This document discusses organizational development, with a focus on employee engagement and organizational culture. It provides definitions and background on key concepts like organizational development, employee engagement, and theories of planned organizational change. Some of the main points covered include: - Organizational development aims to increase organizational effectiveness and is a planned, systematic process using behavioral science knowledge. - Employee engagement refers to an employee's commitment and involvement in an organization, and is important for retaining talent and driving performance. - Several models of organizational change and development are discussed, including Kurt Lewin's action research model, the Burke-Litwin model of transformational vs transactional factors, and the Porras and Robertson model focusing on work setting factors.

1. ORGANIZATIONAL
DEVELOPEMNT
(Employee Engagement
and
Organization Culture)
A.S. Phanesh

2. Managing Complete Change
Vision Skills Incentives Resources Action Plan Change+ + + + =
Skills Incentives Resources Action Plan Confusion+ + + + =
Vision Incentives Resources Action Plan Anxiety+ + + + =
Vision Skills Resources Action Plan Resistance+ + + + =
Vision Skills Incentives Action Plan Frustration+ + + + =
Vision Skills Incentives Resources False Starts+ + + + =
Vision what to accomplish; Skills to accomplish; Incentivize performing skills;
Resources required; Action Plan to reach

3. Table of Contents
 Organizational Development
 Employee Engagement
 Organization Culture
 Leadership Development
Team Development & Customer Effectiveness
 Talent Management & Succession Planning
 Performance Management Systems
ChangeManagement

4. The Realty is That No Organization Exists In a Vaccume and Nothing About it is Static
Why Does Your Organization Exists?
To Make Money?
What’s its Ultimate Purpose?
To Provide Specific Service?
And how’s that going for you?
- Are the Challenges Coming from Outside?
- From Inside?
- Or Both?
Orgn. DevelopmentDefinition
Externally : It lives
within an economic and
social systems
And Neither OUTSIDE nor INSIDE is the
Organization’s World STATIC
Internally : It only achieves its purpose
through the participation of the people it
employs, its suppliers, its contractors,
shareholder, other stakeholders
That means that to survive and flourish it needs
to be capable of CHANGE & ADAPTATION
Sometimes What needs to change will be:
The Hard Stuff: The Soft Stuff:
Structure Systems Machinery The
Culture
Your
Leadership
Style
What helps your people
succeed and flourish
For its very existence, Organization
should embrace change
Employee Engagement
Challenge is to create
Environment where
EE understands &
commit to Co’s
Direction, strategy &
goals
This slide answers Question
Why Manage Change?
1. Developmental Change
This occurs when you recognize a need
to make improvements to an existing
situation
Types of Changes
2. Transitional Change
This happens when you recognize the
need to implementation a completely
new course of action
3. Transformational Change
A new process or “NORM” creates itself
as a result of the failure of another &
usually takes its own shape. Can be
refined as it develops BUT IS USUALLY
NOT PLANNED.
This isn’t necessarily something that you
control as much as you recognize &
survive
Being able to recognize the 3 types of change should help
to develop your own change mgmt skills.
If you can identify the type of change occurring in your
workplace you’ll be better able to control the reactions
your team members have to those changes

5. OD is a Deliberately Planned, Organization-wide Effort to Increase its Effectiveness
and/or Efficiency, and/or to Enable the Organization to Achieve its Strategic Goals
Organizational
Development
OD is a System-wide Application of Behavioral
Science Knowledge to the Planned
Development & Reinforcement of Organizational
Strategies, Structures and Processes for
Improving Organization’s Effectiveness
OD maybe described as “To improve the
health & effectiveness of Organizations
and People that work within them in a
Sustainable Way”
OD is NOT that can be neatly labeled,
wrapped up and put in a box; things that can
be boiled down to a single concept,
deconstructed and reduced to a single
principle. OD is exactly the opposite
Orgn. DevelopmentDefinition
OD is concerned with “How an Organization
Develops & Implements Strategy with full
involvement / engagement of its people”
OD is a body of Knowledge & Practice that Enhances Organizational
Performance & Individual Development, viewing the Organization as a Complex
System of Systems that Exists Within a Larger System, Each of Which has Its
Own Attributes & Degrees of Alignment.
OD interventions in these Systems are Inclusive Methodologies & Approaches to Strategic Planning, Orgn
Design, Leadership Development, Change Management, Performance Mgmt, Coaching, Diversity and Work /
Life Balance
Some would say OD Professionals have tuned obscurity into an Art Form
OD is all about Organizations and Its People
How an Organization & its people
improve and develop together
complementing each other
For organizations
existence &
Survival
OD is Action Oriented, Which Starts with a Careful Organization Wide Analysis of its Current Situation and of the Future Requirements
and Employs Techniques of Behavioral Sciences such as Behavior Modeling, Sensitivity Training and Transactional Analysis.
Its Objective is to Enable the Organization
in Adopting Better to the Fast Changing
External Environment of New Markets,
Regulations and Technologies
Theory & Practice of Planned, Systematic Change in the
Attitudes, Beliefs and Value of the Employees through
Creations & Reinforcement of Long Term Training Programs
Tangible aspect of Orgn :Grouped as Artifacts (Logo, handbooks, trg
packages, seating arrangement, Commn configuration.
In-Tangible aspect of Orgn : Language Jargon, Patents, Trademarks,
franchises, Goodwill
Theories of Planned
Change / OD Models:
- Action Research Model
- Burke Litwin Model
- Porras & Robertson Model
OD Practitioners might work in a manner similar to
“Organizational Physicians” intending to improve
effectiveness of people & orgn by:
- Establishing relationships with key personnel in the
orgn (entering & Contracting with orgn)
- Researching & evaluating systems in the orgn to
understand dysfunctions and/or goals of the system
in the orgn (“Diagnosing” the systems in the orgn)
- Identifying approaches (or “Interventions” to
improve effectiveness of the orgn and its people
- Applying approaches to improve effectiveness
(methods of “Planned Change” in the orgn
- Evaluating the ongoing effectiveness of the
approaches & their results

