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A Project Report On Employee Engagement
A Project Report On Employee Engagement
Employee Engagement
AT
By
MBA (HR)
DECLARATION
DATE:
LOCATION
ACKNOWLEDGEMENT
Executive summary.
The ability of the organization to attain its goals largely depends upon the
effectiveness of its Employee Engagement Programme. Therefore it deserves great
planning and care to formulate and implement Employee Engagement strategies.
The main objectives of the project is to study the existing process of
Employee Engagement in an well reputed MNC , to explore the current trends in the
industry in Employee Engagement practices.
A detailed and exhaustive exploratory research is done over the net through
relevant websites to delineate appropriate Employee Engagement methods to
understand the current trends in the Industry and to know the company profile.
CONTENTS
Chapter 1 : Introduction
Chapter 2 : Industry Profile & Company
Chapter 3 : Employee Engagement at Genpact
Chapter 4 : Research Methodology
Chapter 5 : Analysis, Diagrammatical Representation
Chapter 6 : Conclusion
ANNEXURE
o Genpact
o Questionnaire
BIBLIOGRAPHY
Abstract
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. The paper focuses on how employee engagement is an
antecedent of job involvement and what should company do to make the employees
engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question
survey that identifies strong feelings of employee engagement and the steps which shows
how to drive an engaged employee.
Introduction
Engagement at work was conceptualized by Kahn, (1990) as the Harnessing of
Organizational Members selves to their work roles, In engagement, people employ
and express themselves physically, cognitively, and emotionally during role
performances.
The second related construct to engagement in organizational behavior is the notion of
flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as
the Holistic Sensation that, people feel when they act with total involvement. Flow is
the state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions.
Employee engagement is the thus the level of commitment and involvement an employee
has towards their organization and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the job for the benefit
of the organization. The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee. Thus Employee
engagement is a barometer that determines the association of a person with the
organization
Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as The
degree to which the job situation is central to the person and his or her identity (Lawler &
Hall, 1970). Kanungo (1982) maintained that job involvement is a Cognitive or belief
state of Psychological identification. Job involvement is thought to depend on both need
saliency and the potential of a job to satisfy these needs. Thus job involvement results
form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view
are tied to ones self image. Engagement differs from job in as it is concerned more with
how the individual employees his/her self during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally engagement may be
thought of as an antecedent to job involvement in that individuals who experience deep
engagement in their roles should come to identify with their jobs.
When Kahn talked about employee engagement he has given important to all three
aspects physically, cognitively and emotionally. Where as in job satisfaction importance
has been given more to cognitive side.
HR practitioners believe that the engagement challenge has a lot to do with how
Employee feels about the about work experience and how he or she is treated in the
organization. It has a lot to do with emotions which are fundamentally related to drive
bottom line success in a company. There will always be people who never give their best
efforts no matter how hard HR and line managers try to engage them. But for the most
part employees want to commit to companies because doing so satisfies a powerful and a
basic need in connect with and contribute to something significant.
Three basic aspects of employee engagement according to the global studies are:
The employees and their own unique psychological make up and experience
The employers and their ability to create the conditions that promote employee
engagement
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According to the Gallup the Consulting organization there are there are different types of
people:-
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so
they can do it and say they have finished. They focus on accomplishing tasks vs.
achieving an outcome. Employees who are not-engaged tend to feel their contributions
are being overlooked, and their potential is not being tapped. They often feel this way
because they don't have productive relationships with their managers or with their
coworkers.
Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."
They're "Consistently against Virtually Everything." They're not just unhappy at work;
they're busy acting out their unhappiness .They sow seeds of negativity at every
opportunity. Every day, actively disengaged workers undermine what their engaged
coworkers accomplish. As workers increasingly rely on each other to generate products
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and services, the problems and tensions that are fostered by actively disengaged workers
can cause great damage to an organization's functioning.
Importance of Engagement
Engagement is important for managers to cultivate given that disengagement or
alienation is central to the problem of workers lack of commitment and motivation
(Aktouf). Meaningless work is often associated with apathy and detachment from ones
works (Thomas and Velthouse). In such conditions, individuals are thought to be
estranged from their selves (Seeman, 1972) .Other Research using a different resource of
engagement (involvement and enthusiasm) has linked it to such variables as employee
turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity and
profitability criteria (Harter, Schmidt & Hayes, 2002).
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.
