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1.1 Executive Summary

In todays work environment, employees are leading a busy and stressful life as they spend most of their day hours in the office. In order to make daily work interesting and challenging, organizations are emphasizing on activities which will enable employees to rejuvenate and infuse high levels of energy in them. These initiatives add flavor to the workplace and keep monotony at bay. It also gives employees time and opportunity to explore avenues that they would not venture into otherwise. As studies have suggested that Fun at Workplace activities positively influence workforce participation, employee engagement and retention, the Project Report studies the growing need of such Fun at Work activities and its role in invigorating the employees. The Project Report depicts the importance of Fun at Workplace programmes in organizations today. It is an exploratory research where a Survey was undertaken both outside Ispat as well as within Ispat. Survey was done by means of a structured questionnaire. The external study consists of data collected from 6 companies about their best Fun at work practices. The internal survey studied the expectations which the employees have from such activities. The findings from the study suggested that Fun at Work initiative is an effective tool which not only helps in retention of employees but also helps in team building, resolving conflicts and increasing productivity. The data collected helped in designing a Module for Ispat keeping the employee expectations and best practices in mind.

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2.1.1 Introduction
Steel Industry in India is on an upswing because of the strong global and domestic demand. India's rapid economic growth and soaring demand by sectors like infrastructure, real estate and automobiles, at home and abroad, has put Indian steel industry on the global map. According to the latest report by International Iron and Steel Institute (IISI), India is the seventh largest steel producer in the world. The Indian steel industry is organized in three categories i.e., main producers, other major producers and the secondary producers. The main producers and other major producers have integrated steel making facility with plant capacities over 0.5 MT and utilize iron ore and coal/gas for production of steel. Major steel producers in India are

Tisco ( Tata Iron and Steel Corporation ltd) Essar Steel Jindal Vijaynagar Steels Ltd Jindal Strips Ltd JISCO Uttam Steels Ltd Ispat Industries Ltd Mukand Ltd Mahindra Ugine Steel Company Ltd Tata SSL Ltd Usha Ispat Ltd NMDC Lloyds SteeI Industries Ltd

Present Scenario The steel industry in India is progressing with every passing year and has gradually emerged as the fifth biggest steel producer in the world and is likely to become the second largest producer of

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crude steel by 2015-16. Indian steel industry features among the world's largest iron-ore producers and saw a massive rise in its iron ore exports in 2009 by more than 20%. India's steel consumption rose 8 per cent in the year ended March 2010, over the same period a year ago on account of improved demand from sectors like automobile, infrastructure and housing. The countrys steel consumption increased to 56.3 MT in the 12 months to March 2010 from 52.3 MT in the previous year The production of steel in India touched 27.49 million tonne in 2009 to meet the growing demand for total steel utilized in kitchen appliances, airports, retail stores, trains, etc. The demand for steel and its consumption is predicted to grow by 17% per annum till 2012. The increase in demand will be triggered by construction schemes valued around US$ 1 trillion. The sharp expansion of the industry has attracted an astounding FDI of over USD 237 billion.

Strengths of Indian Steel Industry Low labor wage rates Abundance of quality manpower Mature production base Positive stimuli from construction industry Booming automobile industry

Outlook The outlook for Indian steel industry is very bright. India's lower wages and favourable energy prices will continue to promise substantial cost advantages compared to production facilities in (Western) Europe or the US. It has to be said that the global recession has affected the Indian steel industry especially stainless steel, but the steel industry is trying to offset the negative effect of the recession by focusing on transportation and construction projects which are usually funded by the government. India is the only country globally to record a positive overall growth in crude steel production at 1.01 per cent for the period January -March 2009. It is estimated that India's steel consumption will grow at nearly 16% annually till 2012. The National Steel Policy has forecasted the demand for steel would reach 110 million tons by 2019-2020. It is also expected that steel industry will undergo a process of consolidation since industry players are engaged in an unfettered rush for scale. The deployment of modern production systems is also

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

2.1.2 Ispat Industries Limited

Ispat Industries Limited (IIL) is one of the leading integrated steel makers and the largest private sector producer of hot rolled coils in India. Set up as Nippon Denro Ispat Limited in May 1984 by founding chairman Mr M L Mittal, IIL has steadily grown into a Rs 9,400-crore company, assuming its position as flagship of the reputed Ispat Group. A corporate powerhouse with operations in iron, steel, mining, energy and infrastructure, the Group today figures among the top 20 business houses in the country. VISION To be an organization that continuously achieves economic value by optimizing resources through operational excellence powered by technology, driven by innovation, creating customer delight. MISSION To be amongst the worlds most admired new generation steel companies: in our products, in the manner in which we service our clients, in our work-ethics and in our culture of societal integration. VALUES We Respect the skills and Integrity of professionals We Empower those who belong to us We Work in Tandem with our Environment We Listen to our stakeholders: be they customers or communities, We Build Value for all our shareholders and the Society we co-exist with. Headquartered at Mumbai, IIL employs a total of 3000 people and is the leader in the national speciality steel market. The company's core competency is the production of high quality steel, for which it employs cutting edge technologies and stringent quality standards. It produces world-class sponge iron, galvanized sheets and cold rolled coils, in addition to hot rolled coils, through its two state-of-the art integrated steel plants, located at Dolvi and Kalmeshwar in the state of Maharashtra. The sprawling 1,200 acres Dolvi complex houses the 3 million tonne per annum hot rolled coils plant, that combines the latest technologies - the Conarc process for steel making and the compact strip

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process

(CSP)

introduced

for

the

first

time

in

Asia.

