employee engagement survey scripted - psnr
Post on 05-Apr-2018
223 Views
Preview:
TRANSCRIPT
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
1/45
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
2/45
Sharing the results of the Employee Engagement survey
conducted during November 2011
Sharing the Action Plan- The road ahead
PURPOSE
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
3/45
Employee Engagement is a measure of anemployees commitment to the organization which
reflects his willingness to go the extra mile toachieve organizational goals as also his
willingness to stay with the organization.
Engagement is impacted by the experiences the employee has inhis day to day working as also the policies and work culture ofthe organization
What is Employee Engagement ?
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
4/45
TWO COMMITMENT TYPES
EMOTIONAL COMMITMENTThe extent to which
employees value, enjoy, and
are proud of their jobs,
managers, teams, ororganizations
RATIONAL COMMITMENTThe extent to which
employees believe that
managers, teams, or
organizations have their
interest in mind (financial,
developmental, or
professional)
THE OUTPUTS OF COMMITMENT
DISCRETIONARY EFFORTEmployee willingness to go above
and beyond the call of duty, such as
helping others with heavy workloads,
volunteering for additional duties,and looking for ways to perform the
job more effectively
INTENT TO STAYEmployee desire to stay with the
organization, based on whether they
intend to look for a new job within
a year, whether they frequently think
of quitting, whether they are actively
looking for a job.
FOURFOCAL POINTS
OFCOMMITMENT
Day-to-Day Work
Team
Direct Manager
Organization
Engagement Framework
This survey measures Rational and Emotional commitmentcentred on fourfocal points
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
5/45
Engagement Drivers
Research reveals that six groups of drivers have very high-impact onemployee engagement
DIRECT MANAGERS.Provide informal feedback.
.Articulate goals of the organization.
.Create work plans and timetables that
enable staff to meet deadlines.
ORGANIZATION CULTURE.Encourages communication
and information exchange.
.Enables improvement to work
processes.
.Promotes customer satisfaction.
CORPORATE INTEGRITY CODE.Emphasises values.
.Applies policies consistently.
.Doesn't tolerate improper
or unethical behavior.
COMPENSATION ANDBENEFIT PLANS.Stay competitive with
industry.
.Include motivating goals and
bonus plans.
TRAINING AND DEVELOPMENT.Facilitates career growth and
progression.
.Provides participation opportunities
.Includes project-linked development
plans.
SENIOR LEADERS.Welcome new ideas.
.Command employees respect.
.Care about employee welfare.
EmployeeEngagement
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
6/45
SURVEY RESULTS
Demographics
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
7/45
SAMPLE DISTRIBUTION
Sample Distribution by Grade (n=3679)
Source: BHEL Employee Engagement Survey, 2011
0%1%
8%
5%5%8%
11%
6%8%
39%
8%
E9E8E7E6AE6E5E4E3E2E1ET
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
8/45
GRADE WISE POPULATION DISTRIBUTION
0 1000 2000 3000 4000 5000 6000
E9
E8
E7
E6A
E6
E5
E4
E3
E2
E1
ET
2
35
311
191
189
293
401
208
295
1450
302
23
257
1172
634
645
1110
1554
794
940
4479
1452
Number of Responses Number of Executives
Grade % Response
ET 21
E1 32
E2 31
E3 26
E4 26
E5 26
E6 29
E6A 30
E7 27
E8 14
E9 9
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
9/45
SAMPLE DISTRIBUTION (CONTINUED)
Sample Distribution by Function (n=3679)
EDE
Erection/
Construction
Production/
Mfg
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
10/45
13%14%
8%
7%6%
10%
28%
15%
Above 55 yrsBetween 50
55 yrs
Between 45
50 yrs
Between 40
45 yrs
Between 35
40 yrs
Between 30
35 yrs
Between 25
30 yrs
Below 25 yrs
SAMPLE DISTRIBUTION (CONTINUED)
Sample distribution by Age Group(n=3679)
Source: BHEL Employee Engagement Survey, 2011
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
11/45
SURVEY RESULTS
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
12/45
BHEL India Benchmark Global Benchmark
DISTRIBUTION OF OVERALL COMMITMENT
Population Distribution
Employees who score an average of 3 or
below on either Emotional Commitment or
Rational Commitment
Employees who score an average of 6 or
more on both Emotional Commitment and
Rational Commitment
Highly Disengaged Moderate Highly Engaged
8%2%
22%
69%79%70%
23%19%8%
BHEL Benchmark: 3679 employees
India Benchmark: More than 51,000 employees surveyed across 15 organizations in 2011.
