The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
Employee Communication & Engagement (ECE) - A Tailored Approach for Measuring Communication, Engagement, and Execution to Make a Meaningful , Sustained, & Continuously Improved Impact.
Employee Communication & Engagement (ECE) are essential elements of a Talent Management System (TMS).
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve. Talent Management Systems (TMS’s) typically work in four key stages: define, implement, measure, & improve.
Through a customized Employee Engagement Program, we will tailor an approach, tools, and methodologies for measuring engagement, articulating the concepts across the Company, clarifying accountability related to engagement and finally, making a meaningful and sustained impact on people’s commitment to the success of the Company, and their own personal success at the same time. Most successful employee engagement initiatives use a multi-faceted approach.
Employee Communication & Engagement (ECE) Focuses on Enhanced Business Outcomes:
- Highly engaged business units have less absenteeism, lower turnover and greater productivity, a more aligned organization, and lower risk management
- Result in greater profitability
- Outperform peers measuring earnings per share
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform;
- Continuously improves (modernize, streamline, measure).
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform.
Best practices for employee engagementMutual Force
The document introduces a 50/50 employee engagement model that balances employee engagement factors (input) with organizational health indicators (output). It assigns equal weight (50 points) to factors like manager relationship, work environment, and recognition (input) as well as customer happiness, productivity, and innovation (output). The model aims to measure overall employee engagement by assessing whether both input and output scores are above average (5 points). It provides examples of how the model can identify engagement issues at different organizations. The document also describes how organizations can use feedback and action planning to improve engagement scores according to this model.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
Employee satisfaction is a self-focused measure of fulfillment of one's needs and expectations, while employee engagement is a property of the relationship between an organization and its employees and refers to employees who are enthusiastic about their work and further the organization's interests. The document outlines properties that contribute to engagement, including organizational vision, visible leadership, caring managers, empowered employees who have a voice, organizational integrity, and personal and professional pride. Engaged employees are usually highly satisfied, and engagement requires a specific plan to take root and then will result in unexpected benefits to the organization.
For an Employer, it is all about engaging or involving employees by creating such environment, motivation, work culture and other factors which drives Employee Engagement.
The document discusses building an employee engagement strategy. It defines engagement as emotional and intellectual commitment to an organization based on saying positive things about it, wanting to stay, and being willing to work hard. Most employees are disengaged or actively disengaged, costing the economy billions annually. The top drivers of engagement are senior management interest, challenging work, decision-making authority, customer focus, and career advancement. An effective strategy integrates programs to impact employees, customers and business results. It should create a campaign using tools like the Gallup Q12, link engagement to outcomes like retention, productivity and profitability, and continuously measure effectiveness.
Perhaps you’ve heard the words employee engagement
in the past. You may have even had conversations about
engagement. If you are like most, engagement gets pushed out of your mind by other more immediate needs. This is the case for most organizational leaders. Engagement all by itself is not a problem we business leaders are actively trying to solve. Sure, it is important, but we are busy focusing on the more tangible challenges in our businesses.
A new way to think about engagement is to understand employee engagement’s role in the challenges your business is facing today.
While you may not be specifically focused on engagement. You are, however, spending most of your time and energy solving specific problems and improving your organization.
But here’s the thing...employee engagement has a dramatic effect on every business challenge we face.
Employee Communication & Engagement (ECE) - A Tailored Approach for Measuring Communication, Engagement, and Execution to Make a Meaningful , Sustained, & Continuously Improved Impact.
Employee Communication & Engagement (ECE) are essential elements of a Talent Management System (TMS).
Talent Management is a set of integrated organizational HR processes & practices designed to attract, develop, motivate, and retain productive, engaged employees, in support of becoming the “Provider of Choice” & the “Employer of Choice” in the markets we serve. Talent Management Systems (TMS’s) typically work in four key stages: define, implement, measure, & improve.
Through a customized Employee Engagement Program, we will tailor an approach, tools, and methodologies for measuring engagement, articulating the concepts across the Company, clarifying accountability related to engagement and finally, making a meaningful and sustained impact on people’s commitment to the success of the Company, and their own personal success at the same time. Most successful employee engagement initiatives use a multi-faceted approach.
Employee Communication & Engagement (ECE) Focuses on Enhanced Business Outcomes:
- Highly engaged business units have less absenteeism, lower turnover and greater productivity, a more aligned organization, and lower risk management
- Result in greater profitability
- Outperform peers measuring earnings per share
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform;
- Continuously improves (modernize, streamline, measure).
- Enables high quality, timely organizational communication through an Employee Engagement & Communication (ECE) Platform (ECE) platform.
