EMPLOYEE ENGAGEMENT

● ADITYA PRADHAN
● DHIRAJ AGARWAL
● MEGHA BANSAL
● SAKET ANAND
● SURUCHI GOYAL
 What is Employee Engagement?

Employee engagement is the level of commitment and involvement an

employee has towards their organization and its values. An engaged
employee is aware of business context, and works with colleagues to improve
performance within the job for the benefit of the organization. The
organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee.’ Thus Employee
engagement is a barometer that determines the association of a person with
the organization.
It can be defined as aligning
employees’ values, goals, and aspirations with those of the organization in the
best method for achieving the sustainable employee engagement requires for
an organization to reach its goals. Thus full engagement represents the
alignment of both these factors simultaneously:
Maximum job satisfaction[“I like my work and do it well”
Maximum job contribution(“I help ACHIEVE the goals of my organization)
It is very important for organizations to make engagement an ongoing priority
inorder to achieve their objectives so it has emerged as a very important
management tool in today’s scenario.
Employee Engagement....

As depictedbetween
by the chart there is
integration
and his organization an individual
wherein the
success of the organization is due to
the maximum satisfaction attained
by the individual in his environment
job
depending on the work
through maximum contribution and
engagement.
INDIAN SCENARIO
The picture shows the
engagement environment of
India .in India, the level of
disengaged people surpass
every other country. This
means that effective means
have not been employed by
the organization to increase
employee engagement.
Similarly the level of
engagement is the least
showing dissatisfaction of the
working class.
The Engagment spectrum...
Concept of Engagement
Engagement has been
hailed as the secret
ingredient to competitive
advantage and
organizational success. It is
an intuitive concept:
commitment, alignment and
passion from employees are
god for business. However
the enthusiasm and concept
of employee engagement is
in the trial where many
CEO'S want more proof that
this people strategy pays off
as a business driver.
 Concept..

Some of the experts also reciprocate the same feeling as:

The chicken –egg question:
Experts like John Gibbsons point out that most studies indicate a correlation between
high engagement and performance but then does a spike in organization performance is
the cause of engagement improvement: there is no answer.
A virtuous circle
Perhaps it is easier to be engaged in a team which is likely to win, but we think is enough
anecdotal evidence that organizational success depends on having skilled employees
who do more than just show up each day.
If nothing else, consider the potential cost of disengagement since study of much high
profile corporate show that calamities often point to how employees with low morale,
failing to feel engaged enough to protect their own company stood on the sidelines .
 Importance of Employee Engagement

Despite the prevailing uncertainty we can put out the following points supported
by researched undertaken to depict the positive correlation between higher
employee engagement and business success.
Towers Perrin (ISR) found that high engagement firms experienced an EPS
(earning per share) growth rate of 28% compared to an 11.2% decline for low
engagement firs.
Electronics retailer best buy reports that stores which increase employee
engagement by a 10th of a point will see a $100000 increase in sales for the
year
A manpower survey of call centre customers and employees reports that
centers with high employee satisfaction also has higher customer satisfaction
and vice versa.
A SHRM report describes the impact of employee engagement at Malson Coors
on several fronts, estimating that by strengthening employee engagement the
company saved $1721760 in one year.
 Drivers of Contribution
The key drivers of employee engagement vary
widely depending upon their perception, need
and priorities. Researchers have found that
about 26% of the respondents on when asked
what would most impact their performance: it
was “more resources” followed by “greater
clarity about what the organization needs me to
do and why” and “regular, specific feedback
about how I am doing”
In addition to the same the intensity of
engagement brings about various proportion and
perceptions of their influential factors of
employee engagement and performance as
shown by the graph.
THE CHART SHOWS THE PROPORTION
OF VALUES OF CRITERIA ATTACHED
FOR JOB SATISFACTION BY
EMPLOYEES
 MYTHS VS REALITY

