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To engage the workforce, most of the organization surveyed periodicaly recognise employees and provides flexible working hours. 2. Nowadays employees are involved in decision making in the organization and majority of the employees agreed on this fact. 3. Most of the organizations allow their employees to participate in performance appraisals and to set their own Key Performance Areas. 4. Compensation & Benefit programs are observed as the most effective rewards scheme 5. For team building companies generally do small team recreational activities and social activities. 6. Majority of the sample are loyal towards their organization and they also recommend their friends and relatives to join the organization. 7. Stress management, Retirement plans and Work life balance surprisingly seem to be of least effective engagement strategies according to the employees. 8. Majority of the organizations agreed that the engagement strategies of their organization help in retaining the employees in the organization. 9. Majority has observed 5-10% of reduced attrition rate due to the implementation of engagement strategies in the organizations. 63JANKIDEVI BAJAJ INSTITUTE OF MANAGEMENT STUDIES S.N.D.T WOMEN S UNIVERSITY, MUMBAI A RESEARCH STUDY ON EMPLOYEE ENGAGEMENT & RETENTION LEVEL
SUBMITTED BY MANALI AGRAWAL (02) In the partial fulfillment of award of Master of Personnel Management & Industrial Relations (MPMIR) 2007-2009 UNDER THE GUIDANCE OF 1PROF. PERI SHASTRI Janki Devi Bajaj Institute of Management Studies S.N.D.T Women s University, Mumbai- 400049 CERTIFICATE This is to certify that Ms. Manali Agrawal has completed the project Employee Engagement & Retention Level under the guidance of Prof. Peri Shastri and has been submitted to the university in partial fulfillment of the requirement for the Master of Personnel Management & Industrial Relations (MPMIR). Prof. Peri Shastri (Project Guide) Date: 24th March, 2008 2ACKNOWLEDGEMENT On successful completion of this Research Project, I, Manali Agrawal, student of Master of Personnel Management & Industrial Relations, would like to thank my institute, Janki Devi Bajaj Institute of Management Studies, to give such an opportunity to take up this project. Secondly, I would like thank my Project Guide, Prof. Peri Shastri with whose Dr. Gulnar Sharma (Director-In-Charge)
guidelines and directions I was able to meet my project objective and also the other professors of my institute who were available when I needed them. Last but not the least, I would like to thank all my friends, relatives and others with whose help and support I was able to collect my sample size. 3CONTENTS Sr. No. Topic Page No. Executive Summary 1 1. Chapter-I 2-4 1.1 Objective of the Research 2 1.2 Research Methodology 3 1.3 Selection of Study Area and Sample Size 4 1.4 Significance of the Study 4 1.5 Limitation of the Study 4 2. Chapter-II 5-14 2.1 Definition of Employee Engagement 6-10 2.2 Historical Background of Employee Engagement 11-12 2.3 Employee Engagement in India 13-14 3. Chapter-III 15-24 3.1 The Literature Review 15-24 4. Chapter-IV 25-57 4.1 Data Analysis and Interpretation of Employees 25-37
4.2 Data Analysis and Interpretation of HR Managers 38-57 5 Chapter-VI 58-59 5.1 Findings 58 5.2 Recommendations 59 6 Conclusion 60 7. References 61 8. Annexure 62-69 EXECUTIVE SUMMARY Employee engagement is associated with many desirable outcomes, such as job satisfaction, intention to stay and job performance. Companies with a greater number of engaged employees typically have lower operating costs, higher customer satisfaction and higher profits. There is a tangible monetary benefit to companies investing time and resources in fostering higher engagement within their employees. The task of precisely defining employee engagement is still ongoing, but it is most often defined in terms of behaviours exhibited in 4the workplace. Engaged employees are prepared to go the extra mile in pursuit of workplace excellence. They are ambassadors for their organisations, who will speak highly of the company and its people, even when they are not in a work setting. An engaged employee is identifiable by workplace behaviours such as losing track of time as they are so absorbed in the task at hand. This is distinct from excessive overtime in order to give the impression of hard work. Both look the same, but one is productive for the employer- employee relationship and one is not! Academics would say that not enough is understood about what drives employee engagement as most research in the area has tended to focus on business outcomes without investigating underlying causes. As the impact of engagement on business has been positive and has been linked with higher profitability, practice has raced ahead of the underpinning research in
Agreeableness 3.pursuit of creating a more engaged and hence profitable workforce. CHAPTER-I 1. At the same time I looked at the interplay between individual differences and engagement levels of the organization. which then were analyzed and interpreted. I hoped to discover best practices of the organizations and the individual s expectations from such strategies. 1.2 RESEARCH METHODOLOGY: TYPE OF RESEARCH: EXPLORATORY PRIMARY DATA: Data collection Method through Questionnaire Method was used and employee responses on that were tabulated and represented in percentage form. To find out the employee engagement strategies in organizations. To benchmark the employee engagement practices adopted in various organizations. The questionnaire consisted of both open ended as well as multiple choice questions based on 6 factors as listed below: 1. Attachment to the job 2.1 OBJECTIVE OF THE RESEARCH: 1. To study the correlation between the employee engagement practices carried out in the company and retention levels. Emotional stability 4. This was followed by findings and recommendations. 2. Openness to experience 5. I undertook research to aid understanding of the area by investigating the relationship between employee engagement and the retention level. Achievement orientation . 53.
. Mumbai 8These companies were chosen as subject of study. Mumbai 6. Bangalore 2. TCS. Infosys. Managers should. SIGNIFICANCE OF THE STUDY People often lie in exit interviews about why they are leaving. webliography and bibliography. and newspaper and news magazines articles as given at the end of this project in references. Eureka Forbes. SECONDARY DATA: 6It was through a list of websites. books. Impetus. Indore 11. Delloite. Sahara. Blue Sky. of course. Pune 9. HSBC Global Technologies. Self-efficacy The above factors are independent factors and retention of employees is dependent on it. Mumbai 7. EDS.6. Mumbai 4. Bangalore 3. Pune 10. journals. HYPOTHESIS: The retention of employees is dependent on the independent factors. Indore 8. Mumbai 5. CSC. IDBI. 7SELECTION OF STUDY AREA AND SAMPLE SIZE 40 samples of employees and 9 samples of HR managers were collected from 10 companies namely: 1. Mumbai 12. Amdocs.
