Employee Engagement Survey Scripted - PSNR

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    Sharing the results of the Employee Engagement survey

    conducted during November 2011

    Sharing the Action Plan- The road ahead

    PURPOSE

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    Employee Engagement is a measure of anemployees commitment to the organization which

    reflects his willingness to go the extra mile toachieve organizational goals as also his

    willingness to stay with the organization.

    Engagement is impacted by the experiences the employee has inhis day to day working as also the policies and work culture ofthe organization

    What is Employee Engagement ?

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    TWO COMMITMENT TYPES

    EMOTIONAL COMMITMENTThe extent to which

    employees value, enjoy, and

    are proud of their jobs,

    managers, teams, ororganizations

    RATIONAL COMMITMENTThe extent to which

    employees believe that

    managers, teams, or

    organizations have their

    interest in mind (financial,

    developmental, or

    professional)

    THE OUTPUTS OF COMMITMENT

    DISCRETIONARY EFFORTEmployee willingness to go above

    and beyond the call of duty, such as

    helping others with heavy workloads,

    volunteering for additional duties,and looking for ways to perform the

    job more effectively

    INTENT TO STAYEmployee desire to stay with the

    organization, based on whether they

    intend to look for a new job within

    a year, whether they frequently think

    of quitting, whether they are actively

    looking for a job.

    FOURFOCAL POINTS

    OFCOMMITMENT

    Day-to-Day Work

    Team

    Direct Manager

    Organization

    Engagement Framework

    This survey measures Rational and Emotional commitmentcentred on fourfocal points

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    Engagement Drivers

    Research reveals that six groups of drivers have very high-impact onemployee engagement

    DIRECT MANAGERS.Provide informal feedback.

    .Articulate goals of the organization.

    .Create work plans and timetables that

    enable staff to meet deadlines.

    ORGANIZATION CULTURE.Encourages communication

    and information exchange.

    .Enables improvement to work

    processes.

    .Promotes customer satisfaction.

    CORPORATE INTEGRITY CODE.Emphasises values.

    .Applies policies consistently.

    .Doesn't tolerate improper

    or unethical behavior.

    COMPENSATION ANDBENEFIT PLANS.Stay competitive with

    industry.

    .Include motivating goals and

    bonus plans.

    TRAINING AND DEVELOPMENT.Facilitates career growth and

    progression.

    .Provides participation opportunities

    .Includes project-linked development

    plans.

    SENIOR LEADERS.Welcome new ideas.

    .Command employees respect.

    .Care about employee welfare.

    EmployeeEngagement

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    SURVEY RESULTS

    Demographics

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    SAMPLE DISTRIBUTION

    Sample Distribution by Grade (n=3679)

    Source: BHEL Employee Engagement Survey, 2011

    0%1%

    8%

    5%5%8%

    11%

    6%8%

    39%

    8%

    E9E8E7E6AE6E5E4E3E2E1ET

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    GRADE WISE POPULATION DISTRIBUTION

    0 1000 2000 3000 4000 5000 6000

    E9

    E8

    E7

    E6A

    E6

    E5

    E4

    E3

    E2

    E1

    ET

    2

    35

    311

    191

    189

    293

    401

    208

    295

    1450

    302

    23

    257

    1172

    634

    645

    1110

    1554

    794

    940

    4479

    1452

    Number of Responses Number of Executives

    Grade % Response

    ET 21

    E1 32

    E2 31

    E3 26

    E4 26

    E5 26

    E6 29

    E6A 30

    E7 27

    E8 14

    E9 9

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    SAMPLE DISTRIBUTION (CONTINUED)

    Sample Distribution by Function (n=3679)

    EDE

    Erection/

    Construction

    Production/

    Mfg

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    13%14%

    8%

    7%6%

    10%

    28%

    15%

    Above 55 yrsBetween 50

    55 yrs

    Between 45

    50 yrs

    Between 40

    45 yrs

    Between 35

    40 yrs

    Between 30

    35 yrs

    Between 25

    30 yrs

    Below 25 yrs

    SAMPLE DISTRIBUTION (CONTINUED)

