Employee engagement at genpact and its impact on the business

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A
PROJECT REPORT
ON
EMPLOYEE ENGAGEMENT IN GENPACT
SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS OF THREE YEAR FULL TIME DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
Session [2015-2018]
UNDER THE GUIDANCE OF: SUBMITTED BY:
MR. ESHAAN JAIN. CHANCHAL
SAXENA
ROLL NO.: 163499025
BBA VI
SEMESTER
VIDYA INSTITUTE OF CREATIVE TEACHING
Affiliated to CH.CHARAN SINGH UNIVERSITY, MEERUT

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VIDYA KNOWLEDGE PARK, BAGHPAT ROAD MEERUT-250002
DECLARATION
This is to certify that I have completed the Research Project titled
“Employee Engagement in Genpact” under the guidance of “Dr. Salabh
Mehrotra” in partial fulfillment of the requirement for the award of Degree
of Bachelor of Business Administration at Vidya Institute of Creative
Teaching, Meerut. This is an original piece of work & I have not submitted
it earlier elsewhere.
Date: Signature:
Place:Meerut
University Roll No.: 163499025 Chanchal
Saxena

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CERTIFICATE BY THE GUIDE
This is to certify that the Research Project titled “Employee Engagement in
Genpact” is an academic work done by Shreya Gupta and submitted to “Dr.
Salabh Mehrotra” in the partial fulfillment of the requirement for the award
of the degree of Bachelor of Business Administration at Vidya Institute of
Creative Teaching, Meerut, under my guidance & direction.
To the best of my knowledge and belief the data & information presented by
him/her in the project has not been submitted earlier.
Name of the Faculty: Mr. Eshaan Jain
Designation: Coordinator
Signature:

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ACKNOWLEDGEMENT
All the praise is for God, the most merciful and beneficent, who blessed me
with the knowledge, gave me the courage and allowed me to accomplish
this task. I am especially indebted to all my teachers for instilling in me
enough knowledge to be able to carry myself efficiently during my project.
Secondly, I am bound to thank all the staff of Genpact. In particular I am
grateful to HR Manager and all the employees their inspiring guidance,
remarkable suggestions, constant encouragement, keen interest, constructive
criticism and friendly discussion helped me to learn and enabled me to
complete this report efficiently.
SUBMITTED BY:
CHANCHAL SAXENA
ROLL NO.: 163499025
BBA VI SEMESTER

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EXECUTIVE SUMMARY
The ability of the organization to attain its goals largely depends upon the
effectiveness of its Employee Engagement Programme. Therefore it
deserves great planning and care to formulate and implement Employee
Engagement strategies.
The main objectives of the project are to study the existing process of
Employee Engagement in a well reputed MNC, to explore the current trends
in the industry in Employee Engagement practices.
A detailed and exhaustive exploratory research is done over the net through
relevant websites to delineate appropriate Employee Engagement methods
to understand the current trends in the Industry and to know the company
profile.
A questionnaire was undertaken as a tool for the extraction of the
effectiveness of the Employee Engagement. The 15 candidates from
GENPACT had answered the questionnaires. The answered questionnaires
were, then analyzed. To define in a capsule, it was more of an observation to
find the effectiveness of Employee Engagement.

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LIST OF TABLES AND GRAPHS
S.No. Title Page No.
Table 1 Content 7
Table 2 5 Reasons Why India
Is The BPO King
24
Graph 1 Question 1 55
Graph 2 Question 2 56
Graph 3 Question 3 57
Graph 4 Question 4 58
Graph 5 Question 5 59
Graph 6 Question 6 60
Graph 7 Question 7 61
Graph 8 Question 8 62
Graph 9 Question 9 63
Graph 10 Question 10 64

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TABLE OF CONTENTS
S.No. Title Page No.
1. Student Declaration 2
2. Certificate 3
3. Acknowledgement 4
4. Executive Summary 5
5. List of Tables and Graphs 6
CHAPTER 1 INTRODUCTION 8 to 49
CHAPTER 2 METHODOLOGY
DATA COLLECTION
50 to 53
CHAPTER 3 FINDINGS &
ANALYSIS
54 to 64
CHAPTER 4 CONCLUSIONS 65 to 67
CHAPTER 5 RECOMMENDATIONS/
SUGGESTIONS
68 to 69
CHAPTER 6 LIMITATIONS OF THE
STUDY
70 to 71
12. BIBLIOGRAPHY 72 to 73
13. ANNEXURE- 74 to 77

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QUESTIONNAIRE
CHAPTER 1
INTRODUCTION
COMPANY PROFILE

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INTRODUCTION
OVERVIEW
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. The paper focuses on how employee engagement is an
antecedent of job involvement and what should company do to make the employees
engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question
survey that identifies strong feelings of employee engagement and the steps which shows
how to drive an engaged employee.
INTRODUCTION
Engagement at work was conceptualized by Kahn, (1990) as the ‘Harnessing of
Organizational Members selves to their work roles’, in engagement, people employ
and express themselves physically, cognitively, and emotionally during role
performances.
The second related construct to engagement in organizational behavior is the notion of
flow advanced by Csikszentmihalyi (1975, 1990). Csikszentmihalyi (1975) defines flow
as the ‘Holistic Sensation’ that, people feel when they act with total involvement. Flow
is the state in which there is little distinction between the self and environment. When
individuals are in Flow State little conscious control is necessary for their actions.
Employee engagement is the thus the level of commitment and involvement an employee
has towards their organization and its values. An engaged employee is aware of business

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context, and works with colleagues to improve performance within the job for the benefit
of the organization. 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
Engagement is most closely associated with the existing construction of job involvement
(Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as ‘The
degree to which the job situation is central to the person and his or her identity (Lawler
& Hall, 1970). Kanungo (1982) maintained that job involvement is a ‘Cognitive or belief
state of Psychological identification. Job involvement is thought to depend on both need
saliency and the potential of a job to satisfy these needs. Thus job involvement results
form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this
view are tied to one’s self-image. Engagement differs from job in as it is concerned more
with how the individual employees his/her self during the performance of his / her job.
Furthermore engagement entails the active use of emotions. Finally engagement may be
thought of as an antecedent to job involvement in that individuals who experience deep
engagement in their roles should come to identify with their jobs.
When Kahn talked about employee engagement he has given important to all three
aspects physically, cognitively and emotionally. Where as in job satisfaction importance
has been given more to cognitive side.
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

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 The employers and their ability to create the conditions that promote employee
engagement
 Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment and culture
conducive to this partnership, and a win-win equation.
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, the problems and tensions that are fostered by actively disengaged workers
can cause great damage to an organization's functioning.
Importance of Engagement

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Engagement is important for managers to cultivate given that disengagement or
Alienation is central to the problem of workers’ lack of commitment and motivation
(Aktouf). Meaningless work is often associated with apathy and detachment from ones
works (Thomas and Velthouse). In such conditions, individuals are thought to be
estranged from their selves (Seeman, 1972).
Other Research using a different resource of engagement (involvement and enthusiasm)
has linked it to such variables as employee turnover, customer satisfaction – loyalty,
safety and to a lesser degree, productivity and profitability criteria (Harter, Schmidt &
Hayes, 2002).
An organization’s capacity to manage employee engagement is closely related to its
ability to achieve high performance levels and superior business results. Some of the
advantages of Engaged employees are
 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 company’s clients, and thereby improves customer satisfaction and
service levels
 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
A highly engaged employee will consistently deliver beyond expectations. In the
Workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have
repeatedly asked employees ‘whether they have the opportunity to do what they do best
everyday’. While one in five employees strongly agree with this statement. Those work
units scoring higher on this perception have substantially higher performance.

