employee engagement report

A PROJECT REPORT

ON

“Study on Employee Engagement at Infinit Skills”

Submitted to

SIVA SIVANI INSTITUTE OF MANAGEMENT

NH-7, Kompally, Secunderabad-500014

In partial fulfillment of the requirement for the award of the degree of

POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)

Submitted by

Iduri.Sri Priya

Roll No. 2T3-18, TPS

2013- 2015

In completion of the summer internship

At

INFINIT SILLS

Dreams Meet Opportunities

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Acknowledgement

It is great pleasure for me to acknowledge the kind of help and guidance received

by me during my project work. I was fortunate enough to get support from a large

number of people to whom I shall always remain grateful.

I wish to express my deepest and sincere thanks to my faculty guide Mr. Lohith

kumar, Asst Professor, SSIM & Mr.S.F.Chandra Shekar, Hr Head and

corporate guide Mr. Kareem Pasha, Hr. Manager & Mr.Gayaz. My special

thanks to all the faculty members at SSIM who have encouraged me to be a

continuous learner.

I gained a lot of knowledge & experience by observing their way of working which

is surely to be admired. I extend my gratitude to the entire staff that provided a

very comfortable environment which helped me deliver this performance.

I.Sri Priya

Tps-A

2t3-18

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Declaration

This is to declare that the project title “Study on Employee Engagement at

Infinit Skills’’ is an authentic record of my original work carried out under the

guidance of Mr. Kareem Pasha,HR Manager,Infinit Skills, Hyderabad.

The project work has been carried out solely for the purpose of submission in

partial fulfillment of post-graduation diploma Management, Siva Sivani institute of

Management.

I further declare that I have not submitted this document to any other School,

University, or Institution in whatever manner.

I.Sri priya

Tps-A

2t3-18

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Table of Contents

Chapters Topics Page No

Chapter 1………………………………………………………………….……….…...……….04

Introduction……………………………………………………….………………….…06

Importance of the study or need for the study.………………….……........…...….…09

Objectives……………...…………………………………………….…..…..……….….10

Research Methodology...……………………………………………...…..……………10

Chapter 2………………………………………………………….………………………….…26

Industry Profile……………………………………………….………..……..…….…..27

Company Profile…………………………………………...….……..….………….…..29

Chapter 3………………………………………………………………………..………………20

Theoretical aspects related to the study……………………..……..………………...21

Chapter 4…………………………………………………………………………………….….25

Data Analysis and Interpretation…………………………….………………..………26

Chapter 5…………………………………………………………………………………..…....45

Findings………….……………………………………………….……………………...46

Suggestions ………………………………………………….………………….………47

Conclusion………………………………………………………………………………48

Bibliography…………………………………………………………………………………….49

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CHAPTER-1

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INTRODUCTION

Description:

Employee engagement has emerged as a popular organizational concept in recent

years. It is the level of commitment and involvement of an employee towards the

organization and its values. An engaged employee is aware of business context,

and works with colleagues to improve performance within the job for the benefit of

the organization. Employee engagement develops positive attitude among the

employees towards the organization.

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

personal relationship with work. The term means different things to different

organizations. Some equate it with job satisfaction, some by gauging employee’s

Emotional commitment to their organization but a conclusive nature and definition

of the same cannot be obtained.

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

aspirations with those of the organization in the best method for achieving the

sustainable employee engagement requires for an organization to reach its goals.

Employee engagement also called work engagement or worker engagement is a

business management concept. An ‘engaged employee’ is one who is fully

involved in, and enthusiastic about, his or her work, and thus will act in a way that

further their organization’s interest.

Employee engagement is a level of commitment and involvement employees have

towards their organization and its values. An engaged employee is aware of

business context, and works with colleagues to improve performance within the

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job for the benefit of the organization. It is a positive attitude held by the

employees towards the organization and its values.

Employee engagement is the means or strategy, by which an organization seeks to

build a partnership between the organization and its employees, such that:

Employees fully understands and is committed to achieve the organization’s

objectives and

The organization respects the personal aspirations and ambitions of its

employees.

It is seen largely the organization's responsibility to create an environment and

culture conducive to this partnership.

The 3 aspects of employee engagement

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

The employees and their own unique psychological makeup and experience.

