Engage...Retain...Prosper--Six Ways to Drive Employee Engagement in Your Organization
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Engage...Retain...Prosper--Six Ways to Drive Employee Engagement in Your Organization

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Discover the six Universal Priorities that drive employee engagement. Create an enriching and motivating workplace that stimulates exceptional efforts and heightened loyalty. Addressing the human side ...

Discover the six Universal Priorities that drive employee engagement. Create an enriching and motivating workplace that stimulates exceptional efforts and heightened loyalty. Addressing the human side of the organization is key to achieving top performance. Organizational that live by these six Universal Priorities create cultures of excellence. The six Universal Priorities that promote employee engagement are Fit, Trust, Caring, Communication, Achievement, and Ownership.

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    Engage...Retain...Prosper--Six Ways to Drive Employee Engagement in Your Organization Engage...Retain...Prosper--Six Ways to Drive Employee Engagement in Your Organization Presentation Transcript

    • Engage…Retain…Prosper Six Ways to Drive Employee Engagement in Your Organization Sheila L. Margolis, PhD ©2014 by Sheila L. Margolis
    • Businesses need productive workers People want meaningful work in a satisfying work environment
    • Engaged Employees Are Committed to the Organization and Willing to Put Forth Extra Effort to Deliver Superior Performance
    • Engagement Is the Key to Unlocking Optimal Performance
    • Engaged Workers Produce Amazing Results!
    • How Engaged Are Your Employees? COMMITMENT PRIDE HAPPINESS HARDWORKING
    • What Can You Do to Improve Employee Engagement?
    • Consider Pay First
    • Pay Is a Threshold Motivator Engagement efforts will not be successful if pay is an issue for employees
    • For Pay to Not Be an Engagement Issue… 1. Pay must be ADEQUATE 2. Pay must be FAIR—both internally— in similar positions within the company—and externally— compared to other similar organizations
    • If pay is not an issue, think through these six Universal Priorities to improve engagement in your organization… 6
    • Six Priorities to Drive Employee Engagement 1. FIT 6. OWNERSHIP 5. ACHIEVEMENT 2. TRUST 3. CARING 4. COMMUNICATION
    • Let’s Begin with the Priority of FIT 1
    • Engaged Workers Are a FIT with the Organization and their Job Do I fit? FIT
    • To Be a Fit, the Purpose of the Organization and the Work the Individual Does Must Feel Meaningful
    • Engaged Workers Feel They Are Making a Meaningful Contribution through Work
    • To Be a Fit, There Must Be Harmony Are My Values in Harmony with the Organization’s Core Values? Is the Work I Do in Harmony with my Interests, Skills, and Abilities?
    • Be Sure the Employee’s Values Are Aligned with the Organization’s Values
    • Be Sure Employees Are Doing the Right Work
    • Work Must Fit One’s Skills, Interests, and Abilities and Be Challenging
    • Now Complete Part 1 of the Employee Engagement Audit to Assess the Drivers of Engagement
    • Employee Engagement Audit Driver #1: FIT—Do I fit? Circle Your Response 1. The purpose of my organization is meaningful to me. Not 1 2 3 4 5 Very At All Much 2. I feel like I make a meaningful contribution through my activities at work. Not 1 2 3 4 5 Very At All Much 3. The values of my organization are aligned with my values. Not 1 2 3 4 5 Very At All Much 4. My skills, interests and abilities are a match with my job. Not 1 2 3 4 5 Very At All Much Meaningfulness & Harmony
    • Next, Is the Priority of TRUST 2
    • Engaged Workers TRUST their Leaders on All Levels Do I fit? Do I trust them? TRUST
    • To Promote Trust, Leaders Must Demonstrate Integrity & Honesty, Fairness & Consistency, and Competence
    • Do Workers Trust and Respect their Leaders?
    • Are Leaders Honest, with Integrity?
    • Are Leaders Fair and Consistent?
    • Are Leaders Competent?
    • Now Complete Part 2 of the Employee Engagement Audit to Assess the Drivers of Engagement
    • Employee Engagement Audit Driver #2: TRUST—Do I trust them? Circle Your Response 5. My senior leaders are honest. Not 1 2 3 4 5 Very At All Much 6. My immediate supervisor is honest. Not 1 2 3 4 5 Very At All Much 7. My senior leaders are fair. Not 1 2 3 4 5 Very At All Much 8. My immediate supervisor is fair. Not 1 2 3 4 5 Very At All Much 9. My senior leaders are competent. Not 1 2 3 4 5 Very At All Much 10. My immediate supervisor is competent. Not 1 2 3 4 5 Very At All Much Integrity & Honesty, Fairness & Consistency, Competence
    • Next, Is the Priority of CARING 3
    • Engaged Workers Have a Caring Workplace Do I fit? Do I trust them? CARING Do they care about me?
    • In Caring Organizations, Relationships Matter. Employees Feel Kindness, Support, Camaraderie, and a Sense of Belonging
