A STUDY ONTHE EMPLOYEE BACKGROUND VERIFICATION

(With reference to Eisai Pharmatechnology & Manufacturing Pvt. Ltd., Visakhapatnam)

PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF DEGREE OF

BACHELOR OF BUSINESS MANAGEMENT

SUBMITTED BY VAISHALI MISHRA ROLL NO. 1214111219

UNDER THE ESTEEMED GUIDANCE OF Dr. Y.V.V.S.S.S VARA PRASAD Associate Professor

GITAM INSTITUTE OF MANAGEMENT GITAM UNIVERSITY

(Declared as deemed to be university u/s 3 of the UGC Act 1956) (Accredited with A Grade by NAAC)

VISAKHAPATNAM

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Declaration by the student

I Vaishali Mishra hereby declare that this project entitled THE EMPLOYEE ENGAGEMENT(With reference to Eisai Pharmatechnology & Manufacturing Pvt. Ltd., Visakhapatnam)submitted for the partial fulfillment of the requirements of bachelor of business management, GITAM Institute of Management, Visakhapatnam, Andhra Pradesh is a bonafide record of my project work carried out during the period from 3rd May, 2009 to 3rd June, 2012 at Eisai Pharmatechnology & Manufacturing Pvt. Ltd., Visakhapatnam. It is carried out on my own and has not been submitted to any other institutionor university earlier.

Date: Place: Vaishali Mishra

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Certificate by the guide

This is to certify that the project report entitled THE EMPLOYEE ENGAGEMENT(With reference to Eisai Pharmatechnology & Manufacturing Pvt. Ltd., Visakhapatnam) in partial fulfillment of the requirements for the degree of Bachelors of Business Management, is a bonafide work carried out by Vaishali Mishra and has been carried out under my guidance.

DATE:

Dr. Y.V.V.S.S.S VARA PRASAD (Assistant Professor)

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Acknowledgements
I would like to express my profound gratitude to Prof. K.Siva Rama Krishna, Dean & Principal, Prof P. Sheela, Vice-Principal and Dr. K. Manjusree Naidu, program coordinator of Bachelors of Business Management, GITAM University for giving me this opportunity to successfully complete my project work. With immense pleasure I would like to express my sincere thanks to my project guide Mr. Varaprasad for necessary cooperation extended to carry out my project work. I take this opportunity to acknowledge my sincere thanks to Mr S.R. Saini, Sr. director- HR, Administration, Legal & Compliance, Eisai Pharmatechnology & Manufacturing Pvt. Ltd., my Project Guide who has been a staunch pillar to support for my data collection and analysis His cooperation and valuable guidance to enhancedmy knowledge in the subject of EMPLOYEE ENGAGEMENT. I express my deep sense of gratitude to the management of Eisai Pharmatechnology & Manufacturing Pvt. Ltd.for giving me this opportunity to study EMPLOYEE ENGAGEMENT in their esteemed organization. I extend my heartfelt thanks to Mr. S.R. Saini, Sr. director- HR, Administration, Legal & Compliancefor kindly obliging to my proposal to do my internship in their prestigious organization. I would humbly thank the representatives and employees of Eisai Pharmatechnology & Manufacturing Pvt. Ltd.and all those individuals who made this study a grand success, giving their support directly or indirectly.

VAISHALI MISHRA (1214111219)

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Content
chapter-1 chapter-2 chapter-3 chapter-4 chapter-5 chapter-6 Theoretical framework Present study & methodology Industrial & Organization profile Data analysis Finding & suggestions Conclusion Bibliography Annexure

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CHAPTER-I THEORITICAL FRAMEWORK

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INTRODUCTION
Human resource executives in India continue to struggle with talent management issues, particularly retention. The quest to find the best way to retain employees has taken HR pundits through concepts such as employee r e v i e w , e m p l o y e e s a t i s f a c t i o n a n d e m p l o y e e d e l i g h t s . T h e latest idea is Em plo yee Engagem ent, a concept that holds, that, it is the d e g r e e t o which an employee is emotionally bonded to his organization and passionate about his work that really matters. E n g a g e m e n t i s a b o u t m o t i v a t i n g e m p l o y e e s t o d o t h e i r b e s t . A n engaged employee gives his company his hundred percent. The quality of output and competitive advantage of a company depends upon the quality of its people. It has been proved that there is an in trinsic link between employee engagement, customer loyalty and profitability. W hen em ployees are eff ectively and positively engaged with their organization t h e y f o r m a n e m o t i o n a l c o n n e c t i o n w i t h t h e c o m p a n y . T h i s impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels. Most organizations realize today 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 organization, 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 r e s p o n s i b i l i t y and is associated with the actions that drive the

business. Moreover, in tim es of dim inishing loyalt y, em ployee engagem ent is p o w e r f u l r e t e n t i o n s t r a t e g y . T h e f a c t t h a t i t h a s a s t r o n g i m p a c t o n t h e bottom line adds to its significance. A successful employee engagement helps create a community at the workplace and not just a workforce. As organizations globalize and become more dependent on technology in a virtual working environment, there is greater need to connect and engage with employees to provide them within organizational identity. Especially in Ind ian culture this becomes more r e l e v a n t g i v e n t h e c o m m u n i t y f e e l i n g w h i c h o r g a n i z a t i o n p r o v i d e i n o u r society. There are a lot of HR things.

