COVER LETTER
To, Mr. VINAY RANTA, Chairman, ARORA TECH, New Delhi-110016, India. Sir, Please find enclosed detailed report on the employee engagement survey of the firm ARORA TECH. It was a proud feeling to do work on such a survey. I have performed this task with best of my abilities and I am very much sure that the findings of the survey will help the organization to put forward another giant step. The report is enclosed with all the survey details and the employee database on which survey was conducted Kindly go through the report and validate the findings as per your standards and let us know in case of any queries Thanking You, Yours Sincerely, Jatin Arora, HR manager, Arora tech
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AUTHORIZATION
25th August, 2010. To whomsoever it may concern: We the undersigned, hereby authorize HR MANAGER Mr. JATIN ARORA to act on our behalf in all manners relating to conduct a survey on employee employee engagement for the ARORA TECH. PVT LTD. We hereby authorize him to have the powers to meet or engage any employee of the organization to develop an extensive research for the employee engagement program. Any and all acts carried out by Mr. JATIN ARORA on our behalf shall have the same effect as acts of our own. This authorization is valid until further written notice from our side.
Sincerely Vinay ranta Chairman Arora Tech..
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Employee Engagement Survey Keeps the pace with dynamic global competition
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EXECUTIVE SUMMARY Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The report focuses on the level of employee engagement which is an antecedent of job involvement and what should company do to make the employees engaged. The report covers the extensive study of employee engagement at ARORA TECH. that identifies strong feelings of employee engagement and the steps which show to drive an engaged employee The report is an extensive study of factors that can affect the employee engagement drive in an organization with special reference to ARORA TECH. The emphasis has been placed on how the employee engagement can lead to better results in the organization and how effectively engagement can be increased by putting minimum efforts
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Contents
Title
page no
Introduction
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Background
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Measurement of employee engagement
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Employee engagement index
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ABC of employee engagement
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Methodology
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Data analysis and interpretation interpretation
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Key findings
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Conclusion and recommendations recommendations
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References
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INTRODUCTION Employee engagement, also called work engagement or worker engagement, is a business. Management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization's interests. Engagement at work was conceptualized by William A. Kahn (1990) as the ‗harnessing of organizational members‘ selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.. So engagement can be viewed as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. It is about: Commitment Understanding Motivation Satisfaction Linkage research received significant attention in the business community because of correlations between employee engagement and desirable business outcomes such as retention of talent, customer service, individual performance, team performance, business unit productivity, and even enterprise-level financial performance Talking about the engagement and commitment of an employee to an organization, most companies are of the opinion that they do have a few, but they still want more. Why? It is merely because these companies have long-term success relies on employee performance, come to the realization of the fact that their organization‘s long-term which is directly impacted by the level of employee engagement and commitment to an organization, most today realize that a satisfied employee is not necessarily the best employee in terms of loyalty and productivity, it is only an engaged employee who is intellectually and emotionally bound with the organization feels passionately about its goals, and is committed towards its values. He goes the extra mile beyond the responsible and is associated with the action that drive the business moreover in times of diminishing loyalty It happens many times that an organization that provides top wages and benefits loses a great employee to a competition for no rapport reason. Of course some employee turnover is to be expected but if the company is truly engaging its employee there is no good reason for the unexpected loss of quality staff members. Many companies already know that wages and benefit are important to employee but compensation along is not enough to keep the highly skilled motivated and experienced workforce. Truly engaged employee are attracted to an inspired by their work, The challenge before HR is to engage employee in the organization to make them
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feel that they are the part of the organization and to help them grow organization need employee who and committed in decision over how when and where they work to best suit their customer lives .
Background of the study Categories of Employee Engagement According to the Gallup the Consulting organization there are there are different types of people:Engaged: "Engaged" employees are builders. They want to know the desired expectations for their role so they
can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward Not Engaged: Engaged: Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are
expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers. Actively Disengaged: Disengaged: The "actively disengaged" employees are the "cave dwellers." They're "Consistently
against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workerscan cause great damage to an organization's functioning
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FACTORS LEADING TO EMPLOYEE ENGAGEMENT Opportunities For personal development
Effective Mana Mana emen ementt of tal talen entt
Clarity of company values
Respectful treatment of em lo ees
E N
Company’s standards of ethical behavior
G A
Feeling Valued & Involve
Co-operation Equal opportunities & fair treatment
G E M E
Health & Safety
N T
Job satisfaction Communication Empowerment
Pay & benefits
Performance Appraisal
Family friendliness
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Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realize their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them.
Effective Management of Talent Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development
Clarity of Company Values Employees need to feel that the core values for which their companies stand are unambiguous and clear.
Respectful Treatment of Employees Successful organizations show respect for each employee‘s qualities and contribution – regardless – regardless of their job level. 10
Company’s Standards of Ethical Behavior A company‘s company‘s ethical standards also lead to engagement of an individual
Empowerment Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward.
Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement.
Other factors
Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees
Performance appraisal Fair evaluation of an employee‘s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement.
Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations.
Health and Safety Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees.
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Job Jo b Sa tisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job.
Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high.
Family Friendliness A person‘s family life influences his wok life. When an employee realizes that the organization is considering his family‘s benefits benefits also, he will w ill have an emotional attachment with the organization o rganization which leads to engagement
Co-operation If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.
