A PROJECT REPORT ON EMPLOYEE SPEAK SURVEY AT KIA

INDIA PRIVATE LIMITED, PENUKONDA

By

VARSHA RATAWA

Enrollment Number

22MBA07R0336

Under the esteemed guidance of

Mrs. MANASWINI BHUYAN

A PROJECT REPORT

In partial fulfilment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

SYMBIOSIS SKILLS & PROFESSIONAL UNIVERSITY

(Recognized by UGC & Established under Govt. of Maharashtra Act No. XXXVII 2017)

1
 DECLARATION

I Varsha Ratawa the undersigned solemnly declare that the report of the project work
entitled “EMPLOYEE SPEAK SURVEY” is based on my own work carried out during
the course of my study.

I assert that, the statements made and conclusion drawn are an outcome of the project
work.

I further declare that to the best of my knowledge and belief that the project report does not
contain any part of any work which has been submitted for the award of any other
degree/diploma/certificate in this university or any other university.

Varsha Ratawa
22MBA07R0336

2
 CERTIFICATE

This is to certify that the project report titled “Employee Speak Survey at KIA India Pvt
Ltd, Penukonda, Andhra Pradesh, in HUMAN Resources.” being submitted by Varsha
Ratawa (22MBA07R0336) of 2022 – 2024 batch, in partial fulfilment of the requirements
for the award of the Master of Business Administration, is a bonafide record of project
work done by Varsha Ratawa of Symbiosis Skills and Professional University.

Project Guide
Mrs. Manaswini Bhuyan (BSC, MBA)
Deputy Manager - HR Department
KIA India Pvt Ltd.
Penukonda, Andhra Pradesh.

3
 ACKNOWLEDGEMENT
I Varsha Ratawa sincerely express my humble thanks to the management of Symbiosis
Skills & Professional University, Pune, for giving opportunity to take up the project
work on “Employee Speak Survey” with reference to KIA India Pvt Ltd.

I profoundly thank Head of Department of Business Administration in Symbiosis Skills

& Professional University, Pune.

I also express my deep gratitude and heartily thankful to my guide Mrs. Manaswini
Bhuyan, Deputy Manager – HR of KIA India Pvt Ltd. and other staff of KIA, who
extended their cooperation and timely support and providing necessary data for early
completion of the project work.

4
 INDEX
TITLES SUBTITLE Page No.
List of Tables Total list of tables in the report 6
List of Graphs Total list of graphs in the report 7
Chapter One
Introduction – HR Department & Importance of Talent
Chapters One Management. 8-12
Company Profile
Problem Statement
Chapter Two
Chapter Two 13-20
Project Plan & Data Collection Methodology
Chapter Three
Chapter Three 21-39
Data Analysis & Interpretation
Chapter Four
Chapter Four 40-48
Conclusion, Recommendations & Suggestions
Bibliography Reference & Bibliography 49

5
 LIST OF TABLES

Table No. Name of Table Page No.

Table I. Dimension for the survey 20
Table II. Function wise employee speak survey score 21
Plant and Non-Plant Wise Employee
Table III. 22
Speak Scores
Year of Experience Wise Employee
Table IV. 23
Speak Scores
Age Group Wise Employee Speak
Table V. 24
Scores
Table VI. Category Wise Employee Speak Scores 25
Band wise Employee Speak Scores -
Table VII. 27
Operations
Table VIII. Statement wise Employee Speak Scores 37

6
 LIST OF GRAPHS
List of Graphs Name of Graph Page No.
Graph I. A Band wise Plant and Non-Plant Employee Speak Scores 28
Year of Experience wise Plant and Non-Plant Employee
Graph II. A 29
Speak Scores
Graph III. A Age wise Plant and Non-Plant Employee Speak Scores 29
Graph II. A Dimension wise Employee Speak Scores 30

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 CHAPTER ONE
 Introduction
The Concept of Human Resources relates to both the people who work for an
organization as well as the department within a business that is responsible for the
management of all matters pertaining to employees. The Human Resources department
is a vital component within any large company because they are tasked with functions
such as staffing, training, driving organizational development, compensation, employee
engagement and maintaining Human relations. “Talent Management is another
important role associated with Human resources and it is used heavily in most fields of
business.”
While an effective talent management system is directly proportional to employee
engagement, Engaging employees help them to perform better and increase
productivity.
It's simple to undervalue the talent in an organization during good times. However, the
risk of losing out on potential advantages by not investing in talent management, which
is the process of attracting, hiring, and developing staff members (also known as
"human capital" or "talent"). Putting People first is vital for building a healthy
workforce.
It is critical to manage and deploy talent effectively, and leaders must be prepared to
rise to the challenge. Leaders may develop a talent-first culture to help shape
workforces that are capable of success. Too many firms overlook the skills necessary to
put new ideas into action. Companies that prioritize talent can enhance organizational
performance and acquire a competitive edge.
Five areas of talent management are particularly important for an Talent
Management HR:
 Finding & Hiring the right People
 Learning & Growing
 Managing & Rewarding Performance
 Tailoring the Employee Experiences
 Optimizing workforce planning & Strategy.

8
Meaning
Talent management is a pivotal element of organizational success, encompassing a
strategic approach to attracting and developing the right talent to meet the company’s
objectives. By emphasizing talent acquisition and fostering employee growth, companies
can cultivate a highly skilled, engaged, and productive workforce.

