SHRM Project

Mapping of best practices in
eMployee engageMent and

retention
By
Sk Washim Raja.
Preface
The following project was undertaken at IIPM-Kolkata in pursuance of the
Project of the curriculum for the Post Graduate Program in Planning and
Entrepreneurship from IIPM Kolkata. Live Project Program is a Pedagogic
approach that gives the MBA participants an opportunity to apply their budding
Managerial Skills, Strategies and valuable class room learning in real life
projects in an industry.
This project required a group of participant to work for understanding of
corporate problems or situations and their solutions .Collecting necessary
information, identifying critical issues, developing alternative strategies for
addressing the problems ,preparing a plan of action and suggest a set of
recommendations ,report generation and presentation to the management of the
company. In a nutshell, a complete tactical application of whatever we have
learnt from our experienced and highly qualified faculties in our classrooms.
The project covers the details about Mapping of best practices in employee
engagement and retention.
CERTFICATE OF APPROVAL
The following Report titled " Mapping of best practices in

EmployeeEngagement and Retention " is hereby approved as a certified study
inmanagement carried out and presented in a manner satisfactory to warrant its
acceptance as a prerequisite for the award of MBA for which it has been
submitted. It is understood that by this approval the undersigned do not
necessarily endorse or approve any statement made, opinion expressed or
conclusion drawn therein but approve the Project Report only for the purpose it
is submitted.
Name Signature
Faculty Examiner Sk. Maidul ___________________
Declaration of the project
I,SK WASHIM RAJA ,bonafide student of IIPM-Kolkata hereby declare that

this Project programfrom 13/12/ 2011 to 16/12/2011 titled Mapping of best
practices in employee engagement and retention submitted by me to the
Department of Management ,IIPM(Kolkata) in partial fulfilment of
requirements of Post-Graduate Program in Planning and Entrepreneurship
from IIPM,Kolkata carried out by me under guidance of Sk Maidul (Controller
of examination ) of IIPM Kolkata. This information provided here are true and
correct to the best of my knowledge.
Signatures :Institute Name: - IIPM, Kolkata

Place : - Kolkata.
Date :-
Contents
4
Chapter 1( INTRODUCTION)
Employee Retention . 2-6
Chapter 2
Employee Engagement 7-10
Chapter 3
Data collection
Analysis
Interpretation . 11-25
Chapter 4
Conclusions ..............................................26-59
Questionnaire
Bibliography
Introduction
Employee engagement is a complex equation that reflects each individuals unique, personal
relationship with work. The term means different things to different organizations. Some equate it
with job satisfaction, some by gauging employees emotional commitment to their organization but a
conclusive nature and definition of the same cannot be obtained.
To make an effort it can be defined as aligning employees values, goals, and aspirations with those of
the organization in the best method for achieving the sustainable employee engagement requires for
an organization to reach its goals.
Engagement has been hailed as the secret ingredient to competitive advantage and organizational
success since through full engagement of its employees which is seen as an alignment of two factors
simultaneously
1. Maximum job satisfaction (I like my work & do it well )
2. Maximum job contribution
2. Maximum job contribution (I help ACHIEVE the goals of my organization )
organization look for people who are not just committed ,passionate or proud but also have a line of
sight on their future and are enthused and geared up to use their talents and efforts to make a
difference in their employers quest for sustainable business success.
Every thing is relative with respected to another :

From theory of relativity by Albert Robert Einstein
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EMPLOYEE RETENTION TOOLS

1) Offer fair and competitive salaries.
Fair compensation alone does not guarantee employee loyalty, but offering below-market wages
makes it much more likely that employees will look for work elsewhere. In fact, research shows
that if incomes lag behind comparable jobs at a company across town by more than 10 percent,
workers are likely to bolt. To retain workers, conduct regular reviews of the salaries you offer for
all job titles entry-level, experienced staff and supervisory-level. Compare your department's
salaries with statistically reliable averages. If there are significant discrepancies, you probably
should consider making adjustments to ensure that you are in line with the marketplace.
2) Remember that benefits are important too.
Although benefits are not a key reason why employees stick with a company, the benefits you
offer can't be markedly worse than those offered by your competitors
3) Train your front-line supervisors, managers and administrators.
It can't be said often enough: People stay or leave because of their bosses, not their companies. A
good employee/manager relationship is critical to employee satisfaction and retention. Make sure
your managers aren't driving technologists away. Give them the training they need to develop
good supervisory and people-management skills.
4) Clearly define roles and responsibilities.
Develop a formal job description for each title or position in your department. Make sure your
employees know what is expected of them every day, what types of decisions they are allowed to
make on their own, and to whom they are supposed to report.
5) Provide adequate advancement opportunities.
To foster employee loyalty, implement a career ladder and make sure employees know what they
must do to earn a promotion. Conduct regular performance reviews to identify employees'
strengths and weaknesses, and help them improve in areas that will lead to job advancement. A
clear professional development plan gives employees an incentive to stick around.
6) Offer retention bonuses instead of sign-on bonuses.
Worker longevity typically is rewarded with an annual raise and additional vacation time after
three, five or 10 years. But why not offer other seniority-based rewards such as a paid
membership in the employee's professional association after one year, a paid membership toa
local gym after two years, and full reimbursement for the cost of the employee's uniforms after
three years? Retention packages also could be designed to raise the salaries of technologists who
become credentialed in additional specialty areas, obtain additional education or take on more
responsibility. Sign-on bonuses encourage technologists to skip from job to job, while retention
packages offer incentives for staying.
7) Make someone accountable for retention.
Measure your turnover rate and hold someone (maybe you!) responsible for reducing it. In too
many workplaces, no one is held accountable when employees leave, so nothing is done to
encourage retention.
8) Conduct employee satisfaction surveys.
You won't know what's wrong ... or what's right unless you ask. To check the pulse of your
workplace, conduct anonymous employee satisfaction surveys on a regular basis. One idea: Ask
employees what they want more of and what they want less of.
9) Foster an environment of teamwork.
It takes effort to build an effective team, but the result is greater productivity, better use of
resources, improved customer service and increased morale. Here are a few ideas to foster a team
environment in your department:
Make sure everyone understands the department's purpose, mission or goal.
Encourage discussion, participation and the sharing of ideas.
Rotate leadership responsibilities depending on your employees' abilities and the needs of the
team.
Involve employees in decisions; ask them to help make decisions through consensus and
collaboration.
Encourage team members to show appreciation to their colleagues for superior performance or
achievement.
10) Reduce the paperwork burden.
If your technologists spend nearly as much time filling out paperwork, it's time for a change.
Paperwork pressures can add to the stress and burnout that employees feel. Eliminate unnecessary
paperwork; convert more paperwork to an electronic format; and hire non-tech administrative
staff to take over as much of the paperwork burden as is allowed under legal or regulatory
restrictions.
9
11) Make room for fun.