WHY DOES EMPLOYEE ENGAGEMENT MATTER? Employee engagement matters because engaged employees create loyal customers who, in turn, drive profitable growth. Based on an analysis of major US corporations such as Banc One, Intuit Corporation, Southwest Airlines, ServiceMaster, USAA, Taco Bell, and MCI, the Harvard study established the links in the Service-Profit Chain: Profit and growth are stimulated primarily by customer loyalty. Customer loyalty is a direct result of customer satisfaction. Customer satisfaction is largely influenced by the value they attach to the services provided. Value is created by satisfied, loyal, and productive employees. Employee satisfaction, loyalty and productivity are in turn stimulated by policies, practices and support services which inspire employees to deliver results to customers. In other words, the Service-Profit Chain shows how employee engagement impacts on customer satisfaction and profitability and it shows the importance of focusing on the factors which drive engagement: investment in 12
recruitment, training and development, and the technology that supports people, together with performance management systems which properly link performance and pay. A number of other studies also shown similar trends most notably the Sears Employee-Customer-Profit Chain Model which was at the heart of a far-reaching culture change and financial turnaround at the US retail giant in the early 1990's. This model shows that a 5 point improvement in employee attitudes towards their own job and towards Sears as a company predicts a 0.5% increase in revenue. In the turn of the century a number of studies have supported these findings. In 2004 Sirota Consulting studied 28 multinational companies and found that the share prices of organizations with highly engaged employees rose by an average of 16 per cent compared with an industry average of 6 per cent. Also an ISR study published in 2005 showed that in companies with above average levels of employee engagement profits rose by 2.06 per cent and the operating margin rose by 3.74 per cent over 36-months. Conversely, companies with low levels of employee engagement saw net profit fall by 1.38 per cent and the operating margin fall by 2.01 per cent over a 36- month period. In summary the research shows what some of the world's most respected business leaders already know: the links between employee engagements, customer satisfaction and organizational performance are beyond question. However, it also shows that high levels of engagement are far from being the norm. Indeed, recent research from Towers Perrin1 describes employee disengagement as a global epidemic. Therefore, the challenge for many companies is to properly measure engagement, identify its key drivers and create a culture is which engagement becomes "the way we do things around here". During the past five years, though, there has been a surge in the popularity of employee engagement. Why the
— Amedisys, sudden interest? Why are some of the companies with which we work — Amedisys, Owens Corning, HCA, Grant Thornton, and Progress Energy — Energy — making making engagement a key ingredient in their overall strategy? We believe there are four primary drivers
People have become the primary s ource of competitive advantage. The Brookings Institute (2003) recently examined the primary source of market value in to day‘s organizations organizations and how it has changed o ver time. In 1982, 62 percent of an organization‘s market value came from tangible assets and 38 percent from intangible assets.Tangible assets include things like machinery, products, facilities, etc. Intangible assets, on the other hand, include factors such as brand, intellectual property, and, most important, the quality of the workforce. By 2002, 20 years later, the source of value had almost totally flipped. Almost 80 percent of market value today comes from the intangible with a scant 20 percent coming from tangible assets. As we all have heard before, products can easily be copied, a technological edge can prove 13
fleeting, and more facilities can be built, but the quality of an organization‘s talent, its passion and commitment, fleeting, is nearly impossible to replicate. Engagement is the fuel that drives the value of intangible assets
Retention and the war for talent. The landmark 1998 McKinsey study, The War for Talent, for Talent,9 was among the first to talk about the potential for workforce shortages due to t he aging population. The study‘s authors called upon organizations to take more seriously their efforts to attract and retain talent, to assure that they would be able to survive and thrive in the future. In the late 1990s and early 2000s, the slump in the global economy quickly took the spotlight off of the anticipated talent shortage. And some predict that a portion of today‘s aging workers will delay their retirements out of necessity, attenuating the expected talent shortage Since 2003 the picture is once again changing, albeit not as quickly as expected. For example, the Society for Human Resources Management reported that 48 percent of the employees it polled are actively seeking new jobs.10 Alan Weber, the editor of Fast Company, predicted:―The beneath-thebeneath-the-surface surface issue isn‘t jobs, it‘s work. Specifically,, it‘s the growing recognition by workers Specifically wo rkers that corporate leaders have so so abused them during the recession, that when a job producing recovery really kicks in, companies will suffer a wave of employee deflation.‖ Additionally, the workforce is getting older, with many of the baby boomers hitting 60 in2006 and ready to retire. Over and above the workforce cost of increased retirements, companies are beginning to take heed of the enormous financial costs of turnover (in the United States the estimate is in the billions) and — and increasingly viewing employee engagement as an imperative for keeping their key employees — and attracting new ones — as as the war for talent heats up once again.
Popular appeal. Remember the reengineering wave? Even those who used it as more than just a guise for massive layoffs found it painful. Six Sigma implementations are invaluable to business performance, but most companies are finding them too complex to implement well. Engagement is a different matter altogether. While it still takes patience to implement, engagement gets to the ―hard stuff‖ by focusing on the ―softer stuff.‖ stuff.‖ As one manager said: ―It‘s about appealing to the head and the heart.‖ Engagement is about creating passion, it‘s about focusing on what people do well, and it‘s about development and recognition. Some have called employee engagement a form of positive psychology which, on the whole, is an easy pill for organizations and their employees to swallow.
