Employee satisfaction report

I N T E R N A T I O N A L I N S T I T U T E O F P L A N N I N G A N D M A N A G E M E N T

• Sagar Agrawal • Pratik Gandhi • Rajwin Patel

Research on Employee Satisfaction

Fall 09‐12

RESEARCH ON EMPLOYEE SATISFACTION

INTERNATIONAL INSTITUTE OF PLANNING AND MANAGEMENT

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Acknowledgment

We heartily thank our Project in-charge, Prof. Simantee Sen (IIPM,

Pune), whose encouragement, guidance and support from the initial to the

final level enabled us to develop an understanding of the subject. We are

grateful for her contribution towards the execution of our project and feel

fortunate enough to undergo a project on Employee Satisfaction on a very

macro-level. It has brought the best in us to analyze and research on such

a project.

Lastly, we offer our regards and blessings to all of those who supported

us in any respect during the completion of the Research, which include

the HR Manager at Ma Foi and the employees in the organization.



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INDEX S.No

Topic

Page No.

1

Introduction to the research

04

2

Abstract

05

3

Objective of study

06

4

Executive Summary

07

6

Introduction to Company

08

7

History

12

8

Methodology

14

9

Sample Questionnaire

15

10

Pictorial Analysis

17

11

Analysis & Recommendation

25

12

Bibliography

27



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Introduction to Research

So much of your success rests in the hands of your employees.

They have a profound impact on overall performance, customer

loyalty and satisfaction. But, in the face of so many demands, does

your employee satisfaction survey understand how they feel about

their work – and what motivates them?

Employee satisfaction research is a key tool in the quest to

understand, enable and motivate employees. Through employee

satisfaction research, companies can create employee satisfaction

surveys that discern current levels of satisfaction, gain insight into

potential areas of improvement, and identify what reward and

recognition strategies will deliver the best return on investment in

terms of satisfaction, engagement and retention.



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Abstract

We present a case study on Employee Satisfaction. We talk a lot

about the C-SAT (Customer Satisfaction) a lot of times, however

the recession, which has hit the world, has given a rise to a new

concept of E-SAT (Employee Satisfaction). The potential impact is

directly related to the work force of the company and the research

would actually determine the overcome of the lack and produce

new data for the company. It will also hit directly on the

compensation management, HR Management aspect of the

organization.

RESEARCH ON EMPLOYEE SATISFACTION 6


Objective of study Research indicates that there is a strong positive correlation

between employee satisfaction and customer satisfaction.

Understanding your company’s employee satisfaction performance

over time may explain fluctuations in profitability. This research

and analysis may yield increased employee retention. Employee satisfaction is important for the following reasons:

1. Committed and engaged employees create satisfied customers.

2. The cost of turnover – Hiring costs, training costs, and

productivity loss is typically between 20-25% of average

employee salary.

3. Company knowledge and customer history – The

knowledge of how your company operates and information

about your customers leaves when an employee leaves your

company.

4. Excessive turnover and/or loss of good people – When

there is high turnover and/or good people leave the effect can

be felt throughout the company, leaving an unspoken negative

feeling among other staff.



Executive summary

Extensive research proves that committed and loyal employees

have a direct impact on your company's performance and

profitability. This research is on a Consultancy Company, which

gives the idea of how the employees who employ other employees

think about their particular organization. With which we can

understand the behavioral characteristics of the company towards

the employees and therefore give a relevant feedback with our

findings.



THE COMPANY “Ma-Foi”

Related Companies Parent Company - Randstad Subsidiaries - Qualitair Aviation Ma Foi Mergers - Talisman Software HQ Region - Madras Area, India Industry -Human resource Type - Privately Held Status - Operating Subsidiary Company size - 1,700 employees Founded - 1992 Website - http”//www.mafoi.com

Common Job Titles Consultant 43% Senior Consultant 6% Manager 4% Business Development Consultant 4% Research Analyst 3% Gender Male 49% Female 51%

Mr. K. Pandia Rajan is currently employed at Ma Foi Management

Consultants Ltd. in the position of Managing Director and Chief

Executive Officer. Mr. Rajan is the founder of Ma Foi Management

Consultants Ltd. He has nearly 20 years of rich experience in

Human Resources, International Recruitment and General

Management. His drive, smart initiatives, and strategic insights

have contributed immensely in shaping Ma Foi into one of the

leading and reputed service providers in the HR industry.

Ma Foi (pronounced as ‘Ma Fwa’) means ‘My Word’ in French.

Ma Foi promises to deliver professional and quality services to its

stakeholders. Anchored on the values of integrity, transparency,

growth, and diversity Ma Foi believes in keeping its promise in

every initiative that it undertakes.



Ma Foi is India’s # 1 Integrated HR Service Provider, and part of

Euro 17.3 Billion Randstad Group, With the merger of Randstad

and Vedior, Ma Foi has become a part of the 2nd largest HR

Services Company in the world. By joining forces, Randstad &

Vedior have a larger candidate base to select from, a more

balanced geographical spread throughout 53 countries and a

wider service offering.

