project on ee

8/2/2019 Project on EE

1/18

Project on

Employee Engagement System in Educational Insti tutions

Submitted By

Gaurav Pathak

Pritiranjan

Kaushlendra Pratap

Saurabh Dixi t

Prabahakar Bhattacharaya

Sec- c

In the branch of study

Talent Management and Employee Engagement

03/11


2/18

ACKNOWLEDGEMENT

There are six people who have contributed their knowledge and efforts to make this project

and analysis as a success.

We are heartily thankful to Ms. Vidya Iyer for his kind support and guidance. We are also

thankful to our friends and group member for their support, cooperation and guidance. Weare highly thankful to internet services for giving us solution where ever we need that. And

again thanks to Ms. Vidya Iyer for giving us guidance whenever we had any problem.


3/18

INTRODUCTION

Attracting, developing and retaining employees, ensuring a pipeline of qualified people and

building a culture of engagement and productivity are important to the success of any

organization. We call this Talent Management. It allows organization to identify high

performers and future leaders, track and evaluate employee performance, and identify andaddress skill gaps with targeted training and development. Talent managements best practices

such as learning and development, performance management and succession planning have

relevance and applicability across all sectors including education. Research show there is

significant need for talent management in education industry. 59% of teachers and 63% of

administrators say their district is not doing enough to identify, compensate, promote and

retain the most effective teachers (Weisberg, Sexton, Mulhern& Keeling 2009).Although

teacher recruitment and retention have been policy concerns for many years, the strategic

alignment of educator talent management initiatives has only recently begun to gain

momentum. The adoption of a more comprehensive and strategic approach to securing a

sufficient number of effective teachers is evidenced by the creation of human capital or talent

management directorship positions and initiatives in many large U.S. school distr icts.

The education field is not alone in striving to develop a workforce that can effectively

deliver quality service to clients. For years, other sectors, particularly in private industry, havecompeted for the top talent and, arguably, have been more successful than the education

sector at attracting the smartest, most motivated, and most effective college graduates.

Best practices in talent management vary from industry to industry, among companies within

an industry, and among jobs within a company. However, more similarities than differences

exist in the types of talent management strategies advocated within and outside of the

education field. After all, employees generally have the same prioritiesinteresting work, a

salary to support their lifestyle, a positive work environment, and flexibility to maintain a

reasonable worklife balance. Within and outside of the education field, talent management

practices generally span three categories along the career continuum: recruitment, retention

and development.

According to a joint study by IBM Corporation and the Human Capital Institute, although

attention to talent management practices varied substantially across industries, the education

field was found to be the least likely to engage in enlightened talent management


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practices.Education and government lagged behind all of the following industries: banking,

retail, financial markets, health care, telecom, professional services, industrial products

electronics/technology, and consumer products. Interestingly, the industries that engage in the

most talent management activities (e.g., electronics/technology and professional services) were

referred to as the knowledge- intensive industr ies, while education, which clearly should be

knowledge-intensive, was not (Ringo, Schweyer, DeMarco, Jones, & Lesser, 2008, p. 2).

The following eight key areas should be focused for effectively managing this talent:

Preparation. Institutions of higher education need to ensure that their teacherpreparation programs are selective in their admissions and responsive to local needs for

teachers in certain subjects, use a wide variety of pedagogical approaches, develop skills

and knowledge applicable to a diverse range of schools and classes, and collect data on

the effectiveness of their approaches.

Recruitment. District and state officials must identify and then market the positivecharacteristics of the profession and teaching in the districts where highly effective

teachers are most needed. In addition, officials must maintain high recruitment

standards whi le reaching out to a diverse pool of potential candidates.

Hiring. Streamlined hiring processes should be conducted on an early hiring timelineand allow for rich information sharing between distr icts and teachers.

Induction. A high- quality induction and mentoring program should be available to allnew teachers; the program should be accompanied by appropriate and manageable

teaching assignments that recognize their novice status.

Professional Development. Ongoing, job-embedded, differentiated professionadevelopment should be available for all teachers.

Compensation and Incentives. Teachers should be rewarded generously with salariesthat are market- sensitive, competi tive, and performance-based.

Working Conditions. Teachers should enjoy a professional workplace that includespositive, collaborative, and team- oriented school cul tures; limited discipline and

classroom management problems; safe, clean, and appropriately equipped facil ities; and

reasonable workloads.

