Journal 14 � March 2018 www.humancapitalonline.com ◆ They are the ones who popularized selfies, food porn, online communities, byte sized learning, and i

Journal 14 � March 2018 www.humancapitalonline.com ◆

They are the ones who popularized
selfies, food porn, online communities,
byte sized learning, and i

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14 � March 2018 www.humancapitalonline.com ◆

They are the ones who popularized
selfies, food porn, online communities,
byte sized learning, and introduced the
multitasking wonders of smartphones
to the world. However, it is evident
that they bring with them a cache of
unique experiences and skills that are
invaluable to the workplace. As today’s
workplace creates room for millennials
who are seen to make for 50% of the
global workforce by 2020, and with the
arrival of Gen Z, the standard
engagement practices of the past need
to be done away with, so as to
accommodate ourselves for the arrival
of Gen Z and the inundation of
millennials. Failure to pay heed to this
would only result in the organisation
losing out on the top performing talent,
and in real quick time, and even worse,
to their competitors who offered them
an opportunity as per the needs of
their engagement. Revamping and

illennials are being viewed
through the wrong optics
since they are perceived as
the initiators of disruptions.M

COVER STORY

As today’s workplace creates room for millennials who are seen to make

for 50% of the global workforce by 2020, and with the arrival of Gen Z, the

standard engagement practices of the past need to be done away with, so

as to accommodate ourselves for the arrival of Gen Z and the inundation of

millennials. Failure to pay heed to this would only result in the organisation

losing out on the top performing talent, and in real quick time, and even

worse, to their competitors who offered them an opportunity as per the

needs of their engagement.

The

“When people are financially invested, they want a return. When people
are emotionally invested, they want to contribute.” – Simon Sinek

Engagement
Paradox At Work

By Shruti Chadha and S. Ajay Kumar

www.humancapitalonline.com◆ March 2018 � 15

employees are unlikely to take on
anything outside of what they see as
their core remit. They will make
excuses or find reasons as to why they
cannot take on extra work, or try
newer ways of doing things. They may
refuse to entertain even the simplest
of requests.
3. Withdrawal from meetings and
gatherings: Disengaged employees
tend to withdraw and even isolate
themselves from their co-workers.
They choose to opt out when it comes
to meetings and gatherings. Even if
they are present during a meeting or
a team discussion, their minds wander
to other places. Paying little interest
to the matters of the organisation,
disengaged employees make fewer
efforts to engage and participate in
any of the company events.
4. I g n o r i n g r e f e r r a l r e q u e s t s :
Employees who are disengaged are
unlikely to refer candidates for open
positions. Even when you are actively
seeking out referrals, and do not
receive any from your employees, it
is an indicator that they may be
disengaged. Actively disengaged
employees might even use social
media to discourage others from
applying. The Net Promoter Score
(NPS) is where ratings can be given
on a zero to ten scale as to how likely
it is for a person to recommend this
company as a place to work.
Employees who score 9 or 10 are
called ‘Promoters’, those who score 7

C O V E R S T O R Y

innovating recognition practices can
capitalize employee talents so that they
flourish in the company. The changing
rules of engagement for the diverse
generation, spotting critical signs of
disengagement, employer-employee
expectation mismatch, innovative ways
of enhancing engagement along with
illustrations on best industry practices,
and the contemporary ways of
measuring the employee engagement
pulse have been mentioned in the
paragraphs to follow.

The changing laws of
engagement
In late 2014, the Northeastern
University conducted a survey on teens
in the age bracket of 16-19 years, and
came about with certain traits on Gen
Z that could give a sense of the
behaviour pattern of this wannabe
generation.
� 63 percent of the respondents stating

that colleges should be teaching
them on entrepreneurship

� 42 percent expect to be self-
employed later in life

� Interpersonal or face-to-face
interaction is highly important as
compared to communicating via
technology

