Report Hrm Toursim

8/6/2019 Report Hrm Toursim

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SUBMITTED TO:

MS. SHALINI GARG

SUBMITTED BY:AMIT KOHLI (11)

SAHIL MALHOTRA (13)LUV KHANNA (18)

RAHUL KALRA (39)CHIRASH (51)

SCHOOL OF MANAGEMENT STUDIESGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY,

KASHMERE GATE, DELHI-110006

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ACKNOWLEDGEMENT

Behind every fruitful endeavour lie the advice, guidance and inspiration of all the

people directly or indirectly involved with the report. I wish to express my gratitude

to all the people involved in the completion of this report. I am thankful to all of

them for their help and encouragement throughout the completion of the report.

They have been a constant source of support for me.

First of all I wish to express my deep sense of gratitude to Mr. Sanjay Malhotra

manager SOTC for providing his guidance and also for his full support in making

the project enriching and informative and providing requisite facility in due course

of the project.

His constructive criticism of the approach to the problem and the result obtained

during the course of this work has helped me to a great extent in bringing work to

its present shape.

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TABLE OF CONTENTS

Introduction 4Literature review 6Data Collection 15Tool used 19Findings 20Recommendations 31Limitations 32Conclusion 33References 37Annexure 38

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PEOPLE

It plays a most important part in tourism. In people local people are very

important, that how they treat tourist. The travel agents, guides, staff of travel

companies, sales staff, etc they are the people. Travel Company also like

Railways, Air, etc. is included in people. Normally a tourist assures a tourism

quality like hotels, Travel Company.

The personnel who attend to the needs of the tourists form an essential ingredient

in tourism marketing. The sales personnel are responsible for dealing with the

customer behind the counter. The airline and transportation crew interact with

customers while traveling. The resort or hotel representatives enter to the needs

of the tourist when they reach the destination.

The tourist guides, who interact with the customers at the tourist location, all form

the people element in tourism marketing. These contract persons must be trained

on interpersonal skills as well as knowledge of the product. In the tourism industry

the travel agents and the travel guides are the two most important people who

speak a lot about the industry. Hence it is imperative that they have to be at their

best at all times. Travel guides especially, are expected to have a lot of patience,

good sense of humor, tact to transform the occasional tourists into habitual ones,

thorough knowledge of the places, linguistic skills etc.

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LITERATURE REVIEW

Human Resource Planning (HRP) is the first aspect of human resource process. It

is very commonly understood as the process of forecasting an organizationsfuture demand for, and of, the right type of people in the right number. It is only

after this that HRM department can initiate a recruitment and selection process.

HRP is the sub-system in the total organizational planning.

HRP is important for:

The future personnel needs

To cope up with change

To create highly talented personnel

For the protection of weaker sections

For the international expansion strategy of the company

It is the foundation for personnel functions

The list is infact never ending. HRP actually has become an inevitable part of

HRM process.

HRP is influenced by several considerations. The more important of them

are:

Type and strategy of the organization

Organizational growth cycles and planning

Environmental uncertainties

Type and quality of forecasting information

Nature of jobs being filled

Off-loading the work

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Fig: HRP Process

Organizational Objectives & Policies: HR plans need to be based on

organizational objectives. In practice, this implies that the objectives of the HR

plan must be derived from organizational objectives. Specific requirements in

terms of number and characteristics of employees should be derived from the

organizational objectives.

HR Demand Forecast: Demand forecasting must consider several factors

both external as well as internal. Among the external factors are competition,

economic climate, laws and regulatory bodies, changes in technology and

social factors. Internal factors include budget constraints, production levels,

new products and services, organizational structure and employee

separations.

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Organizational

Objectives & Policies

HR Demand Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control and Evaluation of

Program

Environment

Surplus Shortage


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HR Supply Forecast: The next logical step for the management is to

determine whether it will be able to procure the required number of personnel

and the sources for such procurement. This information is provided by supply

forecasting. Supply forecasting measures the number of people likely to be

available from within and outside an organization, after making allowance for

absenteeism, internal movements and promotions, wastage and changes in

hours and other conditions of work.

