HRM COMPONENT-3&4

EMPLOYEE ENGAGEMENT

SUBMITTED TO: DR. RINKU SANJEEV

SUMBITTED BY:
ASTITVA SINGH 22021021099
CHIRAG AGARWAL 22021021107
DEEPIKA AGARWAL 22021021122
SHIKHA TANWAR 22021021382
 ACKNOWLEDGEMENT

We would like to express our gratitude to our professor Mrs. Rinku Sanjeev as well as our
director Mrs. Nidhi Phutela, who gave us the golden opportunity to do this wonderful project
on Employee engagement in various IT sector companies.

Secondly, I would like to thank our parents who supported us in one way or another and last
but not the least special thanks to almighty for always having his blessings on us.

Also, thanks to our college for providing all the resources needed in order for it to be
successful.

A vote of thanks from all the members of our project

Deepika Agarwal

Chirag Agarwal

Shikha Tanwar

Astitva Singh

Section D

HR Report

INDEX
1. What is Employee Engagement?

2. Company Profiles-HCL Technologies (Deepika Agarwal)

3. HCL- Employee Engagement Activities

4. Company Profiles- Google (Astitva Singh)

5. Google: Employee Engagement Activities

6. Company Profile-Tech Mahindra (Shikha Tanwar)

7. Tech Mahindra: Employee Engagement Activities

8. Company Profile-Microsoft Corp. (Chirag Agarwal)

9. Microsoft Corp.: Employee Engagement Activities

10. Comparison Analysis of selected Company Profile

11. Conclusion

12. References

INTRODUCTION
The unique phenomena of employee engagement consists of cognitive, psychological, and
social elements that are influenced by individual performance. Organizations may use sources
of shifting effect, including employees, executives, organizational structures, and methods, to
foster engagement.

Companies need to take advantage of their staff members' commitment, drive, and sense of
ownership if they want to increase employee engagement. The main objective of engagement
is to place the right people in the right occupations, which we accomplish by placing the right
people in the right jobs with the correct skill sets.

When we refer to the "appropriate" individuals, we mean those with the required skills ("can
do") and jobs that appeal to their intrinsic motivations ("will do"). The three engagement
drivers included in this framework are specifically designed with the expectation that they
will improve job performance which leads to great productivity.

Employee engagement is a crucial component of organizational success since it results in:

(1) Employees' greater desire to excel at work,

(2) Improved talent retention,

(3) Fewer Casualties on the Job, and

(4) Greater Dedication to Achieving the Organization's Goals.

(5) Better hiring and selection processes,

(6) Employees serving as brand ambassadors, and

(7) Growing profits and business expansion. Bringing positivity to the office is contagious.
increased bond and sense of belonging Teams that produce a lot, increase efficiency, and
perform better.

Drivers of employee engagement are

[Link] engaging work environment

[Link] employees and

[Link] success.

COMPANY PROFILES
 HCL TECHNOLOGIES-Deepika Agarwal
HCL Technologies, also known as HCL Tech and Hindustan Computers Limited is a
Information Technology company. It is an IT consultancy firm with its main office in Noida,
Uttar Pradesh. Its parent business is HCL Enterprise. It began as a subsidiary of HCL's
research and development department before separating into its own business in 1991 The
company has branches in 52 countries.
It has C Vijaykumar as its CEO. Shiv Nadar is the owner of HCL Technologies with a
60.77 percent share in the company. It has expertise in Digital, Engineering, and Cloud. They
provide solutions that fulfill the traditional and transformational needs of clients across the
world.
Its Digital offerings enable enterprises in increasing business resilience, improving
operational efficiency, and deepening client engagement.
HCL Tech Engineering services empower enterprises in improving profit, accelerating the
development of products, and maximizing innovation return.
Its CloudSMART offers services that enable organizations to optimize the cloud, to
accelerate innovation and agility at scale.
COMPANY TURNOVER:
HCL Technologies’ total revenue amounted to 856 billion Indian rupees in the financial year
2021-2022 which is more than its previous total revenue of 753 billion Indian rupees in the
financial year 2020-2021.
It has an operating income of 223 billion Indian rupees in the fiscal year 2022. Along with
this, it has 111 billion Indian rupees as net income for the financial year 2020-2021Till 2021,
it had 861 billion Indian rupees worth of total assets and 593 billion Indian rupees equity.

Total Revenue of HCL Technologies

900
800
700
600
500
400
300
200
100
0
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022

Series 1
EMPLOYEE TURNOVER:
HCL has had a series of increasing attrition rates in recent years. HCL Technologies’ attrition
rate rose from 19.8 percent in December 2021 to 21.9 percent at the end of the financial year
2021-2022. The attrition jumped to 23.8 percent till June 30, 2022.
NUMBER OF EMPLOYEES:
HCL Technologies has added 10,339 new freshers to the company. It has brought its
headcount to 2,19,325 employees for the financial year 2022-2023 till now.
From the total headcount, there is 29 percent of women as part of HCL Technologies.

