Role of HR in Employee Engagement

IMG_34741641173141Muhammad Murtaza Raziq

Comsats Institute of IT

Academic Manager

Role of HR in Employee Engagement

Employee engagement is a core business issue in the present day world.In every successful Organization, HR plays an important role in employee engagement to meetstrategic business goals.To achieve business goals, employeeengagement is indispensable.

It’s difficult for employees to be truly engaged if they are not comfortablewith their boss as employees don’t leave their jobs, they leave their bosses that’s why it’s critical for the supervisors to feel that team engagement is always a high priority. “It is important to remember, though, that employee engagement is not just a job for HR; it must be owned by everyone in the business at whatever level they operate. It must start at the top and filter through the organization. A true inspiration at the top level leadership is also very necessary as it inspires employees to engage effectively; moreover employees feel that they are part of the business and they are striving hard to produce the best possible results. Therefore inspiring leadership is one of the biggest drivers of successful engagement.

The top leadership team always sets the vision of the organization. The top level management initiates the idea of engagement and then disseminates the same to every layer of the organization.

In order to add value, HR can hire the most suitable employees who can best fit into the Organization’s culture, thus creating an initial compatibility between Organization and employee for employee engagement. As Culture cannot be taught, rather employees have to learn by adapting to the culture and environment of an Organization.

HR plays a vital role in facilitating between the stake holders and employees. HR creates synergy between the stakeholders and the employees and safeguards the Culture of an Organization byresolving potential rifts between the employees and the stakeholders. HR enjoys this unique position as it always endeavors to resolve possible conflicts among employees and handle grievances of employees.

Besides maintaining employees feeling of Cultural fit, HR can persistently communicate with its employees by inculcating the Organization’s values, goals, objectives, policies and proceduresinto their minds.Consistent communication is a powerful tool used by HR to engage employees.HR should remind employeesthe company’s mission and values as employees should know the real purpose of their work with the Organization they are associated with.

HR adds value to the Organization by creating an environment of appreciation,by implementing a reward culture and by ensuring that individual and group performances are recognized and rewarded subsequently. Creating an atmosphere of continuous appreciation, encouragement, and motivation can really boost the employee morale, resulting in long term commitment and engagement with the Organization. HR can give a positive working environment and it’smost ideal that employees should receive appreciation from all the colleagues, not just their supervisors.

Researches have shown that, wherever there is a positive working environment and a culture of appreciation, employee engagement and commitment grows accordingly, as people always stay with cultures, not organizations.

Today HR is no longer just the personnel department, HR has really advanced over the years,and it’snow a strategic business partner. Besides employee’s duties and responsibilities, HR can give its employees access to quality data showing people their inputs and outputs. Further access to reporting tools, metrics, and benchmarks gives employees continuous feedback and shows how their work connects to real business results, which actually drives the engagement.

HR can help its employees, finding mentors, who could offer career guidance, give an insight into workplace culture; provide emotional support, and inspiration. Today’s social media tools like LinkedIn, Facebook, Twitter etc can help people find their mentors and HR can itself arrange a Mentor for the continuous training and development needs of its employees. Research has shown that mentoring, training and Development of employees, career counseling can really drive employee engagement. Investing in training programs helps employees develop personally and professionally.

HR ensures the self-esteem and integrity of each employee by combatingharassment and avoiding discrimination. Besides discrimination and harassment, HR ensures respect for every employee, regardless of gender and position in the hierarchy.

Above all the facts, the existence and role of HR is very vital for maintaining employee engagement at all levels of the Organizational Hierarchy.

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How to create a culture of innovation


Neha Saini

Manager- Human Resource

Yatra Company 

How to create a culture of innovation

Introduction: Driving culture of Innovation is all about openness where two-way dialogues are exchanged with employees that helps in getting new ideas and then leads to discussion of those ideas.

Innovation means “new methods or ways” of doing things and it is important for every company whether a start-up who is yet to make their position in the market or an old company to sustain their position in competitive environment.

Building culture of innovation through open communication with employees will not involve people but also get you their commitment and help in identifying the value gaps within the organization. Participative style of managements has been criticized by many people as considered to be time wastage. However in a longer run, it helps producing better results and committed staff.

