Employee engagement
Introduction The project focuses on the employee engagement activity in the organization. Its gives the gist about employee engagement that what is it and what are the factors that make the employee engage in the organization.
Project Detail: The focus of the project is to study about the Employee Engagements activity in the organization. The project focuses on: • The participation of employees in the organization. • Increase in interdepartmental and intradepartmental communication. • Motivated because of Engagement activity.
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. Evolution of Media industry in India :
Media in India—initiated since the late 1700s with print media started in 1780, radio broadcasting initiated in 1927, and the screening of Auguste and Louis Lumière moving pictures in Bombay initiated during the July of 1895. It is among the oldest and largest media of the world. Indian media—private media in particular—has been free and independent throughout most of its history. The period of emergency (1975– 1977), declared by Prime Minister Indira Gandhi, was the brief period when India's media was faced with potential government retribution
Audio-Visual media
Radio broadcasting was initiated in 1927. In 1937 it was given the name All India Radio and since 1957 it has been called Akashvani Limited duration of television programming began in 1959, and complete broadcasting followed in 1965. The Ministry of Information and Broadcasting owned and maintained the audio-visual apparatus—including the television channel Doordarshan. The Government of India played a significant role in using the audio-visual media for increasing mass education in India's rural swathes. Projected television screens provided engaging education in India's villages by the 1990s.
Following the economic reforms satellite television channels from around the world— including BBC, CNN, CNBC, PTV, and other foreign television channels gained a foothold in the country. 47 million household with television sets emerged in 1993, which was also the year when Rupert Murdoch entered the Indian market. Satellite and cable television soon gained a foothold. Doordarshan, in turn, initiated reforms and modernization. With 1,400 television stations as of 2009, the country ranks 4th in the list of countries by number of television broadcast stations.
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Major Players
• MTV
MTV, India’s leading multimedia youth platform, caters to the interests and passions of 15-34 year olds, offering them an exciting mix of music and non-music programming (Bollywood, adventure, humor, fashion & style and fiction), presented in its inimitable style by Indian VJs. Since its launch in 1996, the channel has won numerous awards at Indian as well as International level for its unique humor and unmatched creativity. Known for its unique properties (MTV Music Summit for AIDS, Style Awards, MTV Youth Marketing Forum, MTV VJ Hunt, MTV Youth Icon and MTV Roadies among others), the channel has today become a preferred destination for advertisers to reach out to Indian youth. With over 545,624 hyperactive users www.mtvindia.com continues to be the most popular youth hangout online. MTV India is a part of the MTV Networks, world’s largest television network reaching out to 34.35m households in the country and 481.5m households across 171 territories. For the 6th consecutive year, MTV was named The World's Most Valuable Media Brand by Business Week & Interbrand's 2005 Best Global Brands study.
• Vh1
An MTV Networks India channel, Vh1 is India’s only 24-hour international music and lifestyle channel, providing music buffs with their daily dose of international music, pop culture, reality TV and celebrity lifestyle. Launched in January 2005, the channel today reaches almost 23.53 million homes across India and is growing rapidly to reach many more. Vh1 has brought the best international music to India, coupled with the biggest stars, the juiciest stories and the latest in your favourite artiste’s life. With an exhaustive music library spanning over 30 years and genres like flower power, punk, rock, reggae, hip hop, pop and many more, Vh1 customizes its music and programme mix to appeal to Indian tastes. Globally, Vh1 is available across 142.8 million households in over 141 territories.
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• NDTV Goodtime Launched in September 2007, the channel targets a largely cosmopolitan, socially progressive audience that is young and increasingly affluent, with an inclination towards better living. The programming is presented with style, wit and intelligence by hosts who are experts in their field. Well known personalities like Rajat Kapoor, Perizaad Zorabian, Seema Rahmani, Marut Sikka, Manju Malhi, Rajiv Makhni, Shatbhi Basu, Devika Anand and Arun Thapar, among others, offer quirky, incisive and spontaneous takes on their areas of expertise and create individualistic shows that engage the viewers as much for their content as for their style. The channel is a part of the NDTV Group. The NDTV group is India’s leading broadcaster and producer of news and current affairs programmes. It has 20 years of experience in the television industry and is widely recognised as the pioneers of news television in India. It has the unique distinction of being the market leader in the news sector along with being the most trusted media brand. The NDTV Good Times channel leverages the editorial credibility and programming quality of the NDTV group and fuses it with the strong lifestyle aspirations of the contemporary Indian. Within four months of its launch, the channel has won accolades. It was adjudged ‘Best Fashion & Lifestyle Channel’ at the INDY’s Awards, 2008 which have been instituted for excellence in mass communication, advertising and branding.
• Imagine Showbiz Imagine Showbiz is driven by the guiding philosophy of ‘Celebrating Bollywood’. More than just the glamour quotient of Bollywood, Imagine ShowBiz is a channel that is dedicated to covering and presenting Bollywood comprehensively for the vibrant industry it truly is. The channel hopes to move beyond the scoop and scandal visage that off-screen Bollywood has traditionally been projected. This Imagine Showbiz Site is owned by Imagine Showbiz Limited ("the Company") and maintained/hosted by Brand Catalyst Media Limited. The site contains material which is derived in whole or in part from material supplied by the Company, various new
4 Employee engagement agencies and other sources, and is protected by international copyright and trademark laws. The restrictions on use of the material and content on this Imagine Showbiz Site by the Subscriber are specified below. Except where specifically authorised, the Subscriber may not modify, copy, reproduce, republish, upload, post, transmit or distribute in any way any material from this site including code and software.
