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

1
 Chapter-1

Introduction of Industry

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.

2
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

3
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:

 Productivity Improvements
 Access to expertise
 Operational cost control
 Cost savings
 Improved accountability
 Improved HR
 Opportunity to focus on core business

4
Introduction of Company

GE:

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

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

Thomas Edison was the genius

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

Gecis Global reborn as Genpact

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

5
Gecis Global is a pioneer in global outsourcing world and is a big name to contend with.
Expectations generated by the rebirth include passing the US $1 billion mark in annual
revenues by 2007 – 2008 and gain a global workforce reaching 30,000 in number.

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

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

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

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

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

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

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,

6
in 1997, to one with an employee base of over 19,000 people globally. Combined with
this, Genpact has achieved an exponential growth in revenues.
   

   
Not only has Genpact grown in terms of its people and revenue, but has also evolved its
product portfolio over the years. Its key strategy has been to develop product expertise
in selected Industry Verticals, new technology rollouts and expansion into new
Geographies.
Genpact
Genpact is a leading provider of Business Services & Technology Solutions. Since it was
established in 1997, the company has been driving process improvements to help
enterprises improve their revenue, cash, costs, margins, speed, and customer
relationshipsglobally.

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

7
& 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:.

India
China Hungary Romania United States Mexico

The Portfolio of services offered from these Global centers include:

 Finance and Accounting

 Customer Service
 Sales & Marketing Analytics

 Financial Services Collections/Ops

 Information Technology Services

Genpact offers to a host of GE businesses and Fortune 500 customers. Some of the
Industry verticals served are:

 Banking / Finance
 Manufacturing
 Insurance
 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.

8
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:

9
  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

Company’s Culture

10
At Genpact, we have built a warm and receptive work environment that
evokes deep feelings of pride and belonging and is based on the highest
standards of excellence and integrity. We are committed to creating a
rewarding career for each of our employees and investing in their personal and
professional development. We are proud of the fact that we have successfully
balanced our deep focus on process and operational excellence with our
passion for people development—it reflects in everything we do.

Our Work Culture

Genpact has created a culture that emphasizes customer centricity, teamwork,

and continuous process improvement. Our culture is expressed in the Values
& Cornerstones that embody our core ideology and defines who we are. Our
Values act as a compass to guide our thoughts and actions and our
Cornerstones are the pillars that uphold us as an organization ...

Our People

Genpact believes in the power of human capital to positively transform

companies and works to attract, develop and retain the best employees in our
industry. We have the lowest employee attrition rate in our industry and the
passion and commitment of our people have helped us expand our client
relationships .

Career Development

Genpact is committed to enhancing the skills and competencies as well as

personal growth and development of its employees. We provide our people
with multiple opportunities to enroll for world-class leadership development
programs and also encourage cross-functional movement to gain meaningful
experience and exposure .
Genpact has a broad portfolio of enterprise G&A, industry-specific and technology
services. We couple our deep knowledge of process, insights, and best practices with
strong IT/technology, reengineering, analytics and global delivery capabilities to deliver a
comprehensive client solution. Our broad industry domain expertise ensures solutions
relevant to the particular process challenges our clients face

Range of Services

Genpact takes a comprehensive, pragmatic and process driven approach to

11
the design and delivery of client solutions. This is enabled by being one of the
largest global analytics and market research services organizations having the
single largest pool of dedicated Lean Six Sigma experts in reengineering with
strong IT/technology capabilities focused on an ROI driven approach. We
take an end-to-end view of a client’s process, working up and down stream,
often beyond the scope of the engagement, to maximize value for the client
and deliver beyond contractual obligations. Our goal is to tangibly impact the
balance sheet of our clients through superior business process management.

Our long standing growth strategy has been to enter into partnership with a
client where they have the greatest need and then grow the relationship as a
client’s process management needs grow. As a result, Genpact’s portfolio is
broad with solutions in Finance & Accounting, Procurement & Supply Chain,
Collections & Customer Service, Human Resource Services, Content
Solutions, Risk Management, IT Infrastructure Services, Enterprise
Application Services, Analytics, and Reengineering. Our experience has also
led to industry-specific, operational services including solutions for
Insurance, Banking, Investment Management, Healthcare, Pharmaceuticals,
Retail/CPG and Automotive among others. In every area, we go from
meeting simple transactional needs to managing processes where complex
decision making and keen judgment are required.

Employee Engagement
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

12
engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question
survey that identifies strong feelings of employee engagement and the steps which shows
how to drive an engaged employee.

