PROJECT REPORT

ON

EMPLOYEE ENGAGEMENT

AT

GENPACT

Submitted in the Partial Fulfillment of the requirement for the

award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

(SESSION: 2016-17)

UNDER THE SUPERVISION OF: SUBMITTED BY:

MRS.KAVITA BATRA DIKSHA

GUEST FACULTY ROLL NO. 1443106

DEPARTMENT OF COMM UNIVERSITY ROLLNO.

GOVT. COLLEGE FOR WOMEN

ROHTAK
 DECLARATION

I Diksha, a student of 6th semester, bachelor of business administration roll no 1443106 of

GOVERNMENT COLLEGE FOR WOMEN, under the MAHARSHI DAYANAND
UNIVERSITY,Rohtak declare that the project report entitled EMPLOYEE ENGAGEMENT
AT GENPACT being submitted by me is an original piece of work done by me under the
supervision of Mrs.KAVITA BATRA (GUEST FACULTY). The matter presented has not
been copied from any other existing report. However, extracts of any literature which has
been used for this report has been duly acknowledged providing details of such literature in
the reference. Also, this project has not been submitted for the fulfillment of the requirement
for the award of any other degree or diploma to any other college.

DIKSHA

UNIVERSITY ROLL NO.

UNIVERSITY REGISTRATION NO.

DATED:
PLACE:

SIGNATURE:

MRS. KAVITA BATRA

GUEST FACULTY

DEPARTMENT OF COMMERCE

GOVT. COLLEGE FOR WOMEN (ROHTAK)

SIGNATURE AND STAMP

GOVT. COLLEGE FOR WOMEN (ROHTAK)

 CONTENTS

1. Introduction

2. Industry Profile & Company

3. Employee Engagement at Genpact

4. Research Methodology

5. Data Analysis and Interpretation

6. Conclusion

7. Questionnaire

BIBLIOGRAPHY
INTRODUCTION
 Introduction

Engagement at work was conceptualized by Kahn, (1990) as the ‘Harnessing of

Organizational Members selves to their work roles’, In engagement, people employ and
express themselves physically, cognitively, and emotionally during role
performances.The second related construct to engagement in organizational behavior is the
notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines
flow as the ‘Holistic Sensation’ that, people feel when they act with total involvement. Flow
is the state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions.Employee
engagement is the thus the level of commitment and involvement an employee has towards
their organization and its values. An engaged employee is aware of business context, and
works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.’ Thus Employee engagement is a
barometer that determines the association of a person with the
organizationEngagement is most closely associated with the existing construction of job
involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as
‘The degree to which the job situation is central to the person and his or her identity (Lawler
& Hall, 1970). Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief
state of Psychological identification. Job involvement is thought to depend on both need
saliency and the potential of a job to satisfy these needs. Thus job involvement results form a
cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to
one’s self image. Engagement differs from job in as it is concerned more with how the
individual employees his/her self during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally engagement may be
thought of as an antecedent to job involvement in that individuals who experience deep
engagement in their roles should come to identify with their jobs.When Kahn talked about
employee engagement he has given important to all three aspects physically,
cognitively and emotionally. Where as in job satisfaction importance has been given more to
cognitive side. HR practitioners believe that the engagement challenge has a lot to do with
howEmployee feels about the about work experience and how he or she is treated in the
organization. It has alottodowith emotions which are fundamentally related to drive bottom
line success in acompany. There will always be people who never give their best efforts no
matter how hard HR and line managers try to engage them. “But for the most part employees
want to commit to companies because doing so satisfies a powerful and a basic need in
connect with and contribute to something significant”.

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are:-

• The employees and their own unique psychological make up and experience

• The employers and their ability to create the conditions that promote employee
engagement

• Interaction between employees at all levels.

Thus it is largely the organization’s responsibility to create an environment and culture

conducive to this partnership, and a win-win equation.
Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of

people:-

Engaged--"Engaged" employees are builders. They want to know the desired Expectations
for their role so they can meet and exceed them. They're naturally curious about their
company and their place in it. They perform at consistently high levels. They want to use
their talents and strengths at work every day. They work with passion and they drive
innovation and move their organization forward.

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so they
can do it and say they have finished. They focus on accomplishing tasks vs.
achieving an outcome. Employees who are not-engaged tend to feel their contributions
being overlooked, and their potential is not being tapped. They often feel this way because
they don't have productive relationships with their managers or with their
coworkers.

Actively Disengaged--The "actively disengaged" employees are the "cave

dwellers." They're "Consistently against Virtually Everything." They're not just unhappy at
work; they're busy acting out their unhappiness .They sow seeds of negativity at
every opportunity. Every day, actively disengaged workers undermine what their
engaged coworkers accomplish. As workers increasingly rely on each other to generate
products and services, the problems and tensions that are fostered by actively disengaged
workers can cause great damage to an organization's functioning.
IMPORTANCE OF ENGAGEMENT

Importance of Engagement Engagement is important for managers to cultivate given that

disengagement oralienation is central to the problem of workers’ lack of commitment and
motivation (Aktouf). Meaningless work is often associated with apathy and detachment from
ones works (Thomas and Velthouse). In such conditions, individuals are thought
to be estranged from their selves (Seeman, 1972) .Other Research using a different resource
of engagement (involvement and enthusiasm) has linked it to such variables as employee
turnover, customer satisfaction – loyalty, safety and to a lesser degree, productivity and
profitability criteria (Harter, Schmidt & Hayes, 2002).An organization’s capacity to manage
employee engagement is closely related to its ability to achieve high performance levels
and superior business results. Some of the advantages of Engaged employees are

• Engaged employees will stay with the company, be an advocate of the company

and its products and services, and contribute to bottom line business success.

