Changing the rules of engagement June 2011


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Half day open interactive workshop in Toronto on employee engagement.

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  • Changing the rules of engagement June 2011

    1. 1. Changing the rules of engagement<br />by Toronto Training and HR <br />June 2011<br />
    2. 2. Contents<br />3-4 Introduction to Toronto Training and HR<br />5-7 Definitions<br />8-11 21 drivers of employee engagement<br />12-13 Common results of engaged employees<br />14-15 Common results of disengaged employees <br />16-17 Drill A<br />18-19 Case study A<br />20-21 Recruitment<br />22-23 Onboarding<br />24-25 Communication<br />26-27 Accountability<br />28-29 Recognition<br />30-31 Stagnation<br />32-34 Influence in respect of engagement<br />35-37 Effective ways of increasing employee engagement<br />38-39 Drill B<br />40-41 Case study B<br />42-44 Interaction styles<br />45-50 Questions to ask<br />51-52Conclusion and questions<br />Page 2<br />
    3. 3. Page 3<br />Introduction<br />
    4. 4. Page 4<br />Introduction to Toronto Training and HR<br />Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden <br />10 years in banking<br />10 years in training and human resources<br />Freelance practitioner since 2006<br />The core services provided by Toronto Training and HR are:<br /><ul><li>Training course design
    5. 5. Training course delivery</li></ul>- Reducing costs<br /><ul><li>Saving time
    6. 6. Improving employee engagement & morale
    7. 7. Services for job seekers</li></li></ul><li>Page 5<br />Definitions<br />
    8. 8. Page 6<br />Definition 1 of 2 <br />The emotional and intellectual commitment of an individual or group to an organization that supports building and sustaining business performance <br />
    9. 9. Page 7<br />Definition 2 of 2 <br />Emotional component<br />Motivational component<br />
    10. 10. Page 8<br />21 drivers of employee engagement<br />
    11. 11. Page 9<br />21 drivers of employee engagement 1 of 3<br />1. Benefits<br />2. Career Opportunities<br />3. Corporate Social Responsibility<br />4. Co-Workers<br />5. Employee Health & Well-Being<br />6. Intrinsic Motivation<br />7. Learning & Development <br />
    12. 12. Page 10<br />8. Manager<br />9. Managing Performance<br />10. Middle management<br />11. Organizational reputation<br />12. Pay <br />13. People/HR Practices<br />14. Physical Work Environment<br />21 drivers of employee engagement 2 of 3<br />
    13. 13. Page 11<br />15. Recognition<br />16. Resources<br />17. Retirement Savings<br />18. Senior Leadership<br />19. Work-life balance<br />20. Work tasks<br />21. Work processes<br />21 drivers of employee engagement 3 of 3<br />
    14. 14. Page 12<br />Common results of engaged employees<br />
    15. 15. Page 13<br />Common results of engaged employees<br />Willingness to do more than is expected<br />Higher productivity<br />Better working relationships<br />More satisfied customers<br />Greater loyalty to the organization<br />Improved communication<br />Lower levels of attrition<br />Fewer absences <br />
    16. 16. Page 14<br />Common results of disengaged employees<br />
    17. 17. Page 15<br />Common results of disengaged employees<br />Dysfunctional work relationships<br />Lower productivity<br />Unwillingness to go beyond the job description<br />Higher attrition<br />More absences<br />Frustrated customers<br />Poor communication<br />Disloyalty <br />
    18. 18. Page 16<br />Drill A<br />
    19. 19. Page 17<br />Drill A <br />
    20. 20. Page 18<br />Case study A<br />
    21. 21. Page 19<br />Case study A <br />
    22. 22. Page 20<br />Recruitment<br />
    23. 23. Page 21<br />Recruitment<br />Skills<br />Behaviours<br />Motivators<br />Capacities<br />Culture<br />Assessment<br />
    24. 24. Page 22<br />Onboarding<br />
    25. 25. Page 23<br />Onboarding<br />What is it?<br />Why?<br />Goals<br />Common mistakes<br />
    26. 26. Page 24<br />Communication<br />
    27. 27. Page 25<br />Communication<br />What is it?<br />Communicating for engagement<br />
    28. 28. Page 26<br />Accountability<br />
    29. 29. Page 27<br />Accountability<br />Why accountability?<br />How to set goals and objectives<br />
    30. 30. Page 28<br />Recognition<br />
    31. 31. Page 29<br />Recognition<br />Why employee recognition?<br />Guidelines for recognition<br />
    32. 32. Page 30<br />Stagnation<br />
