Employee Engagement

EXECUTIVE SUMMARY

Project Title: A study on Employee Engagement

In this study an effort has been made to measure the level of Employee Engagement of ABB, Vadodara. It also provides insight about various welfare schemes, benefits, pay roll systems, health and safety provided to employees by HR department. The study focuses on one business unit which includes departments (local business unit). The one department selected for the study was power system. A descriptive design was used to understand HR services and polices and based on that a questionnaire was designed. The questionnaire was given to 120 full time permanent employees. The analysis was done on the responses given back by 90 employees. Some important observations were made in this study and recommendations were given based on the observations and analysis.

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ACKNOWLEDGEMENT

I take this opportunity to express my profound gratitude and deep regard to my guide Ms Ramneek Kaur, Executive HR for his exemplary guidance and constant support throughout the project.

I would also like to thank Mr. J.J.S Pawar, HR head, ABB, Maneja who gave me the opportunity to conduct this study in such a prestigious organization. He also supported me in my study.

I would like to thank all other HR executives who in spite of their busy schedule always gave a good response to my queries and guided me in my project. Apart from my project they handed me some work related to recruitment and training which a good learning experience was.

I owe a great deal of thanks to all the officers and employees at ABB, Maneja for their immense help and co-operation during the course of my study.

I am obliged to our college for giving us support. I am thankful to Dr A H Kalro.

Zankat Kajal

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INDEX

Sr. No. Particulars Page No.

1.

2.

3.

4.

5.

6.

7.

Organization Profile1.1 Introduction1.2 Area of Activity1.3 History and Growth1.4 Strategy & Mission and Vision 1.5 Human Resources in ABB

Project Profile2.1 Introduction and Role of Employee Engagement2.2 Employee Engagement in ABB

Project Design3.1 Research Methodology

Data Analysis4.1 Analysis of Employee Engagement Factors 4.1.1 Sampling Method 4.1.2 Ranking According to WAM

Conclusion and Recommendation

Bibliography Annexure

4579

1415

171830

3132

3435

3546

49

51

52

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ORGANIZATION PROFILE

ABOUT ABB

ABB, formerly Asea Brown Boveri, is a multinational corporation headquartered in Zurich, Switzerland, operating mainly in the power and automation technology areas. ABB is one of the largest engineering companies as well as one of the largest conglomerate companies in the world. ABB has operations in around 100 countries, with approximately 112,000 employees (2007).

ABB is traded on the SWX Swiss Exchange under the Virt-x financial system based in Zurich, the Stockholm Stock Exchange in Sweden, and the New York Stock Exchange in the United States.

ABB in India

ABB operations in India include 14 manufacturing facilities and over 6500 employees. Customers are served through extensive countrywide presence with around 30 marketing offices, 8 service centers, 3 logistics warehouses and a network of over 750 channel partners. The ABB Group is increasingly leveraging the Indian operations for projects, products, services, engineering and R&D. Also, as part of ABB’s new regional approach, India has been designated as the hub for the South Asia region.

ABB continues to bring value to customers in India through leading edge technologies, domain expertise and project execution abilities. The company’s product focus continues in the form of portfolio expansion and market penetration. To meet growing demand, capacity and range expansion is underway across businesses and locations. In addition to enhancing the capacity of existing plants, many new manufacturing units have been set up across the country. Some recent ones include a new motors plant and control products unit in Bangalore as well as the recently commissioned low voltage distribution electrical factory at Haridwar.

The company’s technology strengths, wide offering portfolio and unique ability to package solutions and provide a single window approach to verticals continue to be a key differentiator. While the top-line grows as we create value for customers, focus on productivity, operational efficiencies and working capital management continues to ensure that profitability remains in focus.

Strong macro economic fundamentals, integration with the world economy, industrial pickup and the significant work that still remains to be done with reference to the power sector, continue to offer bright prospects for power and automation technologies in India and ABB is well positioned to leverage these market opportunities.

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INTRODUCTION

ABB at ManejaManeja is one of the largest and oldest of the 8 manufacturing units of ABBIN. The unit commenced its operations in 1962 commencing with 25kvnCircuit Breakers for Electric Locomotives.

ABB has its largest manufacturing unit at Maneja, Vadodara. This unit is mainly in the business of manufacturing of power Transimission equipments with the manpower strength of 1420

Asean Brown Boveri Ltd. India was formed in 1989 as logical sequels to the merger of Asean with its headquarters at Bangalore, and Hindustan Brown Boveri with its head quarter at Baroda. There has been a continuous addition of the product range covering high voltage switchgear, protective relays, tap changers and turbo chargers.

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Business Sectors

ABB is active in many sectors with its core businesses in power and automation technology.

Power Products

Power Products are the key components to transmit and distribute electricity. The division incorporates ABB's manufacturing network for transformers, switchgear, circuit breakers, and cables and associated equipment. It also offers all the services needed to ensure products performance and extend their lifespan. The division is subdivided into three

business units.

Power Systems

Power Systems offers turnkey systems and services for power transmission and distribution grids, and for power plants. Electrical substations and substation automation systems are key areas. Additional highlights include flexible alternating current transmission systems (FACTS), high-voltage direct current (HVDC) systems and network management systems. In power

generation, Power Systems offers the instrumentation, control and electrification of power plants. The division is subdivided into four business units - Grid Systems, Substations, Network Management, and Power Generation.