    Sample distribution by Age Group(n=3679)

    Source: BHEL Employee Engagement Survey, 2011

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    SURVEY RESULTS

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    BHEL India Benchmark Global Benchmark

    DISTRIBUTION OF OVERALL COMMITMENT

    Population Distribution

    Employees who score an average of 3 or

    below on either Emotional Commitment or

    Rational Commitment

    Employees who score an average of 6 or

    more on both Emotional Commitment and

    Rational Commitment

    Highly Disengaged Moderate Highly Engaged

    8%2%

    22%

    69%79%70%

    23%19%8%

    BHEL Benchmark: 3679 employees

    India Benchmark: More than 51,000 employees surveyed across 15 organizations in 2011.

    Global Benchmark, comprised of more than 78 organizations and more than 208,000 employees

    across 51 countries and 22 industries.

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    DISTRIBUTION OF OVERALL COMMITMENT

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    70%

    80%

    90%

    100%

    BHEL ET E1 E2 E3 E4 E5 E6 E6A E7 E8

    8%13% 11%

    6% 4%7%

    3% 3% 4% 4%0%

    69%

    70% 74%

    69%

    64%64%

    65% 63%65% 64%

    66%

    23%17% 15%

    25%

    32%29%

    32% 34%31% 32% 34%

    Grade Wise Overall Commitment

    Disaffected Agnostics True Believers

    Message- Higher proportion of disengagement at lower levels

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    OVERALL COMMITMENT SCORES

    Emotional Commitment Rational Commitment

    Discretionary Effort Intent to Stay

    StronglyAgree

    Agree SomewhatAgree

    Neither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    BHEL Total Number of Participants: 3679

    PS-NRScore

    CompanyScore

    Global

    Benchmar

    k

    India

    Benchmar

    k

    ESAT2011

    5.85 6.0 5.8 6.1

    PS-NRScore

    CompanyScore

    Global

    Benchmar

    k

    India

    Benchmar

    k

    ESAT2011

    4.29 5.4 5.2 4.2

    PS-NRScore CompanyScore

    Global

    Benchmark

    India

    Benchmark

    ESAT2011

    5.25 5.8 5.7 6.1

    PS-NRScore CompanyScore

    Global

    Benchmark

    India

    Benchmark

    ESAT2011

    4.53 5.2 4.1 5.65

    Scores measured on a 7-point scale

    0% 20% 40% 60% 80% 100%0% 20% 40% 60% 80% 100%

    0% 20% 40% 60% 80% 100%0% 20% 40% 60% 80% 100%

    Overall commitment scores are lower compared to India, but Intent to Stay is higher.

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    EMOTIONAL COMMITMENT SCORES On four Focal points

    Emotional Commitment to Manager Emotional Commitment to Organization

    Emotional Commitment to Team Emotional Commitment to Job

    StronglyAgree

    Agree SomewhatAgree

    Neither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    CompanyScore

    GlobalBenchmark

    IndiaBenchmark

    ESAT 2011 5.5 5.5 5.9

    CompanyScore

    GlobalBenchmark

    IndiaBenchmark

    ESAT 2011 6.1 5.7 6.3

    CompanyScore

    Global

    Benchmark

    India

    Benchmark

    ESAT 2011 5.8 5.8 6.2

    CompanyScore

    Global

    Benchmark

    India

    Benchmark

    ESAT 2011 5.7 5.9 5.9

    0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

    0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

    BHEL Total Number of Participants: 3679

    Scores measured on a 7-point scale

    A strong emotional commitment to ones job and organization has the greatest impact on discretionary effort.

