PREFACE

A major concern of every manager should be to contribute positively towards the achievement of the origination’s objectives. Organizational effectiveness is equated with managerial efficiency. As a manager one can ensure transitional effectiveness only by guaranteeing the full utilization of available human resources, through the individual workers under full guidance.Hence, the need for monitoring and measuring the performances are inevitable.

ACKNOWLEDGEMENTS

A summer project is a golden opportunity for training and development. I consider myself very lucky and honored to have so many wonderful people who helped me in completing this project.

I wish to express my indebt gratitude and special thanks to Mr. Nishant Misra, the head of Human Resource Department, Parle Products Pvt. Ltd., Kanpur. He, in spite of being very busy with his duties, took a great interest in hearing me, guiding me and had always kept me on the correct path. He allowed me to carry out my summer training at their esteemed organization.

I express my gratitude towards Mr. Pawan Hemrajani, Director of Bakers Pvt. Ltd. for taking part in useful decision and giving me all necessary advice and guidance and had also made all arrangements to make the internship enjoyable.

I am really thankful to the staff of the human resource department, who helped me in collecting the data and project related information while they were continuing their duties simultaneously.

My words will never be enough to show my deepest thanks to all the faculty members for their continuous guidance and support. They paved the path towards my target. My gratitude will always weigh less whenever their support is accounted.

I cannot forget the painstaking job taken by the people who participated in the questionnaires, without which this would not have been a success at all.

IntroductionParleProductsPvt.Ltd.

is a FMCG (Fast moving Consumer Goods) Industry. The fast moving consumer goods are those consumables which are normally consumed by consumer at a regular interval.

Parle-G or Parle Glucose biscuits are one of the most popular confectionary biscuits in India. Parle-G is one of the oldest brand names in India and is the largest selling brand of biscuits in India. For decades, the product was instantly recognized by its iconic white and yellow wax paper wrapper with the depiction of a young girl, Sonam (calgary) covering the front. The company's slogan is popular among the Indian consumer population, reading G means Genius. The name, "Parle-G", is derived from the name of the Indian rail station, Vile Parle, where the Parle production factory is based."Parle-G" boasts of being the largest selling biscuit in the world. It enjoys 70% market share in India in the glucose biscuit category followed by Britannia Tiger (17-18%) and ITC's sunfeast (8-9%). The brand is estimated to be worth over Rs 2,000 crores, and contributes more than 50 per cent of the company's turnover. Last fiscal, Parle had sales of Rs 3,500 crore.

The production capacity of Kanpur unit per month is-

Parle-G 3300 Metric Tones Krackjack 1500 Metric Tones Monaco 1200 Metric Tones

The plant also has a Auditorium and viewing gallery, which is used during the visits of the school children. A retail shop at the plant provides Parle products at MRP rates.

Special features at Parle Products Pvt. Ltd.:

India's largest manufacturer of biscuits and confectionery, for almost 80 years.

With a reach spanning even the remotest villages of India. With a 40% share of the total biscuit market and a 15% share of the total

confectionary market in India. A multi-million dollar company.

Company profile

Over the years, Parle has grown to become a multi-million US Dollar company. In 1929 a small company by the name of Parle products emerged in British dominated India. Parle derived from the name of the Indian railway station vileparle near Mumbai. The goal was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. Parle Products has been India's largest manufacturer of biscuits and confectionery. Apart from the factories in Mumbai and Bangalore, Parle also has factories in Bahadurgarh, Haryana and Neemrana, Rajasthan, the largest biscuit and confectionery plants in the country. Each factory has state-of-the-art machinery with automatic printing & packaging facilities.Parle was established in 1929 and was owned by the Chauhan family of Vile Parle Mumbai.

Head Office MumbaiFactory locationParle Products

North Level Crossing,Ville Parle EastMumbai 400057Maharashtra, India

Key persons in the Company:

CHAIRPERSON: MR. VIJAY CHAUVAN

DIRECTOR: MR. ANUP CHAUVAN

EXECUTIVE DIRECTOR: MR. AJAY CHAUVAN

COMMERCIAL MANAGER: MR. AMOL

FACTORY MANAGER: Mr. PAWAN HEMRAJANIHUMAN RESOURSE MANAGER: MR. NISHANT MISRA

PRODUCTION MANAGER: MR. RAJESH RAUL

STORE MANAGER: MR. DIXIT.

Employee Strength: 2501 – 5000

PRODUCT RANGE:- Parle –G, Krackjack, Hide& Seek, Monaco, Milk Shakti, Kreams Gold, Nimkin etc..

MAJOR BRANDS:- Biscuits, Sweets, Juices, Kismi toffee, Melody, Poppins, 2 in one éclair.INDUSTRY SIZE :- Parle Products has been India's largest manufacturer of biscuits and confectionery, for almost 80 years. Makers of the world's largest selling biscuit, Parle-G, and a host of other very popular brands, the Parle name symbolizes quality, nutrition and great taste. With a reach spanning even the remotest villages of India , the company has definitely come a very long way since its inception. 

Many of the Parle products - biscuits or confectioneries, are market leaders in their category and have won acclaim at the Monde Selection, since 1971. With a 43% share of the total biscuit market and a 15% share of the total confectionary market in India.

GENERAL INFORMATIONABOUT THE PLANT

ADDRESS: K.N. Bakers

Sachendi, Kanpur

Uttar Pradesh

TELEPHONE: 0512-2696331

E-MAIL: Knbakers_kan@parle.biz

NATURE OF FIRM: Private Limited

TOTAL NO. OF DIRECTORS:

3

TOTAL NUMBER OF EMPLOYEES:

695

At present the organization consists of 695 people in Kanpur who includes onroll employees, contracts and project trainees. The illustration is given as below.S no Employees in PARLE Number

1. Employees on roll 3322. Employees on contracts 3303. Temporary 33

Total 695

The employees who are mentioned on roll enjoy the complete benefits in thecompensation and all kinds of allowances, whereas the employees on contractare given a fixed salary, at the last the project trainees are taken to co ordinatewith the employees in some projects and they are given opportunity to learn.Talent matrix in the organizationThe talent matrix for the organization is given below

Qualification No of employeesGraduate 240Post Graduate 125Engineer 12Others 318Grand total 695

History

Parle Products company was founded in 1929 in British India. It was owned by the Chauhan family

of Vile Parle, Mumbai. Parle began manufacturing biscuits in 1939. In 1947, when India became

independent, the company launched an ad campaign, showcasing its Gluco biscuits as an Indian

alternative to the British biscuits.[2] The Parle brand became well known in India following the success

of products such as the Parle-Gbiscuits and the Thums Up soft drink.

The original Parle company was split into three separate companies, owned by the different factions

of the original Chauhan family:[3]

Parle Products, led by Vijay, Sharad and Anup Chauhan (owner of the brands Parle-G, Melody,

Mango Bite, Poppins, Monaco and KrackJack)

Parle Agro , led by Prakash Chauhan and his daughters Schauna, Alisha and Nadia (owner of the

brands such as Frooti and Appy)

Parle Bisleri, led by Ramesh Chauhan

All three companies continue to use the family trademark name "Parle". The original Parle group was

amicably segregated into three non-competing businesses. But a dispute over the use of "Parle"

brand arose, when Parle Agro diversified into the confectionary business, thus becoming a competitor

to Parle Products. In February 2008, Parle Products sued Parle Agro for using the brand Parle for

competing confectionary products. Later, Parle Agro launched its confectionery products under a new

design which did not include the Parle brand name.[4] In 2009, the Bombay High Court ruled that Parle

Agro can sell its confectionery brands under the brand name "Parle" or "Parle Confi" on condition that

it clearly specifies that its products belong to a separate company, which has no relationship with

Parle Products.[5]

Vision

“To be the part of lives of every Indian”

Mission

“To Nourish, Strengthen and Delight millions”

Core ValuesAn in-depth understanding of the Indian consumer psyche has helped Parle develop a marketing philosophy that reflects the need of the Indian masses. With products created bearing in mind both health and taste, Parle products equally

appeal to fun loving kids & youth. Even today the great tradition of taste and nutrition is consistent in every pack on the store shelves. The value-for-money positioning allows people from all classes and age groups to enjoy Prale products to the fullest.

Financial Profile

Over the years, Parle has grown to become a multi-million US Dollar

company.

Its annually turnover is more than 3,500 cr.

Parle is having 40% market share out of the total biscuit market,70% of total

glucose biscuits market and 15% share of total confectionary market in India.

As of 2011, Parle-G is the largest selling brand of biscuits in the world

according to researcher Nielsen.

In 2013, Parle-G became India's first domestic FMCG brand to cross Rs.

5,000 cr. in retail sales.

As of January 2013, Parle-G's strong distribution network covered over 6

million retail stores in India.

Company has overall more than 1500 wholesalers in the Country and is even

available in villages with a population of 500.

In Kanpur there are 15 wholesalers (3 for confectionaries) and each

wholesaler distribute the product to more than 100 retail and small shops.

Parle biscuits and confectionaries are fast gaining acceptance in international

markets, such as, Abu Dhabi, Africa, Dubai, South America and Sri

Lanka.

Even the more sophisticated markets like USA & Australia, now relish Parle

products.

The

penetration of biscuits into households stands at an average of 83.2% with the

rural penetration at 77% and urban penetration at 88%. Biscuits are reserved for

the small-scale sector but there are strong possibilities of the industry being

deserved in line with the government policy of liberalization.

The net effect thus would be greater choice for the consumer as well as a check

on the costs. The country production of the biscuits during 2004-05 was 18.6 Lac

tons of which 1/2 were manufactured by the organized sector. The industry turn

over was 5322.7 Crores of which organized sector contributed 2519.3 crores.

