A Project Report On EFFECTIVENESS OF EMPLOYEE ENGAGEMENT IN NUCSOFT LTD for NUCSOFT LTD In partial fulfilment of the requirements of the

Winter Internship of Post Graduate Diploma in Business Management through Rizvi Academy of Management under the guidance of

Mr. OMAR MOHAMMED MANER

Submitted by Ms. ISHA GARG P.G.D.B.M Batch : 2009-2011

DECLARATION

I Ms. Isha Garg of Rizvi Academy of Management student of first year Post Graduate Diploma in Business Management, hereby declares that I have completed this project on Effectiveness of Employee Engagement in Nucsoft for the academic year 2009-2011. This information submitted is true to the best of my knowledge.

STUDENT ISHA GARG

ACKNOWLEDGEMENT

It was a golden opportunity to do my Winter Internship At Nucsoft Ltd. I am greatly indebted to Mr. Omar Mohammed Maner, Director (HR) for allowing me to be a part of Human Resources Department and who facilitated me the opportunity to work on the various areas of HR that will enrich my career with plenty of experiences.

A special thanks to all the employees of Nucsoft at Andheri Office for giving their valuable time and effort towards the successful completion of this project.

CERTIFICATE

This is to certify that Ms. Isha Garg, a student of Rizvi Academy of Management, of P.G.D.B.M bearing Roll No. 62 and specializing in Personnel has successfully completed the project titled Effectiveness of Employee Engagement in NUCSOFT Under the guidance of Mr.Omar Mohammed Maner in partial fulfilment of the requirement of Post Graduate Diploma in Business Management for the academic year 2009-2011

______________ Prof. Omar Mohammed Maner Project Guide

______________ Prof. Umar Farooq Academic Coordinator

______________ Dr. Kalim Khan Director

INDEX
SR NO. I CHAPTER NAME PAGE NO.

BACKGROUND OF THE STUDY (A) INTRODUCTION TO THE INDUSTRY (B) OVERVIEW OF NUCSOFT (C) EMPLOYEE ENGAGEMENT

II III (A) (B) (C) (D) (E) (F) (G) (H) (I)

CRITICAL REVIEW OF RELATED LITERATURE RESEARCH METHODOLOGY TITLE OF THE STUDY OBJECTIVES NEED AND SIGNIFICANCE SCOPE AND LIMITATIONS RESEARCH DESIGN VARIABLES OF THE STUDY RESEARCH QUESTIONNAIRE SAMPLE USED FOR THE STUDY TOOLS OF THE STUDY 1. QUESTIONNAIRE 2. DATA ANALYSIS

IV

MAJOR FINDINGS, RECOMMENDATIONS, SUGGESTIONS AND CONCLUSIONS ANNEXTURE : QUESTIONNAIRE

VI

BIBLIOGRAPHY

CHAPTER I: - BACKGROUND OF THE STUDY

This study will help in comprehensive analysis of employee engagement conducted in Nucsoft ltd. At the same time it was intended to find about the effectiveness of Employee Engagement in Nucsoft ltd, and about problems or issues and suggestions towards the company.

(A)

INTRODUCTION TO THE INDUSTRY

The Indian Information Technology industry accounts for a 5.19% of the country's GDP and export earnings as of 2009, while providing employment to a significant number of its tertiary sector workforce. More than 2.5 million people are employed in the sector either directly or indirectly, making it one of the biggest job creators in India and a mainstay of the national economy. In 2010-11, annual revenues from IT-BPO sector is estimated to have grown over US$76 billion compared to China with $35.76 billion and Philippines with $8.85 billion. India's outsourcing industry is expected to increase to US$225 billion by 2020. The most prominent IT hub is IT capital Bangalore. The other emerging destinations are Chennai, Hyderabad, Kolkata, Pune, Mumbai, NCR and Kochi. Technically proficient immigrants from India sought jobs in the western world from the 1950s onwards as India's education system produced more engineers than its industry could absorb. India's growing stature in the information age enabled it to form close ties with both the United States of America and the European Union. However, the recent global financial crises has deeply impacted the Indian IT companies as well as global companies. As a result hiring has dropped sharply and employees are looking at different sectors like the financial service, telecommunications, and manufacturing industries, which have been growing phenomenally over the last few years.

India's IT Services industry was born in Mumbai in 1967 with the establishment of Tata Group in partnership with Burroughs. The first software export zone SEEPZ was set up here way back in 1973, the old avatar of the modern day IT park. More than 80 percent of the country's software exports happened out of SEEPZ, Mumbai in 80s.

Each year India produces roughly 500,000 engineers in the country, out of them only 25% to 30% possessed both technical competency and English language skills, although 12% of India's population can speak in English. India developed a number of outsourcing companies specializing in customer support via Internet or telephone connections. By 2009, India also has a total of 37,160,000 telephone lines in use, a total of 506,040,000 mobile phone connections, a total of 81,000,000 Internet users comprising 7.0% of the country's population, and 7,570,000 people in the country have access to broadband Internet making it the 12th largest country in the world in terms of broadband Internet users. Total fixed-line and wireless subscribers reached 543.20 million as of November, 2009.

Formative years (till 1991)

The Indian Government acquired the EVS EM computers from the Soviet Union, which were used in large companies and research laboratories. In 1968 Tata Consultancy Servicesestablished in SEEPZ, Mumbai by the Tata Groupwere the country's largest software producers during the 1960s. As an outcome of the various policies of Jawaharlal Nehru (office: 15 August 1947 27 May 1964) the economically beleaguered country was able to build a large scientific workforce, third in numbers only to that of the United States of America and the Soviet Union. On 18 August 1951 the minister of education Maulana Abul Kalam Azad, inaugurated the Indian Institute of Technology at Kharagpur in West Bengal. Possibly modeled after the Massachusetts Institute of Technology these institutions were conceived by a 22 member committee of scholars and entrepreneurs under the chairmanship of N. R. Sarkar. Relaxed immigration laws in the United States of America (1965) attracted a number of skilled Indian professionals aiming for research. By 1960 as many as 10,000 Indians were estimated to have settled in the US. Kapur (2006)By the 1980s a number of engineers from India were seeking employment in other countries. In response, the Indian companies realigned wages to retain their experienced staff. In the Encyclopedia of India, Kamdar (2006) reports on the role of Indian immigrants (1980 - early 1990s) in promoting technologydriven growth.

The United States technological lead was driven in no small part by the brain power of brilliant immigrants, many of whom came from India. The inestimable contributions of thousands of highly trained Indian migrants in every area of American scientific and technological achievement culminated with the information technology revolution most associated with Californias Silicon Valley in the 1980s and 1990s.

The National Informatics Centre was established in March 1975. The inception of The Computer Maintenance Company (CMC) followed in October 1976. Between 1977-1980 the country's Information Technology companies Tata Infotech, Patni Computer Systems and Wipro had become visible. The 'microchip revolution' of the 1980s had convinced both Indira Gandhi and her successor Rajiv Gandhi that electronics and telecommunications were vital to India's growth and development. MTNL underwent technological improvements. Between 1986-1987, the Indian government embarked upon the creation of three wide-area computer networking schemes: INDONET (intended to serve the IBM mainframes in India), NICNET (the network for India's National Informatics Centre), and the academic research oriented Education and Research Network (ERNET). 19912001 Regulated VSAT links became visible in 1985. Desai (2006) describes the steps taken to relax regulations on linking in 1991: In 1991 the Department of Electronics broke this impasse, creating a corporation called Software Technology Parks of India (STPI) that, being owned by the government, could provide VSAT communications without breaching its monopoly. STPI set up software technology parks in different cities, each of which provided satellite links to be used by firms; the local link was a wireless radio link. In 1993 the government began to allow individual companies their own dedicated links, which allowed work done in India to be transmitted abroad directly. Indian firms soon convinced their American customers that a satellite link was as reliable as a team of programmers working in the clients office. Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail Service in 1991, the 64 kbit/s leased line service in 1992, and commercial Internet access on a visible scale in 1992. Election results were displayed via National Informatics Centre's NICNET. The Indian economy underwent economic reforms in 1991, leading to a new era of globalization and international economic integration. Economic growth of over 6% annually was seen between 1993-2002. The economic reforms were driven in part by significant the internet usage in the country. The new administration under Atal Bihari Vajpayeewhich placed the development of Information Technology among its top five priorities formed the Indian National Task Force on Information Technology and Software Development. Wolcott & Goodman (2003) report on the role of the Indian National Task Force on Information Technology and Software Development: Within 90 days of its establishment, the Task Force produced an extensive background report on the state of technology in India and an IT Action Plan with 108 recommendations. The Task Force could act quickly because it built upon the experience and frustrations of state governments, central government agencies, universities, and the software industry. Much of what it proposed was also consistent with the thinking and recommendations of international bodies like the World Trade Organization (WTO), International Telecommunications Union

(ITU), and World Bank. In addition, the Task Force incorporated the experiences of Singapore and other nations, which implemented similar programs. It was less a task of invention than of sparking action on a consensus that had already evolved within the networking community and government. The New Telecommunications Policy, 1999 (NTP 1999) helped further liberalize India's telecommunications sector. The Information Technology Act 2000 created legal procedures for electronic transactions and e-commerce. Throughout the 1990s, another wave of Indian professionals entered the United States. The number of Indian Americans reached 1.7 million by 2000. This immigration consisted largely of highly educated technologically proficient workers. Within the United States, Indians fared well in science, engineering, and management. Graduates from the Indian Institutes of Technology (IIT) became known for their technical skills. Thus GOI planed to established new Institutes specially for Information Technology to enhance this field. In 1998 India got the first IT institute name Indian Institute of Information Technology at Gwalior. The success of Information Technology in India not only had economic repercussions but also had far-reaching political consequences. India's reputation both as a source and a destination for skilled workforce helped it improve its relations with a number of world economies. The relationship between economy and technologyvalued in the western worldfacilitated the growth of an entrepreneurial class of immigrant Indians, which further helped aid in promoting technology-driven growth. 2001present

Infosys Media Centre in Electronic City, Bangalore.

Millenium Tower in Kolkata, Salt Lake Sector-5, a major IT hub in the city.

Tidel Parkone of the largest software parks in Asiawas set up on the July 4, 2000 in Chennai, to aid the growth of Information Technology in Tamil Nadu.

Cyber Towers at Hitech City in Hyderbad

Patni Knowledge Park, Airoli, Navi Mumbai

Cognizant's Delivery Center in Pune

India is now one of the biggest IT capitals in the modern world. The economic effect of the technologically inclined services sector in India accounting for 40% of the country's GDP and 30% of export earnings as of 2006, while employing only 25% of its workforceis summarized by Sharma (2006):

The share of IT (mainly software) in total exports increased from 1 percent in 1990 to 18 percent in 2001. IT-enabled services such as backoffice operations, remote maintenance, accounting, public call centers, medical transcription, insurance claims, and other bulk processing are rapidly expanding. Indian companies such as HCL, TCS, Wipro, and Infosys may yet become household names around the world. Today, Bangalore is known as the Silicon Valley of India and contributes 33% of Indian IT Exports. India's second and third largest software companies are headquartered in Bangalore, as are many of the global SEI-CMM Level 5 Companies. Next to Bangalore Chennai plays an important role in IT. Lot of companies were developed in Chennai, in the last few years. And Mumbai too has its share of IT companies that are India's first and largest, like TCS and well established like Reliance, Patni, LnT Infotech, i-Flex, WNS, Shine, Naukri, Jobspert etc. are head-quartered in Mumbai. and these IT and dot com companies are ruling the roost of Mumbai's relatively high octane industry of Information Technology. Such is the growth in investment and outsourcing, it was revealed that Cap Gemini will soon have more staff in India than it does in its home market of France with 21,000 personnel+ in India. On 25 June 2002 India and the European Union agreed to bilateral cooperation in the field of science and technology. A joint EU-India group of scholars was formed on 23 November 2001 to further promote joint research and development. India holds observer status at CERN while a joint India-EU Software Education and Development Center is due at Bangalore.

India's IT industry (USD bn)

Particulars IT Services - Exports FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 10.4 7.3 13.5 10.0 17.8 13.13 23.5 18.0 31.0 23.1

- Domestic ITES-BPO - Exports

3.1 3.4 3.1

3.5 5.2 4.6

4.5 7.2 6.3

5.5 9.5 8.4

7.9 12.5 10.9

- Domestic Engineering services, R&D and Software Products

0.3

0.6

0.9

1.1

1.6

2.9

3.9

5.3

6.5

8.6

- Exports - Domestic

2.5 0.4

3.1 0.7

4.0 1.3

4.9 1.6

6.4 2.4

Hardware - Exports - Domestic Total IT industry

5.0 0.5 4.4

5.9 0.5 5.1

7.0 0.6 6.5

8.5 0.5 8.0

12.0 0.5 11.5

21.6 (including hardware)

28.4

37.4

48.0

64.

Health issues among Young labor force

Employees in IT / ITES services undergo high stress in their work environment which raise serious concernsto work in this industry. The corporate HR practices are another concern where one survey found TCS employees average age is 28 years and the recruitment practices which contribute to the inexperienced work force in the industry. Corporate critics shortage of human resources but the analyst says 20 year old industry cannot have 6 year experienced labor force. There have been raising concerns on violating employment laws by corporates and there are harassment reported from companies like Wipro.

