Академический Документы
Профессиональный Документы
Культура Документы
ON
EMPLOYEE ENGAGEMENT
AT
GENPACT
(SESSION: 2016-17)
ROHTAK
DECLARATION
DIKSHA
DATED:
PLACE:
SIGNATURE:
GUEST FACULTY
DEPARTMENT OF COMMERCE
1. Introduction
4. Research Methodology
6. Conclusion
7. Questionnaire
BIBLIOGRAPHY
INTRODUCTION
Introduction
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
According to the Gallup the Consulting organization there are there are different types of
people:-
Engaged--"Engaged" employees are builders. They want to know the desired Expectations
for their role so they can meet and exceed them. They're naturally curious about their
company and their place in it. They perform at consistently high levels. They want to use
their talents and strengths at work every day. They work with passion and they drive
innovation and move their organization forward.
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so they
can do it and say they have finished. They focus on accomplishing tasks vs.
achieving an outcome. Employees who are not-engaged tend to feel their contributions
being overlooked, and their potential is not being tapped. They often feel this way because
they don't have productive relationships with their managers or with their
coworkers.
• Engaged employees will stay with the company, be an advocate of the company
and its products and services, and contribute to bottom line business success.
• They form an emotional connection with the company. This impacts their attitude towards
the company’s clients, and thereby improves customer satisfaction and service levels
• It builds passion, commitment and alignment with the organization’s strategies and goals
Studies 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 mosttalented
employees and providing opportunities for personal development.
7. Empowerment Image
9. Performance Appraisal
13. Communication
14. Family friendliness
15. Co-operation
Employees need to feel that the core values for which their companies stand are unambiguous
and clear.
Successful organizations show respect for each employee’s qualities and contribution –
Empowerment
Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate
to move the organization forward.
Image
How much employees are prepared to endorse the products and services which their company
provides its customers depends largely on their perceptions of the quality of those goods and
services. High levels of employee engagement are inextricably linked with high levels of
customer engagement.
Other factors
The employee engagement levels would be high if their bosses (superiors) provide equal
opportunities for growth and advancement to all the employees
Performance appraisal
The company should have a proper pay system so that the employees are motivated to work
in the organization. In order to boost his engagement levels the employees should also be
provided with certain benefits and compensations.
Research indicates that the engagement levels are low if the employee does not feel secure
while working. Therefore every organization should adopt appropriate methods and systems
for the health and safety of their employees.
Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is veryessential for
an organization to see to it that the job given to the employee matches his career goals which
will make him enjoy his work and he would ultimately be satisfied with his job.
Communication
The company should follow the open door policy. There should be both upward and
downward communication with the use of appropriate communication channels in the
organization. If the employee is given a say in the decision making and has the right to be
heard by his boss than the engagement levels are likely to be high.
Family Friendliness
A person’s family life influences his wok life. When an employee realizes that
theorganization is considering his family’s benefits also, he will have an emotionalattachment
with the organization which leads to engagement
Co-operation
If the entire organization works together by helping each other i.e. all the employees as well
as the supervisors co-ordinate well than the employees will be engaged.
How to measure Employee Engagement?
Gallup research consistently confirms that engaged work places compared with least
engaged are much more likely to have lower employee turnover, higher than average
customer loyalty, above average productivity and earnings. These are all good things that
prove that engaging and involving employees make good business sense and building
shareholder value. Negative workplace relationships may be a big part of why so many
employees are not engaged with their jobs.
Step I: Listen
The employer must listen to his employees and remember that this is a
continuous process. The information employee’s supply will provide direction. This is the
only way to identify their specific concerns. When leaders listen, employees respond by
becoming more engaged. This results in increased productivity and employee retention.
Engaged employees are much more likely to be satisfied in their positions,
remain with the company, be promoted, and strive for higher levels of performance.
questions that most effectively measure the links (the Gallup Q12).
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?
8. Does the mission/purpose of your company make you feel your job is important?
12. In the last year, have you had opportunities at work to learn and grow?
The interpretation of the questionnaire and one of the companies engagement level is
summarized in the table below.
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.
Opportunities to learn and grow- The Company should create an environment that
encourages employees to drive towards innovation or to create better systems for more
productive results. Great managers always ask what skills and knowledge need
to accompany talent to result in the greatest outcome for each employee.
