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No objection certificate
This is to certify that Mrs. Pranjali Shah is an employee of HSBC Ltd. for the past 13 years. We have no objection for her to carry out a project work on “EMPLOYEE ENGAGEMENT” in our organization and for submitting the same to the Director , SCDL as a part of fulfillment of the 2-year program – POST GRADUATE DIPLOMA IN BUSINESS ADMINISTRATION (HUMAN RESOURCES)
We wish her all the success.
(Mr. Paresh Dalvi)Designation
Declaration by the learner
This is to declare that I have carried out this project work myself in part fulfillment of the 2-year program – POST GRADUATE DIPLOMA IN BUSINESS ADMINISTRATION (HUMAN RESOURCES)
The work is original, has not been copied from anywhere else and has not been submitted to any other University / Institute for an award of any degree/ diploma.
(Mrs. Pranjali Dhaval Shah) Date : 22 November 2010.Place : Mumbai
PROPOSAL
NAME OF THE LEARNER : MRS. PRANJALI DHAVAL SHAHREGISTRATION NO. : 200619777PROGRAM NAME : POST GRADUATE DIPLOMA IN BUSINESS
ADMINISTRATION (HUMAN RESOURCES)
ADDRESS : FLAT NO. 201, NILAMBARI, SECTOR-19, NEXT TO
N.H.P. SCHOOL, AIROLI, NAVI MUMBAI 400 708
Title : EMPLOYEE ENGAGEMENT SURVEY
_________________________________________
OBJECTIVE
___________________________________________
OBJECTIVE & SCOPE OF THE PROJECT
The title of the project is ‘EMPLOYEE ENGAGEMENT’. The Employee Engagement Survey
aims to benchmark current practices in the organization and understand how Organizations can
effectively use the findings as a vehicle for enhancing productivity and organizational
excellence.
The primary objective of the research is to analyse the Behaviour, Viewpoint and attitude of
the employees with the help of the questionnaire and segregating employees into four levels of
criteria: Actively Disengaged, Not Engaged, Nearly Engaged and Actively Engaged.
The Questionnaire designed for the survey of “EMPLOYEE ENGAGEMENT” aims to arrive
on the percentage of level of employee’s engagement. It also aims to find the Correlation
between following things:
Employee tenure of working in the organization with the level of engagement.
Change in engagement w.r.t Job Satisfaction
Change in Engagement level by age
The secondary objective is to determine the effect of Key Drivers in the organization for
Nearly Engaged Employees. It explores the key drivers of employee engagement and rates
them as factors that need much improvement; factors that have scope of improvement and
factors that help to keep employees engaged i.e. highly rated factors.
Further, determine the effect of following sub-groups (Job, Co-workers, Supervisors,
Department, and Organization) on level of employee engagement. And lastly, to identify the
factors that need change in the organization, which will improve morale of the employees and
hence engaged employees.
The scope of project is limited to the Head office of HSBC Ltd. Situated in Mumbai. The
sample size limits itself to 36 respondents.
NEED FOR THE TOPIC
_____________________________________________________________________________
__
For any research assignment, a proper planning is required and the same holds true in case of
the present study. This project is titled as Employee Engagement Survey. The reasons behind
choosing this project are that: Nowadays Employee Engagement plays an important role in the
organization. It contributes to good working environment where people are productive, ethical
and accountable.
Most organizations today realise that a ‘satisfied’ employee is not necessarily the ‘best’
employee in terms of loyalty and productivity. It is only an ‘engaged employee’ who is
intellectually and emotionally bound with the organization, feels passionate about its goals and
is committed towards its values who can be termed thus, he goes the extra mile beyond the
basic job responsibility and is associated with the actions that drive the business. Moreover, in
times of diminishing loyalty, employee engagement is a powerful retention strategy. The fact
that it has a strong impact on the bottom line adds to its significance.Engagement, requires a
two-way relationship between employer and employee.
Engagement is about motivating employees to do their best. An engaged employee gives his
company his 100 percent. The quality of output and competitive advantage of a company
depend on the quality of its people. All companies are very well aware that they need to do a
better job of managing their people as engaged employees are more likely to stay, and be an
advocate of the company, its products or services. They contribute to the overall success of the
organization.
The idea behind conducting Employee Engagement Survey was that organization has been
facing problems of attrition, absenteeism and low quality work. The survey ought to find out
the level of Employee Engagement and to identify the key drivers which influence the level of
engagement. The project was a great opportunity as it gave me the exposure to various
components which are required like Deciding the methodology for conducting the survey as well
the sample, Designing the Questionnaire, Scaling techniques, Selection of proper data analysis
methods & techniques, Make necessary assumption here at this stage if required etc. Also the
project extracted the behavior pattern of employees towards their work.
___________________________________________________________________
METHODOLOGY AND PROCEDURE OF WORK
_______________________________________________________
RESEARCH PLAN
For any research assignment, a proper planning is required and the same holds true in case of
present study. In case of any research plan the various aspects like selection of the topic,
objective of the study, research methodology, significance of study and limitations of study
needs to be discussed thoroughly. A description of research plan for the present study
discussed as under:
The means of collecting data is through questionnaire, which constitutes Primary data. The
Employee Engagement survey was conducted at the Head Office of HSBC Ltd. situated in
Mumbai and the sample size is 36 respondents covering all the departments. In order to
present an unbiased perspective of Employee Engagement Survey, the study was designed to
include all the drivers of Employee Engagement. The research method used is quantitative
which involves administering structured questionnaires.
RESEARCH METHODOLOGY
In the present study the existing published literature has been used along with primary data
collected by the researcher. The research methodology adopted in the study has been discussed
under the following heads:
RESEARCH DESIGN
A research design is a master plan, which specifies various methods and procedure for
collecting and analyzing the needed information. In the present study a descriptive cum
exploratory research design has been followed.
UNIVERSE AND SURVEY POPULATION
Universe is the total numbers of all employees working the Head office of HSBC Ltd. have
been selected because of easy availability of respondents. For this purpose the sample size of
36 respondents have been taken.
Table 4.1 SAMPLE SIZE AND TECHNIQUES
Data source Primary
Research approaches Survey
Research instrument Questionnaire
Sampling Judgemental-cum-convenience
Sample size 36 employees
Contact method Personal
Sampling unit Employees
Area covered HSBC Ltd.
COLLECTION OF DATA
The present study is based on primary data as well as secondary data. Primary data have been
collected with the help of specially designed questionnaires on the basis of standardized tools
like Gallup study and Hewitt processes. A set of questionnaire was prepared, to know the level
of employee engagement. The questionnaire has used Likert type scale ranging from 1-5, i.e.
1 = Strongly Disagree
2 = Disagree
3 = Neutral
4 = Agree
5 = Strongly Agree
For the purpose of analysis and tabulation the weightings to the above five attributes are as per
their nos.
To add to the information, the secondary data have been obtained from the following sources:
Published annual reports of HR consultants
Journals, magazines, books.
The responses from the questionnaires are added up and tabulated as per the scores, are
categorized as following:
CATEGORY SCORES
Actively Disengaged 30-60
Not Engaged 61-90
Nearly Engaged 91-135
Actively Engaged 136-150
Further, the key drivers are listed and there responses are tabulated on a category basis. Then
for nearly engaged employees, the percentage is calculated to judge the effect of these key
drivers on Employee Engagement.
% Effect = score of nearly engaged employees who “agreed+ strongly agreed”/Total
respondents*100.
Then the % effect is tabulated on the basis of the following:
% Effect Rating
55-100 X Rated High
40-55 Y Scope of some Improvement
Less then 40 Z Needs much Improvement
RESEARCH INSTRUMENT
The present research plan calls for gathering the primary data due to its specific requirements.
