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                 HR Special survey

         Engage The Employee
                            THE QUEST TO FIND THE BEST WAY TO RETAIN EM-         they believed would most influence their con-
           Figuring         ployees has taken HR pundits through concepts        tribution at work. Again, the top three items for
                            such as employee reviews, employee satisfac-         Indian workers match the top three global re-
          just how          tion and employee delight. The latest idea is        quests: Development opportunities and train-
                            employee engagement, a concept that holds            ing (26 per cent); regular, specific feedback
         much of a          that it is the degree to which an employee is        about how I’m doing (25 per cent); and greater
                            emotionally bonded to his organisation and           clarity about what the organisation needs me to
          worker’s          passionate about his work that really matters.       do and why (22 per cent).
                               The BW-HR Anexi BlessingWhite Employee            Retention: In 2008, HR executives in India
         heart is in        Engagement Survey 2008 shows significant             continue to struggle with talent management
            the job         differences between what motivates workers in
                            India and what motivates workers in other
                                                                                 issues, particularly retention. Yet, when asked
                                                                                 the question, “Assuming you have a choice, do
                            countries. The term ‘employee engagement’            you plan to remain with your organisation
                            represents an alignment of maximum job satis-        through 2008?”, 65.54 per cent said “yes”.
                            faction with maximum job contribution. By               Clearly, Indian employees expect opportunity
                            plotting a given population against these two        and a chance to partake in the action. But the
                            axes, we identified five distinct employee seg-      real test for Indian companies is still to come:
                            ments: (a) Fully engaged (b) Almost engaged          can these levels of engagement be sustained in
                            (c) Honeymooners & hamsters (d) Crash &              a downturn? Will the employees be ready
                            burn and (e) Disengaged. The global survey           when market demands change and companies
                            shows that 34 per cent of the employees in India     need to react? Building an engaged and loyal
                            are fully engaged and 13 per cent disengaged.        workforce today will help weather the chal-
                            As many as 29 per cent are ‘almost engaged’.         lenges of tomorrow.

                            Focus On Employee Engagement
                            Engagement by industry: With the exception           Heights Of Engagement
                            of the government sector (which has relatively       People higher up in the organisation expect-
                            low engagement levels in all countries), some        edly show higher levels of engagement as
                            high-tech industries (pharma, biotech) score         they are closer to the centres of decision
                            low whereas some service-focused industries          making, have more say in the direction of the
                            (retail, consumer products) score high.              organisation and presumably were promoted
                            Engagement by level: Our survey shows that           at least partly on the basis of their ability to
                            people higher up in the organisation experience      deliver in tune with the organisation’s goals.
                            higher engagement. However, there is a drop in       Another clearly observable pattern is that
                            engagement past the vice-president level.            there is a drop in the level of engagement
                            Engagement by gender: The survey reveals a           past the VP level.
                            large disparity between men and women: Men
                            count 8 per cent more fully engaged and 6 per         Administrative/Clerical 13 11 16          32        28   %
                            cent less disengaged than women.
                                                                                  Specialist/Professional 16 11 16          28        29   %
                            What Employees Want
                            Factors influencing satisfaction: In the sur-        Team Leader/Tech Lead 13 11 10            30     36       %
                            vey, respondents were asked to pick one of eight
                            factors that they believed would most influence            Manager/Supervisor 11 11 11         31     36       %
                            their satisfaction at work. Career development
                            opportunities and training (30 per cent), more                       Director 9 10 12     25         44        %
                            challenging work (20 per cent), and more op-
                            portunities to do what I do best (19 per cent)       Vice President or above 12 7 11      24         46        %
                            were the three factors at the top of Indian work-
                            ers’ wish lists, consistent with the top three              The engaged       Almost engaged
                            global demands.                                             Honeymooners & hamsters       Crash & burners
                            Factors influencing contribution: Respon-
                            dents were asked to pick the single top item                Disengaged