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An organizations productivity is measured not in terms of employee satisfaction but in terms of employee engagement. Employees are said to be engaged when they show a positive attitude towards the organization and express a commitment to remain with the organization. It is the level of commitment and involvement an employee has towards the organization and its values. An engaged employee is aware of the business context and works with colleagues to improve performance within the job for the benefit of the organization. Engagement at work was conceptualized by Kahn (1990)as the harnessing of organizational members selves to their work roles. In engagement people employ and express themselves physically, cognitively and emotionally during role performances. According to the study of Watson Wyatt, the profit chain establishes relationship between profitability, customer loyalty and employee satisfaction, loyalty and productivity. The links in the chain (which should be regarded as propositions) are as follows; profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customers satisfaction. Satisfaction is largely influenced by the services provided to customers. Satisfied, loyal and productive employee creates value. Employee satisfaction in turn results primarily from high quality support services and policies that enable employees to deliver results to customers. HR PR actioners believe that the engagement challenge has a lot to do with how employee feels about the work experience and how he/she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. According to BW-HR global survey 34% of the employees in India are fully engaged and 13% disengaged. As many as 29% are almost engaged.

FOCUS ON EMPLOYEE ENGAGEMENT

Engagement by industry -With the exception of government sector which has relatively low engagement levels some high tech industries (pharma, biotech)score low whereas some service focused industries(retail, consumer products)score high. Engagement by level -Studies show that people higher up in the organization experience higher engagement. However there is a drop in engagement past the vice-president level. Engagement by gender -The survey reveals a larger disparity between men and women. Men count 8%more fully engaged and 6%less disengaged than women. Taking global figures into account, it can be said that Indian workers are among the most focused and satisfied in the world.

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BASIC ASPECTS OF EMPLOYEE ENGAGEMENT

There are three basic aspects of employee engagement: The employees and their own unique psychological makeup and experience. The employers and their ability to create the conditions that promote employee engagement. Interactions between employees at all levels. Thus employee engagement is a partnership between a company and its employee where everyone works together to achieve the business objectives of the company and fulfill their personal aspirations. It is therefore largely the organizations responsibility to create an environment and culture conducive to this partnership and a win-win equation.

CATEGORIES OF EMPLOYEES
There are three different types of employees. They are engaged, not engaged, actively disengaged. ENGAGED - Engaged employees are builders. They want to know the desired expectations for their role so that they can meet and exceed them. They are naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward. NOT ENGAGED - Not engaged employees tend to concentrate in tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so that they can do it and say they have finished. They focus on accomplishing tasks vs achieving an outcome. Employees who are not engaged tend to feel their contributions are being overlooked and their potential is not being tapped. They often feel this way because they dont have productive relationships with their managers or with their co-workers. ACTIVELY DISENGAGED- The actively disengaged employees are the cave dwellers. They are consistently against virtually everything. They are not just unhappy at work they are busy acting out their unhappiness. They sow seeds of negativity at every opportunity. Everyday actively disengaged workers undermine what their engaged co-workers accomplish. The problems and tensions that are fostered by actively disengaged workers can cause great damage to an organizations functioning

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THE LOYALTY FACTOR

The key to employee engagement is creating greater motivation for their work and commitment to their organization. It is not possible to retain professionals only by paying high salaries and offering attractive benefits. We need to create enthusiasm for their roles, their work and the organization and ensure they are well integrated. Employee engagement relates to the employees commitment to the organizations success. Engaged employees who are inspired and guided by the leadership equipped with the right tools and managed by the right systems and process deliver superior performance. Employee engagement today encompasses training, development, work environment, leadership, performance management, work- life balance, communication, compensation, benefits, commitment, fun and social activities. The quality of output and competitive advantage of a company depends on the quality of people. Employees want to work for an organization that is-successful, legal, provides opportunities to grow, has managers who help employees and is socially responsible.

FACTORS LEADING TO EMPLOYEE ENGAGEMENT

The critical factors which lead to employee engagement are; 1. Career development- Opportunities for personal development - Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realize their potential. When companies plan for the career paths of their employees and invest in them, then they prove to be the assets of the organization.Effective management of talent - Career development influences engagement for employee and retaining the most talented employees and providing opportunity for personal development. 2. Leadership- Clarity of company values - Employees need to feel that the core values for which their company stands are unambiguous and clear.Respectful treatment of employees - Successful organizations show respect for each employees qualities and contribution regardless of their job level.

3. Empowerment- Employees want to be involved in decisions that affect their work. The leaders of high engagement work places create a trustful and challenging environment in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward. 4. Image - How much the employees are prepared to endorse the products and services which their company provides its customers depends largely on their perception of the quality of those goods and services. High levels of employee engagement and are inextricably linked with high levels of customer engagement. 10 | P a g e

5. Equal opportunity and fair treatment - The employee engagement levels would be high if their superiors provide equal opportunities for growth and advancement to all the employees. 6. Re- enforcement of people focused policies - Continuous re-enforcement exists when senior management provides staff with budgets and resources to accomplish their work and empowers them. 7. Communication - The Company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss then the engagement levels are likely to be high 8. Quality of working relationships with peers,superiors& subordinates - If employees relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. 9. Perception of the ethos and values of the organization -inspiration and values are the most important factors that influence engagement. Inspirational leadership is the ultimate perk. In its absence it is unlikely to engage employees. 10. Performance appraisal - Fair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. 11. Pay and benefits - The Company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employee should also be provided with certain benefits and compensation. 12. Health and safety - Research indicates that the engagement levels are low if the employees do not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. 13. Job satisfaction - Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. 14. Family friendliness - A persons family life influences his work life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement. 15. Co-operation- If the entire organization works together by helping each other i.e., all the employees as well as superiors co-ordinate well then the employees will be engaged.

