A STUDY ON EXTENT OF EMPLOYEE ENGAGEMENT (A STUDY CONDUCTED FOR WNS)

PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS TWO YEAR POST GRADUATE DIPLOMA IN BUSINESS ADMINISTRATION

By

PREETI AGARWAL

Under the Guidance of

PROF. MANIKA

Mount Carmel Institute of Management Banglore 560 052

2010- 2012

Certificate

Certified that this dissertation is based on an original project study conducted by Ms. Preeti Agarwal under my guidance. She has attended all the required guidance sessions held. This project report has not formed a basis for the award of any other Degree/Diploma of any university or institution.

Guide Prof Manika Girinath

Director Rev. Sr Albina

Acknowledgement

I am extremely grateful to Sr. Albina Director, Mount Carmen Institute of Management Bangalore, and coordinator Mr. Michael Noronha for giving the encouragement and opportunity to conduct this project work. I will express my deep sense of gratitude to Professor, Mrs. Manika Girinath, for her able guidance and valuable suggestions. I express my sincere gratitude to Ms. Brinda Gopal (Assistant Manager) HR in WNS Bangalore, for her valuable guidance and consistent support of all types through out the project work. I am thankful to a number of respondents in the field for sharing their insight and experience with me. Lastly I take this opportunity to thank my parents, friends and all others who have helped me in some way or the other in completing this project work successfully.

Declaration

I, hereby declare that this project report A STUDY ON THE EXTENT OF EMPLOYEE ENGAGEMENT AT WNS submitted to Mount Carmel Institute of Management for the award of a degree Master of Business Administration (MBA) record of original and independent work carried out by me in MBA.

Date: Place: Bangalore

Preeti Agarwal Mount Carmel Institute of Management

Table of Contents

S. No. Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5

Chapter Name Introduction Design of the Study Company Profile Analysis and Interpretation Summary of Findings, Conclusions and Suggestions Bibliography Annexure

Page No.

List of Tables

S. No. Name of Table 1. 2. 3. 4. Age distribution of respondents Gender of respondents Work experience of respondents Employees awareness regarding employee engagement activities in WNS. 5. 6. Employees interest towards participation in engagement activities Reasons that motivate employees to take part in engagement activities 7. 8. 9. 10. 12. 13. 15. 16. 17. Factors that stop active participation Interaction with supervisor Interaction with HR Interaction with senior leaders Satisfaction from training and development program Points for improvement in current practice Activity which is liked most Activities that employees like in other organizations Suggestion given by the employees for improvement

Pg. No.

List of Graphs

S. No. Name of Table 1. 2. 3. 4. 5. 6. Age distribution of respondents (process wise) Age distribution of respondents (overall) Gender of respondents Work experience of respondents (process wise) Work experience of respondents (overall) Employees awareness regarding employee engagement activities in WNS. 7. Employees interest towards participation in engagement activities 8. Reasons that motivate employees to take part in engagement activities 9. Factors that stop active participation

Pg. No.

10. Interaction with supervisor (process wise) 11. Interaction with supervisor (overall) 12. Interaction with HR (process wise) 13. Interaction with HR (overall) 14. Interaction with senior leaders (process wise) 15. Interaction with senior leaders (overall) 16. Satisfaction from training and development program 17. Points for improvement in current practice 18. Activity which is liked most 19. Activities that employees like in other organizations 20. Suggestion given by the employees for improvement

CHAPTER 1
(Introduction)

Human Resource Management: Introduction

Human Resource Management (HRM) is the func9tion within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.

Human Resource Management is a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

Human Resource Management: Evolution

The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis is shifted to the employees productivity. Recent decades have focused on
9

increased concern for the quality of working life, total quality management and workers participation in management. These three phases may be termed as welfare, development and empowerment.

Human Resource Management: Nature

Human Resource Management is a process of bringing people and organization together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meets its goals in the future by providing competent and well motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multi disciplinary activity, utilizing knowledge and inputs drawn from psychology, economics etc.

10

Human Resource Management: Beliefs

The Human Resource Management philosophy is based on the following beliefs; Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent. A healthy climate with the value of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource. HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization. Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness. Employee feel highly motivated if the organization provides for satisfaction of their basic and higher level needs. Employee commitment is increased with opportunity to discover and use ones capabilities and potential in ones work. It is every managers responsibility to ensure the development and utilization of the capabilities of subordinates.

Human Resource Management: Need

For any organization, staff or men power is the most valuable asset.. In the modern age where computers and information technology have brought revolutionary changes in the progress and performance, human resource factor's
11

importance has become imperative. Organizations consider the Human Resource Department (HRD) playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner there are certain functions performed by Human Resources Department. An organization's human resource management strategy should maximize return on investment in the organization's human capital and minimize financial risk. Human Resources seeks to achieve this by aligning the supply of skilled and qualified individuals and the capabilities of the current workforce, with the organization's ongoing and future business plans and requirements to maximize return on investment and secure future survival and success. In ensuring such objectives are achieved, the human resource function purpose in this context is to implement the organizations human resource requirements effectively but also pragmatically, taking account of legal, ethical and as far as is practical in a manner that retains the support and respect of the workforce.

Human Resources Management: Scope

The scope of HRM is very wide: Personnel aspect- This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

12

 Welfare aspect- It deals with working conditions and amenities such as canteens, crches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation, facilities etc. Industrial relations aspect- this cover union management relation, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes etc.

Human Resource Management: Objective

To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the need needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well- trained and well- motivated employees. To increase to the fullest the employees job satisfaction and selfactualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society.
13

 To develop overall personality of each employee in its multidimensional aspect. To enhance employees capabilities to perform the present job. To equip the employees with precision and clarity in trans- action of business. To inculcate the sense of team spirit, team work and inter-team collaboration.

Human Resource Management: Functions

In order to achieve the above objectives, Human Resource Management undertakes the following activities: Human resource or manpower planning. Recruitment, selection and placement of personnel. Training and development of employees. Appraisal of performance of employees. Taking corrective steps such as transfer from one job to another. Remuneration of employees. Social security and welfare of employees. Setting general and specific management policy for organizational relationship. Collective bargaining, contract negotiation and grievance handling. Staffing the organization.
14

 Aiding in the self- development of employees at all levels. Developing and maintaining motivation for workers by providing incentives. Reviewing and auditing man-power management in the organization Potential Appraisal, Feedback Counseling. Role Analysis for job occupants. Job Rotation. Quality Circle, Organization development and Quality of Working Life.

Human Resource Management: Major Influences Factors

In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy: Size of the workforce. Rising employees expectations Drastic changes in the technology as well as Life- Style changes. Composition of workforce. New skills required. Environmental challenges. Lean and mean organizations. Impact of new economic policy. Political ideology of the Government. Downsizing and rightsizing of the organizations. Culture prevailing in the organization etc.

15

Human Resource Management: Futuristic Vision

On the basis of the various issues and challenges the following suggestions will be of much help to the philosophy of HRM with regard to its futuristic vision: There should be properly defined recruitment policy in the organization that should give its focus on professional aspect and merit based selection. In every decision- making process there should be given proper weightage to the aspect that employees are involved wherever possible. It will ultimately lead to the sense of team spirit, team- work and inter- team collaboration. Opportunity and comprehensive framework should be provided for full expression of employees talents and manifest potentialities. Networking skills of the organizations should be developed internally and externally as well as horizontally and vertically. For performance appraisal of the employees emphasis should be given to 360 degree feedback which is based on the review by superiors, peers, subordinates as well as self- review. 360 degree feedback will further lead to increased focus on customer services, creating of highly involved workforce, decreased hierarchies, avoiding discrimination and biases and identifying performance threshold.

