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Woodlands Hotel, Leeds14th May2013
finished files are thewonderful result ofyears of scientificstudy combined ofof course with manyyears of hard work
finished files are thewonderful result ofyears of scientificstudy combined ofof course with manyyears of hard work9
Culture-ve motivation+ve motivationComplianceCommitment
So what does‘employeeengagement’mean to you?
‘A heightened emotionalconnection that anemployee feels for theirorganisation thatinfluences them to exertgreater effort i...
On agenda for 81%organisations globallyOnly 21% have a formalemployee engagementprogrammeCOA solutions• 2/3rds doing somet...
Employee EngagementThe Business Case• Determine potential impacton organisations performanceand success• 30 consultation e...
Employee EngagementThe Business Case• Better financial performance• Higher levels of innovation• Lower absence levels• Inc...
Other studies have quantified theimpact finding that:• Deliver 4 times more value to organisation(Mercer data)• Generate 4...
Some questions to consider• I am inspired by my work?• I love what I’m doing• I am really enthusiastic about what I do• I’...
Factors which significantly link tocommitment in the workplace• Employees trust inmanagement• Satisfaction in thework itse...
The Main Drivers of Engagement• Involvement in decisionmaking• Freedom to voice ideasto which managers listen• Having oppo...
The Main Drivers of Engagement• Regular feedback anddialogue with my boss• Clear perceptions of theethos and values of the...
Our guest speakerLynda WileboreHR Director
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Teva UK&PDG workshop how to create an engaged workforce

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How to create an engaged workforce.
Introductory slides for PDG presentation with TEVA UK How to Attract, Discover and Retain Superstar Employees

Published in: Education, Business, Technology
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Teva UK&PDG workshop how to create an engaged workforce

  1. 1. Woodlands Hotel, Leeds14th May2013
  2. 2. finished files are thewonderful result ofyears of scientificstudy combined ofof course with manyyears of hard work
  3. 3. finished files are thewonderful result ofyears of scientificstudy combined ofof course with manyyears of hard work9
  4. 4. Culture-ve motivation+ve motivationComplianceCommitment
  5. 5. So what does‘employeeengagement’mean to you?
  6. 6. ‘A heightened emotionalconnection that anemployee feels for theirorganisation thatinfluences them to exertgreater effort in theirwork’
  7. 7. On agenda for 81%organisations globallyOnly 21% have a formalemployee engagementprogrammeCOA solutions• 2/3rds doing something• Only 5% said ‘highlyengaged• 41% admitted staff aredemoralised!
  8. 8. Employee EngagementThe Business Case• Determine potential impacton organisations performanceand success• 30 consultation events, 300online responses• 50 different definitionsStrongest theme to emerge…‘Engagement matters because people matter’
  9. 9. Employee EngagementThe Business Case• Better financial performance• Higher levels of innovation• Lower absence levels• Increased staff retention• Fewer accidents• Employee wellbeing• More employees advocating their organisationCost to UK Economy? £39-43 billion (Gallup)
  10. 10. Other studies have quantified theimpact finding that:• Deliver 4 times more value to organisation(Mercer data)• Generate 43% more revenue (Hay Group)• Average 2.7 days sickness against 6.2 days(Gallup)• 87% less likely to leave (Corporate LeadershipCouncil)• Out perform other companies by 47%-202%(Watson Wyatt)
  11. 11. Some questions to consider• I am inspired by my work?• I love what I’m doing• I am really enthusiastic about what I do• I’m really committed to the success of thisbusinessWhat % of your employeeswhen asked would say…What’s that telling you?
  12. 12. Factors which significantly link tocommitment in the workplace• Employees trust inmanagement• Satisfaction in thework itself• Satisfaction in decision making• Quality of relationshipsbetween management and employee• Satisfaction with amount of pay received• Satisfaction with a sense of achievementSource: Workplace Employment Relations Survey
  13. 13. The Main Drivers of Engagement• Involvement in decisionmaking• Freedom to voice ideasto which managers listen• Having opportunitiesto develop in the job• Feeling that the organisation is concerned foryour health and well-beingSource:
  14. 14. The Main Drivers of Engagement• Regular feedback anddialogue with my boss• Clear perceptions of theethos and values of theorganisation• Effective internal employee communication• Employee clarity of job expectations• Regular feedback and dialogue withsuperiorsSource:
  15. 15. Our guest speakerLynda WileboreHR Director

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