This document provides an overview of employee engagement and strategies for improving it. It defines employee engagement as having three elements: vigour, dedication, and absorption. It identifies key enablers of engagement including strategic narrative, engaging managers, employee voice, and integrity. The document also discusses how engagement can be measured and initiatives organizations can implement to boost engagement, such as recognition programs, ideas schemes, and benefits packages.

1. Saving money… by raising levels
of EMPLOYEE ENGAGEMENT
London HR and Training
September 2016

2. Introduction
Page 2

3. Intro - London HR and Training
• London HR and Training is a specialist human
resources and training consultancy headed by Timothy
Holden
• 10 years in banking
• 20 years in training and human resources
• Business owner since 2007
• The core services provided by London HR and Training
are:
- Reducing costs and saving time through bespoke HR
initiatives and projects
- Training course design and delivery
- Services for job seekers
Page 3

4. Contents
5-6 Definition
7-8 Elements of employee engagement
9-10 Dimensions of employee engagement
11-12 Enablers of employee engagement
13-14 Pillars of employee engagement
15-16 The trifecta of employee engagement
17-19 Employee engagement, progressive states and a framework model
20-21 The competing values framework
22-23 Employee engagement; are we all the same?
24-26 Inclusion, diversity and employee engagement
27-28 Connection and employee engagement
29-30 Equal pay and employee engagement
31-32 Organisational performance and employee engagement
33-35 Going beyond retention with employee engagement
36-37 Initiatives to boost the process of building employee engagement
38-39 Steps to fire up employees
40-41 Fundamentals of an employee engagement strategy
42-44 When employee engagement fails…
45-46 An examples employee engagement strategy-the state of Vermont
47-48 Exercise
49-50 To sum up…

5. Definition
Page 5

6. Definition
• Employee engagement
Page 6

7. Elements of employee
engagement

8. Elements of employee
engagement
• Vigour
• Dedication
• Absorption
Page 8

9. Dimensions of employee
engagement

10. Dimensions of employee
engagement
• Intellectual engagement
• Affective engagement
• Social engagement
Page 10

11. Enablers of employee
engagement

12. Enablers of employee
engagement
• Strategic narrative
• Engaging managers
• Employee voice
• Integrity
Page 12

13. Pillars of employee
engagement

14. Pillars of employee engagement
• Grounded understanding of employee
engagement
• Working definition of employee
engagement
• Measurement wisdom
• Actioning infrastructure
• Dynamic employee engagement and the
performance playbook
• Competent leadership and management
Page 14

15. The trifecta of employee
engagement

16. The trifecta of employee
engagement
• Organisation and senior leaders
• Managers
• Employees
Page 16

17. Employee engagement,
progressive states and a
framework model

18. Employee engagement,
progressive states and a
framework model 1 of 2
Page 18
Play
down
Play
act
Play
safe
Play
make

19. Employee engagement,
progressive states and a
framework model 2 of 2
Page 19
Operating
culture
Line of sight
Work
environment
Development
Reward
(equity)

20. The competing values
framework

21. The competing values
framework
Page 21
Clan Adhocracy
Hierarchy
Market

22. Employee engagement; are
we all the same?

23. Employee engagement; are we
all the same?
• Women and men
• Younger and older workers
• Managers and non-managers
• Flexible contracts and non-flexible
contracts
• Public sector and private sector
employees
Page 18

24. Inclusion, diversity and
employee engagement

25. Inclusion, diversity and
employee engagement 1 of 2
Covering behaviour
• Appearance
• Affiliation
• Advocacy
• Association
Page 25

26. Inclusion, diversity and
employee engagement 2 of 2
Steps to take
• Create inclusion labs
• Embed inclusion and diversity in leadership
pipelines and programmes
• Conduct a gap analysis of talent systems and
processes
• Develop an inclusion and diversity scorecard
and measure business impact
• Install governance and resource the effort
appropriately
Page 26

27. Connection and employee
engagement

28. Connection and employee
engagement
• Definition of connection
• A connection culture
• Vision, value and voice
• Approaches to help managers
develop connection skills
Page 28

29. Equal pay and employee
engagement

30. Equal pay and employee
engagement
Areas to consider
• Starting pay
• Women returning after maternity
• Performance rating curve
• Performance rating aligned to pay
outcomes
• Pay increases on promotion
Page 30

31. Organisational performance
and employee engagement

32. Organisational performance and
employee engagement
• Financial performance
• Labour productivity
Page 32

33. Going beyond retention with
employee engagement

34. Going beyond retention with
employee engagement 1 of 2
• Ask your employees what matters
• Remember; it is the work
• Make development part of the job,
not a perk
• Study retention continuously
• Build a proactive retention model to
identify potential problems before
they occur
Page 34

35. Going beyond retention with
employee engagement 2 of 2
• Collaborate with other top leaders
• Challenge the performance
management process
• Understand and improve diversity
and inclusion
• Focus on your employment brand and
talent experience
Page 35

36. Initiatives to boost the
process of building
employee engagement

37. Initiatives to boost the process
of building employee
engagement
• Create a programme to embed values
• Recognition drives behaviours
• Foster innovation with a new ideas
scheme
• Create relevant behavioural-based
incentives integrated with training
• Set up a benefits and wellbeing scheme
Page 37

38. Steps to fire up employees

39. Steps to fire up employees
• Create an employee-focused workplace
culture
• Hire and promote based on talents
• When the right employees are in the right
roles define performance expectations
• Build a strong personal manager connection
through recurring performance feedback
• Host ongoing ‘career conversations’
Page 39

40. Fundamentals of an
employee engagement
strategy

41. Fundamentals of an employee
engagement strategy
• Strong strategic narrative from the
leadership team
• Line managers who motivate,
empower and support employees
• Employee voice
• Organisational integrity
Page 41

42. When employee engagement
fails…

43. When employee engagement
fails…1 of 2
• Reasons why it may fail
Fallacies
• Money does not motivate
• A happy worker is a productive
worker
Page 43

44. When employee engagement
fails…2 of 2
Truths
• People differ in what they value, and
these differences need to be
understood
• Expectations lead to motivation
• Satisfaction leads to membership
rather than performance
Page 44

45. An example employee
engagement survey-the
state of Vermont

46. An example employee
engagement strategy-the state
of Vermont
• Relationship of job duties to the mission
and goals
• Communication and input with the
organisation
• Relationships and morale in the
organisation
• Relationship with supervisor
• Workload, staffing and resources
• Compensation and benefits
Page 46

47. Exercise

48. Exercise
Page 48

49. To sum up…

50. To sum up…
• Conclusion
• Summary
• Videos
• Useful links
Page 50