According to the study of Watson Wyatt, the service – profit chain establishesrelationship
between profitability, customer loyalty and employee satisfaction, loyalty and productivity.
The links in the chain (which should be regarded as propositions) are a follows: profit and
growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer’s
satisfaction. Satisfaction is largely influenced by the services provided to customers.
Satisfied, loyal and productive employees create value.Employee’s satisfaction in turn results
primarily from high quality support services and that enable employees to deliver results to
customers. While many organizations are beginning to measure relationship between
individual links in the service only a few have related the links in the meaningful ways that
can lead to comprehensive strategies for achieving lasting competitive advantage of building
employee engagement. In a study of its seven telephone customer service centers
(MCI found that there is a clear relationship between employee’s perceptions of the
quality of services and employee engagement).
Step III: - Identify the problem areas
Identify the problem areas to see which are the exact areas, which lead to disengaged
employees
problem areas
Nothing is more discouraging to employees than to be asked for their feedback and see no
movement toward resolution of their issues. Even the smallest actions taken to address
concerns will let the staff know how their input is valued. Feeling valued will boost morale,
motivate and encourage future input. Taking action starts with listening to
employee feedback and a definitive action plan will need to be put in place finally.
INDUSTRY PROFILE
COMPANY PROFILE
Definition of Outsourcing
The Webster's Universal Dictionary meaning of "Outsourcing" is: "A company or person that
provides information; to find a supplier or service, to identify a source".
Outsourcing can be defined as a process in which a company delegates some of its in-
house operations/processes to a third party. Thus outsourcing is a contracting
transaction through which one company purchases services from another while keeping
ownership and ultimate responsibility for the underlying processes. The clients inform
their provider what they want and how they want the work performed. So the
client can authorize the provider to operate as well as redesign basic processes in order to
ensure even greater cost and efficiency benefits.
Companies turn to resources outside their organizational structure usually to save money
and/or make use of the skilled professionals.
The Outsourcing market is estimated to grow tremendously in the coming few with an
increasing number of companies planning to outsource both low end and high-end jobs to
offshore destinations. Also the number of companies providing outsourcing services is on the
rise, thus resulting in larger variety. Due to the fact that more and more companies are
outsourcing, the risks are getting smaller as businesses have more experience and clearer
objectives. Outsourcing in the world today is seen as a strategic management option rather
than just a cost cutting operation. It aids companies to achieve their business objectives
through operational excellence and a better market position. In order for companies to focus
on their core competencies, all companies today outsource one or more of their operations. In
order to compete in the global economy companies need to focus their resources on their core
operations.
Advantages of Outsourcing
• Companies can save up on operational costs. In fact most companies can cut their operating
costs to half by outsourcing
• Increase productivity
• The company that outsourcers can get into serious trouble if the service provider refuses to
provide business due to bankruptcy, lack of funds, labor etc
• Outsourcing requires the control of the process being outsourced by transferred to the
service provider. Thus the company may loose control over its process
• The service provider in developing countries generally services many companies. So there
are many chances of partiality owing to more payment by other parties
• The current employees in the company that outsourcers may feel threat due to outsourcing
and may not work properly
• The attitude of people in the developed countries against companies that outsource is
generally bad
Business process outsourcing:
Business process outsourcing is a process in which a company delegates some of its in-house
operations/processes to a third party. Thus business process outsourcing is a transaction
through which one company acquires services from another while maintaining
ownership and ultimate responsibility for the processes. The company then informs its
provider what it wants and how it wants the work performed. So the company can authorize
the provider to operate as well as redesign basic processes in order to ensure even greater cost
and efficiency benefits.
The main motive for business process outsourcing is to allow the company to invest more
time, money and human resources into core activities and building strategies, which fuel
company growth
1. Productivity Improvements
2. Access to expertise
4. Cost savings
5. Improved accountability
6. Improved HR
The BPO industry in India has grown by leaps and bounds. It has been growing
70 percent a year and is now worth US$1.6 billion, employing 100,000 people. And as
McKinsey analysts put it, BPO has to grow only 27% till 2008 to deliver US$17 billion in
revenues and employment of a million people
Indian BPO Segments Business Process Outsourcing in India is organized in many segments.
