CHAPTER 1

INTRODUCTION

INTRODUCTION

Employee engagement refers to the extent to which an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through his/her actions as an employee and his/her attitude towards the employer and customers. Also called work engagement or worker engagement, it is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers his organization's interests. He/she is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organization. Thus, employee engagement may be viewed as a positive attitude held by the employee towards the organization and its values. It requires a two-way relationship between the employer and the employee.

Features of Employee Engagement: Understanding of business context and the bigger picture Respectful of, and helpful to, colleagues Willingness to go the extra mile Belief in the organization Desire to work to make things better Keeping up to date with developments in the field

Aspects: There are three basic aspects of employee engagement: The employees and their own unique psychological make-up and experience The employers and their ability to create the conditions that promote employee engagement Interaction between employees at all levels

Categories of Employee Engagement: According to the Gallup the Consulting organization there are there are different types of people: Engaged Employees Not Engaged Employees Disengaged Employees

Engaged Employees: Are builders Want to know the desired expectations for their role so they can meet and exceed them Are naturally curious about their company and their place in it Perform at consistently high levels Want to use their talents and strengths at work every day Work with passion and they drive innovation and move their organization forward
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Not-Engaged Employees: Tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish Want to be told what to do just so they can do it and say they have finished Tend to feel their contributions are being overlooked and their potential is not being tapped Generally dont have productive relationships with their managers or with their coworkers

Actively Disengaged Employees: Are the cave dwellers Consistently against virtually everything Sow seeds of negativity at every opportunity Undermine what their engaged coworkers accomplish

Diagnostic Tools Training and development Performance management Communication Equal opportunity Fair treatment Pay and benefits
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Health and safety Cooperation Family friendliness Job satisfaction Immediate management

Engagement Approaches: Employee engagement approaches for new employees: Best practice recommends starting right at the selection or recruitment stage with: The right person and giving them a realistic job preview A strong induction and orientation programme Rigorous training and development, from technical to soft skills to leadership development programmes. Regular technical/soft-skill updates Certification programmes to drive people towards excellent performance
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Employee engagement approaches for all employees: Beyond initial recruitment and induction, employee engagement activities can be broken into a number of groups. These include: Communication activities: Communication forums; In-house magazines; On-line communications, including discussion boards and blogs by company personnel; Monthly updates on corporate goals and directions; Regular employee opinion and satisfaction surveys; Active soliciting of employee feedback, including opinions and pet peeves etc. Reward schemes: Compensation and benefit programmes; Stock ownership and profit sharing; Recognition programmes; Idea collection schemes linked to rewards for idea generation; Long service and good performance awards. Activities to build the culture of the organization: Clear and humane HR policies; Pro-social corporate objectives; Corporate Social Responsibility; Equal opportunities policies and practices; Initiatives to maintain the quality of work-life and a balance between personal/professional lives; Developing a safe, clean and inspiring work environment; Demonstrating a commitment to employees well being. Team building activities: Small team recreational activities, such as trips to the cinema; Social activities, such as family gatherings; Community outreach activities such as volunteering and fund-raising. Leadership development activities: Effective Leadership; Effective Performance Management; Fair evaluation of performance; Empowerment through effective delegation; Coaching and mentoring activities to give honest feedback by supervisors and peers; An open and transparent culture to empower people and develop entrepreneurs.

10 C's of Employee Engagement:

Connect: Leaders must show that they value employees. Employee engagement is a direct reflection of how employees feel about their relationship with the immediate boss.

Career: Leaders should provide challenging and meaningful work with opportunities for career advancement. Most people want to do new things in their job.

Clarity: Leaders must communicate a clear vision. Success in life and organizations is, to a great extent, determined by how clear individuals are about their goals and what they really want to achieve.

Convey: Leaders clarify their expectations about employees and provide feedback on their functioning in the organization.

Congratulate: Exceptional leaders give recognition, and they do so a lot; they coach and convey.

Contribute: People want to know that their input matters and that they are contributing to the organization's success in a meaningful way.

Control: Employees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control.

Collaborate: Studies show that, when employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams which lack good relationships.

Credibility: Leaders should strive to maintain a companys reputation and demonstrate high ethical standards.

Confidence: Good leaders help create confidence in a company by being exemplars of high ethical and performance standards.
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Advantages: Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success Will normally perform better and are more motivated There is a significant link between employee engagement and profitability It builds passion, commitment and alignment with the organizations strategies and goals Increases employees trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes the employees effective brand ambassadors for the company Employees form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels FACTORS CONTRIBUTING TO HIGHER EMPLOYEE ENGAGEMENT: Following are some common factors hat drive engagement across an organization: Understanding of corporate goals/mission Understanding of job and how it contributes to overall corporate goals Clear communication of goals, expectations, directions Job design
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Job fit Support and tools Independence & innovation Relationship with boss/direct reports Clear feedback on performance Recognition Learning and development opportunities Opportunities for advancement Pride in the organization Employee input Employee involvement in decision making Work-life balance Workplace culture/morale Co-worker relationships/good team environment Fair HR practices

Outcomes of Engagement:

Staff is able to get involved in the organization and feel that it is genuinely participating and contributing to its performance

Staff has a pride in its organization and endorses it as a place to work and do business with people outside the organization

Staff demonstrates real commitment to its job and the organization and is prepared to go the extra mile.

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Difference between Employee Engagement and Employee Satisfaction:

Problems in Engagement: Hurdles in the following areas may be identified: Communications Nature of Work Rewards and Recognition Attendance Turnover

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Benchmarking Benchmarking is the process of comparing the cost, cycle time, productivity, or quality of a specific process or method to another that is widely considered to be an industry standard or best practice. Essentially, benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard. The result is often a business case for making changes in order to make improvements. Benchmarking is most used to measure performance using a specific indicator resulting in a metric of performance that is then compared to others. Also referred to as "best practice benchmarking" or "process benchmarking", it is a process used in management and particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice, usually within a peer group defined for the purposes of comparison. This then allows organizations to develop plans on how to make improvements or adopt best practice, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to challenge their practices. Methodology Robert Camp developed a 12-stage approach to benchmarking: 1. Select subject ahead 2. Define the process 3. 4. Identify potential partners Identify data sources

5. Collect data and select partners 6. Determine the gap 7. Establish process differences 8. Target future performance 9. Communicate
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10. Adjust goal 11. Implement 12. Review/recalibrate. The following is an example of a typical benchmarking methodology: 1) Identify your problem areas: Before embarking on comparison with other organizations it is essential that you know your own organization's function, processes; base lining performance provides a point against which improvement effort can be measured.

2) Identify other industries that have similar processes: For instance if one were interested in improving hand offs in addiction treatment he/she would try to identify other fields that also have hand off challenges.

3) Identify organizations that are leaders in these areas: Look for the very best in any industry and in any country. Consult customers, suppliers, financial analysts, trade associations, and magazines to determine which companies are worthy of study.

4) Survey companies for measures and practices: Companies target specific business processes using detailed surveys of measures and practices used to identify business process alternatives and leading companies.

5) Visit the "best practice" companies to identify leading edge practices: Companies typically agree to mutually exchange information beneficial to all parties in a benchmarking group and share the results within the group.

