This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Engaged employees provide immeasurable benefits to your organization. It begins at the organizational then managerial, finally employee levels of the organization.
The Employee Engagement Working Paper, by Prof. Nitin Vazirani, M.Com. in Finance, M.Com in Mgmt, M.H.R.D.M. PhD (Pursuing) of the SIES College of Management Studies
Business Impacts of Flexibility: An Imperative for Expansion draws on internal organizational research and information from 28 American firms, providing evidence that employers can gain tremendous benefit from providing flexibility in when and how work gets done. Study published in 2005 by Corporate Voices for Working Families and WFD Consulting.
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
This presentation was given by Richard Baker, Senior Engagement & Communications Manager of London Midland and David MacLeod of the Engage for Success movement at a Hudson HR briefing on 4 Feb 14
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
10 Metrics & Strategies to Increase Inclusivity in the WorkplaceQuekelsBaro
What does inclusivity mean? Read this post to get clued up on inclusivity and to access strategies and metrics that'll help you increase inclusivity in your workplace.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
As talent management professionals strive to balance the changing needs of baby boom employees with evolving expectations of younger employees, talent retention has become more complicated than ever. To retain top talent, competitive companies need to understand what drives an employee’s decision to leave or stay with an organization.
Conventional wisdom has always been that employees leave supervisors, not companies. However, newer studies are finding that conventional wisdom may be wrong. It’s NOT just the boss anymore.
White Paper - Dear John - A New look at why employees leaveshokr.ahmed
As talent management professionals strive to balance the changing needs of baby boom
employees with evolving expectations of younger employees, talent retention has become
more complicated than ever. To retain top talent, competitive companies need to understand
what drives an employee’s decision to leave or stay with an organization.
Insights from the Best Boss To Work With Challenge by Pragati Leadership. Pragati Leadership is the best leadership training company in India which offers top leadership development programs. For more details, please visit: https://www.pragatileadership.com/
The Employee Engagement Working Paper, by Prof. Nitin Vazirani, M.Com. in Finance, M.Com in Mgmt, M.H.R.D.M. PhD (Pursuing) of the SIES College of Management Studies
Business Impacts of Flexibility: An Imperative for Expansion draws on internal organizational research and information from 28 American firms, providing evidence that employers can gain tremendous benefit from providing flexibility in when and how work gets done. Study published in 2005 by Corporate Voices for Working Families and WFD Consulting.
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
This presentation was given by Richard Baker, Senior Engagement & Communications Manager of London Midland and David MacLeod of the Engage for Success movement at a Hudson HR briefing on 4 Feb 14
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
10 Metrics & Strategies to Increase Inclusivity in the WorkplaceQuekelsBaro
What does inclusivity mean? Read this post to get clued up on inclusivity and to access strategies and metrics that'll help you increase inclusivity in your workplace.
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
As talent management professionals strive to balance the changing needs of baby boom employees with evolving expectations of younger employees, talent retention has become more complicated than ever. To retain top talent, competitive companies need to understand what drives an employee’s decision to leave or stay with an organization.
Conventional wisdom has always been that employees leave supervisors, not companies. However, newer studies are finding that conventional wisdom may be wrong. It’s NOT just the boss anymore.
White Paper - Dear John - A New look at why employees leaveshokr.ahmed
As talent management professionals strive to balance the changing needs of baby boom
employees with evolving expectations of younger employees, talent retention has become
more complicated than ever. To retain top talent, competitive companies need to understand
what drives an employee’s decision to leave or stay with an organization.
Insights from the Best Boss To Work With Challenge by Pragati Leadership. Pragati Leadership is the best leadership training company in India which offers top leadership development programs. For more details, please visit: https://www.pragatileadership.com/
Unit VI Homework Use the CSU Online Library and look up the ar.docxmarilucorr
Unit VI Homework
Use the CSU Online Library and look up the article “Baby Boomers Seek New Ways to Escape Career Claustrophobia” through the ABI/INFORM Complete database (from June 24, 2003). Use this article to help write a two-page memo outlining your recommendations for developing managers who are stuck in their jobs or feel underutilized. Use Microsoft Word to create your memo. You can use a memo template or create your own memo.
Be sure to cite all the sources used according to APA format.
