This document discusses engaging employees in the new decade through an approach that demystifies engagement. It begins by posing thought-provoking questions for leadership to consider regarding employee engagement. The document then discusses what engagement delivers for organizations, including meeting and exceeding expectations. It emphasizes that engagement is highest when there is clear communication between the organization and individual employees regarding what success means for both.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
This document summarizes a report on how sustainability leaders successfully promote sustainability initiatives within corporations. It finds that interpersonal skills are more important than technical knowledge. Sustainability leaders must frame initiatives in business terms that resonate with different departments. Case studies show that sustainability leaders translate environmental issues into competitive advantages and customer demands. They act as chameleons, adapting their language and approach to different audiences. Ultimately, corporate sustainability trends will only become sustainable if leaders can clearly demonstrate business value.
ROLE PLAY – How to ensure success during a leadership role transition outlines 10 top strategies to ensure a new leader’s success in his or her new role.
Employee engagement is important for business success. Studies show engaged employees increase profits, sales, customer loyalty and productivity. Recognition programs can boost employee engagement by 27-50% according to studies. Recognition is the "tipping point" that differentiates engaged versus willing employees. To maximize engagement, companies need senior leadership support, effective communication, inspiration around corporate strategy and vision, and a culture of appreciation.
Engagement surveys are often misused and do not meaningfully engage or inform employees. They are frequently viewed as an end goal rather than an outcome, and are used to gauge morale rather than get feedback on management. However, when done properly as a referendum on leadership, they can provide valuable insights. Organizations should view engagement as a result of good management practices, and use surveys to identify gaps and drive real change, not just form committees. Responses should be taken seriously and followed up with action.
The document discusses key principles for reorganizing a large organization, focusing on choosing a solid method with three parts: developing the organizational design separately from staffing, listening to employees' preferences, and staffing the right people in the right jobs. It emphasizes the importance of tracking decisions during design to ensure alignment with strategy. Developing detailed unit and position descriptions in a structured process is also discussed. The challenges of collecting and using employee preference data at scale are addressed, as not doing so risks politicizing decisions. Software called OrganizationWeaver is presented as a way to efficiently conduct this complex process.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
More from less focuses on improving productivity by working smarter rather than harder. While streamlining processes and technology can help, focusing on improving human capital productivity is also critical. People are rarely working at full effectiveness due to lack of strategy clarity, proper delegation, differentiated rewards, and encouragement of teamwork. Hay Group's productivity tool helps leaders identify barriers holding teams back like unclear vision, improper standards, and excessive bureaucracy. Addressing these issues can significantly improve outcomes like higher sales, lower costs, and increased employee engagement.
This document summarizes a report on how sustainability leaders successfully promote sustainability initiatives within corporations. It finds that interpersonal skills are more important than technical knowledge. Sustainability leaders must frame initiatives in business terms that resonate with different departments. Case studies show that sustainability leaders translate environmental issues into competitive advantages and customer demands. They act as chameleons, adapting their language and approach to different audiences. Ultimately, corporate sustainability trends will only become sustainable if leaders can clearly demonstrate business value.
ROLE PLAY – How to ensure success during a leadership role transition outlines 10 top strategies to ensure a new leader’s success in his or her new role.
Employee engagement is important for business success. Studies show engaged employees increase profits, sales, customer loyalty and productivity. Recognition programs can boost employee engagement by 27-50% according to studies. Recognition is the "tipping point" that differentiates engaged versus willing employees. To maximize engagement, companies need senior leadership support, effective communication, inspiration around corporate strategy and vision, and a culture of appreciation.
Engagement surveys are often misused and do not meaningfully engage or inform employees. They are frequently viewed as an end goal rather than an outcome, and are used to gauge morale rather than get feedback on management. However, when done properly as a referendum on leadership, they can provide valuable insights. Organizations should view engagement as a result of good management practices, and use surveys to identify gaps and drive real change, not just form committees. Responses should be taken seriously and followed up with action.
The document discusses key principles for reorganizing a large organization, focusing on choosing a solid method with three parts: developing the organizational design separately from staffing, listening to employees' preferences, and staffing the right people in the right jobs. It emphasizes the importance of tracking decisions during design to ensure alignment with strategy. Developing detailed unit and position descriptions in a structured process is also discussed. The challenges of collecting and using employee preference data at scale are addressed, as not doing so risks politicizing decisions. Software called OrganizationWeaver is presented as a way to efficiently conduct this complex process.
1. The document discusses the importance of focusing on employees and how they are the key to success and competitive advantage for companies.
2. It provides perspectives from experts on how successfully managing human resources through development, engagement, and career growth leads to higher productivity, quality, and customer satisfaction.
3. Companies that shift their focus to treating employees well and helping them achieve their goals will see benefits like increased efficiency, motivation, and retention of top talent.
Talent management involves strategically managing an organization's human capital. It includes attracting, developing, and retaining valuable employees. The article discusses how talent management differs from traditional HR and headhunting by taking a more strategic, long-term approach to ensure organizations have the right people in place. It also notes that talent management can help organizations perform better and be more efficient, especially during difficult economic times.
The document discusses the benefits that leaders experienced through participating in the PEO community. Over 50% of participating organizations continued strong growth through 2009 despite economic challenges. 90% of leaders were able to drive sustainable innovation during uncertain times by sharing best practices. 100% of members were exposed to leadership impact assessments to improve leadership and culture. 30% of leaders in the PEO Senior Executive program were promoted or took on president roles, and 70% of leaders were successfully placed on boards through PEO connections.
Collins McNicholas provides outplacement solutions in Ireland to support companies facing redundancy situations and departing employees. Their services include individualized and group outplacement programs delivered onsite, offsite, or at their facilities. Programs cover career assessment, resume preparation, interview skills, job search techniques, and networking. Collins McNicholas employs qualified professionals and partners with their recruitment division to provide up-to-date job opportunities and industry contacts to support outplaced individuals.
The document provides a summary of a project management breakfast seminar held in December 2010 in Sydney. The seminar featured a presentation by Chris MacDonald on developing and sustaining a change management capability.
Chris discussed an operating model for a change management function that includes elements like organization, governance, capability, and relationships. He provided examples of how to assess the maturity of each element and plan the next steps. The document outlines Chris's presentation on key aspects of setting up an effective change management operating model, including securing sponsorship, developing capabilities, and focusing on relationships.
Technology is an enabler that allows for a complete human resource management strategy. The document discusses how technology can help address challenges facing HR professionals, including globalization, economic crises, disengaged employees, and multiple generations in the workforce. It also summarizes how technology can help engage employees and increase organizational performance and profitability. Finally, it provides an overview of Uni Systems, a company that implements Oracle's PeopleSoft HCM software to provide a complete HCM solution.
The document discusses the importance of employee retention during an economic recession. While leaders may assume employees are happy just to have a job, many are actually disengaged and looking for other work. The document recommends that companies clearly communicate strategic objectives, demonstrate how employees contribute to them, and consistently recognize employee efforts to boost engagement. This will help retain top talent and ensure the company is well-positioned when economic conditions improve.
Executive coaching provides support to organizations by enhancing the leadership and coaching skills of managers. This helps ensure team members perform at their best and improves productivity, decision-making, and staff retention. Coaching supports organizational goals like reducing costs, improving customer satisfaction and sales. It can help during economic uncertainty by guiding companies and taking advantage of opportunities. Coaching is available as workshops, programs, or one-on-one sessions to complement interim management roles.
