the dale carnegie gender engagement whitepaper

ARE MENAND WOMENEQUALLY ENGAGEDIN THEWORKPLACE?EMPLOYEE ENGAGEMENT WHITEPAPER

Confederation of Indian Industry

© DALE CARNEGIE TRAINING INDIA

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TABLE OFCONTENTS

EMPLOYEE ENGAGEMENT AND GENDER DIFFERENCES IN INDIA- DO WE

ALL FEEL THE SAME WAY ABOUT WORK?

ENGAGEMENT BY DESIGNATION

ENGAGEMENT BY SALARY LEVEL AND SALARY ELASTICITY

ENGAGEMENT BY TENURE

ENGAGEMENT BY EDUCATION LEVEL

WHAT DRIVES ENGAGEMENT FOR WOMEN EMPLOYEES IN INDIA?

• RELATIONSHIP WITH IMMEDIATE SUPERVISOR

• PRIDE IN ORGANIZATION

• BELIEF IN SENIOR MANAGEMENT

CONCLUSION

THE DALE CARNEGIE EDGE- HOW WE POSITIVELY IMPACT ENGAGEMENT

ABOUT US

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7

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3© DALE CARNEGIE TRAINING INDIA

EMPLOYEE ENGAGEMENT ANDGENDER DIFFERENCES IN INDIA

DO WE ALL FEEL THE SAME WAY ABOUT WORK?

Diversity and increasing the same in the corporate

workforce has become a key topic of discussion in

boardrooms around the world. It is important for

companies to build a representative employee pool

both from a business sustainability angle as well as

to be recognized as an employer of choice. One area

which has garnered recent attention is increasing the

percentage of women throughout a company, but

more especially at senior levels of the organization.

This is pertinent for certain sectors in corporate

India where women are typically under-represented

at all levels of the organization- such as IT, Automotive

or the Pharma industry.

An absence of women at the boardroom level cannot

be attributed to just the reduced participation of

women in the workforce. To reach these high

positions, women need to have been working with

the company for a considerable amount of time i.e.

they need to have been retained and have been

given the opportunity to add value. There are many

ways to ensure that occupational segregation is left

behind, one of which involves taking a closer look at

what influences women to stay in companies longer.

Dale Carnegie India surveyed more than 1200

professionals, individual contributors, managers and

chief executives across the country and then worked

with MSW Research in the USA to identify and

understand if there were any significant gender

differences in the levels of employee engagement in

India. Women are equally formidable performers as

their male colleagues. But a large part of employee

engagement is not just about performance, but also

about qualitative aspects like belief, trust, respect

and inspiration. The purpose of this study was to

examine how motivated women were at work and if

there were any distinctions between the genders

when it came to workplace enthusiasm.

The recently released Dale Carnegie India Employee

Engagement report 2014-15 showed that Indian

employees exhibited higher engagement levels (46%

were fully engaged), compared to their counterparts

from APAC (35%) or the Global average (34%).

OVERALL ENGAGEMENT. PATICIPANT COUNT - 1204

EMPLOYEE ENGAGEMENT - INDIA

DISENGAGED PARTIALLY ENGAGED FULLY ENGAGED

FIGURE 1: OVERALL ENGAGEMENT SCORE- INDIA

46%10% 44%

4 © DALE CARNEGIE TRAINING INDIA

We decided to dive deeper to determine if, in fact,

there were unique characteristics which defined the

way women viewed their careers and work environment

in India. Could these lead us to pinpoint any practical

ways to drive engagement in this group? What we

discovered was thought-provoking for both HR

managers and senior leaders alike.

Female workers in the Indian workforce were seen to

be significantly more disengaged than their male

counterparts.While just 39% of women were fully

engaged, Indian male workers were way ahead with

half of them (50%) feeling engaged with their

work.In fact, the engagement levels for women in India

were below the overall India benchmark of 46% as well.

Again, at the other end of the spectrum, more women

(12%) were disengaged than men (9%). One of our most

indicative results we saw was that while a strong 73% of

male employees agreed that they were willing to put in

effort to make their organizations more successful, just

57% of women had the same intent.

Why do women in corporate India feel less engaged?