Celebrate successes and recognize when milestones are reached. Potluck lunches, birthday
parties, employee picnics and creative contests will help remind people why your company is a
great place to work.
12) Write a mission statement for your department.
Everyone wants to feel that they are working toward a meaningful, worthwhile goal. Work with
your staff to develop a departmental mission statement, and then publicly post it for everyone to
see. Make sure employees understand how their contribution is important.
13) Provide a variety of assignments.
Identify your employees' talents and then encourage them to stretch their abilities into new areas.
Do you have a great "teacher" on staff? Encourage him/ her to lead an in-service or present a
poster session on an interesting case. Have someone who likes planning and coordinating events?
Ask him to organize a departmental open house. Know a good critical-thinker? Ask him/ her to
work with a vendor to customize applications training on a new piece of equipment. A variety of
challenging assignments helps keep the workplace stimulating.
14) Communicate openly.
Employees are more loyal to a company when they believe managers keep them informed about
key issues. Is a corporate merger in the works? Is a major expansion on the horizon? Your
employees would rather hear it from you than from the evening newscast. It is nearly impossible
for a manager to "over-communicate."
15) Encourage learning.
Create opportunities for your technologists to grow and learn. Reimburse them for CE courses,
seminars and professional meetings; discuss recent journal articles with them; ask them to
research a new scheduling method for the department. Encourage every employee to learn at least
one new thing every week, and you'll create a work force that is excited, motivated and
committed.
16) Be flexible.
Today's employees have many commitments outside their job, often including responsibility for
children, aging parents, chronic health conditions and other issues. They will be loyal to
workplaces that make their lives more convenient by offering on-site childcare centers, on-site
hair styling and dry cleaning, flexible work hours, part-time positions, job-sharing or similar
practices. For example, employees of school-age children might appreciate the option to work
nine months a year and have the summers off to be with their children.
17) Develop an effective orientation program.
Implement a formal orientation program that's at least three weeks long and includes a thorough
overview of every area of your department and an introduction to other departments. Assign a
senior staff member to act as a mentor to the new employee throughout the orientation period.
Develop a checklist of topics that need to be covered and check in with the new employee at the
end of the orientation period to ensure that all topics were adequately addressed.
10
18) Give people the best equipment and supplies possible.

No one wants to work with equipment that's old or constantly breaking down. Ensure that your
equipment is properly maintained, and regularly upgrade machinery, computers and software. In
addition, provide employees with the highest quality supplies you can afford. Cheap, leaky pens
may seem like a small thing, but they can add to employees' overall stress level.
19) Show your employees that you value them.
Recognize outstanding achievements promptly and publicly, but also take time to comment on the
many small contributions your staff makes every day to the organization's mission. Don't forget
these are the people who make you look good!
RETENTION STRATEGIES
Retention of Key employees is critical to the long term health and success of any organization. It
is a known fact that retaining your best employees ensures customer satisfaction, increased
product sales, satisfied colleagues and reporting staff, effective succession planning and deeply
imbedded organizational knowledge and learning.
Employee retention matters as organizational issues such as training time and investment; lost
knowledge; insecure employees and a costly candidate search are involved. Hence failing to
retain a key employee is a costly proposition for an organisation. Various estimates suggest that
losing a middle manager in most organizations costs up to five times of his salary.
The BPOs in India face an enormous challenge in reducing attrition rate and this being a nascent
industry needs to draw parallels, examples from other industry practices as well as develop
innovative Employee Relation Initiatives as highlighted below. This has been classified into three
groups
The Corporate level .
Managerial/supervisory level .
Employee Recognition Initiatives .
Here this article attempts to highlight the strategies for the corporate level.
Corporate Level Retention strategies:Relevance of Retention Strategies in the Indian BPO Industry vis--vis other industries is very
critical to its existence for the following reasons To bring stability in business and increase customer service process.
Nasscom has estimated that the Indian ITES industry will gross over $5.7 billion by 2005
(based on a conservative year-on-year growth of 65 percent by Nasscom).
Staff/employee satisfaction translates directly into money quite quickly in the BPO industry
compared to other industries.
To reduce the pressure on the recruiting process.
Recent acquisition deals both domestic & overseas by BPOs makes it even more critical to
stabilize their back end operations to service new customers.
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Before we proceed its important to understand the underlying reasons for high attrition rates,
which are pretty steep and are around 40-50%. Currently it is about 35% in non-voice and 45% in
voice call centers. About 80% of them look for better careers within the same industry. Agents
want to become team leaders. Team leaders want to become supervisors. Supervisors want the job
of the CEO. Based on my discussions with the experts in the BPO industry, literature and data
available, the following trends are seen as below.
There are varied reasons for the same and the major reasons for attrition rate
are(based on author's sample study): Money - 10% Night shifts - 35% Monotonous/boring job - 30% others - 25%
As seen above from the above data, HR Strategist at the Corporate Level of the BPO Industry
indeed have a huge challenge before them and their approach has to be proactive and they have to
develop Innovative Employee Relation Initiatives as mentioned hereon.
A satisfied employee knows clearly what is expected from him every day at work. Changing
expectations keeps people on the edge and creates unhealthy stress. This creates insecurity and
makes the employee feel unsuccessful. An employees deliverables at work must be
communicated to him clearly and thoroughly.
The quality of the supervision an employee receives is critical to employee retention. Frequent
employee complaints center on these areas. Lack of clarity about expectations,--lack of clarity
about benefits pertaining to performance based incentives.--lack of feedback about
performance,--failure to provide a framework within which the employee perceives he can
succeed.
The ability of the employee to speak his or her mind freely within the organization is another
key factor. Have meetings or dinner once a month, to share the company's vision, the industry's
growth and where they see themselves in this scheme of things.
Using psychometric tests to get people who can work at night and handle the monotony.
Talent and skill utilization is another environmental factor your key employees seek in your
workplace. You just need to know their skills, talent and experience, and take the time to tap into
it.
The perception of fairness and equitable treatment is important.
When an employee is failing at work, Refer to W. Edward Deming's question, "What is about
the work system that is causing the person to fail?" Most frequently, if the employee knows what
they are supposed to do, then the answer is time, tools, training, temperament or talent. The
easiest to solve, and the ones most affecting employee retention, are tools, time
and training. The employee must have the tools, time and training necessary to do their job well or they will move to an employer who provides them.
Another important factor is focus on the process than on the person especially when the
employee is not failing at work.
Implement Competency Models, which should be well integrated, with HR processes like
Selection & Recruitments, Training, Performance appraisal and potential Appraisal.
12
A common complaint or lament during an exit interview is that the employee never felt senior
managers knew he/she existed. In my experience I knew the MD of a company who knew the
first names of all staff including workers to that extent he used to enquire about the well being of
the family members if it was casually mentioned that wife or children aren't keeping well. Senior
managers refer to the president of a small company or a department or division head in a larger
company. They have to take time to meet with new employees to learn about their talents,
abilities and skills. Meet with each employee periodically. They will have more useful
information and keep their fingers on the pulse of organization. It's a critical tool to help
employees feel welcomed, acknowledged and loyal.
The Senior Managers to be involved in the recruitment process if the Recruitment team has
identified potential and cultural fit candidates.
Involve the advisors or team leaders in the interviewing panels.
In Company presentations to potential candidates encourage the employees to share their
experiences.
Your staff members must feel rewarded, recognized and appreciated. Frequently saying thank
you goes a long way. Monetary rewards, bonuses and gifts make the thank you even more
appreciated. Understandable raises, tied to accomplishments and achievements help to retain
staff.
Select the right people in the first place through behavior-based testing and competency
screening
Draw lessons from the Indian Army, for their command and control leadership where the troops
are highly skilled, motivated and morale is high. The comparisons is drawn as both(BPO & army)
have large numbers of employees and army's style of leadership may not relevant to BPOs but it
must be understood & gathered that military organizations are team oriented with continuous
training. Troops expands their skills and experience capabilities they never dreamed possible,
produces a highly motivated and efficient organization. Learning opportunity and responsibility is
the key.
Offer an attractive, competitive, benefits package.
Provide opportunities for people to share their knowledge via training sessions, presentations,
mentoring others and team assignments.
Demonstrate respect for employees at all times. Treat the employees well & provide dignity of
job; follow the maxim of Mr. Marriott that "Ladies & Gentlemen serve the Ladies & Gentlemen".
If a key employee resigns, it should be taken up on a priority basis and kept confidential as far
as possible and the senior management should meet the employee to discuss his reasons for
leaving and evaluate if his issues bear merit and whether they can be resolved
Exit Interviews: Outsource this process to external consultants to get a realistic and unbiased
feedback. This can be a great source of information regarding the shortcomings in a management
system. People want to enjoy their work. Make work fun. Engage, employ the special talents of
each individual.
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. BPOs should endeavor to implement work-life balance initiatives to reinforce the retention
strategies. Innovative and practical employee policies pertaining to flexible working schemes,
granting compassionate and urgency leave, providing healthcare for self, family and dependents,
etc.
Work-life balance policies would have a positive impact on:
Attracting high caliber recruits
Retaining skilled employees
Reduce recruitment costs
Improve employee morale
Maintain a competitive edge
Listen to employees' ideas; never ridicule them.

