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Ramping up employee engagement May 2012
 

Ramping up employee engagement May 2012

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Half day training event held in Waterloo, Ontario.

Half day training event held in Waterloo, Ontario.

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    Ramping up employee engagement May 2012 Ramping up employee engagement May 2012 Presentation Transcript

    • Ramping up employee engagement by Toronto Training and HR May 2012
    • 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-8 9-11 Three dimensions of engagement Drivers of employee engagement 12-13 Achieving an engaged workforce 14-15 Enabling employees 16-17 Factors that correlate employee engagement to the organization 18-19 Organizational involvement; support & challenge 20-21 Touchy-feely benefits 22-23 Hard business benefits of engagement 24-25 Metrics 26-28 Building trust 29-30 Policies and practices that contribute to engagement 31-32 Secrets of employee engagement 33-35 The employee engagement wish-list 36-39 Methods to increase engagement 40-41 Root causes of why employees cannot be engaged 42-44 Reasons for having no engagement strategy 45-47 Where senior management get it wrong 48-49 Taking responsibility 50-52 Implications for managers 53-56 Case studies 57-58 Conclusion and questions
    • Introduction Page 3
    • 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• 10 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 - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
    • Definition Page 5
    • DefinitionWhat is engagement?Motivation, satisfaction and commitment Page 6
    • Three dimensions of engagement Page 7
    • Three dimensions of engagementintellectual engagement – thinking hard about thejob and how to do it betteraffective engagement – feeling positively aboutdoing a good jobsocial engagement – actively taking opportunitiesto discuss work-related improvements with othersat work Page 8
    • Drivers of employee engagement Page 9
    • Drivers of employee engagement 1 of 2Having opportunities to feed your views upwardsFeeling well-informed about what is happening inthe organizationBelieving that your manager is committed to yourorganization Page 10
    • Drivers of employee engagement 2 of 2SENSE OF FEELING VALUED AND INVOLVEDInvolvement in decision-makingFreedom to voice ideas, to which managers listenFeeling enabled to perform wellHaving opportunities to develop the jobFeeling the organization is concerned foremployees’ health and well-being Page 11
    • Achieving an engaged workforce Page 12
    • Achieving an engaged workforceShow appreciationGive feedbackReward good workCreate an engaging atmosphereInvolve employeesKeep them up to dateEncourage suggestions and inputLink employee objectives to overall company goalsEncourage developmentUse their talents Page 13
    • Enabling employees Page 14
    • Enabling employeesA job that is doable and challenging; a supportiveenvironment to work inThe right resources to do the job wellSufficient trainingMechanisms to collaborate where necessaryGood performance management systemsThe right work structures in place Page 15
    • Factors that correlateemployee engagement to the organization Page 16
    • Factors that correlate employeeengagement to the organizationProductivityLabour turnoverEarnings per shareCustomer service/public services deliveryProfitabilityOperating incomeInnovation Page 17
    • Organizationalinvolvement; support & challenge Page 18
    • Organizational involvement; support & challenge Low support High support High challenge High stress Great organization Low challenge Apathy Complacency Page 19
    • Touchy-feely benefits Page 20
    • Touchy-feely benefitsPerformance management and appraisalsInductionsLearning and developmentCommunicationsHealth and wellbeingEmployee involvement and empowermentManagement capabilitiesCareer opportunitiesExits Page 21
    • Hard business benefits of engagement Page 22
    • Hard business benefits of engagementImprovements in employee retention andcustomer satisfactionHigher productivityImproved status as a top employerIncreased profitabilityReduced absenteeism Page 23
    • Metrics Page 24
    • MetricsRatio of engaged to actively disengagedWorld-class organizationsAverage organizationsCost to the US economy Page 25
    • Building trust Page 26
    • Building trust 1 of 2TRUST-BUILDING BEHAVIOURSCommunicates me openly and honestly, withoutdistorting informationShows confidence in my abilities by treating me asa skilled, competent associateKeeps promises and commitmentsListens to and values what I say, even though heor she might not agreeCo-operates with me and looks for ways in whichwe can help each other Page 27
