SUMMER TRAINING REPORT

ON

EMPLOYEE ENGAGEMENT

IN

VED ENGINEERS AND DEVELOPERS PVT.LTD

Submitted to M.D University Rohtak in partial fulfillment of the

requirement of the award of degree of Bachelor of Business
Administration

ACADEMIC SESSION
(2016-2019)

Submitted By:
Oliviya Martha Hycant

BBA 5TH Semester

Roll No:150116054

PDM COLLEGE OF ENGINEERING

MaharshiDayanand University
Rohtak
 ACKNOWLEDGEMENT

I deeply express my profound gratitude and whole hearted thanks to our beloved PDM
COLLEGE, BHADURGARH which provided necessary facilities, guidance and endless
encouragement, which helped me soundly. It is a boon to all us not in completing our projects
but also throughout the course of study under the humanitarian grounds.I would like to express
my sincere gratitude towards Ms.SHIKHA GUPTA, INCHARGE OF DEPARTMENT OF
MANAGEMENT STUDIES.
I would also like to express my gratitude towards MS.NISHA CHHIKARA(ASSISTANT,
PEOFESSOR, DEPARTMENT OF STUDIES),under whose guidance I undertook this study
and also for extending the advice and direction required to carry on a study and also for helping
me with the intricate detail of every step of the way. It will be worthless if I do not pay my
sincere to ALL MANAGERS AND DIRECTORS IN VARIOUS DEPARTMENT IN
U.P.S,ROHTAK, for their positive cooperation in completion of my report in significant manner.
I would like to thanks my friends and family members for their support in completing project
successfully.

Oliviya
 DECLARATION

I , Oliviya Roll no. 150116054 BBA (5th semester) of P.D.M COLLEGE OF ENGINEERING

(BAHADURGARH), hereby declare that the project entitled “Effectiveness of Training and

Development in U.P.Sis an original work carried out by me and same has not been submitted to
any other institution for the award of any other degree.
The feasible suggestion approved by faculty have been duly incorporated in consultation with
the supervisor.

Countersigned

Signature of Supervisor Signature of Candidate

(Forwarded by )

Director/Principal of institute
 Table Of Contents

S.No Contents

1. Introduction To The Topic

2. Introduction To The Company

3. Objective Of The Study

4. Research Methodology

5. Data Analysis And Interpretation

6. Data Findings

7. Limitations

8. Suggestions

9. Conclusion

 Bibliography

 Annexure
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.

HRM-Employee Engagement

Employee engagement is a workplace approach designed to ensure that employees are

committed to their organization’s goals, objectives and values, encouraged to contribute to
organizational success, and are able at the same time to enhance their own sense of well-being.

Here it is believed that all the three components - attitudes, behaviors and outcomes are a part of
the engagement story. There is a virtual ground, when the pre-conditions of engagement are met.
These three aspects of engagement trigger and reinforce one another.
Involved organizations have strong and authentic values, with clear evidence of trust and fairness
based on mutual understanding, where two way promises and commitments – between
employers and staff – are understood and are achieved.

Despite there being some debate about the precise definition of employee engagement, there are
three things we know about it –

 It is measurable.

 It can be correlated with performance.

 It varies from poor to great.

 Most importantly, employers can have a great impact on people’s level of engagement
through appreciation, healthy interactions, brainstorming, group discussions, common
games etc. That is what makes employee engagement so essential as a tool for business
success.
Rules of Employee Engagement

Every HR is bound to follow a set of rules in order to maintain the ethics and justify the role of
HR. The following rules must be followed to engage the employees in an organization.

 Don't Sweat Over Reviews

Don’t judge people on the basis of what others say about them. Instead, judge a person on his/her
abilities and performance.

 Discover Your Company's Purpose

Invent the purpose or object of the company, discover the new objectives or target points that can
be set for the company.

 Survey, But Keep It Short and Follow Up

When asked about an update, try to keep it to the point and short; be specific. There is no point in
explaining unnecessary details, which are not relevant to the topic.