The primary data has been collected with the help of well-structured questionnaire. The main
components of questionnaire includes sub-groups Job, Co- Workers, Supervisors, Department,
Organization. It includes 30 questions related to key drivers of employee engagement.
The Questionnaire designed for the survey of “EMPLOYEE ENGAGEMENT” aims to arrive
on the level of employee engagement. The questionnaire is further Sub-divided into groups
like Job, Co-workers, Supervisors, Department and the organization.
The Sub-group Job aims to analyse the employee perceptions about his Job/Work. If an
employee knows that his opinion counts at workplace, he will have positive attitude towards
his work leading to better performance and hence, EMPLOYEE ENGAGEMENT. But if his
Job Expectations are not clear and basic materials and equipment are not provided, negative
emotions such as boredom or resentment may result, and the employee may then focus on
surviving more than thinking about how he can help the organization succeed.
The second and Third sub-group analyses the Quality of working relationships among the co-
workers and Supervisors. The Team-work spirit and the attitude towards work. If employee’s
relationships with their co-workers/supervisors is fractured, then no amount of perks will
persuade the employee to perform at their top levels. Employee Engagement directly reflects
how employees feel about their relationship with the boss. Also if the supervisors are not super
engaged, their negative attitude towards the work will flow down to the energy levels of the
employees hampering their performance, and pushing forward not-engaged behaviors.
Therefore, to have engaged employees you need super engaged supervisors. The regular
feedback is also the key to engage employees and improve their motivation and morale.
The Fourth group Department helps to analyse the quality of work he is doing; If the employee
strives to improve your department results, means he is more committed, he has not lost the
zest and aims to improve his performance, which helps organization to gain long term
competitiveness. And the last group about the organization. If he is proud of the organization
at which he is working, means the goals of employee and organization are aligned with. If he
sees himself working with the organization five years down the line, this ensures
organizational commitment.
Therefore, my research aims to conclude the level of employee engagement in the
organization accompanied with the correlation of various factors with employee engagement.
The research also determines the effect of Key Drivers in the organization for Nearly Engaged
Employees w.r.t. Employee Engagement.
ANALYSIS AND INTERPRETATION OF DATA
The data collected with the help of questionnaire has been analyzed in MS Excel interpreted in
the form of tables. Computer facility has been availed for typing and other requirements of the
study.
CONCLUSION OF THE SURVEY:
The survey concludes that 69.40 % of the employees lie in the nearly engaged category.
The key drivers, which have major impact on decreasing Employee Engagement are listed as-
‘Co-workers, Leadership, Work life balance, Career Advancement Opportunities,
Communication, Innovation’. And the Key drivers rated Quite High is ‘Pride to be in
Organization, whereas Key Drivers which are Well Looked After are ‘Recognition, Decision
Making’, also ‘Commitment’ needs some Improvement.
To improve on these areas, Model of Culture of Employee Engagement should be
implemented effectively in the organization accompanied with Succession planning and
Effective career planning to increase Career Advancement Opportunities.
Also, to inject Innovation, experimentation should be encouraged with strategic policies of Job
Enrichment and Job Rotation. The innovative methods of recognizing employees should be
implemented then by giving gift certificates and cash rewards. To increase Organizational
Commitment, Engagement should be examined from 3 perspectives like Alignment of goals,
Accountability and Personal Commitment.
Lastly, Ensure Clarity of Organizational Imperatives at Every Level and Talent management
to increase the level of Employee Engagement
TITLE INDEX
S. NO. TOPIC PAGE NO.
1. Proposal 1-13
2. Company Profile 6-12
3. Objective & Scope of the study 13-15
4. Research Methodology 16-20
5. Theoretical Background 21-35
6. Data Analysis & Interpretation 36-48
7. Findings 49-52
8. Suggestions & Conclusions 53-68
9. Limitations 69-70
10. Bibliography 71-72
MY GUIDE : Mr. Subramanian PallasenaAddress :
ACKNOWLEDGEMENT
“Gratitude is the hardest of emotions to express as one does not find adequate words to convey
what one feels.”
It’s my pleasant duty to articulate my deep sense of gratitude to my research supervisor
Mr. Rajan Nair, Settlements Manager HR for his constant and sagacious guidance during the
course of this investigation. Without his scholarly advice and kind co-operation it would not
have been possible for me to complete this project in the present form.
I am profoundly grateful to Mr. Paresh Dalvi and Ms. Andrea D’silva for helping
me in collecting the data for the project and for giving me timely guidance and motivation for
completing the project work.
I extend my respectful thanks to all respondents for providing me the necessary
information in spite of their very busy schedule.
Last, but not the least, I am really dearth of words to venerate my parents whose steady
efforts and motivation helped me to accomplish this work successfully. I assure that all the
information provided by me is original and authenticated.
( Pranjali Shah)
EMPLOYEE ENGAGEMENT
NAME OF STUDENT : MRS. PRANJALI DHAVAL SHAH
REGISTRATION NO. 200619777
NAME OF THE INSTITUTE : SYMBIOSIS CENTRE FOR DISTANCE
LEARNING (SCDL)
NAME OF PROGRAM : POST GRADUATE DIPLOMA IN BUSINESS
ADMINISTRATION ( HUMAN RESOURCES)
ACADEMIC YEAR : 2006-2008
TO WHOMSOEVER IT MAY CONCERN
This is to certify that Mrs. Pranjali Shah is an employee of HSBC Bank, India. She has
successfully carried out her project on “JOB SATISFACTION AND EMPLOYEE
EVALUATION” at HSBC PVT.LTD. This is the original study of Mrs. Pranjali Shah &
important sources of data used by her have been acknowledged in this report.
The report is submitted in fulfillment of two years distance learning course on Post Graduate
Diploma in Business Administration 2006-2008 as per the rules.
Mr. Rajan Nair
(Project Guide)
Designation held : Settlements Manager , HR
Qualification : BSc.
Special field of work : Handling settlements in HSBC for the past 6 years
Experience: Been with the bank for the last 31 years
_______________________________________
CHAPTER -1
COMPANY PROFILE
________________________________________
COMPANY PROFILE
HSBC Bank is a subsidiary of HSBC Holdings plc, a London based banking giant which,
according to the Forbes magazine, is the largest banking group in the world, and the 6th
largest company in the world as of April 2009. HSBC Holdings had been established in Hong
Kong in the year 1990 as the parent company to the Hongkong and Shanghai Banking
Corporation (HSBC). Further, the bank moved its headquarters from Hong Kong to London.
Key Attributes
With a loan-deposit ratio of 90%, HSBC Bank is said to be one of the five British banks that
claim to have more deposits than loans. Such a high loan-deposit ratio of the bank has been
able to retain the trust of its investors and customers, keeping them assured of its financial
strengths. The sound financial position of the bank can also be attributed to the fact that its
stocks maintained relatively high price even during the credit crunch phase, something not
commonly seen to have happened to other banks.
Presence In India
In India, the introduction of HSBC Bank can be dated as early as the year 1853, with the
establishment of the Mercantile Bank of India in Mumbai. Currently, HSBC Group operates
through a number of its subsidiaries in India, viz. The Hongkong and Shanghai Banking
Corporation Limited (HSBC), HSBC Asset Management (India) Private Limited, HSBC
Global Resourcing / HSBC Electronic Data Processing (India) Private Limited, HSBC
Insurance Brokers (India) Private Limited, HSBC Operations and Processing Enterprise
(India) Private Limited, HSBC Private Equity Management (Mauritius) Limited, HSBC
Professional Services (India) Private Limited, HSBC Securities and Capital Markets (India)
Private Limited and HSBC Software Development (India) Private Limited. The group carries
out its Commercial Banking, Banking Technology, Asset Management, Global Resourcing,
Insurance and Data Processing operations in the country through its subsidiaries.
