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Purpose
ScholarConsultants.com 1"
 Welcome to our presentation on
Employee Engagement. Our purpose is
to offer alternative perspectives on the
definition of employee engagement and
how to best to increase it from our global
experience.
“Keeping employees happy seems like
common sense but the formula for
achieving engagement is still elusive.”
Overview
 What We Think Engagement Is
  What are factors in engagement?
 Culture vs. Strategy
  Is engagement just a management strategy?
 The Stakeholder
  What is the employee’s role in engagement?
 Case Stories
 Increasing Engagement? Get Involvement.
  What gets engagement results?
ScholarConsultants.com 2"
What We Think It Is
ScholarConsultants.com 3"
What are the key findings related to
engagement in 2014? Do the questions
define what engagement is?
4"ScholarConsultants.com
What is Engagement
5"ScholarConsultants.com
Satisfaction is
NOT the same
as Engagement.
Employee Satisfaction: A measure of an employee’s “happiness” level
at their current job, mostly around factors of job security and family
benefits. Overly satisfied employees are not necessarily productive.
Employee Engagement: A measure of an employee’s emotional
commitment to their organisation, the amount of effort an employee
is willing to expend on behalf of the organisation.
Critical Success Factors
6"ScholarConsultants.com
What makes employees go the extra mile for their
organisation? According to our UAE studies:
 Feeling Valued
  Fairness, Respect, Voice is Heard
 Higher Purpose
  The job is contributing to a noble goal
 Ability to Trust and Be Trusted
  Every managerial action / decision must
build trust as a foundation for action
Culture vs. Strategy
ScholarConsultants.com 7"
Is engagement about having the right
strategy? What do the best companies in
the world do?
Strategy Out, Culture In
 Hot Prediction: The days where CEOs
cascade strategy down the organisational
hierarchy are numbered.
ScholarConsultants.com 8"
“This is our new
pricing strategy.
Roll it out.”
“He’s really out of touch if
he thinks this will work with
our B and C customers.”
Effects of Strategy vs. Culture
 Strategy Aims for
Satisfaction
  Imposed without
consent
  Increase happiness
and job security
  Business goal is to
maintain retention
  Absenteeism, sick
days measured
  Problems sought and
diagnosed by a few
 Culture Aims for
Engagement
  Embedded in all
through involvement
  Increase commitment
to take action
  Business goal is to
equate individual
identity to Company’s
  Focus on measuring
the impact of trust
  Positive futurising
9"ScholarConsultants.com
Best Practice Examples
 Google
  Hiring based on consensus and culture fit
  Do not measure absenteeism or sick days
 Zappos
  Offer $2500 not to join the Company if they feel they
can’t fit or add value
 THE One (Paper I wrote available via email)
  Involvement in ‘Onederworld’ CSR program
 Dubai Land Department
  “Seehaam Day” for paraplegic employee who won a
Gold medal in Paralympics
ScholarConsultants.com 10"
The Individual
ScholarConsultants.com 11"
What’s in it for the individual employee? Is
engagement just a management
prerogative? What is the individual’s role?
What’s In It for Me?
12"ScholarConsultants.com
Satisfaction Engagement
Culture
For the Satisfied Employee:
Job Security, a Steady
Income, Happiness,
Contentment, Do what’s
minimally required.
Satisfied individual employees:
  Wait till the end of the month for pay day
  Will move for 5 more Dirhams next door
  Look for promotions rather than learning
  Act mainly to avoid fear and anxiety
What’s In It for Me?
13"ScholarConsultants.com
Satisfaction Engagement
Culture
For the Engaged Employee:
Passion, Making a Difference, Free
Will to Act, Inspiration, Pride,
Trust, Community Spirit.
Culture makes it possible for
employees to deal with anxiety.
Only through an Engagement Culture at the
workplace can individual employees:
  Face fear and take risks, ego matters less
  Love what they do, go the extra mile
  Relate their job to something higher
  Deal with anxiety through peer support
What is My Responsibility?
14"ScholarConsultants.com
Satisfaction Engagement
Culture
of
“You”
For an individual to be truly engaged at
their workplace, they must:
  Know themselves and what they love
  Look at failure as just a result
  Initiate and demand insatiable learning
  Offer unique questions and perspectives
Many a time, organisations offer
various platforms but employees
don’t engage with them. Why?
“We’re here to get through the
day, the coffee is really good here
though!”
Start Engagement Early
15"ScholarConsultants.com
Satisfaction Engagement
Culture
Hire for culture fit and values, not
just skills and experience.
“Do we want to hire an employee
who can be satisfied or one who
will be engaged?”
Engagement happens when people are in
alignment with their Company’s culture.
Build and design your Company culture
deliberately in order to attract those who
are most likely to be engaged within it, and
they will give you their best.
Case Stories
ScholarConsultants.com 16"
What are some UAE-based employee
engagement stories? How did
engagement occur for these companies?
Case 1: Electronics MNC
17"
CHALLENGE( RESULT(
  UAE office with lowest employee
satisfaction among all global offices.