IN THE LEAD: Baby Boomers Seek New Ways to Escape Career Claustrophobia
falseBy Carol Hymowitz. Wall Street Journal, Eastern edition; New York, N.Y. [New York, N.Y] 24 June 2003: B.1
ONE OF THE BIGGEST concerns for managers in their 40s and 50s, besides job security, is the lack of opportunities for advancement. There are so many baby boomers that the scramble for seats at the top is highly competitive. Even worse, the usual competition from younger people is tougher than ever as companies promote ambitious employees even in their 20s who are gaining technical and global experience very early in life.
The result is that many baby boomers feel underutilized and stuck in jobs they already have mastered years before they plan to retire. "Lots of companies pigeonhole people in their 40s and older as only being good at one particular thing," says Dory Hollander, an executive career coach in Arlington, Va. "They figure why take a chance on them for something new when they can get someone younger; but then they end up with managers who feel career claustrophobia."
A few companies recognize the need to motivate all their employees and are grappling with ways to challenge their baby-boomer managers. They encourage those they don't promote to make lateral moves that will broaden their experience. They also are receptive to veterans who raise their hands for very different assignments than they have had in the past. "If you don't keep people fresh and growing," Ms. Hollander warns, "they become stagnant."
AT GENERAL ELECTRIC, baby-boomer managers are encouraged to take advantage of the greater personal mobility they may have when their children leave home or they are more settled. "Suddenly they come to a stage when they may have more flexibility to take a foreign assignment or do something they couldn't at a younger age," says Susan Peters, vice president, executive development. Her staff actively recruits seasoned managers for jobs overseas.
One 50-something manager who spent most of his career in the U.S., transferred to a post in Budapest three years ago after his children were grown. Recently, he moved again to China, where he helps local employees understand GE procedures and culture. "The opportunities for growth in China are enormous but you can't establish a work force there overnight," says Ms. Peters. "We need seasoned people."
Other veteran GE managers are tapped to help integrate newly acquired businesses. They are well-suited for the task ...
Let's face it - the competition for top talent is fierce, and the best employees are looking for more than just a job. They want options, and they want meaning. Check out these 7 areas HR can fine tune to ensure they're attracting and keeping the right talent around.
How can satisfaction in the workplace be fixed and/or improved? Both employees and employers can take action to increase their job satisfaction. Commitment from both sides leads to understanding and improvement in the workplace. O.C. Tanner provides 5 tips for each to help increase employee satisfaction and retain top talent.
Creating employee engagement isn’t as difficult as you might think. This guide explores three ways that investing in online learning can help you boost engagement, cultivate positive relationships, and build productive teams.
Learn more: http://www.lynda.com/Education-Elearning-training-tutorials/1792-0.html
Attract, Retain, and Grow your people to grow your impact and the role of lea...The Pathway Group
The title "Attract, Retain, and Grow Your People: Maximizing Impact and the Importance of Effective Leadership" highlights the essential elements of building a successful organization. By focusing on attracting, retaining, and nurturing talented individuals, companies can expand their influence and achieve meaningful outcomes. Effective leaders play a crucial role in this process, guiding and empowering their teams to reach their full potential. By prioritizing the development of their people, businesses can drive growth, enhance their impact, and create a thriving work environment.
Is your organization aligned to a common direction?
For more white papers and webinars, go to http://www.sldesignlounge.com
Or visit us at http://www.sld.com
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
Engaged in what? So what? A role-based perspective for the future of employ...The University of Alabama
This report reviews the history of employee engagement and then moves forward to consider ways in which engagement work can be improved in the future. The authors argue that focusing on role-based behaviors as the link between engagement and performance can help companies understand exactly how their engagement programs are performing and then how to improve them.
1. The What, Where and How of Employee Engagement
What exactly is Employee Engagement
The debate continues amongst both academics and practitioners in coming up with a definitive
definition for what employee engagement means.
While this deliberation endures author Simon Albrechti states that common to many of the definitions
offered by researchers and practitioners alike is the idea that engagement is a positive work-related
psychological state – reflected in words like enthusiasm, energy, passion and vigor. He also states many
of these definitions relate to a motivational state reflected in a genuine willingness on the part of an
employee to invest focused effort in realizing organizational goals and success.
Therefore for the purpose of this article we might say that employee engagement is:
“A high level of energy and strong identification with one’s work”ii
Is Employee Engagement an old lady dressed up in new clothes?
The Blessing White research report of 2011iii states that genuine engagement isn’t merely about an
employee’s job satisfaction. This report goes on to explain that employee engagement also reflects
talent alignment with organizational priorities and discretional effort, not merely satisfaction and
emotional connection.
