report on employee engagement report

8/8/2019 report on employee engagement report

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COVER LETTER

To,

Mr. VINAY RANTA,

Chairman,

ARORA TECH,

New Delhi-110016, India.

Sir,

Please find enclosed detailed report on the employee engagement survey of the firm ARORA TECH. It was a proud

feeling to do work on such a survey. I have performed this task with best of my abilities and I am very much sure

that the findings of the survey will help the organization to put forward another giant step.

The report is enclosed with all the survey details and the employee database on which survey was conducted

Kindly go through the report and validate the findings as per your standards and let us know in case of any queries

Thanking You,

Yours Sincerely,

Jatin Arora,

HR manager,

Arora tech


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AUTHORIZATION

25th August, 2010.

To whomsoever it may concern:

We the undersigned, hereby authorize HR MANAGER Mr. JATIN ARORA to act on our behalf in all manners

relating to conduct a survey on employee engagement for the ARORA TECH. PVT LTD. We hereby authorize

him to have the powers to meet or engage any employee of the organization to develop an extensive research

for the employee engagement program. Any and all acts carried out by Mr. JATIN ARORA on our behalf shall

have the same effect as acts of our own.

This authorization is valid until further written notice from our side.

Sincerely

Vinay ranta

Chairman

Arora Tech..


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Employee

Engagement

SurveyKeeps the pace with dynamic global competition


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EXECUTIVE SUMMARY

Employee engagement is the level of commitment and involvement an employee has towards their

organization and its values. An engaged employee is aware of business context, and works with colleagues to

improve performance within the job for the benefit of the organization. It is a positive attitude held by the

employees towards the organization and its values. The report focuses on the level of employee engagement

which is an antecedent of job involvement and what should company do to make the employees engaged. The

report covers the extensive study of employee engagement at ARORA TECH. that identifies strong feelings of

employee engagement and the steps which show to drive an engaged employee

The report is an extensive study of factors that can affect the employee

engagement drive in an organization with special reference to ARORA TECH. The emphasis has been placedon how the employee engagement can lead to better results in the organization and how effectively engagement

can be increased by putting minimum efforts


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Contents

Title page no

Introduction 8

Background 9

Measurement of employee engagement 18

Employee engagement index 19

ABC of employee engagement 20

Methodology 28

Data analysis and interpretation 29

Key findings 32

Conclusion and recommendations 35

References 37


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feel that they are the part of the organization and to help them grow organization need employee who and

committed in decision over how when and where they work to best suit their customer lives

.

Background of the study

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of people:-

Engaged: "Engaged" employees are builders. They want to know the desired expectations for their role so they

can meet and exceed them. They're naturally curious about their company and their place in it. They perform at

consistently high levels. They want to use their talents and strengths at work every day. They work with passion

and they drive innovation and move their organization forward

Not Engaged: Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are

expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They

focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engagedtend to feel their

contributions are being overlooked, and their potential is not being tapped. They often feel this way because

they don't have productive relationships with their managers or with their coworkers.

Actively Disengaged: The "actively disengaged" employees are the "cave dwellers." They're "Consistently

against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They

sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what theirengaged coworkers accomplish. As workers increasingly rely on each other to generate products and services,

the problems and tensions that are fostered by actively disengagedworkerscan cause great damage to an

organization's functioning


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FACTORS LEADING TO EMPLOYEE ENGAGEMENT

Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to develop their abilities,

learn new skills, acquire new knowledge and realize their potential. When companies plan for the career paths

of their employees and invest in them in this way their people invest in them.

Effective Management of Talent

Career development influences engagement for employees and retaining the most talented employees and

providing opportunities for personal development

Clarity of Company Values

Employees need to feel that the core values for which their companies stand are unambiguous and clear.

Respectful Treatment of Employees

Successful organizations show respect for each employees qualities and contribution regardless of their job

level.

Empowerment

Communication

Performance Appraisal

Equal opportunities & fair

treatment

Health & Safety

Job satisfaction

Respectful treatmentof em lo ees

Clarity of company

values

Effective

Mana ement of talent

Opportunities

For personal development

Pay & benefits

Companys standardsof ethical behavior

Image

Co-operation

Family friendliness

FeelingValued&Involve

ENGAGEMENT


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Companys Standards of Ethical Behavior

A companys ethical standards also lead to engagement of an individual

Empowerment

Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces

create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing

orthodoxy and to input and innovate to move the organization forward.

Image

How much employees are prepared to endorse the products and services which their company provides its

customers depends largely on their perceptions of the quality of those goods and services. High levels of

employee engagement are inextricably linked with high levels of customer engagement.

Other factors

Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for

growth and advancement to all the employees

Performance appraisal

Fair evaluation of an employees performance is an important criterion for determining the level of employeeengagement. The company which follows an appropriate performance appraisal technique (which is transparent

and not biased) will have high levels of employee engagement.

Pay and Benefits

The company should have a proper pay system so that the employees are motivated to work in the organization.

In order to boost his engagement levels the employees should also be provided with certain benefits and

compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel secure while working.

Therefore every organization should adopt appropriate methods and systems for the health and safety of their

employees.


