AtInfoTech Enterprises LimitedFelicity Group

A

DISSERTATION REPORT ON

TOPICAssociate Engagement Survey

SUBMITTED TO UTTRAKHAND TECHNICAL UNIVERSITY IN THE PARTIAL FULFILMENT OF BACHELOR OF BUSINESS ADMINISTRATION

(THREE YEARS REGULAR DEGREE PROGRAMME)

SUBMITTED BY UNDER THE SUPERVISION OF

Abhishek Gupta Mr. Arun Kant panuliB.B.A (VI SEMESTER)

Batch 2011-2014

COLLEGE LOGO WITH ADDRESS

Date:

Acknowledgement

The period of Internship at InfoTech Enterprises Limited ( Felicity Pvt LTD ) has been a great learning experience and I am privileged to have received guidance and support at all levels and during all stages of my learning. Apart from my efforts, the success of any project depends largely on the encouragement and guidance of many others. I take this opportunity to acknowledge the essential input and involvement of the people who have been instrumental in the successful completion of this project. I express my sincere gratitude to Mr. Parmod Sharma, Senior Sales Manager-HR, Infotech Enterprises Limited ( Felicity Pvt LTD ) , for giving me an opportunity to undertake this project work at Infotech Enterprises Limited. The guidance and co-operation received during my intership has left an indelible imprint in my mind.I am equally grateful to Ms. Vijayalakshmi (Sr. Executive HR) and Ms. Sheetal (Executive HR) for giving valuable suggestions throughout and guiding me in different matters regarding the project.I would like to thank my Institute for this wonderful opportunity and facilitating it with the necessary implements for its successful completion, failing which this project would not have materialized. I am very grateful to my parents who have supported me morally and financially for the successful completion of this project.I would also like to thank all employees of Infotech Enterprises Limitedfor their sagacious guidance and co-operation during the period of my Internship. It has been a great learning experience to work with such dedicated and motivated people.

Executive Summary

The project titled Associate Engagement Survey involves a piece of research to investigate and identify practical steps that Felicity Pvt Limited can take to raise its employee engagement levels. This project was commissioned to analyze the engagement level of employees by conducting a survey with the help of a questionnaire that included indicators such as manager, colleagues, work culture, etc. This survey was conducted by personally visiting all the departments at Infotech and briefing the employees of those departments about the purpose of carrying out such a survey and the outcomes of the survey that may prove beneficial to them. This approach to conducting such a survey made it different from other surveys that have been previously carried out at Felicity.The project commenced with the preparation of a questionnaire to capture the honest responses of employees, thereby indicating the current engagement level in the organization. Efforts were made to study the current employee engagement activities being carried out in the organization. I designed and undertook research to aid understanding of the area by investigating the relationship between employee engagement and the culture of the organization as a whole.I hoped to discover whether the key driver of employee engagement was environmental, individual or both.The success of any business is determined, mainly, by how its workforce performs. Therefore an employee engagement strategy, that positively encourages the workforce to perform at its best, was devised.

Objectives

The objectives of the study are as follows:

To understand the organizations goals/needs;

To understand employees experiences and expectations in their working with the organization;

To design a customized employee-friendly questionnaire;

To enable employees participation in the study;

To determine engagement measure and the key drivers of employee engagement;

To determine key strength areas that need to be consolidated; and

To determine key areas for intervention to enhance employee engagement.

CHAPTER 1InfoTech Enterprises LimitedObjectives of the Study

Infotech Enterprises LimitedInfotech Enterprises provides leading-edge engineering solutions, including product development and life-cycle support, process, network and content engineering to major organizations worldwide. With over two decades of continuous growth, Infotech leverages a global delivery and collaborative engineering model to achieve measurable and substantial benefits for its clients.Infotech has 10,000+ associates across 35 global locations.It adopts a proactive approach to serve its clients with best-in-class delivery centers in North America, Europe, Middle East and Asia Pacific.Its clients span multiple industries such as Aerospace, Consumer, Energy, Medical, Oil and Gas, Mining, Heavy Equipment, HiTech, Transportation, Telecom and Utilities and include 22 'Fortune 500' and 27 'Global 500' blue chip organizations.Group CompaniesThe Infotech group of companies consists of: Infotech Enterprises Europe Limited:-Headquartered in London, Infotech Enterprises Europe Ltd was incorporated in 1992 as Dataview solutions which subsequently became part of Infotech Enterprises group in 1999.Building on the organizations long and successful tradition in engineering, geospatial and IT, Infotech Enterprises Europe has established a significant presence in the network and content engineering markets in the EMEA region.

