BY-Aditya Sharma

Roll no-6257

EMPLOYEE ENGAGEMENTEmployee engagement represents an

alignment of maximum job satisfaction with maximum job contribution.

Acc. to BW-HR global survey 2012, 34% of the employees in India are fully engaged,12% disengaged and 29% of the employees are almost engaged.

BASIC ASPECTS OF EMPLOYEE ENGAGEMENTThere are three aspects-:

(i) The employees and their own unique psychological makeup and experience

(ii) The employers and their ability to create the conditions that promote employee engagement.

(iii) Interaction between employees at all levels.

Categories of EmployeesEngaged-These employees are builders.

They want to know their goals so that they can meet and exceed them.

Not Engaged-They tend to concentrate on tasks rather than goals. They focus on accomplishing task vs achieving outcome.

Actively Disengaged-They are cave dwellers. They are consistently against everything.

Theories of Employee EngagementRole TheoryEinstein TheoryK-A-B Model

Role TheoryIt reviews diff roles that people engage in at

work and it explains reasons why people engage.

Five Work Related Roles Job Holder Role-Employee come to work

and do what is listed in their job description.

Team Member Role-Employee go above to help members of team in meeting goals.

Career Role-Employee do things to enhance their career by learning some skills, knowledge etc.

Entrepreneur Role-Employee comes up with new ideas and try to get those ideas implemented.

Organization Member Role-Employee do things to promote organization .

EINSTIEN THEORYENGAGEMENT= MEANINGFUL RELEVANT

RECOGNITION

K-A-B MODELKNOWLEDGE:- Stakeholder must be

aware of what is happening ,what the change or engagement effort is, and what they will see happening across the organization, to and by whom ,over what time period .this is the launch part of engagement programmes,and is also where much of the effort is focused-often to the detriment of the subsequent stages

ATTITUDE:- Once the stakeholders have internalized the knowledge, they need to forman attitude about what they know .generally this means that they must see tangible, positive evidence that the organization is serious about and committed to the programme .Evidence of behavior change emerges in key leaders, managers and employees as, for example, process begin to evolve and changes are made

BEHAVIOUR:- Once stakeholders have internalized the information and formed an attitude about the change and what it means to them, it is essential that they are given the tools, guidance and support needed to change their behaviors and must be visibly intolerant of behaviors that do not align with achieving the objectives behind the overall engagement efforts.

THE TEN C S OF EMPLOYEE ENGAGEMENTConnectCareerClarityConveyCongratulateContributeControlCollaborateCredibilityConfidence

HOW TO MEASURE EMPLOYEE ENGAGEMENTListen-The employer must listen to his

employees and remember that this is a continuous process. The information employees supply will provide direction. This is the only way to identify their specific concerns

Measure Current Level-By surveys.Identify the problem areas Taking action to improve employee

engagement by acting upon the problem areas

INCREASING EMPLOYEE ENGAGEMENTProvide Variety Conduct periodic meetings with employees Communicate openly and clearly about

what is expected of employee at every level Get to know employee interests, goals,

stressors etc Indulge in employee deployment if he feels

he is not on the right job .Provides an open environment.

Employee Engagement in TATA GroupWORKFORCE ENGAGEMENTWORKFORCE AND LEADER

DEVELOPMENTREWARDS AND RECOGNITION

WORKFORCE ENGAGEMENTTTSL has identified the key Employee Engagement

and Employee Engagement Factors. Several forums like Town halls, Voice of Employee,

PMS Feedback, and Exit interview Analysis and other open house communications triggers the process for capturing Employees Expectations

“HR Conclave” is conducted to identify key Satisfaction and Engagement factors for employees

Employee Engagement Model (EEM) was created which encompass all the Satisfaction and engagement factors

The EEM led to the formulation of Employee Engagement Questionnaire and conducting the Employee Engagement Survey titles “GALLUP SURVEY”.

The annual Gallup Survey helps capture the engagement and satisfaction levels of the employees and leads to creation of action plans through cross-functional action planning workshops in order to work upon the opportunities thrown up in the survey to improve satisfaction and engagement levels of the workforce.

WORKFORCE AND LEADER DEVELOPMENTIn TTSL, Individual Training needs are

identified through PMS Gyan Jyoti is the e-learning portal which

ensures the coverage of training programs across levels and geographies. TTSL participated in World HRD awards in 9 Categories and has won in 8 Awards including excellence in Learning & Development for the year 2009-10.

REWARDS AND RECOGNITIONSpotlight Star of the Month Super Star Hall of Fame CRISP Superstar Long Service Award Circle of the Year Function of the Year Premier League