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    RATIONAL COMMITMENT SCORES Focal points

    Rational Commitment to Manager Rational Commitment to Organization

    Rational Commitment to Team

    StronglyAgree

    Agree SomewhatAgree

    Neither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    Company Score

    GlobalBenchma

    rk

    IndiaBenchma

    rk

    ESAT2011

    4.9 3.9 5.5

    Company Score

    GlobalBenchma

    rk

    IndiaBenchma

    rk

    ESAT2011

    5.5 4.2 5.8

    Company Score

    Global

    Benchma

    rk

    India

    Benchma

    rk

    ESAT2011 5.0 4.1 5.56

    0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

    0% 20% 40% 60% 80% 100%

    BHEL Total Number of Participants: 3679

    Scores measured on a 7-point scale

    A strong rational commitment to the organization has greatest impact on intent to stay.

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    Scores on Engagement Drivers

    DIRECT MANAGERS

    ORGANIZATION

    CULTURE & CORPORATEINTEGRITY CODE

    TRAINING ANDDEVELOPMENT

    SENIOR LEADERS

    EmployeeEngagement

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    0% 20% 40% 60% 80% 100%

    ENGAGEMENT DRIVERS OVERVIEW (bench mark=5.5)

    Organization Culture and CorporateIntegrity

    Top Management

    Controlling Officer Effectiveness Training and Development

    PS-NR

    Score

    Company

    Score

    ESAT2011

    4.54 5.0

    PS-NR

    Score

    Company

    Score

    ESAT2011

    4.01 4.7

    PS-NRScore

    CompanyScore

    ESAT

    20114.82 5.4

    PS-NRScore

    CompanyScore

    ESAT 2011 4.49 5.2

    StronglyAgree

    Agree SomewhatAgree

    Neither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%

    0% 20% 40% 60% 80% 100%

    BHEL Total Number of Participants: 3679

    Scores measured on a 7-point scaleTop Management refers to the senior leadership of the organization and

    typically includes BU heads.

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    CompanyAverage

    5.4

    5.3

    5.4

    5.2

    4.9

    5.0

    PERCEPTION OF CONTROLLING OFFICER (benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree

    Agree SomewhatAgree

    Neither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    My Controlling Officer is open to new ideas

    My Controlling Officer defends his/her directreports

    My Controlling Officer demonstrates

    analytical thinking

    My Controlling Officer helps attain allresources necessary for my job

    My Controlling Officer makes sacrifices fordirect reports

    My Controlling Officer provides high qualityinformal feedback

    Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale

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    CompanyAverage

    5.2

    5.2

    5.1

    5.6

    5.3

    5.3

    PERCEPTION OF CONTROLLING OFFICER(CONTD.)(benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree

    Agree SomewhatAgree

    Neither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    My Controlling Officer encouragesemployee development

    My Controlling Officer persuadesemployees to move in a desired direction

    My Controlling Officer accurately evaluates

    employee performance

    My Controlling Officer is an intelligentindividual

    My Controlling Officer clearly communicatesperformance expectations

    My Controlling Officer is able to handlecrises situations

    Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale

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    CompanyAverage

    5.1

    5.4

    5.1

    5.4

    5.1

    5.1

    PERCEPTION OF CONTROLLING OFFICER(CONTD.) (benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    My Controlling Officer creates clear workplans and time bound milestones

    My Controlling Officer trusts employees todo their job

    My Controlling Officer communicatesemployee effectiveness to upper

    management

    My Controlling Officer takes into accountmy views and opinions

    My Controlling Officer recognizes andrewards achievement

    My Controlling Officer treats all directreports equally

    Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale

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    CompanyAverage

    5.4

    6.3

    5.3

    5.7

    5.4

    5.3

    PERCEPTION OF CONTROLLING OFFICER(CONTD.) (benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    I see a connection between my work andBHELs strategy

    It is important that I do my job well forBHELs success

    My Controlling Officer demonstrates strongcommitment to employee diversity

    My Controlling Officer demonstrateshonesty and works with integrity

    My Controlling Officer adapts to changingcircumstances

    My Controlling Officer clearly articulatesorganizational goals

    While employees acknowledge the need to do their job well, Controlling Officers are unable to cascade goals effectively.

    Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale

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    CompanyAverage

    5.5

    5.3

    5.1

    5.4

    5.2

    5.2

    PERCEPTION OF CONTROLLING OFFICER (CONTD.) (benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    My Controlling Officer possesses necessaryjob skills

    My Controlling Officer sets realisticperformance expectations

    My Controlling Officer identifies and assigns

    right people to right roles

    My Controlling Officer helps me findsolutions to problems

    My Controlling Officer is able to break downprojects into manageable components

    My Controlling Officer accepts responsibilityfor Successes and Failures

    While Manager possesses job knowledge and are respected , Performance Management skills and Controlling Officercharacteristics are a critical area of concern.

    Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale

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    CompanyAverage

    5.3

    5.1

    5.4

    5.3

    5.3

    5.5

    PERCEPTION OF CONTROLLING OFFICER (CONTD.) (benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    My Controlling Officer encouragesinnovative thinking

    My Controlling Officer is able to accuratelyevaluate employee potential

    My Controlling Officer respects each

    employee as an individual

    My Controlling Officer demonstratespassion to succeed

    My Controlling Officer cares aboutemployees

    My Controlling Officer has a goodreputation within the organization

    Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale

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    25

    BHEL has a reputation of integrity

    Our organization has strong internalcommunication channels

    Our organization has a culture of innovation

    Our organization is open to change

    Our organization provides a degree of

    freedom in doing job

    I am able to get help from others inobtaining necessary information

    CompanyAverage

    6.0

    5.0

    4.8

    4.7

    5.4

    5.5

    PERCEPTION OF ORGANIZATION CULTURE (bench mark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree

    Agree Somewhat

    Agree

    Neither Agree

    Nor Disagree

    Somewhat

    DisagreeDisagree Strongly

    Disagree

    Organization culture needs to improve on parameters of openness to innovation, equality, and providing freedom toemployees.

    Source: BHEL Employee Engagement Survey,

    2011

    Scores measured on a 7-point scale

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    26

    Our organization has a culture of customerfocus

    Our organization is positioned to make mostof future opportunities

    Our organization has a culture of equal

    opportunity

    Our organization has a culture of equality

    Our organization recognizes highperformers/potential

    My organizations promotes a culture of risktaking

    CompanyAverage

    5.3

    4.9

    4.7

    4.7

    4.7

    4.6

    PERCEPTION OF ORGANIZATION CULTURE(CONTD.) (benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree

    Agree Somewhat

    Agree

    Neither Agree

    Nor Disagree

    Somewhat

    DisagreeDisagree Strongly

    Disagree

    Organization culture needs to promote equality, risk taking, and recognizing high-performers.

    Source: BHEL Employee Engagement Survey,

    2011

    Scores measured on a 7-point scale

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    CompanyAverage

    5.6

    4.8

    5.1

    4.7

    5.0

    PERCEPTION OF TRAINING & DEVELOPMENT (benchmark=5.5)

    Population Distribution and Raw Scores

    StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    I have a complete understanding of how tocomplete work related projects

    I get adequate advice from the seniors oncareer development

    I have projects that provide opportunity forpersonal development

    The training provided explains theimportance of my job

    My organization encourages me to developa challenging development plan

    Employees are not satisfied with the Training & Development opportunities currently available to them.

    Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale

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    CompanyAverage

    4.9

    4.7

    4.3

    4.8

    PERCEPTION OF TOP MANAGEMENT (benchmark=5.5)

    Population Distribution and Raw Scores

    Source: BHEL Employee Engagement Survey,

    2011

    StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree

    SomewhatDisagree

    Disagree StronglyDisagree

    Scores measured on a 7-point scale

    The Top Management has a long-termvision for the future

    The Top Management inspires others

    The Top Management places employeeinterests before their own

    The Top Management of BHEL is open tonew ideas

    Top Management needs to play a more proactive role in engaging employees.

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    HOT SPOT ANALYSIS- GRADE

    Raw Scores

    Note: Values have not been reported for segments where sample size is less than 10.