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They form an emotional connection with the company. This impacts their attitude
towards the companys clients, and thereby improves customer satisfaction and
service levels
13
Factors Leading to Employee EngagementStudies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are
Career development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.
Feeling Valued & Involved
Career Development- Opportunities for personal development
Career Development Effective Management of talent
Leadership- Clarity of company Values
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Employees need to feel that the core values for which their companies stand are
unambiguous and clear.
15
Successful organizations show respect for each employees qualities and contribution
regardless of their job level.
Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and
innovate to move the organization forward.
Image
How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of
those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.
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Other factors
Performance appraisal
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Research indicates that the engagement levels are low if the employee does not feel
secure while working. Therefore every organization should adopt appropriate methods
and systems for the health and safety of their employees.
Job Satisfaction
Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss than the engagement levels are likely to be high.
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Family Friendliness
A persons family life influences his wok life. When an employee realizes that the
organization is considering his familys benefits also, he will have an emotional
attachment with the organization which leads to engagement
Co-operation
If the entire organization works together by helping each other i.e. all the employees as
well as the supervisors co-ordinate well than the employees will be engaged.
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.
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Step I: 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.
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feedback from the staff. It is important that employee engagement is not viewed as a one
time action. Employee engagement should be a continuous process of measuring,
analyzing, defining and implementing.
The employee survey is a diagnostic tool of choice in the battle for the hearts of
employees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies)
asked workers number of questions relating to their job satisfaction. Gallup being one of
oldest the consulting organization {in conducting engagement survey} creates a feedback
system for employers that would identify and measure elements of worker engagement
most tide to the bottom line. Things such as sales, growth, productivity and customer
loyalty are all accessed. After Hundreds of focus group and thousands of interviews with
employees in a variety of industries, Gallup came up with Q. 12, a twelve-question
survey that identifies strong feelings of employee engagement. They have identified 12
questions that most effectively measure the links (the Gallup Q12).
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good
work?
5. Does your supervisor, or someone at work, seems to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
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The interpretation of the questionnaire and one of the companies engagement level is
summarized in the table below.
Some of the discussions which come from Gallups questions are: Know what is expected of me at work- employees should know exactly what is
expected of them. If expectations are unclear, employees will inevitably face frustration,
and will be open for other opportunities where they do know what's expected of them,
and where their contributions are measured and recognized.
Materials and equipment- Employees need the right tools and equipment to support
their skills, experience and talents & perform their jobs at an optimum level.
Do what I do best every day - Are your employees cast in the right roles? Knowing the
critical demands for every role is a key to ensuring that talents fit those demands.
Supervisor/Someone at work cares -Managers must spend most of their time with their
most productive talent. Many managers give their greatest degree of attention to
employees who are falling behind. Talented, productive people crave time and attention
from their managers, and will leave your company if they have a weak relationship (or no
relationship) with their manager or supervisor.
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23
24
Identify the problem areas to see which are the exact areas, which lead to disengaged
employees
Step IV: Taking action to improve employee engagement by acting upon the
problem areas
Nothing is more discouraging to employees than to be asked for their feedback and see
no movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost
morale, motivate and encourage future input. Taking action starts with listening to
employee feedback and a definitive action plan will need to be put in place finally.
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26
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Definition of Outsourcing
The Webster's Universal Dictionary meaning of "Outsourcing" is: "A company or
person that provides information; to find a supplier or service, to identify a source".
Outsourcing can be defined as a process in which a company delegates some
of its in-house operations/processes to a third party. Thus outsourcing is a contracting
transaction through which one company purchases services from another while
keeping ownership and ultimate responsibility for the underlying processes. The
clients inform their provider what they want and how they want the work performed.
So the client can authorize the provider to operate as well as redesign basic processes
in order to ensure even greater cost and efficiency benefits.
Companies turn to resources outside their organizational structure usually to
save money and/or make use of the skilled professionals.
The Outsourcing market is estimated to grow tremendously in the coming
few with an increasing number of companies planning to outsource both low end and
high-end jobs to offshore destinations. Also the number of companies providing
outsourcing services is on the rise, thus resulting in larger variety. Due to the fact that
more and more companies are outsourcing, the risks are getting smaller as businesses
have more experience and clearer objectives.
Outsourcing in the world today is seen as a strategic management option rather than
just a cost cutting operation. It aids companies to achieve their business objectives
through operational excellence and a better market position. In order for companies
to focus on their core competencies, all companies today outsource one or more of
their operations. In order to compete in the global economy companies need to focus
their resources on their core operations.
