three in

passenger vehicles.

• Tata Motors, the first company from India's engineering sector to be listed in the New York

Stock Exchange (September 2004), has also emerged as an international automobile

company.

• Through subsidiaries and associate companies, Tata Motors has operations in the UK, SouthKorea, Thailand and Spain.

Features about Fun@Work Activities at Tata Motors:

a) Fun@Workplace activities were started at Tata Motors more than 5 years ago.

b) These activities are monitored and implemented by the HR Team and organized

every month.

c) Programmes concerning the employee’s spouse and children are also arranged in the

organization.

II. Mahindra & Mahindra

Industry: Automobiles Revenue: $7.1 billion USD

No: of employees: 16,000+ Sector : Private



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About the Company:

• Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India.• Mahindra is the only Indian company among the top tractor brands in the world.

• It is today a full-range player with a presence in almost every segment of the automobileindustry, from two-wheelers to CVs, UVs, SUVs and sedan.

Features about Fun@Work Activities at Mahindra and Mahindra:

a) Fun@Workplace activities were started at Mahindra recently.

b) These activities are organized every month.c) Some initiatives for its employees:

o Fun Fridays at Mahindra Finance:

Mahindra Finance celebrates every last Friday of the month as “Fun Friday’. A cake is cut by all employees celebrating their birthday in that month and this is followed by a game,

motivational movie, etc. Some games organized in the past were ‘polo and straw game’,

‘Mango Mania’, screening of movies like ‘Who Moved my Cheese’ etc.

o TPM Sports Time:

A TPM Sports event is organized. It is designed to promote TPM through entertainment.

TPM awareness banners are put up at the venue. Various games are played and there are

high levels of participation and enthusiasm from employees.

o Mahindra Family’s Day Out:

Mahindra employees organize annual picnics with their families. A variety of games, DJ

parties, magic show, pottery making, hair braiding and more, keep people of all ages

thoroughly entertained.

o Fun@Work at Igatpuri Plant:

As part of Fun@Work initiative, Igatpuri Plant has started organizing monthly officers get-

togethers at the plant canteen, at which officers have plenty of fun. Their talents are

showcased and there is entertainment by way of quizzes, short skits, etc.

III. Tata Consultancy Services

Industry: Software Services Revenue: Rs.7,172 crores

No: of employees: 160,429 Sector: Private



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About the Company:

• Tata Consultancy Services (TCS) is a software services and consulting company

headquartered in Mumbai, India.

• TCS is the largest provider of information technology and business process outsourcing

services in India.

• TCS is a flagship subsidiary of one of India's largest and oldest conglomerate company, the

Tata Group.

Features about Fun@Work Activities at TCS

a) TCS implemented Fun at Work programmes more than 5 years ago.

b) These activities are conducted fortnightly.

c) Some initiatives for its employees:

o Different clubs like Theatre Club, Bibliophile Club, Adventure and Trekking Club,

Fitness Club, Sanctuary Club, Music Club and Community Services Club, among

others facilitate fun at work.

o These clubs organize various activities like yoga, dance lessons, music competitions,

trekking expeditions, sports activities, regular visits to NGOs, among other activities

for TCS employees.

o On Family Day, employees can bring their families to TCS and take them around the

workplace. Similarly, fun activities like painting lessons, games, movies, etc are

organized for children of TCS employees.

o TCS offers a flexible work environment where employees are given the option to

work part-time or work from home under special circumstances. Adoption leave is

offered to the parent irrespective of the gender. Employees also have the option to go

for sabbaticals.

o The TCS band “Kollage”, is a six-member band which had been given a place for

practice after the office hours, and all the equipment was bought by the company.

IV. Bombay Dyeing

http://en.wikipedia.org/wiki/Mumbai

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Information_technology

http://en.wikipedia.org/wiki/Business_process_outsourcing

http://en.wikipedia.org/wiki/Conglomerate_(company)

http://en.wikipedia.org/wiki/Tata_Group

http://en.wikipedia.org/wiki/Mumbai

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Information_technology

http://en.wikipedia.org/wiki/Business_process_outsourcing

http://en.wikipedia.org/wiki/Conglomerate_(company)

http://en.wikipedia.org/wiki/Tata_Group



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About the Company:

• Bombay Dyeing (full name: The Bombay Dyeing & Mfg. Co. Ltd., established 1879) is

the flagship company of the Wadia Group.

