Retention in TCS
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CHAPTER 1INTRODUCTION1INTRODUCTIONEmployee engagement refers to the extent to which an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through his/her actions as an employee and his/her attitude towards the employer and customers. Also called work engagement or worker engagement, it is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in
Transcript of Retention in TCS
CHAPTER 1
INTRODUCTION
1
INTRODUCTION
Employee engagement refers to the extent to which an employee believes in the mission,
purpose and values of an organization and demonstrates that commitment through his/her
actions as an employee and his/her attitude towards the employer and customers. Also
called work engagement or worker engagement, it is a business management concept. An
"engaged employee" is one who is fully involved in, and enthusiastic about, his or her
work, and thus will act in a way that furthers his organization's interests. He/she is aware
of the business context, and works with colleagues to improve performance within the job
for the benefit of the organization. Thus, employee engagement may be viewed as a
positive attitude held by the employee towards the organization and its values. It requires
a two-way relationship between the employer and the employee.
2
Features of Employee Engagement:
Understanding of business context and the ‘bigger picture’
Respectful of, and helpful to, colleagues
Willingness to ‘go the extra mile’
Belief in the organization
Desire to work to make things better
Keeping up to date with developments in the field
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Aspects:
There are three basic aspects of employee engagement:
The employees and their own unique psychological make-up and experience
The employers and their ability to create the conditions that promote employee
engagement
Interaction between employees at all levels
Categories of Employee Engagement:
According to the Gallup the Consulting organization there are there are different types of
people:
Engaged Employees
Not Engaged Employees
Disengaged Employees
Engaged Employees:
Are builders
Want to know the desired expectations for their role so they can meet and exceed
them
Are naturally curious about their company and their place in it
Perform at consistently high levels
Want to use their talents and strengths at work every day
Work with passion and they drive innovation and move their organization forward
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Not-Engaged Employees:
Tend to concentrate on tasks rather than the goals and outcomes they are expected to
accomplish
Want to be told what to do just so they can do it and say they have finished
Tend to feel their contributions are being overlooked and their potential is not being
tapped
Generally don’t have productive relationships with their managers or with their
coworkers
Actively Disengaged Employees:
Are the ‘cave dwellers’
Consistently against virtually everything
Sow seeds of negativity at every opportunity
Undermine what their engaged coworkers accomplish
Diagnostic Tools
Training and development
Performance management
Communication
Equal opportunity
Fair treatment
Pay and benefits
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Health and safety
Cooperation
Family friendliness
Job satisfaction
Immediate management
Engagement Approaches:
Employee engagement approaches for new employees:
Best practice recommends starting right at the selection or recruitment stage with:
The right person and giving them a realistic job preview
A strong induction and orientation programme
Rigorous training and development, from technical to soft skills to leadership
development programmes.
Regular technical/soft-skill updates
Certification programmes to drive people towards excellent performance
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Employee engagement approaches for all employees:
Beyond initial recruitment and induction, employee engagement activities can be broken
into a number of groups. These include:
Communication activities: Communication forums; In-house magazines; On-line
communications, including discussion boards and blogs by company personnel;
Monthly updates on corporate goals and directions; Regular employee opinion and
satisfaction surveys; Active soliciting of employee feedback, including opinions and
pet peeves etc.
Reward schemes: Compensation and benefit programmes; Stock ownership and
profit sharing; Recognition programmes; Idea collection schemes linked to rewards
for idea generation; Long service and good performance awards.
Activities to build the culture of the organization: Clear and humane HR policies;
Pro-social corporate objectives; Corporate Social Responsibility; Equal opportunities
policies and practices; Initiatives to maintain the quality of work-life and a balance
between personal/professional lives; Developing a safe, clean and inspiring work
environment; Demonstrating a commitment to employees’ well being.
Team building activities: Small team recreational activities, such as trips to the
cinema; Social activities, such as family gatherings; Community outreach activities
such as volunteering and fund-raising.
Leadership development activities: Effective Leadership; Effective Performance
Management; Fair evaluation of performance; Empowerment through effective
delegation; Coaching and mentoring activities to give honest feedback by supervisors
and peers; An open and transparent culture to empower people and develop
entrepreneurs.
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10 C's of Employee Engagement:
Connect: Leaders must show that they value employees. Employee engagement is a
direct reflection of how employees feel about their relationship with the immediate
boss.
Career: Leaders should provide challenging and meaningful work with opportunities
for career advancement. Most people want to do new things in their job.
Clarity: Leaders must communicate a clear vision. Success in life and organizations
is, to a great extent, determined by how clear individuals are about their goals and
what they really want to achieve.
Convey: Leaders clarify their expectations about employees and provide feedback on
their functioning in the organization.
Congratulate: Exceptional leaders give recognition, and they do so a lot; they coach
and convey.
Contribute: People want to know that their input matters and that they are
contributing to the organization's success in a meaningful way.
Control: Employees value control over the flow and pace of their jobs and leaders
can create opportunities for employees to exercise this control.
Collaborate: Studies show that, when employees work in teams and have the trust
and cooperation of their team members, they outperform individuals and teams which
lack good relationships.
Credibility: Leaders should strive to maintain a company’s reputation and
demonstrate high ethical standards.
Confidence: Good leaders help create confidence in a company by being exemplars
of high ethical and performance standards.
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Advantages:
Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success
Will normally perform better and are more motivated
There is a significant link between employee engagement and profitability
It builds passion, commitment and alignment with the organization’s strategies and
goals
Increases employees’ trust in the organization
Creates a sense of loyalty in a competitive environment
Provides a high-energy working environment
Boosts business growth
Makes the employees effective brand ambassadors for the company
Employees form an emotional connection with the company. This impacts their
attitude towards the company’s clients, and thereby improves customer satisfaction
and service levels
FACTORS CONTRIBUTING TO HIGHER EMPLOYEE ENGAGEMENT:
Following are some common factors hat drive engagement across an organization:
Understanding of corporate goals/mission
Understanding of job and how it contributes to overall corporate goals
Clear communication of goals, expectations, directions
Job design
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Job fit
Support and tools
Independence & innovation
Relationship with boss/direct reports
Clear feedback on performance
Recognition
Learning and development opportunities
Opportunities for advancement
Pride in the organization
Employee input
Employee involvement in decision making
Work-life balance
Workplace culture/morale
Co-worker relationships/good team environment
Fair HR practices
Outcomes of Engagement:
Staff is able to get ‘involved’ in the organization and feel that it is genuinely
participating and contributing to its performance
Staff has a pride in its organization and endorses it as a place to work and do business
with people outside the organization
Staff demonstrates real commitment to its job and the organization and is prepared to
‘go the extra mile’.
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Difference between Employee Engagement and Employee Satisfaction:
Problems in Engagement:
Hurdles in the following areas may be identified:
Communications
Nature of Work
Rewards and Recognition
Attendance
Turnover
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Benchmarking
Benchmarking is the process of comparing the cost, cycle time, productivity, or quality of
a specific process or method to another that is widely considered to be an industry
standard or best practice. Essentially, benchmarking provides a snapshot of the
performance of your business and helps you understand where you are in relation to a
particular standard. The result is often a business case for making changes in order to
make improvements. Benchmarking is most used to measure performance using a
specific indicator resulting in a metric of performance that is then compared to others.
Also referred to as "best practice benchmarking" or "process benchmarking", it is a
process used in management and particularly strategic management, in which
organizations evaluate various aspects of their processes in relation to best practice,
usually within a peer group defined for the purposes of comparison. This then allows
organizations to develop plans on how to make improvements or adopt best practice,
usually with the aim of increasing some aspect of performance. Benchmarking may be a
one-off event, but is often treated as a continuous process in which organizations
continually seek to challenge their practices.