Automation Products

It provides products to improve customers' productivity, including drives, electric motors and generators, low voltage products, instrumentation and analytical, and power electronics. The customer profile of this division includes a wide range of industry and utility operations, plus commercial

and residential buildings.

Process Automation

The main focus of this ABB business is to provide customers with integrated solutions for control, plant optimization, and industry-specific application knowledge. The industries served include oil and gas, power, chemicals and pharmaceuticals, pulp and paper, metals and minerals, marine and turbo charging.

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AREA OF ACTIVITY

Automation Products

Process AutomationPower

ProductsPower

Systems

Disconnectors

Circuit Breakers

InstrumentTransformers

Relay PowerTransformers

DistributionTransformers

TractionTransformers

Bushing

Robotics

BUSINESS SECTORS

PPTRPPHV PPMV Substation

Turbocharger

PPLV

TS & DS

HT Machines

Robotics

ABB has one of the world's largest installed bases of industrial robots also providing robot software, peripheral equipment and modular manufacturing cells. ABB's robots are provided for tasks such as welding, assembly, painting and finishing, picking, packing, palletizing and machine tending.

Key markets include automotive, plastics, metal fabrication, foundry, packaging, material handling, and food & beverage industries. In 2006 ABB's global robotics headquarters moved to Shanghai, China and in 2007 ABB added a manufacturing unit for industrial robots in China serving the local market.

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Company’s History

ABB resulted from the 1988 merger of Swedish and Swiss corporations ASEA and BBC Brown Boveri (Brown, Boveri & Cie), the latter had absorbed the Maschinenfabrik Oerlikon in 1967. CEO at the time of the merger was the former CEO of ASEA, Percy Barnevik, who ran the company until 1996.

ABB's history goes back to the late nineteenth century. ASEA was incorporated in 1883 and Brown, Boveri & Cie (BBC) was formed in 1891.

In the early 1990s, ABB purchased Combustion Engineering (C-E) headquartered in Stamford and Norwalk, Connecticut, a leading U.S. firm in the development of conventional fossil fuel power and nuclear power supply systems to break into the North American market. Continuing with its expansion plans, ABB purchased ELSAG BAILEY in 1999, which included Bailey Controls, Hartmann & Braun, and Fischer & Porter. This was the largest acquisition to date in ABB's history.

In 2000, ABB signed a contract for the delivery of equipment and services for two North Korean nuclear power plants to be supplied under an agreement with the Korean Peninsula Energy Development Organization (KEDO), a consortium formed in 1995 by the governments of the United States, Japan, South Korea and the European Union. Also in 2000, ABB formerly

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HISTORY AND GROWTH

divested from a joint venture named ABB-Alstom Power and sold its interest in conventional power generation systems and rail transportation to Alstom Power. ABB's nuclear business was sold to BNFL and merged into Westinghouse Electric Company.

In 2002 ABB asked Lindahl, the company's former chief executive, to return some of his $50 million retirement pay, which its board called excessive. ABB also asked its former chairman Percy Barnevik to pay back part of his $87 million pension package. The size of the pensions was disclosed at the same time as ABB's huge $691 million net loss for 2001 made headlines and drew sharp criticism in Switzerland and Sweden.

ABB was formally listed on the New York Stock Exchange in 2001. Also during that year, ABB was ranked as number one on the Dow Jones corporate sustainability index for the third year in a row.

ABB went through reorganization in 2005 to focus on the company's core business of power and automation technologies. The reorganization created the current structure of ABB with five business sectors (units) consisting of Power Products, Power Systems, Automation Products, Process Automation, and Robotics.

In 2006, ABB returned to financial health by settling its asbestos liability regarding claims that were filed against ABB's U.S. subsidiaries, Combustion Engineering and Lummus Global. In August 2007, Lummus Global was sold to CB&I.

The Company was incorporated on 24th December 1949 as Hindustan Electric Company Limited. In 1965, the Company’s name was changed to Hindustan Brown Boveri Limited (HBB). Pursuant to the Scheme of Amalgamation of Asea Limited with HBB with effect from 1st January 1989, the name was further changed to Asea Brown Boveri Limited (ABB) with effect from 13th October 1989. Flakt India Limited was amalgamated with ABB with effect from 5th October 1995.

During 1994-95, a joint venture Company - ‘ABB Daimler-Benz Transportation AG’ (Adtranz) was established by ABB Zurich and Daimler-Benz AG, Germany, in Germany. A subsidiary of Adtranz was incorporated in India viz. ’ABB Daimler-Benz Transportation Limited which took over the Transportation Business of the Company effective 1st January 1996.

ABB’s power generation business was globally transferred into the new 50-50 JV with Alstom in 1999. In India the power generation business has been demerged and transferred to ABB Alstom Power India Ltd. with effect from 1st April 1999. In consideration of the transfer of the power business, each shareholder of ABB has been allotted one share in ABB Alstom Power India Ltd. for every share held in the company.

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TIMELINE (1883-2007)

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Strategy

ABB is a global leader in power and automation technologies that enable utility and industry customers to improve performance while lowering environmental impact. With more than 110,000 employees we are close to customers in around 100 countries.

With our technology leadership, global presence, application knowledge and local expertise, we offer products, systems, solutions and services that allow our customers to improve their operations – whether they need to increase the reliability of a power grid or raise productivity in a factory.