Women’s working conditions have been steadily

improving over the past decade, with more child-care

support, better benefits like flexi-time, etc. But these

perks are still available only to a small section of the

population. The type of work women in India have the

opportunity to do, their career prospects once they

39%

FULLY ENGAGED

49%

MALE

FEMALE

DISENGAGED PARTIALLY ENGAGED

FIGURE 2: MALE-FEMALE ENGAGEMENT SUMMARY

12% 49%

50%9% 41%


enter the workforce, and the expectations of them when

it comes to family life are still governed by traditional

attitudes in many regions. As a result, they tend to take

home smaller pay checks (24% less than men on average

according to one 2013 study by Wage Indicator) and

invest less in their work lives. Future-thinking companies

need to examine the below variables which show how

motivation levels of women get influenced and by which

factors. This will allow them to map out plans to increase

the engagement levels of these crucial contributors.

WHILE JUST 39% OF WOMEN WERE

FULLY ENGAGED, INDIAN MALE WORKERS

WERE WAY AHEAD WITH HALF OF THEM

(50%) FEELING ENGAGED WITH THEIR WORK.


18%22%

FOR WOMEN INPROFESSIONAL JOBS(FOR EX AMPLE ATTORNEY, ENGINEER, SALES)

ONLY WERE FULLY ENGAGED

AT WORK WITH

SECTION BEING DISENGAGED-ONE OF THE HIGHESTDISENGAGEMENTSCORES OF ANY GROUP!

OF THE SAME

When it came to the various designations we examined

engagement levels for levels ranging from Executive,

Senior Leader, Manager, Professionals to Individual

Contributors. We saw that 42% of the women at the

Managerial level were fully engaged, which was the

closest to the average engagement score for the

overall sample (46%).

But alarmingly, for women in Professional jobs (for

example Attorney, Engineer, Sales) only 18% were

fully engaged at work with 22% of the same section

being disengaged- one of the highest disengagement

scores of any group!

In line with our full study and their male counterparts,

the women at the C-suite level were the most

motivated with 63% being fully engaged. This

reinforces the criticality of senior leaders, especially

women leaders, to trickle down their engagement to

lower levels. This could be in the form of special

women-to-women mentoring programs or internal

corporate committees that help members share best

practices and tackle women-specific challenges.

Even programs with external coaches are very effective

in driving engagement as they bring in a greater level

of impartiality and neutrality in finding solutions to

professional issues.

ENGAGEMENT BY DESIGNATION

FIGURE 3: WOMEN ENGAGEMENT BY DESIGNATION


WHAT IS YOUR SPECIFIC JOB TITLE IN YOUR COMPANY ORORGANIZATION AS IT APPEARS ON BUSINESS CARDS?

37% 63%

7% 43% 50%

10%

14%

22%

48%

60%

55%

42%

18%

31%

EXECUTIVE(e.g., CEO, COO, Executive Director)

SENIOR LEADER(e.g., VP, Director)

MANAGER (e.g., Team Leader,Department Manager)

PROFESSIONAL(e.g., Attorney, Engineer, Sales)

INDIVIDUAL CONTRIBUTOR(e.g., Clerk, Assistance)


ENGAGEMENT BY SALARY LEVELAND SALARY ELASTICITY

WHAT IS YOUR ANNUAL SALARY?

DISENGAGED

PARTIALLY ENGAGED

FULLY ENGAGED

FIGURE 4: INDIA OVERALL SAMPLE- ENGAGEMENT BY SALARY LEVEL

UNDER 50,000

10,00,001 - 20,00,000

50,001 - 150,000

20,00,001 - 50,00,000

1,51,000 - 3,00,000

50,00,001 - 1,00,00,000

3,00,001 - 5,00,000

1,00,00,000 +

5,00,001 - 10,00,000

PREFER NOT TO SAY

10% 38%

43%

52%

47%

6%

6%

31%

27%

63%

67%

15%

5%

13%

4%

7%

44%

51%

50%

22%

53%

47%

41%

44%

40%

71%

34%

49%

10%

10%

WHAT IS YOUR ANNUAL SALARY?

DISENGAGED

PARTIALLY ENGAGED

FULLY ENGAGED

FIGURE 5: WOMEN ENGAGEMENT BY SALARY LEVEL

UNDER 50,000

10,00,001 - 20,00,000

50,001 - 150,000

20,00,001 - 50,00,000

1,51,000 - 3,00,000

50,00,001 - 1,00,00,000

3,00,001 - 5,00,000

1,00,00,000 +

5,00,001 - 10,00,000

PREFER NOT TO SAY

25% 50%

49%

25%

39%

9% 27%

30%

64%

67%

16%

16%

7%

3%

45%

33%

64%

43%

48%

46%

39%

67%

25%

57%

36%

47%

11%

12%


Motivation levels also fluctuated by salary with those

earning in a lower bracket being expectedly less

engaged. Our study found that 14% of women earning

less than INR20lakhs annually were highly disengaged,

compared to the overall sample where this figure

was 11% for the same salary bracket. Looking at the

engagement scores, a sizeable 65% of women earning

above INR20 lakhs were engaged at work while only

35% of the group earning below INR20lakhs were

fully engaged. So the view of women employees in

India towards their work seems to be quite strongly

influenced by salary and position in the organizational

hierarchy, although this was not the only factor

playing a crucial role, as we will see.

