Engaged employees are driven towards higher performance and productivity which ultimately drives organizational results.
With nearly 60% of respondents of the 2015 Compensation Best Practices Report citing retention as a top concern, how can engagement improve intent to stay with your organization? Join Jessica Webster and Mykkah Herner as they look at the role compensation plays in engaging employees.
Attend this webinar and learn:
- The link between engagement, performance, and compensation
- Critical drivers of engagement
- How to increase the perception of fairness of pay within your organization
Unlocking the Future of AI Agents with Large Language Models
Webinar best practices in creating employee engagement
1. Best Practices in
Creating Employee
Engagement
Jessica Webster
Director of Product
Mykkah Herner, MA, CCP
Director of Professional Services
www.payscale.com
4. “…70% of American workers are ‘not engaged’
or ‘actively disengaged’…” – GALLUP 2013
“…40% of employees are passively or
actively disengaged…” AON HEWITT 2012
“…51% of employees were still ‘not engaged’
and 17.5% were ‘actively disengaged’ in 2014.” –
GALLUP 2014
5. “Engagement?”
“emotional involvement or commitment”
Merriam Webster
"an employee's involvement with,
commitment to, and satisfaction with work.
Employee engagement is a part of employee
retention."
Schmidt et al., 1993
10. Communication
• Develop a communication plan
• Increase messaging from Executives
• Train managers to share information
from execs to employees
11. Appreciation
Create a rewards &
recognitions program
Learn what motivates
your employees
Train managers
Develop a budget &
incentives to use it
12. Learning and Development
Opportunities
• Identify career paths within your organization
• Identify high-potential high-performers &
skills needed to move up
• Provide training opportunities
13. Relationship with Manager
• Train managers
• Open the dialog up with employees too
Communication
skills
Understanding
their people
Expectation
setting
Being an
advocate
15. Transparency and Fairness in Pay
• Fair & consistent comp plan?
• My management’s ability to ‘get it’
& communicate?
• My Employee’s ability to ‘get it’?
• Determine your organizational
readiness for transparency
• Train managers and executives
to share information
consistently
18. Improve Overall Satisfaction
Surveys/pulses on how employees are feeling
Employees take advantage of development
opportunities
Utilization of appreciation budget
19. Decrease Intent to Leave
Turnover of high performers
decreases
Turnover of low performers
increases
Internal promotions increase
21. Immediate Actions
• Decide to measure engagement
• Determine appropriate measurement
methodology
• Anticipate potential challenges and responses
• Obtain executive support for ongoing
measurement of engagement and outcomes
www.payscale.com
22. PayScale Delivers Where Other Compensation Providers Fall Short
PayScale leads the world in compensation knowledge with the freshest and
most detailed data from over 40 million salary profiles. More than 3000
organizations use PayScale’s software and intelligence to get the greatest
return on their talent. Smart businesses use PayScale Insight to recruit, retain
and motivate their people.
Visit our blog: www.payscale.com/compensation-today
Join our Group on LinkedIn: Compensation Today: HR Best Practices
Mykkah Herner, MA, CCP
Director of Professional Services
Jessica Webster
Director of Product
www.payscale.com
Editor's Notes
Hedge
Hedge
Creator of the largest database of individual compensation profiles in the world, PayScale, Inc. provides an immediate and precise snapshot of current market salaries to employees and employers through its online tools and software.
PayScale’s products are powered by innovative search and query algorithms that dynamically acquire, analyze and aggregate compensation information for millions of individuals in real time.
Publisher of the quarterly PayScale IndexTM, PayScale's subscription software products for employers include PayScale MarketRateTM and PayScale InsightTM. Among PayScale's 2,500 corporate customers are organizations small and large across industries including Mozilla, Tully’s Coffee, Clemson University and the United States Postal Service.
Mykkah
Jessica
We hear this term engagement thrown around everywhere. Workers are ‘disengaged’, how do we ‘engage’ more people, X% of employees are ‘actively disengaged” … But what does that term really mean, what what’s the impact on your business?
Jessica
What does engagement really mean?
Speak to evolution of it…
There’s the dictionary definition – as you can see… but where it becomes much more nuanced is how that involvement and commitment, both emotionally (rationally and irrationally) tie a worker to their work environment, their productivity, and why they chose to stay or go. In 1993, Schmidt et al helped frame “Employee engagement” as < > …
And as you can see, (go to next slide)
Jessica
As shown here:
Highly engaged workers are visibly better at innovation, producing quality work, customer sat, and efficiencies in an organization. Those in turn improve revenue growth by almost 20%. which is huge.
Needless to say, it’s worth it to figure out how to best engage your workers and move them up from passive or moderately engaged to Highly Engaged.