HR MANAGER:
D.K Srivastav. He is the Global head HR of HCL Technologies.

HR FUNCTIONS:
The HR department of HCL tech performs the following functions.
Recruitment &Selection:
Recruitment is made through internal recruitment, campus hiring, employee referrals,
internal portals and walk-ins. But during selection, earlier they use to hire candidates with 3-
8 years of experience but now they are shifted more towards hiring freshers.
Training:
They have computer based, instructor led, web based. OJT, Blended training for its
employees. They are necessary for freshers and re-skilling the existing employees.
Compensation:
They fair compensation to all in terms of wages and salaries, incentives, fringe benefits, pre-
requisites, non=monetary benefits.
Appraisal:
They perform self- appraisal, appraisal evaluation, post normalization reviewer’s appraisal
and 360-degree appraisal techniques to evaluate the employees. It helps to manage the
performs of employees.
Support system:
They have a smart service desk for grievance redressal, MITR for personal advice, Genie a
personal assistant for guidance, catalyst for employee driven team building.
 EMPLOYEE ENGAGEMENT AT HCL TECHNOLOGIES
HCL Technologies believe that the productivity of an organization can be promoted only if
the employees are working to all their potential. This can happen if the employees are
motivated and engaged in their work. It can be more productive if there is a high retention
rate in the company. Therefore, they believe employee engagement is taken seriously care in
HCL Technologies.
HCL Technologies have several initiatives to engage employees which include communities,
employee perks, job enrichment, incentive schemes, and staff connect.
Its programs are strategically designed for motivating talent and creating a progressive
workplace so that in the future the employees are proud to be part of HCL Technologies.
During the course of a year, HCL Technologies performs employee engagement programs for
providing a happy and healthy working environment. The programs are as follows:

1) JAM MAD: The Make:

Also known as Difference Jamboree, it is an event that is organized by HCL every year to
recognize the best ideas submitted by its employees. It helps in promoting creative thinking
among the employees. It motivates them to think out of the box and enjoy their work.

2) MAD JAM:
It recognizes and nurtures innovation in the enterprise from all levels of the organization for
employees to foster and harvest. The finest proposals are selected by a panel of senior
executives. It allows employees to develop and create new ideas on daily basis.

3) Value portal:

The Value Hub was created to evaluate and share customer-centric innovations. When they
realized that the employees were adding value to their day-day work through creative ideas
they came up with this portal.
Here, HCLites submit their creative ideas to the site. Then they are analyzed and polished by
the top management. These ideas are certified as delivered when it is applied in the
organization. It gives incentives to the employees to be more productive as their ideas are
valuable to the organization.

4) Lead Generation:
In this, the employees enter any information they think will add value to its consumers on
the Lead Gen site which is available on the company intranet. If the suggestion by the
employees leads to successful completion, then the employee will be eligible for a reward.

5) Patent Office:
There is a comprehensive HCL patent process allowing a patent office to evaluate
patentable ideas. Ideaprenuers are recognized by HCL in the filling and granting stages.
 6) Meme and HCL family connect page on Facebook and Instagram:
Memes are made to encourage personal and professional sharing with the employees of the
company. It helps in enhancing employee bonds.
HCL family connect helps families of HCLites connect and engage together to create a
better community. It helps to create a social setup that is beneficial for both the personal and
organizational benefits of employees. It increases the productivity of the organization due to
working in a safe social environment.

7) WednesYay:
It is a program launched in which all Wednesdays are designated as Passion Club days.
Every Wednesday, employees are motivated to pursue their passion by engaging in
activities of their choice.
It helps employees follow their passions. It provides relief in a stressful environment.
It focuses not only on professional development but also on hobby development.

8) Employee passion studios:

Passion Studios promotes employee experiences. It brings HCLites together where they
share their perspectives and experiences and compete in internal and external competitions.

9) Ask HR:
It allows employees to ask questions from HR. It helps HCL to understand employee
sentiments and what they think about the company.

10) Community Projects:

HCL employees have the option to participate in one or more Corporate Social
Responsibility projects. HCL assigns a day when everyone in the organization as well as
their families can take part in community events. Some events are as follows:
 Social recycling: Clothes, books, electronics, and other useful things are
collected and distributed to people in need.
 Friend in need: It conducts health clinics, blood drives, and food drives to
support people.
 Just Like Us: Livelihoods for the poor and mentally challenged are developed
and supported by HCL employees.
 Renew: Employees of HCL plant trees to promote eco-friendly activities.

These community projects help employees achieve social awareness by

helping people in need.

