Dear All, Recently, I have been appointed as a member of Employee Engagement in my organization. I request you to give your inputs on what I can begin with and include as part of Employee Engagement Programs.
One member in my organization is already taking care of festival celebrations. Therefore, I would like to know the other things that I can initiate for employee engagement. Please give your inputs. I would be highly obliged.
Regards, Aashnaa GB
From India, Mumbai
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6One member in my organization is already taking care of festival celebrations. Therefore, I would like to know the other things that I can initiate for employee engagement. Please give your inputs. I would be highly obliged.
Regards, Aashnaa GB
From India, Mumbai
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Hi Aashnaa, I have attached one document on Employee Engagement, please give a glance. Thanks, Senthil
From India, Madras
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From India, Madras
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I have worked in this area. Certain activities that you can plan are:
1. **Fun Activities:** Theme days, contests, and competitions, birthday celebrations, sports day, etc.
2. **Reward Functions:** Awards for performance/attendance.
3. **Communication Forums:** Schedule communication forums between leaders and employees, such as Open House, Leaders Speak, etc.
4. **Family Day:** Employees can invite family members to the workplace.
Besides the everyday fun element, there are tactical initiatives that revolve around pay, growth, and employee satisfaction.
Hope this helps.
Cheers,
Ruchie
From India, Pune
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1. **Fun Activities:** Theme days, contests, and competitions, birthday celebrations, sports day, etc.
2. **Reward Functions:** Awards for performance/attendance.
3. **Communication Forums:** Schedule communication forums between leaders and employees, such as Open House, Leaders Speak, etc.
4. **Family Day:** Employees can invite family members to the workplace.
Besides the everyday fun element, there are tactical initiatives that revolve around pay, growth, and employee satisfaction.
Hope this helps.
Cheers,
Ruchie
From India, Pune
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I agree that providing complete ownership of production is the best way to motivate employees. Entrepreneurial programs work best when the environment and behavioral inclinations are aligned. Often, employees see such an offer as instability full of unworthy challenges. No matter how big the incentives you may design, the risk would always be bigger. The learning gained through the process is the real takeaway. But from my experience, it's extremely difficult to sell such a program to your employees. In case the employees already have that go-getter and entrepreneurial capability built-in, it's easy to make such a program work.
I wish to refer to this article from HBR, which discusses 'What it means to work here.' The moral of the story remains: the best place to work is one that acknowledges and allows the employee to do their best. What it means to work here <link updated to site home>
Regards,
(Cite Contribution)
From India, Mumbai
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I wish to refer to this article from HBR, which discusses 'What it means to work here.' The moral of the story remains: the best place to work is one that acknowledges and allows the employee to do their best. What it means to work here <link updated to site home>
Regards,
(Cite Contribution)
From India, Mumbai
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Greetings, I had missed out on sharing the entrepreneurial program that we implemented. This was purely designed to increase engagement. A third-party survey done a year before I had joined showed that the basic reason why employees were leaving was, "they were not given enough opportunity to excel." The entrepreneurial option was ranked highest!
Now here's what we went through. The Engagement Program was designed and intentionally kept extremely broad-lined, to make it inclusive. The eligibility for the program was kept open for anyone within the experience bar. This program aimed at offering the highest level of opportunities and increasing the employees' stake towards the growth of the organization. We had expected a huge response, as the pre-launch session discussions held through the teams went very well. The support was big. But everything took a turn when it was launched.
The program required the employees to start a business center in a new location without vertical support. They were required to open and operate it while building the support internally. Some remote assistance was offered. But everyone knew that arrangement would be difficult to scale up the center. This was planned to groom the leaders for Org-head roles. The cost was supposed to be managed through the remote support offered to the center. The responsibilities typically included Operations, HR, Finance, and infrastructure. A new batch of employees who were supposed to work in the center was required to be hired by this team. The admin support at that location was outsourced. Hence that too required a completely different line of monitoring. The operations team had a fixed "Line of business" to start from that center, but the workflow would undergo a change due to a different time zone.
This program further mentioned that one who achieves to establish the center would be on profit-sharing mode, which is a deferred benefit. Their progress would be audited every quarter. If they fail, they would rejoin their former roles. Now this created huge rejection. The employees saw this program creating instability in their roles. Till this point, they were all placed in different projects. Hence their bonuses were lined all up. Changing their roles, for something as entrepreneurial as this created no sense for them. Worst, just because the center would be small, no one saw a growth path there. They could not relate to the succession planning we had. We took repeated town halls and focus group meetings to clear this doubt. The main takeaway was the learning, i.e. "scratch-to-finish" in a new environment.
We asked employees who had taken similar responsibilities in other centers and countries to share their experience. But even such knowledge sharing was not enough to motivate. Finally, as the time drew nearer, we asked the manager to nominate and followed the normal IJP process.
The team that was sent did very well. In three years, they became the role models to many. But I will always remember the resistance we faced. Not to ignore the gossip later, which said it was "favoritism" on the roll. The blue-eyed employees were "hand-picked" and sent. So every decision was dismissed completely as "biased"!
I am sure the experience of such implementation would be different for others. Please share how you did it and what were your challenges?
Regards,
From India, Mumbai
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Now here's what we went through. The Engagement Program was designed and intentionally kept extremely broad-lined, to make it inclusive. The eligibility for the program was kept open for anyone within the experience bar. This program aimed at offering the highest level of opportunities and increasing the employees' stake towards the growth of the organization. We had expected a huge response, as the pre-launch session discussions held through the teams went very well. The support was big. But everything took a turn when it was launched.
The program required the employees to start a business center in a new location without vertical support. They were required to open and operate it while building the support internally. Some remote assistance was offered. But everyone knew that arrangement would be difficult to scale up the center. This was planned to groom the leaders for Org-head roles. The cost was supposed to be managed through the remote support offered to the center. The responsibilities typically included Operations, HR, Finance, and infrastructure. A new batch of employees who were supposed to work in the center was required to be hired by this team. The admin support at that location was outsourced. Hence that too required a completely different line of monitoring. The operations team had a fixed "Line of business" to start from that center, but the workflow would undergo a change due to a different time zone.
This program further mentioned that one who achieves to establish the center would be on profit-sharing mode, which is a deferred benefit. Their progress would be audited every quarter. If they fail, they would rejoin their former roles. Now this created huge rejection. The employees saw this program creating instability in their roles. Till this point, they were all placed in different projects. Hence their bonuses were lined all up. Changing their roles, for something as entrepreneurial as this created no sense for them. Worst, just because the center would be small, no one saw a growth path there. They could not relate to the succession planning we had. We took repeated town halls and focus group meetings to clear this doubt. The main takeaway was the learning, i.e. "scratch-to-finish" in a new environment.
We asked employees who had taken similar responsibilities in other centers and countries to share their experience. But even such knowledge sharing was not enough to motivate. Finally, as the time drew nearer, we asked the manager to nominate and followed the normal IJP process.
The team that was sent did very well. In three years, they became the role models to many. But I will always remember the resistance we faced. Not to ignore the gossip later, which said it was "favoritism" on the roll. The blue-eyed employees were "hand-picked" and sent. So every decision was dismissed completely as "biased"!
I am sure the experience of such implementation would be different for others. Please share how you did it and what were your challenges?
Regards,
From India, Mumbai
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Dear Senthil,
It is a very good thought process. Though most of us think along similar lines, there can be creativity in each and every activity. The most challenging task is to change the mindset of everyone, including the head. Unless the management supports the activity, it will be difficult for us to drive the same.
We need to involve employees at the beginning of the activity and take suggestions from them. They will come up with the same ideas you have planned out. Let them feel the satisfaction that the idea is their own; at least, you will get support for the same.
We had implemented a 360-Degree feedback system, through which we were able to generate some old ideas with innovations. We created an action plan and gathered everyone's opinions before starting the first engagement program. Executing it is the crux of success.
Regards,
Abhijit Sanyal
[Phone Number Removed For Privacy Reasons]
From India, Mumbai
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It is a very good thought process. Though most of us think along similar lines, there can be creativity in each and every activity. The most challenging task is to change the mindset of everyone, including the head. Unless the management supports the activity, it will be difficult for us to drive the same.
We need to involve employees at the beginning of the activity and take suggestions from them. They will come up with the same ideas you have planned out. Let them feel the satisfaction that the idea is their own; at least, you will get support for the same.
We had implemented a 360-Degree feedback system, through which we were able to generate some old ideas with innovations. We created an action plan and gathered everyone's opinions before starting the first engagement program. Executing it is the crux of success.
Regards,
Abhijit Sanyal
[Phone Number Removed For Privacy Reasons]
From India, Mumbai
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Hi, you may approach company called as Kwench which is India first Premium corporate library with employee engagement platform
From India, Mumbai
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From India, Mumbai
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Employee-engage ment.prn_190.pd f
Employee engagement.ppt