16

 More emphasis should be given to Total Quality Management, TQM will cover all employees at all levels; it will conform to customers needs and expectations; it will ensure effective utilization of resources and will lead towards continuous improvement in all spheres and activities of the organization. There should be focus on job rotation so that vision and knowledge of the employees are broadened as well as potentialities of the employees are increased for future job prospects. For proper utilization of manpower in the organization the concept of six sigma of improving productivity should be intermingled in the HRM strategy. The capacities of the employees should be assessed through potential appraisal for performing new roles and responsibilities. It should not be confined to organizational aspects only but the environment changes of political, economic and social considerations should also be taken into account. The career of the employees should be planned in such a way that individualizing process and socializing process come together for fusion process and career planning should constitute the part of human resource planning.

17

Why HRM role is important to the organization?

HRM professionals are responsible for hiring and protecting companys most important asset-people. Without strong, satisfied and motivated people in place, business will not grow to its potential. It costs approximately three times more to recruit and train a new employee than it does to retain and develop an existing employee. And this doesn't even take into account the hidden costs associated with misdirected management time spent on recruiting activities rather than effectively managing existing staff. The fact is, employees are the lifeblood of every organization. The better they are- the better qualified, trained, and managed- the more effective and profitable an organization will be. HRM professionals can build measurable strategies to address turnover, low morale and underperforming employees. HRM can instil in employees a clear understanding of what your organization is trying to achieve and why. HRM can instil in employees enthusiasm about teams and organizations goals. HRM can help the employees to have a clear line of sight between their tasks and their teams and organizations goals. HRM can instil a feeling into the employees that their organization fully enables them to execute key goals. HRM can instil a feeling into employees they work in a high-trust environment. HRM can create/ foster open communication that is respectful of differing opinions and that results in new and better ideas. HRM can make the employees feel that their organization holds people accountable for results. HRM can make the employees feel fully trusted the organization
18

they worked for. HRM can develop teamwork with high-trust, highly cooperative working relationships with other groups or departments.

19

Employee Engagement Definition:

Employee Engagement also called work engagement or worker engagement is a business management concept. It is a positive or negative attitude of the employee to their job, colleagues and organization which influences their willingness to learn and perform at work.

Origin
Employee engagement was described in the academic literature by Schmidt et al. (1993). A modernized version of job satisfaction. Schmidt et al.'s influential definition of engagement was "an employee's involvement with, commitment to, and satisfaction with work." This integrates the classic constructs of job satisfaction (Smith et al., 1969), and organizational commitment (Meyer & Allen, 1991). Harter and Schmidt's (2003) most recent meta-analysis can be useful for understanding the impact of engagement. Linkage research received significant attention in the business community because of correlations between employee engagement and desirable business outcomes such as retention of talent, customer service, individual performance, team performance, business unit productivity, and even enterprise-level financial performance.

20

Employee engagement is derived from studies of morale or a group's willingness to accomplish organizational objectives which began in the 1920s. The value of morale to organizations was matured by US Army researchers during WWII to predict unity of effort and attitudinal battle-readiness before combat. In the post war mass production society that required unity of effort in execution, morale scores were used as predictors of speed, quality and militancy. With the advent of the knowledge worker and emphasis on individual talent management, a term was needed to describe an individual's emotional attachment to the organization, fellow associates and the job. Thus the birth of the term "Employee Engagement" which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics.

Features of employee engagement:

Understanding of business context and the bigger picture Respectful of, and helpful to, colleagues Willingness to go the extra mile Belief in the organization Desire to work to make things better Keeping up to date with developments in the field.

21

Aspects of Employee Engagement

Three basic aspects of employee engagement according to the global studies are: The employees and their own unique psychological make up and experience. The employers and their ability to create the conditions that promote employee engagement. Interaction between employees at all levels. Thus it is largely the organizations responsibility to create an environment and culture conducive to this partnership, and a win-win equation.

Importance of employee engagement

Employee engagement is to HR what customer loyalty is to marketing and sales. It is that often elusive frame of mind that goes beyond satisfaction and ensures the long-term and productive tenure of the faithful employee with the employer. To avoid platitudes, every organization should define employee engagement to ensure that the information it is gathering from the workforce on can be put into practice.

22

 It leads to satisfaction, commitment, pride, loyalty, sense of personal responsibility and willingness to be an advocate for the organization that has an impact on behaviour. Employee engagement brings an individual sense of purpose and focused energy, evident to others in their display of personal initiative, effort and persistence that is directed toward organizational goals. It is reinforced through standard processes and practices for collecting employee engagement in format

Diagnostic tools of employee engagement

Training and development Performance management Communication Equal opportunity Fair treatment Pay and benefits Health and safety Cooperation Family friendliness Job satisfaction Immediate management
23

Who is an engaged employee?

An engaged employee is one who is fully involved in and enthusiastic about his or her work. An engaged employee is aware of business context and works with colleagues to improve performance within the job for the benefit of the organization. They care about the future of the company. They feel a strong emotional bond to the organization that employs them. Engaged employee plan to stay for what they give, the disengaged stay for what they get.

Difference between engagement and satisfaction:

Employee engagement is what we get when an employee is motivated by the job, is well managed by the supervisor and paid fairly by management. Satisfaction is what we get when we give employees things they want so that an employee may be fully satisfied but is unsuccessful.

Factors Leading to Employee Engagement

Career Development- Opportunities for Personal DevelopmentOrganizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for the

24

career paths of their employees and invest in them in this way their people invest in them.

Career Development Effective Management of Talent- Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development.

Leadership- Clarity of Company Values- Employees need to feel that the core values for which their companies stand are unambiguous and clear.

Leadership Respectful Treatment of Employees- Successful organizations show respect for each employees qualities and contribution regardless of their job level.

Leadership Companys Standards of Ethical Behaviour- A companys ethical standards also lead to engagement of an individual.

Empowerment- Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.

Image- How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels
25

of employee engagement are inextricably linked with high levels of customer engagement.

Equal Opportunities and Fair Treatment- The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees.

Performance appraisal- Fair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement.

Pay and Benefits- The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations.

Health and Safety- Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees.

Job Satisfaction- Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will

26

make him enjoy his work and he would ultimately be satisfied with his job.

Communication- The Company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high.

Family Friendliness- A persons family life influences his wok life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement.

Co-operation- If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.

10 Cs of employee engagement:
1. Connect - Connection between bosses and employees show that you value your employees. 2. Career - Give your employees opportunities for career advancement. They want challenging and meaning work.

27

3. Clarity - Be clear while communicating the vision and mission of the company. Employees should know clearly what the goals of the organization are. 4. Convey - Clarify what the organization expects from the employees and provide feedback on their functioning. 5. Congratulate - Give recognition for good performance, coach and convey. 6. Contribute - Help people see and feel how they are contributing to the organizations success and future. 7. Control - Employees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control. A feeling of being on things and of being given opportunities to participate in decision making often reduces stress, it also create trust and a culture where people want to take ownership of problems and their solution. 8. Collaborate - When employees collaborate and work in teams, they outperform individuals and team which lack good relationships. Good leaders are team builders, they create such environment. 9. Credibility - Leaders, along with their employees strive to maintain a companys reputation and demonstrate high ethical standards. 10.Confidence - Good leaders help create confidence in an employee by being exemplars of high ethical and performance standards.

28

How to measure employee engagement:

Listen Measure current level of employee engagement Identify the problem areas Take action to improve employee engagement by acting upon the problem areas.

Categories of engagement:
1. Engaged: They are builders They want to know the desired expectations for their role so they can meet and exceed them They are naturally curious about their company and their place in it They perform at consistently high levels They want to use their talent and strength everyday They work with passion and drive innovation They move organization forward. 2. Not engaged: They concentrate on tasks, not on goals and outcomes they are expected They want to be told what to do just so that they do it and say that they have finished their work.