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Thus employee engagement is critical to any organization that seeks to retain valued
employees. The Watson Wyatt consulting companies has been proved that there is an
intrinsic link between employee engagement, customer loyalty, and profitability.
As organizations globalize and become more dependent on technology in a virtual
working environment, there is a greater need to connect and engage with employees to
provide them with an organizational ‘identity.’
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.
Feeling Valued & Involved
Career Development- Opportunities for personal development
Career Development- Effective Management of talent
Leadership- Clarity of company Values
Leadership- Respectful treatment of employees
Leadership- Company’s standards of ethical behavior
Empowerment Image
Equal opportunities & fair treatment
Performance Appraisal
Pay & benefits
Health & Safety
Job satisfaction
Communication
Family friendliness

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Co-operation
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 employee’s qualities and contribution –
regardless of their job level.
Leadership – Company’s Standards of Ethical Behavior
A company’s 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 employee’s 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.

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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 person’s family life influences his wok life. When an employee realizes that the
organization is considering his family’s 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 engaged.

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How to measure Employee Engagement?
Gallup research consistently confirms that engaged work places compared with least
engaged are much more likely to have lower employee turnover, higher than average
customer loyalty, above average productivity and earnings. These are all good things that
prove that engaging and involving employees make good business sense and building
shareholder value. Negative workplace relationships may be a big part of why so many
employees are not engaged with their jobs.
Step I: Listen
The employer must listen to his employees and remember that this is a continuous
process. The information employee’s supply will provide direction. This is the only way
to identify their specific concerns. When leaders listen, employees respond by becoming
more engaged. This results in increased productivity and employee retention. Engaged
employees are much more likely to be satisfied in their positions, remain with the
company, be promoted, and strive for higher levels of performance.
Step II: Measure current level of employee engagement
Employee engagement needs to be measured at regular intervals in order to track its
contribution to the success of the organization.
But measuring the engagement (feedback through surveys) without planning how to
handle the result can lead employees to disengage. It is therefore not enough to feel the
pulse—the action plan is just as essential.
Knowing the Degree in which Employees Are Engaged?
Employee engagement satisfaction surveys determine the current level of employee
engagement. A well-administered satisfaction survey will let us know at what level of
engagement the employees are operating. Customizable employee surveys will provide
with a starting point towards the efforts to optimize employee engagement.
The key to successful employee satisfaction surveys is to pay close attention to the
feedback from the staff. It is important that employee engagement is not viewed as a
onetime action. Employee engagement should be a continuous process of measuring,
analyzing, defining and implementing.

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The employee survey is a diagnostic tool of choice in the battle for the hearts of
employees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies)
asked workers number of questions relating to their job satisfaction. Gallup being one of
oldest the consulting organization {in conducting engagement survey} creates a feedback
system for employers that would identify and measure elements of worker engagement
most tide to the bottom line. Things such as sales, growth, productivity and customer
loyalty are all accessed. After Hundreds of focus group and thousands of interviews with
employees in a variety of industries, Gallup came up with Q. 12, a twelve-question
survey that identifies strong feelings of employee engagement.
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good
work?
5. Does your supervisor, or someone at work, seems to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. in the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?
The interpretation of the questionnaire and one of the companies engagement level is
summarized in the table below.
Some of the discussions which come from Gallup’s questions are: -
Know what is expected of me at work- employees should know exactly what is
expected of them. If expectations are unclear, employees will inevitably face frustration,
and will be open for other opportunities where they do know what's expected of them,
and where their contributions are measured and recognized.

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Materials and equipment- Employees need the right tools and equipment to support
their skills, experience and talents & perform their jobs at an optimum level.
Do what I do best every day- Are your employees cast in the right roles? Knowing the
critical demands for every role is a key to ensuring that talents fit those demands.
Supervisor/Someone at work cares- Managers must spend most of their time with their
most productive talent. Many managers give their greatest degree of attention to
employees who are falling behind. Talented, productive people crave time and attention
from their managers, and will leave your company if they have a weak relationship (or
no relationship) with their manager or supervisor.
Co-workers committed to quality- Many companies arbitrarily put teams together
without considering that employees only psychologically commit to teams if they
perceive their team members will support their high level of commitment and
performance. Talented employees set high standards and depend upon those around them
to support their growth towards excellence.
Opportunities to learn and grow- The Company should create an environment that
encourages employees to drive towards innovation or to create better systems for more
productive results. Great managers always ask what skills and knowledge need to
accompany talent to result in the greatest outcome for each employee.
As discussed the Gallup study Q12 is based on positive Psychology and emotions.
Having a best friend at work or receiving recognition every week makes you feel cared
for and proud respectively. If you want to keep recreating those positive emotions, then
you keep coming back to work.
So the Q. 12 measures engagement, and engagement is a positive emotional connection
to the work. Thus the mechanism of the broaden- and – build theories and the action
tendencies of positive emotions help in understanding why the Q. 12 has been so
powerful for Gallup in terms of predicting outcomes. Borden – and Build theory is
about evolutionary significance of positive emotions. Positive emotions are better
observed over the long haul. Their effects accumulate and compound overtime and the
adaptive benefits are evident from later, when people face new challenges.

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The Gallup research has thus made a contribution in adding an additional ‘P’ to the 4 P’s
of marketing i.e. product, price, and promotion place and now people to the mix. In the
combination of engaged employees, Gallup brings engaged customers to form the
concept of human sigma. These include customer engagement, loyalty and emotional
attachment. Customer engagement hierarchy, customer engagement scores and
developing the culture of engagement and customer focus. The Gallup Organization
decided to initiate a multi-year research project to try and define a great workplace - a
great workplace was one where employees were satisfied with their jobs and this thus
helps to produce positive business outcomes.
According to the study of Watson Wyatt, the service – profit chain establishes
relationship between profitability, customer loyalty and employee satisfaction, loyalty
and productivity. The links in the chain (which should be regarded as propositions) are as
follows: profit and growth are stimulated primarily by customer loyalty. Loyalty is a
direct result of customer’s satisfaction. Satisfaction is largely influenced by the services
provided to customers. Satisfied, loyal and productive employees create value.
Employee’s satisfaction in turn results primarily from high quality support services and
policies that enable employees to deliver results to customers. While many organizations
are beginning to measure relationship between individual links in the service only a few
have related the links in the meaningful ways that can lead to comprehensive strategies
for achieving lasting competitive advantage of building employee engagement. In a
study of its seven telephone customer service centers (MCI found that there is a clear
relationship between employee’s perceptions of the quality of services and employee
engagement).
Step III: - Identify the problem areas
Identify the problem areas to see which are the exact areas, which lead to disengaged
employees

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Step IV: Taking action to improve employee engagement by acting upon the
problem areas
Nothing is more discouraging to employees than to be asked for their feedback and see
no movement toward resolution of their issues. Even the smallest actions taken to
address concerns will let the staff know how their input is valued. Feeling valued will
boost morale, motivate and encourage future input. Taking action starts with listening to
employee feedback and a definitive action plan will need to be put in place finally.
OUTSOURCING
Definition of Outsourcing
The Webster's Universal Dictionary meaning of "Outsourcing" is: "A company or person
that provides information; to find a supplier or service, to identify a source".
Outsourcing can be defined as a process in which a company delegates some of its in-
house operations/processes to a third party. Thus outsourcing is a contracting transaction
through which one company purchases services from another while keeping ownership
and ultimate responsibility for the underlying processes. The clients inform their
provider what they want and how they want the work performed. So the client can
authorize the provider to operate as well as redesign basic processes in order to ensure
even greater cost and efficiency benefits.
Companies turn to resources outside their organizational structure usually to save money
and/or make use of the skilled professionals.
The Outsourcing market is estimated to grow tremendously in the coming few with an
increasing number of companies planning to outsource both low end and high-end jobs
to offshore destinations. Also the number of companies providing outsourcing services is
on the rise, thus resulting in larger variety. Due to the fact that more and more companies
are outsourcing, the risks are getting smaller as businesses have more experience and
clearer objectives.

