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Employee Engagement




Institute of Information & Management Sciences




I hereby declare that this project report titled “Employee Engagement”

has been successfully completed at GENPACT, towards the partial fulfillment of the
requirement for the award of the degree “Master of Business Administration –
(Human Resources)”from Institute of Information & Management Science,
affiliated to Rajasthan Technical University. This is an original manuscript
developed by me and has not been furnished from any source thereof, has not formed
the basis for the award of any degree, diploma or any such titles by this institute or
any other universities.




It gives me great pleasure to express my boundless sense of gratitude to

each and every person who directly or indirectly helped me with hand and hand in
completing this humble piece of work.

First, of all I would like to thank Kaustubh Barooah (HR- Assistant Manager)
& Khusbhoo Singh (HR-Manager) under whose supervision and guidance this report
was completed.

I convey my special thanks to, Mr. S.S.Vaishnav, Director at Institute Of

Information & Management Sciences affiliated to Rajasthan Technical University for
rendering valuable support. I am also very grateful to the management of my college
where I have been studying, for allowing me to do the course and project.

I specially remember and extend my humble words of thanks to my internal

guide Ms. Kirti Singh for her guidance.

I am also thankful to my parents, classmates and friends who were in some

or the other way helpful to me in successfully completing this research study.

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.

A questionnaire was undertaken as a tool for the extraction of the

effectiveness of the Employee Engagement. The 15 candidates from GCF Australia
(GENPACT) had answered the questionnaires. The answered questionnaires were,
then analyzed. To define in a capsule, it was more of an observation to find the
effectiveness of Employee Engagement.


• 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
o Genpact
o Questionnaire


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.


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


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


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 one’s self image. Engagement differs from job in as it is concerned more with

how the individual employees his/her self during the performance of his / her job.

Furthermore engagement entails the active use of emotions. Finally engagement may be

thought of as an antecedent to job involvement in that individuals who experience deep

engagement in their roles should come to identify with their jobs.

When Kahn talked about employee engagement he has given important to all three

aspects physically, cognitively and emotionally. Where as in job satisfaction importance

has been given more to cognitive side.

HR practitioners believe that the engagement challenge has a lot to do with 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”.

Aspects of Employee Engagement

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

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

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


• Interaction between employees at all levels.

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

conducive to this partnership, and a win-win equation.

Categories of Employee Engagement

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


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

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


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

They're "Consistently against Virtually Everything." They're not just unhappy at work;

they're busy acting out their unhappiness .They sow seeds of negativity at every

opportunity. Every day, actively disengaged workers undermine what their engaged

coworkers accomplish. As workers increasingly rely on each other to generate products

and services, the problems and tensions that are fostered by actively disengaged workers

can cause great damage to an organization's functioning.

Importance of Engagement

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).

An organization’s capacity to manage employee engagement is closely related to its

ability to achieve high performance levels and superior business results. Some of the

advantages of Engaged employees are

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

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

• They will normally perform better and are more motivated.

• There is a significant link between employee engagement and profitability.

• They form an emotional connection with the company. This impacts their attitude

towards the company’s clients, and thereby improves customer satisfaction and

service levels

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

and goals

• Increases employees’ trust in the organization

• Creates a sense of loyalty in a competitive environment

• Provides a high-energy working environment

• Boosts business growth

• Makes the employees effective brand ambassadors for the company

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

workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have

repeatedly asked employees ‘whether they have the opportunity to do what they do best

everyday’. While one in five employees strongly agree with this statement. Those work

units scoring higher on this perception have substantially higher performance.

Thus employee engagement is critical to any organization that seeks to retain valued

employees. The Watson Wyatt consulting companies has been proved that there is an

intrinsic link between employee engagement, customer loyalty, and profitability. As

organizations globalize and become more dependent on technology in a virtual working

environment, there is a greater need to connect and engage with employees to provide

them with an organizational ‘identity.’

Factors Leading to Employee Engagement-

Studies have shown that there are some critical factors which lead to Employee

engagement. Some of them identified are

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to

develop their abilities, learn new skills, acquire new knowledge and realize their

Potential. When companies plan for the career paths of their employees and invest in

them in this way their people invest in them.

Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the 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

Leadership – Respectful treatment of employees

Leadership – Company’s standards of ethical behavior

Empowerment Image

Equal opportunities & fair treatment

Performance Appraisal

Pay & benefits

Health & Safety

Job satisfaction


Family friendliness


Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are

unambiguous and clear.