6. Organizational Development Model – Five Core Theories -
ACTION RESEARCH THEORY (by Kurt Lewin)
Orgn. DevelopmentModels
“NO ACTION WITHOUT RESEARCH, NO RESEARCH WITHOUT ACTION”
The Theory Provides the very heart of the Purpose of OD DIAGNOSTIC phase in the OD Cycle
It Provides the Opportunity to Build the Knowledge of the Causes and
Dynamics of Organizational Issues, the Understanding of Organizational
Change
Ultimately Though it is a Theory Based on Pragmatism, data itself is NOT the
Answer to Change, but Provides the Catalyst for Change and Provides the
Basis for Practical Solutions Owned by all Members Affected by the Change
“Action Research” Provides Both the Theoretical Underpinnings and the Practical Application of Organizational Change
Action Research is a Four Step
Continuous Process;
-Diagnosis (Research)
- Planning
- Action
- Evaluation
Action Research Theory Provides
the Bridge Between Knowledge
Building and data Gathering with
effective Action
Action Research Empowers
Employees and Enables the
Organization to Sustain the Change
by Providing Data not only of How
to Make the Changes Required
Today but Also on the Change
Process Itself
Action Refers to OD Interventions
that are Implemented to Develop
the Organization
All Organizational Stakeholders are
Involved in the Collaborative
Process of Creating and Executing
the Planned Changes
Applying Action Research Theory in an OD Intervention
- Involve the People Affected by the Change so That they Become Co-Investigators into the Reasons for Change, and Participate in Analyzing the Current Realty
- Let Individuals Discuss the Future They Need to Move Toward
- Work to Increase the Amount and Quality of Inquiry Between People so That They Can Learn from Each Other and Gather a Rich Mix of Data
- Secure a Commitment to Give Some Decision Making Power to the People Involved in Collecting the Data so that Real Change Can Be Achieved
- Set Up a Temporary Diagnostic Team by Using Those Key Individuals Who have to Support the Implementation Change
- Provide Space for Individuals to Reflect on the Insights They have Gained
- Plan the Direction of Change / OD Intervention in Collaboration with all Stakeholders
- Implement Decisions that Employees and Leaders Make Democratically
- Provide a Learning Zone where Individuals and Groups Can Self Organize for Change

7. The Burke-Litwin Model Shows the Various Drivers of Change and Rank them in
Terms of Importance
Orgn. DevelopmentModels
The Model Argues that All Factors are Integrated (to greater or lesser degrees)
Therefore, a Change in One Will Eventually Affect All Other Factors
Most Important
Least Important
Transformational Change
Transactional Change
Factors: Markets, Legislation,
Competitions and the EconomyArticulates its reason for existing. The
strategy then sets out, in board terms,
how the Orgn will g about achieving its
mission. Very often, the strategy will be
developed in light of environmental
change & will have a significant impact
on the work you do.
Need to understand the change in
strategy & be able to communicate the
implications to your staff
*LEADERSHIP: This considers attitude and behavior of Senior Colleagues and how these behaviors are perceived by the Orgn as a whole.
The way in which Change is Implemented & Accepted through the Orgn will be Largely Influenced by the Top Team.
Does your Team believe that Senior Colleagues are Committed to Change, or is It Just Another Initiative That Will Disappear in Six Month’s Time?
“The Way We Do Things Around Here”
It evolves over a time as a result of many
other changes in Organization.
You should keep in mind the desired state
for the orgn in terms of how you expect
people to behave (and not to behave) and
what your Orgn values as Important. Need
to ensure that your behavior fits with these
Expectations at all Times, and that you
“WALK THE TALK”
Very Often, changes in strategy can lead
to changes in the way the Orgn is
Structured. This can impact on
relationships, responsibilities and ways
of working
Need to assess the impact of the
structural change and ensure your team
understands why it is required and What
it Means for Them
*
Changes to team membership can mean a
change in team dynamic. In a perfect word,
we would be able to recruit the exact fit for
our teams, in terms of personal style,
abilities & staff mix. However, in realty it is
not always possible, and it is your job to
identify any risks in this areas and mitigate
them as best you can
This Considers Emp’s perception of their
immediate colleagues & working environment
which is what often shapes our view of the
orgn as a whole and influences the extent to
which we feel satisfied in our jobs.
Changes to this needs to be managed
sensitively, as they are likely to invoke a range
of emotional & political responses from staff.
Particularly cases where change involves
moving location, a change in personnel or a
change in terms of conditions of service such
as working hrs.
As a change manager you need to assess
whether: all the right skills are in place; if
they can be developed; or; if you need to
bring them in from outside the team
Considers the significance of individual & orgn goals.
Motivation is key to effective change. The real change is
to maintain throughout a change project, particularly
when change is often not well-received b y those effected

