od employee engagement and orgn culture

ORGANIZATIONAL DEVELOPEMNT

(Employee Engagement and

Organization Culture)

A.S. Phanesh

Managing Complete Change

Vision Skills Incentives Resources Action Plan Change+ + + + =

Skills Incentives Resources Action Plan Confusion+ + + + =

Vision Incentives Resources Action Plan Anxiety+ + + + =

Vision Skills Resources Action Plan Resistance+ + + + =

Vision Skills Incentives Action Plan Frustration+ + + + =

Vision Skills Incentives Resources False Starts+ + + + =

Vision what to accomplish; Skills to accomplish; Incentivize performing skills; Resources required; Action Plan to reach

Table of Contents

Organizational Development

Employee Engagement

Organization Culture

Leadership Development

Team Development & Customer Effectiveness

Talent Management & Succession Planning

Performance Management Systems

Chan

ge M

anag

emen

t

The Realty is That No Organization Exists In a Vaccume and Nothing About it is Static

Why Does Your Organization Exists? To Make Money?

What’s its Ultimate Purpose? To Provide Specific Service?

And how’s that going for you? - Are the Challenges Coming from Outside? - From Inside? - Or Both?

Orgn. DevelopmentDefinition

Externally : It lives within an economic and

social systems

And Neither OUTSIDE nor INSIDE is the Organization’s World STATIC

Internally : It only achieves its purpose through the participation of the people it employs, its suppliers, its contractors,

shareholder, other stakeholders

That means that to survive and flourish it needs to be capable of CHANGE & ADAPTATIONSometimes What needs to change will be:

The Hard Stuff: The Soft Stuff:

Structure Systems Machinery The Culture

Your Leadership

Style

What helps your people succeed and flourish

For its very existence, Organization should embrace change

Continuous challenges in

excelling in business?

Employee Engagement

Challenge is to create Environment where EE understands & commit to Co’s Direction, strategy & goals

This slide answers QuestionWhy Manage Change?

1. Developmental ChangeThis occurs when you recognize a need to make improvements to an existing situation

Types of Changes

2. Transitional ChangeThis happens when you recognize the need to implementation a completely new course of action

3. Transformational ChangeA new process or “NORM” creates itself as a result of the failure of another & usually takes its own shape. Can be refined as it develops BUT IS USUALLY NOT PLANNED. This isn’t necessarily something that you control as much as you recognize & survive

Being able to recognize the 3 types of change should help to develop your own change mgmt skills.

If you can identify the type of change occurring in your workplace you’ll be better able to control the reactions

your team members have to those changes

OD is a Deliberately Planned, Organization-wide Effort to Increase its Effectiveness and/or Efficiency, and/or to Enable the Organization to Achieve its Strategic Goals


OD is a System-wide Application of Behavioral Science Knowledge to the Planned Development & Reinforcement of Organizational Strategies, Structures and Processes for Improving Organization’s Effectiveness

OD maybe described as “To improve the health & effectiveness of Organizations and People that work within them in a Sustainable Way”

OD is NOT that can be neatly labeled, wrapped up and put in a box; things that can be boiled down to a single concept, deconstructed and reduced to a single principle. OD is exactly the opposite

Orgn. DevelopmentDefinition

OD is concerned with “How an Organization Develops & Implements Strategy with full involvement / engagement of its people”

OD is a body of Knowledge & Practice that Enhances Organizational Performance & Individual Development, viewing the Organization as a Complex System of Systems that Exists Within a Larger System, Each of Which has Its Own Attributes & Degrees of Alignment. OD interventions in these Systems are Inclusive Methodologies & Approaches to Strategic Planning, Orgn Design, Leadership Development, Change Management, Performance Mgmt, Coaching, Diversity and Work / Life Balance

Some would say OD Professionals have tuned obscurity into an Art Form

OD is all about Organizations and Its PeopleHow an Organization & its people

improve and develop together complementing each other

For organizations existence &

Survival

OD is Action Oriented, Which Starts with a Careful Organization Wide Analysis of its Current Situation and of the Future Requirements and Employs Techniques of Behavioral Sciences such as Behavior Modeling, Sensitivity Training and Transactional Analysis.

Its Objective is to Enable the Organization in Adopting Better to the Fast Changing External Environment of New Markets,

Regulations and Technologies

Theory & Practice of Planned, Systematic Change in the Attitudes, Beliefs and Value of the Employees through

Creations & Reinforcement of Long Term Training Programs

Tangible aspect of Orgn :Grouped as Artifacts (Logo, handbooks, trg packages, seating arrangement, Commn configuration.