The annual Growth showed a decline of 3.5% in 2000-01, mainly due to 100%

hike in Central Excise Duty (from 9% to 16%). Production in the year 2001-02

increased very marginally by 2.75% where in 2002-03 the growth is around 3%.

However the average utilization of installed capacity by biscuit manufacturers in

the country has been a dismal 60% over the last decade up to 2001-02

Corporate Social Responsibility:-

Overview:

Parle Products with its wide platter of offering of biscuits and sweets like

Parle-G, Krackjack, Monaco, Melody, Mango bite and many others si to

facilitance 1929 is also actively engaged to change & uplift the social face of

India.

As a part of Corporate Social Responsibility Policy Parle is keenly involved in

the overall development of younger generation with focused endeavour to

built New Face of India and spread happiness & joy all over.

Every year, Parle organizes Saraswati Vandana in the state of West Bengal

during the festival of Saraswati Pooja, inviting schools from all across the

state to participate.

Saraswati Vandana

Dedicated to enriching the lives of people across India, the Parle Centre of

Excellence has been keenly involved in the promotion of programmes to

facilitate the all-round development of children. Parle Saraswati Vandana, one

of its initiatives, is an inter-school contest based on the Saraswati Puja

celebrations. It gives the children an opportunity to exhibit their creative skills

and make the celebrations even more special in the process.

Started in the year 2002 in Kolkata, it has seen a tremendous increase in the

number of schools participating each year, with entires coming from schools

of West Bengal.

Every year a grand programme is organised by Parle in kokata to facilitate the

winners. Here eminent personalities from the field of literature, education, art,

films, media and politics grace the occasion. Performances by popular artists

make it a night to remember for every inviteepresent there. The awards and

adulations makes it unforgettable for the winners.

GOLU GALATA

Parle products is in the business of manufacturing and marketing

biscuits and confectioneries since 1929. Over these years Parle

has been active across regions conducting various social activities

as part of our CSR policy.

In Tamil Nadu traditionally, women decorate various dolls made up

of clay during Navratri celebrations by setting up 7-9 steps. This

display is well decorated and friends and relatives are invited for

the same. Through a detailed research, Parle found that due to

time pressures, this tradition is slowly dying and is getting

restricted to a select few households.

Thus, to revive the fading event, Parle introduced this novel

promotion called Parle Golu Galata contest. Golu means Doll &

Galata means Dhammal.

My Green Plant

Empowing you to make a greener planet.

My green planet is an initiative that takes definite steps towards

conserving our eco-system. Parle Praducts is contributing in its

own way by taking up various initiativeslike planting more trees

around India, conserving water, power and recycling waste. My

Green Plants works across levels – from school students to

environmentalists to media professionals and through them

educate and empower everyone about the cause of environmental

conservation.

We belive that we have not inherited the earth, but merely

borrowed it for our children.

AWARDS

Parle products have been shining with the gold’s and silvers consistently at the

Monde Selection ever since they were first entered in 1971. Monde Selection is

an international institute for assessing the quality of foods and is currently t

he oldest and most representative organization in the field of selecting qualityfoods worldwide.

PRODUCTS & SERVICES

Biscuit industry in India in the organized sector produces around 60% of the total production, the balance 40% being contributed by the

unorganized bakeries. The industry consists of two large scale manufacturers, around 50 medium scalebrands and small scale units ranging up to 2500 units in the country, as at 2000-01. The unorganized sector is estimated to have approximately 30,000 small &tiny bakeries across the country. The annual turnover of the organized sector of the biscuit manufacturers (as at2001-02) is Rs. 4,350 crores.

In terms of volume biscuit production by the organized segment in 2001-02 isestimated at 1.30 million tones. The major Brands of biscuits are - Britannia,Parle Bakeman, Priya Gold, Elite, Cremica, Dukes, Anupam, Horlicks, Craze,Nezone, besides various regional/State brands.

The annual production of biscuit in the organized sector continues to bepredominantly in the small and medium sale sector before and after dereservation.The annual production was around 7.4 Lakh tonnes in 1997-98 Inthe next five years, biscuit production witnessed an annual growth of 10% to12%, up to 1999-00.

The annual Growth showed a decline of 3.5% in 2000-01, mainly due to 100%hike in Central Excise Duty (from 9% to 16%). Production in the year 2001-02increased very marginally by 2.75% where in 2002-03 the growth is around 3%.However the average utilization of installed capacity by biscuit manufacturers inthe country has been a dismal 60% over the last decade up to 2001-02.Biscuit can he broadly categorized into the following segments:

Glucose 44%

Marie 13%Cream 10%Crackers 13%Milk 12%Others 8%.

As regards the consumption pattern is concerned. surveys and estimates byindustry from time to time indicate the average consumption scenario in the fourZones have been more or less close to each other, as below:

Northern States: 28%Southern States: 24%Western States: 25%Eastern States: 23%

Biscuit Production According to the production figures of members available uptothe calendar year 2003, the total production was 625000 tonnes as against475000 tonnes in the previous year.The production of biscuit for the last 11 years is as under:

1993 - 167750 1994 – 1805261995 - 202567 1996 - 2223711997 - 362000 1998 - 4000001999 - 425000 2000 - 4500002001 - 465000 2002 - 4750002003 – 625000

Current status of the Indian snack & biscuits industry…Biscuits contribute Rs8,000 crore to the FMCG industry and provide a vast opportunity for growth, asthe per capita consumption of biscuits is less than 2.1 kg in our country, as

compared to more than 10 kg in the US, UK and Europe and above 4.25 kg inSouth East Asian countries.

Parle have three types of products:

BISCUITS CONFECTIONARY SNACKESParle-G Melody Must bites

Monaco Mango bite SixerHide & Seek Poppins Musst Chips20-20 cookies Kismi toffee Sixer Zeera

Kreams Orange candy Parle WafersMilano 2 in 1 Éclair FulltossHide & Seek Bourbon

Londonderry Namkeen

Parle Actifit Digestive Marie

Mango bite

Happy Happy ChoxNimkin Golgappa

Milk shakti Melody SofteeKrackjack Kaccha Mango BiteParle marie Mazelo

Core benefit- the core benefit of biscuit is to satisfy hunger of the co

nsumer. Basic product- in the second level, the basic product is

biscuits. Expected product- the consumers expect the product to

have a good taste and also give nutrition.

Augmented product- Parle biscuits increase a person’s energy levels.

Potential product- in the future Parle could come up with different prod

ucts.

SERVICES;As apart of corporate social responsibility policy Parle is keenly involved in overall development of younger generation through conduction various programs across the region

Saraswati Vandana in the state of west Bengal

Golu galata is one of the programmes conducted by Parle in schools from last 11 years.

Organisational structure

Competitors

Brand competitors are defined as competing brands of products which can satisfy the consumer’s wants almost equally as each other.Parle has emerged as the clear market leader, with a difference of almost 1,000 crore to competitors. Even then Parle is facing competition in biscuit industry.

Parle-G which is valued to be over Rs. 2000 crore enjoys 70% market share in the glucose biscuit industry. Britannia Tiger and ITC’s Sunfeast Glucose are the two branded competitors against Parle-G, apart from a number of unbranded local players that operate regionally. Competitors in this segment realize the importance glucose biscuit holds in the Indian market and they too want to keep their biscuits simple Parle-G style with almost the same priced packs.

On competition which Parle-G faces from different categories of biscuits, Ajay Chauhan, executive director – Parle Products, says, “Every category needs some innovations on a periodic basis, so does glucose. However, just because people have acquired the taste of fast food like burgers and pizza they have not stopped consuming dalroti. Similarly, glucose biscuits are a part of the Indian staple diet. While other categories emerge, glucose biscuits will always be present.”

It’s a brand that has held its price line at Rs 4 for 25 years now -- the price waslast raised in 1994 by 25 paise. So, it's not for nothing that Parle-G is the world'slargest-selling biscuit by volumes. Parle is, of course, not doing it for charity.Soaring input prices meant it opted for reducing the weight of the biscuit than

increasing the price -- first from 100 gm to 92.5 gm in January 2008, and then to88 gm in January this year -- in line with other biscuit-makers and FMCG players.It has 1600 crore turnover.

Parle-G enjoys close to 70 per cent market share in the glucose biscuit categoryand probably has the deepest reach. It reaches 2.5 million outlets, includingvillages with a population of 500 people. It's also one of the few FMCG brands in thecountry, whose customers straddle across income segments. The brand isestimated to be worth over Rs 2,000 crore (Rs 20 billion), and contributes morethan 50 per cent of the company's turnover (Parle Products is an unlistedcompany and its executives are not comfortable disclosing exact numbers). Lastfiscal, Parle had sales of Rs 3,500 crore (Rs 35 billion).

Competition has, of course, been trying to wean away customers from Parle.Britannia relaunched its Glucose-D biscuit as Tiger in 1995 and boasts of 17-18per cent share, while ITC's Sun feast glucose has captured 8-9 per cent,according to industry sources. Even Levers had forayed into this segment in 2003and launched a glucose biscuit branded as Modern, after it acquired the bakerybusiness of Modern. There are strong regional brands, including Priya Gold(west), Cremica (north) and Anmol (east).

PARLE 40%OTHERS 33%BRITANNIA 18%ITC 9%

coverage

ParleITCBritanniaOthers

BRITANNIABritannia had founded in 1892. It is nearest competitor of Parle in biscuit market. It has 38% market share in biscuits industry` in India. Brand Tiger has 18% market share in Glucose category. Apart from this Britannia has introduced many premium brand such as Bourbon, 50-50,Good-Day e.t.c.

ITCITC had founded in 1910,but in biscuit industry it is not old. It has only 9% market share in this industry but has introduced premium class biscuit brands such as Dark Fantasy and of each categories of biscuit.