Focusing on our core strengths in power and automation technologies, we strive for organic profitable growth. Our global manufacturing base ensures consistent top-quality products and systems – made in ABB – for customers around the world. Our customers have broad and easy access to ABB’s offerings - whether they buy from us directly or through distributors, wholesalers, system integrators or other partners.

Our people work together seamlessly to deliver benefits for our customers. Our way of doing business is values-based, leadership-driven and performance-oriented.

Mission and vision 2011

ABB's mission Improve performance: ABB helps customers improve their operating performance, grid

reliability and productivity whilst saving energy and lowering environmental impact Drive innovation: Innovation and quality are key characteristics of our product, systems

and service offering Attract talent: ABB is committed to attracting and retaining dedicated and skilled people

and offering employees an attractive, global work environment Act responsibly: Sustainability, lowering environmental impact and business ethics are at

the core of our market offering and our own operations

ABB's vision

As one of the world’s leading engineering companies, we help our customers to use electrical power efficiently, to increase industrial productivity and to lower environmental impact in a sustainable way. Power and productivity for a better world.

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STRATEGY & MISSION AND VISION

HR IN ABB

ABB has a very systematic and appropriate pattern of human resources in every department. It has HR Portal which provides all the internal information of the HR policies and procedures.

CAFÉ HR

Café - HR is an Employee Self Service Tool. It is an efficient means of accessing and maintaining data in real-time. It permits off-load of data entry activities and related tasks that are typically performed in a company’s human resources and payroll departments. Café HR will empower employees to view, create, and maintain data anywhere through their Web browser. Café - HR provides a number of services for a variety of areas.

Using Café HR employees can:Search the Who's WhoCheck workflow work itemsEmployee information can be obtained using Café HR:Individual information (Payroll Result, Time Management, Personal Details)"Public information" (Who's Who, Calendar, HR Portal)There are other functionalities also.

One Simple ABB – HR As part of People Strategy, HR within One Simple ABB has the objective to reduce cost in the HR area by eliminating duplication of processes. To do so it will be required that all resources working in the HR administration (transactional) area are organized in one country HR center supported by one HR system.

Information about country HR processes in scope, validation of process mapping, evaluation of existing HR systems landscape, areas for potential global HR standards, best practices, definitions of HR center and roles and responsibilities can be found below.

Standard

Describes standard functionalities or standard processes as they should be implemented. A standard allows individual country variation, however any variation needs to be approved by HR Competence Center.

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HUMAN RESOURCES IN ABB

Requirements

A requirement is a mandatory functionality or process that has to be implemented accordingly. Individual country variation is only allowed by exception and needs to be approved by HR Competence Center.

Guideline

A guideline is a document that aims to streamline particular processes. By definition, following a guideline is not mandatory. Guidelines are an essential part of the larger process of governance.

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PROJECT PROFILE

INTRODUCTION AND ROLE OF EMPLOYEE ENGAGEMENT

Employee engagementAn engaged employee is the one who:

Is enthusiastic and is inspired by his/her work

Is committed and is fascinated by his/her work Cares about the future of the organization Shares a strong emotional bond with the organization Is loyal to the organization and the customers Makes more money for the organization by putting in his 100% efforts Is productive , ethical, accountable and dependable

According to a study, the percentage of employees in an organization who are actively engaged, not engaged and actively disengaged in their jobs are 30%, 55%, 15% respectively.

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Engaged employees need less focus and attention from managers as they know their duties and perform their tasks efficiently. They set their aim and meet the expectations. But sometimes, due to some reasons, it hardly takes time for engaged employees to turn into disengaged employees. At this point of time the managers need to identify the symptoms of budding employee disengagement and take preventive measures to limit it from growing further. This problem can be solved by having a conversation with the employee and discussing the problem that the employee is facing.

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. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.’ Thus Employee engagement is a barometer that determines the association of a person with the organization.

Categories of Employee Engagement

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

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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 "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.

Key Drivers of Employee Engagement

1. Type of job:

The job should be challenging enough to motivate the employee. The employee should be interested in his/her job. Employee should be encouraged for the chore that he is performing.

2. Relationship between employee and organizational performance:

The employee should know how he and his work are contributing to the organization’s goals. There fore he should be awarded for the contribution that he has made towards the organization.

3. Growth opportunities:

The employee should have ample opportunities for his career development and growth. 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.

4. Coworkers:

The nature and type of co workers also influences the employee engagement level. Senior management should communicate with their subordinates.

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5. Skills enhancement:

Employee should get ample on-the-job opportunities to develop their skill set. Employee should be provided with appropriate materials and equipment to do the right work.

6. Relationship with the boss:

Employee should value his relationship with his boss. Employee should respect each other and there fore the level of comfort ness is felt between them.

7. 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.

8. 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.

9. 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.

10. 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.

11. 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

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12. 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.

Attributes of Employee Engagement

There are the 10 most important attributes which lead to better employee engagement. Let us know them in detail.

1. Communicate:

Project managers should clearly indicate their expectations from and about the employee. They should also provide feedback to the employees regarding their work and performance.

2. Career:

Management should provide meaningful work to the employees along with career growth opportunities.

3. Confidence:

Good managers should induce and boost confidence in an employee.

4. Control:

Managers should let the employees utilize the control which they have on their job and career.

