1

A PROJECT REPORT

ON

Exit Interview Analysis

OF

Reliance Industry

Limited Hazira, Surat

2

TABLE OF CONTENTS:

1. ACKNOWLEDGEMENT

2. EXECUTIVE SUMMARY

3. STATEMENT OF OBJECTIVE

4. INTRODUCTION

5. DISH TV- AN OVERVIEW

6. SWOT ANALYSIS OF DISH TV

7. PMS AT DISH TV

8. FOCUS OF PMS

9. VARIOUS PERFORMANCE MEASURES

10. COMPETENCIES& EVALUATION

11. COMPETENCIES& RATINGS

12. VALUES

13. POTENTIAL APPRAISAL

14. RATINGS ON POTENTIAL

15. REMOVAL OF DIFFICULTIES OF THE SYSTEM

16. GENERAL

17. FEEDBACK

3

ACKNOWLEDGEMENT

I feel very happy and proud on completion of this project. This project was very interesting

and a learning experience for me.

The satisfaction and euphoria that accompanies the successful completion of any task would

be incomplete without the mention of the people who made it possible and whose constant

guidance and encouragement served as the beacon of the lightened crowned my effort with

success.

It is my privilege to express through the page of report a few word of gratitude to all those

who have guided and inspired me along.

I would also like to thank her for giving me relevant information for this project.

Yours Sincerely,

Anjali Sharma

4

INDEX

SR.NO Topic PAGE NO.

*** Acknowledgement 2

*** Declaration 3

1 Executive Summary 5

2 Company’s profile 7

3 Finance Department 25

4 Marketing Department 28

5 Production Department 30

6 Human Resource Department 33

7 Industrial Relations 51

8 Introduction of the study 57

10 Research Methodology 78

11 Data Analysis and Interpretation 79

12 Overall Result 88

13 Conclusion 88

14 Suggestions 88

14 Bibliography 89

5

Executive Summary

Reliance Industries Ltd. has given me the opportunity to understand and study the Human

Resource activity in depth and build an idea on what I should aim in future. Other than

having a corporate exposure I have realized how important Human Resource activities are for

every organization.

During the training, first step started by meeting the people of HR department, Admin

department and IR department to gain practical knowledge. Each employee made aware of

their daily routine duties they perform in the organization, the duties were clearly understood

and it was written in own words. By the completion of meeting the people, second step was

to choose a major topic, and the opportunity was given to choose a topic called Exit Interview

Analysis (Interview conducted for the employees who are set to leave the job). This topic

really helped to gain live knowledge of exit interview done in the organization for the welfare

of the employees.

Apart from the project it was grateful to update knowledge by helping HR department in

some of the routine work like study on various policies of Reliance, checking the papers of

new apprentice and some day to day work of generating list on excel as and when required

which made me more conversant with Microsoft and also enhanced knowledge and

confidence level.

6

COMPANY

PROFILE

7

INTRODUTION

http://www.ril.com/html/aboutus/aboutus.html

Reliance Group:

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India’s largest private

sector enterprise, with businesses in the energy and materials value chain. Group’s annual

revenues are in excess of US$ 44 billion. The flagship company, Reliance Industries Limited,

is a fortune global 500 company and is the largest private sector company in India.

Backward vertical integration has been the corner stone of the evaluation and group of

Reliance. Starting with textiles in the late seventies, Reliance perused a Strategy of backward

vertical integration – in polyester, fiber intermediate, plastics, petrochemicals, petroleum

refining and oil and gas exploration and production – to be fully integrated along the

materials and energy value chain.

The group’s activities span exploration and production of oil and gas, petroleum refining and

marketing, petrochemicals (polyester, fiber intermediate, plastic and chemicals), textiles,

retail and special economic zones.

Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fiber

in the world and among the top five to ten producers in the world in major petrochemical

products.

Major group companies are Reliance Industries Limited (including main subsidiary Reliance

Retail limited) and Reliance Industrial Infrastructure Limited.

8

FOUNDER CHAIRMAN

Dhirubhai H. Ambani

Founder Chairman Reliance group

December 28, 1932 – July 6, 2002

“Growth has no limit at Reliance. I keep revising my vision, only when you can dream at you

can do it.”

Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global

leader in the materials and energy value chain businesses.

He is credited to have brought about the equity cult in India in the late seventies and is

regarded as an icon for the enterprise in India. He epitomized the spirit ‘Dare to dream and

Learn to excel.’

The Reliance group is a living testimony to his indomitable will, single minded dedication

and an unrelenting commitment to his goals.

http://www.ril.com/html/aboutus/founder.html

9

GROWTH THROUGH GOVERNANCE

Reliance is in the forefront of implementation of corporate governance best practice.

Corporate Governance at reliance is based on the following main principles:

Constitution of a Board of Directors of appropriate composition, size, varied expertise

and commitment to discharge its responsibilities and duties.

Ensuring timely flow of information to the board and its committees to enable them to

discharge their functions effectively.

Independent verification and safeguarding integrity of the company’s financial

reporting.

A sound system of risk management and internal control.

Timely and balanced disclosure of all material information concerning the company

to all stakeholders.

Transparency and accountability.

Compliance with all the applicable rules and regulations.

Fair and equitable treatment of all its stakeholders including employees, customers,

shareholders and investors.

10

BOARD COMMITTEES

The board has established the following committees to assist the board in discharging its

responsibilities:

Audit Committee

Remuneration Committee

Shareholders’/Investors’ Grievance Committee

Finance Committee

Health, Safety and Environment Committee

Corporate Governance and Stakeholders’ Interface Committee

Employees stock Compensation Committee

The Board has Adopted character setting for the roles and responsibilities of each of the

above committees as well as qualifications for committee membership, procedures for

committee members’ appointment and removal, committee structure and operations and

reporting to the board. The board may constitute new committees or dissolve any existing

committee, as it deems necessary for the discharge of its responsibility.

11

PRODUCTS AND BRANDS

The company expanded into textiles in 1975. Since its initial public offering in 1977, the

company has expanded rapidly and integrated backward into other industry sectors, most

notably the production of petrochemicals and the refining of crude oil.

The company from time to time seeks to further diversify into other industries. The company

now has operations that span from the exploration and production of oil and gas to the

manufacture of petroleum products, polyester products, polyester intermediates, plastics,

polymer intermediates, chemicals and synthetic textiles and fabrics.

The company’s major products and brands, from oil and gas to textiles are tightly integrated

and benefit from synergies across the company. Central to the company’s operations is its

vertical backward integration strategy; raw materials such as PTA, MEG, ethylene propylene

and normal paraffin that were previously imported at a higher cost and subject to import

duties are now sourced from within the company. This has had a positive effect on the

company’s operating margins and interest costs and decreased the company’s exposure to the

cyclicality of markets and raw materials prices. The company believes that this strategy is

also important in maintaining a domestic market leadership position in its major product lines

and in providing a competitive advantage.

The company’s operations can be classified into four segments namely:

Petroleum Refining and marketing business

Petrochemicals business

Oil and gas exploration and Production business

Others

The company has the largest refining capacity at any single location.

12

The company is:

Largest producer of Polyester, Fibber and Yarn

4th largest producer of Para xylene (PX)

5th largest producer of Polypropylene (PP)

7th largest producer of Purified Terephthalic Acid (PTA) and Mono Ethylene Glycol

(MEG)

Growth through Recognition:

Reliance has merited a series of awards and recognitions for excellence for businesses and

operations.

Leadership:

Shri Mukesh Ambani, Chairman and Managing Director, RIL, has been nominated to

a “Key advocacy group of Millennium Development Goals’, whose mandate includes

finding ways to fight socio – economic evils such as poverty, by the United Nations in

2010. Shri Ambani is the only Indian to be a part of the MDG Advocacy Group that

comprises eminent international personalities.

Shri Mukesh Ambani has been re - elected as Vice Chairman of the business council

for sustainable developments (WBCSD) executive committee for a second

consecutive term in 2010.

The foundation board of the world economic forum (WEF) elected Shri Mukesh

Ambani on its Board. WFFs mission is to improve the state of the word and the

elected board members make valuable contribution to this mission through their

involvement.

13

Shri Mukesh Ambani received the prestigious Dwight D Eisenhower Global

Leadership Award at the Business Council for International Understanding Annual

Global Awards Gala in 2010.

The Asia Society, New York presented the ‘Global Vision Award’ to Shri Mukesh

Ambani, honouring global leaders who help promote understanding between Asian

and American in 2010.

Shri Mukesh Ambani received the NDTV Profit Business Leadership Award 2010

from the Finance Minister, Government of India, in 2010.

The senior editor of financial chronicle unanimously voted Shri Mukesh Ambani as

‘Businessman of the year for 2010’.

Shri PMS Prasad was bestowed with the “Outstanding Achievement Natural Gas”

Award at the OCEANTEX 2010.

Corporate Ranking and Rating:

RIL continues to be featured, for the sixth consecutive year, In the Fortune Global 500

list of the World’s Largest Corporations, ranking for 2010 is as follows:

Ranked 175 based on revenues

Ranked 100 based on profits

RIL is ranked 68th in 2010, In the Financial Times ‘FT Global 500 list of the World’s

Largest Companies (up from previous year’s 75th rank).

RIL has been ranked at 20th position, on the bases of sales, in the ICIS Top 100

Chemicals Companies list RIL is the only Indian Company in the world’s Top 20

Chemical Companies in the Global Ranking. RIL has also been named as the 8th

biggest in the list terms of operating profits.

14

RIL is the only Indian Company to get a perfect score from CLSA Asia. Pacific

Markets (CLSA) in a list of Asia’s best companies in the terms of CSR and Termed

the Company as the region’s ‘Corporate Good Guy’. In the “Ethical Asia” 2010

report, CLSA has named RIL among its top picks for providing very good data and

going well beyond required disclosure.

RIL is rated as the 33rd “Most Innovative Company in the world” in a survey

conducted by the US financial publication. Business week in collaboration with the

Boston Consulting Group (BCG). Further, in 2010, BCG has ranked RIL second

amongst the world’s 10th biggest, “Sustainable Value Creators”, companies for

creating the most shareholders value for the period 2000 to 2009.

PROJECT MANAGEMENT:

E &P Division received the petrotech – 2010 Special Technical Award in the ‘Project

Management’ category for completion of their Krishna Godavari Gas project ahead of

schedule.

HEALTH, SAFETY, AND ENVIRONMENT:

Allahabad Manufacturing Division received a rating of 90% for its

environmental initiatives from British Safety Council in 2010.

