SightsIn Plus, July 2023

a www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 JULY 2023 VOL 06 I ISSUE 10 I 150 Monthly HR Magazine Employee Engagement Dave Ulrich Lakshmi C Rensis Likert Professor of Business at the Ross School Managing Director and Lead - HR University of Michigan, and a partner at the RBL Group Accenture in India

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Monthly HR Magazine www.sightsinplus.com f sightsinplus l company/sightsin t twitter.com/sightsin1 Contents Expert View 16 Regular Colommen Harini Sreenivasan Editor’s Note 04 Partner, Semcostyle Institute India Mail Box 05 Movements06 News08 Social Media 10 Twitter26 Insights 12 Expert View Building a Future-Ready Organization: Amit Avasthi Four Key Parameters/ Atul Kumar Expert View Vice President- Talent Tiwari14 Bulbul Ray Nathan Transformation Chief People Officer Entomo Reigniting the Spark: Unleashing the Connect and Heal Power of Disengaged Employees/ 50 Amit Sahoo 19 34 Insights In Conversation With Lakshmi C 22 Shaleen Manik Chief Human Resources Officer 7 Ways to Motivate Employees in 2023/ TRANSSION HOLDINGS Upasana Kohli 28 Best R&R Strategy to Engage 30 Employees/ Navneet Mukund Rendezvous with Dave Ulrich 36 Drivers of Employee Engagement in Organizations/ Dr. Deepak Sharma 41 Employee Experience, a Challenge for HR Leaders/ Nimisha Chatterjee 44 How to Motivate Employees at 46 Workplace/ Usha Chirayil Dos and Don’ts while dealing with disengaged employees?48 Editor - In - Chief | Romesh Srivastava Published at | D-169/6, Sector-50, Noida-201301 Printed at | Eco Media Design & Photo Head | Vineeta Verma www.sightsinplus.com C- 340, Sector-10, Noida, 201301 IT & Digital Head | Amit Dutta [email protected] [email protected] Sales & Circulation Head | Kavita Srivastava Mob | 9953894881 Mob | 9971404077

Editor’s Note Romesh Srivastava a www.sightsinplus.com Editor- In -Chief f sightsinplus l company/sightsin Greetings! t twitter.com/sightsin1 In 2023, employee engagement continues to be a crucial focus 4 SightsIn Plus for organizations worldwide. Companies prioritize creating a positive work environment, fostering meaningful connections among team members, and providing opportunities for personal and professional growth. Flexible work arrangements, recognition programs, and regular communication channels are utilized to ensure employees feel valued, motivated, and empowered, leading to higher productivity and overall job satisfaction. Employee Engagement is the theme of this month’s edition. We’re proud to share that Lakshmi C, Managing Director and Lead-HR, Accenture in India is part of this edition and she is sharing Accenture’s best HR practices prioritize and boost LGBTQ+ inclusion and engagement at the workplace. We had also the opportunity to interact with Dave Ulrich, Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at the RBL Group. He is throwing lights on employee engagement in current scenario. SightsIn Plus is being circulated amongst the top Indian & Global MNCs, big to medium-sized organizations, and increasing its circulation in the fastest mode. This issue would be reaching approximately 1,25,000 readers/professionals. The edition also shares wonderful insights and case studies; “Employee Engagement in the Age of Generative AI” by Amit Avasthi, “When the silence is louder than the noise...” by Harini Sreenivasan, “Best R&R Strategy to Engage Employees” by Navneet Mukunt, “A New Perspective: Elevating Your Employer Brand” By Bulbul Ray Nathan, “How to Re-Engage the Disengaged Employees” by Shaleen Manik, “How to Motivate Employees at Workplace” by Usha Chirayil, etc. and some interesting notes through social media are part of the SightsIn Plus, July 2023 edition.  Like every time, we would be happy to hear your views and suggestions. We hereby cordially invite your feedback, insights, updates, and case study-Individual Milestone. Do write to us [email protected] Happy Reading! Romesh Srivastava

Mails of the Month I June Issue 2023 cc: bcc: To : [email protected] Subject : Mails of the Month RENDEZVOUS WITH RAGHAVENDRA SWAMY Raj Yadav Insightful! I agree, NLP chatbots have certain limitations. They may struggle with understanding complex or ambiguous queries, especially when faced with uncommon or colloquial language. They can lack context comprehension, leading to inaccurate or irrelevant responses. Chatbots also have limited knowledge, relying on pre-existing data and training. They may not possess reasoning abilities or critical thinking. Additionally, emotional intelligence and empathy are challenging for them to replicate authentically. Finally, privacy concerns arise as chatbot interactions involve sharing personal information, raising ethical considerations. CONVERSATION WITH SUSHANT DWIVEDY Manish Singh Bountifully explained, implementing a 4-day work week in India could have several potential benefits. It may improve work-life balance, reduce stress, and enhance employee well-being, leading to increased productivity and job satisfaction. However, challenges such as managing workload, maintaining continuous operations, and adapting to new scheduling arrangements would need to be addressed. The feasibility of this change would also depend on the specific industry and job requirements, as well as the potential impact on economic productivity and employment rates. Comprehensive evaluation and planning would be crucial for a successful transition to a 4-day work week in India. HOW HR LEADERS ARE SPEARHEADING THE QUEST FOR LGBTQ+ INCLUSION: BALA V SATHYANARAYANAN Rahul Dev HR leaders are playing a crucial role in spearheading the quest for LGBTQ+ inclusion in the workplace. They are actively advocating for policies that support equal rights, nondiscrimination, and diversity training. HR leaders are implementing inclusive practices, such as gender-neutral bathrooms, preferred name and pronoun usage, and support networks. They are also fostering a culture of acceptance and understanding by organizing LGBTQ+ awareness events, providing resources, and ensuring fair treatment and benefits for all employees, regardless of their sexual orientation or gender identity. TRANSGENDER INCLUSION AT WORK: CREATING A SUPPORTIVE ENVIRONMENT: ACHAL KHANNA Rajani Shukla Transgender inclusion at work is a vital aspect of fostering a diverse and inclusive workplace. HR leaders are driving efforts to create a supportive environment for transgender employees. This includes implementing policies that address gender transition guidelines, providing inclusive healthcare benefits, and offering training to educate colleagues on transgender issues. They are also working to create safe spaces, promote respectful language and pronoun usage, and actively engage with transgender employees to understand and address their unique needs and challenges. Send www.sightsinplus.com 5 JULY 2023

JUBILANT ROPES IN COGNIZANT INDIA’S SHANTANU JHA AS GROUP CHRO An Indian conglomerate, Jubilant Bhartia Group appoints Shantanu Jha as Group Chief Human Resources Officer.  Shantanu is an experienced engineer turned HR leader with over 25 years of experience, he has led large teams globally and is a driven individual has a proven track record of excellence in transformation, design, and execution. Prior to Jubilant Bhartia Group, Shantanu was associated with Cognizant India as SVP, Head of Transformation. In this role, he led the transformation to successfully implement the organizational change at Cognizant. His earlier stint includes working with leading organizations like IBM, and Wipro BPO and Eicher Tractor.  JOHNSON CONTROLS HITACHI GETS SANJAY SUDHAKARAN AS MD, INDIA & SOUTH ASIA Johnson Controls-Hitachi Air Conditioning (JCH) India Limited today announced the appointment of Mr. Sanjay Sudhakaran as new Managing Director, India & South Asia region, effective July 1, 2023. Sanjay Sudhakaran will succeed Gurmeet Singh, who has stated his intention to pursue other interests, has stepped down as Chairman and Managing Director on June 30, 2023. He will remain as Senior Advisor to JCH – India until September 30, 2023. Sanjay and Gurmeet will work closely together to ensure a smooth transition. BHEL APPOINTS KRISHNA KUMAR THAKUR AS DIRECTOR- HR One of India’s largest engineering and manufacturing enterprises, Bharat Heavy Electricals Limited (BHEL) has announced the appointment of Krishna Kumar Thakur as Director-HR. Krishna Kumar Thakur is a 1998-batch officer of the Indian Railway Personnel Service (IRPS). Prior to joining BHEL, he was heading the HR and Administration function of Central Railway as Chief Personnel Officer. He has 25 years of hands-on experience in handling HR matters and administration in the Indian Railways as well as other Central PSUs. He has also worked with various other central PSUs. He holds his Executive MBA, Human Resources Management/ Personnel Administration, General from Tata Institute of Social Sciences. BHARATPE GROUP APPOINTS PANKAJ GOEL AS CHIEF TECHNOLOGY OFFICER BharatPe Group has announced the appointment of Pankaj Goel as the Chief Technology Officer. Pankaj is a seasoned engineering leader with nearly three decades of experience in technology and engineering roles. Prior to joining BharatPe, he was the Head of Payments Engineering at Razorpay. Pankaj will be reporting to Nalin Negi, Chief Financial Officer and interim CEO, BharatPe. Pankaj will lead the technology team at BharatPe Group and spearhead the technology and innovation strategy across the Group of companies. Prior to Razorpay, Pankaj held leadership positions at renowned companies such as Intuit, Trilogy, and Sun Microsystems. 6 SightsIn Plus

GODFREY PHILLIPS INDIA APPOINTS SAKSHI ANAND AS CHRO A flagship company of Modi Enterprises, Godfrey Phillips India Limited has appointed Sakshi Anand as Chief Human Resources Officer (CHRO). In this role at Godfrey Phillips India Limited, she brings a strong experience in HR Strategies for business growth. Prior to Godfrey Phillips, Sakshi was associated with DCM Shriram LTD as CHRO (Chemicals Business). She worked with the organization for 9 years. Her earlier stints include working with Bharti Airtel and Network18. She started her career working with HSBC as an Executive – Retail Banking. She holds her PGDBM, HR from Symbiosis Centre For Management and Human Resource Development. QUICK HEAL GETS INFOSYS FORMER TOP -EXECUTIVE VISHAL SALVI AS CEO Quick Heal Technologies Ltd announced the appointment of Vishal Salvi as the new Chief Executive Officer. Vishal Salvi, a former executive at Infosys, brings with him over 29 years of experience in driving excellence in the cybersecurity and information technology domains in India and globally.  During his tenure at Infosys, he played a crucial role in shaping the information and cyber security strategy across the Infosys Group. Salvi’s extensive expertise in cybersecurity and information technology has been honed through various leadership roles at renowned organizations such as PwC, HDFC Bank, Standard Chartered Bank, Global Trust Bank, Development Credit Bank, and Crompton Greaves. WALMART GLOBAL TECH GETS BHUMIKA SRIVASTAVA AS PEOPLE LEADER Walmart Global Tech has appointed Bhumika Srivastava as People Leader. In this role, she will lead the HR strategy and operations for the largest retail company in the world. She carries over 20 years of experience in human resources. Prior to Walmart Global Tech, Bhumika was the Global head of HR at Polygon Technology. Earlier, she was associated with Airbnb as Head of HR & Director, Employee Experience for over five years. Previously, her association was with organizations such as Snapdeal, Tesco PLC, Yahoo, Adobe Systems, and Newgen. She holds her Master’s in Business Administration from the Mahatma Gandhi Kashi Vidyapeeth and Bachelor of Science – BS, Biochemistry from Nagpur University. SBI APPOINTS KAMESHWAR RAO KODAVANTI AS CFO SBI announced the appointment of Kameshwar Rao Kodavanti as Chief Financial Officer. He replaces Charanjit Surinder Singh Attra who has resigned from the post. “Kameshwar Rao Kodavanti has been appointed as CFO of State Bank of India with effect from July 1, 2023,” the country’s largest lender said in a filing to stock exchanges. As the new CFO, Kameshwar Rao Kodavanti will assume responsibility for overseeing the financial operations of State Bank of India. He has been working with SBI since August 1991 and has experience in the fields of banking, forex, finance, and accounting. He is a qualified CA. 7 JULY 2023 www.sightsinplus.com

