CHAPTER 1

INTRODUCTION
 INTRODUCTION

Employee engagement refers to the extent to which an employee believes in the mission,
purpose and values of an organization and demonstrates that commitment through his/her
actions as an employee and his/her attitude towards the employer and customers. Also called
work engagement or worker engagement, it is a business management concept. An "engaged
employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus
will act in a way that furthers his organization's interests. He/she is aware of the business
context, and works with colleagues to improve performance within the job for the benefit of
the organization. Thus, employee engagement may be viewed as a positive attitude held by the
employee towards the organization and its values. It requires a two-way relationship between
the employer and the employee.
Features of Employee Engagement:

▪ Understanding of business context and the ‘bigger picture’

▪ Respectful of, and helpful to, colleagues

▪ Willingness to ‘go the extra mile’

▪ Belief in the organization

▪ Desire to work to make things better

▪ Keeping up to date with developments in the field

Aspects:
There are three basic aspects of employee engagement:

▪ The employees and their own unique psychological make-up and experience

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

▪ Interaction between employees at all levels

Categories of Employee Engagement:

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

▪ Engaged Employees
▪ Not Engaged Employees
▪ Disengaged Employees

Engaged Employees:

▪ Are builders

▪ Want to know the desired expectations for their role so they can meet and exceed them

▪ Are naturally curious about their company and their place in it

▪ Perform at consistently high levels

▪ Want to use their talents and strengths at work every day

▪ Work with passion and they drive innovation and move their organization forward

Not-Engaged Employees:

▪ Tend to concentrate on tasks rather than the goals and outcomes they are expected to
accomplish

▪ Want to be told what to do just so they can do it and say they have finished

▪ Tend to feel their contributions are being overlooked and their potential is not being tapped
▪ Generally don’t have productive relationships with their managers or with their coworkers

Actively Disengaged Employees:

▪ Are the ‘cave dwellers’

▪ Consistently against virtually everything

▪ Sow seeds of negativity at every opportunity

▪ Undermine what their engaged coworkers accomplish

Diagnostic Tools

▪ Training and development

▪ Performance management

▪ Communication

▪ Equal opportunity

▪ Fair treatment

▪ Pay and benefits

▪ Health and safety

▪ Cooperation

▪ Family friendliness

▪ Job satisfaction

▪ Immediate management
Engagement Approaches:

Employee engagement approaches for new employees:

Best practice recommends starting right at the selection or recruitment stage with:

➢ The right person and giving them a realistic job preview

➢ A strong induction and orientation programme

➢ Rigorous training and development, from technical to soft skills to leadership development
programmes.

➢ Regular technical/soft-skill updates

➢ Certification programmes to drive people towards excellent performance

Employee engagement approaches for all employees:

Beyond initial recruitment and induction, employee engagement activities can be broken into
a number of groups. These include:

➢ Communication activities: Communication forums; In-house magazines; On-line

communications, including discussion boards and blogs by company personnel; Monthly
updates on corporate goals and directions; Regular employee opinion and satisfaction
surveys; Active soliciting of employee feedback, including opinions and pet peeves etc.
➢ Reward schemes: Compensation and benefit programmes; Stock ownership and profit
sharing; Recognition programmes; Idea collection schemes linked to rewards for idea
generation; Long service and good performance awards.

➢ Activities to build the culture of the organization: Clear and humane HR policies; Pro-
social corporate objectives; Corporate Social Responsibility; Equal opportunities policies
and practices; Initiatives to maintain the quality of work-life and a balance between
personal/professional lives; Developing a safe, clean and inspiring work environment;
Demonstrating a commitment to employees’ well being.

➢ Team building activities: Small team recreational activities, such as trips to the cinema;
Social activities, such as family gatherings; Community outreach activities such as
volunteering and fund-raising.

➢ Leadership development activities: Effective Leadership; Effective Performance

Management; Fair evaluation of performance; Empowerment through effective delegation;
Coaching and mentoring activities to give honest feedback by supervisors and peers; An
open and transparent culture to empower people and develop entrepreneurs.

