Hero

COMPANY PROFILE AN OVERVIEW
EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML
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1.1
COMPANY PROFILE
HERO HONDA MOTORS LIMITED OVERVIEW Hero Honda Motors Ltd., the manufacture of India Largest selling Motorcycles was incorporated on Jan.19, 1984. Hero Honda is a successful blend of two unique cultures & world market leaders i.e. Hero Honda Motors Company of Japan & Hero Group of India. The partnership between Hondas & Munjals to manufacture Motorbike has been one of the most successful India joint venture ever. HHML has brought to India a revolution on Two Wheeler by famous advertising campaign Fill It-Shut It-Forget It. Today three plants of HHML are located on Delhi-Jaipur highway and Haridwar. HHML DHARUHERA PLANT LOCATION: 69th KM Stone Delhi-Jaipur Highway Dharuhera-122106 Dist. Rewari (Haryana) Tel: 01274-264000 Fax: 01274-264025 ESTABILISHED: 19th, Jan., 1984 TOTAL AREA: 2, 48,000 sq. Mts. MODELS: SPLENDOR PLUS, SPLENDEOR NXG, SUPER SPLENDOR, CD DELUXE, CD DAWN, PASSION PLUS, PASSION PRO.
Fig (i)
EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML Page 2
HHML GURGAON PLANT LOCATION: 38TH KM Stone Delhi Jaipur Highway Sector-33, Gurgaon-122001 Haryana Tel: 0124-26372123-32 ESTABLISHED: 24TH February 1997 TOTAL AREA: 2, 99,000 sq. Mts. MODELS: SPLENDOR PLUS, CBZ EXTREME, PASSION, PASSION PLUS, PLEASURE, KARIZMA, HUNK. HHML HARIDWAR PLANT SIDCUL HARIDWAR HEAD OFFICE LOCATION: 34, Community Centre Basant Lok, Vasant Vihar New Delhi-110057 Tel: 011-26142451(9 lines) Fax: 011-26143321, 26143198
HERO HONDA MOTORS LIMITED REGISTERED & CORPORATE OFFICE

34 - BASANT LOK, VASANT VIHAR, NEW DELHI Fig (ii)
NORTH ZONE OFFICE NEW DELHI WEST ZONE OFFICE PUNE
EAST ZONE OFFICE
CALCUTTA
SOUTH ZONE OFFICE BANGALORE
UNIT I 69km stone Delhi-Jaipur Highway DHARUHERA
UNIT II 38 km stone Delhi-Jaipur Highway GURGAON
UNIT III SIDCUL HARIDWAR

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1.2

COMPANY MANDATE
BE A WORLD CLASS MANUFACTURER BE A MARKET LEADER HIGHEST CUSTOMER SATISFACTION ACHIEVE EXCELLENCE THROUGH TEAMWORK CREATE ENDURING RELATIONSHIP WITH STAKE HOLDERS
1.3
MILE STONE IN PAST
YEAR: EVENTS 1983: Shareholder agreement signed 1984: HHML incorporated. Technical collaboration signed with Honda Motor Co. (Japan) HHML Foundation stone laid. 1985: First motorcycle CD 100 rolled out. 1987: Engine plant started. 1988: Hero Honda Club started at Gurgaon. 1989: SLEEK model introduced. 1991: 500000th motorcycle produced. Productivity linked incentive scheme launched. CD-SS model introduced. 1992: Raman Munjal Vidya Mandir inaugurated- A School in the memory of founder of Managing Director, Mr, Raman Kant Munjal. 1993: Five-Nation Cricket Tournament sponsored by HERO GROUP 1994: SPLENDOR model introduced. 1000000th motorcycle produced. 1995: Foundation laid for Gurgaon plant
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1997: 1500000th motorcycle produced. 2001: HHML became the no. 1 two-wheeler company of India. HHML launched JOY Operation OM is successful. HHML sold 1 million bikes in a single year. 2002: Mr. Brij Mohan Lal Munjal was awarded The Entrepreneur of the Year Awarded by Business Standard. HERO HONDA golf championship held New motorcycle model DAWN introduced. Hero Honda got status of World No.1. New motorcycle model Ambition introduced 2003: Became the 1st Indian Company to cross the cumulative 7 million sales. Splendour emerged as the worlds largest selling model for the third calendar year in a row (2000, 2001, and 2002) New motorcycle model CD Dawn introduced. New motorcycle model Splendor+ introduced. New motorcycle model Passion plus introduced. New motorcycle model Karizma introduced . 2004: Ambition 135 introduced. Hero Honda became Worlds No.1 Company for the third consecutive year. Crossed sales of over 2 million units in a single year, a global record. Splendour- Worlds largest selling motorcycle crossed the 5 million mark. CBZ introduced. Joint Technical Agreement renewed. Total sales crossed a record of 10 million motorcycles. 2005: Hero Honda became Worlds No 1for the 4th year in a row. New motorcycle model- Super Splendor introduced. New motorcycle model- CD Deluxe introduced. New motorcycle model- Glamour introduced. New motorcycle model- Achiever introduced. First scooter model from Hero Honda- Pleasure introduced. 2006: Hero Honda is the Worlds No1 for the 5th year in a row. New motorcycle model- CBZ Xtreme introduced. New motorcycle model- Splendor- NXG introduced. Hero Honda is the Worlds No.1 for the 7th year in a row.
New motorcycle model- Hunk introduced. 2007: Hero Honda is the Worlds No.1 for the 6th year in a row. 2008: Third state of the art manufacturing facility was inaugurated at HARIDWAR, UTTRAKHAND. 2009: 7 feb.2009- 25 million bikes in 25 years Worlds No.1 for the 8th year in a row.
THE JOY OF BUYING

At Hero Honda, we believe in providing the best of service, as reflected in our corporate 'we care' philosophy. An extension of this is the passport programme, popularly known as "Suhana Safar, DHAK DHAK GO and desh ki dhadkan. This unique programme aims to build long-term relationship with customers. This passport programme membership benefits customers in a number of ways.
THE JOY OF CREATING-WORLD CLASS QUALITY