Channel [V] International is flagship of the Channel [V] network. It was founded after MTV Asia parted ways with the STAR TV Network. It was produced and operated from Hong Kong from 1 January 1994 until 1 January 2002, after which operations were shifted to Malaysia with some aspects still operating in Hong Kong. Since 1 January 2008, Channel [V] International has moved back to original studio in Hong Kong. Which is also the same studio of Channel V China, Taiwan and India?
Channel [V] India is a trend-setting music and lifestyle channel in India featuring original programs, latest chart-topping music videos, interviews with music stars, concerts, popular VJs and a range of successful reality-based talent quest shows including [V] Get Gorgeous, [V] Super Singer and [V] Popstars.
• Zing
Zing, formerly known as Zee Muzic and Music Asia, is an India -based satellite music television channel owned by Zee Entertainment Enterprises, which carries broadcasts in Hindi and other regional languages of India. As well as broadcasting in South Asia, it also reaches audiences in Europe. It is promoted by the Essel Group. Zing was first launched in 1997 as Music Asia, relaunched as Zee Muzic in 2000, revamped in 2005 and finally repackaged as Zing in April 2009.
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Zing features humour, animation, spoofs and celebrity lifestyle in addition to music. Zing also has Chillax Mornings – a non stop musical extravaganza for music lovers. One of its most popular shows, Chillax Mornings airs the most recent and “zingy” Bollywood music.
Zing currently has a reach of 10.6% (source: TAM) across SEC A,B,C in India. Zing has been one of the top 5 channels in a genre which has more than 21 channels.
Zing targets the urban young Indian. Simultaneously, the channel's wide range of content will make it one of the most compelling mass channels in a niche segment. The channel's content seeks to achieve the right balance to address the needs of today’s urban young Indians. Constant innovation and ideation is the underlying theme when it comes to zing programming.
Zing for the Asia region is uplinked from Noida in India and uses Asiasat-3S.
In the UK, Zee Muzic was rebranded as Zing on 2 October 2009.
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BACKGROUND INFORMATION OF THE ORGANIZATION
From print to the internet, Bennett, Coleman & Company Limited (BCCL) spans multiple mediums and technologies. But a common thread runs through these disparate businesses: high quality of content. In conjunction with the group's relentless pursuit of innovation, this has catapulted it to the position. Building on its traditional strength in print media, namely newspapers and magazines, BCCL has diversified into new, emerging areas emerged. Bennett measures its achievements in terms of whether its brands have helped their respective audiences succeed in life, while enriching the business of relevant advertisers. Apart from commercial success, they've also been rewarded with accolades globally. For instance, The Times of India has been ranked among the world’s six best newspapers by BBC. Perhaps the most visible sign of Bennett’s success at the international level is the string of triumphs notched up in recent years by Femina Miss India winners at beauty pageants such as Miss Universe and Miss World. Its film magazine, Filmfare, has become a blockbuster in itself, with the Filmfare Awards.
Bennett, Coleman & Company Limited, the paper’s holding company, acquired this name, and its first professional editor, with the arrival of Thomas Bennett in 1892. Bennett also became the proprietor, later offering a partnership to F M Coleman, an accomplished hand at newspaper production, whom he invited from England. The Old Lady of Boribunder – as it was christened by fiercer nineteenth century rivals – remained a stately, if somewhat critical, paper of the Raj right till it passed into Indian hands in 1946. A Delhi edition was launched in 1947, and the paper began to vigorously re-invent itself to better reflect the new aspirations of a nascent nation. In 1988, as the paper celebrated a lavish sesquicentennial, the BBC named it one of the six best newspapers in the world. In a series of launches, Bennett, Coleman launched Navbharat Times in 1947, Filmfare in 1952, Femina in 1959,The Economic Times (ET) in 1961 and Maharashtra Times in 1962.
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Bennett, Coleman & Co offers its audiences a wide buffet of options that are both informative and entertaining. Over the years, it has demonstrated its understanding of the evolving and growing aspirations of the consumer by diversifying from The Times of India to The Economic Times (Business and Economy news), Navbharat Times (Hindi news), Maharashtra Times (Marathi daily) and now Mumbai Mirror (India’s first true quality morning compact launched in Mumbai). Taking note of changing trends in the consumer’s media habits, it has also launched Femina, Film fare, Indiatimes.com, Radio Mirchi and Zoom TV and a host of other products. Bennett is over a century old, but the brand remains fresh, vibrant and speaks to today's consumers in their language and idiom. The secret of its success is simply the brand's willingness to continuously innovate and constantly re-invent itself. While retaining its core values of fairness and objectivity, it has developed several new products to cater to the varying interests of its burgeoning base of consumers.
One of TOI's innovative steps in promotion, which virtually rewrote the rules of the media game, was the invitation price initiative. Kicked off in 1992, it led to the cover price of the newspaper being almost halved as the result of a conscious decision to pursue revenue from advertising rather than circulation. A spectacular surge in circulation ensued, leaving competitors no option but to follow suit, and justified Bennett's contention that it is a market-driving, not a market-driven organisation. Another major initiative came in the form of 'combo' offers on newspapers. The first step was taken in June 2003 when The Times of India and the Navbharat Times were made available together to consumers at a special price. A similar offer was introduced for a TOI-ET combo as well. Once again, the result was a massive leap in circulation of all the brands involved in the exercise.
Bennett, Coleman & Co. Limited, is the flagship company of The Times Group, which has a heritage of over 150 years and is one of India’s leading media groups. The activities of The Times Group also include publishing newspapers and magazines, television broadcasting, running internet portals, creating and distributing multimedia products and music publishing and retailing.
