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Engaging Non Engaged Employees


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How does one engage non-engaged employees - Presented to a group of HR executives in a conference in Melbourne

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Engaging Non Engaged Employees

  1. 1. Engaging Unengaged Employees An exploration
  2. 2. Unengaged Employees? <ul><li>Is this really something most organisations are aware of? </li></ul><ul><li>Is there such a creature as an “engaged” employee? </li></ul><ul><li>What is it that engages an employee? </li></ul><ul><li>Why would employees be unengaged? </li></ul>
  3. 3. What is employee engagement? <ul><li>“a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work” </li></ul><ul><li>- The Conference Board definition of Employee Engagement </li></ul>
  4. 4. Observations From ILM internal research project. <ul><li>When asked, 81% of employees felt unengaged in their workplace – “It was a only a means to pay the bills” </li></ul><ul><li>89% of employees said that there was significantly more they could contribute to their work. </li></ul><ul><li>74% stated they would be willing to move if they found a workplace that engaged them. </li></ul>
  5. 5. Why employees do not engage or even disengage.. <ul><li>Feel devalued, disrespected and unrecognised. </li></ul><ul><li>Unfulfilling job role caused by mismatch between role and employee. </li></ul><ul><li>Disillusioned with role and workplace. </li></ul><ul><li>Lack of growth and development opportunities. </li></ul><ul><li>Stress and monotony in workplace. </li></ul><ul><li>Politics and the resultant loss of confidence and trust in leadership. </li></ul><ul><li>Too little interpersonal support including coaching. </li></ul><ul><ul><ul><ul><ul><li>Source - The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late – Leigh Branham </li></ul></ul></ul></ul></ul>
  6. 6. Employee Engagement Strategic Model Leadership Culture TGIM Workplace Meaningful Work
  7. 7. Creating meaningful work <ul><li>Align values of employees with organisation. </li></ul><ul><li>Understand the purpose of everyone’s work. </li></ul><ul><li>Be clear about the big picture. </li></ul><ul><li>Build awareness amongst all staff of how each cog is vital to the ultimate delivery of organisation’s objectives. </li></ul>
  8. 8. TGIM Workplace <ul><li>Build </li></ul><ul><ul><li>Respect for each other, the organisation and its stakeholders. </li></ul></ul><ul><ul><li>Fairness in all dealings - Equity, Justice and Impartiality. </li></ul></ul><ul><ul><li>Authenticity in action and communications – let the unspoken be spoken and the untruths be opened. </li></ul></ul><ul><ul><li>Pride in the organisations, the teams and in the quality of each employee’s work. </li></ul></ul><ul><ul><li>ALL4114ALL practice of family and friendship. </li></ul></ul>
  9. 9. Leadership Culture <ul><li>Most important element. </li></ul><ul><li>Leadership creates EVERYTHING in organisation! </li></ul><ul><li>Engaged, motivated, inspired leaders create engaged employees. </li></ul><ul><li>Unsuitable or poor leadership is the key barrier to engagement. </li></ul><ul><li>Big question is how does one develop leadership amongst managers? </li></ul>
  10. 10. Developing Leadership Culture <ul><li>Very traditional authoritarian models prevail. </li></ul><ul><li>Not conducive to employee engagement. </li></ul><ul><li>Practices still rooted in superior – subordinate relationship. </li></ul><ul><li>Mentoring model introduces tried and tested but fresh approach. </li></ul>
  11. 11. Mentor whom? <ul><li>Unengaged Employees. </li></ul><ul><li>Disengaged Employees. </li></ul><ul><li>Potential stars. </li></ul><ul><li>Teams. </li></ul><ul><li>Groups of teams. </li></ul>
  12. 12. Sourcing Mentors <ul><li>Internal mentors – to support and develop groups and individuals. </li></ul><ul><li>Cross functional selection criteria. </li></ul><ul><li>External mentors – expanding outlooks and perspectives beyond the organisation’s realm. </li></ul><ul><li>All mentors must have exceptional track record. </li></ul>
  13. 13. The mentoring relationship <ul><li>Elder Mentor brings life experience, wisdom and a stand for Mentees. </li></ul><ul><li>Relationship foundation is to nurture and develop Mentees. </li></ul><ul><li>Enables active dialogue and interaction between Mentors, Mentees and Colleagues. </li></ul><ul><li>Delivers self-confidence to Mentees. </li></ul>
  14. 14. Impact <ul><li>Employees feel valued. </li></ul><ul><li>Relationship with mentor develops confidence of employee. </li></ul><ul><li>Expanding perspective brings fresh dimensions to work. </li></ul><ul><li>Enhanced skillsets, attitudes and confidence create new opportunities for employees. </li></ul>
  15. 15. Final points <ul><li>A mentoring program creates opportunities to engage employees. </li></ul><ul><li>The foundations of the program must include some elements of external mentoring. </li></ul><ul><li>Mentoring must be setup to cross all levels and divisions of the organisation. </li></ul>
  16. 16. The End <ul><li>Questions? </li></ul><ul><li>Thank you for the honour and privilege of letting us be of service to you. </li></ul><ul><li>Please feel free to contact me on 02 8765 0551 or on [email_address] at anytime. </li></ul><ul><li>With our wishes for a fulfilling and inspiring year ahead for you and your organisation. </li></ul>