Dr. A.P.

J Abdul Kalam Technical University, Lucknow

A Mini Project Report-1 KMBN-252
ON
“EMPLOYEES ENGAGEMENT STRATEGIES IN INFORMATION
TECHNOLOGY COMPANIES”
SUBMITTED IN THE PARTIAL FULFILLMENT OF THE
REQUIREMENT FOR QUALIFYING
MASTER OF BUSINESS ADMINISTRATION
BATCH: 2022-24

SUBMITTED TO: SUBMITTED BY:

Mr. Hemant Mishra Drishti Narang
(PROF. IIMT) (MBA 1ST YEAR)
ROLL NO.

IIMT COLLEGE OF ENGINEERING, GREATER NOIDA

KNOWLEDGE PARK-III, GREATER NOIDA
 ACKNOWLEDGEMENT

This mini project is the outcome of sincere efforts, hard work, and constant guidance of not only me
but several individuals. First and foremost, I would like to thank IIMT College of Engineering
Greater Noida. I am thankful to my faculty Mr. Hemant Mishra for providing me with help and
support throughout the project report period.
I owe a debt of gratitude to my faculty guide who not only gave me valuable input about the industry
but was a continuous source of inspiration during these months, without this Project was never such a
great success.
Last but not least I want to thank all my faculty members, friends, and family members who have
helped me directly or indirectly in the completion of the project.

DRISHTI NARANG
 DECLARATION

The mini project report on “EMPLOYEES ENGAGEMENT STRATEGIES IN IT-COMPANIES”, has been
undertaken as a partial fulfillment of the requirement for the award of the degree of Master of Business
Administration of Dr. AKTU, Lucknow. I hereby declare that this project is my original work and the analysis and
findings are for academic purposes only. This project has not been submitted by the student earlier to any
institution/university.

DRISHTI NARANG
 TABLE OF CONTENTS

1. TITLE

2. INTRODUCTION

3. SCOPE

4. OBJECTIVES

5. LITERATURE REVIEW

6. RESEARCH METHODOLOGY

7. DATA ANALYSIS AND INTERPRETATION

8. LIMITATIONS

9. SUGGESTIONS

10. CONCLUSION

11. BIBLIOGRAPHY
“EMPLOYEES ENGAGEMENT STRATEGIES IN
INFORMATION TECHNOLOGY COMPANIES”
INTRODUCTION

Top associations moment realize that a ‘satisfied ’ worker doesn’t need the ‘ stylish ’ hand in terms

of fidelity and productivity. It's only an ‘Engaged hand’ who's intellectually and emotionally bound

with the association, feels passionate about its pretensions, and is committed to its values who can

be nominated therefore. He goes redundant far beyond the introductory job responsibility and is

associated with the conduct that drives the business. The fact that it has a strong impact on the

nethermost line adds to its significance. Engagement is about motivating workers to do their stylish.

The quality of affairs and competitive advantage of a company depends on the quality of its people.

Engaged- “Engaged workers work with passion and they feel a profound connection to their

company. They drive invention and move the association forward.”

Non- Engaged- “Non- Engaged workers are basically ‘checked out ’; they're sleepwalking through

their day, putting time – but not energy and passion- into their work. ” laboriously disentangled- “

The ‘ laboriously disentangled ’ workers are just not unhappy at work; they're busy acting out their

unhappiness. ” Associations have come to realize that in the moment’s constantly changing

business script, the most precious resource that needs to be abusee is mortal coffers. Though

Employee Engagement (EE) as a business buzzword has generated exploration and brume since the

new frugality service diligence like IT( Information Technology) and ITES( IT enables services)

have taken off, the origins of engagement are as old as humanity itself. We shall try and crack and

define hand engagement as used and enforced by associations moment by looking at the veritable

origins of engagement practices.

SCOPE OF THE STUDY

In this research, an attempt is made to carry out the study of Employee Engagement in the IT

industry and its causative factors and linkages, the impact of the demographic profile of the

employees on Engagement, influence of organizational outputs on Employee Engagement.

OBJECTIVES

1. To measure the current level of Employee Engagement in the I.T. Industry.

2. To examine the causative factors for Employee Engagement \ Disengagement.

3. To assess the impact of the demographic profile of the employees on their Engagement.

4. To identify the influence of organizational inputs on Employee Engagement.

5. To identify interventions\ways and means to enhance Employee Engagement in the

organizations.
LITERATURE REVIEW

Solomon Markos and M. Sandhya Sridevi(2010) “ linked ten points to have workers engaged in any association.

They start it on day one, start it from the top, enhance hand engagement through two-way communication, and give

satisfactory openings for development and advancement. Organizations should insure that workers have everything

they need to do their jobs, give workers applicable training, have a strong feedback system, impulses have a part to

play, make a distinctive commercial culture, Focus on top-performing workers ”. Bhatla(2011) “ concentrated on

the need for similar workers and how their presence can ameliorate the progress and work effectiveness of the

association as a whole. Also concentrated on the challenges faced by HR directors to ameliorate hand engagement

for an association’s survival ”. Yasmin Janjhua(2011) “ in her study proved that job characteristics contribute to job

engagement and organizational engagement. However, freedom, and identity, If the workers feel that their jobs are

handed variety. Perceived organizational support was significantly appreciatively related to job engagement and

organizational engagement”. Farai Ncube and Steven Jerie(2012) “ in their study linked the significance of

Employee Engagement in the hospitability assiduity. This exploration also tressed the other determinants of

competitive advantage in the two associations, but inversely indicating the significance of hand engagement”. Ms.