Others competitors;1. Priya Gold 2. Creamca3. Dukes4. Bakemans Glucose

Parle-GTigerSunfeatOthers

5. Anmol6. Priya gold

Parle -G enjoys 70% market share in India in the glucose biscuit category followed by Britannia Tiger (18%) , ITC's Sunfeast (9%) and 3% others

OTHER RELEVANT INFORMATION

PARLE stands for;

P - Perfect

A – Attractive

R - Relishing

L - Learning

E - Eatable

Parle G is ranked 7th in the most Trusted Brands Survey conducted last year.

One of the reasons behind the popularity of this brand is its strong distribution

network.

Parle has won 8 gold and 11 silver monde selection awards

In the year 1997, Parle-G sponsored the tele-serial of the Indian superhero,

Shaktimaan that went on to become a huge success. The personality of the

superhero matched the overall superb benefits of the brand.

Glucose

Parle-GTigerSunfeatOthers

In the year 2002, it was decided to bring the brand closer to the child who is a

major consumer. A national level promo – “Parle-G Mera Sapna Sach Hoga”

was run for a period of 6 months. The promo was all about fulfilling the

dreams of children. There were over 5 lakh responses and of that, over 300

dreams were fulfilled.

Dreams that were fulfilled ranged from trips to Disneyland at Paris

&Singapore; free ride on a chartered plane; 20 scholarships worth Rs 50,000; a

special cricket coaching etc.

Comparison of Parle with BritanniaCategory Britannia Parle Leader

Glucose Tiger Parle-G Parle –G

Marie Marie Gold Parle Marie Marie Gold

Salty snacks 50-50 Krack Jack Krack jack

Choco chips Good day Hide n seek Good day

Milk Milk bikis Milk sakhti Milk bikis

Bourbon Bourbon Hide n seek Bourbon

Nice Nice ----------------- Britannia Nice

Multi grain Nutri choice ------------------- Nutri choiceCream Cream Treat Kreams Cream treats

Cookie Good day 20-20 Good day

Current Market Share

It has 70% market share in India in the glucose biscuit category followed by Britannia, Tiger (17-18%) and ITC's Sunfeast (8-9%). The brand is estimated to be worth over Rs 2,000 crore (Rs 20 billion), and contributes more than 50 per cent of the company's

turnover (Parle Products is an unlisted company and its executives are not comfortable disclosing exact numbers). Last fiscal, Parle had sales of Rs 3,500 crore (Rs 35 billion). It

also is popular across the world and is starting to sell in Western Europe 

FACE VALUE, MARKET VALUE ,MARKET CAPITALIZATION:-

BSE: 532911NSE: NA ISIN: INE272G01014 Face Value: Rs. 10 Market Cap: Rs.Cr. 28

Period Instrument Authorized Capital

Issued Capital - P A I D U P -

From To (Rs. cr) (Rs. cr) Shares (nos) Face Value Capital

2010 2011 Equity Share 14 14 14000000 10 14

2009 2010 Equity Share 15 14 14000000 10 14

2008 2009 Equity Share 15 14 14000000 10 14

2007 2008 Equity Share 15 14 14000000 10 14

2006 2007 Equity Share 3.6 3.5 3500000 10 3.5

MARKET CAP (RS CR) 14.00P/E 1000Book Value 14.07Dividend(%) 0.00

Market lot 1Industry P/E 21.15EPS(TTM) 0.01P/C 200Price Book 0.71Face Value 10DELIVERABLES (%) 90.91 new* Based on standalone numbers

Keeping up the goodwillIn the year 1997, Parle-G sponsored the tele-serial of the Indian superhero, Shaktimaan that went on to become a huge success. The personality of the superhero matched the overall superb benefits of the brand. Parle extended this association with Shaktimaan and gave away a lot of merchandise ofShaktimaan, which was supported by POS and press communication. The children just could not get enough of Parle-G and Shaktimaan.In the year 2002, it was decided to bring the brand closer to the child who is a major consumer. A national level promo – `Parle-G Mera Sapna Sach Hoga’ was run for a period of 6 months. The promo was all about fulfilling the dreams of children. There were over 5 lakh responses and of that, over 300 dreams were fulfilled.Dreams that were fulfilled ranged from trips to Disneyland at Paris & Singapore; free ride on a chartered plane; 20 scholarships worth Rs 50,000; a special cricket coaching etc.

Swot AnalysisParle-G, India’s premier glucose biscuit, is much more than the world’s largest selling brand of biscuit. Started way back in 1939, Parle-G is not just the oldest and trusted brand names in India, but also a very great example of a real social enterprise.Parle-G is a biscuit which is consumed by people of all ages, from the very rich to the very poor, living in cities and in villages. For some it’s the best accompaniment for chai, while for some it’s a way of getting charged whenever they are low on energy. Moreover, the biscuit is a meal substitute or supplement in a country like India which faces acute child and mother malnutrition etc.

STRENGTHS of Parle Biscuits Low price as compared to competitors Sizeable market share in the country. Offers variety of products under its brand. Different sizes of packets are available. An experienced team of sales and marketing executives. Deep and effective coverage Largest distribution system. Good advertising and visibility Celebrity brand ambassadors Most trusted brand having high brand loyalty Top of the mind biscuit brand

 WEAKNESS of Parle Biscuits

Breakage of biscuits while delivering to retailers No proper replacement system for broken biscuits to retailers

Improper and irregular supply. Fewer shares in Premium biscuit market. Dependent on its flagship brand, Parle-G Poor packaging in family pack of glucose biscuits. Lack of schemes for retailers and distributors. Many competitors in this segment Nothing unique in the product now.

OPPORTUNITY of Parle Biscuits Rising demand for innovative packaging in packaged foods. Retaining loyal retailers or wholesalers. Improving supply system for established brands. Huge scope for some Parle products in medical shops. Information revolution brought about by the television. Good scope for snacks and namkeens, if launched and properly promoted

by Parle. Tie-up with schools as a part of meals Tie-up with corporates/hotel chains

 THREAT of Parle Biscuits

Highly advertised brands such as Britannia. Ever increasing competition from multinationals and local companies. Increase in sale of cheap local bakery products. Emerging substitutes like wafers, snacks and toast. Margin war among the major  Brands Similar biscuit categories

Employee Engagement

Definition of 'Employee Engagement'

A business management concept that describes the level of enthusiasm and dedication a worker feels toward his/her job. Engaged employee cares their work and about the performance of the company, and feels that their efforts make a difference. An engaged employee is in it for more than a paycheck.

Employee engagement, also called worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture. A modernised version of job satisfaction and influential definition of engagement is "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention." Harter and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of engagement. The opposite of employee engagement is a zombie employee. A zombie employee is a disengaged employee that will stumble around the office, lower morale and cost the company money.

Employee engagement is derived from studies of morale or a group's willingness to accomplish organizational objectives which began in the 1920s. The value of morale to organizations was matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-readiness before combat. In the post war mass production society that required unity of effort in execution, (group) morale scores were used as predictors of speed, quality and militancy. With the advent of the knowledge worker and emphasis on individual talent management (stars), a term was needed to describe an individual's emotional attachment to the organization, fellow associates and the job. Thus the birth of the term "employee engagement" which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics.

More recently employee engagement has become an area of focus within organizations for the purpose of retention as a means of avoiding expensive employee replacement costs resulting from staff who voluntarily quit their jobs. According toSociety o f Human Resource Management the cost of replacing one $8 per hour employee can exceed $3,500, which gives companies a strong financial incentive to maintain their existing staff members through strong employee engagement practices.

Research StudiesEngaged employees care about the future of the company and are willing to invest discretionary effort.[4] Engaged employees feel a strong emotional bond to the organisation that employs them, which results in higher retention levels and productivity levels and lower absenteeism. When reliably measured, positive employee engagement can be causally related or correlated to specific positive business outcomes by workgroup and job type. Scarlett Surveys refers to these statistical relationships as engageonomics.

Emotional attachment[edit]

Only 31% of employees are actively engaged in their jobs.[5] These employees work with passion and

feel a profound connection to their company. People that are actively engaged help move the

organization forward. 88% of highly engaged employees believe they can positively impact quality of

their organization's products, compared with only 38% of the disengaged.[6] 72% of highly engaged

employees believe they can positively affect customer service, versus 27% of the disengaged.[citation

needed] 68% of highly engaged employees believe they can positively impact costs in their job or unit,

compared with just 19% of the disengaged.[4] Engaged employees feel a strong emotional bond to the

organization that employs them.[7] This is associated with people demonstrating a willingness to

recommend the organization to others and commit time and effort to help the organization succeed.[8] It suggests that people are motivated by intrinsic factors (e.g.personal growth, working to a

common purpose, being part of a larger process) rather than simply focusing on extrinsic factors

(e.g., pay/reward).[9]

Involvement[edit]

Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and

10 electronic instrument and imaging equipment producers. Their purpose was to compare traditional

production systems with flexible high-performance production systems involving teams, training, and

incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed

superior performance. In addition, workers in the high-involvement plants showed more positive

attitudes, including trust, organizational commitment and intrinsic enjoyment of the work.[7] The

concept has gained popularity as various studies have demonstrated links with productivity. It is often

linked to the notion of employee voice and empowerment.[10]

Commitment[edit]

It has been routinely found that employee engagement scores account for as much as half of the

variance in customer satisfaction scores. This translates into millions of dollars for companies if they

can improve their scores. Studies have statistically demonstrated that engaged employees are more

productive, more profitable, more customer-focused, safer, and less likely to leave their employer.

