PROJECT REPORT

ON

“A STUDY ON EMPLOYEE ENGAGEMENT HDFC BANK LUCKNOW”

UNDER THE GUIDANCE OF

Mr. VIPIN SINGH

SUBMITTED BY:SAHAR SHAFI

Roll No.MBA IVth Semester

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR

THE AWARD OF THE DEGREE OF MBA

SIKKIM MANIPAL UNIVERSITY, SIKKIM

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SESSION- 2013-15

ACKNOWLEDGEMENT

It is an event of great pleasure in submitting this project work entitled,

"EMPLOYEE ENGAGEMENT HDFC BANK LUCKNOWIN" a project.

I express my sincere gratitude to my guide Mr. VIPIN SINGH for his able

guidance, continuous support and cooperation throughout my project, without

which the present work would not have been possible.

I would also like to thank to my parent for their regular support and help

in the successful completion of my project.

(SAHAR SHAFI)

(MBA IV SEMESTER)

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BONAFIDE CERTIFICATE

Certified that this project report titled “Employee Engagement

HDFC Bank Lucknow in” is the bonafide work of Ms. SAHAR

SHAFI who carried out the project work under my supervision in the

partial fulfillment of the requirement for the award of the MBA

degree.

(Mr.) (Mr.)Director Faculty in ChargeLucknow

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ABSTRACT

This project entitled “Employee Engagement HDFC Bank Lucknow in

aimed at studying the TQM of any organization are very important functions

because these decide the most suitable management which steers the industry to

its desired goals.

This project was undertaken as a part of the curriculum of MBA course,

which is compulsory for each student to have the training in any organization to

their respective specialization, as to gain firsthand knowledge of the

organization. This exposure enables the trainees to learn effective and efficient

ways and means to solve the real problems faced by the organization and also to

understand its dynamics.

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CONTENTS

1. Objective of study

2. Introduction

3. Company profile

4. Research Methodology

5. Finding and Data Analysis

6. Data Interpretation

7. Finding

8. Recommendation

9. Limitation

10. Conclusion

11. Bibliography

12. Annexure

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CHAPTER-1

INTRODUCTION

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INTRODUCTION

Success today requires a good bit more than good attendance. Yet, multiple

studies in different countries and across industries show that employees who are

passionate about their jobs and the organizations in which they work are in the

minority. Some of the Survey conducted by few organization revealed that

approximately 19% of the employees are highly engaged The Corporate

Executive Board, looking at levels of engagement across 50,000 employees

around the world, placed only 11 percent in what they dubbed “true believer”

category.1 Towers Perrin’s recent “Talent Report” is slightly more optimistic,

finding just 17 percent of the 35,000 employees surveyed to be highly engaged.

40 to 70 percent of employees can be classified as neutral, middle of the road,

or agnostic. Worse yet, an alarming 10 to 20 percent of employees are actively

“disengaged”—just putting in their time or, worse yet, undermining or

badmouthing their organizations and bosses. The economic impact of low

engagement can be staggering.

The global survey shows that 34 per cent of the employees in India are fully

engaged and 13 per cent disengaged. As many as 29 percent are ‘almost

engaged’.

What makes these numbers especially discouraging is that, supposedly, we have

evolved from the dark ages of “personnel management.” On one hand, for the

past two decades we have been trying to realize the benefits of empowerment,

teamwork, recognition, people development, performance management, and

new leadership styles. Evidently, there is a big difference between putting in

place initiatives that have the overall goal of increasing employee engagement

and truly seeing the payoffs. And, on the other hand, one might easily attribute

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low engagement to persistent downsizing, which leads to an erosion of loyalty

and commitment.

Definition of Employee Engagement

Employee engagement can be defined as an employee putting forth extra

discretionary effort, as well as the likelihood of the employee being loyal and

remaining with the organization over the long haul. Research shows that

engaged employees: perform better, put in extra efforts to help get the job done,

show a strong level of commitment to the organization, and are more motivated

and optimistic about their work goals. Employers with engaged employees tend

to experience low employee turnover and more impressive business outcomes.

Employee engagement is more than just the current HR 'buzzword'; it is

essential. In order for organizations to meet and surpass organizational

objectives, employees must be engaged. Research has proven that wholly

engaged employees exhibit,

Higher self-motivation.

Confidence to express new ideas.

Higher productivity.

Higher levels of customer approval and service quality.

Reliability.

Organizational loyalty; less employee turnover.

Lower absenteeism.

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Need of Employee Engagement

The general principles of employee engagement have been around for decades.

During the past five years, though, there has been a surge in the popularity of

employee engagement.

There are four primary drivers.

1. People have become the primary source of competitive advantage. The

Brookings Institute (2003) examined the primary source of market value in

today’s organizations and how it has changed over time. In 1982, 62 percent of

an organization’s market value came from tangible assets and 38 percent from

intangible assets. Tangible assets include things like machinery, products,

facilities, etc. Intangible assets, on the other hand, include factors such as brand,

intellectual property, and, most important, the quality of the workforce. By

2002, 20 years later, the source of value had almost totally flipped. Almost 80

percent of market value today comes from the intangible with a scant 20 percent

coming from tangible assets. As we all have heard before, products can easily

be copied, a technological edge can prove fleeting, and more facilities can be

built, but the quality of an organization’s talent, its passion and commitment, is

nearly impossible to replicate. Engagement is the fuel that drives the value of

intangible assets.

2. Retention and the war for talent. The landmark 1998 McKinsey study, The

War for Talent, was among the first to talk about the potential for workforce

shortages due to the aging population. The study’s authors called upon

organizations to take more seriously their efforts to attract and retain talent, to

assure that they would be able to survive and thrive in the future. In the late

1990s and early 2000s, the slump in the global economy quickly took the

spotlight off of the anticipated talent shortage. And some predict that a portion

of today’s aging workers will delay their retirements out of necessity,

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attenuating the expected talent shortage. Since 2003 the picture is once again

changing, albeit not as quickly as expected. For example, the Society for

Human Resources Management reported that 48 percent of the employees it

polled are actively seeking new jobs. Additionally, the workforce is getting

older, with many of the baby boomers hitting 60 in 2006 and ready to retire.

Over and above the workforce cost of increased retirements, companies are

beginning to take heed of the enormous financial costs of turnover and

increasingly viewing employee engagement as an imperative for keeping their

key employees— and attracting new ones—as the war for talent heats up once

again.

3. Popular appeal. Remember the reengineering wave? Even those who used it

as more than just a guise for massive layoffs found it painful. Six Sigma

implementations are invaluable to business performance, but most companies

are finding them too complex to implement well. Engagement is a different

matter altogether. While it still takes patience to implement, engagement gets to

the “hard stuff” by focusing on the “softer stuff.” As one manager said: “It’s

about appealing to the head and the heart.” Engagement is about creating

passion, it’s about focusing on what people do well, and it’s about development

and recognition. Some have called employee engagement a form of positive

psychology which, on the whole, is an easy pill for organizations and their

employees to swallow.

4. Overwhelming impact. The human resources function has been under

pressure for decades to prove that it makes a difference. While CEOs may

espouse the importance of their workforces in their annual reports, when times

get tough, HR is among the first to get the budget axe. Why? A lack of

convincing evidence on the value of HR initiatives. HR professionals are

scrambling, according to a recent Conference Board report, to prove that their

activities and investments are both efficient and positively influential to

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business strategy. The positive relationship between engagement and

performance (documented in hundreds of studies, with the evidence mounting

every day) provides a way for HR to prove its contribution. It’s a fact: The

higher the level of engagement, the higher the performance of the business. The

research is not inconclusive, not limited to one country or industry, and not

contained to a few hundred people—it’s overwhelming.

How to Make Employees Engage

Growth and development - An exciting position, with plenty of opportunity

for growth, learning, and advancement for employees is always helpful in

retaining employees.

Support and recognition - Giving those rewards and recognition.

In many instances, employee retention starts just as soon as an employee is

hired. If a company sees an unusual amount of potential in a new hire,

management could make them feel appreciated right off the bat. In a way,

this practice can be considered a combination of recruitment and retention

tools.

Employee Participation in decision making is also a very effective

engagement activity in the organization.

Aligning effort with strategy—Engagement begins with employees’ clear

understanding of what they should be doing on the job. Each employee

needs a solid job description and a clear set of performance expectations.

Empowerment—Empowerment is a feeling of job ownership and

commitment brought about through the ability to make decisions, be

responsible, be measured by results, and be recognized as a thoughtful,

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contributing human being rather than a pair of hands doing what others

say.

Teamwork and Collaboration - In the context of engagement, teamwork and

collaboration require good relationships both within the work group and

across work groups. Many organizations have strong teams with members

who work well with each other.

The Benefits of Employee Engagement

The power of employee engagement is that it is closely connected to business

results. When employees work in an environment in which they can focus their

attention on their work and have a drive to do their best, organizations

experience higher levels of productivity and profitability. Engaged employees

look for better ways to do their work, spend less time on wasted activities, and

make effective use of resources. In the end, companies deliver better products or

services and have more resources left to invest in further improvements.

