Employee Engagement in India-A Benchmark Report by Dale Carnegie India

25/04/2016
EmployeeEngagementinIndiaaBenchmarkReportbyDaleCarnegieIndia|PallaviJha|LinkedIn
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PallaviJha
PallaviJha
Chairperson&ManagingDirector,DaleCarnegieTrainingIndia
SantoshDesai
UtterlyButterlyFoolicioustake
onadvertising
AnantRangaswami
Following
EmployeeEngagementinIndiaaBenchmark
ReportbyDaleCarnegieIndia
Jan29,2015
TheMandrakeApproachto
Governance
Publishapost
EmployeeEngagementin
IndiaaBenchmarkReportby
DaleCarnegieIndia
PepperTapscollapseshows
everythingthatiswrongwith
Indiasyounginternet
qz.com
companies
967views
42Likes
10Comments
IfweweretosurveyanyHRmanageronsomeoftheirbiggestfocusareasinthe
comingyear,employeeengagementwouldmostlikelytoptheirlist.Agilityand
theconstantneedtostayrelevanthavenowbecomeprerequisitesforcompanies
inacomplexmarketplace.Howcantodaysleadersfeelconfidentenoughtoface
theinternalandexternalpressuresthatpreventtheirbrandsfromreachingtheir
fullpotential?
Makingsenseofhyperfunded
startupvaluations
KashyapDeorah
Wecanmeasuretheemployeeengagementlevelsinourcompanies,butwhatis
thebenchmarkandhowdoweknowwearedoingwell?Thishighlightstheneed
Starttoupskillifyoureunsure
ofyourstartup
GeraldJaideep
BrandingBeyondStorytelling
SaurabhSharma
forayardsticktoassess,notonlyhowourownorganizationisdoing,butalso
wherewestandinthelargerindustry,nationalandgloballandscape.Companies
arenotflexibleandadaptablebynature,buttheiremployeescanbewhen
motivated.Engagedemployeesareresilientinthefaceofchangingenvironments
maintaininghighperformanceingoodtimesandgoingaboveandbeyondduring
lowgrowthphases.Howcommittedyouremployeesare,emotionallyand
WhydoesAndhraoutperform
BiharintheIITJEEexams?
practically,tothesuccessofthecompanywillbetheprimedeterminantof
whetheranorganizationsucceedsornotinachallengingmarket.
SubhashChandra
APracticalGuideto
DaleCarnegieTrainingpartneredwiththeNHRDNinIndiatosurveymorethan
https://www.linkedin.com/pulse/employeeengagementindiaabenchmarkreportdalecarnegiejha?trkInfo=VSRPsearchId%3A521164861461568809046...
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APracticalGuideto
Entrepreneurship
RakeshAaroraa
1200executives,individualcontributors,managersandchiefofficersacrossthe
countryin2014.AcomparisonwiththeresultsofDaleCarnegiestudies
conductedintheAPACandgloballyrevealedsomenoteworthyfindings,whilea
WhatPMModicanlearnfrom
CMModi?
RiteshKumarSingh
deeperdiveintothespecificdimensionsinfluencingemployeeengagement
highlightedwhatIndiancompaniesaredoingwellandtheareastheyarelagging
behind.
Salman:AWellManaged
PersonalBrand
PrabhakarMundkur
Amazon'smarketingcampaigns
&theirracetodethroneFlipkart
SamparkA.Sachdeva
Wesawthatamongthefunctionalandemotionalelementssurveyed,thethree
keydriversthatstoodoutashavingthestrongesteffectonemployeeengagement
were:
TheRelationshipwithImmediateSupervisor
BeliefinSeniorLeadership
PrideinOrganization
Itisgenerallyacceptedthatemployeeretentionisabyproductofengagement
levelssoitwasinterestingtoobservethroughthisstudy,howemployeesat
differentlevelsofengagementrespondedtotheprospectofsalaryincreases.The
averagehikeoncurrentsalarythatanemployeeinIndiawouldconsider
acceptabletoleavehiscurrentjobis20%.Atthispayincrease,wefoundthat58%
ofdisengagedworkerswouldacceptanotherjobofferv/sonly14%offully
engagedemployees.Thissalaryinelasticityoffullyengagedemployeesindicatesa
kindofloyaltythatcompaniestodayareoftenhardpressedtodevelop.