    • Does Work Feel Like Family?
    • Do You Have Friends at Work?
    • Do Senior Leaders Care? Engagement Must Flow Downhill
    • Are Managers Supportive?
    • Do Managers Provide Employees the Resources to Do Their Jobs Well?
    • Do You Feel Camaraderie at Work?
    • Now Complete Part 3 of the Employee Engagement Audit to Assess the Drivers of Engagement
    • Employee Engagement Audit Driver #3: CARING—Do they care about me? Circle Your Response 11. Senior leaders care about me. Not 1 2 3 4 5 Very At All Much 12. My immediate supervisor cares about me. Not 1 2 3 4 5 Very At All Much 13. I have the materials and equipment I need to do my job right. Not 1 2 3 4 5 Very At All Much 14. I care about the people I work with. Not 1 2 3 4 5 Very At All Much 15. I have friends at work. Not 1 2 3 4 5 Very At All Much Relationships, Kindness, Support, Camaraderie & Belonging,
    • Next, Is the Priority of COMMUNICATION 4
    • Communication Is Critical to Engaging Employees Do I fit? Do I trust them? Do they care about me? COMMUNICATION Am I informed & do they listen?
    • To Promote Communication, Organizations Value Certainty, Transparency, and Openness
    • Communication Drives Satisfaction which Drives Engagement
    • Communication Lowers Uncertainty— Uncertainty Can Paralyze an Organization
    • Create a Plan for Sharing Information Daily Annually Weekly Ongoing Every 6 months Monthly Quarterly
    • Be Sure Information Flows in All Directions Top/Down Bottom/Up Laterally
    • Be Sure to Listen to Employees
    • Now Complete Part 4 of the Employee Engagement Audit to Assess the Drivers of Engagement
    • Employee Engagement Audit Driver #4: Communication—Am I informed & do they listen? Circle Your Response 16. Information about the organization is freely shared. Not 1 2 3 4 5 Very At All Much 17. I know what is expected of me at work. Not 1 2 3 4 5 Very At All Much 18. My manager listens to me. Not 1 2 3 4 5 Very At All Much 19. My opinions seem to count. Not 1 2 3 4 5 Very At All Much Certainty, Transparency, Openness
    • Next, Is the Priority of ACHIEVEMENT 5
    • Engaged Employees Learn, Grow, Achieve Do I fit? Do I trust them? ACHIEVEMENT Do they care about me? Am I developing and achieving? Am I informed & do they listen?
    • To Promote Achievement, Organizations Encourage Feedback, Learning & Development, Recognition, and Progress
    • Do I Receive Feedback?
    • Do I Have the Opportunity to Learn and Grow?
    • Do They Recognize My Efforts and Accomplishments?
    • Am I Making Progress in Meaningful Work?
    • Now Complete Part 5 of the Employee Engagement Audit to Assess the Drivers of Engagement
    • Employee Engagement Audit Driver #5: ACHIEVEMENT—Am I developing and achieving? Circle Your Response 20. I receive feedback on my performance. Not 1 2 3 4 5 Very At All Much 21. I receive valuable training & development opportunities. Not 1 2 3 4 5 Very At All Much 22. There is someone at work who encourages my development. Not 1 2 3 4 5 Very At All Much 23. I get recognition or praise for doing good work. Not 1 2 3 4 5 Very At All Much 24. I see the progress I make toward achieving goals that matter to me. Not 1 2 3 4 5 Very At All Much Feedback, Learning & Development, Recognition, Progress
    • Next, Is the Priority of OWNERSHIP 6
    • Engaged Employees Feel Ownership Do I fit? Do I trust them? Do I feel like Do they care OWNERSHIPme? an about owner? Am I developing & achieving? Am I informed & do they listen?
    • To Promote Ownership, Organizations Support Autonomy, Flexibility, Participation & Involvement, and Responsibility
    • People Support What They Help Create Autonomy, Involvement, & Promote Responsibility Ownership
    • Engaged Workers Have Flexibility and Autonomy
    • Engaged Workers Are Involved in Decision Making
    • Now Complete Part 6 of the Employee Engagement Audit to Assess the Drivers of Engagement
    • Employee Engagement Audit Driver #6: OWNERSHIP—Do I feel like an owner? Circle Your Response 25. I have autonomy in my job. Not 1 2 3 4 5 Very At All Much 26. I have flexibility in how I achieve my goals. Not 1 2 3 4 5 Very At All Much 27. I am included in decision making that impacts me. Not 1 2 3 4 5 Very At All Much 28. I am given substantial responsibility. Not 1 2 3 4 5 Very At All Much Autonomy, Flexibility, Participation & Involvement, Responsibility
    • Engagement Is the Responsibility of Everyone
    • Find Ways to Engage Each Individual You Manage!
    • Do Your Best to Work in an Organization Where You Will Feel Engaged I my company & my job
    • Remember the Six Universal Priorities that Drive Employee Engagement 1. FIT Do I fit? Do I feel 6. OWNERSHIP like an owner? Am I developing & achieving? 5. ACHIEVEMENT Do I trust them? 2. TRUST Do they care about 3. CARING me? Am I informed & do they listen? 4. COMMUNICATION
    • Engaged workers have a profound impact on your organization’s success!
    • Engage…Retain…Prosper www.SheilaMargolis.com