My Hr Project (final) 35f73

No objection certificate

This is to certify that Mrs. Pranjali Shah is an employee of HSBC Ltd. for the past 13 years. We have no objection for her to carry out a project work on “EMPLOYEE ENGAGEMENT” in our organization and for submitting the same to the Director , SCDL as a part of fulfillment of the 2-year program – POST GRADUATE DIPLOMA IN BUSINESS ISTRATION (HUMAN RESOURCES) We wish her all the success.

(Mr. Paresh Dalvi) Designation

Declaration by the learner This is to declare that I have carried out this project work myself in part fulfillment of the 2year program – POST GRADUATE DIPLOMA IN BUSINESS ISTRATION (HUMAN RESOURCES) The work is original, has not been copied from anywhere else and has not been submitted to any other University / Institute for an award of any degree/ diploma.

(Mrs. Pranjali Dhaval Shah) Date : 22 November 2010. Place : Mumbai

PROPOSAL

NAME OF THE LEARNER : REGISTRATION NO. : PROGRAM NAME :

MRS. PRANJALI DHAVAL SHAH 200619777 POST GRADUATE DIPLOMA IN BUSINESS ISTRATION (HUMAN RESOURCES)

ADDRESS : TO

FLAT NO. 201, NILAMBARI, SECTOR-19, NEXT N.H.P. SCHOOL, AIROLI, NAVI MUMBAI 400 708

Title

:EMPLOYEE ENGAGEMENT SURVEY

_________________________________________

OBJECTIVE ___________________________________________

OBJECTIVE & SCOPE OF THE PROJECT

The title of the project is ‘EMPLOYEE ENGAGEMENT’. The Employee Engagement Survey aims to benchmark current practices in the organization and understand how Organizations can effectively use the findings as a vehicle for enhancing productivity and organizational excellence. The primary objective of the research is to analyse the Behaviour, Viewpoint and attitude of the employees with the help of the questionnaire and segregating employees into four levels of criteria: Actively Disengaged, Not Engaged, Nearly Engaged and Actively Engaged. The Questionnaire designed for the survey of “EMPLOYEE ENGAGEMENT” aims to arrive on the percentage of level of employee’s engagement. It also aims to find the Correlation between following things: •

Employee tenure of working in the organization with the level of engagement.

•

Change in engagement w.r.t Job Satisfaction

•

Change in Engagement level by age

The secondary objective is to determine the effect of Key Drivers in the organization for Nearly Engaged Employees. It explores the key drivers of employee engagement and rates them as factors that need much improvement; factors that have scope of improvement and factors that help to keep employees engaged i.e. highly rated factors. Further, determine the effect of following sub-groups (Job, Co-workers, Supervisors, Department, and Organization) on level of employee engagement. And lastly, to identify the factors that need change in the organization, which will improve morale of the employees and hence engaged employees.

The scope of project is limited to the Head office of HSBC Ltd. Situated in Mumbai. The sample size limits itself to 36 respondents.

NEED FOR THE TOPIC _____________________________________________________________________________ __

For any research assignment, a proper planning is required and the same holds true in case of the present study. This project is titled as Employee Engagement Survey. The reasons behind choosing this project are that: Nowadays Employee Engagement plays an important role in the organization. It contributes to good working environment where people are productive, ethical and able. Most organizations today realise that a ‘satisfied’ employee is not necessarily the ‘best’ employee in of loyalty and productivity. It is only an ‘engaged employee’ who is intellectually and emotionally bound with the organization, feels ionate about its goals and is committed towards its values who can be termed thus, he goes the extra mile beyond the basic job responsibility and is associated with the actions that drive the business. Moreover, in times of diminishing loyalty, employee engagement is a powerful retention strategy. The fact that it has a strong impact on the bottom line adds to its significance.Engagement, requires a two-way relationship between employer and employee. Engagement is about motivating employees to do their best. An engaged employee gives his company his 100 percent. The quality of output and competitive advantage of a company depend on the quality of its people. All companies are very well aware that they need to do a

better job of managing their people as engaged employees are more likely to stay, and be an advocate of the company, its products or services. They contribute to the overall success of the organization. The idea behind conducting Employee Engagement Survey was that organization has been facing problems of attrition, absenteeism and low quality work. The survey ought to find out the level of Employee Engagement and to identify the key drivers which influence the level of engagement. The project was a great opportunity as it gave me the exposure to various components which are required like Deciding the methodology for conducting the survey as well the sample, Deg the Questionnaire, Scaling techniques, Selection of proper data analysis methods & techniques, Make necessary assumption here at this stage if required etc. Also the project extracted the behavior pattern of employees towards their work.

___________________________________________________________________

METHODOLOGY AND PROCEDURE OF WORK

_______________________________________________________

RESEARCH PLAN For any research assignment, a proper planning is required and the same holds true in case of present study. In case of any research plan the various aspects like selection of the topic, objective of the study, research methodology, significance of study and limitations of study needs to be discussed thoroughly. A description of research plan for the present study discussed as under: The means of collecting data is through questionnaire, which constitutes Primary data. The Employee Engagement survey was conducted at the Head Office of HSBC Ltd. situated in Mumbai and the sample size is 36 respondents covering all the departments. In order to present an unbiased perspective of Employee Engagement Survey, the study was designed to include all the drivers of Employee Engagement. The research method used is quantitative which involves istering structured questionnaires. RESEARCH METHODOLOGY In the present study the existing published literature has been used along with primary data collected by the researcher. The research methodology adopted in the study has been discussed under the following heads: RESEARCH DESIGN A research design is a master plan, which specifies various methods and procedure for collecting and analyzing the needed information. In the present study a descriptive cum exploratory research design has been followed. UNIVERSE AND SURVEY POPULATION Universe is the total numbers of all employees working the Head office of HSBC Ltd. have been selected because of easy availability of respondents. For this purpose the sample size of 36 respondents have been taken.

Table 4.1 SAMPLE SIZE AND TECHNIQUES Data source Research approaches Research instrument Sampling Sample size method Sampling unit Area covered

Primary Survey Questionnaire Judgemental-cum-convenience 36 employees Personal Employees HSBC Ltd.

COLLECTION OF DATA The present study is based on primary data as well as secondary data. Primary data have been collected with the help of specially designed questionnaires on the basis of standardized tools like Gallup study and Hewitt processes. A set of questionnaire was prepared, to know the level of employee engagement. The questionnaire has used Likert type scale ranging from 1-5, i.e. 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree For the purpose of analysis and tabulation the weightings to the above five attributes are as per their nos. To add to the information, the secondary data have been obtained from the following sources: •

Published annual reports of HR consultants

•

Journals, magazines, books.