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Job Sa tisfaction

Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization

to see to it that the job given to the employee matches his career goals which will make him enjoy his work and

he would ultimately be satisfied with his job.

Communication

The company should follow the open door policy. There should be both upward and downward communication

with the use of appropriate communication channels in the organization. If the employee is given a say in the

decision making and has the right to be heard by his boss than the engagement levels are likely to be high.

Family Friendliness

A persons family life influences his wok life. When an employee realizes that the organization is considering

his familys benefits also, he will have an emotional attachment with the organization which leads to

engagement

Co-operation

If the entire organization works together by helping each other i.e. all the employees as well as the supervisors

co-ordinate well than the employees will be engaged.

WHY DOES EMPLOYEE ENGAGEMENT MATTER?Employee engagement matters because engaged employees create loyal customers who, in turn, drive profitable

growth.

Based on an analysis of major US corporations such as Banc One, Intuit Corporation, Southwest Airlines,

ServiceMaster, USAA, Taco Bell, and MCI, the Harvard study established the links in the Service-Profit Chain:

Profit and growth are stimulated primarily by customer loyalty. Customer loyalty is a direct result of customer

satisfaction. Customer satisfaction is largely influenced by the value they attach to the services provided. Value

is created by satisfied, loyal, and productive employees. Employee satisfaction, loyalty and productivity are in

turn stimulated by policies, practices and support services which inspire employees to deliver results to

customers.

In other words, the Service-Profit Chain shows how employee engagement impacts on customer satisfaction

and profitability and it shows the importance of focusing on the factors which drive engagement: investment in


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recruitment, training and development, and the technology that supports people, together with performance

management systems which properly link performance and pay. A number of other studies also shown similar

trends most notably the Sears Employee-Customer-Profit Chain Model which was at the heart of a far-reaching

culture change and financial turnaround at the US retail giant in the early 1990's. This model shows that a 5

point improvement in employee attitudes towards their own job and towards Sears as a company predicts a

0.5% increase in revenue.

In the turn of the century a number of studies have supported these findings. In 2004 Sirota Consulting studied

28 multinational companies and found that the share prices of organizations with highly engaged employees

rose by an average of 16 per cent compared with an industry average of 6 per cent. Also an ISR study published

in 2005 showed that in companies with above average levels of employee engagement profits rose by 2.06 per

cent and the operating margin rose by 3.74 per cent over 36-months. Conversely, companies with low levels of

employee engagement saw net profit fall by 1.38 per cent and the operating margin fall by 2.01 per cent over a

36- month period.

In summary the research shows what some of the world's most respected business leaders already know: the

links between employee engagements, customer satisfaction and organizational performance are beyond

question. However, it also shows that high levels of engagement are far from being the norm. Indeed, recent

research from Towers Perrin1 describes employee disengagement as a global epidemic. Therefore, the

challenge for many companies is to properly measure engagement, identify its key drivers and create a culture is

which engagement becomes "the way we do things around here".

During the past five years, though, there has been a surge in the popularity of employee engagement. Why the

sudden interest? Why are some of the companies with which we workAmedisys, Owens Corning, HCA,

Grant Thornton, and Progress Energymaking engagement a key ingredient in their overall strategy? We

believe there are four primary drivers

People have become the primary s ource of competitive advantage.

The Brookings Institute (2003) recently examined the primary source of market value in todays organizations

and how it has changed over time. In 1982, 62 percent of an organizations market value came from tangibleassets and 38 percent from intangible assets.Tangible assets include things like machinery, products, facilities,

etc. Intangible assets, on the other hand, include factors such as brand, intellectual property, and, most

important, the quality of the workforce. By 2002, 20 years later, the source of value had almost totally flipped.

Almost 80 percent of market value today comes from the intangible with a scant 20 percent coming from

tangible assets. As we all have heard before, products can easily be copied, a technological edge can prove


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fleeting, and more facilities can be built, but the quality of an organizations talent, its passion and commitment,

is nearly impossible to replicate. Engagement is the fuel that drives the value of intangible assets

Retention and the war for talent. The landmark 1998 McKinsey study, The War forTalent,9 was among

the first to talk about the potential for workforce shortages due to the aging population. The studys authors

called upon organizations to take more seriously their efforts to attract and retain talent, to assure that theywould be able to survive and thrive in the future. In the late 1990s and early 2000s, the slump in the global

economy quickly took the spotlight off of the anticipated talent shortage. And some predict that a portion of

todays aging workers will delay their retirements out of necessity, attenuating the expected talent shortage

Since 2003 the picture is once again changing, albeit not as quickly as expected. For example, the Society for

Human Resources Management reported that 48 percent of the employees it polled are actively seeking new

jobs.10 Alan Weber, the editor ofFast Company,predicted:The beneath-the-surface issue isnt jobs, its work.

Specifically, its the growing recognition by workers that corporate leaders have so abused them during the

recession, that when a job producing recovery really kicks in, companies will suffer a wave of employee

deflation. Additionally, the workforce is getting older, with many of the baby boomers hitting 60 in2006 and

ready to retire. Over and above the workforce cost of increased retirements, companies are beginning to take

heed of the enormous financial costs of turnover (in the United States the estimate is in the billions) and

increasingly viewing employee engagement as an imperative for keeping their key employeesand attracting

new onesas the war for talent heats up once again.