Methodology
Robert Camp developed a 12-stage approach to benchmarking:
1. Select subject ahead
2. Define the process
3. Identify potential partners
4. Identify data sources
5. Collect data and select partners
6. Determine the gap
7. Establish process differences
8. Target future performance
9. Communicate
10. Adjust goal 12
11. Implement
12. Review/recalibrate.
The following is an example of a typical benchmarking methodology:
1) Identify your problem areas: Before embarking on comparison with other
organizations it is essential that you know your own organization's function,
processes; base lining performance provides a point against which improvement effort
can be measured.
2) Identify other industries that have similar processes: For instance if one were
interested in improving hand offs in addiction treatment he/she would try to identify
other fields that also have hand off challenges.
3) Identify organizations that are leaders in these areas: Look for the very best in any
industry and in any country. Consult customers, suppliers, financial analysts, trade
associations, and magazines to determine which companies are worthy of study.
4) Survey companies for measures and practices: Companies target specific business
processes using detailed surveys of measures and practices used to identify business
process alternatives and leading companies.
5) Visit the "best practice" companies to identify leading edge practices: Companies
typically agree to mutually exchange information beneficial to all parties in a
benchmarking group and share the results within the group.
6) Implement new and improved business practices: Take the leading edge practices and
develop implementation plans which include identification of specific opportunities,
funding the project and selling the ideas to the organization for the purpose of gaining
demonstrated value from the process
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CHAPTER 2
RESEARCH DESIGN
14
RESEARCH DESIGN
TITLE OF THE PROJECT
“A STUDY ON EMPLOYEE ENGAGEMENT PRACTICES AT TATA
CONSULTANCY SERVICES, INDIA, BANGALORE”
INTRODUCTION:
Employee engagement refers to the extent to which an employee believes in the mission,
purpose and values of an organization and demonstrates that commitment through his/her
actions as an employee and his/her attitude towards the employer and customers. Also
called work engagement or worker engagement, it is a business management concept. An
"engaged employee" is one who is fully involved in, and enthusiastic about, his or her
work, and thus will act in a way that furthers his organization's interests. He/she is aware
of the business context, and works with colleagues to improve performance within the job
for the benefit of the organization. Thus, employee engagement may be viewed as a
positive attitude held by the employee towards the organization and its values. It requires
a two-way relationship between the employer and the employee.
STATEMENT OF PROBLEM
Managerial practices across the globe are experiencing a revolution. Workplace styles
and practices of leadership, work processes and everything else related to work is
witnessing rapid changes. The degree of changes in these variables may vary from
industry to industry or a corporate house to another but managements are putting their
efforts to understand, equip and to act to emerge a winner out of the situation. At the core
of their efforts is the realization that employees are their most valuable assets. Hence a
study on Employee engagement activities holds high value for a company in retention of
employees and high performance of the company.
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OBJECTIVES OF STUDY
To evaluate existing employee engagement practices at TCS India, Bangalore branch
and to make suggestions regarding the best practices as to the same.
To study the impact of the rising cost cutting on the engagement measures adopted by
organizations.
To establish the relationship between organization’s engagement programmes and
their respective annual attrition rates.
To study the relative importance of each of the factors influencing engagement:
Salary and Monetary Benefits, Rewards and Recognition, Training and Development,
Communication, Family Friendliness, Performance Management.
Research Design:
Qualitative Research: Through company website and Personnel Manual
Quantitative Research: Designs used- Exploratory
DATA COLLECTION SOURCES:
Primary data:
The steps undertaken for conducting the research were as follows:
• Formulation of questionnaire in accordance with the desired responses
• Questionnaire distribution and data collection
• Data classification and arrangement
• Data analysis
• Interpretation and ascertainment of inferences based upon the data analysis.
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Secondary data
• Journals and research papers
• Newsletters
• TCS intranet-HR section and other websites pertaining to human resource
• Academic books based on research methodology and HR.
Sampling Technique:
Non-probability judgmental sampling.
The size of the sample was limited to 30.
PLAN OF ANALYSIS
The collected data is tabulated and analyzed. Necessary graphs and diagrams are
prepared for analysis. Inferences are drawn based on the analysis.
LIMITATIONS OF THE RESEARCH
The area of the study was very vast and hence an in-depth analysis of the system and the
process was not possible in the time limit of two months.
Limitations of the data collection method are:
Limited area coverage. As TCS is spread across nations it was practically impossible to
study the engagement activities across all branches as every demography would adopt
different measures. Hence the study was limited to Indian outfit of the organization.
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Surveyor’s personal biasness. As the area to be covered was large, and due to
unavailability of time and optimum resources, it was inconvenient for us to collect the
responses from all the divisions of the branch.
Respondent’s personal biasness. The respondents perceived the survey with suspicion,
cynicism and indifference. For them these processes were time consuming and
ineffective. In such kind of survey it was very difficult to get 100% correct opinions and
bias may exist.
The other main limitation was the Unavailability of the concerned officials at times. As
the responses had to be collected from the HR managers, rather than the employees, it
was difficult to convince them regarding its importance.
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CHAPTER 3
COMPANY PROFILE
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COMPANY PROFILE
Tata Consultancy Services Limited (TCS) is an Indian IT services, business solutions and
outsourcing company headquartered in Mumbai, India. TCS is the largest provider of
information technology in Asia and second largest provider of business process
outsourcing services in India. TCS has offices in 47 countries with more than 142
branches across the globe. The company is listed on the National Stock Exchange and
Bombay Stock Exchange of India.
TCS is one of the operative subsidiaries of one of India's largest and oldest conglomerate
company, the Tata Group or Tata Sons Limited, which has interests in areas such as
energy, telecommunications, financial services, manufacturing, chemicals, engineering,
materials, government and healthcare.
Tata Consultancy Services started in 1968. Mr.F.C Kohli who is presently the Deputy
chairman was entrusted with the job of steering TCS. The early days marked TCS
resonsibility in managing the punch card operations of Tisco. The company, which was
into management consultancy from day one, soon felt the need to provide solutions to its
clients as well.TCS was the first Indian company to make forays into the US market with
clients ranging from IBM,American Express, Sega etc. TCS is presently the top software
Company.
During the Y2K buildup, TCS had setup a Y2K factory in Chennai as a short-term
strategy. Now, with E-business being the buzzword, the factory is developing solutions
for the dotcom industries. Today, about 90 percent of TCS' revenue comes from
consulting, while the rest from products. TCS has great training facilities. In addition to
training around 5 percent of the revenue is spent upon its R&D centers like the Tata
Research Design and Development Centre at Pune, along with a host of other centers at
Mumbai&Hyderabad.
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It benchmarked its quality standing, invested heavily in software engineering practices
and built intellectual property-in terms of patents, code and branded products. At the
same time, it expanded its relationships with technology partners and organizations,
increased linkages with academic institutions and incubated technologies and ideas of
people within TCS and outside. TCS has already patented 12 E-Commerce solution
product packages and has filed six more applications for patent licenses.
Over $25 million were spent on enhancing hardware and software infrastructure. The
company now has 72 offices worldwide. As many as seven centers were assessed at SEI
CMM Level 5 last year(3.4 mistakes in a million opportunities). These include Chennai,
Mumbai, Bangalore, Calcutta, Hyderabad and Lucknow. Several business and R&D
relationship with global firms like IBM, General Electric, Unigraphics Solutions have
been made.
Key Dates in History
It began as the "Tata Computer Centre", for the company Tata Group whose main
business was to provide computer services to other group companies. F C Kohli was the
first general manager. J. R. D. Tata was the first chairman, followed by pankaj roy.
One of TCS' first assignments was to provide punched card services to a sister concern,
Tata Steel (then TISCO). It later bagged the country's first software project, the Inter-
Branch Reconciliation System (IBRS) for the Central Bank of India. It also provided
bureau services to Unit Trust of India, thus becoming one of the first companies to offer
BPO services.
In the early 1970s, Tata Consultancy Services started exporting its services. The company
pioneered the global delivery model for IT services with its first offshore client in 1974.