6) Implement new and improved business practices: Take the leading edge practices and develop implementation plans which include identification of specific opportunities, funding the project and selling the ideas to the organization for the purpose of gaining demonstrated value from the process
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CHAPTER 2

RESEARCH DESIGN

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RESEARCH DESIGN
TITLE OF THE PROJECT A STUDY ON EMPLOYEE ENGAGEMENT PRACTICES AT TATA CONSULTANCY SERVICES, INDIA, BANGALORE INTRODUCTION: Employee engagement refers to the extent to which an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through his/her actions as an employee and his/her attitude towards the employer and customers. Also called work engagement or worker engagement, it is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers his organization's interests. He/she is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organization. Thus, employee engagement may be viewed as a positive attitude held by the employee towards the organization and its values. It requires a two-way relationship between the employer and the employee.

STATEMENT OF PROBLEM
Managerial practices across the globe are experiencing a revolution. Workplace styles and practices of leadership, work processes and everything else related to work is witnessing rapid changes. The degree of changes in these variables may vary from industry to industry or a corporate house to another but managements are putting their efforts to understand, equip and to act to emerge a winner out of the situation. At the core of their efforts is the realization that employees are their most valuable assets. Hence a study on Employee engagement activities holds high value for a company in retention of employees and high performance of the company.

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OBJECTIVES OF STUDY
To evaluate existing employee engagement practices at TCS India, Bangalore branch and to make suggestions regarding the best practices as to the same. To study the impact of the rising cost cutting on the engagement measures adopted by organizations. To establish the relationship between organizations engagement programmes and their respective annual attrition rates. To study the relative importance of each of the factors influencing engagement: Salary and Monetary Benefits, Rewards and Recognition, Training and Development, Communication, Family Friendliness, Performance Management.

Research Design:
Qualitative Research: Through company website and Personnel Manual Quantitative Research: Designs used- Exploratory

DATA COLLECTION SOURCES:

Primary data: The steps undertaken for conducting the research were as follows: Formulation of questionnaire in accordance with the desired responses Questionnaire distribution and data collection Data classification and arrangement Data analysis Interpretation and ascertainment of inferences based upon the data analysis.
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Secondary data Journals and research papers Newsletters TCS intranet-HR section and other websites pertaining to human resource Academic books based on research methodology and HR.

Sampling Technique: Non-probability judgmental sampling. The size of the sample was limited to 30.

PLAN OF ANALYSIS
The collected data is tabulated and analyzed. Necessary graphs and diagrams are prepared for analysis. Inferences are drawn based on the analysis.

LIMITATIONS OF THE RESEARCH

The area of the study was very vast and hence an in-depth analysis of the system and the process was not possible in the time limit of two months. Limitations of the data collection method are: Limited area coverage. As TCS is spread across nations it was practically impossible to study the engagement activities across all branches as every demography would adopt different measures. Hence the study was limited to Indian outfit of the organization.
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Surveyors personal biasness. As the area to be covered was large, and due to unavailability of time and optimum resources, it was inconvenient for us to collect the responses from all the divisions of the branch. Respondents personal biasness. The respondents perceived the survey with suspicion, cynicism and indifference. For them these processes were time consuming and ineffective. In such kind of survey it was very difficult to get 100% correct opinions and bias may exist. The other main limitation was the Unavailability of the concerned officials at times. As the responses had to be collected from the HR managers, rather than the employees, it was difficult to convince them regarding its importance.

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CHAPTER 3

COMPANY PROFILE

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COMPANY PROFILE
Tata Consultancy Services Limited (TCS) is an Indian IT services, business solutions and outsourcing company headquartered in Mumbai, India. TCS is the largest provider of information technology in Asia and second largest provider of business process outsourcing services in India. TCS has offices in 47 countries with more than 142 branches across the globe. The company is listed on the National Stock Exchange and Bombay Stock Exchange of India. TCS is one of the operative subsidiaries of one of India's largest and oldest conglomerate company, the Tata Group or Tata Sons Limited, which has interests in areas such as energy, telecommunications, financial services, manufacturing, chemicals, engineering, materials, government and healthcare.

Tata Consultancy Services started in 1968. Mr.F.C Kohli who is presently the Deputy chairman was entrusted with the job of steering TCS. The early days marked TCS resonsibility in managing the punch card operations of Tisco. The company, which was into management consultancy from day one, soon felt the need to provide solutions to its clients as well.TCS was the first Indian company to make forays into the US market with clients ranging from IBM,American Express, Sega etc. TCS is presently the top software Company.

During the Y2K buildup, TCS had setup a Y2K factory in Chennai as a short-term strategy. Now, with E-business being the buzzword, the factory is developing solutions for the dotcom industries. Today, about 90 percent of TCS' revenue comes from consulting, while the rest from products. TCS has great training facilities. In addition to training around 5 percent of the revenue is spent upon its R&D centers like the Tata Research Design and Development Centre at Pune, along with a host of other centers at Mumbai&Hyderabad.

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It benchmarked its quality standing, invested heavily in software engineering practices and built intellectual property-in terms of patents, code and branded products. At the same time, it expanded its relationships with technology partners and organizations, increased linkages with academic institutions and incubated technologies and ideas of people within TCS and outside. TCS has already patented 12 E-Commerce solution product packages and has filed six more applications for patent licenses.

Over $25 million were spent on enhancing hardware and software infrastructure. The company now has 72 offices worldwide. As many as seven centers were assessed at SEI CMM Level 5 last year(3.4 mistakes in a million opportunities). These include Chennai, Mumbai, Bangalore, Calcutta, Hyderabad and Lucknow. Several business and R&D relationship with global firms like IBM, General Electric, Unigraphics Solutions have been made.

Key Dates in History

It began as the "Tata Computer Centre", for the company Tata Group whose main business was to provide computer services to other group companies. F C Kohli was the first general manager. J. R. D. Tata was the first chairman, followed by pankaj roy.

One of TCS' first assignments was to provide punched card services to a sister concern, Tata Steel (then TISCO). It later bagged the country's first software project, the InterBranch Reconciliation System (IBRS) for the Central Bank of India. It also provided bureau services to Unit Trust of India, thus becoming one of the first companies to offer

