A Study On Employee Engagement Strategy Management Essay

A Study On Employee Engagement outline Management EssayEngagement is rough creating opportunities for employees to join with their colleagues, managers and wider organisation. It is also about creating an environs where employees ar motivated to want to connect with their put to work and truly cargon about doing a good job. Why is employee interest germane(predicate) to ITC? Almost every(prenominal) examples quoted in the consultant findings demonstrate an out-and-out insufficiency of employee net moreover, the opposite appears to be the case. At this driveway, it is important to note that a global survey by BlessingWhite Intelligence (2008) on the state of employee action be that that Indian workers be among the most focused and satisfied in the world. In the Asia-Pacific groupings, full booking for Indian employees r separatelyes 34% in comparison to the lowest of only 10% for China. Moreover, over 65% of respondents verbalize yes when asked if, assuming they ha d the choice, they would hope to remain within their organisation in 2008. From this, the ostensible lack of employee use and retention issues apparent within ITC would appear to point to something we are doing wrong as a company. The first question should be Why is employee engagement important? Links in the midst of employee attitudes, employee management and crease performance have been repeatedly demonstrated in CIPD (2009) look, and the Aberdeen Group (2009) describe only this year that 82% of Best-in-Class organisations attributed employee engagement initiatives directly to transformations in gross and / or profit readiness. Employee engagement spills into the concept of the psychological cut off. The psychological subjugate is a popular framework within which aspects of the employee relationship go off be study (Bratton Gold, 2007 14). Guest and Conway (2002) define it as the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other. These obligations tend to differ from individual-to- individual and are often inexact / unspoken and inferred from actions or from what has happened in the past, as well as from statements make by the employer(CIPD Employee engagement reviseNovember 2009). This contract forms the basis for employer brand (The psychological contract. rewrite January 2009) and often employed to promote in cater retention and recruiting drives. For completely(prenominal) of the latter reasons, ITC should pay close heed to this contract. After all, taking describe of the emotional needs of the employee ought to be a consideration when we consider they are the only resource within our organization that post simply notch out, taking their skills and possible opinions of negative employer brand with them.Customer dish up issuesWith regards the consultant reports of customer service issues, several studies have found that employee engagement is an important variable on this front. The CIPD (2009 2) reported that Visa Europe figures represent that employee engagement levels ran parallel with an increase in customer satisfaction. Likewise, it seems institutive that an increase in customer satisfaction would henceforth lead to an increase financial performance. In a recent study within the customer service pains by Chi and Gursoy (2009), empirical support for this link was indeed presented. On the engagement level, while they found employee satisfaction did not appear to bear upon on financial performance directly, they did find an indirect relationship between the latter, with customer satisfaction acting as the mediator. Storey, on the other manus refers to engagement as EIP (employee involvement and participation) and stated that it is thought to contribute to amend levels of worker satisfaction and commitment and, subsequently, organisational performance. From this it would appear that engaged and satisfied employees are a necessity for custom er satisfaction, with customer satisfaction being the strongest index in financial performance. It would also appear, however, that all three variables are require to be woven into the same fabric for overall business success. For ITC, without employee engagement / satisfaction, at that place will little customer satisfaction, and without customer satisfaction there will be no success. The unequivocal lack of ITC employee engagement at this moment in time is a worrying factor with regards this three-way equation. Therefore, the obvious question should be how do we tackle employee disengagement, how do we go about driving employee engagement? Employee engagement driversAccording to the CIPD (Employee engagement Revised November 2009), there is no absolute list definitive of engagement drivers. Their research has shown, however, the key employee engagement drivers areOpportunities to feed employee views upwardsFeeling intelligent about what is happening in the organisationThe e mployee believing that their manager is committed to the organisationMost writers agree that one of the most important factors at play with regards employee engagement is reciprocal communication between management and the requirement to keep all employees well informed, etc. As you might imagine, these factors are also very some(prenominal) involved in the psychological contract it is also suggested that, in a crisis, mutually recognised expectations are lift out shaped by honest communication and solid education (Dietz 2009). At this moment in ITC history, we might be described as being on the verge of crisis point.Intranet 2.0One suggestion that appears oddly lacking in ITC since its inception is our lack of corporate Intranet. All of the key engagement drivers suggested preceding(prenominal) can to some end be addressed with the implementation of an Intranet solution, this of pass over would not solve all of our problems, but it would at least subjoining any other measure s we ultimately put into place. This Intranet should not be of the quaint variety, that is, one where static pages existed, with the sole purpose of providing information. We should be embracing all that Web 2.0 tools have to offer (i.e. highly dynamic / interactive internal social networking tools, instant messaging, wikis, blogs, discussion forums, and RSS feed technologies, etc.). Intranet 2.0 is still very much in its infancy, so the ability to introduce a rich networking environment is very much in line with core business strategies of first appearance and creativity. We also have a largely young workforce, and Web 2.0 engine room tools are something the younger generation have grown accustomed, and this acquaintance can be employed to our advantage in the recruitment field. When it comes to the employees call to connect with managers, the desire to believe in their commitment, and having the opportunity to have views fed upwards, the manduction medium of Intranet 2.0 is ideally suited to help facilitate these key engagement drivers. Web 2.0 tools flatten company hierarchy by providing a open path of communication between employees at all levels, from the Company handler down to the shop floor worker. It can supply ply crosswise geographical location, irrespective of position or intellect, the opportunity to float ideas on new products ranges, best practices, working procedures, etc. via live suggestion boxes. These ideas can appear in real time and will open to come on comments / suggestions by all staff. Intranet 2.0 can also provide a channel for feedback on organisational news show announcements, strategies, etc. This type of feedback can help managers to reach insight into the needs and motivations of employees (BlessingWhite, Inc. 2008). Indeed, employee attitude surveys1 can be a repair feature of the system, the results of which can used to measure employee engagement and gauge relish amongst the workforce, all of which can help ITC identify knowledge bases to focus improvement towards. The ability of such an Intranet to training and development tool cannot be belowplayed. It can provide the workforce with the most up-to-date product information, tutorials, and marketing material, etc. This information does not have to appear in the way it did pre-Web 2.0, where static pages were displayed crossways the organisation, meaning each employee would be required to wade through pages in order to arrive at the relevant nugget of information. Intranet 2.0 provides levels of personalisation to the point of providing each employee with news updates focused on their job role (Nielsen, J. 2009). This would be of particular expediency when it comes to areas such as the customer complaints we have been receiving from the call centre regarding staff not being up-to-date on products. For example, this type of system has strength to consistently display individual staff with the most up-to-date products exposit and Q A scripts, etc. As this Intranet 2.0 proposition is based on fortune the flow of communication across the entire organisation, then logically, we would require all staff to have appropriate access to such a system. brain Office, call centre and retails staff are likely to have correct access to PC, laptop, mobile phone technologies in order to do this. In the factory, however, such access is very likely limited. To get around this, deployment of PCs / touch-screens at specific locations throughout the factory is recommended perhaps inviting factory floor staff to use the system during lunch breaks, etc. Following the suggestion that we renounce all employees across the site access the canteen, situating access in this area would also make sense.Web 2.0 technologies and business performanceBeyond the obvious communication-flow benefits of Web 2.0 technologies, recent findings by the Aberdeen Group also provide decreed figures for their business performance benefits. Saba (2009) re ported that they found that 52 % of organisations who employed social networking tools, blogs, and wikis achieved Best-in-Class compared to only 5% for those who did employ them. They also provided figures for Web 2.0 tools relation to employee engagement. They found an 18% average year-on-year increase in employee engagement for organisations employing Web 2.0 technologies in comparison to a mere 1% for those who did not Bratton, J. and Gold, J. (2007) Human pick Management Theory and Practice BlessingWhite, Inc. (2008) The State of Employee Engagement 2008 PDF download under heading of Asia Pacific Overview Website http//www.blessingwhite.com/research.asp?pid=1 Chi, C. G. and Gursoy, D. (2009) School of cordial reception clientele Management, Washington State University, Pullman, WA 99164-4742, United States International Journal of Hospitality Management 28 (2009) 245-253 Website http//www.sciencedirect.com CIPD (2009) An HR directors guide to employee engagement Discussion reputation PDF file available at http//www.cipd.co.uk/NR/rdonlyres/8DD2561A-D3E3-4E63-9F63-EF74736A17B1/0/hr_director_guide_employee_engagement.pdf CIPD (Revised January 2009) The psychological contract http//www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm CIPD (Revised November 2009) Employee engagement -How do employers build an engaged workforce? Website http//www.cipd.co.uk/subjects/empreltns/general/empengmt.htm Dietz, G. (2009) The psychological contract during the downturn Website http//www.management-issues.com/2009/8/10/opinion/the-psychological-contract-during-the-downturn.asp Guest, D.E. and Conway, N. (2002) Pressure at work and the psychological contract. London CIPD Lombardi, M. (2009) Human Capital Management Employee Engagement is fine for Organizations Today Website http//research.aberdeen.com/index.php/analyst-insight/human-capital-management?start=8 Nielsen, J. (2009) Jakob Nielsens Alertbox 10 Best Intranets of 2009 Website http//www.useit.com/al ertbox/intranet_design.html Saba, J. (2009) Web 2.0 in Talent Management Website http//research.aberdeen.com/index.php/human-capital-management/86-human-capital-management-insights/588-web-20-in-talent-management