TCS's first international order came from Burroughs, one of the first business computer
manufacturers.
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TCS was assigned to write code for the Burroughs machines for several US-based clients.
This experience also helped TCS bag its first onsite project - the Institutional Group &
Information Company (IGIC), a data centre for ten banks, which catered to two million
customers in the US, assigned TCS the task of maintaining and upgrading its computer
systems.
In 1981, TCS set up India's first software research and development centre, the Tata
Research Development and Design Center (TRDDC) in Pune.
The first client-dedicated offshore development center was set up for Compaq (then
Tandem) in 1985.
In 1979, TCS delivered an electronic depository and trading system called SECOM for
SIS SegaInterSettle, Switzerland. It was by far the most complex project undertaken by
an Indian IT company.
TCS followed this up with System X for the Canadian Depository System and also
automated the Johannesburg Stock Exchange (JSE). TCS associated with a Swiss partner,
TKS Teknosoft, which it later acquired.
In the early 1990s, the Indian IT outsourcing industry grew tremendously due to the Y2K
bug and the launch of a unified European currency, Euro. TCS pioneered the factory
model for Y2K conversion and developed software tools which automated the conversion
process and enabled third-party developers and clients to make use of it.
In 1999, TCS saw outsourcing opportunity in E-Commerce and related solutions and set
up its E-Business division with ten people. By 2004, E-Business was contributing half a
billion dollars (US) to TCS.
On 9 August 2004, TCS became a publicly listed company, much later than its rivals,
Infosys, Wipro and Mahindra Satyam.
During 2005, TCS ventured into a new area for an Indian IT services company -
Bioinformatics.
In 2008, the company went through an internal restructuring exercise that executives
claim would bring about agility to the organization.
In 2011, the company entered the Small and Medium Enterprises (SME) market with
cloud-based offerings.
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Indian branches
TCS had development centres and/or regional offices in the following Indian cities:
Ahmedabad, Baroda, Bangalore, Bhubaneswar, Chennai, Coimbatore, Goa, Gurgaon,
Kochi, Kolkata, Lucknow, Mumbai, Mangalore, Noida, Pune, Thiruvananthapuram,
Jaipur, Jamshedpur, Hyderabad.
Global units
Africa: South Africa, Morocco
Asia (Outside India): Bahrain, Beijing, Hong Kong, Hangzhou, Shanghai, Indonesia,
Israel, Japan, Malaysia, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand, UAE
(Dubai)
Australia: Australia
Europe: Belgium, Denmark, Finland, France, Germany, Hungary, Iceland, Ireland, Italy,
Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United
Kingdom
North America: Canada, Mexico, USA
South America: Argentina, Brazil, Chile, Colombia, Ecuador, Uruguay, Peru
Innovation and R&D
Tata Research Development and Design Center
TCS established the first software research center in India, the Tata Research
Development and Design Center, in Pune, India in 1981. TRDDC undertakes research in
Software Engineering, Process Engineering and Systems Research.
Researchers at TRDDC also developed Master-Craft (now called TCS Code Generator
Framework) a Model Driven Development software that can automatically create code
based on a model of a software, and rewrite the code based on the user's needs.
23
Research at TRDDC has also resulted in the development of Sujal, a low-cost water
purifier that can be manufactured using locally available resources. TCS deployed
thousands of these filters in the Indian Ocean Tsunami disaster of 2004 as part of its relief
activities. This product has been marketed in India as Tata swach, a low cost water
purifier.
Innovation
In 2007, TCS launched its Co-Innovation Network, a network of TCS Innovation Labs,
startup alliances, University Research Departments, and venture capitalists.
In addition to TRDDC, TCS has 19 Innovation Labs based in three countries.
TCS Innovation Lab, Convergence: Content management and delivery, convergence
engines, networks such as 3G, WiMax, WiMesh, IP Testing for Quality of Service, IMS,
OSS/BSS systems, and others.
TCS Innovation Lab, Delhi: Software Architectures, Software as a Service, natural
language processing, text, data and process analytics, multimedia applications and
graphics.
TCS Innovation Lab, Embedded Systems: Medical electronics, WiMAX, and WLAN
technologies.
TCS Innovation Lab, Hyderabad: Computational methods in life sciences, meta-
genomics, systems biology, e-security, smart card-based applications, Linux and open
source,digital media protection, nano-biotechnology, quantitative finance.
TCS Innovation Lab, Mumbai: Speech and natural language processing, wireless
systems and wireless applications.
TCS Innovation Lab, Insurance - Chennai: IT Optimization, Business Process
Optimization, Customer Centricity Enablers, Enterprise Mobility, Telematics, Text
Analytics, 2D Barcodes, Mashups, Innovation in Product Development and Management
(PLM) for Insurance.
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TCS Innovation Lab, Chennai: Infrastructure innovation, green computing, Web 2.0
and next-generation user interfaces.
TCS Innovation Lab, Peterborough, England: New-wave communications for the
enterprises, utility computing and RFID (chips, tags, labels, readers and middleware).
TCS Innovation Lab, Mysore: Speech and natural language processing, wireless
systems and wireless applications.
TCS Innovation Lab: Performance Engineering, Mumbai: Performance management,
high performance technology components, and others.
TCS Innovation Lab, Cincinnati, United States: Engineering and Manufacturing IT
solutions.
Some of the assets created by TCS Innovation Labs are DBProdem, Jensor, Wanem,
Scrutinet
In 2008, the TCS Innovation Lab-developed product, mKrishi, won the Wall Street
Journal Technology Innovation Award in the Wireless category. mKrishi is a service that
would enable India's farmers to receive useful data on an inexpensive mobile device.
TCS' Co-Innovation Network partners include Collabnet, Cassatt, MetricStream,
academic institutions such as Stanford, MIT, various IITs, and venture capitalists like
Sequoia and Kleiner Perkins
25
Key facts about the company:
Tata Consultancy Services Limited
Type Public (BSE: 532540, NSE: TCS)
IndustryIT services
IT consulting
Founded 1968
Founder(s) JRD Tata
Headquarters Mumbai, Maharashtra, India
Area served Worldwide
Key people
Ratan Tata (Chairman)
S Ramadorai (VC)
N. Chandrasekaran (CEO & MD)
Products
TCS Bancs
Digital Certification Products
Healthcare Management Systems
Services
Outsourcing
BPO
Software Products
Revenue US$ 8.2 billion (2011)
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Profit US$ 1.9 billion (2011)
Total assets US$ 6.084 billion (2010)
Total equity US$ 4.181 billion (2010)
Employees 200,000+ (April 2011)
Parent Tata Group
Website TCS.com
COMPANY STATEMENTS
Vision Statement
Glorify God by providing our clients with exceptional IT services that exceed their
expectations, while creating fun, challenging and rewarding place to work for employees.
Mission Statement
The mission of TCS is to build and maintain healthy IT Platforms that exceed our
partners' expectations. TCS is a technology architecture implementation and management
firm who understands the importance of business dealings driven by integrity and
respect. We partner with clients who recognize the significance of technology in
achieving their business objectives. We bring to the partnership a portfolio of creative
designs, highly skilled consultants, best-of-breed partnerships, and proven approaches to
build business critical infrastructures that meet or exceed our client’s expectations.
Core Values
TCS is committed to the following five Core Values:
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Integrity
A soundness of moral character that infuses all aspects of your business
Respect
Holding in high esteem the worth of our clients and treating all we encounter as we
would wish to be treated.
