SUMMER TRIANING REPORT

ON
EMPLOYEES ENGAGEMENT

To partial fulfillment of the requirement of the

degree
Bachelor of business administration
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AT E-CYCLE PRIVATE LIMIYTD

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SUBMITTED BY:
MUSKAN BIRDI
ROLL NO: 305104

UNDER THE GUIDANCE OF

MS PARDEEP KAUR (ASSIT. MANAGER HR)

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 DECLARATION

I, MUSKAN BIRDI, solemnly declare that this Internship report on EMPLOYEES

ENGAGEMENT (HR) is my original work. I further declare that I have strictly observed
reporting ethics and duly discharge copyright obligation and properly referred all
outsourcing of materials used in this report and nothing is confidential in this report in
respect of the company of my internship. I take responsibility for all the legal and ethical
requirements in this report. I also confirm that the report is only prepared for my
academic requirements, not for any other purpose.

MUSKAN BIRDI

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 ACKNOWLEDGEMENT

I am incredibly grateful to my internship supervisor, MS PARDEEP KAUR, for their

invaluable guidance and support throughout my internship. From the moment I started
MS PARDEEP took the same to get to know me understand my goals for internship. I
would also like to express my appreciation to my colleagues and the staff at HERO E
CYCLES for their warm welcome and assistance during my internship in addition to my
colleagues the staff at HERO E CYCLE were always helpful and efficient in assisting me
with any needs or questions I had. I am grateful for the opportunity to work with such a
dedicated and professional team.

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 TABLE OF CONTENT
CHAPTE PATICULAR PAGE
R NO
NO.
1. Company profile 10

2. Employees engagement 14

3. Activities of employee's engagement 15

Birthday celebration 16

Dinner party 17

Chai pe charcha 18

Monthly townhall 19

Employees children painting competition 20

Sports day 21

Recognition program 22

training 23

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 leadership 24

Fun friday 25

4. Purpose of the study 27

5. Scope of the study 28

6. Research objective 29

7. Research methodology 30

8. DATA ANALYSIS AND INTERPRETATION 35

9. Findings and suggestion 51

10. Questionnaire 60

ABSTRACT
The project work entitled Employee Engagement with special reference
to HERO CYCLES is mainly conducted to know the clear ideas about

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the employee commitment towards their job and the factors governing
their full involvement in doing their work. Management’s basic job is the
effective utilization of human resources for achievements of
organizational objectives. So, a totally engaged employees shows that
total job satisfaction and helps in achieving the maximum output by the
optimum utilization of the resources.
Employee engagement is the level of commitment and involvement an
employee has towards their organization and its values. An engaged
employee is aware of business context and works with colleagues to
improve performance within the job for the benefit of the organization. It
is a positive attitude held by the employees towards the organization and
its values. The organization must work to develop and nurture
engagement, which requires a two- way relationship between employer
and employee.’ Thus, Employee engagement is a barometer that
determines the association of a person with the organization.
Engaged employees are not just committed. They are not just passionate
or proud. They have a line-of-sight on their own future and on the
organization’s mission and goals. They are―enthused and ―in gear using
their talents and discretionary effort to make a difference in their
employer’s quest for sustainable business success. It is the modern
version of job satisfaction in which the employee’s future of the
company and are willing to invest the discretionary effort. Engaged
employees feel a strong emotional bond to the organization that employs
them.
Employee engagement regarding one’s feeling or state of mind regarding
nature of their work. Job can be influenced by variety of factors like

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quality of one’s relationship with their supervisor, quality of physical
environment in which they work, degree of fulfillment in their work.
Positive attitude towards job is equivalent to Employee engagement
whereas negative attitude towards job has been defined variously from
time to time. In short Employee engagement is a person’s attitude
towards job.
Employee engagement is an attitude which results from balancing &
summation of many specific likes and dislikes experienced in connection
with the job- their evaluation may rest largely upon one’s success or
failure in the achievement of personal objective and upon perceived
combination of the job and combination towards these ends.

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COMPANY
PROFILE

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 Hero ECycles
Established in 1956 in Ludhiana, Hero Cycles started with manufacturing cycle
components, slowly paving its way onto becoming the one of the ‘Best Cycle Brand’ in
India. Today, Hero Cycles is undoubtedly the largest manufacturer of bicycles in India
producing 5.2 million cycles per annum.
Starting from a small unit to creating a huge global footprint, Hero Cycles has production
units in Bihata and Ludhiana. The Ludhiana facility is also fully equipped with an in-
house R&D facility producing major bicycle components within its premise under
stringent quality parameters complying with all global standards.
At present, Hero Cycles exports to over 70 countries including Germany, Poland,
Finland, and several African nations, with an approximate network of over 250 suppliers
and 2800 dealerships. Moreover, Hero Cycles is ISO9001 & ISO14001 Certified from
BVC of UK and recognised by the R&D department of the Govt. of India.

Vision
The story began with a simple vision – the vision of a mobile and an empowered India,
powered by its bikes. Hero MotoCorp Ltd., company’s new identity, reflects its
commitment towards providing world class mobility solutions with renewed focus on
expanding company’s footprint in the global arena.
Mission
Hero’s mission is to become a global enterprise fulfilling its customers’ needs and
aspirations for mobility, setting benchmarks in technology, styling, and quality so that it
converts its customers into its brand advocates. The Company will provide an engaging
environment for its people to perform to their true potential. It will continue its focus on
value creation and enduring relationships with its partners.
Strategy
Hero’s key strategies are to build a robust product portfolio across categories, explore
growth opportunities globally, continuously improve its operational efficiency,
aggressively expand its reach to customers, continue to invest in brand building activities
and ensure customer and shareholder delight.

