employee engagement initiative

“EMPLOYEE ENGAGEMENT INITIATIVE”

AT LARSEN & TOUBRO, KANSBAHAL WORKS

BYANURAG CHAKRABORTY

Aspects of Employee Engagement

There are mainly three aspects : The employees and their own unique

psychological makeup and experience.

The employers and their ability to create the conditions that promote employee engagement.

Interaction between employees at all levels.

“WHY” Employee Engagement??

To achieve high performance levels and superior business results.

It builds passion, commitment and alignment with the organization’s strategies and goals.

Increases employees’ trust in the organization.

Continued…

Creates a sense of loyalty in a competitive environment.

Provides a high-energy working environment Boosts business growth.

Makes the employees effective brand ambassadors for the company.

Categories of ‘Employee Engagement’

Highly Engaged Engaged and Dis-Engaged

Highly Engaged--“Highly Engaged" employees are builders. They're naturally curious about their company and their place in it. They work with passion and they drive innovation and move their organization forward.

Employee Engagement Survey AT KANSBAHAL

Objectives of the Project :

Employee Engagement practices in a well established manufacturing unit “L&T Kansbahal.”

To evaluate the effectiveness of the Employee Engagement.

To find out the Engagement levels of the Employees with the current system. 

SAMPLE

Selection: As the objective of the project is to study the Employee Engagement to know the perception of the Employees, sample is selected.

Size: A sample size of 47 is drawn, where the respondents are the Employees who work across different departments.(C.T.Cell,PG1-PSM,Accounts,Foundry,Assembly,etc)

PRIMARY DATA COLLECTION

Primary data for the purpose of our survey will be collected : A Pilot survey of minimum 50 employees of

L&T ,Kansbahal. A questionnaire consisting 40 questions explained

precisely. By Mailing the questionnaire to the respondents

with a request to return after completing the same. Through Personal Interview of few employees

Both the methods will help to understand the respondents ability to large extent.

QUESTIONNAIRE

Quest

The Questions were segmented into different categories:

a) My Jobb) Trainingc) Careerd) Work Environmente) Appraisalf) Recognitiong) Immediate Superiorh) Mentorship andi) Company

Engagement Status

Now to understand the overall status we have taken (approx. value)

Acceptance Factor- 80% [(84+54+54+93+89+49+83+69+6

6)/9] = 72.22%Whereas:Non acceptance factor [(16+46+45+7+9+51+15+31+33)/9]

= 27.33%

Areas:1. Training2. Career3. Recognition4. Mentorship5. Company

As per my benchmark it is less than 80%, so people are not Engaged.

Analysis of Engagement Level of Overall Dept. L&T, Kansbahal.

Analysis of Overall Department for Employee Engagement,L&T,Kansbahal

SL.No. CATEGORY Higly Engaged Engaged Disengaged1 MY JOB 82 14 4.22 TRAINING 54 32 143 CAREER 54.1 31.7 14.24 WORK ENVIRONMENT 74.8 20 5.25 APPRAISAL 88.9 9 2.16 RECOGNITION 63.8 25.9 10.37 IMMEDIATE SUPERIOR and TEAM 83.82 12.75 3.398 MENTORSHIP/LEADERSHIP 71.3 17.9 9.919 COMPANY 66.56 26.9 6.3

PERCENTAGE OF Engaged Employee(%)

TRAINING:

Proper identification of training needs.

Convincing people that age is not a barrier for training.

Employee with longer period of services should be made aware of the benefits of Training during last part of the job.

CAREER:

Proper Career opportunities have to be created .

Challenging Assignments The person who are feeling stagnant in their

current position should be given an opportunity in other location or sister concerns of L&T.

RECOGNITION:

Proper system of non-monetary rewards like “Employee of the Year”, ”Appreciation for the cost –consciousness” and System of “Catch them right” ,should be introduced.

MENTORSHIP/LEADERSHIP

A mentor or superior should create an environment of “Element of Commitment” on their decisions.

THANKYOU For your Attention