2. How can we empower
employees to choose
‘engaged’ in the
workplace?
3. How an organization views
the definition of employee
engagement can greatly
impact on the success of
strategies put in place to
improve it.
4. The Benefits of Engagement
are clear
HR and Business Leaders understand
that the engagement of the workforce
brings significant
• Financial
• Business and
• Health benefits
For both the employer and the employee
5. To reap these benefits,
is it time to take a new
look at how we define
employee engagement
10. Do these definitions go far
enough in helping us decide
how to achieve improved
engagement?
11. At etimes2 our key motto is
‘etimes2 does more’. So
we wanted a more practical
definition focusing on the
early stages of employee
engagement
12. But what is the etimes2
definition of employee
engagement and how have
we used it to develop our
engagement software?
13. etimes2 definition is clear
and simple yet powerful
Employee Engagement:
An Outcome and a Choice
14. Employee Engagement is an
outcome of the individual
employee’s experiences to
date in his/her current job
which then informs a choice
made by the employee to
either engage or disengage
16. Engaged or Disengaged?
Whether an employee is engaged or disengaged
is a personal matter.
It is a result of an individual’s
• Workplace history
• His/ her interactions with their
– Direct line manager/ Senior management/
Colleagues/ peers
• Workplace relationships
• Everything that has happened from day 1
•
17. The history of these
experiences will ultimately
decide whether a person is
engaged or disengaged
18. Learned Behaviors
As employees, we learn whether
• Our opinions and suggestions
are listened to and valued
• Our efforts are seen
•
19. These lessons that an
employee encounters on
a daily basis develops
his/her efficacy at work
21. Efficacy is how we
perceive thing will turn
out for us – well or badly
22. When a person’s experiences
within an organization are
negative, his/ her efficacy will
be negative and anything tried
by management will be viewed
will suspicion
23. Now for the 2nd Part
Employee Engagement: A
Choice
24. This is the other side of the
‘discretionary effort’ coin
25. Engaged employees choose
to give ‘discretionary effort’.
That choice has been driven
by his/ her experience and
history with the employer.
26. Disengaged employees make
a different choice. Their
choice will be to avoid the
experiences that cause
negative emotions.
27. Example
Mary feels her opinion is never
listened to or valued:
• She may choose not to offer her opinion
even when sought
• She has learned from her past
experiences
• She will choose behavior to avoid the
negative emotion
•
35. Cultivate the Ground
• Pay attention to the individual employee
• Gradually amend learned behavior
• ‘Chip away’ at perceptions that ‘there is
little in this for me’ to ‘you know, this
might work out OK for me’
• Perception won’t be changed quickly
• Each step will bring significant return
•
37. 4 step Employee
Engagement Process
Etimes2 employee engagement platform
applies the 4 step employee engagement
process
1. Starting with the individual
2. Building engagement through the team
3. Through to the direct line managers
4. Finally to corporate level
38. Summary
To improve employee
engagement, we must cultivate the
ground by working with each
individual employee to provide a
welcoming bed for the seeds to
take root
40. Summary
And then provide the water
(support/ training/ recognition) to
the team and manager levels to
nurture and nourish the seeds
while they take root and grow into
an engaged workforce.
41. What is your organization
doing to empower your
employees to choose
engaged?
42. What is your organization
doing to cultivate the
ground receiving your
engagement seeds
44. Nigel McPolin is the creator and founder
of Etimes2, an Engagement Building
Platform that drives sustained behavior,
engagement and performance
throughout the organization.
Visit www.etimes2.com for more
information and a free trial