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The Times Group is the largest media services conglomerate in India. It is headed by brothers Samir and Vineet Jain. It reaches out from 11 publishing centers, 15 printing centers, 55 sales offices, over 7000 employees, 5 dailies including two of the largest in the country with approx 4.3 million copies circulated daily, 2 lead magazines, 29 niche magazines reaching 2468 cities and towns, 32 Radio Stations and turnover in excess of USD 700 million. (Figures as of 2008).
The Times of India publishes a daily newspaper in India. The company was founded in 1838 as The Bombay Times and Journal of Commerce and changed its name to The Times of India in 1861. The company is based in New Delhi, India. The Times of India is a subsidiary of Bennett, Coleman & Co., Ltd. The first edition of the newspaper appeared on November 3, 1838, then known as The Bombay Times and Journal of Commerce. The newspaper was published twice a week under editor. J.E. Brennan. It was basically a city paper reflecting the interest of Bombay’s business community.
Its major brands include:
• 1948: Sahu Jain Group becomes the owners of the company. Shanti Prasad Jain is the first Chairman of the group. • Navbharat Times launched
• 1952: Film fare- first film magazine in English launched.
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• 1959: Femina- first women’s magazine in English launched.
• 1998: BCCL enters into music market with Times Music.
• 1999: BCCL enters music retailing business with Planet M and radio broadcasting business with Radio Mirchi.
• 2006: TIMES NOW TV News Channel launched ET first newspaper available on cell phone
• 2004: Television business launched with the launch of a lifestyle and entertainment channel called Zoom.
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Zoom Entertainment Network Ltd.
There are a few billion Bollywood fans on earth — a number that continues to grow even as you read this. For those who haven’t realized it, this is no longer a niche audience. The Times Group recognized this a long time ago. This explains why, sometime in 2004, it launched India’s first glamour and entertainment channel devoted predominantly to the Bollywood phenomenon: ZoOm. In 2008, Merrill Lynch — one of the world’s leading wealth management, capital markets and advisory companies — decided to invest a considerable amount of money in ZoOm, giving the company impetus to grow as an independent organisation.
The new entity subsequently created was Zoom Entertainment Network (ZEN). ZEN continues to be a subsidiary of Bennett, Coleman and Company Limited. The Managing Director, BCCL, continues to be Chairman of the Board, and continues to take an active interest in the affairs of ZEN. Today, ZEN is the channel of choice for urban, upscale audiences across India, appealing to all who switch on their televisions in search of lifestyle, glamour and, most importantly, everything related to Bollywood. The channel now connects with over 80 per cent of urban Indian households. In terms of impact, it matches all English movie and news channels in the country put together.
As far as trade details go, ZEN targets the 15-44 age group in the SEC AB set. It has been able to consistently improve its reach, and time spent, currently occupying an impressive 11th position amongst all channels in terms of GRPs in the six metro markets. The channel has deals for distribution in countries like Pakistan, Nepal, Canada, South Africa and the Maldives. Negotiations are on for syndication in the United States, United Kingdom, Kenya, Mauritius, and Sri Lanka, among others.
ZEN has also managed to make a mark on the new media front, and has carved a niche on the Internet. In a mere five months since it was launched, ZoomTV.in — the digital arm of ZEN — clocked a staggering 23 million views. With a bevy of official partners including YouTube, Rediff, Blinkx, Nautanki and over 23 of the most popular
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Bollywood applications on social networking giant Facebook, it is proud to be India's largest video content platform on the Web..
CHANNEL GENRE:- Glamour and Lifestyle Entertainment
DATE & YEAR OF LAUNCH:- 20 September, 2004
PROMOTERS Bennett, Coleman & Co., Ltd.
MANAGEMENT TEAM:- CEO – Avinash kaul Business Head - MK Anand Chief Creative and Programming Officer- Sunil Sahjwani Distribution Head - Vikram Thukral
USP:- Zoom aims at providing unique content in the domain of fashion, lifestyle and glamour to urban, up scale Indian audiences. It aspires to be the entertainment destination with an engaging mix of the hottest local and international programming.
Zoom targets to maximise viewer appeal through its high-profile anchor line-up. The anchors on board include Pooja Bedi, Samir Kochar, Perizaad, Simone Singh, Sunita Menon, Shonali Nagrani and Gauhar.
TARGET GROUP:- Male & Female, SEC AB, 20 + Young Adults
PROGRAMMING STRATEGY:- Live event coverage and daily entertainment news from Bollywood and Tellywood is one area, where the channel is making its best attempts to score. The channel
12 Employee engagement produces 50 per cent of its content in-house and its programming primarily consists of celebrity driven content. The channel drivers are the entertainment news based shows Page 3 and Popkorn. Other key programmes which cover entertainment, astrology, music and lifestyle include Just Pooja, Kosmic Chat, Big Nite, Filmi Fever, Mirchi Top 20, Let’s Go and Love Bites.
Zoom programming also aims to build unique and differentiated content in the arena of television entertainment by creating and covering some of the best known parties and celeb based events. They include programmes such as Kuoni Hot Spots, Tuscan Verve Zoom Glam Awards, Parachute Advanced Holi Party and Close Up Speed Dating.
BIG IDEA FOR 2006:- Aim to be number one in the youth category and increase their programme schedule with many new shows.
DIRECT COMPETITION:- Zoom says, it holds a unique mind space among television viewers currently and has no direct competition. Though, it is often compared to English entertainment channels with unique content like AXN, Zee Café, Star World, MTV and Channel [V].
TAGLINE:- 100% Bollywood
CREATIVE MEDIA ACCOUNTS:- In-house creative team
DISTRIBUTION:- Zoom is a paid channel. The channel says, it has 71 per cent all India connectivity. It also taps the Indian diaspora in key international markets such as the US, UK and South East Asia. Zoom also has in-flight entertainment deals in effect with Kingfisher Airlines and Air India.