Offer performance feedback and praise good efforts and results.
Implement organizational culture measurement tools like Adversity Quotient (AQ).
Recognize and celebrate their success.
Staff adequately so overtime is minimized for those who don't want it and people don't wear
themselves out. Get them involved in social causes and fund drives like Tsunami Disaster Relief.
Provide a meaning or a cause to their lives.
Nurture and celebrate organization traditions like Diwali, Holi , Christmas etc.
Communicate goals, roles and responsibilities so that people know what is expected of them and
feel a part of the crowd.
According to research by the Gallup organization, encourage employees to have good, even
best, friends, at work.
Encourage humor& laughter in workplace to deal with stress which will ensure that the
employees are happy which gets reflected in their services especially critical in voice based
transaction.
Feeling valued by their manager in the workplace is a key to high employee motivation and
morale.
Reach out to the families of the potential candidates with sustained and focused messages in the
media about the excellent prospects in the BPO Industry. There is an example of this instancesLate RaiBahadur Mohan Singh Oberoi, Chairman of the Oberoi Group in efforts to makes sure
that many women joined his company went to educational institutions and elicited women's
parents to come to the hotel. He told them " I will walk you in and show you what your daughters
will do with us, please help us to train them".
Excellent Career Growth prospects. -
14
Encourage & groom employees to take up higher positions/openings. If not fulfilled then they
will look outside the organization. Look for talents within the organization and encourage them.
For instance ,if a person has the potential to be a trainer, groom & develop the employee.
Night shifts :Have people from other walks of life to talk about their experiences. Other professions like
Army, Medicine, and shop floor workers also have to work in night shifts.
Have doctors to advise & guide them about their biological clocks and ways & means to deal
with them.
Dietary advice:- Do's and don'ts.
Create the passion that they are doing a yeomen service to the nation by bringing the muchrequired Foreign Exchange.
They are helping people (clients) to make their life easier.
Special lights in the office/workplace to ensure their bodies get sufficient vitamin D.
One distinct disadvantage of night shifts is the sense of disorientation with friends and family
members. Concentrate on this problem and develop innovative solutions and ways to deal with it.
Focused Training & Development Programs- For Associates & Team Leaders
A session on Transactional Analysis during the induction period so that both are made aware of
the
causes for Communication breakdowns & conflicts which affect their mental behavior and stress
which needs to be tackled at the earliest in the right manner.
Those who are working on services verticals - like Banking & Financial services to be imparted
training/knowledge of Vedic Maths, which would help them, calculate the figures quickly without
using calculators.
Creativity & Innovation- Its all about Attitude! A job can be as monotonous or exciting as you
think/believe it to be, as it is all a state of mind. Look for excitement in the job process as it is not
just answering the queries or solving the problems of customers but learning more about the
customer through his voice accent or visualizing his environment/culture.
Encourage the best performers to share their experiences with others and mentor others.
The emphasis is to create the desire to learn, enjoy and be passionate about the work they do.
Meditation Room or deep breath exercises for Associates & Team Leaders - the emphasis is that
they should never be in the stress mode or upset while attending calls of a customer.
15
Hire outstation candidates (from small towns like Amravati, Latur,Nashiketc) and provide them
with shared accommodation.
RETENTION PREACTICES OF SOME

DIFFERRENT COMPANIES
Early responsibilities in career

Flexible and transparent organizational culture
Global opportunities through a variety of exposure and diverse experiences
Performance Recognition
Strong global brand

Value-based environment
Pioneer in many people practices
Learning and growth opportunities

Competitive rewards
Opportunity to grow, learn and implement
Strong social security and employee welfare performance- oriented culture.
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Strong values of trust, caring fairness, and respect within the organization
Freedom to operate at work
Early responsibility in career
Training and learning opportunities
Visible, transparent and accessible leaders
Competitive rewards
Innovative HR programs and practices
Performance-driven Rewards
Its belief in Growing our own timber
Comprehensive development and learning programs
Flat organization, where performance could lead to very quick progression
Challenging work context
Competitive rewards
Exhaustive induction and orientation program
Organization philosophy and culture

Job stability
Freedom to work and innovate
17
Company brand
Open , transparent, and caring organization
Management according to the managing with respect to guiding principles
Training ad development programs
Structured career planning process
Global career opportunities
Companys brand as an employer

Early opportunities for growth
High degree of autonomy
Value compatibility
Innovative people program
Company brand image

Work ethics
Learning and growth opportunities
Challenging work assignments
Growing organization
18
The group brand equity

