A Study on Extent of Employee Engagement

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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



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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



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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.



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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: Preeti Agarwal

Place: Bangalore Mount Carmel Institute of Management



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Table of Contents

S. No. Chapter Name Page No.

Chapter 1 Introduction

Chapter 2 Design of the Study

Chapter 3 Company Profile

Chapter 4 Analysis and Interpretation

Chapter 5 Summary of Findings,

Conclusions and Suggestions

Bibliography

Annexure



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List of Tables

S. No. Name of Table Pg. No.

1. Age distribution of respondents

2. Gender of respondents

3. Work experience of respondents

4. Employee‟s awareness regarding employee engagement activities

in WNS.

5. Employee‟s interest towards participation in engagement activities6. Reasons that motivate employees to take part in engagement

activities

7. Factors that stop active participation

8. Interaction with supervisor

9. Interaction with HR

10. Interaction with senior leaders

12. Satisfaction from training and development program

13. Points for improvement in current practice

15. Activity which is liked most

16. Activities that employees like in other organizations

17. Suggestion given by the employees for improvement



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List of Graphs

S. No. Name of Table Pg. No.

1. Age distribution of respondents (process wise)

2. Age distribution of respondents (overall)

3. Gender of respondents

4. Work experience of respondents (process wise)

5. Work experience of respondents (overall)

6.

Employee‟s awareness regarding employee engagement activitiesin WNS.

7. Employee‟s interest towards participation in engagement

activities

8. Reasons that motivate employees to take part in engagement

activities

9. Factors that stop active participation

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)



18. Activity which is liked most

19. Activities that employees like in other organizations

20. Suggestion given by the employees for improvement



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CHAPTER 1

(Introduction)



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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 employee‟s productivity. Recent decades have focused on

http://humanresources.about.com/od/organizationalculture/a/culture.htm

http://humanresources.about.com/od/glossaryv/g/value_add.htm

http://humanresources.about.com/od/hrbasicsfaq/a/hr_role.htm


http://humanresources.about.com/od/humanresourcesstrategic/tp/human-resources-strategic-planning.htm

http://humanresources.about.com/od/humanresourcesstrategic/qt/Create-Value-With-Human-Resource-Measures.htm

http://humanresources.about.com/od/humanresourcesstrategic/qt/Create-Value-With-Human-Resource-Measures.htm

http://humanresources.about.com/od/humanresourcesstrategic/tp/human-resources-strategic-planning.htm



http://humanresources.about.com/od/glossaryv/g/value_add.htm

http://humanresources.about.com/od/organizationalculture/a/culture.htm



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increased concern for the quality of working life, total quality management and

worker‟s 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.



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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

one‟s capabilities and potential in one‟s work.

It is every manager‟s 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



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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 organization‟s 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.



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Welfare aspect- It deals with working conditions and amenities such as

canteens, crèches, 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 employee‟s job satisfaction and self -

actualization.

To develop and maintain a quality of work life.

To be ethically and socially responsive to the needs of society.



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To develop overall personality of each employee in its multidimensional

aspect.

To enhance employee‟s 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.



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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 employee‟s 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.



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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, teamwork and inter- team

collaboration.

Opportunity and comprehensive framework should be provided for full

expression of employee‟s 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 employee‟s emphasis should be given to

360 degree feedback which is based on the review by superior‟s, 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.



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More emphasis should be given to Total Quality Management, TQM will

cover all employees at all levels; it will conform to customer‟s 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.



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Why HRM role is important to the organization?

HRM professionals are responsi ble for hiring and protecting company‟s 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

team‟s and organization‟s goals. HRM can help the employees to have a clear

“line of sight” between their tasks and their team‟s and organization‟s 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



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they worked for. HRM can develop teamwork with high-trust, highly

cooperative working relationships with other groups or departments.



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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.



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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.



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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 organization‟s 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.



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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



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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 Development-

Organizations 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



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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 employee‟s qualities and contribution

regardless of their job level.

Leadership – Company’s Standards of Ethical Behaviour- A

company‟s ethical standards also lead to engagement of an individual.