Global Benchmark, comprised of more than 78 organizations and more than 208,000 employees
across 51 countries and 22 industries.
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
13/45
DISTRIBUTION OF OVERALL COMMITMENT
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
BHEL ET E1 E2 E3 E4 E5 E6 E6A E7 E8
8%13% 11%
6% 4%7%
3% 3% 4% 4%0%
69%
70% 74%
69%
64%64%
65% 63%65% 64%
66%
23%17% 15%
25%
32%29%
32% 34%31% 32% 34%
Grade Wise Overall Commitment
Disaffected Agnostics True Believers
Message- Higher proportion of disengagement at lower levels
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
14/45
OVERALL COMMITMENT SCORES
Emotional Commitment Rational Commitment
Discretionary Effort Intent to Stay
StronglyAgree
Agree SomewhatAgree
Neither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
BHEL Total Number of Participants: 3679
PS-NRScore
CompanyScore
Global
Benchmar
k
India
Benchmar
k
ESAT2011
5.85 6.0 5.8 6.1
PS-NRScore
CompanyScore
Global
Benchmar
k
India
Benchmar
k
ESAT2011
4.29 5.4 5.2 4.2
PS-NRScore CompanyScore
Global
Benchmark
India
Benchmark
ESAT2011
5.25 5.8 5.7 6.1
PS-NRScore CompanyScore
Global
Benchmark
India
Benchmark
ESAT2011
4.53 5.2 4.1 5.65
Scores measured on a 7-point scale
0% 20% 40% 60% 80% 100%0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100%0% 20% 40% 60% 80% 100%
Overall commitment scores are lower compared to India, but Intent to Stay is higher.
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
15/45
EMOTIONAL COMMITMENT SCORES On four Focal points
Emotional Commitment to Manager Emotional Commitment to Organization
Emotional Commitment to Team Emotional Commitment to Job
StronglyAgree
Agree SomewhatAgree
Neither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
CompanyScore
GlobalBenchmark
IndiaBenchmark
ESAT 2011 5.5 5.5 5.9
CompanyScore
GlobalBenchmark
IndiaBenchmark
ESAT 2011 6.1 5.7 6.3
CompanyScore
Global
Benchmark
India
Benchmark
ESAT 2011 5.8 5.8 6.2
CompanyScore
Global
Benchmark
India
Benchmark
ESAT 2011 5.7 5.9 5.9
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
BHEL Total Number of Participants: 3679
Scores measured on a 7-point scale
A strong emotional commitment to ones job and organization has the greatest impact on discretionary effort.
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
16/45
RATIONAL COMMITMENT SCORES Focal points
Rational Commitment to Manager Rational Commitment to Organization
Rational Commitment to Team
StronglyAgree
Agree SomewhatAgree
Neither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
Company Score
GlobalBenchma
rk
IndiaBenchma
rk
ESAT2011
4.9 3.9 5.5
Company Score
GlobalBenchma
rk
IndiaBenchma
rk
ESAT2011
5.5 4.2 5.8
Company Score
Global
Benchma
rk
India
Benchma
rk
ESAT2011 5.0 4.1 5.56
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100%
BHEL Total Number of Participants: 3679
Scores measured on a 7-point scale
A strong rational commitment to the organization has greatest impact on intent to stay.
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
17/45
Scores on Engagement Drivers
DIRECT MANAGERS
ORGANIZATION
CULTURE & CORPORATEINTEGRITY CODE
TRAINING ANDDEVELOPMENT
SENIOR LEADERS
EmployeeEngagement
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
18/4518
0% 20% 40% 60% 80% 100%
ENGAGEMENT DRIVERS OVERVIEW (bench mark=5.5)
Organization Culture and CorporateIntegrity
Top Management
Controlling Officer Effectiveness Training and Development
PS-NR
Score
Company
Score
ESAT2011
4.54 5.0
PS-NR
Score
Company
Score
ESAT2011
4.01 4.7
PS-NRScore
CompanyScore
ESAT
20114.82 5.4
PS-NRScore
CompanyScore
ESAT 2011 4.49 5.2
StronglyAgree
Agree SomewhatAgree
Neither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100%
BHEL Total Number of Participants: 3679
Scores measured on a 7-point scaleTop Management refers to the senior leadership of the organization and
typically includes BU heads.