News After Quiet Quitting, what is ‘Loud After Infosys Quitting’ new workplace trend? and HCLTech, Wipro also The workplace has been world’s employees are “Quiet defers salary undergoing the Quitting.” 23% are Thriving at emergence of new work that feel (Engaged), 59% hikes trends. After the rise of are Quiet quitting (Not engaged), “moonlighting”, “Great and 18% Loud quitting (Actively After Infosys, Resignation”, and “quiet disengaged). HCLTech another IT quitting”, now “loud quitting” giant, Wipro has also has taken center stage. • Thriving at work: These announced a delay in its For leaders and managers, loud employees find their work wage hike cycle for the fiscal quitting can signal major risks meaningful and feel connected to year. Chief Financial Officer within an organization that the team and their organization. Jatin Dalal said, “We did our are important not to ignore. They feel proud of the work they last salary increase in Conversely, quiet quitters are do and take ownership of their September of last year, and often your greatest opportunity performance, going the extra mile we plan to do that for this for growth and change. They for teammates and customers. year sometime in quarter are waiting for a leader or a three.” Wipro has announced manager to have a conversation • Quiet quitting: These employees that it has postponed the with them, encourage them, are filling a seat and watching the salary hike of its employees and inspire them. clock. They put in the minimum to the 3rd quarter, the salary A few changes to how they are effort required, and they are hike given in September last managed could turn them into psychologically disconnected year will be postponed to productive team members. from their employer. Although the October-December Loud quitting is a workplace they are minimally productive, quarter this year. The trend that involves an employee they are more likely to be company plans to carry out making a scene or openly stressed and burnt out than the pay raise in the third expressing perceived negative engaged workers because they quarter of the year instead of aspects of their working feel lost and disconnected from Q2. experience before or during their workplace. The Voluntary attrition has resignation. This phenomenon continued to moderate QoQ, grew out of The Great • Loud quitting: These employees coming in at an 8-quarter Resignation, similar to quiet take actions that directly harm low in Q1’24. Sharing the quitting. the organization, undercutting its Q1 results the firm said that In the case of Loud quitting the goals and opposing its leaders. its attrition volume stood employees in the workplace At some point along the way, at 17.3 percent from 19.4 rather than simply disengaging the trust between employee and percent in the previous or quietly resigning, the workers employer was severely broken. Or quarter. As per the report, cause conflict or actively call out the employee has been woefully The Voluntary attrition is in working conditions. mismatched to a role, causing IT Services computed on a In this phenomenon, the constant crises. quarterly annualized basis employee leaves their job boldly and expressively, ensuring that The recent “State of the colleagues and superiors can’t Workplace” survey by Gallup, ignore their experience.  which surveyed over 120,000 According to the State of global employees in 2022, reveals the Global Workplace 2023 that almost one in five, or 18%, Report by Gallup, The report of employees worldwide are showed a majority of the either loudly quitting or actively disengaged. gg 8 SightsIn Plus

and excludes DOP. Deloitte, PwC, IBM set up offices in The employee count has gone India’s smaller cities down by 8,812 individuals in the June quarter. The total employee The major firms including Deloitte, PwC, and IBM are count at Wipro experienced a stepping up investments in new Indian facilities away decline, reaching 249,758 by from bigger cities as global demand for cheaper back the end of the first quarter, in office operations. comparison to 258,570 at the end As per report, Ernst & Young in June said it expects of the previous fiscal year, FY23. multinationals to set up “global capability centres” for all types This is similar steps are being of industries in tier-2 cities such as Jaipur, Vadodara, Kochi, taken at other Indian IT services and Chandigarh. Deloitte announced the opening of three offices companies. The technology in Pune, Chennai, and Kolkata and nearly doubles its workforce company HCLTech has deferred in 3 years. In the coming year, over 10,000 skilled professionals salary hikes for their employees by specializing in various areas such as artificial intelligence, data one quarter. analytics, cybersecurity, cloud, human capital, assurance, tax, According to the reports, Chief valuations, and mergers and acquisitions will operate from these People Officer Ramachandran locations; Pune, Chennai, and Kolkata. Sundararajan said, “Typically, this Deloitte, with a workforce of over 100,000 in India, says it will time of the year, we make our hire 50,000 more staff over three years, and expand its footprint announcements on pay reviews.” in new towns while KPMG plans to hire over 20,000 over the “Last couple of years the hiring next three years. that we have done and the Deloitte, PwC, and IBM have opened offices in Bhubaneswar to compensation reviews that we serve Indian and global clients as the labour cost and operational have done, we have taken that cost is also lower in these cities. These companies are also into consideration and have opening campuses in tier-two cities due to the following reasons:- taken a decision to defer our • Rising wages. annual reviews by a quarter,” • Declining accounting graduates in developed countries after Ramachandran Sundararajan the pandemic. added. • Visa restrictions have helped India emerge as a powerhouse Infosys has deferred the salary for global business services like taxation, data analytics, hikes of its employees which it cybersecurity, and customer management. usually rolls out from April for Apart from these companies, the IT industry has also focused its employees below the senior on Tier- 2 cities. Infosys also established offices in tier II cities management level. like Visakhapatnam and Coimbatore. The new offices aim to Usually, Infosys rolls out pay hikes encourage employees to work in a hybrid mode and provide for employees below the senior them with greater flexibility while bringing them closer to their management level in the month residences. of June quarter, but employees Accenture also launched new centers in Jaipur, Coimbatore, and yet have not received any Indore and has told employees that they could work from these communication from the company. cities at their convenience. TCS has rolled out an annual salary Persistent Systems also opened smaller offices to lure its increase with effect from April 1st. employees back to office culture. The firm already has big The company has given a 12-15% facilities in various cities but to make it convenient for employees raise for exceptional performers in and reduce their travel time, Persistent Systems opens small the latest annual compensation offices in Pune and Bengaluru accommodating 200 employees. review and also commenced the promotions cycle. gg gg 9 JULY 2023 www.sightsinplus.com

Social Media SHOULD YOU LEARN OR BLINDLY IMITATE SUCCESSFUL PEOPLE AT THE WORKPLACE? By@Sanjay Pendharkar behaviors, strive to internalize relationships with them. Seek “The best way to learn is the principles that guide their mentorship opportunities to by imitation.” - Aristotle success and apply them in your gain more in-depth guidance It’s good to learn from own context. and personalized advice. • Embrace your individuality: Engaging in conversations successful people at work, but It’s important to recognize and building connections can remember, don’t just copy them that each person’s journey is provide you with valuable blindly. Take inspiration from their unique. While imitation may insights and support, helping achievements and strategies, but provide guidance, it’s crucial to you navigate your own path to do things in your own way. embrace your own strengths, success. Blindly imitating someone else talents, and perspectives. Ultimately, while learning from can be risky. Build upon your individuality successful individuals can Why? Because what works for and find ways to bring your be beneficial, it’s essential to them might not work for you. unique value to the workplace. maintain your own identity and We’re all different, with our own Don’t lose sight of your own adapt their strategies to suit your strengths, styles, and goals. authenticity and the strengths own circumstances and goals. How to learn from successful that make you stand out. Strive for a balance between people at the workplace? • Seek mentors and build learning from others and • Successful individuals often relationships: Instead of cultivating your own unique solely imitating successful approach to work. have well-developed strategies people, consider developing and approaches that contribute gg to their achievements. Observe and analyze their methods, HOW DO I BECOME EMOTIONALLY such as how they prioritize STRONG & INTELLIGENT? tasks, communicate, or handle challenges. Incorporate those Best answered by@Anubhav Jain for a few minutes but can definitely strategies that align with your 1. Don’t let people control your control your emotions sometimes to get own strengths and style of them out in the right way, at the right work. thoughts, reactions and place and in front of the right people. • While it’s useful to learn from emotions. Smart people fit Oversharing is something we all do and others, it’s essential to adapt their thoughts in your mind regret, intense reactions are what we their approaches to fit your through conviction, repetition, all do and regret. Separating yourself unique circumstances and luring, offers, affection, and from your present emotions is important, strengths. What works for appreciation. Give every and thinking at least once about future one person may not work for proposal a deep thought consequences is very important. Letting another. Recognize your own beyond the emotional force one go of the urge and instincts to protect capabilities, preferences, and is using on you. Be prepared your integrity and status is important. goals, and tailor the strategies to hurt people if their emotions 4. Take the words and ignore the noise. you learn accordingly. don’t suit your life. Don’t react to reactions, don’t react to • Focus on principles, not 2. Realize that negative emotions immaturity, don’t react to emotions. just actions: Look beyond aren’t always negative, React to facts, logic, meanings and the surface-level actions sometimes, negativity is a sign questions in a mechanical way. React to of successful individuals of progress, change, or growth, emotions only when there’s repetition, and identify the underlying whenever you leave a comfort a breach of moral boundaries or you are principles driving their success. zone you ought to fear and get proven wrong despite being factually Understand their mindset, anxious. Running in practice correct. Still react with calmness to give values, and work ethic. Instead races doesn’t give one anxiety. power to your words. of simply imitating specific 3. You can’t withhold breath 5. Never consider yourself perfect and 10 SightsIn Plus

WHY YOUR EMPLOYEES SHOULD BE ON LINKEDIN By@Rae Levrann through employee activity gain team members, and add a few The company’s employees more followers on their business words about the importance on LinkedIn are the pages and improve both the and uniqueness of the topic. brand’s best quality and the reach of their Combine relevant text with at presence as a result. least one eye catching photo ambassadors, as they act both as 6 tips to help you make better from the event in your post, potential recruiters for the use of employee engagement on and it will be even better with organization and as brand LinkedIn several photos or a video. spokespersons. Branding 1. Celebrate the victory This action adds value to expert William Arruda shows that the employees and to the when an employee arrives through and achievements of the organization. another employee, they will be organization. Employees want 5. Everybody loves photos, and substantially less likely to drop to be proud of the company everyone has a camera. In out from the company compared they work for. The success company or external events, to employees who were recruited of an organization is not only remember to take photos from in other ways. Meanwhile, the the management’s, but also a small meetings and to bring employees who recruited others tremendous sense of satisfaction the entire team together for a feel a better sense of belonging to for its employees. Did your central picture that you will the company and their chances of company win an award, a let the employees know they leaving decrease. Companies that competition, landed a strategic should expect to be published are represented on LinkedIn also deal, or got another kind of online so they will anticipate it. recommendable honor? You Make sure you inform everyone complete, realize a scope for should share a post about it on that the photo was uploaded improvement, realize imperfections your page and tag the employees and encourage them to share it in your opinions, choices, and who took a part in this on their profiles, so the image thoughts, realize that your thought achievement, so they can share appears there and increases process is restricted by limited their pride on their profiles. your brand exposure to further knowledge and experiences and be 2. Encourage the employees connection circles. open to corrections. to publish long added-value 6. Stories! They are new on 6. Never be quick to jump on a LinkedIn Articles and share LinkedIn, and your company judgement, think about an event them on the brand’s business should make good use of with neutrality, empathy and page. This move positions your them. Share daily updates lack of ‘me,’ and then decide. team as authorities in their on your organization’s life on Sometimes the nicest of people respective fields in the eyes of the business page’s Story, give negative reactions inspired by the outside world, expresses including photos from everyday an overwhelming situation. that your organizational culture activities, behind the scenes of 7. Don’t aim at perfection, believes and honors your events and webinars, how it’s perfectionism is a sickness and not employees, and strengthens made videos or photos. This greatness, let life run naturally, the the relationship between your will position your company way it is, and realize that people company and your team. as a lively, updated working ought to make mistakes, things 3. Train your team on how to environment, that’s connected may not turn out as expected, participate in professional groups to its team and their activities. and each day shall bring some discussions on LinkedIn. This This is a win-win situation: disappointments. Life’s beautiful is an advanced form of digital encouraging the use of in the way it is, it’s a story of turns networking, and just like Articles LinkedIn by employees offers and twists and not a fairy tale. it works on several levels when it the employees themselves an Bad days and phases ought to be comes to benefits for both sides. opportunity for enhanced personal there and you are capable enough 4. Share webinars or online event branding. This is something the to live by them. g g and conferences attended company should make sure that by your employees with they understand. g g screenshots. Tag the relevant 11 JULY 2023 www.sightsinplus.com

