The power of engagement

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Employee Engagement is of great concern for HR professional I see this as problem of attitude towards the work, which means organization must invest in Hiring RIGHT people for the RIGHT job

Published in: Business, Technology

The power of engagement

  1. 1. 70% of the EMPLOYEES DON’T feel VALUED by their EMPLOYERS
  2. 2. Various Reasons - ORGANIZATIONAL1. Informal Communication System2. Lack of Job Accountability3. Job Security4. Poor REWARD System5. Prejudice BOSS6. Highly Political Environment7. Hierarchical Reporting Nodes8. Poor Hiring and Staffing System9. Group culture10.Above all ………….PLEASE & FEED The AUTHORITY….
  3. 3. Various Reasons - PERSONAL1. Job Compulsion - Easy2. Low Self Esteem - Inferiority complex3. Low Self Realization4. State of Delusion (Creative/Hardworking/Talented…)5. High Expectations6. Lack Initiative7. Extrinsically Motivated8. Work to please Authority9. Task Oriented10.Above all ……………………..WHY SHOULD I…….
  4. 4. GROUPSCompetitive – Task oriented
  5. 5. TEAMSCooperative – Goal oriented
  6. 6. GROUPS Conflicts
  7. 7. TEAMS Resolve
  8. 8. Why GROUPS are formed…1. Human Nature2. Security in NUMBER.3. Common Vested Interest - Lack FOCUS4. Emotionally Vulnerable – Low EQ5. Sympathetic6. Dependency Syndrome7. Competition INSIDE – Cooperation - OUTSIDE8. Focus on Counterproductive norms9. Job Insecurity10.Work to please the authority11.Above all ……………………..WE ARE THE ONLY ….
  9. 9. Advantages of working as a TEAM1. Coordinated Action2. Security in Performance3. Common Goal4. Emotionally Strong – High EQ5. Empathetic6. Cooperation INSIDE – Competition OUTSIDE7. Focus on ONLY on productive norms8. Highly FOCUSED9. Job security PERFORMANCE based10.Work to WIN11.Above all ……………………..WE HAVE TO ….
  10. 10. TEAM Competencies1. Adaptability & Flexibility2. Mutual Trust & Respect3. Shared Vision4. Rational approach5. Mutual Performance monitoring6. Self Regulating7. Productive8. Highly FOCUSED9. Highly Coordination Interactions10.Supportive
  11. 11. The Power of Engagement
  12. 12. Managing Energy NOT Time,Is the Key to Performance, Health and Happiness
  13. 13. The EXTRA MILEIs a VAST UNPOPULATED WASTELAND Explore it …. Go there
  14. 14. 1. Belief in the organization2. Desire to work3. The bigger picture - Context4. Respectful & Helpful5. Willingness to ‘go the extra mile’
  15. 15. EngagedEmployees Express..
  16. 16. Physically
  17. 17. Emotionally
  18. 18. Cognitively
  19. 19. Components of Engagement
  20. 20. Speak positively
  21. 21. Employee Advocacy
  22. 22. Desire to be part of..
  23. 23. Employee Commitment
  24. 24. Stretch LIMITS – do more
  25. 25. Discretionary Efforts
  26. 26. RIGHT FITEmployee Engagement
  27. 27. TOUCHING HEARTEmployee Engagement
  28. 28. In a research survey of more than 50,000employees at 59 member organizations in 27 countries and 10 industries, done by Corporate Leadership Council, has demonstrated THE REAL BOTTOM-LINE IMPACT of employee engagement.
  29. 29. Highly committed employees perform up to 20% BETTER and are 87% LESS LIKELY TOLEAVE the organization than employees with low levels of commitment.
  30. 30. Engaged Employees are BUILDERS
  31. 31. Not Engaged Employees are TASK ORIENTED
  32. 32. Actively Disengaged Employees are CAVE DWELLERS
  33. 33. Clear Expectations
  34. 34. Necessary Tools
  35. 35. Necessary Tools
  36. 36. Recognition & Praise
  37. 37. Caring
  38. 38. Encourage
  39. 39. WDYT
  40. 40. Big Picture
  41. 41. MANAGE THE WORK
  42. 42. MANAGE THE WORK NOT THE PEOPLE
  43. 43. MANAGE THE WORKNOT THE PEOPLE
  44. 44. Increasing Employee engagement
  45. 45. WHAT ISMANAGINGPEOPLE?
  46. 46. WHAT ISMANAGINGWORK?
  47. 47. Have bias for ACTION
  48. 48. Explore the POWER Of ENGAGEMENT
  49. 49. Thank You!You can reach me at vinod.kr.sharma@gmail.com

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