The document discusses employee engagement and provides background information on the topic. It defines employee engagement as the commitment that employees feel toward their organization and how it influences their work. Highly engaged employees can increase performance by up to 20% and are 87% less likely to leave their jobs. The document also lists common drivers of engagement, such as recognition, trust in leadership, career growth opportunities, and relationship with one's manager. It cautions that measuring engagement comes with risks like competition and survey fatigue if not implemented properly. Overall, the document aims to encourage effective employee engagement practices while also highlighting potential pitfalls to avoid.

1. Employee Engagement Act, Engage, Measure Dale Kirk Thales Training & Consultancy

2. Our Agenda Encouragement, Caution, Challenge Background to employee engagement Comparative information Engagement pitfalls Top tips

3. Google Search Insight: “Employee Engagement” Google has 4.790 million results for “employee engagement”

4. Definition “ the extent to which employees commit to something or someone in their organisation, how hard they work, and how long they stay as a result of that commitment” The Corporate Leadership Council "a heightened emotional connection that an employee feels for their organisation, that influences them to exert greater discretionary effort to their work". The Conference Board

5. Corporate Leadership Council More than 50,000 employees 59 Global organisations 10 Industries 27 Countries High engagement = up to 20% performance increase High commitment = 87% less probability of departure

6. Engagement Questions in an Employee Survey I am proud to be associated with this company I work beyond what is required to help us succeed I would recommend this as a good place to work I am personally committed to achieving our goals The company energizes me to go the extra mile. I believe strongly in our goals and objectives. I fully support the values for which we stand. It would take a lot for me to actively look for another employer. At the present time, are you seriously considering leaving?

7. An Engagement Model Performance Retention Discretionary Effort Intent to Stay The outputs of commitment Emotional Commitment Rational Commitment Commitment Engagement Drivers Corporate Leadership Council

8. Drivers of Engagement Recognition Trust and Integrity Nature of the Job Link between employee and organisation performance Career growth opportunities Pride about the company Co workers/Team members Employee development Relationship with manager Compensation Benefits

9. Segmentation No specific segmentation or split High engagement = up to 20% performance increase High commitment = 87% less probability of departure

10. Pareto Principle 13% 11% 76% The Disaffected The Agnostics The True Believers

11. The Human Effects of Measurement The Risks! Comparison Competition Selfishness Interpretation and Justification Survey “fatigue” Try to improve too many things Last minute burst of actions “ Special” attempts to improve potential responses!

12. Our Agenda Encouragement, Caution, Challenge Background to employee engagement Comparative information Engagement pitfalls Top tips

13. Comparative information Going above and beyond: Brand leverage Plan A – volunteering for something that matters Employee representation at all levels Head office in stores Engagement notice boards

14. Pitfalls and mistakes to avoid Ignoring the issue Looking for a quick fix One size fits all Arbitrary goals Not following up

15. Low cost high return options Concrete goals Recognition culture Ask what people need Talk about non-work Talk about the benefits

16. Low cost high return options Measurement is unavoidable… your Board will want to know! All employees could do with learning about Engagement It’s vital your Managers grasp the concept and believe in it Set KPI’s if your culture fits Check Managers believe they can control or influence the KPI Manage the risks of measurement Focus on sharing internal best practice Set a context of Leadership Improvement rather than a management problem to solve Emphasise the link between Engagement and Performance

17. Conclusions Background to employee engagement Comparative information Engagement pitfalls Top tips Thank You

18. Find out more about employee engagement by attending our course. Find out more on Bespoke Training and Managed Training Services on Thales Training and Consultancy