Workplace 2020 Master Class on Talent Management & Engagement - Deepak Bharara, CHRO, Lanco Infratech Limited

2. I enjoy having
It is me
My Passion Family
B. Com (H), LL.B
PGHR - FMS, DLL – ILI
Still a Learner…
learning Everyday from
each other
Three Decades
Work Place
About Me
My Love

3. TALENT ENGAGEMENT - WHAT COMES TO YOUR MIND?
???.

4. OPENING REMARKS
Whether you are a CEO or a Supervisor, the place to
start is “yourself ”. Engagement is contagious. If you
are engaged in what you are doing, people pick up
your excitement and will want to join you.

5. WHAT IS ENGAGEMENT

6.  A psychological state in which employees feel a vested interest in the
company’s success and are both willing and motivated to perform to
levels that exceed the stated job requirements.
 Engagement fosters and drives discretionary behavior, eliciting
employees’ highest productivity, their best ideas and their genuine
commitment to the success of the organization.
WHAT IS ENGAGEMENT

7. WHAT IS ENGAGEMENT
Employee Engagement is the means or strategy by which an organization seeks to build a
partnership between the organization and its employees ,such that:
-Employees fully understands and is committed to achieve the organization's objectives,
and
-The organization respects the personal aspirations and ambitions of its employees.
Fully engaged employee definition:
- intellectually and emotionally bound with the organization
- Gives100percent
- Feels passionately about its goals and
- Is committed to live by its values.
- The employee goes beyond the basic job responsibility to delight the customers and
drive the business forward

8. ENGAGEMENT LIFECYCLE
EngagementCommitmentMotivationSatisfaction
Morale
1960 1980 2000
TIME
 Enjoys the job
 Is not
dissatisfied with
terms and
conditions
 Not necessarily
a team player
 Strives to achieve
personal goals
 Contributes
energetically
 Values achieving
personal goals
more than team/
organizational
goals
 Proactively seeks
opportunities to serve the
mission of the organization
 Willing to go the “extra mile”
 Is willing to withhold criticism
and/or be constructively
critical for the good of the
organization
 Loyal to
organization,
optimistic for the
future
 Collaborates to
achieve team goals
 Has a sense of
belonging to
organization

9. ENGAGEMENT DEFINED: HOW’RE YOU DOING?
CHECK YOUR LEVEL OF ENGAGEMENT – ARE YOU
Getting satisfaction from the tasks required in their job?
Feeling valued by management?
Contributing energetically, not in isolation, but collaboratively?
Positive about the work experience – your employer, its leaders, the work and
the environment?
Ambitious for the organization?
Speaking positively about the organization’s goods and services?
Planning to continue to work for the organization?
Going beyond the stated requirements of the job and contribute ‘discretionary effort’?
Yes No
Are you engaged?

10. EMPLOYEE ENGAGEMENT
Employee Engagement is a deep & bound connection
employees have with an organization that results in a
willingness to go beyond what is expected of them to
help the organization succeed.
This connection happens at 3 levels
• Rational (the head level)
• Emotional (the heart level)
• The motivational (the hands)

11. EMPLOYEE ENGAGEMENT !
• Know Them
• Grow Them
• Inspire Them
• Involve Them
• Reward Them

12. WHY EMPLOYEE ENGAGEMENT ??
An engaged employee is aware of business context, and
works with colleagues to improve the job performance
for the benefit of the organization
Defined as the level of commitment and involvement an
employee has towards their organization and values
Engagement is closely related to job involvement and
flow

13. WHY EMPLOYEE ENGAGEMENT ??
Employee Engagement holds a very important position, few key benefits
include:
•Better Performance –Engaged employees work smarter, not harder. They
keep looking for ways to improve performance at their work place .This
means more sales, lower costs, better quality and innovative products.
•Better Communication – Engaged employees communicate–they share
information with colleagues, they pass on ideas, suggest and advice and
they speak up for the organization. This leads to better performance,
greater innovation and happier customers.
•Greater Customer Satisfaction–Engaged employees go out of their way to
meet customers’ needs. Customers aren’t slow to notice and this leads to
higher levels of repeat business, at a good cost