In-Tangible aspect of Orgn : Language Jargon, Patents, Trademarks, franchises, Goodwill

Theories of Planned Change / OD Models:

- Action Research Model

- Burke Litwin Model

- Porras & Robertson Model

OD Practitioners might work in a manner similar to “Organizational Physicians” intending to improve effectiveness of people & orgn by:

- Establishing relationships with key personnel in the orgn (entering & Contracting with orgn)

-Researching & evaluating systems in the orgn to understand dysfunctions and/or goals of the system in the orgn (“Diagnosing” the systems in the orgn)

- Identifying approaches (or “Interventions” to improve effectiveness of the orgn and its people

- Applying approaches to improve effectiveness (methods of “Planned Change” in the orgn

- Evaluating the ongoing effectiveness of the approaches & their results

Organizational Development Model – Five Core Theories - ACTION RESEARCH THEORY (by Kurt Lewin)

Orgn. DevelopmentModels

“NO ACTION WITHOUT RESEARCH, NO RESEARCH WITHOUT ACTION”The Theory Provides the very heart of the Purpose of OD DIAGNOSTIC phase in the OD Cycle

It Provides the Opportunity to Build the Knowledge of the Causes and Dynamics of Organizational Issues, the Understanding of Organizational

Change

Ultimately Though it is a Theory Based on Pragmatism, data itself is NOT the Answer to Change, but Provides the Catalyst for Change and Provides the

Basis for Practical Solutions Owned by all Members Affected by the Change

“Action Research” Provides Both the Theoretical Underpinnings and the Practical Application of Organizational Change

A reasonable and logical way of

doing things OR thinking about the

problem that is based on dealing with

specific situation instead of on ideas

or theories

Action Research is a Four Step Continuous Process;

-Diagnosis (Research)

- Planning

- Action

- Evaluation

Action Research Theory Provides the Bridge Between Knowledge Building and data Gathering with effective Action

Action Research Empowers Employees and Enables the Organization to Sustain the Change by Providing Data not only of How to Make the Changes Required Today but Also on the Change Process Itself

Action Refers to OD Interventions that are Implemented to Develop the Organization

All Organizational Stakeholders are Involved in the Collaborative Process of Creating and Executing the Planned Changes

Applying Action Research Theory in an OD Intervention- Involve the People Affected by the Change so That they Become Co-Investigators into the Reasons for Change, and Participate in Analyzing the Current Realty

- Let Individuals Discuss the Future They Need to Move Toward

- Work to Increase the Amount and Quality of Inquiry Between People so That They Can Learn from Each Other and Gather a Rich Mix of Data

- Secure a Commitment to Give Some Decision Making Power to the People Involved in Collecting the Data so that Real Change Can Be Achieved

- Set Up a Temporary Diagnostic Team by Using Those Key Individuals Who have to Support the Implementation Change

- Provide Space for Individuals to Reflect on the Insights They have Gained

- Plan the Direction of Change / OD Intervention in Collaboration with all Stakeholders

- Implement Decisions that Employees and Leaders Make Democratically

- Provide a Learning Zone where Individuals and Groups Can Self Organize for Change

The Burke-Litwin Model Shows the Various Drivers of Change and Rank them in Terms of Importance


The Model Argues that All Factors are Integrated (to greater or lesser degrees) Therefore, a Change in One Will Eventually Affect All Other Factors

Most Important

Least Important

Transformational Change

Transactional Change

Transformational Leader are

Capable of Having a

Profound and Extraordinary

Effect on the Employees

Transactional Leader

Contribute to Performance

by Normal Guiding &

Monitoring the Employees

Towards the Goals

Often Impacted by changes that originate outside the organization

Understand these external

changes and identify the

implications for you & you`r teamFactors: Markets, Legislation, Competitions and the EconomyArticulates its reason for existing. The

strategy then sets out, in board terms, how the Orgn will g about achieving its mission. Very often, the strategy will be

developed in light of environmental change & will have a significant impact

on the work you do. Need to understand the change in

strategy & be able to communicate the implications to your staff

*LEADERSHIP: This considers attitude and behavior of Senior Colleagues and how these behaviors are perceived by the Orgn as a whole.The way in which Change is Implemented & Accepted through the Orgn will be Largely Influenced by the Top Team.

Does your Team believe that Senior Colleagues are Committed to Change, or is It Just Another Initiative That Will Disappear in Six Month’s Time?

“The Way We Do Things Around Here” It evolves over a time as a result of many

other changes in Organization.You should keep in mind the desired state

for the orgn in terms of how you expect people to behave (and not to behave) and what your Orgn values as Important. Need to ensure that your behavior fits with these

Expectations at all Times, and that you “WALK THE TALK”

Very Often, changes in strategy can lead to changes in the way the Orgn is

Structured. This can impact on relationships, responsibilities and ways of

workingNeed to assess the impact of the

structural change and ensure your team understands why it is required and What

it Means for Them

*

Changes to team membership can mean a change in team dynamic. In a perfect word, we would be able to recruit the exact fit for

our teams, in terms of personal style, abilities & staff mix. However, in realty it is not always possible, and it is your job to

identify any risks in this areas and mitigate them as best you can

This Considers Emp’s perception of their immediate colleagues & working environment

which is what often shapes our view of the orgn as a whole and influences the extent to

which we feel satisfied in our jobs.Changes to this needs to be managed

sensitively, as they are likely to invoke a range of emotional & political responses from staff.

Particularly cases where change involves moving location, a change in personnel or a

change in terms of conditions of service such as working hrs.

