An engaged employee cerebrates to improve performance within the job for the benefit and excellence of the organization. Employee engagement is generally the level of emotional connect an employee has towards his or her organization and its core values and beliefs.
No one knows these well established facts and figures about employee engagement better than the TATAs.
In a publication of Tata Review, January 2011 it reports:
“An article in People & Strategy (2009, Vol 32, issue 2), highlighted the three strongest drivers of ‘feelings of engagement’: feeling that there is full utilisation of one’s skills and abilities; seeing a link between one’s work and the objectives of the company; and being encouraged to innovate.”
Jamsetji Tata in a letter to son Dorab about his vision for the township that would eventually become Jamshedpur briefed wisely on how to lay a foundation for a sustainable society:
Be sure to lay wide streets planted with shady trees, every other of a quick-growing variety. Be sure that there is plenty of space for lawns and gardens. Reserve large areas for football, hockey and parks. Earmark areas for Hindu temples, Mohammedan mosques and Christian churches.
The logic behind the need of doing it he explained later in a different place:
We do not claim to be more unselfish, more generous or more philanthropic than other people. But we think we started on sound and straightforward business principles, considering the interests of the shareholders our own, and the health and welfare of the employees, the sure foundation of our success.
Jamsetji Nusserwanji Tata’s Tata Group, which is India’s biggest conglomerate company today, pioneered an entrepreneurial enterprise of the “centuria” by actuating whole-hearted performance of human resource – potentiating through lasting “Employee Engagement” across all business units.
“People should not be constrained or restricted in their ability to contribute to the organisation,” says Rackanchath Nanda as he elaborates on what he believes employee engagement is really about when asked about, “how does employee engagement pan out at Tata Chemicals?” in an interview of the cover story of the April 2013 issue of Tata Review in which human resource heads of eight Tata companies speak about developing and taking care of their talent pool:
By and large, engagement is something you can sense when you walk into an organisation; it is the look and feel of the place and it’s not something you can use a tape to measure. How are people reacting when you walk around, how are they involving themselves in their work, what conversations are they having, what about other interactions, and is that laughter you are hearing? There are easily evident signals to be found here.
Most people who come to work are not concerned about issues outside of their work. People should not be constrained or restricted in their ability to contribute to the organisation. That’s how I see employee engagement.
Founded by Jamsetji Tata in 1868, today the Tata Group is a global enterprise, comprising over 100 independent operating companies in more than 100 countries across six continents, with a mission ‘To improve the quality of life of the communities we serve globally, through long-term stakeholder value creation based on Leadership with Trust’.
“The business excellence movement is really about corporate leadership. It is not about winning a prize or an award; it relates to putting processes in place and shaping a mindset that makes us better as an organisation and more conscious of our requirements.”
Simply Better Organizations today connote better Employee Engagement.