Month: December 2020

University of Mumbai BMS Notes

Contest Recruitment

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Hiring Through Student Competitions

  • You get a wider pool of aspirants as opposed to when you might have posted a job description on a single website.
  • This pool of aspirants would be much more vibrant and talented. The people willing to take part in a competition to showcase their skills are smarter and more willing to take up initiatives.
  • You get the opportunity to sell your brand through such activities. It’s basically killing two birds with one stone, you get the desired recruits and also get great PR.
  • You can customize the game levels according to your requirements. There is no one-size-fits-all rule here.

Creating games/competitions for the specific purpose of recruitment is a detailed process. It starts with an assessment of the job in question and the requirement of the organization and goes through several steps before ending with the final result. Instead of spending your time and resources on the same, it is advisable to hire professionals for this job.

The Benefits of Recruiting Contest and Award Winners

There are numerous reasons why you should recruit contest and award winners. Some of the primary reasons include:

  • It’s easy. Finding the winners is incredibly easy because the names of the winners and the finalists are almost always published.
  • Selection is based on results. Contests focus on results rather than the more prominent screening criteria of education or experience. As a result, when you recruit an award winner, you’re getting someone that has actually produced superior results.
  • They’re a great source of ideas. If you run the contest, even if you don’t end up hiring one of the winners, you do get to capture all of the answers and ideas that were generated. Many times, the business value of these ideas far outweighs the cost of the contest.
  • It’s also a learning tool. After identifying award and contest winners, the conversations with them can be great learning mechanisms, whether you hire them or not.
  • Referrals are another output. Obviously, you can’t hire every award winner, but you can certainly build a relationship with them and use them as a referral source. They might refer mentees, people they know, or even members of their own team that need new experiences or who are in dead-end positions.
  • It’s cheap. If the contest is run by someone else, there’s no cost in capturing the names of the winners. If you run the contest, most entries can be done online, so there’s no paper and the administration is easier. For software contests, the entries can even be assessed automatically using software.
  • It’s low-volume and high-quality. Most recruiting sources get you high-volume and low-quality candidates and, as a result, sorting is a nightmare. However, when you’re recruiting award winners and contest champions, there are no “turkeys” to screen out. All of them are winners, and often even non-winner participants are also top performers (in the Academy Awards, even the losers for Best Picture are probably outstanding).
  • They’re less biased. Because most contests are anonymous and are based on real problems, the process is generally less biased than most face-to-face selection processes.
  • It’s global. Because contests can be web-based, it’s possible to get global award winners and thus global recruiting targets without having to get on an airplane.

Some additional examples might further convince you that it’s time for you to catch up and take advantage of this approach.

  • Top Coder. Clearly a best practice leader when it comes to running challenges in the software industry. It holds worldwide electronic code writing contests to identify the very best in software engineering for forward-thinking firms like Google, Yahoo, and Microsoft. Not only do top contestants get job offers, but Top Coder figured out how to leverage the contests to produce code that they could, in turn, sell to organizations. Codewalkers provides similar contests in the web application and development area. WizardHunt offers “contestware” for firms.
  • Matching problems with problem-solvers. One company, InnoCentive, was recently highlighted in Bill Taylor’s leading-edge “Mavericks” column in The New York Times. InnoCentive’s leading-edge site allows companies to post their latest problems online and provides problem solvers an opportunity to submit solutions. The winning solution gets a monetary prize and the company gets outstanding answers and the names of some outstanding problem-solvers. If you can propose a catalyst system for an improved synthesis of a monoresorcinyl-triazine, your solution could be worth $50,000.
  • Professional associations. Nearly every professional association holds both national and local awards and contests. For example, the IEEE holds an annual Robotics Challenge, a prime recruiting event for electrical and mechanical engineers.
  • Department of Defense. Even the government has gotten into the contest game, offering prizes for university teams that develop driverless cross-country vehicles. Hanging around the pits at these events will produce candidates who are several levels above those who can be found at most college career centers.
  • Quicken loans. This forward-thinking firm has contest plans for the best customer service person and the best salesperson.
  • The best wait person. One major hotel chain held a “find the best waitress/waiter contest,” challenging its employees to identify the very best in their city. In essence, this created the world’s first employee referral contest.
  • Student challenges. Colleges have been holding “drop the egg from the roof” and “Concrete Canoe” contests for years, and the winners are highly sought after. Similarly, winners of debate contests are sought out as potential salespeople, and photography and film contests make it easy to identify the best students in media.
  • Scholarship contests. There is no better way to get detailed information about the best college students than offering a scholarship and then utilizing the application data to identify potential college interns or hires.
  • The best nurse. The New York Times recently ran a full-page ad asking individuals around the United States to submit the names and stories of wonderful nurses. Think of the learning, referral, and recruiting value if you could develop a contest or process that captured the names and stories of the best nurses in your region.
  • NFL-type draft. National Oilwell Varco holds an internal NFL-style draft for its college hires after they complete their initial rotations. A brilliant approach because competition raises management’s attention, and it also brings out the best in almost all situations.
  • The best in HR. Even SHRM holds Jeopardy-type contests among its university chapters. Anyone who wins an Optimas or ERE Recruiting Excellence award is certainly also at the top in his or her field.
  • The best salesperson. If you spend a lot of time at the bars of hotels that cater to a lot of company events, just look for those with brand-new Hawaiian shirts or leis around their necks. Invariably, they just won the best salesperson award and thus, a free trip to Hawaii.
  • Interactive Brokers Group has an electronic trading Olympiad, the Collegiate Cyber Defense Competition, which helps identify the best at building barriers to hackers. In addition, Legoland California has a contest to find the best model builder, and L’Oreal has its e-Strat challenge.
Management Notes

Employee Engagement Meaning, Importance, Types and Drivers of Engagement

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Employee engagement refers to the emotional commitment and involvement an employee has toward their organization and its goals. It goes beyond job satisfaction, reflecting the level of enthusiasm, motivation, and dedication employees exhibit in their work. Engaged employees are highly invested in their roles, consistently striving for personal and organizational success. They are proactive, productive, and often contribute to a positive work environment. Effective engagement involves clear communication, recognition, career growth opportunities, and a supportive culture. High employee engagement leads to improved performance, lower turnover, and better overall organizational outcomes.

Importance of Employee engagement:

  • Enhanced Productivity

Engaged employees are more motivated to perform at their best. They take initiative, are proactive, and go beyond their regular job responsibilities to achieve organizational goals. This increased effort directly impacts overall productivity, leading to higher output and efficiency in operations.

  • Improved Employee Retention

High levels of engagement reduce employee turnover. When employees feel valued, recognized, and connected to their workplace, they are less likely to leave the organization. This not only helps in retaining talent but also reduces the costs associated with recruitment, onboarding, and training of new employees.

  • Better Customer Satisfaction

Engaged employees are more committed to delivering excellent service, which directly enhances customer satisfaction. They are willing to go the extra mile to meet customer needs, resulting in positive customer experiences and long-term loyalty.

  • Increased Innovation

Engaged employees tend to be more creative and open to new ideas. They feel a sense of ownership in their work, which encourages them to contribute innovative solutions and improvements. This innovation can give organizations a competitive edge in their respective industries.

  • Higher Employee Morale

When employees are engaged, they experience higher job satisfaction and morale. This positive work environment fosters collaboration, teamwork, and a sense of belonging, which further strengthens organizational culture and employee well-being.