Although it is an important consideration, high financial compensation is not the

only driver of increased employee retention. As addressed previously,

employees decide to stay with organizations for other reasons, such as growth

and development opportunities, strong leadership, and meaningful work.

Turnover costs organizations millions of dollars each year, and engagement has

a proven relationship to employee retention. No one likes going into a store

where the sales clerks are sullen, absent, or uncooperative. It’s easy to see why

customers notice engaged employees and are more satisfied and willing to

purchase again. E.g., Tom Labadie, director of training and development at

CompUSA states, “When you walk into a store with high engagement scores,

you can sense the positive tone. Employees whistle and smile, they approach

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customers, and the store gives off that elusive approachable feeling that

customers appreciate.” Organizations with engaged employees have more

satisfied customers, but it’s not just because employees have better interactions

with customers. Engaged employees are more likely to improve other critical

factors affecting customer satisfaction, such as responsiveness, product quality,

thought leadership, innovation, etc. Finally, higher engagement translates into

higher and faster revenue growth. Engaged employees are more innovative and

place more emphasis on meeting customer needs. The “what can I do better or

differently” attitude of engaged employees versus the “it’s not in my job

description” attitude of the unengaged simply leads to better financial

performance.

ASSESSING ENGAGEMENT

Over the past eight years, The Gallup Organization has been conducting

exhaustive studies of employee engagement to try and answer these

fundamental questions. One of a handful of engagement evangelists, Gallup has

promoted the value of measuring employee engagement through a series of

books, seminars and programmers; it has also taken the lead in identifying and

managing the factors that impact engagement levels.

In order to rate the engagement of a workforce, first Gallup assesses employees

to determine whether they are engaged, not engaged or actively disengaged.

Engaged employees: are the stars in a company. Passionate about what they do,

they feel a strong connection to their company and perform at high levels every

day while looking for ways to improve themselves and the company as a whole.

Not engaged employees, according to Gallup, are the company zombies who

show up every day and put in just enough effort to meet the basic requirements

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of their jobs. Without passion or innovation, these employees neither commit to

the company’s direction, nor do they work against it.

Actively disengaged employees are those who present a big problem for

businesses. Negative by nature, these people are unhappy in their work and they

compound their lack of productivity by sharing this unhappiness with those

around them. They are the proverbial bad apples who revel in their discontent

while undermining the accomplishments of others; as a result, not only do they

achieve little themselves, they also prevent others from being productive too.

HISTORICAL BACKGROUND OF EMPLOYEE ENGAGEMENT

Over the past decade, the way in which people are managed and developed at

work has come to be recognized as one of the primary factors in achieving

improvement in organizational performance. This is reflected by popular idioms

such as “people are our most important assets”.

Back in the good old days of corporate world, things were pretty simple.

Companies put people on career tracks straight out of college; they gave

employees a job for life and waved them goodbye with a gold watch at

retirement. The promise of the stable life as a company employee kept both

morale and productivity high.

Then things changed. Competition increased, margins shrank and shareholders

got more demanding. Suddenly, company staff were finding the very job

security they’d counted on was disappearing, and at speed. This upheaval meant

companies had to find new ways to motivate their employees in order to make

them more productive since, without stability, employees were looking for

something else from their employers. And thus, Engagement was born.

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In itself, engagement isn’t really a new idea; owners and managers have been

talking about engagement, in one form or another, for centuries… they just used

different words to express it. In former times, engagement focused more on

productivity and achieving results through threat of punishment or by means of

reward. But common sense - and good communication - eventually won out

and, today, organizations everywhere are spending serious money on all forms

of employee engagement. Boiled down, it simply means ‘developing a happy

and loyal workforce’. Enlightened managers now realize that any company as a

whole will benefit when its employees know what’s going on and they feel part

of the team. The tricky part is in defining what makes a workforce happy, and in

understanding how this good will translates into company success.

From the extant literature review, it is acknowledged that successful

organizations share a fundamental philosophy of valuing and investing in their

employees. In fact many research studies have described human resource

management as a means of achieving competitive advantage. Consistent with

this it is an equally important issue for the organization to retain their critical

(core) employees. Most organization today continues to struggle with retention

because they are relying on salary increases and bonuses to prevent turnover.

Essentially more organizations are now realizing that retention is a strategic

issue and continues to be a competitive advantage.

The term “engagement” stems from the work of Kahn (1990) who distinguished

between being engaged and disengaged at work. Putting the humanistic factors

together, Beer, Specter, Lawrence, Quinn-Mills and Walton (1984) created the

‘Harvard Business School’ model of HRM which focused on people in an

organization to be the key resource. In light of such critical emphasis being

placed on human capital, Paula Katter has aptly noted, “Engagement is all about

creating a culture where people do not feel misused, overused, underused or

abused.”

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At a very basic level, employee engagement draws from the tenets of the

‘Hierarchy of Needs’ as conceptualized by Maslow, the highest stage of which

is self-actualization; the pinnacle of an individual’s fulfillment of talent and

potential. This theory of ‘higher order needs’ was largely overlooked in the

heydays of scientific ‘assembly line’ manufacturing.

EMPLOYEE ENGAGEMENT IN INDIA

The recent Work Asia research study by Watson Wyatt Worldwide indicates

that India has the highest percentage of highly engaged workers at 78% in Asia

as compared to Japan, which has the lowest employee engagement level at 39%.

Head to head with China, the engagement level of the Indian worker is 20%

more than his Chinese counterpart. These are all encouraging signs - but the

challenges and the opportunities ahead are manifold. The imminent US

slowdown, shrinking of talent pool, slowdown in hiring, larger employee

expectations are all challenges for internal communicators to cope with. The

Gallup Organization describes employee engagement as the "the involvement

with and enthusiasm for work".

The challenges faced by organizations in India are around attrition,

communication, career development and engagement while trying to keep pace

with the explosive growth. Outsourcing outfits have the highest attrition rates

losing staff at a rate of between 100% and 200% a year. It is widely believed

that organizations spend an average of 36% of their revenues on their

employees but do not have a tangible way to measure its impact.

A Mercer study – ‘What’s Working’ – a series of national research on worker

insights, highlights factors that make a difference to employee engagement. The

survey’s 125 questions elicit views in the areas defined by Mercer’s Human

Capital Strategy Model and cover training and development, work environment,

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leadership, performance management, work/life balance, communication,

compensation, benefits, and engagement.

The India study throws up some fascinating directions for HR and internal

communication professionals. Employee engagement is no more just about the

employee’s intent to leave. The employee’s commitment to the organization and

motivation to contribute to the organization’s success plays a significant role.

The top three drivers in India are trust in senior management, how the

organization is perceived for customer service and fair pay. Surprisingly, from

an Indian context, the least valued factors in the continuum were benefits,

compensation and performance management.

In India, having a long-term career is considered positive and stable. Frequent

job changes are viewed negatively and therefore the high scores around the

commitment count are in line with the mindset.

Internal communication and HR professionals need to take note of the

employee’s need for giving feedback and to observe action taken from this.

Employees seem to be getting very little information on the organization’s

vision and future plans, a cause of concern. Other areas for action include the

organization’s reputation in the market – congruent to other research in this

space which believes that organization’s which are socially responsible are

considered better places to work. In the talent management bracket, managers

fare poorly for their involvement, understanding and support as well as for merit

based appraisals.

In India, with a large number of global players entering the market, the talent

pool has now a plethora of choices and even these multinationals are finding it

tough to retain staff. The Canadian HR Reporter writes that employees want to

know where their careers are heading and that is a critical component of the

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talent retention strategy organizations need to focus on. Softer styles of

leadership have a better impact in India and China leaving organizations to

develop or seek leaders who can fill this need.

LITERATURE REVIEW

Employee retention continues to remain a top priority at many organizations

and one that companies increasingly view as a driver of business strategy.

Business-critical knowledge can walk out the door when an employee leaves the

company. While employee retention figures have long been used by companies

as a measure of their performance in developing an effective organization, this

view of employee retention is not only outdated, but these figures may not be

comprehensive enough to truly determine the organization's effectiveness.

The concept of employee retention is more complex than simply evaluating

employee turnover from one year to the next. These figures of employee

retention can be somewhat misleading — it isn't necessarily the number of

employees an organization loses, it's the number of top-performing employees

that leave the company that should be of concern. For example, management is

one of the key reasons employees decide to stay or leave an organization. If

there is high turnover among the management ranks, employees may also feel

unstable in this ever-changing environment. Yet, on the other hand, it may not

be the best business strategy to retain a manager that is disliked by employees.

The business strategy of employee retention actually lies with employee

engagement; retention is an outcome of engagement. What most organizations

fail to realize is that employee engagement is the biggest retention factor they

have control over. Engaged employees not only stay longer with the

organization, they are more productive, more conscientious, make fewer errors,

and take better care of customers. The business strategy of employee retention

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must incorporate methods that achieve a high level of employee engagement

among the organization's top performers, not necessarily the entire workforce.

The Importance of Retaining Top Performers

Many organizations ponder the questions, "What should the goal be for

retention?" and "What is an appropriate level for employee turnover?" Yet, in

asking these questions, many organizations don't realize that there are no set

answers. If, for example, an organization loses five percent of its top performers

every year, the results from this turnover could be potentially devastating to the

company. On the other hand, if the company is losing 20 percent of its least

productive employees, this could actually be very beneficial for the organization

and an opportunity to increase the strength of its workforce each year.

