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A CASE STUDY OF EMPLOYEE ENGAGEMENT IN TATA STEEL, WEST BOKARO DIVISION.

DEPARTMENT- Q-ACD & CENTRAL GARAGE PREPARED BY MAHADEV RANA PGDM (HR) GNITCM Gr. Noida (up) A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 1 2. ACKNOWLEDGEMENT I commence with the holy name of almighty GOD benevolence and beneficence who enabled me to complete this project. I express my deep sense of gratitude and indebtedness to Mr N.K. Pandey Sr MANAGER (HR/IR) who was very kind to provide me an opportunity to work under his supervision. I also feel very grateful to Mr Sujeet Mishra Sr MANAGER (HR/IR) Q-ACD and Mr. Bara Sir of Central Garage who has been very kind to me in getting me in his department as a HR/IR student. Despite his excessive academic engagement he spared his precious moments whenever I needed. He has been very kind and helped me to prepare my questionnaire. I am also thankful to Mr SANJAY RAJOR IA GM of TISCO West Bokaro Division for permitting me to undertake project work in his esteemed organization. Last but not the least I am thankful to all the employees of TISCO West Bokaro Division who have extended their kind co-operation. PREFACE A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 2 3. It gives me great pleasure in presenting the project on, Employee Engagement in TATA STEEL West Bokaro Division at QACD& CENTRAL GARAGE Department. This project is basically based on the engagement of employees towards their job in this organization. My objectives are to present status of the employees mind towards the organization that they are satisfied with the company policies, aware of their role as well as companys role, managers, superiors, colleagues relationship etc. Another objective of the project is to provide the execution with the framework for analysis of problems, related to employee engagement towards their job. The matter of this project is prepared scientifically and analytically. Every best effort has been made to include the information used in decision making. Not only I hope but believe that it would provide great help to the organization. Finally all research is cumulative. I have( as a trainee), tried to call out priorities interpret and finally put down my analysis. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 3 4. DECLARATION I declare that the project report titled A case study on Employee Engagement West Bokaro Division of TATA STEEL in Q-ACD & Central Garage at west bokaro division has been prepared by me under the guidance of Mr. N.K PANDEY(Senior Manager (HR/IR).I further declare that this is my original work, as part of our academic course. PLACE:- SIGNATURE DATE :- Mahadev Rana A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 4 5. CERTIFICATE This is certify that Mr. MAHADEV RANA a student of PGDM(HR) from GNIT College of Management, Greater Noida has undergone project work on Employee Engagement at West Bokaro Division of TATA STEEL under the supervision and guidance of Mr. N K PANDEY(HR/IR) 0F WEST BOKARO DIVISION. The details of training are as follows. The period of training: No of days present: Conduct: Certificate issued on: Mr N K Pandey (Sr. Manager HR/IR) A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 5

6. Contents Particulars Chapter-1 1.1) 1.2) 1.3) 1.4) 1.5) TATA STEEL Introduction. Introduction to West Bokaro Division. West Bokaro Operation. Policies of TATA STEEL. Awards, HR function & process of West Bokaro Division Chapter2 2.1) Introduction to the Employee Engagement. 2.2) Aspects of Employee Engagement. 2.3) Categories of Employee Engagement. 2.4) Factors leading to Employee Engagement. 2.5) Importance of Employee Engagement. 2.6) How to measure Employee Engagement. 2.7) 10cs of Employee Engagement. 2.8) Employee Engagement of West Bokaro Division. 2.9) TQM, SGA, DM, PM, QC, TOC. 2.10) Scope and limitations of study. Chapter3 3.1) Research Methodology. 3.2) Universe. 3.3) Sample of the Study. 3.4) Method and Tools of Data Collection. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 6 7. Chapter4 4.1) Process of Data Analysis Chapter5 5.1) Findings. 5.2) Conclusion. 5.3) Suggestions and Recommendations. Chapter6 Appendix 6.1) Bibliography. 6.2) Questionnaire. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 7 8. Chapter-1 Tata Steel-An Introduction A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 8 9. BACKGROUND OF TATA STEEL. Established in 1907. TATA STEEL is the worlds 6th largest steel company. Existing annual crude steel capacity of 28 million tones. Asias 1st integrated steel plant. Indias largest integrated private sector steel company. TATA STEEL worlds 2nd most geographically diversified steel producer. TATA STEEL have operations in 24 countries and commercial presence in over 50 countries. TATA STEEL completed 100 glorious years of existence on august 26, 2007. TATA STEEL following the ideals and philosophy laid down by its founder, Jamsetji Nusserwanji Tata. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 9 10. BUSINESS of TATA STEEL IN ABROAD. Investment in COROUS, which manufactured 18.3 MT of steel in 2006. COROUS have operations in the UK, NETHERLANDS, GERMANY, FRANCE, NORWAY and BELGIUM. Millennium Steel (renamed TATA STEEL Thailand) And NATSTEEL ASIA, SINGAPORE, the TATA STEEL manufacturing and marketing network in EUROPE SOUTH EAST ASIA. THE PACIFIC RIM COUNTRIES. CURRENT STATUS OF TATA STEEL Building & nurturing long term relationship with community . Only company in private sector in India maintaining a township. Large employee base (35,000 employees) and respect for people (many, for many generations) Pioneer in Industrial harmony: 83 years without any labor unrest Sustaining cost leadership by innovation and technology. Reference site selected by United Nations (Global Compact) for Corporate Social Responsibility. TATA STEEL relentless quest for excellence through initiatives like aspire which combines. TOP Total Operational Performance. SM - Suggestion Management. QC Quality Circle. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 10 11. JOURNEY TILL DATE 2006 1994 1982 1972 Moderniza 1947 Becomes tion Pahse a division II, The of Tata produces year Steel. 0.9 mtpa West Moderniz clean coal Bokaro at

17.5% Came ation Phase I, ash into being Produces 0.4 mtpa clean coal at 18% ash Moderniza tion Phase III, produces 1.4 mtpa clean coal at 17% ash Produces 1.9 mtpa clean coal at 13% ash 2012 : Produces 2.2 mtpa clean coal A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 11

12. INTRODUCTION TO WEST BOKARO DIVISION LOCATION OF WEST BOKARO DIVISION A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 12 13. In 1947,the West Bokaro Division of TATA STEEL was registered and leased out for the working of the coal mine for 999 years. West Bokaro had the distinction of commissioning indias 1ST WASHERY in 1951.Addition to this washery to treat VII seam coal was completed in 1973. The entire production of Medium coking coal of West Bokaro was supplied to Jamshedpur in 1956,the management of West Bokaro was taken over by a newly formed company m/s-west bokaro pvt. Ltd,a wholly owned subsidiary of TATA STEEL. In 1976 it become one of its two collieries divisions, the other being the jharia group. In 1970 open cast mining was introduced with small mechanization under (phase-1) expansion at West Bokaro. In 1990 ,an expansion project under phase-111 having a capacity outlay of Rs-260 corer was launched at West Bokaro to meet the additional requirement of clean coal for the steel plant at Jamshedpur, under expansion phase-111 a new mine at pundi was opened together with a new state of the art washery having at 2.1 MTPA through put capacity. All the washed product like clean coal and muddiness are being transported to the chainpur railway siding 4.5 km by rope way from where the same are loaded into wagons loader and dispatched to Jamshedpur steel works. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q ACD & Central Garage Department. Page 13 14. WEST BOKARO OPERATION OVERBURDEN REMOVAL Drilling Shovelling Blasting Coal mining &beneficiation Coal Loading LLLOADIN G Despatch Coal beneficiation DUMPING Environmental Measure Earth Filling Coal Crushing Afforestation KEY ACTIVITY OF WEST BOKARO DIVISION The main operation in west bokaro is mining operation. The mining operation mainly comprised of drilling of large blast-holes (150mm) in to the over burden rock and it blasting for dislodging the over burden. The fragmented over burden material is removed by means of 50T rear dumper, which are loaded by shovel/excavators of 5 to 6.5m3 capacity. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 14 15. The coal which is exposed after removed of overburden is also blasted and transported the primary crushing to 100mm size for transportation to washery-II by aerial tramway for beneficiation. The washed product or clean coal and meddling from the both washeries are transported to the rail head at chainpur by ropeways these product are then loaded into the wagons loader the only one of its kind in the Indian coal industry for onward transportation to Jamshedpur works on an average we dispatched M.T.P.A of meddliness. Objective of HR/IR IN WEST BOKARO DIVISION To extend timely and appropriate support to the operating departments for achieving ABP targets of Production at the desired quality and cost. VALUES Trusteeship. Integrity. Respect for the Individual. Credibility.