As a change manager you need to assess whether: all the right skills are in place; if they can be developed; or; if you need to

bring them in from outside the team

Considers the significance of individual & orgn goals. Motivation is key to effective change. The real change is

to maintain throughout a change project, particularly when change is often not well-received b y those effected

The Porras and Robertson Model of OD – Theory of Planned Change


This Model States that OD Interventions Alter Features of Work Setting Causing Changes in Individual and Organizational Improvements

Environment

Vision

Organizing Arrangements

Physical Setting

Technology

Social Factors

1. Goals2. Strategies3. Structure4. Administrative

Policies & Procedures

5. Administrative Systems

6. Rewards System7. Ownership

1. Culture2. Management Style3. Interaction

Processes4. Informal Patterns

and Networks5. Individual Attributes

1. Space Configuration

2. Physical Ambiance3. Interior Design4. Architectural

Design

1. Tools, Equipment, and Machinery

2. Information Technology

3. Job Design4. Work Flow Design5. Technical Expertise6. Technical Procedures7. Technical Systems

The Work Setting Plays a Central Role in this Model and Consists of

Four Factors

In Addition to Having Specific Behavioral Science, Academic and Philosophical Roots; OD has a Range of Specific Tools and Techniques in its Practices

MANAGEMENT AGENDA (2015) Survey found that in Practice the Issues OD Practitioners found themselves most commonly involved in were - Leadership Development (67%)- Culture Change (42%)- Performance Management (33%)

Orgn. DevelopmentPractice

So that’s where Professionals in the field of OD have something to offerNot only in Methods and Practices but in the Philosophy and Mindset

Behind the Practices

But That’s not the Whole Picture and although some Organizations Position OD as a Function which “DOES THINGS TO” the Organization;

IT MISSES THE POINT

OD Needs to be the Function That Facilitates The Organization and All Its People to “DO THE DOING”

OD surely is the responsibility of Everyone in the Organization and Certainly all Managers.

It just isn’t always UPPERMOST on their responsibility list, nor do they always feel CONFIDENT knowing how to go about it

If we accept the view that Organization are better understood as Dynamic and Complex Human Systems, than AS MACHINES, then to help Organizations and their People Flourish,

a “BIG PICTURE” mindset is valuable

Tools and Techniques of OD:Processes for working with large groupsCollaboration methodsLearning and developmentApproaches to Culture ChangeFacilitation skills

Why OD Practitioners are

Required?They are Facilitators

Table of Contents


Employee Engagement






There is No Generally Accepted Definition for Employee Engagement

Employee Engagement

Level of commitment and Involvement an employee has towards his / her organization and its values

Describes as to How people can use varying degrees of their selves – Physical, Cognitively (relative) and emotionally - in work role performances

Employee Engagement as a modernized version of job satisfaction, which is basically an employee’s involvement with commitment to and satisfaction with work

Engagement is comprised of two components

- Commitment : Affective attachment to and an intention to remain with an organization

- Discretionary : The willingness to go above Effort and beyond formal job requirement

Employee Engagement is a measurable degree of an employee’s positive or negative emotional attachment to his / her job, colleagues and organization which profoundly influences his willingness to learn and perform at work

Employee EngagementDefinition

Which also influences his willingness to learn & perform at work

Background : Derived from Early Studies (in 1920’s) on Morale of a Group’s Willingness to Accomplish Organization Objectives

This concept was matured by US Army research during World War-II to Predict unity of effort and attitudinal battle readiness before a strike

Post War mass production society needed unity of effort in execution for speed and quality, where morale was considered to be the most important indicator

Employee Engagement is a Term describing an Individual Emotional Attachment to Organization, to his Fellow Colleagues and to the Job

In the modern day perspective with the advent of knowledge workers stress was on individual talent management

20th & 21st Century. : People moved away from manufacturing & public sectors to service sectors, which was relatively trade union free and smaller employment units.

1st Challenge Co faced :Retention of these knowledge workers to the organization

2nd Challenge :Planning & Developing Employee Engagement Strategies without any solid research base in the process it loses the focus and momentum.

Thus came the term “Employment Engagement” which is an Individual Emotional Phenomenon

Difference between Employee Engagement and Morale

INDIVIDUAL Emotional Phenomenon

GROUP Emotional

Phenomenon


During War

Post War

1 2

3 4

Group M

orale

Group M

orale

Employee

Engagement

Employee Engagement Arguably the Most CRITICAL METRIC for the Organization in the 21st Century

Many Organization tend to COPY “Employee Engagement” activities from the best practices, looking at the benefits enjoyed by their competitors; however, most loose track after a few strides ahead.

Employee Engagement cannot be a cosmetic intervention in enhancing commitment towards job, motivation or productivity

Most, if not all, of other Key Measures that Reflect and Drive Organizational Performance (Customer Satisfaction, Innovation, Profitability, Productivity, Loyalty & Quality) are

PRODUCTS of Engaged Committed Employees

In spite of providing Good pay packets & benefits; many organization loose top performers to competitors for no apparent reason.

Though, some Employee turnover is normal, but if an organization is truly engaging its employees, the possibility of unexpected loss of Skilled, Experienced and Motivated Quality Workforce is less.

Before going to “How to Increase Employee Engagement” we shall deal with: - Its Relevance- Its Role- Its Importance- Its Aspects and Basic Human Needs for Engagement - Its Key Drivers- Its Measures- Strategies to Increase Employee Engagement


Employee Performance /

efficiency

Engagement takes Place When Employees are Committed to Their Job & are Interested And Indeed Excited About What They Do

During downtime many organization focus LESS on how to manage their talent and engage their employees, INSTEAD focused on how to reduce cost, by cutting salaries, bonuses, rewards and development costs.

