About employe engagement - excerpts from The Employee Engagement Training on Global HR Leaders in Talent Management Conference in Vienna, September 2013

1. EMPLOYEE
ENGAGEMENTDorota Raniszewska, excerpts from The Employee
Engagement Training on Global HR Leaders in Talent
Management Conference in Vienna, September 2013

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. 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. 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. Neuroscience of engagement
Engagement involves the central and autonomic nervous
system to maintain the internal attention and rewarding
states – Csikszentmihalyi, 2008

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. 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. 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. 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. 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. 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. 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. 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.

15. --------------------------------------------
Dorota Raniszewska Garden HR
http://gardenhr.com
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