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Distribution
The Company’s growth in the two-wheeler market in India is the result of an intrinsic
ability to increase reach in new geographies and growth markets. Hero MotoCorp’s
extensive sales and service network now spans over to 5000 customer touch points. These
comprise a mix of authorized dealerships, Service & Spare Parts outlets, and dealer-
appointed outlets across the country.

PRODUCT PROFILE

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EMPLOYEES ENGAGEMENT
Employee engagement is a human resources (HR) concept that describes the level of
enthusiasm and dedication a worker feels toward their job. Engaged employees care about
their work and about the performance of the company and feel that their efforts make a
difference. An engaged employee is in it for more than a paycheck and may consider their
well-being linked to their performance, and thus instrumental to their company's success.

 Employee engagement describes the level of enthusiasm and dedication a worker

feels toward their job.
 Employee engagement can be critical to a company's success, given its links to job
satisfaction and employee morale.
 Engaged employees are more likely to be productive and higher performing.
 Employers can foster employee engagement through effective communication,
offering rewards, and discussing career advancement.

Understanding Employee Engagement

Employee engagement can be critical to a company's success, given its clear links to job
satisfaction and employee morale. Communication is a critical part of creating and
maintaining employee engagement. Engaged employees are more likely to be productive
and higher performing. They also often display a greater commitment to a company's values
and goals.

Employers can encourage employee engagement in many ways, including communicating

expectations clearly, offering rewards and promotions for excellent work, keeping
employees informed about the company's performance, and providing regular feedback.
feeling that their ideas are being heard and understood. Engaged employees believe that
their work is meaningful, believe that they are appreciated and backed by their supervisors
and that they have been entrusted with the success of their company.

Employee engagement has been a considered part of management theory since the 1990s
and became widely adopted in the 2000s. While it has its detractors, mostly based on how
difficult it can be to measure, employee engagement has been found to have direct links to a
company's profitability and financial health.

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Activities of employee’s engagement

Employee engagement activities are exercises that increase employee motivation and
positive feelings about the work environment. For example, animal therapy, sunny day
funds, and departmental swaps. The purpose of these ideas is to vary the work routine and
make employees interested in and passionate about work. These are discussed as below:

1. Birthday Celebrations
2. The Dinner Party
3. Fun Friday
4. Chay Pe Charcha
5. Monthly Townhall
6. Employees Children’s Painting Competition
7. Sports Day
8. Recognition Programs
9. Trainings
10.Leadership

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 BIRTHDAY CELEBRATION

If you’re leading a business, you no doubt understand that your people are your most asset.
One of the most effective ways of showing your appreciation for your workers is through
celebrating their birthdays. While you may need no better reason to celebrate your
employees’ birthdays than it simply being good fun, there are also several business benefits
to these activities. While you may need no better reason to celebrate your employees’
birthdays than it simply being good fun, there are also several business benefits to these
activities.

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THE DINNER PARTY

Most of our days at work are filled with seemingly endless meetings, presentations, and
projects. And sometimes, doing the same thing day in and day out may leave you feeling
exhausted. From time to time, especially if you’re a manager, you should investigate
planning team building dinner events. These enriching after-work affairs at restaurants for
large groups Raleigh inspire and motivate employees, improve morale, and help each
member of the organization become more productive and happier at work.

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So, whether you manage a team or if you’re looking to give yourself and your coworkers an
opportunity to bond outside the office, a team building dinner benefits everyone. Not sure
where to start? We made a quick guide that highlights the importance of team building
dinners, how to get started, what activities to try, and why restaurants for large groups
Raleigh are the perfect place to hold these events

CHAI PE CHARCHA

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Chai Par Charcha” is a phrase, which echoes among all of us irrespective of age, gender,
social status and so on. These conversations can be about bitching your boss/colleague,
discussing relationship issues, abstract topics, cheesy ones or even providing your opinion on
anything and everything happening around us politically, geographically, environmentally, or
deep within us. It is difficult to establish the utility, relevance, authenticity, and benefits of
these conversations, but one thing is for sure, that these conversations bring people closer
and magically, act as a super stress buster. Therefore, these are some of the golden moments
in our otherwise dull or hectic life, which can sprinkle smiles on our faces. Personally, even I
used to look forward to office and subsequently wait for the Chai break to have these
discussions.

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MONTHLY TOWNHALL

It refers to a regular gathering of an organization or company’s staff and leadership team in

the context we're looking at. It’s a chance for organization-wide announcements to be made,
updates to be shared, and for open dialogue and conversation to be had. The term is no
longer restricted to simple ‘company update’ meetings but can also refer to team-building
exercise meetings, kick-off meetings, and more. Again, this all comes down to how your
organization chooses to do things. That said, most town hall meetings will have a set agenda
so that there is some kind of structure to follow. The agenda could cover key themes or news
items that will be discussed, or it might leave a set amount of time for questions and answers.
It all depends on the exact nature of your town hall meeting.

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EMPLOYYE’S CHILDREN PAINTING COMPETITION

Displaying art in the workplace can elevate employee performance, mood, and physical
well-being, as well as bolster interpersonal bonds between employees and clients. Chosen art
in the workplace can improve employee experience and achievement, and help to
communicate the right message to guests. Workplaces can often feel like a maze of desks,
hallways, and doors. Because our brains hold onto memorable environmental features, art
can usefully function as a landmark, helping people traveling through a space to remember
where they’ve been. It can also come in handy when providing directions. One of the main
advantages of a competitive atmosphere is that it motivates workers to put in more effort and
pursue greatness. Employees may be inspired to exert even more effort if they are aware that
their co-workers are likewise striving for success.