Spotting critical signs of
disengagement
The 7 tell-tale signs that are needed to
be monitored by HR business partners
and engagement experts with empirical
evidence in order to help organisations
plan their engagement strategies.
1. Excessive absenteeism and
tardiness: That disengaged employees
do not rush to work in the mornings
is a common red flag. But, if some
employees are turning in slightly late
it does not imply that they are
disengaged, but it could be a strong
indicator that they are lacking time
management skills, are struggling with
work-life balance, or maintaining a
different lifestyle. Howe ve r, it is
noteworthy if employees are very late,
leave the office randomly, or take
extended lunch breaks. Absenteeism
is a lot more serious than tardiness.
Employees who do not come to work
at all, or who take lots of random sick
days are often simply fed up with their
work. And, if they seem to be
consistently ignoring pressing
deadlines and targets by requesting
days off, they are clearly disengaged.
2. Poor quality of work: Disengaged
employees certainly do not aim for
maximum quality. Actively disengaged
employees will not meet expectations.
Or, they may be doing just enough to
keep themselves from getting fired.
So, if there is a degeneration or
stagnation in the overall quality, it may
signal low engagement. Disengaged

“Fostering a culture of ‘trust’ in the organisation so employees feel empowered

and responsible to go beyond themselves to ensure the organisation’s success

— this is what great places to work strive for. And building this trust does not come

easily. Engaging employees is one of the most important HR mandate besides

talent attraction and retention. We have seen strong correlation between employee

engagement and profitability. With the right strategy and approach, employee

engagement can become one of the strongest tools for robust business outcomes.

While there are several ways to boost engagement with employees, one of the

most effective ones is to foster a system of continuous feedback and conversations.

Praising an employee for a job well done is just as important as pointing out

where there is room for improvement. Also crucial is to give

them credit and show appreciation in a timely manner. Building

an engaged, all-in workforce is an assured metric for the

success of not just the business but of the leader as well.”

SHRADDHANJALI RAO

Head of Human Resources

SAP India

16 � March 2018 www.humancapitalonline.com ◆

or 8 are ‘Passives’, and an employee
who gives a score of 6 or below can
be viewed as a ‘Detractor’. In general,
we like to improve upon and
participate in things that we care about
and appear meaningful to us. So, either
the employees are not connecting with
the mission and values of the company,
or they are unhappy in the office
environment.
5. Managers do not praise their team
members: An HR business partner
needs to ask the managers and
supervisors, “what did you do in the
past month to reward or praise your
team members?” If in return, there is
a hesitant answer or an awkward
silence, it might just be the beginning
of a grave engagement problem.
Employees who do not see their work
being recognized are unlikely to be
motivated or engaged.
6. Employees at odds and raise
complaints: Disengaged employees are
not interested in solving problems and
making progress. They often express
their lack of engagement through open
frustration and aggression. These
employees will always be at odds with
someone, and will resist new initiatives
or instructions from their manager.
7. Lack of ownership: ‘Nothing to
do with me’, ‘not my responsibility,’
‘thought someone else would do it’
are common refrains of those who
are disengaged with the company and
their role. Finding things that they do
care about in their role, even if it is
only one element, is the key to
changing the mindset of these

employees. Reallocation of duties
among a team can often revive
disengaged employees, with certain
team members thriving to do some
tasks that the others are not truly
deriving enjoyment from.

The Expectation Mismatch
A search into the motivators of the
workforce will invariably lead us to
the famous Herzberg’s two-factor
motivational theor y. Her zberg’s
findings revealed that certain
characteristics of a job are consistently
related to job satisfaction, while
certain factors are associated with job
dissatisfaction. He stated that factors
such as achievement, recognition,
responsibility and career advancement
are key motivating factors that will
help employees exceed at their work.
Whereas factors such as supervision,

company policies, work conditions,
salary were the hygiene factors, which
when absent were sure to demotivate
employees. With generations changing
at the workplace, from baby boomers
to Gen X, from Gen X to Millennials,
and now to Gen Z, we will need to
revisit motivational theories and
redefine their placement. With the
enhanced presence of the millennial
workforce and the arrival of the Gen
Z, certain factors that were seen as
motivators over the last decade are
no longer seen as motivating, but have
become the basic hygiene factors for
the multigenerational workforce.

