Cover page

Hey, good afternoon everybody! I hope every is safe and sound at their
homes.

So today I and my colleague are here to talk about employee engagement

also keeping in mind IS0 10018 which provides guideline on people
involvement and competence which is the topic for today’s webinar.

So let me just give you a brief introduction I am Anupriya and the second
speaker is Navneeta and we are part of Dhyani Consulting services HR
team.

So without further delay, let’s start!

 INTRODUCTION
The international ISO 10018 standards as stated released in 2012,
providing a set of guidelines forming a structured approach to
maximize the potential of its people within a process-based QMS. Not
only that it also provides "guidelines for human factors which
influence people involvement and competence, and creates value that
helps to achieve the organization's objectives”.

According to the standard it defines competence as “the ability to

apply knowledge and skills to achieve intended results”. In a laymen
language it means an ability to do something efficiently. They are a
way to address both the technical skills and the more difficult-to-
define behavioral expectations of a job – which are also referred to as
the “soft skills.” 
 Two parts
Alright so ISO 10018 comprise of two broad
parts mainly. The first part defines the “process”
as it outlines a people involvement and
competence acquisition process., basically
explaining the question of “HOW?”. The second
part provides examples, that organizations can
implement within their existing QMS to improve
people involvement and competence.
 Main clauses not the right slide
The standard focuses primarily on its 5 main clauses which are:
1) Management of people involvement and competence is Taking care of conditions which
could help in improving employee engagements., focusing on involving employees in the
decision making processes.

2) Management Responsibility is to explain to the employees in the organization the value

created by the quality management system, the significance of customer satisfaction, and the
relationship among quality policy, business strategies, and individual roles.

3) Resource management focuses on Human resource planning should be strategic (long

term), tactical (short term) and involve a recruitment and selection process with concrete
criteria. This practice should help the organization to underline the importance of employee
competence, then comes

4) Measurement, Analysis and improvement which includes examples like surveys, checklist
etc. to gain insights and look out for alternatives for improvement if the current solutions are
not feasible enough, it entails that the product is up to the mark and is able to provide
customer’s reasonable amount of satisfaction.

5) Product realization- the organization should ensure that: relevant people are involved in
the process design; awareness is maintained of risks associated with any limitations in
competence also process designers should understand the importance of cross-functional
processes.
 The need
So here come a question why do we need employee engagement, what
difference would it make? Right. So as explained previously one of part is of the
“process” and it provides a guideline to a process based approach that an
organization can use to implement and maintain employee involvement and
competence in quality management systems. It also describes actions to
strengthen employee involvement in decision making which would lead to
employee satisfaction, employee engagement, employee loyalty, customer
satisfaction to name a few.

Also involvement of employees in decision making helps to accomplish results

that are coherent and supported by the organization’s strategies, culture, and
values. In addition, it considers human factors that affect quality and profit can
be effectively used within quality management systems. It divides human factors
into three categories: “leadership, people involvement, and competence” . It
defines human factors as the physical characteristics, cognitive characteristics, or
social behavior of a person and it can have a significant influence on the
interaction within and the functioning of management systems. One of the
most important principles in involvement of employees at different levels of the
organization is that it allows for sharing of knowledge, skill, and experience to
benefit the entire organization therefore emphasizing on “ Employee centric
culture”.
The philosophical platform on which ISO 10018 is
built includes a general attitude of optimism and
trust in people, a sense of respect for people, and an
understanding of human factors. This standard is a
useful tool for senior management and supervisors.
The picture on the right suggests the importance of
planning, implementing, checking and acting on it.
Similar to the process which we will cover in the next
slide
 The process
Now how do we do it? How do we accomplish the desired environment.
The processes that an organization might use to execute and sustain competency
and employee involvement include four phases: analysis, planning, implementing,
and evaluating.
First you have to come up with the organization need’s that you would like to
renew, then you need to look across policies and objectives that you want to
change or improve, lastly look across all the previous reviews including surveys,
feedback forms to cull out important information.
Then comes your phases: (a) analysis (see 4.4): data are collected and analysed in
relation to the organization’s short- and long-term objectives for people
involvement and competence;
(b) planning (see 4.5): procedures are established and maintained to plan the
people involvement and competence acquisition process on an organizational,
group and individual level;
c) implementation (see 4.6): the plans and associated actions are
implemented in order to achieve the objective of people involvement and
competence;
d) evaluation (see 4.7): plans, actions and outcomes are reviewed and
evaluated for continual improvement.