HR Programming: Once an organizations personnel demand and supply

are forecast, the two must be reconciled or balanced in order that vacancies

can be filled by the right employees at the right time. HR programming is the

third step in the planning process, therefore, assumes greater importance.

HR Plan Implementation: Implementation requires converting an HR plan

into action. A series of action programmes are initiated as a part of HR plan

implementation. Some such programmes are recruitment, selection and

placement; training and development; retraining and redeployment; the

retention plan; the redundancy plan; and the succession plan.

Control and Evaluation: Control and evaluation represents the fifth and

the final phase in the HRP process. The HR plan should include budgets,

targets and standards. It should also clarify responsibilities for implementation

and control, and establish reporting procedures which will enable

achievements to be monitored against the plan. These may simply report on

the numbers employed against establishment and on the numbers recruited

against the recruitment targets. But they should also report employment costs

against the budget, and trends in wastage and employment ratios.

Consequences of Inadequate Planning

One example of inadequate planning is the case of an organization caught in a

severe budget crisis for which management sees only one solution to lay off

large numbers of employees. Careful planning for such a crisis during better times

might have resulted in a series of alternatives, making layoffs unnecessary.

Many other problems can occur if human resources planning are haphazard or

neglected. For example, planning should take into account staff reductions in all

parts of the organization and should be tried into any system for transferring

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employees. Top management because of declining sales or increased

automation, including the use of computers and latest technology, might

contemplate staff reductions.

JOB ANALYSIS

In order to achieve effective HRP, the duties involved and the skills required for

performing all the jobs in an organization have to be taken care of. This

knowledge is gained through job analysis. In simple words, job analysis may be

understood as a process of collecting information about the job. Specifically, job

analysis involves the following steps:

Collecting and recording job information.

Checking the job information for accuracy.

Writing job description based on the information.

Using the information to determine the skills, abilities and knowledge that

are required on the job.

Updating the information from time to time.

The Process of Job Analysis

The following fig. represents the process of job analysis. The fig. also points out

the uses of information about the jobs.

Strategic Choices

Employee Involv ement: Job analysis involves collecting job-related

information duties, responsibilities, skills and knowledge required to

perform the jobs. It may be stated that in job analysis, information about a

job is collected and not about the incumbent, however, the jobholder is

consulted. Employees are often asked to supply vital information about the

contents of job, given their familiarity with it.

The Levels of Details: The level of analysis may vary from detailed,

as in time and motion studies, to broad as in analyzing jobs based on

general duties. The level of analysis affects the nature of the data

collected.

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Fig: Process of Job Analysis

When and How Often: Another strategic choice relates to the

timing and frequency of conducting job analysis. Job analysis is generally

conducted when i) an organization is newly established and the job

analysis is initiated for the first time; ii) a new job is created in an

established company; iii) a job is changed significantly due to change in

technology, methods, procedures or systems; iv) the organization is

contemplating a new remuneration plan; or v) the employees or managers

feel that there exist certain inequities between job demands and the

remuneration it carries.

Past-Oriented versus Future Oriented: If an organization is

changing rapidly due to fast growth or technological change, a more future-

oriented approach to job analysis may be desired.

Source of Job Data: Although the most direct source of information

about a job is a jobholder, a number of other human and non-human

sources are available.

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Strategic Choices

Gather Information

Process Information

Uses of Job Description and Job

Specification

Personnel Planning

Performance Appraisal

Hiring

Training & Development

Job Evaluation &

Compensation

Health & SafetyEmployee Discipline

Work Scheduling

Career Planning

Job Description

Job Specification


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Information Gathering

This step involves decision on three issues, viz;

What type of data is to be collected?

What methods are to be employed for data collection?

Who should collect the data?

For Example: In most of the hotels that I visited, the sources for collecting

information are by Observation, Interviews and Questionnaire.

Information Processing

Once the job information has been collected, it needs to be processed, so that it

would be useful in various personnel functions. Specifically, job-related data

would be useful to prepare job description and job specification. (see fig).

