MODULE-1–INTRODUCTION TO HRM AND MANPOWER PLANNING

• Introduction to Human Resource Management,

• Evolution of HRM, Importance,
• HRM functions,
• Forces changing HRM,
• Human Resource Planning - Meaning, Process,
• HRP Models,
• Human Resource Forecasting methods,
• Challenges and relationship with other Human resource functions,
• Job analysis,
• Job Description,
• Job evaluation,
• Features of the competitive business environment (Globalization, Technology, E-commerce,
Demographic changes, Diversity),
• Global Human Resource Planning,
• Quality of work life.
• Cultural awareness – Iceberg Model of Culture. Business trends in HR*

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 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT,

Human resource management (HRM or HR) is the strategic approach to the effective management of
people in a company or organization such that they help their business gain a competitive
advantage. It is designed to maximize employee performance in service of an
employer's strategic objectives.

EVOLUTION OF HRM

The history of modern HRM:-

1. Early Philosophy (Before 1900)
2. Efficiency and Productivity Movement (1900-1920)
3. Period of Welfarism and Industrial Psychology (1920-1930) 4. Period of Human Relations (1930-
1950) and

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5. Modern Times (After 1950).
From industrial revolution era to the present era, various stages to development of management of
human resource practices may be classified as follows:
1. Industrial revolution era— 19th century
2. Trade union movement era — close to the 19th century 3. Social responsibility era — beginning of the
20th century 4. Scientific management era— 1900-1920s
5. Human relations era— 1930s-1950s
6. Behavioural science era— 1950s-1960s
7. Systems and contingency approach era – 1960 onwards 8. Human resource management era — 1980
onwards
1. Industrial Revolution Era:
• The systematic development of HRM started with industrial revolution that started during 1850s in
Western Europe and USA. The industrial revolution consisted, essentially, the development of
machinery, the use of mechanical energy in production processes, and consequently the emergence of
the concept of factory with large number of workforce working together.

• The factory system replaced the old cottage system. Industrial revolution brought out a number of
changes like centralized work locations with large number of workers working together, mechanized
production process, migration of workers from their place of origin, and indirect contact between factory
owners and workers.

• In order to manage people in the factory system of industrial

revolution, three systems of HRM were developed- recruitment of
2. Trade Union Movement Era:
• Shortly after the emergence of factory system, workers started to organize themselves based on
their common interests to form workers’ associations which were subsequently known as trade unions.
The basic objectives of these associations were to safeguard interest of their members and to sort out
their problems which arose primarily because of employment of child labour, long hours of work, and
poor working conditions.

• Later, other aspects of work such as economic problems and wages, employee benefits and services,
etc. also became issues. These trade unions started such weapons as strikes, slowdowns, walkouts,
boycotts, etc., for the acceptance of their demands.

• These activities of the trade unions forced owners and managers to adopt employee grievance
handling systems, arbitration as a means
of resolving conflicts between owners/managers and workers,

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3. Social Responsibility Era:
• In the first decade of 20th century, some factory owners started adopting a more humanistic and
paternalistic approach towards workers. Paternalistic approach to labour management is based on the
philosophy that labour is just like a child and owner is just like a father and the owner should take care
of his labour just like a father takes care of his children.

• Those industrialists who adopted paternalistic approach offered a number of concessions and
facilities to labour force like reduced number of work hours, improved facilities at workplace, model
villages to workers, etc. All these practices led to the development of social welfare aspect of labour
management.

• Many critics to paternalistic approach viewed that this approach was adopted to overcome the
problems posed by labour union
movement as plenty of trade unions emerged which frequently
4. Scientific Management Era:
• Around the beginning of 20th century, Taylor started to find out ‘one best way of doing thing’ based
on time and motion studies. On the basis of his experiments, he was able to increase workers’
productivity considerably and wrote many papers based on these experiments and a book on scientific
management.

• The main principles of scientific management are:

• (i) Replacing rule of thumb with science, (ii) harmony, not conflict, (iii) cooperation, not individualism,
and (iv) development of each and every person. Scientific management techniques relevant to
management of workers are- functional foremanship, standardization and simplification of work, and
differential piece wage system.
5. Human Relations Era:
• Around 1920s, management researchers gave a close look at the human factor at work and the
variables that affected people’s behaviour. Before that, Hugo Munsterberg wrote a book on ‘Psychology
and Industrial Efficiency’ which suggested the use of psychology in the field of personnel testing,
interviewing, attitude measurement, learning, etc.