HCL follows the path of promoting creativity among employees and creating a social
network within the organization that helps employees work efficiently and effectively. It
provides them incentives to pitch in ideas and increase their productivity. They provide them
with a healthy environment to work along with their peers like a family.

GOOGLE-Astitva Singh
 Google was established on September 4, 1998, while Larry Page and Sergey Brin
were working on their PhDs at Stanford University in California.. Together, they hold
around 14% of the company's publicly traded shares, and through super-voting stock,
they have 56% of the voting power among stockholders. In 2004, the business had its
first public offering (IPO). Google underwent a re-organization in 2015 and became
an Alphabet Inc. wholly owned subsidiary. Google, Alphabet's largest business,
serves as a holding corporation for all of Alphabet's online assets. On October 24,
2015, Sundar Pichai was named CEO of Google, succeeding Larry Page, who was
named CEO of Alphabet. Pichai was appointed CEO of Alphabet on December 3,
2019, as well.

COMPANY TURNOVER

The total revenue of Google from 2002 to 2022.

EMPLOYEE TURNOVER
Google Inc. does not officially disclose its employee turnover rate, but a Business Insider
article on the tech giant's figures shows that employees stay with the company for an average
of 1.90 years. This sum denotes a very high turnover rate.
NUMBER OF EMPLOYEES
Till July 2022, Google had 1,39,995 employees in its organization. It has 40 percent of its
employees as women. 18 percent of Google employees are Asian and 18 percent are Hispanic
or Latino.
HR MANAGER:
The HR manager of GOOGLE is Shraddhanjali Rao. She is the head of HR department.

HR FUNCTIONS:
The function of HR of Google are as follows:
Recruitment:
It uses a mixture of internal and external recruitment. It uses transfers, promotions, interns for
internal recruitment and on the other hand, job advertisements, educational institutions for
external recruitment.
The company tries have ai influx of qualified workers to match with employee’s capabilities
in HR needs.
Selection:
Google elect its employees on the basis of certain specific criteria which includes smartness,
creativity, alignment with organization and drive for excellence.
All the criteria are based on Google’s goal to maximize innovation in the organization. The
company’s procedure includes background checks, preliminary screening, on-the-job tests,
and interviews, On-the job tests are usually used to fill positions that are filled by interns or
freshers.
Retention programs:
Google tries to retain high-quality talent. Its compensation packages are the sources that
company uses to retain talent. It emphasizes on creativity and fun which in turn attracts
creative talent and innovative workers that can be retain into Google.
It uses coaching and mentoring for retaining and developing employees with potential for
leadership.
It also gives its employees high salaries and provide free meals and other perks to the
employees.

EMPLOYEE ENGAGEMENT IN GOOGLE

[Link] ENVIRONMENT AT WORK
The dominant search engine company shows everyone how work can be enjoyable. There are
many initiatives at Google that foster a fun work atmosphere.

Organizations want their workers to be more productive, work on weekends, etc., but what
benefits do the workers receive in addition to financial reward? One of the distinctive
characteristics of Google is the ability to work long hours and still enjoy one's job.
This indicates that because of the environment they are given at work, employees do not
experience burnout. Some examples of the atmosphere you can discover at Google include
on-site nap pods, gyms, swimming pools, professional massages, basic health check-ups,
table games, and the provision of all three meals of the day.

[Link] IN EMPLOYEES
Employees who are trusted become reliable resources. If employers possess this trait, attrition
rates can be decreased. With Google, this is the situation. It promotes having faith in the
workers. This makes them feel appreciated and significant.
Employees that are trusted are more willing to invest more in the expansion of the business.
The practises at Google greatly enhance workers' levels of job satisfaction. According to
international studies, trustworthy employees are more likely than other employees to feel
more a part of the firm.

[Link] CREATIVITY
Everywhere we look, we see a pyramidal organisational structure, and hierarchy governs
communication. However, we observe a flat organisational structure at Google. This indicates
that workers of any degree or grade can communicate with one another. One of the key
tactics of Google's employee recognition programme can be viewed as this policy.
For most employees, allowing communication among all levels of individuals acts as an
icebreaker.
They can speak more openly and express their ideas and opinions about the job. Google
expects its employees to interact and have a self-driven mentality.

[Link] COMMUNICATION

Everywhere we look, we see a pyramidal organisational structure, and hierarchy governs

communication. However, we observe a flat organisational structure at Google. This indicates
that workers of any degree or grade can communicate with one another. One of the key
tactics of Google's employee recognition programme can be viewed as this policy.
For most employees, allowing communication among all levels of individuals acts as an
icebreaker.
They can speak more openly and express their ideas and opinions about the job. Google
expects its employees to interact and have a self-driven mentality.

