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Measuring Effectiveness of Employee
Engagement
and
Learning People Practices from Best
Workplaces
Ajay Bhatia
• Most people believe that the best way to motivate is with rewards like money—the
carrot-and- stick approach. That's a mistake.
• Pink asserts that the secret to high performance and satisfaction-at work, at school,
and at home—is the deeply human need to direct our own lives, to learn and create
new things, and to do better by ourselves and our world.
Satisfaction Vs Engagement ?
Employee Satisfaction = Overall ‘employee assessment’ of the workplace
Refers to how employees feel their “happiness”— about their job and conditions, such as
compensation, work environment, and career development opportunities, etc.
Satisfied employees are happy to clock in and out; Do “what is asked “
But….you can be a satisfied employee without being engaged
Engaged employees = Productive members of an organization who are “psychologically
committed” to mission/purpose of the organization; work with passion; go “above &
beyond” laid down expectations; thrive on challenges, look for opportunities to give back
to organization, and leave a legacy
Instead of being “paid workers”, they act as “volunteers” willing to give their time
and energy to support cause of the organization, that they are truly passionate.
Employee engagement is a continuous process of defining, measuring, analyzing
and implementing factors that promote engagement of employees at workplace
Engagement - Other definitions
• Employee Engagement is a measureable degree of an employee's positive or negative
emotional attachment to their job, colleagues and organization which profoundly
influences their willingness to learn & perform at work.
( Source Scarlett Surveys)
• It’s the Think-Feel-Act nexus – a connection both rational (think) and emotional (feel),
an employee has for their organization, combined with the motivation and willingness
(act) to invest discretionary effort to go above and beyond what’s expected of them
( Tower Watson)
• An "engaged employee" is one who is fully involved in, and enthusiastic about, his or
her work and thus will act in a way that furthers their organization's interests
• Engagement is about how connected an employee is to the culture, mission and values
of your organization and the degree to which they are enabled and inspired to
participate in furthering them.
• Engagement is seen as a positive attitude to the job and it is distinguished from both job
satisfaction and commitment. It is more temporary and volatile than commitment,
which is a more stable perception.
(© Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39)
How do experts look at engagement?
How do we measure
engagement currently?
• Annual Engagement surveys
• Frequent employee surveys,
or “pulse surveys”,
• Interviews (For e.g. Exit Interviews)
• Company's Glassdoor rating?
• eNPS
• Anything else?
Current measures of Employee Engagement
Engagement Surveys
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PowerPoint Guide 2015
ENGAGEMENT
SURVEYS
PROS
• Easy to execute
• Easy to analyze
• Multiple “out-of-the-box”
solutions
• Initially creates a benchmark
and then checkpoints
CONS
• Not highly detailed
• Not real time
• Doesn’t take into account other
work environment factors
• Hard to make actionable
Employee Net Promoter Score (eNPS)
• Based off of the popular “Customer Net Promoter Score” framework, introduced by
Harvard Business Review in 2003. NPS was developed as a simple way to measure
customer loyalty.
• eNPS is a similar simple framework to measure internal employee engagement.
• On a quarterly basis, send out an anonymous survey that asks all employees one simple
question:
"On a scale of 0-10, how likely would you be to refer someone to work at ______?“
Also ask- “What’s the primary reason for the score you gave?”
• Employees respond on a 0-to-10 point rating scale and are categorized as follows:
• Promoters (score 9-10) are loyal enthusiasts who are actively engaged with the
organization, and contribute distinctly towards company goals
• Passives (score 7-8) are satisfied but unenthusiastic employees, who are vulnerable
to competitive offerings and could leave
• Detractors (score 0-6) are unhappy employees who can damage your brand and
impede growth through negative word-of-mouth.
• To calculate your eNPS you subtract your detractors from your promoters (ignoring
passives) and divide by the total number of respondents.
eNPS = (promoters-detractors)/total respondents,
OR
eNPS = % Promoters – % Detractors
• The best possible score is +100, the worst possible score is -100.
• A positive number is considered to be good (more promoters than detractors) while a
score over 50 is considered outstanding.
• Key points:
• It’s a relative score. Acts as a guide post, which you can use to make changes and
see if they are helping or hurting employee morale
• Employees are likely to be harsher in an eNPS survey than they would be in a
customer NPS survey.
• On average, they invest far more time and emotional energy in their relationship with work than they do with the
products they buy.
Employee Net Promoter Score (eNPS) (Contd..)
New trends…..Going Digital with Engagement
• Engagement Tools like Ving that capture real time recipient interaction and
report it through engagement dashboards
• Text messages are lost or misinterpreted. Ving clearly and effectively communicates your most
important messages by capturing body language, tone of voice, and text in one unique
communication package. A cloud-based application, Ving enables you to create a multi-media
package containing videos, documents, presentations, audio files, text, and surveys.
• Wearable Technology to track employee activity & productivity
• For instance, wearables can allow employers to easily track an employee’s time throughout
the day and gain a clear picture on where time is being spent, and quickly identify
inefficiencies; It can also reduce your sick days
• Track the frequency of employer- employee communication through
Collaborative Tools like OneDrive, Google Drive, Cloud, and Enterprise
Social Networking like Yammer
• Tracking employees’ social media engagement
Adopt smarter People Analytics
Learn from the best
Smart HR Analytics
Choosing the right tool to measure engagement
• Intelligent Analytics for performance measurement and leadership development as well
as measuring intangibles like network, activities, time use, relationships etc.
• Key is Datafication – converting employee activities into measurable, quantifiable data
• Predictive People Analytics
• Maximize the potential of obtaining empirical data rather than subjective data – bring in a
third party for best results
• Track metrics to demonstrate performance improvements correlated to improved employee
engagement
Mood Indicators
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PowerPoint Guide 2015
MOOD INDICATORS
18
Mood Indicators
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PowerPoint Guide 2015
MOOD INDICATORS
PROS
• Real-time data
• Existing technology solutions
• Multiple “out-of-the-box”
solutions
• Initially creates a benchmark
and then checkpoints
CONS
• Doesn’t always answer “why?”
• Typically anonymous
• Doesn’t take into account other
work environment factors
• Can be superficial
Wearables To Track Activities & Emotion
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PowerPoint Guide 2015
WEARABLES
PROS
• Multiple, real-time data points
• Automatic – not relying on
employee action
• Can measure behavior, emotion,
and physical signals
CONS
• Employees may consider the
approach invasive: “big-brother”
• Expensive
• Requires significant analysis &
follow-up
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PowerPoint Guide 2015
IN THE FLOW
OF WORK
A system to aggregate all data sources and
analyze in real time, could be more helpful to
get actionable inputs and positively impact
the business outcomes
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PowerPoint Guide 2015
TAP IN TO EXISTING SYSTEMS
SYSTEM/TOOL WHAT YOU CAN MEASURE
CRM Logins/Activities logged
KNOWLEDGE BASE Posts contributed/Views/Visits/Comments
HELP DESK SOFTWARE Questions asked and answered/Number of logins
SHARED CALENDARS Number of meetings set/Number of meeting invited to
INTRANET Logins/pages viewed/Comments & interactions
EMAILS Chart how workers are spending their time and with whom
Using Analytics and an Intelligent system,
aggregate all of this data, and create real-time
insights on engagement
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PowerPoint Guide 2015
ENGAGEMENT IN THE FLOW
OF WORK
PROS
• Multiple data points from
different systems
• Integrated into daily activities
• Answers the “why” question
better than other options
CONS
• Needs more planning and
coordination
• Requires significant analysis &
follow-up
• Measures engagement more
than happiness
Let’s ask ourselves a fundamental question
• Their passion
• Their excitement
• The transferability of their skills
• Their network of influence
• Their pride to be a part of the organization
• Their ability to step up to the next level
• Their relations with colleagues in and outside the team
• Their ability to think on their feet
• Questioning the status quo
• Discretionary efforts
Through a typical engagement survey, what do we typically try
to measure?