The employers and their ability to create the conditions that promote

employee engagement.

Interaction between employees at all levels.

Employee engagement creates greater motivation within employees for the work

they do and their commitment to the organization. It is about creating an

enthusiasm for their roles, their work and the organization, and ensuring they are

aligned with the values of the organization, well informed and well integrated with

their colleagues and the fabric or culture of the organization.

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Categories of Employee Engagement

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

expectations for their role so they can meet and exceed them. They're naturally

curious about their company and their place in it. They perform at consistently

high levels. They want to use their talents and strengths at work every day. They

work with passion and they drive innovation and move their organization forward

Not Engaged: "Not-engaged" employees tend to concentrate on tasks rather than

the goals and outcomes they are expected to accomplish. They want to be told what

to do just so they can do it and say they have finished. Employees who are not -

engaged tend to feel their contributions are being overlooked, and their potential is

not being tapped. They often feel this way because they don't have productive

relationships with their managers or with their coworkers.

Disengaged: The "actively disengaged" employees are the "cave dwellers."

Actively they’re "Consistently against Virtually Everything." They're not just

unhappy at work they're busy acting out their unhappiness .They sow seeds of

negativity at every opportunity. Every day, actively disengaged workers undermine

what their engaged coworkers accomplish. As workers increasingly rely on each

other to generate products and services, the problems and tensions that are fostered

by actively disengaged workers can cause great damage to an organization's

functioning.

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Importance of employee engagement

Employee engagement is the sum total of the work place behavior demonstrated by

the people. Such behavior is characterized by:

• Belief in the organization

• Drive to work to make things better

• Understanding of business context

• Respect and support for others

• Desire to learn new skill

The level of employee engagement affects key results such as sales, customer

satisfaction, innovation and employee turnover, An engaged workforce is capable

of delivering sustained differentiation and a significant competitive advantage.

Scope of the study:

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

positively attached of an employee towards the organization, so with the help of

this project we will be able to know the degree of engagement of the employees in

Infinite skills and we can study the methods to increase the engagement level in the

organization which will definitely be helpful to employer as well as employees.

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Objectives:

To know the workplace involvement of employees.

To know the level of top management and employees involvement towards

their work

To know the satisfaction level of employees which leads to employee

retention.

Research methodology:

Sample Selection: The data has been collected from the employees from middle

and top level Infinit Skills.

Sample Size: The universe is about 100 employees working in Infinit Skills. All of

them were provided with a questionnaire. However only 60 of them have

responded. Thus the sample size of our selection is 60.

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

Questionnaire. The questionnaire consisted of 13-item scale to measure employee

engagement using 5 point Likert scale.

Data Analysis: After data collection, analysis on employer’s views, ideas and

opinions was done which would help infinit skills.

Sampling Technique: -Using simple random sampling technique 60 respondents

were selected.

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

Pie diagrams, and also using descriptive statistic tools (by using these techniques)

accurate information is obtained.

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Classification & tabulation of data: The data thus collected were classified

according to the categories & the summary tables were prepared.

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QUESTIONNAIRE

SURVEY ON EMPLOYEE ENGAGEMENT

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

DESIGNATION

QUALIFICATION

WORKING SINCE

(Month & Year)

DEPARTMENT

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

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

Strongly agree Agree No opinion Disagree Strongly Disagree

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

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


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

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


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

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


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

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


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

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


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

7. At work, my opinions seem to count.


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

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


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

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


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

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


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

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


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

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Limitations:

In every project work there is some kind of limitations which affect the accuracy of

work. Same in this project work some of the limitations are faced which are as

following:

The time period is restricted to 30 days

My internship is restricted to only one branch of infinit skills.

I was asked to do for a limited number of employees that is in mytrivanam

branch only.

Timings for collecting the information from the employees was very limited

i.e. 3pm to 5pm

Employees were always busy with their work which did not allowed me to

talk with them and collect the information.

The findings cannot be generalized, as it takes only 50 respondents.

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Review of Literature:

Title

Employee Engagement: A comparative study on selected on

selected Indian organizations

By

Tejvir Singh

Pankaj Kumar

Pushpendra Priyadarshi

Rafferty et al. (2005) indicates that the concept of employee engagement

originated from consultancies and survey houses rather than academia. Employee

Engagement goes further in commitment and organizational citizenship behavior,

these two are the foundation of employee engagement.