  Task was to find out what quick fixes
can be done to bring up the score.
  Dutch management, Indian
employees – huge cultural divide.
  Management realized that a lack of
consideration for employee vacation
time translated into “Our Managers
don’t respect our family values”.
  Immediate shift in attitude and letting
go of controlling employee time.
PROCESS(
  After confidential individual interviews results were reported, we facilitated a
philosophical dialogue between management and employees.
  Personal stories shared where Management realized there was a fundamental
difference between how they saw life and how their people saw it.
  Commitments to make “understanding perspective” a part of their culture.
ScholarConsultants.com
Case 2: TV Network
18"
CHALLENGE( RESULT(
  Human Resource Office was
ineffective with no authority.
  Dissatisfaction among different sub-
cultures for different reasons.
  Company growth so fast, business not
coping in terms of managing people.
  Company found that they had an
overarching cultural attribute that of
“care” and “family”.
  The common facet of care united the
sub-culture groups of Admins and
Creatives under one key value.
PROCESS(
  Focus groups conducted throughout all levels to discuss engagement issues.
  95% of all people reported that they loved working at the company because of the
“people here care about you” factor.
  Tussle between Administrative staff and Creative employees brought to the
limelight because of their opposite work styles.
ScholarConsultants.com
The Best Way to Engage
ScholarConsultants.com 19"
What are the latest trends in managing
change in such a way that it creates
engagement? Is the Middle East ready?
Large Group Dynamics
 Companies all over the world are embracing
large group interactive events that create
paradigm shifts and increase engagement.
  Collect data through surveys, interviews, focus
groups, 3rd party builds trust within the system.
  Create 2.5 day offsite agenda with an internal design
team where 100s get together in the same room.
  The focus is on business goals, but the process has
profound effects on sustained engagement! Why?
They are involved from A to Z and everyone matters.
Scholar-Consultants.com 20"
Engagement = Involvement
21"ScholarConsultants.com
“This is our new
pricing strategy.
Roll it out.” “He’s really out of touch if he
thinks this will work with our B
and C customers.”
Move from this…
To this…
“The B’s will shy away.
What do you say
Merchandisers?”
“Its worth a shot if our
margins are realized and
we get to save the tigers!
Whoop whoop.”
“Hey the tea boy said he
saw a C almost going for
it to impress his own
customer!”
“A Showcase
Center? What
an idea!” A-HA!
Whole-System Transformation™ in Action
Real change happens dynamically when everyone is involved in
strategic decision-making for their level. The whole system is
responsible for change together and individual engagement rises.
ScholarConsultants.com 22"
Thank You!
23"ScholarConsultants.com
And last but not the least. Enjoy the film.
“We Love Our Workplace” by AppleTree

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Employee Engagement

  • 1. Purpose ScholarConsultants.com 1"  Welcome to our presentation on Employee Engagement. Our purpose is to offer alternative perspectives on the definition of employee engagement and how to best to increase it from our global experience. “Keeping employees happy seems like common sense but the formula for achieving engagement is still elusive.”
  • 2. Overview  What We Think Engagement Is   What are factors in engagement?  Culture vs. Strategy   Is engagement just a management strategy?  The Stakeholder   What is the employee’s role in engagement?  Case Stories  Increasing Engagement? Get Involvement.   What gets engagement results? ScholarConsultants.com 2"
  • 3. What We Think It Is ScholarConsultants.com 3" What are the key findings related to engagement in 2014? Do the questions define what engagement is?
  • 5. What is Engagement 5"ScholarConsultants.com Satisfaction is NOT the same as Engagement. Employee Satisfaction: A measure of an employee’s “happiness” level at their current job, mostly around factors of job security and family benefits. Overly satisfied employees are not necessarily productive. Employee Engagement: A measure of an employee’s emotional commitment to their organisation, the amount of effort an employee is willing to expend on behalf of the organisation.
  • 6. Critical Success Factors 6"ScholarConsultants.com What makes employees go the extra mile for their organisation? According to our UAE studies:  Feeling Valued   Fairness, Respect, Voice is Heard  Higher Purpose   The job is contributing to a noble goal  Ability to Trust and Be Trusted   Every managerial action / decision must build trust as a foundation for action
  • 7. Culture vs. Strategy ScholarConsultants.com 7" Is engagement about having the right strategy? What do the best companies in the world do?
  • 8. Strategy Out, Culture In  Hot Prediction: The days where CEOs cascade strategy down the organisational hierarchy are numbered. ScholarConsultants.com 8" “This is our new pricing strategy. Roll it out.” “He’s really out of touch if he thinks this will work with our B and C customers.”