8. The Porras and Robertson Model of OD – Theory of Planned Change
Orgn. DevelopmentModels
This Model States that OD Interventions Alter Features of Work Setting Causing
Changes in Individual and Organizational Improvements
Environment
Vision
Organizing
Arrangements
Physical
Setting
Technology
Social
Factors
1. Goals
2. Strategies
3. Structure
4. Administrative
Policies &
Procedures
5. Administrative
Systems
6. Rewards System
7. Ownership
1. Culture
2. Management Style
3. Interaction
Processes
4. Informal Patterns
and Networks
5. Individual Attributes
1. Space
Configuration
2. Physical Ambiance
3. Interior Design
4. Architectural
Design
1. Tools, Equipment,
and Machinery
2. Information
Technology
3. Job Design
4. Work Flow Design
5. Technical Expertise
6. Technical
Procedures
7. Technical Systems
The Work Setting Plays a Central
Role in this Model and Consists of
Four Factors

9. In Addition to Having Specific Behavioral Science, Academic and Philosophical
Roots; OD has a Range of Specific Tools and Techniques in its Practices
MANAGEMENT AGENDA (2015) Survey found that in Practice the Issues
OD Practitioners found themselves most commonly involved in were
- Leadership Development (67%)
- Culture Change (42%)
- Performance Management (33%)
Orgn. DevelopmentPractice
So that’s where Professionals in the field of OD have something to offer
Not only in Methods and Practices but in the Philosophy and Mindset
Behind the Practices
But That’s not the Whole Picture and although
some Organizations Position OD as a Function
which “DOES THINGS TO” the Organization;
IT MISSES THE POINT
OD Needs to be the Function That Facilitates The Organization
and All Its People to “DO THE DOING”
OD surely is the responsibility of Everyone in the Organization and Certainly all Managers.
It just isn’t always UPPERMOST on their responsibility list, nor do they always feel
CONFIDENT knowing how to go about it
If we accept the view that Organization are better understood as Dynamic and Complex Human Systems,
than AS MACHINES, then to help Organizations and their People Flourish,
a “BIG PICTURE” mindset is valuable
Tools and Techniques of OD:
Processes for working with large groups
Collaboration methods
Learning and development
Approaches to Culture Change
Facilitation skills

10. Table of Contents
 Organizational Development
 Employee Engagement
 Organization Culture
 Leadership Development
Team Development & Customer Effectiveness
 Talent Management & Succession Planning
 Performance Management Systems

11. There is No Generally Accepted Definition for Employee Engagement
Employee
Engagement
Level of commitment and Involvement
an employee has towards his / her
organization and its values
Describes as to How people can use
varying degrees of their selves –
Physical, Cognitively (relative) and
emotionally - in work role
performances
Employee Engagement as a modernized
version of job satisfaction, which is
basically an employee’s involvement with
commitment to and satisfaction with work
Engagement is comprised of two components
- Commitment : Affective attachment to and
an intention to remain with an
organization
- Discretionary : The willingness to go above
Effort and beyond formal job
requirement
Employee Engagement is a measurable degree of an employee’s positive
or negative emotional attachment to his / her job, colleagues and
organization which profoundly influences his willingness to learn and
perform at work
Employee EngagementDefinition
Which also influences his willingness to
learn & perform at work

12. Background : Derived from Early Studies (in 1920’s) on Morale of a Group’s
Willingness to Accomplish Organization Objectives
This concept was matured by US Army research during
World War-II to Predict unity of effort and attitudinal
battle readiness before a strike
Post War mass production society needed unity of effort
in execution for speed and quality, where morale was
considered to be the most important indicator
Employee Engagement is a Term describing an
Individual Emotional Attachment to Organization, to
his Fellow Colleagues and to the Job
In the modern day perspective with the advent of
knowledge workers stress was on individual talent
management
20th & 21st Century. : People moved away from manufacturing
& public sectors to service sectors, which was relatively trade
union free and smaller employment units.
1st Challenge Co faced :Retention of these knowledge
workers to the organization
2nd Challenge :Planning & Developing Employee
Engagement Strategies without any
solid research base in the process it
loses the focus and momentum.
Thus came the term “Employment Engagement” which is an
Individual Emotional Phenomenon
Difference between Employee Engagement and Morale
INDIVIDUAL
Emotional Phenomenon
GROUP
Emotional Phenomenon
Employee EngagementDefinition
During
War
Post War
1 2
3 4
GroupMorale
GroupMorale
Employee
Engagement