Excellence o A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 15

16. o TATA STEEL POLICIES and AWARDS. TATA STEEL Follows Certain Policies. 1) 2) 3) 4) 5) 6) 7) HR POLICY Research Policy Environmental Policy Quality Policy Corporate Social Responsibility Affirmative Action Policy Safety Principles and Occupational Health Policy. Following are the two policies which I can discuss:HR POLICY TATA STEEL is a equal opportunity employer. TATA STEEL recognizes that its people are the primary source of its competitiveness. It will pursue management practices designed to enrich the quality of life of its employees, develop their potential and maximize their productivity. It will aim at ensuring transparency, fairness and equality in all its dealings with its employees. TATA STEEL shall strive continuously to faster a climate of openness, mutual trust and team work. In the process TATA STEEL shall strive to be the employer of choice by attracting the best available talent and ensuring a cosmopolitan workforce. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 16 17. RESEARCH POLICY TATA STEEL believes that research provides the foundation for sustained, long term, stake holders delight. TATA STEEL shall nurture and encourage innovative research in a creative ambience to assure that the competive advantage in its overall business is retained. The company commits itself to providing all necessary resources and facilities for use by motivated researchers of the highest caliber. Research in TATA STEEL shall be aligned to the technological initiative necessary to evolve and fulfill the overall business objective of the company. ENVIRONMENTAL POLICY 1) TATA STEEL environmental responsibilities are drawn by our commitment to preserve the environment and are integral to the way we do business. We are committed to deal proactively with climate change issue by efficient use of natural resources and energy; reducing and preventing pollution; promoting waste avoidance and recycling measures; and product stewardship. We shall identify, access and manage our environment impact. We regularly monitor reviews and report publicly our environmental performance. We shall develop and rehabilitate a bonded sites through forestation and landscaping and shall protect and preserve the biodiversity in the areas of our operations. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 17 18. We shall enhance awareness, skill and competence of our employees and contractors so as to enable them to demonstrate their involvement, responsibility and accountability for sound environmental performance. 2) We are committed to continual improvement in our environmental performance. We shall set objectives, targets , develop, implement and maintain management standards and systems, and go beyond compliance of the relevant industry standards, legal and other requirements. 3) We will truly succeed when we sustain our environmental achievement and are valued by the communities in which we work. MANAGING DIRECTOR Mr HM NILUKAR A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 18 19. AWARDS AND RECOGNITION: World Steel Dynamic has ranked Tata Steel as the worlds best steel maker for two (consecutive years) in its annual listing in February 2006.

Tata Steel has been conferred the Prime Minister of Indias Trophy for the Best Integrated steel plants five times. It has been awarded Asias Most Admired Knowledge Enterprise awards five times in 2003, 2004, 2006, 2007 and 2008. Conferred the prestigious Global Business Coalition Award for business Excellence in the Community in recognition of its pioneering work in the field of HIV/AIDS awareness Tata Steel works has been conferred the prestigious social accountability (SA) 8000 certification by social .Accountability international (SAI), USA. It is the first steel company in the world to receive this certificate. Corporate sustainability report of Tata Steel hailed by United Nations environment program (UNEP) and standard and the poor as strongest, submitted by any corporate house from emerging economies. Best governed company Award 2006 for setting high standards in government practices A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 19

20. Tata Steel conferred Mother Teresa Award for corporate Citizen Tata Steel won award for corporate social responsibility in Public Health by US-Indian Business Council (USIBC), Population Service International (PSI) and the centre for Strategic and International Studies (CSIS) in 2007. Tata Steel India awarded the Deming Grand Application Prize 2008 for excellence in Total Quality Management. It is the first integrated steel company in the world, outside Japan to get this award. Deming grand price 2012 A Case study on Employee Engagement in TATA STEEL, West Bokaro Divisio n, at Q-ACD & Central Garage Department. Page 20 21. Function and Process of HR in WEST BOKARO DIVISION. HR Functions in WEST BOKARO DIVISION 1. SKILL 2. ACQUISATION DEVELOPMENT HR Functions in WEST BOKARO DIVISION 4. . 3. MOTIVATION MAINTENANCE A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 21 22. SKILL ACQUISATION Skill Manpower Analysis. Recruitment. Engagement through Service Providers. DEVELOPMENT Knowledge Management. 4- Q Based Training. E-Learning. Training on Wheel. Total Quality Management. Suggestion Management. Women Empowerment. Art camp. MOTIVATION Sabash. Incentive. School BUS Facility. Reimbursement of school fees A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 22 23. MAINTENANCE Wage Agreement. Discipline in the industry. Safety. Canteen Facility. House Allotment. Long Service Award. Farewell Function. Human Resource Processes in TATA STEEL, West Bokaro Division. Organization design and Manpower planning. Talent Sourcing. Career planning and planned job rotations. Succession planning and Leadership Development. People learning and Development. Employee Morale and Satisfaction Enhancement. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 23 24. A Case study on Employee Engagement in TATA STEEL, West Bokar o Division, at QACD & Central Garage Department. Page 24

25. Human Resources & Industrial Relations Tata Steel Limited West Bokaro Division HR/IR, West Bokaro Division A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 25 26. Background of HR/IR Division The many firsts. Welfare Measure Tata Steel Enforced Legal Measures Introduction by Law Eight hour working day 1912 Establishment of welfare department 1917 Leave with pay 1920 Formation of Works Committee for handling Grievances 1948 Factories Act 1919 1947 Industrial Disputes Act Workmens Accident Compensation Scheme 1920 1924 Workmens Compensation Act Workers provident fund scheme 1920 1952 EPF Act Pension scheme in addition to statutory scheme 1989 1995 EPS Free medical aid 1915 1948 ESI Act Profit sharing bonus 1934 1965 Bonus Act Retiring gratuity 1937 1972 Payment of Gratuity Act Technical training institute for Apprentices 1921 1961 Apprentices Act Maternity Benefits 1928 1946 Maternity Benefit Act Policy on prevention of Sexual Harassment at workplace 2003 2004 Supreme Court directive HR/IR, West Bokaro Division A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 26 27. Chapter2 Abstract Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware 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 paper focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. The paper also looks at the Gallup 12 point questionnaire, twelve-question survey that identifies strong feelings of employee engagement and the steps which shows how to drive an engaged employee. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 27 28. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q ACD & Central Garage Department. Page 28 29. Introduction Employee engagement called worker engagement, is a business management concept. An "engaged employee" is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization's interests. According to Scarlett Surveys, "Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn and perform at work". Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture Engagement at work was conceptualized by Kahn, (1990) as the harnessing of organizational members selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the holistic sensation that, people feel when they act with total involvement. Flow is the state in which there is little distinction between the self and environment. When individuals are in Flow State little conscious control is necessary for their actions. Employee engagement is the thus 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. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus Employee engagement is a barometer that determines the association of a person with the organization. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 29

30. Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi, 1990). Job involvement is defined as the degree to which the job situation is central to the person and his or her identity (Lawler & Hall, 1970). Kanungo (1982) maintained that job involvement is a Cognitive or belief state of Psychological identification. Job involvement is thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus job involvement results form a cognitive judgment about the needs satisfying abilities of the job. Jobs in this view are tied to ones self image. Engagement differs from job in as it is concerned more with how the individual employees his/her self during the performance of his / her job. Furthermore engagement entails the active use of emotions. Finally engagement may be thought of as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs. When Kahn talked about employee engagement he has given important to all three aspects physically, cognitively and emotionally. Whereas in job satisfaction importance has been more given to cognitive side. HR practitioners believe that the engagement challenge has a lot to do with how employee feels about the about work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them. But for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 30 31. Aspects of Employee Engagement Three basic aspects of employee engagement according to the global studies are: The employees and their own unique psychological makeup and experience The employers and their ability to create the conditions that promote employee engagement Interaction between employees at all levels. Thus it is largely the organizations responsibility to create an environment and culture conducive to this partnership, and a win-win equation. 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-engaged tend 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 A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 31

32. sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged coworkers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning . Factors Leading to Employee EngagementStudies have shown that there are some critical factors which lead to Employee engagement. Some of them identified are Career DevelopmentOpportunities for personal development Career Development Effective Management of talent Leadership- Clarity of company values Leadership Respectful treatment of employees Leadership Companys standards of ethical behavior E N FEELING VALUED AND INVOLVED G A G Empowerment E Image M Equal opportunities & fair treatment E Performance Appraisal Pay & benefits N COMMUNICATION T Health & Safety FAMILY FRIENDLINESS Job satisfaction CO-OPERATION A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 32 33. Career Development- 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. Career Development Effective Management of Talent Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development. Leadership- Clarity of Company Values Employees need to feel that the core values for which their companies stand are unambiguous and clear. Leadership Respectful Treatment of Employees Successful organizations show respect for each employees qualities and contribution regardless of their job level. Leadership Companys Standards of Ethical Behaviors A companys ethical stand ards 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 A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at QACD & Central Garage Department. Page 33 34. 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 employee engagement. 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. Job Satisfaction 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. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 34

35. 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. Importance of Employee Engagement Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers lack of commitment and motivation (Aktouf). Meaningless work is often associated with apathy and detachment from ones works (Thomas and Velthouse). In such conditions, individuals are thought to be estranged from their selves (Seeman, 1972) .Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity and profitability criteria (Harter, Schnidt & Hayes, 2002). An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 35 36. business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and thereby improves customer satisfaction and service levels. It builds passion, commitment and alignment with the organizations strategies and goals Increases employees trust in the organization. Creates a sense of loyalty in a competitive environment Provides a highenergy working environment Boosts business growth makes the employees effective brand ambassadors for the company. A highly engaged employee will consistently deliver beyond expectations. In the workplace research on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked employees whether they have the opportunity to do what they do best everyday. While one in five employees strongly agree with this statement. Those work units scoring higher on this perception have substantially higher performance. Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee engagement, customer loyalty, and profitability. As organizations globalize and become more dependent on technology in a virtual working

environment, there is a greater need to connect and engage with employees to provide them with an organizational identity. How to measure Employee Engagement? Gallup research consistently confirms that engaged work places compared with least engaged are much more likely to have lower employee turnover, higher than average customer loyalty, above average productivity and earnings. These are all good things that prove that engaging and involving employees make good business sense and building shareholder value. Negative workplace relationships may be a big part of why so many employees are not engaged with their jobs. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 36

37. Step I: Listen The employer must listen to his employees and remember that this is a continuous process. The information employees supply will provide direction . This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance. Step II: Measure current level of employee engagement Employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization. But measuring the engagement (feedback through surveys) without planning how to handle the result can lead employees to disengage. It is therefore not enough to feel the pulsethe action plan is just as essential. Knowing the Degree in which Employees Are Engaged? Employee engagement satisfaction surveys determine the current level of employee engagement. A well-administered satisfaction survey will let us know at what level of engagement the employees are operating. Customizable employee surveys will provide with a starting point towards the efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. It is important that employee engagement is not viewed as a one time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing. The employee survey is a diagnostic tool of choice in the battle for the hearts of employees. Studies of Gallup, Mercer, Hewitt and Watson Wyatt (consulting companies) asked workers number of questions relating to their job satisfaction. Gallup being one of oldest the consulting organization {in conducting engagement survey} creates a feedback system for employers A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 37 38. that would identify and measure elements of worker engagement most tide to the bottom line. Things such as sales, growth, productivity and customer loyalty are all accessed. After Hundreds of focus group and thousands of interviews with employees in a variety of industries, Gallup came up with Q. 12, a twelve-question survey that identifies strong feelings of employee engagement. They have identified 12 questions that most effectively measure the links (the Gallup Q12). 1. Do you know what is expected of you at work? 2. Do you have the materials and equipment you need to do your work right? 3. At work, do you have the opportunity to do what you do best every day? 4. In the last seven days, have you received recognition or praise for doing good work? 5. Does your supervisor, or someone at work, seems to care about you as a person? 6. Is there someone at work who encourages your development? 7. At work, do your opinions seem to count? 8. Does the mission/purpose of your company make you feel your job is important? 9. Are your associates (fellow employees) committed to doing quality work? 10. Do you have a best friend at work? 11. In the last six months, has someone at work talked to you about

your progress? 12. In the last year, have you had opportunities at work to learn and grow? Some of the discussions which come from Gallups questions are: Know what is expected of me at work- employees should know exactly what is expected of them. If expectations are unclear, employees will inevitably face frustration, and will be open for other opportunities where they do know what's expected of them, and where their contributions are measured and recognized. Materials and equipment- Employees need the right tools and equipment to support their skills, experience and talents & perform their jobs at an optimum level. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 38

39. Do what I do best every day - Are your employees cast in the right roles? Knowing the critical demands for every role is a key to ensuring that talents fit those demands. Supervisor/Someone at work cares -Managers must spend most of their time with their most productive talent. Many managers give their greatest degree of attention to employees who are falling behind. Talented, productive people crave time and attention from their managers, and will leave your company if they have a weak relationship (or no Relation ship) with their manager or supervisor. Co-workers committed to quality.-Many companies arbitrarily put teams together without considering that employees only psychologically commit to teams if they perceive their team members will support their high level of commitment and performance. Talented employees set high standards and depend upon those around them to support their growth toward excellence. Opportunities to learn and grow- The Company should create an environment that encourages employees to drive towards innovation or to create better systems for more productive results. Great managers always ask what skills and knowledge need to accompany talent to result in the greatest outcome for each As discussed the Gallup study Q12 is based on positive Psychology and emotions. Having a best friend at work or receiving recognition every week makes you feel cared for and proud respectively. If you want to keep recreating those positive emotions, then you keep coming back to work. So the Q. 12 measures engagement, and engagement is a positive emotional connection to the work. Thus the mechanism of the broadenand build theories and the action tendencies of positive emotions help in understanding why the Q. 12 has been so powerful for Gallup in terms of predicting outcomes. Borden and Build theory is about evolutionary significance of positive emotions. Positive emotions are better observed over the long haul. Their effects accumulate and compound overtime and the adaptive benefits are evident from later, when people face new challenges. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 39 40. The Gallup research has thus made a contribution in adding an additional P to the 4 Ps of marketing i.e. product, price, and promotion place and now people to the mix. In the combination of engaged employees, Gallup brings engaged customers to form the concept of human sigma. These include customer engagement, loyalty and emotional attachment. Customer engagement hierarchy, customer engagement scores and developing the culture of engagement and customer focus. The Gallup Organization decided to initiate a multiyear research project to try and define a great workplace - a great workplace was one where employees were satisfied with their jobs and this thus helps to produce positive business outcomes. According to the study of Watson Wyatt, the service profit chain establishes relationship between profitability, customer loyalty and employee satisfaction, loyalty and productivity. The links in the chain (which should be regarded as propositions) are as follows: profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct

result of customers satisfaction. Satisfaction is largely influenced by the services provided to customers. Satisfied, loyal and productive employees create value. Employees satisfaction inturn results primary from high quality support services and policies that enable employees to deliver results to customers. While many organizations are beginning to measure relationship between individual links in the service only a few have related the links in the meaningful ways that can lead to comprehensive strategies for achieving lasting competitive advantage of building employee engagement. In a study of its seven telephone customer service centers (MCI found that there is a clear relationship between employees perceptions of the quality of services and employee engagement. Step III: - Identify the problem areas Identify the problem areas to see which are the exact areas, which lead to disengaged Employees. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 40

