A

PROJECT REPORT

ON

“EMPLOYEE ENGAGEMENT SURVEY”

FOR

CHAMBAL FERTILISERS AND CHEMICALS LTD.

SUBMITTED BY

ARPITA AGARWAL

UNDER THE GUIDANCE OF

"Dr. SHARAD JOSHI"

SUBMITTED TO

UNIVERSITY OF PUNE

IN PARTIAL FULFILLMENT OF

2 YEARS FULL TIME COURSE

MASTERS IN BUSINESS ADMINISTRATION (M.B.A.)

BRACT’s

VISHWAKARMA INSTITUTE OF MANAGEMENT

KONDHAWA

PUNE- 411048

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. Sharad Joshi, Vishwakarma Institute of Management, Pune University for his constant and

sagacious guidance during the course of this investigation. Without her 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. Ravi Jethani, Miss Rinku Chellany, and Mr. Rakesh

Yadav 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 there 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.

( Arpita Agarwal)

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Miss. Netra Mujumdar is a bonafide student of our institute. She has

successfully carried out her summer project on “JOB SATISFACTION AND EMPLOYEE

EVALUATION” at TULIP GROUP OF COMPANIES PVT.LTD. This is the original study of

Miss. Netra Mujumdar & important sources of data used by her have been acknowledged in this

report.

The report is submitted in partial fulfillment of two years full time course on Master of Personnel

Management (M.P.M) 2006-2008 as per the rules.

Dr. Vandana Gote Dr. Sharad Joshi

(Project Guide) (Director)

TITTLE INDEX

S. NO. TOPIC PAGE NO.

1. Executive Summary 1-5

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

LIST OF TABLES AND CHARTS

Sr.

No.

Table

No.

Table/ Chart Page No.

1 2.1 Gadepan Plant Production & Incorporation 9

2 2.2 List of Products & Services 11

3 2.3 Organisation Structure 12

4 2.4 Management Hierarchy 13

5 2.5 CFCL Performance at glance 13

6 2.6 Awards & Accolades 14

7 4.1 Sample Size & Techniques 21

8 5.1 Measuring the impact of employee engagement 38

9 6.1 Level of Employee Engagement 40

10 6.2 Level of Employee Engagement by tenure of

working in an Organisation

11 6.3 Job Satisfaction Level 41

12 6.4 Change in Engagement level by Age 42

13 6.5 Change in Engagement 43-45

14 6.6 Key Drivers of Employee Engagement 46-47

15 6.7 Factors that need change 50

8.1 Culture of Employee Engagement

________________________________________

CHAPTER -1

EXECUTIVE SUMMARY

________________________________________

EXECUTIVE SUMMARY

For any research assignment, a proper planning is required and the same holds true in case of

present study. This project is titled as Employee Engagement Survey. The reasons behind

choosing this project are that: Now a day Employee Engagement plays an important role in the

organization. It contributes to good working environment where people are productive, ethical

and accountable.

Most organisations today realise that a ‘satisfied’ employee is not necessarily the ‘best’

employee in terms of loyalty and productivity. It is only an ‘engaged employee’ who is

intellectually and emotionally bound with the organisation, feels passionate 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, which 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 organisation.

The idea behind conducting Employee Engagement Survey was that organisation 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,

Designing 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.

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 organisation CFCL.

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 co-

workers 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 feedback 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 organisation to gain long term

competitiveness. And the last group about the organisation, If he is proud of the organisation at

which he is working, means the goals of employee and organisation are aligned with, If he see

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 organisation for Nearly Engaged Employees

w.r.t. Employee Engagement.

The survey concludes that 82.50% of the employees lie in the nearly engaged category;

the key drivers, which have major impact on decreasing Employee Engagement are listed as-

‘Career Advancement Opportunities, Recognition, Training & Development, Organizational

Commitment, Innovation, Work-Life Balance’. And the Key drivers rated Quite High is

‘Decision Making’, whereas Key Drivers which are Well Looked After are ‘Co-Workers and

Leadership’, also ‘Pride to be in organisation and Communication’ needs some Improvement.