The responses from the questionnaires are added up and tabulated as per the scores, are categorized as following: CATEGORY Actively Disengaged Not Engaged Nearly Engaged Actively Engaged

SCORES 30-60 61-90 91-135 136-150

Further, the key drivers are listed and there responses are tabulated on a category basis. Then for nearly engaged employees, the percentage is calculated to judge the effect of these key drivers on Employee Engagement. % Effect = score of nearly engaged employees who “agreed+ strongly agreed”/Total respondents*100. Then the % effect is tabulated on the basis of the following: % Effect 55-100 40-55 Less then 40

Rating X Y Z

Rated High Scope of some Improvement Needs much Improvement

RESEARCH INSTRUMENT The present research plan calls for gathering the primary data due to its specific requirements. The primary data has been collected with the help of well-structured questionnaire. The main components of questionnaire includes sub-groups Job, Co- Workers, Supervisors, Department, Organization. It includes 30 questions related to key drivers of employee engagement. The Questionnaire designed for the survey of “EMPLOYEE ENGAGEMENT” aims to arrive on the level of employee engagement. The questionnaire is further Sub-divided into groups like Job, Co-workers, Supervisors, Department and the organization. The Sub-group Job aims to analyse the employee perceptions about his Job/Work. If an employee knows that his opinion counts at workplace, he will have positive attitude towards his work leading to better performance and hence, EMPLOYEE ENGAGEMENT. But if his Job Expectations are not clear and basic materials and equipment are not provided, negative emotions such as boredom or resentment may result, and the employee may then focus on surviving more than thinking about how he can help the organization succeed. The second and Third sub-group analyses the Quality of working relationships among the coworkers and Supervisors. The Team-work spirit and the attitude towards work. If employee’s relationships with their co-workers/supervisors is fractured, then no amount of perks will

persuade the employee to perform at their top levels. Employee Engagement directly reflects how employees feel about their relationship with the boss. Also if the supervisors are not super engaged, their negative attitude towards the work will flow down to the energy levels of the employees hampering their performance, and pushing forward not-engaged behaviors. Therefore, to have engaged employees you need super engaged supervisors. The regular is also the key to engage employees and improve their motivation and morale. The Fourth group Department helps to analyse the quality of work he is doing; If the employee strives to improve your department results, means he is more committed, he has not lost the zest and aims to improve his performance, which helps organization to gain long term competitiveness. And the last group about the organization. If he is proud of the organization at which he is working, means the goals of employee and organization are aligned with. If he sees himself working with the organization five years down the line, this ensures organizational commitment. Therefore, my research aims to conclude the level of employee engagement in the organization accompanied with the correlation of various factors with employee engagement. The research also determines the effect of Key Drivers in the organization for Nearly Engaged Employees w.r.t. Employee Engagement.

ANALYSIS AND INTERPRETATION OF DATA The data collected with the help of questionnaire has been analyzed in MS Excel interpreted in the form of tables. Computer facility has been availed for typing and other requirements of the study.

CONCLUSION OF THE SURVEY: The survey concludes that 69.40 % of the employees lie in the nearly engaged category. The key drivers, which have major impact on decreasing Employee Engagement are listed as‘Co-workers, Leadership, Work life balance, Career Advancement Opportunities, Communication, Innovation’. And the Key drivers rated Quite High is ‘Pride to be in Organization, whereas Key Drivers which are Well Looked After are ‘Recognition, Decision Making’, also ‘Commitment’ needs some Improvement. To improve on these areas, Model of Culture of Employee Engagement should be implemented effectively in the organization accompanied with Succession planning and Effective career planning to increase Career Advancement Opportunities. Also, to inject Innovation, experimentation should be encouraged with strategic policies of Job Enrichment and Job Rotation. The innovative methods of recognizing employees should be implemented then by giving gift certificates and cash rewards. To increase Organizational Commitment, Engagement should be examined from 3 perspectives like Alignment of goals, ability and Personal Commitment. Lastly, Ensure Clarity of Organizational Imperatives at Every Level and Talent management to increase the level of Employee Engagement

TITLE INDEX S. NO.

TOPIC

PAGE NO.

1.

Proposal

1-13

2.

Company Profile

6-12

3.

Objective & Scope of the study

13-15

4.

Research Methodology

16-20

5.

Theoretical Background

21-35

6.

Data Analysis & Interpretation

36-48

7.

Findings

49-52

8.

Suggestions & Conclusions

53-68

9.

Limitations

69-70

10.

Bibliography

71-72

MY GUIDE : Address :

Mr. Subramanian Pallasena

ACKNOWLEDGEMENT

“Gratitude is the hardest of emotions to express as one does not find adequate words to convey what one feels.” It’s my pleasant duty to articulate my deep sense of gratitude to my research supervisor Mr. Rajan Nair, Settlements Manager HR for his constant and sagacious guidance during the course of this investigation. Without his scholarly advice and kind co-operation it would not have been possible for me to complete this project in the present form. I am profoundly grateful to Mr. Paresh Dalvi and Ms. Andrea D’silva for helping me in collecting the data for the project and for giving me timely guidance and motivation for completing the project work. I extend my respectful thanks to all respondents for providing me the necessary information in spite of their very busy schedule. Last, but not the least, I am really dearth of words to venerate my parents whose steady efforts and motivation helped me to accomplish this work successfully. I assure that all the information provided by me is original and authenticated.

( Pranjali Shah)

EMPLOYEE ENGAGEMENT

NAME OF STUDENT : MRS. PRANJALI DHAVAL SHAH REGISTRATION NO. 200619777 NAME OF THE INSTITUTE : SYMBIOSIS CENTRE FOR DISTANCE LEARNING (SCDL) NAME OF PROGRAM : POST GRADUATE DIPLOMA IN BUSINESS ISTRATION ( HUMAN RESOURCES) ACADEMIC YEAR : 2006-2008

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Mrs. Pranjali Shah is an employee of HSBC Bank, India. She has successfully carried out her project on “JOB SATISFACTION AND EMPLOYEE EVALUATION” at HSBC PVT.LTD. This is the original study of Mrs. Pranjali Shah & important sources of data used by her have been acknowledged in this report. The report is submitted in fulfillment of two years distance learning course on Post Graduate Diploma in Business istration 2006-2008 as per the rules.

Mr. Rajan Nair (Project Guide) Designation held : Settlements Manager , HR Qualification : BSc. Special field of work : Handling settlements in HSBC for the past 6 years Experience: Been with the bank for the last 31 years

_______________________________________

CHAPTER -1 COMPANY PROFILE ________________________________________

COMPANY PROFILE

HSBC Bank is a subsidiary of HSBC Holdings plc, a London based banking giant which, according to the Forbes magazine, is the largest banking group in the world, and the 6th largest company in the world as of April 2009. HSBC Holdings had been established in Hong Kong in the year 1990 as the parent company to the Hongkong and Shanghai Banking Corporation (HSBC). Further, the bank moved its headquarters from Hong Kong to London. Key Attributes With a loan-deposit ratio of 90%, HSBC Bank is said to be one of the five British banks that claim to have more deposits than loans. Such a high loan-deposit ratio of the bank has been able to retain the trust of its investors and customers, keeping them assured of its financial strengths. The sound financial position of the bank can also be attributed to the fact that its stocks maintained relatively high price even during the credit crunch phase, something not commonly seen to have happened to other banks. Presence In India In India, the introduction of HSBC Bank can be dated as early as the year 1853, with the establishment of the Mercantile Bank of India in Mumbai. Currently, HSBC Group operates through a number of its subsidiaries in India, viz. The Hongkong and Shanghai Banking Corporation Limited (HSBC), HSBC Asset Management (India) Private Limited, HSBC Global Resourcing / HSBC Electronic Data Processing (India) Private Limited, HSBC Insurance Brokers (India) Private Limited, HSBC Operations and Processing Enterprise (India) Private Limited, HSBC Private Equity Management (Mauritius) Limited, HSBC Professional Services (India) Private Limited, HSBC Securities and Capital Markets (India) Private Limited and HSBC Software Development (India) Private Limited. The group carries out its Commercial Banking, Banking Technology, Asset Management, Global Resourcing, Insurance and Data Processing operations in the country through its subsidiaries.