14. WHY EMPLOYEE ENGAGEMENT
Better Team Working –Employee engagement is about increasing the
employees connection with the principles, strategies, processes, culture
and purpose of the organization. It is a matter of commitment and
encouragement. It is a matter of focusing on business results, and the
employees having a clear sense of responsibility for delivering on the
business agenda.
•Greater Commitment -Engaged employee scare about the future of the
organization they work for, they feel proud to work for their company and
they get on better each day with their colleagues.
•Lower Employee Turnover and Greater Ability to Recruit Great People –
Higher engagement leads to low attrition, they actively seek out new
people who they believe can help the company get even better

15. IMPORTANCE OF ENGAGEMENT
• Reduces attrition
• Increases Productivity - Engaged employees are 50% more productive
than colleagues who are not engaged
• Reduces Costs - Dissatisfied employees lead to more absenteeism thus
leading to higher loss in production for the company
• Foster Innovation - Employee engagement drives innovation and
optimism

16. CATEGORIES OF ENGAGEMENT
Actively
Engaged
Actively
Disengaged
Not
Engaged

17. ACTIVELY ENGAGED
• Known as the builders
• Realize their role expectations and
strive to meet and exceed them
• Perform consistently at high levels
• Passion, innovation at work are some
of their traits

18. NOT ENGAGED
• Concentrates more on the tasks rather than goals and outcomes
• Tends to feel that their contribution is being overlooked and their
potential is not being tapped
• An unproductive relationship with managers or co-workers exist

19. ACTIVELY DISENGAGED
• Cave dwellers and are “virtually against everything”
• Being unhappy at work they sow seeds of negativity at every
opportunity
• Undermine the accomplishments of engaged coworkers
• Cause great damage to an organizations functioning

20. MERCER’S EMPLOYEE ENGAGEMENT MODEL©
Engagement ModelAdvocate
Motivated Satisfied
Satisfied employees perform
their jobs and are satisfied with
the terms and conditions of
employment. However, they
tend not to go “above and
beyond” in their efforts.
In addition to sharing some of
the attributes of satisfied
employees, motivated workers
contribute energetically and
are highly focused individual
contributors to the
organization.
Committed
Committed employees have
thoroughly internalized the
values and behaviors
represented by the earlier
stages of the engagement
model, but have also forged a
strong identification with the
organization.
They freely contribute
discretionary effort – a willingness
to go the extra distance in
executing projects and their
regular duties. They see a
mutuality of interest between his
or her values and aspirations and
those of the organization.

21. THE X MODEL

22. THE DELOITTE MODEL

23. HEWITT MODEL OF ENGAGEMENT

24. HEWITT MODEL OF ENGAGEMENT

25. BOSTEN MODEL OF ENGAGEMENT

26. SIBSON’S ENGAGEMENT FRAMEWORK

27. THE ZINGER MODEL

28. FISH BONE ENGAGEMENT MODEL

29. THE HOUSE MODEL OF ENGAGEMENT

30. THE DALE CARNEGIE MODEL OF ENGAGEMENT

31. IME MODEL OF ENGAGEMENT

32. IDEAL MODEL OF ENAGEMENT – FRAME WORK

33. GALLUP MODEL OF ENGAGEMENT
12 Factors in Employee Engagement

34. GALLUP STUDY – IMPORTANCE OF ENGAGEMENT
What the best organization do differently
1. Strategy
2. Accountability & Performance
3. Communication
4. Development
Identify the strengths – The right fit – Great manager- Engaged Employees –
Engaged Customers- Sustainable Growth – Real Profit Increases – Stock
Increases

35. GALLUP Q-12
The Gallup Q12 is a survey designed to measure employee engagement.
Researcher found that there were 12 key expectations, that when satisfied
forms the foundation of strong feelings of engagement.
The engagement index slots people into three categories:
1. Engaged – Employee work with passion & feel a profound connection to
their company. They drive innovation and move the organization forward.
2. Not Engaged- Employees are essentially checked out. They are sleep waling
through their workday. They are putting time but not enough energy or
passion into their work
3. Actively disengaged- Employees aren’t just unhappy at work, they’re busy
acting out their unhappiness. Every day, these employees undermine what
their engaged co- fellow accomplish.