10 C's of Employee Engagement:

▪ Connect: Leaders must show that they value employees. Employee engagement is a direct
reflection of how employees feel about their relationship with the immediate boss.

▪ Career: Leaders should provide challenging and meaningful work with opportunities for
career advancement. Most people want to do new things in their job.

▪ Clarity: Leaders must communicate a clear vision. Success in life and organizations is, to
a great extent, determined by how clear individuals are about their goals and what they
really want to achieve.

▪ Convey: Leaders clarify their expectations about employees and provide feedback on their
functioning in the organization.
▪ Congratulate: Exceptional leaders give recognition, and they do so a lot; they coach and
convey.

▪ Contribute: People want to know that their input matters and that they are contributing to
the organization's success in a meaningful way.

▪ Control: Employees value control over the flow and pace of their jobs and leaders can
create opportunities for employees to exercise this control.

▪ Collaborate: Studies show that, when employees work in teams and have the trust and
cooperation of their team members, they outperform individuals and teams which lack good
relationships.

▪ Credibility: Leaders should strive to maintain a company’s reputation and demonstrate

high ethical standards.

▪ Confidence: Good leaders help create confidence in a company by being exemplars of high
ethical and performance standards.

Advantages:

▪ 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

▪ Will normally perform better and are more motivated

▪ There is a significant link between employee engagement and profitability

▪ 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

▪ Employees form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and service
levels

FACTORS CONTRIBUTING TO HIGHER EMPLOYEE ENGAGEMENT:

Following are some common factors hat drive engagement across an organization:

▪ 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 the organization
▪ Employee input
▪ Employee involvement in decision making
▪ Work-life balance
▪ Workplace culture/morale
▪ Co-worker relationships/good team environment
▪ Fair HR practices

Outcomes of Engagement:

▪ Staff is able to get ‘involved’ in the organization and feel that it is genuinely participating
and contributing to its performance
▪ Staff has a pride in its organization and endorses it as a place to work and do business
with people outside the organization

▪ Staff demonstrates real commitment to its job and the organization and is prepared to ‘go
the extra mile’.

Difference between Employee Engagement and Employee Satisfaction:

Problems in Engagement:

Hurdles in the following areas may be identified:

▪ Communications

▪ Nature of Work
▪ Rewards and Recognition

▪ Attendance

▪ Turnover

Benchmarking

Benchmarking is the process of comparing the cost, cycle time, productivity, or quality of a
specific process or method to another that is widely considered to be an industry standard or
best practice. Essentially, benchmarking provides a snapshot of the performance of your
business and helps you understand where you are in relation to a particular standard. The result
is often a business case for making changes in order to make improvements. Benchmarking is
most used to measure performance using a specific indicator resulting in a metric of
performance that is then compared to others.

Also referred to as "best practice benchmarking" or "process benchmarking", it is a process

used in management and particularly strategic management, in which organizations evaluate
various aspects of their processes in relation to best practice, usually within a peer group
defined for the purposes of comparison. This then allows organizations to develop plans on
how to make improvements or adopt best practice, usually with the aim of increasing some
aspect of performance. Benchmarking may be a one-off event, but is often treated as a
continuous process in which organizations continually seek to challenge their practices.

Methodology

Robert Camp developed a 12-stage approach to benchmarking:

1. Select subject ahead

2. Define the process
3. Identify potential partners
4. Identify data sources
5. Collect data and select partners
6. Determine the gap
7. Establish process differences
8. Target future performance
9. Communicate
10. Adjust goal
11. Implement
12. Review/recalibrate.

The following is an example of a typical benchmarking methodology:

1) Identify your problem areas: Before embarking on comparison with other organizations it
is essential that you know your own organization's function, processes; base lining
performance provides a point against which improvement effort can be measured.

2) Identify other industries that have similar processes: For instance if one were interested in
improving hand offs in addiction treatment he/she would try to identify other fields that also
have hand off challenges.

3) Identify organizations that are leaders in these areas: Look for the very best in any industry
and in any country. Consult customers, suppliers, financial analysts, trade associations, and
magazines to determine which companies are worthy of study.