Infotech Enterprises America Inc:-Infotech Enterprises America Inc. (IEA) offers engineering services to clients and partners in North America. IEA is a California corporation headquartered in East Hartford CT, with additional offices across the US and Canada. With more than 1000 associates working throughout North America, IEA generates in excess of $100M annual revenue.

Infotech Enterprises GmbH:-Infotech Enterprises GmbH was incorporates as Advanced Graphics Software (AGS) in Leonberg, Germany in 1992. Since becoming part of the Infotech Group in 2000, Infotech Enterprises GmbH has broadened its portfolio to include GIS and IT-enabled services.

Infotech Enterprises Japan KK

Infotech Enterprises Information Technologies Services Private Limited:-The IT services division of Infotech offers a range of quality business software solutions and services to several large and medium customers across the globe. With partnerships with global software giants and skills and expertise on a wide variety of software platforms, including leading-edge internet and e-commerce technologies, Infotech brings to its customers high-quality software services and products.

Infotech Geospatial (India) Ltd:-Infotech Geospatial (India) Limited, based in Hyderabad, addresses Geospatial business services, particularly in India and the Middle East. Infotech is a world leader in geospatial services, particularly for the telecom, utilities and government markets in North America, Europe and Australia. It also enjoys a significant presence in the telecom and utility segments in India. By investing in Geospace Integra and leveraging the combined entitys strengths, Infotech moves into an even stronger position to address the high-growth geospatial markets in India and the Middle East.

History and Milestones

YearMilestones

1991Infotech was incorporated as a private limited company.

1995Received its first ISO 9002 certification from BVQi London for its conversion services.

2000Inauguration of the state-of-the-art software development center spread across 1,30,000 sq. ft. in Infocity (Hyderabad) to accommodate 4000 software engineers.

2005Infotech opened a branch in Singapore and Melbourne.

2009Infotech opened a branch in Malaysia.

2010Signed a long-term engineering services contract with Hamilton Sundstrand.

2011Awarded Supplier of the Year by Boeing.

Accolades

UTC Supplier Gold in the year 2008. Infotech won the TOMTOM Performance Cup 2009. 2010 Supplier of the Year from the Boeing Company. 2010 Engineering Services Supplier of the Year Award. Supplier Productivity Innovation Award-2010. Geospatial Excellence Award for Infotechs CGIS Project at MapAsia 2010. Infotechs UGIS Implementation wins PCQuest awards 2010. B.V.R. Mohan Reddy receives the prestigious ASME Leadership Award 2011. Infotech Enterprises recognized for Innovative HR Practices at the Asia Pacific HRM congress 2011.

Corporate Social ResponsibilityInfotech believes in giving back to society in some measure that is proportionate to its success in business. Its policy for Corporate Social Responsibility (CSR) is designed to balance the needs of all stakeholders. Infotech's CSR initiative goes well beyond charity and is based on the idea that a responsible company should take into account its impact on the society along with its obligations to stakeholders.

Infotech carries out a wide range of CSR activities through Infotech Enterprises Charitable Trust (IECT). Recently, its main activities have been focused on the improvement and expansion of primary education programs in India for underprivileged children. An IECT project - "Adopt A School", has included financial support, infrastructure improvements in schools and volunteer work by Infotech employees.Leadership Team B.V.R. Mohan Reddy, Chairman and Managing Director of Infotech Enterprises Limited is acknowledged to have pioneered the CAD/CAM culture in India by introducing computer systems for design and manufacturing applications as far back as 1982. In the past 10 years, through Infotech Enterprises, he established the Engineered in India brand by providing design engineering services to reputed global companies that include names like Boeing, Airbus, Pratt & Whitney, Bombardier, Philips, Siemens and Westinghouse. Mr. Reddy has been a member of the NASSCOM Executive Council since 2003, and has also served as the Chairman of Confederation of Indian Industry (CII) Southern Region, from 2008-09. He is associated with councils of various academic and industry forums and has led several initiatives for the benefit of the industry.

