Employee engagement report

A PROJECT REPORT
ON
“Study on Employee Engagement at Infinit Skills”
Submitted to
SIVA SIVANI INSTITUTE OF MANAGEMENT
NH-7, Kompally, Secunderabad-500014
In partial fulfillment of the requirement for the award of the degree of
POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)
Submitted by
Iduri.Sri Priya
Roll No. 2T3-18, TPS
2013- 2015
In completion of the summer internship
At
INFINIT SILLS
Dreams Meet Opportunities

2 | P a g e
Acknowledgement
It is great pleasure for me to acknowledge the kind of help and guidance received
by me during my project work. I was fortunate enough to get support from a large
number of people to whom I shall always remain grateful.
I wish to express my deepest and sincere thanks to my faculty guide Mr. Lohith
kumar, Asst Professor, SSIM & Mr.S.F.Chandra Shekar, Hr Head and
corporate guide Mr. Kareem Pasha, Hr. Manager & Mr.Gayaz. My special
thanks to all the faculty members at SSIM who have encouraged me to be a
continuous learner.
I gained a lot of knowledge & experience by observing their way of working which
is surely to be admired. I extend my gratitude to the entire staff that provided a
very comfortable environment which helped me deliver this performance.
I.Sri Priya
Tps-A
2t3-18

3 | P a g e
Declaration
This is to declare that the project title “Study on Employee Engagement at
Infinit Skills’’ is an authentic record of my original work carried out under the
guidance of Mr. Kareem Pasha,HR Manager,Infinit Skills, Hyderabad.
The project work has been carried out solely for the purpose of submission in
partial fulfillment of post-graduation diploma Management, Siva Sivani institute of
Management.
I further declare that I have not submitted this document to any other School,
University, or Institution in whatever manner.
I.Sri priya
Tps-A
2t3-18

4 | P a g e
Table of Contents
Chapters Topics Page No
Chapter 1………………………………………………………………….……….…...……….04
 Introduction……………………………………………………….………………….…06
 Importance of the study or need for the study.………………….……........…...….…09
 Objectives……………...…………………………………………….…..…..……….….10
 Research Methodology...……………………………………………...…..……………10
Chapter 2………………………………………………………….………………………….…26
 Industry Profile……………………………………………….………..……..…….…..27
 Company Profile…………………………………………...….……..….………….…..29
Chapter 3………………………………………………………………………..………………20
 Theoretical aspects related to the study……………………..……..………………...21
Chapter 4…………………………………………………………………………………….….25
 Data Analysis and Interpretation…………………………….………………..………26
Chapter 5…………………………………………………………………………………..…....45
 Findings………….……………………………………………….……………………...46
 Suggestions ………………………………………………….………………….………47
 Conclusion………………………………………………………………………………48
Bibliography…………………………………………………………………………………….49

6 | P a g e
INTRODUCTION
Description:
Employee engagement has emerged as a popular organizational concept in recent
years. It is the level of commitment and involvement of an employee towards the
organization and its values. An engaged employee is aware of business context,
and works with colleagues to improve performance within the job for the benefit of
the organization. Employee engagement develops positive attitude among the
employees towards the organization.
Employee engagement is a complex equation that reflects each individual’s unique,
personal relationship with work. The term means different things to different
organizations. Some equate it with job satisfaction, some by gauging employee’s
Emotional commitment to their organization but a conclusive nature and definition
of the same cannot be obtained.
To make an effort it can be defined as aligning employees’ values, goals, and
aspirations with those of the organization in the best method for achieving the
sustainable employee engagement requires for an organization to reach its goals.
Employee engagement also called work engagement or worker engagement is a
business management concept. An ‘engaged employee’ is one who is fully
involved in, and enthusiastic about, his or her work, and thus will act in a way that
further their organization’s interest.
Employee engagement is a level of commitment and involvement employees have
towards their organization and its values. An engaged employee is aware of
business context, and works with colleagues to improve performance within the