29

 They feel that their contribution are been overlooked and their potential is not tapped They feel this way because they dont have any productive relationship with managers or with their co workers. 3. Actively disengaged: They are also called cave dwellers They are not just unhappy at work , but busy acting out their unhappiness They sow seeds of negativity at every opportunity They undermine their co workers accomplish As workers rely on each other they can cause great damage to an organizations functioning.

Benefits to employee
Increased job satisfaction in the workplace. Employee engagement can lead to increased commitment within the organization. Employees can feel valued in the organization as it gives them the opportunity to express their views to management. A higher level of performance and productivity. Employee engagement offers the chance for an employee to improve selfdevelopment and an increase in key skills.

30

Benefits to employer
Increased productivity from the workplace. Employees become more committed to the organization, therefore creating a higher employee retention rate. Employees get the chance to increase their skills leading to a more developed workforce. Employee engagement allows staff to be more flexible in and out of their job role. Employee engagement can lead to high morale with a well organized workforce.

A successful employee engagement strategy helps create a community at the workplace and not a workforce.

31

CHAPTER 2
(Design of the Study)

32

Title of the project A Study on the extent of Employee Engagement at WNS.

Introduction to the subject background Employee engagement, also called work engagement or worker engagement, is a management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. 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. According to Scarlett Surveys, "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". Thus engagement is distinctively different from satisfaction, motivation, culture, climate and opinion and very difficult to measure.

33

Statement of the problem The success or failure of any organization to a large extent depends upon its human resources. It is getting difficult to maintain a system which would diagnose and help to incrementally maintain effective, efficient and productive work force in order to serve clients to achieve customer delight.

Objective of study a) To understand and evaluate the various practices and factors relating to employee engagement at WNS b) To measure the status quo with respect to employee engagement initiatives at all levels of WNS. c) To study the shortfalls in the current practices. d) Study best employee engagement practices from various industries. e) Develop and recommend the way forward (for e.g. Techniques, framework, tools etc) to ensure better productivity and efficiency from employees.

Scope of the Study This study identifies the various employee engagement practices of WNS and it also measures their level and its effectiveness by gathering pertinent data.

34

It would also open up various other avenues where one could understand various factors which lead to changing dynamics of human behavior leading to employee motivation. Methodology The project will be carried out in several phases: 1. Understanding the current practices of Employee Engagement at WNS 2. Preparing a feedback mechanism to get a take on the various initiatives on Employee Engagement from the employees 3. Conduct personal interviews with a sample of employees at all levels from various departments 4. Device an As Is - To Be Plan (in consent with the employees & management) 5. Implementation & Feedback. The information is collected with the help of both primary and secondary data. Sources and tools of data collection a. Primary: The primary data will be collected by administering the questionnaire to the employees of the organization. b. Secondary: Secondary data will be collected through companys journals, internal records and website.

35

Plan of analysis Analysis will done by calculating percentages and will be represented in the form Pie chart, bar diagrams for better and clear understanding of the data. Operational definitions of Concepts

a. Human Resource Management: Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

b. Employee engagement: Employee engagement, also called work engagement or worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. c. Business Management: Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively

36

CHAPTER 3
(Profile of the Company)

37

Introduction
WNS (Holdings) Limited (NYSE: WNS), is a leading global business process outsourcing company. WNS offers business value to 200+ global clients by combining operational excellence with deep domain expertise in key industry verticals, including Travel, Insurance, Banking and Financial Services, Manufacturing, Retail and Consumer Packaged Goods, Shipping and Logistics, Healthcare and Utilities. WNS delivers an entire spectrum of business process outsourcing services such as finance and accounting, customer care, technology solutions, research and analytics and industry-specific back-office and frontoffice processes. WNS has over 21,000 professionals across 21 delivery centers worldwide, including Costa Rica, India, the Philippines, Romania, Sri Lanka and United Kingdom. Deep industry knowledge and expertise, a partnership approach, comprehensive service offerings and a proven track record enable us to deliver business value to many of the worlds leading companies. We are passionate about building an organization that is valued by our clients, employees, business partners, investors and the community at large. Our management team comprises accomplished professionals from leading global organizations. Each member brings deep business acumen and outsourcing domain expertise, ensuring a strong growth curve.

38

History
WNS began as British Airways back office operations way back in 1996 in Mumbai with less than 300 employees. In 1999, WNS set up operations in Pune. WNS moved from being a captive BPO to a third-party BPO company when Warburg Pincus acquired a majority stake in WNS in 2002. The new WNS not only looked at deepening its focus in the Travel industry but also put out an aggressive growth strategy to enter new businesses. Growth was either organic or inorganic. WNS grew immensely from 2003 till date and today proudly showcases a wide portfolio of BPO operations in businesses such as Travel, Logistics, Finance & Accounting, Research & Analytics, Banking, Finance & Insurance, Retail, Healthcare to name a few. From 300 employees today WNS is at 21,000 employees across 21 global delivery centers and servicing 200+ Fortune 500 companies globally.

Mission and Values

We enable Clients to Outperform with our Passion for Service and Innovation We capitalize on our strengths by embracing the following values: Client First Place clients at the core of everything we do
39

 Integrity Be ethical, honest and committed in all actions Respect Be sensitive to individual differences and treat everyone with dignity Collaboration Always keep "One WNS" as uppermost in everything we do Learning Learn from our experiences; share knowledge and best practices to create innovative solutions Excellence Strive for excellence in everything we do and aspire to outperform at every stage

40

WNS Board of Directors

1. Eric B. Herr 2. Keshav Murugesh (Chairman) (CEO)

3. Albert Aboody
4. Richard Bernays 5. Sir Anthony Greener 6. Deepak S. Parekh

(Director)
(Director) (Director) (Director)

7. Jeremy Young

(Director)

S. No. 1. 2. 3. 4. 5. 6. 7. 8.

CORPORATE MANAGEMENT TEAM Keshav Murugesh Alok Mishra J.J.(Eric)Selvadurai R. Swaminathan Sanjay Jain Mike Garber Ronald Strout Manish Vora Chief Executive Officer, WNS Group Chief Financial Officer, WNS Group Managing Director, Europe Chief People Officer, WNS Group Head Global Transformation Practice Global Head, Sales and Marketing Chief of Staff and Head, Americas Head of Sales for the Asia Pacific and Middle East Region

41

S. No. 1.

BUSINESS UNIT MANAGEMENT TEAM Ambreesh Mahajan Business Unit Leader, Utilities; Head, International Delivery Locations Business Unit Leader, Banking and Financial Services Business Unit Leader, Research and Analytics Services Business Unit Leader, Shipping and Logistics Services Business Unit Leader Manufacturing, Telecom, Retail and Consumer Packaged Goods, Diversified Businesses

2.

Anup Basrurkar

3.

Arun Kharbanda

4.

C S Anand

5.

David P. Spencer

6.

Deepak Gupta

Business Unit Leader, Contact Center Operations Chief Executive Officer, WNS Assistance

7.

Edwin Harrell

8.

Gautam Barai

Business Unit Leader, Insurance Services

9.

John Westfield

Business Unit Leader, Travel and Leisure Services

10.

Sulakshana Business Unit Leader, India Business and Patankar Strategic Initiatives Business Unit Leader, Finance and Accounting

11.