Commitment

Silverman (c.f., Robinson et al., 2004) notes that recent research on organizational

commitment stresses its multidimensional nature that implies it cannot be realized

through one single human resource (HR) policy. People are motivated by a range

of factors, which differ from person to person. Commitment and engagement are

not considered to be the same. While commitment is an important element of

engagement, engagement is considered to be much more. Tamkin (2005) reviews

commitment in the literature and highlights an early model by Allen and Meyer

(1990), which defines three types of commitment:

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Affective commitment: employees feel an emotional attachment towards an

organization.

Continuance commitment: the recognition of the costs involved in leaving an

organization; and

Normative commitment: the moral obligation to remain with an organization

Organizational Citizenship Behavior (OCB)

The review of OCB Literature by Barkworth (c.f., Robinson et al., 2004, Appendix

2) defines its key characteristic as behavior that is discretionary or 'extra -role', so

that the employee has a choice over whether they perform such behavior .These

behaviors include voluntarily helping of others, such as assisting those who have

fallen behind in their work, and identifying and stopping work -related problems in

the first place. As these types of behavior are not normally part of the reward

system, absence of such behaviors is therefore not punishable by the organization

but performance of them should lead to effective running of it.

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Title

Employee engagement: The key to realizing competitive advantage

A MONOGRAPH BY:

Richard S.wellins, Ph.D., senior vice president of global marketing and new

business development Paul Beranthal, Ph.D., manager of center for applied

behavioral research mark Phelps, senior consultant development dimensions

international

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

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

Enjoyment: People tend to receive more pleasure and satisfaction from what they

do if they are in jobs or roles that match both their interests and their skills.

Belief: If people feel they are making meaningful contributions to their jobs, their

organizations, and society as a whole, they tend to be more engaged. The

connection between what people does every day and the goals and mission of the

organization is crucial to engagement

Value: People want to be recognized and rewarded for their contributions.

Rewards and recognition come in many forms, including competitive

compensation packages, a healthy work/life balance, and V.I.P. sales trips. But

perhaps more important is the heightened sense of worth employees feel when

their leaders take just a few minutes to let them know that they are doing a great

job and that their contributions are valued and appreciated.

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Why you should care:

People have become the primary source of competitive advantage.

Retention and the war for talent

Popular appeal.

Overwhelming impact

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FIGURE 1: DDI’s Engagement Value Proposition

ENGAGEMENT DRIVERS

Right Employees in the Right Jobs

Exceptional Leadership

Organizational Systems and

Strategies

WORK ENVIRONMENT

Aligned Effort and Strategy

Empowerment

Teamwork/Collaboration

Growth and Development

Support and Recognition

ENGAGED EMPLOYEES

Greater Loyalty

Enhanced Effort

ORGANIZATIONAL SUCCESS

Satisfied/Loyal Customers

Increased Retention

Higher Profits and Profitability

Revenue Growth

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Title

Leveraging employee engagement for competitive advantage:

HR’s strategic role

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

levels of engagement in domestic and global firms promote retention of talent,

foster customer loyalty and improve organizational performance and stakeholder

value. A complex concept, engagement is influenced by many factors—from

workplace culture, organizational communication and managerial styles to trust

and respect, leadership and company reputation.

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

today’s competitive marketplace. Further, employee engagement can be a deciding

factor in organizational success. Not only does engagement have the potential to

significantly affect employee retention, productivity and loyalty, it is also a key

link to customer satisfaction, company reputation and overall stakeholder value.

Thus, to gain a competitive edge, organizations are turning to HR to set the agenda

for employee engagement and commitment. Research shows that the connection

between an employee’s job and organizational strategy, including understanding

how important the job is to the firm’s success, is the most important driver of

employee engagement. In fact, employees with the highest levels of commitment

perform 20% better and are 87% less likely to leave the organization, which

indicates that engagement is linked to organizational performance

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Title

Employee Engagement - Competence Trust and Confidence Trust - Why

Leaders Need Both

By Elizabeth Black

Employee engagement is the degree to which employees work with passion and

feel a profound connection to their company. Gallup International recently reported

that businesses in the top 24% of employee engagement had fewer turnovers and a

higher percentage of customer loyalty, profitability and revenue.