BPO services. In the early 1970s, Tata Consultancy Services started exporting its services. The company pioneered the global delivery model for IT services with its first offshore client in 1974. TCS's first international order came from Burroughs, one of the first business computer manufacturers.
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TCS was assigned to write code for the Burroughs machines for several US-based clients. This experience also helped TCS bag its first onsite project - the Institutional Group & Information Company (IGIC), a data centre for ten banks, which catered to two million customers in the US, assigned TCS the task of maintaining and upgrading its computer systems. In 1981, TCS set up India's first software research and development centre, the Tata Research Development and Design Center (TRDDC) in Pune. The first client-dedicated offshore development center was set up for Compaq (then Tandem) in 1985. In 1979, TCS delivered an electronic depository and trading system called SECOM for SIS SegaInterSettle, Switzerland. It was by far the most complex project undertaken by an Indian IT company. TCS followed this up with System X for the Canadian Depository System and also automated the Johannesburg Stock Exchange (JSE). TCS associated with a Swiss partner, TKS Teknosoft, which it later acquired. In the early 1990s, the Indian IT outsourcing industry grew tremendously due to the Y2K bug and the launch of a unified European currency, Euro. TCS pioneered the factory model for Y2K conversion and developed software tools which automated the conversion process and enabled third-party developers and clients to make use of it. In 1999, TCS saw outsourcing opportunity in E-Commerce and related solutions and set up its E-Business division with ten people. By 2004, E-Business was contributing half a billion dollars (US) to TCS. On 9 August 2004, TCS became a publicly listed company, much later than its rivals, Infosys, Wipro and Mahindra Satyam. During 2005, TCS ventured into a new area for an Indian IT services company Bioinformatics. In 2008, the company went through an internal restructuring exercise that executives claim would bring about agility to the organization. In 2011, the company entered the Small and Medium Enterprises (SME) market with cloud-based offerings.
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Indian branches TCS had development centres and/or regional offices in the following Indian cities: Ahmedabad, Baroda, Bangalore, Bhubaneswar, Chennai, Coimbatore, Goa, Gurgaon, Kochi, Kolkata, Lucknow, Mumbai, Mangalore, Noida, Pune, Thiruvananthapuram, Jaipur, Jamshedpur, Hyderabad. Global units Africa: South Africa, Morocco Asia (Outside India): Bahrain, Beijing, Hong Kong, Hangzhou, Shanghai, Indonesia, Israel, Japan, Malaysia, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand, UAE (Dubai) Australia: Australia Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland, Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United Kingdom North America: Canada, Mexico, USA South America: Argentina, Brazil, Chile, Colombia, Ecuador, Uruguay, Peru Innovation and R&D Tata Research Development and Design Center TCS established the first software research center in India, the Tata Research Development and Design Center, in Pune, India in 1981. TRDDC undertakes research in Software Engineering, Process Engineering and Systems Research. Researchers at TRDDC also developed Master-Craft (now called TCS Code Generator Framework) a Model Driven Development software that can automatically create code based on a model of a software, and rewrite the code based on the user's needs.
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Research at TRDDC has also resulted in the development of Sujal, a low-cost water purifier that can be manufactured using locally available resources. TCS deployed thousands of these filters in the Indian Ocean Tsunami disaster of 2004 as part of its relief activities. This product has been marketed in India as Tata swach, a low cost water purifier. Innovation In 2007, TCS launched its Co-Innovation Network, a network of TCS Innovation Labs, startup alliances, University Research Departments, and venture capitalists. In addition to TRDDC, TCS has 19 Innovation Labs based in three countries. TCS Innovation Lab, Convergence: Content management and delivery, convergence engines, networks such as 3G, WiMax, WiMesh, IP Testing for Quality of Service, IMS, OSS/BSS systems, and others. TCS Innovation Lab, Delhi: Software Architectures, Software as a Service, natural language processing, text, data and process analytics, multimedia applications and graphics. TCS Innovation Lab, Embedded Systems: Medical electronics, WiMAX, and WLAN technologies. TCS Innovation Lab, Hyderabad: Computational methods in life sciences, metagenomics, systems biology, e-security, smart card-based applications, Linux and open source,digital media protection, nano-biotechnology, quantitative finance. TCS Innovation Lab, Mumbai: Speech and natural language processing, wireless systems and wireless applications. TCS Innovation Lab, Insurance - Chennai: IT Optimization, Business Process Optimization, Customer Centricity Enablers, Enterprise Mobility, Telematics, Text Analytics, 2D Barcodes, Mashups, Innovation in Product Development and Management (PLM) for Insurance.
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TCS Innovation Lab, Chennai: Infrastructure innovation, green computing, Web 2.0 and next-generation user interfaces. TCS Innovation Lab, Peterborough, England: New-wave communications for the enterprises, utility computing and RFID (chips, tags, labels, readers and middleware). TCS Innovation Lab, Mysore: Speech and natural language processing, wireless systems and wireless applications. TCS Innovation Lab: Performance Engineering, Mumbai: Performance management, high performance technology components, and others. TCS Innovation Lab, Cincinnati, United States: Engineering and Manufacturing IT solutions. Some of the assets created by TCS Innovation Labs are DBProdem, Jensor, Wanem, Scrutinet In 2008, the TCS Innovation Lab-developed product, mKrishi, won the Wall Street Journal Technology Innovation Award in the Wireless category. mKrishi is a service that would enable India's farmers to receive useful data on an inexpensive mobile device. TCS' Co-Innovation Network partners include Collabnet, Cassatt, MetricStream, academic institutions such as Stanford, MIT, various IITs, and venture capitalists like Sequoia and Kleiner Perkins

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Key facts about the company: Tata Consultancy Services Limited

Type

Public (BSE: 532540, NSE: TCS) IT services IT consulting 1968 JRD Tata Mumbai, Maharashtra, India Worldwide Ratan Tata (Chairman)

Industry

Founded Founder(s) Headquarters Area served

Key people

S Ramadorai (VC) N. Chandrasekaran (CEO & MD) TCS Bancs

Products

Digital Certification Products Healthcare Management Systems

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Outsourcing Services BPO Software Products Revenue Profit Total assets Total equity Employees Parent Website US$ 8.2 billion (2011) US$ 1.9 billion (2011) US$ 6.084 billion (2010) US$ 4.181 billion (2010) 200,000+ (April 2011) Tata Group TCS.com

COMPANY STATEMENTS Vision Statement Glorify God by providing our clients with exceptional IT services that exceed their expectations, while creating fun, challenging and rewarding place to work for employees. Mission Statement The mission of TCS is to build and maintain healthy IT Platforms that exceed our partners' expectations. TCS is a technology architecture implementation and management firm who understands the importance of business dealings driven by integrity and respect. We partner with clients who recognize the significance of technology in achieving their business objectives. We bring to the partnership a portfolio of creative designs, highly skilled consultants, best-of-breed partnerships, and proven approaches to build business critical infrastructures that meet or exceed our clients expectations.
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Core Values TCS is committed to the following five Core Values:

Integrity A soundness of moral character that infuses all aspects of your business

Respect Holding in high esteem the worth of our clients and treating all we encounter as we would wish to be treated.

