Engaged employees demonstrate belief in their organization, desire to improve it, understand its context, respect colleagues, go above their job duties, and keep updated. The strongest driver of engagement is feeling valued and involved through decision-making opportunities, voice being heard, job development chances, and concern for wellbeing. Engagement is the leader's challenge to create through strategic vision ownership, engaging managers who empower rather than control, giving employees voice, and consistent behavior matching stated values.

1. The Engagement Challenge
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2. What is engagement?
The IES research showed that engaged employees demonstrate the
following behaviours:
 belief in the organisation
 desire to work to make things better
 understanding of business context and the ‘bigger picture’
 respectful of, and helpful to, colleagues
 willingness to ‘go the extra mile’
 keeping up to date with developments in the field.
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3. the strongest driver of engagement is a
sense of feeling valued and involved.
Several key components:
 involvement in decision making
 the extent to which employees feel able to voice their
ideas, and managers listen to these views, and value
employees’ contributions
 the opportunities employees have to develop their jobs
 the extent to which the organisation is concerned for
employees’ health and wellbeing.
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4. The business case for engagement
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5. Is engagement the
answer?
NO! ENGAGEMENT IS THE
LEADER’S CHALLENGE
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6. Task and emotion
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7. Department for Business
 “There is a lack of understanding that trust works two
ways and that not trusting your employees has a negative
impact”.
 “Engagement matters because people matter – they are
your only competitive edge. It is people, not machines
that will make the difference and drive the business.”
 “Employee engagement is when the business values the
employee and the employee values the business".
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8. LEADERSHIP
four enablers/drivers were cited as being critical to employee engagement.
2. LEADERSHIP provides a strong strategic narrative
which has widespread ownership and commitment from
managers and employees at all levels. The narrative is a
clearly expressed story about what the purpose of an
organisation is, why it has the broad vision it has, and how
an individual contributes to that purpose. Employees have
a clear line of sight between their job and the narrative,
and understand where their work fits in.
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9. Engaging Managers
four enablers/drivers were cited as being critical to employee engagement.
2. ENGAGING MANAGERS are at the heart of this
organisational culture– they facilitate and empower rather
than control or restrict their staff; they treat their staff
with appreciation and respect and show commitment to
developing, increasing and rewarding the capabilities of
those they manage.
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10. Voice
four enablers/drivers were cited as being critical to employee engagement.
2. VOICE: An effective and empowered employee voice –
employees’ views are sought out; they are listened to and
see that their opinions count and make a difference. They
speak out and challenge when appropriate. A strong sense
of listening and of responsiveness permeates the
organisation, enabled by effective communication.
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11. Integrity
four enablers/drivers were cited as being critical to employee engagement.
3. INTEGRITY Behaviour throughout the organisation is
consistent with stated values, leading to trust and a sense
of integrity.
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