KB 55 Engagement

a human resource newsletter

issue no 55 | february 2013

continued from previous page | EMOTIONAL ENGAGEMENT: INDICATOR OF A HEALTHY ORGANIZATION : Sriram Narayanan

3. How do you think the right balance between professionalism and emotions can be achieved? It is a misconception that managers are being ‘soft’ when they are emotionally aware. The balance between emotionality and professionalism is attained when managers realize the dierence between task orientation based on facts and task achievement as a result of people's motivation and involvement. From my personal experience, a good example for this is a blend of professionalism with people involvement in the goal setting process. We have many examples of business houses like the Tatas, Birlas, Mahindras and also multinational companies like Endress+Hauser, Hindustan Unilever etc who have achieved this balance. 4. Does the health of an organization depend on the engagement of its employees? Engaged employees consistently deliver better value to the customer in terms of both quality and cost. This keeps the organization healthy, as delighted customers and satised employees mean value for the stakeholders in the long term. 5. What parameters can help measure the level of emotional engagement amongst employees? The measures of emotional engagement among employees can be the Employee Satisfaction Index, Customer Satisfaction Index on services and quality, number of innovations or improvements in an organization and retaining top talent.

6. What steps would ensure people connecting emotionally with the organization? As rightly quoted by Mr. Yamamoto "Everybody whether young or old is worth something". Organizations should cultivate a spirit of team work, practice open and transparent policies and deal fairly with employees. This will lead to a culture of equality and innovation. The leaders in an organization should act as a catalyst in this transformation and should encourage an environment of positive energy.

7. What is the impact of emotional engagement on the bottom line of an organization? Consistent achievement of the bottom line is directly proportional to the level of emotional connect of its employees. Only companies with engaged employees succeed in the long run. The views expressed in this article are solely those of the person interviewed.

PEOPLE ENGAGEMENT: EMOTIONAL OR PROFESSIONAL ? Let’s start with an age old debate that persists at the workplace - does emotional engagement with the employees lead to an erosion of professional work culture. So what are some of the parameters of a ‘professional’ organization?

Rushikesh Rajendra is the CEO at Atyaasaa Foundation. He is an affable corporate trainer with over 26 years of experience in HR, operations, international business and training. He has held various leadership positions in several leading IT and consulting organizations. He has delivered several transformational workshops,competency enhancement programmes, behavioural interventions on interpersonal effectiveness, emotional intelligence and creating high performance teams to large number of participants from the corporate world. Rushikesh has an innate ability of connecting with people across cultures, tenure ship, experience and position which results in break-through business outcomes. His expertise lies in relationship building, ownership and accountability, managerial effectiveness,overcoming leadership dilemmas and effective people management. THE OD CONNOISSEUR’S ORATE Rushikesh Rajendra

They could be – a continuous feedback system, focus on performance management rather than performance monitoring, recognition of eorts and results etc. These measures, amusingly enough, also indicate emotional engagement. So then, professionalism includes acknowledging emotions. Unfortunately, this fact is often not realized or is overlooked. This has led the HR function of many organizations, to scurry for fresh ideas and innovative initiatives in ‘employee engagement’. Enhancing the emotional connect of employees through perks is one such initiative. Main reason for this is the expectation that, the employees should demonstrate higher levels of responsibility, ownership and accountability. This expectation is indeed met by employees who are emotionally engaged thus resulting in superlative performance from them as well as the teams they form. However, in this quest to enhance their perceived image as a caring employer, organizations sometimes go overboard in giving perks to employees. This triggers an avalanche of never receding expectations of employees and the organization struggles in meeting them.

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