36. MEASURING EMPLOYEE ENGAGEMENT
• Listen
• Measure Current level of employee engagement
• Know the degree of employee Engagement

37. MEASURING ENGAGEMENT HEWITT METHODOLOGY
On a scale of 6 from Strongly disagree to Strongly agree scale on to following
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

38. MEASURING ENGAGEMENT GALLUP METHODOLOGY
Level 4: How can we all grow?
Level 3: Do I belong here?
Level 2 : What do I give?
Level 1 : what do I get?

39. SELF REFLECTION
Think about your colleagues, teams & departments- Are they
1. Routinely going the extra mile?
2. Learning new skills?
3. Helping your organization to meet its goal?
4. Understand the role they play in the organization success?
5. Feeling adequately appreciated & rewarded?
6. Believing leaders have a sincere interest in their well being ?

40. METHODS OF ENGAGING EMPLOYEE ENTRY TO EXIT
Employee Engagement Approaches for New Employees
• The right person at the right position and giving them a realistic job preview
• Strong Induction and Orientation program
• Rigorous training & development from Technical to Soft skills to leadership
development programs
• Regular technical/soft skills up dates
• Certification programs to drive people towards excellent performance
Employees Engagement approaches for all employees
• Communication activities
• Rewards scheme /Team Building activities
• Leadership development activities
• Building organization culture

41. METHODS OF ENGAGING EMPLOYEE ENTRY TO EXIT
Communication Activities
• Communication forums to provide regular feed back to all employees,
including team meetings & conferences
• In house Magazines
• On line communication, updates on Corporate Goals & directions
• Employees surveys, Seeking employees opinions
Rewards Schemes
• Compensation & benefits programs
• Stock options & profits sharing
• Idea collection scheme linked to rewards for idea generation
• Long Services and Good Performance

42. METHODS OF ENGAGING EMPLOYEE ENTRY TO EXIT
Activities to develop the culture of the organization
• Clear & humane HR policies
• Pro-Social corporate objections & CSR
• Equal Opportunities policies & practices
• Maintain Quality of life/Work life balance/Well being
• Safe, Clear & inspiring work environment
Team Building Activities
• Team Recreational activities
• Social activities, Such as family gathering/outings
• Community outreach activities such as Volunteering & fund raising

43. METHODS OF ENGAGING EMPLOYEES ENTRY TO EXIT
Leadership Development Activities
• Effective Leadership
• Effective Performance Management
• Fair Evaluation of Performance
• Employees through Effective delegation
• Coaching & mentoring activities to give honest feedback by
supervisor/peers
• An open & transparent culture to empower people & develop
Entrepreneurs

44. MANAGER ROLE IN DRIVING ENGAGEMENT
• Plays a critical role in internal branding
• Must communicate clear goals
• Select right talent, look into past work history & achievement level
• Must be committed & must think through
• Identify the Gaps in skills & must develop/Coach people
• Step ahead in knowing their people than HR
• What they can do every day to build & sustain employee engagement
• Make new Joiners feel valued by personal touch to help smoothly merge in teams
• Conduct Regular reviews.
• Use ‘oh yes’ attitude & council ‘oh no’ attitude

45. HOW MANAGER CAN DRIVE ENGAGEMENT
Recruit & select the right talent for right position
1. Candidate relevant work history, should brainstorm to gauge the facts
2. Candidate relevant experience should match with the current level of
position
3. Should review the past achievement level and match it with current
requirement
4. Should gauge the candidate willingness & flexibility to merge with the
culture
5. Pick positive attitude candidate during hiring as the new hires today will
become team members for next new hires.