Overwhelming impact. The human resources function has been under pressure for decades to prove that it makes a difference. While CEOs may espouse the importance of their work- forces in their annual reports, when times get tough, HR is among the first to get the budget axe. Why? A lack of convincing evidence on the value of HR initiatives. HR professionals are scrambling, according to a recent Conference Board report, to prove that their activities and investments are both efficient and positively influential to business strategy.11 The positive relationship between engagement and performance (documented in hundreds of studies, with the 14
contribution. It‘s a fact: The higher the t he level evidence mounting every day) provides a way for HR to prove its contribution. of engagement, the higher the performance of the business. The research is not inconclusive, not limited to one country or industry, and not contained to a few hundred people —it‘s people —it‘s overwhelming.
Building higher levels of engagement is based on a number of fundamental beliefs, many of which were formed by our more than three decades of research and experience.
1. Engagement is the primary enabler of successful execution of any business strategy. An engaged workforce is your only true competitive advantage. It is almost impossible to copy and, without it, execution of most corporate initiatives becomes difficult, if not impossible.
2.. Engagement is not a shor t-term initiative. 2 Because engagement is simple in concept but difficult in execution, it is never achieved or finished — only only improved. It might take years of steady progress to build high levels of employee engagement, and without the proper care and feeding, these gains can wither and fall away surprisingly quickly.
3. Engagement must be driven from the top
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Engagement is a business imperative, not an HR initiative, though HR should be a key player in driving higher levels of engagement. Support from the top also means senior leaders must be highly engaged themselves. Believe it or not, only one in four senior leaders — leaders — and and only one in six frontline leaders —is leaders —is highly engaged. It‘s hard to imagine highly engaged employees without highly engaged leaders.
4. One of the best ways to have highly engaged employees is to hire them! Certain people have a set of characteristics or attributes that increase their propensity for engagement (for example, some employees are more likely to have higher levels of engagement than others, regardless of the jobs they choose or assignments they receive). Companies should pay close attention to these characteristics in their hiring process
Engagement is all about fit
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People are more likely to be engaged if their jobs and the culture of the organization match both their abilities and skills, and their motivation and values. Most organizations hire or promote only for the ability and skill match, ignoring the motivation and value match.
6. No one impacts the state of engagement more than an employee’s immediate leader
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While this might be a slight exaggeration, we believe most people do not leave their jobs; they leave their bosses. Show us a highly engaged team, and there‘s a strong likelihood we can show you a leader who is coaching for success, setting clear goals, empowering others, providing open and honest feedback, and making the winners feel valued. 15
7. Measuring engagement and demonstrating its business impact is cruci al, but it’s only a small part of winning the battle . Far too many organizations pour hundreds of thousands of dollars into measuring and remeasuring engagement, leaving little energy or budget for actually improving engagement levels. Keep your engagement measures simple and cost effective. Instead, spend your resources and energy moving the needle in the right direction!
8. Engagement means reaching the heart
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Highly engaged employees give that extra effort because inside they care. And, they care because they feel someone is caring for them. A vice president for customer service at Progress Energy, for example, insists that his managers really get to know the individuals on their teams as people, not just employees. He wants to know about their aspirations, interests, and families. The recognition o f the ―whole person‖ sends a powerful message to employees that the organization understands and appreciates that they have a life outside work.
AN ENGAGING WORK ENVIRONMENT The second component of our model, an engaging work environment, consists of five key elements:
Aligning A ligning effort with strategy — Engagement begins with employees‘ clear understanding of what they should be do ing on the job. Each employee needs a solid job description and a clear set of performance expectations. t heir individual goals are connected directly to the organization‘s Even more critical is their thei r understanding that their goals. Unfortunately, less than half o f employees (47 percent) are satisfied with their organization‘s system for managing their performance. Some organizations do an especially good job of creating alignment early in an employee‘s tenure with the organization .For example, new team members at To yota are given a thorough orientation that clearly defines how their roles and the decisions they make tie into Toyota‘s overall overall approach and manufacturing philosophy. To attain this alignment, leaders needto help all employees see the bigger picture and understand their roles relative to it. They also need to show how an individual employee‘s actions affect other departments and external customers. Building a strong sense of alignment with strategy requires a good communication system and strong accountability. Employees should be kept well informed about the changes that affect their work groups so that t hey aren‘t aren‘t confused or surpris surprised ed when those tho se changes are introduced. Additionally, when organizations provide a clear sense of direction and keep employees well 16
informed, employees are able to make the best u se of their time, resources, and budgets, and, t herefore, don‘t get off track when setting priorities or ―spin their wheels‖when taking action. Effective performance management is the backbone of employee engagement. It drives accountability, serves as the basis for individual development, and shows everyone that the organization has a clear focus and direction. It also enables leaders to pinpoint and address poor performance. Few things are more frustrating to a high-performing team than a leader who refuses to handle the occasional member who is not measuring up. And many managers don‘t have the confidence to address poor performance.