Hygiene Factor 1:
Connectivity
Today, it is hard to find millennials/
generation Z without a smartphone,
and by 2020, it is evident that every
employee would be hooked to a smart
device. What would it look like if the
generation is to be married to their
work? What is it that would make them
wake up every morning excited to put
their nose to the grindstone another
day? Millennials want to put everything
they have into their work. Their hearts
sing because they are living their
purpose. Their minds are stimulated
by the challenge. Like Millennials, Gen
Z is a cohort of digital natives; they
have had the technology and the many
forms of communication since birth.
They are used to instant access to
information, and, like their older Gen
Y counterparts, they are continually
processing information. Like
Millennials, they prefer to solve their
own problems, and will turn to
YouTube or other video platforms for

“Employee engagement is one of the key pillars to building a great company.

Today’s dynamic and competitive environment clearly demands a lot more from

HR than it was before. From creating a robust learning and development ecosystem

across levels to ensuring employees live a healthy and rewarding life; employee

engagement plays a massive role in an organisation. Technology plays a powerful

tool here, for example online learning platforms are playing a crucial role in helping

employees unearth their potential. Creating a caring and humane environment that

offers flexibility, mentorship roles are other ways to engage employees and build

goodwill. Do not forget to recognize achievements and build a rewarding

ecosystem. Employees should feel valued and they should

cherish their journey with an organisation. Happy and

successful employees are an asset to building a successful

company.”

REENA TYAGI

Chief Human Resource Officer

Cigna TTK

Disengaged employees certainly do not
aim for maximum quality. Actively
disengaged employees will not meet

expectations. Or, they may be doing just enough
to keep themselves from getting fired. So, if there
is a degeneration or stagnation in the overall
quality, it may signal low engagement. Disengaged
employees are unlikely to take on anything
outside of what they see as their core remit.

COVER STORY

www.humancapitalonline.com◆ March 2018 � 17

tutorials to troubleshoot prior to
seeking assistance. They also place
great value on the reviews of their
peers. Fostering connectivity in the
workplace is a profound key to such
a kind of holistic happiness. For
managers with millennials on their
teams, this is great news for if they
can inspire creativity and innovation,
and if they have hired well, they are
sure to have a talented team of leaders
with some untapped potential.

Industry Practice: DreamWorks
Although employees at DreamWorks
Animation are provided with perks
such as free refreshments, paid
opportunity to decorate workspaces,
and company parties after the
completion of big projects, a practice
truly appreciated by them is if they
are encouraged to share their
personal work and projects amongst
their co-workers at such parties and
events. This makes way for
appreciation of non-work related
projects, kindles their creativity, and
makes employees feel that they are
more than just the work that they
perform. With other companies like
Google also providing employees with
the time to work and pitch their own
projects, and, this is a great way to
really tell your employees that not only
are they trusted, but that their input
and creativity is really valued.

Hygiene Factor 2: Career
Progression
Millennials grew up in a different world.
When they work at a company, money
does not merely motivate them.
Instead, they want more opportunities,
more progression, and more chances
at development. Creating individual
development plans could be the first
step in developing employees to create
a development plan. It is important to
sit down with the employee and discuss
individual interests and career goals.
Such a conversation will help identify
the developmental activities that
individuals should be undertaking.
After all, not everyone shares the same
goals or has the same perspective
about what they want to achieve in
their career.

Industry Practice: Hyatt group
of hotels
Hyatt’s high employee retention and

long tenures speak volumes in an
industry known for high employee
turnover. The focus on employee
development and promoting from
within plays a large part in this. Another
interesting practice, connected to
development, is how they empower
their employees (whom they call
associates), to listen carefully to each
other and guests, to be able to solve
problems and create new solutions,
rather than following scripts of what
to do.

Hygiene Factor 3:
Personalization
One thing Millennials are used to is
individuality. They have grown up in a
culture, which prizes nonconformity,
and they have carried this belief over
to their working lives. As employees
that value themselves as individual
talents, they expect an equally
personalized form of feedback that
addresses their strengths and
weaknesses. They also expect this from
the people they know; with 80%
Millennials saying they were seeking
regular feedback from their managers.
Such a personal and individual type of

recognition is designed to
simultaneously deliver feedback and
coaching. 95% of millennial employees
said they would work even harder if
they had learnt how their task
contributed to the company’s larger
strategy.

Industry Practice: Legal
Monkeys
This legal record management
company established a simpler, smaller
way to show employees that their hard
work is valued. The Appreciation Board
is a glass picture frame, on which
employees can write a note using a
marker, and present it to their
colleague to whom they want to show
appreciation to. Whoever receives the
board is free to keep it on display on
their desk, until they are ready to pass
it on to someone else, with each
achievement also being posted on the
company’s Facebook page to increase
visibility outside of the team.