Mr. Krishna Bodanapu is the President and COO at Infotech Enterprises. In this role, he manages all business operations including delivery, sales, marketing, strategy and organizational excellence. He is also responsible for indentifying new growth opportunities and extending current service offerings to new markets.

Mr. B. Ashok Reddy is the President, Global Human Resources and Corporate Affairs of Infotech Enterprises Limited.

Mr. Ajay Aggarwal is the Chief Financial Officer of Infotech Enterprises Limited.

Mr. RamaswamiAnantharam, as Chief Information Officer, is responsible for enterprise-wide IT infrastructure and applications across all locations worldwide and is mandated to provide proactive leadership in building secure, stable and scalable systems.

Vision and Mission

VisionDelivering innovative solutions together for a better future.

MissionProvide the best technology services and solutions to industry and governments worldwide.

Values FIRSTIt is values FIRST that guides Infotech in its interaction with customers, stakeholders, associates and steers to deliver what it has set out to. It is a tenet for every member of the organization, the practice of which will lead to accomplishment of its goals. Fairness Integrity Respect Sincerity Transparency

Value Proposition

Creating Business ImpactBy providing reliable, scalable and cost-effective services that combine offshore delivery with local responsibility, Infotech helps customers improve speed to market, optimize resources and reduce costs, thereby creating measurable business impact.

Providing Expert Solutions Strong domain and technical expertise enable Infotech to provide value to its customers.

Delivering Quality consistentlyBy consistently delivering to specification and schedule Infotech supports the performance and reliability of its customers' business. By continuously enhancing its quality processes, Infotech is able to meet increasing client expectations.

Building Partnerships GloballyInfotechs willingness to invest and build long-term relationships with its customer makes it a reliable global partner.

Quality

Quality PolicyInfotech Enterprises is committed to deliver innovative solutions that delight customers through deployment of robust processes.

Quality Objectives: Delight customers through delivery excellence. Attract, train and retain talented professionals through active employee engagement. Deliver solutions / services based on cutting edge tools, technologies and methodologies. Continuous process improvement and achieve operational excellence.

Quality Standards that are meticulously followed at Infotech Enterprises are: ISO 9001:2008 Quality Management System ISO 27001:2005 Information Security Management System AS 9100 IRIS ISO 13485:2003 Environmental and Occupational Health & Safety (EOHS)

SolutionsThe solutions provided by Infotech Enterprises Limited are Product Engineering Process Engineering Network Engineering Content Engineering

Product EngineeringInfotech is dedicated to helping its clients build sustainable competitive advantages through superior product engineering. It applies nearly two decades of practical experience to develop effective solutions in areas such as mechanical and electrical engineering, electronics and technical publications. Its cross-functional expertise also extends across the full range of new product development and product lifecycle management services.Process EngineeringInfotech leads the industry as a dedicated provider of engineering services and solutions, helping clients around the world to improve the efficiency and cost-effectiveness of their engineering processes. Its clients represent many key areas in the energy industry, including thermal and nuclear power plants, oil and gas and processing plants, among others. It provide these organizations with a wide range of offerings, including basic design, detail design, installation support, system engineering, and complex program management.Infotech's process engineering solutions have been repeatedly shown to reduce engineering cycle times, contain costs and increase efficiencies at multiple levels.

Network EngineeringInfotech is the world's leading dedicated provider of engineering services andsolutions. Backed by an outstanding team of consultants and engineers, deep domain knowledge, superior technical expertise, and 20 years of successful engagements, itis well positioned to provide scalable network solutions that are fully optimized to support operational efficiency, market response and profitability. Its best-of-breed offerings include strategic consulting, network design, planning and analysis, operational support, network management and optimization,geospatial and asset management, and a full range of implementation services.