Excellence
Delivering a quality and consistency of service that exceeds expectations
Critical Thinking
Actively and skillfully conceptualizing, applying, analyzing and synthesizing information
on our customers' behalf
Communication
Imparting and exchanging information both internally and externally to offer our clients
exceptional Informational Technology services
Organizational Structure
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Board of Directors
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Non-Executive Board Members
Ratan N Tata, Chairman
S Ramadorai, Vice Chairman
Laura Cha, Director
Prof. Clayton M Christensen, Director
Aman Mehta, Director
Dr. Ron Sommer, Director
Venkatraman Thyagarajan, Director
Dr. Vijay Kelkar, Director
Ishaat Hussain, Director
Executive Board Members
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N Chandrasekaran, Chief Executive Officer and Managing Director
S Mahalingam, Chief Financial Officer and Executive Director
Phiroz A Vandrevala, Executive Director and Head, Global Corporate Affairs
Functional Divisions
Areas of business
Services
TCS helps clients optimize business processes for maximum efficiency and galvanize
their IT infrastructure to be both resilient and robust. TCS offers the following solutions:
IT services
IT infrastructure services
Enterprise solutions
Consulting
Business process outsourcing
Business intelligence and performance management
Engineering and industrial services
IT and business solutions for small and medium business enterprises
Industry verticals
TCS has the depth and breadth of experience and expertise that businesses need to
achieve business goals and succeed amidst fierce competition. TCS helps clients from
various industries solve complex problems, mitigate risks, and become operationally
excellent. Some of the industries it serves are:
Banking and financial services
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Insurance
Telecom
Media and information services
Government
Healthcare and life sciences
Energy and utilities
Retail and FMCG
Travel, transport and hospitality
Manufacturing
High-tech and professional services
Products
TCS Financial Solutions (TCS Bancs)
Subsidiaries
Direct subsidiaries:
AP Online (India)
C-Edge Technologies (India)
CMC (India)
Diligenta (UK)
Exegenix Canada Inc (Canada)
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Tata America International Corporation (USA)
Tata Consultancy Services Asia Pacific Pte (Singapore)
Tata Consultancy Services Belgium SA (Belgium)
Tata Consultancy Services Deutscheland GmbH (Germany)
Tata Consultancy Services France SA (France)
Tata Consultancy Services Netherlands BV (Netherlands)
Tata Consultancy Services Sverige AB (Sweden)
Tata Consultancy Services Switzerland Ltd (Switzerland)
Tata Infotech (Singapore) Pte (Singapore)
Tata Infotech Deutscheland GmbH (Germany)
TCS FNS Pty (Australia)
TCS Iberoamerica SA (Uruguay)
WTI Advanced Technology (India)
Indirect subsidiaries:
CMC Americas Inc (USA)
Swedish Indian IT Resources AB (Sweden)
Tata Information Technology (Shanghai) (China)
Tata Consultancy Services Solution Center SA (Uruguay)
TCS Argentina SA (Argentina)
TCS Brazil S/C (Brazil)
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Tata Consultancy Services de Mexico SA De CV (Mexico)
TCS Inversiones Chile (Chile)
Tata Consultancy Services de Espana SA (Spain)
Tata Consultancy Services Do Brasil SA (Brazil)
Tata Consultancy Services Chile SA (Chile)
TCS Italia SRL (Italy)
Tata Consultancy Services Japan (Japan)
Tata Consultancy Services Malaysia SDN BHD (Malaysia)
Tata Consultancy Services Luxembourg SA Capellen (GD de Luxembourg)
Tata Consultancy Services Portugal Unipesoal (Portugal)
Tata Consultancy Services Chile (Chile)
Comicrom SA (Chile)
Sisteco SA (Chile)
Syscrom SA (Chile)
Pentacrom SA (Chile)
Pentacrom Servicios SA (Chile)
Custodia De Documentos Intres (Chile)
Financial Network Services (Holdings) Pty (Australia)
Financial Network Services Pty (Australia)
Financial Network Services (Facilities Management) Pty (Australia)
Financial Network Services (Europe) plc (UK)
34
Financial Network Services Malaysia Sdn Bhd (Malaysia)
TCS Financial Network Services (Indonesia)
Chong Wan Investments (Hong Kong)
Financial Network Services (Africa) Pty (South Africa)
Financial Network Services Chile (Chile)
Financial Network Services (HK) (Hong Kong)
Client Relationships
ABB British Airways
Agilent Technologies BT Wholesale
AGL Chrysler
Avis Group Cisco
AVIVA CTM
Bahrain National Insurance Electronic Arts
Boots UK Ltd EMD
Microsoft Ferrari Scuderia
National Insurance Company ING Group
National Grid Motorola
Nature Education Prudential
Numonyx Roche Pharmaceuticals
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NXP Semi conductors Sanyo Logistics Corporation
Philips Semiconductors Sony
Woolworths United Utilities
3 Australia
CHAPTER 4
36
ANALYSIS AND INTERPRETATION
OF DATA
a. TABLE-A containing the age group of prospective employees
37
Analysis: From the above table it is analyzed that 15 respondents belongs to the age
group of 18-25 yrs,
09 of them belongs to the age group of 25-35 yrs, 06 of them belongs to the age
group of 35-45 yrs.
CHART-A showing the percentage of age group
38
Age
(years)
Frequency (nos) Percentage (%)
18-25 15 50
25-35 09 30
35-45 06 20
Percentage
18-2525-3535-45
Interpretation:
From the above chart, it could be interpreted that the, majority of respondents age was 18-25
(50%), and some of the respondents age was 25-35 (35%) and 35-45 (15%).
b. TABLE-B containing the educational qualification of prospective
employees
39
Academics Frequency (Nos) Percentage (%)
Graduates 18 60
Post Graduates 6 20
Diploma Graduates 6 20
Analysis: From the above table it is analyzed that 18 respondents are Graduates, 6 of
them are Post graduates & the other 6 are diploma graduates.
CHART-B showing the percentage of educational qualification of
prospective employees
40
Academics
GraduatesPost GraduatesDiploma Graduates
Interpretation: It is interpreted from the above analysis that 60% respondents are
Graduates,
20% of them are Post graduates & the other 20% are diploma graduates.
c. TABLE-C containing the gender/ sex of the prospective employees
41
Gender Frequency (Nos) Percentage(%)
Male 18 60
Female 12 40
Total 30 100
Analysis:
From the above table it is analyzed that 18 respondents are male and remaining 12
respondents are female.
CHART-C showing the sex percentage of prospective employees
42
Gender
MaleFemale
Interpretation:
It is interpreted from the above analysis that few numbers of them are female and more
number of them are male.
EMPLOYEE ENGAGEMENT PRACTICES AT TCS
43
1 .Which of the following employee engagement practices are followed by your
organization?
TABLE-1 showing response of employees on largely employed
“employee engagement practices”.
Types of employee
engagement practicesFrequency (Nos) Percentage (%)
Team meetings,
Conferences9 30
Online communication 9 30
Stock ownership & profit
sharing3 10
Recognition progrmames 6 20
Social activities 1 3.3
Others 1 1.3
Total 30 100
Analysis: From the above table it is analyzed that 9 respondents each mentioned Team
meetings,conferences & Online communications, 3 mentioned Stock ownership & profit
sharing, 6 of them chose recognition programmes; & each selected recreational
activities,Social activities & others as the employee engagement practices they found at
the organisations.
44
CHART-1 showing the percentage response of employees for the
engagement practices widely employed at their organisation.
Type of Employee engagement activities
Team meetings,ConferencesOnline communicationStock ownership & profit sharingRecognition progrmamesRecreational activitiesSocialn activitiesOthers
Interpretation:
Considering the above analysis, it was found that while team meetings and conferences
are a feature of almost all the employees, almost half the respondents have considered
online communication and recognition programmes as a recognition tool, whereas only
40% of the employees have considered stock ownership; recreational, social and
community outreach activities.
2. What percentage of the annual budget is allocated to such programmes?
45
TABLE 2 showing the response of employees on the annual budget
allocation for employee engagement programs.
Particulars Frequency(nos) Percentage(%)
Below 30% 6 20
30% & above 6 20
Not Specific 9 30
Not Disclosed 9 30
Total 30 100
Analysis : As per the response based on the survey, 20% of the employees had an
opinion that company spent less than 30% of their budget on engagement programmes.