  • Reduced Absenteeism

Engaged employees are more committed and reliable, leading to lower absenteeism rates. They are more likely to show up consistently for work because they feel motivated and connected to their roles and responsibilities, which ensures smooth business operations.

  • Better Financial Performance

Organizations with high employee engagement often achieve better financial results. Engaged employees contribute to increased revenue, higher profitability, and lower operational costs due to improved productivity, customer satisfaction, and retention. Companies with strong engagement levels outperform their competitors in terms of market share and growth.

Types of Employee engagement:

  • Cognitive Engagement

Cognitive engagement involves an employee’s intellectual commitment to their role and the organization. It focuses on how employees think about their work, their level of understanding of the organization’s goals, and their willingness to align their efforts with strategic objectives. Employees with high cognitive engagement seek to learn and improve continuously.

Example: An employee taking initiative to learn new skills relevant to their role.

  • Emotional Engagement

This type of engagement reflects the emotional connection employees feel toward their work and workplace. Emotionally engaged employees have a sense of pride, belonging, and loyalty to the organization. This connection often leads to a stronger sense of job satisfaction and morale.

Example: Feeling proud of representing the organization and being motivated by its mission and values.

  • Behavioral Engagement

Behavioral engagement refers to the observable actions employees take as a result of their cognitive and emotional commitment. This includes behaviors like being punctual, exceeding performance expectations, and collaborating effectively with colleagues. It represents the degree to which employees actively participate in work-related activities.

Example: Actively contributing to team discussions and projects.

  • Active Engagement

Actively engaged employees are enthusiastic, energetic, and highly involved in their work. They consistently strive to improve performance and contribute positively to the workplace environment. Such employees often take on leadership roles, help colleagues, and drive innovation.

Example: Volunteering to lead new initiatives or projects.

  • Passive Engagement

Passive engagement refers to employees who do the minimum required in their roles. They may not be actively dissatisfied but lack enthusiasm and initiative. They complete their tasks without contributing beyond their defined responsibilities.

Example: Completing tasks on time but avoiding additional involvement or initiative.

  • Disengagement

Disengaged employees lack motivation and interest in their work. They are emotionally disconnected from the organization and are less productive. Disengagement can lead to absenteeism, high turnover, and a negative work environment.

Example: Frequently calling in sick or showing little concern for the quality of their work.

  • Social Engagement

Social engagement involves an employee’s interaction and relationships with peers and leaders within the organization. It highlights how employees collaborate, communicate, and contribute to a positive work environment. High social engagement promotes teamwork and strengthens organizational culture.

Example: Participating in team-building activities or company events.

Drivers of Employee engagement:

  • Leadership and Management Support

Effective leadership is one of the most critical drivers of employee engagement. Leaders who communicate a clear vision, provide direction, and demonstrate empathy foster trust and commitment among employees. Managers who offer regular feedback, recognize achievements, and support career development play a vital role in maintaining high engagement levels.

Example: A manager conducting regular one-on-one meetings to understand and address employee concerns.

  • Clear Communication

Transparent and consistent communication between employees and management promotes trust and helps employees feel involved in the organization’s goals. When employees understand how their work contributes to overall success, they are more likely to be engaged.

Example: Regular town hall meetings or updates from leadership about organizational progress.

  • Recognition and Rewards

Employees who feel appreciated for their efforts tend to be more engaged. Recognition, whether formal (awards, bonuses) or informal (praise, thank-you notes), reinforces positive behavior and motivates employees to continue performing at a high level.

Example: Publicly acknowledging an employee’s contribution during a team meeting.

  • Opportunities for Growth and Development

Career development is a key driver of engagement. Employees who are provided with opportunities to learn, grow, and advance in their careers feel more valued and connected to their organization. Training programs, mentorship, and skill development initiatives can enhance engagement.

Example: Offering access to professional development courses or sponsoring higher education.

  • Work-Life Balance

A healthy work-life balance is essential for employee well-being. Organizations that provide flexible working hours, remote work options, and support for personal responsibilities help employees manage stress and maintain engagement.

Example: Allowing employees to work from home or offering wellness programs.

  • Job Role and Work Environment

Employees are more engaged when they have clear job responsibilities and work in a positive, collaborative environment. Providing employees with challenging yet achievable tasks and ensuring a supportive workplace culture drives engagement.

Example: Creating cross-functional teams to work on new and exciting projects.

  • Employee Autonomy

Giving employees the freedom to make decisions about their work fosters a sense of ownership and responsibility. Autonomy boosts confidence and encourages innovation, resulting in higher engagement.

Example: Allowing employees to set their own work schedules and define their approach to tasks.

  • Organizational Culture

A strong, positive organizational culture where employees share values, norms, and a sense of purpose is a powerful driver of engagement. A culture that promotes inclusivity, collaboration, and respect fosters loyalty and satisfaction.

Example: Encouraging open dialogue and embracing diversity in the workplace.

Management Notes

Employer Branding and Employee Value Proposition (EVP)

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Employer Branding

Employer branding is the process of creating and communicating a positive image of an organisation as an employer. It represents how current employees, potential candidates, and the wider labour market perceive the organisation as a workplace. Employer branding communicates organisational culture, values, career opportunities, compensation, employee experience, and working conditions. In Strategic Human Resource Management, it helps organisations attract talented employees, strengthen employee commitment, and develop a competitive position in the labour market.

Meaning of Employer Branding

Employer branding refers to the organisation’s reputation and identity as an employer. It communicates what employees can expect from working in the organisation, including its culture, values, leadership, career opportunities, rewards, and work environment. A strong employer brand differentiates an organisation from competing employers and creates a favourable impression among potential candidates. It also influences existing employees by strengthening their sense of belonging, organisational identification, and commitment.

Objectives of Employer Branding

  • Attract Qualified Talent

The primary objective of employer branding is to attract qualified and capable candidates. A strong employer reputation communicates the organisation’s culture, career opportunities, workplace environment, rewards, and development possibilities. This encourages talented individuals to consider the organisation as a desirable employer. By creating a positive employment image, organisations can increase the quality of applicants and improve their ability to compete for skilled professionals, particularly in competitive labour markets.

  • Build a Positive Employer Image

Employer branding aims to establish and maintain a positive image of the organisation as a workplace. Candidates often evaluate organisations based on reputation, values, employee treatment, leadership, and career opportunities. A favourable employer image increases trust and interest among potential employees. It also helps differentiate the organisation from competitors. Consistent communication and positive employee experiences enable organisations to develop a credible reputation that supports long-term talent attraction.

  • Strengthen Employee Retention

Another objective is to encourage talented employees to remain with the organisation. A strong employer brand creates a sense of belonging and communicates attractive career opportunities, recognition, development, and workplace values. When employees feel that the organisation fulfils its employment promises, their commitment can increase. Strong employer branding can therefore reduce voluntary turnover, preserve organisational knowledge, lower replacement costs, and contribute to workforce stability and continuity.

  • Improve Employee Engagement

Employer branding seeks to create stronger emotional and professional connections between employees and the organisation. When employees identify with organisational values, culture, purpose, and reputation, they may demonstrate greater enthusiasm and involvement in their work. A positive employee experience reinforces the employer brand internally. Higher engagement can improve motivation, productivity, collaboration, and organisational commitment, making employer branding an important element of strategic employee management.