Excellence Delivering a quality and consistency of service that exceeds expectations

Critical Thinking Actively and skillfully conceptualizing, applying, analyzing and synthesizing information on our customers' behalf

Communication Imparting and exchanging information both internally and externally to offer our clients exceptional Informational Technology services
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Organizational Structure

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Board of Directors Non-Executive Board Members Ratan N Tata, Chairman

S Ramadorai, Vice Chairman

Laura Cha, Director Prof. Clayton M Christensen, Director Aman Mehta, Director Dr. Ron Sommer, Director Venkatraman Thyagarajan, Director Dr. Vijay Kelkar, Director Ishaat Hussain, Director

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Executive Board Members N Chandrasekaran, Chief Executive Officer and Managing Director S Mahalingam, Chief Financial Officer and Executive Director Phiroz A Vandrevala, Executive Director and Head, Global Corporate Affairs

Functional Divisions
Areas of business Services TCS helps clients optimize business processes for maximum efficiency and galvanize their IT infrastructure to be both resilient and robust. TCS offers the following solutions: IT services IT infrastructure services Enterprise solutions Consulting Business process outsourcing Business intelligence and performance management Engineering and industrial services IT and business solutions for small and medium business enterprises

Industry verticals TCS has the depth and breadth of experience and expertise that businesses need to achieve business goals and succeed amidst fierce competition. TCS helps clients from
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various industries solve complex problems, mitigate risks, and become operationally excellent. Some of the industries it serves are: Banking and financial services Insurance Telecom Media and information services Government Healthcare and life sciences Energy and utilities Retail and FMCG Travel, transport and hospitality Manufacturing High-tech and professional services

Products TCS Financial Solutions (TCS Bancs)

Subsidiaries Direct subsidiaries: AP Online (India) C-Edge Technologies (India)

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CMC (India) Diligenta (UK) Exegenix Canada Inc (Canada) Tata America International Corporation (USA) Tata Consultancy Services Asia Pacific Pte (Singapore) Tata Consultancy Services Belgium SA (Belgium) Tata Consultancy Services Deutscheland GmbH (Germany) Tata Consultancy Services France SA (France) Tata Consultancy Services Netherlands BV (Netherlands) Tata Consultancy Services Sverige AB (Sweden) Tata Consultancy Services Switzerland Ltd (Switzerland) Tata Infotech (Singapore) Pte (Singapore) Tata Infotech Deutscheland GmbH (Germany) TCS FNS Pty (Australia) TCS Iberoamerica SA (Uruguay) WTI Advanced Technology (India)

Indirect subsidiaries: CMC Americas Inc (USA) Swedish Indian IT Resources AB (Sweden)
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Tata Information Technology (Shanghai) (China) Tata Consultancy Services Solution Center SA (Uruguay) TCS Argentina SA (Argentina) TCS Brazil S/C (Brazil) Tata Consultancy Services de Mexico SA De CV (Mexico) TCS Inversiones Chile (Chile) Tata Consultancy Services de Espana SA (Spain) Tata Consultancy Services Do Brasil SA (Brazil) Tata Consultancy Services Chile SA (Chile) TCS Italia SRL (Italy) Tata Consultancy Services Japan (Japan) Tata Consultancy Services Malaysia SDN BHD (Malaysia) Tata Consultancy Services Luxembourg SA Capellen (GD de Luxembourg) Tata Consultancy Services Portugal Unipesoal (Portugal) Tata Consultancy Services Chile (Chile) Comicrom SA (Chile) Sisteco SA (Chile) Syscrom SA (Chile) Pentacrom SA (Chile) Pentacrom Servicios SA (Chile)
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Custodia De Documentos Intres (Chile) Financial Network Services (Holdings) Pty (Australia) Financial Network Services Pty (Australia) Financial Network Services (Facilities Management) Pty (Australia) Financial Network Services (Europe) plc (UK) Financial Network Services Malaysia Sdn Bhd (Malaysia) TCS Financial Network Services (Indonesia) Chong Wan Investments (Hong Kong) Financial Network Services (Africa) Pty (South Africa) Financial Network Services Chile (Chile) Financial Network Services (HK) (Hong Kong)

Client Relationships ABB Agilent Technologies AGL Avis Group AVIVA Bahrain National Insurance Boots UK Ltd British Airways BT Wholesale Chrysler Cisco CTM Electronic Arts EMD
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Microsoft National Insurance Company National Grid Nature Education Numonyx NXP Semi conductors Philips Semiconductors Woolworths 3 Australia

Ferrari Scuderia ING Group Motorola Prudential Roche Pharmaceuticals Sanyo Logistics Corporation Sony United Utilities

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CHAPTER 4

ANALYSIS AND INTERPRETATION OF DATA

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a. TABLE-A containing the age group of prospective employees

Age (years)

Frequency (nos)

Percentage (%)

18-25

15

50

25-35

09

30

35-45

06

20

Analysis: From the above table it is analyzed that 15 respondents belongs to the age group of 18-25 yrs, 09 of them belongs to the age group of 25-35 yrs, 06 of them belongs to the age group of 35-45 yrs.

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CHART-A showing the percentage of age group

Percentage
18-25 25-35 35-45

Interpretation: From the above chart, it could be interpreted that the, majority of respondents age was 18-25 (50%), and some of the respondents age was 25-35 (35%) and 35-45 (15%).

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b. TABLE-B containing the educational qualification of prospective employees

Academics

Frequency (Nos)

Percentage (%)

Graduates

18

60

Post Graduates

20

Diploma Graduates

20

Analysis: From the above table it is analyzed that 18 respondents are Graduates, 6 of them are Post graduates & the other 6 are diploma graduates.

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CHART-B showing the percentage of educational qualification of prospective employees

Academics
Graduates Post Graduates Diploma Graduates

Interpretation: It is interpreted from the above analysis that 60% respondents are Graduates, 20% of them are Post graduates & the other 20% are diploma graduates.

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c. TABLE-C containing the gender/ sex of the prospective employees

Gender

Frequency (Nos)

Percentage(%)

Male

18

60

Female

12

40

Total

30

100

Analysis: From the above table it is analyzed that 18 respondents are male and remaining 12 respondents are female.

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CHART-C showing the sex percentage of prospective employees

Gender
Male Female

Interpretation: It is interpreted from the above analysis that few numbers of them are female and more number of them are male.

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EMPLOYEE ENGAGEMENT PRACTICES AT TCS

1 .Which of the following employee engagement practices are followed by your organization?

TABLE-1 showing response of employees on largely employed employee engagement practices.

Types of employee engagement practices Team meetings, Conferences Online communication Stock ownership & profit sharing Recognition progrmames 9

Frequency (Nos)

Percentage (%)

30

30

10

20

Social activities

3.3

Others

1.3

Total

30

100

Analysis: From the above table it is analyzed that 9 respondents each mentioned Team meetings,conferences & Online communications, 3 mentioned Stock ownership & profit sharing, 6 of them chose recognition programmes; & each selected recreational activities,Social activities & others as the employee engagement practices they found at the organisations.
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CHART-1 showing the percentage response of employees for the engagement practices widely employed at their organisation.

Type of Employee engagement activities

Team meetings,Conferences Online communication Stock ownership & profit sharing Recognition progrmames Recreational activities Socialn activities Others

Interpretation: Considering the above analysis, it was found that while team meetings and conferences are a feature of almost all the employees, almost half the respondents have considered online communication and recognition programmes as a recognition tool, whereas only 40% of the employees have considered stock ownership; recreational, social and community outreach activities.

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2. What percentage of the annual budget is allocated to such programmes?

TABLE 2 showing the response of employees on the annual budget allocation for employee engagement programs.

Particulars

Frequency(nos)

Percentage(%)

Below 30%

20

30% & above

20

Not Specific

30

Not Disclosed

30

Total

30

100

Analysis : As per the response based on the survey, 20% of the employees had an opinion that company spent less than 30% of their budget on engagement programmes. 20% of them felt amounts higher than this level. About 30% felt specific budgets catering to engagement initiatives. Rest of them felt that they not disclose their policy.

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CHART 2 Showing the percentage response of employees on budget allocation for engagement activities.

