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A STUDY ON EXTENT OF EMPLOYEE ENGAGEMENT
(A STUDY CONDUCTED FOR WNS)
PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS TWO YEAR POST GRADUATE DIPLOMA IN
BUSINESS ADMINISTRATION
By
PREETI AGARWAL
Under the Guidance of
PROF. MANIKA
Mount Carmel Institute of Management Banglore 560 052
2010- 2012
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Certificate
Certified that this dissertation is based on an original project study conducted by
Ms. Preeti Agarwal under my guidance. She has attended all the required
guidance sessions held. This project report has not formed a basis for the award
of any other Degree/Diploma of any university or institution.
Guide
Prof Manika Girinath
Director
Rev. Sr Albina
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Acknowledgement
I am extremely grateful to Sr. Albina Director, Mount Carmen Institute of
Management Bangalore, and coordinator Mr. Michael Noronha for giving the
encouragement and opportunity to conduct this project work. I will express my
deep sense of gratitude to Professor, Mrs. Manika Girinath, for her able
guidance and valuable suggestions.
I express my sincere gratitude to Ms. Brinda Gopal (Assistant Manager) HR in
WNS Bangalore, for her valuable guidance and consistent support of all types
through out the project work.
I am thankful to a number of respondents in the field for sharing their insight
and experience with me.
Lastly I take this opportunity to thank my parents, friends and all others who
have helped me in some way or the other in completing this project work
successfully.
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Declaration
I, hereby declare that this project report “A STUDY ON THE EXTENT OF
EMPLOYEE ENGAGEMENT AT WNS” submitted to Mount Carmel Institute
of Management for the award of a degree Master of Business Administration
(MBA) record of original and independent work carried out by me in MBA.
Date: Preeti Agarwal
Place: Bangalore Mount Carmel Institute of Management
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Table of Contents
S. No. Chapter Name Page No.
Chapter 1 Introduction
Chapter 2 Design of the Study
Chapter 3 Company Profile
Chapter 4 Analysis and Interpretation
Chapter 5 Summary of Findings,
Conclusions and Suggestions
Bibliography
Annexure
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List of Tables
S. No. Name of Table Pg. No.
1. Age distribution of respondents
2. Gender of respondents
3. Work experience of respondents
4. Employee‟s awareness regarding employee engagement activities
in WNS.
5. Employee‟s interest towards participation in engagement activities6. Reasons that motivate employees to take part in engagement
activities
7. Factors that stop active participation
8. Interaction with supervisor
9. Interaction with HR
10. Interaction with senior leaders
12. Satisfaction from training and development program
13. Points for improvement in current practice
15. Activity which is liked most
16. Activities that employees like in other organizations
17. Suggestion given by the employees for improvement
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List of Graphs
S. No. Name of Table Pg. No.
1. Age distribution of respondents (process wise)
2. Age distribution of respondents (overall)
3. Gender of respondents
4. Work experience of respondents (process wise)
5. Work experience of respondents (overall)
6.
Employee‟s awareness regarding employee engagement activitiesin WNS.
7. Employee‟s interest towards participation in engagement
activities
8. Reasons that motivate employees to take part in engagement
activities
9. Factors that stop active participation
10. Interaction with supervisor (process wise)
11. Interaction with supervisor (overall)
12. Interaction with HR (process wise)
13. Interaction with HR (overall)
14. Interaction with senior leaders (process wise)
15. Interaction with senior leaders (overall)
16. Satisfaction from training and development program
17. Points for improvement in current practice
18. Activity which is liked most
19. Activities that employees like in other organizations
20. Suggestion given by the employees for improvement
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CHAPTER 1
(Introduction)
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Human Resource Management: Introduction
Human Resource Management (HRM) is the func9tion within an organization
that focuses on recruitment of, management of, and providing direction for the
people who work in the organization.
Human Resource Management is a strategic and comprehensive approach to
managing people and the workplace culture and environment. Effective HRM
enables employees to contribute effectively and productively to the overall
company direction and the accomplishment of the organization's goals and
objectives.
Human Resource Management is moving away from traditional personnel,
administration, and transactional roles, which are increasingly outsourced.
HRM is now expected to add value to the strategic utilization of employees and
that employee programs impact the business in measurable ways. The new role
of HRM involves strategic direction and HRM metrics and measurements to
demonstrate value.
Human Resource Management: Evolution
The early part of the century saw a concern for improved efficiency through
careful design of work. During the middle part of the century emphasis is
shifted to the employee‟s productivity. Recent decades have focused on
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increased concern for the quality of working life, total quality management and
worker‟s participation in management. These three phases may be termed as
welfare, development and empowerment.
Human Resource Management: Nature
Human Resource Management is a process of bringing people and organization
together so that the goals of each are met. The various features of HRM include:
It is pervasive in nature as it is present in all enterprises.
Its focus is on results rather than on rules.
It tries to help employees develop their potential fully.
It encourages employees to give their best to the organization.
It is all about people at work, both as individuals and groups.
It tries to put people on assigned jobs in order to produce good results.
It helps an organization meets its goals in the future by providing
competent and well motivated employees.
It tries to build and maintain cordial relations between people working at
various levels in the organization.
It is a multi disciplinary activity, utilizing knowledge and inputs drawn
from psychology, economics etc.
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Human Resource Management: Beliefs
The Human Resource Management philosophy is based on the following
beliefs;
Human resource is the most important asset in the organization and can
be developed and increased to an unlimited extent.
A healthy climate with the value of openness, enthusiasm, trust, mutuality
and collaboration is essential for developing human resource.
HRM can be planned and monitored in ways that are beneficial both to
the individuals and the organization.
Employees feel committed to their work and the organization, if the
organization perpetuates a feeling of belongingness.
Employee feel highly motivated if the organization provides for
satisfaction of their basic and higher level needs.
Employee commitment is increased with opportunity to discover and use
one‟s capabilities and potential in one‟s work.
It is every manager‟s responsibility to ensure the development and
utilization of the capabilities of subordinates.
Human Resource Management: Need
For any organization, staff or men power is the most valuable asset.. In the
modern age where computers and information technology have brought
revolutionary changes in the progress and performance, human resource factor's
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importance has become imperative. Organizations consider the Human
Resource Department (HRD) playing a major role in staffing, training and
helping to manage people so that people and the organization are performing at
maximum capability in a highly fulfilling manner there are certain functions
performed by Human Resources Department.
An organization's human resource management strategy should maximize return
on investment in the organization's human capital and minimize financial risk.
Human Resources seeks to achieve this by aligning the supply of skilled and
qualified individuals and the capabilities of the current workforce, with the
organization's ongoing and future business plans and requirements to maximize
return on investment and secure future survival and success. In ensuring such
objectives are achieved, the human resource function purpose in this context is
to implement the organization‟s human resource requirements effectively but
also pragmatically, taking account of legal, ethical and as far as is practical in a
manner that retains the support and respect of the workforce.
Human Resources Management: Scope
The scope of HRM is very wide:
Personnel aspect- This is concerned with manpower planning,
recruitment, selection, placement, transfer, promotion, training and
development, layoff and retrenchment, remuneration, incentives,
productivity etc.
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Welfare aspect- It deals with working conditions and amenities such as
canteens, crèches, rest and lunch rooms, housing, transport, medical
assistance, education, health and safety, recreation, facilities etc.
Industrial relations aspect- this cover union management relation, joint
consultation, collective bargaining, grievance and disciplinary
procedures, settlement of disputes etc.
Human Resource Management: Objective
To help the organization reach its goals.
To ensure effective utilization and maximum development of human
resources.
To ensure respect for human beings. To identify and satisfy the need
needs of individuals.
To ensure reconciliation of individual goals with those of the
organization.
To achieve and maintain high morale among employees.
To provide the organization with well- trained and well- motivated
employees.
To increase to the fullest the employee‟s job satisfaction and self -
actualization.
To develop and maintain a quality of work life.
To be ethically and socially responsive to the needs of society.
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To develop overall personality of each employee in its multidimensional
aspect.
To enhance employee‟s capabilities to perform the present job.
To equip the employees with precision and clarity in trans- action of
business.
To inculcate the sense of team spirit, team work and inter-team
collaboration.
Human Resource Management: Functions
In order to achieve the above objectives, Human Resource Management
undertakes the following activities:
Human resource or manpower planning.
