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

1
 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.

2
 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.

3
 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 Student
SUNIL KUMAR

4
 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

5
 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

6
Chapter-1

7
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.

8
 Companies turn to resources outside their organizational structure usually to
save money and/or make use of the skilled professionals.

The Outsourcing market is estimated to grow tremendously in the coming

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

Outsourcing in the world today is seen as a strategic management option

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

Advantages of Outsourcing

• Companies can save up on operational costs. In fact most companies can

cut their operating costs to half by outsourcing

• Get access to cheaper and more efficient labor

• Cut up on labor training cost

• Get access to better technologies at a cheaper cost

9
 • Increase productivity

• Concentrate on core competencies

Disadvantages of Outsourcing

• The company that outsourcers can get into serious trouble if the service
provider refuses to provide business due to bankruptcy, lack of funds, labor etc

• Outsourcing requires the control of the process being outsourced by

transferred to the service provider. Thus the company may loose control over its
process

• The service provider in developing countries generally services many

companies. So there are many chances of partiality owing to more payment by other
parties

• The current employees in the company that outsourcers may feel threat
due to outsourcing and may not work properly

• The attitude of people in the developed countries against companies that

outsource is generally bad

10
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.

11
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

12
 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.

13
 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,"

14
 5 reasons why India is the BPO king
S Level 1 Lev Level 2 Sub-factors
r Factors el 1
No Weights
1 Financia 30  Labor cost
l benefit %  Cost advantage –
operating and capital expenditures
2 Service 25  Process maturity and
maturity % competency of suppliers
 Industry size and growth
 Security/IP protection
3 People 25  Labor pool and skill level
%  Language proficiency
 HR
 Educational system
4 Infrastru 5%  ICT and physical
cture 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

 Quality awareness and processes

15
  Government support - infrastructure availability

 Benefit of track record

Call Centre:

A call centre or call center is a centralized office used for the purpose of
receiving and transmitting a large volume of requests by telephone. A call centre is
operated by a company to administer incoming product support or information
inquiries from consumers. Outgoing calls for telemarketing, clientele, and debt
collection are also made.

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

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

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

16
 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

17
 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).

CHAPTER-2
18
INTRODUCTION
OF
COMPANY

19
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."

20
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.

21
"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.

22
even brighter future awaits Genpact as more clients in the blue-chip market find their
way to it, in their quest for global outsourcing excellence. Growth History:

Genpact has grown from a fledgling company, employing around 350 people in India,
in 1997, to one with an employee base of over 19,000 people globally. Combined with
this, Genpact has achieved an exponential growth in revenues.

Not only has Genpact grown in terms of its people and revenue, but has also evolved
its product portfolio over the years. Its key strategy has been to develop product
expertise in selected Industry Verticals, new technology rollouts and expansion into
new Geographies.

23
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.

24
Genpact:

Genpact is a leading provider of Business Services & Technology Solutions. Since it was
established in 1997, the company has been driving process improvements to help
enterprises improve their revenue, cash, costs, margins, speed, and customer
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:

25
Finance and Accounting Sales & Marketing Analytics
Financial Services
Customer Service
Collections/Ops
Supply 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

Transportation
Manufacturing

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:

26
  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

27
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

28
2. Industry Offerings: Genpact, a pioneer in the Business Services & Technology
Solutions industry, has developed one of the widest range of product offerings
across several industries. We offer end-to-end solutions from document
management to high-end analytics with depth across multiple industry verticals.

 Banking / Finance:

 Insurance:

 Manufacturing:

 Transportation:

 Automotive

29
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.

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

30
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
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.

31
Press Releases
Apr 15, NetSuite and Genpact Partner to Transform and
10 Modernize Business Process Management
Apr 12, Genpact Schedules Earnings Announcement and
10 Conference Call for First Quarter Fiscal 2010 Results
Mar 30,
Genpact and Hikari Tsushin Sign Multi-Year Contracts
10

Genpact in the News

Mar 31, Genpact cuts deal with Japan’s Hikari Tsushin - The
10 Economic Times
Mar 30, Genpact to hire 6,500 in China by 2015 - The Economic
10 Times
Mar 25, Genpact expands presence in Romania; sets up new
10 centre - The Economic Times

Events
Apr 28, Genpact sponsored webinar: How CFOs Can Maximize
10 ROI and Business Value from Source to Pay
Apr 25- Genpact sponsors RIMS 2010 at the Boston Convention
29, 10 and Exhibition Center
May 5-7, Genpact a Specialty Sponsor at CRS Collections and
10 Recovery Solutions 2010, Las Vegas, NV

32
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.

33
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

34
 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 ...

35
Our People
Genpact believes in the power of human capital to positively transform
companies and works to attract, develop and retain the best employees in our
industry. We have the lowest employee attrition rate in our industry and the
passion and commitment of our people have helped us expand our client
relationships .

