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Employee engagement presentation

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Many research shows that employees who are more than satisfied, are engaged, bring a direct value to the bottom line of an organization. …

Many research shows that employees who are more than satisfied, are engaged, bring a direct value to the bottom line of an organization.

Cultural chemistry aligns HR Processes to the desired organizational culture to increase employee engagement.

This presentation shows the focus areas and how to implement a strong employee engagement strategy.

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  • 1. Why Employee Engagement?
    The Next Generation of
    Workforce Management
    © 2011 Cultural Chemistry, LLC All right reserved
  • 2. Why Employee Engagement
    Organizations that have an high employee engagement have 22% more stakeholder return compared to organizations who have average employee engagement
    Employee Engagement is directly tied to the success of the business.
    But why is employee engagement the current buzz word?
    © 2011 Cultural Chemistry, LLC All right reserved
  • 3. Current generations in the workforce
    Current thinking originates from different generations in the workforce.
    1 4% of workforce is older than 65
    2 http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
    © 2011 Cultural Chemistry, LLC All right reserved
  • 4. Motivation not driven by money
    Research from MIT shows:
    © 2011 Cultural Chemistry, LLC All right reserved
  • 5. Factors that increase employee engagement
    © 2011 Cultural Chemistry, LLC All right reserved
  • 6. Autonomy
    Employees at all levels have responsibility
    Employees make decisions
    Manager focus on outcome – are coaches
    Strong relationships - teamwork
    © 2011 Cultural Chemistry, LLC All right reserved
  • 7. Mastery
    Being an expert in something
    Growing skills in this specific area
    Able to showcase specific knowledge
    Roles and jobs are clearly defined
    Strong employee development plan
    © 2011 Cultural Chemistry, LLC All right reserved
  • 8. “Why are we in business” is understood by all
    Mission and vision is aligned with this “why”
    Management walk the talk - ALWAYS
    Employees can align their work to the V&M
    Social Responsibility is key
    Profit motive is attached to purpose motive
    Purpose
    © 2011 Cultural Chemistry, LLC All right reserved
  • 9. From Focus to What
    Autonomy, Mastery & Purpose are the three focus area, when thinking about Employee Engagement.
    To improve those focus areas an organization can use the combination of these three tools:
    Leadership
    Communication
    Organizational Development
    © 2011 Cultural Chemistry, LLC All right reserved
  • 10. Focus area’s
    © 2011 Cultural Chemistry, LLC All right reserved
  • 11. Leadership
    Defines a clear mission, vision & strategy
    Communicates the vision clearly and keeps it in front of the employees
    Communicate with all layers
    Moves away from assigning a task
    Communicate success
    © 2011 Cultural Chemistry, LLC All right reserved
  • 12. Communication
    Translate vision, mission & strategy in a common language;
    Communicate with the employees not to the employees;
    Leadership talk directly to employees
    Discuss relationship between mission
    and performed work
    Keep repeating the messages
    © 2011 Cultural Chemistry, LLC All right reserved
  • 13. Organizational Development
    Job descriptions are aligned to organizational goals and explain purpose of the role, skills needed and expected output of the role
    Career ladders are publicly availalble
    Employee has a development plan
    focused on increasing their knowledge
    and aligned to organizational purpose
    Measurement of HR ROI is in place
    Success is celebrated frequently
    © 2011 Cultural Chemistry, LLC All right reserved
  • 14. From What to how
    The most difficult part of working on any Organizational Development program is implementing the what’s.
    At Cultural Chemistry we believe “one size fits all” doesn’t work. Every company has a different culture, following a different road and has different people working. With that every tool should be carefully chosen and adjusted to the specific situation.
    Here three examples on how to improve employee engagements. If you would like to know how to increase employee engagement. Talk to us!
    © 2011 Cultural Chemistry, LLC All right reserved
  • 15. © 2011 Cultural Chemistry, LLC All right reserved
    Leadership: improve appreciation
    Challenge: Employees don’t feel appreciated.
    Facts: Owner took employees on free lunches, a boat trip, gave the tools needed when requested. But never explained why he provided the fun and tools. He thought “They just know”.
    The Solution: Awareness at the owner level around creating appreciation resulted in better communication to the employees. Appreciation efforts where linked to business results. Appreciation and engagement increased.
    Lesson learned: You can never over communicate. Never assume “they know”, always communicate and link appreciation to business results.
  • 16. © 2011 Cultural Chemistry, LLC All right reserved
    Communication: increase buy in to company mission
    Challenge: To let employee’s buy in to owner’s vision.
    Facts: the owner has a strong believe in being social responsible and create products that are environmentally friendly and actively invest in community services with his employees. Employees do believe in the quality of the product but don’t believe in the purpose of the company. Many communications send to the employees where cookie cutter and not customized to the organization and its mission.
    Solution: the owner is being trained on when on how to explain the vision of the organization and to write compelling messages. From that point all communications where written by the owner to increase the validity of the messages. Employees and owner developed core values and employees developed programs to implement the core values in their day to day work.
  • 17. Organizational Development : hire right
    Challenge: Reduce Turnover
    Facts: Within 18 months employees are left on their own terms, or need to be let go. Hiring process is based on skills, only traditional channels are used to approach candidates. Demotivated and underperforming seems to be the main reason to separation.
    Solution: The recruiting process was overhauled. The job descriptions now include a description of the companies values and requested attitude of any candidates. Hiring managers are trained on how to look for a match in organizational culture and not solely on skills while interviewing candidates. A rigorous reference check closes the gap and confirms the fit with the organization. Increased engagement levels, reduction of turnover and improved productivity are the result.
  • 18. Overview
    © 2011 Cultural Chemistry, LLC All right reserved
  • 19. Cultural Chemistry Organizational Development Redesigned
    Surf to www.culturalchemistry.com to learn more

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