Tasneem

Lakdawalla Services

42

Business Units

Travel and leisure

Retail, manufac turing and CPG

Banking, financial services

Contact center

Finance and accounting

Research and analytics

Business Units

Global transform -ation practice

Shipping and logistics Insurance services Utilities

Health care

43

WNS Services
1. Banking and Financial services WNS helps leading BFS companies to focus on their core business while WNS delivers business process operations along with supporting decision making through our rich research and analytics (R&A) capabilities. Retail banking offering (Origination and maintenance of account, Card operation, Customer service, Remittance processing) Banking and Investment Management Services (Sales and marketing, A/C maintenance, Customer Service, Operations, Transfer Agency, Portfolio Administration, Investment Research) Comprehensive suit of services spanning the end to end lending cycle (Loan origination, Processing and Underwriting, Closing and Funding, Post closing and due diligence, Loan servicing, Shared services) 2. Contact Center WNS helps clients manage and enhance their customer experience with tailormade customer care solutions. Services: (Customer service, Customer complaint resolution, Sales, Loyalty program management, Collections and refunds, HR support, Computer Aided Telephonic Interviews (CATI), Technical support desk, Specialty help desk)

44

3. Finance and accounting WNS is a global Top 10 FAO service provider, delivering transactional and corporate accounting as well as specialized services such as treasury and tax processing, for global companies. The maturity of the WNS F&A practice enables the delivery of outstanding business results to clients around the world, offering end-to-end support to CFOs and their organizations. Services: ( Procure-to-Pay, Order-to-Cash, Record-to-Report, Decision Support, Treasury, Financial Planning and Analysis) 4. Global transformation practice WNS offers a broad suite of end-to-end services designed to enable Sustainable Business Change by architecting transformational solutions that are driven by our focus on achieving Operational Excellence for our clients. Services: (Operational Transformation, Sustainable Change, Actionable Insights, Enterprise Solution/ERP Optimization, Application Development, Maintenance and Support, Business Process Management, Business Intelligence and Analytical Solutions, Infrastructure and Network Services) 5. Healthcare WNSs Healthcare Business Process Outsourcing solutions help healthcare companies extend their enterprise. Our deep domain expertise, global delivery network and strong focus on operational excellence allow healthcare companies
45

to focus on their core business while WNS optimally delivers their business processes. Services: Providers (Pre-service, Transcription, Bill preparation, Receivables management, Payment posting, Debt analysis) Payers and Third Party Administrators (Claims administration, Member and provider services, Clinical support, Overpayment recovery, Fraud detection and investigation) DME Manufacturers (Order management, Billing and submissions, Fulfillment support, Collections, Patient services, Collection analytics) Enterprise Shared Services (Finance and accounting, Research and analytics, Procurement, Technology solutions, Customer care) 6. Utilities The WNS team extends the clients enterprise by supporting initiatives to drive improved customer service whilst meeting rigid operational constraints. Services: (Sales management, Customer management, financial management, Device Management, Others) 7. Insurance services WNS Assistance is the leading motor claims handling service provider in the UK and is UKs third largest Third Party Claims Administrator in terms of the purchase of repair services in UK (Accident Management). They also provide
46

other services like Claims handling, Recovery &Third Party Claims Handling. WNS Assistance possesses market- leading purchasing power, intelligently applied through technology to maximum commercial gain, delivering excellent customer satisfaction. Motor claims outsourcing for major insurers, fleets and intermediaries. 8. Travel and Leisure WNS is a global leader in providing Business Process Outsourcing (BPO) solutions for the Airline & Travel industry. We are among the worlds largest travel industry focused offshore BPO player executing over 120 airline and travel related processes ranging from Call Centers, Email handling, Frequent Flyer Management and Customer Correspondence in the front office to Passenger Revenue Accounting, Reservations, GDS Queue Handling, Fare Filing, Crew Scheduling, Cargo Operations, etc. in the back-office. 9. Shipping and logistic The WNS Shipping and Logistics (S&L) vertical offers industry focused service Services: Air express (airway bill manifesting, billing and invoicing, master data management) Trucking (driver logs, trips records, fuel tickets, master data management) Ocean (export and import documentation, freight audits, master data management, operation management)
47

 Rail (rail car booking, shipment documentation, equipment pool yard management, rail car load and asset utilization monitoring, master data management) Supplementary Markets (crew manning, ship management, customer brokers, e commerce intermediaries, terminal operations, warehouse management support) 10.` Research and Analytics WNS is a leading global provider of knowledge services outsourcing. Service: (Business and Financial Research, Market Research, Domain Based Analytics, Data Services, Business Intelligence and Reporting, Business Services) 11.Retail, Manufacturing & CPG WNS helps a number of the worlds leading CPG and Retail brands to extend their enterprises by leveraging outsourcing of key business processes in order to become more agile and gain competitive advantage. Our service offerings include: Supply Chain Management (Supplier management and analysis, Sourcing support, Market intelligence, Spend analytics)

48

 Logistics (Logistics management, Scheduling and planning, Analytics, Market intelligence, MIS and reporting) Sales, Marketing and Customer Care (Customer feedback management, Telemarketing and inside sales, Customer ordering Support, Service Delivery) At WNS, our employees, working as an extension of our clients' enterprises, help manufacturing enterprises leverage outsourcing as a strategy for competing better in the global marketplace. Our service offerings include: New Product Development (Market analysis, Project and portfolio management, Master data management, Supplier management, Supplier identification, RFI/RFP management, Supplier selection, Contract development, Idea and concept maps, Engineering drawings and designs (CAD), Bills of materials (BOM) generation) Supply Chain Planning and Execution (Demand and supply planning, Supplier management, Logistics execution, Inbound processing, Outbound processing, Advanced planning and scheduling (APS), Warehouse management, KPI development and monitoring, Service parts management, Demand forecasting, Inventory management, Supply and distribution management)

49

 Marketing and Order Management (customer setup and credit analysis, Product information, Order processing, Billing and invoicing, Collections, Order status, EDI processing, Customer acquisition, Customer profitability analysis, Master data management, Customer, Product, Pricing) Operations (Fault management, Change management, Chronic and RCA reporting, Sales performance reports, Store planning, Market intelligence, eMarketing) After Sales and Support (Warranty and returns management, Product and warranty Registration, Warranty analysis, Warranty claims processing, Product and warranty registration, Warranty analysis, Warranty claims processing, Customer and channel surveys, Service contracts management, Creation and recording, Processing, Analysis)

Industry Recognition
BPO Leadership 1. Industry specific multi-year winner - IAOP 2009 Global Outsourcing 100 2. Recipient of Best New Outsourced Services Award by SSON (2009) 3. Ranked No.2 BPO company in India by Nasscom (2008) 4. Received the Silver Plate Award for Community Service by HelpAge India (2007)

50

Domain Leadership 1. Best 10 companies by Industry focus: Utilities - IAOP 2009 Global Outsourcing 100 2. Best 5 companies by Industry focus: Air Transportation - IAOP 2009 Global Outsourcing 100 3. Best Performing FAO Provider by Global Services 100 (2008) 4. WNS awarded Partners in Innovation Challenge for Baggage Claim Process from KLM Dutch Royal Airlines (2008) 5. Ranked No.1 insurance outsourcer by Global Outsourcing 100 (2007) 6. Ranked as 6th largest FAO provider globally by Everest Institute (2007) 7. WNS Assistance Voted Best Accident Management Company by the Auto Body Professionals Club (2007) Quality Leadership 1. Recipient of Golden Peacock Eco-Innovation Award for Green Lean Sigma Program awarded by The World Environment Foundation in association with the Institute of Directors (2009) 2. Recipient of the CIO 100 Award for Innovative Storage Solutions (2008) 3. Recipient of the Asia-Pacific Six Sigma Excellence award for Best Lean Six Sigma project (2007) 4. Recipient of The Global Six Sigma Award for Best Achievement of Six Sigma in Outsourcing (2007)