Fig: Job Description and Job Specification in Job Analysis

Role of Human Resource Department

The human resource department plays a major role in helping plan the systemand in developing job description, job specification and performance standards.

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Job Analysis

A Process of Obtaining all Pertinent Job Facts

Job Description

A statement containing items such

as

Job title

Location

Job Summary

Duties

Machines, tools & equipment

Materials & form used

Supervision given or receivedWorking conditions

Hazards

Job Specification

A statement of human qualifications

necessary to do the job. Usually contains

such items as

Education

Experience

Training

Judgement

Initiative

Physical efforts & Physical skillsResponsibilities

Communication skills

Emotional characteristics

Unusual sensory demands such as sight,

smell, hearing.


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Specialists in that department may be assigned to conduct job analysis and write

job descriptions in cooperation with managers, supervisors and employees. The

human resource department is not involved in the actual writing of performance

standards but play a diagnostic, training and monitoring role.

JOB DESIGN

Job design is a process of determining the specific tasks and responsibilities to be

carried out by each member of the organization. In simple words, the logical

sequence to job analysis is job design. Job analysis provides job-related data as

well as the skills and knowledge expected of the incumbent to discharge the job.

Job analysis, then, involves conscious efforts to organize tasks, duties andresponsibilities into a unit of work to achieve certain objectives.

Fig: Factors Affecting Job Design

Job design is affected by organizational, environmental, behavioural factors. A

properly designed job will make it productive and satisfying. If a job fails on this

count, the fault lies with the job designers who, based on the feedback, must

redesign the job. (See Fig)

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Feedback

Organizational Factors

Characteristics of task

Work flow

Ergonomics

Work practices

Environmental Factors

Employees abilities

and availability

Social and cultural

expectations

Behavioural Factors

Feedback

Autonomy

Use of abilities

Variety

Job

Design

Productive &

satisfying job


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Fig: Techniques of Job Design

Work Simplification: In this technique, the job simplified or specialized. Agiven job is broken down into small sub-parts and each part is assigned to one

individual.

Job Rotation: Job rotation implies movement of employees from job to

job. Jobs remain unchanged, but incumbents shift. With job rotation, a given

employee performs different jobs, but more or less, jobs of the same nature.

Job Enlargement: Job enlargement involves expanding the number of

tasks or duties assigned to a given job. Job enlargement is naturally opposite

to work simplification. Adding more tasks or duties to a job does not mean that

new skills and abilities are needed to perform it.

Job Enrichment: Job enrichment seeks to improve both task efficiency

and human satisfaction by building into peoples jobs, quite specifically,

greater scope for personal achievement and recognition, more challenging and

responsible work, and more opportunity for individual advancement and

growth.

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Work

Simplification

Job

Rotation

Autonomous

Teams

High

Performance

Work Design

Job

Enrichment

Job

Enlargement

Job

Design


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Autonomous or Self-directed Teams: A self-directed work team is an

intact group of employees who are responsible for a whole work process or

segment that delivers a products or service o an internal or external customer.

High-Performance Work Design: It is a means of improving performance

in an environment where positive and demanding goals are set.

Role of Human Resource Department

The human resources departments role in job design is usually indirect, although

job design influences almost every aspect of human resources management. The

department diagnoses organizational problems that suggest job redesign,

incorporate information on job design in training and management development

programs, and help plan job redesign programs to ensure that sound human

resources policies and practices are developed. Further, the department is

needed to prepare to modify job descriptions and job specifications and to modify

recruitment, selection, training, compensation and other practices to be consistent

with any job redesign program.

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DATA COLLECTION

SOTC Indias No. 1 Holiday CompanyEstablished in 1949 with just five employees at an office in Cawasji Hormusji

Street, Mumbai, it has grown to become one of Indias largest travel companies.