Commendable Achievements HSBC Bank is well known for having established the first ATM (Automatic Teller Machine) in India in the year 1987. As of April 2009, the bank is present in many prominent cities of the country including Mumbai, New Delhi, Bangalore, Hyderabad, Jaipur, Chandigarh etc. Head Office HSBC Bank, Flora Fountain, Mumbai (Maharashtra), India HSBC’S VISION “To be the world's leading financial services company. Also to be the first choice for the customers and for the employees – the best place to bank, and the best place to work. Also HSBC believes that they can play a role in helping to address the formidable challenges facing society today and by helping to make the world a better place to live, they will also make their own business more sustainable. At HSBC, the response is inevitably shaped by the views of their shareholders, their customers, their colleagues and the wider community; and sustainability is clearly a theme of growing importance to all of these constituencies. If their owners, customers and staff consider these issues to be important, this clearly means that their social responsibilities and sustainability must be at the very core of their business; not just an add–on to it. This is why, their primary objective in their strategic plan states that they aspire to be one of the world’s leading brands for customer experience and corporate responsibility..” CORE VALUES – HSBC •

Live up to the expectations - exceed customer expectations in service quality.

•

Technology - To be a pioneer in the implementation of technologies those create distinction for its customers, employees and shareholders.

•

Responsible - Being one of the world’s biggest banks means the decisions we make can have a big impact. We aim to lend and invest responsibly, avoiding projects where the potential for social and environmental damage outweighs the economic benefits.

•

Environmental responsibility - Companies like ours must share responsibility for the environment with governments and citizens for minimising the damaging effects of human activity – pollution of land, water and air and the depletion of resources.

•

Recognition - Involving our employees in the community brings many benefits. Our employees gain understanding, confidence and self–esteem. Being recognised in the community also helps HSBC to attract great people.

•

Trustworthy & Best place to work - To respect meritocracy during hiring processes, improving knowledge and skills of its employees, creating the mostly preferred work environment.

•

Education-Education is crucial to the development and prosperity of every country. By investing in education, we seek to build the confidence and abilities of young people on whom, as customers or employees, our business and future success will depend

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CHAPTER – 2 THEORETICAL BACKGROUND ________________________________________

THEORETICAL BACKGROUND

Employee engagement can be defined as an employee putting forth extra discretionary effort, as well as the likelihood of the employee being loyal and remaining with the organization over the long haul. Research shows that engaged employees: perform better, put in extra efforts to help get the job done, show a strong level of commitment to the organization, and are more motivated and optimistic about their work goals. Employers with engaged employees tend to experience low employee turnover and more impressive business outcomes. A positive attitude held by the employee towards the organization and its values. An engaged employee works with colleagues to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.

EMPLOYEE ENGAGEMENT IS A PARTNERSHIP BETWEEN A COMPANY AND ITS EMPLOYEES

The three basic aspects of Employee Engagement are: •

The employees and their own unique psychological make up and experience

•

The employers and their ability to create the conditions that promote employee engagement

•

Interaction between employees at all levels

Most organizations today realize that a satisfied employee is not necessarily the best employee in of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is intellectually and emotionally bound with the organization who feels ionate about its goals and is committed towards its values thus he goes the extra mile beyond the basic job. Employee engagement is a powerful retention strategy. An engaged employee gives his company his 100 percent. When employees are effectively and positively engaged with their organization, they form an emotional connection with the company. Employee engagement is a barometer that determines the association of a person with the organization. It is about creating the ion among associates to do things beyond what is expected from him. Employee engagement is more than just the current HR 'buzzword'; it is essential. In order for organizations to meet and sur organizational objectives, employees must be engaged. Research has proven that wholly engaged employees exhibit, §

Higher self-motivation.

§

Confidence to express new ideas.

§

Higher productivity.

§

Higher levels of customer approval and service quality.

§

Reliability.

§

Organizational loyalty; less employee turnover.

§

Lower absenteeism.

ELEMENTS OF ENGAGEMENT The research contributes that personal impact, focused work, and interpersonal harmony comprises engagement. Each of these three components has sub-components that further define the meaning of engagement. •

PERSONAL IMPACT-Employees feel more engaged when they are able to make a unique contribution, experience empowerment, and have opportunities for personal growth.

•

FOCUSED WORK-Employees feel more engaged when they have clear direction, performance ability, and an efficient work environment. Aside from the personal drive and motivation to make a contribution, employees need to understand where to focus their efforts. Without a clear strategy and direction from senior leadership, employees will waste their time on the activities that do not make a difference for the organization’s success. Additionally, even when direction is in place, employees must receive to ensure that they are on track and being held able for their progress. Finally, employees want to work in an environment that is efficient in of its time, resources, and budget. Employees lose faith in the organization when they see excessive waste. For example, employees become frustrated when they are asked to operate without the necessary resources or waste time in unnecessary meetings.

•

INTERPERSONAL HARMONY-Employees feel more engaged when they work in a safe and cooperative environment. By safety, we mean that employee trust one another and quickly resolve conflicts when they arise. Employees want to be able to rely on each other and focus their attention on the tasks that really matter. Conflict wastes time and energy and needs to be dealt with quickly. Employees also need to cooperate to get the job done. Partnerships across departments and within the work

group ensure that employees stay informed and get the they need to do their jobs.

THREE COMPONENTS OF EMPLOYEE ENGAGEMENT The first component of the employee engagement refers to the cognitions that underpin employees’ rational sense-making in the workplace. Employees actively perceive their work environment and it is through this interpretive sense-making process that employees develop an appraisal of what their organization is like to work in. More positive appraisals of important workplace features like leadership, communication, job design, supervision, and contribute to more a favourable summary belief that they work for a great organization. It is this summary belief or underlying cognition that affects people attitudinal responses to the organization, or the second component of the employee engagement. The second component of the employee engagement refers to the emotions employees feel in response to their perceptions of the workplace. When employees actively perceive their organization in a favourable manner (e.g., the organization has good communication processes, positive leadership, provides rewarding jobs, etc.) then they respond affectively with greater job satisfaction and emotional attachment (commitment) to the organization. The third component of the employee engagement refers to the behavior that employees display when cognitively and emotionally engaged with the organization. The behavioral action that is considered most important to an engaged employee is their discretionary work effort, or willingness to go beyond simple contractual requirements in order to help the organization reach its objectives. In sum, employee engagement reflects three overlapping dimensions – thinking (the perception that this is a great workplace), feeling (affective responses such as job satisfaction and organizational commitment), and acting (going the extra mile to help the organization succeed).

