EMPLOYEE

ENGAGEMENT
ADITYA PRADHAN

DHIRAJ AGARWAL

MEGHA BANSAL

SAKET ANAND

SURUCHI GOYAL
 What is employee engagement???
Employee engagement is a complex equation that reflects
each individual’s unique, personal relationship with work.
The term means different things to different organizations.
Some equate it with job satisfaction, some by gauging
employees emotional commitment to their organization
but a conclusive nature and definition of the same cannot
be obtained.
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.
 CONTD.
Full engagement hence is an alignment of these two factors
simultaneously:
1. Maximum job satisfaction
(“I like my work & do it well”)
2.Maximum job contribution
(“I help ACHIEVE the goals of my organization”)
Inorder to achieve their objectives, organizations have made engagement
an ongoing priority and a crucial management tool in today’s scenario.
Engagement of people is necessary because they are not just committed
towards their work or simply passionate or proud: they have a line-of-
slight on their future and on the organization’s mission and goals.
They are enthused and in gear using their talents and discretionary effort
to make a difference in their employer’s quest for sustainable business
success.
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.
The Indian Scenario- the level of disengaged people surpass every other country. This means that
effective means have not been employed by the organization to increase employee engagement.
Similarly the level of engagement is the least showing dissatisfaction of the working class.
Employee Engagement-The sole
performance analyst???
 Engagement has been hailed as the secret ingredient to competitive advantage and organizational
success. 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:
 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.
 A virtuous 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 just
show 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.
 Importance of Employee Engagement
Despite the prevailing uncertainty we can put out the following points
supported by researched undertaken to depict the positive correlation between
higher employee engagement and business success:-
 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.
 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.
 A manpower survey of call centre customers and employees reports that
centers with high employee satisfaction also has higher customer satisfaction
and vice versa.
 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.
 Drivers of Contribution
 The key drivers of employee engagement vary widely depending upon their perception,
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 factors
of employee engagement and performance as shown by the graph.
 CONTD.

Graph depicts the proportion of criteria attached for job satisfaction by various employee.
 MYTH VS REALITY
HR 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.
 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."
 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.
 In a study for the American Psychological 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.
 CONTD.
 Myth 1: Compensation is the Key Driver of Employee Engagement
Reality: Compensation is the most important reason why an employee
chooses one firm over another. However, as long as compensation is
within an appropriate market range, additional compensation is not one
of the main drivers of employee engagement.
 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 must have: a) the skills
to be successful at a higher level, b) the aspiration to be promoted
several times, and c) the desire for a long-term career in the company.
 Myth 3: The Performance Review Is the Most Important Part of the
Review Process
Reality: What matters more than the formal review is what happens in
between reviews. The informal feedback that employees receive is
actually much more important (and timely) in improving employee
performance than feedback from the formal review process.
 CONTD.
 Myth 4: The Best Business Leaders Are Great At Inspiring
Employees
Reality: While inspirational leaders do get better results than those
that aren’t, the business leaders who consistently get the best results
are those who are better at resource allocation – at ensuring the right
employees have the right resources to do their jobs.
 Myth 5: Employees With Different Jobs Want Different Employee
Value Propositions(EVP)
Reality: While there are differences between employees in different
functional areas, EVP varies far more across different regions. 
 Myth 6: Firms Must ‘Buy or Build’ Business Leaders to Improve
Leadership Performance
Reality: Most business leaders already have the skills to be successful
in a variety of situations. The challenge that most have is in
determining how to apply their capabilities to ever evolving situations.
 ENGAGING EMPLOYEE IN AN ORGANIZATION
Not every effort mentioned above is a myth. There is no limit to what an organization can
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 manager’s 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 work best. But still the
following can be pointed out as the most important tips for engaging the employee in an
organization:
 Reflect and charge: The managers should know their level of engagement and thus
influence others.
 Hire engage –able team members: To recruit people who want to fit rather than trying to
fit the people.
 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.
 Stress employee ownership: State clearly the visions of personal success to the employees
and provide guidance, remove barriers of communication and help them fulfill work.
 TIPS CONTD.
 Find out where the bus is going and remind people of the destination: Appraisal
and feedback would help employee realize their roles and priorities.
 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
 Match projects, passion and proficiency: Every person comes to work with a
different 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.
 Tailoring of coaching strategies: Since ,every person working in the organization
have a different level of psychological and physical characters a same set of rules
cannot 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.
 CONCLUSION
Hiring and retaining employees aren’t the focus now a
days. If the skilled resources aren’t focused on the right
things and motivated to give their best, the
organization ends up far from their goals. So it is
necessary that the employees are engaged and portray
high performance for the achievement of personal and
organizations success as a whole.