However, Albrecht recognizes some overlaps between engagement and other organizational constructs
such as organizational commitment, job involvement and job satisfaction. This is due to the fact that
each of these constructs refers to positive work-related psychological states and therefore must, to
some degree, be related. The main difference between employee engagement and these other
constructs are the way in which they are measured.
Where are we now: some statistics
The results of a 2008 Tower Perrin workforce study of 5000 employees in Canada, entitled Closing the
Engagement Gap: A Roadmap for Driving Superior Business Performanceiv , highlighted the following:
2. 23% of the respondents declared themselves engaged
o Engaged employees work with passion, feels connected to the organization, thinks
innovatively and moves the organization towards its goals and success
69% of employees declared themselves unengaged (enrolled and disenchanted).
o Unengaged employees simply put in their required time and have no passion for their
work or the goals and success of the organization.
7% of people were actively disengaged – these are the people who want to drag others into that
category with them, too.
Furthermore according to the Mercer Report of 2011v employee loyalty is dropping around the world.
In Canada where more than 2,000 Canadian employees took Mercer's latest What's Working™ survey
the key takeaway was this: Compared to past surveys, employees today feel less committed and less
satisfied. More than one in three is seriously looking to leave. Among younger workers, it's four in 10. Of
equal concern is indifference: The 22% who didn't commit to staying or leaving are less satisfied and
engaged.
The Mercer Report also noted global similarities and differences with respect to what was essential to
employee engagement.
The global top five non-financial factors needed for employee engagement were (see figure below):
1. Respect
2. Work/life balance
3. Type of work
4. Quality of co-workers
5. Quality of leadership
Additionally, in North and South America alike, employees ranked the provision of good services to
others as highly important.
Base pay ranks were the most influential financial factor (see figure below).
3. How to begin to reverse this trend
In 2010 Hewitt Associates, a global human resources consulting and outsourcing company conducted a
studyvi co-sponsored by the Globe and Mail’s Report on Business magazine, Queen’s University School of
Business, and the Queen’s Centre for Business Venturing entitled Best Employers in Canada 2010. This
study marks the 11th time the study had been conducted.
This national study measures employee engagement, in which employees decide which organizations
make the list of the 50 Best Employers in Canada.
According to the study, employee engagement is a measure of how positively employees feel about
their employer, how likely they are to stay, and how committed they are to doing their utmost to
achieve business objectives.
Neil Crawford, a principal at Hewitt Associates is quotedvii as saying “While leadership is always
important, it plays an even more critical role during difficult or tumultuous times.”
Additionally, Ted Emond, a senior consultant in Hewitt’s Toronto office is quoted as saying that the
report brought to light the importance of “open, transparent, complete, and timely two-way
communication” in engaging employees.
Examples of how to engage employees from three of the top 50 Canadian organizationsviii
According to the Evolved Employer website PCL Constructors Inc., EllisDon Corporation and Cisco
Canada topped the charts in the Hewitt Associates 2010 survey.
Let’s look at the focus of these three employers and how they topped the employee engagement
survey.
4. PLC Constructors Inc.
PLC Constructors Inc. is a group of independent construction companies throughout Canada, which
endeavors to create a culture where cash compensation isn’t the main determinant of employee
satisfaction.
They offer:
1. Flexible employment practices
2. Rewarding and challenging work
3. Professional and career development opportunities and recognition
The organization also heartily supports mentorships between supervisors and employees with the view
that these supervisors pass along their skills and techniques as builders.
Newly hired individuals are also promised immediate responsibility and challenge along with personal
and professional development.
EllisDon Corporation
Located in London Ontario the EllisDon Corporation is an internationally known, leading Canadian
building contractor, which purports to exist for its employees rather than its shareholders. According to
its President and CEO, Geoff Smith EllisDon “strives to attract and develop the very best people and then
sets those people free to excel in their careers and to serve their clients.”
EllisDon focuses on five core cultural values:
1. Trust
2. Entrepreneurial enthusiasm
3. Individual initiative
4. Complete openness
5. Mutual accountability
It works towards creating a “culture of trust and openness, where our employees are able to rely on
one another to be capable and accountable, to serve clients according to their very unique needs, to
watch out for one another, and to conscientiously build success for each other.”
Like PLC Constructors Inc. it has mentoring programs, as well as on-the-job-training and access to
educational resources.
