[Document title]

INTRODUCTION

Description:

Employee engagement has emerged as a popular organizational concept in recent

years. It is the level of commitment and involvement of an employee towards the
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. Employee engagement develops positive attitude among the
employees towards the organization.

Employee engagement is a complex equation that reflects each individual’s unique,

personal relationship with work. The term means different things to different
organizations. Some equate it with job satisfaction, some by gauging employee’s
Emotional commitment to their organization but a conclusive nature and definition
of the same cannot be obtained.

To make an effort it can be defined as aligning employees’ values, goals, and

aspirations with those of the organization in the best method for achieving the
sustainable employee engagement requires for an organization to reach its goals.

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 further
their organization’s interest.
Employee engagement is a level of commitment and involvement employees have
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 is the means or strategy, by which an organization seeks to

build a partnership between the organization and its employees, such that:
• Employees fully understands and is committed to achieve the organization’s
objectives and
• The organization respects the personal aspirations and ambitions of its
employees.
It is seen largely the organization's responsibility to create an environment and
culture conducive to this partnership.

The 3 aspects of employee engagement

Global studies suggest that there are three basic aspects of employee engagement:

• The employees and their own unique psychological makeup and experience.
• The employers and their ability to create the conditions that promote
employee engagement.
• Interaction between employees at all levels.

Employee engagement creates greater motivation within employees for the work
they do and their commitment to the organization. It is about creating an enthusiasm
for their roles, their work and the organization, and ensuring they are aligned with
the values of the organization, well informed and well integrated with their
colleagues and the fabric or culture of the organization.

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Categories of Employee Engagement

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. 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.

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

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Importance of employee engagement

Employee engagement is the sum total of the work place behavior demonstrated by
the people. Such behavior is characterized by:

• Belief in the organization

• Drive to work to make things better
• Understanding of business context
• Respect and support for others
• Desire to learn new skill

The level of employee engagement affects key results such as sales, customer
satisfaction, innovation and employee turnover, An engaged workforce is capable
of delivering sustained differentiation and a significant competitive advantage.

Scope of the study:

As we have seen that employee engagement is nothing but emotionally and

positively attached of an employee towards the organization, so with the help of
this project we will be able to know the degree of engagement of the employees in
Infinite skills and we can study the methods to increase the engagement level in the
organization which will definitely be helpful to employer as well as employees.

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Objectives:

• To know the workplace involvement of employees.

• To know the level of top management and employees involvement towards
their work
• To know the satisfaction level of employees which leads to employee
retention.

Research methodology:

Sample Selection: The data has been collected from the employees from middle and
top level Infinit Skills.

Sample Size: The universe is about 100 employees working in Infinit Skills. All of
them were provided with a questionnaire. However only 60 of them have responded.
Thus the sample size of our selection is 60.

Data Collection: Collection of data is done by primary data through

Questionnaire. The questionnaire consisted of 13-item scale to measure employee
engagement using 5 point Likert scale.

Data Analysis: After data collection, analysis on employer’s views, ideas and
opinions was done which would help infinit skills.

Sampling Technique: -Using simple random sampling technique 60 respondents

were selected.

Data Interpretation: Interpretation of data is done by using statistical tools like

Pie diagrams, and also using descriptive statistic tools (by using these techniques)
accurate information is obtained.

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Classification & tabulation of data: The data thus collected were classified
according to the categories & the summary tables were prepared.

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 QUESTIONNAIRE
SURVEY ON EMPLOYEE ENGAGEMENT

GENERAL INFORMATION: To be used only for the purpose of analysis

DESIGNATION QUALIFICATION

WORKING SINCE DEPARTMENT

(Month & Year)

Please tick mark the relevant answer as provided against each question.