Leadership – Respectful Treatment of Employees

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

regardless of their job level.

Leadership – Company’s Standards of Ethical Behavior

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


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.


How much employees are prepared to endorse the products and services which their

company provides its customers depends largely on their perceptions of the quality of

those goods and services. High levels of employee engagement are inextricably linked

with high levels of customer engagement.

Other factors

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal

opportunities for growth and advancement to all the employees

Performance appraisal

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

the level of employee engagement. The company which follows an appropriate

performance appraisal technique (which is transparent and not biased) will have high

levels of employee engagement.

Pay and Benefits

The company should have a proper pay system so that the employees are motivated to

work in the organization. In order to boost his engagement levels the employees should

also be provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel

secure while working. Therefore every organization should adopt appropriate methods

and systems for the health and safety of their employees.

Job Satisfaction

Only a satisfied employee can become an engaged employee. Therefore it is very

essential 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.


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 the

organization is considering his family’s benefits also, he will have an emotional

attachment with the organization which leads to engagement


If the entire organization works together by helping each other i.e. all the employees as

well as the supervisors co-ordinate well than the employees will be engaged.

How to measure Employee Engagement?

Gallup research consistently confirms that engaged work places compared with least

engaged are much more likely to have lower employee turnover, higher than average

customer loyalty, above average productivity and earnings. These are all good things that

prove that engaging and involving employees make good business sense and building

shareholder value. Negative workplace relationships may be a big part of why so many

employees are not engaged with their jobs.

Step I: Listen

The employer must listen to his employees and remember that this is a continuous

process. The information employee’s supply will provide direction. This is the only way

to identify their specific concerns. When leaders listen, employees respond by becoming

more engaged. This results in increased productivity and employee retention. Engaged

employees are much more likely to be satisfied in their positions, remain with the

company, be promoted, and strive for higher levels of performance.

Step II: Measure current level of employee engagement

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

contribution to the success of the organization.

But measuring the engagement (feedback through surveys) without planning how to

handle the result can lead employees to disengage. It is therefore not enough to feel the

pulse—the action plan is just as essential.

Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of employee

engagement. A well-administered satisfaction survey will let us know at what level of

engagement the employees are operating. Customizable employee surveys will provide

with a starting point towards the efforts to optimize employee engagement.

The key to successful employee satisfaction surveys is to pay close attention to the

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


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

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

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

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

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

10. Do you have a best friend at work?

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

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

The interpretation of the questionnaire and one of the companies engagement level is

summarized in the table below.

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

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

expected of them. If expectations are unclear, employees will inevitably face frustration,

and will be open for other opportunities where they do know what's expected of them,

and where their contributions are measured and recognized.

Materials and equipment- Employees need the right tools and equipment to support

their skills, experience and talents & perform their jobs at an optimum level.

Do what I do best every day - Are your employees cast in the right roles? Knowing the

critical demands for every role is a key to ensuring that talents fit those demands.

Supervisor/Someone at work cares -Managers must spend most of their time with their

most productive talent. Many managers give their greatest degree of attention to

employees who are falling behind. Talented, productive people crave time and attention

from their managers, and will leave your company if they have a weak relationship (or no

relationship) with their manager or supervisor.

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

without considering that employees only psychologically commit to teams if they

perceive their team members will support their high level of commitment and

performance. Talented employees set high standards and depend upon those around them

to support their growth

towards excellence.

Opportunities to learn and grow- The Company should create an environment that

encourages employees to drive towards innovation or to create better systems for more

productive results. Great managers always ask what skills and knowledge need to

accompany talent to result in the greatest outcome for each employee.

As discussed the Gallup study Q12 is based on positive Psychology and emotions.

Having a best friend at work or receiving recognition every week makes you feel cared

for and proud respectively. If you want to keep recreating those positive emotions, then

you keep coming back to work.

So the Q. 12 measures engagement, and engagement is a positive emotional connection

to the work. Thus the mechanism of the broaden- and – build theories and the action

tendencies of positive emotions help in understanding why the Q. 12 has been so

powerful for Gallup in terms of predicting outcomes. Borden – and Build theory is

about evolutionary significance of positive emotions. Positive emotions are better

observed over the long haul. Their effects accumulate and compound overtime and the

adaptive benefits are evident from later, when people face new challenges. The Gallup


has thus made a contribution in adding an additional ‘P’ to the 4 P’s of marketing i.e.

product, price, and promotion place and now people to the mix. In the combination of

engaged employees, Gallup brings engaged customers to form the concept of human

sigma. These include customer engagement, loyalty and emotional attachment. Customer

engagement hierarchy, customer engagement scores and developing the culture of

engagement and customer focus. The Gallup Organization decided to initiate a multi-year

research project to try and define a great workplace - a great workplace was one where

employees were satisfied with their jobs and this thus helps to produce positive business


According to the study of Watson Wyatt, the service – profit chain establishes

relationship 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

policies 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


Step III: - Identify the problem areas

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


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.

