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Employee Engagment
This document discusses employee engagement and its relationship to organizational and individual outcomes. It defines employee engagement as the energy, passion, and commitment employees feel towards their work and organization. When engagement is high, employees are more productive, customers are more satisfied, and profits are higher. The document also identifies the top drivers of engagement, including trust in leadership, career growth opportunities, and relationships with coworkers and managers. Highly engaged employees perform 20% better and are 87% less likely to leave an organization.
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Employee Engagment
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- 3. Where Employee EngagementHappens Employee Goals Bingo! Organizational Goals Engagement Sweet Spot
- 4. “…the energy and passionemployees have for what the organization is trying to achieve.” -Baumruk and Marusarz, -Hewitt and Associates (2004)
- 5. “…a heightened emotional andintellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.” ~ Gibbons, Conference Board (2007)
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- 10. Percent of employeesactively seeking new jobs High performing employees = 47% Middle performing employees = 25% Low performing employees = 18%
- 11. 38% highercustomer satisfaction 22% higher productivity 27% higher profits
- 12. Perform 20%better Are 87% less likely to leave the organization
- 14. Fully Engaged Partly Engaged Along For The Ride C.A.V.E. Dwellers
- 15. Motivated andcommitted to the organization Helps others with workloads Seeks to do better--individually and as a team Are “high potential” and/or “high achieving” Perform to a level 120% of expectations 21%
- 16. Moderate tohigh levels of motivation and commitment Solid contributors, can be counted on Occasionally go beyond basic job expectations Don’t exhibit high levels of drive or consistency Perform to a level 100% of expectations 46%
- 17. Moderate tolow levels of motivation and commitment Will show up for work and follow direction Don’t go to great lengths to excel or help others Perform to a level 75% of expectations 30%
- 18. Low levelsof motivation and commitment Offer minimal effort or avoid/refuse to give more Can have a negative impact on morale or efficiencies Difficult to move someone from this category Perform to a level 55% of expectations 8%
- 19. Trust andIntegrity Nature of the Job Line-of Sight Between Individual & Company Performance Career Growth Opportunities Pride about the Company Coworkers/Team Members Employee Development Personal Relationship with One’s Manager
- 20. Jones &Harter (2012) – employee engagement leads to human benefits for the individual experiencing it. Benefits include: Infusion of energy Self-significance Mental resilience Fulfillment of the human spirit through work
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- 22. Evidence thatsuggests engagement- turnover link depends in large part on how satisfied employees are with their relationship with their supervisor. Engagement is significantly affected by interactions with other organizational members, whether on an individual, group, or organizational level.