Hygiene Factor 4: Making
the Voice Work
These days, Millennials do not just have
to agree to their job role, they also

“Building and nurturing a great work culture and environment where everyone

finds a place to bloom, every day is special, everything is learning and everyone

is involved is an achievement par excellence. The environment where employees

get excited about the organisation and feel proud of, can be created only by

enthusiastic and highly energized people who derive enjoyment from their work

and also make it a pleasure for those whom they work with. Such an engaged

workforce is the real asset of any organisation and drives it to a position of

invincibility. I am strongly convinced that the Human Resource team plays the lead

role in driving this thought process and in inculcating this as the credo of the

organisation. Experience is the edifice of every relationship and relationship is the

anvil of engagement. Furthermore, promoting and fostering strong employer-

employee relationship is fundamental to driving a great place to work experience.

The general understanding and nuances of employer-employee relations have

gone through a sea change in the recent years, thanks to a lot of progressive

thinking in Human Resource management (HRM). A strong employee employer

relationship is no longer seen as state of ‘peaceful working’, rather is a platform

for co-creating business and individual success. Respecting and valuing the

unique flavour and strength of every employee, and binding them through a

common shared vision and purpose is quintessential to forging

the said connect. A work culture that has elements of

collaboration, supportiveness, result orientation and respect

cannot but be strongly bonded.”

JOY GEORGE

Vice President – Human Resources

CDK Global (India)

C O V E R S T O R Y

18 � March 2018 www.humancapitalonline.com ◆

have to agree to the company.
Millennials are a generation who are
deeply socially aware, and will often
prioritize a company whose social
innovations they agree with, over one
with which they do not. Combined
with the fact that they are some of
the most educated employees in the
workforce, companies should strive
to let Millennials in on company
decisions as a means of recognition.
This does not have to be anything
very significant; simple things like the
company’s charitable decisions,
allowing them to choose their own
rewards allows Millennial employees
to productively exercise their opinion.
Removing barriers is a key to listening
to employees. Many organisations are
rigid in their organisational structure
and processes, which can make it
challenging to implement some cross-
functional development and facilitate
dynamic growth and high-
performance training. It is up to the
leadership to bridge the silos, knock
down walls, and design a system, that
encourages a fluid approach to learning
and working.

Industry Practice: Virgin
This multi-industry organisation has a
habit of listening to its employees, to

show that they are valued, to listen to
their opinions, and caring for their
ideas, having healthy debates and
continuously innovating. It is a win-
win; the organisation keeps learning,
and employees feel important and
engage with the organisation.

Hygiene Factor 5: Real-Time
Recognition
Millennials experience a culture of
instant gratification which is vastly
dissimilar from what the other
generations have experienced. Fuelled
by familiarity with digital media,
Millennials are most accustomed to
instantaneous reactions, and they
anticipate the same at their workplace.
Standardized recognition methods such
as annual engagement surveys are
therefore failing to resonate with
Millennials; since they are clunky,
lengthy, and do not resolve issues in
limited time. Instead, try investing in
pulse surveys that are short, powerful
and are issued frequently enough so
that you can resolve issues closer to
their emergence. This is an easy way
to recognize millennial employees, as
it specifically addresses their individual
needs and gives them a clear channel
for communication in the company.
Digital media is also extremely useful

in providing a platform for real-time
recognition. As Millennials are more
accustomed to a work life, which bleeds
into their home, companies are no
longer restricted to communication
within a strict 9-5 time frame to provide
their feedback.

Industry Practice: HCL
Technologies
HCL Technologies has started a
Happiness Index, an analytics-based
platform where people respond to a
set of statements, which helps
determine the mood of the
organisation. The system is designed
to automatically push out a short
survey to anyone who has undergone
a change of some sort. This could be
a new manager, appraisal, end of a
project etc.

