Employee Engagement: Concepts, Tools, and Value Proposition Report

This report delves into the multifaceted concept of employee engagement within the context of Human Resource Management (HRM). It commences by defining employee engagement and exploring its key drivers, such as co-worker relationships, manager interactions, job autonomy, feedback mechanisms, and opportunities for learning and growth. The report then evaluates various diagnostic tools used to measure employee engagement, including pulse surveys, Employee Net Promoter Score (eNPS), one-on-one meetings, stay/exit interviews, HR software, and social media analysis. Furthermore, the report examines the Employee Value Proposition (EVP), outlining its core components like financial rewards, employment benefits, career development, working environment, and company culture. Finally, it presents actionable strategies to elevate engagement levels, emphasizing the crucial role of the HR department in communication, recognition, training, and feedback mechanisms to foster a motivated and productive workforce. The report underscores the significance of these elements in achieving higher productivity, lower employee turnover, and enhanced customer satisfaction.

HUMAN
RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
Task 1...........................................................................................................................................3
Concept and Drivers of Employee Engagement -.......................................................................3
Task 2...........................................................................................................................................5
Tools to measure Employee engagement -..................................................................................5
Task 3...........................................................................................................................................6
Employee value proposition and the strategies which raise level of engagement -....................6
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................1

INTRODUCTION
Human Resource Management refers to the process of employing selected candidates,
giving them training, compensating them for their work, formulating policies related to the
employees and developing strategies to retain them. The concept of HRM has evolved with the
time and became one of the major role of the organization.
The following report will discuss in detail about the concept and the drivers of employee
engagement and evaluates diagnostic tools to measure employee engagement. Further, this report
will demonstrate about the employee value proposition and the strategies to raise the levels of
engagement.
Task 1.
Concept and Drivers of Employee Engagement -
Employee Engagement refers to the employees' emotional connection towards his or her
organization; which tends to influence the behaviour and their level of effort in the work and
related activities at the workplace. It is also about the employees' positive working attitude and
behaviour which leads to business outcomes. Employee engagement relates to employee's pride
and loyalty for organization, develop better relations with the clients, customers and users and
going beyond the expectations for completion of organization's objective (Rao, 2017). Employee
engagement is essential for every company as the highly engaged behaviour of employees results
into greater profitability for the company. HR plays the key role in implementing the employee
engagement strategies with the help of the leaders and the managers of the departments.
Engagement drivers are the feeling or emotions that employees possess about their position,
management of the company and company itself. When the managers, turn these drivers into
positive experience, employees constantly aspire to give their best. By working on employee
engagement company gets the benefits such as; Rise in Productivity, Lower Retention, Less
Absenteeism, Increase in profitability and Customer satisfaction. To make employee engaged
motivation play the crucial role, and while considering the employee motivation; Herzberg's
Hygiene theory is considered.
The Herzberg's theory has two factors: Hygiene Factor (Job factors that are significant and do
not pacify and make employees demotivated such as pay, benefits, working conditions,
interpersonal relations) and Motivation factor (these factors motivate the employees to give their

best, for the superior performance, also known as satisfiers such as: Recognition, Responsibility,
Growth and promotional opportunities). This theory infers that in company, manager must focus
on the hygiene factors to avoid employee dissatisfaction (Alshmemri, Shahwan-Akl and Maude,
2017). And also ensure that the work is stimulating and rewarding so that employees are
motivated to give their best.
Some key drivers of employee engagement are discussed below-
Co-worker Relationship -
This is one of the crucial driver of Employee engagement; it refers to the relationship of
employee's with the co-workers. When the colleagues have mutual respect for each other, that
builds trust among each other and creates a positive working environment. Co-workers
relationship is essential when the workers collaborate and work together, this should be nurtured
by the company in order to create supportive workplace.
Relationship with Manager – Leaders/ Managers play the key role in determining how people
feel about their job and at the workplace (Singh and et.al., 2016). This is the key driver comprise
of broad assessment of emploee-manager relationship and the relationship which looks for the
parameter like respect, fairness, advocacy and development.
Job Autonomy – This drivers plays an essential role by encouraging the employees to work with
their full potential. By providing the autonomy to employees means that the organisation trust
them in decision-making and employees also develop the sense of faith in the organisation and
put their best efforts. When company provide freedom to employees related to time management,
where to apply their expertise, employees feel more invested in the company.
Feedback -
By gaining useful feedback from the organization, employees get to know about their work
performance and whether they are meeting the company's expectations or not, what are the areas
where they are good at and what the areas of improvement. By giving the constructive feedback,
emploee-manager relationship strengthens.
Support and Coaching -
Companies need to ensure that the required resources are available to the employees to achieve
their goals (Popli and Rizvi, 2016). Organization also need to ensure that the employee is getting
the required support to excel their jobs as lack of support may prevent the employee from hitting
essential milestone.