• Bombay Dyeing, exports to advanced countries such as USA, countries in European

Union, Australia and New Zealand.

Features about Fun@Work Activities at Bombay Dyeing

a) Fun@Workplace activities were started at Bombay Dyeing more than 5 years ago.

b) The HR Team is the process owner of these activities which are held every month.

c) Employees are encouraged to give their suggestions on how these activities can be

improved. The organization tracks the benefits of these activities through feedbacks from

employees and maintains record files.

Industry: Textiles Revenue: 1000-2500 crores

No: of employees: 501 – 1000 Business Units: 600 units all over India

http://en.wikipedia.org/wiki/Flagship

http://en.wikipedia.org/wiki/Wadia_Group

http://en.wikipedia.org/wiki/Flagship

http://en.wikipedia.org/wiki/Wadia_Group



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V. HDFC Bank

About the Company:

• The Housing Development Finance Corporation Limited (HDFC) was amongst the first to

receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the

private sector,

• The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its

registered office in Mumbai, India.

Features about Fun@Work Activities at HDFC Bank

a) HDFC Bank started these programmes around 3-4 years ago.

Industry: Banking Services Revenue: Rs.2,849 crore

No: of employees: 52687 Business Units: 1400 offices



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b) These activities are monitored and implemented by the Cluster/ Circle initiatives and

organized quarterly.

c) It organizes various programs for its employees like bowling programmes, movie outings,

inter branch dance competitions, casual dress up days and many more.

VI. BIG Cinemas

About the Company :

• BIG Cinemas, a division of Reliance MediaWorks Ltd and a member of Reliance ADA

Group is India’s largest cinema chain.

• BIG Cinemas has established leadership in film exhibition in India with 253 screens and

accounts for 10 to 15% of box office contributions of large movies.

Industry: Cinema chain Revenue: Rs.733 crore

No: of employees: 51-100 employees ineach Multiplex

Business Units: 516 (across India,U.S., Malaysia, Netherlands)



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• BIG Cinemas has been awarded the “Retailer of the Year” honor at the Reid & Taylor

Awards for Retail Excellence.

Features about Fun@Work Activities at Big Cinemas

a) Big Cinemas has recently started with Fun at Work activities

b) The HR Team organizes these activities every quarter.

c) Games, quizzes, cultural evenings, success parties, celebration of major festivals are the

common programmes that are organized for its employees.

Findings from Questionnaire:

Q-1: Does your organization have Fun @ Work Programs?

Graph:



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Interpretation:

All organizations have Fun@Workplace activities.

Inference:

• Today organizations across all the sectors are emphasizing on making the daily work

interesting and challenging by introducing new elements of surprise

Q-2: What was the objective to start these initiatives?



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Graph:

Interpretation:

From the graph above it can be seen that-

• 100% respondents feel Fun@Workplace Activities are needed to improveinterpersonal relations among employees.

• 50% respondents feel Fun@Workplace Activities are needed to give a break to

employees from routine work.

• 16.67% respondents feel Fun@Workplace Activities are needed because there wererequests/ interests from employees.

• Other reasons- Due to stress, it becomes important to arrange such activities.

Inference:

• HR managers understand the importance of team spirit and internal dynamics of each

team member so they propose activities that facilitate mutual respect and improve relationsamong members.

• Employees spend most of their day hours at the workplace and there are times when the work

gets extremely challenging, in addition to being stressful. Therefore this is another important

reason to start such activities so as to give employees opportunities to de-stress and rejuvenate.



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Q-3: When was it started?

Graph:

Interpretation:


• 50% respondents said these activities were started more than 5 years ago.

• 33% respondents said these activities were started 1-2 years ago.

•

17% respondents said these activities were started 3-4 years ago.

Inference:

• 50% organizations started these initiatives more than 5 years ago.



P a g e | 27

Q-4: Do you feel it is significant to have such Initiatives in the organization?

Graph:

Interpretation:


• 83.34% respondents feel Fun@Workplace Activities are Very Significant.

• 16.67% respondents feel Fun@Workplace Activities are Extremely Significant.

Inference:

• Organizations today, know the importance of Fun@Workplace activities and therefore

rate these initiatives as very significant.



P a g e | 28

Q-5: What is the frequency of such activities in your organization?

Graph:

Interpretation:


• 50% respondents organize such activities Monthly.

• 16.67% respondents organize such activities Fortnightly.