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DOES ENGAGEMENT REALLY MAKE A DIFFERENCE?

Should executives be concerned about these findings? Perhaps a more interesting question to executives is: Is there a strong relationship between, say, high scores on employee engagement indices and organizational performance? It seems obvious that engaged employees are more productive than their disengaged counterparts. For example, a recent meta-analysis published in the Journalof Applied Psychologyconcluded that, employee Satisfaction and engagement are related to meaningful business outcomes at a magnitude that is important to many organizations. A compelling question is this: How much more productive is an engaged workforce compared to a non-engaged workforce? Several case studies shine some light on the practical significance of an engaged workforce. For example, New Century Financial Corporation, a U.S. specialty mortgage banking company, found that account executives in the wholesale division who were actively disengaged produced 28 percent less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23 percent less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions. New Century Financial Corporation statistics also showed that employee engagement does not merely correlate with bottom line results it drives results.

BENEFITS TO THE ORGANISATION

Employee engagement builds passion, commitment and alignment organizations strategies and goals. Attracts more people like existing employee. Increases employees trust in organization. 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 organizational effectiveness. Boosts business growth. Makes the employee effective brand ambassadors for the company with the

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IMPORTANCE OF ENGAGEMENT
Engagement is important for managers to cultivate, given that disengagement or alienation is central to the problem of workers lack of commitment and motivation. Meaningless work is often associated with apathy and detachment from ones works (Thomas&Velthouse ).In such conditions, individuals are thought to be estranged from their selves. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. In the workplace research on employee engagement(Harter,Schmidt&Hayes,2002)have repeatedly asked employee whether they have the opportunity to do what they do best every day. While one in five employees strongly agree with this statement. These work units scoring higher on this perception have substantially higher performance. Thus, employee engagement is critical to any organization that seeks to retain valued employees. As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational identity. Engaged employees are more likely to stay and be an advocate of the companys product and services. They contribute to the overall success of the organization. A greater number of loyal employees ensure low recruitment and training costs, in effect enhancing the productivity of the organization. They are also more willing to put in extra effort when the organization needs it. Their impact on the working environment is also significant as they are more focused on organizational benefit than personal goals. This consequently reduces feelings of acrimony and internal rivalries. They also project a positive image to new recruits and this motivates the latter to perform better and assimilate themselves in the office culture. Research also shows that engaged employees in customer-facing roles are more likely to treat customers in ways that positively influences customer satisfaction.

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ORGANISATIONAL INITIATIVES
Most organizations have a range of program to improve the engagement level of their employee. It should start right at the selection stage. Choosing the right fit and giving a realistic job preview. Strong induction and orientation program Rigorous training and development from technical to soft skills to leadership development program. To keep up the morale of people and drive them towards excellent performance, incentives can be given such as recognition letters, profit sharing schemes, long performance awards, ESOPs, building assets like own home. Regular feedback to all people. Communication forums like the in-house magazine and regular surveys and conferences. To maintain the quality of work-life and a balance between personal/professional lives, there are recreational activities like festivities, get-togethers, sports etc. An open and transparent culture to empower its people and develop entrepreneurs.

CONCLUSION
Employee engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organization in many ways. Employee engagement emphasizes the importance of communication on the success of business. An organization should thus recognize employees more than any other variable, as powerful contributors to a companys competitive position. Therefore employee engagement should be a continuous process of learning, improvement, measurement and action. Research studies have thus made a contribution in adding an additional P to the 4Ps of marketing i.e., Product, Price, Place, Promotion and now People to the mix.

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Topic related to employee engagement

Employee satisfaction
Employee satisfaction describes how happy an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Logic would dictate that the most satisfied (happy) workers should be the best performers and vice versa. This is called the "happy worker" hypothesis. However, this hypothesis is not well supported, as job satisfaction is not the same as motivation or aptitude, although they may be clearly linked. A primary influence on job satisfaction is the application of Job design, which aims to enhance job satisfaction and performance using methods such as job rotation, job enlargement, job enrichment and job reengineering. Other influences on satisfaction include management styles and culture, employee involvement, empowerment, and autonomous work position. Job satisfaction is a very important attribute and is frequently measured by organizations. The most common technique for measurement is the use of rating scales where employees report their thoughts and reactions to their jobs. Questions can relate to rates of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself, and co-workers. Some examinations present yes-orno questions while others ask to rate satisfaction using a 1-to-5 scale, where 1 represents "not at all satisfied" and 5 represents "extremely satisfied." Job satisfaction can simply be defined as the feelings people have about their jobs. It has been specifically defined as a pleasurable (or unpleasurable) emotional state resulting from the appraisal of ones job,] an affective reaction to ones job, and an attitude towards ones job. These definitions suggest that job satisfaction takes into account feelings, beliefs, and behaviors. But employee engagement is much more then employee satisfaction as An organizations productivity is measured not in terms of employee satisfaction but in terms of employee engagement. Employees are said to be engaged when they show a positive attitude towards the organization and express a commitment to remain with the organization