13. Employee Engagement Arguably the Most CRITICAL METRIC for the Organization in
the 21st Century
Many Organization tend to COPY “Employee
Engagement” activities from the best practices, looking at
the benefits enjoyed by their competitors; however, most
loose track after a few strides ahead.
Employee Engagement cannot be a cosmetic intervention
in enhancing commitment towards job, motivation or
productivity
Most, if not all, of other Key Measures that Reflect and Drive Organizational Performance
(Customer Satisfaction, Innovation, Profitability, Productivity, Loyalty & Quality) are
PRODUCTS of Engaged Committed Employees
In spite of providing Good pay packets & benefits;
many organization loose top performers to competitors
for no apparent reason.
Though, some Employee turnover is normal, but if an
organization is truly engaging its employees, the
possibility of unexpected loss of Skilled, Experienced
and Motivated Quality Workforce is less.
Before going to “How to Increase Employee Engagement” we shall deal with:
- Its Relevance
- Its Role
- Its Importance
- Its Aspects and Basic Human Needs for Engagement
- Its Key Drivers
- Its Measures
- Strategies to Increase Employee Engagement
Employee EngagementDefinition

14. Employee
Performance /
efficiency
Engagement takes Place When Employees are Committed to Their Job & are
Interested And Indeed Excited About What They Do
During downtime many organization focus LESS on how
to manage their talent and engage their employees,
INSTEAD focused on how to reduce cost, by cutting
salaries, bonuses, rewards and development costs.
Some SHORTSIGHTED leaders may even think that
employee engagement no longer matters because these
employees have fever options and will stay because of
their need for Job Security
SMART Leaders : While need to find short-term solutions
and cut costs, they must also identify
long-term talent management
strategies to remain viable
Relevance
Engagements Involves:
- Loyalty
- Faith
- Pride
In the organization, a willingness to
advocate for his organization and a
sense of Personal Responsibility
Employee Engagement is linked to
range of
Business Success
Factors
Safety
Customer
Satisfaction &
Service
Employee Engagement
High Caliber
Employees
-- Are Key to Success
-- Raw material for a Well Functioning
Organization
-- Sets Competitive Advantage in global
scenario
Employee
Performance
Productivity
Safety
Attendance &
Retention
Customer
Service &
Satisfaction
Loyalty &
Retention
ProfitabilityOrganization

15. There is No Magic Formula for Achieving Employee Engagement and Sustainable
Business Results
Role
During Slowdown, “Engaged Employees” are the Difference
between SURVIVING and THRIVING
Employee Engagement
Internal Challenge

16. An Engaged Workforce is the Key to Sustained Competitive Advantage and Accelerated Business
Performance and Leads to Increased Productivity, Retention Customer Loyalty and Profitability
Importance
Business Leaders need to know about Engagement Levels in the same way they need to know about
other critical management information such as financial, productivity and customer data
Identify the key drivers of engagement (based on business measurement & analysis) for your survey
designs should be aligned to Your organization, Your strategy, Your values and Your people
Key Insights are provided when organization knows, whether employees are engaged to both, job they
do and the company that they work for. This Knowledge enables organization to predict behavior and
its impact on key business metrics
Strategy
Employee
Engagement
Structure, Capacity &
Capability
People, System &
Processes
Leadership
Organizational
Performance
Customer
Experience
Employee Engagement

17. Business Leaders Think “This is Nice-to-Have But not Essential”
Importance of Employee Engagement Cont...
Importance
Measurement without action can do more harm than good.
Surveying for the current engagement levels and then doing nothing with that information often leads to employees feeling
that they aren’t being heard, which in turn can negatively impact morale and trust levels
Identifying and analyzing engagement levels and the drivers of success is the first step. The real
challenge is in equipping your business to act and ensuring that change is embedded in your culture so
that your workforce remains focused and aligned to the business strategy
Link the result of survey to business outcomes. Research has consistently shown that employee
engagement is a lead indicator of lag business metrics such as customer loyalty, productivity & profitability
CONTINUE TO TRACK ENGAGEMENT LEVELS. It is not a one time event.
Comprehensive surveys should be conducted across the organization annually or bi-annually. Supported
by Shorter, Quarterly Tracking Surveys
Business Leaders need to better understand the impact of engagement on their success.
Executives need to act and behave in ways that enforce its importance.
A compelling way to achieve this is to MODEL THE EXACT FINANCIAL IMPACT that engagement has
on Productivity, Customer Relations, Absenteeism and Financial Result
This is achieved through creating and analyzing a unified database containing productivity data, customers data, HR data and
financial data for similar groups eg. Stores, teams, locations
THIS CREATES A BUSINESS CASE THAT IS HARD TO IGNORE
Employee Engagement