Definitions
“It is the processes of ensuring that talented people are attracted, retained, motivated and
developed in line with the needs of the organization”.
- M. Armstrong

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 Company Profile
Kia India Private Limited is Kia's subsidiary for operations in India. The firm was
established on May 19, 2017, after an announcement of the development of a new 536-
acre manufacturing complex in Anantapur District, Andhra Pradesh. The factory
commenced trial production in January 2019, and mass production of its debut product,
the Kia Seltos, began on July 31, 2019. The US$2 billion manufacturing factory can
produce 300,000 automobiles each year.
 Products
Kia India being an Automotive industry offers many vehicles designed exclusively for
the Indian market, including the SP2i variant of the Seltos and the sub-4-meter SUV
Sonet. In May 2023, after less than four years of existence, the firm announced that it
had reached the 700,000 - Car sales milestone.
 Current Models
Current Model
Indian
Model Introduction Update Remarks
Introduction
(Model Code) (Facelift)
SUV/Crossover
Sonet 2020 2020 (QY) 2024 -
Seltos 2019 2019 (SP2i) 2023 -
MPV
Carens 2022 2022 (KY) - -
Electric
Imported from
EV6 2022 2022 (CV) -
South Korea

 Discontinued Models
Model Released Discontinued
Carnival 2020 2023

10
 KIA Sonet KIA Seltos

KIA Carens KIA EV6

 Company-Statistics
Year Production Domestic Sales Exports
2019 57,719 44,918 755
2020 177,982 139,714 29,358
2021 227,844 182,655 53,247
2022 336,619 254,556 82,063
2023 - - -

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 PROBLEM STATEMENT

 Contextual Background
KIA India, a major automotive manufacturer, is recognized for its creative vehicle designs
and dedication to sustainability. Over the past four years, the firm has undergone
substantial transformations, such as the adoption of electric vehicle (EV) technology, the
implementation of sophisticated production automation, and worldwide growth. While
these developments have established KIA India as a forward-thinking industry leader, they
have also presented difficulties in retaining employee engagement, adjusting to new
technology, and managing a more diverse and geographically distributed workforce.

 Project Objective
In our journey with the vision of becoming a large conglomerate KIA India continues to
serve its core purpose of upholding Innovation, Excellence, Entrepreneurship, Experience,
and Responsibility as its values. With the aggressive growth of the company in this journey
People have been at the Centre for enabling developments and have actively led the
transformation of the organization and at various stages. Engaged employee will give his
heart and soul to lead the organization towards success. Hence it is important to review our
path and record the experiences of every employee who is involved in this journey towards
success. To reinstate this thought and add more value to it HR strategic/ talent management
team has come up with a survey called the “Employee Speak Survey”.

12
 CHAPTER TWO
 Designing Project Plan & Methodology for Data Collection
1. Online Data Collection Methodology:
o Survey was conducted online by a third-party vendor in two languages
English & Telugu.
o To improve the reach out and make it convenient for the participants, a
three-way communication approach was followed:
i. Email link sharing
ii. SMS link sharing
iii. Access to Self-link generation portal through QR for employees
with no email or smartphone.
o Each link was unique and no demographic information was asked in the
survey. The survey results are completely confidential and no individual
responses will be shared with anyone in KIA.
o The analysis and the report will be only based on the survey responses.

Emails

An online Survey Analysis and

SMS 353
was launched. Report Sharing
Employees
Self-Link
Portal/Kiosk Survey

2. Approach & Methodology (Rating Scale):

A standard 6-point scale was used and members needed to choose one among the
responses which precisely addressed his/her perspective on the statement given.

I don’t know Strongly Disagree Neither Agree Agree Strongly Agree

Disagree Nor Disagree
RATINGS

0 1 2 3 4 5

13
3. Score Calculation for each Statement and Dimension:
o The score for a statement is calculated by aggregating the scores obtained by all
respondents to a statement and dividing it by the maximum possible score.
o This is then converted into a percentage score.

Total Score Obtained for that

= statement
Statement Score X 100
Maximum Score possible for that
statement

 For instance: Employee A has given “Agree” for statement A.

 Therefore, Statement Score for Statement A = (4/5) x 100 = 80%
o The score for a dimension is calculated by aggregating the scores of all
respondents against all the statements included in that particular dimension.
o This total is divided by the maximum possible score for that dimension. This
score is then converted to a percentage score.

Total Score Obtained for that

dimension
Dimension Score = X 100
Maximum Score possible for the
dimension

 For instance: Employee A has given “Agree” for statements in

Dimension A.
 Therefore, Dimension Score = (4 x 5)/ (5 x 5) x 100 = 80%
4. Approach & Methodology (Dimensions):
o In this approach, we have focused on 17 dimensions as seen below. There
were 76 questions asked in the survey to 353 employees in the company.
 Leadership
 Agility
 Sustainability
 Business Ethics and Integrity
 KIA Way
 Corporate Image

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  Customer Focus
 Communication
 Collaboration
 Employee Engagement
 Rewards and Recognition
 Learning and Growth
 Meaning for Job
 Wellness and Wellbeing
 Diversity, Equity and Inclusion
 Technology
 Survey Effectiveness
5. Dimension Wise Survey Statements:
Sub-
Dimension Statements
Dimension
Our Senior Management team is not easy to access to people across the
Leadership
company.
Our Senior Management team members seen as a role model in the company
Leadership
by the way they conduct themselves.
Leadership Our Senior Management team is capable of leading the company to success.
Purpose
Leadership Our leadership team provides clear goals and direction, ensuring a strong
(Clear goals
sense of purpose.
& Direction)
Strategic Our leadership ensures that all efforts and initiatives are aligned with our
Alignment long-term goals and vision.
Change Our senior management team rarely fosters a culture of adaptability and
Management continuous improvement.

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 Sub-
Dimension Statements
Dimension
Decision Making My superiors take day-to-day decisions without delay.
My superior's decisions are always clear and well thought out in the
Decision Making
Agility larger interest of the organization.
People in our organization can adapt quickly and effectively to
Agility
changing situations and challenges.
Our company is committed to the efficient use of resources to benefit
Sustainability
the community and society at large.
Our Company encourages people to take part in CSR initiatives during
Sustainability Volunteering
office hours.
Corporate Social I am satisfied with the efforts that our company is taking to support the
Responsibility communities around us.
Business Ethics Our company is committed to ethical business practices and conduct.
Business Fairness, Justice,
I am treated fairly and respectfully in our company.
Ethics and and Impartiality
Integrity Our company promotes a culture of trust and integrity in all aspects of
Integrity/Trust
our operations.
People here are clear and proud about the Core Purpose and the Vision
The KIA Way
The KIA Way of our company.
The KIA Way People in this company are trained to demonstrate The KIA Way.
Pride I am proud to tell people I work for KIA.
Corporate Pride I would recommend this place to others as a great place to work.
Image Pride/Corporate Outside the organization, there is more negative talk than positive talk
image about our KIA.
Customer Focus
We provide exceptional service and support to our internal customers
(Internal &
with a sense of urgency.
External)
Customer
We provide exceptional service and support to our external customers
Focus Speed
with a sense of urgency.
People here are eager to try out new ideas, take up challenges and
Eagerness
create positive experiences.