Expert View Harini Sreenivasan When the silence is louder than the noise... The pandemic has highlighted that it is possible for people to prioritize work and personal matters in a fair manner. When a team member is committed to delivering and is able to balance personal work as well, flexibility becomes a key ingredient for success. In such situations, if there are meaningless bureaucratic rules, you are inviting disengagement with open arms. Do your team members Harini Sreenivasan and what problem are we trying discuss interesting to solve? What is staring at us articles related to Partner on our faces could be a lack of business? Do your team Semcostyle Institute India engagement and we might be members have impromptu trying to address this in a very celebrations of small wins? Does myopic manner just like trying your team stay motivated after to treat cancer with paracetamol! salary revisions?  Do you see Wouldn’t it be better to identify your team members showing up the cause of the cancer and arrest willingly each day and every day its spread? irrespective of work? If your What could be the cause of answer to these questions is a the deathly silence? Working clear ‘No’ or if you are struggling with several organizations to answer them, you could be across industries and helping dealing with disengaged them build cultures that drive employees. engagement has given me deep Very often we hear business insights into this. Here are my heads and HR heads say that top 5 from the list. there is not much “noise” and hence all is well. “Attrition is Lack of Alignment of Purpose manageable and we are able Every individual comes to work to replace people quickly” or with a purpose. There could “We need to get more activities be a monetary need, a sense of on Fridays to keep people fulfilment, a psychological need engaged” are typical things to prove one’s worth or even just we hear in HR conversations. an escape from something else. What are we really observing Likewise, every organization 12 SightsIn Plus

has a purpose too! Why does the would be seeing only one part departments, the impact of their organization exist? What is its of the whole picture. Customer action on the business outcome mission? More often than not, insights and feedback are great will also not be clear. Teamwork the mission remains a complex motivators for innovation. and collaboration are not enough articulation of bombastic words Keeping customers at arm’s if restricted within departments on the wall. As long as the length from the rest of the when the competition is connection of organizational organization depletes purpose actually outside. Not being purpose with personal purpose is alignment resulting in slow able to visualize themselves as not made visible, disengagement disengagement. part of the big picture breeds can set in easily.   disengagement. Siloed Working Not Feeling Valued Traditional organizational While I do call out the above It is not so much about fancy structures focus on the hyper- as my top five reasons for joining kits and a great specialization of functions and disengagement, you would have onboarding experience. But individuals. When departments noticed that they are not in does each team member feel are unable to visualize their any particular order and in fact trusted for their capabilities interdependencies with other quite interrelated. As business and competencies? Do they feel leaders and HR leaders, it is updated and informed about the Thomas Alva Edison important to take a holistic view business even if it is not relevant said, “The doctor of disengagement.   to their activities? Do they feel of the future will safe to speak up and take a stand give no medication, As Thomas Alva Edison said, on matters? Humans have the but will interest his “The doctor of the future will ability to observe, think, analyze, patients in the care give no medication, but will decide, and act. A culture that of the human frame, interest his patients in the care curbs these instincts drives diet and in the cause of the human frame, diet and disengagement. and prevention of in the cause and prevention of disease”. disease”, the leaders of the future Lack of Flexibility will have to place their interest The pandemic has highlighted in making people feel valued, that it is possible for people to trust their potential and prevent prioritize work and personal disengagement. matters in a fair manner. When a team member is committed to gg delivering and is able to balance personal work as well, flexibility www.sightsinplus.com becomes a key ingredient for success. In such situations, if there are meaningless bureaucratic rules, you are inviting disengagement with open arms. Distance with the Customer Gone are the days when customer insights were for the sales or marketing folks alone. If the production team does not know who and how the products they manufacture are used, they 13 JULY 2023

Insights Atul Kumar Tiwari Building a Future- Ready Organization: Four Key Atul Kumar Tiwari CHRO ParametersSpiceMoney About the Author As we navigate the nanopreneurs. Below are four ever-evolving landscape key attributes, as we aspire to Atul is currently working as of the business world, it become, a future-ready and CHRO for one of the biggest and becomes increasingly important future-proof organization. fastest Rural Fintech firm Spice for organizations to embrace   Money. Previously, he has worked change and proactively adapt to 1.  People and Skills: with Hexaware Technologies, and stay ahead of the curve. We, at The foundation of any IBM in global roles based out of Spice Money have redefined Singapore and USA doing Human financial access through our successful organization lies unique tech-led platform that in its people. To ensure capital/Technology consulting, disseminates assisted financial future readiness, we are and with Pricewaterhouse Coopers solutions, enhances inclusive investing in attracting, financial services & empowers developing, and retaining worked on HR Transformation local entrepreneurs, who we call, top talent. This requires a projects. Atul moved to a corporate forward-thinking approach HR role from consulting with PeopleStrong as an HR Head & Transitions Leader for their Cloud HR Product. Later he served in Puma Energy in Global Role and then with Oyo managed their Global Tech Organization. 14 SightsIn Plus

As a future-ready organization, we aspire to have a 4. People Growth: flexible and adaptable structure that enables agility. To ensure long-term success, We collaborate closely with other leaders to reassess and redesign organizational structures, moving away we prioritize the growth and from traditional hierarchical models to more agile development of our people. and responsive frameworks. The aim is to establish robust performance management to talent acquisition,  3. Organizational Culture: systems that provide timely aligning hiring strategies Culture acts as the backbone feedback, clear career with future business needs. paths, and opportunities Additionally, we provide of any organization and plays for advancement. Creating ample opportunities for a pivotal role in shaping its a supportive and nurturing upskilling and reskilling future readiness. To foster environment where employees, empowering a culture that embraces employees can explore them to stay relevant in a innovation, risk-taking, and their potential and take rapidly changing world. collaboration, we encourage on new challenges is key. Encouraging a culture of open communication Additionally, we encourage continuous learning and channels, promoting a sense internal mobility, enabling fostering a growth mindset of psychological safety. employees to gain diverse continues to contribute to Recognizing and rewarding experiences across different the development of a highly employees’ contributions to roles and functions. This not skilled workforce within innovation helps to create only enhances individual Spice Money. an environment where ideas growth but also strengthens   thrive. Embracing diversity the organization’s overall 2.  Structure within the and inclusion is also crucial capability. Organization: to future-proofing an   As a future-ready organization, such as ours, Final Words organization, we aspire to that operates in an ever-   have a flexible and adaptable evolving market dynamic, as Building a future-ready structure that enables agility. it brings together different organization requires a holistic We collaborate closely with perspectives, experiences, approach encompassing people other leaders to reassess and ideas. and skills, structure within the and redesign organizational organization, organizational structures, moving away Recognizing culture, and people growth. from traditional hierarchical and rewarding By focusing on these key models to more agile and parameters, we empower responsive frameworks. employees' ourselves to adapt and thrive in This could involve contributions an increasingly dynamic business promoting cross-functional to innovation environment. Embracing collaboration, implementing helps to create change, fostering innovation, flexible work arrangements, an environment and investing in the growth and and flattening decision- where ideas development of their people making processes. By helps us to position Spice Money embracing fluid structures, thrive. at the forefront of the future. we are able to better navigate Remember, the organizations uncertainties and swiftly that successfully anticipate and respond to market dynamics. embrace change will be the ones that emerge as leaders in the 15 JULY 2023 years to come.  gg www.sightsinplus.com

Expert View Amit Avasthi Employee Engagement in the Age of Generative AI Generative AI empowers employees to assess their own engagement levels and take necessary actions. Instead of relying solely on employer-led engagement surveys, employees can have access to AI-powered tools that provide self-assessment and personalized recommendations. This shift puts the power of engagement back in the hands of the employees, enabling them to take ownership of their own engagement and well-being. Alvin, a committed Amit Avasthi The retina scan at the entrance employee of a leading gate was just the beginning. The MNC, walked into his Vice President- Talent organisation had implemented office on a sunny morning in the Transformation advanced facial recognition summer of 2025. As he Entomo technology combined with approached the entrance gate, he sentiment analysis algorithms. noticed something different—a This allowed the AI system to new notification on his Mirano identify employees› emotions Office App on his “wrist phone” based on their facial expressions caught his attention. The ping and behaviour patterns, read, «Hey Alvin, you look tired providing them with personalized and worried. Is everything support and engagement. okay?» . His steps paused for a   while, staring at that notification. Intrigued by this newfound   technology, Alvin replied to the Alvin›s curiosity was piqued. message on the Mirano Office How did the app know how App, sharing his concerns about he was feeling? With a hint of an upcoming project deadline. excitement, he tapped on the Within seconds, a response notification and opened the popped up on the screen, app. As he explored further, he suggesting a few strategies realized that his organisation to manage his workload and had introduced a cutting-edge recommending relevant employee engagement system resources to help him meet the powered by generative AI for all deadline successfully. Alvin employees. couldn›t help but be amazed at 16 SightsIn Plus

how the generative AI system role of a silent observer, analysing the concept of employee understood his needs and conversations and providing engagement, making work not provided prompt assistance for real-time suggestions to foster just a fulfilling experience but a the exact problems he was facing inclusivity and better decision- transformative one as well. at the workplace. making. It detected when certain   team members were not actively Does it seem like a story As the day progressed, Alvin participating and gently nudged from fiction? Not really, if experienced first-hand the them to contribute, ensuring that organisations decide to embrace transformative power of everyone›s voices were heard and the power of AI and integrate generative AI in his work valued. systems better, this is truly a environment. The AI algorithms   possibility. embedded in the office app As the weeks passed,   monitored his work patterns, Alvin noticed a significant How Organizations can analysed his productivity, and improvement in his overall Embrace AI in the Area of recognized when he needed a well-being and job satisfaction. Employee Engagement break. It would remind him to The AI system had created a take short rejuvenation breaks, workplace environment that The story of Alvin and his guiding him through quick was attentive, supportive, and MNC is a powerful example relaxation exercises or even empathetic. It not only enhanced of how generative AI can be suggesting a walk in the office Alvin›s productivity but also used to transform employee garden to clear his mind, also nurtured his mental health and engagement. Here are some offering app based schedules work-life balance. specific ways that organizations to manage time and schedules   can embrace AI in this area: better. The app would create The MNC›s commitment to   a new schedule every time employee engagement through • Use AI to collect and something changes , thereby generative AI became a topic adapting to the needs of Alvin. of discussion beyond its walls. analyse data about employee   Other organizations recognized engagement. Engagement is Alvin›s colleagues and team the tremendous benefits and not static, so collecting data members also benefited from began adopting similar AI-driven and analysing it regularly using the generative AI system systems to enhance employee AI would help organisations experience. The AI System experiences worldwide. grasp employee issues better promoted seamless collaboration   and support them by providing by identifying areas of expertise Alvin and his colleagues are on-demand solutions, among team members and proud to be a part of this thereby impacting employee facilitating connections for ground-breaking journey. They engagement positively. knowledge sharing. The AI- realized that their organisation • Use AI to provide powered chatbot assistant in had set a new standard for personalized support the office app provided instant employee engagement, and guidance to answers to queries, enabling leveraging generative AI employees. Nudging efficient communication and to create a workplace that employees on aspects that problem-solving. Alvin and his prioritized their well-being and are not aligned, and helping team found it easier than ever to personal growth. employees identify their work together, bouncing ideas   blind spots and act on them is off each other with the help In the December of 2025, as possible using AI. of AI-generated insights, thus Alvin sat at his desk, refreshed • Use AI to automate tasks that making brainstorming more and motivated, he reflected on take up employees’ time and productive and impactful. how far they had come. With energy. Using AI for making During team meetings, the generative AI as their ally, meetings more effective, generative AI system took on the the MNC had revolutionized focussed and creating summaries may just be some 17 JULY 2023 www.sightsinplus.com

