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Leading through engagement management strategies to motivate and retain 28 august 2014
1. LEADING THROUGH ENGAGEMENT:
MANAGEMENT STRATEGIES TO
MOTIVATE AND RETAIN KEY TALENT
CHARLES COTTER
28 AUGUST 2014
HILTON HOTEL, SANDTON
2. KEY PRESENTATION TOPICS
Defining employee engagement
Strategic imperative and context of employee engagement
Diagnosis of current levels of employee engagement
Building a business case for employee engagement (value and
benefits)
Key drivers of employee engagement
Strategies to develop employee engagement
Best practice guidelines (retention, engagement and motivation)
6. DEFINING EMPLOYEE ENGAGEMENT
Engagement happens when people are committed to their work and the
organization and motivated to achieve high levels of performance
Engaged employees at work are positive, interested in and even excited
about their jobs and are prepared to put discretionary effort into their work
beyond the minimum to get it done
Say
Stay
Strive
7. STRATEGIC IMPERATIVE AND CONTEXT –
DELOITTE S.A HUMAN CAPITAL TRENDS 2014
REPORT
South African respondents recognized the following top five
trends in terms of the importance index :
Leadership (77%) – readiness gap (40%)
Retention and Engagement (71%) - readiness gap (43%)
Diversity and Inclusion (70%) - readiness gap (45%)
Workforce Capability (70%) - readiness gap (47%)
Talent Acquisition and Access (69%) - readiness gap (35%)
Despite these being the most urgent trends, many of the
companies surveyed expressed reservations about their ability
to address these issues in the short-to-medium term.
8. STRATEGIC IMPERATIVE AND CONTEXT –
DELOITTE S.A HUMAN CAPITAL TRENDS 2014
REPORT
The Capability Gap index shows that Retention and
Engagement has become an urgent challenge for leaders
worldwide, especially in Brazil and China.
South Africa’s position shows the urgency for the trend, and
the low level of readiness. South Africa (-29) is number six on
the list.
This may suggest that organizations do not have the
appropriate retention and talent strategies in place that cater
for the continuously changing workplace and the changing
demographics of the workforce.
9. MEASUREMENT OF EMPLOYEE
ENGAGEMENT - 5c INDICATORS
Are employees COMMITTED to the organization?
Are employees proud to work for the organization – company/brand
ambassadors? CITIZEN
Do employees put forth extra/discretionary effort to help the
organization and their colleagues achieve business objectives?
COMRADE
Are employees innovative, enthusiastic and passionate about their
work/jobs? CREATOR
Are employees CONNECTED (intellectually and emotionally) to their
work/jobs – offer value add?
10. FOUR STAGES OF EMPLOYEE
What do I get?
What do I give?
Do I belong?
ENGAGEMENT
How can we grow?
11. TYPES OF ENGAGED EMPLOYEES
Engaged
Not Engaged
Actively Dis-Engaged
12. CURRENT DEGREE OF EMPLOYEE
ENGAGEMENT
71% of employees are disengaged:
45% are not engaged
26% are actively disengaged
29% of the workforce are engaged
Engaged
29%
Actively
disengaged
Not Engaged
45%
26%
14. BENEFITS OF EMPLOYEE
ENGAGEMENT
According to Gallup (2013), employers can reap the following benefits of an
engaged workforce:
202% better performance
$11 billion is lost annually due to employee turnover
Direct correlation to 9 key business performance indicators
15. KEY DRIVERS OF EMPLOYEE
ENGAGEMENT
According to Dale Carnegie research:
Relationship with the immediate supervisor
Senior Leadership’s ability to lead the company and communicate
its goals
Organizational Pride - vision of organization and corporate social
responsibility
16. EMOTIONAL DRIVERS OF
Enthusiasm
Inspiration
Empowerment
Confidence
ENGAGEMENT
95% of employees who experience any three (3) of
the above key emotions, are engaged
17. Work
People
KEY DRIVERS OF EMPLOYEE
Opportunities
Total rewards
ENGAGEMENT
Company practices
Quality of Work Life
18. STRATEGIES TO DEVELOP
EMPLOYEE ENGAGEMENT
According to Gallup (2013), three (3) strategies to accelerate
employee engagement are:
Select the Right People and Managers
Develop employees’ strengths
Enhance employees’ well-being
19. STRATEGIES TO DEVELOP
EMPLOYEE ENGAGEMENT
According to Armstrong (2011), the five (5) strategies to
enhance employee engagement are:
The work itself
The work environment
Leadership
Opportunities for personal growth
Opportunities to contribute
20. JOB CHARACTERISTICS MODEL
According to Hackman & Oldham:
Skills variety
Task identity
Task significance
Autonomy
Feedback
21. LEADERSHIP STRATEGIES TO
DEVELOP EMPLOYEE ENGAGEMENT
According to Dale Carnegie research:
Senior managers must articulate the company vision in a clear and compelling