Back-office processing and customer interaction services are among the fastest and largest
growing segments that contribute significantly to the Indian BPO market. Other notable
segments are revenue accounting, content development, animation, engineering and design,
GIS and medical transcription.
HR Services - This segment is by far the largest, accounting for 42% pf the market share in
FY 2002. Industries such as banks and aviation require large-scale data processing and data
based decision-making capabilities. Indian companies provide data entry (paper to digital)
and rule-set processing (applying present rules and criteria for processing) and are fast
graduating to problem solving and decision-making.
Customer Interaction Services - The customer care segment ranks third occupying 28% of
the pie. A customer care center is a service center with adequate telecom facilities, trained
consultants, access to requisite databases, Internet and other online information support
infrastructure to provide information and support to customers. Such centers are used for a
number of customer-related functions like marketing, selling, information dispensing, advice,
technical support etc.
Medical Transcription Services - Medical transcription accounts for 2% of the total Indian
outsourcing services. Medical transcription was one of the first offshore BPO services to be
launched from India. This service involves the transcribing of medical
records from audio format or dictated by doctors or other healthcare into either a hard copy or
electronic format.
Other Services - The other services include online education or web based training, market
research analysis using statistical packages, remote network maintenance and monitoring.
India, took the No. 1 spot in neo IT's ranking of 14 possible IT outsourcing destinations.
According to annual report India offers "cost competitiveness, a highly skilled labors pool
and a high level of service maturity,"
• Cost benefits
Call Centre:
A call centre or call center is a centralized office used for the purpose of receiving and
transmitting a large volume of requests by telephone. A call centre is operated by a
company to administer incoming product support or information inquiries from
consumers. Outgoing calls for telemarketing, clientele, and debt collection are also
made.
A call centre is often operated through an extensive open workspace, with work stations that
include a computer, a telephone set/headset connected to a telecom switch, and one or more
supervisor stations. It can be independently operated or networked with additional centres,
often linked to a corporate computer network, including mainframes, microcomputers and
LANs. Increasingly, the voice and data pathways into the centre are linked through a
set of new technologies called computer telephony integration (CTI).
Most major businesses use call centres to interact with their customers. Examples
include utility companies, mail order catalogue firms, and customer support for
computer hardware and software. Some businesses even service internal functions through
call centres. Examples of this include help desks and sales support.
A. Average Call Value (Sales and Reservations Only) This measure is generally calculated
by dividing total revenue generated by number of calls.
B. Customer Satisfaction
Customer satisfaction is, without doubt, a top priority. Most call centers conduct surveys via
either outbound calls or mail to randomly selected callers.
C. Service Level
Service level takes the form of X percent answer in Y seconds (such as 80 percent of calls
answered in 20 seconds), and is a high level measure of how fast callers get through to reps.
D. Percent Abandoned
There are various ways to calculate cost per call (i.e. what factors to include in staff costs,
how to allocate equipment, how to value the building) but the basic formula is to divide total
costs by total calls received for a given period of time (usually a month).
COMPANY PROFILE
GE:
Thomas Edison was the genius inventor of the electrical age,a man whose
hundreds of inventions made him a public giant in the late 19th and early 20th
centuries. Among Edison's most famous inventions are the first practical long-lasting light
bulb and the phonograph; he also helped refine and develop other inventions like motion
pictures, the stock ticker and the typewriter. By the end of his life Edison had registered 1093
patents and had made millions from his inventions and the businesses he built on them. He is
especially known for his work with electricity, and the story of his struggles to find the right
filament for the first working light bulb are legendary. Edison's labs were located in Menlo
Park, New Jersey, leading to his nickname: "The Wizard of Menlo Park." Edison is also
famous for being a dogged worker: he often slept no more than four hours per night and made
the famous statement, "Genius is one percent inspiration and ninety-nine percent
perspiration."
