Employee engagement
by Toronto Training and HR
May 2014
CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Sources of employee engagement
9-11 Rules of employee engagement
12-13 Impac...
Page 3
Introduction
Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consul...
Page 5
Definitions
Definitions • Employee engagement
• Discretionary effort
• Drivers of employee
engagement
• Elements of employee
engagemen...
Page 7
Sources of employee
engagement
Sources of
employee
engagement
• Leaders
• Managers
• Employees
Page 8
Page 9
Rules of employee
engagement
Rules of
employee
engagement
1 of 2
• Tap into the power of an
inspirational mission
• If you want your people
to give 100...
Rules of
employee
engagement
2 of 2
• Create a culture of
community
• Give them freedom
• Research shows that most
employe...
Page 12
Impact on employee
engagement
Impact on
employee
engagement
• Appreciation by direct
supervisor
• Opportunity to advance
• Salary and bonus
• Ability to...
Page 14
Categorizing levels of
employee engagement
Categorizing
levels of
employee
engagement
• Highly engaged
• Engaged
• Disengaged
• Quality, cost, customer
service
Page ...
Page 16
Why do individuals
become disengaged?
Why do
individuals
become
disengaged?
• Uncertain job security
• Dead-end jobs
• Lack of meaning
• Worker invisibility
• C...
Page 18
The employee
engagement process
model
The employee
engagement
process model
• Plan
• Survey
• Analyze
• Take action
• Sustain engagement and
re-survey
Page 19
Page 20
Different scales to use
Different
scales to use
• Leisure ethic scale
• Money ethic scale
• Occupational commitment
scale
Page 21
Page 22
Ways to bring kindness to
the workplace
Ways to bring
kindness to the
workplace
• Lead by example
• Support
• Boost morale
• Corporate social
responsibility and c...
Page 24
Cycle of success
Cycle of
success
• Acquire
• Manage
• Develop
• Assess
Page 25
Page 26
‘Enablers’
‘Enablers’ • Leadership
• Line managers
• Employee voice throughout the
organization
• ‘Organizational integrity’
Page 27
Page 28
Hierarchy of human
capabilities
Hierarchy of
human
capabilities
• Obedience
• Diligence
• Expertise
• Initiative
• Creativity
• Passion
Page 29
Page 30
Integrated interventions
Integrated
interventions
• Communicate strategy
• Drive cultural change
• Develop strategic
leadership and develop
talent
...
Page 32
Survey questions
Survey
questions
1 of 2
• I can grow and develop at my
organization
• I have confidence in the future
of my organization
•...
Survey
questions
2 of 2
• Pride in work or workplace
• Satisfaction with leadership
• Opportunity to perform well
• Satisf...
Page 35
An onboarding model
An
onboarding
model
• Before the first day
• The first day
• The first week
• The first 90 days
• The first year
Page 36
Page 37
Gender and organizational
commitment
Gender and
organizational
commitment
• Gender model
• Job model
Page 38
Page 39
Building and
communicating brand
values
Building and
communicating
brand values
• Identification and belief
• Consistency
• Clarity
• Honesty
• Operate a two-way
...
Page 41
Dimensions of facilitation
Dimensions of
facilitation
• Planning
• Meaning
• Confronting
• Feeling
• Structuring
• Values
Page 42
Page 43
Ways to improve
employee engagement
Ways to
improve
employee
engagement
• Use the right survey
• Focus on the enterprise and
local levels
• Select the right m...
Page 45
Recent findings
Recent
findings
• Employee engagement makes a
difference to the bottom line
• Managers and leaders play a
key role
• Diffe...
Page 47
Why isn’t employee
engagement seen as
business critical?
Why isn’t
employee
engagement
seen as
business
critical?
• Ignorance
• Indifference
• Impotence
Page 48
Page 49
Conclusion, summary and
questions
Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
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Employee engagement May 2014

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Half day open training event held in Toronto, Canada.

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Employee engagement May 2014