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SATELLITE PAS 10
CONTACT ADDRESS Zoom Television, 1st floor Trade Garden, Kamala Mills Compound Lower Parel, Mumbai - 400 013, India Telephone +91 22 5552 4200 Telefax +91 22 5552 4225 / 4597 Email [email protected]
HOME www.zoom-television.com
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Vision & Mission:
“We are global company with cosmic consciousness, served from India, aggregating audience to network media brands transiting prints.”
Services Some of the services recently offered by Zoom are:- Discography, Zoom’s brand new show that traces the journey and evolution of stars through their songs. It is telecasted every Saturday 10 to 11 PM. It was launched on 1st May 2010. The Zoom Hot List, Presenting, the highly inflammable brand new countdown series: The Zoom Hot ListThis promises to be the ultimate countdown on all that is hot and sexy in Bollywood. Laonched on 6th May, 2010. Spice 10 Unraveling the Spiciest Scandals… The Sauciest Gossip… From the world of Bollywood and Glamour Only on Zoom’s brand new countdown show. Launched on 14th May 2010. Dynasties Zoom’s mega feature presentation – Dynasties – encapsulates, explores and explodes the dynamics of these powerful Bollywood Families who have devoted generations to Hindi Cinema. It was launched on 20th May 2010. Other programmes which are running on Zoom are Plannet Bollywood, Ring a Star, Encounter, Crime and Bollywood.
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HUMAN RESOURSE POLICY
Introduction
Human resource management (HRM) is the strategic and coherent approach to the management of an organization’s most valued assets - the people working there who individually and collectively contributes to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. In simple words, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.
Features
. Organizational management . Personnel administration . Manpower management . Industrial management
Training and development At the organizational level, a successful Human Resources Development program prepares the individual to undertake a higher level of work, "organized learning over a given period of time, to provide the possibility of performance change" (Nadler 1984). In these settings, Human Resources Development is the framework that focuses on the organizations competencies at the first stage, training, and then developing the employee, through education, to satisfy the organizations long-term needs and the individuals’ career goals and employee value to their present and future employers. Human Resources Development can be defined simply as developing the most important section of any business, its human resource, by attaining or upgrading employee skills and attitudes at all
16 Employee engagement levels to maximize enterprise effectiveness.[The people within an organization are its human resource. Human Resources Development from a business perspective is not entirely focused on the individual's growth and development, "development occurs to enhance the organization's value, not solely for individual improvement. Individual education and development is a tool and a means to an end, not the end goal itself" (Elwood F. Holton II, James W. Trott Jr). The broader concept of national and more strategic attention to the development of human resources is beginning to emerge as newly independent countries face strong competition for their skilled professionals and the accompanying brain-drain they experience.
Recruitment and selection Applicant recruitment and employee selection form a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. Recruitment activities need to be responsive to the ever-increasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective, these initiatives need to include how and when to source the best recruits, internally or externally. Common to the success of either are; well- defined organizational structures with sound job design, robust task and person specification and versatile selection processes, reward, employment relations and human resource policies, underpinned by a commitment for strong employer branding and employee engagement and on boarding strategies. Internal recruitment can provide the most cost-effective source for recruits if the potential of the existing pool of employees has been enhanced through training, development and other performance-enhancing activities such as performance appraisal, succession planning and development centers to review performance and assess employee development needs and promotional potential. Increasingly, securing the best quality candidates for almost all organizations relies, at least occasionally if not substantially, on external recruitment methods. Rapidly changing business models demand skill and experience that cannot be sourced or rapidly enough developed from the existing employee base. It would be unusual for an organization to undertake all aspects of the recruitment process without support from third-party dedicated recruitment firms. This may
17 Employee engagement involve a range of support services, such as; provision of CVs or resumes, identifying recruitment media, advertisement design and media placement for job vacancies, candidate response handling, short listing, conducting aptitude testing, preliminary interviews or reference and qualification verification. Typically, small organizations may not have in-house resources or, in common with larger organizations, may not possess the particular skill-set required to undertake a specific recruitment assignment. Where requirements arise, these are referred on an ad hoc basis to government job centers or commercially run employment agencies.
Hrm strategy An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. An HRM strategy typically consists of the following factors:-
. "Best fit" and "best practice " - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.
. Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate
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objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.
. Continual monitoring of the strategy, via employee feedback, surveys, etc.:-
The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.
An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.
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HR POLICIES OF ZOOM ENTRTAINTMENT NETWORK LIMITED
ATTENDANCE POLICY: - It is mandatory for all executives to punch in the identity card in the automatic attendance system installed near the entrance for clocking-in and clocking-out. Every exit and entry during the office hours is required to be registered. In case of failure to comply with the mandatory requirement of punching the identity card as aforesaid, every failure shall be considered as unauthorized absence amounting to gross misconduct. All executives shall be duty bound to carry identity card in person, whether punch card or otherwise, and the executive shall produce the identity card when requested by the security whilst entering and exiting out of the office premises or at any time while in the office premises. The executive may be detained by the security or any person appointed by the management for the purpose of search to be carried by male searcher in case of male executive and by a female searcher in case of female executive , if there is suspicion that he/ she is wrongfully possessing property belonging to the Company. . A female executive shall not be searched in the presence of any male person.
LEAVE POLICY: - The calendar year for leave will be January 1st to December 31st.
Encashment of Privilege leave is allowed as per the chart displayed above at the time of resignation/ retirement.
Compensatory offs are permitted subject to approval of Department Head, and are to be availed in the same calendar year.