Content EngineeringInfotech is uniquely positioned to help clients improve the efficiency and effectiveness of how they manage their data, information and other content. It has been a leader in content engineering for the past 20 years. Backed by the resources of over 4,500 highly trained content specialists and a long record of successful engagements, Infotech now serves as a trusted provider to major geospatial content providers, energy and mining organizations and governments around the world. Its services are carefully structured to support all stages of the content life cycle. As a result, Infotech can help ensure that content and data are created, managed, analyzed, delivered, and refreshed to meet the specific needs of each client.

IndustriesInfotechEnterprises operates in various industries like Aerospace Automotive Consumer Energy Heavy Equipment Marine Medical Devices Oil & Gas Transportation HiTech Telecom Utilities

CHAPTER 2

1. Employee Engagement2. Hewitt Model3. Drivers of Employee Engagement4. Levels of Engagement

Employee Engagement

With growing opportunity and greater flow of information, employees today want to be in the best workplaces handling the best suited responsibilities and enjoy greater autonomy.Therefore, engaging the employees to the work as per their competency level must occupy the centre stage not only for the HR department but also for the immediate bosses.Employee Engagement is the extent to which employee commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization.An "engaged employee" is one who is fully involved in, and enthusiastic about hiswork, and thus will act in a way that helps achieving organizational goals. A well and engaged employee is efficient and effective and a valuable asset in the workplace.People need to feel engaged with the job they do, colleagues they work with and the company they work for, to give their best. An Employee's Engagement levels depend not just on his work but also the work and attitude of his subordinates, peers and superiors as well as various processes and environment in the organization.Employee engagement activities develop a sense of connection between the employee and the employer, in turn reducing turnover and assisting in the retention and development of talent. More recently employee engagement has become an area of focus within organizations for the purpose of retention as a means of avoiding expensive employee replacement costs resulting from staff who voluntarily quit their jobs.Employee engagement increases the communication between employees and managers, this communication helps make it easier to have the job task completed more efficiently. Employee engagement also involves the organization putting forth an effort to help its employees develop their skills. Employee engagement is the fundamental practice of managing the interaction of the workforce across and within teams in a way that nurtures professional development and adds value to each individuals employment experience.

Effective ways to enhance Employee Engagement The team leader should understand his members well. Effective communication enhances employee engagement. There should be transparency in communication at all levels and everyone is aware of what is happening around him. The management must constantly motivate his employees. Cash prizes, trophies, gift vouchers, certificates are an effective way to motivate the employees and keep them engaged in their work. Encourage team members to think out of the box. Provide constant feedback.

Employee engagement can be termed as The degree to which an employee is emotionally bonded to his/her organization and ispassionate about the work that really matters. The organization must work to developand nurture engagement, which requires a two-way relationship between employer andemployee. Thus Employee engagement is a barometer that determines the association of aperson within the organization.

Employee engagement is not just the process of engaging the employees productively. Italso expects the organization to pave the way to ensure that the employees are motivatedto put in their best efforts for the wealth maximization. This requires building loyaltywhich can inject commitment in doing quality work. The mission must be well defined and supported by well-set organizational plans and policies for its attainment. Themanagement is also to provide with the set of tools and material that are necessary forperforming the task effectively.

In the context of the 21st Century Workforce understanding how engaged employees are in the business and how to build Engagement becomes a key business and leadership strategy. It is an opportunity, a challenge and an imperative.

Opportunity To attract, motivate and retain talented staff To build and sustain business performance through peopleChallenge To understand how to measure and build Engagement To provide the leadership and perseverance required to engage staffImperative Because of the changing dynamics of the labour markets

Employee Engagement focuses more on how psychological experiences of work and work contexts of employees influence them in presenting or absenting themselves during task performance. There are three dimensions of employee engagement, namely, emotional, cognitive and personal. These dimensions are discussed below:

Emotional EngagementThe emotional construct of employee engagement refers to employees personal satisfaction and sense of inspiration and affirmation they get from their work and from being part of their organization. It is believed that personal pride and passion motivate employees to offer discretionary effort. Emotionally engaged employees are those capable of forming meaningful connections with others, including co-workers and managers, and to experience empathy and concern for others feelings.