51

5. Recipient of Golden Peacock innovation award by Institute of Directors (2007)

Company policy
1. Equal Opportunity Policy The Company is committed to the principle of equal opportunity for everyone in employment. It will strive to ensure that access to employment, training, promotion and the treatment of Employees is free from discrimination on the grounds of gender, sexual orientation, race, colour, caste, creed, religion, marital status, disability, or age and based solely on the objective assessment of ability and job related criteria. 1. Policy on sexual harassment WNS GLOBAL SERVICES is committed to creating an ambience in which employees can work together free from sexual harassment. WNS believes that all employees, including job applicants and other persons who have dealings with WNS have the right to be treated with dignity. Sexual harassment in the workplace will not, therefore, be condoned. 2. Health and safety policy WNS, an IT enabled service organization, is committed to achieve best in class standards in the field of Environment, Health & Safety in its activities by keeping in mind the employees interest as well as those of the community at
52

large. WNS shall strive to provide a safe & healthy workplace and to avoid adverse impact to environment. It shall be the responsibility of management and employees. 3. Subsidized meal coupon WNS provides meal subsidy to a section of its employees. The subsidy is provided by way of issuing a booklet of food coupons. 4. Security policy WNS is committed to providing quality workplace conditions that foster a safe and secure environment for its Employees and Visitors, and safeguard its facility from intruders for theft, violence or any kind of physical danger, through a dedicated security team using the most optimal technology platforms. 5. Locker management policy The security policy implies that the employees working for certain clients do not take phones or any other electronic media with them to their workstations. Therefore, it is imperative to have lockers available for employees where they can lock up their personal belongings for as long as their shift lasts. This is applicable to all sites, however, the management of lockers may differ from site to site. 6. Waste and scrap disposal policy The document provides for guidelines on disposal of waste and scrap.

53

7. Guest house policy The purpose of this document is to have a standardized system for setting up, maintenance & allocation of guesthouse facilities that will have comfortable living conditions across the organization. 8. WNS stationary policy This policy addresses procurement of all categories of stationery items. The policy aims at standardizing the procedure of procuring stationery items across all sites. 9. WNS Media policy The purpose of WNSs media policy is to ensure communication of informed, controlled and consistent messages through any form of media to all our stakeholders. 10.Sports policy To streamline the sports activities initiated for employees of WNS. 11.Brainwave and fusion policy Brainwave is an initiative driven by the Quality team to generate, and implement ideas that lead to process improvements, cost savings/increased revenue, or best practices. Carrying forward the thought of Each person, Each Idea Counts, Brainwave is a forum open to all employees of WNS Global Services. Fusion is a Best Practice sharing session facilitated by the quality team. It is a forum for various functions and verticals of WNS Global Services to share successful ideas of process improvement amongst
54

each other. This Document contains standard operating procedures and policies to manage Brainwave and Fusion. 12.Whistle blowing policy It is the policy of the Company to treat complaints about accounting, internal accounting controls, auditing matters, or questionable financial practices (Accounting Complaints) seriously and expeditiously. 13.Client Contracts Execution The objective of this policy is to define and standardize the process for execution of Client contracts. 14.Credit card policy To allow Company personnel access to efficient and alternative means of payment for expenses generally allowed under published policies of the Company, especially expenses related to business travel and office supplies. To improve managerial reporting related to credit card purchases. To improve efficiency and reduce costs of payables processing.

CSR at WNS
Corporate Social Responsibility at WNS is carried out under the banner of WNS Cares Foundation, our corporate social responsibility initiative. WNS Cares Foundation aims to create a better and sustainable future for underprivileged children and youth.

55

 With a mission to EDUCATE: EMPOWER: ENRICH, the Foundation will be making a difference across the globe. We believe, in providing support to potential beneficiaries in communities around our offices, in order to encourage inclusive growth. This will be done through imparting education in a holistic form. Not only will academics be taught but also real life skills that will equip disadvantaged children to face the world. The geographical reach of WCF is spread across six cities in India alone and internationally can be found in countries like Sri Lanka, Philippines, Romania, Costa Rica, UK, and USA. Most of the children we work with are first generation school goers and through its varied programs, WCF attempts to bridge the gap that exists between schools, the parents and children. WCF programs are academic as well as non- academic in nature ranging from spoken English, a slow learners program, and computer literacy to developing skills in sports, art, music, personality development and raising self esteem. All of these are given equal weightage. Outdoor educational trips, leadership training, health education, are a few others. Libraries are set up to broaden the horizons of the beneficiaries through a structured reading program.

56

 Hidden talents are tapped and brought to the forefront through our versatile programs. This ensures that the child/youth grows up to be a confident individual who is an asset to society.

Client Testimonials
WNS chosen for proven Audit expertise & best-in-class technology Christopher Korenke, VP-Commercial, Star Alliance We chose WNS because of their deep understanding of the travel industry, strong customer care capabilities, insightful customer analytics, and their global delivery footprint Steve Sickle, Senior Vice President for Distribution and Relationship Marketing at IHG. Performing as an extension of our enterprise, WNS consistently provides deep industry expertise within a flexible service model. This is critical given the range of services SITA provides to air transport, government and global distribution systems companies. Dave Bakker, SVP Customer Services and Operations, SITA WNS provides us a blend of functional expertise and process capabilities which spans across our diverse portfolio. Our partnership with WNS has become an integral part of our operations and we look forward to maintaining this stability and competitive advantage in a volatile energy market.
57

Phil Bentley, Managing Director, British Gas Over the last five years, WNS has operated as an extension of our business, demonstrating a strong commitment to our success, and we look forward to expanding our partnership. Steen Wulff, Director of Passenger Revenue Accounting, SAS Airlines. I am delighted the team are living up to our expectations and delivering sensational customer service. Rob Hartley, Senior Sales & Customer Service Manager, Lastminute.com WNS' solution is clearly innovative and showcases how WNS understands our business and innovates to deliver business value Michel Hilgersom, Director of Procurement Commercial, KLM ...by leveraging the capabilities of WNS, we will take our customers experience to the next level. We have chosen WNS as our partner because they bring a deep understanding of customer needs, have a track record of operational excellence and most importantly, are aligned to our values. Russell Taylor, Customer Services Director, T-Mobile Industry expertise was the key. We wanted to ensure we chose a provider that understood the complexities of our business. WNS's knowledge was comprehensive and its solutions flexible. They could talk the talk.
58

Jeremy Carrington, Head of Procurement, Virgin Atlantic Analytical Prowess, Consultancy & Strategic Thinking of the WNS R&A team have immensely helped us sharpen our market insights function in the Developing & Emerging Markets. I Thank you again for being the passionate champions of emerging markets and for all your help with important analysis and strategy work Knowledge & Insights Head for Developing & Emerging Markets of a Global CPG Company We selected WNS because they understand operating requirements in the healthcare sector. They bring a winning combination of experience and commitment to excellence. During our rigorous selection process, WNS showed us their flexibility and significant analytics capabilities by developing a fine-tuned customized business solution. Jim Bechtold, SVP, Reimbursement and Government Affairs, Biomet This allows Aviva to continue our working relationship with a provider that truly understands the insurance industry and has a tireless commitment to process excellence and customer care, making WNS our partner of choice Cathryn Riley, Chief Operating Officer, Norwich Union Life, and Chairman, Aviva Global Services Over the last 2 years we have reduced the overall cost of delivering conveyancing by 15% whilst also improving service and growing 40%
59

annually. Working with WNS to deliver our legal back office from India and Sri Lanka has been a key component in this success. Ian Floyed, CEO, MyHomeMove

Competitors of WNS
ExlService Holdings, Inc. Genpact Limited Infosys Technologies Limited IBM Microsoft Business Solutions Pivotal Kana Transversal RightNow Technologies