Allocation %

Below 30% 30% & above Not Specific Not Disclosed

Interpretation: From the above findings we can interpret that the 30 % of employees felt that budget allocation was around 30% and rest of them felt that the amount was not specific nor to be disclosed.

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3. Are your employee engagement initiatives tailored to the needs of different levels of employees?

TABLE 3 Showing response of employees response on the employee engagement initiatives

Particulars Strongly Agree

Frequency(Nos) 6

Percentage(%) 20

Agree

15

50

Neither Agree Nor Disagree

30

Strongly disagree

Disagree

Total

30

100

Analysis: The survey revealed that 50% of the companies agree that their engagement initiatives are tailored to the needs of different levels of employees. 20% say that they strongly agree while 30% neither agree nor disagree.

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CHART 3 showing percentage response of employees response on the employee engagement initiatives

Strongly Agree Agree Neither Agree Nor Disagree Strongly disagree Disagree

Interpretation From the responses it is clear that the majority of the respondents agreed upon the employee engagement initiatives at the company to be tailoring their needs of employment at different levels.

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4. Do you think the cost of reaching employee engagement initiatives to all levels of employees is justified?

TABLE 4 showing response of employees on the cost for reaching employee engagement initiatives.

Particulars Strongly Agree

Frequency(Nos) 6

Percentage(%) 20

Agree

15

50

Neither Agree Nor Disagree

30

Strongly disagree

Disagree

Total

30

100

Analysis: It was found that 20% of the companies strongly agree that the cost of reaching employee engagement initiatives to all levels of employees is justified. 50% agreed to their being cost-effective, while 30% neither agreed nor disagreed.

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CHART 4 shows the percentage response of the employees on the cost for reaching employee engagement activities

Response of employees on the cost for reaching employee engagement initiatives

Particulars Strongly Agree Agree Neither Agree Nor Disagree

Interpretation: TCS, INDIAs engagement programmes are cost effective but it can still cut down on the costs of reaching the benefits of such initiatives to all the levels of employees in order that it is in the league of those leading this sphere.

5. Rate the employees participation in such activities.

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TABLE 5 showing the response of employee participation in employee engagement activities

Participation level

Frequency (Nos)

Percenatge(%)

Occassional

10

Moderate

20

Good

30

Active

12

40

Total

30

100

Analysis : While 40% of the employees took active participation in such activities; good, moderate and occasional participation is seen by 30%, 20% and 10% of the employees respectively.

52

CHART 5 showing percentage of response of employees on participation levels in employee engagement activities

Participation level

Occassional Moderate Good Active

Interpretation: There is a bleak response from the employees in spite of the significant allocation of budget to engagement initiatives. It is inferred that the performance is perfunctory most of the times as programmes are monotonous and do not appeal to the employees in general.

53

6. How often are you assessed from your employer whether you have the materials and equipment needed for work?

TABLE 6 showing the response of the employees on the assessment for materials for work.

Asssesment Frequency

Frequency (Nos)

Percenatge(%)

Frequently

21

70

Occassionally

20

Rarely

10

Total

30

100

Analysis : Considering the response, it is in 70% of the employees that an assessment was in place frequently to check material and equipment needs of the employees against the 30 % who answered it was occasionally or rarely.

54

CHART 6 showing percenatge of responses of employeees on the assesment frequency by employers.

Frequency of assessment

Frequently Occassionally Rarely

Interpretation: With 70% of respondents answering that there is a assessment in place it can be interpreted that the company frequently assesses employees on their need to work.

7. Are employees suggestions on the job considered?

55

TABLE 7 showing response of employees on considerations of their suggestions.

Consideration level

Frequency(Nos)

Percentage(%)

Always

30

Mostly

15

50

Sometimes

10

Rarely

10

Not al all

Total

30

100

Analysis: From the above response it is been seen that the 50 %employees answered that their suggestions were taken into consideration, while 30 % answered that their response was always considered the other 20% felt it was sometimes are rarely for them.

56

CHART 7 showing percentage of responses of employees on considerations of their suggestions.

Consideration level

Always Mostly Sometimes Rarely Not at all

Interpretation: It has been found with the above response that the suggestions of the employees are mostly considered to suggestions which bring in a higher degree of engagement.

57

8. How often are the employees recognized for good work?

TABLE 8 showing the response of the employees on recognition of their good work.

Recognition frequency

Frequency (Nos)

Percentage(%)

Very Often

30

Often

15

50

Never

20

Total

30

100

Analysis : it has been seen from the responses that 80% of employees ofter or very often fel their work being recognised while 20% of them identified their practice as that of no recognition.

58

CHART 8 showing percentage of responses of employees on recognition from the company.

Recognition

Very Often Often Never

Interpretation: TCS, INDIA falls into the league of the top majority on account of its having exhaustive recognition programmes for the employees. Such a measure acts as a constant motivation for doing quality work.

9. What is the annual attrition rate in your organization?

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TABLE 9 showing the response of employees on attrition rates.

Attrition rate

Frequency (Nos)

Percentage(%)

0-10

10

10-20

20

20-30

12

40

30% & above

10

Not sure

20

Analysis : From the above response it is seen that the employees see the attrition rate mostly to be around 20-30 % and 20 % of them consider it to be b/w 10-20, while 20% are not sure about the attrition rates.

CHART 9 showing the percentage of Annual attrition rates at TCS INDIA

60

Sales

0-10 10 20 20-30 30 & > Not sure

Interpretation: It is been found from the responses that annual attrition rates at TCS, INDIA is 20-30%. When compared to marked standards it scores average.

10. Do the employees know what is expected of them at work?

TABLE 10 showing the response of employees on their knowledge at work.

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Know what is expected at work

Frequency (Nos)

Percentage (%)

Strongly agree

18

60

Agree

12

40

Total

30

100

Analysis : from the above response we see that the 60% of respondents are strongly agreeing to that fact that they are aware of what company expects from them at work and the rest agree upon the point

CHART 10 showing the percentage of response of employees on knowing the expectations of company from them.
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Expectations @ work

Strongly agree Agree

Interpretation: Employees have a fair knowledge of the expectations from them. However, there still exists a lacuna when compared with the top organizations. Directions can be made more specific in order that there is no scope for ambiguity as regards roles and results expected.

11. Are your salary and benefits at par with those of others in the same sector/industry?

TABLE 11 showing the response of employees on salary & benefits.

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Salary satisfaction

Frequency ( Nos )

Percentage ( % )

Strongly agree

20

Agree

12

40

Neither Agree/Disagree

20

Strongly Disagree

20

Disagree

Total

30

100

Analysis: As per the survey responses, 40% of the companies agreed that the salary and benefits offered by them are at par with those of the others in the same sector/industry. 20% strongly agreed to the same while 20% responded neutrally.

CHART 11 showing percerom employees on the responses of employees on satisfaction level of salary on par with others in sector/Industry.
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Salary satisfaction

Strongly agree Agree Neither Agree/Disagree Strongly Disagree Disagree

Interpretation: TCS, INDIA does not fail to offer competent monetary benefits to its employees. It stands at a position better than around half of the organizations which are unsure about the same. The lack of equal benefits elsewhere may be viewed as a factor in favor of employee retention at TCS, INDIA.

12. Do you feel you are emotionally committed to your company?

TABLE 12 showing the emotional commitment level of employees to the company.

