Employee Engagement

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Employee Engagement- A Roadmap for Optimizing Performance & Driving Commitment

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  • I loved the idea of creating your own ted-x event. I also recommend making your own employee engagement app as tool to share knowledge and pushing a lot of content. there are platforms like http://dronamobile.com available to do that bit.
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  • This chart shows the overall trends in engagement scores, globally and for each region. In 2010, the global engagementscore was 56%, down four percentage points from 60% in 2009. The reason for this decline is primarily due to changesin the regional scores of Asia-Pacific, Europe, and North America. The regional engagement scores in Asia-Pacific, Europe,and North America mirror the global decline. However, the employee engagement scores in Latin America have stayedconsistent over this time period. At the industry level, the financial sector is the main sector across all regions thatattributed to this fall from 2009 to 2010.
  • Global average yr 2008 was 21%
  • StrategyWorld-class organizations develop a formula for success by looking objectively and rigorously at the business problems they face and by focusing on finding the right employees and keeping them engaged.For these organizations, an employee engagement strategy is not only fundamental to the way they do business, it is critical to their success.Accountability and PerformanceThe top-driven companies focus on outcomes. They define and rigorously measure success at every level in the organization. These measurements ultimately help focus each person, team, department, and business unit on driving performance and results. CommunicationWithin the best performing organizations there is a cultural alignment between the employees and the company, paired with a strategic alignment between activities and company goals. These organizations use their corporate communication touch points to reinforce their commitments to employees and customers. DevelopmentAs the struggle for talent intensifies, organizations face a continual challenge to build and grow their leadership capacity. The world’s top-performing companies have comprehensive leader and manager development programs, but they also go one step further — these programs are performance-driven and incorporate a comprehensive succession plan throughout the organization. They make it priorities to not only identify leadership potential, but also to focus intently on the creation of developmental paths for current and future managers and leaders.
  • Explanation
  • Sibson’s definition of engagement was developed using both a qualitative and quantitative analytical approach that was focused on defining what “engagement” means in the context of performance and productivity. The qualitative approach consisted of numerous conversations with business leaders, employees and researchers over the course of the ROW Study. Two attributes of high-performing and productive employees emerged: (1) knowing what to do at work (e.g., understanding the organization’s vision of success and how the employee can contribute to achieving that vision is an underlying factor of performance and productivity and (2) wanting to do the work (e.g., obtaining a sense of satisfaction from the job and work content and being inspired by the organization to perform the work)To provide empirical support for this two-dimensional model, Sibson modified the ROW Study by adding questions about the dimensions of engagement and using existing questions to measure these constructs. Briefly, the ROW model focuses on five elements of rewards, which encompass both financial and non-financial aspects of rewards: affiliation, compensation, benefits, work content and career.
  • Sean Brawley, president and founder of Imaginative Coaching
  • Sean Brawley, president and founder of Imaginative CoachingHigh levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence.
  • High levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence. High levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence.
  • Sean Brawley, president and founder of Imaginative CoachingHigh levels of workforce engagement are achieved when employees understand how to effectively address and overcome both internal and external barriers to success. Managers play a crucial role on facilitating this process because they are charged with creating both a supportive and trusting environment as well as challenging their direct reports to overcome obstacles so they can reach new levels of performance excellence.
  • The overall engagement score has been arrived at based on the first six questions in the questionnaire which are around say, stay and strive. The tool provides for equal weightage across these six questions. The engagement score reflects the percentage of people who have an average score of 4.5 or above on these six questions. For the satisfaction scores on the various drivers of engagement  the score reflects the percentage of employees who have a score of 5 or 6 on the driver question.