• They will normally perform better and are more 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 company’s clients, and thereby improves customer satisfaction and service levels

• It builds passion, commitment and alignment with the organization’s strategies and goals

• Increases employees’ trust in the organization

• Creates a sense of loyalty in a competitive environment

• Provides a high-energy working environment

• Boosts business growth

• Makes the employees effective brand ambassadors for the company

A highly engaged employee will consistently deliver beyond expectations. In theworkplace

research on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked
employees ‘whether they have the opportunity to do what they do best everyday’. While one
in five employees strongly agree with this statement. Those work units scoring higher on this
perception have substantially higher performance.Thus employee engagement is critical to
any organization that seeks to retain valued employees. The Watson Wyatt consulting
companies has been proved that there is an intrinsic link between employee engagement,
customer loyalty, and profitability. As organizations globalize and become more
dependent on technology in a virtual working environment, there is a greater need to connect
and engage with employees to provide them with an organizational ‘identity.’
Factors Leading to Employee Engagement-

Studies have shown that there are some critical factors which lead to Employee engagement.
Some of them identified are

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to

develop their abilities, learn new skills, acquire new knowledge and realize
their Potential. When companies plan for the career paths of their employees and invest in
them in this way their people invest in them.

Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the mosttalented
employees and providing opportunities for personal development.

1.Feeling Valued & Involved

2. Career Development- Opportunities for personal development

3. Career Development – Effective Management of talent

4. Leadership- Clarity of company Values

5. Leadership – Respectful treatment of employees

6. Leadership – Company’s standards of ethical behavior

7. Empowerment Image

8. Equal opportunities & fair treatment

9. Performance Appraisal

10. Pay & benefits

11. Health & Safety

12. Job satisfaction

13. Communication
14. Family friendliness

15. Co-operation

Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are unambiguous
and clear.

Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution –

regardless of their job level.

Leadership – Company’s Standards of Ethical Behavior

A company’s ethical standards also lead to engagement of an individual

Empowerment

Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate
to move the organization forward.

Image

How much employees are prepared to endorse the products and services which their company
provides its customers depends largely on their perceptions of the quality of those goods and
services. High levels of employee engagement are inextricably linked with high levels of
customer engagement.
Other factors

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees

Performance appraisal

Fair evaluation of an employee’s performance is an important criterion for determining the

level of employee engagement. The company which follows an appropriate
performance appraisal technique (which is transparent and not biased) will have high of
employee engagement.

Pay and Benefits

The company should have a proper pay system so that the employees are motivated to work
in the organization. In order to boost his engagement levels the employees should also be
provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel secure
while working. Therefore every organization should adopt appropriate methods and systems
for the health and safety of their employees.

Job Satisfaction

Only a satisfied employee can become an engaged employee. Therefore it is veryessential for
an organization to see to it that the job given to the employee matches his career goals which
will make him enjoy his work and he would ultimately be satisfied with his job.
Communication

The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss than the engagement levels are likely to be high.

Family Friendliness

A person’s family life influences his wok life. When an employee realizes that
theorganization is considering his family’s benefits also, he will have an emotionalattachment
with the organization which leads to engagement

Co-operation

If the entire organization works together by helping each other i.e. all the employees as well
as the supervisors co-ordinate well than the employees will be engaged.
How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with least
engaged are much more likely to have lower employee turnover, higher than average
customer loyalty, above average productivity and earnings. These are all good things that
prove that engaging and involving employees make good business sense and building
shareholder value. Negative workplace relationships may be a big part of why so many
employees are not engaged with their jobs.

Step I: Listen

The employer must listen to his employees and remember that this is a
continuous process. The information employee’s supply will provide direction. This is the
only way to identify their specific concerns. When leaders listen, employees respond by
becoming more engaged. This results in increased productivity and employee retention.
Engaged employees are much more likely to be satisfied in their positions,
remain with the company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organization.But measuring the engagement (feedback
through surveys) without planning how to handle the result can lead employees to
disengage. It is therefore not enough to feel the pulse—the action plan is just as essential.
Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of

employee engagement. A well-administered satisfaction survey will let us know at what level
of engagement the employees are operating. Customizable employee surveys will provide
with a starting point towards the efforts to optimize employee engagement.The key to
successful employee satisfaction surveys is to pay close attention to thefeedback from the
staff. It is important that employee engagement is not viewed as a one time action.
Employee engagement should be a continuous process of measuring, analyzing,
defining and implementing.The employee survey is a diagnostic tool of choice in the battle
for the hearts ofemployees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting
companies) asked workers number of questions relating to their job satisfaction. Gallup being
one of oldest the consulting organization {in conducting engagement survey} creates a
feedback system for employers that would identify and measure elements of worker
engagement most tide to the bottom line. Things such as sales, growth, productivity and
customer loyalty are all accessed. After Hundreds of focus group and thousands of interviews
with employees in a variety of industries, Gallup came up with Q. 12, a twelve-question
survey that identifies strong feelings of employee engagement. They have identified 12

questions that most effectively measure the links (the Gallup Q12).

1. Do you know what is expected of you at work?

2. Do you have the materials and equipment you need to do your work right?

3. At work, do you have the opportunity to do what you do best every day?

4. In the last seven days, have you received recognition or praise for doing good work?

5. Does your supervisor, or someone at work, seems to care about you as a person?

6. Is there someone at work who encourages your development?

7. At work, do your opinions seem to count?

8. Does the mission/purpose of your company make you feel your job is important?

9. Are your associates (fellow employees) committed to doing quality work?

10. Do you have a best friend at work?

11. In the last six months, has someone at work talked to you about your progress?

12. In the last year, have you had opportunities at work to learn and grow?

The interpretation of the questionnaire and one of the companies engagement level is
summarized in the table below.

Some of the discussions which come from Gallup’s questions are: -

Know what is expected of me at work- employees should know exactly what

is expected of them. If expectations are unclear, employees will inevitably face frustration,
and will be open for other opportunities where they do know what's expected of them, and
where their contributions are measured and recognized.

Materials and equipment- Employees need the right tools and equipment to support their
skills, experience and talents & perform their jobs at an optimum level.

Do what I do best every day - Are your employees cast in the right roles? Knowing the
critical demands for every role is a key to ensuring that talents fit those demands.

Supervisor/Someone at work cares -Managers must spend most of their time with their
most productive talent. Many managers give their greatest degree of attention to
employees who are falling behind. Talented, productive people crave time and attention from
their managers, and will leave your company if they have a weak relationship (or no
relationship) with their manager or supervisor.

