Engagement May 2013


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Half day open training event for HR professionals and managers on the improving levels of employee engagement held in Toronto.

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Engagement May 2013

  1. 1. Improving levels of employeeengagementby Toronto Training and HRMay 2013
  2. 2. CONTENTS3-4 Introduction5-6 Definitions7-8 Sustainable engagement9-12 Elements of engagement13-15 Drivers of engagement16-18 Common drivers in Australia and New Zealand17-18 Leadership and justice at work19-21 Numbers, numbers, numbers…22-23 Types of employee24-25 Job engagement and organization engagement26-27 Myths about employee engagement28-30 Employee engagement surveys31-32 What do world-class organizations focus on?33-34 Pillars to an organization’s foundation35-36 Show employees you CARE37-38 How does Canada compare?39-41 Building employee engagement through managers42-44 Strategies to improve employee engagement45-48 What do engaged employees look like?49-50 Conclusion and questions
  3. 3. Page 3Introduction
  4. 4. Page 4Introduction to Toronto Trainingand HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare:Training event designTraining event deliveryReducing costs, saving time plus improvingemployee engagement and moraleServices for job seekers
  5. 5. Page 5Definitions
  6. 6. Definitions• Employee engagement• Employee effectiveness• Organizational commitmentPage 6
  7. 7. Page 7Sustainable engagement
  8. 8. Sustainable engagement• Traditional engagement• Enablement• Energy• Top driversPage 8
  9. 9. Page 9Elements of engagement
  10. 10. Elements of engagement 1 of 3• I know what is expected of me atwork• I have the materials and equipmentI need to do my work right• At work, I have the opportunity todo what I do best every day• In the last seven days, I havereceived recognition or praise fordoing good work• My supervisor, or someone atwork, seems to care about me as apersonPage 10
  11. 11. Elements of engagement 2 of 3• There is someone at work whoencourages my development• At work, my opinions seem tocount• The mission or purpose of myorganization makes me feel my jobis important• My associates or fellow employeesare committed to doing qualityworkPage 11
  12. 12. Elements of engagement 3 of 3• I have a best friend at work• In the last six months, someone atwork has talked to me about myprogress• This last year, I have hadopportunities at work to learn andgrowPage 12
  13. 13. Page 13Drivers of engagement
  14. 14. Drivers of engagement 1 of 2• Trust, fairness, respect• Alignment• Communication• Empowerment• Efficient processes• Organizational structure• Self-discipline• Total focus on customersatisfaction and quality• Behaviours required from leadersand managers• Individual drivers
  15. 15. Drivers of engagement 2 of 2• Company practices• Opportunities• People• Quality of life• Total reward• WorkPage 15
  16. 16. Page 16Common drivers inAustralia and New Zealand
  17. 17. Common drivers in Australia andNew Zealand 1 of 2• I am committed to myorganization’s core values• I feel confident that I can reach mylong-term career goals in myorganization• Our customers think highly of ourproducts and services• I am encouraged to take ownershipof my work• I believe my current job is alignedwith my strengthsPage 17
  18. 18. Common drivers in Australia andNew Zealand 2 of 2• My organization allows me tomaintain a reasonable balancebetween my family and work life• There is sufficient incentive for meto perform well at my organizationPage 18
  19. 19. Page 19Numbers, numbers,numbers…
  20. 20. Numbers, numbers, numbers…1 of 2• Engaged employees average 27 %less absenteeism than those who areactively disengaged• Business units with a surplus ofdisengaged employees suffer 31%more turnover than those with acritical mass of engaged employees• In low turnover organizations,disengaged workers experience 51%more turnover than engagedemployeesPage 20
  21. 21. Numbers, numbers, numbers…2 of 2• The bottom quartile of employeeengagement had 62% moreaccidents than work groups in thetop quartile• Highly engaged work units equatedto 12% higher customer scores• Teams in the top quartile are threetimes as likely to succeed as those inthe bottom quartile, averaging 18 %higher productivity and 12% higherprofitabilityPage 21
  22. 22. Page 22Types of employee