In other words, it's not just about retention anymore — it's about retaining the

very best people at each level within the organization. The key to effective

retention of top performers is to determine the factors that currently do, and

will, keep them engaged.

The Starting Point an organization must first determine who the top performers

and high potentials are within their workforce. Of the many ways this can be

accomplished, some include involving management at every level to create a list

of those employees who are performing at levels that exceed expectations and

those who exhibit the potential to become top performers, or utilizing the results

from employee performance reviews to separate those who scored the highest

from those who scored the lowest.

This method of gaining a clear understanding of who the top performers are

within an organization is called employee segmentation. Once an organization

has segmented its workforce, it can then start to measure retention among its

highest potential and highest rated, or most productive, employees. By viewing

each segment separately, organizations are creating a more appropriate

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benchmark to measure employee retention, i.e., is the organization retaining or

losing a high percentage of its best people?

Understanding Employee Engagement

Employee engagement can be defined as an employee putting forth extra

discretionary effort, as well as the likelihood of the employee being loyal and

remaining with the organization over the long haul. Research shows that

engaged employees: perform better, put in extra efforts to help get the job done,

show a strong level of commitment to the organization, and are more motivated

and optimistic about their work goals. Employers with engaged employees tend

to experience low employee turnover and more impressive business outcomes.

Employee engagement is more than just the current HR 'buzzword'; it is

essential. In order for organizations to meet and surpass organizational

objectives, employees must be engaged. Research has proven that wholly

engaged employees exhibit,

Higher self-motivation.

Confidence to express new ideas.

Higher productivity.

Higher levels of customer approval and service quality.

Reliability.

Organizational loyalty; less employee turnover.

Lower absenteeism.

Current studies show that organizations are focusing on the meaning of

employee engagement and how to make employees more engaged. Employees

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feel engaged when they find personal meaning and motivation in their work,

receive positive interpersonal support, and operate in an efficient work

environment. What brought engagement to the forefront and why is everyone

interested in it? Most likely, the tight economy has refocused attention on

maximizing employee output and making the most of organizational resources.

When organizations focus attention on their people, they are making an

investment in their most important resource. You can cut all the costs you want,

but if you neglect your people, cutting costs won’t make much of a difference.

Engagement is all about getting employees to “give it their all.” Some of the

most successful organizations are known for their unique work environments in

which employees are motivated to do their very best. These great places to work

have been recognized in such lists as Fortune’s 100 Best Companies to Work

For.

The concept of engagement is a natural evolution of past research on high-

involvement, empowerment, job motivation, organizational commitment, and

trust. All of these research streams focus on the perceptions and attitudes of

employees about the work environment. In some ways, there are variations on

the same fundamental issue. What predicts employees “giving their all?”

Obviously, all organizations want their employees to be engaged in their work.

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Hierarchy of Engagement

Employee Engagement at Each Level

In addition, employee segmentation is an important method to utilize when

evaluating employee engagement at each level. For instance, the factors that

engage the most productive employees in an organization may not be the same

as the factors that engage the least productive employees. Those employees who

receive the highest rankings on their performance reviews may tend to express

higher levels of job satisfaction when they are presented with challenging

opportunities that allow them to grow and learn. Those that receive the lowest

rankings might be more focused on issues surrounding work/life balance and

job security. While some factors, such as good communication, are important

among all employees, the attempt to focus on the full spectrum of factors that

engage the entire workforce may cause an organization to omit some of the

factors that are the most important to the company's most productive people.

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Employee Satisfaction Does Not Equal Engagement

While organizations may be aware "through the grapevine" that employees are

unsatisfied, it's the reasons for the dissatisfaction that elude them. While

employee satisfaction is important, it's not the end game — it is only one piece

of employee engagement. Satisfaction is imperative in that, for those individuals

who are top performers, satisfaction may be derived from their achievement

orientation, their ambition, or their sense of responsibility. On the other hand,

the attempt to satisfy an under-performer who will only be content with a

lightened workload may not be a worthy cause. Again, the focus is on ensuring

that those individuals who have been identified as top performers and high

potentials are engaged in the organization.

As stated, employee engagement incorporates employee satisfaction, but also

includes the essential elements of pride, commitment and loyalty in the

organization. Engaged employees aren't concerned with meeting the minimum

requirements to complete a task, they are focused on what they can do to better

the company. Essentially, they take ownership in the company despite whether

or not they actually own a share of stock.

Drivers of engagement

A two-way relationship between the employer and employee

The importance of the individual being able to align themselves to the

products,

Services and values of the organization

The ability of the organization to communicate its vision, strategy, objectives

and values to its staff so that they are clearly understood

Management give staff sufficient ‘elbow room’ and autonomy to let them

fulfill their potential

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The employer is highly effective at engaging in two-way communication

with its staff, in particular encouraging upward communication.

Lastly, that management from the top to the bottom of the organization is

‘Committed leaders’ and that the key role of the immediate line

Manager/supervisor is recognized as one of the most important conduits to

achieving effective employee engagement.

Elements of Engagement

Some researchers conclude that personal impact, focused work, and

interpersonal harmony comprise engagement. Each of these three components

has sub-components that further define the meaning of engagement.

Personal Impact-Employees feel more engaged when they are able to make a

unique contribution, experience empowerment, and have opportunities for

personal growth. Past research concurs that issues such as the ability to impact

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Company PracticesPeople Practices Policies Performance Assessment Company Reputation

Total RewardsPayBenefits Recognition

PeopleSenior Leadership Manager Co–workers

Engagement

Opportunities Career Opportunities Learning/Development

Quality of Life Work/Life Balance

Work Work Activities ResourcesProcesses

the work environment and making meaningful choices in the workplace are

critical components of employee empowerment. Some research on retaining

talent found that the perception of meaningful work is one of the most

influential factors determining employees’ willingness to stay with the

organization.

Focused Work-Employees feel more engaged when they have clear direction,

performance accountability, and an efficient work environment. Aside from the

personal drive and motivation to make a contribution, employees need to

understand where to focus their efforts. Without a clear strategy and direction

from senior leadership, employees will waste their time on the activities that do

not make a difference for the organization’s success. Additionally, even when

direction is in place, employees must receive feedback to ensure that they are on

track and being held accountable for their progress. In particular, employees

need to feel that low performance is not acceptable and that there are

consequences for poor performance. Finally, employees want to work in an

environment that is efficient in terms of its time, resources, and budget.

Employees lose faith in the organization when they see excessive waste. For

example, employees become frustrated when they are asked to operate without

the necessary resources or waste time in unnecessary meetings.

Interpersonal Harmony-Employees feel more engaged when they work in a safe

and cooperative environment. By safety, we mean that employee trust one

another and quickly resolve conflicts when they arise. Employees want to be

able to rely on each other and focus their attention on the tasks that really

matter. Conflict wastes time and energy and needs to be dealt with quickly.

Some researchers also find that trust and interpersonal harmony is a

fundamental underlying principle in the best organizations. Employees also

need to cooperate to get the job done. Partnerships across departments and

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within the work group ensure that employees stay informed and get the support

they need to do their jobs.

Making Use of Engagement

Measurement of employee engagement can have many applications in the

organization. Earlier, it is mentioned that engagement could serve as a general

index of HR effectiveness in an HR scorecard. Also, engagement measures

serve as an easy way to benchmark the work climate against other

organizations.

Other uses include:

Needs Analysis-The fundamental issues measured in engagement provide a

quick index of what leaders and HR need to do to make things better. In

addition, items in engagement surveys tend to be very actionable. This means

that leaders or others in the organization can take action that will affect the

score on a single item.

Evaluation-Many learning and performance interventions are designed to

impact some aspect of engagement. When an engagement measure is used as a

pre-implementation baseline, the impact of the intervention can be gauged by

measuring post-implementation changes in engagement.

Climate Survey-Some organizations like to use engagement measures as simple

indexes of the workplace culture. While more extensive surveys are valuable,

sometimes it’s easier to focus attention on a few simple and proven factors.

Leader or Department Feedback-Depending on the demographic information

collected when the engagement measure is implemented, one can create

breakout reports by department or leader. This means departments and leaders

can gain a better understanding of how engagement in their groups differs from

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the rest of the organization. This information can be used to create development

plans or plans for larger-scale interventions.

Measuring the Impact of Employee Engagement

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HSBC GLOBAL RESOURCING

The companies try to make a match of it by positioning their organizations as a

‘fun workplace’ to engage employees. Speaking to the youth in the language

they understand, companies organize ‘dress down’ days based on festival

themes, distribute soft sports equipment which can be used inside the processing

floor and organize regular trips to movies as well as dining out. Acknowledging

that recognizing employees for a job well done is a key retention tool, HSBC

Global Resourcing has regular rewards and recognition programmers where

outstanding agents get to bask in the glory of their achievements. Leadership

development is taken very seriously with first line managers getting to hone

their skills in various tools required to lead a team successfully. Empowerment

is a key ingredient in engaging employees and ensuring they stay that way. On

cue almost all BPO outfits organize regular focus group discussions and

interaction with the senior management to ensure everyone is heard. Internal

communication channels like intranets and message boards are liberally used to

reach out and branded goodies are regularly distributed to foster a sense of

belonging

Sun Microsystems

At Sun the virtual nature is partly due to flexible working practices. While

flexible working arrangements are a plus for many employees and reduces

facility costs for the organization, that flexibility comes with some downsides

like; isolation, loneliness and an increase in personal distractions. Isolation,

especially when paired with the demands of work in an increasingly competitive

environment, can wear down the sense of connection, commitment and

excitement about any job. Thus a critical challenge for managers of virtual

teams is how to keep remote employees engaged.

