COVER LETTER

To,
Mr. VINAY RANTA,
Chairman,
ARORA TECH,
New Delhi-110016, India.

Sir,
Please find enclosed detailed report on the employee engagement survey of the firm ARORA TECH. It was a proud
feeling to do work on such a survey. I have performed this task with best of my abilities and I am very much sure
that the findings of the survey will help the organization to put forward another giant step.
The report is enclosed with all the survey details and the employee database on which survey was conducted
Kindly go through the report and validate the findings as per your standards and let us know in case of any queries

Thanking You,
Yours Sincerely,
Jatin Arora,
HR manager,
Arora tech

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 AUTHORIZATION

25th August, 2010.

To whomsoever it may concern:
We the undersigned, hereby authorize HR MANAGER Mr. JATIN ARORA to act on our behalf in all manners
relating to conduct a survey on employee engagement for the ARORA TECH. PVT LTD. We hereby authorize
him to have the powers to meet or engage any employee of the organization to develop an extensive research
for the employee engagement program. Any and all acts carried out by Mr. JATIN ARORA on our behalf shall
have the same effect as acts of our own.
This authorization is valid until further written notice from our side.

Sincerely

Vinay ranta

Chairman

Arora Tech..

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Employee

Engagement

Survey
Keeps the pace with dynamic global competition

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 EXECUTIVE SUMMARY

Employee engagement is 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 report focuses on the level of employee engagement
which is an antecedent of job involvement and what should company do to make the employees engaged. The
report covers the extensive study of employee engagement at ARORA TECH. that identifies strong feelings of
employee engagement and the steps which show to drive an engaged employee
The report is an extensive study of factors that can affect the employee
engagement drive in an organization with special reference to ARORA TECH. The emphasis has been placed
on how the employee engagement can lead to better results in the organization and how effectively engagement
can be increased by putting minimum efforts

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 Contents

Title page no

Introduction 8

Background 9

Measurement of employee engagement 18

Employee engagement index 19

ABC of employee engagement 20

Methodology 28

Data analysis and interpretation 29

Key findings 32

Conclusion and recommendations 35

References 37

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INTRODUCTION
Employee engagement, also called work engagement or worker engagement, is a business. Management
concept. An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and
thus will act in a way that furthers their organization's interests. Engagement at work was conceptualized by
William A. Kahn (1990) as the ‗harnessing of organizational members‘ selves to their work roles. In
engagement, people employ and express themselves physically, cognitively, and emotionally during role
performances.. So engagement can be viewed as a heightened level of ownership where each employee wants to
do whatever they can for the benefit of their internal and external customers, and for the success of the
organization as a whole.

It is about:
Commitment
Understanding
Motivation
Satisfaction

Linkage research received significant attention in the business community because of correlations between
employee engagement and desirable business outcomes such as retention of talent, customer service, individual
performance, team performance, business unit productivity, and even enterprise-level financial performance
Talking about the engagement and commitment of an employee to an organization, most companies are of the
opinion that they do have a few, but they still want more. Why? It is merely because these companies have
come to the realization of the fact that their organization‘s long-term success relies on employee performance,
which is directly impacted by the level of employee engagement and commitment to an organization, most
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 feels
passionately about its goals, and is committed towards its values. He goes the extra mile beyond the responsible
and is associated with the action that drive the business moreover in times of diminishing loyalty

It happens many times that an organization that provides top wages and benefits loses a great employee to a
competition for no rapport reason. Of course some employee turnover is to be expected but if the company is
truly engaging its employee there is no good reason for the unexpected loss of quality staff members. Many
companies already know that wages and benefit are important to employee but compensation along is not
enough to keep the highly skilled motivated and experienced workforce. Truly engaged employee are attracted
to an inspired by their work, The challenge before HR is to engage employee in the organization to make them

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feel that they are the part of the organization and to help them grow organization need employee who and
committed in decision over how when and where they work to best suit their customer lives

Background of the study

Categories of Employee Engagement

According to the Gallup the Consulting organization there are there are different types of people:-
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 goals and 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
contributions are being overlooked, and their potential is not being tapped. They often feel this way because
they don't have productive relationships with their managers or with their coworkers.
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 workerscan cause great damage to an
organization's functioning

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FACTORS LEADING TO EMPLOYEE ENGAGEMENT

Opportunities Effective Clarity of company

For personal development Management of talent values

Respectful treatment
of employees

ENGAGEMENT
Company’s standards
of ethical behavior
Co-operation Feeling
Valued
Equal opportunities & fair &
treatment Involve
Health & Safety d

Job satisfaction

Communication

Empowerment Pay & benefits

Image
Performance Appraisal Family friendliness

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 realize their potential. When companies plan for the career paths
of their employees and invest in them in this way their people invest in them.
Effective Management of Talent

Career development influences engagement for employees and retaining the most talented employees and
providing opportunities for personal development
Clarity of Company Values

Employees need to feel that the core values for which their companies stand are unambiguous and clear.
Respectful Treatment of Employees

Successful organizations show respect for each employee‘s qualities and contribution – regardless of their job
level.

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Company’s Standards of Ethical Behavior

A company‘s 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.

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 employee‘s 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.

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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 person‘s family life influences his wok life. When an employee realizes that the organization is considering
his family‘s 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.

WHY DOES EMPLOYEE ENGAGEMENT MATTER?

Employee engagement matters because engaged employees create loyal customers who, in turn, drive profitable
growth.