• By rolling out a survey and asking a set of questions, are we truly
able to measure the level of engagement?
OR
Are we measuring their beliefs and perceptions?
• Are we viewing personal satisfaction as a proxy for engagement?
• Should engagement only include personal satisfaction….
OR,
Critical components like, strategic alignment with the
organization’s goals, driving business impact, advocacy, and
competency?
Points to ponder
The current engagement surveys,
are not really measuring
engagement, they are measuring
Some pitfalls in the current surveys
• Employees are asked to rate their own engagement – so its one sided/biased data.
• It is heavily based on an assumption that the employee is answering honestly, leading to
‘gamed results’ - people telling you what they think you want to hear rather than what
they really think.
• Assuming that they give honest responses, the answers still provide insights into the
‘attitude’ side of the employees’ psyche and not necessarily what their impact is. They
do not connect attitude to business results.
• It fails to gather objective data on how much engaged the employees actually are. For
instance, discretionary effort!.
• The data may also suffer from recency effects rather than looking at data over a
substantial period of time.
Have you ever asked the two most
important questions?
WHY
HOW
Know what you want to measure, why & how!
• Do you want to measure just the attitude, OR, their impact on business as well?
• Relate employee engagement metrics to business results and impact. For
instance,
• Mary is happy with her manager, but is that leading to product innovation?
• John (manager) may be proud to be a part of the organization, but is he able to coach or
mentor his team members to build a strong leadership pipeline?
• Choose the right tool(s) to measure engagement – is it survey, is it interviews, do
you need to look at internal/external data like stay interviews?
• Re-examine the frequency – maybe take pulse surveys more often rather than just
once in a year.
• Establish joint ownership for engagement. Instead of focusing on only one side of
the engagement equation, also measure employee ownership.
Measure engagement from both sides of the fence
Joint ownership of engagement
• A lot of us are only measuring the employee’s attitude towards the organization.
• Many organizations continue to ignore the need to empower both managers and
employees and often fail to effectively measure engagement from both sides of
the fence.
• Research has found that most organizations are focused on only one side of the
engagement equation while the other half, employee ownership, is not being
measured and therefore not being managed.
• For instance, you asked the employee if they feel aligned to business goals, but
do you communicate those goals to them on time? Are we effectively measuring
what the organization does to engage people?
New Paradigm
• Employee Engagement is not just about tabulating data and deriving insights, but
turning them into actionable, evidence-based strategies that impact positively on
an organization's bottom line
• It is also about demonstrating to all employees the willingness to change and
continuously improve
• Role of leadership is critical, in setting the culture and tone of an organization. There
are implications for the way organizations hire their leaders – making their ability to
engage a top KRA metric.
• Emphasis on accountability for engagement is shifting – across all levels.
Engagement is not just on the agenda for leaders, managers or HR – it’s the
responsibility of every individual.
• Concept of organizational listening, combined with new technologies are set to
solve many of the longstanding issues around employee wellbeing;
• In near future, organizations may not need to wait out significant periods to
discover key indicators of stress or dissatisfaction
Looking beyond engagement:
Inspired employees are the
organization’s currency
Some indicators in use
• Employee engagement survey results :
• Provide leading indicators, unlike voluntary turnover statistics.
• Allows benchmarking results, both against other firms as well as own historical survey data.
• Recognition:
• Recognition is a key — and free engagement driver, but few firms measure it.
• If you budget a nominal amount per department for recognition efforts, funded at the corporate level, you'll
be able to track the amount spent on these efforts on a departmental basis.
• Employee referral percentage:
• % of new hires who have joined your firm because of an internal employee referral.
• If none of your internal employees is referring, it may indicate a serious lack of engagement.
• Training and development investment:
• Best-in-class organizations spend 3-5% of payroll on T&D.
• Budgeting and measuring your investment as a percentage of payroll by department will enable you to track
who is investing in their employees.
• Absenteeism:
• Engaged employees are absent less often.
• Track rates of absenteeism against Actively Engaged, Ambivalent, or Actively Disengaged
employees.
Some indicators in use…
• Retention:
• Map the retention rates of Actively Engaged, Ambivalent, or Actively Disengaged
employees to retention (or attrition) rates.
• Performance:
• Map the performance rates (based on performance reviews or actual performance in
the case of sales and other employees) to Actively Engaged, Ambivalent, or Actively
Disengaged employees
• Customer Engagement:
• Engaged employees are linked to satisfied customers at a correlation coefficient of
.85 (i.e., customer satisfaction).
• Chart organizational engagement scores against customer engagement scores (or
satisfaction scores, as the case may be).
• Financial Performance:
• Engaged employees create engaged customers who drive revenue and profits.
• Track engagement scores against revenue and profit as well, while allowing role of
other outside factors and influences as well.
Some other metrics and good indicators…
• The ratio of highly engaged employees vs. low engaged employees in a current team
• Most frequent collaborator
• Do employees complete assignments on time – or ahead of schedule? Do they
show attention to detail and excellence in small tasks, as well as more significant
assignments?
• The amount of work that occurs outside of normal working hours. This is a good
indicator of discretionary effort.
• The number of network connections and time spent with people outside of
immediate team or region. Building of broad networks beyond core team is a sign of
high engagement.
• The percentage of participation in ad-hoc meetings/initiatives vs. recurring
meetings/processes. Participation in only highly structured events can indicate low
engagement.
• The number of initiatives they take proactively and the quality of their contribution.
Some other good indicators (Contd..)
• Number of creative ideas the employee is contributing to the team
• Do other team members naturally approach him/her to ask for advice?
• Time spent with manager in 1:1s and development plans
• Voluntary participation in learning and development programs.
• Amount of time spent in supervising the employee – typically low
engagement needs more direct supervision.
• Social media engagement and participation
• Helping a coworker without being asked, or arriving early to finish a project
– indicate employees are invested in the company beyond their
paychecks.
• Employees who approach their supervisors and give suggestions, offer to
lead projects, spearhead new programs, or show initiative.
• By going to their manager, they exhibit emotional commitment since
they trust their boss and rational commitment since they want to go
above and beyond their day-to-day work.
Organizations are leveraging Predictive Analytics..