Some SHORTSIGHTED leaders may even think that employee engagement no longer matters because these employees have fever options and will stay because of their need for Job Security

SMART Leaders : While need to find short-term solutions and cut costs, they must also identify long-term talent management strategies to remain viable

Relevance

Engagements Involves: - Loyalty - Faith - Pride

In the organization, a willingness to advocate for his organization and a sense of Personal Responsibility

Employee Engagement is linked to range of Business

Success Factors

Productivity

SafetyAtte

ndan

ce &

Retenti

on

Customer Satisfaction &

ServiceCustomer Loyalty

& Retention

Prof

itabil

ity

Employee Engagement

High Caliber Employees

-- Are Key to Success

-- Raw material for a Well Functioning Organization

-- Sets Competitive Advantage in global scenario

Employee

Performance

Productivity

Safety

Attendance & Retention

Customer

Service & Satisfaction

Loyalty & Retention

ProfitabilityOrganization

Employee Related

Customer

Compa

ny

There is No Magic Formula for Achieving Employee Engagement and Sustainable Business Results

The Challenge for business is

to CREATE ENVIRONMENT

where employee’s understand

and commit to Company’s

Directions, Strategy and

Goals.

- A “Fit for Purpose” organizational structure where

people understand what is expected of them and

what they are accountable for

- People Systems and Processes that drive the right

behavior

- Capable Leadership

- A Positive Work Environment

Role

Holistic, Coordinated Effort

to ensure that a number of

KEY ELEMENTS or

BUILDING BLOCKS

are in place to Promote

AlignmentRequires

What are These

During Slowdown, “Engaged Employees” are the Difference between SURVIVING and THRIVING

Employee Engagement

Internal Challenge

An Engaged Workforce is the Key to Sustained Competitive Advantage and Accelerated Business Performance and Leads to Increased Productivity, Retention Customer Loyalty and Profitability

Importance

Business Leaders need to know about Engagement Levels in the same way they need to know about other critical management information such as financial, productivity and customer data

Identify the key drivers of engagement (based on business measurement & analysis) for your survey designs should be aligned to Your organization, Your strategy, Your values and Your people

Key Insights are provided when organization knows, whether employees are engaged to both, job they do and the company that they work for. This Knowledge enables organization to predict behavior and its impact on key business metrics

Strategy

Culture

Employee Engagement

Values

Structure, Capacity & Capability

People, System & Processes

Leadership

Organizational Performance

Customer Experience

Employee Engagement

Business Leaders Think “This is Nice-to-Have But not Essential” Importance of Employee Engagement Cont...

Importance

Measurement without action can do more harm than good. Surveying for the current engagement levels and then doing nothing with that information often leads to employees feeling that they aren’t being heard, which in turn can negatively impact morale and trust levels

Identifying and analyzing engagement levels and the drivers of success is the first step. The real challenge is in equipping your business to act and ensuring that change is embedded in your culture so that your workforce remains focused and aligned to the business strategy

Link the result of survey to business outcomes. Research has consistently shown that employee engagement is a lead indicator of lag business metrics such as customer loyalty, productivity & profitability

CONTINUE TO TRACK ENGAGEMENT LEVELS. It is not a one time event. Comprehensive surveys should be conducted across the organization annually or bi-annually. Supported by Shorter, Quarterly Tracking Surveys

Business Leaders need to better understand the impact of engagement on their success.Executives need to act and behave in ways that enforce its importance.

A compelling way to achieve this is to MODEL THE EXACT FINANCIAL IMPACT that engagement has on Productivity, Customer Relations, Absenteeism and Financial Result This is achieved through creating and analyzing a unified database containing productivity data, customers data, HR data and financial data for similar groups eg. Stores, teams, locations

THIS CREATES A BUSINESS CASE THAT IS HARD TO IGNORE

Employee Engagement

Target your Investments and Efforts Where It Will Have The Most Impact Importance of Employee Engagement Cont...

Importance

Avoid a Scatter Shot Approach by Trying to Change too Many Things All at Once.Good analysis will uncover 2 or 3 Critical Areas that you need to focus on; the areas that drive engagement and are Under Performing

Get Experts to Work With Your Experts Who Understand People Systems and Behaviors.On embarking an organization change that requires building the capability of managers to take action, designing processes to support & embed change and measuring success

BENCHMARK COMPETITOR PRACTICES- Compare Results against those of other global or national organization- Compare Results against companies from the same industry sector- Compare Results Internally, to see which business areas or divisions are experiencing particularly

Positive (+ve) or Negative (-ve) levels of Engagement.DECIDE WHICH ISSUES TO TAKE ACTIONS UPON IN ORDER TO ACHIEVE DESIRED

STANDARDS

2 Levels of Employee Engagement :1st Level Employee have with their Career or

Profession (Job Engagement)

2nd Level Employees feel towards their Employee Orientation ( Organization Engagement)