Hero Honda began operations with the establishment of the Dharuhera plant in 1985. Covering a total area of over 58,000 sq. Mts., this fully automated plant is equipped with state-of the-art machinery, an in-house R&D set up, and today it produces a bike every 9 seconds. New expansion plant is also opened in Dharuhera plant which produces a bike with in 18 sec. To meet growing demand, Hero Honda opened another unit at Gurgaon, using FMS technology spread over 47,000 sq. Mts., and it is rated as one of the most modern motorcycle manufacturing plants in the world. The plant produces 5,050 bikes every day. The spirit of excellence has permeated to all our ancillaries and vendors. All this gives us a unique joy, a joy that happens when all aspects of the manufacturing process and supply chain, seamlessly translate into the joy experienced by our many satisfied customers and dealers.
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1.4
FOREIGN COLLABORATION
By merging 2 different Philosophy Hero Honda philosophies was born. As per the collaboration agreement between Honda Motors & Hero Group, Honda Motors was to furnish complete technical information, know how, trade secret & other relevant data to HHML & was to assist & guide in selection of equipment. They also agreed to train the technicians of the company, to provide information about the construction of the plant & on procurement of the components. In consideration to their services, HHML was to be paid a lump sum fee of U.S. $ 500,000 in 3 equal instalments & a royalty of 4% on the net ex-factory & all prices of the product.
1.5 HONDA MOTOR COMPANY, JAPAN

Honda motor company the worlds largest manufacturer of Motorcycle, commanding 25% of worlds & 50% of Japans Motorcycle market, was incorporated in 1948. Today Honda name has become the guarantee of the technological & manufacturing excellence of any product. It involved in automobiles & power product (Lawn Mowers, generators and Out board Motors). It has 83 overseas production facilities in 35 countries, looked after by a 93,000 strong force.
1.6
HERO GROUP OF INDUSTRIES
What began in Ludhiana in 1951 as a small unit manufacturing Bicycle parts has today emerged as Rs.6000 Crores industrial Colossus - Hero Group of industries. It was set up by Munjal brothers. The operation of group covers a spectrum of consumer & Industrial application including motorcycle, light motorcycles, mopeds, automotive components & industrial supplies. Hero Cycles is in Guinness Book of World Record as Worlds largest bicycle manufacturer. It has also received several National & International Awards for Excellence. The search for Excellence led to creation of companies like Hero Cycles Ltd (1956), Gujarat Cycles Ltd (1988), Munjal Showa Ltd (1985), Rock man cycles industries Ltd (1961) Etc. Since the company maintains the ethos of Perfect Quality, it has helped the group to attain its global stature. Besides maintaining the quality standards it
has developed indigenous Research & Development facilities to enhance its production so as to stride further.
Fig (ii)
HERO HONDA MOTORS LIMITED
HERO GROUP OF INDUSTRIES, INDIA HONDA MOTORS COMPANY, JAPAN

SHARE HOLDING PATTERN
HERO HONDA MOTORS LIMITED

HERO GROUP OF INDUSTRIES, INDIA PUBLIC HONDA MOTORS COMPANY, JAPAN
26%
48%
26%
HERO GROUP OF INDUSTRIES

OPERATIONS COVER A WIDE SPECTRUM OF CONSUMER & INDUSTRIAL APPLICATIONS INCLUDING: MOTORCYCLES LIGHT MOTORCYCLES MOPEDS BICYCLES AUTOMOTIVE COMPONENTS INDUSTRIAL SUPPLIES FITNESS EQUIPMENTS IT SECTOR
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E-BILLING HERO CYCLES IS IN THE GUINESS BOOK OF WORLD RECORDS AS THE WORLDS LARGEST BICYCLE MANUFACTURER.
1.7
COMPANIES UNDER HERO GROUP OF INDUSTRIES
HERO CYCLES (Ludhiana) ROCKMAN CYCLE INDUSTRIES LIMITED (Ludhiana) HIGHWAY CYCLES INDUSTRIES LIMITED (Ludhiana) MAJESTIC AUTO LIMITED (Ludhiana) MUNJAL CASTINGS (Ludhiana) HERO HONDA MOTORS LIMITED (New Delhi) SUNBEAM CASTINGS (Gurgaon) GUJARAT CYCLES (Baroda) HERO MOTORS (Ghaziabad) HERO COLD ROLLING DIVISION (Ludhiana) HERO HONDA FINLEASE (New Delhi) HERO CORPORATE SERVICES (New Delhi)
1.8