5. Clarity:

Managers should have a clear vision of what job is to be done and how it is to be done. Also the managers should effectively communicate these visions and plans.

6. Collaborate:

Good coordination and relationships should me maintained within a team. Managers should motivate their employees to work in and as a team. He should also take steps to cultivate trust among the team members.

7. Compliment:

Give recognition and praise to the employee for the job well done.

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8. Connect:

Managers should make their employees feel valuable and important. Show that you care.

9. Contribute:

Give opportunities to employees to contribute in the management decision making process. Ask for suggestions, new ideas, and ways of improvement.

10. Credibility:

Managers should set examples for the employee by imbibing and teach others to practice ethical standards and practices. He should maintain company’s reputation.

Importance of Engagement

Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers’ lack of commitment and motivation. Meaningless work is often associated with apathy and detachment from ones works. In such conditions, individuals are thought to be estranged from their selves .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.

An organization’s 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 company’s clients, and thereby improves customer satisfaction and service levels

It builds passion, commitment and alignment with the organization’s strategies and goals

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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 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.’

Increasing Employee Engagement

An organization’s productivity is measured not in terms of employee satisfaction but by employee engagement. Employees are said to be engaged when they show a positive attitude toward the organization and express a commitment to remain with the organization. Organizations that believe in increasing employee engagement levels focus on:

1. Culture:

It consists of a foundation of leadership, vision, values, effective communication, a strategic plan, and HR policies that are focused on the employee.

2. Continuous Reinforcement of People-Focused Policies:

Continuous reinforcement exists when senior management provides staff with budgets and resources to accomplish their work, and empowers them.

3. Meaningful Metrics:

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They measure the factors that are essential to the organization’s performance. Because so much of the organization’s performance is dependent on people, such metrics will naturally drive the people-focus of the organization and lead to beneficial change.

4. Organizational Performance:

It ultimately leads to high levels of trust, pride, satisfaction, success, and believe it or not, fun.

Increasing employee engagement

Provide variety, Tedious, repetitive tasks can cause burn out and boredom over time. If the job requires repetitive tasks, look for ways to introduce variety by rotating duties, areas of responsibility, delivery of service etc.

Conduct periodic meetings with employees to communicate good news, challenges and easy-to-understand company financial information. Managers and supervisors should be comfortable communicating with their staff, and able to give and receive constructive feedback. Indulge in employee deployment if he feels he is not on the right job. Provide an open environment. Communicate openly and clearly about what's expected of employees at every level - your vision, priorities, success measures, etc. Get to know employees' interests, goals, stressors, etc. Show an interest in their well-being and do what it takes enable them to feel more fulfilled and better balanced in work and life. Celebrate individual, team and organizational successes. Catch employees doing something right, and say "Thank you."

Be consistent in your support for engagement initiatives. If you start one and then drop it, your efforts may backfire. There's a strong connection between employees' commitment to an initiative and management's commitment to supporting it.

Handling Non-Engaged Employees

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Not all the employees are engaged in an organization. There are those who are not engaged and tend to concentrate on tasks other than the goals and outcomes they are expected to accomplish. Efforts are to be made to raise levels of engagement for those who fall in the not-engaged range.

These non engaged employees want themselves to be spoon fed in terms of work targets and are rarely seen to take initiatives. They focus on accomplishing a task rather than achieving an

outcome. Actively disengaged employees aren't just unhappy at work. They spread their discontentment to every other employee and undermine the work of others. They are not just indifferent to company goals and mission but also express their mistrust and animosity.

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.

Too often people have to work with others who have become actively disengaged. The way to get people to become a part of an organization is through relationships. They hang back and do the minimum because they believe their contribution hardly counts. These employees lower the bar for themselves by doing the least amount of work necessary.

Managers should try to interact with these non engaged employees so as to identify the improvement areas

They should be provided with consistent and positive feedback to the subordinates that can help in boosting the morale of non engaged employees

By exhibiting a caring nature, manager can show his employees of what importance they are to him

Managers can also help employees refocus on the demands of their roles and on the skills, knowledge, and talents they bring to their jobs

A good manager has to identify those who are disengaged and explore the reasons behind their discontentment to determine if coaching or other interventions are appropriate.

Employee Scheduling

Higher employee retention rates call for innovative methods of managing workforce. Employees are leaving their workplaces at a faster pace because of which managers have to take corrective action to make employees stick to their organizations. One of the reasons why employees leave is low levels of work engagement among them. Poor scheduling of work may result in employees who either are overloaded with work or don’t have any work at all. For the purpose of engaging employees effectively, managers follow the workforce scheduling process. Employee scheduling refers to the assignment of tasks between the employees. It is a difficult and a time consuming process. It involves producing detailed daily (or monthly) schedules for individual employees while taking the organization’s goal into consideration.

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Managers often misuse workforce scheduling to refer to employee scheduling. Workforce scheduling is basically the short-term allocation of tasks in time. The people scheduled are assumed to be homogeneous in terms of their skills, that is, individual skills are not taken into account while scheduling employees. On the other hand, employee scheduling takes into account individual skills and distinguishes employees in terms of their skills and abilities.

Following points are to be taken into account while scheduling employees:

Set of skills and the level of proficiency for each employee. This allows him/her to be assigned to simple tasks in a new skill, thus allowing a gradual development.