The factor that needs most change is “Career Advancement Opportunity”; then the

“Compensation & Benefits” factor in Chambal Fertilisers & Chemicals Ltd.

To improve on these areas Model of Culture of Employee Engagement should be implemented

effectively in the organisation 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. CFCL has a long way to go with

respect to Employee Recognition programs.

To increase Organizational Commitment, Engagement should be examined from 3 perspectives

like Alignment of goals, Accountability and Personal Commitment.

Lastly, Ensure Clarity of Organizational Imperatives at Every Level and Talent management to

increase the level of Employee Engagement

_______________________________________

CHAPTER -2

COMPANY PROFILE

________________________________________

COMPANY PROFILE

The Company was promoted by M/s Zuari Agro Chemicals Limited, Goa a flagship company of

K.K.Birla Group on 7th May’ 1985 as M/s Aravali Fertilisers & Chemicals Limited and was

shifted to the present location at Gadepan on 12th January 1989 and re-named as “Chambal

Fertilisers and Chemicals Limited”. CFCL operates two hi-tech fertiliser plants- Gadepan I and

Gadepan II. It is the largest Fertiliser Complex in the private sector in India. The two fertiliser

plants have a total installed capacity of 19 million tones of urea per annum.

2.1 Gadepan Plant Production & Incorporation:

Plant Capacity

MTPD

Process Licensor

Ammonia Plant-I 1520 Haldor Topsoe, Denmark

Ammonia Plant-II 1520 Kellogg Brown Root, USA

Urea Plants-I 2 X 1310 Snamprogetti, Italy

Urea Plants-II 2 X 1310 Tec: Aces, Japan

CO2 Removal Plant-I - Giamarco Vatrocoke, Italy

CO2 Removal Plant –II - Low Heat Benfield- UOP, USA

Chambal Fertilisers and Chemicals Limited caters to the Northern and Western regions of India

and supplies urea to nine states. The company markets urea under the brand name ‘Uttam Veer’.

With ten regional. Chambal has a 1,000-strong dealer network and 14,000 village level outlets to

assist distribution. Besides urea, other agri-inputs as other fertilisers, plant protection chemicals,

seeds and bio-fertilisers are being made available to the farmers under the ‘single window’

concept. Chambal's website uttamkrishi.com, a website dedicated to the Indian farmer, has been

launched by Chambal. It is both area and crop specific and is an endeavor to help improve farm

productivity by providing online information on various agricultural practices.

CHAMBAL’S VISION

“To build businesses we can globally excel in, by unshackling people’s creative potential and

nurturing strategic alliances.”

HR MISSION

“To attract, recruit, select, induct and develop, and retain quality human resources with a view to

realize the potential, add value to the business and achieve organizational objectives in an

effective way. “

CORE VALUES – CHAMBAL CREDO

• Transparency and Openness: - We encourage open and transparent Communication.

• Passion for Excellence: - We believe in passionately pursuing excellence in whatever we

do.

• Care and Respect: - We treasure our people and treat them with dignity and respect.

• Entrepreneurship with Accountability: - We believe in certain business builders

through unshackling creative potential and making them accountable for fruition of their

ideas and actions.

• Collaboration: - We believe in growth through capitalizing on possible synergies with

all business associates.

• Customer Focus: - We believe that our customers are our partners in success and we

serve them with innovative and responsive solutions to their needs.

• Corporate Citizenship: - We are committed to our community in ethical and socially

responsible manner.