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Chapter-2 Present study & methodology

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NEED OF THE STUDY

The present survey can be considered very important because of its academic and professional importance. 1) Academic importance Only few empirical surveys are made on the subjects in Indian background. So the researcher is interested to know more about the subject. 2) Professional importance The researcher being a student of 1st BBA, Gitam University requires some practical training combined with classroom theoretical teaching and to submit a dissertation for that the researcher performed this survey on the topic EMPLOYEE ENGAGEMENT at. EPM Visakhapatnam

OBJECTIVES
To examine the strategies adopted and practices followed in EPM regarding employee engagement system To examine the importance given by employees to their work & the level of their satisfaction. To find out whether the changes in technology in EPM have been properly matched by training & development of its manpower. To study the effectiveness of free flow of information between the management and the employees. To examine the effects of work culture/environment and ethos in EPM on employees.

SCOPE
It suggested that first I ought to observe every activity going in the EPM. Following the above was the task to be aware about the structure, functioning and products of the EPM. After that I undertook the job of employee interaction- the most important part of my project. Employee interaction was in the form of questionnaire fill up. Report generation was the ultimate ramification of the questionnaire administration in the survey.

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Research Methodology:
The methodology of this study consists of only primary data. The data collected from the respondents were through questionnaires. The primary data were collected from the respondents. Sample Size: In this research only a few items can be selected from the population for the study purpose. The items selected constitute what is technically called sample. Here the sample size is 65 employees from the total population. Questionnaire: Questions are framed in such a way that reflects the ideas and thoughts of the respondents with regard to the level of satisfaction of various factors of Employee Engagement. The questionnaire consists of three parts 1. Personal information (part 1) 2. Questions based on general employee engagement (part 2) 3. Question based on a prior interaction of employees with the HR head (part 3)

The following scaling techniques have been used for each question in part 1: Tick the option that describes them better The following scaling techniques have been used for each question in Part-II: a. Strongly disagree b. Disagree c. Agree d. Strongly disagree The following scaling technique has been used for each question in part 3: Tick the option that describes your answer best

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METHODS

The first and foremost thing that I did was the task of formulating a well framed questionnaire which could aptly help me in eliciting the essential information from the respondents. Now I was equipped with the required weapon in the form of questionnaire and the next step was to circulate the questionnaire to the employees which was done by sending them a mail A sample size of 80 respondents was chosen out of 160 workmen. The sampling type was a probability sampling based on systematic random sampling. Altogether 80 questionnaires were distributed out of which 65 were usable. After recollecting the questionnaire which was a very tough job to carry out I interpreted it and jotted down the queries and complaints welling up in my mind. Customer

Limitations of the survey:

The research was conducted within a limited duration. So a detailed and comprehensive study could not be made. The sample was confined to 65 respondents. So this study cannot be regarded as full-proof one. Some respondents hesitated to give the actual response as they feared that management would take any action against them. The findings and conclusions are based on knowledge and experience of the respondents. There was a fear among very few employees to reveal their personal feelings and the result may not reflect the actual engagement. The sample was confined only to executives.

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Chapter-3 Industry & Organization Profile

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The Indian Pharmaceutical Industry today is in the front rank of Indias science -based industries with wide ranging capabilities in the complex field of drug manufacture and technology. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made indigenously. Playing a key role in promoting and sustaining development in the vital field of medicines, Indian Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA and UK. International companies associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the world. Growth Scenario in 2010 India's pharmaceutical industry is now the third largest in the world in terms of volume. Its rank is 14th in terms of value. Between September 2008 and September 2009, the total turnover of India's pharmaceuticals industry was US$ 21.04 billion. The domestic market was worth US$ 12.26 billion. This was reported by the Department of Pharmaceuticals, Ministry of Chemicals and Fertilizers. As per a report by IMS Health India, the Indian pharmaceutical market reached US$ 10.04 billion in size in July 2010. A highly organized sector, the Indian Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent annually. Future Prospects The Indian pharmaceuticals market is expected to reach US$ 55 billion in 2020 from US$ 12.6 billion in 2009. This was stated in a report title "India Pharma 2020: Propelling access and acceptance, realizing true potential" by McKinsey & Company. In the same report, it was also mentioned that in an aggressive growth scenario, the pharma market has the further potential to reach US$ 70 billion by 2020 Due to increase in the population of high income group, there is every likelihood that they will open a potential US$ 8 billion market for multinational companies selling costly drugs by 2015. This was estimated in a report by Ernst & Young.. The sale of all types of pharmaceutical drugs and medicines in the country stands at US$ 9.61 billion, which is expected to reach around US$ 19.22 billion by 2012. Thus India would really become a lucrative destination for clinical trials for global giants. RamkyPharma City (India) Limited is a most successful Public-Private initiative. It is a Special Purpose Vehicle launched by Ramky group and APIIC, a government of Andhra Pradesh enterprise with equity participation. The total Extent of the City is spread over 2400 acres with assortment of facilities required for Pharma industry. A total of 58 industries have been registered till date. . The presence of leading international players like Eisai Pharma technology (I) Pvt ltd, a Japanese Pharma giant, M/s PharmaZell (I) Pvt ltd., a Company belonging to a German Pharma group, M/s. SNF (I) Ltd with French collaboration, M/s AptuitLaurus Labs with the US collaboration brings into India, the latest technology pertaining to Pharma manufacturing. All these players have their own strategies for expansion. These are placed among the Indian Pharma leaders like Smilax Laboratories, Glochem, Orchid, Emmennar Biotech etc.The current employment status is to the tune of 5000 plus and once it becomes fully operational, it has the capacity to generate anemployment potential of 30,000. The advent of Park resulted in considerable change in the Socio-Economic status of the people in surrounding area 21 | P a g e

