SUMMER INTERNSHIP PROJECT REPORT

Best Practice on Employee Engagement and Talent Management

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR MASTERS IN MANAGEMENT STUDIES

MMS- 2 2011-2012

SUBMITTED BY NAME: NUTAN BHATHER ROLL NO: 2, DIV: A BATCH: 2011-2012

H.K INSTITUDE OF MANAGEMENT STUDIES AND RESEARCH, JOGESHWARI (WEST) MUMBAI 400102

STUDENTS DECLARATION

I Hereby Declare That This Report Submitted in partial fulfillment of the requirement of the award for the master in management studies to H.K INSTITUDE OF MANAGEMENT STUDIES AND RESEARCH is my original work and submitted for award of any degree or diploma fellowship or for similar titles or prizes.

I further certify that I have no objection and grant the rights to H.K institute of management studies and research to publish any chapter/project if them deem fit in journals/magazines and newspapers etc. without my permission.

Place: Mumbai Date: Name: Nutan Bhather Class: MMS 2 SEM: 2 Roll No. : 2 Div. A

CERTIFICATE
This is to certify that the dissertation submitted in partial fulfillment for Master in management studies of H.K Institute of Management Studies and Research is a result of the bonafide research work carried out by Miss Nutan Bhather under my supervision and guidance, no part of this report has been submitted for award of any other degree, diploma, fellowship or other similar titles or prizes. The work has also not been published in any journals /magazines.

Date: Place: Mumbai.

Company Guide: Mrs. Sonal Nag Company Name: H.S.B.C Designation: H.R MANAGER.

Director K.C Pandey HKIMSR

Project Guide: Miss Megha sarkar core faculty HKIMSR

ACKNOLEDGMENT

It is difficult to acknowledge precious a debt as that of learning as it is the only debt that is difficult to repay except through gratitude It is my profound Privilege to express my sincere thanks to Prof. K C Pandey, Director HKIMSR, for giving me an opportunity to work on the Project and giving me full support in completing this project. I am indebted to Mrs. Sonal Nag, HR Manger of H.S.B.C for her support in completion of my project. I am also thankful to Mr. Durgaprasad the head of HR Dept. I am very thankful to my internal guide Prof. Megha Sarkar and other faculty members for their full support. I am indebted to librarian Ms. Ashwini Joshi and other staff members of library for their timely support in completion of my project. I also acknowledge the support of Mr. Virendra Singh, System Analyst and other technical staff for extending their support in completion of this project. I am also thankful to University of Mumbai for making Summer Internship part of their Curriculum. Last but not least, I would like to thank my parents & my friends for their full cooperation & continuous support during the course of this assignment.

TABLE OF CONTENTS

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22.

Executive summery Introduction What is best practice for employee engagement? What is employee engagement? Categories of employee engagement Advantages of employee engagement Factors leading to employee engagement Why employee engagement does matters? How to measure employee engagement? Challenges for H.R Managers for employee engagement Key indicators to find employee engagement What is Talent management? Why Talent management? Characteristics of good Talent management Objectives Methodology Limitations Analysis and Findings Conclusion Recommendation Bibliography Annexure (A) Questionnaire

5 6 7 8 9 10 11 16 17 20 22 23 24 25 26 27 28 29 31 32 33 34

EXECUTIVE SUMMARY

Employee Engagement is the level of commitment and involvement an employee has towards their organization and its values. Engaged workers provide the company increased productivity higher financial returns, lower attrition, greater talent pool, higher morale and create emotional engagement and loyal customers. An engaged employee is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organizations interests. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. Employee engagement is an intense emotional commitment and the involvement of an employee for his or her organizations and its goal.

Every HR Manager needs to analyze the merits and demerits of an unengaged workforce. Generally, the employees who were fully engaged with an organization have influenced in increasing the profitability and the unengaged workforce were one of the root cause for a decrease in profitability. Engaged employees show their commitment and satisfaction with their work and believe that their employer recognizes their contribution. If employees are involved, they feel more responsible and use their skills effectively and show their interests for their self as well as organizational development.