 Top Eight IT Hubs in India

Ranking 1 2 3 4 5 6 Description Popularly known as the capital of the Silicon Valley of India is currently Bangalore leading in Information Technology Industries in India. Famously known as "Gateway of South India", it is the second largest Chennai exporter of Software.[20] Hyderabad which has good infrastructure and good government support Hyderabad is also a good technology base in India. The National Capital Region of India comprising Delhi, Gurgaon, NCR Faridabad, Noida, Greater Noida and Ghaziabad are having ambitious projects and are trying to do every possible thing for this purpose. Pune Pune, a major industrial point in India. Kolkata is a major IT hub in eastern India. All major IT companies are Kolkata present here. The city has tremendous potential for growth in this sector with upcoming areas like Rajarhat. Popularly known as the commercial, entertainment, financial capital of India, This is one city that has seen tremendous growth in IT and BPO Mumbai industry, it recorded 63% growth in 2008.[21] TCS, Patni, LnT Infotech, I-Flex WNS and other companies are headquartered here. Cochin Kerala Cochin and Trivandrum City

7 8

Information Technology Strategy

Businesses today really need to know how to implement information technology into their business to keep up with the competition. There are many aspects to information technology, and unless a business does work specifically in this area, they may need to hire an IT manager who knows about the field. They can implement an information technology strategy that specifically suits the goals of a company. The target of the strategy can be either the forms of technology being used or the people who are using it. There is a principle from a business expert that an IT strategy has to focus on the strategy by creating and measuring the value of the business from the perspective of the investment put into the em Businesses today really need to know how to implement information technology into their business to keep up with the competition. There are many aspects to information technology, and unless a business does work specifically in this area, they may need to hire an IT manager who knows about the field. They can implement an information technology strategy that specifically suits the goals of a company.

The target of the strategy can be either the forms of technology being used or the people who are using it. There is a principle from a business expert that an IT strategy has to focus on the strategy by creating and measuring the value of the business from the perspective of the investment put into the employment of IT. There have been other methods of implementing a strategy. The following are a few examples. Some strategies have focused on the ability of a company to spend on IT. Another focus has been how employees of a company can use the technology to create value for the organization. The best way to come up with at strategy is to have both groups in managerial positions from the business and IT departments come together to design a plan. This helps to see the goals of the business along with how the IT department can accomplish this. There is a structure to the IT strategy which will be explained. There is an executive summary which includes the project objective and scope. There is an approach with methodology of engagement. This IT strategy is then related to how it will work within the business strategy. There is then a resource summary relating to staffing and budget of this project. Further, there are internal capabilities which affect how much can be accomplished. There are portfolios noting what projects are occurring at the moment. It should note how much resources it is taking to complete a project, and it can note any strengths or weaknesses. There are other levels including external forces outside of the company which might be influencing the progress of the project. Perhaps there are more advanced technologies coming out which can possibly be implemented. It is good to noted if there are any threats which can hinder the progress, and it is wise to note any milestones such as accomplishments or the meeting of set goals. These all fit into the steps of designing a strategy and seeing one in progress. Strategy in information technology is very important because it is the organization of a plan to make the system work. It includes the work of both the business team and the IT team to work together to make the goal of the company succeed. There are steps within the plan which need to be monitored which is done mostly by the IT team. There are different ways to do it, and new strategy methods are continually coming out. It depends on the expertise of both teams to decide what strategy plan will be taken and implemented.ployment of IT.

There have been other methods of implementing a strategy. The following are a few examples. Some strategies have focused on the ability of a company to spend on IT. Another focus has been how employees of a company can use the technology to create value for the organization. The best way to come up with at strategy is to have both groups in managerial positions from the business and IT departments come together to design a plan. This helps to see the goals of the business along with how the IT department can accomplish this. There is a structure to the IT strategy which will be explained. There is an executive summary which includes the project objective and scope. There is an approach with methodology of engagement. This IT strategy is then related to how it will work within the business strategy. There is then a resource summary relating to staffing and budget of this project. Further, there are internal capabilities which affect how much can be accomplished. There are portfolios noting what projects are occurring at the moment. It should note now much resources it is taking to complete a project, and it can note any strengths or weaknesses. There are other levels including external forces outside of the company which might be influencing the progress of the project. Perhaps there are more advanced technologies coming out which can possibly be implemented. It is good to noted if there are any threats which can hinder the progress, and it is wise to note any milestones such as accomplishments or the meeting of set goals. These all fit into the steps of designing a strategy and seeing one in progress. Strategy in information technology is very important because it is the organization of a plan to make the system work. It includes the work of both the business team and the IT team to work together to make the goal of the company succeed. There are steps within the plan which need to be monitored which is done mostly by the IT team. There are different ways to do it, and new strategy methods are continually coming out. It depends on the expertise of both teams to decide what strategy plan will be taken and implemented.

 Information Technology
a) Sector structure/Market size The Indian information technology (IT) industry has played a key role in putting India on the global map. Over the past decade, the Indian IT-BPO sector has become the countrys premier growth engine, crossing significant milestones in terms of revenue growth, employment generation and value creation, in addition to becoming the global brand ambassador for India. According to a research report published by National Association of Software and Service Companies (NASSCOM), IT-BPO Sector in India: Strategic Review 2010, the IT-BPO industry is estimated to aggregate revenues of US$ 73.1 billion in FY2010, with the IT software and services industry accounting for US$ 63.7 billion of revenues. The report estimates export revenues to gross US$ 50.1 billion in FY2010, growing by 5.4 per cent over FY2009, and contributing 69 per cent of the total IT-BPO revenues. Software and services exports (including BPO) are expected to account for over 99 per cent of total exports, employing around 1.8 million employees. IT services is expected to grow by 2.4 per cent in 2010, and 4.2 per cent in 2011 as companies coming out of recession harness the need for information technology to create competitive advantage. NASSCOM said that the domestic IT-BPO is expected to grow by 15-17 per cent during FY11. According to NASSCOM, the industry will witness a healthy growth in 2010, led by growth in the core markets and supplemented by significant contributions from emerging markets. Growth drivers include a thrust on platform BPO, Analytics, Finance & Accounting, Remote Infrastructure Management, ADM, and Cloud Services. The annual survey on the outlook for FY10-11 said that the growth in the domestic IT-BPO spend is driven by a robust economy, increased IT spending by government and adoption of IT by SMBs. The data centre services market in the country is forecast to grow at a compound annual growth rate (CAGR) of 22.7 per cent between 2009 and 2011, to touch close to US$ 2.2 billion by the end of 2011, according to research firm IDC India's report published in March 2010. The IDC India report stated that the overall India data centre services market in 2009 was estimated at US$ 1.39 billion. India will see its number of internet users triple to 237 million by 2015, from 81 million registered in September 2010, according to a report titled 'Internet's New bn', by the Boston Consulting Group (BCG). BCG said Internet penetration rate in India is expected to reach 19 per cent by 2015, up from the current seven per cent.

TRAI said on December 7, 2010 that it was targeting a 10-fold increase in broadband subscribers to 100 million by 2014. The country has 10.29 million subscribers now. "We will have 100 million broadband subscribers by 2014," J.S. Sarma, Chairman, Telecom Regulatory Authority of India (TRAI) said at the fifth India Digital Summit 2010 organised by the Internet and Mobile Association of India. Overall India PC market sales touched 27.9 lakh units during the JulySeptember 2010 quarter recording a 27 per cent year-on-year (y-o-y) and an 18 per cent quarter-on-quarter (q-o-q) increase. Desktop PC sales accounted for nearly two-thirds of total PC sales at 1.67 million units, representing a 15 per cent increase y-o-y. The sales of Notebook computers grew at 52 per cent y-o-y to cross 1.11 million units for the quarter, according to research firm IDC India. b) Outsourcing India is a preferred destination for companies looking to offshore their IT and back-office functions. It also retains its low-cost advantage and is a financially attractive location when viewed in combination with the business environment it offers and the availability of skilled people. Some big deals in the outsourcing space include: Four Soft Ltd, which offers software solutions for the logistics and transportation industry, has signed a large contract with Jacobson Companies, for implementing its multimodal transport management system and business intelligent tool across Jacobson locations globally. Information technology (IT) services and solutions provider Patni Computer Systems has signed a five-year contract worth over US$ 32.09 million with UK-based IT services provider 2e2. Patni will provide a range of support services to 2e2s end-user clients and inhouse support services. Firstsource Solutions, a Mumbai-based business process outsourcing (BPO) provider, has announced a five-year outsourcing partnership with Barclaycard, the UK-based credit card and consumer lending business of Barclays PLC. Vertex, a global customer management outsourcing (CMO) and business process outsourcing (BPO) company, has announced a joint venture with Shell Transource to address the domestic BPO market. Vertex will own over 70 per cent in the joint venture, with Shell Transource holding the rest. Patni Computer Systems has secured outsourcing engagements from the Scandinavian insurance company Codan Group and the UKbased Serco Learning.

c) Domestic Markets The market for enterprise networking equipment in India is estimated to grow from US$ 1 billion in 2008 to US$ 1.7 billion by 2012, recording a compounded annual growth rate (CAGR) of 15 per cent during this period, according to a study by Springboard Research titled Epicenter of Growth Indian Enterprise Networking Equipment Market Report' released in December 2009. d) Investments Between April 2000 and September 2010, the computer software and hardware sector received cumulative foreign direct investment (FDI) of US$ 10,406.16 million, according to the Department of Industrial Policy and Promotion. The total investments of EMC Corporation, a leading global player of information infrastructure solutions in India, will touch US$ 2 billion (over US$ 2.01 billion) by 2014. e) Government Initiatives The government has constituted the Technical Advisory Group for Unique Projects (TAGUP) under the chairmanship of Nandan Nilekani. The Group would develop IT infrastructure in five key areas, which includes the New Pension System (NPS) and the Goods and Services Tax (GST) The government set up the National Taskforce on Information Technology and Software Development with the objective of framing a long term National IT Policy for the country Enactment of the Information Technology Act, which provides a legal framework to facilitate electronic commerce and electronic transactions Setting up of Software Technology Parks of India (STPIs) in 1991 for the promotion of software exports from the country, there are currently 51 STPI centres where apart from exemption from customs duty available for capital goods there are also exemptions from service tax, excise duty, and rebate for payment of Central Sales Tax. But the most important incentive available is 100 per cent exemption from Income Tax of export profits, which has been extended till 31st March 2011 Government is also setting up Information Technology Investment Regions (ITIRs). These regions would be endowed with excellent infrastructure and would reap the benefits of co-siting, networking and greater efficiency through use of common infrastructure and support services Moreover, according to NASSCOM government, IT spend was US$ 3.2 billion in 2009 and is expected to reach US$ 5.4 billion by 2011. Further, according to NASSCOM, there is US$ 9 billion business opportunity in e-

governance in India. f) Road Ahead The Indian information technology sector continues to be one of the sunshine sectors of the Indian economy showing rapid growth and promise. According to a report prepared by McKinsey for NASSCOM called 'Perspective 2020: Transform Business, Transform India' released in May 2009, the exports component of the Indian industry is expected to reach US$ 175 billion in revenue by 2020. The domestic component will contribute US$ 50 billion in revenue by 2020. Together, the export and domestic markets are likely to bring in US$ 225 billion in revenue, as new opportunities emerge in areas such as public sector and healthcare and as geographies including Brazil, Russia, China and Japan opt for greater outsourcing.

IT Sector - Top Players

S. NO.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11 12 13 14 15 16 17 18 19 20 21

Companies
TCS Infosys Wipro HP IBM Satyam HCL Patni Polaris Cisco KPIT Cummins Kanbay Microsoft Dell Larsen and Toubro Compare Infobase Accenture i-Flex Solutions Cognizant Sapient Mphasis

(B)

OVERVIEW OF NUCSOFT LTD

NUCSOFT was incorporated in 1994 with the aim of providing focused end-to-end IT solutions to the Banking, Financial Services and Insurance industry sectors (BFSI). Over the years we have developed in-depth understanding of the workflow and operations that take place across these sectors.

At a time when all known paradigms of business are being re-written at an increasingly fast pace, organizations need to create the right mix of strategic and operational excellence to stay ahead. Nucsoft, a global IT venture with its development center in India and offices in UK and USA, gives you the right mix of functional expertise, coupled with software development and project management experience to create lasting value to your customers.

Nucsoft's high standard of professionalism has made it one of the most respected names in the Indian financial services sector. Over the past few years, Nucsoft has developed highly acclaimed integrated applications for the Banking and Financial sectors on state of the art platforms.

Nucsoft's provides its clients with technology that best fits their business models. Our conviction of technology as a business enabler empowers our clients to create and sustain a competitive position in a dynamic marketplace. This is a driver behind our quality deliveries.

Commit what you can deliver what you commit reflects our ethos. Our Fixed-Price, guaranteed time line services protect our clients from the risk of cost and time overruns.

We believe that success in a software project is a function of understanding our client's operational and strategic needs, exhaustive planning and performing to the plan. In short we call this our success-skills relationship. Our success is the outcome

of our carefully nurtured process orientation, and diligence to adhere to the processes adopted by us. Our India Centric Development Model, backed by state-of-the-art infrastructure, hardware and software resources, and communication and data links creates a "Virtual Software Centre" for our clients enabling them to stretch their IT budgets with the added assurance of top notch deliverables. Our existing team and process can handle projects of size up to 300 man months. We have a handpicked team of highly qualifies, trained and motivated software professionals. It is a matter of great pride to us that each Nucleate invests Emotional Enquiry in Nucsoft. And this makes Nucsoft a trustworthy and dependable partner in your progress.

We have applied this unique understanding, broad experience and strategic business expertise to work with a much closer understanding with our clients. Thus, we build integrally inter-dependent relationships with you, which help you to focus on and enhance your core competences. The companys customer base, solutions, financial strength and intellectual capital all combine to provide you unparalleled solutions and services. We drive the success of businesses by helping you meet your business goals. We offer unmatched enterprise-class scalability and performance, enabling dynamic delivery of customized solutions rapidly and cost-effectively. In successfully deploying our solutions for clients, we deliver a compelling experience.