Expert View Amit Avasthi of the examples of potential at a particular moment in • HR Led: Generative AI shifts use cases of AI at workplace. time. Generative AI takes it the role of HR from being • Use AI to create a more a step further by enabling real- merely “controlled” to being inclusive and supportive time assessment of employee truly “led” in the realm of workplace environment. This sentiment. By leveraging employee engagement. By is debatable at the moment. advanced sentiment analysis leveraging sentiment analysis Can AI reduce or would AI algorithms and real-time data and data mining techniques, AI increase unconscious bias? collection, AI tools can detect tools can uncover hidden factors One way to look at it is and respond to changes in contributing to engagement another data point that may employee engagement on an issues beyond what is apparent. help surface organisation ongoing basis. This allows This enables HR to gain deeper biases that can be looked organizations to address insights into the root causes into for potential impact of concerns promptly, making of engagement challenges bias at Workplace. Having engagement a dynamic and and take a more strategic and said that, it may be very continuous process. targeted approach in addressing easy for example to analyse • From Reactive to Proactive: them. AI-powered tools can Performance feedback of all Generative AI offers the uncover nuanced aspects such team members and bring out potential to shift from reactive as manager behaviour, work such instances of bias.   engagement strategies to pressure, and other factors that proactive ones. Rather impact engagement, leading In the age of Generative AI, the than relying solely on post to more comprehensive and promises of radical shifts in the facto engagement scores, informed HR interventions. Employee Engagement equation AI algorithms can predict are indeed significant. Below potential engagement issues   are some of the shifts that I see based on various factors and In conclusion, Generative happening as more and more early warning signs. This AI holds great promise in organisations embrace Generative proactive approach allows revolutionizing employee AI in the flow of work. organizations to intervene engagement by shifting the   and provide support before focus to employees themselves, • From the Employer to the engagement levels decline, enabling real-time assessment leading to more effective and intervention, promoting Employee: Generative AI solutions and improved proactive strategies, supporting empowers employees to assess employee experiences. leaders, and empowering their own engagement levels • Leadership Support: HR with deeper insights. By and take necessary actions. Generative AI tools can harnessing the power of AI, Instead of relying solely on provide valuable insights and organizations can create a more employer-led engagement support to leaders in managing engaged workforce, driving surveys, employees can and improving employee higher productivity, satisfaction, have access to AI-powered engagement. Instead of and overall success. tools that provide self- leaving leaders to grapple with assessment and personalized engagement data and figure To my HR colleagues – isn’t recommendations. This shift out solutions themselves, AI it time to bring back the E puts the power of engagement algorithms can analyse data, (Employee) into Employee back in the hands of the identify patterns, and generate Engagement? employees, enabling them to actionable recommendations. take ownership of their own This empowers leaders PS: The Views expressed are the engagement and well-being. with the necessary support Author’s personal views and do • From the Moment to In and guidance to address not represent the views of the the Moment: Traditional engagement challenges more organization. The article has been engagement tools and surveys effectively and efficiently. written in an individual capacity. capture how employees feel gg 18 SightsIn Plus

Insights Amit Sahoo Amit Sahoo Reigniting the Spark: Vice President- HR Unleashing the Narwal Power of Disengaged Employees About the Author Foster an environment that values Amit is the Vice President of HR employee input, invites feedback, and currently heads the Global HR involves employees in decision- making, and explains the rationale for Narwal. He has 18+ years of behind choices. progressive experience in Talent Acquisition, Talent Management, In the realm of business, disengagement into enthusiasm. disengagement can cast Total Rewards, HR Business a shadow over even the Creating a Thriving Partnering, Change Management brightest organizations. But fear Ecosystem: Picture a workplace not, for there are ways to where every voice is heard, every & OD, Employee Engagement, reignite the spark within concern is addressed, and every Employer Branding, Diversity, disengaged employees and idea is welcomed. Organizations and Inclusion. Being an inclusive unleash their hidden potential. must cultivate a supportive leader is part of his DNA and the It’s time to embark on a journey and inclusive environment to overall strategy that he promotes. of motivation and discover ignite the passion of disengaged This for him includes diversity strategies that will transform employees. By valuing employee in the teams, improving the www.sightsinplus.com capacity to innovate and deal with ambiguity. 19 JULY 2023

Insights Amit Sahoo well-being, promoting work- teamwork, supports risk-taking, 3. Communicating life balance, and fostering open and celebrates achievements, Expectations: Clearly communication, we set the stage organizations create an articulate job expectations, for a thriving ecosystem. environment where passion roles, and responsibilities, thrives and disengagement fades providing employees with a Leading the Way: Leaders away. clear roadmap to success. are the catalysts of change, holding the power to inspire The Journey to Ignite 4. Unleashing Strengths: and influence those around Engagement: Unlock employees’ full them. By addressing their own potential by aligning tasks disengagement and leading by 1. The Power of Listening: with their unique skills example, top-tier executives Uncover the underlying and interests, fueling their and mid-level managers become reasons behind passion and motivation. beacons of motivation. It’s time disengagement by actively for leaders to rise, casting a listening to employees’ 5. Fueling Growth: Foster positive shadow that permeates concerns and aspirations. individual development every corner of the organization. plans tailored to employees’ 2. Building a Positive aspirations, offering Empowering the Frontline: Culture: Cultivate an training, mentorship, and Mid-level leaders and managers environment that radiates challenging assignments. are the linchpins between positivity, support, and higher-ups and employees. collaboration, nurturing 6. Goal Setting and Equipping them with the tools a sense of belonging and Accountability: Collaborate and training needed to navigate respect. with employees to establish the realm of engagement is meaningful goals, provide paramount. With the power regular feedback, and foster to shape daily interactions and influence morale, they become the driving force behind a revitalized workforce. Empowering Every Voice: Engagement is not a one-way street. Empowering employees at all levels means giving them a stake in the game. Seeking their feedback, involving them in decision-making processes, and celebrating their ideas builds a culture of ownership and engagement. Together, we become architects of change. Cultivating a Culture of Possibility: Imagine a workplace where collaboration and camaraderie reign supreme, and innovative ideas flow freely. By fostering a positive work culture that encourages 20 SightsIn Plus

a culture of ownership and Regularly evaluate work 15. Charting Career Growth: accountability. processes based on Provide clear paths for 7. Celebrating Achievements: feedback, making iterative advancement, communicate Recognize and appreciate changes that create an opportunities for growth, employee accomplishments engaging and dynamic work and empower employees through meaningful environment. to take charge of their gestures, rewards, and 11. Embracing Work-Life professional journey. public recognition. Balance: Promote a healthy 8. Nurturing Bonds: equilibrium between work 16. Embracing Innovation: Encourage supportive and personal life through Encourage and support relationships between flexible arrangements, employees’ innovative ideas employees and managers wellness initiatives, and and initiatives, fostering based on trust, support, and encouraging time off. a culture of creativity and open communication. 12. Power of Collaboration: continuous improvement. 9. Cultivating a Culture Cultivate a collaborative of Dialogue: Foster an atmosphere where 17. Addressing Well- environment that values teamwork, cross-functional being: Prioritize stress employee input, invites projects, and knowledge management techniques, feedback, involves sharing flourish, fueling mental health support, employees in decision- creativity and engagement. and a nurturing work making, and explains the 13. Unlocking Potential: environment, ensuring rationale behind choices. Invest in professional employees’ overall well- 10. Continuous Improvement: development opportunities being. such as training programs, 21 JULY 2023 workshops, and mentorship, 18. Measuring Engagement: empowering employees to Implement regular surveys reach new heights. and feedback mechanisms 14. Recognizing to gauge employee Contributions: Implement engagement, identify areas transparent reward for improvement, and take systems that acknowledge proactive steps. employees’ valuable contributions, fostering Conclusion motivation, and a sense of We hold the power to transform fairness. disengagement into enthusiasm, indifference into dedication, and Foster individual silence into active participation. By embracing these strategies development plans and fostering a culture of possibility, organizations tailored to employees' can ignite the passion within their workforce and create a aspirations, thriving ecosystem where every employee can flourish. The offering training, time has come to unleash the power of disengaged employees mentorship, and and embark on a journey of motivation and growth. challenging Together, we can reignite the spark and create a brighter assignments. future for all. gg www.sightsinplus.com

Interview Lakshmi C In Conversation With Lakshmi C Managing Director and Lead - HR Accenture in India E xclusive LGBTQ+ Inclusion and Engagement 22 SightsIn Plus

By- Romesh Srivastava Lakshmi is the Managing Director and Lead for Human Resources for Accenture in India. In this role, she is responsible for leading the human capital strategy for Accenture in India. She has an unwavering passion for her people and is focused on enabling 300,000+ people in India to be successful, professionally and personally. Prior to this role, Lakshmi has held numerous HR leadership positions, supporting different Accenture businesses both locally and globally, during her two-decade-long stint at Accenture. Prior to joining Accenture in 2003, she has worked with iGate (now Capgemini) and Nestle in various HR roles. Lakshmi is a strong advocate of enabling a culture of equality – both at work and outside – so that everyone can flourish, have equal opportunities to learn, grow and succeed in their careers, and be their authentic selves every single day. She holds a Bachelor of Science degree in Economics from Presidency University, Kolkata, and an MBA in Human Resources from XLRI, Jamshedpur. Q. Beyond equal and life experiences, thereby every person feels like they can opportunities, why is ushering in a richness of ideas be their authentic selves at work it important for and perspectives. And when and is valued for their unique companies to hire from diverse perspectives, they are able to backgrounds and be inclusive? At Accenture we grow and flourish. Our Getting What is your approach to believe that creating to Equal industry research Pride inclusion? a culture where each highlights that a vast majority person feels like they of employees across the world A. At Accenture we believe belong is both the work with a greater innovation that creating a culture right thing to do and mindset without fear of failure in where each person feels like they drives innovation an equal and diverse culture - a belong is both the right thing to and business win-all situation. do and drives innovation and performance. business performance. Diversity Our commitment to creating offers people the opportunity an equal, safe and open work to collaborate with people with environment for all our from different backgrounds, diverse groups, including our with different work styles LGBTIQ+ people, has enabled 23 JULY 2023 www.sightsinplus.com