The reason being I did not want to go into personal details and stick only to job and organisational related issues. A comprehensive list like this is of little value unless used as a guide to gather information as to how to engage the employees so that to retain the talents in the organization. LIMITATIONS OF THE STUDY Age Limitation. undermining or badmouthing their organizations and bosses. Family issues. supposedly. worse yet. As many as 29 per cent are almost engaged .1 Towers Perrin s recent Talent Report is slightly more optimistic. middle of the road.000 employees around the world.000 employees surveyed to be highly engaged. finding just 17 percent of the 35. 40 to 70 percent of employees can be classified as neutral. Worse yet. an alarming 10 to 20 percent of employees are actively disengaged just putting in their time or. multiple studies in different countries and across industries show that employees who are passionate about their jobs and the organizations in which they work are in the minority. or agnostic.I had access to the young employees that s why the study is mainly on the youngsters. The economic impact of low engagement can be staggering. looking at levels of engagement across 50.know in advance who is leaving and why. The global survey shows that 34 per cent of the employees in India are fully engaged and 13 per cent disengaged. CHAPTER-II INTRODUCTION Success today requires a good bit more than good attendance. Some of the Survey conducted by few organization revealed that approximately 19% of the employees are highly 9engaged The Corporate Executive Board. we have evolved . What makes these numbers especially discouraging is that. Yet. placed only 11 percent in what they dubbed true believer category.
2. one might easily attribute low engagement to persistent downsizing. Research has proven that wholly engaged employees exhibit. And. show a strong level of commitment to the organization. less employee turnover. which leads to an erosion of loyalty and commitment. put in extra efforts to help get the job done. Employee engagement is more than just the current HR 'buzzword'. In order for organizations to meet and surpass organizational objectives. employees must be engaged. Higher productivity. on the other hand. people development. Reliability. recognition. and are more motivated and optimistic about their work goals. performance management.from the dark ages of personnel management.1 Definition of Employee Engagement Employee engagement can be defined as an employee putting forth extra discretionary effort. for the past two decades we have been trying to realize the benefits of empowerment. Higher self-motivation. Higher levels of customer approval and service quality. it is essential. . and new leadership styles. Organizational loyalty. Employers with engaged 10employees tend to experience low employee turnover and more impressive business outcomes. Lower absenteeism. there is a big difference between putting in place initiatives that have the overall goal of increasing employee engagement and truly seeing the payoffs. Evidently. Confidence to express new ideas. On one hand. teamwork. as well as the likelihood of the employee being loyal and remaining with the organization over the long haul. Research shows that engaged employees: perform better.
products. facilities. 112. to assure that they would be able to survive and thrive in the future. The landmark 1998 McKinsey study. And some predict that a portion of today s aging workers will delay their retirements out of necessity. the quality of the workforce.Need of Employee Engagement The general principles of employee engagement have been around for decades. Since 2003 the picture is once again changing. the source of value had almost totally flipped. most important. products can easily be copied. a technological edge can prove fleeting. 1. and. By 2002. albeit not as quickly as expected. People have become the primary source of competitive advantage. In the late 1990s and early 2000s. Retention and the war for talent. but the quality of an organization s talent. There are four primary drivers. Tangible assets include things like machinery. The War for Talent. the slump in the global economy quickly took the spotlight off of the anticipated talent shortage. The study s authors called upon organizations to take more seriously their efforts to attract and retain talent. Almost 80 percent of market value today comes from the intangible with a scant 20 percent coming from tangible assets. there has been a surge in the popularity of employee engagement. As we all have heard before. etc. attenuating the expected talent shortage. intellectual property. The Brookings Institute (2003) examined the primary source of market value in today s organizations and how it has changed over time. Intangible assets. though. Engagement is the fuel that drives the value of intangible assets. For example. include factors such as brand. on the other hand. 62 percent of an organization s market value came from tangible assets and 38 percent from intangible assets. During the past five years. is nearly impossible to replicate. In 1982. the Society for Human Resources Management reported that 48 percent of the . was among the first to talk about the potential for workforce shortages due to the aging population. its passion and commitment. 20 years later. and more facilities can be built.
according to a recent Conference Board report. Overwhelming impact. it s about focusing on what people do well. The research is not inconclusive. As one manager said: It s about appealing to the head and the heart. the workforce is getting older. when times get tough. Engagement is about creating passion. and it s about development and recognition. companies are beginning to take heed of the enormous financial costs of turnover and increasingly viewing employee engagement as an imperative for keeping their key employees heats up once again. but most companies are finding them too complex to implement well. to prove that their activities and investments are both efficient and positively influential to business strategy. and not and attracting new ones as the war for talent . the higher the performance of the business. with many of the baby boomers hitting 60 in 2006 and ready to retire. not limited to one country or industry. engagement gets to the hard stuff by focusing on the softer stuff. Additionally. It s a fact: The higher the level of engagement. on the whole. While it still takes patience to implement. Remember the reengineering wave? Even those who used it as more than just a guise for massive layoffs found it painful. The human resources function has been under pressure for decades to prove that it makes a difference. Six Sigma implementations are invaluable to business performance. Why? A lack of convincing evidence on the value of HR initiatives. with the evidence mounting every day) provides a way for HR to prove 12its contribution. 3.The positive relationship between engagement and performance (documented in hundreds of studies. is an easy pill for organizations and their employees to swallow.employees it polled are actively seeking new jobs. Engagement is a different matter altogether. HR is among the first to get the budget axe. HR professionals are scrambling. Some have called employee engagement a form of positive psychology which. Over and above the workforce cost of increased retirements. 4. While CEOs may espouse the importance of their workforces in their annual reports. Popular appeal.
In many instances. Each employee needs a solid job description and a clear set of performance expectations. How to Make Employees Engage Growth and development . Many organizations have strong teams with members who work well with each other. and be recognized as a thoughtful. learning. In a way. management could make them feel appreciated right off the bat. teamwork and collaboration require good relationships both within the work group and across work groups. Empowerment Empowerment is a feeling of job ownership and commitment brought about through the ability to make decisions. be measured by results. The Benefits of Employee Engagement The power of employee engagement is that it is closely connected to business results. Employee Participation in decision making is also a very effective engagement activity in the organization. be responsible.In the context of engagement. contributing human being rather than a pair of hands doing what others say.An exciting position. employee retention starts just as soon as an employee is hired. Aligning effort with strategy Engagement begins with employees clear understanding of what they should be doing on the job.Giving those rewards and recognition. When . with plenty of opportunity for growth. this practice can be considered a combination of recruitment and retention tools. Support and recognition .contained to a few hundred people it s overwhelming. Teamwork and Collaboration . and advancement for employees is always helpful in retaining employees. If a company sees an unusual amount of potential in a new hire.
