At

InfoTech Enterprises Limited

Felicity Group

DISSERTATION REPORT
ON
TOPICAssociate

Engagement Survey

SUBMITTED TO UTTRAKHAND TECHNICAL UNIVERSITY IN THE

PARTIAL FULFILMENT OF
BACHELOR OF BUSINESS ADMINISTRATION
(THREE YEARS REGULAR DEGREE PROGRAMME)

SUBMITTED BY

UNDER THE SUPERVISION OF

Abhishek Gupta
B.B.A (VI SEMESTER)

Mr. Arun Kant panuli

Batch 2011-2014

COLLEGE LOGO WITH ADDRESS

Date:

Acknowledgement

The period of Internship at InfoTech Enterprises Limited ( Felicity

Pvt LTD ) has been a great learning experience and I am privileged to have
received guidance and support at all levels and during all stages of my
learning. Apart from my efforts, the success of any project depends largely
on the encouragement and guidance of many others. I take this opportunity
to acknowledge the essential input and involvement of the people who have
been instrumental in the successful completion of this project.
I express my sincere gratitude to Mr. Parmod Sharma, Senior Sales
Manager-HR, Infotech Enterprises Limited ( Felicity Pvt LTD ) , for
giving me an opportunity to undertake this project work at Infotech
Enterprises Limited. The guidance and co-operation received during my
intership has left an indelible imprint in my mind.
I am equally grateful to Ms. Vijayalakshmi (Sr. Executive HR) and
Ms. Sheetal (Executive HR) for giving valuable suggestions throughout
and guiding me in different matters regarding the project.
I would like to thank my Institute for this wonderful opportunity and
facilitating it with the necessary implements for its successful completion,
failing which this project would not have materialized. I am very grateful to
my parents who have supported me morally and financially for the successful
completion of this project.
I would also like to thank all employees of Infotech Enterprises
Limitedfor their sagacious guidance and co-operation during the period of
my Internship. It has been a great learning experience to work with such
dedicated and motivated people.

Executive Summary
The project titled Associate Engagement Survey involves a piece
of research to investigate and identify practical steps that Felicity Pvt
Limited can take to raise its employee engagement levels. This project was
commissioned to analyze the engagement level of employees by conducting
a survey with the help of a questionnaire that included indicators such as
manager, colleagues, work culture, etc. This survey was conducted by
personally visiting all the departments at Infotech and briefing the
employees of those departments about the purpose of carrying out such a
survey and the outcomes of the survey that may prove beneficial to them.
This approach to conducting such a survey made it different from other
surveys that have been previously carried out at Felicity.
The project commenced with the preparation of a questionnaire to
capture the honest responses of employees, thereby indicating the current
engagement level in the organization.
current

employee

engagement

Efforts were made to study the

activities

being

carried

out

in

the

organization. I designed and undertook research to aid understanding of the

area by investigating the relationship between employee engagement and
the culture of the organization as a whole.
I hoped to discover whether the key driver of employee engagement
was environmental, individual or both.
The success of any business is determined, mainly, by how its
workforce performs. Therefore an employee engagement strategy, that
positively encourages the workforce to perform at its best, was devised.

Objectives
The objectives of the study are as follows:
To understand the organizations goals/needs;
To understand employees experiences and expectations in
their working with the organization;
To design a customized employee-friendly questionnaire;
To enable employees participation in the study;
To determine engagement measure and the key drivers of
employee engagement;
To determine key strength areas that need to be consolidated;
and
To determine key areas for intervention to enhance employee
engagement.

CHAPTER 1
InfoTech Enterprises Limited
Objectives of the Study

Infotech Enterprises Limited

Infotech Enterprises provides leading-edge engineering solutions,
including product development and life-cycle support, process, network and
content engineering to major organizations worldwide. With over two
decades of continuous growth, Infotech leverages a global delivery and
collaborative engineering model to achieve measurable and substantial
benefits for its clients.
Infotech has 10,000+ associates across 35 global locations. It adopts a
proactive approach to serve its clients with best-in-class delivery centers in
North America, Europe, Middle East and Asia Pacific. Its clients span multiple
industries such as Aerospace, Consumer, Energy, Medical, Oil and Gas,
Mining, Heavy Equipment, HiTech, Transportation, Telecom and Utilities and
include 22 'Fortune 500' and 27 'Global 500' blue chip organizations.