 There Is Only So Much You Can Do

Give yourself a break. Don’t try to complete all the work at the same time; analyze your potential
and work accordingly.

 Don't Worry About Engagement

Don’t worry about always fitting into the group; show what you are. Rules are fine, but simply
having actual conversations and asking employees what we can do better is much more valuable.
If employees can't sit down with their boss and talk about things, then it can be detrimental for
the company in the long run — doesn't matter how many stringent rules are put in place.

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.
Categories of Employee Engagement

Engaged: "Engaged' employees are builders. They want to know the desiredexpectations 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 thanthe 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.
Importance of Employee Engagement

Employees spend more time at work than they do with their families, so it’s no surprise that your
teammates want to be engaged and passionate about their jobs—otherwise known as, employee
engagement.

The term is more than just a buzzword for modern businesses, it describes how committed your
workforce is to your company. In the past, this concept was not a priority for employers. There
wasn’t a need to worry as much about whether their hires felt “comfortable” at work.
However, as research began to show that companies with engaged employees outperform those
without by up to 202%, things started to change.

In 2018, we have the tools, strategies and means to expand the measly 15% of employees that
feel engaged by their careers. As employee engagement strategies, new technology, and work
methods evolve, companies have an amazing opportunity to tap into the benefits of a more
committed workforce.

Employee Engagement: Going Beyond Happy Workers

Every year, the U.S. loses approximately $11 billion on employee turnover. People are more
likely to leave the organization they work with if they don’t feel engaged by or committed to that
company’s cause. Unfortunately, less than a quarter of workers feel engaged at work.

For a couple of years now, companies have experimented with things like company ping-pong
tables and break-out rooms. But it turns out that there’s a lot more to employee engagement than
entertaining your team members. Employee engagement needs to be a component of a holistic
business strategy intended to immerse your workers in the heart of your company.

Ultimately, employee engagement happens best when the goals of the business and the ambitions
of the employee are fully aligned. The glue that holds these strategies together is often a
combination of exceptional communication strategies, workplace initiatives, and of course, the
right tools to top it all off.

Debunking Common Employee Engagement Myths

Before you can realistically improve engagement for your business, you need to make sure that
you’re not building your strategies on the myths surrounding this all-important buzzword.

Although it seems as though we’ve been discussing employee engagement for years now, most
companies are still trying to work out what it means. It’s only natural for this period of
exploration to lead to some confusion.

Myth 1: Higher Pay Creates Employee Engagement

For a long time, many employers assumed that employee engagement and employee satisfaction
were the same thing. However, employee “satisfaction” is a transactional relationship. When you
offer an employee the right amount of money and perks for the work they do, they generally feel
“satisfied,” but that doesn’t mean they’re happy or engaged.

Employee engagement isn’t a transactional concept – it’s an emotional state where your staff
feels passionate, committed, and invested in their work.
One study by OfficeVibe found that while 89% of employers believe their employees leave them
for more money, only 12% actually do.

While your hires do expect you to pay them what they’re worth, they also want more than just a
salary. For instance, 83% of employees who receive opportunities to take on different challenges
say they’re more likely to stay with a company.

Myth 2: Hands-on Management Harms Engagement

Another common belief in the employee engagement world is that you need to give staff the
freedom to thrive on their own if they’re going to feel engaged. While it’s true that today’s
workers need some space to grow and innovate, great leadership could actually be a powerful
motivator in the workplace.
One study in 2018 found that bad management may be the biggest issue holding back UK
employees, as workers need guidance, mentorship, and support to perform at their best in the
workplace.
Employee engagement isn’t about removing the leadership hierarchy from the workplace but
finding the right way to turn leaders into guides towards engagement.