Best practices for employee engagementMutual Force
The document introduces a 50/50 employee engagement model that balances employee engagement factors (input) with organizational health indicators (output). It assigns equal weight (50 points) to factors like manager relationship, work environment, and recognition (input) as well as customer happiness, productivity, and innovation (output). The model aims to measure overall employee engagement by assessing whether both input and output scores are above average (5 points). It provides examples of how the model can identify engagement issues at different organizations. The document also describes how organizations can use feedback and action planning to improve engagement scores according to this model.
More Information:
https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321
Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth.
This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individuals’ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles:
1. Enhance Employee Satisfaction
2. Promote Employee Identification
3. Enhance Employee Commitment
4. Ensure Employee Loyalty
5. Manage Employee Performance
The slide deck also includes some slide templates for you to use in your own business presentations.
Employee satisfaction is a self-focused measure of fulfillment of one's needs and expectations, while employee engagement is a property of the relationship between an organization and its employees and refers to employees who are enthusiastic about their work and further the organization's interests. The document outlines properties that contribute to engagement, including organizational vision, visible leadership, caring managers, empowered employees who have a voice, organizational integrity, and personal and professional pride. Engaged employees are usually highly satisfied, and engagement requires a specific plan to take root and then will result in unexpected benefits to the organization.
For an Employer, it is all about engaging or involving employees by creating such environment, motivation, work culture and other factors which drives Employee Engagement.
The document discusses building an employee engagement strategy. It defines engagement as emotional and intellectual commitment to an organization based on saying positive things about it, wanting to stay, and being willing to work hard. Most employees are disengaged or actively disengaged, costing the economy billions annually. The top drivers of engagement are senior management interest, challenging work, decision-making authority, customer focus, and career advancement. An effective strategy integrates programs to impact employees, customers and business results. It should create a campaign using tools like the Gallup Q12, link engagement to outcomes like retention, productivity and profitability, and continuously measure effectiveness.
Perhaps you’ve heard the words employee engagement
in the past. You may have even had conversations about
engagement. If you are like most, engagement gets pushed out of your mind by other more immediate needs. This is the case for most organizational leaders. Engagement all by itself is not a problem we business leaders are actively trying to solve. Sure, it is important, but we are busy focusing on the more tangible challenges in our businesses.
A new way to think about engagement is to understand employee engagement’s role in the challenges your business is facing today.
While you may not be specifically focused on engagement. You are, however, spending most of your time and energy solving specific problems and improving your organization.
But here’s the thing...employee engagement has a dramatic effect on every business challenge we face.
Looking for Online employee engagement games? Try these 50+ unique Online employee engagement games with your remote teams. It could be modified or customized according to your remote teams based on your suitability. For more details visit our website. https://www.sosparty.io/booster/activities
We help businesses improve employee engagement and drive change to boost performance. We innovate at the intersection of change management, employee development, and internal communications to create engaging strategies, programs, and tools for employee engagement and change. We do this because higher employee engagement leads to better business results. Our specific services include developing leadership on engagement and change issues, designing workshops, creating engagement strategies and plans, and developing engagement and change tools.
The Employee Engagement Handbook | WorkStrideWorkStride
Learn how creating a positive employee experience can help increase engagement, retention, and productivity. In this guide, we’ll go over five areas to focus on in order to create a positive employee experience: employee engagement, learning and development, company culture, workplace environment, and tools and technology.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
Employee engagement refers to the level of dedication and enthusiasm employees hold regarding their tasks, responsibilities, and the overall objectives and culture of a workplace. It’s important to measure employee engagement (in a worthwhile way) and embed employee engagement into an organisations culture.
For more content like this, check out Acorn Labs: http://acornlabs.education/
The document discusses employee engagement and leadership. It emphasizes that engaged employees are committed to organizational goals, increase productivity, and reduce turnover. Leaders must engage employees and facilitate teamwork. The best leaders direct employees rather than micromanage, and develop talent through training, clear communication, recognition, and motivation. Engaged employees fit within the organizational structure and goals when leaders follow Laura Ewing-Pearle's concepts for talent development and motivating employees with her "-ates" rules.
Employee engagement adds value to any organization. It can make a difference to the individual employee as well as the business as a whole. HR has a significant role in promoting the linkages between the company’s leadership, objectives, and employees. In these slides, we discuss HR’s role in employee engagement.
Employee engagement programs aim to increase employee engagement, which is defined as employees' energy, passion and commitment to their employer. Highly engaged employees are more satisfied, productive and less likely to leave their jobs. Common drivers of engagement include career opportunities, company practices, leadership, resources and recognition. Effective engagement programs address these drivers and can include training, team building activities, wellness programs and rewards ceremonies. Research shows companies with highly engaged employees see improved financial performance.