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
19/45
CompanyAverage
5.4
5.3
5.4
5.2
4.9
5.0
PERCEPTION OF CONTROLLING OFFICER (benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree
Agree SomewhatAgree
Neither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
My Controlling Officer is open to new ideas
My Controlling Officer defends his/her directreports
My Controlling Officer demonstrates
analytical thinking
My Controlling Officer helps attain allresources necessary for my job
My Controlling Officer makes sacrifices fordirect reports
My Controlling Officer provides high qualityinformal feedback
Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
20/45
CompanyAverage
5.2
5.2
5.1
5.6
5.3
5.3
PERCEPTION OF CONTROLLING OFFICER(CONTD.)(benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree
Agree SomewhatAgree
Neither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
My Controlling Officer encouragesemployee development
My Controlling Officer persuadesemployees to move in a desired direction
My Controlling Officer accurately evaluates
employee performance
My Controlling Officer is an intelligentindividual
My Controlling Officer clearly communicatesperformance expectations
My Controlling Officer is able to handlecrises situations
Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
21/45
CompanyAverage
5.1
5.4
5.1
5.4
5.1
5.1
PERCEPTION OF CONTROLLING OFFICER(CONTD.) (benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
My Controlling Officer creates clear workplans and time bound milestones
My Controlling Officer trusts employees todo their job
My Controlling Officer communicatesemployee effectiveness to upper
management
My Controlling Officer takes into accountmy views and opinions
My Controlling Officer recognizes andrewards achievement
My Controlling Officer treats all directreports equally
Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
22/45
CompanyAverage
5.4
6.3
5.3
5.7
5.4
5.3
PERCEPTION OF CONTROLLING OFFICER(CONTD.) (benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
I see a connection between my work andBHELs strategy
It is important that I do my job well forBHELs success
My Controlling Officer demonstrates strongcommitment to employee diversity
My Controlling Officer demonstrateshonesty and works with integrity
My Controlling Officer adapts to changingcircumstances
My Controlling Officer clearly articulatesorganizational goals
While employees acknowledge the need to do their job well, Controlling Officers are unable to cascade goals effectively.
Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
23/45
CompanyAverage
5.5
5.3
5.1
5.4
5.2
5.2
PERCEPTION OF CONTROLLING OFFICER (CONTD.) (benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
My Controlling Officer possesses necessaryjob skills
My Controlling Officer sets realisticperformance expectations
My Controlling Officer identifies and assigns
right people to right roles
My Controlling Officer helps me findsolutions to problems
My Controlling Officer is able to break downprojects into manageable components
My Controlling Officer accepts responsibilityfor Successes and Failures
While Manager possesses job knowledge and are respected , Performance Management skills and Controlling Officercharacteristics are a critical area of concern.
Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
24/45
CompanyAverage
5.3
5.1
5.4
5.3
5.3
5.5
PERCEPTION OF CONTROLLING OFFICER (CONTD.) (benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
My Controlling Officer encouragesinnovative thinking
My Controlling Officer is able to accuratelyevaluate employee potential
My Controlling Officer respects each
employee as an individual
My Controlling Officer demonstratespassion to succeed
My Controlling Officer cares aboutemployees
My Controlling Officer has a goodreputation within the organization
Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
25/45
25
BHEL has a reputation of integrity
Our organization has strong internalcommunication channels
Our organization has a culture of innovation
Our organization is open to change
Our organization provides a degree of
freedom in doing job
I am able to get help from others inobtaining necessary information
CompanyAverage
6.0
5.0
4.8
4.7
5.4
5.5
PERCEPTION OF ORGANIZATION CULTURE (bench mark=5.5)
Population Distribution and Raw Scores
StronglyAgree
Agree Somewhat
Agree
Neither Agree
Nor Disagree
Somewhat
DisagreeDisagree Strongly
Disagree
Organization culture needs to improve on parameters of openness to innovation, equality, and providing freedom toemployees.
Source: BHEL Employee Engagement Survey,
2011
Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
26/45
26
Our organization has a culture of customerfocus
Our organization is positioned to make mostof future opportunities
Our organization has a culture of equal
opportunity
Our organization has a culture of equality
Our organization recognizes highperformers/potential
My organizations promotes a culture of risktaking
CompanyAverage
5.3
4.9
4.7
4.7
4.7
4.6
PERCEPTION OF ORGANIZATION CULTURE(CONTD.) (benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree
Agree Somewhat
Agree
Neither Agree
Nor Disagree
Somewhat
DisagreeDisagree Strongly
Disagree
Organization culture needs to promote equality, risk taking, and recognizing high-performers.