Definition of Outsourcing

The Webster's Universal Dictionary meaning of "Outsourcing" is: "A company or

person that provides information; to find a supplier or service, to identify a source".

Outsourcing can be defined as a process in which a company delegates some

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

Companies turn to resources outside their organizational structure usually to

save money and/or make use of the skilled professionals.

The Outsourcing market is estimated to grow tremendously in the coming

few with an increasing number of companies planning to outsource both low end and
high-end jobs to offshore destinations. Also the number of companies providing
outsourcing services is on the rise, thus resulting in larger variety. Due to the fact
that more and more companies are outsourcing, the risks are getting smaller as
businesses have more experience and clearer objectives.

Outsourcing in the world today is seen as a strategic management option rather than
just a cost cutting operation. It aids companies to achieve their business objectives
through operational excellence and a better market position. In order for companies
to focus on their core competencies, all companies today outsource one or more of
their operations. In order to compete in the global economy companies need to focus
their resources on their core operations.

Advantages of Outsourcing

• Companies can save up on operational costs. In fact most companies can cut their
operating costs to half by outsourcing
• Get access to cheaper and more efficient labor
• Cut up on labor training cost
• Get access to better technologies at a cheaper cost
• Increase productivity
• Concentrate on core competencies

Disadvantages of Outsourcing

• The company that outsourcers can get into serious trouble if the service provider
refuses to provide business due to bankruptcy, lack of funds, labor etc
• Outsourcing requires the control of the process being outsourced by transferred to
the service provider. Thus the company may loose control over its process
• The service provider in developing countries generally services many companies.
So there are many chances of partiality owing to more payment by other parties
• The current employees in the company that outsourcers may feel threat due to
outsourcing and may not work properly
• The attitude of people in the developed countries against companies that outsource
is generally bad

Business Process outsourcing:

Business process outsourcing is a process in which a company delegates

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

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

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

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

Benefits derived from BPO are:

1. Productivity Improvements
2. Access to expertise
3. Operational cost control
4. Cost savings
5. Improved accountability
6. Improved HR
7. Opportunity to focus on core business

Business Process outsourcing in India.

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

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

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

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

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

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

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

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,"

5 reasons why India is the BPO king

S Level 1 Level Level 2 Sub-
r No Factors 1 Weights factors
1 Financial 30% Labor cost

benefit Cost

advantage – operating
and capital expenditures

2 Service 25% • Process
maturity maturity and competency
of suppliers
• Industry size
and growth
• Security/IP
3 People 25% • Labor pool and
skill level
• Language
• HR
• Educational
4 Infrastructure 5% • ICT and
physical infrastructure
5 Catalyst 15% • Governmental
• Geopolitical
• Physical and
time zone displacement
• Cultural

Advantages of outsourcing to India:

• India - large pool of engineering resources
• 12 hr time difference - Savings in time and money
• Cost benefits
• Quality awareness and processes
• Government support - infrastructure availability
• Benefit of track record

Call Centre:

A call centre or call center is a centralized office used for the purpose of
receiving and transmitting a large volume of requests by telephone. A call centre is
operated by a company to administer incoming product support or information

inquiries from consumers. Outgoing calls for telemarketing, clientele, and debt
collection are also made.

A call centre is often operated through an extensive open workspace, with

work stations that include a computer, a telephone set/headset connected to a telecom
switch, and one or more supervisor stations. It can be independently operated or
networked with additional centres, often linked to a corporate computer network,
including mainframes, microcomputers and LANs. Increasingly, the voice and data
pathways into the centre are linked through a set of new technologies called
computer telephony integration (CTI).

Most major businesses use call centres to interact with their customers.
Examples include utility companies, mail order catalogue firms, and customer
support for computer hardware and software. Some businesses even service internal
functions through call centres. Examples of this include help desks and sales support.

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

A. Average Call Value (Sales and Reservations Only)

This measure is generally calculated by dividing total revenue generated by number
of calls.
B. Customer Satisfaction
Customer satisfaction is, without doubt, a top priority. Most call centers conduct
surveys via either outbound calls or mail to randomly selected callers.