• This brief period was termed as ‘Industrial Psychology Era’. In 1924, a group of professors from
Harvard Business School, USA, began an enquiry into the human aspects of work and working conditions
at Hawthorne plant of Western Electric Company, Chicago.

• They conducted researches from 1924 to 1932 and arrived at the conclusions that productivity of
workers depended on- (i) social factors at the workplace, (ii) group formation and group influence,
(iii) nature of leadership and supervision, and (iv) communication.

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6. Behavioural Science Era:
• In contrast to human relations which assume that happy workers are productive workers, the
behavioural scientists have been goal and efficiency- oriented and consider understanding of human
behaviour to be the major means to that end. They have tried several sophisticated research methods
to understand the nature of work and the people in the work environment.

• The contribution of behavioural scientists to management practices consists primarily of producing

new insights rather than new techniques. It has developed or expanded a useful way of thinking about
the role of the manager, the nature of organizations, and the behaviour of individuals within
organizations. As against human relations model, they have given the concept of human resource model.
7. Systems and Contingency Approach Era:
• Systems and contingency approach has attracted maximum attention of thinkers in management in
the present era. It is an integrated approach which considers management of human resources in its
totality based on empirical data. The basic idea of this approach is that analysis of any object must rely
on a method of analysis involving simultaneous variations of mutually-dependent
variables. This happens when systems approach is applied in managing human resources.
8. Human Resource Management Era:
• When the factory system was applied in production, large number of workers started working
together. A need was felt that there should be someone who should take care of recruiting, developing,
and looking after welfare of these workers. For this purpose, industrial relations department came into
existence in most of the large organizations which was concerned mostly with workers.

• However, as the time passed and the complexity of managing human resources in large business
organizations increased, the scope of industrial relations department was extended to cover supervisory
staff and subsequently managerial personnel. Industrial relations department was named as personnel
department.

• With the increasing competition for market share, competition for resources including human
talents, and increased knowledge in the
field of managing human resources, people were not treated merely

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 IMPORTANCE OF HRM

Objective :-
HRM helps a company to achieve its objective from time to time by creating a positive attitude among
workers. Reducing wastage and making maximum use of resources etc.
• Facilitates professional growth :-
Due to proper HR policies employees are trained well and this makes them ready for future promotions.
Their talent can be utilized not only in the company in which they are currently working but also in other
companies which the employees may join in the future.
• Better relations between union and management :-
Healthy HRM practices can help the organization to maintain co-ordinal relationship with the unions.
Union members start realizing that the company is also interested in the workers and will not go against
them therefore chances of going on strike are greatly reduced.
Helps an individual to work in a team/group :-
Effective HR practices teach individuals team work and adjustment. The individuals are now very
comfortable while working in team thus team work improves.
• Identifies person for the future :-
Since employees are constantly trained, they are ready to meet the job requirements. The company is
also able to identify potential employees who can be promoted in the future for the top level jobs. Thus
one of the advantages of HRM is preparing people for the future.
• Allocating the jobs to the right person :-
If proper recruitment and selection methods are followed, the company will be able to select the right
people for the right job. When this happens the number of people leaving the job will reduce as the will
be satisfied with their job leading to decrease in labor turnover.
• Improves the economy :
Improves the economy :
Effective HR practices lead to higher profits and better performance by companies due to this the
company achieves a chance to enter into new business and start new ventured thus industrial
development increases and the economy improves.

HRM FUNCTION
Human Resource Management & Its Core Functions: Managerial & Operative

• Planning. One of the primary function where number & type of employees needed to accomplish
organizational goals are determined. ...

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 FORCES CHANGING HRM

1. Work force Diversity:

Diversity has been defined as any attribute that humans are likely to use to tell themselves, that
person is different from me and, thus, includes such factors as race, sex, age, values, and
cultural norms’. The Indian work force is characterized by such diversity that is deepening
and spreading day by day.
It is likely to be more diverse as women, minority- group members, and older workers flood the
work force. With the increasing number of women entering the work force due to a combination
of factors like women’s emancipation, economic needs, greater equality of sexes, education
and so on, additional pressures of managing a different set of problems at the work place have
arisen. As such, the number of women is on increase in all walks of life i.e., teachers, lawyers,
doctors, engineers, accountants, pilots, parliamentarians and so on. However, increasing number of
women in the work force has been necessitating the implementation of more flexible work
scheduling, child care facilities, maternity and now paternity leave also and transfer to location
of husband’s place of posting.
Also, as the work force ages, employers will have to grapple with greater health

