Employee engagement is a driving

enables the employees to develop a sense of

factor when it comes to success in 21st

trust and transparency amongst each other

century business. One of the biggest

and thereby improve work cohesiveness.

challenges in the years to come will be

Once the individual and team performances

addressing the huge shortage of candidates

have been sorted out, the HR team can focus

demonstrating the attitude of wanting to

on the relationship of the employee with the

serve. Typically in any organization there

organization. Best practices on how to

are three categories of employees- Engaged,

develop

disengaged

disengaged.

responsibility while making best use of the

Organizations have increasingly focused on

talent pool available. The most efficient way

employee engagement as a means to

to improve an employees morale is to

maximize the capabilities and talent of their

provide proper and timely recognition. The

human capital. Engaged employees not only

balance scorecard method coupled with new

have high levels of personal involvement in

platforms to showcase ones talent can truly

their

keep the employee engaged.

work

and

but

actively

also

feel

strong

psychological bond to the organization.

sense

of

ownership

and

1st Month plan

A three months employee engagement plan

would include a holistic approach starting

Employers

can

promote

employee

from understanding the personality of each

engagement by first understanding how

employee to developing innovative and

employees feel about Reliance and their

enticing group activities. Each employee is

present job profile. An employer can

first enabled through psychometric test

accomplish this by developing a focus

results to analyze their personality traits.

group to discuss what is working and what

This gives an internal reflection of ones

is not working within the organization from

strengths and weaknesses. Job rotation,

the employees' perspective. Further, in order

enrichment and mentor-mentee programs

to better understand the strengths and

can be initiated to enhance job satisfaction

weaknesses of oneself, a psychometric test

and improve retention. The next phase of

is recommended. From the above two

employee engagement would include team

activities, the middle managers will be able

building exercises and outbound programs

to assess the capabilities as well as the

to kindle the sense of team spirit. This

difficulties faced by their team. Proper

training and attention can be provided to

employee. The employee is allowed to be

those who require the same. Every Friday,

part of the organization by voicing out his

Google holds a forum called Thank

concerns and focusing on his strengths. The

Goodness Its Friday (TGIF) to have an

TGIF and focus group initiatives help the

active conversation and answer questions

employees to express their point of view

ranging from product decisions and external

whereas the mentorship and psychometric

news to internal people-related policies and

tests help them to horn their skill set.

decisions. An adapted version of the same

2nd Month Plan

can be implemented at Reliance.

Having built a solid platform in terms of
Another best practice followed at Zappos is
the Shadow Sessions- employees can be
allowed to shadow other employees in
different departments for a few hours. This
helps employees to understand the ins and
outs of other departments and the company
while also building relationships across the
company. Reliance employees get to know
exactly what each and every member in
other department is working on. This serves
the dual purpose of enhancing knowledge
base as well as building a network. Another
way to enhance employee engagement is to
develop an apprentice program or a
mentor-mentee

program

whereby the

employee gets an opportunity to learn from

the best. This not only enhances the skill of
the employee but also forms an indirect
feedback system of his skill set.

individual competency, the HR team can

now focus on team dynamics and group
performances. The positive contribution that
each individual brings while working as a
team is of utmost importance. Organizing
weekend get together (Real-life initiative),
outbound programs (Real trek) can built the
team morale. The employees get to know
each other better and thus can work together
more effectively. Having the continuation of
TGIF and shadow sessions through the 2nd
month enforces stronger bonds to develop.
Intra/Inter department cultural programs
can go a long way in making work
environment more engaging. Such events
once

every

six

months

can

develop

competitiveness and team morale. Reliance

after all is known for its endeavor to be
unique in creating an environment that

The 1st month purely focuses on the

makes pitting ones skills against the world a

individual needs and capabilities of the

challenging, stimulating and energizing

experience. Such activities coupled with

board initiatives. More effective feedback

other pass time fun filled games develops a

to

sense of being at home feeling. Investing

management systems based on the balanced

quality time in CSR initiatives is also

scorecard model. Such practices develop

recommended.

as sense of responsibility and proactiveness

The basic purpose of the activities proposed

in the 2nd month is to set the ball rolling.
Employees should not be made to feel that
its always about work. A mix of fun filled
team activities can reduce the work stress.
The intention is to retain employees through
the notion, Reliance is where the Real fun

employees

using

the

performance

amongst the employees. The might influence

the art of bottom leadership. A platform for
Intrapreneurship should be developed so
as to develop bigger and better products. A
carrot and stick approach enables unwanted
employee lethargy. Any employee who does
a good job must be publicly recognized and
motivated. Further, Proactive Assessment

is.

of Attrition Risk (PAAR) program helps to

rd

3 Month plan

pro-actively identify the high risk employees

individual

in terms of attrition and a plan can be laid to

competencies and team spirit through the

retain them or prepare a back up to ensure

various activities proposed in the 1st two

there is no impact in business continuity.

months, the HR team must now focus on

Talent

performance evaluation. The business end of

catalyst programs can also be effective

any employee engagement plan requires for

measures to tackle employee engagement

the

issues.

Having

developed

employee

contribution

to

the

to

provide

the

company.

positive

vitality

index

and

employee

Proper

The 3rd month focuses on retaining and

feedback and recognition system should be

keeping the employees happy. Different best

maintained

practices are used to make sure that there is

to

actively

monitor

the

performance of each employee. Monetary

enough

benefits or awards (Real steel awards) and

environment at Reliance.

and

more

employee

friendly

other timely recognition of achievements

should be highlighted. Employees should
work hard towards achieving better targets.
Employee of the month/top performer

The three months are just primers to the

bigger picture of employee engagement
strategy. Ultimate goal of these 3 months is

to set the ball in motion. By judiciously

provide positive contribution. Other possible

collaborating the various activities and

activities that can be adapted and included

practices mentioned above, the employee

after cost benefit analysis are the best

can be made to shift from disengaged to

practices followed in organizations like

engaged state of mind. Any employee

HCL (Friday fundoo, employee 1st customer

engagement plan should allow the employee

2nd initiative, Xrtamile). The Q12 method is

to effectively chart his growth in the

also a very effective and feasible method to

organization

improve employee engagement.

thereby

enabling

him

to

Based on the reply of the employees to the following 12 questions I intend to modify my 3
months employee engagement plan.
The Q12 Index
1) Do you know what is expected of you at work?
2) Do you have the materials and equipment to do your work right?
3) At work, do you have the opportunity to do what you do best every day?
4) In the last seven days, have you received recognition or praise for doing good work?
5) Does your supervisor, or someone at work, seem to care about you as a person?
6) Is there someone at work who encourages your development?
7) At work, do your opinions seem to count?
8) Does the mission/purpose of your company make you feel your job is important?
9) Are your associates (fellow employees) committed to doing quality work?
10) Do you have a best friend at work?
11) In the last six months, has someone at work talked to you about your progress?
12) In the last year, have you had opportunities to learn and grow?

All the above mentioned methods will only be implemented after taking into account the costbenefit analysis.