Employees’ previous assignments so as to ensure that maximum work duration does not exceed in the current month or quarter.

Skill and proficiency level required for each activity type.

Company skills to develop, employees designated for training in these skills

Scheduling history can also be used to produce schedules that are balanced with respect to values of counters.

The companies create a scheduling model which is a detailed assignment of employees to activities or skills on each day of the week. The schedule must consider the different timely (daily or weekly) constraints on work and rest duration, total work duration and total work duration per skill. Since employee scheduling is a complex process, many software are available in market which make it an easy task like integrated workforce management tools for scheduling. It focuses on workforce scheduling and self scheduling, credentialing and expiration notification, payroll, costing, and time and attendance systems.

Measure Employee Engagement

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 employee’s 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.

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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 without planning how to handle the result can lead employees to disengage.

Employee engagement satisfaction surveys determine the current level of employee engagement. The key to successful employee satisfaction surveys is to pay close attention to the feedback from the staff. It is important that employee engagement is not viewed as a one time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.

There are 12 significant questions that effectively measures employee engagement.

1. Do you know what is expected of you at work?

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

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

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

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

6. Is there someone at work who encourages your development?

7. At work, do your opinions seem to count?

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

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

10. Do you have a best friend at work?

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

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

Step II1: Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged employees.

Step IV: Taking action to improve employee engagement by acting upon the problem areas

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Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let the staff know how their input is valued. Feeling valued will boost morale, motivate and encourage future input. Taking action starts with listening to employee feedback and a definitive action plan will need to be put in place finally.

.Benefits of employee engagement

1. Better performance

Engaged employees work smarter, not harder. They keep looking for ways to improve performance and they keep finding them. This means more sales, lower costs, better quality and innovative products.

2. Better communication.

Engaged employees communicate – they share information with colleagues, they pass on ideas, suggestions and advice and they speak up for the organization. This leads to better performance, greater innovation and happier customers.

3. Greater customer satisfaction

Engaged employees go out of their way to meet customers’ needs. Customers aren’t slow to notice and this leads to higher levels of repeat business, at a lower cost to the business than that of acquiring a new customer.

4. Better team-working

Employee engagement is about increasing the employees’ connection with the principles, strategies, processes, culture and purpose of the organization. It is a matter of commitment and encouragement. It is a matter of focusing on business results, and the employees having a clear sense of responsibility for delivering on the business agenda.

5. Greater commitment and team working

Engaged employees really care about the future of the organization they work for, they feel proud to work for the company and they get on better with their colleagues.

6. Lower employee turnover and greater ability to recruit great people

Engaged employees don’t leave, despite offers to work elsewhere and they actively seek out new people who they believe can help the company get even better.

Zankat Kajal, AESPGIBM, Project on Employee Engagement 30

Employee Engagement is an important function in an organization. It plays an important role in the growth of the company. In ABB there are many activities held to increase engagement level of the employee.

ABB has provided many fringe benefits to its employees to keep their employees engage in the organization. This type of encouragement provides zeal and enthusiasm within the employees. Welfare activities play a vital role in keeping them engage in the organization.

Workshops / seminars are conducted for the employees on topics viz. Team building, Communication, etc. to enhance their skills. Performances are evaluated weekly, so that timely feedback is given to improve their chore.

Welfare activities at Vadodara are aimed at improving the quality of life of our employees and their families

The year long welfare programmers’ involve employees, spouses & children and eventually leading to healthy and lasting Organization- employee/ family relationship

There are many programs like: Beauty Culture & Health Care for their Spouse and daughters, Swasth Jeevan for the employee’s physical well-being, Effective Parenting Partnership, Workshop on Study Skills for employees children., Essay writing contest for kids, Gruh Sushobhan, Diagnostic Camp, Healthy Living for employees’ wives, etc.

There are many incentives plans for the employees in the ABB. The payroll is pretty good in the company, so that the employees engagement level can be maintain. This can help company for the growth of the company.

Zankat Kajal, AESPGIBM, Project on Employee Engagement 31

EMPLOYEE ENGAGEMENT IN ABB

Zankat Kajal, AESPGIBM, Project on Employee Engagement 32

PROJECT DESIGN

Introduction

In any organization, employees’ are the main focus for its constant growth. They play an important role in determining company’s overall performance. So the top level management interested in developing a better performing work force compared to other organization should know what engaged their employees. To know this, one of powerful tool is to conduct employee engagement survey. It will be true to some extent to say that an employee’s work reflects its engagement level towards his job and organization. More the engagement level, more positive results will be resulted from employee’s work. Therefore employee engagement survey should not only be conducted, but necessary action should also be taken in right way from the analysis obtained from such survey.

Objective

The main objective of the study is to measure the level of engagement of employees with company and to know about employees’ working condition, to interact with them and seek suggestions from them.

Area of coverage

The study of employee engagement for which the survey was conducted was confined to ABB, Vadodara. The survey was taken to get the responses from full time employees. The survey tried to cover employees’ working in Power System unit.

Scope

The study focused mainly on employee’s opinion towards HR department and the services provided by HR department, but as the survey was on employee engagement, the study tries to Zankat Kajal, AESPGIBM, Project on Employee Engagement 33

RESEARCH METHODOLOGY

cover other aspects also such as employee’s engagement level towards existing growth opportunities in the organization and overall working environment in ABB, Maneja.

