Employee engagement

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Employee Engagement Dr A Jagan Mohan Reddy Institute of Public Enterprise

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Page 1: Employee engagement

Employee Engagement

Dr A Jagan Mohan Reddy

Institute of Public Enterprise

Page 2: Employee engagement

What is Employee Engagement ?

“A combination of commitment to organization and its values and a willingness to help out colleagues”

Commitment, co-operate and contribute.

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What Else ? ?What Else ? ?

Beyond Job Satisfaction [not simply motivation]

Something Employees has to offer

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Why Employee Engagement ?

When Employers deliver on their commitments-positive psychological contract

Employees have choices and can decide on the level of engagement.

Engaged Employees help in promoting brand-help in attracting and retaining employees e.g., South West Airlines

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How to Build Engaged Workforce?

Measure Employee Attitudes-Barclays Good People Management and Development

Policies-Active Support of Manager[Gallup] Aligning People Management Strategies with

Business [SWAL] Make them see the big picture i.e., how their

work contributes e.g., Machilipatnam DM-Driver behavior

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Tips to Ensure Employee Engagement Inform, involve and inspire to make them perspire Care them beyond imagination. Story: waves

clearing the foot prints of crab;kalam and scientist-marriage anniversary

Taking Responsibility-Satellite Launching :kalam and Dhavan

Find time for your employees e.g. Muthuraman vs Davar

Never Make Statements which you cant keep up Remember always-Things are to be used and

people are to be loved .Story: car scratch wrench

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For Accelerating Performance

P: provide positive work environment R: recognize and reward: live for two months

on a good compliment-Mark Twain I :involve/ improve employee engagement D: develop skills and potential of workforce E:evaluate and make continuous


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Give 100%in relationship. Story-boy keeps 1 good marble in exchange for sweets to his girl friend.

Pygmalion [content, communicate and connect] and Galatea effect .

Consult sub-ordinates,e.g.,Drutarashtra summoning royal council after pandavas return [Stephen Covey-loyalty, commitment]

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Train Competent Subordinates-Arjuna-Abhimanyu in mothers womb,chakravyuh-can enter not break

Never Initiate Unhealthy Practices-Backlash of killing Abkimanyu from behind-Bheema breaking Duryodhan’s thighbone

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Build a Trust Culture-very, very important.

Capability Trust-drawing people to make decisions and involve

Contractual trust-keeping agreements and managing expectations

Communication trust-sharing information, providing constructive feedback and speaking with good purpose about people

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Build a loyal team-take pulse, create great jobs [variety, fair balancing efforts with rewards] and create great carriers

Rebalance the Blame Culture-FGM Sanctioning on Tissue paper

Acknowledge Individuals-specific and personal thanks goes a long way-Indira Nooyi

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“a manager who is quick to apportion blame for mistakes is highly corrosive”

-Jo Owen

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Put employees in to the big picture and be realistic about what you can offer

Be nice to your staff Become an Arm for your colleagues to lean-

important part in the body-Story

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“Employees Subjected to Rudeness at Workplace are much more likely to make

mistakes” - The British Medical Journal

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What is in it for me [WIFM]-encourage people to want

to come to work and provide reason do so ?

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HKC model

To engage with each other-

Haldi-make secure-joke

kumkum-add positive energy-complement

chaval-main conversation

HKC establishes the human connection generates energy where people are happy exchange ideas thoughts and opinions.the results of a meeting initiated with HKC are always positive

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The only thing that separates winners from losers is the quality ,the training the

commitment and the empowerment of workforce

Encourage, Empathize, Energize, Enthuse and


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People may forget what you said, may forget what you gave but they will never forget

How you made them feel

Story: hungry-asks for water-instead milk is served-becomes a doctor-bill full settled-Glass of milk.

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Implications for Manager’s Inter-personal relationships-effective and

efficient response Communicating Effectively Building the team-opportunity to feed views Creating environment where people

experience positive morale and recognition Keeping informed about what is going on

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Need to see that Manages are Engaged-authenticity.e.g.,CEO taking voluntary cut

Fair and just management processes to deal with problems.i.e., FedEx

Respecting the Employees as individuals and treating them as adults-what do you say

Anyone can be a leader and make a difference.e.g,Oseola McCarty-Washerwoman donating to Univ.of Mississipi:Motorcycle champion Joey Dunlop-Compassion for starving etc

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Lead by example and recognize when other’s do

Helping People grow and develop Engagement Events must include employee

families .e.g,Nooyi Ponder for an employee’s excessive need for

attention.e.g., Duryodhan-insecurity Need to make work personal-gathering


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The measure of a leader so often is not what he or she

does when things are simple, it is what that leader does when

times are tough

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Four Reasons People will Follow you.

Be a Humane personAttending to their

needs-physio/psycho/emotional and spiritual

Tough Empathy – not less < best Uniqueness-good example

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Dr A Jagan Mohan Reddy

Institute of Public Enterprise