Company profile
Eisai is a human health care (hhc) company seeking innovative solutions in disease prevention cure and care for the health and well-being of people worldwide. The company's hhc mission symbol is derived from the letters in Florence Nightingale's signature. Following the example set by this famed healthcare pioneer, who devoted her life to caring for others yet never lost sight of the importance of listening to her patients, Eisai marshals its talents to explore new therapeutic approaches that address two key goals: meeting the medical needs of patients and their families, and improving their quality of life. Eisai Inc. is a U.S. pharmaceutical subsidiary of Tokyo-based Eisai Co., Ltd., a research-based human health care company that discovers, develops and markets products throughout the world. Established in 1995, it began marketing our first product in the United States in 1997 and has rapidly grown to become an integrated pharmaceutical business. Eisai Inc. is one of only four companies in the United States ever to reach $1 billion in sales within just five years. In fiscal year 2009 (year ending March 31, 2010), Eisai Inc. achieved sales of nearly $3.9 billion. Drawing on the R&D strengths of our global parent company, Eisai Inc. focuses on three therapeutic areas: neurology, gastrointestinal disorders and oncology/critical care.

Eisai Inc. employs approximately 2,700 people in the U.S., including its facilities in Woodcliff Lake, NJ, Research Triangle Park, N.C., Andover, MA, Exton, PA, and Baltimore, MD. It is expanding its capabilities in sales, marketing, manufacturing, product research, management and training. And as the company grows, it is continuing to develop the areas of financial and human resources, information services management, business development, and medical, legal and public affairs.

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Its Products
Eisai Inc. is a human health care (hhc) company that seeks to discover and develop innovative therapies that can satisfy unmet medical needs and contribute to the health and well being of people worldwide. Its hhc mission means that it regard patients and their families as the most important participants in the health care process and it is dedicated to improve their lives. It has three products on the U.S. market. The first pharmaceutical product, a treatment for Alzheimer's disease, was launched in early 1997. Currently the most widely prescribed Alzheimer's treatment in the world, the drug was discovered by Eisai Co., Ltd. and developed by Eisai Inc. and is co-promoted with Pfizer Inc. It launched its second product, for certain gastrointestinal disorders, in 1999. Discovered by Eisai Co., Ltd. and developed by Eisai Inc., it co-promote the product with Janssen Pharmaceutical Inc.

Research
Eisai is a human health care (hhc) company seeking innovative solutions in disease prevention, cure, and care of the health and well-being of people worldwide. The ability to conduct basic and clinical research in the United States strengthens Eisai's resources in the pharmaceutical market and helps the company meet highly competitive research and development goals, enhancing Eisai's proven ability to discover new medicines. Eisai has a global product creation organization that includes U.S.-based R&D facilities in Maryland, Massachusetts, New Jersey, North Carolina and Pennsylvania. The company's areas of R&D focus include neuroscience; oncology; vascular, inflammatory and immunological reaction; and antibody-based programs.

Vision
Eisai is a responsible, focused, efficient, innovative and solution-oriented pharmaceutical company. This vision is designed to provide the overall direction for the company. It describes what needs to continue succeeding in the future, based on changes in the marketplace and our capabilities. Our vision helps us set goals based on the potential of our organization and what we hope it will become. Most importantly, it forms the basis for our work and business strategies.

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Values Eisai employees believe the following five values are integral to realizing its hhc mission and achieving its vision Integrity Honest, straightforward, open exchange of information Highest level of personal and professional ethics, and compliance Consistent application of standards, policies, recognition, and rewards

Respect Valuing and encouraging diversity in the workplace Recognizing each person as integral and essential to fulfilling Eisai's mission Committing themselves to developing every individual to his or her full potential Inspiring, mentoring, and motivating others in the organization who participate in the communities in which we work and live Professionalism Quality Pursuing excellence in all day-to-day activities Understanding and adhering to agreed-upon standards, procedures, and practices Providing a high level of service to our internal and external customers Evaluating and proactively improving processes and results Accountability - accepting responsibility for actions and tasks regardless of outcome Initiative to identify, analyze, and resolve issues Clear, composed, accurate, articulate communication Informed decisions that include input from all potentially affected areas

Teamwork Recognizing each team member's contribution of knowledge, skill, and expertise fostered by an openness to suggestions and differences of perspective Encouraging communications and cooperation among team members and associates Reaching the best solutions in an environment of flexibility and adaptability Placing team objectives before those of individuals Supporting team decisions