Empowerment- Employees want to be involved in decisions that affect

their work. The leaders of high engagement workplaces create a trustful

and challenging environment, in which employees are encouraged to

dissent from the prevailing orthodoxy and to input and innovate to move

the organization forward.

Image- How much employees are prepared to endorse the products and

services which their company provides its customers depends largely on

their perceptions of the quality of those goods and services. High levels



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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 employee‟s performance

is an important criterion for determining the level of employee

engagement. The company which follows an appropriate performance

appraisal technique (which is transparent and not biased) will have high

levels of employee engagement.

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



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

job.

Communication- The Company should follow the open door policy.

There should be both upward and downward communication with the use

of appropriate communication channels in the organization. If the

employee is given a say in the decision making and has the right to be

heard by his boss than the engagement levels are likely to be high.

Family Friendliness- A person‟s family life influences his wok life.

When an employee realizes that the organization is considering his

family‟s benefits also, he will have an emotional attachment with the

organization which leads to engagement.

Co-operation- If the entire organization works together by helping each

other i.e. all the employees as well as the supervisors co-ordinate well

than the employees will be engaged.

10 C’s 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.



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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

organization‟s 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

company‟s 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.



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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.



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They feel that their contribution are been overlooked and their potential is

not tapped

They feel this way because they don‟t 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

organization‟s 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 self-

development and an increase in key skills.



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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.

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http://www.love2reward.co.uk/rewards/solution-finder/employee-retention.jsp



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CHAPTER 2

(Design of the Study)



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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.



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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.



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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 company‟s journals,

internal records and website.



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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



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CHAPTER 3

(Profile of the Company)



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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 front-

office 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 world‟s 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.

http://www.wns.com/Resources/CaseStudies.aspx




http://www.wns.com/AboutUs/ManagementTeam.aspx








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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



40

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



41

1. Eric B. Herr (Chairman)

2. Keshav Murugesh (CEO)

3. Albert Aboody (Director)

4. Richard Bernays (Director)

5. Sir Anthony Greener (Director)

6. Deepak S. Parekh (Director)

7. Jeremy Young (Director)

S. No. CORPORATE MANAGEMENT TEAM

1. Keshav Murugesh Chief Executive Officer, WNS Group

2. Alok Mishra Chief Financial Officer, WNS Group

3. J.J.(Eric)Selvadurai Managing Director, Europe

4. R. Swaminathan Chief People Officer, WNS Group

5. Sanjay Jain Head Global Transformation Practice

6. Mike Garber Global Head, Sales and Marketing

7. Ronald Strout Chief of Staff and Head, Americas

8. Manish Vora Head of Sales for the Asia Pacific and

Middle East Region



42

S. No. BUSINESS UNIT MANAGEMENT TEAM

1. AmbreeshMahajan

Business Unit Leader, Utilities; Head,International Delivery Locations

2. Anup

Basrurkar

Business Unit Leader, Banking and Financial

Services

3. Arun

Kharbanda

Business Unit Leader, Research and Analytics

Services

4. C S Anand Business Unit Leader, Shipping and Logistics

Services

5. David P.

Spencer

Business Unit Leader – Manufacturing,

Telecom, Retail and Consumer Packaged

Goods, Diversified Businesses

6. Deepak

Gupta

Business Unit Leader, Contact Center

Operations

7. Edwin

Harrell

Chief Executive Officer, WNS Assistance

8. Gautam

Barai

Business Unit Leader, Insurance Services

9. John

Westfield

Business Unit Leader, Travel and Leisure

Services

10. Sulakshana

Patankar

Business Unit Leader, India Business and

Strategic Initiatives

11. Tasneem

Lakdawalla

Business Unit Leader, Finance and Accounting

Services



43

Business Units

Business

Units

Banking,financial

servicesContact

center

Finance

and

accounting

Global

transform

-ation

practice

Health

care

UtilitiesInsurance

services

Shipping

andlogistics

Research

and

analytics

Retail,

manufac

turing

and CPG

Travel

and

leisure



44

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 tailor-

made 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)



45

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

WNS‟s 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



46

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 client‟s 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 UK‟s third largest Third Party Claims Administrator in terms of the

purchase of repair services in UK (Accident Management). They also provide



47

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 world‟s 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)



48

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 world‟s 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)



49

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)



50

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)



51

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)



52

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

k eeping in mind the employees‟ interest as well as those of the community at



53

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.