Gecis Global reborn as Genpact
GE Capital International Services has taken on a new name: Genpact, with tagline: Global
Business Impact(SM). Gecis Global is a pioneer in global outsourcing world and is a big
name to contend with. Expectations generated by the rebirth include passing the US $1
billion mark in annual revenues by 2007 – 2008 and gain a global workforce reaching 30,000
in number. The search for a new name began December 30, 2004 upon GE’s
commercialization of its GE Capital International Services unit. Of the thousands of
suggestions that poured in from employees and customers, Genpact stood out and was
eventually chosen. "We chose it because it so aptly communicates our brand promise -
generating value, commitment, partnership and impact,” says Pramod Bahsin,
Genpact’s president and CEO. He goes further to explain the concept behind
the name and tagline, "Global enterprises today want impact," said Bhasin. "They want
partners they can trust to work with them and through process excellence measurably
improves their margins, cash performance, and speed to market."
The Genpact logo was designed by Interbrand and depicts a stylized arrow aimed at a blue
field.
"Global enterprises today want impact. They want partners they can trust to work with them
and through process excellence measurably improves their margins, cash
performance, and speed to market," explains Bahsin. Gecis, as it was widely known,
thrived with the outsourcing boom with offices in Hyderabad, Bangalore, Jaipur, and
Kolkata. It branched even further by building sites in China, Eastern Europe, and Mexico.
Under consideration are plans to erect sites in India, China, and a yet-to-be-disclosed location
in Europe or North Africa catering to a French-
speaking clientele.
December 30, 2004 saw GE selling 60% of Gecis equity to General Atlantic and Oak Hill
Capital Partners – both well-known for investments in IT-enabled and knowledge-based
companies.
Genpact:
Genpact is a leading provider of Business Services & Technology Solutions. Since it was
established in 1997, the company has been driving process improvements to
help even brighter future awaits Genpact as more clients in the blue-chip market find their
way to it, in their quest for global outsourcing excellence. Growth History:Genpact has
grown from a fledgling company, employing around 350 people in India, in 1997, to one with
an employee base of over 19,000 people globally. Combined with this, Genpact has achieved
an exponential growth in revenues.
Not only has Genpact grown in terms of its people and revenue, but has also evolved its
product portfolio over the years. Its key strategy has been to develop product expertise in
selected Industry Verticals, new technology rollouts and expansion into new
Geographies.
Operating in six countries, Genpact combines strong business and domain knowledge with
Six Sigma and Lean quality methods to deliver important year-over-year cost and
productivity gains to customers.
In 2005, Genpact’s revenues were $493 million. A company majority owned by GE and the
private equity firms of General Atlantic and Oak Hill Capital Partners, Genpact has 20,000
highly skilled associates specialized by industry - banking/finance, insurance,
manufacturing, transportation, and automotive and by the impact areas they serve - sales &
marketing analytics, supply chain and aftermarket services, financial services core
operations & collections, finance & accounting, information technology services, and
Global operations centers are located in:. India China Hungary Romania United
States Mexico The Portfolio of services offered from these Global centers include:Finance
and Accounting Sales & Marketing Analytics
Customer Service
Financial Services
Collections/Ops
Genpact offers to a host of GE businesses and Fortune 500 customers. Some of the
Manufacturing Transportation
Automotive
The business delivery model at Genpact is based on speed, simplicity, and a constant quest
for Six Sigma quality. Genpact has used the Six Sigma and Lean approach
extensively across internal functional areas and customer processes, completing
over 1000 high impact projects. We are known for our commitment to high quality and low
cost, global delivery capability, proven transition and engagement models and process re-
engineering skills.
• Collections.
• Insurance Solutions.
• Analytics.
• IT services.
• Commercial Finance.
• Learning.
• External.
• Consumer Finance.
• Functional Practices.
• Industry Offerings
1. Functional Practices. Genpact pioneered the Business Services & Technology Solutions
industry in India and has ever since been at the forefront, expanding the breadth and depth of
its product and service offering.
• Customer Services
2. Industry Offerings: Genpact, a pioneer in the Business Services & Technology Solutions
industry, has developed one of the widest range of product offerings across several industries.
We offer end-to-end solutions from document management to high-end analytics with depth
across multiple industry verticals.