One of the strongest indications of low engagement

is how willing an employee is to leave the company

for even a slight pay increase. In our overall study, we

found that disengaged employees were more likely

to leave their jobs than engaged employees at every

level of pay increase- from as little as a 5% to 50%

salary hike. Would there be a gender difference in

this salary elasticity measure?

The answer is yes. In one of the most significant

findings, we saw that women (especially disengaged

women personnel) were far more likely to leave their

current organization than their male colleagues at

every level.

FEMALE

96%4%

94%6%

32%68%

81% 19%

87%13%

90%10%

66%34%

86%14%

98% 2%

35% 65%

26% 74%

64% 36%

YES NO

WOULD YOU ACCEPT ANOTHER JOB IF

OFFERED A 5% PAY INCREASE







FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FIGURE 6: SALARY ELASTICITY OF FEMALE EMPLOYEES IN INDIA

WOMEN (ESPECIALLY DISENGAGED WOMEN PERSONNEL) WERE FARMORE LIKELY TO LEAVE THEIR CURRENT ORGANIZATION THAN THEIR

MALE COLLEAGUES AT EVERY LEVEL.


For example 26% of disengaged women employees

stated they would leave for just a five percent hike

compared to 17% of disengaged males. Similarly a

full 98% of disengaged females would leave for fifty

percent more salary compared to 89% of disengaged

males. There was a greater willingness of female

employees (both engaged and disengaged) to leave

for smaller salary increases (at 5-10%). But as the

percentage of hikes increased, male employees were

seen to be more willing than women to accept exter-

nal job offers. This points to the possibility that

women have lower expectations from what they

think they deserve to leave a job and many may have

even come to accept discriminatory compensation

as the norm. It is up to companies to promote trans-

parency in this regard to show female workers that

they could gain much more monetarily and

experience-wise by staying, than by leaving the

organization for a minimal pay hike. Non-financial

incentives like access to high quality training and

targeted development programs would pave the way

toward building attachment to the organization that

is not dependent on salary alone.

Clearly the issue of salary and fair pay is an important

one that organizations in India and globally need to

address. We need to determine if the there is indeed

a gender pay gap in our companies and the steps we

can take to reduce the same. If women perceive that

they are getting paid less than men for doing the

same type of work within the same organization, the

likelihood of them being disengaged and leaving

earlier for smaller incentives is higher.

MALE

98%

96%

29%71%

81% 19%

90%10%

93%7%

2%

4%

74%26%

87%13%

89% 11%

34% 66%

17% 83%

53% 47%

YES NO









FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FULLY ENGAGED

PARTIALLY ENGAGED

DISENGAGED

FIGURE 7: SALARY ELASTICITY OF MALE EMPLOYEES IN INDIA


ENGAGEMENT BY TENURE

HOW LONG HAVE YOU WORKED FOR YOUR CURRENT EMPLOYER?

LESS THAN SIX MONTHS

FEMALE

MALE

9% 61% 30%


37%3% 60%

FIGURE 8 AND 9: FEMALE AND MALE TENURE ENGAGEMENT LEVELS

Salary and designation understandably had a strong

co-relation with the tenure of women in their respective

organizations with engagement scores moving up

with the increase in the years spent in the same

organization.Over half (51%) of the women who had

worked with the same organization for 5 years or

more were fully engaged compared to 35% of those

who had been working in the same company for less

than 5 years.

A startling gender difference was seen in those who

worked for 6 months or less in their organization

when perceptions of the company and work profile

are generally still in the process of getting formed.

30% of the women who had worked less than 6

months in the same organization were fully engaged

and 9% were disengaged while a full 60% of men in

the same bracket were engaged and just 3% disengaged.

Women seem to be more hesitant than men to get

engaged with the company culture, especially within

the first few months of joining an organization. This

time period would be a key window which companies

should use to motivate this group and bring up their

engagement levels at a time when their impression

of the company is still being formed.