  • Differentiate the Organisation

Employer branding aims to differentiate an organisation from competing employers. Organisations competing for similar talent need to communicate distinctive employment advantages, such as career growth, learning opportunities, organisational culture, flexibility, rewards, and meaningful work. A clear and unique employer value proposition helps candidates understand why they should choose one organisation over another. Differentiation strengthens talent attraction and provides an advantage in competitive labour markets.

  • Communicate Employee Value Proposition

An important objective is to clearly communicate the Employee Value Proposition, which represents the overall benefits and experiences offered to employees. The proposition may include compensation, career development, learning opportunities, recognition, flexibility, work environment, organisational culture, and meaningful work. Communicating these elements helps candidates understand what the organisation offers and enables employees to recognise the value of their employment relationship, thereby supporting attraction and retention.

  • Support Recruitment Efficiency

Employer branding aims to make recruitment more efficient by creating awareness and interest among potential candidates before vacancies arise. Organisations with strong reputations may receive more applications from suitable candidates and spend less effort convincing candidates to consider available positions. Positive employer perceptions can reduce recruitment time and costs while improving the quality of applicants. Thus, employer branding supports a more effective and sustainable talent acquisition process.

  • Create Long-Term Competitive Advantage

The ultimate objective of employer branding is to develop a workforce advantage that supports long-term organisational success. A strong employer brand helps attract, engage, and retain employees with valuable skills and capabilities. These employees contribute to innovation, productivity, customer service, and organisational adaptability. By building a distinctive employment reputation and strong human capital, organisations can strengthen their capabilities and create competitive advantages that are difficult for competitors to replicate.

Importance of Employer Branding

  • Attracts Talented Employees

A positive employer brand increases the organisation’s attractiveness to skilled candidates. Potential employees are more likely to consider organisations that have strong reputations, positive workplace cultures, career opportunities, and favourable employee experiences. Effective employer branding communicates these characteristics through recruitment platforms, social media, employee testimonials, and organisational communication. This expands access to qualified talent and helps organisations compete more effectively for employees with valuable knowledge and specialised skills.

  • Reduces Recruitment Costs

Strong employer branding can reduce recruitment costs by increasing the number of suitable candidates attracted through organic interest and employee referrals. Organisations with positive reputations may require less spending on extensive recruitment campaigns to attract applicants. A strong employer image also improves recruitment efficiency by increasing candidate interest and reducing the time required to fill vacancies. Consequently, employer branding can contribute to more efficient use of recruitment resources.

  • Improves Employee Retention

Employer branding contributes to employee retention by creating positive perceptions of the organisation and reinforcing employees’ connection with the workplace. When organisational promises regarding culture, development, rewards, and working conditions are fulfilled, employees are more likely to develop trust and commitment. Improved retention reduces turnover-related recruitment and training costs and helps organisations preserve valuable knowledge, experience, and relationships that contribute to long-term organisational performance.

  • Enhances Employee Engagement

A strong employer brand can increase employee engagement by creating a positive relationship between employees and the organisation. Employees who identify with organisational values and feel proud of their workplace may demonstrate greater motivation, involvement, and commitment. Engagement can improve productivity, teamwork, service quality, and willingness to contribute beyond basic job requirements. Therefore, employer branding supports both external talent attraction and internal employee engagement.

  • Strengthens Organisational Reputation

Employer branding contributes significantly to overall organisational reputation. Employees and former employees can influence how the organisation is perceived by potential candidates, customers, business partners, and the wider community. Positive employment experiences can strengthen organisational credibility, while negative experiences can damage reputation. A strong employer brand therefore helps organisations build a favourable public image and develop greater trust among important internal and external stakeholders.

  • Provides Competitive Advantage

In competitive labour markets, employer branding can provide an important advantage by helping organisations attract employees whom competitors may also seek. A distinctive employer value proposition can differentiate an organisation through culture, development opportunities, flexibility, leadership, recognition, and employee experience. Access to talented and committed employees strengthens organisational capabilities and supports innovation and productivity. Thus, employer branding can contribute indirectly to sustainable competitive advantage.

  • Supports Talent Acquisition Strategy

Employer branding is an essential component of strategic talent acquisition. It creates awareness among potential candidates and influences their decision to apply for or accept employment. A credible employer brand supports sourcing, recruitment, candidate engagement, and hiring. It also helps organisations develop talent pipelines by maintaining relationships with potential candidates. Therefore, employer branding strengthens the entire talent acquisition process rather than simply supporting individual recruitment campaigns.

  • Builds Organisational Culture

Employer branding helps communicate and reinforce organisational culture by highlighting values, behaviours, leadership practices, and employee experiences. When external employer messages are consistent with the actual workplace, employees are more likely to understand and identify with organisational values. A strong culture promotes collaboration, commitment, and shared purpose. Consequently, employer branding can support the development of a cohesive workforce and contribute to long-term organisational stability and success.

Employee Value Proposition (EVP)

Employee Value Proposition (EVP) is the overall set of benefits, rewards, experiences, opportunities, and working conditions that an organisation offers employees in return for their skills, efforts, and contribution. It explains why an employee should join, remain with, and contribute to an organisation. In Strategic Human Resource Management, EVP is an important tool for attracting talent, strengthening engagement, improving retention, and building a strong employer brand.

Meaning of EVP

Employee Value Proposition represents the complete employment experience offered by an organisation. It includes financial rewards, career opportunities, organisational culture, recognition, flexibility, learning opportunities, leadership, and employee well-being. EVP communicates the value employees receive from their employment relationship. A strong EVP should be realistic, distinctive, and aligned with employee expectations and organisational capabilities. It helps organisations create a clear and attractive identity in the labour market.

Components of Employee Value Proposition (EVP)

1. Compensation and Financial Rewards

Compensation is a fundamental component of EVP and includes salary, incentives, bonuses, performance-based rewards, and other financial benefits. Competitive compensation helps organisations attract qualified employees and recognise their contributions. Employees expect fair and transparent pay that reflects their responsibilities, skills, experience, and performance. A well-designed compensation structure improves motivation, job satisfaction, and retention. Organisations must regularly review compensation practices to remain competitive in the labour market and ensure that employees perceive their financial rewards as fair and valuable.

2. Benefits and Employee Welfare

Employee benefits include health insurance, retirement plans, paid leave, allowances, wellness programmes, and other welfare facilities. These benefits improve employees’ financial and personal security while demonstrating that the organisation values their well-being. Comprehensive benefits can significantly influence an employee’s decision to join or remain with an organisation. Organisations offering attractive welfare programmes can strengthen employee satisfaction and create a positive employment experience. Benefits therefore form an important part of the EVP and contribute to long-term employee loyalty.

3. Career Development Opportunities

Career development is an important EVP component because employees seek opportunities to learn, grow, and progress professionally. Organisations can provide training programmes, mentoring, career counselling, leadership development, promotions, and challenging assignments. Clear career pathways encourage employees to build long-term relationships with the organisation. Development opportunities also help organisations improve workforce capabilities and prepare future leaders. When employees believe that their organisation supports their professional growth, they are more likely to remain engaged, motivated, and committed.