Based on an analysis of major US corporations such as Banc One, Intuit Corporation, Southwest Airlines,
ServiceMaster, USAA, Taco Bell, and MCI, the Harvard study established the links in the Service-Profit Chain:
Profit and growth are stimulated primarily by customer loyalty. Customer loyalty is a direct result of customer
satisfaction. Customer satisfaction is largely influenced by the value they attach to the services provided. Value
is created by satisfied, loyal, and productive employees. Employee satisfaction, loyalty and productivity are in
turn stimulated by policies, practices and support services which inspire employees to deliver results to
customers.

In other words, the Service-Profit Chain shows how employee engagement impacts on customer satisfaction
and profitability and it shows the importance of focusing on the factors which drive engagement: investment in

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recruitment, training and development, and the technology that supports people, together with performance
management systems which properly link performance and pay. A number of other studies also shown similar
trends most notably the Sears Employee-Customer-Profit Chain Model which was at the heart of a far-reaching
culture change and financial turnaround at the US retail giant in the early 1990's. This model shows that a 5
point improvement in employee attitudes towards their own job and towards Sears as a company predicts a
0.5% increase in revenue.

In the turn of the century a number of studies have supported these findings. In 2004 Sirota Consulting studied
28 multinational companies and found that the share prices of organizations with highly engaged employees
rose by an average of 16 per cent compared with an industry average of 6 per cent. Also an ISR study published
in 2005 showed that in companies with above average levels of employee engagement profits rose by 2.06 per
cent and the operating margin rose by 3.74 per cent over 36-months. Conversely, companies with low levels of
employee engagement saw net profit fall by 1.38 per cent and the operating margin fall by 2.01 per cent over a
36- month period.

In summary the research shows what some of the world's most respected business leaders already know: the
links between employee engagements, customer satisfaction and organizational performance are beyond
question. However, it also shows that high levels of engagement are far from being the norm. Indeed, recent
research from Towers Perrin1 describes employee disengagement as a global epidemic. Therefore, the
challenge for many companies is to properly measure engagement, identify its key drivers and create a culture is
which engagement becomes "the way we do things around here".

During the past five years, though, there has been a surge in the popularity of employee engagement. Why the
sudden interest? Why are some of the companies with which we work—Amedisys, Owens Corning, HCA,
Grant Thornton, and Progress Energy—making engagement a key ingredient in their overall strategy? We
believe there are four primary drivers
People have become the primary source of competitive advantage.

The Brookings Institute (2003) recently examined the primary source of market value in today‘s organizations
and how it has changed over time. In 1982, 62 percent of an organization‘s market value came from tangible
assets and 38 percent from intangible assets.Tangible assets include things like machinery, products, facilities,
etc. Intangible assets, on the other hand, include factors such as brand, intellectual property, and, most
important, the quality of the workforce. By 2002, 20 years later, the source of value had almost totally flipped.
Almost 80 percent of market value today comes from the intangible with a scant 20 percent coming from
tangible assets. As we all have heard before, products can easily be copied, a technological edge can prove

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fleeting, and more facilities can be built, but the quality of an organization‘s talent, its passion and commitment,
is nearly impossible to replicate. Engagement is the fuel that drives the value of intangible assets

Retention and the war for talent. The landmark 1998 McKinsey study, The War for Talent,9 was among
the first to talk about the potential for workforce shortages due to the aging population. The study‘s authors
called upon organizations to take more seriously their efforts to attract and retain talent, to assure that they
would be able to survive and thrive in the future. In the late 1990s and early 2000s, the slump in the global
economy quickly took the spotlight off of the anticipated talent shortage. And some predict that a portion of
today‘s aging workers will delay their retirements out of necessity, attenuating the expected talent shortage
Since 2003 the picture is once again changing, albeit not as quickly as expected. For example, the Society for
Human Resources Management reported that 48 percent of the employees it polled are actively seeking new
jobs.10 Alan Weber, the editor of Fast Company, predicted:―The beneath-the-surface issue isn‘t jobs, it‘s work.
Specifically, it‘s the growing recognition by workers that corporate leaders have so abused them during the
recession, that when a job producing recovery really kicks in, companies will suffer a wave of employee
deflation.‖ Additionally, the workforce is getting older, with many of the baby boomers hitting 60 in2006 and
ready to retire. Over and above the workforce cost of increased retirements, companies are beginning to take
heed of the enormous financial costs of turnover (in the United States the estimate is in the billions) and
increasingly viewing employee engagement as an imperative for keeping their key employees— and attracting
new ones—as the war for talent heats up once again.
Popular appeal. Remember the reengineering wave? Even those who used it as more than just a guise for
massive layoffs found it painful. Six Sigma implementations are invaluable to business performance, but most
companies are finding them too complex to implement well. Engagement is a different matter altogether. While
it still takes patience to implement, engagement gets to the ―hard stuff‖ by focusing on the ―softer stuff.‖ As one
manager said: ―It‘s about appealing to the head and the heart.‖ Engagement is about creating passion, it‘s about
focusing on what people do well, and it‘s about development and recognition. Some have called employee
engagement a form of positive psychology which, on the whole, is an easy pill for organizations and their
employees to swallow.
Overwhelming impact. The human resources function has been under pressure for decades to
prove that it makes a difference. While CEOs may espouse the importance of their work- forces in their annual
reports, when times get tough, HR is among the first to get the budget axe. Why? A lack of convincing evidence
on the value of HR initiatives. HR professionals are scrambling, according to a recent Conference Board report,
to prove that their activities and investments are both efficient and positively influential to business strategy.11
The positive relationship between engagement and performance (documented in hundreds of studies, with the

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evidence mounting every day) provides a way for HR to prove its contribution. It‘s a fact: The higher the level
of engagement, the higher the performance of the business. The research is not inconclusive, not limited to one
country or industry, and not contained to a few hundred people—it‘s overwhelming.