Engaged employees are more likely to improve other critical factors affecting customer satisfaction. director of training and development at CompUSA states. organizations experience higher levels of productivity and 13profitability. higher engagement translates into higher and faster revenue growth. and meaningful work. As addressed previously. For example. companies deliver better products or services and have more resources left to invest in further improvements. such as growth and development opportunities. absent. thought leadership. Organizations with engaged employees have more satisfied customers. When you walk into a store with high engagement scores. employees decide to stay with organizations for other reasons. but it s not just because employees have better interactions with customers. or uncooperative. etc. product quality.Tom Labadie. and the store gives off that elusive approachable feeling that customers appreciate. spend less time on wasted activities. high financial compensation is not the only driver of increased employee retention. Engaged employees look for better ways to do their work. strong leadership. innovation. In the end. such as responsiveness. Employees whistle and smile. Engaged employees are more innovative and place more emphasis on meeting customer needs. Finally. and engagement has a proven relationship to employee retention. they approach customers. Turnover costs organizations millions of dollars each year.employees work in an environment in which they can focus their attention on their work and have a drive to do their best. you can sense the positive tone. No one likes going into a store where the sales clerks are sullen. The what can I do better or differently attitude of engaged employees versus the it s not in my job description attitude of the unengaged simply leads to better financial performance. and make effective use of resources. It s easy to see why customers notice engaged employees and are more satisfied and willing to purchase again. ASSESSING ENGAGEMENT . Although it is an important consideration.
as a result. nor do they work against it. Engaged employees are the stars in a company. 2. Gallup has promoted the value of measuring employee engagement through a series of books. they feel a strong connection to their company and perform at high levels every day while looking for ways to improve themselves and the company as a whole. it has also taken the lead in identifying and managing the factors that impact engagement levels. Negative by nature. not only do they achieve little themselves. these people are unhappy in their work and they compound their lack of productivity by sharing this unhappiness with those around them. not engaged or actively disengaged. Not engaged employees. the way in which people are managed and developed at work has come to be recognized as one of the primary factors in achieving improvement in organizational performance. Without passion or innovation. Passionate about what they do. they also prevent others from being productive too.2 HISTORICAL BACKGROUND OF EMPLOYEE ENGAGEMENT Over the past decade. first Gallup assesses employees to determine whether they are engaged. This is reflected by popular idioms such as people are our most important assets . One of a handful of engagement evangelists. The Gallup Organisation has been conducting exhaustive studies of employee engagement to try and answer these fundamental questions. seminars and programmes. 14In order to rate the engagement of a workforce. They are the proverbial bad apples who revel in their discontent while undermining the accomplishments of others. these employees neither commit to the company s direction.Over the past eight years. according to Gallup. . are the company zombies who show up every day and put in just enough effort to meet the basic requirements of their jobs. Actively disengaged employees are those who present a big problem for businesses.
Enlightened managers now realize that any company as a whole will benefit when its employees know what s going on and they feel part of the team. Most organization today continues to struggle with retention . Then things changed. This upheaval meant companies had to find new ways to motivate their employees in order to make them more productive since. But common sense . margins shrank and shareholders got more demanding. owners and managers have been talking about engagement. engagement focused more on productivity and achieving results through threat of punishment or by means of reward. employees were looking for something else from their employers.Back in the good old days of corporate world. it is acknowledged that successful organizations share a fundamental philosophy of valuing and investing in their employees. Suddenly. engagement isn t really a new idea. Boiled down. Consistent with this it is an equally important issue for the organization to retain their critical (core) employees. organizations everywhere are spending serious money on all forms of employee engagement. The tricky part is in defining what makes a workforce happy. Engagement was born. for centuries they just used different words to express it. company staff were finding the very job security they d counted on was disappearing. In itself. today. Companies put people on career tracks straight out of college. in one form or another. things were pretty simple. And thus. and in understanding how this good will translates into company success. Competition increased. and at speed. From the extant literature review. In former times. without stability. In fact many research studies have described human resource management as a means of achieving competitive advantage. it simply means developing a happy and loyal workforce . they gave employees a job for life and waved 15them goodbye with a gold watch at retirement.and good communication eventually won out and. The promise of the stable life as a company employee kept both morale and productivity high.
the pinnacle of an individual s fulfillment of talent and potential. overused.3 EMPLOYEE ENGAGEMENT IN INDIA The recent WorkAsia research study by Watson Wyatt Worldwide indicates that India has the highest percentage of highly engaged workers at 78% in Asia as compared to Japan. At a very basic level. The Gallup Organization describes employee engagement as the "the involvement with and enthusiasm for work".because they are relying on salary increases and bonuses to prevent turnover. 2. The challenges faced by organizations in India are around attrition. The imminent US slowdown. Beer. the highest stage of which is self-actualization. The term engagement stems from the work of Kahn (1990) who distinguished between being engaged and disengaged at work. This theory of higher order needs was largely overlooked in the heydays of scientific assembly line manufacturing. Lawrence. the engagement level of the Indian worker is 20% more than his Chinese counterpart. Paula Ketter has aptly noted. which has the lowest employee engagement level at 39%. shrinking of talent pool. larger employee expectations are all challenges for internal communicators to cope with. underused or abused. These are all encouraging signs . career .but the challenges and the opportunities ahead are manifold. Specter. Quinn-Mills and Walton (1984) created the Harvard Business School model of HRM which focused on people in an organization to be the key resource. 17slowdown in hiring. Head to head with China. 16 Engagement is all about creating a culture where people do not feel misused. Essentially more organizations are now realizing that retention is a strategic issue and continues to be a competitive advantage. communication. Putting the humanistic factors together. employee engagement draws from the tenets of the Hierarchy of Needs as conceptualized by Maslow. In light of such critical emphasis being placed on human capital.
benefits. Internal communication and HR professionals need to take note of the employee s need for giving feedback and to observe action taken from this. work environment. Surprisingly. It is widely believed that organizations spend an average of 36% of their revenues on their employees but do not have a tangible way to measure its impact. In the talent management bracket. having a long-term career is considered positive and stable. and engagement. a cause of concern. compensation and performance management. The employee s commitment to the organization and motivation to contribute to the organization s success plays a significant role. communication. A Mercer study What s Working a series of national research on worker insights. performance management. compensation. The top three drivers in India are trust in senior management. Outsourcing outfits have the highest attrition rates losing staff at a rate of between 100% and 200% a year. In India. Employees seem to be getting very little information on the organization s vision and future plans. The India study throws up some fascinating directions for HR and internal communication professionals. The survey s 125 questions elicit views in the areas defined by Mercer s Human Capital Strategy Model and cover training and development. leadership. work/life balance. how the organization is perceived for customer service and fair pay. the least valued factors in the continuum were benefits. Frequent job changes are viewed negatively and therefore the high scores around the commitment count are in line with the mindset. Other areas for action include the organization s reputation in the market congruent to other research in this space which believes that organization s which are socially responsible are considered better places to work. Employee engagement is no more just about the employee s intent to leave. from an Indian context. highlights factors that make a difference to employee engagement. managers fare poorly for .development and engagement while trying to keep pace with the explosive growth.