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Major Milestones
1981- Eisai U.S.A established 1987- Eisai research institute of Boston established 1992- Eisai Corporation of North America established 1994- Process, research and bulk pharmaceutical company established in Andover, Massachusetts Agreement forged with Pfizer Inc. to co-promote Aricept (donepezil hydrochloride) in the United States 1995- Prescription pharmaceutical sales company established as Eisai Inc. American Depositary Receipt (ADR) established for trading in the over-the-counter market New Drug Application (NDA) for Aricept (donepezil hydrochloride tablets) filed with FDA 1996- Aricept (donepezil hydrochloride tablets) 5-milligram and 10-milligram tablets receive FDA clearance for marketing Medical sales force established 1997- Aricept (donepezil hydrochloride tablets) launched Research Triangle Park (RTP) pharmaceutical production and formulation R&D facility completed Agreement forged with Janssen Pharmaceutica Inc. to co-promote Aciphex (rabeprazole sodium) in the United States 1998- NDA for Aciphex (rabeprazole sodium) submitted to FDA. Production of Aricept (donepezil hydrochloride tablets) begins at Research Triangle Park facility 1999- FDA clears Aciphex (rabeprazole sodium) for marketing Aciphex (rabeprazole sodium) is launched. 2001- Research Triangle Park facility expanded Production of Aciphex (rabeprazole sodium) begins at RTP 2002- Eisai Inc. reaches sales of $1 billion. Company acquires exclusive U.S. rights to promote Cerebyx (fosphenytoin sodium injection) Cerebyx is a registered trademark of the Warner-Lambert Company Eisai Medical Research Inc. is established to focus solely on clinical research and to expedite clinical drug development of new clinical entities and of new indications for marketed products 2003- Eisai Inc. Assumes U.S. Distribution Responsibilities for Aricept Through a global agreement, Eisai Inc. and Teva Neuroscience Inc., the U.S. pharmaceutical operations of Eisai Co., Ltd. and Teva Pharmaceutical Industries Ltd., to copromoterasagiline, once approved by the U.S. Food and Drug Administration Eisai Medical Research Inc. to codeveloprasagiline with Teva in the United States Eisai Inc. expands its Research Triangle Park, North Carolina facility again to increase manufacturing and packaging capabilities; the facility more than doubles in size since its opening in 1997 Eisai Inc. assumes U.S. distribution responsibilities for Aciphex (rabeprazole sodium)

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Continued.. 2004- Through the Eisai Co., Ltd. global agreement, Eisai Inc. gains exclusive U.S. rights to manufacture and market rufinamide, once approved by the U.S. Food and Drug Administration; Eisai Medical Research Inc., the U.S. clinical research and development group will work with other Eisai researchorganizations globally to further develop rufinamideEisai Medical Research Inc. establishes new headquarters in Ridgefield Park, New Jersey. Through the Eisai Co., Ltd. global agreement, Eisai Inc. acquires anti-epileptic drug Zonegran (zonisamide) from Elan Corporation. By this agreement, Eisai obtains exclusive manufacturing, developing, and marketing rights for the drug in the U.S. 2005- Eisai Inc. reaches sales of $2 billion. Eisai Inc. acquires exclusive U.S. rights to promote, further develop, and distribute Fragmin (dalteparin sodium injection). 2006- Eisai Co., Ltd. and Eisai Inc. acquire exclusive rights for four oncology-related products from Ligand Pharmaceuticals. Eisai Inc. breaks ground for a new pharmaceutical production and formulation research and development facility for parenteral oncology treatments at its RTP campus. 2007- Eisai Inc. moves to new headquarters in Woodcliff Lake, New Jersey. Eisai Co., Ltd., Eisai Corporation of North America (ECA), and Morphotek agree to acquisition of Morphotek, a biopharmaceutical company that discovers and develops monoclonal antibodies for oncology, inflammatory, and infectious diseases.

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EMPLOYEE ENGAGEMENT IN EMP

We often think that super important corporate initiatives will transform our organization into places where everyone will come to work and want to be more engaged. Corporate initiatives cant make the magic. Employee engagement happens only when you remove barriers to work and these barriers are unique to every work group. The people who deliver the corporate initiatives have to make engagement happen, i.e., the managers. And EPM has implemented has taken enough initiative to get this done. Following are the initiatives taken by EPM in order to have happy engaged employees

1. Human is a social animal all work wont would make one tiered as well as bored. A day out with family would serve one happiness as well as a quality time with his or her family hence EPM has introduced family day in their organization 2. A healthy head and body plays a chief role in any work area hence Outdoor sportscricket, football, basketball, volleyball etc 3. EPM like any other responsible organization devotes a day to the country and hence have introduced the programs like Independence day, republic day- flag hosting 4. Giving importance to the employees plays a key role to employee engagement hence EPM introduces Birthday anniversary celebrations and Marriage gift vouchers 5. EPM provides informal training session for sharing skills 6. Celebration leads to happiness and happiness leads to greater engagement New year party 7. Outbound training programs are provided to the employees by EPM 8. Power yoga classes for a healthy mind 9. Annual Health checkup 10. Blood donation camps

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Chapter-4 Analysis and Interpretation

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ANALYSIS PART-1

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1. My work responsibilities are reasonable

10

18 A B C D 45

Strongly disagree- 2% Disagree- 0% Agree-70% Strongly agree-28%

2% 0% 7% 28%

INTERETATION- 70% of people think that their work responsibilities are reasonable as they find their work interesting as its with technical basis whereas 2% disagree as they find a lack of job rotation