Group Companies
The Infotech group of companies consists of:

Infotech Enterprises Europe Limited:Headquartered in London, Infotech Enterprises Europe Ltd was
incorporated in 1992 as Dataview solutions which subsequently
became part of Infotech Enterprises group in 1999.
Building on the organizations long and successful tradition in
engineering, geospatial and IT, Infotech Enterprises Europe has
established a significant presence in the network and content
engineering markets in the EMEA region.

Infotech Enterprises America Inc:Infotech Enterprises America Inc. (IEA) offers engineering services to
clients and partners in North America. IEA is a California corporation
headquartered in East Hartford CT, with additional offices across the

US and Canada. With more than 1000 associates working throughout

North America, IEA generates in excess of $100M annual revenue.

Infotech Enterprises GmbH:Infotech Enterprises GmbH was incorporates as Advanced

Graphics Software (AGS) in Leonberg, Germany in 1992. Since
becoming part of the Infotech Group in 2000, Infotech Enterprises
GmbH has broadened its portfolio to include GIS and IT-enabled
services.

Infotech Enterprises Japan KK

Infotech Enterprises Information Technologies Services Private

Limited:The IT services division of Infotech offers a range of quality
business software solutions and services to several large and medium
customers across the globe. With partnerships with global software
giants and skills and expertise on a wide variety of software platforms,
including leading-edge internet and e-commerce technologies, Infotech
brings to its customers high-quality software services and products.

Infotech Geospatial (India) Ltd:Infotech Geospatial (India) Limited,

based

in

Hyderabad,

addresses Geospatial business services, particularly in India and the

Middle East. Infotech is a world leader in geospatial services,
particularly for the telecom, utilities and government markets in North
America, Europe and Australia. It also enjoys a significant presence in
the telecom and utility segments in India. By investing in Geospace
Integra and leveraging the combined entitys strengths, Infotech
moves into an even stronger position to address the high-growth
geospatial markets in India and the Middle East.

History and Milestones

Year

Milestones

1991

Infotech was incorporated as a private

limited company.

1995

Received its first ISO 9002 certification from

BVQi London for its conversion services.

2000

2005
2009

Inauguration of the state-of-the-art software

development center spread across 1,30,000
sq. ft. in Infocity (Hyderabad) to
accommodate 4000 software engineers.
Infotech opened a branch in Singapore and
Melbourne.
Infotech opened a branch in Malaysia.

2010

Signed a long-term engineering services

contract with Hamilton Sundstrand.

2011

Awarded Supplier of the Year by Boeing.

Accolades

UTC Supplier Gold in the year 2008.

Infotech won the TOMTOM Performance Cup 2009.
2010 Supplier of the Year from the Boeing Company.
2010 Engineering Services Supplier of the Year Award.
Supplier Productivity Innovation Award-2010.
Geospatial Excellence Award for Infotechs CGIS Project at MapAsia

2010.
Infotechs UGIS Implementation wins PCQuest awards 2010.
B.V.R. Mohan Reddy receives the prestigious ASME Leadership

Award 2011.
Infotech Enterprises recognized for Innovative HR Practices at the Asia
Pacific HRM congress 2011.

Corporate Social Responsibility

Infotech believes in giving back to society in some measure that is
proportionate to its success in business. Its policy for Corporate Social
Responsibility (CSR) is designed to balance the needs of all stakeholders.
Infotech's CSR initiative goes well beyond charity and is based on the idea
that a responsible company should take into account its impact on the
society along with its obligations to stakeholders.

