Getting to the Root! A Systems Thinking Approach to Employee (Dis-) Engagement at an Indian Public Sector Unit

Abstract

Trust Energy Corporation (TEC) is a 75-year-old Indian Public Sector Unit operating in the Oil and Gas industry which is characterised by uncertainty and volatility. Since after liberalisation of the sector, TEC has had to face competition from global giants. It implemented several HR initiatives in an attempt to retain talent and improve employee engagement levels. However, contrary to expectations, the initiatives had an adverse effect on employee engagement levels. The present case examines this counterintuitive phenomenon from a systems perspective and highlights the importance of systems thinking and organisational agility in a Volatile, Uncertain, Complex and Ambiguous (VUCA) world. The researchers who worked on a consultancy project with TEC gathered primary data using open interviews and focus group discussions; secondary data was collected from TEC’s policy documents, working documents and internal communications. The researchers applied systems thinking approach and arrived at six major challenges faced by TEC. The findings indicate that the root cause of all the challenges is the lack of an overarching structure or strategy that could enable organisational agility. The case integrates the theory of change management with systems thinking approach and has practical utility to OD practitioners and HR managers.