4. Organisational Culture and Work Environment

Organisational culture represents the values, beliefs, behaviours, and working practices experienced by employees. A supportive, respectful, inclusive, and collaborative work environment strengthens the EVP. Employees generally prefer organisations where they feel valued, trusted, and comfortable expressing ideas. Positive workplace relationships and ethical leadership can improve employee satisfaction and engagement. A strong culture also helps organisations differentiate themselves from competitors by creating an employment experience that attracts individuals whose values and expectations are compatible with the organisation.

5. Work-Life Balance and Flexibility

Work-life balance has become an important part of EVP as employees increasingly value flexibility and personal well-being. Flexible working hours, remote or hybrid work options, leave policies, and manageable workloads can help employees balance professional and personal responsibilities. Organisations that support work-life balance may experience higher employee satisfaction, reduced stress, and improved retention. Flexibility also strengthens the organisation’s attractiveness to different categories of talent and demonstrates that employee well-being is an important organisational priority.

6. Recognition and Rewards

Recognition involves acknowledging employees for their achievements, contributions, and performance. It may include appreciation, awards, promotions, public recognition, or non-financial rewards. Effective recognition makes employees feel valued and encourages them to maintain high levels of performance. It also strengthens motivation, engagement, and organisational commitment. Recognition should be timely, fair, and connected to meaningful contributions. As part of EVP, a strong recognition system communicates that the organisation appreciates employee efforts and is willing to reward valuable performance.

7. Employee Experience and Well-Being

Employee experience covers the overall journey of an employee from recruitment and onboarding to development, performance management, and eventual exit. A positive experience is supported by effective communication, supportive leadership, workplace safety, wellness initiatives, and opportunities for employee participation. Organisations that focus on employee well-being create healthier and more productive workplaces. A positive employee experience strengthens organisational reputation and can encourage employees to become advocates for the organisation, thereby supporting both talent attraction and retention.

8. Purpose, Values and Meaningful Work

Employees increasingly seek meaningful work and want to understand how their contributions support organisational objectives and broader values. EVP therefore includes organisational purpose, social responsibility, ethical practices, sustainability, and opportunities to make a meaningful contribution. When employees identify with organisational values and understand the purpose of their work, they may demonstrate stronger commitment and engagement. A clear sense of purpose can also differentiate an organisation in the talent market and attract employees who share similar values and aspirations.

University of Mumbai BMS Notes

Factors Influencing Employee Engagement

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Factors that influence employee engagement are varied and very diverse. While there are some that depend on the prevailing culture within the organisation, there are also common threads for all individuals, and also individual factors that can significantly influence a person’s relationship with colleagues and their organisation. Take a look through our list of factors influencing engagement and see which ones you can apply to your own organisation or your own team members.

Employee engagement refers to an individual’s involvement and satisfaction with his or her work. Engaged employees are emotionally connected to one another and to their work. They are better able to relate to the direction of the company and feel that their roles contribute to the organization’s momentum.

Engaged employees are more productive and profitable, but only 30% of the workforce is actually engaged. What are some contributing factors, and what should you do to improve employee engagement in the workplace?

Quality of relationships with

  • COLLEAGUES and peers
  • the LINE MANAGER
  • the ORGANISATION
  • people OUTSIDE THE ORGANISATION (e.g. suppliers, press)

The relationship with the line manager

  • How much AUTONOMY does the line manager provide?
  • Does the line manager TRUST the employee?
  • Does the line managers MICROMANAGE the employee?
  • Can the employee MANAGE THEIR OWN WORKLOAD?
  • Does the line manage provide OPPORTUNITIES FOR LEARNING?
  • Feedback is DESIRED BUT NEVER GIVEN
  • Feedback is CRITICAL AND NON-CONSTRUCTIVE

Career

  • Lack of opportunities for PROMOTION OR ADVANCEMENT
  • Stagnation in LEARNING OPPORTUNITIES both informal and formal

Behaviours

  • The extent to which people in the organisation display CITIZENSHIP BEHAVIOURS
  • Whether DIVERSITY AND DIFFERENCE create distance or create closeness
  • Do people work towards PERSONAL GOALS ONLY OR TEAM GOALS?

Organisation

  • The perception of the QUALITY of the products the organisation produces
  • Does the employee understand the VISION of the organisation?
  • The extent to which the COMPANY VISION TRANSLATES TO WHAT THE EMPLOYEE DOES
  • The perception of how much their individual CONTRIBUTION is making a difference
  • To what extent is the organisation ADAPTING TO SOCIETAL CHANGES?
  • The degree to which staff TRUST SENIOR LEADERS
  • The organisation is mature and adept when it comes to SHARING INFORMATION, INCLUDING FINANCIAL INFORMATION

Recruitment

  • The job sold at interview DOES NOT GEL WITH REALITY
  • The CULTURE is found to be INCOMPATIBLE WITH THE INDIVIDUAL’S BELIEFS OR NEEDS

Reward and recognition

  • The perception of FAIRNESS with regard salary and benefits
  • Feeling IGNORED OR TAKEN FOR GRANTED

Wellbeing

  • The degree to which people have WORK-LIFE BALANCE
  • How much the person feels SUPPORTED in their personal needs e.g. family care
  • AMOUNT OF WORK does not match of time available
  • CHRONIC STRESS due to workload or other factors not managed by the organisation

Personal

  • Does the employee TAKE RESPONSIBILITY FOR WORKPLACE PROBLEMS OR BLAME OTHERS?
  • The degree of RESILIENCE the employee can call upon
  • To what extent does the employee have a GROWTH MINDSET?
  • Does the employee TAKE RESPONSIBILITY FOR THEIR OWN LEARNING?

Reasons

Management

Leadership sets the tone for company culture. Leaders are able to influence, produce change and motivate teams. The most effective leaders help employees see the value in their work and how it aligns with business goals and the direction of the company.

When the workplace becomes emotionally charged due to anxieties and unforeseen challenges, management has the ability to address the situation and curb potential conflict. If management is unable to calm employee anxieties and help teams refocus on the work, well … who will?

According to a study conducted by Cornerstone OnDemand and research firm Kelton, the top reason why employees stay in their current positions aside from compensation and benefits is “a good manager I enjoy working for.” Positive attitudes in management impact not only employee engagement, but also retention numbers.

Attitude

Happy employees are better at their work. We popularly believe that hard work and success make us happy, yet Harvard psychology research reveals that happiness brings us success. Employees are responsible for owning their own happiness. If you aren’t happy doing what you’re doing, you may need to look internally and take control of your situation and attitude.

According to another statistic, only 25% of job success is based on IQ, while the other 75% is based on our beliefs, connectedness to others and ability to manage stress.

Positivity impacts the brain significantly. Shawn Achor, author of The Happiness Advantage, found that positivity, or optimism, is the leading predictor of success in entrepreneurs and business leaders because they perceive more opportunities in the midst of challenges.

In many instances, leaders are in a prime position to lead by example. Exude the attitude you would want your employees to possess. Influence the attitudes of those around you. Positivity is contagious.

Health

Sickness and other health issues are a drain on employee productivity. Sick employees tend to call out for fear of infecting coworkers or simply because they feel more comfortable at home.

Tired employees also cost you productivity and money. In fact, fatigue carries estimated losses of more than $136 billion in lost profit, and 84% of the cost is not related to reduced productivity over a sick-related absence.

A remote workplace policy helps alleviate some of these concerns and encourages employees to work when and where they feel most effective. When implemented correctly, remote employees are likely to be as connected and engaged as those who work consistently in the office.

