employee engagement in india-a benchmark report by dale carnegie india

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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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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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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.

Following

Like Comment

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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PepperTap’s collapse shows everything that is

wrong with India’s young internet companies

Low margins and technical glitches mar online grocers' plans.

Like(1) Reply January 30, 2015

Vijaya Singh

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