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SPORTS DAY

There’s nothing to bring all of us together like good sports games. Sport is a great connecting
across communities. It’s also a great way to build friendship, enhance your health, and enjoy.
And what better way than an office sports day to bring into your workplace. Office sports
days are also a great opportunity to greet new team members in a fun and relaxed setting. For
many people who work in sales, competition is a part of their daily life, so office sports day
is a fantastic way to bring the that competitive spirit out onto the playing field. It’s also
extremely simple to become accustomed to seeing your coworkers in the same way, whether
across your desk or at a table in a boardroom. Changing the way your team communicates
may give it fresh energy and revitalize professional connections.

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RECOGNITION
PROGRAMS

Employee recognition is the open acknowledgment and praise of employee behaviour or

achievement. It’s used by organizations to express appreciation, motivate employees, and
reinforce desired behaviour. If you regularly give out authentic, deserved recognition to
employees, you’ll be that much closer to unlocking their full potential. Authentic recognition
serves three key purposes.

benefits of employee recognition:

 Increased productivity and engagement

 Decreased employee turnover
 Greater employee satisfaction and enjoyment of work
 Improved team culture
 Higher loyalty and satisfaction scores from customers
 Increased retention of quality employees
 Decreased stress and absenteeism

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TRAINING

Training constitutes a basic concept in human resource development. It is concerned with

developing a particular skill to a desired standard by instruction and practice. Training is a
highly useful tool that can bring an employee into a position where they can do their job
correctly, effectively, and conscientiously. Training is the act of increasing the knowledge
and skill of an employee for doing a particular job. Every organization should provide
training to all the employees irrespective of their qualifications and skills. Training of
employees and managers are essential in this changing environment. It is an important
activity of HRD which helps in improving the competency of employees. Training gives a lot
of benefits to the employees such as improvement in efficiency and effectiveness,
development of self-confidence and assists everyone in self-management.

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 LEADERSHIP

Employee engagement leadership is a technique that focuses on motivating and inspiring

employees to reach their full potential. This type of leader encourages employees to take
ownership of their work and be proactive in accomplishing their goals. It creates an
environment of trust and collaboration, where employees are valued for their contributions
and opinions. Employees engaged in their work are also more likely to be productive, as they
are motivated and have a sense of ownership. Highly engaged employees are often more
creative, take the initiative and are more likely to put in extra effort to ensure the
organization's success. Positive leadership behaviour creates an environment in which
employees feel connected and develop a sense of purpose to their work. This starts with
understanding the needs and motivations of each employee. Leaders must identify what
motivates each employee and create an environment that encourages employees to reach
their potential.

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FUN FRIDAY

An employee is not working merely for his paycheck, but the progress of his organization.
And there is a lot one expects in return from a workplace. As important as it is to work
towards improving your organization’s levels of employee engagement, there’s no getting
around the fact that it can be rather difficult. Even though we know that a positive work
environment can improve engagement, well-being, and productivity, we still find the idea of
having fun at work a little strange. Fun Friday means taking some time on the titular day to
celebrate your students' achievements and classroom's progress and recognize all of those
accomplishments with some fun activities.

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1
PURPOSE, SCOPE AND
OBJECTIVES Of
STUDY

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PURPOSE OF THE STUDY

 The study is being conducted to understand about the employee

engagement in HERO CYCLES and find out the factors affecting the
employee engagement towards their work.
 It is also done to know the total percentage of the employees who all

are totally committed to their work and are supporting in the

completion of work more effectively and achieving the organizational
goals.
 The most important need of this study is to know about the problem

areas in employee engagement in HERO CYCLES and refer it to the

company with suitable suggestions to avoid the problem and improve
the employee engagement conditions.

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SCOPE OF THE STUDY

 Employee engagement has variety of effects on the Employees

performance and an individual’s physical and mental health,

productivity, absenteeism, and turnover. Employee delight must be
managed in more than one way.
 This means innovation and creativity. It also means a change in the

gear for HR policies and practices. The faster the organizations

nurture their employees, the more successful they will be. The
challenge before HR managers today is to delight their employees and
nurture their creativity to keep them a bloom.
 This study helps the researcher to realize the importance of effective

employee engagement. This research study examines types and levels

of employee engagement and discusses management ideas that can be
utilized to innovate employee job commitment. It helps to provide
insights to support future research regarding strategic guidance for
organizations that are both providing and using different programs in
employee engagement.

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RESEARCH OBJECTIVES:

 To study the level of employee engagement in HERO E CYCLES.

 Also, to study the effectiveness of employee engagement practices in the
company.
 To find out the factors influence and hinder employee engagement.
 To find the problem areas and factors that affects the employees’

commitment towards their job.

 To provide the feasible suggestion for the improvement of
employees’ performance and effective utilization of their potential.

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AREA OF THE STUDY

The study was conducted employees of HERO CYCLES at Dhanansu branch, Ludhiana,
Punjab.

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RESEARCH
METHODLOGY

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INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.
Thus, formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation, and analysis and drawing the conclusions.
The problem formulation starts with defining the problem or number of problems in the
functional area. To detect the functional area and locate the exact problem is most important
part of any research as the whole research is based on the problem.
Research comprises defining and redefining problems, formulating hypothesis or suggested
solutions: collecting, organizing, and evaluating data: making deductions and reaching
conclusions: and at last, carefully testing the conclusions to determine whether they fit the
formulating hypothesis.
Research can be defined as ―the manipulation of things, concepts or symbols for
the purpose of generalizing to extend, correct or verify knowledge, whether that
knowledge aids in construction of theory or in the practice of an art.
In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.

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DESIGN RESEARCH
A is research design purely and simply the framework or plan for a study
that guides the collection and analysis of data. There are two basic types of
research design are Exploratory and Conclusive. Conclusive type of research
design again classified in to two categories, they are Descriptive and Casual.
This study was being conducted based on Descriptive method.