    Source: BHEL Employee Engagement Survey, 2011

    PopulationEmotional

    CommitmentRational

    CommitmentDiscretionary

    Effort

    Intent toStay

    OrganizationCulture

    LeadershipTeam

    ManagerEffectiveness

    Training &Development

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.30 5.04

    ET 302 5.42 4.84 5.78 5.20 4.72 4.44 5.15 4.74

    E1 1450 5.41 4.83 5.83 5.00 4.58 4.16 5.04 4.63

    E2 295 5.89 5.25 6.12 5.30 5.01 4.42 5.31 5.04

    E3 208 6.06 5.52 6.23 5.85 5.42 5.03 5.42 5.34E4 401 6.08 5.34 6.13 5.86 5.30 4.99 5.46 5.20

    E5 293 6.22 5.59 6.24 5.78 5.53 5.20 5.48 5.48

    E6 189 6.35 5.59 6.31 6.08 5.56 5.27 5.62 5.59

    E6A 191 6.32 5.52 6.23 5.95 5.46 5.23 5.58 5.49

    E7 311 6.42 5.51 6.45 5.81 5.62 5.38 5.74 5.68

    E8 35 6.60 5.85 6.60 6.07 5.93 6.06 6.21 6.13

    E9 2 N/A N/A N/A N/A N/A N/A N/A N/A

    The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.

    ET, E1 segments have higher employee population but lower scores.

    DRIVERS

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    HOT SPOT ANALYSIS- AGE

    Raw Scores

    Source: BHEL Employee Engagement Survey, 2011

    Note: Values have not been reported for segments where sample size is less than 10.

    PopulationEmotional

    CommitmentRational

    CommitmentDiscretionary

    Effort

    Intent toStay

    OrganizationCulture

    LeadershipTeam

    ManagerEffectiveness

    Training &Development

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.30 5.04

    Below 25 yrs 541 5.22 4.55 5.68 4.84 4.34 4.02 4.99 4.50

    Between 25 30 yrs 1019 5.37 4.82 5.86 4.97 4.55 4.08 5.03 4.61

    Between 30 35 yrs 354 5.73 5.06 6.03 5.38 4.87 4.31 5.15 4.86

    Between 35 40 yrs 221 5.82 4.98 6.03 5.50 4.96 4.60 5.21 5.04

    Between 40 45 yrs 241 6.14 5.30 6.23 5.67 5.34 5.00 5.46 5.37

    Between 45 50 yrs 305 6.33 5.57 6.36 6.02 5.54 5.31 5.59 5.51

    Between 50 55 yrs 533 6.41 5.78 6.34 6.12 5.76 5.47 5.76 5.67

    Above 55 yrs 463 6.35 5.72 6.24 5.81 5.67 5.46 5.63 5.56

    The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.

    Average engagement scores increase with the employee age.

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    HOT SPOT ANALYSIS- UNIT

    Raw Scores

    Source: BHEL Employee Engagement Survey, 2011

    The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.

    Unit Count

    PopulationEmotional

    CommitmentRational

    CommitmentDiscretionary

    EffortIntent to Stay

    OrganizationCulture

    LeadershipTeam

    ManagerEffectiveness

    Training &Development

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04

    BHOPAL 472 5.88 5.27 6.06 5.41 5.01 4.59 5.39 5.1

    HARDWAR 236 5.6 4.92 5.97 5.2 4.63 4 4.96 4.62

    HYDERABA

    D305 6.2 5.48 6.23 5.86 5.39 5.23 5.73 5.52

    TRICHY 467 6 5.29 6.15 5.9 5.12 4.81 5.36 5.18

    RANIPET 157 5.87 5.12 5.97 5.7 5.2 4.92 5.45 5.07

    EDN 220 5.83 5.05 6.02 5.7 5.03 4.86 5.31 5.11

    JHANSI 69 5.3 4.42 5.9 4.94 4.08 3.56 4.6 4.14

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    HOT SPOT ANALYSIS- UNIT (CONT.)

    Raw Scores

    Source: BHEL Employee Engagement Survey, 2011

    The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.