Rashmi Ghamawala, Ms. Rakhi Thakkar, and Dr. Trupti’s. Almoula( 2014) “ in their study compared Employee

Engagement Practices at Public and Private Banks. It also aims to identify the factors that promote better hand-

engagement practices in these Banks. The sample population comprised 100 workers taken from both these banks.

The study reveals that in PSU Banks most prominent artistic factors include Open Communication, fidelity,

Equitability, Kand knowledge participation, while the least factors are Celebrating Success, Motivation, and
Participation. The most prominent artistic factors in private banks set up are Interpersonal exposure, fidelity, Open

Communication, Caring Culture, Growth, and Advancement while the least prominent factors set up were a

provocation, Open Communication, collective Respect, Trust, and threat- Taking Culture. The study also set up that

the most important job-related factors in public sector banks were Job Clarity and Job Satisfaction while in private

banks, Job Clarity, Plainness of things, and Feedback on Productivity were set up, and the least important factors

were common in both banks were Job Fit, Flexibility to work and nonstop enhancement”.M.Jabeen and Dr Lalitha

Balakrishnan( 2014) “ explained that mortal resource operation has experienced a paradigm shift in its approach

toward Human Capital. All associations are now getting with each other to attract, retain and retain their competent

pool. similar talented workers have proven to be the force before successful associations. colorful strategies and

styles to manage the gift pool have been studied and ousted by HR directors. This paper attempts to explain what

constitutes Eye Engagement, and certain motorists or factors that will help in having an engaged work pool lude

Two- way Communication, making available a ll coffers, Applicable training, Benefits linked to engagement, and

a Strong feedback medium. largely engaged workers produce a substantial donation to their association and may

image organizational achievement, still, the rear holds yet. disentangled workers are frequently a serious problem

for the association”. Ayers(2006) “ evaluates advancement as cancer that may gradationally decay the association.

client satisfaction, hand retention, and productivity are each in peril unless collapse and engagement are frequently

controlled. Companies should take proper measures to reduce the position of advancement. Interestingly, many

exploration studies illustrated that workers generally don't feel engaged with their work. The absence of Engagement

is the most common problem throughout the world” which influences both massive and bitsy associations ‟ making
them dodge heavy charges, fail to meet prospects on vital errands, and make ceaseless customer disappointment

Ramparsad,( 2006). “Advancement will affect the fiscal performance of an association too. An engaged hand may

reduce advancement and collapse, and was empirically proved that it's a pivotal element for the success of an

association as well as individual guests ”.

>RESEARCH GAP<

Various types of research have taken place to identify the predictors & antecedents of employee

engagement, as well as to analyse the relationship of the construct “employee engagement” with

organizational commitment, job satisfaction, motivation, stress, co-worker & organizational

support & other job-related constructs. But, the emerging trends & their impact on “employee

engagement” in the IT industry has studied. The challenges faced by effective engagement

mechanisms in the IT industry also remain a grey area.

The latest report from NASSCOM confirms that the biggest challenge of companies is not just

satisfied employees, but engaging the employees permanently for organizational success and

individual growth. Of the myriad HR-related challenges faced by the industry, the critical one is

attrition.

A recent report from NASSCOM reconfirms the fact that the biggest challenge of all is to manage

the ambitious and flash pool. As the assiduity is generally service-acquainted, the significance of

attracting and retaining gifts has come pivotal. Hence the study on Employee Engagement

concerning the hand’s opinion is to be conducted to identify the ways interventions and means to

enhance Employee Engagement in the associations.

RESEARCH METHODOLOGY

Research Design and Data Collection Method

The study is qualitative secondary research, exploratory in nature, & involves a detailed review of

the existing literature on employee engagement. The study also explores the emerging trends &

challenges in “employee engagement” in the Indian IT industry. This study is based on primary and

secondary data from existing literature on employee engagement. Data Collection Methods

Secondary data is used in this study & data was collected through journals, magazines, articles,

blogs & professional HR groups.

The success of any research is solely depending on the research design. Descriptive research was

adopted for this study. The reason for choosing descriptive research was that it helps in

generalization to a greater extent. The study is based on secondary data. The secondary data is

collected from different Business Periodicals, Business journals, magazines, publications, reports,

books, dailies, Research articles, websites, manuals, and booklets

EMPLOYEE ENGAGEMENT METHODS

1. Employee Engagement Strategy Tips: -

1) Uphold your company’s core values.

2) Carve out career paths.