2.2 List of Products and Services:-

FERTILISER WEEDICIDE

Uttam Veer Urea

Uttam DAP

Single Super Phosphate

Uttam MOP

Butaveer/ Butachloraddha Aniloveer

30 EC/ Anilophos

Isoveer/ Isoproturon

Veerkill 2-4-K/ 80 WP/

Metrogen 70 WP/ Metaveer

FUNGICIDE BIOFERTILISERS SEEDS

Veer-AM-45/ Mankojabandh

‘Ever fresh’ frozen vegetables

INSECTICIDE

Umonoveer/ Monochotophos

Endoveer/ Endosulphan/ Quenoveer

Quenosulphas/ Chlorveer/ Fenveer

Chlorpyrophos/ Cyperveer/

Cypermethrin

Fenvelret/ Sveer/ Siphate/ Veermit

Ithion/ Trizoveer/ Trizophos/

Veertop

Cartop/ Imidaveer/ Imidachloprid

Proveer 50 EC/ Prophanophos

Veerphos/ Phorate 10 G/ Paraveer28

Mithylparathion

2.3 ORGANISATION STRUCTURE

Mr. H.S. Bawa Vice Chairman

Mr. Anil Kapoor Managing Director

Mr. S.K. Patra VP - Marketing

Mr. Vinod Mehra VP - Operations

Mr. Alok Dayal VP - Corp. HR

GM-Treasury (Delhi)

GM-F&A (Delhi)

GM-F&A (Gadepan)

GM-Internal Audit

GM-L&S

GM-Sales

GM-Corp Communication

GM-M&D&AI

GM-Production

GM-Maintenance

GM-Technical

GM-Materials

GM-HR GM-S&D

Mr. A. Baijal VP - Corp. Finance

2.4 MANAGEMNENT HIERARCHY

The management positions in the hierarchy are as under:

Grade Designation Years of Experience

MO1 General Managers 18-22

MO2 Dy. General Managers 15-18

MO3 Sr. Managers 12-15

MO4 Managers 9-12

MO5 Assistant Managers 6-9

MO6 Sr. Officers 4-6

MO7 Officers 1-3

2.5 CFCL PERFORMANCE AT A GLANCE

2004-05 2005-06 2006-07

TURNOVER 2679 2741 2591

GROSS PROFIT 368 400 386

NET PROFIT 221 203 151

(Rs. in Crores rounded off to the next decimal points)

2.6 AWARDS & ACCOLADES

2006: Golden peacock award

2005: Five star safety

2005: OHASA 18001:1999

2005: Greentech Environment Excellence Award

2005: Global Corporate Excellence Award

2005: Golden Peacock Environment Management Award

2004: Environmental Protection Award in 2003-04

2003: Best Overall Performance Award in 2002-03

2003: Best Technical Innovation Award in 2001-02

2002: Golden Customer 2001-2002

.

______________________________________

CHAPTER – 3

OBJECTIVE &

SCOPE OF THE PROJECT ________________________________________

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 organisation 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 help to

keep employees engaged i.e. highly rated factors.

Further, determine the effect of following sub-groups (Job, Co-workers, Supervisors,

Department, and Organisation) 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 Chambal fertilisers and Chemicals Ltd.

Situated in New Delhi. The sample size limits itself to 40 respondents.

________________________________________

CHAPTER – 4

RESEARCH METHODOLOGY ________________________________________

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 CFCL situated in New Delhi

and the sample size is 40 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

administering 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 Chambal Fertilisers

and Chemicals Ltd. have been selected because of easy availability of respondents. For this

purpose the sample size of 40 respondents have been taken.

Table 4.1 SAMPLE SIZE AND TECHNIQUES

Data source Primary

Research approaches Survey

Research instrument Questionnaire

Sampling Judgemental-cum-convenience

Sample size 40 employees

Contact method Personal

Sampling unit Employees

Area covered CFCL

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 SCORES

Actively Disengaged 30-60

Not Engaged 61-90

Nearly Engaged 91-135

Actively Engaged 136-150

The basis of category is calculated on the median and further dividing in a ratio of 70:30.

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 Rating

65-100 X Rated High

50-65 Y Scope of some Improvement

Less then 50 Z 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,

Organisation. It includes 30 questions related to key drivers of 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.

________________________________________

CHAPTER – 5

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 organisation and its values. An engaged employee works with colleagues

to improve performance within the job for the benefit of the organisation. The organisation must

work to develop and nurture engagement, which requires a two-way relationship between

employer and employee.

