IMPROVING AON HEWITT INDONESIA EMPLOYEE ENGAGEMENT SURVEY PRODUCT USING ENGAGEMENTJOB BURNOUT MODEL

• Main Author: Patonangi/29116352, Adyansyah
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/25062
• Institution: Institut Teknologi Bandung

Aon Hewitt Indonesia (AHI) as global HR consulting firm serves in Indonesia provide <br /> <br /> employee engagement survey for their clients. The survey is to assess the company’s <br /> <br /> employee engagement condition and with key deliverables solutions to improve the <br /> <br /> employee engagement condition. Recently some AHI clients have expressed their <br /> <br /> dissatisfaction concerning the employee engagement model that AHI used on their <br /> <br /> survey. Feedback from clients said that the model is too focus on what client needs to <br /> <br /> provide for its employees and there is no assessment of what makes the employee <br /> <br /> become disengaged. <br /> <br /> A new employee engagement model using the complete two dimensional observations <br /> <br /> through the engagement-job burnout condition is developed as the alternative solution <br /> <br /> to overcome the deficiencies which come from the survey using the old model. The <br /> <br /> new employee engagement model has three main components to be assessed through <br /> <br /> the survey; the engagement, job burnout, and 6 key areas of work life. Three statistical <br /> <br /> analysis that can relate to each other are used to determined the prioritization of work <br /> <br /> life areas to improve engagement and to prevent job burnout, the statistics are <br /> <br /> correlation matrix, multiple linear regression, and relative weight analysis. <br /> <br /> A case study to trial the implementation of employee engagement survey using the <br /> <br /> new model was conducted at company that based in Indonesia named PT. X. From the <br /> <br /> survey results show the condition in PT. X is in a quite poor situation, as the number <br /> <br /> of engaged employees existed is below half of the total respondents and more than half <br /> <br /> of the respondents categorized as experiencing job burnout. Actionable solution to <br /> <br /> improve the workload work area is created to improve employee engagement level, <br /> <br /> while actionable solutions to improve rewards and fairness work areas is created to <br /> <br /> prevent employee job burnout. The implementation resource guidance and the timeline <br /> <br /> implementation guidance for those three actionable solutions are also created to <br /> <br /> provide guidance for PT. X when implementing the solutions to improve engagement <br /> <br /> and prevent job burnout.