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care costs and higher pension contributions. On the whole, the increased
2. Economic and Technological Change:
Along with time, several economic and technological changes have occurred that have altered
employment and occupational pattern. In India too, there is a perceptible shift in occupational
structure from agriculture to industry to services.
The New Economic Policy, 1991 has led to liberalization and globalization giving genesis to
multinational organisations with their multicultural dimensions having certain implications for
HRM. The implications of globalization for HRM are discussed subsequently. The Indian economy has
already become an open economy but it will be more so from April 2003 with the complete
lifting of quantitative restrictions (QRs) on imports in India.
Technology has become the hallmark of the modem organisations. As such, modem organisations
have become the technology-driven organisations. So to say, men are replaced by machinery.
Manufacturing technology, for example, has changed to automation and robotisation.
Manufacturing advances like these will eliminate many blue-collar jobs, replacing them
with fewer but more highly skilled jobs. Similar changes are taking place in office automation,
where personal computers, word processing,

and management information system (MIS) continue to change the nature of

3. Globalization:
The New Economic Policy, 1991 has, among other things, globalised the Indian economy. There has been
a growing tendency among business firms to extend their sales or manufacturing to new markets
aboard. The rate of globalization in the past few years in India has been nothing short of phenomenal.
Globalization increases competition in the international business. Firms that formerly competed only
with local firms, now have to compete with foreign firms/competitors. Thus, the world has
become a global market where competition is a two-way street.
Globalization has given genesis to the multinational corporations (MNCs). The MNCs are characterised
by their cultural diversities, intensified competition, variations in business practices and so on. As an
international business expert puts it, ‘the bottom line is that the growing integration of the world
economy into a single, huge market place is increasing the intensity of competition in a wide range of
manufacturing and service industries.
Given these conditions, from tapping the global labour force to formulating selection, training
and compensation policies for expatriate employees have posed major challenges for HRM in the
next few years. This has underlined the
need for studying and understanding HRM of multinational organisations or

4. Organisational Restructuring:

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Organisational restructuring is used to make the organisation competitive. From this point of
view, mergers and acquisitions of firms have become common forms of restructuring to ensure
organisational competitiveness. The mega-mergers in the banking, telecommunications and
petroleum companies have been very visible in our country. Downsizing is yet another form
of organisational restructuring.
As a part of the organisational changes, many organisations have “rightsized” themselves by various
ways like eliminating layers of managers, closing facilities, merging with other organisations,
or out placing workers. There has been a practice to flatten organisations by removing
several layers of management and to improve productivity, quality, and service while also
reducing costs. Whatever be the form of restructuring, jobs are redesigned and people affected.
One of the challenges that HRM faces with organisational restructuring is dealing with the
human consequences of change. For example, the human cost associated with downsizing has been
much debated and discussed in the popular press. As such, HRM needs to focus on the changed
scenario uniquely
and that is not so simple. Thus, management of HR activities has become

5. Changing Nature of Work:

Along with changes in technology and globalization, the nature of jobs and work has also changed.
For example, technological changes like introduction of fax machines, information technology, and
personal computers have allowed companies to relocate operations to locations with lower wages.
There is also a trend toward increased use of temporary or part-time workers in organisations. One most
significant change in the nature of work is that it has changed from manual to mental/ knowledge
work. In this context, the management expert Peter Drucker’s views are worth citing. He said that
the typical business will soon bear little resemblance to the typical manufacturing company of 30 years
ago.
The typical business will be knowledge-based, an organisation composed largely of specialists
who direct and discipline their own performance through organized feedback from colleagues,
customers, and headquarter. For this reason, it will be what he calls an information-based
organization.
As a result, the organizations are giving and will give growing emphasis on their human capital
i.e., the knowledge, education, training, skills, and

HUMAN RESOURCE PLANNING - MEANING, PROCESS

• Human resource planning

is a process that identifies current and future human resources needs for an organization to achieve
its goals
• Human resource planning should serve as resource management and the overall
organization.
• a link between human strategic plan of an

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Determining the Objectives of Human Resource Planning: The foremost step in

every process is the determination of the objectives for which the process is to be carried on.
The objective for which the manpower planning is to be done should be defined precisely, so as
to ensure that a right number of people for the right kind of job are selected.