The document outlines the agenda for a Supply Chain conference, with presentations, workshops, and discussions around quantifying and communicating the value of supply chain management. The day includes talks on the state of the industry, perspectives on value from different roles, workshops to analyze survey results and develop strategies, and a working model to measure value within organizations. The final session is an open discussion on the future of the conference network and closing remarks from the CEO.
1) The document discusses the importance of having a clear definition of employee engagement that focuses on positive, proactive involvement. Engagement requires employees to be both engaged and enabled, having the tools and authority to act without waiting for direction.
2) Creating an organizational culture with a strong sense of purpose beyond just financial goals is important for fostering employee engagement. Successful companies of the past all had cultures embodying purpose.
3) Investing in employee engagement makes business sense as engaged employees better take care of customers, which is important for retaining best employees and maintaining performance especially during difficult economic times. However, engagement must be measured using both traditional metrics and new approaches to fully capture its benefits.
The document discusses two main topics:
1) Why you should stop using vegetable oils. Vegetable oils are high in polyunsaturated fats which can disrupt cell repair and creation. They contain artificial antioxidants and preservatives linked to health issues. Vegetable oils can also harm the reproductive system and cause an imbalance in omega-3 to omega-6 ratios.
2) The controversies around MSG (Mono Sodium Glutamate). MSG is an excitotoxin that can overexcite nerve cells and damage the brain. It is also harmful to pregnant/nursing mothers and infants. MSG has been linked to conditions like headaches, flushing, and weakness in some individuals. It has also been associated with asthma,
Garoupa Hotel Spa Golf & Conference Centre Corporate Sustainability Policy-So...Cecil van Niekerk
The GAROUPA sustainability programme is defined as the targeted integration of business operations and values, where the interests of all stakeholders including investors, customers, employees, the community and the environment are reflected in the company's policies and actions. The purpose of the policy is to make clear to all stakeholders what we mean by CSR and how we propose to work towards achieving it.
The CSR policy applies throughout all of the GAROUPA organisation and governs the approach to all our activities.
In implementing this policy we aim to:
• Be responsible and commercially viable.
• Be an example of good practice.
Engaging your business - a demystified approach to employee engagementCecil van Niekerk
This workshop aims to inspire leaders to engage their teams and take their organizations to the next level of performance. The workshop objectives are to provide approaches for building an engaged high-performance workforce, dealing with difficult people and relationships, creating accountability, overcoming blame, and developing a high-performance culture. Engagement is defined as the degree to which people commit to and perform for an organization. Fully engaged organizations can outperform others by up to 202%. Only about 1/3 of employees are truly engaged, so engagement should be a top priority for human resources. The CEO is the starting point for a successful engagement program and must inspire passion for goals. Change from the top with a credible vision is needed to drive real change in an
Sub Saharan Africa Hospitality Academy Concept ProposalCecil van Niekerk
The document proposes establishing a Sub-Saharan Africa Tourism Academy in Mozambique in two phases. Phase One would develop core skills through mobile training facilities within 3-6 months. Phase Two would establish dedicated hospitality academies in 3 major locations within 18-36 months, recognizing Africa's diversity while meeting international tourist demands. The goal is to boost tourism, which is forecast to create over 5.5 million jobs annually, through accessible, modular training that develops core skills and meets the commercial needs of tourism operators.
This document discusses employee discipline, termination, and engagement. It begins by outlining the typical roadmap from onboarding to potential discipline or termination. It then examines the sources of discipline and termination as either day-one issues, changes over time, or employee/circumstance factors. Next, it explores the challenges of balancing organizational and individual relationships, and how full engagement occurs with maximum satisfaction and contribution. The document closes by proposing alternatives to reactive discipline and termination, such as using a 5-step process of survey, analysis, planning, action, and follow-up to improve engagement and deliver commercial value before issues arise.
The document discusses cultural shock and outlines the four stages people experience when immersed in a culture different from their own: euphoria, culture shock, integration, and acceptance. It also provides examples of cultural misunderstandings that can occur due to differences in perceptions of time, space, and gestures. Advice is given on avoiding assumptions, respecting individuals, and explaining cultural norms. Contact information is provided to schedule cultural awareness sessions.
The document summarizes new features and functionality in Oracle eBusiness Suite Release 12 related to Trading Community Architecture (TCA) and Customer Data Hub (CDH). Key enhancements include new business object APIs, business object events, geographic hierarchies, a new customer user interface in receivables, supplier integration with TCA, and improvements to bulk import, data librarian, data quality management, and D&B configuration. The presentation was given by Mani Kumar Manda of Rhapsody Technologies to provide an overview of the changes.
Garoupa Hotel Spa Golf & Conference Centre Corporate Values…Cecil van Niekerk
We believe our strength is rooted in our core values: putting people first, pursuing excellence, embracing change, acting with integrity and serving our world, delivering value coupled with innovation and creativity. These values are our foundation and our future. As we pursue our quest at placing GAROUPA as a leader within the hospitality industry our business will continually evolve recognizing the diversity of our PEOPLE…delivering the best Guest experience possible.
1. The document discusses the importance of focusing on employees and how they are the key to success and competitive advantage for companies.
2. It provides perspectives from experts on how successfully managing human resources through development, engagement, and career growth leads to higher productivity, quality, and customer satisfaction.
3. Companies that shift their focus to treating employees well and helping them achieve their goals will see benefits like increased efficiency, motivation, and retention of top talent.
Talent management involves strategically managing an organization's human capital. It includes attracting, developing, and retaining valuable employees. The article discusses how talent management differs from traditional HR and headhunting by taking a more strategic, long-term approach to ensure organizations have the right people in place. It also notes that talent management can help organizations perform better and be more efficient, especially during difficult economic times.
The document discusses the benefits that leaders experienced through participating in the PEO community. Over 50% of participating organizations continued strong growth through 2009 despite economic challenges. 90% of leaders were able to drive sustainable innovation during uncertain times by sharing best practices. 100% of members were exposed to leadership impact assessments to improve leadership and culture. 30% of leaders in the PEO Senior Executive program were promoted or took on president roles, and 70% of leaders were successfully placed on boards through PEO connections.
Collins McNicholas provides outplacement solutions in Ireland to support companies facing redundancy situations and departing employees. Their services include individualized and group outplacement programs delivered onsite, offsite, or at their facilities. Programs cover career assessment, resume preparation, interview skills, job search techniques, and networking. Collins McNicholas employs qualified professionals and partners with their recruitment division to provide up-to-date job opportunities and industry contacts to support outplaced individuals.
The document provides a summary of a project management breakfast seminar held in December 2010 in Sydney. The seminar featured a presentation by Chris MacDonald on developing and sustaining a change management capability.
Chris discussed an operating model for a change management function that includes elements like organization, governance, capability, and relationships. He provided examples of how to assess the maturity of each element and plan the next steps. The document outlines Chris's presentation on key aspects of setting up an effective change management operating model, including securing sponsorship, developing capabilities, and focusing on relationships.
Technology is an enabler that allows for a complete human resource management strategy. The document discusses how technology can help address challenges facing HR professionals, including globalization, economic crises, disengaged employees, and multiple generations in the workforce. It also summarizes how technology can help engage employees and increase organizational performance and profitability. Finally, it provides an overview of Uni Systems, a company that implements Oracle's PeopleSoft HCM software to provide a complete HCM solution.