All employees have to apply for leave on timescape.timesgroup.com
Administration
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The Department Head and Human Resource Department are responsible for administering this policy.
PRELIMINARY:- These regulations may be called Zoom Entertainment Network Limited (Employees) Service Regulations. The said Service Regulations shall apply to all employees employed by the Company.
DEFINITIONS
"Company" means Zoom Entertainment Network. Ltd.
• "Employer" means the Company namely Zoom Entertainment Network. Ltd
• "Employees" mean all employees by whatever designation they may be called including the CEO, but not being workman within the meaning of Section 2 (s) of the Industrial Dispute Act of 1947.
• "Habitual" means a person exhibiting regularly a particular set of behavioral pattern.
• "Policies" means the administrative practices and procedures laid down by the company covering various benefits extended to the employees under its Human Resource Policy Manual.
It is further explained that the policy of the Company is exclusively designed for the purpose of extending welfare schemes to Employees at various levels and it is the sole discretion of the company to modify, revoke, suspend, terminate or change any or all such plans, policies or procedures in whole or in part any with or without prior notice of the welfare schemes shown in this policy manual.
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C ASSIFICATION OF EMPLOYEES
Employee shall be classified as:-
• Probationer
• Trainee
• Permanent
Probationer: Every employee at and below Chief Manager shall be appointed initially on probation period of 6 months. The period of probation may be extended by further six months at the discretion of the Management.
Trainee: A Trainee is initially appointed for a period one year and is imparted on-the- job training. At the end of one year subject to performance, either the trainee either gets confirmed or the training period is extended.
Permanent: Employee who has been confirmed in writing by the management of the Company after successful probation/ training period.
SERVICE RULES
Transfer:- An employee is liable to be transferred from one Department/ Location/ Channel of the Company to another and also to associate companies existing or acquired/ started later on, as required by the exigencies of the Company's business at the discretion of the Company and would be required to do such work which will be assigned to him/her
22 Employee engagement from time to time. They can be temporarily or permanently transferred to any part of India or abroad.
Training: - An employee shall hold himself/ herself in readiness for any training at any place or places whenever required.
Misconduct:-
Following acts or omission, which are illustrative and not exhaustive would amount to misconduct on the part of the Employee's:
1. Willful insubordination or disobedience, whether alone or in combination with others, to any reasonable order of a superior;
2. Going on an illegal strike or abetting, inciting, instigating or acting in furtherance
3. Willful slowing down in performance of work, or abatement or instigation hereof;
4. Theft, fraud or dishonesty in connection with the employer's business or property or the theft of property of another employee within the premises of the Company;
5. Willful damage to or loss of employer's goods or property;
6. Taking or giving bribes or any illegal gratification
7. Habitual absence without prior intimation absence without authorized leave or more than 10 consecutive days or overstaying the sanctioned leave without sufficient grounds or proper or satisfactory explanation
8. Habitual late attendance for more than 4 occasions in a month;
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9. Habitual breach of any law applicable to the establishment or any rules made there under;
10. Collection of money without the expressed permission and/ or authorization from the management within and/or outside the premises of the Company on behalf of the Company.
CODE OF CONDUCT:-
This Code of Conduct is to enable employees of ZENL to adopt consistent approach on key integrity issues and provide clarity on ZENL's core values and principles. This Code of Conduct will be an inherent part of the employment contract between ZENL and every employee.
1. It is agreed between employee and the Company that in the event he/ she resign/separate from the Company, employee will not recruit, select or influence in any way, any employee of our Company or anyone working with us on contract, to join a future employment, as an employee or partner or any other form of work association, after the separation of services with us.
2. Employee undertake not to work with any competing business including Publishing, Television, Telecom, Radio Internet or new media engaged in the dissemination of content for at least a period of one year from the date of leaving the services of the company.
3. Employee is liable to be transferred from one department to another and from one shift to another shift in the same department or any other department or from one branch to another branch of the Company and also its associate companies existing or acquired/started later on, as required by the exigencies of our business at the
24 Employee engagement discretion of the Company and shall do such work which will be assigned to him/ her from time to time.
4. This appointment is valid subject to the employee providing proof of date of birth and other certificates regarding his/ her qualification as outlined in the application blank and resume. Willful non-disclosure or wrong disclosure would lead to termination of services.
5. Employee will be responsible for the safe keeping and return, in good condition and order of all the properties and equipment of the company, which may be in his/ her use, custody or charge.
6. Employee will be eligible for Privilege Leave, Sick Leave and Casual Leave as per the Company's rules.
RECRUITMENT AND SELECTION:- All position will be filled as per the Manpower Budget only after the written approval of Chief Executive Officer is obtained by the respective department on position approval form.
Procedure:-
New Vacancies:- 1. At Times, new vacancies may arise due to setting up of ventures, expansion of existing ventures, brand development, market expansion, etc. Every new position the Department Head will be required to justify why the position is required to be filled up and along with the job description. The Chief Executive Officer after due discussion with the Department Head will approve the requirement.
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Vacancies as per Manpower Budget All permanent vacancies will be filled up strictly as per manpower budget prepared by each Department level wise for their respective function. Department Head will be required to send a requisition along with a job description to the Chief Executive Officer. Once the Chief Executive Officer approves for the vacancy to be filled up, he will send it to the Corporate Human Resource Department to hire the suitable Candidate,
The selection procedure will consist of a Preliminary Interview and a Final Interview and it will be conducted as follows:
views Mangers and below Chief managers Chief manager and above PreliminaryDepartment Head & HumanDepartment Head & Human resource head and Resource Nominees Human Resource department head Representative Final Human resource head Business head and Chief executive officer human resource head
SALARY ADVANCE POLICY:- Employees of the company can avail of the same on recommendations of the department head and approval of HR Head and Chief Financial Officer. The Employee should mention the reason for applying for a salary advance. The management has the discretion to approve or reject the whole or part of amount applied or number of installments applied. The advance amount can be less than or equal to the net salary as per current month’s payslip. The same will be recovered in maximum 3 installments. Exceptions to this are: 1. Amount applied is more than one month upto a maximum of three months, 2. Number of installments for recovery is more than 3 months.