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Advantages of Outsourcing
Companies can save up on operational costs. In fact most companies can cut their
operating costs to half by outsourcing
Get access to cheaper and more efficient labor
Cut up on labor training cost
Get access to better technologies at a cheaper cost
Increase productivity
Concentrate on core competencies
Disadvantages of Outsourcing
The company that outsourcers can get into serious trouble if the service provider
refuses to provide business due to bankruptcy, lack of funds, labor etc
Outsourcing requires the control of the process being outsourced by transferred to
the service provider. Thus the company may loose control over its process
The service provider in developing countries generally services many companies.
So there are many chances of partiality owing to more payment by other parties
The current employees in the company that outsourcers may feel threat due to
outsourcing and may not work properly
The attitude of people in the developed countries against companies that outsource
is generally bad
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30
31
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records from audio format or dictated by doctors or other healthcare into either a
hard copy or electronic format.
Other Services - The other services include online education or web based training,
market research analysis using statistical packages, remote network maintenance and
monitoring.
India, took the No. 1 spot in neo IT's ranking of 14 possible IT outsourcing
destinations. According to annual report India offers "cost competitiveness, a highly
skilled labors pool and a high level of service maturity,"
Level
Factors
Financial
benefit
Level
1 Weights
30%
Level
Sub-
factors
Labor cost
Cost
advantage operating
and capital expenditures
33
Service
maturity
25%
People
25%
Infrastructure
5%
Catalyst
15%
Process
maturity and competency
of suppliers
Industry size
and growth
Security/IP
protection
Labor pool and
skill level
Language
proficiency
HR
Educational
system
ICT
and
physical infrastructure
Governmental
support
Geopolitical
environment
Physical
and
time zone displacement
Cultural
compatibility
Call Centre:
A call centre or call center is a centralized office used for the purpose of
receiving and transmitting a large volume of requests by telephone. A call centre is
operated by a company to administer incoming product support or information
34
inquiries from consumers. Outgoing calls for telemarketing, clientele, and debt
collection are also made.
A call centre is often operated through an extensive open workspace, with
work stations that include a computer, a telephone set/headset connected to a telecom
switch, and one or more supervisor stations. It can be independently operated or
networked with additional centres, often linked to a corporate computer network,
including mainframes, microcomputers and LANs. Increasingly, the voice and data
pathways into the centre are linked through a set of new technologies called
computer telephony integration (CTI).
Most major businesses use call centres to interact with their customers.
Examples include utility companies, mail order catalogue firms, and customer
support for computer hardware and software. Some businesses even service internal
functions through call centres. Examples of this include help desks and sales support.
C. Service Level
Service level takes the form of X percent answer in Y seconds (such as 80 percent of
calls answered in 20 seconds), and is a high level measure of how fast callers get
through to reps.
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D. Percent Abandoned
Abandonment is an ongoing concern in incoming call centers. If callers hang up
before we get a chance to talk to them, we are missing the opportunity to make them
happy, sell to them and solve their customer service problems callers' circumstances.
E. Cost Per Call
There are various ways to calculate cost per call (i.e. what factors to include in staff
costs, how to allocate equipment, how to value the building) but the basic formula is
to divide total costs by total calls received for a given period of time (usually a
month).
36
37
GE:
GE is a diversified technology, media and financial services company dedicated to
creating products that make life better. From aircraft engines and power generation to
financial services, medical imaging, television programming and plastics, GE
operates in more than 100 countries and employs more than 300,000 people
worldwide. The company traces its beginnings to Thomas A. Edison, who
established Edison Electric Light Company in 1878. In 1892, a merger of Edison
General Electric Company and Thomson-Houston Electric Company created General
Electric Company. GE is the only company listed in the Dow Jones Industrial Index
today that was also included in the original index in 1896
Thomas Edison was the genius
inventor of the electrical age,
a man whose hundreds of
inventions made him a public
giant in the late 19th and
early 20th centuries. Among
Edison's most famous inventions are the first practical long-lasting light bulb and the
phonograph; he also helped refine and develop other inventions like motion pictures,
the stock ticker and the typewriter. By the end of his life Edison had registered 1093
patents and had made millions from his inventions and the businesses he built on
them. He is especially known for his work with electricity, and the story of his
struggles to find the right filament for the first working light bulb are legendary.