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Emotional commitment

Frequency (Nos)

Percenatge ( % )

Very

12

40

Quite

12

40

Not really

20

Total

30

100

Analysis: The responses were divided between 46% of the employees that strongly felt they were emotionally committed and 45% that were slightly less convinced. Around 9% of the employees responded that they were not really committed in emotional terms.

CHART 12 showing percenatge of response from respondents on emotional commitment

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Emotional commitment

Very Quite Not really

Interpretation: A huge majority of the companies carry the belief that there exists an emotional commitment of their employees in the organizations. TCS,INDIA fits into the league with the best of the best, scoring high in the parameter which counts the most when it comes to measuring engagement.

13. Which of the following measures you feel should be undertaken for families?

TABLE 13 showing the response for the employee empowerment measures.

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Partiulars

Frequency (Nos)

Percentage(%)

Family gatherings

15

50

Festival celebrations

30

Family day

20

Total

30

100

Analysis : Considering the responses, around 50% of the employees prefer celebration of festivals and 30 % like festival celebrations, 20 % of them go for family day.

CHART 13 showing percentage response of employees on type of activities for families.

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Family gatherings Festival celebrations Family day

Interpretation: It is read from the above response that employees prefer family gatherings arranged by employers on comparisons with Festival celebrations & family day.

14. Is the workforce aligned to the Vision, Mission and Purpose of your company?

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TABLE 14 showing alignnment of workforce in accordance to Vision, Mission and Purpose of your company
Workforce Alignment Frequency ( Nos ) Percentage ( % )

Strongly agree

20

Agree

12

40

Neither Agree/Disagree

20

Strongly Disagree

20

Disagree

Total

30

100

Analysis: The responses revealed that 20% of the employees strongly agreed that their workforce is aligned to the Vision, Mission and Purpose of the company. 40% strongly agreed to the same and 20% strongly disagreed.

70

CHART 14 showing percentage response of the respondents regards to workforce alignment

Workforce Alignment

Strongly agree Agree Neither Agree/Disagree Strongly Disagree Disagree

Interpretation: It shows that 60% employees agree to the point that their workforce is aligned to its corporate Vision, Mission and Values.

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15. Which of the following programmes are conducted to specifically cater to the needs of women employees?

TABLE 15 showing the response of employees on programmes conducted for women employees.

Programmes

Frequency ( Nos )

Percenatge (%)

Creche facilty

12

40

Maternity benefits

15

50

Reintergration post maternity

10

Total

30

100

Analysis: Considering the responses, the most common initiative in respect of the engagement of female employees is that of offering Maternity Benefits (50% companies). 40% of the employees want introducing Crche facility and 10% ask programmes for womens engagement post maternity.

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CHART 15 showing percentage of reponses for the women programmes at company.

Creche facilty Maternity benefits Reintergration post maternity

Women Programmes

Interpretation: With the above response it states that the company is focuses at the women employees to aid them to a secured motherhood, and this may explain the reason why there are a large number of female employees working in the organization.

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16. Which of the following do you undertake for the welfare of fresh entrants?

TABLE 16 showing the frequency of welfare of fresh entrants.

Particulars Frequency (nos) 3 Percentage (%) 10

A Realistic Job Preview Induction and Orientation Programmes Training Programmes Leadership Development Programmes Certification Programmes

10

15

50

10

16.7

Others

3.3

Total

30

100

Analysis: From the above table it is found that 10% of respondents have chose Realistic
Job Preview, Induction and Orientation Programmes and Leadership Development Programmes, around 50 % of respondents have chose Training Programmes, 16.7% of respondents have chose Certification Programmes

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CHART 16 showing the frequency of welfare of fresh entrants.

Welfare of Fresh Entrants

60 50 40 30 20 10 0 Welfare of Fresh Entrants

Interpretation: It is interpreted from the above analysis that more number of respondents have chose Training Programmes serve the best for welfare of fresh entrants.

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17. Is there a formal grievance redressal system in your organization?

TABLE 17 showing the frequency of welfare of the fresh entrants

Particulars

Frequency (nos)

Percentage (%)

Yes

24

80

No

10

Not Sure

10

Total

30

100

Analysis: From the above table it is found that 80% of the respondents agreed that the organization is having a formal grievance redressal system, 10 % of respondents chose NO and remaining 10% are not sure of it.

76

CHART 17 showing the percentage of welfare of the fresh entrants

Interpretation: It is interpreted from the above analysis that more number of respondents agree there is a formal grievance redressal system in the Organization.

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18 . How often are employees rewarded?

TABLE 18 showing the frequency of employee rewards.

Particulars Frequency (nos) Percentage (%)

Quarterly

10

Monthly

10

Yearly

30

All of These

15

50

None of These

Total

30

100

Analysis: From the above table it is found that 10% of employees get rewarded on a Quarterly and Monthly basis, 30% of them get rewarded yearly and 50% of them get rewarded all through the year

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CHART 18 showing the percentage of employee rewards.

Employees Rewarded
0 10 10 Monthly 50 Yearly 30 All of these None of these Quarterly

Interpretation: It is interpreted from the above analysis that TCS, INDIA has a sound Rewards and Recognition policy that caters to long, medium and short term achievements of all the levels of employees. This acts as an important intrinsic driver for employees motivation and is a critical determinant of engagement in the company.

19. The employee gets recognition for:

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TABLE 19 showing the frequency of the employee recognition.

Particulars Contribution to Society Customer Satisfaction Innovation and Creativity Milestones Years of Service Team Performance Performance Total Frequency (nos) 1 6 3 2 3 3 12 30 Percentage (%) 3.3 20 10 6.7 10 10 40 100

Analysis: From the above table it is found that companies recognize employees for good performance. 10% of employees are rewarded for Innovation and Creativity, years of service and team performance, 20% of them get recognized based on customer satisfaction survey; around 3.3% gets appreciated for their contribution to the society, 6.7% for Milestones and 40% of them get rewarded for their Individual Performance.

CHART 19 showing the percentage of the employee recognition.

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Interpretation: From the above analysis it is interpreted that Recognition paves the way for improved performance and as such, the introduction of a well defined Rewards and Recognition programme becomes indispensable. Factors like performance, customer satisfaction and Innovation and Creativity are commonly being recognized, appreciation for contribution to society is a relatively new concept.

20. According to you how effective is the flow of communication in your organization?
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TABLE 20 showing the frequency of effectiveness of flow of communication.

Particulars Frequency (nos) Percentage (%)

Very Effective

18

60

Extremely Effective

20

Slightly Effective

10

Somewhat Effective

10

Not at all Effective

Total

30

100

Analysis: From the above table it is found that 60% of respondents felt that flow of communication in their Organization is very effective, 20% of respondents felt its extremely effective and 10% of them felt that it is slightly and somewhat effective.

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CHART 20 showing the percentage of effectiveness of flow of communication.

Flow of Communication
Very Effective Extremely Effective Slightly Effective Somewhat Effective Not at all Effective

Interpretation: It is interpreted from the above analysis that majority of Employees felt the flow of communication in their Organization is very effective

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21. Do you think that your performance appraisal system is linked to your development?