  23. 23. Types of employeePage 23HighengagementTENANTS CHAMPIONSDISCONNECTED CAPTIVESLowengagementLow likelihood ofstayingHigh likelihood ofstaying
  24. 24. Page 24Job engagement andorganization engagement
  25. 25. Job engagement and organizationengagement• Commitment• Advocacy• Satisfaction• PridePage 25
  26. 26. Page 26Myths about employeeengagement
  27. 27. Myths about employee engagement• Employee engagement is the roleof HR• Employee engagement requires alarge budget• Employee engagement isn’tsomething to be focused on now• Employee engagement is warm andfuzzy, and there aren’t statistics toback it up• Employee engagement is a trendPage 27
  28. 28. Page 28Employee engagementsurveys
  29. 29. Employee engagement surveys1 of 2• Select the right time• Communicate throughout thesurvey period• Make it easy for employees toparticipate• Designate survey champions• Communicate results in a timelyfashionPage 29
  30. 30. Employee engagement surveys2 of 2QUESTIONS TO ASK-agree/disagree• I intend to stay with x for at leastanother twelve months• I understand how my jobcontributes to the mission of x• I am proud to work for x• My colleagues are passionate aboutproviding exceptional customerservice• My colleagues go beyond what isexpected for the success of x• I would recommend x to friendsand family as a great place to work
  31. 31. Page 31What do world-classorganizations focus on?
  32. 32. What do world-class organizationsfocus on?• Strategy• Accountability and performance• Communication• DevelopmentPage 32
  33. 33. Page 33Pillars to an organization’sfoundation
  34. 34. Pillars to an organization’sfoundation• People• Performance• PosterityPage 34
  35. 35. Page 35Show employees you CARE
  36. 36. Show employees you CARE• Communication• Accountability• Respect• EthicsPage 36
  37. 37. Page 37How does Canadacompare?
  38. 38. How does Canada compare?• Global• Asia Pacific• Europe• Latin America• USPage 38
  39. 39. Page 39Building employeeengagement throughmanagers
  40. 40. Building employee engagementthrough managers 1 of 2• Managers should have a clue aboutwhat employees like and hate-bothinside and outside of work• Managers have to make employeesfeel like they really care about theircareer-even at the expense oflosing them• Managers have to stop tellingemployees what to do-and insteadforce them to help determine thesolutionPage 40
  41. 41. Building employee engagementthrough managers 2 of 2• When it comes to performancemanagement stop[ countingwidgets-focus on what greatperformance looks like and how ithelps the employee build theircareer• For maximum engagement, alwayspay top performers significantlymore than average performersPage 41
  42. 42. Page 42Strategies to improveemployee engagement
  43. 43. Strategies to improve employeeengagement 1 of 2• Ensure strategies to improveperformance and competitiveadvantage that are already focusedon the bottom line also addressengagement• Find ways to communicateorganizational achievements andhelp employees see the connectionbetween their work and theorganization’s success• By helping employees realise theircareer goals organizations will buildlong-term employee engagement
  44. 44. Strategies to improve employeeengagement 2 of 2• Having a better understanding ofthe barriers to engagement isfundamental to designing the rightsolution for building higherengagement• Identify the reasons for employeeturnover and avoid attrition spikes• Best People Practices provide thedirect benefits of each initiativeAND the benefits of high employeeengagementPage 6
  45. 45. Page 45What do engagedemployees look like?
  46. 46. What do engaged employees looklike? 1 of 3ATTRIBUTES• Advocacy• Commitment• Discretionary effort• Pride• Achievement• AlignmentPage 46
  47. 47. What do engaged employees looklike? 2 of 3TRAITS• Consistent levels of highperformance• Natural innovation and drive forefficiency• Intentional building of supportiverelationships• Clear about the desired outcomesof their role• Emotionally committed to whatthey doPage 47
  48. 48. What do engaged employees looklike? 3 of 3TRAITS• Challenge purpose to achieve goals• High energy and enthusiasm• Never run out of things to do,create positive things to act on• Broaden what they do and build onit• Commitment to company, workgroup, and rolePage 48
  49. 49. Page 49Conclusion and questions
  50. 50. Page 50Conclusion and questionsSummaryVideosQuestions