41. Step IV: Taking action to improve employee engagement by acting upon the problem areas Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let the staff know how their input is valued. Feeling valued will boost morale, motivate and encourage future input. Taking action starts with listening to employee feedback and a definitive action plan will need to be put in place finally. Conclusion Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Employee engagement emphasizes the importance of employee communication on the success of a business. An organization should thus recognize employees, more than any other variable, as powerful contributors to a company's competitive position. Therefore employee engagement should be a continuous process of learning, improvement, measurement and action. We would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 41 42. THE 10 CS OF EMPLOYEE ENGAGEMENT How can leaders engage employees heads, hearts, and hands? the literature offers several avenues for action; we summarize these as ten cs of employee engagement, whic h are supposed to be essential for employee engagement. 1.CONNECT: Leaders must show that they value employees. employee engagement is a direct reflection of how employees feel about their relationship with the boss. employees look at whether organization and their leader walk the talk when they proclaim that, our employees are most valuable asset. 2.CAREER: Leader should provide challenging and meaningful work with opportunities for career advancement. Most of the people want to do new thing in their job. Good leader challenge employee; but at the same time, they must instill the confidence that the challenge can be made. 3.CLARITY: Leader must communicate a clear vision. people want to understand the vision that senior leadership has for the organization, and the goals that leaders or department heads have for the division, unit, or team. success in life and organizations, to a great extent, determined by how clear individuals are about their goals and what they really want to achieve. 4.CONVEY Leaders clarify their expectations about employees and provide feedback on their functioning in the organization .Good leaders establish processes and procedures that help people master important tasks and facilitate goal achievement.

5.CONGRATULATE Survey show that, over and over, employees feel that they receive immediate feedback when their performance is poor, or below A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 42

43. expectations. these same employees also report that praise and recognition for strong performance is much less common. exceptional leaders give recognition, they do so a lot; they coach and convey. 6.CONTRIBUTE People want to know that their input matters and that they are contributing to the organizations success in a meaningful way. in sum, good leaders help people see and feel how they are contributing to the organizations success and future. 7.CONTROL Employees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control. a feeling of being in on thing and of being given opportunities to participate in decision making often reduces stress; it also create trust and culture where people want to take ownership of problem and their solution. 8.COLLABORATE Studies show that, when employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams which lack good relationships. great leader are team builders; they create an environment that fosters trust and collaboration. surveys indicate that being cared about by colleagues is a strong predictor of employee engagement. thus, a continuous challenge for leaders is to rally individuals to collaborate on organizational, departmental, and group goals , while excluding individuals pursuing their self-interest. 9.CREDIBILITY Leaders should strive to maintain a companys reputation and demonstrate high ethical standards. People want to be proud of their jobs, their performance, and their organization. 10.CONFIDENCE Good leaders help create confidence in a company by being exemplars of high ethical and performance standards. Leaders should actively try to identify the level of engagement in their organization. Find the reason A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 43 44. behind the lack of full engagement, strive to eliminate those reasons, and implement behavioral strategies that will facilitate full engagement. According to West Bokaro Division Employee Engagement are as :1. Total Quality Management (TQM). 2. Small Group Activities (SGA). 3. Daily Management (DM). 4. Policy Management (PM). 5. Quality Circle (QC). 6. Theory of Constraints. (TOC). Definition of TQM TQM is Total Quality Management. It is defined as : A set of systematic activities. Carried out by the entire organization. To effectively and efficiently achieve company objectives. So as to provide products and services with a level of quality that satisfies customers at the appropriate time and price A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 44 45. What is TOTAL QUALITY MANAGEMENT CUSTOMER FOCUS LEADERSHIP CONTINUOUS IMPROVEMENT AND TOTAL EMPLOYEE PARTICIPATION COMMUNICA TION A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 45 46. TQM A System Approach Objective Effectiveness (fitness for objectives) Input SYSTEM Output Efficiency= output/input A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 46

47. In TQM three levels of quality as competitive advantage. 1st LEVEL is :- conformance to customers basic requirements Customers basic requirements Quality control 1950s 2nd LEVEL is :- customers satisfaction with customers expressed requirements. Customers expressed requirements A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 47 48. Quality management :- 1970s 3rd LEVEL is :- customer delight with unexpected new quality achieved by meeting customers latent requirements Customers latent requirements Attractive quality creation Today and Tomorrow. Small Group Activities Team work : all employees participate in activities to achieve the organization goal. Place of learning for members. Place of self actualization. Place of communication. Place of workplace problem-solving. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 48 49. SGA System at TATA STEEL. It follows calendar year(January-december). Competition, reward and recognition system is same for all SGA teams. All SGA teams are registered on quiks at intranet. SGA team composition. 3 to 8 members 1 facilitator, 1 leader and other as members. Facilitator can be of any level (officer or nonofficer). Leaders &members should be non officers only. A person should be a leaser/member of only one team. Facilitator can be member of more than one SGA team, if required. DAILY MANAGEMENT Daily Management is defined as all the activities that must be carried out to efficiently achieve the business objectives of each department is responsible for. DAILY MANAGEMENT include: Hourly job. Daily job. Weekly job. Monthly job. Seasonal job. Yearly job. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 49 50. Management for routine jobs at all levels Jobs in front line operation. Supervisors job. Section managers job. Department to Top Managers Job. DAILY MANAGEMENT is about. What? Why? How? What include. Management of regular/ routine/ transactional activity es. Why include. Maintain current levels of performance. Gradual improvement. How include. Stable and predictable operations. Basic steps of DAILY MANAGEMENT. Identify your jobs (roles and objectives) and the related key performance indicators. Develop standard operating procedures. Monitor the KPIs against target/plan Identify and document abnormalities (deviations from target) with reasons. Rotate PDCA on abnormalities (corrective actions). Revise standard operating procedures. Horizontal deployment of the learning. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 50 51. DAILY MANAGEMENT EFFECTS 1. 2. 3. 4. 5. Clarity in roles and objectives up to shop floor levels. Empowerment: decision making at lower levels. Enhancement in internal customer focus. Understanding about maintenance stability of processes. Improve team work, involvement and enthusiasm of a large group of employees in improvement activities. POLICY MANAGEMENT Activities that are conducted, with the co-operation of the entire company, to establish and efficiently achieve mid- and long term business plans and short term business policies based on fundamental management policies. Principles of POLICY MANAGEMENT. PDCA Plan , Do, Check, Act A P PLAN Set up objective/target