  • Employee Engagement

    1. 1. Employee Engagement : Optimizing Performance & Driving Commitment<br />NHRD – 5th August 2011<br />
    2. 2. “Whether you are a CEO or a supervisor, the place to start is yourself. Engagement is contagious. If you are engaged in what you are doing, people pick up your excitement and will want to join you”. <br />2<br />
    3. 3. 3<br />What according to you in Engagement?<br />
    4. 4. What is Engagement<br />Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work.<br />Source Scarlett Surveys<br />An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work and thus will act in a way that furthers their organization's interests<br />Engagement is seen as a positive attitude to the job and it is distinguished from both job satisfaction and commitment. It is more temporary and volatile than commitment, which is a more stable perception.<br /> © Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39<br />4<br />
    5. 5. Employee Engagement is the means or strategy by which an organization seeks to build a partnership between the organization and its employees, such that:<br /> - Employees fully understands and is committed to achieve the organization's objectives, and<br /> - The organization respects the personal aspirations and ambitions of its employees.<br />A definition of a fully engaged employee<br /> - Is intellectually and emotionally bound with the organization<br /> - Gives 100 percent<br /> - Feels passionately about its goals and<br /> - Is committed to live by its values. <br />The employee goes beyond the basic job responsibility to delight the customers and drive the business forward<br />5<br />What is Engagement<br />Source : OPC (UK) Ltd.<br />
    6. 6. 6<br />How Do Experts Look At Engagement?<br />Towers Perrin: ‘Extent to which employees put discretionary effort into their work’ <br />Gallup: ‘Involvement with & enthusiasm for work’ <br />Hewitt: ‘Intellectually & emotional commitment to the organization’ <br />Sibson: Knowing what to do at work and wanting to do at work<br />Hay Group: ‘stimulating employees’ enthusiasm for their work and directing it toward organizational success’ <br />
    7. 7. “Work and the worker do not have to be in the same location”<br />Example: Tele – Medicine & Surgery<br />7<br />
    8. 8. Hewitt Model Of Engagement<br />STRIVE<br />STAY<br />SAY<br />Behavior:<br />engaged employees exert extra effort and engage in behaviors that contribute to business success<br />EOS Questions:<br /><ul><li>This organization inspires me to do my best work every day
    9. 9. This organization motivates me to contribute more than is normally required to complete my work</li></ul>Behavior:<br />engaged employees have an intense desire to be a member of the organization<br />EOS Questions:<br /><ul><li>It would take a lot to get me to leave this organization
    10. 10. I rarely think about leaving this organization to work somewhere else</li></ul>Behavior:<br />engaged employees consistently speak positively about the organization to co–workers, potential employees and customers<br />EOS Questions:<br /><ul><li>Given the opportunity, I tell others great things about working here
    11. 11. I would not hesitate to recommend this organization to a friend seeking employment</li></ul>8<br />
    12. 12. 9<br />Global Engagement Trends<br />In Aon Hewitt’s global engagement research from 2008 to 2010 includes 6.7 million employees and represents more than 2,900 organizations.<br />The overall global average employee engagement score is 56% in 2010, down from 60% in 2009. The 4 percentage-point change is due to regional score changes in Asia-Pacific, Europe, and North America<br />Top 3 engagement drivers are career opportunities, brand alignment, and recognition<br />Source : Aon Hewitt<br />
    13. 13. 10<br />Percent of Organization with an Increase or Decrease in Engagement<br />The connection between employees and organizations has been strained. The change can be attributed to the economic climate; however, there are organizations that continue to improve engagement and create success during these challenging times.<br />Source : Aon Hewitt<br />
    14. 14. 11<br />What Engagement Drivers Motivate Employees<br />Source : Aon Hewitt<br />
    15. 15. Only 36% of the workforce in India is engaged<br />Source: Towers Watson Global Workforce Survey, 2008<br />12<br />
    16. 16. Employee Engagement holds a very important position, few key benefits include: <br />Better Performance - Engaged employees work smarter, not harder. They keep looking for ways to improve performance at their workplace. This means more sales, lower costs, better quality and innovative products.<br />Better Communication - Engaged employees communicate – they share information with colleagues, they pass on ideas, suggest and advice and they speak up for the organization. This leads to better performance, greater innovation and happier customers.<br />Greater Customer Satisfaction – Engaged employees go out of their way to meet customers’ needs. Customers aren’t slow to notice and this leads to higher levels of repeat business, at a good cost.<br />13<br />Why Engagement<br />