Introduction

Engagement at work was conceptualized by Kahn, (1990) as the ‘Harnessing of

Organizational Members selves to their work roles’, In engagement, people employ
and express themselves physically, cognitively, and emotionally during role
performances.

The second related construct to engagement in organizational behavior is the notion of

flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as
the ‘Holistic Sensation’ that, people feel when they act with total involvement. Flow is
the state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions.

Employee engagement is the thus the level of commitment and involvement an employee
has towards their organization and its values. An engaged employee is aware of business
context, and works with colleagues to improve performance within the job for the benefit
of the organization. The organization must work to develop and nurture engagement,
which requires a two-way relationship between employer and employee.’ Thus Employee
engagement is a barometer that determines the association of a person with the
organization.

Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘The
degree to which the job situation is central to the person and his or her identity (Lawler &
Hall, 1970). Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief
state of Psychological identification. Job involvement is thought to depend on both need
saliency and the potential of a job to satisfy these needs. Thus job involvement results
form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view
are tied to one’s

13
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.

14
  The employers and their ability to create the conditions that promote employee
engagement.

 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
people:-

Engaged--"Engaged" employees are builders. They want to know the desired

Expectations for their role so they can meet and exceed them. They're naturally curious
about their company and their place in it. They perform at consistently high levels. They
want to use their talents and strengths at work every day. They work with passion and
they drive innovation and move their organization forward

Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals
and outcomes they are expected to accomplish. They want to be told what to do just so
they can do it and say they have finished. They focus on accomplishing tasks vs.
achieving an outcome. Employees who are not-engaged tend to feel their contributions
are being overlooked, and their potential is not being tapped. They often feel this way
because they don't have productive relationships with their managers or with their
coworkers.

Actively Disengaged

15
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

16
  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

17
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.

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

Empowerment

18
Employees want to be involved in decisions that affect their work. The leaders of high
engagement workplaces create a trustful and challenging environment, in which
employees are encouraged to dissent from the prevailing orthodoxy and to input and
innovate to move the organization forward.

Image

How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of
those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.

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

19
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.

Communication

The company should follow the open door policy. There should be both upward and

downward communication with the use of appropriate communication channels in the

organization. If the employee is given a say in the decision making and has the right to be

heard by his boss than the engagement levels are likely to be high.

Family Friendliness

A person’s family life influences his wok life. When an employee realizes that the

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

attachment with the organization which leads to engagement

Co-operation

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

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

Factors for Higher Employee Engagement

Here is a list of some contributing factors:

20
  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

ACTIVITIES WHICH ARE HELD IN GENPACT

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:

 Banking
 Finance and Accounting
 Language
 Management
 Risk Management
 Supply Chain Management
 Information Technology

21
 Project Management
 Customer Service
 Mortgage
 Insurance
 Analytics
 Software
 Collections

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

Following Activities:

 Change Wall Color- Wall Painting-Beaches, Poster on work motivation is done.

 Improving Ambience:
a. Plants on the floor-Money Plants, Bamboos
b. Danglers-Mortgage Danglers
c. Games Area- Dart Board, Carom, Chess, Boxing Bag, Ludo, Chinese
checker
d. Light music on the floor.
e. Improve Lighting on the floor-Through Lamps.

 Redesigning Work Station –

o Personalizing Work Space- Individual Sections, Family Photos,
Mementoes
o 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
choice.

Fun @ Work

Fun @ Work activities are considered to be backbone in a team bounding. Every team has
a fun spoc whose responsibilities includes various games and other team building

22
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 :

23
Cross-training (Also known as conditioning) refers to training in different ways to
improve overall performance. It takes advantage of the particular effectiveness of each
training method, while at the same time attempting to neglect the shortcomings of that
method by combining it with other methods that address its weaknesses.

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

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

Advantages:

Helps patrons/customers/clients in the long run, as employees are empowered to answer

questions about the entire organization.

Requires staff to re-evaluate the reasons and methods for accomplishing their work;
inefficient methods, outdated techniques and bureaucratic drift are challenged, if not
eliminated.

Raises an awareness of what other departments do. Routine scheduling is enhanced with
the ability to move staff about the "Operation".

Better coverage, increased flexibility and ability to cope with unexpected absences,
emergencies, illness, etc.

Can increase the "employability" of staff that has the opportunity to train in areas they
were not originally hired for.

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

24
another for the teams success (or commiserate a defeat). The term "huddle" can be used
as a verb as in "huddling up".