Recruitment, selection and placement of personnel.
Training and development of employees.
Appraisal of performance of employees.
Taking corrective steps such as transfer from one job to another.
Remuneration of employees.
Social security and welfare of employees.
Setting general and specific management policy for organizational
relationship.
Collective bargaining, contract negotiation and grievance handling.
Staffing the organization.
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Aiding in the self- development of employees at all levels.
Developing and maintaining motivation for workers by providing
incentives.
Reviewing and auditing man-power management in the organization
Potential Appraisal, Feedback Counseling.
Role Analysis for job occupants.
Job Rotation.
Quality Circle, Organization development and Quality of Working Life.
Human Resource Management: Major Influences Factors
In the 21st
century HRM will be influenced by following factors, which will
work as various issues affecting its strategy:
Size of the workforce.
Rising employee‟s expectations
Drastic changes in the technology as well as Life- Style changes.
Composition of workforce. New skills required.
Environmental challenges.
Lean and mean organizations.
Impact of new economic policy. Political ideology of the Government.
Downsizing and rightsizing of the organizations.
Culture prevailing in the organization etc.
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Human Resource Management: Futuristic Vision
On the basis of the various issues and challenges the following suggestions will
be of much help to the philosophy of HRM with regard to its futuristic vision:
There should be properly defined recruitment policy in the organization
that should give its focus on professional aspect and merit based
selection.
In every decision- making process there should be given proper
weightage to the aspect that employees are involved wherever possible. It
will ultimately lead to the sense of team spirit, team- work and inter- team
collaboration.
Opportunity and comprehensive framework should be provided for full
expression of employee‟s talents and manifest potentialities.
Networking skills of the organizations should be developed internally and
externally as well as horizontally and vertically.
For performance appraisal of the employee‟s emphasis should be given to
360 degree feedback which is based on the review by superior‟s, peers,
subordinates as well as self- review.
360 degree feedback will further lead to increased focus on customer
services, creating of highly involved workforce, decreased hierarchies,
avoiding discrimination and biases and identifying performance
threshold.
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More emphasis should be given to Total Quality Management, TQM will
cover all employees at all levels; it will conform to customer‟s needs and
expectations; it will ensure effective utilization of resources and will lead
towards continuous improvement in all spheres and activities of the
organization.
There should be focus on job rotation so that vision and knowledge of the
employees are broadened as well as potentialities of the employees are
increased for future job prospects.
For proper utilization of manpower in the organization the concept of six
sigma of improving productivity should be intermingled in the HRM
strategy.
The capacities of the employees should be assessed through potential
appraisal for performing new roles and responsibilities. It should not be
confined to organizational aspects only but the environment changes of
political, economic and social considerations should also be taken into
account.
The career of the employees should be planned in such a way that
individualizing process and socializing process come together for fusion
process and career planning should constitute the part of human resource
planning.
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Why HRM role is important to the organization?
HRM professionals are responsi ble for hiring and protecting company‟s most
important asset-people. Without strong, satisfied and motivated people in place,
business will not grow to its potential. It costs approximately three times more
to recruit and train a new employee than it does to retain and develop an
existing employee. And this doesn't even take into account the hidden costs
associated with misdirected management time spent on recruiting activities
rather than effectively managing existing staff.
The fact is, employees are the lifeblood of every organization. The better they
are- the better qualified, trained, and managed- the more effective and profitable
an organization will be. HRM professionals can build measurable strategies to
address turnover, low morale and underperforming employees.
HRM can instil in employees a clear understanding of what your organization is
trying to achieve and why. HRM can instil in employees enthusiasm about
team‟s and organization‟s goals. HRM can help the employees to have a clear
“line of sight” between their tasks and their team‟s and organization‟s goals.
HRM can instil a feeling into the employees that their organization fully enables
them to execute key goals. HRM can instil a feeling into employees they work
in a high-trust environment. HRM can create/ foster open communication that is
respectful of differing opinions and that results in new and better ideas. HRM
can make the employees feel that their organization holds people accountable
for results. HRM can make the employees feel fully trusted the organization
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they worked for. HRM can develop teamwork with high-trust, highly
cooperative working relationships with other groups or departments.
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Employee Engagement
Definition:
Employee Engagement also called work engagement or worker engagement is a
business management concept.
It is a positive or negative attitude of the employee to their job, colleagues and
organization which influences their willingness to learn and perform at work.
Origin
Employee engagement was described in the academic literature by Schmidt et
al. (1993). A modernized version of job satisfaction. Schmidt et al.'s influential
definition of engagement was "an employee's involvement with, commitment
to, and satisfaction with work." This integrates the classic constructs of job
satisfaction (Smith et al., 1969), and organizational commitment (Meyer &
Allen, 1991). Harter and Schmidt's (2003) most recent meta-analysis can be
useful for understanding the impact of engagement.
Linkage research received significant attention in the business community
because of correlations between employee engagement and desirable business
outcomes such as retention of talent, customer service, individual performance,
team performance, business unit productivity, and even enterprise-level
financial performance.
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Employee engagement is derived from studies of morale or a group's
willingness to accomplish organizational objectives which began in the 1920s.
The value of morale to organizations was matured by US Army researchers
during WWII to predict unity of effort and attitudinal battle-readiness before
combat. In the post war mass production society that required unity of effort in
execution, morale scores were used as predictors of speed, quality and
militancy. With the advent of the knowledge worker and emphasis on individual
talent management, a term was needed to describe an individual's emotional
attachment to the organization, fellow associates and the job. Thus the birth of
the term "Employee Engagement" which is an individual emotional
phenomenon whereas morale is a group emotional phenomenon of similar
characteristics.
Features of employee engagement:
Understanding of business context and the „bigger picture‟
Respectful of, and helpful to, colleagues
Willingness to „go the extra mile‟
Belief in the organization
Desire to work to make things better
Keeping up to date with developments in the field.
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Aspects of Employee Engagement
Three basic aspects of employee engagement according to the global studies
are:-
The employees and their own unique psychological make up and
experience.
The employers and their ability to create the conditions that promote
employee engagement.
Interaction between employees at all levels.
Thus it is largely the organization‟s responsibility to create an environment
and culture conducive to this partnership, and a win-win equation.
Importance of employee engagement
Employee engagement is to HR what customer loyalty is to marketing
and sales. It is that often elusive frame of mind that goes beyond
satisfaction and ensures the long-term and productive tenure of the
faithful employee with the employer.
To avoid platitudes, every organization should define employee
engagement to ensure that the information it is gathering from the
workforce on can be put into practice.
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It leads to satisfaction, commitment, pride, loyalty, sense of personal
responsibility and willingness to be an advocate for the organization that
has an impact on behaviour.
Employee engagement brings an individual sense of purpose and focused
energy, evident to others in their display of personal initiative, effort and
persistence that is directed toward organizational goals.
It is reinforced through standard processes and practices for collecting
employee engagement in format
Diagnostic tools of employee engagement
Training and development
Performance management
Communication
Equal opportunity
Fair treatment
Pay and benefits
Health and safety
Cooperation
Family friendliness
Job satisfaction
Immediate management
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Who is an engaged employee?
An engaged employee is one who is fully involved in and enthusiastic about his
or her work. An engaged employee is aware of business context and works with
colleagues to improve performance within the job for the benefit of the
organization.
They care about the future of the company. They feel a strong emotional bond
to the organization that employs them.
Engaged employee plan to stay for what they give, the disengaged stay for what
they get.
Difference between engagement and satisfaction:
Employee engagement is what we get when an employee is motivated by the
job, is well managed by the supervisor and paid fairly by management.
Satisfaction is what we get when we give employees things they want so that an
employee may be fully satisfied but is unsuccessful.
Factors Leading to Employee Engagement
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 realise their potential. When companies plan for the
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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.
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.
Leadership – Company’s Standards of Ethical Behaviour- 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
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of employee engagement are inextricably linked with high levels of
customer engagement.
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- 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
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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 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.
10 C’s of employee engagement:
1. Connect - Connection between bosses and employees show that you
value your employees.
2. Career - Give your employees opportunities for career advancement.
They want challenging and meaning work.
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3. Clarity - Be clear while communicating the vision and mission of the
company. Employees should know clearly what the goals of the
organization are.
4. Convey - Clarify what the organization expects from the employees and
provide feedback on their functioning.