                                                     5 MAY 2008   32   BUSINESSWORLD
cover-HRA Report.qxd       4/24/2008       7:12 PM       Page 3




         Indians Workers More Satisfied
      Taking global figures into account, it can be said that Indian workers
      are among the most focused and satisfied in the world. Slightly more
      than a third (34 per cent) of the employees in India are fully engaged
                                                                                                  29%
                                                                                                is the percentage of
      while 13 per cent of them are disengaged. The economic growth in                          employees in India
      India is such that opportunities are aplenty for the respondent popu-                     who figure in the ‘al-
      lation. Therefore, pay and growth opportunities rate highly in their list                 most engaged’ cate-
      of expectations.                                                                          gory. It is slightly
                                                                                                more than the global
      Region        Disengaged      Honeymooners Crash          Almost engaged       Fully
                                                                                                average of 28 per
                                     & hamsters  & burn                            engaged
                                                                                                cent. China scores
      India             13%             13%            11%            29%           34%         the highest on this
      South AF.         11%             14%            18%            26%           31%         count, with 32 per
      NA                19%             12%            13%            27%           29%         cent of its employees
      AU NZ             20%             18%            12%            24%           26%         falling in the ‘almost
      Europe            21%             15%            13%            28%           23%         engaged’ category.
      SEA               21%              9%            18%            31%           22%
      China             33%              9%            16%            32%           10%
      Other
      Grand Total
                        36%
                        18%
                                         7%
                                        12%
                                                        7%
                                                       13%
                                                                      27%
                                                                      28%
                                                                                    24%
                                                                                    29%
                                                                                                  18%
                                                                                                is the percentage of
                    Engagement By Gender                                                        complete disengage-
      The level of engagement seen in terms of gender classification shows                      ment among the fe-
      some interesting trends. There is a considerable disparity in                             male working popu-
      engagement when it comes to employees of different genders. Eight                         lation, compared to
      per cent more men than women are fully engaged. Apart from that, it                       12 per cent among
      is also revealed by the findings that as much as 6 per cent less                          men. The percentage
      members of the male population are disengaged than members of the                         of female employees
      female population.                                                                        in the ‘crash and
                                                                                                burn’ category is also
                        Fully        Almost        Newlyweds      Crash &       Disengaged      slightly more than
                      engaged       engaged        & hamsters       burn                        that of men at 10 per
      Female            28%             29%            14%            12%           18%         cent. Female work-
      Male              36%             29%            12%            10%           12%         ers are thus clearly
      Grand Total       34%             29%            13%            11%           13%         behind in their levels
                                                                                                of engagement.


                    Employees Seek More Challenging Assignments
      Each person surveyed was asked to pick the single top item that he or she believed would most influence satisfaction
      at work. Across regions, the Indian working population lists three items as the most important for satisfaction at the
      workplace. They are, in order of priority: career development opportunities and training, more challenging work and
      more opportunities to do what the particular employee thinks he or she can perform best at. In this respect, the Indian
      employee’s wishes match the top three global demands.

                                                                                          Greater
                                                                                          clarity
                                                                       Greater clari-     about
                                                                       ty about my        what the       Improved
                    Career                           More              own work           organisation   cooperation   More say in   A better
                    development      More            opportunities     preferences        needs          among         how my        relationship
                    opportunities    challenging     to do what        and career         me to do –     my            work gets     with my
                    and training     work            I do best         goals              and why        co-workers    done          manager

      India           30.03%          20.09%            19.33%                10.74%         7.71%          4.47%         4.04%        3.58%
      Grand Total     28.22%          12.24%            23.80%                 9.80%         8.28%          7.39%         5.43%        4.82%


                                                                 5 MAY 2008   33   BUSINESSWORLD
cover-HRA Report.qxd    4/24/2008       7:12 PM    Page 4




                     HR Special survey
         Opportunities To Develop Are Sought After At All Levels
      Career development opportunities are a huge expectation of Indian workers, clearly emerging as the number one
      request for employees at all levels of engagement. Offering challenging work would build engagement with the
      ‘newlyweds & hamsters’ segment, and also help sustain the engagement level of those who are already fully engaged.