  • 9. Effects of Strategy vs. Culture  Strategy Aims for Satisfaction   Imposed without consent   Increase happiness and job security   Business goal is to maintain retention   Absenteeism, sick days measured   Problems sought and diagnosed by a few  Culture Aims for Engagement   Embedded in all through involvement   Increase commitment to take action   Business goal is to equate individual identity to Company’s   Focus on measuring the impact of trust   Positive futurising 9"ScholarConsultants.com
  • 10. Best Practice Examples  Google   Hiring based on consensus and culture fit   Do not measure absenteeism or sick days  Zappos   Offer $2500 not to join the Company if they feel they can’t fit or add value  THE One (Paper I wrote available via email)   Involvement in ‘Onederworld’ CSR program  Dubai Land Department   “Seehaam Day” for paraplegic employee who won a Gold medal in Paralympics ScholarConsultants.com 10"
  • 11. The Individual ScholarConsultants.com 11" What’s in it for the individual employee? Is engagement just a management prerogative? What is the individual’s role?
  • 12. What’s In It for Me? 12"ScholarConsultants.com Satisfaction Engagement Culture For the Satisfied Employee: Job Security, a Steady Income, Happiness, Contentment, Do what’s minimally required. Satisfied individual employees:   Wait till the end of the month for pay day   Will move for 5 more Dirhams next door   Look for promotions rather than learning   Act mainly to avoid fear and anxiety
  • 13. What’s In It for Me? 13"ScholarConsultants.com Satisfaction Engagement Culture For the Engaged Employee: Passion, Making a Difference, Free Will to Act, Inspiration, Pride, Trust, Community Spirit. Culture makes it possible for employees to deal with anxiety. Only through an Engagement Culture at the workplace can individual employees:   Face fear and take risks, ego matters less   Love what they do, go the extra mile   Relate their job to something higher   Deal with anxiety through peer support
  • 14. What is My Responsibility? 14"ScholarConsultants.com Satisfaction Engagement Culture of “You” For an individual to be truly engaged at their workplace, they must:   Know themselves and what they love   Look at failure as just a result   Initiate and demand insatiable learning   Offer unique questions and perspectives Many a time, organisations offer various platforms but employees don’t engage with them. Why? “We’re here to get through the day, the coffee is really good here though!”
  • 15. Start Engagement Early 15"ScholarConsultants.com Satisfaction Engagement Culture Hire for culture fit and values, not just skills and experience. “Do we want to hire an employee who can be satisfied or one who will be engaged?” Engagement happens when people are in alignment with their Company’s culture. Build and design your Company culture deliberately in order to attract those who are most likely to be engaged within it, and they will give you their best.
  • 16. Case Stories ScholarConsultants.com 16" What are some UAE-based employee engagement stories? How did engagement occur for these companies?
  • 17. Case 1: Electronics MNC 17" CHALLENGE( RESULT(   UAE office with lowest employee satisfaction among all global offices.   Task was to find out what quick fixes can be done to bring up the score.   Dutch management, Indian employees – huge cultural divide.   Management realized that a lack of consideration for employee vacation time translated into “Our Managers don’t respect our family values”.   Immediate shift in attitude and letting go of controlling employee time. PROCESS(   After confidential individual interviews results were reported, we facilitated a philosophical dialogue between management and employees.   Personal stories shared where Management realized there was a fundamental difference between how they saw life and how their people saw it.   Commitments to make “understanding perspective” a part of their culture. ScholarConsultants.com
  • 18. Case 2: TV Network 18" CHALLENGE( RESULT(   Human Resource Office was ineffective with no authority.   Dissatisfaction among different sub- cultures for different reasons.   Company growth so fast, business not coping in terms of managing people.   Company found that they had an overarching cultural attribute that of “care” and “family”.   The common facet of care united the sub-culture groups of Admins and Creatives under one key value. PROCESS(   Focus groups conducted throughout all levels to discuss engagement issues.   95% of all people reported that they loved working at the company because of the “people here care about you” factor.   Tussle between Administrative staff and Creative employees brought to the limelight because of their opposite work styles. ScholarConsultants.com
  • 19. The Best Way to Engage ScholarConsultants.com 19" What are the latest trends in managing change in such a way that it creates engagement? Is the Middle East ready?
  • 20. Large Group Dynamics  Companies all over the world are embracing large group interactive events that create paradigm shifts and increase engagement.   Collect data through surveys, interviews, focus groups, 3rd party builds trust within the system.   Create 2.5 day offsite agenda with an internal design team where 100s get together in the same room.   The focus is on business goals, but the process has profound effects on sustained engagement! Why? They are involved from A to Z and everyone matters. Scholar-Consultants.com 20"
  • 21. Engagement = Involvement 21"ScholarConsultants.com “This is our new pricing strategy. Roll it out.” “He’s really out of touch if he thinks this will work with our B and C customers.” Move from this… To this… “The B’s will shy away. What do you say Merchandisers?” “Its worth a shot if our margins are realized and we get to save the tigers! Whoop whoop.” “Hey the tea boy said he saw a C almost going for it to impress his own customer!” “A Showcase Center? What an idea!” A-HA!
  • 22. Whole-System Transformation™ in Action Real change happens dynamically when everyone is involved in strategic decision-making for their level. The whole system is responsible for change together and individual engagement rises. ScholarConsultants.com 22"
  • 23. Thank You! 23"ScholarConsultants.com And last but not the least. Enjoy the film. “We Love Our Workplace” by AppleTree