HR people who think their holy grail is increasing their employee engagement score are sorely
mistaken. Research conducted in the past decade has shown that employee engagement has
declined significantly in most industries.
Laurie Bassi and Dan McMurrer of McBassi and Company, in their article argue that
"since the drivers of employee engagement are not identical to the drivers of business
results, attempting to maximize employee engagement can actually take an
organization in the wrong direction."
Bassi and McMurrer recommend engagement strategies be replaced with human capital strategies
by determining what are the human drivers of business results which are critical to all organizations
in all contexts, and which drivers can actually be shown to improve human performances.
In a study for the American Psychological Association, researchers James Harter, Frank Schmidt
and Corey Keyes concluded in a report that productivity is enhanced in workplaces where there are
daily occurrences that bring about joy, interest, and care that lead to high level of bonding of
individuals to each other, their work and their organization.
Employee engagement is important, no doubt. However what it does is create energy for
discretionary effort by the employees for the organization. What then? How should HR people
leverage that enormous source of discretionary energy towards the really important things?
MYTH 1:
Compensation
Driver of is the Key
Employee
Engagement
Reality: Compensation is the
most important reason why an
employee chooses one firm
over another. However, as long
as compensation is within an
appropriate market range,
additional compensation is not
one of the main drivers of
employee engagement.
MYTH 2
Most High Performers
High-Potential Are
Employees
Reality: While almost all high-
potential employees are high-
performing, the reverse is not
true. High-potential employees
must have: 1) the skills to be
successful at a higher level, 2) the
aspiration to be promoted several
times, and 3) the desire for a
long-term career in the company.
MYTH 3
The
Is Performance
the Most Review
Important Part
of the Review Process
Reality: What matters more than
the formal review is what happens
in between reviews. The informal
feedback that employees receive
is actually much more important
(and timely) in improving
employee performance than
feedback from the formal review
process.
MYTH 4
The
Are Best Business
Great At Leaders
Inspiring
Employees
Reality: While inspirational
leaders do get better results than
those that aren’t, the business
leaders who consistently get the
best results are those who are
better at resource allocation – at
ensuring the right employees
have the right resources to do
their jobs.
MYTH 5
Employees
Jobs Want With Different
Different
Employee Value
Propositions
Reality: While there are
differences between employees in
different functional areas, EVP
varies far more across different
regions.
MYTH 6
Firms Business
Build’ Must ‘Buy or
Leaders to
Improve Leadership
Performance
Reality: Most business leaders
already have the skills to be
successful in a variety of
situations. The challenge that
most have is in determining how
to apply their capabilities to ever
evolving situations.
 How to engage an employee?

But not every effort mentioned above is a myth. There is

no limit to what an organization can do at the macro and
micro level to improve employment engagement. At
macro level, provision of resources, tools and the overall
workplace environment is needed to support engagement.
At the micro level employees with their manager’s help
need to establish a thriving personal connection with their
work and carve out a satisfying future in the organization.
There is no one magic engagement pill only multi faceted
ongoing approaches work best.
 Tips for Engaging

Reflect and charge: The managers should know their level

of engagement and thus influence others.
Hire engage –able team members: To recruit people who
want to fit rather than trying to fit the people.
Earn trust every day: Trust provides the essential
foundation for any kind of development and understanding. So,
the organization must preach what they say and do in return.
Stress employee ownership: State clearly the visions of
personal success to the employees and provide guidance,
remove barriers of communication and help them fulfill work.
 Tips....
Find out where the bus is going-and remind people of the
destination: Appraisal and feedback would help employee realize their
roles and priorities.

Talk and listen more: Communication is often one way where clarity is
compromised. So to avoid misunderstandings, innovation of new ideas,
feedback etc develop a strong and transparent system of communication

Match projects, passion and proficiency: Every person comes to

work with a different combination of values, talents and goals which they are
looking to satisfy on the job. So helping them connect what is important to
them with what is important for the organization, a positive impact can be
made regarding job satisfaction, commitment and contribution.

Tailoring of coaching strategies: Since ,every person working in the

organization have a different level of psychological and physical characters a
same set of rules cannot be followed to all the members. So depending upon
the diversity, the organization should customize their strategies so that every
employee is catered properly deriving the best out of them.
 Conclusion

Thus, hiring and retaining employees aren’t the

focus now a day. If the skilled resources aren’t
focused on the right things and motivated to their
best, the organization ends up far from their goals.
So it is necessary that the employees are engaged
and portray high performance for the achievement
of personal and organizations success as a whole.