Popular appeal. Remember the reengineering wave? Even those who used it as more than just a guise for

massive layoffs found it painful. Six Sigma implementations are invaluable to business performance, but most

companies are finding them too complex to implement well. Engagement is a different matter altogether. While

it still takes patience to implement, engagement gets to the hard stuff by focusing on the softer stuff. As one

manager said: Its about appealing to the head and the heart.Engagement is about creating passion, its about

focusing on what people do well, and its about development and recognition. Some have called employee

engagement a form of positive psychology which, on the whole, is an easy pill for organizations and their

employees to swallow.

Overwhelming impact. The human resources function has been under pressure for decades to

prove that it makes a difference. While CEOs may espouse the importance of their work- forces in their annual

reports, when times get tough, HR is among the first to get the budget axe. Why? A lack of convincing evidence

on the value of HR initiatives. HR professionals are scrambling, according to a recent Conference Board report,

to prove that their activities and investments are both efficient and positively influential to business strategy.11

The positive relationship between engagement and performance (documented in hundreds of studies, with the


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evidence mounting every day) provides a way for HR to prove its contribution. Its a fact: The higher the level

of engagement, the higher the performance of the business. The research is not inconclusive, not limited to one

country or industry, and not contained to a few hundred peopleits overwhelming.

Building higher levels of engagement is based on a number of fundamental beliefs, many of which were formed

by our more than three decades of research and experience.1. Engagement is the primary enabler of successful execution of any business strategy.

An engaged workforce is your only true competitive advantage. It is almost impossible to copy and, without it,

execution of most corporate initiatives becomes difficult, if not impossible.

2. Engagement is not a shor t-term initiative.

Because engagement is simple in concept butdifficult in execution, it is never achieved or finishedonly

improved. It might take years ofsteady progress to build high levels of employeeengagement, and without the

proper care andfeeding, these gains can wither and fall awaysurprisingly quickly.3. Engagement must be driven from the top.

Engagement is a business imperative, notan HR initiative, though HR should be a key player in driving higher

levels of engagement. Support from the top also means senior leaders must be highly engaged themselves.

Believe it or not, only one in four senior leadersand only one in six frontline leadersis highly engaged. Its

hard to imagine highly engaged employees without highly engaged leaders.

4. One of the best ways to have highly engaged employees is to hire them!

Certainpeople have a set of characteristics or attributesthat increase their propensity for engagement

(for example, some employees are more likely to have higher levels of engagement than others, regardless of

the jobs they choose or assignments they receive). Companies should pay close attention

to these characteristics in their hiring process

Engagement is all about fit.

People are more likely to be engaged if their jobs and the culture of the organization match both their abilities

and skills, and their motivation and values. Most organizations hire or promote only for the ability

and skill match, ignoring the motivation and value match.

6. No one impacts the state of engagementmore than an employees immediate leader.

While this might be a slight exaggeration, we believe most people do not leave their jobs;they leave their

bosses. Show us a highlyengaged team, and theres a strong likelihoodwe can show you a leader who is

coaching forsuccess, setting clear goals, empowering others, providing open and honest feedback, and making

the winners feel valued.


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7. Measuring engagement and demonstrating its business impact is cruci al, but its only a

small part of winning the battle .

Far toomany organizations pour hundreds of thousandsof dollars into measuring and remeasuring

engagement, leaving little energy or budget for actually improving engagement levels. Keep your engagementmeasures simple and cost effective. Instead, spend your resources and energy moving the needle in the right

direction!

8. Engagement means reaching the heart.

Highly engaged employees give that extra effort because inside they care. And, they care because

they feel someone is caring for them. A vice president for customer service at Progress Energy, for example,

insists that his managers really get to know the individuals on their teams as people, not just employees. He

wants to know about their aspirations, interests, and families. The recognition of the whole person sends a

powerful message to employees that the organization understands and appreciates that they have a life outside

work.

AN ENGAGING WORK ENVIRONMENT

The second component of our model, an engaging work environment, consists of five key elements:

Aligning effort with strategy

Engagement begins with employees clear understanding of what they should be doing on the job. Each

employee needs a solid job description and a clear set of performance expectations.

Even more critical is their understanding that their individual goals are connected directly to the organizations

goals. Unfortunately, less than half of employees (47 percent) are satisfied with their organizations system for

managing their performance. Some organizations do an especially good job of creating alignment early in an

employees tenure with the organization .For example, new team members at Toyota are given a thorough

orientation that clearly defines how their roles and the decisions they make tie into Toyotas overall approach

and manufacturing philosophy. To attain this alignment, leaders needto help all employees see the bigger

picture and understand their roles relative to it. They also need to show how an individual employees actions

affect other departments and external customers. Building a strong sense of alignment with strategy requires a

good communication system and strong accountability. Employees should be kept well informed about the

changes that affect their work groups so that they arent confused or surprised when those changes are

introduced. Additionally, when organizations provide a clear sense of direction and keep employees well


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MEASURING EMPLOYEE ENGAGEMENT

Organizations need to measure the employee engagement so that it can improve upon it There is no generally

accepted definition of employee engagement. So it is not really surprising that there is no definitive

methodology for measuring it. Most research organizations favour the use of a survey, and have developed

distinctive approaches. Any organization seeking to measure and raise the level of engagement does need to

employ a structured approach based on a tried and tested model. There have been various theories and

questionnaires been put forwarded by various researchers to measure employee engagement in the recent times.