Edison's labs were located in Menlo Park, New Jersey, leading to his nickname: "The
Wizard of Menlo Park." Edison is also famous for being a dogged worker: he often
slept no more than four hours per night and made the famous statement, "Genius is
one percent inspiration and ninety-nine percent perspiration."
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GE Capital International Services has taken on a new name: Genpact, with tagline:
Global Business Impact(SM).
Gecis Global is a pioneer in global outsourcing world and is a big name to contend with.
Expectations generated by the rebirth include passing the US $1 billion mark in annual
revenues by 2007 2008 and gain a global workforce reaching 30,000 in number.
The search for a new name began December 30, 2004 upon GEs commercialization of
its GE Capital International Services unit. Of the thousands of suggestions that poured in
from employees and customers, Genpact stood out and was eventually chosen.
"We chose it because it so aptly communicates our brand promise - generating value,
commitment, partnership and impact, says Pramod Bahsin, Genpacts president and
CEO. He goes further to explain the concept behind the name and tagline, "Global
enterprises today want impact," said Bhasin. "They want partners they can trust to work
with them and through process excellence measurably improves their margins, cash
performance, and speed to market."
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The Genpact logo was designed by Interbrand and depicts a stylized arrow aimed at a
blue field.
"Global enterprises today want impact. They want partners they can trust to work with
them and through process excellence measurably improves their margins, cash
performance, and speed to market," explains Bahsin.
Gecis, as it was widely known, thrived with the outsourcing boom with offices in
Hyderabad, Bangalore, Jaipur, and Kolkata. It branched even further by building sites in
China, Eastern Europe, and Mexico. Under consideration are plans to erect sites in India,
China, and a yet-to-be-disclosed location in Europe or North Africa catering to a Frenchspeaking clientele.
December 30, 2004 saw GE selling 60% of Gecis equity to General Atlantic and Oak Hill
Capital Partners both well-known for investments in IT-enabled and knowledge-based
companies.
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even brighter future awaits Genpact as more clients in the blue-chip market find their
way to it, in their quest for global outsourcing excellence. Growth History:
Genpact has grown from a fledgling company, employing around 350 people in India,
in 1997, to one with an employee base of over 19,000 people globally. Combined with
this, Genpact has achieved an exponential growth in revenues.
Not only has Genpact grown in terms of its people and revenue, but has also evolved its
product portfolio over the years. Its key strategy has been to develop product expertise
in selected Industry Verticals, new technology rollouts and expansion into new
Geographies.
Genpact:
Genpact is a leading provider of Business Services & Technology Solutions. Since it was
established in 1997, the company has been driving process improvements to help
enterprises improve their revenue, cash, costs, margins, speed, and customer relationships
globally.
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Operating in six countries, Genpact combines strong business and domain knowledge
with Six Sigma and Lean quality methods to deliver important year-over-year cost and
productivity
gains
to
customers.
In 2005, Genpacts revenues were $493 million. A company majority owned by GE and
the private equity firms of General Atlantic and Oak Hill Capital Partners, Genpact has
20,000 highly skilled associates specialized by industry - banking/finance, insurance,
manufacturing, transportation, and automotive and by the impact areas they serve - sales
& marketing analytics, supply chain and aftermarket services, financial services core
operations & collections, finance & accounting, information technology services, and
enterprise
application
services
&
program
management.
China
Hungary
Romania
United States
Mexico
Customer Service
Supply Chain & Procurement
Enterprise Application
Management
Services
&
Program
Genpact offers to a host of GE businesses and Fortune 500 customers. Some of the
Industry verticals served are:
Banking / Finance
Insurance
Manufacturing
Transportation
Automotive
The business delivery model at Genpact is based on speed, simplicity, and a constant
quest for Six Sigma quality. Genpact has used the Six Sigma and Lean approach
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extensively across internal functional areas and customer processes, completing over
1000 high impact projects. We are known for our commitment to high quality and low
cost, global delivery capability, proven transition and engagement models and process reengineering skills.
Collections.
Insurance Solutions.
Analytics.
IT services.
Commercial Finance.
Learning.
External.
Consumer Finance.
Functional Practices.
Industry Offerings
1. Functional Practices.
Solutions industry in India and has ever since been at the forefront, expanding the breadth
and depth of its product and service offering.