• 16.67% respondents organize such activities Quarterly.

• 16.67% respondents organize such activities Half yearly.

Inference:

• Majority organizations conduct these activities on a monthly basis.

• Considering the busy schedule and culture of the organization, Fun@Workplace

activities are organized accordingly, so that neither the schedule is affected nor

employees are left stressed out.



P a g e | 29

Q-6: Who monitors and implements these initiatives?

Graph:

Interpretation:


• 67% respondents have Fun@Work Activities organized and implemented by the HR

Team.

• 17% respondents have other teams for carrying out such functions- Cluster/Circle

initiatives.

• 16% respondents have Fun@Work Activities organized and implemented by a

Fun@Work Team.

Inference:

• The HR department plays a big role in galvanizing the initiatives to a more departmental or

functional level, given the fact that they have to interact with a cross-section of people from

various departments and across all levels.

Q-7: What are the common types of Programs that are held?



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CompaniesHDFCBank

TCSMahindra &Mahindra

TataMotors

BombayDyeing

BigCinemas

1 Meetings over Lunch X X X

2Celebrating Major Festivals

3 Organizing Sports events X

4Organizing Games,Quizzes, Puzzles

X X

5 Anniversaries & BirthdayCelebrations

X

X

X

6Dance classes, Yogaclasses

X X X X

7Food Festivals, PotLunches

X X X X X

8Organizing Games,Competitions X

9Having Fun Dress-upDays

X X X

10 Success Parties X X X

11Creative WorkstationContest

X X X X X

12 Movie Outings X X X X

13 Indoor Game facilities X X X X

14Extra Curricular Activities

X X X X X

15 Co. Slogan & Poster X X X X X

16 CSR X



P a g e | 31

Interpretation:

Sr No. Activities Percentage

1 Celebrating the major festivals 83% respondents

2 Employee involvement in CSR 83% respondents3 Arranging sports events 83% respondents

4 Games, competitions for employee’s family 83% respondents

5 Organizing games, quizzes, puzzles, etc 67% respondents

6 Success Parties (On Company achieving milestones ) 50% respondents

7 Arranging meetings over lunch & dinner 50% respondents

8 Fun Dress-up days , Cultural Programs 50% respondents

9 Celebrating Employee's birthdays and anniversaries 50% respondents

10 Movie Outings 33% respondents

11 Indoor Games Room (Chess, Carrom, etc) 33% respondents

12 Dance classes, Yoga classes, etc 33% respondents

13 Food festivals, Pot Lunches 17% respondents

14 Creative workstation competition 17% respondents

15 Company slogan and Poster Contest 17% respondents

16 Extra Curricular Activities(Palm Reading, Numerology, Tarot Cards, etc)

17% respondents



P a g e | 32

• Set A (17%)

o Food Festivals, Pot Lunches

o

Creative Workstation Competition

o Company Slogan and Poster Contest

o Extra Curricular Activities (Palm reading, Numerology, etc)

• Set B (33%)

o Dance and Yoga classes

o Indoor Games (Chess, Carrom)

o Movie outings

• Set C (50%)

o Celebrating Birthdays and Anniversaries

o Fun Dress-up Days

o Arranging meetings over lunch and dinner

o Success Parties

• Set D (67%)

o Organizing games, quizzes, puzzles, etc

• Set E (83%)

o Games, competitions for employee’s family

o Arranging sports events

o Employee involvement in CSR



P a g e | 33

o Celebrating major festivals

Q-8: Is there any special kind of program you would like to mention about, that is carriedout in your organization?

• HDFC Bank - Inter-branch Dance Competitions are organized for employees at HDFC

Bank. The bank also has tie-ups with Teach India, Shiksha and other such NGOs.

• TCS -At TCS, Family Day is an annual event where employee’s family members can

visit the office. There are magic shows, music shows, etc organized for employee’s

family.

• Big Cinemas - A highlight of Fun activities at Big Cinemas is the Awards Night

which honors its employees for their achievements and contributions.

Q-9: Are people associated to employees, from outside the company, involved in suchactivities?

Graph:

Interpretation:



P a g e | 34


• 67% respondents have people associated to employees, from outside the organizationinvolved in Fun@Workplace Activities.

• 33% respondents do not have people associated to employees, from outside theorganization involved in Fun@Workplace Activities.

Inference:

• The family is a very important part of everyday life. The more things that are done as a

family, the more memories will reflect in later years. Keeping these things in mind, such

programs are designed so as to include family members.