INTRODUCTION
In the present scenario, organization is witnessing a greater challenge in managing their greater workforce. The need to employ and retain employs with the right competence is increasing rapidly. Increasing the supply and competition for talented employees has become one of the most significant organizational challenges. The challenges at present is not just about retaining talented employees but fully engaging them. By engaging employees organization believes that they can gain competitive advantages and organizational growth employees engagement is an intense emotional commitment and the involvement of an employee for his or her organizational and its goals. Development dimensions international defines engagement as the extent to which people enjoy and believes in what they do and feel valued for doing it. Engaged employees work harder, show greater interest in growth development and success of the organization and their individual aspirations engaged employees remain with the organization and constantly give their best efforts for the bright future and success of the organization. Engagement at work was conceptualized by Kahn, 1990 as the harnessing of or organizational members selves to their work roles. In engagement people employ and express themselves physically, cognitively, and emotionally during role performance an engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organizational. The organization must work to develop and nurture engagement, which requires a two- way relationship between employer and employee. Thus employee engagement is a barometer that determines the association of a person with the organization

What is best practice for employee engagement?

Any practice which Not only Satisfies but Delights Creates a feel good factor. Has high visibility and focused impact. Unique and relevant Gels with organization Culture. Is fresh/creative way to accomplish a task Is a Best Practice

Every Best Practice becomes a hygiene factor with Time.

What is employee engagement?

Employee engagement is the level of commitment and involvement an employee has 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. HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the about work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant. Aspects of Employee Engagement Three basic aspects of employee engagement according to the global studies are: 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.

CATEGORIES OF EMPLOYEE ENGAGEMENT

According to the Gallup the Consulting organization there are there are different types of people:Engaged--"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. 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. Actively Disengaged--The "actively disengaged" employees are the "cave dwellers." 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.

ADVANTAGES OF ENGAGED EMPLOYEES

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. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels 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

Factors Leading to Employee Engagement

Studies have shown that there are some critical factors which lead to Employee engagement. Some of them identified are.

Career Development- Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new

knowledge and realize their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them. Career Development Effective Management of Talent Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development. Leadership- Clarity of Company Values Employees need to feel that the core values for which their companies stand are unambiguous and clear. Leadership Respectful Treatment of Employees Successful organizations show respect for each employees qualities and contribution regardless of their job level. Leadership Companys Standards of Ethical Behavior A companys ethical standards also lead to engagement of an individual Empowerment Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward. Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of

employee engagement are inextricably linked with high levels of customer engagement. Other factors Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees Performance appraisal Fair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations. Health and Safety Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job

given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Family Friendliness A persons family life influences his wok life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement. Co-operation If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engagement

WHY DOES EMPLOYEE ENGAGEMENT MATTER?

Employee engagement matters because engaged employee creates loyal customers who in turn drive profitable growth that is the simple conclusion at the heart of putting the services profit chain to work . A seminal study of successful services organization. Published in Harvard business review in 1994. Based on an analysis of major us corporation such as banc one , intuit corporation , southwest airlines , services master , USAA, taco bell and mci the Harvard study established the links in the services profit chain: profit and growth are stimulated primarily by customers loyalty. Customers satisfaction is largely influenced by the value they attach to the services provided. Value is created by satisfied, loyal band productive employees. Employees satisfaction loyalty and productivity are in turn stimulated by policies, practices and support services which inspire employees to deliver result to customers. In other words the services profit chain shows how employee engagement impacts on customers satisfaction and profitability and it shows management the importance of focusing on the factors which drive engagement: investment in recruitment, training and development and the technology that supp5orts people , together with performance management systems which properly link performance and pay . For some buss leaders the Harvard model did not provided the hard evidence they needed to justify the required level of investment.

How to measure employee engagement?

To measure employee engagement, companies need to ask for employee opinions and feedback in multiple ways. Standardized engagement metrics can be derived from employee opinion surveys. These can be used in conjunction with formal and informal meetings, employee focus groups, and manager/supervisor interviews, along with performance measures to continually assess progress toward employee engagement. Keep in mind, however, that asking for feedback and ignoring it is far worse than not asking at all. Employees want to be engagedseveral research studies conducted by the Harvard Business Review (HBR) found that employees rank "the opportunity to do important work that gives a feeling of accomplishment" higher than pay as a prime motivator. But there's one downside to engaging employeesonce they're engaged, they expect to be involved and given the chance to deliver. HBR studies also concluded that "those who cared most about their work were the most demoralized when they were thwarted from doing their best" by factors beyond their control such as role ambiguity, inadequate resources, and overwork. Toyota Motor Manufacturing in Georgetown, Kentucky (Toyota's largest U.S. plant) consistently has levels of employee engagement about 10% higher than the U.S. average. The plant's success is due to a corporate culture that supports individual creativity as well as teamwork, according to Pete Gritton, vice president of administration. Gritton says management must support employees and be committed to the success of both the individuals and the company itself. In addition, he states that management must cultivate employees' trust on a daily basis because it can vanish instantaneously through one careless act.