16
 Dimension Sub-Dimension Statements
Our company takes feedback from employees on a regular
Communication
basis.
I believe that informal communication in this company is
Communication
generally honest, open and candid.
I believe that formal communication in this company is
Communication
generally honest, open and candid.
Communication
The communication channels (Notices by email, Workgroup,
Communication
Notice Boards) are adequate.
In our company, communication is effective in sharing
Communication
information and inducing the desired response.
There is more negative talk than positive talk amongst our
Communication
employees about our Group.
People in different departments are prepared to share
Collaboration
information that I need to do my job effectively.
Workplace The organization helps in building positive relationships among
relationships/Intimacy employees that promotes collaboration.
Workplace People here are willing to help each other and drive
Collaboration
relationships/Intimacy accountability for results.
Employee
I feel part of my team and my contributions are valued.
Involvement
The organization resolve differences amongst employees
Conflict Management
constructively and maintain a harmonious work environment.
Employee I feel valued and motivated to contribute to growth plans of this
Engagement/Support organization at all times.
People here are looking out for a new job with another
Loyalty
organization in near future.
Employee
Employee My peers give their best at their job.
Engagement/Support
Engagement
Employee
Empowerment
I have the support and authority to make the decisions
(Authority/Openness
necessary for accomplishing an assigned task.
to
Experiment/Courage)

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Dimension Sub-Dimension Statements
Employee
Empowerment
In my role, I am empowered to take decisions and actions to drive
(Authority/Openness
innovation and positive change.
to
Employee Experiment/Courage)
Engagement Our work schedules are not rigid and has scope provided to take
Slack Time
breaks and helps overall work-life balance.
Belongingness The organization ensures that everyone feels welcomed, valued,
(Hospitality) and appreciated within the organization.
Job Security People here feel insecure in their work environment.
Rewards and The organization, recognizes and reward employees adequately
Recognition for their accomplishments and efforts.
Reward & Rewards and
Job promotions in our company are fair and objective.
Recognition Recognition
Rewards and
I feel that I am being paid on par with the industry standard.
Recognition
Growth I have opportunity for career development within my company.
Learning/Development We are trained to keep ourselves updated and contribute to the
Support company's performance.
Learning/Development My Superior takes interest in my overall growth, development and
Support supports me.
Our company is adopting new technology and methods of training
Futuristic Learning
Learning and in line with the market trends.
Growth Leadership Our company provides opportunities to take more responsibilities
Development and grow.
Facilitated talent
We get enough opportunities for role change within the company.
mobility
Coaching, Mentoring,
Our company provides coaching and mentoring for development
and Development
of the people.
support

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Dimension Sub-Dimension Statements
Meaning for Job
My job is meaningful and keeps me energized and motivated.
(Passion)
Passion/Meaning for
My job offers scope for demonstrating my creativity and innovation.
job
Performance We continuously track our progress against our stated goals and
Meaning for (Excellence) targets.
Job Performance
The performance appraisal process in our company is transparent.
(Excellence)
Constructive There is a culture of constructive feedback for growth and
feedback development in our company.
I understand my role clearly and how my job role contributes to the
Role clarity
goals of the company.
The physical working conditions (e.g., temperature, lighting,
Work Environment
ventilation, space, cleanliness) in our company are very good.
I am provided with the adequate resources like
Work Environment
equipment/machine/tools/materials to achieve my goal/objectives.
I am satisfied with the company's policy on working hours, leave,
Work Environment
holidays and healthcare.
Wellbeing and Our company promotes a healthy and supportive work environment
Wellness
Wellness that values physical, mental, and emotional health.
and
We follow safe work procedures and involved in safety efforts like
Wellbeing Safety
near miss/hazard reporting, training and inspections.
Our leadership demonstrates commitment to safety by way of
Safety investing resources, conducting audits and communicating about
safety programs.
Employee Care The organization is eager to act on new ideas to meet challenges and
(Empathy) create new experiences.
Resilience Our company enables us to adapt and grow during uncertain times.

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Dimension Sub-Dimension Statements
Diversity, Equity and
We are given equal opportunity to express our opinion.
Inclusion
Diversity, Equity and All employees value and respect individuals with diverse
Inclusion backgrounds, beliefs, and experiences.
Diversity,
Diversity, Equity and Our company recruit’s talent regardless of gender, religion,
Equity and
Inclusion race, status, place of origin or other source of difference.
Inclusion
Diversity, Equity and Our company's policies and programs provide opportunities
Inclusion to all segments of people.
Talent Acquisition Our company is inducting the right talent and integrating
and Integration them seamlessly into the system.
Our company adapts to new technology and encourages all
Technology
employees to use it.
Our company provides adequate training on the new
Technology
Technology technology adopted by the company.
Our company embraces digital work environment to enhance
Digital Work
collaboration, productivity, and efficiency across our
Environment
company.
I believe that positive changes will happen as a result of this
Survey Effectiveness
Survey survey.
Effectiveness I have seen positive changes happen as a result of this
Survey Effectiveness
survey.

Table I. Dimension for the survey

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 CHAPTER THREE
 Analysis and Interpretation
The analysis was made with different combination or metrics to understand the employee
speak score and find out the lag areas to improve further.
1. Function Wise Employee Speak Scores:
Busines Supply
HR and Quality
s Chain
Employee Speak Function Administrat Operations (QA/QMS/
Develo Managemen
ion QMD)
pment t
YEARS 2023 2023 2023 2023 2023
Leadership 79% 81% 76% 75% 78%
Agility 78% 85% 85% 84% 85%
Sustainability 72% 84% 86% 82% 81%
Business Ethics and Integrity 87% 88% 86% 84% 86%
The KIA Way 87% 90% 88% 87% 87%
Corporate Image 85% 82% 77% 77% 81%
Customer Focus 81% 86% 86% 84% 84%
Communication 82% 84% 81% 80% 81%
Collaboration 83% 86% 86% 83% 83%
Employee Engagement 79% 80% 78% 77% 78%
Rewards and Recognition 65% 73% 82% 74% 74%
Learning and Growth 79% 84% 86% 83% 83%
Meaning for Job 81% 84% 86% 83% 83%
Wellness and Wellbeing 80% 88% 87% 85% 85%
Diversity, Equity and Inclusion 83% 85% 85% 82% 82%
Technology 78% 87% 86% 84% 85%
Survey Effectiveness 69% 81% 84% 80% 80%
Employee Speak Score 83% 85% 78% 80% 85%
Share of Respondents 3.83% 3.54% 75.22% 4.42% 8.85%

Table II. Function wise employee speak survey score

Note:
1. Green indicates highest % score.
2. Yellow indicated lowest % score.