[Link] AND INCENTIVES

Google provides a variety of benefits and incentives to its staff as part of its employee
engagement strategy. This offers free lunch, a hybrid work environment, employee massage
credits, on-site laundromats, and many other perks. These benefits encourage employees to
work harder and more diligently.
Along with concrete advantages, incentives like paid time off, work-life balance, remote
working options, etc. make Google the most desired employer.

[Link] SUPPORT
Your financial safety may be in doubt even with a decent take-home salary if your planning is
imperfect. Google offers internal financial advisors as a service to its workers.
The business is concerned about the financial stability of its employees. These consultants
offer assistance with investing, debt management, tax preparation, etc.
The presence of financial counsellors on-site alleviates a significant worry on the part of the
employee. They are more able to focus on the current work

7. HELPS WITH EMPLOYEE'S. MOBILITY

Here's why Google's approach to employee engagement is special. Employees at Google are
assisted by Google in identifying their strengths and limitations, which aids in career growth.
If staff want to move around the company to test out their strengths, the corporation
encourages that. Most businesses do not offer this scope.
Additionally, it aids in staff retention. Another benefit of this is that it becomes less necessary
to hire new personnel if the skill level matches that of the current staff.

8. PRIORITY OF INNOVATION
Google is renowned for its inventions and for instilling the same culture in all of its staff
members. Google allows its employees flexibility, in contrast to many other businesses where
workers are expected to follow orders. It is more accurate to say that it makes an attempt to
bring creative individuals onto its staff.
Innovation is not constrained and is only ever rewarded. This is a fundamental principle that
draws workers. This enables people to produce work of the highest calibre.

9. COMMUNICATION OF CORE VALUES

All of the staff uphold the company's basic values. Employees can easily adjust to it because
of this. To ensure that they remain current, these guiding principles are periodically reviewed.
Google adheres to principles like "democracy on the web," "quick is better than sluggish,"
"focus on the user," and "excellent just isn't good enough.
The business is looking for team members who will find these values to be relevant. This is
what distinguishes it as a successful company. There is less conflict and better functioning
when like-minded people collaborate.
 TECH MAHINDRA-SHIKHA TANWAR
Tech Mahindra company is an information technology services and consulting multinational
company of India. It was founded in 1986, started as a joint venture with British telecom as a
firm of technology outsourcing. Around 30 percent of British telecom’s stake in Tech
Mahindra. In December 2010 the 5.5 percent stake was sold by British telecom in Tech
Mahindra. Later in December 2010, British telecom sold their remaining 9.1 per cent (11.6
million shares) shareholding to institutional investors for total gross cash proceeds of Rs.
1,011.4 crores. This sale helped in growth of Tech Mahindra. This company offers customer-
centric digital experiences. Headquarter of tech Mahindra is in Pune and registered in
Mumbai.

Tech Mahindra provides solutions to the industry of global telecommunications. Tech

Mahindra is a US$6.0 billion company. Tech Mahindra Limited has entered into share
subscription agreement to acquire 26% equity shares in Rupendra Singh Multi Transmission
Private Limited. In 2014 Tech Mahindra acquired one of the largest independent telecom
services companies in the world which is Lightbridge Communications Corporation (LCC)
with local presence in over 50 countries. IN this way Tech Mahindra keeps on expanding and
acquired many companies recently in 2021 they acquired US-based (New Jersey) Brain scale
Inc. a leading cloud consulting and cloud transformation service provider for $30 million, and
Colorado-based Event us solutions group for $44 million. Tech Mahindra spent around $230
million to buy 5 companies in the year 2021 itself.

Company Turnover

Now if we talk about the turnover of Tech Mahindra so in 2022 it is about Rs 36,248.90Cr.
and if yearly talk so in 2018 the total income was Rs.25391.86 cr., Later in 2019 it was
Rs. 28179.70 crores in 2020 it was Rs. 31591.60 crores in 2021 it was Rs. 30562.70 Cr.
The operating income of Tech Mahindra in 2021 was about Rs. 6,126 crores.

The operating revenues range of Tech Mahindra is about INR 500 Cr. for the financial
year ending on 31 March, 2022. At the same time, it's book net-worth has increased by 3.33
%.
HR Functions

Recruitment process

 Tech Mahindra use campus recruitment

 Tech Mahindra has proper test pattern for the interview consist of two rounds for test
and at last the aspirants who clear first two rounds get shortlist for third round which
is personal interview.
 Tech Mahindra has their proper eligibility criteria for recruiting:

Academic BTech candidates from branches CSE/ECE/IT/EEE/TELECOM/EI OR

Criteria [Link]. (Master of Science) in Computer Science & Information Technology.
The students must be enrolled in a full-time course. 

Minimum
60% in graduation
Percentage

Backlogs No active backlogs during the Tech Mahindra Recruitment Process.