                                                               Fully    Almost      Newlyweds        Crash &     Disengaged        Grand
                                                             engaged   engaged      & hamsters         burn                         total
       Career development opportunities and training        26.25%       27.45%           28.67       32.06%       31.13%         30.03%
       More challenging work                                15.63%       18.82%          20.33%       16.98%       24.75%         20.09%
       More opportunities to do what I do best              20.31%       19.22%          18.00%       19.18%       19.61%         19.33%

       Greater clarity about my own work preferences        10.31%       12.94%          11.67%       11.57%        9.19%         10.74%
       and career goals

       Greater clarity about what the organisation needs 13.13%           8.63%           9.67%        6.88%        5.27%          7.71%
       me to do – and why
       Improved cooperation among my co-workers              5.63%        5.88%           4.00%        4.69%        3.55%          4.47%
       More say in how my work gets done                     5.00%        3.14%           3.67%        4.10%        4.04%          4.04%
       A better relationship with my manager                 3.75%        3.92%           4.00%        4.54%        2.45%          3.58%
       Grand Total                                          100.00%     100.00%         100.00%      100.00%      100.00%        100.00%


          Would You Remain With Your Employer Through 2008?
      When asked, “Assuming you have a choice, do you plan to remain with your organisation through the 2008 year?”, the
      Indian working population was found to be more engaged than the global workforce. The proportion of Indian workers
      saying they would “probably stay” is lower than the global and is tied not to dissatisfaction at work but to more oppor-
      tunity in a growing economy. An important revelation is that an employee being fully engaged is less of a guarantee of
      retention in India.
                                                             Fully      Almost          Newlyweds     Crash &    Disengaged       Grand
                                                           engaged     engaged          & hamsters      burn                       total
                                No way                      17.81%     9.02%              3.00%         1.02%        2.08%          4.76%
           No Way,
                                Probably stay               49.06%     49.02%            29.67%        28.84%       16.79%         29.70%
             Say
                                Yes, definitely             33.13%     41.96%            67.33%        70.13%       81.13%         65.54%

        4.76%                  Figures for Indians (above) and for non-Indians (global figures, without India) below
                                No way                      21.89%     11.71%             5.57%         3.33%        0.81%          7.83%
                                Probably                    48.51%     50.78%            39.51%        31.02%       14.79%         33.97%
           In India
                                Yes, definitely             29.60%     37.52%            54.92%        65.65%       84.41%         58.20%


                                    What Influences Employees’ Contribution?
                               In their own words, development opportunities and training influence Indian employees’
                               contribution the most. Notably, relationships with co-workers and managers, while higher than
                               global figures, do not rank the highest on most people’s wish list. An important global conclu-
                               sion drawn is that it is not the quality of relationships that hinders employee engagement, but
                               rather the lack of time invested in clarity and coaching to gain people’s engagement.

                                                                       Greater clari-
                                                           Regular,    ty about what
                                                           specific    the organisa-    Better com-             A better       A coach or a
                                             Development feedback      tion needs       munication              relationship   mentor
                                             opportunities about how   me to do –       with my     More        with my co-    other than
                                             and training I’m doing    and why          manager     resources   workers        my manager

                               India              26.28%    25.32%       21.74%           7.41%        7.25%        7.25%         4.76%
                               Global             20.35%    20.34%       18.54%           6.77%       17.78%        4.81%        11.41%
cover-HRA Report.qxd      4/24/2008     7:12 PM      Page 5




               Finer Nuances Of Factors Influencing Performance
     While we find the same three items — development opportunities and training, regular feedback about how I’m doing
     and greater clarity about what the organisation needs me to do and why — in the top of each segment’s list, one can
     observe a clear shift from “greater clarity” for those low on the satisfaction scale to “regular, specific
     feedback” for those higher on the satisfaction scale.