Co-workers committed to quality -Many companies arbitrarily put teams together

without considering that employees only psychologically commit to teams if they
perceive their team members will support their high level of commitment and
performance. Talented employees set high standards and depend upon those around them to
support their growthtowards excellence.

Opportunities to learn and grow- The Company should create an environment that
encourages employees to drive towards innovation or to create better systems for more
productive results. Great managers always ask what skills and knowledge need
to accompany talent to result in the greatest outcome for each employee.

As discussed the Gallup study it is based on positive Psychology and emotions.Having

abestfriend at work or receiving recognition every week makes you feel cared for and proud
respectively. If you want to keep recreating those positive emotions, then you keep coming
back to work.

So it measures engagement, and engagement is a positive emotional connection to the work.

Thus the mechanism of the broaden- and – build theories and the action tendencies of
positive emotions help in understanding why the Q. 12 has been so powerful for
Gallup in terms of predicting outcomes. Borden – and Build theory is about evolutionary
significance of positive emotions. Positive emotions are better observed over the
long haul. Their effects accumulate and compound overtime and the adaptive benefits are
evident from later, when people face new challenges. The Gallup researchhas thus made a
contribution in adding an additional ‘P’ to the 4 P’s of marketing i.e. product, price, and
promotion place and now people to the mix. In the combination of engaged employees,
Gallup brings engaged customers to form the concept of human sigma. These include
customer engagement, loyalty and emotional attachment. Customer engagement hierarchy,
customer engagement scores and developing the culture of engagement and
customer focus. The Gallup Organization decided to initiate a multi-yearresearch project to
try and define a great workplace - a great workplace was one where employees were satisfied
with their jobs and this thus helps to produce positive business outcomes.

According to the study of Watson Wyatt, the service – profit chain establishesrelationship
between profitability, customer loyalty and employee satisfaction, loyalty and productivity.
The links in the chain (which should be regarded as propositions) are a follows: profit and
growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer’s
satisfaction. Satisfaction is largely influenced by the services provided to customers.
Satisfied, loyal and productive employees create value.Employee’s satisfaction in turn results
primarily from high quality support services and that enable employees to deliver results to
customers. While many organizations are beginning to measure relationship between
individual links in the service only a few have related the links in the meaningful ways that
can lead to comprehensive strategies for achieving lasting competitive advantage of building
employee engagement. In a study of its seven telephone customer service centers
(MCI found that there is a clear relationship between employee’s perceptions of the
quality of services and employee engagement).
Step III: - Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged

employees

Step IV taking action to improve employee engagement by acting upon the

problem areas

Nothing is more discouraging to employees than to be asked for their feedback and see no
movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost morale,
motivate and encourage future input. Taking action starts with listening to
employee feedback and a definitive action plan will need to be put in place finally.
INDUSTRY PROFILE

COMPANY PROFILE
Definition of Outsourcing

The Webster's Universal Dictionary meaning of "Outsourcing" is: "A company or person that
provides information; to find a supplier or service, to identify a source".

Outsourcing can be defined as a process in which a company delegates some of its in-
house operations/processes to a third party. Thus outsourcing is a contracting
transaction through which one company purchases services from another while keeping
ownership and ultimate responsibility for the underlying processes. The clients inform
their provider what they want and how they want the work performed. So the
client can authorize the provider to operate as well as redesign basic processes in order to
ensure even greater cost and efficiency benefits.

Companies turn to resources outside their organizational structure usually to save money
and/or make use of the skilled professionals.

The Outsourcing market is estimated to grow tremendously in the coming few with an
increasing number of companies planning to outsource both low end and high-end jobs to
offshore destinations. Also the number of companies providing outsourcing services is on the
rise, thus resulting in larger variety. Due to the fact that more and more companies are
outsourcing, the risks are getting smaller as businesses have more experience and clearer
objectives. Outsourcing in the world today is seen as a strategic management option rather
than just a cost cutting operation. It aids companies to achieve their business objectives
through operational excellence and a better market position. In order for companies to focus
on their core competencies, all companies today outsource one or more of their operations. In
order to compete in the global economy companies need to focus their resources on their core
operations.
Advantages of Outsourcing

• Companies can save up on operational costs. In fact most companies can cut their operating
costs to half by outsourcing

• Get access to cheaper and more efficient labor

• Cut up on labor training cost

• Get access to better technologies at a cheaper cost

• Increase productivity

• Concentrate on core competencies

Disadvantages of Outsourcing

• The company that outsourcers can get into serious trouble if the service provider refuses to
provide business due to bankruptcy, lack of funds, labor etc

• Outsourcing requires the control of the process being outsourced by transferred to the
service provider. Thus the company may loose control over its process

• The service provider in developing countries generally services many companies. So there
are many chances of partiality owing to more payment by other parties

• The current employees in the company that outsourcers may feel threat due to outsourcing
and may not work properly

• The attitude of people in the developed countries against companies that outsource is
generally bad
Business process outsourcing:

Business process outsourcing is a process in which a company delegates some of its in-house
operations/processes to a third party. Thus business process outsourcing is a transaction
through which one company acquires services from another while maintaining
ownership and ultimate responsibility for the processes. The company then informs its
provider what it wants and how it wants the work performed. So the company can authorize
the provider to operate as well as redesign basic processes in order to ensure even greater cost
and efficiency benefits.

The main motive for business process outsourcing is to allow the company to invest more
time, money and human resources into core activities and building strategies, which fuel
company growth

Business process outsourcing in today’s world is seen as a strategic management

option rather than just a way to cut costs. BPO helps achieve the companies
their business objectives through operational excellence and an edge in the market place.
Resources of the companies need to be focused on core competencies and the non core
functions are out sourced. Out sourcing gives you right combination of people, processes and
technology to operate effectively in the global market place without burdening organization’
s time and budget.

Benefits derived from BPO are:

1. Productivity Improvements

2. Access to expertise

3. Operational cost control

4. Cost savings

5. Improved accountability

6. Improved HR

7. Opportunity to focus on core business

Business Process outsourcing in India.

