The document discusses two processes - the Employee Engagement Process (EEP) and the Practice of Empowerment. The EEP aims to increase employee engagement through transparency, collaboration, and employee-driven action planning. It evolved from traditional surveys to measure ongoing engagement. The Practice of Empowerment is used to enable individuals to adopt new behaviors by first establishing a learning culture through empowering the space, using an empowerment model and methodology focused on self-awareness, vision, and transformation. Both processes are used to develop talent and change behaviors in organizations.

1. Engagement = Empowerment
Empowerment = Engagement
Álvaro Santamaría Peñalva
Leadership andchangemanagement

2. EmployeeEngagementProcess

3. Index
1)
WhatistheEmployeeEngagementProcess (E.E.P.)?
2)
HistoryoftheE.E.P.
3)
How doestheE.E.P. work?
4)
WhenistheE.E.P. used?

4. 1) WhatistheEmployeeEngagementProcess (E.E.P.)?
 Engagement: Personal stateofauthenticinvolvement,
contribution, andownership.
Scale
Desiredstate
Communication
Feelsinformed
Customerrelationship
Senseofcustomerownership
Job/Role
Role clarityandconfidence
How I do my job
Personal initiative
Goalsandoutcomes
Goalconfidence
Workclimate
Open andtrusting culture
Leadership
A “leader-full” organization

5. 2) HistoryoftheE.E.P.
 In thebeginning, the MEEI
was a radical
departurefromtraditionals
urveymethodologies.
However,
itexcludedtheimpactof
“my voice at work” or
“findingmeaning in my
work”.

6. 2) HistoryoftheE.E.P. (II)
 Then, theE.E.P.developeda surveythatquantifiedworkplace
culture withtheemployee as the locus of control with a
processthatistransparent, collaborative, employeedriven,
andactionoriented.
 Responsibilityisspreadacrossemployeegroupstocreate a
more engagedworkplace.

7. 2) HistoryoftheE.E.P. (III)
 Over time,
thesurveyevolvedtomeasu
reemployeeengagementn
otjustduring a
changeinitiative,
butgenerally.
 MEEI results are
linkedtoproductivity,
showingthatthebetterproducingunitsalsohavehig
herengagementscores.

8. 3) How doestheE.E.P. work?
EmployeeEngagementProcessvsTraditionalsurvey
Similarities
Differences
TheE.E.P.
Transparencyoftheprocess
followsthebasicstepsofsurveylocalizat Contentofthesurveyitself
ion, surveyadministration,
Levelofeducation prior to,
andresultscompilation.
duringandafterthesurveyadministrati
on
Thefactthatresultscompilationisanim
portantbeginningratherthananend
Systemwideinvolvement in action
planning andimplementation

9. 3) How doestheE.E.P. work? (II)
I.
Supports managers in becoming more open
togivingemployeesvoice.
II. Models a newwayofworkingtogether.
III. Places change in thehandsofemployees
(including managers) ratherthan in
thehandsof Human
Resourcesormanagementalone.

10. 3) How doestheE.E.P. work? (III)

11. 4) WhenistheE.E.P. used?

12. 4) WhenistheE.E.P. used? (II)

13. THE GAME.

14. ThePracticeofEmpowerment
ChangingBehaviourandDevelopingTalent
in Organizations

15. Index
1)
WhatisthePracticeofempowerment?
2)
Empoweringthespace.
3)
Empowermentmodel.
4)
Empowermentmethodology.
5)
WhenisthePracticeofempowermentused?

16. 1) WhatisthePracticeofempowerment?
 Empowerment:
Processofenablingindividualstoadoptnewbehavioursthatfurt
hertheir individual aspirationsandthatoftheorganization.

17. 2) Empoweringthespace
 In
ordertoadoptnewbehaviou
rsanddeveloptheirtalent, a
learningandgrowth culture
firsthaveto be established.
 Anempoweredspaceenabl
esindividualstofeelsafeand
trustingenoughtorisktrueg
rowth.

18. 2) Empoweringthespace (II)
I.
Self-Responsibility.
II.
Authenticcommunication.
III.
Trust.
IV. Learningandgrowing.
V.
Interpersonal processskills.
VI. Caring.

19. 3) Empowermentmodel
 Shiftfrompathologyto a vision: Wherewe place
ourattentioniswhatwecreate.
 Shiftfromstatictoorganicgrowth (growingedge):
The natural
worldprovidesanalternativemodelforgrowing. The
place
wherethisgrowthiscomingintoexistenceisitsgrowinge
dge; itisthe place ofgreatestaliveness.
 Integrationofself-awarenessandbehaviourchange:
Thefocusisonincreasingselfawareness.

20. 4) Empowermentmethodology
 Thefour-
partempowermentmethodologyactivatesthistransformation
alstrategyandprovidestheoperatingsystemforbehaviourchan
ge.
Self-awareness: Wheream I now?
II. Visioncrafting: Where do I wanttogo?
III. Transformation: What do I needtochangetogetthere?
IV. Growingedge: What’s my nextstep?
I.

Theprocessculminates in an individual
intentionstatementandimagethatrepresentsthenext place
ofgrowtharoundthedesiredbehaviouroroutcome.

21. 4) Empowermentmethodology (II)
Organizationalchangein
tervention
I.
Interviewleadershipto
determine
behaviourchangesandtalentd
evelopmentstrategy.
II.
Assess culture
onsixpracticesto determine
itscapacitytochangebehaviou
r.
III.
Establishmetricsanddesigne
mpowermentintervention.
IV.
Pilotprogram.
V.
Iterate, stabilize, andscale.

22. 5) WhenisthePracticeofEmpowermentused?

23. Ending
1)
WhatistheEmployeeEnga
gementProcess (E.E.P.)?
1)
WhatisthePracticeofemp
owerment?
2)
HistoryoftheE.E.P.
2)
Empoweringthespace.
3)
How doestheE.E.P. work?
3)
Empowermentmodel.
4)
WhenistheE.E.P. used?
4)
Empowermentmethodolo
gy.
5)
WhenisthePracticeofemp
owermentused?

25. Thankyouforyour
attention.

26. Bibliography:
Edited by Holman, P.; Devane, T.; Cady, S..
‘Thechangehandbook: TheDefinitiveResourceonToday’s Best
MethodsforEngagingWhole Systems’. 2nd ed.
rev.andexpanded. San Francisco: Berrett-Koehler, 2009.
p507-512; 524-529. ISBN: 9781576753798.