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Employee engagement presentation

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Many research shows that employees who are more than satisfied, are engaged, bring a direct value to the bottom line of an organization.

Cultural chemistry aligns HR Processes to the desired organizational culture to increase employee engagement.

This presentation shows the focus areas and how to implement a strong employee engagement strategy.

Published in: Business, Technology
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Employee engagement presentation

  1. 1. Why Employee Engagement?<br />The Next Generation of <br />Workforce Management<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  2. 2. Why Employee Engagement<br />Organizations that have an high employee engagement have 22% more stakeholder return compared to organizations who have average employee engagement<br />Employee Engagement is directly tied to the success of the business.<br />But why is employee engagement the current buzz word?<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  3. 3. Current generations in the workforce<br />Current thinking originates from different generations in the workforce.<br />1 4% of workforce is older than 65<br />2 http://www.fdu.edu/newspubs/magazine/05ws/generations.htm<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  4. 4. Motivation not driven by money<br />Research from MIT shows:<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  5. 5. Factors that increase employee engagement<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  6. 6. Autonomy<br />Employees at all levels have responsibility<br />Employees make decisions<br />Manager focus on outcome – are coaches<br />Strong relationships - teamwork<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  7. 7. Mastery<br />Being an expert in something<br />Growing skills in this specific area<br />Able to showcase specific knowledge<br />Roles and jobs are clearly defined<br />Strong employee development plan<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  8. 8. “Why are we in business” is understood by all<br />Mission and vision is aligned with this “why”<br />Management walk the talk - ALWAYS<br />Employees can align their work to the V&M<br />Social Responsibility is key<br />Profit motive is attached to purpose motive<br />Purpose<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  9. 9. From Focus to What<br />Autonomy, Mastery & Purpose are the three focus area, when thinking about Employee Engagement. <br />To improve those focus areas an organization can use the combination of these three tools:<br />Leadership<br />Communication<br />Organizational Development<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  10. 10. Focus area’s<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  11. 11. Leadership<br />Defines a clear mission, vision & strategy<br />Communicates the vision clearly and keeps it in front of the employees<br />Communicate with all layers<br />Moves away from assigning a task<br />Communicate success<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  12. 12. Communication<br />Translate vision, mission & strategy in a common language;<br />Communicate with the employees not to the employees;<br />Leadership talk directly to employees<br />Discuss relationship between mission<br />and performed work<br />Keep repeating the messages<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  13. 13. Organizational Development<br />Job descriptions are aligned to organizational goals and explain purpose of the role, skills needed and expected output of the role<br />Career ladders are publicly availalble<br />Employee has a development plan<br />focused on increasing their knowledge<br />and aligned to organizational purpose<br />Measurement of HR ROI is in place<br />Success is celebrated frequently<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  14. 14. From What to how<br />The most difficult part of working on any Organizational Development program is implementing the what’s.<br />At Cultural Chemistry we believe “one size fits all” doesn’t work. Every company has a different culture, following a different road and has different people working. With that every tool should be carefully chosen and adjusted to the specific situation. <br />Here three examples on how to improve employee engagements. If you would like to know how to increase employee engagement. Talk to us!<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  15. 15. © 2011 Cultural Chemistry, LLC All right reserved<br />Leadership: improve appreciation<br />Challenge: Employees don’t feel appreciated.<br />Facts: Owner took employees on free lunches, a boat trip, gave the tools needed when requested. But never explained why he provided the fun and tools. He thought “They just know”. <br />The Solution: Awareness at the owner level around creating appreciation resulted in better communication to the employees. Appreciation efforts where linked to business results. Appreciation and engagement increased.<br />Lesson learned: You can never over communicate. Never assume “they know”, always communicate and link appreciation to business results.<br />
  16. 16. © 2011 Cultural Chemistry, LLC All right reserved<br />Communication: increase buy in to company mission<br />Challenge: To let employee’s buy in to owner’s vision.<br />Facts: the owner has a strong believe in being social responsible and create products that are environmentally friendly and actively invest in community services with his employees. Employees do believe in the quality of the product but don’t believe in the purpose of the company. Many communications send to the employees where cookie cutter and not customized to the organization and its mission.<br />Solution: the owner is being trained on when on how to explain the vision of the organization and to write compelling messages. From that point all communications where written by the owner to increase the validity of the messages. Employees and owner developed core values and employees developed programs to implement the core values in their day to day work.<br />
  17. 17. Organizational Development : hire right<br />Challenge: Reduce Turnover<br />Facts: Within 18 months employees are left on their own terms, or need to be let go. Hiring process is based on skills, only traditional channels are used to approach candidates. Demotivated and underperforming seems to be the main reason to separation.<br />Solution: The recruiting process was overhauled. The job descriptions now include a description of the companies values and requested attitude of any candidates. Hiring managers are trained on how to look for a match in organizational culture and not solely on skills while interviewing candidates. A rigorous reference check closes the gap and confirms the fit with the organization. Increased engagement levels, reduction of turnover and improved productivity are the result.<br />
  18. 18. Overview<br />© 2011 Cultural Chemistry, LLC All right reserved<br />
  19. 19. Cultural Chemistry Organizational Development Redesigned<br />Surf to www.culturalchemistry.com to learn more<br />

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