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Outsourcing in the world today is seen as a strategic management option rather than just
a cost cutting operation. It aids companies to achieve their business objectives through
operational excellence and a better market position. In order for companies to focus on
their core competencies, all companies today outsource one or more of their operations.
In order to compete in the global economy companies need to focus their resources on
their core operations.
Advantages of Outsourcing
• Companies can save up on operational costs. In fact most companies can cut their
operating costs to half by outsourcing
• Get access to cheaper and more efficient labor
• Cut up on labor training cost
• Get access to better technologies at a cheaper cost
• Increase productivity
• Concentrate on core competencies
Disadvantages of Outsourcing
• The company that outsourcers can get into serious trouble if the service provider
refuses to provide business due to bankruptcy, lack of funds, labor etc.
• Outsourcing requires the control of the process being outsourced by transferred to the
service provider. Thus the company may lose control over its process
• the service provider in developing countries generally services many companies. So
there are many chances of partiality owing to more payment by other parties
• the current employees in the company that outsourcers may feel threat due to
outsourcing and may not work properly
• the attitude of people in the developed countries against companies that outsource is
generally bad

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Business Process outsourcing:
Business process outsourcing is a process in which a company delegates some of its in-
house operations/processes to a third party. Thus business process outsourcing is a
transaction through which one company acquires services from another while
maintaining ownership and ultimate responsibility for the processes. The company then
informs its provider what it wants and how it wants the work performed. So the company
can authorize the provider to operate as well as redesign basic processes in order to
ensure even greater cost and efficiency benefits.
The main motive for business process outsourcing is to allow the company to invest
more time, money and human resources into core activities and building strategies,
which fuel company growth.
Business process outsourcing in today’s world is seen as a strategic management option
rather than just a way to cut costs. BPO helps achieve the companies their business
objectives through operational excellence and an edge in the market place.
Resources of the companies need to be focused on core competencies and the non-core
functions are out sourced. Out sourcing gives you right combination of people, processes
and technology to operate effectively in the global market place without burdening
organization’ s time and budget.
Benefits derived from BPO are:
1. Productivity Improvements
2. Access to expertise
3. Operational cost control
4. Cost savings
5. Improved accountability
6. Improved HR
7. Opportunity to focus on core business

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BUSINESS PROCESS OUTSOURCING IN INDIA
The BPO industry in India has grown by leaps and bounds. It has been growing 70
percent a year and is now worth US$1.6 billion, employing 100,000 people. And as
McKinsey analysts put it, BPO has to grow only 27% till 2008 to deliver US$17 billion
in revenues and employment of a million people
Indian BPO Segments Business Process Outsourcing in India is organized in many
segments. Back-office processing and customer interaction services are among the fastest
and largest growing segments that contribute significantly to the Indian BPO market.
Other notable segments are revenue accounting, content development, animation,
engineering and design, GIS and medical transcription.
Back-Office Operations / Revenue Accounting / Data Entry and Conversion / HR
Services- This segment is by far the largest, accounting for 42% of the market share in
FY 2002. Industries such as banks and aviation require large-scale data processing and
data based decision-making capabilities. Indian companies provide data entry (paper to
digital) and rule-set processing (applying present rules and criteria for processing) and
are fast graduating to problem solving and decision-making.
Content Development / Animation / Engineering and Design / GIS- The content
development segment ranks second occupying 26% of the pie. The Roncarelli report on
computer animation estimates that labor costs in India for computer animators is roughly
one-tenth that in the US. While a computer animator in India earns about US$7,000 -
9,000 per year, an equivalent animator in the US earns US$45,000 - 90,000.
Customer Interaction Services- The customer care segment ranks third occupying 28%
of the pie. A customer care center is a service center with adequate telecom facilities,
trained consultants, access to requisite databases, Internet and other online information
support infrastructure to provide information and support to customers. Such centers are
used for a number of customer-related functions like marketing, selling, information
dispensing, advice, technical support etc.
Medical Transcription Services - Medical transcription accounts for 2% of the total
Indian outsourcing services. Medical transcription was one of the first offshore BPO

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services to be launched from India. This service involves the transcribing of medical
records from audio format or dictated by doctors or other healthcare into either a hard
copy or electronic format.
Other Services - The other services include online education or web based training,
market research analysis using statistical packages, remote network maintenance and
monitoring.
India, took the No. 1 spot in neo IT's ranking of 14 possible IT outsourcing destinations.
According to annual report India offers "cost competitiveness, a highly skilled labors
pool and a high level of service maturity,"
5 reasons why India is the BPO king (Table 2)
S. No Level 1
Factors
Level 1
Weights
Level 2 Sub-factors
1
1.
Financial benefit 30%  Labor cost
 Cost advantage – operating and capital
expenditures
2
2.
Service maturity 25%  Process maturity and competency of
suppliers
 Industry size and growth
 Security/IP protection
3
3.
People 25%  Labor pool and skill level
 Language proficiency
 HR
 Educational system
4
4.
Infrastructure 5% ICT and physical infrastructure
5
5.
Catalyst 15%  Governmental support
 Geopolitical environment
 Physical and time zone displacement
 Cultural compatibility

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Advantages of outsourcing to India:
 India - large pool of engineering resources
 12 hr. time difference - Savings in time and money
 Cost benefits
 Quality awareness and processes
 Government support - infrastructure availability
 Benefit of track record
Call Centre:
A call centre or call center is a centralized office used for the purpose of receiving and
transmitting a large volume of requests by telephone. A call centre is operated by a
company to administer incoming product support or information inquiries from
consumers. Outgoing calls for telemarketing, clientele, and debt collection are also made.
A call centre is often operated through an extensive open workspace, with work stations
that include a computer, a telephone set/headset connected to a telecom switch, and one
or more supervisor stations. It can be independently operated or networked with
additional centres, often linked to a corporate computer network, including mainframes,
microcomputers and LANs. Increasingly, the voice and data pathways into the centre are
linked through a set of new technologies called computer telephony integration (CTI).
Most major businesses use call centres to interact with their customers. Examples include
utility companies, mail order catalogue firms, and customer support for computer
hardware and software. Some businesses even service internal functions through call
centres. Examples of this include help desks and sales support.
Key performance measurements (KPIs) in a call center are:
 Average Call Value (Sales and Reservations Only)
This measure is generally calculated by dividing total revenue generated by number of
calls.