  1. 1. Employee engagement by Toronto Training and HR May 2014
  2. 2. CONTENTS 3-4 Introduction 5-6 Definitions 7-8 Sources of employee engagement 9-11 Rules of employee engagement 12-13 Impact on employee engagement 14-15 Categorizing levels of employee engagement 16-17 Why do individuals become disengaged? 18-19 The employee engagement process model 20-21 Different scales to use 22-23 Ways to bring kindness to the workplace 24-25 Cycle of success 26-27 ‘Enablers’ 28-29 Hierarchy of human capabilities 30-31 Integrated interventions 32-34 Survey questions 35-36 An onboarding model 37-38 Gender and organizational commitment 39-40 Building and communicating brand values 41-42 Dimensions of facilitation 43-44 Ways to improve employee engagement 45-46 Recent findings 47-48 Why isn’t employee engagement seen as business critical? 49-50 Conclusion, summary and questions Page 2
  3. 3. Page 3 Introduction
  4. 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  5. 5. Page 5 Definitions
  6. 6. Definitions • Employee engagement • Discretionary effort • Drivers of employee engagement • Elements of employee engagement Page 6
  7. 7. Page 7 Sources of employee engagement
  8. 8. Sources of employee engagement • Leaders • Managers • Employees Page 8
  9. 9. Page 9 Rules of employee engagement
  10. 10. Rules of employee engagement 1 of 2 • Tap into the power of an inspirational mission • If you want your people to give 100% communicate freely and frequently • Everyone wants to improve • Provide pathways for advancement • Workers don’t work for money alone Page 10
  11. 11. Rules of employee engagement 2 of 2 • Create a culture of community • Give them freedom • Research shows that most employees work best under a “servant leader” • A “family friendly” workplace actually helps employees stay focused on the job • Fun on the job promotes engagement Page 11
  12. 12. Page 12 Impact on employee engagement
  13. 13. Impact on employee engagement • Appreciation by direct supervisor • Opportunity to advance • Salary and bonus • Ability to be effective in one’s job • Organization’s care for wellbeing • Confidence in executive leadership • Relationship with peers Page 13
  14. 14. Page 14 Categorizing levels of employee engagement
  15. 15. Categorizing levels of employee engagement • Highly engaged • Engaged • Disengaged • Quality, cost, customer service Page 15
  16. 16. Page 16 Why do individuals become disengaged?
  17. 17. Why do individuals become disengaged? • Uncertain job security • Dead-end jobs • Lack of meaning • Worker invisibility • Corporate coldness • Working in the dark • Unrealistic expectations • Questionable business practices Page 17
  18. 18. Page 18 The employee engagement process model
  19. 19. The employee engagement process model • Plan • Survey • Analyze • Take action • Sustain engagement and re-survey Page 19
  20. 20. Page 20 Different scales to use
  21. 21. Different scales to use • Leisure ethic scale • Money ethic scale • Occupational commitment scale Page 21
  22. 22. Page 22 Ways to bring kindness to the workplace
  23. 23. Ways to bring kindness to the workplace • Lead by example • Support • Boost morale • Corporate social responsibility and charity • Simple gestures • Celebrate Page 23
  24. 24. Page 24 Cycle of success
  25. 25. Cycle of success • Acquire • Manage • Develop • Assess Page 25
  26. 26. Page 26 ‘Enablers’
  27. 27. ‘Enablers’ • Leadership • Line managers • Employee voice throughout the organization • ‘Organizational integrity’ Page 27
  28. 28. Page 28 Hierarchy of human capabilities
  29. 29. Hierarchy of human capabilities • Obedience • Diligence • Expertise • Initiative • Creativity • Passion Page 29
  30. 30. Page 30 Integrated interventions
  31. 31. Integrated interventions • Communicate strategy • Drive cultural change • Develop strategic leadership and develop talent • Manage employee performance and align rewards to strategy • Enable HR processes with technology Page 31
  32. 32. Page 32 Survey questions
  33. 33. Survey questions 1 of 2 • I can grow and develop at my organization • I have confidence in the future of my organization • My work gives me a sense of personal accomplishment • I am paid fairly for the work I do • My total reward package is competitive for my industry sector Page 33
  34. 34. Survey questions 2 of 2 • Pride in work or workplace • Satisfaction with leadership • Opportunity to perform well • Satisfaction with recognition received • Prospects for personal and professional growth • Positive work environment and teamwork Page 34
  35. 35. Page 35 An onboarding model
  36. 36. An onboarding model • Before the first day • The first day • The first week • The first 90 days • The first year Page 36
  37. 37. Page 37 Gender and organizational commitment
  38. 38. Gender and organizational commitment • Gender model • Job model Page 38
  39. 39. Page 39 Building and communicating brand values
  40. 40. Building and communicating brand values • Identification and belief • Consistency • Clarity • Honesty • Operate a two-way street • Recognition/care Page 40
  41. 41. Page 41 Dimensions of facilitation
  42. 42. Dimensions of facilitation • Planning • Meaning • Confronting • Feeling • Structuring • Values Page 42
  43. 43. Page 43 Ways to improve employee engagement
  44. 44. Ways to improve employee engagement • Use the right survey • Focus on the enterprise and local levels • Select the right managers • Coach managers and hold them accountable for their employees’ engagement • Define engagement goals in realistic and everyday terms • Find ways to connect with each employee Page 44
  45. 45. Page 45 Recent findings
  46. 46. Recent findings • Employee engagement makes a difference to the bottom line • Managers and leaders play a key role • Different types of workers need different engagement strategies • Employee engagement has a great impact on performance than corporate policies and perks • Employees are not prepared to engage customers Page 46
  47. 47. Page 47 Why isn’t employee engagement seen as business critical?
  48. 48. Why isn’t employee engagement seen as business critical? • Ignorance • Indifference • Impotence Page 48
  49. 49. Page 49 Conclusion, summary and questions
  50. 50. Page 50 Conclusion, summary and questions Conclusion Summary Videos Questions
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