    Unit Count

    Population

    EmotionalCommitment

    RationalCommitment

    DiscretionaryEffort

    Intent toStay

    OrganizationCulture

    LeadershipTeam

    ManagerEffectiveness

    Training &Development

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04

    PS-NR 172 5.25 4.53 5.85 4.29 4.54 4.01 4.82 4.49

    PS-SR 265 5.85 5.24 6.03 5.11 5.26 4.72 5.39 5.15

    PS-WR 122 5.51 4.82 5.96 4.4 4.89 4.26 4.88 4.93

    PS-ER 140 6.17 5.37 6.19 5.24 5.64 5.3 5.72 5.41

    PS-PEM 152 5.56 4.96 5.91 5.57 4.71 4.23 5.06 4.79

    PS-TS 18 4.21 3.95 5.19 3.83 3.56 3.31 3.58 3.39

    SSBG 25 4.74 4.41 4.71 4.74 4.11 4.21 3.95 4.05

    PMG 23 5.58 4.99 5.83 4.52 4.86 4.7 5.05 5.08

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    HOT SPOT ANALYSIS- UNIT (CONTD.)

    Raw Scores

    Unit Count

    PopulationEmotional

    CommitmentRational

    CommitmentDiscretionary

    Effort Intent to StayOrganization

    CultureLeadership

    TeamManager

    EffectivenessTraining &

    Development

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04

    IVP

    GOINDWAL10 5.5 4.83 5.93 4 5.04 4.68 4.98 4.74

    PIPING

    CENTRE36 6 5.29 6.17 6.33 5.18 4.64 5.34 4.82

    PESD 30 5.99 5.06 6.02 5.53 4.92 4.59 5.66 4.79

    ISG 46 6.12 5.68 6.11 5.83 5.61 5.48 5.6 5.63

    CSU 10 5.26 4.97 6.43 4.3 4.34 4.53 5.12 4.6

    CFFP

    HARDWAR54 5.67 5.1 5.83 5.3 4.41 4.07 5.09 4.57

    EMRP 14 5.69 5.38 5.55 5.14 5.42 5.39 5.72 5.03

    EPD 41 6.49 5.96 6.4 6.44 5.59 5.32 5.85 5.63

    HERP VAR22 4.85 4.35 5.59 5.14 4.35 3.99 4.3 4.12

    JAGDISHPU

    R29 5.93 5.74 6.13 5.67 5.56 5.58 5.8 5.45

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    HOT SPOT ANALYSIS- UNIT (CONTD.)

    Raw Scores

    Source: BHEL Employee Engagement Survey, 2011

    Note: Values have not been reported for segments where sample size is less than 10.

    Unit Count

    PopulationEmotional

    CommitmentRational

    CommitmentDiscretionary

    Effort Intent to StayOrganization

    CultureLeadership

    TeamManager

    EffectivenessTraining &

    Development

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04

    CORP.R&D 177 5.98 5.61 6.29 6.04 5.31 4.97 5.43 5.42

    CORPORAT

    E OFFICE93 5.77 5.03 6.15 5.28 4.96 4.73 5.31 5

    PS-HQ 23 5.93 5.38 6.06 5.63 5.36 5.07 5.5 5.06

    PS-MARKETING

    35 6.07 5.46 6.12 5.29 5.16 4.99 5.7 5.24

    INDUSTRY

    SECTOR48 5.24 4.57 5.84 4.94 4.41 4.09 4.65 4.61

    INT

    OPERATION25 5.45 4.61 5.75 4.84 3.85 3.53 4.98 4.32

    TBG 81 5.66 5.04 5.97 5.14 4.84 4.38 5.19 4.91

    ROD 52 6 5.54 6.04 5.77 5.62 5.47 6.02 5.37

    CMG 2 N/A N/A N/A N/A N/A N/A N/A N/A

    RUDRAPUR 1 N/A N/A N/A N/A N/A N/A N/A N/A

    HRDI 5 N/A N/A N/A N/A N/A N/A N/A N/A

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    HOT SPOT ANALYSIS- FUNCTION

    Raw Scores

    The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average. Segments highlighted in red are relatively atrisk. Whereas, segments highlighted in green are highly engaged.