CATEGORY OF EMPLOYEES The Research study assumes four categories of Employees: 1. Actively Disengaged

3. Nearly Engaged

2. Not- Engaged

4. Actively Engaged

Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Not-Engaged employees are essentially “Checked out”. They are sleepwalking through their workday, putting time but not energy or ion

into their work. Nearly

Engaged employees are an “Insensitive breed”, they do the job as they are told putting no extra effort. Actively Engaged employees work with ion and feel profound connection to their company, they move the organization forward. The characteristics of these four categories of Employees are listed below: Actively

Disengaged

Disengaged

Bored and frustrated Often feel

Nearly

Actively

Engaged

Engaged

Do as you are told

Do your very best

Negative or sarcastic Spend time at work

Do strictly what is

Constantly learning

attitude about work

required

and taking calculated

at work

underutilized taking care of

personal needs risks Critical of leaders or Pay is a big reason Stick to what you Feel stretched beyond peers

why stay

know and take few comfort zone

risks Look for ways to find Do just enough to get See many barriers to Take personal blame

by and not get in better results outside satisfaction in the trouble

Speak Poorly about

of personal control quality of work Rarely stretched by Work can be stressful;

the company

new assignments

but

It’s just a job

and fun You love your job

Looking for a better It’s better than no job job

also

rewarding

THE LOYALTY FACTOR The key to employee engagement is creating greater motivation for their work and commitment to their organization. It is not possible to retain professionals only by paying high salaries and offering attractive benefits. What needs to be created is enthusiasm for their roles, their work and the organization, and ensure that they are well integrated. Employee engagement relates to the employee’s commitment to the organization’s success. Engaged employees who are inspired and guided by the leadership, equipped with the right tools and managed by the right systems and processes deliver superior performance. Employee engagement today encomes training, development, work environment, leadership, performance management, work/life balance, communication, compensation, benefits, commitment, fun and social activities. This enhances the bonding between employees and commitment to the company. FACTORS FOR HIGHER EMPLOYEE ENGAGEMENT The contributing factors are: •

Understanding of corporate goals/mission

•

Understanding of job and how it contributes to overall corporate goals

•

Clear communication of goals, expectations, directions

•

Job design

•

Job fit

•

and tools

•

Independence & innovation

•

Relationship with boss/direct reports

•

Clear on performance

•

Recognition

•

Learning and development opportunities

•

Opportunities for advancement

•

Pride in organization

•

Employee input

•

Employee involvement in decision making

•

Work-life balance

•

Workplace culture/morale

•

Co-worker relationships/good team environment (enjoy colleagues)

•

Fair HR practices

KEY DRIVERS OF EMPLOYEE ENGAGEMENT

The drive for an engaged workforce needs to build on good people management and development policies, and the active of line managers. People management strategies and policies need to be aligned with those of the wider business. Employees need to understand how their work contributes to organizational outcomes. A minority of employees may not want to be engaged; organizations may need to give particular attention to recruitment and communications. There is no short-cut to building and maintaining employee engagement, but the time, effort and resource required will be amply repaid by the performance benefits. There is no definitive all-purpose list of engagement ‘drivers’, but they should be influenced by certain factors, which are following: •

involvement in decision-making

•

freedom to voice ideas, to which managers listen

•

feeling enabled to perform well

•

having opportunities to develop the job

•

feeling the organization is concerned for employees’ health and well-being.

Perceived managerial fairness in dealing with problems also impacts significantly on individual performance, although it is not significantly related to engagement. Engagement

levels are influenced by employees’ personal characteristics: a minority of employees are likely to resist becoming engaged in their work. But people are also influenced by the jobs they do and the experiences they have at work. The way in which both senior management and line managers behave towards, and communicate with employees, plus the way in which work is organized and jobs defined, contribute significantly towards making work meaningful and engaging. The Key Drivers of Employee Engagement are listed as following: 1. Work Life Balance 2. Training & Development 3. Organizational commitment 4. Pride to be in Organization 5. Recognition 6. Communication 7. Co-Workers 8. Decision Making 9. Career Advancement Opportunities 10. Leadership 11. Innovation

People Senior Leadership Manager Co–workers

Total Rewards Pay & Benefits Recognition

Company Practices People Practices Policies Performance Assessment Company Reputation

Work  Work Activities  Resources  Processes

Opportunities Career Opportunities Learning/Development

Engagement

Quality of Life Work/Life Balance

WORK-LIFE BALANCE- Work-life balance has been the first casualty of the pressure packed working environment of the corporate world today. A lack of work-life balance has been found to drastically affect productivity levels and quality of working conditions for most employees. Many organizations have been trying to enforce this through a series of measures. TRAINING & DEVELOPMENT- Adequate facilities for training accompanied with adequate need assessment, required to enhance their skills. Appropriate training and development helps employees to increase their productivity and to enhance their knowledge be it related to Behavioural, Technical and Functional.

ORGANIZATIONAL COMMITMENT- It is the employee's psychological attachment to the organization. It can be contrasted with other work-related attitudes, such as Employee

Engagement and Organizational Identification (the degree to which an employee experiences a 'sense of oneness' with their organization). Employee identifies with the organization and there is perfect harmony between his beliefs, values and goals and those of the organization. PRIDE TO BE IN ORGANIZATION- Employee feels proud to be associated and there is an emotional bonding with the organization, this bonding leads to more productive work hence, Engaged Employees. COMMUNICATION- If you accept that employees want to be involved in what they are doing then this trend is clear. The effect of poor internal communications is seen as its most destructive in global organization which suffer from employee annexation - where the head office in one country is buoyant (since they are closest to the action, know what is going on, and are heavily engaged) but its annexes (who are furthest away from the action and know little about what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive when the head office attributes the annex's low engagement to its poor performance... when its poor performance is really due to its poor communications.

RECOGNITION- Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you recognize people effectively, you reinforce, with your chosen means of recognition, the actions and behaviors you most want to see people repeat. An effective employee recognition system is simple, immediate, and powerfully reinforcing. CO-WORKERS-Adequate mutual trust & understanding among fellow employees ensures engaged employees. If employees' relationships with their managers are fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss.

DECISION MAKING- Empowerment & down the line to take decisions. CAREER ADVANCEMENT OPPORTUNITIES- Opportunities for Individual growth. The boundaryless career may redirect the primary responsibilities of career management to employees this does not mean the organizations have no responsibility. In the boundaryless career, the organization’s responsibility is to build employee self-reliance and to help employees maintain their marketability through continual learning. The organization needs to provide for employees to continually add to their skills, abilities, and to their knowledge. LEADERSHIP- Employees feel that the Supervisors are always there for help and besides they empower and provide adequate climate to and develop. INNOVATION- It is a more specialized kind of change. Innovation is a new idea applied to initiating or improving a product, process, or service. So all innovations involve change, but not all changes necessarily involve new ideas or lead to significant improvements. Innovations in organizations can range from small incremental improvements to any Job related content. But Employees should find job content intrinsically satisfying and have the opportunity to put innovative ideas into work. MEASURING THE IMPACT OF EMPLOYEE ENGAGEMENT

Table 2.1 To conclude, Employee engagement is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work.

ENGAGED EMPLOYEES… •

Stay: Employees tend to remain in the company

•

Say: Employees speak well about the company

•

Strive: Employees ready to work beyond the call of duty

________________________________________

CHAPTER – 3 DATA ANALYSIS ________________________________________

DATA ANALYSIS AND INTERPRETATION The data collected with the help of questionnaire has been analyzed in MS Excel interpreted in the form of tables. Computer facility has been availed for typing and other requirements of the study. Table 3.1:

The research study conducted in HSBC LTD. has shown that 69.4.00 percent of employees are “Nearly Engaged” in their jobs, which see many barriers to better results outside of personal control and only 5.60 percent of employees are “Actively Engaged”. Those “Actively Engaged” employees work with ion and feel a strong connection to their company. Moreover, 19.40 percent of employees are not engaged meaning that they go through each workday putting time but no ion into their work. Also, 5.60 percent of employees are actively disengaged, meaning that they are busy acting out of their own personal unhappiness, which undermines what their engaged co-workers are trying to accomplish. The most important task in front of organization is to shift ‘Nearly Engaged’ employees into the successive category of ‘Actively Engaged’ employees and not let them deteriorate into ‘NotEngaged’ category.

