Congratulations to TCS on winning the `employee engagement’ and `social responsibility’ awards at the North American Employee Engagement Awards ceremony in Chicago.
Companies of smaller scale and size, in IT or even in non-IT Sectors, may not have surplus resources (or the intent) to make investments in the above areas, especially in challenging times as being currently experienced worldwide. For these companies who may be grappling with issues of uncertain times, increasing competition, eroding customer loyalty, `employee engagement’ and `social responsibility’ may be terms alien or entirely unnecessary. With so many challenges at hand and uncertainty looming large, why would a business invest time, effort & money in areas that are anyway not mainstream to its business activities and as such, do not add any tangible value for them?
Forward-looking companies with a `vision’ would certainly make these investments, irrespective of their size and scale. However, companies with `myopic sight’ would fail to envisage the veritable value-add and the conspicuous and inconspicuous benefits these investments are bound to bring in.
The `social responsibility’ part is still witnessing some activity (and rightfully gaining momentum) in India with the introduction of the Companies Act, 2013. A `socially responsible’ company is perceived (by all stakeholders) to be mindful of the eco-system it operates in. A positive stakeholder perception itself enhances the brand equity of the company, which in-turn allows the company to demand (and get) a premium price for its products / services. Employees with positive perception about the company they work for are also engaged employees. Thus, `social responsibility’ is also a means to `employee engagement’, while the vice versa is also true that a company can realize its `social responsibility’ initiatives by engaging its employees in their giving-back-to-the-society mission.
Beyond the social aspect, `employee engagement’ is increasingly becoming a rather uphill task and a worrisome agenda for HR. In an environment where employee poaching is on the rise (especially with the Startup culture heating up) and workplace loyalty on the decline (a debatable premise), `employee engagement’ is unarguably on top of the HR’s own KRAs.
Disengaged employees drag down companies owing to their sheer lack of belongingness and a sense of responsibility. Such `disengagement’ results in `lost productivity’, `high employee turnover’ and `poor perception’, all of which combined together cost dearly to any company. This is where the `forward-looking companies’ differentiate from the `short-sighted companies’. While the former aptly recognize the disengagement-resulting issues as being detrimental to their growth (or even existence) and proactively work to address them through well-planned and diligently-executed `employee engagement’ programmes, the latter group fails to understand the damage in the making they will encounter going forward.
The increasing complexities (and significance) of `employee engagement’ also means that the HR initiatives need to be complemented with additional efforts for maximum impact and desired outcome.
Technology being the enabler it is has a role to play here as well. In fact, there have been many instances where use of technology has helped enhance `employee engagement’. Many companies are using different types of mobile & web applications to give a thrust to their efforts for a more engaged workforce for attainment of personal and organizational success. Employee Engagement
An online employee portal is fast gaining popularity and serves as an interactive central hub for company information, which in addition to reinforcing the vision, mission and philosophy of the company, provides pics and mini-bios (with professional and personal/fun information) of the employees. This means that long-time employees can learn about new hires, and vice-versa. More importantly, it ensures that long-time employees feel connected to the culture (in the backdrop of rapid changes) and that the new hires feel welcome and gel with the new culture quickly.
With a 100% mobile workforce, companies are fast adopting to developing their branded mobile apps for employee engagement and motivation. These mobile apps serve as a medium for rewards & recognition for the extraordinary performers within the company. Other employees are automatically encouraged to push the envelope and create their own success stories.
Lately, enterprise gamification has also experienced a lot of interest from the business community. The concept is being used to drive employee motivation to align their behaviour with organizational goals & objectives.
Complying with CMMI Level 3 guidelines Mobiloitte has been assisting business from diverse verticals with highly secure bespoke Enterprise Mobility solutions. A new age company, Mobiloitte is apt at early adoption of new technologies for it’s clients to always stay ahead of the curve in their go-mobile strategy.