• Targeted retention:
• Find out the high risk areas of churn in the future, and focus retention activities
on critical few people
• Turnover modeling:
• Predicting future turnover in business units in specific functions, geographies by
looking at factors such as commute time, time since last role change, and
performance over time.
• One can accelerate hiring efforts accordingly, reducing lead time and panic
hiring, which can lead to lower cost, higher quality hiring.
• Risk Management:
• Profiling of candidates with higher risk of leaving prematurely, or those
performing below standard.
• Talent Forecasting:
• To predict which new hires, based on their profile, are likely to be high fliers and
then moving them in to fast track programs
Learn from the best!
Aon Hewitt Engagement Model
Hewitt Model of Engagement - SSS
42
Measuring Engagement : Hewitt Methodology
Strongly
Disagree
(1)
Disagree
(2)
Slightly
Disagree
(3)
Slightly
Agree
(4)
Agree
(5)
Strongly
Agree
(6)
1. It would take a lot to get me to
leave this company.
2. I would not hesitate to recommend
this company to a friend seeking
employment
3. This company inspires me to do my
best work every day
4. I rarely think about leaving this
company to work somewhere else
5. Given the opportunity, I tell others
great things about working here
6. This company motivates me to
contribute more than what is normally
required to complete my work
Laszlo Bock
SVP, People Operations
Google
Google’s gDNA Project Overview
A major long-term study aimed at understanding work by the People Innovation
lab at Google.
• A randomly selected and representative group of over 4,000 Googlers completes
two in-depth surveys each year. The survey itself is built on scientifically
validated questions and measurement scales.
• It asks about traits that are static, like personality; characteristics that change,
like attitudes about culture, work projects, and co-workers; and how Googlers fit
into the web of relationships at the workplace.
• Then, they consider how all these factors interact, as well as with biographical
characteristics like tenure, role and performance.
• Critically, participation is optional and confidential.
“It aims to identify the biggest influencers of a satisfying
and productive work experience,”
Google balances out its plentiful perks with a culture of
Transparency, Trust, and Inclusion.
• Transparency: Sharing is big at Google.
• Google founders host a weekly meeting to review news and product
launches.
• A few weeks into every quarter, the Executive Chairman presents to Googlers
most of the exact materials presented to their Board of Directors at their
last meeting.
• Trust: Google solicits feedback and uses it on everything
• From how employees prefer to be compensated….. to the design of their new
company bicycles!
• Inclusion: Google conducts formal employee surveys at the end of every year.
• Employees also get to see everyone else’s feedback, though privacy is
protected.
• Every Friday, company leaders conduct employee forums to respond to their
top 20 most-asked questions.
Objective: Project Oxygen was designed to identify what successful Google managers
do.
How they did it:
The Project Oxygen team spent one year data-mining performance appraisals,
employee surveys, nominations for top manager awards, employee complaints. The
result was more than 10,000 observations of manager behaviors. The research team
complemented the quantitative data with qualitative information from interviews.
The interviews produced more than 400 pages of notes, which were coded using
standard behavioral science methodologies. The final result was eight behaviors --
things great managers do that make them great.
Later that year, the “people analytics” teams at the company produced:
“Eight Habits of Highly Effective Google Managers
Findings: They found that technical expertise — the ability, say, to write computer
code in your sleep — ranked dead last among Google’s big eight.
Google’s Project Oxygen
47
Project Janus: Google
Predictive Analysis for Recruitment:
• Google is also unique in its strategic approach to hiring because its hiring
decisions are made by a group in order to prevent individual hiring
managers from hiring people for their own short-term needs
• Its research also determined that little value was added beyond four
interviews, dramatically shortening time to hire.
• One of the few firms to approach recruiting scientifically, it developed an
algorithm for predicting which candidates had the highest probability of
succeeding after they are hired.
• Under project Janus, it developed an algorithm for each large job family that
analyzed rejected resumes to identify any top candidates who they might
have missed. They found that they had only a 1.5% miss rate, and as a result
they hired some of the revisited candidates.
Tony Hsieh
CEO, Zappos
Some of Zappos’ Engagement Programs
• Zappos Zollars:
• The currency of Zappos employees is awarded to those who are recognized when a co-
worker or manager feels that they’ve gone above and beyond. Zollars can be spent on
Zappos branded goodies, can be donated to a charitable foundation, or be entered in a raffle
for bigger prizes.
• Shadow Sessions:
• Zappos employees are allowed to “shadow” other employees in different departments for a
few hours. This helps employees to understand the ins and outs of other departments and
the company while also building relationships across the company.
• Z’apprentice Program:
• Zappos encourages growth and learning through their apprenticeship program. This lets
employees check out a new career path to see if they’re a good fit for the role. Employees
can apply to become a z’apprentice in any area, including one which they may not have any
prior knowledge/skill. When an employee is selected, they have a 90-day tenure in the role.
After the 90 days, a mutual decision is made to see if the person is right for the position or
not. If not, they are able to return to their previous role at Zappos.
Gary Kelly
CEO, Southwest Airlines
The airline is the only major airline who has never
filed for bankruptcy and has never laid off,
furloughed, or given pay cuts to employees.
Some engagement practices…
• Variety of Employee Recognition Programs to recognize their hard-working employees and those
who go above and beyond their normal job duties.
• Biennial employee surveys to gather candid feedback.
• Celebrating their anniversaries and employees. For their 40th anniversary in 2011, Southwest
celebrated the hard work of their employees. They had a special banquet, printed an anniversary
edition of LUVLines (Southwest Airlines’ Employee Magazine), and special 40th anniversary
merchandise. Talk about a party!
• Employee Enablement: the authority to make snap decisions within boundaries – to make things right
in the name of customer service. This latitude not only helps with consumer relations, but also makes
employees feel empowered.
Teresa Laraba, senior vice president of customers for Southwest, gave the example of a man who
approached a flight attendant with the news that he’s wanted to propose to his girlfriend in flight. In
an effort to make the moment more memorable for the couple, the flight attendant made the decision
to grab a bottle of champagne (at no cost to the customer) and then taught the man how to use the
intercom system.
We want Facebook to be one of the best places people
can go to learn how to build stuff. If you want to build a
company, nothing better than jumping in and trying to
build one. But Facebook is also great for
entrepreneurs/hackers. If people want to come for a few
years and move on and build something great, that's
something we're proud of.
Mark Zuckerberg
CEO, Facebook
• Background: Deloitte Leadership Academy offers extensive online coursework for a
variety of consulting practice topics in hopes of making training more accessible for
employees.
• Challenge: Getting both Deloitte employees and client companies to log on, take
courses and continue the practice of corporate training despite their busy work
schedules.
• How they did It:
• With Badgeville Game Mechanics, Deloitte gave their consultants instant feedback of their
progress and guided them along clear learning paths.
• Its gamification efforts include lessons from renowned business schools such as Harvard
Business Publishing, Melbourne Business School, and Stanford Graduate School of
Management coursework, they built up reputation that intrinsically motivated them to
continuously engage.