The complex also has a 1.6 million tonne per annum sponge iron (DRI) plant, which was commissioned in 1994 as the world's largest and most efficient gas-based single mega module plant. Moreover, the Dolvi complex is home to a 2 million tonne blast furnace and also boasts a mechanised multi-functional jetty situated nearby, that facilitates the automation of raw material handling. A new 2.24 million tonnes per annum sinter plant, a 1260 tonnes per day oxygen and a new electric arc furnace have also been commissioned at IIL Dolvi. Ispat is the only steel maker in India and among a few in the world to have total flexibility in choice of steel making route, be it the conventional blast furnace route or the electric arc furnace route. Its dual technology allows Ispat the freedom to choose its raw material feed, be it pig iron, sponge iron, iron ore, scrap or any combination of various feeds. It also has total flexibility in choosing its energy source, be it electricity, coal or gas. The Kalmeshwar complex houses Ispat's 0.4 million tonnes cold rolling complex, which also includes the galvanized plain/ galvanized corrugated (GP/GC) lines and India's first colour coating mill. Technology and innovation have always been the cornerstones of IIL's quest for excellence and these state-of-the-art plants facilitate the company's mission to attain and sustain market leadership, through technological and product superiority. The company's strengths lie in its integrated process management, knowledge management and control systems. And its seamless supply chain management systems further the efficient use of raw materials, while its staff of highly skilled engineers, technicians and managers with specialised domain knowledge, ensure the choice of the relevant technology and the ability to produce international quality products at a competitive price. In line with its vision for the future, IIL is expanding its HRC capacity to 3.6 million. Moreover, it aims to complete its vertical integration process, increase the proportion of high-grade and valueadded steel products in its product mix and leverage the advantage the modern design and the size of the facilities offers. With investments of over US $2 billion, IIL is the seventh largest Indian private sector company in terms of fixed assets. It aims to consolidate its market leadership in the national specialty steel market by capitalising on the proximity of its manufacturing facilities to major consumers of flat steel products in Maharashtra, while increasing its presence in international markets by using its convenient port location. In the short span of time since its inception, Ispat Industries has steadily raised the bar - in terms of its relentless pursuit of technological advancement, unwavering focus on innovation, strident emphasis on quality products and its constant initiatives aimed at ensuring customer satisfaction. As it rapidly forges ahead on all these fronts, IIL has successfully reinforced its position as market leader, while simultaneously making technological breakthroughs and setting even higher standards for itself.

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Ispat Industries Limited (IIL) has consistently placed an added emphasis on quality processes within the organisation. Its strict adherence to standards of excellence in quality has seen the company attain the QS 9000 and ISO 14001 certifications. Ispat's unwavering focus on quality is epitomised by its efficient work force, its adoption of the latest international technology and its exemplary product standards that emerge from the most stringent quality control tests. Additionally, it boasts technologically advanced machines and systems, professional management and a pioneering zeal that is constantly in search for a new model of production. At IIL, all these ingredients are synthesised to create an indomitable spirit for excellence. Total customer service and satisfaction are of prime importance to IIL and act as drivers of the company's quality initiatives. In line with achieving its goals of operating on par with global standards, IIL has introduced a number of internationally recognised quality initiatives, including Six Sigma, Total Quality Management and Total Productive Management. These initiatives have aided the company in putting in place efficient systems to ensure the timely supply of quality products and services.

HR System at Ispat
The role of the HR parallels the needs of the organization. Within this environment, the HR department is considered a strategic partner, an employee advocate and a change mentor. To promote the overall success of the organization, it identifies the organizational mission, vision, values, goals and action plans and finally, helps determine the measures that will help the organization succeed in all of this. The HR has responsibility for all the functions that deal with the needs and activities of the organization's people. The HR team contributes to the development and accomplishment of the organization-wide business plan and objectives. The HR business objectives are established to support the attainment of the overall strategic business plan and objectives as the HR representative is deeply knowledgeable about the design of work systems in which people contribute. They have the expertise in how to create a work environment in which people will choose to be motivated, contributing, and happy. The HR professional helps establish the organizational culture and climate in which people have the competency, concern and commitment to serve customers well. The HR personnel provides employee development opportunities, employee assistance programs, gain sharing and profit-sharing strategies, organization development interventions, due process approaches to problem solving and regularly scheduled communication opportunities.

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2.1.3 Fun@Workplace

Scope of Fun@Work initiatives

Today organizations across all the sectors are emphasizing on making the daily work interesting and challenging by introducing new elements of surprise so that their employees are motivated to come to office and look forward to a new day and an enriched experience. To have a sense of accomplishment, it is critical to feel good about a day at work and to look forward to a new one. So an organization needs to ensure that the work people do give them that sense of happiness and satisfaction. Offices are now termed as home away from home. Employees spend most of their day hours at the workplace and there are times when the work gets extremely challenging, in addition to being highly stressful. This can have an adverse effect on employee productivity. At times like these, it is important to give employees opportunities to de-stress and rejuvenate. In such a scenario, it becomes essential for the organization to promote an employee-friendly work culture by nurturing the spirit of innovation amongst employees and helping in their career growth. Recreational activities play a very significant role in making employees comfortable and infusing high energy levels in them,

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

What is Fun at Work?