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At Sun, the concept of employee engagement starts right from the top:

o The CEO interacts with Sun employees through WSUN, a forum on Sun’s

intranet. He uses this to sustain an active an ongoing dialogue on the

corporate goals and direction. Through this interactive on-line resource he

also solicits their feedback and opinions

o Other senior management members engages with employees on technology

directions through his personal blog

o Business Unit Heads and Executive Vice-presidents have a target of holding

six ‘town halls’ with employees every year across the globe

o At the country level, Senior Management is tasked with constantly engaging

employees through various forums, communication media and events to

build excitement and passion including some that also reach out to the

employees’ families.

Standard Chartered Group

They believe in the importance of building a work environment where every

employee feels highly engaged to apply their individual talents to deliver

sustainable business performance. They have been measuring employee

engagement worldwide since 2000 with a voluntary response rate consistently

over 95%. In 2007, the survey covered all 57 countries with 95% of employees

participating voluntarily. This is a significant achievement and a clear indication

that employees are committed to improving individual and team performance.

They have a continuous rise in both the number of engaged employees and

teams since the survey was introduced. We provide team-specific data to each

manager, which they use to discuss and develop action plans with their teams to

increase engagement

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CHAPTER-2

COMPANY PROFILE

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COMPANY PROFILE

HDFC BANK LTD was incorporated in August 1994 in the name of 'HDFC Bank Limited’, with its

registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial

Bank in January 1995.

If ever there was a man with a mission it was Hasmukhbhai Parekh, Founder and Chairman-

Emeritus, of HDFC Group. HDFC BANK LTD was amongst the first to set up a bank in the

private sector. The bank was incorporated on 30th August 1994 in the name of ‘HDFC Bank

Limited’, with its registered office in Mumbai. It commenced operations as a Scheduled

Commercial Bank on 16th January 1995. The bank has grown consistently and is now

amongst the leading players in the industry .

HDFC is India's premier housing finance company and enjoys an impeccable track record in India as

well as in international markets. Since its inception in 1977, the Corporation has maintained a

consistent and healthy growth in its operations to remain the market leader in mortgages. Its

outstanding loan portfolio covers well over a million dwelling units.

HDFC has developed significant expertise in retail mortgage loans to different market segments and

also has a large corporate client base for its housing related credit facilities. With its experience in the

financial markets, a strong market reputation, large shareholder base and unique consumer franchise,

HDFC was ideally positioned to promote a bank in the Indian environment In a milestone

transaction in the Indian banking industry, Times Bank was merged with HDFC Bank Ltd.,

effective February 26, 2000.

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MISSION

I. World Class Indian Bank

II. Benchmarking against international standards.

III. To build sound customer franchises across distinct businesses

IV. Best practices in terms of product offerings, technology, service levels, risk management and

audit & compliance

VISION STATEMENT OF HDFC BANK

The HDFC Bank is committed to maintain the highest level of ethical standards, professional

integrity and regulatory compliance. HDFC Bank’s business philosophy is based on four core values

such as:-

1. Operational excellence.

2. Customer Focus.

3. Product leadership.

4. People.

The objective of the HDFC Bank is to provide its target market customers a full range of financial

products and banking services, giving the customer a one-step window for all his/her requirements.

The HDFC Bank plus and the investment advisory services programs have been designed keeping in

mind needs of customers who seeks distinct financial solutions, information and advice on various

investment avenues.

BUSINESS STRATEGY

I. Increasing market share in India’s expanding banking

II. Delivering high quality customer service

III. Maintaining current high standards for asset quality through disciplined credit risk

management

IV. Develop innovative products and services that attract targeted customers and address

inefficiencies in the Indian financial sector.

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BOARD OF DIRECTORS

PERSON DESIGNATION

Mr. Jagdish Kapoor Vice President

Mr. Aditya Puri Managing Director

Mr. Paresh Sukthankar Executive Director

Mr. Harish Engineer Executive Director

Mr. Keki M. Mistry Director

Mr. Ashim Samanta Director

Mr. Arvind Pande Director

Mrs. Renu Karnad Director

Mr. C M Vasudev Director

Mr. Gautam Divan Director

Dr. Pandit Palande Director

Product and Services

Banking should be effortless. With HDFC Bank, the efforts are rewarding. No

matter what a customer's need and occupational status, we have a range of

solutions that are second to none. Whether you're employed in a company and

need a simple Savings account or run your own business and require a robust

banking partner, HDFC Bank not only has the perfect solution for you, but also

can recommend products that can augment your planning for the future.

It includes these services: -

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Saving account.

Current account.

Fix deposits.

Debate account.

Safe deposits lockers.

 Savings Accounts

These accounts are primarily meant to inculcate a sense of saving for the future,

accumulating funds over a period of time. Whatever person’s occupation, bank

have confident that person will find the perfect banking solution. There some

saving accounts like: - 

Regular Saving Account:

 An easy-to-operate savings account that allows you to issue cheques, draw

Demand Drafts and withdraw cash. Check up on your balances from the

comfort of your home or office through Net Banking, Phone Banking and

Mobile Banking. If you need money urgently then you can take money from the

ATM machine. There are 1977 ATM centers across the country.

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Saving plus Account

Introducing the best banking option for you with HDFC Bank Savings plus

Account. Now you can get access to some of the finest banking facilities with

HDFC Bank's Savings plus Account. All you have to do is maintain an Average

Quarterly Balance of Rs. 10,000/-.

Saving Max Account

 Welcome to a world of convenience. Presenting Savings Max account, loaded

with maximum benefits to make your banking experience a pleasure. By

maintaining an average quarterly balance of just Rs. 25,000/- you get a host of

premium services from HDFC Bank absolutely free.

Senior Citizen Account

 HDFC Bank appreciates your needs and endeavors, which is why, they present

an account especially dedicated to customer, which like a dutiful child will help

you fulfill your needs in the best manner possible.

No frills Account

  In an effort to make banking simpler and more accessible for customers, bank

has introduced the 'No Frills' Savings Account, which offers customer all the

basic banking facilities. Customer can even avail of services like Net Banking,

Mobile banking free of cost. In this customer can put Zero Initial Pay-in and a

Zero Balance account

 Institutional saving accounts

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 A specially designed account that offers twin benefits of a savings as well as a

current account. Customer’s funds continue to earn you interest while he enjoys

hassle-free banking & a host of other features. All this and more in a Zero.

Balance account.

Salary Accounts

In this account customer can get salary from where he/she doing such job and

organization or company at where the customer of the bank in doing job deposit

their salary in to the salary account a person can get salary.

There are various kinds of saving accounts in the HDFC Bank like: -

Pay roll account.

Classic salary account.

Regular salary account.

Premium salary account.

Defense salary account.

No frills salary account.

Reimbursement salary account.

Kid’s advantage account

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Start saving for your child today and secure his/her future a sentence tells by the

HDFC bank. Open a Savings Account and transfer money every month into

customer’s Kids Advantage Account and watch the savings grow as customer’s

child grows. The accumulated savings in the Kids Advantage Account can over

the years help in meeting customer child's needs.

Main features and benefits of this account are as follow:-

Current accounts

HDFC Bank Current Account gives the power of inter-city banking with a

single account and access to more than cities. From special cheques that get

treated at par with local ones in any city where branch, faster collection of

outstation cheques (payable at branch locations), free account to account funds

transfer between HDFC Bank accounts to Free inter-city clearing of up to 100

lakhs per month, bank’s  priority services have become the benchmark for

banking efficiency.

Now, with an HDFC Bank Current Account, experience the freedom of multi-

city banking. Person can have the power of multi-location access to his account

from any of our 761 branches in 327 cities. Not only that, he can do most of his

banking transactions from the comfort of his office or home without stepping

out.

There are various kinds of current account in this bank like: -  

Plus current account

 HDFC Bank plus Current Account gives the power of inter-city banking with a

single account and access to more than cities. Plus Current Account requires

maintaining an average quarterly balance of Rs. 100,000. 

Trade current account

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 In today's changing business requirements, you need to transfer funds across

cities, and time is of the essence. HDFC Bank Trade Current Account gives

power of inter-city banking with a single account.

 From special cheques that get treated at par with local ones in any city where

bank have a branch, to free account to account funds transfer between HDFC

Bank accounts, to free inter-city clearing of up to 50 lakhs per month, bank’s

priority services have become the benchmark for banking efficiency. Trade

Current Account requires maintaining an average quarterly balance of Rs.

40,000.