                                                              Disengaged      Crash      Newlyweds       Almost       Fully    Grand
                                                                              & burn     & hamsters     engaged     engaged     total
       Development opportunities and training                  24.69%        27.84%          24.67%      27.23%     26.23%    26.28%
       Regular, specific feedback about how I’m doing          14.69%        15.29%          21.33%      29.28%     30.76%    25.32%
       Greater clarity about what the organisation             31.88%        23.92%          26.67%      18.01%     18.38%    21.74%
       needs me to do – and why
       Better communication with my manager                     7.50%         9.02%          8.00%        6.30%      7.60%     7.41%
       A better relationship with my co-workers                 9.06%         7.45%          5.67%        8.05%      6.37%     7.25%
       More resources                                           5.31%         9.80%          6.67%        6.73%      7.84%     7.25%
       A coach or a mentor other than my manager                6.88%         6.67%          7.00%        4.39%      2.82%     4.76%

       Grand Total                                             100.00%       100.00%      100.00%       100.00%     100.00%   100.00%



                                 SURVEY METHODOLOGY
      Between January and March 2008, Blessing-              HR Anexi’s Engagement Survey team sent in-
      White, a global consulting firm based in the US,    vites to over 4,500 companies across India. The
      in partnership with HR Anexi, a leading HR con-     survey link was e-mailed to individuals repre-
      sulting firm based in Mumbai, collected global      senting a cross-section of job functions, job ti-
      responses to an online survey. The objective of     tles, and industries.
      the study was to analyse worldwide employee            It was also posted or distributed through pro-
      engagement trends.                                  fessional networking sites and blogs. Globally,
         BlessingWhite’s global survey results in         the survey was conducted in the English lan-
      2004 and 2006 determined that the majority of       guage, but it was also made available in several
      employees liked their work but were not neces-      other languages, such as Thai, Chinese and
      sarily focused on what mattered most to the or-     Japanese.
      ganisation. Last year’s findings suggested that,       The online survey was designed to be com-
      despite a majority (60 per cent) saying they        pleted in less than 10 minutes and consisted of
      planned to remain with their employers, a dis-      19 multiple-choice questions and two optional
      appointing portion of those employees (21 per       write-ins. Everyone answered the first 16 items.
      cent) was truly engaged.                            The remaining items differed based on respon-
         This year’s survey was designed to revisit and   dents’ answers to question 16, which inquired
      build on the themes of past surveys. The survey     about plans to stay with their employer through
      wanted to explore:                                  the 2008 year.
      I Will employees stay? Why or why not?                 While the demographic questions were not
      I How do they feel about their organisation and     compulsory, only respondents who provided
      their organisation’s direction?                     full demographic details were included in the
      I How do they feel about their jobs?                report.
      I What can most improve their satisfaction and         To round off the employee perspective, 40 in-
      performance?                                        terviews were conducted with HR and line lead-
      I Are their talents being maximised — and           ers. The interviews centred on employee en-
      focused on what matters the most?                   gagement challenges and the best practices of
      I What do they think about their relationship       organisations and HR departments — as well as
      with their manager?                                 the actions that individual leaders take every
      I What evidence of employee engagement              day to create engaged teams.
      initiatives do they see at play in their
      organisations?                                               For the full survey, log on to www.hranexi.com