5. Congratulate - Give recognition for good performance, coach and convey.
6. Contribute - Help people see and feel how they are contributing to the
organization‟s success and future.
7. Control - Employees value control over the flow and pace of their jobs
and leaders can create opportunities for employees to exercise this
control. A feeling of being on things and of being given opportunities to
participate in decision making often reduces stress, it also create trust and
a culture where people want to take ownership of problems and their
solution.
8. Collaborate - When employees collaborate and work in teams, they
outperform individuals and team which lack good relationships. Good
leaders are team builders, they create such environment.
9. Credibility - Leaders, along with their employees strive to maintain a
company‟s reputation and demonstrate high ethical standards.
10. Confidence - Good leaders help create confidence in an employee by
being exemplars of high ethical and performance standards.
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How to measure employee engagement:
Listen
Measure current level of employee engagement
Identify the problem areas
Take action to improve employee engagement by acting upon the
problem areas.
Categories of engagement:
1. Engaged:
They are builders
They want to know the desired expectations for their role so they can
meet and exceed them
They are naturally curious about their company and their place in it
They perform at consistently high levels
They want to use their talent and strength everyday
They work with passion and drive innovation
They move organization forward.
2. Not engaged:
They concentrate on tasks, not on goals and outcomes they are expected
They want to be told what to do just so that they do it and say that they
have finished their work.
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They feel that their contribution are been overlooked and their potential is
not tapped
They feel this way because they don‟t have any productive relationship
with managers or with their co workers.
3. Actively disengaged:
They are also called “cave dwellers”
They are not just unhappy at work , but busy acting out their unhappiness
They sow seeds of negativity at every opportunity
They undermine their co workers accomplish
As workers rely on each other they can cause great damage to an
organization‟s functioning.
Benefits to employee
Increased job satisfaction in the workplace.
Employee engagement can lead to increased commitment within the
organization.
Employees can feel valued in the organization as it gives them the
opportunity to express their views to management.
A higher level of performance and productivity.
Employee engagement offers the chance for an employee to improve self-
development and an increase in key skills.
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Benefits to employer
Increased productivity from the workplace.
Employees become more committed to the organization, therefore
creating a higher employee retention rate.
Employees get the chance to increase their skills leading to a more
developed workforce.
Employee engagement allows staff to be more flexible in and out of their
job role.
Employee engagement can lead to high morale with a well organized
workforce.
A successful employee engagement strategy helps create a community at the
workplace and not a workforce.
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CHAPTER 2
(Design of the Study)
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Title of the project
A Study on the extent of Employee Engagement at WNS.
Introduction to the subject background
Employee engagement, also called work engagement or worker engagement, is
a management concept. An "engaged employee" is one who is fully involved in,
and enthusiastic about, his or her work, and thus will act in a way that furthers
their organization's interests.
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.
According to Scarlett Surveys, "Employee Engagement is a measureable degree
of an employee's positive or negative emotional attachment to their job,
colleagues and organization which profoundly influences their willingness to
learn & perform at work". Thus engagement is distinctively different from
satisfaction, motivation, culture, climate and opinion and very difficult to
measure.
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Statement of the problem
The success or failure of any organization to a large extent depends upon its
human resources. It is getting difficult to maintain a system which would
diagnose and help to incrementally maintain effective, efficient and productive
work force in order to serve clients to achieve customer delight.
Objective of study
a) To understand and evaluate the various practices and factors relating to
employee engagement at WNS
b) To measure the status quo with respect to employee engagement initiatives
at all levels of WNS.
c) To study the shortfalls in the current practices.
d) Study best employee engagement practices from various industries.
e) Develop and recommend the way forward (for e.g. Techniques, framework,
tools etc) to ensure better productivity and efficiency from employees.
Scope of the Study
This study identifies the various employee engagement practices of WNS and it
also measures their level and its effectiveness by gathering pertinent data.
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It would also open up various other avenues where one could understand
various factors which lead to changing dynamics of human behavior leading to
employee motivation.
Methodology
The project will be carried out in several phases:
1. Understanding the current practices of Employee Engagement at WNS
2. Preparing a feedback mechanism to get a take on the various initiatives
on Employee Engagement from the employees
3. Conduct personal interviews with a sample of employees at all levels
from various departments
4. Device an As Is - To Be Plan (in consent with the employees &
management)
5. Implementation & Feedback.
The information is collected with the help of both primary and secondary data.
Sources and tools of data collection
a. Primary: The primary data will be collected by administering the
questionnaire to the employees of the organization.
b. Secondary: Secondary data will be collected through company‟s journals,
internal records and website.
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Plan of analysis
Analysis will done by calculating percentages and will be represented in the
form Pie chart, bar diagrams for better and clear understanding of the data.
Operational definitions of Concepts
a. Human Resource Management: Human Resource Management is the
organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development,
safety, wellness, benefits, employee motivation, communication,
administration, and training.
b. Employee engagement: Employee engagement, also called work
engagement or worker engagement, is a business management concept. An
"engaged employee" is one who is fully involved in, and enthusiastic about,
his or her work, and thus will act in a way that furthers their organization's
interests.
c. Business Management: Management in all business and organizational
activities is the act of getting people together to accomplish desired goals
and objectives using available resources efficiently and effectively
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CHAPTER 3
(Profile of the Company)
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Introduction
WNS (Holdings) Limited (NYSE: WNS), is a leading global business process
outsourcing company. WNS offers business value to 200+ global clients by
combining operational excellence with deep domain expertise in key industry
verticals, including Travel, Insurance, Banking and Financial Services,
Manufacturing, Retail and Consumer Packaged Goods, Shipping and Logistics,
Healthcare and Utilities. WNS delivers an entire spectrum of business process
outsourcing services such as finance and accounting, customer care, technology
solutions, research and analytics and industry-specific back-office and front-
office processes. WNS has over 21,000 professionals across 21 delivery centers
worldwide, including Costa Rica, India, the Philippines, Romania, Sri Lanka
and United Kingdom.
Deep industry knowledge and expertise, a partnership approach, comprehensive
service offerings and a proven track record enable us to deliver business
value to many of the world‟s leading companies. We are passionate about
building an organization that is valued by our clients, employees, business
partners, investors and the community at large. Our management team
comprises accomplished professionals from leading global organizations. Each
member brings deep business acumen and outsourcing domain expertise,
ensuring a strong growth curve.
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History
WNS began as British Airways‟ back office operations way back in 1996 in
Mumbai with less than 300 employees. In 1999, WNS set up operations in
Pune.
WNS moved from being a captive BPO to a third-party BPO company
when Warburg Pincus acquired a majority stake in WNS in 2002.
The new WNS not only looked at deepening its focus in the Travel
industry but also put out an aggressive growth strategy to enter new
businesses. Growth was either organic or inorganic.
WNS grew immensely from 2003 till date and today proudly showcases a
wide portfolio of BPO operations in businesses such as Travel, Logistics,
Finance & Accounting, Research & Analytics, Banking, Finance &
Insurance, Retail, Healthcare to name a few.
From 300 employees today WNS is at 21,000 employees across 21 global
delivery centers and servicing 200+ Fortune 500 companies globally.