Interview Lakshmi C us to be deliberate about how we attract, hire and grow them. We have inclusive hiring practices, progressive people policies, specialised learning and development programs, and robust employee resource groups and ally networks. Q. How do you recruit from the LGBTIQ+ community? A. We are very intentional in our approach around how we hire from diverse segments. We leverage strategic external partnerships, participate in niche job fairs and employee referral programs to get access to the right talent from the LGBTIQ+ community. It is equally important to build skills wherever there is a gap. For instance, we run a six- month long inclusive internship program to develop a skilled talent pool of transgender candidates. This on-the-job learning opportunity helps transgender interns build essential workplace skills, gain work experience and form professional networks for the future, and gives us an opportunity to evaluate the interns for full-time employment opportunities at Accenture. For us, Pride is about being open and supporting each other in a safe and inclusive environment. Our people have the option to voluntarily share information about their gender identity and sexual orientation through our self-id initiative. 24 SightsIn Plus

Q. From a policy and workforce on Pride, and what hosted sessions for our people benefits standpoint, role do ally networks play? on parenting children who how do you create identify themselves as members an equal platform for your A. For us, Pride is about of LGBT+ community. These LGBTIQ+ people? being open and sessions not just help members supporting each other in a safe of the LGBT+ community A. We have a rich heritage and inclusive environment. speak up but also serve to of adopting progressive Our people have the option to inform and educate others who people practices and curate our voluntarily share information may otherwise find it difficult policies and benefits in line with about their gender identity and to understand the challenges emerging needs. For instance, sexual orientation through our faced by the community and in 2016, Accenture was among self-id initiative. help create and engage more the first companies in India to allies. introduce medical insurance We have vibrant employee cover for gender reassignment resource groups (ERGs) Our LGBTIQ+ Leaders Learning surgery for its people. And that provide safe spaces for program equips our high- we have continued to make members of the community potential LGBTIQ+ people progress over the years. In to be vocal about their and allies with the information, 2021, we modified our parental experiences and find solutions tools and support to continue to leave policies to focus on the to common challenges. These build their careers and develop importance of caregiving versus ERGs also support our into LGBTIQ+ role models and gender binaries to support our recruitment and talent leaders. LGBTIQ+ people and their development initiatives and partners in their parenting collaboration with our external Q. How do you reduce any journeys. ecosystem partners so that scope for we can attract talent from the discrimination against We offer equal access to all our LGBTIQ+ community. gender identity and sexual people including our LGBTIQ+ preferences of LGBT+ people people to Accenture-enabled Our global LGBTIQ+ ally at work? life and medical insurance network of 119,000+ people programs. In addition, we are enabled through training A. Our ongoing meet the specific needs of our and mentoring to become more sensitization campaigns people from the LGBTIQ+ informed and vocal advocates help all our people understand community by offering of Pride. In India, we have a the nuances of gender expression medical insurance coverage for virtual platform called ‘Hues of and identity, and the use of facial reconstruction surgery the Rainbow’ that enables our inclusive pronouns. We extend for our transgender people, LGBTIQ+ people to share their these sessions to recruiters, hormone replacement therapy, stories with their Accenture hiring managers, relevant mental health consultations to ally network in India, address teams, stakeholders, client address gender dysphoria, and questions and encourage touchpoints, and workplace including the partner’s parents others to confidently express support teams. We also organize under the ‘parents-in-law’ themselves. The platform is sensitization sessions for specific category. used to address specific issues teams that have individuals like mental wellness concerns undergoing a gender transition. Q. How do you create safe faced by the community as well We encourage all our people to spaces for your as host curated conversations speak up and have several formal LGBTIQ+ employees between our LGBT+ people, channels to report misconduct, to voice their perspectives. allies and experts. We also discrimination or harassment. Secondly, how do raise focus on intersectionalities awareness and educate your - as an example, we have gg 25 JULY 2023 Thank You, Lakshmi C! www.sightsinplus.com

Bill Gates @BillGates “The competition to hire the best will increase in the years ahead. Companies that give extra flexibility to their employees will have the edge in this area.” Kiran Mazumdar Shaw @kiranshaw “I really believe that entrepreneurship is about being able to face failure, manage failure and succeed after failing.” Nolan K Bushnell @NolanBushnell “Hire for passion and intensity; there is training for everything.”  26 SightsIn Plus

Monthly HR Magazine Ratan N. Tata @RNTata2000 “I don’t believe in taking right decisions. I take decisions and then make them right.” Sunder Pichai @PichaiSunder “Wear your failure as a badge of honour” 27 JULY 2023 Marcus Buckingham @mwbuckingham “Talent is the multiplier. The more energy and attention you invest in it, the greater the yield.” www.sightsinplus.com

WMoatyivsattoeUpasana KohliInsights Upasana Kohli Managing Director and Chief Human 72023ResourceOfficer Employees in Brickredsys India. Investing in employees' professional growth is a win- win situation. Offer training programs, workshops, and opportunities for skill enhancement. Provide clear career paths and growth opportunities within the organization About the Author Motivating employees is through team meetings, a pat on a key aspect of fostering the back, virtual shout-outs, or Upasana brings a wealth of a positive and productive company-wide events. Regularly experience and flairs to the work environment. In the acknowledging employees’ current position as the Brickredsys dynamic landscape of 2023, efforts reinforces a sense of value India's Managing Director and where remote work and evolving encourages them to continue Chief Human Resource Officer. expectations are becoming more performing at their best. Prior to establishing Brickredsys prevalent, it is crucial for India she has been associated organizations to adapt their Encourage Professional with big technology giants strategies for employee Growth and Development of repute including Publicis motivation. Here, we present Investing in employees’ Sapient and HCL Technologies. seven powerful ways to motivate professional growth is a win- As Chief Human Resource employees and drive their win situation. Offer training Officer at Brickredsys India, engagement in the workplace. programs, workshops, she is presently spearheading and opportunities for skill the global people strategy which Foster a Culture of enhancement. Provide clear involves 300+employees in Recognition career paths and growth more than 5 Countries, with the Recognizing and appreciating opportunities within the intent of developing an inclusive employee contributions is organization. Encourage environment in which people from a fundamental motivator. employees to set personal goals multicultural societies may thrive Implement a comprehensive and regularly review their recognition program that progress. By supporting their equally. highlights achievements, development, you not only milestones, and exceptional enhance their skills but also 28 SightsIn Plus performance. Celebrate boost their motivation and successes openly, whether loyalty to the company.

Promote Work-Life Balance Provide Meaningful Feedback and valuable benefits, you Recognize the importance of and Growth Opportunities demonstrate that you value your work-life balance and enable Regular and constructive feedback employees’ contributions and are employees to achieve it. is essential for employee growth invested in their well-being. Encourage flexible working and motivation. Establish a arrangements, where possible, feedback culture that encourages Foster a Positive and to accommodate personal continuous improvement. Supportive Leadership Style responsibilities and individual Managers should provide Leaders play a pivotal role preferences. Implement wellness specific, timely, and actionable in motivating employees. programs and initiatives that feedback, focusing on strengths Foster a positive leadership promote physical and mental and areas for development, style that emphasizes trust, well-being. When employees which should not be limited to transparency, and empathy. Be feel supported in achieving a annual appraisals. Additionally, approachable and accessible to healthy work-life balance, they offer challenging assignments, employees, providing guidance are more likely to be motivated, new responsibilities, and stretch and support when needed. focused, and engaged in their projects that allow employees to Empower employees to make roles. expand their skills and take on decisions, take ownership, and greater responsibilities. contribute to the company’s Foster a Collaborative and vision. A positive and supportive Inclusive Environment Offer Competitive leadership style fosters a culture Create a culture of inclusivity, Compensation and Benefits of motivation, where employees where employees feel heard, (Bi-Annual Appraisal) feel inspired and engaged. respected, and valued. Competitive compensation and Encourage open communication, attractive benefits packages Conclusion: active listening, and idea are important motivators for Motivating employees in 2023 sharing. Foster a sense of employees. Regularly review and requires adapting to the evolving belonging by promoting diverse adjust salaries to align with market work landscape and addressing teams and open culture. By standards. Consider additional employees’ changing needs. cultivating a collaborative benefits, such as healthcare By implementing these seven environment, you empower coverage, retirement plans, team effective strategies—fostering employees to contribute their party funds, annual vacation recognition, encouraging growth, unique perspectives, fostering reimbursements and flexible promoting work-life balance, innovation and increasing their spending accounts. By offering nurturing collaboration, providing motivation. competitive compensation meaningful feedback, offering competitive compensation, and 29 JULY 2023 fostering positive leadership— organizations can cultivate a motivated workforce that drives productivity, innovation, and success. By prioritizing employee motivation, organizations create an environment where employees feel valued, empowered, and enthusiastic about their work, leading to increased engagement, retention, and overall organizational success in 2023 and beyond. gg www.sightsinplus.com

Insights Navneet Mukund Best R&R Strategy to Engage Employees Navneet Mukund Project Director - HR Consulting Mercer About the Author Many traditional R&R programs are only “seemingly” effective in improving employee Navneet is a senior HR engagement levels, because there may not professional and consultant be much effort toward gathering empirical with 20 years’ experience in evidence within a company or research across multitude of generalist and a cohort of companies to vouch for their specialist leadership roles at effectiveness. country, region and global levels in companies like IBM, Employees are engaged challenged (but not overwhelmed) Unilever, Cargill and DXC and when they, at a (c) are aligned with the company’s currently engaged with Mercer fundamental level, (a) are value systems, and (d) adequately Singapore as Projects Director valued for their contribution (b) recognized and rewarded, all in for their HR Advisory business are learning and growing, an environment that fosters in APAC. He has a PGD in manifested in their progress in meritocracy, dialogue, PM&IR from XLRI Jamshedpur. their careers, and doing transparency, safety, and meaningful, increasingly larger objectivity. 30 SightsIn Plus and more complex assignments If companies ensure to tick all where they feel somewhat these boxes, and then some, they

will have higher engagement, engagement levels better and Many traditional R&R programs which does not mean fun at more in real time. are only “seemingly” effective work and happier employees by in improving employee the way, but higher productivity, 3. Companies should apply engagement levels, because there better retention, and improved AI-based tools to understand may not be much effort toward performance in all indicators. the chatter on internal and gathering empirical evidence external discussion boards within a company or research How do we measure engagement and social media apps like across a cohort of companies to then? Yammer, Facebook, Twitter, vouch for their effectiveness. Glassdoor, etc. 1. Employee pulse surveys are Often these R&R programs are just one of the various ways 4. Participation in surveys like just a few checks in the tick to understand how employees great places or best employers boxes of the HR function’s job are feeling. Org-wide surveys, to work for, if done with description and KPIs. Some of followed by short surveys genuine intent of gauging the the most common ones take the on specific concern areas employee pulse, in contrast form of the following and with can be explored. Without to just winning by any means, their pros and cons.  action planning and sustained will also be helpful. program and interventions based off the results, surveys per se are meaningless. 2. On-the-spot surveys during team meetings are increasingly becoming popular where people respond and see the results immediately. Companies may think of ways to consolidate such results or use other digital tools to understand SN R&R Type Pros Cons 1 Long Service Awards • Recognize loyalty • May not incentivize loyalty • Milestone event, photo • Duration of milestones rewarded may not be op aligned with current reality of long service • Not many employees attend the ceremony so hardly a recognition 2 Employee of the • Recognition within • Criteria may not be known in advance so month (or any other department employees cannot work towards it period like quarter or • Bullet points for resumes • Not always aligned with overall performance year) • Booster for the recipient level that is assessed annually, which can be difficult to explain 3 Spot award / Pat on • More a reward than • Problematic if not aligned with overall performance level the back recognition • May not have any monetary reward associated • Feel good in the short • Very subjective and discretionary, cannot spur term performance in others 31 JULY 2023 www.sightsinplus.com