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

D. Percent Abandoned
Abandonment is an ongoing concern in incoming call centers. If callers hang up
before we get a chance to talk to them, we are missing the opportunity to make them
happy, sell to them and solve their customer service problems callers' circumstances.

E. Cost Per Call

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


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

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

Thomas Edison was the genius

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

Gecis Global reborn as Genpact

GE Capital International Services has taken on a new name: Genpact, with tagline:
Global Business Impact(SM).

Gecis Global is a pioneer in global outsourcing world and is a big name to contend with.
Expectations generated by the rebirth include passing the US $1 billion mark in annual
revenues by 2007 – 2008 and gain a global workforce reaching 30,000 in number.

The search for a new name began December 30, 2004 upon GE’s commercialization of
its GE Capital International Services unit. Of the thousands of suggestions that poured in
from employees and customers, Genpact stood out and was eventually chosen.

"We chose it because it so aptly communicates our brand promise - generating value,
commitment, partnership and impact,” says Pramod Bahsin, Genpact’s president and
CEO. He goes further to explain the concept behind the name and tagline, "Global
enterprises today want impact," said Bhasin. "They want partners they can trust to work
with them and through process excellence measurably improves their margins, cash
performance, and speed to market."

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

"Global enterprises today want impact. They want partners they can trust to work with
them and through process excellence measurably improves their margins, cash
performance, and speed to market," explains Bahsin.

Gecis, as it was widely known, thrived with the outsourcing boom with offices in
Hyderabad, Bangalore, Jaipur, and Kolkata. It branched even further by building sites in
China, Eastern Europe, and Mexico. Under consideration are plans to erect sites in India,
China, and a yet-to-be-disclosed location in Europe or North Africa catering to a French-
speaking clientele.

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

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


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

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
enterprise application services & program management.

Global operations centers are located in:.

China Hungary Romania United States Mexico

The Portfolio of services offered from these Global centers include:

Finance and Accounting Sales & Marketing Analytics

Financial Services
Customer Service
Supply Chain & Procurement Information Technology Services
Enterprise Application 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

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

Center Of Excellence at GENPACT:

• Collections.
• Insurance Solutions.
• Finance and Accounting.
• Analytics.
• IT services.
• Commercial Finance.
• Learning.
• External.
• Consumer Finance.
• Industrial And Equipment.

Services Offered By GENPACT:

• Functional Practices.
• Industry Offerings

1. Functional Practices. Genpact pioneered the Business Services & Technology
Solutions industry in India and has ever since been at the forefront, expanding the breadth
and depth of its product and service offering.
Core product offerings include:]
• Finance & Accounting
• Sales & Marketing Analytics
• Customer Services
• Financial Services Collections/ Ops
• Supply Chain & Procurement
• Information Technology Services
• Enterprise App Svcs & Program Mgmt
• Learning and Content Management Services

2. Industry Offerings: Genpact, a pioneer in the Business Services & Technology

Solutions industry, has developed one of the widest range of product offerings across
several industries. We offer end-to-end solutions from document management to high-
end analytics with depth across multiple industry verticals.

• Banking / Finance:
• Insurance:
• Manufacturing:
• Transportation:
• Automotive

Future of GENPACT
Genpact wants to hit $1-billion revenues by December 2008. At $493 million, it is
already the largest Indian third-party BPO player by a yawning margin. To retain the lead,
CEO Pramod Bhasin and his team have drawn a growth strategy.

Phase 1 - 2005: Emerging from GE's shadow

o A five-member core leadership team takes charge. This combines a decade's
experience in running Gecis
o The leadership team sets up a 50-people global sales and marketing team within
two months. It freezes its go-to-market strategy: global delivery versus India-
centric offshore delivery
o It flags off acquisitions: buys New Jersey-based Creditek that brings on board 50
clients and $20-mn revenues Closes 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

Phase 3 - 2007-2008: Being a pioneer again and India's first global third-party BPO

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.
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.

Employee Engagement at Genpact

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

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

• Growth
• Stagnation
• Stress/Workload/Team Engagement
• Communication
• Appreciation

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

Employee engagement is a partnership between a company and

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

EMPLOYEE ENGEGEMENT starts right at the selection stage:

• Choosing the right fit, giving a realistic job preview
• Strong induction and orientation programme
• To keep up the morale of people and drive them towards excellent performance through
recognition letters, profit sharing schemes, long performance awards etc.
• Regular feedback to all people

• Communication forums like the in-house magazine, and regular surveys and conferences
• By helping to maintain the quality of work-life and a balance between personal/professional lives,
there are recreational activities like festivities, get-togethers, sports etc.
• An open and transparent culture to empower its people.