4) Survey companies for measures and practices: Companies target specific business
processes using detailed surveys of measures and practices used to identify business process
alternatives and leading companies.

5) Visit the "best practice" companies to identify leading edge practices: Companies
typically agree to mutually exchange information beneficial to all parties in a benchmarking
group and share the results within the group.

6) Implement new and improved business practices: Take the leading edge practices and
develop implementation plans which include identification of specific opportunities,
funding the project and selling the ideas to the organization for the purpose of gaining
demonstrated value from the process
 CHAPTER 2

RESEARCH DESIGN

RESEARCH DESIGN

TITLE OF THE PROJECT

“A STUDY ON EMPLOYEE ENGAGEMENT PRACTICES AT TATA
CONSULTANCY SERVICES, INDIA, BANGALORE”

INTRODUCTION:

Employee engagement refers to the extent to which an employee believes in the mission,
purpose and values of an organization and demonstrates that commitment through his/her
actions as an employee and his/her attitude towards the employer and customers. Also called
work engagement or worker engagement, it is a business management concept. An "engaged
employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus
will act in a way that furthers his organization's interests. He/she is aware of the business
context, and works with colleagues to improve performance within the job for the benefit of
the organization. Thus, employee engagement may be viewed as a positive attitude held by the
employee towards the organization and its values. It requires a two-way relationship between
the employer and the employee.

STATEMENT OF PROBLEM

Managerial practices across the globe are experiencing a revolution. Workplace styles and
practices of leadership, work processes and everything else related to work is witnessing rapid
changes. The degree of changes in these variables may vary from industry to industry or a
corporate house to another but managements are putting their efforts to understand, equip and
to act to emerge a winner out of the situation. At the core of their efforts is the realization that
employees are their most valuable assets. Hence a study on Employee engagement activities
holds high value for a company in retention of employees and high performance of the
company.

OBJECTIVES OF STUDY

▪ To evaluate existing employee engagement practices at TCS India, Bangalore branch and
to make suggestions regarding the best practices as to the same.

▪ To study the impact of the rising cost cutting on the engagement measures adopted by
organizations.
▪ To establish the relationship between organization’s engagement programmes and their
respective annual attrition rates.

▪ To study the relative importance of each of the factors influencing engagement: Salary and
Monetary Benefits, Rewards and Recognition, Training and Development,
Communication, Family Friendliness, Performance Management.

Research Design:

Qualitative Research: Through company website and Personnel Manual

Quantitative Research: Designs used- Exploratory

DATA COLLECTION SOURCES:

Primary data:

The steps undertaken for conducting the research were as follows:

• Formulation of questionnaire in accordance with the desired responses

• Questionnaire distribution and data collection

• Data classification and arrangement

• Data analysis

• Interpretation and ascertainment of inferences based upon the data analysis.

Secondary data

• Journals and research papers

• Newsletters

• TCS intranet-HR section and other websites pertaining to human resource

• Academic books based on research methodology and HR.

Sampling Technique:
Non-probability judgmental sampling.

The size of the sample was limited to 30.

PLAN OF ANALYSIS

The collected data is tabulated and analyzed. Necessary graphs and diagrams are prepared for
analysis. Inferences are drawn based on the analysis.

LIMITATIONS OF THE RESEARCH

The area of the study was very vast and hence an in-depth analysis of the system and the process
was not possible in the time limit of two months.

Limitations of the data collection method are:

Limited area coverage. As TCS is spread across nations it was practically impossible to study
the engagement activities across all branches as every demography would adopt different
measures. Hence the study was limited to Indian outfit of the organization.

Surveyor’s personal biasness. As the area to be covered was large, and due to unavailability
of time and optimum resources, it was inconvenient for us to collect the responses from all the
divisions of the branch.

Respondent’s personal biasness. The respondents perceived the survey with suspicion,
cynicism and indifference. For them these processes were time consuming and ineffective. In
such kind of survey it was very difficult to get 100% correct opinions and bias may exist.