46. HOW MANAGER CAN DRIVE ENGAGEMENT
Coaching
• Coaching is a communication process that develops awareness, personal
accountability & trust. It facilitates individuals & teams learning &
performance and create meaning experience in work place.
Two primary skills of coaching process
1. Listening: The coach listens attentively & openly to employees concern &
feedback
2. Questioning: Rather than giving advise or telling employees what to do the
coach asks a range of questions that get at the core of the issue. Through
the questions process, employees identify their own conclusion & develop
solutions based on the answer they give
If you have supper start in Negative mind set, council them for better results.

47. HOW MANAGER CAN DRIVE ENGAGEMENT
Communicate clear objectives:
• When managers get his KRA/Balance Score care, he can follow two
approaches
• Devise his own plan & distribute tasks accordingly
• Manager can communicate the years objectives to his team, ask for their
suggestion & feedback & then work with them to formulate a strategy &
delegate responsibility
• In the first approach, Manager tell employees what to do in the second
approach managers coach employees to develop optimal solutions and are
almost surprised at the results
• When employees are more involved in the goal setting process and have a
say in how they will contribute, they typical exhibit greater creativity and
are willing to be more accountable for achieving the results

48. HOW MANAGER CAN DRIVE ENGAGEMENT
Team Development Initiatives:
• With the work reviews, Managers should identify the strengths &
weakness of their team members and initiate development activities like;
• Recommend for project specific training
• Guidance for technical certification which adds to individual & project
success.
• Nominate for soft skill training programs
• Motivate to participate in the employee engagement initiatives and
knowledge initiatives
• Fare distribution of work load & ensuring work life balance
• Support & encourage team members to share their point of opinion

49. HOW MANAGER CAN DRIVE ENGAGEMENT
Pygmalion effect:
• Managers behavior modulates the team performance- what you believe
about your people is what they will turn to be
• Pygmalion affect enables people to excel in responses to the manager’s
message that they are cable of success and expected to succeed.
• Can you imagine how performance will improve if your Manager
communicate positive thoughts about people to people? If the manager
actually believes that every member has the ability to make a positive
contribution at work, the impact is visible across & the performance goes
quantum leap forward.

50. TOP TEN GLOBAL ENGAGEMENT DRIVERS
• Senior Management’s sincere interest in employee well being.
• The opportunity an employee has to improve skills
• The organization's reputation for social responsibility
• Opportunity to provide input to decisions making
• An organization ability to quickly resolve customer concerns
• Employee’s readiness to set high personal standards
• Excellent career advancement opportunities
• Employee interest in challenging work
• Employee relations with his/her supervisor
• Organization encouragement of innovative thinking

51. ROLE OF TOP MANAGEMENT
Know your employees
The more you care, the more will they
Meaningful work – the work itself motivates
Develop Commitment
Manage expectations – the Expectancy Manager
Challenging but achievable goals
Build Willpower
Practice: Transparency/Be the Role Model/Create High Performing
team/Fast track Development program for stars

52. ENGAGEMENT PRACTICES OF SOME OF THE BEST
GLOBAL COMPANIES

53. GOOGLE - 20% TIME
From their very early days, the founders of Google have encouraged Google
engineers to spend 20% of their time at work on anything that they are
really passionate about.
It is one way in which innovation beyond regular work is encouraged and
the passion present in highly spirited and talented employees is fuelled.
20% TIME - GIVING PEOPLE THE FREEDOM TO INNOVATE.
Out of this '20% time' have emerged some of Google's great offerings like
Gmail, Orkut, Google Finance, etc.