Fun in workplace is an experience that is voluntary in nature, highly engaging at times and is primarily a social process constructed by laughter and amusement. Fun@Work Activities can be represented by four clusters, humor and play, informal socializing, formal socializing and organizational events. The most frequently reported examples of fun at work are informal get- togethers (eg. Morning tea, lunch), chatting and sharing experiences, sharing jokes and humor and team building activities. Stand out fun occasions are often special celebrations such as birthdays or Christmas parties, or organizational events like fun workshops. Fun at Work is the latest buzzword in the corporate world today. Fun has now become a corporate mantra for the HR managers who are always exploring innovative ways to keep their employees happy. A fine balance between work and life is being seen as crucial by firms who want employees to be self driven and not directed all the time. An element of fun has been introduced into the work. Fun reduces stress, eases tension, and improves energy. It is an important element to enhance mutual trust and build a dynamic mentoring relationship. The days when a break from work meant a cup of tea is obviously history. Gymnasiums and onsite doctors are accessible at any given time. Stress can hamper productivity and by providing for yoga classes and free counseling sessions, among other benefits, employers are walking the extra mile. Firms are also making their workplaces very different from the cubicle look that ensured hierarchy and red tapism was maintained. New colorful beanbags dotting every corner, foosball tables and well maintained kitchenettes add an energy that companies vouch for. Employee engagement and work life balance are key to building a workforce that is motivated and that outperforms on client expectations. Besides this it also aids employee retention.

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Research Study on Fun@Work

For some years now there has been growing enthusiasm amongst practitioners, managers and some academicians about the value of promoting fun at work. To date there has been little practical research related to the unique context of fun. As a result, the authors believe that fun at work deserves further research attention. Supporters of 'fun' initiatives draw on both subjective facts and research evidence to argue that fun at work can be used to effectively influence workforce participation, including recruitment, engagement and retention. Empirical studies have been published examining issues relating to fun at work by McDowell (2005), Abramis (1989) and Fleming (2005). The empirical research presented on both fun and fun at work has identified some useful preliminary data. Both Podilchak and McDowell suggest that fun at work activities need to be playful, amusing and enjoyable. Podilchak argues that to have fun, one needs a state of mind that lacks seriousness or tension and supporting this view, McDowell suggests that fun needs to be spontaneous, expressive and amusing. Podilchak states that for fun to occur there needs to be a sense of contribution and perceived equality with Fleming (2005) supporting this idea. The study identified key features of a fun climate which included activities such as socializing with co- workers, celebrating and having global fun. Abramis published a series of articles in relation to having fun at work. His study indicated that people who were having fun at work, in contrast to those who had little fun, reported lower levels of anxiety and depression, and higher levels of motivation, creativity and capacity to meet job demands. The outcomes presented in the anecdotal text in relation to utilizing fun at workplace include perceptions that having fun at work increases job satisfaction, assists in managing stress, increase employee retention and improves job efficiencies, particularly customer service applications. Improvement in these organizational factors is claimed to increase company profits. SHRM (2002) reported the three most common personal issues related to resistance to employees having fun included fears of feeling silly, lack of control and fears of offending someone. Negative outcomes observed most frequently were feeling of being coerced into organizational events, personal discomfort such as being asked to act in a manner outside ones usual role and issues such as disrupting others. The Fish phenomenon is potentially the most well known positive fun climate intervention. The principle idea of Fish is the focus on developing an innovative and responsible workplace

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environment that assists people to love the work they do, even if it is not a job they love. Reports to the author and internet testimonials from organizations who have applied Fish principles have reported substantive changes in team climate, particularly influencing staff morale and turnover; however, no data has been collected to validate these claims. In conclusion, the research available in relation to workplace climate suggests developing an organizational climate that is supportive of fun, which may well have positive outcomes for both individuals and organizations and influence healthy team processes.

Advantages of Fun@Workplace initiatives

These initiatives help make employees more productive, as they add flavor to the workplace and keep monotony at bay. It also gives them time and opportunity to explore avenues It keeps the employee engaged and de-stresses them. Besides working hard together, playing games or other recreational activities brings out the competitive spirit and passion in them. Recreational activities play a very significant role in making employees comfortable and infusing high energy levels in them. Such culture promotes optimism, organizational values, team building and motivate employees to bring out the best in themselves. Having fun while being at work enables an employee to enjoy his work and even make that extra effort or even stretch himself for his job. Working in a relaxed environment, adding the fun element to the work atmosphere helps makes the job a pleasure for the employees. A right corporate culture conduces the full potential of the employees. Initiatives like celebrating the success of the projects of teams (even on a small scale) can help improve team spirit and synergy in the organization. The dynamic and vibrant work environment helps create a feel-good factor within the organization and a positive and cohesive attitude amongst the employees. It also acts as a great

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

Work and play organization culture also plays an important role in the retention process of the organizations. In many cases it has been proved that the retention rates of the organizations with the same culture have better retention rates than other organizations. HR initiatives of creating such environment show the people that the organization cares for them.

Drawbacks

Many researchers, professionals and employees oppose such culture at the workplace. They argue that such people lack the commitment and seriousness towards their work. Unfortunately, many see such fun to be a waste of time. Contrary to the belief that happy workers are productive workers, many people argue that fun leads to a decline in the productivity.

In a survey to find - Great Places to Work in India - the opinion of employees regarding the work and play culture, the fun element in the atmosphere was a vital point under consideration in deciding the results. The only constraint to the whole situation is that it is not always appropriate to take everything lightly. There are times when fun is not appropriate.