TABLE 21 showing the frequency of performance appraisal system linkage to development.

Particulars Frequency (nos) Percentage (%)

Strongly Agree

12

40

Agree

18

60

Disagree

Strongly Disagree

Neither Agree nor Disagree

Total

30

100

Analysis: From the above table it is found that 40% of respondents strongly agree that the performance appraisal System was linked to their development while the rest 60% only agreed to the same.

84

CHART 21 showing the frequency of performance appraisal system linkage to development.

Interpretation: It is interpreted from the above analysis that performance appraisal is a part of guiding and managing career development. It can be inferred that there exists a sound performance appraisal system in most of the organizations.

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22. Are the training programmes a key factor in the improvement of employee engagement?

TABLE 22 showing the frequency of training programmes factor in development.

Training programmes & development

Frequency (no's)

Percentage (%)

Strongly Agree

12

40

Agree

15

50

Disagree

Strongly Disagree

Neither Agree nor Disagree

10

10

Total

30

100

Analysis : From the above table it is found that 40% of respondents strongly agreed that the training programmes are a key factor in the improvement of employee engagement, while 50% agreed to the same and only 10% of them were neutral as to their response

86

CHART 22 showing the percentage of training programmes factor in development

Interpretation: It is interpreted from the above analysis that 50% of the employees agreed that Training Programmes Play a key factor in the improvement of employee engagement.

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23. Are the employees empowered to explore their internal career paths?

TABLE 23 showing the frequency of internal career paths

Particulars Frequency (Nos) Percentage (%)

Disagree

Strongly disagree

Neither

Agree

21

70

Strongly agree

30

Total

30

100

Analysis : As per the responses collected, 30% of the employees strongly agreed that their employers were empowered to explore their internal career paths, while 70% only agreed.

88

CHART 23 showing the percentage of internal career paths

Interpretation: TCS, INDIA falls in the league of a major chunk of the population that focuses empowerment of employees in this respect. Career planning, however, is not personalized to each associate. Employees need to be given the resources to chart out their own path each year. Input and advice from mentors and seniors can help establish the short and long-term goals that are right for employees individually. Career coaching may be given so that the employees can explore their career options with the support and resources of the company.

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24. How effectively do you feel your organization measures the impact that costreduction measures have on employee engagement?

TABLE 24 showing the frequency of cost reduction measures.

Particulars Frequency ( Nos) Percentage (%)

Not at all effective

20

Slightly effective

10

Somewhat effective

10

Very effective

15

50

Extremely effective

10

Total

30

100

Analysis: The responses to this question were somewhat distributed. While 10% of the employees felt that they measure the impact of cost-reduction initiatives extremely effectively, 50% considered it to be very effective. As much as 10% found it to be somewhat effective and 10% called it slightly effective. It was 20% employees who felt that the measurement was not at all effective.

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CHART 24 showing the percentage of cost reduction measures.

Interpretation: The above findings lead us to infer that less than half of the companies are conscious about the consequences of a severe cost cutting. Only a few are studying the impact, given that it is employee engagement measures that face the maximum curtailment. TCS, INDIA too needs to look for creative ways of cost reduction and to follow a systematic approach towards assessing the results of the same. It is natural otherwise to be faced with unanticipated dangers of disengaged employees.

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25. Do you undertake an employee engagement survey to assess the level of employee engagement in your organization?

TABLE 25 showing the frequency of employee engagement survey.

Particulars

Frequency ( Nos )

Percentage (%)

YES

18

70

NO

12

30

Total

30

100

Analysis: The survey revealed that 70% of the employees undertake an employee engagement survey to get assessed the level of their employee engagement, while 30% do not do it.

92

CHART 25 showing the percentage of employee engagement survey.

Interpretation: Measurement of level of engagement is a practice more common in the private sector than the public sector. TCS, INDIA has a well structured and systematic means of ascertaining the level of engagement in the company. The survey, called Darpan is conducted via the centre, while information of employees is circulated through the circles. It is designed around the model of Alignment, Assignment, Engagement, Empowerment and Pride. Thus, in its efforts to measure the degree of engagement, TCS, INDIA fits well into the league of its counterparts in the IT sector.

Areas of improvement as regards employee engagement:

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Response:

Analysis: It was found that 59% of the companies regarded speed of decision-making as an area of improvement while 45% considered work-life balance to be one such sphere. 41% found adequate resources to be lacking and clarity of roles and results to be absent. 36% identified loopholes flow of information and compensation. 27% saw a problem with alignment while in the view of 22% engagement of women/fresh entrants and sense of pride were areas that could be improved further. 9% pointed out other spheres where there was scope for betterment. Interpretation: The major spheres identified for improvement included speed of decision making, worklife balance, availability of adequate resources and clarity of roles and results expected. TCS,INDIA ranks high in all the parameters except for decision-making speed wherein there is scope for betterment. Lacunae in the companys Performance Management System have also been identified. One of the causal factors may be the Performance Appraisal System not being highly linked to employees development. One parameter where TCS, INDIA has outdone its counterparts especially in IT, is the payment of compensation to employees. Availability of sufficient resources for work is also a key strength.

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CHAPTER 5

SUMMARY OF FINDINGS, SUGGESTIONS & CONCLUSIONS

95

SUMMARY OF FINDINGS
FINDINGS Retention of the best talent in a company requires a sound policy on employee engagement. Many companies already know that wages and benefits are important to employees, but compensation alone is not enough to keep the highly skilled, motivated and experienced workforce that a business needs to excel. An organization that provides top wages and benefits may lose a great employee to a competitor for no apparent reason. It is in view of this that organizations need to work to develop and nurture engagement. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. Engaged employees also normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance. At TCS, INDIA TCS, India, a robust approach is followed when introducing means of actively engaging employees. Certain unique initiatives such as Coffee with the COO do enough to boost employee morale and render encouragement. However, there still exists immense scope for improvement. Lacunae may be identified when it comes to say, inviting participation. Cost-effectiveness of the programmes is an area needing immediate attention. Besides, the Annual Attrition Rate is a high 15%, way above the average 9% for the sector. Much can be done for the welfare of women and fresh entrants too.

96

Reviewing the recommendations and suggestions and revising policies thereafter may be an effective step in the benchmarking of employee engagement initiatives and the subsequent retention of talent.

To sum up, employee engagement is the buzz word for employee communication and retention. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor.

SUGGESTIONS Some recommendations and suggestions have been put forward for consideration: Though all the basic employee engagement practices are followed at TCS, INDIA, the programmes are not so designed as to solicit maximum participation. Innovative means such as profit-sharing and stock-ownership may be introduced. Initiatives for the families of employees such as observing a Family Day can be undertaken. Programmes need to be restructured to match the varying requirements of different levels of employees. Efforts should be made to make the programmes appealing so that there is better participation and the performance is not perfunctory. Moreover, cost-effectiveness of the initiatives is also an area that needs to be worked upon. It is suggested that management should be keen on welcoming employees suggestions on the job. Any idea that fosters productivity and leads to greater efficiency or favors employees safety and well-being should be considered via suggestion schemes that enable employees to have a say in management. TCS, INDIA is worse off when compared with its counterparts in IT where the Average Annual Attrition Rate is about 9%. This brings to light the fact that TCS, INDIA has not been able to do much to retain its employees. Turnover is high both in terms of an intra-sector and an inter-sector comparison. It is therefore recommended that a probe into the same be launched in order that a check on high attrition is kept.
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The company unlike its counterparts does not have programmes that specifically cater to the needs of women employees. Barring the provision of Maternity leaves, not much is done to retain the female workers. Schemes such as Maternity Benefits (monetary terms), Crche facility and Reintegration programmes post maternity may be introduced in order that the causes for a small number of women operating in the company are dealt with.