 Premium current account

  Business needs a partner who can manage finances while concentrate on

growing business. Form this account customer can avail benefits of inter-city

banking account that requires an average quarterly balance of only Rs. 25,000,

offers Payable-At-Par cheque book facility & FREE inter-city clearing

transactions across our network up to Rs.25 Lacks per month.

 A Current Account with the benefits of accessing account from a large network

of branches, and through direct access channels - the phone, mobile, Internet

and through the ATM.

Regular current account

 A Current account is ideal for carrying out day-to-day business transactions.

With the HDFC Bank Regular Current Account, customer can access account

anytime, anywhere, pay using payable at par cheques or deposit cheque at any

HDFC bank branch. It also facilitates FREE NEFT transactions & FREE RTGS

collections for faster collections in account. Regular Current Account requires

maintaining an average quarterly balance of only Rs. 10,000.

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 With a vast network of branches in cities all over the country, and access to a

multitude of ATM's, customer can keep track of all transactions anytime. 

 

Reimbursement Current Account

 No more paperwork, no more receipts to keep track of - a hassle-free account

that allows deposit the reimbursements receive from company/organization on a

monthly basis.

To open this account a person has to follow these processes:

Procure an Account Opening Document (AOD) from HDFC Bank. (If person

has just joined, first request to company to open up a Salary Account for

particular person).

Mention Salary Account number and Debit Card number on the AOD so that

Debit card can be linked to both, Salary Account as well as new Reimbursement

Account.

Request company to directly credit cash payments to the Reimbursement

Account.

 

RFC – Domestic Account

Full name of this account is Resident foreign currency account.

 Have you accumulated foreign currency from travelling abroad frequently?

Received gifts from relatives in foreign currency? Or earned it by any other

means as approved by the Reserve Bank of India?

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If so, open Resident Foreign Currency Domestic Account and manage foreign

currency efficiently. Person can choose to set up your account either in US

Dollar, Great Britain Pound or Euro.

To open this accounts a person as to follow this process: -

Choose the currency in which person wish to operate. Open account with an

initial amount as per the following-US Dollar = 250 Great Britain Pound = 200

Euro = 250 and maintain an Average Quarterly Balance of the same amount.

Flexi current account

 Tired of static transaction limits during peak seasons? HDFC Bank Flexi

Current Account is the answer to changing banking needs during peak seasons.

With HDFC Bank Flexi Current Account Cash Deposit and Anywhere

Transaction limits are a multiple of the balance you maintain in Current

Account. So, during peak seasons, customer get the benefit of higher transaction

limits due to the higher average balances maintained in account. What’s more,

during lean seasons, person need not worry about maintaining huge balances to

enjoy high transaction limits, which person anyway may not need. Flexi Current

Account requires maintaining a minimum Average Monthly Balance (AMB) of

just Rs. 75,000. 

Apex current account

 The top position is always the desirable position. With the Apex current

account, take business to a new high. On maintaining an average quarterly

balance of Rs. 10 lakhs, this account makes sure person make the most of every

business opportunities coming his way. Unlimited, free, anywhere Banking

experience at the APEX is reserved for person who joints this.

Max current account

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 Maximum benefits and minimum hassles for customer with Max Current

Account with a Rs. 5 lakhs average quarterly balance requirement, bank present

to world of privileges that helps business expand and grow. Features like

maximum free transaction limits including other beneficial features on this

current account truly enhances business potential to the Maximum. 

 

Fix deposits service

Long-term investments form the chunk of everybody's future plans. An

alternative to simply applying for loans, fixed deposits allow to borrow from

own funds for a limited period, thus fulfilling needs as well as keeping savings

secure.

People can invest his/her money into either in security market or gold or mutual

fund or into a fix deposits. People always go to that way where he/she can get

more benefits and minimum risks. So, for this purpose he has a better chance to

deposits money in to the fix deposit.

If people believe in long-term investments and wish to earn higher interests on

his/her savings, now is the time to invest money in HDFC bank Fixed Deposit.

Get up to 9.75% on HDFC Bank Fixed Deposit with an additional 0.50% for

Senior Citizens. What's more NO PENALTY if withdraw part of the FD in

times of need. Flexibility, Security and High Returns all bundled into one

offering. 

Regular fix deposit

As per the rules and regulation of the bank a person can deposit their money in

to a fix deposit in the bank and can get the benefits of these facilities.

.

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  Five year tax saving fix deposit

 In 2006, it was announced for the first time that Bank fixed deposits booked by

an Individual/HUF for 5 years & up to Rs. 1,00,000/- will be allowed exemption

under Sec 80C of the Income Tax Act,1961 subject to necessary declarations

taken from the Customer.

Super saver facility

  Customer can enjoy a high rate of interest along with the liquidity of a Savings

Account by opting for a Super Saver Facility on his or her savings account.

Avail of an overdraft facility of up to 75% of the value of his or her Fixed

Deposit. 

Sweep-in facility

Do you wish to avoid taking overdrafts, and still take advantage of your Fixed

Deposits? Then what you need is a Sweep-In Facility on savings account. Link

Fixed Deposit to Savings or Current Account and use it to fall back on in case

of emergencies. A deficit in Savings or Current Account is taken care of by

using up an exact value from Fixed Deposit. Since deposits are broken down in

units of Re 1/-, customer will lose interest only for the actual amount that has

been withdrawn.

.

  Demat account service

  Nowadays share market is becoming is the main occupation of the person. So

to avoid faulty processes demat account is really most important for the share

market and for the safety of shares it is most important. 

HDFC BANK is one of the leading Depository Participant (DP) in the country

with over 8 Lac demat accounts. 

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HDFC Bank Demat services offers a secure and convenient way to keep track

of securities and investments, over a period of time, without the hassle of

handling physical documents that get mutilated or lost in transit.

HDFC BANK is Depository participant both with -National Securities

Depositories Limited (NSDL) and Central Depository Services Limited

(CDSL). 

Safe deposit locker

 A Safe Deposit Locker with HDFC Bank is the solution to person’s fear.

Located at select branches in cities all over the country, bank’s lockers ensure

the safe keeping of valuables.

o Eligibility

An individual (not minor), firms, limited company, associations, clubs, trusts,

societies, etc may hire a locker.

Advantages of safe deposit locker in HDFC bank

o Wide Availability

Lockers available in various sizes. i.e. Small, Medium, Large and Extra Large

with varying rents.

Lockers are rented out for a minimum period of one year. Rent is payable in

advance.

No deposits are required to avail a locker. Just open an account and get the

locker facility.

There is a nominal annual charge, which depends on the size of the locker and

the centre in which the branch is located.

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o Nomination for Safe Deposit Locker

The Lockers and their contents can be nominated to people near and dear to

you.

Nomination facility is available to individual hirer of Safe Deposit Locker.

In the case of a sole hirer of a safe deposit locker, nomination can be made in

favor of only one individual.

Where the safe deposit locker is hired in the name of a minor, the nomination

shall be made by a person lawfully entitled to act on behalf of the minor.

o Terms & Conditions

For obtaining a Locker at HDFC Bank you must be an account holder with

Bank.

o Lockers can be allotted individually as well as jointly.

The Locker holder is permitted to add or delete names from the list of persons

who can operate the Locker and can have access to it.

Loss of Key is to be immediately informed to the concerned Branch.

LOAN SERVICES

   In today’s competitive world everything happens only with the help of money

or through the banks every person needs money. But some time a person has not

cash on hand at that time he needs lone either from any friend or from any

financial institute. Lone does not mean that only lower class person needs it but

also upper class person it is needed.

As per the requirement of the every person there are much type of loans are

there in the HDFC bank. 

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Personal loan

A person has so many dreams but some time due to scarcity of money a dream

can’t be satisfy. So, here one solution for that person this is personal loan. From

this he/she can fulfill their needs or requirement. It can be anything either a

dream of vacation or son/daughter’s admission to college or any wedding, so

personal loan can be helpful in this entire requirement.

As person ordered in the hotel for tea or coffee and it is immediately came fast,

same over here any person want to get a personal loan with the nominal

documents he can get the loan.

Home loan 

 HDFC Bank brings, HDFC home loans to doorstep. With over 30 years of

experience, a dedicated team of experts and a complete package to meet all

housing finance needs, HDFC Home Loans, help people realize dream.

Vehicles loan

Nowadays the life is being so fast, time value is becoming more important so to

reach at the destination of any business related occasion or for a boy to reach

college or anywhere at the fix time there are so many requirement of vehicles.

But every people have no capacity to purchase vehicles with cash so for that

here in the HDFC bank vehicles loan is available. There are many types of

vehicles loan.

Types of vehicles loan:

o Two wheeler loans.

o New car loan.

o Used car loan.

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o Tractor loan (for agree culture business).

o Commercial vehicle loan.

 So, as per the requirement of the person there are these types of loans are

available this are at the chip rate and Hassel free from more documentation and

other procedure. And commercial businessman can get the benefits of the

commercial vehicles loans. Thus as per the need of different people there are

vehicle loans available. And also terms and condition are different as per the

requirement. 

Express loan plus

 Bank offer Express Loans Plus at person Doorstep to help fulfill all his/her

needs. The procedure is simple, documentation is minimal and approval is

quick. It is helpful to person in repairing of house, School admission or also in

the family holiday. 