SAMPLING METHOD

Random sampling method was adopted for this study.

SAMPLING SIZE
Survey was conducted among 150 respondents which include male
employees as well as female employees.

DATA COLLECTION PROCEDURE

Types of Data
Both secondary and primary data were used for this study. Secondary data
was collected through internet and Primary data was collected through
structured questionnaire.

Primary data

Primary data refers to data that is collected afresh and recorded for the first
time. Primary data are those data, which is collected by the researcher
himself. It thus happens to be original in nature. The various methods of
collecting primary data are performing survey, census through observation
or through correct communication with respondents. The primary data for
the study was collected through a Google form.

Secondary Data

The secondary data are those, which have already been collected by
someone else and passed through statistical process. The secondary data

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 required of the research was collected through various newspapers and
Internet etc.
Data Collection Tools

Structured questionnaire was used for the collection of data from the
respondents. It has prepared after the discussion with company officials and
industry experts. It includes both open ended and closed ended questions.
Closed ended questions are consists dichotomous questions, multiple choice
questions and multi scale rating questions.

Data Collection Method

Data were collected through emails by sending e-questionnaires to the
respondents.

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DATA ANALYSIS
AND
INTERPRETATION

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After data have been collected, the researcher turns to the task of analyzing
them. The analysis of data requires a number of closely related operations
such as establishment of categories, the application of these categories to
raw data through tabulation and drawing statically inferences.

Tabulation is the part of technical procedure where in the classified data are
put in the form of tables.

After analyzing the data, the researcher should have to explain the findings
on the basis of some theory. It is known as interpretation.

 The data has been collected from 150 employees of HERO E

CYCLES
 The data thus collected was in the form of master table.

That made possible counting of classified data easy. From the master table
various summery tables were prepared. They have been presented along
with their interpretation in this manner.

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3. GENDER

OPTIONS NO OF RESPONSE % OF RESPONSE

Male 130 86.7%

Female 20 13.3%
Not prefer to say 0 0%
other 0 0%

NO. OF RESPONSE

20

MALE
FE,ALE
NOT PREFER TO SAY
OTHER

130

INTERPRETATION:
The above graph shows that 86.7% employees are male category, and 13.3% employees
belong to the female category of gender.

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4. Does the company offer activities that promote Employees Engagement?

OPTIONS NO OF RESPONSE % OF RESPONSE

YES 143 95.3%
NO 0 0%
SOMETIMES 7 4.7%
NO IDEA 0 0%

NO. OF RESPONSE
7

YES
SOMETIMES
NO
4th Qtr

143

INTERPRETATION:
The above graph shows that 95.3% of employees say the company offers activities that
promote Employees Engagement, and 4.7% of employees say sometimes the company offers
activities that promote Employees Engagement.

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5. What kind of activities related to Employee Connect is conducted in the company?

OPTIONS NO OF RESPONSE % OF RESPONSE

SPORTS 9 6%
BIRTHDAY PARTIES 2 1.3%
RECOGNTION PROGRAMS 1 0.7%
ALL OF ABOVE 138 92%

NO. OF RESPONSE

21
9

SPORTS
BIRTHDAY PARTIES
RECOGNITION PROGRAMS
ALL OF ABOVE

138

INTERPRETATION:
The above graph shows 6% of employees says for sports related activities, 1.3% of
employees says for birthday parties related activities, 0.7% of employees says for
recognition programs related activities and 92% of employees says for all above related
activities to Employee Connect are conducted in the company.

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1
6. Are you informed in advance about the activities will be conducted?

OPTIONS NO OF RESPONSE % OF RESPONSE

YES 134 89.3%

OCCATIONALLY 13 8.7%
OPTION 3 3 2%

NO. OF RESPONSE
13 1.2
3

YES
OCCATIONALLY
OPTION 3

134

INTERPRETATION:
Above the graph shows that 89.3% of employees says for yes, 8.7% of employees says for
occasionally and 2% of employees says for option 3

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7. Does your supervisor encourage you to participate in activities?

OPTIONS NO OF RESPONSE % OF RESPONSE

YES 132 88%
NO 4 2.7%
NOT YET 1 0.7%
SOMETIMES 132 8.7%

NO. OF RESPONSES
1
13 4

NO
YES
SOMETIMES
NOT YET

132

INTERPRETATION:
The above graph shows that 88% of employees say yes, that the supervisor encourages them
to participate in the activities. 2.7% of employees say for No, that the supervisor doesn't
encourage them to participate in the activities. 0.7% of employees say they have not yet, and
8.7% of employees say that supervisors sometimes encourage them to participate in
activities.

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8. Do you feel compelled to participate, or it’s your choice to do so?

OPTIONS NO OF RESPONSE % OF
RESPONSE
I PARTICIPATE WILLINGLY BY MY 76.7%
CHOICE 115
PARTICIPATION IS OPTIONAL 15 10%

I FEEL COMPELLED 17 11.3%

NO IDEA 3 21%

NO. OF RESPONSES

17 3
15
I PARTICIPATE WILLINGLY BY MY
CHOICE
PARTICIPATION IS OPTIONAL
I FEEL COMPELLED
NO IDEA

115

The above graph shows that 76.7% of employees says for I participate willingly by my
choice, 10% of employees says for participation is optional, 11.3 of employees says for I feel
compelled and 21% of employees says for No idea.

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9. Do you enjoy participate in activities?