BRANDS UNDER THE HERO HONDA UMBRELLA

CD - DELUXE SPLENDOR PLUS SUPER SPLENDOR CBZ EXTREME PASSION PASSION PLUS CD DAWN
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KARIZMA SPLENDOR NXG PLEASURE GLAMOUR HUNK PASSION PRO
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OBJECTIVES & RESEARCH METHODOLOGY
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2.1
OBJECTIVES OF THE STUDY
To find out the level of engagement in the organization ; To find out the key drivers of engagement ; To find out the key deterrents of employee engagement; To find out the co-relation between employee engagement and carrier advancement; To find out the perception of self about engagement; To know if employees talents being maximized in light of employee engagement; To find out how employee engagement and job retention are co related; To find out the effect of work environment on employee engagement;
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2.2
RESEARCH METHODOLOGY
Research is a systemic and objective process of gathering, recording and analyzing data for aid of making decision regarding a particular problem. 2.2.1 RESEARCH DESIGN The research design is a master plan specifying the methods and procedures for collecting and analyzing the needed information. The research design of my dissertation is DESCRIPTIVE RESEARCH Descriptive research includes surveys and facts findings inquiries of different kinds. 2.2.2 DATA COLLECTION PRIMARY DATA primary data is gathered through a survey with the help of questionnaire. SECONDARY DATA secondary data sources includes Books various websites 2.2.3 RESEARCH INSTRUMENTS A well structured questionnaire was designed to get the feedback. 2.2.4 SAMPLE DESIGN Sample size: The survey was carried out on a sample size of 150 but out of those 110 respondents turned up to furnish the information. Sampling technique: The sampling technique used was of convenience and judgmental sampling. Analysis instrument: The data was systematically analyzed using Excel with all the standard formulas and functions.
2.3
LIMITATIONS OF THE STUDY
During the study there were some problems or limitations of personnel management involving problems of attracting, holding and motivating competent research personnel. These problems are here below: Procurement of respondents At the time of research, there were problems of attracting and motivating employees to respond. Due to their busy schedule they even didnt get the time to respond. Semantics There was misinterpretation of questions on the side of the respondents. Some of the respondents wrongly interpretated what so ever was written in the questionnaire and answered accordingly. Refusals Refusals occurred when they refused to respond and participate in the research survey. They refused because of reasons like their attitude or personality and the circumstances under they were present. Non Response Some of the respondents left blank many of the questions. Not At Home Some of the respondents were not on their seats. Problem faced in calling them up.
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LITERATURE REVIEW
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Employee Engagement:
People need to feel part of things if theyre to view their jobs as important, and to remain committed. DDI Report on Employee Engagement The quest to find the best way to retain employees has taken HR pundits through concepts such as employee reviews, employee satisfaction and employee delight. The latest idea is employee engagement. A concept that holds that is the degree to which an employee is emotionally bonded to his organization and passionate about his work that really matters. In a highly competitive market for both customers and talented staff employee engagement is the current HOLY GRAIL. 3.1 DEFINING EMPLOYEE ENGAGEMENT
A definition of a fully engaged employee: Is intellectually and emotionally bound with the organization. Feels passionately about its goals. Is committed to live by its values. Understanding of business content and the bigger picture Respectful of and helpful to colleagues Willingness to go the extra mile.
Employee engagement can be defined as the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Thus Employee Engagement is a barometer that determines the association of a person with the organization. So, we define engagement as the extent to which employees thrive at work, are committed to their employer ,and are motivated to do their best, for the benefit
of themselves and their organization. Three words define it all BEST SELF, LOYALTY & PERFORMANCE-MOTIVATION. 3.2 TYPES OF EMPLOYEES IN LIGHT OF EMPLOYEE ENGAGEMENT The global survey shows that 34% of the employees in India are fully engaged and 13% disengaged. As many as 29% are almost engaged. Thus we come to a wider classification of employees in three categories: ENGAGED EMPLOYEE: Employees work with passion and feel a profound connection to their company. They drive innovation and are self motivated to drive the organization forward. NOT ENGAGED: Employees are essentially checked out. They sleep walking through their workday, putting time but not energy or passioninto their work. ACTIVELY DISENGAGED: Employees are not unhappy at their work but ever cribbing and dissatisfied. Always undermine what their engaged co-workers accomplish. 3.3 THE TEN CS OF EMPLOYEE ENGAGES EMPLOYEES ENGAGEMENT THAT
How can leaders engage employees heads, hearts, and hands? The literature offers several avenues for action; I summarize these as the Ten Cs of employee engagement: 3.3.1 Connect: Leaders must show that they value employees. Employee-focused initiatives such as profit sharing and implementing work-life balance initiative are important. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. Employees look at whether organizations and their leaders walk the talk when they proclaim that, Our employees are our most valuable asset. 3.3.2 Career:
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Leaders should provide challenging and meaningful work with opportunities for career advancement. Most people want to do new things in their job. Good leaders challenge employees; but at the same time, they must install the confidence that the challenges can be met. Not giving people the knowledge and tools to be successful is unethical and de-motivating; it is also likely to lead to stress frustration and ultimately, lack of engagement. 3.3.3 Clarity: Leaders must communicate a clear vision. People want to understand the vision that senior leadership has for the organization, and the goals that leaders or departmental heads have for the division, unit, or team. Employees need to understand what the organizations goals are, why they are important and how the goals can be attained. 3.3.4. Convey: Leaders clarify their expectations about employees and provide feedback on their functioning in the organization. Good leaders establish processes and procedures that help people master important tasks and facilitate goal achievement. Good leaders works daily to improve the skills of their people and create small wins that help the team, unit, or organization perform at its best. 3.3.4. Congratulate: Employees feel that they receive immediate feedback when their performance is poor, or below expectations. These same employees also report praise and recognition for strong performance is much less common. Exceptional leaders give recognition and they do so lot; they coach and convey. 3.3.6. Contribute: People want to know that their input matters and that they are contributing to the organizations success in a meaningful way. This might be easy to articulate in settings such as hospitals and educational institutions. In sum, good leaders help people see and feel how they are contributing to the organizations success future.
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3.3.7. Control: Employees value control over the flow and pace of their jobs and leaders can create opportunities for employees to exercise this control. 3.3.8. Collaborate: When employees work in teams and have the trust and cooperation of their team members, they outperform individuals and teams which lack good relationships. Leaders create an environment that fosters trust and collaboration. 3.3.9. Credibility: Leaders should strive to maintain a companys reputation and demonstrate high ethical standards. People want to be proud of their jobs, their performance and their organization. 3.3.10. Confidence: Good leaders help create confidence in a company by being exemplars of high ethical organization. 3.4 FACTORS AFFECTING ENGAGEMENT
Here we discuss about measurement of how engaged employees are and measurement of the factors that drives or hinder engagement market appears to have been towards development of shorter statistically driven measures of engagement in which the distinction, from a measurement process will be best be interesting, but not particularly useful. They are motivated proud, loyal, committed and experience work as enjoyable absorbing and fulfilling. It is of course unrealistic to expect all employees to be totally engaged 100% of the time that is aspirational target but more as organization works to create an environment where by individuals can flourish the better. Studies have shown that there are some critical factors which lead to Employee Engagement. Some of them identified are: Career Development Effective Management of Talent
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Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development.
Fig (iii) Career Development Opportunities for Personal Development Organizations with high levels of engagement provide employees with opportunities to develop their abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them. Leadership- Clarity of Company Values Employees need to feel that the core values for which their companies stand are unambiguous and clear.
Leadership Respectful Treatment of Employees Successful organizations show respect for each employees qualities and contribution regardless of their job level. Leadership Companys Standards of Ethical Behaviour A companys ethical standards also lead to engagement of an individual. Empowerment Employees want to be involved in decisions that affect their work. The leaders of high engagement workplaces create a trustful and challenging environment, in which employees are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move the organization forward. Image How much employees are prepared to endorse the products and services which their company provides its customers depends largely on their perceptions of the quality of those goods and services. High levels of employee engagement are inextricably linked with high levels of customer engagement. Equal Opportunities and Fair Treatment The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees. Performance appraisal Fair evaluation of an employees performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. Pay and Benefits The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement
levels the employees should also be provided with certain benefits and compensations. Health and Safety Research indicates that the engagement levels are low if the employee does not feel Secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees. Job Satisfaction Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job. Communication The company should follow the open door policy. There should be both upward and downward communication with the use of appropriate communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high. Family Friendliness A persons family life influences his wok life. When an employee realizes that the organization is considering his familys benefits also, he will have an emotional attachment with the organization which leads to engagement. Co-operation If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.