20% of them felt amounts higher than this level. About 30% felt specific budgets catering
to engagement initiatives. Rest of them felt that they not disclose their policy.
46
CHART 2 Showing the percentage response of employees on budget
allocation for engagement activities.
Allocation %
Below 30%30% & aboveNot SpecificNot Disclosed
Interpretation:
From the above findings we can interpret that the 30 % of employees felt that budget
allocation was around 30% and rest of them felt that the amount was not specific nor to
be disclosed.
47
3. Are your employee engagement initiatives tailored to the needs of different levels of
employees?
TABLE 3 Showing response of employees response on the employee
engagement initiatives
Particulars Frequency(Nos) Percentage(%)
Strongly Agree 6 20
Agree 15 50
Neither Agree Nor
Disagree9 30
Strongly disagree 0 0
Disagree 0 0
Total 30 100
Analysis: The survey revealed that 50% of the companies agree that their engagement
initiatives are tailored to the needs of different levels of employees. 20% say that they
strongly agree while 30% neither agree nor disagree.
48
CHART 3 showing percentage response of employee’s response on the
employee engagement initiatives
Strongly AgreeAgreeNeither Agree Nor DisagreeStrongly disagreeDisagree
Interpretation
From the responses it is clear that the majority of the respondents agreed upon the
employee engagement initiatives at the company to be tailoring their needs of
employment at different levels.
49
4. Do you think the cost of reaching employee engagement initiatives to all levels of
employees is justified?
TABLE 4 showing response of employees on the cost for reaching
employee engagement initiatives.
Particulars Frequency(Nos) Percentage(%)
Strongly Agree 6 20
Agree 15 50
Neither Agree Nor Disagree 9 30
Strongly disagree 0 0
Disagree 0 0
Total 30 100
Analysis:
It was found that 20% of the companies strongly agree that the cost of reaching employee
engagement initiatives to all levels of employees is justified. 50% agreed to their being
cost-effective, while 30% neither agreed nor disagreed.
50
CHART 4 shows the percentage response of the employees on the cost
for reaching employee engagement activities
Response of employees on the cost for reach-ing employee engagement initiatives
ParticularsStrongly AgreeAgreeNeither Agree Nor Disagree
Interpretation: TCS, INDIA’s engagement programmes are cost effective but it can still
cut down on the costs of reaching the benefits of such initiatives to all the levels of
employees in order that it is in the league of those leading this sphere.
5. Rate the employees’ participation in such activities.
51
TABLE 5 showing the response of employee participation in employee
engagement activities
Participation level Frequency (Nos) Percenatge(%)
Occassional 3 10
Moderate 6 20
Good 9 30
Active 12 40
Total 30 100
Analysis : While 40% of the employees took active participation in such activities; good,
moderate and occasional participation is seen by 30%, 20% and 10% of the employees
respectively.
52
CHART 5 showing percentage of response of employees on
participation levels in employee engagement activities
Participation level
OccassionalModerateGoodActive
Interpretation: There is a bleak response from the employees in spite of the significant
allocation of budget to engagement initiatives. It is inferred that the performance is
perfunctory most of the times as programmes are monotonous and do not appeal to the
employees in general.
53
6. How often are you assessed from your employer whether you have the materials and
equipment needed for work?
TABLE 6 showing the response of the employees on the assessment for
materials for work.
Asssesment Frequency Frequency (Nos) Percenatge(%)
Frequently 21 70
Occassionally 6 20
Rarely 3 10
Total 30 100
Analysis :
Considering the response, it is in 70% of the employees that an assessment was in place
frequently to check material and equipment needs of the employees against the 30 % who
answered it was occasionally or rarely.
54
CHART 6 showing percenatge of responses of employeees on the
assesment frequency by employers.
Frequency of assessment
Frequently OccassionallyRarely
Interpretation:
With 70% of respondents answering that there is a assessment in place it can be
interpreted that the company frequently assesses employees on their need to work.
7. Are employees’ suggestions on the job considered?
55
TABLE 7 showing response of employees on considerations of their
suggestions.
Consideration level Frequency(Nos) Percentage(%)
Always 9 30
Mostly 15 50
Sometimes 3 10
Rarely 3 10
Not al all 0 0
Total 30 100
Analysis:
From the above response it is been seen that the 50 %employees answered that their
suggestions were taken into consideration, while 30 % answered that their response was
always considered the other 20% felt it was sometimes are rarely for them.
56
CHART 7 showing percentage of responses of employees on
considerations of their suggestions.
Consideration level
AlwaysMostlySometimesRarelyNot at all
Interpretation:
It has been found with the above response that the suggestions of the employees are
mostly considered to suggestions which bring in a higher degree of engagement.
57
8. How often are the employees recognized for good work?
TABLE 8 showing the response of the employees on recognition of their
good work.
Recognition frequency Frequency (Nos) Percentage(%)
Very Often 9 30
Often 15 50
Never 6 20
Total 30 100
Analysis :
it has been seen from the responses that 80% of employees ofter or very often fel their
work being recognised while 20% of them identified their practice as that of no
recognition.
58
CHART 8 showing percentage of responses of employees on recognition
from the company.
Recognition
Very OftenOftenNever
Interpretation:
TCS, INDIA falls into the league of the top majority on account of its having exhaustive
recognition programmes for the employees. Such a measure acts as a constant motivation
for doing quality work.
9. What is the annual attrition rate in your organization?
59
TABLE 9 showing the response of employees on attrition rates.
Attrition rate Frequency (Nos) Percentage(%)
0-10 3 10
10-20 6 20
20-30 12 40
30% & above 3 10
Not sure 6 20
Analysis : From the above response it is seen that the employees see the attrition rate
mostly to be around 20-30 % and 20 % of them consider it to be b/w 10-20, while 20%
are not sure about the attrition rates.
CHART 9 showing the percentage of Annual attrition rates at TCS
INDIA60
Sales
0-1010 2020-3030 & >Not sure
Interpretation: It is been found from the responses that annual attrition rates at TCS,
INDIA is 20-30%. When compared to marked standards it scores average.
10. Do the employees know what is expected of them at work?
TABLE 10 showing the response of employees on their knowledge at
work.
61
Know what is expected at
workFrequency (Nos) Percentage (%)
Strongly agree 18 60
Agree 12 40
Total 30 100
Analysis : from the above response we see that the 60% of respondents are strongly
agreeing to that fact that they are aware of what company expects from them at work and
the rest agree upon the point
CHART 10 showing the percentage of response of employees on
knowing the expectations of company from them.
62
Expectations @ work
Strongly agreeAgree
Interpretation:
Employees have a fair knowledge of the expectations from them. However, there still
exists a lacuna when compared with the top organizations. Directions can be made more
specific in order that there is no scope for ambiguity as regards roles and results expected.
11. Are your salary and benefits at par with those of others in the same sector/industry?
TABLE 11 showing the response of employees on salary & benefits.
63
Salary satisfaction Frequency ( Nos ) Percentage ( % )
Strongly agree 6 20
Agree 12 40
Neither Agree/Disagree 6 20
Strongly Disagree 6 20
Disagree 0 0
Total 30 100
Analysis:
As per the survey responses, 40% of the companies agreed that the salary and benefits
offered by them are at par with those of the others in the same sector/industry. 20%
strongly agreed to the same while 20% responded neutrally.
CHART 11 showing percerom employees on the responses of employees
on satisfaction level of salary on par with others in sector/Industry.
64
Salary satisfaction
Strongly agreeAgreeNeither Agree/DisagreeStrongly DisagreeDisagree
Interpretation:
TCS, INDIA does not fail to offer competent monetary benefits to its employees. It
stands at a position better than around half of the organizations which are unsure about
the same. The lack of equal benefits elsewhere may be viewed as a factor in favor of
employee retention at TCS, INDIA.
12. Do you feel you are emotionally committed to your company?
TABLE 12 showing the emotional commitment level of employees to the
company.