By the year 1968, the Company had moved to a much bigger office at Mint Road

and was also counted as one of the top ten travel agents in Mumbai, with a

turnover touching Rs 25 million

A major turning point came in 1976 when SOTC handled its first group tour to the

US during the bicentennial celebrations. Within three years, SOTC had taken

about 500 passengers to Europe, the US, Singapore and Japan. In 1981, came

another breakthrough when SOTC Package Tours began active advertising, with

the first ad hitting the newspapers

Between the years 1983 and 1995, SOTC grew by leaps and bounds. It moved to

new premises at Church gate, Mumbai, installed the first computer for sales and

operations, and went through a management metamorphosis with a complete

restructuring of the business into autonomous Strategic Business Units (Subs)

with a state-of-the-art call centre. SOTC has been fulfilling the travel needs of

Indians for over five decades now. It continues to seek out new and exciting

destinations to offer to outbound travelers

SOTCs outbound business operations broadly encompass Packaged Group

Tours for Indians and Individual Holidays. SOTC World Famous Tours caters to

those who seek comfort in group travel. It is widely acknowledged to be the most

successful package tour brand in India. Recognizing the importance of language

markets, SOTC also pioneered tours conducted in Marathi and Gujarati under the

SOTC brand extensions: SOTC Bhraman Mandal and SOTC Gurjar

Vishwadarshan.

SOTC Do-It-Yourself Holidays caters to seasoned individual travelers who want to

see the world at their own pace. And for domestic vacationers we have Holidays

of India.

SOTC has been the pioneer in the development of organized leisure travel in

India. With a sales turnover of Rs 400 crores (2005), growing at 30% p.a., and a

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wide distribution network of 130 sales outlets and 3500 travel agents across India,

it is more than double the size of the next biggest competitor

SOTC - India's Leading Outbound Tour operator

SOTC is the Outbound Travel Division of Kuoni India and the countrys largest

outbound tour operator. World Famous Tours is the flagship brand of SOTC,

which pioneered the designing and marketing of escorted tours to cosmopolitan

travelers in India. SOTC World Famous Tours has escorted over 3,00,000

travelers across the globe, for more than 50 years to various destinations

including Europe, Australia, New Zealand, USA, Africa, Mauritius, South Asia, and

the Far East. Being a 100% subsidiary of Kuoni Travel Holding, Switzerland one

of the worlds largest travel companies - SOTC leverages the advantage of the

buying power and travel services to provide customers value-for-money

packages. SOTC endeavors to bring alive customers dream holiday. To begin

with, SOTC ensures that customers family travel safe, sure and secure with the

finest Indian families.

SOTC has a wide distribution network of 130 sales outlets and 3500 travel agents

across India to retail our range of products and serve customers better.

It is also significant to note that Kuoni India, the parent company of SOTC has

won all the 3 top awards in the travel operations category at the prestigious

Galileo Express Travel and Tourism awards for all its three core activities.

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ABOUT THE COMPETITOR

Cox & Kings is the longest established travel company in the world.

At present, the COX & KINGS group has offices in UK (2 offices), USA, Japan,

Germany Italy, Turkey, Pakistan and Nepal. In India, Cox & Kings has offices in

Mumbai, New Delhi, Chennai, Bangalore, Calcutta, Ahmedabad, Cochin,

Hyderabad, Pune, Goa and Jaipur and one satellite office in Andheri in Mumbai

and Gurgaon.

Thomas Cook is one of the world's leading international travel and financial

services groups and serves over 20 million customers a year. They provide

services to customers at 4,500 locations in more than 100 countries and

employee over 20,000 people.

The Thomas Cook Holiday comes with a 150-year-old guarantee of eternally

sunlit memories. They couldn't expect any less from the people who invented

travel for leisure. They offer the world's most enjoyable holidays, to exotic

destinations in India and abroad where everything is taken care of from beginning

to end.

Established in 1984, Kesari Tours is a premium travel company, which offersworld-class holidays in India and around the world. Kesari have perfected their

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tour itineraries to meet the special needs of the Indian tourist abroad. The motto of

organization is 'No compromise on quality'.