60

CORPORATE OFFICES 1. INDIA : Plant No. 10 / 11, Gate No. 4, Godrej & Boyce Complex, Pirojshanagar, Vikhroli (West), Mumbai 400 079 Tel : +91 22 4095 2100 2. NORTH AMERICA : 420 Lexington Avenue, Suite 2515, New York, NY 10170. Tel : +1 212 599 6960 Fax: +1 212 599 6962 3. UNITED KINGDOM : Malta House, 36-38 Piccadilly, London, W1J 0DP Tel : +44 207 440 0800 Fax: +44 207 440 0808

OTHER OFFICES 1. AUSTRALIA

: Darling Park, Tower 2, Level 20, 201 Sussex Street, Sydney, Australia 2000 Tel : +61 2 9006 1405 Fax: +61 2 9006 1010 : WNS BPO Services Costa Rica, S.A3rd Floor, Building C Forum Business Park Santa Ana, San Jose, Costa Rica : PO Box 16769, Ras Al Khaimah, UAE

2. COSTA RICA

3. UAE

4. UNITED KINGDOM : St. Vincent House, 1 Cutler Street, Ipswich Ip1 1LL. Tel : +44 844 854 0660 WNS Global Services (UK) Ltd HPH3, Hyde Park Hayes Millington Road, Hayes
61

5. PHILIPPINES

6. SRI LANKA

Middlesex UB3 4AZ Tel: 0845 266 8711 : 9th and 10th Floors,1880 Building Eastwood City, Cyberpark Bagumbayan, Quezon City 1100 Tel : +63 318 2000 : WNS Global Services (Pvt) Ltd. HNB Towers, Level 12, 479, T B Jayah Mawatha, Colombo 10, Sri Lanka. Tel: +94 - 112695602 Fax: +94 112695680

CONTACT Primary IR Contact Alan Katz Vice President, Investor Relations WNS North America, Inc. Tel: +1 212 277 8183 E-mail: alan.katz@wns.com Shareholder Services Tel: +1 866 249 2593 Legal Contact Ronald DMello General Counsel WNS (Holdings) Limited Tel: +91 22 4095 2633 E-mail: legal@wns.com

62

SWOT Analysis
Strengths: Better understanding of customers helping the company to serve them better. Highly skilled employees who are driving the business towards success. Weakness: Less fun at work High attrition rate of employee. Company policies are very strict for employees. Opportunity: Availability of cheap human resource in places other than the metros. Outsourcing is booming which attracts potential HR. Threats: Many upcoming competitors.

63

CHAPTER 4
(Analysis and Interpretation)

64

Analysis and Interpretation

Analysis of data is a process involving a number clearly related operations that are performed with the purpose of summarizing the collected data and organizing in such a manner that it will yield answer to the research questions. Researcher has decided to analyze and interpret about the study on extent of employee engagement by using the following methods. Clarification of data Application of data by loading Tabulation of data Statistical analysis of data Tables and Graphs Graphics, tables and tabulation will be used in this research analysis.

65

Table 1 Age distribution of respondents process wise

S.No. Process

Age Bracket of Employees in years 19 24 25 - 30 31 - 36 2 7 7 9 12 5 42 28 1 2 1 5 5 2 16 11 37 and above 0 1 1 5 4 0 11 7 Total 10 15 15 50 40 20 150 100

1. 2. 3. 4. 5. 6.

Claims Collections UK Life UKGISS Ireland Training Total No. of employees Percentage of employees

7 5 6 31 19 13 81 54

Analysis:
The above table shows that out of 150 employees, 81 are in the age group of 1924, 42 are in the age group of 25-30, 16 are in the age group of 31-36, 11 are in the age group of 37 and above.

66

Graph 1 Age distribution of respondents process wise

60

50

No. of respondents

40 37 and above 31 - 36 25 - 30 20 19 - 24

30

10

0 Claims Collections UK Life UKGISS Ireland Training Business Process

Interpretation:
The bar graph show that maximum percentage of employees in the age group 19-24 are in Claims process, maximum percentage of employees in the age group 25-30 are in Collections and UK Life process, maximum percentage of employees in the age group of 31-36 are in Collections process and maximum percentage of employees in the age group of 37 and above are in UKGISS and Ireland process.

67

Graph 2 Age distribution of respondents overall

19 - 24 25 - 30 31 - 36 37 and above

Interpretation:
The Pie chart show that 58% of the employees are in the age group 19-24, 24% of the employees are in the age group 25-30, 11% of the employees are in the age group 26-31 and remaining 7% are in the age group 37 and above.

68

Table 2 Gender of respondents

S.No. 1. 2. 3. 4. 5. 6.

Process Claims Collection UK Life UKGISS Ireland Training

No. of Male 7 8 11 31 24 11

No. of female Total 3 7 4 19 16 9 58 38.67% 10 15 15 50 40 20 150 100

Ratio 7:3 5:5 7:3 6:4 6:4 5:5 6:4 6:4

Total (in no.) 92 Percentage 61.33%

Analysis:
The above table shows the out of 150 respondents 92 are male and 58 are female. Overall the company consists of 60 percent male and 40 percent female.

69

Graph 2 Gender of respondents (process wise)

50 45 40 No. Of Respondents 35 30 25 20 15 10 5 0 Claims Collections UK Life UKGISS Ireland Training Business Process Female Male

Interpretation:
The above graph show that male female ratio in Claims process is 7:3, in Collection process is 5:5, in UK Life process is 7:3, in UKGISS process is 6:4, in Ireland process is 6:4, in Training process is 5:5. Overall ratio of male : female is 6:4.

70

Table 3 Work experience of respondents

S.No. 1. 2. 3. 4. 5. 6.

Process Claims Collection UK Life UKGISS Ireland Training Total in no. Total in %

0-1 yr 2 6 5 25 5 20 63 42

1-2 yrs 5 6 4 11 21 0 47 31.33

2-3 yrs 2 1 4 9 11 0 27 18

3 and above Total 1 2 2 5 3 0 13 8.67 10 15 15 50 40 20 150 100

Analysis:
The above table shows that out of 150 respondents 63 have 0-1 year of experience, 47 have 1-2 years of experience, 27 have 2-3 years of experience and remaining 13 have 3 and above years of experience.

71

Graph 4 Work experience of respondents (process wise)

50 45 No. of Respondents 40 35 30 25 20 15 10 5 0 3 and above 2-3 years 1-2 years 0-1 years

Business Process

Interpretation:
The above bar graph shows that Claims process has maximum employees with 1-2 years of experience, Collections process has equal proportion of employees with 0-1 and 1-2 years of experience, UK Life process has maximum employees with 0-1 year of experience and equal proportion of employees with 1-2 and 2-3 years of experience, UKGISS process has maximum employees with 0-1 years of experience, Ireland process has maximum employees with 1-2 years of experience and Training process has all the employees with 0-1 year of experience.

72

Graph 5 Work experience of respondents (overall)

0 - 1 year 1 - 2 years 2 - 3 years 3 and above

Interpretation:
The above pie chart show that 42% of the employees have 0-1 year of experience in the company, 31% have 1-2 years of experience in the company, 18% have 2-3 years of experience and remaining 9% have 3 and above years of experience.

73

Table 4 Employee awareness regarding employee engagement activities in WNS

S. No. Engagement Activities 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Reach out One on One Town Hall Skip Level Star Award I Applaud Learning Academy Thank God its Friday (TGIF) Cubicle Decoration Ethnic Day Theme Dressing

No. of employees aware 123 106 67 45 150 36 150 150 58 86 78

Analysis:
The above shows that all the employees are aware of Star Awards, Learning Academy and TGIF. Most of the employees are aware of reach out and One on one.