3) Provide opportunities for growth

4) Recognize top performers

5) Promote transparency

6) Feedback from your team

7) Hold employees accountable

8) Hold yourself accountable

9) Don’t forget to assess

2. Employee Engagement Trends:

Here are a few trends your organization should monitor:

Ø More emphasis on employee experience. Meaning, more emphasis on creating the best

possible work journey for employees, even if they move on to their careers, you want nothing

but positive outcomes.

Ø Flexibility is on employees’ minds more than ever, while remote work and the need for more

flexible work have been growing, the pandemic got people thinking about it more as many

were required to work digitally from home. While traditional 9-5 might still exist, employees

will be better engaged with more flexibility to do their best work.

Ø Embracing technology that employees want to use. We all know there are a lot of platforms

and apps on the market already for various uses. But your organization needs to adapt to the

RIGHT technology that will better engage all your people. With more people working

remotely and more of the work being done online.

3. Employee Engagement Software:

Employee engagement software is seen as enough broad order. Anything that helps your company

is used by workers and nominated as some form of engagement. worker engagement Software is

Generally enforced in mortal coffers, Dispatches, or a quintet of departments for colorfull use cases

within hand engagement.

Few Employees Engagement Software:

Ø Everyone Social – Employee advocacy is a perfect complement to improving employee

engagement. Besides keeping employees informed, creating, and sharing content wherever

they are- we can highlight milestones, Collect insights and feedback from employees, and

more.

Ø Office vibe – The Solution help Managers get information about how their teams are

performing and get recommendations and tips to address any potential roadblocks.

Ø Lattice – The people management platform helps leaders increase employee engagement

no matter when employees are located and working.

4. Factors Affecting Employee Engagement: -

Ø Attitude: - Happy employees are better at their work we popularly believe that hard work

and success make us happy. If aren’t happy doing, what you are doing you may need to look

internally and take control of your situation attitude .in many instances leaders are in a prime

position to lead by example. Exude the attitude you would want your employee to possess.

Influence the attitude of those around you. Positivity is contagious.

Ø Management: - Leadership set the tone for company culture. leaders can impact yield

change and motivate brigades. The most effective leaders help workers see the value in their

work and how it aligns with business tensions and the direction of the company. According

to a study conducted by the foundation on demand and exploration establishment Kelton,

the top reason why workers stay in their current positions away from compensation and

benefits is a good director I enjoy working for a positive station in operation impact not only

hand engagement but also retention figures.

Ø Health: - Sickness and other health issues are a drain on hand productivity. sick workers

tend to call out for fear of infecting co-workers or simply because they feel more
 comfortable at home. a remote plant policy helps palliate some of these enterprises and

encourages an hand to work when and where they feel most effective. when enforced

rightly, remote workers are likely to be as connected and engaged as those who work

constantly in the office.

Ø Technology- No matter how positive and engaged your hand is, they may remain

unproductive without the right technology. The positive attributes of smart workers are

enhanced by the right technology. Look into current processes and see how they might be

bettered through a technology upgrade.

Ø Culture- Because workers feel more engaged when connected, collaboration has been linked

to productivity and positivity. workers who unite develop a better sense of how their input

and places play into the company structure. produce a culture that values input from

everyone.

5. Relationship Between Employee Engagement And Job Satisfaction

When an employee is engaged with his will and mind to work and he/she readily participates that

means that he/she is happy /satisfied with his job and company. In a time of economic downturn,

an engaged employee with a full workforce can make difference in the survival or success of the

organization. Employee engagement has been defined in many different ways and the definitions

and measures often sound like other better-known and established constructs like organizational

commitment and organizational citizenship behavior. The constructs and dimensions of employee

engagement are in the development stage. The specific employee engagement is unclear and there

are no acceptable constructs. In the other words, researchers and reviewers do not use the same

components to describe employee engagement. The Objectives of the Study are to find the

components of employee engagement, and the components of job satisfaction and to study the

relationships between employee engagement and job satisfaction

Findings

The major findings of the study:

• The Causative factors which lead to Employee Engagement in the IT industry are:

1. Organizational Support

2. Intrinsic Motivators

3. Employee-oriented organizational culture

4. Distributive justice

5. Effective goal-setting

6. Hygiene elements

7. Equity

8. Appraisal Transparency

9. Customized Training

10. Feedback and Peer Cohesiveness.

• The factors which improve job satisfaction in the organization are ranked as

follows:

1. More flexible job conditions.

2. A better relationship with my manager

3. Career Development opportunities and training

4. Improved cooperation among my co-workers

5. Greater clarity between employee and management

6. More challenging work

7. Greater clarity about my preferences and career goals

8. More opportunities

• Factors contributing to the disengagement of employees are ranked below:

1. Lack of Recognition from superiors for the extra effort

2. Too many projects

3. Lack of quality information.

4. Stress to complete the work in a limited time V. Prabhakar & Reddy G 75

5. Uneven distribution of work.

6. Lack of motivation from superiors and subordinates.

7. Lack of time management skills.

8. Lack of utilities to complete the work.

• Factors causing employee attrition are ranked below

1. Better Career Opportunities

2. Higher Pay

3. Inflexible working hours

4. Too many projects

5. Job insecurity

6. The Lack of a challenging work environment.

Level of Employee Engagement across companies
Factors contributing to Employee Engagement and Disengagement