18. Target your Investments and Efforts Where It Will Have The Most Impact
Importance of Employee Engagement Cont...
Importance
Avoid a Scatter Shot Approach by Trying to Change too Many Things All at Once.
Good analysis will uncover 2 or 3 Critical Areas that you need to focus on; the areas that drive
engagement and are Under Performing
Get Experts to Work With Your Experts Who Understand People Systems and Behaviors.
On embarking an organization change that requires building the capability of managers to take action,
designing processes to support & embed change and measuring success
BENCHMARK COMPETITOR PRACTICES
- Compare Results against those of other global or national organization
- Compare Results against companies from the same industry sector
- Compare Results Internally, to see which business areas or divisions are experiencing particularly
Positive (+ve) or Negative (-ve) levels of Engagement.
DECIDE WHICH ISSUES TO TAKE ACTIONS UPON IN ORDER TO ACHIEVE DESIRED
STANDARDS
2 Levels of Employee Engagement :
1st Level Employee have with their Career or
Profession (Job Engagement)
2nd Level Employees feel towards their
Employee Orientation
( Organization Engagement)
Employee Engagement

19. Aspects of Employee Engagement and Basic Human Needs for Engagement
Aspects Employee Engagement
Inspired Employees…
The Pyramid of Employee Needs
Get Meaning and
inspiration from their
company’s mission
Are inspired by the
leaders in their
company
Engaged Employees…
Are part of an
Extraordinary
Team
Have
autonomy to
do their jobs
Learn and
grow every
time
Make a
difference &
have an impact
Satisfied Employees…
Have a safe work
environment
Have the tools, training,
and resources to do
their job
Can get their jobs done
efficiently, without
excess bureaucracy
Are Values and
rewarded fairly
Engaging your employees is
good but do not stop there

20. Eight Key Drivers of Employee Engagement
Key Drivers Employee Engagement
Trust & Integrity
Managers should communicate well and
go by their words
Key
Drivers
Line of Sight between Employee
Performance & Company Performance
Employees should have clear understanding as to
how they contribute to the company’s performance
Pride About the Company
Employees should feel esteemed by being
associated with the organization
Employee Development
The organization should take necessary steps for
developing the knowledge, skills and attitude of
employees
Few other drivers:
- Culture of respect where good job is appreciated
- Feedback, counseling & mentoring
- Fair Reward, recognition & incentive scheme
- Effective leadership
- Clear job expectation
- Adequate tools to perform work responsibility
- Motivation

21. Measure of Employee Engagement is +ve / -ve Emotional Attachment to His Job, Colleagues or
Organization Which Influences His Willingness to Learn and Perform At Work
Measure Employee Engagement
GALLUP Developed Q12
Instrument
(known as Q12
Meta Analysis – a meter
analysis is a statistical integration of data
accumulated across many studies)
The Q12 Measures Engagement Conditions
(Overall Satisfaction) on a
point of 5 scale, where “5” is
extremely satisfied and “1” is
extremely dissatisfied;
How Satisfied are you with
your company as a place to
work?
Q00
I know what is
expected of me at
work?
Q01
In the last 7 days, I have
received recognition or
praise for doing good work
At Work my opinions
seem to count
I have a best
friend at work
Q04
Q07
Q10
Surveys need to be
tailored to your
organization, your
strategy, your values and
your language
The most accurate way
to achieve this is
through a quantitative
survey supported by
qualitative interviews
and focus groups
Organization needs to
understand their current
level of employee
engagement.
These 12 measuring
issues, are actionable or
chargeable at MANAGER
level

22. Employee Engagement Strategies : To Cure Employee Disengagement Diseases
Strategies Employee Engagement
1. START IT ON DAY ONE
- Effective Recruitment (First building block)
Managers should be careful in pooling out the potential talent of the new employee through
effective recruitment
- The newly hired employees should be given both GENERAL ORIENTATION which is related to
the company Mission, Vision, Values, Policies and Procedures and JOB SPECIFIC
ORIENTATION such as his / her job duties and responsibilities, goals and current priorities of the
department to which the employee belongs in order to enable him / her to develop realistic job
expectations and reduce role conflict that might arise in future
2. START IT FROM THE TOP
- Employee Engagement requires LEADERSHIP commitment through establishing Clear
Mission, Vision and Values.
Unless the people in TOP BELIEVE IN, OWN IT, it wont percolate down to manager / employee
and enhance their leadership, Employee Engagement will never be more than just a
“CORPORATE FAD” or another HR thing
- Employee Engagement does not need lip-service rather dedicated heart and action oriented
service from the Top Management
- It REQUIRES “LEADING BY BEING EXAMPLE”

23. Employee Engagement Strategies : Cont…
Strategies Employee Engagement
3. ENHANCE EMPLOYEE ENGAGEMENT THROUGH TWO WAY COMMUNICATION
- Manager Should Promote this
- Clear and consistent communication of what is expected of them paves the way for
engaged workforce
- Involve your people and always show respect to the input
- Share power with Employee through participative decision making
so that they would feel sense of belongingness thereby their engagement in realizing it
4. GIVE SATISFACTORY OPPORTUNITIES FOR DEVELOPMENT ANDADVANCEMENT
- Encourage Independent thing through giving them More Job Autonomy .
So that employees will have a chance to make their own freedom of choosing their own best way
of doing their job so long as they are producing the expected results
- Manage Thru Results rather than trying to manage all processes by which that result is achieved
[Not always, process also important for continuity against retention]
5. ENSURE THAT EMPLOYEES HAVE EVERYTHING THEY NEED TO DO THEIR JOB
- Managers are expected to make sure that employees have All the Resources
such as physical or material, financial and information resources in order to effectively do their job