    33. 33. Page 31<br />Stagnation<br />Don’t reward employees who perform well <br />Refuse to set goals<br />Never, ever change<br />Maintain control<br />Put off decisions<br />Never delegate responsibility<br />Quash new ideas, especially from the rank and file<br />Keep secrets<br />Tolerate mediocrity<br />Limit training<br />
    34. 34. Page 32<br />Influence in respect of engagement<br />
    35. 35. Page 33<br />Influence in respect of engagement 1 of 2<br />Control over how you do your work<br />Opportunities to use your skills<br />Good relationships with management and leadership<br />Mentally stimulating work<br />Good relationships with co-workers<br />Opportunities to develop new skills<br />Potential for career advancement<br />Salary and benefits<br />
    36. 36. Page 34<br />Influence in respect of engagement 2 of 2<br />AGE DIFFERENCES<br />18-29<br />30-39<br />40-49<br />50-59<br />60+<br />
    37. 37. Page 35<br />Effective ways of increasing employee engagement<br />
    38. 38. Page 36<br />Effective ways of increasing employee engagement 1 of 2<br />Positive work relationships<br />Good fit between a person’s skills and job requirements<br />Regular feedback on employee performance<br />Opportunities to learn new skills<br />Giving employees greater control over their work<br />Celebrating progress<br />Communicating the direction/strategy of the organization<br />
    39. 39. Page 37<br />Effective ways of increasing employee engagement 2 of 2<br />WHAT CAN LEADERS DO<br />Listen to employees’ opinions<br />Communicate clear expectations<br />Give recognition and praise<br />Provide learning and development opportunities<br />Help find solutions to problems<br />Defend direct reports<br />
    40. 40. Page 38<br />Drill B<br />
    41. 41. Page 39<br />Drill B <br />
    42. 42. Page 40<br />Case study<br />
    43. 43. Page 41<br />Case study <br />
    44. 44. Page 42<br />Interaction styles<br />
    45. 45. Page 43<br />Interaction styles 1 of 2<br />Driver<br />Analytical<br />Expressive<br />Supportive<br />
    46. 46. Interaction styles 2 of 2<br />Page 44<br />
    47. 47. Page 45<br />Questions to ask<br />
    48. 48. Page 46<br />If you enjoy the facilities of the organization, why are you not willing to recommend the organization as an employer to others?<br />How do bosses justify that they are engaged? <br />What are the behaviors a leader might see or hear that show an employee is in fact engaged? <br />Do you really respect your people: How often do you listen to them, talk with them about the work they do, and how they do it? <br />Questions to ask 1 of 5<br />
    49. 49. Page 47<br />What opportunities can I provide that offer growth and development for my people? <br />What is so difficult about saying “thank you” or “great job” to employees?<br />What’s the most common reason cited by <br />management/directors for stalling employee <br />engagement initiatives, and how have you overcome them? <br />If our on boarding program is successful, what does success look like?<br />Questions to ask 2 of 5<br />
    50. 50. Page 48<br />Beyond knowing how many employees work in the company, do top managers know how many employees are actually contributing to the company’s success? And what can they do to ensure the second number equals the first number? <br />Do you know, and can you measure how your employee engagement directly correlates and impacts on your bottom line and to your organizational success?<br />Questions to ask 3 of 5<br />
    51. 51. Page 49<br />What case studies are there that demonstrate the cost benefit of spending resources on trying to lift employee engagement? <br />What is something that you could choose to do differently to foster employee engagement?<br />How do you reconcile goals & objective setting for the individual with goals & objectives that enable cross-divisional, cross-functional project work with different bosses, etc.? <br />How do you know when you’re engaged?<br />Questions to ask 4 of 5<br />
    52. 52. Page 50<br />How do we measure the impact and effectiveness of engagement initiatives?<br />Who is responsible for employee engagement?<br />Are you a role model - do you live up to<br />the employer-employee contract?<br />Do you realize your brand reflects the employees’ engagement in creating it? <br />How can employees rate engagement levels? <br />How can we get our managers to be more focused on engaging their direct reports?<br />Questions to ask 5 of 5<br />
    53. 53. Page 51<br />Conclusion & Questions<br />
    54. 54. Page 52<br />Conclusion<br />Summary<br />Questions<br />