EMPLOYEE ENGAGEMENT IS A PARTNERSHIP BETWEEN A COMP ANY 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

terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is intellectually

and emotionally bound with the organization who feels passionate 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 organisation. It is about creating the passion

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 surpass 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 accountability, 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 feedback to ensure that they are on track and being held accountable for their

progress. Finally, employees want to work in an environment that is efficient in terms 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 support 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 organisation is like to work in. More positive appraisals of important

workplace features like leadership, communication, job design, supervision, and support

contribute to more a favourable summary belief that they work for a great organisation. It is this

summary belief or underlying cognition that affects people attitudinal responses to the

organisation, or the second component of the

of 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

organisation in a favourable manner (e.g., the organisation has good communication processes,

positive leadership, provides rewarding jobs, etc.) then they respond affectively with greater job

satisfaction and emotional attachment (commitment) to the organisation.

The third component of the employee engagement refers to the behaviours that employees

display when cognitively and emotionally engaged with the organisation. The behavioural 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 organisation 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 organisational commitment), and acting (going the extra mile to help the

organisation 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 passion – 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 passion 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 Nearly Actively Disengaged Engaged Engaged Bored and frustrated at work

Often feel underutilized

Do as you are told Do your very best

Negative or sarcastic attitude about work

Spend time at work taking care of personal needs

Do strictly what’s required

Constantly learning and taking calculated risks

Critical of leaders or peers

Pay is a big reason why stay

Stick to what you know and take few risks

Feel stretched beyond comfort zone

Look for ways to find blame

Do just enough to get by and not get in trouble

See many barriers to better results outside of personal control

Take personal satisfaction in the quality of work

Speak Poorly about the company

Rarely stretched by new assignments

Work can be stressful; but also rewarding and fun

Looking for a better job

It’s better than no job It’s just a job You love your job

THE LOYALTY FACTOR

The key to employee engagement is creating greater motivation for their work and commitment

to their organisation. 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 organisation, and ensures that they are well integrated. Employee engagement relates to the

employee’s commitment to the organisation’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 encompasses 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

• Support and tools

• Independence & innovation

• Relationship with boss/direct reports

• Clear feedback 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 EMOLOYEE ENGAGEMENT

The drive for an engaged workforce needs to build on good people management and

development policies, and the active support 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; organisations 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 organisation 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 organised 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 Organisation

5. Recognition

6. Communication

7. Co-Workers

8. Decision Making

9. Career Advancement Opportunities

10. Leadership

11. Innovation

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.

Company Practices � People Practices � Policies � Performance

Assessment � Company

Reputation

Total Rewards � Pay &

Benefits � Recognitio

n

People � Senior

Leadership � Manager � Co–workers

Engagement

Opportunities � Career

Opportunities � Learning/Develop

ment

Quality of Life � Work/Life

Balance

Work � Work Activities � Resources � Processes

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 organisation 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 & support down the line to take decisions.

CAREER ADVANCEMENT OPPORTUNITIES- Opportunities for Individual growth. The

boundary less career may redirect the primary responsibilities of career management to

employees this does not mean the organizations have no responsibility. In the boundary less

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

support 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 support 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 5.1

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 – 6

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 6.1:

Level of Employee Engagement

2.50% 7.50%

82.50%

7.50% Actively Disengaged

Not-Engaged

Nearly Engaged

Actively Engaged

The research study conducted in CFCL has shown that 82.50 percent of employees are “Nearly

Engaged” in their jobs, which see many barriers to better results outside of personal control and

only 7.50 percent of employees are “Actively Engaged”. Those “Actively Engaged” employees

work with passion and feel a strong connection to their company. Moreover, 7.50 percent of

employees are not engaged meaning that they go through each workday putting time but no

passion into their work. Also, 2.50 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 ‘Not-Engaged’ category.

