A Rough Guide to Employee Engagement


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A Rough Guide to Employee Engagement

  1. 1. A r o u g h g u i d e t oEmployeeEngagement
  2. 2. S o , w h a t i sEmployeeEngagement?
  3. 3. What is Employee Engagement?• It can be seen as a combination of commitment to theorganisation & its values plus a willingness to help outcolleagues (organisational citizenship)• It goes beyond job satisfaction & is not simply motivation• Engagement is something that the employee has to offer andcannot be „required‟ as part of the employment contract.Simply put, it is…The extent to which people feel personally involved in thesuccess of a business…
  4. 4. Dis-engagement?We know it when wesee it!
  5. 5. Transactional to transformationalTransactional engagementAct on feedback from surveySet of activities and targetsReactive engagementIs an add on, separate activityNot integral to businessSet of transactionsTransformational engagement;A way of doing businessEmployees are integralPro-activeInsight regularly sought,harnessed and acted onIntegrated
  6. 6. “Employee engagement is thedifference that makes the difference– and could make all of thedifference”MacLeod review
  7. 7. W h a t c a nEmployeeEngagementachieve?
  8. 8. The business caseHappy EmployeesThere are proven benefits to both the business andthe employeeHappy CustomersLessAbsenteeismCustomerLoyaltyEmployee Loyalty Greater Productivity Ability to attracthigh quality staffAbility to winnew customersSears employee customer profit chain5 pt. Increase inemployee attitude1.3 Increase incustomer satisfaction0.5 Increase inrevenue growth
  9. 9. Does itmatter?
  10. 10. Glassdoor – ignore it at your peril• Starbucks Barista in Falls Church, VA: (Past Employee - 2009)“Good First Job”• Pros - Fun environment, cool people, get to meet and talk with a lotof regular customers, never bored• Cons - tiring, at times stressful, not paid enough for work that theydo• Advice to Senior Management: Need to pay employees moreCompany rating 3.4 / 5 based on788 ratings
  11. 11. Employee Engagement deliversReturn on Investment A reduction in call centre attrition from 41% to 22% in just one year,saving over £370,000 Increased cross-sales contribution of over £6 million A reduction in absence saving over £250,000 87% of staff making a voluntary commitment to take a 10% pay cutto ensure their business survived these tough times A movement from -14 to +28 net promoter score (customeradvocacy) in one year, An increase in engagement survey response rates from 50% to 94% Improved survey scores e.g. recommend this as a good place towork 24% to 89% in 12 months
  12. 12. Some questions for you…• What is your definition of employee engagement?• Why are you focusing on it?• For what purpose?• So what are your goals and outcomes?
  13. 13. EmployeeEngagement –how do you do it?
  14. 14. Engage For Success Enablers• Strategic narrative – a clear, compelling narrative ofwhere the organisation is going and why• Line Management – employees know what is expected ofthem, feel appreciated, are given autonomy and receivetraining• Employee Voice – the employee voice is offered andheard up and down the organisation, people feel theirvoice counts• Integrity– most organisations espouse values, all havebehavioural norms. Any gap results in is distrust and trustis at the heart of employee engagement
  15. 15. People Lab Engagement ElementsCHANGEDIALOGUEINVOLVELEADSUSTAIN
  16. 16. Does this sound familiar?The results?• Dwindling responserates• Lack of buy-in• Cynicism, low trust• No real change achieved• Low ROIsurvey black holeaction planIs it time for achange?
  17. 17. Time for a new approach – but what doesthis look like?17What can we learnfrompositive psychology?
  18. 18. Focus on the (positive) psychology ofengagementThe current paradigm:WorkharderMoreSuccessWin/happier
  19. 19. But this formula is scientifically broken1. Every time we have a success the goalposts change. Wereach our sales targets, we get set higher targets2. So we‟re continually pushing happiness over ourcognitive horizon3. And in fact…. The opposite is true – positive brainsperform significantly better than negative, neutral orstressed brains4. So if we focus on creating happy, positive brains we aremore successful5. Research shows increases in intelligence, creativity andenergy6. This translates into business outcomes
  20. 20. Positive thinking• Lyobomirsky 2005 found:– 31% increase in productivity– Improved resilience– Less burnout– Less employee turnover– Increased sales -37%– When your brain is in a positive state it performs betterthen in a neutral, negative or stressed state
  21. 21. Why is this?The formula is the wrong way roundWorkharderMoreSuccessHappier/ +ve• Being in a positive brain state releases Dopamine• This makes you feel happier• But it also turns on all your learning centers in yourbrain
  22. 22. Creating a positive lasting change• You can rewire your brain by doing the following everydayfor 21 days:– 3 gratitudes each day– Journaling– Exercise– Meditation– Random acts of kindness• This will help train your brain to scan for the positive ratherthan the negative
  23. 23. Discovery“the best ofwhat is”AppreciatingDestiny“How will weget there”SustainingDesign“What shouldbe”Co-constructingDream“What couldbe”EnvisioningDefinition“what framesour inquiry”FramingAffirmative topicchoiceAppreciative Inquiry “5-D”Cycle
  25. 25. Bringing it to life – Everest case studyLow surveyparticipation Lack of trustNeed to reducecostsChallengingtradingconditionsthe situation at Everestthe change?to transform Everest into a great place to work
  26. 26. ActionworkshopwithchampionsLeadersactionworkshopsAll employeeactionworkshops•Quick wins•Activity happening immediately•Employees making it happenInvolving employees in creating a great placeto work
  27. 27. Did it work?• 87% of employees voluntarily signed a consent form toreduce salaries if required –potential £1.2 million saving• Survey response rates increased from 50% to 94%• Improved engagement scores across the board• Contribution towards £2.5 million reduction in operating costs• Volume of local activity focusing on reducing costs andincreasing sales• An example of best practice, finalist CIPR Pride awards andPersonnel Today awards
  28. 28. Engaged, positive, happypeople!O u r e x p e r i e n c e h a s s h o w nu s t h a t h a p p y p e o p l e m a k ew o r k p l a c e s b e t t e r f o rE V E RY O N E - e m p l o y e e s ,c u s t o m e r s , b u s i n e s s e s &s o c i e t y.
  29. 29. The only question is…Why wouldn’t youtake engagementseriously?
  30. 30. THANKYOU!
  31. 31. Fancy a chat?Call Emma on 07595465515, or sendyour emails to info@peoplelab.co.uk.