Opportunity to Learn and Grow – System should consider the fact the employee joins the
company where he can get to learn, develop and grow. Employers must ask the employees if
they are missing any of the factor and take measures to provide opportunities to employees, by
working on these factors' organization can get the good outcomes from them as well will be able
to retain them.
Task 2.
Tools to measure Employee engagement -
It is known to the organizations that the employee engagement leads to higher growth and
productivity and to improve anything organization has to measure it (Stoyanova and Iliev, 2017).
To make employee engaged organization has to ensure that the company genuinely care about
them and with that faith developed employees will respond with increased loyalty and
commitment. The company measure employee engagement in two parts first by collecting the
data through various channels and second by analysing against key metrics.
Diagnostic tools to measure employee engagement -
Pulse Surveys – The pulse surveys are the most general tool of measuring engagement, in this
survey company generally checks the employee once or twice in the year, it's generally depended
on the companies policies related to track employee. With the help of pulse survey company can
regularly check in the employees and address any issue or concern before it is too late. Because
of the simplicity of these surveys, it takes less time and provide efficient and invaluable feedback
for management.
Employee net performer score (eNPS) – This is the diagnostic tool used to measure the
employee loyalty by interrogating how inclined the employees are to promote their organization
as a place of work (Gupta and Sharma, 2016). Every company wants employees that are
dedicated and loyal towards it, and companies expect that their employee will recommend about
the company and its services to other people. To make eNPS a valid measure for employee
engagement - company has to manage at daily intervals - monthly or quarterly, accumulate
anonymous responses and merged with data obtained from surveys and other sources.
One-on-One Meetings – This one of the most effective tool used for measuring the employee
engagement, as no technology can substitute the human touch. When the company provides the
opportunity of expressing their ideas and thoughts in real conversation, they feel heard.

Unidentified (anonymous) feedback help in raising the major issues. Generally, for the personal
issues and critical issues one-on-one are best ways for the leaders and managers to recognize the
common mood of the employees.
Stay/ Exit Interviews -
Sometimes it is difficult for the companies to retain their employees. By conducting the exit
interviews HR of the company gets the valuable accumulation of information, which can be
useful in strengthening engagement within the existing workforce (Sun and Bunchapattanasakda,
2019). The exit interview determines the significance of constantly working for the engagement
levels of existing employees to prevent such cases. Organization should begin with the on-
boarding process until the 90-day process to define the culture that new appointed joinees can
feel engaged in.
HR Software -
By surveying employees once or twice in a year is good beginning for the organization to
monitor the activities but the pitfall is that it does not provide real-time, ongoing and holistic
feedback. Just because of this reason, companies these days are increasingly supplementing
periodic surveys with versatile software program to track the employee engagement thorough-
out the year. These modern HR platform, impart tools to which collect and measure the
employee satisfaction, also by allowing HR to manage employee data by storing the results of
surveys in one place.
Social Media -
The growth of social media has given the managers another powerful tool to measure employee
engagement. Employees emotions and sentiments can be measured by monitoring Glassdoor
rating and reviews (Albrecht, Breidahl and Marty, 2018). An intrinsic social media network, like
the company's intranet that allows the employees to post ideas and engage in useful
conversation. This provides the manager opportunity to understand their teams better and get the
sense of enthusiasm and morale and overall company culture going in the company.
Task 3.
Employee value proposition and the strategies which raise level of engagement -
EVP refers to the set of the financial and non financial benefits provided to employees by the the
company in the consideration for the skills, experience and capabilities that they contribute in the