Company-wise comparison of Employee Engagement

From the study, it is observed that the age group with the highest level of Engagement was between

21-32, and the age group with the lowest level of Engagement was between 33-45, Middle Level

of Employees had the highest Engagement when compared with low level and Top level of

employees, IT department have a high level of Engagement when compared with HR, Marketing,

and Finance departments, fresher’s with income level (1,00,000-4,00,000) has a high level of

Engagement when compared with high-level income group, less (2-4) the family size, high the level

of Engagement, Employees with Total experience (fresher’s (0-3)) in the organization has a high
level of Engagement, Experience in the organization (freshers (0-3)) has a high level of

Engagement. Employees feel distanced and are not convinced of the efforts taken to create

awareness of the new project and the different platforms. Fresher’s enthusiasm goes for the kill as

their opinions are not considered

Employees at the beginning of their careers feel disheartened when some of their valid opinions are

not seriously considered. The study reveals that co-workers encourage their development because

of healthy competition and a friendly atmosphere. The majority of the employees felt that there is

no recognition for their work in the organization and there is no flexibility in their work schedule.

Few managers do not communicate with the employees regarding their progress due to ego or

misunderstandings. Superiors always focus on mistakes rather than on the progress of the

employees. Most of the employees felt that they have opportunities to learn and grow only when

the project is unique and challenging. Experienced employees have fewer opportunities when

compared with inexperienced because organizations think that they need to pay more for

experienced and the same project can be handled by others who are less experienced employees.

The study reveals that most of the team leaders are mechanical, and they won’t recommend their

subordinates to offshore projects based on experience or performance appraisal. The projects

sometimes may be tedious because of monotonous work and improper training. Employees stay

with the company, though offered similar positions and they recommend to family and friends only

if there is job security, traveling convenience, career growth, equitable pay, superior support, a

domain which they like, training to excel in their profession, considering employee opinions, good

interpersonal relationships, fun working environment, and empowerment. The study also reveals

that employees take an active interest in what happens in the organization only when they are

committed and dedicated. Employees go the extra mile only when they feel recognized, are

concerned for employee feelings, and have a healthy, competitive environment, and challenging

work environment, allocating offshore projects based on merit and experience. Employees feel
pride in working for an organization because of social responsibilities, concern towards employee

feelings, and ideas, and participative management style. The study reveals that employee feels

motivated, enthusiastic, and energetic when the project is challenging, new tasks inculcate new

skills, and innovation, and when they are rewarded even for small successes. The employees thought

that team leaders must discuss available growth opportunities, and provide frequent opportunities

to participate in decision-making. Assist employees to believe that they can excel in their job by

which they can reach their organizational and individual objectives with superiors’ and

subordinates’ support. Employees can continue working for a very long period to complete the

project within the specified time prescribed by the company which leads to individual and

organizational growth. Employees feel pride in the work they do when the software is new to the

market and no competition for the product which was designed by them and meets the standards of

the client or they have developed defects-free code.

The study discloses that job characteristics score high at Cognizant because superiors involve

subordinates in every step of the project and feel more connected, use different design approaches

for single projects, simple application design, each employee contribution made significant for

completion of the project, freedom to make decisions to accomplish their task, and frequent

feedback helps to correct their behavior to achieve better results. Mahaveer Infotech scores low

because their team leaders do not consider their job as significant in achieving the overall tasks,

lack knowledge, training, interest, and trust, and resist change, stress, and overload. Perceived

Organizational Support scores high at Cognizant because the organization considers employee

goals which lead to individual and organizational growth, helping each other, providing fair

treatment for all employees, trust, favourable working conditions, and rewards, and developmental

skills allow employees to expand their skills. Infosys scores low because of the financial crisis, and

low profits. Perceived Supervisor Support scores high at Cognizant because team leaders consider

employee ideas, Engagement increases when they perceive that their efforts were fairly rewarded
by their supervisors. Infosys scores low as negative feedback from superiors, and discussing only

failures of employees. Co-worker Support scores high at Cognizant because of assisting one another

in completing their tasks, sharing knowledge and expertise as well as providing encouragement and

support, trust between them increases Employee Engagement. Mahaveer Info tech scores are low

as competition between co-workers where ideas were not discussed openly and freely. The research

highlights those rewards and recognition scores high at Cognizant because supervisors and

managers are more likely involved in the design, implementation, and assessment or evaluation of

total rewards programs to reduce impartiality and discrimination. Infosys scores low as the reward

system was not properly communicated and recognition may not be instant or on the spot. The

survey reveals that Distributive Justice scores high at Cognizant because employees perceive their

organization values their contribution and take care of employees, satisfaction with compensation

and benefits, distributing the rewards and resources to be fair and equitable, and fair treatment at

work. Infosys score low as the reward system may be questionable in financial crisis, and

favouritism. Procedural justice in Cognizant scores high because of fairness in managerial policies

and practices, distributive rewards and benefits at work, and also involving superiors and

subordinates to avoid inequity. Infosys scores low because employees won’t involve in framing

policies. Procedures in the organization were not accurate, biased, and inconsistent. Employees

can’t voice their dissatisfaction regarding unfair policies and procedures because of fear. The study

reveals that the majority of employees opted for flexible work and a free work environment.