The result of these practices can be evident through the regular feedback from our employees
collected through surveys,

Diagnostic tool for employee engagement include the following

- training
- development
- career
- performance appraisals
- performance management
- communication
- equal opportunity
- fair treatment
- pay
- benefits
- health
- safety
- cooperation
- family orientation
- friendliness
- job satisfaction

which helps to create - feeling valued and involved which is


Factors for Higher Employee Engagement

Here is a list of some contributing factors:

• Understanding of corporate goals/mission

• Understanding of job and how it contributes to overall corporate goals
• Clear communication of goals, expectations, directions
• Job design
• Job fit
• Support and tools
• Independence & innovation
• Relationship with boss/direct reports
• Clear feedback on performance
• Recognition
• Learning and development opportunities
• Opportunities for advancement
• Pride in organization
• Employee input
• Employee involvement in decision making
• Work-life balance
• Workplace culture/morale
• Co-worker relationships/good team environment (enjoy colleagues)
• Fair HR practices

Measuring the Impact of Employee Engagement

• A daily column, written by Directors, Chairman, on the intranet with company
announcements / programs etc.
• Online real-time tracking of progress. Employees can view company progress towards
targets / goals.
• Provide long term strategic vision for business growth.
• Employee suggestion systems / quick responses.
• Weekly blog related to serious business issues and staff to read / comments.

Questions to Measure Employee Engagement

• Do you know what is expected of you at work?
• Do you have the materials and equipment you need to do your work right?
• At work, do you have the opportunity to do what you do best every day?
• In the last seven days, have you received recognition or praise for doing good work?
• Does your supervisor, or someone at work, seem to care about you as a person?
• Is there someone at work who encourages your development?

• At work, do your opinions seem to count?
• Does the mission/purpose of your company make you feel your job is important?
• Are your associates (fellow employees) committed to doing quality work?
• Do you have a best friend at work?
• In the last six months, has someone at work talked to you about your progress?
• In the last year, have you had opportunities at work to learn and grow?

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




1. Education @ Work
2. Redesign work place
3. Letters to Family
4. Fun @ work
5. Cross Training
6. Team Huddles
7. FLA Growth Card
8. Life Enrichment Activities
9. Job Rotation
10. Clubs/Projects
11. Active Team Leader

Education @ Work

Education @ Work Prepares employees for success by offering relevant programs

from premier institutes across the world, using multiple delivery methodologies and
making it convenient for employees to ‘Learn while you Earn’ and helping to build career
and helps in contributing to the organization’s growth.

Programs that are offered by Education @ work are:

1. Banking
2. Finance and Accounting
3. Language
4. Management
5. Risk Management
6. Supply Chain Management
7. Information Technology
8. Project Management\
9. Customer Service
10. Mortgage
11. Insurance
12. Analytics
13. Software
14. Collections

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

Following Activities:

1. Change Wall Color-

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

2. Improving Ambience-

• Plants on the floor-Money Plants, Bamboos

• Danglers-Mortgage Danglers
• Games Area- Dart Board, Carom, Chess, Boxing Bag, Ludo, Chinese checker
• Light music on the floor.
• Improve Lighting on the floor-Through Lamps.

3. Redesigning Work Station –

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

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

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

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

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

• Promotion letter informing the family about the promotion of the employee
• Connect invite letters to the family members to visit Genpact any day of their

Fun @ Work

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

Different activities include various indoor games, Seasonal activities celebrating

festivals, Bay decoration, and Birthday celebration.

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

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

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

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

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

Cross Training :

Cross-training (Also known as conditioning) refers to training in different ways to
improve overall performance. It takes advantage of the particular effectiveness of each
training method, while at the same time attempting to neglect the shortcomings of that
method by combining it with other methods that address its weaknesses.

