Google values transparency in its culture, allowing employees access to code and executives' goals. This empowers employees and gives them context to do their jobs better. Hyatt invests in employees through tuition reimbursement and training, empowering them to solve problems. American Express considers not just goals but how they are achieved, valuing behaviors like collaboration. Southwest Airlines sees its purpose as connecting people to what matters, giving employees a stronger sense of purpose beyond transportation.

1. COMPANIES THAT GET
EMPLOYEE ENGAGEMENT
Submitted by:-
Name:-Yuvangi Patel
Unnati Patel
Mayur Behara
Ajay Gupta

2. COMPANIES THAT GET EMPLOYEE ENGAGEMENT
GOOGLE - TRANSPARENCY
Google as a company believes in internal transparency.
On every software engineers' first day, he or she gets access to almost all of Google's code, every employee can view the
personal goals and objectives (called "OKRs") of every other employee, and the company holds all-hands meetings every
Friday where anyone can ask the founders questions about anything.
The company, as a rule, likes to "default to open."
That manifests itself in big ways - like how the company publishes "Transparency Reports" where it shows the data requests
it gets from the government - but in more subtle ways too.
For example, in the name of transparency, Google's often discourage each other from complaining about other employees via
email.
"The way we solve the 'backstabbing' problem, for example, is that if you write a nasty email about someone, you shouldn't
be surprised if they are added to the email thread," Google HR boss Laszlo Bock writes in his new book, "Work Rules!" "I
remember the first time I complained about somebody in an email and my manager promptly copied that person, which
forced us to quickly resolve the issue. It was a stark lesson in the importance of having direct conversations with colleagues!"
By valuing an open and transparent company culture, Google teaches its employees that it believes them to be trustworthy
and have good judgment. That, in turn, empowers them.
Having more information also gives each employees more context, which helps them do their own jobs more effectively.

3. HYATT – EMPLOYEE DEVELOPMENT
Top Reasons Hyatt Employees Are Engaged in Their Work
Hyatt employees themselves list several reasons why they remain engaged in their work, and all of them go right back to the
company’s employee engagement strategy. Not only are there tangible perks like travel discounts and free or subsidized on-
site meals in the company’s well-respected restaurants, Hyatt makes it a point to listen to employees and to train them how to
listen effectively to each other and to hotel guests.
Additionally, the company offers tuition reimbursement, encouraging employees at all levels to further their education. They
also team up with organizations like Khan Academy to provide skill training to employees so that more employees have more
access to expanded career choices. In short, Hyatt does not just talk about investing in their employees. They actually do it.
Empowerment as a Pillar of the Employee Engagement Strategy
Employee empowerment is a key element of Hyatt’s employee engagement strategy. Employees who feel unable to act to
solve the inevitable problems that arise in day-to-day business cannot be expected to be engaged in their work because their
efforts are stopped before they can start. Hyatt offers ongoing training opportunities for employees and trusts them to act
when problems arise. This not only results in problems being solved more quickly, it improves employee engagement
because engaged employees are ones who know that their work makes a difference on multiple levels.
Empowerment of employees to listen and solve problems not only helps them in their current work, but also helps prepare
them for greater responsibilities, and this is critical in a company that likes to promote from within.

4. AMERICAN EXPRESS – FOCUS ON BEHAVIOURS
In a world where results are everything and goals are often largely about what results people achieve, regardless of how they
achieved them, American Express was different even 25 years ago. The company has for a long time had equal weighting
between the fact that people achieve their goals and how they do it. It simply should not be possible to achieve top results,
ratings, pay and potential bonus without considering the impact of your behaviors.
Behaviors are how we conduct ourselves, act and react, towards others. We’ve found that successful companies understand
how behaviors impact employees on an emotional level, where much of engagement with an employer happens. They
therefore value how people do their job. You can’t have someone being a high performer but behaving really badly at the
same time - it sends the wrong message. The high performers in companies where engagement is high, understand their
impact and behave in a collaborative and respectful way.

5. SOUTHWEST AIRLINES – PURPOSE
This airline sees their purpose as connecting people with what’s important to them. They don’t just see themselves as
transporters of people, but as enablers who help people get to people or places they care about. This may be seen as a small
differentiation, but it can make a big difference in how important an employee perceives his/her job. A strong, clear purpose
connects emotionally with employees, it engages.
In our experience, purpose is becoming more and more important to employees. To see that you are doing something more
profound than just selling a product or service, makes you feel important. It’s no longer enough to “just do a job”, we’re
seeing that people want to make a difference, to contribute to something bigger than themselves.

6. Reference:- http://www.managers.org.uk/insights/news/2015/december/six-companies-that-
get-employee-engagement-and-what-they-do-right
https://www.businessinsider.in/How-Googles-culture-of-transparency-helps-it-prevent-
backstabbing/articleshow/46973313.cms
https://www.hubengage.com/employee-engagement-case-studies-look-hyatts-wildly-
successful-strategy/
THANK YOU