Infotech carries out a wide range of CSR activities through Infotech

Enterprises Charitable Trust (IECT). Recently, its main activities have been
focused on the improvement and expansion of primary education programs
in India for underprivileged children. An IECT project - "Adopt A School", has

included financial support, infrastructure improvements in schools and

volunteer work by Infotech employees.

Leadership Team

B.V.R. Mohan Reddy, Chairman and Managing Director of Infotech

Enterprises Limited is acknowledged to have pioneered the CAD/CAM
culture in India by introducing computer systems for design and
manufacturing applications as far back as 1982. In the past 10 years,
through Infotech Enterprises, he established the Engineered in India
brand by providing design engineering services to reputed global
companies that include names like Boeing, Airbus, Pratt & Whitney,
Bombardier, Philips, Siemens and Westinghouse. Mr. Reddy has been a
member of the NASSCOM Executive Council since 2003, and has also
served as the Chairman of Confederation of Indian Industry (CII)
Southern Region, from 2008-09. He is associated with councils of
various academic and industry forums and has led several initiatives
for the benefit of the industry.

Mr. Krishna Bodanapu is the President and COO at Infotech Enterprises.

In this role, he manages all business operations including delivery,
sales, marketing, strategy and organizational excellence. He is also
responsible for indentifying new growth opportunities and extending
current service offerings to new markets.

Mr. B. Ashok Reddy is the President, Global Human Resources and

Corporate Affairs of Infotech Enterprises Limited.

Mr. Ajay Aggarwal is the Chief Financial Officer of Infotech Enterprises

Limited.

Mr. RamaswamiAnantharam, as Chief Information Officer, is responsible

for enterprise-wide IT infrastructure and applications across all

locations worldwide and is mandated to provide proactive leadership in

building secure, stable and scalable systems.

Vision and Mission

Vision
Delivering innovative solutions together for a better future.

Mission
Provide the best technology services and solutions to industry and
governments worldwide.

Values FIRST
It is values FIRST that guides Infotech in its interaction with customers,
stakeholders, associates and steers to deliver what it has set out to. It is a
tenet for every member of the organization, the practice of which will lead to
accomplishment of its goals.

Fairness
Integrity
Respect
Sincerity
Transparency

Value Proposition

Creating Business Impact

By providing reliable, scalable and cost-effective services that combine
offshore delivery with local responsibility, Infotech helps customers improve
speed to market, optimize resources and reduce costs, thereby creating
measurable business impact.

Providing Expert Solutions

Strong domain and technical expertise enable Infotech to provide
value to its customers.

Delivering Quality consistently

By consistently delivering to specification and schedule Infotech supports
the performance and reliability of its customers' business. By continuously
enhancing its quality processes, Infotech is able to meet increasing client
expectations.

Building Partnerships Globally

Infotechs willingness to invest and build long-term relationships with its
customer makes it a reliable global partner.

Quality
Quality Policy
Infotech Enterprises is committed to deliver innovative solutions that
delight customers through deployment of robust processes.

Quality Objectives:
Delight customers through delivery excellence.
Attract, train and retain talented professionals through active
employee engagement.
Deliver solutions / services based on cutting edge tools,
technologies and methodologies.
Continuous process improvement and achieve operational
excellence.
Quality Standards that are meticulously followed at Infotech Enterprises are:

ISO 9001:2008 Quality Management System

ISO 27001:2005 Information Security Management System
AS 9100
IRIS
ISO 13485:2003
Environmental and Occupational Health & Safety (EOHS)

Solutions
The solutions provided by Infotech Enterprises Limited are

Product Engineering
Process Engineering
Network Engineering
Content Engineering

Product Engineering
Infotech

is

dedicated

to

helping

its

clients

build

sustainable

competitive advantages through superior product engineering. It applies

nearly two decades of practical experience to develop effective solutions in
areas such as mechanical and electrical engineering, electronics and
technical publications. Its cross-functional expertise also extends across the
full range of new product development and product lifecycle management
services.