Source: BHEL Employee Engagement Survey,
2011
Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
27/45
CompanyAverage
5.6
4.8
5.1
4.7
5.0
PERCEPTION OF TRAINING & DEVELOPMENT (benchmark=5.5)
Population Distribution and Raw Scores
StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
I have a complete understanding of how tocomplete work related projects
I get adequate advice from the seniors oncareer development
I have projects that provide opportunity forpersonal development
The training provided explains theimportance of my job
My organization encourages me to developa challenging development plan
Employees are not satisfied with the Training & Development opportunities currently available to them.
Source: BHEL Employee Engagement Survey, 2011 Scores measured on a 7-point scale
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
28/45
CompanyAverage
4.9
4.7
4.3
4.8
PERCEPTION OF TOP MANAGEMENT (benchmark=5.5)
Population Distribution and Raw Scores
Source: BHEL Employee Engagement Survey,
2011
StronglyAgree Agree SomewhatAgreeNeither AgreeNor Disagree
SomewhatDisagree
Disagree StronglyDisagree
Scores measured on a 7-point scale
The Top Management has a long-termvision for the future
The Top Management inspires others
The Top Management places employeeinterests before their own
The Top Management of BHEL is open tonew ideas
Top Management needs to play a more proactive role in engaging employees.
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
29/45
HOT SPOT ANALYSIS- GRADE
Raw Scores
Note: Values have not been reported for segments where sample size is less than 10.
Source: BHEL Employee Engagement Survey, 2011
PopulationEmotional
CommitmentRational
CommitmentDiscretionary
Effort
Intent toStay
OrganizationCulture
LeadershipTeam
ManagerEffectiveness
Training &Development
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.30 5.04
ET 302 5.42 4.84 5.78 5.20 4.72 4.44 5.15 4.74
E1 1450 5.41 4.83 5.83 5.00 4.58 4.16 5.04 4.63
E2 295 5.89 5.25 6.12 5.30 5.01 4.42 5.31 5.04
E3 208 6.06 5.52 6.23 5.85 5.42 5.03 5.42 5.34E4 401 6.08 5.34 6.13 5.86 5.30 4.99 5.46 5.20
E5 293 6.22 5.59 6.24 5.78 5.53 5.20 5.48 5.48
E6 189 6.35 5.59 6.31 6.08 5.56 5.27 5.62 5.59
E6A 191 6.32 5.52 6.23 5.95 5.46 5.23 5.58 5.49
E7 311 6.42 5.51 6.45 5.81 5.62 5.38 5.74 5.68
E8 35 6.60 5.85 6.60 6.07 5.93 6.06 6.21 6.13
E9 2 N/A N/A N/A N/A N/A N/A N/A N/A
The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.
ET, E1 segments have higher employee population but lower scores.
DRIVERS
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
30/45
HOT SPOT ANALYSIS- AGE
Raw Scores
Source: BHEL Employee Engagement Survey, 2011
Note: Values have not been reported for segments where sample size is less than 10.
PopulationEmotional
CommitmentRational
CommitmentDiscretionary
Effort
Intent toStay
OrganizationCulture
LeadershipTeam
ManagerEffectiveness
Training &Development
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.30 5.04
Below 25 yrs 541 5.22 4.55 5.68 4.84 4.34 4.02 4.99 4.50
Between 25 30 yrs 1019 5.37 4.82 5.86 4.97 4.55 4.08 5.03 4.61
Between 30 35 yrs 354 5.73 5.06 6.03 5.38 4.87 4.31 5.15 4.86
Between 35 40 yrs 221 5.82 4.98 6.03 5.50 4.96 4.60 5.21 5.04
Between 40 45 yrs 241 6.14 5.30 6.23 5.67 5.34 5.00 5.46 5.37
Between 45 50 yrs 305 6.33 5.57 6.36 6.02 5.54 5.31 5.59 5.51
Between 50 55 yrs 533 6.41 5.78 6.34 6.12 5.76 5.47 5.76 5.67
Above 55 yrs 463 6.35 5.72 6.24 5.81 5.67 5.46 5.63 5.56
The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.
Average engagement scores increase with the employee age.
