1. Employee Engagement S Ramadoss Sr Vice President & CHRO
Titan Industries Limited
Prof Dr Debashish Sengupta
School of Business, Alliance University
CII : 8th April 2011

2. Agenda What is Employee Engagement Satisfaction Vs Employee Engagement
Drivers of Employee Engagement
Building blocks of Employee Engagement
Barriers / Solutions
Some Best Practices
Indian Hotels
Tata Consultancy Services
Google
Bharti Airtel
Titan

3. What is Employee Engagement
Can be defined as the level of commitment and involvement as employee has towards his / her organisation and its values.
It is also the degree to which an employee is emotionally bonded to his / her organisation and passionate about his / her work.
Is the energy, passion, “fire in the belly”, Employees have for their Organisation (speak positively about the Organisation, go beyond what is expected of them).
Is both emotional and rational factors

4. Satisfaction Vs Engagement
Psychologically committed to the company
Consistent levels of high performance
Innovative and drive for efficiency
Passionate, high energy and enthusiastic
Never run out of things to do
Loyal to company, workgroup and role
Broaden what they do and build on it
Positive constructive criticism
Engaged Employees
Limited emotional connect with the company
Display inconsistent productivity and performance levels
Not always solution driven
Lesser degree of pride and loyalty to the company
Limited sense of achievement; may not seek opportunities
to improve quality of deliverables
Satisfied Employees
We measure both

5. ENGAGED V/S DISENGAGED
36%
49%
15%
Engaged
Not Engaged
Actively Disengaged
These employees are loyal and psychologically committed to the organization. They are more productive, more likely to stay with their company for more than a year, less likely to have accidents on the job, and less likely to steal.
These employees may be productive, but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave.
These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues.
Copyright © The Gallup Organization, Princeton, NJ. All rights reserved. 5
Copyright © 2007 Gallup, Inc. All rights reserved.

6. Drivers of Employee Engagement .. ..examples
Right employees in right jobs
Confidence in Organisation’s future
Challenging work, with adequate resources
Exceptional leadership
Motivation, reward and recognition
Opportunities for development, and growth
A clear vision and direction
Opportunities to advance career
A collaborative work environment

7. Building blocks… towards engagement
Build high levels of trust
Treat your employees well
Deliver on promises
Envision –by leadership
Provide opportunity for growth
Design meaningful jobs
Create a safe and healthy workplace
Collaborate and involve people , empower them
Encourage informal networking
Finally communicate..communicate..

9. Some of Barriers to Employee Engagement
a) Work-life balance :
Myth 1 : Work-life imbalances is only at managerial level
Myth 2 : Work-life imbalances increase with the income-levels of
an Employee
Myth 3 : Work-life imbalances are higher in developed economy
b) Changing Complexities of Social Life due to Technology
c) Diversity issues - Especially Female Employees
d) Working Conditions
Long Hours of Work
Positive culture / supportive supervisor
Flexible working hours / Work week
Flexi leave options
Family’s Day Out

10. Benefits of Employee Engagement
Leads to high level of Orgnisational performance
Leads to a positive work culture (18% more proactive)
Leads to higher profitability (12% more profit)
Leads to Higher Earnings Per Share (EPS) (growth rate 2 to 6 times
higher)
Leads to Higher productivity
Leads to Higher Customer engagement (12% higher)
Leads to less likely to leave the orgnisation (- 31%)
Leads to less likely to be involved in an accident in the Job ( - 62%)
Lead to less prone to absenteeism (-27% )
Leads to less likely to be a source of inventory shrinkage ( - 51%)
Source : Gallup survey

11. Some practices in Employee engagement….
Case 1 – Taj Hotels – Engagement to Enchantment
STARS (Special Thanks and Recognition System) recognition aimed at delivering consistent acts of excellence
TABE (TAJ, Annual Business Excellence awards) – presented to outstanding innovation , service , business etc
Buddy system – For all new joinees till acquaintance
TAJ BUZZ - Intranet for communication , interaction m Online surveys, Knowledge Management
Talent Management – EL TAJ – assess leadership competences , and provide individual development
Bravo Billboards – displaying exemplerary acts of individuals with photos at prominent locations
GM hotline – for direct talk with GM, on grievances, suggestions, issues …

12. Some practices in Employee engagement….
Case 2 – Tata Consultancy Services
Performance Based culture , and robust career facilitation architecture – pay for performance and promote for potential
Robust L&D process focusing on role based training
Nurturing Talent – Individual development plans for HI pots, and also grooming talent from within instead of external hiring
Multi Channel communication – Dialogue sessions , coffee with HR , Town Hall meetings , Dashboards ..

13. Some practices in Employee engagement….
Case 3 – Google - Topped in Great Places 2010
Casual culture , serious purpose – Colorful ambience , designer furniture's … office
Promote Ideas from everywhere
A license to pursue their dreams – 20% time earmarked for doing whatever they want
Share as much as you can – communication channels
Back to school – Pursue higher education
Two way dialogue with employees – TGIF (Thank God Its Friday)

14. Some practices in Employee engagement….
Case 4 – Bharti Airtel
Study while at work
Developing and implementing role competency matrix
Managing Employee life cycles
Standardising Hygiene factors across all role holders
Employee connect through CSR – SMT time being auctioned for employees and proceedings go to CSR
STEP – Small Team Engagement programs , a Team approach , through challenging targets
– structuring and circulating all activities touching each employee

15. CASE 5 TITAN INDUSTRIES LIMITED
Employee Engagement..
CASE 5 TITAN INDUSTRIES LIMITED

16. Our Purpose HR Vision HR Theme 2010-11 CARE AT INDIVIDUAL LEVEL
Titan Industries is a healthy, wealthy, sharing and caring , clean
and green Corporate entity that is the envy of Indian Companies
-- Bhaskar Bhat
Managing Director
HR Vision
To create an environment of Engaged Employees
who are committed to achieving Business Objectives
and make Titan an Employer of Choice
HR Theme CARE AT INDIVIDUAL LEVEL
2011 : 94% employees have identified Titan as a “Great Place to Work”

17. Engagement - The initial phase
Manifests itself in our recruitment process
Blue collar workers : from schools and colleges , and role transition and Induction into the system
Candidates are taught about values and culture which has transited from benevolent paternalistic to promising professionalism
The fall outs – becoming lean , yet people and performance oriented , stretching people to take on additional responsibilities (post VRS , during lock out periods ..)

18. Engagement - The initial phase
Manifests itself in our recruitment and training process
Campus Recruitment , high emphasis on performance culture – thro evaluation based on 13 Tata Leadership Practices (Both in MT/GET rec processes)
Training and development focused on building capability for future and not just current (Ex Innovation , TOC , People Leadership

19. Engagement - The consolidation phase
Online PMS system
Cuts across all levels (blue collar , supervisory and managerial, and senior management)
High Focus on Innovation
Strong Engagement of Managers in the assessment and feedback process, which builds strong expectations both ways
Performance differentiation – through Variable pay (PLP)
Constant revisiting of PMS/PLP process each year to make it contemporary , often finding ways to raise the bar
We always believe past records are always meant to be broken – a fact proven by consistent high growth over the past two decades of existence

20. Engagement - The consolidation phase
Driving performance culture through Employee involvement
Participation in SGA, CFT’s
Cross functional teams of strategic importance
Many examples of engagement – raises the bar in terms of setting long term goals and imbibitions , constantly challenging the status Quo
Ex : Teams working on Mission Impossible (who made a significant turn around for the organization) Future Shock : Crafted the Long term plans for the company , literally quadrupling our profits and turn over !
All these manifest in our constant quest to drive high performance
Charge of the young brigade , the constant challenging and questioning attitude of the young talent keeps organization on its toes

21. Engagement - The consolidation phase
Managing Talent – The TM program
The critical talent defined as Corporate and Functional Resources , are moved across to next higher levels , often challenged with new , unknown territories
Providing challenging opportunities – Example of Talent pool members taking up large projects such as Eyewear, Gold Plus , Independent responsibility of business units (Ex TTPL)

22. Engagement - The consolidation phase
Reward and recognizing , communication
Various reward and recognition programs (Moment of Fame , Outstanding Titanian and Dream Teams , Execution Excellence , Employee of Quarter …)
Variety of communication mechanisms – Open Houses , NEWS BOX, Retale , Glitter Buzz, MD online , U.speak etc
People friendly pol

23. Engagement - The consolidation phase
Senior Management team personally driving projects and assignments of cross functional importance (Ex Innovation, Affirmative action, CSR and so on)
Peer pressure – drives significant improvements in performance across all levels, especially Senior management levels

24. CARE AT INDIVIDUAL LEVEL
Employee friendly policies –
Scholarship for meritorious employees children,
Highly subsidized education loan for employee children,
Extension of insurance benefits,
Revised people friendly travel policy,
Subsidized canteen facility across the company, various rewards & recognition programs like OT/DT, MOF...
Bringing employees together - Titan Integration Meet

25. The current and the future
To realize the 3 billion dollar dream
Roll out The next wave of Talent Management
Reshaping the organizations structure – based on work level and providing higher growth roles for individuals
Constant benchmarking and revisiting all our processes each year !

26. What makes Titan’s employee engaged !
Great Love and pride for the Organisation
Openness, Trust and Respect
Fiercely Loyal
Passionately committed
Highly Flexible
Willing to do new things, and constantly innovate
Highly empowered
Non-hierarchical
Great Respect for our visionary leaders
Sense of joy & happiness; fun at work place
Young, Energetic, Enthusiastic and highly Informal Organisation

27. 38/42

28. 39/42

29. THANK YOU