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Employee Engagement

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If you don't act now, you have nothing to offer

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Employee Engagement

  1. 1. Employee Engagement: If You Don’t Act Now, You Have Nothing to Offer
  2. 2. The culture of employee engagement has changed as we know it. HAVE YOU HEARD?
  3. 3. WHAT IS EMPLOYEE ENGAGEMENT?
  4. 4. The modern workforce asks for strong leadership, values, and progression opportunities. IT’S ABOUT NURTURING THE RELATIONSHIP YOU HAVE WITH YOUR EMPLOYEES.
  5. 5. THEY ASKED, SO WE DELIVERED.
  6. 6. We commissioned Kantar TNS to identify the main drivers of engagement by conducting 4,706 interviews in 20 countries. All respondents were from companies with 250 or more employees.
  7. 7. We mined through the thoughts, opinions, and experiences of our respondents, and integrated that feedback into a comprehensive map featuring all of the factors that come together to shape and influence employee engagement today. THEN, WE LISTENED CLOSELY:
  8. 8. DRUM ROLL, PLEASE.
  9. 9. a whole new way to visualize and understand engagement to better assess your employees needs. INTRODUCING THE EMPLOYEE ENGAGEMENT MODEL,
  10. 10. ENGAGEMENT ROLE COMMITMENT WELLBEINGLEADERSHIP VALUES REWARD PROGRESSION WORKFORCE EXPERIENCE PERFORMANCE ONBOARDING DEVELOPMENT
  11. 11. It’s important to understand that very few factors directly influence engagement. In reality, each factor that drives engagement has a complex network of other influencers. The thickness of each linkage shows the impact each factor has on another. ENGAGEMENT ROLE COMMITMENT WELLBEINGLEADERSHIP VALUES REWARD PROGRESSION WORKFORCE EXPERIENCE PERFORMANCE ONBOARDING DEVELOPMENT
  12. 12. DON’T FRET! WE KNOW IT’S A BIT OF AN EYE-CHART, BUT LET’S BREAK IT DOWN TOGETHER.
  13. 13. Simply put, leaders set the tone for the entire organization. AT THE HEART OF THE ENGAGEMENT MODEL IS LEADERSHIP.
  14. 14. BUT THEY MUST STILL FIND THE TIME TO INSPIRE CONNECTIVITY WITHIN THEIR WORKFORCE. We get it. Leaders have busy schedules.
  15. 15. Is always approachable Offers guidance Welcomes regular communication THE IDEAL LEADER…
  16. 16. It could be a welcome letter or a prerecorded video distributed to new hires, but just remember, a little bit goes a long way. BE CREATIVE WHEN FINDING WAYS TO BE ACCESSIBLE TO YOUR EMPLOYEES.
  17. 17. THE IDEAL LEADER IS ALSO SOMEONE WHO EQUIPS THE WORKFORCE WITH TOP TOOLS AND TECHNOLOGY.
  18. 18. THIS NEEDS TO CHANGE. THIS NEEDS TO CHANGE. Right now, a meager 39% say their organization uses online, collaborative learning tools to fuel development. 39%
  19. 19. After all, the digital employee experience is the backbone of the Employee Engagement Model since deploying new technology provides essential support for many factors that drive both development and engagement. GOAL
  20. 20. • Defining good performance by being available for must-have performance conversations • Promoting role effectiveness by aligning jobs with business goals • Establishing development plans right from the start so employees know they can grow LEADERS PLAY A KEY ROLE IN:
  21. 21. 41% Just 41% of the employees polled stated that their onboarding process set them up for success in their jobs. Engagement efforts need to begin on day one to ensure the workforce’s productivity and development. WE MEAN IT—START THOSE DEVELOPMENT PLANS RIGHT AWAY.
  22. 22. AND LET’S NOT FORGET REWARDS!
  23. 23. 36% WITH ONLY 36% OF THE RESPONDENTS FEELING REWARDED FAIRLY FOR THEIR PERFORMANCE, IT’S TIME TO CONSIDER OTHER OPTIONS.
  24. 24. Plant the seed for long-term employee engagement by offering bonuses, non-flexibility perks, time off, and one-time special payments. REMEMBER, REWARDS CAN EXTEND FAR BEYOND A PAYCHECK.
  25. 25. YOU’LL REAP WHAT YOU SOW: YOUR EMPLOYEES WILL FEEL ENGAGED SO LONG AS THEY FEEL LIKE THEY ARE BEING COMPENSATED FAIRLY.
  26. 26. And if effective leadership is at the heart of the employee engagement model, then aligning the organization to the employee’s culture and values is what keeps the heart beating.
  27. 27. People crave congruence between the organization’s values and their own. it’s even more important than pay levels.
  28. 28. AVOID A CODE RED! Without honoring the culture and values of the employees, your organization is bound to flat line.
  29. 29. SO, YOU’VE HAD A TASTE OF THE MODEL. YOU’VE GOT A GLIMPSE INTO THE THEORIES. NOW IT’S TIME TO TAKE SOME REAL ACTION.
  30. 30. Start by making employee wellbeing a top priority. We may sound like a broken record, but this is a tune that needs to be sung.
  31. 31. You can do this by creating a strong, consistent workplace culture, providing everyone with the same development opportunities, and linking performance to reward. WE LIKE THE SOUND OF THAT.
  32. 32. But do remember that it takes two to tango: Communication and feedback on performance should be an “always on” process for both the employee and the manager. DON’T FORGET TO KEEP EVERYONE IN CONTACT WITH THEIR MANAGERS. IT’S THE SAME OLD SONG AND DANCE!
  33. 33. WORK TO KEEP JOB ROLES BUSINESS-FOCUSED AND THE DEVELOPMENT GOAL-FOCUSED. FOR BOTH THE COMPANY AND THE EMPLOYEES.
  34. 34. DON’T DATE YOURSELF. WITHOUT UPDATED TECHNOLOGY, YOUR WORKFORCE IS LESS LIKELY TO BE ENGAGED. CURRENT TARGET
  35. 35. Meet expectations and make the most of digital experiences throughout the employee lifecycle by providing them with the same opportunities to use the technology that they use every day outside of work.
  36. 36. A POSITIVE DIGITAL EMPLOYEE EXPERIENCE PROVIDES YOUR WORKFORCE WITH THE OPPORTUNITY TO SHARE KNOWLEDGE AND WORK COLLABORATIVELY—EVEN FROM GREAT DISTANCES.
  37. 37. We know you are ready to build a lasting, effective culture of engagement in your business because you’ve been talking about this for quite some time now. But now it’s time for a little less conversation, and a lot more action. TODAY IS THE DAY THAT YOU TRULY INVEST IN YOUR GREATEST ASSET—YOUR PEOPLE!
  38. 38. Copyright © 2016, Oracle and/or its affiliates. All rights reserved. THE TIME IS NOW. Download now From Theory to Action A Practical Look at What Really Drives Employee Engagement

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