Activities for enhancing
Employee Engagement
Virtual surveys: There are multiple
applications and systems that can be
used to hold online surveys for the
team members. By conducting a poll,
you can learn and analyse their
character, attitudes, patterns of
behaviour, as well as personal
preferences.
V irtual coffee break: While team
members cannot always hang out
together after work, you can still invite
them for a virtual coffee break. These
days, most public areas offer good Wi-
Fi connection, including a coffee shop.
Online gaming: Believe it or not,
playing games together can boost
teamwork in virtual teams. To
encourage healthy competition,
managers can invite their teams to play
the same online games. Not only is
this fun, it also helps smoothen the
flow of communication and improve
overall bonding to build camaraderie.
Various games available on the Internet
can be used, or even custom games
such as trivia questions related to the
business can be developed.
Encourage sharing: People cannot
always be 100 percent at work. When
we find a co-worker who does not
appear lively while responding to a
chat, as usual, there might be
something going on with them. In such
situations, we need to take some time
to put the business aside and learn
what is happening with them.
Use Social Media: While it is true that

Employee engagement is an emotional state where employees feel passionate,

energetic, and committed to their work. Thats why Employee Engagement is &

always will be the very high priority for HR department, as it leads to high

productivity, positivity and; it creates a happy environment at work. It even helps

employees to do their job effectively. Employee engagement is a very powerful

concept and; every organisation should be more focused on increasing employee

engagement activities, as its directly related to employee performance &

organisation growth. Following of the techniques that will help in employee

engagement:
� Create a fun work Culture, as fun workplace make happier employee.
� Make a culture where employees can respect their work life & personal life

both.
� Invest in both internal and external development for employees professional

growth.
� Ensure that their development is linked to organisation goal and they should

clearly be able to see where their development plan is

taking them.
� Take an active interest in employee well-being.
� Hold regular employee engagement programmes, it will

help build bridges between peers across all departments.

AKANSHA TRIPATHI

HR Head, Xapads Media.

COVER STORY

www.humancapitalonline.com◆ March 2018 � 19

we should draw clear lines of
separation between the working and
private life, it never hurts to add co-
workers on the friends list on social
media. Through social platforms like
Facebook, Twitter, Instagram, or Path,
we can gather more information about
the people we are working with.
Making recognition personal: The
most successful recognition is highly
personal. The value of highly
personalized rewards cannot be
understated, even in the case of those
tenure-based anniversary gifts. It is
also a great opportunity to reinforce
the value of sticking around for a long
time to the employees that the reward
was chosen with them in mind, or
which they can look forward to, which
works as a great motivator to keep
going during moments of low-morale.
On the other hand, having a
recognition system that stacks
employees against each other does
more harm than good. While
competing for points might motivate
the top performers to try even harder,
it can be demoralizing for those at the
bottom of the competition, and even
make employees to act poorly in order
to win.
Sounding the death knell to annual
surveys: Having a social engagement
strategy means being more
communicative with employees, and
inviting conversation about the
concerns or suggestions that they have.
In that vein, annual surveys, which
have been on the decline for years, are
really the last lingering relic of a time
where feedback was barely solicited,
and almost always never acted upon.
Employers who are committed to
collecting continuous, ongoing
feedback, and acting on it, then moving
past the annual survey into something
more real-time and iterative will
facilitate that.

Contemporary ways of
measuring Employee
Engagement
Matching up to the engagement
expectations of the hygiene factors of
generation Z and millennials, employee
engagement programmes are now built
on smart cloud data and analytics that
is measuring the employee pulse in
real time. WorldatWork, a global human
resources foundation, divulged the
findings of a study in which 54 percent

of employees said that short-term
incentives have a high impact on
engagement, while only 32 percent
cited long-term incentives. Several
companies are helping workplaces
revamp the way they reward their
employees, trading company coffee
mugs against 6-month memberships
to a local gym. Options as such, permit
the managers to hand out employee
perks online in real time, and some
also add these on the social media
platform so that the team can openly
thank their colleagues for a job well
done. Certain critical aspects that are

should occur across the entire
organisation. Develop a strategy that
encourages peer-to-peer recognition
and feedback, allowing employees to
recognize both individual and team
accomplishments. In most cases, real-
time recognition is more meaningful
than the feedback employees receive
through annual performance
conversations. However, too much
recognition can be a bad thing if it is
not linked to achievements and
contributions.

