Employee engagement


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  • The definition we’ll use is “unlocking employee potential to strengthen performance resulting in the capture of discretionary effort.” It’s a combination of employee potential and company performance to create a highly engaged workforce. >>>
  • Now that we have a definition, it’s important to understand what employee engagement is and more importantly, what it isn’t. >>>
    Employee Engagement isn’t about things, having the best amenities, avoiding tough discussions, pleasing everyone, or an HR program. Many people think that employee engagement means giving to employees at the expense of the business. >>>
    What employee engagement is includes relationships, shared responsibility, being clear on goals, communication, opportunities and development. Note that this list focuses on the success of people and the business.
    Lastly, it is essential to remember that employee engagement is >>> not a program. It must become part of the culture. >>>
  • So… so far, we’ve shared our definition of engagement, and why it’s important to focus on engagement as a strategic business priority -- based both on current trends and the state of engagement today, as well what we can expect to see in the future with the demographic shifts.
    We want to hear from you now. >>> What are you seeing and experiencing? What’s most difficult for you as a manager/supervisor in terms of keeping employees engaged?
    How are you addressing these challenges? Write suggestions on a flip chart.
    W – Type suggestions on screen below picture level.
    >>> We’d like you to share some of the things that you’ve done, or are currently doing, that are having a positive impact on engagement – in your own circle of influence. Write suggestions on a flip chart.
    W – Type suggestions on screen below picture level.
    Maintaining engagement during the economic downturn, and amidst all of our organizational changes, is possible. >>>
  • You – as a manager/supervisor -- play a very crucial role in boosting employee commitment to the job, day-to-day work, team, and the organization.
    The most effective managers ultimately impact performance and drive engagement through two roles: >>>
    Managers must first impact performance through the direct management of an employee’s work objectives, such as assigning projects or giving feedback. >>>
    Second, managers have a broader influence on the environment in which employees carry out their work, since you are the primary link between employees and the company. So, you can improve performance by helping to manage the employee’s relationship with the organization – acting as a conduit – such as connecting an employee with the larger purpose of the company, or demonstrating that the company is committed to their development. >>>
    At the foundation, managers must demonstrate key behaviors and values such as…
    (read info in the box)
  • Based on extensive research, across the manager’s two roles, these are considered to be the top 10 key behaviors to focus on to create high performance and engagement
    >>> For each of the 10 behaviors, comment as appropriate. Point out how each role applies to the behaviors.
  • Know them: Organizations need to put their workforce under the same microscope that they apply to their customers. Just as consumers choose which products to buy, employees make choices every day about which organization to work for, what tasks they will undertake, and how much to focus once on the job. Taking time to know what’s important to each individual employee, as well as to your workforce as a whole, is the first step toward securing discretionary effort and changing the way employees view their work.
    Grow Them: People want short and long term opportunities to improve their skills and capabilities. To grow employees effectively as well as the organization, senior leaders must foster a culture of ongoing learning and education.
    Inspire Them: Most people want to have an emotional connection to their work as well as to the organizations for which they work. EE’s are more inclined to give discretionary effort when purpose and meaning infuse their day-to-day activities and long-term agendas. And when ee’s respect their managers and colleagues, they are more inspired to meet and exceed expectations. Inspiration comes about by what leaders and managers emphasize and prioritize and how clearly and effectively they communicate those priorities.
    Involve Them: People give discretionary effort when they feel they are active participants in their employers’ missions, not passive players just following orders. This means people must be knowledgeable about the agency for which they work, be treated as valued contributors and have the freedom to act in ways that they believe will enhance overall performance. Effectively involving employees requires senior managers to do 4 things: inform employees about business operations and external challenges, gather employee input, create collaborative opportunities with colleagues, and give people freedom to act in ways that improve operations, reduce costs and assist customers.
    Reward Them: All things employees receive in exchange for their work. This includes salary, health care benefits, pension benefits and other financial benefits. Also include nonfinancial elements: appreciation and recognition. It’s this last type of reward that has the greatest potential to boost engagement. HERZBERG MODEL. However, pay and benefits can’t be overlooked. While they may not induce people to put in extra effort on the job, they can disengage people if they are viewed as unfair or uncompetitive, undermining the effect of other efforts to engage.
    Together these 5 action areas Know, Grow, Inspire, Involve and Reward build the 3 connections required for engagement: head, heart and hands.
  • In an effort to drive ahead regardless of whether employees are on board, agencies may attempt to execute their plans in a way that’s not meaningful to their employees as if they haven’t recognized that human beings execute strategy. The result? Disengagement Gap, where we find large numbers of people who don’t understand the strategy, aren’t invested in bringing it to life and certainly don’t see the importance of their roles in executing it.