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2. Plant and Non-Plant Wise Employee Speak Scores:
Employee Speak Function Non – Plant Plant
YEARS 2023 2023
Leadership 75% 75%
Agility 81% 85%
Sustainability 80% 85%
Business Ethics and Integrity 85% 86%
The KIA Way 85% 88%
Corporate Image 81% 76%
Customer Focus 82% 86%
Communication 79% 81%
Collaboration 81% 86%
Employee Engagement 76% 77%
Rewards and Recognition 69% 80%
Learning and Growth 80% 86%
Meaning for Job 81% 85%
Wellness and Wellbeing 83% 86%
Diversity, Equity and Inclusion 81% 85%
Technology 82% 86%
Survey Effectiveness 78% 83%
Employee Speak Score 79% 80%
Share of Respondents 50.74% 49.26%

Table III. Plant and Non-Plant Wise Employee Speak Scores

Note:
1. Green indicates highest % score.
2. Yellow indicated lowest % score.

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3. Year of Experience Wise Employee Speak Scores:
0-01 01-03 03-05 05-07 07-09 09-11 11-13 13-15 15-17
Tenure
year years years years years years years years years
Years 2023 2023 2023 2023 2023 2023 2023 2023 2023
Leadership 74% 74% 74% 74% 75% 75% 75% 76% 76%
Agility 84% 84% 84% 85% 86% 86% 85% 85% 83%
Sustainability 84% 84% 84% 85% 85% 85% 84% 84% 82%
Business Ethics and
Integrity 85% 85% 85% 86% 87% 86% 86% 85% 85%
The Kia Way 86% 87% 87% 88% 88% 88% 88% 87% 87%
Corporate Image 77% 76% 76% 76% 77% 78% 77% 78% 79%
Customer Focus 84% 85% 85% 85% 86% 85% 85% 85% 84%
Communication 80% 80% 80% 80% 80% 81% 80% 81% 79%
Collaboration 85% 85% 85% 85% 86% 85% 85% 85% 83%
Employee Engagement 76% 77% 77% 77% 77% 78% 77% 78% 77%
Rewards and
Recognition 80% 80% 79% 80% 79% 78% 78% 75% 73%
Learning and Growth 85% 85% 85% 85% 85% 85% 84% 84% 82%
Meaning for Job 85% 85% 84% 85% 85% 85% 84% 83% 82%
Wellness and Wellbeing 85% 85% 85% 86% 87% 86% 86% 86% 85%
Diversity, Equity and
Inclusion 84% 84% 83% 85% 85% 84% 84% 83% 81%
Technology 85% 85% 85% 86% 86% 86% 85% 85% 84%
Survey Effectiveness 82% 83% 81% 85% 83% 83% 81% 81% 80%
Employee Speak Score 78% 79% 82% 82% 79% 80% 82% 77% 83%
Share of Respondents 23.30% 27.14% 11.21% 7.37% 8.55% 6.19% 5.01% 4.13% 3.83%

Table IV. Year of Experience Wise Employee Speak Scores

Note:
1. Green indicates highest % score.
2. Yellow indicated lowest % score.

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4. Age Group Wise Employee Speak Scores:
Tenure 24 years and below 25-34 years 35-44 years 45-54 years
Years 2023 2023 2023 2023
Leadership 74% 74% 75% 78%
Agility 84% 85% 84% 85%
Sustainability 84% 85% 84% 84%
Business Ethics and
Integrity 84% 86% 86% 87%
The Kia Way 86% 87% 88% 89%
Corporate Image 75% 76% 79% 81%
Customer Focus 85% 85% 85% 86%
Communication 80% 80% 81% 82%
Collaboration 85% 85% 85% 85%
Employee Engagement 76% 77% 77% 79%
Rewards and Recognition 81% 79% 76% 77%
Learning and Growth 85% 85% 84% 85%
Meaning for Job 84% 85% 84% 84%
Wellness and Wellbeing 85% 86% 86% 87%
Diversity, Equity and
Inclusion 84% 84% 84% 84%
Technology 85% 85% 85% 86%
Survey Effectiveness 82% 83% 82% 83%
Employee Speak Score 75% 79% 80% 84%
Share of Respondents 7.96% 53.10% 25.07% 13.27%

Table V. Age Group Wise Employee Speak Scores

Note:
1. Green indicates highest % score.
2. Yellow indicated lowest % score.

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5. Category Wise Employee Speak Scores:
Staff -
Fixed Term M- Staff -
Tenure Operators Others Non
Employees Grade Technical
technical
Years 2023 2023 2023 2023 2023 2023
Leadership 71% 78% 74% 73% 75% 77%
Agility 81% 81% 85% 84% 83% 85%
Sustainability 82% 80% 86% 85% 82% 83%
Business Ethics and Integrity 84% 86% 86% 85% 85% 85%
The Kia Way 83% 86% 88% 87% 87% 87%
Corporate Image 80% 83% 76% 75% 81% 79%
Customer Focus 82% 83% 86% 85% 84% 85%
Communication 80% 81% 80% 80% 79% 81%
Collaboration 82% 81% 86% 85% 83% 84%
Employee Engagement 75% 77% 77% 76% 77% 77%
Rewards and Recognition 67% 70% 81% 82% 71% 74%
Learning and Growth 80% 81% 86% 86% 82% 84%
Meaning for Job 82% 82% 85% 85% 82% 83%
Wellness and Wellbeing 80% 84% 86% 86% 85% 85%
Diversity, Equity and
Inclusion 83% 82% 85% 85% 81% 83%
Technology 83% 83% 86% 85% 85% 84%
Survey Effectiveness 84% 78% 84% 82% 81% 81%
Employee Speak Score 83% 79% 79% 77% 82% 81%
Share of Respondents 6.19% 46.31% 25.37% 6.78% 5.01% 9.73%

Table VI. Category Wise Employee Speak Scores

Note:
1. Green indicates highest % score.
2. Yellow indicated lowest % score.