Ma Foi was started in 1992, with an aim to grow into a one-stop

shop for all HR requirements for clients worldwide. It has helped

generate career opportunities for more than 2,50,000 individuals in

36 countries and has worked for over 204 Fortune 500

organizations.

Ma Foi offers the broadest HR service portfolio from Executive

Search, Staffing, Consulting and Outsourcing to Automation and

Training. The organization has strong global presence across

Europe, US, Middle East, South and Southeast Asia. A global

network of 122 offices across 14 countries gives Ma Foi an

enormous reach and wide coverage.

Ma Foi’s team consists of people from a variety of backgrounds

who have held key recruitment roles in major companies including

many Fortune 500 companies. Their success is based on the

depth and breadth of experience their team has, in every industry

and their knowledge and understanding of the local markets.

Ma Foi Management Consultants Ltd. offers human resources

management and consulting services. The company provides



senior level recruitment, vendor management, psychometric

testing, and career training and consulting services. Additionally, it

provides online recruitment, professional placement, and

candidate screening services. Ma Foi clientele include Monsanto,

Astra-Zeneca, GE Capital, Ford Motors, Hyundai Motors, Satyam

Group, Infosys, Enron, Haldia Petrochemicals, and HSBC. The

company was founded in 1992 and is headquartered in Chennai,

India with additional operations in United States, United Kingdom,

United Arab Emirates, Oman, Bahrain, Sri Lanka, Malaysia, and

Singapore. (As of May 6,2009)

Ma Foi continues to focus on developing customized and

innovative HR services, leveraging on its unique strengths of

geographical presence and end-to-end capability across all HR

service functions. Further expanding within India through Franchisee network.



Headquarters Amsterdam Area, Netherlands

Industry Human Resources Type Public Company

Status Operating Company Size 34,000 employees

Founded 1960 Website http://www.randstad.com

Common Job Titles Consultants 13% Agent 8% Branch Manager 6% Account Manager 5% Manager 4 % Median age 30 years Gender Male 36% Female 64%

Current CEO of Randstad Ben Noteboom. Randstad specializes in solutions in the field of flexible work and human

resources services. It offers a wide spectrum of services that range

from regular from temporary staffing and permanent placing, to in-house

services, search & selection, and HR Solutions. Randstad has over 34,000

employees working from 5,400 branches and in-house locations in 53

countries around the world.

The complexity, pace and global platform of today's business environment

demands a special set of characteristics from the workforce. Apart from

essential requirements in terms of background and experience, criteria for

selecting professionals have changed dramatically over the last decade, with

great emphasis on talented professionals with global exposure. The

importance and hunt for cross-cultural placements has grown multifold.

This strategic merger of both Randstad and Ma Foi has provided enormous

reach and expanded search map. And their combined synergies will now help

to cater to the demands of the new age recruitment.



History – Milestones 2009

• EmmayHR integrates with Ma Foi

2008

• Ma Foi becomes a part of Randstad, the 2nd largest HR Company in the world.

• Takes over the management responsibilities of Team4U, a staffing company

that focuses on mass customization business.

• Ma Foi wins the Asia Pacific Quality Award.

2007

• Ma Foi wins the prestigious certificate for 'Strong Commitment to Excellence'

from CII-EXIM Business Excellence Award.

• Geographic expansion continues as we enter markets in China, Thailand and

Hong Kong.

2006

• Strategic diversification into IT, through a wholly owned subsidiary - Minvesta

Infotech Ltd.

• Ma Foi Academy merges with Staffing Solutions Business.

2005

• Merger of consulting & outsourcing businesses to form a separate subsidiary -

Ma Foi Consulting Solutions Ltd.

• Spin-off of the executive search Business - Ma Foi Global Search Services Ltd.

is launched.

2004

• Ma Foi becomes a part of Vedior - World's largest specialist staffing major.



• Launch of Ma Foi Academy - the career training business of Ma Foi.

• Depute strength hits 10000. Ma Foi emerges as the leader in flexi staffing

business in India.

2003

• Further expansion within India through Franchisee network.

2002

• Flexi staff grows over 5000.

2001

• Foray into the international market.

2000

• ISO Certification.

1998

• Expansion of service portfolio to HR outsourcing.

• Executive Search emerges as a separate business unit.

• First Bonus Issue.

1996

• Crosses a turnover of INR 0.1 Billion. Expansion to multiple locations within

India by setting up offices.

1994

• Transition from Private Limited to Public Limited Company.

1992

• Inception of Ma-Foi with a starting capital of INR 60,000 and a big dream to

grow into a world class HR service provide



Methodology

Background:

⇒ Duration of Research & Survey - February 25th, 2010 -- March 15th,

2010

⇒ Data Collection Time – 07 Days

⇒ Data Allocation Time – 05 Days

⇒ Respondents – 30 Employees

We had chosen two rounds of interview.