At Kesari Tours, they have made a motto that if they make a promise to their

customers, they honor it. They believe in honest, transparent deals. No hidden

costs and no compromise on sightseeing. They strive for 100% satisfaction of

tourists. The company enjoys an immense goodwill. That's what they earned out

of their beliefs.

A passion for Travel & a vision for creating innovative travel packages were the

two driving forces saw the beginning of a Travel Company in a very modest way

in Mumbais Masjid Bunder.

The tremendous success & satisfaction of their tours paved way for Raj to hold its

banner high & it continues to do so till date. They are proud to say that year after

year they have improved on the product, adding new destinations, new

attractions, pro-active marketing, & building customer confidence.

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TOOL USED

In research both primary and secondary data were used.

Sampling Element: Employees of SOTC at New Delhi office

Sampling Methodology: The probability-based approach of random sampling was

adopted, in order to give adequate coverage to all possible types of employees.

Sample Size: A sample size of 100 employees

Sampling Extent: The procedure of sampling was restricted to the SOTC .

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FINDINGS

How many years have you been associated with the organization?

How many years have you been associated with

the organization?

1-4 years

88%

5-10 years

6%

Less than 1

6%

Findings: 88% of the respondents have been working for the organization for the

last 1-4 years, 6% respondents have been the organization for 5-10 years and 6%

for less than one year.

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Are you satisfied with your present job profile?

Satisfied Level with present job profile?

Yes

61%

No.

39%

.

Findings: 61% respondents were satisfied with their present job profile while 39%

were not satisfied with their job profile. Those who were satisfied said that they

were satisfied with their work profile, variety of work and the professional

management of the organization. The respondents who were not satisfied said

that they were not satisfied with the job profile but for looking for a career in someother field of interest.

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Please rank the factors as to how they initiate you to perform well (on a

scale of 1 to 5) for the following: 5 High Involvement 1 Low Involvement

RANK/Parameter 1 2 3 4 5

Job satisfaction 2 2 4 10

Opportunity to perform well at challengingwork

3 6 9

Recognition and positive feedback for onescontributions

1 3 3 11

Personal support from ones supervisor 1 2 3 10 2

Effort above and beyond the minimum 4 7 5 2

Understanding the link between ones joband the organizations mission

1 5 4 3 5

Co-Employees 2 4 7 5

Assigned Work 1 3 11 3

Available Opportunities 5 8 5

Policies & Procedures 1 1 7 8 1

Compensation & rewards 5 9 4

Work Life Balance 4 3 2 9

Any other

0

2

4

6

8

10

12

No.ofRespondents

1 2 3 4 5

Ranks

J ob satisfaction

Opportunity to perfor m well a t c hallenging work

Recognition and positive f eedback for ones contributions

Personal support f rom ones supervisor

Eff ort above and beyond the minimum

Understanding the li nk between ones job and the organizat ions mission

Co- Employees

Assigned Work

Available Opportunities

Policies & Procedures

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Are you satisfied with the initiatives taken by the organization?

Satisfaction level with the initiatives taken by the

organization?

Yes56%

No.

44%

Findings: 56% respondents said that they were satisfied with the initiatives taken

by the organization. 44% respondents were not satisfied with the initiatives taken

by the organization. The respondents were satisfied because they were valued

according to their competitiveness while others were not satisfied because their

organization does not take enough initiatives to make them feel good.

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Does your company involve you in decision making of the organization?

Does your company involve you in decision

making of the organization?

Yes

22%

No.

78%

Findings: 22% respondents said that they were involved in decision making while

78% said that they were involved in the decision making.

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Does the organization take your suggestion in bringing any changes in the

training module?

Does the organization take your suggestion in

bringing any changes in the training module?

Yes

39%

No.

61%

Findings: 39% respondents said that their organization took their suggestions in

bringing any changes in the training module while 61% respondents said that their

suggestions were not taken.

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Do you have the materials and equipment you need to do your work right?

Do you have the materials and equipment you

need to do your work right?

Yes

89%

No.