In organization's today, trust is a two-way street. Employees want to work for a

manager and for an organization they can have trust in, and managers want to be

able to trust their employees. The problem is that trust is a nebulous concept --not

unlike honesty, energy and commitment. We value these attributes in our

employees and colleagues, but we don't all agree on what constitutes them. Many

of us say, "We'll know it when we see it" or "I trust everyone until they prove me

wrong."

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

trust and competence trust.

Confidence trust: It is the belief that you can count on the other person to do the

right thing or act in positive, ethical ways.

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

complete the task.

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

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

Communication is truly the key to building trust. As a manager, if you set specific

measurable expectations, provide both positive and corrective feedback,

understand your employees' goals and motivations and recognize and reward top

performers, you are well on your way to gain ing or sustaining the employee's trust

in you as a competent manager.

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Title

Employee engagement: getting the best from your people

A Badenoch & Clark guide

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

employees to connect with their colleagues, managers and wider organisation. It is

also about creating an environment where employees are motivated to want to

connect with their work and really care about doing a good job.'

In this guide they provide a no-nonsense list of things you need to consider in

pulling together an employee engagement program.

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

level of employee engagement in. It's critical that the boss shows that they value

their employees, after all employee engagement is huge reflection of employee

feels about their boss. Some of the characteristics employees expect leaders to

display:

If one offers opportunities for employees, they are more likely to be engaged

with their job and organization.

Clarity of communication is vital.

Congratulating success and achievements.

Leaders need to be team builders and create an environment that fosters trust

and collaboration.

Leaders should dhow confidence in decision making and up -hold high

ethical standards to maintain their company's reputation.

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Show that you have a plan: Whether in good times or bad, it's essential that

employees are made aware of your company strategy. It's very difficult for

employees to feel engaged if they don't truly understand the direction the

organization is moving in, or why. Be transparent about Your Plans and in

communicating your long term strategy. Not only will you ensure that everyone is

working towards a common goal, you demonstrate your confidence in the

organization's future as it focuses on what you can do, rather than what you can’t

particularly vital in these times of economic.

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

stands for seeing the value in its goods or services and seeing these delivered

ethically and to high standard, employees will have a clear sense of purpose and

will feel more impassioned and committed to their objectives.

Values and culture: An organization's values are its DNA: they define how the

business behaves and what it intrinsically stands for. If your employees share these

same values, of course they are more likely to believe in the organization.

Know what success looks like: clearly communicate the vision of where your

organization wants to be, and how every member of staff plays a part in achieving

that aspiration by upholding the corporate strategy. Painting a picture of what

success looks like - at an individual, team, divisional and corporate level - will help

keep it real and ultimately achievable. Ensure there are milestones and make these

even more tangible by showcasing individual and corporate successes along the

way. Charting progress and recognizing key milestones will help foster unilateral

positivity, pride and a sense of achievement.

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

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

Recognizing employees doesn't need to be an expensive exercise and it's often the

personal touch which makes all the difference.

Performance Management: Employees want to know where they stand and how

they are doing. And they deserve to know too. Regular feedback on both an

informal and formal basis is essential. Creating an ongoing adult to adult dialogue

around reasonable yet stretching goals and performance improvements is a

necessary part of any manager’s role.

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CHAPTER-2

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Industry profile:

The HR industry: An introduction

While there is no uniform definition for the HR solutions industry, for the purpose

of this report, we may define it as the rewards derived from any decision on buying

services for any part of the human capital value chain. The HR solutions industry

can be broadly divided into two main functions — permanent recruitment of

executives and professionals, and temporary recruitment, specializing in

professional and general staffing.HR solutions are being increasingly viewed as a

distinct industry with the role of HR consultants evolving with changing market

dynamics.

Large Indian companies are diversifying into new sectors and prefer

candidates with relevant experience. However, since their HR function find

it difficult at times to source candidates from the large and geographically

dispersed talent pool, companies are increasingly looking at external help.

This change in approach and mindset has made sourcing a relatively

complex activity, resulting in companies increasingly partnering with

recruitment consultants with a global footprint or access to global databases

to source the right candidates.