74

Graph 6 Employee awareness of the engagement activities in WNS

No. of Employees aware of the engagement activities

160 140 120 100 80 60 40 20 0

Employee Engagement Activities

Interpretation:
The above bar graph shows that employees are least aware of I Applaud, Skip Level.

75

Table 5 Employees interest towards participation in engagement activities

Process Claims Collection UK Life UKGISS Ireland Training Total

Moderate 5 6 6 18 21 6 62

Low 1 3 1 10 6 1 22

High 4 6 8 22 13 13 66

Analysis:
The above table shows that very small percentage of people has less interest towards participating in various employee engagement activities. It also shows that training people have comparatively high interest towards participating in the employee engagement activities.

76

Graph 7 Employees interest towards participation in engagement activities

60 50 No. of Respondents 40 30 20 10 0 Claims Collections UK Life UKGISS Ireland Training Business Process High Low Moderate

Moderate Low High

Interpretation:
The above bar graph shows that most of the employees either have high or moderate interest towards participation in employee engagement. The above pie chart shows that very small percentage of employees has low interest towards participation in the activities.

77

Table 6 Reasons that motivate employees to take part in engagement activities

S. No. Factors 1. 2. 3. 4. Medium of two way communication To reduce stress To know other employees better To know company and management better

No. of Respondents 68 103 60 56

Analysis:
The above table shows that out of 150 respondents, 68 say that they take part in employee engagement activities because it is a medium for two way communication, 103 say to reduce stress, 60 say to know other employees better and 56 say to know company and management better.

78

Graph 8 Reasons that motivate employees to take part in engagement activities

120 100 No. of Respondents 80 60 40 20 0 Medium of two way communication To reduce stress To know other employees better To know Company and Management better

Reasons that motivate employees

Analysis:
The above bar graph shows that most of the employees take part in employee engagement activities to reduce stress.

79

Table 7 Factors that stop active participation

S. No. Factors 1. 2. 3. 4. 5. Work load Time constraints Lack of communication Events are not well organized Managers dont give permission

No. of Respondents 95 90 65 32 16

Analysis:
The above table shows that out of 150 respondents, 95 say that work load is factor that stops them from participating in the activities, 90 say that time constraints stops them, 65 say lack of communication is the factor, 32 say events are not well organized, while only 16 say that their managers dont give them permission.

80

Graph 9 Factors that stop active participation

100 90 80 No. of Respondents 70 60 50 40 30 20 10 0 Work Load Time Constraints Lack of communication Factors Events are not well organized Managers don't give permission

Interpretation:
The above bar graph shows that work load and time constraints are the major factors that stop employees from participating in employee engagement activities.

81

Table 8 Interaction with supervisor

S. No. 1. 2. 3. 4. 5. 6.

Process Claims Collection UK Life UKGISS Ireland Training

Average 4 8 3 26 21 4 66 44%

Less 3 3 1 14 9 3 33 22%

More 3 4 11 10 10 13 51 34%

Total in no. Total in %

Analysis:
The above table shows that maximum interaction with supervisor is in UK Life process and Training process and least in UKGISS. Employees from other process say that it is average.

82

Graph 10 Interaction with Supervisor (process wise)

50 45 40 No. of Respondents 35 30 25 20 15 10 5 0 Claims Collection UK Life UKGISS Ireland Training Bsiness Process More Less Average

Interpretation:
The above bar graph shows that interaction with supervisor in UK Life and Training process is good. Maximum percentage of people saying interaction with supervisor is less is in Claims process.

83

Graph 11 Interaction with supervisor (overall)

Average Less More

Interpretation:
The above pie chart shows that 44% of the people from all the process say that interaction with supervisor is average, 34% of people say it is more and remaining say it is less.

84

Table 9 Interaction with HR S. No. 1. 2. 3. 4. 5. 6. Process Claims Collection UK Life UKGISS Ireland Training Total in no. Total in % Average 5 8 4 21 19 7 64 43% Less 4 5 10 20 11 9 59 39% More 1 2 1 9 10 4 27 18%

Analysis:
The above table shows that 40% of the employees of Claims process say that their interaction with HR is less, 33% of the employees from Collections Process, 67% from UK Life process, 40% from UKGISS process, 28% from Ireland process and 45% of the employees from Training process say that their interaction with HR is less.

85

Graph 12 Interaction with HR (process wise)

50 45 40 No. of Respondents 35 30 25 20 15 10 5 0 Claims Collection UK Life UKGISS Ireland Training Buiness Process More Less Average

Interpretation:
The above bar graph shows that HR interaction with employees is least in UK Life process. It is also very less in training and UKGISS process.

86

Graph 13 Interaction with HR (overall)

Average Less More

Interpretation:
The above pie chart shows that 43% of the employees say that interaction with HR is average, 39% say that it is less and 18% say that it is more.

87

Table 10 Interaction with senior leaders

S. No. 1. 2. 3. 4. 5. 6.

Process Claims Collection UK Life UKGISS Ireland Training

Average 3 4 4 17 15 3 46 31%

Less 7 11 10 29 23 17 97 64%

More 0 0 1 4 2 0 7 5%

Total in no. Total in %

Analysis:
The above table shows that 70% of the employees from Claims process, 73% of the employees from Collections Process, 67% from UK Life process, 58% from UKGISS process, 58% from Ireland process and 85% of the employees from Training process say that their interaction with senior leaders is less.

88

Graph 14 Interaction with senior leaders (process wise)

50 45 40

No. of Respondents

35 30 25 20 15 10 5 0 More Less Average

Business Process

Interpretation:
The above bar graph shows that no employee from Claims, Collections and training process say that interaction with senior leaders is more. 8% of the employees from UKGISS, 5% of the employees from Ireland process and 7% of the employees from UK Life process say that their interaction with senior leaders is more.

89

Graph 15 Interaction with senior leaders (overall)

Average Less More

Interpretation:
The above pie chart shows that 31% of the respondents say interaction with senior leaders is average, 5% sat it is more and the remaining major portion, 64% say that it is less.

90

Table 11 Satisfaction from training and development program S. No. Satisfaction level 1. 2. 3. 4. 5. Highly satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Highly satisfied No. of respondents 95 45 6 4 0

Analysis:
The above table shows that 93% of the respondents are in the category of satisfiers with one of the employee engagement activity, i.e., training and development program of the company.

91

Graph 16 Satisfaction from training and development program

100 90 80 No. of Respondents 70 60 50 40 30 20 10 0 Higly satisfied Satisfied Neither satisfied nor disstatisfied Satisfaction level Dissatisfied Highly dissatisfied

Interpretation:
The above bar graph shows that 63% of the respondents are highly satisfied with one of the employee engagement initiative, i.e., training and development program. Only 7% of the respondents lie in the category of non satisfiers. None of the respondents are highly dissatisfied.

92

Table 12 Points for improvement in current practice S. No. Flaws in current practice 1. 2. 3. 4. 5. 6. DJ for DJ night was not good Sports activities are not encouraged Funds for activities is less No gifts or prizes after activities Participation is very less Lack of communication for activities No. of respondents 56 67 89 78 23 42

Analysis:
The above table shows that maximum respondents say that fund for the activities is very less. Most of respondents also say that there are no gifts or prizes after activities.

93

Graph 17 Points for improvement in current practice

100 90 80 No. of Respondents 70 60 50 40 30 20 10 0 DJ for DJ night Sports activities Funds for No gifts or was not good are not activities is very prizes after encouraged less activities Flaws in current practice Partcipation is Lack of very less communication for activities

Interpretation:
The above bar graph shows that major flaw in the current practice is less fund for the activities, no gifts or prizes after activities and less sports activity.