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

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

Helps patrons/customers/clients in the long run, as employees are empowered to answer
questions about the entire organization.
Requires staff to re-evaluate the reasons and methods for accomplishing their work;
inefficient methods, outdated techniques and bureaucratic drift are
challenged, if not eliminated.
Raises an awareness of what other departments do.
Routine scheduling is enhanced with the ability to move staff about the "Operation".
Better coverage, increased flexibility and ability to cope with unexpected absences,
emergencies, illness, etc.
Can increase the "employability" of staff that has the opportunity to train in areas they
were not originally hired for.
Other advantages include

Increased flexibility and versatility,

Appreciated "intellectual capital"
Improved individual efficiency,
Increased standardization of jobs,
Heightened Morale

Team Huddle:

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

FLA Growth Card:

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

1. Performance Related It includes:

AES Score
Cross Training Effectiveness
Process Knowledge Score

2. Compliance: It Includes:

Process Compliance Adherence

Data Protection Act Adherence
Dress Code Policy adherence

3. Quality/Six Sigma: It includes

Lean ideas Filed

E2E Ideas generated

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

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

It includes:
• Introduction of Yoga
• De-Stress Activities
• Office Ergonomics


The research method of the study explains the systematic way of findings to the
predetermined objectives. Moreover this provides the clean path to accomplish and
achieve clear solution for the problem stated. The following are the stages through which
the research has passed to obtain the conclusions.
1. Define the research problem
2. Review the literature
3. Design research
4. Collection of data
5. Analyze data
6. Interpret data
7. Report the data

Statement of the Problem:

Genpact is a well-known, established Multi National Company with rich Heritage

of GE. Having a history of about 120 years Genpact is carrying a great Brand Image.
Recently Genpact is awarded as world No 2 Best BPO and “Best Employer choice to
Work” for. As it is said People make or break organizations, a study is done at Genpact to
know the Employee Engagement practices at such an organization.

In this study emphasis is given to know the Employees Opinion, who are working
with Genpact, and to know how far the Employee Engagement at Genpact are useful.

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

Objectives of the Project:

• To Study the Employee Engagement practices in a well established

• To evaluate the effectiveness of the Employee Engagement.
• To find out the satisfaction levels of the Employees with the current


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


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


1. Only the Employee Engagement is considered.

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

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

• Non Voice Profiles.

• Voice based profiles.

Sample Selection: As the objective of the project is to study the Employee

Engagement to know the perception of the Employees, sample is selected from Voice and
Non voice based profiles.

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

Source of data:
For the purpose of the study the following sources of data are used.
Primary data: Primary data refers to the collection of first hand data.

Data is collected through

• Questionnaire
• Observations
Questionnaire: Questionnaire is prepared and circulated to the employees to know their
Observations: Observations were done during the visits to the organization.

Secondary data:
Secondary data refers to the data, which is not newly generated but rather obtained
• Published sources.
• Unpolished sources i.e., information about the performance of the company
• Report on the study.
• Review of literature etc.

Data Analysis: After the data have been collected it has to be analyzed; the data
obtained from the questionnaire is arranged in a serial order. A master copy with
tabulation methods has been prepared.
Tabulation is a part of technical procedure where in classified data are
put in the form of tablets. The tablets thus obtained were analyzed with statistical
techniques so that interpretation would be precise.


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


1. Does Fun at work happen regularly?



Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

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

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

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


4 Series1

Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

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?


Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

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

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


4 Series1

Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

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

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

Most of the employees think that they get equal opportunities.

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



Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

Purpose: The purpose to ask this question was to see that how many employees think that
rewards and recognition is given to them for their work.

Conclusion: Half of the employees think that they get rewards and recognition and half of
the employees disagrees, strongly disagree and slightly disagree with this statement.

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


4 Series1

Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

Purpose: Purpose of asking this question was to see that the thoughts of employees are
given respect or not

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

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



3 Series1

Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

Purpose: Purpose of asking this question was to see that how much commitment is shown
by the supervisor for the development of the employee.

Conclusion: More than half of the employees think that the manager shows commitment
towards there development.

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


3 Series1

Strongly Disagree Slightly Agree Strongly No Opinion
Disagree Disagree Agree

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

Conclusion: Most of employees think that they get opportunities to learn from there

9. Do I enjoy my work?



Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

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

Conclusion: Most of the employees enjoy there work.

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



Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

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

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



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.

2 Sites
7 CoE’s
French, German Spanish
Gurgaon - 6000
2 Sites
4 CoE’s
600 Employee’s Jaipur
English, French

Supports Gurgaon &

Jaipur Hiring
2 Sites
9 CoE’s
Bangalore English & French
6335 Employee‘s
4 CoE’s
1400 Employee’s
English & French

• 7 Sites

• 800

• 19000
s 82

Employee Engagement Survey

1. Does Fun at work happen regularly?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

3. Do I feel like coming to office regularly?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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

A. Strongly Disagree

B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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

and development?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

9. Do I enjoy my work?

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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

A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion

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