Making recognition simple and
aligned with company values: There is

“The role of employee engagement is critical for business process services

organisations like ours. As our people strive to delight customers by doing a lot

of knowledge driven processing, engagement events provide the much-needed

breather. While there is the fun@work aspect of engagement activities, the real

benefit comes in the form on enhanced bonding levels between team members,

and people leaders, as well as long term benefits such as loyalty and commitment.

We strongly believe that engaging employees is the job role of each people leader

and have created 15 clubs on topics as diverse as health and wellness, sports,

music, human resources, coding as a hobby, and innovation. These interest

based groups or clubs as we call them create a platform for

like-minded individuals to come together and builds a stronger

association with employees, besides building our employer

brand.”

JACOB JESUROON

Vice President and Head

People Function, Access Healthcare

Like Millennials, Gen Z is a cohort of
digital natives; they have had the
technology and the many forms of

communication since birth. They are used to
instant access to information, and, like their older
Gen Y counterparts, they are continually
processing information. Like Millennials, they
prefer to solve their own problems, and will turn
to YouTube or other video platforms for tutorials
to troubleshoot prior to seeking assistance.”

needed to be taken into consideration
while designing a new age employee
engagement plans are: –

Encouraging multidirectional
feedback and recognition: Recognition

nothing better than the good old face-
to-face recognition and an “atta-boy!”
Complicated programmes and
technologies are disincentives for real-
time recognition. User-friendly mobile

C O V E R S T O R Y

20 � March 2018 www.humancapitalonline.com ◆

and social tools make recognition
simple. Some platforms also integrate
with other technologies to improve
manager visibility to feedback for
coaching conversations. Employee
recognition programmes should align
with company values and business
objectives.

Working towards succession
planning for top performers: In
addition to recognition, employees
want to know if you are invested in
their careers. Recognition programmes
are a great starting point for
conversations on career growth. After
recognizing employees for hard work
and positive results, managers can
collaborate with them on a plan for
taking the next step in their career.

The platter of Employee
Engagement tools
When managers and owners are the
sole distributors of recognition and
rewards, companies put themselves at
a disadvantage. Siloed walls need to be
torn down. During times of growth
and diversification, it is very easy for
departments to come with big walls;
adding designers, developers, coders,
senior staff and recent graduates, while
an array of backgrounds and
personalities make it difficult to be
highly engaged with everyone.

Connecting new hires to the company
culture and ethos can also prove to be
more difficult. The toxicity mostly
stems from the underappreciated.
Feeling valued, wanted, appreciated,
etc., at one’s job is not some new age,
entitled generational issue. It is valid
across the board. All human beings do
their best when they feel fulfilled, and
part of feeling fulfilled is in knowing
that their efforts are seen as essential
to the company.
Peoplecart: The Peoplecart platform
aligns employee teams to
organisational priorities through agile
feedback, mobile check-ins and
instant recognition. With a
comprehensive solution of
engagement surveys, recognition of
peers for demonstrating right
behaviours and values, anytime
accessibility with a gamified mobile
technology platform, real-time insights
on engagement through customizable
tools such as People Buzz, mentor
connect, idea zone, KPI gamification
and transition clubs, this engagement
platform makes a promising choice.
Officevibe: Officevibe provides a
weekly report format that is simple
and visual, and identifies the issues
specific to the workplace. Knowing
what matters to the team and where
to focus energies on has never been

easier. Officevibe goes the extra mile
to help both you and your team
improve by pairing every identified
issue with advice and strategies to
overcome it. Because, even the best
teams have room for growth and
improvement.
Quantum Workplace: Quantum
Workplace provides an all-in-one
employee engagement software that
makes managers the central drivers of
workplace culture. Quantum
Workplaces technology gives team
leaders direct access to employee
feedback and personalized real-time
insights, so that they can make work
better every day. The software includes
features such as surveys, goals,
recognition, feedback, one-on-one, and
alerts providing a powerful solution for
team engagement and improvement.

The Platter of Reward Tools
As HR practitioners choose from the
platter of tools now available, an
important question they should answer
is “what they want out of the
programme.” While people should be
able to say thank you to each other,
rewards need to be aligned towards the
direction the company wants to go.

YouEarnedIt
This social-media based recognition
programme allows the entire team
award points to their colleagues; these
points can then be redeemed for a
variety of different rewards. They
provide a curated master catalogue of
gift cards from top retailers and
donations to a va

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