Mykkah
We’re going to talk with you about engagement through this lens…
Engagement isn’t just any one thing. It is complicated, it is multidimensional. There are drivers to engagement which positively or negatively affect how an employee is at work… Those drivers we’ve broken down as: Comm, appre, dev, relationship w/ mgr, confidence in the employer, and pay (or transparency around pay). And what they ultimately drive are : their overall satisfaction with their work and job, how well they perform, and whether they are looking to leave. Those outcomes, if negative, are costly to your organization.
Over the next slides, we’ll walk through each of the drivers and explain how it can be improved within a company.
Then we’ll talk about how to measure your success in affecting those outcomes you care so much about…
Mykkah
Mykkah – 7 Sacred Pools in Hawaii
Info, like this waterfall, trickles down:
# pools (levels)
Height of drop (distance b/n levels)
Size of pool (amt of info known)
Volume of flow or trickle (how info is doled out)
Develop a more formal communication plan
Who says what, to whom, when, how
DARCI grid
Increase transparency as move up
Increase specifics / details as go down
* Provide talking points
Increase messaging from Execs across the organization,
Especially during periods of heightened change and transition. Btw a new comp plan is change. Implementing an engagement survey is change.
Ideally leverage existing channels of communication:
Newsletter / email updates
Quarterly meetings
Share business updates on the intranet
Train managers to share information from execs to employees
Talking points
Consistent level of transparency
Listening, speaking assertively
Early & often
Agent of org & advocate for Ees (no more “HR told me I couldn’t”)
Train execs, managers, and employees on differences in communication styles
Know how to identify the message, behind what’s being said
learn different styles of communication,
tailor the message to the style,
Jessica
Build/develop a rewards & recognitions program
Analyze / survey your workforce – learn what motivates them!
Train managers
To understand what motivates those they supervise
How to effectively show appreciation
Develop an appreciation budget and incentivize managers to use it appropriately
For Further Information:
External resource on effective R&R programs – I should have in my research
Info from W@W session on the relationship between EE/ER & WF Segmentation
External info around showing appreciation effectively
Can I (or Sanket) find more?
Jessica
Identify career paths within your organization
Identify high potential high performers – and do a gap analysis to determine what (leadership) skills they need to gain to move up in the organization
Provide training opportunities (internal and external) that are engaging, relevant, and possible. Support employees to take advantage of them.
Opportunities can range from Lunch and learns where people learn from each other to formal tuition reimbursement programs
For Further Information:
Potential internal resource opportunity around Levels, job families, career pathing
External resources around potential/performance
External resources around succession planning (Jen doing research by 4/1 – succession planning, and more)
External resources around training program development
C AN WE GET SANKET to look into that more
Jessica
Train managers on
Active listening
Acting as agents of the organization
Advocating on behalf of / understanding employee needs
Knowing their people: Generational / lifestage / stylistic differences
Engaging and motivating employees
Goal-setting and performance reviews / calibration
Setting expectations – how to be a good company citizen, etc
Train employees too
Consider identifying and communicating key responsibilities of employees org-wide
For Further Information:
http://www.payscale.com/data-packages/generations-at-work
http://www.payscale.com/gen-y-at-work
http://www.payscale.com/compensation-today/2013/04/support-your-managers-in-making-better-compensation-decisions
Mykkah
Confidence in success of org
Again comes down to communication
Mykkah
Determine organizational readiness for transparency
Compensation plan including philosophy, strategy, structure, and guidelines/policies
Understand the level of savviness of your managers: what is their ability to “get” it and then be able to explain to their employees?
Understand the savviness of your employees to “get” the philosophy and strategy
Level of transparency for your organization – webinar in June
Train managers and executives to share information consistently and with the consistent levels of transparency
Jessica
Just talked through all the drivers.
The outcomes are what we’re hoping to see… desired action….
Identify your flight risks – high performers paid low to market.
Decide to work to retain key employees; then identify ways to reengage them
Decide to let some go (this is not always bad!)
Focus attention on how to fill their gap with other employees (cross-training, development, etc.) or externally
Identify low performers
If you decide they have high potential, consider a PIP
If they do not have potential, let them go and thank them for their service
For people determined to leave, support and encourage knowledge transfer before they are totally checked-out
Mykkah
Okay we’re going to open up a poll now on what your biggest challenges are when developing a pay structure. Please vote and then we’ll post the results in just a couple of minutes.
Mute ourselves – post poll – share results
Answer questions.
Which drivers will move the needle most in your organization?
- Communication
- Appreciation
- Development
- Relationship to Manager
- Fair Comp Plan