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Cranking up employee engagement March 2011

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Half day open interactive workshop in Mississauga on employee engagement.

Half day open interactive workshop in Mississauga on employee engagement.

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  • 1. Cranking up employee engagement
    by Toronto Training and HR
    March 2011
  • 2. Contents
    3-4 Introduction to Toronto Training and HR
    5-7 Definitions
    8-9 Triangulation theory
    10-11 Needs that must be met
    12-13 Drill A
    14-15 Pain of poor engagement
    16-17 Impact on engagement
    18-19 Challenges faced by organizations seeking to increase & sustain engagement
    20-21 Wellbeing; interconnected elements
    22-25 It’s not rising despite our best efforts!
    26-29 Improving the employee engagement equation
    30-42 Questions to ask
    43-44 Drill B
    45-48 Case studies
    49-50 Conclusion and questions
    Page 2
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
    10 years in banking
    10 years in training and human resources
    Freelance practitioner since 2006
    The core services provided by Toronto Training and HR are:
    • Training course design
    • 5. Training course delivery
    - Reducing costs
    • Saving time
    • 6. Improving employee engagement & morale
    • 7. Services for job seekers
  • Page 5
    Definitions
  • 8. Page 6
    Definitions 1 of 2
    ENGAGEMENT
    Commitment to excellence and continual striving to improve
    Increased loyalty and reduced absenteeism
    New ideas, suggestions and innovative approaches that control and reduce costs, solve problems and generate new products and services
    Higher levels of discretionary effort and enhanced focus on company goals and objectives
    Improved teamwork and communication
  • 9. Page 7
    Definitions 2 of 2
    DISENGAGEMENT
    Making errors missing deadlines, low morale…
    Constantly watching the clock
    Complaining
    Turnover, absenteeism, and “presenteeism”
  • 10. Page 8
    Triangulation theory
  • 11. Page 9
    Triangulation theory
    THREE CORE DRIVERS1.Organizational maturity
    2.Cultural reality
    3.Employee job satisfaction (internal and external)
  • 12. Page 10
    Needs that must be met
  • 13. Page 11
    Needs that must be met
    Fit
    Support
    Value
    Inspiration
    Clarity
  • 14. Page 12
    Drill A
  • 15. Page 13
    Drill A
  • 16. Page 14
    Pain of poor engagement
  • 17. Page 15
    Pain of poor engagement
    EMPLOYEE DISENGAGEMENT
    Lowers results, cuts profits, reddens finances, sickens well-being, undermines relationships, crumbles organizations, poisons community, starves performance, undervalues individuals, fragments teams, crashes careers, saps energy, corrodes connections, erodes employees, scares stakeholders, deadens days, weakens weeks, mangles months, irritates customers, loses purpose, and frays meaning
  • 18. Page 16
    Impact on engagement
  • 19. Page 17
    Impact on engagement
    Layoffs and downsizing
    Salary reductions
    Hiring freeze
    Salary freeze
    Reorganization/restructure
    Postponement of projects
    New business ventures
  • 20. Page 18
    Challenges faced by organizations seeking to increase & sustain engagement
  • 21. Page 19
    Challenges faced by organizations seeking to increase & sustain engagement
    Leadership & communication
    Productivity & performance
    Health & wellbeing of employees
    Engagement, motivation and morale
    Attrition and absenteeism
    Support
    Value
    Inspiration
    Clarity
  • 22. Page 20
    Wellbeing; interconnected elements
  • 23. Page 21
    Wellbeing; interconnected elements
    Career wellbeing
    Social wellbeing
    Financial wellbeing
    Physical wellbeing
    Community wellbeing
  • 24. Page 22
    It’s not rising despite our best efforts!
  • 25. Page 23
    It’s not rising despite our best efforts! 1 of 3
    The engagement program includes cognitive behaviors only
    The program is not a permanent part of the corporate culture
    Motivational programs are confused with engagement
    Thinking reward programs are rewarding
    Employees aren’t inspired to make discretionary effort
  • 26. Page 24
    It’s not rising despite our best efforts! 2 of 3
    Employees aren’t inspired to make discretionary effort
    No results-driven structure is in place to continually inspire engagement
    Minimal trust on the team
    Leaders give off the vibe that employee engagement is a profit strategy
  • 27. Page 25
    It’s not rising despite our best efforts! 3 of 3
    Teams have not been taught how to think collaboratively
    Engagement happens in silos instead of all-inclusive
    Inconsistent, sporadic administration
    Performance declines in other areas of the business
  • 28. Page 26
    Improving the employee engagement equation
  • 29. Page 27
    Improving the employee engagement equation 1 of 3
    Understand how it’s doing in each of the above three drivers. There are no shortcuts for finding facts. Determine the dollar risk for doing nothing, to prove to all stakeholders the value of taking action
    Institute strategic planning and implementation planning. If resources are not available internally, an external expert can pay for themselves fast
  • 30. Page 28
    Improving the employee engagement equation 2 of 3
    Put in writing an employee engagement equation and how it will be monitored and measured
    Develop and mentor middle managers in the leadership core competencies that are required to implement this formula
  • 31. Page 29
    Improving the employee engagement equation 3 of 3