Table 3.2: LEVEL OF EMPLOYEE ENGAGEMENT BY TENURE OF WORKING IN AN ORGANIZATION

Tenure 0-1 yrs 1-3 yrs 3-5 yrs 5-10 yrs Above 10

Actively Disengaged 0 2 0 0 0 2

Actively Not-Engaged Nearly Engaged Engaged 0 0 0 1 3 0 1 3 0 0 8 1 5 11 1 7 25 2

Total 0 6 4 9 17 36

In starting of their career i.e. in the phase 1-3 years there are 2 actively disengaged employees & 3 nearly engaged . Whereas in the stable phase i.e. 5-10 years the no. of nearly engaged employees is twice the earlier category because they have adapted to the working culture and they resist change. The trend seems to be that if employees in the transition phase would be shifted to “Actively Engaged” category, by providing them career advancement opportunities then there would be lesser attrition. Also, the concern lies that not many people are Actively Engaged in their Jobs even after working for a long tenure. This may be possible that they don’t get enough recognition to be motivated, don’t have ample career advancement opportunities and the work have become so monotonous that there is no zest left within them.

Table 3.3:

Particulars Actively Disengaged Not-Engaged Nearly Engaged Actively Engaged

Job Satisfaction Yes 0 0 22 2 24 66.67%

No 2 7 3 0 12 33.33%

In the organization, the research study shows that 66.67% of the employees are satisfied with their job, whereas 33.33% are not. By looking at the graph we can see that, In the Nearly

Engaged category maximum no. of employees are satisfied with their job, which shows a wave of positivity. Though efforts like more recognition, work life balance, career opportunities, and improved training methods can be taken for employees who are not satisfied.

Table 3.4:

The research study reveals that maximum employees of Nearly Engaged category belong to age group of 20-29 and also 30-39. Also, there is a black hole after the age of 40 yrs in the category of Actively Engaged employees. This may be due to the monotonous work routine. Though, efforts should be taken that employees of Nearly Engaged Category for age-groups 30-39 and 40-49 can be shifted to the Actively Engaged Category as they are an asset to the organization in of organizational commitment.

Table 3.5: Effect on Engagement by Internal Factors like Job, Organization, Co-Workers, Supervisors and Department.

For Nearly Engaged Employees, Supervisors and Job are the most important factor that affects their engagement level. After that comes the department and co-workers. Lastly, what matters is organization.

For the category of Not-Engaged Employees Co-workers and Job are the major factors, with organization , department and Supervisors as secondary factors. The study interprets that to shift employees into ‘Actively Engaged’ category, they should share bonding with the organization accompanied with developing organizational commitment and Employee Recognition strategies. The research study focuses to identify the Key drivers of employee engagement to make the employee engaged in their work rather than being nearly engaged or not engaged. The study explores the key drivers of employee engagement and rates them as factors that need much improvement; factors that have scope of improvement and factors that help to keep employees engaged i.e. highly rated factors. The key drivers are listed as following with their % Effect on level of employee engagement. Key Drivers

% Effect

Rating

Pride to be in Org.

66.7

X

Recognition

58.3

X

Decision Making

55.6

X

Organizational Commitment

47.2

Y

Remarks

Rated High

Innovation

41.7

Y

Scope of some Improvement

Training & Development

33.3

Z

Career Advancement Opportunities Communication

33.3

Z

30.6

Z

Work-Life Balance

27.8

Z

Leadership

19.4

Z

Co-workers

13.9

Z

Needs much Improvement

The pride to be in the organization is a key driver that is rated quite higher with % effect of 66.70. This suggests that HSBC employees feel proud to be associated with the organization, however there is still scope for improvement which can be improved by regular interaction between the management and the employees and within the internal departments. Giving motivational speeches, introducing mentorship programs can do this. The next key driver is recognition and the % effect is 58.3%. Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you recognize people effectively, you reinforce, with your chosen means of recognition, the actions and behaviors you most want to see people repeat. An effective employee recognition system is simple, immediate, and powerfully reinforcing. To implement employee recognition processes, you need to develop recognition that is equally powerful for both the organization and the employee. The next key driver after Recognition is Decision Making and the % effect is 55.60 which implies that there is still no open culture of letting employees take their own decisions that affect their work.

The next key driver after Decision making is Organization commitment and the % effect is 47.2. This implies that there is concern if the employee will be working with the company fo 5 years down the line. To improve the situation, the organization should align the company goals with the individual’s goals and should create a strong bonding with employees. Then Innovation the % effect is 41.70. From the research study we interpret that if innovation practices are injected in the organization, the employees will be stimulated towards their work shifting them to Actively engaged category. To improve on innovation, Job rotation and Job enrichment techniques can be used to get employees relieved of their monotonous routine. At the next level is key driver viz., Training & Development at a % effect of 33.3%. The situation is deteriorating day by day. Unless, the employees are trained to enhance their skills and develop themselves, there work performance will become stagnant. Also, the employee would feel a left out in the organization. Therefore, appropriate training programs should be held on regular basis to keep employees updated with the current trends of Industry be it functional or technical. At the same level i.e. 33.3 % there is one more key driver viz., Career Advancement Opportunities, in which we can conclude that due to slow growth in career, employees have lost focus on work as they don’t find a steeping ladder for themselves. For this, we can implement Succession Planning and Career Planning as a strategy to motivate employees towards their work. The next key driver is Communication which has the % effect i.e. 30.6%. Such a low % effect of Communication suggests that the two-way communication is not appropriate and has a scope of improvement The next key driver Work life balance with a % effect of only 27.8 is a real cause of concern. Work-life balance is required to maintain the productivity levels of an employee and organizational development. The % effect is 27.8%, which suggests that performance is being hampered due to disrupt balance between personal and professional life. By giving enough

leaves to an employee, organizing family get-togethers and picnics making work life filled with fun can move employees to Actively Engaged category. The next 2 key drivers are Leadership and Co-workers with a % effect of 19.4 and 13.9%. The % effect can go up provided there is friendly atmosphere within the organization related to coworkers and supervisors.

Table 3.6

Table 3.7:

The research study judged with the help of a questionnaire, the factors that needed change in the organization. The most desirable change is career advancement opportunities as 36.1%

preceded with a change in Infrastructure as 27.8%. After that comes Working Environment, Working conditions and lastly changes in Compensation & Benefits. This helps to interpret that there is a dearth of Growth Opportunities. The organization needs to work and improve on this. To improve growth opportunities, we can implement Succession Planning and Career Planning as a strategy to motivate employees towards their work.