Cognitive EngagementCognitively engaged refers to those employees who are aware of their mission and role in the work organization. Employees need the resources, support and tools from the organization to act on their sense of passion and pride, stimulated via the emotive state.

Personal engagementPersonal engagement of employees may vary with the performance ofdifferent daily tasks.

Importance of Engagement

An organizations capacity to manage employee engagement is closely related to itsability 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 products and services, and contribute to the bottom line of the business success. They will normally perform better and are Self-Motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels. It builds passion, commitment and alignment with the organizations 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

Hewitt ModelAccording to the Hewitt Model,employee commitment and engagement is measured by three primary behaviors

Stay, Say and Strive

SayStrive

Stay

Speak positively about organizationDesire to be a member of the organizationGo beyond what is minimally required

'Stay' refers to the employee's intensive desire to be a member of the organization, despite opportunities to work elsewhere.

'Say' is evidently achieved if the employee consistently speaks positively about the organization to co-workers and refers potential employees and customers.

'Strive' indicates an extra effort and behaviors that contribute to business success.

Drivers of Employee EngagementThe Factors (Drivers) that contribute to employee engagement are:

Senior Leadership Manager Pay & Benefits Co-workers Customer Work Resources and Processes Career opportunities Work-Life Balance Policies HR Practices Recognition Performance Appraisal Brand Image

Levels of Employee EngagementIn determining an individuals degree of engagement, a distinction is made among four levels of engagement, namely Disengaged, Nearly Disengaged, Fence Sitters and Engaged.

DisengagedDisengaged employees have uncoupled themselves emotionally and cognitively from the work situation. Disengaged employees display incomplete role performances and their task behaviors become effortless. This may be due to a lack of social interaction at work, lack of autonomy, and/or feelings that the job has little meaning. These employees commitment to their jobs and the organization is near zero.

The profile of disengaged employees is as follows:

Normal reaction starts with resistance Low Trust Inability to move from the problem to the solution Low commitment to company, work group, and role Isolation Interfere with others productivity Im okay, everyone else is not

Nearly DisengagedEmployees in this category as typically doing that which is asked of them, and seldom feeling challenged to deliver discretionary effort.

The profile of nearly disengaged employees is as follows: Putting in their time, not their energy Will speak frankly about negative views.

Fence SittersTheseemployees have the potential to become highly engaged if the right organizational conditions prevail or are managed effectively.Conversely, if they are left unchecked, disillusionment with their worksituation may force them into the disengaged category. The challengefor organizations therefore, is to firstly, recognize employees that fall inthis category and secondly, to take corrective measures to move them towards a more engaged state.

The profile of moderately engaged employees is as follows:

Meets the basics Confusion, or inability to act with confidence Low-risk responses and commitment No real sense of achievement Possible commitment to organization, but not always to role or work group

EngagedThese are the employee champions that contribute freely and regularly exceed expectations.These are employees who are cognitively vigilant and/or emotionally connected.Employees who fall in this category are likely to know what is expected of them, form strong relationships with co-workers and managers, or who in other ways, experience meaning in their work. These employees are prepared to go the extra mile because they find their work interesting, fulfilling, rewarding and challenging.The profile of engaged employees that generate most of an organizations profits and customer engagement is as follows:

Use their talents every day Consistent levels of high performance Natural innovation and drive for efficiency Intentional building of supportive relationships Clear about the desired outcomes of their role Emotionally committed to what they do Challenge purpose to achieve goals High energy and enthusiasm Commitment to company, work group, and role.

CHAPTER 3

Research Methodology

MethodologyThe objectives of this study will be achieved in five phases as follows:

BlueprintData Analyses and OutputsData CollectionQuestionnaire CustomizationInitial Sensing:Organizations needs, Peoples experiences & expectations

Initial SensingThe initial sensing phase is a rigorous qualitative process with the objective of developing a customized questionnaire.This phase will comprise two stages as follows: In the first stage, I had discussions with key executives of the organization. The objective would be to understand the organization in terms of its businesses, its goals and various aspects related to employees. In the second stage involves understanding employees experiences and expectations in their working with the organization.