Employee engagement describes how involved and dedicated employees are to their work and company. There are three types of employees: engaged, not engaged, and actively disengaged. Engaged employees exceed expectations and drive innovation, while actively disengaged employees undermine the work of others. Companies use various strategies to improve engagement, such as internal job posting, recognition programs, and feedback surveys. Challenges to engagement include high attrition, driving high performance, developing future leaders, and increasing women in leadership roles. Most organizations are working to provide innovative engagement activities to retain talent.
The document discusses employee engagement, defining it as the emotional commitment employees feel toward their organization and its goals. Engaged employees care about their work and company. It also discusses the need for engagement, noting research showing engaged employees perform better and are less likely to leave. The document provides suggestions for achieving engagement, such as providing variety, open communication, and celebrating successes. It also discusses measuring and improving engagement over time.
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
This document analyzes and compares the employee engagement practices of McDonalds and Marriot Hotels in the UK. It finds that both companies take employee engagement seriously and implement different strategies tailored to their business needs, with McDonalds focusing more on reward-based strategies and Marriot emphasizing employee empowerment and transparency. Overall, the analysis concludes that there is no single right approach and that the key is for organizations to prioritize employee engagement.
The document discusses employee engagement, defining it as the extent to which employees enjoy their work, feel valued, and are willing to go above and beyond for the organization's success. It identifies key drivers of engagement like interesting work, career development opportunities, trust in leadership, and clear direction/feedback. The document outlines 11 practices leaders can use to increase engagement, such as connecting with employees, providing career paths, communicating vision, and recognizing good work. It also discusses how engagement impacts business metrics and recommends conducting surveys and training leaders to better engage employees.
This document discusses various ways to improve employee engagement and performance, including arranging meetings to discuss goals, fostering a positive work culture and unique office environment, encouraging employees to speak up, holding fun events, giving employees recognition and visibility, fostering friendship in the workplace, providing regular feedback, encouraging innovation, offering incentives and benefits, and allowing remote work opportunities. The overall aim is to motivate employees and improve productivity, retention, and the workplace culture.
This document discusses employer branding and how it can be used as a tool to attract and retain top talent. It emphasizes that employer branding, along with staff engagement, internal communication, and rewards/recognition programs, can help make jobs less mundane and more motivating for employees. When used effectively together, these strategies can boost employee morale, loyalty, and productivity while reducing turnover.
Best practice employee engagement strategies 23 october 2014Charles Cotter, PhD
The document outlines best practice strategies for employee engagement presented by Charles Cotter. It defines employee engagement and discusses Gallup survey findings showing only 29% of US employees are engaged. Three key strategies for improving engagement are selecting the right people and managers, developing employees' strengths, and enhancing employees' well-being. Organizations that deeply integrate engagement into their strategy, accountability, communication, and development see the most benefit.
Webinar best practices in creating employee engagementPayScale, Inc.
Engaged employees are driven towards higher performance and productivity which ultimately drives organizational results.
With nearly 60% of respondents of the 2015 Compensation Best Practices Report citing retention as a top concern, how can engagement improve intent to stay with your organization? Join Jessica Webster and Mykkah Herner as they look at the role compensation plays in engaging employees.
Attend this webinar and learn:
- The link between engagement, performance, and compensation
- Critical drivers of engagement
- How to increase the perception of fairness of pay within your organization
Effectively engaging your employees can dramatically improve morale and increase workforce productivity, resulting in profit growth up to three times faster. But how do you effectively engage them in a cost-effective, timely manner that aligns to your organization and doesn’t add burden? Join experts from SAP Education and ANCILE Solutions Inc. to hear about the latest trends in employee engagement and how you can devise a successful strategy to keep your workforce always informed, aligned, engaged and productive.
You’ll also learn about a new cloud-based, mobile corporate communication solution that enables you to rapidly communicate key information and confirm receipt and comprehension. You’ll see how SAP Education uses this new solution and how it can help you:
Streamline communications with real-time information and accountability.
Engage employees in campaigns and “drip” messages to them to enable their work.
Analyze workforce compliance with objective data to assess receipt and grasp of messages.
American Society for Quality - Employee Engagement Presentation TalentMap
Employee Engagement : Moving the Needle on Quality
This lecture is designed to demonstrate how engaged employees positively impact quality. Sean will expand on how employees become engaged and stay engaged. He will use statistics to identify how engaged employees impact quality results and processes. All audience members will be equipped with talent solutions that they can immediately implement in their workplace to impact the organization’s human capital results and their quality-related bottom line performance.