Commendable Achievements
HSBC Bank is well known for having established the first ATM (Automatic Teller Machine)
in India in the year 1987. As of April 2009, the bank is present in many prominent cities of the
country including Mumbai, New Delhi, Bangalore, Hyderabad, Jaipur, Chandigarh etc.
Head Office
HSBC Bank,
Flora Fountain,
Mumbai (Maharashtra),
India
HSBC’S VISION
“To be the world's leading financial services company. Also to be the first choice for the
customers and for the employees – the best place to bank, and the best place to work. Also
HSBC believes that they can play a role in helping to address the formidable challenges facing
society today and by helping to make the world a better place to live, they will also make their
own business more sustainable. At HSBC, the response is inevitably shaped by the views of
their shareholders, their customers, their colleagues and the wider community; and
sustainability is clearly a theme of growing importance to all of these constituencies. If their
owners, customers and staff consider these issues to be important, this clearly means that their
social responsibilities and sustainability must be at the very core of their business; not just an
add–on to it. This is why, their primary objective in their strategic plan states that they aspire
to be one of the world’s leading brands for customer experience and corporate responsibility..”
CORE VALUES – HSBC
Live up to the expectations - exceed customer expectations in service quality.
Technology - To be a pioneer in the implementation of technologies those create
distinction for its customers, employees and shareholders.
Responsible - Being one of the world’s biggest banks means the decisions we make
can have a big impact. We aim to lend and invest responsibly, avoiding projects where
the potential for social and environmental damage outweighs the economic benefits.
Environmental responsibility - Companies like ours must share responsibility for the
environment with governments and citizens for minimising the damaging effects of
human activity – pollution of land, water and air and the depletion of resources.
Recognition - Involving our employees in the community brings many benefits. Our
employees gain understanding, confidence and self–esteem. Being recognised in the
community also helps HSBC to attract great people.
Trustworthy & Best place to work - To respect meritocracy during hiring processes,
improving knowledge and skills of its employees, creating the mostly preferred work
environment.
Education-Education is crucial to the development and prosperity of every country.
By investing in education, we seek to build the confidence and abilities of young
people on whom, as customers or employees, our business and future success will
depend
________________________________________
CHAPTER – 2
THEORETICAL BACKGROUND________________________________________
THEORETICAL BACKGROUND
Employee engagement can be defined as an employee putting forth extra discretionary effort,
as well as the likelihood of the employee being loyal and remaining with the organization over
the long haul. Research shows that engaged employees: perform better, put in extra efforts to
help get the job done, show a strong level of commitment to the organization, and are more
motivated and optimistic about their work goals. Employers with engaged employees tend to
experience low employee turnover and more impressive business outcomes. A positive
attitude held by the employee towards the organization and its values. An engaged employee
works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires
a two-way relationship between employer and employee.
EMPLOYEE ENGAGEMENT IS A PARTNERSHIP BETWEEN A COMPANY AND
ITS EMPLOYEES
The three basic aspects of Employee Engagement are:
The employees and their own unique psychological make up and experience
The employers and their ability to create the conditions that promote employee
engagement
Interaction between employees at all levels
Most organizations today realize that a satisfied employee is not necessarily the best employee
in terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is
intellectually and emotionally bound with the organization who feels passionate about its goals
and is committed towards its values thus he goes the extra mile beyond the basic job.
Employee engagement is a powerful retention strategy. An engaged employee gives his
company his 100 percent. When employees are effectively and positively engaged with their
organization, they form an emotional connection with the company. Employee engagement is
a barometer that determines the association of a person with the organization. It is about
creating the passion among associates to do things beyond what is expected from him.
Employee engagement is more than just the current HR 'buzzword'; it is essential. In order for
organizations to meet and surpass organizational objectives, employees must be engaged.
Research has proven that wholly engaged employees exhibit,
§ Higher self-motivation.
§ Confidence to express new ideas.
§ Higher productivity.
§ Higher levels of customer approval and service quality.
§ Reliability.
§ Organizational loyalty; less employee turnover.
§ Lower absenteeism.
ELEMENTS OF ENGAGEMENT
The research contributes that personal impact, focused work, and interpersonal harmony
comprises engagement. Each of these three components has sub-components that further
define the meaning of engagement.
PERSONAL IMPACT-Employees feel more engaged when they are able to make a
unique contribution, experience empowerment, and have opportunities for personal
growth.
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 waste their time on the activities that do not make a
difference for the organization’s success. Additionally, even when direction is in place,
employees must receive feedback to ensure that they are on track and being held
accountable for their progress. Finally, employees want to work in an environment that
is efficient in terms of its time, resources, and budget. Employees lose faith in the
organization when they see excessive waste. For example, employees become
frustrated when they are asked to operate without the necessary resources or waste
time in unnecessary meetings.
INTERPERSONAL HARMONY-Employees feel more engaged when they work in
a safe and cooperative environment. By safety, we mean that employee trust one
another and quickly resolve conflicts when they arise. Employees want to be able to
rely on each other and focus their attention on the tasks that really matter. Conflict
wastes time and energy and needs to be dealt with quickly. Employees also 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.
THREE COMPONENTS OF EMPLOYEE ENGAGEMENT
The first component of the employee engagement refers to the cognitions that underpin
employees’ rational sense-making in the workplace. Employees actively perceive their work
environment and it is through this interpretive sense-making process that employees develop
an appraisal of what their organization is like to work in. More positive appraisals of important
workplace features like leadership, communication, job design, supervision, and support
contribute to more a favourable summary belief that they work for a great organization. It is
this summary belief or underlying cognition that affects people attitudinal responses to the
organization, or the second component of the employee engagement.
The second component of the employee engagement refers to the emotions employees feel in
response to their perceptions of the workplace. When employees actively perceive their
organization in a favourable manner (e.g., the organization has good communication
processes, positive leadership, provides rewarding jobs, etc.) then they respond affectively
with greater job satisfaction and emotional attachment (commitment) to the organization.
The third component of the employee engagement refers to the behavior that employees
display when cognitively and emotionally engaged with the organization. The behavioral
action that is considered most important to an engaged employee is their discretionary work
effort, or willingness to go beyond simple contractual requirements in order to help the
organization reach its objectives.
In sum, employee engagement reflects three overlapping dimensions – thinking (the
perception that this is a great workplace), feeling (affective responses such as job
satisfaction and organizational commitment), and acting (going the extra mile to help the
organization succeed).