Purpose

This project was mainly undertaken in ABB, Maneja for academic interest. So the purpose of the study was to get a learning experience in the organization and to get feel of working environment. The purpose was also to learn how to interact and deal with the employees.

Significance

The study was conducted only for academic purpose but if such study is conducted by once in two years the management can get a clear view of issues related to employees and how they can resolve those issues which will increase the engagement level of employees. And if this is done it will be directly reflected in performance of employees.

Methodology

A descriptive design was used to conduct this study. The questionnaire which was given to employees was objective questions. The questionnaire had engagement category questions which were related to HR.

Data collection tool

The questionnaire was administered to the full time permanent employees of the Power System business unit.

Sample size

The questionnaire was given to 100 full time permanent employees, out of which I could get only 90 filled questionnaires back. The sample size was taken from Power System department.

Sampling method

In ABB, Vadodara, for my study the population is divided in Power system. The third step was convenience sampling where the selection of sampling units was based on convenience.

Limitation

Zankat Kajal, AESPGIBM, Project on Employee Engagement 34

Some of the respondents in spite of the request made were not ready to fill the questionnaire due to lack of time or showing disinterest. Therefore all the employees were not included in the study

I was allowed to conduct the data collection process only during the second month of my project tenure. Therefore due to lack of time I was not able to include workers in my study of employee engagement

Due to time constraints all the aspects of the HR policies and services couldn’t be studied and elaborated

Zankat Kajal, AESPGIBM, Project on Employee Engagement 35

DATAANALYSIS

Sampling method

ROLE CLARITYRESPONSES RESPONDENTS % Upper limit (%) Lower limit (%)Strongly Disagree 6 6.67 9 4Disagree 0 0 0 0Neutral 6 6.67 9 4Agree 48 53.33 58 48Strongly Agree 30 33.33 38 28TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 36

ANALYSIS OF EMPLOYEE ENGAGEMENT FACTORS

0

10

20

30

40

50

60

70

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%upper limitlower limit

From the above graph we can analyze that the employees nearly: 53% falls in the range 48%-58% (Agree) 7% falls in the range 4%-9%(Strongly Disagree) 7% falls in the range 4%-9% (Neutral) 33% falls in the range 28%-38%(Strongly Agree)

From the above result we can say that the for the role clarity 86% people is agree that they are clear about their role in the company. And only 7% are disagreeing for the same.

RECOGNIZATION / PRAISE

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 6 6.67 9 4Disagree 6 6.67 9 4Neutral 18 20.00 24 16Agree 54 60.00 65 55Strongly Agree 6 6.67 9 4TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 37

0

10

20

30

40

50

60

70

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%upper limitlower limit

From the above graph we can analyze that the employees nearly: 60% falls in the range 55%-65% (Agree) 7% falls in the range 4%-9% (Strongly Disagree) 7% falls in the range 4%-9% (Disagree) 20% falls in the range 16%-24% (Neutral) 7% falls in the range 4%-9% (Strongly Agree)

From the above result we can say that the for the role clarity 67% people is agree that they are getting recognization when ever they are deserving.

GROWTH OPPORTUNITIES

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 6 6.67 9 4Disagree 6 6.67 9 4Neutral 36 40 45 35Agree 39 43.33 48 38Strongly Agree 3 3.33 5 1TOTAL 90 100

Zankat Kajal, AESPGIBM, Project on Employee Engagement 38

0

10

20

30

40

50

60

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%

upper limitlower limit

From the above graph we can analyze that the employees nearly: 43% falls in the range 38%-48% (Agree) 7% falls in the range 4%-9% (Strongly Disagree) 7% falls in the range 4%-9% (Disagree) 40% falls in the range 35%-45% (Neutral) 3% falls in the range 1%-5% (Strongly Agree)

From the above result we can say that for the growth and opportunity 46% people is agree that they are getting enough opportunity for their growth 14% people are disagree for the growth opportunity.

PARTICIPATION

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 4 4.00 6 2Disagree 8 8.67 12 6Neutral 16 17.33 21 13Agree 50 53.33 60 50Strongly Agree 12 13.33 17 10TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 39

0

10

20

30

40

50

60

70

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%

upper limitlower limit

From the above graph we can analyze that the employees nearly: 53% falls in the range 50%-60% (Agree) 4% falls in the range 2%-6% (Strongly Disagree) 8% falls in the range 6%-12% (Disagree) 17% falls in the range 13%-21% (Neutral) 13% falls in the range 10%-17% (Strongly Agree)

From the above result we can say that for the participation 63% people is agree that they are participating in the activities help in the company. Only 12% are disagreeing for the same.

JOB SATISFACTION

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 6 6.67 9 4Disagree 18 22.67 27 18Neutral 18 18.67 23 15Agree 42 42.67 48 38Strongly Agree 6 6.67 9 4TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 40

0

10

20

30

40

50

60

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%upper limitlower limit

From the above graph we can analyze that the employees nearly: 43% falls in the range 38%-48% (Agree) 7% falls in the range 4%-9% (Strongly Disagree) 23% falls in the range 18%-27% (Disagree) 19% falls in the range 15%-23% (Neutral) 7% falls in the range 4%-9% (Strongly Agree)

From the above result we can say that for the job satisfaction almost 50% people are agree that they are satisfied with their job. But nearly 30% people are disagreeing for job satisfaction which has to be improved.