Educational A maximum gap of one year after the 12th standard is allowed, but not after the 10th
Gap  standard, or between semesters during graduation.

Selection process
Employee Turnover

Tech Mahindra had decline in their attrition rate to 20 per cent and increases headcount.
Recently noticed the company’s headcount stood at 163,912, therefore increased by 3.7
percent in comparison of last quarter. With the increase in employees the company is now at
1.41 lakh people. As the company is not mentioned number of fresher intakes cause the
hiring strategy is likely to continue in rising of demanding environment.

Thus, in increasing attrition rate of only some of areas like Bengaluru or Hyderabad and
retention rate with 361 employees in city Nagpur.

Tech Mahindra is looking forward to hire upskill employee as they had more plan ahead to
manage the supply chain ahead.

Number of Employees

Years (FY- financial year) Number of employees

FY 2022 151,173
FY 2021 121,054
FY 2020
125,236
FY 2019
121,082
FY 2018
112,807
FY 2017
117,693
FY 2016
105,432

Tech Mahindra is a six billion organization with 163,000 plus professionals.

Employee engagement in Tech Mahindra

About two years ago tech Mahindra was facing lower employee engagement. Therefore,
they wanted to make employee engagement and employee experience. They tried to find out
the experience of employees in the organization. They found out three things as follows:

 They wanted a culture to which they can relate to.

 Employee complain about hassle of Id cards.
 Employees were not happy with external recruitment for every position.
After this Tech Mahindra came up with different solutions to make the employee’s life easy.

They started addressing their problems by defining Tech Mahindra work culture which turned
out to be one line “we drive positive changes celebrating each moment, empowering al to
rise”. They came up with facial recognition system for marking up pf attendance.

Facial recognition system helps them to measure employee mood when they use a system
to functionality called ‘moodometer’.

The firm came up with a talent system called Talex, which was an artificial intelligence (AI),
talent exchange market place to address issues like upskilling, reskilling and talent
management.

Job swapping

Tech Mahindra allows its employees to switch their vertical and services for improving their
bandwidth of offering a smorgasbord of services that it offers to its clients.

If an employee is working for a particular domain or vertical for at least 18 moths then they
would be allowed to switch their verticals. They have to undergo a training 3-6 months to
gain proficiency. Earlier, employees were allowed to swap jobs only when a need arises but
after offering this option it will help the employees to improve their skillsets and minimizing
the attrition rate.

The employees are allowed to choose a favorable location for work according to their choice
after find a replacement of their position in the current location.
Many employees are hired by tech Mahindra through campus recruitment from colleges in a
Delhi NCR and Pune regions the employees who had to reallocate can now take a transfer
after filling in the job vacancy.

The main motive of providing job swapping is to keep the employees engaged in work in a
favorable location and friendly environment which will lead to effective productivity.

The employees of tech Mahindra engage in community outreach activities. Employees meet
outside the of work once a month. This helps the employees to develop informal
communication network which promotes productivity and healthy social environment both
inside and outside the work. This keeps employees engaged in work and therefore motivates
them to work more effectively and efficiently.

Employees want to be the part of tech Mahindra because they share the values of team work,
wining and personal growth.

The attrition rate of tech Mahindra has reduced to 16 per cent from 18.1 per cent because of
employee engagement initiatives such as hiring in small cities, innovative, analyzed
incentives outcome based quarterly incentives.

Tech Mahindra enables its employees tier 2 and tier three cities to work from home. During
the last two years of pandemic employees wanted to be closer with their families and this
made them to be with their families during the time of crisis.

Moonlighting policies

Moonlighting is a practice often performed by people to earn more money by having a

second job along with once regular employment.

Tech Mahindra is going to frame a moonlighting policy for its employees. It is looking
forward to allow its employees to work for side gigs until and unless it does not hamper their
work in the organization and is for a short duration. Employees will be allowed to work for
side gigs only if it does not hamper the business of tech Mahindra. It is going to do so only if
the employee

 is not working for a competitor

 working for the existing clients of tech Mahindra
 has taken permission from the company.
 MICROSOFT-CHIRAG AGARWAL