11%

Findings: 89% respondents said that they had material and equipment needed to

do the work right. Some organizations had provided their employees with

Personal computers, etc to do the work right.

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Are your associates (fellow employees) committed to doing quality work?

Are your associates (fellow employees)

committed to doing quality work?

Yes

67%

No.

33%

Findings: 67% respondents said that their associates were committed to doing

quality work while 33% said that their subordinates were not committed to doing

quality work.

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In the last year, have you had opportunities at work to learn and grow?

In the last year, have you had opportunities at

work to learn and grow?

Yes

83%

No.

17%

Findings: 83% respondents said that they had the opportunity to learn and grow

while 17% said that never got the opportunity.

List two schemes at your organization aimed at engaging employees.

Findings: The respondents said that the following were the schemes aimed at

engaging employees:

Performance Appraisal Regular Discussion & feedback ESOP Mediclaim

While some respondents mentioned that there was no such scheme in their

organization.

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Does the company provide you incentives?


Yes

61%

No.

39%

Findings: 89% respondents said that their job was not incentivated and they were

not provided any incentive. While 11% respondents were provided incentives fortheir job.

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Would you like your organization to introduce some new procedures so as

to make you more involved in your job?

Would you like your organization to introduce

some new procedures so as to make you more

involved in your job?

Yes

61%

No.

39%

Findings: 67% respondents cited the need for introduction of new procedures for

increasing their involvement. While 33% respondents said they do not see a need

for new procedures.

KEY FINDINGS FOR SOTC

At SOTC half the Managers were satisfied with their present job profile whilehalf were not satisfied.

Most of the Managers agreed that better people management leads to betterperformance.

90% respondents said that their performance fluctuated under differentbosses.

30% respondents agreed that initiation comes from within the individual whileothers disagreed to this.

Overall the employees were satisfied with the initiatives taken by theorganization to increase employee engagement.

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All the Managers felt that employee engagement leads to higher productivity.RECOMMENDATIONS

There is a need for improvement in the Job Content which needs a carefulexamination of the present profile and the expected profile of the Managers

It is suggested that Work Timings and Work Load be balanced to reduceemployee burnout.

Employee Training other than what is required for the job should be initiatedfor all levels.

Lastly employee engagement initiatives should be related to the expectationsof the employee and not always on the requirement of the organization.

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LIMITATIONS

The study was limited to the New Delhi Office of SOTC.

The sample size was limited t0 100 employees.

Details regarding HR policies were not provided by SOTC as they were

confidential.

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CONCLUSION

From the whole project we have seen that in hotel industry the policies and

functioning of each hotel is little bit similar to other hotels. Good HR policy wouldbe the policy, which not only considers all HR functions with proper care, but also

considers all the other factors like culture of the hotel, types of customers it

receives, the nature of the business and also the place from where it operates.

And the hotels, considering all the above factors to achieve the organizational

goal while framing its HR functions is said to have been following good policy. For

example in Hotel Sea Princess, the employee care is given first priority. In case if

some of the relative of an employee dies or suffers from some serious disease,the manager sends all the colleagues of that employee to support him and thus

manager makes himself aware of that employees condition. This makes the

employee feel that management cares for him. This will definitely motivate him to

work in the interest of organization. There work environment is quite friendly and

hence employees can discuss their problems openly.

In small hotels, the HR functions are not that developed. It needs more attention

especially for the hotels aiming to expand their business. The hotels shouldneglect the fact that the frustration level in this industry is highest of all industries.

The very first disappointment employees face that the industry is not glamorous

the way it was hyped in catering colleges. Their frustration level keeps on rising

when they go through the following circumstances. Employees do not have time

for their personal life. They have to do overtime for many of the reasons and for

such extra time they are not even paid. For example if the waiter As working

hours are from 6 am to 2 pm and at 1.30 pm some guests arrives on the As tablethen A cannot leave unless the guest leaves the table. Thus A will be forced to do

overtime till the time those guests are sitting on the table. And for this extending

period A is not even paid. Also in this industry number of working days and

number of working hours are higher than any other industry and also employees

are compelled to work on Sundays and Bank Holidays when all the others have

holidays. The most frustrating part of this industry is the fact that besides going

through all the frustrations employees are not paid the amount they deserve.