Q-10: What has been the accomplishment rate of these initiatives?

Graph:

Interpretation:


• 50% respondents feel Fun@Workplace initiatives are Highly successful within their organization.

• 50% respondents feel Fun@Workplace initiatives are Successful within their organization.



P a g e | 35

Q-11: What are the benefits of Fun@Work Initiatives you have observed in your

organization?



P a g e | 36

Graph:

Interpretation:


• 100% respondents feel Fun@Workplace activities helps in Team building.

• 66.67% respondents feel Fun@Workplace activities causes Retention of employees.

• 66.67% respondents feel Fun@Workplace activities cause a relaxed working

environment.

• 66.67% respondents feel Fun@Workplace activities helps in motivating employees.

• 66.67% respondents feel Fun@Workplace activities helps in building an optimistic

approach among employees.

• 30% respondents feel Fun@Workplace activities increase productivity among

employees.

Inference:

• All the organizations believe that a dynamic and vibrant work environment helps build a

positive and cohesive attitude amongst the employees.



P a g e | 37

• Other benefits observed are-it also acts as a great booster of employee morale, a stress buster,

and brings a change in the monotonous work schedule.

• Work and play organization culture also plays an important role in the retention process of the

organizations.

Q-12: What do you think are the disadvantages of such activities?

Graph:

Interpretation:


• 83.34% respondents feel there are no disadvantages of Fun@Workplace Activities.

• 16.67% respondents feel employees may not be able to achieve targets due toFun@Workplace Activities.

Inference:

• No disadvantages are observed when such activities are organized in an effective manner

keeping in mind the agenda of the employees and the culture of the organization.



P a g e | 38

Q-13: How has your experience been while conducting such activities?

• HDFC Bank – According to Senior Manager, HDFC Bank, it brings about a feeling of team spirit among employees and such events are always looked forward to.

• TCS –The HR Manager finds the experience of conducting Fun at Work activities to be worthwhile as high satisfaction of employees is observed.

• Mahindra & Mahindra – Manager, HRD, states that it is satisfying to organize suchactivities which contribute in re-energizes employees, resolving conflicts among themand bringing them together.

Q-14: What kinds of Loopholes have you come across while formulating and implementing

such activities?

Graph:

Interpretation:


• 43% respondents feel Lack of time poses a problem in implementing these activities.

• 29% respondents feel they don’t encounter any problems while implementing such

initiatives



P a g e | 39

• 14% respondents feel Lack of resources poses a problem in implementing these

activities.

• 14% respondents feel Lack of interest from the employees poses a problem in

implementing these activities.

Inference:

• Lack of Time is a major reason in organizations due to which such initiatives are

hampered.

Each organization has a different culture and so sometimes it gets difficult to organize

such activities due to the busy schedule of employees or when employees are on a field

job.

• Lack of interest and resources are other reasons that hinder such initiatives.

Q-15: Do you encourage your employees to give their opinions or suggestions on how these

initiatives can be improved?

Graph:

Interpretation:


• 83.34% respondents encourage employees to give their opinions/suggestions



P a g e | 40

• 17% respondents do not encourage employees to give their opinions/ suggestions.

Inference:

• More than half the organizations believe that employees can contribute a lot in making

the working environment fun and energetic by suggesting ideas. Therefore they are

encouraged to give their opinions.

Q-16: Do you track/ evaluate the benefits of Fun at Work activities?

Graph:

Interpretation:


• 50% respondents track the benefits of Fun@Workplace initiatives.

• 50% respondents do not track the benefits of Fun@Workplace initiatives.



P a g e | 41

If Yes, then how

Interpretation:


• 60% respondents track benefits of Fun@Workplace Activities through Feedbacks.

• 20% respondents track benefits of Fun@Workplace Activities through Surveys.

• 20% respondents track benefits of Fun@Workplace Activities through other means-Maintaining record files.

Inference:

• Many organizations track the results of these initiatives and take opinions about what

changes need to be made in order to provide the best to their employees.

• More than 50% of the organizations track the benefits through feedback which is a more

informal way of interaction.



P a g e | 42

3.1.2 Study II :

Altogether 50 employees were surveyed at Nirmal and Casablanca office of Ispat. Employees were

surveyed across various departments – SCM, Mining, Corporate HR, Sales and Marketing, General

Services, Legal, Corporate Strategy, Administration, Finance, IT, etc. The respondents belonged to

different grades from E00 – E17. Both an online and paper version of Questionnaire was developed.