Do Implement process. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 51

52. Check. Check whether target achieved or not. Act Conduct immediate remedy PDCA is an important management concept and methodology at TATA STEEL. What is a POLICY? A policy usually contains: -Direct to which an enterprise is going, target (goal, level) to be attained in future, strategies on how to realize it and delivery. A policy refers to: Strategic matters and not daily operational matters. POLICY MANAGEMENT Process. PDCA PLAN: policy setting Policy deployment. DO: policy implementation. CHECK: evaluation of implementation ACT : act and feed forward the learning to next cycle. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 52 53. QUALITY CIRCLE A quality circle is A small group of people From the same workplace Who perform quality control activities. On their own initiative. All members of the quality circle participate in self-development, using QC tools to manage and improve their workplace continuously, as an integral part of company wide quality management activities. How Quality Circles Work? 1. 2. 3. 4. 5. 6. 7. Meet in company time+ own time. Fix a name. Elect their leader. Supervisors facilitate or participate. Encouraged by management. Use QC story methodology and tools. Submit reports and make presentations. MANAGERS ROLE. a. Train b. Encourage c. Recognize. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 53 54. What is 5s? Seiri Sorting Seition Systematizing. Seiso Shining. Skiketsu Standardising. Shitsuke Self- Discipline. 1) Sorting Organization: clearly distinguish between necessary and unnecessary. Get rid of unnecessary. 2) SystematizingOrderliness: keep needed items at a specified place for easy access when needed. 3) Shining- Cleanliness: keep the work place and items clean and shining. 4) StandardizingStandardize: make standards for making and maintaining everything clean nd in place. 5) Self-discipline Self-Discipline : make a habit of maintaining established standards and procedure. 5s is a systematic approach using 5 simple steps to create a conducive work environment. It creates sound foundation for continous improvement and manufacturing excellence. It can be gainfully adopted by every individual at his/her workplace, office or home to make improvement. Benefits of implementating 5s Workplace becomes clean and better organized. Shop floor and office operations become easier and safer. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 54 55. Time lost due to unnecessary searching are minimized. Consumables and material wastage are minimized. Results are visible to everyone- the insider and outsider. Enhancement of company/department image and employee morale. People develop selfdiscipline and positive attitude. Quality of life at work place and home becomes better and better.. THEORY OF CONSTRAINTS. TOC helps in focusing on the goal. It tells us to focus on the weakest link. It is a thinking process- which helps us think across the system. It is a process of ongoing improvement of the complete system Theory of Constraints provides a set of holistic processes and rules, all based on a systematic approach that exploits the inherent simplicity within complex systems. Through focusing on

the few physical and logical leverage points. As a way to synchronize the parts to achieve on going and step change improvement in the performance of the system as a whole. Dr Eliyahu Goldratt suggests how to act when such constraint exists in a system. This is known as 5 focusing steps of Theory of Constraints Step1: Identify the constraint A constraint of a system is the resource/process on which the demand is higher than the capacity of the resource/process. The 1st focus should be on the resource/process where this gap is the highest (the weakest link). A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 55

56. Step2: Exploit the constraint It means we need to identify strategie s to extract maximum output from the constraint unit with the existing facility and no capital investment. Step3: Subordinate the constraint Ensure the bottleneck gets priority of resources in case of outage. Ensure that the bottleneck does not suffer for required resources like power, raw materials, evacuation for its output products etc. Step4: Elevate the constraint If we have completely exploited the constraint and are still not meeting the goal, then there is need to elevate the constraint (usually through capital investment). Step5: Go back to step1. If the initially identified constraint is now not a constraint, identify the next constraint TOC Implementation at TATA STEEL. To facilitate the TOC implementation there are three key focus areas: Marketing and Sales- Focusing on identifying needs of customer and implementing solutions for satisfying their needs through services. Supply Chain and Operations Strengthen the internal capabilities to meet the needs of the customers as identified. Project Management- Critical chain project management implementation for exploiting our important resources. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 56 57. SCOPE AND LIMITATIONS OF THE STUDY The time that we got for completing the project was only 40days and in this short period of time we could not do as much as we would like to do. The time constraint also did not allow us to go through the other HR practices of Tata Steel, West Bokaro. Like any other research, this study also suffers from few limitations, while conducting this survey, are listed as bellow: Considering the sort time duration for the survey, the sample had to be restricted to 100 respondents only. This study may be the subject to personal biases of the respondents while answering the questionnaires. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 57 58. Chapter3 RESEARCH METHODOLOGY Research methodology refers to the body of methods or techniques used in the study. The term method means an appropriate way of doing something. Every case of study requires a suitable method of investigation. There are various important methods, but questionnaire and interview are worthy to note. UNIVERSE The universe comprises of Tata Steel, West Bokaro Division. This includes total of 3700 of different Employees and different positions/ designations. SAMPLE OF THE STUDY. The sample size refers to the number of items to be selected from the universe to constitute a sample. The sample size used for the study includes 100 employees from Q-ACD &Central Garage department, of different skill, qualification, designation. METHOD OF DATA COLLECTION. The questions were distributed among the eligible participant and were to be filled by them. The research explained the questions to the participant who were unable to the implications of the given questions and helped in A Case study on Employee

Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 58

59. filling up the questionnaire. In Q-ACD department, the researchers met each and every participant personally in the shop floor. TOOLS FOR DATA COLLECTION We have used both primary and secondary data for this project. PRIMARY DATA: Primary data are those data which are collected for the first time and thus happens to be original in nature. In this study primary data were collected through a questionnaire. QUESTIONNAIRE SURVEY: In this study a questionnaire was prepared. The questionnaire consists of a set of questions that was circulated among the employees. The questionnaire utilized for the purpose of research was a semi-qualitative one. The questionnaire dealt with different aspect of the organization like, aware of employees and companys role, opportunity of growing employees and company, managers, supervisors and colleagues are helpful or not, likes and dislikes in TATA STEEL etc. Altogether the questionnaire contains 32 questions, which were helpful in measuring the level of employee engagement. EMPLOYEE ENGAEMENT SURVEYS (ESS): Employee engagement is broadly evaluated on two dimensions: how employees feel (their emotions towards the company, leadership, the work environment, etc) and/or how they intend to act in the future (will they stay, give extra A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 59 60. effort, etc). The survey can be conducted regularly through a questionnaire and can be measured on various parameters pre-defined by the HR team. Employee Engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization. In order to express the data into concise and logical form, the data collected was transformed into the form of charts. Employees of Tata Steel were chosen randomly from different skill, age group, designation ,qualification. SECONDARY DATA: It refers to the data that has been already collected. The secondary data, which has been used to carry out this study, are as follows: The records for the employee engagement events that were organized in the last years. Companys website (http://www.tatasteel.com) Other relevant study materials and websites. INTERVIEW: It refers to a meeting during which somebody is asked a question or a series of questions by the researchers. As the questionnaire utilized for research was a semi quantative questionnaire it involved interviewing the employees for their responses and comments. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 60 61. Chapter4 PROCESS OF DATA ANALYSIS An analysis of a feedback obtained from 100 respondents of different age group, qualification, skill, designation of the Q- ACD & Central Garage department in Tata Steel, at West Bokaro Division was done through tabulation and pie-chart. Each question of the questionnaire, used for survey, was translated into separate pie chart with percentage break-up. The questionnaire utilized for the purpose of the research was a semiquantative one. The questionnaire dealt with different issues, which are considered to be critical factors of employee engagement. Few of the questions were like, involvement of the employees in decision making, employee moral, honest and two way communication between the managers and workers, commitment to the assigned job, etc. However to reduce the level of the biasness in the research, the questionnaire didnt include the personal details like name and

designation of the employees, but other details like age group, education qualification, skill set etc. were included in it. These details were helpful in knowing the attitude and the level of commitment of the employees towards the organization. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 61