Employee Engagement

Aspects of Employee Engagement and Basic Human Needs for Engagement

Aspects Employee Engagement

Basic Aspects

The Employee and their own unique Psychological makeup and experience

The Employers and their ability to

create conditions that promote

employee engagement

Interactions between

Employees at all levels

Inspired Employees…

The Pyramid of Employee Needs

Get Meaning and inspiration from their company’s mission

Are inspired by the leaders in their company

Engaged Employees…Are part of an Extraordinary Team

Have autonomy to do their jobs

Learn and grow every time

Make a difference & have an impact

Satisfied Employees…Have a safe work environment

Have the tools, training, and resources to do their job

Can get their jobs done efficiently, without excess bureaucracy

Are Values and rewarded fairly

Engaging your employees is good but do not stop there

Eight Key Drivers of Employee Engagement

Key Drivers Employee Engagement

Trust & Integrity Managers should communicate well and

go by their words

Key Drivers

Nature of Job

Employees should find their job

challenging enough to motivate

themselves

Line of Sight between Employee Performance & Company Performance

Employees should have clear understanding as to how they contribute to the

company’s performance

Career

Growth

Opport

unitie

s

Emplo

yees s

hould

have

caree

r path

& grow

th

Pride About the Company Employees should feel

esteemed by being associated with the organization

Co-worker / Team Member

Relationship with colleagues

significantly increases employee

engagement level

Employee Development The organization should take necessary steps for

developing the knowledge, skills and attitude of employees

Relatio

nship

with M

anag

er

The E

mployee

shou

ld be

comfor

table w

ith the

man

ager

& value

the

relatio

nship

Few other drivers:- Culture of respect where good job is appreciated- Feedback, counseling & mentoring- Fair Reward, recognition & incentive scheme- Effective leadership- Clear job expectation- Adequate tools to perform work responsibility- Motivation

Measure of Employee Engagement is +ve / -ve Emotional Attachment to His Job, Colleagues or Organization Which Influences His Willingness to Learn and Perform At Work

Measure Employee Engagement

GALLUP Developed Q12 Instrument(known as Q12 Meta Analysis – a meter

analysis is a statistical integration of data accumulated across many studies)

The Q12 Measures Engagement Conditions

(Overall Satisfaction) on a point of 5 scale, where “5” is extremely satisfied and “1” is

extremely dissatisfied;

How Satisfied are you with your company as a place to

work?

Q00

I know what is expected of me at

work?

Q01

I have the materials &

equipment I need to

do my work right? At Work I have the

opportunity to do what I

do best every day

In the last 7 days, I have received recognition or

praise for doing good work

My sup

ervis

or or

someo

ne at

wor

k see

m

to ca

re ab

out m

e as a

perso

n

There is someone at

work who encourages

my development

At Work my opinions seem to count

The last year, I have had

opportunities at work to

learn and growIn

last

six m

onth

s, so

meo

ne

at w

ork h

as ta

lked

to m

e

abou

t my p

rogr

ess

My associates or fellow

employees are com

mitted

to doing quality work

The mission or purpose

of my company makes

me feel my job is important

I have a best friend at work

Q 02

Q 03

Q04

Q05

Q06

Q07

Q 08

Q09

Q10

Q11

Q12

Surveys need to be tailored to your organization, your strategy, your values and your language

The most accurate way to achieve this is

through a quantitative survey supported by qualitative interviews

and focus groups

Organization needs to understand their current level of employee engagement.

These 12 measuring issues, are actionable or chargeable at MANAGER

level

Employee Engagement Strategies : To Cure Employee Disengagement Diseases

Strategies Employee Engagement

1. START IT ON DAY ONE- Effective Recruitment (First building block)

Managers should be careful in pooling out the potential talent of the new employee through effective recruitment

- The newly hired employees should be given both GENERAL ORIENTATION which is related to the company Mission, Vision, Values, Policies and Procedures and JOB SPECIFIC ORIENTATION such as his / her job duties and responsibilities, goals and current priorities of the department to which the employee belongs in order to enable him / her to develop realistic job expectations and reduce role conflict that might arise in future

2. START IT FROM THE TOP- Employee Engagement requires LEADERSHIP commitment through establishing Clear

Mission, Vision and Values.Unless the people in TOP BELIEVE IN, OWN IT, it wont percolate down to manager / employee and enhance their leadership, Employee Engagement will never be more than just a “CORPORATE FAD” or another HR thing

- Employee Engagement does not need lip-service rather dedicated heart and action oriented service from the Top Management

- It REQUIRES “LEADING BY BEING EXAMPLE”

Employee Engagement Strategies : Cont…


3. ENHANCE EMPLOYEE ENGAGEMENT THROUGH TWO WAY COMMUNICATION- Manager Should Promote this

- Clear and consistent communication of what is expected of them paves the way for engaged workforce

- Involve your people and always show respect to the input

- Share power with Employee through participative decision making so that they would feel sense of belongingness thereby their engagement in realizing it

4. GIVE SATISFACTORY OPPORTUNITIES FOR DEVELOPMENT ANDADVANCEMENT- Encourage Independent thing through giving them More Job Autonomy .