Providing materials and equipment refers to the accessibility of information in this industry. Even

if the employees were offered a position with another organization, they were not ready to go if

career growth and a free work environment. Employees are aware of their importance and

contribution to the work. All the employees are working according to the company’s mission.

Regular and constructive feedback seems to be less in the organization. Employees feel that

expected career growth was not there for the talented workers. Employee opinions were not
considered during decision-making. The study also reveals that there are stress and overburden from

the superiors and peers. Employees feel motivated, energetic, and enthusiastic in their work when

the project is challenging. Employees take an active interest in what happens in the organization

and look for ways to do their job more effectively when they feel engaged, committed, and loyal.

Pay and rewards in the organization must be based on experience and merit. The research highlights

that Participative decision-making helps the employee to solve problems and find solutions. A

challenging work environment and job rotation make the employee innovate new things in the

organization. The organization needs to implement retention strategies for committed employees.

Companies need to improve Engagement by implementing effective HR policies. Stimulating work

environment, better recognition and development opportunities, both horizontal and vertical

communication, and higher compensation packages, lead to Employee Engagement. The results

reveal that employees who hold jobs that offer high levels of autonomy, task variety, task

significance, and feedback are more highly engaged and, in consequence, receive higher

performance ratings from their supervisors. The relationship between supervisors and co-workers

must be cordial and it was proved that associate behavior influences Employee Engagement.
DATA ANALYSIS AND INTERPRETATIONS

IT organizations should adopt a comprehensive “Employee Engagement “model which

accommodates & nourishes the personal, professional & social life of the employee by giving due

consideration to gender & generational differences. “Employee Engagement” is a sensitive yet critical

concept that requires in-depth research & experimenting. The “Employee Engagement” programs of

each organization embody their culture, values, & prerogatives & it is an arduous task to go for a one-

hand solution. Recognizing the limits, this study put forwards an “Employee Engagement model”

which could be used as a common basement for employee engagement programs in IT organizations.

The model is based on four pillars Quality time for the employees, an Exclusive engagement program

for women, breaking the generational silos, Rewards, Recognition & Relationship with society(R3).

It envisages the cumulative result that an ideal comprehensive engagement program is expected to

provide. Ensuring Quality time for the employees. The organizational initiatives to ensure quality

time for the employees through different policies like flexible timings, family tours, get-togethers at

the office, etc. could create an emotional bondage between the employees & the organization which

would lead to a tendency to work productively during work hours. For IT employees constant

upgradation of skills & training is mandatory to cope with the rapid advancements in technology.

Organizations should provide employees ample opportunities to develop & grow by consistently

employing training programs & higher education programs at the workplace. Providing a platform

for creative & innovative initiatives by the employees will boost their motivation & commitment

towards the organization & studies shows up that highly motivated & committed employees can be

more effectively engaged in the work than others. Engagement program for women an exclusive

engagement program for employees will help the organization to mold a highly motivated, engaged,

productive women workforce & such programs contrive a more refined organizational culture where

there is no room for gender disparities, atrocities against women& glass ceiling issues. A healthy
organizational climate with its crux on supervisor support & co-workers support is the foremost

requirement for the effective engagement of women employees. Organizations should be capable of

providing equal opportunities for women employees because a feeling of getting side-lined imparts a

baleful shade on engagement. Regular health check-ups, Safe transportation facilities, a platform for

creative initiatives & for raising grievances, daycare facilities, flexible timings, etc. can provide the

women employees a feeling of support, security & dignity. Breaking the generational silos

Generational differences can hurt employee rapport & this in turn is a potential threat to the effective

engagement of employees in their work. By involving staff members with diverse attitudes &

complementary skills in project teams, conducting outdoor staff events, & implementing programs

like reverse mentoring such generational things can be broken & a team or group spirit can be

developed among the employees. Rewards, Recognition & Relationship with the society (R3)

Collecting employee inputs on reward preferences & following an inclusive approach in recognition

programs improves the relationship of employees with the organization & the result can be highly

enthusiastic, engaged employees. Organizations should ensure that employees should not shrink into

their silos without knowing, understanding, & feeling the happenings in the outer society. So instead

of employing a special team for the CSR initiatives, the organization should give the employees

opportunities to participate in such programs & this would provide the employees with a sense of

self-respect that makes them get focussed in their work.

 LIMITATIONS OF THE STUDY

The secondary data collected from reliable and authenticated sources were sometimes not very

specific and this leads to making fair assumptions by the researcher, which may not be 100% valid

all the time. Secondary data was very risky and is to be used only when their reliability, suitability,

and adequacy have been ensured. If this is not done, the results of the investigation may not be fully

correct and the published data may not be always reliable and exactly as per the needs of the survey

work undertaken. However, to overcome the limitations and maintain the effectiveness of the

research work sincere efforts were put into the study.

