Employee Engagement During COVID
•Transferir como PPTX, PDF•
1 gostou•247 visualizações
Human Resource Management During COVID- Effective Employee Engagement with Testimonials by industry experts.
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a Employee Engagement During COVID
Semelhante a Employee Engagement During COVID (20)
Mais de Rachna Gupta
Mais de Rachna Gupta (9)
Último
Último (15)
Employee Engagement During COVID
- 1. Innovation in Employee Engagement during Covid HRM PRESENTATION - TERM 2 - 18 /12 /2020 Presented by Team 6 Aakash Srivastava Kanishk Sharma Rachna Gupta Sandeep S Vignesh R Kumar
- 2. CONTENTS Innovation in Employee Engagement during Covid What is employee engagement and why it isessential • The need to engage employees • The history of employee engagement Whereemployee engagement originally started and how it started • Conventional forms of employee engagement •Statistical insights into the perks of employee engagement A virtual tour into the industry today • Practices of some of the Top Employers • Testimonials
- 3. affect this attachment has onwellbeing and productivity. Employee Satisfaction Textbook definition Employee engagement is the emotional attachment employees feel towards their place of work, job role, position within the company, colleagues, and culture, and the Why employee engagement isessential History of employee engagement Employee Satisfaction 1970s-80s Employee Commitment 1990s Employee Engagement 2000s Impact on co-workers Better customer service Innovation High Retention and Low Turnover Increased Profitability
- 4. Where employee engagement originally started and how it started? Bringing one's self to the organization First academic researchinto consequences of employee engagement Presented by consulting firms as a way to measure satisfaction and willingness to achieveorganizational effectiveness Challenging economic conditonand dotcom buble burst 1990 2006 2001 2015 2008 Engagement linking to learning
- 5. COMMON HR STRATEGIES FOR IMPROVING EMPLOYEE ENGAGEMENT 1 Communicate Regularly 2 Invest inwell being 3 Empower your employees 4 Appreciate good work A ROUND UP OF STATS FROMTHE INDUSTRY 21% increase in profitability (Gallup) 1 out of 3 reported a boost in morale (Deloitte) 4.6 times higher feeling of empowerment (Salesforce) 77% increase in retention (LinkedIn)
- 6. DELOITTE Supportive Management Approach Some common online methods used were daily team meetings and frequent 1-1 check-ins. For many, having frequent check-ins led to micro-goal setting and gave employees the opportunity to receive constant feedback. Create PositiveWork Environment Some recommended solutions are; working from home, child care facilities, pet friendly areas, parental leave and mental health days. Encourage Trust inLeadership Having frequent check-ins and transparent conversations between directors, managers and employees so that employees feel included in whatis happening within the organization. Moreover, it is also imperative for employees to learn about individual growth opportunities.
- 7. PUMA's Home Academy Best Practices @HOME Helping employees to adapt andthrive, this initiative also stemmed from employee input on how PUMA colleagues from around the world could best share and adjust to their new remote working environment. Learn @HOME Encouraging elearning and online training on diverse topics e.g. collaboration and working remotely, personal effectiveness, reflection and resilience, adapting to change, etc. Engage @HOME Engaging employees online, an initiative that grew out of enthusiastic employee feedback and created different and innovative approaches to social engagement. Well-being @HOME Providing inspiring digital physical activities such as live yoga, live zumba, and circuit training; mental health support including meditation, stress management; and nutritional information to promote a well-balanced diet during periods of lockdown.
- 8. TCS Swarna Selvaraj, TalentDevelopment Head of TCS, Europe, UK and Ireland Categorizing Employees First the ones who were quarantined, vulnerable, and needed support. Then, people who already settled down at their homes and started working. Third category being people who are safe at home but not able to start work because of Information security reasons. Virtual Learning From the last few years, they've been doing more than 90% of learning in the digital mode. The difference this time was from learning, they went into engagement as a whole and then bring learning into it Competency Development Plan The challenge to the employees was that How many people were able to gain competencies, even at that point in time? There was a special recognition for that. They used the challenge to engage people through peer-based social proof like certifications. Panel Discussions Discussions like like “A Day in the Life Of” where a COVID recovery patient came in to talk, "Whose job has changed the most? Is it the people in a particular role or somebody else?"etc Weekly Hackathons TCS introduced weekly hackathons as a practice for all newcomers.People who have never hacked, could hack now without any pressure.