Strong corporate governance and citizenship
Commitment to learning and development
Best in people practices
Challenging assignments
Opportunity to work with fortune 500 clients
Organization Environment.
19
EMPLOYEE ENGAGEMENT
20
A positive attitude held by the employee towards the organization and its values. An engaged
employee works with colleagues to improve performance within the job for the benefit of the
organization. The organization must work to develop and nurture engagement, which requires a
two-way relationship between employer and employee. Employee engagement is a partnership
between a company and its employees.
Most organizations today realize that a satisfied employee is not necessarily the best employee in
terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is intellectually and
emotionally bound with the organization who feels passionate about its goals and is committed
towards its values thus he goes the extra mile beyond the basic job. Employee engagement is a
powerful retention strategy. An engaged employee gives his company his 100 percent. When
employees are effectively and positively engaged with their organization, they form an emotional
connection with the company. Employee engagement is a barometer that determines the
association of a person with the organisation. It is about creating the passion among associates to
do things beyond what is expected from him.
Aspects of Employee Engagement
Three basic aspects of employee engagement according to the global studies are: The employees and their own unique psychological make up and experience
The employers and their ability to create the conditions that promote employee engagement
Interaction between employees at all levels.
Thus it is largely the organizations responsibility to create an environment and culture conducive
to this partnership, and a win-win equation.
Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are different typesofpeople:Engaged--"Engaged" employees are builders. They want to know the desired expectations for
their role so they can meet and exceed them. They're naturally curious about their company and
their place in it. They perform at consistently high levels. They want to use their talents and
strengths at work every day. They work with passion and they drive innovation and move their
organization forward.
Not Engaged---Not-engaged employees tend to concentrate on tasks rather than the goalsand
outcomes they are expected to accomplish. They want to be told what to do just so they can do it
and say they have finished. They focus on accomplishing tasks vs.achieving an outcome.
Employees who are not-engaged tend to feel their contributionsare being overlooked, and their
potential is not being tapped. They often feel this waybecause they don't have productive
relationships with their managers or with theircoworkers.
Actively Disengaged--The "actively disengaged" employees are the "cave dwellers."They're
"Consistently against Virtually Everything." They're not just unhappy at work;they're busy acting
out their unhappiness .They sow seeds of negativity at every opportunity. Every day, actively
disengaged workers undermine what their engaged coworkers accomplish. As workers
increasingly rely on each other to generate products and services, the problems and tensions that
are fostered by actively disengaged workers can cause great damage to an organization's
functioning .
Importance of Engagement
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Engagement is important for managers to cultivate given that disengagement or alienation is

central to the problem of workers lack of commitment and motivation (Aktouf). Meaningless
work is often associated with apathy and detachment from ones works (Thomas and Velthouse).
In such conditions, individuals are thought to be estranged from their selves (Seeman, 1972)
.Other Research using a different resource of engagement (involvement and enthusiasm) has
linked it to such variables as employee turnover, customer satisfaction loyalty, safety and to a
lesser degree, productivity and profitability criteria (Harter, Schnidt& Hayes, 2002).
An organizations capacity to manage employee engagement is closely related to its ability to
achieve high performance levels and superior business 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 more 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 thereby improves customer satisfaction and service levels
It builds passion, commitment and alignment with the organizations strategies and goals
Increases employees trust in the organization
Creates a sense of loyalty in a competitive environment
Provides a high-energy working environment
Boosts business growth
Makes the employees effective brand ambassadors for the company
A highly engaged employee will consistently deliver beyond expectations. In the workplace
research on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked
employees whether they have the opportunity to do what they do best everyday. While one in
five employees strongly agree with this statement. Those work units scoring higher on this
perception have substantially higher performance. 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 link between employee engagement, customer loyalty, and
profitability. As organizations globalize and become more dependent on technology in a virtual
working environment, there is a greater need to connect and engage with employees to provide
them with an organizational identity.
Factors Leading to Employee Engagement-
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Studies have shown that there are some critical factors which lead to Employee engagement.
Some of them identified are
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.
Career Development Effective Management of Talent Career development influences
engagement for employees and retaining the most talented employees and providing opportunities
for personal development.
Leadership- Clarity of Company Values Employees need to feel that the core values for which
their companies stand areunambiguous 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 stand ards 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
whichemployees 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.
Other factors
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
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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.
How to measure Employee Engagement?

Gallup research consistently confirms that 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 that engaging and
involving employees make good business sense and building shareholder value. Negative
workplace relationships may be a big part of why so many employees are not engaged with their
jobs.
Step I: Listen
The employer must listen to his employees and remember that this is a continuous process. The
information employees supply will provide direction . This is the only way to identify their
specific concerns. When leaders listen, employees respond by becoming more engaged. This
results in increased productivity and employee retention. Engaged employees are much more
likely to be satisfied in their positions, remain with the company, be promoted, and strive for
higher levels of performance.
Step II: Measure current level of employee engagement
Employee engagement needs to be measured at regular intervals in order to track its contribution
to the success of the organization. But measuring the engagement (feedback through surveys)
without planning how to handle the result can lead employees to disengage. It is therefore not
enough to feel the pulsethe action plan is just as essential.
Knowing the Degree in which Employees Are Engaged?

Employee engagement satisfaction surveys determine the current level of employee engagement.
A well-administered satisfaction survey will let us know at what level of engagement
theemployees are operating. Customizable employee 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. The key to successful employee satisfaction surveys
is to pay close attention to the feedback from the staff. It is important that employee engagement
24
is not viewed as time action. Employee engagement should be a continuous process of measuring,
analyzing, defining and implementing.
EMPLOYEE ENGEGEMENT starts right at the selection stage:
Choosing the right fit, giving a realistic job preview
Strong induction and orientation programme
To keep up the morale of people and drive them towards excellent performance through
recognition letters, profit sharing schemes, long performance awards etc.
Regular feedback to all people
Communication forums like the in-house magazine, and regular surveys and conferences
By helping to maintain the quality of work-life and a balance between personal / professional
lives, there are recreational activities like festivities, get-togethers, sports etc.
An open and transparent culture to empower its people.
Employee engagement in action: Sun Microsystems

Employee engagement becomes that much more critical in such a virtual or global environment.
Employee engagement is imperative for an organization like Sun as they operate in virtual teams
across the world: At Sun the virtual nature is partly due to flexible working practices. While
flexible working arrangements are a plus for many employees and reduces facility costs for the
organization, that flexibility comes with some downsides like; isolation, loneliness and an
increase in personal distractions Isolation, especially when paired with the demands of work in an
increasingly competitive environment, can wear down the sense of connection, commitment and
excitement about any job. Thus a critical challenge for managers of virtual teams is how to keep
remote employees engaged.
At Sun, the concept of employee engagement starts right from the top:
Scott McNealy, the CEO, interacts with Sun employees through WSUN, a forum on Suns
intranet. He uses this to sustain an active an ongoing dialogue on the corporate goals and
direction. Through this interactive on-line resource he also solicits their feedback and opinions
Other senior management members like Jonathan Schwartz, the COO, engages with employees
on technology directions through his personal blog.
Business Unit Heads and Executive Vicepresidents have a target of holding six town halls
with employees every year across the globe.
At the country level, Senior Management is tasked with constantly engaging employees through
various forums, communication media and events to build excitement and passion including
some that also reach out to the employees families.
25
DIAGONESTICS TOOLS FOR EMPLOYEE ENGAGEMENT INCLUDE THE

FOLLOWING
Training
Development
Career
Performance appraisals
Performance management
Communication
Equal opportunity
Fair treatment
Pay
Benefits
Health
Safety
Cooperation
Family orientation
Friendliness
Job satisfaction
Which helps to create - feeling valued and involved which is

