A
Project Study Report
On
Training Undertaken at aerial telecom solution - questionnaire based study titled as employee engagement at aerial telecom solutions
2. Table of contents
• About aerial telecom solutions
• Introduction to employee engagement
•Review of literature
•Research methodology
•Profile of respondents
•Questionnaire analysis
•Findings, conclusion and suggestions
•limitations
•Bibliography
3. Aerial Telecom Solutions
• founded Aerial Telecom Solutions Pvt.
Ltd. in 2010
• become an established telecom
solution provider
• ISO 9001:2008 certified company
4. • Vision
Aerial Telecom aims to set a benchmark in the Telecom
Industry by providing products and services that enable
clients to leverage the right infrastructure in order to
control costs and monetize new services while making
data a priority.
• Mission
Our mission is to become a leader in Telecom
Infrastructure and Services by offering our clients
products and services developed in sync with
technology trends, using best infrastructure and in
compliance with highest standards.
• Values
Our core values are deeply rooted in every aspect of
our business and integrity is our most valuable asset.
6. EMPLOYEE ENGAGEMENT
• Employee Engagement is a measureable degree of an
employee's positive or negative emotional attachment to their
job, colleagues and organization which profoundly influences
their willingness to learn & perform at work.
• An "engaged employee" is one who is fully involved in, and
enthusiastic about, his or her work.
• Engagement is seen as a positive attitude to the job and it is
distinguished from both job satisfaction and commitment. It is
more temporary and volatile than commitment, which is a more
stable perception.
7. Types of Employees based on Level of
Engagement
• Actively Disengaged: People who are unhappy and they spread
unhappiness in the organisation. They are the disease centers in
the company and spread the negative word, provoking and
convincing people to leave their jobs.
• Engaged: Those who are can be identified with words like
passion, alignment and innovation; which means that they are
passionate, connected to the company and are innovative. They
contribute new ideas and turn ideas into reality.
• Not Engaged: The large majority present in organisations almost
50% in number. These do what is told only and they like only
one instruction at a time. They put in time but not energy and
passion.
9. 3 Cs play an
important
role in
enhancing
the
engagement
levels of
employees
10. Review of literature
• Different companies had taken different initiatives to enhance
the level of engagement among employees towards their jobs
and the organisation
• Indian giants rank highest as compared to their peers in
other countries when it comes to employee engagement and
effective leadership.
11. • Infosys
– Plans to have its own radio.
– host talk shows where top management would
interact with the employees.
– company also has a social networking portal like
Facebook. Named as Bubble.
• Indian giants like Mahindra & Mahindra, Mercer,
KPMG and Wipro offer democracy to choose their
wages and perks depending upon their lifestyles
12. • A Study Effectiveness of Employee
Engagement in Automobile Industry:
• Bhavani concluded that Employee
engagement plays a vital role for the success
of any company.
• Employee engagement is a process which
contain of various aspects, on fulfillment of
which a worker becomes a loyal employee and
performs at his high level coupled with job
satisfaction and a feeling of belongingness.
• It is a positive behavior held by the employees
towards the company and its values
13. Objectives
• objectives of the study are as follows:
– To analyze the workplace involvement of
employees at aerial telecom
– To analyze the employee engagement practices in
aerial telecom
– To analyze the work-life balance of employees at
aerial telecom
– To analyze employee retention at aerial telecom
15. SAMPLING PLAN
Type of sampling The sample has been constructed using simple random
sampling.
Sample Size 36 employees
Sample Area C-139, Phase-8 industrial Area, Aerial Telecom solution, Mohali
Duration 8 weeks
Scale 5 point scale where , 1-Stongly Disagree, 2- Disagree, 3-Neutral, 4-
Agree, 5-Strongly agree
16. DATA COLLECTION
• Data Sources:
– Primary Data through Questionnaire: Structured
questionnaire was administered to the sample
respondents.
– Personal Interaction
– Secondary Data: It was collected with the help of
brochure, few journals and internet. Reference
was also made to the website of the company.
20. TO ANALYZE THE WORKPLACE INVOLVEMENT OF
EMPLOYEES AT AERIAL TELECOM
Questions 1 2 3 4 5
1
I know what is expected of me at work.
2
I have the materials and equipment I need to do my work right.
3
I feel company treats all its employees equally
4
I have opportunities at work to learn and grow
5
I feel that my managers are helpful
6
At work, my opinions seem to count
22. QUESTIONS MEAN STANDARD
DEVIATION
1 I know what is expected of me at work. 4.52 0.61
2 I have the materials and equipment I need to do
my work right.