    17. 17. Better Team Working - Employee engagement is about increasing the employees connection with the principles, strategies, processes, culture and purpose of the organization. It is a matter of commitment and encouragement. It is a matter of focusing on business results, and the employees having a clear sense of responsibility for delivering on the business agenda.<br />Greater Commitment - Engaged employees care about the future of the organization they work for, they feel proud to work for their company and they get on better each day with their colleagues.<br />Lower Employee Turnover and Greater Ability to Recruit Great People – Higher engagement leads to low attrition, they actively seek out new people who they believe can help the company get even better.<br />14<br />Why Engagement<br />
    18. 18. 15<br />Gallup Study : Importance of Employee Engagement on Organization Economics<br />What the best organizations do differently?<br />Strategy <br />Accountability & Performance<br />Communication<br />Development <br />Source : Gallup Inc. Employee Engagement Overview<br />
    19. 19. Strategy - World-class organizations develop a formula for success by looking objectively and rigorously at the business problems they face and by focusing on finding the right employees and keeping them engaged. For these organizations, an employee engagement strategy is not only fundamental to the way they do business, it is critical to their success.<br />Accountability & Performance - The top-driven companies focus on outcomes. They define and rigorously measure success at every level in the organization. These measurements ultimately help focus each person, team, department, and business unit on driving performance and results.<br />Communication - Within the best performing organizations there is a cultural alignment between the employees and the company, paired with a strategic alignment between activities and company goals. These organizations use their corporate communication touch points to reinforce their commitments to employees and customers.<br />16<br />Gallup Study : Importance of Employee Engagement on Organization Economics<br />
    20. 20. Development - As the struggle for talent intensifies, organizations face a continual challenge to build and grow their leadership capacity. The world’s top-performing companies have comprehensive leader and manager development programs, but they also go one step further — these programs are performance-driven and incorporate a comprehensive succession plan throughout the organization. They make it a priority to not only identify leadership potential, but also to focus intently on the creation of developmental paths for current and future managers and leaders.<br />17<br />Gallup Study : Importance of Employee Engagement on Organization Economics<br />
    21. 21. Work<br /><ul><li>Work
    22. 22. Resources
    23. 23. Processes </li></ul>People<br /><ul><li>Senior Leadership
    24. 24. Manager
    25. 25. Coworkers
    26. 26. Customers</li></ul>Total Rewards<br />Opportunities<br /><ul><li>Career Opportunities
    27. 27. Learning & Development
    28. 28. Pay
    29. 29. Benefits
    30. 30. Recognition</li></ul>Company Practices<br />Quality of Life<br /><ul><li>Policies & People Practices
    31. 31. Performance Assessment
    32. 32. Company Reputation
    33. 33. Work Life Balance</li></ul>Hewitt: Engagement Framework : Six Categories to Drive Engagement<br />Engagement<br />18<br />
    34. 34. 19<br />Aon Hewitt : Engagement Model<br />The Engagement Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance. Another key premise of the Engagement Model is that the Engagement Drivers are interrelated; they do not operate in isolation.<br />Source : Aon Hewitt<br />
    35. 35. 20<br />Sibsons Engagement Framework<br />Source : Sibson <br />
    36. 36. Employee engagement approaches for new employees<br /> · The right person at the right position and giving them a realistic job preview<br /> · A strong induction and orientation program<br /> · Rigorous training and development, from technical to soft skills to leadership development<br /> program<br /> · Regular technical/soft-skill updates.<br /> · Certification programs to drive people towards excellent performance<br />Employee engagement approaches for all employees<br />· Communications activities<br /> · Reward schemes<br /> · Activities to build the culture of the organization<br /> · Team building activities<br /> · Leadership development activities<br />21<br />Methods of engaging employees – from entry to exit<br />
    37. 37. Communications activities<br /> · Communication forums to provide regular feedback to all people, including team meetings &<br /> conferences.<br /> · In-house magazines<br /> · On-line communications, including discussion boards and blogs by company personnel <br /> including senior management<br /> · Monthly updates on corporate goals and directions<br /> · Regular employee opinion and satisfaction surveys<br /> · Active soliciting of employee feedback, including opinions<br />Reward schemes<br /> · Compensation and benefit programs<br /> · Stock ownership and profit sharing<br /> · Recognition programs<br /> · Idea collection schemes linked to rewards for idea generation<br /> · Long service and good performance awards<br />22<br />Methods of engaging employees – from entry to exit<br />
    38. 38. Activities to develop the culture of the organization<br /> · Clear and humane HR policies<br /> · Pro-social corporate objectives and Corporate Social Responsibility<br /> · Equal opportunities policies and practices<br /> · Initiatives to maintain the quality of work life and a balance between personal/professional <br /> lives<br /> · Developing a safe, clean and inspiring work environment<br /> · Demonstrating a commitment to employees’ well being<br />Team building activities<br /> · Team recreational activities, such as bowling, skating, trips to the cinema (or the pub!)<br /> · Social activities, such as family gatherings and barbeques<br /> · Community outreach activities such as volunteering and fund-raising.<br />23<br />Methods of engaging employees – from entry to exit<br />