Building higher levels of engagement is based on a number of fundamental beliefs, many of which were formed
by our more than three decades of research and experience.
1. Engagement is the primary enabler of success ful execution of any business strategy.

An engaged workforce is your only true competitive advantage. It is almost impossible to copy and, without it,
execution of most corporate initiatives becomes difficult, if not impossible.
2. Engagement is not a short-term initiative.

Because engagement is simple in concept but difficult in execution, it is never achieved or finished—only
improved. It might take years of steady progress to build high levels of employee engagement, and without the
proper care and feeding, these gains can wither and fall away surprisingly quickly.
3. Engagement must be driven from the top.

Engagement is a business imperative, not an HR initiative, though HR should be a key player in driving higher
levels of engagement. Support from the top also means senior leaders must be highly engaged themselves.
Believe it or not, only one in four senior leaders—and only one in six frontline leaders—is highly engaged. It‘s
hard to imagine highly engaged employees without highly engaged leaders.
4. One of the best ways to have highly engaged employees is to hire them!

Certain people have a set of characteristics or attributes that increase their propensity for engagement
(for example, some employees are more likely to have higher levels of engagement than others, regardless of
the jobs they choose or assignments they receive). Companies should pay close attention
to these characteristics in their hiring process
Engagement is all about fit.

People are more likely to be engaged if their jobs and the culture of the organization match both their abilities
and skills, and their motivation and values. Most organizations hire or promote only for the ability
and skill match, ignoring the motivation and value match.
6. No one impacts the state of engagement more than an employee’s immediate leader .

While this might be a slight exaggeration, we believe most people do not leave their jobs; they leave their
bosses. Show us a highly engaged team, and there‘s a strong likelihood we can show you a leader who is
coaching for success, setting clear goals, empowering others, providing open and honest feedback, and making
the winners feel valued.
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7. Measuring engagement and demonstrating its business impact is crucial, but it’s only a
small part of winning the battle.
Far too many organizations pour hundreds of thousands of dollars into measuring and remeasuring
engagement, leaving little energy or budget for actually improving engagement levels. Keep your engagement
measures simple and cost effective. Instead, spend your resources and energy moving the needle in the right
direction!
8. Engagement means reaching the heart .

Highly engaged employees give that extra effort because inside they care. And, they care because
they feel someone is caring for them. A vice president for customer service at Progress Energy, for example,
insists that his managers really get to know the individuals on their teams as people, not just employees. He
wants to know about their aspirations, interests, and families. The recognition of the ―whole person‖ sends a
powerful message to employees that the organization understands and appreciates that they have a life outside
work.

AN ENGAGING WORK ENVIRONMENT

The second component of our model, an engaging work environment, consists of five key elements:
Aligning effort with strategy—

Engagement begins with employees‘ clear understanding of what they should be doing on the job. Each
employee needs a solid job description and a clear set of performance expectations.
Even more critical is their understanding that their individual goals are connected directly to the organization‘s
goals. Unfortunately, less than half of employees (47 percent) are satisfied with their organization‘s system for
managing their performance. Some organizations do an especially good job of creating alignment early in an
employee‘s tenure with the organization .For example, new team members at Toyota are given a thorough
orientation that clearly defines how their roles and the decisions they make tie into Toyota‘s overall approach
and manufacturing philosophy. To attain this alignment, leaders needto help all employees see the bigger
picture and understand their roles relative to it. They also need to show how an individual employee‘s actions
affect other departments and external customers. Building a strong sense of alignment with strategy requires a
good communication system and strong accountability. Employees should be kept well informed about the
changes that affect their work groups so that they aren‘t confused or surprised when those changes are
introduced. Additionally, when organizations provide a clear sense of direction and keep employees well

16
informed, employees are able to make the best use of their time, resources, and budgets, and, therefore, don‘t
get off track when
setting priorities or ―spin their wheels‖when taking action. Effective performance management is the backbone
of employee engagement. It drives accountability, serves as the basis for individual
development, and shows everyone that the organization has a clear focus and direction. It also enables leaders to
pinpoint and address poor performance. Few things are more frustrating to a high-performing team than a leader
who refuses to handle the occasional member who is not measuring up. And many managers don‘t have the
confidence to address poor performance.
Empowerment

William C.Byham‘s 1988 book, Zapp! The Lightning of Empowerment, was one of the first to examine the
nature of employeeempowerment. Empowerment is a feeling of job ownership and commitment brought about
through the ability to make decisions, be responsible, be measured by results, and be recognized as a thoughtful,
contributing human being rather than a pair of hands doing what others say. It implies having the authority to
make decisions, follow through, and get things done. Organizations build empowerment by choosing employees
who take personal pleasure in the work they do and by giving employees the ability to make important decisions
about their work. Employees feel empowered when a task appears to have a specific goal or purpose that is of
value to the individual. Employees working in health care and nonprofit organizations often point to the
rewarding qualities of their work and the alignment between their personal beliefs and the goals of the
organization in spite of lower pay or stressful work tasks. In other industries, the value of employees‘ work may
be less apparent, and it is more difficult to develop a sense of purpose or see the impact of one‘s efforts. Using
good measures of motivational fit and job fit during the employee hiring process can ensure that organizations
are selecting the kind of people who find meaning in their work. Organizations also foster empowerment when
employees have the perception that their actions are self-determined rather than directed by others. Leaders play
a key role in developing a sense of empowerment in their direct reports. Empowering leaders trust their
employees and give them the opportunity to make decisions without micromanaging or taking over tasks when
the going gets tough.