24. Employee Engagement Strategies : Cont…
Strategies Employee Engagement
6. GIVE EMPLOYEES APPROPRIATE TRAINING
- Give appropriate training to employee to help them increase their knowledge and skills
- Generally it is understood that when employee get to know more about their job, their confidence
increases thereby being able to work without much supervision from their immediate
managers which in turn builds their self-efficiency and commitment
7. HAVE A STRONG FEEDBACK SYSTEM
- Company should develop PMS Systems which holds managers and employees accountable for
the level of engagement they have shown
Now many companies are scrapping annual appraisal systems (forced ranking systems)
with more robust one which give / mention direct output rather than ratings which at times /
many time ARE BIASED. Removing Bell curve itself
New PMS should also value what they know and not only what they produce
- Conducting regular survey of Employee Engagement Levels
After survey : Determines what factors are driving engagement, focus on factors that make most
difference to employees
- Based on Survey Results Managers should DEVELOP ACTION ORIENTED PLANS THAT ARE
SPECIFIC, MEASURABLE AND ACCOUNTABLE AND TIME BOUND
8. INCENTIVES HAVE A PART TO PLAY
- Managers should work out both financial and non-financial benefit for employees who show more
engagement in their job
- Studies have shown that when employees get more pay, recognition & praise, they tend to exert
more effort into the job
- There should be a clear link between Performance and Incentives
Replacing them with
Conversation-based
assessments.
Managers at all levels must
do 2 things well:
- Give Feedback
- Hold talent conversations

25. Strategies Employee Engagement
9. BUILD A DISTINCTIVE CORPORATE CULTURE
- Companies should promote a strong work culture
in which the goals and values of managers are aligned across all work sections
- Companies that build a culture of mutual respect by keeping success stories alive will not
only keep their existing employees engaged but also they baptize the new in-coming
employees with their CONTAGIOUS spirit of work culture
10. FOCUS ON TOP PERFORMING EMPLOYEES
- Surveys show that High-Performing organizations are focusing on engaging their
Top-Performing Employees
- According to the findings of the same research, what high-performing firms are providing what
their Top-Performers are asking for and this reduces the turnover of high-performing employees
and as a result leads to top business performance
Employee Engagement Strategies : Cont…
- Start from Day One/ from Recruitment itself; then go for Orientation and Job Specific Orientation for new hires
- Start from the TOP; Leadership should commit to the company’s Vision, Mission and Values and lead by example
- Should be Two Way communication between employees
- Managers should share power, give more job autonomy and should manage by results (may have freedom of choosing
their own best way of their job)
- Provide Resources to employees for carrying out their job (Resources : Physical, material, financial and information)
- Provide Appropriate Training to increase their knowledge and skills
- Have strong feed back system by way of PMS and Employee engagement surveys
- Should have a clear link between Performance and Incentives
- Build and Promote Strong Work Culture
- Focus of Top Performing Employees / High Caliber Employees

26. Questioner Employee Engagement
I. Employee Information
Employee Engagement Questioner …
1. Employee name: 2. Position:
3. Department: 4. Start working from:
II. Rating Scales
1. Strongly Disagree(1); 2. Disagree (2);
3. Neither Agree nor Disagree (3) 4. Agree(4);
5. Strongly Agree(5)
III. Employee engagement questions
1. I have the materials and equipment I need to do my job efficiently.
2. I receive the information and communication I need to do my job.
3. I regularly receive recognition/praise for doing good work.
4. The benefits offered here are fair and reasonable.
5. The people here are pleasant and co-operative to work with.
6. There is someone at work who encourages my development.
7. My opinions and ideas seem to matter.
8. My supervisor provides me with feedback and guidance.
9. My supervisor helps me know what is expected of me.
10. My supervisor cares about me as a person.
11.Even if I had the opportunity to get a similar job with another organization, I would stay with my present
company.
12. In the last year, I have had opportunities to learn and grow.
13. I would recommend the organization as a good place to work.
14. Overall, I have confidence in the senior managers at the company.
15. Overall, I am extremely satisfied with my job.

27. Table of Contents
 Organizational Development
 Employee Engagement
 Organization Culture
 Leadership Development
Team Development & Customer Effectiveness
 Talent Management & Succession Planning
 Performance Management Systems