Process Engineering
Infotech leads the industry as a dedicated provider of engineering
services and solutions, helping clients around the world to improve the
efficiency and cost-effectiveness of their engineering processes. Its clients
represent many key areas in the energy industry, including thermal and
nuclear power plants, oil and gas and processing plants, among others. It
provide these organizations with a wide range of offerings, including basic
design, detail design, installation support, system engineering, and complex
program management.Infotech's process engineering solutions have been
repeatedly shown to reduce engineering cycle times, contain costs and
increase efficiencies at multiple levels.

Network Engineering
Infotech is the world's leading dedicated provider of engineering
services and solutions. Backed by an outstanding team of consultants and
engineers, deep domain knowledge, superior technical expertise, and 20
years of successful engagements, itis well positioned to provide scalable
network solutions that are fully optimized to support operational efficiency,
market response and profitability. Its best-of-breed offerings include strategic
consulting, network design, planning and analysis, operational support,
network management and optimization,geospatial and asset management,
and a full range of implementation services.

Content Engineering
Infotech is uniquely positioned to help clients improve the efficiency
and effectiveness of how they manage their data, information and other
content. It has been a leader in content engineering for the past 20 years.
Backed by the resources of over 4,500 highly trained content specialists and
a long record of successful engagements, Infotech now serves as a trusted
provider

to

major

geospatial

content

providers,

energy

and

mining

organizations and governments around the world. Its services are carefully
structured to support all stages of the content life cycle. As a result, Infotech
can help ensure that content and data are created, managed, analyzed,
delivered, and refreshed to meet the specific needs of each client.

Industries
InfotechEnterprises operates in various industries like

Aerospace
Automotive
Consumer
Energy
Heavy Equipment
Marine
Medical Devices
Oil & Gas
Transportation
HiTech
Telecom
Utilities

CHAPTER 2
1.

Employee Engagement

2.

Hewitt Model

3.

Drivers of Employee Engagement

4.

Levels of Engagement

Employee Engagement

With growing opportunity and greater flow of information, employees

today want to be in the best workplaces handling the best suited
responsibilities

and

enjoy

greater

autonomy.Therefore,

engaging

the

employees to the work as per their competency level must occupy the centre
stage not only for the HR department but also for the immediate bosses.
Employee Engagement is the extent to which employee commitment,
both emotional and intellectual, exists relative to accomplishing the work,
mission, and vision of the organization. An "engaged employee" is one who is
fully involved in, and enthusiastic about his work, and thus will act in a way
that helps achieving organizational goals. A well and engaged employee is
efficient and effective and a valuable asset in the workplace.
People need to feel engaged with the job they do, colleagues they work
with and the company they work for, to give their best. An Employee's
Engagement levels depend not just on his work but also the work and
attitude of his subordinates, peers and superiors as well as various processes
and environment in the organization.
Employee engagement activities develop a sense of connection
between the employee and the employer, in turn reducing turnover and
assisting in the retention and development of talent. More recently employee

engagement has become an area of focus within organizations for the

purpose of

retention

as

means

of

avoiding

expensive

employee

replacement costs resulting from staff who voluntarily quit their jobs.
Employee

engagement

increases

the

communication

between

employees and managers, this communication helps make it easier to have

the job task completed more efficiently. Employee engagement also involves
the organization putting forth an effort to help its employees develop their
skills. Employee engagement is the fundamental practice of managing the
interaction of the workforce across and within teams in a way that nurtures
professional development and adds value to each individuals employment
experience.

Effective ways to enhance Employee Engagement

The team leader should understand his members well.
Effective communication enhances employee engagement. There
should be transparency in communication at all levels and everyone is
aware of what is happening around him.
The management must constantly motivate his employees. Cash
prizes, trophies, gift vouchers, certificates are an effective way to
motivate the employees and keep them engaged in their work.
Encourage team members to think out of the box.
Provide constant feedback.