The other main limitation was the Unavailability of the concerned officials at times. As the
responses had to be collected from the HR managers, rather than the employees, it was difficult
to convince them regarding its importance.
 CHAPTER 3

COMPANY PROFILE

COMPANY PROFILE
Tata Consultancy Services Limited (TCS) is an Indian IT services, business solutions and
outsourcing company headquartered in Mumbai, India. TCS is the largest provider of
information technology in Asia and second largest provider of business process outsourcing
services in India. TCS has offices in 47 countries with more than 142 branches across the globe.
The company is listed on the National Stock Exchange and Bombay Stock Exchange of India.
TCS is one of the operative subsidiaries of one of India's largest and oldest conglomerate
company, the Tata Group or Tata Sons Limited, which has interests in areas such as energy,
telecommunications, financial services, manufacturing, chemicals, engineering, materials,
government and healthcare.

Tata Consultancy Services started in 1968. Mr.F.C Kohli who is presently the Deputy chairman
was entrusted with the job of steering TCS. The early days marked TCS resonsibility in
managing the punch card operations of Tisco. The company, which was into management
consultancy from day one, soon felt the need to provide solutions to its clients as well.TCS was
the first Indian company to make forays into the US market with clients ranging from
IBM,American Express, Sega etc. TCS is presently the top software
Company.

During the Y2K buildup, TCS had setup a Y2K factory in Chennai as a short-term strategy.
Now, with E-business being the buzzword, the factory is developing solutions for the dotcom
industries. Today, about 90 percent of TCS' revenue comes from consulting, while the rest from
products. TCS has great training facilities. In addition to training around 5 percent of the
revenue is spent upon its R&D centers like the Tata Research Design and Development Centre
at Pune, along with a host of other centers at Mumbai&Hyderabad.

It benchmarked its quality standing, invested heavily in software engineering practices and
built intellectual property-in terms of patents, code and branded products. At the same time, it
expanded its relationships with technology partners and organizations, increased linkages with
academic institutions and incubated technologies and ideas of people within TCS and outside.
TCS has already patented 12 E-Commerce solution product packages and has filed six more
applications for patent licenses.

Over $25 million were spent on enhancing hardware and software infrastructure. The company
now has 72 offices worldwide. As many as seven centers were assessed at SEI CMM Level 5
last year(3.4 mistakes in a million opportunities). These include Chennai, Mumbai, Bangalore,
Calcutta, Hyderabad and Lucknow. Several business and R&D relationship with global firms
like IBM, General Electric, Unigraphics Solutions have been made.

Key Dates in History

It began as the "Tata Computer Centre", for the company Tata Group whose main business was
to provide computer services to other group companies. F C Kohli was the first general
manager. J. R. D. Tata was the first chairman, followed by pankaj roy.

One of TCS' first assignments was to provide punched card services to a sister concern, Tata
Steel (then TISCO). It later bagged the country's first software project, the Inter-Branch
Reconciliation System (IBRS) for the Central Bank of India. It also provided bureau services
to Unit Trust of India, thus becoming one of the first companies to offer

BPO services.
In the early 1970s, Tata Consultancy Services started exporting its services. The company
pioneered the global delivery model for IT services with its first offshore client in 1974. TCS's
first international order came from Burroughs, one of the first business computer
manufacturers.
TCS was assigned to write code for the Burroughs machines for several US-based clients. This
experience also helped TCS bag its first onsite project - the Institutional Group & Information
Company (IGIC), a data centre for ten banks, which catered to two million customers in the
US, assigned TCS the task of maintaining and upgrading its computer systems.
In 1981, TCS set up India's first software research and development centre, the Tata Research
Development and Design Center (TRDDC) in Pune.
The first client-dedicated offshore development center was set up for Compaq (then Tandem)
in 1985.
In 1979, TCS delivered an electronic depository and trading system called SECOM for SIS
SegaInterSettle, Switzerland. It was by far the most complex project undertaken by an Indian
IT company.
TCS followed this up with System X for the Canadian Depository System and also automated
the Johannesburg Stock Exchange (JSE). TCS associated with a Swiss partner, TKS Teknosoft,
which it later acquired.
In the early 1990s, the Indian IT outsourcing industry grew tremendously due to the Y2K bug
and the launch of a unified European currency, Euro. TCS pioneered the factory model for
Y2K conversion and developed software tools which automated the conversion process and
enabled third-party developers and clients to make use of it.
In 1999, TCS saw outsourcing opportunity in E-Commerce and related solutions and set up its
E-Business division with ten people. By 2004, E-Business was contributing half a billion
dollars (US) to TCS.
On 9 August 2004, TCS became a publicly listed company, much later than its rivals, Infosys,
Wipro and Mahindra Satyam.
During 2005, TCS ventured into a new area for an Indian IT services company -
Bioinformatics.
In 2008, the company went through an internal restructuring exercise that executives claim
would bring about agility to the organization.
In 2011, the company entered the Small and Medium Enterprises (SME) market with cloud-
based offerings.

