Eployee Engagement

8/9/2019 Eployee Engagement

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EMPLOYEE ENGAGEMENT IN IT SECTOR

RASHI SHARAN - PGDM (HR) 2nd Year Student SWATEE SARANGI - Assistant Professor Senior grade

R.K.SRIVASTAVA - Professor



Roadmap for the presentation:

Objectives of the study Literature Review Research Methodology Limitations of the study

Findings Conclusions



Objectives of the study :

To explore the Employee Engagement

Practices in the IT sector To conceptualize an Employee Engagement model which would benefit

business organizations



Importance of the study:

Employee Engagement : harnessing of organizational members selves to their work roles

Importance: helps in better talent management of employees

disengagement or alienation is central to the problem of workers lack of commitment and

motivation

engaged employees are more profitable, productive, focused, have fun and less likely to leave the

company

closely linked to employee turnover, customer satisfaction, loyalty, productivity, safety and

profitability criteria.

IT industry: facing external challenges as well as internal ones arising

from the changes in client and geography mix and poor revenue visibility



Literature Review

Kahn (1990): harnessing of organizational

members selves to their work roles

psychological meaningfulness how meaningful is

it for me to bring myself into this performance ? psychological safety how safe is it to do so ?

psychological availability how available am I to do so?

Konard (2006): Engagement is reflected when

employees express themselves physically, cognitively and emotionally while executing their roles



Literature Review

Woodruffle (2006) ways to engage employees: Advancement Autonomy Civilized treatment

Employer commitment Environment Exposure to senior people Awarding of due praise

Availability of support Feeling of being challenged Feeling of being trusted Feeling of working

for a good and reliable organization Feeling of working on useful assignments Respecting work/life

balance



Literature Review

Pasquale Mazznca- Hamitton Davenport Partners

(2007): Five steps to employee engagement

clearing expectations regarding the job career advancing/ learning and development

opportunities regular feedback perception of values, missions and vision quality of working

relations

B Medlin et. al. (2008): relationship between goal-

setting, optimism, and engagement and the impact on individual employee performance

organizations that feature formal, structured goal-setting

processes leads to higher levels of employee engagement higher levels of employee engagement

lead to increased employee optimism strong workplace optimism in turn leads to improved

employee performance



Measurement of Employee Engagement

Gallup has categorized Engagement Employees in three categories: Engaged--"Engaged" employees

are builders.

want to know the desired expectations for their role naturally curious about their company and

their place in it perform at consistently high levels use their talents and strengths at work everyday work with passion and they drive innovation

Not Engaged---Not-engaged employees tend to concentrate on tasks

rather than the goals and outcomes they are expected to accomplish.

want to be told what to do just so they can do it and say they have finished focus on

accomplishing tasks vs. achieving an outcome

Actively Disengaged--The "actively disengaged" employees are the "cave

dwellers."

Consistently against Virtually Everything not just unhappy at work; they're busy acting out their

unhappiness sow seeds of negativity at every opportunity.



Source: Blessing Whit



Research Methodology:

Review of secondary literature concerning

Employee Engagement practices in the IT sector An exploratory study based on the area of study





Employee Engagement at Google

The top 10 reasons to work at Google:

Lend a helping hand Life is beautiful Appreciation is the best motivation Work and play are not

mutually exclusive We love our employees, and we want them to know it Innovation is our

bloodline Good company everywhere you look Uniting the world, one user at a time Boldly gowhere no one has gone before There is such a thing as a free lunch after all





Initiatives at HCL Infosystems

Selection: Choosing the right fit and giving a realistic job preview Training & Development:

Rigorous training and development, from

technical to soft skills to leadership development programmes. Strong induction and orientation

programme. Online learning programmes like enable@HCL, TechForum, e-Kaksh, and i-Learn

complement classroom training

Focus on learning: A lot of investment in employee-focused resources (e-

learning) and creating libraries for employees, holding workshops

Incentives: To keep up the morale of people and drive them towards

excellent performance, HCL has various incentives such as recognition letters, profit sharing

schemes, long performance awards, ESOPS



EE @ HCL contd..

Work-life Balance: To maintain a balance between personal/professional

lives, there are recreational activities like festivities@HCL, get-togethers@HCL

Innovation: To innovate and nurture your own business ideas by getting

support and guidance from the company itself. Innovate@hcl is one such eforum that enables

employee involvement and participation towards innovations in their work environment and beyond

360-degree feedback: The employees also look at aspects of the managers

performance, strategic vision, ability to communicate, problem-solving skills, responsiveness. Theresults of the survey (the rankings and comments) are then aggregated and published online for

everyone to see

Career Planning: HCL has a programme called Mindia TechXperts, which is a

fast-track career growth programme launched to identify and groom young engineers for leadership

positions in 18 months. There is the Learn from Leaders programme where senior managers

impart valuable lessons to employees



EE @ HCL contd..

Employee-management interface: It reduces the gap between

the manager and the employee. Direct Q&A link with the President himself, who is to respond within

a given time frame

New Initiatives: Some of the new initiatives include MyPal, Three

Cheers, Wellness Programme, Little Mindian and Bring a Smile Programme while some of the

existing ones are preventive health check-ups, yoga classes and employee relief fund. Another

Employee Engagement initiative is iPerform, an online performance management system that tracks

results achieved through daily, weekly, monthly and quarterly reviews

Automation: The company has now automated its HR functions and

set up portals to enable faster flow of information

Culture: An open and transparent culture to empower its people and

develop entrepreneurs. Regular feedback to all employees



Recommended Model Of Employee Engagement



Limitations of the study :

The study includes only three IT sector

companies which may not be representative all business organizations in the same sector.



Conclusion

Employees that deliver stellar performance

do not just walk the extra mile; they desire to walk the extra mile. And organizations that harness

such engagement are the ones that are able to build buoyant workplaces, no matter whether the

times are of stability, growth or crisis. Such sustainable employee engagement imprint requires

robust pillars of conducive organizational culture, HR and Communication strategies.





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Eployee Engagement