ENGAGEMENT
Factors for Higher Employee Engagement
Understanding of corporate goals/mission
Understanding of job and how it contributes to overall corporate goals
Clear communication of goals, expectations, directions
Job design
Job fit
Support and tools
Independence & innovation
Relationship with boss/direct reports
Clear feedback on performance
Recognition
Learning and development opportunities
Opportunities for advancement
Pride in organization
Employee input
Employee involvement in decision making
Work-life balance
Workplace culture/morale
Co-worker relationships/good team environment (enjoy colleagues)
Fair HR practices
26
Measuring the Impact of Employee Engagement

SOME USEFUL COMPANY ENGAGEMENT PROGRAMS COULD INCLUDE
A daily column, written by Directors, Chairman, on the intranet with company announcements
/ programs etc.
Online real-time tracking of progress. Employees can view company progress towards targets /
goals.
Provide long term strategic vision for business growth.
Employee suggestion systems / quick responses.
Weekly blog related to serious business issues and staff to read / comments.
27
28
ANALYSISANDINTERPRETATION of the questionnaire

1. Appropriate planning, scheduling, budgeting, controlling and allocation of adequate and
required resources for each employee of the organization.
Relevant?Irrelevant? Significance: 1 2 3 4 5
RESULTS ARE RELEVANT FOR FIVE COMPANIES
Table-2: Represents the rate of significance the above mentioned practice.
SIGNIFICANCE OF THE PRACTICE

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
0
5
TOTAL
5
ANALYSIS
We actually visited 5 companies.The companies are two leather company,one is ACC
Limited,one is Amrit feeds and another is WebelHcl It Academy.All of the delphis of every
company feel that all the practices related to employee engagement and retention is relevant.Now
we rate the significance of relevant with pointer system: 1 Very Low Significance, 2 Low
Significance, 3 Quite Significant, 4 High Significance, 5 Very High Significance
INTERPRETATION
All the delphis of the 5 companies whom we talked and provided the questionnaire regarding to
employee engagement and retention,they think that everi practices are relevant.All the delphis
with whom we talk they think that for an organization it is very much required to make a proper
planning,scheduling,budgeting,sontroling and allocating required resources for employees to
retain them.So this practice is very much relevant.
1. Competency based, merit based and objective driven process of recruitment and
selection.
Relevant?
Irrelevant?
Significance: 1

Table-2: Represents the rate of significance the above mentioned practice.
29

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
2
3
TOTAL 5
ANALYSIS
INTERPRETATION\
employee engagement and retention,they think that everi practices are relevant. Out of 5 delphis 2
of them feels that the practice of competency based,meritbaed and Objective driven process of
recruitment and selection is high significant and 3 feel very high significant.So this practice is
very much relevant.
3. Objective and unbiased selection process which are valid and reliable.

1
2
3
4
30
NUMBER OF DELPHIS
0
0
0
2
5
TOTAL
3
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are relevant. Out of 5 delphis 3
think that the practice of objective and selection process are valid and reliable is very highly
significant and 2 think it is high significane.So when an organisation selecting and recruiting
employee the process should be unbiased and there should be an objective to retain employees
4.Program for orientation, acclimatization, sensitization of new employees with company

culture, rules and regulations.

1
2
3
4
5
31
NUMBER OF DELPHIS
0
0
1
0
4
TOTAL
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are relevant.Out of 5 delphis 4
think that the practice of programming for orientation, acclimatization, sensitization of new
employees with company culture, rules and regulations is very highly significant and one thinks
that it is quite significant.This implies that all organisation shold have an orieantation program for
employees to adapt with the organisation,sculture,rules and regulation.
5.Communication and reinforcement of job roles, key responsibilities and key result areas
to all employees.

1
2
3
4
5
32
NUMBER OF DELPHIS
0
0
0
1
4
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are relevant.. 1 out of the 5
Delphis thinks that the practice of Communication and reinforcement of job roles, key
responsibilities and key result areas to all employeesis of High Significance . 4 Delphis feel
that this practice is of Very High Significance in an organization.This means there sholud be
proper communication and reinforcement of job roles, key responsibilities and key result areas to
all employeesto avoid the low performance.
6.Transparency and clarity in communication about required accomplishments in various

roles and work goals.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
3
2
TOTAL
5
ANALYSIS
33
INTERPRETATION
employee engagement and retention,they think that everi practices are relevant. Among 5 delphis
3 think that the practice of Transparency and clarity in communication about required
accomplishments in various roles and work goals is very highly significant and 2 think that high
significant. It is very important for organizations to have transparency and clarity in
communication about required accomplishments in various roles and work goals to all
employees.
7.Appropriate, bias free, impartial, and democratic process for handling employee
grievances and complaints.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
1
4
TOTAL
5
ANALYSIS
34
INTERPRETATION
employee engagement and retention,they think that everi practices are Relevant. 1 out of the 5
Delphis thinks that the practice of Appropriate, bias free, impartial, and democratic process for
handling employee grievances and complaintsis high significance and 4 think that very high
significant.So it is very much required to handle the employee complaints and grievances in
appropriate manner,so the employees do not feel uncomfortable in the organization and helps in
retaining and employment engagement.
8.Clear cut communication about an employees contribution in overall achievement of

organizational goals.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
0
5
TOTAL
5
ANALYSIS
INTERPRETATION
35
employee engagement and retention,they think that everi practices are relevant.In this case every
delphis whom we interviewed they felt that the practice of Clear cut communication about an
employees contribution in overall achievement of organizational goalsis very highly
significant.So there should be clear cut communication about every employees job roles and
reponssibilities to achieve organization goal.
9.Appropriate degree of decision making authority to each employee in congruence with his
achievable goals.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
1
3
TOTAL
5
ANALYSIS
INTERPRETATION
36
employee engagement and retention,they think that everi practices are Relevant.Among them 3
think the practice of .Appropriate degree of decision making authority to each employee in
congruence with his achievable goalsis very highly significant,one think that it is high
significant ant one think it is quiet significant.So it is important for the organization to provide the
degree of authority to take decision by own to retain the employees.
10.Transparent and clear cut set of policies, rules and regulations governing employee work
behaviour and inter-personal behaviour are communicated to each employee.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
0
4
TOTAL
5
ANALYSIS
Limited, one is Amrit feeds and another is WebelHcl It Academy.All of the delphis of every
company feel that all the practices related to employee engagement and retention is relevant. Now
we rate the significance of relevant with pointer system: 1 Very Low Significance, 2
Significance, 3 Quite Significant, 4 High Significance, 5 Very High Significance.
INTERPRETATION
employee engagement and retention,they think that everi practices are Relevant.Among 5 delphis
4 think that the practice of Transparent and clear cut set of policies, rules and regulations
governing employee work behaviour and inter-personal behaviour are communicated to each
37
employeeis very highly significant and 1 think that it is significantSo every organiosation need
to prepare clear cut set of policies, rules and regulationsgoverning employee work behaviour and
inter-personal behaviourto each employee in order to retain and engage them in an organization.
11.Maintaining equity in all human resource management issues.