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MEASURING EMPLOYEE ENGAGEMENT
Organizations need to measure the employee engagement so that it can improve upon it There is no generally
accepted definition of employee engagement. So it is not really surprising that there is no definitive
methodology for measuring it. Most research organizations favour the use of a survey, and have developed
distinctive approaches. Any organization seeking to measure and raise the level of engagement does need to
employ a structured approach based on a tried and tested model. There have been various theories and
questionnaires been put forwarded by various researchers to measure employee engagement in the recent times.
The Gallup Organization is well known for its Q12 approach, a 12-question survey that identifies strong
feelings of employee engagement. Results from the survey show a strong correlation between high scores and
superior job performance. Here are those 12 questions:

Do you know what is expected of you at work?

Do you have the materials and equipment you need to do your work right?

At work, do you have the opportunity to do what you do best every day?

In the last seven days, have you received recognition or praise for doing good work?

Does your supervisor, or someone at work, seem to care about you as a person?

Is there someone at work who encourages your development?

At work, do your opinions seem to count?

Does the mission/purpose of your company make you feel your job is important?

Are your associates (fellow employees) committed to doing quality work?

Do you have a best friend at work?

In the last six months, has someone at work talked to you about your progress?

In the last year, have you had opportunities at work to learn and grow?

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EMPLOYEE ENGAGEMENT INDEX

I as an individual believe that we can only improve upon those things that we can measure. So in order to
improve upon the employee engagement we need to measure it. I have developed a model for measuring
employee engagement from the company‘s facts and figures. These facts and figures can be broadly classified
into two dimensions
Customer dimension
Employee dimension

Customer dimension: As we have already emphasized on the fact that customer loyalty and hence the sales of
the company are directed related to the employee engagement. so by knowing about the customer loyalty and
satisfaction one can have the idea of employee engagement
Employee dimension: This includes the direct method of measuring employee engagement by various figures
like attrition rate, number of ideas generated, number of patents taken by the company in one year etc.

This can be better illustrated by the following table:

We can rate various factors as shown and thus can find the employee engagement index
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GLOBAL EMPLOYEE ENGAGEMENT FOR YEAR 2009

ABC OF EMPLOYEE ENGAGEMENT

Employee engagement can be increased keeping in mind the factors that attributes for the enhancement of
employee engagement. Following basic concepts from A-Z can help the top managers increase the employee
engagement over time.

Aspirations Understand what your people aspire to and empower them to reach it--it is their aspirations that
make them unique, and they are most engaged when working towards them.

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Advertise. Take your good news outside. Brag and boast and blow your team's achievements, and more good
will occur. You'll attract new people. Your team will increase its engagement. You'll achieve objectives sooner,
more easily. Your employee retention rate will increase.

Appreciate Take the time to appreciate each person you have on your team.

B
Benefits If employee engagement is to be sustained over time it must benefit employees, leaders, managers,
organizations, and customers
C
Connection Employee engagement is created through caring connections with others in the workplace and
connections to our work — stay connected and you will stay engaged
Community Communities embrace the individual strengths, weaknesses, opportunities, and threats of each
member and mobilize based on the common belief that the whole is capable of accomplishing much more than
the sum of its parts. Community cannot be artificially manufactured, but it can be nurtured. Create the
conditions for community by adopting a common vocabulary around engagement as it relates to interaction,
Participation, sharing, fellowship, collective action, results, and success

D
Disengagement Although chronic disengagement is a workplace scourge we need to balance engagement and
disengagement to maintain productive work over the long term
Document Keep a journal of your employee engagement efforts and successes. You may hand your job over to
someone at some point. You may derive new ideas from past successes. You may have to explain or defend
engagement actions you've taken with your people. You may just enjoy reading about you've done.

E
Echo What we do reverberates across the organization. We listen, so we know whether or not to make
adjustments
Ego We are all ego-driven individuals who want to be known for our successes. If you want your people to
appreciate the impact employee engagement has on business results, show them how their work matters. We
want to know our successes had a meaningful impact on the company's success

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F
Feedback: Tell me how I am doing - not once or twice a year - but all the time. Tell me when you like what I
have done; tell me what didn't work and why. Providing me feedback - both positive and constructive (but
please don't yell!) on a regular basis will do so much to help me improve you will be surprised at what can be
achieved.

G
Gratitude Another of the five principle ingredients of engagement. Without gratitude one cannot stay engaged
for the long-term. Fostered by the activity of thanking others which in turn provides recognition and
appreciation
Guarantee Attention. Whether your attention is listening ear, good morning smile, specific job-question, or
something else, it matters to your people. Every engagement survey questions the attention management gives
employees: the more attention, the more likely the engagement.
Giving Opportunities for employee engagement extend beyond opportunities within their own teams. Managers
need to give. We need to give our employees the opportunity to move across assignments, teams, and other
boundaries, and we need to give other managers an opportunity to leverage their talents. Organizations that
foster giving with serial reciprocity remove barriers to full engagement.

