EMPLOYEE ENGAGEMENT

SUBMITTED TO SUBMITTED BY MS POONAM SHARMA MUKTAABS, MANESAR YOGENDER YADAV

EMPLOYEE ENGAGEMENTEmployee engagement

is an individual’s sense

of purpose, evident to

others in the display of

personal initiative,

effort and persistence

directed towards

organizational goals.

EMPLOYEE ENGAGEMENT :A HISTORICAL PRESPECTIVE

EMPLOYEE ENGAGEMENT IS A RECENT CONCEPT IN HR, THOUGH IT HAS BEEN EVOLVING SINCE INDUSTRIALISAATION.ENGAGEMENT WAS ATTEMPTED THROUGH THE LOWER ORDER NEEDS IN MASLOW’S ‘HIERARCHY OF NEED MODEL’. PRODUCTION INCENTIVES, PIECES RATE WAGES ETC., WERE USED TO DRIVE INDIVIDUAL PERFORMANCE AND EMPLOYEES WERE REWARDED WHEN THEIR BEHAVIOUR HELPED ACHIEVE THE GOAL OF THE COMPANY.JAPANESE WORK METHODS LIKE tqm BASED ON CONCEPTS SUCH AS PROCESS OVER OUTCOME, GROUP DYNAMICONVER INDIVIDUAL PEEERFORMANCE AND CONSTANT CHANGE AS PART OOOF ACCEPTED REALITY, BOUGHT EMPLOYEES CLOSER TO ORGANISATIONAL ISSUES. SO, IN THIS CHANGING SCENARIO, EMPLOYEE ENGAGEMENT BEGAN TO TAKE NEW MEANING. MEETNG THE LOWER ORDER NEEDS OF MASLOW’S NEED HIERARCHY WAS NOT ENOUGH TO RETAIN EMPLOYES ANY MOR, BUT ADDRESSING THE HIGHER ORDER NEEDS BECAME THE NEED OF THE HOUR.

What is Employee Engagement ?

Engagement is the energy, passion, or ‘fire in the belly’ employees have for their employer.

Employee engagement is a step ahead than employee Satisfaction:

Belief in the organization

Desire to work to make things better

Understanding of business context and the ‘bigger picture’

Employee Engagement

The extent that an employee believes in the mission purpose and values of an organization and

demonstrates that commitment through their actions as an employee and their attitude towards

the employer and customers.

TYPES OF EMPLOYEE ENGAGEMENT •Engaged•Not Engaged•Disengaged

Scary Statistics 29% Engaged54% Not Engaged17% Disengaged

COMPONENTS OF EMPLOYEE ENGAGEMENT •Cognitive•Emotional•Behavioural

EMPLOYEE ENGAGEMENT IS INFLUENCED BY

•Employee perceptions of job importance.

•Employee clarity of job expectations.

•Career advancement/improvement opportunities.

Regular feedback and dialogue with superiors

•Quality of working relationships with peers, superiors, and

subordinates

•Perceptions of the ethos and values of the organization

ENGAGED EMPLOYEES

•Strong Relationship - Manager

•Clear Communication

•Clear Path

•Strong Relationship - Coworkers

•Strong Commitment

TYPES OF ENGAGEMENT ACTIVITIES

Communication activities

Reward schemes

Activities to build the culture of the organization

Team building activities

Leadership development activities

10 C’s ConnectCareerClarityConveyCongratulateContributeControlCollaborateCredibilityConfidence

RECENT TRANDES IMPACTING EMPLOYEE ENGAGEMENT

NO FIXED WORK SCHEDULES

TWO MAJOR RECESSION

TALENT WAR

NOW THE DEFINATION OF EMPLOYEE ENGAGEMENT

HAS EXPANDED FROM MEETING TANGIBLE NEEDS OF

EMPLOYEES TO STRENGTHENING THEIR EMOTIONAL

BONDS WITH THE ORGANISATION.

KEY INNOVATION IN EMPLOYEE ENGAGEMENT

FOCUS ON PERFORMANCE MANAGEMENT

FACILITATING EMPLOYEE LIVES

STRENGTHENING TIES WITH FAMILIES

BRIDGING GAP BETWEEN TOP MANAGEMENT AND EMPLOYEES

INTERNAL COMMUNICATION

FUN AT WORK

CARE AND SUPPORT FOR EMPLOYEE WELL-BEING

ENGAGING THROUGH CSR

HARNESSING THE SOCIAL MEDIA TO ENGAGE EMPLOYEES

FOCUS ON PERFORMANCE MANAGEMENT

PM IS TODAY A PROCESS OF ALIGNMENT, WHERE INDIVIDUAL

GOALS ARE SET IN COLLOBRATION WITH SUPERVISORS.

EMPLOYEES FEEL VALUED AS THEY SEE THEIR ROAL

IMPACTING THE ORGANISATION .

INITIATIVES LIKE CAREER PLANNING AND DEVLOPMENT HELP

ENGAGE AN EMPLOYEE IN HIS ASPIRATIONAL GOAL.

E.G.:- 3M AT 3M THE CONTRIBUTION AND DEVELOPMENT

PROCESS IS A YEAR LONG DIALOGUE BETWEEN EMPLOYEES

AND THEIR SUPERVISORS, WHERE GOAL FOR CONTRIBUTION

AND METRICS FOR PERFORMANCE ARE JOINTLY DISCUSSED

AND ADHERED TO.

FACILITIATING EMPLOYEE LIVES

Working beyond the office hours leaves an employee

with very little time for personal life. Things like flexible

working hours, remote working or working from home

option, and employee concierge play a significant role in

making lives convenient at work.

e.g.:- Google, yahoo

These companies are providing their employees

the option of working from home.