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Salary Advance has to be approved by the Chief Executive Officer in the above 2 cases. Salary Advance is generally given once in 12 months against current month's salary.
INDUCTION POLICY:- ZEN believes that all new employees MUST be given timely induction training. This training is regarded as a vital part of employee (particularly senior management) recruitment and integration into the working environment. This policy, associated procedures and guidelines define ZEN’s commitment to ensure that all employees are supported during the period of induction, to the benefit of the employee and Company alike. The key objectives of the induction process are:
1. To acquaint a new joinee to the company’s business, processes and procedures. 2. To give inputs to the individual about his I her privileges as an employee. 3. To familiarize a new joinee with the various functions at ZEN. 4. To help define the individual’s role in the organization.
Benefits
Induction has benefits for all involved in the process. Employees who settle quickly into the Company will experience feelings of worth and satisfaction and will quickly become productive and efficient. It is generally recognized that new employees are highly motivated and an effective induction process will ensure that this motivation is reinforced. ZEN expects that the implementation of good induction practice by Directors and Managers will:
1. Enable new employees to settle into the Company quickly and become productive and efficient members in a short period of time. 2. Ensure that new entrants are highly equipped, prepared and motivated.
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3. Assist in reducing staff turnover and reduce costs associated with repeated recruitment, training and lost productivity.
Architecture Overview
The figure below depicts the overall Induction Program Approach Human Resource (HR) Department will be the owner of the induction programmed. It will be their responsibility to organize the induction and coordinate with all the departments and. It is expected that all managers and employees of all departments will assist HR in imparting functional induction. The induction process would be conducted in three phases.
Project Layout
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To involve employee engagement programmers to enhance interdepartmental communication and also to improve the quality work. Meaning:- Firstly, we studied what is employee engagement. It means work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests.
Productivity is the output of the workers in the form of work done by them it’s not the quantity that matters it's the quality that is of importance for the organization. An engaged workforce has an understanding of what is expected of them at work so thus they are able to carry on their task effectively and efficiently thus adding to the productivity of the organization and thus adding to the growth and success of the organization.
Categories of employee engagement: - Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally
29 Employee engagement curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers.
Actively Disengaged--The "actively disengaged" employees are the "cave dwellers. “They’re "Consistently against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning. An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results.
Some of the advantages of Engaged employees are:- 1. Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. 2. They will normally perform better and are more motivated. 3. There is a significant link between employee engagement and profitability. 4. They form an emotional connection with the company. This impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels
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5. It builds passion, commitment and alignment with the organization’s strategies and goals 6. Increases employees’ trust in the organization 7. Creates a sense of loyalty in a competitive environment 8. Provides a high-energy working environment 9. Boosts business growth 10. Makes the employees effective brand ambassadors for the company
Factors Leading to Employee Engagement:- Studies have shown that there are some critical factors which lead to Employee engagement. Some of them identified are
Career Development- Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them.
Career Development – Effective Management of Talent Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development.
Leadership- Clarity of Company Values Employees need to feel that the core values for which their companies stand are unambiguous and clear.
Leadership – Respectful Treatment of Employees Successful organizations show respect for each employee’s qualities and contribution regardless of their job level.
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Leadership – Company’s Standards of Ethical Behavior A company’s ethical standards also lead to engagement of an individual
Empowerment Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.
Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement.
Other factors:- • Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees. • Performance appraisal Fair evaluation of an employee’s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement.
• Pay and Benefits
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The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. • Health and Safety Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. • Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. • Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. • Family Friendliness A person’s family life influences his wok life. When an employee realizes that the organization is considering his family’s benefits also, he will have an emotional attachment with the organization which leads to engagement. • Co-operation If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.
The Engagement Activity conducted in the Zoom Entertainment Limited is :-
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Monday Bytes :- Monday Bytes is a news letter which is sent to all zoom India employees on every Monday It’s initiated by HR team of Mumbai. In this news letter all the news related to media is added. While collecting the data for news letter we have to keep in mind that any kind of employment news is not there which means job opportunity as it my motivate employees within the organization to apply for it. It also includes the topics related to advertising & marketing. As it is meant for the organization it gives the information about the advertising & marketing techniques of other media channels. The data is collected from website www.indiatelevision.com & www.afaqs.com. After the data is collated it is sent to new media department who design a mailer. After the mailer is designed it is sent to the HR head for approval of the data present in the news letter. After the approval it is forwarded to all Zoom employees.
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Mothers Day Celebration:- It was for the first time in Zoom that Mother Day was celebrated with a cause was in the organization. It was celebrated on 7th May 2010. On this day we approached an Ngo Mobile Crèches whom we requested to come in the organization. We requested employees to donate in kind whatever they want to donate for orphan kids. We got a good respond form both the sides i.e. from the NGO and from the employees. We got good amount of donation in kind. We had organized some games for the kids who had come in the organization. We had also made a collage of all the mothers in Zoom with their kids and had displayed it on the notice board. This activity helped to motivate the mothers working in the organization that we do care for them and for their family too,
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Birthday Celebrations :- In the organization we celebrate Birthday of all the employees in the organization among all the branches in different cities. A data base was created of all the employees about their date of birth and contact details and email id’s. Then a mailer is designed every day and it is sent to all zoom employees with a detail of the employee for e.g. contact number, email id, and which department he belongs to and the location. This activity helps the employee to come together and to celebrate and also help them to know more about there team mates. This activity is on daily basis although it is time consuming but it helps employees to know there college. Even a print of mailer is taken and is displayed on the notice board of the organization.