1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
3
1
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are Relevant.Among them one
think that the practice of Maintaining equity in all human resource management issuesis very
highly significant,3 think high significant and one think quite significant. It is important for all
organizations to maintain equity in all human resources management issues in order to retain and
engage its employees.
38
12.Appropriate process for identification, development and tracking of high potential

employees for taking successive leadership roles.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
3
2
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are Relevant. Among them 2
think that the practiighsignificant.ce of Appropriate process for identification, development and
tracking of high potential employees for taking successive leadership rolesis very high
significant and 3 think that it is high significant.
So for the organization they should emphasize on appropriate process for identification,
development and tracking of high potential employees for taking successive leadership roles in
future.
39
13.Clearly defined career advancement planning and career progression opportunities for
each employee and communication Fair, equitable about the same from time to time.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
3
2
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are Relevant.Out of them 2
think that the practice of Clearly defined career advancement planning and career progression
opportunities for each employee and communication about the same from time to timeis very
high significant and 3 think that it is high significant. For organizations to achieve success, it is
very important to clearly define the career advancement planning and career progression
opportunities and communicate it from time to time in order to engage and retain employees.
40
14. Fair, equitable and consistent compensation packages for each employee
RESULTS ARE RELEVANT FOR FIVE COMPANIES\

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
0
4
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are Relevant. Out of them 4
think the practice of Fair, equitable and consistent compensation packages for each employee
is very high significant and 1 think it is quite significant.So the organization need to prepare a
Fair, equitable and consistent compensation packages for each and every deserving employees as
the compensation plays a vital role for retaining the employees.
41
15.Maintaining internal and external equity in compensation design for each level of
employee.
Relevant

1
2
3
4
5
NUMBER OF DELPHIS
0
1
1
3
TOTAL

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
1
0
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are relevant.Out of them 3
think that the practice of Maintaining internal and external equity in compensation design for
each level of employeeis very high significant,1 think that it is high significant and another 1
think that it is quite significant.So every organization needs to formulate right compensation for
each level of employee. Therefore maintaining internal and external equity in compensation
design for each level of employee is very important.
16. Performance linked compensation design.
42

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
1
3
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are Relevant.Out of them 3
think that the practice of Performance linked compensation designis very high significant,1
think that it is high significant and another 1 think that it is quite significant.In order to achieve
the organization goal every employees need to give 100% performance.So the organization has to
formulate a performance based compensation to motivate more and retain in the organization.
17.Active investment in employee learning and development by the organization.

43

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
2
2
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention, they think that every practices are Relevant. Out of them 2
think that the practice of Active investment in employee learning and development by the
organizationis very high significant 2 think that it is high significant and 1 think that it is quite
significant. The learning is the key thing for employees to grew up, so every employees have
aspiration to learn and develop themselves. Therefore organization should invest in employee
learning and development bin order to retain employees.
18.Functional, effective and healthy inter-personal relationship among employees.


1
2
3
44
NUMBER OF DELPHIS
0
0
0
4
5
TOTAL
1
4
5
ANALYSIS
INTERPRETATION
think that the practice of Functional, effective and healthy inter-personal relationship among
employeesis very high significant and 1 think that it is high significant.To retain employees
organization must need to create such environment and should take care of the Functional,
effective and healthy inter-personal relationship among employees.
19. Objective, bias free and equitable performance appraisal / performance management
process.

1
2
3
4
5
45
NUMBER OF DELPHIS
0
0
1
1
3
TOTAL
5
ANALYSIS
Significance, 3 Quite Significant, 4 High Significance, 5 Very High Significance.
INTERPRETATION
think that the practice of Objective, bias free and equitable performance appraisal /
performance management processis very high significant and 1 think that it is high significant
and another 1 think that it is quite significant.Organisation should have bias free and equitable
performance appraisal / performance management process.Otherwise employees will have
negative feed back about the organization and can not retain the employees.
20.Employees are given consistent and continuous feedback about performance rather that
periodic feedback process.

1
2
3
4
5
46
NUMBER OF DELPHIS
0
0
0
3
2
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention, they think that every practices are Relevant .Out of them 2
think that the practice of giving consistent and continuous feedback about performance rather
that periodic feedback process3 think that it is high significant. This helps the employees to
understand their actual performance and the scope of and the scope of improvement and
organization can retain the employees.
21.Employee training and development plans are linked with employee performance and
job requirement.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
2
2
TOTAL
5
ANALYSIS
47
INTERPRETATION
employee engagement and retention,they think that everi practices are
Relevant. Out of them 2 think that the practice of Employee training and development plans
are linked with employee performance and job requirementis very high significant,2 think that it
is high significant and 1 think that it is quite significant.So organization has to formulate a plan of
employee training and development which should be linked with employee performance and job
requirement in order to retain and engagement of employees.
22.Employees can transfer competencies acquired by training program in accomplishment

of job.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
5
0
TOTAL
5
ANALYSIS
INTERPRETATION
Out of the 5 Delphis interviewed, all 5 of them think that the above mentioned practice is
48
Relevant.All of them feel that the practice of Employees can transfer competencies acquired by
training program in accomplishment of jobis high significant.Organisation has to prepare the
training program in suach a way that whatever the learn during traning program employee can
deliver the competencies wile doing actual job.
23.Job and role assignments are given in accordance to ones competencies, performance
and career aspirations.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
2
3
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention,they think that everi practices are
Relevant. Out of them 3 think that the practice of Job and role assignments are given in
accordance to ones competencies, performance and career aspirationsis very high significant
and 2 think that it is high significant.Every individual has different set of skills,competencies and
49
career aspiration.So organization has to understand this things and job responsibilities has to be
delivered in accordance to this in order to retain employees.
24. Planning and implementing programs for fostering socialization among employees.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
3
1
TOTAL
5
ANALYSIS
INTERPRETATION
employee engagement and retention ,they think that every practices are Relevant. Out of them 1
think that the practice of Planning and implementing programs for fostering socialization
among employeesis very high significant, 3 think that it is high significant and 1 think that it is
quite significant. Organisation has to plan some socialization program like picnic, partiesetc
fostering socialization among employees and to retain them.
50
25.Active investment by the organization to develop and maintain an appropriate work

life balance for the employees.
Relevant

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
2
2
TOTAL
Irrelevant

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
1
0
TOTAL
5

INTERPRETATION
think that the practice of Active investment by the organization to develop and maintain an
51
appropriate work life balance for the employeesis very high significant and 3 think that it is
high significant.Organisation has to prepare the work schedule in such a way that it should not
hamper the life of employees also and it helps to retain the employees.
26.Active investment by the organization to develop and maintain an appropriate quality of

work life for the employees.
Relevant

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
2
3
TOTAL
5
ANALYSIS
INTERPRETATION
think that the practice of Active investment by the organization to develop and maintain an
appropriate quality of work life for the employeesis very high significant and 2 think that is high
significant. Good quality of work life is a major factor that impacts the job performance of all
employees in an organization.So organization need to create such environment that it maintains
quality of life of the employees and retain them.
52
27.Employees suggestions in regards to organizations business and management are given

appropriate platform for expression.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
1
3
TOTAL
5
ANALYSIS
INTERPRETATION
think that the practice of Employees suggestions in regards to organizations business and
management are given appropriate platform for expressionis very high significant, 1 think that it
is high significant and 1 think that it is quite significant.For the business development of an
organization,every employees suggestion is important,so top management needs to create such a
platform so that every employees can provide their expression.
53
28.Employees are free within the policy framework and technical parameters to accomplish
work goals and tasks in any suitable way that the employees may think to be fit.