In today’s era where finding right talent is a challenge, it is important that employee feel sense of their importance in the company everyday and that entirely depends how empowered and how involved they are in taking company’s decision. Open house across offices is one of the ways where plans for the year can be shared with employees and people can be encouraged to participate by sharing their ideas on how together they can achieve the goal of the year. This will put each and every employee to think beyond their regular job and share their ideas on bringing new innovation at work place.

Innovation is not just about making new products but also about new processes or ways of doing same job. Employee should feel that any innovation brought by them will not just help the organization grow but will also help them make history that no one has made yet. The day an employee will start treating the company as their own one, they will start believing that their true purpose of life also lies in same.

Hence, openness and empowerment at every level of an organization is a key to drive culture of innovation, no matter result comes out to be fruitful or not. One should be allowed to speak up with their thoughts and try at least to come out with best innovation of its kind.


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Does HR Decisions impact Business Outcomes

Rushali Ligade

Manager Human Resource

Servo-controls Group of Industries

Does HR Decisions impact Business Outcomes     

An age-old saying in the world of business goes something like this “When the going gets tough, the tough gets going” is a popular proverbmeaning “When the situation becomes difficult, the strong will become engaged” and there the HR Contributions come in alignment with those of business objectives.The more stronger & specific the systems the less hardship required to struggle for outcomes. Policies & procedures,disciplinary matters,safety issues, compensatory benefits, employee motivations, rewards & recognitions is what gives positive outcomes in business.

Talent is one such promoter for a strong business,which has to be hired,developed, groomed and retained,a major contribution by HR. Arranging trainings & development programs, giving career upliftment to the technical professional gives maximum business outcomes. Companies making use of analytics, data driven – is a well-formed discipline in the field of not only marketing but other streams as well.Entrepreneurs use analytics to have a complete information & understanding of their customers and consequently make ‘right’ decisions.  Customizing & tailoring to the needs of the clients at the right hour is the major impact on the business developments. Today, the best companies pull on the knowledge and use of analytics in human resources to make decisions about HR initiatives. Such companies know the impact of every HR initiative on their business outcome.  They are able to predict every initiative’s return of investment (ROI), Employee engagement makes a vast difference in the attitude of the staff and contributes to the developments. Predictions of big companies stated that the ability to take initiative leaves a high performance in a job.

Companies are now performance oriented, it’s just like marketing Executives are responsible for their pay, which gives sense of ownership towards the objectives of self and business also the marketing departmentis responsible for their companies’ marketplace outcomes.

Thus companies have leveraged for HR initiatives, decisions for talent acquisitions and participation of HR in the business meetings as a strategic partner.Solid execution of fundamental HR services is essential to demonstrating competence and building credibility with leaders outside the function.High-impact HR organizations never stop improving; in a sense, they are in a constant state of transformation – incremental transformation or continuous improvement

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How to drive a culture of ethics in HR service

Jacks .K. Ninan


How to drive a culture of ethics in HR service


Ethics a valuable resource, that is unseen and unheard by many to undermine its true value in the success of business. Organization lives to serve a purpose and if the purpose has to reached, organization has to respect ethics and value it in the veins of it functioning.

  • So as the Leader is so will be his followers.

The culture of ethics flows from top to bottom as the signals of information is passed from the brain to its body members. The organization is structured on the rock of values it holds.

If the culture of ethics has to be driven to the organization practice, it has to pass through the veins of Human Resources policies and procedures that is translated from the vision, mission and values of the business entity.

There is tendency in the growing business focus to accelerate profit with little value given to the true value that customers value. Symptoms are seen in the long run that damages company’s reputation or financial sustainability. Naming the few damages are:

Legal complications that affect business continuity and compensation losses to level charges.

Brand image that suffers loss on potential customers and employees due to word-of-mouth on bad experiences.

Risk on loyalty of employees’ that may attract cost on additional recruitment, training and breach in continuity of experience and knowledge gained by existing employees.

