Post on 03-Apr-2018
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TOPIC : HR :: EMPLOYEE ENGAGEMENT
INTRODUCTION:
The phenomenon of employee engagement is a major concern in the
management circles across the globe. The concept is gaining increasing
significance among managers and academic circles in India. In spite of its
apparent importance, little research has been hitherto undertaken for
identifying the antecedents of employee engagement. On the basis of existing
literature, this conceptual paper attempts to define an engaged employee as
the one who is optimistic, highly focused on his work, enthusiastic and willing
to go an extra mile to contribute to sustainable organizational success on a
long term basis.
Employee engagement has been linked with an array of positive outcomes at
the individual and organizational levels. Review of the academic literature on
engagement clearly points out that employee engagement is a lever for
business success. Engaged employees deliver higher productivity, lower
absenteeism, less turnover intention, superior service quality, more satisfied
and loyal customers, high job satisfaction, more commitment, increased
organizational citizenship behavior and improved bottom-line business
results. There are empirical evidences, which show positive association
between employee engagement and performance. According to the Job
DemandsResources Model, work engagement has a positive impact on job
performance and employees who are engaged and perform well are able to
create their own resources, which then foster engagement again over time and
create a positive gain spiral.
Prevalence of employee engagementa global scenario: According to Blessing
Whites 2011 research report, out of the 10,914 workers surveyed, only 31%
are engaged and in all regions except Southeast Asia, more employees indicate
there is no way they will stay with their employer in 2010 than compared to
2008. According to the report 37% of Indian workforce are engaged, which is
the highest levels of engagement worldwide. However, it is disappointing to
find that only 30% of the younger employees are engaged in their work. In
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India HR or the training employees are least likely to engaged (27%) in
contrast to other regions. The functions in India with highest number of
engaged employees are with the most tangible priorities, sales (45%) and
marketing (43%). The number of Indian employees determined to leave the
organization in the next 12 months have increased from 5% (2008) to 10%(2010) which should be viewed with caution. 21% of the employees are
ambivalent towards their long term commitment to the organization for
which they work which should also be a matter of concern.
Research has consistently shown that employee engagement is powerfully
linked to a range of business success factors such as:
1. Employee performance/efficiency
2. Productivity
3. Safety
4. Attendance and retention
5. Customer service and satisfaction
6. Customer loyalty and retention
7. Profitability
During economic down turn, many organizations focused less on how to
manage their talent and engage their employees, instead focusing on how to
reduce costs by cutting salaries, bonuses, rewards and development costs.
Some shortsighted leaders may even think that employee engagement no
longer matters because their employees have fewer options and will stay
because of their need for job security. However, smart leaders realize thatwhile they may need to find short-term solutions to cut costs, they must also
identify longer term talent management strategies to remain viable.
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THE STUDY:
In 2005, HCL had begun a series of experiments based upon a radical new
management philosophy, "Employees First, Customers Second," which in
many ways turned the traditional management hierarchy upside down. Theaim of EFCS was to create trust grow through transparency, to make
managers as accountable to employees as employees were to their bosses, to
transfer the responsibility for change and value creation to front-line
employees working in the value zone, where HCL and its customers
interact. Systems and processes were put in place designed to achieve these
goals.
Making Employee First, Customer Second Real:
Four strategic objectives with the Employee First initiative: To provide a
unique employee environment, to drive an inverted organizational structure,
to create transparency and accountability in the organization, and to
encourage a value-driven culture.
The idea behind Employee First was that as a services business, the employee
interface with the customer was critical. HCL had disengaged employees. The
value-centric leadership goal could only be achieved with an engaged
employee. The idea was to create an environment where employee
development and empowerment was the most important thing because
ultimately. It was about setting clear priorities, investing in employees
development, and unleashing their potential to produce bottom-line results.
HCL AFTEREmployeesFirst, Customers Second
HCLT grew at a CAGR of 24 % and increased its market capitalization by
186% in the last 3 years
Doubled the number of $10 Mn, $20 Mn & $50 Mn customers and tripled
the number of $100 Mn customers
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HCLTs revenue per employee is amongst the highest in the Indian IT
industry today
HCLT was also featured as one of the most innovative companies globally
- Included in the first ever Executive Dream Team published by Fortune
- Emerged as the top ranking IT Services company in APAC, in Forbes Asias
Fab 50 List
- Ranked by TPI in the Top 6 Global Service Providers by TCV across ALL 3
geographies (Americas, EMEA, APAC).
The Next Wave: EFCS 2.0
From Management Driven- Employee Embraced to Employee Driven,Management Embraced The Employees First story at HCLT is rapidly
evolving with employees taking up the ownership of change from the
management. HCLT is already witnessing instances of the blue ocean droplets
producing big results.
MEME:A platform created by employees to go from official tosocial at work now boards over 59,000 members.
POWER OF ONE: A social responsibility initiative to emphasize the
power of every single employee to create a change not just in the organization
but across the community. Through this program the employee spends a day
with the community and donates a Rupee a day, which ultimately adds up to
an avalanche of positive social activism.
BY ROHINI, TERTIANA
AMITY UNIVERSITY
9840236507, 9884437261
rohini381988@gmail.com
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