Half day open training event held in Toronto, Canada.

1. Employee engagement
by Toronto Training and HR
October 2014
1

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-9 Ways to foster engagement
10-11 Drivers of engagement
12-13 Enablers of engagement
14-15 Impacts on engagement
16-17 Ways to accelerate engagement
18-19 Techniques to improve engagement
20-21 Measures of engagement
22-23 Performance outcomes for engagement
24-25 Types of engagement
26-28 Questions to ask before launching an engagement process
29-33 Using engagement to improve the customer experience
33-34 Factors leading to a change in behaviours and attitudes
35-36 Personality dimensions
37-38 Evidence of links between engagement and organizational success
39-40 Grateful leadership and engagement
41-42 Brand and talent
43-45 Zombies v humans
46-47 Why do engagement surveys fail?
48-49 What do the best organizations focus upon?
50-51 Conclusion, summary and questions
2

3. Introduction
3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers
4

5. Definitions
5

6. • Engaged
• Not engaged
• Disengaged
6
Definitions

7. Ways to foster
engagement
7

8. • Provide layered
learning to develop
employee skills
• Rate performance
properly
• Remove negative
obstacles or policies
that affect engagement
• Leverage your
employees’ distinct
abilities
8
Ways to foster
engagement
1 of 2

9. • Align leadership styles
and competencies to
motivate and enable
employees
• Focus on nonmonetary
rewards such as career
growth, recognition,
and learning
• Create a clear link
between performance
and rewards
9
Ways to foster
engagement
2 of 2

10. Drivers of engagement
10

11. • Personal relationship
with your boss
• Employee
development
• Co-workers and team
members
• Pride
• Career growth
• Line of sight
• The nature of the job
• Trust and integrity
11
Drivers of
engagement

12. Enablers of engagement
12

13. • Visible
empowering
leadership
• Engaging
managers
• Employee voice
• Organizational
integrity
13
Enablers of
engagement

14. Impacts on engagement
14

15. • Perks
• Remote working
• Size of organization
• Length of tenure
• Generational
differences
• Education
• Gender
15
Impacts on
engagement

16. Ways to accelerate
engagement
16

17. • Select the right
people
• Develop employees’
strengths
• Enhance employees’
wellbeing
17
Ways to
accelerate
engagement

18. Techniques to improve
engagement
18

19. • Use the right survey
• Focus on engagement at
the enterprise and local
levels
• Select the right managers
• Coach managers and hold
them accountable for their
employees’ engagement
• Define SMART objectives
in everyday terms
• Find ways to connect with
every employee
19
Techniques to
improve
engagement

20. Measures of engagement
20

21. • Market metrics
• Traditional HR metrics
• Financial metrics
• Operational metrics
• The 12
21
Measures of
engagement

22. Performance outcomes for
engagement
22

23. • Customer ratings
• Profitability
• Productivity
• Attrition
• Safety incidents
• Shrinkage/theft
• Absenteeism
• Patient safety
incidences
• Quality/defects
23
Performance
outcomes for
engagement

24. Types of organization
24

25. • Aligned
• Lost opportunity/lost
potential
• Motivational apathy
• Hit and miss
25
Types of
organization

26. Questions to ask before
launching an engagement
process
26

27. • What gets in the way of
your organization
creating exceptional
employee experiences?
• What are the
organizational elements
that drive engagement,
enablement, and
exceptional
experiences?
27
Questions to ask
before launching
an engagement
process 1 of 2

28. • What are some logical
employee engagement
metrics?
• What type of informal
measures could help us
keep our finger on the
pulse?
• What type of
engagement constants
should managers focus
on?
28
Questions to ask
before launching
an engagement
process 2 of 2

29. Using engagement to
improve the customer
experience
29

30. • Acknowledge that all
employees play a key
role in bringing the
brand to life
• Audit your internal
communications
• Articulate what your
brand represents and
what you promise to
your customers
• Deploy simple
processes
30
Using
engagement to
improve the
customer
experience 1 of 3

31. • Use simple tools
• Regularly assess how
well your employees
know and understand
your brand promise
• Ensure that new
employees
understand your
brand identity and
promise
31
Using
engagement to
improve the
customer
experience 2 of 3

32. • Make sure that every
employee understands
how his or her job affects
the customer experience
• Recognize employees who
deliver your brand promise
to your customers
• Regularly solicit opinions
from employees on new
and better ways to deliver
your brand promise
32
Using
engagement
to improve
the
customer
experience
3 of 3

33. Factors leading to a
change in behaviours and
attitudes
33

34. • Economic climate
• Importance of
delivering a great
experience
• More
democratic/consultative
management style
• New technology
• Frequent change
• Specific market
conditions
• Generational issues
34
Factors leading
to a change in
behaviours and
attitudes

35. Personality dimensions
35

36. • Neuroticism
• Extraversion
• Openness
• Agreeableness
• Conscientiousness
36
Personality
dimensions

37. Evidence of links between
engagement and
organizational success
37

38. • Profit
• Revenue growth
• Customer satisfaction
• Productivity
• Attrition
38
Evidence of links
between
engagement and
organizational
success

39. Grateful leadership and
engagement
39

40. • Definition
• Consciousness
• Choice
• Courage
• Communications
• Commitment
40
Grateful
leadership and
engagement

41. Brand and talent
41

42. • Reputation
• Words to avoid
• An integrated model
42
Brand and talent

43. Zombies v humans
43

44. How the zombies win
• Zombies cannot see
very far
• They meander at
their own pace
• They divide and
conquer the
humans
• They distract the
humans
44
Zombies v
humans 1 of 2

45. How the humans win
• Create clarity
• Give permission
• Forget about consensus
• Redefine the role of
managers in leading
change
• Break through the clutter
• Show progress
• Coordinate efforts of early
adopters
45
Zombies v
humans 2 of 2

46. Why do engagement
surveys fail?
46

47. • Post survey
actions/reactions only
further disengage
• Most disengaged
people don’t bother to
respond to the survey
• The timing was bad,
especially if waiting to
survey at the exit
interview
47
Why do
engagement
surveys fail?

48. What do the best
organizations focus upon?
48

49. • Strategy and
leadership philosophy
• Accountability and
performance
• Communication and
knowledge
management
• Development and
ongoing learning
opportunities
49
What do the best
organizations
focus upon?

50. Conclusion, summary and
questions
50

51. Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions
51