The BPO industry in India has grown by leaps and bounds. It has been growing
70 percent a year and is now worth US$1.6 billion, employing 100,000 people. And as
McKinsey analysts put it, BPO has to grow only 27% till 2008 to deliver US$17 billion in
revenues and employment of a million people

Indian BPO Segments Business Process Outsourcing in India is organized in many segments.
Back-office processing and customer interaction services are among the fastest and largest
growing segments that contribute significantly to the Indian BPO market. Other notable
segments are revenue accounting, content development, animation, engineering and design,
GIS and medical transcription.

Back-Office Operations / Revenue Accounting / Data Entry And Conversion /

HR Services - This segment is by far the largest, accounting for 42% pf the market share in
FY 2002. Industries such as banks and aviation require large-scale data processing and data
based decision-making capabilities. Indian companies provide data entry (paper to digital)
and rule-set processing (applying present rules and criteria for processing) and are fast
graduating to problem solving and decision-making.

Content Development / Animation / Engineering And Design / GIS - The content

development segment ranks second occupying 26% of the pie. The Roncarelli report on
computer animation estimates that labor costs in India for computer animators isroughly one-
tenth that in the US. While a computer animator in India earns about US$7,000 - 9,000 per
year, an equivalent animator in the US earns US$45,000 - 90,000.

Customer Interaction Services - The customer care segment ranks third occupying 28% of
the pie. A customer care center is a service center with adequate telecom facilities, trained
consultants, access to requisite databases, Internet and other online information support
infrastructure to provide information and support to customers. Such centers are used for a
number of customer-related functions like marketing, selling, information dispensing, advice,
technical support etc.

Medical Transcription Services - Medical transcription accounts for 2% of the total Indian
outsourcing services. Medical transcription was one of the first offshore BPO services to be
launched from India. This service involves the transcribing of medical
records from audio format or dictated by doctors or other healthcare into either a hard copy or
electronic format.

Other Services - The other services include online education or web based training, market
research analysis using statistical packages, remote network maintenance and monitoring.

India, took the No. 1 spot in neo IT's ranking of 14 possible IT outsourcing destinations.
According to annual report India offers "cost competitiveness, a highly skilled labors pool
and a high level of service maturity,"

Advantages of outsourcing to India:

• India - large pool of engineering resources

• 12 hr time difference - Savings in time and money

• Cost benefits

• Quality awareness and processes

• Government support - infrastructure availability

• Benefit of track record

Call Centre:

A call centre or call center is a centralized office used for the purpose of receiving and
transmitting a large volume of requests by telephone. A call centre is operated by a
company to administer incoming product support or information inquiries from
consumers. Outgoing calls for telemarketing, clientele, and debt collection are also
made.

A call centre is often operated through an extensive open workspace, with work stations that
include a computer, a telephone set/headset connected to a telecom switch, and one or more
supervisor stations. It can be independently operated or networked with additional centres,
often linked to a corporate computer network, including mainframes, microcomputers and
LANs. Increasingly, the voice and data pathways into the centre are linked through a
set of new technologies called computer telephony integration (CTI).
Most major businesses use call centres to interact with their customers. Examples
include utility companies, mail order catalogue firms, and customer support for
computer hardware and software. Some businesses even service internal functions through
call centres. Examples of this include help desks and sales support.

Key performance measurements (KPIs) in a call center are:

A. Average Call Value (Sales and Reservations Only) This measure is generally calculated
by dividing total revenue generated by number of calls.

B. Customer Satisfaction

Customer satisfaction is, without doubt, a top priority. Most call centers conduct surveys via
either outbound calls or mail to randomly selected callers.

C. Service Level

Service level takes the form of X percent answer in Y seconds (such as 80 percent of calls
answered in 20 seconds), and is a high level measure of how fast callers get through to reps.

D. Percent Abandoned

Abandonment is an ongoing concern in incoming call centers. If callers hang up before we

get a chance to talk to them, we are missing the opportunity to make them happy, sell to them
and solve their customer service problems callers' circumstances.

E. Cost Per Call

There are various ways to calculate cost per call (i.e. what factors to include in staff costs,
how to allocate equipment, how to value the building) but the basic formula is to divide total
costs by total calls received for a given period of time (usually a month).
COMPANY PROFILE
GE:

GE is a diversified technology, media and financial services company dedicated to creating

products that make life better. From aircraft engines and power generation to financial
services, medical imaging, television programming and plastics, GE operates in more than
100 countries and employs more than 300,000 people worldwide. The company traces its
beginnings to Thomas A. Edison, who established Edison Electric Light Company in 1878. In
1892, a merger of Edison General Electric Company and Thomson-Houston Electric
Company created General Electric Company. GE is the only company listed in the Dow
Jones Industrial Index today that was also included in the original index in 1896.

Thomas Edison was the genius inventor of the electrical age,a man whose
hundreds of inventions made him a public giant in the late 19th and early 20th
centuries. Among Edison's most famous inventions are the first practical long-lasting light
bulb and the phonograph; he also helped refine and develop other inventions like motion
pictures, the stock ticker and the typewriter. By the end of his life Edison had registered 1093
patents and had made millions from his inventions and the businesses he built on them. He is
especially known for his work with electricity, and the story of his struggles to find the right
filament for the first working light bulb are legendary. Edison's labs were located in Menlo
Park, New Jersey, leading to his nickname: "The Wizard of Menlo Park." Edison is also
famous for being a dogged worker: he often slept no more than four hours per night and made
the famous statement, "Genius is one percent inspiration and ninety-nine percent
perspiration."
Gecis Global reborn as Genpact

GE Capital International Services has taken on a new name: Genpact, with tagline: Global
Business Impact(SM). Gecis Global is a pioneer in global outsourcing world and is a big
name to contend with. Expectations generated by the rebirth include passing the US $1
billion mark in annual revenues by 2007 – 2008 and gain a global workforce reaching 30,000
in number. The search for a new name began December 30, 2004 upon GE’s
commercialization of its GE Capital International Services unit. Of the thousands of
suggestions that poured in from employees and customers, Genpact stood out and was
eventually chosen. "We chose it because it so aptly communicates our brand promise -
generating value, commitment, partnership and impact,” says Pramod Bahsin,
Genpact’s president and CEO. He goes further to explain the concept behind
the name and tagline, "Global enterprises today want impact," said Bhasin. "They want
partners they can trust to work with them and through process excellence measurably
improves their margins, cash performance, and speed to market."