Barabanki Manufacturing Division received ‘5 Star Rating on BSC

Environment’ from British Safety Council in 2010.

Dahej Manufacturing Division received ‘Greentech Environment Excellence

Award 2010 – Gold’ for its excellence in environment practices from

Greentech Foundation in 2010.

15

Dahej Manufacturing Division received the ‘National Award for the

Prevention of Pollution in Petrochemicals Sector’ for its excellence in

environment practices from the ministry of Environment & Forests,

Government of India, in 2010.

Dahej Manufacturing Division received “Our Cup of Joy India’s Best

Practices on Water Confederation of Indian Industry (CLL) October 2010”.

Award for the Best Practice of Water Conservation of “Utilizing Cooling

Tower Blow down Water for Irrigation Purpose”.

Hazira Manufacturing Division received the DuPont Safety Award for

outstanding Initiative towards work place safety enhancements and accident

prevention in 2010, thus making RIL the first Indian/Asian Company to win

this award.

Hazira Manufacturing Division received the British Safety Council’s (BSC),

Five Star Environment Award for its “Beyond Compliance” Initiatives, best

environmental practices innovations and resource conservation efforts in 2010.

Hazira Manufacturing Division won the UK Energy Institute’s Safety Award

for ‘Road Safety TRUST Programme’ in 2010, making RIL the first

Indian/Asian Company to win this award.

Hazira Manufacturing Division won the FGI Award for Excellence in

Environmental Pollution Abatement and Preservation in 2010.

Hazira Manufacturing Division won CLL’s Best Environmental Practice

Award under “Most Innovative Project” and “Innovative Project” category in

January 2011.

Hoshiarpur Manufacturing Division, for four consecutive years in a row won

the “State Safety Award” from Punjab Industrial Safety Council & Chief

Inspector of Factories, Punjab in 2011.

16

Jamnagar manufacturing Division Domestic Tariff Area (DTA) Refinery

received the ‘Golden Peacock Award for occupational Health & Safety” for

pace setting performance in OH and Safety in 2010.

Jamnagar Manufacturing Division DTA Refinery received “Safety Innovation

Award” from Safety & Quality forum of Institute of Engineers (India).

Jamnagar Manufacturing Division DTA Refinery won the “Greentech

Platinum Award (2010)” Safety Category, in Petroleum Refinery Sector for its

outstanding achievement in Safety Management.

Jamnagar Manufacturing Division has been granted by The Nation

Accreditation Board for Laboratories (NABL0, Ministry of India, “NABL

accreditation “based on ISO 15189: 2007 for the DAOH & FWC Medical

Laboratory.

Jamnagar Manufacturing Division Special Economic Zone (SEZ) Refinery

received ‘5 star Award for Health & Safety ‘ from British Safety Council for

sustained performance in Health &Safety in 2010 .

Jamnagar Manufacturing Division SEZ Refinery has won the prestigious

‘Greentech Environment Excellence Award 2010’ in Gold Category in

petroleum Refinery Sector for its best practices in Environment Management.

Jamnagar Manufacturing Division SEZ Refinery has been selected as the

winner of the “10th Annual Greentech Safety Award 2011” ‘in platinum

category in the petroleum Refinery Sector.

Nag thane Manufacturing Division received the “Vana Shree Award “from the

state Government of Maharashtra in 2010.

17

Nagpur Manufacturing Division received the “Sword of Honour “from the

British Safety Council in 2010.

Vadodara Manufacturing Division received the CLL Environmental Best

Practice Award in 2011.

ENERGY AND WATER CONSERVATION /EFFICIENCY

Hazira Manufacturing Division won the “Excellent Energy Efficiency Unit

Award for FY 2009-10’ from CLL in 2010.

Dahej Manufacturing Division bagged the “Excellent Energy Efficiency Unit

Award 2010’ for its Energy Conservation efforts from CLL in 2010.

Dahej Manufacturing Division received the “National Energy Conservation

Award 2010” for its energy conservation initiatives from the Ministry of

Power’ Government of India.

Jamnagar Manufacturing Division received the “Nation Award for Excellence

in Energy Management “for its energy conservation techniques from CLL in

2010.

Jamnagar Manufacturing Division received the ‘I.C.C. Award for Excellence

in Energy Management’ for its energy performance from the Indian Chemical

Council in 2010.

18

TECHNOLOGY, PATENTS, R&D AND INNOVATION

Nagpur Manufacturing Division received the “Innovation Quest 2010

Trophy” instituted by the Indian Institution of Industrial Engineering.

E&P’S KG-D6 won the “Innovation for India Awards 2010” Instituted by

the Marcie Innovation Foundation for their Combined Synthesis of

advanced technologies, extreme engineering, innovative execution,

Yielding unprecedented results and impact on India’s energy Security.

Hazira Manufacturing Division won the “Innovative Project” from the CLL

in 2010.

Hazira Manufacturing Division won the FGI Federation of Gujarat

Industries Award for technology development in 2010.

Hazira Manufacturing Division won the Indian Chemical Council Award

for Chemical Plant design and engineering in 2010.

Reliance Technology Group (RTG) received “Certificate of Merit” from

the Federation of Gujarat Industries and “ICC award for excellence in

chemical plant design and engineering “in 2010.

RETAIL

Reliance Footprint received the Retailer of the year award in the Non

Apparel and Footwear Category at Asia Retail Congress Role.

19

Reliance Timeout received the Retailer of the year Award in the Leisure

Category at Asia Retail Congress 2010.

Vision Express was bestowed the ‘Award 2010’ for its contribution by the

Netherlands India Chamber and Trade in 2010.

Reliance Trends received the ‘Retail Marketing Campaign of the year ‘at

the Asia Retail Congress 2010.

Reliance Trends received the ‘Impactful Retail Design and visual

Merchandising of the year Award ‘at the Asia Retail Congress 2010.

SUSTAINABILITY

Jamnagar Manufacturing Division won the ‘Golden Peacock Global

Award for Sustainability for the year 2010’.

20

Major Companies in the industry:

The scope of petrochemical industry is potentially huge. With the trend in the global market

shifting, India can become one of the leaders in this industry on a global basis.

Petrochemical industry is an important part of the Indian economy because it fulfils the needs

of major industries like textile, telecoms, power, cables, plastics, etc.

The competitors in the market are attracted to the Indian petrochemical industry for its

benefits. The per capita consumption of synthetic fibers, synthetic rubber, plastic and

polymers in India is lower than the per capita consumption worldwide, but interestingly, the

growth of the petrochemical industry in India in recently time was around 15%, whereas the

growth in the petrochemical industry globally was only 4%. In the future, there is a huge

scope for the Indian petrochemical industry in the global market for petrochemicals and

petrochemical bases products. This world makes way for the entry of new companies in the

Indian market.

The industry is divided into three basic petrochemicals such as Olefins; Aromatic compounds

intermediate petrochemicals, end products, synthetic filurs and synthetic rubber. As the

general trend in the global arena of the petrochemical market has shifted to the middle-East

and Asia from the west, India stands a good chance in providing a lucrative market to the

world.

In the present scenario the scope of petrochemical industry is very good as the government

regulations are aligned with the industry and is playing an important part. The regulation

have opened the market that is full of scope for the rapid growth of industry and in turn, the

growth of the economy.

The supply and demand situation and the pricing views in the industry are also among the

factors for the growth. With fierce competition in the secretor, there is every change the

superb quality products will be produced in order to stay ahead of competitors.

The encouragement for investment has been another growth factor for the petrochemical

industry. The capacity of different product lies in the production, segmentation and

consumption trend of its production and so the economies of scale play a very important role

in the profit making mechanism of this industry, thereby determining the scope of each of the

competitors in the industry.

21

The major Indian companies in this sector are:

Reliance Industries Ltd.

Gas Authority of India Ltd.

Indian Petrochemicals Corporation Ltd.

Grasim Industries Ltd

Indo Rama Synthetics Ltd.

22

INTERNATIONAL BUSINESS

During the year, Reliance entered into one of the fastest growing opportunities emerging in

the U.S. unconventional gas business through three upstream joint ventures. These joint

ventures will materially increase Reliance’s resources base and provide Reliance with an

entirely new platform to grow its exploration and production business while simultaneously

enhancing its ability to operate resource projects in the future.

RIL – Chevron

RIL, through its subsidiary, Reliance Marcellus LLC, entered into a joint venture with Atlas

Energy, Inc. (now owned by Chevron Corporation) under which Reliance acquired a 40%

interest in Atlas’ core Marcellus shale acreage position. While Atlas will serve as the

development operator for the joint venture, Reliance is expected to begin acting as

development operator in certain regions in coming years as part of the joint venture. Under

the framework of the joint venture, Atlas will continue acquiring leasehold in the Marcellus

shale region and Reliance will have the option to acquire 40% share in all new acreage.

Reliance also obtain the right of first offer with respect to potential future sales by Atlas of

around 280,000 additional Appalachian acres currently controlled by Atlas.

RIL – Pioneer

RIL, through its subsidiary, Reliance Eagle ford Upstream LP, entered into a joint venture

with Pioneer Natural Resources Company under which Reliance acquired a 45% interest in

Pioneer’s core Eagle Ford shale acreage position in two separate transactions. Pioneer and

Newpek LLC, Pioneer’s existing partner in Eagle Ford, simultaneously conveyed 45% of

their respective interest in the Eagle Ford to Reliance. The joint venture plans to increase the

current drilling programme to approximately 140 wells per year within three years.

Additionally, Reliance and Pioneer formed a midstream joint venture that will service the

gathering needs of the upstream joint venture. Reliance’s subsidiary, Reliance Eagle ford

Midstream LLC, paid $ 46 million to acquire a 49.9% membership interest in the joint

venture. Pioneer and Reliance will have equal governing rights in the joint venture and

Pioneer will serve as operator.

23

RIL – Carrizo

RIL, through its subsidiary, Reliance Marcellus II, LLC, entered into a joint venture with

Carrizo Oil & Gas, Inc.

Under the transaction, Reliance acquired a 60% interest in Marcellus shale acreage in Central

and Northeast Pennsylvania that was held in a 50:50 joint venture between Carrizo and ACP

II Marcellus LLC, an affiliate of Avista Capital Partners. Pursuant to the transaction, Reliance

acquired 100% of Avista’s interest and 20% of Carrizo’s interests in the joint venture.

