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Measuring Engagment

Measuring Engagment






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    Measuring Engagment Measuring Engagment Presentation Transcript

    • Telecoms HR Summit The Changing Role Of The HR Team In Down Turn Economy December 7th & 8th , 2009 Dubai- UAE Measuring Employees Engagement in High Performance Organizations By : Mona Munieb 1 HR du Telecom
    • “If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people.” — Ancient Chinese Proverb 2 2
    • The Challenge How Do You Get Your Team Members To Be Motivated At Every Given Opportunity? 3
    • The Business Case Final The Word Market Scan Satisfaction Why vs. Do Survey ? Engagement How To Survey 4
    • How HR Drives Company Value? Reward System Revenue Flows Corporate Culture Strategic Sales Growth Values & Behaviours Value Innovation Employee Satisfaction/Engagement Drivers Brand Activation Safety & Work Place Environment White Spaces Enterprise Culture & Can Do Rollout Supply Chain Organi- Company Financial zational Value Value Value Drivers Drivers Operating Expenses to Sales Capital Structure Return on Net Assets Investment Return >Cost of Working Capital Capital Overheads Operat- Exchange Rate Leverage Margin Enhancement Projects ional Value Driver 5
    • Through HR Many Roles Value Is Added Administrative Strategic Partner Expert • Translate Business • Improve The Strategy Into Action Efficiency Of The Work Resource Change Agent Champion • Master the Theory • Find The Right & Practice Of Balance Between change Demand & Resources Adding Value 6
    • ..Therefore, Human Resources in High Performing Organizations • Fully link HR strategy and practice to the organization’s strategic priorities • Ensure the organization has the people capacity to execute its strategic priorities • Measure effectiveness of HR strategy • Add value 7
    • You must be the change you wish to see in the world” -Gandhi 8
    • The Nature of Motivation • Motivation 1. The psychological forces that determine: • Direction—possible behaviors the individual could engage in • Effort—how hard the individual will work • Persistence—whether the individual will keep trying or give up 2. Explains why people behave the way they do in organizations 9
    • 4 Kinds of Motivation: Why we do the things we do POSITIVE Motivation towards a goal Someone wants you to do it “Write this report “I really want to EXTRINSIC INTRINSIC You want to do it and you get a write this report!” bonus” “Write this report or “I really don’t want you get fired!” to write this report!” NEGATIVE Motivation away from something 10
    • Many Companies Don’t Measure Motivation At All ! • 34% of companies have an employee communications measurement strategy • 46% of large companies (>10,000 employees) have a measurement strategy • 47% of top UK companies don’t do regular research on employee motivation, morale or engagement 11 Communication measurement report - 2004
    • Regional Breakdown Region Percentage Asia Pacific Just Over 25% North America 38% United Kingdom 39% 12 Communication measurement report - 2004
    • Why You Need To Know Employee Opinions ? Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted. There is a huge difference between the opportunity to “have your say” and the opportunity to be heard. The good to great leaders understood this distinction, creating a culture wherein people had a tremendous opportunity to be heard, ultimately for the truth to be heard. – Jim Collins “Good to Great” 13
    • It is one of two Methods to Measure Employee Opinion – Interviews/Focus Groups (Qualitative) – Surveys/Questionnaires (Quantitative) 14
    • Why do an Employee Opinion Survey ? • Employee satisfaction is a key indicator of: – Organization success (recruitment & retention) – Employee engagement 15
    • I- An Integral part of Developing the HR Plan • Provides Critical Assessment of HR Division • Review of HR Best Practices • Ensure Strategic Alignment • Measures Progress Labor Markets Business Strategy Organizational HR Employee Behavioral/Role Design/Work Satisfaction HRM Systems Requirements Processes Measurement Legal Environment Technology 16
    • 2- Facilitate Moving to a High Performance Culture • Developing integrated Organization processes to promote a high performance culture through Unite individual, unit & organizational performance Individual 17
    • 3- Ensure Strategic Initiatives alignment Recruit Enabling Culture Reward Develop Stimulate Progress Preserve the core Right Place for Right People Align Engage 18