The output that you should get once all the phases are complete is that
there should be appropriate competence among employees, people should
be more engaged and lively, and when you have evaluated the process the
document should verify the differences that have occurred with respect to
employee engagement.
There should be a review carried out at every step to ensure that the input
and output data are correct. These steps apply to all levels of the
organization, group and individual
 What exactly is employee engagement
Employee engagement is the emotional connect or simply the commitment that one
has for their organization. When an employee is engaged the organization becomes
part of it and all the actions that he/she might take would be to ensure that the
organization’s culture, work, profits are not hampered and their continuity in the
organization’s success. Employee engagement isn’t a quick fix and it can’t be
accomplished with a staff survey, a change in process or procedure, a motivational
training course or an HR initiative, it requires an investment in time, energy and
commitment from every leader within the organization to drive and sustain it. Only a
change in the way an organization thinks, behaves and acts will achieve a culture of
employee engagement.

It is not the accountability of a single department nor is it an initiative or a project that

a focus group or a specialist team can deliver. Unless employee engagement becomes a
fundamental part of an organization's philosophy and ingrained within the attitude and
behavior of the leaders, then it will become ‘just another initiative’ with little effect.
 Benefits
1)A couple of absences are appropriate- sickness, unforeseen events. But repeated
absences can be a result of dissatisfaction and disengagement and it hampers
the productivity and performance of the employee. Providing your employees
with a good work-life balance is integral to lower absenteeism. Some of the ways
to lower absenteeism would be to provide Good vacation policies, 
wellness programs are great strategies to reduce absenteeism.

2) Revenue- Engaging your employees will increase your revenue. Aon’s 2018
global engagement report shows interesting results. It shows that every 5 point
increase in engagement level leads to a 3% increase in revenue.
When employees feel engaged, they naturally go the extra mile to achieve hence
the productivity is increased. They finish their work faster and their capacity to
finish tasks also increases. Higher engagement levels increases a company’s
revenue. Exactly two and a half times more than a company with lower
engagement levels. Also if an employee is happy, customers are happier, and the
employee’s put their best face forward thus generating higher sales.
3) Engagement levels increase when employees are intrinsically motivated, because
some employees don’t work for a hefty paycheck. They do it because they enjoy their
work. Their work fulfills them internally. It aligns with their beliefs and aspirations. So
when they feel that they are in a safe environment, the organization is taking care of
them and their family, they are more motivated to do the work. Therefore, engaged
employees are mostly intrinsically motivated and thus demands for non monetary
rewards which are quite essential nowadays. “Feedback is one of the key motivator”

4) Employees join a company with expectations and desires. And when you fail to
provide those, they start looking for better options. Therefore, engaging employees
helps reduce the cost of turnover and improves retention. Some of the reasons for
higher attrition rate are lack of recognition, internal conflict, lack of pay raise etc.

5) We all know that hiring new employees costs time and money. But this works in
two ways. When employees leave a company, the cost of hiring and training a new
employee is high. Another situation is when an existing employee does his work
halfheartedly but still takes the fat paycheck. So if your employees are engaged,
working wholeheartedly the paycheck becomes a symbol of hard work others it just
come across as “ cost to the company”
 Important elements of employee engagement

Employee involvement is comprised of four elements which are

interrelated: power, information, knowledge/skills, and reward.