Hold Your Horses (as You Hurry). Since engagement is an investment of emotion, energy, time, ability, one
may not jump in without preparation. No matter how eager you are to manage a team of Champion Engagers,
you may want to rein yourself in a bit. Allow engagement to evolve, with your nurturing encouragement.
Humor Appreciate the power of humor and laugh at the humors of work and life at work. People want to have
fun on the job, and even brief moments of frivolity and levity generate energy and enthusiasm, spark creativity
and innovation, and fuel productivity.

I
Instruction Teach the core beliefs and values of engagement to everyone in the organization.
Isolate: Only problems, not people.

J
Joy. Fully engaging in work can produce joy as work becomes love made visible
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K
Kaizen: Kaizen is the Japanese term for "continuous improvement", a concept we should take to heart if we
want students to achieve their personal and professional best. Small changes, if done every day, can make a big
impact over time. By creating an environment of Kaizen, reflection becomes part of the daily work and
conversations. Continuous improvement an only be achieved, with continuous reflection. And with continuous
reflection, students will become more and more engaged in their growth and learning.
Keys. If we carry too many keys we can feel weighed down - each organization and individual will need to
determine the keys or vital behaviors that produce authentic and genuine employee engagement.
Knit. Well-formed, strongly coached, and frequently energized teams do more than individuals. You can knit
and weave team structure. You can knit it with the yarn of engagement. Just know not to knot things up.
Keep your commitments.
Kinetics Direct the motion of engagement by understanding and adapting to the different styles, attitudes,
feelings, and experiences that inform what people do and how they act.

L
Loyalty Inspiring loyalty is a fundamental objective of employee engagement, as feelings of loyalty motivate,
empower, and drive us to achieve results. Once loyalty is achieved, it must be kept in balance in order to sustain
engagement
Leadership Leaders need to create vision, direction, and strategy that foster engagement and also communicate
this fully to all employees while also being open to employees helping to co-create the organization‘s vision and
direction.

M
Motivation Forge and evangelize the connection between individual aspirations and the strategy and goals of
the organization, and people will feel motivated to achieve results and empowered to make a difference.
Management In many studies, the single biggest contributor to employee engagement is the relationship people
have with the person who manages them so managers must manage their own engagement while connecting
fully with their staff to prime employees‘ engagement.
Mastermind Engage your people in developing their engagement. Invite discussion, ideation, forums that
generate ways to engage. No matter what you call it, every time your folks turn on their idea-machines, they
engage themselves.

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N
Networks Employee engagement works better together - create a network of best friends at work, create a
social media network to communicate with each other at work,
Nibble. Engagement may be best experienced in small bites.

O
Opportunize Offer numerous engagement opportunities. Naturally, the job is where one should engage.
However, there are surrounding engagement areas that stimulate job-engagement. I repeat: think of career,
company, network, community, and personal development as engagement arenas.
Optimism The belief that goodness pervades reality is what keeps us moving forward. Some people will always
find a negative spin, and negativity is such a heavy weight to carry that it makes it hard for people to move. By
embodying the belief of the optimist, we can inspire our teams to expect favorable results as they take on new
challenges. We can create enthusiasm and a desire to excel that is not hindered by the roadblocks of negativity.

P
Passion Passion dwindles when it is left unsatisfied for too long. The concepts can be resurrected, the keys can
be re-examined, and the commitment to engagement rebuilt, but if you want to sustain engagement, finds
tangible ways of reaching it.
Purpose Employee engagement must be directed at achieving a purpose for the organization such as:
productivity, profit, recruitment, retention, project success, high functioning teams, quality, customer
engagement, etc.
Persist. Persistence encouraging your people to experience engagement pays off. Engagement can/should be
with more than just one's job. Think of career, company, network, community, and personal development as
engagement arenas also.

Q
Quality The desire to improve Quality is the fuel behind employee engagement-- increase the quality of
conversation, commitment, interactions, executions, deliverables, and results, and you increase the quality of
the organization.

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Questions? We are all looking for answers to enhance and improve employee engagement but never overlook
the value of a good question, such as: Who is engaged, with what, for how long, and for what reason?

R
Relationships Employee engagement works best when results are woven with relationships
Reconnoiter Reasons for engagement will change as your business, its marketplace, the economy, your
personnel population, and many more factors change. Pay attention to what's coming and your engagement can
be proactive.

S
Strengths Engagement levels increase when we know our strengths, hold strength-based conversations, work
with our strengths, work strengthens us, and we move from listing strengths to fully living our strengths in the
service of others and our organization.
Scarcity Build win-win relationships based on a model of scarcity, not abundance. When resources are scarce,
the focus is on linking and leveraging them in new and diversified ways to foster growth, but when resources
are abundant, they are used in a standardized manner that actually stunts new growth. Embrace the idea that the
unique talent of each employee is a scarce resource, and foster an environment where this uniqueness is
leveraged to diversify the organization and ensure its success.

T
Today. Employee engagement is about today, don‘t wait for some magic measurement or better time - do what
you can, with what you‘ve got, where you are.
Trust Build relationships born of trust. When you trust your employees, they will feel honored and respected,
but when you fail to trust them, they will feel undervalued and become disengaged. Examine your beliefs and
check your actions--it is much easier to talk about trust, than to show trust, and much easierto lose trust than to
build trust.

U
Understanding. Employee engagement requires comprehensive understanding of the uniqueness of each
individual and each culture within each workplace - seek first to understand and demonstrate that understanding
before seeking to be understood.
Unleash - Take the leash off of employees. Trust. Turn them loose!
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Upset the cart A little chaos can have good results. The sudden change demands engagement. Opportunities to
witness, enjoy, and learn from the experience can be great.