 Product & Solutions We have also developed a suite of enterprise banking products and solutions. They represent NUCSOFTs vision for the future of technology and its impact on businesses in banking. As early adopters and leading users of technology, our clients are strategic partners. We constantly enrich and share our vision about the role of technology towards shaping future business and technology strategies. Issue Management Awareness Reporting & Tracking (IMART) IMART is a managers tool for consolidating reports of issues and their tracking across regions bringing accountability across the worldwide spread offices. IMART is a web-based application to automate and integrate the process of issue reporting and tracking corrective action. It enables to enter and maintain issues thereby facilitating the overall direct tracking of issues at regional and top management levels.

Credit Facilities Monitoring System (CFMS) CFMS are a web based credit administration system customized for banks. CFMS helps bank to maintain the customer database and details of the facilities sanctioned and also monitors credit facilities given to the banks clients and maintains details of collaterals and documents and tracks various deferral dates approved so as to ensure the completeness of the credit facilities to cover the banks risk and protect the banks interest at all times. Micro Finance Solution (Partnership with Draft Silicon) The Micro Finance Solution (BRmfo) is developed to offer functionality, power, and flexibility required to manage the micro finance business. BRmfo enables an organization to achieve high productivity, more efficient customer service, and greater profitability. The software is ideal for both small and larger Micro Finance organizations. Also because of the structure, the Micro Finance organizations that are in the process of becoming a Micro Finance Banks, or have a vision of being one, BRmfo is an ideal choice. The software is fully loaded with Visual reporting functionality, Risk analysis, performance analysis, Income/Expense ratio etc. This helps the management to analyze the information in an intelligent manner. Added functionality liked drag and drop, plug and play and friendly interface makes it ideal for both operators and managers. The product was further enhanced to generate some of the key ratios and indicators.

 Open Source Solutions Open Source Solutions is a Nucsoft initiative around Open Source Software. Our Mission is to offer simple, effective and trouble free software solutions at low prices. We focus on Open Source Software to meet our twin goals of high quality and low costs. We intend to provide a full range of services for hosting, customisation, training, support & maintenance of following business applications: CRM ERP eBusiness Learning Management System Library Management System Project Management Business Intelligence

Universal Payment Solution (Partnership with Dovetail) Dovetail provides enterprise-class solutions that support the robust, flexible, scalable, and cost effective processing of banking payments. The Dovetail Payments System automates the processing of a wide range of payments, from bulk ACH clearing to global RTGS settlement, supporting both straight through processing and manual entry and repair. It is universal, covering wholesale and retail, high value and low value, urgent and non-urgent, single and bulk payments; in multi-currency, multi-company, and multientity operations. Business Process Management (Partnership with Cordys) Cordys BPM solutions bridge the gap between business and IT, providing a collaborative development suite based on executable and graphical business process models that empower business users. The suites robust capabilities also meet ITs need to create full-featured composite applications quickly and predictably, enabling you to automate your business processes faster and better than with any other solution. Domain Expertise Technology only adds value when it solves actual business needs. And for providing such solutions, NUCSOFT has a team of professionals who have industry knowledge. These professionals work in tandem with our technical and development teams to drive solutions from a business perspective. We focus on the business requirements from a problems/ opportunities perspective, assisting our clients in choosing the right solution, which we develop and implement. NUCSOFT has assisted banks in virtually every segment of the banking industry. By listening and sharing with clients, NUCSOFT has built strong relationships based on technological expertise, business understanding and service excellence. This experience translates into knowledge and understanding of legacy infrastructure in the industry. Thorough understanding of the domain architecture and system integration skills along with extensive experience in the implementation of distribution systems and backend integration gives us a competitive edge in this domain. Working with major

international and private sector banks in India, UK & US has tempered NUCSOFT as a reliable banking applications developer. Our experiences in providing solutions to the banking and financial services sector are as follows: Core Banking Corporate & Retail Banking Universal Payments Wealth Management Risk Management Micro Finance Business Intelligence Technology Expertise NUCSOFTs Technology Approach provides our clients with technology that best fits their business models. The core principle is our conviction for Technology as a business enabler and not the business. Our approach empowers our clients to create and sustain a competitive position in a dynamic marketplace. Our technology span covers: Java Technologies J2EE (Servlets, JSP, JDBC, EJB, Swing, RMI, JMS, JAAS) Application Servers (WebLogic, Websphere, Oracle Application Server, ATG) and Spring Hibernate. Microsoft Technologies ASP, XML / XSL NET Framework (C#, ASP.NET, VB.NET) Share Point Services AJAX Databases (SQL, Oracle) Our strength lies in quickly building the project team by imparting necessary training (if required, on the relevant developing environment), so as to deliver quality solution in the shortest possible time frames. On the other hand, for our clients in India, UK and USA, we have built the dedicated competency centres. The software professionals belonging to these competency centres work exclusively for the specified clients and are engaged in building various software applications. On the other hand, a set of professionals from these centres, extend on-site and off-site support to Clients technology centres across various locations. Backed by state-ofthe-art infrastructure, hardware and software resources, communication and data links, NUCSOFT creates a Virtual Software Centre for clients enabling them to stretch their IT budgets. And an added assurance of top notch deliverables. Few of our Partnerships Citi (India, UK & US) HDFC Bank

HSBC Bank (India & UK) SBI Life Merrill Lynch (India) Yes Bank Barclays (India) Fullerton India Credit Company Thomson Reuters (India) Aptivaa Consulting HP (India) Punjab National Bank Bank of India Bank of Baroda

Quality ISO

We at NUCSOFT enhance client satisfaction by providing quality software solutions through processes that are continually evaluated and improved. We pride ourselves for our economy, efficiency and effectiveness in delivering value to our clients. We provide better understanding of customer needs, experience, expertise, personal attention, timely delivery of products and services and competitive prices.

Every client prefers a service provider who can deliver as committed and the deliverables are fit for use in their business. To help us meet this client need, we have designed, developed and implemented a flexible yet mature Quality Management System which covers all aspects of our service. Our process orientation is all pervasive right from the mandatory disclosures to a prospective client till implementation and client training. Every aspect of the developmental life cycle is documented and reviewed to ensure that the deliverables are of the highest order. Our transparent, efficient and flexible world class software development processes zero downs risks of project failures and creates powerful solutions that meet present as well as future demands. Our quality, affordable prices, timely services and continuous success stories set us apart. NUCSOFT began the ISO initiative for process mapping in 2000 and we were ISO 9001 compliant by 2001. As part of the ISO initiative, we have institutionalized the Quality Management Systems (QMS), called QUEST. QUEST contains formal project management, review and control procedures, formal methods for software engineering practices and formal process change mechanism Better project management leads to reduced incidence of time and cost overruns, enhanced productivity levels and timely delivery.

The NUCSOFT Way

NUCSOFT is a well-established solution provider in the banking domain. As a result, we understand the needs of this sector for a robust and secure sub-second processing, integrated across the full range of systems and customer touch-points. We have assisted banks in virtually every segment of the banking industry. By listening and sharing with clients, NUCSOFT has built strong relationships based on technological expertise, business understanding and service excellence. This experience translates into knowledge and understanding of legacy infrastructure in the industry. Through understanding of the domain architecture and system integration skills along with extensive experience in the implementation of distribution systems and back-end integration gives us a competitive edge in this domain. Augmenting domain knowledge with flexible and responsive service, we add value to our financial institution clients and operations, boosting efficiency while driving down the cost

Partnership & Alliances

 Current Openings
We hire experienced professionals from software or other industries for midlevel and senior positions. These positions include a number of roles in our delivery organizations as well as other strategic groups within NUCSOFT. Our functioning environment is one that nurtures potential and encourages innovation and contribution for accelerated achievement. We recognise the challenges of maintaining such practices and it is our constant endeavor to invest in new talent to inspire our existing experiences.

Why NUCSOFT?
a) Careers Our People At NUCSOFT, people are our greatest pride and resource. Our focus lies in bringing aboard some of the finest professionals in the software industry and providing them with opportunities that match their drive and ability. With one of the lowest attrition rates in the industry, NUCSOFT's people-force is inspired, committed, and thoroughly professional. Often, the major factor that determines success of a software project is the quality and commitment of the people involved. Recognizing the fact, we spare no efforts to harmonize the aspirations of NUCSOFTites with our corporate goals.

b) Diversity is Strength: From experience, we know that exceptional talent is found in every community and in every audience around the world, and that the best solutions are achieved by bringing together perspectives from many diverse backgrounds.

c) Careers Recognition We believe in high motivation levels at NUCSOFT through recognizing the First Among Equals, Feel Good Factor at the employee level, Initiative for excellence, Building and Maintaining Morale. Attract, nurture, engage and retain talent for competitive advantage Enhance employee competencies continuously Promote high performance work systems

NUCSOFT creates a highly motivated, vibrant & self-driven environment. The company cares for every employee and has in-built systems to recognize and reward them periodically. In order to keep its employees motivated we have incorporated schemes such as: Performance based annual increments Every year an employee goes through an assessment of potential and his or her ability to take on higher responsibilities is recognized and rewarded by annual increments. Crown Jewels of the Month to a resource/team who has provided exemplary output in the domain of people, project, process, technology or client. Technical First to recognize outstanding talent of technology On-the-spot recognition to guarantee immediate recognition of good performance Best debutant to motivate new employees Best Team Leader to encourage the project execution effectively

 Life @ NUCSOFT
a) Work Culture At NUCSOFT we believe in offering much more than just a job; we give you a full-fledged career. We aim to be the Employer of Choice to the best and the brightest. We believe in an open atmosphere, which creates easy access for all the employees of the organization across all levels and functions. We help transform careers through targeted training and directed development to create the complete professional. Employee, technology and training resources are vital to the effective operation of NUCSOFT Ltd. and its business. These integral values and beliefs are part of our organizations culture. We convey this culture by supporting our employees with the training, education and incentives they desire and creating the best programs that truly satisfy our employees. Developing software is a fast-paced, challenging and result-oriented endeavor and we do this in an enjoyable work environment. NUCSOFT offers an accelerated career path to its employees that they design themselves, as they go along. Taking Care of our employees is the key to achieving organizational success. Our creative Human Resource initiatives are aimed at: Satisfying the economic needs of our employees, to the extent possible, through attractive compensation packages in line with industry standards Utilization and development of our employees technical skills and other abilities Open and warm work culture to enhance co-operation and teamwork Good Interpersonal skills across the company, based on mutual respect and recognition of human values

b) Specific Characteristics Of NUCSOFTs Organizational Culture Include: Team-oriented approach Competitive and open atmosphere Ready to share information Challenging work Encourage innovation and creativity Mutual respect for the individual and integrity Job stability and assurance Opportunity for professional and personal growth Compensation and praise for good performance Emphasis on quality and customer satisfaction Good reputation and long-term relationship

 Learning @ NUCSOFT
a) Careers Training And Education Our success lies in enhancing our own human capital and in the process be a 'one stop' training solution provider. It helps to achieve the company mission and performance goals. At NUCSOFT, training and development of our employees is considered an integral part of Human Resource Development function. The objective of enhancing our human capital is achieved by providing technical, skills related and behavioral training. We ensure that our employees have the opportunity to acquire and learn new skills in alignment with business goals to improve their individual performance, team performance, and as a result the performance of the organization. We ensure that all members receive best possible education and training necessary for achieving full competence to perform the duties of assigned positions and desired future positions. For progressive institutions & enterprises looking to enhance human capital, we offer corporate learning solutions. Our comprehensive staff training programs provide high-quality training to its corporate clients through innovative and pioneering processes. We provide training to all employees in different areas such as: Induction Training In NUCSOFT, induction is a mandatory training and the same is attempted to be imparted within four months of the joining date of employee. Technical Training This training focuses on the technical skills in conjunction with clients process requirements. e.g. Pro*C, VB, Java. Functional Training This training focuses on functionality of products and processes. e.g. Treasury operations, Data warehousing. Behavioral Training This type of training focuses on encouraging employees to be proactive, enhance their knowledge base, improve teamwork and develop a positive attitude. e.g. Group Dynamics, Communication Skills etc.

(C)

EMPLOYEE ENGAGEMENT

Introduction to Employee Engagement

Employee engagement is a step ahead than employee satisfaction. Before defining employee engagement, let us understand the meaning of employee satisfaction. a) Employee satisfaction According to Laurent and Benon management consultants, employee satisfaction is a measure of how happy workers are with their job and working environment. Aimimg to achieve employee satisfaction within the organisation is generally preffered, however at times it can act as a threat when mediocre employees stay, because they are satisfied with the given work environment ultimately resulting into stagnation in both the individuals career and organisations growth. Factors Contributing to Employee Satisfaction Some of the factors that contribute to the employee satisfaction are listed below : Treating employees with respect, Providing regular employee recognition, Empowering employees, Offering above industry-average benefits and compensation, Providing employee perks, Positive management within a success framework of goals, measurements, and expectations. Measuring Employee Satisfaction Employee Satisfaction Survey Employee satisfaction is often measured by anonymous employee satisfaction surveys administered periodically that gauge employee satisfaction in areas such as: management, understanding of mission and vision, empowerment, teamwork, communication, and co-worker interaction. The facets of employee satisfaction measured vary from company to company. Personal Interview A second method used to measure employee satisfaction is meeting with small groups of employees and asking the same questions verbally. Depending on the culture of the company, either method can contribute knowledge about employee satisfaction to managers and employees.