Employees with the highest level of commitment perform 20% better and are 87% less likely to leave

the organization, which indicates that engagement is linked to organizational performance.[11]For

example, at the beverage company of MolsonCoors, it was found that engaged employees were five

times less likely than non-engaged employees to have a safety incident and seven times less likely to

have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged

employee was $63, compared with an average of $392 for a non-engaged employee. Consequently,

through strengthening employee engagement, the company saved $1,721,760 in safety costs in

2002. In addition, savings were found in sales performance teams through engagement. In 2005, for

example, low-engagement teams were seen falling behind engaged teams, with a difference in

performance-related costs of low- versus high-engagement teams totaling $2,104,823.3 (Lockwood).

Life insurance industry[edit]

Two studies of employees in the life insurance industry examined the impact of employee perceptions

that they had the power to make decisions, sufficient knowledge and information to do the job

effectively, and rewards for high performance. Both studies included large samples of employees

(3,570 employees in 49 organizations and 4,828 employees in 92 organizations). In both studies,

high-involvement management practices were positively associated with employee morale, employee

retention, and firm financial performance.[7] Watson Wyatt found that high-commitment organizations

(one with loyal and dedicated employees) out-performed those with low commitment by 47% in the

2000 study and by 200% in the 2002 study.[12]

Productivity[edit]

In a study of professional service firms, the Hay Group found that offices with engaged employees

were up to 43% more productive.[13] Job satisfaction is also linked to productivity.[14]

The most striking finding[citation needed] is the almost 52% gaps in operating incomes between companies

with highly engaged employees and companies whose employees have low-engagement scores.

High-engagement companies improved 19.2% while low-engagement companies declined 32.7% in

operating income during the study period[citation needed]. For example, New Century Financial Corporation,

a U.S. specialty mortgage banking company, found that account executives in the wholesale division

who were actively disengaged produced 28% less revenue than their colleagues who were engaged.

Furthermore, those not engaged generated 23% less revenue than their engaged counterparts.

Engaged employees also outperformed the not engaged and actively disengaged employees in other

divisions.[4]...

Generating engagement[edit]

Commitment theories are rather based on creating conditions, under which the employee will feel

compelled to work for an organization, whereas engagement theories aim to bring about a situation in

which the employee by free choice has an intrinsic desire to work in the best interests of the

organization.[15]

Recent research has focused on developing a better understanding of how variables such as quality

of work relationships and values of the organization interact, and their link to important work

outcomes.[16] 84% of highly engaged employees believe they can positively impact the quality of their

organization's products, compared with only 31 percent of the disengaged.[4] From the perspective of

the employee, "outcomes" range from strong commitment to the isolation of oneself from the

organization.[17] The study done by the Gallup Management Journal has shown that only 29% of

employees are actively engaged in their jobs. Those "engaged" employees work with passion and

feel a strong connection to their company. About ⅔ of the business units scoring above the median

on employee engagement also scored above the median on performance.[7] Moreover, 54% of

employees are not engaged meaning that they go through each workday putting time but no passion

into their work. Only about ⅓ of companies below the median on employee engagement scored

above the median on performance.[7]

Access to a reliable model enables organizations to conduct validation studies to establish the

relationship of employee engagement to productivity/performance and other measures linked to

effectiveness.[16]

Drivers of engagement[edit]

While it is possible to measure engagement itself through employee surveys, this does not assist in

identifying areas for improvement within organisations. There are a range of factors, known as

drivers, that are thought to increase overall engagement. By managing the drivers, an organisation

can effectively manage engagement levels of its employees. Drivers such as communication,

performance clarity and feedback, organisational culture, rewards and recognition, relationships with

managers and peers, career development opportunities and knowledge of the organisation's goals

and vision are some of the factors that facilitate employee engagement. Some points from the

research are presented below:

* Employee perceptions of job importance - "...an employee's attitude toward the job's importance

and the company had the greatest impact on loyalty and customer service than all other employee

factors combined."[4]

* Employee clarity of job expectations - "If expectations are not clear and basic materials and

equipment are not provided, negative emotions such as boredom or resentment may result, and the

employee may then become focused on surviving more than thinking about how he can help the

organization succeed."[8]

* Career advancement/improvement opportunities - "Plant supervisors and managers indicated

that many plant improvements were being made outside the suggestion system, where employees

initiated changes in order to reap the bonuses generated by the subsequent cost savings."[18]

* Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a

sense of where they’re going, but many organizations are remarkably bad at giving it."[8] "'What I

really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.'"[13]

* Quality of working relationships with peers, superiors, and subordinates - "...if employees'

relationship with their managers is fractured, then no amount of perks will persuade the employees to

perform at top levels. Employee engagement is a direct reflection of how employees feel about their

relationship with the boss."[17]

* Perceptions of the ethos and values of the organization - "'Inspiration and values' is the most

important of the six drivers in our Engaged Performance model. Inspirational leadership is the

ultimate perk. In its absence, [it] is unlikely to engage employees."/>

* Effective Internal Employee Communications - which convey a clear description of "what's going

on". "'If you accept that employees want to be involved in what they are doing then this trend is clear

(from small businesses to large global organisations). The effect of poor internal communications is

seen as its most destructive in global organisations which suffer from employee annexation - where

the head office in one country is buoyant (since they are closest to the action, know what is going on,

and are heavily engaged) but its annexes (who are furthest away from the action and know little about

what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive

when the head office attributes the annex's low engagement to its poor performance… when its poor

performance is really due to its poor communications.

* Reward to engage - Look at employee benefits and acknowledge the role of incentives. "An

incentive to reward good work is a tried and test way of boosting staff morale and enhancing

engagement." There are a range of tactics you can employ to ensure your incentive scheme hits the

mark with your workforce such as: Setting realistic targets, selecting the right rewards for your

incentive programme, communicating the scheme effectively and frequently, have lots of winners and

reward all achievers, encouraging sustained effort, present awards publicly and evaluate the incentive

scheme regularly.[19] It further tends to improve the overall productivity.

Potential red flags[edit]

Inappropriate use of Benchmark Data - some of the more well established Employee

Engagement survey companies will state that the most important part of post survey follow up is

related to comparison of internal survey data to numerous external benchmarks. This seems to

have rubbed off onto internal sponsors who demand very specific benchmarks. Whilst some

research analysts claim that the standard comparisons by industry sector are flawed others

disagree. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they are

in the same automotive sector? The alternative argument is that both organisations would likely

draw from similar worker pools and would as such wish to better understand expectations of

workers in that industry and how they compare to competing employers.

A focus on data gathering rather than taking action may also damage engagement efforts.

Organizations that survey their workforce without acting on the feedback appear to negatively

impact engagement scores.[5]

According to the Conference Board and other recent studies, employee engagement has

deteriorated significantly in the US and the UK over the last five years. Measuring and managing

the wrong or incomplete set of engagement drivers is partly if not mostly to blame. Rigorous

engagement measurement encompasses 15 attitudinal drivers formed by employee experiences.

<reference ScarlettSurveys>

Initiatives[edit]

Some of the initiatives commonly undertaken by HR departments towards employee engagement

are:[20]

On-boarding: When an employee joins the organisation s/he needs to be exposed to the

organisations policies and culture. There may be some fresh out of campuses that need to know

the basics of communication skills and job related skills. During the induction programme itself,

they can be given an exposure about these aspects, skills sets and the expectations. The on-

boarding event experience itself leaves a mark on the minds of the new recruits about the

company’s desire to enhance their skills.

Learning and development events: When business practices and processes are changing. In

this environment, there is an acute necessity for enhancing the skill levels of employees already

discharging various functions.

Engagement levels[edit]

Organisations that believe in increasing employee engagement levels concentrate on the following

levels:[21]

Culture: It consists of a foundation of leadership, vision, values, effective communication, a

strategic plan and HR policies that are focussed on the employee. Commitment - It is the

foundation of engagement. Employees with high level of organisational commitment are willing to

exert considerable effort for the organisation and make discretionary contributions.

Cooperation: It encompasses positive relationship among employees within a group. It is the

inherent willingness of individuals working in a team to pull in the same direction and achieve

organisational goals.

Taking responsibility: Taking initiative and responsibility to become a part of the solutions is an

important ingredient of engagement. For an employee to display loyalty towards his organisation,

the first thing he needs to do is to take responsibility. “Taking responsibility” refer to feeling

empowered. Employees who feel empowered have a sense of belonging and excitement about

their jobs, they feel engaged at an emotional level and are willing to give their best all the time.

The Benefits of Engaging Employees:

A positive attitude held by the employee towards the organization andits values. An engaged employee is aware of business context, andworks with colleagues to improve performance within the job for the

benefit of the organization. The organization must work to developand nurture engagement, which requires a two-way relationshipbetween employer and employee.Here are the key benefits of employee engagement:·Better performance. Engaged employees work smarter, notharder. They keep looking for ways to improve performance andthey keep finding them. This means more sales, lower costs,better quality and innovative products.Better communication. Engaged employees communicate –they share information with colleagues, they pass on ideas,suggestions and advice and they speak up for the organization.This leads to better performance, greater innovation andhappier customers.Greater customer satisfaction. Engaged employees go out oftheir way to meet customers’ needs. Customers aren’t slow tonotice and this leads to higher levels of repeat business, at alower cost to the business than that of acquiring a newcustomer.Better team-working. Employee engagement is aboutincreasing the employee’s connection with the principles,strategies, processes, culture and purpose of the organization.It is a matter of commitment and encouragement. It is a matterof focusing on business results, and the employees having aclear sense of responsibility for delivering on the businessagenda.

Greater commitment and team working. Engaged employeesreally care about the future of the organization they work for,they feel proud to work for the company and they get on betterwith their colleagues.Lower employee turnover and greater ability to recruit greatpeople. Engaged employees don’t leave, despite offers to workelsewhere and they actively seek out new people who theybelieve can help the company get even better.

