Creating the Right Environment for Employee Engagement
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Creating the Right Environment for Employee Engagement

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Building Employee Engagement for Competitive Differentiation

Building Employee Engagement for Competitive Differentiation

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  • I loved the idea of creating your own ted-x event. I also recommend making your own employee engagement app as tool to share knowledge and pushing a lot of content. there are platforms like http://dronamobile.com available to do that bit.
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  • Excellent presentation .. thanks
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Creating the Right Environment for Employee Engagement Creating the Right Environment for Employee Engagement Presentation Transcript

  • Creating the Right Environment for Promoting Employee Engagement Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  • Exploratory Engagement What is Employee Engagement?
  • In a world that is changing both in terms of the global nature of work and the diversity of the workforce, engaged employees may be a key to competitive advantage. Companies that understand the conditions that enhance employee engagement will have accomplished something that competitors will find very difficult to imitate. Source: William Macey & Benjamin Schneider, The Meaning of Employee Engagement
  • Framework of Employee Engagement HR System Organisation Design Job Design Staffing Rewards Training & Development Performance Management Leadership Development Work-Life Benefits Job Characteristics Skill Variety Task Identity Task Significance Task Autonomy Job Feedback Job Resources Job Demands Role Traits Proactive Personality Autotelic Personality Positive Affectivity Conscientiousness Self Efficacy Self Esteem Locus of Control Role Clarity Role Fit Co-workers Social Identity Support Trust Management Support Clear Expectations Feedback Recognition Trustworthiness Consistency Integrity Fairness Leadership Transformational Openness Vision Perception of Fairness Distributive Procedural Interactional Source: William Castellano, A New Framework of Employee Engagement Psychological Conditions of Engagement Meaningfulness Psychological Safety Psychological Availability Perceived Organisational Support Psychological Contract Fulfilment Psychological State of Engagement Job Involvement Empowerment Affective Commitment Positive Affectivity Behavioural Engagement Organisational Citizenship Behaviour Performance: Proficiency, Adaptability, Resiliency, Innovation Strategic Outcomes Productivity Quality Customer Satisfaction Financial/Market Performance Revenue Profits Market Value
  • Employee Roles
  • HR as Facilitator & Enabler            Aligning goals for congruency Promoting effective communication organisation-wide Tracking Employee’s Voice Entrenching formal and informal appreciation, reward and recognition Developing and championing engagement friendly policies and practices Conducting employee engagement survey on a regular basis Deploying and managing multi-facial platform for accelerating engagement Architecting fitting models of engagement for various categories of employees Catalysing manager-employee connection across every set of command layers Reinforcing the glues of cohesion binding top management to all other management streams and the blue collar workforce Functioning as Engagement Agent while carrying out other responsibilities
  • 10 C’s of Employee Engagement 1. Connect with employees 2. Provide opportunities for career advancement 3. Vision is communicated with clarity 4. Convey clear expectations and feedback 5. Congratulate strong performance 6. Link individuals’ Contribution to strategy 7. Create opportunities for people to exercise control 8. Foster trust and collaboration 9. Maintain organisational credibility through ethical leadership behaviour 10. Create confidence in the organisation’s high standards & leadership example Adapted from Gerard Seijts and Dan Crim
  • 5-A Model for Engagement 1. ALIGNMENT: Fit of employee talents and capabilities with role 2. ATTENTION: Ways a leader pays attention to employee 3. ATTITUDE: Positive thinking and positive guidance for positive outcomes 4. APPRECIATION: Cultivating and expressing gratitude and recognition 5. AUTHENTICITY: Leading in a way that is true to one's own unique strengths, personal style and professional perspective Source: Cheryl Rice, Five Keys to Maximising Genuine Employee Engagement
  • Exploratory Engagement How can HR department of a firm take advantage of employee roles in structuring a feasible engagement model?
  • The Shift
  • “By moving focus from employee relations to employee engagement, there is so much more meaningful initiatives that we in HR can put in place to help the company not only keep employees happy but also to keep them committed and engaged.” - Edwin Ebreo, From Employee Relations to Employee Engagement
  • Employee Engagement Road Map by Elijah Ezendu
  • Components of Engagement Programme • • • • • • • A session on corporate history and values of the organisation Delivery of an overview of the CEO's strategy and the financial goals and objectives of the business A structured and managed process of 'two way dialogue' session with senior level executives An early and detailed explanation and example of performance reviews The commencement of a tailored coaching and mentoring program to achieve desired skills, personal development and training needs Periodic, regular, formal and informal two-way feedback to assess the employee's progress and concerns (line managers/HR) The implementation of an agreed development plan in place that will add value to the new employee's career growth Source: Chris Selby, A Short Guide to Building a Business Case for Employee Engagement
  • Key Challenges of Employee Engagement • • • • • • • • • • • • Social Evolution Leveraging Technology Competitiveness Collaboration Teamwork Empowerment Financial Strength Organisation as One Big Team Orientation Layer Connectivity Shared Returns Extent of Goal Congruency Acceptance of Engagement Offer
  • Exploratory Engagement Why are some employees engaged or disengaged?
  • According to Corporate Executive Board which surveyed 50,000 employees in 59 organisations worldwide, the results highlighted a clear relationship between employee engagement and retention. Employees with lower engagement are four times more likely to leave their jobs than those who are highly engaged. The movement from low to high engagement can give rise to averagely 21 percent increase in performance. Adapted from Corporate Executive Board, Driving performance and retention through employee engagement.
  • Using Engagement Value Proposition Build passion and focus in employees by means of a workable Engagement Value Proposition. Engagement Value Proposition shows a roadmap of values in offering, total values available to employees and how they shall influence returns to the Organisation.
  • Model of Engagement Value Proposition Engagement Drivers Right Employees Exceptional Leadership Organisational Systems and Strategies Work Environment Aligned Effort and Strategy Empowerment Teamwork/Collaboration Growth and Development Support and Recognition Engaged Employees Greater Loyalty Enhanced Effort Organisational Success Satisfied/Loyal Customers Increased Retention Higher Profits and Profitability Revenue Growth Adapted from Wellins, Bernthal and Phelps, Employee Engagement: The Key to Realizing Competitive Advantage
  • Exploratory Engagement State 7 ways to build passion and focus in employees.
  • Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE) and Hon. President, Worldwide Independent Inventors Association. He functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting, Nigeria; Chairman (Certification & Training), Lead Assessor & Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director, The Greens; Director of Programmes & Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria. He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nig) and Jones International University (USA). He also works as Adjunct & Visiting Professor of Universities and holds Interim Management Assignments on Boards of Companies.
  • Thank You