Mission and Values
“We enable Clients to Outperform with our Passion for Service and Innovation”
We capitalize on our strengths by embracing the following values:
Client First
Place clients at the core of everything we do
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Integrity
Be ethical, honest and committed in all actions
Respect
Be sensitive to individual differences and treat everyone with dignity
Collaboration
Always keep "One WNS" as uppermost in everything we do
Learning
Learn from our experiences; share knowledge and best practices to
create innovative solutions
Excellence
Strive for excellence in everything we do and aspire to outperform at
every stage
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1. Eric B. Herr (Chairman)
2. Keshav Murugesh (CEO)
3. Albert Aboody (Director)
4. Richard Bernays (Director)
5. Sir Anthony Greener (Director)
6. Deepak S. Parekh (Director)
7. Jeremy Young (Director)
S. No. CORPORATE MANAGEMENT TEAM
1. Keshav Murugesh Chief Executive Officer, WNS Group
2. Alok Mishra Chief Financial Officer, WNS Group
3. J.J.(Eric)Selvadurai Managing Director, Europe
4. R. Swaminathan Chief People Officer, WNS Group
5. Sanjay Jain Head Global Transformation Practice
6. Mike Garber Global Head, Sales and Marketing
7. Ronald Strout Chief of Staff and Head, Americas
8. Manish Vora Head of Sales for the Asia Pacific and
Middle East Region
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S. No. BUSINESS UNIT MANAGEMENT TEAM
1. AmbreeshMahajan
Business Unit Leader, Utilities; Head,International Delivery Locations
2. Anup
Basrurkar
Business Unit Leader, Banking and Financial
Services
3. Arun
Kharbanda
Business Unit Leader, Research and Analytics
Services
4. C S Anand Business Unit Leader, Shipping and Logistics
Services
5. David P.
Spencer
Business Unit Leader – Manufacturing,
Telecom, Retail and Consumer Packaged
Goods, Diversified Businesses
6. Deepak
Gupta
Business Unit Leader, Contact Center
Operations
7. Edwin
Harrell
Chief Executive Officer, WNS Assistance
8. Gautam
Barai
Business Unit Leader, Insurance Services
9. John
Westfield
Business Unit Leader, Travel and Leisure
Services
10. Sulakshana
Patankar
Business Unit Leader, India Business and
Strategic Initiatives
11. Tasneem
Lakdawalla
Business Unit Leader, Finance and Accounting
Services
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Business Units
Business
Units
Banking,financial
servicesContact
center
Finance
and
accounting
Global
transform
-ation
practice
Health
care
UtilitiesInsurance
services
Shipping
andlogistics
Research
and
analytics
Retail,
manufac
turing
and CPG
Travel
and
leisure
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WNS Services
1. Banking and Financial services
WNS helps leading BFS companies to focus on their core business while WNS
delivers business process operations along with supporting decision making
through our rich research and analytics (R&A) capabilities.
Retail banking offering (Origination and maintenance of account, Card
operation, Customer service, Remittance processing)
Banking and Investment Management Services (Sales and marketing, A/C
maintenance, Customer Service, Operations, Transfer Agency, Portfolio
Administration, Investment Research)
Comprehensive suit of services spanning the end to end lending cycle
(Loan origination, Processing and Underwriting, Closing and Funding,
Post closing and due diligence, Loan servicing, Shared services)
2. Contact Center
WNS helps clients manage and enhance their customer experience with tailor-
made customer care solutions.
Services:
(Customer service, Customer complaint resolution, Sales, Loyalty program
management, Collections and refunds, HR support, Computer Aided Telephonic
Interviews (CATI), Technical support desk, Specialty help desk)
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3. Finance and accounting
WNS is a global Top 10 FAO service provider, delivering transactional and
corporate accounting as well as specialized services such as treasury and tax
processing, for global companies. The maturity of the WNS F&A practice
enables the delivery of outstanding business results to clients around the world,
offering end-to-end support to CFOs and their organizations.
Services:
( Procure-to-Pay, Order-to-Cash, Record-to-Report, Decision Support,
Treasury, Financial Planning and Analysis)
4. Global transformation practice
WNS offers a broad suite of end-to-end services designed to enable Sustainable
Business Change by architecting transformational solutions that are driven by
our focus on achieving “Operational Excellence” for our clients.
Services:
(Operational Transformation, Sustainable Change, Actionable Insights,
Enterprise Solution/ERP Optimization, Application Development, Maintenance
and Support, Business Process Management, Business Intelligence and
Analytical Solutions, Infrastructure and Network Services)
5. Healthcare
WNS‟s Healthcare Business Process Outsourcing solutions help healthcare
companies „extend their enterprise‟. Our deep domain expertise, global delivery
network and strong focus on operational excellence allow healthcare companies
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to focus on their core business while WNS optimally delivers their business
processes.
Services:
Providers (Pre-service, Transcription, Bill preparation, Receivables
management, Payment posting, Debt analysis)
Payers and Third Party Administrators (Claims administration, Member
and provider services, Clinical support, Overpayment recovery, Fraud
detection and investigation)
DME Manufacturers (Order management, Billing and submissions,
Fulfillment support, Collections, Patient services, Collection analytics)
Enterprise Shared Services (Finance and accounting, Research and
analytics, Procurement, Technology solutions, Customer care)
6. Utilities
The WNS team extends the client‟s enterprise by supporting initiatives to drive
improved customer service whilst meeting rigid operational constraints.
Services:
(Sales management, Customer management, financial management, Device
Management, Others)
7. Insurance services
WNS Assistance is the leading motor claims handling service provider in the
UK and is UK‟s third largest Third Party Claims Administrator in terms of the
purchase of repair services in UK (Accident Management). They also provide
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other services like Claims handling, Recovery &Third Party Claims Handling.
WNS Assistance possesses market- leading purchasing power, intelligently
applied through technology to maximum commercial gain, delivering excellent
customer satisfaction. Motor claims outsourcing for major insurers, fleets and
intermediaries.
8. Travel and Leisure
WNS is a global leader in providing Business Process Outsourcing (BPO)
solutions for the Airline & Travel industry. We are among the world‟s largest
travel industry focused offshore BPO player executing over 120 airline and
travel related processes ranging from Call Centers, Email handling, Frequent
Flyer Management and Customer Correspondence in the front office to
Passenger Revenue Accounting, Reservations, GDS Queue Handling, Fare
Filing, Crew Scheduling, Cargo Operations, etc. in the back-office.
9. Shipping and logistic
The WNS Shipping and Logistics (S&L) vertical offers industry focused
service Services:
Air express (airway bill manifesting, billing and invoicing, master data
management)
Trucking (driver logs, trips records, fuel tickets, master data management)
Ocean (export and import documentation, freight audits, master data
management, operation management)
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Rail (rail car booking, shipment documentation, equipment pool yard
management, rail car load and asset utilization monitoring, master data
management)
Supplementary Markets (crew manning, ship management, customer
brokers, e commerce intermediaries, terminal operations, warehouse
management support)
10. ̀ Research and Analytics
WNS is a leading global provider of knowledge services outsourcing.
Service:
(Business and Financial Research, Market Research, Domain Based
Analytics, Data Services, Business Intelligence and Reporting, Business
Services)
11. Retail, Manufacturing & CPG
WNS helps a number of the world‟s leading CPG and Retail brands to
„extend their enterprises‟ by leveraging outsourcing of key business
processes in order to become more agile and gain competitive advantage.
Our service offerings include:
Supply Chain Management (Supplier management and analysis,
Sourcing support, Market intelligence, Spend analytics)
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Logistics (Logistics management, Scheduling and planning, Analytics,
Market intelligence, MIS and reporting)
Sales, Marketing and Customer Care (Customer feedback
management, Telemarketing and inside sales, Customer ordering
Support, Service Delivery)
At WNS, our employees, working as an extension of our clients' enterprises,
help manufacturing enterprises leverage outsourcing as a strategy for competing
better in the global marketplace.
Our service offerings include:
New Product Development (Market analysis, Project and portfolio
management, Master data management, Supplier management, Supplier
identification, RFI/RFP management, Supplier selection, Contract
development, Idea and concept maps, Engineering drawings and designs
(CAD), Bills of materials (BOM) generation)
Supply Chain Planning and Execution (Demand and supply planning,
Supplier management, Logistics execution, Inbound processing,
Outbound processing, Advanced planning and scheduling (APS),
Warehouse management, KPI development and monitoring, Service parts
management, Demand forecasting, Inventory management, Supply and
distribution management)
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Marketing and Order Management (customer setup and credit analysis,
Product information, Order processing, Billing and invoicing,
Collections, Order status, EDI processing, Customer acquisition,
Customer profitability analysis, Master data management, Customer,
Product, Pricing)
Operations (Fault management, Change management, Chronic and RCA
reporting, Sales performance reports, Store planning, Market intelligence,
eMarketing)
After Sales and Support (Warranty and returns management, Product and
warranty Registration, Warranty analysis, Warranty claims processing,
Product and warranty registration, Warranty analysis, Warranty claims
processing, Customer and channel surveys, Service contracts
management, Creation and recording, Processing, Analysis)
Industry Recognition
BPO Leadership
1. Industry specific multi-year winner - IAOP 2009 Global Outsourcing 100
2. Recipient of Best New Outsourced Services Award by SSON (2009)
3. Ranked No.2 BPO company in India by Nasscom (2008)
4. Received the Silver Plate Award for Community Service by HelpAge
India (2007)
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Domain Leadership
1. Best 10 companies by Industry focus: Utilities - IAOP 2009 Global
Outsourcing 100
2. Best 5 companies by Industry focus: Air Transportation - IAOP 2009
Global Outsourcing 100
3. Best Performing FAO Provider by Global Services 100 (2008)
4. WNS awarded Partners in Innovation Challenge for Baggage Claim
Process from KLM Dutch Royal Airlines (2008)
5. Ranked No.1 insurance outsourcer by Global Outsourcing 100 (2007)
6. Ranked as 6th largest FAO provider globally by Everest Institute (2007)
7. WNS Assistance Voted Best Accident Management Company by the
Auto Body Professionals Club (2007)
Quality Leadership
1. Recipient of Golden Peacock Eco-Innovation Award for Green Lean
Sigma Program awarded by The World Environment Foundation in
association with the Institute of Directors (2009)
2. Recipient of the CIO 100 Award for Innovative Storage Solutions (2008)
3. Recipient of the Asia-Pacific Six Sigma Excellence award for Best Lean
Six Sigma project (2007)
4. Recipient of The Global Six Sigma Award for Best Achievement of Six
Sigma in Outsourcing (2007)
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5. Recipient of Golden Peacock innovation award by Institute of Directors
(2007)
Company policy
1. Equal Opportunity Policy
The Company is committed to the principle of equal opportunity for everyone in
employment. It will strive to ensure that access to employment, training,
promotion and the treatment of Employees is free from discrimination on the
grounds of gender, sexual orientation, race, colour, caste, creed, religion,
marital status, disability, or age and based solely on the objective assessment of
ability and job related criteria.