Cisco Canada
Cisco Canada is a Toronto-based leading supplier of Internet networking equipment and
management. According to HR Director David Clarkson employee engagement begins with “looking
for candidates with enthusiasm— they need to be passionate about something in their lives. We find
that same passion often carries over into their work.”
5. Willa Black, Cisco Canada’s VP of Corporate Affairs, stresses the importance of effective
communication from “the top down—as well as from the bottom up and the middle out.”
Cisco believes that how you retain the best and brightest is to promote:
1. Flexibility and trust
2. Open employee communications
3. Employee development and advancement
4. Inclusion and diversity
5. Balancing life/promoting wellness
Cisco Canada also encourages their employees to consider their next career move after being on the
job two to four years by providing opportunities, which allow employees to grow into new roles –
sixty to seventy percent of Cisco Canada new positions are internally filled.
These best practice organizations demonstrate some of the ways to create cultures where employees
are meaningfully engaged in ways that assist both the employee and the employer attaining their goals
and being highly successful.
Ruth Garrett MSc, PhD
Inspiring individuals and organizations to ignite their passion, find authentic purpose and make that
purpose a reality!
The author of five books, a facilitator of change and inspirational speaker, Ruth draws on a wide range of
hands-on experience and expertise in personal and organizational change and transformation.
Her background in self-leadership, emotional intelligence, resilience, conflict resolution and positive
psychology enables people to passionately and enthusiastically engage in creating authentic, purposeful
goals. Then make those goals a reality.
She is the CEO of two organizations: Integral Coaching & Mediation and Manifesting Your Abundance.
How to connect: integralcoaching@sympatico.ca OR
ruth@manifestingyourabundance.com
Cell: 705-441-6581
6. Bibliography
i
Albrecht, S. (2010), Handbook of Employee Engagement Perspectives, Issues, Research and Practice
http://books.google.ca/books?hl=en&lr=&id=kHMXV_ITqLgC&oi=fnd&pg=PR1&dq=employee+engagement+canad
a+2010&ots=MtrIR6tBsa&sig=S8IHnwXxggpD-qmchNDaK4ikI7I#v=onepage&q&f=false
ii
Bakker, Arnold B., Schaufeli, Wilmar B., Leiter, Michael P. and Taris, Toon W.,(2008), 'Work engagement: An
emerging concept in occupational health psychology', Work & Stress,22:3,187 — 200, (p.189)
http://dx.doi.org/10.1080/02678370802393649
iii
Blessing White 2011 Engagement Report: Beyond the numbers, A practical approach for individuals, managers,
and executives http://www.bs-muc.de/aktdoku/report.pdf (accessed April 2012)
iv
Tower Perrin is a professional services firm that helps organizations improve performance through effective
people, risk and financial management. This report can be viewed at
https://docs.google.com/viewer?a=v&q=cache:GZm8uYrcuvEJ:www.towersperrin.com/tp/getwebcachedoc?webc
%3DHRS/USA/2008/200803/GWS_Global_Report20072008_31208.pdf+Tower+perrin+2008+global+workforce+stu
dy+canada&hl=en&gl=ca&pid=bl&srcid=ADGEESg0TUolKeZaBRP_bs_jhMxb3wKb2RAT8QyOY18jWKEEE_n0M2Lc-
O3DkjPq3toxqjzrkrGkmK740RmsCDgI5JMgqPD-
gIRXJsXos4LgRiY_Op7WCGa5OEPT4J8jWG7ymRBTNO0D&sig=AHIEtbQIqWTDJsMQo1AIwYWPcbm75YiLKw
(accessed April 2012)
v
Employee loyalty is dropping around the world, according to new global analysis of Mercer’s What’s Working™
survey. The research, conducted among nearly 30,000 employees in 17 geographic markets between the fourth
quarter of 2010 and the second quarter of 2011, shows that the percentage of workers seriously considering
leaving their organization has risen since the last time the survey was conducted in each market (between 2003
and 2006 prior to the economic downturn). http://www.mercer.com/press-releases/1430455
vi
Best Employers in Canada 2010 Survey Highlights & Fact Sheet
http://was2.hewitt.com/bestemployers/canada/pdfs/Hewitt_BE_2010_Fact_Sheet.pdf (accessed April 2012)
vii
Evolved Employer article: Keys to Employee Engagement from Canada’s Best
http://www.evolvedemployer.com/2010/02/02/keys-to-employee-engagement-from-canadas-best/ (accessed
April 2012)
viii
Same as above