Technology

No matter how positive and engaged your employees are, they may remain unproductive without the right technology.

For example, a sales team in its early stages keeps track of leads using a Microsoft Excel spreadsheet, while a growing sales team needs a more sophisticated system like CRM software [link to CRM post] to manage the sales cycle and leads as they mature. Plus, ease of use through advanced technology keeps employees engaged, while outdated systems and redundant or tedious processes only lead to frustration.

The positive attributes of smart employees are enhanced by the right technology. Look into current processes and see how they might be improved through a technology upgrade. The productivity of your employees and your overall business stand to benefit.

Culture

Because employees feel more engaged when connected, collaboration has been linked to productivity and positivity. Employees who collaborate develop a better sense of how their input and roles play into the company structure. Create a culture that values input from everyone.

Without the proper culture, engagement spirals out of control. Culture – along with collaboration increases connectedness, and employees who feel outside of that connectedness tend to lose focus and underperform.

Management Notes

Human Capital Management Meaning, Role, Categories, Benefits

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Human Capital Management (HCM) is a strategic approach to optimizing the workforce by treating employees as valuable assets whose development enhances organizational performance. It encompasses processes like talent acquisition, training, performance management, and employee engagement, aimed at fostering skills, motivation, and retention. HCM focuses on aligning workforce capabilities with business objectives, leveraging technology and data analytics to make informed decisions. Unlike traditional HR, HCM emphasizes a holistic view of employees’ value, addressing their career growth, well-being, and potential contributions. This approach ensures organizations maintain a competitive edge by cultivating a skilled, satisfied, and productive workforce while achieving long-term goals.

Goals of Human Capital Management:

1. Attracting and Retaining Talent

A core goal of HCM is to attract skilled professionals and ensure their retention. This involves creating competitive compensation packages, offering career growth opportunities, and maintaining a positive workplace culture. By aligning recruitment strategies with organizational goals, HCM ensures a steady influx of capable individuals.

2. Enhancing Employee Engagement

Engaged employees are more motivated, productive, and committed to organizational goals. HCM aims to foster engagement by promoting open communication, recognizing achievements, and providing opportunities for personal and professional development. This not only boosts morale but also reduces turnover.

3. Aligning Workforce with Organizational Goals

HCM ensures that the workforce is aligned with the organization’s mission and strategic objectives. By conducting workforce planning, skills mapping, and performance evaluations, HCM ensures that employees are working on tasks that drive business outcomes.

4. Developing Employee Skills and Competencies

Investing in employee development is crucial for staying competitive. HCM focuses on identifying skill gaps and offering targeted training programs, mentoring, and upskilling opportunities. This enables employees to adapt to changing business environments and technological advancements.

5. Promoting Diversity, Equity, and Inclusion (DEI)

HCM strives to create an inclusive workplace that values diverse perspectives. By fostering equity and inclusion, organizations can harness the full potential of their workforce, drive innovation, and improve decision-making.

6. Leveraging Technology and Analytics

HCM integrates technology to automate processes, enhance decision-making, and track employee performance. Analytics tools are used to predict workforce trends, optimize talent management, and measure the impact of HR initiatives.

Categories of Human Capital Management:

  1. Leadership Practices

  • Communication: Employees must be treated well for them to develop a feeling of attachment and loyalty towards the organization. Managers must understand that their role is not just to sit in closed cabins and impose ideas on others. They ought to communicate well with their subordinates. Employees must have an easy access to the senior management. Communication from management to employees also known as Top down communication is essential for the employees to be aware of their goals and objectives and for them to know what is expected out of them.
  • Inclusiveness: Management ought to sit with employees on a common platform to invite suggestions and feedbacks from them.
  • Supervision: Senior executives and management must reduce the various levels of hierarchy between them and employees’. Management must interact and motivate the employees from time to time for them to give their level best.
  • Leadership: Senior executives should support, lead and influence the workforce so that they contribute effectively towards the organization.

  1. Employee Engagement

  • Key Responsibility Areas: Key responsibility areas of an individual should be designed in line with his education, skills, expertise, experience and also area of interest. This way, work never becomes a burden for him.
  • Commitment: Outstanding efforts of employees must be acknowledged for them to feel motivated and work harder even next time. Employees performing well ought to be suitably rewarded and appreciated in front of others.
  • Time: Time management ensures that no employee is overburdened. Responsibilities must be equally shared among employees.
  • Evaluation: Employee engagement must be evaluated from time to time by the top management.

  1. Knowledge Accessibility

  • Information Availability: Employees must have an easy access to all relevant information required to perform their duties. Organizations must organize various training programs (In house Trainings or Out sourced trainings) to constantly upgrade the existing skills of employees and acquaint them with new learnings.
  • Team Work: Employees must be motivated to work in teams rather than working alone.
  • Information Sharing: Encourage employees to share information with each other.

  1. Workforce Optimization

  • Work processes: Senior management must define work processes of employees well for maximum productivity.
  • Working Conditions: An organization needs to provide excellent working conditions to the employees to expect the best out of them.
  • Accountability: Individuals must be held accountable for their work. Get a commitment from employees and nothing like it, if everything is in writing.
  • Hiring: Individuals responsible for talent acquisition must ensure that they hire the right candidate for the right role. Design a strong induction program for all the newly joined employees.
  • Performance Management: Employee’s performance needs to be strongly monitored and managed.

  1. Learning Capacity

  • Innovation: New ideas should be welcome. Employees must be encouraged to come out with new and innovative ideas which might benefit the organization.
  • Training: Trainings must be practical/relevant and designed to sharpen the skills of employees. Do not design training programs just for the sake of it. They must benefit the employees.
  • Career Development: Employees must be aware of their growth plan in the organization.
  • Learnings: New learnings should be valued by all in the organization.

Benefits of Human Capital Management:

1. Enhanced Productivity

HCM ensures employees are well-trained, motivated, and equipped with the right tools, leading to increased efficiency and productivity. By aligning tasks with employees’ skills and strengths, organizations can achieve higher output and quality.

2. Improved Talent Acquisition and Retention

Effective HCM strategies attract top talent and reduce turnover by fostering a supportive and engaging work environment. Competitive compensation, clear career paths, and personal development opportunities make employees more likely to stay with the organization.

3. Better Decision-Making through Analytics

HCM leverages data and analytics to provide insights into workforce trends, performance metrics, and future talent needs. This data-driven approach helps organizations make informed decisions about hiring, training, and succession planning.

4. Strengthened Employee Engagement and Satisfaction

HCM focuses on employee well-being, open communication, and recognition, creating a workplace where employees feel valued and motivated. Higher engagement levels lead to improved performance and loyalty.

5. Agility and Adaptability

By identifying skill gaps and providing upskilling opportunities, HCM enables employees to adapt to changing market demands and technological advancements. This agility helps organizations stay competitive in a dynamic business environment.

6. Promotes Diversity and Inclusion

HCM emphasizes building a diverse and inclusive workforce, which drives creativity, innovation, and a positive organizational reputation. Inclusive workplaces also enhance collaboration and decision-making.

University of Mumbai BMS Notes

International SHRM Strategic Issues

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Recruiting from other countries

Knowing you need to attract talent from overseas to stay competitive is one thing; actually, going about it is quite another. For the University of Exeter this is about ensuring all employees are trained on the importance of collaborating and recruiting globally. “With all our young academics we’re talking to them about our global ambition, getting them involved in trips abroad and collaborating with other organisations. It’s broadening the horizons of everybody,” says HRD Jacqui Marshall. “It’s also really a lot more research on our parts really thinking about which disciplines we want and where they are in the world.”

