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Employee Engagement in India

Pallavi Jha, Chairperson & Managing Director, Dale Carnegie Training India
Thursday, January 8, 2015
Pallavi Jha, Chairperson & Managing Director, Dale Carnegie Training India
Dale Carnegie Training India offers talent development solutions in the areas of Leadership, Communications, Presentations & Public Speaking and several others.

If we were to survey any HR manager on some of their biggest focus areas in the coming year, employee engagement would most likely top their list. Agility and the constant need to stay relevant have now become prerequisites for companies in a complex marketplace. How can today's leaders feel confident enough to face the internal and external pressures that prevent their brands from reaching their full potential? Business environments are ever-evolving due to the fast pace of demographic, technological, economic and political change and companies with disengaged employees will find it tremendously hard to keep up with the competition.

Companies are not flexible and adaptable by nature, but their employees can be when motivated. Engaged employees are resilient in the face of changing environments- maintaining high performance in good times and going above and beyond during low growth phases. How committed your employees are, emotionally and practically, to the success of the company will be the prime determinant of whether an organization succeeds or not in a challenging market.

Dale Carnegie Training partnered with the NHRDN in India to survey more than 1200 executives, individual contributors, managers and chief officers across the country in 2014. The objective behind the employee engagement research was to go beyond measuring national levels of engagement and identify the underlying factors that influenced it positively. Further, it sought to assess and therefore set the standard for what was being done right as well as the perceived gaps in competencies to arrive at definitive action points to improve motivation at the workplace.

It was interesting to note that among the functional and emotional elements surveyed, the three key drivers that stood out as having the strongest effect on employee engagement were:

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