Employee engagement strategies for Africa
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This document discusses employee engagement strategies at Ericsson in Africa. It outlines key engagement drivers such as involvement, learning, performance management, and confidence in the company. Ericsson's approach includes conducting regular surveys to identify focus areas, holding focus groups to understand root causes, and suggesting actions. Examples of actions provided are goal setting, development discussions, knowledge sharing, feedback, recognition, and ensuring transparency. The overall aim is to make Ericsson a great place to work through an engaged workforce.
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Employee engagement strategies for Africa
- 1. Employee engagement strategies for Africa Session Code: HRSA05
- 2. Employee Engagement strategies for africa ROTI BALOGUN Head of Learning & Development, Ericsson Sub-Saharan Africa
- 3. 3 takeaways for today a) What are the key employee Engagement drivers b) EMPLOYEE ENGAGEMENT APPROACH@ ERICSSON c) PRACTICAL SUGGESTIONS ON ENGAGING EMPLOYEES
- 4. Public | © Ericsson | 2015-09-20 | Page 4 engagement drivers
- 5. Public | © Ericsson | 2015-09-20 | Page 5 THE WRONG or right STRATEGY Source: Forbes Leadership Article (Kevin Kruse- https://youtu.be/HNr4tE74xUE
- 6. Public | © Ericsson | 2015-09-20 | Page 6 Ericsson’s dialog survey Source: Ericsson Internal Communications - https://youtu.be/Sn9LdUPZo-E
- 7. Public | © Ericsson | 2015-09-20 | Page 7 Survey tool GET YOUR Reports, ANALYSE them, PLAN ACTIONS 1 2 3
- 8. Public | © Ericsson | 2015-09-20 | Page 8 Feedback/Survey follow-up: How can we ensure that Dialog results are discussed in each unit and action plans implemented? Focus group questions *Based on Dialog 2014 identified focus areas
- 9. Public | © Ericsson | 2015-09-20 | Page 9 Ensure Continuous Feedback and Monitor Activities Suggested Actions FOCUS: Dialog Feedback/ Survey follow-up Possible Root Cause: Dialog feedback is not always communicated to the teams. Action plans and follow-up are not always properly done or well communicated Communicate Results and Agree Actions Appoint Champion or Workgroup
- 10. Public | © Ericsson | 2015-09-20 | Page 10 Leading Performance: According to you, how can line managers improve the quality of performance management? Focus group questions *Based on Dialog 2014 identified focus areas
- 11. Public | © Ericsson | 2015-09-20 | Page 11 FOCUS: Leading Performance Possible Root Cause: Employees don’t clearly understand the individual performance management process. Employees feel that Line managers do not put enough focus on the quality of the discussions. Suggested Actions Goal Setting Discourse (SMART, with quality) Development & Aspiration Discourse ( DO not skip through) Beyond Mid-year/Annual reviews (Continuous Coaching)
- 12. Public | © Ericsson | 2015-09-20 | Page 12 Learning: What initiatives can be put in place to encourage an everyday learning culture? Focus group questions *Based on Dialog 2014 identified focus areas
- 13. Public | © Ericsson | 2015-09-20 | Page 13 Encourage knowledge sharing, collaboration and on-the- job training/mentorship.(70/20/10) FOCUS: Learning Possible Root Cause: Employees sometimes feel that their learning needs are not sufficiently supported. Suggested Actions Set & measure targeted number of learning hours per employee Leaders inspire work free time set aside for learning (brown bag lunches, time2learn events)
- 14. Public | © Ericsson | 2015-09-20 | Page 14 Involvement: What ideas would you suggest to improve employees’ involvement in the decisions that affect their job? Focus group questions *Based on Dialog 2014 identified focus areas
- 15. Public | © Ericsson | 2015-09-20 | Page 15 Celebrate successes continually with the team FOCUS: Involvement Possible Root Cause: Employees feel that they are not sufficiently involved in decisions affecting their work. Suggested Actions Encourage bottom-up feedback Share feedback from the customer with your team.