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2. All employees in this organization are treated fairly

3 15 7 A B C D

41

Strongly disagree Disagree Agree Strongly agree

5% 11% 62% 23%

INTERPRETATION- The higher percentage of people that is 62% agree n 23% strongly agree where as 11% disagree n 5% strongly disagree as they believe that there is minor slight partiality in the organization that is being faced by them

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3. I can easily communicate with my seniors and colleagues

0 1

A 29 34 B C D

Strongly disagree Disagree Agree Strongly agree

0% 2% 53% 45%

INTERPRETATION- Majority of employees i.e., 53% people agree and 45% strongly agree that they can easily communicate with their seniors and colleagues whereas 2% disagree that must be due to some personal problems

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4. I have enough resources to carry out my responsibilities

2 2 12 A B C D

46

Strongly disagree Disagree Agree Strongly agree

3% 3% 74% 19%

INTERPRETATION- 74% Agree and 19% employees strongly agree that they have enough resources to carry out their responsibilities. Whereas 3% disagree and 3% strongly disagree as they want resources like laptop so they can take their work home

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5. There are enough opportunities in the organization for me to be able to learn and grow?

0 4

27

A B C 34 D

Strongly disagree Disagree Agree Strongly agree

0% 6% 52% 42%

INTERPRETATION- 52% agree and 42% strongly agree where as 6% disagree as they seek more of technical training and job rotation

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6. I am happy with the de-stressing programs offered by the organization

10

A B C D

41

Strongly disagree Disagree Agree Strongly agree

10% 2% 71% 17%

INTERPRETATION- 71% employees agree and 17% strongly agree with the de-stressing program in the organization. 2% disagree and 10% strongly disagree as they expect more innovative ideas to be applied in case of the de-stressing programs

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7. Company has very fair Reward systems

10

4 7 A B C D

41

Strongly disagree Disagree Agree Strongly agree

6% 11% 66% 16%

INTERPRETATION- 66% agree and 16 strongly agree that the company has fair reward system for them whereas 11% disagree and 6% strongly disagree as they expect much more in terms of reward

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PART-2 ANALYSIS

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1. Was that interaction useful to you?

11

A B C 47

Yes No Not sure

72% 11% 47%

ANALYSIS- 72% of employees consider the interaction led by the HR head as useful whereas 11% say no to it and 47% are not sure

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2. In what way that interaction helped you?

5 10 26 A B C A,B 22

A- Strengthen my feelings of being important member of EPM B- More understanding with the management C- Dint help on anyway

A B C BOTH A & B

41% 35% 16% 8%

INTERPRETATION- 41% of employees believed that the interaction helped them strengthen their feeling of being an important part of the management and 35% think that it helped them to have more understanding with the management whereas 8% think that it helped them in both ways and 16% think that it dint help them in anyway

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3. Did that interaction solve your problems faced in the organization?

17 A B 37 10 C

Yes No Not sure

58% 10% 27%

ANALYSIS- 10% employees believe that the interaction did not solve their problem at all whereas 58% employee think that it did solve their problem and 27% of employees are not sure about it

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4. Has that activity helped you to bridge the gap between you and your Management?

16 A B 6 42 C

Yes No Not much

42% 9% 25%

ANALYSIS- 42% employees believe that the interaction did help them to bridge a gap between them and the management and 9% employees disagree upon the same whereas 25% believe that it did not help them much

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5. Do you feel you are motivated by that interaction?

10

A B C

49

Yes No Not sure

77% 8% 16%

ANALYSIS- 77% of the employees felt motivated by this interaction and 8% did not whereas 16% are not sure about the same

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6. Could you express your views freely in this interaction?

A B C

59

Yes No Not sure

91% 2% 8%

ANALYSIS- 91% employees were able to express themselves freely and 2% were not able to whereas 8% are not sure

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7. Are you happy with the HR Heads ability to lead this interaction?

9 2

A B C

54

Yes No Uncertain

83% 3% 14%

ANALYSIS- 18% of employees were happy with the HR heads ability to lead the interaction and 3% disagree on the same whereas 14% are uncertain about it

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8. If you want this activity to be repeated; what should be the gap

10 16 A B C

39

One year Six month Not needed

25% 60% 15%

INTERPRETATION- 25% of employees want the interaction ones in an year and 60% wants it in six months whereas 15% of employees dont want it atall maybe because they dont find it productive

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The feedback I received after the survey on employee engagement was mostly positive. Employees found the survey very productive as the feedback given by them was kept confidential and the employees were able to give there feedback openly and without any hesitation. The feedback regarding the one on one interaction that was led by the HR head was very much appreciated by the employees. They considered it to be an effective program for their personal development, professional growth and future development. The employees were quite satisfied with the one to one interaction as it assured transparency and trust, Moreover it was productive and result oriented. The interaction held was a two way process wherein the employees received suggestions as well as the important suggestions given by the employees were evaluated and implemented. The main motive of the interaction was achieved to a great extend as it helped in bridging the gap between the employees and the top management and made the employees feel free to interact with their seniors. The employees believed that such type of interaction would be helpful for the management to check the satisfaction level of the employees. The employees here are enthusiastic as well as take their work as a challenge even though they find a lack of manpower at the ground level On the other hand according to some employees even though the interaction was led well there was a lack of result found. As well as a part of them say that their suggestions were not considered well as they expected. With the engagement point of view of the employees, employees disagree with the following 1. 2. 3. 4. 5. 6. 7. 8. People they work with are thorough professionals Their contributions is appreciated in the organization All employees are treated fairly They are not confident to grow in the organization with merits alone They dont find enough opportunities to learn in the organization Reward system of the organization Policies of the company Last but on the least people seemed very dissatisfied with the de-stressing programs offered by the organization