OPTIONS NO OF RESPONSE % OF RESPONSE

I AM NETURAL 14 9.3%
I DO NOT ENJOY 2 1.3%
PATICIPATE IN ACTIVITIES
YES, I TRULY ENJOY 133 88.7%
PARTICIPATING
ACTIVITIES
SOMETIMES I FEEL 1 0.7%
COMPELLED

N0. OF RESPONSES

1
2 14
YES I TRULY ENJOY PARTICIPAT-
ING IN ACTIVITIES
I DO NOT ENJOY PARTICIPATE IN
ACTIVITIES
I AM NETURAL
SOMETIMES I FEEL COMPELLED

133

INTERPRETATION:
The above graph shows that 88.7% of employees says for Yes I truly enjoy participating in
activities, 9.3% of employees says for I am neutral, 1.3% of employees says for I do not
enjoy participating in activities and 0.7% employees says for Sometimes I feel compelled.

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10. Does Employee Connect challenge you and aid your development?

OPTIONS NO OF RESPONSE % OF RESPONSE

YES 124 83.3%
I AM NETURAL 14 9.2%
NO 9 6%
NOT REALLY 2 1.3%

N0. OF RESPONSE
14 1.2
9

YES
I AM NETURAL
NO
NOT REALLY

125

INTERPRETATION:
The above graph shows that 88.3% of employees say for Yes, that Employee Connect
challenges us and aid our development, 9.2% of employees say for I am neutral, 6% of
employees say for No, and that Employee Connect doesn't challenge us and aid our
development, and 1.3% of employees say for not really.
11.

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11. Have you received any recognition and praise for participating activities?

OPTIONS NO OF RESPONSE % OF RESPONSE

YES DEFINITELY 105 70%
NO 12 8%
SOMETIMES 17 11.3%
NOT YET 16 10.7%

NO. OF RESPONSE
16
17

YES DEFINITELY
NO
12 SOMETIMES
NOT YET

105

INTERPRETATION:
The above graph shows that 70% of employees says for yes definitely that they’ve
Received any recognition and praise for participating activities, 11.3% of
Employees says for sometimes, that Sometimes they’ve received any recognition
And praise for participating activities, 10.7% of employees says for Not yet, and 85
Of employees says for No, that they’ve not received any recognition and praise for
Participating activities.

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12. Does the Engagement Events inspire you to participate in upcoming activities?

OPTIONS NO OF RESPONSE % OF RESPONSE

YES SOMETIMES 132 88%
SOMETIMES 13 8.7%
I DON’T HAVE CLEAR 3 2%
OPINION
NO 2 1.3%

NO. OF RESPONSE

13 3 2

YES DEFINITELY
SOMETIMES
I DON’T HAVE CLEAR OPINION
NO

132

INTERPRETATION:
The above graph shows that 88% of employees say for Yes sometimes, that
Sometimes the engagement events inspire them to participate in upcoming
Activities, 8.7% of employees say for sometimes, 2% of employees say for me
Don’t have clear opinion and 1.3% of employees say for No, that engagement
Events don’t inspire you to participate in upcoming activities.

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13. Are you feel proud that you work for this company?

OPTIONS NO OF RESPONSE % OF RESPONSE

YES DEFINITELY 117 78%
SOMETIMES 13 8.7%
I AM NETURAL 18 12%
NOT REALLY 2 1.3%

NO. OF RESPONSE
18 2
13

YES DEFINITELY
SOMETIMES
I AM NETURAL
NOT REALLY

117

INTERPRETATION:
The above graph shows that 78 % of employees says for Yes definitively, that they
Feel proud that they work for this company, 8.7% of employees says for
Sometimes, 12% of employees says for I am neutral and 1.3% of employees says
For Not really.

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14. Do you find working environment supportive in terms of connecting with your
colleagues?

OPTIONS NO OF RESPONSE % OF RESPONSE

I AM NETURAL 19 12.7%
NO DOUBT 8 5.3%
NOT REALLY 7 4.7%
YES DEFINATELY 116 77.3%

NO. OF RESPONSES
8
19 7

YES DEFINITELY
I AM NETURAL
NO DOUBT
NOT REALLY

116

INTERPRETATION:
The above graph shows 77.3% of employees say for Yes definitely, that they find
Working environment supportive in terms of connecting with your colleagues,
12.7% of employees say for I am neutral, 5.3% of employees say for No doubt
And 4.7% of employees say for not really.

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15. What are one thing you would change about and your recommendation?

OPTIONS NO OF RESPONSE % OF RESPONSE

SATISFIED 63 42%
YES, FOR RECOGNITION 39 26%
AND PRAISE
YES, FOR 29 19.3%
COMMUNICATION
CHANNELS
I DON’T HAVE SPECIFIC 19 12.7%
RECOMMENDATION

NO. OF RESPONSES

19 39

YES, FOR RECOGNITION AND

PRAISE
YES, FOR COMMUNICATION
CHANNELS
SATISFIED
I DON’T HAVE SPECIFIC REC-
OMMENDATIONS

63
29

INTERPRETATION:
The above graph shows that 42% of employees says are satisfied, 26% of
Employees says for Yes, for recognition and praise, 19.3% of employees says for
Yes, for communication channels and 12.7% of employees says for I don’t have
Specific recommendation.

1
Findings and Suggestions
Q.3
The above graph shows that 86.7% employees are male category, and 13.3%
Employees are belongs to the female category of gender of the employees.
Finding:
The above graph indicates a significant gender disparity among the
Employees. Approximately 86.7% of the employees identify as male, while only
13.3% identify as female.