Gold loan

With HDFC Bank's Gold Loan, person can get an instant loan against gold

jewelry and ornaments. The procedure is simple, documentation is minimal and

approval is quick. A person can get 70% loan on the value of the gold jewelry

and ornaments. There is also availability of the overdraft on the gold jewelry.

With this a customer can get free additional services like free personalized

cheque book, free international debit card, and free net banking phone banking

services.  

Educational loan

 Nowadays important of education becoming very high. As its important

becoming high it is becoming costly. So in the higher education some time

46

people cannot effort a high price at a same time. So, there is education loan is

also available for the student.

 A person can get loan up to 10 lakhs to study in India and 20 lakhs if he wants

to study in abroad. Loan available up to tenure of 7 years including moratorium

period.

Loans disbursed directly to the educational institution. It is released as per fee

schedules of institutes. Exclusive Telegraphic Transfer facility available for

courses at abroad. Loans available for short duration/ job oriented courses also.

Loan against security

 With HDFC Bank's Loan against Securities, person can get an overdraft against

securities like Equity Shares, Mutual Fund Units(Equity, Debt, FMPs), Gold

Exchange Traded Fund(ETF),NABARD's Bhavishya Nirman Bonds, Policies

issued by LIC & Select Private Insurance Companies, NSC, KVP, UTI Bonds

(ARS & US64 Bonds) and Gold Deposit Certificates, while still retaining

ownership. And the best part is that he can continue to enjoy all his shareholder

benefits such as rights, dividends and bonuses Loan available to NRIs against

Shares, Mutual Funds (equity, Debt, FMPs), US64 Bonds, Insurance Policies,

NSC, and KVP. 

Loan against property

HDFC Bank brings Loan against Property (LAP). Person can now take a loan

against residential or commercial property, to expand his business, plan a dream

wedding, and fund his child's education and much more. He can depend on bank

to meet all his business requirements even to purchase a new shop or office for

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business. Loan to purchase Commercial Property (LCP) is a specially designed

product to help person expand his business without reducing the capital from his

business.

These are loans services providing by HDFC bank which are very hassle free

and really benefits for most of customer and most of customer are satisfied by

the loan services providing by the bank.

CARD SERVICES

      In today’s competitive and fast time card services providing by the banks

are really very important to every person and every business needs or to take

meal in to the hotel or to purchase jewelry from the jewelry shops cards are

playing good role in the banking sectors.

      Bank ranges of Cards help to meet financial objectives. So whether persons

are looking to add to his buying power, conducting cashless shopping, or

budgeting his expenditure, he will find a card that suits him.

Credit cards

A person wants many things like, a trip to Bali, a diamond ring for wife's

dreams. Some dreams can't wait. If there's something person has always wanted.

If a person wanted to fulfill his wants he can get benefits from the HDFC bank’s

credit cards facilities.    

Different types of credit

o Classic cards

o Silver Credit Card.

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o Value plus Credit Card.

o Health Plus Credit Card.

o Premium Cards:

o Gold Credit Card

o Titanium Credit Card

o Woman's Gold Card

o Platinum Plus Credit Card

o Visa Signature Credit Card

o World MasterCard

o Commercial Cards

o Corporate Credit Card

Debit card

HDFC Bank Debit Cards give person complete and instant access to the money

in his accounts without the risk or hassle of carrying cash.

Types of debit card: -

Classic card

Easy shop international Debit card.

Premium card

Easy shop gold Debit card.

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Specialized card

Easy Shop International Business Debit Card.

Easy Shop Woman's Advantage Debit Card.

Easy Shop NRO Debit Card.

Kisan Card.

 Prepaid card

Besides offering convenience, Prepaid Cards have been tailored to answer travel

and gifting needs.

ForexPlus Cards  

Prepaid Travel Card.

Gift plus Cards

Prepaid Gift Card.

Food Plus Cards

Prepaid Food Plus card.

Money Plus Card

The Corporate Payment card

INVESMENT AND INSURANCE SERVICE

Nowadays a ward investment is becoming more popular. Person invest their

money in to various schemes or in to the gold or share market etc. but some

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time he is in to the difficult situation, for that bank help person invest wisely

through financial and investment services.

Types of investment: -

Mutual Funds

      Invest through the Mutual Fund route to meet varied investment objectives. 

Insurance

 

Traditional Plans Unit Linked Plans

HDFC children's PLAN. HDFC Unit Linked Young Star Plus II.

HDFC Money Back Plan. HDFC Unit Linked Young Star

Suvidha.

HDFC Savings Assurance Plan. HDFC Unit Linked Young Star

Suvidha Plus

HDFC Assurance Plan. HDFC Unit Linked Pension.

HDFC Term Assurance Plan. HDFC Unit Linked Pension Plus.

HDFC Loan Cover Term Assurance Plan. HDFC Unit Linked Endowment Plus

II.

HDFC Endowment Assurance Plan. HDFC Unit Linked Endowment

Suvidha.

HDFC Single Premium Whole of Life

Insurance

HDFC Unit Linked Endowment

Suvidha

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HDFC Unit Linked Enhanced Life

Protection

GENERAL AND HEALTH INSURANCE

Complete protection for business, health, travel & more.

Bonds

A secure investment avenue giving stable returns with tax benefits.

Financial Planning

Start Now Plan investments to meet financial goals.

Knowledge Centre

Profit from research and make informed investment decisions.

Equities & Derivatives

Leverage bank’s vast information repository and transact online.

Mudra Gold Bar

Buy 24 Karat gold bars made in Switzerland and certified by Assay. 

 

 

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FOREX AND TRADE ERVICE

Nowadays businesses becoming worldwide e.g. India to America but main

problems are about monitory transaction because at every country the currency

become changed so for that banks are playing a very important for the

businesses.

If people need to deal in foreign currency and keep tabs on exchange rates every

now and then, transfer monies to India, make payments etc., HDFC Bank has a

range of products and services that people can choose from to transact

smoothly, efficiently and in a timely manner.

Bank offering following Foreign Exchange Products and Services.

Foreign Exchange and Trade Services

The following are different methods of transacting in Foreign Exchange and

remitting money.

o Travelers Cheques.

o Foreign Currency Cash.

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o Foreign Currency Drafts.

o Cheque Deposits.

o Remittances.

o Cash to Master.

o Trade Services.

o Forex Services Branch Locator.

Important guidelines and schedules All Foreign Exchange transactions are

conducted by strictly adhering to RBI guidelines. Depending on the nature of

transaction or point of travel, people will need to understand his Foreign

Exchange limits.

RBI Guidelines.

Forex Limits.

Non HDFC Bank Account Holders.

FAQs

PAYMENT SERVICE

 Nowadays life of a person become very stressful and he/she becoming busy

with their own business, but they have to payment for something so for that

reason bank’s payment services become started. With HDFC Bank's payment

services, person can bid goodbye to queues and paper work. Bank’s range of

payment options make it easy for pay for a variety of utilities and services.

Verified By Visa

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 Do you want to be worry free for your online purchases? Now you can shop

securely online with your existing Visa Debit/Credit card. 

Net Safe

Now shop online without revealing your HDFC Bank Credit Card number.

What more, you can now use your HDFC Bank Debit Card also for online

purchases. 

Merchant Services

Accept all Visa, MasterCard, credit and Debit cards at your outlets through state

of the art POS Machines or through your website and experience hassle free

payment acceptance. 

Prepaid Mobile Refill

If you are an HDFC Bank Account holder, you can now recharge your Prepaid

Mobile Phone with this service.  

Bill Pay

Pay your telephone, electricity and mobile phone bills at your convenience.

Through the Internet, ATMs, your mobile phone and telephone - with Bill Pay,

our comprehensive bill payments solution. 

Visa Bill Pay

Pay your utility bills from the comfort of your home! Pay using your HDFC

Bank Visa credit card and forget long queue and late payments forever 

Pay Now

Use your HDFC Bank Credit Card to pay your utility bills online, make

subscriptions and donations; no registration required. Enjoy credit free period

and reward points as per your credit card features. 

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Insta Pay

Pay your bills, make donations and subscribe to magazines without going

through the hassles of any registration. 

Direct Pay

Shop or Pay bills online without cash or card. Debit your account directly with

our Direct Pay service! 

Visa Money Transfer

Transfer funds to any Visa Card (debit or credit) within India at your own

convenience through HDFC Bank's Net Banking facility. 

E-Monies National Electronic Funds Transfer

Transfer funds from your account to other Bank accounts across India - FREE

of cost.  

Online Payment of Excise & Service Tax

Make your Excise and Service Tax payments at your own convenience through

HDFC Bank's Net Banking facility.

Religious Offerings

Now donate to your favorite temple easily and securely using HDFC BANK's

Net Banking. 

IMPERIA/PREFERRED/CLASSIC BANKING

 As a special customer bank providing a TAJ to customer with name

imperia/preferred customer. For that bank provide a special service to their

customer. HDFC Bank's preferred/imperia Programmed is the royal decree that

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enhances the exclusivity that you are accustomed to. It makes you feel special at

every step, pampering with services those others can only dream about. This

service goes beyond the obvious, rises above the expected, so that the whole

world can see, that even today, the grandeur and magnificence of royalty is

alive and well.