The Canadian HR Reporter writes that employees want to know where their careers are heading and that is a critical component of the talent retention strategy organizations need to focus on. on the other hand.their involvement. What most organizations fail to realize is that . Chapter-III 3. management is one of the key reasons employees decide to stay or leave an organization. The concept of employee retention is more complex than simply evaluating employee 19turnover from one year to the next. Business-critical knowledge can walk out the door when an employee leaves the company. it's the number of top-performing employees that leave the company that should be of concern. Yet. For example. These figures of employee retention can be somewhat misleading it isn't necessarily the number of employees an organization loses. understanding and support as well as for merit based appraisals. Softer styles of leadership have a better impact in India and China leaving organizations to develop or seek leaders who can fill this need. it may not be the best business strategy to retain a manager that is disliked by employees.1 THE LITERATURE REVIEW Employee retention continues to remain a top priority at many organizations and one that companies increasingly view as a driver of business strategy. retention is an outcome of engagement. the talent pool has now a plethora of choices and even these multinationals are finding it tough to retain staff. If there is high turnover among the management ranks. but these figures may not be comprehensive enough to truly determine the organization's effectiveness. The business strategy of employee retention actually lies with employee engagement. employees may also feel unstable in this ever-changing environment. 18In India. with a large number of global players entering the market. this view of employee retention is not only outdated. While employee retention figures have long been used by companies as a measure of their performance in developing an effective organization.
Of the many ways this can be accomplished. If. the results from this turnover could be potentially devastating to the company. The key to effective retention of top performers is to determine the factors that currently do. this could actually be very beneficial for the organization and an opportunity to increase the strength of its workforce each year. The business strategy of employee retention must incorporate methods that achieve a high level of employee engagement among the organization's top performers. if the company is losing 20 percent of its least productive employees. The Starting Point an organization must first determine who the top performers and high potentials are within their workforce. On the other hand. The Importance of Retaining Top Performers Many organizations ponder the questions. and take better care of customers. Once an organization has segmented its 20workforce. This method of gaining a clear understanding of who the top performers are within an organization is called employee segmentation. it can then start to measure retention among its highest potential and highest rated.employee engagement is the biggest retention factor they have control over. Engaged employees not only stay longer with the organization. In other words. some include involving management at every level to create a list of those employees who are performing at levels that exceed expectations and those who exhibit the potential to become top performers. in asking these questions. they are more productive. it's not just about retention anymore it's about retaining the very best people at each level within the organization. more conscientious. and will. an organization loses five percent of its top performers every year. many organizations don't realize that there are no set answers. make fewer errors. "What should the goal be for retention?" and "What is an appropriate level for employee turnover?" Yet. . not necessarily the entire workforce. or utilizing the results from employee performance reviews to separate those who scored the highest from those who scored the lowest. for example. keep them engaged.
By viewing each segment separately. less employee turnover. Research shows that engaged employees: perform better. Current studies show that organizations are focusing on the meaning of employee engagement and how to make employees more engaged. Employees feel engaged when they find personal meaning and motivation in their work.or most productive. Employers with engaged employees tend to experience low employee turnover and more impressive business outcomes. organizations are creating a more appropriate benchmark to measure employee retention. § Organizational loyalty. § Higher productivity. it is essential. Employee engagement is more than just the current HR 'buzzword'. Research has proven that wholly engaged employees exhibit. receive positive interpersonal support. § Higher self-motivation. § Reliability. and are more motivated and optimistic about their work goals. § Confidence to express new ideas. § Lower absenteeism. and operate in an efficient work environment. employees must be engaged. In order for organizations to meet and surpass organizational objectives. i. § Higher levels of customer approval and service quality. What brought engagement to the forefront and . show a strong level of commitment to the organization.. as well as the likelihood of the employee being loyal and remaining with the organization over the long haul. employees. is the organization retaining or losing a high percentage of its best people? Understanding Employee Engagement Employee engagement can be defined as an employee putting forth extra discretionary effort.e. put in extra efforts to help get the job done.
the attempt to focus on the full spectrum of factors that engage the entire . The concept of engagement is a natural evolution of past research on high-involvement. In some ways. While some factors. such as good communication. Engagement is all about getting employees to give it 21their all. but if you neglect your people. there are variations on the same fundamental issue. Those that receive the lowest rankings might be more focused on issues surrounding work/life balance and job security. employee segmentation is an important method to utilize when evaluating employee engagement at each level. the tight economy has refocused attention on maximizing employee output and making the most of organizational resources. organizational commitment. all organizations want their employees to be engaged in their work. All of these research streams focus on the perceptions and attitudes of employees about the work environment. For instance.why is everyone interested in it? Most likely. empowerment. cutting costs won t make much of a difference. What predicts employees giving their all? Obviously. job motivation. These great places to work have been recognized in such lists as Fortune s 100 Best Companies to Work For. Those employees who receive the highest rankings on their performance reviews may tend to express higher levels of job satisfaction when they are presented with challenging opportunities that allow them to grow and learn. You can cut all the costs you want. the factors that engage the most productive employees in an organization may not be the same as the factors that engage the least productive employees. When organizations focus attention on their people. they are making an investment in their most important resource. Some of the most successful organizations are known for their unique work environments in which employees are motivated to do their very best. are important among all employees. and trust. Hierarchy of Engagement Employee Engagement at Each Level In addition.
Again. it's not the end game it is only one piece of employee engagement. objectives and values to its staff so that they are clearly understood Management give staff sufficient elbow room and autonomy to let them fulfil their potential . employee engagement incorporates employee satisfaction. it's the reasons for the dissatisfaction that elude them. they are focused on what they can do to better the company. their ambition. strategy. As stated. satisfaction may be derived from their achievement orientation. the focus is on ensuring that those individuals who have been identified as top performers and high potentials are engaged in the organization. Satisfaction is imperative in that. for those individuals who are top performers. the attempt to satisfy an under-performer who will only be content with a lightened workload may not be a worthy cause. services and values of the organisation The ability of the organisation to communicate its vision. commitment and loyalty in the organization. Essentially. or their sense of responsibility. While employee satisfaction is important. Drivers of engagement A two-way relationship between the employer and employee The importance of the individual being able to align themselves to the products. On the other hand. Employee Satisfaction Does Not Equal Engagement While organizations may be aware "through the grapevine" that employees are unsatisfied. but also includes the essential elements of pride.22workforce may cause an organization to omit some of the factors that are the most important to the company's most productive people. they take ownership in the company despite whether or not they actually own a share of stock. Engaged employees aren't concerned with meeting the minimum requirements to complete a task.