job for the benefit of the organization. It is a positive attitude held by the
employees towards the organization and its values.
Employee engagement is the means or strategy, by which an organization seeks to
build a partnership between the organization and its employees, such that:
 Employees fully understands and is committed to achieve the organization’s
objectives and
 The organization respects the personal aspirations and ambitions of its
employees.
It is seen largely the organization's responsibility to create an environment and
culture conducive to this partnership.
The 3 aspects of employee engagement
Global studies suggest that there are three basic aspects of employee engagement:
 The employees and their own unique psychological makeup and experience.
 The employers and their ability to create the conditions that promote
employee engagement.
 Interaction between employees at all levels.
Employee engagement creates greater motivation within employees for the work
they do and their commitment to the organization. It is about creating an
enthusiasm for their roles, their work and the organization, and ensuring they are
aligned with the values of the organization, well informed and well integrated with
their colleagues and the fabric or culture of the organization.
7 | P a g e

Categories of Employee Engagement
Engaged: "Engaged' employees are builders. They want to know the desired
expectations for their role so they can meet and exceed them. They're naturally
curious about their company and their place in it. They perform at consistently
high levels. They want to use their talents and strengths at work every day. They
work with passion and they drive innovation and move their organization forward
Not Engaged: "Not-engaged" employees tend to concentrate on tasks rather than
the goals and outcomes they are expected to accomplish. They want to be told what
to do just so they can do it and say they have finished. Employees who are not -
engaged tend to feel their contributions are being overlooked, and their potential is
not being tapped. They often feel this way because they don't have productive
relationships with their managers or with their coworkers.
Disengaged: The "actively disengaged" employees are the "cave dwellers."
Actively they’re "Consistently against Virtually Everything." They're not just
unhappy at work they're busy acting out their unhappiness .They sow seeds of
negativity at every opportunity. Every day, actively disengaged workers undermine
what their engaged coworkers accomplish. As workers increasingly rely on each
other to generate products and services, the problems and tensions that are fostered
by actively disengaged workers can cause great damage to an organization's
functioning.
8 | P a g e

Importance of employee engagement
Employee engagement is the sum total of the work place behavior demonstrated by
the people. Such behavior is characterized by:
• Belief in the organization
• Drive to work to make things better
• Understanding of business context
• Respect and support for others
• Desire to learn new skill
The level of employee engagement affects key results such as sales, customer
satisfaction, innovation and employee turnover, An engaged workforce is capable
of delivering sustained differentiation and a significant competitive advantage.
Scope of the study:
As we have seen that employee engagement is nothing but emotionally and
positively attached of an employee towards the organization, so with the help of
this project we will be able to know the degree of engagement of the employees in
Infinite skills and we can study the methods to increase the engagement level in the
organization which will definitely be helpful to employer as well as employees.
9 | P a g e

Objectives:
 To know the workplace involvement of employees.
 To know the level of top management and employees involvement towards
their work
 To know the satisfaction level of employees which leads to employee
retention.
Research methodology:
Sample Selection: The data has been collected from the employees from middle
and top level Infinit Skills.
Sample Size: The universe is about 100 employees working in Infinit Skills. All of
them were provided with a questionnaire. However only 60 of them have
responded. Thus the sample size of our selection is 60.
Data Collection: Collection of data is done by primary data through
Questionnaire. The questionnaire consisted of 13-item scale to measure employee
engagement using 5 point Likert scale.
Data Analysis: After data collection, analysis on employer’s views, ideas and
opinions was done which would help infinit skills.
Sampling Technique: -Using simple random sampling technique 60 respondents
were selected.
Data Interpretation: Interpretation of data is done by using statistical tools like
Pie diagrams, and also using descriptive statistic tools (by using these techniques)
accurate information is obtained.
10 | P a g e

Classification & tabulation of data: The data thus collected were classified
according to the categories & the summary tables were prepared.
11 | P a g e

12 | P a g e
QUESTIONNAIRE
SURVEY ON EMPLOYEE ENGAGEMENT
GENERAL INFORMATION: To be used only for the purpose of analysis
DESIGNATION
QUALIFICATION
WORKING SINCE
(Month & Year)
DEPARTMENT
Please tick mark the relevant answer as provided against each question.
1. I know what is expected of me at work.
Strongly agree Agree No opinion Disagree Strongly Disagree
(1) (2) (3) (4) (5)
2. I have the materials and equipment I need to do my work right.
(1) (2) (3) (4) (5)
3. At work, I have the opportunity to do what I do best every day
(1) (2) (3) (4) (5)
4. In the last seven days, I have received recognition or praise for doing good work.
(1) (2) (3) (4) (5)