The Genpact logo was designed by Interbrand and depicts a stylized arrow aimed at a blue
field.

"Global enterprises today want impact. They want partners they can trust to work with them
and through process excellence measurably improves their margins, cash
performance, and speed to market," explains Bahsin. Gecis, as it was widely known,
thrived with the outsourcing boom with offices in Hyderabad, Bangalore, Jaipur, and
Kolkata. It branched even further by building sites in China, Eastern Europe, and Mexico.
Under consideration are plans to erect sites in India, China, and a yet-to-be-disclosed location
in Europe or North Africa catering to a French-

speaking clientele.

December 30, 2004 saw GE selling 60% of Gecis equity to General Atlantic and Oak Hill
Capital Partners – both well-known for investments in IT-enabled and knowledge-based
companies.
Genpact:

Genpact is a leading provider of Business Services & Technology Solutions. Since it was
established in 1997, the company has been driving process improvements to
help even brighter future awaits Genpact as more clients in the blue-chip market find their
way to it, in their quest for global outsourcing excellence. Growth History:Genpact has
grown from a fledgling company, employing around 350 people in India, in 1997, to one with
an employee base of over 19,000 people globally. Combined with this, Genpact has achieved
an exponential growth in revenues.

Not only has Genpact grown in terms of its people and revenue, but has also evolved its
product portfolio over the years. Its key strategy has been to develop product expertise in
selected Industry Verticals, new technology rollouts and expansion into new
Geographies.

Operating in six countries, Genpact combines strong business and domain knowledge with
Six Sigma and Lean quality methods to deliver important year-over-year cost and
productivity gains to customers.

In 2005, Genpact’s revenues were $493 million. A company majority owned by GE and the
private equity firms of General Atlantic and Oak Hill Capital Partners, Genpact has 20,000
highly skilled associates specialized by industry - banking/finance, insurance,
manufacturing, transportation, and automotive and by the impact areas they serve - sales &
marketing analytics, supply chain and aftermarket services, financial services core
operations & collections, finance & accounting, information technology services, and
Global operations centers are located in:. India China Hungary Romania United
States Mexico The Portfolio of services offered from these Global centers include:Finance
and Accounting Sales & Marketing Analytics

Customer Service

Financial Services

Collections/Ops

Supply Chain & Procurement Information Technology Services

Enterprise Application Services & Program

Management

Genpact offers to a host of GE businesses and Fortune 500 customers. Some of the

Industry verticals served are:

Banking / Finance Insurance

Manufacturing Transportation

Automotive

The business delivery model at Genpact is based on speed, simplicity, and a constant quest
for Six Sigma quality. Genpact has used the Six Sigma and Lean approach
extensively across internal functional areas and customer processes, completing
over 1000 high impact projects. We are known for our commitment to high quality and low
cost, global delivery capability, proven transition and engagement models and process re-
engineering skills.

Center Of Excellence at GENPACT:

• Collections.

• Insurance Solutions.

• Finance and Accounting.

• Analytics.

• IT services.

• Commercial Finance.

• Learning.

• External.

• Consumer Finance.

• Industrial And Equipment.

Services Offered By GENPACT:

• Functional Practices.

• Industry Offerings

1. Functional Practices. Genpact pioneered the Business Services & Technology Solutions
industry in India and has ever since been at the forefront, expanding the breadth and depth of
its product and service offering.

Core product offerings include:]

• Finance & Accounting

• Sales & Marketing Analytics

• Customer Services

• Financial Services Collections/ Ops

• Supply Chain & Procurement

• Information Technology Services

• Enterprise App Svcs & Program Mgmt

• Learning and Content Management Services

2. Industry Offerings: Genpact, a pioneer in the Business Services & Technology Solutions
industry, has developed one of the widest range of product offerings across several industries.
We offer end-to-end solutions from document management to high-end analytics with depth
across multiple industry verticals.

• Banking / Finance:

• Insurance:

• Manufacturing:

• Transportation:

• Automotive
Future of GENPACT

Genpact wants to hit $1-billion revenues by December 2008. At $493 million,

it is already the largest Indian third-party BPO player by a yawning margin. To retain the
lead, CEO Pramod Bhasin and his team have drawn a growth strategy.

Phase 1 - Emerging from GE's shadow

o A five-member core leadership team takes charge. This combines a decade's

experience in running Gecis

o The leadership team sets up a 50-people global sales and marketing team within two
months. It freezes its go-to-market strategy: global delivery versus India-centric offshore
delivery

o It flags off acquisitions: buys New Jersey-based Creditek that brings on board 50 clients
and $20-mn revenues Closes with 15 non-GE customers.

o Revenues grow 22 per cent from $404 million in December 2004 to $493 million in .

o GE's share of revenues down from 94 per cent to 85 percent. Headcount up from 16,000 to
19,500.

Phase 2 - Marketplace consolidation gets into top gear

o Scale up revenues from at least 10 non-GE customers to significant size

o Revenues for the year pegged at $620 million-625 million and GE's contribution pegged at
75 percent

o Larger acquisition in Europe or North America. Target should have revenues

between $100 million-200 million, specific domain expertise and, most critical, a significant
chunk of 'offshorable' business

o Delivery centers in China, Mexico and Eastern Europe to be beefed up. Plans to add new
centers in China and South-east Asia. Total headcount will increase to 25,000.
Phase 3 - Being a pioneer again and India's first global third-party BPO major

o Enable non-GE customers to move to a broader range of services. GE's

contribution to revenues will be scaled down to 50-60 per cent

o Expand into new services and verticals. Emphasis on high-growth areas like
engineering services, Pharma, healthcare and insurance $150 million of the target will come
from acquisitions.

o Total headcount pegged at 50,000 by December .

o The company wants to push through an overseas listing before it hits $1 billion revenues.
Existing stakeholders (GE, General Atlantic and Oak Hill) are expected to offload a part of
their stake at the time of the IPO

Though the new identity came a good nine months after GE had sold 60 per cent in its
captive, the transition had started much earlier. The first step Bhasin took to prepare the
company for the new world was to get the business development piece in place. He roped in
former Gecis CEO V.N. Tyagarajan to head Genpact's sales and marketing. The success of
the transition from captive to third-party would depend on how quickly Genpact was able to
make its presence felt in the marketpla
EMPLOYEE ENGAGEMENT

AT

GENPACT
Employee Engagement at Genpact

Genpact is not only successful in being one of the top most BPO in India, but is also
grooming in respect of employee engagement & growth.