COMMUNICATION

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 3 3.33 5 1Disagree 9 10.00 13 7Neutral 9 10.00 13 7Agree 57 63.33 68 58Strongly Agree 12 13.33 17 10TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 41

0

10

20

30

40

50

60

70

80

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%upper limitlower limit

From the above graph we can analyze that the employees nearly: 63% falls in the range 58%-68% (Agree) 3% falls in the range 1%-5%(Strongly Disagree) 10% falls in the range 7%-13% (Disagree) 10% falls in the range 7%-13% (Neutral) 13% falls in the range 10%-17% (Strongly Agree)

From the above result we can say that for the communication almost 76% people are agree that the communication between employees is good. But nearly 13% people are disagreeing for communication.

CO-OPERATION & TEAM WORK

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 3 3.33 5 1Disagree 9 10 13 7Neutral 15 16.67 21 13Agree 48 53.33 58 48Strongly Agree 15 16.67 21 13TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 42

0

10

20

30

40

50

60

70

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%

upper limitlower limit

From the above graph we can analyze that the employees nearly: 53% falls in the range 48%-58% (Agree) 3% falls in the range 1%-5% (Strongly Disagree) 10% falls in the range 7%-13% (Disagree) 16% falls in the range 13%-21% (Neutral) 16% falls in the range 13%-21% (Strongly Agree)

From the above result we can say that for the co-operation and team work almost 66% people are agree that the co-operation and team work is their between employees is good. But nearly 13% people are disagreeing for team work and co-operation.

FEEDBACK

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 12 13.33 17 10Disagree 18 20.00 24 16Neutral 24 26.67 31 22Agree 36 40.00 45 35Strongly Agree 0 0.00 0 0TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 43

05

101520253035404550

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%upper limitlower limit

From the above graph we can analyze that the employees nearly: 40% falls in the range 35%-45% (Agree) 13% falls in the range 10%-17% (Strongly Disagree) 20% falls in the range 16%-24% (Disagree) 27% falls in the range 22-%-31% (Neutral) 0% falls in the range 0-0 (Strongly Agree)

From the above result we can say that for the feedback almost 40% people are agree that the feedback is given to the employees whenever is require. But nearly 33% people are disagreeing that the feedback is not given to the employees.

SKILL ENHANCEMENT

RESPONSES RESPONDENTS % Upper limit % Lower limit%Strongly Disagree 6 6.67 9 4Disagree 6 6.67 9 4Neutral 18 20.00 24 16Agree 42 46.67 52 41Strongly Agree 18 20.00 24 16TOTAL 90

Zankat Kajal, AESPGIBM, Project on Employee Engagement 44

0

10

20

30

40

50

60

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%upper limitlower limit

From the above graph we can analyze that the employees nearly: 47% falls in the range 41%-52% (Agree) 7% falls in the range 4%-9% (Strongly Disagree) 7% falls in the range 4%-9% (Disagree) 20% falls in the range 16%-24%(Neutral) 20% falls in the range 16%-24% (Strongly Agree)

From the above result we can say that for the skill enhancement almost 67% people are agree that they can enhance their skills in the company. But nearly 14% people are disagreeing that for the skill enhancement

RELATIONSHIP WITH BOSS

RESPONSES RESPONDENTS % Upper limit % Lower limit %Strongly Disagree 9 10.00 13 7Disagree 12 13.33 17 10Neutral 15 16.67 21 13Agree 40 44.44 50 39Strongly Agree 14 15.56 19 12TOTAL 90 100

Zankat Kajal, AESPGIBM, Project on Employee Engagement 45

0

10

20

30

40

50

60

StronglyDisagree

Disagree Neutral Agree StronglyAgree

Range

Resp

onse

s in

%

upper limitlower limit

From the above graph we can analyze that the employees nearly: 44% falls in the range 39%-50% (Agree) 10% falls in the range 7%-13% (Strongly Disagree) 13% falls in the range 10%-17% (Disagree) 17% falls in the range 13%-23% (Neutral) 16% falls in the range 12%-19% (Strongly Agree)

From the above result we can say that for the relation with the boss almost 60% people are agree that their relationship with boss is good. But nearly 23% people are disagreeing that their relationship with boss is not good

Note: The sample has been surveyed in the following manner for Role Clarity (strongly agree): % expected in entire population, Significance level (œ) =5% (since this is most commonly used)

P= þ ± Zœ ((þ*q/n) (N-n)/ (N-1)) ^ ½ Where, P= Population,

Þ= Probability of success, q= Probability of failure,

Zankat Kajal, AESPGIBM, Project on Employee Engagement 46

Z= Confidence level (1- œ), n= Sample size,

N= Population size

P= (0.0667 ± 1.96 ( 0.0667*0.993/ 90)^ ½) ((120-90)/(120-1))^ ½ P= (0.04,0.09)

Upper limit =4% & Lower limit =9%

Therefore we can see that the Role Clarity of employees strongly agree is 6.67% which falls in the range of 4%-9%.The rest of the population parameters (P) are found from the above calculations.

There fore from the analysis I have known that the major key drivers (factors) for the engagement are:

Role clarity Communication Skill enhancement & Recognization/praise

At the same time for the team work and co-operation 66% employee is agree that there is a team spirit between the employees.