Focused Work-Employees feel more engaged when they have clear direction. Personal Impact-Employees feel more engaged when they are able to make a unique contribution. Some research on retaining talent found that the perception of meaningful work is one of the most influential factors determining employees willingness to stay with the organization. and have opportunities for personal growth. Past research concurs that issues such as the ability to impact the work environment and making meaningful choices in the workplace are critical components of employee empowerment. in particular encouraging upward communication Lastly. and an efficient work environment. employees need to feel that low performance is not acceptable and that there are consequences for poor performance. 23 Elements of Engagement Some researches conclude that personal impact. employees must receive feedback to ensure that they are on track and being held accountable for their progress.The employer is highly effective at engaging in two-way communication with its staff. Each of these three components has sub-components that further define the meaning of engagement. . even when direction is in place. Aside from the personal drive and motivation to make a contribution. that management from the top to the bottom of the organisation are committed leaders and that the key role of the immediate line manager/supervisor is recognised as one of the most important conduits to achieving effective employee engagement. Additionally. employees will waste their time on the activities that do not make a difference for the organization s success. In particular. employees need to understand where to focus their efforts. Without a clear strategy and direction from senior leadership. and interpersonal harmony comprise engagement. performance accountability. experience empowerment. focused work.
Some researches also find that trust and interpersonal harmony is a fundamental underlying principle in the best organizations. Earlier. Partnerships across departments and within the work group ensure that employees stay informed and get the support they need to do their jobs. we mean that employee trust one another and quickly resolve conflicts when they arise. employees become frustrated when they are asked to operate without the necessary resources or waste time in unnecessary meetings. employees want to work in an environment that is efficient in terms of its time. This means that leaders or others in the organization can take action that will affect the score on a single item. Employees lose faith in the organization when they see excessive waste. Interpersonal Harmony-Employees feel more engaged when they work in a safe and cooperative environment. 24resources. items in engagement surveys tend to be very actionable. engagement measures serve as an easy way to benchmark the work climate against other organizations. Making Use of Engagement Measurement of employee engagement can have many applications in the organization. By safety. When an engagement measure is used as a pre-implementation baseline. Conflict wastes time and energy and needs to be dealt with quickly. Employees also need to cooperate to get the job done. Evaluation-Many learning and performance interventions are designed to impact some aspect of engagement. Other uses include: Needs Analysis-The fundamental issues measured in engagement provide a quick index of what leaders and HR need to do to make things better. Employees want to be able to rely on each other and focus their attention on the tasks that really matter. it is mentioned that engagement could serve as a general index of HR effectiveness in an HR scorecard. In addition. and budget.Finally. the impact of the intervention can be gauged by measuring post-implementation changes in . For example. Also.
one can create breakout reports by department or leader. HSBC Global Resourcing has regular rewards and recognition programmes where outstanding agents get to bask in the glory of their achievements. 25Measuring the Impact of Employee Engagement BENCHMARKING BEST PRACTICES HSBC Global Resourcing The companies try to make a match of it by positioning their organisations as a fun workplace to engage employees. This information can be used to create development plans or plans for larger-scale interventions. This means departments and leaders can gain a better understanding of how engagement in their groups differs from the rest of the organization. Speaking to the youth in the language they understand. On cue almost all BPO outfits organise 26regular focus group discussions and interaction with the senior management to ensure everyone is heard. distribute soft sports equipment which can be used inside the processing floor and organise regular trips to movies as well as dining out. Climate Survey-Some organizations like to use engagement measures as simple indexes of the workplace culture. Internal communication channels like intranets and message boards are liberally used to reach out and branded goodies are regularly distributed to foster a sense of . companies organise dress down days based on festival themes. While more extensive surveys are valuable. Leader or Department Feedback-Depending on the demographic information collected when the engagement measure is implemented. Empowerment is a key ingredient in engaging employees and ensuring they stay that way. Leadership development is taken very seriously with first line managers getting to hone their skills in various tools required to lead a team successfully. sometimes it s easier to focus attention on a few simple and proven factors.engagement. Acknowledging that recognising employees for a job well done is a key retention tool.
especially when paired with the demands of work in an increasingly competitive environment.belonging Sun Microsystems At Sun the virtual nature is partly due to flexible working practices. loneliness and an increase in personal distractions. In 2007. Thus a critical challenge for managers of virtual teams is how to keep remote employees engaged. Senior Management is tasked with constantly engaging employees through various forums. commitment and excitement about any job. isolation. communication media and events to build excitement and passion including some that also reach out to the employees families. He uses this to sustain an active an ongoing dialogue on the corporate goals and direction. the concept of employee engagement starts right from the top: · The CEO interacts with Sun employees through WSUN. the survey covered all 57 countries with 95% . that flexibility comes with some downsides like. Standard Chartered Group They believe in the importance of building a work environment where every employee feels highly engaged to apply their individual talents to deliver sustainable business performance. While flexible working arrangements are a plus for many employees and reduces facility costs for the organization. Through this interactive on-line resource he also solicits their feedback and opinions · Other senior management members engages with employees on technology directions through his personal blog · Business Unit Heads and Executive Vice-presidents have a target of holding six town halls with employees every year across the globe · At the country level. a forum on Sun s intranet. can wear down the sense of connection. Isolation. They have been measuring employee engagement worldwide since 2000 with a voluntary response rate consistently over 95%. At Sun.
support. To foster an environment of engagement. managing change). We provide team-specific data to each manager. Engagement has to be a leadershipdriven initiative from the most senior level all the way to the front line. 27They have a continuous rise in both the number of engaged employees and teams since the survey was introduced. motivate and retain talent and so generates value from our human capital investment. inspire loyalty and trust. and . motivating and retaining talent. Engagement is an increasingly important human capital metric because: Engagement levels correlate with business performance Measuring Engagement tells us how well we are doing in the competition for talent Driving Engagement levels higher improves our ability to attract. which they use to discuss and develop action plans with their teams to increase engagement Conclusion The competition for talent means that we have to be very good at attracting. Nothing is more dangerous than measuring engagement without making the commitment to act on the feedback. Our talented human capital is our biggest asset and liability and we need to measure how well it s adding value. organizations need strong systems and strategies that promote and support engagement. influencing others. Engagement is not a simple matter. Hiring and selection systems that measure motivation and the propensity for engagement.of employees participating voluntarily. performance management and accountability systems that provide direction. Engaged leaders coach proactively for success. This is a significant achievement and a clear indication that employees are committed to improving individual and team performance. and build an environment in which employees are motivated and engaged. No one affects an employee s engagement as much as his or her immediate leader. leadership training in certain skills (coaching.
