{"id":2230,"date":"2019-11-24T07:55:36","date_gmt":"2019-11-24T07:55:36","guid":{"rendered":"https:\/\/www.speakin.co\/edit\/?p=2230"},"modified":"2020-05-06T10:45:07","modified_gmt":"2020-05-06T10:45:07","slug":"making-employee-engagement-personal","status":"publish","type":"post","link":"https:\/\/www.speakin.co\/edit\/making-employee-engagement-personal\/","title":{"rendered":"Making Employee Engagement Personal"},"content":{"rendered":"\n<!-- Quick Adsense WordPress Plugin: http:\/\/quickadsense.com\/ -->\n<div class=\"fff31b069dab2d4baa9938924ee8e97c\" data-index=\"1\" style=\"float: left; margin: 10px 10px 10px 0;\">\n<script async src=\"\/\/pagead2.googlesyndication.com\/pagead\/js\/adsbygoogle.js\"><\/script>\r\n<ins class=\"adsbygoogle\"\r\n     style=\"display:block; text-align:center;\"\r\n     data-ad-layout=\"in-article\"\r\n     data-ad-format=\"fluid\"\r\n     data-ad-client=\"ca-pub-8586106947150931\"\r\n     data-ad-slot=\"4223625083\"><\/ins>\r\n<script>\r\n     (adsbygoogle = window.adsbygoogle || []).push({});\r\n<\/script>\n<\/div>\n<h3>Employee Engagement<\/h3>\n<p>The word engagement brings to mind a picture of two people exchanging rings, making\u00a0a promise or commitment\u00a0to be with each other forever. In the organizational context the two parties in question are the Employee and the Company. When a company and employee are engaged they are committed to be with each other for a long time and strive towards each other\u2019s success! The process of Engaging employees begins with an understanding of\u00a0\u201cWhat Employees Want?\u201d\u00a0Motivation theories from Maslow, McClelland, Herzberg and Vroom, form the founding stone for various Engagement models and help organizations to focus on key areas that will lead to engagement.<\/p>\n<p>Engagement from the eyes of\u00a0Herzberg Most engagement surveys\u00a0measure: Workplace\u00a0Interactions, Learning, Recognition, Rewards, Policies, Quality of Assignments, Career Growth, Work Life balance covering both\u00a0Hygiene (Extrinsic) Factors and Motivating (Intrinsic) Factors\u00a0described in Herzberg\u2019s Theory. Data trends from engagement survey results emphasize that Pay, Company Policies\u00a0and Working conditions in general emerge as parameters for &#8216;Sustenance&#8217; which impact engagement negatively if not worked upon. Whereas Recognition, Career Opportunities and Learning emerge as parameters for &#8216;Growth&#8217; which impact\u00a0engagement positively if worked upon. An\u00a0Engagement survey therefore helps in getting an overall Pulse of employees on these factors at Company, Division\u00a0and Team levels. From the organization point of view it gives a general direction to the organization on gaps that it needs to plug to achieve higher employee engagement. From Employee point of view it captures areas they want the organization to focus on immediately and on priority, and\u00a0that suitable\u00a0actions are taken\u00a0at Company\/Division\/Team Levels to address these areas.<\/p>\n<p>Engagement and\u00a0Vroom Engagement champions however, find it difficult\u00a0to do justice to the\u00a0Vroom\u2019s expectancy theory both from the organization and individual employee point of view. Let\u2019s consider the organization point of view first, the organisation needs to believe that if it\u00a0puts efforts in improving employee engagement it will lead to higher company performance, this\u00a0will lead to commensurate results\u00a0and such results\u00a0will be of value to the organisation. Organizations usually measure their end results\u00a0through\u00a0Topline and Bottomline achievement and many times because of difficulty in establishing\u00a0direct linkage of engagement score to these parameters, organisations\u00a0do not exert serious\u00a0effort towards engagement. This leads to engagement being seen primarily as an HR activity. From the employee point of view, many models do not promise valence to employees. Each employee is motivated by a different need, but at\u00a0times Engagement\u00a0actions are general, not employee specific and therefore may not be of great individual value to employees.<\/p>\n<p>For example if in a team there are 3 employees: Narendra Modi, Sachin Tendulkar and Mother Teresa, each one of them will be motivated differently. Taking from McClelland\u2019s Theory, Modi would be motivated by need for \u201cPower\u201d, Tendulkar by \u201cAchievement\u201d, Mother Teresa by \u201cAffiliation\u201d. But Engagement Models and companies usually average out employee responses and hence lose the essence of what an individual wants. What do Good\u00a0Employers do? Companies today are putting efforts in customising their offerings based on Employee needs. Let us take the example of Google, which has been able to balance both theory and practice\u00a0in engaging their employees.<\/p>\n<h3>Google &#8211; The Dream Employer<\/h3>\n<p>Google with a reputation of being a\u00a0dream\u00a0Employer , believes in providing both intrinsic and extrinsic rewards to its employees. Google, Inc.\u2019s CEO, Erin Schmitt, states that they built a company around the idea that work should be challenging, and the challenge should be fun. Google puts employees first by providing a unique environment to work around. Google, not only provides general compensation &amp; benefits, but also tops it up with first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, and commuting buses \u2013 just about anything a hardworking employee might want. Schmitt states, \u201cWe realize and celebrate that our employees have diverse needs, and that this diversity requires flexible and individually directed support.<\/p>\n<!-- Quick Adsense WordPress Plugin: http:\/\/quickadsense.com\/ -->\n<div class=\"fff31b069dab2d4baa9938924ee8e97c\" data-index=\"2\" style=\"float: left; margin: 10px 10px 10px 0;\">\n<script async src=\"\/\/pagead2.googlesyndication.com\/pagead\/js\/adsbygoogle.js\"><\/script>\r\n<ins class=\"adsbygoogle\"\r\n    style=\"display:block; text-align:center;\"\r\n    data-ad-layout=\"in-article\"\r\n    data-ad-format=\"fluid\"\r\n    data-ad-client=\"ca-pub-8586106947150931\"\r\n    data-ad-slot=\"5455236699\"><\/ins>\r\n<script>\r\n    (adsbygoogle = window.adsbygoogle || []).push({});\r\n<\/script>\n<\/div>\n\n<p>Our priority is to offer a customizable program that can be tailored to the specific needs of each individual, whether they enjoy ice climbing in Alaska, want to retire by age 40, or plan to adopt 3 children\u201d. However, the key to Google\u2019s success is the intrinsic rewards it offers: no real hierarchy and small work groups, to maximize creativity. The basic concept inspired by the founders is to maintain an entrepreneurial culture and view small teams as individual start-ups.<\/p>\n<p>Also, if a Googler wants to work with another team, he or she can switch teams easily\u00a0without having to go through tedious\u00a0channels. Another unusual perk is each employee is allowed to spend twenty percent of their time to work on their own project. Google, believes that no one should leave in order to pursue their personal passions. Letting employees do this results in over twenty percent of product launches stemming from these personal projects. The fact that a Googler feels the freedom to explore is one of the biggest perks that keeps them excited and on purpose in their work.<\/p>\n<p>Google, attracts top talent because they empower employees to change the world by organizing the world\u2019s information, making people smarter, and teaching people to learn in a different way &#8211; they feel they have purpose. Google\u2019s employee offering therefore has a good balance of hygine factors, motivators and benefits that have value to various employees ! Lets take a look now at an example of informal\u00a0employee engagement by Hari Krishna Exports\u00a0lead by Diamond merchant Savji Dholakia, who engages employees in his unique way. \u00a0He does not speak about\u00a0surveys or a formal process but believes in treating employees as a part of his own family, connecting with everyone personally and taking care of them and their families. His motto is to basically eradicate everything that takes employees focus away from work. Dholakia\u2019s company has long been a trendsetter. 8 years ago it was the first in Surat to build an on-site kitchen for its nearly 6,000-strong staff, and was also the first to distribute helmets to employees who ride to work on motorbikes. It also insured 280 employees who have been with the company for more than a decade to the tune of 1 crore each, and ensures that employees\u2019 families get to go on annual pilgrimages at company cost.<\/p>\n<p>Recently the employees of Hari Krishna Exporters became the envy of every working professional in India as they received Cars, Houses and Jewelry as bonus for good performance. Instead of merely distributing the Rs. 50 Crore as money, Dholakia found out what each employee needs and offered them a suitable reward. Dholakia a primary school dropout from a small village near Amreli in north Gujarat, moved to Surat as a diamond worker and worked his way up. He says, \u201cI know what it is like to have needs. When a worker is happy, he can do anything at all for you.\u201d Savji well has understood and applied the concept of hygine factors, motivators and valence for his employees. Kanak Patel, an employee who has worked in Hari Krishna Exports for the last decade believes the company is truly committed to staff welfare, unlike any other company in the sector: \u201cApart from the bonus, our company offers benefits like gyms and family programmes; we have the freedom to meet the management with our suggestions; there are drop-boxes located on each floor to receive our ideas. It\u2019s like a family \u2013 I wouldn\u2019t dream of leaving this company.\u201d This is what every company would like to hear ! The Employee Engagement focus is changing, companies are today zooming in and personalizing engagement actions to capture the essence of \u201cWhats in it for me!\u201d<\/p>\n\n<div style=\"font-size: 0px; height: 0px; line-height: 0px; margin: 0; padding: 0; clear: both;\"><\/div>","protected":false},"excerpt":{"rendered":"<p>Employee Engagement The word engagement brings to mind a picture of two people exchanging rings,&#8230;<\/p>\n","protected":false},"author":100,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[6],"tags":[1085,1087,1086],"class_list":["post-2230","post","type-post","status-publish","format-standard","hentry","category-communication","tag-employee-engagement","tag-employee-engagement-activities","tag-employee-trust"],"_links":{"self":[{"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/posts\/2230","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/users\/100"}],"replies":[{"embeddable":true,"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/comments?post=2230"}],"version-history":[{"count":0,"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/posts\/2230\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/media?parent=2230"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/categories?post=2230"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.speakin.co\/edit\/wp-json\/wp\/v2\/tags?post=2230"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}