The areas which are being focused in terms of Employee Engagement are:

• Growth

• Stagnation

• Stress/Workload/Team Engagement

• Communication

• Appreciation

Employee Engagement

A positive attitude held by the employee towards the organization and its values. An engaged
employee works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.

Employee engagement is a partnership between a company and its employees

Most organizations today realize that a satisfied employee is not necessarily the best
employee in terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is
intellectually and emotionally bound with the organization who feels passionate
about its goals and is committed towards its values thus he goes the extra mile
beyond the basic job. Employee engagement is a powerful retention strategy. An engaged
employee gives his company his 100 percent. When employees are effectively and positively
engaged with their organization, they form an emotional connection with the company.
Employee engagement is a barometer that determines the association of a person with the
organization. It is about creating the passion among associates to do things beyond what is
expected from him.
EMPLOYEE ENGAGEMENT starts right at the selection stage:

• Choosing the right fit, giving a realistic job preview

• Strong induction and orientation programme

• To keep up the morale of people and drive them towards excellent

performance through recognition letters, profit sharing schemes, long performance awards
etc.

• Regular feedback to all people

• Communication forums like the in-house magazine, and regular surveys and conferences

By helping to maintain the quality of work-life and a balance between

personal/professionallives, there are recreational activities like festivities, get-togethers,
sports etc.

• An open and transparent culture to empower its people. The result of these practices can
be evident through the regular feedback from our employees collected through surveys,
Diagnostic tool for employee engagement include the following

- training

- development

- career

- performance appraisals

- performance management

- communication

- equal opportunity

- fair treatment

- pay

- benefits

- health

- safety

- cooperation

- family orientation

- friendliness

- job satisfaction

which helps to create - feeling valued and involved which is

- ENGAGEMENT.
Factors for Higher Employee Engagement

Here is a list of some contributing factors:

• Understanding of corporate goals/mission

• Understanding of job and how it contributes to overall corporate goals

• Clear communication of goals, expectations, directions

• Job design

• Job fit

• Support and tools

• Independence & innovation

• Relationship with boss/direct reports

• Clear feedback on performance

• Recognition

• Learning and development opportunities

• Opportunities for advancement

• Pride in organization

• Employee input

• Employee involvement in decision making

• Work-life balance

• Workplace culture/morale

• Co-worker relationships/good team environment (enjoy colleagues)

• Fair HR practices
Measuring the Impact of Employee Engagement

SOME USEFUL COMPANY ENGAGEMENT PROGRAMS COULD INCLUDE

• A daily column, written by Directors, Chairman, on the intranet with

company announcements / programs etc.

• Online real-time tracking of progress. Employees can view company progress towards
targets/ goals.

• Provide long term strategic vision for business growth.

• Employee suggestion systems / quick responses.

• Weekly blog related to serious business issues and staff to read / comments.

Questions to Measure Employee Engagement

• Do you know what is expected of you at work?

• Do you have the materials and equipment you need to do your work right?

• At work, do you have the opportunity to do what you do best every day?

• In the last seven days, have you received recognition or praise for doing good work?

• Does your supervisor, or someone at work, seem to care about you as a person?

• Is there someone at work who encourages your development?

• At work, do your opinions seem to count?

• Does the mission/purpose of your company make you feel your job is important?

• Are your associates (fellow employees) committed to doing quality work?

• Do you have a best friend at work?

• In the last six months, has someone at work talked to you about your progress?

• In the last year, have you had opportunities at work to learn and grow?

We can also have a HR folder or an intranet for employees have you have
sections like
motivation stories, quotes, Support grievances jokes, etc... Some entertainment for employees

KEY EMPLOYEE ENGAGEMENT OUTCOME METRICS

- EMPLOYEE RETENTION

- COMPANY PERFORMANCE

- CUSTOMER SATISFACTION

- PROFITABILITY
ACTIVITIES WHICH ARE HELD IN GENPACT

1. Education @ Work

2. Redesign work place

3. Letters to Family

4. Fun @ work

5. Cross Training

6. Team Huddles

7. FLA Growth Card

8. Life Enrichment Activities

9. Job Rotation

10. Clubs/Projects

11. Active Team Leader

Education @ Work

Education @ Work Prepares employees for success by offering relevant programs from
premier institutes across the world, using multiple delivery methodologies and
making it convenient for employees to ‘Learn while you Earn’ and helping to build career
and helps in contributing to the organization’s growth.

Programs that are offered by Education @ work are:

1. Banking

2. Finance and Accounting

3. Language

4. Management

5. Risk Management

6. Supply Chain Management

7. Information Technology

8. Project Management\

9. Customer Service

10. Mortgage

11. Insurance

12. Analytics

13. Software

14. Collections
Revamping the Floor: - Action plan was made to Revamp the floor by

Following Activities:

1. Change Wall Color-

• Wall Painting-Beaches, Poster on work motivation is done.

2. Improving Ambience-

• Plants on the floor-Money Plants, Bamboos

• Danglers-Mortgage Danglers

• Games Area- Dart Board, Carom, Chess, Boxing Bag, Ludo, Chinese checker

• Light music on the floor.

• Improve Lighting on the floor-Through Lamps.

3. Redesigning Work Station –

• Personalizing Work Space- Individual Sections, Family Photos, Mementoes

• Making work place special. Customizing it, basis imagination of employees.

Letters to Family: It was also part of Action plan in Mortgage.

As per this plan in Genpact- Personalized letters were to be sent to the families of all
employees for the following:

• Birthday card with a photograph of the B’day Celebration at office.

• Promotion letter informing the family about the promotion of the employee

• Connect invite letters to the family members to visit Genpact any day of their choice.
Fun @ Work

Fun @ Work activities are considered to be backbone in a team bounding. Every team has a
fun spoc whose responsibilities includes various games and other team building activities
with the help of which internal team bounding can be improved. At the same time it can also
be considered to provide ample of time as to relieve the stress that a normal BPO employee
has to face.