Exit Interview Exit interview are another way to assess employee satisfaction in that satisfied employees rarely leave companies.

b) Employee engagement While employee satisfaction primarily means happy-and-content workers, employee engagement is a concept that is generally viewed as managing discretionary effort, that is, women employees have choices, they will act in a way that furthers their organisations interests. Employee engagement is a step ahead of employee satisfaction as it deals with employees involvement in the company and how willing are they to go that extra mile in their job. Weve seen it happen many times. An organization that provides top wages and benefits loses a great employee to a competitor for no apparent reason. Of course, some employee turnover is to be expected, but the company is truly engaging its employees, there is no good reason for the unexpected loss of quality staff members. Many companies already know that wages and benefits are important to employees, but compensation alone is not enough to keep the highly skilled, motivated and experienced workforce your business needs to excel. Engagement at work was conceptualized by William A. 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 behaviour 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 as the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. I see engagement as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. Employee engagement was described in the academic literature by Schmidt et al (1993) using data from Gallup's Q12 engagement survey. A modernized version of job satisfaction, Schmidt et al's influential definition of engagement was "an employee's involvement with, commitment to, and satisfaction with work." This integrates the classic constructs of job satisfaction (Smith et al, 1969), and organizational commitment (Meyer & Allen, 1991). Harter and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of engagement. Linkage research (e.g., Treacy) received significant attention in the business community because of correlations between employee engagement and desirable business outcomes such as retention of talent, customer service, individual performance, team performance, business unit productivity, and even enterprise-level financial performance (e.g., Rucci at al, 1998 using data from Sears). Some of this work has been published in a diversity context (e.g., McKay, Avery, Morris et al, 2007). Directions of causality were discussed by Schneider and colleagues in 2003.

Employee engagement is 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. It is a positive attitude held by the employees towards the organization and its values

Employee engagement approaches for new employees

Best practice recommends starting right at the selection or recruitment stage with: The right person and giving them a realistic job preview A strong induction and orientation programme Rigorous training and development, from technical to soft skills to leadership development programmes.Regular technical/soft-skill updates.

Employee engagement approaches for all employees

Beyond initial recruitment and induction, employee engagement activities can be broken into a number of groups. These include: Communications activities Reward schemes Activities to build the culture of the organisational Team building activities Leadership development activities

Definition and Meaning

Employee Engagement is defined as: The extent that an employee believes in the mission, purpose and values of an organisation and demonstrates that commitment through their actions as an employee and their attitude towards the employer and customers. Employee engagement is high when the statements and conversations held reflect a natural enthusiasm for the company, its employees and the products or services provided. Although the term 'employee engagement' is relatively new, the underlying concepts have been around for many years. Cultural change programs often have a similar focus, as do internal branding programs. Almost every contact I have these days highlights the importance of encouraging employee engagement. There is no doubt in my mind that successful organisations have high employee engagement levels.

Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work". Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion and very difficult to measure. Employees engaged with their employer are happier and more productive. Organisations should make conscious efforts to encourage engagement. The primary behaviours of engaged employees are speaking positively about the organization to co-workers, potential employees and customers, having a strong desire to be a member of the organization, and exerting extra effort to contribute to the organizations success. Many smart organizations work to develop and nurture engagement. It is important to note, the employee engagement process does require a two-way relationship between employer and employee. Unfortunately, Australian managers (as well as international managers) have still not heard the message. Earlier this year*, I quoted an AAP Report dated 1 April 2005: "Disengaged workers are costing Australia's economy about $31.5 billion a year. A new Gallup Australia study found 20 per cent of employees were 'actively disengaged' at work, costing the country billions of dollars.....Employees who are actively disengaged are less productive, profitable, loyal, less likely to provide excellent customer service and are often disruptive."Any actions taken should be to encourage employees, not discourage them. Employee engagement involves commitment, loyalty, pride in the organisation, a willingness to advocate for the organisation and a sense of personal responsibility. Like satisfaction employee engagement is changeable. It is capable of being greatly influenced and thus can vary considerably among organisational units. It is the extend to which an employee believes in the mission, vision, purpose and values of an organisation and demonstrates that commitment through his actions as an employee and his attitude towards the employer and customers. Employee engagement literally means employees engaging in their work and going above and beyond the job description, the willingness to go that extra mile for the company or for a colleague. Granted, an employer must provide a certain level of variety in a role to constantly look for employee engagement, whether that means by way of staff motivation or training Employee Engagement is the means or strategy by which aAn organisation seeks to build a partnership between the organisation and its employees, such that: Employees fully understands and is committed to achieve the organisations objectives, and The organisation respects the personal aspirations and ambitions of its employees

 How does employee engagement benefit employees?

Increased job satisfaction in the workplace Employee engagement can lead to increased commitment within the organsation Employees can feel valued in the organisation as it gives them the opportunity to express their views to management A higher level of performance and productivity Employee engagement offers the chance for an employee to improve selfdevelopment and an increase in key skills

How does employee engagement benefit employers?

Staff engagement offers the following benefits for employers: Increased productivity from the workplace Employees become more committed to the organisation, therefore creating a higher employee retention rate Employees get the chance to increase their skills leading to a more developed workforce Employee engagement allows staff to be more flexible in and out of their job role Employee engagement can lead to high morale with a well organised workforce

How to build employee engagement

Employee engagement isn't something that every employee possesses and it's not something that can be created overnight. There has to be a good mix of job variety and employee benefits. You can find below some steps to achieving employee engagement: Talk through job descriptions with employees and identify strengths and weaknesses Employee Engagement comes from within, however it can be nurtured with the correct training and development procedures Build a rapport with employees over time, this may mean clear communication channels between management allowing employees to express their views along with regular monthly or fortnightly reviews

Identify schemes for staff incentives and benefits which will aid Employee Engagement, e.g. recognition awards for a member of staff constantly going above and beyond their job description

Factors of Employee Engagement Many organizational factors influence employee engagement and retention such as: a) b) c) d) e) f) g) h) A culture of respect where outstanding work is valued Availability of constructive feedback and mentoring Opportunity for advancement and professional development Fair and appropriate reward, recognition and incentive systems Availability of effective leadership Clear job expectations Adequate tools to complete work responsibilities High levels of motivation,

Many other factors exist that might apply to your particular business and the importance of these factors will also vary within your organization.

The 3 aspects of employee engagement

Global studies suggest that there are three basic aspects of employee engagement: a) The employees and their own unique psychological make up and experience. b) The employers and their ability to create the conditions that promote employee engagement. c) Interaction between employees at all levels. Employee engagement creates greater motivation within employees for the work they do and increases their commitment to the organisation. It is about creating an enthusiasm for their roles, their work and the organisation, and ensuring they are aligned with the values of the organisation, well informed and well integrated with their colleagues and the fabric or culture of the organisation.

Importance of employee engagement

An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. 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. Engaged employees also normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance.

Survey 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 the organisations strategies and goals Increases employee trust in the organisation 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

Factors leading to employee engagement a) Career Development Opportunities for personal development Organisations 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. b) Career Development Effective management of talent Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development. c) Leadership Clarity of organisation values Employees need to feel that the core values for which their companies stand are unambiguous and clear. d) Leadership Organisations standards of ethical behaviour An organisations ethical standards also contribute to the engagement of an individual. e) Leadership Respectful treatment of employees Successful organisations show respect for each employees qualities and contribution regardless of their job level. f) 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 organisation forward. g) Image How much employees are prepared to endorse the products and services which their organisation 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
a) 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. b) Performance Appraisal Fair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The organisation which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. c) Pay and benefits The organisation should have a proper pay syatem so that the employees are motivated to work in the organisation. In order to boost the engagement levels, the employees should also be provided with certain benefits and recognition. d) Health and safety Research indicates the engagement levels are low if the employee does not feel secure while working. Therefore every organisation should adopt appropriate methods and systems for the health and safety of their employees. e) Job satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organisation 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. f) Communication The organisation should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organisation. 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. g) Family friendliness A persons family life influences his work life. When an employee realizes that the organisation is considering his familys benefits also, he will have an emotional attachment with the organisation which leads to engagement. h) Co-operation If the entire organisation works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well then the employees will be engaged.

 Drivers of Employee Engagement

a) Towers Perrin Engagement Drivers The drivers of employee engagement takes shape at different levels viz. Organisation level, local team, department or individual level. Nearly half of it takes place at the organisational level. Below are the top ten engagement drivers globally segregated into organisational level and individual level. Organisational level: Senior managements interest in employee well being Organisation reputation for social responsibility Organisation quickly resolves customer concerns Have excellent career advancement opportunities Organisation encourages innovative thinking Individual level: Improved my skills and capabilities over the last year Input into decision making in my department Set high personal standards Enjoy challenging work assignments that broaden skills Good relationship with supervisors b) Hewitt Engagement Drivers Hewitt has completed extensive research on employee engagement data, and have identified the following engagement drivers that impact employee perceptions of work experience and their engagement levels. Although each company has unique people issues to address within todays business climate, typically employee engagement is driven by a combination of six factors, as described below: People This includes the people an employee works with, such as senior leaders, managers, co-workers, and customers. Work/values This includes an employees intrinsic motivation and value, availability of resources at work, and the extend to which an organisation values being a good corporate citizen. Opportunities This includes the opportunities for training and development and career advancement. Processes and procedures This includes work processes, work flow, and the people practices and programs, e.g. performance management. Quality of life This includes work/life balance and the physical work environment. Total rewards This includes pay, benefits, and financial and nonfinancial recognition. Its possible to model how engagement will change by taking (or not taking) actions to address the key engagement drivers. The impact that each factor has an overall engagement differs by company (and often by demographics and role).

 Employee Engagement Model a) Towers Perrin : Employee Engagement Model Rational Items: I believe strongly in the goals and objectives of this company I fully support the values for which this company stands I understand how my unit/department contributes to the success of my organisation Emotional Items: I would recommend my organisation to a friend as a good place to work I am proud to tell others I work for my organisation My organisation inspires me to do my best work Motivational I am willing to put in a great deal of effort beyond what is normally expected to help my organisation succeed I am personally motivated to help my organisation be successful I fully apply my skills and abilities in my work The above model is also referred as think, feel and act (Head, Hand, Heart) model. Cognitive (Think) Cognitive commitment occurs when employees agree with the organisations goals and values and decide to support them. In other words, they buy in to the organisation. Stronger buy-in will improve overall employee engagement. Affective (Feel) As a consequence of buying in, truly engaged employees feel a sense of belonging and attachment; they develop a sense of pride in their association with the organisation. This component of engagement is closest to what has traditionally been described as a sense of loyalty. Behavioural (Act) There is a third dimension of engagement that is critical, and that is employees willingness to act in ways that are consistent with their beliefs and feelings. There are two facets to behavioural engagement. First, employees desire to stay with the organisation; they are unlikely to actively consider other options. The second facet is a willingness to put in extra effort, to go above and beyond their normal job responsibilities in order to help the organisation need. b) Gallup Q12 The Gallup Q12 is a survey designed to measure employee engagement. The instrument was the result of hundreds of focus groups and interviews. Researchers found that there were 12 key expectations, that when satisfied, form the foundation of strong feelings of engagement. So far 87,000 work units and 1.5 million employees have participated in the Q12 instrument. Comparisons of engagement scores reveal that those with high Q12 scores exhibit lower turnover, higher growth, better productivity, better customer loyalty and other manifestations of superior performance.

The engagement index slots people into one of three categories: Engaged employees work with passion and feel a profound connection to their company. They drive innovation move the organisation forward. Not-engaged employees are essentially checked out. They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work. Actively Disengaged employees arent just happy at work; they are busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish Organisations using Q12 programs improve productivity levels, develop high levels of customer engagement, increase retention of their bets employees, and improve profitability while reducing on-the-job accident rates and health care costs. These are Gallups 12 questions (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 everyday? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seem 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? Results have shown a strong link between high survey scores and work performance and that, Gallup research shows, is linked to business outcomes. Thus from the employers standpoint, addressing the issues that boost worker engagement is a logical pathway to higher profits. Of course, this correlation is not new. It has been discussed in general terms by managers for decades. The Gallup method differs by creating a methodology that bridges the soft values that pertain to worker morale and employee engagement, such as recognition and desire to contribute, with hard and measurable outcomes. The 12 engagement questions are answered by employees on a scale of one to five, based on their weak or strong agreement. But the Q12 process is far more than a baseline litmurs test of the degree of existing worker engagement. It deploys a feedback methodology for improving engagement by creating a factual base for discussion and debate of the causes behind the numbers.

It yields actionable input from staff and managers for changes in attitude, conduct, policies and processes. Follow-up surveys over the years track long-term progress -- or backsliding -on the 12 questions, each time realising another wave of feedback. And because the terms of discussion are always grounded in data, the energy and the truths of this feedback do not evaporate unheeded but, to the contrary, foster positive change in the work arena. c) Blessing White Employee Engagement Model The blessing white report has identified 5 levels of Employee Engagement. The index this report uses to determine engagement levels contains items that reflect the two axes of contribution and satisfaction. By plotting a given population against the two axes, the report identifies five distinct employee segments.

Level
The Engaged (High Contribution and High Satisfaction)

Description
These employees are at the apex where personal and organisational interests align. They contribute fully to the success of organisation and find great satisfaction in their work. They are known for their discretionary effort and commitment. When recruiters call, they cordially cut the conversation short. Organisation needs to keep them engaged, because they can transition over time to any of the three segments, a move that would likely impact workforce morale and the bottom line.

The Almost Engaged (Medium to High Contribution & Satisfaction)

A critical group, these employees are among the high performers and are reasonable satisfied with their job. They may not have consistent great days at work, but they know what those days look like. Organisation should invest in them for two reasons: They are highly employable and more likely to be lured to greener pastures; they have the shortest distance to travel to reach full engagement, promising the biggest payoff.

The Honeymooners & Hamsters (Medium to High Satisfaction but Low Contribution)

Honeymooners are new to the organisation or their role and are happy to be there. They have yet to find their stride or clearly understand how they can best contribute. It should be a priority to move them out of this temporary holding area to full alignment and productivity.