CATEGORY OF EMPLOYEES
The Research study assumes four categories of Employees:
1. Actively Disengaged 3. Nearly Engaged
2. Not- Engaged 4. Actively Engaged
Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their
unhappiness. Not-Engaged employees are essentially “Checked out”. They are sleepwalking
through their workday, putting time but not energy or passion into their work. Nearly
Engaged employees are an “Insensitive breed”, they do the job as they are told putting no
extra effort. Actively Engaged employees work with passion and feel profound connection to
their company, they move the organization forward. The characteristics of these four
categories of Employees are listed below:
Actively Disengaged Nearly Actively
Disengaged Engaged Engaged
Bored and frustrated
at work
Often feel
underutilized
Do as you are told Do your very best
Negative or sarcastic
attitude about work
Spend time at work
taking care of
personal needs
Do strictly what is
required
Constantly learning
and taking calculated
risks
Critical of leaders or
peers
Pay is a big reason
why stay
Stick to what you
know and take few
risks
Feel stretched beyond
comfort zone
Look for ways to find
blame
Do just enough to get
by and not get in
trouble
See many barriers to
better results outside
of personal control
Take personal
satisfaction in the
quality of work
Speak Poorly about
the company
Rarely stretched by
new assignments
Work can be
stressful; but also
rewarding and fun
Looking for a better It’s better than no job It’s just a job You love your job
job
THE LOYALTY FACTOR
The key to employee engagement is creating greater motivation for their work and
commitment to their organization. It is not possible to retain professionals only by paying high
salaries and offering attractive benefits. What needs to be created is enthusiasm for their roles,
their work and the organization, and ensure that they are well integrated. Employee
engagement relates to the employee’s commitment to the organization’s success. Engaged
employees who are inspired and guided by the leadership, equipped with the right tools and
managed by the right systems and processes deliver superior performance. Employee
engagement today encompasses training, development, work environment, leadership,
performance management, work/life balance, communication, compensation, benefits,
commitment, fun and social activities. This enhances the bonding between employees and
commitment to the company.
FACTORS FOR HIGHER EMPLOYEE ENGAGEMENT
The contributing factors are:
Understanding of corporate goals/mission
Understanding of job and how it contributes to overall corporate goals
Clear communication of goals, expectations, directions
Job design
Job fit
Support and tools
Independence & innovation
Relationship with boss/direct reports
Clear feedback on performance
Recognition
Learning and development opportunities
Opportunities for advancement
Pride in organization
Employee input
Employee involvement in decision making
Work-life balance
Workplace culture/morale
Co-worker relationships/good team environment (enjoy colleagues)
Fair HR practices
KEY DRIVERS OF EMPLOYEE ENGAGEMENT
The drive for an engaged workforce needs to build on good people management and
development policies, and the active support of line managers. People management strategies
and policies need to be aligned with those of the wider business. Employees need to
understand how their work contributes to organizational outcomes. A minority of employees
may not want to be engaged; organizations may need to give particular attention to recruitment
and communications. There is no short-cut to building and maintaining employee engagement,
but the time, effort and resource required will be amply repaid by the performance benefits.
There is no definitive all-purpose list of engagement ‘drivers’, but they should be influenced
by certain factors, which are following:
involvement in decision-making
freedom to voice ideas, to which managers listen
feeling enabled to perform well
having opportunities to develop the job
feeling the organization is concerned for employees’ health and well-being.
Perceived managerial fairness in dealing with problems also impacts significantly on
individual performance, although it is not significantly related to engagement. Engagement
levels are influenced by employees’ personal characteristics: a minority of employees are
likely to resist becoming engaged in their work. But people are also influenced by the jobs
they do and the experiences they have at work. The way in which both senior management and
line managers behave towards, and communicate with employees, plus the way in which work
is organized and jobs defined, contribute significantly towards making work meaningful and
engaging.
The Key Drivers of Employee Engagement are listed as following:
1. Work Life Balance
2. Training & Development
3. Organizational commitment
4. Pride to be in Organization
5. Recognition
6. Communication
7. Co-Workers
8. Decision Making
9. Career Advancement Opportunities
10. Leadership
11. Innovation
WORK-LIFE BALANCE- Work-life balance has been the first casualty of the
pressure packed working environment of the corporate world today. A lack
of work-life balance has been found to drastically affect productivity levels
and quality of working conditions for most employees. Many organizations
have been trying to enforce this through a series of measures.
TRAINING & DEVELOPMENT- Adequate facilities for training accompanied with
adequate need assessment, required to enhance their skills. Appropriate training and
development helps employees to increase their productivity and to enhance their knowledge be
it related to Behavioural, Technical and Functional.
ORGANIZATIONAL COMMITMENT- It is the employee's psychological attachment to
the organization. It can be contrasted with other work-related attitudes, such as Employee
Company PracticesPeople Practices Policies Performance
Assessment Company Reputation
Total RewardsPay & Benefits Recognition
PeopleSenior
Leadership Manager Co–workers
Engagement Opportunities Career Opportunities Learning/Development
Quality of Life Work/Life Balance
Work Work Activities Resources Processes
Engagement and Organizational Identification (the degree to which an employee experiences a
'sense of oneness' with their organization). Employee identifies with the organization and there
is perfect harmony between his beliefs, values and goals and those of the organization.
PRIDE TO BE IN ORGANIZATION- Employee feels proud to be associated and there is
an emotional bonding with the organization, this bonding leads to more productive work
hence, Engaged Employees.
COMMUNICATION- If you accept that employees want to be involved in what they are
doing then this trend is clear. The effect of poor internal communications is seen as its most
destructive in global organization which suffer from employee annexation - where the head
office in one country is buoyant (since they are closest to the action, know what is going on,
and are heavily engaged) but its annexes (who are furthest away from the action and know
little about what is happening) are dis-engaged. In the worst case, employee annexation can be
very destructive when the head office attributes the annex's low engagement to its poor
performance... when its poor performance is really due to its poor communications.
RECOGNITION- Employee recognition is a communication tool that reinforces and rewards
the most important outcomes people create for your business. When you recognize people
effectively, you reinforce, with your chosen means of recognition, the actions and behaviors
you most want to see people repeat. An effective employee recognition system is simple,
immediate, and powerfully reinforcing.
CO-WORKERS-Adequate mutual trust & understanding among fellow employees ensures
engaged employees. If employees' relationships with their managers are fractured, then no
amount of perks will persuade the employees to perform at top levels. Employee engagement
is a direct reflection of how employees feel about their relationship with the boss.
DECISION MAKING- Empowerment & support down the line to take decisions.
CAREER ADVANCEMENT OPPORTUNITIES- Opportunities for Individual growth.
The boundaryless career may redirect the primary responsibilities of career management to
employees this does not mean the organizations have no responsibility. In the boundaryless
career, the organization’s responsibility is to build employee self-reliance and to help
employees maintain their marketability through continual learning. The organization needs to
provide support for employees to continually add to their skills, abilities, and to their
knowledge.
LEADERSHIP- Employees feel that the Supervisors are always there for help and besides
they empower and provide adequate climate to support and develop.
INNOVATION- It is a more specialized kind of change. Innovation is a new idea applied to
initiating or improving a product, process, or service. So all innovations involve change, but
not all changes necessarily involve new ideas or lead to significant improvements. Innovations
in organizations can range from small incremental improvements to any Job related content.
But Employees should find job content intrinsically satisfying and have the opportunity to put
innovative ideas into work.
MEASURING THE IMPACT OF EMPLOYEE ENGAGEMENT
Table 2.1
To conclude, Employee engagement is a concept that is generally viewed as managing
discretionary effort, that is, when employees have choices, they will act in a way that furthers
their organization's interests. An engaged employee is a person who is fully involved in, and
enthusiastic about, his or her work.
ENGAGED EMPLOYEES…
Stay: Employees tend to remain in the company
Say: Employees speak well about the company
Strive: Employees ready to work beyond the call of duty
________________________________________
CHAPTER – 3
DATA ANALYSIS________________________________________
DATA ANALYSIS AND INTERPRETATION
The data collected with the help of questionnaire has been analyzed in MS Excel interpreted in
the form of tables. Computer facility has been availed for typing and other requirements of the
study.
Table 3.1:
The research study conducted in HSBC LTD. has shown that 69.4.00 percent of employees are
“Nearly Engaged” in their jobs, which see many barriers to better results outside of personal
control and only 5.60 percent of employees are “Actively Engaged”. Those “Actively
Engaged” employees work with passion and feel a strong connection to their company.