• Banking / Finance:
• Insurance:
• Manufacturing:
• Transportation:
• Automotive
Future of GENPACT
o The leadership team sets up a 50-people global sales and marketing team within two
months. It freezes its go-to-market strategy: global delivery versus India-centric offshore
delivery
o It flags off acquisitions: buys New Jersey-based Creditek that brings on board 50 clients
and $20-mn revenues Closes with 15 non-GE customers.
o Revenues grow 22 per cent from $404 million in December 2004 to $493 million in .
o GE's share of revenues down from 94 per cent to 85 percent. Headcount up from 16,000 to
19,500.
o Revenues for the year pegged at $620 million-625 million and GE's contribution pegged at
75 percent
o Delivery centers in China, Mexico and Eastern Europe to be beefed up. Plans to add new
centers in China and South-east Asia. Total headcount will increase to 25,000.
Phase 3 - Being a pioneer again and India's first global third-party BPO major
o 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 The company wants to push through an overseas listing before it hits $1 billion revenues.
Existing stakeholders (GE, General Atlantic and Oak Hill) are expected to offload a part of
their stake at the time of the IPO
Though the new identity came a good nine months after GE had sold 60 per cent in its
captive, the transition had started much earlier. The first step Bhasin took to prepare the
company for the new world was to get the business development piece in place. He roped in
former Gecis CEO V.N. Tyagarajan to head Genpact's sales and marketing. The success of
the transition from captive to third-party would depend on how quickly Genpact was able to
make its presence felt in the marketpla
EMPLOYEE ENGAGEMENT
AT
GENPACT
Employee Engagement at Genpact
Genpact is not only successful in being one of the top most BPO in India, but is also
grooming in respect of employee engagement & growth.
The areas which are being focused in terms of Employee Engagement are:
• Growth
• Stagnation
• Stress/Workload/Team Engagement
• Communication
• Appreciation
Employee Engagement
A positive attitude held by the employee towards the organization and its values. An engaged
employee works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.
Most organizations today realize that a satisfied employee is not necessarily the best
employee in terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is
intellectually and emotionally bound with the organization who feels passionate
about its goals and is committed towards its values thus he goes the extra mile
beyond the basic job. Employee engagement is a powerful retention strategy. An engaged
employee gives his company his 100 percent. When employees are effectively and positively
engaged with their organization, they form an emotional connection with the company.
Employee engagement is a barometer that determines the association of a person with the
organization. It is about creating the passion among associates to do things beyond what is
expected from him.
EMPLOYEE ENGAGEMENT starts right at the selection stage:
• Communication forums like the in-house magazine, and regular surveys and conferences
• An open and transparent culture to empower its people. The result of these practices can
be evident through the regular feedback from our employees collected through surveys,
Diagnostic tool for employee engagement include the following
- training
- development
- career
- performance appraisals
- performance management
- communication
- equal opportunity
- fair treatment
- pay
- benefits
- health
- safety
- cooperation
- family orientation
- friendliness
- job satisfaction
- ENGAGEMENT.
Factors for Higher Employee Engagement
• Job design
• Job fit
• Recognition
• Pride in organization
• Employee input
• Work-life balance
• Workplace culture/morale
• Fair HR practices
Measuring the Impact of Employee Engagement
• Online real-time tracking of progress. Employees can view company progress towards
targets/ goals.
• Weekly blog related to serious business issues and staff to read / comments.
• Do you have the materials and equipment you need to do your work right?
• At work, do you have the opportunity to do what you do best every day?
• In the last seven days, have you received recognition or praise for doing good work?
• Does your supervisor, or someone at work, seem to care about you as a person?
• Does the mission/purpose of your company make you feel your job is important?
• In the last six months, has someone at work talked to you about your progress?
• In the last year, have you had opportunities at work to learn and grow?
We can also have a HR folder or an intranet for employees have you have
sections like
motivation stories, quotes, Support grievances jokes, etc... Some entertainment for employees
- EMPLOYEE RETENTION
- COMPANY PERFORMANCE
- CUSTOMER SATISFACTION
- PROFITABILITY
ACTIVITIES WHICH ARE HELD IN GENPACT
1. Education @ Work
3. Letters to Family
4. Fun @ work
5. Cross Training
6. Team Huddles
9. Job Rotation
10. Clubs/Projects
Education @ Work Prepares employees for success by offering relevant programs from
premier institutes across the world, using multiple delivery methodologies and
making it convenient for employees to ‘Learn while you Earn’ and helping to build career
and helps in contributing to the organization’s growth.