62. A detailed analysis of all the aspects affecting employees engagement in Q-ACD& Central Garage at West Bokaro Division of TATA Steel reveled the following facts and figures. A Case Study on Employee Engagement in Q- ACD & Central Garage Department of TATA STEEL in West Bokaro Division. Employee Profile. 1. Age group No:of respondent 2. Qualification No:of respondent 3. Designation 25-35 36-45 20 46-55 35 non- metric 35 operator metric 35 56-above 30 15 intermediate graduate 25 15 auto-electrician overman/ general Supervisor majdoor/ Explosive Carrier Greaser Helper No:of respondent 4. Year of service No:of respondent 35 Less than 15 20 10 15-25 25 25 30 25-35 35-45 35 20 A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 62 63. QUESTIONS Sr.no Strongly Disagree neither agree Disagree 1. Are you clearly aware of your role in this organization? 2. strongly nor disagree agree Does the mission/purpose of your company make you feel that your job is important? 0 agree 0 0 11 89 0 0 0 15 85 0 3. Do you feel the organizations problem as your own? 0 4. Do you feel your organization will grow in future? 0 5. Do you have opportunities at work to learn and grow? 0 6. Do you feel company treat equally to all employees? 0 5 7. Do you feel that your colleagues are supportive? 0 0 8. Doyou feel that your managers are helpful? 0 5 9. Do you feel that your supervisors guide you when you needed? 0 10 10. Are you member of small group activities (SGA)? 0 11. Do u feel that rewards/recognition given in SGA are fair to all SGAs groups? 12. 0 100 20 5 80 20 70 5 0 95 5 10 80 10 30 0 0 0 0 97 0 0 3 20 20 0 50 30 20 80 0 30 How many improvements is contributed by you yearly? 4 to 6 kaizens 13. Do you think KAIZEN is a part of employee involvement? 60 14. Do you think quality circle tools are problem solving tools? 0 15. Do you feel company really take initiatives regarding 16. Do you feel that KAIZEN is necessary for the growth of the KAIZEN? 20 0 0 10 0 17. 5 0 5 5 15 0 10 10 5 10 80 80 85 Do you feel that S.G.A encourages towards new ideas? 18. Do you feel that your ideas are implemented in your organization ? 0 20 0 70 10 A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 63 64. Questions Sr no. strongly disagree Disagree 19. strongly agree Do you feel that your participation appreciated/recognized ? 11 0 5 0 85 Do you feel that there is sufficient arrangement in an orgnazition for dealing with employees problem 80 ? 0 20 0 0 2. 21. Do you feel, managers or supervisiors think that employees problem as their own? 22. agree nor disagree by company 20. neither agree 0 40 0 50 10 0 5 90 0 18 82 5 95 Do you feel that new ideas and initiatives improve your product and services? 0 23. Do you feel about your positional responsibility? 0 24. Do you feel that your jobs are challenging and exciting? 0 0 25 Do you feel proud to work for TATA STEEL? 0 0 26. If you are offered high salaried job and facilities in another 90 5 0 15 0 15 organization, will you accept it? 27. 0 5 5 90 0 5 0 5 70 10 70 10 Do you feel your manager gives you formal feedback on your performance? 29. 0 Do you feel your managers provide you proper training according to your job? 28. 5 Do you feel your manager regularly coaches you on improving your performance? 5 5 15 0 15 65 15 5 65 15 0 0 5 95 30. Do you understand what company expected from you and 31.

A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q ACD & Central Garage Department. Do you feel that there are promotion in right time? 0 10 0 75 32. Do you aware of promotion policy? your work? 0 0 40 0 15 Page 64 60 0

65. TABULATION and INTERPRETATION Employee Profile. 15% 20% 25-35 years 36-45 years 46-55 years 56-above 30% 35% % of respondent. About 20% of employees comes under 25-35 years of age group, Where as 35% comes under 36-45 years of category, 30% under 46-55 years category,& 15% comes under 56 & above. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 65 66. Qualification 5% 35% 25% non metric metric intermediate graduate 35% In this 35% of employees are non- metric, 35% have done only metric, where as 25% are intermediate, and only 15 % are graduate .. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 66 67. Designation operator 30% 35% auto- electrician overman/supervisor explosive carrier/general majdoor/greaser helper 25% 10% 30% of employees are operator, where as only 10% are auto electrician, 25% are over man and supervisor and 35% includes explosive carrier, general majdoor, and greaser helper. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 67 68. Year of Service 20% 20% less than 15 16-25 years 26-35 years 36-45 years 25% 35% As far as year of service is considered about 20% comes under less than 15 years, 25% comes under A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 68 69. 16-25 years, 35% comes under 26-35 years, 20% comes under 36-45 years. QUESTIONNAIRE 1) Are you clearly aware of your role in this organization? 0% 0% 11% 0% Strongly disagree Disagree neither agree nor disagree Agree Strongly agree 89% About = 100% of employees aware of their role in TATA STEEL. It means every employees of TATA STEEL aware about their job what they have to do actually. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 69 70. 2 .Does the mission/purpose of your company make you feel that your job is important? 0% 0% 0% 18% strongly disagree disagree neithe agree nor disagree agree strongly agree 82% About = 100% of employees feel that according to mission and purpose of the company, their job is important for the company as well as for themselves. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 70 71. 3) Do you feel the organizations problem as your own? A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 71 72. 3% 0% 0% 0% strongly disagree disagree neither agree nor disagree agree 97% strongly agree About=100% of employees feel that organizations problem as their own.

This shows that every employees of this organization is fully dedicated and loyal to the company. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 72

73. 4) Do you feel your organization will grow in future? strongly disagree disagree neither agree nor disagree agree strongly agree About 100% of employees feel that organization will grow in future. It means every employees work without any tension. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 73 74. 5) Do you have opportunities at work to learn and grow? 0% 0% 0% strongly disagree 20% disagree neither agree nor disagree agree strongly agree 80% About= 100% of employees think that they have opportunities at work to learn and grow. It means company help their employees to learn and grow in future for self development. 6) Do you feel company treat equally to all employees? 0% strongly disagree 20% disagree 5% 5% 70% neither agree nor disagree agree strongly agree A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 74 75. About= 70% of employees feel that company treat equally to all employees. where as = 20% of employees feel that company do biasness among skilled and non skilled employees. And treat good to those employees who are concern with union. 7) Do you feel that your colleagues are supportive? 0% 0% 5% 0% strongly disagree disagree neither agree nor disagree agree 95% strongly agree About 95% of employees feel that their colleagues are supportive and 5% are neither agree nor disagree. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 75 76. 8) Do you feel that your managers are helpful? 0% 5% strongly disagree 5% 10% disagree neither agree nor disagree agree 80% strongly agree About = 80% of employees feel that managers are helpful and 10% of employees feel that managers are not helpful. It means maximum employees have healthy relationship with managers. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 76 77. 9) Do you feel that your supervisors guide you when you needed? 0% strongly disagree 10% 10% 0% disagree neither agree nor disagree agree 80% strongly agree About 80% of employees feel that their supervisors or superiors guide them when they needed. And 10% of employees feel that they are not good guide. They can work with their own mind. They dont need any help from supervisors and superiors. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 77 78. 10) Are you member of small group activities (SGA)? 0% 0% strongly disagree 30% 50% disagree neither agree nor disagree agree 20% strongly agree About 50% of employees are member of Small Group Activity (SGA) whereas 30% are disagree and 20% are neither agree nor disagree. It means 50% of employees do not know about small group activity. 11) Do u feel that rewards/recognition given in SGA are fair to all SGAs groups? A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 78