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Recommendations
After the survey followings were the recommendations I came up with 1. The form of recognition should be appropriate to the contribution that was made. 2. Recognition should be meaningful and reflect the preferences of the recipient. 3. Employees at all levels should be involved in the development, implementation and review of recognition programs and practices. 4. Employees must be given stimulating and worthwhile jobs to feel part of a successful organization and for their work to bottom-line. 5. The management shall come up with better and more innovative ideas regarding the de-stressing programs as happiness of the employee plays a key role in their work engagement. Employees suggested more get together to be conducted for this. 6. Informal conversations from the management side should increase as this will help bridging the gap between the employees and the management 7. The employees must have a contact that is always accessible to provide them with the required resources to carry out their responsibilities 8. There should be a job rotation so that the employees could learn and grow well 9. The employees should be given more of technical training in order to keep them update with the new technology 10. The idea of a suggestion box or an open forum could be implemented so that the employees get more involved 11. Its suggested by the employees that some snacks must be provided to them during the evening coffee time as many reach home late and stay empty stomach for long

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Conclusion
I had a remarkable and flabbergasting experience when I approached the employees and personally asked them about their suggestion, comments, compliments or grudges, if any, which they have for their job in EPM.I deem it appropriate and prudent to make a mention of a fact that the attitude which the employee possessed were diverse, but my analysis came up to the conclusion that EPM management is doing a good job considering the engagement point of view. The management has taken many steps as mentioned before. I came through some feedback which was critical but after the complete study it showed that even though the organization is taking the required steps to keep their employees well engaged they are critical about the management as they are not able to cope up well with the organizations demand. And they need more attention as well as they need to be motivated.

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Bibliography

http://en.wikipedia.org/wiki/Employee_engagement http://www.eisai.com/company/profile/index.html
http://www.expresspharmaonline.com/

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ANNEXURE

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Questionnaire to elicit information on employee satisfaction Dear respondent, I am BBM student of GITAM University, Visakhapatnam and am conducting a research on "Employee engagement. I seek your cooperation in filling upthe questionnaire given below. I assure you that the information provided will be kept strictly confidential & used for academic purposes only. Please put mark or fill the blank against appropriate answers. Personal Information 1. Age A) 20-25 year B) 26-30 year C) 31-35 year D) 36-40 year E) > 40 2. Department: ________________________________________________________ 3. Marital Status: A) Single B) Married 4. Your experience at this concern A) Up to 6 Months B) 1-2 years 5. What is your annual package? A) < 3lac B) 3-5 lac

C) 2-3 years

D) 3 years plus

C) 5-10 lac

D) > 10 lac

Choose the answer that best describes how you agree with the following statements using the following key: a. b. c. d. Strongly disagree Disagree Agree Strongly agree 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. My work responsibilities are reasonable _______________ My participation and views in this organization are valued _______________ The leaders in this organization are role models_______________ The people I work with are thorough professionals _______________ My contributions are appreciated in the organisation_______________ All employees in this organization are treated fairly _______________ I am proud and happy to work for this organization _______________ I am confident that I can grow in this organization because of my merits alone _______________ I am fully involved in the growth of the organization _______________ I can easily communicate with my seniors and colleagues _______________ I trust my colleagues and senior management _______________ I have enough resources to carry out my responsibilities_______________ There are enough opportunities in the organization for me to be able to learn and grow? _______________ 14. My job makes me feel important _______________ 15. I agree with the mission and the vision of the organization? _______________

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16. I am happy with the de-stressing programs offered by the organization? ________________ 17. Company has very fair Reward systems ________________ 18. I appreciate the Policies of the company ________________ FEEDBACK ON ONE TO ONE INTERACTION WITH HR IN 2011 1) Did your HR Head have one-one interaction with you in 2011? a) Yes b) No 2) Was that interaction useful to you? a) Yes b) No c) Not Sure 3) In what way that interaction helped you? a) Strengthened my feelings of being important member of EPM. b) More understanding with the management. c) Didnt help in anyway 4) Did that interaction solve your problems faced in the organization? a) Yes b) No c) Not sure

5) Has that activity helped you to bridge the gap between you and your Management? a) Yes b) No c) Not much 6) Were you comfortable communicating with your HR Head about any issue in that interaction? a) Yes b) No c) Partially 7) Do you feel you are motivated by that interaction? a) Yes b) No c) Not sure 8) Could you express your views freely in this interaction? a) Yes b) No c) Not sure Are you aware of the objectives of this interaction? a) Yes b) No c) Not sure

9)

10) Are you happy with the HR Heads ability to lead this interaction? a) Yes b) No c) Uncertain 11) If you want this activity to be repeated; what should be the gap: a) One year b) Six Months c) Not needed 12) Give your valuable FEEDBACK about this interaction

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