2. EMPLOYEE ENGAGEMENT
Employee engagement
is an individual’s sense
of purpose, evident to
others in the display of
personal
initiative, effort and
persistence directed
towards organizational
goals.
3. 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.
4. 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.
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’
5. TYPES OF EMPLOYEE ENGAGEMENT
•Engaged
•Not Engaged
•Disengaged
Scary Statistics
29% Engaged
54% Not Engaged
17% Disengaged
7. 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
9. TYPES OF ENGAGEMENT ACTIVITIES
Communication activities
Reward schemes
Activities to build the culture of the organization
Team building activities
Leadership development activities
11. 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.
12. 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
13. 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.
14. 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.
15. 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
16. 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.
17. 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.
18. 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.
19. 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.
20. 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.
21. 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”
22. 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