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Salary paid to them is really low when we compare it with their frustration level.

Thus because of these facts most of the employees leaves their job.

And now when our country is trying to develop tourism for the development of our

economy, it has become mandatory for us to provide hotel-services up to

international standards and this is possible only when our hotels are in position to

cope with this frustration level of employees. They need to be given proper

training and also the career opportunities for their future. And first of all they

should be aware of the facts of this industry before they join in, so that after

entering their frustration level would be low as they will be prepared for

everything. Thus, the responsibility of an HR manager is much higher in this

industry.

SOTC attracts trains and retains its employees through innovative human

resources practices and is committed to being an 'Employer of Choice' wherever it

operates.

A key determinant of their success is their ability to attract, develop and retain

employees in todays highly competitive labor markets. They manage this

challenge through innovative human resources practices and work continuously tofoster their goal of being an Employer of Choice wherever they operate.

SOTC people practices include broadening the employee pool by opening

delivery centers in diverse locations, using creative recruiting techniques to attract

and screen the best talent, emphasizing ongoing training, instilling a vibrant and

distinctive culture, and providing well-defined long-term career paths. They

monitor and manage their attrition rate very closely, and believe it is one of the

lowest in the industry.

Their people are critical to the success of their business. Their ability to grow their

business will depend on their ability to continue to attract, develop and retain large

numbers of talented individuals. They will continue to develop innovative recruiting

techniques and emphasize learning throughout the tenure of an employees

career. They also believe that maintaining their vibrant and distinctive culture, in

which they emphasize teamwork, continuous process improvement and

dedication to their customers, is critical to growing their business.

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They truly believe that their employees are their greatest asset. Its why SOTC

has been recognized as a leading employer. Being recognized as an Employer of

Choice reinforces their resolve to attract, retain and nurture quality talent through

their employee-centric work culture.

People with diverse backgrounds and work experiences flourish at SOTC

because they are all united by something unique: a passion for excellence,

managing business processes for many of the worlds leading brands, and a

commitment to work as a team.

SOTC is committed to enhancing the skills and competencies of their employees

as well as to enhancing their personal growth and development. They providetheir employees with the opportunity to enroll in world-class training, ranging from

learn-while-you-earn programs to international leadership development programs.

Employee engagement is a concept that is generally viewed as managing

discretionary effort, that is, when employees have choices, they will act in a way

that furthers their organization's interests. An engaged employee is a person who

is fully involved in, and enthusiastic about, his or her work. Engaged employees

care about the future of the company and are willing to invest the discretionaryeffort. Engaged employees feel a strong emotional bond to the organization that

employs them.

Most organisations today realise that a satisfied employee is not necessarily the

best employee in terms of loyalty and productivity. It is only an engaged

employee who is intellectually and emotionally bound with the organisation, feels

passionately about its goals and is committed towards its values who can be

termed thus. He goes the extra mile beyond the basic job responsibility and isassociated with the actions that drive the business. Moreover, in times of

diminishing loyalty, employee engagement is a powerful retention strategy. The

fact that it has a strong impact on the bottomline adds to its significance.

Engagement is about motivating employees to do their best. An engaged

employee gives his company his 100 percent. This is what makes the difference

in an industry where the most valuable resource of a company walks out of the

door every evening. This is of particular importance in a knowledge industry. The

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quality of output and competitive advantage of a company depend on the quality

of its people

It has been proved that there is an intrinsic link between employee engagement,

customer loyalty, and profitability. When employees are effectively and positively

engaged with their organisation, they form an emotional connection with the

company. This impacts their attitude towards the companys clients, and thereby

improves customer satisfaction and service levels. A successful employee

engagement helps create a community at the workplace and not just a workforce.