• With lifts in course completion and regular adherence, Deloitte has improved learning,
making it easier to locate and source experts for projects and holistically evaluate
employee performance.
• Results:
• 50%-Faster Course Completion
• 47% - Higher Daily Return Rates
• 36% - Greater Weekly Retention
Deloitte
• General Electric’s Health Coach program offers all workers access to trained nurses who
can answer questions on everything from claim issues to chronic illness.
• The company also offers NowClinic, a program that allows employees to video-chat with
physicians 24/7 to obtain a quick diagnosis.
• HealthAhead, GE’s internal health program to improve the health of GE employees
• Promotes 100% tobacco-free campuses.
• GE partners with their employees and their families around the world to help them live and work
healthier, to reduce health-related work absences and to limit the growing cost of employee
healthcare.
• GE Healthcare’s use of social media in its annual #GetFit competition has far-reaching
significance to the 25.5 million participants.
• #GetFit campaign encourages participants to share their healthy habits and join in the challenge
via social media.
General Electric
Marriott Group’s ‘My
Marriott Hotel’ Facebook
game.
Similar to a popular
Facebook game called
Farmville, the game
required job aspirants to
manage the hotel’s
kitchen operations,
earning or losing points
based on customer
satisfaction, in a very
closely real-life
resembling environment.
Gamification @ Marriott
This initiative helped Marriott to attract and recruit talented employees and keep them
engaged right at the onset.
Specifically, it drove up the brand recall and also attracted large numbers of
Marriott’s target audience of millennials between the age of 18 and 27 to apply.
RMSI
Ranked No.1 in the Top 25 Great Places to Work ® study for 3 years in a row (2007, 2008,
2009)
• Ranked amongst “Top 5 Best IT Companies to Work For” for 7 years in a row - IDC-
Dataquest IT Best Employers Survey
RMSI is a global IT services company providing geospatial and software services to clients across the globe, in sectors
ranging from utilities, wireless telecommunications, land information management, agriculture & natural resources,
and risk and insurance.
• Talent Management:
• Values-driven, open & Collaborative work environment.
• Nurture and celebrate entrepreneurship and innovation
• Strong alumni network, a solid cultural foundation and bonding with its employees, even after
they leave the organization (High Boomerang rate)
• Continuous career development and growth opportunities.
• Dual opportunities for people to grow in the managerial and technical capabilities aligned with their
career aspirations.
• Mentoring & Coaching:
• Job Rotation and Internal Selection at lateral levels
• Except for a few conference rooms and the cafeteria, the RMSI office does not have any
closed spaces.
• Employees are encouraged to keep e-mail communication and formal meetings at bare
minimal
• In-house music band and a photography club.
• Workshops on "how to quit smoking" and handling relationships as a parent and a spouse;
Stress management through jazz and yoga.
• Talent Recognition:
• i-Fresh award for Innovation.
• Outstanding achievements in client engagement, team development, and creativity.
• ‘Premier Club’ and ‘Gold Club’ recognize employees for their long-term association with the
company.
RMSI
HCL Technologies
• Prefers study on improving total employee experience , rather than measuring
employee engagement.
• Prithvi Shergill, CHRO at HCL Technologies , said, "The focus is shifting from
engagement to talk about experience. Engagement is a point-in-time measure, so
measuring them one day in a year is clearly inadequate. You need a more real-time
measure."
• HCL leverages a patented tool called 'Smart Survey' to collate effective feedback from
employees and work towards the ongoing development and growth of individuals
and the organization. A mechanism built in Smart Survey helps the system
intelligently trigger a survey to an employee when he/she is undergoing an event
change at work. This allows feedback to remain relevant.
• How the system is helping: As per the study…
• 60% of HCL-ites provide useful feedback vis-a-vis their
role expectations from their stakeholders — whether
manager or team or peer,
• 50% of HCL-ites got guidance on how they could
become better professionals leveraging their passion
and strengths.
HCL Technologies
• Problem statement:
• 1 out of every 3 candidates accepting a job offer, was dropping out before joining. (40-day duration)
• Strong competition in the sector.
• Drop-out was costly: Wasted recruitment spend and effort; Billing loss.
• New employees were also clueless about HCL’s “Employees First -Customers Second” structure , OR, the
business’s culture of ‘ideapreneurship’.
• Solution: Gamification
• Games provide the opportunity to engage, enable and empower by addressing intrinsic and
interpersonal motivators.
• HCL sent all candidates a link to a game on the day they accepted their job offer. The game made
information interesting and memorable. Each question had points based on the number of attempts
made to answer it correctly, and these translated into various badges and ‘lifelines’. There was also a
leaderboard of scores to instill an element of competition, and the opportunity to ‘friend’ even those
who are not yet registered.
• Results:
• The tool was predictive and HCL sourced actively for candidates who had low probability of joining. Out
of the 43% of candidates who played the game in the first round, 77% joined the company.
• Since the introduction, the renege rate has dropped from 30% to 24% – and the probability of a
candidate dropping out after playing the game is 1%, compared with 11% of those who don’t take part.
• HCL saved $10 million in recruitment costs in the 18 months of its launch. It also saw direct impact on
client relationships and revenue growth, thanks to the predictability of the resource planning process.
• HCL is now leveraging gamification to improve engagement among recruitment partners,
sales people and customers, and is integrating it with mobile technology.
1 72
Whirlpool
Freedom to Aspire : Career Dialoguing
Whirlpool
Freedom to Aspire ; Career Compass
FLIPKART
Benefit Design principles:
• Employees are at the center of all policies and decisions
• Equality – No differentiation by levels
• Trust people to do the right thing
• Care – When in need, be there
• Inclusivity – Understand all needs and be flexible
• Focus on usability and adoption of the benefits
Found out through
Pulse surveys and
FGDs
FLIPKART
How is Flipkart measuring the impact of the benefits
programs?
• Company constantly monitors usability and adoption rates for the
targeted group of employees
• Company also looks at a “happiness index”, which measures the
employee experience at various stages of benefits program lifecycle.
• For e.g., in their insurance program, Flipkart measures the employees
experience at each step of the process through a survey.
• Review the benefits and processes associated with them every six
months, and also include organization-level metrics, such as diversity
ratio, referral ratio etc.
MAKE MY TRIP
• Rated as one of top 10 companies to work in India by the Great Places to Work
Institute (GPTW), MMT’s key differentiator is its culture and clear employee
engagement drivers which are:
• Freedom at Work: Encouraging employees to take risks and their own decisions
• Fun at Work: Providing an engaging work experience through various events and
initiatives
• Triumph at Work: Moving beyond job descriptions and achieving personal satisfaction
through innovating and raising the bar.
• Some popular activities:
• Hotelathons: 24 hour all inclusive brainstorming event to kickstart new projects or
complete stagnant ones.
• Inductions in the Gaming Zone: No classroom inductions – it happens in the gaming
zone where the new hires are given ipads and they have to compete on social
network to complete info about MMT.
• Hackathon: A competition where participants had to create at least 1 app and make
it go live in 24 hours. It resulted in 21 live apps.