Session Description:
TalentMap’s proven Best Practices are shared and elaborated on. What has TalentMap heard employees/employers from hundreds of corporations share with us? What do they need and want to become and stay engaged employees? How have the engagement elements been impacted by quality programs and implementation plans put in place by corporations? These questions and many more are addressed when Sean Fitzpatrick shares ideas, approaches and business practices on employee engagement and how it impacts corporate culture and quality. We will address:
-Statistics from TalentMap’s extensive database that identify how engaged employees improve on quality
-What TalentMap has learned and heard from employees when surveying their corporate culture that impacts quality
-How to implement action plans with accountabilities from an engagement survey
Once you have surveyed identify how you work on making the changes that will impact your corporate engagement levels:
-what are the quick wins
- plan for the strategic gains
- looking at impact vs. cost
- how you deliver what you have promised
- importance of measuring your programs
- who should be involved in the planning,delivery and implementation
Our Client will then address what they have experienced, learned and implemented on during and after their Employee Engagement survey. Once you have all the data and information how do you set priorities, how do you roll them out, who implements and how do you measure success, how you get the buy-in in a unionized environment?
Engaging for succes - a story about employee engagementSD Worx Belgium
This document discusses employee engagement and why it is important. It defines engagement as motivating employees intrinsically to strengthen the organization. Highly engaged employees are loyal, productive, innovative and help improve the company's reputation. The document outlines six benefits of engagement: 1) stronger customer relations, 2) loyal future employees, 3) higher productivity, 4) lower costs, 5) optimization and innovation, and 6) improved image and reputation. It provides tips for creating engagement such as addressing satisfaction drivers, culture, leadership, communication, career development and performance management.
Looking for Online employee engagement games? Try these 50+ unique Online employee engagement games with your remote teams. It could be modified or customized according to your remote teams based on your suitability. For more details visit our website. https://www.sosparty.io/booster/activities
We help businesses improve employee engagement and drive change to boost performance. We innovate at the intersection of change management, employee development, and internal communications to create engaging strategies, programs, and tools for employee engagement and change. We do this because higher employee engagement leads to better business results. Our specific services include developing leadership on engagement and change issues, designing workshops, creating engagement strategies and plans, and developing engagement and change tools.
The Employee Engagement Handbook | WorkStrideWorkStride
Learn how creating a positive employee experience can help increase engagement, retention, and productivity. In this guide, we’ll go over five areas to focus on in order to create a positive employee experience: employee engagement, learning and development, company culture, workplace environment, and tools and technology.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
Employee engagement refers to the level of dedication and enthusiasm employees hold regarding their tasks, responsibilities, and the overall objectives and culture of a workplace. It’s important to measure employee engagement (in a worthwhile way) and embed employee engagement into an organisations culture.
For more content like this, check out Acorn Labs: http://acornlabs.education/
The document discusses employee engagement and leadership. It emphasizes that engaged employees are committed to organizational goals, increase productivity, and reduce turnover. Leaders must engage employees and facilitate teamwork. The best leaders direct employees rather than micromanage, and develop talent through training, clear communication, recognition, and motivation. Engaged employees fit within the organizational structure and goals when leaders follow Laura Ewing-Pearle's concepts for talent development and motivating employees with her "-ates" rules.
Employee engagement adds value to any organization. It can make a difference to the individual employee as well as the business as a whole. HR has a significant role in promoting the linkages between the company’s leadership, objectives, and employees. In these slides, we discuss HR’s role in employee engagement.
Employee engagement programs aim to increase employee engagement, which is defined as employees' energy, passion and commitment to their employer. Highly engaged employees are more satisfied, productive and less likely to leave their jobs. Common drivers of engagement include career opportunities, company practices, leadership, resources and recognition. Effective engagement programs address these drivers and can include training, team building activities, wellness programs and rewards ceremonies. Research shows companies with highly engaged employees see improved financial performance.
Employee engagement describes how involved and dedicated employees are to their work and company. There are three types of employees: engaged, not engaged, and actively disengaged. Engaged employees exceed expectations and drive innovation, while actively disengaged employees undermine the work of others. Companies use various strategies to improve engagement, such as internal job posting, recognition programs, and feedback surveys. Challenges to engagement include high attrition, driving high performance, developing future leaders, and increasing women in leadership roles. Most organizations are working to provide innovative engagement activities to retain talent.