Empowerment William C.Byham‘s 1988 book, Zapp! The Lightning of Empowerment, was one of the first to examine the nature of employeeempowerment. Empowerment is a feeling of job ownership and commitment brought about through the ability to make decisions, be responsible, be measured by results, and be recognized as a thoughtful, contributing human being rather than a pair of hands doing what others say. It implies having the authority to make decisions, follow through, and get things done. Organizations build empowerment by choosing employees who take personal pleasure in the work they do and by giving employees the ability to make important decisions about their work. Employees feel empowered when a task appears to have a specific goal or purpose that is of value to the individual. Employees working in health care and nonprofit organizations often point to the rewarding qualities of their work and the alignment between their personal beliefs and the goals of the organization in spite of lower pay or stressful work tasks. In other industries, the value of employees‘ work may be less apparent, and it is more difficult to develop a s ense of purpose or see the impact of one‘s efforts. Using good measures of motivational fit and job fit during the employee hiring process can ensure that organizations are selecting the kind of people who find meaning in their work. Organizations also foster empowerment when employees have the perception that their actions are self-determined rather than directed by others. Leaders play a key role in developing a sense of empowerment in their direct reports. Empowering leaders trust their employees and give them the opportunity to make decisions without micromanaging or taking over tasks when the going gets tough.
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MEASURING EMPLOYEE ENGAGEMENT Organizations need to measure the employee engagement so that it can improve upon it There is no generally
accepted definition of employee engagement. So it is not really surprising that there is no definitive methodology for measuring it. Most research organizations favour the use of a survey, and have developed distinctive approaches. Any organization seeking to measure and raise the level of engagement does need to employ a structured approach based on a tried and tested model. There have been various theories and questionnaires been put forwarded by various researchers to measure employee engagement in the recent times. The Gallup Organization is well known for its Q12 approach, a 12-question survey that identifies strong feelings of employee engagement. Results from the survey show a strong correlation between high scores and superior job performance. Here are those 12 questions: Do you know what is expected of you at work? Do you have the materials and equipment you need to do your work right? At work, do you have the opportunity to do what you do best every day? In the last seven days, have you received recognition or praise for doing good work? Does your supervisor, or someone at work, seem to care about you as a person? Is there someone at work who encourages your development? At work, do your opinions seem to count? Does the mission/purpose of your company make you feel your job is important? Are your associates (fellow employees) committed to doing quality work? Do you have a best friend at work? In the last six months, has someone at work talked to you about your progress? In the last year, have you had opportunities at work to learn and grow?
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EMPLOYEE ENGAGEMENT INDEX
I as an individual believe that we can only improve upon those things that we can measure. So in order to improve upon the employee engagement we need to measure it. I have developed a model for measuring employee engagement from the company‘s facts and figures. These facts and figures can be broadly classified into two dimensions Customer dimension Employee dimension
Customer dimension: As we have already emphasized on the fact that customer loyalty and hence the sales of
the company are directed related to the employee engagement. so by knowing about the customer loyalty and satisfaction one can have the idea of employee engagement Employee dimension: This includes the direct method of measuring employee engagement by various figures
like attrition rate, number of ideas generated, number of patents taken by the company in one year etc. This can be better illustrated by the following table:
We can rate various factors as shown and thus can find the employee engagement index 19
GLOBAL EMPLOYEE ENGAGEMENT FOR YEAR 2009
ABC OF EMPLOYEE ENGAGEMENT Employee engagement can be increased keeping in mind the factors that attributes for the enhancement of employee engagement. Following basic concepts from A-Z can help the top managers increase the employee engagement over time.
A Aspirations Understand what your people aspire to and empower them to reach it--it is their aspirations that
make them unique, and they are most engaged when working towards them. 20
Advertise. Take your good news outside. Brag and boast and blow your team's achievements, and more good
will occur. You'll attract new people. Your team will increase its engagement. You'll achieve objectives sooner, more easily. Your employee retention rate will increase. Appreciate Take the time to appreciate each person you have on your team.
B Benefits If employee engagement is to be sustained over time it must benefit employees, leaders, managers,
organizations, and customers
C Connection Employee engagement is created through caring connections with others in the workplace and
— stay connected and you will stay engaged connections to our work — stay Community Communities embrace the individual strengths, weaknesses, opportunities, and threats of each
member and mobilize based on the common belief that the whole is capable of accomplishing much more than the sum of its parts. Community cannot be artificially manufactured, but it can be nurtured. Create the conditions for community by adopting a common vocabulary around engagement as it relates to interaction, Participation, sharing, fellowship, collective action, results, and success
D Disengagement Although chronic disengagement is a workplace scourge we need to balance engagement and
disengagement to maintain productive work over the long term Document Keep a journal of your employee engagement efforts and successes. You may hand your job over to
someone at some point. You may derive new ideas from past successes. You may have to explain or defend engagement actions you've taken with your people. You may just enjoy reading about you've done.
E Echo What we do reverberates across the organization. We listen, so we know whether or not to make
adjustments Ego We are all ego-driven individuals who want to be known for our successes. If you want your people to
appreciate the impact employee engagement has on business results, show them how their work matters. We want to know our successes had a meaningful impact on the company's success
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F Feedback: Tell me how I am doing - not once or twice a year - but all the time. Tell me when you like what I
have done; tell me what didn't work and why. Providing me feedback - both positive and constructive (but please don't yell!) on a regular basis will do so much to help me improve you will be surprised at what can be achieved.
G Gratitude Another of the five principle ingredients of engagement. Without gratitude one cannot stay engaged
for the long-term. Fostered by the activity of thanking others which in turn provides recognition and appreciation Guarantee Attention. Attention. Whether your attention is listening ear, good morning smile, specific job-question, or
something else, it matters to your people. Every engagement survey questions the attention management gives employees: the more attention, the more likely the engagement. Giving Opportunities for employee engagement extend beyond opportunities within their own teams. Managers
need to give. We need to give our employees the opportunity to move across assignments, teams, and other boundaries, and we need to give other managers an opportunity to leverage their talents. Organizations that foster giving with serial reciprocity remove barriers to full engagement.