Myth 3: Perks are the Key to Engagement

Finally, countless companies seem to believe that the best way to get engagement from their
employees is to make the workplace as fun and carefree as possible. After all, we see plenty of
companies from Google to Face book offering workplace nap pods, foosball tables, and more.
However, while perks might get you more employee happiness, that doesn’t necessarily equate
to engagement too. In fact, it turns out that meaningful work may be the biggest contributor to
better employee experiences. On top of that, engaged employees want more emotive, empathetic
leaders.

One “Business Solver” study found that 92% of employees feel that showing empathy is critical
to driving retention.
Employee engagement comes down to more than just benefits and perks; it’s about getting your
employees to put their hearts and minds into the work they do each day.
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.

Strategies to Better Engage Employees

As complex as the quest for employee engagement may seem, it’s something most
companies are working on. In fact, 78% of companies now have a documented workplace
engagement strategy.
The more you invest in engaged employees, the more likely you are to end up with
empowered, innovative, and dedicated people who are willing to do anything for your
organization. Here are just some of the ways you can begin to implement employee
engagement.
Focus on Opportunities for Development

No matter the industry, all employees want a chance to grow and thrive in their career of
choice. Unfortunately, many businesses forget that their hires want challenges, development,
and opportunities for improvement when they sign up to join their team.
Investing in employee career development can improve your chances of keeping your staff
around for longer, and even enhance your bottom line too. In fact, companies that invest in
training for their employees achieve a 24% higher profit margin than those who don’t.
Additionally, employees in training courses have a 37% higher rate of productivity.
The unfortunate truth is that today’s staff feel as though they’re not getting enough out of
their time at work. In fact, one long-term project found that 74% of respondents didn’t think
they were achieving their full potential at work, due to a lack of opportunities for
development. Make sure you:
 Implement individual development plans based on your hires goals when they begin
working with you.
 Offer mentorship and training to employees at every level.
 Deliver training on a regular basis for essential skills, like teamwork or leadership
training.

Deliver Transparent Leadership

The level of trust that employees have towards leaders and managers is drastically low. In
fact, only 46% of people say that they place a lot of trust in their employers, and 58% say
that they’d trust a stranger more than their own boss. It’s easy to see why employee
engagement is suffering in a world where people don’t trust their employers.

How do you create leadership that employees can commit themselves to?
 Communicate openly
 Deliver good benefits and compensation
 Provide job security
  Deliver on promises
 Operate ethically

Share information about the company’s values on social media to improve your employer
brand. Give employees a way to connect with both in-house and remote colleagues, and
make sure that you always follow through on your promises.

Invest in Work-Life Balance

In 2018, work-life balance isn’t a new concept. In fact, many organizations have begun to put
practices in place to support a greater balance for their employees. Unfortunately, a lack of
work-life balance is still the reason that 27% of people leave their current job.

The key to implementing better work-life balance isn’t just about bringing ping-pong tables
into the workplace, or letting people finish early on a Friday. Today’s organizations need to
think seriously about things like remote working, flexible schedules, and even investment in
wellness strategies.

This study even found that only 52% of people believe that their employer is committed to
looking after them:

If you’re hoping to create a team of high-performing employees this year, and in the years
ahead, then you need to start by bringing more flexibility into the office. Find out what your
staff needs to work at their best and try your best to give it to them, for instance, you can:
 Implement flexible working schedules with remote work days
 Give people the chance to work remotely when they have other commitments in place
 Discuss the individual needs of your employees with them when putting schedules in
place.
Make Engagement a Social Concept

Perhaps one of the biggest reasons why employee engagement is suffering so badly today is
that we’re focusing on the wrong things. Ultimately, employees are people, and the best thing
you can do to improve the state of your workforce is to get to know those people.

Managers are at the forefront of making engagement a social concept, as they spend every
day in the trenches with your employees. In fact, according to the State of the American
Workforce study issued by Gallup in 2017, 67% of employees feel more engaged when the
right, cooperative management is in place.