OVER HALF (51%) OF THE WOMEN WHO HAD

WORKED WITH THE SAME ORGANIZATION

FOR 5 YEARS OR MORE WERE FULLY

ENGAGED COMPARED TO 35% OF THOSE

WHO HAD BEEN WORKING IN THE SAME

COMPANY FOR LESS THAN 5 YEARS.


33%51% OF MALE GRADUATESIN INDIA.

WOMEN WHO HAD ATTAINED GRADUATE LEVEL DEGREESWERE FAR LESS ENGAGED

COMPARED TOAT JUST


ENGAGEMENT BYEDUCATION LEVEL

Even when it came to educational qualifications

women who had attained graduate level degrees

were far less engaged at just 33% compared to 51%

of male graduates in India. Women with higher levels

of education were also seen to be more disengaged

than women at a lower level of education. Do women

graduates feel they deserve better than their current

profiles? Can this career disillusionment be setting

the level of engagement for women for the rest of

their careers? Companies need to get to the root of

the problem and try setting up special trainee and

mentorship programs for new female recruits. We

also need to examine if the women in our organizations

are being under-employed and if they are being

given the opportunity to make the most of their

potential. Our aim should be to ensure that women

and men of the same qualifications and experience are

being evaluated equally and given the same

opportunities and growth prospects.

FIGURE 10: WOMEN GRADUATES ENGAGEMENT LEVELS

DISENGAGED

PARTIALLY ENGAGED

FULLY ENGAGED

WHICH IS THE HIGHEST LEVEL OF EDUCATION YOU HAVE COMPLETED?

HIGH SCHOOL

DIPLOMA

GRADUATE

100%

80% 20%

12% 55% 33%

FIGURE 11: MALE GRADUATES ENGAGEMENT LEVELS

DISENGAGED

PARTIALLY ENGAGED

FULLY ENGAGED

WHICH IS THE HIGHEST LEVEL OF EDUCATION YOU HAVE COMPLETED?

HIGH SCHOOL

DIPLOMA

GRADUATE

100%

33% 57%

7%

10%

42% 51%


The objective behind the original employee

engagement India-specific research was to go

beyond measuring national levels of engagement

and identify the underlying factors that

influenced it positively. Through this study, we

established that among the functional and

emotional elements surveyed, the three key

drivers that stood out as having the strongest

effect on employee engagement were:

THE DRIVERS OFEMPLOYEEENGAGEMENT

THE RELATIONSHIP WITHIMMEDIATE SUPERVISOR

BELIEF IN SENIORLEADERSHIP

PRIDE IN ORGANIZATION


For this whitepaper, we looked at

satisfaction scores for all

respondents with respect to their

senior management, immediate

supervisor and current job. For

the latter two, there were no

major differences in the

satisfaction levels that male and

female employees felt towards

their jobs and immediate

managers on an overall level. But

interestingly one aspect of the

employee’s relationship with

their supervisors stood out- i.e.

“how interested their manager

was in them as a person.” Only

35% of women agreed with this

statement compared to 45% of

males. This underlines the fact

that women might value personal

relationships with their managers

in different ways from men and

might seek more of a balance

between personal and

professional aspects.

THE RELATIONSHIP WITHIMMEDIATE SUPERVISOR

Senior leaders set the direction

for the organization and are

responsible for communicating

the right message to employees.

When it came to how employees

in India viewed their senior

management, 27% of female staff

stated that they were very

satisfied with their leaders

compared to 33% of men.

Although there was not a huge

gap between the genders for this

engagement driver, organizations

should determine if qualities that

women employees look for in

their senior management are

different from what men seek?

This may differ from company to

company depending on the

current level of top management

communication, nature of the

industry, etc. A dedicated

assessment can extract relevant

insights in this regard.

Moreover when it came to

company pride, only 49% of

women would recommend their

current employers to their

friends as a good place to work

compared to a healthier 58% of

men who would recommend the

same. These indicators point to a

seething dissatisfaction that

working women might be

developing toward the employer

brands of their companies. In

fact, while 55% of male

respondents planned to be

working at their current

organizations a year hence, only

46% of females agreed that this

was the case. This means that at

any given point of time more than

half the feminine workforce is

contemplating or actively looking

to leave their current employers.

Is this the case for your company

too?

BELIEF IN SENIOR LEADERSHIP

PRIDE IN ORGANIZATION


ONLY 49% OF WOMEN WOULD RECOMMEND THEIRCURRENT EMPLOYERS TO THEIR FRIENDS AS A GOOD PLACETO WORK COMPARED TO A HEALTHIER 58% OF MEN WHOWOULD RECOMMEND THE SAME.