The objectives can vary across the several departments in the organization such
as the personnel demand may differ in marketing, finance, production, HR department, based on
their roles or functions. Analyzing Current Manpower Inventory: The next step is to analyze the
current manpower supply in the organization through the stored information about
the employees in terms of their experience, proficiency, skills, etc. required to perform a
particular job

Also, the future vacancies can be estimated, so as to plan for the manpower from both
the internal (within the current employees) and
the external (hiring candidates from outside) sources. Thus, it is to be
Forecasting Demand and Supply of Human Resources: Once the inventory of talented
manpower is maintained; the next step is to match the demand for the manpower arising
in the future with the supply or available resources with the organization.
Here, the required skills of personnel for a particular job are matched with the job description and
specification.
Analyzing the Manpower Gaps: After forecasting the demand and supply, the manpower
gaps can be easily evaluated. In case the demand is more than the supply of human resources,
that means there is a deficit, and thus, new candidates are to be hired.
Whereas, if the Demand is less than supply, there arises a surplus in the human resources, and hence,
the employees have to be removed either in the form of termination, retirement, layoff, transfer, etc.
Employment Plan/Action Plan: Once the manpower gaps are
evaluated, the action plan is to be formulated accordingly. In a case of a deficit, the firm may
go either for recruitment, training, interdepartmental transfer plans whereas in
the case of a surplus, the voluntary retirement schemes, redeployment, transfer, layoff, could be
followed.

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Training and Development: The training is not only for the new joinees but also for the existing
employees who are required to update their skills from time to time.
After the employment plan, the training programmes are conducted to equip the new employees
as well as the old ones with the requisite skills to be performed on a particular job.
Appraisal of Manpower Planning: Finally, the effectiveness of the manpower planning
process is to be evaluated. Here the human resource plan is compared with its actual
implementation to ensure the

availability of a number of employees for several jobs

Employment Plan/Action Plan: Once the manpower gaps are

evaluated, the action plan is to be formulated accordingly. In a case of a deficit, the firm may
go either for recruitment, training, interdepartmental transfer plans whereas in
the case of a surplus, the voluntary retirement schemes, redeployment, transfer, layoff, could be
followed.
Training and Development: The training is not only for the new joinees but also for the existing
employees who are required to update their skills from time to time.
After the employment plan, the training programmes are conducted to equip the new employees as
well as the old ones with the requisite skills to be performed on a particular job.
Appraisal of Manpower Planning: Finally, the effectiveness of the manpower planning
process is to be evaluated. Here the human resource plan is compared with its actual
implementation to ensure the

availability of a number of employees for several jobs

HRP MODELS

Three Key Elements of the Human Resources Planning Model

Forecasting Staffing Needs

There are several ways to forecast your business needs in order to predict how many
workers you need to run your business and which roles these employees need to fill. Some
of the factors to consider include the situation of the economy, both local, regional and national,
the internal business finances, the demand for your products or services and the short- and long-term
growth expectations for your business.
To forecast staffing needs, take a look at your existing staff and see which current employees
are likely to transition into new position within the company. Also consider how many of
your employees may leave in search of outside opportunities.
Evaluating Supply
Evaluating the supply of employees includes a two-prong process: evaluating internal staff,
which will occur as you are forecasting your staffing needs, as well as external staff. Externally, you
need to evaluate the demographics of the workforce that is available. This can include factors

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such as education, mobility, the unemployment rate and state and federal government laws
and regulations that can affect your industry, your business, existing and potential employees.
Evaluating all of these factors helps you determine if you have access to the number and types of
employees you need to fill your staffing forecasts.
If your small business does not have the resources to conduct an external evaluation,
contact a local community college, university, workforce development program or economic
planning group. Many of these entities use state or federal dollars to compile statistics on the
local workforce in an effort to recruit new businesses and expand local
enterprises.
Balance Supply and Demand
The final element of the human resources planning model is to determine how you are going to balance
the demand you have for employees with the supply of employees available. If you have a shortage of
employees, this will determine what type of recruiting efforts your business will participate in to attract
the employees it needs to fill needs within the company. It also requires you to balance your full-time
and part-time needs.