Ultimately, one of the biggest factors in how successful, happy, and engaged your employees
feel at work, is their ability to connect with others on a social level. The best way to move the
needle and embrace the social workforce is to get to know your employees. For instance:
 Find out what their challenges are, what they want to accomplish and work with them
to achieve mutually-beneficial goals
 Build the relationships that will make your team feel like they belong to something
bigger than themselves through team bonding exercises
 Invest in company culture by encouraging colleagues to connect as often as possible.

Offer Customized Incentives

One of the best ways to engage your employees is to provide them with not only “more
incentives,” but the kind of benefits they really want. Studies constantly prove that incentives
programs and benefits drive engagement, with a Gallup poll finding that up to 70% of
employees feel disengaged because of a lack of incentives, and another study suggests that
33% of people turn down job offers due to a lack of benefits:
employee engagement

However, as we acknowledged above, it’s not enough to simply add a pool table to your
lunchroom or give everyone on your team a free gym membership. Incentives need to be
customized to suit the specific values your employees have.
For instance, in the financial sector, the average employee is around 44 years old, which
means they’re likely to be interested in lucrative insurance and health schemes.
On the other hand, younger employees may simply want more time to take a paid vacation
without worrying about losing their jobs. Whatever the benefits you offer your employees,
make sure that you’re flexible with your options.

According to one Metlife study, 72% of staff say the ability to customize their benefits would
help to make them more loyal to their employer. Start building on your employee
engagement ideas by:
 Speaking to your employees about the benefits they’d like most from your business
 Give people the opportunity to change their benefits when necessary
 Remember to offer additional rewards regularly for hard work.

Commit to Better Health and Wellness

When staff members feel stressed and overwhelmed at work, they’re more likely to neglect
their career and suffer from reduced engagement. Delivering a better work-life balance for
hires is a great way to boost their wellness, but you can also take the strategy one step further
with your own wellness programs at work.
Wellness programs help staff to feel their best when they clock into your organization each
morning. That’s probably why a study by Humana called “The Wellness Effect: The Impact
of Workplace Programs” discovered that engagement and good health generally go hand in
hand. In fact, 89% of employees working in a space that prioritizes wellness feel happy,
compared to only 76% of people without a wellness program.
Additionally, the same study suggests that 67% of employees working for companies with a
wellness scheme feel more engaged in the goals and missions of their employer. There are
plenty of ways to initiate a wellness strategy in your workplace, including:
 Encourage regular breaks throughout the workday to minimize feelings of stress and
overwhelm.
  Give hires time to take part in healthy activities at work, like yoga or short walks
around the building.
 Offer discounts on healthy food packages and gym memberships.

Boost Onboarding and Hiring Practices

It often comes as a surprise to employers that many of the biggest issues with employee
engagement can be addressed during the initial onboarding and hiring process. First of all,
you’ll need to make sure that you’re hiring the right people to build your employee
engagement strategy. After all, the perfect hire isn’t just someone with the right technical
skills, but someone who can embrace your business values and contribute to your company
culture.
53% of HR professionals say that employee engagement levels rise when onboarding
improves. Cultivating engagement from day one means providing your hires with the
foundation they need to start building a relationship with your company. This could mean:
 Implementing mentoring and training throughout the business hierarchy. Allow
immersed employees to train new hires and introduce them to the company culture.
 Explain important values and goals during the interview. Let your hires know what
they’re signing up for, and make sure that they’re equally passionate about your
goals.
 Offer welcome packs and make sure that each employee has what they need to
succeed when they arrive at your organization – from a great internet to connection to
the right employee advocacy tools.

Make Your Office Environment More Compelling

While there’s more to an incredible workplace than how it looks, it’s fair to say that we
struggle to feel motivated and engaged in dark or dreary places.

