1. EMPLOYEE ENGAGEMENTCHALLENGES AND
OPPORTUNITIES
AOT FORUM- 18 MAR 2012

2. “WHEN
PEOPLE GO TO WORK THEY SHOULD’NT
LEAVE THEIR HEARTS AT HOME”

3. Key Issues to be addressed
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There is an increasing need to protect against
unwanted attrition and to safeguard productivity
Renew understanding of the “ voice of the workforce”
and its implication on the organizations productivity
How engaged is the workforce at Sorento healthcare(
including middle and senior management)
What are the drivers of engagement in the
organization
How can leaders in the organization establish a high
performance relationship with employees in support of
business needs
Importance of HR metrics in Employee engagement.
Social Network sites and Employee Engagement

4. GLOBAL EE STATS
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One third of global workforce is
engaged-India tops the list with 37%
and China comes at the bottom with
17%.
29% of the Indian workforce is
disengaged while 61% of the Chinese
workforce is disengaged.

5. Some Statistics
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Employees overwhelmingly want to know
that” leadership is interested in them”
43% of the employees feel that they do not
know enough about their customers.
65% of the employees feel that that they
do not know enough about competition to
b fully effective.
Only 39% of th employees know that they
are informed enough about the differences
between the companies products and those
of their competitors

6. Employees as Expertise
Resources
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67% of employees believe that there are
colleagues who can help them to do their
job better.
39% believe that they have difficulty in
locating the right people
Only 25% go frequently out side their
department to seek or share knowledge.
38 % don’t get asked for their help and
information.

7. Work force management
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24% of team members say that they do not trust
their manager enough
58% of the team are worried about benefits
84% of the mangers do not know how to measure
their team members accurately
32% of the team do not know their next move in the
company
46% of new hires leave their job within the first year.
56% of the women feel that they have been
disadvantaged at the workplace at some time or the
other.

8. Sources of Data
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Towers Perrin Study 2010
Social Knows: Employee Engagement
Statistics March 2011
Human Resources Employee
Engagement Statistics- Business and
the Geeks 2010
Blessing and White statistics 2011

9. Questions for considerationCaselet 1
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How do I feel as an individual?
How does my superior make me
feel?.
How do my peers make me feel?
How does the business and
organization make me feel?

10. What is Employee Engagement
AN EMERGENT AND WORKING CONDITION AS A POSITIVE,
COGNITIVE, EMOTIONAL AND BEHAVIOURAL WORK
ENVIRONMENT DIRECTED TOWARDS ORGANIZATIONAL
OUTCOMES- SHUCK AND WOLLARD, 2009
EMOTIONAL ENGAGEMENT+BEHAVIOURAL
ENGAGEMENT+COGNITIVE ENGAGEMENT =
ORGANIZATIONAL OUTCOMES.

11. DYNAMICS OF EMPLOYEE
ENGAGEMENT
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EMPLOYEE ENGAGEMENT IS BOTH EMOTIONAL AND RATIONAL, WITH
EMOTIONAL ENGAGEMENT BEING THE MORE VALUABLE OF THE TWO.
ENGAGEMENT IS CRITICAL TO PERFORMANCE AND RETENTION
ENGAGEMENT IS A CHARACTERISTIC NOT OF GROUPS BUT OF INDIVIDUAL
PEOPLE TO BE WON OR LOST, IMPROVED OR DIMINISHED, BY THEIR
ORGANIZATION.
ORGANIZATIONS WITH A HIGHLY ENGAGED WORKFORCE HAVE ALMOST
10 TIMES AS MANY COMMITTED, HIGH-EFFORT WORKERS AS THOSE WITH
A LOW-ENGAGEDWORKFORCE.
THE MANAGER/LEADER IS MOST IMPORTANT AS THE ENABLER OF
EMPLOYEES’ COMMITMENT TO THEIR JOBS, ORGANIZATIONS, AND
TEAMS.
ENGAGED EMPLOYEES PROVIDE A HIGH ENERGY WORKING ENVIRONMENT
AN ENGAGED EMPLOYEE IS AWARE OF THE BUSINESS CONTEXT
ORGANIZATION RESPECTS THE PERSONAL ASPIRATIONS AND AMBITIONS
OF THE EMPLOYEE
FULLY ENGAGED- ALMOST ENGAGED- HAMSTERS- CRASH AND BURNDISENGAGED

12. HR METRICS IN EMPLOYEE ENGAGEMENT
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Accurate analysis and measurement of human capital(70% of a company’s
costs are labour related)
Justification of how workforce investments impact business performance
Clearly defined KPIs
Identification of specific leadership performances that drive employee
engagement
Measure leadership performance through 360 degree feedback
Measure employee engagement thru Employee Opinion Survey
Planning and organizing of work environment thru prioritization, sense of
accomplishment, sense of pride, setting clear expectations.
Ensure objectives established within areas of expertise are consistent with
companies values, policies and practices
Provide coaches and mentors who have skills in the unique drivers of
engagement
Generate interview/selection tools/hiring procedures which probe for specific
behaviours..

