Enhancing Organizational    Competitiveness and   Sustainability through   Employee Engagement    ________________________...
GROUND RULES Mobile phones: off / vibrate One voice No wrong answers – different perspectives  and assumptions Sanctio...
emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
 Is your organization agreat place to work for?     Why/Why not?    emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813...
DISCUSSION OUTLINE1. Fundamental Beliefs2. The Business Case                Case3. Barriers to Engagement4. Engagement Dri...
INTRODUCION     Engagement: what?“The extent to which employees commit to something or someone inthe organization, and how...
INTRODUCION     Engagement: what?“The extent to which employees commit to something or someone inthe organization, and how...
FUNDAMENTAL BELIEFS Engagement is the primary enabler of successful execution of any business strategy Engagement is not...
FUNDAMENTAL BELIEFS Engagement must be driven from the top. One of the best ways to have highly engaged employees is to ...
FUNDAMENTAL BELIEFS Engagement is all about fit. Employee’s immediate leader  impacts most, the state of engagement Eng...
FUNDAMENTAL BELIEFS Engagement means reaching the heart
Business Case for EEQ: Do you think any correlation    exists between employee   engagement and business            results?
Business Case for EE A: Yes!!! – Positive Correlation   1. Better Financial performance   2. Improved Customer service  3....
Business Case for EE        6. Lower turnover rate     7. Reduced Quality errors8. Improved Organisational brand9. Improve...
7 Barriers to Engagement1. Post hire shock - The job or workplace     was not as expected2. Mismatch between job and perso...
7 Barriers to Engagement5.         devalued and     Feeling     unrecognized6. Stress - overwork and work-life     imbalan...
Engagement Drivers1. Employee Relationship with supervisor2. Good quality Line management3. 2-way open communication4. Eff...
Engagement Drivers6. Commitment to Employee well-being7. Fairness in relation to rewards8. Harmonious working relationship...
Moving The Engagement          NeedleMAPP1. Measure2. Analyze3. Plan4. Perform             emeka.anazia@gmail.com; 234 (0)...
Moving The Engagement            Needle1. Measure   Start by establishing a baseline   Develop an annual engagement surv...
Moving The Engagement                Needle2. Analyze: Ask questions       How do we compare with other companies in our ...
Moving The Engagement                Needle3. Plan       Identify        Areas to focus on        Goals Involve employ...
Moving The Engagement             Needle Include in your plan     Sponsorship     change management     training, comm...
Moving The Engagement                Needle3. Perform       Execute your plan and measure results       Not a HR affair ...
Employee Engagement &Organizational CompetitivenessEngagement,can be a key to unlocking productivity and    to transformin...
Employee Engagement &Organizational Competitiveness Other benefits include:  higher levels of innovation  more employee...
QUESTIONS      &   ANSWERSemeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
CONCLUSION Very challenging and chaotic times for organizations as well as individuals Organizations needs to achieve co...
CONCLUSION It is a particularly appropriate time for  reflecting: What do people want and need most from  their work? H...
contact       Emeka Anazia, ACIPM, MITD      Head, Learning & DevelopmentChartered Institute of Personnel Management      ...
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Employee Engagaement And Organizational Competitiveness By Emeka Anazia

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Employee Engagement, Great Workplaces, Organizational Sustainability, Organizational Competitiveness, Head of Learning and Development, Chartered Institute of Personnel Management of Nigeria, Alumnus Haggai Institute of Advanced Leadership Studies, Singapore, United Nations Institute, Malta,

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Employee Engagaement And Organizational Competitiveness By Emeka Anazia

