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NHRDN Virtual Learning Session on Employee Engagement

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Speaker: Mr. Naveen

Speaker: Mr. Naveen

Published in: Business, Technology

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  • 1. Naveen.kumar@pci-india.net Unlocking Employee Engagement Webinar By Naveen Kumar Chief Operating Officer PCI-COFFMAN 2nd Nov 201111/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 2. Employee Engagement “Employee Engagement is an ‘outcome-based’ concept. It is the term which is used to describe the degree to which employees can be ascribed as ‘aligned’ and ‘committed’ to their organization such that they are at the most productive.” ~The International School of Human Capital Management -definition released in 2006Many Definitions – Many Interpretations11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 3. Employee Engagement Matrix (Alignment vs. Commitment) High X √ Alignment X √ √ X X X Commitment High Adapted from – Journal of Applied Human Capital Management Volume 1 No 1 2007Many Definitions – Many Interpretations11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 4. The New Rationale for Engagement Engagement is no longer about “feel good” practices… – “Grab them by their P&Ls and their hearts and minds will follow” – “We had a compelling reason to change. Our financials and customer service were horrible.” – “ROI” – “Demonstrating the link to business strategies and identifying the right metrics” – “Organizational survey results reflected employee engagement as a primary driver of intent to stay” – “Linkage to guest satisfaction and financial performance”Many Definitions –not an expense” – “Human capital as an asset Many Interpretations 11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 5. So then…..What is Employee Engagement?11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 6. Employee Engagement is…….11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 7. As a manager, no matter what work we do, engagement has huge impact on our results. Imagine you were the coxswain of this team! How do we get all to row in the same direction towards the destination ?11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 8. Ever wondered ? Facts : 1.Human beings are “messy”. They have unique emotions, motivations and styles and bring them all into work. 2.Managers have less control today than ever before. Managers are always asking “how do I get people to do the right thing when I’m not there?” 3.Managers have to create performance and avoid chaos, something which is extremely challenging in light of the first 2 facts. So what should your organization & its managers do to manage?11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 9. What did your Great Manager do ?11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 10. Relationship is the “glue” of management. People really don’t reach their full potential unless they have the trust and commitment of another person. That person is usually their manager. Can we measure & manage this ???11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 11. How do great managers manage?1. Focus on the right outcomes – not the steps orthe means. Don’t tell people “how to do” their jobs- todo so will crush diversity and the benefits which comewith it.2. Embrace the difference that people bring towork, and help them focus on the outcomes theywant to achieve and find their own ways to achievethose outcomes;3. Managers do not have to create an environmentwhere everyone is happy or satisfied, but they doneed to create performance: Get the outcomespeople are focusing on aligned with the performanceyour desire.11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 12. 11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 13. 11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 14. 11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 15. Dimensions – That Differentiate High Performing Cultures 1. Growth 2. Relationship 3. Customer Focus 4. Measurement11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 16. “I know the outcomes for which I am accountable.” “My manager really knows me.”Local Cultural “My talents and abilities are fully utilized.” Little C “My successes are recognized by my manager and coworkers.” “My manager does a good job of coaching me to build on my strengths.” “Of all the managers I’ve had, my current manager is the best.” “Every day, I see clearly the value that I bring to this organization.” “I am a member of one of the strongest teams in this organization.” “In the past year, I have grown professionally more than any other year.”Macro Culture “I am extremely satisfied with this organization as a place to work” Big C “I have full confidence in our leaders’ decisions and direction.” 11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 17. In Sum… What attracts great employees – Manager, Environment (Those who focus on those are who can give) What attracts average employees – Money, Recognition (Those who focus on those are who take) If I feel that I have no options – that feels detached…. There is something that attracts great employees – our study shows… Great vivid cultures Can we measure and manage this – YES !!!11/4/2011 © People in Business (India) Pvt. Ltd. 2011
  • 18. About Us We are a premier international organization on high-performance culture and employee, manager and leadership research and management. Our research has been published in the Wall Street Journal, Harvard Business Review, Fortune, The Economist, and the Washington Post. Our leadership comprised of senior consultants and academic experts with over 100 years of experience and authors, including Curt Coffman (co-author of First, Break All the Rules and Follow This Path). Copyright This document contains proprietary research, copyrighted materials, and literary property of The Coffman Organization. It is for the guidance of your organization only and is not to be copied, quoted, published, or divulged to others outside of your organization. Employee Engagement 2.0© (EE 2.0©) is a trademark of The Coffman Organization, Denver, Colorado. This document is of significant value to both your organization and The Coffman Organization. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document. No changes may be made to this document without the express written permission of The Coffman Organization. Thank You Naveen.kumar@pci-india.net11/4/2011 © People in Business (India) Pvt. Ltd. 2011

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