5. My supervisor, or someone at work, seems to care about me as a person.
(1) (2) (3) (4) (5)
6. There is someone at work who encourages my development.
(1) (2) (3) (4) (5)
7. At work, my opinions seem to count.
(1) (2) (3) (4) (5)
8. The mission or purpose of my organization makes me feel my job is important.
(1) (2) (3) (4) (5)
9. My associates or fellow employees are committed to doing quality work.
(1) (2) (3) (4) (5)
10. In the last six months, someone at work has talked to me about my progress.
(1) (2) (3) (4) (5)
11. This last year, I have had opportunities at work to learn and grow.
(1) (2) (3) (4) (5)
13 | P a g e

Limitations:
In every project work there is some kind of limitations which affect the accuracy of
work. Same in this project work some of the limitations are faced which are as
following:
 The time period is restricted to 30 days
 My internship is restricted to only one branch of infinit skills.
 I was asked to do for a limited number of employees that is in mytrivanam
branch only.
 Timings for collecting the information from the employees was very limited
i.e. 3pm to 5pm
 Employees were always busy with their work which did not allowed me to
talk with them and collect the information.
 The findings cannot be generalized, as it takes only 50 respondents.
14 | P a g e

Review of Literature:
Title
Employee Engagement: A comparative study on selected on
selected Indian organizations
By
Tejvir Singh
Pankaj Kumar
Pushpendra Priyadarshi
Rafferty et al. (2005) indicates that the concept of employee engagement
originated from consultancies and survey houses rather than academia. Employee
Engagement goes further in commitment and organizational citizenship behavior,
these two are the foundation of employee engagement.
Commitment
Silverman (c.f., Robinson et al., 2004) notes that recent research on organizational
commitment stresses its multidimensional nature that implies it cannot be realized
through one single human resource (HR) policy. People are motivated by a range
of factors, which differ from person to person. Commitment and engagement are
not considered to be the same. While commitment is an important element of
engagement, engagement is considered to be much more. Tamkin (2005) reviews
commitment in the literature and highlights an early model by Allen and Meyer
(1990), which defines three types of commitment:
15 | P a g e

Affective commitment: employees feel an emotional attachment towards an
organization.
Continuance commitment: the recognition of the costs involved in leaving an
organization; and
Normative commitment: the moral obligation to remain with an organization
Organizational Citizenship Behavior (OCB)
The review of OCB Literature by Barkworth (c.f., Robinson et al., 2004, Appendix
2) defines its key characteristic as behavior that is discretionary or 'extra -role', so
that the employee has a choice over whether they perform such behavior .These
behaviors include voluntarily helping of others, such as assisting those who have
fallen behind in their work, and identifying and stopping work -related problems in
the first place. As these types of behavior are not normally part of the reward
system, absence of such behaviors is therefore not punishable by the organization
but performance of them should lead to effective running of it.
16 | P a g e

Title
Employee engagement: The key to realizing competitive advantage
A MONOGRAPH BY:
Richard S.wellins, Ph.D., senior vice president of global marketing and new
business development Paul Beranthal, Ph.D., manager of center for applied
behavioral research mark Phelps, senior consultant development dimensions
international
Defining employee engagement: DDI defines engagement as “the extent to which
people enjoy and believe in what they do and feel valued for doing it.”
Enjoyment: People tend to receive more pleasure and satisfaction from what they
do if they are in jobs or roles that match both their interests and their skills.
Belief: If people feel they are making meaningful contributions to their jobs, their
organizations, and society as a whole, they tend to be more engaged. The
connection between what people does every day and the goals and mission of the
organization is crucial to engagement
Value: People want to be recognized and rewarded for their contributions.
Rewards and recognition come in many forms, including competitive
compensation packages, a healthy work/life balance, and V.I.P. sales trips. But
perhaps more important is the heightened sense of worth employees feel when
their leaders take just a few minutes to let them know that they are doing a great
job and that their contributions are valued and appreciated.
17 | P a g e

