2. Menu for the Day
Understand what Employee Engagement is and the
relationship between culture, commitment, and
Understand what culture is and its importance in
Learn how to build employee engagement by motivating
3. What does engagement mean?
The Institute for Employment Studies
defines engagement as
A positive attitude towards the organization
Awareness of business content
Works with colleagues to improve performance
Engaged employees are those who are consistently motivated to go
beyond expectations and who are committed to the company and
4. How Many of You Would Like to
Work in/with an organization where
ALL EMPLOYEES say,
5. Reality Check
What percentage of your employees…
Love their job? _____%
It is OK, do just enough to get by? ____%
Don’t really care much about the job? ____%
6. The Real Picture
Do just enough to
get by & get paid: 54%
Love my job,
Engaged 29 %
Source: Gallup Management Journal http://gmj.gallup.com Gallup Organization Study
Current Commitment/Engagement Levels
7. Why is engagement important?
The impact engagement has on the business success can be dramatic:
A recent study found that engaged employees outperform their
counterparts by 20-28%
Serota consulting looked at 28 multinational companies and found
that share prices of organizations with highly engaged employees
rose by an average of 16% , versus an industry average of 6%
There is a direct co-relation between engaged employees and :
Retention of talent
Level of customer service
Business unit productivity,
8. Organizational Culture Defined
Culture = Sum of values, virtues,
political environment and
In short, is it the “Way We Do
Things Around Here”
What management pays attention to and
rewards is the strongest indicator of an
9. What Is our Culture?
1. What words would
you use to describe
2. How are decisions
3. How are promotions
4. What is focused on
5. What gets rewarded?
6. What does the
7. How is feedback
13. Employees who are engaged
Have a positive attitude and feel
pride in the company
Believe in the product and service
Act as business owners
Feel empowered to make a
Believe their work impacts the
organization in a positive way
Improve the sharing of information
so all can strive to be “Best in class”
Promotes positive culture
Takes advantage of being a “global”
company through employee
Allows the environment to be fun
14. Elements of Engagement
Role of Leaders
Role of Managers
Building a sense of Team
Proactive Human Resources
16. Role of Managers
Managers who have people leadership responsibilities
have a critical role to play in employee engagement.
Research has proven that the #1 reason for employee job
satisfaction and retention is their immediate supervisor.
Inclusive with all team members
Care about their employees
Show a link between individuals role and business as a whole
Impart clear expectations
Proactively inform the team how they will be assessed
Develop and help the individual grow
Reward & Recognize
17. Communication is a key to creating high
- Create forums to
encourage two way
in data and specifics
guidance on how
contribute to the
- Ensure the CEO & senior leaders travel to communicate
with employees in person
- Appeal to employees emotional commitment by linking
peoples personal experience to business initiative
18. Building a sense of team
Company sponsored activities
Collaborate with co-workers to promote a
positive work environment
Clear objectives that the team is all striving
19. Recognition / Celebration
Employee recognition programs
On the spot awards
Mid level awards
Key contributor awards.
During team meetings thanking individuals
or teams for a job well done.
20. Proactive Human resources
Higher HR involvement
Drive people planning cycle
Enhance, motivate and retain are most
important asset – people
Drive performance and profitability
21. Measure Progress
Conduct organizational climate surveys to
understand if the employee satisfaction
objectives are met.
Use the findings of the survey to improve
organization culture and become employer
Conduct such surveys on a yearly basis
24. “Things that matter to Employees that most
Companies must sermon!”
Feeling appreciated for the work they do.
Not working in a stressful environment
Being valued and respected within the
Career opportunities for advancement
within the organization.
The organization effectively utilizes
employee’s knowledge and skills.
Pallavi says: Hello and good morning everyone! How many of you are hungry? How many of you haven’t had breakfast yet? Well, here’s the menu for the day!
Pallavi says Bon Appetit!!! What is your understanding of employee engagement? Any thoughts
Pallavi says: I want to
Pallavi says: A study by the Gallup organization revealed that 17% of us are actively disengaged at work, while 29% love our jobs and are actively engaged at work. Interestingly enough, a whopping 54% of us are doing just enough to get by.. We’re just here for a pay check. Gallup in practical terms less than 1/3 of employees were committed to the companys success. As supervisors and managers, which group should we be focused on? Yep, that’s right. The middle group. They could go either way. We want to motivate them to the “engaged” group.