Core product offerings include:]
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Banking / Finance:
Insurance:
Manufacturing:
Transportation:
Automotive
Future of GENPACT
Genpact wants to hit $1-billion revenues by December 2008. At $493 million, it is
already the largest Indian third-party BPO player by a yawning margin. To retain the lead,
CEO Pramod Bhasin and his team have drawn a growth strategy.
Phase 1 - 2005: Emerging from GE's shadow
o A five-member core leadership team takes charge. This combines a decade's
experience in running Gecis
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o The leadership team sets up a 50-people global sales and marketing team within
two months. It freezes its go-to-market strategy: global delivery versus Indiacentric offshore delivery
o It flags off acquisitions: buys New Jersey-based Creditek that brings on board 50
clients and $20-mn revenues Closes 2005 with 15 non-GE customers.
o Revenues grow 22 per cent from $404 million in December 2004 to $493 million
in 2005.
o GE's share of revenues down from 94 per cent to 85 percent. Headcount up from
16,000 to 19,500.
Phase 2 - 2006: Marketplace consolidation gets into top gear
o Scale up revenues from at least 10 non-GE customers to significant size
o Revenues for the year pegged at $620 million-625 million and GE's contribution
pegged at 75 percent
o Larger acquisition in Europe or North America. Target should have revenues
between $100 million-200 million, specific domain expertise and, most critical, a
significant chunk of 'offshorable' business
o Delivery centers in China, Mexico and Eastern Europe to be beefed up. Plans to
add new centers in China and South-east Asia. Total headcount will increase to
25,000.
Phase 3 - 2007-2008: Being a pioneer again and India's first global third-party BPO
major
o Enable non-GE customers to move to a broader range of services. GE's
contribution to revenues will be scaled down to 50-60 per cent
o Expand into new services and verticals. Emphasis on high-growth areas like
engineering services, Pharma, healthcare and insurance $150 million of the target
will come from acquisitions.
o Total headcount pegged at 50,000 by December 2008.
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o The company wants to push through an overseas listing before it hits $1 billion
revenues. Existing stakeholders (GE, General Atlantic and Oak Hill) are expected
to offload a part of their stake at the time of the IPO
Though the new identity came a good nine months after GE had sold 60 per cent in its
captive, the transition had started much earlier. The first step Bhasin took to prepare the
company for the new world was to get the business development piece in place. He roped in
former Gecis CEO V.N. Tyagarajan to head Genpact's sales and marketing. The success of
the transition from captive to third-party would depend on how quickly Genpact was able to
make its presence felt in the marketplace.
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Genpact is not only successful in being one of the top most BPO in India, but is
also grooming in respect of employee engagement & growth.
The areas which are being focused in terms of Employee Engagement are:
Growth
Stagnation
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Stress/Workload/Team Engagement
Communication
Appreciation
Employee Engagement
A positive attitude held by the employee towards the organization and its values. An engaged
employee works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.
The result of these practices can be evident through the regular feedback from our employees
collected through surveys,
49
Job design
Job fit
50
Recognition
Pride in organization
Employee input
Work-life balance
Workplace culture/morale
Fair HR practices
51
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We can also have a HR folder or an intranet for employees have you have sections like
motivation stories, quotes, Support grievances jokes, etc... Some entertainment for employees
KEY
EMPLOYEE
- PROFITABILITY
ENGAGEMENT
EMPLOYEE
COMPANY
CUSTOMER
OUTCOME
METRICS
RETENTION
PERFORMANCE
SATISFACTION
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1. Education @ Work
2. Redesign work place
3. Letters to Family
4. Fun @ work
5. Cross Training
6. Team Huddles
7. FLA Growth Card
8. Life Enrichment Activities
9. Job Rotation
10. Clubs/Projects
11. Active Team Leader
Education @ Work
Education @ Work Prepares employees for success by offering relevant programs
from premier institutes across the world, using multiple delivery methodologies and
making it convenient for employees to Learn while you Earn and helping to build career
and helps in contributing to the organizations growth.
Programs that are offered by Education @ work are:
1. Banking
2. Finance and Accounting
3. Language
4. Management
5. Risk Management
6. Supply Chain Management
7. Information Technology
8. Project Management\
9. Customer Service
10. Mortgage
11. Insurance
12. Analytics
13. Software
14. Collections
Revamping the Floor: - Action plan was made to Revamp the floor by
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Following Activities:
1. Change Wall Color
2. Improving Ambience
Fun @ Work
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Fun @ Work activities are considered to be backbone in a team bounding. Every team has
a fun spoc whose responsibilities includes various games and other team building
activities with the help of which internal team bounding can be improved. At the same
time it can also be considered to provide ample of time as to relieve the stress that a
normal BPO employee has to face.