28. Organization Culture Encompasses Values and Behaviors That “Contribute to The
Unique Social & Psychological Environment of the Organization”
Culture is a property of a group of some
sort, reflecting the shared learning that the
members have experienced in their efforts to
survive, grow & remain internally integrated
Culture is a learned response to
survival in the environment and the
need for internal integration
The founder, entrepreneur & early leaders
impose their will on the orgn. & create what we
can think of as “ARTIFACTS”, the visible shared
components – behavioral rules, structures,
processes, symbols, buildings and so on.
Culture has 2 components:
-Shared Component: dealing with
managing the external environment
- Other Component: Deal with the rules &
norms of “how to get along” inside the group
Organization CultureDefinition
Orgn. Culture is a System of Shared Assumptions, Values & Beliefs Which
Govern How People Behave in Organizations
These Shared values have a Strong Influence on the people in the
Organization and dictate how they dress, act and perform their jobs.
Definition
What Does a Strong Culture Look Like
How Consistently Employees Report
on What is Valued and Rewarded
What Core Values drive the Behavior and
Priorities of a given team
Employees share / having same / similar
understanding of core values, are likely to
perform at a High Level and Experience High
Job Satisfaction%
Strong Culture is Characterized by a strong
preference For Two or Three Values:
- Adaptability
- Collaboration
- Results Orientation
- Integrity
- Customer Orientation
- Precision
- Transparency
Contrary to this; Schien
believes that one of the
commonest mistakes in
recent usage is to link
culture only to the inside
“HOW WE GET ALONG”
components
EdgarHSchein,
SocialPsychologist
Orgn Culture is
one of the most
paradoxical
phenomenon in
organizational
studies
Their Culture being in Congruent
(in agreement / harmony) with the
Organization Strategy and Structure
Seemingly absurd;
self contradictory may
nonetheless be true
It’s a Fact that Culture has
become an integral part of
Management Practice
At this point it would
be wrong to call this
a culture, because
we don’t know
whether what was
imposed has
SURVIVAL VALUE.
Lots of Organizations
don’t make itHowever, if this works – if orgn is successful both externally in terms of
its products and services and internally in terms of its mgmt systems –
a subtle transformation begins to take place in the employees.
Some of these values come to be named as Official Values
The Culture also helps the
Organization to Anticipate and Adapt
to Changes in its Environment
How Culture is created
Culture has many sub-cultures within it
Country Culture; Company Culture; Occupational Culture
Eg: Biggest problems of communication failures between doctors, nurses and tech –
especially where you have not only different occupational cultures of doctors and nurses
but also the additional fact that they have different status and rank in most societies
The concept of Culture can be an important and
meaningful construct in organizational psychology
and sociology but only if we capture in the definition
both the multi-level complexity and dynamic
evolutionary quality of the concept
As we look ahead, the most evolution will be in the occupational
cultures that spring up around new technologies. The social media
and the new forms of info tech that are being created will bring with
them new skill sets that create new occupations and those new
occupations will evolve basic assumptions that may be quite
different from what the occupational cultures of today reveal.
New generation is growing up into a world that we neither understand nor can change.
Hence best option is to watch them closely and learn from them
Elements of culture can
change, but deeper
levels can only evolve

29. Cohesive Culture Values are Strong When Its Size (of Employees) is Small
Organization CultureResearch
A TEAM WITH THIS
PROFILE IS MUCH MORE
LIKELY TO EXPERIENCE
HIGH TURNOVER AND LOW
EMPLOYEE ENGAGEMENT
When your company is
growing fast, it feels like
you can’t make a
mistake
Revenues are rising and
the excitement of success
keeps everyone happy
Most Importantly, your are
also HIRING to fuel that
growth
Hiring during growth feels like
an URGENT TASK, one that
needed to happen yesterday
And the Typical Response
that Companies make is to
CUT CORNERS to get new
hires in the door faster
The problem with this approach is that it
ERODES your CULTURE, but that can be
very hard to see until problem develop
What happens when you
DOUBLE IN SIZE and add
POOR CULTURE FITS?
Many companies seek to
evolve their culture as they
grow, but transition can
suddenly cause a dilution of
the original culture
The impact of this type of growth
can be extremely negative
Diluted Culture Core Values
Individuals on this new extended
team now have very different
ideas of what their priorities
should be, and more importantly
what is valued and rewarded

30. The Key for Cohesive Correcting the Course and Get Your Culture Back is a
Combination of Strategy and Hiring
Organization CultureCourse Correct
StrategySide
On the Strategy side you must decide “What VALUES you
think will best help you achieve your larger strategic goals”.
HOW DO YOU COURSE CORRECTAND GET YOUR CULTURE BACK ON TRACK
Peter Thiel Said: “Culture is all too easy to mess up and the good work your company does is far too important to
be muddled by ill-defined values. Instead, get in drivers seat, assess what makes your current people special and
put the pedal to the metal on building your Organization
Early stage teams often favour adaptability
because it encourages experimentation and risk-
taking that tends to pay-off as a company finds its
way
In Contrast, more mature teams often focus on
collaboration and Result-orientation as a vehicle
to promote consistent progress towards shared
objectives
Wherever you land, your core should align
with Key Behaviors that you believe will help
you achieve your Strategic Objectives
On the Hiring side, given your diluted profile (due to
increase in Employees) your goal should be to select a
subset of your current team that represent the culture values
you wish to see embodied in your company going forward
This becomes your “Target” against which you can
hire additional team members
By consistently hiring candidates who are fit for
your inspirational culture, you will see a steadily
improving strength and consistency indicator, as
well as a clearer set of core values emerge.
Frequent Check-ins with your team explicitly discussing culture and
core values will help ensure that your culture is LIVED everyday
HiringSide
Soon You Won’t Even Need a Cultural “Target” Anymore. You’ll Have a
Company That Breathes Its Values Through And Through`