Hamsters may be working hard but are in effect spinning their wheels, working on non essential task, contributing little to the success of the organisation. Some may even be hiding out, curled up in their cedar shavings, content with their position. If the organisations dont deal with them, other employees may grow resentful or have to pick up the slack.

The Crash & Burners (Medium to High Contribution but Low Satisfaction)

Disillusioned and potentially exhausted, these employees are top producers who arent achieving their personal definition of success and satisfaction. They can be bitterly vocal that senior leaders are making bad decisions or the colleagues are not pulling their weight. If left alone they are likely to slip down the contribution scale to become Disengaged, often bringing down those around them. They may leave, but they are more likely to take a breather and work less hard. Most disengaged employees didnt start out as bad apples. They still may not be. They are the most disconnected from organisational priorities, often feel underutilised and are clearly not getting what they need from work. They are likely to be sceptical and can indulge in contagious negativity. If left alone, the disengaged are likely to collect a pay-cheque while complaining or looking for their next job. If they cant be coached or aligned to higher levels of engagement, their exit benefits everyone, including them.

The Disengaged (Low to Medium Contribution & Satisfaction)

d) Hewitt Employee Engagement Model Employee engagement is a measure of the emotional and intellectual commitment of the workforce. Engaged employees go beyond just being satisfied with their job; they actually want to and do improve business results. The concept of employee engagement is operationalised by three observable behaviours: say, stay, and strive. The element of Say indicates how much an employee speaks positively about the organisation to his or her co-workers, potential employees, and customers. Stay measures how much an employee wants to be a member of the organisation, and Strive measures how willing an employee is to exert extra effort and how dedicated he or she is to doing the

very best job possible. The more dedicated the employee is, the greater the contribution he or she can make to the success of the organisation. Hewitt is using the following items to measure engagement as say stay strive. 1. I would highly recommend this organisation to a friend seeking employment 2. I often tell others the great things about working here 3. I am proud to tell others I work for this organisation. 4. I frequently see people here do more than they are required to do in order to get the job done etc 5. People here are always willing to give effort beyond what is required to help us succeed 6. I am inspired to do my best work here 7. If I have my way I will be working here (a) six months from now to (d) for the rests of my career 8. It would take a lot to get me to leave here 9. I hardly ever think about leaving this organisation to work somewhere else

Studies by Consultants
Engaged employees care about the future of the company and are willing to invest the discretionary effort. Engaged employees feel a strong emotional bond to the organization that employs them. (Robinson) a) Emotional attachment Only 31% of employees are actively engaged in their jobs. These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward. 88% of highly engaged employees believe they can positively impact quality of their organization's products, compared with only 38% of the disengaged. 72% of highly engaged employees believe they can positively affect customer service, versus 27% of the disengaged. 68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged. Engaged employees feel a strong emotional bond to the organization that employs them. This is associated with people demonstrating a willingness to recommend the organization to others and commit time and effort to help the organization succeed. It suggests that people are motivated by intrinsic factors (e.g. personal growth, working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors (e.g., pay/reward). b) Involvement Eileen Appelbaum and her colleagues (2000) studied 15 steel mills, 17 apparel manufacturers, and 10 electronic instrument and imaging equipment producers. Their purpose was to compare traditional production systems with flexible high-performance production systems involving teams, training, and incentive pay systems. In all three industries, the plants utilizing high-involvement practices showed superior performance. In addition, workers in the high-involvement plants showed

more positive attitudes, including trust, organizational commitment and intrinsic enjoyment of the work. The concept has gained popularity as various studies have demonstrated links with productivity. It is often linked to the notion of employee voice and empowerment. c) Commitment It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. This translates into millions of dollars for companies if they can improve their scores. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance. For example, at the beverage company of MolsonCoors, it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged employee was $63, compared with an average of $392 for a non-engaged employee. Consequently, through strengthening employee engagement, the company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales performance teams through engagement. In 2005, for example, low-engagement teams were seen falling behind engaged teams, with a difference in performancerelated costs of low- versus high-engagement teams totaling $2,104,823.3 (Lockwood). d) Life insurance industry Two studies of employees in the life insurance industry examined the impact of employee perceptions that they had the power to make decisions, sufficient knowledge and information to do the job effectively, and rewards for high performance. Both studies included large samples of employees (3,570 employees in 49 organizations and 4,828 employees in 92 organizations). In both studies, highinvolvement management practices were positively associated with employee morale, employee retention, and firm financial performance. Watson Wyatt found that highcommitment organizations (one with loyal and dedicated employees) out-performed those with low commitment by 47% in the 2000 study and by 200% in the 2002 study. e) Productivity In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive. The most striking finding is the almost 52% gaps in operating incomes between companies with highly engaged employees and companies whose employees have low-engagement scores. High-engagement companies improved 19.2% while lowengagement companies declined 32.7% in operating income during the study period. For example, New Century Financial Corporation, a U.S. specialty mortgage banking

company, found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions. It comes as no surprise, then, that engaged employees have been statistically linked with innovation events and better problem solving. f) Generating engagement Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcomes. 84% of highly engaged employees believe they can positively impact the quality of their organization's products, compared with only 31 percent of the disengaged. From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization. The study done by the Gallup Management Journal has shown that only 29% of employees are actively engaged in their jobs. Those "engaged" employees work with passion and feel a strong connection to their company. About of the business units scoring above the median on employee engagement also scored above the median on performance. Moreover, 54% of employees are not engaged meaning that they go through each workday putting time but no passion into their work. Only about of companies below the median on employee engagement scored above the median on performance. Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. It is an important principle of industrial and organizational psychology (i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a priori model that demonstrates how the scales interact. There is also overlap between this concept and those relating to well-being at work and the psychological contract. As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital.

 Measuring employees 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 1: Listen The employer must listen to his employees and remember that this is a continuous process. The information employees 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 2: 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 organisation. 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 pulsethe action plan is just as essential. Employee engagement satisfaction surveys determine the current level of employee engagement. A welladministered 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 the feedback from the staff. It is important that employee engagement is not viewed as a onetime 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 of employees. Step 3: Identify the problem areas Identify the problem areas to see which are the exact areas, which lead to disengaged employees Step 4: Take 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.

HR technology platform, with the features indicated above, shall facilitate the following modes of evaluating engagement levels: Employee engagement survey based on internally designed instruments best suited to your environments. A repeat survey every year should provide the improvement trends in employee engagement. Increase in the number of employees, who Exceed Expectations in achieving their Goals every year, is a measure of engagement. Reduction in absenteeism, tracked from the attendance records of employees, is an indicator of improved engagement. Reduction in the number of grievances/ complaints and disciplinary cases is also a measure of engagement. A picture of Attrition rates over the years reveals the extent of employee engagement. Increase in profits/ revenue per employee is considered by some organizations as a measure of engagement.

Techniques for employee engagement

The four engagement techniques currently favoured by organizations are: a) Action teams (55%) Employee teams created to work with leaders to identify engagement goals and develop strategies to achieve them. b) Storytelling (49%) Distilling information about what the company is striving for and how it can get there, into more human and persuasive stories that involve employees on a more emotional level. c) Appreciative Inquiry (29%) A communication approach that encourages employees to work with leaders to envision corporate goals and share ideas how to best achieve them. d) Message maps (19%) A messaging approach demanding an in-depth understanding of the audience, their perceptions and attitudes. Melcrums new guide contains chapters by leading experts on each of the techniques, along with key findings from the global study into how organizations are currently approaching employee engagement. New techniques for more demanding audiences internal communicators have increasingly been looking to more interactive and emotive techniques to encourage employees to go the extra mile. Melcrums latest research suggests that 86% of organizations with employee engagement on the agenda are now using at least one of the four key techniques. After so much research and honing of practice, good communication departments are skilled at producing clear messages, strong copy and straightforward mission statements and values, says Tony Quinlan, Principal and Founder at Narrate and one of the expert authors of the new guide. But neuroscience, psychology and related disciplines show us that people rarely make decisions on the basis of rational analysis of data at the best of times. In addition, technological advances and socio-economic fluctuations have made audiences all the more demanding. People have far greater access to information than ever before and more ways of expressing their own opinions, Quinlan adds. Theyre no longer willing to take at face value whats being told to them by the organization. They can be sceptical and cynical when it comes to the

everyday volley of messages that leadership, managers and internal communicators send them. Key findings from the global survey Other interesting findings to emerge from Melcrums latest global research into employee engagement include: Around 81% of organizations worldwide now have employee engagement on the agenda. A quarter of organizations address engagement through a formal engagement program, while 54% treat engagement as part of a general philosophy incorporated into overall people practices. Employee engagement programs in 40% of organizations worldwide are overseen primarily by HR, while for 27%, internal communication is the key function. Taking Action to Improve Employee Engagement 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 your staff know that their input is valued. Feeling valued will boost morale, motivate and encourage future input. Taking action starts with listening to employee feedback. Then the data needs to be analyzed. Next, a definitive action plan will need to be put in place and finally, change will be implemented. It is important that employee engagement is not viewed as a onetime action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing. What is the Alternative to Employee Engagement? Conditions that prevent employee engagement seldom alleviate themselves. They should be assessed and addressed as soon as possible. Left to multiply, negative employee satisfaction issues can result in: Higher employee turnover Employees leave, taking their reservoir of knowledge and experience to another workplace Diminished performance Competency of the workforce is reduced, at least short term, until new employees are trained Lost training dollars Time and money invested in training and development programs for departing workers is wasted Lower morale Remaining employees can be overburdened with new duties, in addition to the unresolved issues that already prevent their full engagement.

a) b) c) d)

How Can We Attain Employee Engagement? Listen to the employees and remember that this is a continuous process. The information our employees supply will provide direction. Insist upon increased engagement at the managerial level, and create and deploy a customized employee satisfaction survey from AlphaMeasure to assess your current level of employee engagement. Identify problem areas, make a plan and take action towards improvement.

 Employee engagement steps

A report by the Mercer Delta Executive Learning Center cites four key challenges to growing revenue: "increased competition; the need for fast response to changing market conditions; the need to innovate; and the need to satisfy customer expectations". Employees and managers need to be fully focused and committed if they are going to rise to meet these challenges.It requires a total approach. Every aspect of the organisations operations has to be supportive and have an encouraging effect. The starting point is ensuring that the basics are all in place. These include: High quality goods and services that staff can recommend with confidence. Good delivery systems that ensure promises and commitments made to customers are met. Good business practices - honest, straightforward and carried out with integrity. Can technology improve employee engagement? Studies around the world have revealed that engagement levels have a direct impact on employees performance and consequently on the bottom line. Thus a well established co-relation exists between employee engagement and business results. Some Quotes (from articles in professional journals) Work never kills a person; the absence of it (unemployment) has killed many. Remaining idle is not human nature. No one likes to avoid work if there is clarity on what to do & how it will be evaluated. Keeping work force idle produces negativity which impacts on team performance. Engagement comes through involvement; people deliver more if they are emotionally involved in their work. Delaying decisions on personal issues creates stress & diverts employees attention from work. Absence of engagement is a challenge that can produce industrial unrest. Unless you know people intimately, you cant engage them effectively. To keep their teams engaged, managers have to remain super-engaged. An empowered manager is an incubator of employee engagement. Employee motivation improves engagement levels. Trust, developed through transparency, promotes engagement. Engagement is fostered by Leadership; managers who lead from the front keep their task force actively engaged. Occasional encouragement always improves engagement. Engagement comes through commitment. Attitudinal transformation creates a temperament for healthy engagement.

a) Who is an engaged employee? Experience reveals that engaged employees always demonstrate most of the attributes given below: Good understanding of companys business. Full clarity about own role & job deliverables. Always achieve assigned goals; often exceed expectations. Keen to put in extra-effort to accomplish a task. De-link own performance from rewards & recognition. Keep the work bench neat & tidy and take good care of job tools. Always keen to learn something new. Exhibit high energy levels at all times. Highly information conscious if in the position of a supervisor/ manager. Never say, it is not my job. Willingly take on additional responsibility. Have an outstanding record of personal discipline & attendance. Self accountable & highly responsible: have no back-log of work at any time. Always available to assist others; provide willing support to the team. Have a consistently high record of performance. Never come under pressure : always cool and adaptable by nature. Not over-concerned with work-life balance. Bubbling with new ideas: enjoy experimenting. Seldom initiate complaints & grievances. Consciously improve processes that impede work. Highly allergic to slow & sluggish people. Always lead subordinates though personal example. Is intellectually and emotionally bound with the organisation. Gives 100 percent. Feels passionately about its goals. Is committed to live by its values.

This employee goes beyond the basic job responsibility to delight the customers and drive the business forward. Moreover, in times of diminishing loyalty, employee engagement is a powerful retention strategy. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a twoway relationship between employer and employee. Thus employee engagement is a barometer that determines the association of a person with the organisation. According to study employee engagement is affected by many factors which involve both emotional and rational factors relating to work and the overall work experience.

b) What Reduces Employee Engagement A common problem with organizations is demanding more productivity without creating a conducive work environment which enables involvement of employees at all levels. Some of the diseases observed are as under: Lack of awareness of the management about the use of modern HR technology to create a healthy work environment. Lack of empowerment of the managers/ supervisors.

c) How Technology improves Engagement of HR staff?