Different activities include various indoor games, Seasonal activities celebrating festivals,
Bay decoration, and Birthday celebration.
Fun at Work" might sound like an oxymoron, but it is a reality in the corporate world
today. The most successful of organizations add a healthy dose of play into
their routines because research shows that when people have fun at work,
they enjoy their jobs and this translates them into being more creative,
more productive and more committed to doing their job well.
Its also no secret that having fun at work can help boost morale, reduce stress, improve
staff retention, mean less sick days and increase team building and spirit.
Having true fun at work is very similar to the kind of fun one has when playing a sport or
performing. For example, the last time I played a sport in front of an
audience, I channeled all my attention and energy to the point where I was
solely focused on my performance. I remember how much fun it was
getting congratulations from my teammates and the audience! And even
though I was completely exhausted following my performance, I
remember how great I felt afterwards.
I think this is the type of fun that best fits the workplace - playful and competitive games
that generate congratulations and cheers from coworkers. Additionally,
sporting or performance types of fun fit well within the workplace where
employers generally want us to have energy, drive, talent, determination,
competitive spirit, and be goal orientated.
This kind of fun is successfully being implemented at Genpact. Weve already had a
Football Championship which involved a lot of employees. Emotions were
shared and the teams really had intensive fun. Now Genpact has its own
football team, who represents the company at the biggest football
tournament dedicated to all companies.
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Cross Training :
Cross-training (Also known as conditioning) refers to training in different ways to
improve overall performance. It takes advantage of the particular effectiveness of each
training method, while at the same time attempting to neglect the shortcomings of that
method by combining it with other methods that address its weaknesses.
Cross-training in business operations involves training employees to engage in quality
control measures. Employees are trained in tangent job functions to increase oversight in
ways that are impossible through management interactions with workers alone.
Advantages:
Helps patrons/customers/clients in the long run, as employees are empowered to answer
questions about the entire organization.
Requires staff to re-evaluate the reasons and methods for accomplishing their work;
inefficient methods, outdated techniques and bureaucratic drift are
challenged, if not eliminated.
Raises an awareness of what other departments do.
Routine scheduling is enhanced with the ability to move staff about the "Operation".
Better coverage, increased flexibility and ability to cope with unexpected absences,
emergencies, illness, etc.
Can increase the "employability" of staff that has the opportunity to train in areas they
were not originally hired for.
Other advantages include
Increased flexibility and versatility,
Appreciated "intellectual capital"
Improved individual efficiency,
Increased standardization of jobs,
Heightened Morale
Team Huddle:
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2. Compliance: It Includes:
Process Compliance Adherence
Data Protection Act Adherence
Dress Code Policy adherence
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Job Rotation: Change in roles and responsibilities, like SME,QC, Dashboard, IT,
HR, Quality, Logistics.
Life Enrichment Activities: Though life enrichment activities stress and health
of the Employees can be taken care of.
It includes:
Introduction of Yoga
De-Stress Activities
Office Ergonomics
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RESEARCH METHODOLOGY
The research method of the study explains the systematic way of findings to the
predetermined objectives. Moreover this provides the clean path to accomplish and
achieve clear solution for the problem stated. The following are the stages through which
the research has passed to obtain the conclusions.
1. Define the research problem
2. Review the literature
3. Design research
4. Collection of data
5. Analyze data
6. Interpret data
7. Report the data
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To find out the satisfaction levels of the Employees with the current
system.
Methodology:
A study is conducted to know the views of the Employees on the Current System.
To know the attitude of the Employees data is collected through structured questionnaire.
(Where questions are in pre-arranged order).
The questionnaire consists dichromatic, multiple choice and open ended
questions.
The questionnaire is designed for Employees working with GENPACT; the
questionnaires were given as feed back forms to the candidates on behalf of GENPACT.
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Sampling Size: A sample size of 15 is drawn, where the respondents are the
Employees who work for Voice and Non Voice process.
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Source of data:
For the purpose of the study the following sources of data are used.
Primary data: Primary data refers to the collection of first hand data.
Data is collected through
Questionnaire
Observations
Published sources.
Data Analysis: After the data have been collected it has to be analyzed; the data
obtained from the questionnaire is arranged in a serial order. A master copy with
tabulation methods has been prepared.