The Gallup Organization is well known for its Q12 approach, a 12-question survey that identifies strong

feelings of employee engagement. Results from the survey show a strong correlation between high scores and

superior job performance. Here are those 12 questions:

Do you know what is expected of you at work?

Do you have the materials and equipment you need to do your work right?

At work, do you have the opportunity to do what you do best every day?

In the last seven days, have you received recognition or praise for doing good work?

Does your supervisor, or someone at work, seem to care about you as a person?

Is there someone at work who encourages your development?

At work, do your opinions seem to count?

Does the mission/purpose of your company make you feel your job is important?

Are your associates (fellow employees) committed to doing quality work?

Do you have a best friend at work?

In the last six months, has someone at work talked to you about your progress?

In the last year, have you had opportunities at work to learn and grow?


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EMPLOYEE ENGAGEMENT INDEX

I as an individual believe that we can only improve upon those things that we can measure. So in order to

improve upon the employee engagement we need to measure it. I have developed a model for measuring

employee engagement from the companys facts and figures. These facts and figures can be broadly classified

into two dimensions

Customer dimension

Employee dimension

Customer dimension: As we have already emphasized on the fact that customer loyalty and hence the sales of

the company are directed related to the employee engagement. so by knowing about the customer loyalty and

satisfaction one can have the idea of employee engagement

Employee dimension: This includes the direct method of measuring employee engagement by various figures

like attrition rate, number of ideas generated, number of patents taken by the company in one year etc.

This can be better illustrated by the following table:

We can rate various factors as shown and thus can find the employee engagement index


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GLOBAL EMPLOYEE ENGAGEMENT FOR YEAR 2009

ABC OF EMPLOYEE ENGAGEMENT

Employee engagement can be increased keeping in mind the factors that attributes for the enhancement of

employee engagement. Following basic concepts from A-Z can help the top managers increase the employee

engagement over time.

A

AspirationsUnderstand what your people aspire to and empower them to reach it--it is their aspirations that

make them unique, and they are most engaged when working towards them.


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Advertise. Take your good news outside. Brag and boast and blow your team's achievements, and more good

will occur. You'll attract new people. Your team will increase its engagement. You'll achieve objectives sooner,

more easily. Your employee retention rate will increase.

AppreciateTake the time to appreciate each person you have on your team.

B

Benefits If employee engagement is to be sustained over time it must benefit employees, leaders, managers,

organizations, and customers

C

Connection Employee engagement is created through caring connections with others in the workplace and

connections to our workstay connected and you will stay engaged

Community Communities embrace the individual strengths, weaknesses, opportunities, and threats of each

member and mobilize based on the common belief that the whole is capable of accomplishing much more than

the sum of its parts. Community cannot be artificially manufactured, but it can be nurtured. Create the

conditions for community by adopting a common vocabulary around engagement as it relates to interaction,

Participation, sharing, fellowship, collective action, results, and success

D

Disengagement Although chronic disengagement is a workplace scourge we need to balance engagement and

disengagement to maintain productive work over the long termDocument Keep a journal of your employee engagement efforts and successes. You may hand your job over to

someone at some point. You may derive new ideas from past successes. You may have to explain or defend

engagement actions you've taken with your people. You may just enjoy reading about you've done.

E

Echo What we do reverberates across the organization. We listen, so we know whether or not to make

adjustments

EgoWe are all ego-driven individuals who want to be known for our successes. If you want your people to

appreciate the impact employee engagement has on business results, show them how their work matters. We

want to know our successes had a meaningful impact on the company's success


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F

Feedback: Tell me how I am doing - not once or twice a year - but all the time. Tell me when you like what I

have done; tell me what didn't work and why. Providing me feedback - both positive and constructive (but

please don't yell!) on a regular basis will do so much to help me improve you will be surprised at what can be

achieved.

G

Gratitude Another of the five principle ingredients of engagement. Without gratitude one cannot stay engaged

for the long-term. Fostered by the activity of thanking others which in turn provides recognition and

appreciation

Guarantee Attention. Whether your attention is listening ear, good morning smile, specific job-question, or

something else, it matters to your people. Every engagement survey questions the attention management gives

employees: the more attention, the more likely the engagement.

GivingOpportunities for employee engagement extend beyond opportunities within their own teams. Managers

need to give. We need to give our employees the opportunity to move across assignments, teams, and other

boundaries, and we need to give other managers an opportunity to leverage their talents. Organizations that

foster giving with serial reciprocity remove barriers to full engagement.