Role of HR o The HR department plays a big role in galvanizing the initiatives to a more departmental or functional level, given the fact that they have to interact with a cross-section of people from various departments and across all levels. To make sure that the initiatives are implemented across the organization effectively, the HR personnel have to make sure that they keep the departmental or functional managers updated on their plan and also take their views on any amendments that need to be made thereof. This coordination and cooperation with various departments helps make the initiatives effective and successful.

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o It is also important that when it is a department-specific initiative, the HRD along with the representatives of the concerned department, work out the finer details of the plan and also train them in smooth implementation. Since HR is a business support role, the impact of its initiatives will surely affect the entire organization, and hence they have to play an overall role to stimulate action.
o

The HR department is the fulcrum around which all our recreational and employee welfare initiatives are conducted. Apart from the individual department heads and project heads, the HR team is involved gauging in the overall fun index in the organization. The HR does this through various kinds of informal as well as formal channels like emails and intranet, newsletters, and quarterly open houses.

o Different initiatives at the departmental and functional levels help in encouraging innovation and promoting team spirit. HR can help in identifying the requirements and internal dynamics of each team and propose activities or suggestions that will facilitate mutual respect and improve relations among members. This will in turn improve productivity. At a functional level, exercises and sessions that are challenging and improve the technical or managerial skills go a long way in improving the employee skill-sets.

2.2 Research Objective

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Study I

Benchmarking best Fun@Workplace Initiatives at other leading organizations.

Study II

To determine employee expectations from Fun @ Workplace initiatives.

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

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2.3 Research Methodology

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

Developing the Research Plan

A structured questionnaire was framed as it generates specific and to the point information, easier to tabulate and interpret. Moreover respondents prefer to give direct answers. In the questionnaires both open ended and closed ended types of questions have been used.

Collection of Data

Primary data: People from different departments (within Ispat) were both personally visited and interviewed and were sent mails. They were the main source of Primary data. The method of collection of primary data was through a structured questionnaire.

2.4 Sampling Design

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Sampling Plan

o Sampling Units: Study I - Companies across various sectors Study II - Employees of Ispat Industries (E00 E17)
o

Sample Technique: Random Sampling

Research Instrument: Structured Questionnaire

o Sample Size: Study I - 6 Companies Study II - 50 employees

2.5 Limitations

Many companies and employees (at Ispat) could not be covered for the study because of distance and time constraints.

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3.1 Analysis and Findings

3.1.1 Study I :
Six companies were surveyed in order to identify the Best Fun@Workplace Practices. The companies belonged to different sectors- manufacturing sector, banking sector, entertainment sector and IT sector. Both an online and paper version of Questionnaire was developed. The questionnaire was answered by HR Managers, HR Executives and Senior Manager of the organization. Following were the companies that were surveyed.

I.

Tata Motors
Industry: Automobiles No: of employees: 24,000 Revenue: Rs. 92,519 crores Sector: Private

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About the Company: Tata Motors Limited is India's largest automobile company. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles. Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain.

Features about Fun@Work Activities at Tata Motors:

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

b) These activities are monitored and implemented by the HR Team and organized every month. c) Programmes concerning the employees spouse and children are also arranged in the organization.

II.

Mahindra & Mahindra

Industry: Automobiles No: of employees: 16,000+ Revenue: $7.1 billion USD Sector : Private

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About the Company: Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India. Mahindra is the only Indian company among the top tractor brands in the world. It is today a full-range player with a presence in almost every segment of the automobile industry, from two-wheelers to CVs, UVs, SUVs and sedan. Features about Fun@Work Activities at Mahindra and Mahindra: a) Fun@Workplace activities were started at Mahindra recently.
b) These activities are organized every month.

c) Some initiatives for its employees:

o

Fun Fridays at Mahindra Finance: Mahindra Finance celebrates every last Friday of the month as Fun Friday. A cake is cut by all employees celebrating their birthday in that month and this is followed by a game, motivational movie, etc. Some games organized in the past were polo and straw game, Mango Mania, screening of movies like Who Moved my Cheese etc. TPM Sports Time: A TPM Sports event is organized. It is designed to promote TPM through entertainment. TPM awareness banners are put up at the venue. Various games are played and there are high levels of participation and enthusiasm from employees. Mahindra Familys Day Out: Mahindra employees organize annual picnics with their families. A variety of games, DJ parties, magic show, pottery making, hair braiding and more, keep people of all ages thoroughly entertained. Fun@Work at Igatpuri Plant: As part of Fun@Work initiative, Igatpuri Plant has started organizing monthly officers gettogethers at the plant canteen, at which officers have plenty of fun. Their talents are showcased and there is entertainment by way of quizzes, short skits, etc.

III.