Microsoft Corporation, an American multinational technology company, has its corporate

headquarters in Redmond, Washington. It creates, produces, licences, supports, and sells
personal computers, consumer goods, software, and services. Some of its most popular
software products consist of the Microsoft Windows line of operating systems, the Office
suite, and many more.
On April 4, 1975, Paul Allen and Bill Gates started Microsoft, which went on to dominate the
market for personal computer operating systems with MS-DOS in the middle of the 1980s
and then Microsoft Windows. The firm has made a number of business acquisitions since
1990, with the purchase of LinkedIn for $26.2 billion in December 2016 being the largest.
Kathleen Hogan, Human Resource Manager of Microsoft Corp. enables Microsoft's 220,000+
employees worldwide to carry out its goal. She is responsible for ensuring that Microsoft is a
great place to work and that the company is cultivating a culture that draws in and motivates
the most passionate talent in the world.
On January 18, 2022, Activision Blizzard, an American video game developer was bought by
Microsoft. The franchises that Activision Blizzard is popular for creating are Warcraft, Call
of Duty, StarCraft, Candy Crush Saga, Crash Bandicoot, Spyro the Dragon, among others.
Many saw Microsoft's acquisition of video game studios as an effort to compete against Meta
Platforms; TheStreet referred to Microsoft as wanting to become "the Disney of the
metaverse." Microsoft has not released statements regarding Activision's recent legal
controversies regarding employee abuse, but reports have alleged that After the deal is
completed, Activision CEO Bobby Kotick, who has been a main target of the dispute, will
leave the business. The purchase is anticipated to be finalised in 2023, after which the US
Federal Trade Commission will conduct a review.

MICROSOFT ANNUAL TURNOVER / REVENUE DURING

CONSECUTIVE YEARS

Microsoft's quarterly and annual revenue trends, along with the growth rate, from 2019 to
2022. Revenue is the sum of money that a company receives from its customers in exchange
for the sale of goods or services. The top line item on an income statement, or revenue, is
subtracted from the total of all costs and expenses to determine net income.

 Microsoft had 50.122B as revenue for the quarter ending September 30, 2022.
 Microsoft had $203.075B as revenue for the twelve months ending September 30,
2022.
 Microsoft had $198.27B as annual revenue for 2022. 
 Microsoft had $168.088B as annual revenue for 2021. 
 Microsoft had $143.015B as annual revenue for 2020
NUMBER OF EMPLOYEES IN MICROSOFT DURING
CONSECUTIVE YEARS

An interactive chart shows Microsoft's (MSFT) annual global workforce count from 2018 to
2022.

• In 2022, Microsoft had 221,000 total workers.

• In 2021, Microsoft had 181,000 total employees.

• In 2020, Microsoft had 163,000 total employees.

• In 2019, Microsoft had 144,000 total employees.

HR FUNCTION AT MICROSOFT CORPORATION: -

1. RECRUITMENT
i. Microsoft believes in recruiting extremely intelligent staff, favouring
intelligence over experience.
ii. Microsoft is an aggressive recruiter and is often the first company to offer jobs
to elite graduates at campuses and career fairs across the world.
iii. They use various sources of recruitment such as references, advertisements,
web publishing of vacant jobs in the organisation and on campus recruitments.
2. SELECTION
i. Microsoft conducts 4 to 5 rounds to select the candidates: Online Round,
Onsite Round, Technical Round 1, Technical Round 2, Technical Round
3 (System Design Round) and at last Technical-cum-HR round.
ii. Online Round: The CoCube or online coding round has a time limit of 1
hour to 1 hour 30 minutes and comprises of 5 to 6 competitive coding
questions. The questions range in difficulty and cover topics like Arrays,
Strings, Single Linked Lists, Double Linked Lists, etc.
iii. Onsite Round: The group fly round or the onsite round consists of a
written coding contest Ten to fifteen minutes are given to solve the
questions, and another twenty minutes are granted to describe the
solution to the mentor, under whose supervision the assignment is to be
completed. To pass the round, one must be knowledgeable in the areas of
competitive programming, data structures, and algorithms. Few problems
asked are: Implementation of Deep Copy, most frequent words from a
file or most frequent numbers in a stream.
iv. Technical Rounds: These are face-to-face rounds with the interviewer, and
in order to move on to the next round, one needs to be well-versed on the
information listed in the CV. Typically, the projects, internships, or
training listed on the CV are the subjects of the inquiries. One should be
knowledgeable in the course-related topics, such as data structures,
algorithms, operating systems, networking, database management, etc.,
before proceeding. In essence, the interview determines whether the
information on the CV is accurate and whether the candidate has a
thorough understanding of the topics covered during the engineering
programme. Students might have to write codes during the interview. The
system designing portion of the final technical round includes questions on
a variety of topics, including cloud computing, Microsoft Azure, Dropbox,
and numerous Microsoft technology-driven engines.
v. Technical-cum HR Round:
Less technical issues and more HR-related ones are covered in this round
like:
 Where do you see yourself in the next five, fifteen, and twenty-five
years?
 Questions on family background.
 Strengths and Weaknesses.
 Questions regarding the information on the CV.
 EMPLOYEE ENGAGEMENT ACTIVITIES OF MICROSOFT
i. Building community through communication:  The company fosters a
sense of community by facilitating effective  communication across all
departments. The organisation allows workers to connect with staff and executives by
introducing a "CEO Connection" page into their internal communications strategy.
Additionally, it encourages top-down discussions and improves access to leadership
messages.
ii. Professional Development: Microsoft encourages a growth culture in
addition to just providing possibilities for professional advancement.
According to Satya Nadella, the company’s CEO, Microsoft is a company
of “learn-it-alls,” not “know-it-alls.” He supports this by making videos
recognizing employees who showcase a growth mindset.  
iii. Pulse surveys: Microsoft's "Daily Pulse" is a collection of pulse polls that
provide an overview of how the company's employees are feeling. You can
easily gauge employee engagement and track changes in employee
engagement over time by conducting periodic surveys of your workforce
using a pulse survey tool.
iv. Team-building activities: The organisation organises a tonne of
opportunities for coworkers to get along as well as team-building activities.
Events are also used to galvanise staff around enduring company principles.
For instance, regular community outreach initiatives help to promote social
responsibility.
v. Microsoft Viva Connections: Microsoft Viva is a robust platform for employee
training and development in HRM It fosters information sharing, communication, and
serves as a central hub for locating resources and learning in-depth insights. It promotes
employee engagement and is a Microsoft-backed application that is available through
Microsoft Teams. Employees are empowered by Microsoft Viva, which also boosts
their productivity and efficiency. It is followed in Microsoft itself to connect workers
from lower level to the manager at upper level of the organisation.
vi. Increase Awareness: For Microsoft, the road to successful engagement starts with
increasing employee awareness around the company’s environmental commitments and
the role employees can play in meeting those objectives. The capacity to motivate
employees can have a multiplicative impact on the business and the neighbourhoods
where people live. We use a variety of communication tools to raise awareness of
Microsoft's environmental initiatives, such as internal and external websites that
highlight our accomplishments, quarterly newsletters, online sustainability training, and
pertinent signage in locations like cafés where our effective recycling and composting
programme is hard at work. Another strategy for raising awareness is through our
quarterly Environmental Action Awards, which we use to honour our teams or staff
members who have demonstrated leadership in the ways that our business, products,
and/or services may benefit our clients, partners, and society as a whole.
vii. Drive Engagement: Microsoft has a number of “green teams” across the company that
provides opportunities for employees who want to be more directly involved in the
company’s sustainability work. Our top three "green teams" are as follows:

 MS Green – This is a grassroots community group that focuses on increasing the

environmental awareness of employees and educating them about programs such
as mass transit, energy conservation, organic farming, and other local resources.
  Sustainability Champions – This group focuses on increasing energy conservation
and waste diversion (primarily in our buildings) through awareness building and
educational programs. This organisation has set aims to lower plug-level
controlled energy use by 3–10% for each building.
 Environmental Sustainability Leads –This is a global community of
environmental leaders who manage sustainability work in countries around the
world where Microsoft has a significant presence. The ES Leads' main goals are
to cut down on employee travel, improve local offices' energy efficiency, engage
with clients and partners about how technology can support environmental
sustainability, and establish connections with local policymakers to advance the
idea that information technology (IT) can support a low-carbon economy.

viii. Make it Easy: One of the things we routinely hear from employees who are looking for
ways to get involved in our company’s sustainability work is to “make it easy” for them.
Employees want to know that the time they devote to employee initiatives will have a
significant influence, which is not to argue that resolving the world's energy and
environmental concerns is simple. We tackle the problem of making things simple in a
variety of ways, including the following methods and projects: Our staff may efficiently
work from home using technologies like Skype, Lync, and online collaboration tools,
which helps reduce everyday commuting. Free passes for public transportation,
discounted van pools, and cost-free bike storage and maintenance are among further
incentives for alternate modes of transportation. Employees at our Puget Sound offices
can use the Connector bus to commute to and from work, saving over 9.9 million miles
annually or about 39,200 miles per day. For employee-owned electric vehicles, the
campus also offers 12 charging stations. We have a strong recycling and composting
programme, and as part of this drive, we have switched to kitchenware made of corn and
potatoes that can be composted in place of plastic cutlery. Our staff members actively
recycle and compost, which has helped us get closer to our ultimate objective of
producing zero waste by reducing waste from the cafeterias on our Redmond campus by
half. Microsoft requires that all recently purchased IT hardware, including laptops and
PCs, be EPEAT certified and ENERGY STAR 5.0 compliant. We are the first corporate
campus in the US to receive The Certified Green RestaurantTM certification, providing
our staff with a wide variety of meals made from sustainable and regional ingredients.