STRENGTHENING TIES WITH FAMILIES

INCLUSION OF FAMILIES IN THE EMPLOYEES’ WORK LIFE

THROUGH PROACTIVE INITIATIVES FOR INCREASING

EMPLOYEES’ BONDING WITH THE ORGANISATION.

FAMILY DAYS

RECOGNITION IN THE PRESENCE OF SPOUSES DURING

COMPANY AWARD

BRIDGING GAP BETWEEN TOP MANAGEMENT AND EMPLOYEES

COMMUNICATION HAS TODAY BECOME A3 TWO WAY

DIALOGUE BETWEEN EMPLOYEES AND THE MANAGEMENT.

IT CAN BE DONE THRUOGH FEEDBACK MECHANISMS LIKE

SURVEYS, INTRANET, ETC.

E.G.:- 3M,

3M INDIA CONDUCTS A QURTERLY SESSION WITH CEO

CALLED ‘BETWEEN US’.

BREAKFAST WITH MD SERIES IS ANOTHER PLATEFORM,

WHERE THE MANAGING DIRECTOR GETS AN OPPORTUNITY

TO INTERACT WITH EMPLOYEES FROM ALL LEVELS.

INTERNAL COMMUNICATION

• INTERNAL COMMUNICATION PLAYS A VERY IMPORTANT ROLE IN BRINGING

THE STAKEHOLDERS OF THE ORGANISATION ON THE SAME PAGE.

• THEY COMMUNICATE IMPORTANT MESSAGE THAT DRIVE THE TOP

MANAGEMENT STRATEGIES, AND THE KEY ISSUES CONCERNING

EMPLOYEES.

• NOW A DAYS INTERNET IS USED WIDELY FOR DISCUSSION, SHARING IDEAS,

FEEDBACK, ETC.

• E.G.:- 3M AT 3M INTERNAL COMMUNICATION ADDRESS ISSUES LIKE

LEADERSHIP,CAREER DEVLOPMENT ETC., THROUGH STORYTELLING.

FUN AT WORK

• THIS CONCEPT WAS INTRODUCED TO REDUCE THE WORK STRESS AND

ENCOURAGE BETTER CO-WORKER BRIDGING WITHIN AN ORGANISATION.

• INFORMAL GETTOGETHER, CULTURAL PROGRAMES AND INVITING EMPLOYEES

TO SHOWCASE TALENT

• E.G.:- GOOGLE, GOOGLE EUROPEAN ENGINEERINGHEADQUATERS AT ZURICH

IS A REFLECTION OF THE FUN AND CAMARADERIE THAT EMPLOYEES ENJOY AT

WORK,WITH INNOVATIONS LIKE LEISSURE ROOMS, SLIDES TO MOVE BETWEEN

FLOORS, ETC.

CARE AND SUPPORT FOR EMPLOYEE WELL-BEING

• TO BE PERCEIVED AS CARINGORGANISATION, THE MANAGEMENT FOCUSES A LOT ON

IMPORTANT ISSUES OF EMPLOYEE WELL BEING LIKE HEALTH AND FITNESS, SAFETY,

INVESSTMENT PLANNING.

• COMPANIES HAVE INTRODUCED INITIATIVES LIKE MEDICLAIMS, GYMING, AND

RECREATIONAL FACILITIES, HEALTH RELATED SUPPORT ETC.

• E.G.:- 3M, 3M RECENTLY CONDUCTED A STOP SMOKING PROGRAMME.

• ‘PHILIPS INNOVATION CAMPUS’ CREATIVELY COMMUNICATED THE EFFECTS OF

REPETITIVE STRAIN INJURY(RIS) AND WORK RELATED HAZARDS FOR THE BENEFIT OF

EMPLOYEES.

ENGAGING THRUOGH CSR

• CORPORATE SOCIAL RESPONSIBILITY IS A RECENT INNOVATION IN ENGAGING

EMPLOYEES WITH THE ORGANISATION.

• A STRONG COMMITMENT TOWARDS THE SOCIAL RESPONSIBILITY HAS A MEANINGFUL

IMPACT ON THE ATTITUDE OF THE EMPLOYEES RESULTING IN HIGHER ENGAGEMENT

AT WORK.

• E.G.:- TEXAS INSTRUMENTS COMPANY HAS A ROBUST EMPLOYEE VOLUNTEERING

PROGRAMME AROUND THEIR CHILD EDUCATION INITIATIVE. IN THIS EMPLOYEES

SPEND A COUPLE OF HOUR EACH MONTH AT THE NGO’S SUPPORED BY THE

COMPANY.

CONCLUSION

• TODAY, EMPLOYEE ENGAGEMENT HAS BECOME A HOLISTIC WAY OF

STRENGTHENING EMPLOYEES’ BOND WITH THE ORGANISATION.

• TRULY ENGAGED EMPLOYEE BECOME AMBASSADORS OF THE

RESPECTIVE BRADNS THEY WORK FOR AND COMMUNICATE WITH

CONFIDENCE AND PASSION.

• “HEALPING EMPLOYEE TO FEEL GOOD ABOUT HIMSELF IS A KEY TO

GET MORE DONE”

You can buy a man’s time, you can buy a man’s physical presence at a given place;

you can even buy a measured number of skilled muscular motions per hour or day;

but you cannot buy enthusiasm, you cannot buy initiative;

you cannot buy loyalty; you cannot buy devotion of hearts, minds and souls.

You have to earn these things.

Mr. Clarence Francis Chairman- General foods

THANK YOU