Tata Consultancy Services

Industry: Software Services No: of employees: 160,429 Revenue: Rs.7,172 crores Sector: Private

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About the Company:

Tata Consultancy Services (TCS) is a software services and consulting company headquartered in Mumbai, India. TCS is the largest provider of information technology and business process outsourcing services in India. TCS is a flagship subsidiary of one of India's largest and oldest conglomerate company, the Tata Group. Features about Fun@Work Activities at TCS
a) TCS implemented Fun at Work programmes more than 5 years ago. b) These activities are conducted fortnightly.

c) Some initiatives for its employees: o Different clubs like Theatre Club, Bibliophile Club, Adventure and Trekking Club, Fitness Club, Sanctuary Club, Music Club and Community Services Club, among others facilitate fun at work. o These clubs organize various activities like yoga, dance lessons, music competitions, trekking expeditions, sports activities, regular visits to NGOs, among other activities for TCS employees.
o

On Family Day, employees can bring their families to TCS and take them around the workplace. Similarly, fun activities like painting lessons, games, movies, etc are organized for children of TCS employees.

o TCS offers a flexible work environment where employees are given the option to work part-time or work from home under special circumstances. Adoption leave is offered to the parent irrespective of the gender. Employees also have the option to go for sabbaticals. o The TCS band Kollage, is a six-member band which had been given a place for practice after the office hours, and all the equipment was bought by the company.

IV.

Bombay Dyeing

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Industry: Textiles No: of employees: 501 1000

Revenue: 1000-2500 crores Business Units: 600 units all over India

About the Company:

Bombay Dyeing (full name: The Bombay Dyeing & Mfg. Co. Ltd., established 1879) is the flagship company of the Wadia Group.

Bombay Dyeing, exports to advanced countries such as USA, countries in European Union, Australia and New Zealand.

Features about Fun@Work Activities at Bombay Dyeing

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

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

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

improved. The organization tracks the benefits of these activities through feedbacks from employees and maintains record files.

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V.

HDFC Bank

Industry: Banking Services No: of employees: 52687

Revenue: Rs.2,849 crore Business Units: 1400 offices

About the Company:

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector,

The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India.

Features about Fun@Work Activities at HDFC Bank

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

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

organized quarterly.

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

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

VI.

BIG Cinemas
Industry: Cinema chain Revenue: Rs.733 crore

No: of employees: 51-100 employees in Business Units: 516 (across India, each Multiplex U.S., Malaysia, Netherlands)

About the Company : BIG Cinemas, a division of Reliance MediaWorks Ltd and a member of Reliance ADA Group is Indias largest cinema chain.

BIG Cinemas has established leadership in film exhibition in India with 253 screens and accounts for 10 to 15% of box office contributions of large movies.

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BIG Cinemas has been awarded the Retailer of the Year honor at the Reid & Taylor Awards for Retail Excellence.

Features about Fun@Work Activities at Big Cinemas

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

b) The HR Team organizes these activities every quarter.

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

common programmes that are organized for its employees.

Findings from Questionnaire:

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

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Interpretation: All organizations have Fun@Workplace activities. Inference: Today organizations across all the sectors are emphasizing on making the daily work interesting and challenging by introducing new elements of surprise

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

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Graph:

Interpretation : From the graph above it can be seen that

100% respondents feel Fun@Workplace Activities are needed to improve interpersonal relations among employees. 50% respondents feel Fun@Workplace Activities are needed to give a break to employees from routine work. 16.67% respondents feel Fun@Workplace Activities are needed because there were requests/ interests from employees. Other reasons- Due to stress, it becomes important to arrange such activities.

Inference:

HR managers understand the importance of team spirit and internal dynamics of each team member so they propose activities that facilitate mutual respect and improve relations among members.

Employees spend most of their day hours at the workplace and there are times when the work gets extremely challenging, in addition to being stressful. Therefore this is another important reason to start such activities so as to give employees opportunities to de-stress and rejuvenate.

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Q-3: When was it started? Graph:

Interpretation: From the graph above it can be seen that

50% respondents said these activities were started more than 5 years ago. 33% respondents said these activities were started 1-2 years ago. 17% respondents said these activities were started 3-4 years ago.

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

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

Interpretation: From the graph above it can be seen that

83.34% respondents feel Fun@Workplace Activities are Very Significant. 16.67% respondents feel Fun@Workplace Activities are Extremely Significant.

Inference:

Organizations today, know the importance of Fun@Workplace activities and therefore rate these initiatives as very significant.

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

Interpretation: From the graph above it can be seen that

50% respondents organize such activities Monthly. 16.67% respondents organize such activities Fortnightly. 16.67% respondents organize such activities Quarterly. 16.67% respondents organize such activities Half yearly.

Inference: Majority organizations conduct these activities on a monthly basis. Considering the busy schedule and culture of the organization, Fun@Workplace activities are organized accordingly, so that neither the schedule is affected nor employees are left stressed out.

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Q-6: Who monitors and implements these initiatives? Graph:

Interpretation: From the graph above it can be seen that

67% respondents have Fun@Work Activities organized and implemented by the HR Team. 17% respondents have other teams for carrying out such functions- Cluster/Circle initiatives. 16% respondents have Fun@Work Activities organized and implemented by a Fun@Work Team.

Inference: The HR department plays a big role in galvanizing the initiatives to a more departmental or functional level, given the fact that they have to interact with a cross-section of people from various departments and across all levels.