The joint venture will have approximately 104,400 net acres of undeveloped leasehold in the

core area of the Marcellus shale in central and northeast Pennsylvania, of which Reliance’s

60% interest will represent approximately 62,600 net acres. This acreage is expected to

support the drilling of approximately 1,000 wells over the next 10 years.

Conventional E&P international blocks

RIL has 13 blocks in its international conventional portfolio, including 2 in Peru, 3 in Yemen

(1 producing and 2 exploratory), 2 each in Oman, Kurdistan and Colombia, 1 each in East

Timor and Australia; amounting to a total acreage of over 99,145 sq. Km.

Reliance Exploration & Production DMCC (REP DMCC) has farmed in Block 39 (Peru)

with 10% participation interest and relinquished Block 155 (Peru) where REB DMCC had

28.30% participation interest.

http://www.ril.com/html/business/exploration_production.html

24

Vision and Mission of RIL

Vision

- Create value for the nation by offering competitive goods in material and energy

value chains and infrastructure.

Mission

- Provide economic value to shareholders and investors on a continuous basis.

- Build integrated manufacturing and service facilities to world class standards and

to the most competitive parameters of technology, scale, quality and costs.

- Access and align people skills, knowledge, creativity, funds, materials and service

providers on a globally competitive basis.

- Set standards in addressing consumer interest, ecology, operating safety,

occupational health, and employee welfare and community services.

- Lead markets through continuous capacity, product range expansion and value

oriented policies.

- Seek new avenues for profitability, growth and development and turn ideas into

practice.

25

FINANCE AND

ACCOUNTING

DEPARTMENT

26

FINANCE AND ACCOUNTING DEPARTMENT

The finance & account department of RIL Ltd. Hazira deals with the expenses of the plants

only. The various activities under taken by different section is in view of manufacturing

activities done, working capital, assignment, purchase of raw material and lots of other

things. All the activities are under taken and executed by head office based on facts and

figures received from Hazira.

So the different manufacturing activity like costing, material, accounting, insurance claims,

various cash activities, bill reimbursement and remittance, employee’s wages and salaries

bank recognition and other activities like budgeting and budget services excise and custom

activities are done at hazira.

Here, in Reliance, finance and account department adopts SAP (System Application Product)

programme accounting is divided into five different sections on various activities done they

as follows:

27

Finance & Accounts

dept.

Account payable

Insurance

Payroll

Costing, Budgeting & Central Accounts

Cash & Bank

28

MARKETING

DEPARTMENT

29

Growth through Energy Products

Petroleum Refining and retailing is the second link in RIL's drive for growth and global

leadership in the core energy and materials value chain. RIL has

1.24 million barrels per day (MBPD) of crude processing capacity,

the largest at any single location in the world

The crude oil demand recovered strongly after a period of contraction in 2009. As a

consequence, oil inventories reduced to five-year averages resulting in lowering OPEC spare

capacity. Higher oil production also resulted in lower spare capacity and consequently putting

upward pressure on prices. Higher demand for light products and higher refining utilisation

rates resulted in widening light-heavy differential.

The growing gap between demand and oil supply, coupled with strong crude prices, is

encouraging OPEC producers to further ramp up production. This is resulting in increased

supplies of heavier crudes and further impacting lightheavy differentials. This should cause

light-heavy spread to widen, and hence improved complex refining margins.

For FY-11, Arab light-heavy differential averaged at $ 3.2/ bbl, an increase of 86% over the

previous year.

According to IEA, oil demand in 2010 grew to 87.9 MMBPD, up 3.4% in 2010 vis-Ã -vis

2009. It is pertinent to note that demand growth in 2009 was (-)1.3% vis-Ã -vis 2008 and

therefore, seen in the context of the change over the last 2 years, growth in 2010 was in

excess of 4.5%, the fastest recovery in over a decade. Demand growth in 2010 was driven by

non-OECD countries which contributed to an additional growth of 2.2 MMBPD (5.7% on a

year-on year basis) which was 76% of global demand growth.

http://www.ril.com/html/business/refining_marketing.html

30

PRODUCTION

DEPARTMENT

31

Growth through Energy Security for India

India imports about two-thirds of its crude oil requirement. Exploration and production of oil

and gas is critical for India's energy security and economic growth. Reliance's oil and gas

exploration and production business is therefore inexorably linked with the national

imperative. Exploration and production, the initial link in the energy and materials value

chain, remains a major growth area and Reliance envisions evolving as a global energy

major.

Energy markets have improved significantly over the past 12-15 months as a result of

improved economic growth, higher demand for refined products and limited supplies of crude

oil. In 2010, global oil demand grew by 3.4% (or 2.9 MMBD) to 87.9 MMBD, which is the

highest growth in the last 30 years. Emerging Asia which comprises India and China,

accounted for 40% of the oil demand increase. Global LNG markets also grew by 13% and

are currently at 275 million tonnes per annum (MMTPA).

Crude prices increased 25% during the year wherein Brent oil prices averaged $86.7/bbl vis-

a-vis $69.5/bbl in FY-10. In FY-11, the US benchmark Henry Hub gas prices averaged

$4.13/MMBTU vis-a-vis $3.98/MMBTU in FY-10. Prices remained range-bound in the US

due to excess drilling and lack of export infrastructure. However, Asian LNG prices remained

linked to crude oil and spot prices in recent months touched $10-12/MMBTU.

It is expected that global energy consumption growth will average at around 1.7% per annum

over the next two decades. Of this, non-OECD energy consumption is expected to be 68%

higher by 2030, averaging 2.6% p.a. growth, and accounting for 93% of global energy

growth. OECD energy consumption in 2030 is expected to be around 6% higher than today,

with growth averaging at a measly 0.3% p.a. over the next two decades.

The fuel mix is changing relatively slowly, due to long asset lifetime, but gas and non-fossil

fuels are gaining share at the expense of coal and crude oil. The fastest growing fuels are

renewable (including bio fuels) which are expected to grow at 8.2% p.a. 2010-30; among

fossil fuels, gas grows the fastest (2.1% p.a.).

Non-OECD countries are likely to account for 80% of the global rise in gas consumption,

with growth averaging at around 3% p.a. Demand growth is expected to be the fastest in non-

32

OECD Asia (4.6% p.a.) and the Middle East (3.9% p.a.). It is expected that over the next two

decades, China could consume about 43 BCF per day, which is comparable to that of the 47

BCF per day that EU currently consumes. The growth is expected to remain modest in OECD

markets (1% p.a.), particularly in North America.

Oil continues to suffer a long run decline in market share, while gas is steadily gaining.

Natural gas is projected to be the fastest growing fossil fuel globally. Production is expected

to grow in every region except Europe, with Asia accounting for the world's largest

production and consumption increments.

The IEA estimates that global upstream capital spending, which had fallen by 15% in 2009,

has rebound in 2010 and is pegged at $ 470 billion. Global offshore capital expenditure is

estimated at $ 150 billion and nearly $ 874 billion is expected to be spent over the next five

years. A substantial portion of this investment will flow into deepwater. Deep-water capital

expenditure is pegged at nearly $ 50 billion and deep-water production is set to double in the

next five years. Currently, there are very few fields with water depths of more than 2,000

meters under development. Many of the recent discoveries have been in those water depths.

The capital expenditure sanctioned in this water depth is likely to double by 2012.

The role of unconventional oil is also expected to increase significantly and will touch 10%

of world oil demand by 2035.

India continues to remain amongst the fastest growing economies of the world with a

projected growth of 8-9%. Consequently, India's energy needs are expected to treble by 2035

from 468 million tonnes of oil equivalent (MTOE) to nearly 1405 MTOE. India can fulfill its

agenda for climate change as natural gas used to generate power has half the CO2 emissions

of conventional coal power generation and near-zero sulphur emissions.

http://www.ril.com/html/business/exploration_production.html

33

HUMAN

RESOURSE

MANAGEMENT

34

HUMAN RESOURCE SHARED SERVICES DEPARTMENT – AN

INDRODUCTION

Human Resource department is in the operation with a firm conviction that Human being is

the most important resource among four i.e. Man, Machine, Material and Money in order to

run any industry or business.

Human resource business comprises of Human resource planning, recruitment, selection,

placement and maintaining the motivation level. We also insure administration of wage and

salary, performance level and succession planning for the employees as a long term strategy.

Employee welfare such as accommodation facilities and free quality education to the

employee’s wards takes away most of the tension and worries of the employees. Medical

Insurance coverage of the employees, families and dependent parents are provided.

Training to employees is provided which ultimately develops human potential and

encouragement of individual creativity.

Departmental picnic, get-together, cultural and sports activities are aiming at enhancing the

socialisation process of employees and families. Participation of employees spouse in ladies

club activity connects them with the social services and gives them a sense of fulfilments and

social responsibilities as part of social responsibility.

Our conscious efforts on sound people processes and recognition to human dignity has

resulted into harmonious Industrial relations as by product, which is accepted by union

employees regarding management’s move on quality initiative and change management.

35

HUMAN RESOURCE DEVELOPMENT PHILOSOPHY

Fundamental to the work of the Reliance organization and its ultimate competitive position, is

a respect for the development of the employee through self-help and guidance to foster

common purpose and cohesion.

We believe that:

Our aims of employee development are not just about acquiring skills to solve

specific problems but also expanding minds to address problems and opportunities

which have not become apparent with full understanding of cross functional linkages.

Continuing personal development is the constant obligation of all employees and

constant responsibilities of all Executives, Managers and Supervisors.

The development and use of human potential and a learning organization is our bridge to

continued success in the future.

http://www.reliancemutual.com/Careers/OurPhilosophy.aspx

- Mukesh D.Ambani

36

INTRODUCTION TO THE HUMAN RESOURCE

‘Take my assets but leave me my organization and in five years I will have

it all back’ – Alfred .P. Sloan

Human resource is the most valuable asset for any organization.

Human capital is an appreciating asset at Reliance. As Dhirubhai Ambani says, ‘We bet on

people’, Reliance’s employee skill is its competitive muscle. The skills differentiate Reliance

from its competitors-whether it be through the speedier implementation of a project, or in its

implementation at a cost which is significantly lower that of compensation, or in the ability to

extract more out of capital equipment, even when it ages. These skills are germinated in the

Reliance culture. This culture is fostered in a degree of informality. The organization is

networked. Designations are subservient to the task. Communication is Brownian-it moves in

all direction. The other side of the coin is management discipline, a tight security of ongoing

processes, detail, learning & uncompromising standards of risk management. Targets young

workforce, well qualified team, diverse experience, learning and training, process skills,

technology, reduced manufacturing costs.

