Post on 30-May-2018
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EMPLOYEE ENGAGEMENT IN IT SECTOR
RASHI SHARAN - PGDM (HR) 2nd Year Student SWATEE SARANGI - Assistant Professor Senior grade
R.K.SRIVASTAVA - Professor
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Roadmap for the presentation:
Objectives of the study Literature Review Research Methodology Limitations of the study
Findings Conclusions
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Objectives of the study :
To explore the Employee Engagement
Practices in the IT sector To conceptualize an Employee Engagement model which would benefit
business organizations
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Importance of the study:
Employee Engagement : harnessing of organizational members selves to their work roles
Importance: helps in better talent management of employees
disengagement or alienation is central to the problem of workers lack of commitment and
motivation
engaged employees are more profitable, productive, focused, have fun and less likely to leave the
company
closely linked to employee turnover, customer satisfaction, loyalty, productivity, safety and
profitability criteria.
IT industry: facing external challenges as well as internal ones arising
from the changes in client and geography mix and poor revenue visibility
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Literature Review
Kahn (1990): harnessing of organizational
members selves to their work roles
psychological meaningfulness how meaningful is
it for me to bring myself into this performance ? psychological safety how safe is it to do so ?
psychological availability how available am I to do so?
Konard (2006): Engagement is reflected when
employees express themselves physically, cognitively and emotionally while executing their roles
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Literature Review
Woodruffle (2006) ways to engage employees: Advancement Autonomy Civilized treatment
Employer commitment Environment Exposure to senior people Awarding of due praise
Availability of support Feeling of being challenged Feeling of being trusted Feeling of working
for a good and reliable organization Feeling of working on useful assignments Respecting work/life
balance
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Literature Review
Pasquale Mazznca- Hamitton Davenport Partners
(2007): Five steps to employee engagement
clearing expectations regarding the job career advancing/ learning and development
opportunities regular feedback perception of values, missions and vision quality of working
relations
B Medlin et. al. (2008): relationship between goal-
setting, optimism, and engagement and the impact on individual employee performance
organizations that feature formal, structured goal-setting
processes leads to higher levels of employee engagement higher levels of employee engagement
lead to increased employee optimism strong workplace optimism in turn leads to improved
employee performance
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Measurement of Employee Engagement
Gallup has categorized Engagement Employees in three categories: Engaged--"Engaged" employees
are builders.
want to know the desired expectations for their role naturally curious about their company and
their place in it perform at consistently high levels use their talents and strengths at work everyday work with passion and they drive innovation
Not Engaged---Not-engaged employees tend to concentrate on tasks
rather than the goals and outcomes they are expected to accomplish.
want to be told what to do just so they can do it and say they have finished focus on
accomplishing tasks vs. achieving an outcome
Actively Disengaged--The "actively disengaged" employees are the "cave
dwellers."
Consistently against Virtually Everything not just unhappy at work; they're busy acting out their
unhappiness sow seeds of negativity at every opportunity.
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Source: Blessing Whit
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Research Methodology:
Review of secondary literature concerning
Employee Engagement practices in the IT sector An exploratory study based on the area of study
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Employee Engagement at Google
The top 10 reasons to work at Google:
Lend a helping hand Life is beautiful Appreciation is the best motivation Work and play are not
mutually exclusive We love our employees, and we want them to know it Innovation is our
bloodline Good company everywhere you look Uniting the world, one user at a time Boldly gowhere no one has gone before There is such a thing as a free lunch after all
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Initiatives at HCL Infosystems
Selection: Choosing the right fit and giving a realistic job preview Training & Development:
Rigorous training and development, from
technical to soft skills to leadership development programmes. Strong induction and orientation
programme. Online learning programmes like enable@HCL, TechForum, e-Kaksh, and i-Learn
complement classroom training
Focus on learning: A lot of investment in employee-focused resources (e-
learning) and creating libraries for employees, holding workshops
Incentives: To keep up the morale of people and drive them towards
excellent performance, HCL has various incentives such as recognition letters, profit sharing
schemes, long performance awards, ESOPS
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EE @ HCL contd..
Work-life Balance: To maintain a balance between personal/professional
lives, there are recreational activities like festivities@HCL, get-togethers@HCL
Innovation: To innovate and nurture your own business ideas by getting
support and guidance from the company itself. Innovate@hcl is one such eforum that enables
employee involvement and participation towards innovations in their work environment and beyond
360-degree feedback: The employees also look at aspects of the managers
performance, strategic vision, ability to communicate, problem-solving skills, responsiveness. Theresults of the survey (the rankings and comments) are then aggregated and published online for
everyone to see
Career Planning: HCL has a programme called Mindia TechXperts, which is a
fast-track career growth programme launched to identify and groom young engineers for leadership
positions in 18 months. There is the Learn from Leaders programme where senior managers
impart valuable lessons to employees
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EE @ HCL contd..
Employee-management interface: It reduces the gap between
the manager and the employee. Direct Q&A link with the President himself, who is to respond within
a given time frame
New Initiatives: Some of the new initiatives include MyPal, Three
Cheers, Wellness Programme, Little Mindian and Bring a Smile Programme while some of the
existing ones are preventive health check-ups, yoga classes and employee relief fund. Another
Employee Engagement initiative is iPerform, an online performance management system that tracks
results achieved through daily, weekly, monthly and quarterly reviews
Automation: The company has now automated its HR functions and
set up portals to enable faster flow of information
Culture: An open and transparent culture to empower its people and
develop entrepreneurs. Regular feedback to all employees
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Recommended Model Of Employee Engagement
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Limitations of the study :
The study includes only three IT sector
companies which may not be representative all business organizations in the same sector.
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Conclusion
Employees that deliver stellar performance
do not just walk the extra mile; they desire to walk the extra mile. And organizations that harness
such engagement are the ones that are able to build buoyant workplaces, no matter whether the
times are of stability, growth or crisis. Such sustainable employee engagement imprint requires
robust pillars of conducive organizational culture, HR and Communication strategies.
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