Why you should care:
 People have become the primary source of competitive advantage.
 Retention and the war for talent
 Popular appeal.
 Overwhelming impact
18 | P a g e

FIGURE 1: DDI’s Engagement Value Proposition
19 | P a g e
ENGAGEMENT DRIVERS
 Right Employees in the Right Jobs
 Exceptional Leadership
 Organizational Systems and
Strategies
WORK ENVIRONMENT
 Aligned Effort and Strategy
 Empowerment
 Teamwork/Collaboration
 Growth and Development
 Support and Recognition
ENGAGED EMPLOYEES
 Greater Loyalty
 Enhanced Effort
ORGANIZATIONAL SUCCESS
 Satisfied/Loyal Customers
 Increased Retention
 Higher Profits and Profitability
 Revenue Growth

Title
Leveraging employee engagement for competitive advantage:
HR’s strategic role
Employee engagement is a key business driver for organizational success. High
levels of engagement in domestic and global firms promote retention of talent,
foster customer loyalty and improve organizational performance and stakeholder
value. A complex concept, engagement is influenced by many factors—from
workplace culture, organizational communication and managerial styles to trust
and respect, leadership and company reputation.
Employee engagement has emerged as a critical driver of business success in
today’s competitive marketplace. Further, employee engagement can be a deciding
factor in organizational success. Not only does engagement have the potential to
significantly affect employee retention, productivity and loyalty, it is also a key
link to customer satisfaction, company reputation and overall stakeholder value.
Thus, to gain a competitive edge, organizations are turning to HR to set the agenda
for employee engagement and commitment. Research shows that the connection
between an employee’s job and organizational strategy, including understanding
how important the job is to the firm’s success, is the most important driver of
employee engagement. In fact, employees with the highest levels of commitment
perform 20% better and are 87% less likely to leave the organization, which
indicates that engagement is linked to organizational performance
20 | P a g e

Title
Employee Engagement - Competence Trust and Confidence Trust - Why
Leaders Need Both
By Elizabeth Black
Employee engagement is the degree to which employees work with passion and
feel a profound connection to their company. Gallup International recently reported
that businesses in the top 24% of employee engagement had fewer turnovers and a
higher percentage of customer loyalty, profitability and revenue.
In organization's today, trust is a two-way street. Employees want to work for a
manager and for an organization they can have trust in, and managers want to be
able to trust their employees. The problem is that trust is a nebulous concept --not
unlike honesty, energy and commitment. We value these attributes in our
employees and colleagues, but we don't all agree on what constitutes them. Many
of us say, "We'll know it when we see it" or "I trust everyone until they prove me
wrong."
One useful way to define "trust" is to segment it into two types of trust: confidence
trust and competence trust.
Confidence trust: It is the belief that you can count on the other person to do the
right thing or act in positive, ethical ways.
Competence trust: It is belief in the person's capability to do the job or to
complete the task.
21 | P a g e

Competence trust may be synonymous with one's "capabilities." Confidence trust
is synonymous with one's "willingness to do the right thing."
Communication is truly the key to building trust. As a manager, if you set specific
measurable expectations, provide both positive and corrective feedback,
understand your employees' goals and motivations and recognize and reward top
performers, you are well on your way to gain ing or sustaining the employee's trust
in you as a competent manager.
22 | P a g e

Title
Employee engagement: getting the best from your people
A Badenoch & Clark guide
According to the CIPD, employee engagement is about 'creating opportunities for
employees to connect with their colleagues, managers and wider organisation. It is
also about creating an environment where employees are motivated to want to
connect with their work and really care about doing a good job.'
In this guide they provide a no-nonsense list of things you need to consider in
pulling together an employee engagement program.
Leadership is key: Effective leadership is important if we want to maintain a high
level of employee engagement in. It's critical that the boss shows that they value
their employees, after all employee engagement is huge reflection of employee
feels about their boss. Some of the characteristics employees expect leaders to
display:
 If one offers opportunities for employees, they are more likely to be engaged
with their job and organization.
 Clarity of communication is vital.
Congratulating success and achievements.
 Leaders need to be team builders and create an environment that fosters trust
and collaboration.
 Leaders should dhow confidence in decision making and up -hold high
ethical standards to maintain their company's reputation.
23 | P a g e