1.
Policy on sexual harassment
WNS GLOBAL SERVICES is committed to creating an ambience in which
employees can work together free from sexual harassment. WNS believes that
all employees, including job applicants and other persons who have dealings
with WNS have the right to be treated with dignity. Sexual harassment in the
workplace will not, therefore, be condoned.
2. Health and safety policy
WNS, an IT enabled service organization, is committed to achieve best in class
standards in the field of Environment, Health & Safety in its activities by
k eeping in mind the employees‟ interest as well as those of the community at
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large. WNS shall strive to provide a safe & healthy workplace and to avoid
adverse impact to environment. It shall be the responsibility of management and
employees.
3. Subsidized meal coupon
WNS provides meal subsidy to a section of its employees. The subsidy is
provided by way of issuing a booklet of food coupons.
4. Security policy
WNS is committed to providing quality workplace conditions that foster a safe
and secure environment for its Employees and Visitors, and safeguard its
facility from intruders for theft, violence or any kind of physical danger,
through a dedicated security team using the most optimal technology platforms.
5. Locker management policy
The security policy implies that the employees working for certain clients do
not take phones or any other electronic media with them to their workstations.
Therefore, it is imperative to have lockers available for employees where they
can lock up their personal belongings for as long as their shift lasts. This is
applicable to all sites, however, the management of lockers may differ from site
to site.
6. Waste and scrap disposal policy
The document provides for guidelines on disposal of waste and scrap.
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7. Guest house policy
The purpose of this document is to have a standardized system for setting up,
maintenance & allocation of guesthouse facilities that will have comfortable
living conditions across the organization.
8. WNS stationary policy
This policy addresses procurement of all categories of stationery items. The
policy aims at standardizing the procedure of procuring stationery items across
all sites.
9. WNS Media policy
The purpose of WNS‟s media policy is to ensure communication of informed,
controlled and consistent messages through any form of media to all our
stakeholders.
10. Sports policy
To streamline the sports activities initiated for employees of WNS.
11. Brainwave and fusion policy
Brainwave is an initiative driven by the Quality team to generate, and
implement ideas that lead to process improvements, cost savings/increased
revenue, or best practices. Carrying forward the thought of “Each person,
Each Idea Counts”, Brainwave is a forum open to all employees of WNS
Global Services. Fusion is a Best Practice sharing session facilitated by the
quality team. It is a forum for various functions and verticals of WNS
Global Services to share successful ideas of process improvement amongst
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each other. This Document contains standard operating procedures and
policies to manage Brainwave and Fusion.
12. Whistle blowing policy
It is the policy of the Company to treat complaints about accounting, internal
accounting controls, auditing matters, or questionable financial practices
(“Accounting Complaints”) seriously and expeditiously.
13. Client Contracts Execution
The objective of this policy is to define and standardize the process for
execution of Client contracts.
14. Credit card policy
To allow Company personnel access to efficient and alternative means of
payment for expenses generally allowed under published policies of the
Company, especially expenses related to business travel and office supplies. To
improve managerial reporting related to credit card purchases. To improve
efficiency and reduce costs of payables processing.
CSR at WNS
Corporate Social Responsibility at WNS is carried out under the banner
of WNS Cares Foundation, our corporate social responsibility initiative.
WNS Cares Foundation aims to create a better and sustainable future for
underprivileged children and youth.
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With a mission to „EDUCATE: EMPOWER: ENRICH‟, the Foundation
will be making a difference across the globe.
We believe, in providing support to potential beneficiaries in
communities around our offices, in order to encourage „inclusive growth.‟
This will be done through imparting education in a holistic form. Not
only will academics be taught but also real life skills that will equip
disadvantaged children to face the world.
The geographical reach of WCF is spread across six cities in India alone
and internationally can be found in countries like Sri Lanka, Philippines,
Romania, Costa Rica, UK, and USA.
Most of the children we work with are first generation school goers and
through its varied programs, WCF attempts to bridge the gap that exists
between schools, the parents and children.
WCF programs are academic as well as non- academic in nature ranging
from spoken English, a slow learners program, and computer literacy to
developing skills in sports, art, music, personality development and
raising self esteem. All of these are given equal weightage.
Outdoor educational trips, leadership training, health education, are a few
others.
Libraries are set up to broaden the horizons of the beneficiaries through a
structured reading program.
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Hidden talents are tapped and brought to the forefront through our
versatile programs. This ensures that the child/youth grows up to be a
confident individual who is an asset to society.
Client Testimonials
WNS chosen for proven Audit expertise & best-in-class technology
Christopher Korenke, VP-Commercial, Star Alliance
We chose WNS because of their deep understanding of the travel
industry, strong customer care capabilities, insightful customer analytics,
and their global delivery footprint
Steve Sickle, Senior Vice President for Distribution and Relationship
Marketing at IHG.
Performing as an extension of our enterprise, WNS consistently provides
deep industry expertise within a flexible service model. This is critical
given the range of services SITA provides to air transport, government
and global distribution systems companies.
Dave Bakker, SVP Customer Services and Operations, SITA
WNS provides us a blend of functional expertise and process capabilities
which spans across our diverse portfolio. Our partnership with WNS has
become an integral part of our operations and we look forward to
maintaining this stability and competitive advantage in a volatile energy
market.
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Phil Bentley, Managing Director, British Gas
Over the last five years, WNS has operated as an extension of our
business, demonstrating a strong commitment to our success, and we look
forward to expanding our partnership.
Steen Wulff, Director of Passenger Revenue Accounting, SAS
Airlines.
I am delighted the team are living up to our expectations and delivering
sensational customer service.
Rob Hartley, Senior Sales & Customer Service Manager,
Lastminute.com
WNS' solution is clearly innovative and showcases how WNS
understands our business and innovates to deliver business value
Michel Hilgersom, Director of Procurement Commercial, KLM
...by leveraging the capabilities of WNS, we will take our customers‟
experience to the next level. We have chosen WNS as our partner
because they bring a deep understanding of customer needs, have a track
record of operational excellence and most importantly, are aligned to our
values.
Russell Taylor, Customer Services Director, T-Mobile
Industry expertise was the key. We wanted to ensure we chose a provider
that understood the complexities of our business. WNS's knowledge was
comprehensive and its solutions flexible. They could talk the talk.
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Jeremy Carrington, Head of Procurement, Virgin Atlantic
Analytical Prowess, Consultancy & Strategic Thinking of the WNS R&A
team have immensely helped us sharpen our market insights function in
the Developing & Emerging Markets. I Thank you again for being the
passionate champions of emerging markets and for all your help with
important analysis and strategy work
Knowledge & Insights Head for Developing & Emerging Markets of
a Global CPG Company
We selected WNS because they understand operating requirements in the
healthcare sector. They bring a winning combination of experience and
commitment to excellence. During our rigorous selection process, WNS
showed us their flexibility and significant analytics capabilities by
developing a fine-tuned customized business solution.