Rank according to WAM(Weighted average method)

I have taken rank 1 as the highest priority and 10 the lowest priority. Hence rank 1 gets weight 10, rank 2 gets 9 and so on.

Ranks 1 2 3 4 5 6 7 8 9 10 total rank weights 10 9 8 7 6 5 4 3 2 1

Role clarity 6 12 8 12 8 8 12 8 10 6 502 6

Zankat Kajal, AESPGIBM, Project on Employee Engagement 47

Participation 0 0 10 12 4 12 10 2 14 26 348 9Growth opportunities 40 12 8 6 10 2 6 0 4 2 718 1Relationship with boss 2 4 8 10 10 5 7 10 16 18 383 8Job satisfaction 14 16 8 16 10 6 8 6 4 2 610 2Communication 10 16 20 4 8 10 6 10 4 2 594 3Co-operation & Team work 6 12 4 12 16 2 10 12 12 4 594 3Feedback 4 14 14 12 8 6 12 12 8 0 540 5Skill enhancement 10 6 4 0 10 12 12 18 10 8 448 7Recognization & Praise 2 4 2 6 4 14 12 14 16 16 346 10

Let us consider factor ‘Role clarity’. It has 1 first rank, 2 second rank and so on. This is calculated as6*10 +12*9 + 8*8 +12*7 + 8*6 + 8*5 + 12*4 + 8*3 + 10*2 + 6*1= 60+108+64+84+48+40+48+24+20+6=502

Rank Factors1 Growth opportunities2 Job satisfaction3 Communication and Co-operation & Team work

Zankat Kajal, AESPGIBM, Project on Employee Engagement 48

RANK 1

45%

13%

9%

7%

11%

2%

7%

0%

4%

2%1

234

56

789

10

Growth and opportunity

Job satisfaction

Zankat Kajal, AESPGIBM, Project on Employee Engagement 49

RANK 3

7%

14%

4%

13%

19%2%11%

13%

13%4%

1

2

3

4

5

6

7

8

9

10

Co-operation & Team work

Communication

Zankat Kajal, AESPGIBM, Project on Employee Engagement 50

Zankat Kajal, AESPGIBM, Project on Employee Engagement 51

CONCLUSION AND RECOMENDATION

Conclusion

Employee Engagement is the term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Employee engagement emphasizes the importance of employee communication on the success of a business. An organization should thus recognize employees, more than any other variable, as powerful contributors to a company's competitive position. Therefore employee engagement should be a continuous process of learning, improvement, measurement and action.

I would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor.

There fore from the analysis I have known that the major key drivers (factors) for the engagement from the sampling method are:

Communication Recognization & Praise Participation

And from the Rank (WAM) Method, the major key drivers for the engagement are:

Growth Opportunities Job Satisfaction Communication & Co-operation/Team work

Recommendation / Suggestions

In the organization the engagement level is quite good and there for no recommendations or suggestions are required.

But there are few other things which should be recommended that the employee should follow the instructions given to them by the HR department. Tea/Lunch time should be reduced. Other then this every thing is quite good organized by the company.

Zankat Kajal, AESPGIBM, Project on Employee Engagement 52

Bibliography

www.abbinside.com www.abbindia.com www.google.com www.wikipedia.com www.citehr.com www.opcuk.com www.bestemployeestudy.com

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Zankat Kajal, AESPGIBM, Project on Employee Engagement 54

ANNEXURE

QUESTIONNAIR

Employee Engagement Survey

The objective of this survey is to find out engagement level of the employees in organization. The responses of the survey will be kept confidential. Kindly put a tick mark () on the closest option.

No. Of years worked in ABB: __________ AGE: _________________

1) I know what is expected of me.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

2) I can disagree with my manager without fear of getting in trouble.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

3) My job does not cause stress or anxiety in my life.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

4) I have the resources I need to do my job well.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

5) I am looking for a job outside this organization.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

6) My manager emphasizes cooperation and teamwork among members of my workgroup.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

7) Information and knowledge are shared openly within my BU and team.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

8) I am extremely proud to tell people that I work for this organization.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

Zankat Kajal, AESPGIBM, Project on Employee Engagement 55

9) I am given adequate feedback about my performance

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

10) My manager always treats me with respect.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

11) Employees are encouraged to participate in the decision-making process.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

12) This organization's policies for promotion and advancement are always fair.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

13) I have plenty of opportunities for professional growth in this organization.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

14) I am very satisfied with my job.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

15) My manager values my talents and the contributions.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

16) Employees are given the freedom and authority they need to make necessary decisions.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

17) There is a strong spirit of cooperation among employees of other departments with in the BU.O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

18) BU communication meetings are very important for the employees.

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

19) Does your manager give you the opportunity to enhance your skill?

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

20) Does your manager praise you for the good work?

Zankat Kajal, AESPGIBM, Project on Employee Engagement 56

O Strongly Disagree O Disagree O Neutral O Agree O Strongly Agree

21) Rank the following key drivers according to your significance:(1 having the highest priority and 10 the lowest)

□ Role clarity

□ Participation

□ Growth opportunities

□ Relationship with the boss

□ Job satisfaction

□ Communication

□ Co-operation & Team work

□ Feedback

□ Skill enhancement

□ Reorganization & Praise

Zankat Kajal, AESPGIBM, Project on Employee Engagement 57