1. While being Introduced to the company by the HR - Manager

2. While collecting and getting data

Most of them who filled the questionnaire were at the Mid-Management

Level, which had a designation for Assistant Consultant - CRD.

In accordance with the questions asked, the interpretation was clear and

valid. Employees were enthusiastic to know the after-results of the

research conducted.



Sample Employee Satisfaction Questionnaire

Thank you for taking the time to fill in this questionnaire, you will remain anonymous. We need a sample of an audience to use as an example for our Research Project at College

Q1) Regarding the statement, "I am aware of Mafoi overall strategy," would you say you … Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Q2) Regarding the statement, "I understand what Mafoi, as a company, is trying to achieve," would you say you … Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Q3) I feel my department gets support and teamwork from other areas within the Company. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Q4) My manager/supervisor demonstrates professionalism. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Q5) My manager clearly defines my job responsibilities. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable



Q6) My manager/supervisor encourages high achievement by reducing the fear of failure. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Q7) My manager/supervisor takes responsibility for shaping the attitudes and relationships within our department. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree

Not Applicable

Q8) My manager/supervisor clearly communicates what is expected of me. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Q9) My manager/supervisor provides me with continuous feedback to help me achieve. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Q10) Overall I am very satisfied with my job at Mafoi. Strongly Disagree Disagree Somewhat Agree Agree Strongly Agree Not Applicable Age Group: □ 20- 35 □ 35-45 □ 45+ Gender: □ Male □ Female Name: ___________________________________________ Designation : _______________________ Email- id : ___________________________________________



Pictorial Analysis: per question Gender: □ Male □ Female Male 13 Female 17 Total 30

Age-Group □ 20- 35 29 □ 35-45 1 □ 45+ 0 Total 30



Q1) Regarding the statement, "I am aware of Mafoi overall strategy," would you say you …

Strongly Disagree

Disagree Somewhat Agree Agree Strongly Agree Not Applicable

A Strongly Disagree 1 B Disagree 1 C Somewhat Agree 6 D Agree 19 E Strongly Agree 3 F Not Applicable 0

Q2) Regarding the statement, "I understand what Mafoi, as a company, is trying to achieve," would you say you …

Strongly Disagree





Q3) I feel my department gets support and teamwork from other areas within the Company.

Strongly Disagree





Q4) My manager/supervisor demonstrates professionalism.

Strongly Disagree



Q5) My manager clearly defines my job responsibilities.

Strongly Disagree





Q6) My manager/supervisor encourages high achievement by reducing the fear of failure.

Strongly Disagree

Disagree Somewhat Agree Agree Strongly Agree

Not Applicable




Q7) My manager/supervisor takes responsibility for shaping the attitudes and relationships within our department.

Strongly Disagree

Disagree Somewhat Agree Agree Strongly Agree

Not Applicable


Q8) My manager/supervisor clearly communicates what is expected of me.

Strongly Disagree





Q9) My manager/supervisor provides me with continuous feedback to help me achieve.

Strongly Disagree





Q10) Overall I am very satisfied with my job at Mafoi.

Strongly Disagree





Analysis and Recommendation Our work attempted to improve employee satisfaction and efficient

discovery of content for the organization. Although we see majority

of the employees being happy in the organization, there is a line

between "Strongly Agree" and "Agree". Many employees have

chosen "Agree" as their primary option, which tells us that they are

happy enough to be there in the company. However, there is still

line for improvement, which can be seen in terms of the

satisfaction of the employees.

Some of the points, which can be covered, in order to make sure

the employees have an enhanced offering from the Organization

are listed below:

1. Regular Employee Input and Feedback Programs: Building a

corporate culture that requires employees to be an integral part of

the organization can be an effective way of getting the most from

the talents or competencies brought to the organization by each

employee. Allowing employees at all levels of the organization to

share their ideas and concerns will also help the company develop

and maintain a safer and more productive work environment.

Knowing employees' feelings for, and levels of commitment to, the

organization can be essential to measuring whether people

management programs are producing the desired results.

2. Clearly Defined and Communicated job Expectations: When

an organization makes the decision to fill a new position, it has an

idea of what will be expected of the new employee. However,



unless these expectations are clearly communicated, the result

can be disappointing for both the employee and employer. Such

situations cause conflict and inefficiencies in the workplace.

Therefore, it is very important that the employer establish a

mechanism for making sure the needs of the organization are

clearly communicated and understood.

3. Regular and Fair Performance Feedback: Research has

found that most employees in today's economy want to believe

that they contribute to the overall success of the organization.

However, if the employee is not sure how his or her job fits into the

bigger picture, an employer may suffer a reduction in productivity

or morale. A well-designed, consistently-applied and fair system

for discussing the business goals, objectives and individual

employee contributions can be a valuable tool in ensuring each

employee becomes and remains an integral part of the

organization's team.



Bibliography

• http://www.randstad.com

• http://www.mafoi.com • http://www.google.com

• http://www.linkedin.com

• http://en.wikipedia.org

Documents

Employee satisfaction report