13. What is Leadership?
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Leadership is the ability of an
individual to secure the WILLING
compliance of his/her subordinates
towards goal achievement in a given
situation.
Leadership is the ability to see reality
as it really is and to mobilize the
appropriate response
Winning leadership is building into the
future by developing the abilities of
others.

14. Some statistics on leadership
Only 38% of employees that leaders have a
sincere interest in their well being
 Only 47% think that their leaders are
trustworthy
 Only 42% think that leaders inspire and
engage them
 61% question whether leaders deal
effectively with poor performance
 Only 42% think that senior management
encourages development of talent
Source- Are Employees Engaged? Performance
Solutions Group Survey 2010
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15. LEADERSHIP MUST ENSURE----
TRUST
ENGAGEMENT
CONFIDENCE
COMMUNICATION

16. WHAT IS TRUST--TRUST MEANS YOU BELIEVE THAT
EMPLOYEES HAVE :
 THE REQUISITE SKILLS AND KNOWLEDGE
 CAN ACCURATELY JUDGE STRENGTHS AND
LIMITATIONS
 THEY DO NOT ACT PRIMARILY FROM SELF
INEREST
 THEY MAINTAIN THEIR CONFIDENCE
 THEY FOLLOW THROUGH ON
COMMITMENTS
 ARE TRUTHFUL.

17. TO BUILD TRUST--
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AVOID MICROMANAGING
REVEAL YOURSELF AS A HUMAN BEING
WITH VISIBLE FLAWS BUT WITH VALUES
AND UNIQUE STRENGTHS THAT DRAW
PEOPLE TOWARDS YOU.
DO WHAT YOU SAY
STAY VISIBLE
DO NOT COMPROMISE OR BACK TRACK
CHANGE FOR THE BETTER AS AN ONGOING
PROCESS

18. BUILDING CONFIDENCE
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Need to value employee contribution to
mission/organizational goals
Give reason to believe that the company has a future
Align employee interests with organizational interests
Create employee ambassador
Reaction to external criticism
Create one voice
Face to face communication( hi tech will never replace high
touch)
Importance of the feel good factor- flow theory
Effective communication with others stakeholders
Productive and open organization culture
Rewards and recognition for challenging
tasks/achievements

19. COMMUNICATION
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CONSIDER AND COMMUNICATE WHAT EMPLOYEES WANT
TO HEAR- NOT JUST WHAT YOU NEED TO SAY
GIVE TOP PRIORITY TO CLIENT AND STAKE HOLDER
COMMUNICATION- USE OF SOCIAL MEDIA?
DO NOT AVOID DIFFICULT /CONTROVERSIAL ISSUES AND
RETREAT FROM EMPLOYEE EMOTIONS- ACKNOWLEDGE
EMOTIONS SINCERELY
ASK FOR FEEDBACK AND RESPOND CAREFULLY
CREATE SHARED HOPE
EXPRESS GRATITUDE SINCERELY
HAVE AN OPEN DOOR POLICY
TAKE ACCOUNTABILITY

20. Are you Engaged??
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Are you personally engaged?
Do you know why you come to work each day?
What personal values do you bring to the workplace?
Are you clear on the direction that the organization is
taking?
Are you involved in ”mission critical” stretch projects?
Are you encouraged to apply your unique talents and
and interests to make a difference in the
organizations success?
Where would you like your organization to be- what
would be your personal contribution to that vision?

21. Broad Spectrum Values
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Respect voice of dissent from whichever quarter- it is
an important input
Courage to listen objectively and with positivity to not
so encouraging news
“ Humility” on firm grounds at all levels
Abstain from the tempting repast of success- build
equanimity
Success is a journey not a destination- nurture
creativity
Success in leadership lies in challenging the human
mind day in and day out
Have an insatiable ambition to scale greater
heights( Level V leadership)