When it comes to employee engagement ideas, changing the workplace isn’t a new concept,
but one study from Steelcase suggests that workplace satisfaction (how comfortable someone
feels in your office) correlates strongly with engagement:
employee engagement
The good news is that sprucing up the office environment is easy enough. A fresh splash of
paint and plenty of windows to let in natural light can do your workers the world of good.
You can also invest in some of the following ideas:
 Give your employees more freedom to collaborate by letting them choose where they
want to work each day. One study found that 88% of highly-engaged employees can
choose where they want to work according to the task they perform.
 Embrace the open office environment. While some staff will need the privacy and
quiet of a closed-off workplace environment, others will want the dynamic experience
of working in a thriving workplace environment – close to their colleagues. Consider
ditching the cubicles for something more open.
 Bring in motivational speakers: When your staff seems uninspired, a motivational
speaker or a visit from an industry expert can help to shake things up and get them
feeling excited again.

Take Employee Engagement Online

We mentioned above how valuable social media can be in terms of employee engagement
ideas. Socially-engaged employees are naturally more likely to stay with their current
employer, and they also feel more connected to and inspired by the brand. Of course, getting
employees on social media with an advocacy strategy is just one of the methods you can use
to take employee engagement online. You can also:
 Curate content for employees to share. This not only helps to improve your brand
reputation, but it also gives your staff a chance to feel like they’re doing something to
help the company, without forcing them to stress over writing their own content. The
content you curate will also help employees to better understand the things that matter
to your brand.
 Use employee satisfaction surveys. If you’re not sure what your staff wants from your
business, you can use online anonymous surveys to get more information. The easiest
way to start understanding your team is to simply speak to them.
 Write newsletters to keep your employees updated about business best practices,
where your company is headed, and what you want to achieve. When employees can
see themselves making progress towards crucial company goals, they’re more likely
to feel engaged.
Build an Exciting Company Culture

According to a 2018 study, around one-third of all adults would leave their current job for a
better company culture. As we noted at the top of this article, today’s hires spend more time
with their colleagues than they do with their family. It only makes sense that your staff would
want to feel comfortable with their coworkers.

Company culture is something that a business needs to work on consistently if they want to
get it right. For instance, you can start by:
 Speaking to your current employees and asking them how they would describe your
company culture. Find out what your business means to your existing hires, and try to
build on the things you like, and change the things that simply don’t work.
 Support a cause: According to Business Solver, 80% of employees say they would
work more hours, and 60% would take a pay cut to work for a more empathetic
employer. It pays to show your staff that you care about something more than profits.
 Get involved in volunteer work or ask your employees to join you in supporting a
community cause. Remember, it’s not enough to tell your hires about the things you
value, you also need to actively show your commitment to those things too.

Recognize and Celebrate Your People

27% of employees say that lack of recognition is their main reason for leaving a job.

Today, most good managers know how important it is to give their employees a pat on the
back when they do something good for the company. According to one study, 90% of
businesses see positive impacts on employee engagement when they institute value-based
recognition strategies:
employee engagement
However, there’s more to creating good employee engagement than just rewarding your hires
for their work accomplishments. When your staff goes above and beyond the call of duty,
show them your appreciation with anything from a free work lunch, to public recognition.
However, remember to show that you care about your worker’s personal accomplishments
too.
 Bring a cupcake in for your staff’s birthday or go to their engagement party when you’re
invited. The more you recognize your hires as “people” rather than just employees, the more
engaged they’ll feel. A few good ways to boost engagement through recognition include:
 Promoting based on performance instead of tenure: The Bureau of Labor statistics
suggests that most employees won’t stick with an employer long enough to get a
promotion based on tenure. Offering new opportunities based on skill and
commitment will help to boost engagement a lot faster.
 Celebrate with the team: When an individual accomplishes something for your
business, celebrate with the entire team. This will help to build connections between
employees and remind them of the effect their work has on other people.
 Get to know the people behind the employee. Remember that your employees are
people first and foremost. Congratulate them when they lose that weight they’ve been
trying to get rid of or get married to their fiancé.

Have Some Fun!

