Sail's Voluntary Retirement Scheme
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The Persuasion Contd...
• VRS can be used for special purposes like paying huge sum of money for getting one's son admitted to a professional course.
• VRS will give many individuals the money and time on pursuing personal dreams.
• It can be a good opportunity to do social service.
On December 27, 1999, SAIL initiated a company-wide information dissemination program to educate the staff on restructuring. The company drafted an internal communication document entitled "Turnaround and Transformation" and a special team of 66 internal resource persons (IRP) had been assigned the task of preparing a detailed plan to take this document to a larger number of people within the company.
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The 66-member team was constituted in September 1999 and was stationed in Ranchi to undergo a detailed briefing-cum-training course.
A generalized module was presented to the IRP team during the course, which then summarised the root causes of SAIL's crisis and the strategies to overcome it.
According to an official involved with the program: "Initiatives like the power plant hive-off or the Salem Steel joint venture will hinge on employee concurrence, particularly at the shop floor level, and therefore there has to be an intensive communication program in place to reassure employees that their interests will be protected."
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The 66-member IRP team conducted half-day workshops across plants and other units based on three specific modules:
• A video film conveying a message from the chairman of the company.
• A generalized module of the recommendations of the turnaround plan focusing on restoring the financial foundation, reinforcing marketing initiatives and regaining cost leadership.
• A module covering plant-specific or unit-specific issues and strategies for action.
The exercise was expected to cover at least 16,000 SAIL employees by the end of March 2000. A senior official at SAIL said: "The idea is that the employees covered in this phase would take the communication process forward to their peer group and fellow colleagues." The staff education exercise was stressed upon, particularly in view of the power plant hive-off fiasco, which could not take off as scheduled due to stiff resistance from central trade unions. The problem, at the time, was that the SAIL top brass had failed to convince the employees that jobs would not be at risk because of the hive-off.
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