Employee Engagaement And Organizational Competitiveness By Emeka Anazia

Enhancing Organizational
Competitiveness and
Sustainability through
Employee Engagement
________________________________________________________

Emeka Anazia, ACIPM, MITD
Head, Learning and Development
Chartered Institute of Personnel Management of Nigeria

emeka.anazia@gmail.com;
emeka.anazia@gmail.com; 234 (0) 802 314 6630; (0)813 115 0400

GROUND RULES

 Mobile phones: off / vibrate
 One voice
 No wrong answers – different perspectives
and assumptions
 Sanctions?
 Enforcer?


 Is your organization a
great place to work for?

 Why/Why not?


DISCUSSION OUTLINE

1. Fundamental Beliefs

2. The Business Case
Case

3. Barriers to Engagement

4. Engagement Drivers

5. Moving the Engagement Needle

Conclusion

INTRODUCION
Engagement: what?

“The extent to which employees
commit to something or someone in
the organization, and how long they stay
as a result of that commitment


FUNDAMENTAL BELIEFS

 Engagement is the primary
enabler of successful
execution of any business strategy

 Engagement is not a short-term
short-
initiative.

FUNDAMENTAL BELIEFS

 Engagement must be driven from
the top.

 One of the best ways to have highly
engaged employees is to hire them!

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.

FUNDAMENTAL BELIEFS

 Engagement means reaching the
heart

Business Case for EE

Q: Do you think any correlation
exists between employee
engagement and business
results?


A: Yes!!! – Positive Correlation
1. Better Financial performance
2. Improved Customer service
3. Improved shareholders value
4. Improved operating income and
net income growth
5. Lower sickness absence


6. Lower turnover rate
7. Reduced Quality errors
8. Improved Organisational brand
9. Improved operating income and
net income growth
10. Lower absence rate

7 Barriers to Engagement

1. Post hire shock - The job or workplace
was not as expected

2. Mismatch between job and person.

3. Too little coaching and feedback
4. Few growth and advancement
opportunities

7 Barriers to Engagement

5. devalued and
Feeling
unrecognized
6. Stress - overwork and work-life
imbalance. “doing more with less"

7. Loss of trust and confidence in
senior leaders

Engagement Drivers

1. Employee Relationship with supervisor

2. Good quality Line management

3. 2-way open communication

4. Effective cooperation within the
organization

5. Focus on employee development

Engagement Drivers

6. Commitment to Employee well-being

7. Fairness in relation to rewards

8. Harmonious working relationship

9. Clear, accessible HR policies and
practices

Moving The Engagement
Needle

MAPP
1. Measure

2. Analyze

3. Plan

4. Perform

Needle

1. Measure
 Start by establishing a baseline
 Develop an annual engagement survey


Needle

2. 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.


Needle

3. Plan
 Identify
 Areas to focus on
 Goals
 Involve employees in developing an action
plan
 employees at all levels.

Needle

 Include in your plan
 Sponsorship
 change management
 training, communications
 key measures
 The tactical plan for actually implementing your
goals.

Needle

3. 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)

Employee Engagement &
Organizational Competitiveness

Engagement,
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.


Employee Engagement &
Organizational Competitiveness

 Other benefits include:
 higher levels of innovation
 more employees advocating
their organization
 lower rates of absenteeism
 employee well-being
well-

QUESTIONS
&
ANSWERS


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

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.

contact
Emeka Anazia, ACIPM, MITD
Head, Learning & Development
Chartered Institute of Personnel Management
of Nigeria

emeka.anazia@gmail.com
234 (0)802 314 6630
234 (0)813 115 0400


Employee Engagaement And Organizational Competitiveness By Emeka Anazia

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