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 Customer Satisfaction-
Customer satisfaction is, without doubt, a top priority. Most call centers conduct
surveys via either outbound calls or mail to randomly selected callers.
 Service Level
Service level takes the form of X percent answer in Y seconds (such as 80 percent of
calls answered in 20 seconds), and is a high level measure of how fast callers get through
to reps.
 Percent Abandoned
Abandonment is an ongoing concern in incoming call centers. If callers hang up before
we get a chance to talk to them, we are missing the opportunity to make them happy, sell
to them and solve their customer service problems callers' circumstances.
 Cost Per Call
There are various ways to calculate cost per call (i.e. what factors to include in staff
costs, how to allocate equipment, how to value the building) but the basic formula is to
divide total costs by total calls received for a given period of time (usually a month).

27. 27
COMPANY PROFILE
GE is a diversified technology, media and financial services company dedicated to
creating products that make life better. From aircraft engines and power generation to
financial services, medical imaging, television programming and plastics, GE operates in
more than 100 countries and employs more than 300,000 people worldwide. The
company traces its beginnings to Thomas A. Edison, who established Edison Electric
Light Company in 1878. In 1892, a merger of Edison General Electric Company and
Thomson-Houston Electric Company created General Electric Company. GE is the only
company listed in the Dow Jones Industrial Index today that was also included in the
original index in 1896
Thomas Edison was the genius
inventor of the electrical age, a
man whose hundreds of
inventions made him a public
giant in the late 19th and early 20th centuries. Among Edison's most famous inventions
are the first practical long-lasting light bulb and the phonograph; he also helped refine
and develop other inventions like motion pictures, the stock ticker and the typewriter. By
the end of his life Edison had registered 1093 patents and had made millions from his
inventions and the businesses he built on them.
He is especially known for his work with electricity, and the story of his struggles to find
the right filament for the first working light bulb are legendary. Edison's labs were
located in Menlo Park, New Jersey, leading to his nickname: "The Wizard of Menlo
Park." Edison is also famous for being a dogged worker: he often slept no more than four
hours per night and made the famous statement, "Genius is one percent inspiration and
ninety-nine percent perspiration."

28. 28
Gecis Global reborn as Genpact
GE Capital International Services has taken on a new name: Genpact, with tagline:
Global Business Impact(SM).
Gecis Global is a pioneer in global outsourcing world and is a big name to contend with.
Expectations generated by the rebirth include passing the US $1 billion mark in annual
revenues by 2007 – 2008 and gain a global workforce reaching 30,000 in number.
Genpact (NYSE: G) is a global professional services firm that makes business
transformation real. We drive digital-led innovation and digitally-enabled
intelligent operations for our clients, guided by our experience running
thousands of processes for hundreds of Global Fortune 500 companies. We
think with design, dream in digital, and solve problems with data and analytics.
We obsess over operations and focus on the details – all 78,000+ of us. From
New York to New Delhi and more than 20 countries in between, Genpact has
the end-to-end expertise to connect every dot, reimagine every process, and
reinvent companies’ ways of working. We know that rethinking each step from
start to finish will create better business outcomes. Whatever it is, we’ll be
there with you – putting data and digital to work to create bold, lasting results –
because transformation happens here.
Genpact began in 1997 as a business unit within General Electric. In January
2005, Genpact became an independent company to bring our process expertise
and unique DNA in Lean management to clients beyond GE, and then in August
2007, we became a publicly-traded company. Bain Capital became Genpact’s
largest shareholder in November 2012, with the strategic objective to grow the
company further. Since December 31, 2005, we have expanded from 19,000+
employees and annual revenues of US$491.90 million to 77,000+ employees
and annual revenues of US$2.57 billion as of December 31, 2016.

29. 29
Why Genpact
Because we think with design. Solve problems with data. Dream in digital.
Obsess over operations and sweat the small stuff. All 77,000 of us.
From New York to New Delhi (and 20 countries in between), we have the end-
to-end expertise to connect every dot. Reimagine every process. And rethink
your ways of working.
How? We design, transform, and run intelligent operations, with digital and
analytics embedded at every step. And by building on our deep expertise from
running thousands of processes for Fortune 500 companies, we deliver digital-
led transformation through our extensive digital, analytics, and consulting
capabilities.
Genpact Cora– an artificial-intelligence (AI)-based platform for digital
transformation – is the next stage in Genpact’s rapid evolution. A modular,
interconnected mesh of digital technologies, our platform tackles specific
business challenges from beginning to end. With fully integrated automation,
analytics, and AI engines, Genpact Cora draws insights from our process
knowledge and Lean Digital approach to deliver AI for the real world.
Discover how Genpact Cora can accelerate your digital transformation.
Genpact has grown from a fledgling company, employing around 350 people in India, in
1997, to one with an employee base of over 19,000 people globally. Combined with this,
Genpact has achieved an exponential growth in revenues.

30. 30
Not only has Genpact grown in terms of its people and revenue, but has also evolved its
product portfolio over the years. Its key strategy has been to develop product expertise in
selected Industry Verticals, new technology rollouts and expansion into new
Geographies.
The Portfolio of services offered from these Global centers include:
Finance and Accounting Sales & Marketing Analytics
Customer Service Financial Services Collections/Ops
Supply Chain & Procurement Information Technology Services
Enterprise Application Services & Program
Management
Genpact offers to a host of GE businesses and Fortune 500 customers. Some of the
Industry verticals served are:
Banking / Finance Insurance
Manufacturing Transportation
Automotive

31. 31
Center Of Excellence at GENPACT:
 Collections.
 Insurance Solutions.
 Finance and Accounting.
 Analytics.
 IT services.
 Commercial Finance.
 Learning.
 External.
 Consumer Finance.
 Industrial and Equipment.
Services Offered By GENPACT:
 FunctionalPractices.
 IndustryOfferings
1. Functional Practices. Genpact pioneered the Business Services & Technology Solutions
industry in India and has ever since been at the forefront, expanding the breadth and
depth of its product and service offering.
Core product offerings include:
 Finance & Accounting
 Sales & Marketing Analytics
 Customer Services
 Financial Services Collections/ Ops
 Supply Chain & Procurement
 Information Technology Services
 Enterprise App Svcs & Program Mgmt.
 Learning and Content Management Services

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2.IndustryOfferings: Genpact, a pioneer in the Business Services & Technology Solutions
industry, has developed one of the widest range of product offerings across several
industries. We offer end-to-end solutions from document management to high-end
analytics with depth across multiple industry verticals.
 Banking / Finance:
 Insurance:
 Manufacturing:
 Transportation:
 Automotive
Future of GENPACT
Genpact wants to hit $1-billion revenues by December 2008. At $493 million, it is already
the largest Indian third-party BPO player by a yawning margin. To retain the lead, CEO
Pramod Bhasin and his team have drawn a growth strategy.
Phase 1 - 2005: Emerging from GE's shadow
o A five-member core leadership team takes charge. This combines a decade's
experience in running Gecis
o The leadership team sets up a 50-people global sales and marketing team within
two months. It freezes its go-to-market strategy: global delivery versus India-
centric offshore delivery
o It flags off acquisitions: buys New Jersey-based Credited that brings on board 50
clients and $20-mn revenues Closes 2005 with 15 non-GE customers.
o Revenues grow 22 per cent from $404 million in December 2004 to $493 million
in 2005.
o GE's share of revenues down from 94 per cent to 85 percent. Headcount up from
16,000 to 19,500.