 Thus as retail banking service bank providing really good and beneficial

services to their customer and as family member they are providing good

services to every customer either they are came business related or anything. So

for this reason HDFC bank playing a good role in the customer’s life for their

monitory transaction. 

NRI BANKING

  With a view to attract the savings and other remittance into India through

banking channels from the person of Indian Nationality / Origin who are

residing abroad and bolster the balance of payment position, the Government of

India introduced in 1970 Non-Resident(External) Account Rules which are

governed by the Exchange Control Regulations.

The funds held in Non-Resident (External) Accounts (NRE Accounts) qualify

for certain benefits like exemptions from taxes in India, free repatriations

facilities, etc. 

Deposit types 

NRI-Banking facilitates the NRI customer to open the following account types.

NRE (Non Resident External Accounts)

57

It can be in the form of Savings, Current or fixed deposits in Indian rupees. The

funds in this account are fully repairable.

NRO (Non Resident Ordinary Accounts)

It can be in the form of Savings, Current or Fixed Deposits in Indian Rupees.

The funds in this account are not repairable (only interest accrued is

repairable). 

FCNR (Foreign Currency Non Resident Accounts)

It can be in the form of fixed Deposits only, in the five major currencies,

namely US Dollars, GBP, DM, Euro, and Japanese Yen. The funds in this

account are fully repairable.

WHOLESALE BANKING

Wholesale banking is the provision of services by banks to the like of large

corporate clients, mid-sized companies, real estate developers and investors,

international trade finance businesses and institutional customers, such as

pension funds and government entities/agencies. Also included is banking

services offered to other financial institutions. In essence, wholesale banking

services usually involve high value transactions. Wholesale banking compares

with retail banking, which is the provision of banking services to individuals

Wholesale banking services.

Corporate service

Corporate Banking reflects HDFC Bank's strengths in providing our corporate

clients in India, a wide array of commercial, transactional and electronic

banking products. We achieve this through innovative product development and

a well-integrated approach to relationship management.

58

Large Corporate

Supply Chain Partners

Agricultural Lending

Small & medium term enterprises

 HDFC Bank understands how much of hard work goes into establishing a

successful SME. Bank also understands that business is anything but "small"

and as demanding as ever. And as business expands and enters new territories

and markets, person need to keep pace with the growing requests that come in,

which may lead to purchasing new, or updating existing plant and equipment, or

employing new staff to cope with the demand. That's why HDFC Bank has

assembled products, services, resources and expert advice to help ensure that

your business excels.

The following links will help identify individual needs.

o Funded Services.

o Non-Funded Services.

o Specialized Services.

o Value Added Services.

o Internet Banking.

o Financial institutions & trusts

o Banks.

o Financial Institutions.

o Mutual Funds.

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o Stock Brokers.

o Insurance Companies.

o Commodity Businesses.

o Trusts.

 Government sector

      HDFC Bank acts as an active medium between the government and the

customers by means of various services. These services include:

Tax Collection wherein customers can directly pay their taxes like Direct taxes,

Indirect taxes and Sales Tax collections at their local HDFC Bank.

E-Ticketing - Helps the customer by providing him a direct access to book a

Railway Ticket online and get it home delivered.

Opening of L/C's is done by the bank on behalf of Government of India, Mints

and Presses, thus facilitating imports for the Government.

Collection of levies and taxes on behalf of Municipal Corporations i.e. Kalyan -

Dombivli Municipal Corporation, is undertaken by the Bank.

Collection of stamp duty is done via franking mode in the states of Maharashtra

& Gujarat.

The Stamp Duty Franking Facility is available at following branches in

Maharashtra Fort, Chembur, Lower Parel, Mira Road, Thane (Talao Pali),

Panvel, Ratnagiri, Pune(FC Road), Kolhapur, Nagpur, Pimpri.

The Stamp Duty Franking Facility is available at following branches in Gujarat

60

Disbursement of Pension to retired Employees of Central Govt and Defense is

directly done by HDFC Bank along with the disbursement of pension to the

members of EPFO (Employees Provident Fund Organization).

Electronic Collection of fees on behalf of DGFT is done by the bank too.

61

OBJECTIVE OF THE STUDY

62

OBJECTIVES OF STUDY

1 PRIMARY OBJECTIVE:

To open new savings accounts by convincing customers and to promote the benefits of those

which are provided by the bank.

To find the different way of convincing customers.

To study brand image of the bank.

To increase the business of the bank.

SECONDARY OBJECTIVES:

To determine the need and purpose of a sales executive.

To understand the deciding criteria for people to become sales executive.

To offer suggestions based upon the findings.

63

SCOPE OF THE STUDY

64

SCOPE OF THE STUDY :

The same problem was with the all other branches of HDFC Bank even out of the Lucknow

city. The management is conducting the same research on a big ground while my contribution

is tiny. Though my sample size and geographical area was defined and confine to a particular

territory but the application of out put from the research are going to be wide.

PRODUCT SCOPE:

Studying the increasing business scope of the bank.

Market segmentation to find the potential customers for the bank.

To study how the various products are positioned in the market.

Corporate marketing of products.

Customers’ perception on the various products of the bank.

65

RESEARCH METHODOLOGY

RESEARCH OBJECTIVES AND SCOPE OF RESEARCH PROJECT

PROBLEM DEFINATION:

Sales Executives were with good background human being and through rigorous process of

recruitment but still not able to perform up to the expectation level of company, HR is not

able to sort out the problem why the performance is not coming even after giving the full

marketing support. The communication technique and dealing with the customers is also a

problem to the sales executives.

All the findings and conclusions obtained are based on the survey done in the working area

within the time limit. I tried to select the sample representative of the whole group during my

job training. I have collected data from people linked with different profession at Lucknow.

RESEARCH PLAN:

Preliminary Investigation: In which data on the situation surrounding the problems shall be

gathered to arrive at

The correct definition of the problem.

An understanding of its environment.

Exploratory Study: To determine the approximate area where the problem lies.

RESEARCH DESIGN:

Research was initiated by examining the secondary data to gain insight into the

problem. By analyzing the secondary data, the study aim is to explore the short comings of

the present system and primary data will help to validate the analysis of secondary data

besides on unrevealing the areas which calls for improvement.

DEVELOPING THE RESEARCH PLAN:

The data for this research project has been collected through self Administration. Due

to time limitation and other constraints direct personal interview method is used. A structured

questionnaire was framed as it is less time consuming, generates specific and to the point

information, easier to tabulate and interpret. Moreover respondents prefer to give direct

66

answers. In questionnaires open ended and closed ended, both the types of questions has been

used.

COLLECTION OF DATA:

1: Secondary Data: It was collected from internal sources. The secondary data was collected

on the basis of organizational file, official records, news papers, magazines, management

books, preserved information in the company’s database and website of the company.

2: Primary data: All the people from different profession were personally visited and

interviewed. They were the main source of Primary data. The method of collection of primary

data was direct personal interview through a structured questionnaire.

SAMPLING PLAN:

Since it is not possible to study whole universe, it becomes necessary to take sample

from the universe to know about its characteristics.

Sampling Units: Different professionals Chartered Accountants, Tax Consultants,

Lawyers, Business Man, Professionals and House Wives of Lucknow.

Sample Technique: Random Sampling.

Research Instrument: Structured Questionnaire.

Contact Method: Personal Interview.

SAMPLE SIZE:

My sample size for this project was 200 respondents. Since it was not possible to

cover the whole universe in the available time period, it was necessary for me to take a

sample size of 100 respondents.

DATA COLLECTION INSTRUMENT DEVELOPMENT: The mode of collection of

data will be based on Survey Method and Field Activity. Primary data collection will base on

personal interview. I have prepared the questionnaire according to the necessity of the data to

be collected.

RESEARCH LIMITATIONS:

It was not possible to understand thoroughly about the different marketing aspects of

the Financial Consultant within 60 days.

As stipend, money was not given it was difficult to continue the project work.

67

All the work was limited in some limited areas of Lucknow so the findings should not

be generalized.

The area of research was Lucknow and it was too vast an area to cover within 60

days.

68

DATA INTERPRETATION AND

ANALYSIS

69

Q1. Do you know what is expected of you at work?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

Not Applicable

Analysis:

32%

68%

Q1Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

68% of the sample agreed to the fact that they are aware about the work which they have to

perform while 32% are strongly agree on this fact.

70

Q2 At work, do you have the opportunity to do what you do best every day?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

Not Applicable

Analysis:

18%

53%

29%

Q2Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

Majority (53%) of the employees get the opportunity to do best of their work everyday while

28% of them disagreed on this and 18% of them strongly agreed.

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Q3 In the last three months, have you received recognition or praise for doing good work?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

Not Applicable

Analysis:

11%

84%

5%

Q3Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

84% of the employees have received recognition or praise in the last three months for doing

good work while 11% of the employees are highly satisfied with recognition in their

organization and 5% of them has not received any praise in the last 3 months.

72

Q4 Is there someone at work who encourages your development?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Analysis:

8%

84%

8%

Q4Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

Generally people feel sense of belongingness when someone is their at their workplace to

support them and 84% of the employees agreed on this fact while 8% have strongly agreed

and the other 8% disagreed.