Employee Engagement Drives Sustainability Strategy

EngagementFeeling Valued & Involved

Training, development & career.

Immideate Management

Performance Appraisal

Communication

Equal opportunities & fair treatment

Pay & Benefits

Health & Safety

Co-operation

Family Friendlyness

Job Satisfaction

IMPORTANCE

While the majority of employees fall under the umbrella of not engaged (emotionally detached) and actively disengaged (negatively view the workplace), few companies even know how to engage their employees in social and environmental sustainability. Consider these statistics:

“Fewer than 1 in 3 employees worldwide (31%) are engaged.” (2011 Employee Engagement Report by Blessing White Research)

“Nearly 1 in 5 (17%) are actually disengaged.” (2011 Employee Engagement Report by Blessing White Research)

Why Are Organizations So Bad at Employee Engagement?

measuring employee performance and holding employees accountable,

providing the communication necessary to align each employee’s actions with the

organization’s overall business goals,

pursuing the employee development necessary to ensure success, and

making a commitment (time, tools, attention, reinforcement, training, and so forth) to keeping

employees engaged over the long haul because they fundamentally believe and understand

that no other strategy will produce as much success – for both the business and the employees.

Additional Critical Factors to Ensure Employee Engagement

These factors also influence the willingness of employees to stay engaged and contributing.

An effective recognition and reward system: in a recognition system that promotes

employee engagement, recognition is available, frequent, and recognizes actions that are truly

worthy of recognition. Effective recognition always involves verbal or written acknowledgement

from the employee's manager in addition to any physical reward supplied.

Frequent feedback: the downside of the standard employee performance appraisal is that it is

a one-time deal. Effective performance feedback takes place every day, minimally, weekly for

employees who need less interaction with their manager. Effective feedbackfocuses on what

the employee is doing well and what needs improvement. It is clear and specific and reinforces

the actions that the manager wants to see the employee regularly perform.

Shared values and guiding principles: engaged employees thrive in an environment that

reinforces their most deeply held values and beliefs. Employees are most successful in an

organization in which their personal values are in sync with the organization's stated values and

guiding principles.

Demonstrated respect, trust, and emotional intelligence on the part of the employee's direct

supervisor: managers who relate effectively with employees, who demonstrate that they

are personally interested in and care about their employees, and who elicit employee input and

opinions, are golden.

Positive relationships with coworkers: engaged employees need to work, not just with nice

people, but with coworkers who are equivalently engaged. Coworkers who

demonstrate integrity, team work, a passion for quality and serving customers, and who are

passionate about what they do at work, make ideal coworkers in a workplace that fosters

employee engagement.

Employee engagement is fostered by a work environment that exhibits these characteristics. Want

to make progress? Start work in each of these areas. Your success is ensured.

Examine the variables that can impact your employee engagement strategy and increase their engagement.1.       AgeYoung employees and those over fifty are more engaged. Managers need to take steps to ensure employee engagement doesn’t sink from partial to complete disengagement. Managers should consider intervention and training opportunities specially aimed at workers in their forties.

 2.       Length of Service

Those employed for at least three years are more engaged than the newly employed. However, engagement is low among people with more than twenty years of service, often due to lack of motivation or career path maintenance.

 3.       Position Within the OrganizationThose at VP level or above are the most fully engaged. The economic climate and pessimistic attitude toward “corporate America” may account for the relatively low level of engagement among senior managers.

 4.       Education LevelSurprisingly, people with post-graduate degrees are less engaged than people with only an undergraduate college degree or some college experience. This could be attributed to the fact that the most educated are underemployed, overqualified, or have greater expectations that have yet to be met.

 5.       Income levelHigher income correlates with higher level of engagement. Unsurprisingly, the most disengaged are those earning less than fifty thousand a year. However, multiple factors can influence and alter this; for example, managers can help employees feel that their work is important to the company, help them feel valued, and show them ways in which they can grow in their career.

 6.       Full- or Part-time EmploymentPart-time workers are less engaged. In the U.S., part-time workers’ engagement may increase over time, but they continue to stay much less engaged (26%) than full-time employees (36%).

 7.       Type of IndustryClient-facing employees, for example, those in sales or customer service, are the type of employees companies most need to engage. These employees tend to be the lowest paid, but their position is critical to customer satisfaction. High-level performance boosts customer satisfaction and company revenue. In some job sectors such as education, manufacturing, and  government, employee engagement is significantly low.

HR and Employee Engagement relationmship:-

HR Responsibility How it relates to employee engagement

Strategic HR

Planning

People are the main resource that organizations have for delivering

services

Strategic HR planning links HR management directly to an organization's

strategic plan and that means that staff will have meaningful roles tied to

the strategic direction of the organization

Strategically planning how your organization will meet its current and

future HR needs and how people will be supported and nurtured within

your organization is critical for success

Operational HR

Planning

At an operational level, organizations put in place HR management

practices to support management and staff in achieving their day-to-day

goals

Whether it's determining how many employees are needed to deliver

services over the next year or how performance will be monitored, the HR

management practices and activities need to be planned to answer the

question: "Where is our organization going and how will it get there?"

An operational plan ensures that employees are properly supported

Compensation and

Benefits

Though usually not ranked the most important, compensation is an

important factor in job satisfaction

An employee who feels adequately compensated monetarily is more likely

to stay with your organization

Developing HR

Policies

Policies and procedures both communicate the values of your organization

and provide everyone with a consistent process to follow

Policies and procedures provide your employees with a process to follow

and that knowledge can help them confidently approach situations,

particularly difficult situations

Employment

Legislation and

Standards

Provincial/territorial and federal governments outline the minimum

requirements to ensure a safe and equitable work environment for

employees

Job Descriptions Job descriptions are basic HR management tools that can help to increase

individual and organizational effectiveness

A well-written job description sets an employee up for success by outlining

their responsibilities and the parameters of their position

Job descriptions also show how an employee's position contributes to the

mission, goals and objectives of the organization

Performance

Management

Performance management is an ongoing process where the

manager/supervisor and employee work together to plan, monitor and

review an employee's work objectives or goals and overall contribution to

the organization

Motivates employees to do their best

Establishes clear communication between the manager and the employee

about what s/he is expected to accomplish

Provides on-going, constructive feedback on performance

Establishes plans for improving performance, as necessary

Identifies the skills and abilities of each employee so that work

assignments build on and reflect an employee's strengths

Identifies individual employees for more challenging work

Assists and supports staff in achieving their work and career goals by

identifying training needs and development opportunities

Contributes to the succession management plan so that employee skills

are developed and employers develop the skills they need to fill an

potential HR gap in the future

Learning, Training

and Development

Investing in training programs helps employees develop personally and

professionally

Workplace Diversity Creating an environment where people feel welcome and safe from

harassment and discrimination motives staff to perform

Absenteeism and performance problems decrease while productivity,

morale and employee retention increases

Work Teams and

Group Dynamics

When you develop and support effective teams, you enhance the power

and feeling of satisfaction of individuals working on the team

When a team works well, it means that staff trust one another and that

leads to better sharing of knowledge and understanding

Conflict Resolution In a healthy workplace, there will be conflict

Having a conflict resolution policy and a process will mean that conflict is

constructive and not destructive

Workplace Wellness

Initiatives

A healthy workplace means more than just warding off colds and the flu

It is more holistic and takes into consideration the physical, spiritual,

environmental, intellectual, emotional, occupational and mental health of

employees

Wellness promotion doesn't just benefit the employee — an organization

filled with healthy, balanced and fulfilled employees is a productive

workplace that retains its employees

Employee Giving employees a sense of shared values and purpose by creating a

Recognition relationship with them is important

When you thank employees you value them and that, in turn, is motivating

Updating staff on organizational issues through internal communications

like e-mail updates and newsletters builds the sense of team and their

value to the team

Staff-volunteer

relations

Develop a sense of team with staff and volunteers contributing to the

organization's mission

Besides the traditional all organisations use, empowering employees by delegating them responsibilities and giving them autonomy to take decisions regarding their job on their own can also increase their productivity. It is worth going beyond the traditional management tools of connectivity to help employees remain motivated and dedicated to perform their tasks. To achieve this, the organisations can design effective employee engagement strategies on the basis of the model explained below.

1. Unify the Experiences: Conduct an employee engagement survey in order to find the factors responsible for engaging and disengaging employees. Unify the common experiences and problems and design employee engagement strategies accordingly. Sharing of feedback in written is one way of communicating the experiences and problems.

2. Evolving Through Open Communication: Open communication or face to face communication in the form of discussions can really help in bringing the various issues and identifying the main problems in the organisation. It is very essential to establish a proper communication where everyone can put their

views and suggest a solution too. Most of the top organisations ask for suggestions and new ideas from their employees and then offer rewards on giving the best proposal.

3. Providing Proper Communication Channels: Some employees are comfortable with open face-to-face communication styles whereas there are some who want to give feedbacks and suggestions in written. Discovering the best channel of communication and establishing a proper route to share feedbacks and views plays a vital role.

4. Enabling Conversation Fluidity: Whichever way of communication you choose, ensure that it has required fluidity. There should not be any hindrance in the established method of communication. Not being able to provide feedback or share problems and experiences can lead to frustration and distress among employees. Therefore, ensure that there are no barriers to communication. This can also result in disengaging the engaged employees.

5. Manage Communication: Managing communication is the last but the most important step in the entire process. Managers should keep a check on the entire process in order to ensure that it is not adversely affecting the health of the organisation. They must make sure that it serves the desired purpose and is not being used negatively.