25
6. Top 5 Dimension Scores & Bottom 5 Dimension Scores:
Top 5 Dimensions
Dimension Dimension Score
The KIA Way 88%
Business Ethics and Integrity 86%
Wellness and Wellbeing 86%
Technology 86%
Agility 85%

Bottom 5 Dimensions
Dimension Dimension Score
Communication 81%
Corporate Image 79%
Employee Engagement 78%
Rewards and Recognition 78%
Leadership 76%

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7. Band wise Employee Speak Scores - Operations:
Tenure II III IV IX V-NT V-T VI
Years 2023 2023 2023 2023 2023 2023 2023
Leadership 81% 78% 76% 73% 77% 74% 71%
Agility 80% 80% 82% 84% 85% 85% 81%
Sustainability 80% 79% 80% 85% 83% 86% 82%
Business Ethics and Integrity 88% 85% 84% 85% 85% 86% 84%
The Kia Way 88% 87% 85% 87% 87% 88% 83%
Corporate Image 87% 83% 80% 75% 79% 76% 80%
Customer Focus 82% 82% 83% 85% 85% 86% 82%
Communication 83% 81% 79% 80% 81% 80% 80%
Collaboration 81% 81% 81% 85% 84% 86% 82%
Employee Engagement 79% 78% 76% 76% 77% 77% 75%
Rewards and Recognition 72% 68% 69% 82% 74% 81% 67%
Learning and Growth 81% 80% 81% 86% 84% 86% 80%
Meaning for Job 83% 81% 81% 85% 83% 85% 82%
Wellness and Wellbeing 85% 84% 83% 86% 85% 86% 80%
Diversity, Equity and Inclusion 84% 82% 81% 85% 83% 85% 83%
Technology 84% 83% 83% 85% 84% 86% 83%
Survey Effectiveness 79% 77% 77% 82% 81% 84% 84%
Employee Speak Score 83% 78% 76% 74% 81% 79% 81%
Share of Respondents 8.24% 11.76% 25.49% 7.06% 11.37% 28.63% 4.31%

Table VII. Band wise Employee Speak Scores - Operations

Note:
1. Green indicates highest % score.
2. Yellow indicated lowest % score.

27
Graphical Presentation of the Survey in different metrics
1. Band wise Plant and Non-Plant Scores:

----- Plant Emp Speak Score ----- Non-Plant Emp Score ----- Plant share of respondents
----- Non-Plant Share of respondents

100%
90%
80% 84%
80% 80% 82% 82% 80%
70% 76%

60%
50%
86% 83%
40% 78% 78% 78% 78%
35.33%
30% 31.98% 5.81%
20% 15.70% 15.70%
10.47% 12.21%
15.57% 13.77%
10% 11.98%
8.98% 7.19% 6.59%
0%
II III IV IX V-NT V-T VI XI

Graph I. A - Band wise Plant and Non-Plant Employee Speak Scores

28
2. Year of Experience wise Plant and Non-Plant Scores:

----- Plant Emp Speak Score ----- Non-Plant Emp Score ----- Plant share of respondents
----- Non-Plant Share of respondents

90%

80% 83% 84% 83%

80% 78% 80% 80% 79%
70%

60%

50% 37.79%
40% 80% 80% 84%
78% 77%
29.07%
30%
25.15%
20% 5.81%
15.57% 6.98%
6.98% 11.38%
10% 8.38% 8.38%
7.78% 7.19% 5.99%
0%
0-01 year 01-03 years 03-05 years 05-07 years 07-09 years 09-11 years 11-13 years 15-17 years

Graph II. A - Year of Experience wise Plant and Non-Plant Employee Speak Scores

3. Age wise Plant and Non-Plant Scores:

----- Plant Emp Speak Score ----- Non-Plant Emp Score ----- Plant share of respondents
----- Non-Plant Share of respondents

90%
80%
83%
78% 80% 79%
70%
55.81%
60%
50.30%
50%
40% 81% 85%
79% 26.74%
30% 23.35%
20% 14.97%
11.38%
10% 11.63%
0%
24 years and below 25-34 years 35-44 years 45-54 years

Graph III. A - Age wise Plant and Non-Plant Employee Speak Scores

29
4. Dimension Scores – MEDIAN (85%):

----- Emp Dimension Score ----- Median(85%)

100%

80%

60%

88%
40% 76% 85% 84% 86% 79% 85% 81% 85% 78% 78% 85% 85%
86% 84% 86% 83%

20%

0%

Graph II.A – Dimension wise Employee Speak Scores

5. Top 5 Statement Scores & Bottom 5 Statement Scores:

Top 5 Statements
Dimensions Statement Statement Score
Corporate Image I am proud to tell people I work for Amara Raja. 96%
I understand my role clearly and how my job role
Meaning for Job 95%
contributes to the goals of the company.
Our company is committed to ethical business
Business Ethics and Integrity 94%
practices and conduct.
I would recommend this place to others as a great
Corporate Image 94%
place to work.
We continuously track our progress against our stated
Meaning for Job 94%
goals and targets.

30
 Bottom 5 Statements
Dimensions Statement Statement Score
Employee Engagement People here feel insecure in their work environment* 53%
Our Senior Management team is not easy to access to people
Leadership 49%
across the company*
Outside the organization, there is more negative talk than
Corporate Image 47%
positive talk about our Amara Raja Group*
Our senior management team rarely fosters a culture of
Leadership 27%
adaptability and continuous improvement*
People here are looking out for a new job with another
Employee Engagement 24%
organization in near future*
*Negative statements have been scored in reverse for alignment with scores of other statements.