Provides to the fresh graduates from Business Schools, who choose HR roles, with opportunities to practice, explore & strengthen their theoretic understanding of the concepts of automated HR, thereby increasing their degree of involvement in the job. By sharpening the skills of HR teams to manage their operations speedily, technology dispenses with the need to hire additional HR staff to meet the requirements of organizational growth. A few members in the team are enabled to do more work by utilizing the tools provided to them. Therefore, higher engagement levels help in economizing on the HR service costs. Distributed data entry by empowering employees to do on-line update of their personal details, and automated work flows to manage employee services, performance appraisals, training & development and other HR processes, saves HR of their routine effort on mundane activities. In turn, they get intuitively engaged with professional issues, thereby providing quality inputs to the decision process in the organization. Moreover, transparency is perceived by the environment when HR processes get automated. Available time with HR also improves the scope of their interaction with other functions & Line Managers. In the process they are able to do active review & enrichment of various Job Positions across the organization. This leads to man power rationalization & right-sizing of the work force. Such engagements have helped organizations to reduce their overall manpower costs. HR folks now have time & energy to focus on strategic issues and thus become active business partners.

 Advantage: We Own the Data

Many existing vendors have a much smaller subset of survey questions and those questions were first contemplated during the 1980s! The world has since moved on. Technology now allows us to ask more questions and provide reporting online and in real time. PeopleStreme facilitates engagement remedies and provides online Remedy planning as part of the Survey tool. Engagement Remedies are suggested by our Knowledge Base tool. Conclusion 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 impacts organizations 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. I 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 endeavour.

CHAPTER II: - CRITICAL REVIEW OF RELATED LITERATURE

NEWS ON EMPLOYEE ENGAGEMENT NEWS 1: EMPLOYEE ENGAGEMENT STRONG AT CHINA TELECOM

Employee engagement at China Telecom Corporation Limited has proved strong as the company has been ranked as the best managed company in Asia. This is the second year in a row China Telecom have received the prize, in a poll conducted by financial magazine Euromoney. The website's poll of the best managed companies in Asia also named the telecommunications firm as having the best corporate governance and the most accessible senior management in Asia. Chairman and chief executive of China Telecom Wang Xiaochu said: "Being voted as the best managed company in Asia is really a great encouragement to our company and our staff. "I would also like to thank all our staff for their dedication and passion for excellence." The Euromoney rankings are based on a survey of 287 leading analysts from investment banks and research institutes across Asia. The prizes are encouraging news after a recent survey revealed employee engagement levels were low in China. According to BlessingWhite, the workers in China are the least engaged of any major economy. January 20th 2011

NEWS 2: SALARY PERKS ''ARE NOT THE ONLY WAY TO INCREASE EMPLOYEE ENGAGEMENT''
Company owners have been reminded that money-related perks are not the only way to increase employee engagement following the recession. A survey carried out by HR magazine and WorldatWork found that the majority of employers still use cash methods to incentivise their staff, with overtime, long service bonuses and performance-related pay being the most common.

However, David Wreford, a spokesperson for Mercer, pointed out that flexible working and homeworking could also be useful ways to boost motivation and employee engagement, something which many firms had already discovered. "Reward looks at both tangible and intangible things. Employees will value flexibility and organisations are clearly choosing to invest more in intangible rewards," he commented. Earlier this month, Jill Turski from the international firm Accountemps told WTOL.com that people who feel they deserve more perks at work should simply ask for them, as firms are now prepared to work harder to keep good members of staff.

NEWS 3: FLEXIBLE WORKING CAN INCREASE EMPLOYEE ENGAGEMENT

Flexible working is beneficial to both employers and employees, according to the UK's Advisory, Conciliation and Arbitration Service (Acas). Allowing employees more flexibility in their working hours can help them to achieve a healthy work-life balance. Gill Trevelyan, head of good practice services at Acas, said:"Providing flexible working can help to reduce absenteeism, increase employee engagement, improve efficiency and productivity and tackle the causes of stress. Flexible working patterns can also help to meet customer needs and maximise available labour, she said. Employee health and wellbeing can be affected by rigid working patterns, according to UK think-tank Demos. Stressful, inflexible working conditions have a negative impact on working parents, a recent report showed. Long working hours and the emotional demands of a full-time position can undermine parenting confidence and contribute to withdrawal from their children emotionally. Birth rates have decreased in every country of the Asia Pacific region, a recent research paper by the East-West Centre found. According to the report "inflexible employment practices and work cultures incompatible with family life" are the reason for many women postponing childbirth or not having children at all. Posted by Elizabeth Mewes

NEWS 4: POOR STAFF ENGAGEMENT NOW A MAJOR CONCERN FOR EMPLOYERS

Monday, 28 February 2011 TMS Asia-Pacific CEO, Andrew Chan has cautioned hospitality and tourism industry employees they must continue to address the employee attachment factor from day one if they are to keep employees engaged and ultimately on the pay roll as the war for talent continues to impact on the sector. Mr Chans comments follow the recent release of an Economic Intelligence Unit (EIU) report which found poor staff engagement has now become a major issue facing all employers. According to the EIU report senior management believe disengaged employees are one of the biggest threats facing their business. Yet almost half (43 per cent) of board directors admit that engagement issues, such as staff motivation, identification with the company goals or willingness to "go the extra mile" are occasionally, rarely or never discussed at board level. And only 12 per cent report that their companies regularly and often tackle staff with continually low engagement. There can be no doubt about it - employee engagement has become a critical factor in todays business environment, Mr Chan said. An engaged employee is one who is fully involved in and enthusiastic about their career and as a result works hard to build on their employers interests. Disengaged staffers simply do not hang around. Unless the sector is able to implement the systems it needs to motivate, engage and ultimately, retain its employees it will continue to suffer especially against other industries with the capacity to offer higher wages and other benefits. While it is encouraging to see more and more industry employers instilling initiatives to alleviate the retention issue work-place friendly flexible work alternatives, financial incentives, etc they would have even great chance of success as part of an overall staff engagement strategy implemented when an employee first starts with a company. As opposed to leaving it too late, he said. Mr Chan said that invariably this is what happens when employers realise they have unhappy employees but by that time, it probably is already too late and its highly

unlikely employees will stay. The sad thing is that its not just about losing a member of staff. This affects other staff, productivity, the companys ability to deliver, and ultimately, the bottom line. Addressing the employee attachment factor from day one is essential at all levels of business if employers are to succeed in holding on to their staff.

NEWS 5: COMPANIES AIM TO USE EMPLOYEE ENGAGEMENT TO BOOST MOTIVATION

More UK businesses are attempting to improve staff motivation and retention by increasing levels of employee engagement. According to PricewaterhouseCoopers (PwC), firms are looking to offer non-monetary incentives to staff in a bid to keep them content in their jobs, Employee Benefits magazine reports.

This can often come in the form of opportunities to gain extra qualifications through training programmes, or by issuing workers with more responsibility to signal a manager's trust in them. A study compiled by PwC indicated that 58 per cent of company chief executives admitted that they tried to motivate staff through "non-financial rewards". Head of HR consulting at PwC Michael Rendell believes that offering incentives that would ultimately improve a worker's skills is proving very popular among company bosses. "Staff are not motivated by pay alone. With labour markets more buoyant, firms need to ensure employees are engaged financially and emotionally," he told the publication. PwC this week announced that it was looking to fast-track a company policy that would see more women given the opportunity to take up managerial roles.

NEWS 6: RIGHT ENVIRONMENT NEEDED FOR EMPLOYEE ENGAGEMENT

Friday, 25 February 2011 The right environment needs to be put in place by a company's managers in order to improve employee engagement, it has been suggested by one commentator.Writing in an article for the Jamaica Observer, Yvonne Grinam-Nicholson highlighted the relationship that can exist between employee engagement and management members who are higher up an organisation. She stated: "If your manager is lacklustre and [does not] care two hoots about neither his work nor the company's progress ...then how motivated can you be?" Citing research which has been conducted in relation to employee engagement, Ms GrinamNicholson went on to say in her piece that innovation and growth are two areas where firms could perform better if they have motivated workers. Meanwhile, public sector employees could become more engaged with the help of measures such as good feedback methods, Louder Than Words: 10 Practice Employee Engagement Steps That Drive Results author Bob Kelleher recently suggested.

NEWS 7: EMPLOYEE ENGAGEMENT ''KEY IN TACKLING POOR STAFF PERFORMANCE''

Regular employee engagement has been highlighted as a leading method in reducing cases of poor performance among staff. A study by XpertHR showed that having a private chat with workers can prove to be the best way of offering guidance and ultimately improving performance within the workplace, Personnel Today reports. An unacceptable standard of work and sickness absence were among the leading causes of bad attainment by workers. However, the study also suggested that 60 per cent of the company bosses surveyed had little faith in their management team in addressing the issue. Report author Rachel Suff told the publication that specific training may be required so managers are better equipped to offer guidance. "If line managers are going to be up to the task of effectively managing performance - and underperformance - they need the support to discharge this responsibility," she noted. Last week, Legal & General advised that companies can reduce the problems caused by sickness absence by taking out Group Income Protection insurance.

NEWS 8: AN EXAMPLE OF JAMAICAN EMPLOYEE ENGAGEMENT

Wednesday, February 23, 2011 ENQUIRING minds want to know if there is really such a human being as an 'engaged employee' in Jamaica today. Some have berated me for even introducing the notion that such a person existed now or ever in our workplace environs. They believe such an employee verily, verily lives only as a figment of an over-active and darkly troubled imagination of yours truly. That 'engaged worker' they feel is of the ilk of the hazily, oft-photographed but never actually seen 'Bigfoot' or the Lochness Monster. Research over the last decade has made a strong case that companies whose employees feel highly engaged outperform companies with less engaged ones in several important metric: growth, profitability, productivity and innovation. There is no doubt that engagement is a two way street. To have an engaged line staff you must have upper level leadership and management who create the environment for these workers to exist and thrive. Think about it: if your manager is lacklustre and don't care two hoots about neither his work nor the company's progress; does not even make a pretence of communicating effectively with you or your team members, then how motivated can you be? There are many such Jamaican workers and today I am pleased to report about one such Jamaican employee with whom I had the pleasure of working for over ten years. It is true that what I write of him is only about that side of his life to which we, his co-workers were exposed, so I cannot speak about the 'whole man'. However, what we knew of his conduct and love for the businessplace where he worked for over sixteen years, was enough to make us feel warm and proud to know that we worked in the same company as did he. He was described as a shrewd businessman and one who epitomised his company's mission and vision and incorporated them into his life. Born in another place and time and given the right opportunities, he perhaps would have become a fairly wealthy man employing others. He however grew up on the mean streets of Southside in down-town Kingston, yet managed to find a job that he loved and one in which he thrived. His supervisor portrayed him as being 'a diamond in the rough', one who never let poverty thwart his personal ambition. After working as a labourer on the company's construction site he asked for, and got a job within the company. He was perhaps, the only employee with a framed photograph of the company's building hanging in his home. His workplace, located in downtown Kingston sometimes required a 24-hour watch, and outside of the expert professional services provided by a well-established security company, our engaged employee was the one on whom management would call. If there were physical emergencies such as hurricane, flooding or violent flare-up, he never failed to respond, ensuring that all was well with the building so that he, and the rest of us, were assured of a sound place of employ when we turned up for work the next morning. He wore the company's logo proudly and was never ashamed to make all within earshot know where he worked. How many of us can say that we do this readily, especially when things are not so kosher with "us and dem" at work?

He was hard-working and meticulous. Nowadays, with intense pressure to complete a multitude of tasks within a narrow window of time, not everyone has the capacity to produce work of a high standard. Our engaged worker was one on whom his supervisor could depend to ensure that the simplest of task was properly completed. His demeanour for the most part was always pleasant. He enrolled in the Jamaican Foundation for Lifelong Learning and was proud to be exposed to the skills of reading and writing and moved on to conquer the computer. There was a time in the not too distant past when if you asked a male member of staff to assist by lifting a box, a file or a chair, it was not viewed as an insult or injurious to their character or person. Increasingly, some of the younger men working in offices today seemed to have succumbed to lumbago and various types of orthopaedic ailment that preclude them from lifting anything heavier than their pens and a single sheet letter-sized paper. Some consider such a request for help infra dig, particularly if (in their minds) they are zooming up the ladder of success and 'chair-lifting' or 'file-carrying' was not mentioned anywhere in their current job description. Although our engaged worker's official job title was that of janitor, because of his good-nature, hard work and positive attitude over the years he was promoted by his supervisor who entrusted him to oversee the work of his colleagues as well as that of contracted workers. When all is said and done, an engaged employee is someone who has contributed positively to the company's growth and development on a day-to-day basis. I think it is fair to say that our engaged worker, Albert Ferguson an employee of the Jamaica Stock Exchange Group, did just that with the help of Mrs Doreen Parsons Smith, his manager and the company's leadership, through General Manager, Mrs Marlene Street- Forrest. Sadly, Albert was laid to rest last weekend after a long battle with a chronic illness, but even as his work might have been humble, he will long be remembered.

NEWS 9:TO SUCCESSFULLY ENGAGE WORKERS, FOLLOW GOLDEN RULE

Other Most Read StoriesxClose thisMANILA, PhilippinesLow productivity. Employees making too many mistakes. Grumbling. Complaining. Absenteeism. Tardiness. Voluntary terminations. These are signs employers should watch out for, especially if they intend to retain talent and highly motivated employees. When people cease to function as a team, or when they quit interacting with their managers and their co-workers, or show a dont care attitude, it is indicative of low employee engagement, writes Paul Harvey, in a web article titled The Rules of Engagement: How to Empower Employees so Theyll Exceed Expectations. The article was published by Smart Business Network, a leading publisher of management journals in the United States.