31. What Ever Moves they Make, Organizational Managers Must Strive to Align their
Strategy, Structure, Systems and Policies with the New Culture
Know What your Current Culture is, what you
want your new culture to be and why you
want it to be that way
Understand that Primary Mechanisms for
developing & sustaining culture are the Vision
& Leadership of the Organization Leaders.
(what matters the most is what is rewarded by leaders;
what leaders pay attention to, measure & control , as
well as how well the team aligned with the new
culture)
Consider that hiring & socializing new
employees effectively is another key to changing
the culture.
(this means hiring individuals whose skills sets not only
fit well with the jobs they take on, but whose culture
matches up well with the new culture of the
organization)
Organizational Cognitive Culture:
Reflects how a culture values various outcomes
(achievements, results, actions); its views
concerning teamwork; who much it values
respect, fairness & tolerance for individuality; how
much it values attention to detail, innovation (risk
taking); stability (security & predictability) and its
orientation to customers
Must also consider “emotional culture”:- what emotions do you express or suppress
in the organization? And to what degree do you see other people in your
organization express these emotions, which include job /’ enthusiasm, love, fear,
anger and envy
Organization CultureCulture Change
When Setting out to change the Organizational Culture, HR Executives Should Pay Attention to the Following Factors
Managements words, Behaviors & Organization “Processes
must be linked” with the new culture. Cultural Awareness &
Understanding, as well as, Communicating within the
Organization are all Critical Factors
Factors ; for Setting
Culture Change
When Properly Managed by Senior Management & HR Staff, such initiatives can lead to
Lower Absenteeism and less Burnout (Metrics that are easier to measure than Fun Itself)

32. When an Organization List of Values Runs Long, its Hard for Employees to Identify or
Retain Info About Those Values that Really Matter – Hence Keeps Max 3 Values
“In your Organization,
- What is Rewarded?
- What is Punished?
- What gets you Promoted?
- and What is a Taboo?
These questions are Critical because all Human Beings behave in
accordance with the “Pleasure Principal”
“CULTURE TAKES REALLY, REALLY LONG TIME TO CHANGE”
Usually it takes at least 3 to 5 years before you can see any results.
And senior leadership is really important in driving this process
Organization CultureFeatures
Culture is like “Iceberg”There is NO one Perfect Culture
“In your Organization,
- Who Owns the Culture?
Ans: The person who Owns the STRUCTURE. However, if your
culture is NOT in Alignment with Your Firm’s Strategy and Structure,
it will not be help your COMPANY SURVIVE
“Even if you have best values but not supported by your Structure,
those values are not going to serve you well.
Eg:“values “team oriented” but company’s structure – in the form of policies &
rewards – contradict that notion, such as ranking employees by performance
and then firing those who rank below a percentile
Only tip of the iceberg is visible above the water, the underlying
assumptions of culture are vast, but sit un-examined under the
surface.
So obvious that we do not question them, we just take them for
granted.
In the case of organization cultures, one such underlying assumption is
the answer to the question “WHY ARE WE IN BUSINESS?”
Behavioral norms are significant because when employees take them for
granted and manage themselves in accordance with those norms, the results
are more powerful than when those norms must be repeatedly enforced from
above and outside
Wherever you land, your Core Values should align with key behaviors
that you believe will help you achieve Strategic Objectives

33. Six Signs to Identify Your Company Culture is Toxic
Organization CultureToxic Culture
There is one way to do things (Boss’s way)
(A rule driven; command-and-control) this
culture drives talented people away
Identifying
Company Culture is
TOXIC
THERE ARE SECRETS EVERYWHERE
(You know your culture is broken when you walk into a
room where people are talking & suddenly they go silent.
You don’t know the pain is, whether you job is secure or
not & what to expect week-on-week)
We tend to tell lies about the company culture because its INCONVINIENT to hear
We’d rather not change Job:- A job hunt is a major pain in the neck.
A lot of people DON’T believe that you can shift
a toxic culture but that is false. The way to begin
to soften up and warm up a –Ve Brittle Culture is
to notice the Leaders Pain
PEOPLE IN PAIN ACT LIKE IDIOTS & JERKS

34. Influence of Corporate Culture on Employee Engagement
Organization CultureInfluence
Due to shift of World Economy from Industrial to Knowledge Based one,
Employees are Being Valued for not only What They Produce but also for What They Know.
The Goal of every Organization should be targeting the right Employees
ONLY Focusing on Employee on Employee Engagement often may Miss the Point
Having a High Performing Business Culture is a Competitive Advantage for any Organization
Today
Every Employee either makes the Company Culture Strong or
Weaker
Culture can only be Inculcated
thru Vision and Mission
Statement
Employers have understood that they have little control over
thru Culture that Exists
No Organization – Large or Small – has a SINGLE CULTURE, rather it has many Cultures as it
has many Functions, Managers or Supervisors
Employee Engagement May Reduce at the Time of Culture Change, Which is Acceptable
as the Engagement Score Becomes Higher for the Right Group of Employees Afterwards