If you have a surplus of employees, this requires you to consider employee layoffs, retirements and
situations where employees may need to be demoted or moved into a lateral position rather than
receiving a promotion

HUMAN RESOURCE FORECASTING METHODS

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HUMAN RESOURCES FORCASTING METHOD

Leading Indicators-
• Determine the ratio between performance and required no. of employees based on programmatic
assumptions..( prog/student, nurse / patient )

• Trend Analysis-
• Applying statistical models that predict labour demand for the future , given objective statistics from
the previous yrs.

• Task Analysis-
• Tasks are identified and quantified in terms of appearance and workload.

• Conclusion by analogy

• Determine W/F requirements according to those of similar units

JOB ANALYSIS
• Aim of JA-
Gathering data about each job about what an individual does on that job
• Helps us to know-
1. what is done on a job
2. What skills

3. What human qualities

1. . Purpose- main aim and objective

2. Position – job title ,location , reportable to, answerable for , position in the org chart , promotion and
future transfer opportunity .
3. Main duties – Procedures to be followed , standards to be reached , methods of measuring , assessing
and recording them
4. Human qualities- Skills , Knowledge , experience,attributes
5. Work environment – Physical and social environment

STEPS IN JOB ANALYSIS

1.Determine how each job fits into the total organization thru org structure- Done before analysis, understand
org structure, placement of people ,reporting relationship. Understand the process, importance of each job.

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2. Determine how the JA will be used-

a) Jobs not clearly defined
b) Jobs not logically grouped together
c) Reporting relationships not clear.
d) Overlap in responsibilities

3. Select the job to be analysed - Not all jobs, only critical ones, if not graded properly.
4. Prepare questionnaire, gather data

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JOB DESCRIPTION

JOB SPECIFICATION

Also known as employee specifications, a job specification is a written statement of –

•educationalqualifications,
•specific qualities,
•level experience,
•physical, emotional,
•technical and communication skills
required to perform a job, responsibilities involved in a job and other unusual sensory demands.

JOB EVALUATION

A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an
organization. It tries to make a systematic comparison between jobs to assess their relative worth for the
purpose of establishing a rational pay structure.

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GLOBAL HUMAN RESOURCE PLANNING

Human resource planning provides the essential link between MNC strategy and people- who make strategy
work- including outsourced workers.
• It is an integral part of strategic mgmt process- both in terms of strategy formulation and strategy
implementation..

QUALITY OF WORK LIFE

Quality of work life (QWL) refers to the favourableness or unfavourableness of a job

environment for the people working in an organisation.

• Quality of Working Life describes a person's broader employment-related experience.

• The present era is an era of knowledge workers and the society in which we are living has come, to
be known as knowledge society. The intellectual pursuits have taken precedence over the physical efforts.

• Some knowledge workers work for more than 60 hours a week. As a result of this, their personal
hobbies and interests clash with their work. Life is a bundle that contains all the strands together and hence
the need to balance work life with other related issues.’
One must have both love and work in one’s life to make it healthy. Gone are the days when the priority
of employees used to be for physical and material needs. With the increasing shift of the economy towards
knowledge economy, the meaning and quality of work life has undergone a drastic change.

• “QWL is a process of work organisations which enable its members at all levels to actively; participate
in shaping the organizations environment, methods and outcomes. This value based process is
aimed towards meeting the twin goals of enhanced effectiveness of organisations and improved quality of
life at work for employees. ”

CULTURAL AWARENESS – ICEBERG MODEL OF CULTURE

Cultural Awareness is the foundation of communication and it involves the ability of standing
back from ourselves and becoming aware of our cultural values, beliefs and perceptions.

ICEBERG MODEL FOR CULTURE

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The premise of the Iceberg Model is a metaphor of an actual iceberg —we can only observe 10% of the
actual iceberg, and the rest is hidden beneath the surface of the water. In the same way, when
observing a culture, 90% of that culture is hidden from casual observation, and we can only
see the basic characteristics of the culture.

• The Iceberg Model breaks down all aspects of a culture into three categories, each one diving
deeper into the cultural “iceberg.” A combination of these three types of characteristics make
up every culture around the world

2. UNSPOKEN RULES
• The second level in the Iceberg Model is hidden underneath these surface characteristics; they’re called
Unspoken Rules. Unspoken rules take more time for an outsider to understand. These characteristics include:

• Business Etiquette
• Social Etiquette
• Modesty
• Symbolism of objects, colors, and individuals
• verbal and non verbal communication
• sense of time
• physical distance
• high contest vs low contest
• concern about the present
• concept of depth
• class leadership

BUSINESS TRENDS IN HR

• Labor Market Communication & Employer Branding.

