EMPLOYEE
ENGAGEMENTDorota Raniszewska, excerpts from The Employee
Engagement Training on Global HR Leaders in Talent
Manag...
Before you launch a big survey in
order to measure engagement and
before you analyse multiple charts
...try to find your a...
1. How does it feel when I’m engaged?
3. What can I invite to be more engaged?
2. How does it feel when I’m not engaged?
Engagement is …
a state of mind where employee is
emotionally positive towards its
organisation, team and work which leads...
Neuroscience of engagement
Engagement involves the central and autonomic nervous
system to maintain the internal attention...
Neuroscience of engagement*
THREAT REWARD
reward, attention,
flow
negative emotional
feel
self-referential
*David Rock, Yi...
HIGH ENGAGEMENT
Feels totally occupied with the task
Strong pleasure and rewarding feeling
Being completely in the current...
Engagement vs. Motivation
Engagement
I FEEL a bond with the organisation.
I feel emotionally positive towards the
organisa...
5 ingredients of Great Place to Work
• Credibility: „I believe in my leaders” (think two- ways communication,
access to le...
Principles of 2020 engagement
1. Collaboration - with customers, clients, suppliers,
colleagues. 2. Authenticity - transpa...
WE 2020 Engagement Model
Collaboration
Authenticity
Innovation
Personalization
Social connection
Values, Brand and CSR
dem...
Learning. Collaboration. Communication. Uber-Connection
Stages of
Uber-
Connection
Accelerate Broadcast Collaborate Design...
Consider Following Questions:
does your company need to be …
… the BIGGEST
OR
… the REACHEST
in order to become a great wo...
--------------------------------------------
Dorota Raniszewska Garden HR
http://gardenhr.com
----------------------------...
Engagement training dr vienna 18.09.2013 excerpts
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About employe engagement - excerpts from The Employee Engagement Training on Global HR Leaders in Talent Management Conference in Vienna, September 2013

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Engagement training dr vienna 18.09.2013 excerpts

  1. 1. EMPLOYEE ENGAGEMENTDorota Raniszewska, excerpts from The Employee Engagement Training on Global HR Leaders in Talent Management Conference in Vienna, September 2013
  2. 2. Before you launch a big survey in order to measure engagement and before you analyse multiple charts ...try to find your answers to these 3 questions about engagement:
  3. 3. 1. How does it feel when I’m engaged? 3. What can I invite to be more engaged? 2. How does it feel when I’m not engaged?
  4. 4. Engagement is … a state of mind where employee is emotionally positive towards its organisation, team and work which leads to performing and learning efficiently. [David Rock, Yiyuan Tang]
  5. 5. Neuroscience of engagement Engagement involves the central and autonomic nervous system to maintain the internal attention and rewarding states – Csikszentmihalyi, 2008
  6. 6. Neuroscience of engagement* THREAT REWARD reward, attention, flow negative emotional feel self-referential *David Rock, Yiyuan Tang The more in a reward state people are, the more they are engaged. It can happen when they enjoy relationships or tasks, or when they feel that they progress. AND when they feel trust can share openly can be and feel authentic are proud of what they belong to.
  7. 7. HIGH ENGAGEMENT Feels totally occupied with the task Strong pleasure and rewarding feeling Being completely in the current moment LOW ENGAGEMENT Triggers stress response Reduced creativity and productivity Mental fatigue Long-term health problems
  8. 8. Engagement vs. Motivation Engagement I FEEL a bond with the organisation. I feel emotionally positive towards the organisation. Motivation I THINK - FEEL that I have skills and knowledge necessary to achieve the results. And the activity is in line with my vision of myself (what I want to be and do) Leads to … Employee Loyalty & Retention „I Won’t Go For Another Employment Offer Because … „This Company Is My Choice” (like In A Couple ) Leads to … Work Results Proactivity In Action Taking Company Profits
  9. 9. 5 ingredients of Great Place to Work • Credibility: „I believe in my leaders” (think two- ways communication, access to leadership) • Respect: „I am valued by my organisation” (think of support from managers, sense of collaboration and involvement in decisions that impact your work, respectful relationship) • Fairness: „I feel that I am treated in an equitable way” (think diversity, think disclosure on pay) • Pride: „I contribute to something meaningful” (think of the company, its products, services and be the ambassador) • Camaraderie: „I work in a great team” (think of a sense of camaraderie, team energy, belonging, doing together) The Great Place to Work, M. Burchell, J. Robin
  10. 10. Principles of 2020 engagement 1. Collaboration - with customers, clients, suppliers, colleagues. 2. Authenticity - transparency, direct „chat” with the CEO, disclosure on pay. 3. Personalization - no more „personnel data processing”, everybody in someone in the social workplace. 4. Innovation - everybody can learn, develop, innovate. 5. Social Connection - building own network and progressing with the work in a collaborative workplace. Source: future workplace, („The 2020 Workplace”, Meister, Willyerd, p.75)
  11. 11. WE 2020 Engagement Model Collaboration Authenticity Innovation Personalization Social connection Values, Brand and CSR demonstrated by: Social Recruiting Über -Connection Social Learning Accelerated Leadership Source: future workplace, („The 2020 Workplace”, Meister, Willyerd, p.75) PRINCIPLES PRACTICE AREAS
  12. 12. Learning. Collaboration. Communication. Uber-Connection Stages of Uber- Connection Accelerate Broadcast Collaborate Design Engage Goal Find, capture information Disseminate news Collaborate across an enterprise Unleash creativity Connect communities Issues Dispersing content Locating experts Increasing collaboration among global teams Solving problems and proposing ideas Increase innovation Tool Forums, blogs, RSS feeds, widgets Blogs, blog hubs, video hubs Communities of practice, Wikis, virtual worlds Innovation Jams Corporate social networks („The 2020 Workplace”, Meister, Willyerd)
  13. 13. Consider Following Questions: does your company need to be … … the BIGGEST OR … the REACHEST in order to become a great workplace? what „GREAT” means for you, to your employees? And what do you want to have… and then, measure… and drive.
  14. 14. -------------------------------------------- Dorota Raniszewska Garden HR http://gardenhr.com --------------------------------------------

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