The findings were as follows-

No: of employees surveyed: 50

Interpretation:

• 58 % respondents were Males

• 42 % respondents were Females



P a g e | 43

Interpretation:

• 50 % respondents belong to the age group 26 - 39


• 10 % respondents belong to the age group 51 – 58


Findings from Questionnaire:

Q-1: Do you feel it is important to have Fun at Work Initiatives in the organization?

Graph:



P a g e | 44

Interpretation:

• 38 % respondents feel Fun@Workplace Activities are Extremely Significant.

• 36 % respondents feel Fun@Workplace Activities are Significant

• 22 % respondents feel Fun@Workplace Activities are Very Significant

• 4 % respondents feel Fun@Workplace Activities are Partially Significant

Inference:

• Majority of the employees feel that Fun@Workplace initiatives are of extreme significance and

therefore need to be implemented in the organization.

Q-2: What are your expectations from Fun @ Work initiatives?

Graph:



P a g e | 45

Interpretation:

• 60 % respondents would like an informal way of interacting with colleagues

• 50 % respondents expect a break from routine work

• 50 % respondents wish to learn new things from such initiatives

• 46 % respondents expect an informal ice breaker with top management

• 38% respondents expect entertainment from Fun@Work Activities

• 36% respondents desire a platform to showcase their talent through such activities

Inference:

• Fun@Work Activities are majorly viewed as an opportunity of interacting in an informal way

with colleagues and superiors.

• An equal number of employees wish to learn new things and view these activities as an

opportunity to take break from routine work.

• Employees are looking for entertainment so that they can have a relaxed working environment.



P a g e | 46

Q-3: How often do you want such programs to be held by the organization?

Graph:

Interpretation:

• 32 % respondents expect that Fun@Work Activities should be carried out Monthly

• 32 % respondents expect that Fun@Work Activities should be carried out Quarterly

• 30 % respondents expect that Fun@Work Activities should be carried out Fortnightly

• 6 % respondents expect that Fun@Work Activities should be carried out Half yearly

Inference:



P a g e | 47

• An equal number of employees wish to have Fun@Work Activities conducted monthly and

quarterly.

• Since employees understand that Fun@Workplace activities act as a great booster of morale, a

stress buster, and help in bringing a change in the monotonous work schedule, they want theseactivities to be held on a regular basis.

Q-4: Do you want people associated to you from outside the company, be involved in such

activities?

Graph:

If yes then, whom do you want to be part of these activities?



P a g e | 48

Interpretation:

• 58 % respondents wish that people associated to them, from outside the organization should be

involved in such activities.

• 42 % respondents do not wish people from outside be involved in such activities.

Out of the 58% respondents who said yes,

• 76 % respondents wish their spouse to be part of Fun@Workplace activities

• 76 % respondents wish their children to be part of Fun@Workplace activities

• 45 % respondents wish their friends to be part of Fun@Workplace activities

• 38 % respondents wish their parents to be part of Fun@Workplace activities

Inference:

• The family is a very important part of everyday life. The more things that are done as a

family, the more memories will reflect in later years. Therefore employees wish to have

their family and friends involved in Fun@Workplace Activities.

Q-5: Which of the following programs do you want to be introduced in the organization?



P a g e | 49

Sr

No. Activities Percentage

1 Movie Outings 64% respondents2 Celebrating the major festivals 56% respondents

3 Sharing expertise on Nutrition and Fitness 52% respondents

4Celebration ( employees reaching a milestone-Completing 5 years, Achieving set targets, successfulcompletion of team projects, retirement, etc)

52% respondents

5 Success Parties (On Company achieving milestones ) 50% respondents

6 Arranging meetings over lunch & dinner 46% respondents

7 Organizing games, quizzes, puzzles, etc 46% respondents

8 Employee involvement in CSR 46% respondents

9 Arranging sports events 44% respondents10 Fun Dress-up days , Cultural Programs 38% respondents

11 Indoor Games Room (Chess, Carrom, etc) 36% respondents

12 Talent Competition 32% respondents

13 Food festivals, Pot Lunches 30% respondents

14 Sharing expertise on Positive Parenting 30% respondents

15 Dance classes, Yoga classes, etc 28% respondents

16 Games, competitions for employee’s family 28% respondents

17 Create a Humor break room 24% respondents

18 Creative workstation competition 24% respondents

19 Sessions on Graphology, Reiki , Acupressure 24% respondents

20 Laughter Challenge Competition 18% respondents

21 Company slogan and Poster Contest 18% respondents

22 Funny awards ceremony 16% respondents

23 Sessions on Palm Reading, Numerology, Tarot Cards 16% respondents

24 Embarrassing Incident contest 10% respondents

25 Rangoli Competitions 4% respondents

• Other suggestions-

o Collage Competition

o Gym and Recreation Facilities



P a g e | 50

Inference:

Celebrating major festivals, success parties on achieving milestones, sharing expertise on nutrition

and fitness and CSR activities are the activities employees are looking forward to in

Fun@Workplace Programs.

Q-6: What is the duration you expect for a particular program?

Graph:



P a g e | 51

Interpretation:

• 40 % respondents desire these activities to be held for One hour

• 36 % respondents desire these activities to be held for Two hours

• 14 % respondents desire these activities to be held for 45 minutes, Half day or Full day

• 10 % respondents desire these activities to be held for Half an hour

Q-7: Do you have any suggestions for Fun@Work Initiatives?

Some of the suggestions given by employees were:

•

Picnic for employees and their families at nearby places

• Visit to the plant to see progress of the company

• Such activities should be made mandatory

• Professional friends related to Ispat Industries Ltd should be involved



P a g e | 52

• KRA and PMS should provide scope for the same

• Request from employees asking to implement these Programs in true sense

Fun@Workplace Model

Based on the research done at various companies and within Ispat, a Fun at Workplace Module has

been prepared.

• Objective:

To provide a relaxed working environment to employees and create a dynamic and vibrant work atmosphere.

• Need for Program:

According to the survey conducted at Nirmal and Casablanca, employees believe that such activities

are extremely significant and they require activities where there is an informal interaction among

employees, break from routine work and an opportunity to learn new things.

• Scope:

Initially activities will be introduced for employees at Nirmal and Casablanca.

• Process Owner:

Fun@Workplace Activities will be organized and implemented by the Corporate HR department

with support from Fun@Work Ambassadors nominated from different departments.

• Communication:

All notifications about upcoming activities and events will be communicated to employees via

mails, flyers and posters by the Corporate HR Department.



P a g e | 53

• Timeframe:

Programs will be conducted every month on Saturday evenings, at 5 pm. Each program will beof 60 minutes duration conducted and supervised by Corporate HR Team and by Fun@Work

Ambassadors.

• Role of Corporate HR:

o Conceive ideas for Fun@Work activities.

o Organize and conduct activities and programs for Fun@Workplace initiative.

o Communicate to employees about upcoming programs and events via mails, posters, etc.

o Co-ordinate and work closely with Fun@Work Ambassadors.

o Periodic evaluation of program effectiveness

The Corporate HR team will design activities taking into consideration the employee’s work schedule and their preferences and expectations about the range of programs which theemployees would like to be introduced.

• Fun@Work Ambassador:

Fun@Work Ambassadors will be selected from employees who wish to assist in the programs.There will be 5 Ambassadors, 2 at Nirmal and 3 Casablanca, each from a different department

who will monitor a group of employees (30 – 40 employees).

• Role of Fun@Work Ambassador:

o Help in designing Fun@Work activities.

o Co-ordinate and work closely with Corporate HR department.

o Carry out the scheduled activities outlined for Fun@Workplace initiative at their respective

locations and with the set of people they have been assigned.

• Periodic Evaluation of Programme effectiveness:

The success of programme can be evaluated periodically by

o Feedback from employees

o Participation of employees



P a g e | 54

o Tracking attendance

• Proposed Benefits:

o Infuse high energy levels among employees

o Improve team spirit and synergy in the organization

o Boost employee morale

• Programmes and Projected Costs:

Entertainment Activities

Programmes Process Timeline CostFun Dress-up Days(based on themes, eg-Hat Day, TraditionalDay)

Employees to beinformed by Corp HR

Dept aboutupcoming eventsthrough mails and

posters;Programs to be

conducted by HRand Fun@WorkAmbassadors

Entire Day N.A.