Corporate culture is an important component of employee engagement. A company's culture is made evident by its leaders' behavior. Communication styles, internally distributed messages, company celebrations, and how you recognize employees' efforts all define corporate culture. Make sure the culture at your credit union is one you want. Direct your employee-engagement efforts at managers and nonmanagers alike. If managers aren't engaged, it's unlikely that employees will be responsive to any efforts to engage them. Leaders who make their employees feel cared for, valued, and heard invoke a culture of trust and credibility. Treating employees as allies and creating a sense of teamwork and emotional commitment increases morale and productivity. Invite feedback from staff instead of laying down the law. And instead of communicating via memos, explain policies and programs in person along with the reasons for why they were developed and implemented. Employees want to be informed about everything that affects them, good and bad. Working Americans apparently aren't too crazy about the state of communication in the workplace. Just over half of employees say their employers try too hard to "spin" the truth instead of giving it to them straight, according to a Towers Perrin survey on employee communication. Even if your credit union has to do some cost cutting, it's to your advantage to share what you can with employees and prepare them for what's coming. Listening to your employees during tough times relieves their frustration, which in turn makes them more productive. And listening to employees can give you important information because employees know what's going on in their own areas.

Unfortunately, the longer employees stay with an organization, the less engaged they become, according to Gallup. It's therefore important for companies to continually foster employee engagement in the workplace. Strategies for employers to keep employees involved and engaged:

Show employees you care about them. Get them the resources they need to get their jobs done. Connect the work they do as individuals to the big picture. Research shows that employees who are motivated will rally behind their employers, through good times and bad. Demonstrate fairness when you deal with your employees. Make sure all employees are given an equal voice. Give your employees challenging work. Put people in roles that use their strengths. Give your employees training and opportunity for advancement. Assign projects that let them grow. Give them more authority over how their job gets done along with clear measures of accountability. Share the responsibility for decisions and outcomes with employees. Encourage their ideas and take them seriously. Employees are more likely to accept and carry out decisions if they're involved in the process.

Employee engagement affects the bottom line because engaged employees deliver high-quality, committed service and they form work teams that produce high-quality results. And when engaged employees come into contact with the public, their commitment comes across and the people they're serving respond by becoming engaged in kind. If you take care of your employees, they'll take care of you and your members.

Challenges for human resource managers in employee engagement

A Gallup study on employee engagement revealed that 54% of employees in the U.S are not engaged, 17% are disengaging, and only around 29% are engaged in work. So, it has become a challenge for H.R managers to make employees fully engaged .every manager needs to feel that the engaged workforce provides many intangible benefits for organizational growth. Everywhere managers needs to an always the merits and demerits of an organization have influenced in increasing the profitability and the unengaged workforce were one of the root causes for a decrease in profitability. to substantiate this, a study conducted by serota consulting on 28 multinational companies , revealed that the share prices of the organization with highly engaged employees rose by an average of 16% , compared with an industry average of 6% . Another study by ISR in 2003 also revealed that companies with lower levels of employee found engagement their net profit fell by 1.38% and operating margin fell by 2.02% over a three year period. On the other hand, companies with high levels of engagement found their operating margin rose by 3.74% over a three year period. The H.R managers need to focus on creating a culture for engagement, which includes the practices, shared mindset and ethos of an organization. This held in building a strong engagement. after a wide range of study, the researcher have considered five most important drivers of a culture of engagement , which are: two way feedback , trust in leadership, career development , understanding of employees role , and shared decision making . as HR manager , he/ she needs to ensure that the five key elements are actively used for better engagement.

For increasing the communication between the employees, the H.R manager needs to rely on the suggestion box and an annual employees survey to ensure that the upward flow of feedback is proper. Moreover, the managers need to build trust by developing a clear vision of the organization future and the need to communicate to the employees. Even the H.R manager has to clarify doubts like what are competencies the capacities that the organization expect from an employee and help them in upgrading their skills to match the needs of the future. Employees need to be allowed to participate in decision making process. HR practitioners believe that the engagement challenge has a lot do with how employee feels about the work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant.