organizational systems. In addition. Once you ve hired the right people. A fully engaged workforce is a loyal workforce expect turnover to drop. ongoing initiative. or it will get pushed aside by the daily press of work. Do you know what is expected of you at work? a) Strongly Agree e) Not Applicable Analysis: b) Agree c) Disagree d) Strongly Disagree . Because it requires a coordinated. alienating the hearts and minds of the employees is no longer possible without organisational demise. Some people have personal characteristics that correlate with higher levels of engagement. it must be aligned and linked 28with the most important organizational business drivers. It s no longer a fancy tool which can be taken off the shelf. Building an engaged workforce is a long-term. and languish. the rewards are many. CHAPTER-IV 4. dusted and pressed into service. Ultimately. the onus is now on the organizations to make the first overture. In the end. and individuals.1 DATA ANALYSIS AND INTERPRETATION OF EMPLOYEES Q1. engagement can be either fuelled or hampered by the work environment and quality of leadership. and those characteristics can be screened for during the hiring process. an engaged workforce will give the extra effort your organization needs to remain competitive. Employee engagement is no longer just a buzzword or a management fad. Thus.objective assessments all work together to provide a foundation and environment in which engagement can flourish. As customers increasingly demand enhanced levels of service and value for money. engagement lies in the heart of the employee. consistent effort from leaders. rather it s a strategic imperative which can t be taken for granted. Measuring motivational and job fit during the hiring process ensures that you select people who can and want to find meaning in their work.
Q2 At work. Q3 In the last three months. Q4 Is there someone at work who encourages your development? a) Strongly Agree e) Not Applicable Analysis: 32Generally people feel sense of belongingness when someone is their at their workplace to support them and 84% of the employees agreed on this fact while 8% have strongly agreed and the other 8% disagreed. do your opinions seem to count? a) Strongly Agree e) Not Applicable b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree . do you have the opportunity to do what you do best every day? a) Strongly Agree e) Not Applicable Analysis: 30Majority (53%) of the employees get the opportunity to do best of their work everyday while 28% of them disagreed on this and 18% of them strongly agreed.2968% of the sample agreed to the fact that they are aware about the work which they have to perform while 32% are strongly agree on this fact. have you received recognition or praise for doing good work? a) Strongly Agree e) Not Applicable Analysis: 3184% of the employees have received recognition or praise in the last three months for doing good work while 11% of the employees are highly satisfied with recognition in their organization and 5% of them has not received any praise in the last 3 months. Q5 At work.
Q8 Are the pay and benefits in your organization comparable to similar companies? a) Strongly Agree e) Not Applicable Analysis: 3642% of the sample is satisfied with pay and packages of their organization while 32% are highly satisfied with it. Q7 In the last year.Analysis: 33Employees participation in decision making is again a criteria of measuring employee engagement. 87% of the employees have agreed that their decision seems to count. 66% have agreed that they get the opportunity to learn and grow in the organization while 21% of them have strongly agreed on it. have you had opportunities at work to learn and grow? a) Strongly Agree e) Not Applicable Analysis: 35Learning and Development is one of the most important aspect to find out the employee engagement in the organization. 8% of the employee have not given any reply and 5% were disagree. 16% disagree on the competitive pay and benefit packages. Q6 Are your associates (fellow employees) committed to doing quality work? a) Strongly Agree e) Not Applicable Analysis: 3479% of the sample agreed that their fellow employees are committed to do quality work while 11% have disagreed on this fact. 5% of them have chosen strongly on this and the other 5% has given no comments on this. 10% strongly agreed to this and only 3% have disagreed. b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree .
Are organization policies clearly communicated in the organization? a) Strongly Agree e) Not Applicable Analysis: 3847% of the sample has agreed to be clear on the policies that prevail in their respective organizations. Q11. 24% are very much willing to do the same whereas a stricking 26% of the employees are those who are on the verge to leave the organization since they are not even commiting for next two years. Q10. A good proportion of 42% strongly agreed on the clarity while only 11% reported ambiguity on the policies. Do you recommend your friends/relatives in your organization? a) Strongly Agree e) Not Applicable b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree . Q12.Q9 Are job promotions in this organization fair and objective? a) Strongly Agree e) Not Applicable Analysis: 37Half the percentage (50%) of the employees believe that the promotions are done objectively. Do you see yourself continuing to work for this organization two years from now? a) Strongly Agree e) Not Applicable Analysis: 39A majority of 50% has agreed to continue to serve in the same organization for next two years. 31% strongly agree to the fairness of the same while 13% doubt the fairness and objectivity of the process.
next in line is Employee referral scheme. from 1.1 DATA ANALYSIS AND INTERPRETATION OF HR MANAGERS 421. CHAPTER-V 5. Stress management is then regarded as important but Retirement plans and Work life balance surprisingly seem to be of least effective. Employee participation in decision making and Counseling/ Feedback seem to be equally effective.8 (1 being the lowest and 8 being the highest). 63% agreed to this while 13% has disregarded the option. next is efforts on Career develoment. a) Stress Management b) Work life balance c) Career development 41d) Employees Participation in decision making e) Counselling/ Feedback f) Rewards and Recognition Schemes g) Employee Referral Scheme h) Retirement Plans Analysis: Rewards and recognition schemes to be the most popular engagement tool amongst the employees. Q13.Analysis: 4024% of the sample surveyed strongly believe in recommending friends and relatives to their organizations. Please rate the options. Select and rank the following engagement tools applicable in your organization. Does your company have a clearly stated and published employment policy? a) Yes b) No Analysis: .
3. 4. Is there any involvement of employees in their performance appraisal? a) Totally involved b) Partially involved 46c) Not involved Analysis: 45% of the managers agreed in totally involving the employees in the performance appraisal .A whooping majority of 89% of the managers has agreed to the existence of a clearly stated and published employment policy and only 11% has denied it. Does your company communicate its corporate goals to all employees? a) Yes 43b) No Analysis: Everyone (100%) has agreed on communicating corporate goals to all the employees. 2. Do you allow your subordinates to take their own decisions? a) Yes b) No 45Analysis: A majority of the sample surveyed has responded that they allow their subordinates to take their own decisions and only 11% informed that this is not the case. Do you communicate what is expected out of the employee? a) Yes b) No 44Analysis: 100% positive response has been received when asked about whether the expectations are communicated to the employees. 5.