Carrom/ Dart/ ScrabbleCompetitions

1 hour

Rs.6000-7000per program:coffee mugs,pen sets, gift

certificates, etc

Movie one liners Quiz,Funny Quiz, Know yourColleague Quiz

1 hour

Funny Awards Night(Most Popular, mosthumorous person, etc. )

2 hours

Educational Activities

Programmes Timeline CostCorporate Quizzes

(General Awareness,Industry specific

quizzes)

Employees to beinformed by Corp HR

Dept aboutupcoming events

1 hour Rs.6000-7000per program:coffee mugs,pen sets, gift



P a g e | 55

through mails andposters;

Programs to be

certificates, etc

Outdoor Activities

Programmes Process Timeline CostAdventure Sports- Trekking, Para Sailing,water sports, etc.- in

batches of 50employees

Program organizedby HR Departmentand communicated

to the employees

1 dayRs. 70,000 /batch

Family Activities

Programmes Process Timeline Cost

Family Day- for familyto have a look aroundthe office; snacks for

family

Employees to beinformed by

Corporate HR Deptabout upcoming

events through mailsand posters

1 dayRs.5000 -Rs.10,500/

program

Group Activities

Programmes Process Timeline CostPot Lunches (whereemployees get foodcooked from theirhouses)

Employees to beinformed by

Corporate HR Deptabout upcoming

events through mailsand posters;

Programs to beconducted by HRand Fun@WorkAmbassadors

N.A. N.A.

Snacks arranged by Co.based on themes(Chowpatty Special,"Gogola"- Golas can beserved, AnythingChocolate)

Saturdayevenings

Rs.5000 -Rs.10,500/program

Food Festival 1 week



P a g e | 56

Movie Outings - Inbatches of 50employees

Quarterly-2nd half of Saturday

Rs.7500 -Rs.9000/ perbatch

Recreational Activities

Programmes Process Timeline CostGym facilities- Steps,

TreadmillFacilities to bearranged by

Corporate HR team

N.A.

Rs. 35000 - Rs.

55,000

MagazinesN.A. Rs. 7000 -

Rs.8000

Office Boards to share jokes, thoughts, etc.)

N.A. Rs. 1500 - Rs.3000



P a g e | 57

4.1 Conclusion

Fun at Work initiatives is fast becoming popular across all sectors. Organizations are making anextra effort to make the job a pleasure for the employees by introducing Fun at Work programmes.

It is evident from the study that employees find such activities very significant and are looking for

ways where they can relax and take a break from routine work, have informal interactions and

explore new avenues.

The dynamic and vibrant work environment helps create a feel-good factor within the organization.

It also acts as a great booster of employee morale, a stress buster, a change in the monotonous work

schedule. In many cases it has been proved that the retention rates of the organizations with work

and play culture have better retention rates than other organizations

Such activities should be introduced in all organizations irrespective of their culture, since it shows

that the organization cares for its employees. Regular execution of these programmes is bound to

increase employee’s productivity and hence the growth of the company.



P a g e | 58

4.2 Recommendations

Music can be played during office hours for a specified time in the afternoons and eveningsfor employees to relax.

Movies or Documentaries can be screened (example- social, personality profiles,

travelogues, art appreciation, nature, etc.)

Since employees also look forward to entertainment, stand-up comedians can be invited for a one hour session, on a yearly basis.

The office interiors and kitchenettes can be made colorful and vibrant.



P a g e | 59

Bibliography

• Fish Tales – By Stephen C. Lundin, John Christensen, Harry Paul

• 55 Ways to have fun with Google - By Philipp Lenssen

• Maximum Performance: A practical guide to leading and managing people at work - By Nick

Forster

• The Talent Powered Organization: Strategies for Globalization, Talent Management and High

Performance - By Peter Cheese, Robert J. Thomas, Elizabeth Craig

• Life on the Wire : Avoid Burnout and Succeed in Work and Life – By Todd Duncan

• Economic Times

• Fun at Work: Construct Definition and Perceived Impact in the Workplace – Kerryan Cook

(Griffith University)

• www.funandgames.org

http://www.funandgames.org/

http://www.funandgames.org/



P a g e | 60

• www.livemint.com

• www.workplaceculture.com

• www.citehr.com

• www.mahindra.com

• www.thehindubusinessline.com

http://www.livemint.com/

http://www.citehr.com/

http://www.mahindra.com/

http://www.thehindubusinessline.com/

http://www.livemint.com/

http://www.citehr.com/

http://www.mahindra.com/

http://www.thehindubusinessline.com/

Documents

Kanchan Report