Engagement June 2013
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Engagement June 2013



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

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



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Engagement June 2013 Engagement June 2013 Presentation Transcript

  • 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 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
  • Page 3Introduction
  • 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
  • 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• Engagement drives performance andretention• Engagement drives business resultsPage 8
  • 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• 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
  • 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%• 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
  • 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 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
  • Page 21Role of managers
  • Role of managers 1 of 2• Manage the employee’s work andperformance• Manage the employee’s relationshipwith the organization• Key behaviours and strategiesPage 22
  • Role of managers 2 of 2PATTERNS OF THINKING ANDBEHAVING• Connecting• Shaping• Learning• Stretching• Achieving• ContributingPage 23
  • Page 24Organizational culture
  • Organizational culture• Definition• Elements of organizational culture• Control, commitment,collaboration, communicationPage 25
  • 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 and confidence• The actively disengaged• Importance of culture• Mentoring and the mentor culturePage 33
  • Page 34Engagement opinions
  • 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
  • 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
  • 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 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
  • 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
  • Page 40Engagement behaviours-LOOK
  • 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
  • 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
  • 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 ofengagementHigh levels ofengagement
  • Page 47Best practices forincreasing engagement
  • 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
  • Page 49Conclusion and questions
  • Page 50Conclusion and questionsSummaryVideosQuestions