Suggestion: To address the gender imbalance in the workforce, it's crucial for the company
to take proactive steps towards promoting diversity and inclusivity. Here are some
suggestions:
1. Equal Opportunities: Ensure that all employees have equal access to career growth
opportunities, promotions, and salary increases, regardless of gender.
2. Mentorship and Support: Establish mentorship programs to support female employees'
professional growth and help them overcome challenges they might face in their careers.
3. Implement Diversity and Inclusion Initiatives: Develop programs and policies that foster a
welcoming and inclusive environment for all genders. Encourage a diverse pool of
candidates during the hiring process to ensure fair representation.

Q.4
The above graph shows that 95.3% of employees says the company offers activities that
promotes Employees Engagement, and 4.7% of employees says sometimes the company
offers activities that promotes Employees Engagement.
Finding: The above graph indicates that the majority of employees, around 95.3%, believe
that the company offers activities that promote employee engagement. However, there is a
small portion, approximately 4.7% of employees, who feel that such activities are only
offered occasionally or sometimes.

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Suggestion: While the majority of employees seem to be satisfied with the company's efforts
to promote employee engagement, it's essential to address the concerns of the 4.7% who feel
that these activities are not consistently provided. To improve overall employee engagement,
consider the following suggestions:
1.Survey and Feedback: Conduct regular surveys or feedback sessions to understand what
specific activities or initiatives employees find engaging and what improvements they
suggest.
2. Diversify Engagement Activities: Offer a diverse range of engagement activities to cater to
different interests and preferences within the workforce. This might include team-building
events, workshops, wellness programs, volunteering opportunities, or social gatherings.
3. Employee-Led Initiatives: Encourage employees to take the lead in organizing
engagement activities. This approach empowers employees, promotes teamwork, and
ensures that activities align with the interests of the workforce.

Q.5
The above graph shows 6% of employees says for sports related activities, 1.3% of
employees says for birthday parties related activities, 0.7% of employees says for
recognition programs related activities and 92% of employees says for all above related
activities to Employee Connect are conducted in the company.

Finding: The above graph indicates that a significant majority of employees, approximately
89.3%, responded with a "yes" to a certain question or statement. About 8.7% of employees
chose the option "occasionally," and 2% of employees selected "option 3," which is not
described in the context.

Suggestion:
1. Clarity in Survey Questions: Ensure that survey questions are clear, concise, and
unambiguous to avoid any confusion among respondents. Unclear questions can lead to
inaccurate or misleading data.
2. Use Standard Response Options: When designing surveys, use standard response options
to make it easier for respondents to provide their answers. This typically includes options
like "Yes," "No," "Occasionally," "Not Sure," etc.
3. Review Data Collection Process: Double-check the data collection process to ensure
accurate recording of responses and minimize any errors or biases that may occur during the
survey administration.

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Q.6
Above the graph shows that 89.3% of employees says for yes, 8.7% of employees says for
occasionally and 2% of employees says for option 3
Finding: The graph indicates that 89.3% of employees responded with a "yes" to a certain
question or statement. About 8.7% of employees chose the option "occasionally," and 2% of
employees selected "option 3."
Suggestion:
1. Analyze the Specific Question: Review the question or statement that generated these
responses. Understand the context and purpose of the survey to better interpret the results.
2. Investigate "Occasionally" Responses: Look into the reasons why 8.7% of employees
chose "occasionally" as their response. Identify common themes or issues that might be
affecting their perception.
3. Employee Feedback: Gather feedback through open-ended survey questions or follow-up
discussions to gain deeper insights into employees' reasoning behind their responses. This
can provide valuable context and actionable feedback.

Q.7
The above graph shows that 88% of employees says for Yes, that the supervisor encourages
them to participate in the activities. 2.7% of employees says for No, that the supervisor
doesn't encourage them to participate in the activities. 0.7% of employees says for Not yet,
and 8.7% of employees says for sometimes that supervisor sometimes encourage them to
participate in activities.
Finding: The above graph indicates that the majority of employees, approximately 88%, feel
encouraged by their supervisors to participate in activities. However, there are some
concerns, as 2.7% of employees reported that their supervisors do not encourage them to
participate. Additionally, 0.7% of employees mentioned that they have not received
encouragement yet, and 8.7% stated that their supervisors only sometimes encourage them to
participate in activities.

Suggestion: To foster a more supportive and engaging work environment, it's crucial for
supervisors to actively encourage employee participation in activities. Here are some
suggestions to address the concerns raised by the survey:
1. Leadership Training: Provide leadership training and development programs to
supervisors to enhance their abilities in motivating and engaging their teams.
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2. Open Communication: Encourage open communication between employees and
supervisors. Employees should feel comfortable discussing their interests, concerns, and
ideas related to participation in activities.
3. Lead by Example: Supervisors should lead by example and actively participate in the
activities themselves. When employees see their supervisors engaged, it can motivate them
to participate as well.

Q.8
The above graph shows that 76.7% of employees says for I participate willingly by my
choice, 10% of employees says for participation is optional, 11.3 of employees says for I feel
compelled and 21% of employees says for No idea.
Finding: The above graph reveals the various attitudes of employees towards participation
in activities. Approximately 76.7% of employees state that they participate willingly by their
own choice. 10% of employees view participation as optional, meaning they have the choice
to participate or not. On the other hand, 11.3% of employees feel compelled to participate,
indicating they may not have a choice in the matter. Lastly, 21% of employees express that
they have no idea about the participation aspect, suggesting a lack of clarity or
communication on this matter.
Suggestion: To optimize employee participation in activities and ensure a positive
experience, it's essential to address the different attitudes revealed in the survey. Here are
some suggestions to consider:
1. Respect Employee Autonomy: Celebrate the fact that 76.7% of employees willingly
participate by their choice. Continue to offer a diverse range of activities to cater to their
interests and preferences.
2. Clarify Participation Policy: For the 10% of employees who view participation as
optional, ensure that the policy is clearly communicated. Make it known that they have the
freedom to choose whether to participate without any negative consequences.
3. Understand Reasons for Feeling Compelled: Investigate the reasons behind the 11.3% of
employees who feel compelled to participate. If they are experiencing pressure or coercion,
address these concerns and strive to make participation more inclusive and voluntary.