SUGGESTIONS

1. Identify the drivers of employee engagement

Despite what numerous people leaders may suppose, motivating workers take far further than just

remuneration and staff gratuities. The factors that drive engagement also can’t be applied with a broad

stroke they differ grounded on association, generation, and part. So how can you identify the motorists

of hand engagement in your association? exploration shows us a many constants that have been proven

to drive hand engagement across a range of generations, diligence, and demographics these include

leadership, literacy and development openings, and a sense of meaning at work. Some experimenters,

like the bones at HR Consultancy Penna, identify what they call a scale of engagement at the bottom

are the introductory requirements of pay and benefits, and next are development openings and the

possibility for creation. Leadership style plays an important part next do leaders make an hand feel

admired in their part? Eventually, the overarching motorist of engagement is an alignment of values

and meaning this is described by experimenters as “a true sense of connection, a common purpose,

and a participated sense of meaning at work. ” Experimenters at Culture Amp take their view of what

engages workers, but like the Penna experimenters, they still place leadership near the apex of the
engagement aggregate in fact, Culture Amp puts leadership-related factors as three out of the top five

motorists of hand engagement. There's no hard and fast rule as to what drives hand engagement. It’s

clear, still, that leadership, development openings, and the chance to contribute to a meaningful vision

are pivotal to motivating workers, no matter the size or compass of an association.

2. Spend Time with Employees

“ In 2011, The Society for Knowledge Economics released exploration from interviews

with,661 workers in 77 Australian associations. The findings demonstrated that the single

biggest difference in leadership gets between high and low- performing workplaces was the

time spent by leaders with their platoon members. In 2016, Google verified that through a

careful review of their own company’s performance data, they could prove that frequent

exchanges between a leader and his or her platoon members were a commanding index of a

platoon’s high performance. I believe that the time spent by a leader with his or her platoon

members needs to be a mixture of formal time(in training, coaching, performance managing,

etc.) and informal time( coffee, lunch, general converse), etc.

3. Good Leaders Are Meaning Makers

People (including employees) can be physically engaged (present with hands and feet) but not

emotionally engaged (contributing with heart and soul).

Emotional commitment comes when employees find personal meaning in the work they do.

Meaning need not be grandiose and is inherently personal.

I find meaning in teaching and seeing students learn; Wendy (my wife) finds meaning in

helping clients unravel emotional knots (psychologists). Others may find meaning in

relationships, creativity, innovation, service, or reaching goals.

Good leaders are meaning makers who help each employee find his or her meaning through

their work activities.

4. Provide more than just a job

In the day-to-day grind, it can be easy to lose sight of why we do what we do. But for leaders

looking to keep their employees engaged, providing more than just a nine-to-five is crucial.
Of the 560 employees surveyed in Deloitte’s Talent 2020 report, one truth rang resoundingly

clear: “Engage employees with meaningful work – or watch them walk out the door.”

It’s impossible to be engaged at work if the work you’re doing is not engaging. In Deloitte’s

survey, 42% of respondents seeking new employment believed their current job did not make

good use of their skills and abilities.

Similar surveys have yielded the same results: HR consulting company Penna conducted

research into the role meaning plays in employee engagement. They found that employers

who can unlock the secret of what provides meaning at work will find the key to employee

engagement. Regardless of age, sex, region, or length of time with their employer, 55% of

respondents said that their motivation levels would increase if they were doing meaningful

work. An additional 42% said they would be more loyal to their employer. Over one-third said

they would take more pride in their work and be willing to put in extra hours to ensure the job

was done.

5. Establish a clear vision for the future

Employers looking to give employees a sense of meaning in their work must establish a clear

vision for the future. 77% of employees surveyed in the Society for Human Resource

Management’s annual Employee Job Satisfaction and Engagement survey said it was

important to their job satisfaction and engagement to have a clear understanding of their

organization’s vision and mission.

The more clearly a leader communicates a vision that inspires employees, the more likely they

will want to contribute to that vision.

To make sure everyone is on the same page with an organization’s goals and visions from day

one, HR practitioners can deploy onboarding software and eLearning modules to communicate

this vision at scale to employees.

6. Measure Output Instead of Input

Claire Autruong from the todoist.com suggests moving away from monitoring and measuring

success based on input, or hours worked and focusing instead on measuring outcomes.

Does it matter how many hours your employees do in the office? As long as the work they

deliver is on time and to the standard agreed on, becoming outcomes-focused puts more

emphasis on the result.

This approach shifts the responsibility to employees while empowering them to work in a way

that fits their lifestyle and personal needs, thus driving engagement.

A Harvard Business Review study reported that companies that granted employees more

choice in how they can work grow substantially while reducing their turnover.

Whether it suits people to finish early to pick up the kids from school or log back on late at

night once the kids are in bed, letting people work when they’re most productive means you

can focus on measuring the quality of work.

7. Be Proactive about Engagement

Have ever you hired someone who seemed lively, engaged, and energetic in their job

interview, only to lose their passionate attitude after a few months? Initial impressions may

give way to a different story once an employee is settled into their role.