The aim behind undertaking a project on the ‘Effective of HRSS’ is to undertake the effective

role of the Human Resource Department in developing and maintaining the Reliance culture.

HRSS GROUP VISION

To provide value added qualitative Human Resource Support Services and strive for

excellence through innovative people management initiatives.

HRSS GROUP MISSION

Evaluate and align people’s skills, knowledge and creativity on a globally

competitiveness basis

Set standards in Employee’s welfare and community services.

Continuous personal development of Human Resource and enhancing their potential

for creating a learning organization for continuous success in future.

37

HRSS GROUP VALUES

Compliance of Ethics Policy

Respect for Human dignity

Adherence to company policy procedures

Employee’s care and satisfaction

Our Customers

Employees of the organization are the customers to the department.

http://www.ril.com/rportal1/DownloadLibUploads/D68RILAnnualreport1999-00.pdf

38

INTRODUCTION, SCOPE & FOREWORD

INTRODUCTION

The HRSS procedure describes:

HRSS is responsible for recruitment, placement, career growth of employees and providing

support services to the plant and other service departments at Hazira Complex.

In addition to this, it is also responsible for manpower planning, recruitment, promotions,

transfers, employee appraisal, development aspects and various other support services

covering the entire gamut of Human Resources Support Services function for the plants and

other service department at Hazira Complex.

HRSS department, being a service department, ensures that the relevant HR policies and

welfare measures are known to all employees. At the time of joining, new joinees (Sr.

Manager and below) undergo a general induction (which is arranged by the Learning Center)

in which welfare measures and HR policies are explained. In addition to this, plant HR

Counsellor of the new joinee apprises him/her of the relevant applicable HR policies. No

record of such induction is kept, but the Company generally arranges such an induction

within three months of an employee’s joining. In case of trainees, Learning Center chalks out

a planned induction, in which personnel related services are explained to them.

The services provided by HRSS department can be largely grouped under two major

categories, viz. deemed and perceived.

The deemed services are rendered directly to the employee by the HRSS department. Such

services include welfare activities, claims under joining etc. HRSS department ensures that

such services are extended to all employees, either at the time of status change or otherwise.

Any changes in such services are intimated to employees by way of individual memos/mails

and/or circulars. HRSS department ensures that employee feedback/query is received in

respect of services provided through Query Management System (QMS). Plant HR

Counsellor refers these and expedites the same as soon as possible.

39

Perceived services are those in which HRSS department plays the role of a facilitator. Such

services may include housing, vehicle maintenance, etc. Since, outcome of such services are

not directly linked with HRSS department’s functioning, employees feedback is primarily

treated as suggestions which might go into improvement of the functional aspects of the

services. As, such suggestions are related to issues coming under the purview of various

agencies, the responsibility of resolving such suggestions is divided accordingly.

In case of new joinees in the Leader Family, HR department gives a structured induction

programme.

SAFETY ASPECTS:-

HRSS department, being a service department, ensures that the relevant safety measures

are taken while carry out the HR activities. HRSS department has its employee working in

offices, due care is taken to ensure safety of these officials.

Office Staff: - Safety Shoes, Uniform are compulsory for all staff members.

Plant HR coordination: - Safety Shoes, Uniform, Safety Helmet are compulsory for all

HR Counsellor placed in plants.

Canteen Boys: - Uniform safety, Shoes and Safety Helmet are made compulsory for all

canteen boys who serve tea and snacks in plants. Risk assessment of the cycle used by the

canteen boys is done to ensure their safety.

Annual Medical Check-up: - All the HRSS officials including the canteen contractor is

subjected to periodic Medical check-up.

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Personal meeting with the persons of HR and IR

TALENT MANAGEMENT

"Talent management is not an end in itself. It is not about developing or creating

succession plans, nor is it about achieving specific turnover rates or ant tactical outcome. It

exists to support the organization's overall objectives, which is business essentially amount to

making money."

In Reliance Talent management is more comprehensive and integrated bundle of activities,

the aim of which is to make sure that organization is not short of talented individuals who are

very productive and help organization perform better through thick and thin by securing the

flow of talent in the organization. It is a continuous process that involves sourcing, hiring,

developing and promoting them while meeting the organization's requirements

simultaneously

It is all about who will replace whom in near future. The employees who give the best to the

organization and have been serving it for a very long time deserves to hold the top position.

ORGANIZATIONAL STRUCTURE:

HR organizational structure is the framework within a human resources department that

divides the decision making functions within HR into specific groups with distinct job

functions. Examples of the internal structure may be employee/labour relations,

compensation/performance management, training and development, recruiting, benefits

administration, health and safety, payroll/HRIS, time and staffing, records, etc. Some aspects

of the HR function may be outsourced or decentralized within the organization. This may

result in specialist HR "Head Office" functions and decentralized (e.g. divisional) generalist

HR functions that may not report directly to "Head Office" HR.

The HR organizational structure establishes specialist groups to work together within their

speciality to manage tasks within the HR organization. Each division may have a manager or

team leader depending on the size of the organization to coordinate efforts and perform

reporting tasks.

Major HR projects and activities may require significant overlap and cooperation between

HR functions and the ability to temporarily adapt the function to operate on a cross functional

team basis. In smaller companies, there may only be a few employees in HR handling

multiple tasks.

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RAG (Required Available Gap): Required Available Gap naturally flows from benchmarking or other assessments. Once we

understand what the general expectation of performance in industry is, we can then compare

that with current capabilities, and this becomes the gap analysis. Such analysis can be

performed at the strategic or operational level of an organization.

RAG is associated mainly with manpower. This is done to analyse the gap between available

manpower and the required manpower. If any department is in

CRITICAL POSITION: The employee within the organization has skills and knowledge that are unique. The

unique skills and knowledge are critical for the organization. There are limited employees

having such skills so it becomes difficult for the organization to place the employees.

SUCCESSION PLANNING:

Succession planning is all about who will replace whom in near future. The

employee who has given his best to the organization and has been serving it for a

very long time definitely deserves to hold the top position. Management needs to

plan about when and how succession will take place.

The future career planning of employees is done in succession planning. The planning is for

immediate bases, after 2 to 3 years, after 3 to 6 years. It helps in finding a successor to

someone carrying out a key job so that the job function can continue if that individual

changes job or leave the organization. It also develops the skills and knowledge of the

successor and trains the successor so that they can be prepared for it.

EMPLOYEE’S PROFILE JOB: Effectively developed, employee job profiles are communication tools that are

significant in your organization's success. Poorly written employee job descriptions,

on the other hand, add to workplace confusion, hurt communication, and make people

feel as if they don't know what is expected from them. Employee job descriptions are

written statements that describe the duties, responsibilities, required qualifications,

and reporting relationships of a particular job.

The profile of employees is been referred that for which job he is suitable and can work

efficiently. The profile shows that how much the employee is capable in his job and how can

he improve the quality of his job in short time.

ANALYSIS: The last process is analysis that how is the employees working, is he satisfied with his

work, whether he is happy with his co-workers or not, he is getting all the information of

his department or not? So this is been analysed. Feedback is taken from his co-workers

about him.

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TALENT DEVELOPMENT:

Talent development, part of human resource development, is the process of changing an

organization, its employees, its stakeholders, and groups of people within it, using planned

and unplanned learning, in order to achieve and maintain a competitive advantage for the

organization.

- Psychological Training: By giving this training help the employees to increase

their confidence, improve knowledge base and develop professional skills.

- Managerial Training: Managerial Training will help the employees to manage

the things and they can handle any situation properly. Due to managerial

training the employees get to learn about time management, stress

management, etc.

- Behavioural Management: This type of training helps the employees learn soft

skills, they are trained that how to behave in the organization. The training on

ethics is also given to them.

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1. MANPOWER PLANNING:

Manpower Planning is the process by which management determines how the

Organization should move from its current manpower position to its desired

manpower position to carry out integrated plan of the Organization. Future manpower

planning is directly linked to the strategic business plans of an Organization. The

estimation on manpower and budgets are governed by customers’ demands. Business

needs are achieved from effective management of materials, machines, money and

manpower. Manpower needs, if planned properly, in terms of profile required,

numbers, time and place, will give the Company mileage over competitors in terms of

consistency in output. Effective manpower planning gives optimal productivity in

terms of timelines and quality of deliverables.

In RIL Manpower planning is done on a continuous basis in an organization the

purpose of manpower planning is to maintain a skilled workforce and placement of the right

person for the right job. It takes into account the movement of employees both within the

organization and outside.

2.RECRUITMENT:

The recruitment is the major function of the human resource department and recruitment

process is the first step towards creating the competitive strength and the strategic advantage

for the organisations. Recruitment process involves a systematic procedure from sourcing the

candidates to arranging and conducting the interviews and requires many resources and time.

Identifying the vacancy:

The recruitment process begins with the human resource department receiving

requisitions for recruitment from any department of the company. These contain:

• Posts to be filled

• Number of persons

• Duties to be performed

• Qualifications required

Preparing the job description and person specification.

Locating and developing the sources of required number and type of employees

(Advertising etc).

Short-listing and identifying the prospective employee with required

44

characteristics.

Arranging the interviews with the selected candidates.

Conducting the interview and decision making

In RIL Recruitment forms one of the most important functions of HR department. It

is imperative that the incumbents required to do specific jobs have requisite knowledge,

skills and attitude to perform the same. Recruitment and Selection of candidates thus

filters and selects desirable personnel for employment in the company.

3. TRANSFER:

In RIL transfer can be classified as:

(a) In-coming inter location transfers

(b) Out-going inter location transfers

(c) Intra-Location transfers

Based on the vacancies and job requirement, Sr VP Tech/NTech approved the Intra

Departmental / Inter Departmental transfers. Based on the approval Central HRD / Plant

HOD / Sr VP release the transfer order and inform to the individual employees about the

same. Communicated the all concerned with the copy of transfer order.

In case of Inter-location transfer, Consultation with the site President, Group President

approves the transfer and release the transfer order of the individual. All concern is

informed with the copy of transfer order. Concerned P&A Officer takes necessary action

i.e. No-due certification / Transfer Check list / calculation of pay protection amount /

movement order / transfer of Personal file.

4. Retirement

The period of a person's life during which he/she is no longer working, or the commencement

of that period. The standard age for retirement is considered 65, although many individuals

choose to retire earlier or later due to personal or financial reasons. After retirement, an

individual's needs are usually funded through any combination of sources including a pension

plan, a retirement account such as a 401(k) plan, Social Security, and/or

a savings account/nest egg.