Q.9

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The above graph shows that 88.7% of employees says for Yes I truly enjoy participating in
activities, 9.3% of employees says for I am neutral, 1.3% of employees says for I do not
enjoy participating in activities and 0.7% employees says for Sometimes I feel compelled
Finding: The above graph reveals the employees' attitudes towards participating in
activities. Approximately 88.7% of employees state that they truly enjoy participating in
activities, indicating a high level of engagement and enthusiasm. About 9.3% of employees
are neutral, meaning they have no strong feelings towards participation. A smaller
percentage, 1.3% of employees, express that they do not enjoy participating in activities.
Additionally, 0.7% of employees report that sometimes they feel compelled to participate,
suggesting occasional reluctance.
Suggestion: To ensure that activities are enjoyable for the majority of employees and foster a
positive engagement experience, consider the following suggestions:
1. Celebrate Enthusiasm: Recognize and celebrate the high percentage of employees
(88.7%) who truly enjoy participating in activities. Continue organizing events that cater to
their interests and preferences.
2. Understand Neutral Respondents: Investigate the reasons behind the 9.3% of neutral
respondents. Reach out to them to gather feedback and understand any barriers or obstacles
that may be preventing them from fully engaging.
3. Address the Unhappy Participants: For the 1.3% of employees who do not enjoy
participating, consider exploring the reasons behind their feelings. Is there a pattern or
common issue that can be addressed to make the activities more appealing to them?

Q.10
The above graph shows that 88.3% of employees says for Yes, that Employee Connect
challenge us and aid our development, 9.2% of employees says for I am neutral, 6% of
employees says for No, that Employee Connect doesn't challenge us and aid our
development, and 1.3% of employees says for Not really
Finding: The above graph provides insights into employees' perceptions of Employee
Connect and its impact on their development. Approximately 88.3% of employees believe
that Employee Connect challenges them and aids in their development, indicating a positive
perception of the program. About 9.2% of employees are neutral and do not have a strong
opinion either way. However, 6% of employees express that Employee Connect does not
challenge them or aid in their development, and an additional 1.3% of employees indicate
that it only has a limited impact in this regard.

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Suggestion: To ensure that Employee Connect is effectively supporting employee
development and growth, consider the following suggestions:
1. Gather Feedback: Reach out to the 6% of employees who feel that Employee Connect
does not challenge them or aid in their development. Conduct surveys or feedback sessions
to understand the specific areas of concern.
2. Address Concerns: Address the feedback received and make necessary improvements to
the Employee Connect program. This might involve adding more challenging opportunities,
providing additional resources, or enhancing the program's overall effectiveness.
3. Communicate Benefits: Emphasize the benefits of Employee Connect to all employees,
especially the 9.2% who are neutral. Highlight success stories and testimonials from
colleagues who have experienced positive development outcomes through the program.

Q.11
The above graph shows that 70% of employees says for yes definitely that they’ve received
any recognition and praise for participating activities, 11.3% of employees says for
Sometimes, that Sometimes they’ve received any recognition and praise for participating
activities, 10.7% of employees says for Not yet, and 85 of employees says for No, that
they’ve not received any recognition and praise for participating activities.
Finding: The ninth graph provides insights into the level of recognition and praise
employees have received for participating in activities. Approximately 70% of employees
state that they have definitely received recognition and praise for their participation,
indicating a positive experience. About 11.3% of employees report that they have received
recognition and praise sometimes, while 10.7% mention that they have not received any
recognition yet. Interestingly, a concerning 85% of employees say that they have not
received any recognition or praise for participating in activities.
Suggestion: Recognizing and appreciating employee participation in activities is essential
for fostering a positive and motivated work culture. To improve the level of recognition and
praise, consider the following suggestions:
1. Increase Awareness: Ensure that employees are aware of the recognition and praise
initiatives in place. Communicate the company's commitment to appreciating employee
efforts and participation.
2. Consistent Recognition: Implement a consistent and structured recognition program that
celebrates employee engagement in activities. This could include monthly or quarterly
recognition events, awards, or public announcements.

1
3. Manager Involvement: Encourage managers to actively recognize and praise their team
members for participating in activities. A sincere acknowledgment from a supervisor can
have a significant impact on employee morale.

Q.12
The above graph shows that 88% of employees says for Yes sometimes, that sometimes the
engagement events inspire them to participate in upcoming activities, 8.7% of employees
says for sometimes, 2% of employees says for I don’t have clear opinion and 1.3% of
employees says for No, that engagement events don’t inspire you to participate in upcoming
activities.
Finding: The tenth graph illustrates the impact of engagement events on employees'
willingness to participate in upcoming activities. Approximately 88% of employees
responded with "Yes, sometimes," indicating that engagement events do inspire them to
participate in future activities to some extent. About 8.7% of employees also selected
"Sometimes," suggesting a partial influence from these events. A small percentage, 2% of
employees, reported having no clear opinion on the matter. Additionally, 1.3% of employees
indicated that engagement events do not inspire them to participate in upcoming activities.

Suggestion:
Engagement events play a crucial role in motivating and involving employees in future
activities. To ensure that these events continue to be effective in inspiring participation,
consider the following suggestions:

1. Evaluate Event Impact: Assess the impact of past engagement events on participation
rates. Analyze the data to identify the most successful events that generated high interest and
participation.
2. Diversify Event Content: Offer a variety of engagement events that cater to different
interests and preferences. This can include team-building exercises, workshops, community
service activities, and social gatherings.
3. Share Success Stories: Share success stories and testimonials from employees who were
positively impacted by previous engagement events. This can motivate others to participate
in upcoming activities.