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Salsa & Jive Sessions :- There were salsa and jive sessions organized for the employees in the organization. The posters were taken out and it was advertise, then registration was done. About 50 employees registered for these sessions. The participants were divided into 2 batches of 25 each. These sessions were scheduled twice a week. The cost incurred for this activity was 10,000 as the trainee was from with in the organization so the amount paid was less. The registration was free of cost for the employees. This activity helped the employees by enhancing inter departmental communication.
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RESEARCH DESIGN
5.1 Research topic:- “Engagement activity helping organization in improving communication & motivation in the organization & increases the productivity in the organization.”
5.2 Sampling used:- To examine employee engagement in this study group a web-based survey was Conducted in May, 2010 among 30 employees who have participated in the engagement activity located in the Mumbai.
5.3 Source of data:-
5.3.1 Primary data:- The method of questionnaire has been used to collect data from the respondents. A questionnaire containing 11 questions was prepared in order to get the desired response from the respondent.
5.4Tools:
• Questionnaire • Excel 2007
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.LITERATURE REVIEW Recruiting good talent is one thing but retaining them and making them deliver their maximum to the organization. The success of organization requires the active and willing participation of organization’s workforce. mployee Engagement refers to the ‘voluntary effort’ employees are ready to put in to their work, to achieve the organization’s objectives. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. Developments and sustenance of this positive attitude translates into business gains. The essence of employee engagement is to provide a positive environment where employees are free to contribute, and desire to contribute, more of their energy, efforts and thought processes in ways that significantly and favorably impact the goals of the organization.1 Engaging employees is important whatever the potential of the employee, but it is especially crucial for truly talented people who are likely to have leadership potential either now or in the future. Engaging talented people needs to be a top organizational priority, because they are by definition especially precious possessions. They are particularly likely to find another berth if they don't feel that the current one meets their demanding needs for job satisfaction, purpose and sense of self-worth.
Previous Studies of Employee Engagement The most comprehensive study to date of employee engagement has come from The Gallup Organization’s research using the Q12 instrument. For more than 50 years, the Gallup poll has been questioning customers and employees on a variety of workplace topics. Their surveys attempt to find out more than simply how satisfied persons are with their jobs. It addresses the extent to which employees needs are being met and examines the emotional ties they have to their employment. According to Coffman and Gonzalez-Molina (2002), results of this Gallup research have shown that business
39 Employee engagement units in which employees score in the top half on employee engagement have, on average, a 56% higher success rate with customer loyalty, a 44% higher success rate on staff turnover, a 50% higher success rate on productivity outcomes, and a 33% higher success rate on profitability outcomes. One key component of the Gallup Q12 instrument is that it includes items that Gallup researchers have found to be under the influence of the manager. This allows for practicality of change based upon the survey results. Over a period of time, Gallup consultants have educated managers and have partnered with companies to implement change strategies. Between the first and second year of implementing changes those companies have, on average, scored one-half standard deviation higher on employee engagement and sometimes as much as a full standard deviation or more of growth after three years. Current evidence from the Gallup 12 studies has demonstrated that, to some extent, employee engagement is influenced by the manager, is changeable, and can vary widely from one workplace to another. Kahn’s research sought to identify the psychological conditions necessary to explain moments of personal engagement and personal disengagement among individuals across different situations at work (Kahn, 1990). His work used the methods of observation and interviewing to conduct a qualitative study of personal engagement among 16 camp counselors and 16 architectural firm members. Kahn found that people draw upon themselves to varying degrees while performing work tasks and they can commit themselves physically, cognitively, and emotionally in the various roles they perform. Or, they may choose to withdraw and disengage from their work roles and work tasks. Results of Kahn’s study suggest that there are three psychological conditions that shape how people perform their roles -- meaningfulness, safety, and availability. Kahn’s identification of these three psychological conditions now serves as a framework for the study of employee engagement. Specifically, Kahn (1990) describes the state of meaningfulness as one in which workers feel worthwhile, useful, and valuable, and that they are making a difference and are appreciated for the work they do. Safety is described as an environment in which people feel an ability to act as what would be normal for the individual without fear of negative consequences. Safety
40 Employee engagement is found in situations in which workers trust that they will not suffer because of their engagement to their work and where they perceive the climate to be one of openness and supportiveness. Availability is defined by Kahn (1990) as the sense of having the personal physical, emotional, and psychological means with which to engage with their job tasks at any particular moment. This model acknowledges that personal coping mechanisms and factors in life outside the job can impact a workers engagement to the job. Kahn’s (1990) work also concluded that people have dimensions of themselves that they prefer to use and express in the course of role performance. If they can match their preferred actions with the psychological conditions existent in their work environment and work roles, then they will engage with the job (Kahn, 1990). Using a survey format they explored why some individuals fully engage in their work while others become alienated or completely disengaged. Results of this study confirmed that engagement differs from simple job satisfaction. They agreed that engagement actually entails the active use of emotions and behaviors in addition to cognitions. Overall, study results supported Kahn’s earlier work in that psychological meaningfulness and safety were positively linked to employee investment in work roles. Additionally, job enrichment and role fit were positively related to psychological meaningfulness. Having a supportive supervisor and good relations with co-workers were related to feelings of psychological safety on the job. In a 2006 cross national study, The researchers found that engagement is not only the opposite of burnout but that it has its own characteristics, which were labeled vigor, dedication, and absorption. The researchers concluded that engagement is similar to burnout in that it is a stable, non-transient state that increases slightly with age. Kahn’s earlier work and from the burnout literature to pose a model of employee engagement in which the antecedents of engagement are identified as (a) job characteristics, (b) perceived organization support, (c) perceived supervisor support, (d) rewards and recognition, (e) procedural justice, and (f) distributive justice. In this same model, the consequences of employee engagement are identified as job satisfaction organizational commitment, intention to stay on the job, and organizational citizenship behavior (Saks, 2006). Results of the survey showed that the psychological
41 Employee engagement conditions leading to organization and job engagement, as well as the consequences of each, are different. The study results also showed that perceived organization support predicted job and organization engagement; by comparison, particular job characteristics predicted individual job engagement. The researchers concluded that procedural justice predicted organization engagement and that job and organization engagement are both related to employee attitudes, intentions, and behaviors. In particular, job and organization engagement predict job satisfaction, commitment to the organization, and intention to quit. Overall, the results of the study suggest that workers who perceived higher organizational support were more likely to reciprocate with greater levels of engagement to their individual job roles. The amount of work experience is another variable that has been studied for its association with burnout. Research findings on the subject are conflicting. Some studies indicate that individuals new to their jobs score higher on measures of burnout while others indicate no relationship between years of service and burnout.