    39. 39. Leadership development activities<br />· Effective Leadership<br />· Effective Performance Management<br />· Fair evaluation of performance<br />· Empowerment through effective delegation<br />· Coaching and mentoring activities to give honest feedback by supervisors and peers<br />· An open and transparent culture to empower people and develop entrepreneurs<br />24<br />Methods of engaging employees – from entry to exit<br />
    40. 40. Managers Role in Driving Engagement<br />Be cautious of <br /> ‘Pygmalion Effect’…<br />Use ‘Oh Yes’ attitude & council ‘Oh No’ attitude!<br />HR cannot do it all !<br />Managers play a critical role<br /> in internal branding<br />What they can do every day to build and sustain employee engagement<br />Managers must be committed and must think through…<br />Identify your peoples week areas and develop them…<br />Coach your people!<br />Mangers should select right talent, look into past work history & achievement levels !!!<br />Managers are a step ahead in knowing their people than HR …<br />Make New Joiners feel ‘Valued’ by personal touch to help smoothly merge in teams …<br />Communicate clear Goals …<br />Conduct Regular Reviews !<br />
    41. 41. Brawley believes, “ To ensure long – term success, Managers need to learn, to Coach and<br />Develop their staff.”<br />26<br />Managers Role in Driving Engagement<br />Sean Brawley’s employee performance equation <br />
    42. 42. Recruit & Select the Right Talent for Right Position:<br />Managers should look into : <br />Candidates relevant work history, should brainstorm to gauge the facts.<br />Candidates relevant experience should match with the current level of position.<br />Should review the past achievement levels and match it with current requirement.<br />Should gauge the candidates willingness & flexibility to merge with the culture.<br />Pick ‘Oh Yes’ attitude candidates during hiring as the new hires today will become team members for next new hires. <br />27<br />How Managers can Drive Engagement?<br />
    43. 43. Coaching:<br />Coaching is a communication process that develops awareness, personal accountability andtrust. It<br />facilitates individuals’ and teams’ learning and performance and creates meaningfulexperiences in<br />theworkplace.<br />Two primary skills of the ‘Coaching’ process:<br />Listening: The coach listens attentively and openly to employees’ concerns and feedback.<br />Questioning: Rather than giving advice or telling employees what to do, the coach asks a range of questions that get at the core of the issue. Through the questioning process, employees identify their own conclusions and develop solutions based on the answers they give.<br />If you have Super Starts in ‘Oh No’ category, council them for better results.<br />28<br />How Managers can Drive Engagement?<br />
    44. 44. Communicating Clear Objectives:<br />WhenManagers get his list of annual objectives, he can follow two approaches:<br />Devise his own plan and distribute tasks accordingly.<br />Managers can communicate the years objectives to his team, ask for their suggestions and feedbacks and then work with them to formulate a strategy and delegate responsibility.<br /><ul><li>In the first approach, managers “tell” employees what to do. In the second approach, managers “coach” employees to develop optimal solutions and are almost surprised at the results.
    45. 45. When employees are more involved in the goal setting process and have a say in how they will contribute, they typically exhibit greater creativity and are willing to be more accountable for achieving their goals.</li></ul>29<br />How Managers can Drive Engagement?<br />
    46. 46. Team Developing Initiatives:<br />With the work reviews,Managers should identify the strengths and weaknesses of their team<br /> membersand initiate development activities like: <br />Recommend for Project specific trainings<br />Guidance for technical certifications which adds to individual and project success.<br />Nominate for Soft Skill Training Programs <br />Motivate to participate in Employee engagement initiatives and knowledge initiatives like : Cynosure, Eloquent Infotechie<br />Fare distribution of work load and ensuring work – life balance<br />Supports and encourages team members to share their point of opinion <br />30<br />How Managers can Drive Engagement?<br />
    47. 47. ‘Pygmalion Effect’ :<br />"The way managers treat their subordinates is subtly influenced by what they expect of them," <br />- Livingston <br />Managers behavior modulates their team performance – what you believe about your people is what they will turn out to be.<br />The Pygmalion effect enables staff to excel in response to the manager’s message that they are capable of success and expected to succeed.<br />Can you imagine how performance will improve if your supervisors communicate positive thoughts about people to people? If the supervisor actually believes that every employee has the ability to make a positive contribution at work, the telegraphing of that message, either consciously or unconsciously, will positively affect employee performance.<br />31<br />How Managers can Drive Engagement?<br />
