Abstract for Paper Presentation

7/29/2019 Abstract for Paper Presentation

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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

[email protected]


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