The document discusses employee engagement, defining it as the emotional commitment employees feel toward their organization and its goals. Engaged employees care about their work and company. It also discusses the need for engagement, noting research showing engaged employees perform better and are less likely to leave. The document provides suggestions for achieving engagement, such as providing variety, open communication, and celebrating successes. It also discusses measuring and improving engagement over time.
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
This document analyzes and compares the employee engagement practices of McDonalds and Marriot Hotels in the UK. It finds that both companies take employee engagement seriously and implement different strategies tailored to their business needs, with McDonalds focusing more on reward-based strategies and Marriot emphasizing employee empowerment and transparency. Overall, the analysis concludes that there is no single right approach and that the key is for organizations to prioritize employee engagement.
The document discusses employee engagement, defining it as the extent to which employees enjoy their work, feel valued, and are willing to go above and beyond for the organization's success. It identifies key drivers of engagement like interesting work, career development opportunities, trust in leadership, and clear direction/feedback. The document outlines 11 practices leaders can use to increase engagement, such as connecting with employees, providing career paths, communicating vision, and recognizing good work. It also discusses how engagement impacts business metrics and recommends conducting surveys and training leaders to better engage employees.
This document discusses various ways to improve employee engagement and performance, including arranging meetings to discuss goals, fostering a positive work culture and unique office environment, encouraging employees to speak up, holding fun events, giving employees recognition and visibility, fostering friendship in the workplace, providing regular feedback, encouraging innovation, offering incentives and benefits, and allowing remote work opportunities. The overall aim is to motivate employees and improve productivity, retention, and the workplace culture.
This document discusses employer branding and how it can be used as a tool to attract and retain top talent. It emphasizes that employer branding, along with staff engagement, internal communication, and rewards/recognition programs, can help make jobs less mundane and more motivating for employees. When used effectively together, these strategies can boost employee morale, loyalty, and productivity while reducing turnover.
Best practice employee engagement strategies 23 october 2014Charles Cotter, PhD
The document outlines best practice strategies for employee engagement presented by Charles Cotter. It defines employee engagement and discusses Gallup survey findings showing only 29% of US employees are engaged. Three key strategies for improving engagement are selecting the right people and managers, developing employees' strengths, and enhancing employees' well-being. Organizations that deeply integrate engagement into their strategy, accountability, communication, and development see the most benefit.
Webinar best practices in creating employee engagementPayScale, Inc.
Engaged employees are driven towards higher performance and productivity which ultimately drives organizational results.
With nearly 60% of respondents of the 2015 Compensation Best Practices Report citing retention as a top concern, how can engagement improve intent to stay with your organization? Join Jessica Webster and Mykkah Herner as they look at the role compensation plays in engaging employees.
Attend this webinar and learn:
- The link between engagement, performance, and compensation
- Critical drivers of engagement
- How to increase the perception of fairness of pay within your organization
Effectively engaging your employees can dramatically improve morale and increase workforce productivity, resulting in profit growth up to three times faster. But how do you effectively engage them in a cost-effective, timely manner that aligns to your organization and doesn’t add burden? Join experts from SAP Education and ANCILE Solutions Inc. to hear about the latest trends in employee engagement and how you can devise a successful strategy to keep your workforce always informed, aligned, engaged and productive.
You’ll also learn about a new cloud-based, mobile corporate communication solution that enables you to rapidly communicate key information and confirm receipt and comprehension. You’ll see how SAP Education uses this new solution and how it can help you:
Streamline communications with real-time information and accountability.
Engage employees in campaigns and “drip” messages to them to enable their work.
Analyze workforce compliance with objective data to assess receipt and grasp of messages.
American Society for Quality - Employee Engagement Presentation TalentMap
Employee Engagement : Moving the Needle on Quality
This lecture is designed to demonstrate how engaged employees positively impact quality. Sean will expand on how employees become engaged and stay engaged. He will use statistics to identify how engaged employees impact quality results and processes. All audience members will be equipped with talent solutions that they can immediately implement in their workplace to impact the organization’s human capital results and their quality-related bottom line performance.
Session Description:
TalentMap’s proven Best Practices are shared and elaborated on. What has TalentMap heard employees/employers from hundreds of corporations share with us? What do they need and want to become and stay engaged employees? How have the engagement elements been impacted by quality programs and implementation plans put in place by corporations? These questions and many more are addressed when Sean Fitzpatrick shares ideas, approaches and business practices on employee engagement and how it impacts corporate culture and quality. We will address:
-Statistics from TalentMap’s extensive database that identify how engaged employees improve on quality
-What TalentMap has learned and heard from employees when surveying their corporate culture that impacts quality
-How to implement action plans with accountabilities from an engagement survey
Once you have surveyed identify how you work on making the changes that will impact your corporate engagement levels:
-what are the quick wins
- plan for the strategic gains
- looking at impact vs. cost
- how you deliver what you have promised
- importance of measuring your programs
- who should be involved in the planning,delivery and implementation
Our Client will then address what they have experienced, learned and implemented on during and after their Employee Engagement survey. Once you have all the data and information how do you set priorities, how do you roll them out, who implements and how do you measure success, how you get the buy-in in a unionized environment?
