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Employee Engagement: Maslow's Hierarchy
- 2. “Alexander the Great” Alexander III of Macedon (July 356 BC – June 323 BC) • Conquering the mighty Persian empire and others and thus creating one of the largest empires ever • He was King of all Greek nations, Shah of Persia, Pharaoh of Egypt and ruler of many more lands • He founded multiple cities and named them after himself (most famously Alexandria in Egypt) • He solidified the economy of the vast lands by creating a single currency.
- 3. what is employee engagement?
- 4. • An engaged workforce produces better business results, does not hop jobs and more importantly is an ambassador of the organization at all points of time. • This engagement is achieved when people consider their organization respects their work, their work contributes to the organization goals and more importantly their personal aspirations of growth, rewards and pay are met.
- 5. Abraham Maslow (1908-1970) • Father of humanistic psychology • Creator of Maslow Hierarchy of Needs
- 6. SELF- ACTUALIZATION SELF-ESTEEM LOVE SAFETY PHYSIOLOGICAL required for human survival: food, water, medicine, sleep, shelter, etc. security of: body, employment, resources, family, health, property family, friendship, sexual intimacy confidence, achievements, respect of others, respect by others morality, creativity, spontaneity, problem solving, lack prejudice, acceptance of facts MASLOW HIERARCHY OF NEEDS
- 7. SELF- ACTUALIZATION SELF-ESTEEM LOVE SAFETY PHYSIOLOGICAL SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL Applied to Human Needs Applied to Employee Engagement MASLOW HIERARCHY OF NEEDS
- 8. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 9. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 10. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 12. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 13. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 15. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 16. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 18. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 19. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 21. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 22. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever • I love to work here and to help others • I inspire others to do their best • I’m a high flyer SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 24. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever • I love to work here and to help others • I inspire others to do their best • I’m a high flyer SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 25. • I’m here for the money • I’m leaving when I can • I’m not satisfied with my job. • I read job ads • I have poor working conditions • I don’t like my supervisor nor my team. • I know I am part of something bigger • I might leave if I’m tempted • I’m proud to work here but I wouldn’t tell anyone. • I’m a vital part of the institution • I feel important at work • I’m an achiever • I love to work here and to help others • I inspire others to do their best • I’m a high flyer SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL MOTIVATIONS HIGHLY ENGAGED ENGAGED ALMOST ENGAGED NOT ENGAGED DISENGAGED 1 2 3 4 5 MASLOW HIERARCHY OF NEEDS APPLIED TO EMPLOYEE ENGAGEMENT
- 26. SELF- ACTUALIZATION SELF-ESTEEM LOVE SAFETY PHYSIOLOGICAL SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL Applied to Human Needs Applied to Employee Engagement MASLOW HIERARCHY OF NEEDS
- 27. EMPOWER RECOGNIZE INCLUDE PAY PAY SELF- ACTUALIZATION IMPORTANCE BELONGING SECURITY SURVIVAL Response of the Organization Applied to Employee Engagement MASLOW HIERARCHY OF NEEDS
- 28. BENEFITS OF AN ENGAGED WORKFORCE
- 29. An engaged workforce form an emotional connect with the organization that helps them: •Go the extra mile to achieve individual and company success •Innovate at workplace •Attract customers and employees •Become evangelists of the company, its product and processes •Infuse energy and positivity at workplace.
- 30. COST OF DISENGAGED WORKFORCE
- 31. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee Effects on:
- 32. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • The disengaged employee tries to evade work, struggles to meet deadlines and is reluctant to accept additional responsibility. Effects on:
- 33. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • The negativity of a disengaged employee, demonstrated either through raves and rants or complete withdrawal from participation, affects the team morale. After all who has not heard of the proverb - one bad apple can spoil the whole bunch. Effects on:
- 34. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • Every employee, whether an organization likes it or not, becomes its ambassador. And a disengaged employee either by actively de-selling the organization, or by complete apathy towards their work, product, process, organization help create disengaged customers. Effects on:
- 35. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • Disengaged employees seldom push themselves to meet organizational goals let alone contribute to innovative practices at workplace. Since, they do not believe that their work contributes to the organization; they evade completing tasks thereby affecting team productivity. Effects on:
- 36. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • In the corporate world, time is money and organizations must innovate to stay relevant. A disengaged workforce by virtue of delayed completion of tasks and inability to improvise and innovate cost the company dollars which ultimately affects bottom line. Effects on:
- 37. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee • A disengaged employee is seldom able to shake off the lethargy and perform in the current organization or land a job of preference. This leads to pent up frustration which may ultimately affect his personal and family life. Effects on:
- 38. Work Co-Workers Customers Productivity Company Performance Personal Life of Employee Effects on:
- 41. • Commitment means the degree to which individuals associate themselves with the job, the responsibilities and the organizational objectives. • Engaged employees are those who are fascinated by their work and committed to face every challenge to attain their goals. • They are dependable and highly productive and therefore, are accountable for what they do. Commitment