Recognition Harvey advises employers to follow (and may we dare say interiorize) the very simple philosophy behind the Golden Rule: treat people the way you would like to be treated. You know what makes you feel good, what makes you feel bad, and what makes you work, Harvey says. Asked how employers can truly engage their employees, Harvey says the one thing that stands out is that employees want recognition more than money. Recognizing and rewarding employees for work well done demonstrate managements care and concern for workers. They want to know that you see and appreciate what they do. People want to go home with a good feeling that they have really accomplished something, he says. As one motivational speaker has said: Appreciation and recognition play the role calories play in the nutrition of the human body. Know your workers In successful employee engagement, there are three things managers should knowthe names and spellings of every employee, their shift and pay rate, and enough about them to start a conversation. Managers should listen to their employees and let them know they have an interest in them. Sometimes were so busy talking, we forget to listen. It is easy to have this interaction and it buys you the engagement your company needs to survive, Harvey says. One tactic leading to empowered and engaged employees, Harvey suggests, is putting up suggestion boxes where employees earn money for giving a suggestion. Managers, supervisors and employers can start each day with a huddletalking about birthdays, anniversaries and the like. Then each manager goes back to his or her group and they have a huddle, so it trickles down, he says. Tools they need Harvey says beyond the little things, people need a sense of belonging. Maybe its on the social committee or an audit team. They should also be given all the tools they neednot just the physical tools such as computers. Its also subjective things like good working conditions, training and retraining, and a pleasant environment, he recommends. If you go to bat for them and get these things, theyre going to remember that when you ask them to do something which is not in their job description.

NEWS 10: 10 MISTAKES IN EMPLOYEE ENGAGEMENT SURVEYS

Brad Federman, president of Performancepoint LLC, lists 10 mistakes healthcare organizations make when conducting employee engagement surveys. 1. Conducting an in-house survey. Engagement surveys that are carried out internally tend to show sterling results because respondents know the employer is watching. It's the "Big Brother" syndrome, Mr. Federman says. "People rate the organization well because they know the company has access to their ratings. If you want insights and to strengthen your organization do yourself a favor and use a third party." 2. Putting the onus on managers. In engagement surveys, "the HR community has fixated on the manager," Mr. Federman says. But when all responsibility is put on managers, no one else wants to share any of it. "We simply give permission to our employees to play victim," Mr. Federman says. "Much of the compelling research says that colleagues have a great deal of influence on engagement. It is a shared responsibility." 3. Questions that spread discontent. "Poor survey design is often a source of problems," Mr. Federman says. For example, some questions will always be answered in the negative and some will actually spread dissatisfaction. Also questions that are irrelevant to most people will prompt many employees to stop participating. "Bias toward a particular aspect, such as the direct supervisor, can mask larger issues and impede employee engagement," he says. 4. Findings that aren't actionable. The survey may have been shortened to promote participation and the questions on it may seem intriguing, but no one knows what to do with the survey results. In these cases, "some of the questions turn out to be impractical or at least difficult to follow up on," Mr. Federman says. 5. Using the goals of others. When an engagement effort aims for the norm, it is just aspiring to be average. An organization can aim higher with someone else's benchmark, but that goal may have little to do with your organization. "Organizations can become too invested and even distracted by [benchmarks]," Mr. Federman says. "The best benchmark is knowing where you are and where you want to be." 6. No follow-up on findings. Some engagement efforts can be all data and no action. "So much attention gets paid to creating a survey and collecting the data," Mr. Federman says. Afterwards, however, "there was no action in the action planning," he says. Employees were not made aware of the results and had no opportunity to discuss them with leadership. 7. Hosting just one event. Employee engagement may simply consist of a single event, perhaps following up on the arrival of a new CEO or a recent financial turnaround. But such one-time events can be worse than having no event at all, because they raise employee expectations and don't follow through, which damages morale. "In some cases, outright backlash and animosity will occur," Mr. Federman says. To be effective, keep the project going and have a specific champion behind it. 8. Skirting transparency. In some cases, leadership may not want to share survey results displaying problems. "Do we have to share that information?" executives may ask. "What if we only communicate our strengths and our top goals?" Such an approach always sows employees' mistrust. "They already know what the problems are," Mr. Federman says. "They

are just waiting to see if you do. More importantly, they are waiting to see if you are willing to admit what they are." Transparency trumps concealment every time. 9. Looking for the quick fix. "Too many organizations look at employee engagement as a reactive process," Mr. Federman says. "Find the problem and fix it so the numbers go up." But it's usually not that simple. Trying to fix a problem often creates a new one or may even reinforce the original one. "Try to analyze the problem, understand where it started, and why it grew over time," he says. "You may find out that you have something entirely different to work on." 10. Not training managers. Managers may lack the tools to dig into problems unearthed in the surveys. "How can we get them to focus on engagement throughout the year?" Mr. Federman asks. The answer is to give them tools, processes and training outside of the survey and action planning.

NEWS 11: 4 KEYS TO HIRE FOR ENGAGEMENT

When the words Employee Engagement are spoken, most people think of current employees and some initiative, strategy, or survey. Companies want to make sure they increase talent retention because turnover is expensive. A part of what I do is based on employee engagement (along with culture & leadership development to make it sustainable). There is one other area where employee engagement must be front and center. Hiring.

When sorting through the never-ending sea of resums that are flooding HR emails these days, finding a way to connect hiring with employee engagement could easily seem like a luxury. If you know what youre looking for, the process can become much easier than setting up the all too familiar applicant assembly line. Its important for you to understand what makes an employee engaged. If you cant answer that, then you will most likely be hiring on limited insight. How many times have you hired someone and in 6 months thought to yourself, What were we thinking? How did we miss that? You werent hiring for engagement. You most likely were hiring to fill a gap so the other folks in that department/team didnt become frustrated from being overworked. There is no magic elixir, but there are 4 key things to look for when hiring that will improve the chances of getting someone more likely to engage in their work and with others on their team.

Culture-fit If you havent purposefully decided what your culture will be, this may be a bit of a stretch for you. Decide your culture before hiring. The rest of you know the culture you wish to develop/maintain. There are plenty of questions you can ask that will give insight into a persons perspective. These questions can help you understand if there will be a culture-fit for the prospect and the organization. Keep in mind each team has its own sub-culture as well. Be aware of this. Talk to the team leader to make sure you are clear. Chemistry This is not the same as culture-fit. We spend a significant part of our lives at work. Conflict resolution and workplace rivalries consume a ridiculous amount of time. There will always be disagreements, but when their is good chemistry among team members, these disagreements are usually dealt with quickly and maturely. Give the applicant some time to interact with others on their perspective team. Its also a great way for the applicant to decide if its a good culture-fit for them and they feel there is chemistry as well. Character Many times someones resum looks amazing and so they are the perfect fit for the job. They look like a rock star on paper, so you hire them. The unfortunate part is that they act like a rock star. They are demanding and many times believe they are above menial tasks because of their stupendous talents. This is a serious character issue that will cause even the best of teams to implode. Competence I purposefully put competence last on the list. Sure there has to be a base knowledge of what the applicant will do, but without the other three keys their competence is a paltry contribution. You would be well served to consider hiring someone slightly less qualified that fit your culture, has great chemistry with team members, and a solid character than to have someone exceptionally competent who is a lone wolf. People can be trained in competence. Its a tough road, if not impossible, to train culture, chemistry, and character. Often times the compliance portion of HR, which is almost always counter-productive for quality employee engagement, is typically an attempt to force culture-fit, chemistry, and character. I bet if you went through the list of things mandated to employees in most compliance plans they could be categorized into the first 3 of these 4 keys, saving regulatory compliance issues mandated by law or industry oversight. Employee engagement begins with hiring, not with your first employee engagement survey.

CHAPTER III: - RESEARCH METHODOLOGY

(A) TITLE OF THE STUDY Effectiveness of Employee Engagement in Nucsoft

(B) OBJECTIVE To understand how well the employees of the organisation are engaged. To understand how the organization can better support them in their jobs and provide them opportunities for professional and personal development. To know which are the critical areas which needs to be addressed in the organisation so that the employees are happy at their work

(C) NEED AND SIGNIFICANCE Human Resource Development is the basis of success of any organization. HRD helps to enhance employees effectiveness and helps to achieve organizational goals. Now with the emergence of so-called NEW ECONOMY, the increasing role of knowledge in industry is becoming obvious. In the emerging knowledge age, incessant learning by employees through effective Training and Development is going to be a key to survival and growth for organizations. Without effective Training and Development no enterprise can claim to be giving due importance to HRD. In the unfolding economic scenario it is increasingly being realized that employees are the most precious assets of any company. There are two questions to ask yourself. 1. Do you have employees? 2. Do you know how they feel about their jobs and their work environments? If the answer to the first question is yes and the answer to the second question is no, you need to conduct an employee satisfaction survey, even if you have only a few employees and gather the information through informal discussions. The urgency of the matter is another thing entirely. The need to survey is greater when one or more of the following factors are present. Rapidly growing organization. When an organization is growing quickly, it is critical to find out how employees feel about their jobs, the organization, and their fit and future within it. High or growing turnover rate. While some industries have a naturally high turnover, growing turnover is a problem for any organization. If your absolute

level of turnover exceeds the industry average, you have a problem that an employee satisfaction survey is the first step to solving. Excessive rumors. A strong rumor mill is symptomatic of other problems in the organization. These can include communications, trust, and fear. Only a survey can uncover the extent to which any of these issues exists. Planned or recent organizational changes, including change of leadership. Change can be difficult for many people. If not handled properly, productivity and profits can decline. Highly competitive industry. In a highly competitive industry, turnover minimization and productivity and creativity maximization are keys to success. Staying in touch with employees is necessary to facilitate continued competitiveness. Contemplated changes in pay and benefits. You must know what needs to be "fixed" and how much "fixing" it needs to maximize return on invested money and people resources. At first glance, this may look like a daunting process, but it isn't. It actually takes only a few weeks from start to finish. Committees, however, can slow the process considerably, and in some cases result in poor decisions. (D) SCOPE AND LIMITATIONS Due to time constraint and hectic schedule of ONGC employees some time I found difficulty in interaction with employees. Employees delayed in submitting the feedback form so it effected the time in compiling and analyzing data for findings and suggestions. Many questions were responded as Cannot Say due to the subjectivity of the topic and some information was not revealed due to certain reasons like being confidential in nature. (E) RESEARCH DESIGN The present investigation is descriptive type of study undertaken to estimate the effectiveness of the employee engagement at Nucsoft Ltd. The present study identifies views of employees of different sex i.e. male and female. The sampling technique used is random sampling. I have used qualitative research in my study and for doing research I have used questionnaire.

(F) VARIABLES OF THE STUDY No variables used in the study.

(G) RESEARCH QUESTIONNAIRE LEVEL FEMALE MALE TOTAL NO OF RESPONDENT 11 17 28 PERCENTAGE OF RESPONDENT 39% 61% 100%

COLUMN 1
FEMALE 39% MALE 61%

(H) SAMPLE USED FOR THE STUDY Sampling Technique: Random sampling is used that in which each employee in the population have equal chance of giving their opinion on employee engagement. Sample Unit: - Employees of the company at Sigma House in Andheri (east). Sample size: 28 employees (18 years and above) Method: Direct interview through questionnaire. Data analysis method: Graphical method. Area of survey: Sigma House (Andheri, Mumbai). (I) TOOLS USED FOR THE STUDY 1) QUESTIONNAIRE Questionnaire was prepared keeping the objective of research in mind. Questions were asked to respondents as regards to there willingness to give their feedback on employee engagement.

The help of questionnaires conducted direct interviews, in order to get accurate information. We visited as many respondents and asked them their opinion regarding employee engagement held in NUCSOFT. People were not willing to answer, when they were contacted between 1.00 pm to 3.00 pm, the time when most of the people take rest during the scorching heat.

2) DATA ANALYSIS (GRAPHS)

EMPLOYEES

My Job Q1 I have the right tools and resources to do my job well?

Responses
Strongly Disagree Disagree Neutral 4% 11% 3% 11% Agree Strongly Agree

71%

INFERENCES From the above chart it is proved that maximum number of employees agrees with the above statement that they have the right tools and resources to do their job well i.e. 71% of the employees. The employees are very comfortable working in this company because they have all the facilities as well as the infrastructure to do their job in a better way. They have the right equipments, machinery and services which help them to do their work on time and in the right manner.

Q2 I have the training and skills I need to do an excellent job?

Responses
Strongly Disagree Disagree Neutral Agree Strongly Agree

4% 3%

11% 21%

61%

INFERENCES
From the above chart it is proved that the employees at Nucsoft have been provided with proper training and skills required to do their job. With the requirements of the job suitable training is given to the employees so that they work with full dedication and determination. 61% of the employees totally agree with the above statement and are satisfied with the kind of training provided to them by the company

Q3 The amount of work I am expected to do is reasonable?

Responses
Strongly Disagree Disagree Neutral 0% 7% 4% 14% Agree Strongly Agree

75%

INFERENCES
There is no pressure of work on the employees regarding anything. The work which is given to them is quite reasonable and is completed on time. Short duration of work is also not given to them i.e. if any work is given then ample of time is also given to complete that work. There is no hurry of work at any given point in time and there are also no restrictions on anybody, but the only condition is that work should be completed properly and on time. 75% of the employees agree with the above statement, that there is no burden on them regarding work is concerned.

Q4 My talents and abilities are used well in my current position?

Responses
Strongly Disagree Disagree Neutral 0% 0% 21% 7% Agree Strongly Agree

72%

INFERENCES
The skills and talents which the employees possess are taken into consideration and accordingly the work is given to them. From the above diagram we can see that 72% of the employees agree with the statement that the talents and abilities which the employees have are better being taken care of and work is also provided depending upon these skills and talents.

Q5 I feel that my work is important to the success of this company?

Responses
Strongly Disagree Disagree Neutral 0% 0% 4% 32% Agree Strongly Agree

64%

INFERENCES
The company has created such an atmosphere for the employees that whatever work is given to them or rather we can say that whatever work they do they feel that their work is important for the success of the organization. Nobody in the company feels that their time has been wasted or working in that company is a waste of time. Therefore we can say that 64% of employees are comfortable with the atmosphere that they get working in that company.