36
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 .

37
 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.

38
39
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.

40
 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.

41
 o GE's share of revenues down from 94 per cent to 85 percent. Headcount up from
16,000 to 19,500.

Phase 2 - 2006: Marketplace consolidation gets into top gear

o Scale up revenues from at least 10 non-GE customers to significant size

o Revenues for the year pegged at $620 million-625 million and GE's contribution
pegged at 75 percent

o Larger acquisition in Europe or North America. Target should have revenues

between $100 million-200 million, specific domain expertise and, most critical, a
significant chunk of 'offshorable' business

o Delivery centers in China, Mexico and Eastern Europe to be beefed up. Plans to
add new centers in China and South-east Asia. Total headcount will increase to
25,000.

42
 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

43
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

CHAPTER-3

44
45
RESEARCH
METHODOLOGY

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

46
 5. Analyze data
6. Interpret data
7. Report the data

Statement of the Problem:

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

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

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

Purpose and Importance of the study.

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

47
 Objectives of the Project:

 To Study the Employee Engagement practices in a well established

MNC.
 To evaluate the effectiveness of the Employee Engagement.
 To find out the satisfaction levels of the Employees with the current
system.

Methodology:

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

48
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

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.

49
Source of data:
For the purpose of the study the following sources of data are used.

Primary data: Primary data refers to the collection of first hand data.

Data is collected through

 Questionnaire
 Observations

Questionnaire: Questionnaire is prepared and circulated to the employees to know their

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

50
  Report on the study

 Review of literature etc.

Data Analysis: After the data have been collected it has to be analyzed; the data
obtained from the questionnaire is arranged in a serial order. A master copy with
tabulation methods has been prepared.

Tabulation is a part of technical procedure where in classified data are put in the form of
tablets. The tablets thus obtained were analyzed with statistical techniques so that
interpretation would be precise.

ORGANISATION OF THE STUDY

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

The chapter I. gives the introduction of Employee Engagement.

This chapter gives overall view of the project.

51
 The chapter II deals with Industry profile, company profile and
procedures followed in organization.

.
The chapter III deals with Research methodology used , statement
of the problem , objectives , sample collection and statistical tools used .

The chapter IV deals with introduction of

Employee Engagement and Employee Engagement Practices done in GENPACT.

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

The chapter VI deals with conclusions.

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

Annexure.

52
CHAPTER-4

53
EMPLOYEE
ENGAGEMENT

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

54
survey that identifies strong feelings of employee engagement and the steps which
shows how to drive an engaged employee.

Introduction

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

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

55
The second related construct to engagement in organizational behavior is the notion of
flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as
the ‘Holistic Sensation’ that, people feel when they act with total involvement. Flow is
the state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions.

Employee engagement is the thus the level of commitment and involvement an

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

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

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

56
Employee feels about the about work experience and how he or she is treated in the
organization. It has a lot to do with emotions which are fundamentally related to drive
bottom line success in a company. There will always be people who never give their best
efforts no matter how hard HR and line managers try to engage them. “But for the most
part employees want to commit to companies because doing so satisfies a powerful and
a basic need in connect with and contribute to something significant”.

Aspects of Employee Engagement

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

 The employees and their own unique psychological make up and experience.

57
  The employers and their ability to create the conditions that promote employee
engagement.

 Interaction between employees at all levels.

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

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

Categories of Employee Engagement

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

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

58
Expectations for their role so they can meet and exceed them. They're naturally curious
about their company and their place in it. They perform at consistently high levels. They
want to use their talents and strengths at work every day. They work with passion and
they drive innovation and move their organization forward

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

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

Actively Disengaged

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

59
tensions that are fostered by actively disengaged workers can cause great damage to an
organization's functioning.

Importance of Engagement

Engagement is important for managers to cultivate given that disengagement or

alienation is central to the problem of workers’ lack of commitment and motivation
(Aktouf). Meaningless work is often associated with apathy and detachment from ones
works (Thomas and Velthouse). In such conditions, individuals are thought to be
estranged from their selves (Seeman, 1972) .Other Research using a different resource
of engagement (involvement and enthusiasm) has linked it to such variables as
employee turnover, customer satisfaction – loyalty, safety and to a lesser degree,
productivity and
profitability criteria (Harter, Schmidt & Hayes, 2002).

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

ability to achieve high performance levels and superior business results. Some of the
advantages of Engaged employees are

 Engaged employees will stay with the company, be an advocate of the company
and its products and services, and contribute to bottom line business success.
 They will normally perform better and are more motivated.
 There is a significant link between employee engagement and profitability.