So that employees will have a chance to make their own freedom of choosing their own best way of doing their job so long as they are producing the expected results

- Manage Thru Results rather than trying to manage all processes by which that result is achieved [Not always, process also important for continuity against retention]

5. ENSURE THAT EMPLOYEES HAVE EVERYTHING THEY NEED TO DO THEIR JOB- Managers are expected to make sure that employees have All the Resources

such as physical or material, financial and information resources in order to effectively do their job



6. GIVE EMPLOYEES APPROPRIATE TRAINING- Give appropriate training to employee to help them increase their knowledge and skills

- Generally it is understood that when employee get to know more about their job, their confidence increases thereby being able to work without much supervision from their immediate managers which in turn builds their self-efficiency and commitment

7. HAVE A STRONG FEEDBACK SYSTEM- Company should develop PMS Systems which holds managers and employees accountable for

the level of engagement they have shownNow many companies are scrapping annual appraisal systems (forced ranking systems) with more robust one which give / mention direct output rather than ratings which at times / many time ARE BIASED. Removing Bell curve itselfNew PMS should also value what they know and not only what they produce

- Conducting regular survey of Employee Engagement LevelsAfter survey : Determines what factors are driving engagement, focus on factors that make most difference to employees

- Based on Survey Results Managers should DEVELOP ACTION ORIENTED PLANS THAT ARE SPECIFIC, MEASURABLE AND ACCOUNTABLE AND TIME BOUND

8. INCENTIVES HAVE A PART TO PLAY- Managers should work out both financial and non-financial benefit for employees who show more

engagement in their job

- Studies have shown that when employees get more pay, recognition & praise, they tend to exert more effort into the job

- There should be a clear link between Performance and Incentives

Replacing them with Conversation-based

assessments.Managers at all levels must do 2 things well:- Give Feedback- Hold talent conversations


9. BUILD A DISTINCTIVE CORPORATE CULTURE- Companies should promote a strong work culture

in which the goals and values of managers are aligned across all work sections

- Companies that build a culture of mutual respect by keeping success stories alive will not only keep their existing employees engaged but also they baptize the new in-coming employees with their CONTAGIOUS spirit of work culture

10. FOCUS ON TOP PERFORMING EMPLOYEES- Surveys show that High-Performing organizations are focusing on engaging their

Top-Performing Employees

- According to the findings of the same research, what high-performing firms are providing what their Top-Performers are asking for and this reduces the turnover of high-performing employees and as a result leads to top business performance


- Start from Day One/ from Recruitment itself; then go for Orientation and Job Specific Orientation for new hires- Start from the TOP; Leadership should commit to the company’s Vision, Mission and Values and lead by example- Should be Two Way communication between employees- Managers should share power, give more job autonomy and should manage by results (may have freedom of choosing

their own best way of their job)- Provide Resources to employees for carrying out their job (Resources : Physical, material, financial and information)- Provide Appropriate Training to increase their knowledge and skills- Have strong feed back system by way of PMS and Employee engagement surveys\- Should have a clear link between Performance and Incentives- Build and Promote Strong Work Culture- Focus of Top Performing Employees / High Caliber Employees

Questioner Employee Engagement

I. Employee Information

Employee Engagement Questioner …

1. Employee name: 2. Position:3. Department: 4. Start working from:

II. Rating Scales1. Strongly Disagree(1); 2. Disagree (2); 3. Neither Agree nor Disagree (3) 4. Agree(4); 5. Strongly Agree(5)

III. Employee engagement questions1. I have the materials and equipment I need to do my job efficiently.2. I receive the information and communication I need to do my job.3. I regularly receive recognition/praise for doing good work.4. The benefits offered here are fair and reasonable.5. The people here are pleasant and co-operative to work with.6. There is someone at work who encourages my development.7. My opinions and ideas seem to matter.8. My supervisor provides me with feedback and guidance.9. My supervisor helps me know what is expected of me.10. My supervisor cares about me as a person.11.Even if I had the opportunity to get a similar job with another organization, I would stay with my present

company.12. In the last year, I have had opportunities to learn and grow.13. I would recommend the organization as a good place to work.14. Overall, I have confidence in the senior managers at the company.15. Overall, I am extremely satisfied with my job.

Table of Contents


Employee Engagement






Organization Culture Encompasses Values and Behaviors That “Contribute to The Unique Social & Psychological Environment of the Organization”

Culture is a property of a group of some sort, reflecting the shared learning that the members have experienced in their efforts to survive, grow & remain internally integrated

Culture is a learned response to survival in the environment and the need for internal integration

The founder, entrepreneur & early leaders impose their will on the orgn. & create what we can think of as “ARTIFACTS”, the visible shared components – behavioral rules, structures, processes, symbols, buildings and so on.

Culture has 2 components:

-Shared Component: dealing with managing the external environment

- Other Component: Deal with the rules & norms of “how to get along” inside the group

Organization CultureDefinition

Orgn. Culture is a System of Shared Assumptions, Values & Beliefs Which Govern How People Behave in Organizations

These Shared values have a Strong Influence on the people in the Organization and dictate how they dress, act and perform their jobs.