                                                          5 MAY 2008    35   BUSINESSWORLD

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Hr special survey

  • 1. cover-HRA Report.qxd 4/24/2008 7:12 PM Page 2 HR Special survey Engage The Employee THE QUEST TO FIND THE BEST WAY TO RETAIN EM- they believed would most influence their con- Figuring ployees has taken HR pundits through concepts tribution at work. Again, the top three items for such as employee reviews, employee satisfac- Indian workers match the top three global re- just how tion and employee delight. The latest idea is quests: Development opportunities and train- employee engagement, a concept that holds ing (26 per cent); regular, specific feedback much of a that it is the degree to which an employee is about how I’m doing (25 per cent); and greater emotionally bonded to his organisation and clarity about what the organisation needs me to worker’s passionate about his work that really matters. do and why (22 per cent). The BW-HR Anexi BlessingWhite Employee Retention: In 2008, HR executives in India heart is in Engagement Survey 2008 shows significant continue to struggle with talent management the job differences between what motivates workers in India and what motivates workers in other issues, particularly retention. Yet, when asked the question, “Assuming you have a choice, do countries. The term ‘employee engagement’ you plan to remain with your organisation represents an alignment of maximum job satis- through 2008?”, 65.54 per cent said “yes”. faction with maximum job contribution. By Clearly, Indian employees expect opportunity plotting a given population against these two and a chance to partake in the action. But the axes, we identified five distinct employee seg- real test for Indian companies is still to come: ments: (a) Fully engaged (b) Almost engaged can these levels of engagement be sustained in (c) Honeymooners & hamsters (d) Crash & a downturn? Will the employees be ready burn and (e) Disengaged. The global survey when market demands change and companies shows that 34 per cent of the employees in India need to react? Building an engaged and loyal are fully engaged and 13 per cent disengaged. workforce today will help weather the chal- As many as 29 per cent are ‘almost engaged’. lenges of tomorrow. Focus On Employee Engagement Engagement by industry: With the exception Heights Of Engagement of the government sector (which has relatively People higher up in the organisation expect- low engagement levels in all countries), some edly show higher levels of engagement as high-tech industries (pharma, biotech) score they are closer to the centres of decision low whereas some service-focused industries making, have more say in the direction of the (retail, consumer products) score high. organisation and presumably were promoted Engagement by level: Our survey shows that at least partly on the basis of their ability to people higher up in the organisation experience deliver in tune with the organisation’s goals. higher engagement. However, there is a drop in Another clearly observable pattern is that engagement past the vice-president level. there is a drop in the level of engagement Engagement by gender: The survey reveals a past the VP level. large disparity between men and women: Men count 8 per cent more fully engaged and 6 per Administrative/Clerical 13 11 16 32 28 % cent less disengaged than women. Specialist/Professional 16 11 16 28 29 % What Employees Want Factors influencing satisfaction: In the sur- Team Leader/Tech Lead 13 11 10 30 36 % vey, respondents were asked to pick one of eight factors that they believed would most influence Manager/Supervisor 11 11 11 31 36 % their satisfaction at work. Career development opportunities and training (30 per cent), more Director 9 10 12 25 44 % challenging work (20 per cent), and more op- portunities to do what I do best (19 per cent) Vice President or above 12 7 11 24 46 % were the three factors at the top of Indian work- ers’ wish lists, consistent with the top three The engaged Almost engaged global demands. Honeymooners & hamsters Crash & burners Factors influencing contribution: Respon- dents were asked to pick the single top item Disengaged 5 MAY 2008 32 BUSINESSWORLD