________________________________________

CHAPTER – 4 FINDINGS ________________________________________

FINDINGS Organizations can’t force, beg, or buy the type of workforce performance needed to succeed today. As legions of business leaders struggle to boost the return on their human capital and flawlessly execute their latest business strategies, it’s no wonder that employee engagement remains a top priority. Recognized as a driver of productivity, competitive advantage, customer loyalty, and even shareholder return, employee engagement is no longer a “nice to have.” A positive attitude held by the employee towards the organization and its values. An engaged employee works with ownership to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture The benefits to the organization are: 

Employee engagement builds ion, commitment and alignment with the organization’s strategies and goals



Attracts more people like existing employees; Increases employees’ trust in the organization



Creates a sense of loyalty in a competitive environment



Lowers attrition rate



Increases productivity and improves morale



Provides a high-energy working environment.



Improves overall organizational effectiveness



Boosts business growth



Makes the employees effective brand ambassadors for the company.

In today’s highly competitive global economy, many organizations are under severe cost pressure. They’ve responded with layoffs, wage freezes, and increasing employee work

loads. Employees, in turn, are feeling overworked and stressed out. Therefore, an organization needs to take measures that increase the Employee Engagement levels by retaining the best. There is a war for talent, the competition for talent means that we have to be very good at attracting, motivating and retaining talent. Our talented human capital is our biggest asset and liability and we need to measure how well it’s adding value Engagement is an increasingly important human capital metric because: •

Engagement levels correlate with business performance

•

Measuring Engagement tells us how well we are doing in the competition for talent

•

Driving Engagement levels higher improves our ability to attract, motivate and retain talent and so generates value from our human capital investment.

The research study concludes the following: 69.40% of the employees lie in the nearly engaged category  The employees’ tenure of working in HSBC is either till 3 yrs or above 5 yrs. There is a black hole of young managers who can bring change in the organization.  66.67% of the employees are satisfied with their Job, which gives a wave of optimism, however there are miles to go.  The below 50 age group, mostly employees are Nearly Engaged which needs to be shifted to Actively Engaged category.  The Job Content is the most important factor for Nearly Engaged, Not-Engaged and Actively Disengaged employees. Though for Actively Engaged Employees, Organization factor plays a major role. Therefore, we need to change the paradigm to create pool of Actively Engaged Employees.  In HSBC the key drivers, which have major impact on decreasing Employee Engagement are listed as- Co-workers,  And the Key driver rated Quite High is ‘Pride to be in the organization’, whereas Key Drivers which are Well Looked After are ‘Recognition and Decision Making’,  The factor that needs most change is “Co-workers”.

______________________________________

CHAPTER – 5 SUGGESTIONS & RECOMMENDATIONS ________________________________________

RECOMMENDATIONS To make “Employee Engagement” effective, an organization need to build model that would inject motivation in the employees.

CULTURE OF EMPLOYEE ENGAGEMENT

Strong Foundation & Systems

Building Organizationa l Confidence

Culture-open communication, team work, ability, initiative & collaboration

Strong Leadershipshowing direction, developing confidence in

people

Table 6.1

CAREER ADVANCEMENT OPPORTUNITIES To Improve CAREER ADVANCEMENT OPPORTUNITIES- A good understanding of career anchors is required, which strengthens the psychological contract between the employee and employer. However, there’s usually a mismatch between an individual career anchor and the kind of career path that an organization provides. In today’s scenario, where the employee is the greatest asset, no organization can achieve success without its employees achieving success. Therefore, the relationship between organizations and professionals also needs to be looked at from an increasingly symbiotic perspective. Entry level professionals mostly pursue careers that are in vogue those in the 2-3 year experience category more or less know their career anchor. One needs to have mental clarity to understand career aspirations. Building that Psychological connect is never easy. After all, how do you deal with entry level professionals, who would an industry not out of any specific career inclination, but because of other reasons like peer pressure, what’s in vogue etc. Again many a times career options that are in line with the employee’s career anchor might be limited. So once the career anchor has been identified and the employee assigned responsibilities in line with the same, after a period, the growth of the employee may become limited by the opportunities available in that area. As an organization, one should give people time to ‘settle down’ instead of charting out a career path right at the entry level, wait for one year and then decide which growth path they want to choose. The main purpose of performance appraisals is to identify the strong areas of an employee. Chart out some growth paths, which should be thrown open to employees once they have completed a certain period of time with the company. After a fair bit of counseling, the organization should help employees choose the career they would like to be in. Employees should even have the liberty to opt out of a career path after spending a considerable amount

of time, in case they feel they want to do more. Also strategies like Succession Planning and career planning should be implemented in the organization. *SUCCESSION PLANNNING Succession planning is the process of identifying and preparing suitable employees through mentoring, training and job rotation, to replace key players — such as the Chief Executive Officer (CEO) — within an organization as their expire. From the risk management aspect, provisions are made in case no suitable internal candidates are available to replace the loss of any key person. It is usual for an organization to insure the key person so that funds are available if she or he dies and these funds can be used by the business to cope with the problems before a suitable replacement is found or developed. Succession Planning involves having senior executives periodically review their top executives and those in the next-lower level to determine several backups for each senior position. This is important because it often takes years of grooming to develop effective senior managers. There is a critical shortage in companies of middle and top leaders for the next five years. Organizations will need to create pools of candidates with high leadership potential. A recent example of sound succession planning is the case of how General Electric found a successor to its CEO Jack Welch. The Board of Directors engaged in a lengthy and systematic review of the potential successors prior to his retirement. A careful and considered plan of action ensures the least possible disruption to the person’s responsibilities and therefore the organization’s effectiveness. Examples include such a person who is: •

suddenly and unexpectedly unable or unwilling to continue their role within the organization;

•

accepting an approach from another organization or external opportunity which will terminate or lessen their value to the current organization;

•

indicating the conclusion of a contract or time-limited project; or

•

moving to another position and different set of responsibilities within the organization.

A succession plan clearly sets out the factors to be taken into and the process to be followed in relation to retaining or replacing the person. For HSBC, this strategy would be suitable as there is a bridge between employees who are working in HSBC for more than 10 yrs and are not engaged with their work. Such employees have stayed with the organization because they are comfortable with the working environment and resist change. If the organization enhances and taps their potential and rich experience appropriately by using SUCCESSION PLANNING STRATEGY, it can ensure that such experienced employees do not leave the organization. Also, they are recognized as efficient and productive employees with the guiding lamp of developing their career. The organization should ensure that suitable employees are being developed to take up highprofile jobs leading to organizational development.

EFFECTIVE CAREER PLANNING Long gone are the days of lifetime employment. Today there is a need to be alert and plan careers and a shift from one organization to another in order to gain maximum industry experience while keeping in touch with emergent technology seems to be the norm. Career Planning is like posting colored flags in our course of life as milestones to be crossed to achieve a set goal. It is an arduous task and needs systematic planning and calculated execution. INNOVATION To inject Innovation in working environment, Innovative organizations should encourage experimentation. They tend to reward both successes and failures. They celebrate mistakes. Unfortunately, in too many organizations, people are rewarded for the absence of failures rather than for the presence of successes. Such cultures extinguish risk taking and innovation. People will suggest and try new ideas only when they feel such behaviors exact no penalties. Managers in innovative organizations recognize that failures are a natural byproduct of venturing into the unknown. Within the human resources category, we find that innovative organizations actively promote the training and development of their so that they keep current jobs, offer high job

security so that employee don’t fear getting fired for making mistakes, and encourage individuals to become champions of change. Once a new idea is developed, idea champions actively and enthusiastically promote the idea, build , overcome resistance, and ensure that the innovation is implemented. The evidence indicates that champions have common personality characteristics extremely high self-confidence, persistence, energy, and a tendency to take risks. Idea champions also display characteristics associated with transformational leadership. They inspire and energize others with their vision of the potential of an innovation and through their strong personal conviction in their mission. They are also good at gaining the commitment of others to their mission. In addition, idea champions have jobs that provide considerable decision-making discretion. This autonomy helps them introduce and implement innovations in organizations.