• Celebrations: All local festivals and events are celebrated with decorations and fun
events.
• Virtual tripper villa intranet: In house communication portal which is informal and
has pictures, gossip, new product launches, awards.
On Glassdoor, 77% employees have recommended the company!
So, to sum it up…
1 82
You can contact me at:
- bhajay2006@gmail.com
- https://in.linkedin.com/in/ajaybhatia2009
- http://enduringhrcareer.com/

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Master Class on Talent Management & Engagement - Ajay Bhatia

  • 1. Measuring Effectiveness of Employee Engagement and Learning People Practices from Best Workplaces Ajay Bhatia
  • 2.
  • 3.
  • 4. • Most people believe that the best way to motivate is with rewards like money—the carrot-and- stick approach. That's a mistake. • Pink asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world.
  • 5. Satisfaction Vs Engagement ? Employee Satisfaction = Overall ‘employee assessment’ of the workplace Refers to how employees feel their “happiness”— about their job and conditions, such as compensation, work environment, and career development opportunities, etc. Satisfied employees are happy to clock in and out; Do “what is asked “ But….you can be a satisfied employee without being engaged Engaged employees = Productive members of an organization who are “psychologically committed” to mission/purpose of the organization; work with passion; go “above & beyond” laid down expectations; thrive on challenges, look for opportunities to give back to organization, and leave a legacy Instead of being “paid workers”, they act as “volunteers” willing to give their time and energy to support cause of the organization, that they are truly passionate. Employee engagement is a continuous process of defining, measuring, analyzing and implementing factors that promote engagement of employees at workplace
  • 6. Engagement - Other definitions • Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work. ( Source Scarlett Surveys) • It’s the Think-Feel-Act nexus – a connection both rational (think) and emotional (feel), an employee has for their organization, combined with the motivation and willingness (act) to invest discretionary effort to go above and beyond what’s expected of them ( Tower Watson) • An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work and thus will act in a way that furthers their organization's interests • Engagement is about how connected an employee is to the culture, mission and values of your organization and the degree to which they are enabled and inspired to participate in furthering them. • Engagement is seen as a positive attitude to the job and it is distinguished from both job satisfaction and commitment. It is more temporary and volatile than commitment, which is a more stable perception. (© Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39)
  • 7.
  • 8. How do experts look at engagement?
  • 9. How do we measure engagement currently?
  • 10. • Annual Engagement surveys • Frequent employee surveys, or “pulse surveys”, • Interviews (For e.g. Exit Interviews) • Company's Glassdoor rating? • eNPS • Anything else? Current measures of Employee Engagement
  • 11. Engagement Surveys 11 PowerPoint Guide 2015 ENGAGEMENT SURVEYS PROS • Easy to execute • Easy to analyze • Multiple “out-of-the-box” solutions • Initially creates a benchmark and then checkpoints CONS • Not highly detailed • Not real time • Doesn’t take into account other work environment factors • Hard to make actionable
  • 12. Employee Net Promoter Score (eNPS) • Based off of the popular “Customer Net Promoter Score” framework, introduced by Harvard Business Review in 2003. NPS was developed as a simple way to measure customer loyalty. • eNPS is a similar simple framework to measure internal employee engagement. • On a quarterly basis, send out an anonymous survey that asks all employees one simple question: "On a scale of 0-10, how likely would you be to refer someone to work at ______?“ Also ask- “What’s the primary reason for the score you gave?” • Employees respond on a 0-to-10 point rating scale and are categorized as follows: • Promoters (score 9-10) are loyal enthusiasts who are actively engaged with the organization, and contribute distinctly towards company goals • Passives (score 7-8) are satisfied but unenthusiastic employees, who are vulnerable to competitive offerings and could leave • Detractors (score 0-6) are unhappy employees who can damage your brand and impede growth through negative word-of-mouth.
  • 13. • To calculate your eNPS you subtract your detractors from your promoters (ignoring passives) and divide by the total number of respondents. eNPS = (promoters-detractors)/total respondents, OR eNPS = % Promoters – % Detractors • The best possible score is +100, the worst possible score is -100. • A positive number is considered to be good (more promoters than detractors) while a score over 50 is considered outstanding. • Key points: • It’s a relative score. Acts as a guide post, which you can use to make changes and see if they are helping or hurting employee morale • Employees are likely to be harsher in an eNPS survey than they would be in a customer NPS survey. • On average, they invest far more time and emotional energy in their relationship with work than they do with the products they buy. Employee Net Promoter Score (eNPS) (Contd..)
  • 14. New trends…..Going Digital with Engagement • Engagement Tools like Ving that capture real time recipient interaction and report it through engagement dashboards • Text messages are lost or misinterpreted. Ving clearly and effectively communicates your most important messages by capturing body language, tone of voice, and text in one unique communication package. A cloud-based application, Ving enables you to create a multi-media package containing videos, documents, presentations, audio files, text, and surveys. • Wearable Technology to track employee activity & productivity • For instance, wearables can allow employers to easily track an employee’s time throughout the day and gain a clear picture on where time is being spent, and quickly identify inefficiencies; It can also reduce your sick days • Track the frequency of employer- employee communication through Collaborative Tools like OneDrive, Google Drive, Cloud, and Enterprise Social Networking like Yammer • Tracking employees’ social media engagement
  • 15. Adopt smarter People Analytics Learn from the best
  • 16. Smart HR Analytics Choosing the right tool to measure engagement • Intelligent Analytics for performance measurement and leadership development as well as measuring intangibles like network, activities, time use, relationships etc. • Key is Datafication – converting employee activities into measurable, quantifiable data • Predictive People Analytics • Maximize the potential of obtaining empirical data rather than subjective data – bring in a third party for best results • Track metrics to demonstrate performance improvements correlated to improved employee engagement
  • 17. Mood Indicators 17 PowerPoint Guide 2015 MOOD INDICATORS
  • 18. 18
  • 19. Mood Indicators 19 PowerPoint Guide 2015 MOOD INDICATORS PROS • Real-time data • Existing technology solutions • Multiple “out-of-the-box” solutions • Initially creates a benchmark and then checkpoints CONS • Doesn’t always answer “why?” • Typically anonymous • Doesn’t take into account other work environment factors • Can be superficial
  • 20. Wearables To Track Activities & Emotion 20 PowerPoint Guide 2015 WEARABLES PROS • Multiple, real-time data points • Automatic – not relying on employee action • Can measure behavior, emotion, and physical signals CONS • Employees may consider the approach invasive: “big-brother” • Expensive • Requires significant analysis & follow-up
  • 21. 21 PowerPoint Guide 2015 IN THE FLOW OF WORK A system to aggregate all data sources and analyze in real time, could be more helpful to get actionable inputs and positively impact the business outcomes
  • 22. 22 PowerPoint Guide 2015 TAP IN TO EXISTING SYSTEMS SYSTEM/TOOL WHAT YOU CAN MEASURE CRM Logins/Activities logged KNOWLEDGE BASE Posts contributed/Views/Visits/Comments HELP DESK SOFTWARE Questions asked and answered/Number of logins SHARED CALENDARS Number of meetings set/Number of meeting invited to INTRANET Logins/pages viewed/Comments & interactions EMAILS Chart how workers are spending their time and with whom Using Analytics and an Intelligent system, aggregate all of this data, and create real-time insights on engagement
  • 23. 23 PowerPoint Guide 2015 ENGAGEMENT IN THE FLOW OF WORK PROS • Multiple data points from different systems • Integrated into daily activities • Answers the “why” question better than other options CONS • Needs more planning and coordination • Requires significant analysis & follow-up • Measures engagement more than happiness
  • 24. Let’s ask ourselves a fundamental question • Their passion • Their excitement • The transferability of their skills • Their network of influence • Their pride to be a part of the organization • Their ability to step up to the next level • Their relations with colleagues in and outside the team • Their ability to think on their feet • Questioning the status quo • Discretionary efforts Through a typical engagement survey, what do we typically try to measure?