    Bridging this first gap is done by connecting people to the strategy and making it theirs – though that doesn’t necessarily connect them to each other. This is the DISENGAGEMENT GAP
  • Employee engagement

    1. 1. Employee Engagement Sneha Priya. N – 2t333 Sneha Reddy- 2t334 Nagendar Singh- 2t336 T.R.Vishal – 2t337 Manjula – 2t338 Leena Reddy – 2t339
    2. 2. Why Employee Engagement??
    3. 3. Definition of Engagement Unlocking employee potential to strengthen performance Company Performance Employee Engagement Employee Potential Resulting in the capture of “Discretionary Effort”
    4. 4. In simple terms, Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. Employee Engagement is a deep and broad connection employees have with an organization that results in a willingness to go beyond what’s expected of them to help the organization succeed.
    5. 5. Employee Satisfaction vs. Employee Engagement Employee engagement is not the same as employee satisfaction. • Satisfied employees are merely happy or content with their jobs and the status quo. For some, this might involve doing as little work as possible. • Engaged employees are motivated to do more than the bare minimum needed in order to keep their jobs. Employee satisfaction… • only deals with how happy or content employees are. • covers the basic concerns and needs of employees. • does not address employees’ level of motivation or involvement.
    6. 6. What it is and isn’t Employee engagement… Is not about: • Things • Having the best of every amenity • Avoiding making tough decisions Is about: • How we treat and relate to people • Shared responsibility for creating the future together – – • Pleasing all the people all the time • • A “catch-phrase” for all HR programs • • • Business success Work environment Being clear and aligned on purpose, goals Interaction between employees at all levels. Opportunities for performers Staff development “Employee Engagement is not a program, it is a culture”
    7. 7. Employee Engagement Framework An employee engagement model based on statistical analysis and widely supported by industry research. Engagement with The Organization Engagement with “My Manager” High Performance Strategic Alignment Competency
    8. 8. Engagement with The Organization • Measures how engaged employees are with the organization as a whole. • Includes employee feelings about and perceptions of senior management. • Key components include trust, fairness, values, and respect - i.e. how people like to be treated by others, both at work and outside of work.
    9. 9. Engagement with “My Manager” • A more specific measure of how employees feel about their direct supervisors. • For most employees, this factor has the largest impact on day-to-day life at work. • Factors include mutual respect, feeling valued, being treated fairly, receiving feedback and direction, etc.
    10. 10. Beyond Engagement – Alignment & Competency An organization needs more than just engaged employees in order to succeed. There are two additional areas that relate to employee performance and that are closely linked to engagement. Strategic alignment Competency • Does the organization have a clear strategy and set of goals? • Do managers have the skills needed to get the job done? • Do employees understand how the work they do contributes to the organization's success? • Do managers display the behaviors needed to motivate employees? • Strategic Alignment ensures that employee effort is focused in the right direction. • Competency is measured with 360 Degree Feedback.
    11. 11. Hewitt: Engagement Framework : Six Categories to Drive Engagement Work People • Work • Resources • Processes • Senior Leadership • Manager • Coworkers • Customers Total Rewards • Pay • Benefits • Recognition Engagement Opportunities • Career Opportunities • Learning & Development Company Practices • Policies & People Practices • Performance Assessment • Company Reputation Quality of Life • Work Life Balance
    12. 12. Actively Engaged Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. Known as the builders Realize their role expectations and strive to meet and exceed them Perform consistently at high levels Passion, innovation at work are some of their traits
    13. 13. Not Engaged Not Engaged employees are essentially “checked out”. They’re sleepwalking through their work day, putting time- but not energy or passion- into their work Concentrates more on the tasks rather than goals and outcomes Tends to feel that their contribution is being overlooked and their potential is not being tapped An unproductive relationship with managers or coworkers exist
    14. 14. Actively Disengaged Actively disengaged employees aren't just unhappy about their work; they are busy acting out their unhappiness. Everyday, these workers undermine what their engaged coworkers accomplish Cave dwellers and are “virtually against everything” Being unhappy at work they sow seeds of negativity at every opportunity Undermine the accomplishments of engaged coworkers Cause great damage to an organizations functioning
    15. 15. According to a study...