Table 6.2:

LEVEL OF EMPLOYEE ENGAGEMENT BY TENURE OF WORKING I N AN

ORGANISATION

Tenure Actively

Disengaged Not-Engaged Nearly

Engaged Actively Engaged Total

0-1 yrs 0 0 4 2 6

1-3 yrs 0 1 9 1 11

3-5 yrs 0 0 0 0 0

5-10 yrs 0 1 8 0 9

Above 10 1 1 12 0 14 1 3 33 3 40

In starting of their career i.e. 0-1 yrs, 4 respondents lies in the category of “Nearly Engaged”.

Whereas in the transition phase i.e. 1-3 yrs, more than double of the employees are Nearly

Engaged then initial category. Whereas in the stable phases like 5-10 yrs and above 10 yrs, No.

of Nearly Engaged employees are twice and thrice of the initial category respectively, this is due

to they have adapted the working culture and they resist change. Also, there are no employees

that come under the middle phase i.e. 3-5 yrs because at this stage either they left the

organization or if they continued then they belongs to next category.

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 6.3:

0

5

10

15

20

25

ActivelyDisengaged

Not-Engaged

NearlyEngaged

ActivelyEngaged

Category of Employees

Job Satisfaction level

Job Satisfaction Yes

Job Satisfaction No

Job Satisfaction Particulars

Yes No

Actively Disengaged 0 1

Not-Engaged 1 2

Nearly Engaged 25 8

Actively Engaged 2 1 28 12 70.00 30.00

In the organisation, the research study shows that 70% of the employees are satisfied with their

job, whereas 30% 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 6.4:

0

2

4

6

8

10

12

20-29 30-39 40-49 50+

Age-group

Engagement by Age

Actively Disengaged

Not-Engaged

Nearly Engaged

Actively Engaged

The research study reveals that maximum employees of Nearly Engaged category belong to age

group of 40-49 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 terms of organizational commitment.

Table 6.5:

Effect on Engagement by Internal Factors like Job, Organisation, Co-Workers,

Supervisors and Department.

Nearly Engaged Employees

Job26%

Co-Workers18%

Supervisors18%

Department 14%

Organisation24%

For Nearly Engaged Employees, Job is the most important factor that affects their engagement

level. After that come the organisation and then co-workers and supervisors. Lastly, what matters

is department.

Actively Engaged Employees

Job25%

Co-Workers17%

Supervisors18%

Department 14%

Organisation26%

For Actively Engaged Employees, organisation plays a major role in their engagement because

of their ownership attitude towards their work. There zestfulness shows in their work, which

leads them to the epitome of success. Job is a secondary factor, after that comes supervisors, co-

workers and department respectively

Not-Engaged Employees

Job27%

Co-Workers16%

Supervisors18%

Department 17%

Organisation22%

For the category of Not-Engaged Employees Job is a major factor, with organisation as a

secondary factor. Then comes supervisors, Department and Co-workers respectively.

.

Actively Disengaged Employees

Job26%

Co-Workers25%Supervisors

9%

Department 23%

Organisation17%

For Actively Disengaged Employees, Job is a major factor but Co-workers is a secondary factor.

Thereafter comes department, organisation and supervisors respectively.

If we notice the trend line of all the categories of employees we can see that Organisation is a

major factor for only Actively Engaged Employees whereas for all others Job is a significant

factor. Then for Actively Disengaged employees Co-workers comes as a secondary factor, this

implies that they have positive working relationships with co-workers and negative relation with

supervisors. Also, Organisation matters least to them.

The study interprets that to shift employees into ‘Actively Engaged’ category, they should share

bonding with the organisation accompanied with developing organizational commitment and

Employee Recognition strategies.

Table 6.6:

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 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 Remarks

Decision Making 77.5 X Quite High

Co-workers 75 X

Leadership 75 X

Well looked

after

Pride to be in Org. 60 Y

Communication 60 Y

Scope of

Improvement

Work-Life Balance 47.5 Z

Innovation 45.00 Z

Needs much

Organizational Commitment 42.50 Z

Training & Development 40.00 Z

Recognition 35.00 Z

Career Advancement

Opportunities

25.00 Z

Improvement

The decision-making is a key drivers that is rated quite high with % effect of 77.5; this suggests

that there is an open culture of letting employees take their own decisions that affect their work.