H Hold Your Horses (as You Hurry). Since engagement is an investment of emotion, energy, time, ability, one
may not jump in without preparation. No matter how eager you are to manage a team of Champion Engagers, you may want to rein yourself in a bit. Allow engagement to evolve, with your nurturing encouragement. Humor Appreciate the power of humor and laugh at the humors of work and life at work. People want to have
fun on the job, and even brief moments of frivolity and levity generate energy and enthusiasm, spark creativity and innovation, and fuel productivity.
I Instruction Teach the core beliefs and values of engagement to everyone in the organization. Isolate: Only problems, not people.
J Joy. Fully engaging in work can produce joy as work becomes love made visible 22
K Kaizen:: Kaizen is the Japanese term for "continuous improvement", a concept we should take to heart if we Kaizen
want students to achieve their personal and professional best. Small changes, if done every day, can make a big impact over time. By creating an environment of Kaizen, reflection becomes part of the daily work and conversations. Continuous improvement an only be achieved, with continuous reflection. And with continuous reflection, students will become more and more engaged in their growth and learning. Keys. If we carry too many keys we can feel weighed down - each organization and individual will need to
determine the keys or vital behaviors that produce authentic and genuine employee engagement. Knit. Well-formed, strongly coached, and frequently energized teams do more than individuals. You can knit
and weave team structure. You can knit it with the yarn of engagement. Just know not to knot things up. Keep your commitments. Kinetics Direct the motion of engagement by understanding and adapting to the different styles, attitudes,
feelings, and experiences that inform what people do and how they act.
L Loyalty Inspiring loyalty is a fundamental objective of employee engagement, as feelings of loyalty motivate,
empower, and drive us to achieve results. Once loyalty is achieved, it must be kept in balance in order to sustain engagement Leadership Leaders need to create vision, direction, and strategy that foster engagement and also communicate
this fully to all employees while also being open to employees helping to co- create the organization‘s vision and direction.
M Motivation Forge and evangelize the connection between individual aspirations and the strategy and goals of
the organization, and people will feel motivated to achieve results and empowered to make a difference. Management In many studies, the single biggest contributor to employee engagement is the relationship people
have with the person who manages them so managers must manage their own engagement while connecting fully with their staff to prime empl e mployees‘ oyees‘ engagement. engage ment. Mastermind Engage your people in developing their engagement. Invite discussion, ideation, forums that
generate ways to engage. No matter what you call it, every time your folks turn on their idea-machines, they engage themselves.
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N Networks Employee engagement works better together - create a network of best friends at work, create a
social media network to communicate with each other at work, Nibble. Engagement may be best experienced in small bites.
O Opportunize Offer numerous engagement opportunities. Naturally, the job is where one should engage.
However, there are surrounding engagement areas that stimulate job-engagement. I repeat: think of career, company, network, community, and personal development as engagement arenas. Optimism The belief that goodness pervades reality is what keeps us moving forward. Some people will always
find a negative spin, and negativity is such a heavy weight to carry that it makes it hard for people to move. By embodying the belief of the optimist, we can inspire our teams to expect favorable results as they take on new challenges. We can create enthusiasm and a desire to excel that is not hindered by the roadblocks of negativity.
P Passion Passion dwindles when it is left unsatisfied for too long. The concepts can be resurrected, the keys can
be re-examined, and the commitment to engagement rebuilt, but if you want to sustain engagement, finds tangible ways of reaching it. Purpose Employee engagement must be directed at achieving a purpose for the organization such as:
productivity, profit, recruitment, retention, project success, high functioning teams, quality, customer engagement, etc. Persist. Persistence encouraging your people to experience engagement pays off. Engagement can/should be
with more than just one's job. Think of career, company, network, community, and personal development as engagement arenas also.
Q Quality The desire to improve Quality is the fuel behind employee engagement-- increase the quality of
conversation, commitment, interactions, executions, deliverables, and results, and you increase the quality of the organization. 24
Questions? We are all looking for answers to enhance and improve employee engagement but never overlook
the value of a good question, such as: Who is engaged, with what, for how long, and for what reason?
R Relationships Employee engagement works best when results are woven with relationships Reconnoiter Reasons for engagement will change as your business, its marketplace, the economy, your
personnel population, and many more factors change. Pay attention to what's coming and your engagement can be proactive.
S Strengths Engagement levels increase when we know our strengths, hold strength-based conversations, work
with our strengths, work strengthens us, and we move from listing strengths to fully living our strengths in the service of others and our organization. Scarcity Build win-win relationships based on a model of scarcity, not abundance. When resources are scarce,
the focus is on linking and leveraging them in new and diversified ways to foster growth, but when resources are abundant, they are used in a standardized manner that actually stunts new growth. Embrace the idea that the unique talent of each employee is a scarce resource, and foster an environment where this uniqueness is leveraged to diversify the organization and ensure its success.
T Today. Employee engagement is about today, don‘t wait for some magic measurement or better time - do what
you can, with what you‘ve got, where you are. Trust Build relationships born of trust. When you trust your employees, they will feel honored and respected,
but when you fail to trust them, they will feel undervalued and become disengaged. Examine your beliefs and check your actions--it is much easier to talk about trust, than to show trust, and much easierto lose trust than to build trust.