1. I know what is expected of me at work.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

2. I have the materials and equipment I need to do my work right.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

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

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

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

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

5. My supervisor, or someone at work, seems to care about me as a person.

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Strongly agree Agree No opinion Disagree Strongly Disagree
(1) (2) (3) (4) (5)

6. There is someone at work who encourages my development.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

7. At work, my opinions seem to count.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

8. The mission or purpose of my organization makes me feel my job is important.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

9. My associates or fellow employees are committed to doing quality work.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

10. In the last six months, someone at work has talked to me about my progress.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

11. This last year, I have had opportunities at work to learn and grow.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

Limitations:

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In every project work there is some kind of limitations which affect the accuracy of
work. Same in this project work some of the limitations are faced which are as
following:

• The time period is restricted to 30 days

• My internship is restricted to only one branch of infinit skills.
• I was asked to do for a limited number of employees that is in mytrivanam
branch only.
• Timings for collecting the information from the employees was very limited
i.e. 3pm to 5pm
• Employees were always busy with their work which did not allowed me to
talk with them and collect the information.
• The findings cannot be generalized, as it takes only 50 respondents.

Review of Literature:

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Title Employee Engagement: A comparative study on selected on
selected Indian organizations

By
Tejvir Singh
Pankaj Kumar
Pushpendra Priyadarshi

Rafferty et al. (2005) indicates that the concept of employee engagement originated
from consultancies and survey houses rather than academia. Employee Engagement
goes further in commitment and organizational citizenship behavior, these two are
the foundation of employee engagement.

Commitment

Silverman (c.f., Robinson et al., 2004) notes that recent research on organizational
commitment stresses its multidimensional nature that implies it cannot be realized
through one single human resource (HR) policy. People are motivated by a range of
factors, which differ from person to person. Commitment and engagement are not
considered to be the same. While commitment is an important element of
engagement, engagement is considered to be much more. Tamkin (2005) reviews
commitment in the literature and highlights an early model by Allen and Meyer
(1990), which defines three types of commitment:
Affective commitment: employees feel an emotional attachment towards an
organization.

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Continuance commitment: the recognition of the costs involved in leaving an
organization; and

Normative commitment: the moral obligation to remain with an organization

Organizational Citizenship Behavior (OCB)

The review of OCB Literature by Barkworth (c.f., Robinson et al., 2004, Appendix
2) defines its key characteristic as behavior that is discretionary or 'extra -role', so
that the employee has a choice over whether they perform such behavior .These
behaviors include voluntarily helping of others, such as assisting those who have
fallen behind in their work, and identifying and stopping work -related problems in
the first place. As these types of behavior are not normally part of the reward system,
absence of such behaviors is therefore not punishable by the organization but
performance of them should lead to effective running of it.

Title

Employee engagement: The key to realizing competitive advantage

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A MONOGRAPH BY:

Richard S.wellins, Ph.D., senior vice president of global marketing and new
business development Paul Beranthal, Ph.D., manager of center for applied
behavioral research mark Phelps, senior consultant development dimensions
international

Defining employee engagement: DDI defines engagement as “the extent to which

people enjoy and believe in what they do and feel valued for doing it.”

Enjoyment: People tend to receive more pleasure and satisfaction from what they
do if they are in jobs or roles that match both their interests and their skills.

Belief: If people feel they are making meaningful contributions to their jobs, their
organizations, and society as a whole, they tend to be more engaged. The connection
between what people does every day and the goals and mission of the organization
is crucial to engagement

Value: People want to be recognized and rewarded for their contributions. Rewards
and recognition come in many forms, including competitive compensation packages,
a healthy work/life balance, and V.I.P. sales trips. But perhaps more important is the
heightened sense of worth employees feel when their leaders take just a few minutes
to let them know that they are doing a great job and that their contributions are valued
and appreciated.

Why you should care:

• People have become the primary source of competitive advantage.

• Retention and the war for talent Popular appeal.