Employee engagement can be termed as The degree to which an

employee is emotionally bonded to his/her organization and ispassionate
about the work that really matters. The organization must work to
developand nurture engagement, which requires a two-way relationship
between

employer

andemployee.

Thus

Employee

engagement

is

barometer

that

determines

the

association

of

aperson

within

the

organization.
Employee engagement is not just the process of engaging the
employees productively. Italso expects the organization to pave the way to
ensure that the employees are motivatedto put in their best efforts for the
wealth

maximization.

This

requires

building

loyaltywhich

can

inject

commitment in doing quality work. The mission must be well defined and
supported by well-set organizational plans and policies for its attainment.
Themanagement is also to provide with the set of tools and material that are
necessary forperforming the task effectively.
In the context of the 21st Century Workforce understanding how engaged
employees are in the business and how to build Engagement becomes a key
business and leadership strategy. It is an opportunity, a challenge and an
imperative.

Opportunity

To attract, motivate and retain talented staff

To build and sustain business performance through people

Challenge

To understand how to measure and build Engagement

To provide the leadership and perseverance required to engage
staff

Imperative

Because of the changing dynamics of the labour markets

Employee Engagement focuses more on how psychological experiences

of work and work contexts of employees influence them in presenting or
absenting themselves during task performance. There are three dimensions
of employee engagement, namely, emotional, cognitive and personal. These
dimensions are discussed below:

Emotional Engagement
The emotional construct of employee engagement refers to
employees

personal

satisfaction

and

sense

of

inspiration

and

affirmation they get from their work and from being part of their
organization. It is believed that personal pride and passion motivate
employees

to

offer

discretionary

effort.

Emotionally

engaged

employees are those capable of forming meaningful connections with

others, including co-workers and managers, and to experience
empathy and concern for others feelings.

Cognitive Engagement
Cognitively engaged refers to those employees who are aware of
their mission and role in the work organization. Employees need the
resources, support and tools from the organization to act on their
sense of passion and pride, stimulated via the emotive state.

Personal engagement

Personal

engagement

of

employees

may

vary

with

the

performance ofdifferent daily tasks.

Importance of Engagement
An organizations capacity to manage employee engagement is closely
related to itsability to achieve high performance levels and superior business
results. Some of the advantages of Engaged employees are:
Engaged employees will stay with the company, be an advocate
of the company products and services, and contribute to the
bottom line of the business success.
They will normally perform better and are Self-Motivated.
There is a significant link between employee engagement and
profitability.
They form an emotional connection with the company. This
impacts their attitude towards the companys clients, and
thereby improves customer satisfaction and service levels.
It builds passion, commitment and alignment with
organizations strategies and goals
Increases employees trust in the organization
Creates a sense of loyalty in a competitive environment
Provides a high-energy working environment

the

 Boosts business growth

Makes the employees effective brand ambassadors for the
company

Hewitt Model
According to the Hewitt Model,employee commitment and engagement
is measured by three primary behaviors

Stay, Say and Strive

Stay
Desire to be a
member of the
organization

Say
Speak positively
about organization

Strive
Go beyond what is
minimally required

'Stay' refers to the employee's intensive desire to be a member of the

organization, despite opportunities to work elsewhere.

'Say' is evidently achieved if the employee consistently speaks positively

about the organization to co-workers and refers potential employees and
customers.
'Strive' indicates an extra effort and behaviors that contribute to business
success.

Drivers of Employee Engagement

The Factors (Drivers) that contribute to employee engagement are:

Senior Leadership
Manager
Pay & Benefits
Co-workers
Customer
Work
Resources and Processes
Career opportunities
Work-Life Balance
Policies
HR Practices
Recognition
Performance Appraisal
Brand Image

Levels of Employee Engagement

In determining an individuals degree of engagement, a distinction is
made among four levels of engagement, namely Disengaged, Nearly
Disengaged, Fence Sitters and Engaged.

Disengaged
Disengaged employees have uncoupled themselves emotionally and
cognitively

from

the

work

situation.