60
  They form an emotional connection with the company. This impacts their attitude
towards the company’s clients, and thereby improves customer satisfaction and
service levels
 It builds passion, commitment and alignment with the organization’s strategies
and goals
 Increases employees’ trust in the organization
 Creates a sense of loyalty in a competitive environment
 Provides a high-energy working environment
 Boosts business growth
 Makes the employees effective brand ambassadors for the company

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

workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have
repeatedly asked employees ‘whether they have the opportunity to do what they do best
everyday’. While one in five employees strongly agree with this statement. Those work
units scoring higher on this perception have substantially higher performance.

Thus employee engagement is critical to any organization that seeks to retain valued
employees. The Watson Wyatt consulting companies has been proved that there is an
intrinsic link between employee engagement, customer loyalty, and profitability. As
organizations globalize and become more dependent on technology in a virtual working
environment, there is a greater need to connect and engage with employees to provide
them with an organizational ‘identity.’

Factors Leading to Employee Engagement-

Studies have shown that there are some critical factors which lead to Employee
engagement. Some of them identified are

61
Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to

develop their abilities, learn new skills, acquire new knowledge and realize their
Potential. When companies plan for the career paths of their employees and invest in
them in this way their people invest in them.

Career Development – Effective Management of Talent

Career development influences engagement for employees and retaining the most
talented employees and providing opportunities for personal development.

Feeling Valued & Involved

Career Development- Opportunities for personal development

Career Development – Effective Management of talent

Leadership- Clarity of company Values

Leadership – Respectful treatment of employees

Leadership – Company’s standards of ethical behavior

Empowerment Image

Equal opportunities & fair treatment

Performance Appraisal

Pay & benefits

Health & Safety

Job satisfaction

Communication

Family friendliness

62
Co-operation

Leadership- Clarity of Company Values

Employees need to feel that the core values for which their companies stand are
unambiguous and clear.

Leadership – Respectful Treatment of Employees

Successful organizations show respect for each employee’s qualities and contribution –
regardless of their job level.

63
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.

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.

64
Other factors

Equal Opportunities and Fair Treatment

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

opportunities for growth and advancement to all the employees

Performance appraisal

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

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

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

levels of employee engagement.

Pay and Benefits

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

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

also be provided with certain benefits and compensations.

Health and Safety

65
Research indicates that the engagement levels are low if the employee does not feel

secure while working. Therefore every organization should adopt appropriate methods

and systems for the health and safety of their employees.

Job Satisfaction

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

essential for an organization to see to it that the job given to the employee matches his

career goals which will make him enjoy his work and he would ultimately be satisfied

with his job.

Communication

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

downward communication with the use of appropriate communication channels in the

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

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

Family Friendliness

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

66
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

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.

67
Step I: Listen

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

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

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

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

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

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

Step II: Measure current level of employee engagement

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

contribution to the success of the organization.

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

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

pulse—the action plan is just as essential.

Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of employee

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

engagement the employees are operating. Customizable employee surveys will provide

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

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

68
feedback from the staff. It is important that employee engagement is not viewed as a

one time action. Employee engagement should be a continuous process of measuring,

analyzing, defining and implementing.

The employee survey is a diagnostic tool of choice in the battle for the hearts of

employees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies)

asked workers number of questions relating to their job satisfaction. Gallup being one of

oldest the consulting organization {in conducting engagement survey} creates a

feedback system for employers that would identify and measure elements of worker

engagement most tide to the bottom line. Things such as sales, growth, productivity and

customer loyalty are all accessed. After Hundreds of focus group and thousands of

interviews with employees in a variety of industries, Gallup came up with Q. 12, a

twelve-question survey that identifies strong feelings of employee engagement. They

have identified 12 questions that most effectively measure the links (the Gallup Q12).

1. Do you know what is expected of you at work?

2. Do you have the materials and equipment you need to do your work right?

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

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

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?

69
7. At work, do your opinions seem to count?

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

important?

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

10. Do you have a best friend at work?

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

progress?

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

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

summarized in the table below.

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

70
Know what is expected of me at work- employees should know exactly what is

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

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

and where their contributions are measured and recognized.

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

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

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

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

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

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

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

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

relationship) with their manager or supervisor.

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

without considering that employees only psychologically commit to teams if they

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

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

them to support their growth towards excellence.

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

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

71
productive results. Great managers always ask what skills and knowledge need to

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

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

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

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

you keep coming back to work.

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

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

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

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

about evolutionary significance of positive emotions. Positive emotions are better

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

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

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

72
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).

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

73
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.

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

74
Employee Engagement

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

Employee engagement is a partnership between a company and its employees

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

EMPLOYEE ENGEGEMENT starts right at the selection stage:

75
  Choosing the right fit, giving a realistic job preview

 Strong induction and orientation programme

 To keep up the morale of people and drive them towards excellent performance
through recognition letters, profit sharing schemes, long performance awards etc.

 Regular feedback to all people

 Communication forums like the in-house magazine, and regular surveys and
conferences

 By helping to maintain the quality of work-life and a balance between

personal/professional lives, there are recreational activities like festivities, get-
togethers, sports etc.