Show that you have a plan: Whether in good times or bad, it's essential that
employees are made aware of your company strategy. It's very difficult for
employees to feel engaged if they don't truly understand the direction the
organization is moving in, or why. Be transparent about Your Plans and in
communicating your long term strategy. Not only will you ensure that everyone is
working towards a common goal, you demonstrate your confidence in the
organization's future as it focuses on what you can do, rather than what you can’t
particularly vital in these times of economic.
Create a sense of purpose: By understanding and believing in what the company
stands for seeing the value in its goods or services and seeing these delivered
ethically and to high standard, employees will have a clear sense of purpose and
will feel more impassioned and committed to their objectives.
Values and culture: An organization's values are its DNA: they define how the
business behaves and what it intrinsically stands for. If your employees share these
same values, of course they are more likely to believe in the organization.
Know what success looks like: clearly communicate the vision of where your
organization wants to be, and how every member of staff plays a part in achieving
that aspiration by upholding the corporate strategy. Painting a picture of what
success looks like - at an individual, team, divisional and corporate level - will help
keep it real and ultimately achievable. Ensure there are milestones and make these
even more tangible by showcasing individual and corporate successes along the
way. Charting progress and recognizing key milestones will help foster unilateral
positivity, pride and a sense of achievement.
24 | P a g e

Offer recognition: Having an ongoing program for recognizing employees can be
effective in creating a culture of appreciation and a highly motivated workforce.
Recognizing employees doesn't need to be an expensive exercise and it's often the
personal touch which makes all the difference.
Performance Management: Employees want to know where they stand and how
they are doing. And they deserve to know too. Regular feedback on both an
informal and formal basis is essential. Creating an ongoing adult to adult dialogue
around reasonable yet stretching goals and performance improvements is a
necessary part of any manager’s role.
25 | P a g e

Industry profile:
The HR industry: An introduction
While there is no uniform definition for the HR solutions industry, for the purpose
of this report, we may define it as the rewards derived from any decision on buying
services for any part of the human capital value chain. The HR solutions industry
can be broadly divided into two main functions — permanent recruitment of
executives and professionals, and temporary recruitment, specializing in
professional and general staffing.HR solutions are being increasingly viewed as a
distinct industry with the role of HR consultants evolving with changing market
dynamics.
 Large Indian companies are diversifying into new sectors and prefer
candidates with relevant experience. However, since their HR function find
it difficult at times to source candidates from the large and geographically
dispersed talent pool, companies are increasingly looking at external help.
This change in approach and mindset has made sourcing a relatively
complex activity, resulting in companies increasingly partnering with
recruitment consultants with a global footprint or access to global databases
to source the right candidates.
 The service industry is a people-driven one and is clocking double-digit
growth. The service industry has a large manpower requirement, which
facilitates the need for a large HR function to fulfill its growing needs. Since
recruitment is not a recurring activity and is a function of economy and a
company‘s growth plans, companies prefer to partner with consultants to
source the right candidates as and when required, and have their HR function
focus on the core and strategic activities of selection, planning and retention.
27 | P a g e

 Temporary staffing is a growing human resource trend and the phenomenon
is finally catching up in India. While industry experts estimate employee
leasing to be a US$140 billion business worldwide, the domestic staffing
industry has yet to witness large figures. The scenario is however set to
change as companies are increasingly partnering with consultants, and
experts expect that in the near future, 2.5%-3%1 of the workforce in the
country will be hired on a temporary basis.
28 | P a g e

Company profile
Infinit skills is a key regional player in providing student services. It operates
within three main divisions.
 Academic projects/internships
 Professional Training Courses
 Placement services
All divisions serve a wide range of local and national clients and recognized as
market leaders in multiple business areas. Our daily challenges are acquiring the
most up-to-date knowledge of the latest technologies and utilizing this knowledge
to maximize the value added services to our clients.
Professional Training Courses:
The Student training Division provides trainings on various subjects that shape a
student's studies. The goal of each course is to develop concrete, individual
strategies in groups that you can immediately try out and review in your everyday
university life. Active participation and discussion with each other is a crucial
requirement. All trainings will be provided by real-time consultants.
Exclusive Features of Infinit skills:
 Innovative and distinctive Curriculum designed by eminent Scholars
 Highly accomplished and prominent Corporate Trainers with excellent
credentials
 Personalized and caring Training Environment
 Unique and superior Training Techniques/Methodology
 Efficient Counseling Services at no additional charge
 Availability of high quality learning materials developed by distinguished
Experts.
29 | P a g e

