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Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
Employee Needs Powerpoint Presentation
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Employee Needs Powerpoint Presentation

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Research studies show that less than one-third of the workforce is highly engaged. Employee engagement not only impacts your bottom line through higher absenteeism, lower productivity and negativity, …

Research studies show that less than one-third of the workforce is highly engaged. Employee engagement not only impacts your bottom line through higher absenteeism, lower productivity and negativity, but also through the relationships these employees have with your customers and suppliers. Over the past three years employers have focused less attention on engagement strategies and more on fiscal survival. In tough economic times, cost cutting measures hit employees the most through staff reductions, wage freezes or reductions and the elimination of employee incentive programs. This has left the members of organizations feeling over worked and unappreciated. Improving engagement levels by focusing on employees needs is a cost effective way to ignite motivation and regain the commitment of your employees without a huge outlay of funds.

Creating Engagement through Employee Needs will offer participants an understanding and awareness of:

 The cost of employee engagement to an organization
 Why employee needs are relevant to engagement
 The theoretical support to the significance of need as found by Abraham Maslow (1943 - A Theory of Human Motivation)
 How needs can build engagement or create disengagement
 How to create and implement cost effective engagement strategies that serve employee needs

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  • 1. Creating Engagement through Employee Needs Cindy Gordon CA CPCC Culture Shock Coaching
  • 2. The Changing Face of the Workplace
  • 3. What is Employee Engagement• The employee’s willingness and ability to contribute to the success of the Company. www.towerswatson.com• Level of discretionary effort an employee is willing to contribute.
  • 4. Why Engagement Matters• The lost productivity of actively disengaged employees costs the US economy $370 BILLION annually. (Gallup)• 78% would recommend their company’s products of services, against 13% of the disengaged. (Gallup)• Engaged employees generate 43% more revenue. (Hay Group)
  • 5. Why Engagement Matters• 69% of employees would work harder if they were better recognized.• Those companies with a highly engaged workforce improved operating income by 19.2% over a period of 12 months, while those companies with low engagement scores saw operating income decline by 32.7% over the same period. (Towers Watson)• Engaged employees in the UK take an average of 2.69 sick days per year; the disengaged take 6.19. (Gallup)
  • 6. Benefits of Engagement• Better performance;• Better communication;• Greater customer satisfaction;• Better team work;• Greater commitment;• Lower employee turnover and a greater ability to recruit top performing people.
  • 7. Employee Productivity• Highly Engaged 125%• Engaged 100%• Somewhat engaged 75%• Disengaged 50%
  • 8. The Jack Welsh Theory 20% are high performers (highly engaged) 10% should be out of the company (disengaged) The rest are somewhere in between (engaged and somewhat engaged)
  • 9. Happy Place CompanyThe Cost of Lost Productivity• Scenario 1:  20% highly engaged  10% disengaged  35% engaged  35% somewhat engaged  Annual payroll of $10,000,000
  • 10. The Cost of Lost Productivity –Happy Place within Level of % Company % Performance Performance Engagement Organization Level Impact (A) (B) (A x B) Highly 20% 125% 25% Engaged 35% 100% 35% Somewhat 35% 75% 26% Disengaged 10% 50% 5% CURRENT PERFORMANCE POTENTIAL (C) 91% % OF LOST PERFORMANCE (100% – C) 9% TOTAL ANNUAL WAGES AND SALARIES $10,000,000 VALUE OF LOST PRODUCTIVITY DUE TO $900,000 ENGAGEMENT
  • 11. Happy Place CompanyThe Cost of Lost Productivity• Scenario 2: ▫ Employee engagement shifts the engagement level of the middle 70%  20% of the 35% engaged employees become highly engaged  20% of the 35% somewhat engaged employees become engaged
  • 12. The Cost of Lost Productivity –Happy Place within Level of Engagement % Company Organization % Performance Level Performance Impact (A) (B) (A x B) Highly 27% 125% 34% Engaged 35% 100% 35% Somewhat 28% 75% 21% Disengaged 10% 50% 5% CURRENT PERFORMANCE POTENTIAL (C) 95% % OF LOST PERFORMANCE (100% – C) 5% TOTAL ANNUAL WAGES AND SALARIES $10,000,000 VALUE OF LOST PRODUCTIVITY DUE TO $500,000 ENGAGEMENT VALUE OF PRODUCTIVITY IMPROVEMENT $400,000
  • 13. Happy Place CompanyThe Cost of Lost ProductivityAssuming -150 employees: Scenario 1 Scenario 2Highly engaged 30 40Engaged 53 53Somewhat engaged 52 42Disengaged 15 15Total employees 150 150
  • 14. The Cost of Lost Productivity• Conclusion: ▫ By improving the engagement level of just 20% of the middle 70% of your workforce, a 5% improvement in overall productivity was achieved. ▫ This effectively improved the value of productivity being generated by the company’s workforce by $500,000.
  • 15. MASLOW’S HIERARCHY OF NEEDS
  • 16. HIERARCHY OF EMPLOYEE NEEDS
  • 17. Types of Motivators• Extrinsic  Tangible rewards e.g.: pay raises; bonuses; benefits.  Other people control their size and whether or not they are granted.• Intrinsic  Psychological rewards that employees get from doing meaningful work and performing well.
  • 18. HIERARCHY OF EMPLOYEE NEEDS
  • 19. Safety and Security• Mission Statement – James Madison University Protecting the health and safety of employees, students, guests, and the environment is the primary concern of all of us at James Madison University. This goal can be met through the development of a comprehensive and effective environmental health and safety plan that endeavours to eliminate unsafe conditions and minimize the impact of hazardous situations. Such a program can benefit the university community by reducing illness and injury to students and personnel, preventing property damage, and preserving the environment. (http://www.jmu.edu/safetyplan/overview/mission.shtml)
  • 20. HIERARCHY OF EMPLOYEE NEEDS
  • 21. HIERARCHY OF EMPLOYEE NEEDS
  • 22. HIERARCHY OF EMPLOYEE NEEDS
  • 23. HIERARCHY OF EMPLOYEE NEEDS
  • 24. Applying the Hierarchy of Needs• Retail grocery chain • Full time employees – relatively low turnover • Part-time employees – mostly teens and students with high level of turnover • Direct contact with customers by many employees • Some employees work during the day, some nights or weekends
  • 25. Making Monday the Best Day of the Week

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