KB 46 Employee Engagement

KNOWLEDGE BEANS a human resource newsletter

issue no 46 | May 2012

A product company typically faces lot of employee attrition issues as the employees continue to work on the same product for years together. These organizations follow strategies that involve increasing employee engagement through investment in technological advancement. In the Indian context, stagnation occurs as a result of performing the same job for many years with no visible vertical growth. The only means for growth is moving up the value chain by building leadership capabilities to improve confidence levels. Atyaasaa developed a unique leadership intervention where employees were encouraged to believe that they had the potential to influence people to bring about a change. This intervention was designed to enhance the belief in people to empower them to perform better. It focused on breaking the misconception that leadership involves the task of just ‘reporting’ to someone above. Intervention: The design was developed to build the capabilities of the employees and bridge the expectation gap. The intervention entailed the following: Gather insights from experiences of the employees to design ideal leadership characteristics, expected behaviour patterns and conflict resolution strategies to build high engagement teams Develop a deep sense of self discovery and build leadership capabilities combining their existing capabilities with comprehensive learning methods compromising awareness, reflection and experimentation Diagnosing the root cause accurately to gain more clarity of the problem and find the right solution Andragogy: The intervention involved participation from employees with 7 to 8 years of work experience and 1st line managers with no leadership experience. Employees were encouraged to take up opportunities to perform new skills and implement them in real life scenarios. Employee engagement occurs through a process of empowering individuals to proactively create succession planning. Challenges in implementation: The biggest challenge faced was to redefine the concept of development. This was done by smashing the belief that development of an employee can happen only through promotions. The other major challenge was to overcome attitudes of the participants concerning fixed statutory levels that define growth and development. Outcomes and insights: The success of the workshop was clearly demonstrated through an increased sense of self confidence and morale in the leadership team. Initially, people believed they were not given opportunities at work and resisted any further technical training. This formed a void in the minds of the employees. The design of this intervention filled this void The tools provided to them during the workshop helped them enhance their effectiveness on the job The intervention revolutionized the definition of leadership through the concept ‘STEPPING INTO LEADERSHIP’ STEPPING INTO LEADERSHIP CASE STUDY Atyaasaa

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