Disengaged

employees

display

incomplete role performances and their task behaviors become effortless.

This may be due to a lack of social interaction at work, lack of autonomy,
and/or

feelings

that

the

job

has

little

meaning.

These

commitment to their jobs and the organization is near zero.

The profile of disengaged employees is as follows:

Normal reaction starts with resistance

Low Trust
Inability to move from the problem to the solution
Low commitment to company, work group, and role
Isolation
Interfere with others productivity
Im okay, everyone else is not

employees

Nearly Disengaged
Employees in this category as typically doing that which is asked of
them, and seldom feeling challenged to deliver discretionary effort.

The profile of nearly disengaged employees is as follows:

Putting in their time, not their energy

Will speak frankly about negative views.

Fence Sitters
Theseemployees have the potential to become highly engaged if the
right organizational conditions prevail or are managed effectively.Conversely,
if they are left unchecked, disillusionment with their worksituation may force
them into the disengaged category. The challengefor organizations therefore,
is to firstly, recognize employees that fall inthis category and secondly, to
take corrective measures to move them towards a more engaged state.
The profile of moderately engaged employees is as follows:

Meets the basics

Confusion, or inability to act with confidence
Low-risk responses and commitment
No real sense of achievement
Possible commitment to organization, but not always to role or work
group

Engaged
These are the employee champions that contribute freely and regularly
exceed expectations.These are employees who are cognitively vigilant
and/or emotionally connected.Employees who fall in this category are likely
to know what is expected of them, form strong relationships with co-workers
and managers, or who in other ways, experience meaning in their work.
These employees are prepared to go the extra mile because they find their
work interesting, fulfilling, rewarding and challenging.
The profile of engaged employees that generate most of an
organizations profits and customer engagement is as follows:

Use their talents every day

Consistent levels of high performance
Natural innovation and drive for efficiency
Intentional building of supportive relationships
Clear about the desired outcomes of their role
Emotionally committed to what they do
Challenge purpose to achieve goals
High energy and enthusiasm

Commitment to company, work group, and role.

CHAPTER 3
Research Methodology

Methodology
The objectives of this study will be achieved in five phases as follows:

Initial Sensing:
Organizations needs,
Peoples experiences &
expectations
Questionnaire
Customization
Data Collection

Data Analyses and Outputs

Blueprint

Initial Sensing
The initial sensing phase is a rigorous qualitative process with the
objective of developing a customized questionnaire.
This phase will comprise two stages as follows:

In the first stage, I had discussions with key executives of the

organization. The objective would be to understand the organization
in terms of its businesses, its goals and various aspects related to
employees.

In the second stage involves understanding employees experiences

and expectations in their working with the organization.

Questionnaire Customization

The findings from the above will be the basis for questionnaire
development. Specifically, the issues will be converted into positive
statements with a six-point scale ranging from strongly disagree
strongly agree.

In addition, the questionnaire design will ensure continuity with any

similar studies conducted in the past. Specifically, all the critical
statements asked in the earlier studies will be included in the
questionnaire.

Typically, the questionnaire will comprise about thirty statements

spread over fourteen dimensions. There will be a demographics
section to capture employees gender, age, level, department,
qualification, experience and such others. The questionnaire design
will ensure confidentiality of employees responses.

Data Collection
All employees numbering approximately 800 across Bangalorewere
targeted for coverage. The data collection was done through the electronic
medium. The data collection process was organized to ensure confidentiality
of employees responses.
The following are the essential steps in preparation for data collection
through the electronic method:

Preparing the questionnaire.

Converting the finalized questionnaire into the electronic format.

Questionnaire testing.

Sending the questionnaire to all the employees through e-mail.

Questionnaire

access

Docs/Survey Monkey.

for

each

employee

through

Google

Data Analysis Methods and Outputs

The data analysis is a rigorous process with the help of time-tested
statistical techniques. The following will be outputs as a result of the data
analyses:

Dimensions and specific areas (within each dimension) where

employees are positive and negative respectively, in their working
with Infotech Enterprises Limited.

