EMPLOYEE ENGAGEMENT

Presented by:
Vipin S. Nair
 Employee Engagement
• Employee engagement, also called as work
engagement or worker engagement.
• 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.
• Employee Engagement is the extent to which
workforce commitment, both emotional and
intellectual, exists relative to accomplishing the work,
mission, and vision of the organization.
Influencers On Employee Engagement
 Employer engagement
 Employee perceptions of job importance
 Employee clarity of job expectations
 Career advancement/improvement opportunities
 Regular feedback and dialogue with superiors
 Quality of working relationships with peers, superiors,
and subordinates
 Perceptions of the ethos and values of the organization
 Effective Internal Employee Communications
 Reward to engage
 Employer engagement
 A company's commitment to improving the
partnership between employees and employer.
 Employers can stay engaged with their employees by
actively seeking to understand and act on behalf of
the expectations and preferences of their employees.
Employee perceptions of job importance

 An employees attitude toward the job and the

company has the greatest impact on loyalty and
customer service then all other employee factors
combined.
 Employee clarity of job expectations
 If expectations are not clear and basic materials and
equipment not provided, negative emotions such as
boredom or resentment may result, and the
employee may then become focused on surviving
more than thinking about how he can help the
organization succeed.
 Career advancement/improvement
opportunities
 While all your employees may not crave a promotion, some
will.
 For those employees, upward mobility is the key motivator.
 They are willing to cooperate and contribute, but they want
to advance in their careers.
 There are two "good news" points to this situation.
 First, career advancement does not have to be only about
getting promoted.
• Rather, it can be about activities, projects, or assignments
that contribute to opportunities for promotion.  
 Second, employees know that promotions are not always
possible.
• So they are willing to consider opportunities that
contribute to advancement.
• Employees want to feel that they are working on their
careers, even if they are not receiving a promotion.
 To make the link between career advancement and job
performance, do two things should be done.
• One, look for career related opportunities in every
assignment.
• Two, explain "how" every assignment offers a career
related opportunity and a chance for employees to work on
their careers.
 Regular feedback and dialogue with
superiors
• Feedback is the key to giving employees a sense of
where they’re going, but many organizations are
remarkably bad at giving it.
• “What I really wanted to hear was 'Thanks. You did a
good job.' But all my boss did was hand me a check.”
Quality of working relationships with peers,
superiors, and subordinates
• If employees' relationship with their managers is
fractured, then no amount of perks will persuade the
employees to perform at top levels.
• Employee engagement is a direct reflection of how
employees feel about their relationship with the
boss.
 Perceptions of the ethos and values of the
organization
 Perceptions of the ethos and values of the organisation is
affected by organizational elements – which in turn are
impacted by Leadership behaviour.
 Leadership is generally exercised on three different levels.
 At the individual level, leaders mentor, coach, and motivate;
at the group level, they build teams and resolve conflicts; at
the organizational level, leaders build culture.
 'Inspiration and values' is the most important of the drivers
in Engaged Performance model.
 Inspirational leadership is the ultimate perk. In its absence,
it is unlikely to engage employees.
 Effective Internal Employee
Communications
 Conveying a clear description of “what's going on?”
 The effect of poor internal communications is seen as its
most destructive in global organisations.
 The head office in one country know what is going on, and
are heavily engaged but its annexes (who are furthest away
from the action and know little about what is happening) are
disengaged.
 In the worst case, employee annexation can be very
destructive when the head office attributes the annex's low
engagement to its poor performance when its poor
performance is really due to its poor communications.
 Reward to engage
 An incentive to reward good work is a tried and test way of
boosting staff morale and enhancing engagement.
 There are a range of tactics you can employ to ensure your
incentive scheme hits the mark with your workforce such
as:
a. Setting realistic targets
b. Selecting the right rewards for your incentive programme
c. Communicating the scheme effectively and frequently
d. Have lots of winners and reward all achievers
e. Encouraging sustained effort
f. Present awards publicly and evaluate the incentive
scheme regularly.
 HSBC, PAN INDIA
Employee Engagement Programme
Monetary Non-Monetary
 Monthly team activity  Work life balance
 Regional team gathering  Monthly leave plan
 Annual Pan INDIA  Wow Stories
offsite  Employee Birthday
 Inter department  Holiday Times
tournament
 Appreciation awards
 Wall of fame
 Monetary Programme
Monthly Team Activity
 Every month each of the individual HSBC offices
organize some group activities such as:
a. Fashion show
b. Singing competition
c. Dance competition
d. Quiz Competition
 Regional team gathering
 Regional team gatherings are arranged quarterly so
that the employees from all the regional offices can
come together and interact with each other.
 The meet is followed by a movie and dinner.
 Annual PAN INDIA offsite
 Every year a picnic is arranged on a PAN INDIA basis.
 Each of the regional offices individually decides on
the picnic spot.
 Inter department tournament
 Quarterly inter department tournaments are
organized.
 Games such as cricket, football and any other such
sports are organized as per the interests of the
employees.
 Appreciation awards
 Employee appreciation programs are arranged on an
quarterly and annual basis.
 This awards are given away by the senior
management members of the company.
 Wall of fame
 Every month the photos of the best performers are
framed on the wall in the reception area.
 Every month the wall is updated.
 If an employee is able to make the wall continuously
for 3months then there are certain monetary awards
given to the employee.
 Non-Monetary Programme
Work, Life balance
 Every week each employee is allowed to leave office
a couple of hours early.
 This is done with an intention to allow the
employees to have certain time to spend with their
family.
 Monthly leave plan
 There is an yearly paid leave plan, under which there
are 21 paid leaves allowed in an year.
 This paid leave can be accumulated and taken
together at the end of the also if desired.
 Holiday Times
 Happy holiday mails are sent to the employees going
on a leave.
 CC copies of this mail is also circulated to the rest of
the employees so that the rest are also aware about
the person going on holiday and can wish him.
 Wow Stories
 Mail containing the achievements of the employees
is circulated.
 This mails are circulated with the subject titled as
‘wow stories’.
 This is done to motivate the rest of the employees.
 Employee Birthday
 Mail containing birthday wishes is sent to the
respective employee on their birthday.
 CC copies of this mail is sent to the rest on the
employees too, so that the other employees can
wish them too.
THANK YOU