Employee Engagement in ADNOC

Running head: EMPLOYEE ENGAGEMENT
Employee Engagement
[ADNOC]
Name of the student:
Name of the university:
Author note:

EMPLOYEE ENGAGEMENT1
Executive Summary:
Employee engagement is increasingly becoming a part of major organizations. It is because
these organizations see potential business benefits in having an engaged workforce. Some of
the benefits are low employee turnover, high job satisfaction, increased employee motivation,
low absenteeism and so forth. This task was also on establishing a discussion on employee
engagement in the context of ADNOC, a reputed oil company in Abu Dhabi. ADNOC as
discussed in this study is about to undergo a huge 2030 action plan. With this plan ADNOC
has identified a set of strategic goals to be achieved by 2030. To develop world class talent is
one of these goals. The study validates with relevant discussion a fact that an engaged
workforce is a necessity for this plan to be a success. With relevant discussion on the topic
the study suggests that an engaged workforce could be highly beneficial for ADNOC to
control challenges that affect productivity. These challenges include but not limited to such as
increasing employee turnover and absenteeism, low job satisfaction and employee
motivation, and so forth.

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Table of Contents
A brief introduction on the case study.......................................................................................4
Q1: The concepts and key elements of employee engagement and its link with business
outcomes....................................................................................................................................4
a) Employee engagement and its principle dimensions such as intellectual, affective, social.
................................................................................................................................................4
b) An explanation on whether there is any difference between employee engagement and
other related concepts such as organisational commitment, employer involvement and job
satisfaction..............................................................................................................................6
c) The need for aligning employee engagement with components e.g. organisation’s
purpose, values and mission and business strategy (Use ADNOC vision, mission, values,
strategy)..................................................................................................................................8
Q2: Importance of employee engagement as a contributor to positive corporate outcomes.....9
a) The principle drivers of employee engagement such as opinions on management,
employee voice, meaningfulness of work, employee well-being etc...................................10
- An evaluation of the benefits of having an engaged workforce for managers, employees,
customer and organisations..................................................................................................12
b) Outlining steps that an organisation can take to create a culture of employee engagement
through measures such as job design, discretionary behaviour, role autonomy, etc...........13
Q3: Knowing how to implement HR strategies and practices to raise levels of employee
engagement in a specific organisational context......................................................................14
a) Identification and evaluation of the types of diagnostic tools such as employee attitude
or climate surveys, focus groups, metrics e.g. employee turnover, absenteeism rates in

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relation to measuring employee attitudes and the level of employee engagement in the
context of the case study firm..............................................................................................14
b) Proposing relevant strategies like relevant people resourcing, development, performance
and communication strategies to raise the levels of engagement by considering ADNOC's
“employee value proposition” and construct a plan.............................................................16
 HODs will be able to explain any management decision.................................................17
 Employees can share the problems faced by them...........................................................17
Table 1: Employee Engagement Plan......................................................................................17
- Example of an employee value proposition and list the hallmarks of a ‘good’ employee
value proposition e.g. unique, relevant and compelling.......................................................18
- Examples of relevant HR strategies to raise levels of employee engagement e.g. sounding
boards, focus groups, think tanks, inputs to strategy and a few examples of measures to
address any barriers e.g. methods of influence and persuasion, evidence-based arguments.
..............................................................................................................................................19
Conclusion................................................................................................................................20
References................................................................................................................................21

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A brief introduction on the case study
ADNOC is an Abu Dhabi based national Oil Company. The business has expertise in
exploration, storage, refining and distribution of petrochemical products. ADNOC has played
important and integral role in the economic development of Abu Dhabi. The company has
now identified and devised strategic goals to perform even better than they are currently
doing. These strategic goals as part of their 2030 Plan include also developing excellent talent
(Adnoc.ae 2019). The plan suggests that ADNOC desperately needs an engaged workforce,
which understands their work responsibilities as well as go beyond this to benefit ADNOC in
numerous ways. Nevertheless, ADNOC is investing in its people. They want to generate the
leaders of next generation. They want to become one of the highly preferred employers to
work with (Adnoc.ae 2019).The pieces of information furnished so far indicate the purpose,
which this task is serving. The purpose is to describe employee engagement with the help of
its various elements, related concepts, case examples and much more.
Q1: The concepts and key elements of employee engagement and its link
with business outcomes.
This section analyses key elements and concepts related to employee engagement, and
its outcomes in relation to the case business.
a) Employee engagement and its principle dimensions such as intellectual,
affective, social.
An organisation is said to have highly engaged employees when its employees have
commitment to the organisation as well as to its values. Moreover, such employees possess

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eagerness to help organisational members and colleagues. Employee engagement though is a
debatable topic goes beyond just job satisfaction. Employee engagement is not just related to
employee motivation. Engagement is something an employee can offer, which may not be the
part of an employment contract (Graban 2018). There are popularly three levels of employee
engagement. These are social, affective and intellectual engagement (Graban 2018).
Social Engagement:
Social engagement means communicating using the online communication channels
such as social media channels. These channels can be used to establish effective inter-
organisational communication between organisational members. Social media channels can
also be used to interact with customers in a productive way. Hence, the use of social media
channels do not just keep organisational members updated on various things but also in
developing a relationship of trust with customers (Mone and London 2018). Few widely used
social media channels are Twitter, Facebook and so forth (Mone and London 2018).
Affective Engagement:
Affective engagement means feeling positive about the job responsibilities. Indeed, a
positive feeling about a job is one of the factors of employee motivation. When there is
positive feeling in employees, finding solution for a problem will become easier. There will
be motivation to look for wide range of ideas from various possible resources. Affective
engagement in employees will also ease out the work pressure of supervisors, as their people
are self-dependent (Bailey et al. 2017).
Intellectual Engagement:
Intellectual engagement provides further boost to employee motivation as because of
intellectual engagement they are motivated to work harder to get the solution (Albrecht et al.
2015). Problems remain unresolved for a significant amount of time when employees lack