Performance Management. Teachers evaluations should be differentiated and provideclear and timely feedback; they also should be linked to teachers goals, professiona

development, and incentives


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EMPLOYEE ENGEGEMENT IN EDUCATION SECTOR

Employee engagement is the level of commitment and involvement an employee

has towards their organization and its values. An engaged employee is aware of business

context, and works with colleagues to improve performance within the job for the benefit of the

organization. The organization must work to develop and nurture engagement, which requires a

two-way relationship between employer and employee. Thus Employee engagement is a

barometer that determines the association of a person with the organization.

In education sector there is relatively higher employee engagement than in many other sectors

like health, transport, retail, telecom etc.

Following are the some of the activities that are performed or can be performed to improve the

employee engagement in education sector.

o Pay and benefitso Promotion opportunitieso Being treated fairlyo Recognition of your performanceo Relationship with colleagueso Training and developmento Physical working environmento Your line manager listens to youo Relationship with your line managero Having the resources to do your jobo Work/life balanceo Communication from senior managers

Employee engagement is necessary because engaged employees care about the future of the

company and are willing to invest the discretionary effort. Engaged employees feel a strong

emotional bond to the organization that employs them. (Robinson).

What does employee engagement brings:

o Emotional attachmento Involvemento Commitmento Productivity


6/18

Top Ten Cs of Employee Engagement

Following is a list of 10 Cs that should be in every educational organization that wants to

enhance their employee engagement system.

Connect: Organization must show that it values employees. Employee engagement is a direct

reflection of how employees feel about their relationship with the boss.

Career: Organization should provide challenging and meaningful work with opportunities for

career advancement. Most people want to do new things in their job. For example, do

organizations provide job rotation for their top talent? Are people assigned stretch goals?

Clarity: Organization must communicate a clear vision. Success in life and organizations is, to

a great extent, determined by how clear individuals are about their goals and what they really

want to achieve. In sum, employees need to understand what the organizations goals are, why

they are important, and how the goals can best be attained.

Convey: Leaders clarify their expectations about employees and provide feedback on their

functioning in the organization.

Congratulate: Exceptional leaders give recognition, and they do so a lot; they coach and

convey.

Contribute: People want to know that their input matters and that they are contributing to the

organizations success in a meaningful way. In sum, good leaders help people see and feel how

they are contributing to the organizations success and future.

Control: Employees value control over the flow and pace of their jobs and leaders can create

opportunities for employees to exercise this control. A feeling of being in on things, and of

being given opportunities to participate in decision making often reduces stress; it also creates

trust and a culture where people want to take ownership of problems and their solutions.

Collaborate: Studies show that, when employees work in teams and have the trust and

cooperation of their team members, they outperform individuals and teams which lack good

relationships. Great leaders are team builders; they create an environment that fosters trust and

collaboration.

Credibility: Organizations should strive to maintain a companys reputation and demonstrate

high ethical standards.

Confidence: Good organizations help create confidence in a company by being exemplars of

high ethical and performance standards.


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ANALYSIS OF THE DATA

As we already know that here we are discussing about the B-schools (IILM GSM, CMS, DIT

and ACCURATE) thats why we have separated this industry into three essential departments

which play a crucial role in deciding organizations future and the employees of these

departments should be given proper attention and support.

Administration Department

The very first department is administration where the activities like admission, placement of

student and track on them during their tenure in college is being maintained.

Commitment

Our first criteria for analyzing the employee engagement in these departments are the

commitment. That means in these departments employees are how much committed to their

work.

1. For that purpose, we have scales like work satisfaction where we found where 50% ofthe employees are satisfied with their work on the other hand same amount of

employees doesnt agree with it.

2. Next scale was to determine whether employees are ready to put themselves out of theircomfort zone or not. Here we saw that around 75% of employees are ready for that

whi le only 25% are differ from it.

0%

20%

40%

60%

80%

100%

Work satisfaction ready for outing Balanced life Go on working

0.5

0.75

0.25 0.25

0.5

0.25

0.25

0.75

0 0

0.5

0

Strongly Disagree

Disagree

Agree

Strongly Agree


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3. But there is another interesting fact which was revealed that 50% of the employeesstrongly disagree that they find enough time to balance their private and work l ife

which is really a red signal for this sector.

4. But unlike the above observation most of the employees will continue for working theirorganization for a long time.

Working Culture

Now, for deciding the standards of working culture in organization we have several cri teria

on the basis of which we found that

1. Almost each employee agrees or strongly agrees that they are given enough space andfreedom to decide how to accomplish their job.

2. And same goes for the favor of facilities provided by the organization.3. Support from the boss is again towards the positive side.4. Under recognized contribution we found that such organizations actually recognize the

effort of the employees.

5. Earlier as most of the people were happy with their boss so there is no drastic changehere. They would love to work for their boss.