1
2
3
4
5
NUMBER OF DELPHIS
0
0
1
3
1
TOTAL
5
ANALYSIS
INTERPRETATION
think that the practice of Employees are free within the policy framework and technical
parameters to accomplish work goals and tasks in any suitable way that the employees may think
to be fitis very high significant, 3 think that it is high significant and 1 think that it is quite
significant. Every organization should create such policies so that they understand that they are
free within the policy framework and technical parameters to accomplish work goals and tasks in
any suitable way that the employees may think to be fit and helps to retain the employees.
29.Senior Managers and leaders are trained to show a lot of empathy towards the
employees.
54

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
1
4
TOTAL
5
ANALYSIS
INTERPRETATION
All the Delphis of the 5 companies whom we talked and provided the questionnaire regarding to
employee engagement and retention, they think that every practices are Relevant. Out of them 4
think that the practice of Senior Managers and leaders are trained to show a lot of empathy
towards the employeesis very high significant, 1 think that it is high significant. There are lots of
key responsibilities given to the senior managers and leaders. So it is very much required to train
them so that they show lots of empathy towards the employees . Effective & Efficient Leadership
of the Senior management helps engaging and retaining employees in an organization.
30.Employee exit process is handled professionally and without any hassle to the exiting
employees.
55

1
2
3
4
5
NUMBER OF DELPHIS
0
0
0
1
4
TOTAL
5
ANALYSIS
Limited ,one is Amrit feeds and another is WebelHcl IT Academy.All of the delphis of every
INTERPRETATION
think that the practice of Employee exit process is handled professionally and without any
hassle to the exiting employeesis very high significant, 1 think that it is high significant.
Organization should formulate the existing process in such a manner so that when an employee
will leave the organization there should be no hassle. This will create a goodwill about the
company and employee can rethink about coming back in future.
56
Conclusion
We visited in 5 different companies.We showed all the questionnaire related to employee
engagement and retention to every delphis of those 5 companies.Everybody gave different
opinion but everybody are agree that all the practices related to employee engagement and
retention are relevant.
1.All the delphis feel that for an organization appropriate planning, scheduling, budgeting,
controlling & allocation of adequate and required resources for each employee is very much High
Significant.
57
2. Out of 5 delphis 3 feel that competency based, merit based and objective driven process of
recruitment and selection is of Very High Significance and 2 feel that it is High Significant.
3.Out of 5 delphis 3 think that the practice of objective and unbiased selection process are valid
and reliable is very highly significant and 2 think it is high significane.
4. Out of 5 delphis 4 think that the practice of programming for orientation, acclimatization,
sensitization of new employees with company culture, rules and regulations is very highly
significant and one thinks that it is quite significant.
5. Out of 5 delphis 1 think that the practice of Communication and reinforcement of job roles,
key responsibilities and key result areas to all employeesis of High Significance . 4 Delphis
feel that this practice is of Very High Significance in an organization.
6. Out of 5 delphis 3 think that the practice of Transparency and clarity in communication about
required accomplishments in various roles and work goals is very highly significant and 2 think
that high significant.
7. Out of 5 delphis 1 think that the practice of Appropriate, bias free, impartial, and democratic
process for handling employee grievances and complaintsis high significance and 4 think that
very high significant.
8. Out of 5 delphis every delphis whom we interviewed they felt that the practice of Clear cut
communication about an employees contribution in overall achievement of organizational goals
is very highly significant.
9. Out of 5 delphis 3 think the practice of .Appropriate degree of decision making authority to
each employee in congruence with his achievable goalsis very highly significant,one think that it
is high significant ant one think it is quiet significant.
10. Out of 5 delphis 4 think that the practice of Transparent and clear cut set of policies, rules
and regulations governing employee work behaviour and inter-personal behaviour are
communicated to each employeeis very highly significant and 1 think that it is significant.
11. Out of 5 delphis one think that the practice of Maintaining equity in all human resource
management issuesis very highly significant,3 think high significant and one think quite
significant.
12. Out of 5 delphis 2 think that the practice of Appropriate process for identification,
development and tracking of high potential employees for taking successive leadership rolesis
very high significant and 3 think that it is high significant.
13. Out of 5 delphis 2 think that the practice of Clearly defined career advancement planning
and career progression opportunities for each employee and communication about the same from
time to timeis very high significant and 3 think that it is high significant.
14. Out of 5 delphis 4 think the practice of Fair, equitable and consistent compensation
packages for each employeeis very high significant and 1 think it is quite significant.
58
15. Out of 5 delphis them3 think that the practice of Maintaining internal and external equity in
compensation design for each level of employeeis very high significant,1 think that it is high
significant and another 1 think that it is quite significant.
16. Out of 5 delphis 3 think that the practice of Performance linked compensation designis
very high significant,1 think that it is high significant and another 1 think that it is quite
significant.
17. Out of 5 delphis 2 think that the practice of Active investment in employee learning and
development by the organizationis very high significant 2 think that it is high significant and 1
think that it is quite significant.
18. Out of 5 delphis 4 think that the practice of Functional, effective and healthy inter-personal
relationship among employeesis very high significant and 1 think that it is high significant.
19. Out of 5 delphis 3 think that the practice of Objective, bias free and equitable performance
appraisal performance management processis very high significant and 1 think that it is high
significant and another 1 think that it is quite significant.
20. Out of 5 delphis 2 think that the practice of giving consistent and continuous feedback
about performance rather that periodic feedback process3 think that it is high significant.
21. Out of 5 delphis 2 think that the practice of Employee training and development plans are
linked with employee performance and job requirementis very high significant,2 think that it is
high significant and 1 think that it is quite significant.
22. Out of 5 delphis all of them feel that the practice of Employees can transfer competencies
acquired by training program in accomplishment of jobis high significant.
23. Out of 5 delphis 3 think that the practice of Job and role assignments are given in
accordance to ones competencies, performance and career aspirationsis very high significant
and 2 think that it is high significant.
24. Out of 5 delphis 1 think that the practice of Planning and implementing programs for
fostering socialization among employeesis very high significant, 3 think that it is high
significant and 1 think that it is quite significant.
25. Out of 5 delphis 2 think that the practice of Active investment by the organization to
develop and maintain an appropriate work life balance for the employeesis very high
significant and 3 think that it is high significant.
26. Out of 5 delphis 3 think that the practice of Active investment by the organization to
develop and maintain an appropriate quality of work life for the employeesis very high
significant and 2 think that is high significant.
27. Out of 5 delphis 3 think that the practice of Employees suggestions in regards to
organizations business and management are given appropriate platform for expression
is very high significant, 1 think that it is high significant and 1 think that it is quite significant.
28. Out of 5 delphis 1 think that the practice of Employees are free within the policy
framework and technical parameters to accomplish work goals and tasks in any suitable way that
59
the employees may think to be fitis very high significant, 3 think that it is high significant and 1
think that it is quite significant.
29. Out of 5 delphis 4 think that the practice of Senior Managers and leaders are trained to
show a lot of empathy towards the employeesis very high significant, 1 think that it is high
significant.
30. Out of 5 delphis 4 think that the practice of Employee exit process is handled
professionally and without any hassle to the exiting employeesis very high significant, 1 think
that it is high significant.
LIMITATIONS OF THE SUTDY
60
A. The population under study was limited to only 5 Delphis / Experts of human resource
management. Such a small population does not symbolize the preference of the entire
employee base of India with regards to Employee Engagement and Retention
practices.
B. The study is mainly limited to Kolkata. This limits the scope of the study. As work
culture varies from state to state in India, the geographic limitation is not symbolic of
the entire employee population in India.
ANNEXURE
EMPLOYEE ENGAGEMENT & RETENTION
61
Dear Sir,
We, students of IIPM Kolkata, have undertaken a project to map the best practices in
employee engagement and retention. It will be of great help to us if you could spare a few
minutes out of your busy schedule and answer the following questions which aim to capture
your opinion and expert knowledge in the area of human resources management.
We remain obliged,
Apurba Gupta
BithiSen
Preethi Thomas
Saurav Das
Syed G. Gaous
__________________________________________________________________________
Please find below a list of 30 statements which depict employee engagement and retention
practices in organizations. What we require you to do:
1. Please opine whether a statement could be relevant in regards to employee
engagement and retention.
2. If you think a statement depicts a practice which is relevant, the please rate the
statement in regards to its significance in achieving a high level of employee
engagement and retention. Use a scale of 1-5 to rate, 5 meaning Very High
Significance and 1 meaning Very Low Significance.
3. Use tick () to express your choice of answer.
4. You may correct any statement if you feel the statement is not written appropriately.
5. Apart from these statements of practices, we will really appreciate if you could
mention any practice which we might have missed out.
6. The practice statements are mentioned below.
Statements
1. Appropriate planning, scheduling, budgeting, controlling and allocation of adequate
and required resources for each employee of the organization
a. Relevant?
Irrelevant?
Significance: 1
2
62
2. Competency based, merit based and objective driven process of recruitment and
selection.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
3. Objective and unbiased selection process which are valid and reliable.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
4. Program for orientation, acclimatization, sensitization of new employees with
company culture, rules and regulations.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
5. Communication and reinforcement of job roles, key responsibilities and key result
areas to all employees.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
6. Transparency and clarity in communication about required accomplishments in
various roles and work goals.
a. Relevant?
Irrelevant?
Significance: 1
7. Appropriate, bias free, impartial, and democratic process for handling employee
grievances and complaints.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
8. Clear cut communication about an employees contribution in overall achievement of
organizational goals.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
9. Appropriate degree of decision making authority to each employee in congruence
with his achievable goals.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
10. Transparent and clear cut set of policies, rules and regulations governing employee
work behaviour and inter-personal behaviour are communicated to each employee.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
11. Maintaining equity in all human resource management issues.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
12. Appropriate process for identification, development and tracking of high potential
employees for taking successive leadership roles.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
13. Clearly defined career advancement planning and career progression opportunities for
each employee and communication about the same from time to time.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
14. Fair, equitable and consistent compensation packages for each employee.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
15. Maintaining internal and external equity in compensation design for each level of
employee.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
16. Performance linked compensation design.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
17. Active investment in employee learning and development by the organization.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
63
5
5
5
18. Functional, effective and healthy inter-personal relationship among employees.