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3.5
8 KEY DRIVERS FOR EMPLOYEE ENGAGEMENT
Trust and integrity how well managers communicate and 'walk the talk'. Nature of the job Is it mentally stimulating day-to-day? Line of sight between employee performance and company performance Does the employee understand how their work contributes to the company's performance? Career Growth opportunities Are there future opportunities for growth? Pride about the company How much self-esteem does the employee feel by being associated with their company? Co-workers/team members significantly influence one's level of engagement Employee development Is the company making an effort to develop the employee's skills? Relationship with one's manager Does the employee value his or her relationship with his or her manager? 3.6 IMPORTANCE OF EMPLOYEE ENGAGEMENT
Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers lack of commitment and motivation. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior results. Some of the advantages of Engaged employees are: Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. They will normally perform better and are motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the companys clients, and hereby improves customer satisfaction and service levels.
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It builds passion, commitment and alignment with organizations strategies and goals. Increases employee trust in the organization. Creates a sense of loyalty in a competitive environment. Provides high energy working environment. Boosts business growth. Makes the employees effective brand ambassadors for the company.
Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic relationship b/w employee engagement customer loyalty and profitability. As organizations globalize and become more independent on technology in a virtual working environment there is a greater need to connect and engage with employees to provide them with organizational IDENTITY. 3.7 THE THREE ASPECTS OF ENGAGEMENT
Three basic aspects of employee engagement according to the global studies are: The employees and their own unique psychological makeup and experience The employers and their ability to create the conditions that promote employee engagement Interaction between employees at all levels. Employee engagement creates greater motivation within employees for the work to the organization. It is about creating an enthusiasm for their roles, their work and the organization and ensuring they are aligned with the values of the organization well informed and well integrated with their colleagues and the fabric or culture of the organization.
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3.8
HOW TO MEASURE EMPLOYEE ENGAGEMENT Gallup research consistently confirm engaged work places compared with least engaged are much more likely to have lower employee turnover. higher than average customer loyalty, above average productivity and earnings. These are all good things that prove engaging and involving employees make good business sense and building share holder value. Negative workplace relationship may be a big part of many employees are not engaged with their jobs:
3.8.1. STEP ONE: LISTENING: The employer must listen to his employees and remember that it is a continuous process. The information that employees supply will provide direction .This is the only way to identify their specific concern. When leaders listen employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employee are much more likely to be satisfied in this position remain with company, be promoted and strive for higher levels of performance. 3.8.2 STEP TWO: KNOWING THE EMPLOYEES ARE ENGAGED DEGREE IN WHICH
Employee engagement needs to be measured at regular intervals in order to track its contribution to succeed of the organizations. But measuring the engagement (feedback through surveys) without planning how to handle the result can lead employee disengagement. It is therefore not enough to feel the pulse the action plan is just as essential. Knowing the degree in which employees are engaged: Employee satisfaction surveys will let us know what at what level of engagement the employees are operating. Customizable engagement surveys will provide with a starting point towards the efforts to optimize employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. It is important that employee engagement is not viewed as one time action. Employee engagement should be a continuous process of measuring, analyzing & implementing.
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According to Watson Wyatt the service-profit chain establishes relationship b/w profitability, customer loyalty and productivity. The links in the chain are as follows: profit and growth are stimulated by customer loyalty. Loyalty is a direct result of customer satisfaction. Satisfaction is largely influenced by the services provided to customers. Satisfied, loyal and productive employees create value. Employee satisfaction in turn results primarily from high quality support services and policies that enable employees to deliver results to customers. While many organizations are beginning to measure relationships links in the service only few have related to links in the service as meaningful ways that can lead to a comprehensive strategies for achieving lasting competitive advantage of building employee engagement. 3.8.3. STEP THREE: identifying the problem areas Identify the problem areas to which are the exact areas which lead to disengagement among employees. 3.8.4. STEP FOUR: Taking actions to improve employee engagement by acting on problem areas Nothing is more discouraging to employees than to be asked for their feedback and see no movement towards resolution of their issues. Even the smallest actions taken to address concerns will let the staff know how their input is valued. Feeling valued will boost morale motivate and encourage future input. Taking action starts with testing to employee feedback and definitive action plan need to be put in place finally.
3.9
EMPLOYEE ENGAGEMENT APPROACHES FOR ALL EMPLOYEES
Beyond initial recruitment and induction, employee engagement activities can be broken into a number of groups. These include: Communications activities Reward schemes Activities to build the culture of the organizational Team building activities
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Leadership development activities 3.9.1. Communications Activities These help employees find out what is going on within the company outside of their immediate team. They also help to create an environment of trust and openness within the organization where they are able to talk openly. Employees who feel they are listened to are able to express dissatisfaction and work together to resolve their causes, without it affecting their performance. Good examples of communications approaches include: Communication forums to provide regular feedback to all people, including team meetings, conferences and away days In-house magazines On-line communications, including discussion boards and blogs by company personnel including senior management Monthly updates on corporate goals and directions Regular employee opinion and satisfaction surveys Active soliciting of employee feedback, including opinions and pet peeves. 3.9.2. Reward Schemes Reward schemes are an important part of a company's overall employee engagement programme. Studies have long shown that, while money in itself is not a motivating factor, the absence of financial reward can be a significant demotivator. Thus the role of reward schemes in boosting employee engagement is: a) to remove barriers to satisfaction in the organisation; b) to provide a framework for rewarding everyone in the organisation for their performance; c) to give those who are motivated by financial gain an opportunity; To achieve this, typical approaches include: Compensation and benefit programmes Recognition programmes Idea collection schemes linked to rewards for idea generation Long service and good performance awards
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3.9.3. Activities to develop the culture of the organization Giving employees a feeling of belonging is crucial in creating a thriving organisation that people feel committed to and others want to join. Common approaches include: Clear and humane HR policies Pro-social corporate objectives and Corporate Social Responsibility Equal opportunities policies and practices Initiatives to maintain the quality of work life and a balance between personal/professional lives
3.9.4. Team Building Activities Culture-building activities are great for generating a feeling of belonging, but all organisations are building out of smaller teams who can get on and work together. Popular approaches include: Small team recreational activities, such as bowling, skating, trips to the cinema (or the pub!) Social activities, such as family gatherings and barbeques Community outreach activities such as volunteering and fund-raising. 3.9.5. Leadership Developmental Activities A great organisation needs not just a great leader, but people with leadership skills. This stimulates good performance, boosts creativity and eases succession planning. Good practices include: Effective Leadership Effective Performance Management Fair evaluation of performance Coaching and mentoring activities to give honest feedback by supervisors and peers An open and transparent culture to empower people and develop entrepreneurs.
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3.10. EMPLOYEE ENGAGEMENT ACTIVITIES IN HERO HONDA PARIWAR MILAN PROGRAM In programs like Family Connect or Pariwar Milan, family members of the employees are invited to interact with top management to get a feel of the workplace and environment. The idea is to develop better understanding and increase the support and co-operation for the employees from their families. PARTICIPATION IN TQM & TPM ACTIVITIES Employees are also involved in TQM & TPM related activities. They have been encouraged to participate in improvement projects and their initiatives are displayed to the top management through exhibition. EDUCATIONAL COMPETITIONS Educational competitions are conducted for all staff employees children. In this type of competition all children of various age groups can participate. There are many quiz related to different subjects and general knowledge. Beside these they organize painting competitions, hobby classes for the children of their employees. CAREER COUNSELLING PROGRAM In career counselling program children of staff employees are invited for their career counselling. Consultants are invited for those children from best career consultancy institutes. Tests are taken to know the interest area and their capabilities. DAILY MEETINGS BETWEEN ALL EMPLOYEES OF EACH DEPARTMENT All employees of each department gather for daily morning meeting in which they give their thoughts on current issues, motivational theories, industrial thinking and laughter day etc. Rewards are also given to those employees who give their thoughts. EMPLOYEE ENGAGEMENT APPROACHES FOR NEW EMPLOYEES Giving them a realistic job preview A strong induction and orientation programme
Rigorous training and development, from technical to soft skills to leadership development programmes. Regular technical/soft-skill updates. Certification programmes to drive people towards excellent performance
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DATA ANALYSIS & INTERPRETATION
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Question: 1 Employee engagement means: Findings:

Options TOTAL AGE Up to Above 40 yrs 40 yrs 62% 19% 12% 5% 2% 58% 19% 7% 9% 6%
1.Commitment to work 2.Belief in organization 3.Busyness/Workload 4.Routine work in office 5.Others(Pls specify)
60% 19% 9% 7% 5%
Graphical View of Findings:
Fig (iv) Observations: With the responses we deduce that 60% of the respondents hold the view that commitment to work defines employee engagement, followed by belief in organization and the others. We can interpret that people in the organization are more inclined towards commitment to work.
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Question: 2 What are the key drivers of employee engagement? Findings

1.Organisational affiliation 2.Autonomy/Independence at work 3.Growth opportunities 4.Recognistion/Reward 5.Others(Pls specify)
22% 20% 32% 24% 1%
Graphical representation of findings:
Fig (v)
Observations: The above data reflects that Growth opportunities in the organization drive employee engagement to the most followed by autonomy at work, which means employee engagement can be enhanced if more growth opportunities are provided to the employees along with independence at work place. Categorically there is another important observation comes to light that, growth opportunities are more important to people below 40yrs,wheras their senior counterparts feel autonomy is more important to drive employee engagement.
Question3 What are the key hindrances to employee engagement? Findings

Options TOTAL AGE Up to 40 Above 40 yrs yrs 45% 50% 16% 24% 6% 8% 18% 20% 10% 3%
1.Lack of incentives 2.Insensitive boss 3.Inadequate resources 4.Stres/Workload 5.Others(Pls specify)
48% 17% 22% 9% 5%
Graphical representation of the findings:
Fig (vi) Observations: With the data analysis we can draw that lack of incentives is the key deterrent to employee engagement, followed by inadequate resources and harsh boss, making, it very clear that employee productivity declines if they are not motivated by giving due rewards and recognition.
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Question: 4 What influences employee engagement? Findings:

1.Appreciation/ Recognition 2.Monetary incentives 3.Self motivation 4.Timely feedback from boss 5.Autonomy
43% 15% 18% 12% 13%
Graphical Representation of the findings:
Fig (vii) Observations: A pat on the back, influences human psychology the most. This very prominently comes in light with this observation; majority of employees would contribute more to the organization, if their efforts are appreciated.
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Question 5: How would you rate yourself as an engaged employee? Findings:

Options TOTAL AGE Up to 4o Above yrs yrs 13% 18% 64% 21% 0% 3% 49% 31% 0% 2% 40
1.Over engaged 2.Fully engaged 3.Moderately engaged 4.Work shirker 5.Pretending to be engaged
16% 55% 27% 0% 2%
Graphical representation of the findings:
Fig (viii) Observations: This shows that majority of the employees in the organization are of the view that they are fully engaged, which is a positive sign towards employee productivity but not to ignore a chunk who are over engaged. There is still a belt in minority who feel they are pretending to be engaged.
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Question 6: How would you rate your colleagues as engaged employees?