12% 45% 43%

15% 52% 33%

9% 51% 40%

FIGURE 13: RECOMMENDATION SCORES- FEMALE AND MALE

DEFINITELY WILL NOT RECOMMENDOR PROBABLY WILL RECOMMEND

MIGHT / MIGHT NOT RECOMMENDOR PROBABLY WILL RECOMMEND

DEFINITELYWILL RECOMMEND

34% 63%

38%4%

3%

58%

16

VERY DISSATISFIED ORSOMEWHAT DISSATISFIED

NEUTRAL ORSOMEWHAT SATISFIED

VERY SATISFIED

HOW WOULD YOU RATE YOUR OVERALLSATISFACTION WITH YOUR IMMEDIATESUPERVISOR?

HOW WOULD YOU RATE YOUR OVERALLSATISFACTION WITH YOUR CURRENT JOB?

14% 46% 40%

18% 55% 27%

10% 54% 36%

HOW WOULD YOU RATE YOUR OVERALLSATISFACTION WITH THE SENIORMANAGEMENT OF THE COMPANY?

FIGURE 12: SATISFACTION SCORES- FEMALE AND MALE

HOW LIKELY ARE YOU TO RECOMMEND YOURCOMPANY TO OTHERS FOR THE PURPOSE OFDOING BUSINESS?

HOW LIKELY ARE YOU TO RECOMMEND YOURCOMPANY TO YOUR FRIENDS AS A PLACEOF EMPLOYMENT?

40% 57%

45% 49%6%

3%

MALE

FEMALE

MALE

FEMALE

MALE

FEMALE

MALE

FEMALE

MALE

FEMALE


The attitude of women and their confidence levels is

important when it comes to how companies assess,

reward and engage this section of the employee

pool. Are Indian organizations sending out explicit or

implicit signals that they prefer men in leadership

roles, value their inputs more or reward the same

work done by men disproportionately? These

practices have been around in corporate India

forever and may be hard to spot, but are increasingly

damaging and lead to decreased self-belief and low

motivation. A manifestation of this could be seen in

our survey where 55% of men looked forward to

going to work every day compared to just 41% of

women staff. 62% of men were proud to be working

for their company vs. only 51% of women. More

significanty, 40% of male employees completely

agreed with the fact that their companies cared

about how they felt about the overall business, but

just a quarter of women respondents (25%) held the

same view about their companies!


COMPLETELY DISAGREEOR SOMEWHAT DISAGREE

NEITHER AGREE NORDISAGREE ORSOMEWHAT AGREE

COMPLETELY AGREE

I PLAN TO BE WORKING AT THIS ORGANIZATIONONE YEAR FROM TODAY

I UNDERSTAND HOW THE WORK I DO CONTRIBUTES TO THEOVERALL SUCCESS AND MISSION OF THE ORGANIZATION

13% 32%

52%

25%

65%

6% 41%

55%

33%

52%

5% 33%

53%

10% 45%

56%

7% 41%

62%

6% 42%

45%

38%

73%I AM WILLING TO PUT A GREAT DEAL OF EFFORT TOMAKE MY ORGANIZATION SUCCESSFUL

MORE OFTEN THAN NOT, I AM ENERGIZED BYGOING TO WORK

I DO NOT WORK HERE PRIMARILY FOR THE PAYCHECK -THERE’S MUCH MORE TO THIS JOB

I AM PROUD TO BE WORKING FOR MY COMPANY

I NEVER FEEL I AM BEING TAKEN ADVANTAGE OF

I LIKE WHAT I DO ON A DAY TO DAY BASIS

I FEEL AS IF I HAVE AN IMPACT ON THE DIRECTION OFMY COMPANY

FIGURE 14: GENERAL COMPETENCY RESPONSES MALE

6%

2%

2%

40% OF MALE EMPLOYEES COMPLETELY AGREED WITH THE FACT

THAT THEIR COMPANIES CARED ABOUT HOW THEY FELT ABOUT THE

OVERALL BUSINESS, BUT JUST A QUARTER OF WOMEN RESPONDENTS

(25%) HELD THE SAME VIEW ABOUT THEIR COMPANIES!