Questionnaire Customization The findings from the above will be the basis for questionnaire development. Specifically, the issues will be converted into positive statements with a six-point scale ranging from strongly disagree strongly agree. In addition, the questionnaire design will ensure continuity with any similar studies conducted in the past. Specifically, all the critical statements asked in the earlier studies will be included in the questionnaire. Typically, the questionnaire will comprise about thirty statements spread over fourteen dimensions. There will be a demographics section to capture employees gender, age, level, department, qualification, experience and such others. The questionnaire design will ensure confidentiality of employees responses.

Data CollectionAll employees numbering approximately 800 across Bangalorewere targeted for coverage. The data collection was done through the electronic medium. The data collection process was organized to ensure confidentiality of employees responses.The following are the essential steps in preparation for data collection through the electronic method: Preparing the questionnaire. Converting the finalized questionnaire into the electronic format. Questionnaire testing. Sending the questionnaire to all the employees through e-mail. Questionnaire access for each employee through Google Docs/Survey Monkey.

Data Analysis Methods and OutputsThe data analysis is a rigorous process with the help of time-tested statistical techniques. The following will be outputs as a result of the data analyses: Dimensions and specific areas (within each dimension) where employees are positive and negative respectively, in their working with Infotech Enterprises Limited. Key drivers (motivators) of Employee engagement. Level of alignment between employee engagement drivers and organizations needs. Organization-wide, department-wise, age-wise, gender-wise, level-wise, experience-wise action agenda to enhance employee engagement in the context of organizations needs.

The above analysis was done by using MS Excel. In MS Excel, tools such as Pivot Table, Bar Graph, and Pie Chart etc were used.

BlueprintThe findings were collated and sent across to the management of Infotechfor familiarization with the findings. A presentation was made where senior Infotech executivesdiscussed the implications of the findings, based on its past experience and in the perspective of organizations needs.The blueprint details the key strengths of the organization that needs to be consolidated and key action areas that will enhance employees engagement. These would be organization-wide and wherever relevant, specific to a department or a workgroup.

CHAPTER 4

Analysis of the DataFindings

Analysis and InterpretationOverall Engagement Score For calculation of Engagement score, the following distribution of engagement is followed:Engaged Agree (5) and Strongly Agree (6)Fence Sitters Slightly Agree (4)Nearly Disengaged Slightly Disagree (3)Disengaged Strongly Disagree (1) and Disagree (2)

By knowing the count in each of these levels of engagement, engagement score is calculated by finding out the percentage of Engaged from the overall count.

Engagement Score

It is possible to categorize associates by the extent of their Engagement which helps us to understand how large the task is of engaging more employees.

There is strong opportunity to move associates from Fence Sitters to Engaged.Also we can make some efforts to change the mindset of Nearly Disengaged people and can move them towards the positive side.

Driver-wise Engagement ScoreFor calculating the engagement score for each driver, the following distribution of engagement is followed:

Slightly Disagree (3)and Slightly Agree (4) Strongly Agree (6)

Score (5+6)

Strongly Disagree (1) and Disagree (2) Agree (5)

By knowing the total count of this distribution of engagement for all the questions in each driver, the engagement score for a driver is calculated by adding the percentages of Agree (5) and Strongly Agree (6)for that driver.

Comparison of DriversAn overall comparison of drivers is carried out in order to find out the Leading and Lagging Drivers based on their engagement scores.

Leading DriversCo-workers CustomerHR PracticesWorkLagging DriversPay & BenefitsPerformance AppraisalPoliciesCareer OpportunitiesRecognition

Engagement Score for Say, Stay and Strive

Defining EngagementEmployee commitment and engagement is measured by three primary behaviors Say, Stay and Strive

Stay - Desire to be a member of the organizationSay - Speak positively about the organizationStrive - Go beyond what is minimally required

Engagement1. Infotech Enterprises inspires me to do my best work every day.(Strive)2. I would recommend Infotech Enterprises to a friend seeking employment.(Say)3. I rarely think about leaving Infotech Enterprises to work somewhere else. (Stay)

