Employee Final

8/9/2019 Employee Final

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EMPLOYEE ENGAGEMENTADITYA PRADHAN

DHIRAJ AGARWAL

MEGHA BANSAL

SAKET ANAND

SURUCHI GOYAL


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What is employee engagement???

y Employee engagement is a complex equation that reflects

each individuals unique, personal relationship with work.

The term means different things to different organizations.

Some equate it with job satisfaction, some by gaugingemployees emotional commitment to their organization but

a conclusive nature and definition of the same cannot be

obtained.

y

It can also 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.


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CONTD.

y

Full engagement hence is an alignment of these two factorssimultaneously:

1. Maximum job satisfaction

(I like my work & do it well)

2.Maximum job contribution

(I help ACHIEVE the goals of my organization)

y Inorder to achieve their objectives, organizations have made

engagement an ongoing priority and a crucial management tool in

todays scenario.

y

Engagement of people is necessary because they are not just committedtowards their work or simply passionate or proud: they have a line-of-

slight on their future and on the organizations mission and goals.

y They are enthused and in gear using their talents and discretionary

effort to make a difference in their employers quest for sustainable

business success.


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The above chart depicts an integration between an individual and his organization wherein the

success of the organization is due to the maximum satisfaction attained by the individual in his

job depending on the work environment through maximum contribution and engagement.


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Employee Engagement-The sole

performance analyst???y Engagement has been hailed as the secret ingredient to competitive advantage and organizationalsuccess. It is an intuitive concept: commitment, alignment and passion from employees are good

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.

Some of the experts also reciprocate the same feeling as:

y 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.

y Avirtuous 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 justshow 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.


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Importance of Employee EngagementDespite the prevailing uncertainty we can put out the following pointssupported by researched undertaken to depict the positive correlation between

higher employee engagement and business success:-

y 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 firms.y Electronics retailer best buy reports that stores with increase in employee

engagement by a 10th of a point we see a $100000 increase in sales for the

year.

y A manpower survey of call centre customers and employees reports that

centers with high employee satisfaction also has higher customer satisfactionand vice versa.

y 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.


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Drivers ofContributiony

The key drivers of employee engagement vary widely depending upon theirperception, need and priorities. Researchers have found that about 26% of the respondents

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.

The intensity of engagement brings about various proportion and perceptions of their influential factorsof employee engagement and performance as shown by the graph.


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CONTD.

0%

10%

20%

30%

0%

50%

60%

70%

80%

90%

100% ABETTER RELATIONSHIP WITHMANAGER

MORE CHALLENGINGWORK

MORE SAY IN HOW THE WORK IS TO

BE DONE

CRATION OF CLARITYABOUT MYWORK PREFERENCESAND CAREERGOALS

CREATION OF CLARITYABOUTWHAT THE ORGANISATION WHATME TO DO

IMPROVED COPERATION FROM CO-WORKERS

CAREER DEVELOPMENTOPPORTUNITIES

MORE OPPORTUNITIES TO DO WHATI DO BEST

Graph depicts the proportion of criteria attached for job satisfaction by various employee.


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MYTH VS REALITYHR 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.

y 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."

y 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.

y

In a study for the AmericanP

sychological 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.


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CONTD.

y Myth 1: Compensation is the Key Driver of Employee Engagement

Reality: Compensation is the most important reason why an employeechooses one firm over another. However, as long as compensation is

within an appropriate market range, additional compensation is not oneof the main drivers of employee engagement.

y Myth 2: Most High Performers Are High-Potential Employees

Reality: While almost all high-potential employees are high-performing, the reverse is not true. High-potential employees musthave: a) the skills to be successful at a higher level, b) the aspiration tobe promoted several times, and c) the desire for a long-term career inthe company.

y Myth 3: The Performance Review Is the Most Important Part of

the Review ProcessReality:What matters more than the formal review is what happens inbetween reviews. The informal feedback that employees receive isactually much more important (and timely) in improving employeeperformance than feedback from the formal review process.


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CONTD.y

Myth 4: The Best Business Leaders Are Great At InspiringEmployees

Reality:While inspirational leaders do get better results than those thatarent, the business leaders who consistently get the best results arethose who are better at resource allocation at ensuring the rightemployees have the right resources to do their jobs.

y Myth 5: Employees With Different Jobs Want Different EmployeeValue Propositions(EVP)

Reality: While there are differences between employees in differentfunctional areas, EVP varies far more across different regions.

y Myth 6: Firms Must Buy or Build Business Leaders to ImproveLeadership Performance

Reality: Most business leaders already have the skills to be successful ina variety of situations. The challenge that most have is in determininghow to apply their capabilities to ever evolving situations.


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ENGAGING EMPLOYEE IN AN ORGANIZATION

Not every effort mentioned above is a myth. There is no limit to what an organizationcan 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 managers 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 workbest. But still the following can be pointed out as the most important tips for engaging

the employee in an organization:

y Reflect and charge: The managers should know their level of engagement and thus

influence others.

y Hire engage able team members: To recruit people who want to fit rather than trying

to fit the people.

y 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.

y Stress employee ownership: State clearly the visions of personal success to the

employees and provide guidance, remove barriers of communication and help themfulfill work.


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TIPS CONTD.y Find out where the bus is going and remind people of the destination: Appraisal

and feedback would help employee realize their roles and priorities.

y 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

yMatch projects, passion and proficiency: Every person comes to work with adifferent 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.

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

have a different level of psychological and physical characters a same set of rulescannot 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.


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CONCLUSI

ON

Hiring and retaining employees arent the focus now adays. If the skilled resources arent focused on the rightthings and motivated to give their best, the organization

ends up far from their goals. So it is necessary that theemployees are engaged and portray high performancefor the achievement of personal and organizationssuccess as a whole.


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Employee Final

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