• Employee Experience. Artificial Intelligence. ...
• Autonomy to employees. ...

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• Investing in talent. ...

• Remote staff. ...
• Employee Engagement

Labor Market Communication & Employer Branding

• Employer Branding is the process of promoting a company, or an organization, as the

employer of choice to a desired target group, one which a company needs and wants to recruit and retain.

• Structurally communicating to the internal and external labor market target groups and their
influencers with the aim of recruiting new employees, positively influencing the employer brand and
maintaining contact with current, potential and former employees. Certainly with the current tight labor
market, it is generally more difficult to recruit and select effectively. That is precisely why it is important
to invest in this.
Employee Experience
• A next important HR trend in 2019 is Employee Experience. Many organizations have
drastically reformed their HR department and this will happen more next year. The focus will be more on
strategic HR, so that there will be more attention for the employee and internal talent, resulting in more job
satisfaction and higher productivity.
• It is about solving bottlenecks, thinking in experiences and design thinking. Processes in
HR become less important because they simply are not flexible. Moreover, they focus on HR itself, rather
than on the employee. Organizations therefore pay more attention to the total experience of an
employee, from the first contact to a possible departure.
• HR professionals believe that on boarding deserves more attention. This involves helping the
employee on the way and expressing mutual expectations.
Artificial Intelligence
• Artificial Intelligence has made its entry into the HR field. Self-learning systems such as searching
for candidates and candidate selection will have an impact. Artificial Intelligence technologies, such as
predictive analyses, change the way companies adopt and maintain their talents and predict trends.
• With Artificial Intelligence systems you can perform all kinds of checks and make estimates. For
example, the tax authorities can check on social media if people fraud. Other larger companies
use Artificial Intelligence to determine if someone is suitable as a partner. The turning point of
this trend is that it seeks out the limits of privacy
Autonomy to employees
• Employees function differently than before. Organizations, activities and roles change. The classic
conversation cycle is no longer sufficient. The focus is on improving the performance. Because the
employee has autonomy, this does not lead to undesirable situations.
• Giving more autonomy or self-direction to employees has been going on for years, but now also
increasingly engages large corporates. To let self -managing teams work effectively, more attention will have

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to be paid to communicating a clear direction and vision. This requires a lot of HR. Not only should there
actually be more autonomy for the employees, training executives on a new role is also an agenda item.
• In order to promote self-direction, it is important that HR is easily accessible, has a
strong connection with the teams and is on location where the employees are. In addition, tools and
information systems are needed to be able to work without managers.
Investing in talent
• To allow talent to grow, to discover it and then to use it, an organization must have a favorable culture
in which learning and development is possible. Learning and development programs must be
designed in such a way that both an employee and the organization grow. Online training and tools have a
high success rate in this.
• To promote talent development, more and more organizations are investing in the happiness of
the employee. Studies have shown that happy employees are more attuned to the goals of the company
and therefore add more value to the growth of the organization. In addition, they would have a higher
retention rate and a strong sense of ownership.
• But not just tools or work happiness will ensure an investment in talent, also the welfare of
the employee will be given a new dimension in the coming year. Time after time, research shows that when
employees are healthy, they perform better, more efficiently and more productively. Sport tournaments,
yoga and mindfulness sessions are the most popular.
Remote staff

• Thanks to technology, it is easier than ever for employees to work from home, a café, a flex desk or
another country. A study from 2018 showed that 70% of global professionals work remotely at least once
a week. And, it is not just full-time employees who work remotely. It is expected that half of at least the
American workforce will work freelance by 2020.

• Instead of hiring full-time employees, organizations can use a global network of talented
freelancers, building short-term relationships or project for project.
Employee Engagement
• Employee Engagement is the level of the emotional bond and involvement of an
employee in an organization. When employees feel valued, their dedication and enthusiasm grows for their
jobs, colleagues and organization. This in turn increases the retention,
• Professionals predicts that companies will increase their employee engagement expenditures
by 45% in 2019. The challenge will be to decide which solutions will be the best for the employee, the
company and the culture.
• HR staff can use a tool to request and follow feedback from their employees, to
recognize employee performance and to promote positive activities. This yields useful insights
from employee feedback and subsequently improves involvement.

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