65
Emotional commitment Frequency (Nos) Percenatge ( % )
Very 12 40
Quite 12 40
Not really 6 20
Total 30 100
Analysis:
The responses were divided between 46% of the employees that strongly felt they were
emotionally committed and 45% that were slightly less convinced. Around 9% of the
employees responded that they were not really committed in emotional terms.
CHART 12 showing percenatge of response from respondents on
emotional commitment
66
Emotional commitment
VeryQuiteNot really
Interpretation:
A huge majority of the companies carry the belief that there exists an emotional
commitment of their employees in the organizations. TCS,INDIA fits into the league
with the best of the best, scoring high in the parameter which counts the most when it
comes to measuring engagement.
13. Which of the following measures you feel should be undertaken for families?
TABLE 13 showing the response for the employee empowerment
measures.
67
Partiulars Frequency (Nos) Percentage(%)
Family gatherings 15 50
Festival celebrations 9 30
Family day 6 20
Total 30 100
Analysis : Considering the responses, around 50% of the employees prefer celebration of
festivals and 30 % like festival celebrations, 20 % of them go for family day.
CHART 13 showing percentage response of employees on type of
activities for families.
68
Family gatheringsFestival celebrationsFamily day
Interpretation: It is read from the above response that employees prefer family
gatherings arranged by employers on comparisons with Festival celebrations & family
day.
14. Is the workforce aligned to the Vision, Mission and Purpose of your company?
69
TABLE 14 showing alignnment of workforce in accordance to Vision,
Mission and Purpose of your company
Workforce Alignment Frequency ( Nos ) Percentage ( % )
Strongly agree 6 20
Agree 12 40
Neither Agree/Disagree 6 20
Strongly Disagree 6 20
Disagree 0 0
Total 30 100
Analysis: The responses revealed that 20% of the employees strongly agreed that their
workforce is aligned to the Vision, Mission and Purpose of the company. 40% strongly
agreed to the same and 20% strongly disagreed.
CHART 14 showing percentage response of the respondents regards to
workforce alignment70
Workforce Alignment
Strongly agreeAgreeNeither Agree/DisagreeStrongly DisagreeDisagree
Interpretation: It shows that 60% employees agree to the point that their workforce is
aligned to its corporate Vision, Mission and Values.
15. Which of the following programmes are conducted to specifically cater to the needs
of women employees?
71
TABLE 15 showing the response of employees on programmes
conducted for women employees.
Programmes Frequency ( Nos ) Percenatge (%)
Creche facilty 12 40
Maternity benefits 15 50
Reintergration post
maternity3 10
Total 30 100
Analysis: Considering the responses, the most common initiative in respect of the
engagement of female employees is that of offering Maternity Benefits (50% companies).
40% of the employees want introducing Crèche facility and 10% ask programmes for
women’s engagement post maternity.
CHART 15 showing percentage of reponses for the women programmes
at company.
72
Women Programmes
Creche faciltyMaternity benefitsReintergration post maternity
Interpretation: With the above response it states that the company is focuses at the
women employees to aid them to a secured motherhood, and this may explain the reason
why there are a large number of female employees working in the organization.
16. Which of the following do you undertake for the welfare of fresh entrants?
TABLE 16 showing the frequency of welfare of fresh entrants.73
ParticularsFrequency
(nos)
Percentage
(%)
A Realistic Job Preview 3 10
Induction and Orientation
Programmes3 10
Training Programmes 15 50
Leadership Development
Programmes3 10
Certification Programmes 5 16.7
Others 1 3.3
Total 30 100
Analysis: From the above table it is found that 10% of respondents have chose Realistic
Job Preview, Induction and Orientation Programmes and Leadership Development
Programmes, around 50 % of respondents have chose Training Programmes, 16.7% of
respondents have chose Certification Programmes
CHART 16 showing the frequency of welfare of fresh entrants.
74
A Realisti
c Job...
Induction and Orie
...
Training P
ro...
Leaders
hip Devel...
Certificati
on ...Others
0
10
20
30
40
50
60
Welfare of Fresh Entrants
Welfare of Fresh Entrants
Interpretation:
It is interpreted from the above analysis that more number of respondents have chose
Training Programmes serve the best for welfare of fresh entrants.
17. Is there a formal grievance redressal system in your organization?
75
TABLE 17 showing the frequency of welfare of the fresh entrants
Particulars Frequency (nos) Percentage (%)
Yes 24 80
No 3 10
Not Sure 3 10
Total 30 100
Analysis:
From the above table it is found that 80% of the respondents agreed that the organization is
having a formal grievance redressal system, 10 % of respondents chose NO and remaining
10% are not sure of it.
CHART 17 showing the percentage of welfare of the fresh entrants
76
Interpretation:
It is interpreted from the above analysis that more number of respondents agree there is a
formal grievance redressal system in the Organization.
18 . How often are employees rewarded?
77
TABLE 18 showing the frequency of employee rewards.
Particulars Frequency (nos) Percentage (%)
Quarterly 3 10
Monthly 3 10
Yearly 9 30
All of These 15 50
None of These 0 0
Total 30 100
Analysis:
From the above table it is found that 10% of employees get rewarded on a Quarterly and
Monthly basis, 30% of them get rewarded yearly and 50% of them get rewarded all
through the year
CHART 18 showing the percentage of employee rewards.
78
10 10
30
50
Employees Rewarded
Quarterly
Monthly
Yearly
All of these
None of these
Interpretation:
It is interpreted from the above analysis that TCS, INDIA has a sound Rewards and
Recognition policy that caters to long, medium and short term achievements of all the
levels of employees. This acts as an important intrinsic driver for employees’ motivation
and is a critical determinant of engagement in the company.
19. The employee gets recognition for:
TABLE 19 showing the frequency of the employee recognition.
79
Particulars Frequency (nos) Percentage (%)
Contribution to Society 1 3.3
Customer Satisfaction 6 20
Innovation and Creativity 3 10
Milestones 2 6.7
Years of Service 3 10
Team Performance 3 10
Performance 12 40
Total 30 100
Analysis:
From the above table it is found that companies recognize employees for good
performance. 10% of employees are rewarded for Innovation and Creativity, years of
service and team performance, 20% of them get recognized based on customer
satisfaction survey; around 3.3% gets appreciated for their contribution to the society,
6.7% for Milestones and 40% of them get rewarded for their Individual Performance.
CHART 19 showing the percentage of the employee recognition.
80
Interpretation:
From the above analysis it is interpreted that Recognition paves the way for improved
performance and as such, the introduction of a well defined Rewards and Recognition
programme becomes indispensable.
Factors like performance, customer satisfaction and Innovation and Creativity are
commonly being recognized, appreciation for contribution to society is a relatively new
concept.
20. According to you how effective is the flow of communication in your organization?
81
TABLE 20 showing the frequency of effectiveness of flow of
communication.
Particulars Frequency (nos) Percentage (%)
Very Effective 18 60
Extremely Effective 6 20
Slightly Effective 3 10
Somewhat Effective 3 10
Not at all Effective 0 0
Total 30 100
Analysis:
From the above table it is found that 60% of respondents felt that flow of communication
in their Organization is very effective, 20% of respondents felt it’s extremely effective
and 10% of them felt that it is slightly and somewhat effective.
82
CHART 20 showing the percentage of effectiveness of flow of
communication.
Flow of Communication
Very Effective
Extremely Effective
Slightly Effective
Somewhat Effective
Not at all Effective
Interpretation:
It is interpreted from the above analysis that majority of Employees felt the flow of
communication in their Organization is very effective
83
21. Do you think that your performance appraisal system is linked to your
development?
TABLE 21 showing the frequency of performance appraisal system
linkage to development.