Insights Navneet Mukund SN R&R Type Pros Cons 4 Company Value • Creates role models for • Not always aligned with overall performance based winners others or potential scores • Values are taken • Criteria are not always known in advance seriously • Difficult for broader audience to understand and emulate 5 Company’s strategic • May be changed to give • Criteria are not always decided in advance priority based awards more thrust to different • Difficult to get benchmark on what monetary priorities every year value or trophies to give as these change every • Feels more relevant for years the period 6 Leadership • May be more permanent • Too subjective and hence cannot be aspired for competency based awards (similar to value based) • Sometimes reserved for only senior levels • Imperfect alternative (though leadership competencies are required to lack of annual at all levels) competency based rating • Aligned with other incentives or practices (like hiring, performance management) 7 Best Manager • Can be good proxy for • Cannot be given to enough managers with Awards reverse feedback ratings very similar scores • Just a popular award 8 Special awards like • No link to real performance improvement in Chairman Awards the team • Manager who is always nice and has a big team more likely to be shortlisted • Final validation by top management may further make it more political and subjective • Good as an exclusive • Very opaque and discretionary award above all else • Exclusivity combined with opaqueness make • In a conglomerate employees cynical about it setting, often salutary to drive right group wide behavior There are some other less and wants her to stay for long nomination for key assignments prevalent mechanisms which term or companywide projects, may be arguably more effective 2. Manager or head of function global mobility, leadership in achieving higher engagement head can publicly give kudos development programs, better levels on social media platforms like bonus and salary increment. LinkedIn using own handle or 1. Participation in ESOP, company handle PS: This article represents his especially at levels not professional views solely in a normally eligible – This However, nothing can beat personal capacity, not of his current definitely confirms that other common sense levers like or previous employers, partners company values the employee faster promotion, job rotation, and clients. g g 32 SightsIn Plus

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Expert View Bulbul Ray Nathan A New Perspective: Elevating Your Employer Brand Research shows that disengaged and unfit employees can cost the company about 35% of their CTC. As many as 87% of employees feel disengaged from their organization when benefit plans are not curated for their needs. “The Battle for Talent!” Bulbul Ray Nathan overlook the fact that the sounds dramatic and future employees in the talent could be an apt title for Chief People Officer marketplace also have an equal the cover page of an HR journal; Connect and Heal selection power & most often but in reality, it is true to its multiple options in hand to meaning. choose from-Compensation not being the only differentiator. Internal Talent Pool has always In such a situation, the Concept been one of the most critical of “Employer Branding” differentiators for most large takes relevance & explains organizations & to that effect the organization’s image as an there is a constant need to hire employer among the job seekers! the best talent, find the perfect fit Employer Branding is about: in the organization & continue to build & nurture. Hiring partners n How employees feel about have been on an ongoing battle of their organization fulfilling this need – necessitating newer & more creative ways n How deep the value system to engage & create value for reflects in the culture employees & give them a potent reason to continue to stay & n The experiences that they create value within the system. gather in an organization Quite contrary to the perceived All of the above collectively create notion of organizations alone an employer image. having the supremacy to select their best talent, we cannot The strength of an organization’s employer image goes a long way 34 SightsIn Plus toward managing an employee’s

successful onboarding to workplace, rather than having to Providing valued employees offboarding cycle. Employees leave and wait for longer periods, with high level of engagement choosing to work for a certain is unquestionably beneficial. and benefit plans goes a long organization or brand over others way toward creating champions validates the power of employer This is almost certainly intended for the organization, thereby branding over its competing to impress employees. A high- increasing the ENPS (Employee brands. People leaders endeavor tech solution would undoubtedly Net Promoter Score). The to develop innovative ways to create a strong pull mechanism productivity curve of such attract and retain employees & on the employer brand, leaving organizations remains higher continue to give them reasons little or no room for employees to than most others while fostering to build on high employer consider any other options. Even a sense of healthy community brand equity through high level better if, as employers, we extend within the organization. engagement. (Pull Strategy!) holistic health care in the form of an OPD cover, which should take Crafting an effective The experience of the pandemic care of 70% of total healthcare engagement plan with a focus and the recovery stage has expenses. on the holistic well-being of prioritized the need for healthcare employees makes for a great for employees and their families, Healthcare consumers are retention strategy. This results and we must look beyond the GMC continuing to be well-read and well- in a win-win situation for both plan to meet this critical need. aware of the ever-evolving health the company and the talent. It and wellness space. GMC covers optimizes hiring costs, reduces Healthcare accessibility and only 30% of medical expenses costs due to talent loss, and affordability are still a challenge by only addressing IPD needs. creates a healthier and happier in India. Connect and Heal Nonetheless, for various reasons, workforce. (CNH-Care) is out to solve this a large portion of our day-to-day challenge for the nation and medical consultations consume a Organizations that have corporates by partnering with significant portion of the budget. succeeded in creating great them and helping them prioritize employer brands are the ones health and safety for their OPD coverage given to corporate that have been able to redefine employees and their families. employees is a big boon, the space of employee healthcare especially when some are still with great empathy, data-driven CNH has successfully managing with only GMC. Large workforce planning, and a robust collaborated with over 400 corporations have significantly Tech Framework - solving for plus organizations, including increased their engagement score healthcare accessibility and 19 Fortune 500 companies, and reduced their attrition rate affordability. to redesign the landscape of simply by making a conscious employee benefits, which impacts decision to prioritize employee People leaders are increasingly organizational branding and health and wellness. convinced about investing in employee productivity in its nurturing their people and breadth and depth. We can’t deny there is a direct extending a sense of care to grow correlation between healthy and their businesses. Talent in an Our technology platform fit employees and organizational organization is the most critical provides organizations with outcomes. Research shows that contributor and differentiator employee health metrics so they disengaged and unfit employees in the face of competition. can plan and address employee can cost the company about 35% Therefore, make innovative and productivity issues, optimize of their CTC. As many as 87% of effective decisions to strengthen resource planning, and engage in employees feel disengaged from your employee base and year-round preventive healthcare. their organization when benefit employer brand! Meeting healthcare needs in plans are not curated for their the comfort of their home or needs. gg 35 JULY 2023 www.sightsinplus.com

Interview Dave Ulrich  Rendezvous wDithave Ulrich Rensis Likert Professor of Business at the Ross School, University of Michigan, and a partner at the RBL Group E xclusive On Employee Engagement 36 SightsIn Plus

By- Romesh Srivastava Dave Ulrich is the Rensis Likert Professor of Business at the Ross School, University of Michigan, and a partner at the RBL Group a consulting firm focused on helping organizations and leaders deliver value. The father of Modern HR, Dave has published over 30 books on leadership, organization, and human resources. These ideas have shaped how people and organizations deliver value to customers, investors, and communities.  He has consulted and done research with over half of the Fortune 200 and worked in over 80 countries.  He has received numerous public recognitions and lifetime awards for his work. Q. What are the 3 biggest  Board agenda where boards include leadership (see book challenges in HR increasingly have members Leadership Capital Index) today? with people backgrounds  ESG attention where the social side of business is A. In today’s world, there  Intangible value where getting attention is more attention than about 70 to 80% or a ever to people and organization company’s market value With this increased attention, I issues. We see this increased comes from intangibles that see 3 trends or challenges attention through HR is evolving into 1. HR is not about HR but  Studies of CEO, senior human capability about creating value for all business leader priorities in with innovative stakeholders (employees, senior executive surveys initiatives and customers, investors, analytics in talent communities, and others).  Conference topics (WEF, + leadership + WOBI, etc.) where people, organization + 2. HR is evolving into human leadership, and organization HR. capability with innovative are prominent initiatives and analytics in talent + leadership +  Government reporting organization + HR. Human as materiality with new capability should create value regulatory requirements to for all stakeholders. report human capital www.sightsinplus.com 37 JULY 2023

Interview Dave Ulrich  3. Partnering with business leaders, HR professionals and functions should and can rise to the increased opportunities to deliver value. Q. What are the top barriers in employee engagement, and to overcome? A. We see an evolution in how employees feel about working at the organization (see chart): Key concepts of employee Definition and examples Experience Working to create personalized, authentic experiences (user (employee) experience, particularly with from the sum of everything related to the employee at technology; flexibility; employee life cycle) work Engagement Having intrinsic attitudes that denote employees’ (well-being, meaning, contribution, learning, enthusiasm for their job so that employees give their healthy happiness, flourish) best Commitment Being connected to (or binding one to) one’s job or (identity, high-commitment work systems) teammates or goals of an organization Satisfaction Identifying the extent to which an employee “likes” the (affect, attitudes, equity) job and aspects of the job (affect) Motives Defining the personal factors that drive people to (drives, self- determination) accomplish more (e.g., personal needs or drivers) Motivation Exploring forces that originate both within as well (expectancy, behaviorism, goal setting, as beyond an individual to initiate work-related attribution, behavior, and to determine the forces’ forms, directions, job characteristics) intensities, and durations 38 SightsIn Plus

Employee experience (or well being) is the latest way to think about employee sentiment and we see it as composed of four elements: Q. How do you see the role Emotional: HR professionals the organization wins in the of HR leaders in become emotional caregivers market place. Employee Engagement by helping employees play to and Retention? their strengths and match skills Intellectual: HR professionals to jobs, learn from past successes can become intellectual A. HR professionals, along and failures to improve for the caregivers by investing in with business leaders, future, provide empathy by employee learning. Learning become effective caregivers to listening to employees’ concerns, helps employees face their encourage employee experience and work in an affirming and unconscious biases and adapt by managing five resources. positive setting. over time. Physical: HR professionals Social: HR professionals can Spiritual (Meaning or Purpose): can become physical caregivers become social caregivers when HR professionals can become who encourage employees to they create a sense of community meaning caregivers by creating care for their bodies through and belonging where people a purpose-driven organization encouraging healthy eating, feel committed and attached that enables social citizenship. exercise, sleep, and regular to each other. This belonging HR professionals can also help medical attention. HR can may come from sourcing and employees discover their personal establish healthy work developing relationships with values and how they fit (or not) environments that might include trustworthy and competent with the organization. ergonomic settings, resources people, high-performance teams to promote wise personal where team members care for Q. How do you stimulate finances, and employee control and nurture each other, and the employee work and flexibility over work time right internal culture to match engagement and the demands. customer expectations so that growth mindset? 39 JULY 2023 www.sightsinplus.com