To implement work related Innovation, Job Enrichment and Job Rotation strategies can be implemented to create a pool of engaged employees. Job Enrichment- An approach to create Employee Engagement is job rotation where an individual is moved through a schedule of assignments designed to give him or her breadth of exposure to the entire operation. Job enrichment, as a managerial activity includes a three step technique: 1. Turn employees' effort into performance: •

Ensuring that objectives are well-defined and understood by everyone. The overall corporate mission statement should be communicated to all. Individual's goals should also be clear. Each employee should know exactly how she fits into the overall process and be aware of how important her contributions are to the organization and its customers.

•

Providing adequate resources for each employee to perform well. This includes functions like information technology, communication technology, and personnel training and development.

•

Creating a ive corporate culture. This includes peer networks, ive management, and removing elements that foster mistrust and politicking.

•

Free flow of information. Eliminate secrecy.

•

Provide enough freedom to facilitate job excellence. Encourage and reward employee initiative. Flextime or compressed hours could be offered.

•

Provide adequate recognition, appreciation, and other motivators.

•

Provide skill improvement opportunities. This could include paid education at universities or on the job training.

•

Provide job variety. This can be done by job sharing or job rotation programmes.

•

It may be necessary to re-engineer the job process. This could involve redeg the physical facility, redesign processes, change technologies, simplification of procedures, elimination of repetitiveness, redeg authority structures.

2. Link employee’s performance directly to reward:

3.

•

Clear definition of the reward is a must

•

Explanation of the link between performance and reward is important

•

Make sure the employee gets the right reward if performs well

•

If reward is not given, explanation is needed

Make sure the employee wants the reward:-

To find out the organization will have to ask them or use surveys. JOB ROTATION An approach to create Employee Engagement is Job Rotation where an individual is moved through a schedule of assignments designed to give him or her breadth of exposure to the entire operation. Job rotation is also practiced to allow qualified employees to gain more insights into the processes of a company and to increase job satisfaction through job variation. The term job rotation can also mean the scheduled exchange of persons in offices, especially in public offices, prior to the end of incumbency or the legislative period. At the senior management levels, job rotation - frequently referred to as management rotation, is tightly linked with succession planning - developing a pool of people capable of stepping into an existing job. Here the goal is to provide learning experiences which facilitate changes in

thinking and perspective equivalent to the "horizon" of the level of the succession planning. For lower management levels job rotation has normally one of two purposes: promotability or skill enhancement.

RECOGNITION In today’s highly competitive global economy, many organizations are under severe cost pressure. They’ve responded with layoffs, wage freezes, and increasing employee work loads. Employees in turn, are feeling overworked and stressed out. This environment makes recognition programs particularly attractive, because recognition provides a relatively low-cost means to stimulate employee performance. Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you recognize people effectively, you reinforce, with your chosen means of recognition, the actions and behaviors you most want to see people repeat. When you consider employee recognition processes, you need to develop recognition that is equally powerful for both the organization and the employee. Two of the most popular methods of recognizing employees are by giving gift certificates and cash rewards. The most common reasons for giving an award are length of service and exceptional performance. Recognition programs that is implemented at HSBC are•

It develops a unique package, which is essentially a basket of non-monetary rewards given to motivate employees and recognize excellent work performance. For example, Thanks Award, is an on-the-spot recognition of an effort awarded to a project or project team; It includes a gift voucher alongwith a handwritten note of appreciation, which gives the opportunity for the employee to "draw" a gift from a box. Gifts range from fast food restaurant gift certificates and candy to a paid holiday and substantial cash rewards. The employee draws the reward, so no supervisory interference is perceived. A duplicate of the thank you note goes into a periodic drawing for even more substantial reward and recognition opportunities.

Some Ideas that HSBC can implement as part of the recognition program are : 1. HSBC can adopt a practice of naming a conference room or office or training room after the name of the most outstanding employee of the year. The naming is done ceremoniously, the employee’s family is invited, a cake is ordered; and all the employees assemble for the felicitation. 2.

“Thank You Store” can be established at HSBC for employees to select gifts and thank you cards for supervisors, managers, and office assistants. It can also sponsor peer-to-peer recognition programs, where employees submit nominations on behalf of other employees, teams or oneself. All nominations are reviewed for a Merit Award and all Merit Awards are reviewed for the Chairman’s Award.

3. HSBC can encourage suggestion from employees on cost savings, energy conservation or quality improvement or increase in sales. The suggestions are periodically reviewed and few employees may get one time cash rewards based on the quantum of savings their suggestions can generate. This cash rewards system on suggestions is mostly up to junior management level. 4.

The company can introduce the new idea of appreciating subordinates through a mantle of “WHALE DONE”, based on the philosophy of taming whales and recognition of their extra efforts..

5.

The program called “EXTRA PUNCH” can be promoted to reward employees those who have shown consistent progress, loyalty and delivered results. It should give a chance to win across all levels irrespective of designation or department. Extra Punch not only challenges everyone to put in their best, but also encourages healthy competition in the organization.

6.

In addition, the HR department can put a big wallboard titled ‘initiatives.com’, which is filled with information on the initiatives taken by the employees in the workplace and the appreciation of their initiatives.

7.

To conclude, the management must realize that nurturing internal talent is much more beneficial than importing talent and then nurturing it. Familiarity, interpersonal relationships and understanding, gathering knowledge, etc are the key aspects that make good employees. Noteworthy is not the fact that employees were

rewarded, but it’s the efforts that the organization/ management has recognized and rewarded that makes this special and motivating. It’s like the 3Ps – people, product, profit. Any company’s major assets are its employees and that is what the organization recognizes and rewards. With the carrot dangling in-front of your eyes, working hard is worth it. ORGANIZATIONAL COMMITMENT We believe that organizations that want to increase the level of employee engagement need to examine engagement from three perspectives: Alignment At the organization level, senior executives must examine HR systems e.g., Performance Management, succession management, selection/recruitment, leadership and workforce development) to ensure that they and foster—rather than inhibit—a high-engagement culture. ability At the operational level (i.e., business unit, division, geographic region), leaders act as role models for the lower-level leaders within their areas. They need to build an environment where new leaders are encouraged and expected to quickly acquire skills to help them succeed, and where veteran leaders are held able for rethinking their tried-and-true approaches to achieve even better results than before. There has to be a strong commitment to build leaders’ skills to drive employee engagement. ability systems and processes need to be in place to ensure that development plans are successfully accomplished; employee engagement rises only as a result of the successful completion of development plans. Personal Commitment For all leaders, and especially for first- and second-level leaders, employee engagement needs to be personal. Achieving higher levels of employee engagement is not someone else’s job, nor is it a new memo to write, a new form to fill out, or even being more responsive when employee concerns are voiced. Instead, each leader needs to leverage his or her skills in areas where engagement is high, and examine which practices and habits are discouraging high levels of employee engagement by doing this; leaders can chart a course to take their

leadership skills to the next level to proactively motivate, empower, and engage those around them. Offers a wide array of leadership development solutions, including classroom, webbased, and blended-learning approaches, to provide leaders with the skills they need to drive employee engagement. The offerings integrate seamlessly with engagement measurement instrument and its results, helps leaders quickly identify action plans that will deliver actionable results. For individual contributors, their level of engagement impacts the organization’s bottom line each and every day, in many large and small ways. The better, an organization can equip its workforce with the knowledge and skills to engage—as opposed to disengage—each other through such things as strong interaction skills, working through conflict, adapting Quickly to change, working as a team, etc, the easier it will be to optimize Engagement.