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

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Companies
1 2 3 Meetings over Lunch Celebrating Festivals Major

HDFC Bank

TCS

Mahindra & Tata Mahindra Motors X

Bombay Dyeing X

Big Cinemas X

Organizing Sports events Organizing Games, Quizzes, Puzzles Anniversaries & Birthday Celebrations Dance classes classes, Yoga

7 8 9 10 11 12 13 14 15 16

Food Festivals, Lunches Organizing Competitions Having Days Fun

Pot

X X

Games, Dress-up

X X X X X X X

X X X X X X

X X X X

Success Parties Creative Contest Workstation

X X X X X

Movie Outings Indoor Game facilities Extra Activities Curricular

X X X

X X X

Co. Slogan & Poster CSR

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Interpretation:
Sr No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Activities Celebrating the major festivals Employee involvement in CSR Arranging sports events Games, competitions for employees family Organizing games, quizzes, puzzles, etc Success Parties (On Company achieving milestones ) Arranging meetings over lunch & dinner Fun Dress-up days , Cultural Programs Celebrating Employee's birthdays and anniversaries Movie Outings Indoor Games Room (Chess, Carrom, etc) Dance classes, Yoga classes, etc Food festivals, Pot Lunches Creative workstation competition Company slogan and Poster Contest Extra Curricular Activities(Palm Reading, Numerology, Tarot Cards, etc)

Percentage 83% respondents 83% respondents 83% respondents 83% respondents 67% respondents 50% respondents 50% respondents 50% respondents 50% respondents 33% respondents 33% respondents 33% respondents 17% respondents 17% respondents 17% respondents 17% respondents

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Set A (17%) o Food Festivals, Pot Lunches o Creative Workstation Competition o Company Slogan and Poster Contest o Extra Curricular Activities (Palm reading, Numerology, etc)

Set B (33%) o Dance and Yoga classes o Indoor Games (Chess, Carrom) o Movie outings

Set C (50%)
o

Celebrating Birthdays and Anniversaries

o Fun Dress-up Days o Arranging meetings over lunch and dinner o Success Parties

Set D (67%) o Organizing games, quizzes, puzzles, etc

Set E (83%) o Games, competitions for employees family o Arranging sports events o Employee involvement in CSR

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o Celebrating major festivals

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

HDFC Bank - Inter-branch Dance Competitions are organized for employees at HDFC Bank. The bank also has tie-ups with Teach India, Shiksha and other such NGOs.

TCS -At TCS, Family Day is an annual event where employees family members can visit the office. There are magic shows, music shows, etc organized for employees family.

Big Cinemas - A highlight of Fun activities at Big Cinemas is the Awards Night which honors its employees for their achievements and contributions.

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

Interpretation:

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From the graph above it can be seen that

67% respondents have people associated to employees, from outside the organization involved in Fun@Workplace Activities. 33% respondents do not have people associated to employees, from outside the organization involved in Fun@Workplace Activities.

Inference:

The family is a very important part of everyday life. The more things that are done as a family, the more memories will reflect in later years. Keeping these things in mind, such programs are designed so as to include family members.

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

Interpretation: From the graph above it can be seen that

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

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

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

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Graph:

Interpretation: From the graph above it can be seen that

100% respondents feel Fun@Workplace activities helps in Team building. 66.67% respondents feel Fun@Workplace activities causes Retention of employees. 66.67% respondents feel Fun@Workplace activities cause a relaxed working environment. 66.67% respondents feel Fun@Workplace activities helps in motivating employees. 66.67% respondents feel Fun@Workplace activities helps in building an optimistic approach among employees. 30% respondents feel Fun@Workplace activities increase productivity among employees.

Inference:

All the organizations believe that a dynamic and vibrant work environment helps build a positive and cohesive attitude amongst the employees.

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Other benefits observed are-it also acts as a great booster of employee morale, a stress buster, and brings a change in the monotonous work schedule. Work and play organization culture also plays an important role in the retention process of the organizations.

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

Interpretation : From the graph above it can be seen that

83.34% respondents feel there are no disadvantages of Fun@Workplace Activities. 16.67% respondents feel employees may not be able to achieve targets due to Fun@Workplace Activities.

Inference: No disadvantages are observed when such activities are organized in an effective manner keeping in mind the agenda of the employees and the culture of the organization.

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

HDFC Bank According to Senior Manager, HDFC Bank, it brings about a feeling of team spirit among employees and such events are always looked forward to. TCS The HR Manager finds the experience of conducting Fun at Work activities to be worthwhile as high satisfaction of employees is observed.

Mahindra & Mahindra Manager, HRD, states that it is satisfying to organize such activities which contribute in re-energizes employees, resolving conflicts among them and bringing them together.

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

Interpretation: From the graph above it can be seen that

43% respondents feel Lack of time poses a problem in implementing these activities. 29% respondents feel they dont encounter any problems while implementing such initiatives

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14% respondents feel Lack of resources poses a problem in implementing these activities. 14% respondents feel Lack of interest from the employees poses a problem in implementing these activities.

Inference: Lack of Time is a major reason in organizations due to which such initiatives are hampered. Each organization has a different culture and so sometimes it gets difficult to organize such activities due to the busy schedule of employees or when employees are on a field job.

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

Q-15: Do you encourage your employees to give their opinions or suggestions on how these initiatives can be improved? Graph:

Interpretation: From the graph above it can be seen that

83.34% respondents encourage employees to give their opinions/suggestions

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

Inference:

More than half the organizations believe that employees can contribute a lot in making the working environment fun and energetic by suggesting ideas. Therefore they are encouraged to give their opinions.

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

Interpretation: From the graph above it can be seen that

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

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

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If Yes, then how

Interpretation: From the graph above it can be seen that

60% respondents track benefits of Fun@Workplace Activities through Feedbacks. 20% respondents track benefits of Fun@Workplace Activities through Surveys. 20% respondents track benefits of Fun@Workplace Activities through other meansMaintaining record files.

Inference: Many organizations track the results of these initiatives and take opinions about what changes need to be made in order to provide the best to their employees.