H

Hold Your Horses (as You Hurry). Since engagement is an investment of emotion, energy, time, ability, one

may not jump in without preparation. No matter how eager you are to manage a team of Champion Engagers

you may want to rein yourself in a bit. Allow engagement to evolve, with your nurturing encouragement.

HumorAppreciate the power of humor and laugh at the humors of work and life at work. People want to have

fun on the job, and even brief moments of frivolity and levity generate energy and enthusiasm, spark creativity

and innovation, and fuel productivity.

IInstructionTeach the core beliefs and values of engagement to everyone in the organization.

Isolate: Only problems, not people.

J

Joy. Fully engaging in work can produce joy as work becomes love made visible


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K

Kaizen: Kaizen is the Japanese term for "continuous improvement", a concept we should take to heart if we

want students to achieve their personal and professional best. Small changes, if done every day, can make a big

impact over time. By creating an environment of Kaizen, reflection becomes part of the daily work and

conversations. Continuous improvement an only be achieved, with continuous reflection. And with continuousreflection, students will become more and more engaged in their growth and learning.

Keys. If we carry too many keys we can feel weighed down - each organization and individual will need to

determine the keys or vital behaviors that produce authentic and genuine employee engagement.

Knit. Well-formed, strongly coached, and frequently energized teams do more than individuals. You can knit

and weave team structure. You can knit it with the yarn of engagement. Just know not to knot things up.

Keep your commitments.

Kinetics Direct the motion of engagement by understanding and adapting to the different styles, attitudes,

feelings, and experiences that inform what people do and how they act.

L

LoyaltyInspiring loyalty is a fundamental objective of employee engagement, as feelings of loyalty motivate

empower, and drive us to achieve results. Once loyalty is achieved, it must be kept in balance in order to sustain

engagement

LeadershipLeaders need to create vision, direction, and strategy that foster engagement and also communicate

this fully to all employees while also being open to employees helping to co-create the organizations vision and

direction.

M

MotivationForge and evangelize the connection between individual aspirations and the strategy and goals of

the organization, and people will feel motivated to achieve results and empowered to make a difference.

ManagementIn many studies, the single biggest contributor to employee engagement is the relationship people

have with the person who manages them so managers must manage their own engagement while connecting

fully with their staff to prime employees engagement.

Mastermind Engage your people in developing their engagement. Invite discussion, ideation, forums that

generate ways to engage. No matter what you call it, every time your folks turn on their idea-machines, they

engage themselves.


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N

Networks Employee engagement works better together - create a network of best friends at work, create a

social media network to communicate with each other at work,

Nibble. Engagement may be best experienced in small bites.

OOpportunize Offer numerous engagement opportunities. Naturally, the job is where one should engage.

However, there are surrounding engagement areas that stimulate job-engagement. I repeat: think of career,

company, network, community, and personal development as engagement arenas.

OptimismThe belief that goodness pervades reality is what keeps us moving forward. Some people will always

find a negative spin, and negativity is such a heavy weight to carry that it makes it hard for people to move. By

embodying the belief of the optimist, we can inspire our teams to expect favorable results as they take on new

challenges. We can create enthusiasm and a desire to excel that is not hindered by the roadblocks of negativity.

P

Passion Passion dwindles when it is left unsatisfied for too long. The concepts can be resurrected, the keys can

be re-examined, and the commitment to engagement rebuilt, but if you want to sustain engagement, finds

tangible ways of reaching it.

Purpose Employee engagement must be directed at achieving a purpose for the organization such as

productivity, profit, recruitment, retention, project success, high functioning teams, quality, customer

engagement, etc.

Persist. Persistence encouraging your people to experience engagement pays off. Engagement can/should be

with more than just one's job. Think of career, company, network, community, and personal development as

engagement arenas also.

Q

Quality The desire to improve Quality is the fuel behind employee engagement-- increase the quality of

conversation, commitment, interactions, executions, deliverables, and results, and you increase the quality of

the organization.


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Questions? We are all looking for answers to enhance and improve employee engagement but never overlook

the value of a good question, such as: Who is engaged, with what, for how long, and for what reason?

R

RelationshipsEmployee engagement works best when results are woven with relationships

Reconnoiter Reasons for engagement will change as your business, its marketplace, the economy, yourpersonnel population, and many more factors change. Payattention to what's coming and your engagement can

be proactive.

S

Strengths Engagement levels increase when we know our strengths, hold strength-based conversations, work

with our strengths, work strengthens us, and we move from listing strengths to fully living our strengths in the

service of others and our organization.

Scarcity Build win-win relationships based on a model of scarcity, not abundance. When resources are scarce,

the focus is on linking and leveraging them in new and diversified ways to foster growth, but when resources

are abundant, they are used in a standardized manner that actually stunts new growth. Embrace the idea that the

unique talent of each employee is a scarce resource, and foster an environment where this uniqueness is

leveraged to diversify the organization and ensure its success.

T

Today.Employee engagement is about today, dont wait for some magic measurement or better time - do what

you can, with what youve got, where you are.

TrustBuild relationships born of trust. When you trust your employees, they will feel honored and respected,

but when you fail to trust them, they will feel undervalued and become disengaged. Examine your beliefs and

check your actions--it is much easier to talk about trust, than to show trust, and much easierto lose trust than to

build trust.