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• Overwhelming impact

FIGURE 1: DDI’s Engagement Value Proposition

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 ENGAGEMENT DRIVERS

• Right Employees in the Right Jobs

• Exceptional Leadership
• Organizational Systems and
Strategies

WORK ENVIRONMENT

• Aligned Effort and Strategy

• Empowerment
• Teamwork/Collaboration
• Growth and Development Support and Recognition

ENGAGED EMPLOYEES

• Greater Loyalty
• Enhanced Effort

ORGANIZATIONAL SUCCESS

• Satisfied/Loyal Customers
• Increased Retention
• Higher Profits and Profitability
• Revenue Growth

Title
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Leveraging employee engagement for competitive advantage:
HR’s strategic role

Employee engagement is a key business driver for organizational success. High

levels of engagement in domestic and global firms promote retention of talent, foster
customer loyalty and improve organizational performance and stakeholder value. A
complex concept, engagement is influenced by many factors—from workplace
culture, organizational communication and managerial styles to trust and respect,
leadership and company reputation.

Employee engagement has emerged as a critical driver of business success in today’s

competitive marketplace. Further, employee engagement can be a deciding factor in
organizational success. Not only does engagement have the potential to significantly
affect employee retention, productivity and loyalty, it is also a key link to customer
satisfaction, company reputation and overall stakeholder value. Thus, to gain a
competitive edge, organizations are turning to HR to set the agenda for employee
engagement and commitment. Research shows that the connection between an
employee’s job and organizational strategy, including understanding how important
the job is to the firm’s success, is the most important driver of employee engagement.
In fact, employees with the highest levels of commitment perform 20% better and
are 87% less likely to leave the organization, which indicates that engagement is
linked to organizational performance

Title
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Employee Engagement - Competence Trust and Confidence Trust - Why
Leaders Need Both

By Elizabeth Black

Employee engagement is the degree to which employees work with passion and feel
a profound connection to their company. Gallup International recently reported that
businesses in the top 24% of employee engagement had fewer turnovers and a higher
percentage of customer loyalty, profitability and revenue.
In organization's today, trust is a two-way street. Employees want to work for a
manager and for an organization they can have trust in, and managers want to be
able to trust their employees. The problem is that trust is a nebulous concept --not
unlike honesty, energy and commitment. We value these attributes in our employees
and colleagues, but we don't all agree on what constitutes them. Many of us say,
"We'll know it when we see it" or "I trust everyone until they prove me wrong."

One useful way to define "trust" is to segment it into two types of trust: confidence
trust and competence trust.

Confidence trust: It is the belief that you can count on the other person to do the
right thing or act in positive, ethical ways.

Competence trust: It is belief in the person's capability to do the job or to complete

the task.

Competence trust may be synonymous with one's "capabilities." Confidence trust is

synonymous with one's "willingness to do the right thing."

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Communication is truly the key to building trust. As a manager, if you set specific
measurable expectations, provide both positive and corrective feedback,
understand your employees' goals and motivations and recognize and reward top
performers, you are well on your way to gain ing or sustaining the employee's trust
in you as a competent manager.

Title Employee engagement: getting the best from your people

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A Badenoch & Clark guide

According to the CIPD, employee engagement is about 'creating opportunities for

employees to connect with their colleagues, managers and wider organisation. It is
also about creating an environment where employees are motivated to want to
connect with their work and really care about doing a good job.'

In this guide they provide a no-nonsense list of things you need to consider in pulling
together an employee engagement program.

Leadership is key: Effective leadership is important if we want to maintain a high

level of employee engagement in. It's critical that the boss shows that they value their
employees, after all employee engagement is huge reflection of employee feels about
their boss. Some of the characteristics employees expect leaders to display:

• If one offers opportunities for employees, they are more likely to be engaged
with their job and organization.
• Clarity of communication is vital.
Congratulating success and achievements.
• Leaders need to be team builders and create an environment that fosters trust
and collaboration.
• Leaders should dhow confidence in decision making and up -hold high ethical
standards to maintain their company's reputation.

Show that you have a plan: Whether in good times or bad, it's essential that
employees are made aware of your company strategy. It's very difficult for
employees to feel engaged if they don't truly understand the direction the

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organization is moving in, or why. Be transparent about Your Plans and in
communicating your long term strategy. Not only will you ensure that everyone is
working towards a common goal, you demonstrate your confidence in the
organization's future as it focuses on what you can do, rather than what you can’t
particularly vital in these times of economic.

