Successfully reported this slideshow.

Employee engagement challenges and opportunities

1,140 views

Published on

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

Employee engagement challenges and opportunities

  1. 1. EMPLOYEE ENGAGEMENTCHALLENGES AND OPPORTUNITIES AOT FORUM- 18 MAR 2012
  2. 2. “WHEN PEOPLE GO TO WORK THEY SHOULD’NT LEAVE THEIR HEARTS AT HOME”
  3. 3. Key Issues to be addressed        There is an increasing need to protect against unwanted attrition and to safeguard productivity Renew understanding of the “ voice of the workforce” and its implication on the organizations productivity How engaged is the workforce at Sorento healthcare( including middle and senior management) What are the drivers of engagement in the organization How can leaders in the organization establish a high performance relationship with employees in support of business needs Importance of HR metrics in Employee engagement. Social Network sites and Employee Engagement
  4. 4. GLOBAL EE STATS   One third of global workforce is engaged-India tops the list with 37% and China comes at the bottom with 17%. 29% of the Indian workforce is disengaged while 61% of the Chinese workforce is disengaged.
  5. 5. Some Statistics     Employees overwhelmingly want to know that” leadership is interested in them” 43% of the employees feel that they do not know enough about their customers. 65% of the employees feel that that they do not know enough about competition to b fully effective. Only 39% of th employees know that they are informed enough about the differences between the companies products and those of their competitors
  6. 6. Employees as Expertise Resources     67% of employees believe that there are colleagues who can help them to do their job better. 39% believe that they have difficulty in locating the right people Only 25% go frequently out side their department to seek or share knowledge. 38 % don’t get asked for their help and information.
  7. 7. Work force management       24% of team members say that they do not trust their manager enough 58% of the team are worried about benefits 84% of the mangers do not know how to measure their team members accurately 32% of the team do not know their next move in the company 46% of new hires leave their job within the first year. 56% of the women feel that they have been disadvantaged at the workplace at some time or the other.
  8. 8. Sources of Data     Towers Perrin Study 2010 Social Knows: Employee Engagement Statistics March 2011 Human Resources Employee Engagement Statistics- Business and the Geeks 2010 Blessing and White statistics 2011
  9. 9. Questions for considerationCaselet 1     How do I feel as an individual? How does my superior make me feel?. How do my peers make me feel? How does the business and organization make me feel?
  10. 10. What is Employee Engagement AN EMERGENT AND WORKING CONDITION AS A POSITIVE, COGNITIVE, EMOTIONAL AND BEHAVIOURAL WORK ENVIRONMENT DIRECTED TOWARDS ORGANIZATIONAL OUTCOMES- SHUCK AND WOLLARD, 2009 EMOTIONAL ENGAGEMENT+BEHAVIOURAL ENGAGEMENT+COGNITIVE ENGAGEMENT = ORGANIZATIONAL OUTCOMES.
  11. 11. DYNAMICS OF EMPLOYEE ENGAGEMENT          EMPLOYEE ENGAGEMENT IS BOTH EMOTIONAL AND RATIONAL, WITH EMOTIONAL ENGAGEMENT BEING THE MORE VALUABLE OF THE TWO. ENGAGEMENT IS CRITICAL TO PERFORMANCE AND RETENTION ENGAGEMENT IS A CHARACTERISTIC NOT OF GROUPS BUT OF INDIVIDUAL PEOPLE TO BE WON OR LOST, IMPROVED OR DIMINISHED, BY THEIR ORGANIZATION. ORGANIZATIONS WITH A HIGHLY ENGAGED WORKFORCE HAVE ALMOST 10 TIMES AS MANY COMMITTED, HIGH-EFFORT WORKERS AS THOSE WITH A LOW-ENGAGEDWORKFORCE. THE MANAGER/LEADER IS MOST IMPORTANT AS THE ENABLER OF EMPLOYEES’ COMMITMENT TO THEIR JOBS, ORGANIZATIONS, AND TEAMS. ENGAGED EMPLOYEES PROVIDE A HIGH ENERGY WORKING ENVIRONMENT AN ENGAGED EMPLOYEE IS AWARE OF THE BUSINESS CONTEXT ORGANIZATION RESPECTS THE PERSONAL ASPIRATIONS AND AMBITIONS OF THE EMPLOYEE FULLY ENGAGED- ALMOST ENGAGED- HAMSTERS- CRASH AND BURNDISENGAGED