1. Banking
3. Language
4. Management
5. Risk Management
7. Information Technology
8. Project Management\
9. Customer Service
10. Mortgage
11. Insurance
12. Analytics
13. Software
14. Collections
Revamping the Floor: - Action plan was made to Revamp the floor by
Following Activities:
2. Improving Ambience-
• Danglers-Mortgage Danglers
• Games Area- Dart Board, Carom, Chess, Boxing Bag, Ludo, Chinese checker
As per this plan in Genpact- Personalized letters were to be sent to the families of all
employees for the following:
• Promotion letter informing the family about the promotion of the employee
• Connect invite letters to the family members to visit Genpact any day of their choice.
Fun @ Work
Fun @ Work activities are considered to be backbone in a team bounding. Every team has a
fun spoc whose responsibilities includes various games and other team building activities
with the help of which internal team bounding can be improved. At the same time it can also
be considered to provide ample of time as to relieve the stress that a normal BPO employee
has to face.
Fun at Work" might sound like an oxymoron, but it is a reality in the corporate world today.
The most successful of organizations add a healthy dose of play into their routines because
research shows that when people have fun at work, they enjoy their jobs and this
translates them into being more creative, more productive and more committed to doing
their job well.
It’s also no secret that having fun at work can help boost morale, reduce stress, improve staff
retention, mean less sick days and increase team building and spirit.
Having true fun at work is very similar to the kind of fun one has when playing a sport or
performing. For example, the last time I played a sport in front of an audience, I channeled all
my attention and energy to the point where I was solely focused on my performance. I
remember how much fun it was getting congratulations from my teammates and the
audience! And even though I was completely exhausted following my performance,
I remember how great I felt afterwards.
I think this is the type of fun that best fits the workplace - playful and competitive games that
generate congratulations and cheers from coworkers. Additionally, sporting or performance
types of fun fit well within the workplace where employers generally want us to have energy,
drive, talent, determination, competitive spirit, and be goal orientated.
This kind of fun is successfully being implemented at Genpact. We’ve already had a Football
Championship which involved a lot of employees. Emotions were shared and the teams really
had intensive fun. Now Genpact has its own football team, who represents the
company at the biggest football tournament dedicated to all companies.
Cross Training :
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.
Heightened Morale
Team Huddle:
A huddle is when a team gathers together, usually in a tight circle, to strategise, motivate,
and/or celebrate. It is a popular strategy for keeping opponents insulated from sensitive
information, and acts as a form of insulation when the level of noise in the Venue is such that
normal on-field communication is difficult. Commonly the leader of the huddle is the team
captain and it is the captain who will try and inspire his fellow team members to achieve
success. Similarly after an event a huddle may take place to congratulate one another for
the teams success (or commiserate a defeat). The term "huddle" can be used as a
verb as in "huddling up".
Goal sheets for each team member created, which is monitored on a daily basis. The result of
the goal sheet decides the cheer winner for the month. The categories on which the FLA’s are
assessed are:
AES Score
2. Compliance: It Includes:
Life Enrichment Activities: Though life enrichment activities stress and health of the
Employees can be taken care of.
It includes:
• Introduction of Yoga
• De-Stress Activities
• Office Ergonomics
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
The research method of the study explains the systematic way of findings to
the predetermined objectives. Moreover this provides the clean path to accomplish
and achieve clear solution for the problem stated. The following are the stages through which
the research has passed to obtain the conclusions.
3. Design research
4. Collection of data
5. Analyze data
6. Interpret data
Genpact is a well-known, established Multi National Company with rich Heritage of GE.
Having a history of about 120 years Genpact is carrying a great Brand Image. Recently
Genpact is awarded as world No 2 Best BPO and “Best Employer choice to Work” for. As
it is said People make or break organizations, a study is done at Genpact to know the
Employee Engagement practices at such an organization.In this study emphasis is given to
know the Employees Opinion, who are working with Genpact, and to know how far the
Employee Engagement at Genpact are useful.
Purpose and Importance of the study.