Moreover, 19.40 percent of employees are not engaged meaning that they go through each
workday putting time but no passion into their work. Also, 5.60 percent of employees are
actively disengaged, meaning that they are busy acting out of their own personal unhappiness,
which undermines what their engaged co-workers are trying to accomplish. The most
important task in front of organization is to shift ‘Nearly Engaged’ employees into the
successive category of ‘Actively Engaged’ employees and not let them deteriorate into ‘Not-
Engaged’ category.
Table 3.2:
LEVEL OF EMPLOYEE ENGAGEMENT BY TENURE OF WORKING IN AN
ORGANIZATION
TenureActively
Disengaged Not-EngagedNearly
EngagedActively Engaged Total
0-1 yrs 0 0 0 0 0
1-3 yrs 2 1 3 0 6
3-5 yrs 0 1 3 0 4
5-10 yrs 0 0 8 1 9
Above 10 0 5 11 1 172 7 25 2 36
In starting of their career i.e. in the phase 1-3 years there are 2 actively disengaged employees
& 3 nearly engaged . Whereas in the stable phase i.e. 5-10 years the no. of nearly engaged
employees is twice the earlier category because they have adapted to the working culture and
they resist change.
The trend seems to be that if employees in the transition phase would be shifted to “Actively
Engaged” category, by providing them career advancement opportunities then there would be
lesser attrition. Also, the concern lies that not many people are Actively Engaged in their Jobs
even after working for a long tenure. This may be possible that they don’t get enough
recognition to be motivated, don’t have ample career advancement opportunities and the work
have become so monotonous that there is no zest left within them.
Table 3.3:
Particulars
Job Satisfaction
Yes No
Actively Disengaged 0 2
Not-Engaged 0 7
Nearly Engaged 22 3
Actively Engaged 2 0 24 12 66.67% 33.33%
In the organization, the research study shows that 66.67% of the employees are satisfied with
their job, whereas 33.33% are not. By looking at the graph we can see that, In the Nearly
Engaged category maximum no. of employees are satisfied with their job, which shows a
wave of positivity.
Though efforts like more recognition, work life balance, career opportunities, and improved
training methods can be taken for employees who are not satisfied.
Table 3.4:
The research study reveals that maximum employees of Nearly Engaged category belong to
age group of 20-29 and also 30-39. Also, there is a black hole after the age of 40 yrs in the
category of Actively Engaged employees. This may be due to the monotonous work routine.
Though, efforts should be taken that employees of Nearly Engaged Category for age-groups
30-39 and 40-49 can be shifted to the Actively Engaged Category as they are an asset to the
organization in terms of organizational commitment.
Table 3.5:
Effect on Engagement by Internal Factors like Job, Organization, Co-Workers,
Supervisors and Department.
For Nearly Engaged Employees, Supervisors and Job are the most important factor that affects
their engagement level. After that comes the department and co-workers. Lastly, what matters
is organization.
For the category of Not-Engaged Employees Co-workers and Job are the major factors, with
organization , department and Supervisors as secondary factors.
The study interprets that to shift employees into ‘Actively Engaged’ category, they should
share bonding with the organization accompanied with developing organizational commitment
and Employee Recognition strategies.
The research study focuses to identify the Key drivers of employee engagement to make the
employee engaged in their work rather than being nearly engaged or not engaged. The study
explores the key drivers of employee engagement and rates them as factors that need much
improvement; factors that have scope of improvement and factors that help to keep
employees engaged i.e. highly rated factors. The key drivers are listed as following with
their % Effect on level of employee engagement.
Key Drivers % Effect Rating Remarks
Pride to be in Org. 66.7 X
Rated HighRecognition 58.3 X
Decision Making 55.6 X
Organizational Commitment 47.2 Y
Scope of some
Improvement
Innovation 41.7 Y
Training & Development 33.3 Z
Needs much
Improvement
Career Advancement Opportunities
33.3 Z
Communication 30.6 Z
Work-Life Balance 27.8 Z
Leadership 19.4 Z
Co-workers 13.9 Z
The pride to be in the organization is a key driver that is rated quite higher with % effect of
66.70. This suggests that HSBC employees feel proud to be associated with the organization,
however there is still scope for improvement which can be improved by regular interaction
between the management and the employees and within the internal departments. Giving
motivational speeches, introducing mentorship programs can do this.
The next key driver is recognition and the % effect is 58.3%. Employee recognition is a
communication tool that reinforces and rewards the most important outcomes people create for
your business. When you recognize people effectively, you reinforce, with your chosen means
of recognition, the actions and behaviors you most want to see people repeat. An effective
employee recognition system is simple, immediate, and powerfully reinforcing. To implement
employee recognition processes, you need to develop recognition that is equally powerful for
both the organization and the employee.
The next key driver after Recognition is Decision Making and the % effect is 55.60 which
implies that there is still no open culture of letting employees take their own decisions that
affect their work.
The next key driver after Decision making is Organization commitment and the % effect is
47.2. This implies that there is concern if the employee will be working with the company fo 5
years down the line. To improve the situation, the organization should align the company
goals with the individual’s goals and should create a strong bonding with employees.
Then Innovation the % effect is 41.70. From the research study we interpret that if innovation
practices are injected in the organization, the employees will be stimulated towards their work
shifting them to Actively engaged category. To improve on innovation, Job rotation and Job
enrichment techniques can be used to get employees relieved of their monotonous routine.
At the next level is key driver viz., Training & Development at a % effect of 33.3%. The
situation is deteriorating day by day. Unless, the employees are trained to enhance their skills
and develop themselves, there work performance will become stagnant. Also, the employee
would feel a left out in the organization. Therefore, appropriate training programs should be
held on regular basis to keep employees updated with the current trends of Industry be it
functional or technical.
At the same level i.e. 33.3 % there is one more key driver viz., Career Advancement
Opportunities, in which we can conclude that due to slow growth in career, employees have
lost focus on work as they don’t find a steeping ladder for themselves. For this, we can
implement Succession Planning and Career Planning as a strategy to motivate employees
towards their work.
The next key driver is Communication which has the % effect i.e. 30.6%. Such a low % effect
of Communication suggests that the two-way communication is not appropriate and has a
scope of improvement
The next key driver Work life balance with a % effect of only 27.8 is a real cause of concern.
Work-life balance is required to maintain the productivity levels of an employee and
organizational development. The % effect is 27.8%, which suggests that performance is being
hampered due to disrupt balance between personal and professional life. By giving enough
leaves to an employee, organizing family get-togethers and picnics making work life filled
with fun can move employees to Actively Engaged category.
The next 2 key drivers are Leadership and Co-workers with a % effect of 19.4 and 13.9%. The
% effect can go up provided there is friendly atmosphere within the organization related to co-
workers and supervisors.
Table 3.6
Table 3.7:
The research study judged with the help of a questionnaire, the factors that needed change in
the organization. The most desirable change is career advancement opportunities as 36.1%
preceded with a change in Infrastructure as 27.8%. After that comes Working Environment,
Working conditions and lastly changes in Compensation & Benefits.
This helps to interpret that there is a dearth of Growth Opportunities. The organization needs
to work and improve on this.
To improve growth opportunities, we can implement Succession Planning and Career
Planning as a strategy to motivate employees towards their work.
________________________________________
CHAPTER – 4
FINDINGS________________________________________
FINDINGS
Organizations can’t force, beg, or buy the type of workforce performance needed to succeed
today. As legions of business leaders struggle to boost the return on their human capital and
flawlessly execute their latest business strategies, it’s no wonder that employee engagement
remains a top priority. Recognized as a driver of productivity, competitive advantage,
customer loyalty, and even shareholder return, employee engagement is no longer a “nice to
have.”
