1. Employee Engagement
Presented By:
Rahul Ranjan

2. Definition
 Employee Engagement also known as worker engagement, is a business
management concept.
 Employee Engagement is a measurable degree of an employee's positive
or negative emotional attachment to their job, colleagues and
organization that profoundly influences their willingness to learn and
perform is at work.
 Employee engagement is derived from studies of morale or a group's
willingness to accomplish organizational objectives which began in the
1920s.

3. EmployeeSatisfaction vs. Employee
Engagement
 Employee engagement is not the same as employee satisfaction.
 Satisfied employees are merely happy or content with their jobs and the
status quo. For some, this might involve doing as little work as possible.
 Engaged employees are motivated to do more than the bare minimum
needed in order to keep their jobs.
 Employee satisfaction…
– only deals with how happy or content employees are.
– covers the basic concerns and needs of employees.
– does not address employees’ level of motivation or involvement.

4. Importance
 It is essential that every person understands and commits to your business
strategy—as stated in your brand, vision, mission or values—for your
organization to be successful in the marketplace.
 Employees must know specifically what they can do on their individual
jobs each and every day to truly make a measurable difference in bottom
line results.
 Engagement must be based on strong diagnostics and executed with a
focused, creative strategy designed to prove the impact on business
results.
 Employee engagement is a part of employee retention.

5. Engagement Level by Regions 2011 vs.
2012
33%
30%
37%
17%
36%
40%
31%
42%
22%
37%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
NA EU INDIA CHINA
2011
2012

6. Intent to Say-Global Responses
81%
63%
36% 27%
23%
17%
33%
46% 36%
46%
2% 5%
17% 9%
32%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Noway
Probably
Yes, Definitely

7. Engagement Level by Tenure with Co.
32% 33% 38% 42%
24% 24%
24%
25%
11% 13% 11%
10%14%
12% 11%
10%
18% 16% 16% 12%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Less an 1 Yr.t 1-3 yrs. 4-7 yrs. More than 7
Yrs
Disengaged
Honeymooner
Crash & Burner
Almost Engaged
Engaged

8. The 10Cs of employee engagement
 Connect
 Career
 Clarity
 Convey
 Congratulate
 Contribute
 Control
 Collaborate
 Credibility
 Confidence

9. Connect
 Managers should connect with employees.
 If relationship with their managers, is fractured, then no amount of perks
will persuade employees to perform at top levels.
 Employee engagement is a direct reflection of how employees feel about
their relationship with the boss.

10. Career
 Leaders should provide challenging and meaningful work with
opportunities for career advancement.
 Organizations must provide job rotation for their top talent and assign
stretch goals.
 Are people accountable for progress?
 Are jobs enriched in duties and responsibilities?
 Good leaders challenge employees; but at the same time, they instill the
confidence that the challenges can be met.

11. Clarity
 Leaders must communicate a clear vision.
 People want to understand the vision that senior leadership has for the
organization, and the goals that leaders or departmental heads have for
the division, unit, or team.
 Success in life and organizations depends critically on how clear
individuals are about their goals and what they really want to achieve.

12. Convey
 Leaders must clarify their expectations about employees and provide
feedback on their functioning in the organization.
 Good leaders establish processes and procedures that help people master
important tasks and facilitate goal achievement.
 They also provide feedback.

13. Congratulate
 Employees often receive immediate feedback when their performance is
poor, or below expectations.
 But praise and recognition for strong performance is much less common.

14. Contribute
 People want to know that their input matters and that they are
contributing to the organization’s success in a meaningful way.
 Employees’ understanding of the connection between their work and the
strategic objectives of the company has a positive impact on job
performance.
 Good leaders help people see and feel how they are contributing to the
organization’s success and future.

15. Collaborate
 Studies show that, when employees work in teams and have the trust and
cooperation of their team members, they outperform individuals and
teams which lack good relationships.
 Great leaders are team builders.
 They create an environment that fosters trust and collaboration.

16. Credibility
 Leaders should strive to maintain a company’s reputation and
demonstrate high ethical standards.
 People want to be proud of their jobs, their performance, and their
organization.
 That is not possible in an unethical organization.

17. Control
 Employees value control over the flow and pace of their jobs
 Leaders can create opportunities for employees to exercise this control.
 Leaders must consult with their employees with regard to their needs.
 Key questions are :
– Do leaders involve employees in decision-making, particularly when
employees will be directly affected by the decision?
– Do employees have a say in setting goals or milestones that are
deemed important?
– Are employees able to voice their ideas?
 Good leaders help create confidence in a company by being role models
for high ethical and performance standards

18. Drivers & Outcome

19. Advantages
 They will perform better and are more motivated.
 There is a significant link between employee engagement and profitability.
 Engaged employees will stay with the company, be an advocate of the
company and its products and services, and contribute to bottom line
business success.
 Creates a sense of loyalty in a competitive environment.
 Provides a high energy working environment.
 Engaged employees serve as a brand ambassador of the organization.

20. Key Ingredients
 Nature of work
Is the nature of the work, mentally stimulating day-to-day?
 Support
Does the employee feel supported by his line manager and colleagues?
 Recognition
Does the employee feel that his efforts are recognized and valued?

21. Conclusion
 Leaders should actively try to identify the level of engagement in their
organization, find the reasons behind the lack of full engagement, strive to
eliminate those reasons, and implement behavioral strategies that will
facilitate full engagement.
 This efforts should be ongoing.
 Employee engagement is hard to achieve but if sustained, it gives an
unmatched competitive advantage.