1. 1
Employee Engagement
How can we foster
employee engagement
and turn it into
a competitive advantage?
May 23th, 2013

2. 2
Agenda
1 What is employee engagement?
2 Why is it important?
4
6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?

3. Definition
(ask five different people to define engagement and you’ll likely get five different answers …)
“An active, positive
work-related state
that is characterized
by
Vigor, Dedication and
Absorption”
(Schaufeli and Bakker)
3
3
1. What is employee engagement

4. An active, positive work-related state that is
characterized by Vigor, Dedication and Absorption
 Vigor refers to high levels of energy and mental
resilience while working
 Dedication refers to being strongly involved in
one’s work and experiencing a sense of significance,
enthusiasm, and challenge
 Absorption is characterized by being fully
concentrated and happily engrossed in work such that
time passes quickly and one has difficulties with
detaching oneself from work
4
4
1. What is employee engagement

5. Characteristics of an engaged employee
 High energy level
 Enthusiastic about work
 Takes initiative
 Gives active direction to one’s life
 Generates own positive feedback
 Is engaged outside of work
 Feels tiredness differently
 Enjoys other things outside work
5
1. What is employee engagement

6. 6
Agenda
1 What is employee engagement?
2 Why is it important?
4
6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?

7. It’s probably our last chance to compete in the global
arena … while in a “war for talent”
7
7
2. Why is it important?
Engagement

8. Employee engagement induces considerable
qualitative improvements
Increased customer satisfaction
Reduced employee turnover
Improved performance
Reduced and shorter absenteeism
Engaged colleagues
8
8
2. Why is it important?

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“The potential ROI is huge …”
2. Why is it important?
(globoforce)
(Hewitt Associates)
(Gallup)
(Gallup)
(Towers Perrin)
(Towers Perrin)
(Gallup)
(Gallup)
(Gallup)

10. 10
“The potential ROI is huge … yet the cost of disengagement can be
… life threatening for companies
2. Why is it important?
 “Engaged organizations have 2.6 times the earnings per share (EPS) growth
rate compared to organizations with lower engagement in their same industry.”
 “Actively disengaged employees -- the least
productive -- cost the American economy up to
$350 billion per year in lost productivity ($133
billion for Germany)”.
 “Each company loses per year: at least $2,246 per
disengaged employee.”
 “The absenteeism rate among actively disengaged
German employees is 28% greater than among
engaged workers. (@ average cost of € 247.20 per
day per worker away from work)
 U.S. voluntary turnover rate is 23.4% annually. It
could cost a 100-person firm between $438,000
and $4 million a year to replace employees.
(Gallup)

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“It is SMART to invest in engagement”
2. Why is it important?
 Parnassus Workplace Fund (Mutual Fund exclusively invests
in US companies on Forbes list “Best Companies to Work For”)
Annual Return Parnassus WF S&P
4/2005 - 1/2013 9,63% 5,58%
Last 5 crisis years 10,81% 3,97%
BCWF Criteria
Work/life balance Fairness & respect
Career opportunities Employee morale
Communication Recognition & feedback
Compensation & benefits Senior leadership

12. 12
Agenda
1 What is employee engagement?
2 Why is it important?
4
6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?

13. The holy grail: high job demands and job resources
13
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3. How to foster employee engagement
BURNOUT
APATHY BOREDOM
LOW
HIGH
LOW
HIGH
JOB RESOURCES
JOBDEMANDS
EMPLOYEE
ENGAGEMENT

14. Engagement – Performance Re-enforcing model
3. How to foster employee engagement
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+
+
+
+
- Competence
- Purpose

15. Some remarks on the model
3. How to foster employee engagement
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 Engagement is contagious and transferrable to other people
• Manager as a role model
 Engaged employees proactively create (craft) their own job and
personal resources
 High job demands have a positive impact on engagement up to a
certain stress level
 Employees cannot always be engaged; they need moments of
absence and opportunities for recovery
 Engagement fluctuates within persons from day to day
• need to investigate engagement level on a more regular basis
(e.g. short weekly or monthly scans)

16. So, what can managers do to foster engagement ?
3. How to foster employee engagement
16
 Give meaning
 … in a participative way
 Give feedback
on performance
and behaviour
 … constructively and positively
 Foster teamwork

17. And how can organizations help them ?
3. How to foster employee engagement
17
Involve your employees in
the strategy of your
organization.
Introduce team
dynamics in your
organization.
 improve your performance management cycle !!!
Select & develop real
people managers
Turn your managers into
coaches
Implement an efficient,
participative strategy
cascade
Make people management
(skills and practices) a top
priority

18. 18
Agenda
1 What is employee engagement?
2 Why is it important?
4
6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?