  • 2. cover-HRA Report.qxd 4/24/2008 7:12 PM Page 3 Indians Workers More Satisfied Taking global figures into account, it can be said that Indian workers are among the most focused and satisfied in the world. Slightly more than a third (34 per cent) of the employees in India are fully engaged 29% is the percentage of while 13 per cent of them are disengaged. The economic growth in employees in India India is such that opportunities are aplenty for the respondent popu- who figure in the ‘al- lation. Therefore, pay and growth opportunities rate highly in their list most engaged’ cate- of expectations. gory. It is slightly more than the global Region Disengaged Honeymooners Crash Almost engaged Fully average of 28 per & hamsters & burn engaged cent. China scores India 13% 13% 11% 29% 34% the highest on this South AF. 11% 14% 18% 26% 31% count, with 32 per NA 19% 12% 13% 27% 29% cent of its employees AU NZ 20% 18% 12% 24% 26% falling in the ‘almost Europe 21% 15% 13% 28% 23% engaged’ category. SEA 21% 9% 18% 31% 22% China 33% 9% 16% 32% 10% Other Grand Total 36% 18% 7% 12% 7% 13% 27% 28% 24% 29% 18% is the percentage of Engagement By Gender complete disengage- The level of engagement seen in terms of gender classification shows ment among the fe- some interesting trends. There is a considerable disparity in male working popu- engagement when it comes to employees of different genders. Eight lation, compared to per cent more men than women are fully engaged. Apart from that, it 12 per cent among is also revealed by the findings that as much as 6 per cent less men. The percentage members of the male population are disengaged than members of the of female employees female population. in the ‘crash and burn’ category is also Fully Almost Newlyweds Crash & Disengaged slightly more than engaged engaged & hamsters burn that of men at 10 per Female 28% 29% 14% 12% 18% cent. Female work- Male 36% 29% 12% 10% 12% ers are thus clearly Grand Total 34% 29% 13% 11% 13% behind in their levels of engagement. Employees Seek More Challenging Assignments Each person surveyed was asked to pick the single top item that he or she believed would most influence satisfaction at work. Across regions, the Indian working population lists three items as the most important for satisfaction at the workplace. They are, in order of priority: career development opportunities and training, more challenging work and more opportunities to do what the particular employee thinks he or she can perform best at. In this respect, the Indian employee’s wishes match the top three global demands. Greater clarity Greater clari- about ty about my what the Improved Career More own work organisation cooperation More say in A better development More opportunities preferences needs among how my relationship opportunities challenging to do what and career me to do – my work gets with my and training work I do best goals and why co-workers done manager India 30.03% 20.09% 19.33% 10.74% 7.71% 4.47% 4.04% 3.58% Grand Total 28.22% 12.24% 23.80% 9.80% 8.28% 7.39% 5.43% 4.82% 5 MAY 2008 33 BUSINESSWORLD
  • 3. cover-HRA Report.qxd 4/24/2008 7:12 PM Page 4 HR Special survey Opportunities To Develop Are Sought After At All Levels Career development opportunities are a huge expectation of Indian workers, clearly emerging as the number one request for employees at all levels of engagement. Offering challenging work would build engagement with the ‘newlyweds & hamsters’ segment, and also help sustain the engagement level of those who are already fully engaged. Fully Almost Newlyweds Crash & Disengaged Grand engaged engaged & hamsters burn total Career development opportunities and training 26.25% 27.45% 28.67 32.06% 31.13% 30.03% More challenging work 15.63% 18.82% 20.33% 16.98% 24.75% 20.09% More opportunities to do what I do best 20.31% 19.22% 18.00% 19.18% 19.61% 19.33% Greater clarity about my own work preferences 10.31% 12.94% 11.67% 11.57% 9.19% 10.74% and career goals Greater clarity about what the organisation needs 13.13% 8.63% 9.67% 6.88% 5.27% 7.71% me to do – and why Improved cooperation among my co-workers 5.63% 5.88% 4.00% 4.69% 3.55% 4.47% More say in how my work gets done 5.00% 3.14% 3.67% 4.10% 4.04% 4.04% A better relationship with my manager 3.75% 3.92% 4.00% 4.54% 2.45% 3.58% Grand Total 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% Would You Remain With Your Employer Through 2008? When asked, “Assuming you have a choice, do you plan to remain with your organisation through the 2008 year?”, the Indian working population was found to be more engaged than the global workforce. The proportion of Indian workers saying they would “probably stay” is lower than the global and is tied not to dissatisfaction at work but to more oppor- tunity in a growing economy. An important revelation is that an employee being fully engaged is less of a guarantee of retention in India. Fully Almost Newlyweds Crash & Disengaged Grand engaged engaged & hamsters burn total No way 17.81% 9.02% 3.00% 1.02% 2.08% 4.76% No Way, Probably stay 49.06% 49.02% 29.67% 28.84% 16.79% 29.70% Say Yes, definitely 33.13% 41.96% 67.33% 70.13% 81.13% 65.54% 4.76% Figures for Indians (above) and for non-Indians (global figures, without India) below No way 21.89% 11.71% 5.57% 3.33% 0.81% 7.83% Probably 