45

QUERY MANAGEMENT:

Employees are the first customer of HR & F&A department. Resolving

employee's queries/ complaints/ issues is a prime job of employees of HR/F&A departments.

To make the uniform process for redressed of various queries relating to different services

within the organization, Query Management System (QMS) was introduced. The system is

used by employees through their ESS (Employee Self Services) for speedy resolution of their

queries. QMS works as a single window to all executives in the organization to address their

queries/issues.

TIME MANAGEMENT SYSTEM:

Time management systems have become exceedingly popular in recent years and with

good reason. The ultimate potential benefit of such systems is the ability to optimize

how you spend your time in order to extract the best possible results in the shortest

period of time. Such systems do come with a price, however, and that price is the time

you must spend first learning and then maintaining the system. Generally speaking,

the more complex the system, the more costly it is to use. The more time you spend

managing your system, the less time you'll spend reaping the rewards of increased

productivity.

It's tempting to say that excellent time management is a result of having a great time

management system. The general mindset of time management is far more important

than any system. And the mindset of time management is simply that you value your

time. It's really a self-esteem issue.

Time Management System is very important in any organization, so it is also

important in Reliance. Training is given to the employees regarding Time Management

System so that they can properly understand the value of time and can implement it in their

work.

SEPARATION SCHEME HANDLING:

In Separation Scheme Handling all the activities related to separation are undertaken

i.e. Retirement of employees, Termination of employees, Resignation of employees and

46

Death of employees.

OTHER BENEFITS ADMINISTRATION:

Other benefits in administration includes ID card of employees, vocational training

for employee's wards, certificates for various activities or training and also provide CTC

change to employees.

RETIRAL BENEFIT SCHEME HANDLING:

In retrial benefit scheme 8.33% of provident fund is compulsory for every employee

who is going to retire.. Superannuation is given as per the employee's salary. Employees’

Pension Fund is also provided to them when they are retired. EDLI and GSLI are given in the

case of employee's death.

E-PERSONNEL FILE ADMINISTRATION:

In E-personnel file all the details of the employees are been stored. Their personal

details, their qualifications, their future details are been stored so that it becomes easy to get

the information when needed.

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HRC (Human Resource Counseling)

The counseling is done for 5 departments i.e. CES (Central Engineering Services),

CTS (Central Technical Services), HSEF (Health, Safety, Environment and Fire), QAQC

(Quality Assurance and Quality Control), RTG (Reliance Technological Group), PnS

(Planning and scheduling) and SSM office (Site Shift Manager). By this counseling the issues

and queries of the department is solved

PEOPLE CONNECT:

It has always been their endeavor to serve, educate, interact and help

employees build a win-win relationship.

During various interactions with employees and sectional Heads, it feels

that employees are often not aware about many policies, practices and its

changes which directly touch their entitlements and keep them devoid of

their genuine entitlement.

Also, they add one more channel of communication directly with the

employees, update employees on initiatives and take direct feedback to

achieve the goal of improving upon the deliverables.

RIL POLICIES

Policies of RIL are presented to the employees beneficial for them.

PERFORMANCE MANAGEMENT SYSTEM:

Performance management is the current buzzword and is the need in the current times of cut throat

competition and the organizational battle for leadership. Performance management is a much broader and a

complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress

review and frequent communication, feedback and coaching for improved performance, implementation of

employee development programmes and rewarding achievements. The process of performance management

starts with the joining of a new incumbent in a system and ends when an employee quits the organization.

Performance management can be regarded as a systematic process by which the overall performance of an

organization can be improved by improving the performance of individuals within a team framework. It is a

means for promoting superior performance by communicating expectations, defining roles within a

48

required competence framework and establishing achievable benchmarks.

The performance of employees is measured that how they are working in their assigned jobs.

If their performance is good then their work is appreciated and if the performance is not up to

the mark then they are been trained so that they can perform well in future.

Compensation and Benefits

The area of Compensation and Benefits belongs to the most specialized areas in Human

Resources Management. Compensation and Benefits usually plays the role of the HR

Controlling, setting the rules and procedures around the salaries, variable pay and benefits.

Compensation and Benefits is usually the function of HRM most connected with the

competitors on the market and it sets the compensation policies, which are fully competitive

on the job market, but the policies still meet the targets defined by the organization.

The clear definition of processes in Compensation and Benefits is very important as the

processes are under the attacks from the line management every single day. There is no a day

without a pressure for the salary review at the individual employees and the rules and

standards must be waterproof.

49

GET On boarding:

1. INDUCTION:

An induction programme is an important process for bringing staff into an organisation. It

provides an introduction to the working environment and the set-up of the employee within

the organisation. The process will cover the employer and employee rights and the terms and

conditions of employment. As a priority the induction programme must cover

any legal and compliance requirements for working at the company and pay attention to

the health and safety of the new employee.

An induction programme is part of an organisations knowledge management process and is

intended to enable the new starter to become a useful, integrated member of the team, rather

than being "thrown in at the deep end" without understanding how to do their job, or how

their role fits in with the rest of the company.

Good induction programmes can increase productivity and reduce short-term turnover of

staff. These programs can also play a critical role under the socialization to the organization

in terms of performance, attitudes and organizational commitment.

The induction process in the organization can be divided into 2 categories

Induction for Technical employees

Induction for Non-Technical employees

Induction for Technical employees

The induction program for engineers consist of a detail process which is 15 days long consist

of introduction of the organization, then HR followed by introduction to various other plants.

Induction for Non-Technical employees

The induction program for Non-Technical employees consist introduction about to the

organization and the procedure of their department.

50

2. ACCOMODATION:

Company has its own township at different location in surat. If house is available, the

new employees are allotted the house otherwise the company can also hire house. All the

maintenance in houses provided to employees by company is done by the company.

3. TRANSPORTATION:

Reliance Hazira has about 25 buses run by RHETA (Reliance Hazira Employees

Transportation Association). The transportation facility is available to all employees at a

monthly rate Rs. 750. Secondly, the transportation facility includes car services.

4. LIVERIES:

Company provides different liveries items to the employees such as uniforms,

safety shoes, rainy shoes, raincoats, woolen jerky, and safety helmet. Company also

provides stitching charges.

5. JOINING FORMALITIES:

Upon joining, the incumbent shall be given an employee code number by

manager(HR) and he shall fill up the joining forms and shall submit the same to the

manager(HR) for further course of action.

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INDUSTRIAL RELATIONS

(As per the policy book of Reliance)

Industrial do not constitute a simple relationship, it is a set of functional inter-dependent

complexities involving historical economical, social, psychological, technological, legal and

other variables.

In Reliance Hazira there was no union till May’97, instead there was workmen’s

welfare committee to work for the welfare of the workers. “The Reliance workers

KaramchariSangh” union had been recognized from May’97. Industrial relation refer

to a dynamic and developing concept which is not limited to the complex relation

between the trade union and management but also refers to general web of

relationship that exist between the employees.

In a wider sense the concept includes the relation between the employer and employee in the

course of running of an industry and may project itself into areas of quality control,

marketing, price fixation and deposition of profit.

The main objectives of industrial relations are to facilitate production to safeguard the rights

and interests of both labour and management by enlisting the co-operation of both, to achieve

a sound, harmonious and mutually beneficial relationship between the employer and the

employees.

The main function of IR department at Reliance is:

Public holiday finalization for the year.

Grievance handling

Discipline

Attending to court matters

Inter dept sports tournaments

Preparing budget for the personnel and IR section

Raising purchase requisition for uniforms and issuing them.

Union Management Relationship

There was no union until April 1997. But now a union named Reliance KaramchariSangh

came up and was also recognized. The management too laid certain conditions that the union

52

does not have any outside members other than members of the company. It also doesn’t

accept political intervention into the union.

Discipline

Strict discipline is maintained in the premises of RIL, Hazira. Any act or omission in the

matter of discipline as aforesaid or any act against the rules of establishment or code of

conduct, explicit or implicit, as is generally understood as applicable to establishment,

constitutes as misconduct. Without prejudice to the meaning of the term “misconduct”, the

following acts of omission on the part of the workman, whatever is deemed to be misconduct

punishable under the standing orders.

Procedure for Tackling Misconduct

The following punishments may be imposed on any workman who is found guilty of

misconduct or for other good and sufficient reasons.

1. Warning or censure in writing

[A] A workman censured three times or more during a calendar year is liable to be given

any of the major punishment.

[B] Fine subject to the rules laid down in the payment of wages act – 1936

[C] Stoppage of annual increment without cumulative effect or reduction of pay to a

lower stage in the existing grade.

[D] Suspension without wages for a period should not exceed four days a time.

2. Withholding the increment or promotion

3. Termination or discharge of services.

4. Reduction to a lower rank or post or lower scale of pay.

5. Dismissal or discharge from service without any notice.

6. Any other punishment the management feels just and proper in the interest of

maintaining discipline in the organization.

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Action Not Constituting Punishment

The following are not deemed to be said as punishment within the meaning of the standing

orders.

1. Stoppage of an increment at an efficiency bar.

2. Non-promotion of a workman to a higher post/grade for which he may be eligible but

for which he is found unsuitable.

3. Reversion to a lower post/grade of a workman to a higher post/grade for which he

may be eligible but for which he is found unsuitable.

4. Retirement or superannuation of a workman in accordance with the terms and

conditions of his appointment.

5. Discharge of a workman on medical grounds.

6. Discharge of a workman due to retirement.

7. Recovery from pay for the whole or part of any loss caused to the establishment by

negligence, subject to the provisions laid down in the payment of wages act – 1936

Procedure of Dealing with Misconduct Cases

Where an act of misconduct is alleged against the workman for which penalty of warning is

proposed to be inflicted, the manager or the officer authorized to do so, shall issue such

warning or censure after hearing the workman concerned in respect of the alleged acts of

misconduct.

Criminal Misconduct

Where a workman has been convicted of a criminal offence, involving moral turpitude

in the court of law or where the management is satisfied for reason to be recorded in writing

that it is in-expedient or against the interests or security of the establishment to continue the

workman in service, he may be discharged or dismissed from service without notice or pay in

lieu of notice without following the procedure prescribed in the standing orders. The

workman is considered to have done misconduct under the standing orders if he is involved

in some criminal proceedings.

If a workman refuses to accept a charge sheet, order or other communication served in

accordance with these standing orders and provided that he has asked to accept the charge

54

sheet in the presence of at least two witness and if he fails or refuses to attempt enquiry, the

enquiry shall be concluded ex-party after giving due notice.