way
Senior managers need to define organizational goals and objectives in realistic,
clear and attainable manner
Managers should determine how each employee’s personal motivators align
with organizational goals
Leaders should ensure that employees understand how their role contributes
to the overall company success and should continuously demonstrate that
employees have an impact on their work environment
Leaders should project a positive manner with employees, and be accessible
22. LEADERSHIP STRATEGIES TO
DEVELOP EMPLOYEE ENGAGEMENT
According to Dale Carnegie research:
Managers should praise publicly, reprimand privately and coach team
members who demonstrate disengaged behaviour
Employees should be encouraged to communicate clearly and provide input
into the company vision
Direct managers should foster healthy relationships with employees
Managers should show that employees are valued as true contributors,
giving them a sense of empowerment
Senior leaders should create a climate of trust and encourage managers to
demonstrate that they care about employees (on personal level)
24. BEST PRACTICE EMPLOYEE
ENGAGEMENT
According to Gallup (2013) research, the best organizations
deeply integrate employee engagement into the following four
areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
25. DRIVERS OF EMPLOYEE RETENTION
An effective retention plan calls for analysing more than just what causes
employees to jump ship – talent managers must also understand which
employees they are most at risk of losing.
According to Bersin by Deloitte research (2013) on employee engagement and
retention, shows a variety of factors contribute to retention:
Managerial excellence
Recognition and rewards
Career opportunities
A flexible work environment
Great online tools
Corporate mission or purpose
26. LEADERSHIP LESSONS: “TAKE-AWAYS” –
RETENTION AND ENGAGEMENT
In today’s digitally connected workplace, with the ever-changing
dynamics of the environment and employees, organizations need to
reinvent their retention and engagement strategies.
These strategies should take into account employee needs for
career-life fit, the digital age of working differently and the high
levels of employee migration and job mobility that are available
today.
In the African context, retention and engagement strategies also
need to be adapted to the cultural and various socio-economic
conditions of the diverse workforce with consideration of the
language and literacy barriers per employee demographic group.
27. LEADERSHIP LESSONS: “TAKE-AWAYS”– RETENTION
AND ENGAGEMENT
Companies should shift from “holding” to “attracting and engaging by
building commitment, aligning individual and corporate goals and
providing engaging work and a culture of development and growth.”
The 2014 human capital trends demand change, investment and focus if
companies in South Africa want to effectively compete both as employers
of choice and as competitive businesses in a human-resource-constrained
market.
Jobs in most sectors become increasingly knowledge intensive, and the
cost of replacing capable workers is high. Companies already recognize
that keeping good people and keeping them engaged and productive are
two separate things.
The secret is designing a suite of systems (work, culture, flexibility and
social and community purpose) that supports a talent experience that
makes it easy for employees to be continually “signing up” for the work
they do.
28. LEADERSHIP LESSONS: “TAKE-AWAYS”–
MOTIVATION AND ENGAGEMENT
Business Leaders need to transform from applying Compliance-driven
(extrinsic) motivational strategies to Commitment-driven (intrinsic)
strategies
Business Leaders need to adopt a targeted (rifle) approach and not a hit
and miss (shotgun) approach to employee motivation and engagement
Business Leaders need to transform employees into associates (sense of
ownership) and brand/company ambassadors
Business Leaders need to develop a bouquet of recognition-oriented
strategies and de-emphasize the value of monetary rewards
29. LEADERSHIP LESSONS: “TAKE-AWAYS” –
MOTIVATION AND ENGAGEMENT
Businesses need to transform from Talent Management to becoming
compelling Talent Magnets
Business Leaders need to transform from employee retention to building
Passion and Purpose
Managers/Leaders are instrumental/pivotal to effective employee
engagement practices
Businesses need to adopt an integrated approach/strategy to employee
engagement
30. GOOD LUCK ON YOUR JOURNEY TO
AN ENGAGED WORKFORCE
31. CONTACT DETAILS
CHARLES COTTER
084 562 9446
charlescot@polka.co.za
LINKED IN
TWITTER: Charles_Cotter