Different activities include various indoor games, Seasonal activities celebrating

festivals, Bay decoration, and Birthday celebration.

Fun at Work" might sound like an oxymoron, but it is a reality in the corporate world today.
The most successful of organizations add a healthy dose of play into their routines because
research shows that when people have fun at work, they enjoy their jobs and this
translates them into being more creative, more productive and more committed to doing
their job well.

It’s also no secret that having fun at work can help boost morale, reduce stress, improve staff
retention, mean less sick days and increase team building and spirit.

Having true fun at work is very similar to the kind of fun one has when playing a sport or
performing. For example, the last time I played a sport in front of an audience, I channeled all
my attention and energy to the point where I was solely focused on my performance. I
remember how much fun it was getting congratulations from my teammates and the
audience! And even though I was completely exhausted following my performance,
I remember how great I felt afterwards.

I think this is the type of fun that best fits the workplace - playful and competitive games that
generate congratulations and cheers from coworkers. Additionally, sporting or performance
types of fun fit well within the workplace where employers generally want us to have energy,
drive, talent, determination, competitive spirit, and be goal orientated.

This kind of fun is successfully being implemented at Genpact. We’ve already had a Football
Championship which involved a lot of employees. Emotions were shared and the teams really
had intensive fun. Now Genpact has its own football team, who represents the
company at the biggest football tournament dedicated to all companies.
Cross Training :

Cross-training (Also known as conditioning) refers to training in different ways

to improve overall performance. It takes advantage of the particular effectiveness of each
training method, while at the same time attempting to neglect the shortcomings of that
method by combining it with other methods that address its weaknesses.

Cross-training in business operations involves training employees to engage in quality control

measures. Employees are trained in tangent job functions to increase oversight in ways that
are impossible through management interactions with workers alone.
Advantages:

Helps patrons/customers/clients in the long run, as employees are empowered to answer

questions about the entire organization. Requires staff to re-evaluate the reasons and methods
for accomplishing their work; inefficient methods, outdated techniques and bureaucratic drift
are challenged, if not eliminated.

Raises an awareness of what other departments do.

Routine scheduling is enhanced with the ability to move staff about the "Operation". Better
coverage, increased flexibility and ability to cope with unexpected absences, emergencies,
illness, etc.

Can increase the "employability" of staff that has the opportunity to train in areas they were
not originally hired for.

Other advantages include

Increased flexibility and versatility,

Appreciated "intellectual capital"

Improved individual efficiency,

Increased standardization of jobs,

Heightened Morale
Team Huddle:

A huddle is when a team gathers together, usually in a tight circle, to strategise, motivate,
and/or celebrate. It is a popular strategy for keeping opponents insulated from sensitive
information, and acts as a form of insulation when the level of noise in the Venue is such that
normal on-field communication is difficult. Commonly the leader of the huddle is the team
captain and it is the captain who will try and inspire his fellow team members to achieve
success. Similarly after an event a huddle may take place to congratulate one another for
the teams success (or commiserate a defeat). The term "huddle" can be used as a
verb as in "huddling up".

FLA Growth Card:

Goal sheets for each team member created, which is monitored on a daily basis. The result of
the goal sheet decides the cheer winner for the month. The categories on which the FLA’s are
assessed are:

1. Performance Related It includes:

AES Score

Cross Training Effectiveness

Process Knowledge Score

2. Compliance: It Includes:

Process Compliance Adherence

Data Protection Act Adherence

Dress Code Policy adherence

3. Quality/Six Sigma: It includes

Lean ideas Filed

E2E Ideas generated

• Job Rotation: Change in roles and responsibilities, like SME,QC, Dashboard, IT, HR,
Quality, Logistics.

Life Enrichment Activities: Though life enrichment activities stress and health of the
Employees can be taken care of.

It includes:

• Introduction of Yoga

• De-Stress Activities

• Office Ergonomics
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

The research method of the study explains the systematic way of findings to
the predetermined objectives. Moreover this provides the clean path to accomplish
and achieve clear solution for the problem stated. The following are the stages through which
the research has passed to obtain the conclusions.

1. Define the research problem

2. Review the literature

3. Design research

4. Collection of data

5. Analyze data

6. Interpret data

7. Report the data

Statement of the Problem:

Genpact is a well-known, established Multi National Company with rich Heritage of GE.
Having a history of about 120 years Genpact is carrying a great Brand Image. Recently
Genpact is awarded as world No 2 Best BPO and “Best Employer choice to Work” for. As
it is said People make or break organizations, a study is done at Genpact to know the
Employee Engagement practices at such an organization.In this study emphasis is given to
know the Employees Opinion, who are working with Genpact, and to know how far the
Employee Engagement at Genpact are useful.
Purpose and Importance of the study.

The answers from the Employees will give the true picture of the Employee
Engagement. Analyzing the candidates answers will help in understanding problems from the
Employees view, thus will help to develop the current system and making it more effective.

Objectives of the Project:

• To Study the Employee Engagement practices in a well established MNC.

• To evaluate the effectiveness of the Employee Engagement.

• To find out the satisfaction levels of the Employees with the current system.

Methodology:

A study is conducted to know the views of the Employees on the Current System. To know
the attitude of the Employees data is collected through structured questionnaire. (Where
questions are in pre-arranged order).

The questionnaire consists dichromatic, multiple choice and open ended

questions.The questionnaire is designed for Employees working with GENPACT;
the questionnaires were given as feed back forms to the candidates on behalf of GENPACT.

LIMITATIONS OF THE STUDY

1. There was a time restriction of 45 days, so the study was conducted by selecting a sample
of 15 respondents and the facts and findings may not represent a true picture of the procedure
followed in organization

SCOPE OF THE STUDY

1. Only the Employee Engagement is considered.

2. The study is conducted at GENPACT with a simple sample size of only 15 employees of
GCF Australia (Process).

3. In order to analyze the study the questionnaire has been administered to

the Employees.
• Non Voice Profiles.

• Voice based profiles.

Sample Selection: As the objective of the project is to study the Employee Engagement to
know the perception of the Employees, sample is selected from Voice and Non voice based
profiles.