    • 4- It Is Reality Check To Employee & Management • More than lip service • The right place for the right people • Alignment and commitment • Open and honest discussions of problems • Data-based decision making • Accountability for results • Return on investment 19
    • Measuring Employee Engagement • Measuring employee engagement demonstrates an "I care" attitude on behalf of management to the employees. 20
    • ..And The Company Benefits • Employee engagement Service drives customer Excellence satisfaction, leading to Catalyst For Positive Public profit for an organization. Change Image • Research shows engaged employees are far better than unsatisfied Retain Intellectual Employee Increased Staff ones at delivering Capital Engagement Retention excellent customer service, hence enhancing customer satisfaction with Develop Reduced Effective Recruitment the organization's processes Cost Attract products & services. Talent (Employer Of Choice) 21
    • How To Develop the Survey • Commit to a future described “Inspirational Objectives” • Survey employees for their opinions on work environment issues – Diversity, engagement, alignment with values • Confidential, web-based process • Use results to develop and/or improve programs and services to support healthy, productive and diverse workplaces 22
    • First Year • Establish A base line • Openly shared and broadly communicated • Full report on web-site • Identified issues impeding organization progress • Focus on the importance of effective leadership 23
    • Second Year • Same questions • You will see increased response rate • Compare results to baseline data • Develop action plans by unit • Compare aggregate data across units • Use outcomes to support planning processes 24
    • Survey Communication Strategy • Building credibility • Alignment of HR with company strategy • Updating HR policies • Sharing results • Communication of action plans 25
    • Focus on the basics Company ( Values, Direction, Outcomes) Team Individual Good Communication & Feedback Engagement & Building The Culture 26
    • What We do With Results ? 1. The feedback information needs to lead to improvements. 2. Making the employees aware of the findings and establishing action plans to continue the learning and application of the survey results is critical. 3. Implement methods to increase employee engagement. 27
    • Measurement Costs • The costs associated with conducting the survey are the following: – Number of employees involved in the survey Hourly / salary – Hours/minutes – Amount of time to work on the project – Overhead costs and supplies and material Formula: Salary X hours worked + overhead + supplies = Costs to conduct survey 28
    • The Process Map For Identifying Employee Engagement HR Create Management Employee Measuring Approves Complete Methods Methods Survey HR Collects Analysis Is Improvement Survey Conducted Are discussed Improvements Periodical Management Methods Are Review Continuous Implemented Implemented Improvement 29
    • Things to Remember 1. Gaining high levels of participation in the survey requires your employees to trust that their responses will be confidential & of value. 2. Letting employees know how the survey will be designed & used, and how they will be protected from any possible punishment is critical. 30
    • Engagement ‘I have no special talents. I am only passionately curious.’ - Albert Einstein 31
    • What is Engagement? Job engagement is a characteristic where an individual approaches his or her work with enthusiasm, energy, passion, focus, and commitment such that the person is entirely present in his/her work and is able to bring his or her full potential to the work effort. 32 32
    • Satisfied Vs. Engaged • Being satisfied with your job doesn’t mean that you’re engaged with it (you can be happy at work but do a poor job of it!) • If you’re engaged with your work you will not only be more satisfied with it, but you will also be more productive, create higher quality results, and demonstrate better customer service 33 33
    • Satisfied vs. Engaged Satisfied Employees Engaged Employees Comfortable Deeply connected to their work Content Work environment Gratified Team/colleagues Sense of Ownership Pleased Commitment 34 34