U Understanding. Employee engagement requires comprehensive understanding of the uniqueness of each
individual and each culture within each workplace - seek first to understand and demonstrate that understanding before seeking to be understood. Unleash - Take the leash off of employees. Trust. Turn them loose! 25
Upset the cart A little chaos can have good results. The sudden change demands engagement. Opportunities to
witness, enjoy, and learn from the experience can be great.
V Visibility,, and the involvement that comes with it, is crucial to forging a shared purpose across an organization. Visibility
Engage employees in the big picture and provide them visibility into where their own contribution is meaningful Values. Make employee engagement a value or promise to all employees that their work matters and makes a
difference and you will see economic value come out of this value. Visualize. Seeing engagement before it happens is almost as much fun as seeing it live and in person. Practice
visualizing an engaged employee, an engaged team. Share your clear picture with your team. Invite them to turn on their visualizers and share what they see. Visualizations may not be identical, but it helps when everyone looks in the same direction.
W Wonder By challenging ourselves and our employees to look at things with the same sense of puzzled interest
we did as children, we can empower new ways of thinking that challenge assumptions, stimulate engagement, and re-instill our sense of wonder in the world. We. In the co-created world of work the old line: If it is to be it is up to me must be rewritten to, If it is to be it
is up to we.
X X-ray We must get to the bare bones of engagement and avoid using anonymous surveys that at times seem to
measure engagement but actually produce disengagement. Xanadu When you seek employee engagement, you are embarking on a journey that is constantly evolving. But
— that we all need a finishing line. The finishing line is Xanadu Xanadu — that idyllic place of great contentment where it all comes together.
Y Yielding Engagement is an active and constantly evolving process, but when we continuously reach for new
heights, the finishing line can seem further out of reach. 26
Z Zen Zen teaches a person to engage with their breathing, their mind, and their world as you let yourself become
more mindful in daily activities, including work, you will find yourself becoming more and more engaged. Zoo fiddle Make up words. It's fun. It can energize your team meetings. It can help unleash the inner poet or
artist and lead to creative breakthroughs Zeal When we approach a situation with zeal, we approach it with an enthusiastic diligence that reveals new
possibilities, alternatives, and options. Create an atmosphere of zeal, where others can seize opportunities and solve problems, and you will empower them to achieve, generate enthusiasm, and foster their desire to excel.
CONCEPT OF EMPLOYEE ENGAGEMENT IN ARORA TECHNOLOGIES
In ARORA technologies engagement comprises individual value, focused work, and interpersonal support. Each of these three components has subcomponents that further define the meaning of engagement Individual Value: Employees feel more engaged when they are able to make a unique contribution, experience
empowerment, and have opportunities for personal growth. Past research concurs that issues such as being able to affect the work environment and making meaningful choices in the workplace are critical components of employee empowerment. the perception of meaningful work is one of the most influential factors in determining employees‘ willingness to stay with an o rganization. Focused Work: Employees feel more engaged when they have clear direction, performance accountability, and
an efficient work environment. Aside from the personal drive and motivation to make a contribution, employees need to understand where to focus their efforts. Without a clear strategy and direction from senior leadership, employees will burn valuable time on activities that do not make a difference for the organizations success. Additionally, even when they have a direction in place, employees must receive feedback to ensure that they are on track and being held accountable for their progress. In particular, they need to know that low performance is not acceptable and that there are consequences for poor performance. Employees want to work in an environment that is efficient in terms of time, resources, and budget. People lose faith in their organization when they see excessive waste. For instance, employees become frustrated when asked to operate without the necessary resources or when forced to waste time in unnecessary meetings. Interpersonal Support: Employees feel more engaged when they work in a safe, cooperative environment.
―Safe,‖ in this context, means that employees trust one another and are able to quickly resolve conflicts when they arise. They want to be able to rely on one another and to focus their attention on the tasks that really matter. Conflict wastes time and energy and needs to be dealt with quickly. Other research also finds that trust 27
and interpersonal harmony are fundamental underlying principles in the best organizations. In addition, employees need to cooperate to get the job done. Partnerships across departments and within the work group ensure that employees stay informed and get the support they need to do their jobs
METHODOLOGY
Available with me was the employees‘ database which was a reliable and authentic source of employees address. And from those documents maintained by HR department I used to distribute the questionnaire to the employees. It consisted of the first hand source of data collected through the questionnaires from the respondents. The methods I have followed in doing the survey include many steps. The first thing that was done was the formation of
questionnaire which could help me me in extracting extract ing the essential informat information ion from from the
respondents. The questionnaire was designed on a four point scale where 1 represented low extent and 4 represented very high extent. I was equipped with the required weapon in the form of questionnaire and the next step was to circulate the questionnaire to the employees which I did. A sample size of 100 respondents was chosen The sampling type was a probability sampling based on systematic random sampling.. After recollecting the questionnaire which was a very tough job to carry out I interpreted it and jotted down the queries and complaints welling up in my mind. The scores of individual items are summated to produce a total score for the respondent. The higher the respondent‘s score, the more favorable is the attitude.