  12. 12. HR METRICS IN EMPLOYEE ENGAGEMENT           Accurate analysis and measurement of human capital(70% of a company’s costs are labour related) Justification of how workforce investments impact business performance Clearly defined KPIs Identification of specific leadership performances that drive employee engagement Measure leadership performance through 360 degree feedback Measure employee engagement thru Employee Opinion Survey Planning and organizing of work environment thru prioritization, sense of accomplishment, sense of pride, setting clear expectations. Ensure objectives established within areas of expertise are consistent with companies values, policies and practices Provide coaches and mentors who have skills in the unique drivers of engagement Generate interview/selection tools/hiring procedures which probe for specific behaviours..
  13. 13. What is Leadership?    Leadership is the ability of an individual to secure the WILLING compliance of his/her subordinates towards goal achievement in a given situation. Leadership is the ability to see reality as it really is and to mobilize the appropriate response Winning leadership is building into the future by developing the abilities of others.
  14. 14. Some statistics on leadership Only 38% of employees that leaders have a sincere interest in their well being  Only 47% think that their leaders are trustworthy  Only 42% think that leaders inspire and engage them  61% question whether leaders deal effectively with poor performance  Only 42% think that senior management encourages development of talent Source- Are Employees Engaged? Performance Solutions Group Survey 2010 
  15. 15. LEADERSHIP MUST ENSURE---- TRUST ENGAGEMENT CONFIDENCE COMMUNICATION
  16. 16. WHAT IS TRUST--TRUST MEANS YOU BELIEVE THAT EMPLOYEES HAVE :  THE REQUISITE SKILLS AND KNOWLEDGE  CAN ACCURATELY JUDGE STRENGTHS AND LIMITATIONS  THEY DO NOT ACT PRIMARILY FROM SELF INEREST  THEY MAINTAIN THEIR CONFIDENCE  THEY FOLLOW THROUGH ON COMMITMENTS  ARE TRUTHFUL.
  17. 17. TO BUILD TRUST--      AVOID MICROMANAGING REVEAL YOURSELF AS A HUMAN BEING WITH VISIBLE FLAWS BUT WITH VALUES AND UNIQUE STRENGTHS THAT DRAW PEOPLE TOWARDS YOU. DO WHAT YOU SAY STAY VISIBLE DO NOT COMPROMISE OR BACK TRACK CHANGE FOR THE BETTER AS AN ONGOING PROCESS
  18. 18. BUILDING CONFIDENCE            Need to value employee contribution to mission/organizational goals Give reason to believe that the company has a future Align employee interests with organizational interests Create employee ambassador Reaction to external criticism Create one voice Face to face communication( hi tech will never replace high touch) Importance of the feel good factor- flow theory Effective communication with others stakeholders Productive and open organization culture Rewards and recognition for challenging tasks/achievements
  19. 19. COMMUNICATION         CONSIDER AND COMMUNICATE WHAT EMPLOYEES WANT TO HEAR- NOT JUST WHAT YOU NEED TO SAY GIVE TOP PRIORITY TO CLIENT AND STAKE HOLDER COMMUNICATION- USE OF SOCIAL MEDIA? DO NOT AVOID DIFFICULT /CONTROVERSIAL ISSUES AND RETREAT FROM EMPLOYEE EMOTIONS- ACKNOWLEDGE EMOTIONS SINCERELY ASK FOR FEEDBACK AND RESPOND CAREFULLY CREATE SHARED HOPE EXPRESS GRATITUDE SINCERELY HAVE AN OPEN DOOR POLICY TAKE ACCOUNTABILITY
  20. 20. Are you Engaged??        Are you personally engaged? Do you know why you come to work each day? What personal values do you bring to the workplace? Are you clear on the direction that the organization is taking? Are you involved in ”mission critical” stretch projects? Are you encouraged to apply your unique talents and and interests to make a difference in the organizations success? Where would you like your organization to be- what would be your personal contribution to that vision?
  21. 21. Broad Spectrum Values        Respect voice of dissent from whichever quarter- it is an important input Courage to listen objectively and with positivity to not so encouraging news “ Humility” on firm grounds at all levels Abstain from the tempting repast of success- build equanimity Success is a journey not a destination- nurture creativity Success in leadership lies in challenging the human mind day in and day out Have an insatiable ambition to scale greater heights( Level V leadership)

×