Strategies to enhance employee engagement:-

1. Invest in training and development: As an employer, you are expected to increasingly recognize

the importance of fostering an environment of growth and learning to bring out the best in everyone and

truly advance the stars. You can develop in-house training departments, ally your company with special

training houses and universities, send employees to relevant external training programs identified by

themselves in conjunction with their supervisors, offer internal rotational programs and overseas

assignments as a key career development opportunity and commit to your employees learning and

development in a multitude of other creative and meaningful ways. Besides the company's training

activities, career plans and professional development opportunities ought to be routinely discussed and

formalized. One your employees feel your company has invested in them in this manner, they are far

more likely to uphold its best interests and keep an eye to furthering its goals and enhancing its welfare.

2. Respect employee's needs for work/life balance: The days of clocking in 24 hour days to pay your

dues and earn your company stripes have thankfully given way to a nicer, gentler culture at most of

today's organizations as more and more employees have made it clear that achievingwork/life

balance is an overriding priority for them. As a top employer today, you should be cutting no corners in

ensuring you do nurture and retain top talent by taking a more holistic approach to your employees'

welfare. Work arrangements increasingly available at leading corporations – and which you should aim

to implement - include flexible hours, part-time, job-sharing, telecommuting in additions to sabbaticals

for long-serving personnel or those pursuing special outside interests and extended leave periods for

new parents. To cater to the latter specifically, more and more companies are also offering on-site day

care, vital family support hotlines and more comprehensive family benefits (Why not consider looking

into some of those?) Make sure you are doing what it takes - within the realms of reason and sound

business practice - to respect and cater to your key employees’ priorities outside of the office and take

into consideration the full circumstances of their lives and the outside demands on those lives.

3. Create favorable work conditions: A vital responsibility in being the Top Employer that you are

today consists of increasingly employing creative measures to invest in your employees’ well-being and

this extends to providing workplaces and work conditions that are pleasant and conducive to innovation,

hard work, creativity and productivity. Besides generous vacation schemes which employees should be

actively encouraged to take and frequent offsites to get away from the grind, wellbeing during office

hours could also be nurtured with onsite recreation areas, gyms, office sports teams and friendly

company cafeterias that offer wholesome, healthy foods. Meetings, communication flow, company

activities, office and communal area layouts should all be designed to promote a sense of inclusion and

well-being and to maximize employees' level of satisfaction and encourage their active participation. As

a top employer yourself you are undoubtedly aware that employees who feel your company cares for

them and respects them are in turn far more committed and more likely to contribute positively to the

company’s welfare and bottom line.

4. Maintain open channels of communication: As a top employer firmly entrenched in the “most

efficient employers” zone, you are also undoubtedly aware of the importance of allowing a smooth and

unhampered flow of information and communications across layers and functions. Make sure you are

encouraging employees at all times to articulate their ideas, aspirations and concerns; and also keep

them up to date, through regular communications, with regards to the company's direction, vision,

mission, objectives, performance and new initiatives. Conducting regular employee appraisals is a must

as is allowing for 360 degree feedback (where employees are also permitted to voice their concerns

with and expectations of the organisation and their immediate management). Ask employees routinely

during these appraisals - and in other forums - what extra responsibilities they would like to assume.

Discuss their goals, aspirations and short and long-term objectives and factor them into the unit's

planning activities. Listening to employees, even when their requests cannot be met, is a vital ingredient

in enhancing employee loyalty. Successful employee engagement also requires honest and

constructive feedback on a routine basis. This feedback is vital both as a motivational tool and in

channeling talent in the right direction, building on strengths and addressing weaknesses.

5. Create an environment of diversity and inclusion: Employees who feel valued, respected and

included are more likely to contribute positively to your company's bottom line and display loyalty and

commitment to the company. Many companies have taken concrete steps to foster an atmosphere

where employees of every rank are included in the decision-making process and their input on all

matters big and small is valued and appreciated – why not follow their steps and look into diversity

programs, cross-cultural hiring practices and culture committees which promote emotional well-being

across the organisation (through social and team-building events)? These are all increasingly important

tools in the human resources lexicon of today's progressive organizations. Many leading corporations

have also formalized coaching programs whereby trained psychologists and/or coaches work with top

employees to help them understand their own strengths and priorities and consequently to map their

potential contributions to the corporation and their own professional advancement over the short,

medium and long term.

6. Formalize reward and recognition programs: Studies have shown, time and time again, that

employees who feel valued, recognized and appreciated are the most loyal. As a Top Employer, you

must make sure formal mechanisms for evaluating and rewarding employees are in place, are

competitive and are in sync with industry norms. Do recognize outstanding performance and reward it

on a periodic basis. Do set regular special initiatives that identify, celebrate, motivate and incentivize

your star employees and promote their loyalty and retention. A meritocratic environment where driven,

career-minded professionals earn the rewards and recognition they deserve for their special efforts is

one that will be most successful in retaining key personnel over the long-term.

7. Participate in community outreach programs: Corporate philanthropy has shown to increase

employee loyalty. Why not adopt CSR programs- not just as a means to give back and to participate in

your larger communities but also as a measure to win the support and respect of your employees?

Employees feel a greater sense of pride and purpose working with an employer that is publicly

committed to altruism, particularly when the causes the company is committed to are in line with theirs

and benefit the greater community in a tangible manner.

Employee Engagement at Parle Products Pvt. Ltd.

Student’s Work Profile (roles and responsibilities)

1. Joining formalities for the new employees.2. Updating the employee details in the Human ResourceInformation System (HRIS).3. Filing of joining forms, medical reports, performanceappraisal forms, non-disclosure agreements etc.4. Labeling of file.5. Tracking the attendance for the employees on contracts(creating an ex-cell sheet).6. Coordinating the events in the company.7. Coordinating the HR induction program, ISMS awarenessprogram. (Collecting the feedback forms and the attendancefrom the employees).8. Updating and verifying the employee photos, E-mail idsand other information.9. Issuing of lunch coupons and tracking the list ofemployees for it.10. Participated in internal auditing.11. Helping the employees in answering their queries tocertain extent.

12. Issuing temporary access for the employees who fail tobring access cards.13. Making attendance register for contract employees.14. Relating to other departments for stationeries, trainingattendance etc.15. Helping the hr team in their work.

Description of Live Experiences

I had a good experience in the company, the culture andcommunication in the organization was very fair. The supervisors inthe company had a nice interaction with the employees and they givea feedback which can lead employees to improve and perform withfullest potentials.I had coordinated various events in the company like inductionprogram, ISMS awareness programs and many other events forspecial days. I had experienced the urge of management to keep theemployees involved in the work and take the optimum usage of theirpotentials.The working environment is fair and the company provides adequateresources to keep the employee work to their fullest interests. Andlastly I experienced the importance that the company takes forsecurity and quality to employees and costumers respectively.

RESEARCH OBJECTIVES

Employee engagement is a critical ingredient of individual andorganizational success. Engagement is strongly influenced byleadership quality, as well as by job and organization features. Thisresearch was designed to determine if the potential for Employees tobe engaged in work can be predicted at the time of their initialapplication or work. These studies also provide additional evidenceabout the impact of employee engagement on important businessoutcomes. The Objectives are:

To examine the effect of engagement such as job Effectivenessand retention.

To construct and evaluate a measure for predicting employeeengagement.

To examine the effect of supervisor engagement on theirsubordinates.

To examine the job satisfaction of the employees working. Research design and methodology.The data analysis and interpretation is based on the datacollected from 30 respondents through the questionnaire. Sothe tabulation is processed in combining and totaling of thecollected data.Primary data: -Through interview, discussion, talks, personal interaction etc.The data were collected by the survey method. Questionnaire

was given to the respondents.Secondary data: -Through various books written by various authors, companyfiles manuals & other publications.Sample Size30

LimitationsTime was one of the main constrains.Reaching out to the right person in the company was a littledifficult task.To maintain confidentiality.The company did not disclose certain financial data since theywere confidential which could have been useful for this project.

Analysis of data: -

The various responses are collected from the employees and theyare tabulated and drawn charts as below.The various responses are collected from the employees and they are tabulatedand drawn charts as below.

1. Overall, how satisfied are you with current job? (Check one response)Showing the response of the employees,

Particular No of samples Percentage

Very Satisfied 15 50

Satisfied 10 33.33333

Neither satisfied

nor dissatisfied 2 6.666667

Dissatisfied 3 10

Very Dissatisfied 0 0

Total 30 100

Very St

atisfied

Satisfied

Neither

Satisfied

Nor Diss

atisfied

Dissati

sfied

Vry Diss

atisfied

tatal

0102030405060708090

100

No. of samplesPercentage

No. of samplesPercentage

The above table shows that 83% of the employees were satisfied with the job andonly 10% of the employees are not satisfies and remaining 7% of the employeesare neither satisfied nor dissatisfied.

2. The leaders of the company care about the employees well being?

Showing the response of employees,

Particular No of samples PercentageYes 18 60No 12 40Total 30 100

YesNo

Total

0

10

20

30

40

50

60

70

80

90

100

No. of samples

Percentage

No. of samplesPercentage

The above table shows that 60% employees were satisfied with the leaders of thecompany taking care of the employees.

3. Do you have confidence in the leadership of this organization?

Showing the response of employees,

Particular No of samples PercentageYes 26 86No 4 13Total 30 100

YesNo

Total

0

10

20

30

40

50

60

70

80

90

100

No. of samples

Percentages

No. of samplesPercentages

The above table shows that 86% of the employees had trust in the leaders of thecompany and only 24% of people were lacking confidence.

4. Do you have a good understanding how this organization is doing financially?

Showing the response of employees,

Particular No of samples PercentageStrongly agree 10 33Agree 10 33Neither agree nor disagree 6 20Disagree 4 13Strongly Disagree 0 0Total 30 100

Strongly agree Agree Neither

agree nor disagree

Disagree Strongly Disagree total

0

5

10

15

20

25

30

35

No. of samplesPercentages

No. of samplesPercentages

The above table shows that only 66% of employees were having idea about thefinancial status of the company and remaining 34% of people had no idea aboutthe financial status.