Due care in empowering employees and making them aware of their career paths must be taken. It is recommended that career coaching, career planning workshops, career counseling, career workbooks and personal development plans be introduced.

Provisions for certification and leadership development programmes for the welfare of fresh entrants may be introduced.

Loopholes in the Performance Management System of the company have been identified. The performance appraisal needs to more specifically cater to employees development. The company should consider frequent evaluation i.e., quarterly, halfyearly as well as yearly so that constant feedback to the rate enables him/her to improve performance if there is any lapse. The system should be made more robust so as to build a performance culture in the organization. It should be such that it increases efficiency, decreases cost or enhances quality and confers immediate competitive advantage and sets a standard for the rest of the industry to follow.

CONCLUSION Retention of the best talent in a company requires a sound policy on employee engagement. Many companies already know that wages and benefits are important to employees, but compensation alone is not enough to keep the highly skilled, motivated and experienced workforce that a business needs to excel. An organisation that provides top wages and benefits may lose a great employee to a competitor for no apparent reason. It is in view of this that organisations need to work to develop and nurture engagement.
98

An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results.

Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. Engaged employees also normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement is critical to any organisation that seeks not only to retain valued employees, but also increase its level of performance.

At TCS, INDIA a robust approach is followed when introducing means of actively engaging employees. Certain unique initiatives such as Coffee with the COO do enough to boost employee morale and render encouragement. However, there still exists immense scope for improvement. Lacunae may be identified when it comes to say, inviting participation. Cost-effectiveness of the programmes is an area needing immediate attention. Besides, the Annual Attrition Rate is a high 15%, way above the average 9% for the sector. Much can be done for the welfare of women and fresh entrants too.

Reviewing the recommendations and suggestions and revising policies thereafter may be an effective step in the benchmarking of employee engagement initiatives and the subsequent retention of talent.

To sum up, employee engagement is the buzz word for employee communication and retention. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor.

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BIBLIOGRAPHY

100

BIBLIOGRAPHY The Ten Cs of Employee Engagement - George Ambler (2007) Robinson D, Perryman S, Hayday S - Report 408, Institute for Employment Studies (2004) Engaging for success: Enhancing Performance through Employee Engagement MacLeod D. and Clarke N. (2009) Measuring Employee Engagement - Paul R. Bernthal Employee Engagement: Doing It vs. Measuring -Theresa Welbourne Workforce Horizons: Volume Two, Issue 10 (2007) Employee Engagement Strategy - Marianne Huggett, Jenny Parkin, Alex Albert and Helen Morling (2008) The Keys of Employee Engagement - David Zinger, Tim Wright, Terrence Seamon, Steve Roesler, Lisa Forsyth, Raven Young, Robert Morris, Ken Milloy, Stephen McPherson, George Reavis, Ian Buckingham, Angela Maiers Employee Engagement in the Public Sector - Scottish Executive Social Research (2007) WEBSITE: www.gallup.com www.idea.gov.uk www.microsoft.com www.collinbaer.com www.wikipedia.org www.management-issues.com www.engagementstrategies.com www. TCSindia.com www. TCS.com www.citehr.com

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ANNEXURES

102

QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT

General Information:

Name ________________________________________________________________________ Designation ___________________________ __________________________ Organisation

103

1. Which of the following employee engagement practices are followed by your organisation?

Team Meetings, Conferences, Away days etc. Online Communication (Blogs etc.) Regular Employee Opinion and Satisfaction Surveys Stock Ownership and Profit-Sharing Recognition Programmes Recreational Activities Social Activities (Family gatherings etc.) Community Outreach Activities Others (Specify)____________________________________________________ 2. What percentage of the annual budget is allocated to such programmes?

__________________________________________________________________ ______

3. Are your employee engagement initiatives tailored to the needs of different levels of employees? Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree Disagree

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1. Do you think the cost of reaching employee engagement initiatives to all levels of employees is justified?

Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree Disagree

2. Rate the employees participation in such activities.

Active Participation Good Participation Moderate Participation Occasional Participation

3. How often do you assess from your employees whether they have the materials and equipment needed to do their work?

Frequently Occasionally Rarely

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4. Are employees suggestions on the job considered?

Always Mostly Sometimes Rarely Not at All

5. How often are the employees recognised for good work?

Very Often Often Not So Often

6. What is the annual attrition rate in your organisation? _______________________________________________________________ ______

7.

Do the employees know what is expected of them at work?

Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree Disagree

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8. Are your salary and benefits at par with those of others in the same sector/industry?

Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree Disagree

9. Do you feel your employees are emotionally committed to your company?

Very Quite Not really

10. Which of the following measures do you undertake for the families of your employees?

Family Gatherings Celebration of Festivals Family Day Awarding Children of Employees Others (Specify) _____________________________________________________ 11. Is the workforce aligned to the Vision, Mission and Purpose of your company?

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Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree Disagree

12. Which of the following programmes do you conduct to specifically cater to the needs of women employees?

Crche facility Maternity Benefits Reintegration Programmes Post Maternity Others (Specify) _____________________________________________________

13. Which of the following do you undertake for the welfare of fresh entrants? A Realistic Job Preview Induction and Orientation Programme Training Programmes Leadership Development Programmes Certification Programmes Others (Specify) ____________________________________________________

15. Is there a formal grievance redressal system in your organisation?

Yes
108

No

16. How often are employees rewarded?

Quarterly Monthly Yearly All of These None of These

17. The employee gets recognition for:

Performance Team Performance Years of Service Milestones Innovation and Creativity Customer Satisfaction Contribution to Society

18. According to you how effective is the flow of communication in your organisation?

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Not At All Effective Slightly Effective Somewhat Effective Very Effective Extremely Effective

19. Do you think the employees believe that your performance appraisal system is linked to their development?

Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree Disagree

20. Are your training programmes a key factor in the improvement of employee engagement?

Strongly Agree Agree Neither Agree Nor Disagree Strongly Disagree Disagree

21. Are the employees empowered to explore their internal career paths?

Strongly Agree
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Agree Neither Agree Nor Disagree Strongly Disagree Disagree

22. How effectively do you feel your organisation measures the impact that costreduction measures have on employee engagement? Not At All Effective Slightly Effective Somewhat Effective Very Effective Extremely Effective

23. Do you undertake an employee engagement survey to assess the level of employee engagement in your organisation? Yes No

Areas of improvement as regards employee engagement: YOUR OPINION! Alignment to the companys Mission and Purpose
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Clarity of roles and results expected Speed of decision-making Availability of adequate resources to discharge duties Compensation Flow of information Work-life balance Engagement of women and young employees Sense of pride in the organisation Others (Specify) _______________________________________________________

112