a project report on employee engagement
TRANSCRIPT
A
Project Study Report
On
Titled
“EMPLOYEE ENGAGEMENT”
Submitted in partial fulfillment for the
Award of degree of
Master of Business Administration
Submitted By: - Submitted To:-
SUNIL JANGIR Mrs. DIVYA MAKAR
MBA ivth Sem
2008-2010
BALDEVRAM MIRDA INSTITUTE OFINSTITUTE
SITAPURA,JAIPUR
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DECLARATION
I SUNIL KUMAR S/o SAHIRAM JANGIR here declare that the project
report title “ Employee Engagement at Genpact “ is based on my project study. This
project report is my original work and this has not been used for any purpose
anywhere.
(SUNIL KUMAR)
MBA IV th Sem.
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Preface
Master of business administration is connected with providing
knowledge to the students regarding various type of management like Human
Resource management and production management etc.
Master of business administration being a specific management course
there is necessary of practical knowledge to support other theoretical subject.
The project assigned for the period of 15 days “Employee Engagement” at
Genpact.
The Project study in GENPACT was a complete experience in itself,
which has provided me with the understanding, which has become an inspirable
part of my knowledge of management being learned in Mnagement Program.
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ACKNOWLEDGEMENT
I express my sincere thanks to my project guide, Mr. A.B AGARWAL Department
MANAGER. For guiding me right form the inception till the successful completion of the
project. I sincerely acknowledge him for extending his valuable guidance, support for
literature, critical reviews of project and the report and above all the moral support he
had provided me with all stages of this project.
I would also like to thank the supporting staff for her help and cooperation throughout the
project.
Signature of StudentSUNIL KUMAR
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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
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Table Of Contents
Chapter 1 : Introduction to the Industry…………………………………..6-19
Chapter 2: Introduction to the company…………………………………20-46
Chapter 3 : Research Methodology………………………………………47-54
Title of the study
Objective of the Study
Duration of the Study
Data collection Method
Chapter 4 : Employee Engagement……………………………………...55-90
Chapter 5 : Data analysis & Interpretation……………………………....91-102
Chapter 6 : SWOT Analysis………………………………………………103-105
Chapter 7: Conclusion……………………………………………………106-108
Chapter 8 : Annexure……………………………………………………..109-113
Chapter 9 : Questionnaire……………………………………………….114-118
Chapter 10: Bibliography………………………………………………....119-123
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Chapter-1
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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
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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
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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
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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.
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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
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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.
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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-making.
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 - 90,000.
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 monitoring.
India, took the No. 1 spot in neo IT's ranking of 14 possible IT outsourcing destinations. According to annual report India offers "cost competitiveness, a highly skilled labors pool and a high level of service maturity,"
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5 reasons why India is the BPO kingS
r No
Level 1 Factors
Level 1 Weights
Level 2 Sub-factors
1 Financial benefit
30%
Labor cost Cost advantage –
operating and capital expenditures
2 Service maturity
25%
Process maturity and competency of suppliers
Industry size and growth
Security/IP protection3 Peopl
e2
5% Labor pool and skill
level Language proficiency HR Educational system
4 Infrastructure
5%
ICT and physical infrastructure
5 Catalyst
15%
Governmental support Geopolitical
environment Physical and time zone
displacement Cultural compatibility
Advantages of outsourcing to India:
India - large pool of engineering resources
12 hr time difference - Savings in time and money
Cost benefits
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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
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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
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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 month).
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CHAPTER-2
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INTRODUCTION OF COMPANY
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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."
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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.
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"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,
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.
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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.
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Genpact is a leader in managing business processes, offering a broad portfolio of core enterprise and industry-specific services. The Company’s approach puts process in the forefront, coupling deep process knowledge and insights with focused IT capabilities, targeted analytics and pragmatic reengineering to deliver an integrated solution. Services are seamlessly delivered from a global network of centers to meet a client’s business objectives, cultural and language needs and cost reduction strategy.
Genpact:
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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 globally.
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:.
India China Hungary Romania United States Mexico
The Portfolio of services offered from these Global centers include:
Finance and Accounting Sales & Marketing Analytics Customer Service Financial Services
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Collections/OpsSupply Chain & Procurement Information Technology Services
Enterprise Application Services & Program Management
Genpact offers to a host of GE businesses and Fortune 500 customers. Some of the Industry verticals served are:
Banking / Finance Insurance
ManufacturingTransportation
Automotive
The business delivery model at Genpact is based on speed, simplicity, and a constant
quest for Six Sigma quality. Genpact has used the Six Sigma and Lean approach
extensively across internal functional areas and customer processes, completing over
1000 high impact projects. We are known for our commitment to high quality and low
cost, global delivery capability, proven transition and engagement models and process
re-engineering skills.