Jim Bechtold, SVP, Reimbursement and Government Affairs, Biomet
This allows Aviva to continue our working relationship with a provider
that truly understands the insurance industry and has a tireless
commitment to process excellence and customer care, making WNS our
partner of choice
Cathryn Riley, Chief Operating Officer, Norwich Union Life, and
Chairman, Aviva Global Services
Over the last 2 years we have reduced the overall cost of delivering
conveyancing by 15% whilst also improving service and growing 40%
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annually. Working with WNS to deliver our legal back office from India
and Sri Lanka has been a key component in this success.
Ian Floyed, CEO, MyHomeMove
Competitors of WNS
ExlService Holdings, Inc.
Genpact Limited
Infosys Technologies Limited
IBM
Microsoft Business Solutions
Pivotal
Kana
Transversal
RightNow Technologies
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CORPORATE OFFICES
1. INDIA : Plant No. 10 / 11, Gate No. 4,
Godrej & Boyce Complex,
Pirojshanagar, Vikhroli (West),
Mumbai – 400 079
Tel : +91 22 4095 2100
2. NORTH AMERICA : 420 Lexington Avenue, Suite 2515,
New York, NY 10170.
Tel : +1 212 599 6960
Fax: +1 212 599 6962
3. UNITED KINGDOM : Malta House,
36-38 Piccadilly,
London, W1J 0DP
Tel : +44 207 440 0800
Fax: +44 207 440 0808
OTHER OFFICES
1. AUSTRALIA : Darling Park, Tower 2,
Level 20, 201 Sussex Street,
Sydney, Australia 2000
Tel : +61 2 9006 1405
Fax: +61 2 9006 1010
2. COSTA RICA : WNS BPO Services Costa Rica,
S.A3rd Floor,
Building C Forum Business Park
Santa Ana, San Jose, Costa Rica 3. UAE : PO Box 16769,
Ras Al Khaimah, UAE
4. UNITED KINGDOM : St. Vincent House,
1 Cutler Street, Ipswich Ip1 1LL.
Tel : +44 844 854 0660
WNS Global Services (UK) Ltd
HPH3, Hyde Park HayesMillington Road, Hayes
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Middlesex UB3 4AZ
Tel: 0845 266 8711
5. PHILIPPINES : 9th and 10th Floors,1880 Building
Eastwood City, Cyberpark
Bagumbayan, Quezon City 1100
Tel : +63 318 2000
6. SRI LANKA : WNS Global Services (Pvt) Ltd.
HNB Towers, Level 12,
479, T B Jayah Mawatha,
Colombo 10, Sri Lanka.
Tel: +94 - 112695602
Fax: +94 – 112695680
CONTACT
Primary IR Contact Legal Contact
Alan KatzVice President, Investor
Relations
WNS North America, Inc.
Tel: +1 212 277 8183
E-mail: [email protected]
Shareholder
Services
Tel: +1 866 249
2593
Ronald DMello
General Counsel
WNS (Holdings) Limited
Tel: +91 22 4095 2633
E-mail: [email protected]
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SWOT Analysis
Strengths:
Better understanding of customers helping the company to serve them
better.
Highly skilled employees who are driving the business towards success.
Weakness:
Less fun at work
High attrition rate of employee.
Company policies are very strict for employees.
Opportunity:
Availability of cheap human resource in places other than the metros.
Outsourcing is booming which attracts potential HR.
Threats:
Many upcoming competitors.
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CHAPTER 4
(Analysis and Interpretation)
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Analysis and Interpretation
Analysis of data is a process involving a number clearly related operations that
are performed with the purpose of summarizing the collected data and
organizing in such a manner that it will yield answer to the research questions.
Researcher has decided to analyze and interpret about the study on extent of
employee engagement by using the following methods.
Clarification of data
Application of data by loading
Tabulation of data
Statistical analysis of data
Tables and Graphs
Graphics, tables and tabulation will be used in this research analysis.
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Table 1
Age distribution of respondents process wise
S.No. Process Age Bracket of Employees in years
19 – 24 25 - 30 31 - 36 37 and
above
Total
1. Claims 7 2 1 0 10
2. Collections 5 7 2 1 15
3. UK Life 6 7 1 1 15
4. UKGISS 31 9 5 5 50
5. Ireland 19 12 5 4 40
6. Training 13 5 2 0 20
Total No. of employees 81 42 16 11 150
Percentage of employees 54 28 11 7 100
Analysis:
The above table shows that out of 150 employees, 81 are in the age group of 19-
24, 42 are in the age group of 25-30, 16 are in the age group of 31-36, 11 are in
the age group of 37 and above.
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Graph 1
Age distribution of respondents process wise
Interpretation:
The bar graph show that maximum percentage of employees in the age group
19-24 are in Claims process, maximum percentage of employees in the age
group 25-30 are in Collections and UK Life process, maximum percentage of
employees in the age group of 31-36 are in Collections process and maximum
percentage of employees in the age group of 37 and above are in UKGISS and
Ireland process.
0
10
20
30
40
50
60
Claims Collections UK Life UKGISS Ireland Training
N o . o f r e
s p o n d e n t s
Business Process
37 and above
31 - 36
25 - 30
19 - 24
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Graph 2
Age distribution of respondents overall
Interpretation:
The Pie chart show that 58% of the employees are in the age group 19-24, 24%
of the employees are in the age group 25-30, 11% of the employees are in the
age group 26-31 and remaining 7% are in the age group 37 and above.
19 - 24
25 - 30
31 - 36
37 and above
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Table 2
Gender of respondents
S.No. Process No. of Male No. of female Total Ratio
1. Claims 7 3 10 7:3
2. Collection 8 7 15 5:5
3. UK Life 11 4 15 7:3
4. UKGISS 31 19 50 6:4
5. Ireland 24 16 40 6:4
6. Training 11 9 20 5:5
Total (in no.) 92 58 150 6:4
Percentage 61.33% 38.67% 100 6:4
Analysis:
The above table shows the out of 150 respondents 92 are male and 58 are
female. Overall the company consists of 60 percent male and 40 percent female.
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Graph 2
Gender of respondents (process wise)
Interpretation:
The above graph show that male female ratio in Claims process is 7:3, in
Collection process is 5:5, in UK Life process is 7:3, in UKGISS process is 6:4,
in Ireland process is 6:4, in Training process is 5:5. Overall ratio of male :
female is 6:4.
0
5
10
15
20
25
30
35
40
45
50
Claims Collections UK Life UKGISS Ireland Training
N o . O f
R e s p o n d e n t s
Business Process
Female
Male
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Table 3
Work experience of respondents
S.No. Process 0-1 yr 1-2 yrs 2-3 yrs 3 and above Total
1. Claims 2 5 2 1 10
2. Collection 6 6 1 2 15
3. UK Life 5 4 4 2 15
4. UKGISS 25 11 9 5 50
5. Ireland 5 21 11 3 40
6. Training 20 0 0 0 20
Total in no. 63 47 27 13 150
Total in % 42 31.33 18 8.67 100
Analysis:
The above table shows that out of 150 respondents 63 have 0-1 year of
experience, 47 have 1-2 years of experience, 27 have 2-3 years of experience
and remaining 13 have 3 and above years of experience.
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Graph 4
Work experience of respondents (process wise)
Interpretation:
The above bar graph shows that Claims process has maximum employees
with 1-2 years of experience, Collections process has equal proportion of
employees with 0-1 and 1-2 years of experience, UK Life process has
maximum employees with 0-1 year of experience and equal proportion of
employees with 1-2 and 2-3 years of experience, UKGISS process has
maximum employees with 0-1 years of experience, Ireland process has
maximum employees with 1-2 years of experience and Training process has
all the employees with 0-1 year of experience.
0
5
10
15
20
25
30
35
40
45
50
N o .
o f R e s p o n d e n t s
Business Process
3 and above
2-3 years
1-2 years
0-1 years
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Graph 5
Work experience of respondents (overall)
Interpretation:
The above pie chart show that 42% of the employees have 0-1 year of
experience in the company, 31% have 1-2 years of experience in the
company, 18% have 2-3 years of experience and remaining 9% have 3 and
above years of experience.