Theoretical aspects related to the study:
Employee Engagement: Is the art and science of engaging people in authentic and
recognized connections to strategy, roles, performance, organization, community,
relationship, customers, development, energy, and well-being as we leverage,
sustain, and transform our work connections into results.
Employee engagement model:
 The zinger Employee Engagement Model
The 14 employee engagement elements and symbols for each element:
31 | P a g e
Achieve results. Employee Engagement is directed towards achieving results. The
first key of the model is on the far right hand side and begins with the results the organization,
department, team, or individual wants to achieve. The key question for this part of the model is:
What do you want achieve and how will you know when you achieve it?

32 | P a g e
Craft strategy. From the far right hand side of the model we move back through the
model to the far left hand side of the model. To achieve results we need to craft a strategy to get
there. How will we get those results and does everyone know the organization’s intentions and
plans? Is our strategy engaging and will we have high enough employee engagement to fulfill
the strategy?
Connect. A central key of employee engagement is connection. In some ways
connection is synonymous with engagement. How well are employees connected to the other
elements of engagement ranging from their organization to genuine happiness? Connect starts
the central keys of CARE embedded in the employee engagement model.
Authentic. Authenticity is the A of CARE. Employee engagement must be
authentic. Employees and customers can spot phony from a mile away or even in a moment of
time. We must transcend superficial relationships, community or happiness towards engagement
that is heartfelt. Powerful engagement is real and robust.
Recognition. The R in the core of CARE is recognition. Potent employee
engagement requires powerful recognition. We are talking about a lot more than long service
awards or pens. Are employees fully seen and acknowledged? Do employees see the importance
of what they are doing and how their work connects to results?
Engage. CARE ends with the E of engage. We so often talk about “engagement”
and substitute the verb of working (engage) for a static noun (engagement). Engage focuses on
the actions of engagement. Engagement is not a one-time survey measure or a steady state. To
engage is to fully experience and contribute to the dynamic elements of work.

33 | P a g e
Enliven work roles. We have various roles that we must fulfill to fully engage. A
role is a set of behaviors, rights and obligations at work. We must guard against too many roles
or role overload while also fully being in the roles that contribute to results, relationships, and
engagement. Sometimes leaders and managers are almost impervious to their role as employee
too.
Excel at performance. Engagement for results can contribute to effective
performance management. Performance demonstrates our engagement while engagement can
help us excel at performance. Good employee engagement should foster star performers. We
want to help each employee become a star performer to benefit customers, the organization, and
themselves.
Esteem organization. How aligned is the employee with the organization? Is there
a mesh between the organizational and individual brand? Do employees feel that they are a part
of the organization or apart from the organization? Are they proud to work for their organization
and equally proud to recommend their organization and be constant ambassadors for the
organization?
Foster community. A strong key of employee engagement is our connection to
relationships and community. These relationships and community can be personal and social
media. Do we build relationships and results? The essence of work is relationships and
community. Organizations that do not transform themselves into communities are in danger of
becoming obsolete or ignored.
Serve customers. We want employees to serve the organization’s customers and
there are very strong relationships between employee engagement and customer engagement.
Does the employee feel served by the organization and management so much so that they in turn
offer the same level of service to the external and internal customers.

34 | P a g e
Develop career. Work should offer benefits back to employees. Employees should
experience both personal and professional development through work ranging from courses and
learning to develop their own strengths, value, visibility, and engagement. We spend so much
time at work and work should help us become all we are capable of becoming.
Leverage energies. The raw material of engagement is energy. Do we have the
energy to fully engage? Do we offer the organization an energy gain or do we deplete the energy
of our peers? Powerful engagement involves mastery of physical, mental, emotional, spiritual,
and organizational energy. Energy not time is the vital resource for engaged working.
Experience Well-Being. Ultimately work should contribute to employee well-being.
Employees need to both engage in and experience healthy well-being. An organization’s results
are dependent upon the health and productivity of individual employees.