    PopulationEmotional

    CommitmentRational

    CommitmentDiscretionar

    y EffortIntent to

    StayOrganization

    CultureLeadership

    Team

    ManagerEffectivenes

    s

    Training &Developmen

    t

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04

    MANUFACTURING

    360 5.86 5.1 6.07 5.41 4.94 4.53 5.31 5.04

    COMMISION

    ING / TS157 5.46 4.73 5.87 4.42 4.78 4.2 4.98 4.66

    ENGINEERI

    NG /717 5.77 5.17 6.01 5.68 4.87 4.42 5.26 5

    ERECTION /

    CONSTRUC

    TION

    382 5.64 4.99 5.93 4.69 5.02 4.52 5.16 4.92

    PS

    PROJECTS24 5.52 4.95 5.79 5.31 5.05 4.34 4.68 4.83

    SERVICE

    AFTER

    SALES

    43 5.49 4.8 6.02 5.13 4.95 4.65 5.37 5.11

    COMMERCI

    AL 175 5.82 5.17 6.08 5.62 5.05 4.81 5.27 5.07

    PROJECT

    MANAGEME

    NT

    111 5.67 5.11 6.02 5.14 4.95 4.51 5.23 5.21

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    HOT SPOT ANALYSIS- FUNCTION (CONTD.)

    Raw Scores

    Source: BHEL Employee Engagement Survey, 2011

    Note: Values have not been reported for segments where sample size is less than 10.

    The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.

    Population

    Emotional

    Commitment

    Rational

    Commitment

    Discretionary Effort

    Intent toStay

    Organization Culture

    LeadershipTeam

    Manager

    Effectiveness

    Training &

    Development

    BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04

    MAINTENAN

    CE152 5.99 5.32 5.98 5.88 5.07 4.71 5.27 5

    MARKETING 119 5.42 4.83 5.57 5.38 4.68 4.42 4.97 4.68

    MM 246 5.84 5.14 6.06 5.64 5.07 4.84 5.43 4.89

    CENTRAL

    DESPATCH12 5.67 4.93 6.28 5.75 5.47 5.25 4.95 5.28

    QUALITY

    CONTROLS152 5.75 5.11 6.01 5.46 5.04 4.67 5.08 5.09

    R&D 193 6.03 5.58 6.28 5.99 5.24 5 5.52 5.5

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    BHEL has a reputation of integrity.

    BHEL provides a degree of freedom in doing job.

    Employees are able to get help from others in obtaining necessary info.

    Employees have a complete understanding of how to complete work

    related projects.

    Employees feel that it is imp that they do their job well for BHELs

    success.

    Employees feel that their Controlling Officer

    demonstrates honesty and works with integrity

    is an intelligent individual

    has a good reputation within the organization

    possesses necessary job skills

    ENGAGEMENT DRIVERS- STRENGTH AREAS

    Organization-related Drivers

    Manager-relatedDrivers

    Training &

    DevelopmentDrivers

    ENGAGEMENT DRIVERS- DEVELOPMENT OPPORTUNITIES

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    BHEL needs to improve the internal communication channels.

    Culture needs to be open to change & innovation

    The organization culture must promote equality.

    The organization should focus on recognizing high performers/potential.

    Top Management must inspire others & place employee interests before

    their own.

    Top Management should be more open to new ideas.

    The training provided to employees does not explain the importance of

    their job .