KEY INDICATORS TO FIND EMPLOYEE ENGAGEMENT

Engaged employees have a strong desire to work, feel proud of the organization, and also speak positively about it. Such employees show enthusiasm for contributing to the organizational goals. They exercise selfcontrol and feel a sense of ownership and pride in serving the organization. At the time of emergencies, if employees are involved, they feel more responsible and use their skills effectively for their self as well as organizational development. Through employee satisfaction Survey and employee feedback, an organization can find the key aspects as to why employees in the organization are interested to work. Engaged employees show commitment and satisfaction with their work and believe that their employer recognizes their contribution. Exit interviews can also provide information about the level of employee engagement in the organization. Engaged employees give reference to their friends and relatives, in relation to the company they working for. Measuring the employee engagement varies from organization to organization. A majority of organizations rely on the age- old employee satisfaction surveys, which tell us how happy the employees were when they were working in the organization. Some organization used different forms or surveys like vertex uses annual employee opinion survey, which is planned and examined by an independent body.

WHAT IS TALENT MANAGEMENT?

It is a process of managing aptitude, abilities & skills of a person or an employee for his personal as well as organizational development. The word managing means identifying the competencies required and present; doing Gap analysis & finding training needs, & sketching overall career path for the employee. It also means developing certain skills in an employee & sketching his career path.

Talent management is also means that Creating Organizational Excellence by Identifying, Developing, and Positioning Your Best People.

Talent Management Results:

1. A performance-oriented culture. 2. Low turnover (especially in premium employee groups). 3. High levels of employee satisfaction. 4. A cadre of qualified replacements. 5. Effective investment development. in employee compensation and

WHY TALENT MANAGEMENT?? 1. Identify, select, and cultivate "Super keepers"the employees your organization can not afford to lose. 2. Locate and develop highly qualified backups for key positions, which are critical to organizational continuity. 3. Allocate resources to employees based on actual and/or potential contribution to organizational excellence.

Tips for Better Talent Management

1. Effective talent management starts at the top. 2. Strategic talent management will impact profits. 3. Retention of top talent can boost cost savings. 4. Understanding the needs of your talent pool is key to retention.

CHARACTERISTICS OF GOOD TALENT MANAGEMENT

Ownership and involvement Business objectives permeate every aspect of the system The system is measured in real business terms and results are acted upon Hire the right people. Acclimate new employees Discuss career interests with employees Identify developmental opportunities Identify training opportunities Offer appropriate rewards and recognition Help employees to advance Create a workplace that has meaning and purpose

Talent Management Process 1. 2. 3. 4. Acquiring talent Assessing new and current talent. Developing talent Transitioning tale

OBJECTIVES
} To measure the job satisfaction level among the employees } To assess overall work environment provided by the organization. } To know whether the employees have developed a respect for the organization or not } To know the importance of employee engagement in and organizations. } Main objective is to study employee engagement. (I .e , how loyal, committed, and connected an employee is to his/ her employer) } The research focuses on how employee engagement is a predecessor of job involvement and what should company do to make the employee engaged. } To know what challenges face by the human resource managers in employee engagement.

METHODOLOGY

The data collected with the help of questionnaire and exploratory research Computer facility has been availed for typing and other requirements of the study.

It starts with data collection from various sources i.e., Primary data Questionnaire:To know about the employee engagement and to collect more and more information I have prepare questionnaire.

Secondary data For more information I made use of secondary data like I referred books of employee engagement and I also referred magazines of HRM review ( the icfai university press) these books helps me a lot in collecting information about employee engagement in an organization and also help me in getting exact data.

LIMITATIONS
1) Data collection is based on secondary sources. 2) Unable to get proper information through primary sources.

ANALYSIS

Employee engagement is the partnership between the company and employee. Such employee work smarter and keep finding newer ways to remove their performance. They help the organization in increasing the sales, improve the quality. The analysis is..

1) Companies with high employee engagement:a) 13.2 % improvement in net income growth b) 19.2 % improvement in operating income c) 27.8 % improvement in earnings per share 2) Companies with low employees engagement:a) 3.8 % decline in net income b) 32.7% decline in net income growth c) 11.2% decline in EPS..