6. 33% agreed on a partial participation while 22% said there is no involvement at all. 8. What are the retention tools which have gained popularity amongst the employees? Please rate the options on a scale of 1 to 8. 7. i) Stress Management j) Work life balance 49k) Career development l) Employees Participation in decision making m) Counseling/ Feedback n) Rewards and Recognition Schemes o) Employee Referral Scheme p) Retirement Plans Analysis: . After appraisal do you communicate to the employees the areas in which they are lacking? a) Yes b) No 47Analysis: Employees are given feedback about their performance after the appraisals in view point of 89% of the managers but 11% has denied any such feedback system in place. Do you involve the employees to set their Key Performance Areas? a) Yes b) No 48Analysis: A majority of 78% of the sample has informed that the employees have a say when it comes to setting their key result areas and 22% has disregarded this option.process. 1 being the lowest.
next in line is Employee referral scheme.Employee participation in decision making to be the most popular engagement tool amongst the managers closely followed by Rewards and recognition schemes. Analysis: Compensation & Benefit programs are observed as the most effective rewards scheme closely followed by Competitive compensation packages. Next in line is Stock ownership & Profit sharing. Idea collection scheme is the next important tool and Long service & good performance awards follow that. next is efforts on Career develoment. 10. Stress management and Counseling/ Feedback are then regarded as important and Retirement plans surprisingly seem to be the least effective. a) Compensation and benefit programmes b) Stock ownership and profit sharing c) Recognition programmes d) Idea collection schemes linked to rewards for idea generation 52e) Long service and good performance awards f) Competitive compensation packages g) Material benefits like trips. Work life balance seem to be the next priority. Are incentives linked to achievement of individual goals? a) Yes b) No Analysis: 5178% of the managers have agreed to a close association of incentives and individual goals but 22% has denied any such association. 509. food and discount coupons. What factors of the rewards scheme contribute the most in retaining the employees? Please rate the options on a scale of 1 to 7. etc. Material benefits and Recognition programs have come up . 1 being the lowest.
Here Small team recreational activities are the most preferred way and some importance is given to Social activities in the organizations surveyed. 13. How often do you conduct training programs? Analysis: 5456% of the organizations quarterly conduct training programs in their organization while 22% conduct it monthly and 11% of the sample surveyed conduct the training sessions as and when required. please specify 53Analysis: Only two of the options have received some response when asked about the efforts in the areas of team building in the organization. At what level of hierarchy in the organization do you conduct these training programmes? a) Higher level b) Middle level 55c) Lower level Analysis: 55% of the organizations conduct training session for each and every level of the employees while 18% of the organizations conduct it for Middle level and lower level of the employees while 9% of the samples conduct it for Higher level only. such as cricket. . such as family gatherings c) Community outreach activities such as volunteering and fund-raising d) Any other. 12.as the least effective tools. 11. What are the activities you conduct to build the team-spirit in the organization? a) Small team recreational activities. trips to the cinema b) Social activities. 11% of them also conduct it yearly.
Do you think the current engagement policies are effective in retaining the employees in the organization? a) Yes . enhancing the current skills as per the organization s requirement. 16. a) Flex-time b) Telecommuting c) Job Sharing d) Any other 57Analysis: When questioned about providing flexibility in terms of working hours. unleashing the hidden skills/ talent and updating them on the technological advancement have also scored well. Individually.14. a combination of all these options and any other. 15. Is there a provision of flexibility in terms of working hours? Please tick the appropriate option. Job sharing. each has scored equally. maximum managers agreed to provide flex-time. What is the objective of training the employees? a) To enhance their current set of skills as per the organization s requirement b) To unleash the hidden skills/ talent c) To update them on the technological advancements 56d) To fill the gap of expected-actual performance e) All of the above f) Any other. Telecommuting. please specify Analysis: A combination of all the options has scored the highest when asked about the objective of training the employees.
What percent-decrease range have you observed due to the efforts in retaining employees? a) 1 5 % b) 5 10% c) 10 & above Analysis: 59 Half of the organizations observed 5-10% of retention due to the implementation of engagement strategies in the organizations and other half has observed 1-5% of retention due to the strategies followed. Have you come up with any innovative idea for retaining employees? Please mention. In general. . 18. Analysis: Majority of the sample survey has not been able to come up with any of the innovative ideas in line with retaining employees. 17. how do the employees respond to such engagement tools? a) Positively b) Negatively c) Indifferent Analysis: 6067% of the managers have observed positive effect on the employees of the engagement strategies while 22% said it is indifferent for the employees and 11% has responded negatively. 19.b) No Analysis: 5867% of the managers agreed that the engagement strategies of their organization help in retaining the employees in the organization while 33% has disagreed on this fact.
success measures. Provide variety: Tedious. repetitive tasks can cause burn out and boredom over time.your vision. Provide an open environment. Indulge in employee deployment if he feels he is not on the right job.VI 6. work life balance and retirement plans so there is scope of improvement in this area. The Managers should focus on the rewards and recognition schemes in their organization. 2. Practically people don t give much importance to stress management programs. e. Catch employees doing something right. priorities. Celebrate individual. and able to give and receive constructive feedback. As contrary to what managers believe that decision making is the most effective tool. the organizations should : a. b. goals. etc. Managers and supervisors should be comfortable communicating with their staff. etc. c. As we have got a very good response from employees so the companies should have ." 4. Show an interest in their well-being and do what it takes enable them to feel more fulfilled and better balanced in work and life. To increase employee engagement.6162CHAPTER. stressors. d. challenges and easy-to-understand company financial information. look for ways to introduce variety by rotating duties. If the job requires repetitive tasks. Get to know employees' interests. 3. the employees still prefer rewards and recognition. 64f. areas of responsibility. Conduct periodic meetings with employees to communicate good news. delivery of service etc. Communicate openly and clearly about what's expected of employees at every level . team and organizational successes. and say "Thank you.1 RECOMMENDATIONS 1.
