employee engagement survey

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Employee engagement survey

Presentation of results of survey held for officers

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Employee engagement is the extent to which employees are committed to the Company, believe in the values of the Company, feel pride in working for their boss or managers, and are motivated to go the “extra mile”.

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Engaged employees…

• Stay-Employees intend to remain in the

Company

• Say-Employees speak well about the

Company

• Strive-Employees ready to work beyond call

of duty

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The need for Employee Engagement survey

• Employee engagement drives the employee toward cognitive & emotional commitment to the organization.

• Engaged employee understands what the Company is trying to achieve & helps it make happen.

• Employee engagement influences • Employee performance• Retention• And “discretionary effort”

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Drivers of engagement Employee Engagement

Employee behavior

Organizational performance

Employee Engagement- Cause & Effect

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How engaged are the employees?

Bored and frustrated at work

Often feel underutilized

Do as you are told

Do your very best

Negative or sarcastic attitude about work

Spend time at work taking care of personal needs.

Do Strictly what’s required.

Constantly learning and taking calculated risks.

Critical of leaders or peers.

Pay is a big reason why stay

Stick to what you know and take few risks.

Feel stretched beyond comfort zone

Look for ways to find blame.

Do just enough to get by and not get in trouble.

See many barriers to better results outside of personal control

Take personal satisfaction in the quality of work

Speak Poorly about the company.

Rarely stretched by new assignments.

Work can be stressful but also rewarding and fun.

Looking for a better job

It’s better than no job

It’s just a jobYou love your job.

Actively Disengage

d

Disengaged

Passively

Engaged

Fully Engage

d

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Measures of employee engagement

• Job involvement• Engaged employee is totally engaged in the job

assigned to him. His involvement is not so much because of the extrinsic rewards but because of intrinsic satisfaction derived from carrying out his job.

• Organizational Commitment• Employee identifies with the organization and

there is perfect harmony between his beliefs, values and goals and those of the organization.

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Drivers of engagementWork-life balance-Whether the organization is helping to maintain work-life balance

Leadership-Leaders are objective, impartial &systematic in their dealings besides empowering subordinates & providing timely feedback

Career opportunity-Opportunities for individual growth

Learning & development- Adequate facilities for training & overall devpt.

Communication-Open & transparent communication channels,horizontal as well as vertical

Learning organization-Organization pursues goal of continuous improvement of its products,processes & people.

Co-workers-Adequate mutual trust & understanding among fellow employees

Pay-Perceived attractiveness of pay & allowances.Not the absolute quantum, but in relative value.

Decision making-Empowerment & support down the line to take decisions

Recognition-Practice of recognition & appreciation of employees who come up with creative ideas

HR alignment-HR function is aligned with corporate plans & business strategy of IndianOil

Stakeholders-The extent to which organization is discharging its responsibilities to its stakeholders

Job content-Employees find job content intrinsically satisfying.

Benefits-Monetary or non-monetary benefits over & above pay.

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Methodology• Conducted by IMI• In two phases-officers & workmen• Officers survey completed-workmen’s started• Sample size-1482 (14.25%)• Questionnaire

• Specially customized• 80 items• Pilot study at 3 locations

• Number of locations covered-• Grades covered-A to F• Typical respondent-43 years old with 18 years

experience

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The resu

lts-The big pict

ure

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Corporate level findings

• Prevalence of fairly high level of engagement.

Rated High Scope for some improvement

Needs much improvement

Benefits Learning org: Decision making

Stake holders Communication Work-life balance

Job content Recognition Pay

Co workers Career opportunity

Leadership

Learning & Devp

HR alignment

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• Out of 14 drivers, 7 critical ones identified• Job content• Co workers• Pay• Career opportunities• Stakeholders• HR alignment• Benefits

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• Though job content has scored quite well,

being the single most important driver,

needs to be improved.

• For optimum benefit, all 7 to be improved.