Communicating well overseas

Liaising with line managers, senior executives and locally-based HR colleagues becomes much harder when you’re separated by thousands of miles. “The biggest challenge is managing a virtual team,” says Amec Foster Wheeler’s group HRD Will Serle. “You can no longer open the door and wander around your team. It requires you to form those relationships initially and then, because you can’t travel to places continuously, you have to put extra effort into maintaining those in a virtual way.”

Encouraging feedback

Being geographically dispersed can mean not only less frequent catch-ups but also a less open, trusting dynamic when you are communicating. Gordon Headley cites a situation at Tullow where standardising compensation and benefits had disgruntled some African employees. While his HR team on the ground were aware of the issue, they didn’t think to tell him as he was the boss. This is why getting out into the country and making it clear you’re open to feedback is so critical, he says.

Getting the HR function structure right

Implementing the best structure globally is a case of getting the balance right between plenty of expertise on the ground and maintaining a good level of central control and consistency, says Serle. “You don’t want your expertise duplicated in every country because then you lose your consistency,” he adds. “But then you have certain businesses which are happy with that; they don’t need things more joined up. There’s no one right way.”

Managing different, culturally influenced, career ambitions

A key challenge for Creditsafe has been inspiring employees in some European countries to aim for management level, while managing the expectations of the typically highly ambitious American staff. “In the UK and US people are very hungry to develop their careers in the way they’re perhaps not in some European countries. At that point it becomes a slightly different proposition in the way you sell it,” says HR and training director Gareth Way, explaining that in the US, by contrast, it’s about creating “more levels so people can still progress vertically and into other departments”.

Maintaining a sense of brand identity and loyalty

Where an organisation operates in many different regions it’s easy for company culture to become diluted. Campus Living Villages combats this with regular secondments and its management development programme Elev8, where modules are held in different territories. “For example, the group who started in 2014 did leadership in Houston, finance in Sydney, HR in Manchester and resident life in Utah. They’ll be doing facilities management in New Zealand next,” says global HRD Jan Wilman.

Ethical grey areas

Anyone who’s ever travelled, never mind headed up a global HR function, knows there are matters you previously held as morally black and white that become much less straightforward once you’ve engaged with another culture’s belief system. Serle says HRDs must know exactly where to draw the line. “It’s probably one of the single biggest challenges that an international business will face,” he says. “In our organisation we have a very clear set of values and behaviours that go with those, and in some countries where we have the opportunity to work we would really struggle to operate without compromising those values. So it’s critically important to know your views as an organisation.”

Compliance and International HRM Issues

As businesses begin to expand into the global marketplace or as they hire employees from diverse geographic and cultural backgrounds, they may have to adapt to new labor laws and tax liabilities. Doing business in Europe, for example, will require the business to pay value added tax. Hiring employees who are non-naturalized US citizens might require HR to apply for work visas and report economic data to the federal government. Compliance with international law can be an issue for the under-educated business owner or HR manager, because these laws tend to be complex and sometimes difficult to implement. Keeping well-informed of the legal requirements for the business’s operations can help alleviate some of this complexity and lessen the chances of landing in legal trouble.

Scope of Human Resource Management

With an increasing number of business operating on an international scale, the impact of globalization on hr can be tricky to navigate. Globalization means various laws, cultures and norms have to be taken into consideration when onboarding and crafting HR regulations. Some countries are more forward thinking where gender is concerned than others, and this distinction can lead to misunderstandings or worse, the loss of key personnel. It really would not be that hard to have a male manager handle the day-to-day operations in an area where female managers are frowned upon, just in case. Understanding the mechanism that makes each culture tick and implementing as little or as much needed so create balance is something to strive for.

Cultural Diversity and Global HR Issues

A salient issue in international HR is understanding and maintaining cultural diversity. Working with people from different locations or from different cultural backgrounds mean adapting the business’s work style to new ideas, new ways of communicating and unfamiliar social practices. If you hire an employee from England, for example, the employee might have different ideas about how to manage employees or on how to run technology processes based on her experiences back home. Being open to new work styles and cultural differences is the hallmark of cultural diversity in HR.

Benefits and Compensation

Benefits and compensation are the backbone of any HR strategy, but in international HR, benefits and compensation are even more important in focusing on the work-life balance of employees. The idea behind work-life balance is to provide employees with programs and initiatives that improve both their personal and professional lives. This is considered part of international HR, because many multinational companies have already implemented programs such as flexible working time, paternity leave, extended holidays and on-site childcare. In fact, many nations around the world, including much of Europe, mandate these programs by law. Implementing them on the local scale is one of the challenges and, ultimately, rewards of international HR.

Training and Development

Related to the idea of benefits and compensation in international HR are training and professional development programs. Training programs typically encompass in-house seminars and meetings designed to give employees on-the-job knowledge of skills that are important to doing business globally. HR might offer language classes, for example. Professional development encompasses the “extra” training that HR provides to its employees, such as allowing them to attend networking events and conferences, global training seminars and other specific competency-based programs. Professional development helps employees to hone their skills in global marketing, international business development and finance trends.

University of Mumbai BMS Notes

New Approaches to Recruitment

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If Recruitment is an ongoing process then it means the company is growing. Recruitment is a process of hiring of identifying and acquiring skilled workers to meet your organizational needs. Recruitment Process includes defining the candidate requirements, need analysis, screening them and finalizing the right one for the role. Finding the best candidates in the market is not only a complex process but also time tedious task. This process takes a lot of time rather than focusing on other core functions. In order to attract best candidates to your organization with minimum time taken for hunting, you must set an example and showcase the appropriate reasons in the market of why any candidate should think working at your place would be a dream job.

Attracting the Right candidates

A job advertisement might be the first interaction between a potential employee and your company. For this reason, it needs to be accurate, truthful and interesting. The ad should include the following:

  • Job description: The role’s core duties, responsibilities and tasks
  • Person specification: The skills, qualities and experience you’re looking for (and whether they are ‘essential’ or ‘desirable’)
  • Reward package: Salary details, plus information about bonuses, company car, holiday entitlement and commission if applicable
  • Clear details of how to apply, with a deadline and your contact details

Recruitment is a never-ending process for any growing business. Before starting the process, the business should do proper need analysis of the open mandates. Internal hiring consumes lot of time and money, for which businesses can switch to new approaches of Recruitment which are mentioned below:

  • Companies can use Social Media Platform like Facebook and LinkedIn to do the awareness about their open mandate positions, as now a days many of them check their social media accounts on regular basis for hunting jobs as well.
  • Before informing externally about the Manpower Requirements, make sure you communicate it internally as well. This way of employees referring to their professional/ personal contacts helps businesses get the results faster.
  • Adding the Job Description on the company website and giving an option to upload an updated CV and other platforms like LinkedIn, Glassdoor and Career Builder is another option. This way it gets easily crawled on Google Search Engine Platform and there is a high visibility from the candidates who are also looking for similar jobs.
  • Make sure to add high level job description which covers the list of expected job tasks and get more qualified candidates.
  • Partnering with the best Recruitment Agency is the best option to save time and money and to get quality results and immediate response.

