This document discusses strategies for engaging employees in the second half of 2013. It defines employee engagement and outlines its business benefits. Engagement has multiple dimensions and categories. The top aspects that drive engagement are relationships with coworkers and supervisors, opportunities to use skills, and contributing to business objectives. Engagement depends on both big factors like organizational culture and small acts of recognition. Fully engaged employees are passionate, accountable, and committed. To increase engagement, managers must connect with employees, provide feedback and opportunities for growth, and create a culture of trust and contribution.

1. Engaging your employees in the
second half of 2013
by Toronto Training and HR
June 2013

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-8 Business drivers for engagement
9-10 Dimensions of engagement
11-12 Categories of engagement
13-14 Top aspects of engagement
15-16 It’s the little things that count
17-18 What does a fully engaged employee look like?
19-20 In late 2013, what do employees want?
21-23 Role of managers
24-25 Organizational culture
26-27 Money can’t buy loyalty
28-29 High performance organizations
30-31 Employment value proposition
32-33 Mentoring to help disengaged employees
34-36 Engagement opinions
37-39 Engagement opinions-FEEL
40-42 Engagement behaviours-LOOK
43-44 Seven Es of engagement
45-46 Where do your employees fit?
47-48 Best practices for increasing engagement
49-50 Conclusion and questions

3. Page 3
Introduction

4. Page 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
10 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
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions
• Employee engagement
• Discretionary effort
• An engaged employee
• What it is not…
Page 6

7. Page 7
Business drivers for
engagement

8. Business drivers for engagement
• Client and customer feedback
• High cost of employee turnover
• Demographic shifts
• Engagement drives performance and
retention
• Engagement drives business results
Page 8

9. Page 9
Dimensions of
engagement

10. Dimensions of engagement
• How can we grow?
• Do I belong?
• What do I give?
• What do I get?
Page 10

11. Page 11
Categories of engagement

12. Categories of engagement
Page 12

13. Page 13
Top aspects of
engagement

14. Top aspects of engagement
• I am determined to accomplish my
work objectives and I am confident
that I can meet them
• Relationship with co-workers
• Opportunities to use skills and
abilities
• Contribution of work to
organization’s business objectives
• Relationship with immediate
supervisor
• I frequently feel that I’m putting all
my effort into my work
Page 14

15. Page 16
It’s the little things that
count

16. It’s the little things that count
• Words
• Action
• Courtesy
Page 6

17. Page 17
What does a fully engaged
employee look like?

18. What does a fully engaged
employee look like?
• Intellectually and emotionally
bound within the organization
• Gives 100%
• Feels passionately about its
objectives
• Takes personal responsibility and
accountability
• Pride in the quality of their work
• Is committed to live by its values
• Will go the extra mile
Page 18

19. Page 19
In late 2013, what do
employees want?

20. In late 2013, what do employees
want?
• To know what is expected of them
• Have the right tools and equipment
• Opportunity to do what they do best
• Feedback, praise and recognition
• Know that they are cared about
• Know that they matter and make a
difference
• Opportunity to progress
• Learn new things
• Be treated fairly
• Trust-character and competence
Page 20

21. Page 21
Role of managers

22. Role of managers 1 of 2
• Manage the employee’s work and
performance
• Manage the employee’s relationship
with the organization
• Key behaviours and strategies
Page 22

23. Role of managers 2 of 2
PATTERNS OF THINKING AND
BEHAVING
• Connecting
• Shaping
• Learning
• Stretching
• Achieving
• Contributing
Page 23

24. Page 24
Organizational culture

25. Organizational culture
• Definition
• Elements of organizational culture
• Control, commitment,
collaboration, communication
Page 25

26. Page 27
Money can’t buy loyalty

27. Money can’t buy loyalty
• Care and concerns
• Fairness at work
• Communication
• Accomplishment and recognition
• Trust
Page 28

28. Page 28
High performance
organizations

29. High performance organizations
• Clear
• Capable
• Committed
Page 29

30. Page 30
Employment value
proposition

31. Employment value proposition
• Definition
• Categories
• Monetary and non-monetary
• Hierarchy of needs
Page 31

32. Page 32
Mentoring to help
disengaged employees

33. Mentoring to help disengaged
employees
• What causes a disengaged
employee?
• Devalued and unrecognized
• Stress
• Loss of trust and confidence
• The actively disengaged
• Importance of culture
• Mentoring and the mentor culture
Page 33

34. Page 34
Engagement opinions

35. Engagement opinions 1 of 2
• Relationship with co-workers
• Opportunities to use skills and
abilities
• Contribution of work to the
organization’s business
objectives
• Relationship with the immediate
supervisor
• The work itself
• Meaningfulness of the job
• Autonomy and independence
• Variety of work
• Overall corporate culture

36. Engagement opinions 2 of 2
• Organization’s financial stability
• Communication between
employees and senior
management
• Management’s recognition of
employee job performance
• Job-specific training
• Organization’s commitment to
professional development
• Networking
• Organization’s commitment to CSR
• Career development and
advancement opportunities

37. Page 37
Engagement opinions-
FEEL

38. Engagement opinions-FEEL 1 of 2
• I am determined to
accomplish my work
objectives and I am confident
that I can meet them
• I frequently feel that I’m
putting all my effort into my
work
• I am highly motivated by my
work objectives
• While at work, I’m almost
always completely focused on
my work projects
Page 38

39. Engagement opinions-FEEL 2 of 2
• I have passion and
excitement about my work
• I enjoy volunteering for
activities beyond my job
requirements
• I feel completely plugged in
at work, like I’m always on
full power
Page 39

40. Page 40
Engagement behaviours-
LOOK

41. Engagement behaviours-LOOK
1 of 2
• In my organization, employees
are encouraged to take action
when they see a problem or
opportunity
• My work group never gives up
• My colleagues quickly adapt to
challenging or crisis situations
• Employees in my organization
deal very well with
unpredictable or changing
work situations
Page 41

42. Engagement behaviours-LOOK
2 of 2
• In my work group, we are
constantly looking out to see
what challenge is coming next
• The people in my work group are
always flexible in expanding the
scope of their work
• Others in my organization view
unexpected responsibilities as an
opportunity to succeed at
something new
• Other people in my organization
often volunteer for new projects
Page 42

43. Page 43
Seven Es of engagement

44. Seven Es of engagement
Page 44
Envision
Empathize
Empower
EnhanceEvaluate
Encourage
Entanglement

45. Page 45
Where do your employees
fit?

46. Where do your employees fit?
Page 46
High TOP
EMPLOYER
BENCHWARMERS STARS
DISCONNECTED FREE AGENTS
Low TOP
EMPLOYER
Low levels of
engagement
High levels of
engagement

47. Page 47
Best practices for
increasing engagement

48. Best practices for increasing
engagement
• Recognize early and often
• Coach and motivate employees
• Open relationships
• Link the jobs of employees with the
strategy and mission
• Provide freedom and autonomy
• Clearly define employee roles
• Open and effective communication
• Fun
Page 48

49. Page 49
Conclusion and questions

50. Page 50
Conclusion and questions
Summary
Videos
Questions