• Career opportunity & HR alignment offer scope

for improvement

• Pay, scores lowest.

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Variable Score Remarks

Organizational commitment

67.87 Quite High

Well looked after

Job Involvement 65.27

Benefits 67.67

Stake holders 65.93

Job content 65.07

Co-workers 64.33

Learning organization 59.67

Scope for improvement

Communication 56.47

Recognition 56.33

Career opportunity 56.20

Leadership 55.93

Learning & Development 54.93

HR Alignment 53.60

Decision making 51.93

Work-life balance 49.47 Needs much improvement

Pay 47.60

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Division-wise

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Inter-Divisional Comparison

• Officers of Pipelines ranks highest in engagement.

• Followed by • Refineries• R&D• Marketing

• “Job content” and “Pay” are stable predictors of engagement across Divisions

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Variable Pipelines Refineries Marketing R&D Corporate Remarks


71.4 68.0 65.9 67.2 67.87

Job Involvement 68.5 65.7 63.2 64.7 65.27

Benefits 71.1 65.8 69.0 64.7 67.67

Stake holders 68.7 66.2 64.3 64.9 65.93

Job content 68.3 65.3 63.9 62.3 65.07

Co-workers 66.7 65.2 62.5 62.5 64.33

Learning organization

62.4 60.7 58.0 55.8 59.67

Communication 58.5 58.6 54.5 51.4 56.47

Recognition 56.7 57.8 54.8 55.2 56.33

Career opportunity 57.9 56.3 56.2 53.5 56.20

Leadership 58.7 57.0 55.0 50.2 55.93

Learning & Development

58.0 53.7 54.9 54.1 54.93

HR Alignment 56.6 53.7 51.3 54.7 53.60

Decision making 54.7 54.2 49.6 46.3 51.93

Work-life balance 54.3 48.5 46.4 53.8 49.47

Pay 52.3 48.5 44.6 45.5 47.60

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Refineries Division

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Refineries Division

• Scores higher in Communication

and Decision making as compared to

other Divisions.

• Panipat Refinery indicates the lowest

engagement in the Division.

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Variable RefHQ

Haldia Digboi

Guwahat

Mathura

Barauni Gujarat Panipat Refineries Division

Organizational commitment 69.4 72.3 71.3 68.2 68.7 64.1 64.7 63.2 68.0

Job Involvement 63.2 69.8 68.4 65.7 67.3 63.5 65.3 59.7 65.7

Benefits 69.9 74.1 66.8 62.7 66.2 64.5 62.2 61.4 65.8

Stake holders 69.5 72.4 67.9 68.2 67.3 63.5 61.5 61.5 66.2

Job content 63.9 69.7 67.1 62.9 66.0 65.1 65.3 60.3 65.3

Co-workers 66.5 70.1 69.5 66.1 63.7 60.6 62.0 61.1 65.2

Learning organization 60.9 67.4 62.7 62.4 59.8 60.3 57.5 56.7 60.7

Communication 61.6 67.7 60.5 59.1 58.3 56.5 53.1 54.5 58.6

Recognition 59.3 63.9 58.7 60.5 59.1 56.9 54.0 53.0 57.8

Career opportunity 59.9 62.7 58.2 55.5 56.3 52.9 50.7 54.3 56.3

Leadership 56.5 65.9 60.9 55.9 56.4 52.1 52.8 52.9 57.0

Learning & Development 54.1 62.7 57.5 59.0 54.4 52.0 46.0 46.8 53.7

HR Alignment 58.5 61.5 55.1 55.2 53.9 49.9 49.9 48.4 53.7Decision making 53.6 62.6 57.1 55.4 53.4 51.7 50.3 49.7 54.2Work-life balance 52.0 57.4 53.9 48.7 47.6 46.1 41.1 41.5 48.5

Pay 48.9 59.4 56.4 48.7 48.0 49.2 37.5 39.3 48.5

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Pipelines Division

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Pipelines Division

• Highest level of engagement• Western Region stands out as the

highest rated• Officers in Construction set up show

the least engagement in Pipelines.