Sampling Size: A sample size of 15 is drawn, where the respondents are the
Employees who work for Voice and Non Voice process.

Source of data:

For the purpose of the study the following sources of data are used.

Primary data: Primary data refers to the collection of first hand data.

Data is collected through

• Questionnaire

• Observations

Questionnaire: Questionnaire is prepared and circulated to the employees to know their

opinion.

Observations: Observations were done during the visits to the organization.

Secondary data:

Secondary data refers to the data, which is not newly generated but rather obtained from.

• Published sources.

• Unpolished sources i.e., information about the performance of the company

• Report on the study.

• Review of literature etc.

Data Analysis: After the data have been collected it has to be analyzed; the data obtained
from the questionnaire is arranged in a serial order. A master copy with
tabulation methods has been prepared.

Tabulation is a part of technical procedure where in classified data are put in the
form of tablets. The tablets thus obtained were analyzed with statistical
techniques so that interpretation would be precise.
ORGANISATION OF THE STUDY

Organization of the study deals with the arrangement of the entire report. The entire work is
put according to chapter wise to facilitate easy identification of the topic. The chapter I. gives
the introduction of Employee Engagement. This chapter gives overall view of the project.
The chapter II deals with Industry profile, company profile and procedures followed in
organization.

The chapter III deals with introduction of Employee Engagement and Employee Engagement
Practices done in GENPACT.

The chapter IV deals with Research methodology used , statement of the problem ,
objectives , sample collection and statistical tools used .

The Chapter V data analysis and interpretation, which explains how data is analyzed and
interpreted by using tables, graphs.

The chapter VI deals with conclusions.

The end of the report consists of Bibliography, which is followed by ANNEXURE.

DATA ANALYSIS
AND
INTERPRETATION
 1. Does Fun at work happen regularly?

Purpose: Main purpose of asking this question was to see that fun at work activity happens
regularly in the team or not.

Conclusion: Most of the believe that it happens regularly in the team.

 2. Do I get Feedback regularly from my supervisor for improving my performance?

Purpose: The purpose of asking this question was to see whether the
supervisor is providing feedback to the employees regarding his performance or not.

Conclusion: Approximately half of the people strongly agree with this statement however
there are few who disagree with this statement.
 3. Do I feel like coming to office regularly?

Purpose: Purpose of asking this question was to see that how many people are interested

in doing their work.

Conclusion: Most of the Employees want to come to office regularly except

few employees.
 4. Do I get sufficient opportunities to improve my skills?

Purpose: Purpose of asking this question was to see that how many employees think that they
are given equal opportunities to improve their skills.

Conclusion: There is no employee who disagrees with this statement. There are few
employees who slightly disagree with this statement.

Most of the employees think that they get equal opportunities.

 5. Do I receive any recognition for my contributions in last 3 months?

Purpose: The purpose to ask this question was to see that how many employees think that

rewards and recognition is given to them for their work.

Conclusion: Half of the employees think that they get rewards and recognition and half of the
employees disagrees, strongly disagree and slightly disagree with this statement.
 6. Are my thoughts and feelings given due respect at work place?

Purpose: Purpose of asking this question was to see that the thoughts of employees are

given respect or not

Conclusion: Employees feel that there thoughts are given respect and there thoughts are

given values.
7. Does my manager demonstrate a personal commitment to my continuous learning and

development?

Purpose: Purpose of asking this question was to see that how much commitment is shown

by the supervisor for the development of the employee.

Conclusion: More than half of the employees think that the manager shows commitment

towards there development.

 8.Do I get encouraged to learn from my mistakes?

Purpose: Purpose was to see that do the employees get the opportunity to learn from there

mistake.

Conclusion: Most of employees think that they get opportunities to learn from there
mistakes.
 9. Do I enjoy my work?

Purpose: Purpose was to see that employees enjoy there work or not.

Conclusion: Most of the employees enjoy there work.

 10. Am I aware of the career opportunities that are available to me at my company?

Purpose: Purpose was to see the awareness of the employees about there career

opportunities.

Conclusion: Most of the Employees are aware of the career opportunities in GENPACT.
 CONCLUSION

As Per the above observations and analysis it seems that most of the Employees of GCF
Australia are Engaged and like there work and Organization except few Employees who are
Not Engaged and few who are Nearly engaged and can be changed to an Engaged Employee
by their supervisors by proper planning.Employee Engagement is the buzz word term
for employee communication. It is a positive attitude held by the employees towards
the organization and its values. It is rapidly gaining popularity, use and importance in the
workplace and impactsOrganizations in many ways.Employee engagement emphasizes the
importance of employee communication on the success of a business. An organization should
thus recognize employees, more than any other variable, as powerful contributors to a
company's competitive position. Therefore employee engagement should be a
continuous process of learning, improvement, measurement and action.

We would hence conclude that raising and maintaining employee engagement lies in the
hands of an organization and requires a perfect blend of time, effort, commitment and
investment to craft a successful endeavor.
 Questionnaire

Employee Engagement Survey

1. Does Fun at work happen regularly?

(A) YES (B) NO

2. Do I get Feedback regularly from my supervisor for improving my performance?

(A) YES (B) NO

3. Do I feel like coming to office regularly?

(A) YES (B) NO

4. Do I get sufficient opportunities to improve my skills?

(A) YES (B) NO

5. Do I receive any recognition for my contributions in last 3 months?

(A) YES (B) NO

6. Are my thoughts and feelings given due respect at work place?

(A) YES (B) NO

7. Does my manager demonstrate a personal commitment to my continuous learning

and development?

(A) YES (B) NO

8. Do I get encouraged to learn from my mistakes?

(A) YES (B) NO

9. Do I enjoy my work?

(A) YES (B) NO

11. Am I aware of the career opportunities that are available to me at my company?

(A) YES (B) NO

BIBLIOGRAPHY

Books referred:

Human Resource Management…………………………..Shashi. K. Gupta

Rosy Joshi

Human Resource Management………………………….V.S.P.Rao

Human Resource Management………………………….Fisher Shaw

Human Resource Management………………………….Subba Rao

Websites:

www.humanresources.about.com

www.hr-guide.com

www.books.google.com