  1. 1. Enhancing Organizational Competitiveness and Sustainability through Employee Engagement ________________________________________________________ Emeka Anazia, ACIPM, MITD Head, Learning and DevelopmentChartered Institute of Personnel Management of Nigeria emeka.anazia@gmail.com; emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  2. 2. GROUND RULES Mobile phones: off / vibrate One voice No wrong answers – different perspectives and assumptions Sanctions? Enforcer? emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  3. 3. emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  4. 4.  Is your organization agreat place to work for?  Why/Why not? emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  5. 5. DISCUSSION OUTLINE1. Fundamental Beliefs2. The Business Case Case3. Barriers to Engagement4. Engagement Drivers5. Moving the Engagement Needle Conclusion
  6. 6. INTRODUCION Engagement: what?“The extent to which employees commit to something or someone inthe organization, and how long they stay as a result of that commitment emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  7. 7. INTRODUCION Engagement: what?“The extent to which employees commit to something or someone inthe organization, and how long they stay as a result of that commitment emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  8. 8. FUNDAMENTAL BELIEFS Engagement is the primary enabler of successful execution of any business strategy Engagement is not a short-term short- initiative.
  9. 9. FUNDAMENTAL BELIEFS Engagement must be driven from the top. One of the best ways to have highly engaged employees is to hire them!
  10. 10. FUNDAMENTAL BELIEFS Engagement is all about fit. Employee’s immediate leader impacts most, the state of engagement Engagement measurement is crucial, but only a small part of winning the battle.
  11. 11. FUNDAMENTAL BELIEFS Engagement means reaching the heart
  12. 12. Business Case for EEQ: Do you think any correlation exists between employee engagement and business results?
  13. 13. Business Case for EE A: Yes!!! – Positive Correlation 1. Better Financial performance 2. Improved Customer service 3. Improved shareholders value4. Improved operating income and net income growth 5. Lower sickness absence
  14. 14. Business Case for EE 6. Lower turnover rate 7. Reduced Quality errors8. Improved Organisational brand9. Improved operating income and net income growth 10. Lower absence rate
  15. 15. 7 Barriers to Engagement1. Post hire shock - The job or workplace was not as expected2. Mismatch between job and person.3. Too little coaching and feedback4. Few growth and advancement opportunities emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  16. 16. 7 Barriers to Engagement5. devalued and Feeling unrecognized6. Stress - overwork and work-life imbalance. “doing more with less"7. Loss of trust and confidence in senior leaders emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  17. 17. Engagement Drivers1. Employee Relationship with supervisor2. Good quality Line management3. 2-way open communication4. Effective cooperation within the organization5. Focus on employee development emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  18. 18. Engagement Drivers6. Commitment to Employee well-being7. Fairness in relation to rewards8. Harmonious working relationship9. Clear, accessible HR policies and practices emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  19. 19. Moving The Engagement NeedleMAPP1. Measure2. Analyze3. Plan4. Perform emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  20. 20. Moving The Engagement Needle1. Measure Start by establishing a baseline Develop an annual engagement survey emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  21. 21. Moving The Engagement Needle2. Analyze: Ask questions How do we compare with other companies in our industry? How do our employees compare across job levels? What attributes of engagement is our company strong in? Weak in? Conduct employee focus groups as part of the analysis process.  additional meaning  richness to your analysis  opportunity to further engage employees in the process. emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  22. 22. Moving The Engagement Needle3. Plan Identify  Areas to focus on  Goals Involve employees in developing an action plan  employees at all levels. emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  23. 23. Moving The Engagement Needle Include in your plan  Sponsorship  change management  training, communications  key measures  The tactical plan for actually implementing your goals. emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  24. 24. Moving The Engagement Needle3. Perform Execute your plan and measure results Not a HR affair - All divisions aboard!  accountability for employee engagement  commitment  engagement goals (corporate goals). Inspect what you expect Develop and engagement scorecard  Senior Management periodic review (@ least quarterly) emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  25. 25. Employee Engagement &Organizational CompetitivenessEngagement,can be a key to unlocking productivity and to transforming the working lives of many people for whom Monday morning is an especially low point of the week. emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  26. 26. Employee Engagement &Organizational Competitiveness Other benefits include:  higher levels of innovation  more employees advocating their organization  lower rates of absenteeism  employee well-being well- emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  27. 27. QUESTIONS & ANSWERSemeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  28. 28. CONCLUSION Very challenging and chaotic times for organizations as well as individuals Organizations needs to achieve competitiveness Individuals needs for achieving a greater sense of career resiliency as well as balance, purpose and meaningfulness in their lives emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  29. 29. CONCLUSION It is a particularly appropriate time for reflecting: What do people want and need most from their work? How organizations can impact people accordingly  through their management and employment practices  ultimately, impact organizational results and competitiveness. emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400
  30. 30. contact Emeka Anazia, ACIPM, MITD Head, Learning & DevelopmentChartered Institute of Personnel Management of Nigeria emeka.anazia@gmail.com 234 (0)802 314 6630 234 (0)813 115 0400 emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400

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