5. In the company the Employees are treated fairly regardless of race, color,gender, religion etc.

Showing the response of employees,

Particular No of samples PercentageYes 27 90No 3 10Total 30 100

YesNo

Total

0

10

20

30

40

50

60

70

80

90

100

No. of samples

Percentage

No. of samplesPercentage

The above table shows that 90% of employees had a good opinion about theculture of the organization.

6. When working, your company inspires and motivates you to perform tothe best of your abilities – every day.

Showing the response of employees,Particular No of samples PercentageStrongly agree 15 50

Agree 8 26

Neither agree Nor disagree 3 10

Disagree 2 6

Strongly Disagree 2 6

Total 30 100

Strongly agree Agree Neither

agree nor disagree

Disagree Strongly disagree total

0

10

20

30

40

50

60

70

80

90

100

No. of samplesPercentage

No. of samplesPercentage

The above table shows that 76% of the people agreed that the company

motivates the employee to perform the best of their abilities and only 12%disagreed to that.

6. I understand the importance of my role to the success of the company?

Showing the response of employees,

Particular No of samples PercentageYes 30 100No 0 0Total 30 100

YesNo

Total

0

10

20

30

40

50

60

70

80

90

100

No. of samples

Percentage

No. of samplesPercentage

The above table shows that every 100% of the employees were aware of theirrole in the success of the organization.

8. When it comes to the company’s success, I walk that extra mile and exceedthe expectations of my employers.

Showing the response of employees,

Particular No of samples PercentageStrongly agree 20 66

Agree 7 23

Neither agree

Nor disagree 1 03

Disagree 1 03

Strongly Disagree 1 03

Total 30 100

Strongly Agree Agree Neither

agree not disagree

Disagree Strongly disagree Total

0

10

20

30

40

50

60

70

80

90

100

No. of samplesPercentage

No. of samplesPercentage

From the above table it was shown that about 89% of the people agreed to takeup initiative and do extra work to exceed the expectation of the employer.

9. To perform to the optimum I’m provided with adequate resources likecomputer, phone, work station, stationary etc.

Showing the response of employees,

Particular No of samples PercentageVery Satisfied 18 60

Satisfied 7 23Neither satisfied nor dissatisfied 0 00

Dissatisfied 3 10

Very Dissatisfied 2 06

Total 30 100

Very Sa

tisfied

Satisfi

ed

Neither

satisfi

ed nor d

issati

sfied

dissati

sfied

Very diss

atisfi

edTo

tal

0102030405060708090

100

No. of SamplesPercentage

No. of SamplesPercentage

From the above table 83% of the people agreed that the company providesenough equipment for the employees to perform the work effectively. And only16% of people had different opinion.

10. I feel physically safe in my working environment.

Showing the response of employees,

Particular No of samples PercentageVery Satisfied 15 50Satisfied 10 33Neither satisfiedNor dissatisfied 2 06Dissatisfied 3 10Very Dissatisfied 0 00Total 30 100

very

satisfi

ed

satisfi

ed

neither

satisfi

ed nor d

issati

sfied

dissati

sfied

very

dissati

sfied

Total

0102030405060708090

100

No. of samplesPercentage

No. of samplesPercentage

From the above table it is shown that 83% of the people were satisfied with theworking environment in the organization and 10% of people had different opinionto this.

11. The process and procedures adopted by my company to evaluate andpromote the employees is fair.

Showing the responses of the employees,

Particular No of samples PercentagePoor 2 6Low 3 10Average 5 16Good 10 33Excellent 10 33Total 30 100

Poor Low Average Good Excellent Total

0

10

20

30

40

50

60

70

80

90

100

No. of saplesPercentage

No. of saplesPercentage

From the above table 66% of the people had a good opinion about theprocedures adopted to evaluate and promote the employees and 33% of peoplehad different opinion.

12. My supervisor treats me fairly in work related issues like acknowledges mywork, open to hear my opinions and helps me develop to my fullest potential.

Showing the responses of the employees,

Particular No of samples PercentageStrongly agree 18 60Agree 8 26Neither agreeNor disagree 1 03Disagree 2 06Strongly Disagree 1 03Total 30 100

Strongly Agree Agree Neither

agree nor disagree

Disagree Strongly Disagree Total

0

10

20

30

40

50

60

70

80

90

100

No. of samplesPercentage

No. of samplesPercentage

From the above table we can conclude that 86% of the people had agreed thattheir supervisor treats the employees in a fair manner and only 10% of peoplehad a different opinion.

13. In the workplace my co-workers give due respect to my thoughts and feelingsand demonstrate a positive attitude.

Showing the responses of the employees,

Particular No of samples PercentageStrongly agree 15 50Agree 10 33Neither agree Nor disagree 2 06Disagree 2 06Strongly Disagree 1 03

Total 30 100

Strongly agree Agree Neither

agree nor disagree

Disagree Strongly disagree Total

0

10

20

30

40

50

60

70

80

90

100

No. of samplesPercentage

No. of samplesPercentage

The above table shows that 83% of people had a healthy relationship with the coworkers and they demonstrate a positive attitude which helps the employee toshare the ideas freely with them.

14. This organization provided as much initial training and on going training as Ineeded.

Showing the responses of the employees,Particular No of samples PercentageStrongly agree 17 56Agree 10 33Neither agree Nor disagree 3 10Disagree 0 00Strongly Disagree 0 00

Total 30 100

Strongly Agree Agree Neither

agree nor disagree

Disagree Strongly disagree Total

0

10

20

30

40

50

60

70

80

90

100

No. of samplesPercentage

No. of samplesPercentage

From the table it is shown that about 89% of the people agreed that the companyhad provided enough ongoing as well as initial training as needed.

15. The compensation is proportional to the contributions that I make.

Showing the responses of the employees,

Particular No of samples PercentageYes 22 73No 8 26Total 30 100

YesNo

Total

0

10

20

30

40

50

60

70

80

90

100

No. of samples

Percentage

No. of samplesPercentage

From the data available about 74% of the people agreed that the compensationwas proportional to the contribution made by the employee.

16. In my company, I’m satisfied with the administration of compensation,benefits and reimbursement programs.

Showing the responses of the employees,

Particular No of samples PercentageVery Satisfied 5 16Satisfied 10 33

Neither satisfiedNor dissatisfied 5 16Dissatisfied 8 26Very Dissatisfied 2 6Total 30 100

Very sa

tisfied

Satisfi

ed

Neither

satisfi

ed nor d

issati

sfied

Dissati

sfied

Very diss

atisfi

edTo

tal

0102030405060708090

100

No. of samplesPercentage

No. of samplesPercentage

From the above table it is shown that 49% of the people were satisfied with theadministration of compensation benefits and reimbursement programs and only32% of people had a different opinion.

17. In my company the overall benefit plan fulfills all mine and my family’sminimum needs.

Showing the responses of the employees,

Particular No of samples PercentageVery Satisfied 9 30Satisfied 7 23Neither satisfied Nor dissatisfied 10 33Dissatisfied 2 06Very Dissatisfied 1 03Total 30 100

Satisfi

ed

Very sa

tisfied

Neither

satisfi

ed nor d

issati

sfied

Dissati

sfied

Very Diss

atisfi

edTo

tal

0102030405060708090

100

No. of samplesPercentage

No. of samplesPercentage

From the above table 53% of the people were satisfied with the compensationpaid by the company and 9% of the people were dissatisfied with thecompensation benefits and 33% of the people were neither satisfied nordissatisfied.

18. When it comes to compensation, my performance is a major yardstick.

Showing the responses of the employees,

Particular No of samples PercentageVery Satisfied 5 16Satisfied 7 23Neither satisfied Nor dissatisfied 10 33Dissatisfied 4 13Very Dissatisfied 4 13Total 30 100

Very sa

tisfied

Satisfi

ed

Neither

satisfi

ed nor d

issati

sfied

Dissati

sfied

Very sd

issati

sfied

Total

0102030405060708090

100

No. of samplesPercentage

No. of samplesPercentage

From the above table 39% of people agreed that performance was the majoryardstick to evaluate the compensation in the company.

19. I would like to recommend employment at my company to a friend.

Showing the responses of the employees,

Particular No of samples PercentageYes 21 70No 9 30Total 30 100

YesNo

Total

0

10

20

30

40

50

60

70

80

90

100

No. of samples

Percentages

No. of samplesPercentages

From the above information 70% of people were willing to suggest a friend to jointhe company which shows a due respect towards organization.

20. I plan to continue in my company at least two more years.

Showing the responses of the employees,

Particular No of samples PercentageYes 17 56.No 13 43Total 30 100

YesNo

Total

0

10

20

30

40

50

60

70

80

90

100

No. of samples

Percentage

No. of samplesPercentage

From the above table 56% of people were willing to stay in the company for thecoming two years, this shows the company had succeeded in retaining theemployees.4.5 Summary of findings.According to the survey 83% of employees are satisfied with thejob, this clearly shows that the most of the employees has a feelingof job satisfaction, which is the major factor for measuring the jobsatisfaction.