Instead of hiring employees to bring engagement to a role, proactively work with them to

create roles that are engaging in the long term. Todd Raphael of ERE media says that

engagement is a two-way street.

8. Rid Yourself of Process Driven Activities

Too often leaders get bogged down in process-driven managerial tasks that are not only

monotonous but time-consuming. It’s why 75% of recruiters and hiring managers use

applicant tracking or recruitment software to improve the hiring process.

If a function is repetitive, it lends itself to automation, so don’t be afraid to lean on

technology. For instance, modern talent management technology can help you do everything

from onboarding new starters to keeping track of their ongoing development activities and

professional goals.
It can free you up to spend more time engaging them in new opportunities and recommending

the tools and learning they need to perform in their role.

9. Tailor Communication Styles to Your Employees

“We read all the time about the ‘employee work experience’ and the need to customize that to

each employee. That might be a challenge given the structure of your company. However, one

thing that can be done is to sit down with each employee and truly learn how they like to be

communicated with, then do it.

Adapt your style to their desired way of communication. This will be more effective than

making them change their way.

If you truly want to customize their experience, you have to work at it. Find out how they like

to learn and then structure their opportunities to learn around that style.

Seeing you adapt to their ways should increase their engagement because you have shown that

you listened to what they said.”

10. Make sure your leaders follow through on their promises

It’s no surprise that the actions of senior leadership have a direct impact on employee

engagement. As the arbiters of change, leaders play a crucial role in creating meaning for their

people. Because of this, team leaders must follow through on their promises: any feedback

should be met with actioned, tangible change.

Conduct a 360-degree feedback process to get a sounding board for the pain points in your

organization, then develop a plan to activate these changes. Employees will be judging their

supervisors on what they do, not what they say, in response to their feedback.

Once you’ve gained an insight into what makes your employees tick, you need to have the

resources and desire to act on these results. As HR consultant Gary Browning observes, “If

you ask and don’t act you create more damage than if you don’t ask at all.”

11. Don’t ignore the truth: analyze your current approaches

Your existing workforce tells an important story about how effective your current talent

management approaches are. Take a hard look at your employee turnover figures: retention is

a litmus test for whether your employees feel engaged in their work. Any churn rate greater

than 10% suggests a problem in your internal practices. Consider conducting an employee

engagement survey as soon as possible to find out where you’re going wrong, and how you

can improve your approaches.

12. Don’t have exit meetings – have ‘stay’ meetings

Rather than farewelling disengaged employees that have decided to jump ship, having ‘stay’

meetings before a goodbye is necessary.

Often, organizations meet with employees after they’ve announced their intention to leave.

Before it gets this far, take an example from McDonald’s, who have ‘stay’ meetings to reduce

the need for ‘exit’ interviews.

A stay meeting allows employers to measure an employee’s job satisfaction and engagement

regularly, feeling out the pain points and positives of their role. This can help reduce

employee turnover rates and address people’s issues before it’s too late.

13. Respect employees

It may seem simple, but acknowledging and treating each employee with respect is one of the

most meaningful things leaders can do to boost engagement. That doesn’t mean showering

employees with constant praise and platitudes, but rather making employees feel valued and

included in your organization.

“Employees don’t automatically become engaged when you give them more praise, thanks, or

any other type of acknowledgment. But employees can quickly become disengaged if they feel

like they’re invisible,” says entrepreneur Mike Kappel.

A recent SHRM survey found that 67% of employees surveyed rated respectful treatment of

all employees at all levels as one of the most important drivers of engagement and satisfaction

in their workplace. This study found that “By fostering a workplace environment that

emphasizes communication, respect for others and collaboration among workers at all levels,

HR professionals can expect higher levels of engagement from their employees.”

14. Lead by example

Engaging employees is as much about giving them meaningful work as it is about creating an

environment where they experience engagement daily.

If the managers in your organization aren’t passionate about their people or aren’t engaged in

their roles, it’s going to be hard for any employee reporting to them to remain engaged.

Higher-ups should lead by example and bring the same passion and energy to their roles as

they expect from their employees.

Empower Learning & Development

15. Provide ongoing opportunities for development

An employee’s development shouldn’t stop after they’ve been trained in their role. Employees

need to constantly be challenged and upskilled in the workplace to keep them engaged.

This development doesn’t have to take the role of prescriptive training. Embrace a holistic

approach to professional development – from attending conferences to meetups and

hackathons, and let employees hone their skills in the way they learn best. Instead of offering

rigid learning opportunities, the key is to provide employees with the tools and opportunities

for self-directed development.

16. Establish leadership pipelines

Establishing clear leadership pipelines shows employees you’re invested in their development

and their future with the company. Succession plans make employees feel like they are headed

somewhere, which is crucial to keeping them engaged in their roles. In Deloitte’s Talent 2020

series, which surveyed over 500 employees across the globe, 37% of employees changing

roles cited a lack of career progressions as their top reason for leaving the company.

If your workplace lacks formal leadership pipelines, you’re not alone: it’s an issue many

organizations struggle with. Research suggests that 53% of younger workers want to take on

leadership roles, but only 6% of organizations have strong leadership programs in place to

empower them to do so.