Pallavi scribbles: Organizational DNA is a metaphor for the underlying factors that together define an organization’s “personality” and help explain its performance. Organizational culture is the sum total of an organization’s past and current assumptions, experiences, philosophy, and values that hold it together, and are expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, express or implied contracts, and written and unwritten rules that the organization develops over time and that have worked well enough to be considered valid. (Hofstede, 1987) Culture is the glue that binds our communities, organizations, groups and families together. A positive culture tends to be nurturing, democratic and progressive. When a culture is in positive mode it nurtures and values the contributions of its members; as a result ideas grow and flourish. A positive culture is flexible to change and adapts to meet the needs of its members in a dynamic and constantly changing world. With the combined energy of all its members, a positive culture can actively pursue the challenges of the future. A negative culture tends to be oppressive and destructive. Members exploit and attack each other, suppressing creativity and communication. This exploitation results in negative reactions from those being exploited. These negative reactions show up as anarchistic behaviors with chaotic results. With the majority of its focus turned inward, the negative culture can't anticipate the future and is often surprised by it. In reality, what management pays attention to and rewards is often the strongest indicator of the organization's culture. This is often quite different than the values it verbalizes or the ideals it strives for. Think for a minute about the organization in which you work. Does your management encourage or discourage innovation and risk taking? Does it reward employees for coming up with new ideas and challenging old ways of doing things or punish those who challenge established norms and practices? Do mavericks fit in or do they get pushed out? Is rapid change the norm in your organization or does management vigorously protect the status quo? Does the organization truly value excellence or is the mentality simply "just ship it"? Does management pay attention to the wellbeing of its employees or is it completely focused on task performance and profits? Does a high level of employee participation characterize the culture or does senior management make most decisions? In short, our culture is “the way we do things around here”. Keep in mind that the culture of your organization as a whole may or may not be the culture of your own company /client company or even your own team! It is often the case that when a group of individuals work closely together they form their own culture, their own way of doing things around here So as you ask yourself the questions about your organization’s culture, ask those same questions about your own company/client company and/or the team you manage/supervise. Transition: How do you know what your culture is? Here are a few tools/exercises to help you define your own culture or get more clarity around it…
What 10 words would you use to describe Plug HR . Since we are talking about building culture , I am using Plug HR as an example for this this exercise What 10 words would you use to describe our company? Fun, bureaucratic, fast paced, energized, innovative, customer driven, youthful, intense/serious, messy, neat, old, cutting edge, conservative, proud, - what's is really important? The customer, the bottom line, the numbers - who gets promoted? Best performers, next in line, best diplomats - what behaviors get rewarded? Making your numbers, helping a team member, taking a risk, taking ownership of a customer problem who fits in and who doesn't? Those that can’t follow rules, risk-takers, multi-taskers -how are decisions made? By management only, with input from employees It is how we work and play together it means how this is translated into our day to day activities KEEP IN MIND THAT THE WORDS WE USE TO DESCRIBE PLUG HR’s CULTURE ONLY BECOME TRUE CULTURE WHEN IT TURNS INTO ACTION!! Culture evolves differently depending on how it gets expressed within Plug HR. Transition: And if you were having trouble with this or want to validate it , you may want to ask someone outside the Plug HR or perhaps a new hire what they “see” .
Pallavi says: Study after study has shown in all areas of business that the level of employee commitment is directly related to the culture. Not only that, but the studies also reveal that the more employee commitment our company has, the higher we perform. Remember, culture in the context of this presentation is “how we do things around here”. That includes how the work is designed, who is involved in what, who and what gets rewarded and punished. What do we mean by level of commitment? Isn’t it an “all or nothing” thing? Either you are committed or not?....Well, not exactly.
Pallavi says: It is important for us to understand what differentiates one level from the next as we build on the concept of Building a Culture that inspires employee commitment. Let’s take a closer look at the three degrees. Contractual: Doing what is expected – as per a “contract”. Such as being paid a fair days pay in exchange for a days work. They are involved NOT committed Identification: The process of “owning it” has began! This is where people begin to feel pride in belonging to the team, or organization. Internalization is when the individual finds the values of the group (organization, team) to be intrinsically rewarding and in line with their own personal values. They buy in intellectually and EMOTIONALLY It’s the difference between I should/I have to and I want to The lowest level of commitment is External. Typical work environment that generates external commitment is characterized by: Tasks defined by others Behavior required to perform tasks is defined by others Performance goals are defined by management Importance of the goal is defined by others Internal commitment is fostered by a work environment that: Individuals define tasks Individuals define the behavior required to perform tasks Management and individuals jointly define performance goals that are challenging for the individual Individuals define the importance of the goals
Pallavi says: If we truly want to reach the highest levels of performance we have to create a culture that fosters internal commitment…Why should we do so? An enabling culture leads to committed employees which leads to higher employee performance which translates to: Increased Profitability Increased Customer Satisfaction and Loyalty Enhanced Employee Performance What are the benefits of having engaged employees ? Why should we focus on employee engagement?