WORK-LIFE BALANCE Employees are increasingly complaining that the line between work and non-work time has become blurred, creating personal conflicts and stress. A number of forces have contributed to blurring the lines between employees’ work life and personal life. Employees are increasingly recognizing that work is squeezing out personal lives, and they’re not happy about it. For example, recent studies suggest that employees want jobs that give them flexibility in their work schedules so they can better manage work / life conflicts. In fact, balancing work and life demands now sures job security as an employee priority. In addition, the next generation of employees is likely to show similar concerns. A majority of college and university students say that attaining a balance between personal life and work is a primary career goal. They want “a life” as well as job. Organizations that don’t help their people achieve work / life balance will find it increasingly hard to attract and retain the most capable and motivated employees.

Improving work-life balance can: •

Aid employee recruitment and retention

•

Reduce absenteeism

•

Improve the quality of peoples' working lives

•

Match people who wouldn’t otherwise work with jobs

•

Benefit families and communities

•

Boost productivity, enhance service and delight customers.

TRAINING & DEVELOPMENT The Need-Analysis process should be revived. The supervisors should be responsible to notify the HR department about the kind of skill enhancement employees require. The training calendar should be reviewed on periodical basis e.g. quarterly on the basis of need analysis. Also, improved trainings methods should be implemented as per the Industry trends.

RECOMMENDATIONS FOR INCREASED EMPLOYEE ENGAGEMENT Ensure Clarity of Organizational Imperatives at Every Level Despite good intentions, most employees remain in the dark about how their daily priorities fit in with the organization’s objectives. Start at the top. If senior leaders aren’t crystal clear — and in complete agreement — about the organization’s priorities, attempts to cascade their message will be like a crack in a foundation, with the fissure growing larger and larger as communications work their way through the organization. The senior team in large and small organizations can suffer from a disconnection on the organization’s mission, vision, values, and short-term strategies. Don’t stop communicating. Leaders need to communicate strategy at every opportunity. When they think they’re done, they need to keep going. In addition explain employees why commitment is important to achieve goals. Use technology to enable managers, if managers and employees haven’t had discussions to interpret strategy to

focus day-to-day priorities, the fields on those computer screens might as well be left empty. Don’t Just “Manage” Your Talent.

Talent management systems can help organizations assess and focus their employees’ unique skill sets on mission-critical tasks. They can also help identify and develop high-potentials to take on even more important responsibilities to lead the organization into the future. Yet that your talent doesn’t necessarily want to be “managed.” They want to do more of what they do best, find challenge and meaning at work, develop, and be part of the organization’s success. They want responsibility for their career and their development. Give high performers a say in their future. Too many organizations have well-thought-out talent management strategies based on skill sets and job requirements, but fail to include the high performers themselves in the planning. If employees are not given the chance to clarify what matters to them and articulate their personal goals, it’s likely that they’ll on prime promotions or, perhaps worse, be miserable or even fail in their new role because it doesn’t fit what they’re looking for at work.

________________________________________

CHAPTER -7 LIMITATIONS ________________________________________

LIMITATIONS OF THE STUDY

A research is a never-ending process and research work in any field of knowledge makes the ground for more researches. Therefore all studies have their own limitations. It is needless to say that while working on this project I faced many difficulties, which becomes the limitation of this project. The major limitations are: 1.

Many respondents were not interested to fill questionnaire due to time constraints.

2.

The responses of the entire questionnaire cannot be considered very accurate because some of the respondents were hesitant in lending the desired information.

3.

Though every precaution has been taken while analyzing the data yet a few errors are bound to appear.

________________________________________

CHAPTER -8 BIBLIOGRAPHY ______________________________________

BIBLIOGRAPHY

1. www.citehr.com 2. www.wikepedia.com 3. www.management-issues.com 4. www.hr.com 5. www.greatplacetowork.com 6. www.ddiworld.com

QUESTIONNAIRE SURVEY OF EMPLOYEE ENGAGEMENT

1. 2. 3.

GENERAL INFORMATION: This questionnaire is only learning and analysis purpose. The data collected shall be kept confidential. This questionnaire is not for commercial purpose KINDLY SHARE YOUR OPINIONS ON THE FOLLOWING STATEMENTS Department:

Gender: Tenure a. b. c. d. e.

Age:

Male Female

of working in CFCL 0- 1 years 1-3 years 3-5 years 5-10 years Above 10

Level:

Please tick mark the relevant answer as provided against each question.

Strongly Disagre e (1)

JOB

Dis Agre e (2)

Neutral (3)

Agree (4)

Strongly Agree (5)

1.

I know what is expected of me at work

2.

I have the right tools and supplies to do my job well.

3.

The amount of work I am expected to do is reasonable.

4. My job brings most creative ideas.

out

my

Strongly Dis Neutral Disagre (3) Agree e (2) (1)

5.

At work, I have to balance my work and personal life.

6.

I receive meaningful recognition or praise for doing a good work.

7.

My opinions seem to count, at work.

8.

I have enough opportunities at work to learn and grow.

Agree (4)

Strongly Agree (5)

CO-WORKERS 9.

My Colleagues help each other when needed.

10.

There is two-way communication between co-workers regarding any work that needs to be done.

11.

I have a friend at work with whom I can share new ideas

12.

I have positive working relationships with my colleagues.

13.

My associates (fellow employees) are committed to quality work.

135

SUPERVISORS 14.

My supervisor treats me with respect.

15.

My supervisor encourages my development at work.

16. My supervisor communicates well with all my team .

Strongly Disagre e (1)

17.

My supervisor is available whenever I need help.

18.

My supervisor talks to me about my progress regularly.

Dis Agre e (2)

Neutral (3)

Agre e

Strongly

(4)

Agree (5)

DEPARTMENT 19.

My department always provides superior quality work.

20.

My work contributes to the Achievement of department goals.

21.

I strive to improve my department results.

22.

I have opportunities to provide input into decisions that affect my work.

ORGANIZATION- CFCL

23.

I feel proud to tell people that I work at CFCL.

24.

I would recommend my friend/ relative to work at CFCL

25.

My organization CFCL provides excellent services to the customer. 136

26.

My organization CFCL provides a clean and safe working environment.

Strongly Disagre e (1) 27. At CFCL, I have enough career advancement opportunities. 28.

The pay and benefits in my organization are comparable to similar companies.

29.

I see myself working for this organization, five years from now.

30.

I would prefer to stay with CFCL, even if offered a job elsewhere.

Dis Agre e (2)

Neutral (3)

Agree

Strongly

(4)

Agree (5)

 Overall, I am satisfied with my work. YES

NO

 If given an opportunity to change one thing in the organization, what would it be Working Environment Compensation & Benefits Working Conditions Advancement in growth opportunities Improved facilities like Cafeteria, Gym, movie Screening etc

137

138