Updated: May 28, 2021
While measuring the ROI of employee engagement, Saurabh Jain, Founder, Benepik, said it is crucial to recognize that engagement is a result of the company's culture. Industry experts say employee engagement plays a vital role in business performance. And as per a Gallup poll, engaged employees are 21 per cent more productive than their less engaged counterparts. While engagement does drive individual performance, it drives performance on a company-wide level as well.
Organisations must strive for workplace culture where individuality is noticed and valued - Saurabh Jain
Speaking on the same, Saurabh Jain, Founder, Benepik, told ETHRWorld that engaged employees feel a sense of purpose and ownership that drive them to be efficient and creative.
“As engaged employees have an emotional connection to their workplace—they’re not simply collecting a paycheck. With committed workers, the organisation's goals and priorities become theirs,” he said.
According to recent data compiled by Benepik, employee engagement has several key drivers. These include recognition at work; clear understanding of the corporate goals; how an individual work contributes to the organisational goals; frequent performance check-ins aligned with the organisational goals; actionable feedback; and personal & professional development opportunities.
Jain believes although employees may position different weights on each driver based on their preferences, companies need to consider in practice how crucial each of these concerns is.
Organisations must embrace 3 attributes — purpose, potential and perspective
Highlighting some of the innovative employee engagement techniques and strategies that organisations can adopt to communicate with their employees seamlessly, Jain suggests organisations must embrace three attributes — purpose, potential and perspective — that will allow them to humanize work to create lasting value for their workers, their organisations, and the society at large.
He emphasized creating a sense of belongingness and said organisations must strive for a workplace culture in which individuality is both noticed and valued.
“Workplace support, understanding and trust all increase the likelihood of an individual feeling more connected to the organisation,” he said.
He further said that making it a habit to acknowledge employees’ efforts can be a big game-changer for their morale.
“To make employees owners of their career, more than an empty phrase, companies must provide employees and managers with the concepts, tools and practice they need to make it work. The payoffs in employee focus, motivation and retention will give the organisation a major competitive edge.”
While measuring the ROI of employee engagement, Jain said it is crucial to recognize that engagement is a result of the company's culture.
“It’s difficult to measure company culture as assigning a quantitative quality to a concept unique to each company is challenging. However, quantifying a qualitative characteristic is easier than it seems; organisations can identify specific qualities that determine their culture and assign metrics to them.”
They can then use this model to prioritize their engagement strategy based on how employees feel about different parts of their culture, he asserted.
Currently, with a team of 50 people, Benepik has expanded offices geographically to Mumbai and Bengaluru, and internationally to South East Asia & Middle East, and soon plans to double the number of its team members.
Jain further referred to the movement towards personalization in the workforce as the “Consumerization of HR.”
“It describes the idea of creating a social, mobile, and consumer-style employee experience.”
According to Jain, it has two dimensions. Firstly, there is a need to develop a system that can meet the individualised needs of career development and secondly, there is a need to build an environment where the employees do not hesitate to bring their whole selves to work.
Source: HR Economic Times