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Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
Measuring & Maintaining Employee Engagement
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Measuring & Maintaining Employee Engagement

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  • Does this sound familiar?So, how does your organisation approach engagement?Engagement is often treated as an annual survey process we go through. This usually includes:Completing a surveyTalking about the results and agreeing some actions – often captured in a spreadsheetTicking the box on the survey and engagement for another year, until the survey comes around againBut the survey is a means to an end, not the end itselfIt can give us some great insight and provides a good place to begin conversations about engagement – but it has to be the start of the conversation, rather than the endHow do we go about changing this process? Let’s take a look at different types of engagement…
  • Transcript

    • 1. Measuring & Maintaining Employee Engagement
    • 2. The measurement challenge • What are we actually measuring? • This is why our definition is so important! “you sort of smell it don‟t you? What goes on in meetings, how people talk to each other. You get their sense of energy, engagement, commitment, belief in what the organisation stands for…” Lord Currie, Dean of Cass Business School “you know if when you see it” David MacLeod
    • 3. The Survey • Useful as a foundation for insights for action • Health warning – it is only a small part of the jigsaw! • There are a whole range of different survey tools out there, exactly what aspect of engagement these tools analyse will vary: 1. Level of engagement as a scale or percentage – allows benchmarking 2. Identification of key drivers of engagement via regression analysis 3. Pre-conditions of engagement 4. Outcomes of engagement 5. Attitudes
    • 4. What do the different surveys out there look at? – Towers Perrin: „Extent to which employees put discretionary effort into their work‟ – Gallup: „Involvement with & enthusiasm for work‟ – Hewitt: „Intellectually & emotional commitment to the organization‟ – Sibson: Knowing what to do at work and wanting to do at work – Hay Group: „stimulating employees‟ enthusiasm for their work and directing it toward organizational success‟
    • 5. The Survey Health Warning survey black holeaction plan Time for a new approach?
    • 6. Time for a new approach – but what does this look like? What can we learn from positive psychology? Champions Leaders Employees
    • 7. The Big Picture
    • 8. The Big Picture - Sustainability • Since 1970, the UK's GDP has doubled, but peoples‟ satisfaction with life has hardly changed. • 81% of Britons believe that the Government should prioritize creating the greatest happiness, not the greatest wealth. • "Gross National Product measures everything, except that which makes life worthwhile." - Robert F. Kennedy • Rises in GDP over the last thirty-five years have not resulted in increased human well-being.
    • 9. National Accounts of Wellbeing - NEF • A new way of assessing societal progress. • A cross-cutting and more informative approach to policy- making. • More than life satisfaction. • Personal and social dimensions • Feelings, functioning and psychological resources. www.nationalaccountsofwellbeing.org
    • 10. UK ONS Happiness Survey Questions included: • Overall, how satisfied are you with your life nowadays? • Overall, to what extent do you feel the things you do in your life are worthwhile? • Overall, how happy did you feel yesterday? • Overall, how anxious did you feel yesterday?
    • 11. So What?? • We don‟t operate in a vacuum • What lessons can we learn from this work? • Demonstrates Governments are taking this seriously • This thinking is beginning to filter through organisations – a focus on subjective wellbeing, taking a strength based approach and other areas of positive psychology
    • 12. What impact are you having?
    • 13. Measuring impact • Why bother? • 3 levels; – Process – assessment via audience perceptions – Impact – measurement of the immediate effects of the engagement activity (useful to use the engagement curve to craft questions) – Outcome - measurement of longer term impact of engagement activities on desired organisational outcomes
    • 14. Methodology Quantitative Qualitative Objective To quantify data and generalize results from a sample to the population of interest To measure the incidence of various views and opinions in a chosen sample Sometimes followed by qualitative research which is used to explore some findings further To gain an understanding of underlying reasons and motivations To provide insights into the setting of a problem, generating ideas and/or hypotheses for later quantitative research To uncover prevalent trends in thought and opinion Sample Usually a large number of cases representing the population of interest. Randomly selected respondents. Usually a small number of non- representative cases. Respondents selected to fulfill a given quota. Data collection Questionnaires; online, telephone, face to face, experiments, secondary data Interviews, focus groups, content analysis, conversation, observations
    • 15. Using the engagement curve to measure impact
    • 16. What does success look like? Critical success factor How? Measured by Clarity of purpose Help employees understand our vision, values, strategy and brand promise Over 80% answer positively to: I understand…… I understand why we are making these changes I understand the changes that are happening as a result of……. Create line of sight Clarify individuals role and position Over 80% answer positively to: I understand the I will play in achieving…… I understand the changes that are happening in ……. I believe this direction is right for…….. The role I play Help people understand the part they play in these changes Over 80% answer positively to: I know how I can contribute to…… I know what changes are coming up I believe I am able to contribute to the changes happening in…… Behaviour change Drive the behaviour changes required to XXX a success Over 70% answer positively to: I know what I need to do to make……. a success. I think I can achieve what is expected of me to make ………… a success I see this behaviour happening around me at my level I see these behaviours happening around me in the managemen community
    • 17. Maintaining Engagement Are your employee touch-points supporting or sabotaging employee engagement?
    • 18. THANK YOU!
    • 19. Fancy a chat? Call Emma on 07595465515, or send your emails to info@peoplelab.co.uk. www.peoplelab.co.uk

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