The document discusses various definitions of employee engagement provided by different organizations. It also outlines the virtuous cycle of engagement involving vision, values, employee experience, communication, and results. Additionally, it examines what employees and organizations look for in engagement and the drivers of attraction and retention. The summary emphasizes aligning employee experience with the promised employment value proposition to successfully attract, engage, and retain talent.

1. Employee Engagement NHRD Talent Conclave, Mumbai January 21, 2011

2. Defining employee engagement… Towers Perrin: ‘Extent to which employees put discretionary effort into their work’ Gallup: ‘Involvement with & enthusiasm for work’ Hewitt: ‘intellectually & emotional commitment to the organization’ IES: ‘A positive attitude held by the employee towards the organization and its values’ Hay Group: ‘stimulating employees’ enthusiasm for their work and directing it toward organizational success’

3. The virtuous cycle of engagement… Vision Imperative What the organization seeks to deliver Identity, purpose and long term intention Values Imperative EVP Imperative Articulate the values the organizaton stands for Measure employee perceptions Reality Imperative

4. Engagement architecture… Align & Connect Engage Results Communicate & help employees relate to organization’s vision, strategies, goals, Values, EVP etc. Inform Deliver Dialogue, discuss, participate Influence the desired business behaviors Achieve desired business results Influence

5. Culture Map Vision What we expect from our employees - Values What we offer to our employees - EVP What do expect from our leaders DNA Anchors

6. What do employees look for… What am I expected to do? Is this the right company to join? How much will I earn? How will I grow? Will I get recognized? What support will I get? What is my job?

7. What do organizations look for… Advocate for the brand Productivity Commitment Adaptability Aligned to organization vision & values Organization citizen

8. In deciding to join or stay… Designation Rational drivers Emotional drivers Role Pay Career Growth Company Brand Relationship with Manager HR Practices Relationship with co-workers Company Performance Industry Position

9. Drivers of engagement… Attraction Drivers Employer Reputation 42% Career Development Opportunities 41% Culture 38 % Industry 33% Retention Drivers Base pay 72% Career Development 54% Relationship with supervisor 33% Promotion Opportunities 33% Emotional Rational Towers Perrin Watson Wyatt - world@work

10. What do organizations need to think about ? How is our Leadership perceived ? How does our Company brand impact our employer brand? What’s unique about us? What is our culture all about? What will differentiate us in attracting & retaining talent ? How do we define “Talent ? Why do our employees join us and stay with us ?

11. In summary… The Company brand has an overarching effect on the EVP The EVP is a promise we commit to deliver to our employees The EVP needs to be contextual to the economic environment, industry life cycle, business model Articulate sharply and measure perception to calibrate expectations/interventions To be able to successfully attract, engage & retain the “right” talent

12. Good to great… As other companies know their customers Not all things to all people Not an HR-only-run program They know who they are.. Understanding their target employees Not through slogans and posters Leaders & Managers lead the show Alignment of employee experience Communicate vividly of actual practices Reinforce the experience at every touch point

13. The true test lies in… Ensuring that promise is aligned to experience To be able to successfully attract, engage & retain the “right” talent

14. Thank you

15. Our value proposition ` Fairness Learning & Growth Meritocracy Secure Environment

16. Our values Integrity: Be honest & fair in what you say or do Customer First: Own the customer & deliver the promise Boundaryless: Never say “ Its not my job” Passion: Boundless energy & enthusiasm Ownership: If it is to be it is up to me Humility : openness to learn & adapt

17. Our DNA anchors Customer First Collaboration Compliance with Conscience Nurturing talent Organization Capability Passion Strategic agility Sensitivity Managing Change

18. Employee engagement @ ICICI Pru Spandan Manthan Idea Labs CEO Blog CEO Forrun Skip Level Ideation forum Email Intranet Functional Newsletters R&R Celebration Volunteerism Web cast Knowledge Mine 360 Feedback Spirit of Leadership Awards Communities of interest Health Active Campaigns

19. Secure environment : Community Feeling

20. Pulse Survey Is my growth linked to my performance and potential My performance is duly recognized and rewarded Meritocracy Overall, I believe my efforts count in meeting our organizational goals Overall I feel there is more stress in my job than required Stress I feel a sense of pride working for ICICI Prudential Pride If I am unfairly treated, I believe I'll be given a fair hearing if I appeal Fairness I can ask a reasonable question and get an honest answer I feel well informed about the organisation and business performance Communication I have opportunities at work to learn and grow Development My manager, or someone at work seems to care about me as a person I can count on people to cooperate At work, my opinions seem to count Emotions I believe systems and processes within the organization help me work effectively I have the knowledge & skills I need to do my work right Support I feel experimentation is encouraged at work Autonomy The mission or purpose of my company makes me feel my job is important Purpose I know what is expected of me at work Role Statements Dimension