2. EMPLOYEE ENGAGEMENT
Employee engagement represents an alignment of
maximum job satisfaction with maximum job
contribution.
Acc. to BW-HR global survey 2012, 34% of the
employees in India are fully engaged,12% disengaged
and 29% of the employees are almost engaged.
3. BASIC ASPECTS OF EMPLOYEE
ENGAGEMENT
There are three aspects-:
(i) The employees and their own unique
psychological makeup and experience
(ii) The employers and their ability to create the
conditions that promote employee engagement.
(iii) Interaction between employees at all levels.
4. Categories of Employees
Engaged-These employees are builders. They
want to know their goals so that they can meet
and exceed them.
Not Engaged-They tend to concentrate on tasks
rather than goals. They focus on accomplishing
task vs achieving outcome.
Actively Disengaged-They are cave dwellers. They
are consistently against everything.
6. Role Theory
It reviews diff roles that people engage in at work and
it explains reasons why people engage.
7. Five Work Related Roles
Job Holder Role-Employee come to work and do
what is listed in their job description.
Team Member Role-Employee go above to help
members of team in meeting goals.
Career Role-Employee do things to enhance their
career by learning some skills, knowledge etc.
8. Entrepreneur Role-Employee comes up with new
ideas and try to get those ideas implemented.
Organization Member Role-Employee do things to
promote organization .
10. K-A-B MODEL
KNOWLEDGE:- Stakeholder must be aware of
what is happening ,what the change or
engagement effort is, and what they will see
happening across the organization, to and by
whom ,over what time period .this is the launch
part of engagement programmes,and is also where
much of the effort is focused-often to the
detriment of the subsequent stages
11. ATTITUDE:- Once the stakeholders have
internalized the knowledge, they need to forman
attitude about what they know .generally this
means that they must see tangible, positive
evidence that the organization is serious about
and committed to the programme .Evidence of
behavior change emerges in key leaders, managers
and employees as, for example, process begin to
evolve and changes are made
12. BEHAVIOUR:- Once stakeholders have
internalized the information and formed an
attitude about the change and what it means to
them, it is essential that they are given the tools,
guidance and support needed to change their
behaviors and must be visibly intolerant of
behaviors that do not align with achieving the
objectives behind the overall engagement efforts.
13. THE TEN C S OF EMPLOYEE
ENGAGEMENT
Connect
Career
Clarity
Convey
Congratulate
Contribute
Control
Collaborate
Credibility
Confidence
14. HOW TO MEASURE EMPLOYEE
ENGAGEMENT
Listen-The employer must listen to his employees
and remember that this is a continuous process.
The information employees supply will provide
direction. This is the only way to identify their
specific concerns
Measure Current Level-By surveys.
Identify the problem areas
Taking action to improve employee engagement
by acting upon the problem areas
15. INCREASING EMPLOYEE
ENGAGEMENT
Provide Variety
Conduct periodic meetings with employees
Communicate openly and clearly about what is
expected of employee at every level
Get to know employee interests, goals, stressors
etc
Indulge in employee deployment if he feels he is
not on the right job .Provides an open
environment.
16. Employee Engagement in TATA
Group
WORKFORCE ENGAGEMENT
WORKFORCE AND LEADER DEVELOPMENT
REWARDS AND RECOGNITION
17. WORKFORCE ENGAGEMENT
TTSL has identified the key Employee Engagement and
Employee Engagement Factors.
Several forums like Town halls, Voice of Employee, PMS
Feedback, and Exit interview Analysis and other open
house communications triggers the process for capturing
Employees Expectations
“HR Conclave” is conducted to identify key Satisfaction
and Engagement factors for employees
Employee Engagement Model (EEM) was created which
encompass all the Satisfaction and engagement factors
18. The EEM led to the formulation of Employee Engagement Questionnaire and
conducting the Employee Engagement Survey titles “GALLUP SURVEY”.
The annual Gallup Survey helps capture the engagement and
satisfaction levels of the employees and leads to creation of action
plans through cross-functional action planning workshops in order to
work upon the opportunities thrown up in the survey to improve
satisfaction and engagement levels of the workforce.
19. WORKFORCE AND LEADER
DEVELOPMENT
In TTSL, Individual Training needs are identified
through PMS
Gyan Jyoti is the e-learning portal which ensures
the coverage of training programs across levels
and geographies. TTSL participated in World
HRD awards in 9 Categories and has won in 8
Awards including excellence in Learning &
Development for the year 2009-10.
20. REWARDS AND RECOGNITION
Spotlight
Star of the Month
Super Star
Hall of Fame
CRISP Superstar
Long Service Award
Circle of the Year
Function of the Year
Premier League