Finally, one of the easiest ways to improve employee engagement is to have some fun with your
staff. We build connections with other people through the challenges we face, and the memories
we make together. Finding ways for your hires to have fun as a cohesive team is a great way to
help them work better together and strengthen engagement too.
Around 36% of employees say they’d give up as much as $5,000 a year to feel happier at work,
and there are plenty of ways you can boost that happiness as a business leader.

Whether it’s a business lunch every month where people come together to discuss how they’ve
grown in the company, or an all-inclusive holiday for top-performing staff, don’t forget to have
fun with your engagement strategies. You can:
 Use gamification to create friendly competition. Gamification is a great way to engage
modern employees by allowing them to compete against their staff for prizes or
recognition. Just make sure that your gamification strategies measure the right things so
that you cultivate stronger relationships between workers, instead of creating an
uncomfortable air of competition.
  Keep burnout at bay with fun breakout sessions. Around 80% of employees feel stressed
at work on a regular basis. If you know your teams are working on a complicated project
right now, the best thing you can do is avoid burn out by giving them plenty of chances to
wind down, blow off steam or relax. Let them finish work early one day or pay for them
to go for a drink or two at the end of the week.
 Invest in team bonding exercises: People are more engaged when they understand how
their behavior impacts people they know and care about. The more connected your hires
feel to their colleagues, the more likely they are to go above and beyond in their work
days. Invest in bonding exercises to help strengthen those internal relationships.

Provide Better Employee Engagement Tools:

While there are many factors involved in creating employee engagement, many of them boil
down to the same question: “Are you giving employees the support they need to thrive?”
Support can come in many forms, from the guidance that managers give their teams during
complex projects, to the digital tools that they use to keep employees connected and empowered.
After all, we’ve entered an era where workplace applications are more pervasive than ever.
Business leaders who invest in the right tools can give their staff instant access to everything
from state-of-the-art training methods, to employee advocacy tools that draw new customers and
talent to their doors. What’s more, around 80% of people in a Randstad study said that up-to-date
tools are the main reason they decide to join a new company.
Some of the most important digital resources to have in place for employee engagement in 2018
include:

 Project Organization Tools

For employees to feel engaged in their work, they need to know what they’re doing, when and
who they’re doing it with. Organizational tools like Trello can help with this by making it
simpler for leadership to assign specific tasks to experts and provide them with the files and
documents they need to thrive.
Providing a more focused workflow for today’s hires can help to boost both engagement and
productivity at the same time. After all, distraction at work is a problem for 69% of full-time
workers.
  Chat and Collaboration Tools
It’s hard to feel engaged in any workplace if you can’t connect reliably with your coworkers.
Unfortunately, although 52% of staff say that they’re more productive when they’re working
remotely, the rise of flexible working has led to a few problems with consistent communication.
The good news is that there are tools out there that can help with keeping the dispersed
workforce connected.
Slack, and collaboration tools like it, can provide teams with the support and resources they need
to work more efficiently in the modern era. Slack allows colleagues to share files, communicate
in real-time, and connect over important projects.

 Video Conferencing Tools

Speaking of communication tools for the globally dispersed workforce, video conferencing can
be the best way to keep remote employees from feeling isolated today. In fact, many experts
believe that the value of the video conferencing market will rise to 4.48 billion by the end of
2023.
Tools like Skype for Business help remote teams to maintain a more intimate relationship in the
workforce. It’s easier to build employee engagement when people feel like they’re having face-
to-face interactions with their colleagues.

 Employee Advocacy Tools

Finally, as we mentioned above, engaged employees don’t just want to have fun at work. When
your workforce feels engaged, they’re committed to your cause and dedicated to helping your
business grow. The best way to facilitate and maintain engagement is to provide staff with a way
to make the most of the loyalty they feel towards your brand.
Tools like Bambu by Sprout Social encourage employees to vocalize their brand loyalty on
social media in a structured format, capitalizing on things like social recruiting and social selling.
Employee advocacy platforms can also help hires to feel like they’re playing contributing to the
evolution of a business, which deepens their sense of “ownership” in the company.
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.