6. In these departments colleagues are very harmonious.7. Eventually, the organization is a preferred place to work in.

0%

20%

40%

60%

80%

100%

25% 25%

75%

50% 50% 50% 50%

0

75% 75%

25%

50% 50% 50% 50%

100%Strongly Disagree

Disagree

Agree

Strongly Agree


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8. And finally, employees also deem the values of the organization very crucial factor.Involvement

Involvements in of the employees in these departments are measured below.

1. Here almost all of the respondents agree with the fact that their job is quite interesting2. Same goes with observation on role clarity. The difference lies in only few variation of

the respondent in categories like strongly agree and agree.

3. And once again there is positive response that their job is enough challenging.4. But 25% of the total respondents feel that they are not able to cope up with the demand

of the job.

Opportunities

Whether employees in such departments get enough opportunities to grow or not that is

observed here.

0

0.2

0.4

0.6

0.8

1

Interesting job Role Challenging job Demand of job

33%50%

67%

25%

67%50%

33%

50%

Strongly Disagree

Disagree

Agree

Strongly Agree

0%

20%

40%

60%

80%

100%

Learning Experience Better future

75%

25%

0

25%

75%

100%

Strongly Disagree

Disagree

Agree

Strongly Agree


10/18

1. Employee agree with the fact currently their learning in the organization has increasedtheir productivity.

2. Whereas employees also agree that the experience they receive from the organizationwill benefi t them in future.

3.

And finally, all of them say that they have enough opportuni ties to move to a betterposition within the organization.

Marketing Department

Commitment

Now we move to another department that is marking. The commitment of the employees of

this department is again measured on the basis of the same scale used in administration

department.

1. The commitment of the employees of this department is very much different from theprevious one. Here, first of 50% of the employees are not satisfied with their work or

responsibilities.

2. But they are ready to get out of their comfort zone to do the job.3. On account of the work satisfaction, half of them are not able to cope up with their

private and work life.

4. And thus they half of them would not like to continue working for this organization.They might be looking for the opportunities outside.

0%

20%

40%

60%

80%

100%

Work

satisfaction

Ready for outing Balanced life Go on working

50% 50%

0 0

0

50%

50% 50%

50%

0

50% 50%Strongly Disagree

Disagree

Agree

Strongly Agree


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Involvement

Whether the employees are properly involved in their work or not? Such doubts can be

cleared here.

1. Almost every one finds his/her job interesting which is somewhat contradictory with theearlier observation where they were not satisfied wi th their work.

2. The first positive response from this department could be that at- least employees knowtheir role in the organization.

3. But again half of them dont find it challenging anymore.4. They think that they can adjust with demand of their current job.

Working Culture

Response of this department for the working culture of the organization again maintains

enough fluctuation.

0%

20%

40%

60%

80%

100%


50% 50%

0

50%

50% 50%

50%

50%

0 0

50%

0

Strongly Disagree

Disagree

Agree

Strongly Agree

0%

20%

40%

60%

80%

100%

50% 50%

0 0 0

50%

0 0

50% 50%

50% 50%

100%

50%

50% 50%

0 0

0 0

0 0

50%

0

0 0

50% 50%

0 0 0

50%

Strongly Disagree

Disagree

Agree

Strongly Agree


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1. Employees of this department agree that they are given rights to decide how to do theirjob.

2. And they also feel that organization provides good resources to get this job done easily.3. But 50% of them dont find support to get the job done.4.

And thus probably those 50% feel that their effort is ignored.

5. Bosses in such departments are deemed harmonious to work with.6. While they also enjoy the company of their colleagues.7. But 50% of them say that the organization is not a good place to work in.8. And thus they also dont agree with the values of the organization.

Opportunities

On the basis of the given criteria well come to know whether employees of marketing

department get enough opportunities in terms of promotion, career path or not.

1. Everyone agrees that they get lot of opportunities to learn in their current job.2. And thus this experience will help in shaping their career, they also agree with it.3. But unfortunately, they dont find opportunities within the organization to move to a

better position.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Learning Experience Better Future

50% 50%

0

50% 50%

50%

0 0

50%Strongly Disagree

Disagree

Agree

Strongly Agree


13/18

Finance Department

Commitment

Now wel l measure the commitment level of the employees in such department.

1. Only 33.33% of the employees in finance department are completely dissatisfied withthe work satisfaction.

2. But most of them are ready to get out of their comfort zone to do the job.3. But now, where 33.33% disagree that i t is easy for them to manage their work and

professional life on the same hand 33.33% strongly confirm this.