Interview Dave Ulrich  A. HR can facilitate learning leadership, or something 6. Run into mistakes (take or a growth mindset with else. Knowing the cause blame). three simple tips: focuses attention on the right solution. 7. Replicate success (share 1. Put current events in credit). context of the past. 3. See challenges as opportunities to learn. 8. Look forward. Most topics in human 9. Keep moving. capability (talent, If a leader or organization is 10. Be resilient. leadership, organization, not facing new challenges, 11. _________ (Add your and HR) have a legacy they are not likely of exploration. Learning stretching themselves to own.) means building on the past learn. To turn challenges to create a better future. into opportunities to learn, I often ask those I coach to pick Seeing the evolution of an let me suggest ten simple two to four of these behaviors to idea allows leaders to not behavioral maxims to work on to maintain a growth spend time rediscovering or follow: mindset. repackaging what was but shaping what can be. My 1. Be curious. At a personal level, consider a commitment to learning 2. Take risks. four-step reflection exercise of and my guidance to aspiring 3. Experiment frequently. how to create a growth mindset 4. Be open to and seek by turning challenges into learners is to see a present learning opportunities: idea in terms of waves of feedback. evolution, building on the 5. Admit vulnerabilities. 1. Think of a time when you past. faced a personal crisis? HR professionals Write it down. 2. Discover patterns beyond become emotional events. 2. How did you feel at the caregivers by time? Likely despondent, Events trigger responses. helping employees inadequate, lost, confused, Too often responses to etc.? events focus on symptoms play to their and not underlying strengths and 3. Think now about what problems. Symptoms (what match skills to you learned from that is happening) might include jobs, learn from experience? For example, regrettable loss of key past successes and “I can be resilient, capable, employees, slow cycle time failures to improve take risks and win, live my for product innovation, for the future, values, etc.” falling customer satisfaction provide empathy scores, quality problems, 4. How have those lessons and so forth. Learning by listening learned helped you respond means looking for patterns to employees’ to other challenges? (why something is happening) concerns, and work behind events and trying in an affirming and The same four steps could to craft a framework or positive setting. readily be adapted to an systemic approach to interpersonal, team, or respond to the underlying organizational challenge. problem. The underlying reasons for key employees Q. Any concluding leaving might be poor remarks? career opportunities, lack of company vision, poor A. Simply state, now is a GREAT time to be in HR 40 SightsIn Plus and the best is yet ahead. gg

Insights Dr. Deepak Sharma Dr. Deepak Drivers of Sharma Employee Engagement in Faculty Member (HR) Organizations NMIMS, Bengaluru Campus Gartner’s ‘Leadership Vision for 2023’ discusses different employee surveys and reported that—52% employees said flexible work practices would affect their decision to stay, 53% of employees wanted their organisations to take actions on issues they cared about and 82% of employees said it was important that their organizations saw them as a person and not just as an employee. About the Author Employee Engagement—An surveys and reported that—52% Overview employees said flexible work Dr. Deepak Sharma, Faculty practices would affect their Member (HR), NMIMS, Employee engagement decision to stay, 53% of refers to a mental employees wanted their Bengaluru Campus. He has more framework of employees organisations to take actions on than 23 years of work experience towards work and workplace as issues they cared about and 82% as HR professional in the capacity they stay happy, positive, of employees said it was committed to the organisation important that their of Corporate Trainer, HR/OD/ and feel a fulfilling experience organizations saw them as a IR Consultant, Leader-ship while at work. Gartner’s person and not just as an ‘Leadership Vision for 2023’ employee. LinkedIn Learning Coach and Faculty Member. He discusses different employee Workplace Learning Report has previously been associated www.sightsinplus.com in similar capacity with premier Busi-ness Schools of India such as International Management Institute and Lal Bahadur Shastri Institute of Management, New Delhi as well as he carries a rich industry experience. 41 JULY 2023

Insights Dr. Deepak Sharma 2023 reports 83% of employees were heard and for the organizations to succeed organisations want to build a supported. (Bakker, 2011). Employee people centric culture. Out of engagement is about creating a top four focus areas in the Ingredients of Employee more employee centric approach report, three directly contribute Engagement at work to ensure employees to employee engagement, perform at their best at work. namely, upskilling employees, Kahn (1990; 1992) has creating a culture of learning and described engagement as Clifton & Harter (2019) in their steps on improving employee the state when employee is book ‘Its the Manager’ reported a retention. psychologically present while study of 8115 employees where occupying and doing their Gallup asked respondents to think Josh Bersin in his recently work role. Rothbard (2001) about their most recent workday released book ‘Irresistible: THE stated that though engagement (if it was a previous workday) and SEVEN SECRETS OF THE is a psychological presence, to report number of hours they WORLD’S MOST ENDURING, it comprises two important spent doing various activities. EMPLOYEE-FOCUSED components: attention and What best differentiated engaged ORGANIZATIONS’ includes absorption. Engagement has also from actively disengaged employees mantras of inculcating employee been defined as as a positive, was the time they spent focusing on engagement by researching on fulfilling, work-related state their strengths and less time focusing world’s most employee focused of mind that is characterized on what they don’t do that well. organizations. Mantras include by vigor, dedication, and Engaged employees spent four times redesigning an organization’s absorption. Shanmugam & as much of their day focusing on their structure around a network of Krishnaveni (2012) described strengths compared with what they teams to deliver tremendous “employee engagement as do not do well. Actively disengaged outcomes, and as such resulting the degree of one’s allegiance employees spent about equal time in employee engagement in the of self-in-role towards one’s focusing on their strengths and on process. He adds that employee company to help the firm what they don’t do well. engagement would rise as jobs achieve its goals.” Employee become more dynamic, and as engagement may lead to better Key Elements of Employee the concerned industries more employee satisfaction, creativity, Engagement Strategy heavily cross-trained its people happiness, loyalty and retention. and encouraged internal talent 1 Factors contributing to movement, with a belief that I am providing certain employee engagement: learning through experience evidences to prove my point. Empirical Evidence- was extremely powerful. Again, At the organisational level, There are number of research right leadership would have an employee engagement may studies which may help in enormous impact on employee lead to improved profitability, planning employee engagement engagement. In 2021 Bersin also productivity, and customer strategies to be used by various found that among all the things satisfaction (Harter, Schmidt, organizations. Singh and Sanjeev that worked for employees, a & Hayes, 2002), while at the (2013) identified drivers of focus on trust, productivity, individual level it may pave employee engagement such as inclusion, and belonging way for satisfied, happier, organizational support, were biggest contributors to fulfilled and fulfilled employees meaningful task, recognition, engagement. Perks and benefits leading to reduced employee cooperation, motivation, had less impact. Irresistible turnover (Harter, Schmidt, & feedback, career growth, companies were building Keyes, 2003). Employees who development and opportunities employee-centric systems, are engaged in their roles feel etc. Sarangi and Srivastava frontline and active worker energetic at the workplace and (2012)conducted a study on platforms, and many ways are more innovative and ready banking sector to examine the of listening, communication, to go the extra mile. Moreover, impact of organizational culture and feedback to make sure engaged employees are critical and communication to enhance 42 SightsIn Plus

employee engagement and the reported engagement was nearly interviews if conducted study confirmed the positive link three times higher when effectively may offer benefits on between communication, employees agreed with the diagnosing employee problems organizational culture, and statement, “My organisation acts and leading to organisational employee engagement. upon the results of survey I development through Balakrishnan and Masthan complete”. A high development enhancement of its problem (2013) found that internal culture would require a well solving capabilities. Better communication enhances the defined purpose on part of outcomes may occur when level of engagement amongst organisation, leaders who map managers hear directly from employees. Gupta and Kumar out a course for improvement, their employees how they want (2013) found a linkage between live those traits/qualities what to be managed for better fairness in performance appraisal they want to see in their team engagement and retention. And and employee engagement in the members and encourage teams “I have been keeping too Indian business context. Mittal to solve problems at local level occupied” may not be a good (2021) found that pay for than top down commands, reason for managers to request performance was positively identify and build on strengths HR to conduct stay interviews related to turnover intention and of team members. Alongwith relating to diagnosing reasons of employee engagement. this recognition of outstanding low employee engagement and Employees will be more engaged individuals and teams, clear retention. Such interviews may when they perceive that their expectations , ongoing be conducted individually, on performance will lead to higher conversations and one-on-one basis to facilitate rewards and recognition and as accountability, chalking out a information sharing that was such recognition and rewards in high value career path may difficult to share as being too organizations may strengthen create a high engaged workforce. personal to employees. Such employees’ motivation to be initiatives should be combined completely engaged. Another example may be added with asking focused questions which is related to Covid-19. keeping in mind retention & Past researches confirm that Suddenly the role of physical engagement goals leading to employee engagement is office space in employee deep insights on issues of positively linked to various engagement occupied lowest engagement with possibilities of factors of organizational success importance. Organizations solutions. such as employee efficiency, along with continuation of other employee productivity, practices started advocating Final Words profitability, employee positive psychology and design We witnessed that engaged retention, satisfaction and thinking to create impactful employees are most productive, loyalty (Siddhanta & Roy, 2010). positive employee experience most effective and most positive According to Leiter and Bakker (EX) and high engaged employees. Engaged employees (2011), engaged employees are workforce. To put it simple, if contribute in building high positive, optimistic and feel deep we get the EX right employees performance organizations. As sense of connection with their are more likely to be engaged. such, I will close with words of job and organization. They are If EX is poor then there is less Josh Bersin, “As I’ve studied loyal to the organization and likelihood of engagement. So if employee engagement over remain with the organization for we improve EX, it may lead to the years, I always noticed long term. They also feel strong contributing towards developing something interesting: the psychological bonding with the an engaged workforce, companies with the most organization. benefiting all the stakeholders of engaged employees also seem the organisation. to be growing the fastest. They 2 Employee Engagement are clear on their goals, they Strategy in today’s 3 Diagnosing Employee understand their market, and context & its Engagement: Role of they get things done.” relationship with EX-Gallup Stay Interview-Stay gg 43 JULY 2023 www.sightsinplus.com

Insights Nimisha Chatterjee Nimisha Chatterjee HR Business Partner Clean Harbors India Employee Experience, a Challenge for HR Leaders We all know every organization is designing the best experience for their people to attract and retain top talent and thrive in the future of work. I define employee experience as creating an or- ganization where employees ‘want’ to show up rather than ‘need to’. About the Author Employees are the core The key factor to drive of an organization’s employee engagement, and to Nimisha is an HR Business success as we know that create exceptional employee Partner with Clean Harbors engaged employees inevitably experiences, can be summed up India. She also serves as the drive the quality of customer in one word: Impact. President of Karnataka chapter experience. If you are seeking to create - HR SUCCESS TALK (a non- No one knows better about an employee experience that profit global HR Communi-ty). how to improve the employee matters, start with impact.  In addition to that, she is an experience better than the It includes everything that an Author, NLP Practitioner and a employees themselves.  employee learns, feels, and goes Mentor for HR profession-als. 44 SightsIn Plus