 An open and transparent culture to empower its people.

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

76
Diagnostic tool for employee engagement include the following

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

which helps to create - feeling valued and involved which is

- ENGAGEMENT.

77
Factors for Higher Employee Engagement

Here is a list of some contributing factors:

 Understanding of corporate goals/mission

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

Measuring the Impact of Employee Engagement

78
SOME 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.

79
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

KEY EMPLOYEE ENGAGEMENT OUTCOME METRICS

- EMPLOYEE RETENTION
- COMPANY PERFORMANCE
- CUSTOMER SATISFACTION
- PROFITABILITY

80
ACTIVITIES WHICH ARE HELD IN GENPACT

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

Education @ Work

Education @ Work Prepares employees for success by offering relevant

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

81
 Programs that are offered by Education @ work are:

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

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

Following Activities:

1. Change Wall Color-

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

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.

82
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.

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.

83
Having true fun at work is very similar to the kind of fun one has when playing a sport or
performing. For example, the last time I played a sport in front of an
audience, I channeled all my attention and energy to the point where I
was solely focused on my performance. I remember how much fun it was
getting congratulations from my teammates and the audience! And even
though I was completely exhausted following my performance, I
remember how great I felt afterwards.

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

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

Cross Training :

Cross-training (Also known as conditioning) refers to training in different ways to improve

overall performance. It takes advantage of the particular effectiveness of each training
method, while at the same time attempting to neglect the shortcomings of that method
by combining it with other methods that address its weaknesses.

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

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

Advantages:

84
Helps patrons/customers/clients in the long run, as employees are empowered to
answer questions about the entire organization.

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

Raises an awareness of what other departments do.

Routine scheduling is enhanced with the ability to move staff about the "Operation".

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

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

Other advantages include

Increased flexibility and versatility,

Appreciated "intellectual capital"

Improved individual efficiency,

Increased standardization of jobs,

Heightened Morale

85
 Team Huddle:

A huddle is when a team gathers together, usually in a tight circle, to strategise,

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

FLA Growth Card:

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

1. Performance Related It includes:

AES Score
Cross Training Effectiveness
Process Knowledge Score

86
 2. Compliance: It Includes:

Process Compliance Adherence

Data Protection Act Adherence
Dress Code Policy adherence

3. Quality/Six Sigma: It includes

Lean ideas Filed

E2E Ideas generated

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

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

It includes:

87
 Introduction of Yoga
 De-Stress Activities
 Office Ergonomics

88
CHAPTER-5

ANALYSIS
89
 OF
DATA
INTERPRETATION

1. Does Fun at work happen regularly

90
Purpose: Main purpose of asking this question was to see that fun at work activity
happens regularly in the team or not.

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

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

91
Purpose: The purpose of asking this question was to see whether the supervisor is
providing feedback to the employees regarding his performance or not.

Conclusion: Approximately half of the people strongly agree with this statement however
there are few who disagree with this statement.

3. Do I feel like coming to office regularly?

92
Purpose: Purpose of asking this question was to see that how many people are
interested in doing their work.

Conclusion: Most of the Employees want to come to office regularly except few
employees.

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

93
Purpose: Purpose of asking this question was to see that how many employees think
that they are given equal opportunities to improve their skills.

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

Most of the employees think that they get equal opportunities.

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

94
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.

95
6. Are my thoughts and feelings given due respect at work place?

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

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

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

and development?

96
Purpose: Purpose of asking this question was to see that how much commitment is
shown by the supervisor for the development of the employee.

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

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

97
Purpose: Purpose was to see that do the employees get the opportunity to learn from
there mistake.

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

9. Do I enjoy my work?

98
 Purpose: Purpose was to see that employees enjoy there work or not.

Conclusion: Most of the employees enjoy there work.

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

99
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.

100
CHAPTER-6

101
 SWOT
ANALYSIS

SWOT ANALYSIS

102
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

103
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.

106
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
Genpact
India
2 Sites
7 CoE’s
French, German Spanish
Gurgaon - 6000
2 Sites
E
4 CoE’s
600 Employee’s Jaipur
English, French
Kolkata

Supports Gurgaon &

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

• 7 Sites

• 800
Processes

• 19000
Employee
s
111
CHAPTER-9

112
QUESTIONNAIRE

113
Employee Engagement Survey

1. Does Fun at work happen regularly?

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

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

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

3. Do I feel like coming to office regularly?

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

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

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

114
5. Do I receive any recognition for my contributions in last 3 months?

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

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

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

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

learning and development?

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

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

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

115
9. Do I enjoy my work?

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

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

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

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

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

.

119
WEBLIOGRAPHY

120
Websites:

www.humanresources.about.com

www.hr-guide.com

www.books.google.com

121