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
31/45
HOT SPOT ANALYSIS- UNIT
Raw Scores
Source: BHEL Employee Engagement Survey, 2011
The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.
Unit Count
PopulationEmotional
CommitmentRational
CommitmentDiscretionary
EffortIntent to Stay
OrganizationCulture
LeadershipTeam
ManagerEffectiveness
Training &Development
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04
BHOPAL 472 5.88 5.27 6.06 5.41 5.01 4.59 5.39 5.1
HARDWAR 236 5.6 4.92 5.97 5.2 4.63 4 4.96 4.62
HYDERABA
D305 6.2 5.48 6.23 5.86 5.39 5.23 5.73 5.52
TRICHY 467 6 5.29 6.15 5.9 5.12 4.81 5.36 5.18
RANIPET 157 5.87 5.12 5.97 5.7 5.2 4.92 5.45 5.07
EDN 220 5.83 5.05 6.02 5.7 5.03 4.86 5.31 5.11
JHANSI 69 5.3 4.42 5.9 4.94 4.08 3.56 4.6 4.14
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
32/45
HOT SPOT ANALYSIS- UNIT (CONT.)
Raw Scores
Source: BHEL Employee Engagement Survey, 2011
The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.
Unit Count
Population
EmotionalCommitment
RationalCommitment
DiscretionaryEffort
Intent toStay
OrganizationCulture
LeadershipTeam
ManagerEffectiveness
Training &Development
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04
PS-NR 172 5.25 4.53 5.85 4.29 4.54 4.01 4.82 4.49
PS-SR 265 5.85 5.24 6.03 5.11 5.26 4.72 5.39 5.15
PS-WR 122 5.51 4.82 5.96 4.4 4.89 4.26 4.88 4.93
PS-ER 140 6.17 5.37 6.19 5.24 5.64 5.3 5.72 5.41
PS-PEM 152 5.56 4.96 5.91 5.57 4.71 4.23 5.06 4.79
PS-TS 18 4.21 3.95 5.19 3.83 3.56 3.31 3.58 3.39
SSBG 25 4.74 4.41 4.71 4.74 4.11 4.21 3.95 4.05
PMG 23 5.58 4.99 5.83 4.52 4.86 4.7 5.05 5.08
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
33/45
HOT SPOT ANALYSIS- UNIT (CONTD.)
Raw Scores
Unit Count
PopulationEmotional
CommitmentRational
CommitmentDiscretionary
Effort Intent to StayOrganization
CultureLeadership
TeamManager
EffectivenessTraining &
Development
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04
IVP
GOINDWAL10 5.5 4.83 5.93 4 5.04 4.68 4.98 4.74
PIPING
CENTRE36 6 5.29 6.17 6.33 5.18 4.64 5.34 4.82
PESD 30 5.99 5.06 6.02 5.53 4.92 4.59 5.66 4.79
ISG 46 6.12 5.68 6.11 5.83 5.61 5.48 5.6 5.63
CSU 10 5.26 4.97 6.43 4.3 4.34 4.53 5.12 4.6
CFFP
HARDWAR54 5.67 5.1 5.83 5.3 4.41 4.07 5.09 4.57
EMRP 14 5.69 5.38 5.55 5.14 5.42 5.39 5.72 5.03
EPD 41 6.49 5.96 6.4 6.44 5.59 5.32 5.85 5.63
HERP VAR22 4.85 4.35 5.59 5.14 4.35 3.99 4.3 4.12
JAGDISHPU
R29 5.93 5.74 6.13 5.67 5.56 5.58 5.8 5.45
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
34/45
HOT SPOT ANALYSIS- UNIT (CONTD.)
Raw Scores
Source: BHEL Employee Engagement Survey, 2011
Note: Values have not been reported for segments where sample size is less than 10.