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DATA ANALYSIS & INTERPRETATION Primary Research Study Sample: 100 employees of ARORA tech. Data Collection through Questionnaire
EMPLOYEES OPINION OF THE ORGANISATION PERCEPTION OF THE COMPANY I think I work for a great company SOCIAL RESPONSIBILITY I view my company as socially responsible CULTURAL VALUES I feel the cultural values of my company align with my own FEELING VALUED IN THE WORK PLACE I feel valued by my company EMPLOYEE COMMITMENT I am strongly committed towards the company
Workplace factors TRAINING AND DEVELOPMENT OPPORTUNITIES I am offered good training and development opportunities COMMU NICATION My opinions are listened to PAY AND RENUMERATION I am paid a fair wage for what I do REWARD AND RECOGNITION My efforts are recognized by the company EMPLOYEE POTENTIAL I am working to my full potential JOB SATISFACTION I am satisfied with my current job CHALLENG ES My work is interesting and challenging
Employee opinion of the management MANAGEMENT SKILLS- RELATIONSHIPS I am satisfied with the relationship I have with my manager MANAGEMENT SKILLS-COMMUNICATION 29
My manager communicates clearly MANAGEMENT SKILLS- MANAGING My manager is good at managing people MANAGEMENT SKILLS-PROBLEM SOLVING My manager is good at problem solving MANAGEMENT SKILLS-SUPPORT My manager supports my developmental goals MANAGEMENT SKILLS-GOALS AND OBJECTIVES My manager sets clear goals and objectives MANAGEMENT SKILLS-EQUALITY My manager treats all employees equally MANAGEMENT SKILLS-APPRECIATION My manager appreciates me MANAGEMENT SKILLS-MOTIVATION AND INSPIRATION My manager motivates and inspires me
EMPLOYEE TENURE On a scale of 1 to 7, how much longer do you think you will stay with company?
Less than 6 months 6-12 months 12-24 months 24-36 months 36-60 months 60-84 months Always
1 2 3 4 5 6 7
DISENGAGEMENT FACTORS Most important reasons as to why you would not remain remain with company beyond beyond 24 months There are no career advancement prospects I am not recognized or rewarded for my efforts I am bored with my job I can get better pay elsewhere Lack of communication/cooperation with management The culture is not very supportive or friendly The job has poor work/life balance I face unreasonable pressure and demands My manager and I have poor relationship Personal Reasons Lack of job security 30
Poor corporate social responsibility I do not get along well with my co-workers
Staff retention factors Most important reason that is keeping them engaged with the company A sense of purpose and meaning in my job A good relationship with my co-workers A good relationship with my manager New and interesting challenges Great work/life balance Fair and reasonable Pay and Employee Benefits Long Term job security Development opportunities A culture of fairness/equality among co-workers Open communication with Management Reward and Recognition A set career path/promotional opportunities Feeling more valued by the organization Better social responsibility
Key Findings I work for a great company 86% Agree, 7% disagree, 1% s disagree Level of agreement amongst people leaving 40% compared to 95% with people staying put Interpreted by position type, a strong level of agreement is more in a senior position. My company is socially responsible 86% agree, 6% disagree & 1% s disagree 75% agreement amongst employees leaving & 90% amongst rest Stronger agreement with senior management and employees in later stages of career Cultural values of my company align with my own 82% agreement,12% disagreement 6.5 out of 10 of outgoing employees agree compared to 9.5 amongst rest I feel valued by the company 74% agree, 18% disagree 8 out of 10 employees leaving disagree compared to 1 out of 10 in rest Disagreement high amongst junior employees I am strongly committed to my company 83% agree, 9% disagree,1 in 10 disagree 50% agreement amongst employees leaving compared to 95% amongst rest
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I am offered good training and developmental opportunity 80% agree, 12% disagree and 2% strongly disagree disagre e 1 in 6 from executive & managerial group feel inadequate 32% disagreement amongst people leaving compared to 9% amongst rest My opinions are listened to 84% agree,11% disagree 9% crew and 52% senior manager strongly agreed indicating stronger agreement at senior levels 6 out of 10 disengaged compared to 9 out of 10 agree I am paid a fair wage and benefits 78% agree,16% disagree. 1 in 6 employees disagree 34% disengaged disagree compared to 11% engaged My efforts are recognized by the company 77% agree,15% disagree 5 out of 10 disengaged agree compared to 9 out of 10 engaged I am working to my full potential 72% agree, 23% disagree. 1 in 4 feel they are not working to their optimum potential 42% disagreement amongst disengaged employees compared to 20% amongst engaged I am satisfied with my current job 73% agree, 20% disagree. 1 in 5 disagree 23% disagreement in lower positions 1 in 2 disengaging employees dissatisfied compared to 1 in 10 engaged I am satisfied with my current job 73% agree, 20% disagree. disagree. 1 in 5 disagree 23% disagreement in lower positions 1 in 2 disengaging employees dissatisfied compared to 1 in 10 engaged I am satisfied with my current job 73% agree, 20% disagree. 1 in 5 disagree 23% disagreement in lower positions 1 in 2 disengaging employees dissatisfied compared to 1 in 10 engaged My work is interesting and challenging 84% agree,10% disagree 13% crew and 50% executives strongly agree 3 out of 10 disengaged employees disagree compared to .5 out of 10 engaged
I am satisfied with the relationship I have with my manager 79% agree, 15% disagree 54% of those leaving agree compared to 85% 85% who will stay put My manager is good at managing people 73% agree, 21% disagree 5 out of 10 employees leaving agree compared to 9 out of 10 amongst rest 32
My manager communicates clearly 73% agree, 19% disagree 43% leaving employees disagree compared compared to 14% amongst rest My manager supports my developmental goals 76% agree and 14% disagree 54% disengaging believe their manager manager supports their development goal compared to 84% for engaged engaged employees My manager treats all employees equally 70% agree and 22% disagree 46% disengaged employees agree compared to 76% engaged My manager is good at problem solving 79% agree,13% disagree 59% agreement amongst disengaged compared to 85% amongst engaged My manager appreciates me 81% agree, 11% disagree 58% agreement amongst disengaged compared to 94% amongst engaged My manager sets clear goals 83% agree,18% disagree Disagreement 60% compared to 15% amongst engaged employees My manager motivates & inspires me 64% agree, 24% disagree 60% disagreement amongst disengaged employees compared to 17% amongst engaged How long will you stay with the company Up to 12 months 13% 12-24 months 12% 24-36 months 18% 36-60 months 26% More than 5 years 31%