In avoiding punishment under these standing orders the gravity of misconduct, the

previous record, if any, of the workman and any other circumstances that may exist shall be

taken into account.

Nothing shall affect the right of the management to terminate the services of the workman

by due notice of payment of salary in lieu of notice in accordance with the terms of

appointment.

The following is the nature of misconduct during the past 1 year at Reliance, Hazira:-

1. Commission of theft

2. Misconduct of fireman abused the trainee officer

3. Wrong loading in the place

4. Copying in the written test conducted for promotion

5. Long absenteeism

6. Sleeping on duty shift.

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WELFARE ACTIVITIES

1. MEDICAL

Company believes its responsibility towards health services to provide to the employees

go beyond the statutory provision. Being the petrochemical industry and some of their

process are considered “Hazardous”. Company recognizes the importance of good

occupational health services. Therefore, at the manufacturing sites, they have well-

equipped, full-fledged medical centre, which are manned round the clock.

2. Housing

Company has its own housing facilities at different location in Surat. If houses is

available, the new employees are allotted the house otherwise the company can also hire

house. All the maintenance in houses provided to employees by company is done by the

company.

3. Education

Reliance has its own school named “JamnabenHirachandAmbaniSaraswatiVidyaMandir”

where the education is given to the employee’s children absolutely free. The school has

classes from JR. Kg to class-XII in both Gujarati and English medium. Free transportation

facility is also provided to them.

4. Sports

To motivate the employees of the company organizes different sports tournaments i.e.

Cricket, Volleyball, Table Tennis, Badminton Etc.

5. Liveries

Company provides different liveries items to the employees such as- uniforms, safety

shoes, rainy shoes, raincoats, woollen jerky, and safety helmet. Company also provides

stitching charges.

6. Food Grains Advance

Every year only non-supervisory employees are given food grains advance Rs.10, 000

without interest. The amount is to be repaid in 12 equal monthly instalments without

interest.

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7. Recreation Activities

For the recreation of the employee, company organized get to gather once in a year with

their family. And also arrange short distance picnic. For picnic they get Rs. 200/- and free

transportation once in a year.

8. Canteen

The company gives canteen facility under which food is provided to the employees but it

is not compulsory for them. They get the allowance in their salary. The contract cell at

Reliance invites tenders and the contract cell signs detailed agreement with the contractor.

The operation of the canteen is given on the contract. The company provides subsidy for

the infrastructure like-fuel, utensils, sitting arrangement, and electricity and for the

material escalation like – basic requirement. The canteen services include providing meals,

snacks and tea through Trolley services. The menu decided according to the availability of

the Vegetable in market. The canteen holds about 15-day’s inventory in their storeroom. In

case of emergency canteen can be run in the same way for 14 days.

After verifying the bill the canteen officer sends the same to the accounts departments for

the payment sanctioned by the G.M. to have an effective functioning of the canteen, a

meeting of the canteen committee, consisting of numbers from each plant is organised on

the 1st and 3rd Friday.

Facility

The canteen provides hygiene meals, snacks and tea.

There are six dining halls located at construction, Admin–2, Admin-3, POY, PTA and

Cracker.

The canteen facility is also extended to guest and company visitors.

The cold drink and other things are provided at the actual rate.

The POY, which is the main canteen, is having the largest dining hall with the capacity

of approximately 280 persons.

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Exit interviewing

(http://careercruise.com/wp-content/uploads/whitepapers/ei.pdf)

INTRODUCTION:

As managers and leaders our success is a direct reflection of the success of our people. We

are responsible to hire, coach and performance manage people who will succeed in their

roles, who will grow with the company as they develop their career, and who ultimately will

progress beyond us in a succession plan. At the end of the day, our success is their success.

Therefore there is nothing more challenging or upsetting than having one of your team

members resign. It is particularly tough if you don’t see it coming and you don’t have a

grasp on why they are leaving. A recent study by a leading management consulting company

shows that 80% of employees would like to advance their career with their current employer -

but 51% believe they will have to leave to achieve their career goal. Could it be that the best

and most motivated career conscious people may be leaving organizations unnecessarily?

Reducing the investment of time and money currently channelled into re-sourcing, re-hiring

and retraining new employees because of unnecessary staff turnover can have a significant

impact on your organization’s performance.

What are exit interviews?

When you review the reasons why people leave your company, what would you find? Would

it be helpful to have a snapshot of this data to review the trends and better understand the

reasoning? Would it be valuable to have a method using this information to incorporate

positive change into your hiring and retention programs?

Employees that leave each have grounds for making their career choices. An ‘exit interview’

is a structured process where the departing employee can openly discuss their reasons for

leaving their job. They can review their employment history with the organization and

smoothly and professionally work through transition details.

Exit Interviews are designed to help management determine the actual reason behind a

person’s detachment from the company. The aim is to provide people a comfortable

environment where they can provide frank and honest answers on topics regarding the

department, team, manager and company. They can share likes and dislikes on a number of

fronts: Culture, People, Company Strategy, and Career Development. Finally, in a best case

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scenario they will take the time to share suggestions on what needs to be done to improve the

company.

The purpose of exit interviews includes:

• Uncovering possible organizational issues

• Managing transition

• Managing knowledge

• managing relationships professionally

• evaluating your sourcing and selection process

• providing feedback and suggestions on how to improve

Exit interviews help to identify important organizational issues. Once uncovered, companies

can begin the process of developing solutions to address the issues.

They can also help manage the professional transition of a person ensuring that all the issues

that should be addressed prior to their leaving are addressed via an exit interview checklist.

Exit interviews can be designed to bridge the knowledge gap that will exist once the person

has departed. Departing staff know the status of projects and intricacies of the role better

than even you do. This will likely include: general knowledge and tacit knowledge. General

knowledge is already documented and includes: hard and soft files; e-mails; and knowledge

that can be easily recovered. In addition, companies need to consider how to capture tacit

knowledge (knowledge that is less easy to capture and that needs to be explained or

demonstrated). The exit interview can capture knowledge and start the process of

transitioning that knowledge to the appropriate person.

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When should exit interviews be done?

Every time an employee leaves the company an exit interview should be done.

Companies need to distinguish between the various categories of departing employees, as you

will want to segment their responses to various questions pending the manner they are

leaving the company.

You will want to consider segmenting:

•Employees that resign (voluntary termination)

•Employees that are terminated by the company (involuntary termination)

An exit interview shouldn’t be confused with the communication a candidate or employee

provides to his/her manager when they express their decision to leave the company. At that

moment, emotions can run high and surprise can cloud perspective. The questions

management ask when a person resigns are not usually prepared or recorded, and the answers

are generally not useful to understanding the true root causes as to why they are leaving.

Some organizations conduct exit interviews before an employee leaves, folding it in with

other administrative procedures, such as discussing final pay, references, and the return of

company property. Other organizations conduct them well after an employee has left where

challenges often arise - waiting too long risks having the ex-employee shift their focus and

lose interest in providing valuable feedback. Ideally, exit interviews are conducted a few days

before the employee’s final separation with the company. Conducting the interview within

this short period of time sends a positive message to the individual and throughout the

organization that the employer is genuinely interested in learning about what went wrong,

and that the company wants to maintain a professional working relationship. It also shows

that the company has a sense of urgency with the situation.

This timing will also allow the opportunity to encourage the employee to review their

decision to leave if you disagree with their decision.

People will always leave a company spontaneously. Organizations should anticipate these

situations and have an exit interview plan proactively in place. As soon as you are aware that

a person is leaving you need to customize your plan to fit the needs of the particular person

being interviewed.

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Structuring the exit interview

The structure and design of the questions are the foundation of any successful exit interview.

A template of exit interview questions customized for your company should be created in

advance. You can further customize the interview questions to specific individuals based on

why they are departing the company (voluntary vs. involuntary termination), their role,

seniority and other relevant circumstances.

When compiling your company’s questions keep in mind the end goal - to learn as much

about your company (or the perception of your company), the elements of the relevant job

and other factors that influenced this person. A random list of questions quickly put together

will likely not lead to valuable answers. Questions need focus and should follow a logical

order. Some areas around which you will want to consider constructing exit interview

questions include:

The Organization - workplace environment questions will prompt for information around

such topics as culture, compensation, working conditions and opportunities for advancement.

While almost everyone at one time or another complains about not earning enough money it

is seldom the major reason people leave a company.

Management – another common factor associated with job dissatisfaction is an employee’s

immediate manager. This is a person who can strongly influence an employee’s job

satisfaction, making it either wonderful or miserable. Exit interview questions should

encourage information sharing and provide insight into managerial skills.

Job Profile – lack of necessary on-the-job skills often lead to job failure. Asking questions

about skills and knowledge that are necessary to be successful on the job provide you insight

into the individual’s understanding (or lack of understanding) of the role requirements, and

may even provide you with new information that of which you weren’t aware. You will want

to reference the ‘ideal role profile ‘when you are thinking about what questions to ask.

Development – poor training or lack of opportunity to develop and grow in a career often

leads to a dissatisfaction employee.

Effective exit interviews should be structured to include a selection of different types of

questions. Specific questions allow the company to collect specific answers, while questions

that are more ‘open-ended’ create flexibility for the answers to lead feedback and opinions in

various directions.

Structure the interview to establish rapport and credibility.

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Questions to Ask at the Beginning of the Interview

Get the respondents involved in the interview as soon as possible. Start with simple, easy to

answer questions and then work up to the hardest. Before asking about controversial matters

(such as feelings and conclusions), first ask about some facts. With this approach,

respondents can more easily engage in the interview, warming up to the interview style and

process before getting involved in more personal and controversial matters. A blend of

multiple choice and specific fact questions at the beginning of the interview can assist in

capturing extensive information. If the interviewee becomes disengaged at some point

throughout the process, you can always return to some of these more comfortable questions.

Questions to Ask in the Middle of the Interview

Next, build the depth of the interview by integrating the interviewee’s opinions through open-

ended questions, and by interspersing rank and rate statements. Ask questions about the

“present” before questions about the “past or future”. It’s usually easier for them to talk about

the present and then work into the past or future. This section of the interview should delve

into questions about:

• The Job

(Responsibilities and expectations, training, preparation)

• The Supervisor

(Direct reporting, career development, support, communication)

• The Department

(Environment, culture, fellow employees, expectations)

• Management

(Management changes, expectations, visibility)

• Compensation and Benefits

(Increases, changes, overtime, benefit packages)

Questions to Ask in Closing the Interview

Closing questions should allow respondents to provide additional information they deem

important, and their impressions of the interview. Responses to this section should be

monitored for gaps in the survey itself. If a large percentage of people are using this section

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to make comments about a particular issue, it should be added as a priority to the sections

above. For example, if a large percentage of people have comments or issues with working

excessive hours, it usually makes sense to add that as an item in the interview.