COMPLETELY DISAGREEOR SOMEWHAT DISAGREE

NEITHER AGREE NORDISAGREE ORSOMEWHAT AGREE

COMPLETELY AGREE

I PLAN TO BE WORKING AT THIS ORGANIZATIONONE YEAR FROM TODAY

I UNDERSTAND HOW THE WORK I DO CONTRIBUTES TO THEOVERALL SUCCESS AND MISSION OF THE ORGANIZATION

15% 39% 46%

40% 57%

10% 45% 45%

43% 53%

8% 41% 51%

15% 49% 36%

10% 47% 43%

10% 51% 39%

38% 53%

I AM WILLING TO PUT A GREAT DEAL OF EFFORT TOMAKE MY ORGANIZATION SUCCESSFUL

MORE OFTEN THAN NOT, I AM ENERGIZED BYGOING TO WORK

I DO NOT WORK HERE PRIMARILY FOR THE PAYCHECK -THERE’S MUCH MORE TO THIS JOB

I AM PROUD TO BE WORKING FOR MY COMPANY

I NEVER FEEL I AM BEING TAKEN ADVANTAGE OF

I LIKE WHAT I DO ON A DAY TO DAY BASIS

I FEEL AS IF I HAVE AN IMPACT ON THE DIRECTION OFMY COMPANY

FIGURE 15: GENERAL COMPETENCY RESPONSES FEMALE

9%


4%

3%

LEARNING AND PERFORMANCEIn the original Dale Carnegie

Employee Engagement Report,

the highest rated competency

item under Learning and

Performance was that employees

felt that they had clarity on what

was expected from them at work.

58% of them agreed that they

understood the direct impact of

their work on the overall

organization success.

However, when we examined the

gender wise data, a couple of

items stood out when the

respondents were asked about

the learning and workplace

practices of their organizations:

• Less than half (49%) of women

felt that they understood clearly

what was expected from them on

the job, compared to 63% of men.

Ideally, job descriptions are the

same for both genders, but

women might receive mixed

signals if they are not adequately

recognized and rewarded for the

same work as men. This leads

them to question if they have

clearly understood what’s

expected of them in their jobs.

• Another 49% of women felt that

the sort of work they did was not

contributing to the overall

success of the organization vs.

63% of men who felt that their

jobs had a significant impact on

the same. In the same line, just

39% of women felt they had an

impact on the overall direction of

their company compared to 52%

of men.

Companies should pay the most

attention to this low self-belief as

it leads to chronic disengagement

in the long run.

While we can implement a number

of measures to equalize the

pay-gap and recruitment policies,

it is often the interpersonal

relationships and daily

interactions which have the

biggest impact in forming

p e rce pt io n s . A s t r u c tu re d

co m p a ny-s p e c i fi c e m p l oye e

engagement survey often leads to

culling out crucial insights for

your own workforce so you can

take targeted action to ensure the

women employees of your

company do not feel left behind

or undervalued.


39% OF WOMEN FELT THEY HAD AN IMPACT ON THE

OVERALL DIRECTION OF THEIR COMPANY COMPARED TO 52% OF MEN.

19

CONCLUSION

When we re-examined all the findings for this

whitepaper, it was clear that the expectations that

women workers in India have from their workplaces

are clearly not being met, especially in relation to

their male peers. In some cases, it is these un-met

expectations that can set the course for

disillusionment and disenchantment with one’s

organization that leads to low productivity and lower

retention. Moreover, there were some key areas or

time-periods in the employee lifecycle where

companies were clearly losing out on the

opportunity to develop happier women

professionals. Organizations need to analyze their

practices and take action or risk developing a

lopsided employee value proposition and miss out

on engaging a crucial part of the workforce.

Every organization needs its own unique

development plan based on the findings of its

internal organizational assessments and surveys.

Management needs to understand how engaged

employees are distributed by department and

location, the factors that are enhancing engagement

and those that detract from it. With this knowledge,

senior leaders can develop an action plan that

targets the individual, department or organization at

different levels to help drive their desired outcome.


THE DALE CARNEGIE EDGE -HOW WE POSITIVELY

IMPACT ENGAGEMENTPROVEN TRACK RECORD

Dale Carnegie Training has been a leader in

improving workplace performance for over a 100

years and in fact the graduates from the Dale

Carnegie Courses (Human Relation &

Communication Skills) have been shown to be more

highly engaged than the general working population.

The insights from the Dale Carnegie India Employee

Engagement Study help set the benchmark across

the country that companies can aim to reach through

targeted efforts.

By looking at the larger picture of what drives

engagement down to the specific competencies

employees perceive to be important; Dale Carnegie

Training sets the standard in comprehensive

solutions to enhance employee engagement and

improve people performance.