a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
19. Objective, bias free and equitable performance appraisal / performance management
process.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
20. Employees are given consistent and continuous feedback about performance rather
that periodic feedback process.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
21. Employee training and development plans are linked with employee performance and
job requirement.
a. Relevant?
Irrelevant?
Significance: 1
22. Employees can transfer competencies acquired
2
by
3
training
4
5
program in
accomplishment of job.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
23. Job and role assignments are given in accordance to ones competencies, performance
and career aspirations.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
24. Planning and implementing programs for fostering socialization among employees.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
25. Active investment by the organization to develop and maintain an appropriate work
life balance for the employees.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
26. Active investment by the organization to develop and maintain an appropriate quality
of work life for the employees.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
27. Employees suggestions in regards to organizations business and management are
given appropriate platform for expression.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
28. Employees are free within the policy framework and technical parameters to
accomplish work goals and tasks in any suitable way that the employees may think to
be fit.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
29. Senior Managers and leaders are trained to show a lot of empathy towards the
employees.
a. Relevant?
Irrelevant?
Significance: 1
2
3
4
5
30. Employee exit process is handled professionally and without any hassle to the exiting
employees.
a. Relevant?
Irrelevant?
Significance: 1
64
-: Bibliography :Jteresko Driving employee engagement www.industryweek.com, Sept. 2004.

Michael Treacy Employee Engagement higher at DDG company Hewitt Research.
www.wikipedia.com
www.citehr.com
www.scribd.com
www.a2zmba.blogspot.com
www.hrmba.blogspot.com
www.hr.com
www.opcuk.com
www.hranexi.com
http://www.nasscom.in/Nasscom/templates/NormalPage.aspx?id=55394
65
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Mapping of best practices in

eMployee engageMent and

The following Report titled " Mapping of best practices in

Declaration of the project

I,SK WASHIM RAJA ,bonafide student of IIPM-Kolkata hereby declare that

Signatures :Institute Name: - IIPM, Kolkata

Every thing is relative with respected to another :

EMPLOYEE RETENTION TOOLS

11) Make room for fun.

18) Give people the best equipment and supplies possible.

Listen to employees' ideas; never ridicule them.

Excellent Career Growth prospects. -

RETENTION PREACTICES OF SOME

Early responsibilities in career

Strong global brand

Learning and growth opportunities

Organization philosophy and culture

Companys brand as an employer

Company brand image

The group brand equity

Engagement is important for managers to cultivate given that disengagement or alienation is

Factors Leading to Employee Engagement-

How to measure Employee Engagement?

Knowing the Degree in which Employees Are Engaged?

Employee engagement in action: Sun Microsystems

DIAGONESTICS TOOLS FOR EMPLOYEE ENGAGEMENT INCLUDE THE

Which helps to create - feeling valued and involved which is

Measuring the Impact of Employee Engagement

ANALYSISANDINTERPRETATION of the questionnaire

SIGNIFICANCE OF THE PRACTICE

RESULTS ARE RELEVANT FOR FIVE COMPANIES

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

4.Program for orientation, acclimatization, sensitization of new employees with company

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

6.Transparency and clarity in communication about required accomplishments in various

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

8.Clear cut communication about an employees contribution in overall achievement of

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

11.Maintaining equity in all human resource management issues.

SIGNIFICANCE OF THE PRACTICE

12.Appropriate process for identification, development and tracking of high potential

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

17.Active investment in employee learning and development by the organization.

RESULTS ARE RELEVANT FOR FIVE COMPANIES

SIGNIFICANCE OF THE PRACTICE

18.Functional, effective and healthy inter-personal relationship among employees.

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

22.Employees can transfer competencies acquired by training program in accomplishment

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE

SIGNIFICANCE OF THE PRACTICE