Create a sense of purpose: By understanding and believing in what the company

stands for seeing the value in its goods or services and seeing these delivered
ethically and to high standard, employees will have a clear sense of purpose and will
feel more impassioned and committed to their objectives.

Values and culture: An organization's values are its DNA: they define how the
business behaves and what it intrinsically stands for. If your employees share these
same values, of course they are more likely to believe in the organization.

Know what success looks like: clearly communicate the vision of where your
organization wants to be, and how every member of staff plays a part in achieving
that aspiration by upholding the corporate strategy. Painting a picture of what
success looks like - at an individual, team, divisional and corporate level - will help
keep it real and ultimately achievable. Ensure there are milestones and make these
even more tangible by showcasing individual and corporate successes along the way.
Charting progress and recognizing key milestones will help foster unilateral
positivity, pride and a sense of achievement.

Offer recognition: Having an ongoing program for recognizing employees can be

effective in creating a culture of appreciation and a highly motivated workforce.

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Recognizing employees doesn't need to be an expensive exercise and it's often the
personal touch which makes all the difference.

Performance Management: Employees want to know where they stand and how
they are doing. And they deserve to know too. Regular feedback on both an informal
and formal basis is essential. Creating an ongoing adult to adult dialogue around
reasonable yet stretching goals and performance improvements is a necessary part
of any manager’s role.

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 CHAPTER-2

Industry profile:

The HR industry: An introduction

While there is no uniform definition for the HR solutions industry, for the purpose
of this report, we may define it as the rewards derived from any decision on buying
services for any part of the human capital value chain. The HR solutions industry
can be broadly divided into two main functions — permanent recruitment of
executives and professionals, and temporary recruitment, specializing in
professional and general staffing.HR solutions are being increasingly viewed as a
distinct industry with the role of HR consultants evolving with changing market
dynamics.

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 • Large Indian companies are diversifying into new sectors and prefer
candidates with relevant experience. However, since their HR function find it
difficult at times to source candidates from the large and geographically
dispersed talent pool, companies are increasingly looking at external help.
This change in approach and mindset has made sourcing a relatively complex
activity, resulting in companies increasingly partnering with recruitment
consultants with a global footprint or access to global databases to source the
right candidates.
• The service industry is a people-driven one and is clocking double-digit
growth. The service industry has a large manpower requirement, which
facilitates the need for a large HR function to fulfill its growing needs. Since
recruitment is not a recurring activity and is a function of economy and a
company‘s growth plans, companies prefer to partner with consultants to
source the right candidates as and when required, and have their HR function
focus on the core and strategic activities of selection, planning and retention.
• Temporary staffing is a growing human resource trend and the phenomenon
is finally catching up in India. While industry experts estimate employee
leasing to be a US$140 billion business worldwide, the domestic staffing
industry has yet to witness large figures. The scenario is however set to change
as companies are increasingly partnering with consultants, and experts expect
that in the near future, 2.5%-3%1 of the workforce in the country will be hired
on a temporary basis.

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Company profile

Infinit skills is a key regional player in providing student services. It operates within
three main divisions.

• Academic projects/internships Professional Training

Courses
• Placement services

All divisions serve a wide range of local and national clients and recognized as
market leaders in multiple business areas. Our daily challenges are acquiring the
most up-to-date knowledge of the latest technologies and utilizing this knowledge to
maximize the value added services to our clients.

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Professional Training Courses:

The Student training Division provides trainings on various subjects that shape a
student's studies. The goal of each course is to develop concrete, individual strategies
in groups that you can immediately try out and review in your everyday university
life. Active participation and discussion with each other is a crucial requirement. All
trainings will be provided by real-time consultants.

Exclusive Features of Infinit skills:

• Innovative and distinctive Curriculum designed by eminent Scholars

• Highly accomplished and prominent Corporate Trainers with excellent
credentials
• Personalized and caring Training Environment
• Unique and superior Training Techniques/Methodology
• Efficient Counseling Services at no additional charge
• Availability of high quality learning materials developed by distinguished
Experts.

CHAPTER-3

Theoretical aspects related to the study:

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Employee Engagement: Is the art and science of engaging people in authentic and
recognized connections to strategy, roles, performance, organization, community,
relationship, customers, development, energy, and well-being as we leverage,
sustain, and transform our work connections into results.

Employee engagement model:

 The zinger Employee Engagement Model

The 14 employee engagement elements and symbols for each element:

Achieve results. Employee Engagement is directed towards achieving results. The

first key of the model is on the far right hand side and begins with the results the organization,
department, team, or individual wants to achieve. The key question for this part of the model is:
What do you want achieve and how will you know when you achieve it?

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 Craft strategy. From the far right hand side of the model we move back through the
model to the far left hand side of the model. To achieve results we need to craft a strategy to get
there. How will we get those results and does everyone know the organization’s intentions and
plans? Is our strategy engaging and will we have high enough employee engagement to fulfill the
strategy?

Connect. A central key of employee engagement is connection. In some ways

connection is synonymous with engagement. How well are employees connected to the other
elements of engagement ranging from their organization to genuine happiness? Connect starts the
central keys of CARE embedded in the employee engagement model.

Authentic. Authenticity is the A of CARE. Employee engagement must be

authentic. Employees and customers can spot phony from a mile away or even in a moment of
time. We must transcend superficial relationships, community or happiness towards engagement
that is heartfelt. Powerful engagement is real and robust.

Recognition. The R in the core of CARE is recognition. Potent employee

engagement requires powerful recognition. We are talking about a lot more than long service
awards or pens. Are employees fully seen and acknowledged? Do employees see the importance
of what they are doing and how their work connects to results?

Engage. CARE ends with the E of engage. We so often talk about “engagement”
and substitute the verb of working (engage) for a static noun (engagement). Engage focuses on the
actions of engagement. Engagement is not a one-time survey measure or a steady state. To engage
is to fully experience and contribute to the dynamic elements of work.

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 Enliven work roles. We have various roles that we must fulfill to fully engage. A
role is a set of behaviors, rights and obligations at work. We must guard against too many roles or
role overload while also fully being in the roles that contribute to results, relationships, and
engagement. Sometimes leaders and managers are almost impervious to their role as employee
too.

Excel at performance. Engagement for results can contribute to effective

performance management. Performance demonstrates our engagement while engagement can help
us excel at performance. Good employee engagement should foster star performers. We want to
help each employee become a star performer to benefit customers, the organization, and
themselves.

Esteem organization. How aligned is the employee with the organization? Is there
a mesh between the organizational and individual brand? Do employees feel that they are a part of
the organization or apart from the organization? Are they proud to work for their organization and
equally proud to recommend their organization and be constant ambassadors for the organization?

Foster community. A strong key of employee engagement is our connection to

relationships and community. These relationships and community can be personal and social
media. Do we build relationships and results? The essence of work is relationships and community.
Organizations that do not transform themselves into communities are in danger of becoming
obsolete or ignored.

Serve customers. We want employees to serve the organization’s customers and

there are very strong relationships between employee engagement and customer engagement. Does
the employee feel served by the organization and management so much so that they in turn offer
the same level of service to the external and internal customers.

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 Develop career. Work should offer benefits back to employees. Employees should
experience both personal and professional development through work ranging from courses and
learning to develop their own strengths, value, visibility, and engagement. We spend so much time
at work and work should help us become all we are capable of becoming.

Leverage energies. The raw material of engagement is energy. Do we have the

energy to fully engage? Do we offer the organization an energy gain or do we deplete the energy
of our peers? Powerful engagement involves mastery of physical, mental, emotional, spiritual, and
organizational energy. Energy not time is the vital resource for engaged working.

Experience Well-Being. Ultimately work should contribute to employee well-being.

Employees need to both engage in and experience healthy well-being. An organization’s results
are dependent upon the health and productivity of individual employees.

CHAPTER-4

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Data Analysis:
1. At work, I have the opportunity to do what I do best every day

Survey
Strongly disagree
0% Neither agree nor
disagree Disagree
11% 0%

Agree
Strongly agree 32%
57%

Interpretation:
A good way of promoting this is to discuss what each person believes his or her
leading strengths are, in terms of skills, knowledge, and innate talents. Writing these
strengths down often helps.

From this question, 34 people out of 60 which are 68% agreed with the fact that has
ample opportunities to prove themselves daily throughout different projects and
assignments. On the other hand only 17 people opposed the opinion. As the
percentage is low, so it is assumed most of the employees are engaged.

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 2. In the last seven days, I have received recognition or praise for doing
good work.

Survey
Strongly disagree
3%

Disagree
19%

Strongly agree
42% Neither agree nor
disagree
13%

Agree
23%

Interpretation:
Workplaces that excelled in this question relied on forms of recognition that are
specific, predictable, frequent, and immediate. Many wonder how often people
should be praised, but a good rule of thumb is about once a week.

From this question, 35 people out of 60 which are 70% agreed with the fact that in
the last seven days, they got Kudos for their performances. On the other hand only
16 people opposed the opinion. As the percentage is low, so it is assumed most of
the employees are engaged.

3. My supervisor, or someone at work, seems to care about me as a person.

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 Survey
Strongly disagree
4% Disagree
8%

Neither agree nor

disagree
12%
Strongly agree
40%

Agree
36%

Interpretation:
A productive workplace is one in which people feel safe. It is said that, “people leave
managers, not company”. Relationships are the bond that holds great workplaces
together.

From this question, 37 people out of 60 which are 74% agreed with the fact that they
are cared by their supervisors or someone who is superior to them. It motivates the
employees more and the outcome brings positive impact for the company. On the
other hand only 14 people opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.

4. There is someone at work who encourages my development.

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 Survey
Strongly disagree
2%

Disagree
18%
Strongly agree
30%

Neither agree nor

disagree
30%
Agree
20%

Interpretation:
From this question, 36 people out of 60 which are 72% agreed with the fact that their
development is backed by someone superior from the organization. It motivates the
employees more and the outcome brings positive impact for the company. On the
other hand only 15 people opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.

5. At work, my opinions seem to count.

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 Survey

Strongly
disagree
Disagree
14%
7%

Strongly agree
37% Neither agree
nor disagree
14%

Agree
28%

Interpretation:
From this question, 36 people out of 60 which are 72% agreed with the fact that their
development is backed by someone superior from the organization. It motivates the
employees more and the outcome brings positive impact for the company. On the
other hand only 15 people opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.

6. The mission or purpose of my organization makes me feel my job is

important.

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 Survey
Strongly disagree
4%

Disagree
10% Neither agree nor
Strongly agree disagree
26% 10%

Agree
50%

Interpretation:
This question measures a key source of motivation for work groups —the idea that
their organization represents values that they themselves share. Individual
achievement is great, but we are likely to stay committed longer if we feel we are
part of something bigger than ourselves.

From Q8, 36 people out of 60 which are 72% agreed with the fact that their job
description perfectly match with the organization’s goal. On the other hand only 15
people opposed the opinion. As the percentage is low, so it is assumed most of the
employees are engaged.

7. My associates or fellow employees are committed to doing quality work.

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 Survey
Strongly disagree
0%
Neither agree nor
disagree
Disagree 3%
13%

Strongly agree
44%

Agree
40%

Interpretation:
Work groups are capable of accurately evaluating their own performance, as well as
that of their teammates. The best place to start is with customers, both internal and
external.

From this question, 37 people out of 60 which are 72% agreed with the fact that all
the employees are helped by their fellow workers. On the other hand only 14 people
opposed the opinion. As the percentage is low, so it is assumed most of the
employees are engaged.

8. In the last six months, someone at work has talked to me about my

progress.

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 Strongly disagree Disagree Survey
0% 0%

Neither agree
nor disagree
18%
Strongly agree
40%

Agree
42%

Interpretation:
It is realized that all need feedback to know how far they have come. Everyone needs
sign to track the progress.

