Documente Academic
Documente Profesional
Documente Cultură
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
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
Formation of union
Literature Survey
Employee Engagement
Physical, cognitive and emotional involvement in a role
Emotional connection with the company. This impacts their attitude towards the
company’s clients, and thereby improves customer satisfaction and service levels
Leadership
Job Satisfaction- Whether job matches career goals which makes work
enjoyable
Open Communication
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
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
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
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
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
0
9 out of 10 amongst rest
S Disagree Disagree M Disagree Neither M Agree Agree S Agree
25
20
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
35
70% agree and 22% disagree
30 46% disengaged employees
No. of Employees
25
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
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
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
0 2 4 6 8 10 12 14
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
Senior employees rated the company higher than lower level employees
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
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
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