Re Assign Team

2. The supreme quality for leadership is
unquestionably integrity. Without it, no real
success is possible, no matter whether it is
on a section gang, a football field, in an army,
or in an office.
Dwight D. Eisenhower

3. Fortunately, you can re‐engage members of
Fortunately you can re engage members of
your team and build back their pride and
commitment. But you ll need to make a
commitment But you'll need to make a
continuous effort and a strong investment in
positive human capital management
positive human capital management
techniques.

4. The first step is to understand what an
engaged team member looks like:

5. Engaged people go above and beyond their
job descriptions to get things done.

6. They're committed to the organization's
success, and they're willing to do what's
necessary to reach goals.

7. It's important to understand that while many
"average" employees are not quite fully
engaged, that doesn't necessarily mean that
they're completely disengaged.

8. However, these average employees need re‐
engagement as well.

9. To reach a level of full engagement, you must
build a people‐focused workplace ‐ one that
recognizes that your people genuinely are
your most important resource.

10. Re‐Assigning Team worker

11. Re‐Assigning Team worker
To achieve this, you need to meet people's
expectations and provide a great work
environment. There are several key
management practices that are fundamental
to this process.

12. Re‐Assigning Team worker
By providing these workplace conditions and
continuously reinforcing their practice
throughout the company, you can re‐engage
people who have fallen out of step with your
purpose and vision.

13. Triangular Model
Fact Finding
Hygiene
Factors
Establishing
an
Environment Motivators
for
Engagement

14. Fact‐finding
Ask yourself when you ever felt unenthused
and unengaged.

15. Fact‐finding
This is a good place to start your re‐
engagement process.

16. Fact‐finding
Ask yourself when you ever felt unenthused
and unengaged.

17. Fact‐finding
When you understand the sorts of things
that caused you to disconnect with your
company in the past, you may gain some
insight into what members of your team are
feeling right now.

18. Fact‐finding
Talk to your people about their expectations
and issues.

19. Fact‐finding
Having clear expectations is a fundamental
factor in re‐engaging people.

20. Fact‐finding
If people feel that they've been treated
unfairly or have not been provided with the
employment conditions they expected, you
need to know.

21. Fact‐finding
Once discrepancies are found, work toward a
resolution as soon as possible. This lets
people know that you care and you take their
needs seriously.

22. Fact‐finding
Schedule regular "one‐on‐ones" with
members of your team.

23. Fact‐finding
Talk with individual team members about
what they believe is expected of them, and
then clarify and make modifications as
necessary.

24. Fact‐finding
Talk with individual team members about
what they believe is expected of them, and
then clarify and make modifications as
necessary.

25. Fact‐finding
When you keep communication open, you
can often avoid potential conflicts and
misunderstandings that can grow worse and
lead to major problems.

26. Fact‐finding
Survey employee engagement on a regular
basis.

27. Fact‐finding
With any kind of change process, it's usually
a good idea to regularly ask your people
questions related to their dedication and
commitment to the company.

28. Fact‐finding
Use the issues you've identified as a starting
point, and construct a questionnaire to
discover what you're doing well and where
there's room for improvement. Use the
results to begin a re‐engagement plan that
will help you build a stronger and more
devoted workforce.

29. Establishing an Environment for Engagement
Be honest and forthright about your own role in
people's disengagement.

30. Establishing an Environment for Engagement
A little humility goes a long way toward re‐engaging
someone.

31. Establishing an Environment for Engagement
By demonstrating your commitment to your
people, they will likely respond with a renewed
commitment to you and the business.
commitment to you and the business

32. Establishing an Environment for Engagement
Practice participative management.

33. Establishing an Environment for Engagement
People usually want to participate and be involved.

34. Establishing an Environment for Engagement
They want and need to feel that they matter and
that their contributions are valued.

35. Establishing an Environment for Engagement
To engage them, provide lots of opportunities for
them to be involved with decisions.

36. Establishing an Environment for Engagement
It's also important that people feel able to voice
their ideas and raise issues ‐ without judgment or
fear of punishment.
fear of punishment

37. Establishing an Environment for Engagement
To re‐engage people, help them feel confident that
you'll welcome their contributions and that you'll
really listen to what they say.
really listen to what they say

38. Establishing an Environment for Engagement
Be a model for commitment to the organization.

39. Establishing an Environment for Engagement
When employees believe their boss and senior
management are committed to the company, that
can provide proof that the company is indeed
can provide proof that the company is indeed
worth committing to.

40. Establishing an Environment for Engagement
If you have doubts or express negativity toward the
business, you can't expect members of your team
to be totally dedicated and engaged. They take their
to be totally dedicated and engaged They take their
cues from you, and they'll react to your opinions
a d act o s.
and actions.

41. Hygiene Factors
Identify and manage stress and burnout.

42. Hygiene Factors
Overworked employees can have a difficult time
engaging.

43. Hygiene Factors
They simply have too many competing needs, the
greatest of which is their own survival.

44. Hygiene Factors
If you want engaged people, develop a genuine
concern for their health and welfare.

45. Hygiene Factors
Put people in the right jobs.

46. Hygiene Factors
As you get to know members of your team through
regular contact and feedback, think about ways to
capitalize on their unique strengths and talents.
capitalize on their unique strengths and talents

47. Hygiene Factors
Work with members of your team to meet your
company's needs.

48. Hygiene Factors
Provide fair and regular feedback.

49. Hygiene Factors
Most people respond incredibly well to praise and
recognition.

50. Hygiene Factors
For effective employee engagement, this can be
difficult if you restrict yourself to a formal program
or yearly performance appraisals.
or yearly performance appraisals

51. Hygiene Factors
Make a conscious effort to observe when people
are doing things right, and show them every day
that they re appreciated.
that they're appreciated

52. Hygiene Factors
For more on hygiene factors and motivators see
Herzberg's Two‐Factor Theory.

53. Motivators
Provide growth opportunities.

54. Motivators
A big factor in employee engagement is building
long‐term commitment.

55. Motivators
This is important because it retains knowledge
within the company and reduces turnover.

56. Motivators
Provide incentive for people to stay long term by
discovering their talents and figuring out ways to
use those talents within the organization.
use those talents within the organization

57. Motivators
This can be a powerful method of re‐engagement.
However, be careful that you don't try to re‐engage
someone by promising too much.
someone by promising too much

58. Motivators
Be genuine in your offers ‐ otherwise, you can do
much more damage to your reputation and to the
person s welfare in the long run.
person's welfare in the long run

59. Motivators
Help people understand the big picture.

60. Motivators
Too often, people don't understand what's going on
in the organization outside of the small world
around their own jobs.
around their own jobs

61. Motivators
When that happens, it's easy for them to become
disconnected and disillusioned.

62. Motivators
Make sure that members of your team know the
company's vision and strategy.

63. Motivators
They need to recognize the roles they play in the
organization's success.

64. Motivators
Align personal and organizational goals.

65. Motivators
A key part of engaging people is ensuring that the
company's success matters to them.

66. Summary
Employee engagement is a critical factor in a company's
success. When you have people who are committed to your
business, they ll stay with you long term and they ll work
business they'll stay with you long term and they'll work
very hard to make the organization a success. It's extremely
important, therefore, that you actively re‐engage people
who are disconnected with the company and that you work
h di d ih h d h k
to build and maintain an engaged team. The keys to
employee engagement are great management practices,
including strong teams and a firm sense that what your
people do on a daily basis matters to their boss and to the
business as a whole.
business as a whole

67. Thank you,
www.amirsaiftaz.blogspot.com
amirsaiftaz@gmail.com
amirsaiftaz@gmail com