From this question, 39 people out of 60 which are 80% agreed with the fact that all
the employees got last 6 months performance review. As it has Quarter wise rating,
Mentor program, so employees always get feedback about their work. On the other
hand only 12 people opposed the opinion. As the percentage is low, so it is assumed
most of the employees are engaged.

9. This last year, I have had opportunities at work to learn and grow

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 Survey Disagree
Strongly disagree
8%
2%
Neither agree
nor disagree
8%

Strongly agree
54%
Agree
28%

Interpretation:
Engaged work groups need to feel that their job contributes in some way to their
professional or personal development. Great workplaces are those in which work
groups are provided with educational opportunities.

From this question, 38 people out of 60 which are 78% agreed with the fact that they
have learned a lot from last year. On the other hand only 13 people opposed the
opinion. As the percentage is low, so it is assumed most of the employees are
engaged.

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 CHAPTER-5

Findings:
1. Majority of the employees (88%) believe that the company helped them to
build their skills sets and providing training and that is valuable to them.

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 2. Employees (93%) believe that their supervisor or someone at work seems to
care about them as person.
3. (85.4%) believe that their fellow employees are committed to do quality work
4. Employees(73.8%)believe that the compensation is proportional to the
contribution they make
5. Employees (81%) believe that senior level management is open, transparent
and open in communication.
6. Employees (85%)believe that their company is a great place to work
7. Employees (94.4%) believe that their company has good image and
reputation.
8. HOD’S (89%) and senior managers feel that mission and vision of the
company makes their job important.

Suggestions:

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In most of the findings majority of the employees have given the positive response
but still the responses which have lower than 85% positive feedback, company needs
to concentrate on that like
1. Companies also needs to focus on its retention policies because whatever
reason is there for the staying back in the company
2. Company needs to align the employees with the organization’s value with the
help of counseling so employee scan get closer to company.
3. Again there are also a good number of actively disengaged & not engaged
people according to the survey question. So infinit skills being an employer
of choice should focus more on increasing the employee active participation
& engagement to achieve the organizational goals & objectives
4. Also the employees should be given more flexible way of delivering the best
in their own method & way.
5. It is also important to make the employees feel that their contribution is very
important & valuable to their company.

Conclusion:
Every organization wants to be ahead in this competitive market and for the same
organization needs to have the well engaged employees. The engagement of
employees depends on the different aspects (PMS, T&D and commitment) as I have
studied in this research. There is no doubt that well engaged employees are valuable
asset to the company and thereby the growth chances of the organization increases
simultaneously.
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With this effect every organization should understand the importance of engaged
employees and they should implement the different policies for the effective
employee engagement in the organization. With the help of this study I found that
“Infinit Skills” has an effective engaged employee staffs which will defiantly help
the organization to grow in this organization.

Bibliography:
Websites:
1. Company Profile [Internet].
Available from: http://www.Infinitskills.com/ [Accessed 4th August 2014].

2. Industry Review [Internet].

Available from:
http://en.wikipedia.org/wiki/Human_resource_consulting [Accessed
5th August 2014].

3. Theoretical concepts related to study [Internet]:

Available from: http://www.davidzinger.com/page/11/?s=strengths
[Accessed on 1st October 2014].

4. Literature Review [Internet]:

i. Available from: hhtp://EzineArticles.com/[Accessed on 8th

October 2014].
ii. Available from:

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 https://www.ddiworld.com/DDIWorld/media/monographs/employ
eeengagement_mg_ddi.pdf?ext=.pdf/[Accessed on 6th October 2014]. iii.
Available from: hhtp://opcup.com [Accessed on 8th October 2014].

Articles:
• The Icfai University Press, HRM Review, August 2009
• The Icfai University Press, HRM Review, December 2009
• Richard S wellins, Paul Berthal & Mark Phelps, Development Dimension
International, Inc.
• Scottish Executive Social Research, May 2009
• Dr.S Renuga Devi & Mr. N Bharti, Abhigyaan, Prabandhan, vol 2, No-4 July-
august 2009.

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