More than 50% of the organizations track the benefits through feedback which is a more informal way of interaction.

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3.1.2 Study II :
Altogether 50 employees were surveyed at Nirmal and Casablanca office of Ispat. Employees were surveyed across various departments SCM, Mining, Corporate HR, Sales and Marketing, General Services, Legal, Corporate Strategy, Administration, Finance, IT, etc. The respondents belonged to different grades from E00 E17. Both an online and paper version of Questionnaire was developed. The findings were as followsNo: of employees surveyed: 50

Interpretation:

58 % respondents were Males 42 % respondents were Females

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Interpretation:

50 % respondents belong to the age group 26 - 39 32 % respondents belong to the age group 40 - 50 10 % respondents belong to the age group 51 58 6 % respondents belong to the age group 22 - 25

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

Graph:

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Interpretation:

38 % respondents feel Fun@Workplace Activities are Extremely Significant. 36 % respondents feel Fun@Workplace Activities are Significant 22 % respondents feel Fun@Workplace Activities are Very Significant 4 % respondents feel Fun@Workplace Activities are Partially Significant

Inference:

Majority of the employees feel that Fun@Workplace initiatives are of extreme significance and therefore need to be implemented in the organization.

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

Graph:

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Interpretation:

60 % respondents would like an informal way of interacting with colleagues 50 % respondents expect a break from routine work 50 % respondents wish to learn new things from such initiatives 46 % respondents expect an informal ice breaker with top management 38% respondents expect entertainment from Fun@Work Activities 36% respondents desire a platform to showcase their talent through such activities

Inference:

Fun@Work Activities are majorly viewed as an opportunity of interacting in an informal way with colleagues and superiors. An equal number of employees wish to learn new things and view these activities as an opportunity to take break from routine work. Employees are looking for entertainment so that they can have a relaxed working environment.

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

Graph:

Interpretation:

32 % respondents expect that Fun@Work Activities should be carried out Monthly 32 % respondents expect that Fun@Work Activities should be carried out Quarterly 30 % respondents expect that Fun@Work Activities should be carried out Fortnightly 6 % respondents expect that Fun@Work Activities should be carried out Half yearly

Inference:

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An equal number of employees wish to have Fun@Work Activities conducted monthly and quarterly. Since employees understand that Fun@Workplace activities act as a great booster of morale, a stress buster, and help in bringing a change in the monotonous work schedule, they want these activities to be held on a regular basis.

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

Graph:

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

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Interpretation:

58 % respondents wish that people associated to them, from outside the organization should be involved in such activities. 42 % respondents do not wish people from outside be involved in such activities.

Out of the 58% respondents who said yes,

76 % respondents wish their spouse to be part of Fun@Workplace activities 76 % respondents wish their children to be part of Fun@Workplace activities 45 % respondents wish their friends to be part of Fun@Workplace activities 38 % respondents wish their parents to be part of Fun@Workplace activities

Inference:

The family is a very important part of everyday life. The more things that are done as a family, the more memories will reflect in later years. Therefore employees wish to have their family and friends involved in Fun@Workplace Activities.

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

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Sr No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Activities Movie Outings Celebrating the major festivals Sharing expertise on Nutrition and Fitness Celebration ( employees reaching a milestoneCompleting 5 years, Achieving set targets, successful completion of team projects, retirement, etc) Success Parties (On Company achieving milestones ) Arranging meetings over lunch & dinner Organizing games, quizzes, puzzles, etc Employee involvement in CSR Arranging sports events Fun Dress-up days , Cultural Programs Indoor Games Room (Chess, Carrom, etc) Talent Competition Food festivals, Pot Lunches Sharing expertise on Positive Parenting Dance classes, Yoga classes, etc Games, competitions for employees family Create a Humor break room Creative workstation competition Sessions on Graphology, Reiki , Acupressure Laughter Challenge Competition Company slogan and Poster Contest Funny awards ceremony Sessions on Palm Reading, Numerology, Tarot Cards Embarrassing Incident contest Rangoli Competitions

Percentage 64% respondents 56% respondents 52% respondents 52% respondents 50% respondents 46% respondents 46% respondents 46% respondents 44% respondents 38% respondents 36% respondents 32% respondents 30% respondents 30% respondents 28% respondents 28% respondents 24% respondents 24% respondents 24% respondents 18% respondents 18% respondents 16% respondents 16% respondents 10% respondents 4% respondents

Other suggestionso Collage Competition o Gym and Recreation Facilities

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Inference: Celebrating major festivals, success parties on achieving milestones, sharing expertise on nutrition and fitness and CSR activities are the activities employees are looking forward to in Fun@Workplace Programs.

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

Graph:

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Interpretation:

40 % respondents desire these activities to be held for One hour 36 % respondents desire these activities to be held for Two hours 14 % respondents desire these activities to be held for 45 minutes, Half day or Full day 10 % respondents desire these activities to be held for Half an hour

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

Some of the suggestions given by employees were: Picnic for employees and their families at nearby places Visit to the plant to see progress of the company Such activities should be made mandatory Professional friends related to Ispat Industries Ltd should be involved

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KRA and PMS should provide scope for the same Request from employees asking to implement these Programs in true sense

Fun@Workplace Model
Based on the research done at various companies and within Ispat, a Fun at Workplace Module has been prepared.

Objective:

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

Need for Program:

According to the survey conducted at Nirmal and Casablanca, employees believe that such activities are extremely significant and they require activities where there is an informal interaction among employees, break from routine work and an opportunity to learn new things.