79. 0% 30% strongly disagree 20% disagree neither agree nor disagree 30% 20% agree strongly agree About 30% of employees feel that rewards/recognition given in SGA are fair to all SGAs group. Remaining 70% of employees are not aware about this activity according to (q.no 10), so they are disagree or neither agree nor disagree. 12) How many improvements(KAIZEN) is contributed by you yearly? A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 79 80. 5% 10% 2 30% 4 6-Jan 25% 8 more than these 5% nil 25% 5% of employees give 2 suggestions yearly. 10% gives 4, 25% gives 6,again 25% gives 8, 5% gives more than these. and 30% gives no idea. It means 70%of employees are of creative mind and rest 30% are busy in their job not any extra activity. 13) Do you think KAIZEN is a part of employee involvement? A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 80 81. 10% 5% strongly disagree 5% disagree neither agree nor disagree 20% 60% agree strongly agree About 60% of employees dont think that Kaizen is a part of involvement. And 20% think it is the part of involvement. It means 80% of employees give importance to Kaizen where as rest 20% think it is unnecessary thing. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 81 82. 14) Do you think quality circle tools are problem solving tools? 0% 0% 5% strongly disagree 15% disagree neither agree nor disagree agree 80% strongly agree About 80% of employees think quality circle tools are problem solving tools where as 5% of employees neither agree nor disagree. 85% wants their workplace good. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 82 83. 15) Do you feel company really take initiatives regarding KAIZEN? 0% 10% 0% 10% strongly disagree disagree neither agree nor disagree agree 80% strongly agree About 80% of employees feel company really take initiatives regarding Kaizen. Where as 10% of employees are disagree with this statement. It means their suggestions are not so good but employees dont feel so. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 83 84. 16) Do you feel that KAIZEN is necessary for the growth of the organization? 0% strongly disagree 20% 0% 10% 70% disagree neither agree nor disagree agree strongly agree About 70% of employees feel that Kaizen is necessary for the growth of the organization. Where as 20% of employees feel that it is not necessary. It means employee involvement is necessary for the growth of the organization. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 84 85. 17) Do you feel that S.G.A encourages towards new ideas? 0% 5% strongly disagree 25% 40% disagree neither agree nor disagree agree 30% strongly agree About 70% of employees feel that SGA encourages new ideas and rest 30% are disagree or neither agree nor disagree. It means 30% of employees believe that ideas are repeated after some

interval. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 85

86. 18) Do you feel that your ideas are implemented in your organization? 0% 10% 20% 0% strongly disagree disagree neither agree nor disagree agree strongly agree 70% About 80% of employees feel that their ideas are implemented in the organization. Whereas 20% of employees disagree with this statement. It means their ideas are not worth or make any changes in the company. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 86 87. 19) Do you feel that your participation appreciated/recognized by company? 0% 0% 5% 10% strongly disagree disagree neither agree nor disagree agree strongly agree 85% About 85% of employees feel that their participation appreciated/recognized by company and rest 10% of employees are disagree with this statement. It means 5% think that they need more appreciation/recognition according to their work. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 87 88. 20) Do you feel that there is sufficient arrangement in an organization for dealing with employees problem? 0, 0% 0, 0% 20, 20% 0, 0% 80, 80% strongly disagree disagree neither agree nor disagree agree stronglyagree About 80% of employees feel that there is sufficient arrangement in an organization for dealing with employees problem. Whereas 30% are disagree. Because 20% of employees expect from the company that company should deal with employees family problem also. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 88 89. 21) Do you feel, managers or supervisors think that employees problem as their own? 0% strongly disagree 10% disagree 40% neither agree nor disagree agree 50% strongly agree 0% About 50% of employees feel managers or supervisors think that their problem as their own. Whereas 40% of employees disagree with this statement. Because 10% think that own problem is own. Employees must know how to tackle with those problems. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 89 90. 22) Do you feel that new ideas and initiatives improve your product and services? 0% 0% 5% 5% strongly disagree disagree neither agree neither disagree agree 90% strongly agree About 90% feel that new ideas and initiatives improve product and service. Whereas 5% of employees disagree with this statement. Because 5% of employees dont know about changes occur in the company. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 90 91. 23) Do you feel about your positional responsibility? 0% 0% 0% 10% strongly disagree disagree neither agree nor disagree agree 90% strongly agree About 100% of employees feel about their positional responsibility. They believe that their responsibility is to work with honest for the company. And work without any damage or loss for the company. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 91 92. 24) Do you feel that your jobs are challenging and exciting? 0% 0% 5% 0% strongly disagree disagree neither agree nor disagree agree 95% strongly agree About 100% of

employees feel that their jobs are challenging and exciting. Because maximum A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 92

93. employees deal with heavy earth moving machines( HEMM). 25) Do you feel proud to work for TATA STEEL? 0% 0% 5% 5% strongly disagree disagree neither agree nor disagree agree 90% strongly agree A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 93 94. About 95% of employees feel proud to work for TATA STEEL. And rest 5% of employees neither agree nor disagree. Because age group who is less than 15 years expect more facilities from company. 26) If you are offered high salaried job and facilities in another organization, will you accept it? 0% 5% 0% 5% strongly disagree disagree neither agree nor disagree agree strongly agree 90% A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 94 95. About 95% of employees disagree if they are offered high salaried job and facilities in other organization, they will not accept it. Only 5% agree, they will accept it because they are not satisfied with their salary and facilities. May be brand name doesnt matter for those 5% employees. Salary matters them more. 27) Do you feel your managers provide you proper training according to your job? 0% 10% strongly disagree 15% 5% disagree neither agree nor disagree agree 70% strongly agree A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 95 96. About (70%+10%) =80% of employees feel that managers provide proper training according to their job. Whereas (15%+5%) =20% of employees disagree with this statement. Because some of the jobs can be done without training also according to managers. But according to employees training should be imparted to them. 28) Do you feel your manager gives you formal feedback on your performance? 0% 10% strongly disagree 15% 5% disagree neither agree nor disagree agree strongly agree 70% About 80%of employees feel manager gives formal feedback on their performance. And 15% disagree, 5% neither agree nor disagree. It means 20% did not get formal feedback, they think that managers are busy with their own work. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 96 97. 29) Do you feel your manager regularly coaches you on improving your performance? 0% 15% strongly disagree 15% 5% disagree neither agree nor disagree agree 65% strongly agree About 80% of employees agree that managers regularly coaches you on improving their performance. Whereas 15% disagree and 5% neither agree nor disagree. It means 20% of employees are disagree with this statement. Because these 20% A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 97 98. wants that manager come to them and meet personally or coach them. 30) Do you understand what company expected from you and your work? 0% 0% 5% 0% strongly disagree disagree neuther agree nor disagree agree 95% strongly agree About (5%+95%) =100% of employees understand what company expected from them and their work. 100% of employees answer is company wants production, work on time and Maintain discipline at workplace. 31) Do you feel that there are promotion in right time? A Case study on

Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 98

99. 0% strongly disagree 15% 10% 0% disagree neither agree nor disagree agree 75% strongly agree About 90% of employees feel that there are promotion in right time. Whereas10% disagree with this statement. Because they feel that promotion takes place very rare and need some source to take promotion. 32) Do you aware of promotion policy? A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q ACD & Central Garage Department. Page 99 100. 0% strongly disaree disagree 40% neither agree nor disagree agree 60% strongly agree 0% 0% About 60% of employees aware of promotion policy, whereas 40% of employees are not aware of promotion policy. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 100 101. a. Do you feel that you come under extra standard force (SURPLUS)? 0% 0% 0% 2% strongly disagree disagree neither agree nor disagree agree strongly agree 98% About 98% of employees strongly disagree that they come under extra standard force. Only 2% of employees agree they come under extra standard force. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 101 102. 33) What is that you like in TATA STEEL? Service. Discipline. System of work. Company Code of Conduct. Administration. Rule and Regulation. Cleaning at workplace. Salary. Goodwill. Policy. Growth of the company. 34) What is that you dont like in TATA STEEL? Higher rank officer dont listen their problems. Medical facility. Medicine quality. Pressure of work. After entering to the department, lock in main gate. Attendance stop. Canteen water. No bathroom facility in the canteen. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q -ACD & Central Garage Department. Page 102 103. Wage policy towards the unionized category workmen. Local disturbance. FINDINGS and CONCLUSION On the basis of study, it can be concluded that the level of Employee Engagement is considerably high in the Q-ACD & central garage department of TATA STEEL in West Bokaro Division. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 103 104. The degree of Employee Engagement in Q-ACD & Central Garage can be clearly understood by the help of following piehighly disengaged 10% disengaged 15% neither engaged nor disengaged 5% highly engaged 55% engaged 15% chart To conclude, the data highlight certain strength and weakness of the Employee Engagement at Q-ACD & Central Garage Department of TATA STEEL in West Bokaro Division. Almost everyone is feel proud to be associated with TATA STEEL and employees are aware of their role and well known about their responsibilities. However there is a need to make little bit more efforts to those employees who are not engaged. This can be possible by keeping them involving in varios activities apart from their routine work. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 104

105. SUGGESTIONS AND RECOMMENDATIONS. Supervisors and Managers should meet at regular intervals with the employees to discuss about the improvement in the company, at work place and in their living of standard, family problems etc. Gap between managers and the employees should be reduced by raising the level of engagement. For example: by conducting extra co-curricular activities like social and cultural programs. Very least employees feel that their ideas or work cant be recognized/ appreciated. So encourage them by making them feel that their ideas as well as they are important for the company. Create good and healthy environment at work place and increase the environment. Some of the employees find their job boring and monotonous. Encourage them to take part in extra co curricular activities. Many of the employees want this changes to large extent: Surrounding village must be grow. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 105 106. Any type of death case occurs, dependent service should be provided. Employees who got job on land basis, if any type of death occurs, service should be provided to the dependent. BIBLIOGRAPHY Websites: 1. http:/www.tatasteel.com/ 2. http:/www.tata.in/ 3. www.google.co.in Books 1. C.R Kothari- Research Methodology. 2. Stephin RobbinsOrganizational Behaviour. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 106 107. Magazines: Annual report of TATA STEEL JRD Training Centre- library& information centre. A Case study on Employee Engagement in TATA STEEL, West Bokaro Division, at Q-ACD & Central Garage Department. Page 107

1. Gallup Q12 : Employee Engagement Findings How Great Managers Inspire Top Performance in Employees Paul Sohn, Bcom 2010 Sauder School of Business, UBC 2. What is Employee Engagement? A heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work". - The Conference Board 3. Gallup & Employee Engagement Based on 30 years of in-depth research Involved more than 17 million employees 4. After 1 year on the job.70% of U.S employees are not engaged at work: 33% Engaged 49% Not Engaged 18% Actively Disengaged Nearly one quarter of U.S. employees would sack their managers if given the chance. This is especially true of actively disengaged workers, 51% of whom would send their bosses packing. Engaged employees, however, are far more charitable to their supervisors. Gallup Management Journal 5. Engaged These employees are loyal and psychologically committed to the organization. They are more productive, more likely to stay with their company for at least a year, less likely to have accidents on the job, and less likely to steal. These employees have most of their performance-related workplace needs met. Not Engaged These employees may be productive but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave. These employees have some of their performance-related workplace needs met but have many needs unmet . Actively Disengaged These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing that unhappiness with their colleagues. These employees have most of their performance-related workplace needs unmet. Levels of Engagement 6. 3+ Million Employee Interviews 10+ Million Customer Interviews 2+ Million Fit to Role Reviews Focused: Finding the right questions 200,000 Managers Interviews 100,000 Leadership Interviews Concurrent study of recent advances in neuroscience, psychology, economics 7. WHAT ELEMENTS MOST IMPACTED THE BOTTOM LINE? 8. Gallups research shows that many great workplaces have defined the right outcomes ; they set goals for their work groups or work with them to set their own goals. They do not just define the job but define success on the job. For work groups to be aware of their expectations, they should have a way to rank, rate, or count as many of the desired outcomes as possible. Also, these measures of performance should fit with what the rest of the organization is saying and doing. 1. Do I know what is expected me of me at work? 9. 2. Do I have the materials and equipments I need to do my work right? Great managers: Find out what people need in the way of materials and equipment Place the responsibility for this on the work groups Make sure work groups know how to earn the right to certain materials and equipment. A great way for work groups to increase their responsiveness to this question is to determine what materials and equipment means to them . Sometimes they are referring to accessibility of information, rather than specifically to materials and equipment.

10. 3. At work, do I have the opportunity to do what I do best every day? For this item, it is important to keep each work group members talents in mind, to build relationships, and to help others identify their unique talents . It is vital that every individual understands his or her strengths and weaknesses. A good way of promoting this is to discuss what each person believes his or her leading strengths are, in terms of skills, knowledge, and innate talents. Writing these strengths down often helps. 11. Workplaces that excelled in this question relied on forms of recognition that are specific, predictable, frequent, and instantaneous . They are known to promote a recognition-rich environment, with praise coming from every direction, and with everyone knowing how others like to be recognized. Many wonder how often people should be praised, but a good rule of thumb is about once a week. Heres why: Whenever a person does something, there are consequences. Those consequences will affect whether work groups engage in that behavior again. 4. In the last 7 days, have I received recognition for doing good work? 12. 5. Does my supervisor, or someone at work, seem to care about me as a person? Remember, people leave managers, not companies. A productive workplace is one in which people feel safe safe enough to experiment, to challenge, to share information, to support each other, and where the work groups are prepared to give the manager and the organization the benefit of the doubt. None of this can happen if work groups do not feel cared about. Relationships are the glue that holds great workplaces together. 13. 6. Is there someone at work who encourages my development? In this case, development does not mean getting people promoted. It does not mean each work g roup member gets what he or she wants. It means helping individuals find roles that fit their natural strengths : their unique combinations of skills, knowledge, and talent. Previous Gallup findings have concluded that workgroups that receive high scores on this particular item do not try to put in what was left out, but rather, try to draw out what was left in; they provide constant feedback; and they find creative developmental opportunities for each other. 14. 7. At work, do my opinions seem to count? Work groups who give high scores on this item feel they have access to channels of communication across different levels or divisions of the organization, and their managers work to maintain those channels. Groups do not function very well when the work group members feel insignificant or irrelevant. Managers should ask work groups for their opinions and include their ideas in the decision-making process whenever possible. This means everyone should have a chance to express his or her ideas. 15. 8. Does the mission/ purpose of my company make me feel my job is important? This question measures a key source of motivation for work groups the idea that their organization represents values that they themselves share. Effective workplaces cultivate that feeling, including providing constant clarification of the overall mission of the organization , as well as the ways in which each individual team member contributes to the achievement of the mission. As human beings, we like to feel as though we belong. Individual achievement is great, but we are likely to stay committed longer if we feel we are part of something bigger than ourselves.

16. 9. Are my co-workers committed to doing quality work? Work groups that score well on this question tend to be good at providing clear quality standards and keeping those standards at the forefront of work group members minds . Clear communication of standards enhances accountability and builds trust among coworkers. We also know that not everyone will see quality in the same way if everyones concept of the word is different. To remedy this, having a clear definition helps. The best place to start is with customers, both internal and external. 17. 10. Do I have a best friend at work? This is really a proxy for trust. We are interested only in whether there is a person at work whom you would consider a best friend at work. Think about people whom you would consider best friends. People with whom you share values, you can trust, and who are watching out for you. You are going to feel more confident in making decisions, taking risks, and being more productive because you dont have to spend a lot of time watching your back. Chances are, youre going to feel like there is more open communication within your team. 18. 11. In the last 6 months, has someone at work talked to me about my progress? One of Gallups most consistent research findings has been that feedback improves performance. High-scoring groups establish structured feedback processes for their work groups, which include clearly defining goals and achievement levels, and then meeting regularly with each work group member to track his or her progress toward those goals. We realize that we all need feedback to know how far we have come. We need signs to track our progress. 19. 12. This last year, have I had opportunities at work to learn and grow? Engaged work groups need to feel that their job contributes in some way to their professional or personal development. Great workplaces are those in which work groups are provided with educational opportunities that address their development this may include formal classes or simply finding new experiences for them to take on. Each work group member will define opportunities differently. For some work groups, this may mean training classes and seminars; for others, this means promotions and increased responsibilities; and for others, this might mean working on special projects or assignments.

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