A professional exit interview solution not only ensures questions will be proactively created

and selected to suit concerns about your particular organization, but it can electronically

warehouse your database of questions making it easy to access, customize and save your

questions tailored to specific situation.

Exit Interview Process

Process Overview

Introduction:

An Exit Interview is a powerful tool that allows organizations to gain an understanding as to

why People leave – what they liked and what they did not like about their employment with

the Division of Housing and Food Service. Having an effective exit interview process will

enable DHFS to learn from past experiences of departing employees and gain an opportunity

to improve management/employment practices accordingly. It is a positive sign that the

organization is big enough to expose itself to criticism in order to promote constant

improvement.

Exit Interviews capture ideas for improvement while promoting positive interaction with

departing employees. Analysis of results and related statistical reports created from exit

interviews provide opportunities for the organization to develop actions that can encourage

reduction in turnover rates, improve employee morale, and encourage a possible future

return.

Goals and Outcomes of the Exit Interview

Goals and outcomes for the exit interview process include:

• Discover the employee’s reason for leaving

• Give positive attention to the departing employees in order to alleviate possible frustrations

and/or negative attitude toward the organization

• Allow departing employees to have a voice about what their work experience was like

• Receive valuable feedback from departing employees about compensation, working

conditions, management, and the culture of the organization

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• Explore areas of the departing employee’s most serious concerns, and record details of what

they enjoyed most

• Departing employees have an opportunity to transfer knowledge and experience to a

successor or replacement; may also brief a team on current projects, issues and contacts

• Chance for departing employees to give constructive feedback, and to leave on a positive

note, with good relations and mutual respect

Confidentiality

It should be made clear to the departing employee that the information provided through the

exit interview will be confidential. Such information will be used in summary format and

shared with supervisors and other need-to-know individuals in order to address retention

issues, employee morale, and alleged allegations of illegal practices.

Target Group

All employees in a benefitted status, and most in a non-benefitted status, which are

terminating their employment with the Division of Housing and Food Service, will be made

aware of the opportunity to participate in an exit interview. Employees with a temporary

contract, terminated employees, and employees who are retiring will also be afforded this

opportunity. Exit interviews will not be offered to student employees or employees who are

involuntarily terminated. If a request is made to complete the exit interview process by an

employee in one of these categories, contact Human Resources for guidance.

Exit Interview Participants

The exit interview is voluntary, and departing employees should not feel pressured to

participate. A hard-copy questionnaire, on-line form, phone interview, or opportunity to be

interviewed face to face will be offered to departing employees.

If an employee opts to have a face to face exit interview, it is not recommended that the exit

interview be conducted by the employee’s supervisor. Preference is for the interview to be

conducted by the HR Manager or designee. The departing employee should feel that the

information they are sharing will be received in an unbiased fashion, and be fairly

represented.

Requests by the departing employee to meet with an organizational representative,

supervisor, or appointee to convey information about their employment experience should

show consistency in format. The DHFS Exit Interview Form should be used when

conducting phone, face-to-face requests, on-line and hard copy exit interviews. Before

beginning the interview, the HR Manager or designee will provide an overview of the

process, confidentiality, and how the gathered information will be used.

Forms to facilitate the exit interview

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The DHFS Exit Interview Form has been developed to aid in conducting the exit interview

and to promote consistency in the exit interview process. The DHFS Exit Interview Form

should be used in combination with the DHFS exit interview process.

Procedure

HR receives notice of an employment termination through the personnel ticket system,

submitted by the supervisor. Supervisor should ask employee to choose a method in which

they would like to complete the DHFS Exit Interview (online (preferred), paper copy, phone,

face to face or decline exit interview). Within the first week of receiving this notice, and

before the employee’s last day, HR will contact the employee to arrange for the survey to be

completed.

When using the Online Interview

If the departing employee has requested to complete the interview online, the HR Manager

will provide directions and a unique, one-time password for the employee to use to log on

and complete the interview. The employee must be given time during the work day to

complete the interview. This time is to be coordinated between the employee and the

supervisor, and is paid time (if the employee is currently still employed). The employee

should be given approximately ample time to complete the survey, and should be given

privacy during this time. If the employee does not have the necessary tools to complete the

survey in their area, they may be scheduled to take the survey in at another location. Please

coordinate time and date with the HR Manager ahead of time.

When using Face-to-Face Interview

If the departing employee has requested to have the exit interview with their supervisor, or

appointee (instead of hard copy, phone, or on-line), the HR Manager (or appointee) will sit in

on the interview and complete the interview form. Face-to-face interviews will be held in

the HR Manager (or appointee) Office, in privacy. Interviews may also be held in a private

area at another location determined by the HR Manager. The exit interview will be

conducted at least one week prior to the last day of work, by the HR Manager (or appointee).

Note: It is a good idea to plan the interview as close as possible to the employee’s last day, as

the employee will then feel less vulnerable and more willing to be open with feedback. The

employee may also be given up to 30 days to complete the Exit Interview Form and return it

to the HR Manager.

The employee’s signature on the interview form is optional and will not be solicited. At

the end of the face to face interview process, the departing employee should be thanked for

their time and feedback. They should also be reminded that the information will be treated as

confidential and that it will be used to address areas of the organization needing

improvement, including retention and employee morale.

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When using a Hard Copy Interview

If the departing employee has already worked their last day, or requests a hard copy of the

interview, the HR Manager will either 1) mail a copy of the interview to their permanent

address along with a stamps/pre-addressed envelope, or provide a hard-copy to them at their

work location. If the employee no longer is employed by DHFS, and has already worked

their last day, completing the survey will not pay. If the employee is still working for DHFS

and has not worked their last day, the employee must be given time during the work day to

complete the interview. This time is to be coordinated between the employee and the

supervisor, and is to paid time. The employee should be given ample time to complete the

survey, and should be given privacy during this time. Once interview is completed, the

employee should place the document in an envelope, seal it, and sign the seal. The

supervisor should not read the results of the survey, as this information is treated as

confidential. The employee can either deliver the survey directly to HR at Kinsolving, turn it

into their supervisor to be delivered to HR at Kinsolving, or mail it directly to HR at

Kinsolving. The employee will also have the option of completing this survey in person at

Kinsolving. Please coordinate time and date with Human Resources ahead of time.

When using a Phone Interview

If the departing employee has already worked their last day, or requests a phone interview,

the HR Manager will schedule a time and date to complete the interview. If the employee no

longer is employed by DHFS, and has already worked their last day, completing the survey

will not pay. If the employee is still working for DHFS and has not worked their last day, the

employee must be given time during the work day to complete the interview. This time is to

be coordinated between the employee, their supervisor, and the Human Resources Manager,

and is to paid time. The employee should be given ample to complete the survey, and should

be given privacy during this time.

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How to get best information out of exit interviews?

When the time comes to shake hands and say goodbye to employees, many companies do just

that and nothing more. But according to Francesca Randle, departures are one of the best

times to find out exactly what your staffs thinks of your company.

Here, she discusses the value of the exit interview.

Employers are becoming increasingly aware of the potential value of exit interviews as a way

of learning how to improve staff retention. Traditionally, organisations undertake exit

interviews with staff that are about to leave. These tend to focus on typical HR issues, such as

the reasons for moving on and what they liked or did not like about their time as employees.

Gathering the views and opinions of those who have chosen to leave an organisation can

provide valuable insights in to employees’ perceptions of the competitiveness of reward

packages, access to training and development opportunities, and the effectiveness of

individual managers. Following up on any areas of weakness can lead to improvements in job

satisfaction and performance across the company and ultimately help to reduce turnover.

More recently, however, the concept of exit interviewing has been revisited and expanded as

a knowledge management tool, as a way of capturing knowledge from leavers. Rather than

simply capturing human resources information, the interview also aims to capture knowledge

about what it takes to do the job.

What are the benefits?

Exit interviews are seen by existing employees as a sign of positive culture. They are

regarded as caring and compassionate – a sign that the organisation is big enough to expose

itself to criticism.

Exit interviews accelerate participating managers’ understanding and experience of managing

people and organisations. Hearing and handling feedback is a powerful development process.

The results and analysis of exit interviews provide directly relevant and useful data that can

be used in training needs analysis and training planning processes.

Exit interviews provide valuable information as to how to improve the recruitment and

induction of new employees and how to improve staff retention.

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Sometimes an exit interview provides the chance to retain a valuable employee who would

otherwise have left. Organisations often accept resignations far too readily without discussion

or testing the firmness of feeling. The exit interview provides a final safety net.

Exit interviews and a properly organised, positive exit process also greatly improve the

chances of successfully obtaining and transferring useful knowledge, contacts, insights, tips

and experience from the departing employee to all those needing to know it – especially

successors and replacements.

The learning curve of new people joining the organisation is shortened as a result of valuable

knowledge transfer.

Done correctly, exit interviews can be a win-win situation for both the organisation and the

leaver. The organisation gets to retain a portion of the leaver’s knowledge and make it

available to others, while the leaver gets to articulate their unique contributions to the

organisation and to ‘leave their mark’.

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Advantages and Disadvantages

Exit Interviews – Advantages

Exit interviews are much more personal than the exit survey and provide a setting

where the agency can thank departing employees for their contributions and wish

them well in their future endeavours.

The response rate for exit interviews is typically much higher than for the exit survey.

Departing employees will usually participate in a face-to-face interview, but put off

responding to the survey, and often never return it.

Exit interviews provide an opportunity to obtain much richer data than the exit survey.

An experienced interviewer can ask probing questions and perhaps uncover

underlying reasons for the departure that may not surface in a survey.

The exit interview can provide a therapeutic experience for the departing employee

and end the employment relationship on a positive note.

Exit Interviews – Disadvantages

Exit interviews are relatively expensive to administer. The greatest expense is the

salary cost of the person conducting the interview, which includes the cost of

preparing for and Guidelines for Exit Interviews and Surveys conducting the

interview and codifying the results in a way that facilitates aggregating the

information into usable reports.

It is difficult to objectively quantify data, particularly when several interviewers are

conducting interviews at different locations. Each may place their own interpretation

on what they are told, fail to record the data while it is fresh in their mind, and

otherwise unintentionally misrepresent the results.

