Employee

ENGAGEMENT????
 in g o r so m e one in the
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 So, why do we need
employee engagement???
Our employee…
not motivated…
not productive
m
n
egat
 n g a g
e
Our
e^demployee…
more
motivated…
more productive
Intellectually and emotionally bound with the organization

Feels passionately about its goals

Goes the extra mile beyond the basic job responsibility

 Win Win
Situation

100%
 Employee
Engagement

Customer
Loyalty

Profitability
 Aspects of Employee Engagement

 The employees and their own unique

psychological makeup and experience
 The employers and their ability to create
the conditions that promote employee
engagement
 Interaction between employees at all
levels.
 Categories…

Activel
Not
Engag y
Engag
ed Diseng
ed
aged
Factors Leading
to Employee
Engagement
 Fundamental

Beliefs
of
Employee Engagement
 Fundamental

Beliefs
 Fundamental

Beliefs

1
Engagement is the primary enabler of
successful execution of any business
strategy
 Fundamental

Beliefs

2
Engagement is not a short-term initiative
 Fundamental

Beliefs

3
Engagement must be driven from the top
 Fundamental

Beliefs

4
One of the best ways to have highly
engaged employees is to hire them
 Fundamental

Beliefs

5
Engagement is all about fit
 Fundamental

Beliefs

6
No one impacts the state of engagement
more than an employee’s immediate
leader
 Fundamental

Beliefs

7
Measuring engagement and
demonstrating its business impact is
crucial, but it’s only a small part of
winning the battle
 Fundamental

Beliefs

8
Engagement means reaching the heart
 i ng
s u r
e a
M

Employee Engagement
 Taking action
to improve
Identify the employee
problem engagement
areas by acting
Measure
current level upon the
of employee problem
engagement areas
Listen
 si ng
r ea
Inc
y e e
plo e nt
Em agem
Eng
Focus On
The 10 C’s of Employee
Engagement
 Connect Contribute

Career Control

Clarity Collaborate

Convey Credibility

Congratulate Confidence
 BW-HR Anexi Blessing White
Employee Engagement Survey 2008
A Global Perspective
Engagement by Gender
What Do They Want?
 What Influences
Employee Contribution?
What was Done by
Some Companies…

Cases
•Goal : Align its HR strategy with the
companywide strategy to improve business
through increased customer satisfaction

•Long-term retention of team members, build

stronger relationships with customers, essential
to customer satisfaction

•Administered Development Dimensions

International’s E3® survey nationwide to more
than 200 stores

•Took feedback from the survey and developed

action plans at the individual level

•Engagement scores examined during

performance reviews

•Activities that would further engage team

members and build a winning culture and created
action plans

•Everyone at CompUSA, from the president and

CEO down, is linked to the idea of creating a
winning culture
•Operate in virtual teams across the world due to
flexible working practices

•Downsides like; isolation, loneliness and an

increase in personal distractions

•Employee engagement starts right from the top

•CEO, interacts with Sun employees through

WSUN, a forum on Sun’s intranet

•Senior management members engages with

employees on technology directions through
personal blog

•Business Unit Heads and Executive Vice

presidents have a target of holding six ‘town
halls’ with employees every year across the globe

•Country level, Senior Management is tasked with

constantly engaging employees through various
forums, communication media and events to
build excitement and passion
Conclusion….

“Companies with the highest

levels of employee engagement
achieve better financial results and
are more successful in retaining
their most valued employees than
companies with lower levels of

engagement ”
Global survey of employee engagement
….and some Suggestions
•Create a hiring model that ensures the selection of
those who will produce maximum effort.

•Build a cohesive, clear, and effective senior

leadership team that will set the tone in the
organization.

•Recognize the positive, even simple, ordinary

greatness that is in your company.

•Hold leaders accountable to hiring, spotting,

developing, and retaining those who bring their
passion with them to work every day.
 d By:
Presente
- A ay u sh Kad
91061 Ve nu go pal
dith
91062- A h Gyanchandani
kas
91063- A il Gupta
kh
91064- A reen Fatma
mb
91066- A ha Malhotra
ni s
91067- A