  • 25.
  • 26. • By rolling out a survey and asking a set of questions, are we truly able to measure the level of engagement? OR Are we measuring their beliefs and perceptions? • Are we viewing personal satisfaction as a proxy for engagement? • Should engagement only include personal satisfaction…. OR, Critical components like, strategic alignment with the organization’s goals, driving business impact, advocacy, and competency? Points to ponder
  • 27. The current engagement surveys, are not really measuring engagement, they are measuring
  • 28. Some pitfalls in the current surveys • Employees are asked to rate their own engagement – so its one sided/biased data. • It is heavily based on an assumption that the employee is answering honestly, leading to ‘gamed results’ - people telling you what they think you want to hear rather than what they really think. • Assuming that they give honest responses, the answers still provide insights into the ‘attitude’ side of the employees’ psyche and not necessarily what their impact is. They do not connect attitude to business results. • It fails to gather objective data on how much engaged the employees actually are. For instance, discretionary effort!. • The data may also suffer from recency effects rather than looking at data over a substantial period of time.
  • 29. Have you ever asked the two most important questions? WHY HOW
  • 30. Know what you want to measure, why & how! • Do you want to measure just the attitude, OR, their impact on business as well? • Relate employee engagement metrics to business results and impact. For instance, • Mary is happy with her manager, but is that leading to product innovation? • John (manager) may be proud to be a part of the organization, but is he able to coach or mentor his team members to build a strong leadership pipeline? • Choose the right tool(s) to measure engagement – is it survey, is it interviews, do you need to look at internal/external data like stay interviews? • Re-examine the frequency – maybe take pulse surveys more often rather than just once in a year. • Establish joint ownership for engagement. Instead of focusing on only one side of the engagement equation, also measure employee ownership.
  • 31. Measure engagement from both sides of the fence Joint ownership of engagement • A lot of us are only measuring the employee’s attitude towards the organization. • Many organizations continue to ignore the need to empower both managers and employees and often fail to effectively measure engagement from both sides of the fence. • Research has found that most organizations are focused on only one side of the engagement equation while the other half, employee ownership, is not being measured and therefore not being managed. • For instance, you asked the employee if they feel aligned to business goals, but do you communicate those goals to them on time? Are we effectively measuring what the organization does to engage people?
  • 32. New Paradigm • Employee Engagement is not just about tabulating data and deriving insights, but turning them into actionable, evidence-based strategies that impact positively on an organization's bottom line • It is also about demonstrating to all employees the willingness to change and continuously improve • Role of leadership is critical, in setting the culture and tone of an organization. There are implications for the way organizations hire their leaders – making their ability to engage a top KRA metric. • Emphasis on accountability for engagement is shifting – across all levels. Engagement is not just on the agenda for leaders, managers or HR – it’s the responsibility of every individual. • Concept of organizational listening, combined with new technologies are set to solve many of the longstanding issues around employee wellbeing; • In near future, organizations may not need to wait out significant periods to discover key indicators of stress or dissatisfaction
  • 33. Looking beyond engagement: Inspired employees are the organization’s currency
  • 34. Some indicators in use • Employee engagement survey results : • Provide leading indicators, unlike voluntary turnover statistics. • Allows benchmarking results, both against other firms as well as own historical survey data. • Recognition: • Recognition is a key — and free engagement driver, but few firms measure it. • If you budget a nominal amount per department for recognition efforts, funded at the corporate level, you'll be able to track the amount spent on these efforts on a departmental basis. • Employee referral percentage: • % of new hires who have joined your firm because of an internal employee referral. • If none of your internal employees is referring, it may indicate a serious lack of engagement. • Training and development investment: • Best-in-class organizations spend 3-5% of payroll on T&D. • Budgeting and measuring your investment as a percentage of payroll by department will enable you to track who is investing in their employees. • Absenteeism: • Engaged employees are absent less often. • Track rates of absenteeism against Actively Engaged, Ambivalent, or Actively Disengaged employees.
  • 35. Some indicators in use… • Retention: • Map the retention rates of Actively Engaged, Ambivalent, or Actively Disengaged employees to retention (or attrition) rates. • Performance: • Map the performance rates (based on performance reviews or actual performance in the case of sales and other employees) to Actively Engaged, Ambivalent, or Actively Disengaged employees • Customer Engagement: • Engaged employees are linked to satisfied customers at a correlation coefficient of .85 (i.e., customer satisfaction). • Chart organizational engagement scores against customer engagement scores (or satisfaction scores, as the case may be). • Financial Performance: • Engaged employees create engaged customers who drive revenue and profits. • Track engagement scores against revenue and profit as well, while allowing role of other outside factors and influences as well.
  • 36. Some other metrics and good indicators… • The ratio of highly engaged employees vs. low engaged employees in a current team • Most frequent collaborator • Do employees complete assignments on time – or ahead of schedule? Do they show attention to detail and excellence in small tasks, as well as more significant assignments? • The amount of work that occurs outside of normal working hours. This is a good indicator of discretionary effort. • The number of network connections and time spent with people outside of immediate team or region. Building of broad networks beyond core team is a sign of high engagement. • The percentage of participation in ad-hoc meetings/initiatives vs. recurring meetings/processes. Participation in only highly structured events can indicate low engagement. • The number of initiatives they take proactively and the quality of their contribution.
  • 37. Some other good indicators (Contd..) • Number of creative ideas the employee is contributing to the team • Do other team members naturally approach him/her to ask for advice? • Time spent with manager in 1:1s and development plans • Voluntary participation in learning and development programs. • Amount of time spent in supervising the employee – typically low engagement needs more direct supervision. • Social media engagement and participation • Helping a coworker without being asked, or arriving early to finish a project – indicate employees are invested in the company beyond their paychecks. • Employees who approach their supervisors and give suggestions, offer to lead projects, spearhead new programs, or show initiative. • By going to their manager, they exhibit emotional commitment since they trust their boss and rational commitment since they want to go above and beyond their day-to-day work.