Key drivers (motivators) of Employee engagement.

Level of alignment between employee engagement drivers and

organizations needs.

Organization-wide, department-wise, age-wise, gender-wise, levelwise,

experience-wise

action

agenda

to

enhance

employee

engagement in the context of organizations needs.

The above analysis was done by using MS Excel. In MS Excel, tools such as
Pivot Table, Bar Graph, and Pie Chart etc were used.

Blueprint
The findings were collated and sent across to the management of
Infotechfor familiarization with the findings. A presentation was made where
senior Infotech executivesdiscussed the implications of the findings, based
on its past experience and in the perspective of organizations needs.
The blueprint details the key strengths of the organization that needs
to be consolidated and key action areas that will enhance employees

engagement. These would be organization-wide and wherever relevant,

specific to a department or a workgroup.

CHAPTER 4
Analysis of the Data
Findings

Analysis and Interpretation

Overall Engagement Score
For calculation of Engagement
engagement is followed:

score,

the

following

distribution

of

Engaged Agree (5) and Strongly Agree (6)

Fence Sitters Slightly Agree (4)
Nearly Disengaged Slightly Disagree (3)
Disengaged Strongly Disagree (1) and Disagree (2)

By knowing the count in each of these levels of engagement, engagement

score is calculated by finding out the percentage of Engaged from the
overall count.
Engagement
Score

It is possible to categorize associates by the extent of their Engagement

which helps us to understand how large the task is of engaging more
employees.

There is strong opportunity to move associates from Fence Sitters to

Engaged.
Also we can make some efforts to change the mindset of Nearly
Disengaged people and can move them towards the positive side.

Driver-wise Engagement Score

For calculating the engagement score for each driver, the following
distribution of engagement is followed:

Slightly Disagree (3)and Slightly Agree (4)

Agree (6)

Strongly

Score
(5+6)
Strongly Disagree (1) and Disagree (2)

Agree (5)

By knowing the total count of this distribution of engagement for all the
questions in each driver, the engagement score for a driver is calculated by
adding the percentages of Agree (5) and Strongly Agree (6)for that
driver.

Co-workers
1%
12%

50%

36%

100%

Strongly Disagree & Disagree

Slightly Disagree & Slightly Agree
Agree
Strongly Agree

Comparison of Drivers
An overall comparison of drivers is carried out in order to find out the
Leading and Lagging Drivers based on their engagement scores.

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Leading Drivers

Co-workers
Customer
HR Practices
Work

Lagging Drivers

Pay & Benefits

Performance
Appraisal
Policies
Career Opportunities
Recognition

Engagement Score for Say, Stay and Strive

Employee commitment and
engagement is measured
by three primary behaviors

Defining
Engagement
Stay
- Desire to be a

member of the
organization

Say, Stay and

Strive

Say - Speak positively

about the organization
Strive - Go beyond
what is minimally

Engagement
1. Infotech Enterprises inspires me to do my best work every day.
(Strive)
2. I would recommend
employment.(Say)

Infotech

Enterprises

to

friend

seeking

3. I rarely think about leaving Infotech Enterprises to work somewhere

else. (Stay)

Driver-wise Analysis

HR Practices

Strongly Agree

200%

200%

200%

Slightly Disagree & Slightly Agree

100% 100% 100%

100%18%
19%
39%
24%100%

Demographic Analysis

1. Engagement by Gender

Female

Male

2. Engagement by Age

200% 17%
18%
38%
27% 200%
Strongly Disagree & Disagree

Agree

45 - 54 years

35 - 44 years

25 - 34 years

20 - 24 years

Department-wise Analysis

Most
Engaged

Least
Engaged

Level-wise Analysis
Team Members

Level 1-4

Junior
Management
Middle
Management
Senior
Management

Level 5-7
Level 8-10
Level 1114

Things Liked Most and Disliked Most

Liked Most Colleagues
Nature of
work
Work
Culture

Disliked Most Compensation

Policies
Facilities
Reward

Interpretation:
The lagging drivers if paid more attention, can bring about drastic changes at
Infotech, thereby increasing the overall engagement score.