The service industry is a people-driven one and is clocking double-digit

growth. The service industry has a large manpower requirement, which

facilitates the need for a large HR function to fulfill its growing needs. Since

recruitment is not a recurring activity and is a function of economy and a

company‘s growth plans, companies prefer to partner with consultants to

source the right candidates as and when required, and have their HR function

focus on the core and strategic activities of selection, planning and retention.

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Temporary staffing is a growing human resource trend and the phenomenon

is finally catching up in India. While industry experts estimate employee

leasing to be a US$140 billion business worldwide, the domestic staffing

industry has yet to witness large figures. The scenario is however set to

change as companies are increasingly partnering with consultants, and

experts expect that in the near future, 2.5%-3%1 of the workforce in the

country will be hired on a temporary basis.

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Company profile

Infinit skills is a key regional player in providing student services. It operates

within three main divisions.

Academic projects/internships

Professional Training Courses

Placement services

All divisions serve a wide range of local and national clients and recognized as

market leaders in multiple business areas. Our daily challenges are acquiring the

most up-to-date knowledge of the latest technologies and utilizing this knowledge

to maximize the value added services to our clients.

Professional Training Courses:

The Student training Division provides trainings on various subjects that shape a

student's studies. The goal of each course is to develop concrete, individual

strategies in groups that you can immediately try out and review in your everyday

university life. Active participation and discussion with each other is a crucial

requirement. All trainings will be provided by real-time consultants.

Exclusive Features of Infinit skills:

Innovative and distinctive Curriculum designed by eminent Scholars

Highly accomplished and prominent Corporate Trainers with excellent

credentials

Personalized and caring Training Environment

Unique and superior Training Techniques/Methodology

Efficient Counseling Services at no additional charge

Availability of high quality learning materials developed by distinguished

Experts.

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CHAPTER-3

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Theoretical aspects related to the study:

Employee Engagement: Is the art and science of engaging people in authentic and

recognized connections to strategy, roles, performance, organization, community,

relationship, customers, development, energy, and well-being as we leverage,

sustain, and transform our work connections into results.

Employee engagement model:

The zinger Employee Engagement Model

The 14 employee engagement elements and symbols for each element:

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

first key of the model is on the far right hand side and begins with the results the organization,

department, team, or individual wants to achieve. The key question for this part of the model is:

What do you want achieve and how will you know when you achieve it?

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Craft strategy. From the far right hand side of the model we move back through the

model to the far left hand side of the model. To achieve results we need to craft a strategy to get

there. How will we get those results and does everyone know the organization’s intentions and

plans? Is our strategy engaging and will we have high enough employee engagement to fulfill

the strategy?

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

connection is synonymous with engagement. How well are employees connected to the other

elements of engagement ranging from their organization to genuine happiness? Connect starts

the central keys of CARE embedded in the employee engagement model.

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

authentic. Employees and customers can spot phony from a mile away or even in a moment of

time. We must transcend superficial relationships, community or happiness towards engagement

that is heartfelt. Powerful engagement is real and robust.

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

engagement requires powerful recognition. We are talking about a lot more than long service

awards or pens. Are employees fully seen and acknowledged? Do employees see the importance

of what they are doing and how their work connects to results?

Engage. CARE ends with the E of engage. We so often talk about “engagement”

and substitute the verb of working (engage) for a static noun (engagement). Engage focuses on

the actions of engagement. Engagement is not a one-time survey measure or a steady state. To

engage is to fully experience and contribute to the dynamic elements of work.

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Connection-Symbol.jpg

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Authenticity-Symbol.jpg

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Recognition-Symbol.jpg

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Engage-Symbol.JPG

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Enliven work roles. We have various roles that we must fulfill to fully engage. A

role is a set of behaviors, rights and obligations at work. We must guard against too many roles

or role overload while also fully being in the roles that contribute to results, relationships, and

engagement. Sometimes leaders and managers are almost impervious to their role as employee

too.

Excel at performance. Engagement for results can contribute to effective

performance management. Performance demonstrates our engagement while engagement can

help us excel at performance. Good employee engagement should foster star performers. We

want to help each employee become a star performer to benefit customers, the organization, and

themselves.

Esteem organization. How aligned is the employee with the organization? Is there

a mesh between the organizational and individual brand? Do employees feel that they are a part

of the organization or apart from the organization? Are they proud to work for their organization

and equally proud to recommend their organization and be constant ambassadors for the

organization?