19.  Based on the “Utrecht Work Engagement Scale” UWES (UBES in NL)
 Validated tool based on scientific research
 Based on the definitions and engagement components defined by profs. A.
Bakker and W. Schaufeli. E.g. : Vigor, Dedication and Absorption
 Purpose
 Help employees to take control over their own work
 Help organizations improve engagement
 Measures of
 Engagement
 Fit between individual/group and his/overall work environment
 Provides individual/group input on
 Occurrence of work related characteristics (too much, not enough, etc)
 Tips & tricks to improve and craft the work environment and increase
engagement
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4. Engagement scan
The PiCompany online Work Engagement Scan

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4. Engagement scan
How engaged is this group?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Bevlogenheid
Vitaliteit
Toewijding
Betrokkenheid
Laag
Onder gemiddelde
Gemiddelde
Boven gemiddelde
Hoog

21. Can we find a common ground on what you want MORE in your
jobs in order to be engaged ?
21
0
1
2
3
4
5
6
7
Zelfstandigheid
Verantwoordelijkheid
Duidelijkheid in werk
Feedback
Steun collega's
Teamwork
Eisen aan de
prestaties
Contact met anderen
Medezeggenschap
Inspraak
Mogelijheden voor
ontwikkeling
Innovatie
Steun
leidinggevende
Uitdaging
Balans werk/privé
Interne competitie
4. Engagement scan

22. Can we find a common ground on what you want LESS in your
jobs in order to be engaged?
22
0
1
2
3
4
5
6
7
Balans werk/privé
Werkdruk
Mentale belasting
Zelfstandigheid
Teamwork
Emotionele belastingInterne competitie
Contact met anderen
Inspraak
Uitdaging
Vakmanschap
4. Engagement scan

23. For all those who have filled out the Engagement
Scan before yesterday evening 5pm a personal
report is waiting for you after this presentation
23
4. Engagement scan

24. 24
Agenda
1 What is employee engagement?
2 Why is it important?
4
6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?

25. 25
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5. Case Study: Vanden Borre
Pascal Maire
Sales Director Vanden Borre

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Questions ?

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• Is all this recognizable?
• What is the situation in your company? How
engaged are your employees?
• Which factors (identified in this presentation or
not) do you think will foster engagement most?
• Is employee engagement on the agenda of the
management committee?
• Are there initiatives running in your
organization to foster engagement? Which
ones?
Debate ?

28. 28
 Focus on alignment of people and business
 Offices throughout Europe
 More than 300 professionals
 Over 2,500 clients
 Turnover in 2012 : € 40 million
“Since 1947, GITP helps to improve
business and individual performance
by aligning the talents and ambitions of
people, managers and leaders with the
needs and goals of and organizations”
GITP has a long history of people centered business solutions

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PerformanceIndividual Organization
Improving performance requires a successful integration between individual
talents and organizational goals.
Making this interaction work, is the core business of GITP
Three issues have to be answered for optimizing the integration:
• How do we align our organization and processes with our people and
their competences to achieve our goals and strategy?
• How do we evaluate whether the right person and competences are
available and match the organization’s needs?
• How can we ensure that we develop and maximize our human capital
potential ?
Focus on people management is key to improve performance

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Development
Consulting
Assessment
… optimize the interaction level between individuals and organization and
answer the three fundamental issues
Translate strategy into
results
Develop talents
and competences
Assess talents
and competences
Performance
Our unique and integrated assessment & development solutions…

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www.gitp.beVisit our website !

32. 32
GITP Belgium NV/SA
Rue I. Meyskensstraat 224
B-1780 Wemmel
T +32 2 456 80 40
F +32 2 456 80 30
Thank you very much for your cooperation
Hartelijk dank voor uw medewerking
Merci beaucoup pour votre coopération
GITP Team