Definition

What Does a Strong Culture Look Like

How Consistently Employees Report on What is Valued and RewardedStrength of Culture

What Core Values drive the Behavior and Priorities of a given team

Content of Culture

Employees share / having same / similar understanding of core values, are likely to

perform at a High Level and Experience High Job Satisfaction%

Analyze AnalyzeStrong Culture is Characterized by a strong preference For Two or Three Values:

- Adaptability- Collaboration- Results Orientation- Integrity- Customer Orientation- Precision- Transparency

Contrary to this; Schien believes that one of the commonest mistakes in recent usage is to link

culture only to the inside “HOW WE GET ALONG”

components

Edga

r H S

chei

n,

So

cial P

sych

ologis

t

Orgn Culture is one of the most

paradoxical phenomenon in organizational

studies

Their Culture being in Congruent (in agreement / harmony) with the Organization Strategy and Structure

Seemingly absurd; self contradictory may

nonetheless be true

It’s a Fact that Culture has become an integral part of

Management Practice

At this point it would be wrong to call this a culture, because we don’t know whether what was imposed

has SURVIVAL VALUE. Lots of

Organizations don’t make itHowever, if this works – if orgn is successful both externally in terms of

its products and services and internally in terms of its mgmt systems – a subtle transformation begins to take place in the employees.

Some of these values come to be named as Official Values

The Culture also helps the Organization to Anticipate and Adapt to Changes in its Environment

How Culture is created

Culture has many sub-cultures within itCountry Culture; Company Culture; Occupational CultureEg: Biggest problems of communication failures between doctors, nurses and tech – especially where you have not only different occupational cultures of doctors and nurses but also the additional fact that they have different status and rank in most societies

The concept of Culture can be an important and meaningful construct in organizational psychology

and sociology but only if we capture in the definition both the multi-level complexity and dynamic

evolutionary quality of the concept

As we look ahead, the most evolution will be in the occupational cultures that spring up around new technologies. The social media and the new forms of info tech that are being created will bring with

them new skill sets that create new occupations and those new occupations will evolve basic assumptions that may be quite different from what the occupational cultures of today reveal.

New generation is growing up into a world that we neither understand nor can change. Hence best option is to watch them closely and learn from them

Elements of culture can change, but deeper

levels can only evolve

Cohesive Culture Values are Strong When Its Size (of Employees) is Small

Organization CultureResearch

A TEAM WITH THIS PROFILE IS MUCH MORE LIKELY TO EXPERIENCE HIGH TURNOVER AND LOW EMPLOYEE ENGAGEMENT

When your company is growing fast, it feels like

you can’t make a mistake

Revenues are rising and the excitement of success

keeps everyone happy

Most Importantly, your are also HIRING to fuel that

growthHiring during growth feels like an URGENT TASK, one that needed to happen yesterday

And the Typical Response that Companies make is to CUT CORNERS to get new

hires in the door faster

The problem with this approach is that it ERODES your CULTURE, but that can be

very hard to see until problem develop

What happens when you DOUBLE IN SIZE and add

POOR CULTURE FITS?

Many companies seek to evolve their culture as they

grow, but transition can suddenly cause a dilution of

the original culture

The impact of this type of growth can be extremely negative

Diluted Culture Core Values Individuals on this new extended team now have

very different ideas of what their priorities should be, and more importantly what is valued and

rewarded

The Key for Cohesive Correcting the Course and Get Your Culture Back is a Combination of Strategy and Hiring

Organization CultureCourse Correct

Stra

tegy

Side

On the Strategy side you must decide “What VALUES you think will best help you achieve your larger strategic goals”.

HOW DO YOU COURSE CORRECT AND GET YOUR CULTURE BACK ON TRACK

Peter Thiel Said: “Culture is all too easy to mess up and the good work your company does is far too important to be muddled by ill-defined values. Instead, get in drivers seat, assess what makes your current people special and

put the pedal to the metal on building your Organization

Early stage teams often favour adaptability because it encourages experimentation and risk-taking that tends to pay-off as a company finds its way

In Contrast, more mature teams often focus on collaboration and Result-orientation as a vehicle to promote consistent progress towards shared objectivesWherever you land, your core should align with Key Behaviors that you believe will help you achieve your Strategic Objectives

On the Hiring side, given your diluted profile (due to increase in Employees) your goal should be to select a subset of your current team that represent the culture values you wish to see embodied in your company going forward

This becomes your “Target” against which you can hire additional team members

By consistently hiring candidates who are fit for your inspirational culture, you will see a steadily improving strength and consistency indicator, as well as a clearer set of core values emerge.

Frequent Check-ins with your team explicitly discussing culture and core values will help ensure that your culture is LIVED everyday

Hirin

g Si

de

Soon You Won’t Even Need a Cultural “Target” Anymore. You’ll Have a Company That Breathes Its Values Through And Through`

What Ever Moves they Make, Organizational Managers Must Strive to Align their Strategy, Structure, Systems and Policies with the New Culture

Know What your Current Culture is, what you want your new culture to be and why you want it to be that way

Understand that Primary Mechanisms for developing & sustaining culture are the Vision & Leadership of the Organization Leaders.

(what matters the most is what is rewarded by leaders; what leaders pay attention to, measure & control , as well as how well the team aligned with the new culture)

Consider that hiring & socializing new employees effectively is another key to changing the culture.

