Uploaded bySyed Nazir Razik ACP, CSM, PMP
Employee engagement in Agile Practice
This document discusses how agile practices can increase employee engagement. It defines employee engagement as employees being fully absorbed in and enthusiastic about their work. Agile practices empower engagement by creating collaborative environments focused on team goals rather than individual goals. This encourages team interaction and intelligence over individual goals. Servant leadership empowers teams by sharing power, helping people grow through coaching rather than control, and unleashing energy and intelligence. Agile teams experience fewer defects and safety incidents, less shrinkage and turnover when engagement is high. The document recommends agile can engage millennials and increase performance through respect, effective decision making, feedback, and building individual careers within teams.
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Employee engagement in Agile Practice
- 1. Employee Engagement inAgile Practice Syed Nazir Razik April 12, 2016 HP Enterprise, Chennai
- 2. Board Member &Vice President Vice President , Aerospace Industry Association of Tamil Nadu Social Media Strategist Agile Mentor for ACP & Beyond
- 3. Agenda What is EmployeeEngagement Organizational teams and growing millennials Agile Practices bring more team engagement Servant Leadership and Collaborative teams Why Agile is an emerging practice to engage millennials Agile practices that catalyze High performance = Better engagement Steps forward … Recommended Read
- 4. Employee Engagement • Employeeengagement is a property of the relationship between an organization and its employees. • An "engaged employee" is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
- 5. Degrees of EmployeeEngagement
- 6. Effects of TeamEngagement • 41% fewer quality defects • 48% fewer safety incidents • 28% less shrinkage • 65% less turnover (low- turnover organizations) • 25% less turnover (high-turnover organizations) • 37% less absenteeism
- 7. Growth of NotEngaged Millennial workforce • Traditionalist • Baby Boomers • Gen X • Gen Y or Millennials
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- 11. Influencing factors ofMillennials @ Team
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- 15. Team engagement inAgile
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- 19. Servant Leader empowersTeam Engagement Servant Leaders : Are self-aware. Listen. Share the power. Help other people grow. Coach people, not control them Collaborates , not dictates Unleash the energy and intelligence of others. Work to develop their foresight, so they can act, not react Doesn’t control team member actions but offers possibilities
- 20. Agile Practice empowers HighPerformance Agile Practice focus on Creating a collaborative environment. Focus on Group goals than individual goals Encouraging Team interaction Team intelligence precedes Individual
- 21. Engaged Team acceleratesGrowth
- 22. Engagement empowers HighPerformance Teams Respect Each team members opinion Protect your team from all evil Effective decision making Measure Progress and provide feedback Set up clear process, checkpoints and Metrics Effective Team Meetings and Conflict Resolution Build capability and career path for each individual "Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability." --Patrick Lencioni
- 23. Effects of Agile(Engaged) Teams
- 24. Recommendation and Credits Stateof Agile Report 2016 Employee Engagement Report 2015
- 25. Thank You ! Ucan reach me Twitter @joesat @pmichennai Mail : syed@pmi-chennai.org
Editor's Notes
- #3 Add humor and a human side to what you share.
- #13 "Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results." --Andrew Carnegie
- #26 Thank you!