This document discusses changing the rules of engagement to improve employee engagement. It defines employee engagement as the emotional and intellectual commitment of individuals to an organization. It lists 21 drivers of engagement, such as benefits, career opportunities, and work-life balance. Engaged employees are more productive, loyal, and satisfied compared to disengaged employees who have lower productivity. The document provides case studies and discusses effective engagement strategies organizations can implement, such as clear communication, development opportunities, recognition, and accountability. It concludes with questions about measuring engagement initiatives and fostering engagement through leadership.

1. Changing the rules of engagement by Toronto Training and HR June 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-7 Definitions 8-11 21 drivers of employee engagement 12-13 Common results of engaged employees 14-15 Common results of disengaged employees 16-17 Drill A 18-19 Case study A 20-21 Recruitment 22-23 Onboarding 24-25 Communication 26-27 Accountability 28-29 Recognition 30-31 Stagnation 32-34 Influence in respect of engagement 35-37 Effective ways of increasing employee engagement 38-39 Drill B 40-41 Case study B 42-44 Interaction styles 45-50 Questions to ask 51-52Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definition 1 of 2 The emotional and intellectual commitment of an individual or group to an organization that supports building and sustaining business performance

9. Page 7 Definition 2 of 2 Emotional component Motivational component

10. Page 8 21 drivers of employee engagement

11. Page 9 21 drivers of employee engagement 1 of 3 1. Benefits 2. Career Opportunities 3. Corporate Social Responsibility 4. Co-Workers 5. Employee Health & Well-Being 6. Intrinsic Motivation 7. Learning & Development

12. Page 10 8. Manager 9. Managing Performance 10. Middle management 11. Organizational reputation 12. Pay 13. People/HR Practices 14. Physical Work Environment 21 drivers of employee engagement 2 of 3

13. Page 11 15. Recognition 16. Resources 17. Retirement Savings 18. Senior Leadership 19. Work-life balance 20. Work tasks 21. Work processes 21 drivers of employee engagement 3 of 3

14. Page 12 Common results of engaged employees

15. Page 13 Common results of engaged employees Willingness to do more than is expected Higher productivity Better working relationships More satisfied customers Greater loyalty to the organization Improved communication Lower levels of attrition Fewer absences

16. Page 14 Common results of disengaged employees

17. Page 15 Common results of disengaged employees Dysfunctional work relationships Lower productivity Unwillingness to go beyond the job description Higher attrition More absences Frustrated customers Poor communication Disloyalty

18. Page 16 Drill A

19. Page 17 Drill A

20. Page 18 Case study A

21. Page 19 Case study A

22. Page 20 Recruitment

23. Page 21 Recruitment Skills Behaviours Motivators Capacities Culture Assessment

24. Page 22 Onboarding

25. Page 23 Onboarding What is it? Why? Goals Common mistakes

26. Page 24 Communication

27. Page 25 Communication What is it? Communicating for engagement

28. Page 26 Accountability

29. Page 27 Accountability Why accountability? How to set goals and objectives

30. Page 28 Recognition

31. Page 29 Recognition Why employee recognition? Guidelines for recognition

32. Page 30 Stagnation

33. Page 31 Stagnation Don’t reward employees who perform well Refuse to set goals Never, ever change Maintain control Put off decisions Never delegate responsibility Quash new ideas, especially from the rank and file Keep secrets Tolerate mediocrity Limit training

34. Page 32 Influence in respect of engagement

35. Page 33 Influence in respect of engagement 1 of 2 Control over how you do your work Opportunities to use your skills Good relationships with management and leadership Mentally stimulating work Good relationships with co-workers Opportunities to develop new skills Potential for career advancement Salary and benefits

36. Page 34 Influence in respect of engagement 2 of 2 AGE DIFFERENCES 18-29 30-39 40-49 50-59 60+

37. Page 35 Effective ways of increasing employee engagement

38. Page 36 Effective ways of increasing employee engagement 1 of 2 Positive work relationships Good fit between a person’s skills and job requirements Regular feedback on employee performance Opportunities to learn new skills Giving employees greater control over their work Celebrating progress Communicating the direction/strategy of the organization

39. Page 37 Effective ways of increasing employee engagement 2 of 2 WHAT CAN LEADERS DO Listen to employees’ opinions Communicate clear expectations Give recognition and praise Provide learning and development opportunities Help find solutions to problems Defend direct reports

40. Page 38 Drill B

41. Page 39 Drill B

42. Page 40 Case study

43. Page 41 Case study

44. Page 42 Interaction styles

45. Page 43 Interaction styles 1 of 2 Driver Analytical Expressive Supportive

46. Interaction styles 2 of 2 Page 44

47. Page 45 Questions to ask

48. Page 46 If you enjoy the facilities of the organization, why are you not willing to recommend the organization as an employer to others? How do bosses justify that they are engaged? What are the behaviors a leader might see or hear that show an employee is in fact engaged? Do you really respect your people: How often do you listen to them, talk with them about the work they do, and how they do it? Questions to ask 1 of 5

49. Page 47 What opportunities can I provide that offer growth and development for my people? What is so difficult about saying “thank you” or “great job” to employees? What’s the most common reason cited by management/directors for stalling employee engagement initiatives, and how have you overcome them? If our on boarding program is successful, what does success look like? Questions to ask 2 of 5

50. Page 48 Beyond knowing how many employees work in the company, do top managers know how many employees are actually contributing to the company’s success? And what can they do to ensure the second number equals the first number? Do you know, and can you measure how your employee engagement directly correlates and impacts on your bottom line and to your organizational success? Questions to ask 3 of 5

51. Page 49 What case studies are there that demonstrate the cost benefit of spending resources on trying to lift employee engagement? What is something that you could choose to do differently to foster employee engagement? How do you reconcile goals & objective setting for the individual with goals & objectives that enable cross-divisional, cross-functional project work with different bosses, etc.? How do you know when you’re engaged? Questions to ask 4 of 5

52. Page 50 How do we measure the impact and effectiveness of engagement initiatives? Who is responsible for employee engagement? Are you a role model - do you live up to the employer-employee contract? Do you realize your brand reflects the employees’ engagement in creating it? How can employees rate engagement levels? How can we get our managers to be more focused on engaging their direct reports? Questions to ask 5 of 5

53. Page 51 Conclusion & Questions

54. Page 52 Conclusion Summary Questions