If efforts can be made to increase the score of those lagging drivers which
are under our control such as Policies, Recognition, Training etc., then
the overall engagement score will be increased.

recommend
ations

Recommendations

Improve quality of food in cafeteria.

Explore the implementation of work-life balance programs e.g. flexible hours, work

from home.
Transport service should be available to the employees irrespective of shift
timings. Amount for Cab facility should be calculated on the number of kilometers

an employee travels rather than charging a fixed amount for all the employees.
Introduce HR Weekly Bulletin (e.g. Vacancies, birthday for that week, new comers,
CSR activities, events or happenings & other information like new baby delivered

by our staff etc).

Have a doctor to treat and advice associates on medical issues.
Birthdays of associates should be displayed on the notice board at the entrance

hall on a daily basis.

Introduce programs such as
Helping Hands - every month, collect some amount from willing
associates and donate it to the needy.
Family Day- associates can bring their spouse and children to Infotech
to build a good network.
Traditional Day- celebrate all festivals where associates can dress up
traditionally.
Fun @ Work- competitions like cubicle decoration, puzzle games, funny
poster contest and such others.
Halloween Day- dress up in a way that looks odd and scary.

CHAPTER 6
Conclusions

Conclusion
The objective of this research endeavor was to develop a model that could be used by
organizations to assess their employees levels of engagement and identify strategies
that would promote engagement. Having satisfied this objective by doing the necessary
research, there are a number of questions; organizations should answer, before
embarking on an employee engagement exercise. These questions are:

What is the purpose of introducing an employee engagement programme? Is

employee engagement viewed as just another one of those add-on

programmes?
Is there commitment from top management for the employee engagement

endeavor? Are they prepared to play their part?

Will the results of the engagement survey be shared with managers and

employees?
Can the company afford to implement corrective measures and does the

current human resource capacity allow for it?

Will the results and corrective measures be incorporated into existing

organizational procedures (key performance areas)?

How are expectations created by the employee engagement survey dealt
with?

Only once these questions have been answered, can the organization continue with its
planning to implement an engagement strategy.
There is conclusive evidence of the significant contribution, engaged employees make
towards organizations competitive advantage. However, from this study, it is observed
that the cause of concern is that; associates of Infotech need major improvement in
areas such as Pay and Benefits, Policies, Performance Appraisal, Recognition and
Career opportunities. Based on the results as a whole, without significant and
meaningful improvement in these areas, InfoTechs current climate could erode the
employees' outlook, and eventually their commitment to doing their jobs. The good

news is that employees seem ready and willing to offer their valuable insight and
constructive ideas on how to improve areas within Infotech.
Employee Engagement is obviously not the only people oriented strategy to promote
competitive advantage. However, in the global market place where competition is fierce
and only the fittest organizations survive, can organizations afford to ignore engaging
their employees?

CHAPTER 7
Limitations and Scope of the Study

Limitations of the Study

There was a lack of cooperation and lethargy among the associates during
the questionnaire survey which impeded the response rate and timely

collection of responses.
Few associates were too busy to fill up the questionnaire as they were
engaged in other official activities. This greatly impacted the response rate of

the survey.
Also, the survey did not cover all the associates at Infotech since many of
them were travelling onsite officially. Hence, the expected response rate
could not be attained.

BIBLIOGRAPHY

BIBLIOGRAPHY
Hewitt Survey
Retaining Your Employees Using Respect, Recognition and

Rewardsfor Positive Results-A Fifty-Minute Series Book

Human Capital Magazine
www.citehr.com
www.wikipedia.com Employee Engagement
www.surveymonkey.com
www.googledocs.com
Employee Engagement Study by Ma Foi Consulting Solutions Ltd.
Gallup Q12 Survey