A positive attitude held by the employee towards the organization and its values. An engaged
employee works with ownership to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture
The benefits to the organization are:
Employee engagement builds passion, commitment and alignment with the
organization’s strategies and goals
Attracts more people like existing employees; Increases employees’ trust in the
organization
Creates a sense of loyalty in a competitive environment
Lowers attrition rate
Increases productivity and improves morale
Provides a high-energy working environment.
Improves overall organizational effectiveness
Boosts business growth
Makes the employees effective brand ambassadors for the company.
In today’s highly competitive global economy, many organizations are under severe cost
pressure. They’ve responded with layoffs, wage freezes, and increasing employee work
loads. Employees, in turn, are feeling overworked and stressed out. Therefore, an
organization needs to take measures that increase the Employee Engagement levels by
retaining the best. There is a war for talent, the competition for talent means that we have
to be very good at attracting, motivating and retaining talent. Our talented human capital is
our biggest asset and liability and we need to measure how well it’s adding value
Engagement is an increasingly important human capital metric because:
Engagement levels correlate with business performance
Measuring Engagement tells us how well we are doing in the competition for talent
Driving Engagement levels higher improves our ability to attract, motivate and retain
talent and so generates value from our human capital investment.
The research study concludes the following:-
69.40% of the employees lie in the nearly engaged category
The employees’ tenure of working in HSBC is either till 3 yrs or above 5 yrs.
There is a black hole of young managers who can bring change in the
organization.
66.67% of the employees are satisfied with their Job, which gives a wave of
optimism, however there are miles to go.
The below 50 age group, mostly employees are Nearly Engaged which needs to
be shifted to Actively Engaged category.
The Job Content is the most important factor for Nearly Engaged, Not-Engaged
and Actively Disengaged employees. Though for Actively Engaged
Employees, Organization factor plays a major role. Therefore, we need to
change the paradigm to create pool of Actively Engaged Employees.
In HSBC the key drivers, which have major impact on decreasing Employee
Engagement are listed as- Co-workers,
And the Key driver rated Quite High is ‘Pride to be in the organization’,
whereas Key Drivers which are Well Looked After are ‘Recognition and
Decision Making’,
The factor that needs most change is “Co-workers”.
______________________________________
CHAPTER – 5
SUGGESTIONS &
RECOMMENDATIONS
________________________________________
RECOMMENDATIONS
To make “Employee Engagement” effective, an organization need to build model that would
inject motivation in the employees.
CULTURE OF EMPLOYEE ENGAGEMENT
Table 6.1
Strong Foundation & Systems
Strong Leadership-
showing direction,
developing confidence in
people
Culture-open communication,
team work, accountability,
initiative & collaboration
Building Organizational Confidence
CAREER ADVANCEMENT OPPORTUNITIES
To Improve CAREER ADVANCEMENT OPPORTUNITIES- A good understanding of
career anchors is required, which strengthens the psychological contract between the employee
and employer. However, there’s usually a mismatch between an individual career anchor and
the kind of career path that an organization provides. In today’s scenario, where the employee
is the greatest asset, no organization can achieve success without its employees achieving
success. Therefore, the relationship between organizations and professionals also needs to be
looked at from an increasingly symbiotic perspective.
Entry level professionals mostly pursue careers that are in vogue those in the 2-3 year
experience category more or less know their career anchor. One needs to have mental clarity
to understand career aspirations. Building that Psychological connect is never easy. After all,
how do you deal with entry level professionals, who would join an industry not out of any
specific career inclination, but because of other reasons like peer pressure, what’s in vogue
etc. Again many a times career options that are in line with the employee’s career anchor
might be limited. So once the career anchor has been identified and the employee assigned
responsibilities in line with the same, after a period, the growth of the employee may become
limited by the opportunities available in that area.
As an organization, one should give people time to ‘settle down’ instead of charting out a
career path right at the entry level, wait for one year and then decide which growth path they
want to choose. The main purpose of performance appraisals is to identify the strong areas of
an employee. Chart out some growth paths, which should be thrown open to employees once
they have completed a certain period of time with the company. After a fair bit of counseling,
the organization should help employees choose the career they would like to be in. Employees
should even have the liberty to opt out of a career path after spending a considerable amount
of time, in case they feel they want to do more. Also strategies like Succession Planning and
career planning should be implemented in the organization.
*SUCCESSION PLANNNING
Succession planning is the process of identifying and preparing suitable employees through
mentoring, training and job rotation, to replace key players — such as the Chief Executive
Officer (CEO) — within an organization as their terms expire. From the risk management
aspect, provisions are made in case no suitable internal candidates are available to replace the
loss of any key person. It is usual for an organization to insure the key person so that funds are
available if she or he dies and these funds can be used by the business to cope with the
problems before a suitable replacement is found or developed.
Succession Planning involves having senior executives periodically review their top
executives and those in the next-lower level to determine several backups for each senior
position. This is important because it often takes years of grooming to develop effective senior
managers. There is a critical shortage in companies of middle and top leaders for the next five
years. Organizations will need to create pools of candidates with high leadership potential.
A recent example of sound succession planning is the case of how General Electric found a
successor to its CEO Jack Welch. The Board of Directors engaged in a lengthy and systematic
review of the potential successors prior to his retirement.
A careful and considered plan of action ensures the least possible disruption to the person’s
responsibilities and therefore the organization’s effectiveness. Examples include such a person
who is:
suddenly and unexpectedly unable or unwilling to continue their role within the
organization;
accepting an approach from another organization or external opportunity which will
terminate or lessen their value to the current organization;
indicating the conclusion of a contract or time-limited project; or
moving to another position and different set of responsibilities within the organization.
A succession plan clearly sets out the factors to be taken into account and the process to be
followed in relation to retaining or replacing the person. For HSBC, this strategy would be
suitable as there is a bridge between employees who are working in HSBC for more than
10 yrs and are not engaged with their work. Such employees have stayed with the
organization because they are comfortable with the working environment and resist
change. If the organization enhances and taps their potential and rich experience
appropriately by using SUCCESSION PLANNING STRATEGY, it can ensure that such
experienced employees do not leave the organization. Also, they are recognized as
efficient and productive employees with the guiding lamp of developing their career. The
organization should ensure that suitable employees are being developed to take up high-
profile jobs leading to organizational development.
EFFECTIVE CAREER PLANNING
Long gone are the days of lifetime employment. Today there is a need to be alert and plan
careers and a shift from one organization to another in order to gain maximum industry
experience while keeping in touch with emergent technology seems to be the norm. Career
Planning is like posting colored flags in our course of life as milestones to be crossed to
achieve a set goal. It is an arduous task and needs systematic planning and calculated
execution.
INNOVATION
To inject Innovation in working environment, Innovative organizations should encourage
experimentation. They tend to reward both successes and failures. They celebrate mistakes.
Unfortunately, in too many organizations, people are rewarded for the absence of failures
rather than for the presence of successes. Such cultures extinguish risk taking and innovation.
People will suggest and try new ideas only when they feel such behaviors exact no penalties.
Managers in innovative organizations recognize that failures are a natural byproduct of
venturing into the unknown.