The document discusses the importance of employee retention during an economic recession. While leaders may assume employees are happy just to have a job, many are actually disengaged and looking for other work. The document recommends that companies clearly communicate strategic objectives, demonstrate how employees contribute to them, and consistently recognize employee efforts to boost engagement. This will help retain top talent and ensure the company is well-positioned when economic conditions improve.
Executive coaching provides support to organizations by enhancing the leadership and coaching skills of managers. This helps ensure team members perform at their best and improves productivity, decision-making, and staff retention. Coaching supports organizational goals like reducing costs, improving customer satisfaction and sales. It can help during economic uncertainty by guiding companies and taking advantage of opportunities. Coaching is available as workshops, programs, or one-on-one sessions to complement interim management roles.
The document outlines the agenda for a Supply Chain conference, with presentations, workshops, and discussions around quantifying and communicating the value of supply chain management. The day includes talks on the state of the industry, perspectives on value from different roles, workshops to analyze survey results and develop strategies, and a working model to measure value within organizations. The final session is an open discussion on the future of the conference network and closing remarks from the CEO.
1) The document discusses the importance of having a clear definition of employee engagement that focuses on positive, proactive involvement. Engagement requires employees to be both engaged and enabled, having the tools and authority to act without waiting for direction.
2) Creating an organizational culture with a strong sense of purpose beyond just financial goals is important for fostering employee engagement. Successful companies of the past all had cultures embodying purpose.
3) Investing in employee engagement makes business sense as engaged employees better take care of customers, which is important for retaining best employees and maintaining performance especially during difficult economic times. However, engagement must be measured using both traditional metrics and new approaches to fully capture its benefits.
The document discusses two main topics:
1) Why you should stop using vegetable oils. Vegetable oils are high in polyunsaturated fats which can disrupt cell repair and creation. They contain artificial antioxidants and preservatives linked to health issues. Vegetable oils can also harm the reproductive system and cause an imbalance in omega-3 to omega-6 ratios.
2) The controversies around MSG (Mono Sodium Glutamate). MSG is an excitotoxin that can overexcite nerve cells and damage the brain. It is also harmful to pregnant/nursing mothers and infants. MSG has been linked to conditions like headaches, flushing, and weakness in some individuals. It has also been associated with asthma,
Garoupa Hotel Spa Golf & Conference Centre Corporate Sustainability Policy-So...Cecil van Niekerk
The GAROUPA sustainability programme is defined as the targeted integration of business operations and values, where the interests of all stakeholders including investors, customers, employees, the community and the environment are reflected in the company's policies and actions. The purpose of the policy is to make clear to all stakeholders what we mean by CSR and how we propose to work towards achieving it.
The CSR policy applies throughout all of the GAROUPA organisation and governs the approach to all our activities.
In implementing this policy we aim to:
• Be responsible and commercially viable.
• Be an example of good practice.
Engaging your business - a demystified approach to employee engagementCecil van Niekerk
This workshop aims to inspire leaders to engage their teams and take their organizations to the next level of performance. The workshop objectives are to provide approaches for building an engaged high-performance workforce, dealing with difficult people and relationships, creating accountability, overcoming blame, and developing a high-performance culture. Engagement is defined as the degree to which people commit to and perform for an organization. Fully engaged organizations can outperform others by up to 202%. Only about 1/3 of employees are truly engaged, so engagement should be a top priority for human resources. The CEO is the starting point for a successful engagement program and must inspire passion for goals. Change from the top with a credible vision is needed to drive real change in an
Sub Saharan Africa Hospitality Academy Concept ProposalCecil van Niekerk
The document proposes establishing a Sub-Saharan Africa Tourism Academy in Mozambique in two phases. Phase One would develop core skills through mobile training facilities within 3-6 months. Phase Two would establish dedicated hospitality academies in 3 major locations within 18-36 months, recognizing Africa's diversity while meeting international tourist demands. The goal is to boost tourism, which is forecast to create over 5.5 million jobs annually, through accessible, modular training that develops core skills and meets the commercial needs of tourism operators.
This document discusses employee discipline, termination, and engagement. It begins by outlining the typical roadmap from onboarding to potential discipline or termination. It then examines the sources of discipline and termination as either day-one issues, changes over time, or employee/circumstance factors. Next, it explores the challenges of balancing organizational and individual relationships, and how full engagement occurs with maximum satisfaction and contribution. The document closes by proposing alternatives to reactive discipline and termination, such as using a 5-step process of survey, analysis, planning, action, and follow-up to improve engagement and deliver commercial value before issues arise.
The document discusses cultural shock and outlines the four stages people experience when immersed in a culture different from their own: euphoria, culture shock, integration, and acceptance. It also provides examples of cultural misunderstandings that can occur due to differences in perceptions of time, space, and gestures. Advice is given on avoiding assumptions, respecting individuals, and explaining cultural norms. Contact information is provided to schedule cultural awareness sessions.
The document summarizes new features and functionality in Oracle eBusiness Suite Release 12 related to Trading Community Architecture (TCA) and Customer Data Hub (CDH). Key enhancements include new business object APIs, business object events, geographic hierarchies, a new customer user interface in receivables, supplier integration with TCA, and improvements to bulk import, data librarian, data quality management, and D&B configuration. The presentation was given by Mani Kumar Manda of Rhapsody Technologies to provide an overview of the changes.
Garoupa Hotel Spa Golf & Conference Centre Corporate Values…Cecil van Niekerk
We believe our strength is rooted in our core values: putting people first, pursuing excellence, embracing change, acting with integrity and serving our world, delivering value coupled with innovation and creativity. These values are our foundation and our future. As we pursue our quest at placing GAROUPA as a leader within the hospitality industry our business will continually evolve recognizing the diversity of our PEOPLE…delivering the best Guest experience possible.
This document discusses the benefits of workplace diversity and an inclusive environment. It notes that Canada's population growth will increasingly come from immigration, with over 20% of the Toronto workforce already consisting of immigrants. It states that a diverse workforce provides access to different talents and skills, increases productivity and retention, and allows for more solutions from diverse perspectives. Businesses can also better market to diverse consumers. However, workplaces that fail to foster inclusion see higher turnover rates. The document provides tips for organizations to be more diverse and inclusive, such as celebrating cultural differences, appointing a diversity coordinator, and ensuring consideration of religious holidays.
BBEE guide for international inbound business to South AfricaCecil van Niekerk
The document provides an overview of Broad-Based Black Economic Empowerment (BBEE) in South Africa. It explains that BBEE aims to accelerate black participation in the economy by encouraging change in key business areas. When the BBEE Codes of Good Practice were gazetted in 2007, it made BBEE implementation a legal requirement. The document outlines the key elements of the BBEE scorecard framework, including ownership, management control, employment equity, skills development, preferential procurement, enterprise development and socio-economic development. It also discusses documentation requirements for BBEE scorecard assessment and the various BBBEE status levels and recognition levels companies can achieve.
Flash memory is a type of non-volatile computer storage that can be electrically erased and reprogrammed. It was invented in 1980 by Dr. Fujio Masuoka and is commonly used in USB drives, memory cards, and solid state drives. The presentation discusses the history of flash memory, its uses, types including mobile device memory, compact flash, and USB drives, as well as new developments and the future of the technology.