54. MICROSOFT - ENCOURAGING INNOVATION ANYTIME,
ANYWHERE
Microsoft encourages its employees to recognize that good ideas can come from
anywhere. It isn’t about level, role, tenure or title.
One of the ways Microsoft fosters innovation and the creation of good ideas is through
campus workplace design. From the moment you step onto the Microsoft campus, you
see how great ideas spark in common spaces where people meet to brainstorm and
collaborate inside and outside of buildings.
A variety of meeting spaces with the latest technology fosters diversity of thought. And
while the training and development resources at Microsoft are endless, most people
learn on the job – from the smart, curious people they sit next to every day.
After work, many head to Microsoft’s 24-hour idea factory, The Garage, where they
explore wild ideas in a space filled with peers who cheer them on and encourage their
dreams.

55. CISCO - APPRECIATING CO-WORKERS WITH THE CLICK OF A
BUTTON
Cisco launched an innovative recognition program enterprise-wide called
Connected Recognition. This program provides a fast, easy, and fun way for
employees to recognize coworkers for exhibiting Cisco’s values.
Connected Recognition empowers all employees, not just managers, to
actively contribute to Cisco’s “Culture of Recognition”. It creates positive
interactions and connections among employees and removes the usual time
delay between the achievement and recognition by making recognition easy
and immediate.
Anyone can nominate an employee for an award, if he or she believes the
person has gone above and beyond in demonstrating the company's values or
has made outstanding contributions to the success of Cisco.

56. HYATT - ROLLING OUT THE RED CARPET TO SAY "THANK
YOU!”
Each June, Hyatt locations around the world participate in Celebrating
“Our People”, a week-long event that recognizes the company’s most
important asset – their people – and their tremendous dedication to
caring for Hyatt’s guests.
During Celebrating Our People week, hotel managers go above and
beyond to thank their staff in quirky and unexpected ways. Many times,
managers will reverse the associate-serving-guest dynamic and let their
people experience Hyatt hospitality.
For example, managers might valet associates’ cars when they arrive for
work in the morning, set up a car wash in the associate parking lot and
wash all the cars, serve the food in the associate restaurant or cook a
meal at a special banquet during the week.

57. INTEL TECHNOLOGY - COLLEGE ENGAGEMENT
STRATEGY
Intel understands that the Gen Y needs a stronger and better reason than
just the brand to come and join.
Hence this strategy aims at moving from "Intel Inside" to "Inside Intel" i.e.
giving the college students a view of life and work at Intel.
Intel interacts with colleges on a regular basis by mode of quarterly
newsletters that provide information to the students, faculty and college
authorities of the major events; growth plans of Intel India; details of the
kind of work done in Intel India.

58. EMC - GIVING BACK IN WAYS BIG AND SMALL
EMC launched an overall initiative called EMC Gives Back. It brought
philanthropy to a new level and involved every EMC employee by injecting
new life into its volunteer service programs.
EMC lets its employees determine how to allocate charitable donations. The
donations are in the form of paid volunteer time –every EMC employee has
three days (24 hours) per year to give back freely to the causes they care
about the most.
Employees can take a break from their work, either on their own or with
others, to make a difference in thousands of ways. Many teams commit to
spending time together to volunteer and connect with their communities.

59. NET APP’S - COMING TOGETHER TO ACCELERATE CHANGE
Net App’s Guiding Coalition (GC) is a grassroots, employee-based initiative that brings
together a diverse team passionate about accelerating change.
GC team members contribute a significant amount of time, energy, passion, and
leadership beyond their normal work responsibilities. They are employees who
intentionally take on this role in addition to their day jobs, and volunteer, regardless of
job-level, to take the opportunity to speak out, lead, and provide feedback.
The GC helps to speed the sharing of ideas and brings different perspectives together
to improve a common cause.
Everyone who joins the GC leaves behind their titles and steps outside of the normal
corporate hierarchy.
As a change advocate, each team member is empowered to identify, brainstorm, and
tackle opportunities throughout the company.