54

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 WNS‟s 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



55

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.



56

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.



57

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.



58

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.



59

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%



60

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

http://www.hoovers.com/company/ExlService_Holdings_Inc/ryjccji-1-1njdap.html

http://www.hoovers.com/company/Genpact_Limited/rhkffri-1-1njdap.html

http://www.hoovers.com/company/Infosys_Technologies_Limited/hjcxki-1-1njdap.html



http://www.hoovers.com/company/Genpact_Limited/rhkffri-1-1njdap.html

http://www.hoovers.com/company/ExlService_Holdings_Inc/ryjccji-1-1njdap.html



61

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

2. COSTA RICA : WNS BPO Services Costa Rica,

S.A3rd Floor,

Building C Forum Business Park

Santa Ana, San Jose, Costa Rica 3. UAE : PO Box 16769,

Ras Al Khaimah, 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 HayesMillington Road, Hayes



62

Middlesex UB3 4AZ

Tel: 0845 266 8711

5. PHILIPPINES : 9th and 10th Floors,1880 Building

Eastwood City, Cyberpark

Bagumbayan, Quezon City 1100

Tel : +63 318 2000

6. SRI LANKA : 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 Legal Contact

Alan KatzVice President, Investor

Relations

WNS North America, Inc.

Tel: +1 212 277 8183

E-mail: [email protected]

Shareholder

Services

Tel: +1 866 249

2593

Ronald DMello

General Counsel

WNS (Holdings) Limited

Tel: +91 22 4095 2633

E-mail: [email protected]

mailto:[email protected]






63

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.



64

CHAPTER 4

(Analysis and Interpretation)



65

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.



66

Table 1

Age distribution of respondents process wise

S.No. Process Age Bracket of Employees in years

19 – 24 25 - 30 31 - 36 37 and

above

Total

1. Claims 7 2 1 0 10

2. Collections 5 7 2 1 15

3. UK Life 6 7 1 1 15

4. UKGISS 31 9 5 5 50

5. Ireland 19 12 5 4 40

6. Training 13 5 2 0 20

Total No. of employees 81 42 16 11 150

Percentage of employees 54 28 11 7 100

Analysis:

The above table shows that out of 150 employees, 81 are in the age group of 19-

24, 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.



67

Graph 1

Age distribution of respondents process wise

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.

0

10

20

30

40

50

60

Claims Collections UK Life UKGISS Ireland Training

N o . o f r e

s p o n d e n t s

Business Process

37 and above

31 - 36

25 - 30

19 - 24



68

Graph 2

Age distribution of respondents overall

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.

19 - 24

25 - 30

31 - 36

37 and above



69

Table 2

Gender of respondents

S.No. Process No. of Male No. of female Total Ratio

1. Claims 7 3 10 7:3

2. Collection 8 7 15 5:5

3. UK Life 11 4 15 7:3

4. UKGISS 31 19 50 6:4

5. Ireland 24 16 40 6:4

6. Training 11 9 20 5:5

Total (in no.) 92 58 150 6:4

Percentage 61.33% 38.67% 100 6:4

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.



70

Graph 2

Gender of respondents (process wise)

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.

0

5

10

15

20

25

30

35

40

45

50


N o . O f

R e s p o n d e n t s

Business Process

Female

Male



71

Table 3

Work experience of respondents

S.No. Process 0-1 yr 1-2 yrs 2-3 yrs 3 and above Total

1. Claims 2 5 2 1 10

2. Collection 6 6 1 2 15

3. UK Life 5 4 4 2 15

4. UKGISS 25 11 9 5 50

5. Ireland 5 21 11 3 40

6. Training 20 0 0 0 20

Total in no. 63 47 27 13 150

Total in % 42 31.33 18 8.67 100

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.