organization. In other words it can be defined as the community of recognition values and
support that the manager provides to employees so that they can work with their full potential.
The key components that EVP has -
Financial Rewards - This components includes all the financial offering that company provides
such as salary, stock options , bonuses etc. These are the components which are key motivators
for the workforce of company (Saks, 2019).
Employment Benefits - This includes the various benefits associated with the job such as the
health insurance, retirement benefits, paid leaves, company sponsored holidays etc.
Career Development - Employees want to know about their growth potential that the company
and the job offer and how will company contribute in the individual's career development. This
component include – mentoring and guidance, promotional opportunities, technical training and
sponsored certification courses from the valuable institutes, opportunities to work in other
countries and cities. Company which is unable to offer the salaries at par with its competitors
offers the career development and growth plan.
Working Environment – This component of EVP is linked with the factors which bring the
positive working environment in the company in order to make employees comfortable such as:
Flexible working hours, recognition, communication system, work-life balance. All these factors
adds to positivity and employee engagement (Nazir and Islam, 2017).
Companies’ culture – This element of EVP focuses on creating great culture which includes
trust and collaboration, positive relations among the team members in the hierarchy, alignment
of employee in comparison to organizational goals.
Strategies to raise level of engagement -
The HR department of the company is the critical stakeholder and plays the major role in the
success of the company. To increase the level of employee engagement , HRD should takes steps
and formulate policies -
HR must communicate about any issues and concerns that employees are facing and take steps
to solve them, in this way employees retention will be reduced and loyalty towards the
company will be developed.
HRD must recognize the accomplishments of the employees and reward them so that they work
more of it next time. This strategy will boost the employee morale and create competition among
the employees, will lead to employee engagement.

HRD must conduct the training programs for the skills up-gradation.
HRD must also builds strategies which makes employee confirm about the job security and
increases the level of productivity, that also builds the employee engagement.
HR can collect the regular timely feedback and take actions on such feedback, this will not only
maximise the employee engagement but will also develops the sense of belongingness towards
the organisation.
CONCLUSION
From this report, the concept and the drivers of employee engagement can be understood in
detail that by focusing on this concept company can gain get higher productivity, lower retention
and can also satisfy its customers more by motivating the employees. Report also discuss the
diagnostic tools such as one-on-one meeting, exit/stay interviews which measure the employee
engagement and through this company can improve its performance and the satisfaction of
employees. Later, this report determines the employee value proposition and discuss the
strategies to increase the level of engagement.

REFERENCES
Books and journals
Albrecht, S., Breidahl, E. and Marty, A., 2018. Organizational resources, organizational
engagement climate, and employee engagement. Career Development International.
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life
Science Journal. 14(5). pp.12-16.
Gupta, N. and Sharma, V., 2016. Exploring employee engagement—A way to better business
performance. Global Business Review. 17(3_suppl). pp.45S-63S.
Nazir, O. and Islam, J.U., 2017. Enhancing organizational commitment and employee
performance through employee engagement. South Asian Journal of Business Studies.
Popli, S. and Rizvi, I.A., 2016. Drivers of employee engagement: The role of leadership
style. Global Business Review. 17(4). pp.965-979.
Rao, M.S., 2017. Innovative tools and techniques to ensure effective employee
engagement. Industrial and Commercial Training.
Saks, A.M., 2019. Antecedents and consequences of employee engagement revisited. Journal of
Organizational Effectiveness: People and Performance.
Singh, S.K., and et.al., 2016. Competing through employee engagement: a proposed
framework. International Journal of Productivity and Performance Management.
Stoyanova, T. and Iliev, I., 2017. Employee engagement factor for organizational
excellence. International Journal of Business and Economic Sciences Applied Research
(IJBESAR). 10(1). pp.23-29.
Sun, L. and Bunchapattanasakda, C., 2019. Employee engagement: A literature
review. International Journal of Human Resource Studies. 9(1). pp.63-80.
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