Examining engagement

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Examining engagement

  1. 1. Examining the Importance of Employee Engagementin the Corporate Workplace<br />Holly Grimm<br />
  2. 2. Did you know? <br />20%<br />56%<br />26%<br />of employees are <br />of employees are <br />of employees are <br />Neutral<br />Engaged<br />Disengaged<br />
  3. 3. is just a new word for…<br />Motivation<br /><ul><li>Passion
  4. 4. Commitment</li></li></ul><li>Engagement is Essential<br />Based upon the idea of creating successful collaborative teams that work on ambitious projects, engagement creates a meaningful experience that outlasts the training classroom. <br />Employees are thus fundamentally motivated to learn and work because of the meaningful nature of the work environment and activities.<br />
  5. 5. Engagment is defined as…<br />to participate in the workplace.<br />
  6. 6. Engaging employees with creative problem-solving, reasoning, decision-making, and evaluation, they begin to think and act differently about their work. <br />
  7. 7. Appealing to the Masses<br />Employees differ greatly in terms of their dedication and commitment to their job. <br />Engagement programs should be designed to appeal to the masses. <br />Leaders who understand their employees will have the best yield when changing work requirements. <br />
  8. 8. Engaged employees are… <br />
  9. 9. Disengaged employees say… <br />
  10. 10. Three Bricklayers<br />Jim Haudan, author of The Art of Engagement (2008) often tells a story of three bricklayers.<br />Each picks up a brick and sets it in place. <br />The first bricklayer says, “I’m putting one brick on top of the other.” <br />The second says, “I’m building the west wall of a church.” <br />And the third bricklayer says, “I’m creating a cathedral. It will stand for centuries and inspire people to do great deeds.” <br />
  11. 11. 6 Elements of Engagement<br />Connecting through images and stories <br />Creating pictures together<br />Believing in leaders<br />Owning the solution<br />Playing the entire game<br />Practicing before performing<br />
  12. 12. Strategic Engagement<br />
  13. 13. Successful Strategies…<br />Connect to the company’s objectives and goals. <br />It is critical that the business goals and objectives are relevant to employees. <br />If employees do not ‘get it’, the strategy will not be successful. <br />Encourage employee ownership. <br />Employees with understanding of the entire picture cannot avoid taking action. <br />In essence, the employees will feel like they have been heard and ‘buy’ into the concept. <br />
  14. 14. Benefits of Engagement<br />Retention<br />Low absenteeism <br />Ownership <br />Empowerment<br />Advocacy & loyalty<br />
  15. 15. Case Studies <br /> Best Buy reported where employee engagement increased by one tenth of a point, sales increase more than $100,000 for the year (Attridge, 2009). <br />MolsonCoors, reported that engaged employees were five times less likely to have a safety incident and seven times less likely to have a lost-time safety incident, saving $1.7 million in safety-related costs for that year (Attridge, 2009). <br />
  16. 16. Conclusion <br />There is no ‘one size fits all’ to an engaged workforce. <br />All generations want balance and satisfaction (Ketter, 2008). <br />Creating a work culture that values learning, career advancement, and employee engagement is not easy, but is crucial to the success of an organization (Ketter, 2008). <br />In conclusion: when employees feel engaged, they are motivated and committed to their work and learning. They also have a sense of belonging and accomplishment. <br />Engaged employees learn most effectively when the leadership makes meaningful connections to the curriculum and creates a safe learning environment that encourages learners to meet challenges while applying high rigor skills to real-world, unpredictable situations inside and outside of the classroom (Jones, 2009). <br />
  17. 17. References<br />Allerton, H. E. (2003). Blood, sweat, and cheers: full engagement. T+D, 57(8), 34. <br />Attridge, M. (2009). Measuring and managing employee work engagement: A review of the research and business literature. Journal of Workplace Behavioral Health, 24(4), 383-398. <br />Babcock-Roberson, M.E. & Stickland, O.J. (2010). The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. The Journal of Psychology, 144 (3), 313-336. <br />Billett, S., Smith, R., & Barker, M. (2005). Understanding work, learning and the remaking of cultural practices. Studies in Continuing Education, 27(3), 219-237. <br />Hauden, Jim. (2008). The art of engagement. New York, New York : McGraw Hill.<br />Jones, R.D. (2009). Student engagement teacher handbook. Retrieved from http://www.leadered.com/pdf/Student%20Engage%20handbook%20excerpt.pdf from http://home.sprynet.com/~gkearsley/engage.htm<br />Kearsley, G, & Shneiderman, B. (1999, April 5). Engagement theory.Retrieved<br />Ketter, P. (2008). What's the big deal: About employee engagement. T+D, 62(1), 44-49. <br />

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