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Phase 2 - 2006: Marketplace consolidation gets into top gear
o Scale up revenues from at least 10 non-GE customers to significant size
o Revenues for the year pegged at $620 million-625 million and GE's contribution
pegged at 75 percent
o Larger acquisition in Europe or North America. Target should have revenues
between $100 million-200 million, specific domain expertise and, most critical, a
significant chunk of 'off sharable' business
o Delivery centers in China, Mexico and Eastern Europe to be beefed up. Plans to
add new centers in China and South-east Asia. Total headcount will increase to
25,000.
Phase 3 - 2007-2008: Being a pioneer again and India's first global third-party BPO
major
o Enable non-GE customers to move to a broader range of services. GE's
contribution to revenues will be scaled down to 50-60 per cent
o Expand into new services and verticals. Emphasis on high-growth areas like
engineering services, Pharma, healthcare and insurance $150 million of the target
will come from acquisitions.
o Total headcount pegged at 50,000 by December 2008.
o The company wants to push through an overseas listing before it hits $1 billion
revenues. Existing stakeholders (GE, General Atlantic and Oak Hill) are expected
to offload a part of their stake at the time of the IPO
Though the new identity came a good nine months after GE had sold 60 per cent in its
captive, the transition had started much earlier. The first step Bhasin took to prepare the
company for the new world was to get the business development piece in place. He roped in
former Gecis CEO V.N. Tyagarajan to head Genpact's sales and marketing. The success of
the transition from captive to third-party would depend on how quickly Genpact was able to
make its presence felt in the marketplace.

34. 34
PRESS RELEASE
Recognition honors companies who operate with purpose and integrity
NEW YORK, March 14, 2018 - Genpact (NYSE: G), a global professional
services firm focused on delivering digital transformation for clients, has been
recognized by the Ethisphere Institute, a global leader in defining and advancing
the standards of ethical business practices, as one of the 2018 World’s Most
Ethical Companies.
Genpact is one of only three honorees in the Consulting industry for 2018, among
a total of 135 honorees, spanning 23 countries and 57 industries. The award
underscores Genpact’s commitment to leading with integrity and prioritizing
ethical business practices. Award criteria for Genpact and other companies
recognized include measuring and improving culture, leading authentically, and
committing to transparency, diversity, and inclusion.
“Since Genpact’s inception, our culture has been defined by an incredibly strong
foundation of unyielding integrity which permeates everything that we do for our
people and for our clients around the world,” said Tiger Tyagarajan, president and
CEO, Genpact. “We are proud to be recognized as one of the World’s Most Ethical
Companies, and we are 100% committed to continuously enhancing all of our
ethical business practices, which allows us to attract top talent and provide world-
class client service.”
“While the discourse around the world changed profoundly in 2017, a stronger
voice emerged. Global corporations operating with a common rule of law are now
society’s strongest force to improve the human condition. This year, we saw
companies increasingly finding their voice. The World’s Most Ethical Companies,
in particular, continued to show exemplary leadership,” explained Ethisphere’s
CEO, Timothy Erblich. "I congratulate everyone at Genpact for being recognized
as one of the World's Most Ethical Companies."

35. 35
The 2018 World’s Most Ethical Companies continue to prove that operating with
integrity leads to greater financial performance. Research has found that the listed
World’s Most Ethical Companies outperformed the U.S. Large Cap Index over five
years by ~11% and over three years by ~5%. Ethisphere refers to this as the Ethics
Premium.
Genpact Reports Full Year and Fourth Quarter 2017 Results
2017 Revenues of $2.74 Billion, Up 6% (~7% on a constant currency basis) 1
2017 Global Client BPO Revenues of $2.09 Billion, Up 13% (~14% on a
constant currency basis) 2
2017 Diluted EPS of $1.34, Up 4%; 2017 Adjusted Diluted EPS 3 of $1.62, Up
11%
NEW YORK, February 12, 2018 — Genpact Limited (NYSE: G), a global
professional services firm focused on delivering digital transformation, today
announced financial results for the fourth quarter and full year ended December
31, 2017.
“We are very pleased with our full year 2017 results. We grew Global Client
BPO revenues 14% on a constant currency basis and generated double-digit
adjusted EPS growth,” said “Tiger” Tyagarajan, Genpact’s president and
CEO. “The strategic investments we are making in digital, domain, and talent
drove 25% growth in transformation services revenues from our Global Clients.
We will remain sharply focused on a specific set of industry verticals and
service lines, and continue to use the increasing power of our Genpact Cora
platform to unleash opportunities for our clients.”

36. 36
Key Financial Results – Full Year 2017
 Total revenue was $2.74 billion, up 6% year-over-year (up ~7% on a constant
currency basis).
 Income from operations was $328.6 million, down 4% year-over-year, with a
corresponding margin of 12.0%. Adjusted income from operations was $429.6
million, up 8% year-over-year, with a corresponding margin of 15.7%. 4
 Diluted earnings per share were $1.34, up 4% year-over-year, and adjusted
diluted earnings per share were $1.62, up 11% year-over-year.
 New bookings were approximately $2.80 billion, up 5% from $2.65 billion in
2016. 5
 Genpact repurchased approximately 7.7 million of its common shares in 2017
for a total of $216 million at an average price per share of $27.89.
 Total revenue was $734 million, up 8% year-over-year (up ~7% on a constant
currency basis).
 Income from operations was $72 million, down 27% year-over-year, with a
corresponding margin of 9.8%. Adjusted income from operations was $115
million, up 1% year-over-year, with a corresponding margin of 15.7%.
Key Financial Results – Fourth Quarter 2017
 Total revenue was $734 million, up 8% year-over-year (up ~7% on a constant
currency basis).
 Income from operations was $72 million, down 27% year-over-year, with a
corresponding margin of 9.8%. Adjusted income from operations was $115
million, up 1% year-over-year, with a corresponding margin of 15.7%.
 Diluted earnings per share were $0.34, down 9% year-over-year, and adjusted
diluted earnings per share were $0.43, down 2.0% year-over-year.
Revenue Details – Full Year 2017 6
 Revenue from Global Clients was $2.47 billion, up 11% year-over-year (up
~12% on a constant currency basis), representing approximately 90% of total
revenues. If all 2016 GE revenue reclassifications had occurred on January 1,
2016, revenue from Global Clients would have increased 10% year-over-year
(or ~11% on a constant currency basis).

37. 37
 Revenue from GE was $270 million, down 25% year-over-year, representing
approximately 10% of total revenues. If all 2016 GE revenue reclassifications
had occurred on January 1, 2016, revenue from GE would have decreased 19%
year-over-year.
 Total BPO revenue was $2.3 billion, up 9% year-over-year, representing
approximately 83% of total revenues.
 Global Client BPO revenue was $2.09 billion, up 14% year-over-year (up
~15% on a constant currency basis). If all 2016 GE revenue reclassifications
had occurred on January 1, 2016, BPO revenue from Global Clients would have
increased 13% year-over-year (or 14% on a constant currency basis).
 GE BPO revenue was $176 million, down 32% year-over-year. If all 2016 GE
revenue reclassifications had occurred on January 1, 2016, GE BPO revenue
would have decreased 24% year-over-year.
 Total IT revenue was $473 million, down 3% year-over-year, representing
approximately 17% of total revenues.
 Global Client IT revenue was $379 million, down 2% year-over-year.
 GE IT revenue was $94 million, down 6% year-over-year.
Revenue Detail – Fourth Quarter 2017
 Revenue from Global Clients was $669 million, up 12% year-over-year (up
~11% on a constant currency basis), representing approximately 91% of total
revenues. If all 2016 GE revenue reclassifications had occurred on January 1,
2016, revenue from Global Clients would have increased 11% year-over-year
(or ~11% on a constant currency basis).
 Revenue from GE was $65 million, down 20% year-over-year, representing
approximately 9% of total revenues. If all 2016 GE revenue reclassifications
had occurred on January 1, 2016, revenue from GE would have decreased 20%
year-over-year.
 Total BPO revenue was $614 million, up 11% year-over-year, representing
approximately 84% of total revenues.
 Global Client BPO revenue was $575 million, up 15% year-over-year (up
~15% on a constant currency basis). If all 2016 GE revenue reclassifications
had occurred on January 1, 2016, BPO revenue from Global Clients would have
increased 15% year-over-year (or 15% on a constant currency basis).