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

relationships and community. These relationships and community can be personal and social

media. Do we build relationships and results? The essence of work is relationships and

community. Organizations that do not transform themselves into communities are in danger of

becoming obsolete or ignored.

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

there are very strong relationships between employee engagement and customer engagement.

Does the employee feel served by the organization and management so much so that they in turn

offer the same level of service to the external and internal customers.

http://www.davidzinger.com/wp-content/uploads/Organization-Engagement.jpg

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Relationship-Symbol.jpg

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Customer-Symbol.jpg

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Develop career. Work should offer benefits back to employees. Employees should

experience both personal and professional development through work ranging from courses and

learning to develop their own strengths, value, visibility, and engagement. We spend so much

time at work and work should help us become all we are capable of becoming.

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

energy to fully engage? Do we offer the organization an energy gain or do we deplete the energy

of our peers? Powerful engagement involves mastery of physical, mental, emotional, spiritual,

and organizational energy. Energy not time is the vital resource for engaged working.

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

Employees need to both engage in and experience healthy well-being. An organization’s results

are dependent upon the health and productivity of individual employees.

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Development-Symbol.jpg

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Energy-Symbol.jpg

http://www.davidzinger.com/wp-content/uploads/Employee-Engagement-Well-being.jpg

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CHAPTER-4

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Data Analysis:

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

Interpretation:

A good way of promoting this is to discuss what each person believes his or her

leading strengths are, in terms of skills, knowledge, and innate talents. Writing

these strengths down often helps.

From this question, 34 people out of 60 which are 68% agreed with the fact that

has ample opportunities to prove themselves daily throughout different projects

and assignments. On the other hand only 17 people opposed the opinion. As the

percentage is low, so it is assumed most of the employees are engaged.

Strongly disagree0%

Disagree0%

Neither agree nor disagree

11%

Agree32%Strongly agree

57%

Survey

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

good work.

Interpretation:

Workplaces that excelled in this question relied on forms of recognition that are

specific, predictable, frequent, and immediate. Many wonder how often people

should be praised, but a good rule of thumb is about once a week.

From this question, 35 people out of 60 which are 70% agreed with the fact that in

the last seven days, they got Kudos for their performances. On the other hand only

16 people opposed the opinion. As the percentage is low, so it is assumed most of

the employees are engaged.

Strongly disagree3%

Disagree19%


13%

Agree23%

Strongly agree42%

Survey

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

Interpretation:

A productive workplace is one in which people feel safe. It is said that, “people

leave managers, not company”. Relationships are the bond that holds great

workplaces together.


they are cared by their supervisors or someone who is superior to them. It

motivates the employees more and the outcome brings positive impact for the

company. On the other hand only 14 people opposed the opinion. As the


Strongly disagree4% Disagree

8%


12%

Agree36%

Strongly agree40%

Survey

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

Interpretation:


their development is backed by someone superior from the organization. It




Strongly disagree2%

Disagree18%


30%

Agree20%

Strongly agree30%

Survey

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5. At work, my opinions seem to count.

Interpretation:


their development is backed by someone superior from the organization. It




Strongly disagree

14%Disagree

7%


14%

Agree28%

Strongly agree37%

Survey

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

important.

Interpretation:

This question measures a key source of motivation for work groups —the idea that

their organization represents values that they themselves share. Individual

achievement is great, but we are likely to stay committed longer if we feel we are

part of something bigger than ourselves.

From Q8, 36 people out of 60 which are 72% agreed with the fact that their job

description perfectly match with the organization’s goal. On the other hand only 15

people opposed the opinion. As the percentage is low, so it is assumed most of the

employees are engaged.

Strongly disagree4%

Disagree10% Neither agree nor

disagree10%

Agree50%

Strongly agree26%

Survey

42 | P a g e

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

Interpretation:

Work groups are capable of accurately evaluating their own performance, as well

as that of their teammates. The best place to start is with customers, both internal

and external.

From this question, 37 people out of 60 which are 72% agreed with the fact that all

the employees are helped by their fellow workers. On the other hand only 14

people opposed the opinion. As the percentage is low, so it is assumed most of the

employees are engaged.

Strongly disagree0%

Disagree13%


3%

Agree40%

Strongly agree44%

Survey

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

progress.