0 - 1 year
1 - 2 years
2 - 3 years
3 and above
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Table 4
Employee awareness regarding employee engagement activities in WNS
S. No. Engagement Activities No. of employees aware
1. Reach out 123
2. One on One 106
3. Town Hall 67
4. Skip Level 45
5. Star Award 150
6. I Applaud 36
7. Learning Academy 150
8. Thank God its Friday (TGIF) 150
9. Cubicle Decoration 58
10. Ethnic Day 86
11. Theme Dressing 78
Analysis:
The above shows that all the employees are aware of Star Awards, Learning
Academy and TGIF. Most of the employees are aware of reach out and One on
one.
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Graph 6
Employee awareness of the engagement activities in WNS
Interpretation:
The above bar graph shows that employees are least aware of I Applaud, Skip
Level.
0
20
40
60
80
100
120
140
160
N o . o f E m p l o y e e s a w a r e
o f
t h e e n g a g e m e n t a c t i v i t i e s
Employee Engagement Activities
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Table 5
Employee‟s interest towards participation in engagement activities
Process Moderate Low High
Claims 5 1 4
Collection 6 3 6
UK Life 6 1 8
UKGISS 18 10 22
Ireland 21 6 13
Training 6 1 13
Total 62 22 66
Analysis:
The above table shows that very small percentage of people has less interest
towards participating in various employee engagement activities. It also shows
that training people have comparatively high interest towards participating in
the employee engagement activities.
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Graph 7
Employee‟s interest towards participation in engagement activities
Interpretation:
The above bar graph shows that most of the employees either have high or
moderate interest towards participation in employee engagement.
The above pie chart shows that very small percentage of employees has low
interest towards participation in the activities.
0
10
20
30
40
50
60
Claims Collections UK Life UKGISS Ireland Training
N
o . o f R e s p o n d e n t s
Business Process
High
Low
Moderate
Moderate
Low
High
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Table 6
Reasons that motivate employees to take part in engagement activities
S. No. Factors No. of Respondents
1. Medium of two way communication 68
2. To reduce stress 103
3. To know other employees better 60
4. To know company and management better 56
Analysis:
The above table shows that out of 150 respondents, 68 say that they take part in
employee engagement activities because it is a medium for two way
communication, 103 say to reduce stress, 60 say to know other employees better
and 56 say to know company and management better.
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Graph 8
Reasons that motivate employees to take part in engagement activities
Analysis:
The above bar graph shows that most of the employees take part in employee
engagement activities to reduce stress.
0
20
40
60
80
100
120
Medium of two way
communication
To reduce stress To know other
employees better
To know Company
and Management
better
N o . o f R e s p o n d e n t s
Reasons that motivate employees
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Table 7
Factors that stop active participation
S. No. Factors No. of Respondents
1. Work load 95
2. Time constraints 90
3. Lack of communication 65
4. Events are not well organized 32
5. Managers don‟t give permission 16
Analysis:
The above table shows that out of 150 respondents, 95 say that work load is
factor that stops them from participating in the activities, 90 say that time
constraints stops them, 65 say lack of communication is the factor, 32 say
events are not well organized, while only 16 say that their managers don‟t give
them permission.
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Table 8
Interaction with supervisor
S. No. Process Average Less More
1. Claims 4 3 3
2. Collection 8 3 4
3. UK Life 3 1 11
4. UKGISS 26 14 10
5. Ireland 21 9 10
6. Training 4 3 13
Total in no. 66 33 51
Total in % 44% 22% 34%
Analysis:
The above table shows that maximum interaction with supervisor is in UK Life
process and Training process and least in UKGISS. Employees from other
process say that it is average.
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Graph 10
Interaction with Supervisor (process wise)
Interpretation:
The above bar graph shows that interaction with supervisor in UK Life and
Training process is good. Maximum percentage of people saying interaction
with supervisor is less is in Claims process.
0
5
10
15
20
25
30
35
40
45
50
Claims Collection UK Life UKGISS Ireland Training
N o . o f R e s p o n d e n t s
Bsiness Process
More
Less
Average
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Graph 11
Interaction with supervisor (overall)
Interpretation:
The above pie chart shows that 44% of the people from all the process say that
interaction with supervisor is average, 34% of people say it is more and
remaining say it is less.
Average
Less
More
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Table 9
Interaction with HR
S. No. Process Average Less More
1. Claims 5 4 1
2. Collection 8 5 2
3. UK Life 4 10 1
4. UKGISS 21 20 9
5. Ireland 19 11 10
6. Training 7 9 4
Total in no. 64 59 27
Total in % 43% 39% 18%
Analysis:
The above table shows that 40% of the employees of Claims process say that
their interaction with HR is less, 33% of the employees from Collections
Process, 67% from UK Life process, 40% from UKGISS process, 28% from
Ireland process and 45% of the employees from Training process say that their
interaction with HR is less.
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Graph 12
Interaction with HR (process wise)
Interpretation:
The above bar graph shows that HR interaction with employees is least in UK
Life process. It is also very less in training and UKGISS process.
0
5
10
15
20
25
30
35
40
45
50
Claims Collection UK Life UKGISS Ireland Training
N o . o f
R e s p o n d e n t s
Buiness Process
More
Less
Average
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Graph 13
Interaction with HR (overall)
Interpretation:
The above pie chart shows that 43% of the employees say that interaction with
HR is average, 39% say that it is less and 18% say that it is more.
Average
Less
More
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Table 10
Interaction with senior leaders
S. No. Process Average Less More
1. Claims 3 7 0
2. Collection 4 11 0
3. UK Life 4 10 1
4. UKGISS 17 29 4
5. Ireland 15 23 2
6. Training 3 17 0
Total in no. 46 97 7
Total in % 31% 64% 5%
Analysis:
The above table shows that 70% of the employees from Claims process, 73% of
the employees from Collections Process, 67% from UK Life process, 58% from
UKGISS process, 58% from Ireland process and 85% of the employees from
Training process say that their interaction with senior leaders is less.
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Graph 14
Interaction with senior leaders (process wise)
Interpretation:
The above bar graph shows that no employee from Claims, Collections and
training process say that interaction with senior leaders is more. 8% of the
employees from UKGISS, 5% of the employees from Ireland process and 7% of
the employees from UK Life process say that their interaction with senior
leaders is more.
0
5
10
15
20
25
30
35
40
45
50
N o . o f R
e s p o n d e n t s
Business Process
More
Less
Average
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Graph 15
Interaction with senior leaders (overall)
Interpretation:
The above pie chart shows that 31% of the respondents say interaction with
senior leaders is average, 5% sat it is more and the remaining major portion,
64% say that it is less.
Average
Less
More
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Table 11
Satisfaction from training and development program
S. No. Satisfaction level No. of respondents
1. Highly satisfied 95
2. Satisfied 45
3. Neither satisfied nor dissatisfied 6
4. Dissatisfied 4
5. Highly satisfied 0
Analysis:
The above table shows that 93% of the respondents are in the category of
satisfiers with one of the employee engagement activity, i.e., training and
development program of the company.
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Graph 16
Satisfaction from training and development program
Interpretation:
The above bar graph shows that 63% of the respondents are highly satisfied
with one of the employee engagement initiative, i.e., training and development
program. Only 7% of the respondents lie in the category of non satisfiers. None
of the respondents are highly dissatisfied.
0
1020
30
40
50
60
70
80
90
100
Higly satisfied Satisfied Neither satisfied
nor disstatisfied
Dissatisfied Highly dissatisfied
N o . o f R e s p o n d e n t s
Satisfaction level
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Table 12
Points for improvement in current practice
S. No. Flaws in current practice No. of respondents
1. DJ for DJ night was not good 56
2. Sports activities are not encouraged 67
3. Funds for activities is less 89
4. No gifts or prizes after activities 78
5. Participation is very less 23
6. Lack of communication for activities 42
Analysis:
The above table shows that maximum respondents say that fund for the
activities is very less. Most of respondents also say that there are no gifts or
prizes after activities.
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Graph 17
Points for improvement in current practice
Interpretation:
The above bar graph shows that major flaw in the current practice is less fund
for the activities, no gifts or prizes after activities and less sports activity.