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.
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 whichpeople enjoy

and believe in what they do and feel valued for doing it.”

Enjoyment: People tend to receive more pleasure and satisfaction from what theydo 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, theirorganizations,
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.
Why you should care:

 People have become the primary source of competitive advantage.


 Retention and the war for talent

 Popular appeal.

 Overwhelming impact

URE 1: DDI’s Engagement Value Proposition

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
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 theright thing or
act in positive, ethical ways.

Competence trust: It is belief in the person's capability to do the job or tocomplete the task.
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.
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 organization. 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.
Show that you have a plan: Whether in good times or bad, it's essential thatemployees 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 companystands 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 thebusiness 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 yourorganization
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.
Offer recognition: Having an ongoing program for recognizing employees can beeffective 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 howthey 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.
CHAPTER-2
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.
 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.
Company profile:

Ved Engineers And Developers Private Limited is a Private incorporated on 02 May 2013. It is
classified as Non-govt company and is registered at Registrar of Companies, Delhi. Its
authorized share capital is Rs. 100,000 and its paid up capital is Rs. 100,000.It is inolved in
Building of complete constructions or parts thereof; civil engineering

Ved Engineers And Developers Private Limited's Annual General Meeting (AGM) was last held
on 19 June 2017 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet
was last filed on 31 March 2017.

Directors of Ved Engineers And Developers Private Limited are Mukesh Kumar and Rajeev
Kumar.

Ved Engineers And Developers Private Limited's Corporate Identification Number is (CIN)
U45200DL2013PTC251417 and its registration number is 251417
Its Email address is mintukumarm@yahoo.co.uk

its registered address is FLAT NO 170 SF PKT-B-1, DDA FLAT LOK NAYAK PURAM
BAKKARWALA NEAR SUDHANSHU ASHRAM NEW DELHI New Delhi DL 110041 IN
Company Details

CIN:U45200DL2013PTC251417

Company Name:VED ENGINEERS AND DEVELOPERS PRIVATE

LIMITED

Company Status:Active

RoC:RoC-Delhi
Registration
Number:251417

Company
Category:Company limited by Shares

Company
Sub Category:Non-govt company

Class of Company:Private

Date of
Incorporation:02 May 2013

Age of Company:5 years, 6 month, 3 day

 Activity: Building of complete constructions or parts thereof; civil engineering

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 middleand top level
Ved engineers and developers .

Sample Size: The universe is about 100 employees working in Ved engineers and developers.
All ofthem 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 throughQuestionnaire. 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 andopinions was done
which would help Ved engineers and developers.

Sampling Technique: -Using simple random sampling technique 60 respondentswere selected.

Data Interpretation: Interpretation of data is done by using statistical tools likePie diagrams,
and also using descriptive statistic tools (by using these techniques) accurate information is
obtained.
Classification & tabulation of data: The data thus collected were classified according to the
categories & the summary tables were prepared.
CHAPTER-3
Theoretical aspects related to the study:

Employee Engagement: Is the art and science of engaging people in authentic andrecognized
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:

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?

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.

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 therea 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?
Enliven work roles. We have various roles that we must fulfill to fully engage. Arole 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.

Foster community. A strong key of employee engagement is our connection torelationships 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.
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.
CHAPTER-4
Data Analysis:

1. At work, I have the opportunity to do what I do best every day

SURVEY

Strongly disagree
Neither agree nor
0%
Disagree
disagree
0%
11%

Agree

Strongly agree 32%

57%

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.

2. In the last seven days, I have received recognition or praise for doing

good work

Survey

Strongly disagree

3%

Disagree

19%

Strongly agree

42% Interpretation:Workplaces that

excelled in this question relied on
forms of recognition that are
specific, predictable, frequent, and
Agree 23%
immediate. Many wonder how
often people should be praised,
but a good rule of thumb is about once a week.