EmployeeEngagementwasexaminedspecificallywithinthecontextof
ImmediateSupervisor,SeniorLeadership,PrideinOrganization,Learning&
PerformanceandWorkEnvironment.WefoundthatemployeesinIndiawere
clearwithwhatwasexpectedofthemintheworkplaceandindicatedastrong
willingnesstoputinextraefforttoreachorganizationalgoals.However,they
simultaneouslyfeltalackoffocusedleadership,opencommunicationand
adequatetraining.
Indiahasemployeeengagementchallengeswhichareaffectingtheproductivityof
itsworkingprofessionalsandthecompetitivenessofitscompanies.Forexample,
just31%ofemployeesinIndiawereverysatisfiedwiththeirSeniorManagement
while16%wereoutrightdissatisfiedwiththeirleaders,whichhighlightedthelow
levelofconfidencethatemployeeshaveintheirtopexecutivesandthisemerged
asoneofthebiggestgapsthatcompaniesneedtoaddress.Whatisholding
companiesbackfromreachingbenchmarkengagementlevels?Thisismostlikely
duetothefragmentedapproachofplanningandimplementingemployee
engagementsolutions.Typically,businessesaredeployinganumberofadhoc
steps,missingoutonactuallyassessingtheneedgaps,targetingproblemareasor
neglectingtofollowuppostaninterventiontoassessefficacyandimpact.
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Ourjobistoreversethistrend,tooffer,forthefirsttime,acompleteandholistic
engagementsolutionthattakesintoaccountthespecificdriversanddetractors
thataffectemployeemotivationandsatisfactioninaparticularcompany.Every
organizationneedsitsownuniquedevelopmentplanbasedonthefindingsofits
research.WithbenchmarksfromourstudiesinIndia,APACandGlobal,our
EngagementAssessments,youcanmoreeasilywhereyourteamsandcompany
stands.Ourexpertsnotonlyprovideinsightfulanalysisofthestateof
engagement,butarealsoequippedtodesignanddeliversolutionsthatimpactthe
rootcauseofdisengagementbasedonyourcompanyspecificreport.Ourfollow
uppulsesurveysarethefinalstepallowingyoutomeasuretheefficacyofthe
engagementinterventionaspartofanendtoendsolutionwiththeDaleCarnegie
edge.
ThebenchmarkEmployeeEngagementinIndia2014reportdoesnotfocusonly
onshowcasingtheimportanceofemployeeengagement.Asprofessionals
interestedinorganizationalperformance,wearealreadycognizantofthefact.
Butasleaderswhowanttobeanintegralpartofwhyourcompanyandpeople
havereachedorexceededtheirgoalsinthenext5years,thisstudybyDale
CarnegieIndiashouldbethecenteroftheyourbusinessandtalentstrategy.
TalentManagement, ProductivityImprovement,
Reportthis
EmployeeEngagement
Writtenby
Following
PallaviJha
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42likes 10comments
Addyourcomment
Popular
VijayRai
2nd
PresidentAVisionaryBusiness&PeopleLeader,DevelopmentThinker&
Mentor
Pallavi,it'saptlysaidandaverygoodreadaboutEEfindings&insights.(1)It
furthertriggersmetoquestiontheeffectivenessofengagementeffortsas
commonlydonewithgenericprogramsandeventfocusmostly.The
strongestreasonwhycompaniesscarcelyachievetheirdesiredresults.
(2)Whomovestheneedle?itstheleaderwhohastodrive
engagement,oops>accordingtoacrediblesource,<25%ofseniorleaders
and17%offrontlineleadersarehighlyengaged.
Nowonderwhytheprogressisdismalwithallthefanfarearound.
(3)Torealizethebestresultsofengagement,companiesmuststartatthe
top.Evenifyouhaveoneleaderwhoisactivelydisengaged,thenthisleader
(accordingtoGallup)isthreetimesmorelikelytohavedisengaged
employeesworkingforthem.
Finally,Whatcancompaniesdodifferently?Getexternalhelpandexpertise
likethatofDaleCarnegieIndiawhohasarealisticsolution.
Checkitouthowyoucancustomizeandpersonalizeitratherthanjust
followinga"ScatterGun"approach(whichseldomworks).
3/22
25/04/2016
Like (1)
Reply
January30,2015
VijayaSingh
ShowMore
Publishedbyqz.com
PepperTapscollapseshowseverythingthatis
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Apr25,2016
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