U

Understanding. Employee engagement requires comprehensive understanding of the uniqueness of each

individual and each culture within each workplace - seek first to understand and demonstrate that understanding

before seeking to be understood.

Unleash - Take the leash off of employees. Trust. Turn them loose!


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Upset the cart A little chaos can have good results. The sudden change demands engagement. Opportunities to

witness, enjoy, and learn from the experience can be great.

V

Visibility, and the involvement that comes with it, is crucial to forging a shared purpose across an organization

Engage employees in the big picture and provide them visibility into where their own contribution ismeaningful

Values. Make employee engagement a value or promise to all employees that their work matters and makes a

difference and you will see economic value come out of this value.

Visualize. Seeing engagement before it happens is almost as much fun as seeing it live and in person. Practice

visualizing an engaged employee, an engaged team. Share your clear picture with your team. Invite them to turn

on their visualizers and share what they see. Visualizations may not be identical, but it helps when everyone

looks in the same direction.

W

WonderBy challenging ourselves and our employees to look at things with the same sense of puzzled interest

we did as children, we can empower new ways of thinking that challenge assumptions, stimulate engagement

and re-instill our sense of wonder in the world.

We. In the co-created world of work the old line: If it is to be it is up to me must be rewritten to, If it is to be it

is up to we.

X

X-ray We must get to the bare bones of engagement and avoid using anonymous surveys that at times seem to

measure engagement but actually produce disengagement.

Xanadu When you seek employee engagement, you are embarking on a journey that is constantly evolving. But

we all need a finishing line. The finishing line is Xanaduthat idyllic place of great contentment where it al

comes together.

Y

YieldingEngagement is an active and constantly evolving process, but when we continuously reach for new

heights, the finishing line can seem further out of reach.


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Z

Zen Zen teaches a person to engage with their breathing, their mind, and their world as you let yourself become

more mindful in daily activities, including work, you will find yourself becoming more and more engaged.

Zoo fiddleMake up words. It's fun. It can energize your team meetings. It can help unleash the inner poet or

artist and lead to creative breakthroughs

Zeal When we approach a situation with zeal, we approach it with an enthusiastic diligence that reveals newpossibilities, alternatives, and options. Create an atmosphere of zeal, where others can seize opportunities and

solve problems, and you will empower them to achieve, generate enthusiasm, and foster their desire to excel.

CONCEPT OF EMPLOYEE ENGAGEMENT IN ARORA TECHNOLOGIES

In ARORA technologies engagement comprises individual value, focused work, and interpersonal supportEach of these three components has subcomponents that further define the meaning of engagement Individual Value: Employees feel more engaged when they are able to make a unique contribution, experience

empowerment, and have opportunities for personal growth. Past research concurs that issues such as being able

to affect the work environment and making meaningful choices in the workplace are critical components of

employee empowerment. the perception of meaningful work is one of the most influential factors in

determining employees willingness to stay with an organization.

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 burn valuable time on activities that do not make a difference for the organizations success.

Additionally, even when they have a direction in place, employees must receive feedback to ensure

that they are on track and being held accountable for their progress. In particular, they need to know that low

performance is not acceptable and that there are consequences for poor performance. Employees want to work

in an environment that is efficient in terms of time, resources, and budget. People lose faith in their organization

when they see excessive waste. For instance, employees become frustrated when asked to operate without the

necessary resources or when forced to waste time in unnecessary meetings.

Interpersonal Support: Employees feel more engaged when they work in a safe, cooperative environment

Safe, in this context, means that employees trust one another and are able to quickly resolve conflicts when

they arise. They want to be able to rely on one another and to focus their attention on the tasks that really

matter. Conflict wastes time and energy and needs to be dealt with quickly. Other research also finds that trust


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and interpersonal harmony are fundamental underlying principles in the best organizations. In addition,

employees 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

METHODOLOGY

Available with me was the employees database which was a reliable and authentic source of employees

address. And from those documents maintained by HR department I used to distribute the questionnaire to the

employees. It consisted of the first hand source of data collected through the questionnaires from the

respondents.

The methods I have followed in doing the survey include many steps. The first thing that was done was

the formation of questionnaire which could help me in extracting the essential information from the

respondents. The questionnaire was designed on a four point scale where 1 represented low extent and 4

represented very high extent. I was equipped with the required weapon in the form of questionnaire and the next

step was to circulate the questionnaire to the employees which I did. A sample size of 100 respondents was

chosen The sampling type was a probability sampling based on systematic random sampling.. After recollecting

the questionnaire which was a very tough job to carry out I interpreted it and jotted down the queries and

complaints welling up in my mind. The scores of individual items are summated to produce a total score for the

respondent. The higher the respondents score, the more favorable is the attitude.


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DATA ANALYSIS & INTERPRETATION

Primary Research

Study Sample: 100 employees of ARORA tech.