- 16. Public | © Ericsson | 2015-09-20 | Page 16 Confidence in Ericsson’s future: What can line managers do to ensure that their direct reports are confident about Ericsson’s future? Focus group questions *Based on Dialog 2014 identified focus areas
- 17. Public | © Ericsson | 2015-09-20 | Page 17 FOCUS: Confidence in Ericsson's future Possible Root Cause: Employees feel that they do not have enough information on the Company's direction. Suggested Actions Lead by example, be a role model Be honest and transparent about the Company's direction. Ensure visibility of region /unit / team scorecards/results.
- 18. Public | © Ericsson | 2015-09-20 | Page 18 Ericsson a great place to work: What initiatives can be put in place so that Ericsson continues to be a great place to work? Focus group questions *Based on Dialog 2014 identified focus areas
- 19. Public | © Ericsson | 2015-09-20 | Page 19 FOCUS: Ericsson a great place to work How can you ensure that your team is engaged? Suggested Actions Facilitate creative workspaces, and work-life balance Create a connection culture Recognize success socially and tangibly
- 21. Employee engagement strategies for Africa Session Code: HRSA05
Editor's Notes
- According to the employee engagement model by Aon Hewitt there are 6 drivers that lead to engaged employees in an organization namely: Quality of life, Work, People, Opportunities, Total Rewards, Company Practices. Apart from the people (Leadership, Managers, Colleagues, Valuing People, and Customers) dimension the rest are the ones resulting/ originating through the people. Hence the people factor can be stated as the most crucial element driving the rest of the elements. It is here that the need for leaders and managers to be emotionally intelligent arises.
- Have team meetings to communicate Dialog results for your unit and agree on an action plan by end of Feb each year. Appoint someone in your team as ‘Dialog Champion’ . They will be responsible for reporting on the action plan progress on a monthly basis and should also look for initiatives aiming specifically to improve engagement but also other dimensions which you might deem critical to your business. Depending on the size of your team, appoint a ‘Work group’ who will work on the lowest scores areas to identify ways of improvement. Ensure that all team members have visibility on Dialog results and the action plan. Put communication mechanisms in place (monthly team meetings, follow up emails, etc.). Feedback should not only be shared around Dialog time but all year round. Agree on timeline with the team and track completion throughout the year.
- Goal Setting Set SMART goals and ensure that all your direct reports understand their roles and their performance targets. Have a proper goal setting discussion. Employees will feel commitment if they are involved in their goal setting discussion. Focus on discussion quality and not only speed and quantity. Individual Development Planning Encourage internal mobility and job rotation. Ensure that your team members take accountability for their own career development. Continuous Coaching Have a continual monthly reviews , beyond mid year review conversations and agree on the need for updated goals. Communicate progress on the operational goals/unit goals, and explain how they impact the individual goals. Be a ‘Coach’ and advise on career opportunities within the organization. Facilitate access to opportunities and, when a promise is made,'' Keep your commitments'‘.
- Encourage bottom-up feedback, organize team workshops to discuss the unit's strategy, new opportunities, new markets, new business requirements and upcoming projects, and get your team's feedback. Share feedback from the customer with your team. Celebrate the successes with the team, communicate formally and informally (team meeting, email, etc.)
- Lead by example, be a role model and show your commitment to Ericsson. Remember that your team expects you to be honest and transparent about the Company's direction –(restructures, org transformations etc) Ensure your team is familiar with the Regional scorecard as well as your team’s scorecard - Share financial results - good or bad- with your team members and explain the consequences of each result and how the team can contribute to it.( do a pop quiz at team meetings!)
- Ericsson Social Recognition Rewards Points-based system that allows employees to manage their credited points and enables them to redeem them for prizes of their choosing Makes it easier than ever to engage and motivate employees Identifies outstanding employees Simplifies tracking of rewards budgets Gives managers the option of awarding cash prizes as well Connection Culture Create an inspiring vision and live it Value people Give them a voice