Making an offer they can’t refuse

The job offer should always be made in writing. But don’t forget, a verbal job offer made in an interview is legally binding.

Once your preferred candidate has accepted your offer, you might need to do the following, if necessary:

  • Check your candidate has the right to work in the specific Country
  • Check qualifications, training or licences
  • Gather professional or character references
  • Organise a medical examination
University of Mumbai BMS Notes

Special Event Recruiting

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The main objective of the recruitment process is to select the best possible candidate, taking into account the specific requirements of a particular vacancy. In other words, you should decide who is the best available person based on the given criteria.

Recruiting events merge recruitment marketing and event marketing strategies. By incorporating the tactics and strategies of recruitment with a physical event, a company can attract the best talent from a wider range of backgrounds. Engaging in face-to-face conversation, making eye contact, and shaking someone’s hand offers a type of perspective on an individual that you just can’t have when you’re just reading their resume on a screen. They are a real person and so are you! The best way to show that is to interact in-person at an event.

These events aim to hire individuals for open positions within a company. The most common image of a recruiting event is a long string of tables at a career fair with a multitude of businesses set up at each one. However, bigger companies are finding that experiential marketing methods can find top talent while also offering more to a candidate than just a pamphlet.

These innovative examples recruitment marketing strategies include:

  • Hackathons
  • Competitions
  • Expos/Conferences
  • Weekend Retreats
  • Company-hosted Recruitment Fairs

Whichever type of recruitment event you choose, you should do your best to provide the best possible event communication. There are plenty of ways to do that. You can, for instance, produce aesthetically printed promotional materials describing the nature of the event, or prompt your guest to take their updated CV and prepare for a formal job interview.

Pre-event communication with the candidates

Alternatively, you can do this by means of the newest apps, like Eventory. This program supplies user-friendly notifications on the event. The extensive usage of this application is also relevant from another point of view: keep in mind that the vast majority of attendees use their smartphones on a regular basis. This is the reason why utilizing the app in promotion as well as networking may boost the results of your recruitment event.

Communication during the event

Needless to say, automation of communication during the recruitment event is especially advantageous when it comes to tackling the recruitment of a significant number of employees. The benefits of the app come to light during on-site job fairs as the software helps you to plan meetings with participants. This feature is pivotal, it takes into account the formal character of job interviews. An event app with a built-in user-friendly communicator is a real boon.

Post-event communication with the applicants

The Eventory software has another crucial advantage. Its intuitive communicator makes it easier to perform suitable follow-up, providing more detailed information about the hiring process and composing messages for candidates. This is extremely beneficial in reaching attendees who enter the next stage of recruitment.

Challenges and pitfalls of the recruitment event

Regardless of which recruitment technique you choose, there are numerous challenges that may slow down the whole process. Such obstacles are also present during the event, and their negative impact makes it difficult to finalize the goals of recruitment. Thus, it is worth taking a closer look at them and how to lessen their influence.

The only-one-communication-channel trap

In order to complete your recruitment goals, diversify communication channels. Heavy reliance on just one means of communication is a common error when it comes to recruitment activities. The information about the recruitment event should be visible in many channels. At this point, it is extremely important to reach a reasonable compromise between various forms of communication.

Putting an app to good use

It goes without saying that a notice about the particular event should be published on your website. On top of that, it is worth considering effective ways that may contribute to improving the promotion of your meeting. This aim may be accomplished by way of the latest technologies. It is worth highlighting that there are plenty of solutions, for example, Eventory, this software allows you to integrate your official recruitment website into the event mobile app.

This, in turn, enables you to get access to a larger pool of candidates. The mobile app livens up your ordinary online presence. Attendees who are willing to participate in your event are often very active. Thus they exchange information about the event by means of an app. Such an attitude results in creating a new community whose focal interest concentrates on the upcoming meeting. This situation is beneficial for the meeting itself as it multiplies possible networking options. On top of that, you may arrange networking sessions by using an app.

Planning recruitment stages with new technologies

Modern technology is also advantageous when it comes to planning the next recruitment stages. An innovative user-friendly communicator enables you to gather all relevant information from the most promising candidates. This feature also has another function. When you plan the next recruitment event, you can overview your digital correspondence in order to invite the applicants whose chances for final success are the highest.

Effective recruitment techniques are the key points of an event. Nevertheless, their importance should not overshadow other issues. Your company may use the event in order to enhance its own image and to make other people familiar with its organizational culture. This, in turn, may stir up the desire to work in your company.

University of Mumbai BMS Notes

Strategies for Enhancing Employee Engagement

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Behaviors of engaged and disengaged employees:

Engaged behaviors

Disengaged behaviors

Optimistic

Pessimistic

Team-oriented

Self-centered

Goes above and beyond

 High absenteeism

Solution-oriented

 Negative attitude

Selfless

Egocentric

Shows a passion for learning

Focuses on monetary worth

Passes along credit but accepts blame

Accepts credit but passes along blame

The terms engagement and job satisfaction are often used interchangeably. However, research has revealed that although there is some overlap in the drivers of engagement and satisfaction, there are also key differences in the components that determine each.

Some experts define engagement in terms of employees’ feelings and behavior. Engaged employees might report feeling focused and intensely involved in the work they do. They are enthusiastic and have a sense of urgency. Engaged behavior is persistent, proactive and adaptive in ways that expand the job roles as necessary. Engaged employees go beyond job descriptions in, for example, service delivery or innovation. Whereas engaged employees feel focused with a sense of urgency and concentrate on how they approach what they do, satisfied employees, in contrast, feel pleasant, content and gratified. The level of employee job satisfaction in an organization often relates to factors over which the organization has control (such as pay, benefits and job security), whereas engagement levels are largely in direct control or significantly influenced by the employee’s manager (through job assignments, trust, recognition, day-to-day communications, etc.).

Organizational drivers

Some of the research identifies organization wide drivers of employee engagement.

Quantum Workplace (the research firm behind the “Best Places to Work” programs in more than 47 metro areas) has identified six drivers of employee engagement that have the greatest impact:

  • The leaders of their organization are committed to making it a great place to work.
  • Trust in the leaders of the organization to set the right course.
  • Belief that the organization will be successful in the future.
  • Understanding of how I fit into the organization’s future plans.
  • The leaders of the organization value people as their most important resource.
  • The organization makes investments to make employees more successful.

Management drivers

Employee engagement increases dramatically when the daily experiences of employees include positive relationships with their direct supervisors or managers. Behaviors of an employee’s direct supervisors that have been correlated with employee engagement include:

The Gallup “Q12,” which are 12 core elements that link strongly to key business outcomes. These elements relate to what the employee gets (e.g., clear expectations, resources), what the employee gives (e.g., the employee’s individual contributions), whether the individual fits in the organization (e.g., based on the company mission and co-workers) and whether the employee has the opportunity to grow (e.g., by getting feedback about work and opportunities to learn).

  • Employees enjoy a good relationship with their supervisor.
  • Employees have the necessary equipment to do the job well.
  • Employees have authority necessary to accomplish their job well.
  • Employees have freedom to make work decisions.

The Roles of HR and Management

Employee engagement is influenced by many factors from workplace culture, organizational communication and managerial styles to trust and respect, leadership, and company reputation. In combination and individually, HR professionals and managers play important roles in ensuring the success of the organization’s employee engagement initiatives.