Then comes Co-workers and Leadership rated as same, which can be considered as factors,

which are well looked after. These factors throw a light on that there is a friendly atmosphere

within the organisation related to co-workers and supervisors.

The CFCL employee feels proud to be associated with an organisation to some extent but there is

a scope of improvement, which can be improved by regular interaction between management and

employees and within internal departments. Giving motivational speeches, introducing

mentorship programs, can do this.

The communication also lies in the same category. It suggests that the two-way communication

is not appropriate and has a scope of improvement

0

10

20

30

40

50

60

70

80

% Effect

Effect of Key Drivers on Engagement

Decision Making

Co-workers

Leadership

Pride to be in Org.

Communication

Work-Life Balance

Innovation

Organizational Commitment

Training & Development

Recognition

Career Advancement Opportunities

Also, the next 3 factors i.e. work-life balance, Innovation and Organizational Commitment

demand some concern as their % Effect is between the range of 40%-50%. Work-life balance is

required to maintain the productivity levels of an employee and organizational development. The

% effect for nearly engaged employees is 47.5%, 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 they and making work life

filled with fun can move employees to Actively Engaged category.

Then Innovation, for nearly engaged employees the % effect is 42.50. From the research study

we interpret that if innovation practices are injected in the organisation, 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.

Organisational Commitment is a matter of serious concern with % effect of 42.50 on

Engagement level. By Organisational Commitment, the study implies that will the employee

would be working with the company for 5 years down the line. To improve the situation, the

organisation should align the company goals with the individual’s goals and should create a

strong bonding with employees.

The Training & Development just falls on the border of 40%, 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.

Then comes the last two factors, recognition and career advancement opportunities.The research

study explores that recognition is a matter of serious concern with 35% effect on Employee

Engagement. 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.

Thereafter the Career Advancement Opportunities which has an Effect of 25%. 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.

Table 6.7:

Factors that need Change

33%

32%

19%

11% 5% Growth Opportunities

C & B

Working environment

Working conditions

Infrastructure

The research study judged with the help of a questionnaire, the factors that needed change in the

organisation. The most desirable change is career advancement opportunities as 33% preceded

with a change in Compensation & Benefits with a little difference from former i.e. 32%. After

that comes Working Environment, Working conditions and lastly changes in Infrastructure

facilities.

This helps to interpret that there is a dearth of Growth Opportunities and employees are also not

satisfied with the structure of Compensation & Benefits. The organisation needs to work and

improve on them.

To improve growth opportunities, we can implement Succession Planning and Career Planning

as a strategy to motivate employees towards their work.

________________________________________

CHAPTER – 7

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 organisation and its values. An engaged

employee works with ownership to improve performance within the job for the benefit of the

organisation. The organisation must work to develop and nurture

The benefits to the organisation are:

� Employee engagement builds passion, commitment and alignment with the

organization’s strategies and goals

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

organisation

� 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

organisation 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:-

� 82.50% of the employees lie in the nearly engaged category

� The employees’ tenure of working in CFCL is either till 3 yrs or above 5 yrs.

There is a black hole of young managers who can bring change in the

organisation.

� 70.00% of the employees are satisfied with their Job, which gives a wave of

optimism.

� 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,

Organisation factor plays a major role. Therefore, we need to change the

paradigm to create pool of Actively Engaged Employees.

� In CFCL the key drivers, which have major impact on decreasing Employee

Engagement are listed as- ‘Career Advancement Opportunities, Recognition,

Training & Development, Organizational Commitment, Innovation, Work-Life

Balance’.

� And the Key driver rated Quite High is ‘Decision Making’, whereas Key Drivers

which are Well Looked After are ‘Co-Workers and Leadership’, also ‘Pride to be

in organisation and Communication’ needs some Improvement.