    • Examples… Satisfaction Dimensions Engagement Dimensions • My workload is about right. • I feel energized by the work I do • I like the people I work with. • My co-workers and I help each other out • I have the tools that I need to do when the pressure is on • Our company vision and mission is my job well. clear to me • I receive the skill and knowledge • I feel responsible for my own success training that I need to do my job here well. 35 35
    • The Three Types Of Employees 1. Engaged • Employees work with passion & feel profound connection to their company. They drive innovation and move the organization forward 2. Not-engaged • Employees are essentially checked out. They are sleepwalking through their workday, putting time-but not energy or passion- into their work. They are satisfied about the organization, but would the organization be satisfied about them? 3. Actively Disengaged • Employees are not just unhappy at work, they are busy acting out their unhappiness. Everyday, these workers undermine what engaged coworkers accomplish Each organization has all three types. The task is to keep the engaged, move the not-engaged to be engaged & eliminate the disengaged 36 36
    • Source Of Engagement Personal Character Nature Of The Job Nature Of The Organizati on Individual Engagement 37
    • How Engaged Are We?? The Gallup Management Journal's semi- annual Employee Engagement Index puts the current percentage of • Truly "engaged" employees at 29% • A slim majority, 54%, falls into the "not engaged" category, • While 17% of employees are "actively disengaged." 38 38
    • • Diagnostic tool for employee Engag engagement ement include - 39 39
    • Best Practices Facilitating Engagement 1. Leadership concern 2. Talent Management System 3. Freedom to contribute to their own job and progress 4. Clear and accessible HR Policies 5. Periodic Performance reviews 6. Active Participation in decision making 7. High Levels of team work 8. Least biased and discriminated Work environment 9. Proper exchange of Information 40 40
    • And For Employees… 1. At work, do your opinions seem to count ? 2. Does the mission/purpose of your company make you feel your job is important? 3. Do you have a best friend at work? 4. In the last six months, has someone at work talked to you about your progress? 5. In the last year, have you had opportunities at work to learn and grow? We can also have a HR folder or an intranet for employees where you have sections like motivational stories, quotes, Support grievances jokes, etc... Some entertainment 41 41 for employees
    • Key Employee Engagement Outcomes Metrics 1 Employee Retention 2 Company Performance 3 Customer Satisfaction 4 Profitability 42
    • Final Remarks • Employees are the most valuable assets to every organization (And you better believe it !) • Conducting surveys is a useful tool for management to retain the workforce and improve the quality and quantity of its work performance • Team Work is a great manifestation of engagement 43
    • Continued.. • Don’t create a monster of a survey – just do it! • Don’t hide the truth • Prepare the organization • Communicate, communicate, communicate • Moving to action by taking the Elevator Principle & avoiding the Propeller Effect 44
    • The Propeller Effect* Non- aligned HR activities negate each others and tear apart the Company company culture, Culture making the sum Less than the total. * Unpublished Paper – “Brand transformation” by Ayman Hamed 45
    • The Propeller Effect* Non- aligned HR activities negate each others and tear apart the Company company culture, Culture making the sum Less than the total. * Unpublished Paper – “Brand transformation” by Ayman Hamed 46
    • The Propeller Effect* Non- aligned HR activities negate each others and tear apart the Company company culture, Culture making the sum Less than the total. * Unpublished Paper – “Brand transformation” by Ayman Hamed 47
    • The Elevator Principle* Aligned HR activities Company reinforce each others Culture and build the Effort Elevator company culture making the sum more than the total. * Unpublished Paper – “Brand transformation” by Ayman Hamed 48
    • The Elevator Principle* Company Aligned HR activities Culture reinforce each others Effort Elevator and build the company culture making the sum more than the total. * Unpublished Paper – “Brand transformation” by Ayman Hamed 49
    • The Elevator Principle* Company Culture Aligned HR activities reinforce each others Effort Elevator and build the company culture making the sum more than the total. * Unpublished Paper – “Brand transformation” by Ayman Hamed 50
    • “If You Aren’t Fired With Enthusiasm, You Will Be Fired With Enthusiasm”51
    • THANK YOU 52