Indian branches

TCS had development centres and/or regional offices in the following Indian cities:
Ahmedabad, Baroda, Bangalore, Bhubaneswar, Chennai, Coimbatore, Goa, Gurgaon, Kochi,
Kolkata, Lucknow, Mumbai, Mangalore, Noida, Pune, Thiruvananthapuram, Jaipur,
Jamshedpur, Hyderabad.

Global units

Africa: South Africa, Morocco

Asia (Outside India): Bahrain, Beijing, Hong Kong, Hangzhou, Shanghai, Indonesia, Israel,
Japan, Malaysia, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand, UAE (Dubai)

Australia: Australia

Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland, Ireland, Italy,
Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United Kingdom
North America: Canada, Mexico, USA

South America: Argentina, Brazil, Chile, Colombia, Ecuador, Uruguay, Peru

Innovation and R&D

Tata Research Development and Design Center

TCS established the first software research center in India, the Tata Research Development and
Design Center, in Pune, India in 1981. TRDDC undertakes research in Software Engineering,
Process Engineering and Systems Research.

Researchers at TRDDC also developed Master-Craft (now called TCS Code Generator
Framework) a Model Driven Development software that can automatically create code based
on a model of a software, and rewrite the code based on the user's needs.

Research at TRDDC has also resulted in the development of Sujal, a low-cost water purifier
that can be manufactured using locally available resources. TCS deployed thousands of these
filters in the Indian Ocean Tsunami disaster of 2004 as part of its relief activities. This product
has been marketed in India as Tata swach, a low cost water purifier.

Innovation

In 2007, TCS launched its Co-Innovation Network, a network of TCS Innovation Labs, startup
alliances, University Research Departments, and venture capitalists.

In addition to TRDDC, TCS has 19 Innovation Labs based in three countries.

TCS Innovation Lab, Convergence: Content management and delivery, convergence engines,
networks such as 3G, WiMax, WiMesh, IP Testing for Quality of Service, IMS, OSS/BSS
systems, and others.

TCS Innovation Lab, Delhi: Software Architectures, Software as a Service, natural language
processing, text, data and process analytics, multimedia applications and graphics.

TCS Innovation Lab, Embedded Systems: Medical electronics, WiMAX, and WLAN
technologies.
TCS Innovation Lab, Hyderabad: Computational methods in life sciences, meta-genomics,
systems biology, e-security, smart card-based applications, Linux and open source,digital
media protection, nano-biotechnology, quantitative finance.

TCS Innovation Lab, Mumbai: Speech and natural language processing, wireless systems
and wireless applications.

TCS Innovation Lab, Insurance - Chennai: IT Optimization, Business Process

Optimization, Customer Centricity Enablers, Enterprise Mobility, Telematics, Text Analytics,
2D Barcodes, Mashups, Innovation in Product Development and Management (PLM) for
Insurance.

TCS Innovation Lab, Chennai: Infrastructure innovation, green computing, Web 2.0 and
next-generation user interfaces.

TCS Innovation Lab, Peterborough, England: New-wave communications for the

enterprises, utility computing and RFID (chips, tags, labels, readers and middleware).

TCS Innovation Lab, Mysore: Speech and natural language processing, wireless systems and
wireless applications.

TCS Innovation Lab: Performance Engineering, Mumbai: Performance management, high

performance technology components, and others.