Engaging for succes - a story about employee engagementSD Worx Belgium
This document discusses employee engagement and why it is important. It defines engagement as motivating employees intrinsically to strengthen the organization. Highly engaged employees are loyal, productive, innovative and help improve the company's reputation. The document outlines six benefits of engagement: 1) stronger customer relations, 2) loyal future employees, 3) higher productivity, 4) lower costs, 5) optimization and innovation, and 6) improved image and reputation. It provides tips for creating engagement such as addressing satisfaction drivers, culture, leadership, communication, career development and performance management.
Employee engagement and business productivityMark Beatson
Employee engagement can boost business productivity in several ways:
1) Engaged employees are willing to go above and beyond, which increases discretionary effort.
2) Engagement leads to better alignment between employee and company goals, allowing for more delegation and decentralization.
3) Engaged employees provide valuable insights into customers that can drive innovation.
However, engagement initiatives often fail due to barriers such as lack of work-life balance, limited career development opportunities, ineffective leadership, and poor implementation of HR policies and practices. Building trust and establishing effective employee voice mechanisms are important for sustaining engagement.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
The document discusses employee engagement and its impact on business outcomes. It notes that companies with high employee engagement see better financial results than those with low engagement. The presentation defines engagement as the degree to which employees commit to an organization and how intensely they perform. Research found that engagement driven by factors like senior leadership, rewards, and work environment had a bigger impact than more foundational engagement. The document advocates measuring and managing engagement as a process rather than an event to realize benefits like higher productivity and lower turnover.
This presentation was presented by Rami Barqouni on how to manage and develop your field service techs into talents benefitting your business and organizational strategy
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Qualtrics
Engaged employees are more productive, contribute more to the bottom line, generate higher customer ratings, and help you attract new talent. On the flip side, actively disengaged employees cost the US approximately half a trillion dollars per year.
Join us to learn the best practices from Mike Schroeder, CEO of TNS Employee Insights, on how to design employee engagement surveys, measure engagement and, most importantly, improve employee engagement in your organization.
Cutting Through the Clutter: Simple Strategies for Long-Term Growthmaysbusiness
The document discusses strategies for long-term organizational growth. It emphasizes validating strategies with customer data to ensure the strategies will improve relationships and drive positive results. It also stresses the importance of aligning employees by communicating the strategy clearly and establishing accountability. The document provides frameworks and metrics for measuring customer engagement and employee commitment to determine how well relationships and internal alignment support the organization's strategy.
- Companies are throwing resources at customer experience innovation in an attempt to differentiate themselves, but most are not achieving meaningful innovation. They copy competitors or rely on new technologies without understanding customer needs.
- True innovation requires solving real customer problems and aligning innovations with business models and brands to ensure relevance and longevity. Successful innovations encompass customer needs, business impacts, and brand attributes.
- To innovate successfully, companies must ground their efforts in customer understanding, rigorously design new experiences, and strategically measure business outcomes rather than blindly following competitors or technology trends.
MOVING BEYOND EMPLOYEE ENGAGEMENT: THE EMPLOYEE EXPERIENCE INDEXHuman Capital Media
Employee engagement is often viewed as the proxy for employee well-being. The line of thinking is that if engagement is good, that means employees are good, resulting in better business outcomes for employers. But is employee engagement the best construct that employers should use to positively impact productivity and performance?
New research suggests while engagement is important, it’s only one piece of the broader picture — the entire employee experience. In reality, people want to work for a company that allows them to bring their full selves to grow and thrive. Creating this kind of workplace goes beyond just ensuring that employees are engaged — discovering the ingredients that create the most positive employee experience, then creating the conditions to cultivate them. When companies enhance the employee experience, business benefits directly.
Join Chief Learning Officer magazine and BetterUp for a lively discussion where we’ll discuss:
Key findings from our research of more than 17,000 workers.
What the Employee Experience Index is, and why you’ll want to use it.
Why the EX Index will change how you think about traditional learning & development.
Strategies for optimizing six key experience areas for better business outcomes.