� The factor that needs most change is “Career Advancement Opportunity”; then

the “Compensation & Benefits” factor.

_______________________________________

CHAPTER – 8

SUGGESTIONS &

RECCOMENDATIONS ________________________________________

RECOMMENDATIONS

To make “Employee Engagement” effective, an organisation need to build model that would

inject motivation in the employees.

CULTURE OF EMPLOYEE ENGAGEMENT

Table 8.1

Strong Foundation & Systems

Strong Leadership-showing direction,

developing confidence in

people

Culture-open communication,

team work, accountability,

initiative & collaboration

Building Organizational

Confidence

CAREER ADVANCEMENT OPPORTUNITIES

To Improve CAREER ADVANCEMENT OPPORTUNITIES- A good understanding of careers

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 join 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 terms 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 account and the process to be

followed in relation to retaining or replacing the person. For CFCL, this strategy would be

suitable as there is a bridge between employees who are working in CFCL 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 high-profile 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 organisation 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 coloured 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 members so that they keep current, offer high job security so

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 support, 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 support 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 steps 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 support

functions like information technology, communication technology, and personnel training

and development.

• Creating a supportive corporate culture. This includes peer support networks, supportive

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 redesigning the

physical facility, redesign processes, change technologies, simplification of procedures,

elimination of repetitiveness, redesigning authority structures.

2. Link employee’s performance directly to reward:

• 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

3. Make sure the employee wants the reward:-

To find out the organisation 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. But the CFCL has a long way to go with respect to Employee

Recognition programs; some ideas can be implemented are-

• The CFCL develops a unique package, which is essentially a basket of non-monetary rewards

given to motivate employees and recognize excellent work performance. For example, award

Feather-in-My-Cap, is an on-the-spot recognition of an effort awarded to a project or project

team; Dear Boss recognizes the positives of a good boss, including technical, managerial, and

leadership skills and 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.

• CFCL 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.

• A “Thank You Store” can be established at CFCL 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.

• CFCL 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 he quantum of savings their suggestions

can generate. This cash rewards system on suggestions is mostly up to junior management

level.

• The company can introduced 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..

• 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.

• 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

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

organisation/ 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.

ORGANISATIONAL 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 support and foster—rather than inhibit—a high-engagement

culture.

Accountability

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 accountable

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. Accountability 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, web-based, 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 surpasses 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 members 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

remember 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 pass 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 -9

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 -10

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

7. Issues and reports by Citeman Network

8. Measuring Employee Engagement Report by DDI

9. Employee Engagement Report by Blessing White

10. Employee survey report of Sunrise Mornings

11. Building great workplaces by JRA

QUESTIONNAIRE SURVEY OF EMPLOYEE ENGAGEMENT

GENERAL INFORMATION:

1. This questionnaire is only learning and analysis purpose. 2. The data collected shall be kept confidential. 3. This questionnaire is not for commercial purpose KINDLY SHARE YOUR OPINIONS ON THE FOLLOWING STATEMENTS

Department: Age:

Gender: Male

Female

Tenure of working in CFCL

a. 0- 1 years b. 1-3 years c. 3-5 years Level: d. 5-10 years e. Above 10

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

JOB

Strongly

Disagree (1)

Dis

agree

(2)

Neutral

(3)

Agree (4)

Strongly

Agree

(5)

145

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 out my most

creative ideas. 5. At work, I have support 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.

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.

Strongly

Disagree (1)

Dis

agree

(2)

Neutral

(3)

Agree (4)

Strongly

Agree

(5)

146

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 members.

17. My supervisor is available whenever I need help.

18. My supervisor talks to me about my progress regularly.

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.

ORGANISATION- 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.

Strongly

Disagree (1)

Dis

agree

(2)

Neutral

(3)

Agree (4)

Strongly

Agree

(5)

147

26. My organization CFCL provides a clean and safe working environment.

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.

� 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

Strongly

Disagree (1)

Dis

agree

(2)

Neutral

(3)

Agree (4)

Strongly

Agree

(5)

148