V
Visibility, and the involvement that comes with it, is crucial to forging a shared purpose across an organization.
Engage employees in the big picture and provide them visibility into where their own contribution is
meaningful
Values. Make employee engagement a value or promise to all employees that their work matters and makes a
difference and you will see economic value come out of this value.
Visualize. Seeing engagement before it happens is almost as much fun as seeing it live and in person. Practice
visualizing an engaged employee, an engaged team. Share your clear picture with your team. Invite them to turn
on their visualizers and share what they see. Visualizations may not be identical, but it helps when everyone
looks in the same direction.

W
Wonder By challenging ourselves and our employees to look at things with the same sense of puzzled interest
we did as children, we can empower new ways of thinking that challenge assumptions, stimulate engagement,
and re-instill our sense of wonder in the world.
We. In the co-created world of work the old line: If it is to be it is up to me must be rewritten to, If it is to be it
is up to we.

X
X-ray We must get to the bare bones of engagement and avoid using anonymous surveys that at times seem to
measure engagement but actually produce disengagement.
Xanadu When you seek employee engagement, you are embarking on a journey that is constantly evolving. But
we all need a finishing line. The finishing line is Xanadu—that idyllic place of great contentment where it all
comes together.

Y
Yielding Engagement is an active and constantly evolving process, but when we continuously reach for new
heights, the finishing line can seem further out of reach.

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Z
Zen Zen teaches a person to engage with their breathing, their mind, and their world as you let yourself become
more mindful in daily activities, including work, you will find yourself becoming more and more engaged.
Zoo fiddle Make up words. It's fun. It can energize your team meetings. It can help unleash the inner poet or
artist and lead to creative breakthroughs
Zeal When we approach a situation with zeal, we approach it with an enthusiastic diligence that reveals new
possibilities, alternatives, and options. Create an atmosphere of zeal, where others can seize opportunities and
solve problems, and you will empower them to achieve, generate enthusiasm, and foster their desire to excel.

CONCEPT OF EMPLOYEE ENGAGEMENT IN ARORA TECHNOLOGIES

In ARORA technologies engagement comprises individual value, focused work, and interpersonal support.
Each of these three components has subcomponents that further define the meaning of engagement

Individual Value: Employees feel more engaged when they are able to make a unique contribution, experience
empowerment, and have opportunities for personal growth. Past research concurs that issues such as being able
to affect the work environment and making meaningful choices in the workplace are critical components of
employee empowerment. the perception of meaningful work is one of the most influential factors in
determining employees‘ willingness to stay with an organization.
Focused Work: Employees feel more engaged when they have clear direction, performance accountability, and
an efficient work environment. Aside from the personal drive and motivation to make a contribution, employees
need to understand where to focus their efforts. Without a clear strategy and direction from senior leadership,
employees will burn valuable time on activities that do not make a difference for the organizations success.
Additionally, even when they have a direction in place, employees must receive feedback to ensure
that they are on track and being held accountable for their progress. In particular, they need to know that low
performance is not acceptable and that there are consequences for poor performance. Employees want to work
in an environment that is efficient in terms of time, resources, and budget. People lose faith in their organization
when they see excessive waste. For instance, employees become frustrated when asked to operate without the
necessary resources or when forced to waste time in unnecessary meetings.
Interpersonal Support: Employees feel more engaged when they work in a safe, cooperative environment.
―Safe,‖ in this context, means that employees trust one another and are able to quickly resolve conflicts when
they arise. They want to be able to rely on one another and to focus their attention on the tasks that really
matter. Conflict wastes time and energy and needs to be dealt with quickly. Other research also finds that trust
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and interpersonal harmony are fundamental underlying principles in the best organizations. In addition,
employees need to cooperate to get the job done. Partnerships across departments and within the work group
ensure that employees stay informed and get the support they need to do their jobs

METHODOLOGY

Available with me was the employees‘ database which was a reliable and authentic source of employees
address. And from those documents maintained by HR department I used to distribute the questionnaire to the
employees. It consisted of the first hand source of data collected through the questionnaires from the
respondents.

The methods I have followed in doing the survey include many steps. The first thing that was done was
the formation of questionnaire which could help me in extracting the essential information from the
respondents. The questionnaire was designed on a four point scale where 1 represented low extent and 4
represented very high extent. I was equipped with the required weapon in the form of questionnaire and the next
step was to circulate the questionnaire to the employees which I did. A sample size of 100 respondents was
chosen The sampling type was a probability sampling based on systematic random sampling.. After recollecting
the questionnaire which was a very tough job to carry out I interpreted it and jotted down the queries and
complaints welling up in my mind. The scores of individual items are summated to produce a total score for the
respondent. The higher the respondent‘s score, the more favorable is the attitude.