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Variable WRPL NRPL ERPL PL-HO CONSTN PIPELINES DIVISION


76.6 74.3 71.0 67.9 65.4 71.4

Job Involvement 75.1 69.2 67.7 66.5 60.9 68.5

Benefits 74.9 66.9 71.7 68.4 70.9 71.1

Stake holders 71.9 68.7 69.7 67.2 64.4 68.7

Job content 72.1 67.1 68.3 69.6 61.7 68.3

Co-workers 70.0 64.5 68.5 65.5 62.3 66.7

Learning organization 67.3 58.5 64.6 59.6 58.3 62.4

Communication 62.1 55.7 61.7 58.5 50.8 58.5

Recognition 63.1 53.0 55.5 56.7 52.1 56.7

Career opportunity 63.5 57.0 57.0 58.1 50.7 57.9

Leadership 62.9 59.3 60.9 56.4 50.9 58.7

Learning & Development 61.2 62.1 58.1 55.7 51.8 58.0

HR Alignment 62.6 56.0 56.3 56.5 48.2 56.6

Decision making 61.4 53.3 57.0 50.9 46.4 54.7

Work-life balance 60.9 51.0 55.2 52.4 47.8 54.3

Pay 60.5 50.3 53.3 42.9 49.8 52.3

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Marketing Division

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Marketing Division

• Eastern Region shows highest level of engagement

• Followed by:• Southern Region• Western Region• Northern Region

• Engagement level in Northern Region differs from the levels of other 3 Regions.

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Variable Eastern Region

Southern Region

Western Region

Northern Region

Marketing Division

Organizational commitment 70.4 67.1 65.8 57.9 65.9

Job Involvement 65.9 65.3 63.5 56.4 63.2

Benefits 70.1 71.3 69.3 64.7 69.0

Stake holders 67.5 67.1 64.6 56.7 64.3

Job content 66.5 65.7 63.8 58.2 63.9

Co-workers 65.8 62.6 63.0 56.6 62.5

Learning organization 62.2 59.5 56.9 51.5 58.0

Communication 59.1 55.2 54.1 47.0 54.5

Recognition 57.4 55.5 56.3 48.3 54.8


Leadership 57.5 57.2 55.5 48.5 55.0

Learning & Development 57.2 59.2 56.5 45.5 54.9

HR Alignment 53.2 55.7 51.2 44.1 51.3

Decision making 54.3 51.8 46.6 43.9 49.6


Pay 50.5 45.0 40.9 39.8 44.6

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Age wise (Corporate)

22-30 31-40 41-50 51-60 Total

Overall climate

50.4 54.8 57.9 63.5 57.5

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Variable 22-30 31-40 41-50 51-60 Total

Organizational commitment 55.3 65.1 69.6 74.8 67.8

Job Involvement 51.3 62.1 67.8 72.4 65.2

Benefits 64.0 66.3 67.6 71.3 67.7

Stake holders 60.3 64.5 65.9 70.5 65.9

Job content 55.6 63.5 66.3 69.9 65.0

Co-workers 58.8 63.1 64.9 67.6 64.3

Learning organization 52.9 57.3 60.1 64.9 59.6

Communication 49.5 53.2 57.4 62.3 56.6

Recognition 51.7 53.5 56.2 61.9 56.3


Leadership 49.9 53.5 55.7 62.0 55.9

Learning & Development 44.1 51.9 56.3 62.1 54.9

HR Alignment 46.0 49.5 53.3 62.1 53.5

Decision making 42.9 49.4 52.9 57.9 51.9


Pay 35.8 41.3 48.2 59.3 47.5

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Way forward

• Findings already presented in EC

• Findings to be made available in website

• HR heads meeting convened to finalize

action plan to improve engagement levels.

• Such surveys to be repeated at regular

intervals to measure changes

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Thank you

employee engagement survey

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