Most apparel & textile organizations today are realizing that a ‘satisfied’ employee is not necessarily the ‘best’ employee in terms of loyalty and productivity. It is only an ‘engaged employee’ who is intellectually and emotionally bound with the organization and feels passionately about its goals. He goes the extra mile beyond the basic job responsibility and is associated with the actions that drive the business. Moreover, in times when loyalty is losing ground, employee engagement is a powerful retention strategy, the fact that it has a strong impact on the bottom-line, adds to its significance.
Engagement is about motivating employees to do their best. This is what makes the difference in an industry where the most valuable resource of a corporation walks out of the door every evening. “This is of particular importance in an export-import industry. The eminence of output and competitive advantage of a company depends on the quality of its people,” says Samidha Bhatnagar, Manager, HR, at Shahi Exports.
Global studies recommend three basic aspects of employee engagement – The employees and their own distinctive psychological makeup and experience; the employers and their capability to create the conditions that promote employee engagement; and interaction between employees at all ranks
“It has been proved that there is an inherent link between employee engagement, customer loyalty, and profitability,” elucidates Anil Sharma, HR Head, Nahar Spinning Mills Ltd. “When employees are effectively and optimistically engaged with their organization, they form an emotional connection with the organization. This influences their attitude towards the company’s clients, and thereby develops customer satisfaction and service levels,” reasons Sharma who points out that a successful employee engagement program helps create a community at the workplace and not just a workforce.
Need to Connect
Global studies recommend three basic aspects of employee engagement – The employees and their own distinctive psychological makeup and experience; the employers and their capability to create the conditions that promote employee engagement; and interaction between employees at all ranks.
Virtual work practices being the flavour in businesses today, one of the greatest challenges for global organizations has been engaging a dispersed workforce. Samidha focuses on the significance: “As businesses globalize and become more dependent on technology, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity’. Especially in Indian culture, this becomes more relevant given the community feeling which organizations provide in our society.”
All companies are aware that they need to do a better job of managing their people. According to S. Kothandapani, Manager HR at SP Apparels, “A greater number of loyal employees ensure low recruitment and training costs, in effect enhancing the productivity of the organization. They are also more willing to put in extra effort when the organization needs it.”
Their impact on the working environment is also significant as they are more focused on organizational benefits than personal goals. This consequently reduces feelings of acrimony and internal rivalries. “They also project a positive image to new recruits and this motivates the latter to perform better and assimilate them in the office culture. Research also shows that engaged employees in customer-facing roles are more likely to treat customers in ways that positively influence customer satisfaction,” adds Samidha.
Organization Initiatives
Most organizations have a range of programs to perk up the engagement level of their employees. One of the most upfront initiatives has been made by Bangalore-based Integra, which establish ‘right’ at the selection stage itself. Some of the initiatives made by the organization include choosing the right fit and giving a pragmatic job preview, strong induction and orientation program, meticulous training & development – from technical to soft skills to leadership development programs. Apart from this, there are other events like community meet, HR meet, etc. which has regular industry updates. Integra also has a certification program for six sigma, which empowers young employees.
To keep up the morale of group and drive them towards excellent performance, Integra has various incentives such as recognition awards, family involvement, regular feedback to all employees, communication forums like the in-house magazine One Voice@APG (Ashok Piramil Group), and regular surveys and conferences. Further, to uphold the quality of work-life and a balance between personal/professional lives, there are recreational activities like festivities, get-togethers, sports, etc. There is also an open and clear culture to empower its people and develop entrepreneurs. “The upshot of these practices is evident through the regular feedback from our employees collected through conferences and surveys; apart from the employee engagement survey conducted. The proof is the latest increase in employee engagement and decrease in attrition,” informs Partha Sarathi Bhattacharya, General Manager, HRD, Integra.
A Matter of Partnership
Samidha, is of the opinion that employee engagement is a partnership between a company and its employees where everyone works together to achieve the business objectives of the company and the personal aspirations of the employees. It is therefore largely the organization’s responsibility to create an environment and culture conducive to this partnership, and a win-win equation. She states, “Employee engagement is a barometer that decides the association of a person with the organization. It is about creating the passion among associates to do things beyond what is expected of them. A highly engaged employee will consistently deliver beyond expectations. A productive employee who has a sense of belonging and a sturdy bond with the company and its brand will create a ripple effect that results in a positively charged atmosphere in the organization.”
The Loyalty Factor
The key to employee engagement is creating greater motivation for their work and commitment to their organization. S. Kothandapani admits that it is not possible to retain professionals only by paying high salaries and offering attractive benefits. “We need to create enthusiasm for their roles, their work and the organization, and make sure they are well integrated. Employee engagement relates to the employee’s commitment to the organization’s success. Engaged employees who are inspired and guided by the leadership, equipped with the right tools and managed by the right systems and processes deliver superior performance.” Employee engagement today encompasses training, development, work environment, leadership, performance management, work/life balance, communication, compensation, benefits, commitment, fun and social activities. This, asserts Kothandapani, enhances the bonding between employees and commitment to the company.
Partha views employee engagement as a psychological association. According to him employees want to work for an organization that is successful and legal; provides opportunities to grow, has managers who help employees and is socially responsible.
Measuring Employee Engagement
Employee engagement can be exposed in several ways, including ‘pulse’ to annual surveys, tracking changes in the attrition rate, increase in the number of employee referrals, and growth in productivity and business.
In many organizations, the age-old Employee Satisfaction Surveys were considered the most popular method for measuring how happy an employee was in the organization. Shahi Exports measures employee engagement from two dimensions: how employees feel (their emotions toward the company, the leadership, the work environment, etc.) and/or how they intend to act in the future (will they stay, give extra effort, etc.). This is conducted regularly through a questionnaire and is measured on various parameters pre-defined by the HR Team. Samidha asserts that employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization.
“Conducting a survey without planning and how to handle the result can lead employees to disengage. It is therefore not enough to feel the pulse – the action plan is just as essential,” concludes Samidha.
