The document discusses employee engagement, highlighting that a significant percentage of employees feel unengaged due to various factors such as feeling undervalued and lack of growth opportunities. It emphasizes the importance of leadership in fostering an engaged workplace and suggests implementing a mentoring program to enhance employee connections and skills. The document concludes by inviting further communication regarding these points.

1. Engaging Unengaged Employees An exploration

2. Unengaged Employees? Is this really something most organisations are aware of? Is there such a creature as an “engaged” employee? What is it that engages an employee? Why would employees be unengaged?

3. What is employee engagement? “a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work” - The Conference Board definition of Employee Engagement

4. Observations From ILM internal research project. When asked, 81% of employees felt unengaged in their workplace – “It was a only a means to pay the bills” 89% of employees said that there was significantly more they could contribute to their work. 74% stated they would be willing to move if they found a workplace that engaged them.

5. Why employees do not engage or even disengage.. Feel devalued, disrespected and unrecognised. Unfulfilling job role caused by mismatch between role and employee. Disillusioned with role and workplace. Lack of growth and development opportunities. Stress and monotony in workplace. Politics and the resultant loss of confidence and trust in leadership. Too little interpersonal support including coaching. Source - The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late – Leigh Branham

6. Employee Engagement Strategic Model Leadership Culture TGIM Workplace Meaningful Work

7. Creating meaningful work Align values of employees with organisation. Understand the purpose of everyone’s work. Be clear about the big picture. Build awareness amongst all staff of how each cog is vital to the ultimate delivery of organisation’s objectives.

8. TGIM Workplace Build Respect for each other, the organisation and its stakeholders. Fairness in all dealings - Equity, Justice and Impartiality. Authenticity in action and communications – let the unspoken be spoken and the untruths be opened. Pride in the organisations, the teams and in the quality of each employee’s work. ALL4114ALL practice of family and friendship.

9. Leadership Culture Most important element. Leadership creates EVERYTHING in organisation! Engaged, motivated, inspired leaders create engaged employees. Unsuitable or poor leadership is the key barrier to engagement. Big question is how does one develop leadership amongst managers?

10. Developing Leadership Culture Very traditional authoritarian models prevail. Not conducive to employee engagement. Practices still rooted in superior – subordinate relationship. Mentoring model introduces tried and tested but fresh approach.

11. Mentor whom? Unengaged Employees. Disengaged Employees. Potential stars. Teams. Groups of teams.

12. Sourcing Mentors Internal mentors – to support and develop groups and individuals. Cross functional selection criteria. External mentors – expanding outlooks and perspectives beyond the organisation’s realm. All mentors must have exceptional track record.

13. The mentoring relationship Elder Mentor brings life experience, wisdom and a stand for Mentees. Relationship foundation is to nurture and develop Mentees. Enables active dialogue and interaction between Mentors, Mentees and Colleagues. Delivers self-confidence to Mentees.

14. Impact Employees feel valued. Relationship with mentor develops confidence of employee. Expanding perspective brings fresh dimensions to work. Enhanced skillsets, attitudes and confidence create new opportunities for employees.

15. Final points A mentoring program creates opportunities to engage employees. The foundations of the program must include some elements of external mentoring. Mentoring must be setup to cross all levels and divisions of the organisation.

16. The End Questions? Thank you for the honour and privilege of letting us be of service to you. Please feel free to contact me on 02 8765 0551 or on [email_address] at anytime. With our wishes for a fulfilling and inspiring year ahead for you and your organisation.