employee engagement in india-a benchmark report by dale carnegie india
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8/18/2019 Employee Engagement in India-A Benchmark Report by Dale Carnegie India
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25/04/2016 Employee Engagement in India-a Benchmark Report by Dale Carnegie India | Pallavi Jha | LinkedIn
https://www.linkedin.com/pulse/employee-engagement-india- a-benchmark-r eport- dale-carnegie-j ha?trkInfo=VSRPsearchId%3A521164861461568809046... 1/22
2014 MBA Analytics Report - MBA Industry Preferences, Function Experiences, Annual Compensation & More!
Employee Engagement in India-a Benchmark
Report by Dale Carnegie India
If we were to survey any HR manager on some of their biggest focus areas in the
coming year, employee engagement would most likely top their list. Agility and
the constant need to stay relevant have now become prerequisites for companies
in a complex marketplace. How can today’s leaders feel confident enough to face
the internal and external pressures that prevent their brands from reaching their
full potential?
We can measure the employee engagement levels in our companies, but what is
the benchmark and how do we know we are doing well? This highlights the need
for a yardstick to assess, not only how our own organization is doing, but also
where we stand in the larger industry, national and global landscape. Companies
are not flexible and adaptable by nature, but their employees can be when
motivated. Engaged employees are resilient in the face of changing environments-
maintaining high performance in good times and going above and beyond during
low growth phases. How committed your employees are, emotionally and
practically, to the success of the company will be the prime determinant of
whether an organization succeeds or not in a challenging market.
Dale Carnegie Training partnered with the NHRDN in India to survey more than
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8/18/2019 Employee Engagement in India-A Benchmark Report by Dale Carnegie India
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25/04/2016 Employee Engagement in India-a Benchmark Report by Dale Carnegie India | Pallavi Jha | LinkedIn
https://www.linkedin.com/pulse/employee-engagement-india- a-benchmark-r eport- dale-carnegie-j ha?trkInfo=VSRPsearchId%3A521164861461568809046... 2/22
1200 executives, individual contributors, managers and chief officers across the
country in 2014. A comparison with the results of Dale Carnegie studies
conducted in the APAC and globally revealed some noteworthy findings, while a
deeper dive into the specific dimensions influencing employee engagement
highlighted what Indian companies are doing well and the areas they are lagging
behind.
We saw that among the functional and emotional elements surveyed, the three
key drivers that stood out as having the strongest effect on employee engagement
were:
It is generally accepted that employee retention is a by-product of engagement
levels so it was interesting to observe through this study, how employees at
different levels of engagement responded to the prospect of salary increases. The
average hike on current salary that an employee in India would consider
acceptable to leave his current job is 20%. At this pay increase, we found that 58%
of disengaged workers would accept another job offer v/s only 14% of fully
engaged employees. This salary inelasticity of fully engaged employees indicates a
kind of loyalty that companies today are often hard-pressed to develop.
Employee Engagement was examined specifically within the context of
Immediate Supervisor, Senior Leadership, Pride in Organization, Learning &
Performance and Work Environment. We found that employees in India were
clear with what was expected of them in the workplace and indicated a strong
willingness to put in extra effort to reach organizational goals. However, they
simultaneously felt a lack of focused leadership, open communication and
adequate training.
India has employee engagement challenges which are affecting the productivity of
its working professionals and the competitiveness of its companies. For example,
ust 31% of employees in India were very satisfied with their Senior Management
while 16% were outright dissatisfied with their leaders, which highlighted the low
level of confidence that employees have in their top executives and this emerged
as one of the biggest gaps that companies need to address. What is holding
companies back from reaching benchmark engagement levels? This is most likely
due to the fragmented approach of planning and implementing employee
engagement solutions. Typically, businesses are deploying a number of ad-hoc
steps, missing out on actually assessing the need gaps, targeting problem areas or
neglecting to follow-up post an intervention to assess efficacy and impact.
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8/18/2019 Employee Engagement in India-A Benchmark Report by Dale Carnegie India
3/22
25/04/2016 Employee Engagement in India-a Benchmark Report by Dale Carnegie India | Pallavi Jha | LinkedIn
https://www.linkedin.com/pulse/employee-engagement-india- a-benchmark-r eport- dale-carnegie-j ha?trkInfo=VSRPsearchId%3A521164861461568809046... 3/22
Written by
Our job is to reverse this trend, to offer, for the first time, a complete and holistic
engagement solution that takes into account the specific drivers and detractors
that affect employee motivation and satisfaction in a particular company. Every
organization needs its own unique development plan based on the findings of its
research. With benchmarks from our studies in India, APAC and Global, our
Engagement Assessments, you can more easily where your teams and company
stands. Our experts not only provide insightful analysis of the state of engagement, but are also equipped to design and deliver solutions that impact the
root cause of disengagement based on your company-specific report. Our follow-
up pulse surveys are the final step allowing you to measure the efficacy of the
engagement intervention as part of an end-to-end solution with the Dale Carnegie
edge.
The benchmark Employee Engagement in India 2014 report does not focus only
on showcasing the importance of employee engagement. As professionals
interested in organizational performance, we are already cognizant of the fact.
But as leaders who want to be an integral part of why our company and people
have reached or exceeded their goals in the next 5 years, this study by Dale
Carnegie India should be the center of the your business and talent strategy.
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Vijay Rai
Pallavi, it's aptly said and a very good read about EE findings&insights. (1) It
further triggers me to question the effectiveness of engagement efforts as
commonly done with generic programs and event focus mostly.The
strongest reason why companies scarcely achieve their desired results.
(2)Who moves the needle?it’s the leader who has to drive
engagement,oops> according to a credible source,< 25% of senior leaders
and 17% of frontline leaders are highly engaged.
No wonder why the progress is dismal with all the fanfare around.
(3)To realize the best results of engagement, companies must start at the
top.Even if you have one leader who is actively disengaged, then this leader
(according to Gallup) is three times more likely to have disengaged
employees working for them.
Finally, What can companies do differently?Get external help and expertise
like that of Dale Carnegie India who has a realistic solution.
Check it out how you can customize and personalize it rather than just
following a " Scatter Gun" approach (which seldom works).
2nd
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Vijaya Singh
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