People Strategy-Fundamentals for compiling a People StrategyCecil van Niekerk
The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
Enterprise resource planning (ERP) systems integrate internal and external management of information across an entire organization, including product planning, parts purchasing, maintaining inventories, interacting with suppliers, providing customer service, and tracking orders. ERP projects can have both positive and negative effects on a firm's performance. Positively, ERP systems provide scalability, functionality, and service/support, while potential downsides include high costs, difficulty of use, lack of flexibility, and limited customization. ERP systems are related to materials requirements planning (MRP) and manufacturing resource planning (MRP II) in that ERP projects partly rely on MRP II methods to track inventory levels, orders, production, purchasing, and sales.
Maya Angelou (1928-2014) was an American poet, singer, memoirist, and civil rights activist. She grew up in St. Louis and Arkansas, where she experienced racial discrimination. She was introduced to literature by her friend Mrs. Bertha Flowers. Angelou worked various jobs and had a son before graduating high school in San Francisco. She toured Europe with the opera Porgy and Bess and studied dance with Martha Graham. In the 1960s, she joined the Civil Rights movement and worked in Egypt and Ghana. Angelou wrote autobiographies, poetry, articles, plays, and composed music and screenplays. She received numerous honors including a Pulitzer Prize nomination and a Presidential Medal of Arts.
This document discusses reducing absenteeism through improving employee engagement. It notes that research shows strong correlations between absenteeism and engagement as well as engagement and profitability. It then provides examples of what other organizations are doing to build workplace culture and engagement. Finally, it discusses various strategies that can be used to improve engagement such as focusing on trust, career growth opportunities, and corporate social responsibility. The overall goal is to create an engaged workforce in order to realize benefits like increased satisfaction and reduced costs.
This document discusses employee engagement and its importance for organizational success. It makes three key points:
1. Employee engagement has a direct correlation with improved financial results, customer satisfaction, productivity, and employee retention. It is a vital element for organizational survival.
2. There are three levels of employee engagement - actively disengaged, not engaged, and actively engaged. Actively engaged employees are strongly aligned with organizational goals and care about the company's success.
3. Establishing true employee engagement requires a comprehensive, strategic approach that creates lasting positive results. It encourages productive, dedicated employees who are invested in the company's success.
Maintaining A Positive Culture In Difficult TimesSteve Mitchinson
The document discusses maintaining a positive organizational culture during challenging times. It emphasizes the importance of culture and engagement for business outcomes like productivity and profits. Creating an engaged workforce requires focusing on drivers like trust in leadership, career growth opportunities, meaningful work, and corporate social responsibility. The document suggests approaches for managers to improve engagement such as keeping promises, open communication, recognizing employees, and building trusting relationships.
The document discusses the importance of strategic alignment within organizations. It notes that aligned companies outperform competitors financially and that alignment is essential to effective management. However, surveys show that most employees do not feel their company's strategy will succeed, and the majority do not believe their work supports the company's strategy. Common issues that result from poor alignment include high turnover, low morale, and an inability to articulate the company's strategy. The document then examines the costs of employee turnover and the benefits of engaged employees. However, it notes engagement is not enough and employees must also be aligned with organizational goals. It outlines different aspects of achieving horizontal and vertical alignment and provides steps to analyze and improve an organization's alignment.
The document discusses factors that determine the success of employer-employee partnerships, including trust, security, fairness, clarity, communication, and appreciation. It emphasizes that trust is key, as it allows employers to empower employees and makes other goals easier to achieve. When employees feel secure in their jobs, treated fairly, understand expectations clearly, can communicate openly, and receive appreciation, they will be motivated to work diligently and help the organization succeed. Maintaining successful partnerships requires ongoing effort to develop these factors.
Most business leaders want greater engagement from their employees. So, they hire consultants, go on retreats, survey their workforce, initiate team-building exercises and design one engagement strategy after another. And then…they become frustrated because they have little to show for their efforts.
The truth is, employee engagement is not as complicated as we make it. The problem is, in business, we want to solve everything with a strategy. But engagement isn’t the result of a clever strategy. Its development is organic. Therefore, the focus of business leaders should be on encouraging and accelerating its evolution—not on trying to manipulate it into existence.
Yes I belong here ! Carving a strengths-Path By Krishnan UnniKrishnan Unni .
Great managers recognize that those who are different from them may have different strengths rather than incompetencies. They leverage these diverse strengths for high team performance. Specifically, managers should identify individual strengths, focus on developing them, and build strength-based teams from selection and opportunities. There is a need for managers to shift from trying to fix weaknesses to amplifying existing talents.
How Engaged Are My Employees Exec R R Guideshershenow
This document discusses the importance and impact of employee engagement. Key points include:
- Disengaged employees cost companies billions per year in lost productivity and revenue. Highly engaged companies see significantly higher growth and profits.
- Only 17% of workers are highly engaged and willing to contribute fully. 19% are actively disengaged, undermining their organizations.
- Senior management demonstrating genuine interest in employees is the top global driver of engagement.
- Engaged employees stay longer, drive higher customer satisfaction and retention, and increase company profits. Proper employee engagement programs are critical for business success.
- Effective engagement programs align corporate objectives with rewards, recognize positive behaviors, and motivate employees to achieve
This document discusses how to ensure your talent strategy is aligned with your business strategy. It emphasizes that talent management must be at the heart of business strategy and that the right talent is needed for current business challenges. It also discusses engaging stakeholders in talent program design and deployment, and focusing talent efforts on all employee levels, not just top management. Key factors that motivate talent include a great company culture, exciting jobs, and competitive compensation.
How to increase executive's effectiveness.pptx1141SumanHalder
The document provides steps for increasing executive team effectiveness. It discusses that executive teams have two crucial responsibilities - providing business leadership and shaping organizational culture. High performing executive teams are strategic oriented and take a collaborative, corporate-wide perspective. Five steps are outlined to create a highly successful executive team: make a proper diagnosis, establish a sound leadership model, adopt the proper attitude of growth, achieve appropriate interactions, and follow diffusion laws correctly. Effectiveness turns knowledge and insight into outcomes through hard, systematic work.
Employee engagement is important for business success. Studies show engaged employees increase profits, sales, customer loyalty and productivity. Recognition programs can boost employee engagement by 27-50% according to studies. Recognition is the "tipping point" that differentiates engaged versus willing employees. To maximize engagement, companies need senior leadership support, an effective recognition strategy, and a culture of appreciation.
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.
Tangible provides executive coaching services to help clients achieve their goals and realize their full potential. Their methodology focuses on moving clients from intention to impact through a 5-phase process of initiating goals, mapping a path, practicing adjustments, catalyzing change, and transforming outcomes. They work with individuals and teams across various industries to improve leadership, performance, and organizational success.
The 6P Model for Making Innovation a Core CapabilityGreg Verdino
If innovation is so important for business growth, why do so many companies get it wrong? The 6P Model for Making Innovation a Core Capability provides an overview of they elements any organization should have in place to support always-on, sustained innovation that delivers positive business outcomes.
The original blog post for this content can be found at http://gregverdino.com/innovation-capability.
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
Unlocking The Potential Of Frontline Mgrs Exec Briefing Sbpmother55
This document outlines six keys to unlocking the potential of frontline managers. The six keys are: 1) Identify employees with the capability and interest to be good managers. 2) Help managers understand their team's goals and roles. 3) Help managers understand the people they manage. 4) Help managers understand themselves and how they impact their people. 5) Don't assume managers know how or when to coach. 6) Minimize administrative work to give managers more time to develop people. The document emphasizes the importance of self-awareness, communication, and development for both managers and the people they manage.