 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

Our HR services

Genpact’s HR Services practice serves over a half-million employees working in a range

of major industries and operating across multiple geographies. We have grown this
capability by staying attuned to the current economic environment, and how globalization
has markedly changed expectations for the HR function.
Our clients are expected to do more than ever with fewer resources, and at
less cost, all without compromising on quality. As if that were not enough,
emerging trends demand HR leaders focus strongly on strategic Talent
Management initiatives. They cannot afford to be bogged down on
administrative tasks and regularly look to us for further support in sharpening
strategy formulations. The goal: Give HR leaders the freedom and insight to
make optimal use of the human capital available to them on a global scale.

Service Offerings

Genpact’s comprehensive end-to-end solutions for the Human Resource

function include Core HR Services, Talent Management and Workforce

25
Analytics.

Impacting Your Business

Our experts have partnered to provide cost savings, improve process

efficiency, and deliver metric-driven and qualitative insights necessary for
strategic decision-making. Read some of the Client Testimonials that laud our
success in providing business impact to our clients in the respective services
pages.

Research Methodology

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

26
  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
effective.

Objectives of the Project:

 To Study the Employee Engagement practices in a well established MNC.
 To evaluate the effectiveness of the Employee Engagement.
 To find out the satisfaction levels of the Employees with the current system.

Methodology:
A study is conducted to know the views of the Employees on the Current System. To
know the attitude of the Employees data is collected through structured questionnaire.
(Where questions are in pre-arranged order).
The questionnaire consists dichromatic, multiple choice and open ended questions.
The questionnaire is designed for Employees working with GENPACT; the
questionnaires were given as feed back forms to the candidates on behalf of GENPACT.

Limitations of The Study

27
1. There was a time restriction of 15 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

SCOPE OF THE STUDY

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
Employees.

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

28
Secondary data:

Secondary data refers to the data, which is not newly generated but rather obtained from.
 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.

Organisation of the Study

Organization of the study deals with the arrangement of the entire report. The entire work
is put according to chapter wise to facilitate easy identification of the topic.

The chapter I. gives the introduction of Employee Engagement. This chapter gives overall
view of the project.The chapter II deals with Industry profile, company profile and
procedures followed in organization.
The chapter III deals with Research methodology used , statement of the problem ,
objectives , sample collection and statistical tools used
The chapter IV deals with introduction of Employee Engagement and Employee
Engagement Practices done in GENPACT.

The Chapter V data analysis and interpretation, which explains how data is analyzed and
interpreted by using tables, graphs.

29
 The chapter VI deals with conclusions.

The end of the report consists of Bibliography, which is followed by

Annexure.

CHAPTER-5

Analysis of Data Interpretation

1. Does Fun at work happen regularly

30
 7

4
Series1
3

0
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?

31
 8

4 Series1

0
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?

32
 7

4
Series1
3

0
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
employees.

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

33
 8

4 Series1

0
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?

34
 7

4
Series1
3

0
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?

35
 8
7

6
5

4 Series1
3

2
1
0
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

development?

36
 6

3 Series1

0
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?

37
 6

3 Series1

0
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
mistake.

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

9. Do I enjoy my work?

38
7

4
Series1
3

0
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?

39
 7

4
Series1
3

0
Strongly Disagree Slightly Agree Strongly No opinion
Disagree Disagree Agree

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

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

40
 CONCLUSION

As Per the above observations and analysis it seems that most of the Employees of GCF

Australia are Engaged and like there work and Organization except few Employees who

are Not Engaged and few who are Nearly engaged and can be changed to an Engaged

Employee by their supervisors by proper planning.

Employee Engagement is the buzz word term for employee communication. It is a

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

rapidly gaining popularity, use and importance in the workplace and impacts

Organizations in many ways.

Employee engagement emphasizes the importance of employee communication on the

success of a business. An organization should thus recognize employees, more than any

other variable, as powerful contributors to a company's competitive position. Therefore

employee engagement should be a continuous process of learning, improvement,

measurement and action.

We would hence conclude that raising and maintaining employee engagement lies in the

hands of an organization and requires a perfect blend of time, effort, commitment and

investment to craft a successful endeavor.

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BIBLIOGRAPHY

Books referred:
Human Resource Management…………………………..Shashi. K. Gupta
Rosy Joshi
Human Resource Management………………………….V.S.P.Rao

Human Resource Management………………………….Fisher Shaw

Human Resource Management………………………….Subba Rao

WEBLIOGRAPHY

Websites:

www.humanresources.about.com
www.hr-guide.com
www.books.google.com

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 CHAPTER-9

QUESTIONNAIRE

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

43
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?

44
 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

45