Data Analysis:
1. At work, I have the opportunity to do what I do best every day
Strongly disagree
Interpretation:
A good way of promoting this is to discuss what each person believes his or her
leading strengths are, in terms of skills, knowledge, and innate talents. Writing
these strengths down often helps.
From this question, 34 people out of 60 which are 68% agreed with the fact that
has ample opportunities to prove themselves daily throughout different projects
and assignments. On the other hand only 17 people opposed the opinion. As the
percentage is low, so it is assumed most of the employees are engaged.
36 | P a g e
0%
Disagree
0%
Neither agree nor
disagree
11%
Agree
Strongly agree 32%
57%
Survey

2. In the last seven days, I have received recognition or praise for doing
good work.
Interpretation:
Workplaces that excelled in this question relied on forms of recognition that are
specific, predictable, frequent, and immediate. Many wonder how often people
should be praised, but a good rule of thumb is about once a week.
From this question, 35 people out of 60 which are 70% agreed with the fact that in
the last seven days, they got Kudos for their performances. On the other hand only
16 people opposed the opinion. As the percentage is low, so it is assumed most of
the employees are engaged.
37 | P a g e
Strongly disagree
3%
Disagree
19%
Neither agree nor
disagree
13%
Agree
23%
Strongly agree
42%
Survey

3. My supervisor, or someone at work, seems to care about me as a person.
Interpretation:
A productive workplace is one in which people feel safe. It is said that, “people
leave managers, not company”. Relationships are the bond that holds great
workplaces together.
they are cared by their supervisors or someone who is superior to them. It
motivates the employees more and the outcome brings positive impact for the
company. On the other hand only 14 people opposed the opinion. As the
38 | P a g e
Strongly disagree
4% Disagree
8%
Neither agree nor
disagree
12%
Agree
36%
Strongly agree
40%
Survey

4. There is someone at work who encourages my development.
Interpretation:
Strongly agree
30%
their development is backed by someone superior from the organization. It
39 | P a g e
Strongly disagree
2%
Disagree
18%
Neither agree nor
disagree
30%
Agree
20%
Survey

5. At work, my opinions seem to count.
Interpretation:
their development is backed by someone superior from the organization. It
40 | P a g e
Strongly
disagree
14%
Disagree
7%
Neither agree
nor disagree
14%
Agree
28%
Strongly agree
37%
Survey

6. The mission or purpose of my organization makes me feel my job is
important.
Interpretation:
This question measures a key source of motivation for work groups —the idea that
their organization represents values that they themselves share. Individual
achievement is great, but we are likely to stay committed longer if we feel we are
part of something bigger than ourselves.
From Q8, 36 people out of 60 which are 72% agreed with the fact that their job
description perfectly match with the organization’s goal. On the other hand only 15
people opposed the opinion. As the percentage is low, so it is assumed most of the
employees are engaged.
41 | P a g e
Strongly disagree
4%
Disagree
10% Neither agree nor
disagree
10%
Agree
50%
Strongly agree
26%
Survey

7. My associates or fellow employees are committed to doing quality work.
Interpretation:
Work groups are capable of accurately evaluating their own performance, as well
as that of their teammates. The best place to start is with customers, both internal
and external.
From this question, 37 people out of 60 which are 72% agreed with the fact that all
the employees are helped by their fellow workers. On the other hand only 14
people opposed the opinion. As the percentage is low, so it is assumed most of the
employees are engaged.
42 | P a g e
Strongly disagree
0%
Disagree
13%
Neither agree nor
disagree
3%
Agree
40%
Strongly agree
44%
Survey

8. In the last six months, someone at work has talked to me about my
progress.
Interpretation:
It is realized that all need feedback to know how far they have come. Everyone
needs sign to track the progress.
From this question, 39 people out of 60 which are 80% agreed with the fact that all
the employees got last 6 months performance review. As it has Quarter wise rating,
Mentor program, so employees always get feedback about their work. On the other
hand only 12 people opposed the opinion. As the percentage is low, so it is
assumed most of the employees are engaged.
43 | P a g e
Strongly disagree
0%
Disagree
0%
Neither agree
nor disagree
18%
Agree
42%
Strongly agree
40%
Survey