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DATA ANALYSIS & INTERPRETATION

Primary Research
Study Sample: 100 employees of ARORA tech.
Data Collection through Questionnaire

EMPLOYEES OPINION OF THE ORGANISATION

PERCEPTION OF THE COMPANY
I think I work for a great company
SOCIAL RESPONSIBILITY
I view my company as socially responsible
CULTURAL VALUES
I feel the cultural values of my company align with my own
FEELING VALUED IN THE WORK PLACE
I feel valued by my company
EMPLOYEE COMMITMENT
I am strongly committed towards the company

Workplace factors

TRAINING AND DEVELOPMENT OPPORTUNITIES

I am offered good training and development opportunities
COMMU NICATION
My opinions are listened to
PAY AND RENUMERATION
I am paid a fair wage for what I do
REWARD AND RECOGNITION
My efforts are recognized by the company
EMPLOYEE POTENTIAL
I am working to my full potential
JOB SATISFACTION
I am satisfied with my current job
CHALLENG ES
My work is interesting and challenging

Employee opinion of the management

MANAGEMENT SKILLS- RELATIONSHIPS

I am satisfied with the relationship I have with my manager
MANAGEMENT SKILLS-COMMUNICATION
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My manager communicates clearly
MANAGEMENT SKILLS- MANAGING
My manager is good at managing people
MANAGEMENT SKILLS-PROBLEM SOLVING
My manager is good at problem solving
MANAGEMENT SKILLS-SUPPORT
My manager supports my developmental goals
MANAGEMENT SKILLS-GOALS AND OBJECTIVES
My manager sets clear goals and objectives
MANAGEMENT SKILLS-EQUALITY
My manager treats all employees equally
MANAGEMENT SKILLS-APPRECIATION
My manager appreciates me
MANAGEMENT SKILLS-MOTIVATION AND INSPIRATION
My manager motivates and inspires me

EMPLOYEE TENURE

On a scale of 1 to 7, how much longer do you think

you will stay with company?

Less than 6 months 1

6-12 months 2
12-24 months 3
24-36 months 4
36-60 months 5
60-84 months 6
Always 7

DISENGAGEMENT FACTORS
Most important reasons as to why you would not remain with company beyond 24 months
There are no career advancement prospects
I am not recognized or rewarded for my efforts
I am bored with my job
I can get better pay elsewhere
Lack of communication/cooperation with management
The culture is not very supportive or friendly
The job has poor work/life balance
I face unreasonable pressure and demands
My manager and I have poor relationship
Personal Reasons
Lack of job security
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Poor corporate social responsibility
I do not get along well with my co-workers

Staff retention factors

Most important reason that is keeping them engaged with the company
A sense of purpose and meaning in my job
A good relationship with my co-workers
A good relationship with my manager
New and interesting challenges
Great work/life balance
Fair and reasonable Pay and Employee Benefits
Long Term job security
Development opportunities
A culture of fairness/equality among co-workers
Open communication with Management
Reward and Recognition
A set career path/promotional opportunities
Feeling more valued by the organization
Better social responsibility

Key Findings
I work for a great company
86% Agree, 7% disagree, 1% s disagree
Level of agreement amongst people leaving 40% compared to 95% with people staying put Interpreted by
position type, a strong level of agreement is more in a senior position.

My company is socially responsible

86% agree, 6% disagree & 1% s disagree
75% agreement amongst employees leaving & 90% amongst rest
Stronger agreement with senior management and employees in later stages of career

Cultural values of my company align with my own

82% agreement,12% disagreement
6.5 out of 10 of outgoing employees agree compared to 9.5 amongst rest

I feel valued by the company

74% agree, 18% disagree
8 out of 10 employees leaving disagree compared to 1 out of 10 in rest
Disagreement high amongst junior employees

I am strongly committed to my company

83% agree, 9% disagree,1 in 10 disagree
50% agreement amongst employees leaving compared to
95% amongst rest

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I am offered good training and developmental opportunity
80% agree, 12% disagree and 2% strongly disagree
1 in 6 from executive & managerial group feel inadequate
32% disagreement amongst people leaving compared to 9% amongst rest

My opinions are listened to

84% agree,11% disagree 9% crew and 52% senior manager strongly agreed indicating stronger agreement at
senior levels
6 out of 10 disengaged compared to 9 out of 10 agree

I am paid a fair wage and benefits

78% agree,16% disagree. 1 in 6 employees disagree
34% disengaged disagree compared to 11% engaged

My efforts are recognized by the company

77% agree,15% disagree
5 out of 10 disengaged agree compared to 9 out of 10 engaged

I am working to my full potential

72% agree, 23% disagree. 1 in 4 feel they are not working to their optimum potential
42% disagreement amongst disengaged employees compared to 20% amongst engaged

I am satisfied with my current job

73% agree, 20% disagree. 1 in 5 disagree
23% disagreement in lower positions
1 in 2 disengaging employees dissatisfied compared to 1 in 10 engaged

I am satisfied with my current job

73% agree, 20% disagree. 1 in 5 disagree
23% disagreement in lower positions
1 in 2 disengaging employees dissatisfied compared to 1 in 10 engaged

I am satisfied with my current job

73% agree, 20% disagree. 1 in 5 disagree
23% disagreement in lower positions
1 in 2 disengaging employees dissatisfied compared to 1 in 10 engaged

My work is interesting and challenging

84% agree,10% disagree 13% crew and 50% executives strongly agree
3 out of 10 disengaged employees disagree compared to .5 out of 10 engaged

I am satisfied with the relationship I have with my manager

79% agree, 15% disagree
54% of those leaving agree compared to 85% who will stay put

My manager is good at managing people

73% agree, 21% disagree
5 out of 10 employees leaving agree compared to 9 out of 10 amongst rest
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My manager communicates clearly
73% agree, 19% disagree 43% leaving employees disagree compared to 14% amongst rest

My manager supports my developmental goals

76% agree and 14% disagree
54% disengaging believe their manager supports their development goal compared to 84% for engaged
employees

My manager treats all employees equally

70% agree and 22% disagree
46% disengaged employees agree compared to 76% engaged