Neither agree nor

From this question, 35 people out of 60 which are 70%
agreed with the fact that in the last seven days, they got disagree
Kudos for their performances. On the other hand only
16 people opposed the opinion. As the percentage is 13

low, so it is assumed most of the employees are

engaged.
3. My supervisor, or someone at work, seems to care about me as a person.

Survey

Strongly disagree
4%
Disagree

8%

Neither agree nor

Disagree 12%
Strongly agree 40 %

Agree 36 %

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.

From this question, 37 people out of 60 which are 74% agreed with the fact that 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 percentage is low, so it is assumed most of the employees are engaged.

4. There is someone at work who encourages my development.

 Survey

Strongly disagree

2%

Disagree 12%

Strongly agree

30%

Agree 20% Neither agree nor Disagree 30%

Interpretation:

From this question, 36 people out of 60 which are 72% agreed with the fact that their
development is backed by someone superior from the organization. It motivates the employees
more and the outcome brings positive impact for the company. 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.

5. At work, my opinions seem to count.

 Survey

Strongly
disagree
Disagree
14%
7%

Strongly agree
37% Neither agree
nor disagree
14%

Agree
28%

Interpretation:

From this question, 36 people out of 60 which are 72% agreed with the fact that their
development is backed by someone superior from the organization. It motivates the employees
more and the outcome brings positive impact for the company. 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.
 6. The mission or purpose of my organization makes me feel my job
is important.

SURVEY

Strongly disagree
4%
Disagree 10%
Neither agree nor disagree
10%
Strongly agree
26 %

Agree 50%

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.
7. My associates or fellow employees are committed to doing quality work.

Survey
Strongly disagree 0% Disagree
13% Neither agree nor disagree 3%

Strongly agree
44%

Agree 40%

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.
 8. In the last six months, someone at work has talked to me about my
progress.

Survey

Strongly disagree Disagree

0%
0%

Neither agree

nor disagree

18%

Strongly agree

40%

Agree

42%

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.
 9. This last year, I have had opportunities at work to learn and grow.

Survey

Strongly disagree
2%
Neither agree
nor disagree 8%
Strongly
Agree 28%

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.

From this question, 38 people out of 60 which are 78% agreed with the fact that 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.
CHAPTER-5
 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.
 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 ved engineers and developers .

 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.
 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 Ved engineers n developers 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.
 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 “Ved engineer’s n developerspvt ltd” has an
effective engaged employee staffs which will defiantly help the organization to grow in this
organization.
 Bibliography:

Websites:

1. Company Profile [Internet].

Available from:http://vedengineers.com/services.html

2. Industry Review [Internet]. Available from:

http://en.wikipedia.org/wiki/Human_resource_consulting

3. Theoretical concepts related to study [Internet]:

Available from: http://www.davidzinger.com/page/11/?s=strengths

4. Literature Review [Internet]:

i. Available from: hhtp://EzineArticles.com/

ii. Available from:

https://www.ddiworld.com/DDIWorld/media/monographs/employ
eeengagement_mg_ddi.pdf?ext=.pdf/

iii. Available from: hhtp://opcup.com

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.
 ANNEXURE

SURVEY ON EMPLOYEE ENGAGEMENT

GENERAL INFORMATION: To be used only for the purpose of analysis

DESIGNATION QUALIFICATION

WORKING SINCE DEPARTMENT

(Month & Year)

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.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

3. At work, I have the opportunity to do what I do best every day

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

 4. My supervisor, or someone at work, seems to care about me as a person.i
Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

5. There is someone at work who encourages my development.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

6. At work, my opinions seem to count.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

7. The mission or purpose of my organization makes me feel my job is important.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

8. My associates or fellow employees are committed to doing quality work.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

9. In the last six months, someone at work has talked to me about my progress.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)

10. This last year, I have had opportunities at work to learn and grow.

Strongly agree Agree No opinion Disagree Strongly Disagree

(1) (2) (3) (4) (5)