Interpretation:

It is realized that all need feedback to know how far they have come. Everyone

needs sign to track the progress.

From this question, 39 people out of 60 which are 80% agreed with the fact that all

the employees got last 6 months performance review. As it has Quarter wise rating,

Mentor program, so employees always get feedback about their work. On the other

hand only 12 people opposed the opinion. As the percentage is low, so it is

assumed most of the employees are engaged.

Strongly disagree0%

Disagree0%


18%

Agree42%

Strongly agree40%

Survey

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

.

Interpretation:

Engaged work groups need to feel that their job contributes in some way to their

professional or personal development. Great workplaces are those in which work

groups are provided with educational opportunities.


they have learned a lot from last year. On the other hand only 13 people opposed

the opinion. As the percentage is low, so it is assumed most of the employees are

engaged.

Strongly disagree2%

Disagree8%


8%

Agree28%

Strongly agree54%

Survey

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CHAPTER-5

46 | P a g e

Findings:

1. Majority of the employees (88%) believe that the company helped them to

build their skills sets and providing training and that is valuable to them.

2. Employees (93%) believe that their supervisor or someone at work seems to

care about them as person.

3. (85.4%) believe that their fellow employees are committed to do quality

work

4. Employees(73.8%)believe that the compensation is proportional to the

contribution they make

5. Employees (81%) believe that senior level management is open, transparent

and open in communication.

6. Employees (85%)believe that their company is a great place to work

7. Employees (94.4%) believe that their company has good image and

reputation.

8. HOD’S (89%) and senior managers feel that mission and vision of the

company makes their job important.

47 | P a g e

Suggestions:

In most of the findings majority of the employees have given the positive response

but still the responses which have lower than 85% positive feedback, company

needs to concentrate on that like

1. Companies also needs to focus on its retention policies because whatever

reason is there for the staying back in the company

2. Company needs to align the employees with the organization’s value with

the help of counseling so employee scan get closer to company.

3. Again there are also a good number of actively disengaged & not engaged

people according to the survey question. So infinit skills being an employer

of choice should focus more on increasing the employee active participation

& engagement to achieve the organizational goals & objectives

4. Also the employees should be given more flexible way of delivering the best

in their own method & way.

5. It is also important to make the employees feel that their contribution is very

important & valuable to their company.

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Conclusion:

Every organization wants to be ahead in this competitive market and for the same

organization needs to have the well engaged employees. The engagement of

employees depends on the different aspects (PMS, T&D and commitment) as I

have studied in this research. There is no doubt that well engaged employees are

valuable asset to the company and thereby the growth chances of the organization

increases simultaneously.

With this effect every organization should understand the importance of engaged

employees and they should implement the different policies for the effective

employee engagement in the organization. With the help of this study I found that

“Infinit Skills” has an effective engaged employee staffs which will defiantly help

the organization to grow in this organization.

49 | P a g e

Bibliography:

Websites:

1. Company Profile [Internet].

Available from: http://www.Infinitskills.com/ [Accessed 4th August 2014].

2. Industry Review [Internet].

Available from:

http://en.wikipedia.org/wiki/Human_resource_consulting

[Accessed 5th August 2014].

3. Theoretical concepts related to study [Internet]:

Available from: http://www.davidzinger.com/page/11/?s=strengths

[Accessed on 1st October 2014].

4. Literature Review [Internet]:

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

October 2014].

ii. Available from:

https://www.ddiworld.com/DDIWorld/media/monographs/employ

eeengagement_mg_ddi.pdf?ext=.pdf/[Accessed on 6th October

2014].

iii. Available from: hhtp://opcup.com [Accessed on 8th October

2014].

Articles:

The Icfai University Press, HRM Review, August 2009

The Icfai University Press, HRM Review, December 2009

Richard S wellins, Paul Berthal & Mark Phelps, Development Dimension

International, Inc.

Scottish Executive Social Research, May 2009

Dr.S Renuga Devi & Mr. N Bharti, Abhigyaan, Prabandhan, vol 2, No-4

July-august 2009.

http://en.wikipedia.org/wiki/Human_resource_consulting

employee engagement report

Documents

employee engagement

engaged employee

project work

infinit skills

employment engagement

project title study

infinit sillsdreams

project reportonstudy