ix. Be Strategic: Not every investment we make in lessening the impact of our business
decreases our carbon footprint. There are a lot of scope-related reasons for this, but
suffice it to say that we think there have been some major symbolic investments that
show staff that sustainability is a high priority. Take our compostable cups, for example.
We switched to compostable cups several years ago in place of the orange plastic cups
that were prevalent in many of our cafes and kitchenettes. We found it challenging to
estimate the effect this would have on our waste stream at the time. The cost was
justified, nevertheless, due to the enormous effects it had on the workforce. On our
Puget Sound campus, in fact, almost every employee you speak to still associates the
green compostable cups (and, as of late, flatware) with our dedication to the
environment. Moreover, in fiscal year 2011, we had a total waste diversion rate of more
 than 80% overall and 95% in our dining facilities, demonstrating the strategic and
significant nature of this investment

x. Report Your Progress: For the past seven years, Microsoft has diligently disclosed its
energy and carbon footprint through the Carbon Disclosure Project. But when it comes
to employee involvement, we've discovered that communicating our progress and best
practises as we go along enables us to reach new depths of comprehension about the
resources we utilise and further lessens our environmental effect. By influencing the
behaviour of building occupants by providing information about energy usage so that
they are aware of how their own activities might further reduce energy consumption, for
instance, we are generating major advances in building efficiency through our Energy-
Smart Buildings Project. We anticipate a further three to five percent reduction in plug-
load energy consumption when combined with our Sustainability Champions
programme. Naturally, this completes the circle back to our objectives of raising
awareness and empowering our staff to coordinate their activities with our corporate
sustainability goals.

COMPARISION OF COMPANIES TAKEN:

Basis MICROSOFT GOOGLE TECH HCL TECH.
MAHINDRA
Creativity There are a few This is the most There is a less of There is a lot of
creativities as the creative creativity as creativity in the
creativity goes in the organisation as compared to organisation such as
direction of environment Google expects HCL TECH. in exchange of ideas
such as Microsoft has a its employees to the organisation through events like
number of “green teams” interact and have but the creative MAD-JAM.
across the company that a self-driven events such as
provides opportunities mentality. studying the
for employees who want behaviour of
to be more directly employees
involved in the through facial
company’s sustainability recognition
work. Mood-o-meter
Productivity Microsoft shows its Google announce Jobs Swapping There is a lot
interest towards Wednesday a new which engage productivity because
productivity by effort called employees in employees are always
introducing Microsoft SIMPLICITY work and let motivated to work and
Viva which connects SPRINT which work done more provided a good work
lower level workers to will solicit ideas efficiently and culture. They even
upper level manager and from its more effectively. patent employee ideas.
increasing the flow of than 174,000
information and employees on
communication. where to focus
and improve
efficiency.
Work Life High work is given to Google gives Friendly To make the work life
employees in Microsoft separate Environment easy they have passion
but at the same time the apartments to its clubs and community
benefits balances employees and events.
employees’ life between many of the
work and play. facilities to its
employees.
Social Microsoft Viva which Twitter and Tech Mahindra They have HCL
Networking connects lower level Facebook are connect its Family Connect page
workers to upper level used by Google to employees on Instagram and
manager and increasing make employees through LinkedIn Facebook for
the flow of information interact with each connecting employee
and communication. At other. inside and outside the
the same time many work place.
social media platforms
are used by Microsoft.

CONCLUSION

Employee engagement is one of the most popular term used in the business world these days.
The term ‘employee engagement’ has recently gained popularity in the business world. It is a
buzzword that employers believe they understand but run into difficulties and challenges
when putting into practise. ‘Employee Engagement’ cannot be a purely cosmetic intervention
in terms of increasing job commitment, motivation, or productivity. Employees are a
company’s most valuable asset, and if they are not given enough space and time to balance
work and play, they will become disengaged. As a result, modern businesses must continually
strive to meet their employees’ expectations, which has a direct impact on employee
performance, which would in return has a direct effect on the performance of the company.

Therefore, we have explained, the employee engagement policies of different companies and
researched on the topics from different perspectives and how these companies maintain their
employees’ creativity, productivity, social Networking skills and maintain the work life
balance. Some of the companies disclose their employee turnover while some of them don’t
and we can compare different companies on the basis of their company and employee
turnover and also on the basis of their employee engagement activities and determine the
functioning of these organisations. While analysing We got to know that HCL Technologies
give the most focus on its employee’s experience; Tech Mahindra uses different moonlight
policies like Mood-o-meter, facial recognition system for making employees life easier using
AI; Google gives the best work with play experience and thus in terms of productivity it is
the best company according to the analysis; at last but not least Microsoft,  73% of Microsoft
employees are satisfied with their work life balance while 39% feel they are burnt out. The
39% are burnt out because of the amount of work but as stated earlier the benefits in the form
of financial incentives as well as non-financial incentives are higher than any company. All
the companies are the best in their respective areas and can be compared but cannot be
ranked.

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