Rajani Jha
Jha.rajani@gmail.co
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Employee Engagement
A discussion

Agenda
 Introduction
 Strategies
 Models
 Questionnaire

INTRODUCTION
◦ Employee engagement is the emotional commitment the employee has to the
organization and its goals. (Forbes.com)
Important points :
◦ Right empowerment strategy- instead of top- down, bottom-up should be preferred
◦ To improve it, it should be measured.
◦ HR should conduct surveys- discuss with managers- scores
◦ HR and Manager discuss the results with the team.
◦ Manager should be facilitator not problem solver.
◦ Holistic approach

MAGIC MODEL- DECISIONWISE
M-
Meaning
• “Transforms the mundane into the transcendent,” “Your work has a purpose beyond the work itself”
• Survey Item- My job provides me with a sense of meaning and purpose?
A-
Autonomy
• “The power to shape your work and environment in ways that allow you to perform at your best”.
G -Growth
• “Being stretched and challenged in ways that result in personal and professional progress”.
I- Impact
• “Seeing positive, effective, and worthwhile outcomes and results from your work”.
C-
Connection
• “The sense of belonging to something beyond yourself”.

A Model for Engagement

Strategies
 Employee inclusion, employee voice
 Training development- identifying learning styles- online,
collaborative
 Recognition
 Telecommuting
 Employee empowerment
 Regular survey employees
 Smaller teams are good
 People need time to think, create and rest
 Flexible and supportive work environment
 Developing leaders simplify and reengineer the annual performance
appraisal

Scenarios
◦ Jeff Bezos, the CEO of Amazon.com, is reported to have said that “if there are more than two
pizzas in the room for lunch, then the team is too big.” Small teams feel empowered, they make
decisions faster, and the people get to know each other and can lend a hand when one of the
teammates needs help.
◦ At Google, the policy is called “20 percent time:” a day a week set aside to work on something
new or outside your normal job function.
◦ Google, uses an agile goal-setting process called OKR (objectives and key results), which was
originally developed at Intel. The process is simple and effective: Each individual (from CEO
down) sets ambitious and measurable objectives (like “launch Gmail version X by year end”) and
are asked to define “key results” that monitor their progress. Everyone’s OKRs are public, so it’s
easy to see what the CEO or your peer is holding himself or herself accountable for. At Google,
this creates alignment because employees can see who is dependent on their work.
◦ Mayor Bloomberg created an open work space in New York City, which was credited with
bringing teams together to rapidly respond to city crises.

 The new circular Apple campus is designed to encourage groups to
meet others.
 Zappos lets employees work from local restaurants, where the
company pays for Wi-Fi.

Questionnaire

Steps/Designing an Survey

Survey Guidelines
Traditional approach:
1. Ask a robust engagement measure (as explained above) Cluster your other
topic areas into themes (e.g., performance management, or senior
leadership).
2. For each theme you will want to include at least three questions to give
you a broad spread of responses in that theme.
3. The questions should attempt to measure different aspects of that theme
(e.g., the company, the manager, the team, the individual), so that you get
a new piece of information from each.
4. Wherever possible, organize your responses to be on a five-point scale.
The majority of the time, you should be able to word a question to be
answered on a “Strongly Agree - Strongly Disagree” scale, or a “Very
Good - Very Poor” scale. This will allow you to directly compare different
question scores—an essential requirement on any employee survey.