Driver-wise Analysis

Demographic Analysis

1. Engagement by Gender

2. Engagement by Age

Department-wise Analysis

Most EngagedLeast Engaged

Level-wise Analysis

Team MembersLevel 1-4

Junior ManagementLevel 5-7

Middle ManagementLevel 8-10

Senior ManagementLevel 11-14

Things Liked Most and Disliked Most

Disliked Most - Compensation Policies Facilities Reward ProgrammesLiked Most - ColleaguesNature of workWork CultureManager

Interpretation:

The lagging drivers if paid more attention, can bring about drastic changes at Infotech, thereby increasing the overall engagement score.If efforts can be made to increase the score of those lagging drivers which are under our control such as Policies, Recognition, Training etc., then the overall engagement score will be increased.

recommendations

Recommendations Improve quality of food in cafeteria. Explore the implementation of work-life balance programs e.g. flexible hours, work from home. Transport service should be available to the employees irrespective of shift timings. Amount for Cab facility should be calculated on the number of kilometers an employee travels rather than charging a fixed amount for all the employees. Introduce HR Weekly Bulletin (e.g. Vacancies, birthday for that week, new comers, CSR activities, events or happenings & other information like new baby delivered by our staff etc). Have a doctor to treat and advice associates on medical issues. Birthdays of associates should be displayed on the notice board at the entrance hall on a daily basis. Introduce programs such as

Helping Hands - every month, collect some amount from willing associates and donate it to the needy. Family Day- associates can bring their spouse and children to Infotech to build a good network. Traditional Day- celebrate all festivals where associates can dress up traditionally. Fun @ Work- competitions like cubicle decoration, puzzle games, funny poster contest and such others. Halloween Day- dress up in a way that looks odd and scary.

CHAPTER 6Conclusions

ConclusionThe objective of this research endeavor was to develop a model that could be used by organizations to assess their employees levels of engagement and identify strategies that would promote engagement. Having satisfied this objective by doing the necessary research, there are a number of questions; organizations should answer, before embarking on an employee engagement exercise. These questions are:

What is the purpose of introducing an employee engagement programme? Is employee engagement viewed as just another one of those add-on programmes? Is there commitment from top management for the employee engagement endeavor? Are they prepared to play their part? Will the results of the engagement survey be shared with managers and employees? Can the company afford to implement corrective measures and does the current human resource capacity allow for it? Will the results and corrective measures be incorporated into existing organizational procedures (key performance areas)? How are expectations created by the employee engagement survey dealt with?

Only once these questions have been answered, can the organization continue with its planning to implement an engagement strategy.

There is conclusive evidence of the significant contribution, engaged employees make towards organizations competitive advantage. However, from this study, it is observed that the cause of concern is that; associates of Infotech need major improvement in areas such as Pay and Benefits, Policies, Performance Appraisal, Recognition and Career opportunities. Based on the results as a whole, without significant and meaningful improvement in these areas, InfoTechs current climate could erode the employees' outlook, and eventually their commitment to doing their jobs. The good news is that employees seem ready and willing to offer their valuable insight and constructive ideas on how to improve areas within Infotech. Employee Engagement is obviously not the only people oriented strategy to promote competitive advantage. However, in the global market place where competition is fierce and only the fittest organizations survive, can organizations afford to ignore engaging their employees?

CHAPTER 7Limitations and Scope of the Study

Limitations of the Study

There was a lack of cooperation and lethargy among the associates during the questionnaire survey which impeded the response rate and timely collection of responses. Few associates were too busy to fill up the questionnaire as they were engaged in other official activities. This greatly impacted the response rate of the survey. Also, the survey did not cover all the associates at Infotech since many of them were travelling onsite officially. Hence, the expected response rate could not be attained.

BIBLIOGRAPHY

BIBLIOGRAPHY

Hewitt Survey Retaining Your Employees Using Respect, Recognition and Rewardsfor Positive Results-A Fifty-Minute Series Book Human Capital Magazine www.citehr.com www.wikipedia.com Employee Engagement www.surveymonkey.com www.googledocs.com Employee Engagement Study by Ma Foi Consulting Solutions Ltd. Gallup Q12 Survey