    • Building trust 2 of 2TRUST-BUSTING BEHAVIOURSActs more concerned about his or her own welfarethan anything elseSends mixed messages so that I never knowwhere he or she standsAvoids taking responsibility for actionJumps to conclusions without checking the factsfirstMakes excuses or blames others when things don’twork out Page 28
    • Policies and practices thatcontribute to engagement Page 29
    • Policies and practices that contribute to engagementEmployee involvementTeam workingWork-life balance Page 30
    • Secrets of employee engagement Page 31
    • Secrets of employee engagementRecognitionExciting workSecurity of employmentPayEducation and career developmentConditionsTruth Page 32
    • The employeeengagement wish-list Page 33
    • The employee engagement wish-list 1 of 2Lifestyle/work style balance and flexibilityExcellent leadership at the topWork with the industry leaderWork with inspirational people (boss)Work on ‘hot’ projectsWork with leading customers and suppliersOpportunity to lead othersRecognition of ideas Page 34
    • The employee engagement wish-list 2 of 2Excellent work environment (location/facilities)International opportunity (travel)Receiving positive feedbackCompany-sponsored educationFinancial rewards (salary/bonus)Flexible benefitsHealthcare programSabbaticals Page 35
    • Methods to increase engagement Page 36
    • Methods to increase engagement 1 of 3Flexible workingRemote workingOvertime pay or time offLong service awards/stay bonusesSeparate salary structures for different sets ofemployeesPerformance-related pay marketadjustments/increases to base payEmployee referral bonusSpecial cash bonus/group incentives Page 37
    • Methods to increase engagement 2 of 3Part-time employment with benefitsJob sharingCompressed work weekFlexible retirementIndividual ad hoc bonus change commissionstructureShare option programmePaying above marketPaid sabbaticals Page 38
    • Methods to increase engagement 3 of 3Create a positive cultureAffirm the bestTurn strengths into talentsHelp teams play to individual strengthsAdjust rolesIncrease flowBuild rewardsUnderstand goal seekingSupport meaningful work Page 39
    • Root causes of whyemployees cannot be engaged Page 40
    • Root causes of why employees cannot be engagedLack of inclusionFeelings of deprivation and lossPerceptions of vulnerabilityNo positive attachment to a boss or senior figureHistory of the employer/employee relationship Page 41
    • Reasons for having noengagement strategy Page 42
    • Reasons for having no engagement strategy 1 of 2Leader does not understand employeeengagement conceptLeader is not aware of business benefitsLeader is aware but does not believe there will bea return on investmentCost is prohibitive Page 43
    • Reasons for having no engagement strategy 2 of 2Implementation of engagement strategy is toohardLack of practical tools to help implementationDon’t know where to startBusiness culture acts as bannerLack ability to measure impact Page 44
    • Where seniormanagement get it wrong Page 45
    • Where senior management get it wrong 1 of 2Not keeping promises saying one thing and doinganotherHonest, open communicationA lack of courage to tell it like it isNot walking the talkRewarding/promoting the wrong people Page 46
    • Where senior management get it wrong 2 of 2IF I WAS IN CHARGE FOR THE DAY…Talk to the peopleListen to the peopleAsk them ‘what should I stop doing?’ Page 47
    • Taking responsibility Page 48
    • Taking responsibilityWHY IS IT IMPORTANT?Being enabled, encouraged and expected to takefull responsibility for a piece of work shows respectIt is a fantastic way to develop skill and abilityWhen people take responsibility it becomes theirorganization, not just somewhere that they go tobetween 9 and 5 (or 8 and 6 etc.) Page 49
    • Implications for managers Page 50
    • Implications for managers 1 of 2EMPLOYERS SHOULD CONSIDER THATAllowing people the opportunity to feed theirviews upwards is the single most important driverof engagementKeeping employees informed about what is goingon in the organization is criticalEmployees need to see that managers arecommitted to the organization in order to feelengaged Page 51
    • Implications for managers 2 of 2EMPLOYERS SHOULD CONSIDER THATHaving fair and just management processes fordealing with problems is important in driving uplevels of performance Page 52
    • Case study A Page 53
    • Case study A Page 54
    • Case study B Page 55
    • Case study B Page 56
    • Conclusion and questions Page 57
    • Conclusion and questionsSummaryVideosQuestions Page 58