Every organization needs its own unique

development plan based on the findings of its

research. Management needs to understand how

engaged employees segment by department and

location, the factors that are enhancing engagement

and those that detract from it. With this knowledge,

senior leaders can develop a targeted action plan at

the individual, departmental and organizational

levels.

Dale Carnegie interventions are customized in a

360˚ manner to assess, focus and drive engagement,

but also unlike standard programs, we partner to link

that engagement to productivity and performance

improvement. A business needs to fully own their

employee engagement initiatives with HR playing

the pivotal role in setting the strategy. But with

buy-in from senior leadership the bar can be set

much higher. At Dale Carnegie, we make sure to

include all the key stakeholders right from the initial

Inquire stage so that we are able to optimize and

Innovate a solution together. This also makes it

easier to showcase our Impact and ensure that all the

employees “own” the execution and results.

HOW CAN WE TELL EMPLOYEES IN YOUR ORGANIZATION ARE MORE ENGAGED?Whether you would like to measure or enhance

engagement levels among a few members of a team

or across the entire organization, we can help. With

benchmarks from our studies in India, APAC and

Global, our Engagement Assessments allow you to

know where your company stands. Our experts not

only provide insightful analysis of the state of

engagement, but are also equipped to design and

deliver Solutions that impact the root cause of

disengagement based on your company-specific

report. Our follow-up Pulse Surveys are the final step

allowing you to measure the efficacy of the

engagement intervention. The Dale Carnegie Edge

provides you a holistic, end-to-end solution.

ENGAGEMENT INDEX FOR GLOBAL DALE CARNEGIE ENGAGEMENT SURVEY

ENGAGEMENT INDEXDALE CARNEGIE COURSE GRADUATES VS GENERAL EMPLOYEE POPULATIONS

GENERAL BUSINESS POPULATION

DALE CARNEGIE COURSE GRADUATES

SMALL BUSINESS POPULATION

45% 29%26%

44%9%

46%

47%

18%


36%

Figure 16: ENGAGEMENT INDEX FOR GLOBAL DALE CARNEGIE ENGAGEMENT SURVEY


ABOUT USFounded in 1912, Dale Carnegie

Training has evolved from one

man’s belief in the power of

self-improvement to a

performance-based training

company with offices worldwide.

Headquartered in New York, Dale

Carnegie Training is represented

in over 91 countries with more

than 2700 instructors presenting

Dale Carnegie programs in more

than 30 languages. Recently

identified by The Wall Street

Journal as one of the top 25

high-performing franchises, Dale

Carnegie Training is dedicated to

serving the business community

worldwide. In fact, approximately

9 million people have completed

Dale Carnegie Training courses

and its clients include 400 of the

top Fortune 500 companies. The

result of this collective, global

experience is an expanding

reservoir of business acumen

that our clients rely on to drive

business results.

Dale Carnegie Training India is

headquartered in Mumbai with

offices in Pune, Delhi and

Bangalore. In over 10 years of its

operations, Dale Carnegie

Training India has succeeded in

setting new global benchmarks

and has created a quiet

revolution in this sector with over

2,00,000 graduates. Dale

Carnegie Training India partners

with middle market and large

corporations, as well as

organizations, to produce

measurable business results by

improving the performance of

employees with emphasis on

leadership, sales, team member

engagement, customer service,

presentations, process

improvement and other essential

management skills.

In India, some of our clients over

the last ten years (amongst 7400

companies) include Infosys,

Oracle, HP, Genpact, Yahoo, SAP,

Mahindra & Mahindra, Bajaj Auto,

Volkswagen, Airtel, Vodafone,

Nokia, Axis Bank, Citibank, SBI,

LIC, Ranbaxy, Lupin, EY, ITC,

ONGC BPCL, Dainik Bhaskar and

Maharashtra Police. Globally, we

have worked with an eclectic

variety of companies such as

Audi, BMW, Mercedes Benz,

Toyota and General Motors,

Hilton Hotels, Adidas, Federal

Express, Domino’s Pizza,

McDonalds, Walmart, American

Red Cross, BBC Worldwide,

KPMG, Microsoft, Motorola,

GlaxoSmithKline and Anheuser

Busch across a multitude of

sectors.

As part of our ISO 9001

certification and commitment to

quality, we measure the

effectiveness of our training to

show how our programs have

impacted people performance. In

an ongoing global survey on

customer satisfaction, 99

percent of Dale Carnegie

graduates express satisfaction

with the training they receive.