Particulars Frequency (nos) Percentage (%)
Strongly Agree 12 40
Agree 18 60
Disagree 0 0
Strongly Disagree 0 0
Neither Agree nor
Disagree0 0
Total 30 100
Analysis:
From the above table it is found that 40% of respondents strongly agree that the
performance appraisal System was linked to their development while the rest 60% only
agreed to the same.
84
CHART 21 showing the frequency of performance appraisal system
linkage to development.
Interpretation:
It is interpreted from the above analysis that performance appraisal is a part of guiding
and managing career development. It can be inferred that there exists a sound
performance appraisal system in most of the organizations.
85
22. Are the training programmes a key factor in the improvement of employee
engagement?
TABLE 22 showing the frequency of training programmes factor in
development.
Training programmes &
developmentFrequency (no's) Percentage (%)
Strongly Agree 12 40
Agree 15 50
Disagree 0 0
Strongly Disagree 0 0
Neither Agree nor
Disagree10 10
Total 30 100
Analysis : From the above table it is found that 40% of respondents strongly agreed that
the training programmes are a key factor in the improvement of employee engagement,
while 50% agreed to the same and only 10% of them were neutral as to their response
CHART 22 showing the percentage of training programmes factor in
development86
Interpretation:
It is interpreted from the above analysis that 50% of the employees agreed that Training
Programmes Play a key factor in the improvement of employee engagement.
23. Are the employees empowered to explore their internal career paths?
TABLE 23 showing the frequency of internal career paths
87
Particulars Frequency (Nos) Percentage (%)
Disagree 0 0
Strongly disagree 0 0
Neither 0 0
Agree 21 70
Strongly agree 9 30
Total 30 100
Analysis : As per the responses collected, 30% of the employees strongly agreed that
their employers were empowered to explore their internal career paths, while 70% only
agreed.
CHART 23 showing the percentage of internal career paths
88
Interpretation:
TCS, INDIA falls in the league of a major chunk of the population that focuses
empowerment of employees in this respect. Career planning, however, is not personalized
to each associate. Employees need to be given the resources to chart out their own path
each year. Input and advice from mentors and seniors can help establish the short and
long-term goals that are right for employees individually. Career coaching may be given
so that the employees can explore their career options with the support and resources of
the company.
24. How effectively do you feel your organization measures the impact that cost-
reduction measures have on employee engagement?
89
TABLE 24 showing the frequency of cost reduction measures.
Particulars Frequency ( Nos) Percentage (%)
Not at all effective 6 20
Slightly effective 3 10
Somewhat effective 3 10
Very effective 15 50
Extremely effective 3 10
Total 30 100
Analysis:
The responses to this question were somewhat distributed. While 10% of the employees
felt that they measure the impact of cost-reduction initiatives extremely effectively, 50%
considered it to be very effective. As much as 10% found it to be somewhat effective and
10% called it slightly effective. It was 20% employees who felt that the measurement was
not at all effective.
CHART 24 showing the percentage of cost reduction measures.
90
Interpretation:
The above findings lead us to infer that less than half of the companies are conscious
about the consequences of a severe cost cutting. Only a few are studying the impact,
given that it is employee engagement measures that face the maximum curtailment. TCS,
INDIA too needs to look for creative ways of cost reduction and to follow a systematic
approach towards assessing the results of the same. It is natural otherwise to be faced
with unanticipated dangers of disengaged employees.
25. Do you undertake an employee engagement survey to assess the level of employee
engagement in your organization?
91
TABLE 25 showing the frequency of employee engagement survey.
Particulars Frequency ( Nos ) Percentage (%)
YES 18 70
NO 12 30
Total 30 100
Analysis:
The survey revealed that 70% of the employees undertake an employee engagement
survey to get assessed the level of their employee engagement, while 30% do not do it.
CHART 25 showing the percentage of employee engagement survey.
92
Interpretation:
Measurement of level of engagement is a practice more common in the private sector
than the public sector. TCS, INDIA has a well structured and systematic means of
ascertaining the level of engagement in the company. The survey, called Darpan is
conducted via the centre, while information of employees is circulated through the
circles. It is designed around the model of Alignment, Assignment, Engagement,
Empowerment and Pride. Thus, in its efforts to measure the degree of engagement, TCS,
INDIA fits well into the league of its counterparts in the IT sector.
Areas of improvement as regards employee engagement:
Response:
93
Analysis:
It was found that 59% of the companies regarded speed of decision-making as an area of
improvement while 45% considered work-life balance to be one such sphere. 41% found
adequate resources to be lacking and clarity of roles and results to be absent. 36%
identified loopholes flow of information and compensation. 27% saw a problem with
alignment while in the view of 22% engagement of women/fresh entrants and sense of
pride were areas that could be improved further. 9% pointed out other spheres where
there was scope for betterment.
Interpretation:
The major spheres identified for improvement included speed of decision making, work-
life balance, availability of adequate resources and clarity of roles and results expected.
TCS,INDIA ranks high in all the parameters except for decision-making speed wherein
there is scope for betterment. Lacunae in the company’s Performance Management
System have also been identified. One of the causal factors may be the Performance
Appraisal System not being highly linked to employees’ development. One parameter
where TCS, INDIA has outdone its counterparts especially in IT, is the payment of
compensation to employees. Availability of sufficient resources for work is also a key
strength.
94
CHAPTER 5
SUMMARY OF FINDINGS,
SUGGESTIONS & CONCLUSIONS
SUMMARY OF FINDINGS
95
FINDINGS
Retention of the best talent in a company requires a sound policy on employee
engagement. Many companies already know that wages and benefits are important to
employees, but compensation alone is not enough to keep the highly skilled,
motivated and experienced workforce that a business needs to excel. An organization
that provides top wages and benefits may lose a great employee to a competitor for no
apparent reason. It is in view of this that organizations need to work to develop and
nurture engagement.
An organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results.
Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success. Engaged
employees also normally perform better and are more motivated. There is a
significant link between employee engagement and profitability. Employee
engagement is critical to any organization that seeks not only to retain valued
employees, but also increase its level of performance.
At TCS, INDIA TCS, India, a robust approach is followed when introducing means
of actively engaging employees. Certain unique initiatives such as ‘Coffee with the
COO’ do enough to boost employee morale and render encouragement. However,
there still exists immense scope for improvement. Lacunae may be identified when it
comes to say, inviting participation. Cost-effectiveness of the programmes is an area
needing immediate attention. Besides, the Annual Attrition Rate is a high 15%, way
above the average 9% for the sector. Much can be done for the welfare of women and
fresh entrants too.
Reviewing the recommendations and suggestions and revising policies thereafter may
be an effective step in the benchmarking of employee engagement initiatives and the
subsequent retention of talent.
96
To sum up, employee engagement is the buzz word for employee communication and
retention. It is rapidly gaining popularity, use and importance in the workplace and
impacts organizations in many ways. Raising and maintaining employee engagement
lies in the hands of an organization and requires a perfect blend of time, effort,
commitment and investment to craft a successful endeavor.
SUGGESTIONS
Some recommendations and suggestions have been put forward for consideration:
Though all the basic employee engagement practices are followed at TCS, INDIA,
the programmes are not so designed as to solicit maximum participation. Innovative
means such as profit-sharing and stock-ownership may be introduced. Initiatives for
the families of employees such as observing a Family Day can be undertaken.
Programmes need to be restructured to match the varying requirements of different
levels of employees. Efforts should be made to make the programmes appealing so
that there is better participation and the performance is not perfunctory. Moreover,
cost-effectiveness of the initiatives is also an area that needs to be worked upon.
It is suggested that management should be keen on welcoming employees’
suggestions on the job. Any idea that fosters productivity and leads to greater
efficiency or favors employees’ safety and well-being should be considered via
suggestion schemes that enable employees to have a say in management.
TCS, INDIA is worse off when compared with its counterparts in IT where the
Average Annual Attrition Rate is about 9%. This brings to light the fact that TCS,
INDIA has not been able to do much to retain its employees. Turnover is high both in
terms of an intra-sector and an inter-sector comparison. It is therefore recommended
that a probe into the same be launched in order that a check on high attrition is kept.
