• Why a lot of engagement initiatives are launched to fail and never survives the initial stages of implementation • Knowing is not as good as going: how to move beyond your opinion surveys to doing something about your engagement levels • Engaging stakeholders in your engagement programmes: appreciating that HR cannot do it alone Dr Adrienne Isakovic, Assistant Professor of HR, Hamdan bin Mohammed Smart University

1. From “Yes, Let’s Do It” to
“Yes, We Did It”
Ensuring Your Engagement Initiatives Come to Fruition
Adrienne A. Isakovic, Ph.D., HRMP

2. Making Engagement Real

3. 58
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Strong Sales and Marketing Capabilities
Ability to Innovate
Continuous Quality Improvement
Efficient Productivity
Strong Executive Leadership
High Level of Employee Engagement
Effective Communications
High Level of Customer Service
Which Factors Are Most Likely to Bring Success?
Source: The Impact of Employee Engagement on Performance. A Report by Harvard Business Review Analytic Services, 2013.

4. 31
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85
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94
0
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Strong Executive Leadership
Effective Communications
High Level of Customer Service
Engagement: High PrioritizersMore Likely to Value Success Factors
High Prioritizers
Low Prioritizers
Source: The Impact of Employee Engagement on Performance. A Report by Harvard Business Review Analytic Services, 2013.

5. Best-in-Class Companies’ Best Practices
Use customer data to leverage engagement initiatives to improve performance

6. Avoid Rote Surveys

7. Avoid Rote Surveys
Define and articulate what constitutes a “successful” employee:
•In the last seven days, someone has recognized me for my work.
•I have the tools that I need to perform my job.
•My supervisor cares about me.
•There’s someone at work who encourages my development.
•I know what’s expected of me at work.
•My colleagues are committed to doing quality work.
Source: The Impact of Employee Engagement on Performance. A Report by Harvard Business Review Analytic Services, 2013.
Also available at: http://www.inc.com/the-build-network/12-questions-to-gauge-employee-engagement.html

8. Goal Alignment and Communication

9. Corporate Goals
Business Objectives
Personal Objectives
Tools
Accountability
Some Autonomy

10. Communicating and Embedding Goals
Active Measures
Through executive management briefings
At “all company” meetings
During assessments/performance reviews
Through individual goals aligned with corporate goals
Via training and leadership development
Passive Measures
Via corporate intranet
Through recruitment and employee familiarization
Via corporate social media
Through detailed job descriptions
Some or all staff pay linked to corporate goal achievement

11. Engagement
Performance

12. Employee satisfaction vs. advocacy
Employee satisfaction
•Have a physically and emotionally safe work environment
•Given good training
•Being valued
•Compensated fairly
Employee advocacy
•Ability to achieve extraordinary things
•Have a purpose with a meaning
•Ability to work in a team you would do anything for and that would do anything for you
•Opportunity to learn more and grow in the role

13. Customer satisfaction vs. advocacy

14. Customer Advocacy: Net Promoter System

15. Three Factor Rule:
Purpose
Culture
Structure
Engagement
Performance

16. Thank you for your attention and interest!
Adrienne A. Isakovic, Ph.D., HRMP
a.Isakovic@hbmsu.ac.ae
04 424 1083
@adiisakovic