73

Q5 At work, do your opinions seem to count?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

Not Applicable

Analysis:

11%

87%

3%

Q5Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

Employees participation in decision making is again a criteria of measuring employee

engagement. 87% of the employees have agreed that their decision seems to count, 10%

strongly agreed to this and only 3% have disagreed.

74

Q6 Are your associates (fellow employees) committed to doing quality work?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Analysis:

5%

79%

11% 5%

Q6Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

79% of the sample agreed that their fellow employees are committed to do quality work

while 11% have disagreed on this fact. 5% of them have chosen strongly on this and the other

5% has given no comments on this.

75

Q7 In the last year, have you had opportunities at work to learn and grow?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

Not Applicable

Analysis:

21%

66%

5% 8%

Q7Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

Learning and Development is one of the most important aspect to find out the employee

engagement in the organization. 66% have agreed that they get the opportunity to learn and

grow in the organization while 21% of them have strongly agreed on it. 8% of the employee

have not given any reply and 5% were disagree.

76

Q8 Are the pay and benefits in your organization comparable to similar companies?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Analysis:

39%

42%

16%3%

Q8Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

42% of the sample is satisfied with pay and packages of their organization while 32% are

highly satisfied with it. 16% disagree on the competitive pay and benefit packages.

77

Q9 Are job promotions in this organization fair and objective?

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Analysis:

32%

50%

13%3% 3%

Q9Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

Half the percentage (50%) of the employees believe that the promotions are done objectively,

31% strongly agree to the fairness of the same while 13% doubt the fairness and objectivity

of the process.

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Q10. Are organization policies clearly communicated in the organization?

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Analysis:

42%

47%

11%

Q10Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

47% of the sample has agreed to be clear on the policies that prevail in their respective

organizations. A good proportion of 42% strongly agreed on the clarity while only 11%

reported ambiguity on the policies.

79

Q11. Do you see yourself continuing to work for this organization two years from now?

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Analysis:

24%

50%

26%

Q11Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

A majority of 50% has agreed to continue to serve in the same organization for next two

years, 24% are very much willing to do the same whereas a stricking 26% of the employees

are those who are on the verge to leave the organization since they are not even commiting

for next two years.

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Q12. Do you recommend your friends/relatives in your organization?

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Analysis:

24%

63%

13%

Q12Strongly Agree Agree DisagreeStrongly Disagree Not Applicable

24% of the sample surveyed strongly believe in recommending friends and relatives to their

organizations, 63% agreed to this while 13% has disregarded the option.

81

Q13. Select and rank the following engagement tools applicable in your organization. Please

rate the options, from 1- 8 (1 being the lowest and 8 being the highest).

a) Stress Management

b) Work life balance

c) Career development

d) Employees Participation in decision making

e) Counselling/ Feedback

f) Rewards and Recognition Schemes

g) Employee Referral Scheme

h) Retirement Plans

Analysis:

Stress Management

Work life balance

Career development

Employees Participation in decision making

Counseling/ Feedback

Rewards and Recognition Schemes

Employee Referral Scheme

Retirement Plans

0 1 2 3 4 5 6 7 8

Q13

Rewards and recognition schemes to be the most popular engagement tool amongst the

employees, next is efforts on Career develoment. Employee participation in decision making

and Counseling/ Feedback seem to be equally effective, next in line is Employee referral

82

scheme. Stress management is then regarded as important but Retirement plans and Work life

balance surprisingly seem to be of least effective.

FINDINGS

To engage the workforce, most of the organization surveyed periodicaly recognise employees

and provides flexible working hours.

1. Nowadays employees are involved in decision making in the organization and

majority of the employees agreed on this fact.

2. Most of the organizations allow their employees to participate in performance

appraisals and to set their own Key Performance Areas.

3. Compensation & Benefit programs are observed as the most effective rewards scheme

4. For team building companies generally do small team recreational activities and

social activities.

5. Majority of the sample are loyal towards their organization and they also recommend

their friends and relatives to join the organization.

6. Stress management, Retirement plans and Work life balance surprisingly seem to be

of least effective engagement strategies according to the employees.

7. Majority of the organizations agreed that the engagement strategies of their

organization help in retaining the employees in the organization.

8. Majority has observed 5-10% of reduced attrition rate due to the implementation of

engagement strategies in the organizations.

83

CONCLUSION

84

CONCLUSIONS

Employee retention continues to remain a top priority at many organizations and one that

companies increasingly view as a driver of business strategy. Business-critical knowledge can

walk out the door when an employee leaves the company. While employee retention figures

have long been used by companies as a measure of their performance in developing an

effective organization, this view of employee retention is not only outdated, but these figures

may not be comprehensive enough to truly determine the organization's effectiveness.

The concept of employee retention is more complex than simply evaluating employee

turnover from one year to the next. These figures of employee retention can be somewhat

misleading — it isn't necessarily the number of employees an organization loses, it's the

number of top-performing employees that leave the company that should be of concern. For

example, management is one of the key reasons employees decide to stay or leave an

organization. If there is high turnover among the management ranks, employees may also feel

unstable in this ever-changing environment. Yet, on the other hand, it may not be the best

business strategy to retain a manager that is disliked by employees.

The business strategy of employee retention actually lies with employee engagement;

retention is an outcome of engagement. What most organizations fail to realize is that

employee engagement is the biggest retention factor they have control over. Engaged

employees not only stay longer with the organization, they are more productive, more

conscientious, make fewer errors, and take better care of customers. The business strategy of

employee retention must incorporate methods that achieve a high level of employee

engagement among the organization's top performers, not necessarily the entire workforce.

If effective engagement practices are in place, the organizations can curb the growing

attrition rates especially in IT and Banking sectors. Thus the research study proves the

significance of engagement activities as a part of retention strategy in an organization.

85

SUGGESTIONS

86

SUGGESTIONS

1. As contrary to what managers believe that decision making is the most effective tool,

the employees still prefer rewards and recognition. The Managers should focus on the

rewards and recognition schemes in their organization.

2. Practically people don’t give much importance to stress management programs, work

life balance and retirement plans so there is scope of improvement in this area.

3. To increase employee engagement, the organizations should :

a. Provide variety: Tedious, repetitive tasks can cause burn out and boredom over time.

If the job requires repetitive tasks, look for ways to introduce variety by rotating

duties, areas of responsibility, delivery of service etc.

b. Conduct periodic meetings with employees to communicate good news, challenges

and easy-to-understand company financial information. Managers and supervisors

should be comfortable communicating with their staff, and able to give and receive

constructive feedback.

c. Indulge in employee deployment if he feels he is not on the right job. Provide an

open environment.

d. Communicate openly and clearly about what's expected of employees at every level -

your vision, priorities, success measures, etc.

e. Get to know employees' interests, goals, stressors, etc. Show an interest in their well-

being and do what it takes enable them to feel more fulfilled and better balanced in

work and life.

f. Celebrate individual, team and organizational successes. Catch employees doing

something right, and say "Thank you."

4. As we have got a very good response from employees so the companies should have

the engagement strategies to retain the employees.

87

LIMITATIONS

88

LIMITATIONS

Every work has its own limitation. Limitations are extent to which the process should not

exceed. Limitations of this project are:-

The project was constrained by time limit of two months.

Mindset of people may vary depending upon their age, gender, income etc.

Getting appointment from the concern person was very difficult.

People mind set about the survey was an obstacle in acquiring complete

information & positive interaction.

Respondents were very busy in their schedule. So it was very time consuming

for them to answer all the questions properly.

89

BIBLIOGRAPHY

90

BIBLIOGRAPHY

1.BOOKS AUTHORS

Marketing Management (10th Edition) Philip Kotler

Marketing Management (3rd Edition) V.S. Ramaswamy

Research Methodology (2nd Edition)

Research Methodology

C.R.Kothary

S.P. Kasande

2. NEWS PAPERS

Times of India

Financial Express

3. WEBSITES

www.hdfcbank.com

www.google.com

91

ANNEXURES

92

QUESTIONNAIRE FOR EMPLOYEES

ORGANIZATION NAME

DESIGNATION EMAIL ID

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

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 2. At work, do you have the opportunity to do what you do best every day?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 3.In the last three months, have you received recognition or praise for doing good work?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 4.Is there someone at work who encourages your development?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 5.At work, do your opinions seem to count?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 6.Are your associates (fellow employees) committed to doing quality work?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 7.In the last year, have you had opportunities at work to learn and grow?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 8.Are the pay and benefits in your organization comparable to similar companies?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 9.Are job promotions in this organization fair and objective?

Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

93

Q 10. Are organization policies clearly communicated in the organization?

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 11. Do you see yourself continuing to work for this organization two years from now?

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q 12. Do you recommend your friends/relatives in your organization?

a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree

e) Not Applicable

Q13. Select and rank the following engagement tools applicable in your organization. Please

rate the options, from 1- 8 (1 being the lowest and 8 being the highest).

a) Stress Management

b) Work life balance

c) Career development

d) Employees Participation in decision making

e) Counseling/ Feedback

f) Rewards and Recognition Schemes

g) Employee Referral Scheme

h) Retirement Plans

“THANK YOU”

94