HCL Ideathon_Sowjanya_Kanuri

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BUILDING EMPLOYEE ENGAGEMENT
FOR A BETTER FUTURE
Sowjanya Kanuri
PGP I
Indian Institute of Management Ahmedabad
INDIA
4
out of 10
workers
disengaged
globally
91% of
Millenials
expect to
stay in a job
for less than
3 years
59% HR
professionals
believe retaining
and rewarding best
employees will be
firm’s greatest
challenge
80% market
value of firm
from intangible
assets (esp.
workforce) in
2002 compared
to 38% in 1982
Some
interesting
numbers…
Employee
turnover costs
range from
20% to 213%
of annual
salary
Japan’s lost
productivity due
to unengaged
workforce
estimated at
$232 billion
annually
Service jobs:
3.2 years
Median:
Management,
professional
and related
jobs: 5.5 years
4.6 years
65 and
over:
10.3 years
25-34:
3.2 years
Median tenure at a job
Scientific management
Rationalizing organizational
behaviour through
extensive and detailed task
analysis, systematization, and
routinization
• High degree of control
• Hierarchy important
Group of employees fully
responsible for a work process
• Employee “ownership”
• Less involvement of top
management
Self
directed
team
Taylor
theory
(traditional)
Models of
organizational
effectiveness
Physical, cognitive and
emotional attachment to
one’s job
• Higher commitment,
involvement, productivity
• Measurable and can be
correlated with
performance
Employee
engagement
Moving towards employee
engagement…
“To win in the marketplace you must first win
“Your number one customers are your
in the workplace.” – Doug Conant, CEO of
people. Look after employees first and then
Campbell’s Soup
customers last.” -Ian Hutchinson, author of
“The way your employees feel is the way
People Glue And engaged
your customers will feel. And if your
employees don’t feel valued, neither will
your customers.” - Sybil F. Stershic,
Taking Care of the People Who Matter
Most: A Guide to Employee-Customer
Care.
employees in
self directed
teams..
E
V
O
L
V
I
N
G
S
T
R
A
T
E
G
Y
Time to imitate an innovation has
come down from nearly 100 years
during the 19th century to 12-18
months – no longer a source of
competitive advantage
Increasing emphasis on execution
over innovation and employees play
the key role in this strategy
Differentiation based on a superior
workforce is becoming common as such
companies enjoy lower absenteeism,
lower turnover, higher productivity all
leading to higher profitability
Case Study :
2002 employee
attitude survey showed
only half the workforce
was engaged
Improved employee
engagement led to annual
savings of $8.8 million from the
drop in attrition and
absenteeism rates at European
plant and a 70% increase in
output at Asia Pacific plant
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