Reasons for engagement A sense of purpose and meaning in my job (32) A good relationship with my manager (22) New and interesting challenges (20) Pay and benefit (47) Career development opportunities (42) Equality culture (29) Having a sense of purpose and meaning in the job most important to managers at 83%, this group also achieved the highest result for rating new and interesting challenges 72% 33
Reasons to disengage There are no career advancement prospects (7) Poor relationship with boss (13) I am bored with my job (3) I can get a better pay elsewhere (11) Executives/ junior managers are likely to leave the company due to career opportunities opp ortunities and levels of pay Senior managers were likely to leave leave due to lack of challenges challenges and reward and recognition frameworks
Summary-Opinion of company ARORA TECH. employees believe they work for a great company, contrary to prevalent trends of dissatisfaction and cynicism in employees Company in itself generates high levels of satisfaction, is socially responsible, and strongly aligned to personal values. Senior employees rated the company higher than lower level employees Strong positive perception is more at managerial cadre
Interpreted by projected tenure, relationship between how long an employee will remain in their current role with their agreement that their company is socially responsible (.20), they are feeling valued(.29), their belief in company‘s values (.14) or even their commi co mmitment tment (.19) (. 19) 47% of variation in the decision to stay vis-a vis opinion of the company is explained through regression
Summary-Management skills Employees have fairly positive views of their managers Dissatisfaction Dissatisfact ion with direct managers with disengaged employees employees 45% compared to 15% engaged, relationship with boss is key to engagement Inequality was concerning feature regarding this section with 22% disagreement Employees at the executive and junior management level have shown maximum level of dissatisfaction with their leadership teams At managerial level, not all see their bosses as role model Regression results establish that 59% of variation in the decision about the projected tenure being explained by management skills variables Manager’s treating the employees equally(.29), being able to motivate(.44), being good at problem solving(.25) and supporting subordinates(.29) in their developmental goals are key factors contributing to this decision 34
Summary-Workplace factors Pay, relationship with boss and career advancement opportunities are the most cited reasons for engagement To senior managers reward and recognition was the most selected reason for wanting to leave their organizations. This is distinct from salary levels and alludes to broader employee benefits and perhaps more importantly, general recognitions of achievements Regression analysis shows 54% variation in decision to stay with company being explained by workplace factors. Wages(.34), developmental opportunities(.2), rewards frame work(.35) are significant contributors Only 72% agree to working to their full potential
Recommendations To bring in high level of association among the crew, it is recommended Educate the crew about the rich history, culture, and products of the company. Conduct welfare activities/ training for the spouse too aimed at enriching their family life by personal development. This enhances emotional attachment Always support your employees during difficult times, both financially and emotionally Build emotional connect by involving families through functions like family day, picnic with families and say granting scholarships to wards of employee Create a culture of transformational leadership. Impart leadership training as 7 Habits to all managers. Percolate KBLM down to line managers Team Leaders to encourage involvement of his team in decision making. The extent to which employees feel able to voice their ideas, and managers listen to these views and value employees‘ contributions, makes a significant contribution towards how employees perceive their managers Implement Suggestion Schemes, SGAs along with the reward framework All managers to create Win-Win and Synergies through Ideation sessions Workshops for people managers on holding critical conversations as well as coaching. This is to enhance the performance management by clear goal setting and on going coaching and mentoring Promote and map out career pathways and developmental opportunities. Make this a part of an attraction and retention strategy
KPI for the managers The opportunities and support employees have from their managers to develop their jobs is key to a positive perception of managers amongst the individuals Create a transformational leadership culture, where individuals become well connected to the organization's purpose and overall mission through Open Forums Remain competitive with salary. Do industry benchmarking and compensation survey job rotation and multi skilling to avoid boredom Show concern for employees‘ health and well being. Make them feel valued
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REFERENNCES DDI‘s research on retaining talent (Bernthal & Wellins, 2001), www.gallup.com http://en.wikipedia.org/wiki/Employee_engagement www.simply-communicate.com http://www.employeeengagement.com/ www.aim.com.au/Publications http://www.banffcentre.ca/departments/leadership/library/pdf/driving_employee_engagemen t_WeissMolinaro.pdf www.cipd.co.uk http://www.isrinsight.com/Solutions/engagement.aspx http://www.york.ac.uk/admin/hr/about_hr/strategy/employee_engagement.htm http://www.employment-studies.co.uk/summary/summary.php?id=408 http://www.thepracticeofleadership.net/2007/02/27/the-ten-c%E2%80%99s-of-employee- engagement/ http://www.slackermanager.com/2008/05/300-free-employee-engagement-ideas-e-book.html http://www.shrm.org/foundation/1006EmployeeEngagementOnlineReport.pdf
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