Within the human resources category, we find that innovative organizations actively promote
the training and development of their members so that they keep current jobs, offer high job
security so that employee don’t fear getting fired for making mistakes, and encourage
individuals to become champions of change. Once a new idea is developed, idea champions
actively and enthusiastically promote the idea, build support, overcome resistance, and ensure
that the innovation is implemented. The evidence indicates that champions have common
personality characteristics extremely high self-confidence, persistence, energy, and a tendency
to take risks. Idea champions also display characteristics associated with transformational
leadership. They inspire and energize others with their vision of the potential of an innovation
and through their strong personal conviction in their mission. They are also good at gaining
the commitment of others to support their mission. In addition, idea champions have jobs that
provide considerable decision-making discretion. This autonomy helps them introduce and
implement innovations in organizations.
To implement work related Innovation, Job Enrichment and Job Rotation strategies can be
implemented to create a pool of engaged employees.
Job Enrichment- An approach to create Employee Engagement is job rotation where an
individual is moved through a schedule of assignments designed to give him or her breadth of
exposure to the entire operation.
Job enrichment, as a managerial activity includes a three step technique:
1. Turn employees' effort into performance:
Ensuring that objectives are well-defined and understood by everyone. The overall
corporate mission statement should be communicated to all. Individual's goals should
also be clear. Each employee should know exactly how she fits into the overall process
and be aware of how important her contributions are to the organization and its
customers.
Providing adequate resources for each employee to perform well. This includes support
functions like information technology, communication technology, and personnel
training and development.
Creating a supportive corporate culture. This includes peer support networks,
supportive management, and removing elements that foster mistrust and politicking.
Free flow of information. Eliminate secrecy.
Provide enough freedom to facilitate job excellence. Encourage and reward employee
initiative. Flextime or compressed hours could be offered.
Provide adequate recognition, appreciation, and other motivators.
Provide skill improvement opportunities. This could include paid education at
universities or on the job training.
Provide job variety. This can be done by job sharing or job rotation programmes.
It may be necessary to re-engineer the job process. This could involve redesigning the
physical facility, redesign processes, change technologies, simplification of
procedures, elimination of repetitiveness, redesigning authority structures.
2. Link employee’s performance directly to reward:
Clear definition of the reward is a must
Explanation of the link between performance and reward is important
Make sure the employee gets the right reward if performs well
If reward is not given, explanation is needed
3. Make sure the employee wants the reward:-
To find out the organization will have to ask them or use surveys.
JOB ROTATION
An approach to create Employee Engagement is Job Rotation where an individual is moved
through a schedule of assignments designed to give him or her breadth of exposure to the
entire operation. Job rotation is also practiced to allow qualified employees to gain more
insights into the processes of a company and to increase job satisfaction through job variation.
The term job rotation can also mean the scheduled exchange of persons in offices, especially
in public offices, prior to the end of incumbency or the legislative period. At the senior
management levels, job rotation - frequently referred to as management rotation, is tightly
linked with succession planning - developing a pool of people capable of stepping into an
existing job. Here the goal is to provide learning experiences which facilitate changes in
thinking and perspective equivalent to the "horizon" of the level of the succession planning.
For lower management levels job rotation has normally one of two purposes: promotability or
skill enhancement.
RECOGNITION
In today’s highly competitive global economy, many organizations are under severe cost
pressure. They’ve responded with layoffs, wage freezes, and increasing employee work loads.
Employees in turn, are feeling overworked and stressed out. This environment makes
recognition programs particularly attractive, because recognition provides a relatively low-cost
means to stimulate employee performance. Employee recognition is a communication tool that
reinforces and rewards the most important outcomes people create for your business. When
you recognize people effectively, you reinforce, with your chosen means of recognition, the
actions and behaviors you most want to see people repeat. When you consider employee
recognition processes, you need to develop recognition that is equally powerful for both the
organization and the employee.
Two of the most popular methods of recognizing employees are by giving gift certificates and
cash rewards. The most common reasons for giving an award are length of service and
exceptional performance. Recognition programs that is implemented at HSBC are-
It develops a unique package, which is essentially a basket of non-monetary rewards given
to motivate employees and recognize excellent work performance. For example, Thanks
Award, is an on-the-spot recognition of an effort awarded to a project or project team; It
includes a gift voucher alongwith a handwritten note of appreciation, which gives the
opportunity for the employee to "draw" a gift from a box. Gifts range from fast food
restaurant gift certificates and candy to a paid holiday and substantial cash rewards. The
employee draws the reward, so no supervisory interference is perceived. A duplicate of the
thank you note goes into a periodic drawing for even more substantial reward and
recognition opportunities.
Some Ideas that HSBC can implement as part of the recognition program are :
1. HSBC can adopt a practice of naming a conference room or office or training room
after the name of the most outstanding employee of the year. The naming is done
ceremoniously, the employee’s family is invited, a cake is ordered; and all the
employees assemble for the felicitation.
2. “Thank You Store” can be established at HSBC for employees to select gifts and
thank you cards for supervisors, managers, and office assistants. It can also sponsor
peer-to-peer recognition programs, where employees submit nominations on behalf
of other employees, teams or oneself. All nominations are reviewed for a Merit
Award and all Merit Awards are reviewed for the Chairman’s Award.
3. HSBC can encourage suggestion from employees on cost savings, energy
conservation or quality improvement or increase in sales. The suggestions are
periodically reviewed and few employees may get one time cash rewards based on
the quantum of savings their suggestions can generate. This cash rewards system
on suggestions is mostly up to junior management level.
4. The company can introduce the new idea of appreciating subordinates through a
mantle of “WHALE DONE”, based on the philosophy of taming whales and
recognition of their extra efforts..
5. The program called “EXTRA PUNCH” can be promoted to reward employees
those who have shown consistent progress, loyalty and delivered results. It should
give a chance to win across all levels irrespective of designation or department.
Extra Punch not only challenges everyone to put in their best, but also encourages
healthy competition in the organization.
6. In addition, the HR department can put a big wallboard titled ‘initiatives.com’,
which is filled with information on the initiatives taken by the employees in the
workplace and the appreciation of their initiatives.
7. To conclude, the management must realize that nurturing internal talent is much
more beneficial than importing talent and then nurturing it. Familiarity,
interpersonal relationships and understanding, gathering knowledge, etc are the key
aspects that make good employees. Noteworthy is not the fact that employees were
rewarded, but it’s the efforts that the organization/ management has recognized and
rewarded that makes this special and motivating. It’s like the 3Ps – people, product,
profit. Any company’s major assets are its employees and that is what the
organization recognizes and rewards. With the carrot dangling in-front of your
eyes, working hard is worth it.
ORGANIZATIONAL COMMITMENT
We believe that organizations that want to increase the level of employee engagement need to
examine engagement from three perspectives:
Alignment
At the organization level, senior executives must examine HR systems e.g., Performance
Management, succession management, selection/recruitment, leadership and workforce
development) to ensure that they support and foster—rather than inhibit—a high-engagement
culture.
Accountability
At the operational level (i.e., business unit, division, geographic region), leaders act
as role models for the lower-level leaders within their areas. They need to build
an environment where new leaders are encouraged and expected to quickly acquire skills to
help them succeed, and where veteran leaders are held accountable
for rethinking their tried-and-true approaches to achieve even better results than before.
There has to be a strong commitment to build leaders’ skills to drive employee
engagement. Accountability systems and processes need to be in place to ensure
that development plans are successfully accomplished; employee engagement rises
only as a result of the successful completion of development plans.
Personal Commitment
For all leaders, and especially for first- and second-level leaders, employee engagement
needs to be personal. Achieving higher levels of employee engagement is not someone else’s
job, nor is it a new memo to write, a new form to fill out, or even being more responsive when
employee concerns are voiced. Instead, each leader needs to leverage his or her skills in areas
where engagement is high, and examine which practices and habits are discouraging high
levels of employee engagement by doing this; leaders can chart a course to take their
leadership skills to the next level to proactively motivate, empower, and engage those around
them. Offers a wide array of leadership development solutions, including classroom, web-
based, and blended-learning approaches, to provide leaders with the skills they need to drive
employee engagement.
