EMPLOYEE

ENGAGEMENT
Mamta Joshi
07EP-024
Flow of Presentation
 Introduction
 Identify Sectoral Problem
 Research Problem formulation
 Research Statement
 Research Design
 Methodology
 Exploratory Research
 Primary Research
 Study Sample
 Data Collection Procedure
 Data Analysis
 Literature Survey
 Key Findings
 Conclusions and Recommendations
Introduction
 Your People- The key to attain DSCA

 Attracting and retaining talented employees is hottest strategic issue

 Issue gains more importance as the current environment provides

employees with a vast array of employment choices and higher than usual
pay levels

 Identifying factors which influence an employee’s decision to stay and

commit to the company will be a priority human resource focus that has
direct bottom line impact

 Engagement is not just about staying with the organization but whether
employees are working to their optimum potential and whether they feel
motivated and inspired in their current positions
Problem Identification at Kellogg’s
 Fast Growing production demands, to be met within the existing
framework of equipment and personnel

 Make shift HR set up

 Formation of union

 Employees not actively supporting union

 Increase in attrition rate

Unanswered questions…
 Are the Union members just a bunch of disengaged employees?
 Given the fact that other crew members have not supported the union at
all, is the level of employee engagement high amongst Kellogg’s
employees?
 What is the present level of engagement and what are the key drivers of
Employee engagement? Does engagement level differs with the level and
with the Tenure with the company?
 What all activities management can undertake to further enhance
Employee Engagement?
 How the attrition rate is related to Employee Engagement variables?
 Do Engaged Employees contribute towards the increased Productivity?
 Are the Employees working to their full potential? Are they motivated
enough to remain engaged?
 Are they satisfied with their job and company?
The Research Statement



Literature Survey
Employee Engagement
 Physical, cognitive and emotional involvement in a role

 Related construct to engagement in OB is Notion of Flow. Flow is a

‘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

 Job satisfaction which is more on cognitive side whereas engagement is

built on emotions at work place and how one is treated in the organization

 Level of commitment and involvement an employee has towards their

organization and its values. An engaged employee is aware of business
context. Works with team to improve performance within the job for the
benefit of the organization

 The organization must nurture engagement, which requires a two-way

relationship and thus different from Organizational Citizenship
Contd…
 Employee engagement is a barometer measuring
the association of a person with the organization
 There will always be people who never give their
best efforts no matter how hard HR and line
managers try to engage them.
Aspects of Employee Engagement
 Employees and their own psychological makeup and
experience

 Employers and their ability to create conditions that

promote engagement

 Interaction between employees at all level

 Thus it is organizations responsibility to create

environment and culture that is conducive to this
partnership and win-win equation
Advantages of Engaged Employees
 Engaged employees will stay with the company

 Be your brand ambassadors

 Perform better and are more motivated

 Emotional connection with the company. This impacts their attitude towards the
company’s clients, and thereby improves customer satisfaction and service levels

 It builds passion, commitment and alignment with the organization’s strategies

and goals

 Increases employees’ trust in the organization, creates a sense of loyalty in a

competitive environment and provides a high-energy working environment

 Boosts business growth. There is a significant link between employee engagement

and profitability ( Watson Research)
Factors leading to Engagement
 Career Development opportunities to develop their skills and realize their
potential

 Leadership

 Clarity on core values of company

 Respectful treatment of employees

 Empowerment, involvement in decision making

 Image- Perception about the quality of company’s products and

willingness to endorse

 Equal opportunities and fair treatment

Contd…
 Pay and Benefits

 Health and safety

 Job Satisfaction- Whether job matches career goals which makes work
enjoyable

 Open Communication

 Friendliness culture and cooperation

 The strongest driver is the feeling of being valued

Gall Up Q12
 Based on hundreds of focus group and interviews with employees, Gallup Q. 12,
identifies strong feelings of employee engagement
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 appreciated your performance?
12.In the last year, have you had opportunities at work to learn and grow?
Gall Up Research
 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.

 Borden – and Build theory is about evolutionary significance of positive

emotions which 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

 The Gallup research has contributed an additional ‘P’ to the 4 P’s of

marketing i.e. product, price, and promotion place and now people to the
mix

 The Gallup defines a great workplace as one where employees were

satisfied with their jobs which helps produce positive business outcomes.
IES Survey 2003
Categories of Employee Engagement
According to the Gallup there are there are different types of people-
 Engaged– Builders
 They want to meet and exceed desired expectations
 Keen to know about the company and their place in it
 Perform at consistently high levels using their strengths at work every
day
 Work with passion, drive innovation and move their organization
forward

 Not Engaged
 Concentrate on tasks rather than the goals and outcomes
 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.
Contd…
 Actively Disengaged
 Cave dwellers. Consistently against Virtually Everything
 They're not just unhappy at work; they're busy acting out
their unhappiness
 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 .
Primary Research
 Study Sample: 100 employees of Kellogg’s
 Data Collection through Questionnaire
Employees opinion of the organization
1. PERCEPTION OF THE COMPANY
I think I work for a great company

2. SOCIAL RESPONSIBILITY
I view my company as socially responsible
3. CULTURAL VALUES
I feel the cultural values of my company align with my own

4. FEELING VALUED IN THE WORK PLACE

I feel valued by my company

5. EMPLOYEE COMMITMENT
I am strongly committed towards the company
Workplace factors
6. TRAINING AND DEVELOPMENT OPPORTUNITIES
I am offered good training and development opportunities
7. COMMUNICATION
My opinions are listened to
8. PAY AND RENUMERATION
I am paid a fair wage for what I do
9. REWARD AND RECOGNITION
My efforts are recognized by the company
10. EMPLOYEE POTENTIAL
I am working to my full potential
11. JOB SATISFACTION
I am satisfied with my current job
12. CHALLENGES
My work is interesting and challenging
Employee opinion of the management
13. MANAGEMENT SKILLS- RELATIONSHIPS
I am satisfied with the relationship I have with my manager
14. MANAGEMENT SKILLS-COMMUNICATION
My manager communicates clearly
15. MANAGEMENT SKILLS- MANAGING
My manager is good at managing people
16. MANAGEMENT SKILLS-PROBLEM SOLVING
My manager is good at problem solving
17. MANAGEMENT SKILLS-SUPPORT
My manager supports my developmental goals
18. MANAGEMENT SKILLS-GOALS AND OBJECTIVES
My manager sets clear goals and objectives
19. MANAGEMENT SKILLS-EQUALITY
My manager treats all employees equally
20. MANAGEMENT SKILLS-APPRECIATION
My manager appreciates me
21. MANAGEMENT SKILLS-MOTIVATION AND INSPIRATION
My manager motivates and inspires me
Employee Tenure
22. On a scale of 1 to 7, how much longer do you think
you will stay with company? Use the following for
indicating your choice
 Less than 6 months 1
 6-12 months 2
 12-24 months 3
 24-36 months 4
 36-60 months 5
 60-84 months 6
 Always 7
Disengagement Factors
23. Most important reasons as to why you would not remain with company beyond 24
months
 There are no career advancement prospects
 I am not recognized or rewarded for my efforts
 I am bored with my job
 I can get better pay elsewhere
 Lack of communication/cooperation with management
 The culture is not very supportive or friendly
 The job has poor work/life balance
 I face unreasonable pressure and demands
 My manager and I have poor relationship
 Personal Reasons
 Lack of job security
 Poor corporate social responsibility
 I do not get along well with my co-workers
Staff retention factors
24. Most important reason that is keeping them engaged with the company
 A sense of purpose and meaning in my job
 A good relationship with my co-workers
 A good relationship with my manager
 New and interesting challenges
 Great work/life balance
 Fair and reasonable Pay and Employee Benefits
 Long Term job security
 Development opportunities
 A culture of fairness/equality among co-workers
 Open communication with Management
 Reward and Recognition
 A set career path/promotional opportunities
 Feeling more valued by the organization
 Better social responsibility
Key Findings
Primary Research
Employees opinion of the company
I WORK FOR A GREAT COMPANY I work for a great company
45
 86% Agree,7% disagree,1% s
40
35
disagree
No. of Employees

30
25
 Level of agreement amongst people
20 leaving 40% compared to 95% with
15
10 people staying put
Interpreted by position type, a
5
0

S Disagree Disagree M Disagree Neither M Agree Agree S Agree
strong level of agreement is more in
a senior position.
MY COMPANY IS SOCIALLY RESPONSIBLE
My company is socially responsible
50
 86% agree,6% disagree & 1% s
45
40
disagree
No. of Employees

35
30
 75% agreement amongst employees
25
20
leaving & 90% amongst rest
15
10
 Stronger agreement with senior
5
0
management and employees in later
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
stages of career
 Contd…
CULTURAL VALUE OF MY COMPANY ALIGN WITH MY OWN Cultural values of my company
40 align with my own
 82% agreement,12%
35
No. of Employees

30
25
20 disagreement
15
10
 6.5 out of 10 of outgoing
5
0
employees agree compared
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
to 9.5 amongst rest
I FEEL VALUED BY MY COMPANY I feel valued by the company
40
35
 74% agree, 18% disagree
 8 out of 10 employees
No. of Employees

30
25
20
15
leaving disagree compared
10
5
to 1 out of 10 in rest
0  Disagreement high
S Disagree Disagree M Disagree Neither M Agree Agree S Agree

amongst junior employees

Contd…
I am strongly committed
to my company
I AM STRONGLY COMMITTED TO MY COMPANY
 83% agree, 9%
40
35 disagree,1 in 10
No. of Employees

30
25
20 disagree
15
10
5
 50% agreement
0
1 2 3 4 5 6 7 8

amongst employees
leaving compared to
95% amongst rest
 Employee opinion of workplace
factors
I AM OFFERED GOOD TRAINING
I am offered good training and
35
developmental opportunity
30
 80% agree,12% disagree and 2%
No. of Employees

25

20 strongly disagree
15

10
 1 in 6 from executive &
5 managerial group feel trg
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
inadequate
 32% disagreement amongst
people leaving compared to 9%
amongst rest
My opinions are listened to
MY OPINIONS ARE LISTENED TO

40
 84% agree,11% disagree
35  9% crew and 52% senior
manager strongly agreed
No. of Employees

30
25
20 indicating stronger agreement at
15
10
senior levels
5  6 out of 10 disengaged
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree compared to 9 out of 10 agree
 Contd…
I am paid a fair wage and
I AM PAID FAIR WAGE

40
35
benefits
No. of Employees

30
25
20
 78% agree,16% disagree. 1
in 6 employees disagree
15
10
5
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
 34% disengaged disagree
compared to 11% engaged
MY EFFORTS ARE RECOGNIZED BY MY COMPANY

35
30
My efforts are recognized by
No. of Employees

25

20

15
the company
10
 77% agree,15% disagree
5

 5 out of 10 disengaged
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree

agree compared to 9 out of

10 engaged
 Contd…
I AM WORKING TO MY FULL POTENTIAL
I am working to my full potential
72% agree, 23% disagree. 1 in 4
35

30

feel they are not working to their

No. of Employees

25

20
optimum potential
15

10
 42% disagreement amongst
5 disengaged employees compared
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree to 20% amongst engaged

I AM SATISFIED WITH MY CURRENT JOB

I am satisfied with my current job
73% agree, 20% disagree. 1 in 5
35

30
disagree
No. of Employees

25

20

15
 23% disagreement in lower
10 positions
5

0
 1 in 2 disengaging employees
S Disagree Disagree M Disagree Neither M Agree Agree S Agree dissatisfied compared to 1 in 10
engaged
Contd…
My work is interesting and
challenging
 84% agree,10% disagree
MY WORK IS INTERESTING AND CHALLENGING

40
 13% crew and 50%
executives strongly agree
35
No. of Employees

30
25

 3 out of 10 disengaged
20
15
10
5
0
employees disagree
compared to .5 out of 10
S Disagree Disagree M Disagree Neither M Agree Agree S Agree

engaged
Employees opinion of the management
I am satisfied with the relationship I
have with my manager
 79% agree,15% disagree
I AM SATISFIED WITH THE RELATIONSHIP I HAVE WITH MY

35
MANAGER
 54% of those leaving
30
agree compared to 85%
% of Employees

25
20
15 who will stay put
10
5
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
 Contd…
MY MANAGER IS GOOD AT MANAGING PEOPLE My manager is good at managing people
35

30
 73% agree, 21% disagree
No. of Employees

5 out of 10 employees
25
20

15

10 leaving agree compared to

5

0
9 out of 10 amongst rest
S Disagree Disagree M Disagree Neither M Agree Agree S Agree

MY MANAGER COMMUNICATES CLEARLY

My manager communicates clearly
35
 73% agree, 19% disagree
30
 43% leaving employees
No. of Employees

25

20

15 disagree compared to 14%

amongst rest
10

0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
 Contd…
MY MANAGER SUPPORTS MY DEVELOPMENTAL GOALS My manager supports my developmental
40
goals
35
 76% agree and 14% disagree
No. of Employees

30

54% disengaging believe their

25
20

15
10
manager supports their
5
0
development goal compared to
S Disagree Disagree M Disagree Neither M Agree Agree S Agree 84% for engaged employees

My manager treats all employees equally

MY MANAGER TREATS ALL EMPLOYEES EQUALLY

35
 70% agree and 22% disagree
30  46% disengaged employees
No. of Employees

25

20 agree compared to 76% engaged

15
10

5
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
 Contd…
MY MANAGER IS GOOD AT PROBLEM SOLVING

40
My manager is good at problem
35 solving
No. of Employees

30

79% agree,13% disagree

25
20

15
10
5
 59% agreement amongst
disengaged compared to
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree

85% amongst engaged

MY MANAGER APPRECIATES ME My manager appreciates me
81% agree, 11% disagree
40
35 
No. of Employees

30
25
20
 58% agreement amongst
disengaged compared to
15
10
5
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
94% amongst engaged
 Contd…
MY MANAGER SETS CLEAR GOALS My manager sets clear goals
83% agree,18% disagree
35
30

No. of Employees

25

20
15
 Disagreement 60%
10

5
compared to 15% amongst
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
engaged employees

MY MANAGER MOTIVATES AND INSPIRES ME My manager motivates & inspires me

64% agree, 24% disagree
30

25
No.of Employees

60% disagreement amongst

20

15

10

5
disengaged employees
0
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
compared to 17% amongst
engaged
Employee’s expected tenure
HOW LONG YOU WILL STAY WITH THE COMPANY

35

No. of Employees 30

25
20

15
10

5
0
<6 months 6-12months 12-24months 24-36months 36-60months >60months

How long will you stay with the company

 Up to 12 months 13%
 12-24 months 12%
 24-36 months 18%
 36-60 months 26%
 More than 5 years 31%
Reasons for engagement
ENGAGEMENT FACTORS
Other
5 CSR
Feeling valued by the organisation
4 Rew ard and Recognition
Open communication
3
Equality/fairness Culture
Developmental opportunities
2
Long term job security

1 Fair Pay and benef its

Great w ork/lif e balance
0 10 20 30 40 50 New and interesting challenges
A good relationship w ith manager
No. of employees
A sense of purpose in job

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

 A good relationship with my manager (22)
 New and interesting challenges (20)
 Pay and benefit (47)
 Career development opportunities (42)
 Equality culture (29)
 Having a sense of purpose and meaning in the job most important to managers at
83%, this group also achieved the highest result for rating new and interesting
challenges 72%
Reasons to disengage
5
Personal Reasons
Poor relationship w ith Manager
4 Unreasonable pressure and demands
The job has a poor w ork/life balance
The culture is not very friendly
3
Lack of communication
I can get better pay elsew here
2 I am bored w ith my job
I am not rew arded for my eff orts
No career advancement prospects
1

0 2 4 6 8 10 12 14

 There are no career advancement prospects (7)

 Poor relationship with boss (13)
 I am bored with my job (3)
 I can get a better pay elsewhere (11)

 Executives/ junior managers are likely to leave the company due to career
opportunities and levels of pay
 Senior managers were likely to leave due to lack of challenges and reward and
recognition frameworks
Summary-Opinion of company
 Kellogg’s employees believe they work for a great company, contrary to
prevalent trends of dissatisfaction and cynicism in employees

 Company in itself generates high levels of satisfaction, is socially

responsible, and strongly aligned to personal values.

 Senior employees rated the company higher than lower level employees

 Strong positive perception is more at managerial cadre

 Interpreted by projected tenure, relationship between how long an

employee will remain in their current role with their agreement that their
company is socially responsible (.20), they are feeling valued(.29), their
belief in company’s values (.14) or even their commitment (.19)

 47% of variation in the decision to stay vis-a vis opinion of the company
is explained through regression
Summary-Management skills
 Employees have fairly positive views of their managers
 Dissatisfaction with direct managers with disengaged employees 45%
compared to 15% engaged, relationship with boss is key to engagement
 Inequality was concerning feature regarding this section with 22%
disagreement
 Employees at the executive and junior management level have shown
maximum level of dissatisfaction with their leadership teams
 At managerial level, not all see their bosses as role model
 Regression results establish that 59% of variation in the decision about
the projected tenure being explained by management skills variables
 Manager’s treating the employees equally(.29), being able to
motivate(.44), being good at problem solving(.25) and supporting
subordinates(.29) in their developmental goals are key factors
contributing to this decision
Summary-Workplace factors
 Pay, relationship with boss and career advancement
opportunities are the most cited reasons for engagement
 To senior managers reward and recognition was the most
selected reason for wanting to leave their organizations. This
is distinct from salary levels and alludes to broader employee
benefits and perhaps more importantly, general recognitions
of achievements
 Regression analysis shows 54% variation in decision to stay
with company being explained by workplace factors.
Wages(.34), developmental opportunities(.2), rewards frame
work(.35) are significant contributors
 Only 72% agree to working to their full potential
Recommendations
To bring in high level of association among the crew, it is recommended

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

 Conduct welfare activities/ training for the spouse too aimed at enriching their
family life by personal development. This enhances emotional attachment

 Always support your employees during difficult times, both financially and
emotionally

 Build emotional connect by involving families through functions like family

day, picnic with families and say granting scholarships to wards of
employees. Managers to know their men !!!
Contd…
 Create a culture of transformational leadership. Impart leadership training
as 7 Habits to all managers. Percolate KBLM down to line managers

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

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

 Implement Suggestion Schemes, SGAs along with the reward framework

 All managers to create Win-Win and Synergies through Ideation sessions

 Workshops for people managers on holding critical conversations as well

as coaching. This is to enhance the performance management by clear
goal setting and on going coaching and mentoring
Contd…
 Promote and map out career pathways and developmental opportunities. Make
this a part of an attraction and retention strategy

 KPI for the managers- development of his Direct Reports. The opportunities and
support employees have from their managers to develop their jobs is key to a
positive perception of managers amongst the individuals

 Create a transformational leadership culture, where individuals become well

connected to the organization's purpose and overall mission through Open Forums

 Remain competitive with salary. Do industry benchmarking and compensation

survey

 Job rotation and multi skilling to avoid boredom

 Show concern for employees’ health and well being. Make them feel valued
References
 www.gallup.com
 http://en.wikipedia.org/wiki/Employee_engagement
 http://gmj.gallup.com/cms.aspx?ci=102037&title=HS
 www.simply-communicate.com
 http://www.employeeengagement.com/
 www.aim.com.au/Publications
 http://www.banffcentre.ca/departments/leadership/library/pdf/driving_employee_engagemen
t_Weiss-Molinaro.pdf
 www.cipd.co.uk
 http://www.isrinsight.com/Solutions/engagement.aspx
 http://www.york.ac.uk/admin/hr/about_hr/strategy/employee_engagement.htm
 http://www.employment-studies.co.uk/summary/summary.php?id=408
 http://www.thepracticeofleadership.net/2007/02/27/the-ten-c%E2%80%99s-of-employee-
engagement/
 http://www.slackermanager.com/2008/05/300-free-employee-engagement-ideas-e-book.html
 http://www.shrm.org/foundation/1006EmployeeEngagementOnlineReport.pdf
Thanks