Employee Engagement Index_GCM

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Employee Engagement Index


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Employee Engagement Index:

Employee Engagement Index Dr. G C Mohanta, BE(Mech), MSc(Engg), MBA, PhD(Mgt) Professor Al-Qurmoshi Institute of Business Management, Hyderabad - 500005

Employee Engagement :

Employee Engagement Employee engagement can be defined as “the extent to which people enjoy and believe in what they do and feel valued for doing it” Employee engagement is the involvement & level of commitment employees have towards the company they are working in A fully engaged employee is intellectually and emotionally bound with the organization gives 100 percent Feels passionately about its goals and is committed to live by its values.

Employee Engagement (Contd.):

Employee Engagement (Contd.) Employee Engagement exists when the employee feels: Physically Intellectually Emotionally … attached to their work Work life – work and personal well being The extent that an employee is psychologically present in an organizational role. Values, match, and fit.

Engaged Employees:

Engaged Employees 30% (Engaged) 54% (Not Engaged) 16% (Actively disengaged)

Slide 5:

S tage 1 S tage 2 S tage 3 Glad to come to work each day and do the job Happy to be doing the job at this company Motivated to go above and beyond the call of duty for this company EMPLOYEE SATISFACTION EMPLOYEE ENGAGEMENT Work Experiences Supervision Working Relationships Training and development Working conditions Organisational Functioning Strategic direction Leadership Company image Communication Customer focus Difference Between Satisfaction and Engagement

Drivers of Employee Engagement:

Drivers of Employee Engagement Leadership Vision, Values & Business Principles Decision-making & Accountability Talent-Management & Personal Development Empowerment & Innovation Communication Customer focus Competitiveness Resources Cooperation Work-Life Balance Rewards Managing People & Performance

Drivers of Employee Engagement (Contd.):

Drivers of Employee Engagement (Contd.) 1 - Leadership: The way Leadership is perceived, whether they are effective leaders, how effectively they communicate and the degree to which they are seen to show empathy. 2 - Vision, Values & Business Principles: The clarity of Senior Management’s Vision, the consistency of actions with the Business Principles, fairness of management towards employees and the organisation’s reputation and social responsibility. 3 - Decision-making & Accountability: T he way people perceive decision-making to take place and the level of accountability as they experience it in their environment.

Drivers of Employee Engagement (Contd.):

Drivers of Employee Engagement (Contd.) 4 - Talent-Management & Personal Development: Training, personal development/growth and career advancement opportunities, as well as perceptions of company’s ability to recruit, develop and retain talent. 5 - Empowerment & Innovation: People’s perceived involvement in decisions and the climate of openness, trust and challenge that exists. 6 - Communication: The availability of information, knowledge of department/BU objectives and company’s values and business principles, the quality of top-down communications.

Drivers of Employee Engagement (Contd.):

Drivers of Employee Engagement (Contd.) 7 - Customer focus: The importance given to the servicing of internal and external customers, as well as the flexibility and information given to the employee to be able to do so. 8 - Competitiveness: The perceived quality of products and services, innovation, professionalism and speed of response to the market, when compared to competitors, and its perceived external image amongst peers. 9 - Resources: Measures to what degree people feel they have access to the resources they need, such as working environment, computer systems and applications, information to do their job.

Drivers of Employee Engagement (Contd.):

Drivers of Employee Engagement (Contd.) 10 - Cooperation: Cooperation at the department, BU and company level, as well as knowledge sharing within and between BU’s. 11- Work-Life Balance: The pressure as experienced in the job, as well as a suitable work-life balance. 12 - Rewards: The fairness of pay compared to other staff and to similar organisations , whether benefits meets one’s needs, matching pay to performance.

Drivers of Employee Engagement (Contd.):

Drivers of Employee Engagement (Contd.) 13 - Managing People & Performance: manager’s ability to communicate, strengthen teamwork, provide good feedback on performance and coach, as well as local level leadership style.

Things Important for Employee Engagement:

Things Important for Employee Engagement Knowing what’s Expected Having the Right Materials & Equipment Opportunity to Do What One Does Best Recognition & Praise Caring for One as a Person Encouraging Development

Things Important for Employee Engagement (Contd.):

Things Important for Employee Engagement (Contd.) One’s opinion Counts Connection with Mission of Organization Co-workers Committed to Quality Work One has a Best Friend at Work Someone Has talked with One About One’s Progress Opportunities to Learn and Grow

Employee Engagement Factors :

Employee Engagement Factors Weakest Factor : Decision Making Speed And Work Life Balance

Slide 15:

Employee Engagement Index is the average of the three scales: Organisational Commitment Job Satisfaction Intention To Stay Employee Engagement Index Employee Engagement Index Job Satisfaction Intention To Stay Organisational Commitment

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