“Our Employee Engagement Survey helps organizations to gauge perspective on employees feeling of satisfaction, being engaged and readiness to go extra mile for the organization.”

Literature Overview

“What employees seek — indeed, what we all seek in our work experience — is a blend of tangible and intangible elements that together create an environment of stimulation, contribution, recognition (monetary and otherwise), development, learning and support (from day-to-day management and senior leadership)”. Extensive search of HR literature has been made first to understand which aspects of Organizational Processes are more satisfying for its Human Resources and help in achieving their commitment to their organization. The search was then directed to identify key drivers (or variables) which help organizations in achieving higher level of Employee Satisfaction and Commitment.

Engagement Defined

The main findings point to the existence of a broad range of labels – satisfaction, commitment, engagement, loyalty, and several others. However, it is possible to draw a general sense of agreement out of the literature on what the most important or dominant constructs are for today’s workplace. The two that emerge clearly are employee commitment and satisfaction which can be positioned together as Employee Engagement. The range of approaches observed in the literature underscores the importance of clarifying these two key constructs and agreeing on definitions for them.

While it is possible to articulate satisfaction and commitment as the central constructs in Employee Engagement, it is not feasible to clearly identify a set of drivers for either aspect (individually or in combination). The literature is rife with drivers and the range of approaches to what a driver is, coupled with the diversity in how they are identified, may be useful in drawing conclusions. Age, position, and several other variables have been suggested as influencing satisfaction and commitment. Understanding these will round out knowledge of the key drivers to ensure a full, complete picture is available.

Towers Perrin (2003). Working today: Understanding what drives employee engagement.

Hewitt defined employee engagement as: o “…the state of intellectual and emotional involvement that the employees have in an organization. It is the extent to which employees want to, and actually do, improve the business results. You might call it a measure of energy or passion, or think of it as a measure of the extent to which you have captured the hearts and minds of your people.”

Hewitt Associates (2004). 50 Best Employers in Canada

Engagement Drives

Our Approach

  • Stage 1: Explore

    Understand organizational goals & objectives through interaction with key stakeholders.

    Understand organization’s functioning, systems & processes, and current HR processes & practices

  • Stage 2: Qualitative data & tool development

    Conduct interviews and FGD’S with stakeholders

    Collate & Analyse qualitative data

    Develop relevant tools

    Customized Questionnaire

  • Stage 3: Tool administration

    Administer tools online (www.nimsplsurvey.com) or paper pencil

    Multi global languages questionnaire available

  • Stage 4: Analysis & report

    Collate & analyse quantitative data

    Analysis of Engagement Levels

    • a) Overall Engagement Level
    • b) Demographic aspects wise Engagement Level

    Analysis of Engagement Drivers

    • a) Engagement Drivers
    • b) Demographic aspects wise perceived presence or absence of engagement drivers
    • c) Element wise perceived presence or absence of engagement drivers

    Prepare and Submit Organization Report (Department, Plants, Team, Demographic-wise etc.)

    Presentation to the stakeholders

Employee Engagement Levels

  • Physical Environment
  • Training for Current Role
  • Support from Internal
  • Service Provider

Employee Engagement Drivers & Element wise perceived presence and absence of engagement drivers:

  • Area of Immediate Actions
  • Area of Concern
  • Comfort Zone

Outcome and Report from the survey broadly covers:

  • Employees’ perception on drivers of organizational effectiveness as per the model
    and also on satisfiers and dis-satisfiers
  • Inferences and headlines of survey findings
  • Demographic based effectiveness of organizational drivers (i.e. Department; Age;
    Grade; Length of Service)
  • Recommendations in order of priority for action
  • Presentation to management to share study findings & discuss recommendations

FAQs

Can I get a comparative report from a previous survey done?

Yes, we can do a comparative study on key elements which were used in the previous survey.

Apart from the Standard Questionnaire can we add customized questions as per our organization need?

Yes, we can incorporate customized questions.

In how many languages can the survey be conducted?

We can conduct survey is all languages across the Globe.