The answers from the Employees will give the true picture of the Employee
Engagement. Analyzing the candidates answers will help in understanding problems from the
Employees view, thus will help to develop the current system and making it more effective.
• 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).
1. There was a time restriction of 45 days, so the study was conducted by selecting a sample
of 15 respondents and the facts and findings may not represent a true picture of the procedure
followed in organization
2. The study is conducted at GENPACT with a simple sample size of only 15 employees of
GCF Australia (Process).
Sample Selection: As the objective of the project is to study the Employee Engagement to
know the perception of the Employees, sample is selected from Voice and Non voice based
profiles.
Sampling Size: A sample size of 15 is drawn, where the respondents are the
Employees who work for Voice and Non Voice process.
Source of data:
For the purpose of the study the following sources of data are used.
Primary data: Primary data refers to the collection of first hand data.
• Questionnaire
• Observations
opinion.
Secondary data:
Secondary data refers to the data, which is not newly generated but rather obtained from.
• Published sources.
Tabulation is a part of technical procedure where in classified data are put in the
form of tablets. The tablets thus obtained were analyzed with statistical
techniques so that interpretation would be precise.
ORGANISATION OF THE STUDY
Organization of the study deals with the arrangement of the entire report. The entire work is
put according to chapter wise to facilitate easy identification of the topic. The chapter I. gives
the introduction of Employee Engagement. This chapter gives overall view of the project.
The chapter II deals with Industry profile, company profile and procedures followed in
organization.
The chapter III deals with introduction of Employee Engagement and Employee Engagement
Practices done in GENPACT.
The chapter IV deals with Research methodology used , statement of the problem ,
objectives , sample collection and statistical tools used .
The Chapter V data analysis and interpretation, which explains how data is analyzed and
interpreted by using tables, graphs.
Purpose: Main purpose of asking this question was to see that fun at work activity happens
regularly in the team or not.
Purpose: The purpose of asking this question was to see whether the
supervisor is providing feedback to the employees regarding his performance or not.
Conclusion: Approximately half of the people strongly agree with this statement however
there are few who disagree with this statement.
3. Do I feel like coming to office regularly?
Purpose: Purpose of asking this question was to see that how many people are interested
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.
Purpose: The purpose to ask this question was to see that how many employees think that
Conclusion: Half of the employees think that they get rewards and recognition and half of the
employees disagrees, strongly disagree and slightly disagree with this statement.
6. Are my thoughts and feelings given due respect at work place?
Purpose: Purpose of asking this question was to see that the thoughts of employees are
Conclusion: Employees feel that there thoughts are given respect and there thoughts are
given values.
7. Does my manager demonstrate a personal commitment to my continuous learning and
development?
Purpose: Purpose of asking this question was to see that how much commitment is shown
Conclusion: More than half of the employees think that the manager shows commitment
Purpose: Purpose was to see that do the employees get the opportunity to learn from there
mistake.
Conclusion: Most of employees think that they get opportunities to learn from there
mistakes.
9. Do I enjoy my work?
Purpose: Purpose was to see that employees enjoy there work or not.
Purpose: Purpose was to see the awareness of the employees about there career
opportunities.
Conclusion: Most of the Employees are aware of the career opportunities in GENPACT.
CONCLUSION
As Per the above observations and analysis it seems that most of the Employees of GCF
Australia are Engaged and like there work and Organization except few Employees who are
Not Engaged and few who are Nearly engaged and can be changed to an Engaged Employee
by their supervisors by proper planning.Employee Engagement is the buzz word term
for employee communication. It is a positive attitude held by the employees towards
the organization and its values. It is rapidly gaining popularity, use and importance in the
workplace and impactsOrganizations in many ways.Employee engagement emphasizes the
importance of employee communication on the success of a business. An organization should
thus recognize employees, more than any other variable, as powerful contributors to a
company's competitive position. Therefore employee engagement should be a
continuous process of learning, improvement, measurement and action.
We would hence conclude that raising and maintaining employee engagement lies in the
hands of an organization and requires a perfect blend of time, effort, commitment and
investment to craft a successful endeavor.
Questionnaire
and development?
9. Do I enjoy my work?
Books referred:
Rosy Joshi
Websites:
www.humanresources.about.com
www.hr-guide.com
www.books.google.com