Why Employee Engagement fails


Let me get this straight to you. Employee engagement is not those picnics and parties you coordinate for employees. Engagement doesn’t mean making employees ‘Happy’ too. It is something more than that.

Employee Engagement is an emotional commitment that an employee feels towards his work by understanding he does something that adds value to the organization.’

Without knowing this the c-suite and senior executives miss the bottom line on what really matters to engage their employees. Join us to find out why most employee engagement initiatives fail.

Join us while our eminent speakers, thought leaders and Employee Engagement experts discuss  Why Employee Engagement fails? ’ on July 1st,  Tuesday at 8pm IST / 9.30 am CST /10.30 am EST.

Meet our Guests!!

T V rao - CopyDr. T V Rao

Founder & Initiator of HRD movement in India, the Chairman of T VRLS, Ahmedabad

Widely acclaimed as the co-founder of the first human resource development department in the Indian subcontinent (along with Dr Udai Pareek) and the initiator of the HRD movement in the country, Dr Rao was a professor at IIM Ahmedabad (IIMA) for over 20 years. He is currently an adjunct professor at IIMA and the Chairman of T VRLS, Ahmedabad . He is Founder President of the National HRD Network and Founder Honorary Director of the Academy of HRD. Dr Rao has also worked as L&T Professor of HRD at XLRI, Jamshedpur, during 1983-1985.

Dr Rao has over 50 books to his credit in the areas of HRD, education, organizational behaviour, entrepreneurship, health and population, and management training. He has wide and varied consulting experience in areas such as organizational structure, HRD, appraisals, OD, team building, survey feedback, entrepreneurship, institution building, HRD audit, structuring HRD, and institutional evaluation. He was a consultant to various organizations in India and abroad, and to international bodies such as USAID, Indonesia; NERDA, Malaysia; the Commonwealth Secretariat, London; FAO, Rome; and UNESCO, Bangkok.

Dr. Rao is the first to start in India a Leadership Development methodology in mid-eighties using what is later termed in the USA as 360 Degree Feedback. Dr. Rao’s HRD audit methodology is fist of its kind across the world and he started it and created a HRD Score card abed on the same. Dr. Rao has authored or coauthored or edited over thirty books dealing with HRD, Education Management, Health and Population Management, Entrepreneurship Development etc. Dr. Rao has won several awards for his outstanding contributions to HRD. Connect with him on LinkedIn & on twitter at @raotv

pallabDr. Pallab Bandyopadhyay

Leadership Architect, Career Coach, Change and Transition Specialist

Dr Pallab Bandyopadhyay is a Leadership Architect, Career Coach, Change and Transition Specialist. He has thirty years of successful professional experience in managing entire gamut of Human Resources Management with proven expertise in managing multicultural globally distributed knowledge professionals and collaboratively working with global business leaders to build shared leadership and consensus on complex people management issues. As head of HR function at Citrix Systems, Dell services, Perot systems, Cambridge Solutions, Sasken Communication Technologies and Ashok Leyland Information Technology he has been responsible for providing strategic HR leadership to achieve business and people growth in multi-cultural and multi-locational fast growth environment in USA, Europe, India and APAC region.

A doctoral fellow in HRD from XLRI, Jamshedpur, he has also been trained at various human process and organization development interventions at NTL, USA as well as adult learning theories at Interactive consultants, Canada. He and his team have been instrumental in making Sasken winner of the prestigious BT-Hewitt Best Employer/National HRD Excellence Award. He was also conferred the Super Achievers Award twice by Centre of Change Management/Institute of Fun and Joy at Work  and Indira Group and HR Leadership Award by Institute of Public Enterprise for outstanding achievements in the field of HR.

He has vast expertise in Change and Transition management having participated in twenty five M&A deals across the globe. Dr. Pallab was the past-President of NHRD Bangalore chapter and a member at the National HR and IR/ER committee of CII. He has been the member of the CII and NHRD team that developed the first HR competency model HR Compass in India. He has published several papers in leading HR journals and also the guest editor for NHRD Journal. He is also a visiting faculty in number of reputed business schools in India in the area of HRM/OB. Dr. Pallab is a research guide for PhD students under the Faculty of Management Symbiosis International, a deemed University and also a member of the current executive council of St Joseph College of Business Administration (SJCBA). He is also an expert reviewer at Harvard Business School (HBR) Press and an advisory member of the board for “Sukrut” a unique psychotherapeutic clinic and professional development centre based at Bangalore. Dr. Pallab is also a certified executive coach and spends considerable time in coaching both senior business leaders as well as young HR professionals across the country. Connect with him on LinkedIn & on twitter at @pbandyo


Rahul Taneja

Senior Vice President & Head Corporate HR, Essar Services India Limited

Rahul is a member of the Leadership team at Essar where he serves as the HR Leader as its Senior VP and the Head of Corporate Human Resources. He works with the Founders of Essar and the MDs and the CEOs of the Group companies on the Strategic Human Resource agenda of all companies across 23 countries.

Prior to the above, Rahul worked with Dell International where he was responsible for design, implementation, administration and operation of all human resource programs, practices and procedures for all levels of management for Dell Gurgaon. Earlier, Rahul spent three years as the Group Head of HR for HFCL Group. Rahul had a brief stint with a home grown HR Consulting and Executive Search firm Consindia (now CHR Global) as its President and Business Head and led a team of 28 consultants.

Rahul’s first decade in corporate was spent in Business Development, Sales and Marketing. He worked for seven years with JCB India, a subsidiary of J C Bamford Excavator Company (UK), the world’s 5th largest earthmoving and construction equipment manufacturer.