Analysis
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Employees involved in engagement activity
Participants Non-participants Total 149 51 200
149 Total Employees Participants 200 Non Participants 51
The pie-chart above shows that the total number of participants from the organization is 200 out of which 149 participants are actively working in the functioning of the organization whose requirements are being fully met by the organization and 51 participants felt that their requirements were either not being fully filled by their superiors or it was partially filled.
No. of employees felt increase of communication
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Yes (in %age) No(in %age) total 156 (78%) 44 (22%) 200(100%)
Interdepartment increase in communication
22%
Yes No
78%
The pie chart above shows that out of those 200 participants,156 (78%) participants felt that there communication skills have increased to a certain level because of the engagement programs which were undertaken in the organization and it helped them to communicate well with their seniors and their co-workers while 44(22%) participants felt that engagement activity didn’t helped them to communication skill according to their own expectations and their should be further activities be done in the organization which help them to communicate more effectively
Engagement activity was motivating factor to come in the organization
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Yes(in %age) No (in %age) Don’t-know(in %age) Total 136(68%) 40 (20%) 24 (12%) 200(100%)
ENGAGEMENT ACTIVITY AS MOTIVATING FACTOR
20%
yes no 12% don’t no 68%
The pie chart above shows that out of 200 participants 136(68%) felt that they were successfully motivated by the employment activities in the organization, it increased their efficiency and helped them increase their performance it helped them reduce their stress because of the work pressure. 40(20%) participants felt that their motivation level did not increased as compared to their co-members their workers there was not much increase in their efficiency and it did not increase their productivity, their stress level remained the same(increased in some) because of the work pressure of the organization. 24(12%) participants felt that their motivation has
45 Employee engagement increased in some areas but in other area’s their work level has been the same, they had a neutral effect in their work performance
. LIMITATION AND SUGGESTIONS
LIMITATION The employee engagements activity does help the employee and the organization for better performance but there were few limitations: • Engagement activity does not involve HR department it self. It is one of the biggest limitation that HR department themselves were not able to participate in the quizzes & games as they were the maker of rules & regulations. • It motivates employee for a very short time. The engagement activity like salsa motivated employees for a very short time because of work pressures some of the employees quit the activity and some were not able to participate. • It also restricted the employees who were working on shift basis. The employees who use come at 8PM were or so were not able to participate in these activities.
Suggestions • Firstly the for HR team there should be some activity like for example we can have team lunch or jam session or team outing. This will motivate HR to work for the organization. • We can have flexible timing for the engagement activity according to the need of an employee. For e.g. salsa was on Friday so because of work load people got demotivated so we can shift it on Thursday or Wednesday. • Similarly the employees who were working on shift basis can have some activity done before or after the office hours. For e.g. if the shift starts at 7 PM he or she can come at 6 and be a part of other activity.
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. CONCLUSION Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is gaining popularity, use and importance in the workplace and impacts organizations in many ways. Employee engagement emphasizes the importance of employee communication on the success of a business. An organization should thus recognize employees, more than any other variable, as powerful contributors to a company's competitive position. Therefore employee engagement should be a continuous process of learning, improvement, measurement and action. We would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor. Research indicates that by better understanding engagement, new strategies could be developed that would increase levels of employee engagement, thereby possibly decreasing the costly negative effects of burnout for employees in the human services field.
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BIBLIOGRAPGHY Websites 1. http://www.timesgroup.co.uk/ 2. www.provigator.com/bennett-coleman-co-ltd-the-times-group http://www.citehr.com/#axzz16xpFpdyY
Research Papers 1. Employee Engagement Survey 2. Employee Engagement through compelling Internal Communication
Company’s Software 1. SAP
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SAMPLE QUESTIONNAIRE
Feedback on Engagement Activity
1. Name:
2. Gender: M F
3. Department:
4. Contact Number:
5. Tenure in Organization:
6. Do you frequently take part in Organizational activities?
Yes No
If No then please specify the reason:
7. Have you taken part in the recent activity’s?
Yes No
If No then please specify the reason:
8. Please rate the activity’s in a scale of 1 to 5 where 5 being the highest.
1 2 3 4 5
Frequency of attending
Class
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Level of
Satisfaction Was it worth waiting after office Hours
9. Did the activity improve the inter department exchange of communication?
10. Do you have any other suggestions?
11. Would you like to see more of these activities to take place in the
organization?
50