There are many companies doing fine in the face of this recession. Some are in the “right” industry, some have a “killer” product or service and some are thriving by design.
Companies that have the ability to weather and thrive regardless of the economic cycle have some common characteristics.
Business Imperative of Employee EngagementDeepa Thomas
The document discusses employee engagement in organizations. It defines engagement as the commitment of employees to their work and organization, and how this commitment impacts their performance and retention. Highly engaged employees are more productive, loyal customers are more satisfied, and organizations see higher profits. The document outlines that organizations must hire the right employees, develop exceptional leaders, and implement strong HR systems to foster engagement among employees. When these factors are successfully implemented, employees become more committed and put in extra effort, leading to overall organizational success.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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Frameworks/Models included:
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Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
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Employee engagement demystified
1. 1
http://www.linkedin.com/in/humanresourcescvn
Engaging your business into the new decade
a demystified approach
Cecil van Niekerk
2. • The objective of this presentation is to deliver solutions with a
series of thought provoking questions and principles for all
levels of leadership within the business.
• The answers to these questions and the fundamental principles can be adapted to
suit the character and personality of your organisation.
This presentation is aimed to awaken the inspiration in you as a visionary CEO or
Leader to take the courageous step of moving your organisation to the next level of
performance with an engaged team of contributors.
Note: In the absence of a narrator and for the sake of clarity and explanation certain slides contain more information than
traditionally would be used for a presentation.
2
3. Is employee engagement a new concept?
Nelson, amongst other greats, did not label his leadership as
‘employee engagement’ however he was an early advocate of process. He
discussed and agreed objectives with his captains and allowed them to take
the initiative and interpret the objectives as the battle progressed. Nelsons
French counterpart Villeneuve was an advocate of control and command and
his captains had to follow his instructions no matter what, and the outcome
was......?
No this is nothing new, however the complexities of implementation within
business has only become more challenging.
3
4. The Engagement Process
What is engagement and what is its potential to my business?
Amongst the many definitions by a magnitude of experts, engagement can best be
defined as:
• The degree to which a person or group of people commit to an organization,
• The impact that commitment has on how they perform, the business performs
and their length of productive tenure .
Proportionate to the degree of engagement ,
is the degree to which the organisation can
deliver to its true capability.
4
5. What does Engagement deliver?
A transformative partnership for those who are ready, enabling them to function with
mutually shared expectations, adequate resources, expertise and values, with mutually
beneficial rewards, this resulting from processes and actions will:
• meet and exceed the organisations client expectations externally as well as
internally.
• deliver beyond the expectations of the organisational and business’s plans.
• meet and potentially exceed the needs of stakeholders and investors.
• recognises the expectations of, and provide a foundation
for appropriately rewarding the participants
that contribute to the business success.
5
6. To ENGAGE or NOT?
Trapped employees plan to Accessible employees want
remain employed, but to remain employed but may
would prefer to work TRAPPED ACCESSIBLE not be able to, because of
elsewhere. outside circumstances or
23% 7% better opportunities
elsewhere.
High Risk employees do not These employees plan to
plan to remain employed remain employed and want
and no longer want to work HIGH RISK to work for your
for your organization. 36% organization.
*Walker Model
With only 1/3 of your team truly engaged can you afford not to place ENGAGEMENT at the top
of your Human Resources agenda for 2010
6
7. The Reality of Engagement
Can we expect to create this warm, fuzzy , utopian environment, sadly not, as this is not in
the character or in the best interests of business.
COACHING SUPPORTING
Moderate to Hi
TRAPPED Lo to Some ACCESSIBLE
Competence
23% Competence 7%
Variable
Low Commitment
Commitment
Lo Competence TRULY
HIGH RISK
LOYAL
36%
Hi Commitment 34%
DIRECTING DELEGATING
ENGAGEMENT READINESS Lo Med Med/Hi
There are varying levels of organisational maturity which by implication means some are
readier for engagement than others.
*Situational Leadership Blanchard & Hersey/ *Walker Model 7
8. Arguing the statistics
Whichever school of thought or guru you wish to support, there are certain
realities we cant escape. So instead of getting bogged down in paralysis by
analysis, the reality is:
• Whether it is 14% , 22% or 35%, the biggest proportion of most employees in
businesses are not engaged and for any business leader, this must represent an
enormous potential for any business to “step up a gear”
In itself a compelling reason to embark on an ENGAGEMENT process that builds your
employer brand and fully harnesses skill, talent and ability to deliver the results
expected of us.
8
9. About statistics & tools
• Attitude and Engagement surveys are
merely diagnostic tools but do invoke
an air of expectation.
• Survey results are not necessarily
reliable metrics or indicators of
engagement performance.
• The only true measure is a set of business metrics that indicate delivery against a
holistic set of performance criteria contained in the business plan - no plan no
measurement.
9
10. Leadership & Engagement
The impetus of any ENGAGEMENT process is vested at the
very top of the organisation, the CEO.
• Unequivocally the starting point for a successful
engagement programme.
• A visionary CEO, with the style and charisma to
translate the goals of the business, in a manner that
invokes the passion in each member of the
organisation, the desire to WANT TO and not HAVE
TO deliver.
• There is a significant difference between the CEO
trying to enforce compliance and that of
engendering commitment.
10
11. The Chain of Change
KEY PRINCIPLE- The CEO is the first link in the chain of change.
I learned what I had to in order to succeed, but I never thought that
learning was all that important. My willingness to do whatever it takes
succeed is what fuelled Johnsonville’s growth. However Johnsonville hit the wall of
inevitability.
I realized that if I kept doing what I had always done, I was going to keep getting what I
was getting. And I didn’t like what I was getting..
I could see the rest of my business life being a never-ending stream of crises, problems,
and dropped balls.
We could keep growing and have decent profits, but it wasn’t the success I was looking for.
Ralph Stayer, CEO of Johnsonville Sausage. In the book, Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead,
11
12. Reduce your vulnerability.
• The CEO potentially is a lonely figure within the business, closeted in a sacred office
grappling with the problems of business, babysitting the managers and employees of the
business.
• Never before has the CEO been more vulnerable than in the current economy. A lone figure
who dies by his own sword.
KEY PRINCIPLE- It is not up to you as the CEO to make the team listen to
what you have to say; it is about setting up the system so that people
want to listen. The combination of the right environment and a culture
that creates desire instead of requirements, places few limits on what the
team can achieve.
• That, reduces your vulnerability and raises the bar on success.
12
13. The average tenure of
The impact of Engagement . a CEO is around 5
years, no sooner do
employees get used to
one strategy and
approach and it
changes.
In what becomes a
Typically the control
control and command
and command
environment it is
approach proliferates a
inevitable that in most
child – adult mentality
and dependency,
THE RULE: is, it is the CEO instances the CEO is
reduced to grappling
where the child will
only react if the parent
who should be the visionary with the task of
babysitting managers
commands. leader. and employees alike.
13
14. Are you ready for change?
• Change has become a phenomenal “buzz word” in business today. A panacea for all
ills, as soon as we come under pressure, out of the closet springs a guru who
prophesises the gospel of ‘CHANGE’.
• Nothing wrong with that, however;
• Does it mean change is good so long as everyone else is
willing to change but me?
• Why should I change when no one else changes?
• Do we appoint some poor unsuspecting disempowered
already de-motivated underling, with the mandate to drive
change in the organisation?
THE RULE - No, I am afraid it does not, it is the vision, commitment and demonstration of
purposeful change from a credible leadership that determines readiness.