72

Graph 4

Work experience of respondents (process wise)

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.

0

5

10

15

20

25

30

35

40

45

50

N o .

o f R e s p o n d e n t s

Business Process

3 and above

2-3 years

1-2 years

0-1 years



73

Graph 5

Work experience of respondents (overall)

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.

0 - 1 year

1 - 2 years

2 - 3 years

3 and above



74

Table 4

Employee awareness regarding employee engagement activities in WNS

S. No. Engagement Activities No. of employees aware

1. Reach out 123

2. One on One 106

3. Town Hall 67

4. Skip Level 45

5. Star Award 150

6. I Applaud 36

7. Learning Academy 150

8. Thank God its Friday (TGIF) 150

9. Cubicle Decoration 58

10. Ethnic Day 86

11. Theme Dressing 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.



75

Graph 6

Employee awareness of the engagement activities in WNS

Interpretation:

The above bar graph shows that employees are least aware of I Applaud, Skip

Level.

0

20

40

60

80

100

120

140

160

N o . o f E m p l o y e e s a w a r e

o f

t h e e n g a g e m e n t a c t i v i t i e s

Employee Engagement Activities



76

Table 5

Employee‟s interest towards participation in engagement activities

Process Moderate Low High

Claims 5 1 4

Collection 6 3 6

UK Life 6 1 8

UKGISS 18 10 22

Ireland 21 6 13

Training 6 1 13

Total 62 22 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.



77

Graph 7

Employee‟s interest towards participation in engagement activities

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.

0

10

20

30

40

50

60


N

o . o f R e s p o n d e n t s

Business Process

High

Low

Moderate

Moderate

Low

High



78

Table 6

Reasons that motivate employees to take part in engagement activities

S. No. Factors No. of Respondents

1. Medium of two way communication 68

2. To reduce stress 103

3. To know other employees better 60

4. To know company and management better 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.



79

Graph 8

Reasons that motivate employees to take part in engagement activities

Analysis:

The above bar graph shows that most of the employees take part in employee

engagement activities to reduce stress.

0

20

40

60

80

100

120

Medium of two way

communication

To reduce stress To know other

employees better

To know Company

and Management

better

N o . o f R e s p o n d e n t s

Reasons that motivate employees



80

Table 7

Factors that stop active participation

S. No. Factors No. of Respondents

1. Work load 95

2. Time constraints 90

3. Lack of communication 65

4. Events are not well organized 32

5. Managers don‟t give permission 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 don‟t give

them permission.



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Table 8

Interaction with supervisor

S. No. Process Average Less More

1. Claims 4 3 3

2. Collection 8 3 4

3. UK Life 3 1 11

4. UKGISS 26 14 10

5. Ireland 21 9 10

6. Training 4 3 13

Total in no. 66 33 51

Total in % 44% 22% 34%

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.



83

Graph 10

Interaction with Supervisor (process wise)

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.

0

5

10

15

20

25

30

35

40

45

50

Claims Collection UK Life UKGISS Ireland Training


Bsiness Process

More

Less

Average



84

Graph 11

Interaction with supervisor (overall)

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.

Average

Less

More



85

Table 9

Interaction with HR


1. Claims 5 4 1

2. Collection 8 5 2

3. UK Life 4 10 1

4. UKGISS 21 20 9

5. Ireland 19 11 10

6. Training 7 9 4


Total in % 43% 39% 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.



86

Graph 12

Interaction with HR (process wise)

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.

0

5

10

15

20

25

30

35

40

45

50

Claims Collection UK Life UKGISS Ireland Training

N o . o f


Buiness Process

More

Less

Average



87

Graph 13

Interaction with HR (overall)

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.

Average

Less

More



88

Table 10

Interaction with senior leaders


1. Claims 3 7 0

2. Collection 4 11 0

3. UK Life 4 10 1

4. UKGISS 17 29 4

5. Ireland 15 23 2

6. Training 3 17 0


Total in % 31% 64% 5%

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.