through at work. experience based on the continuously is a challenge New-age employees or feedback and the expectations that can be resolved by millennials want to do of the employees. leveraging a digital tool that meaningful work. It has to   can act on ad hoc surveys to align with their values and 2. Employee Life cycle get meaningful employee beliefs. They want companies In the era of remote and engagement.  to appreciate their uniqueness hybrid workplaces, creating   and provide ample scope for a similar experience for Business leaders are development. all your workforce is a prioritizing investment in In the last 2 years, we have seen challenge. Collaboration can technology to improve access the future of work has evolved be tough and that results in to quality data. Hence, it is considerably with a great test for transparency taking a hit- crucial for HR leaders to find HR leaders, especially in the area since the organization has improved ways to listen to of agility. to ensure all are on the same employees, and lead with With the change in employee page. Onboarding plays a empathy and also to ensure expectations, we can find the vital role and this process may to have the right technology rules of employee experience suffer if not planned well for a to support and engage have changed drastically in the remote workforce. Similarly, employees to enhance the new normal.  managers connect with the employee experience. That brings the challenge for HR employee for their necessary   leaders to manage the diverse development if not practiced We all know every organization is workforce expectations, driving may result in the employee designing the best experience for talent strategies and programs feeling not recognized at the their people to attract and retain that can accelerate the positive workplace.  top talent and thrive in the future of business outcome. Maintaining visibility and work. I define employee experience The organizations need transparency through the as creating an organization where to prepare themselves in insights and metrics on ramp- employees ‘want’ to show up rather identifying the current up and productivity can help than ‘need to’. challenges and addressing factors in designing actionable plans Apart from the above-mentioned that may prevent them from to improve EX and retain top EX challenges, a key question has delivering exceptional EX. Let’s performers. always remained in the past - Does look at them: EX is only owned by HR?   3. Technology And now the question is about the 1.  Employee Expectations In a post-pandemic world, Digital Employee Experience. Does With the evolving needs HR even own it?  with the changing needs The Employee experience journey of the employees, the of technology and skills, gets initiated by the CEO and the expectations have been the development of the Exec team and is the foundation a varying factor. The workforce is the challenge of all efforts. The HR team owns definition of benefits in total in the era of the Great the EX by placing the EX is compensation itself is getting Resignation. HR leaders central to the organization, by evolved. Example: Learning and their teams need to being responsible for strategies and development opportunities equip themselves to utilize programs to make the experience earlier considered as a perk technology effectively to a  reality. The leaders ensure to drive for top performers are now optimize performance.  the Employee Experience by sharing considered as an essential Social interactions getting their guidance on strategy. And it is factor by employees prior to scattered with an increasingly championed by every employee by joining an organization. distributed and less connected participating and collaborating and Do the benefits you offer workforce, and the ability providing feedback on the experience.  improve the EX? HR leaders to understand and interpret need a tool that designs the employee sentiment gg 45 JULY 2023 www.sightsinplus.com

Insights Usha Chirayil How to Motivate Employees at Workplace Usha Chirayil Senior Director- Human Resources Reflections Info Systems Most humans need a larger, greater purpose towards which they channel their efforts. Without this large mission or goal, they will be restless and question why they need to give it their best. Articulating that purpose is the role of the leader. About the Author A frustrated people incentive; yet nothing seemed to manager who faced the work. This technical genius was Usha Chirayil is a HR leader umpteenth instance of just not motivated to produce his and Coach with over 24 absenteeism at a crucial phase in best in the constraints of the the project was grappling with a given project. Yet his rare skills years of diverse experience dilemma: how do you motivate made him temporarily in organizations including an employee who does not want indispensable. Sounds familiar? GE, Bosch, IBM, KPMG, to get motivated? “You can take Psychologists distinguish and Samsung. In her current a horse to the water but how do between Intrinsic and extrinsic you make it drink?”  He had motivation: they believe that assignment, she leads the tried everything – a sympathetic external factors can motivate People function at Reflections one-on-one discussion, someone to a limited extent – be Info-Systems. She believes that nomination to an external it an employee or a teen who strong people practices can drive training program, suggested an is reluctant to go to school. An business results and believes that coaching, diversity, and talent engagement can make a marked difference. 46 SightsIn Plus

external motivator can at best an expert in the field is a sure- Anita. Knowing the individual be a short-term medicine. So shot boost to motivation. Hence employee’s aspirations, stage how does one solve the puzzle of arranging work and career in life, preferences, personal motivation? paths in a way that shows how journeys, goals, and key The carrot or the stick? Which repetitive efforts lead to progress motivators is critical if one wants works better? While facing a in one’s career or becoming a to motivate her. What worked war-like crisis, an authoritarian recognized expert in one’s field last year when the employee approach might work. After would help to motivate a large was striving to earn a promotion all the ability to brainstorm, be section of employees. Internal might not work this year democratic, and take multiple certifications and external when he became a father and perspectives is too much of a programs all help to boost the consciously chose to slow down. luxury in a crisis. However, in a sense of fulfilment and serve as a normal situation, dictators would source of motivation. Adopt the approach of a Coach face a revolt. Very often in the If you decide to adopt the pursuit of productivity and quick Purpose* approach of a coach you choose to results managers fail to understand Most humans need a larger, be a neutral facilitator who seeks human psychology and do more greater purpose towards which to bring out the true potential harm than good when they seek to they channel their efforts. of the employee. Giving choice motivate their employees. Strict Without this large mission or to the employee to pick up rules or a penalty for not following goal, they will be restless and meaningful goals that truly inspire rules have a limited shelf life. question why they need to give action might be worthwhile even Indeed, a delicate balance seems to it their best. Articulating that though it might be more time- be required. purpose is the role of the leader. consuming in the short term. Sustained motivation needs to The better an employee can If you make it your mission to take a multi-pronged approach. articulate their teams’ vision, the provide constant motivation you There are five factors to keep in greater the chances he can see the might be setting yourself up for mind if one wants to motivate connection between what he does failure. Instead adopting the role employees for a sustained and how it makes a difference to of a coach who can be a sounding duration: the larger mission. This sense of board, and provide occasional connection helps to spur them to course correction and direction Autonomy* greater effort and excellence. is a far more effective way to be a At the very core, any human leader who motivates. being seeks to have control One Size Does Not Fit All   over the approach, method, What excites Sunita might Motivating an employee or a and timelines of what they do dampen the enthusiasm for team is not a short-term goal. – hence the more autonomy It is truly the work of a lifetime you offer the person, the more Performing dull, and can yield results in the long creativity and ownership are monotonous term. Being patient helps one unleashed; the more ownership tasks without an reap the rewards of being an the employee takes up and the opportunity to effective leader without getting more motivated the employee is. gain mastery over burnt out in attempting to ignite a subject, art or a healthy dose of motivation in Mastery* domain will lead lukewarm souls. Performing dull, monotonous to unmotivated tasks without an opportunity employees. *These concepts are derived from to gain mastery over a subject, the book ‘Drive’ by Dan Pink. It is art or domain will lead to a well-researched book that explains unmotivated employees. The these concepts in detail and is highly excitement of getting better and recommended for anyone with people better and eventually becoming management responsibilities. g g 47 JULY 2023 www.sightsinplus.com

Editorial By SightsIn Plus Team Dos and Don’ts while dealing with disengaged employees? Dealing with disengaged can be various reasons, such Disengagement can result employees is a challenge as lack of recognition, limited from a lack of clarity regarding that many managers and growth opportunities, poor job expectations and goals. organizations face. When work-life balance, or insufficient Ensure that employees have employees become disengaged, communication. Engage in open a clear understanding of their their productivity, motivation, and honest conversations with roles, responsibilities, and and overall job satisfaction can the employees to determine performance expectations. Set suffer, which can have a negative the underlying issues and gain SMART (Specific, Measurable, impact on the entire team and insights into their concerns. Achievable, Relevant, Time- the organization as a whole. Creating a positive work bound) goals that align with However, there are several environment is crucial for the organization’s objectives. strategies that managers can employee engagement. Regularly communicate and employ to address and improve Encourage a culture of review progress to keep employee engagement. In this collaboration, trust, and open employees motivated and response, I will outline some communication. Recognize engaged. effective approaches to dealing and celebrate employees’ Offer opportunities for growth with disengaged employees. achievements to make them feel and development: Employees valued. Encourage teamwork are more likely to be engaged Understand Root Causes and provide opportunities for when they have opportunities Disengagement and Foster a employees to contribute their to grow and develop their skills. Positive Work Environment ideas and suggestions. Provide training programs, Before taking any action, it’s workshops, and mentorship important to understand why Provide Clear Expectations, opportunities to help employees employees are disengaged. There and Improve Communication enhance their knowledge and 48 SightsIn Plus

abilities. Encourage them to take Work-life balance opportunities, improving on new challenges and provide Maintaining a healthy work-life communication, and supporting them with stretch assignments balance is crucial for employee employees’ work-life balance, that align with their interests engagement and well-being. managers can effectively re- and aspirations. Encourage employees to take engage their team members Effective communication is breaks, use their vacation and create a more productive vital for employee engagement. time, and avoid excessive and motivated workforce. Establish multiple channels overtime. Promote flexible work Remember, each employee is for communication, such as arrangements when possible, unique, so it’s important to tailor regular team meetings, one-on- allowing employees to manage your approach to their specific one discussions, and feedback their personal and professional needs and circumstances. sessions. Encourage employees commitments effectively. By to share their ideas, concerns, supporting work-life balance, Final Words: and feedback openly. Actively you demonstrate that you value When dealing with disengaged listen to their opinions and employees’ overall well-being. employees, it’s important to address their issues promptly. avoid certain pitfalls: Transparent and consistent Support and Lead Them by communication helps create a Example • Ignoring the issue: sense of trust and inclusion. Disengaged employees may Dismissing or neglecting benefit from additional support the problem can worsen Empower, Provide Regular and resources. Consider disengagement and harm Feedback and Recognize providing coaching, mentoring, team morale. Them or counseling services to help Disengagement can occur when them address personal or work- • Micromanaging: Excessive employees feel powerless or related challenges. Offer training control can further lack autonomy in their work. programs to enhance their demotivate employees and Delegate responsibilities and skills and knowledge in areas erode trust. decision-making authority where they may be struggling. to employees whenever Show empathy and support • Blaming or criticizing: possible. Encourage them to as they work through their Adopting a blame-focused take ownership of their work disengagement. approach can create a and provide them with the As a manager, your behavior and negative atmosphere and necessary resources and support. attitude have a significant impact hinder progress. Empowering employees not on employee engagement. only increases their engagement Model the behavior you expect • Making assumptions: Don’t but also boosts their sense of from your team by being assume you know the reasons accountability and satisfaction. proactive, enthusiastic, and behind their disengagement; Feedback and recognition are engaged. Demonstrate a genuine instead, have open and honest powerful tools for improving interest in your employees’ conversations to understand employee engagement. Provide development and well-being. their perspective. constructive feedback on a Your positive attitude and regular basis, highlighting actions can inspire and motivate • Offering quick fixes: areas of improvement disengaged employees to become Temporary solutions may not and acknowledging their more engaged themselves. address underlying issues, so achievements. Recognize and Dealing with disengaged focus on long-term strategies reward their efforts to reinforce employees requires a proactive for sustained employee positive behaviors and motivate and empathetic approach. By engagement. them to continue performing at addressing the root causes, their best. Regular feedback and fostering a positive work Remember, each disengaged recognition demonstrate that environment, providing growth employee is unique, so it’s their contributions are valued. important to approach them with empathy and a willingness 49 JULY 2023 to listen and understand their concerns. gg www.sightsinplus.com

Insights Shaleen Manik Shaleen Manik Chief Human Resources Officer TRANSSION HOLDINGS How to Re-Engage the Disengaged Employees About the Author The reasons behind employee disengagement are complex and diverse Shaleen Manik, Chief Human requiring a range of management Resources Officer, Transsion India approaches. Moreover, there are unlikely (itel, Tecno & Infinix Mobiles). He to be any quick-win solutions. Re- engagement will necessitate a substantial is a result oriented professional investment of time from the organization with 20 years of rich experience in and an ongoing process of refinement. human resources. Prior to joining Transsion India, he was associated with Vodafone Idea Limited as GM- Human Resources and previous he worked with companies like Pitney Bowes Inc., and Info Edge India Ltd. 50 SightsIn Plus