14
15. The faces of demotivation.
ANXIETY FEAR HOPE ANGER DEPARTURE
• The faces and emotions of the disengaged, ranging from anxiety as a consequence of
poor initial integration into the organisation, the fear of the unknown, hope that
things will change, anger that it hasn’t, leading to ultimate departure.
Yet another compelling reason for ensuring your leadership is sufficiently inspirational
to genuinely engage each and every team member.
15
16. The Big Picture & Engagement
Lets draw an analogy using a marathon runner.
How likely is success of the runner standing on the starting line with no
idea where the finishing line is or how long the run is. My
guess the chances of even completion is slim, never mind
success……….
Human behaviour dictates we perform at our best when we know what we are doing,
where we are going and what the end result is likely to be. It is much easier to develop a
sense of pride and engagement in something tangible.
KEY PRINCIPLE-
“I can force you to run,
or, you run the marathon because you truly want to, enduring the sacrifice and
celebrating the success”.
16
17. The Big Picture
As the architect of the big picture for the business you have
the choice of being the sole, isolated custodian, at the mercy
of disengaged employees whom you have to force to take
action, baby sit and fix errors, or alternatively, you share your
vision in a manner that inspires them to be a part of.
Back to our analogy, share with the runner exactly where the finishing line is and what it
is going to take to run the full distance, what the winners trophy looks like and not end
up quitting at mile 20. Runners refer to it as the brick wall. It is the point when their body
shuts down and their spirit quits……….
DEPARTURE
17
18. The Work & Engagement
The work an individual performs is within the top 5 contributors to every human beings
existence.
• Considering an average working person devotes approximately 1/3 of the wake hours
in a year at work.
• The question posed to any business leader; would you be willing to invest 1/3 of your
revenue into an undefined scheme where you no idea how it is going to be used, by
whom, when, for what and potentially not knowing your return on the investment?
The answer to that question is pretty obvious!
18
19. The Work & Engagement
Consider this statement made by the average team member,
“Day after day, I work hard. I like my work, I am paid well, and I get along with my co-
workers. But I am considering looking for work elsewhere”.
Why?
“Because I don’t have a clue of the company's goals or where they are heading.
Everyone is kept in the dark about the company's goals. Whenever the question is
asked, it is waived of as non of your business. As a result, commitment is starting to
wear thin”.
ANXIETY
“I only want what most workers want. That is to understand how my work contributes
to the big picture. This investment of 1/3 of my life”.
ANGER
19
20. The Work & Engagement
• People need to be brought into the loop on the direction of their company or the
company will have a tough time developing passion within its teams.
It ought to be common sense: When
employees understand the goals of the
company and how their actions align with
those goals, employees are more productive—
and the company is more profitable.
• Conversely, human nature abhors a vacuum. When no clear goals exist, or when
they're not publicised so that people can subscribe to them and/or promote them,
individual missions and visions tend to rise up in competition. In other words, people
start promoting their own agendas.
• The result is unnecessary conflict, delays, and lost revenue. Personal agendas and turf
wars consume valuable time and energy.
20
21. The Work & Engagement
It is the degree that I regard my investment in the work I do as meaningful and
contributory, using my mind, my hands, having my heart in it and knowing that we can
be open and honest, that I am either engaged or disengaged.
Using me creatively and allowing me
to apply my mind in providing
solutions, giving me opportunity to
grow and develop and telling me what
you expect of me.
We are open, honest and
Rewarding me fairly and behave with integrity – “a
ensuring I have the skills to promise we make is a promise we Treating me with respect,
deliver what you expect of keep recognising achievement
me and the systems allow and creating a sense of
ENGAGED belonging
me to do what is expected.
21
22. The Work and Engagement applied
In any organisation there are typically team members at two ends of the scale:
• those who are totally demotivated and at the point of exit making no real
contribution to the business.
• Those who appear highly motivated and are seen to be significant contributors, in
other words, engaged.
22
23. The Work and Engagement applied
There is however another core of team members who are:
Neither demotivated Nor motivated
HI RISK – LO ENGAGEMENT
They simply exist, moving up and down the stages of demotivation and likely to exit at
some point in time.
Typically referred to as “high maintenance”, having to be
told what to do day in and day out.
23
24. The Work and Engagement applied
Quite simply, adopting a process that accepts that we are dealing with humans whose
behaviour will be directly in relation to the extent we address the whole being,
Will determine the extent to which our teams are either,
DISENGAGED ENGAGED
or
24
25. Core Elements of Engagement
Fundamental to ENGAGEMENT are *six primary building blocks with Leadership at the
core.
*Based on a Six Sigma foundation 25
26. Core Elements of Engagement
Defining ENGAGEMENT is not complex, however it needs to be viewed
holistically if it is produce meaning results. The foregoing has set the a
imperative for success which is the unequivocal buy-in and
commitment of leadership.
Engagement reflects alignment of each employee’s
very personal goals and drivers of job satisfaction
with the organization’s strategy and contribution
requirements.
We need to provide clear objectives and a work environment that recognizes the value of
employees. Retention and engagement aren’t achieved through organization - wide work/life
policies, talent management systems or culture initiatives alone. Realistically, if employees
themselves aren’t clear on what they do well and what matters most to them, it’s unlikely
that any work situation will engage them. (It’s the “You can’t get what you want if you don’t
know what you’re looking for” dilemma.) Managers can make a difference, but not if they
themselves aren’t crystal clear on what the organization needs or their well-intentioned
coaching misses the mark.
26
27. Core Elements of Engagement
ORGANISATION
Clear unambiguous communication of
what the business definition of success
is:
• the values and mission.
INDIVIDUAL • the goals for the ensuing period.
Clear unambiguous definition and • the strategy by which it intends
understanding of what the employees achieving those goals.
own definition of personal success is: • etc.
• career growth.
• financial reward
• worklife quality.
• etc.
When we both know what represents success and the business merges, shrinks or shift
strategies and employees wade through quagmires of to-dos, meetings and information
overload, it’s more important than ever that individuals at all levels engage and focus on
what matters most. We can only do that when we know ‘WHAT’ matters.
The core fundamental principle is OPENESS – HONESTY – INTEGRITY .
27
28. The Engagement Map
The ENGAGEMENT MAP serves as the definitive base that drives the entire engagement
process from measurement through to the delivery of results. It is also the basis for the
development of an holistic and commercial HR strategy.
28
29. The Engagement Map – Dimensions Defined
The business is basis upon which to construct all human capital engagement processes and is intended to foster confidence in the future of the organization with a
positive perception of the group culture and strategy. Facilitating a work ethic which meets both the needs of the individual contributor and the organization.
Communication comprising processes and actions that support effective communication across the business. The primary areas include the effective
communication of company vision and goals, ongoing communication from the desk of the CEO, general business communication facilitating collaboration within
the business and individual communication between employees.
Job Environment which is made up of all elements around functional positions and roles performed by individuals and the teams in which they exist, operate and
collaborate within.
Learning & Development embraces actions and activities that support a continuous learning culture where skills are developed to ensure current delivery
requirements both technical and managerial. The development of talent to reduce operational risk within the context of structured succession planning. The
facilitation of an environment where career development expectations of employees are realistically met and/or managed.
Management which constitutes appropriate management actions and behaviors spanning all levels of management throughout the business. These include direct
and immediate managers, senior managers, the leadership team within the Board.
Performance Management incorporates all aspects of the performance management process including a consistent systemized approach across the entire
business which adopts a process addressing current performance and development process. This is facilitated with rigorous training to ensure all users conform to
and can manage the Group performance management systems.
Reward categories include policies and practices that evolve around REMUNERATION – RECOGNITION - APPRECIATION
Work Environment incorporates both the hygiene principles and the physical facilities that engenders a positive perception of the workplace within which service
delivery is initiated. Included in this dimension is the effective use of technology and technology platforms. This is supplemented by rational and planned social
responsibility actions
These dimensions serve as the measurement platform of ENGAGEMENT MAPPING and the
ensuing delivery strategy.
29
30. The Engagement Map – Dimensions Defined
BUSINESS CONFIDENCE Dimensions Defined
(Q8)I am aware of the vision senior management has for the future of this
organisation
(Q9)I am aware of the values of this organisation
BUSINESSis basis upon which to
(Q10)I am aware of the overall strategy senior management has for this
organisation
construct all human capital
(Q16)I believe in the overall purpose of this organisation
(Q17)I believe in the values of this organisation
engagement processes and is intended
(Q18)I believe in the work done by this organisation
(Q20)This organisation is ethical
to foster confidence in the future of
(Q21)This organisation is socially responsible
(Q22)This organisation is environmentally responsible
the organization with a positive
(Q115)The goals and objectives of this organisation are being reached
(Q116)The future for this organisation is positive
perception of the group culture and
(Q117)Overall, this organisation is successful
(Q119)Change is handled well in this organisation
strategy. Facilitating a work ethic which
(Q120)The way this organisation is run has improved over the last year
(Q121)This organisation is innovative
meets both the needs of the individual
(Q122)This organisation is good at learning from its mistakes and successes
(Q124)This organisation offers products and/or services that are high quality
contributor and the organization.
(Q125)This organisation understands the needs of its customers
(Q126)Customers are satisfied with our products and/or services
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
30
31. The Engagement Map – Dimensions Defined
COMMUNICATION Dimensions Defined
Communication comprising processes
and actions that support effective
communication across the business.
The primary areas include the effective
communication of company vision and
(Q56)Senior management keep people informed about what's going on
(Q57)Senior management listen to other staff goals, ongoing communication from
(Q63)There is good communication across all sections of this organisation
(Q72)I am encouraged to give feedback about things that concern me the desk of the CEO, general business
(Q73)I am consulted before decisions that affect me are made
(Q85)My manager listens to what I have to say communication facilitating
collaboration within the business and
individual communication between
employees.
.
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
31
32. The Engagement Map – Dimensions Defined
JOB ENVIRONMENT Dimensions Defined
(Q56)Senior management keep people informed about what's going on
(Q24)I understand my goals and objectives and what is requiredin my job
(Q25)I understand how my job contributes to the overall success,
(Q28)Sexual harassment is prevented and discouraged
(Q29)Discrimination is prevented and discouraged
(Q30)There is equal opportunity for all staff in this organisation
(Q31)Bullying and abusive behaviours are prevented and discouraged
(Q38)In this organisation it is clear who has the responsibility for what
(Q59)This organisation is good at selecting the right people for the right jobs
(Q65)There is cooperation between different sections in this organisation
(Q71)I have input into everyday decision-making in this organisation
Job Environment which is made up
(Q87)My manager treats me and my work colleagues fairly
(Q91)There are enough opportunities for my career to progress in this
of all elements around functional
organisation
(Q93)My co-workers put in extra effort whenever necessary
positions and roles performed by
(Q95)My co-workers take the initiative in solving problems
(Q97)I have confidence in the ability of my co-workers
individuals and the teams in which
(Q101)I have good working relationships with my co-workers
(Q102)My co-workers give me help and support
they exist, operate and collaborate
(Q134)I like the kind of work I do
(Q135)Overall, I am satisfied with my job
within.
(Q137)I am likely to still be working in this organisation in 2 years time
(Q138)I would like to still be working in this organisation in 5 years time
.
(Q139)I can see a future for me in this organisation
(Q141)When I work I really exert myself as much as I can
(Q142)I put in extra effort whenever necessary
(Q143)I work harder than is required
(Q145)I carry out core parts of my job well
(Q146)I cope with changes to the way I have to do tasks
(Q147)I complete tasks well using standard procedures
(Q149)I initiate better ways of doing tasks
(Q150)I come up with ideas to improve the way tasks are done
(Q151)I make changes to the way tasks are done
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
32
33. The Engagement Map – Dimensions Defined
LEARNING & DEVELOPMENT Dimensions Defined
Learning & Development embraces
actions and activities that support a
continuous learning culture where
skills are developed to ensure
current delivery requirements both
(Q43)Staff have good skills at using the technology
(Q64)Knowledge and information is shared throughout.
technical and managerial. The
(Q67)When people start in new jobs here they are trained
(Q68)There is a commitment to ongoing training and development of staff
development of talent to reduce
(Q69)The training and development received has improved my performance
(Q89)Enough time and effort is spent on career planning
operational risk within the context
(Q90)I am given opportunities to develop skills for career progression of structured succession planning.
The facilitation of an environment
where career development
expectations of employees are
realistically met and/or managed.
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
33
34. The Engagement Map – Dimensions Defined
MANAGEMENT Dimensions Defined
Management which constitutes
appropriate management actions
((Q55)Senior management are good role models for staff
and behaviors spanning all levels of
(Q60)Managers in this organisation know the benefits of employing the right
people
management throughout the
(Q61)Managers in this organisation are clear about the type of people we need
to employ
business. These include direct and
(Q84)I have confidence in the ability of my manager
(Q86)My manager gives me help and support
immediate managers, senior
managers, the leadership team
within the Board. .
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
34
35. The Engagement Map – Dimensions Defined
PERFORMANCE MANAGEMENT Dimensions Defined
Performance Management
incorporates all aspects of the
performance management process
including a consistent systemized
(Q12)Staff are encouraged to continually improve their performance
approach across the entire business
(Q13)High standards of performance are expected
(Q14)This organisation has a strong focus on achieving positive results
which adopts a process addressing
(Q26)During my day-to-day duties I understand how well I am doing
(Q80)My performance is reviewed and evaluated often enough
current performance and
(Q81)The way my performance is evaluated is fair
(Q82)The way my performance is evaluated provides me with clear guidance
development process. This is
for improvement
(Q98)My co-workers are productive in their jobs
facilitated with rigorous training to
(Q99)My co-workers do their jobs quickly and efficiently ensure all users conform to and can
manage the Group performance
management systems.
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
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36. The Engagement Map – Dimensions Defined
REWARD Dimensions Defined
Reward categories include policies
and practices that evolve around:
REMUNERATION
((Q75)The rewards and recognition I receive from this job are fair
(Q76)This organisation fulfills its obligation to me
(Q77)I am satisfied with the income I receive RECOGNITION
(Q78)I am satisfied with the benefits I receive (super, leave etc)
APPRECIATION
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
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37. The Engagement Map – Dimensions Defined
WORK ENVIRONMENT Dimensions Defined
Work Environment incorporates
both the hygiene principles and
the physical facilities that
(Q33)I have access to the right equipment and resources to do my job well
engenders a positive perception of
(Q34)I have easy access to all the information I need to do my job well
(Q35)We can get access to additional resources when we need to
the workplace within which
(Q37)There are clear policies and procedures for how work is to be done
(Q39)Our policies and procedures are efficient and well-designed
service delivery is initiated.
(Q41)The technology used in this organisation is kept up to date
(Q42)This organisation makes good use of technology
Included in this dimension is the
(Q45)Keeping high levels of health and safety is a priority of this organisation
(Q46)We are given all necessary safety equipment and training
effective use of technology and
(Q47)Staff are aware of their occupational health and safety responsibilities
(Q48)Supervisors and management engage in good safety behaviour
technology platforms. This is
(Q50)The buildings, grounds and facilities I use are in good condition
(Q51)Condition of the buildings, grounds and facilities is regularly reviewed
supplemented by rational and
(Q52)The buildings, grounds and facilities I use are regularly upgraded planned social responsibility
actions
NEITHER
RARELY SOMEWHAT
DISENGAGED ENGAGED/DIS ENGAGED
ENGAGED ENGAGED
ENGAGED
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38. The Engagement Index - Analysis
Paramount to the success of
the ENGAGEMENT PROCESS is
the data supporting the
measurement. This is obtained
via a confidential survey
process.
Before you execute any type of employee survey—you should be aware that it may backfire
if you do not plan to take action on learning the results. The employee survey is a starting
point for organizational change. The survey helps you pinpoint areas that need to be
addressed from your employee’s perspective in order to engage them in their work and make
them motivated, committed and satisfied within the business. Management should
incorporate a communication plan in the employee survey process to increase participation
and encourage submission of honest feedback.
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39. The Engagement Index - Communication
A substantial survey response
rate is imperative – response
rates in excess of 90% is
achievable and adds credibility
to the entire process for very
obvious reasons
The communication plan should include how the employee and the organization will benefit
from the survey, and what you intend to do with the information you gather from the survey.
The best way to get employees to believe in the process is to remind them of the goals, ask
for feedback and show them progress and results. When planning to administer a survey, a
good way to instill confidence in the process is by having a third-party involved. Employees
will feel more comfortable and respond more openly and honestly when they know their
responses are anonymous and being gathered by an outside organization.
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40. The Engagement Index - Communication
Employee survey results are
useless without insightful
analysis and detailed
comparison.
Too many organizations look at • Many organizations wonder if they have to share
employee survey data as a a summary of the results with their employees.
reactive process. Find the • What if you choose to communicate only
problem and fix it and your strengths and top goals?
numbers will go up.
Unfortunately, it’s rarely that In almost all scenarios—transparency beats concealment.
easy. An organization should
analyse the problem, Your top performers are already aware of
understand the root cause(s) organizational issues and are waiting to see if you
and take appropriate actions are too. More importantly, they are waiting to see if
that address the root cause(s). you are willing to admit what they are and what you
plan to do about them.
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41. The Engagement Index - Communication
• An employee survey focusing on engagement and business execution gives you
measurable insights into the factors that influence your business success.
• For example, a company with a strategy of focusing on improving customer service might
find that locations that receive higher customer service scores also have higher
engagement.
• In this situation you would probably want to understand what engages these employees.
You can also look further at organizational changes and how the changes may impact
employee engagement and ability to execute company strategy.
• For example, are employees who have changed managers frequently more or less
engaged? Are the more engaged employees higher performers? How is engagement
related to retention? These are just a few important questions to ask and answer.
• Obviously, implementing an employee survey is only the beginning in the process of
getting to know what drives engagement, how effective your organization is at
communicating and executing the business strategy, and what actions your organization
should take to have the most impact.
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42. The Team & Engagement
The choice:
or
The answer is pretty obvious.
However what is not so obvious is the route to get from one to the other. It is this
ambiguity and the plethora of views, attitudes and opinions which presents the
biggest mental block to employee engagement programmes.
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43. The Team and Engagement
At the risk of invoking the patriotic wrath of sports lovers, there are so many examples
of teams entering a tournament as the underdogs, but for inherent skill, vast amounts
of passion and inspirational leadership have ended up victorious. There is no difference
between the characteristics of a successful sports team to which we can all relate, and
that of a team in the workplace.
What are those characteristics:
• Clear purpose and goals to which the team is willing to commit.
• Honest two-way communication, when things are good and when they are not.
• Roles and expectations that are defined, understood and accepted.
•
• Clear decision-making and communication processes.
This is not difficult to achieve, nor does it entail the investment of large sums of money.
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44. The Team and Engagement
You engage teams by engaging individuals. When people individually understand, own,
believe in and commit to their responsibility in the team, they will be engaged. There are
many analogies that can be drawn from sport to illustrate this, baseball offers the most
classic example.
Nine players across the baseball diamond who individually at every innings have a
specialist, active offensive and defensive job.
Although the Pitcher is a single specialist in his
team, he has to perform individually and throw
a “strike”. He is absolutely dependant on all 8 of
his team members to complete the task and get
the ball back on base to get the out, should the
batter hit the ball. This applies to every other
specialist position on the field
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45. In Summary, key concepts to consider
• Engagement is the primary enabler of successful execution of any
business strategy.
An engaged workforce is your only true competitive
advantage. It is almost impossible for your opposition to copy.
• Engagement is not a short-term initiative.
Because engagement is simple in concept but complex and continuously
evolves in execution, it is never achieved or finished—only improved.
• Engagement must be driven from the top.
Engagement is a business imperative, not an HR initiative, though HR should
be a key player in driving higher levels of engagement. Support from the top
also means senior leaders must be highly engaged themselves.
• One of the best ways to have highly engaged employees is to hire them!
Certain people have a set of characteristics or attributes that increase their
propensity for engagement. Close attention should be paid to these
characteristics in the hiring process.
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46. In Summary, key concepts to consider
• Engagement is all about fit.
People are more likely to be engaged if their jobs and the culture of the
organization match, both their abilities and skills, their motivation and
values. In addition to ability and skill consider the individual motivation
and value match in hiring and promotions.
• No one impacts the state of engagement more than an employee’s immediate
leader.
People do not leave their jobs; they leave their bosses. A
leader who is coaching for success, setting clear goals, empowering
others, providing open and honest feedback and making the
winners feel valued will always be ahead of the pack.
• Measuring engagement and demonstrating its business impact is crucial, but it’s
only a diagnostic tool.
There is little value to pour resources into measuring and re-measuring,
leaving little energy or budget for actually improving engagement levels.
Spend your resources and energy moving engagement in the right direction.
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47. In Summary, key concepts to consider
• Engagement means reaching the heart.
Highly engaged employees give that extra effort because they care. They
care because they feel respected, acknowledged and cared for. The
recognition of the “whole person” is key to your engagement initiatives.
• Last but not least, this is not all just about money.
A significant proportion of an engagement programme is about
leadership willingness to exert effort and energy. Throwing money at the
problem will not in itself generate long term sustainable engagement.
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48. Conclusion
As indicated at the beginning of the presentation the intention has not been to provide
you with a compendium of tricks by which to magically achieve employee engagement.
The objective has been to invoke your thought process as a respected business leader.
• There are alternative routes to achieving the success in the business you are
passionate about.
• There is no logical need for you to be the sole bearer of that passion, when you
potentially have an organisation full of like minded participants, who are in many
ways are chomping at the bit to be given the opportunity to share your passion.
I would be more than happy to discuss, share and compare notes with you. Please feel
free to email me on cecilvniekerk@hotmail.com
The remaining 3 elements around IMPROVEMENT – CONTROL
- RESULTS will be covered in
a future presentation.
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