The employees in the organization have got a clear understandingabout the leadership and planning. The report showing 60% and40% on the care taken by leaders and confidence on the leader’srespectively.A fair and good corporate culture and communication ismaintained in the organization. Tough the communication part70

regarding the financial status is comparatively low i.e. 66% this isdue to the confidentiality maintained by the company for severalpurposes, the treating of employees has gained 90% in the survey.As per the survey the employees are aware of their role in thesuccess of the organization, this is also a critical factor in theemployee engagement. The report says 100% of people are awareof their role, 89% of people are willing to walk extra mile foraccomplishing the goals. This is a positive attitude from theemployee side.The working environment i.e. the place where employees work isalso a major factor to be considering engaging the employees. Asper the survey 83% of employees given a positive response andare satisfied with the working environment.The relation with the immediate supervisor or sub ordinate is also

a major thing for the employees to share their views freely. As perthe survey the supervisors are given enough freedom foremployees to take decision and there exist a fair relationshipbetween the supervisor and employee.The major part where the employees are found dissatisfied is theprocess and procedures in the company to evaluate and promotethe employees. The satisfaction level is 53%, a point to work on.As per the survey it is shown that, in the work place the coworkersgive due respect to thoughts and feelings and demonstrate apositive attitude. The percentage of people agreed to this fact is83%.The training and development is an important thing for theemployees to get motivated and engaged, as per the study 86% ofpeople agree to the initial and ongoing training adopted in theorganization.71

Finally it comes to compensation and benefits now, anyorganization for that matter have a problem in satisfying theemployees in this issue. In the survey major differentiation are heldin this issue i.e. 26% of people doesn’t agree that compensation isproportional to performance and 27% of people doesn’t agree thatcompensation structure full fill the needs of the family, and when it

comes performance as a yardstick for deciding the compensation39% of people agreed to that.From the above findings we can conclude the followingBelief in the organization.Desire to work to make things better.Respectful of, and helpful to, colleagues.Willingness to ‘go the extra mile’.A perception that the organization enables theemployee to perform well.A willingness to behave altruistically and be a goodteam player.

The above attributes demonstrate the high employee engagement.

SUMMARY AND CONCLUSIONS5.1 Summary of learning experienceThe following are some of the learning tasks that are experienced inthe management training.1. Learned how to interact with the employees when they comefor queries.2. Good grip on the ms excel, due to making reports forattendance and other works.3. Known the job profiles of different departments in thecorporate.4. Experienced how to interact with the executives andmanagers in the hr department.5. Experienced the problems of balancing of work life and studylife.6. Learned to coordinate in the events and made an active

participation.7. Learned to take up responsibilities.5.2 Conclusions and RecommendationsCONCLUSIONEmployee Engagement is the buzz word term for employeecommunication. It is a positive attitude held by the employeestowards the organization and its values. It is rapidly gainingpopularity, use and importance in the workplace and impactsOrganizations in many ways. Employee engagement emphasizes theimportance of employee communication on the success of abusiness. An organization should thus recognize employees, morethan any other variable, as powerful contributors to a company'scompetitive position.Therefore employee engagement should be a continuous process oflearning, improvement, measurement and action. We would henceconclude that raising and maintaining employee engagement lies inthe hands of an organization and requires a perfect blend of time,effort, commitment and investment to craft a successful endeavor.Employee engagement is the sum total of the work place behaviordemonstrated by the people. Such behavior is characterized by:· Belief in the organization· Drive to work to make things better

· Understanding of business context· Respect and support for others· Desire to learn new skills.The level of employee engagement affects key results such as sales,customer satisfaction, and innovation and employee turnover. Anengaged workforce is capable of delivering sustained differentiationand a significant competitive advantage.RECOMMENDATIONSEncouraging empowerment. Empowerment is the ability tomake decisions within the work environment without havingto get prior approval. Empowered employees feelownership for their jobs and their roles in them. Animprovement in this aspect is needed.Some kind of transparency must be maintained in knowingthe business status of the organization. Meetings must beconducted at the end of financial year to create awarenessin the employees about the financial status of theorganization.There must be a clear picture for the employees in knowingthe procedures of formulating the compensation structure becausemajor differentiation is seen in the satisfaction levels. A fair pay mustbe incorporated when performance is taken as the major yardstick.To take up feedback periodically from the employeesregarding the motivation aspects and they must be givenliberty to question for procedures on compensation if theyare not satisfied.

BIBLIOGRAPHYReference Books:1. Personnel Management byC.B. Mamoria, C.S.Mamoria & Gankar.2. Personnel and Human Resource Management by75

P. Subba Rao.3. Human Resource Management by.Dr. P G Aquinas1. Web site.www.google.comwww.parleproducts.com

Annexure

My name is Mehak Katyal. I am pursuing my BBA in Mody Institute of Technology & Science,Rajasthan, as a part of my curriculumI am doing my project in PARLE PRODUCTS PVT. LTD These aresome of the survey questionnaires on EMPLOYEE ENGAGEMENT;please take a few minutes to complete this study.

QUESTIONNAIRE

Name (optional): _________________________

Age: _________________________

Sex: _________________________

Experience: _________________________

1. Overall, how satisfied are you with current job? (check oneresponse)

Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied

2. The leaders of the company care about the employees well being?

Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied

3. Do you have confidence in the leadership of this organization?

Yes No

4. Do you have a good understanding how this organization is doingfinancially?

Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied

5. In the company the Employees are treated fairly regardless of race,color, gender, religion etc.

Yes No

6. When working, your company inspires and motivates you toperform to the best of your abilities – every day.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

7. I understand the importance of my role to the success of thecompany?

Yes No

8. When it comes to the company’s success, I walk that extra mileand exceed the expectations of my employers.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

9. To perform to the optimum I’m provided with adequate resourceslike computer, phone, workstation, stationary etc.

Yes No

10. I feel physically safe in my working environment

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

11. The process and procedures adopted by my company to evaluateand promote the employees is fair.

Poor Low Average Good Excellent

12. My supervisor treats me fairly in work related issues like acknowledge my work, open to hear my opinions and helps me develop to my fullest potential.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

13. In the workplace my co-workers give due respect to my thoughtsand feelings and demonstrate a positive attitude.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

14. This organization provided as much initial training and on goingTraining as I needed.

Strongly agree

Agree Neither agree nor disagree Disagree Strongly disagree

15. The compensation is proportional to the contributions that I make.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

16. In my company, I’m satisfied with the administration of compensation, benefits and reimbursement programs.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

17. In my company the overall benefit plan fulfills all mine and myfamily’s minimum needs.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

18. When it comes to compensation, my performance is a majoryardstick.

Yes No

19. I would like to recommend employment at my company to a

friend.

Yes No

20. I plan to continue in my company at least two more years.

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree 21. Are there any suggestions to improve your job satisfaction?

…………………………………………………………………………………………………………………………………………………

Notes

REASON OF PARLE-G MAINTAINING ITS PRICE OF RS.4.00 FOR MTHE LAST 25YRS???? 

• Low profit margin. • Decrease in weight per biscuit. • Bulk purchase of raw material. 

• Reduced wastage- 1% of the 115 TONES • Increased productivity. • Availability in remote places. • Avoid sophisticated packing. • 100g pack costing Rs 4 has net weight of 93.5g from Jan•2008. • Parle-G has seen the variation in sales due to increase in price. By mere 50 paise in 1995.

Parle-G facts If a month’s production of Parle-G biscuits are

stacked side-by-side, the distance between Earth to Moon of 7.25 lakh kilometres can be covered.

100 crore (1 billion) packs of Parle-G are produced monthly.

Parle-G biscuits are sold in more than 50 lakh (5 million) retail stores.

4,551 Parle-G biscuits are consumed per second. Parle-G sells more than all the biscuit brands sold

in China which is the fourth largest biscuit market in the world.

From mid-90s to mid-2000 the price of Parle-G packs remained unchanged.

Value for MoneyParle-G is also a complete ‘value for money’ product. Parle-G has held its price line

fixed from 1994 to 2008 to Rs 4 a pack. In 2008, the price was increased to Rs 4.50,

but the company went back to Rs. 4 soon by reducing the weight marginally. Today

Parle-G is available at Rs 1, Rs 2, Rs 3, Rs 4, Rs 5, Rs 10, Rs 20 and Rs 50.

One of the major strength of the Parle-G biscuit is that the biscuit is available even in

the most remote places in India. One can easily find a Parle-G pack in villages with a

population of 500.

HealthParle-G is rightly described as “Swad se bhara, swasthya se bhara!” meaning full with taste, full with health. Besides its universally likable taste, the biscuit is often carried by people suffering from Low BP, which act as energizers in emergencies. People suffering from Diabetes too carry them to increase the glucose level in their body. Parle-G’s health platform makes the brand more popular among common masses. A single pack of biscuit offers 450 calories.

News

Parle to launch premium glucose biscuitSagar Malviya, ET Bureau May 14, 2012, 02.31PM IST

Tags: Parle Products |

Parle G Gold | Parle G | Mayank Shah | biscuit and confectionery manufacturer

Parle Products, India's largest biscuit and confectionery manufacturer, has entered the premium market by launching Parle G Gold to target the urban markets.Parle G is by far the leader in the glucose biscuit category for more than seven decades.Commenting on the launch of Parle G Gold, Mr. Mayank Shah, Group Product Manager, Parle Productssaid, "The glucose segment has not seen any action or any significant launch in last few years, thus making it a good time to launch Parle G Gold. With the consumer preferences and needs changing with time, we would like to offer them an option of premium glucose biscuit with richer formulation.

Parle G Gold offers exactly the same to them. With this new launch we are looking at increasing glucose category by 15% over the next financial year."The new product is currently available in and around Mumbai and the company is planning to extend its

presence for Parle G Gold, across India in phased manner.Glucose is the one of the oldest category in the biscuit market, contributing close to 35% in volume to the entire Indian market.Parle G dominates the glucose segment with 80% market share, catering to every spectrum of the society. The glucose category growth is 15%, which is largely driven by Parle G.The product is currently available in pack size of 100 grams at Rs.10 price point across kirana and modern trade outlets.