The document discusses employee engagement at Larsen & Toubro Kansbahal Works. There are three aspects of employee engagement: individual psychology, employer conditions, and employee interactions. Engagement is important to achieve high performance, commitment, trust, loyalty and business growth. Employees were surveyed and categorized as highly engaged, engaged, or disengaged. The survey found areas needing improvement included training, career opportunities, recognition, mentorship, and relationship with the company. Recommendations included identifying training needs, promoting career challenges, recognizing top performers, and fostering commitment through mentors.

1. “EMPLOYEE ENGAGEMENT INITIATIVE”
AT LARSEN & TOUBRO, KANSBAHAL
WORKS
BY
ANURAG CHAKRABORTY

2. Aspects of Employee Engagement
There are mainly three aspects :
 The employees and their own unique
psychological makeup and experience.
 The employers and their ability to create the
conditions that promote employee engagement.
 Interaction between employees at all levels.

3. “WHY” Employee Engagement??
 To achieve high performance levels and superior
business results.
 It builds passion, commitment and alignment with
the organization‟s strategies and goals.
 Increases employees‟ trust in the organization.

4. Continued…
 Creates a sense of loyalty in a competitive
environment.
 Provides a high-energy working environment
 Boosts business growth.
 Makes the employees effective brand
ambassadors for the company.

5. Categories of „Employee Engagement‟
 Highly Engaged
 Engaged and
 Dis-Engaged
 Highly Engaged--“Highly Engaged" employees
are builders. They're naturally curious about their
company and their place in it. They work with
passion and they drive innovation and move their
organization forward.

6. Employee Engagement Survey
AT KANSBAHAL

7. Objectives of the Project :
 Employee Engagement practices in a well
established manufacturing unit “L&T Kansbahal.”
 To evaluate the effectiveness of the Employee
Engagement.
 To find out the Engagement levels of the
Employees with the current system.

8. SAMPLE
 Selection: As the objective of the project is to
study the Employee Engagement to know the
perception of the Employees, sample is
selected.
 Size: A sample size of 47 is drawn, where the
respondents are the Employees who work
across different departments.(C.T.Cell,PG1PSM,Accounts,Foundry,Assembly,etc)

9. PRIMARY DATA COLLECTION
 Primary data for the purpose of our survey will be
collected :
 A Pilot survey of minimum 50 employees of L&T
,Kansbahal.
 A questionnaire consisting 40 questions explained
precisely.
 By Mailing the questionnaire to the respondents with
a request to return after completing the same.
 Through Personal Interview of few employees
Both the methods will help to understand the
respondents ability to large extent.

10. QUESTIONNAIRE
 Quest

11. The Questions were segmented into different
categories:
a) My Job
b) Training
c) Career
d) Work Environment
e) Appraisal
Recognition
g) Immediate Superior
h) Mentorship and
i) Company
f)

12. Engagement Status
 Now to understand the overall status we have
taken (approx. value)
 Acceptance Factor- 80%
 [(84+54+54+93+89+49+83+69+66)/9] =
72.22%
Whereas:
Non acceptance factor
[(16+46+45+7+9+51+15+31+33)/9] = 27.33%

13. As per my benchmark it is less than 80%,
so people are not Engaged.
Areas:
1.
2.
3.
4.
5.
Training
Career
Recognition
Mentorship
Company

14. Analysis of Engagement Level of Overall Dept.
L&T, Kansbahal.
Analysis of Overall Department for Employee Engagement,L&T,Kansbahal
SL.No. CATEGORY
1 MY JOB
2 TRAINING
3 CAREER
4 WORK ENVIRONMENT
5 APPRAISAL
6 RECOGNITION
7 IMMEDIATE SUPERIOR and TEAM
8 MENTORSHIP/LEADERSHIP
9 COMPANY
PERCENTAGE OF Engaged Employee(%)
Higly Engaged Engaged
Disengaged
82
14
4.2
54
32
14
54.1
31.7
14.2
74.8
20
5.2
88.9
9
2.1
63.8
25.9
10.3
83.82
12.75
3.39
71.3
17.9
9.91
66.56
26.9
6.3

15. TRAINING:
 Proper identification of training needs.
 Convincing people that age is not a barrier for
training.
 Employee with longer period of services
should be made aware of the benefits of
Training during last part of the job.

16. CAREER:
 Proper Career opportunities have to be created
.
 Challenging Assignments
 The person who are feeling stagnant in their
current position should be given an
opportunity in other location or sister concerns
of L&T.

17. RECOGNITION:
Proper system of non-monetary rewards like
“Employee of the Year”, ”Appreciation for the
cost –consciousness” and System of “Catch
them right” ,should be introduced.

18. MENTORSHIP/LEADERSHIP
 A mentor or superior should create an
environment of “Element of Commitment”
on their decisions.

19. For your Attention