Scope:

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

Process Owner:

Fun@Workplace Activities will be organized and implemented by the Corporate HR department with support from Fun@Work Ambassadors nominated from different departments.

Communication:

All notifications about upcoming activities and events will be communicated to employees via mails, flyers and posters by the Corporate HR Department.

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

Role of Corporate HR: o o o o o Conceive ideas for Fun@Work activities. Organize and conduct activities and programs for Fun@Workplace initiative. Communicate to employees about upcoming programs and events via mails, posters, etc. Co-ordinate and work closely with Fun@Work Ambassadors. Periodic evaluation of program effectiveness

The Corporate HR team will design activities taking into consideration the employees work schedule and their preferences and expectations about the range of programs which the employees would like to be introduced. Fun@Work Ambassador: Fun@Work Ambassadors will be selected from employees who wish to assist in the programs. There will be 5 Ambassadors, 2 at Nirmal and 3 Casablanca, each from a different department who will monitor a group of employees (30 40 employees).

Role of Fun@Work Ambassador: o Help in designing Fun@Work activities. o Co-ordinate and work closely with Corporate HR department. o Carry out the scheduled activities outlined for Fun@Workplace initiative at their respective locations and with the set of people they have been assigned.

Periodic Evaluation of Programme effectiveness: The success of programme can be evaluated periodically by o Feedback from employees o Participation of employees

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o Tracking attendance

Proposed Benefits: o Infuse high energy levels among employees o Improve team spirit and synergy in the organization o Boost employee morale

Programmes and Projected Costs:

Entertainment Activities Programmes Fun Dress-up Days (based on themes, egHat Day, Traditional Day) Carrom/ Dart/ Scrabble Competitions Movie one liners Quiz, Funny Quiz, Know your Colleague Quiz Funny Awards Night (Most Popular, most humorous person, etc. ) Process Employees to be informed by Corp HR Dept about upcoming events through mails and posters; Programs to be conducted by HR and Fun@Work Ambassadors Timeline Entire Day Cost N.A.

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

2 hours

Educational Activities Programmes Corporate Quizzes (General Awareness, Industry specific quizzes) Employees to be informed by Corp HR Dept about upcoming events Timeline 1 hour Cost Rs.6000-7000 per program: coffee mugs, pen sets, gift

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through mails and posters; Programs to be

certificates, etc

Outdoor Activities Programmes Adventure SportsTrekking, Para Sailing, water sports, etc.- in batches of 50 employees Process Program organized by HR Department and communicated to the employees Timeline 1 day Cost Rs. 70,000 / batch

Family Activities Programmes Family Day- for family to have a look around the office; snacks for family Process Employees to be informed by Corporate HR Dept about upcoming events through mails and posters Timeline Cost Rs.5000 Rs.10,500/ program

1 day

Programmes Pot Lunches (where employees get food cooked from their houses) Snacks arranged by Co. based on themes (Chowpatty Special, "Gogola"- Golas can be served, Anything Chocolate) Food Festival

Group Activities Process Employees to be informed by Corporate HR Dept about upcoming events through mails and posters; Programs to be conducted by HR and Fun@Work Ambassadors

Timeline N.A.

Cost N.A.

Saturday evenings 1 week

Rs.5000 Rs.10,500/ program

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Movie Outings - In batches of 50 employees

Quarterly2nd half of Saturday

Rs.7500 Rs.9000/ per batch

Recreational Activities Programmes Gym facilities- Steps, Treadmill Magazines Office Boards to share jokes, thoughts, etc.) Process Facilities to be arranged by Corporate HR team Timeline N.A. N.A. N.A. Cost Rs. 35000 - Rs. 55,000 Rs. 7000 Rs.8000 Rs. 1500 - Rs. 3000

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4.1 Conclusion

Fun at Work initiatives is fast becoming popular across all sectors. Organizations are making an extra effort to make the job a pleasure for the employees by introducing Fun at Work programmes. It is evident from the study that employees find such activities very significant and are looking for ways where they can relax and take a break from routine work, have informal interactions and explore new avenues. The dynamic and vibrant work environment helps create a feel-good factor within the organization. It also acts as a great booster of employee morale, a stress buster, a change in the monotonous work schedule. In many cases it has been proved that the retention rates of the organizations with work and play culture have better retention rates than other organizations Such activities should be introduced in all organizations irrespective of their culture, since it shows that the organization cares for its employees. Regular execution of these programmes is bound to increase employees productivity and hence the growth of the company.

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4.2 Recommendations

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

Movies or Documentaries can be screened (example- social, personality profiles, travelogues, art appreciation, nature, etc.) Since employees also look forward to entertainment, stand-up comedians can be invited for a one hour session, on a yearly basis.

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

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Bibliography

Fish Tales By Stephen C. Lundin, John Christensen, Harry Paul 55 Ways to have fun with Google - By Philipp Lenssen Maximum Performance: A practical guide to leading and managing people at work - By Nick Forster

The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance - By Peter Cheese, Robert J. Thomas, Elizabeth Craig

Life on the Wire : Avoid Burnout and Succeed in Work and Life By Todd Duncan Economic Times Fun at Work: Construct Definition and Perceived Impact in the Workplace Kerryan Cook (Griffith University)

www.funandgames.org

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www.livemint.com www.workplaceculture.com www.citehr.com www.mahindra.com www.thehindubusinessline.com