    16. 16. Employee Engagement Grid
    17. 17. Employee Engagement Grid
    18. 18. Your observations & challenges • What’s most difficult for you right now in terms of keeping employees engaged? • What are the most impactful things – you’ve done – are doing right now – to strengthen engagement? © The Employee Engagement Group 2011, All Rights Reserved ment Engage es Challeng actice Best-pr ideas
    19. 19. Employee Engagement Dynamics Drivers of Engagement - What matters most? Knowing whether employees are engaged or disengaged is only the first step. You also need to understand the key drivers of engagement. We employ two techniques that enable you to identify what to focus on and how to improve in those areas. 1. Priority Level - we look at the statistical patterns across all groups in your organization to determine which items are impacting overall engagement within each demographic group. 2. Virtual Focus Groups - next, we ask targeted follow-up questions at the end of the survey that ask employees to provide examples of problems as well as suggestions for how to improve. These comments often provide the detailed and specific what, why, and how so you can take action. www.custominsight.com
    20. 20. • The dual role of an effective manager To positively impact performance and engagement: Role #1 Manage the employee’s work and performance Employee Manager Role #2 Manage the employee’s relationship with the company Employee’s Job Company Team & Colleagues Foundation: © The Employee Engagement Group 2011, All Rights Reserved Demonstrate honesty, integrity, respect and trust, and personal credibility
    21. 21. Key behaviors and engagement strategies Role # 1 Manage the employee’s work and performance Role # 2 Manage the employee’s relationship with the company © The Employee Engagement Group 2011, All Rights Reserved 1. 2. 3. 4. 5. 6. 7. 8. 7. 8. Clarify performance expectations Provide fair and accurate informal feedback Emphasize employee strengths in ongoing discussions and performance reviews Leverage employee “fit” and motivation Help build problem-solving capacity and provide solutions to day-to-day challenges Amplify the good and filter the bad Connect employees with the company and its success Instill a performance culture • Open communication • Flexibility • Innovation Connect employees with talented co-workers Demonstrate a “credible commitment” to employee development
    22. 22. Employee Engagement! Five Actions to Convert the Enrolled and Enlist the Disenchanted • KNOW THEM • GROW THEM • INSPIRE THEM • INVOLVE THEM • REWARD THEM
    23. 23. Disengagement Gap • The gap that’s created when an agency tries to execute its strategy despite its people rather than through them.
    24. 24. Methods of engaging employees – from entry to exit Employee engagement approaches for new employees · The right person at the right position and giving them a realistic job preview · A strong induction and orientation program · Rigorous training and development, from technical to soft skills to leadership development program · Regular technical/soft-skill updates. · Certification programs to drive people towards excellent performance Employee engagement approaches for all employees · Communications activities · Reward schemes · Activities to build the culture of the organization · Team building activities · Leadership development activities
    25. 25. Employee Engagement Approaches Communications Activities
    26. 26. Employee Engagement Approaches Communications Activities
    27. 27. Employee Engagement Approaches Reward Schemes
    28. 28. Employee Engagement Approaches Reward Schemes
    29. 29. Employee Engagement Approaches – Culture Building Activities
    30. 30. Employee Engagement Approaches – Culture Building Activities
    31. 31. Employee Engagement Approaches Team building activities
    32. 32. Employee Engagement Approaches Leadership Development Activities
    33. 33. Importance Of Engagement
    34. 34. Employee Engagement holds a very important position, few key benefits include: Better Performance - Engaged employees work smarter, not harder. They keep looking for ways to improve performance at their workplace. This means more sales, lower costs, better quality and innovative products. Better Communication - Engaged employees communicate – they share information with colleagues, they pass on ideas, suggest and advice and they speak up for the organization. This leads to better performance, greater innovation and happier customers. Greater Customer Satisfaction – Engaged employees go out of their way to meet customers’ needs. Customers aren’t slow to notice and this leads to higher levels of repeat business, at a good cost.
    35. 35.  Better Team Working - Employee engagement is about increasing the employees connection with the principles, strategies, processes, culture and purpose of the organization. It is a matter of commitment and encouragement. It is a matter of focusing on business results, and the employees having a clear sense of responsibility for delivering on the business agenda.  Greater Commitment - Engaged employees care about the future of the organization they work for, they feel proud to work for their company and they get on better each day with their colleagues.  Lower Employee Turnover and Greater Ability to Recruit Great People – Higher engagement leads to low attrition, they actively seek out new people who they believe can help the company get even better.
    36. 36. Attrition rate reduces
    37. 37. Higher Productivity Engaged employees are 50% more productive than colleagues who are not engaged
    38. 38. Lower Costs Dissatisfied employees lead to more absenteeism thus leading to higher loss in production for the company
    39. 39. Innovation Employee engagement drives innovation and optimism
    40. 40. Thank you!