38. 38
 GE BPO revenue was $39 million, down 30% year-over-year. If all 2016 GE
revenue reclassifications had occurred on January 1, 2016, GE BPO revenue
would have decreased 30% year-over-year.
 Total IT revenue was $121 million, down 6% year-over-year, representing
approximately 16% of total revenues.
 Global Client IT revenue was $94 million, down 8% year-over-year.
 GE IT revenue was $26 million, up 2% year-over-year.
Cash Flow from Operations
 Cash generated from operations was $359 million in the full year 2017, up 4%
from the full year 2016.
2018 Outlook
Genpact expects:
 Total revenue for the full year 2018 to be $2.93 to $3.0 billion.
 Global Client revenue growth to be in the range of 9% to 11%, both on an as-
reported and constant currency basis.
 Adjusted income from operations margin 7 of approximately 15.8%.
 Adjusted diluted EPS 8 of $1.70 to $1.74.

39. 39
EMPLOYEE ENGAGEMENT AT GENPACT
Genpact is not only successful in being one of the top most BPO in India, but is also
grooming in respect of employee engagement & growth.
The areas which are being focused in terms of Employee Engagement are:
 Growth
 Stagnation
 Stress/Workload/Team Engagement
 Communication
 Appreciation
Employee Engagement
A positive attitude held by the employee towards the organization and its values. An
engaged employee works with colleagues to improve performance within the job for the
benefit of the organization. The organization must work to develop and nurture
engagement, which requires a two-way relationship between employer and employee.
Employee engagement is a partnership between a company and its employees
Most organizations today realize that a satisfied employee is not necessarily the best
employee in terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE
who is intellectually and emotionally bound with the organization who feels passionate
about its goals and is committed towards its values thus he goes the extra mile beyond
the basic job. Employee engagement is a powerful retention strategy. An engaged
employee gives his company his 100 percent. When employees are effectively and
positively engaged with their organization, they form an emotional connection with the
company. Employee engagement is a barometer that determines the association of a
person with the organization. It is about creating the passion among associates to do
things beyond what is expected from him.
EMPLOYEE ENGEGEMENT starts right at the selection stage:
 Choosing the right fit, giving a realistic job preview
 Strong induction and orientation programme

40. 40
 To keep up the morale of people and drive them towards excellent performance
through recognition letters, profit sharing schemes, long performance awards etc.
 Regular feedback to all people
 Communication forums like the in-house magazine, and regular surveys and
conferences
 By helping to maintain the quality of work-life and a balance between
personal/professional lives, there are recreational activities like festivities, get-
togethers, sports etc.
 An open and transparent culture to empower its people.
The result of these practices can be evident through the regular feedback from our
employees collected through surveys,
Diagnostic tool for employee engagement include the following
- training
- development
- career
- performance appraisals
- performance management
- communication
- equal opportunity
- fair treatment
- pay
- benefits
- health
- safety
- cooperation
- family orientation
- friendliness
- job satisfaction
which helps to create - feeling valued and involved which is
- ENGAGEMENT.

41. 41
Factors for Higher Employee Engagement
Here is a list of some contributing factors:
 Understanding of corporate goals/mission
 Understanding of job and how it contributes to overall corporate goals
 Clear communication of goals, expectations, directions
 Job design
 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 organization
 Employee input
 Employee involvement in decision making
 Work-life balance
 Workplace culture/morale
 Co-worker relationships/good team environment (enjoy colleagues)
 Fair HR practices

42. 42
Measuring the Impact of Employee Engagement
SOME USEFUL COMPANY ENGAGEMENT PROGRAMS COULD INCLUDE
 A daily column, written by Directors, Chairman, on the intranet with company
announcements / programs etc.
 Online real-time tracking of progress. Employees can view company progress
towards targets / goals.
 Provide long term strategic vision for business growth.
 Employee suggestion systems / quick responses.
 Weekly blog related to serious business issues and staff to read / comments.
Questions to Measure Employee Engagement
 Do you know what is expected of you at work?
 Do you have the materials and equipment you need to do your work right?
 At work, do you have the opportunity to do what you do best every day?
 In the last seven days, have you received recognition or praise for doing
good work?

43. 43
 Does your supervisor, or someone at work, seem to care about you as a
person?
 Is there someone at work who encourages your development?
 At work, do your opinions seem to count?
 Does the mission/purpose of your company make you feel your job is
important?
 Are your associates (fellow employees) committed to doing quality work?
 Do you have a best friend at work?
 In the last six months, has someone at work talked to you about your
progress?
 In the last year, have you had opportunities at work to learn and grow?
We can also have a HR folder or an intranet for employees have you have sections like
motivation stories, quotes, Support grievances jokes, etc... Some entertainment for
employees
KEY EMPLOYEE ENGAGEMENT OUTCOME METRICS
- Employee Retention
- Company Performance
- Customer Satisfaction
- Profitability
ACTIVITIES WHICH ARE HELD IN GENPACT
 Education @ Work
 Redesign work place
 Letters to Family
 Fun @ work
 Cross Training
 Team Huddles
 FLA Growth Card
 Life Enrichment Activities
 Job Rotation
 Clubs/Projects

44. 44
 Active Team Leader
Education @ Work
Education @ Work Prepares employees for success by offering relevant programs from
premier institutes across the world, using multiple delivery methodologies and making it
convenient for employees to ‘Learn while you Earn’ and helping to build career and
helps in contributing to the organization’s growth.
Programs that are offered by Education @ work are:
1. Banking
2. Finance and Accounting
3. Language
4. Management
5. Risk Management
6. Supply Chain Management
7. Information Technology
8. Project Management
9. Customer Service
10. Mortgage
11. Insurance
12. Analytics
13. Software
14. Collections

45. 45
Revamping the Floor
Action plan was made to revamp the floor by
Following Activities:
1. Change Wall Color-
 Wall Painting-Beaches, Poster on work motivation is done.
2. Improving Ambience-
 Plants on the floor-Money Plants, Bamboos
 Danglers-Mortgage Danglers
 Games Area- Dart Board, Carom, Chess, Boxing Bag, Ludo,
Chinese checker
 Light music on the floor.
 Improve Lighting on the floor-Through Lamps.
3. Redesigning Work Station –
 Personalizing Work Space- Individual Sections, Family Photos,
Mementoes.
 Making work place special. Customizing it, basis imagination of
employees.
Letters to Family
It was also part of Action plan in Mortgage.
As per this plan in Genpact- Personalized letters were to be sent to the families of all
employees for the following:
 Birthday card with a photograph of the B’day Celebration at office.
 Promotion letter informing the family about the promotion of the employee
 Connect invite letters to the family members to visit Genpact any day of their
choice.