Addressing these leadership roadblocks has been proven by industry-leading organizations to

dramatically increase employee engagement. Of Australia’s Top 100 best workplaces, 90%

draw up individual development plans for employees of all levels.

17. Onboarding

Starting on the right foot has a huge role to play in whether an employee feels engaged in

their role. Close to 60% of new employees are more likely to stay with your company for

longer than three years if their first impression is a positive one. Engage employees before
day one with onboarding that gets them up to speed before they set foot in the door.

Onboarding and training are when employees learn how to properly do their job, and provide

important chances for them to engage with you, ask questions, and clarify concerns.

If an employee doesn’t have a solid grasp of their new responsibilities, they’ll be confused,

frustrated, and rushed: all of which leads to disengaged, unhappy workers. One SHRM

survey reports that one-third of new hires leave their jobs after six months, which highlights

the need for meaningful, engaging onboarding processes in organizations of all sizes.

18. Accelerate speed to competency with learning modules

Properly training new hires is one of the most important steps you can take to ensure

employees are engaged at work. When you consider that employees who can master their new

roles have a better chance and meeting their goals and taking pride in what they do, you’ll

realize the cost of a proper onboarding and learning regime pays for itself.

Consider implementing learning modules into your onboarding experience that walk new hires

through everything needed to upskill in their role, through to important (but dry) compliance

processes like Health and Safety training. You can use off-the-shelf learning courses for this,

or create your learning modules uniquely tailored to your organization.

You can also accelerate a new hire’s cultural competency by creating custom learning courses

that explain your organization’s values and vision. This will not only help new starters

assimilate into your company culture faster, but it will also help foster employer brand

allegiance from the beginning.

19. Use technology to provide constant learning opportunities

Technology is one of the most powerful tools an organization can leverage to develop

employees and keep them engaged. Employees can now drive their learning in a range of
ways: from podcasts to TED talks, webinars, and online courses, learning doesn’t need to

happen during seminars or training days.

Learning opportunities are more than just a way to train employees for new roles, according to

Deloitte’s Human Capital trends report. According to the report, “Learning opportunities are

among the largest drivers of employee engagement and strong workplace culture – they are

part of the entire employee value proposition, not merely a way to build skills.”

20. Don’t assume money creates meaning

When it comes to showing employees your appreciation, don’t assume money creates

meaning. Investing in developing your talent can make employees feel far more valued in

your organization than a bonus would.

“Create an environment which delivers challenge, enjoyment, and development of skills in the

workplace. This makes such a positive difference in showing you care about and value your

people,” says Penna chief executive Gary Browning.

Whether it’s sending employees to conferences or developing skills and running training in-

house, investing in learning and development gives employees vital buy-in for their future

with your organization.

21. Set constant challenges

Even though many employees seek out a sense of community in their workplace, it’s still

important for individuals to feel like they can celebrate personal successes. In a recent survey

that looked to identify the drivers of employee engagement, close to half the respondents said

they found meaning in their sense of personal achievement and thrived on a personal challenge.
Identify your high-performing employees and set them weekly, monthly or yearly challenges.

These can be performance-driven, like raising KPIs or sales targets, or cultural, like making a

new work connection every week.

22. Include Employees in Company Strategies

Gaining buy-in from employees can be the difference between a collaborative, agile business

and an organization stagnating in its old ways. Here’s what Ted Bauer, author of the blog

‘The Context of Things’ has to say about employee inclusion:

“How about a community of strategy? The New York Public Library invited its 2,500+

employees to collaborate and work on projects with senior leadership. They believed you

couldn’t call the library “nimble” or “agile” if senior leaders were allowed to unilaterally

make decisions about the strategy moving forward, so they opened the strategy up to the

entire staff community.

The employees were energized, including some benefits:

• Employees would feel more connected to their work.

• They’d also feel more empowered.

• There would be an increasing sense of respect, which doesn’t exist at many companies.

• You’d get better ideas.

• You’d also get different ideas, as opposed to the senior leaders who have been saying

the same stuff to each other for 3-5 years.

• It doesn’t cost anything.

• Turnover would likely be reduced because employees would feel like they had a

strategic stake in the future of the place.

• Those who show leadership potential are revealed within the organization.
CONCLUSION

Employee engagement is a critical function that needs consistent research & constant monitoring

throughout the life of an organization. Devising an ideal employee engagement program needs

support from the employees & the organizations should take into account the personal, professional,

& social aspirations of the employees while designing & implementing the program. The changed

lifestyles of the employees & the potential challenges present in both the internal & external

environment have deep impacts on the employee’s work life. The success of an employee

engagement program lies in tackling such crucial challenges & changes.

In this research, an attempt is made to carry out the study of Employee Engagement in the IT

industry and its causative factors and linkages, the impact of the demographic profile of the

employees on Engagement, influence of organizational outputs on Employee Engagement. This

study has been limited to six IT companies in Hyderabad and the data is collected from those

organizations and the data was collected from those organizations.

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