TCS Innovation Lab, Cincinnati, United States: Engineering and Manufacturing IT

solutions.

Some of the assets created by TCS Innovation Labs are DBProdem, Jensor, Wanem,
Scrutinet

In 2008, the TCS Innovation Lab-developed product, mKrishi, won the Wall Street Journal
Technology Innovation Award in the Wireless category. mKrishi is a service that would enable
India's farmers to receive useful data on an inexpensive mobile device.

TCS' Co-Innovation Network partners include Collabnet, Cassatt, MetricStream, academic

institutions such as Stanford, MIT, various IITs, and venture capitalists like Sequoia and
Kleiner Perkins
 CHAPTER 4

ANALYSIS AND INTERPRETATION OF

DATA

a. TABLE-A containing the age group of prospective employees

 Age Frequency (nos) Percentage (%)
(years)

18-25 15 50

25-35 09 30

35-45 06 20

Analysis: From the above table it is analyzed that 15 respondents belongs to the age group of
18-25 yrs,
09 of them belongs to the age group of 25-35 yrs, 06 of them belongs to the age group of
35-45 yrs.

CHART-A showing the percentage of age group

 Percentage

18-25
25-35
35-45

Interpretation:
From the above chart, it could be interpreted that the, majority of respondents age was 18-25 (50%),
and some of the respondents age was 25-35 (35%) and 35-45 (15%).

b. TABLE-B containing the educational qualification of prospective

employees

Academics Frequency (Nos) Percentage (%)

 Graduates 18 60

Post Graduates 6 20

Diploma Graduates 6 20

Analysis: From the above table it is analyzed that 18 respondents are Graduates, 6 of them
are Post graduates & the other 6 are diploma graduates.

CHART-B showing the percentage of educational qualification of

prospective employees
 Academics

Graduates
Post Graduates
Diploma Graduates

Interpretation: It is interpreted from the above analysis that 60% respondents are Graduates,
20% of them are Post graduates & the other 20% are diploma graduates.

c. TABLE-C containing the gender/ sex of the prospective employees

Gender Frequency (Nos) Percentage(%)

Male 18 60
 Female 12 40

Total 30 100

Analysis:
From the above table it is analyzed that 18 respondents are male and remaining 12
respondents are female.

EMPLOYEE ENGAGEMENT PRACTICES AT TCS

1 .Which of the following employee engagement practices are followed by your

organization?

TABLE-1 showing response of employees on largely employed “employee

engagement practices”.
Analysis: From the above table it is analyzed that 9 respondents each mentioned Team
meetings,conferences & Online communications, 3 mentioned Stock ownership & profit
sharing, 6 of them chose recognition programmes; & each selected recreational activities,Social
activities & others as the employee engagement practices they found at the organisations.

Types of employee
Frequency (Nos) Percentage (%)
engagement practices

Team meetings,
9 30
Conferences

Online communication 9 30

Stock ownership & profit

3 10
sharing

Recognition progrmames 6 20

Social activities 1 3.3

Others 1 1.3

Total 30 100

CHART-1 showing the percentage response of employees for the

engagement practices widely employed at their organisation.
 Type of Employee engagement activities
Team meetings,Conferences

Online communication

Stock ownership & profit

sharing
Recognition progrmames

Recreational activities

Socialn activities

Others

Interpretation:

Considering the above analysis, it was found that while team meetings and conferences are a
feature of almost all the employees, almost half the respondents have considered online
communication and recognition programmes as a recognition tool, whereas only 40% of the
employees have considered stock ownership; recreational, social and community outreach
activities.

CONCLUSION

• Retention of the best talent in a company requires a sound policy on employee engagement.
Many companies already know that wages and benefits are important to employees, but
compensation alone is not enough to keep the highly skilled, motivated and experienced
workforce that a business needs to excel. An organisation that provides top wages and
benefits may lose a great employee to a competitor for no apparent reason. It is in view of
this that organisations need to work to develop and nurture engagement.
CHART-C showing the sex percentage of prospective employees

Gender

Male
Female

Interpretation:
It is interpreted from the above analysis that few numbers of them are female and more
number of them are male.