4. Thus 33.33% would l ike to quit from their respective organization.Working Culture

Working culture in this department is very much different from the previous two.

0%

20%

40%

60%

80%

100%

Work

satisfaction

Ready for

outing

Balanced life Go on working

0

1

0 0

2

2

1

2

0

0

1

11

0

1

0

Strongly Disagree

Disagree

Agree

Strongly Agree

0%

20%

40%60%

80%

100%

66.66%

33.33%0

33.33%0

33.33%0

33.33% 33.33%

Strongly Disagree

Disagree

Agree

Strongly Agree


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1. First of all there is a diverse response about whether the organization gives enoughright to decide how to get your job done or not. Here 33.33% strongly agree with it

whi le the same amount of the respondents goes with str ongly disagree and rest merely

agree with it.

2.

About the resources provided by the organization, 33.33% again strictly disagree withthe fact while 66.66% of the total, str ictly agree with it.

3. Now the support, again 33.33% go for strongly disagree while rest of the total eitherchoose agree or strongly agree.

4. 33.33% feel that their efforts are ignored.5. And same amount of the respondent dont like their respective bosses.6. But almost everyone agrees or strongly agrees with the fact that colleagues are

harmonious.

7. But 33.33% dont consider the organization as a good place to work in.8. And the same amount of respondent also doesnt believe in values of he organization.

Involvement

1. 33.33% employees dont find their job interesting anymore.2. But everyone in the organization knows their role.3. But again 33.33% of the total dont find their job challenging.

0%

20%

40%

60%

80%

100%


0%

66.66%

33.33%

0%

66.66%

33.33%

33.33%

66.66%

33.33%

0%

0%

33.33%

Strongly Disagree

Disagree

Agree

Strongly Agree


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Opportunities

1. 33.33% of the total respondents feel that they dont get enough opportunities to learn ntheir current job. While rest of the respondents response in positive.

2. But almost everyone agree that the experience they are receiving here would help inshaping their future.

3. But again 33.33% strongly say, they dont feel that there is any chance to move to abetter place wi thin the organization.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Learning Experience Better Future

1 12

1

21.8

1

0

1

Strongly Disagree

Disagree

Agree

Strongly Agree


16/18

SUGGESTION FROM THE ANALYSIS

Because we have done the analysis, department wise, well quote our suggestions accordingly.

For Administration Department

In administration department employees are very much committed towards the organization

the only problem they have is the balance between work l ife and pr ivate life. So the

organizations can provide a small trip for the families of the employees.

Whereas the working culture in this department needs not to be changed.

Whi le in involvement people know their role, they find it challenging and interesting as well

but they are not able to cope up with the demand of the job so they should be provided proper

training.

Under opportunities, everyone agree that there is enough opportunity to move within the

organization.

For Marketing Department

In this department there is enough variation in commitment for the organization which can

be easily noticed in work satisfaction, balanced life and whether the employee will continue

for working for this organization or not. For retaining employees organization should follow

mentee mentor system and his or her suggestions should be considered.

In this department even though people find their job interesting, they are clear about role and

find it easy to balance with the demand of the job but half of the employees str ictly agree that

their job is not challenging so responsibil ities should be appointed according to their abil ities


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In working culture this sector needs to improve a lot because people are not happy with the

support, values and the way the efforts are recognized .Proper reward and recognition system

should be followed.

Though the people reckon the experience they are getting in the organization is helpful but

they dont find better place to move within the organization. Promotions and transfers should

be fairly done.

For Finance Department

In this department Commitment of employees vacillate, hence employees should be given

work flexibility hours.

Proper support and resources should be provided.

New methodology should be applied by taking suggestion from the respective departments.

Inter colleges activities should be encouraged.

There must be performance appraisal for every employee performing above the standards.

Suggestions after talking to the Employees

From Administration department:

Employees in this department are satisfied with amount of work resources and support

provided from the organization side so there is no such advice for improvement in employee

engagement system.


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From Marketing department:

Employees of this department have a lot of complains regarding working culture,

responsibilities appointed and lack of support in resources from their respective bosses.

Organization should provide a platform for these employees from where they could not only

raise their voices but also their grievances are handled properly and their suggestions are

considered with due importance. So that they feel they belong to the organization.

From Finance department:

Dissatisfaction of the previous department continues here with addition of few more issues

like unfair practices of reward and recognition and performance appraisal. In response to

these complains organization should consider suggestions, proposals and immediate response

should be provided positively, so that employees remain important for the organization and

eventually it would help in r etaining the employees who are considered an essential asset for

the growth of the either two.

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