The role of HR

To foster a culture of engagement, HR should lead the way in the design, measurement and evaluation of proactive workplace policies and practices that help attract and retain talent with skills and competencies necessary for growth and sustainability.  

The role of managers

Middle managers play a key role in employee engagement, creating a respectful and trusting relationship with their direct reports, communicating company values and setting expectations for the day-to-day business of any organization.

To increase employee engagement levels, employers should give careful thought to the design of engagement initiatives.

General guidelines

As HR professionals consider adopting or modifying practices or initiatives to increase employee engagement, they should:

  • Make sound investments. The organization should consider the strategic implications of various HR practices and determine which are more important and merit greater investment to enhance engagement levels.
  • Develop a compelling business case. HR professionals should be able to demonstrate how these investments have led to positive, measurable business outcomes for the organization or other businesses.
  • Consider unintended consequences. When evaluating alternatives for redesigning HR practices to foster employee engagement, think about the likely impact of the revised policies. Are there potentially unintended, unfavorable consequences that may occur based on the impact of that change on employees in different circumstances and life situations?
  • Base investment decisions on sound data. Employee engagement should be measured annually. Survey items should be linked to the organization’s key performance measures, such as profitability, productivity, quality, customer satisfaction and customer loyalty. Outcomes of employee engagement research should include the identification of the highest-impact engagement levers and survey items that differentiate top-performing business units from less successful units.
  • Create an “engagement culture.” This can be done by communicating the value of engagement in the mission statement and executive communications, ensuring that business units implement their engagement action plans, monitoring progress, adjusting strategies and plans as needed, and recognizing and celebrating progress and results.

HR practices

HR practices have a significant impact on employee engagement. The following practices can increase employee engagement:

  • Job enrichment. Incorporate meaning, variety, autonomy and co-worker respect into jobs and tasks so that employees view their role more broadly and become more willing to take on duties beyond their job description.
  • Recruiting. Target applicants who are likely to view their work as interesting and challenging. Encourage those who are not suited for particular work to opt out of the process.
  • Selection. Choose candidates who are most likely to perform job duties well, make voluntary contributions and avoid improper conduct.
  • Training and development. Provide orientation to create understanding about how the job contributes to the organization. Offer skill development training to increase job performance, satisfaction and self-efficacy.
  • Strategic compensation. Use pay-for-performance programs to focus employees’ attention on incentivized behaviors. Adopt competency-based pay to encourage acquisition of knowledge and skills and enhance employee performance.
  • Performance management. Set challenging goals that align with the organization’s strategic objectives, provide feedback, and recognize accomplishments and extra voluntary contributions.

Creating engagement surveys

When developing employee engagement surveys, organizations should consider the following guidelines:

  • Include questions that could be asked every year or more frequently. This will provide a base line for management of employee engagement.
  • Keep language neutral or positive. For example, ask, “Is our line-to-staff ratio correct for a company our size?” instead of “Are there too many staff for a company our size?” Avoid negatively worded items.
  • Focus on behaviors. Good questions probe supervisors’ and employees’ everyday behaviors and relate those behaviors to customer service whenever possible.
  • Beware of loaded and uninformative questions. For example, questions such as “Do you look forward to going to work on Mondays?” elicit a “no” response easily, even from engaged workers.
  • Keep the survey length reasonable. Overly long surveys reduce participation rates and may result in skewed responses because participants check answers just to finish the survey as quickly as possible.
  • If you work with a vendor that comes to you with a “standard” list of questions, consider tailoring questions to reflect your organizational needs.
  • Consider what you’re saying about the organization’s values in issuing the questionnaire. Question selection is critical because it tells employees what the organization cares enough to ask about.
  • Ask for a few written comments. Some organizations include open-ended questions, where employees can write comments at the end of surveys, to identify themes they might not have covered in the survey and might want to address in the future.
  • Consider doing more than one type of survey, each with different questions, frequencies and audiences. For example, “pulse” surveys are brief, more frequent surveys that address specific issues or are given to specific segments of the workforce, and they can take place between annual surveys. Or conduct different surveys for company leaders and employees, or in different business units or specific countries.

Communication opportunities

Employers have numerous opportunities for “engageable moments,” when they can motivate and provide direction for employees. The following formal and informal “engageable moment” opportunities:

Formal opportunities include:

  • Recruitment; onboarding.
  • Performance reviews.
  • Goal setting.
  • Communications by senior leaders.
  • Employee surveys.

Informal opportunities include:

  • Career development discussions.
  • Ongoing performance feedback.
  • Recognition programs.
  • Company social events.
  • Personal crises.
University of Mumbai BMS Notes

Areas of HR Policies in Organisation

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Human resource policies begin with identifying the areas requiring such policies; after which steps should be taken to collect the necessary facts, both from internal and external sources. The various policy alternatives should then be identified, resulting in the choice of the most appropriate ones.

An Organisation has no appropriate HR policy, the HR manager should convince the Chief Executive of the need of a HR policy. Policies are required in various areas of human resource management since areas are hiring, training, compensation, industrial relations, etc. A staff expert, a union leader, a first-line supervisor, or a rank-and-file employee may voice the need for revision of an existing policy.

In organizations where business policies are driven by employee strengths in terms of their un­derstanding of business opportunities and their confidence to cope with the challenges of creating a niche for themselves, the task of executing a business policy becomes much easier. It becomes easy because the business policy has already factored the areas of organizational issues that could pose a challenge and made adequate resource provisions including the time to achieve the business goal.

As such when strate­gically designing the HR policy, the company should consider the emerging technological scenario and opportunities that such change may provide in all important areas of HR functions.

The areas of internal HR environment critical to the success of any new HR policy are employee number and their com­petencies, organizational structure and power relations between different groups, employee belief, value and organizational culture, managerial experience, expertise and philosophy on the use and role of HR.

  1. Employment Policies:

(i) Minimum hiring qualifications and experience.

(ii) Preferred sources of recruitment.

(iii) Reservation for different groups.

(iv) Employment of relations of existing personnel.

(v) Reliance on various selection devices such as tests, reference checks, and interviews.

(vi) Placement of new employees, and

(vii) Orientation of new employees.

  1. Transfer and Promotion Policies:

(i) Rationale of transfer.

(ii) Periodicity of transfer.

(iii) Promotion of existing staff.

(iv) Length of service required for promotion.

(v) Qualifications and merits required for promotion.

(vi) Weightage to seniority and merit in promotion.

  1. Training and Development Policies:

(i) Frequency of training and development programs.

{ii) Basis for training.

(iii) Types of training, viz., on-the-job or off-the-job.

(iv) Programs of executive development.

(v) Career advancement.

  1. Compensation Policies:

(i) Minimum wages and salaries.

(ii) Methods of wage payments.

(iii) Individual incentive plans.

(iv) Group incentive plans.

(v) Employee Stock Option Plan (ESOP).

(vi) Profit sharing.

(vii) Non-monetary rewards.

  1. Integration and Human Relations Policies:

(i) Employee discipline.

(ii) Handling of grievances.

(iii) Recognition of employees’ unions.

(iv) Employees’ participation in management.

(v) Suggestion scheme.

  1. Working Conditions and Welfare Policies:

(i) Kinds and standards of working conditions.

(ii) Number and duration of rest intervals.

(iii) Overtime.

(iv) Types of leaves.

(v) Safety program.

(vi) Types of welfare services.

(vii) Financing of employee services.

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