Options TOTAL AGE Up to 40 Above yrs yrs 46% 38% 46% 5% 0% 3% 51% 10% 2% 0% 40
1.Actively engaged 2.Moderately engaged 3.Pretending to be engaged 4.Work shirker 5.Actively disengaged
41% 49% 8% 1% 1%
Fig (ix) Observations: With the analysis we infer that there is a majority of people who feel that their colleagues are moderately engaged, close to it are people who feel that their colleagues are actively engaged, which reflects there is a healthy work relationship in the organization. Not to ignore, there is a significant number of people who feel their colleagues are pretending to be engaged.
Question 7: Employee engagement would be enhanced if

Options TOTAL AGE Up to 40 Above 40 yrs yrs 7% 6% 30% 14%
1.Soft music plays at work place 2.Recreation available at work place 3.Proper work supervision 4.Employees are self motivated 5.Others(Pls specify)
7% 21%
16% 50% 7%
12% 49% 2%
19% 52% 9%
Fig (x) Observations: This data clearly reflects that to enhance employee engagement an employee should be self motivated .The productivity would be enhanced also when there is proper supervision at work place. Almost 20% people feel employee engagement would be enhanced also when there is recreation activities are available at work place.
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Question8: I would stretch to go that extra mile if:

Options TOTAL AGE Up to 40 Above 40 yrs yrs 4% 4% 13% 33% 3% 32%
1.Boss insists 2.Monetary rewards attached 3.Better opportunities exist 4.Work is of self interest 5.Learning enhanced
4% 7% 32%
18% 39%
13% 38%
22% 40%
Fig (xi) Observations: We could clearly infer from the results that majority of the employees would work harder for the organization only when the work is of some value; there is also an inclination to work beyond expectations only when better opportunities for growth exist. We also come across an important fact that majority of the employees would not work if their boss insists.
Question9: I keep myself engaged because:

Options TOTAL AGE Up to 40 Above yrs yrs 27% 33% 66% 0% 7% 0% 63% 0% 3% 0% 40
1.I love my company 2.I want to prove my capabilities 3.I want to please my boss 4.I want to grab more work 5.I want to catch attention
31% 64% 0% 5% 0%
Fig (xii) Observations: It is very clearly reflected here that most employees keep themselves engaged because they want to prove their capabilities, which again is a progressive sign. Almost 30% keep themselves engaged because they have a sense of belongingness to the organization, whereas no one carries out their activities to please their bosses.
Question10. What role does compensation play on employee engagement? Findings:

1.No role 2.Drives motivation 3.Enhances engagement 4.Decisive role 5.Cant say
3% 66% 20% 9% 2%
Fig (xiii) Observations: From the above graph we can easily make out that there is a direct relationship between compensation and motivation with a majority of 69.8% responding to it, which means better compensation policies motivates employees to be productive. A significant relation also lays b/w engagement and compensation.
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Question: 11 What in your opinion is the overall level of engagement in the organization? Findings:
Options TOTAL AGE Up to 40 Above 40 yrs yrs 23% 19% 44% 28% 5% 47% 27% 6%
1.Below 50% 2.50 to 75% 3.75 to 90% 4.Above 90%
21% 46% 28% 6%
Fig (xiv) Observations: We can infer from the above data that the overall engagement level in HHML is moderate, because a majority of 47% believe so, that the overall engagement level is 50 to 75%.Close to it are people with 28% ,with a perception of the engagement level to be 75 to 90%.
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Question: 12 I am aware what is expected of me at work? Findings:
Options
TOTAL
1.Yes 2.No 3.Not sure
90% 2% 8%
AGE Up to 40 Above 40 yrs yrs 95% 84% 5% 3% 0% 13%
Fig (xv) Observations: This is a crystal clear picture of the employees where majority of 90% feel they are aware of what is expected of them at work which is a very positive sign for the employee productivity again.
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Question: 13 Distribution of work in your organization is? Findings:

Options TOTAL AGE Up to 40 yrs 15% 30% 15% 35% 5% Above 40 yrs 21% 27% 11% 41% 0%
1.Balanced 2.Unbalanced 3.Optimum 4.Needs review 5.Cant say
18% 28% 13% 39% 2%
Fig (xvi) Observations: The above data very clearly indicates that the distribution of work in the organization is very lopsided and needs instant review with almost a majority of 40% responding to the option that work distribution in the organization needs review. Distribution of work should be given due consideration.
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Question: 14 Your work related stress is: Findings:

1.Very high 2.Creating depression 3.Mangeable 4.Low 5.No stress
7% 4% 76% 7% 6%
Fig (xvii)
Observations: We can infer from the above graph that majority of employees in the organization can manage their work stress easily, though there are still people in various pockets who feel that their work stress is too high or creating depression, this scenario can also exist due unbalanced distribution of work.
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Question: 15 Normally the pace of your work is: Findings:

1.Stagnant 2.Slow 3.Steady 4.Fast 5.Rapid
3% 7% 42% 36% 12%
Fig (xviii)
Observations: This Question gives us an insight into the pace of work in the organization, which indicates the piling up of work, or back logging is very insignificant, as a meagre 2% and 5% employee feel that their work is either a stagnant or slow. The majority responds that their work is steady.
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Question16. At work place I enjoy: Findings:

1.Routine activities 2.Implementing creative thoughts 3.Attending meetings 4.Crisis management 5.Chit chat friends
17% 66% 0% 15% 2%
Fig (xix) Observations: We can infer from the data that a majority of 66% employees at work place enjoy implementing creative thoughts to routine activities or crisis management which is 17% and 15%, which again indicates that autonomy should be provided to the employees so that they can be more productive and creative. Efforts should be made to enhance their creativity.
Question17. Coming to work place every day is like? Findings:

1.A pleasure 2.A routine 3.A compulsion 4.A pain 5.No opinion
39% 51% 4% 1% 5%
Fig (xx)
Observations: The above data reflects the psyche of the employees, where they feel that coming to office is more like a routine which is a mechanical tendency; whereas there is an extreme minority which feels its a pain or compulsion coming to office. We can also find the second majority of people who find pleasure in coming to workplace.
Question18. Would you suggest your friends, associate or acquaintance to join this company? Findings:
1.No way/Never 2.Probably yes 3.Definitely yes 4.Depends 5.Cant say
9% 41% 33% 17% 0%
Graphical representations of findings:
Fig (xxi)
Observations: The above data clearly depicts that majority of the employees with 41% would probably recommend their company, which shows their lack of confidence in recommending the company with conviction ,Close to it were people who feel that that they would recommend their company by all means. There is a minor section in the company which feels strongly against promoting their organization.
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Question .19 If a better opportunity arrives would you quit your present job?
1.No way /Never 2.Probably yes 3.Definitely yes 4.Depends on opportunity 5.Cant say
15% 25% 10% 46% 4%
Fig (xxii)
Observations: The above graph clearly defines the quitting chances of the employees, there are 46% employees who feel that they would quit the job in case the opportunity is worthy enough compared to present job, whereas 25% people feel they may or may not quit the job. But there is still a significant number who would stick by the job under any circumstances. Categorically if we observe we can find that people below 40 yrs are more inclined towards quitting the job if a better opportunity arrives rather than the employees above 40 yrs.
CONCLUSION
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CONCLUSION
As a crux we can conclude that:
Employee engagement can be defined as the commitment towards work
and the employee are more inclined to it. The study shows that employee engagement can be enhanced if more growth opportunities are provided to the employees along with independence at work place. There can be dissatisfaction among employees if there are less incentives, inadequate resources and harsh boss. These all leads to decline the productivity of employees as well as of the organization. Observation influences human psychology the most. Majority of employees would contribute more to the organization, if their efforts are appreciated. The study shows that majority of the employees in the organization are of the view that they are fully engaged. It is a good sign for the organization. There is a mixed picture of colleagues engagement in the eyes of the other employees which shows a healthy work relationship among employees. Self motivation is a tool which can enhance the productivity of the employees. In some cases proper supervision and recreational activities also works depending upon the situations. If the work carries some value and if there is some opportunity for growth only then the employees will work hard. But it is not in the case if their bosses insist. Employees work for the organization to prove their capabilities not to please their bosses. They also have sense of belongingness to the organization. There is a direct relationship between compensation and motivation which means better compensation policies motivates employees to be productive. The study shows that coming to work place is like compulsion and mechanical tendency for some employees but on the other hand some take it as pleasure. Employees up to age of 40 can quit their present job if they find some good opportunity at any other place.
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RECOMMENDATION
Page 53
RECOMMENDATIONS
The distribution of work should be reviewed in the organization to enhance employee engagement. There should be better autonomy at workplace and it should be delegated down the hierarchy, autonomy was a much talked about issue during employee interaction. Employee creativity should be given due recognition, so that employees feel more affiliated towards their organization. During the research we come across a hard hitting fact that, coming to office is a routine activity for majority of the employees. Efforts should be made to transform into a pleasure, this could be achieved by incorporating more informal practices in the organization. There should be more of recreational activities or other co-curricular activities to be organized in the organization, to uproot the monotony to workplace. Apart from these we can also recommend some employee engagement activities that can be fruitful for the organization. These activities will show more employees involvement. These are: 1. OUTBOUND TRAINING PROGRAM In outbound programs, participants are made to go through various outdoor activities where they will be required to face challenging situations as individuals and teams. This will help them see the importance of communication, leadership, teamwork, planning and delegation. Many consider outbound training as one of the best platforms for personality development, confidence building, team building and learning while having fun. 2. CAREER TRACK It help employees to take an active involvement in their careers with Career Track, an online tool that enables them to communicate their short and longterm career interests and to help us identify available talent. Career Track is a
good source for identifying internal candidates for management positions as well as unionized employees desiring a change of craft, or seeking to join the management ranks. 3. THEME EVENTS Theme Events can be conducted which can add colour and interest to any type of event like formal dinner party or even company conference. When embracing a theme it really is all or nothing and there is no room for compromise with success relying on full commitment to the theme and the creativity to deliver. 4. FORMAL RECOGNITION AWARDS The company can use the setting of all staff gathering to host the award ceremony. The setting will motivate all staff to practice the behaviours and core values of the company in hopes of earning the award. Employees will observe the importance of the award as top management personally greet the winners when their names would be announced. The winner employees will be also presented with a symbolic award on stage by the individual who nominated them for the award. 5. HONOURING THE CREATIVE TALENTS Employee Photo Contest lets employees "take their best shot" for the company's annual corporate calendar. All the photographs that appear in the calendar are taken by Company employees. There will be one grand prize of Rs.1, 000 and 12 prizes of Rs.500. Holiday Drawing Contest can celebrate the creative talents of the children and grandchildren of employees and pensioners. The winning young artist should receive Rs.1, 000 and their artwork should become Company's official holiday season greeting card that will be mailed to thousands of Company customers and suppliers every year.
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BIBLIOGRAPHY
Books 1. Robert J.Vance; Phd.2006; Employee Engagement & Commitment-A guide to understanding, measuring and increasing engagement in your organization; SHRM foundation, (USA). 2. Nitin Vazrani; Employee Engagement Working Paper 05/07 SIES, www.siescoms.edu. Websites: http://www.herohonda.com http://govleaders.org/action_plan.htm www.workforce.com/section/09/article/23/53/40.html http://www.employement-studies.co.uk http://www.govleaders.org\gallup-article2.htm http://www.citehr.com/63008-employee-engagement-activities.html www.opcuk.com/.../examples_of_employee_engagement_approaches.pdf
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ANNEXURES
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QUESTIONNAIRE ON EMPLOYEE ENGAGEMENT
Dear Sir / Madam I am pursuing MBA from the Guru Nanak Institue of Management. I have undertaken a project on Employee Engagement Activities in Hero Honda Motors Ltd. as a part of my MBA course. To understand the same, a questionnaire has been prepared and is in your hand for getting your valuable opinion. I will remain indebted to you for giving your valuable time and judgement in this regard. I take pledge of keeping all the information very secret and will be utilized for the academic purpose only.
DEMOGRAPHIC DETAILS: (Personal Data)
NAME with employee no. DESIGNATION DEPARTMENT AGE A) 20-25 year B) 26-30 year C) 31-35 year D) 36-40 year E) Above 40 year EDUCATIONAL QUALIFICATION
A) 1-5th B) 6-10th C) HSC/ITI D) Diploma E) UG /PG
YOUR EXPERIENCE AT THIS CONCERN A) 0-5 years B) 6-10 years C) 10-15 years D) 16-20years E) More than 20 year ORGANIZATIONAL DETAILS:
(Please tick mark on the selected option as per your perception)
Q1. I.
Employee engagement means: Commitment to work II. Belief in organization IV. Routine work in office hours
III. Busyness/Workload
V. Others (Pls specify) ______________________________________
Q2. What are the drivers of employee engagement? I. Organizational affiliation II. Autonomy/independence at work IV. Recognition/Reward
III. Growth opportunities
Q3. The key hindrance to employee engagement: I. Lack of incentives/ recognition II. Insensitive/Harsh Boss IV. Stress/Work over load
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III. Inadequate resources

