This document summarizes a study on what drives employee engagement. The study found that the three key drivers of engagement are: the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. While many factors can influence engagement, developing caring managers who build strong relationships and foster positive work environments is important for improving engagement. Only 29% of employees surveyed were fully engaged, so organizations should focus on strategies to move more employees to higher levels of engagement for increased commitment, motivation and business outcomes.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
We recently supported a leading management consulting firm revamp their employee engagement value proposition. We did this is less than 24 hours and the client loved the results!
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
Special thanks to all the people who made and released these awesome resources for free:
Presentation template by SlidesCarnival
Photographs by Unsplash
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
We recently supported a leading management consulting firm revamp their employee engagement value proposition. We did this is less than 24 hours and the client loved the results!
Understand the difference between "satisfaction" and "engagement" plus what process I believe will get the most engagement levels for human capital within organisations.
Special thanks to all the people who made and released these awesome resources for free:
Presentation template by SlidesCarnival
Photographs by Unsplash
Human Resource Management is an accession towards employee staffing which
distinguishes peoples as a credit (human capital) whose existing financial worth sounds steady
and whose expected appraisal can be appreciated with help of investment. Human Resource
Management guides to manage an Food Fiesta and its employees for the need to them to accord
eloquently in the overall productivity of an Food Fiesta. In the terms of a common man the
management of workforce of any Food Fiesta is stated as Human Resource Management. The
term Employee Engagement often cited as “Worker Engagement” is a theory of business
management which implies the extent to which employees think, feel, and act in ways that
represent high levels of commitment to their Food Fiesta. Engaged employees are motivated to
contribute 100% of their knowledge, skills, and abilities to help their Food Fiesta succeed. They
care deeply about their company, want to contribute to its success, and regularly have peak
experiences at work
This presentation was given by Richard Baker, Senior Engagement & Communications Manager of London Midland and David MacLeod of the Engage for Success movement at a Hudson HR briefing on 4 Feb 14
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
This third installment, on the topic of Employee Engagement and Retention, looks in some depth at the employee-employer relationship, including issues such as employee loyalty, happiness and commitment to the job. It also examines views about the employer’s reputation as a preferred place to work, and the circumstances under which employees explore alternative jobs and careers.
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
We've been studying employee engagement for the last 25 years. What have we learnt in that time and what is next for the study and practice of employee attitudes and leadership?
In preparation for the launch of the Engage for Success movement back in 2012, a Well-being subgroup was formed and produced this document called “Sustaining Employee Engagement and Performance – Why Wellbeing Matters”. This outlined the evidence for the links between employee engagement and employee well-being (both physical and psychological).
Human Resource Management is an accession towards employee staffing which
distinguishes peoples as a credit (human capital) whose existing financial worth sounds steady
and whose expected appraisal can be appreciated with help of investment. Human Resource
Management guides to manage an Food Fiesta and its employees for the need to them to accord
eloquently in the overall productivity of an Food Fiesta. In the terms of a common man the
management of workforce of any Food Fiesta is stated as Human Resource Management. The
term Employee Engagement often cited as “Worker Engagement” is a theory of business
management which implies the extent to which employees think, feel, and act in ways that
represent high levels of commitment to their Food Fiesta. Engaged employees are motivated to
contribute 100% of their knowledge, skills, and abilities to help their Food Fiesta succeed. They
care deeply about their company, want to contribute to its success, and regularly have peak
experiences at work
This presentation was given by Richard Baker, Senior Engagement & Communications Manager of London Midland and David MacLeod of the Engage for Success movement at a Hudson HR briefing on 4 Feb 14
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
This third installment, on the topic of Employee Engagement and Retention, looks in some depth at the employee-employer relationship, including issues such as employee loyalty, happiness and commitment to the job. It also examines views about the employer’s reputation as a preferred place to work, and the circumstances under which employees explore alternative jobs and careers.
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
The Future of Employee Engagement - Aon HewittAon Hewitt EMEA
This report provides an overview of Employee Engagement practices in 150 companies across Europe. Our research shows that while many organisations are taking a similar approach to gathering employee feedback only a few stand out in terms of their ability to increase Employee Engagement in challenging times. The report outlines common practices and the practices of these exceptionational few.
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
We've been studying employee engagement for the last 25 years. What have we learnt in that time and what is next for the study and practice of employee attitudes and leadership?
In preparation for the launch of the Engage for Success movement back in 2012, a Well-being subgroup was formed and produced this document called “Sustaining Employee Engagement and Performance – Why Wellbeing Matters”. This outlined the evidence for the links between employee engagement and employee well-being (both physical and psychological).
Gallup’s “State of the American Workplace” survey was published earlier this year. This infographic highlights data from the survey’s 350,000 respondents over a three-year period, illuminating how Americans feel about their jobs.
Growing your business requires investment—but with so many competing priorities, where should you focus your time, money and expertise?
Start with a resource you already have that can drive both profitability and customer satisfaction: your employees.
Studies have proven that companies with engaged employees had 2.6 times the earning per share growth of companies with below average employee engagement and 86% higher success rates on customer metrics.
In our latest white paper, learn the four key requirements of effective employee engagement and how treating your employees like customers can improve your business.
As companies and corporations continue to explore the topic of employee engagement, it is important to understand why it is so important. What are the benefits? More importantly, what is the PAYOFF to employee engagement?
Employee engagement ideas and employee alignment best practicesJack Morton Worldwide
We live in a marketing world of explosive change: new channels, newly empowered consumers and a new commitment by brands to re-write old rules. So why is it so much still hasn’t changed about how brands engage their own employees?
But isn’t it all one brand? And isn’t it all dependent on creating a distinctive and great experience—with employees at the core? We think so. It’s time for new words to describe employee engagement—words that speak to a new approach to the field. Instead of employee engagement, how about Brand Experience Alignment?
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
Employee Engagement - Definition and BenefitsIdeaGlow
Having engaged employees is perhaps the ultimate secret to a successful organization. In fact, in the past decade, most organizations have moved from focusing on employee satisfaction to focusing on employee engagement.
As a result, increasing employee engagement is one of the top priorities for most HR organizations.
So, what is employee engagement? And what are the benefits of having engaged employees?
Click through this presentation for more information!
38 Employee Engagement Ideas Your Team Will LoveElodie A.
Team building is an important part of making employees happy. Here are 38 employee engagement ideas you can use right away with your team.
Read more on Officevibe blog:
https://www.officevibe.com/blog/employee-engagement-ideas-team-will-love
Learn more about Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Download the FREE guide about the 10 pillars of employee engagement:
http://hs.officevibe.com/complete-guide-employee-engagement?utm_source=slideshare&utm_medium=social&utm_campaign=38-engagement-ideas-your-team-will-love&utm_content=employee-engagement-ebook
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
Attract, Retain, and Grow your people to grow your impact and the role of lea...The Pathway Group
The title "Attract, Retain, and Grow Your People: Maximizing Impact and the Importance of Effective Leadership" highlights the essential elements of building a successful organization. By focusing on attracting, retaining, and nurturing talented individuals, companies can expand their influence and achieve meaningful outcomes. Effective leaders play a crucial role in this process, guiding and empowering their teams to reach their full potential. By prioritizing the development of their people, businesses can drive growth, enhance their impact, and create a thriving work environment.
The Employee Engagement Handbook | WorkStrideWorkStride
Learn how creating a positive employee experience can help increase engagement, retention, and productivity. In this guide, we’ll go over five areas to focus on in order to create a positive employee experience: employee engagement, learning and development, company culture, workplace environment, and tools and technology.
Executive Summary
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
There are many benefits to having a workforce that is engaged in their work.
Employees who are actively engaged in their work:
• are happier and less likely to move on to another competitor
• tend to feel less stressed and call in sick less
• feel that their actions matter so are more likely to work diligently which increases quality and productivity
• have positive attitudes about their company, management,
co-workers and customers making them more likely to share their time and talents and bring their best ideas and creativity to their workplace
Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
• Is your workforce destined to remain disengaged?
• What does that do to your business performance?
• More importantly what does it do to morale?
• Is disengagement contagious?
• Is it systemic?
• What can you do to overcome disengagement?
We found that in many cases, employee disengagement is a systemic organisational issue. It is caused or aggravated by out-dated systems which ignore the basic needs of the employee and exist primarily for the benefit of the business. It’s an old strategy which is well past its use-by date.
Successful organisations have identified the main factors behind disengagement and have begun to address them. They have realised that their leaders hold the key to employee engagement because they are the meeting point between employee and organisational needs.
Leadership Key Whitepaper 2015 by LeadershipHQSonia McDonald
Research by AON Hewitt tells us that nearly half of the world’s employees are not engaged, and that each disengaged employee costs your organisation an average of $10,000 in profit annually.
Why is employee disengagement so high? Is it something all organisations just have to “live with” or is there a way of managing it and perhaps converting disengaged employees into team members who are happy and enthusiastic about their work?
There are many benefits to having a workforce that is engaged in their work. Employees who are actively engaged in their work:
• are happier and less likely to move on to another competitor
• tend to feel less stressed and call in sick less
• feel that their actions matter so are more likely to work diligently which increases quality and productivity
• have positive attitudes about their company, management,
co-workers and customers making them more likely to share their time and talents and bring their best ideas and creativity to their workplace
Unfortunately, the recent climate of economic uncertainty has thrown many organisations into turmoil as they struggle to make changes so they can maintain a competitive foothold in the marketplace. It is the employees who are feeling the strain as their employment or promotional prospects look shaky and internal communications dry up while senior executives work out how to deal with the situation. That’s where employee disengagement enters.
In this paper we pose the following questions:
• Is your workforce destined to remain disengaged?
• What does that do to your business performance?
• More importantly what does it do to morale?
• Is disengagement contagious?
• Is it systemic?
• What can you do to overcome disengagement?
We found that in many cases, employee disengagement is a systemic organisational issue. It is caused or aggravated by out-dated systems which ignore the basic needs of the employee and exist primarily for the benefit of the business. It’s an old strategy which is well past its use-by date.
Successful organisations have identified the main factors behind disengagement and have begun to address them. They have realised that their leaders hold the key to employee engagement because they are the meeting point between employee and organisational needs.
Strategic Onboarding is an approach to Talent Onboarding that addresses the long-term needs of
the employee while also addressing the business needs of the organization. It creates a win-win
situation, providing value to both the business and the employee.
what creates employee engagment ? What are the factor for causing disengagment underperformance and finally attrition. This burning issue is addressed by Dr Wilfred Monteiro HRD guru to India's leading business houses
Webinar: Defining your Employee ExperienceYouEarnedIt
Companies that invest in the Employee Experience are, on average, 4.2 times more profitable than those that don’t, 28 times more likely to be on FastCompany’s innovation list, and 11.2 times more likely to be one of Glassdoor’s best places to work (according to the Harvard Business Review).
How do you build an Employee Experience that works for your brand, your employees, and your organization?
Watch this webinar to see why investing in a comprehensive Employee Experience strategy builds engagement more effectively than traditional programs.
Watch now! In this webinar, you will learn how to:
- Define and measure the quality of your company's Employee Experience
- Embed the four pillars of the Employee Experience into your culture
- Encourage employees to opt into their work
- Customize the Employee Experience to the unique needs of your organization
To request a demo, visit www.youearnedit.com/demo
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
Creating employee engagement isn’t as difficult as you might think. This guide explores three ways that investing in online learning can help you boost engagement, cultivate positive relationships, and build productive teams.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
2. 2
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS • DALE CARNEGIE TRAINING WHITE PAPER
What makes one company more successful than another? Better products, services,
strategies, technologies or, perhaps, a better cost structure? Certainly, all of these
contribute to superior performance, but all of them can be copied over time. The
one thing that creates sustainable competitive advantage – and therefore ROI,
company value and long-term strength – is the workforce, the people who are
the company. And when it comes to people, research has shown, time and again,
that employees who are engaged significantly outperform work groups that are
not engaged. In the fight for competitive advantage where employees are the
differentiator, engaged employees are the ultimate goal.
While there are many research studies that point to the percentage of engaged and
disengaged employees, few studies have looked at what really drives employee
engagement. Dale Carnegie teamed with MSW Research to study the functional and
emotional elements that affect employee engagement. A national representative
sample of 1,500 employees was surveyed, which revealed that although there are
many factors that impact employee engagement, there are three key drivers:
• Relationship with immediate supervisor
• Belief in senior leadership
• Pride in working for the company
Employees said that it is the personal relationship with their immediate supervisor
that is the key. The attitude and actions of the immediate supervisor can enhance
employee engagement or can create an atmosphere where an employee becomes
disengaged. In addition, employees said that believing in the ability of senior
leadership to take their input, lead the company in the right direction and openly
communicate the state of the organization is key in driving engagement. Other
factors that drive engagement are that employees are treated with respect, that their
personal values are reflected and that the organization cares about how they feel.
THE IMPORTANCE OF PEOPLE
3. 3
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS • DALE CARNEGIE TRAINING WHITE PAPER
• Among the 1,500 employees, only 29% are fully engaged and 26% are
disengaged. Almost half (45%) are partially engaged.
• The findings from the MSW Research study identify several factors that drive
engagement or disengagement.
• Gender, ethnicity and work status (full/part time) do not emerge as critical
variables of employee engagement.
• On the other hand, there are some additional factors that have minor
influences on engagement. More engaged workers tend to be:
• Senior management (Senior VP+ level)
• Employed in a large corporation
• Have a college education
• Earn $50K+
• Under the age of 30, or over 50
• Comparatively, demographic and organizational segments currently less
engaged or disengaged with their organizations are:
• Middle-aged employees (40-49 years old)
• The most highly educated, i.e., those with a post-graduate education
• Lower-level income employees earning less than $50K
• Newer employees, especially those in the organization less than a year
• Client-facing and clerical staffers
• Those working in government, military, education and manufacturing
sectors
SOME BASIC FINDINGS:
Only 29% of
employees are
fully engaged
while 26% are
disengaged
“You must capture
the heart of a
supremely able
man before his
brain can do
its best.”
— Andrew Carnegie
4. 4
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS • DALE CARNEGIE TRAINING WHITE PAPER
EMPLOYEE ENGAGEMENT BY DEMOGRAPHICS
Percent fully engaged by each demographic: Fully engaged, 29%
THE IMPORTANCE OF
ENGAGED EMPLOYEES
Today, employee engagement and loyalty are more vital than ever
before to an organization’s success and competitive advantage.
Gone are the days when a young person starting out in his or her
career joined a company and stayed until retirement – in today’s
business environment there are no guarantees. Experts predict the
current turnover rate may rise to 65%. With recruiting costs running
approximately 1.5 times annual salary, the ability to engage and retain
valuable employees has a significant impact on an organization’s
bottom line. The question for management is how to ensure that the
supervisors interact with individuals to generate an engaged workforce.
US businesses
lose $11 billion
annually as a
result of employee
turnover.
Bureau Of National Affairs
5. 5
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS • DALE CARNEGIE TRAINING WHITE PAPER
CARING MANAGERS
The study revealed that a “caring” manager is one of the key elements that drives employee engagement. That
is, employees want their managers to care about their personal lives, to take an interest in them as people, to care
about how they feel and support their health and well-being. A manager’s ability to build strong relationships with
employees, build strong team interaction and lead in a “person-centered” way creates an engaging environment in
which employees can perform at the highest possible level.
“Caring” managers and workplace environment
Engaged employees
Employees more committed, dedicated and motivated to make organization a success
Customer engagement
Increase in sales and profit
Increase in stock price
MOVING EMPLOYEES TO A
HIGHER LEVEL OF ENGAGEMENT
Employees are your biggest investment and should bring the greatest reward. Yet even today, in too many
organizations, employees are viewed as an asset to be managed rather than as individuals who can create the next
innovation for success. Long-term engagement starts with good communication between employer and employees
as well as among co-workers, fostering a positive working environment.
6. 6
WHAT DRIVES EMPLOYEE ENGAGEMENT AND WHY IT MATTERS • DALE CARNEGIE TRAINING WHITE PAPER
By working with employees to create a clear career path and set goals with a potential
for growth, a manager can create positive esteem within each team member. By
showing them that they are valued and have responsibility, and then to recognize and
reward them for a job well done, a manager can create an “involved employee.” It
is then much easier to turn that sense of involvement into enthusiasm and a sense of
pride in ownership that creates the highest levels of engagement with employees.
If you are looking for ways to enhance employee engagement in your organization,
Dale Carnegie Training is here to help. Based on a strong heritage in training and
coaching people, and the findings from the MSW Research study, Dale Carnegie
Training is ready to help you move employees to a higher level of engagement,
moving those who are “disengaged” to become “engaged” and those who are
“engaged” to become “Builder Employees.”
www.dalecarnegie.com