Even when assurances of anonymity and confidentiality are provided, some departing

employees have very little trust in anyone in the agency, including staff from the

human resources area. Even when the trust is there, some people simply have a hard

time verbalizing their dissatisfaction and prefer to maintain a passive demeanour.

The exit interview process poses an additional challenge for large agencies with

multiple locations. A departing employee may not believe that an interviewer from

within their office will be neutral and unbiased; however, sending someone from a

central location may be cost prohibitive. Although conducting an exit interview by

telephone is an alternative, this will limit the rapport an interviewer may have using a

face-to-face interview, thereby defeating one of the primary advantages of the exit

interview strategy.

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Knowledge Transfer

The period between the decision of the employee to leave, and the actual departure date

offers a crucial opportunity for the University to gather important information and knowledge

from the employee. This is especially relevant in roles where the employee has accumulated a

significant amount of knowledge and personal connections. The knowledge of the departing

employee has immense value, and the recovery of it is often overlooked altogether until the

employee has departed although much depends on the atmosphere surrounding the departure.

When any employee resigns, or a decision is made for a person to leave for any reason,

always ask: Should we spend some time thinking about how to enable knowledge transfer?

The leaver could be encouraged and enabled to hold a briefing meeting, which all interested

parties, including the person's replacement if possible, can attend and learn what they need to

know.

Knowledge Transfer Questions

In advance of the exit interview, start thinking about asking these questions.

How might we benefit from your knowledge, experience, introductions to your contacts,

etc., prior to your departure?

Would you be happy to take part in a briefing meeting with

managers/replacements/successor/colleagues so that we can benefit from your knowledge

and experience, prior to you leaving?

What can we do to assist you to pass on as much of your knowledge and experience as

possible to your colleagues prior to your departure?

How and when would you prefer to pass on your knowledge?

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These are the factors of internal pull, internal push and external pull.

INTERNAL PULL INTERNAL PUSH EXTERNAL PULL

High Job security Unsatisfactory compensation

Better location

Satisfactory Working condition

Absence of Job Rotation Culture as needed

Better Working place Poor Performance Appraisal System

Retention

Provision of welfare activities

Higher Designation

Native place

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We can add theoretical questions such as:

What do you think can be improved about the Department?

Please let us have your views about your superior.

Can you share the best moment/ thing you experienced during your tenure at

Reliance?

You may please express your opinion / feelings about any aspect you think

we missed to ask you?

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Research Methodology

Title of the study:

“A study on Exit Interview Analysis at Reliance Industry.”

Sub Title:

“A study of 90 employees left the organization in Surat.”

Objective of the study:

To study and analyse the reason from the Employee’s exit forms of the company and take

corrective actions and practices based on the outcome of the study.

Research Design:

Research design is considered as a "blueprint" for research, dealing with at least four

problems: which questions to study, which data are relevant, what data to collect, and how to

analyse the results.

As the study is completely based on the primary data, the below mentioned activity steps

has been undertaken for the completion of this project.

i. Studying the filled exit form of the employees who have left the organization.

ii. Collected the data of the employees from their exit interview forms.

iii. Analysed the reasons for leaving their job from the organization.

Sources of data:

Sources of data are primary. Basically the sources of data were the exit interview forms of

the employee who had left the organization. All the data collection was done from exit forms

and the reasons were also analysed with the help of exit forms.

Data Collection Method:

Data Collection is an important aspect of any type of research study. Inaccurate data

collection can impact the results of a study and ultimately lead to invalid results.

The data for the survey was collected from the exit interview forms of the employees who

left the job. As it was the only source of collecting the data, because it became difficult to

contact each and every employee as they were not present in the same city.

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Population:

100% of population data was available and data was analysed on the basis of 100%

population.

Data Analysis and Interpretation:

Data Analysis involves working to uncover patterns and trends in data sets; data

interpretation involves explaining those patterns and trends.

During the completion of the project data analysis of the exit interview forms were done and

the reasons were analysed which helped the organization to understand the reasons and take

corrective steps against it, so that the reduction of exiting employees can be taken care of.

Classification of employees

20

30

40

No. of employees

Leaders

Managers

Workers

Interpretation: As you can see workers are more in numbers who left the

organization, so more focus should be done on workers and to identify the

reasons for leaving their job. Due to decrease in number of leaders our

organization is in loss as they are losing experienced employees.

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Age Group of employees

0 1 2 3 4 5 6

25

28

31

34

37

40

43

46

49

52

55

58

No. of employees

No. of employees

Interpretation: The chart shows “Between” 35 to 45 the maximum

employees had left the organization as the reason can be higher designation

in other organization, admission procedure for their children or good pay

scale.

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Departments of the employees

0

5

10

15

20

25

No. of employees

No. of employees

Interpretation: Here you can see that employees leaving the job from

chemical department are more compare to other departments, so more

focus should be done on chemical department. What are the factors which

are not satisfying the employees in chemical department should be studied,

so that it can be decreased.

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Month wise data of employees

0

2

4

6

8

10

12

14

16

No. of employees

No. of employees

Interpretation: March and April are the months in which more employees

had left the organization as they plan to go to other city and it is the end of

the secession in the schools and colleges and they prefer to leave the job so

that it won’t affect their ward’s studies.

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Employees leaving the job for:

43

20

12

5

10

No. of employees

Company

Business

Teaching Field

Higher studies

Retirement

Interpretation: Most of the employees leave the organization and join

other company or some of them start their business or join family business

or some may go for higher studies, but as the graph shows maximum of the

employees have gone in other company.

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Reason they joined other Organization:

05

1015202530354045

No. of employees

No. of employees

Interpretation: Reasons can be many for leaving the job but the graph only

highlights one reason the most i.e. salary. Mostly gulf countries pay more

salary compares to India and in India none other company pay more salary

compare to Reliance, so they go to gulf countries for high salary.

79

No. of employees joined the company in year

0

5

10

15

20

25

30

35

1991-1994 1995-1999 2000-2004 2005-2009 2010-2012

No. of employees

No. of employees

80

Problem they faced in the Org.

0

5

10

15

20

25

No. of employees

No. of employees

Interpretation: The problem they mostly faced in the organization was

environment. For them working environment was important and they

wanted peaceful environment, which they thought was absent in Reliance.

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Experience

0

100

200

300

400

500

600

700

Old Employees New Employees

years of experience

years of experience

Interpretation: The employees who had left the organization was having total

600 years of experience, but the employees who have replaced them are not

that much experienced compare to them. They are only having 450 years of

experience, which is a loss for the organization.

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Overall Results:

It is being observed that people leaving the organization has three main reason for their:

i. Availability of a better compensation package abroad:-

This usually ranks high on the list of reasons why someone would consider leaving

their home country and taking up residence in a foreign land. Although it can be list

first and it is significant and it is the most important factor when considering a

compensation package and also has couple of benefits.

ii. Enhancement in the hierarchy/ Job level:-

Job enhancement is when an employee is given new responsibilities or tasks that give

them the opportunity to develop his/her skills or abilities.

But when the organization does not do so then the employees leave the organization.

iii. Unsatisfactory Working Environment:-

Work environment covers a variety of factors that potential affect the surrounding

environment that people work in.

Factors include:

1. Physical factors (e.g. heat, vibration, noise, temperature, humidity, lighting and air

flow etc.)

2. Social factors

3. Psychological factors

4. Environmental factors

Limitations of the study:

As the employees had already left the organization so it became difficult to conduct interview for

them, the data was only of 2011-2012, and the location was only Hazira, so this was the limitation of

the study.

Conclusion:

The project gives in depth view to understand the Exit Interview Analysis done in the

organization to take care of their employees well being.

With the help of Exit Interview Analysis, the organization gets the proper feedback from

employees and the specific reasons for leaving the job. By this the organization analyse the

reasons and take efficient steps to control the employees from leaving the job in future.

The employees who left the job are very few compare to the employees working in the

organization. As there were 90 employees who left the job in 2011-2012 which were 9% of

the total employees working in Hazira. So the turnover ratio is less, and it does not affect

much to the organization.

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Suggestions:

i. The company should strive for giving the compensation as available in the industry.

ii. There should be continues upgrade / job rotation/ job enrichment in the employee’s

profile.

iii. There should be a regular feedback or the performance of the individual. Timely

feedback would help him improve his performance.

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1. Classification of employees with their age:-

Classification of

Employees

Age group

Leaders

Managers

Workers

Total

26-35

3

5

16

24

36-45

8

15

15

38

46-55

9

10

9

28

Total

20

30

40

90

2. Classification of employees and the reasons they left the job:-

Reasons

Classification

of employees

Company

Business

Teaching

Field

Higher

Studies

Retirement

Total

Leaders

5

5

2

-

8

20

Managers

16

4

7

1

2

30

Workers

22

11

3

4

-

40

Total

43

20

12

5

10

90

85

3. Reasons the employees joined other organization:-

Reasons

Age group

Salary

Job

Designation

Job

Satisfaction

Big

Name

Environment

Total

26-35

18

2

2

2

-

24

36-45

16

6

5

6

5

38

46-55

8

3

5

7

5

28

Total

42

11

12

15

10

90

4. Problem which employees faced in the organization:-

Problems

Classification

of employees

Environment

Management

Colleges

Job

Profile

Development

Total

Leaders

8

6

2

1

3

20

Managers

7

5

6

7

5

30

Workers

7

9

10

12

2

40

Total

22

20

18

20

10

90

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5. The employees face problems age wise:-

Problems

Age

group

Environment

Management

Colleges

Job

Profile

Development

Total

26-35

4

5

4

7

4

24

36-45

9

7

8

10

4

38

46-55

9

8

6

3

2

28

Total

22

20

18

20

10

90

87

Annexure:-

1) What is your Designation?

Leader

Manager

Worker

2) Your age comes under which age group?

26-35

36-45

46-55

3) You are in which department?

Chemical

Mechanical

Technical

Management

Electrical

Security

4) Employees left the job in the month of:

January

February

March

April

May

June

July

August

September

October

November

December

88

5) Why are u leaving the job?

Joining other company

Going into business

Teaching Field

Higher studies

Taking Retirement

6) Reasons they joined other organization.

Better Salary

High Designation

Job Satisfaction

Big name

Working Environment

7) In which year you joined Reliance?

1991-1994

1995-1999

2000-2004

2005-2009

2010-2012

8) What Problems you faced in this organization?

Working environment

Management

Colleges

Job profile

Development

89

Bibliography:-

www.ril.com

www.google.com

www.humancapital.com

www.hbr.com