This document discusses employee engagement and provides strategies for improving engagement levels. It defines engaged employees and outlines a process for developing a baseline that includes measuring current engagement through surveys, setting clear objectives, and implementing methods like recognition programs, communication strategies, and tools like surveys and social networking to increase engagement. The goal is to move employees from disengaged or not engaged categories to fully engaged to improve business outcomes like productivity and retention.
Hr Guide To Enhance Employee Moral And ProductivenessLakesia Wright
This document outlines 11 ways to increase employee loyalty and engagement. It discusses measuring engagement through surveys, promoting a sense of being helpful through empowering employees and secret shoppers, improving competence through training programs and mentoring, building acceptance through team building, and gaining respect through transparency, good management, and recognition. Technology can help understand employee feedback to better manage engagement. Overall engaging employees leads to higher productivity, retention, and positive business outcomes.
This document discusses building employee commitment, especially during turbulent times. It finds that the number one factor influencing employee commitment is the effectiveness of individual leaders. While employees often say they want less work, what truly builds their satisfaction and engagement are challenging assignments that allow them to make significant contributions. The most impactful leadership behavior for improving commitment is inspiring and motivating others to high levels of effort and performance. Regular assessments that focus on strengths as well as weaknesses, coupled with local grassroots efforts, can help increase commitment levels across an organization.
August 2018 internal comms measurement hour preso Paine Publishing
The document provides best practices for measuring internal, organizational, and employee communications. It discusses defining clear goals and metrics, understanding where employees get information, establishing benchmarks, and selecting appropriate measurement tools. The key steps outlined are: 1) rethinking how communication is defined, 2) understanding the information environment, 3) agreeing on measurable goals, 4) selecting benchmarks, 5) defining criteria for success, and 6) choosing tools to collect data. Measurement is important to demonstrate the impact and ROI of communications functions.
Optimizing the Profitable Link Between Employees and Customer Loyalty BehaviorAquent
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The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
This document summarizes key aspects of employee engagement. It defines engagement as employees feeling invested in an organization's success and being motivated to exceed job requirements. The document outlines what managers can do to improve engagement levels among satisfied, motivated, committed, and advocate level employees. It also identifies key drivers of engagement, including leadership, career advancement, and job motivation. A case study on Singapore's civil service found these three factors explained most of the variance in engagement scores. The document concludes that compensation is important but other non-financial factors also influence engagement.
Similar to HRIA 2014 Conference Presentation - Employee Engagement (20)
Employee Engagement in a Challenging EconomyTalentMap
The document discusses how a challenging economy impacts employee engagement. It notes that engagement typically lags behind GDP and unemployment. During recessions, remaining employees face increased stress due to job insecurity, workload increases, and questions about whether their organization cares about them. However, maintaining engagement is important for long term success. Best practices include focusing on communication, direction, career growth, and wellness to help employees cope. The presentation also lists upcoming engagement-related events.
The hundreds of employee engagement surveys that we conduct every year is showing an interesting, albeit concerning trend: highly engaged organizations often have emerging employee issues and concerns around decreasing work-life balance. On the one hand, this is a form of “collateral damage”. Highly engaged employees, by definition, tend to give more of themselves, and sometimes work-life balance suffers as a result – through the employee’s own engaged behaviours. Because work-life balance has little influence on engagement per se, it (too) often gets lower priority: however, this approach is fraught with danger. Highly engaged and high performing organizations can fall into the work-life balance “cultural trap”.
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Performance feedback is one of those “sleeper” issues in employee engagement. Get it right, and often it isn’t one of the more important drivers of engagement, because other issues become more salient. Get it wrong, and it can prove to be a key obstacle to higher engagement. However, there is mounting research and practice that’s turning performance feedback and management on its head, which includes revamping appraisal processes, and moving to “career management” as opposed to “performance management”.
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How to Improve Engagement Through Better Teamwork (and It's Not Through "Team...TalentMap
A sense of team and camaraderie is one of the most important determinants of employee engagement. For the employee, good team spirit work creates that crucial sense of belonging which provides the emotional bond to the organization, which is a precursor to engagement. In turn, good team spirit creates an environment of cooperation and collaboration which improves productivity and output.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
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Pulse Surveys - Do They Make Sense - 23jul15TalentMap
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Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
Immediate managers have a huge impact on engaging employees. The best managers develop personal relationships with employees, provide regular feedback and recognition, clearly communicate goals and expectations, and empower employees. Struggling managers can improve by gaining self-awareness through 360-degree feedback and coaching. They must be willing to change undesirable behaviors like inconsistency and lack of communication. Upcoming webinars will provide tools to help managers and HR professionals strengthen engagement.