FINDING
Engaged employees work harder, show greater interest in growth, development and success of the organization and their individual aspirations. Engaged employees remain with the organization and constantly give their best efforts for the bright future and success of the organization. The challenge at present is not just about retaining talented employees, but fully engaging them. By engaging employees, organizations believe that they can gain competitive advantages and organizational growth. Employee engagement from an employees point of view is to clearly understand the job responsibilities and have a strong desire to perform well in his role.it also helps employees to realize their competencies. Employee engagement from an organizational point of view is to create a belief that employees are valuable assets for the organization. An engaged employees develops a positive attitude towards the organization. He will have knowledge about the business, customers and work environment, which will help him perform well and have a long- term relationship with the organization.

Every H.R managers needs to analyze the merits and demerits of an unengaged workforce. Generally, the employees who were fully engaged with an organization have influenced in increasing the profitability and the unengaged workforce were one of the root causes for a decrease in profitability. At the time of emergencies, if employees are involved, they feel more responsible and use their skills effectively for their self as well as organization development.

CONCLUSION

Due to globalization, organizations are witnessing increased competition for talent, scarcity of talent and high labor costs. A paradigm shift from an industrial to a knowledge based society has made employees role more important for organizational success. Employees are viewed as assets for the organization, where innovative business practices based on knowledge is making a difference. In order to increase an organizations performance levels and also to retain employees, organization needs to engage their employees more effectively. Over a period of time, employers attention has taken a shift from employees who are satisfied with the working conditions, attractive salaries and benefits, to those who are committed and are emotionally attached to the organization. Employee engagement in the organization makes employees explore their competencies and give their best for the organizations growth.

I would hence conclude that 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.

RECOMMENDATIONS

To bring in high level of association among the team, it is recommended that 1. Educate the team about the rich history, culture, and products of the company. 2. Conduct welfare activates / training for the employees too aimed at enriching their family life by personal development. this enhance attachment 3. Organizations should always support their employees during difficult times, both financially and emotionally. 4. Team leaders to encourage to which involvement of his team in decision making. The extent to which employees feel able to voice their ideas, and managers listen to these views and value employees contribution, makes a significant contribution towards how employees perceive their managers. 5. Workshops for people managers on holding critical conversations as well as coaching. This is to enhance the performance management by clear goal setting and ongoing coaching and mentoring. 6. Create a transformational leadership culture, where individuals become well connected to the organizations purpose and overall mission through open forums. 7. Remain competitive with salary. Do industry benchmarking and compensation survey. 8. Job rotation and multi skilling to avoid boredom. 9. Show concern for employees health and wellbeing. Make them feel valued. The organizations should keep suggestion box so that if any employees want to give suggestion they are free to give suggestion.

BIBLIOGRAPHY

} www.citehr.com } www.w3c.org. } www.scribd.com } www.gallup.com } http://www.employeeengagement.com/ } http://en.wikipedia.org/wiki/employee_engagement

ANNEXURE (A)

Questionnaires 1. Do you have the opportunities to do the work best? A) Almost always true B) mostly true C) Sometimes true D) Rarely true E) not at all true. 2. What is your suggestion about infrastructure to do your work?

A) Almost always true B) mostly true C) Sometimes true D) Rarely true E) not at all true.

3. What is your suggestion about the recognition given by the management? A) Almost always true B) mostly true C) Sometimes true D) Rarely true E) not at all true.

4. Whether your suggestion will be consider during your job? A) Almost always true B) mostly true C) Sometimes true D) Rarely true E) not at all true.

5. Does the mission and purpose make you feel the importance of your job?

A) Almost always true B) mostly true C) Sometimes true D) Rarely true E) not at all true. 6. Do you agree that you are utilizing yourself and your potential as a whole to this organization? A) D) Almost always true B) mostly true C) Sometimes true Rarely true E) not at all true.

7. Are you gate proper field to execute your ideas? A) Yes B) No 8. Are you satisfied with the level of trust on your team? A) Almost always true B) mostly true C) Sometimes true D) Rarely true E) not at all true. 9. Do you have the materials and equipment to do your work efficiently? A) Almost always true B) mostly true C) Sometimes true D) Rarely true E) not at all true. 10. Will you switch over to a different job if you given more salary? A) Yes B) No