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Q.13
The above graph shows that 78 % of employees says for Yes definitively, that they feel proud
that they work for this company, 8.7% of employees says for sometimes, 12% of employees
says for I am neutral and 1.3% of employees says for Not really.
Finding: The above graph reveals employees' feelings of pride associated with working for
the company. Approximately 78% of employees responded with a definitive "Yes,"
indicating that they feel proud to work for the company. About 8.7% of employees
sometimes feel proud, while 12% of employees remain neutral, not strongly expressing pride
or lack thereof. A small percentage, 1.3% of employees, stated that they do not feel proud of
working for the company.
Suggestion: Creating a sense of pride among employees about their organization can have a
positive impact on their motivation, productivity, and overall job satisfaction. To foster and
enhance this feeling of pride, consider the following suggestions:
1. Celebrate Achievements: Acknowledge and celebrate the company's achievements,
milestones, and successes. Publicly recognize employees' contributions to these
accomplishments.
2. Reinforce Company Values: Emphasize and demonstrate the company's core values and
mission. Ensure that these values are aligned with employee beliefs and aspirations.
3. Internal Communication: Foster transparent and open communication within the
organization. Keep employees informed about company updates, initiatives, and future plans.

Q.14
The above graph shows 77.3% of employees says for Yes definitely, that they find working
environment supportive in terms of connecting with your colleagues, 12.7% of employees
says for I am neutral, 5.3% of employees says for No doubt and 4.7% of employees says for
Not really.

Finding: The above graph provides insights into employees' perceptions of the working
environment's supportiveness in terms of connecting with colleagues. Approximately 77.3%
of employees responded with a definitive "Yes, definitely," indicating that they find the
working environment supportive in connecting with their colleagues. About 12.7% of
employees are neutral, expressing no strong opinion on the matter. A smaller percentage,
5.3% of employees, stated that they have no doubt about the supportive environment.

1
However, 4.7% of employees expressed that they do not feel the working environment is
supportive in terms of connecting with their colleagues.
Suggestion: Creating a supportive working environment that fosters positive interactions
among colleagues is essential for building strong teams and enhancing productivity. To
ensure that employees feel supported in connecting with their colleagues, consider the
following suggestions:
1. Foster an Inclusive Culture: Encourage an inclusive and welcoming culture where
employees feel valued and respected, regardless of their role or background.
2. Team-Building Activities: Organize team-building activities that allow employees to
interact and collaborate in a relaxed and fun setting.
3. Communication Training: Provide communication and interpersonal skills training to
employees to improve their ability to connect and interact effectively.

Q.15
The above graph shows that 42% of employees says are satisfied, 26% of employees says for
Yes, for recognition and praise, 19.3% of employees says for Yes, for communication
channels and 12.7% of employees says for I don’t have specific recommendation.

Finding: The thirteenth graph represents the responses of employees to different aspects of
their work experience. Approximately 42% of employees reported being satisfied.
Specifically, 26% of employees expressed satisfaction with recognition and praise, 19.3% of
employees indicated satisfaction with communication channels, and 12.7% of employees
stated that they don't have specific recommendations.

Suggestion: To address the varying levels of satisfaction and improve overall employee
experience, consider the following suggestions:
1. Enhance Recognition and Praise: Build upon the 26% of employees who expressed
satisfaction with recognition and praise. Implement a structured recognition program that
consistently acknowledges and appreciates employees' efforts and accomplishments.
2. Improve Communication Channels: Strengthen communication channels to cater to the
needs of employees. Use various platforms to provide regular updates, ensure transparency,
and encourage feedback.

1
3. Seek Employee Feedback: Engage in regular feedback sessions or employee surveys to
understand the specific needs and preferences of the workforce. Use this feedback to identify
areas for improvement.

1
 Questionnaire
Q1. Name

Q2. Department

Q3. Gender
 Male
 Female
 Prefer not to say
 Other

Q.4 Does the company offer activities that promote employees engagement?
 Yes
 No
 Sometimes
 No idea

Q.5 What kind of activities related to employees connect are conducted in the
company?
 Sports
 Birthday parties
 Recognition programs
 All of above

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Q.6 Are you informed in advance about the activities will be conducted?
 Yes
 Occasionally
 Option 3

Q.7 Does your supervisor encourage you to participate in activities?

 No
 Yes
 Sometimes
 Not yet

Q.8 Do you feel compelled to participate, or its your choice to do so?

 I feel compelled
 Participation is optional
 I participate willingly by my choice
 No idea

Q.9 Do you enjoy participating in activities?

 Yes, I truly enjoy participating in activities
 I do not enjoy participating activities
 I am neutral
 Sometimes I feel compelled

Q.10 Does employee connect challenge you and aid your development?
 Yes
 I am neutral
 No
 Not really
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Q.11 Have you received any recognition and praise in participating in activities?
 Not yet
 Yes definitely
 No
 Sometimes

Q.12 Does the engagement events inspire you to participate in upcoming activities?
 Yes, Definitely
 No
 Sometimes
 I don't have clear opinion

Q.13 Are you feel proud that you work for this company?
 I am neutral
 Sometimes
 Not really
 Yes definitely

Q.14 Do you find working environment supportive in terms of connecting with your
colleagues?
 I am neutral
 Not doubt
 Not really
 Yes definitely

Q.15 What is one thing you would change about and your recommendation?
1
 Yes, for recognition and praise
 Yes, for communication channels
 Satisfied
 I don't have specific recommendations

1
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