    48. 48. Know your employees<br />The More you Care, the More will They<br />Meaningful Work – The Work Itself Motivates<br />Develop Commitment<br />Manage Expectancies – “The Expectancy Manager”<br />Challenging but achievable Goals<br />Build Willpower <br />Transparency – Transparency in any work holds a very important position. Associates are very keen and hold a right to know whatever is happening in the organization and what their efforts means to the authority. This means the top management has to be on toes and share all the information with their team members and subordinates.<br />32<br />Role of Top Management <br />
    49. 49. Role Model – The top management plays a very important role as being the idol for the associates. They need to walk on the path before telling others to follow.<br />High Performers Club - An internal pool of extraordinary talent who can occupy leadership positions across the globe helping meet our future growth requirements. For this we provide them learning and career advancement opportunities through Structured Conceptual Inputs, Cross-functional Assignments, Knowledge-sharing Sessions, Cross-functional Exposure and Job enrichment. <br />Fast Track Program - Fast Track Program is designed to retain the high potential associates from Tier-I institutes like IIT’s, IIM’s, ISB etc. who are the key contributors towards influencing, motivating, and attaining new business lines & growths, achieving the desired effectiveness and success of the organization.<br />33<br />Role of Top Management <br />
    50. 50. Start CEO scheduled online chat sessions<br />Senior leader blog/or company blog<br />Leaders Create a Facebook fan page for your employer brand<br />Twitter and Facebook for recruiting<br />Use Wikis<br />Use Foursquare or any location based social media <br />YouTube Channel<br />Collaborate in the cloud<br />Social intranet<br />Virtual worlds<br />34<br />Employee Engagement using Social Media <br />
    51. 51. 35<br />Measuring Engagement : Hewitt Methodology<br />
    52. 52. My Manager Engagement Index is an anonymous questionnaire conducted wherein the subordinates give feedback to their Managers on various aspects related to the way they were managed. The genesis of this study was the realization that the main motivators for engagement is the relationship between the manager and his team member. <br />The survey is expected to be filled up by all employees and “Coaching for Engagement” sessions to organize for Managers to gave the people manager tips on how coaching skills could be used in day to day interactions to enhance engagement levels. <br />36<br />Tools to Measure Engagement Index<br />MyManager Connect Survey<br />
    53. 53. The Gallup Q12 is a survey designed to measure employee engagement. The instrument was the<br />result of hundreds of focus groups and interviews. Researchers found that there were 12 key<br />expectations, that when satisfied, form the foundation of strong feelings of engagement.<br />Comparisons of engagement scores reveal that those with high Q12 scores Exhibit lower turnover,<br />higher sales growth, better productivity, better customer loyalty and other manifestations of<br />superior performance. <br />The engagement index slots people into one of three categories:<br />Engaged employees work with passion and feel a profound connection to their company. They<br />drive innovation and move the organization forward.<br />Not-Engaged employees are essentially “checked out.” They are sleepwalking through their<br />workday. They are putting in time, but not enough energy or passion into their work.<br />Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.<br />37<br />Gallup Study – Q12<br />
    54. 54. Do you know what is expected of you at work? <br />Do you have the materials and equipment you need to do your work right? <br />At work, do you have the opportunity to do what you do best every day? <br />In the last seven days, have you received recognition or praise for doing good work? <br />Does your supervisor, or someone at work, seem to care about you as a person? <br />Is there someone at work who encourages your development? <br />At work, do your opinions seem to count? <br />Does the mission/purpose of your company make you feel your job is important? <br />Are your associates (fellow employees) committed to doing quality work? <br />Do you have a best friend at work? <br />In the last six months, has someone at work talked to you about your progress? <br />In the last year, have you had opportunities at work to learn and grow?<br />38<br />The Gallup – Q12<br />
    55. 55. We at Infotech engage our associates right from the day he or she becomes a part of our family till the time we bid adieu to them for a better future. We constantly schedule and implement different ‘innovative’ engagement initiatives by which we try to delight our associates and retain them for a long journey with ourselves. We make sure that the associate participation for all our initiatives is cent percent because each associate holds an important position for us and it is our responsibility to engage them. In all our initiatives we keep our Vision statement in mind, which states, “Delivering Innovative solutions together for a better future”. It is very essential to be innovative in all our practices and promote team work. <br />39<br />Methods of Engaging associates at Infotech <br />
    56. 56. Thank you <br />40<br />

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