9. This last year, I have had opportunities at work to learn and grow
.
Interpretation:
Engaged work groups need to feel that their job contributes in some way to their
professional or personal development. Great workplaces are those in which work
groups are provided with educational opportunities.
they have learned a lot from last year. On the other hand only 13 people opposed
the opinion. As the percentage is low, so it is assumed most of the employees are
engaged.
44 | P a g e
Strongly disagree
2%
Disagree
8%
Neither agree
nor disagree
8%
Agree
28%
Strongly agree
54%
Survey

Findings:
1. Majority of the employees (88%) believe that the company helped them to
build their skills sets and providing training and that is valuable to them.
2. Employees (93%) believe that their supervisor or someone at work seems to
care about them as person.
3. (85.4%) believe that their fellow employees are committed to do quality
work
4. Employees(73.8%)believe that the compensation is proportional to the
contribution they make
5. Employees (81%) believe that senior level management is open, transparent
and open in communication.
6. Employees (85%)believe that their company is a great place to work
7. Employees (94.4%) believe that their company has good image and
reputation.
8. HOD’S (89%) and senior managers feel that mission and vision of the
company makes their job important.
46 | P a g e

Suggestions:
In most of the findings majority of the employees have given the positive response
but still the responses which have lower than 85% positive feedback, company
needs to concentrate on that like
1. Companies also needs to focus on its retention policies because whatever
reason is there for the staying back in the company
2. Company needs to align the employees with the organization’s value with
the help of counseling so employee scan get closer to company.
3. Again there are also a good number of actively disengaged & not engaged
people according to the survey question. So infinit skills being an employer
of choice should focus more on increasing the employee active participation
& engagement to achieve the organizational goals & objectives
4. Also the employees should be given more flexible way of delivering the best
in their own method & way.
5. It is also important to make the employees feel that their contribution is very
important & valuable to their company.
47 | P a g e

Conclusion:
Every organization wants to be ahead in this competitive market and for the same
organization needs to have the well engaged employees. The engagement of
employees depends on the different aspects (PMS, T&D and commitment) as I
have studied in this research. There is no doubt that well engaged employees are
valuable asset to the company and thereby the growth chances of the organization
increases simultaneously.
With this effect every organization should understand the importance of engaged
employees and they should implement the different policies for the effective
employee engagement in the organization. With the help of this study I found that
“Infinit Skills” has an effective engaged employee staffs which will defiantly help
the organization to grow in this organization.
48 | P a g e

Bibliography:
Websites:
1. Company Profile [Internet].
Available from: http://www.Infinitskills.com/ [Accessed 4th August 2014].
2. Industry Review [Internet].
Available from:
http://en.wikipedia.org/wiki/Human_resource_consulting
[Accessed 5th August 2014].
3. Theoretical concepts related to study [Internet]:
Available from: http://www.davidzinger.com/page/11/?s=strengths
[Accessed on 1st October 2014].
4. Literature Review [Internet]:
49 | P a g e
i. Available from: hhtp://EzineArticles.com/[Accessed on 8th
October 2014].
ii. Available from:
https://www.ddiworld.com/DDIWorld/media/monographs/employ
eeengagement_mg_ddi.pdf?ext=.pdf/[Accessed on 6th October
2014].
iii. Available from: hhtp://opcup.com [Accessed on 8th October
2014].
Articles:
 The Icfai University Press, HRM Review, August 2009
 The Icfai University Press, HRM Review, December 2009
 Richard S wellins, Paul Berthal & Mark Phelps, Development Dimension
International, Inc.
 Scottish Executive Social Research, May 2009
 Dr.S Renuga Devi & Mr. N Bharti, Abhigyaan, Prabandhan, vol 2, No-4
July-august 2009.

Employee engagement report

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Destaque

Destaque (20)

Semelhante a Employee engagement report

Semelhante a Employee engagement report (20)

Mais de SripRiya Iduri

Mais de SripRiya Iduri (7)

Employee engagement report