94

Table 13 Activity which is liked most

S. No. 1. 2. 3. 4. 5. 6.

Activity Reach out Star Awards TGIF Ethnic Day Learning Academy Theme Dressing

No. of Respondents 21 36 24 11 43 15

Percentage 14% 24% 16% 7% 29% 10%

Analysis:
The above table shows that 29% of the employees like the Learning Academy, 24% like the Star Awards, 16% like TGIF, 14% like Reach Out, 10% like Theme Dressing and the remaining 7% like Ethnic Day.

95

Graph 18 Activity which is liked most

50 45 40 No. of Respondents 35 30 25 20 15 10 5 0 Reach out Star Awards Thank God its Friday Ethnic day Learning Academy Theme Based Dressing

Activities

Interpretation:
The above bar graph shows that learning academy is very much appreciated by the employees.

96

Table 14 Activities that employees like in other organizations

S. No. 1. 2. 3. 4. 5. 6.

Activity Team Outings Sports Activity Floor Games Rewarding by Goodies Talent Activities Family Day

No. of Respondents 67 86 40 56 93 37

Analysis:
The above table shows that team outings, sports activity and talent activities are the activities mostly liked by the respondents in other organization.

97

Graph 19 Activities that employees like in other organizations

100 90 80 No. of Respondents 70 60 50 40 30 20 10 0 Team Outings Sports Acivities Floor Games Rewarding by Goodies Activities Talent Activities Family Day

Interpretation:
The above bar graph shows that most of the respondents like talent activities and sports activity in other organization.

98

Table 15 Suggestion given by the employees for improvement.

S. No. Suggestions 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Monthly R & R Company sponsored Team Outing Sports Activity Family Day Music Room Talent shows like Dance competition, Fashion Show More Floor Games More connect with Senior leaders Frequent interaction with HR Goodies on special occasion

No. of Respondents 21 78 84 26 11 98 63 38 86 74

Analysis:
The above table shows that most of the employees want cultural shows like dance completion, fashion shows and they want goodies on special occasion, Frequent interaction with HR, Sports activity and company sponsored team outing.

99

Graph 20 Suggestion given by employees for improvement.

120 100 No. of Respondents 80 60 40 20 0

Suggestions given by employees

Interpretation:
The above bar graph shows that very small percentage of respondents say that they want Monthly R&R, Family Day, Music Room. Most of the respondents want cultural programs, sports activity, frequent interaction with HR, Goodies on special occasion, company sponsored team outing.

100

CHAPTER 5
(Summary of findings, Conclusion and Suggestions)

101

Findings
1. From the project carried out on employee engagement it was found out that WNS employees are engaged although there are certain areas of improvement. 2. Most of the employees are either undergraduates or graduates and fall in the age group of 19-24 years. 3. Work experience of majority of employees in the company range from 0 to 2 years. 4. From the project carried out it was found that majority of the employees like participating in various activities. 5. It was also found out that employees are not aware of all the engagement activities. 6. Star Awards, Learning Academy and Thank God its Friday are among the well known engagement practices of the company. 7. From the study it was found that employees take part in employee engagement activities to reduce stress, to know company, management and other employees better. According to them it is the only medium of two way communication. 8. Majority of the employees feel a challenge to take part in the various engagement activities due to work load and time constraints.

102

9. Communication of the activities needs to be improved and activities need to be more properly organized. 10. Majority of the employees say that their interaction with supervisor and HR needs to be improved. 11. Majority of the employees say that their interaction with senior leaders is less. 12. Interaction of senior leader and HR with training batch is very less. 13. From the study it was found that employees like the Learning Academy and appreciate it very much. 14. From the project carried out it was found that employees have the opinion that fund for the activities is less, sports is should be encouraged. 15. Employees also feel that due to lack of proper communication for the activities and lack of gifts or prizes; participation is very less. 16. From the study conducted it was found that employees like cultural activities, sports, team outings and team lunch/dinner, floor games, family day celebration in other organizations. 17. Most of the employees suggested to introduce more of cultural activities like dance competition, singing competition, fashion show; sports activities, company sponsored team outing, team lunch/dinner, goodies on special occasion, floor games etc. 18. Employees want frequent interaction with HR and more connect with senior leaders.
103

Conclusion
Based on the research carried out on employee engagement, it is found that there are several factors that affect the extent of engagement of employees. The factors may be related to pay and benefits, health and safety, training and development, communication or certain personal factors. The fact that engagement leads to productivity cannot be ascertained because human beings are very complex creature and are always to some or the other factor. It is very difficult to understand human nature as every individual is different from other. But employee engagement does play a vital role in achieving the objectives of the organization. Engagement is one of the key determinants of ones performance at work place. No matter how much skill a person may acquire, his performance will not be its optimum unless the person has high level of engagement. After doing the project, the researcher has come to conclusion that frequent interaction with supervisor, senior leaders and HR and some amount of fun like sports, floor games, and cultural events will play a very important role in enhancing the engagement level and contributing towards meeting the goal and objective of company. The interaction and fun should be in tune with the need and requirement of employees, only then they will be more productive. The study has brought into light that the organization encourages the employees to perform their work effectively.

104

Suggestions
1. Coffee with leadership VP or the AVP of the respective business process can meet the new employee one month after they come to the floor. Make this meeting will very casual. Employees feel good when they have some connect with the senior leaders. 2. All Hands Meet All leaders of a particular business process can meet quarterly which will include Vice President, Assistant Vice President, Managers, Team leaders and discuss issues. 3. Funky Friday Employees will wear normal casuals as they wear every Friday, except that they will add funky accessories to it like a funny tie, silly earing, funky shoes etc. 4. Fun committee for floor games Form a fun committee for their respective business process by nominating members from various teams and a representative for the committee. This committee will take care of all the fun activities on the floor.

105

5. Fun Information Board To ensure proper communication of all the activities, make a Fun Information Board in the break out area which be a kind of notice board for fun activities, cultural activities or any other employee engagement activities. 6. CSR activities Visits to NGOs, orphanage, Welfare institutes etc, plantation activities 7. Team lunch The company has a budget for team lunch. Most of the employees are not aware of this. Take schedules from respective team leaders for a quarterly team lunch and assist them where can they have lunch allocated budget. 8. Mentoring Employees having leadership qualities can become mentor and give training to other employees and help them learn and grow. 9. Sports activity The company has allocated a budget of Rs 15,000 for four months for sports activity. This is not being utilised efficiently. Ask the corporate communication team to compulsorily arrange sports activity once in four months. 10. Best Call Chair Have a chair written Best Call Chair behind it. Employees who perform good the entire week will be eligible to sit on it the coming week.
106

Bibliography

107

The Books referred are: Kothari,C.R, Research Methodology, 2nd Edition, New age international publishers, New Delhi, 2004 P. Subba ,Personal & HR Management, 3rd Edition, Himalaya Publishing House, Mumbai, 2004 Desslar, Gary,Human Resource Management, 7th Edition, Prentice Hall of India Pvt.Ltd, New Delhi, 2008

The links referred are: www.wns.com

108

ANNEXURE

109

1. Age: 2. Gender: 3. Work Experience: 4. Department: 5. Tick the activities you are aware of Theme Dressing Ethnic Day One on One Cubicle Decoration I Applaud Skip Level Thank God its Friday Star Awards Town Hall

Learning Academy Reach Out

6. Interest towards participation in the engagement activities High Moderate Low

7. Reasons that motivate to take part in engagement activities

8. Factors which stop active participation

9. Interaction with supervisor More Less Moderate

10.Interaction with HR More Less Moderate

11.Interaction with Senior Leaders More Less Moderate

110

12.Satisfaction from training and development program Highly satisfied Dissatisfied Satisfied Neither satisfied nor dissatisfied

Highly dissatisfied

13.Points for improvement in current practice

14. Activity which you like most

15. Activity you like in other organization

16.Your suggestion towards improvement

111