Dale Carnegie India has already

trained over 193,000 graduates

and have been rated number one

for year-to- year enrolments

amongst all the 198 Dale

Carnegie franchises worldwide

for the last seven years in a row.

By connecting proven solutions

with real-world challenges, Dale

Carnegie Training is recognized

internationally as the leader in

bringing out the best in people.


Confederation of Indian Industry

CONFEDERATION OF INDIAN INDUSTRY (WESTERN REGION)The Confederation of Indian Industry (CII) works to create and sustain an environment conducive to the development

of India, partnering industry, Government, and civil society, through advisory and consultative processes.

CII is a non-government, not-for-profit, industry-led and industry-managed organization, playing a proactive role

in India's development process. Founded in 1895, India's premier business association has around 8000 members,

from the private as well as public sectors, including SMEs and MNCs, and an indirect membership of over 200,000

enterprises from around 240 national and regional sectoral industry bodies.

CII charts change by working closely with Government on policy issues, interfacing with thought leaders, and

enhancing efficiency, competitiveness and business opportunities for industry through a range of specialized

services and strategic global linkages. It also provides a platform for consensus-building and networking on key issues.

Extending its agenda beyond business, CII assists industry to identify and execute corporate citizenship

programmes. Partnerships with civil society organizations carry forward corporate initiatives for integrated and

inclusive development across diverse domains including affirmative action, healthcare, education, livelihood,

diversity management, skill development, empowerment of women, and water, to name a few.

In its 120th year of service to the nation, the CII theme of Build India - Invest in Development: A Shared Responsibility, reiterates Industry’s role and responsibility as a partner in national development. The focus is on

four key enablers: Facilitating Growth and Competitiveness, Promoting Infrastructure Investments, Developing

Human Capital, and Encouraging Social Development.

With 66 offices, including 9 Centres of Excellence, in India, and 8 overseas offices in Australia, Bahrain, China,

Egypt, France, Singapore, UK, and USA, as well as institutional partnerships with 312 counterpart organizations in

106 countries, CII serves as a reference point for Indian industry and the international business community.

CONFEDERATION OF INDIAN INDUSTRY 1st Floor, 132 Dr Annie Besant Road, Worli, Mumbai 400018 (India) | 022 24931790 / Fax: 24939463 | [email protected] | www.cii.in

CII INDIAN WOMEN NETWORK

105 Kakad Chambers, 132 Dr Annie Besant Road, Worli, Mumbai 400 018

+91 22 24931790 / 24945831(D) | +91 22 24939463 | [email protected]

Reach us via our Membership Helpline: 00-91-124-4592966 / 00-91-99104 46244 | CII Helpline Toll free No: 1800-103-1244

twitter.com/followcii | facebook.com/followcii | www.mycii.in

CII INDIAN WOMEN NETWORK (IWN)CII Western Region Launched a one-of-a-kind Women Forum giving the stage directly to women! This forum is a

special initiative for women in the corporate and business arena across the states of Maharashtra, Madhya Pradesh,

Gujarat and Goa coined as Indian Women Network (IWN). Like the phrase goes, it is a network of women, for women

and by women.

Through IWN, we hope to provide a platform to discuss issues, opportunities at their work places and learn from each

other’s experiences. This network is also extended to students of final year graduation, post graduation and PhD, to

guide and provide them with an opportunity to be mentored by experienced professionals.

The theme of the Network is ‘I Am The Change’ which is entwined on three pillars of:

• Engage – to support women throughout their careers by providing opportunities through skill enhancement

trainings, coaching, mentoring, etc

• Empower – to support women by providing guidance regarding health, financial, second career opportunities,

security aspects etc.

• Enable – to provide opportunities for women professionals/ students to grow personally and professionally

through entrepreneurship opportunities, active involvement in community services, etc.

Your active participation will help us provide a platform to share experiences, overcome challenges and provide solutions.

We look forward to your continued support.

For more details and membership fees kindly contact:

Sneha Sohaani | [email protected] | [email protected] | 022-24931790 | Extn: 412 / 24945831(D)

https://twitter.com/CIIWRIWN | https://facebook.com/CII WR – Indian Women Network



DALE CARNEGIE CONNECT

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Visit: www.dalecarnegieindia.com | Mail: [email protected] | Phone: +91 - 22 – 22623683

@DaleCarnegieInd | Dale Carnegie Training India | Dale Carnegie Training India

the dale carnegie gender engagement whitepaper

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