Unit Count
PopulationEmotional
CommitmentRational
CommitmentDiscretionary
Effort Intent to StayOrganization
CultureLeadership
TeamManager
EffectivenessTraining &
Development
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04
CORP.R&D 177 5.98 5.61 6.29 6.04 5.31 4.97 5.43 5.42
CORPORAT
E OFFICE93 5.77 5.03 6.15 5.28 4.96 4.73 5.31 5
PS-HQ 23 5.93 5.38 6.06 5.63 5.36 5.07 5.5 5.06
PS-MARKETING
35 6.07 5.46 6.12 5.29 5.16 4.99 5.7 5.24
INDUSTRY
SECTOR48 5.24 4.57 5.84 4.94 4.41 4.09 4.65 4.61
INT
OPERATION25 5.45 4.61 5.75 4.84 3.85 3.53 4.98 4.32
TBG 81 5.66 5.04 5.97 5.14 4.84 4.38 5.19 4.91
ROD 52 6 5.54 6.04 5.77 5.62 5.47 6.02 5.37
CMG 2 N/A N/A N/A N/A N/A N/A N/A N/A
RUDRAPUR 1 N/A N/A N/A N/A N/A N/A N/A N/A
HRDI 5 N/A N/A N/A N/A N/A N/A N/A N/A
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
35/45
HOT SPOT ANALYSIS- FUNCTION
Raw Scores
The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average. Segments highlighted in red are relatively atrisk. Whereas, segments highlighted in green are highly engaged.
PopulationEmotional
CommitmentRational
CommitmentDiscretionar
y EffortIntent to
StayOrganization
CultureLeadership
Team
ManagerEffectivenes
s
Training &Developmen
t
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04
MANUFACTURING
360 5.86 5.1 6.07 5.41 4.94 4.53 5.31 5.04
COMMISION
ING / TS157 5.46 4.73 5.87 4.42 4.78 4.2 4.98 4.66
ENGINEERI
NG /717 5.77 5.17 6.01 5.68 4.87 4.42 5.26 5
ERECTION /
CONSTRUC
TION
382 5.64 4.99 5.93 4.69 5.02 4.52 5.16 4.92
PS
PROJECTS24 5.52 4.95 5.79 5.31 5.05 4.34 4.68 4.83
SERVICE
AFTER
SALES
43 5.49 4.8 6.02 5.13 4.95 4.65 5.37 5.11
COMMERCI
AL 175 5.82 5.17 6.08 5.62 5.05 4.81 5.27 5.07
PROJECT
MANAGEME
NT
111 5.67 5.11 6.02 5.14 4.95 4.51 5.23 5.21
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
36/45
HOT SPOT ANALYSIS- FUNCTION (CONTD.)
Raw Scores
Source: BHEL Employee Engagement Survey, 2011
Note: Values have not been reported for segments where sample size is less than 10.
The chart highlights segments within the business unit that score one-quarter standard deviation below or above BHEL average.Segments highlighted in red are relatively at risk. Whereas, segments highlighted in green are highly engaged.
Population
Emotional
Commitment
Rational
Commitment
Discretionary Effort
Intent toStay
Organization Culture
LeadershipTeam
Manager
Effectiveness
Training &
Development
BHEL 3679 5.81 5.16 6.04 5.43 5.02 4.66 5.3 5.04
MAINTENAN
CE152 5.99 5.32 5.98 5.88 5.07 4.71 5.27 5
MARKETING 119 5.42 4.83 5.57 5.38 4.68 4.42 4.97 4.68
MM 246 5.84 5.14 6.06 5.64 5.07 4.84 5.43 4.89
CENTRAL
DESPATCH12 5.67 4.93 6.28 5.75 5.47 5.25 4.95 5.28
QUALITY
CONTROLS152 5.75 5.11 6.01 5.46 5.04 4.67 5.08 5.09
R&D 193 6.03 5.58 6.28 5.99 5.24 5 5.52 5.5
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
37/45
BHEL has a reputation of integrity.
BHEL provides a degree of freedom in doing job.
Employees are able to get help from others in obtaining necessary info.
Employees have a complete understanding of how to complete work
related projects.
Employees feel that it is imp that they do their job well for BHELs
success.
Employees feel that their Controlling Officer
demonstrates honesty and works with integrity
is an intelligent individual
has a good reputation within the organization
possesses necessary job skills
ENGAGEMENT DRIVERS- STRENGTH AREAS
Organization-related Drivers
Manager-relatedDrivers
Training &
DevelopmentDrivers
ENGAGEMENT DRIVERS- DEVELOPMENT OPPORTUNITIES
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
38/45
BHEL needs to improve the internal communication channels.
Culture needs to be open to change & innovation
The organization culture must promote equality.
The organization should focus on recognizing high performers/potential.
Top Management must inspire others & place employee interests before
their own.
Top Management should be more open to new ideas.
The training provided to employees does not explain the importance of
their job .