Data Collection through Questionnaire

EMPLOYEESOPINIONOFTHEORGANISATION

PERCEPTION OF THE COMPANYI think I work for a great company

SOCIAL RESPONSIBILITYI view my company as socially responsible

CULTURAL VALUESI feel the cultural values of my company align with my own

FEELING VALUED IN THE WORK PLACE

I feel valued by my companyEMPLOYEE COMMITMENTI am strongly committed towards the company

Workplace factors

TRAINING AND DEVELOPMENT OPPORTUNITIES

I am offered good training and development opportunities

COMMU NICATIONMy opinions are listened to

PAY AND RENUMERATION

I am paid a fair wage for what I do

REWARD AND RECOGNITION

My efforts are recognized by the company

EMPLOYEE POTENTIAL

I am working to my full potential

JOB SATISFACTION

I am satisfied with my current job

CHALLENG ESMy work is interesting and challenging

Employee opinion of the management

MANAGEMENT SKILLS- RELATIONSHIPS

I am satisfied with the relationship I have with my manager

MANAGEMENT SKILLS-COMMUNICATION


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My manager communicates clearly

MANAGEMENT SKILLS- MANAGING

My manager is good at managing people

MANAGEMENT SKILLS-PROBLEM SOLVING

My manager is good at problem solving

MANAGEMENT SKILLS-SUPPORT

My manager supports my developmental goals

MANAGEMENT SKILLS-GOALS AND OBJECTIVES

My manager sets clear goals and objectives

MANAGEMENT SKILLS-EQUALITY

My manager treats all employees equally

MANAGEMENT SKILLS-APPRECIATION

My manager appreciates me

MANAGEMENT SKILLS-MOTIVATION AND INSPIRATION

My manager motivates and inspires me

EMPLOYEE TENURE

On a scale of 1 to 7, how much longer do you think

you will stay with company?

Less than 6 months 16-12 months 2

12-24 months 324-36 months 4

36-60 months 560-84 months 6

Always 7

DISENGAGEMENT FACTORS

Most important reasons as to why you would not remain with company beyond 24 monthsThere are no career advancement prospects

I am not recognized or rewarded for my effortsI am bored with my job

I can get better pay elsewhereLack of communication/cooperation with management

The culture is not very supportive or friendlyThe job has poor work/life balance

I face unreasonable pressure and demandsMy manager and I have poor relationship

Personal ReasonsLack of job security


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Poor corporate social responsibilityI do not get along well with my co-workers

Staff retention factors

Most important reason that is keeping them engaged with the companyA sense of purpose and meaning in my job

A good relationship with my co-workers

A good relationship with my managerNew and interesting challengesGreat work/life balance

Fair and reasonable Pay and Employee BenefitsLong Term job security

Development opportunitiesA culture of fairness/equality among co-workers

Open communication with ManagementReward and Recognition

A set career path/promotional opportunitiesFeeling more valued by the organization

Better social responsibility

Key Findings

I work for a great company

86% Agree, 7% disagree, 1% s disagreeLevel of agreement amongst people leaving 40% compared to 95% with people staying put Interpreted by

position type, a strong level of agreement is more in a senior position.

My company is socially responsible86% agree, 6% disagree & 1% s disagree

75% agreement amongst employees leaving & 90% amongst restStronger agreement with senior management and employees in later stages of career

Cultural values of my company align with my own82% agreement,12%disagreement

6.5 out of 10 of outgoingemployees agree compared to 9.5 amongst rest

I feel valued by the company74% agree, 18% disagree

8 out of 10 employeesleaving disagree compared to 1 out of 10 in restDisagreement highamongst junior employees

I am strongly committed to my company

83% agree, 9% disagree,1 in 10 disagree50% agreement amongst employees leaving compared to

95% amongst rest


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My manager communicates clearly

73% agree, 19% disagree43% leaving employeesdisagree compared to 14% amongst rest

My manager supports my developmental goals76% agree and 14% disagree

54% disengaging believe their manager supports their development goal compared to 84% for engagedemployees

My manager treats all employees equally

70% agree and 22% disagree46% disengaged employees agree compared to 76% engaged

My manager is good at problem solving

79% agree,13% disagree59% agreement amongstdisengaged compared to 85% amongst engaged

My manager appreciates me

81% agree, 11% disagree

58% agreement amongstdisengaged compared to 94% amongst engaged

My manager sets clear goals

83% agree,18% disagreeDisagreement 60%compared to 15% amongst engaged employees

My manager motivates & inspires me

64% agree, 24% disagree60% disagreement amongstdisengaged employees compared to 17% amongst engaged

How long will you stay with the company

Up to 12 months 13%12-24 months 12%

24-36 months 18%36-60 months 26%

More than 5 years 31%

Reasons for engagement

A sense of purpose and meaning in my job (32)

A good relationship with my manager (22)New and interesting challenges (20)

Pay and benefit (47)Career development opportunities (42)

Equality culture (29)

Having a sense of purpose and meaning in the job most important to managers at 83%, this group also

achieved the highest result for rating new and interesting challenges 72%


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Reasons to disengage

There are no career advancement prospects (7)Poor relationship with boss (13)

I am bored with my job (3)I can get a better pay elsewhere (11)

Executives/ junior managers are likely to leave the company due to career opportunities and levels of paySenior managers were likely to leave due to lack of challenges and reward and recognition frameworks

Summary-Opinion of company

ARORA TECH. employees believe

they work for a great company, contrary to prevalent trends of dissatisfaction and cynicism inemployees

Company in itself generates high levels of satisfaction, is socially responsible, and strongly aligned topersonal values.

