Engaging your employees in thesecond half of 2013by Toronto Training and HRJune 2013
CONTENTS3-4 Introduction5-6 Definitions7-8 Business drivers for engagement9-10 Dimensions of engagement11-12 Categories of...
Page 3Introduction
Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultanc...
Page 5Definitions
Definitions• Employee engagement• Discretionary effort• An engaged employee• What it is not…Page 6
Page 7Business drivers forengagement
Business drivers for engagement• Client and customer feedback• High cost of employee turnover• Demographic shifts• Engagem...
Page 9Dimensions ofengagement
Dimensions of engagement• How can we grow?• Do I belong?• What do I give?• What do I get?Page 10
Page 11Categories of engagement
Categories of engagementPage 12
Page 13Top aspects ofengagement
Top aspects of engagement• I am determined to accomplish mywork objectives and I am confidentthat I can meet them• Relatio...
Page 16It’s the little things thatcount
It’s the little things that count• Words• Action• CourtesyPage 6
Page 17What does a fully engagedemployee look like?
What does a fully engagedemployee look like?• Intellectually and emotionallybound within the organization• Gives 100%• Fee...
Page 19In late 2013, what doemployees want?
In late 2013, what do employeeswant?• To know what is expected of them• Have the right tools and equipment• Opportunity to...
Page 21Role of managers
Role of managers 1 of 2• Manage the employee’s work andperformance• Manage the employee’s relationshipwith the organizatio...
Role of managers 2 of 2PATTERNS OF THINKING ANDBEHAVING• Connecting• Shaping• Learning• Stretching• Achieving• Contributin...
Page 24Organizational culture
Organizational culture• Definition• Elements of organizational culture• Control, commitment,collaboration, communicationPa...
Page 27Money can’t buy loyalty
Money can’t buy loyalty• Care and concerns• Fairness at work• Communication• Accomplishment and recognition• TrustPage 28
Page 28High performanceorganizations
High performance organizations• Clear• Capable• CommittedPage 29
Page 30Employment valueproposition
Employment value proposition• Definition• Categories• Monetary and non-monetary• Hierarchy of needsPage 31
Page 32Mentoring to helpdisengaged employees
Mentoring to help disengagedemployees• What causes a disengagedemployee?• Devalued and unrecognized• Stress• Loss of trust...
Page 34Engagement opinions
Engagement opinions 1 of 2• Relationship with co-workers• Opportunities to use skills andabilities• Contribution of work t...
Engagement opinions 2 of 2• Organization’s financial stability• Communication betweenemployees and seniormanagement• Manag...
Page 37Engagement opinions-FEEL
Engagement opinions-FEEL 1 of 2• I am determined toaccomplish my workobjectives and I am confidentthat I can meet them• I ...
Engagement opinions-FEEL 2 of 2• I have passion andexcitement about my work• I enjoy volunteering foractivities beyond my ...
Page 40Engagement behaviours-LOOK
Engagement behaviours-LOOK1 of 2• In my organization, employeesare encouraged to take actionwhen they see a problem oroppo...
Engagement behaviours-LOOK2 of 2• In my work group, we areconstantly looking out to seewhat challenge is coming next• The ...
Page 43Seven Es of engagement
Seven Es of engagementPage 44EnvisionEmpathizeEmpowerEnhanceEvaluateEncourageEntanglement
Page 45Where do your employeesfit?
Where do your employees fit?Page 46High TOPEMPLOYERBENCHWARMERS STARSDISCONNECTED FREE AGENTSLow TOPEMPLOYERLow levels ofe...
Page 47Best practices forincreasing engagement
Best practices for increasingengagement• Recognize early and often• Coach and motivate employees• Open relationships• Link...
Page 49Conclusion and questions
Page 50Conclusion and questionsSummaryVideosQuestions
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Engagement June 2013

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Half day open training event on employee engagement held in Toronto.