this view of employee retention is not only outdated. The business strategy of employee retention must incorporate methods that achieve a high level of employee engagement among the organization's top performers. the organizations can curb the growing attrition rates especially in IT and Banking sectors. These figures of employee retention can be somewhat misleading it isn't necessarily the number of employees an organization loses. Thus the research study proves the . retention is an outcome of engagement. but these figures may not be comprehensive enough to truly determine the organization's effectiveness. Business-critical knowledge can walk out the door when an employee leaves the company. Yet.the engagement strategies to retain the employees. management is one of the key reasons employees decide to stay or leave an organization. The concept of employee retention is more complex than simply evaluating employee turnover from one year to the next. more conscientious. it's the number of top-performing employees that leave the company that should be of concern. What most organizations fail to realize is that employee engagement is the biggest retention factor they have control over. it may not be the best business strategy to retain a manager that is disliked by employees. If there is high turnover among the management ranks. While employee retention figures have long been used by companies as a measure of their performance in developing an effective organization. on the other hand. make fewer errors. CONCLUSION Employee retention continues to remain a top priority at many organizations and one that companies increasingly view as a driver of business strategy. employees may also feel unstable in this ever-changing environment. 65If effective engagement practices are in place. not necessarily the entire workforce. For example. Engaged employees not only stay longer with the organization. The business strategy of employee retention actually lies with employee engagement. they are more productive. and take better care of customers.
wordpress.dll/portal/ep/theWeekContent.contentwriter. I have currently undertaken a year long research project on Employee Engagement & Retention level which is a part of the curriculum in partial fulfillment of my Degree.pdf http://www.thcu.benefitnews.scribd.com/job/career-article-1681. I.T Women s University. REFERENCES http://bw.com/asset/article/524821/staying-current/understanding-employeeengagement-through-global-lens. .adp http://www.htm http://hromanager.manoramaonline.html http://week.D.com/doc/3071101/Employee-Engagement-Impact-on-BusinessOutcomes http://forewordcommunications.com/blog/hr-metrics-series-i-employee-engagement/ http://www. Manali Agrawal.insightory. am pursuing Masters in Personnel Management and Industrial Relations from Janki Devi Bajaj Institute of Management Studies.com/2008/06/17/what-is-employeeengagement/ http://ebn.in/PDF_upload/hrspecial_survey.com/view/503/employee_engagement__running_on_people_power http://www. Ms.businessworld. I request your kind co-operation in filling up the questionnaire and returning it at the earliest. S.ca/workplace/sat/pubs/sat_0076_v102.in/articles/hr/employee-engagement.bayt.com/cgibin/MMOnline. Mumbai.do? contentType=EDITORIAL§ionName=COVER %20STORY&programId=1073755753&BV_ID=@@@&contentId=2504208 http://www.pdf 66ANNEXURE Dear Sir/Madam.N.significance of engagement activities as a part of retention strategy in an organization.
At work. At work. do your opinions seem to count? a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree e) Not Applicable Q 6.Do you know what is expected of you at work? a) Strongly Agree e) Not Applicable Q 2. Manali Agrawal 67QUESTIONNAIRE FOR EMPLOYEES ORGANIZATION NAME DESIGNATION EMAIL ID Q 1.Is there someone at work who encourages your development? a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree e) Not Applicable Q 5. have you received recognition or praise for doing good work? a) Strongly Agree 68e) Not Applicable Q 4. do you have the opportunity to do what you do best every day? a) Strongly Agree e) Not Applicable Q 3.In the last three months. Regards.Kindly tick the relevant boxes and re-send the questionnaire after completion. Are your associates (fellow employees) committed to doing quality work? a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree . Thanking You.
Please b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree b) Agree c) Disagree d) Strongly Disagree . Are the pay and benefits in your organization comparable to similar companies? a) Strongly Agree e) Not Applicable Q 9. have you had opportunities at work to learn and grow? a) Strongly Agree e) Not Applicable Q 8. Select and rank the following engagement tools applicable in your organization. In the last year.e) Not Applicable Q 7.Do you recommend your friends/relatives in your organization? a) Strongly Agree e) Not Applicable Q13. Do you see yourself continuing to work for this organization two years from now? a) Strongly Agree e) Not Applicable Q 12. Are organization policies clearly communicated in the organization? a) Strongly Agree e) Not Applicable Q 11. Are job promotions in this organization fair and objective? a) Strongly Agree e) Not Applicable 69Q 10.
What are the engagement tools which have gained popularity amongst the employees? Please rate the options on a scale of 1 to 8. a) Stress Management . a) Stress Management b) Work life balance c) Career development d) Employees Participation in decision making e) Counselling/ Feedback f) Rewards and Recognition Schemes g) Employee Referral Scheme h) Retirement Plans 70 THANK YOU QUESTIONNAIRE FOR HR MANAGERS ORGANIZATION NAME DESIGNATION EMAIL ID 1. from 1.rate the options. Does your company have a clearly stated and published employment policy? a) Yes b) No 2. 1 being the lowest. Does your company communicate its corporate goals to all employees? a) Yes b) No 713. Do you communicate what is expected out of the employee? a)Yes b) No 4.8 (1 being the lowest and 8 being the highest).
What are the activities you conduct to build the team-spirit in the organisation? a) Small team recreational activities. such as family gatherings c) Community outreach activities such as volunteering and fund-raising d) Any other. food and discount coupons. 727. a) Compensation and benefit programmes b) Stock ownership and profit sharing c) Recognition programmes d) Idea collection schemes linked to rewards for idea generation e) Long service and good performance awards f) Competitive compensation packages g) Material benefits like trips. 1 being the lowest. please specify 8. such as cricket.b) Work life balance c) Career development d) Employees Participation in decision making e) Counselling/ Feedback f) Rewards and Recognition Schemes g) Employee Referral Scheme h) Retirement Plans 5. Are incentives linked to achievement of individual goals? a) Yes b) No 6. etc. How often do you conduct training programs? . What factors of the rewards scheme contribute the most in engaging the employees? Please rate the options on a scale of 1 to 7. trips to the cinema b) Social activities.
What is the objective of training the employees? a) To enhance their current set of skills as per the organization s requirement b) To unleash the hidden skills/ talent c) To update them on the technological advancements d) To fill the gap of expected-actual performance e) All of the above f) Any other. a) Flex-time b) Telecommuting 73c) Job Sharing d) Any other 12. Do you think the current retention strategies are effective in reducing attrition rate? a) Yes b) No 13. What percent-decrease range have you observed due to the efforts in retaining employees? a) 1 5 % b) 5 10% c) 10 & above . Is there a provision of flexibility in terms of working hours? Please tick the appropriate option. please specify 11.9. At what level of hierarchy in the organization do you conduct these training programmes? a) Higher level b) Middle level c) Lower level 10.
___________________________________________________________ THANK YOU 7475 . how do the employees respond to such engagement policies? a) Positively b) Negatively c) Indifferent 15. Have you come up with any innovative idea for engaging & retaining employees? Please mention. In general.14.
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