The document presents an employee empowerment presentation for L&T Kansbahal Works. It defines employee empowerment and different levels of empowerment. It discusses why employee empowerment is important for L&T Kansbahal Works and how empowerment can be achieved. Findings from a study at L&T Kansbahal Works show that most tier 1-3 employees feel empowered but some areas need improvement. Suggestions are provided to better empower employees through improved communication, recognition, feedback and a more favorable work environment.

1. Employee Empowerment Presentation
for L&T Kansbahal Works
Prepared By:
Vikrant Bhaskar,
Dept. of HRM,
XISS Ranchi

2. Employee Empowerment
What???
• Freedom to make decisions
• Workplace Democracy
• Sharing varying degrees of power with lower level employees
• Invest people with authority
• Ownership with responsibility
What Not???
• Throwing out the rule book
• Freedom to unilaterally take decisions that impact others
Empowerment is operating by oneself with
enthusiasm

3. Empowerment Levels
 ENCOURAGE: Employees to play a more vital role than now
 INVOLVE: Employees to take responsibility and improve the ways
things are done
 ENABLE: Employees to make and take a decision without referring
to a senior

4. Why Employee Empowerment at L&T
Kansbahal Works
 Check the views that employees hold about their empowerment levels at
the moment
 Open avenues of communication are NOT actually open enough
 Measure the happiness and satisfaction levels of the employees that comes
directly from the authorities and freedom that they enjoy as per their
position levels
 Devise methods to the management if necessary
 A good topic for the Summer Internship Program 

5. “Give Power Away” Is Not A Solution
 Power is not a zero sum commodity that adds up to zero, so that for others
to have more, the leader must have less
 Power is an expandable pie, share if and only if you are sure.
 Power can be taken, but not given. the process of the taking is
empowerment itself.
 Still, the bottom-line is, to gain power you have to give power. hence
empower!!!

6. How To Empower???
 Identify reasons to empower
 He/she is the right employee???
 Right for the organization???
 Ethical and legal???
 Risks assessed and calculated???

7. Employee Empowerment: The Process
 Identify skills of the employee
 Identify employee’s experience
 Identify the training level
 Identify the employee enthusiasm
 Identify employee engagement
 Identify the emotional engagement towards the job and the organization
 Make the employee accountable and answerable
 Keep the motivation going

8. Pros and Cons
 Pros:
 Greater job satisfaction
 Increased productivity
 Automatic motivator
 Encouraged innovation
 Lesser supervision and delegation
 Cons:
 Egotism/arrogance
 Creativity and innovation demands risk
 Industrial democracy
 Security of information

9. Findings At L&T Kansbahal Works
 Tier-1, 2 & 3 employees mostly feel empowered
 94.44% in Tier-1 agree that they are empowered (Based only on a Yes/No
response)
 87.50% in Tier-2 & 3 agree that they are empowered (Based only on a
Yes/No response)
 Interestingly no one in any of the tier feels that they are not at all
empowered
 There are low empowerment levels in some areas according to employees
but zero score still doesn’t exist

10. Findings… continued…
 Rating 1 to 2 Not at all empowered
 Rating 2.1 to 3 Poorly empowered
 Rating 3.1 to 4 Partially empowered
 Rating 4.1 to 5 Almost fully empowered
 Based on the above ratings, and conducting a t-test, we found that:
 In Tier-1: 61.11% employees’ response lie in the range 4.1 to 5; 38.88% lie in
the range 3.1 to 4, and we have zero readings for the rest two range of
categories.
 In Tier-2 & 3: 50% employees’ response lie in the range 4.1 to 5; 50% lie in the
range 3.1 to 4, and we have zero readings for the other two ranges.

11. Findings… continued…
 Administration, Design, Foundry and Machine department asks for a more
powerful and strong communication system, job-enrichment, job-rotation
and, improvement groups
 Central Maintenance and Execution department urges for a better team
management, analytical abilities, leadership and decision making abilities
and employee engagement
 Supply Chain wants reward for self-improvements, a clear set of defined
roles and to maintain accountability for individual responsibilities

12. Findings… continued…
 Spares-Business development and Fabrication department wants a definite
clearance from superiors to make and take decision
 Execution and Design department wants to lead in more prospects of their
work and more employee engagement
 Materials management and finance department wants more transparency
in communication with the members they deal with

13. Suggestions: Areas that need a revisit at
L&T Kansbahal Works
 Open avenues of communication from lower to upper level should be
made more open
 Employee recognition and rewards can be renewed
 Improvement groups should be formed
 Feedback system should be paid more attention
 Just treatment and transparency for all

14. Suggestions… continued…
 More favorable work environment
 Enough resources for the employee to work
 Taking opinions while making a change in the way someone works
 Multiskilling and job-rotation should be put into practice
 Measuring employees’ emotional engagement towards his job is the 1st
step towards empowerment

15. Someone Said It:
“The best executive is the one who
has the sense enough to pick good
men to do what he wants done, and
self-restraint enough to keep from
meddling with them while they do it.”
– Theodore Roosevelt