Q4. What influences employee contribution? I. Appreciation/Recognition in office II. IV. Monetary incentives Timely feedback from Boss
III. Self motivation V. Autonomy/independence at work
Q5. How would you rate yourself as an engaged worker: I. Over Engaged II. Fully engaged IV. Work Shirker (Avoid work)
III. Moderately engaged V. Pretending to be engaged
Q6. How would you rate your colleagues as engaged employees, they are: I. Actively Engaged II. IV. Moderately engaged Work shirkers (Avoid work)
III. Pretending to be engaged V. Actively Disengaged
Q7. Employee engagement would be enhanced if: I. Soft music plays at work place place III. Proper supervision at work place motivated II. IV. Recreation available at work Employees are self
V. Others (pls specify) ______________________________________
Q8. I would stretch to go that extra mile if:

I.
Boss insists
II. Monetary Rewards attached IV. Work is of self interest
III. Better opportunities exist V. Learning enhanced (value addition)
Q9. I keep myself engaged because: I. I love my company II. I want to prove my capabilities IV. I want to grab more work
III. I want to please my boss V. I want to catch attention
Q10. What role does compensation/reward play on employee engagement? I. No role II. IV. Drives motivation Decisive role
III. Enhances engagement V. Cant say
Q11. What in your opinion is the overall engagement level in the organization? I. Below 50% II. 50 to 75% IV. Above 90%
III. 75 to 90%
Q12. I am aware what is expected of me at work: I. Yes 2. No 3. Not sure
Q13. Distribution of work in your organization is: I. Balanced II. Unbalanced IV. Needs review
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III. Optimum
V. Cant say
Q14. Your work related stress is: I. Very high II. IV. Creating depression Low
III. Manageable V. No stress
Q15. Normally the pace of your work is: I. Stagnant II. IV. Slow Fast
III. Steady V. Rapid
Q16. At work place I enjoy: (Pls tick 1) I. Routine office activities thoughts III. Attending meetings V. ChitChat with friends II. IV. Implementing Crisis Management creative
Q17. Coming to work place every day, is like: I. A pleasure II. A routine
III. A compulsion V. No opinion
IV. A pain
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Q18. Would you suggest your friend, associate or acquaintance to join this company? I. No way/never II. Probably yes IV. Depends
III. Definitely Yes V. Cant say
Q19. If a better opportunity arrives would you quit your present job? I. No way/never II. Probably yes IV. Depends on opportunity
III. Definitely yes V. Cant say
(Thank you for your co operation)
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COMPANY PROFILE AN OVERVIEW

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

HERO HONDA MOTORS LIMITED REGISTERED & CORPORATE OFFICE

NORTH ZONE OFFICE NEW DELHI WEST ZONE OFFICE PUNE

EAST ZONE OFFICE

UNIT I 69km stone Delhi-Jaipur Highway DHARUHERA

UNIT II 38 km stone Delhi-Jaipur Highway GURGAON

UNIT III SIDCUL HARIDWAR

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

MILE STONE IN PAST

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

THE JOY OF BUYING

THE JOY OF CREATING-WORLD CLASS QUALITY

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

1.5 HONDA MOTOR COMPANY, JAPAN

HERO GROUP OF INDUSTRIES

HERO HONDA MOTORS LIMITED

HERO GROUP OF INDUSTRIES, INDIA HONDA MOTORS COMPANY, JAPAN

HERO HONDA MOTORS LIMITED

HERO GROUP OF INDUSTRIES

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

COMPANIES UNDER HERO GROUP OF INDUSTRIES

BRANDS UNDER THE HERO HONDA UMBRELLA

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

KARIZMA SPLENDOR NXG PLEASURE GLAMOUR HUNK PASSION PRO

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

OBJECTIVES & RESEARCH METHODOLOGY

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

OBJECTIVES OF THE STUDY

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

LIMITATIONS OF THE STUDY

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

8 KEY DRIVERS FOR EMPLOYEE ENGAGEMENT

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT APPROACHES FOR ALL EMPLOYEES

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

DATA ANALYSIS & INTERPRETATION

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

Question: 1 Employee engagement means: Findings:

Graphical View of Findings:

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

Question: 2 What are the key drivers of employee engagement? Findings

1.Organisational affiliation 2.Autonomy/Independence at work 3.Growth opportunities 4.Recognistion/Reward 5.Others(Pls specify)

22% 20% 32% 24% 1%

Graphical representation of findings:

Question3 What are the key hindrances to employee engagement? Findings

1.Lack of incentives 2.Insensitive boss 3.Inadequate resources 4.Stres/Workload 5.Others(Pls specify)

48% 17% 22% 9% 5%

Graphical representation of the findings:

EMPLOYEE ENGAGEMENT ACTIVITIES AT HHML

Question: 4 What influences employee engagement? Findings:

43% 15% 18% 12% 13%

Graphical Representation of the findings: