Employee engagement & employer branding summit 13 nov2012

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Employee engagement & employer branding summit 13 nov2012

  1. 1. What managers need to know in terms ofemployee engagementSandrine WillemarsNovember 13, 2012Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  2. 2. What employees say about engagement initiatives Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  3. 3. Agenda Engagement makes the difference Engagement Framework Different Levels of Engagement How to create sustained engagement: Case studies Airline Company European Bank Global Consultancy firm Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  4. 4. Engagement has various benefits for organizations Benefits at the organizational level Companies With Engaged Employees Report… Companies with engaged workforces outperform peers with $80,000–120,000 low engagement by a margin of 12 %-points in return on Growth in Employee Productivity additional revenue assets and 11 %-points in profitability* per month Benefits at the individual level Recruitment $3,800 more • More productive costs 55% lower profits per employee • More sharply focused on customers $18,600 more • More likely to stay with their organization than their market value per Higher customer loyalty employee disengaged counterparts. Higher profitability Highly engaged employees: Source: Impact of Engaged Employees on Business Outcomes; Ongoing Employee Engagement Research, Hewitt Associates, 2005 • Invest a lot of their physical, mental and emotional energy in their work • Find it hard to pull themselves away from work • Find new ways to contribute to their team’s and their organization’s success • Go beyond what is typically required • Eagerly embrace their company’s business goals • Strive to overcome any challenges  Actively disengaged employees undermine what their more engaged coworkers try to accomplish. Source: AON HEWITT: Trends in Global Employee Engagement 2011 Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.* Source:William H. Macey, Benjamin Schneider, Karen M. Barbera, and Scott A. Young, “Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage,” Wiley-Blackwell, 2009.
  5. 5. Employee Engagement is a measure of emotional and intellectualcommitment and is impacted by many different variablesWe identified 6 Categories that remain consistent over time and are applicable across cultures People Work • Senior Leadership • Work Activities • Manager • Processes • Coworkers • Resources • Customers Competitive Opportunities Rewards • Career Development • Pay Engagement • Learning / • Benefits Development • Recognition Company Practices Quality of Life • Policies and Practices • Work / Life Integration • Diversity / Inclusion • Physical Work • Performance Assessment Environment • Company Reputation • Safety Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  6. 6. We distinguish 4 Levels of EngagementWe researched 4 engagement levels based on the frequency with which employeesexhibit certain behaviors and attitudes Plugged-In Checked Out Business challenge: How to foster and sustain employee engagement within your organization? Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  7. 7. Driving Engagement through 3 imperatives Accenture firmly believes that sustained engagement within organizations are driven by three fundamental imperatives. Create real Cultivate a Actively balance meaning, not culture of trust employee effort just mission and respect and recovery statements Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.* Source:Elizabeth Craig and Lauren DeSimone: Accenture research report June 2011, What Executives Really Need to Know about Employee Engagement
  8. 8. 1. Create real meaning, not mission statementsWhat employees must believe Essential catalysts Interventions • Job re-design & work changes • Ability to feed views and opinions upwards • Variety of work, challenging work • Celebrations for personal and professional “I am making a Motivating • Influence (autonomy & milestones difference” jobs ownership) • Recognition of employees’ effort • Clear and transparent communication • Significance of work tailored for individual functions and groups • Timely and appropriate feedback & “My company Good recognition • Feeling valued by colleagues has my back” relationships • Employee award • Creating peer groups • Talent management framework. • Clear training overview per level “We’re in this Compelling • Good fit • Career counseling/coaching together” future • Career expectations are met • Create a culture of employability (development and opportunity to participate in prestigious projects)Source: Accenture Institute for High Performance, Elizabeth Craig, Ph.D. Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  9. 9. 2. Cultivate a culture of trust and respectWhat employees must believe Essential catalysts Interventions • Leaders support risk taking “I am making a Safe • Culture where people can • Leaders value individual differences difference” environment take risks • Leaders foster open dialogue and transparency • Formal and informal social events and “My company Dependable teambuilding activities •Trustworthy colleagues • Mutual accountability has my back” colleagues • Create a community; a sense of belonging “We’re in this together”Source: Accenture Institute for High Performance, Elizabeth Craig, Ph.D. Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  10. 10. 3. Actively balance effort and recoveryWhat employees must believe Essential catalysts Interventions “I am making a difference” • Career breaks, community involvement “My company Energy programs, • Opportunity to recharge battery • Flexible work policies has my back” boosters • Discount on sport club membership • Wellness audit: e.g. energy measurement • Coaching “We’re in this Sane • Eliminate drains on employees’ energy • Training, e.g. stress management training together” expectations • Essential resources • Supporting technology: automation of tasks • Sufficient resourcesSource: Accenture Institute for High Performance, Elizabeth Craig, Ph.D. Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  11. 11. Content Engagement makes the difference Engagement Framework Different Levels of Engagement How to create sustained engagement: Case studies Airline Company European Bank Global Consultancy firm Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  12. 12. Airline Company Case:“I am making a Difference”We helped build Company Pride and Sense of Belonging (People) Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  13. 13. Banking Case:“My Company has my back”We clarified Processes & Resources (Company Practices & Work) Customer Team Work Satisfaction Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  14. 14. Global Consultancy Firm“We’re in this Together”We focus on Vitality (Quality of Life) and Learning & Growth (Opportunities) Boost One Fit Team@Work program Vitality & Energy EQ IQ PhQ Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  15. 15. Recap: How to create sustained Employee EngagementWhat Employees must believe Organizational imperatives Essential Catalysts  Motivating jobs “I’m making a Create real meaning, not  Good relationships difference” mission Statements  Compelling future “My company Cultivate a culture of trust and  “Safe” environment has my back” Respect  Dependable colleagues “We’re in this Actively balance effort and  Energy boosters together” recovery  Sane expectations Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  16. 16. ‘Engagement is one step beyond satisfaction, itis about going the extra mile…’Sandrine WillemarsTalent ManagerAccentureM: +31.6.46.081.8 23Sandrine.willemars@accenture.comSabine HainePartner HR OplossingenAccentureM: +32.4.77.597.195Sabine.haine@accenture.comÖztürk TaspinarTransformaties Publieke OverhedenAccentureM: +32.4.76.907.445Ozturk.taspinar@accenture.com Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  17. 17. AppendixExample: Engagement actions that have impact Employee initiatives that proved to have the highest impact on engagement included mentoring, recognition, and Brown Bag programs designed and administered by the team. Initiative Description ImpactMentoring Formed mentoring circles that were sponsored by xx and comprised of team members across levels to HighProgram foster more personal interactions with team members and to create small discussion forums. Conducted a competition based on number of mentoring circle events conducted by each group to stimulate interest and generate excitement. Mentoring circle events included activities such as dinners, outings, or one-on-one discussions and discussion on topics such as what does it take to be a successful xxx, how does xxxx operate, insights on the annual performance review process, etc.Team Member Instituted a formal recognition program for xxx whereby nominations were solicited and submitted each HighRecognition month. Nominations were reviewed by Managers and winning nominees were recognized at team meetings and awarded Performance Points donated by Managers on the project.Brown Bags Bi-weekly information sharing session designed to create an informal forum for team members to share High perspectives, insights, or experience related to discussion topics of interest to the team. Examples of Brown Bag topics include: client relationship management; overview of financial management; industry primer; presentation skills, etc.Team Surveys Administered periodic Team Satisfaction Survey (TSS) across xx pulse survey on xxx project as a High supplement to the xxx Global Employee Survey to gauge team members engagement and satisfaction. Surveys served to identify areas of concern or improvement for team members and informed the type and nature on employee initiatives launched.Team Established a standing schedule for standing weekly team meetings and bi-weekly team dinners/outings. HighOutings Purpose of team outings were to give team members a chance to meet those they don’t normally work with, to have fun and to build team spirit! Team outing also consisted of the team looking for opportunities to give back to the local community. Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  18. 18. AppendixExample: Engagement actions that have impact A host of other high performance team initiatives were undertaken at varying points that contributed to our ability to drive and impact employee engagement. Initiative Description ImpactTeam Meetings Interactive discussion on project/team status & issues, related topics to increase awareness & knowledge. MediumFocus Groups Interactive small (5-8 ppl) group discussions where team members are encouraged to generate ideas for Medium team engagement opportunities. Intended to occur quarterly to produce social & networking activities for the following quarter calendar.Newsletter Monthly newsletter providing client project and team related updates/milestones, tips, recognition, birthday Medium notices, activity reminders and brainteasers.Wellness Cascade xxx wellness communications and provide opportunities to maintain and improve health, including MediumProgram health tips, wellness survey, charity walks/marathons, etc.Performance Ensures that each evaluator completes Project Feedback documentation and discussion by the deadlines. LowTrackingSupervisor Suggested itemized list for team supervisors to use to better provide leadership and development for their LowChecklist team members (e.g. arrange monthly career checkpoints, etc.)Project Roll-On/ Process to assure that each team member understands xx policies and procedures when they arrive and LowRoll-Off prior to their exit360 Feedback Feedback process that provides the tools and processes for individuals to solicit anonymous peer and Low upward feedback from team members; implemented via an online survey tool.Sacred Encouraging team members to leave the office at a reasonable hour (i.e. 5pm) one evening a xxx to attend LowEvenings to personal activities in an effort to balance work & life. Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  19. 19. AppendixSome key organizational factors in engagement1) A focused HR / Talent Management model & alignment with the business agendaFor sustained engagement HR the business (line-management) has a role but HR is critical in the modeling of the Talent Management modelThe Psychological Contract  The Psychological contract provides an effective framework for managing the employment relationship and entails an individual’s belief, shaped by the organization, regarding reciprocal obligations“. It can be summarized as the "get" versus the "give“. If in the employees minds they "get" equal to what they "give," the organization will tend to have more effective, committed and satisfied employees.  Relevant elements for managing the psychological contract are: – Clarity in what employees can expect and what is expected of them – Unambiguous: alignment between signals sent by the organization- between TM practices – Regular communication on the terms2) Clear alignment between the business and HR agenda. Engagement must be mutually sponsored3) Clarity regarding what level of engagement is required on what department Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
  20. 20. AppendixExample: Lessons LearnedWhat we learned is that there is no secret formula to impact employee engagement. Success requires going backto the basics and demonstrating a genuine concern for your people. And in the end engagement drivers maydiffer from company to company.Leadership messages: Team leadership must walk the talk and demonstrate that engagement is valued Engage team leadership by asking individuals to “sponsor” employee initiatives Essential that team leadership be timely and responsive to concerns/issues raisedKeep listening to employees: Create a safe and open forum to continually discuss what’s top of mind for employees Listen to employees to find out what’s important or matters to them at the end of the dayAction plans and initiatives: Engage team in identifying targeted initiatives to address expressed concerns or needs Focus on a limited number of high priority initiatives that will deliver near-term impact Institute regular checkpoints to review initiatives progress and instill sense of accountability Be flexible in shifting focus of initiatives as teams interests and needs are likely to change Routinely solicit team’s feedback on what’s working well and not working so well Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

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