The offerings integrate seamlessly with engagement measurement instrument and its results,
helps leaders quickly identify action plans that will deliver actionable results. For individual
contributors, their level of engagement impacts the organization’s bottom line each and every
day, in many large and small ways. The better, an organization can equip its workforce with
the knowledge and skills to engage—as opposed to disengage—each other through such things
as strong interaction skills, working through conflict, adapting
Quickly to change, working as a team, etc, the easier it will be to optimize Engagement.
WORK-LIFE BALANCE
Employees are increasingly complaining that the line between work and non-work time has
become blurred, creating personal conflicts and stress. A number of forces have contributed to
blurring the lines between employees’ work life and personal life. Employees are increasingly
recognizing that work is squeezing out personal lives, and they’re not happy about it. For
example, recent studies suggest that employees want jobs that give them flexibility in their
work schedules so they can better manage work / life conflicts.
In fact, balancing work and life demands now surpasses job security as an employee priority.
In addition, the next generation of employees is likely to show similar concerns. A majority of
college and university students say that attaining a balance between personal life and work is a
primary career goal. They want “a life” as well as job. Organizations that don’t help their
people achieve work / life balance will find it increasingly hard to attract and retain the most
capable and motivated employees.
Improving work-life balance can:
Aid employee recruitment and retention
Reduce absenteeism
Improve the quality of peoples' working lives
Match people who wouldn’t otherwise work with jobs
Benefit families and communities
Boost productivity, enhance service and delight customers.
TRAINING & DEVELOPMENT
The Need-Analysis process should be revived. The supervisors should be responsible to notify
the HR department about the kind of skill enhancement employees require. The training
calendar should be reviewed on periodical basis e.g. quarterly on the basis of need analysis.
Also, improved trainings methods should be implemented as per the Industry trends.
RECOMMENDATIONS FOR INCREASED EMPLOYEE ENGAGEMENT
Ensure Clarity of Organizational Imperatives at Every Level
Despite good intentions, most employees remain in the dark about how their daily priorities fit
in with the organization’s objectives. Start at the top. If senior leaders aren’t crystal clear —
and in complete agreement — about the organization’s priorities, attempts to cascade their
message will be like a crack in a foundation, with the fissure growing larger and larger as
communications work their way through the organization. The senior team members in large
and small organizations can suffer from a disconnection on the organization’s mission, vision,
values, and short-term strategies. Don’t stop communicating. Leaders need to communicate
strategy at every opportunity. When they think they’re done, they need to keep going. In
addition explain employees why commitment is important to achieve goals. Use technology to
enable managers, if managers and employees haven’t had discussions to interpret strategy to
focus day-to-day priorities, the fields on those computer screens might as well be left empty.
Don’t Just “Manage” Your Talent.
Talent management systems can help organizations assess and focus their employees’ unique
skill sets on mission-critical tasks. They can also help identify and develop high-potentials to
take on even more important responsibilities to lead the organization into the future. Yet
remember that your talent doesn’t necessarily want to be “managed.” They want to do more of
what they do best, find challenge and meaning at work, develop, and be part of the
organization’s success. They want responsibility for their career and their development. Give
high performers a say in their future. Too many organizations have well-thought-out talent
management strategies based on skill sets and job requirements, but fail to include the high
performers themselves in the planning. If employees are not given the chance to clarify what
matters to them and articulate their personal goals, it’s likely that they’ll pass on prime
promotions or, perhaps worse, be miserable or even fail in their new role because it doesn’t fit
what they’re looking for at work.
________________________________________
CHAPTER -7
LIMITATIONS
________________________________________
LIMITATIONS OF THE STUDY
A research is a never-ending process and research work in any field of knowledge makes the
ground for more researches. Therefore all studies have their own limitations. It is needless to
say that while working on this project I faced many difficulties, which becomes the limitation
of this project. The major limitations are:
1. Many respondents were not interested to fill questionnaire due to time
constraints.
2. The responses of the entire questionnaire cannot be considered very accurate
because some of the respondents were hesitant in lending the desired
information.
3. Though every precaution has been taken while analyzing the data yet a few
errors are bound to appear.
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CHAPTER -8
BIBLIOGRAPHY
______________________________________
BIBLIOGRAPHY
1. www.citehr.com
2. www.wikepedia.com
3. www.management-issues.com
4. www.hr.com
5. www.greatplacetowork.com
6. www.ddiworld.com
QUESTIONNAIRESURVEY OF EMPLOYEE ENGAGEMENT
GENERAL INFORMATION: 1. This questionnaire is only learning and analysis purpose.2. The data collected shall be kept confidential.3. This questionnaire is not for commercial purpose KINDLY SHARE YOUR OPINIONS ON THE FOLLOWING STATEMENTS
Department: Age:
Gender: Male Female
Tenure of working in CFCLa. 0- 1 yearsb. 1-3 years c. 3-5 years Level:d. 5-10 yearse. Above 10
Please tick mark the relevant answer as provided against each question.
JOB
StronglyDisagre
e(1)
Dis
Agree
(2)
Neutral(3)
Agree
(4)
Strongly
Agree(5)
1. I know what is expected of me at work
2. I have the right tools and supplies to do my job well.
3. The amount of work I am expected to do is reasonable.
4. My job brings out my most
creative ideas.
5. At work, I have support to balance my work and personal life.
6. I receive meaningful recognition or praise for doing a good work.
7. My opinions seem to count, at work.
8. I have enough opportunities at workto learn and grow.
CO-WORKERS
9. My Colleagues help each other when needed.
10. There is two-way communication between co-workers regarding any work that needs to be done.
11. I have a friend at work with whomI can share new ideas
12. I have positive working relationships with my colleagues.
13. My associates (fellow employees) are committed to quality work.
StronglyDisagre
e(1)
Dis
Agree(2)
Neutral(3)
Agree(4) Strongly
Agree(5)
137
SUPERVISORS14. My supervisor treats me with respect.
15. My supervisor encourages my development at work.
16. My supervisor communicates well
with all my team members.
17. My supervisor is available whenever I need help.
18. My supervisor talks to me about myprogress regularly.
DEPARTMENT19. My department always provides
superior quality work.
20. My work contributes to the Achievement of department goals.
21. I strive to improve my department results.
22. I have opportunities to provide input into decisions that affect my work.
ORGANIZATION- CFCL
23. I feel proud to tell people that I work at CFCL.
24. I would recommend my friend/relative to work at CFCL
25. My organization CFCL provides excellent services to the customer.
StronglyDisagre
e(1)
Dis
Agree
(2)
Neutral(3)
Agree
(4)
Strongly
Agree(5)
138
26. My organization CFCL provides a clean and safe working environment.
27. At CFCL, I have enough career
advancement opportunities.
28. The pay and benefits in my organization are comparable to similar companies.
29. I see myself working for this organization, five years from now.
30. I would prefer to stay with CFCL, even if offered a job elsewhere.
Overall, I am satisfied with my work.
YES NO
If given an opportunity to change one thing in the organization,
what would it be
Working Environment
Compensation & Benefits
Working Conditions
Advancement in growth opportunities
Improved facilities like Cafeteria,
Gym, movie Screening etc
StronglyDisagre
e(1)
Dis
Agree
(2)
Neutral(3)
Agree
(4)
Strongly
Agree(5)
139
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