Senior employees rated the company higher than lower level employees

Strong positive perception is more at managerial cadre

Interpreted by projected tenure, relationship between how long an employee will remain in their current role

with their agreement that their company is socially responsible (.20), they are feeling valued(.29), their belief in

companys values (.14) or even their commitment (.19)

47% of variation in the decision to stay vis-a vis opinion of the company is explained through regression

Summary-Management skills

Employees have fairly positive views of their managers

Dissatisfaction with direct managers with disengaged employees 45% compared to 15% engaged,relationship with boss is key to engagement

Inequality was concerning feature regarding this section with 22% disagreement

Employees at the executive and junior management level have shown maximum level of dissatisfactionwith their leadership teams

At managerial level, not all see their bosses as role model

Regression results establish that 59% of variation in the decision about the projected tenure being

explained by management skills variables

Managers treating the employees equally(.29), being able to motivate(.44), being good at problem

solving(.25) and supporting subordinates(.29) in their developmental goals are key factors contributing to

this decision


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Summary-Workplace factors

Pay, relationship with boss and career advancementopportunities are the most cited reasons forengagement

To senior managers reward and recognition was the mostselected reason for wanting to leave theirorganizations. This is distinct from salary levels and alludes to broader employee benefits and perhapsmore importantly, general recognitions of achievements

Regression analysis shows 54% variation in decision to staywith company being explained byworkplace factors. Wages(.34), developmental opportunities(.2), rewards frame work(.35) aresignificant contributors

Only 72% agree to working to their full potential

Recommendations

To bring in high level of association among the crew, it is recommended

Educate the crew about the rich history, culture, and products of the company.

Conduct welfare activities/ training for the spouse too aimed at enriching their family life by personaldevelopment. This enhances emotional attachment Always support your employees during difficult

times, both financially and emotionallyBuild emotional connect by involving families through functions like familyday, picnic with families and say granting scholarships to wards ofemployee

Create a culture of transformational leadership. Impart leadership training as 7 Habits to all managers.Percolate KBLM down to line managers

Team Leaders to encourage involvement of his team in decision making.

The extent to which employees feel able to voice their ideas, and managers listen to these views andvalue employees contributions, makes a significant contribution towards how employees perceive their

managers

Implement Suggestion Schemes, SGAs along with the reward framework

All managers to create Win-Win and Synergies through Ideation sessionsWorkshops for people managers on holding critical conversations as well as coaching. This is to

enhance the performance management by clear goal setting and on going coaching and mentoring

Promote and map out career pathways and developmental opportunities. Make this a part of an attraction

and retention strategy

KPI for the managers

The opportunities and support employees have from their managers to develop their jobs is key to apositive perception of managers amongst the individuals

Create a transformational leadership culture, where individuals become well connected to theorganization's purpose and overall mission through Open Forums

Remain competitive with salary. Do industry benchmarking and compensation survey

job rotation and multi skilling to avoid boredom

Show concern for employees health and well being. Make them feel valued


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REFERENNCES

DDIs research on retaining talent (Bernthal & Wellins, 2001),

www.gallup.com

http://en.wikipedia.org/wiki/Employee_engagement

www.simply-communicate.com

http://www.employeeengagement.com/

www.aim.com.au/Publications

http://www.banffcentre.ca/departments/leadership/library/pdf/driving_employee_engagemen t_Weiss-

Molinaro.pdf

www.cipd.co.uk

http://www.isrinsight.com/Solutions/engagement.aspx

http://www.york.ac.uk/admin/hr/about_hr/strategy/employee_engagement.htm

http://www.employment-studies.co.uk/summary/summary.php?id=408

http://www.thepracticeofleadership.net/2007/02/27/the-ten-c%E2%80%99s-of-employeeengagement/

http://www.slackermanager.com/2008/05/300-free-employee-engagement-ideas-e-book.html

http://www.shrm.org/foundation/1006EmployeeEngagementOnlineReport.pdf
http://www.aim.com.au/Publicationshttp://www.aim.com.au/Publicationshttp://www.isrinsight.com/Solutions/engagement.aspxhttp://www.isrinsight.com/Solutions/engagement.aspxhttp://www.employment-studies.co.uk/summary/summary.php?id=408http://www.employment-studies.co.uk/summary/summary.php?id=408http://www.slackermanager.com/2008/05/300-free-employee-engagement-ideas-e-book.htmlhttp://www.slackermanager.com/2008/05/300-free-employee-engagement-ideas-e-book.htmlhttp://www.slackermanager.com/2008/05/300-free-employee-engagement-ideas-e-book.htmlhttp://www.employment-studies.co.uk/summary/summary.php?id=408http://www.isrinsight.com/Solutions/engagement.aspxhttp://www.aim.com.au/Publications


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