The company unlike its counterparts does not have programmes that specifically cater
to the needs of women employees. Barring the provision of Maternity leaves, not
much is done to retain the female workers. Schemes such as Maternity Benefits
97
(monetary terms), Crèche facility and Reintegration programmes post maternity may
be introduced in order that the causes for a small number of women operating in the
company are dealt with.
Due care in empowering employees and making them aware of their career paths
must be taken. It is recommended that career coaching, career planning workshops,
career counseling, career workbooks and personal development plans be introduced.
Provisions for certification and leadership development programmes for the welfare
of fresh entrants may be introduced.
Loopholes in the Performance Management System of the company have been
identified. The performance appraisal needs to more specifically cater to employees’
development. The company should consider frequent evaluation i.e., quarterly, half-
yearly as well as yearly so that constant feedback to the rate enables him/her to
improve performance if there is any lapse. The system should be made more robust so
as to build a performance culture in the organization. It should be such that it
increases efficiency, decreases cost or enhances quality and confers immediate
competitive advantage and sets a standard for the rest of the industry to follow.
CONCLUSION
Retention of the best talent in a company requires a sound policy on employee
engagement. Many companies already know that wages and benefits are important to
employees, but compensation alone is not enough to keep the highly skilled,
motivated and experienced workforce that a business needs to excel. An organisation
that provides top wages and benefits may lose a great employee to a competitor for no
apparent reason. It is in view of this that organisations need to work to develop and
nurture engagement.
An organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results.
98
Engaged employees will stay with the company, be an advocate of the company and
its products and services, and contribute to bottom line business success. Engaged
employees also normally perform better and are more motivated. There is a
significant link between employee engagement and profitability. Employee
engagement is critical to any organisation that seeks not only to retain valued
employees, but also increase its level of performance.
At TCS, INDIA a robust approach is followed when introducing means of actively
engaging employees. Certain unique initiatives such as ‘Coffee with the COO’ do
enough to boost employee morale and render encouragement. However, there still
exists immense scope for improvement. Lacunae may be identified when it comes to
say, inviting participation. Cost-effectiveness of the programmes is an area needing
immediate attention. Besides, the Annual Attrition Rate is a high 15%, way above the
average 9% for the sector. Much can be done for the welfare of women and fresh
entrants too.
Reviewing the recommendations and suggestions and revising policies thereafter may
be an effective step in the benchmarking of employee engagement initiatives and the
subsequent retention of talent.
To sum up, employee engagement is the buzz word for employee communication and
retention. It is rapidly gaining popularity, use and importance in the workplace and
impacts organizations in many ways. Raising and maintaining employee engagement
lies in the hands of an organization and requires a perfect blend of time, effort,
commitment and investment to craft a successful endeavor.
99
BIBLIOGRAPHY
BIBLIOGRAPHY
100
The Ten C’s of Employee Engagement - George Ambler (2007)
Robinson D, Perryman S, Hayday S - Report 408, Institute for Employment Studies
(2004)
Engaging for success: Enhancing Performance through Employee Engagement -
MacLeod D. and Clarke N. (2009)
Measuring Employee Engagement - Paul R. Bernthal
Employee Engagement: Doing It vs. Measuring -Theresa Welbourne
Workforce Horizons: Volume Two, Issue 10 (2007)
Employee Engagement Strategy - Marianne Huggett, Jenny Parkin, Alex Albert and
Helen Morling (2008)
The Keys of Employee Engagement - David Zinger, Tim Wright, Terrence Seamon,
Steve Roesler, Lisa Forsyth, Raven Young, Robert Morris, Ken Milloy, Stephen
McPherson, George Reavis, Ian Buckingham, Angela Maiers
Employee Engagement in the Public Sector - Scottish Executive Social Research
(2007)
WEBSITE:
www.gallup.com www.management-issues.com
www.idea.gov.uk www.engagementstrategies.com
www.microsoft.com www. TCSindia.com
www.collinbaer.com www. TCS.com
www.wikipedia.org www.citehr.com
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ANNEXURES
QUESTIONNAIRE
102
ON
EMPLOYEE ENGAGEMENT
General Information:
Name
________________________________________________________________________
Designation ___________________________ Organisation
__________________________
.
1. Which of the following employee engagement practices are followed by your
organisation?
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Team Meetings, Conferences, ‘Away days’ etc.
Online Communication (Blogs etc.)
Regular Employee Opinion and Satisfaction Surveys
Stock Ownership and Profit-Sharing
Recognition Programmes
Recreational Activities
Social Activities (Family gatherings etc.)
Community Outreach Activities
Others (Specify)____________________________________________________
2. What percentage of the annual budget is allocated to such programmes?
__________________________________________________________________
______
3. Are your employee engagement initiatives tailored to the needs of different levels
of employees?
Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree
Disagree
1. Do you think the cost of reaching employee engagement initiatives to all levels of
employees is justified?
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Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree
Disagree
2. Rate the employees’ participation in such activities.
Active Participation
Good Participation
Moderate Participation
Occasional Participation
3. How often do you assess from your employees whether they have the materials
and equipment needed to do their work?
Frequently
Occasionally
Rarely
4. Are employees’ suggestions on the job considered?
Always
Mostly105
Sometimes
Rarely
Not at All
5. How often are the employees recognised for good work?
Very Often
Often
Not So Often
6. What is the annual attrition rate in your organisation?
_______________________________________________________________
______
7. Do the employees know what is expected of them at work?
Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree
Disagree
8. Are your salary and benefits at par with those of others in the same
sector/industry?
106
Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree
Disagree
9. Do you feel your employees are emotionally committed to your company?
Very
Quite
Not really
10. Which of the following measures do you undertake for the families of your
employees?
Family Gatherings
Celebration of Festivals
Family Day
Awarding Children of Employees
Others (Specify)
_____________________________________________________
11. Is the workforce aligned to the Vision, Mission and Purpose of your company?
Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree107
Disagree
12. Which of the following programmes do you conduct to specifically cater to the
needs of women employees?
Crèche facility
Maternity Benefits
Reintegration Programmes Post Maternity
Others (Specify)
_____________________________________________________
13. Which of the following do you undertake for the welfare of fresh entrants?
A Realistic Job Preview
Induction and Orientation Programme
Training Programmes
Leadership Development Programmes
Certification Programmes
Others (Specify)
____________________________________________________
15. Is there a formal grievance redressal system in your organisation?
Yes
No
16. How often are employees rewarded?
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Quarterly
Monthly
Yearly
All of These
None of These
17. The employee gets recognition for:
Performance
Team Performance
Years of Service
Milestones
Innovation and Creativity
Customer Satisfaction
Contribution to Society
18. According to you how effective is the flow of communication in your
organisation?
Not At All Effective
Slightly Effective
Somewhat Effective
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Very Effective
Extremely Effective
19. Do you think the employees believe that your performance appraisal system is
linked to their development?
Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree
Disagree
20. Are your training programmes a key factor in the improvement of employee
engagement?
Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree
Disagree
21. Are the employees empowered to explore their internal career paths?
Strongly Agree
Agree
Neither Agree Nor Disagree
Strongly Disagree110
Disagree
22. How effectively do you feel your organisation measures the impact that cost-
reduction measures have on employee engagement?
Not At All Effective
Slightly Effective
Somewhat Effective
Very Effective
Extremely Effective
23. Do you undertake an employee engagement survey to assess the level of
employee engagement in your organisation?
Yes
No
Areas of improvement as regards employee engagement: YOUR OPINION!
Alignment to the company’s Mission and Purpose
Clarity of roles and results expected
Speed of decision-making
Availability of adequate resources to discharge duties
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Compensation
Flow of information
Work-life balance
Engagement of women and young employees
Sense of pride in the organisation
Others (Specify)
_______________________________________________________
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