We have heard as true to be “Preventive Maintenance is better than Corrective Maintenance” Through the steps of growth on business excellence, several methodologies has gained importance such as value stream mapping, lean six sigma and many other that works on the fundamental of driving value by improving performance. If I have to call them by one word, its getting things more “organized”. There is an untold story of ethics that lies behind these efforts.

A transparent way of saying let’s be honest about who we are only then can we be who we want to be in the future. Then they find the gaps and bring value to every business process, such as like…

  • Checking ones personal values match the organization in the recruitment process.
  • Having an honest exit interview process to identify gaps as to why a person wants to leave and take corrective steps.
  • Performance management serves its purpose to improve performance in the organization and not conducting a formal appraisal to just meet the obligations without serving its purpose.

The whole way of thinking gets diverted to focus on the organization growth and not personal gains.


If we have to drive ethics in HR service we need to understand its true meaning and how it plays a vital role in the success of the organization. The key to success of every organization lies unattended in a corner that often voices in the value it adds but only few are wise and sensitive to its call. The few have become true leaders always adding value to others lives.


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Role of HR in employee engagement


Gitali Mohan


Xoriant Solutions


Role of HR in employee engagement

Bad times; a very close friend of mine has been very upset for a couple of days. When asked, she expressed discomfort in going to her workplace. Almost 250 employees have been let go in her company (a billion dollar organization with over 60,000 employees across the global) which has resulted in a chaos and insecurity amongst the minds of the employees including her. She had been badly pleading me to join her to a movie or restaurant or any place that will make her feel better and different from the uneasiness of her workplace. Surely she is not ENGAGED.

Well the issue here is not only about my friend getting jittery rather it’s the anxiousness that must have gripped several of her colleagues. Definitely many of them would be edgy and unwilling to work knowing that the next person to be let go might be his/her  next neighbour or unlucky themselves. This is the next bigger problem her company faces.

Here we are the spine of HR interventions- Employee Engagement.  Non HR professional often feel employee engagement is nothing else but the games or events which HR guys drive. In actual terms engagement has more to do with their willingness to work whole heartedly with dedication & contribute to the success of the organization.  For instance, a game or an event by my fellow HR guys will not bring any respite to their anxieties or wistful states of seeing their colleagues depart. What will work will be some empathy towards the gone and a sober display of seemingly difficult efforts of retaining the existing lot. This might include consulting random employees, publishing notes on different hobbies to pursue, training for other skills etc.

In my opinion keeping an employee engaged to his work is a herculean task which needs the support of all the verticals in HR. Even a smile at his/her manager’s face helps in rooting them to their seat. Gone are those days when employee would be happy with a 30-50% hike. In the VUCA world employee expects opportunities and technology advancement. They are competitive, aware and learners. Money is just a by-product which they are sure they will earn in abundance (specially our ambitious IT professionals)

In my recent rondavu session with one of the new joiners, I was perplexed by his concern that he does not feel very much involved in the team as he feels his team of 4 is unresponsive to his efforts of starting a discussion on the world politics or the ensuing chaos in the BIHAR elections. How do you calm this gentleman now?

I introduced him to another group of thinkers in my organization so as to give him a vent to his disgruntled thoughts. Also, consulted with the manager if he could be given access to the social sites like twitter to get instantaneous responses he expected from the surroundings. Off course we just can’t reprimand the others just coz they are lesser sensitive to the world happenings. Atleast, the person is continuing and giving his best with no complaints for the team.

The moral of the story is all of us being at the front with the employees will have to be more sensitive towards the employees. Not that we pay heed to all of their cries but at least the minimal to keep them running their best. What we speak and what we do for engagement cannot be transactional any more. We need to be random and at toes in responding with what employee expects. Networking is one arena where we all need to share our stories and conundrums. This will help in building a strong empowered HR teams to which management would look for driving their employees towards the goals.


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The Leapfrog HR


Maitreyee Bhaduri

Vertical Head Employee Engagement and Communication

Adani Power Limited


The Leapfrog HR

A concept that has found prominence in the corporate world of late in the wake of the financial downturn is ‘’Sustainability’’. The word Sustainability inherently implies long term thought and action. More than any other aspect of a business, HR needs to focus most on Sustainability issues. You may ask why? The answer is simple. Whenever, there is a downturn, the first resource on the chopping block almost always, is the Human Resource.