Rahul began his corporate journey straight out of REC Bhopal, (now NIT) at Mahindra & Mahindra, where he grew from an entry level Management Trainee to the responsibility of Business Development, Sales, Dealer Development for two third of the state of Haryana for the company’s tractor and farm equipment business.

Rahul studied Business Management at the prestigious Xavier Institute of Management (XIM), Bhubaneswar and did his Mechanical Engineering from National Institute of Technology (NIT), formerly REC Bhopal. Connect with him on twitter at @R_Taneja69

drrajDr G. Rajkumar, CEO

HR Footprints Management Services Pvt. Ltd., India

Dr. raj carries 27 years of professional experience which includes academic, research, consulting and corporate stints.  Besides being the HR advisor to many organizations and leadership coach to senior management members, he is also an adjunct faculty at IIM, Indore and SP Jain Institute of Management in Singapore and Dubai.

He facilitated hundreds of programs and seminars and had the privilege of interacting with people across various sections of the society. He has authored several articles in the areas of HRM, Talent Management and Leadership. Out of professional interest, he helps the budding HR managers and students of HR through career counselling and creating greater self-awareness in them. His current areas of interests include leadership and self awareness, managing growth and leveraging talent thru engagement. You can read his blog posts on http://www.hrfootprints.com/blog/ and connect with him on twitter @drraj29

aneetaAneeta Madhok
Managing Director, Open Spaces Consulting

Aneeta Madhok, MBA (XLRI), PhD, CMC, GPHR, HRMP. Is a global Human Resources management professional. She is the Managing Director of Open Spaces Consulting (Private) Limited and the immediate past Chairperson for the International Council of Management Consulting Institutes. Aneeta graduated with a degree in Psychology Honours from Delhi University and completed her MBA in Human Resources and Organisation Development from XLRI, Jamshedpur. She undertook doctoral studies and completed her Ph.D. in the field of Managerial Leadership and Work Motivation in 1991.

Aneeta looks for opportunities to translate management practice into theory and vice versa. She is keenly interested in the ways that individuals integrate themselves with organizations and group dynamics in teams. She is also the Past President of the Institute of Management Consultants of India, fellow of Sumedhas Academy for Human Context, a Certified Management Consultant and has been the recipient of scholarship awarded by the Foreign Commonwealth Office of the United Kingdom, and the Best Management Teacher award of the Bombay Management Association. A global professional, HR systems expert, behavioral scientist and experienced trainer, Aneeta is Director at Open Spaces Consulting in Mumbai, India. In her research, teaching and consulting assignments, Aneeta looks for opportunities to translate management practice into theory and vice versa. Connect with her on twitter at @aneetamadhok

gauravGaurav Saini

Associate Director People Practice, Happiest Minds Technologies Pvt Ltd.

He has been associated with the different industries for last 15 years in HR, Talent Management, Performance Management, Shared Services, L&D, Compensation/Benefits and Employee Engagement. He has worked with the US, Europe, MEA and SEA markets and companies who have the global presence. He has worked with IMImobile, Blackstone Group portfolio company, TATA Group, Hewitt Associates and AVIVA in the past.

Gaurav is also a part of various Industry-Academic interfaces and initiatives and driven some of the ambitious projects successfully related to HR in the past. Those projects have brought the strength to the organizations in the areas of Performance Management, Employee Engagement, Talent Management & HR Shared Services.

PrashantPrashant Joglekar

Joint General Manager – Human Resources, ESSAR STEEL

With over 22 years of extensive experience in Human Resources Prashant Joglekar takes care of L&D & facilitate Employee Engagement for Essar Steel, part of 39 Billion Dollar Essar Group. Before joining Essar he had had professional stint with best of the Indian conglomerates Crompton Greaves, Mahindra & Mahindra, Reliance Industries. He has expertise in Systematic Innovation Methods training & facilitation (TRIZ) and has completed his M.Tech from IIT Mumbai. He is also an avid blogger since 2007 and have published over 100 posts. Reading is his hobby, blogging, tweeting & networking is his passion. Check out his blog and connect with him on twitter at @Ideabound

Join us while we discuss!

Do you have any questions for our guests, hit the hashtag #IndiaHRLIVE on twitter during the LIVE show or post your comments on Google Plus Hangout on Air window here

Where can you watch the LIVE show?

You can watch the LIVE show during the scheduled time at

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  1. R M RAO says:

    As I live in Sydney, Australia, the time of the meeting is rather awkward for me. However, I want you to ponder upon a few points though.

    Lack of professionalism is what causes lack employee engagement. This is true at all levels of our Indian society right from domestic help to the top executives. Lack of engagement, lack of self management, lack of commitment and lack of accountability, lack of sense of duty are all evident at all levels. Last week’s gas pipe accident at Nagaram village in AP is a striking example of this attitude by everyone concerned. If we display this kind of attitude in the most dangerous of jobs, what to speak of other areas!

    Our pseudo philosophical attitude (destiny, fate, chelega/farva-nahin) leads us to compromise and never demand the best. This is a systemic problem and the cure should start from grassroots level. While this may sound like a utopian thought as it demands huge effort and takes a long time, let’s look at the issue it self. It has developed to this level over a period of time but not overnight. So let’s not be deterred by the time it takes but make a beginning.

    In the meanwhile, at each level of the hierarchy in every organization/unit, I’m sure there are roles and responsibilities defined either formally or informally. It is the supervisors that should take the responsibility to enforce corrective measures on a timely basis as needed if roles are not performed satisfactorily.

    Of course I don’t mean to say there are no sincere employees at all. Majority of the employees are sincere and deliver. However, the entire enforcement regime is aimed at the minority who do not pull their weight as after all a chain is no stronger than it’s weakest link!.

    R. M Rao
    Sydney, Australia
    (PS: I have worked in the IT Services area for over 35 years and ‘m an Educational and Management Consultant.)

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