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Engagement June 2013

  1. 1. Engaging your employees in thesecond half of 2013by Toronto Training and HRJune 2013
  2. 2. CONTENTS3-4 Introduction5-6 Definitions7-8 Business drivers for engagement9-10 Dimensions of engagement11-12 Categories of engagement13-14 Top aspects of engagement15-16 It’s the little things that count17-18 What does a fully engaged employee look like?19-20 In late 2013, what do employees want?21-23 Role of managers24-25 Organizational culture26-27 Money can’t buy loyalty28-29 High performance organizations30-31 Employment value proposition32-33 Mentoring to help disengaged employees34-36 Engagement opinions37-39 Engagement opinions-FEEL40-42 Engagement behaviours-LOOK43-44 Seven Es of engagement45-46 Where do your employees fit?47-48 Best practices for increasing engagement49-50 Conclusion and questions
  3. 3. Page 3Introduction
  4. 4. Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare:Training event designTraining event deliveryReducing costs, saving time plus improvingemployee engagement and moraleServices for job seekers
  5. 5. Page 5Definitions
  6. 6. Definitions• Employee engagement• Discretionary effort• An engaged employee• What it is not…Page 6
  7. 7. Page 7Business drivers forengagement
  8. 8. Business drivers for engagement• Client and customer feedback• High cost of employee turnover• Demographic shifts• Engagement drives performance andretention• Engagement drives business resultsPage 8
  9. 9. Page 9Dimensions ofengagement
  10. 10. Dimensions of engagement• How can we grow?• Do I belong?• What do I give?• What do I get?Page 10
  11. 11. Page 11Categories of engagement
  12. 12. Categories of engagementPage 12
  13. 13. Page 13Top aspects ofengagement
  14. 14. Top aspects of engagement• I am determined to accomplish mywork objectives and I am confidentthat I can meet them• Relationship with co-workers• Opportunities to use skills andabilities• Contribution of work toorganization’s business objectives• Relationship with immediatesupervisor• I frequently feel that I’m putting allmy effort into my workPage 14
  15. 15. Page 16It’s the little things thatcount
  16. 16. It’s the little things that count• Words• Action• CourtesyPage 6
  17. 17. Page 17What does a fully engagedemployee look like?
  18. 18. What does a fully engagedemployee look like?• Intellectually and emotionallybound within the organization• Gives 100%• Feels passionately about itsobjectives• Takes personal responsibility andaccountability• Pride in the quality of their work• Is committed to live by its values• Will go the extra milePage 18
  19. 19. Page 19In late 2013, what doemployees want?
  20. 20. In late 2013, what do employeeswant?• To know what is expected of them• Have the right tools and equipment• Opportunity to do what they do best• Feedback, praise and recognition• Know that they are cared about• Know that they matter and make adifference• Opportunity to progress• Learn new things• Be treated fairly• Trust-character and competencePage 20
  21. 21. Page 21Role of managers
  22. 22. Role of managers 1 of 2• Manage the employee’s work andperformance• Manage the employee’s relationshipwith the organization• Key behaviours and strategiesPage 22
  23. 23. Role of managers 2 of 2PATTERNS OF THINKING ANDBEHAVING• Connecting• Shaping• Learning• Stretching• Achieving• ContributingPage 23
  24. 24. Page 24Organizational culture
  25. 25. Organizational culture• Definition• Elements of organizational culture• Control, commitment,collaboration, communicationPage 25
  26. 26. Page 27Money can’t buy loyalty
  27. 27. Money can’t buy loyalty• Care and concerns• Fairness at work• Communication• Accomplishment and recognition• TrustPage 28
  28. 28. Page 28High performanceorganizations
  29. 29. High performance organizations• Clear• Capable• CommittedPage 29
  30. 30. Page 30Employment valueproposition
  31. 31. Employment value proposition• Definition• Categories• Monetary and non-monetary• Hierarchy of needsPage 31
  32. 32. Page 32Mentoring to helpdisengaged employees
  33. 33. Mentoring to help disengagedemployees• What causes a disengagedemployee?• Devalued and unrecognized• Stress• Loss of trust and confidence• The actively disengaged• Importance of culture• Mentoring and the mentor culturePage 33
  34. 34. Page 34Engagement opinions
  35. 35. Engagement opinions 1 of 2• Relationship with co-workers• Opportunities to use skills andabilities• Contribution of work to theorganization’s businessobjectives• Relationship with the immediatesupervisor• The work itself• Meaningfulness of the job• Autonomy and independence• Variety of work• Overall corporate culture
  36. 36. Engagement opinions 2 of 2• Organization’s financial stability• Communication betweenemployees and seniormanagement• Management’s recognition ofemployee job performance• Job-specific training• Organization’s commitment toprofessional development• Networking• Organization’s commitment to CSR• Career development andadvancement opportunities
  37. 37. Page 37Engagement opinions-FEEL
  38. 38. Engagement opinions-FEEL 1 of 2• I am determined toaccomplish my workobjectives and I am confidentthat I can meet them• I frequently feel that I’mputting all my effort into mywork• I am highly motivated by mywork objectives• While at work, I’m almostalways completely focused onmy work projectsPage 38
  39. 39. Engagement opinions-FEEL 2 of 2• I have passion andexcitement about my work• I enjoy volunteering foractivities beyond my jobrequirements• I feel completely plugged inat work, like I’m always onfull powerPage 39
  40. 40. Page 40Engagement behaviours-LOOK
  41. 41. Engagement behaviours-LOOK1 of 2• In my organization, employeesare encouraged to take actionwhen they see a problem oropportunity• My work group never gives up• My colleagues quickly adapt tochallenging or crisis situations• Employees in my organizationdeal very well withunpredictable or changingwork situationsPage 41
  42. 42. Engagement behaviours-LOOK2 of 2• In my work group, we areconstantly looking out to seewhat challenge is coming next• The people in my work group arealways flexible in expanding thescope of their work• Others in my organization viewunexpected responsibilities as anopportunity to succeed atsomething new• Other people in my organizationoften volunteer for new projectsPage 42
  43. 43. Page 43Seven Es of engagement
  44. 44. Seven Es of engagementPage 44EnvisionEmpathizeEmpowerEnhanceEvaluateEncourageEntanglement
  45. 45. Page 45Where do your employeesfit?
  46. 46. Where do your employees fit?Page 46High TOPEMPLOYERBENCHWARMERS STARSDISCONNECTED FREE AGENTSLow TOPEMPLOYERLow levels ofengagementHigh levels ofengagement
  47. 47. Page 47Best practices forincreasing engagement
  48. 48. Best practices for increasingengagement• Recognize early and often• Coach and motivate employees• Open relationships• Link the jobs of employees with thestrategy and mission• Provide freedom and autonomy• Clearly define employee roles• Open and effective communication• FunPage 48
  49. 49. Page 49Conclusion and questions
  50. 50. Page 50Conclusion and questionsSummaryVideosQuestions

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