Center Of Excellence at GENPACT:
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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
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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
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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
Genpact has created a culture that emphasizes customer centricity, teamwork, and continuous process improvement. Our culture is expressed
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in the Values & Cornerstones that embody our core ideology and define who we are. Our Values act as a compass to guide our thoughts and actions while our Cornerstones serve as the pillars that uphold us as an organization.
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 define who we are. Our Values act as a compass to guide our thoughts and actions while our Cornerstones serve as the pillars that uphold us as an organization
A Client-centric Culture
Genpact’s operations are a seamless extension of our clients’ operations. Our strong operating culture defines our process effectiveness that aims at delivering real business results and strategic value to our clients. We integrate our capabilities with those of our client’s to drive business process effectiveness with the objective to increase efficiencies and improve
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business outcomes. We see our relationships with clients as strategic, long term, and enduring.
Genpact offers the right skills and services for such an approach. Our expanding list of service offerings allows us to assist our clients with a broad range of solutions. We often start work with a client in one domain and end up developing the relationship to encompass others. This proven customer engagement model, where we start small, deliver value, expand business scope, and gradually penetrate other areas, provides us with growth and long-term revenue visibility.
We believe that honest and periodic client feedback enriches our relationships. Our feedback sessions are one-on-one or revolve around client forums. Our biannual Executive Roundtable is a client forum that stimulates new thinking and thought leadership. It also enables our clients to share best practices and connect with industry experts and peers. This differentiated ‘Client Advisory Group’, consisting of top CXOs, helps us address common client problems, share insights, shape new focus areas and strategies, and strengthen our client relationships.
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Press Releases
Apr 15, 10
NetSuite and Genpact Partner to Transform and Modernize Business Process Management
Apr 12, 10
Genpact Schedules Earnings Announcement and Conference Call for First Quarter Fiscal 2010 Results
Mar 30, 10
Genpact and Hikari Tsushin Sign Multi-Year Contracts
Genpact in the News
Mar 31, 10
Genpact cuts deal with Japan’s Hikari Tsushin - The Economic Times
Mar 30, 10
Genpact to hire 6,500 in China by 2015 - The Economic Times
Mar 25, 10
Genpact expands presence in Romania; sets up new centre - The Economic Times
Events
Apr 28, 10
Genpact sponsored webinar: How CFOs Can Maximize ROI and Business Value from Source to Pay
Apr 25-29, 10
Genpact sponsors RIMS 2010 at the Boston Convention and Exhibition Center
May 5-7, 10
Genpact a Specialty Sponsor at CRS Collections and Recovery Solutions 2010, Las Vegas, NV
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Genpact’s culture is uniquely ingrained in Lean Six Sigma, the capability having been driven through the entire organization and laveraged in all we do in a highly visible manner.
The Genpact DNA of Lean Six Sigma
Genpact is proud of its heritage of Lean Six Sigma—it is the way we work, a part of our DNA! Lean Six Sigma is a tool, a methodology for quality improvement that has been around for many years. So the difference is not the tool but how a company embraces it and puts it to work.
As a part of GE, we were an initial beta site under Jack Welch, who became known worldwide as a leading proponent of Lean Six Sigma. Lean Six Sigma was common in manufacturing but GE was an early innovator in its application to services and made this a tremendous success.
There are two types of companies when it comes to embracing Six Sigma. Those where it is simply a function and others where Lean Six Sigma is driven through the organization, which is true of GE and is clearly true for Genpact. It permeates what we do and is highly visible in our operations, our people processes, and our leadership direction.
Clients routinely comment on our bench strength and the caliber and experience of our teams. We take a different approach to client engagements. We go beyond the scope of the contract to take a comprehensive upstream/downstream view, which extends our impact on the client’s business.
We see our job as “destroying” our own revenue by being proactive in driving further efficiency gains and working with clients to reengineer processes end-to-end. We understand that a short term loss will lead to a longer term gain, as our strategic partnership grows.
