Driving Engagement Through Recognition: The HR Blueprint | Indrani Chatterjee | Group CHRO | Allcargo Group

Emotional engagement leads to meaningful contribution. In the words of Simon Sinek, when people are financially invested, they want a return; but, when people are emotionally invested, they contribute. Keeping employees motivated isn’t just about the work they do — it’s about what and how they feel doing it. Building a culture of engagement is perceived as a simple step although there’s more to it.

In the competitive business environment of today, employee engagement is crucial to the success of any organisation. Motivated and engaged employees enable higher productivity, turnover, and offer a vibrant workplace culture. Motivated employees according to fundamental HR theories seek, fulfilment according to Alderfer’s ERG Theory; are influenced by recognition and achievement according to Herzberg’s Two-Factor theory; in the belief of performing according to Vroom’s Expectancy; and are self-driven according to McGregor’s Theory X and Theory Y model.

The HR function has therefore been modelling strategies with an intention to boost engagement. However, post-pandemic, a trend of declining engagement at the workplace is a challenge to the global HR community. According to Gallup, there has been a historic decrease in engagement ratio at the workplace – it was 34% in 2022 and a year later it declined to a historic decadal low of 31%. In India, rising cases have cast the spotlight on challenges such as work-life balance, the ever-growing allure to the gig economy, and rising stress levels at the workplace.

TRUE ENGAGEMENT

Employee engagement is more nuanced than programs such as an annual company meet, a town-hall, or a social get-together. These programs can be a great avenue for employees to interact with the top-management, but the HR community needs to do more. The objective should be to create a culture where employees can thrive, innovate, and grow within their roles.

According to a McKinsey study, organisations that craft great workplace experiences are 1.3 times more likely to achieve success. How does the HR-community achieve true engagement? True engagement involves fostering a sense of purpose and connection to the company’s goals. Engaged employees are emotionally invested in their work, show greater loyalty, and are more likely to contribute to the organisation’s long-term success.

Redefining engagement programs will involve shifting from a one-size-fits-all approach to tailored programs that address individual needs and preferences. This helps in building a more connected, motivated, and productive workforce.

PILLARS TO ENGAGEMENT

Trust, empowerment and purpose are vital in building a great workplace. Keeping in line with emerging business models after the pandemic, several organisations realigned their engagement strategy. Programs focused on mental well-being, introducing hybrid work models, and continuous communication.

Post-COVID, many organizations have focused on new approaches to employee engagement, with an emphasis on mental well-being, flexible work models, and continuous development. Many have launched comprehensive mental health programs, offering access to counselling services, workshops on stress management, and wellness apps, recognizing the importance of employee well-being in the new work environment. Additionally, there has been a shift towards flexible work arrangements, allowing employees to choose between remote and in-office work, aiming to enhance work-life balance. Organizations have also invested in virtual learning platforms, providing opportunities for upskilling and career development through online training programs and leadership webinars. To further boost engagement, companies have implemented digital platforms for peer recognition and appreciation, fostering a sense of community even in remote or hybrid work settings. Furthermore, virtual town halls, cultural events, and team-building activities have become key to maintaining a sense of connection and belonging among employees. These initiatives have helped organizations adapt to the evolving needs of their workforce in the post-pandemic era, ensuring sustained engagement and a positive work culture.

Professional development programs, mentorship opportunities, and upskilling initiatives allow employees to feel that their career growth is a priority. Also, employees today, especially younger generations, are increasingly motivated by purpose-driven work. HR leaders need to therefore ensure that company values are well-defined and communicated effectively, and that employees can see how their work aligns with these values. Sharing success stories and celebrating how individual contributions drive the company’s impact can reinforce this connection.

RECOGNISING ENGAGEMENT

A slew of measures implemented at Allcargo logistics validates how recognition improved engagement rates. For beginners, Allcargo scored 83 on the Great Place to Work study while Allcargo Gati, a subsidiary scored 77. Curated learning and development programs, the feeling of empowerment, flexible work policies, and an open-culture were core in our strategies that worked wonders. There have been several policies that have helped create a culture of engagement. These include the philosophy of 70-20-10 learning, empowerment that offers employees with flexibility and ability to work with an entrepreneurial mindset, and programs such as T2V, Velocity, Aarambh, and Accelerate, have helped reap immense benefits.

As with any change management principle, an engagement strategy is as good as the data. HR leaders should therefore regularly measure engagement levels through surveys, one-on-one feedback sessions, and routine pulse checks. Gauges such as eNPS, turnover rates, and even simple attendance in corporate get-togethers can be used to analyse and identify areas for improvement and adjust engagement strategies as needed. Ultimately, employee engagement is not a one-time initiative but a continuous process. This blueprint will be beneficial in building long-term success and resilience. As we navigate the future of work, a commitment to employee engagement will remain a defining factor in organisational success.