This document provides an overview of employee engagement, including: 1) It defines employee engagement and discusses levels of engagement from engaged to actively disengaged. 2) It identifies key drivers of engagement like work, people, opportunities, and rewards, as well as indicators like reputation, diversity, and work-life balance. 3) It recommends measuring engagement, designing programs for disengaged workers, and ensuring leadership is accountable for engagement levels.

1. All you need to know about employee
engagement
by Toronto Training and HR
August 2015

2. CONTENTS
3-4 Introduction
5-6 Definition
7-8 Levels of employee engagement
9-10 Drivers of employee engagement
11-14 Work experience indicators
15-19 Questions to ask
20-21 Employee engagement around the world
22-23 Employee engagement trends compared to economic indicators
24-25 Factors and outcomes of employee engagement
26-27 Business outcomes
28-29 The impact of higher employee engagement levels
30-31 Building an engaged workforce
32-34 Steps to monitor and improve employee engagement
35-36 Initiatives to increase levels of employee engagement
37-38 Pitfalls to avoid when targeting employee engagement
39-45 Employee engagement in low wage, low skill jobs
46-48 Trends for late 2015
49-50 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definition

6. Definition • Employee engagement
Page 6

7. Page 7
Levels of employee
engagement

8. Levels of
employee
engagement
• Engaged
• Not engaged
• Actively disengaged
Page 8

9. Page 9
Drivers of employee
engagement

10. Drivers of
employee
engagement
• Work
• People
• Opportunities
• Total rewards
• Company practices
• Quality of life
Page 10

11. Page 11
Work experience
indicators

12. Work
experience
indicators
1 of 3
• Organization reputation
• Safety
• Diversity
• Benefits
• Valuing people/people
focus
• Customers
• Coworkers
• Work-life balance
• Work processes
• Resources
Page 12

13. Work
experience
indicators
2 of 3
• Sense of accomplishment
• Autonomy/choice
• Work tasks
• Pay
• Recognition
• Physical work
environment
• Managing performance
• Manager
• Senior leadership
• Learning & development
Page 13

14. Work
experience
indicators
3 of 3
• Career opportunities
• People/HR practices
• Customer focus
• Brand alignment
• Innovation
• Communication
• Business unit/division
leadership
Page 14

15. Page 15
Questions to ask

16. Questions to
ask 1 of 4
• Do you have a set of
organizational values your
employees can relate to?
• What % of your
workforce do you feel
behave in a manner
which reflects the values
of your organization?
• Is your organization’s
engagement strategy set
out in your organization’s
business plan for 2015?
Page 16

17. Questions to
ask 2 of 4
• How confident are you that
your organization has the
tools and skills to achieve its
objectives?
• Does your organization have
a ‘voice of the employee’
engagement program?
• What tools does your ‘voice
of the employee’ program
include?
• Does your organization
measure engagement?
Page 17

18. Questions to
ask 3 of 4
• How do you measure
employee engagement?
• How strongly do you
believe that your
organization recognizes
the link between
engagement and
customer satisfaction,
and employee
engagement/business
performance?
Page 18

19. Questions to
ask 4 of 4
• What is the key
employee engagement
challenge your
organization faces in the
second half of 2015?
Page 19

20. Page 20
Employee engagement
around the world

21. Employee
engagement
around the
world
• Global
• North America
• Europe
• Asia Pacific
• Latin America
• Africa/Middle East
Page 21

22. Page 22
Employee engagement
trends compared to
economic indicators

23. Employee
engagement
trends
compared to
economic
indicators
• Canada
• US
• Europe
• Asia Pacific
• Latin America
• Africa/Middle East
Page 23

24. Page 24
Factors and outcomes of
employee engagement

25. Factors and
outcomes of
employee
engagement
• Factors
• Individual outcomes
• Organizational
outcomes
Page 25

26. Page 26
Business outcomes

27. Business
outcomes
• Talent
• Operational
• Customer
• Financial
Page 27

28. Page 28
The impact of higher
employee engagement
levels

29. The impact of
higher
employee
engagement
levels
• Absenteeism
• Turnover
• Shrinkage (theft)
• Safety incidents
• Quality incidents
(defects)
• Higher customer
metrics
• Productivity
• Profitability
Page 29

30. Page 30
Building an engaged
workforce

31. Building an
engaged
workforce
• Know them
• Grow them
• Inspire them
• Involve them
• Reward them
Page 31

32. Page 32
Steps to monitor and
improve employee
engagement

33. Steps to
monitor and
improve
employee
engagement
1 of 2
• Know the engagement
levels of employees
• Measure employee
engagement
• Design and implement
programs and
initiatives designed to
target disengaged
workers
Page 33

34. Steps to
monitor and
improve
employee
engagement
2 of 2
• Ensure that leadership
teams are on board
with and held
accountable for
employee engagement
levels on their teams
Page 34

35. Page 35
Initiatives to increase
levels of employee
engagement

36. Initiatives to
increase levels
of employee
engagement
• Focus on the
individual
• Get buy-in from
decision makers
• Make engagement
part of your hiring
process
• Equip your line
managers
• Show you care
• Follow through
Page 36

37. Page 37
Pitfalls to avoid when
targeting employee
engagement

38. Pitfalls to avoid
when targeting
employee
engagement
• Lack of follow-up after
an employee
engagement survey
• Focus on the wrong
areas of improvement
• Poor communication
• Failure to take
responsibility
• A “one-size-fits-all”
approach
Page 38

39. Page 39
Employee engagement in
low wage, low skill jobs

40. Employee
engagement
in low wage,
low skill jobs
1 of 6
What can employers do?
• New performance
management
• Emphasis on learning,
development, problem
solving and career
progression
• Teamwork and
participation in
business development
• Flexible working and
supporting work-life
balancePage 40

41. Employee
engagement
in low wage,
low skill jobs
2 of 6
What does good work
look like?
• Secure employment
• Varied and interesting
work
• Autonomy, control,
ownership and task
direction
• A fair workplace
• Effort-reward balance
• Learning, development
and skill usePage 41

42. Employee
engagement
in low wage,
low skill jobs
3 of 6
What does good work look
like (cont.)?
• Employee voice
• Strong working
relationships
Page 42

43. Employee
engagement
in low wage,
low skill jobs
4 of 6
The benefits of good work
• Absence, health &
wellness
• Health and safety
• Innovation
• Engagement and
customer/client
satisfaction
• Employee retention
• Productivity and
performance
Page 43

44. Employee
engagement
in low wage,
low skill jobs
5 of 6
Enriching jobs
• Emphasis on learning,
development, problem
solving and career
progression
• A focus on teamwork
and participation in
business development
• Relaxed performance
measures
• External involvement
schemes
Page 44

45. Employee
engagement
in low wage,
low skill jobs
6 of 6
Enriching jobs (cont.)
• Flexible working and
supporting work-life
balance
Page 45

46. Page 46
Trends for late 2015

47. Trends for
late 2015
1 of 2
• Understand the trends
affecting your talent
strategy
• Focus on the
engagement behaviours
required for performance
and business success
• Deliver on a compelling
employee value
proposition
• Create a culture of
employee engagement
Page 47

48. Trends for
late 2015
2 of 2
• Protect the foundational
elements
• Build engaging leaders
Page 48

49. Page 49
Conclusion, summary and
questions

50. Page 50
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions