Seminar Report on

EMPLOYEE ENGAGEMENT
Submitted towards partial fulfilment of the requirement for the degree of
Masters of Business Administration
2020-2022

Submitted to: Submitted by:

Dr. Dhiraj Sharma Shefali Singla
MBA 4th Semester
20421092

SCHOOL OF MANAGEMENT STUDIES,

Punjabi University, Patiala
 ACKNOWLEDGEMENT

I, Shefali Singla, student of Master of Business Administration of 2ndyear, Roll no. 20421092,
hereby declare that the seminar report on the title of ‘Employee Engagement’, submitted in the
partial fulfillment of the requirement for the degree of Master of Business Administration under
the guidance of Dr. Dhiraj Sharma, School of Management Studies, Punjabi University,
Patiala, is my original work and has not been submitted elsewhere for the award of another
degree, diploma, fellowship, or any other similar title.

Date: (Student’s Name & Signature)

Roll No: _____________

pg. 2
Table of Contents
ACKNOWLEDGEMENT.....................................................................................................2
EMPLOYEE ENGAGEMENT..............................................................................................4
INTRODUCTION................................................................................................................. 4
IMPORTANCE OF EMPLOYEE ENGAGEMENT...............................................................6
COMPONENTS OF EMPLOYEE ENGAGEMENT..............................................................6
ELEMENTS OF EMPLOYEE ENGAGEMENT....................................................................7
PROCESS OF EMPLOYEE ENGAGEMENT.......................................................................9
LEVELS OF EMPLOYEE ENGAGEMENT.......................................................................10
WHAT EMPLOYEE ENGAGEMENT IS NOT...................................................................11
WHO DRIVES EMPLOYEE ENGAGEMENT....................................................................12
HOW DO YOU MEASURE EMPLOYEE ENGAGEMENT?...............................................13
3 TYPES OF SURVEYS FOR MEASURING EMPLOYEE ENGAGEMENT......................14
7 STRATEGIES TO IMPROVE EMPLOYEE ENGAGEMENT..........................................14
EMPLOYEE ENGAGEMENT SCALE...............................................................................17
RESULT............................................................................................................................. 18
CONCLUSION................................................................................................................... 19
REFERENCES................................................................................................................... 20

pg. 3
EMPLOYEE ENGAGEMENT

INTRODUCTION
Employees who feel connected to their organization work harder, stay longer, and motivate
others to do the same.

Employee engagement affects just about every important aspect of your organization, including
profitability, revenue, customer experience, employee turnover, and more.

Employee engagement is a workplace approach resulting in the right conditions for all members
of an organization to give their best each day, committer to their organizations’ goals and values,
motivated to contribute to organizational success, with an enhanced sense of their own well-
being. “This is about how we create the conditions in which employees offer more of their
capability and potential.
Employee engagement is based on trust, integrity, two way commitment and communication
between an organization and its members. It is an approach that increases the chances of business
success, contributing to organizational and individual performance, productivity and well-being.
It can however be measured. It varies from poor to great. It can be nurtured and dramatically
increased; it can be lost and thrown away. Employee engagement is about having a clear
understanding of how an organization is fulfilling its purpose and objectives, how it is changing
to fulfill those better, and being given a voice in its journey to offer ideas and express views that
are taken into account as decisions are made. Employee engagement is about drawing on our

pg. 4
employees’ knowledge and ideas to improve our products and services, and be innovative about
how we work.
Engaged employees are happily involved and experience their work as engrossing and something
to which they can devote their full concentration. Engagement is inferred as a positive
experience in itself which has positive consequences for the organizations (Bhatnagar, 2012) in
terms of high commitment, task proficiency, less employee turnover, less absenteeism, higher
productivity, and consequently, increased performance of the organization. Employee
involvement, commitment, and performance are directly connected to the goals of an
organization. Engaged employees would make a big difference if organizations provide positive
psychological climate, good working conditions, job resources, and organizational support to
inspire them to give their best and go extra-mile to enhance the effective functioning of the
organization. In addition, employees perform better when they experience positive practices at
work, for instance, being treated with respect, provided with opportunities to develop their
career, adequate reward and recognition for high performance etc. In fact, employees desire
positive feelings about their work experiences that go beyond global attitudes of job satisfaction.

● Employee engagement describes the level of enthusiasm and dedication a worker feels
toward their job.
● Employee engagement can be critical to a company's success, given its links to job
satisfaction and employee morale.
● Engaged employees are more likely to be productive and higher performing.
● Employers can foster employee engagement through effective communication, offering
rewards, and discussing career advancement.

Employers can encourage employee engagement in many ways, including communicating

expectations clearly, offering rewards and promotions for excellent work, keeping employees
informed about the company's performance, and providing regular feedback. Other strategies
include making efforts to make employees feel valued and respected, and feeling that their ideas
are being heard and understood. Engaged employees believe that their work is meaningful,
believe that they are appreciated and backed by their supervisors and that they have been
entrusted with the success of their company.

pg. 5
Example of Employee Engagement
Tesla, Inc. (TSLA), alarmed by the high number of injuries at its Fremont car assembly plant,
used more transparent communication as an employee engagement strategy to improve safety.
To do this, the electric car maker’s co-founder and CEO Elon Musk, told employees that he
wanted every injury reported to him, without exception, so he could understand what was needed
to prevent similar accidents from reoccurring in the future.

Musk even performs the same task on the production line with workers who have been injured to
see where safety improvements can be made. As a result of this employee engagement initiative,
the number of incidents that harmed workers reduced by more than 50% in 2019 compared to
2018, according to a company blog post.

IMPORTANCE OF EMPLOYEE ENGAGEMENT

Employee engagement goes beyond activities, games, and events. Employee engagement drives
performance. Engaged employees look at the whole of the company and understand their
purpose, where, and how they fit in. This leads to better decision-making. Organizations with an
engaged workforce outperform their competition. They have a higher earnings per share (EPS)
and recover more quickly after recessions and financial setbacks. Engagement is a key
differentiator when it comes to growth and innovation. To better understand the needs of your
organization, administering an employee engagement survey is key.

COMPONENTS OF EMPLOYEE ENGAGEMENT

Engagement with The Organization measures how engaged employees are with the organization
as a whole, and by extension, how they feel about senior management. This factor has to do with
confidence in organizational leadership as well as trust, fairness, values, and respect - i.e. how
people like to be treated by others, both at work and outside of work.

pg. 6
Engagement with "My Manager" is a more specific measure of how employees relate to their
direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and
direction, and generally, having a strong working relationship between employee and manager
based on mutual respect.

ELEMENTS OF EMPLOYEE ENGAGEMENT

● Commitment: 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.

● Motivation: 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.

● Loyalty: 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 from 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.

pg. 7
 ● Trust: High levels of employee engagement can be fostered only when truth prevails in
the organization from both the sides. As they share a 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 specific rules
and regulations and therefore, should be motivated to experiment to perform their task in
a different and innovative manner.

All these elements play a vital role in determining the fate of an organization. Besides this, two-
way communication to discuss challenges, potential consequences, vision and values and
organization’s future should be established. In fact, communication is the backbone of any
organization without which it can’t survive for long. Having an open conversation with
employees can solve the problems that they are facing in executing their job.

pg. 8
PROCESS OF EMPLOYEE ENGAGEMENT

● Prepare and Design: The first step in the process is about discovering the specific
requirements of your organization and deciding the priorities. After that a customized
design of carrying the whole process can be designed. It is recommended to seek advice
from an expert management consultant in order to increase the chances of getting it done
right at the first attempt.
● Employee Engagement Survey: Design the questions of the employee engagement
survey and deploy it with the help of an appropriate media. It can be either in printed
form or set online depending upon the comfort level of the employees and your
questionnaire evaluation process.
● Result Analysis: It is the most important step in the entire process. It is time when
reports are to be analyzed to find out what exactly motivates employees to perform their
best and what actually disengages them and finally compels them to leave the
organization. The results and information can then be delivered through presentations.
● Action Planning: ‘How to turn the results of the survey into an action’ is a challenging
question that organizations need to deal with the utmost care. Coaching of line managers
as well as HR professionals is very important in order to tell them how to take
appropriate actions to engage employees. They should also be told about dos and don’ts
so that they can successfully implement the changes.
● Action Follow-up: Action follow up is necessary in order to find out if the action has
been taken in the right direction or not and if it is producing the desired results.

pg. 9
LEVELS OF EMPLOYEE ENGAGEMENT

Highly engaged employees

Highly engaged employees hold very favorable opinions of their place of work. When employees
feel connected to their teams, love their jobs, and have positive feelings about your organization,
they're going to want to stay and put in extra effort to help the organization succeed. These
"brand advocates" speak highly of their company to family and friends. They encourage other
employees around them to do their best.

Moderately engaged employees

Moderately engaged employees see their organization in a moderately favorable light. They like
their company but see opportunities for improvement. These employees are less likely to ask for
more responsibilities and may underperform. There is something about the organization or their
job that holds them back from full engagement.

Barely engaged employees

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Barely engaged employees feel indifferent toward their place of employment. They usually lack
motivation for their position and will only do as much as they can to get by—sometimes less.
Barely engaged employees may be researching other jobs and are a high turnover risk.

Disengaged employees

Disengaged employees have a negative opinion of their place of work. They are disconnected
from the mission, goals, and future of the organization. They lack commitment to their position
and responsibilities. It’s important to understand how to handle disengaged employees so that
their negative perceptions don’t impact the productivity of employees around them.

WHAT EMPLOYEE ENGAGEMENT IS NOT

Employee engagement often is confused and used interchangeably with similar concepts like
happiness, satisfaction, or wellbeing. But there are some clear differences among these concepts
that are important to understand.

Employee happiness

Happiness is not the same as engagement. It says nothing about how invested employees are in
the company, nor how hard they’re working on behalf of the organization’s mission. Happiness
is a short-term, rapidly changing measurement. For example, an employee may feel temporary
happiness from a raise and then sink back into disengagement. Employee engagement is a deep,
long-term connection to the organization.

Employee satisfaction

Employee satisfaction can only be measured at surface level. An employee who is satisfied may
not be engaged. Generally speaking, satisfied employees will not take steps to go above and
beyond. They usually stick around, but they aren’t driven to go the extra mile.

Engaged employees are productive, while satisfied employees tend to coast through their work
and experience.

pg. 11
Employee wellbeing

Employee wellbeing evaluates many areas of an employee’s life, such as how well they cope
with stress or if they’re fulfilling their potential. Providing resources to increase employee
wellbeing can increase employee engagement.

Employee engagement focuses on an employee’s connection with their company—not on their

own wellbeing.

WHO DRIVES EMPLOYEE ENGAGEMENT

Every person in your organization impacts employee engagement—in the quality of relationships
they build, their approach to teamwork, and general attitudes they bring to the workplace. Here is
a breakdown of employee engagement roles.

The role of leadership in employee engagement

Organizational leaders are employee engagement advocates. They are the influential
campaigners and top promoters of an engaged culture. Leadership buy-in is critical when it
comes to employee engagement. Depend on leaders to:

● Set the tone

● Cast a vision
● Communicate changes made
● Update the organization on progress

The role of HR in employee engagement

HR should take ownership of employee engagement initiatives and hold teams accountable. This
team is behind the scenes making sure everything runs smoothly. Depend on HR to:

● Select the right employee engagement partner

● Implement tools and processes

pg. 12
 ● Support and develop managers
● Manage day-to-day needs and happenings related to engagement efforts

The role of managers in employee engagement

Managers interact with employees more than anyone else. They must create an environment
where every individual can thrive and truly be engaged. Depend on managers to:

● Build good relationships with each employee

● Serve as a sounding board for employee feedback and suggestions
● Recognize and celebrate individual and team performance
● Provide continuous performance feedback
● Help employees develop and grow

The role of employees in employee engagement

Employees are your voices on the front lines and your main line of sight into the employee
experience. Rely on employees to:

● Provide honest, candid, and actionable feedback about what is and isn’t working
● Brainstorm new and creative solutions that address their concerns
● Own their performance and development
● Engage in meaningful relationships with their teams and managers

HOW DO YOU MEASURE EMPLOYEE ENGAGEMENT?

Before you can improve employee engagement, you have to know where you stand. How do you
measure employee engagement? One of the most accurate and efficient ways to gain
understanding is with employee surveys.

pg. 13
3 TYPES OF SURVEYS FOR MEASURING EMPLOYEE
ENGAGEMENT
1. Employee engagement surveys

A comprehensive employee engagement survey helps leaders understand engagement at the

organizational level. These surveys should include questions that are scientifically proven to
measure employee engagement.

2. Pulse surveys

Pulse surveys are designed to help organizations gather real-time feedback on any topic at any
time. This is especially important during times of transition—such as acquisitions and mergers,
mission or focus changes, and executive or management changes.

3. Employee lifecycle surveys

Employee lifecycle surveys allow you to collect feedback from employees during key moments
in their tenure at your organization. Examples include:

● New Hire Survey: What do new hires think of your onboarding process? What was their
perception at the 30-, 60-, and 180-day marks? What’s their outlook on the future?
● Stay Survey: Why are employees still working at your company? What could drive them
to leave? What can be done to prevent it?
● Exit Survey: Why did an employee leave your organization? How did the turnover
impact remaining employees? What can you do to prevent others from leaving?

7 STRATEGIES TO IMPROVE EMPLOYEE ENGAGEMENT

There are many ways to boost employee engagement at all levels. All of them require consistent
and dedicated effort from employers. Here are seven strategies to consider:

1. Promote positive employee-manager relationships

It’s a classic trope in movies and TV: the exasperated boss versus their unmotivated
employees. But life doesn’t have to imitate art. Instead of falling prey to a “me against

pg. 14
 them” mentality, think of yourself as a coach. Your job is to guide, support, and help the
players on your team.

2. Encourage Autonomy

Nobody likes micromanagement; in fact, employee satisfaction is directly linked to

feelings of autonomy. Team members who are empowered to make problem-solving
decisions tend to be more productive, loyal, and generally invested in their work. The
lesson? Empowering employees and giving them the space to work pays off.

3. Make Employees feel valued

On the other end of the scale, feeling overlooked can shatter employee morale, too.
Gallup found that employees who said their work wasn’t adequately acknowledged were
twice as likely to say they planned to quit in the next year. Even a simple “great job” after
someone lands a huge client can go a long way, but it’s even better to articulate what they
did well and why it was important.

4. Invest in your employees

To be clear, we don’t just mean “invest” in a financial sense (although that certainly
helps). Your time and attention also matter. Helping your employees grow professionally
could mean offering training or educational benefits. It also means working with them to
develop their goals and decide how they can achieve them. And, like any investment, it
pays off over time.

5. Show your employees that you trust them

To earn your employees’ trust, you need to put your faith in them, too. Think of it this
way: You hired them because you felt they could do the work, so demonstrate that by
giving them a voice in how they work. Encourage them to make suggestions and reward
their initiative when they do.

6. Show employees how they (and your company) make a difference

If your company doesn’t have a mission statement, brand values, or a brand voice, now’s
the time to develop them. When you have a strong, consistent set of values, you’ll attract
employees who share those values. To keep those employees, help them see how they’re
contributing to your company’s mission—and why that mission matters.

pg. 15
7. Give employees the right tools to do their job
Most office jobs today involve multitasking. While writing a sales report, someone might
have to email a client, follow up with a coworker about a project, and finish up a
presentation. It’s a lot to juggle, but you can make your team’s job easier by giving them
the right tools. With an AI-powered writing assistant like Grammarly Business, they can
communicate consistently while saving time:

● Use our snippet tool to communicate faster with coworkers and clients.
● Keep writing consistent with your company brand using our customizable style guide
feature.
● Make sure writing is clear, concise, and grammatically correct with our advanced
grammar checker.

pg. 16
EMPLOYEE ENGAGEMENT SCALE

ALMOST VERY
NEVER RARELY SOMETIMES OFTEN ALWAYS
NEVER OFTEN
0 1 2 3 4 5 6
A FEW
ONCE A A FEW ONCE A FEW
TIMES A
NEVER MONTH OR TIMES A A TIMES A EVERY DAY
YEAR OR
LESS MONTH WEEK WEEK
LESS

1. At my work, I feel bursting with energy.

2. I find the work that I do full of meaning and purpose.
3. Time flies when I am working.
4. At my job, I feel strong and vigorous.
5. I am enthusiastic about my job’
6. When I am working, I forget everything else around me.
7. My job inspires me.
8. When I get up in the morning, I feel like going to work’
9. I feel happy when I am working intensely.
10. I am proud of the work that I do.
11. I am immersed in my work.
12. I can continue working for very long periods at a time.
13. To me, my job is challenging.
14. I get carried away when I am working.
15. At my job, I am very resilient, mentally.
16. It is difficult to detach myself from my job.
17. At my work, I always persevere, even when things do not go well.

pg. 17
RESULT

Responding directly to your employees’ feedback is a key driver of engagement. In fact, 90% of
workers say that they are more likely to stay at an employer that takes and acts on feedback. That
second part is critical, as soliciting feedback but failing to act on it is extremely disempowering.
Follow-through is of utmost importance and needs to be timely. Don’t waste months arduously
identifying a list of a dozen areas for improvement and fleshing out a strategy for addressing
them. If you wait too long and employees aren’t aware of your process, they will assume nothing
is being done but about their employee engagement survey results. Instead, develop micro-
actions that will result in incremental change, so employees can see results faster.

pg. 18
CONCLUSION

A more engaged workforce will help any organization achieve its mission, execute its strategy
and generate positive business results. Carefully crafted HR practices such as job design,
recruitment and training can be key drivers to increase employee engagement. It goes without
saying that no company, small or large, can win over the long run without energized employees
who believe in the mission and understand how to achieve it. Employee engagement is attracting
a great deal of interest from employers across numerous sectors. In some respects it is a very old
aspiration – the desire by employers to find ways to increase employee motivation and to win
more commitment to the job and the organization.

pg. 19
REFERENCES

https://www.quantumworkplace.com/future-of-work/what-is-employee-engagement-definition

https://www.google.com/search?
q=levels+of+employee+engagement&source=lnms&tbm=isch&sa=X&ved=2ahUKEwjFttXaq7
H2AhVGxjgGHUYWAf4Q_AUoAXoECAEQAw&biw=1280&bih=551&dpr=1#imgrc=Awvb
ZkjNoy4yjM

https://www.google.com/search?
q=employee+engagement&oq=EMPLOYEE&aqs=chrome.0.69i59j69i57j46i199i291i433i512j0i
433i512j0i512j69i60l3.2753j0j1&sourceid=chrome&ie=UTF-8

https://leena.ai/employee-engagement?utm_source=ad&utm_medium=google-
search&utm_campaign=employee-engagement-surveys-india&utm_term=employee
%20engagement&utm_campaign=Engagement&utm_source=adwords&utm_medium=ppc&hsa
_acc=7419762464&hsa_cam=15900187349&hsa_grp=130925311143&hsa_ad=585637090525
&hsa_src=g&hsa_tgt=kwd-315452696800&hsa_kw=employee
%20engagement&hsa_mt=p&hsa_net=adwords&hsa_ver=3&gclid=CjwKCAiA1JGRBhBSEiw
AxXblwTM77TebpMBnVjnu2mLyn8kbMSLitJpyogeakOZ6RBnXwUFGFleBJhoCD7cQAvD_
BwE

pg. 20