Employees do not currently receive adequate advice from seniors on
career development
Controlling Officers need to improve on their ability to:
identify and assign right people to right roles
break down projects into manageable components
accept responsibility for Successes and Failures
accurately evaluate employee potential
make sacrifices for direct reports
provides high quality informal feedback
ENGAGEMENT DRIVERS DEVELOPMENT OPPORTUNITIES
Organization-related Drivers
Manager-relatedDrivers
Top Management-related Drivers
Training &Development
Drivers
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
39/45
ET and E1
HEEP Hardwar/HERP VAR/INT Operation/Industry Sector/Jhansi/
PS-NR/PS-TS/Spares and Businesses Service Group
Marketing/Commissioning and Technical Services
0-5 years in tenure
Below 30 years old
ENGAGEMENT DRIVERS- DEVELOPMENTOPPORTUNITIES
Groups fortargeted
interventions
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
40/45
Communicate broad findings to Management and employees
Conduct Focus Group Discussions (FGDs)
Use focussed group results to determine action plans
Prepare Unit wise as well as Company wide action plans
Provide regular updates on actions being taken and seek informalfeedback
Repeat survey to track movement of scores
STEPS IN THE ACTION PLANNING PROCESS
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
41/45
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
42/45
UNIT-GRADE DISTRIBUTION OF RESPONDENTS
Back
GRADE
UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal
UnitStrength
BHOPAL 38 166 46 23 56 46 25 27 45 472 1499
HEEP
HARDWA
R 82 26 14 20 15 14 16 22 2 25 236 1162
HPEP
HYDERA
BAD 36 102 22 18 31 27 16 22 29 2 305 1546
HPBP
TRICHY 45 143 27 33 76 64 17 19 37 5 1 467 1959
RANIPET 18 60 7 10 27 5 9 5 15 1 157 478
EDN
BANGALORE 25 47 11 16 21 24 29 26 21 220 969
JHANSI 6 34 7 2 9 3 5 1 2 69 312
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
43/45
UNIT-GRADE DISTRIBUTION OF RESPONDENTS
Back
GRADE
UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal
UnitStrength
PS-NR 9 101 12 9 13 2 5 3 16 2 172 505
PS-SR 13 129 13 19 30 22 9 8 18 4 265 475
PS-WR 14 63 16 6 4 7 5 2 4 1 122 427
PS-ER 47 9 5 12 10 15 15 24 2 1 140 515
PS-PEM 81 18 9 13 5 3 2 10 11 152 616
PS-TS 14 1 2 1 18 56
SSBG 17 2 1 3 2 25 77
PMG 3 12 2 5 1 23 82
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
44/45
UNIT-GRADE DISTRIBUTION OF RESPONDENTS
Back
GRADE
UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal
UnitStrength
IVP
GOINDWAL 2 6 1 1 10 45
PIPING
CENTRE
-
CHENNAI 2 14 4 1 3 3 6 2 1 36 136
PESD 7 5 10 3 1 2 1 1 30 87
ISG 18 5 1 5 4 3 6 4 46 247
CSU 9 1 10 38CFFP
HARDWA
R 4 24 5 1 7 5 2 1 4 1 54 154
EMRP 2 7 1 1 1 1 1 14 30
EPDBANGAL
ORE 3 11 2 5 5 6 2 3 4 41 109
HERP
VAR 1 10 2 4 3 1 1 22 54HTCIP
JAGDISH
PUR 14 3 2 4 4 1 1 29 59
-
7/31/2019 Employee Engagement Survey Scripted - PSNR
45/45
UNIT-GRADE DISTRIBUTION OF RESPONDENTS
Back
GRADE
UNIT ET E1 E2 E3 E4 E5 E6 E6A E7 E8 E9GrandTotal
UnitStrength
CORP.R
&D 19 57 11 10 14 14 10 14 22 6 177 324
CORPO
RATE
OFFICE 8 33 10 5 9 9 6 3 8 2 93 385
PS-HQ 8 3 1 3 2 3 1 2 23 44
PS-MARKET
ING 20 4 1 5 3 1 1 35 87
INDUST
RY
SECTOR 3 26 4 2 4 1 2 1 5 48 156
INTOPERAT
ION 1 15 1 1 1 1 1 3 1 25 80
ROD 4 30 2 2 6 2 2 2 2 52 143TBG 3 42 8 6 11 5 3 3 81 224
CMG 2 2 6
RUDRAP
UR 1 1 50
HRDI 1 3 1 5 20
top related