89

Graph 14

Interaction with senior leaders (process wise)

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.

0

5

10

15

20

25

30

35

40

45

50

N o . o f R

e s p o n d e n t s

Business Process

More

Less

Average



90

Graph 15

Interaction with senior leaders (overall)

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.

Average

Less

More



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Table 11

Satisfaction from training and development program

S. No. Satisfaction level No. of respondents

1. Highly satisfied 95

2. Satisfied 45

3. Neither satisfied nor dissatisfied 6

4. Dissatisfied 4

5. Highly satisfied 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.



92

Graph 16

Satisfaction from training and development program

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.

0

1020

30

40

50

60

70

80

90

100

Higly satisfied Satisfied Neither satisfied

nor disstatisfied

Dissatisfied Highly dissatisfied


Satisfaction level



93

Table 12

Points for improvement in current practice

S. No. Flaws in current practice No. of respondents

1. DJ for DJ night was not good 56

2. Sports activities are not encouraged 67

3. Funds for activities is less 89

4. No gifts or prizes after activities 78

5. Participation is very less 23

6. Lack of communication for activities 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.



94

Graph 17

Points for improvement in current practice

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.

0

10

20

30

40

50

60

70

80

90

100

DJ for DJ night

was not good

Sports activities

are not

encouraged

Funds for

activities is very

less

No gifts or

prizes after

activities

Partcipation is

very less

Lack of

communication

for activities

N o . o f


Flaws in current practice



95

Table 13

Activity which is liked most

S. No. Activity No. of Respondents Percentage

1. Reach out 21 14%

2. Star Awards 36 24%

3. TGIF 24 16%

4. Ethnic Day 11 7%

5. Learning Academy 43 29%

6. Theme Dressing 15 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.



96

Graph 18

Activity which is liked most

Interpretation:

The above bar graph shows that learning academy is very much appreciated by

the employees.

0

5

10

15

20

25

30

35

40

45

50

Reach out Star Awards Thank God its

Friday

Ethnic day Learning

Academy

Theme Based

Dressing

N o .


Activities



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Table 14

Activities that employees like in other organizations

S. No. Activity No. of Respondents

1. Team Outings 67

2. Sports Activity 86

3. Floor Games 40

4. Rewarding by Goodies 56

5. Talent Activities 93

6. Family Day 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.



98

Graph 19

Activities that employees like in other organizations

Interpretation:

The above bar graph shows that most of the respondents like talent activities

and sports activity in other organization.

0

10

20

30

40

50

60

70

80

90

100

Team Outings Sports

Acivities

Floor Games Rewarding by

Goodies

Talent

Activities

Family Day

N o .


Activities



99

Table 15

Suggestion given by the employees for improvement.

S. No. Suggestions No. of Respondents

1. Monthly R & R 21

2. Company sponsored Team Outing 78

3. Sports Activity 84

4. Family Day 26

5. Music Room 11

6. Talent shows like Dance competition, Fashion Show 98

7. More Floor Games 63

8. More connect with Senior leaders 38

9. Frequent interaction with HR 86

10. Goodies on special occasion 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.



100

Graph 20

Suggestion given by employees for improvement.

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.

0

20

40

60

80

100

120

N

o . o f R e s p o n d e n t s

Suggestions given by employees



101

CHAPTER 5

(Summary of findings,

Conclusion and Suggestions)



102

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.



103

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.



104

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 one‟s 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.



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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.



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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 NGO‟s, 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.



107

Bibliography



108

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



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ANNEXURE



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1. Age:

2. Gender:

3. Work Experience:

4. Department:

5. Tick the activities you are aware of

Theme Dressing Cubicle Decoration Thank God its Friday

Ethnic Day I Applaud Learning Academy Star Awards

One on One Skip Level Reach Out Town Hall

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




Highly satisfied Satisfied Neither satisfied nor dissatisfied

Dissatisfied Highly dissatisfied


14. Activity which you like most

15. Activity you like in other organization

16. Your suggestion towards improvement

A Study on Extent of Employee Engagement

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