Q6 I am satisfied with the level of pay I receive?

Responses
Strongly Disagree Disagree Neutral Agree Strongly Agree

11% 21%

11% 11%

46%

INFERENCES
As far as pay is concerned most of the employees neither agree nor disagree with the statement that they are satisfied with the level of pay they receive. Many employees were very uncomfortable answering this question therefore most of the answers given by employees were neutral. They couldnt agree to it because some may feel that pay they get is according to the work they do but some may feel that the pay they get is less than the work they are doing or is against their expectations.

Q7 I have the opportunity to learn and grow at work?

Responses
Strongly Disagree Disagree Neutral 0% 4% 32% 14% Agree Strongly Agree

50%

INFERENCES
In the company there are lots of opportunities that the employees get which help them to learn more new things and grow in near future. No standard work is given to them which will make their work boring or monotonous; there is always job rotation done at the work place. The employees are very happy with getting these opportunities because every weak or a month they are given something new work to do which encourages them to do their work better and which helps them to learn more and more new things.

Q8 I feel fully responsible for the kind of work I do?

Responses
Strongly Disagree Disagree Neutral 0% 0% 11% 43% Agree Strongly Agree

46%

INFERENCES
In this company whatever work is given to employees they feel fully responsible to that work and complete it with full dedication and concentration. There is no wastage of work or time in the company. The employees are very happy doing all sorts of work over there because it makes them feel that they are important for the company and which helps them to be fully responsible towards the work they do. Therefore here no work is taken for granted and every work is completed with full enthusiasm. Therefore from the above diagram we can conclude that 46% of employees agree with the above statement.

Q9 I have a clear understanding of my work?

Responses
Strongly Disagree Disagree Neutral 0% 0% 0% Agree Strongly Agree

46% 54%

INFERENCES
Above statement signifies that whatever work the employees are doing they have a clear knowledge of that work, which means they know that how to do that work and what the company is expecting form them. No unnecessary work is provided to them which are out of their level. Keeping in mind all the aspects of employees i.e. their skills, abilities, experience etc the work is distributed to them. In other words we can say that the employees are fully aware of their work and they rarely need any guidance or support from other people, therefore above chart says that 54% of employees strongly agree with this statement.

My Co-workers Q10 The people I work with help each other when needed?

Responses
Strongly Disagree Disagree Neutral 0% 7% 43% 7% Agree Strongly Agree

43%

INFERENCES
The people they work with i.e. their colleagues are very helpful and very supportive. Whenever an employee needs any help they are always ready to help them in all aspects i.e. personally as well as professionally. The rapoo of employees with their colleagues and superior are so strong that they dont feel uncomfortable or afraid asking them for any kind of help, and the people around them also feel very happy helping their co colleagues. Therefore there are 43% of employees who strongly agree with this statement.

Q11 My co-workers and I share information and new ideas?

Responses
Strongly Disagree Disagree Neutral 0% 4% 46% 43% 7% Agree Strongly Agree

INFERENCES
Sharing of ideas, views, opinions, information etc are very common among the employees of the organization as well as among the superiors also. Whenever an important decision is taken in the company, the opinions and ideas of the employees working over there are also taken into consideration. They are not made feel that they are not a part of the company, rather they are called for the meeting and told to give their suggestion or opinions regarding a particular topic, which makes them feel that they are a part of the organization. This statement can be proved from the above chart which says that 46% of employees strongly agree with it.

Q12 My co-workers do their best

Responses
Strongly Disagree Disagree Neutral 0% 4% 39% 11% Agree Strongly Agree

46%

INFERENCES
The co workers of the organization also do their work with full dedication and enthusiasm. They also feel responsible for whatever work they do, that is why not only the employees but also their co workers put in their full effort to do the work in the best possible manner in which they can do. The co workers are fully loyal and honest to the organization, and they are very helpful to other employees of the organization as well. The above diagram says that 46% of employees agree with the statement the co workers put in their best effort to do the work well.

Q13 I enjoy working with my co-workers?

Responses
Strongly Disagree Disagree Neutral 0% 3% 36% 4% Agree Strongly Agree

57%

INFERENCES
As it is proved earlier that there is a strong rappo among the colleagues and superior, therefore the employees of the organization enjoy working with co workers. They feel very comfortable working over there, because they get full support from their co workers and as a result of which they are more dedicated towards their work. There is some amount of fun element also involved in it, i.e. during their free time all employees sit together and chat a lot which makes them a little relax and accordingly at the time of work they work with full concentration and energy. 57% of employees agree with the above statement.

Q14 There is a healthy relation between me and my co-workers?

Responses
Strongly Disagree Disagree Neutral 0% 3% 36% 11% Agree Strongly Agree

50%

INFERENCES
The above statement also signifies the same thing i.e. a strong rappo between the employees and their co workers. If anyone in the organization has any problem or some difficulties then they feel free to ask anybody in the company, because there is no much discrimination in the organization regarding age, sex, caste or even designation is concerned. There is a lot of equality and mobility in the company. No one is made to feel inferior or superior in the company. 50% of the employees agree with the statement that there is a healthy relation between the employees and co workers.

My Superior Q15 I clearly understand what my superior expects from me?

Responses
Strongly Disagree Disagree Neutral 0% 0% 21% 7% Agree Strongly Agree

72%

INFERENCES
There is clear expectation of work in the organization. Every employee in the company knows what is expected out of them. They know which work they have to do and how the work needs to be done. Much explanation of work is not required because all the employees know their work very well. The employees alos has a clear understanding and knowledge of the work they do. Therefore it is proved that 72% of the employees agree with the above statement.

Q16 My superior has a friendly working relationship with all team members?

Responses
Strongly Disagree Disagree Neutral 0% 21% 4% 18% Agree Strongly Agree

57%

INFERENCES
There is no boss kind of attitude among superior and his team members. All the superiors treat their team members in a very friendly manner. They listen to their problems or difficulties very patiently and try to solve all of them which creates a trust factor in the company. They also listen to their suggestions and opinions very carefully and take them into consideration while taking any important decisions. All employees in the organization are given equal opportunity to give their view regarding whatever topic is being discussed in Nucsoft. 57% of the employees agree to this statement.

Q17 My superior gives me regular feedback on how I am doing?

Responses
Strongly Disagree Disagree Neutral 4% 18% 3% 11% Agree Strongly Agree

64%

INFERENCES
Regular feedback is provided by the superior to their employees on what kind of work they are doing. In order to improve the work of employee regular feedback is necessary on weekly or even monthly basis. Regular feedback can be provided through performance appraisal method, in this method each employee is appraised on their performance in which each aspect i.e. each skills of the employee is judged, and through which the company comes to know their weak and strong points, as a result of which it helps them to improve and grow in near future. Therefore 64% of employees believe that regular feedback is provided by the superior and on timely basis.

Q18 My superior regularly recognizes me for doing a good job?

Responses
Strongly Disagree Disagree Neutral 0% 29% 3% 18% Agree Strongly Agree

50%

INFERENCES
Any employee who does good work in the organization is generally recognized by their superior or by the top management. Rewards, recognition and appreciation is also provided by the superior to the employee for doing a good job. If an employee does a good job then in order to motivate them the company gives incentives, bonuses or some kind of rewards, so that they are motivated to perform more better. Therefore 50% of the employees agree that that their superiors appreciate them for the good job that they do, so that they continue working in the same fashion, and as a result of which the company generates more profit.

Q19 There is a good communication between me and my superior?

Responses
Strongly Disagree Disagree Neutral 0% 29% 3% 7% Agree Strongly Agree

61%

INFERENCES
A strong communication is build up in the organization between the employees and their superior. There is both upward and downward communication in the organization. If an employee wants to share something with the top management or with his colleagues then they feel free to do so, because there is no obstacles or any restrictions as far as communication is concerned. All employees are free to communicate horizontally and vertically. Above diagram proves that 61% of employees agree with the above statement.

Q20 My superior considers the suggestions which I give?

Responses
Strongly Disagree Disagree Neutral 0% 14% 4% 21% Agree Strongly Agree

61%

INFERENCES
As I mentioned earlier also, the suggestions which the employees give regarding a particular topic, the top management takes it into consideration while taking important decisions. Whenever any changes need to be made in the company, the employees are always asked to give their views regarding the same. The employees are not made feel neglected or inferior in the organization. There is a lot of equality in the organization, all employees are treated equally, and there is no attitude of being a boss in the company. 61% of employees agree with it.

My Department Q21 My department always provide excellent service to the customers?

Responses
Strongly Disagree Disagree Neutral 0% 29% 3% 4% Agree Strongly Agree

64%

INFERENCES
The services which the department provides to its customers are excellent. There is no delay of work done by any department. All departments provide good services to their customers and on time. There are no complaints heard by any customers regarding services are concerned. Everyone was happy with their services. The department was also working with full dedication, determination and concentration, therefore services provided by them was very good and they satisfied the customers. 64% of employees agree with this statement.

Q22 I have the authority I need to do my best work?

Responses
Strongly Disagree Disagree Neutral 0% 21% 4% 14% Agree Strongly Agree

61%

INFERENCES
Every employee is given full authority to do their work in the best possible manner. There is no interruption or any kind of disturbance in the work of the employees. According to their designation each employee is given proper authority to take their own decisions. Only for some important decisions they might have to consult the top management but otherwise all decisions are taken by themselves, no one argue with them regarding any decisions taken. 61% of the employees agree that they are given much authority to do their work in a best way.

Q23 My department provides a safe and clean working environment?

Responses
Strongly Disagree Disagree Neutral 0% 0% 18% 7% Agree Strongly Agree

75%

INFERENCES
A very clean and safe atmosphere and environment is provided by the department to its employees. A friendly atmosphere is created in the organization. Good and healthy environment is also created in the company. All employees are very happy working in such an environment; they feel much protected and very comfortable having such an environment. They are very relaxed over there; they dont feel that they are in a contaminated weather. Therefore it is proved that 75% of employees agree with the above given statement.

Q24 People from other departments willingly cooperate with our department?

Responses
Strongly Disagree Disagree Neutral 0% 0% 11% 14% Agree Strongly Agree

75%

INFERENCES
There is a proper coordination among various departments in the organization. All departments in the organization help each other at the time of any need, they dont feel difficult in asking for help from other departments, because they know that they are very helpful and cooperative. If any problem arises in one department, other departments are always ready to help them and solve their problems. In other words we can say that there is a proper flow of communication in the company, and the same is proved by the above chart, which says that 75% of employees agree with it.

My Company Q25 My Company cares about its employees well-being?

Responses
Strongly Disagree Disagree Neutral 4% 18% 3% 14% Agree Strongly Agree

61%

INFERENCES
Proper care is given to the employees of the company. If they have any personal issues, or some kind of personal problem, the company will help those employees by solving their personal issues also, and if any employee has financial problem as well then that problem is also resolved by the company. A great deal of support and cooperation is provided by the company to its employees, which makes the employees feel at home. Therefore 61% of employee agrees that the company cares about all employees well being in a very protective way, and the company also sees to it that it doesnt hurt the sentiments of the employees.

Q26 My Company provides attractive opportunities for growth and improvement?

Responses
Strongly Disagree Disagree Neutral Agree Strongly Agree

11%

3%

7%

36% 43%

INFERENCES
As I said earlier that the company provides a lot of opportunity to the employees to grow and learn, same is being proved in the above diagram as well. In this chart also it shows that the employee gets full opportunity to show their talent and skills in various aspects. If an employee is good in one field then the company allows him to show his various skills in that field. If any new projects or assignment comes in the company then new employees are given full chance to show their caliber and to prove their talent. Therefore there is a lot of scope for employees to grow in this company and also to make their career. 43% of employees agree with the above statement.

Q27 I am proud to say that I work at this company?

Responses
Strongly Disagree Disagree Neutral 0% 14% 4% 29% Agree Strongly Agree

53%

INFERENCES
The employees of this company are so happy that they recommend others also to join this company. They feel very proud working in this company, because this company has given employees everything what they need. They treat their employees as their family. Respect, recognition, appreciation, promotion, working environment, healthy atmosphere etc all these things make people comfortable, happy and satisfied working over there. And if any employee faces some serious issue whether it is personal or professional, everyone in the company is ready to help that person; therefore a lot of support from colleagues and superior is also there in the organization. 53% of employees agree with it.

Overall Q28 I have been rewarded for my good performance?

Responses
Strongly Disagree Disagree Neutral Agree Strongly Agree

21%

7%

11% 11%

50%

INFERENCES
If any person performs well in the company proper rewards and incentives are given to that employee, which will boost their ability to do a good job in near future. Rewards are just a motivation factor for the employee, because if the employee feels that his/her work is not recognized in the company then he/she may be de-motivated, which can affect the profitability of the company. Therefore recognition of work and rewarding good work is very important in any organization, because if it is not done then it have a great negative impact on the companys reputation. 50% of employees agree with this statement.

Q29 I have been involved in internal communication with my peers?

Responses
Strongly Disagree Disagree Neutral 0% 18% 3% 18% Agree Strongly Agree

61%

INFERENCES
Internal communication is very strong in the organization. Everyone is involved in the internal communication of their peers, no one is made to feel neglected or unrecognized, and everyone is encouraged to be a part of it. Therefore if any two employees have issues among themselves then it is also resolved in a very short span. No issues are meant to keep for a longer time; hence everyone remains very friendly in the organization. None of the employees have any hard feelings against anybody; there is a friendly and cheerful atmosphere in the organization. 61% of employees agree with it.

CHAPTER IV: - MAJOR FINDINGS, RECOMMENDATIONS, SUGGESTIONS AND CONCLUSION