6. Statement-Wise Scores:
Dimension Statements Score
Our Senior Management team is not easy to
49%
access to people across the company. *
Our Senior Management team members seen as
a role model in the company by the way they 85%
conduct themselves.
Our Senior Management team is capable of
88%
leading the company to success.
Leadership Our leadership team provides clear goals and
88%
direction, ensuring a strong sense of purpose.
Our leadership ensures that all efforts and
initiatives are aligned with our long-term goals 89%
and vision.
Our senior management team rarely fosters a
culture of adaptability and continuous 27%
improvement. *

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Dimension Statements Score
My superiors take day-to-day decisions
83%
without delay.
My superior's decisions are always clear and
well thought out in the larger interest of the 86%
Agility
organization.
People in our organization can adapt quickly
and effectively to changing situations and 85%
challenges.
Our company is committed to the efficient
use of resources to benefit the community 93%
and society at large.
Our Company encourages people to take part
Sustainability 71%
in CSR initiatives during office hours.
I am satisfied with the efforts that our
company is taking to support the 88%
communities around us.
Our company is committed to ethical
94%
business practices and conduct.
Business
I am treated fairly and respectfully in our
Ethics and 88%
company.
Integrity
Our company promotes a culture of trust and
89%
integrity in all aspects of our operations.
People here are clear and proud about the
Core Purpose and the Vision of our 93%
The KIA
company.
Way
People in this company are trained to
90%
demonstrate The KIA Way.
I am proud to tell people I work for KIA. 96%
I would recommend this place to others as a
94%
Corporate great place to work.
Image Outside the organization, there is more
negative talk than positive talk about our 47%
KIA. *

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 Dimension Statements Score
We provide exceptional service and support
to our internal customers with a sense of 90%
urgency.
We provide exceptional service and support
Customer
to our external customers with a sense of 89%
Focus
urgency.
People here are eager to try out new ideas,
take up challenges and create positive 91%
experiences.
Our company takes feedback from
83%
employees on a regular basis.
I believe that informal communication in
this company is generally honest, open and 88%
candid.
I believe that formal communication in this
company is generally honest, open and 89%
candid.
Communication The communication channels (Notices by
email, Workgroup, Notice Boards) are 93%
adequate.
In our company, communication is effective
in sharing information and inducing the 90%
desired response.
There is more negative talk than positive
talk amongst our employees about our 53%
Group. *

33
Dimension Statements Scores
People in different departments are prepared to share information that I
85%
need to do my job effectively.
The organization helps in building positive relationships among
90%
employees that promotes collaboration.
Collaboration People here are willing to help each other and drive accountability for
88%
results.
I feel part of my team and my contributions are valued. 92%
The organization resolve differences amongst employees
86%
constructively and maintain a harmonious work environment.
I feel valued and motivated to contribute to growth plans of this
93%
organization at all times.
People here are looking out for a new job with another organization in
24%
near future.
My peers give their best at their job. 90%
I have the support and authority to make the decisions necessary for
87%
Employee accomplishing an assigned task.
Engagement In my role, I am empowered to take decisions and actions to drive
86%
innovation and positive change.
Our work schedules are not rigid and has scope provided to take breaks
85%
and helps overall work-life balance
The organization ensures that everyone feels welcomed, valued, and
90%
appreciated within the organization.
People here feel insecure in their work environment. * 53%

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Dimension Statements Score
The organization, recognizes and reward employees adequately for their
76%
Reward & accomplishments and efforts.
Recognition Job promotions in our company are fair and objective. 68%
I feel that I am being paid on par with the industry standard. 63%
I have opportunity for career development within my company. 83%
We are trained to keep ourselves updated and contribute to the company's
92%
performance.
My Superior takes interest in my overall growth, development and
81%
supports me.
Learning and Our company is adopting new technology and methods of training in line
88%
Growth with the market trends.
Our company provides opportunities to take more responsibilities and
91%
grow.
We get enough opportunities for role change within the company. 77%
Our company provides coaching and mentoring for development of the
85%
people.

35
Dimension Statements Scores
My job is meaningful and keeps me energized and motivated. 91%
My job offers scope for demonstrating my creativity and innovation. 90%
We continuously track our progress against our stated goals and targets. 94%
Meaning for The performance appraisal process in our company is transparent. 72%
Job There is a culture of constructive feedback for growth and development
87%
in our company.
I understand my role clearly and how my job role contributes to the goals
95%
of the company.
The physical working conditions (e.g., temperature, lighting, ventilation,
91%
space, cleanliness) in our company are very good.
I am provided with the adequate resources like
89%
equipment/machine/tools/materials to achieve my goal/objectives.
I am satisfied with the company's policy on working hours, leave,
82%
holidays and healthcare.
Wellness Our company promotes a healthy and supportive work environment that
88%
and values physical, mental, and emotional health.
Wellbeing We follow safe work procedures and involved in safety efforts like near
94%
miss/hazard reporting, training and inspections.
Our leadership demonstrates commitment to safety by way of investing
92%
resources, conducting audits and communicating about safety programs.
The organization is eager to act on new ideas to meet challenges and
92%
create new experiences.
Our company enables us to adapt and grow during uncertain times. 89%

36
 Dimension Statements Score
We are given equal opportunity to express our opinion. 83%
All employees value and respect individuals with diverse backgrounds, beliefs,
86%
and experiences.
Diversity, Our company recruit’s talent regardless of gender, religion, race, status, place
89%
Equity and of origin or other source of difference.
Inclusion Our company's policies and programs provide opportunities to all segments of
91%
people.
Our company is inducting the right talent and integrating them seamlessly into
86%
the system.
Our company adapts to new technology and encourages all employees to use
89%
it.
Our company provides adequate training on the new technology adopted by
Technology 91%
the company.
Our company embraces digital work environment to enhance collaboration,
90%
productivity, and efficiency across our company.
Survey I believe that positive changes will happen as a result of this survey. 89%
Effectiveness I have seen positive changes happen as a result of this survey. 78%

Table VIII. Statement wise Employee Speak Scores

Note:
1. Green indicates highest % score
2. Yellow indicates lowest % Score.
3. “*” ’Negative statements have been scored in reverse for alignment with scores of
other statements.