(this means hiring individuals whose skills sets not only fit well with the jobs they take on, but whose culture matches up well with the new culture of the organization)

Organizational Cognitive Culture: Reflects how a culture values various outcomes (achievements, results, actions); its views concerning teamwork; who much it values respect, fairness & tolerance for individuality; how much it values attention to detail, innovation (risk taking); stability (security & predictability) and its orientation to customers

Must also consider “emotional culture”:- what emotions do you express or suppress in the organization? And to what degree do you see other people in your organization express these emotions, which include job /’ enthusiasm, love, fear, anger and envy

Organization CultureCulture Change

When Setting out to change the Organizational Culture, HR Executives Should Pay Attention to the Following Factors

Managements words, Behaviors & Organization “Processes must be linked” with the new culture. Cultural Awareness &

Understanding, as well as, Communicating within the Organization are all Critical Factors

Factors ; for Setting Culture Change

When Properly Managed by Senior Management & HR Staff, such initiatives can lead to Lower Absenteeism and less Burnout (Metrics that are easier to measure than Fun Itself)

When an Organization List of Values Runs Long, its Hard for Employees to Identify or Retain Info About Those Values that Really Matter – Hence Keeps Max 3 Values

“In your Organization,

- What is Rewarded?- What is Punished? - What gets you Promoted?- and What is a Taboo?

These questions are Critical because all Human Beings behave in accordance with the “Pleasure Principal”

“CULTURE TAKES REALLY, REALLY LONG TIME TO CHANGE”

Usually it takes at least 3 to 5 years before you can see any results. And senior leadership is really important in driving this process

Organization CultureFeatures

Culture is like “Iceberg”There is NO one Perfect Culture

“In your Organization,

- Who Owns the Culture?

Ans: The person who Owns the STRUCTURE. However, if your culture is NOT in Alignment with Your Firm’s Strategy and Structure, it will not be help your COMPANY SURVIVE

“Even if you have best values but not supported by your Structure, those values are not going to serve you well.

Eg:“values “team oriented” but company’s structure – in the form of policies & rewards – contradict that notion, such as ranking employees by performance and then firing those who rank below a percentile

Only tip of the iceberg is visible above the water, the underlying assumptions of culture are vast, but sit un-examined under the surface.

So obvious that we do not question them, we just take them for granted.

In the case of organization cultures, one such underlying assumption is the answer to the question “WHY ARE WE IN BUSINESS?”

Behavioral norms are significant because when employees take them for granted and manage themselves in accordance with those norms, the results are more powerful than when those norms must be repeatedly enforced from

above and outside Wherever you land, your Core Values should align with key behaviors that you believe will help you achieve Strategic Objectives

Six Signs to Identify Your Company Culture is Toxic

Organization CultureToxic Culture

There is one way to do things (Boss’s way) (A rule driven; command-and-control) this

culture drives talented people away

Identifying Company Culture is

TOXIC

Everyone’s number one goal is to

AVOID getting yelled at.

(in a toxic culture people

are very tuned into their Manager’s mood. “When

HR Director is out of HR dept then people will

come to talk to us)

NO O

NE W

ANTS

TO

HEAR

YOU

R ID

EAS

(In a

toxic

cultu

re, no

body

wan

ts yo

ur op

inion

. The

y hav

e alre

ady

decid

ed ho

w yo

u sho

uld do

your

job. T

hey f

eel n

o nee

d

to as

k you

wha

t you

feel)

THERE ARE SECRETS EVERYWHERE(You know your culture is broken when you walk into a

room where people are talking & suddenly they go silent. You don’t know the pain is, whether you job is secure or

not & what to expect week-on-week)

PEOPLE COME & GO AND NO ONE CARES

(They hired someone & didn’t workout, so you go back to

the person who was interviewed 3 weeks back & didn’t

touch him after that. In a toxic culture Manager will

assume that employees will flow in & out all the time,

they are interchangeable)

YOUR BODY REBELS

(Y

our b

ody is

best b

aromete

r of th

e un-

health

of th

e com

pany

you work

for. I

f you c

ant sl

eep a

t

night,

your

jaws a

ches in

the m

orning

from gr

itting y

our

teeth

all nig

ht, Its

time t

o alon

g; Yo

ur car

eer d

eserve

s

bette

r)

We tend to tell lies about the company culture because its INCONVINIENT to hearWe’d rather not change Job:- A job hunt is a major pain in the neck.

A lot of people DON’T believe that you can shift a toxic culture but that is false. The way to begin to soften up and warm up a –Ve Brittle Culture is to notice the Leaders PainPEOPLE IN PAIN ACT LIKE IDIOTS & JERKS

Influence of Corporate Culture on Employee Engagement

Organization CultureInfluence

Due to shift of World Economy from Industrial to Knowledge Based one, Employees are Being Valued for not only What They Produce but also for What They Know.

The Goal of every Organization should be targeting the right Employees ONLY Focusing on Employee on Employee Engagement often may Miss the Point

Having a High Performing Business Culture is a Competitive Advantage for any Organization Today

Every Employee either makes the Company Culture Strong or Weaker

Culture can only be Inculcated thru Vision and Mission Statement

Employers have understood that they have little control over thru Culture that Exists

No Organization – Large or Small – has a SINGLE CULTURE, rather it has many Cultures as it has many Functions, Managers or Supervisors

Employee Engagement May Reduce at the Time of Culture Change, Which is Acceptable as the Engagement Score Becomes Higher for the Right Group of Employees Afterwards

od employee engagement and orgn culture

Recruiting & HR