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We work to tightly integrate with our clients operations, creating a seamless process environment. The teams adopt the mindset that this is about the client’s business, not ours. Certainly, a culturally ingrained hard-to-replicate DNA of Genpact.
Quick Facts
As of December 31, 2009, Genpact has: Over 10,700 employees with Six Sigma green-belt training
530 employees with Six Sigma black-belt training
Over 23,500 Lean-trained employees
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Company’s Culture
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 ...
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Our PeopleGenpact 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 .
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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 .
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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 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.
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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 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.
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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.
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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
25,000.
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Phase 3 - 2007-2008: Being a pioneer again and India's first global third-party BPO
major
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 h
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CHAPTER-3
45
RESEARCH METHODOLOGY
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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.
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:
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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.
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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
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
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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
Observations
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Questionnaire: Questionnaire is prepared and circulated to the employees to know their
opinion.
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
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.
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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.
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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
Annexure.
CHAPTER-4
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EMPLOYEE
ENGAGEMENT
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Abstract
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.
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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 &
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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”.
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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
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.
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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.
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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).
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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.
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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
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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
Communication
Family friendliness
Co-operation
Leadership- Clarity of Company Values
Employees need to feel that the core values for which their companies stand are
unambiguous and clear.
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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
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.
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Image
How much employees are prepared to endorse the products and services which their
company provides its customers depends largely on their perceptions of the quality of
those goods and services. High levels of employee engagement are inextricably linked
with high levels of customer engagement.
Other factors
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
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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.
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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.
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
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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
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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).
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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
work?
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?
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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
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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
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adaptive benefits are evident from later, when people face new challenges. The Gallup
research 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 outcomes.
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
engagement).
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Step III: - Identify the problem areas
Identify the problem areas to see which are the exact areas, which lead to disengaged
employees
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.
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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.
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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
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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
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- family orientation - friendliness - job satisfaction
which helps to create - feeling valued and involved which is - ENGAGEMENT.
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
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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
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S OME USEFUL COMPANY ENGAGEMENT PROGRAMS COULD INCLUDE 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
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KEY EMPLOYEE ENGAGEMENT OUTCOME METRICS
- EMPLOYEE RETENTION - COMPANY PERFORMANCE - CUSTOMER SATISFACTION - PROFITABILITY
ACTIVITIES WHICH ARE HELD IN GENPACT
1. Education @ Work2. Redesign work place3. Letters to Family4. Fun @ work5. Cross Training6. Team Huddles7. FLA Growth Card8. Life Enrichment Activities9. Job Rotation10. Clubs/Projects
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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. Banking2. Finance and Accounting3. Language4. Management 5. Risk Management6. Supply Chain Management7. Information Technology8. Project Management\9. Customer Service10. Mortgage11. Insurance12. Analytics13. Software14. Collections
Revamping the Floor: - Action plan was made to Revamp the floor by
Following Activities:
1. Change Wall Color-
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Wall Painting-Beaches, Poster on work motivation is done.
3. 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.
4. 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 choice.
Fun @ Work
Fun @ Work activities are considered to be backbone in a team bounding. Every team has a fun spoc whose responsibilities includes various games and other team building activities with the help of which internal team bounding can be improved. At the same time it can also be considered to provide ample of time as to relieve the stress that a normal BPO employee has to face.
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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.
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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.
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.
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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".
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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
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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
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CHAPTER-5
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ANALYSIS OF DATAINTERPRETATION
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1. Does Fun at work happen regularly
0
1
2
3
4
5
6
7
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No Opinion
Series1
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.
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2. Do I get Feedback regularly from my supervisor for improving my performance?
0
1
2
3
4
5
6
7
8
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No opinion
Series1
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.
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3. Do I feel like coming to office regularly?
0
1
2
3
4
5
6
7
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No Opinion
Series1
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.
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4. Do I get sufficient opportunities to improve my skills?
0
1
2
3
4
5
6
7
8
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No opinion
Series1
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.
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5. Do I receive any recognition for my contributions in last 3 months?
0
1
2
3
4
5
6
7
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No opinion
Series1
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.
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6. Are my thoughts and feelings given due respect at work place?
0
1
2
3
4
5
6
7
8
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No Opinion
Series1
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.
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7. Does my manager demonstrate a personal commitment to my continuous learning and development?
0
1
2
3
4
5
6
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No Opinion
Series1
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.
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8. Do I get encouraged to learn from my mistakes?