Benefits to the organisation

Employee engagement builds passion, commitment and alignment with the

organisations strategies and goals

Attracts more people like existing employees Increases employees trust in

the organisation

Creates a sense of loyalty in a competitive environment

Lowers attrition rate

Increases productivity and improves morale

Provides a high-energy working environment

Improves overall organisational effectiveness

Boosts business growth

Makes the employees effective brand ambassadors for the company.

Employee engagement can be revealed in several ways, including pulse to

annual surveys, tracking changes in the attrition rate, increase in the number of

employee referrals, and growth in productivity and business.

In many organisations, the age-old Employee Satisfaction Surveys were

considered the most popular method for measuring how happy an employee was

in the organisation. This is slowly being replaced by surveys that can effectively

measure employee engagement. Conducting a survey without planning how to

handle the result can lead employees to disengage. It is therefore not enough to

feel the pulsethe action plan is just as essential.

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REFERENCES & BIBLIOGRAPHY

www.google.com

www.wikipedia.org

www.sotctours.com

Personal observation.

Help of SOTC staff.

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http://www.google.com/http://www.wikipedia.org/http://www.sotctours.com/http://www.google.com/http://www.wikipedia.org/http://www.sotctours.com/


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ANNEXURE

NAME:

COMPANY:DESIGNATION:

DEPARTMENT:

How many years have you been associated with the organization?

1-4 years

5-10 years

10 years & more

Are you satisfied with your present job profile?

Yes No.

Please rank the factors as to how they initiate you to perform well (on a scale of 1 to 5) for thefollowing: 5 High Involvement 1 Low Involvement

Job satisfaction

Opportunity to perform well at challenging work

Recognition and positive feedback for ones contributions

Personal support from ones supervisor

Effort above and beyond the minimum Understanding the link between ones job and the organizations mission

Co-Employees

Assigned Work

Available Opportunities

Policies & Procedures

Compensation & rewards

Work Life Balance

Any other___________________________________________________

re you satisfied with the initiatives taken by the organization?

Yes No Give reasons

____________________________________________________________________________________________________________________________________________________________

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Would you like your organization to introduce some new procedures so as to make staff moreengaged in their jobs?

Yes No.

Give reasons:______________________________________________________________________________

Does your company involve you in decision making of the organization ?

Yes No What kind of decision making

Does the organization take your suggestion in bringing any changes in the training module?

Yes No Which all suggestions were provided by you

_____________________________________________________________________________

Do you know what is expected of you at work?

____________________________________________________________________________________________________________________________________________________________

Do you have the materials and equipment you need to do your work right?

____________________________________________________________________________________________________________________________________________________________

At work, do you have the opportunity to do what you do best every day?

____________________________________________________________________________________________________________________________________________________________

In the last seven days, have you received recognition or praise for doing good work?

____________________________________________________________________________________________________________________________________________________________

Does your supervisor, or someone at work, seem to care about you as a person?

____________________________________________________________________________________________________________________________________________________________Is there someone at work who encourages your development?

____________________________________________________________________________________________________________________________________________________________

At work, do your opinions seem to count?

____________________________________________________________________________________________________________________________________________________________

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Does the mission/purpose of your company make you feel your job is important?

____________________________________________________________________________________________________________________________________________________________

Are your associates (fellow employees) committed to doing quality work?

______________________________________________________________________________

Do you have a best friend at work?

______________________________________________________________________________

In the last six months, has someone at work talked to you about your progress?

In the last year, have you had opportunities at work to learn and grow?

______________________________________________________________________________

List two schemes at your organization aimed at engaging employees.

(a) ________________________________________________________________________________________________________________________

Does your company appreciate your work?

Yes No.

Please Specify

______________________________________________________________________________


Yes No.

On what grounds

______________________________________________________________________________

It is true that higher the employee engagement, better the organization's performance?

Yes No.

Please Specify______________________________________________________________________________

Your involvement in your job leads to higher individual productivity?

Yes No.

Give reasons

______________________________________________________________________________

Would you like your organization to introduce some new procedures so as to make you moreinvolved in your job?

Yes No.

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Documents

Report Hrm Toursim