37
 Major Findings:
1. Low Score Findings for different category:
 For operation function the leadership score is low with a 76% among other
four function. Which shows the mentioned dimension are lagging in
Operation function.
1) Senior leader is not easily accessible to the employees.
2) The conduct of senior leader is not up to the expectation of
employee.
3) Senior leader does not have clear goals.
 Low Score in Reward & Recognition Category for four functions among
five. With a percentage score of 65%, 73%, 74% & 75%.
1) This score clearly states that there is no adequate accomplishment
for the efforts.
2) Lack of spot recognition and appreciation to the employees.
3) Compensation is lower than the market standard.
 Among those 17 dimensions of Employee speak survey it projects that Plant
employee have given lowest scoring for leadership and non- plant
employees have given a lowest scoring for reward and recognition.
 Under Band Wise analysis the report says Band IX & VI are not having a
good experience for the leadership team.
 Band II to V & XI are not rewarded or appreciated on time and might be
their compensation is low.
 Employees with all the experience band shows a yellow report
(unsatisfactory) with the leadership management team.
 Coming to Age wise category 24 Years & Below along with 25 years to 44
years employees are unsatisfied with the leadership team.
 Between the age of 45 to 54 employee says that they are under recognized
and under appreciated for their performance.

38
 2. High Score findings for the different category:
 The KIA Way (Culture of the company) is being scored higher in all the
categories.
 KIA has high business ethics & Integrity.
From the above finding and observation company has to focus on 5 dimensions for better
employee experiences & satisfaction. Below are the mentioned dimensions:
1) Communication
2) Corporate Image
3) Employee Engagement
4) Rewards & Recognition
5) Leadership

39
 CHAPTER FOUR
 Conclusion:
1. Alignment with Strategic Goals:
o The employee speak survey plays a crucial role in ensuring that employees
are in line with the company strategic goals, which include spearheading the
electric vehicle transition, improving operational efficiency, and bolstering
worldwide expansion.
o We can verify that our HR initiatives properly complement the company's
overall goal and vision by receiving and evaluating employee input.
2. Empowerment and Engagement:
o The survey will empower employees by giving them a voice in how the
company's future is shaped, resulting in improved engagement and a better
feeling of ownership in its success.
o An engaged workforce is critical to fostering innovation, sustaining high
productivity, and guaranteeing the effective deployment of new technology
and procedures.
3. Data-Driven Decision Making:
o The survey's insights will offer a strong basis for data-driven decision-
making in HR activities, from improving diversity and inclusion initiatives
to fine-tuning training programs, rewards & recognition, communication,
and all other dimensions.
o Making decisions based on actual employee input allows us to customize
interventions to target particular needs, leading to more significant and
successful results.
4. Retention and Talent Attraction:
o Understanding and tackling the variables that contribute to employee
turnover can help us retain top personnel, especially in crucial sectors like
engineering and manufacturing.
o A strong emphasis on employee happiness and support will also help the
company to build a reputation as an employer of choice, attracting the top
talent in the competitive auto business.

40
5. Adaptation to Technological Change:
o As the company continues to develop and embrace new technology, the
employee speak survey will assist us in determining how well employees
are adapting to these changes and where more assistance or training may be
required.
o Ensuring that our team is comfortable and confident with new technology is
critical for sustaining operational efficiency and product quality.
6. Enhancement of Diversity and Inclusion:
o The results of the survey will offer insightful information on how well our
existing diversity and inclusion programs are working, as well as point out
areas for improvement in order to foster a more welcoming and encouraging
work environment.
o The cultivation of creativity and innovation, which are critical success
factors in the global automotive business, requires a varied and inclusive
workforce.
7. Long-Term Business Success:
o By addressing employee concerns and fostering a positive work
environment, we will enhance overall job satisfaction, leading to improved
productivity, innovation, and customer satisfaction.
o he survey is not just a tool for understanding current employee sentiment,
but a strategic investment in the long-term success of the company, ensuring
that our workforce is fully aligned with the company’s goals and equipped
to drive future growth.

41
 Recommendations:
Below is the recommendation from the key findings of the low score dimensions:
1. Communication:
 Regular Town Hall Meetings
o Setting up monthly town hall meetings where leaders may discuss
business developments, strategic goals, and new projects. Allow
employees to ask questions and provide feedback throughout these
sessions.
o Ensuring these meetings accessible to all employees, even those in
remote locations, by offering virtual attendance alternatives.
 Two-Way Communication Channels
o Provide frequent channels for employees to communicate their
ideas, concerns, and suggestions to management. Some examples of
these channels are surveys, suggestion boxes, and focus groups.
o Establish open-door policies or set aside specific periods for staff
members to bring ideas or concerns to management in order to
promote a transparent and trustworthy culture.
 Communication Training
o Providing managers and team leaders with training in effective
communication skills such as active listening, clear message, and
cultural awareness.
o Encouraging leaders to communicate openly and empathetically
with all workers, so that they feel heard and appreciated.

42
2. Corporate Image:
 Employee Ambassadors
o Encourage employees to become brand ambassadors by sharing
good customer experiences and company news on social media and
professional networks such as LinkedIn. Provide people with
material and tools for simply sharing their tales.
o Highlight employees’ successes, creative initiatives, and community
participation in corporate newsletters and on the company website to
portray the human side of the company.
 Industry Recognition
o Obtain certifications and honors from the industry that attest to the
business's leadership in sustainability, innovation, and quality. Make
these accomplishments known by using social media, marketing
materials, and news releases.
o Contribute to industry conferences, journals, and panels to
demonstrate your thought leadership and establish business
executives and specialists as authorities in the automotive sector.
3. Employee Engagement:
 Personalized Career Development
o Provide employees with individualized career development plans
that include training, mentoring, and professional development
opportunities. Review and update these plans frequently to ensure
they meet the objectives of the business and the goals of the
employees.
o Employees may stay motivated and involved by participating in
cross-departmental initiatives or job rotation, which can help them
acquire new experiences and abilities.
 Employee Feedback Mechanisms
o Survey employees on a regular basis to determine their degree of
engagement and contentment. Utilize the findings to pinpoint areas
in need of development and to create focused engagement plans.