46. 46
Fun @ Work
Fun @ Work activities are considered to be backbone in a team bounding. Every team
has a fun spoc whose responsibilities includes various games and other team building
activities with the help of which internal team bounding can be improved. At the same
time it can also be considered to provide ample of time as to relieve the stress that a
normal BPO employee has to face.
Different activities include various indoor games, Seasonal activities celebrating
festivals, Bay decoration, and Birthday celebration.
Fun at Work" might sound like an oxymoron, but it is a reality in the corporate world
today. The most successful of organizations add a healthy dose of play into their routines
because research shows that when people have fun at work, they enjoy their jobs and this
translates them into being more creative, more productive and more committed to doing
their job well.
It’s also no secret that having fun at work can help boost morale, reduce stress, improve
staff retention, mean less sick days and increase team building and spirit.
Having true fun at work is very similar to the kind of fun one has when playing a sport or
performing. For example, the last time I played a sport in front of an audience, I
channeled all my attention and energy to the point where I was solely focused on my
performance. I remember how much fun it was getting congratulations from my
teammates and the audience! And even though I was completely exhausted following my
performance, I remember how great I felt afterwards.
I think this is the type of fun that best fits the workplace - playful and competitive games
that generate congratulations and cheers from coworkers. Additionally, sporting or
performance types of fun fit well within the workplace where employers generally want
us to have energy, drive, talent, determination, competitive spirit, and be goal orientated.
This kind of fun is successfully being implemented at Genpact. We’ve already had a
Football Championship which involved a lot of employees. Emotions were shared and
the teams really had intensive fun. Now Genpact has its own football team, who
represents the company at the biggest football tournament dedicated to all companies.

47. 47
Cross Training
Cross-training (Also known as conditioning) refers to training in different ways to
improve overall performance. It takes advantage of the particular effectiveness of each
training method, while at the same time attempting to neglect the shortcomings of that
method by combining it with other methods that address its weaknesses.
Cross-training in business operations involves training employees to engage in quality
control measures. Employees are trained in tangent job functions to increase oversight in
ways that are impossible through management interactions with workers alone.
Advantages:
Helps patrons/customers/clients in the long run, as employees are empowered to answer
questions about the entire organization.
Requires staff to re-evaluate the reasons and methods for accomplishing their work;
inefficient methods, outdated techniques and bureaucratic drift are challenged, if not
eliminated.
 Raises an awareness of what other departments do.
 Routine scheduling is enhanced with the ability to move staff about the
"Operation".
 Better coverage, increased flexibility and ability to cope with unexpected
absences, emergencies, illness, etc.
 Can increase the "employability" of staff that has the opportunity to train in areas
they were not originally hired for.
Other advantages include
 Increased flexibility and versatility,
 Appreciated "intellectual capital"
 Improved individual efficiency,
 Increased standardization of jobs,
 Heightened Morale

48. 48
Team Huddle:
A huddle is when a team gathers together, usually in a tight circle, to strategies, motivate,
and/or celebrate. It is a popular strategy for keeping opponents insulated from sensitive
information, and acts as a form of insulation when the level of noise in the venue is such
that normal on-field communication is difficult. Commonly the leader of the huddle is
the team captain and it is the captain who will try and inspire his fellow team members to
achieve success. Similarly after an event a huddle may take place to congratulate one
another for the team’s success (or commiserate a defeat). The term "huddle" can be used
as a verb as in "huddling up".
FLA Growth Card:
Goal sheets for each team member created, which is monitored on a daily basis. The
result of the goal sheet decides the cheer winner for the month. The categories on which
the FLA’s are assessed are:
 Performance Related It includes:
AES Score
Cross Training Effectiveness
Process Knowledge Score
 Compliance: It Includes:
Process Compliance Adherence
Data Protection Act Adherence
Dress Code Policy adherence
 Quality/Six Sigma: It includes
Lean ideas Filed
E2E Ideas generated
Job Rotation

49. 49
Change in roles and responsibilities, like SME,QC, Dashboard, IT, HR, Quality,
Logistics.
Life Enrichment Activities
Though life enrichment activities stress and health of the Employees can be taken care
of. It includes:
 Introduction of Yoga
 De-Stress Activities
 Office Ergonomics

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CHAPTER 2
METHODOLOGY

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METHODOLOGY
The research method of the study explains the systematic way of findings to the
predetermined objectives. Moreover this provides the clean path to accomplish and
achieve clear solution for the problem stated. The following are the stages through which
the research has passed to obtain the conclusions.
1. Define the research problem
2. Review the literature
3. Design research
4. Collection of data
5. Analyze data
6. Interpret data
7. Report the data
Statement of the Problem:
Genpact is a well-known, established Multi National Company with rich Heritage of GE.
Having a history of about 120 years Genpact is carrying a great Brand Image. Recently
Genpact is awarded as world No 2 Best BPO and “Best Employer choice to Work” for.
As it is said People make or break organizations, a study is done at Genpact to know the
Employee Engagement practices at such an organization.
In this study emphasis is given to know the Employees Opinion, who is working with
Genpact, and to know how far the Employee Engagement at Genpact is useful.
Purpose and Importance of the study
The answers from the Employees will give the true picture of the Employee
Engagement. Analyzing the candidates answers will help in understanding problems

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from the Employees view, thus will help to develop the current system and making it
more effective.
Objectives of the Project:
 To Study the Employee Engagement practices in a well-established MNC.
 To evaluate the effectiveness of the Employee Engagement.
 To find out the satisfaction levels of the Employees with the current system.
Methodology:
A study is conducted to know the views of the Employees on the Current System. To
know the attitude of the Employees data is collected through structured questionnaire.
(Where questions are in pre-arranged order).
The questionnaire consists dichromatic, multiple choice and open ended questions.
The questionnaire is designed for Employees working with GENPACT; the
questionnaires were given as feedback forms to the candidates on behalf of GENPACT.
SCOPE OF THE STUDY
1. Only the Employee Engagement is considered.
2. The study is conducted at GENPACT, Jaipur with a simple sample size of only
15 employees of GCF (Process).
3. In order to analyze the study the questionnaire has been administered to the
Employees.
 Non Voice Profiles.
 Voice based profiles.
Sample Selection:
As the objective of the project is to study the Employee Engagement to know the
perception of the Employees, sample is selected from Voice and Non voice based
profiles.

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Sampling Size:
A sample size of 15 is drawn, where the respondents are the Employees who work for
Voice and Non Voice process.
Source of data:
For the purpose of the study the following sources of data are used.
Primary data:
Primary data refers to the collection of first hand data.
Data is collected through
 Questionnaire
Questionnaire: Questionnaire is prepared and circulated to the employees to know their
opinion.
Secondary data:
Secondary data refers to the data, which is not newly generated but rather obtained from.
 Published sources.
 Unpolished sources i.e., information about the performance of the company
 Report on the study.
 Review of literature etc.
Data Analysis:
After the data have been collected it has to be analyzed; the data obtained from the
questionnaire is arranged in a serial order. A master copy with tabulation methods has
been prepared.
Tabulation is a part of technical procedure where in classified data are put in the form of
tablets. The tablets thus obtained were analyzed with statistical techniques so that
interpretation would be precise.