  • 38. Organizations are leveraging Predictive Analytics.. • Targeted retention: • Find out the high risk areas of churn in the future, and focus retention activities on critical few people • Turnover modeling: • Predicting future turnover in business units in specific functions, geographies by looking at factors such as commute time, time since last role change, and performance over time. • One can accelerate hiring efforts accordingly, reducing lead time and panic hiring, which can lead to lower cost, higher quality hiring. • Risk Management: • Profiling of candidates with higher risk of leaving prematurely, or those performing below standard. • Talent Forecasting: • To predict which new hires, based on their profile, are likely to be high fliers and then moving them in to fast track programs
  • 39. Learn from the best!
  • 41. Hewitt Model of Engagement - SSS
  • 42. 42 Measuring Engagement : Hewitt Methodology Strongly Disagree (1) Disagree (2) Slightly Disagree (3) Slightly Agree (4) Agree (5) Strongly Agree (6) 1. It would take a lot to get me to leave this company. 2. I would not hesitate to recommend this company to a friend seeking employment 3. This company inspires me to do my best work every day 4. I rarely think about leaving this company to work somewhere else 5. Given the opportunity, I tell others great things about working here 6. This company motivates me to contribute more than what is normally required to complete my work
  • 43. Laszlo Bock SVP, People Operations Google
  • 44. Google’s gDNA Project Overview A major long-term study aimed at understanding work by the People Innovation lab at Google. • A randomly selected and representative group of over 4,000 Googlers completes two in-depth surveys each year. The survey itself is built on scientifically validated questions and measurement scales. • It asks about traits that are static, like personality; characteristics that change, like attitudes about culture, work projects, and co-workers; and how Googlers fit into the web of relationships at the workplace. • Then, they consider how all these factors interact, as well as with biographical characteristics like tenure, role and performance. • Critically, participation is optional and confidential. “It aims to identify the biggest influencers of a satisfying and productive work experience,”
  • 45. Google balances out its plentiful perks with a culture of Transparency, Trust, and Inclusion. • Transparency: Sharing is big at Google. • Google founders host a weekly meeting to review news and product launches. • A few weeks into every quarter, the Executive Chairman presents to Googlers most of the exact materials presented to their Board of Directors at their last meeting. • Trust: Google solicits feedback and uses it on everything • From how employees prefer to be compensated….. to the design of their new company bicycles! • Inclusion: Google conducts formal employee surveys at the end of every year. • Employees also get to see everyone else’s feedback, though privacy is protected. • Every Friday, company leaders conduct employee forums to respond to their top 20 most-asked questions.
  • 46. Objective: Project Oxygen was designed to identify what successful Google managers do. How they did it: The Project Oxygen team spent one year data-mining performance appraisals, employee surveys, nominations for top manager awards, employee complaints. The result was more than 10,000 observations of manager behaviors. The research team complemented the quantitative data with qualitative information from interviews. The interviews produced more than 400 pages of notes, which were coded using standard behavioral science methodologies. The final result was eight behaviors -- things great managers do that make them great. Later that year, the “people analytics” teams at the company produced: “Eight Habits of Highly Effective Google Managers Findings: They found that technical expertise — the ability, say, to write computer code in your sleep — ranked dead last among Google’s big eight. Google’s Project Oxygen
  • 47. 47
  • 48.
  • 49. Project Janus: Google Predictive Analysis for Recruitment: • Google is also unique in its strategic approach to hiring because its hiring decisions are made by a group in order to prevent individual hiring managers from hiring people for their own short-term needs • Its research also determined that little value was added beyond four interviews, dramatically shortening time to hire. • One of the few firms to approach recruiting scientifically, it developed an algorithm for predicting which candidates had the highest probability of succeeding after they are hired. • Under project Janus, it developed an algorithm for each large job family that analyzed rejected resumes to identify any top candidates who they might have missed. They found that they had only a 1.5% miss rate, and as a result they hired some of the revisited candidates.
  • 50.
  • 51.
  • 53. Some of Zappos’ Engagement Programs • Zappos Zollars: • The currency of Zappos employees is awarded to those who are recognized when a co- worker or manager feels that they’ve gone above and beyond. Zollars can be spent on Zappos branded goodies, can be donated to a charitable foundation, or be entered in a raffle for bigger prizes. • Shadow Sessions: • Zappos employees are allowed to “shadow” other employees in different departments for a few hours. This helps employees to understand the ins and outs of other departments and the company while also building relationships across the company. • Z’apprentice Program: • Zappos encourages growth and learning through their apprenticeship program. This lets employees check out a new career path to see if they’re a good fit for the role. Employees can apply to become a z’apprentice in any area, including one which they may not have any prior knowledge/skill. When an employee is selected, they have a 90-day tenure in the role. After the 90 days, a mutual decision is made to see if the person is right for the position or not. If not, they are able to return to their previous role at Zappos.
  • 54.
  • 55.
  • 56. Gary Kelly CEO, Southwest Airlines The airline is the only major airline who has never filed for bankruptcy and has never laid off, furloughed, or given pay cuts to employees.
  • 57. Some engagement practices… • Variety of Employee Recognition Programs to recognize their hard-working employees and those who go above and beyond their normal job duties. • Biennial employee surveys to gather candid feedback. • Celebrating their anniversaries and employees. For their 40th anniversary in 2011, Southwest celebrated the hard work of their employees. They had a special banquet, printed an anniversary edition of LUVLines (Southwest Airlines’ Employee Magazine), and special 40th anniversary merchandise. Talk about a party! • Employee Enablement: the authority to make snap decisions within boundaries – to make things right in the name of customer service. This latitude not only helps with consumer relations, but also makes employees feel empowered. Teresa Laraba, senior vice president of customers for Southwest, gave the example of a man who approached a flight attendant with the news that he’s wanted to propose to his girlfriend in flight. In an effort to make the moment more memorable for the couple, the flight attendant made the decision to grab a bottle of champagne (at no cost to the customer) and then taught the man how to use the intercom system.
  • 58. We want Facebook to be one of the best places people can go to learn how to build stuff. If you want to build a company, nothing better than jumping in and trying to build one. But Facebook is also great for entrepreneurs/hackers. If people want to come for a few years and move on and build something great, that's something we're proud of. Mark Zuckerberg CEO, Facebook
  • 59.
  • 60.
  • 61.
  • 62.
  • 63.
  • 64.