0
10
20
30
40
50
60
70
80
90
100
DJ for DJ night
was not good
Sports activities
are not
encouraged
Funds for
activities is very
less
No gifts or
prizes after
activities
Partcipation is
very less
Lack of
communication
for activities
N o . o f
R e s p o n d e n t s
Flaws in current practice
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Table 13
Activity which is liked most
S. No. Activity No. of Respondents Percentage
1. Reach out 21 14%
2. Star Awards 36 24%
3. TGIF 24 16%
4. Ethnic Day 11 7%
5. Learning Academy 43 29%
6. Theme Dressing 15 10%
Analysis:
The above table shows that 29% of the employees like the Learning Academy,
24% like the Star Awards, 16% like TGIF, 14% like Reach Out, 10% like
Theme Dressing and the remaining 7% like Ethnic Day.
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Graph 18
Activity which is liked most
Interpretation:
The above bar graph shows that learning academy is very much appreciated by
the employees.
0
5
10
15
20
25
30
35
40
45
50
Reach out Star Awards Thank God its
Friday
Ethnic day Learning
Academy
Theme Based
Dressing
N o .
o f R e s p o n d e n t s
Activities
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Table 14
Activities that employees like in other organizations
S. No. Activity No. of Respondents
1. Team Outings 67
2. Sports Activity 86
3. Floor Games 40
4. Rewarding by Goodies 56
5. Talent Activities 93
6. Family Day 37
Analysis:
The above table shows that team outings, sports activity and talent activities are
the activities mostly liked by the respondents in other organization.
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Graph 19
Activities that employees like in other organizations
Interpretation:
The above bar graph shows that most of the respondents like talent activities
and sports activity in other organization.
0
10
20
30
40
50
60
70
80
90
100
Team Outings Sports
Acivities
Floor Games Rewarding by
Goodies
Talent
Activities
Family Day
N o .
o f R e s p o n d e n t s
Activities
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Table 15
Suggestion given by the employees for improvement.
S. No. Suggestions No. of Respondents
1. Monthly R & R 21
2. Company sponsored Team Outing 78
3. Sports Activity 84
4. Family Day 26
5. Music Room 11
6. Talent shows like Dance competition, Fashion Show 98
7. More Floor Games 63
8. More connect with Senior leaders 38
9. Frequent interaction with HR 86
10. Goodies on special occasion 74
Analysis:
The above table shows that most of the employees want cultural shows like
dance completion, fashion shows and they want goodies on special occasion,
Frequent interaction with HR, Sports activity and company sponsored team
outing.
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Graph 20
Suggestion given by employees for improvement.
Interpretation:
The above bar graph shows that very small percentage of respondents say that
they want Monthly R&R, Family Day, Music Room. Most of the respondents
want cultural programs, sports activity, frequent interaction with HR, Goodies
on special occasion, company sponsored team outing.
0
20
40
60
80
100
120
N
o . o f R e s p o n d e n t s
Suggestions given by employees
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CHAPTER 5
(Summary of findings,
Conclusion and Suggestions)
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Findings
1. From the project carried out on employee engagement it was found out
that WNS employees are engaged although there are certain areas of
improvement.
2. Most of the employees are either undergraduates or graduates and fall in
the age group of 19-24 years.
3. Work experience of majority of employees in the company range from 0
to 2 years.
4. From the project carried out it was found that majority of the employees
like participating in various activities.
5. It was also found out that employees are not aware of all the engagement
activities.
6. Star Awards, Learning Academy and Thank God its Friday are among the
well known engagement practices of the company.
7. From the study it was found that employees take part in employee
engagement activities to reduce stress, to know company, management
and other employees better. According to them it is the only medium of
two way communication.
8. Majority of the employees feel a challenge to take part in the various
engagement activities due to work load and time constraints.
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9. Communication of the activities needs to be improved and activities need
to be more properly organized.
10. Majority of the employees say that their interaction with supervisor and
HR needs to be improved.
11. Majority of the employees say that their interaction with senior leaders is
less.
12. Interaction of senior leader and HR with training batch is very less.
13. From the study it was found that employees like the Learning Academy
and appreciate it very much.
14. From the project carried out it was found that employees have the
opinion that fund for the activities is less, sports is should be encouraged.
15. Employees also feel that due to lack of proper communication for the
activities and lack of gifts or prizes; participation is very less.
16. From the study conducted it was found that employees like cultural
activities, sports, team outings and team lunch/dinner, floor games,
family day celebration in other organizations.
17. Most of the employees suggested to introduce more of cultural activities
like dance competition, singing competition, fashion show; sports
activities, company sponsored team outing, team lunch/dinner, goodies
on special occasion, floor games etc.
18. Employees want frequent interaction with HR and more connect with
senior leaders.
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Conclusion
Based on the research carried out on employee engagement, it is found that
there are several factors that affect the extent of engagement of employees. The
factors may be related to pay and benefits, health and safety, training and
development, communication or certain personal factors.
The fact that engagement leads to productivity cannot be ascertained because
human beings are very complex creature and are always to some or the other
factor. It is very difficult to understand human nature as every individual is
different from other. But employee engagement does play a vital role in
achieving the objectives of the organization.
Engagement is one of the key determinants of one‟s performance at work place.
No matter how much skill a person may acquire, his performance will not be its
optimum unless the person has high level of engagement.
After doing the project, the researcher has come to conclusion that frequent
interaction with supervisor, senior leaders and HR and some amount of fun like
sports, floor games, and cultural events will play a very important role in
enhancing the engagement level and contributing towards meeting the goal and
objective of company. The interaction and fun should be in tune with the need
and requirement of employees, only then they will be more productive.
The study has brought into light that the organization encourages the employees
to perform their work effectively.
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Suggestions
1. Coffee with leadership
VP or the AVP of the respective business process can meet the new
employee one month after they come to the floor. Make this meeting will
very casual. Employees feel good when they have some connect with the
senior leaders.
2. All Hands Meet
All leaders of a particular business process can meet quarterly which will
include Vice President, Assistant Vice President, Managers, Team leaders
and discuss issues.
3. Funky Friday
Employees will wear normal casuals as they wear every Friday, except
that they will add funky accessories to it like a funny tie, silly earing,
funky shoes etc.
4. Fun committee for floor games
Form a fun committee for their respective business process by nominating
members from various teams and a representative for the committee. This
committee will take care of all the fun activities on the floor.
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5. Fun Information Board
To ensure proper communication of all the activities, make a Fun
Information Board in the break out area which be a kind of notice board
for fun activities, cultural activities or any other employee engagement
activities.
6. CSR activities
Visits to NGO‟s, orphanage, Welfare institutes etc, plantation activities
7. Team lunch
The company has a budget for team lunch. Most of the employees are not
aware of this. Take schedules from respective team leaders for a quarterly
team lunch and assist them where can they have lunch allocated budget.
8. Mentoring
Employees having leadership qualities can become mentor and give
training to other employees and help them learn and grow.
9. Sports activity
The company has allocated a budget of Rs 15,000 for four months for
sports activity. This is not being utilised efficiently. Ask the corporate
communication team to compulsorily arrange sports activity once in four
months.
10. Best Call Chair
Have a chair written Best Call Chair behind it. Employees who perform
good the entire week will be eligible to sit on it the coming week.
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Bibliography
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The Books referred are:
Kothari,C.R, “Research Methodology”, 2nd Edition, New age
international publishers, New Delhi, 2004
P. Subba ,”Personal & HR Management”, 3rd Edition, Himalaya
Publishing House, Mumbai, 2004
Desslar, Gary,”Human Resource Management”, 7th Edition, Prentice
Hall of India Pvt.Ltd, New Delhi, 2008
The links referred are:
www.wns.com
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ANNEXURE
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1. Age:
2. Gender:
3. Work Experience:
4. Department:
5. Tick the activities you are aware of
Theme Dressing Cubicle Decoration Thank God its Friday
Ethnic Day I Applaud Learning Academy Star Awards
One on One Skip Level Reach Out Town Hall
6. Interest towards participation in the engagement activities
High Moderate Low
7. Reasons that motivate to take part in engagement activities
8. Factors which stop active participation
9. Interaction with supervisor
More Less Moderate
10. Interaction with HR
More Less Moderate
11. Interaction with Senior Leaders
More Less Moderate
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12. Satisfaction from training and development program
Highly satisfied Satisfied Neither satisfied nor dissatisfied
Dissatisfied Highly dissatisfied
13. Points for improvement in current practice
14. Activity which you like most
15. Activity you like in other organization
16. Your suggestion towards improvement