Power refers to the use of various practices such as participative decision

making and job enrichment that provide employees a degree of control in
decisions that affect their work.
Information - Information involves updating employees about company and
organization-unit goals as well as providing timely performance feedback.
Knowledge & skills refers to support for employee skills development
through means such as training, job rotation, and supervisory coaching.
Rewards are to do with the use of contingent reward systems that link
compensation, promotions, and recognition to individual, group, and
organization performance.
 Factors impacting employee engagement
1) Attitude & Motivation- . The key benefits of positive attitudes and motivation
are that they foster a work environment that is conducive to achieving planned
results. Positive attitudes develop as a result of leadership behaviour, providing
education and competence development and through structured recognition
programmes.
2) Awareness- People should understand the policies and objectives and their role
in helping to achieve them. It is often provided during a person’s induction
when joining the company. However, it should be regarded as a continuous
activity with information being provided at regular intervals about results.
3) Communication- Accuracy, brevity and clarity make communication effective.
The objective of any communication needs to be clear, and unnecessary
content should be avoided.
4) Empowerment- it enables people to take responsibility for their work. It is
achieved by providing people with the necessary information, authority and
freedom to take decisions related to their own work. This results in a reduction
in the need for centralized control and enables an organizational to operate
with greater agility.
5) Engagement- It is already explained enough but just to add it essentially is the outcome of
effective recruitment, and successful engagement then requires both engagement of
leadership and engagement of people.

6) Leadership- Leaders define objectives and designate resources, and they act in a more
strategic role. Managers organize resources to achieve a result by engaging the people in the
organization, and they act in a more tactical role. Managers coordinate activities to direct and
control an organization

7) Networking- Networking promotes the transfer of information, knowledge and ideas. There
are two main types of networks: — the open network is more suited to sharing knowledge,
finding opportunities and conceptual solutions; — the closed network is for achieving results.

8) Recognition & rewards- Recognition and reward reinforce people’s behaviour and their
understanding of the value their efforts have provided for the organization. Recognition should
reinforce behaviour that is to be encouraged. Non-monetary recognition can often be valued
more by people than money or gifts. “and in my opinion it’s not necessary to only reward
employee’s who don’t make mistakes or achieve results, I think we should start focusing on the
mistakes as well. Call out employees for discussion lets say every 2 months and ask them what
all mistakes they have done during this period and people who own up to their mistake provide
them with appreciation, as it’s difficult to own up one’s mistake and through this a learning
culture will start building”
9) Recruitment- Competences should be evaluated prior to the interview to identify competence
levels. Tests can include: cognitive aptitude tests, job knowledge tests and personality tests.
Interviews can then be unstructured or structured. Also in my opinion the nature of interview
should be changed rather than only focusing on ques & ans, there should be fun element to it as
well.

10) Education & Learning- . The benefit of education and learning is the increase in competence,
which leads to an increase in a person’s ability to create value for the organization and its
customers. For the organization, this leads to increased competitiveness and profitability.

11) Creativity & Innovation- Creativity is the process of producing new ideas, while innovation is the
process of both creating and applying these ideas. To develop creativity and innovation, leaders
should recognize and encourage innovation. This is achieved by identifying opportunities to
innovate and by encouraging people to create practical solutions.

12) Responsibility & authority- For responsibility and authority to be accepted in an organization, it
should create a work environment which fosters the desire and ability of people to control their
own work and decision making. Appropriate responsibility should be assigned to the organization’s
people and develop the skills necessary for them to fulfill their responsibilities.

13) Teamwork & collaboration- The ability to work in a team is acknowledged as being a
requirement for people in organizations of any size. An effective team increases the probability of
achieving set results for any project, process, product or service. Also it helps to focus and optimize
the efforts required of people.
 Last
• I hope that we have added some value through
this webinar. We are open for question &
answer. You can also provide your feedback if
you like the presentation or not, what are
things you like or didn’t like.

• As mentioned feedback plays a major role and

we would really be glad if you could provide
your feedback to us.