48.51% 50.78% 39.51% 31.02% 14.79% 33.97% In India Yes, definitely 29.60% 37.52% 54.92% 65.65% 84.41% 58.20% What Influences Employees’ Contribution? In their own words, development opportunities and training influence Indian employees’ contribution the most. Notably, relationships with co-workers and managers, while higher than global figures, do not rank the highest on most people’s wish list. An important global conclu- sion drawn is that it is not the quality of relationships that hinders employee engagement, but rather the lack of time invested in clarity and coaching to gain people’s engagement. Greater clari- Regular, ty about what specific the organisa- Better com- A better A coach or a Development feedback tion needs munication relationship mentor opportunities about how me to do – with my More with my co- other than and training I’m doing and why manager resources workers my manager India 26.28% 25.32% 21.74% 7.41% 7.25% 7.25% 4.76% Global 20.35% 20.34% 18.54% 6.77% 17.78% 4.81% 11.41%
  • 4. cover-HRA Report.qxd 4/24/2008 7:12 PM Page 5 Finer Nuances Of Factors Influencing Performance While we find the same three items — development opportunities and training, regular feedback about how I’m doing and greater clarity about what the organisation needs me to do and why — in the top of each segment’s list, one can observe a clear shift from “greater clarity” for those low on the satisfaction scale to “regular, specific feedback” for those higher on the satisfaction scale. Disengaged Crash Newlyweds Almost Fully Grand & burn & hamsters engaged engaged total Development opportunities and training 24.69% 27.84% 24.67% 27.23% 26.23% 26.28% Regular, specific feedback about how I’m doing 14.69% 15.29% 21.33% 29.28% 30.76% 25.32% Greater clarity about what the organisation 31.88% 23.92% 26.67% 18.01% 18.38% 21.74% needs me to do – and why Better communication with my manager 7.50% 9.02% 8.00% 6.30% 7.60% 7.41% A better relationship with my co-workers 9.06% 7.45% 5.67% 8.05% 6.37% 7.25% More resources 5.31% 9.80% 6.67% 6.73% 7.84% 7.25% A coach or a mentor other than my manager 6.88% 6.67% 7.00% 4.39% 2.82% 4.76% Grand Total 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% SURVEY METHODOLOGY Between January and March 2008, Blessing- HR Anexi’s Engagement Survey team sent in- White, a global consulting firm based in the US, vites to over 4,500 companies across India. The in partnership with HR Anexi, a leading HR con- survey link was e-mailed to individuals repre- sulting firm based in Mumbai, collected global senting a cross-section of job functions, job ti- responses to an online survey. The objective of tles, and industries. the study was to analyse worldwide employee It was also posted or distributed through pro- engagement trends. fessional networking sites and blogs. Globally, BlessingWhite’s global survey results in the survey was conducted in the English lan- 2004 and 2006 determined that the majority of guage, but it was also made available in several employees liked their work but were not neces- other languages, such as Thai, Chinese and sarily focused on what mattered most to the or- Japanese. ganisation. Last year’s findings suggested that, The online survey was designed to be com- despite a majority (60 per cent) saying they pleted in less than 10 minutes and consisted of planned to remain with their employers, a dis- 19 multiple-choice questions and two optional appointing portion of those employees (21 per write-ins. Everyone answered the first 16 items. cent) was truly engaged. The remaining items differed based on respon- This year’s survey was designed to revisit and dents’ answers to question 16, which inquired build on the themes of past surveys. The survey about plans to stay with their employer through wanted to explore: the 2008 year. I Will employees stay? Why or why not? While the demographic questions were not I How do they feel about their organisation and compulsory, only respondents who provided their organisation’s direction? full demographic details were included in the I How do they feel about their jobs? report. I What can most improve their satisfaction and To round off the employee perspective, 40 in- performance? terviews were conducted with HR and line lead- I Are their talents being maximised — and ers. The interviews centred on employee en- focused on what matters the most? gagement challenges and the best practices of I What do they think about their relationship organisations and HR departments — as well as with their manager? the actions that individual leaders take every I What evidence of employee engagement day to create engaged teams. initiatives do they see at play in their organisations? For the full survey, log on to www.hranexi.com 5 MAY 2008 35 BUSINESSWORLD