    Commit to monitoring potential negative signs that indicate the organization is on the wrong track, and take corrective action
    Accept that employee engagement is a dynamic process and a moving target requiring constant attention, commitment and action
  • 32. Page 30
    Questions to ask
  • 33. Page 31
    How do we turn a disengaged manager or
    employee into an engaged manager/employee?
    What shadow do you cast that gives positive
    energy to those around you?
    Do you get to do what you do best every day?
    Do those around you understand what work you most like to do?
    Do you know what makes you feel engaged & can you create that for yourself and other like-minded people?
    Questions to ask 1 of 12
  • 34. Page 32
    What can you do to make your top performers
    not feel like leaving your company?
    If you are really serious, how would you prove
    that engagement is more than ‘lip service’?
    Is everyone “engage-able”?
    What things do people in your work group do that make you feel connected to your company?
    How can we expect recognition and respect ourselves if we are not willing to respect and recognize others?
    Questions to ask 2 of 12
  • 35. Page 33
    What’s the one thing you’d like to change that would make the biggest difference in your work right now?
    Where do emotions fit in “being engaged” ?
    What makes you look forward to going to work
    when you get up in the morning?
    Can such tools as Myers Briggs personality types help make engagement activities more effective by giving insights into how different employee groups prefer to receive/process data?
    Questions to ask 3 of 12
  • 36. Page 34
    What would you do first if you were given a chance to take over your boss’s job?
    What can you do personally to improve your own engagement?
    What can you do to make your employees happier?
    Do you know how each member of your team likes to be managed, and what switches them on at work - and do you do everything in your power to make these things happen?
    Questions to ask 4 of 12
  • 37. Page 35
    Are certain people more inclined toward
    engagement in general due to personality
    characteristics and do such individual
    differences effect what types of engagement
    interventions will be effective?
    What were you doing when you last felt completely engaged?
    As a leader, what has be successful for you
    to effectively engage your employees?
    How well are you listening?
    Questions to ask 5 of 12
  • 38. Page 36
    Are certain people more inclined toward
    engagement in general due to personality
    characteristics and do such individual
    differences effect what types of engagement
    interventions will be effective?
    Is engaging enough or do we need to
    engage with passion to really make
    a difference?
    As a leader, what has be successful for you
    to effectively engage your employees?
    Questions to ask 6 of 12
  • 39. Page 37
    Is engaging enough or do we need to
    engage with passion to really make a difference?
    What mark would you give your organization?
    Why is/isn’t it a 10 out of 10?
    Do you say good morning to your work
    colleagues when you get in?
    How well are you listening?
    How can leaders more effectively engage
    employees by tapping into their truly
    meaningful intrinsic motivation?
    Questions to ask 7 of 12
  • 40. Page 38
    Have you ever asked your direct report(s)
    to describe their engagement drivers?
    What is the one thing about this organization
    that has kept all these long-timers here?
    If engagement is an outcome, what are its precursors?
    What are the sticky factors in this workplace
    other than salary or current job role?
    How are you being creative in engaging
    your employees?
    Questions to ask 8 of 12
  • 41. Page 39
    What are you doing to take care of your own attitude of engagement?
    Is engagement much beyond passion?
    Is the bottom up approach the best for engagement?
    What keeps engaged employees motivated?
    How are you being creative in engaging your employees?
    Questions to ask 9 of 12
  • 42. Page 40
    How do you effectively engage the people that are important to your organization’s success but do not actually interact with your customers, such as back office staff?
    What research methods can be applied to
    generate more in depth understanding of
    the engagement process?
    Manager to employee: When you hear “employee engagement” what do you think, feel, and what images come to your mind?
    Questions to ask 10 of 12
  • 43. Page 41
    What is the most frequent and rarest motivator to employee engagement?
    Will we have succeeded, when in 10 or 20 years, organizations no longer “do” employee engagement, instead it has become part of the culture, an assumption that has led to highly collaborative, self-generating organizational forms?
    How can you create a culture where laughter and fun supports hard work and productivity?
    Questions to ask 11 of 12
  • 44. Page 42
    What would you need to see from management, so you would know that they were as engaged as they want you to be?
    How do you help your manager engage you?
    How can lifelong learning contribute to the employee engagement in the workplace?
    What is so obvious that it is invisible?
    Questions to ask 12 of 12
  • 45. Page 43
    Drill B
  • 46. Page 44
    Drill B
  • 47. Page 45
    Case study A
  • 48. Page 46
    Case study A
  • 49. Page 47
    Case study B
  • 50. Page 48
    Case study B
  • 51. Page 49
    Conclusion & Questions
  • 52. Page 50
    Conclusion
    Summary
    Questions