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CHAPTER 3
FINDINGS & ANALYSIS

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FINDINGS & ANALYSIS
Q1- Does Fun at work happen regularly?
Purpose: Main purpose of asking this question was to see that fun at work activity
happens regularly in the team or not.
Conclusion: Most of the believe that it happens regularly in the team.
0
1
2
3
4
5
6
7
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No Opinion
Series1

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Q2- Do you get Feedback regularly from your supervisor for improving your
performance?
Purpose: The purpose of asking this question was to see whether the supervisor is
providing feedback to the employees regarding his performance or not.
Conclusion: Approximately half of the people strongly agree with this statement
however there are few who disagree with this statement.
0
1
2
3
4
5
6
7
8
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No opinion
Series1

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Q3- Do you feel like coming to office regularly?
Purpose: Purpose of asking this question was to see that how many people are interested
in doing their work.
Conclusion: Most of the Employees want to come to office regularly except few
employees.
0
1
2
3
4
5
6
7
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No Opinion
Series1

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Q4- Do you get sufficient opportunities to improve your skills?
Purpose: Purpose of asking this question was to see that how many employees think that
they are given equal opportunities to improve their skills.
Conclusion: There is no employee who disagrees with this statement. There are few
employees who slightly disagree with this statement.
Most of the employees think that they get equal opportunities.
0
1
2
3
4
5
6
7
8
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No opinion
Series1

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Q5- Do you receive any recognition for your contributions in last 3 months?
Purpose: The purpose to ask this question was to see that how many employees think
that rewards and recognition is given to them for their work.
Conclusion: Half of the employees think that they get rewards and recognition and half
of the employees disagrees, strongly disagree and slightly disagree with this statement.
0
1
2
3
4
5
6
7
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No opinion
Series1

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Q6- Are your thoughts and feelings given due respect at work place?
Purpose: Purpose of asking this question was to see that the thoughts of employees are
given respect or not
Conclusion: Employees feel that their thoughts are given respect and their thoughts are
given values.
0
1
2
3
4
5
6
7
8
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No Opinion
Series1

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Q7- Does your manager demonstrate a personal commitment to your continuous learning
and development?
Purpose: Purpose of asking this question was to see that how much commitment is
shown by the supervisor for the development of the employee.
Conclusion: More than half of the employees think that the manager shows commitment
towards their development.
0
1
2
3
4
5
6
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No Opinion
Series1

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Q8- Do you get encouraged to learn from your mistakes?
Purpose: Purpose was to see that do the employees get the opportunity to learn from
their mistake.
Conclusion: Most of employees think that they get opportunities to learn from their
mistakes.
0
1
2
3
4
5
6
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No Opinion
Series1

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Q9- Do you enjoy your work?
Purpose: Purpose was to see that employees enjoy their work or not.
Conclusion: Most of the employees enjoy their work.
0
1
2
3
4
5
6
7
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No opinion
Series1

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Q10- Are you aware of the career opportunities that are available to you at your
company?
Purpose: Purpose was to see the awareness of the employees about their career
opportunities.
Conclusion: Most of the Employees are aware of the career opportunities in GENPACT.
0
1
2
3
4
5
6
7
Strongly
Disagree
Disagree Slightly
Disagree
Agree Strongly
Agree
No opinion
Series1

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CHAPTER 4
CONCLUSION

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CONCLUSION
As Per the above observations and analysis it seems that most of the Employees of GCF
Australia are Engaged and like their work and Organization except few Employees who
are Not Engaged and few who are Nearly engaged and can be changed to an Engaged
Employee by their supervisors by proper planning.
Employee Engagement is the buzz word term for employee communication. It is a
positive attitude held by the employees towards the organization and its values. It is
rapidly gaining popularity, use and importance in the workplace and impacts
organizations in many ways.
Employee engagement emphasizes the importance of employee communication on the
success of a business. An organization should thus recognize employees, more than any
other variable, as powerful contributors to a company's competitive position. Therefore
employee engagement should be a continuous process of learning, improvement,
measurement and action.
We 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.

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Gurgaon - 2 Sites
Jaipur
Bangalore
Hyderabad
Kolkata
Genpact India
• 7 Sites
• 800 Processes
• 19000 Employees
2 Sites
7 Coe’s
French, German Spanish
6000 Employees
2 Sites
9 Coe’s
English & French
6335 Employee‘s
4 Coe’s
1400 Employee’s
English & French
4 Coe’s
600 Employee’s
English, French
Supports Gurgaon
&
Jaipur Hiring

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CHAPTER 5
RECOMMENDATIONS /
SUGGESTIONS

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RECOMMENDATIONS / SUGGESTIONS
Engagement is not something that just happens, and will not result from an internal PR
exercise. It develops in organizations that really care for employees and their well- being,
that invest in people that listen to them, and are well-managed. Measuring and assessing
engagement accurately is therefore just as important. However, just scoring from a range
of simple off-the-shelf questions is unlikely to be useful as a diagnostic tool; you do need
an in-depth understanding of what drives engagement in your own organization?
So, here after completing all my study and analysis I have come up with certain
suggestions for improvements which I think will help the organization to make its
workforce more engaged I would be highly obliged if my suggestions could be of any
help to the organization:
A Few Activities the company should follow to increase the level of Employee
Engagement in their organization:
Employees and Their Families - Family Day?
Treating employees as a member of the company by giving a day off on their Birthday
and anniversaries?
Provide play and Meditation courts for the employees to combat the work stress. ?
Employee of the month or Annual awards?
Employees Kids participating in Painting Competition?
Festival Celebration?
Training Session?
Self-Management Workshop?

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Art of Living?
Create a culture of fun & spark at work?
CHAPTER 6
LIMITATIONS

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LIMITATIONS
 There was a time restriction of 45 days.
 The study was conducted by selecting a sample of 15 respondents and the facts
and findings may not represent a true picture of the procedure followed in
organization.
 The study is based upon past and present employee of the company.

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BIBLIOGRAPHY

73. 73
BIBLIOGRAPHY
Books referred:
Human Resource Management…………………………..Shashi. K. Gupta
Rosy Joshi
Human Resource Management………………………….V.S.P.Rao
Human Resource Management………………………….Fisher Shaw
Human Resource Management………………………….Subba Rao
.
Websites:
 www.humanresources.about.com
 www.hr-guide.com
 www.books.google.com

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ANNEXURE
QUESTIONNAIRE

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QUESTIONNAIRE
EMPLOYEE ENGAGEMENT SURVEY AT GENPACT
1. Does Fun at work happen regularly?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
2. Do you get Feedback regularly from my supervisor for improving my
performance?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
3. Do you feel like coming to office regularly?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree

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E. Strongly Agree
F. No Opinion
4. Do you get sufficient opportunities to improve my skills?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
5. Do you receive any recognition for my contributions in last 3 months?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
6. Are your thoughts and feelings given due respect at work place?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
7. Does your manager demonstrate a personal commitment to my continuous
learning and development?
A. Strongly Disagree

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B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
8. Do you get encouraged to learn from my mistakes?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
9. Do you enjoy my work?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion
10. Are you aware of the career opportunities that are available to you at your
company?
A. Strongly Disagree
B. Disagree
C. Slightly Disagree
D. Agree
E. Strongly Agree
F. No Opinion