4.58 0.65
3 I feel company treats all its employees equally 4.29 0.83
4 I have opportunities at work to learn and grow 4.38 0.69
5 I feel that my managers are helpful 4.64 0.73
6 At work, my opinions seem to count 4.29 0.67
23. Questions 1 2 3 4 5
1 Organization conducts engagement activities timely to keep me
engaged
2 Engagement activities help me relieve my stress
3 Engagement activities (contest, events, picnics etc.) makes me
look forward to work
4 Recreational facilities provided by the company are better than
other organizations known to me
5 I want my organization to conduct engagement activities more
frequently
TO ANALYZE THE EMPLOYEE ENGAGEMENT
PRACTICES IN AERIAL TELECOM
25. QUESTIONS MEAN STANDARD
DEVIATION
1 Organization conducts engagement activities
timely to keep me engaged
4.38 0.55
2 Engagement activities help me relieve my stress 4.23 0.88
3 Engagement activities (contest, events, picnics
etc.) makes me look forward to work
4.35 0.64
4 Recreational facilities provided by the company
are better than other organizations known to me
4 0.77
5 I want my organization to conduct engagement
activities more frequently
4.26 0.61
26. Questions 1 2 3 4 5
1 I achieve the correct balance between my home and
work lives
2 After working hours I get enough time for my family
3 Company provides maternity and paternity leaves
4 I feel work life balance policy in the organization should
be customized
5 I feel happy at work
TO ANALYZE THE WORK-LIFE BALANCE
OF EMPLOYEES AT AERIAL TELECOM
28. QUESTIONS MEAN STANDARD
DEVIATION
1 I achieve the correct balance between my home
and work lives
3.85 0.66
2 After working hours I get enough time for my
family
3.64 0.81
3 Company provides maternity and paternity leaves 3.70 0.76
4 I feel work life balance policy in the organization
should be customized
3.79 0.77
5 I feel happy at work 4.29 0.58
29. Questions 1 2 3 4 5
1 I see myself working here one year from now
2 If given the chance I would reapply to my current job
3 I believe my feedback is taken seriously by leadership
team
4 I feel recognized for my achievement and was awarded
5 I would suggest working here to others as well
TO ANALYZE EMPLOYEE RETENTION AT
AERIAL TELECOM
31. QUESTIONS MEAN STANDARD
DEVIATION
1 I see myself working here one year from
now
4.32 0.72
2 If given the chance I would reapply to my
current job
3.82 0.96
3 I believe my feedback is taken seriously by
leadership team
4.20 0.72
4 I feel recognized for my achievement and
was awarded
4.29 0.57
5 I would suggest working here to others as
well
4.23 4.2
32. Findings
• Employees at aerial telecom solutions are aware of what is expected from
them at work and have materials and equipments which they need to do there
work right.
• Employees feel that they have opportunities to learn and grow in this
organization.
• Employees have agreed to this statement that there managers are helpful and
treat each employee equally.
• Employee engagement activities are conducted at aerial telecom solutions
timely but employees want it to be conducted more frequently as it helps
them relieve stress and look forward to work.
• employees said they are able to achieve work-life balance and get enough
time for their families after work but still suggested customization of work-life
balance policy of the organization so that they can feel more happy at work.
• It was seen that employees were not sure about the maternity and paternity
leaves provided by the organization.
• Employees agreed that there feedback is taken seriously and their opinion
seems to count in this organization.
• Employees at aerial telecom solution will suggest working here to others as
well and will reapply if given a chance.
• Achievement of the employees are recognized and awarded.
33. Conclusion
• The findings in the project show that workplace
involvement is high.
• employee engagement activities organized
frequently will help employees relive stress
• Work-life balance policy needs to be customized
• Employee retention rate is seen to be high as
maximum employees see themselves working
here one year from know.
• This study has a huge scope and must be carried
on in the entire organization as this will add up to
the performance management of the employees
34. Suggestions
• It is seen that though the majority of the employees find the engagement
activities interesting and want it to be organized frequently, tbut
participation is low so activities of their interest should be organized.
• To bridge in the gaps between various departments, communications and
interactions should happen in the form of various informal gatherings on
weekends.
• According to the employees, few other activities like picnics, art and craft,
outdoor games, sports events, get together, birthday parties, music and
dance competitions should also be organized from time to time.
• The coffee sessions that take place in the organization with the leaders
should happen on a large scale where all the employees can form a part of
it and get knowledge about the company’s progress and serve more
interactive and informative value.
• Employees should be encouraged more so that they are engaged and feel
coherence of their goals with organizational goals.
• Co-ordination in terms of work management between various
departments should be worked upon and maintained.
35. Limitations
• The study was conducted in 3 departments only, so
the limited area of the study may affect the
conclusions
• Some of the respondents could not give their proper
response due to lack of time which may affect the
reliability and relevance of the study
• The duration of the project was short, so the scope of
more in-depth evaluation was not possible
• Some of the respondents didn’t give exact answers
related to some questions.
• Some respondents hesitated to give responses with
the fear that management may react differently
resulting in unwanted /unexpected actions.
36. Bibliography
• http://aerial.co.in/
• http://managementstudyguide.com/
• https://en.wikipedia.org/wiki/Employee_engagement
• http://engageforsuccess.org/what-is-employee-engagement
• https://www.torbenrick.eu/blog/leadership/10-reasons-why-employee-
engagement-is-important/
• A Study Effectiveness of Employee Engagement in Automobile Industry,
International Journal of Economics & Management Sciences, 2015, 4:10,
Bhavani et. al.