0
1
2
3
4
5
6
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No Opinion
Series1
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.
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9. Do I enjoy my work?
0
1
2
3
4
5
6
7
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No opinion
Series1
Purpose: Purpose was to see that employees enjoy there work or not.
Conclusion: Most of the employees enjoy there work.
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10. Am I aware of the career opportunities that are available to me at my company?
0
1
2
3
4
5
6
7
StronglyDisagree
Disagree SlightlyDisagree
Agree StronglyAgree
No opinion
Series1
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.
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CHAPTER-6
101
SWOT
ANALYSIS
102
SWOT ANALYSIS
Business firms undertake Swot Analysis to understand the external and internal
environment. Swot is the acronym for strengths, weakness, opportunities and threats
through such an analysis, the strengths & weakness existing within an organization can
be matched with the opportunities and operating in the environment so that an effective
strategy can be formulated.
Strengths are special attributes or distinctive competencies that an organization posses,
which gives it an advantage over other organization especially competitors.
The analysis of weakness is also internal & again can only be conducted in related
terms, weakness are the aspects of organization that makes them less effective than
other companies. Once again care must be taken with the application of this idea.
Opportunities and threats are external to the company. An opportunity is any chance to
follow a new or revised strategy that could benefit the organization. An opportunity
represents new initiatives & potential. While they exist for all organization they are
certainly easier to identify for some, than for others.
Identification of threads and opportunities in the environment and the strengths and
weaknesses of the firm is the corner stone of business policy formulation; these are
these factors, which determine the course of action to ensure the survival and/or growth
of the firm
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CHAPTER-7
104
CONCLUSION
105
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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CHAPTER-8
107
ANNEXURE
108
109
Global map
Genpact has over 38,600 employees, has operations in 13 countries, and supports over 25 languages. Our objective is to service clients from the locations that best meet their needs, taking into consideration business objectives, cultural considerations, language requirements and cost reduction goals. We pride ourselves in driving seamless delivery and a singular service culture across our operating locations, accomplished through strong people practices and highly involved local leadership. We manage every client relationship and operation at the global level, regardless of the number of delivery centers involved.
Genpact was an early pioneer in what we call the Smart Location Strategy. We strive to be the first mover in a location to corner talent and set industry standards. We eagerly adopt Tier-2 cities to expand the talent pool, while maintaining price advantage for our clients. A common methodology is used to set up and run our operations worldwide, leveraging key learnings and allowing for local nuances when important. Our approach allows us to quickly solve for a global client’s need
110
111
Gurgaon - 2 Sites
Jaipur
Bangalore
Hyderabad
Kolkata
Genpact Genpact IndiaIndia
• 7 Sites
• 800 Processes
• 19000 Employees
2 Sites7 CoE’sFrench, German Spanish6000 E
2 Sites9 CoE’sEnglish & French6335 Employee‘s
4 CoE’s1400 Employee’sEnglish & French
4 CoE’s600 Employee’sEnglish, French
Supports Gurgaon &Jaipur Hiring
CHAPTER-9
112
QUESTIONNAIRE
113
Employee Engagement Survey
1. Does Fun at work happen regularly?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
2. Do I get Feedback regularly from my supervisor for improving my performance?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
3. Do I feel like coming to office regularly?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
114
4. Do I get sufficient opportunities to improve my skills?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
5. Do I receive any recognition for my contributions in last 3 months?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
6. Are my thoughts and feelings given due respect at work place?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
7. Does my manager demonstrate a personal commitment to my continuous learning and development?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
8. Do I get encouraged to learn from my mistakes?
A. Strongly DisagreeB. DisagreeC. Slightly Disagree
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D. AgreeE. Strongly AgreeF. No Opinion
9. Do I enjoy my work?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
10. Am I aware of the career opportunities that are available to me at my company?
A. Strongly DisagreeB. DisagreeC. Slightly DisagreeD. AgreeE. Strongly AgreeF. No Opinion
116
CHAPTER-10
117
BIBLIOGRAPHY
118
Books referred:
Human Resource Management…………………………..Shashi. K. Gupta
Rosy Joshi
Human Resource Management………………………….V.S.P.Rao
Human Resource Management………………………….Fisher Shaw
119
Human Resource Management………………………….Subba Rao
.
WEBLIOGRAPHY
120
Websites:
www.humanresources.about.com
www.hr-guide.com
www.books.google.com
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