The dawn of HR or the personnel department was during the period of Industrial Revolution. Beginning as the time keeper and payroll processor of the industrial workforce, to maintaining safety standards and appropriate working conditions, the Human Resource department has come a long way.

Change is a constant and the same holds true for HR too. From unskilled or semi skilled workforce to blue collar and then white collar jobs, the HR team has evolved to handle the entire gamut of people practices and behaviours.

Who could have predicted back in the 1900’s, when multiple people tried to handle just one machine, that one day we would be dealing with a generation of workforce that can handle multiple complex machines at the same time! Rapid changes in technology, lifestyle and perceptions can quickly outdate people policies and processes. Therefore, sustainability is not about predictability but about longevity. Longevity is all about understanding some important parameters and monitoring them all the time.

Much has been written on the topic of motivation and engagement. That they are necessary topics to understand, is a given. However, technology and people perceptions are changing at a rapid pace today. Sustainability is about managing these changes consistently over a period of time.

The easiest way to keep track of these changes is to keep an ear to the ground. Is HR listening enough? Are we using the right mediums to listen both from inside as well as from the market? If we are listening, then are we able to convert the same into measurable initiatives?

One of the main challenges that organisations face today is that of attrition – especially that of skilled and competent workforce. In India, we like to cite examples of foreign companies and their people practices. Japanese companies and their turnover rates are lauded by all. But, we overlook the fact that Japanese as a society, believes in building relationships for life. Job security is the prime reason for low turnover rates in Japanese organisations. The same holds true for Indian PSUs too.

Job security has been treated as the underdog for several decades now, as an unfortunate result of an inconclusive study on productivity. If motivation and engagement were the mecca of employee satisfaction, then some of the best companies of the world, would have zero employee turnover. The data however speaks differently. The stress of frequent performance appraisals, subjective feedback and evaluations and inconsequential appraisal methodology has taken its toll on the workforce morale already.

Employees are no longer loyal to an employer since, they get no guarantees from an employer either. The viscious cycle of distrusts has much larger implications. The first danger is that is knowledge obsolescence. Training and Development is meaningless, if employees are not ready or unwilling to learn.

Knowledge Obsolescence is a phenomenon that is frightening in its magnitude today. Fresh recruits join an organisation with a generic set of knowledge and skills. Over a period of time they absorb knowledge available within their peer group or seniors at work. The learning pretty much stops there.

Are we training enough? Is training and up-skilling the responsibility of HR alone? Or is there a deeper problem? Can technology have negative ramifications? Could easy access to Google and Wikipedia be the reason behind the lethargy to learn more and uncover new knowledge?

It is clear even to the most non discerning eye that the merit of the brightest fresher’s today is a lot lesser than the merit of the last decade. But can corporates really afford to pay for the slip up of the education system.

The frog in the well syndrome. We will do what others in our industry do is an attitude that will kill HR as a function soon. Innovation in people practices does not come from following the crowd outside; but from actually listening to your OWN crowd. From uniform restrictions to leaves, we have not evolved with time and always find a convenient excuse in the name of law. Laws can be changed or amended. Somehow HR has forgotten that.

The Ragging Mentality. Just because we have experienced challenges and our seniors have created amazing work despite difficulties, does not mean the Gen Next have to face the same hardships. If we are willing to make changes and provide better facilities and lifestyle to our own children, why does the concept not apply to the young workforce? Every time we hear a question on existing policies of the organisation, we scrounge the deepest corners of our memory and try our best to prove that the policy validity still holds. HR needs to stop living in the past and come out of the Senior College Ragger mode.

Equality at work must and should apply to my wife or daughter but never to my female colleague. This ironic mentality is an issue that HR needs to nip once and for all. If women refuse to have babies because their corporate career may be doomed, soon we will have to develop hiring SOPs for robots since, human beings will be in short supply.

There are no easy solutions to people’s problems. Neither, should HR try to please everyone and compromise on professionalism. However, uncovering the root cause of an issue is the key to Sustainable Development.

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