    Employees do not currently receive adequate advice from seniors on

    career development

    Controlling Officers need to improve on their ability to:

    identify and assign right people to right roles

    break down projects into manageable components

    accept responsibility for Successes and Failures

    accurately evaluate employee potential

    make sacrifices for direct reports

    provides high quality informal feedback

    ENGAGEMENT DRIVERS DEVELOPMENT OPPORTUNITIES

    Organization-related Drivers

    Manager-relatedDrivers

    Top Management-related Drivers

    Training &Development

    Drivers

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    ET and E1

    HEEP Hardwar/HERP VAR/INT Operation/Industry Sector/Jhansi/

    PS-NR/PS-TS/Spares and Businesses Service Group

    Marketing/Commissioning and Technical Services

    0-5 years in tenure

    Below 30 years old

    ENGAGEMENT DRIVERS- DEVELOPMENTOPPORTUNITIES

    Groups fortargeted

    interventions

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    Communicate broad findings to Management and employees

    Conduct Focus Group Discussions (FGDs)

    Use focussed group results to determine action plans

    Prepare Unit wise as well as Company wide action plans

    Provide regular updates on actions being taken and seek informalfeedback

    Repeat survey to track movement of scores

    STEPS IN THE ACTION PLANNING PROCESS

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    UNIT-GRADE DISTRIBUTION OF RESPONDENTS

    Back

    GRADE

    UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal

    UnitStrength

    BHOPAL 38 166 46 23 56 46 25 27 45 472 1499

    HEEP

    HARDWA

    R 82 26 14 20 15 14 16 22 2 25 236 1162

    HPEP

    HYDERA

    BAD 36 102 22 18 31 27 16 22 29 2 305 1546

    HPBP

    TRICHY 45 143 27 33 76 64 17 19 37 5 1 467 1959

    RANIPET 18 60 7 10 27 5 9 5 15 1 157 478

    EDN

    BANGALORE 25 47 11 16 21 24 29 26 21 220 969

    JHANSI 6 34 7 2 9 3 5 1 2 69 312

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    UNIT-GRADE DISTRIBUTION OF RESPONDENTS

    Back

    GRADE

    UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal

    UnitStrength

    PS-NR 9 101 12 9 13 2 5 3 16 2 172 505

    PS-SR 13 129 13 19 30 22 9 8 18 4 265 475

    PS-WR 14 63 16 6 4 7 5 2 4 1 122 427

    PS-ER 47 9 5 12 10 15 15 24 2 1 140 515

    PS-PEM 81 18 9 13 5 3 2 10 11 152 616

    PS-TS 14 1 2 1 18 56

    SSBG 17 2 1 3 2 25 77

    PMG 3 12 2 5 1 23 82

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    UNIT-GRADE DISTRIBUTION OF RESPONDENTS

    Back

    GRADE

    UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal

    UnitStrength

    IVP

    GOINDWAL 2 6 1 1 10 45

    PIPING

    CENTRE

    -

    CHENNAI 2 14 4 1 3 3 6 2 1 36 136

    PESD 7 5 10 3 1 2 1 1 30 87

    ISG 18 5 1 5 4 3 6 4 46 247

    CSU 9 1 10 38CFFP

    HARDWA

    R 4 24 5 1 7 5 2 1 4 1 54 154

    EMRP 2 7 1 1 1 1 1 14 30

    EPDBANGAL

    ORE 3 11 2 5 5 6 2 3 4 41 109

    HERP

    VAR 1 10 2 4 3 1 1 22 54HTCIP

    JAGDISH

    PUR 14 3 2 4 4 1 1 29 59

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    UNIT-GRADE DISTRIBUTION OF RESPONDENTS

    Back

    GRADE

    UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal

    UnitStrength

    CORP.R

    &D 19 57 11 10 14 14 10 14 22 6 177 324

    CORPO

    RATE

    OFFICE 8 33 10 5 9 9 6 3 8 2 93 385

    PS-HQ 8 3 1 3 2 3 1 2 23 44

    PS-MARKET

    ING 20 4 1 5 3 1 1 35 87

    INDUST

    RY

    SECTOR 3 26 4 2 4 1 2 1 5 48 156

    INTOPERAT

    ION 1 15 1 1 1 1 1 3 1 25 80

    ROD 4 30 2 2 6 2 2 2 2 52 143TBG 3 42 8 6 11 5 3 3 81 224

    CMG 2 2 6

    RUDRAP

    UR 1 1 50

    HRDI 1 3 1 5 20