Tabulation is a part of technical procedure where in classified data are
put in the form of tablets. The tablets thus obtained were analyzed with statistical
techniques so that interpretation would be precise.
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Organization of the study deals with the arrangement of the entire report. The entire work
is put according to chapter wise to facilitate easy identification of the topic.
The chapter I. gives the introduction of Employee Engagement. This
chapter gives overall view of the project.
The chapter II deals with Industry profile, company profile and
procedures followed in organization.
The chapter III deals with introduction of Employee Engagement
and Employee Engagement Practices done in GENPACT.
.
The chapter IV deals with Research methodology used , statement of
the problem , objectives , sample collection and statistical tools used .
The Chapter V data analysis and interpretation, which explains how
data is analyzed and interpreted by using tables, graphs.
The chapter VI deals with conclusions.
The end of the report consists of Bibliography, which is followed by
Annexure.
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67
Purpose: Main purpose of asking this question was to see that fun at work activity
happens regularly in the team or not.
Conclusion: Most of the believe that it happens regularly in the team.
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Purpose: The purpose of asking this question was to see whether the supervisor is
providing feedback to the employees regarding his performance or not.
Conclusion: Approximately half of the people strongly agree with this statement however
there are few who disagree with this statement.
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Purpose: Purpose of asking this question was to see that how many people are interested
in doing their work.
Conclusion: Most of the Employees want to come to office regularly except few
employees.
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Purpose: Purpose of asking this question was to see that how many employees think that
they are given equal opportunities to improve their skills.
Conclusion: There is no employee who disagrees with this statement. There are few
employees who slightly disagree with this statement.
Most of the employees think that they get equal opportunities.
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Purpose: The purpose to ask this question was to see that how many employees think that
rewards and recognition is given to them for their work.
Conclusion: Half of the employees think that they get rewards and recognition and half of
the employees disagrees, strongly disagree and slightly disagree with this statement.
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Purpose: Purpose of asking this question was to see that the thoughts of employees are
given respect or not
Conclusion: Employees feel that there thoughts are given respect and there thoughts are
given values.
73
Purpose: Purpose of asking this question was to see that how much commitment is shown
by the supervisor for the development of the employee.
Conclusion: More than half of the employees think that the manager shows commitment
towards there development.
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Purpose: Purpose was to see that do the employees get the opportunity to learn from there
mistake.
Conclusion: Most of employees think that they get opportunities to learn from there
mistakes.
9. Do I enjoy my work?
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Purpose: Purpose was to see that employees enjoy there work or not.
Conclusion: Most of the employees enjoy there work.
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Purpose: Purpose was to see the awareness of the employees about there career
opportunities.
Conclusion: Most of the Employees are aware of the career opportunities in GENPACT.
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78
CONCLUSION
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Conclusion
As Per the above observations and analysis it seems that most of the Employees of GCF
Australia are Engaged and like there work and Organization except few Employees who
are Not Engaged and few who are Nearly engaged and can be changed to an Engaged
Employee by their supervisors by proper planning.
Employee Engagement is the buzz word term for employee communication. It is a
positive attitude held by the employees towards the organization and its values. It is
rapidly gaining popularity, use and importance in the workplace and 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.
We would hence conclude that raising and maintaining employee engagement lies in the
hands of an organization and requires a perfect blend of time, effort, commitment and
investment to craft a successful endeavor.
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Genpact
India
Gurgaon
4 CoEs
600 Employees
English, French
2 Sites
7 CoEs
French, German Spanish
Employees
- 6000
2 Sites
Jaipur
Kolkata
Supports Gurgaon &
Jaipur Hiring
Hyderabad
Bangalore
4 CoEs
1400 Employees
English & French
2 Sites
9 CoEs
English & French
6335 Employees
7 Sites
800
Processes
19000
Employee
s
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Questionnaire
Employee Engagement Survey
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
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B.
C.
D.
E.
F.
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
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9. Do I enjoy my work?
A.
B.
C.
D.
E.
F.
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
Strongly Disagree
Disagree
Slightly Disagree
Agree
Strongly Agree
No Opinion
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BIBLIOGRAPHY
Books referred:
Human Resource Management..Shashi. K. Gupta
Rosy Joshi
Human Resource Management.V.S.P.Rao
Human Resource Management.Fisher Shaw
Human Resource Management.Subba Rao
.
Websites:
www.humanresources.about.com
www.hr-guide.com
www.books.google.com
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