43
 o To get direct employee feedback on how to enhance the work
environment and to discuss engagement concerns on a regular basis,
set up employee councils or focus groups.
 Wellness and Work-Life Balance Programs
o Introduce wellness initiatives like as mental health assistance,
exercise programs, and flexible working hours to assist employees in
maintaining a good work-life balance.
o Provide stress-management options such as counseling services,
mindfulness seminars, or access to relaxation areas at work.
4. Rewards & Recognition
 Comprehensive Recognition Programs
o Create a formal recognition program that incorporates both
monetary and non-monetary incentives, including as bonuses, gift
cards, additional time off, or personalized prizes for outstanding
achievement.
o Introduce peer recognition initiatives that allow employees to
nominate peers for their efforts, promoting a culture of gratitude and
collaboration.
 Transparent Reward Criteria
o Clearly clarify the criteria for awards and recognition, ensuring that
all workers understand what is required of them in order to get
recognition. This transparency will serve to encourage staff and
instill a feeling of fairness.
o Regularly assess and change the award criteria to reflect changing
corporate objectives and employee expectations, ensuring that the
program stays relevant and successful.
 Tailored Rewards
o Provide incentives that are customized to each person's tastes and
requirements, including individualized presents, flexible work
schedules, or chances for professional growth. This method
increases the significance and effect of acknowledgment.
o Give staff members the choice to pick from a variety of rewards,
letting them decide what is most important to them.

44
  Recognition Integration
o Encourage managers to routinely recognize employee efforts in
meetings, one-on-one discussions, or through written letters of
thanks to help incorporate recognition into day-to-day operations.
o Make use of digital platforms to streamline and bolster recognition
initiatives. For example, establish a specific recognition portal or
send out company-wide emails to commemorate accomplishments.
5. Leadership
 Leadership Development Programs
o Put in place leadership development initiatives that emphasize
developing critical abilities including strategic thinking, emotional
intelligence, and effective communication. Both high-potential
employees and present leaders ought to have access to these
programs.
o Provide mentorship and coaching opportunities to inexperienced
managers, matching them with seasoned leaders who can help them
hone their leadership skills and style.
 Leadership Accountability
o Make sure leaders are held accountable for the development,
performance, and engagement of their teams by establishing clear
expectations and accountability procedures.
o Conduct 360-degree feedback evaluations to provide leaders a
thorough understanding of their areas of strength and progress,
promoting ongoing development.
 Transparent and Inclusive Leadership
o Encourage leaders to be open and honest with their teams about their
goals, issues, and thought processes in order to foster openness in
decision-making. This promotes a more cooperative work
atmosphere and increases trust.
o By teaching leaders to accept different viewpoints, advance
equitable opportunities, and foster an atmosphere where all staff
members feel valued and heard, you may encourage inclusive
leadership practices.

45
  Leadership Visibility
o By holding open forums, visiting various sites on a regular basis,
and interacting directly with staff members at all levels, executives
and senior managers may raise the visibility of their leadership. This
strategy increases the approachability and worker connection of
leadership.
o Use internal communication channels to provide clarity and
alignment throughout the business. Examples of these channels
include blog postings and video messages that workers may watch.

These recommendations aim to strengthen the identified parameters, fostering a more

engaged, motivated, and productive workforce, which in turn supports the overall success
of the automobile company.

46
 Suggestions
 Communication
o Pilot Programs: Before fully implementing new communication tools
or platforms, consider running a pilot program in a specific department
or location to gather feedback and refine the approach. This will help
identify any potential issues and ensure the tool’s effectiveness before a
company-wide rollout.
o Regular Evaluation: Continuously monitor the effectiveness of
communication channels through employee feedback and usage metrics.
Regularly update and optimize these tools to adapt to changing needs
and technologies.
 Corporate Image
o Stakeholder Engagement: Involve various stakeholders (e.g.,
employees, customers, suppliers) in the development and execution of
CSR initiatives to ensure they resonate with the broader community and
reflect the company’s values.
o Consistent Messaging: Ensure that all public communications, from
press releases to social media posts, consistently reflect the company’s
core values and long-term vision. This helps reinforce a strong and
cohesive corporate image.
 Employee Engagement
o Personalization: Tailor engagement strategies to different employee
segments (e.g., by department, role, or location) to address specific
needs and preferences. For example, engagement activities for factory
workers might differ from those for office-based employees.
o Continuous Feedback Loop: Establish a continuous feedback loop
where employees regularly share their experiences and suggestions. Act
on this feedback quickly to demonstrate that their input is valued and
leads to meaningful changes.
 Rewards & Recognition
o Employee Involvement: Involve employees in the design of the
rewards and recognition program by conducting surveys or focus groups
to understand what types of recognition they value most. This increases

47
 the program's relevance and effectiveness.
o Diversity in Rewards: Incorporate a diverse range of rewards that cater
to different employee preferences, such as professional development
opportunities, experiences (e.g., travel vouchers), or wellness-related
rewards. This ensures that the program appeals to a broader audience.
 Leadership
o Ongoing Development: Consider leadership development as an
ongoing process rather than a one-time training. Offer continuous
learning opportunities, such as advanced leadership workshops,
webinars, and peer learning sessions, to keep leadership skills sharp and
up-to-date.
o Empowerment Culture: Foster a leadership culture where leaders are
encouraged to empower their teams by delegating responsibilities,
providing autonomy, and recognizing individual contributions. This not
only builds leadership capacity but also promotes employee growth and
innovation.
o Leadership Succession Planning: Integrate leadership development
programs with succession planning to identify and groom future leaders
from within the organization. This approach ensures continuity and a
strong leadership pipeline aligned with the company’s long-term goals.

These suggestions focus on ensuring that the recommendations are not only
implemented effectively but also continuously adapted to the company’s evolving
needs, driving long-term success in communication, corporate image, employee
engagement, rewards and recognition, and leadership.

48
 REFERENCES & BIBLOGRAPHY
References
1. Survey Design: The Basics by George Bishop. This book offers a practical guide to
designing surveys that yield actionable insights.
2. The Survey Research Handbook by Pamela L. Alreck and Robert B. Settle. This
handbook covers all aspects of survey design and implementation.

Journal Article
1. Dillman, D. A. (2000). "Mail and internet surveys: The tailored design method."
New York: John Wiley & Sons. This article is a comprehensive guide to designing
effective surveys, with a focus on maximizing response rates and data quality.
Links Used
1. https://www.kia.com/in/home.html
2. https://www.google.com/
3. https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-
talent-management

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