Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Best practice employee engagement strategies 23 october 2014


Published on

Best practice employee engagement strategies to achieve positive performance outcomes

Published in: Business

Best practice employee engagement strategies 23 october 2014

  2. 2. KEY PRESENTATION TOPICS  Defining employee engagement  Diagnosis of current levels of employee engagement  Types of engaged employees  Key findings of Gallup global survey (2013)  Benefits of employee engagement  Best Practice Strategies to develop employee engagement
  4. 4. DIAGNOSIS: THE 5 C’S OF EMPLOYEE ENGAGEMENT  Are employees COMMITTED to the organization?  Are employees proud to work for the organization – company/brand ambassadors? CITIZEN  Do employees put forth extra/discretionary effort to help the organization and their colleagues achieve business objectives? COMRADE  Are employees enthusiastic and passionate about their work/jobs? CREATOR  Are employees CONNECTED (intellectually and emotionally) to their work/jobs – offer value add?
  5. 5. DIAGNOSIS OF EMPLOYEE  Gallup’s Q12 survey: ENGAGEMENT #1 Role clarity and expectations #2 Resources – materials and equipment #3 Role optimization and opportunities #4 Receipt of recognition and praise #5 Managerial care and interest #6 Encouragement of personal and professional development
  6. 6. DIAGNOSIS OF EMPLOYEE  Gallup’s Q12 survey: ENGAGEMENT #7 Opinions and inputs are valued #8 Job/task significance #9 Fellow employee commitment to performance excellence/quality #10 Collegial and harmonious working relationships #11 Managerial interest in career progression and development #12 Ample opportunities to learn and grow
  7. 7. FOUR STAGES OF EMPLOYEE  How can we grow?  Do I belong?  What do I give?  What do I get? ENGAGEMENT
  8. 8. CURRENT DEGREE OF USA EMPLOYEE ENGAGEMENT (GALLUP 2013)  71% of employees are disengaged: 45% are not engaged (BASICS) 26% are actively disengaged (BREAKERS)  29% of the workforce are engaged (BUILDERS)
  10. 10. EMOTIONAL DRIVERS OF  Enthusiastic  Inspired  Empowered  Confident ENGAGEMENT
  13. 13. KEY FINDINGS: GALLUP (2013)  Engagement makes a difference to the bottom line - companies earned 13% greater total returns for shareholders over a 5-year financial period  Companies with engaged employees perform 202% better than those without  $11 billion is lost annually due to employee turnover  Engagement has a greater impact on performance than corporate policies and perks
  14. 14. KEY FINDINGS: GALLUP (2013)  Highly engaged employees are 26% more productive than disengaged employees  Employees are not prepared to engage customers. When organizations successfully engage their customers and their employees, they experience a 240% performance boost.  Managers and leaders play a critical role  90% of leaders think an engagement strategy will impact business success  Different types of workers need different engagement strategies
  15. 15. STRATEGIES TO ACCELERATE EMPLOYEE ENGAGEMENT  According to Gallup (2013), three (3) strategies to accelerate employee engagement are: Select the Right People and Managers Develop employees’ strengths Enhance employees’ well-being
  16. 16. SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS  Through selecting the right managers and employees for any role, companies can strategically boost engagement.  Great managers have great talent for supporting, positioning, empowering, and engaging their staff.  A few key employees stand out for their ability to foster workplace engagement. They energize and influence others with their commitment to achieving organizational and team objectives.  Gallup developed the Engagement Creation Index (ECI) — an innovative tool designed to identify and measure the talent for engaging others — to help organizations transform their engagement dynamic by adjusting their hiring practices. ECI captures a candidate’s ability to act as a catalyst to build engaged work teams.
  17. 17. SELECT THE RIGHT PEOPLE AND RIGHT MANAGERS  It is imperative for leaders to devise selection strategies with the goal of accelerating employee engagement. This starts with hiring and promoting managers based on objective selection criteria to ensure that companies hire/promote managers with the talent to lead and engage their workgroups.  With each new hire or promotion, employers have the opportunity to maximize employee engagement in the workplace.  People want to feel supported, have a sense of belonging, and understand the contribution they can make toward organizational goals. Making sure that they get these things from their interactions with managers and team members is key to driving their engagement.
  18. 18. STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT  Managers who focus on their employees’ strengths can practically eliminate active disengagement and double the average of U.S. workers who are engaged nationwide.  Building employees’ strengths is a far more effective approach than trying to improve weaknesses.  A strengths-based management approach is the best way to improve the employee - manager relationship.  Increased productivity:  Gallup’s data show that simply learning their strengths makes employees 7.8% more productive.  Teams that focus on strengths every day have 12.5% greater productivity.
  19. 19. STRENGTHS-BASED LEADERSHIP APPROACH TO EMPLOYEE ENGAGEMENT  Help employees align their greatest talents to the expectations and responsibilities of their roles.  Incorporate strengths into performance conversations and reviews and help employees set goals based on their strengths.  Focusing on strengths improves employees’ lives and the organization’s bottom line – facilitates a win-win situation
  20. 20. ENHANCE EMPLOYEES’ WELL-BEING  Great managers know that the whole person comes to work and that each employee’s well-being influences individual and organizational performance.  Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not engaged or are actively disengaged.  Engaged and thriving employees are resilient and agile  Thriving employees have strong, progressive overall well-being; struggling employees have moderate or inconsistent overall well-being; and suffering employees have well-being that is at high risk.  Employees who are thriving in their lives overall are more than twice as likely as those who are struggling to be engaged in their jobs.  Employees with high well-being have lower healthcare costs
  21. 21. THE MANAGER’S ROLE IN IMPROVING EMPLOYEE ENGAGEMENT AND WELL-BEING  Make well-being an organizational strategy — much like other organizational outcomes  Communicate a commitment to well-being consistently in all of the programs the company offers.  Hold leaders accountable for well-being programs available to employees.  Consider how to embed activities to increase well-being in individual development plans and goals.  Set positive defaults for making healthy choices.  In vending machines and cafeterias, ensure that healthy snacks and drinks are the most accessible.  Offer plenty of opportunities to join physical or social activities throughout the day.
  22. 22. BEST PRACTICE EMPLOYEE ENGAGEMENT  According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four (4) areas: Strategy and Leadership Philosophy Accountability and Performance Communication and Knowledge Management Development and on-going Learning Opportunities
  23. 23. STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT  According to Gallup (2013), strategies to improve employee engagement are:  Use the right employee engagement survey  Focus on engagement at the enterprise and local levels  Select the right managers  Coach managers and hold them accountable for their employees’ engagement  Define engagement goals in realistic, everyday terms  Find ways to connect with each employee
  24. 24. LEADERSHIP LESSONS: “TAKE-AWAYS” – ENGAGEMENT  Organizations need to reinvent their engagement strategies.  Business leaders and managers play a pivotal role in enhancing employee engagement levels.  Organizations need to shift from compliance-driven to commitment-driven business practices  Business leaders need to adapt and customize employee engagement processes to individual and team needs – adopt a targeted approach
  25. 25. LEADERSHIP LESSONS: “TAKE-AWAYS” – ENGAGEMENT  In order to accelerate employee engagement organizations should:  Select the Right People and Managers  Develop employees’ strengths  Enhance employees’ well-being  To capitalize on the 9 performance outcomes, organizations should:  Create a conducive culture, climate and work environment  Embed employee engagement in business strategy  Accountable and performance-directed business leadership practices  Development and empowerment-oriented business practices
  26. 26. CONTACT DETAILS  CHARLES COTTER  084 562 9446   LINKED IN  TWITTER: Charles_Cotter