In the modern business landscape, employee engagement is often heralded as the linchpin of performance, innovation, and loyalty. However, amid the myriad initiatives aimed at keeping the broader workforce motivated, managers—those pivotal in turning vision into reality—are frequently overlooked. Ensuring these key players are themselves engaged is vital for maintaining alignment, motivation, and effectiveness across an organisation.
How can companies ensure that the very individuals driving grassroots engagement are fully engaged themselves?
“The answer lies in the twin pillars of listening and appreciation,” asserts Satyajit Mohanty, Vice President – HR, Dabur India. A recurring issue, he notes, is the perception of top management being disconnected from on-the-ground realities. To address this, Dabur has established listening forums—direct channels for open communication between junior staff and senior management, including CEOs and CXOs.
The results have been immediate. Managers who felt sidelined are now empowered to voice their concerns and propose solutions directly to top executives. “Managers who know they have a platform to speak and be heard are more likely to be engaged, motivated, and proactive in their roles,” Mohanty observes.
“The answer lies in the twin pillars of listening and appreciation.”Satyajit Mohanty, Vice President – HR, Dabur India
Drawing from his previous experience at Crompton Electricals, Mohanty implemented the ‘Recognition of Effort’ initiative to acknowledge managers’ hard work, particularly when outcomes were impacted by external factors. “Traditionally, recognition has been skewed towards those who meet or exceed targets,” says Mohanty. “This often overlooks the contributions of managers who, despite their efforts, may not achieve the desired results due to circumstances beyond their control.” Rather than resorting to the dreaded Performance Improvement Plan (PIP), the initiative focused on open discussions to identify obstacles, offer support, and provide resources to help managers overcome challenges. Mohanty has since introduced similar programmes at Dabur.
Amara Raja, on the other hand, has woven empowerment, psychological safety, and continuous development into its organisational culture. Its ‘Living the Amara Raja Way’ programme, a flagship culture alignment initiative, is personally anchored by the company’s leaders and managers instead of external trainers. “Delivered through a Large-Scale Interactive Process (LSIP), this programme involves hundreds of participants, creating a dynamic, interactive experience that goes beyond mere training,” says Jaikrishna B, President Group HR, Amara Raja.
The company encourages its leaders and managers to be ‘constructive rebels,’ challenging the status quo and constantly seeking improvement. This culture of constructive challenge fosters psychological safety, where innovation and engagement thrive. Managers are not just permitted but encouraged to question existing processes, propose new ideas, and drive change within a framework that values their input and respects their autonomy.
“Delivered through a Large-Scale Interactive Process (LSIP), ‘Living the Amara Raja Way’ programme involves hundreds of participants, creating a dynamic, interactive experience that goes beyond mere training.”
Jaikrishna B, President Group HR, Amara Raja
One of Amara Raja’s most innovative initiatives is the ‘Switching Lanes Programme,’ a dynamic growth path offering managers the opportunity to advance based on consistent performance. Under this programme, executives can undergo a potential assessment and take on higher-level objectives during the year alongside their usual roles. Success in these objectives allows them to move to the ‘right lane,’ leading to promotion, while those who prefer a steadier pace can remain in the ‘left lane.’ The option to switch lanes remains open, providing motivation and flexibility for managers at all levels. “This programme not only drives engagement but also fosters a culture of continuous improvement and ambition,” says Jaikrishna.
Social interaction is another critical component of manager engagement. Ravi Mishra, Head HR, BITS Pilani, introduced a unique initiative during his tenure at Ultratech—’The Liger Club,’ designed to enhance camaraderie among managers. The club offered a platform for managers across levels to interact and collaborate in a non-hierarchical setting. “The concept was to break down the usual barriers between different levels of management and foster a sense of unity and teamwork that transcends job titles,” explains Mishra.
“The Liger Club was introduced to break down the usual barriers between different levels of management and foster a sense of unity and teamwork that transcends job titles.”Ravi Mishra, head-HR, BITS pilani
The Liger Club brought together around 30 managers, from middle management to senior leadership, divided into teams named the ‘Lions’ and the ‘Tigers.’ These teams participated in activities designed to promote collaboration and creative problem-solving. “The primary purpose was to create an environment where managers could engage with one another on equal footing, free from the constraints of their usual roles,” notes Mishra. This approach helped build trust and rapport among managers, leading to stronger relationships and more effective teamwork.
As companies navigate the complexities of today’s business environment, the importance of engaging managers cannot be overstated. By adopting best practices that emphasise listening, appreciation, and empowerment, organisations not only support their managers but also cultivate a more resilient and engaged workforce, ready to meet the challenges of tomorrow.