My manager is good at problem solving

79% agree,13% disagree
59% agreement amongst disengaged compared to 85% amongst engaged

My manager appreciates me
81% agree, 11% disagree
58% agreement amongst disengaged compared to 94% amongst engaged

My manager sets clear goals

83% agree,18% disagree
Disagreement 60% compared to 15% amongst engaged employees

My manager motivates & inspires me

64% agree, 24% disagree
60% disagreement amongst disengaged employees compared to 17% amongst engaged

How long will you stay with the company

Up to 12 months 13%
12-24 months 12%
24-36 months 18%
36-60 months 26%
More than 5 years 31%

Reasons for engagement

A sense of purpose and meaning in my job (32)
A good relationship with my manager (22)
New and interesting challenges (20)
Pay and benefit (47)
Career development opportunities (42)
Equality culture (29)

Having a sense of purpose and meaning in the job most important to managers at 83%, this group also
achieved the highest result for rating new and interesting challenges 72%

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Reasons to disengage

There are no career advancement prospects (7)

Poor relationship with boss (13)
I am bored with my job (3)
I can get a better pay elsewhere (11)
Executives/ junior managers are likely to leave the company due to career opportunities and levels of pay
Senior managers were likely to leave due to lack of challenges and reward and recognition frameworks

Summary-Opinion of company

ARORA TECH. employees believe

they work for a great company, contrary to prevalent trends of dissatisfaction and cynicism in
employees
Company in itself generates high levels of satisfaction, is socially responsible, and strongly aligned to
personal values.
Senior employees rated the company higher than lower level employees
Strong positive perception is more at managerial cadre

Interpreted by projected tenure, relationship between how long an employee will remain in their current role
with their agreement that their company is socially responsible (.20), they are feeling valued(.29), their belief in
company‘s values (.14) or even their commitment (.19)

47% of variation in the decision to stay vis-a vis opinion of the company is explained through regression

Summary-Management skills

Employees have fairly positive views of their managers

Dissatisfaction with direct managers with disengaged employees 45% compared to 15% engaged,
relationship with boss is key to engagement
Inequality was concerning feature regarding this section with 22% disagreement
Employees at the executive and junior management level have shown maximum level of dissatisfaction
with their leadership teams
At managerial level, not all see their bosses as role model
Regression results establish that 59% of variation in the decision about the projected tenure being
explained by management skills variables

Manager’s treating the employees equally(.29), being able to motivate(.44), being good at problem
solving(.25) and supporting subordinates(.29) in their developmental goals are key factors contributing to
this decision

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Summary-Workplace factors
Pay, relationship with boss and career advancement opportunities are the most cited reasons for
engagement
To senior managers reward and recognition was the most selected reason for wanting to leave their
organizations. This is distinct from salary levels and alludes to broader employee benefits and perhaps
more importantly, general recognitions of achievements
Regression analysis shows 54% variation in decision to stay with company being explained by
workplace factors. Wages(.34), developmental opportunities(.2), rewards frame work(.35) are
significant contributors
Only 72% agree to working to their full potential

Recommendations
To bring in high level of association among the crew, it is recommended

Educate the crew about the rich history, culture, and products of the company.
Conduct welfare activities/ training for the spouse too aimed at enriching their family life by personal
development. This enhances emotional attachment Always support your employees during difficult
times, both financially and emotionally
Build emotional connect by involving families through functions like family
day, picnic with families and say granting scholarships to wards of
employee
Create a culture of transformational leadership. Impart leadership training as 7 Habits to all managers.
Percolate KBLM down to line managers
Team Leaders to encourage involvement of his team in decision making.
The extent to which employees feel able to voice their ideas, and managers listen to these views and
value employees‘ contributions, makes a significant contribution towards how employees perceive their
managers
Implement Suggestion Schemes, SGAs along with the reward framework
All managers to create Win-Win and Synergies through Ideation sessions
Workshops for people managers on holding critical conversations as well as coaching. This is to
enhance the performance management by clear goal setting and on going coaching and mentoring
Promote and map out career pathways and developmental opportunities. Make this a part of an attraction
and retention strategy

KPI for the managers

The opportunities and support employees have from their managers to develop their jobs is key to a
positive perception of managers amongst the individuals
Create a transformational leadership culture, where individuals become well connected to the
organization's purpose and overall mission through Open Forums
Remain competitive with salary. Do industry benchmarking and compensation survey
job rotation and multi skilling to avoid boredom
Show concern for employees‘ health and well being. Make them feel valued

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REFERENNCES

DDI‘s research on retaining talent (Bernthal & Wellins, 2001),

www.gallup.com
http://en.wikipedia.org/wiki/Employee_engagement
www.simply-communicate.com
http://www.employeeengagement.com/
www.aim.com.au/Publications
http://www.banffcentre.ca/departments/leadership/library/pdf/driving_employee_engagemen t_Weiss-
Molinaro.pdf
www.cipd.co.uk
http://www.isrinsight.com/Solutions/engagement.aspx
http://www.york.ac.uk/admin/hr/about_hr/strategy/employee_engagement.htm
http://www.employment-studies.co.uk/summary/summary.php?id=408
http://www.thepracticeofleadership.net/2007/02/27/the-ten-c%E2%80%99s-of-employee- engagement/
http://www.slackermanager.com/2008/05/300-free-employee-engagement-ideas-e-book.html
http://www.shrm.org/foundation/1006EmployeeEngagementOnlineReport.pdf

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