- 42. • Up till recently it was believed that the biggest motivation is achievement. The reverse is also true, which means achievement results in more motivation. If employees put in their 100 percent efforts to take their organization to the next level, this attained status motivates them more than anything. • Proper rewards and recognitions can further motivate them to achieve more and more for their organization. Motivation and achievement go hand in hand and act as the burning fuels for the success of any organization. Motivation
- 43. • Employees who are actively engaged in their work show more loyalty towards the organization. The best part is that they need less focus and attention of managers to perform their task as they themselves feel accountable for their job responsibilities and results attained. However, it doesn’t take much time for actively engaged employees to turn into disengaged employees if the organization doesn’t have a well established reward system. Recognition is a basic necessity of individuals to remain steered up towards their job. Loyalty
- 44. • High levels of employee engagement can be fostered only when trust prevails in the organization from both the sides. As they share strong emotional bond with the organization, the latter should also show trust in their abilities. • Employees must be given autonomy to perform their tasks their way. They should not be restricted to a specific rules and regulations and therefore, should be motivated to experiment to perform their task in a different and innovative manner. Trust
- 46. Mutual Trust
- 47. Job Satisfaction
- 49. Focused and keen to take up challenges
- 53. AREER OMPETENCE ARE 3Cs of Employee Engagement
- 54. 3Cs of Employee Engagement AREE R
- 55. 3Cs of Employee Engagement OMPETENC E
- 56. 3Cs of Employee Engagement ARE
- 58. KeyPlayersinEnhancing EmployeeEngagement Immediate Supervisors and Managers Human Resource Department Senior Leadership or Top Management
- 59. KeyPlayersinEnhancing EmployeeEngagement Immediate Supervisors and Managers Lying on the bottom of the pyramid, immediate supervisors and managers play the most important role in enhancing the levels of employees. As they spend more time with them as compared to the HR people and senior leadership, they can easily determine their actions and find out what will keep them motivated.
- 60. KeyPlayersinEnhancing EmployeeEngagement Human Resource Department Human Resource Department works on the data collected by the managers and determine the trend among the employees. They identify the most common factors that decrease the engagement levels among employees and the most common opportunities that can enhance it.
- 61. KeyPlayersinEnhancing EmployeeEngagement Senior Leadership or Top Management They review the entire report and the process designed by the HRD or a management consulting firm to enhance the employee engagement levels. They support the process by deciding the priorities and making investments.
- 63. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity
- 64. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity
- 65. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Conduct an employee engagement survey in order to find the factors responsible for engaging and disengaging employees. Unify the common experiences and problems and design employee engagement strategies accordingly. Sharing of feedback in written is one way of communicating the experiences and problems. 1
- 66. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Open communication or face to face communication in the form of discussions can really help in bringing the various issues and identifying the main problems in the organization. It is very essential to establish a proper communication where everyone can put their views and suggest a solution too. Most of the top organizations ask for suggestions and new ideas from their employees and then offer rewards on giving the best proposal. 2
- 67. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Some employees are comfortable with open face- to-face communication styles whereas there are some who want to give feedbacks and suggestions in written. Discovering the best channel of communication and establishing a proper route to share feedbacks and views plays a vital role. 3
- 68. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Whichever way of communication you choose, ensure that it has required fluidity. There should not be any hindrance in the established method of communication. Not being able to provide feedback or share problems and experiences can lead to frustration and distress among employees. Therefore, ensure that there are no barriers to communication. This can also result in disengaging the engaged employees. 4
- 69. 1 2 3 4 5 Manage Communication Providing Proper Communication Channels Unify the Experiences Evolving Through Open Communication Enabling Conversation Fluidity Managing communication is the last but the most important step in the entire process. Managers should keep a check on the entire process in order to ensure that it is not adversely affecting the health of the organization. They must make sure that it serves the desired purpose and is not being used negatively. 5
Hinweis der Redaktion
- History records that about 2300 years ago, Alexander (356 BC – 323 BC) was able to march ahead and conquer unknown lands by battling for years across continents, miles away from home, because he had an engaged army that was willing to abide by its commander. Alexander is known to have achieved the engaged workforce by ensuring that he spent face time with his men, listening and addressing grievance, ensuring on time payment of salary, dressing like the rest of his army and most importantly by leading from front. More recently, in World War II, Americans funded a lot of money for researching the behavior of its soldiers to be able to predict their battle readiness. History is dotted with examples of leaders who have led their men by building a psychological commitment between their men and their ideology to achieve greatness. In this psychological contract lies the roots of today’s Employee Engagement theories propounded by organizations.
- Consists of biological needs such as food, water, shelter, sleep. In the employee engagement model, the concept is mapped to the Disengagement step with the following behaviors: I’m here for the money; I am leaving when I can; I’m a clock watcher; I’m a jobs worth.
- The updated model replaces the physiological step with survival, this means trading your time and effort in exchange for money so that you can keep your lifestyle ticking over and have food on the table. This step is of course integral to any type of career progression and personal development; without funds you will struggle to move up the pyramid.
- Consists of biological needs such as food, water, shelter, sleep. In the employee engagement model, the concept is mapped to the Disengagement step with the following behaviors: I’m here for the money; I am leaving when I can; I’m a clock watcher; I’m a jobs worth.
- Consists of the need of stability, security, order, law, and protection from elements. The Employee engagement model explains this step as the Not Engaged Step. The behavior is around the following statements: I’m interested in overtime; I have more sick days than I should; I don’t like my job much; I read job ads.
- When we talk about security in the workplace, it’s job security – most people fear being laid off and having to look for something else. There are no longer jobs for life, not even in public service, but that doesn’t mean people have given up on wanting a stable career path. Two very important aspects of security would be whether a job is a fixed position and of course what the salary is – the answer to both of these should be satisfactory to the job seeker.
- Consists of the need of stability, security, order, law, and protection from elements. The Employee engagement model explains this step as the Not Engaged Step. The behavior is around the following statements: I’m interested in overtime; I have more sick days than I should; I don’t like my job much; I read job ads.
- Consist of the need for love, affection, intimacy. Is the step of the employee engagement model where the individual is in the breaking point (or boundary) between loyalty and lack of interest. The statements that define the behavior are:I know I’m part of something bigger. I’m Proud to work here. I might leave if I’m tempted. There are no career development here.
- Most big companies can hire people on a permanent basis and pay them well, at least when they require experienced people. Once somebody does get job security and a decent salary, what do they want next? Maslow would say love and belonging, in the workplace we’ll settle for belonging; holding trust and acceptance within a group. People have a need to be part of something bigger than themselves, typically something along with purpose as opposed to making more money.
- Importance – Consists of the need to achieve and higher things, achieve independence and self respect. Under the employee engagement model, it is mapped as the Engaged step. Behavior is governed through the following thoughts:I’m a vital part of the business. I feel important at work. I’m an achiever. I’m really busy and very likely stressed.
- Almost at the top we find esteem as a requirement for Maslow, in our pyramid this has been converted into importance. An employee has to feel that they’re making an important contribution to the organisation. As long as everyone within the company knows how their job fits in with the bigger picture and how they help pushing the business forward, they ought to feel their work is important.
- Self-Actualisation – Consists of the need that requires people to fulfill their full potential. This is known as the Highly Engaged Employees. Statements for this steps can be described as:What can I do for others? I inspire others to do their best. I love working here. I’m a high flyer
- Finally we’ve reached the apex of our hierarchy of needs, and just like with Maslow we’re in the market for self-actualisation. Most people have high ambitions but only about 15% reach this level of being highly engaged. The individual who has achieved self-actualisation will inspire others to do their best and always ask what they can do for others.
- Biological and Physiological Needs: These are basic human needs including food, water and shelter. Organizations can buy them lunch, offer gift cards and give time off for necessary day-to-day tasks. It not only makes their life easier but also gives them a chance to retain with the organization. Safety Needs: Safety needs include good shelter, protection, safety, security, law and order and stability. Once human beings have enough for food, water and shelter, they want to live a comfortable and safe life. Again the mantra of keeping them with the organization is to pay. Pay for food and loan them an amount to build their own home or buy a vehicle. Organizations can also support their children education. Belonging Needs: It is a basic human need that they always want to be associated with something. They want to belong and to be belonged. The managers can establish friendly relationships with their subordinates so that they feel that they are an important asset of the organization and they add value to it. Including them in decision making process or any other sensitive issue springing up within the workplace is a good idea. Also involve them in improvement teams where they really can contribute something substantial. Self Esteem: According to Maslow’s Hierarchy model, the fourth stage of one’s life is to attain a status in the society as well as in professional life. Besides this, a sense of achievement and recognition of their efforts play a vital role. Organizations which are successful in recognizing the efforts of employees and reward them for their performance and contribution are able to retain their talent. Issuing newsletters recognizing their contribution or giving a think you card or awarding them with a trophy can serve the purpose. Self Actualization: It is the last stage in the Maslow’s Hierarchy model that is about growth and fulfilment in personal and professional life. By this time, individuals are well settled in life and are able to contribute through their work experiences. It is the time when organizations can make them feel empowered by giving them leadership authority, autonomy to take decisions and training opportunities. Employee engagement is a science as well as an art. It takes into account all tangible and intangible factors related to human life directly or indirectly.
- The findings of the studies show that while the engaged employees believe they can contribute to company’s growth, the disengaged employee believes otherwise, i.e. his job does not contribute to the organization. This belief of the disengaged employee creates a negative spiral that affects his work, co-workers, customers, productivity, and eventually both happiness of employee and company performance. Some effects are illustrated below:
- The findings of the studies show that while the engaged employees believe they can contribute to company’s growth, the disengaged employee believes otherwise, i.e. his job does not contribute to the organization. This belief of the disengaged employee creates a negative spiral that affects his work, co-workers, customers, productivity, and eventually both happiness of employee and company performance. Some effects are illustrated below:
- Four things are important when we talk about employee engagement; commitment, motivation, loyalty and trust. Their level determines the quality of engagement of an employee.
- The level of employee engagement can be measured by the willingness and ability of employees to contribute to the success of their organization. It is their discretionary effort which is an essential element for the good health and well being of a company. A highly engaged workforce shows the high level of engagement in their work and is always keen to take up new challenges in order to bring a positive change or establish a highly conducive work environment.
- Trust is the base of any organization. Letting people do their work without telling them how to perform it is one of the best ways to engage staff. Employees welcome each other’s opinions and find out a wide variety of ways to accomplish a particular task. A highly engaged workforce doesn’t need directions at each step. They can perform their jobs with mutual help and trust.
- Job satisfaction is one of the main characteristics of an engaged workforce. The individual who is satisfied with their career and the way their career graph is raising prefers to stick to the organization for a very long period of time. Switching the organizations frequently is not a characteristic of satisfied employee.
- As mentioned earlier, an engaged workforce doesn’t need directions for performing a specific job from time to time. Employees know how to do it in the best possible manner. They not only exhibit credible leadership qualities in routine tasks but also come up with innovative ways to deal with crisis or emergencies.
- An engaged workforce is entirely focused and knows what to do and when. They are always keen to take up new challenges in order to solve the existing problems in the organisation as well as acquire new skills. Not only this, they are always keen to learn new things and widening their horizon.
- Employee engagement is directly related to better performance. Employee performance is the only way to measure the engagement, involvement and dedication of employees towards their jobs. If all these factors cannot be interlinked, there is no meaning of anything. It can be said that the workforce is not engaged or actively disengaged.
- Engaged workforce not only delivers its job responsibilities but also keeps a problem solving attitude always. A highly engaged employee displays a sense of belongingness towards the organisation and makes every effort to solve the problems that pose a hindrance in the organisation’s way of success.
- Discuss Google’s strategy… Beyond all the above mentioned popular techniques, there are other things that play an important role in enhancing the engagement levels of employees. The proposed 3 C’s of employee engagement are career, competence and care.
- When individuals join an organization, they expect to build a career with it. If the top management and immediate managers spend dedicated time in carving out the careers of its employees, they will feel that they belong to the organization. They feel engaged when they receive support from the management in growing their careers.
- Competence is all about the ability to grow. Regular workshops and training sessions must be held in order to help employees acquire a higher level of skills and competencies. The focus should be on developing for marketable skills. Most employees after spending a few months look for competence-boosting opportunities with the organization so that they can grow and move to the next level of their careers. While the career focuses on the actual growth in terms of designation, wages and perks and authority, competence is the ability to grow utilizing the opportunities.
- Sitting at the topmost, care is regarded the finest art of the managers by which they can make employees feel an indispensable part of their organization. The managers need to be empathetic and sensitive towards people and understand their personal problems. Showing small day-to-day caring gestures towards employees make them feel that they belong to the organization and organization belongs to them.
- Most companies think that it is their performance management system and appraisal and reward strategies that enhance the levels of employee engagement. True but partially! Most companies do not realize that human interaction is perhaps one of the most important elements in keeping the employees geared up to perform their best and enhance their competency levels. It is not only a basic need but the sole of an organization that keeps it going. Everyone who interacts with employees including top management, senior leaders, immediate supervisors and human resource team members play a vital role in shaping the mentality of an individual.
- Although the directions come either from top management or HRD but they are the one who execute the process and determine the satisfaction level of their workforce. They can interact with the employees and fill scorecards with columns such as actions of employees, what motivates them and job satisfaction level. This is the initial as well the most important step in the entire process.
- They study all the cases thoroughly to identify the loopholes in the system and bring it to the notice of top management.
- They study all the cases thoroughly to identify the loopholes in the system and bring it to the notice of top management.
- Various studies have shown that actively engaged employees are almost 50 percent more productive than their not-engaged or disengaged colleagues. The employee engagement cannot be improved only by designing and implementing effective human resource strategies but their involvement and quality of output produced by them also depends on their relationships with their colleagues, subordinates and seniors. It is a basic need of human beings to belong and to be belonged. Such collaborations can be a major contributor to the success of a company.