  • 65. • Background: Deloitte Leadership Academy offers extensive online coursework for a variety of consulting practice topics in hopes of making training more accessible for employees. • Challenge: Getting both Deloitte employees and client companies to log on, take courses and continue the practice of corporate training despite their busy work schedules. • How they did It: • With Badgeville Game Mechanics, Deloitte gave their consultants instant feedback of their progress and guided them along clear learning paths. • Its gamification efforts include lessons from renowned business schools such as Harvard Business Publishing, Melbourne Business School, and Stanford Graduate School of Management coursework, they built up reputation that intrinsically motivated them to continuously engage. • With lifts in course completion and regular adherence, Deloitte has improved learning, making it easier to locate and source experts for projects and holistically evaluate employee performance. • Results: • 50%-Faster Course Completion • 47% - Higher Daily Return Rates • 36% - Greater Weekly Retention Deloitte
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  • 67. • General Electric’s Health Coach program offers all workers access to trained nurses who can answer questions on everything from claim issues to chronic illness. • The company also offers NowClinic, a program that allows employees to video-chat with physicians 24/7 to obtain a quick diagnosis. • HealthAhead, GE’s internal health program to improve the health of GE employees • Promotes 100% tobacco-free campuses. • GE partners with their employees and their families around the world to help them live and work healthier, to reduce health-related work absences and to limit the growing cost of employee healthcare. • GE Healthcare’s use of social media in its annual #GetFit competition has far-reaching significance to the 25.5 million participants. • #GetFit campaign encourages participants to share their healthy habits and join in the challenge via social media. General Electric
  • 68. Marriott Group’s ‘My Marriott Hotel’ Facebook game. Similar to a popular Facebook game called Farmville, the game required job aspirants to manage the hotel’s kitchen operations, earning or losing points based on customer satisfaction, in a very closely real-life resembling environment. Gamification @ Marriott This initiative helped Marriott to attract and recruit talented employees and keep them engaged right at the onset. Specifically, it drove up the brand recall and also attracted large numbers of Marriott’s target audience of millennials between the age of 18 and 27 to apply.
  • 69. RMSI Ranked No.1 in the Top 25 Great Places to Work ® study for 3 years in a row (2007, 2008, 2009) • Ranked amongst “Top 5 Best IT Companies to Work For” for 7 years in a row - IDC- Dataquest IT Best Employers Survey RMSI is a global IT services company providing geospatial and software services to clients across the globe, in sectors ranging from utilities, wireless telecommunications, land information management, agriculture & natural resources, and risk and insurance.
  • 70. • Talent Management: • Values-driven, open & Collaborative work environment. • Nurture and celebrate entrepreneurship and innovation • Strong alumni network, a solid cultural foundation and bonding with its employees, even after they leave the organization (High Boomerang rate) • Continuous career development and growth opportunities. • Dual opportunities for people to grow in the managerial and technical capabilities aligned with their career aspirations. • Mentoring & Coaching: • Job Rotation and Internal Selection at lateral levels • Except for a few conference rooms and the cafeteria, the RMSI office does not have any closed spaces. • Employees are encouraged to keep e-mail communication and formal meetings at bare minimal • In-house music band and a photography club. • Workshops on "how to quit smoking" and handling relationships as a parent and a spouse; Stress management through jazz and yoga. • Talent Recognition: • i-Fresh award for Innovation. • Outstanding achievements in client engagement, team development, and creativity. • ‘Premier Club’ and ‘Gold Club’ recognize employees for their long-term association with the company. RMSI
  • 71. HCL Technologies • Prefers study on improving total employee experience , rather than measuring employee engagement. • Prithvi Shergill, CHRO at HCL Technologies , said, "The focus is shifting from engagement to talk about experience. Engagement is a point-in-time measure, so measuring them one day in a year is clearly inadequate. You need a more real-time measure." • HCL leverages a patented tool called 'Smart Survey' to collate effective feedback from employees and work towards the ongoing development and growth of individuals and the organization. A mechanism built in Smart Survey helps the system intelligently trigger a survey to an employee when he/she is undergoing an event change at work. This allows feedback to remain relevant. • How the system is helping: As per the study… • 60% of HCL-ites provide useful feedback vis-a-vis their role expectations from their stakeholders — whether manager or team or peer, • 50% of HCL-ites got guidance on how they could become better professionals leveraging their passion and strengths.
  • 72. HCL Technologies • Problem statement: • 1 out of every 3 candidates accepting a job offer, was dropping out before joining. (40-day duration) • Strong competition in the sector. • Drop-out was costly: Wasted recruitment spend and effort; Billing loss. • New employees were also clueless about HCL’s “Employees First -Customers Second” structure , OR, the business’s culture of ‘ideapreneurship’. • Solution: Gamification • Games provide the opportunity to engage, enable and empower by addressing intrinsic and interpersonal motivators. • HCL sent all candidates a link to a game on the day they accepted their job offer. The game made information interesting and memorable. Each question had points based on the number of attempts made to answer it correctly, and these translated into various badges and ‘lifelines’. There was also a leaderboard of scores to instill an element of competition, and the opportunity to ‘friend’ even those who are not yet registered. • Results: • The tool was predictive and HCL sourced actively for candidates who had low probability of joining. Out of the 43% of candidates who played the game in the first round, 77% joined the company. • Since the introduction, the renege rate has dropped from 30% to 24% – and the probability of a candidate dropping out after playing the game is 1%, compared with 11% of those who don’t take part. • HCL saved $10 million in recruitment costs in the 18 months of its launch. It also saw direct impact on client relationships and revenue growth, thanks to the predictability of the resource planning process. • HCL is now leveraging gamification to improve engagement among recruitment partners, sales people and customers, and is integrating it with mobile technology. 1 72
  • 73. Whirlpool Freedom to Aspire : Career Dialoguing
  • 74. Whirlpool Freedom to Aspire ; Career Compass
  • 75. FLIPKART Benefit Design principles: • Employees are at the center of all policies and decisions • Equality – No differentiation by levels • Trust people to do the right thing • Care – When in need, be there • Inclusivity – Understand all needs and be flexible • Focus on usability and adoption of the benefits Found out through Pulse surveys and FGDs
  • 76. FLIPKART How is Flipkart measuring the impact of the benefits programs? • Company constantly monitors usability and adoption rates for the targeted group of employees • Company also looks at a “happiness index”, which measures the employee experience at various stages of benefits program lifecycle. • For e.g., in their insurance program, Flipkart measures the employees experience at each step of the process through a survey. • Review the benefits and processes associated with them every six months, and also include organization-level metrics, such as diversity ratio, referral ratio etc.
  • 77. MAKE MY TRIP • Rated as one of top 10 companies to work in India by the Great Places to Work Institute (GPTW), MMT’s key differentiator is its culture and clear employee engagement drivers which are: • Freedom at Work: Encouraging employees to take risks and their own decisions • Fun at Work: Providing an engaging work experience through various events and initiatives • Triumph at Work: Moving beyond job descriptions and achieving personal satisfaction through innovating and raising the bar. • Some popular activities: • Hotelathons: 24 hour all inclusive brainstorming event to kickstart new projects or complete stagnant ones. • Inductions in the Gaming Zone: No classroom inductions – it happens in the gaming zone where the new hires are given ipads and they have to compete on social network to complete info about MMT. • Hackathon: A competition where participants had to create at least 1 app and make it go live in 24 hours. It resulted in 21 live apps. • Celebrations: All local festivals and events are celebrated with decorations and fun events. • Virtual tripper villa intranet: In house communication portal which is informal and has pictures, gossip, new product launches, awards. On Glassdoor, 77% employees have recommended the company!
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  • 79. So, to sum it up…
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  • 82. 1 82 You can contact me at: - bhajay2006@gmail.com - https://in.linkedin.com/in/ajaybhatia2009 - http://enduringhrcareer.com/