Join the founder and president of TalentMap, as he looks to answer your questions related to the challenges associated with employee engagement in Nonprofit organizations. We explore topics such as: What engagement is and how it differs for Nonprofits; the drivers of employee engagement in Nonprofits, and finally, best case practices and recommendations to improve engagement drivers. To register for a live Webinar,please visit us at TalentMap.com
Norm Baillie-David, as the frequently discussed topic of engaging Millennial employees is thoroughly explored. We look at who the Millennial employees are, some myths and facts, speak with a panel of Millennials and finally discuss the implications of engaging Millennials.
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8. Human Capital – Top CEO Challenge Globally for 2014
http://www.ft.com
8
9. Human Capital #2 – Top CEO Challenge USA for 2014
9
Engagement is even starting to be regulated
Excellent Care for All Act,
became law in June of 2010
10. Satisfaction is Not the Same as Engagement
ENGAGED
EMPLOYEES
feel a sense of:
Focus
Urgency
Intensity
Enthusiasm
Persistence
Adaptability
The focus is on
desiring to “give”
10
11. TalentMap’s Focus
Heart Hands
Logical Emotional Behavioural
Head
Employee engagement is a heightened emotional and intellectual
connection that an employee has for his/her job, organization, manager, or
coworkers that, in turn, influences him/her to apply additional
discretionary effort to his/her work.
Career & Financial
Goals Achieved
Values Align with Peers,
Management and Leaders
Discretionary
Effort
11
13. 13
SERVICE
• Employees’ customer service productivity scores and their employee engagement scores
had a correlation of .51. (Source: Linking People Measures to Strategy. The Conference
Board)
• Companies with high employee engagement scores had twice the customer loyalty
(repeat purchases, recommendations to friends) than companies with average employee
engagement levels. (Source: Are They Really ‘On the Job’?, Pont)
• In a major department store chain, customers scored higher in customer engagement
measures when they were serviced in departments with employees who had high levels
of employee engagement. (Source: Getting Engaged, Bates)
• Teams classified as “high performance zone for engagement” had a 37% net promoter
score (NPS) versus 10% NPS for teams “outside of high performance zone for
engagement.” (Source: Aon Hewitt European Manager Survey 2011. Aon Hewitt)
• Morrison Management Specialists increased client satisfaction by 1 percentage point for
every 2 percentage point increase in employee engagement (Source: Engagement Leads
to Growth at Morrison, Talent Management)
SALES
• Fabick CAT improved “percent of industry net sales” by 300% (Source: A Caterpillar
Dealer Unearths Employee Engagement, Gallup Business Journal)
Engagement Matters
14. 14
QUALITY
• Unnamed Fortune 100 manufacturing company reduced quality errors from 5,658
parts per million to 52 parts per million. (Source: Employee Engagement: The Key
To Realizing Competitive Advantage, Development Dimensions International)
SAFETY
MolsonCoors, it was found that engaged employees were five times less likely than
non-engaged employees to have a safety incident and seven times less likely to have
a lost-time safety incident. (Source: Effective practice guidelines: Employee
engagement and commitment. SHRM)
RETENTION & ABSENTEEISM
…
REVENUE, PROFIT AND SHAREHOLDER RETURNS
…
ROLE OF FRONT-LINE MANAGERS…
Engagement Matters
15. Impact on the individual
15
University of Canberra: a job that we hate is
as bad for our health sometime worse than
not having a job at all
University College of London 2011
not recognized at work have more
heart disease
Whitehall study: Sr. Exec live longer than lower level employees,
not a small discrepancy
Boston College child’s sense of well being
effected by parents that enjoy their work
Engagement Matters – The Magic
16. How To Respond via Texting
1. Standard texting rates only (most free - worst case US $0.20)
2. We have no access to your phone number
3. Capitalization doesn’t matter, but spaces and spelling do
Tips
17
20. Why No/Limited Executive Buy In? 21
1. Don’t think it can be
measured.
3. Don’t get presented with a
clear business case for engagement
2. Don’t believe its
all that important.
21. +/- Client A
2012*
+/- TM
Benchmark
It Absolutely Can Be Measured Through Proxy
3
1
4
4
1
2
5
13
6
9
17
15
13
18
84
93
88
79
84
84
77
0% 20% 40% 60% 80% 100%
Overall Engagement
I am proud to tell others I work for my
organization.
I am optimistic about the future of my
organization.
My organization inspires me to do my
best work.
I would recommend my my organization
to a friend as a great place to work.
My job provides me with a sense of
personal accomplishment.
I can see a clear link between my work
and my organization's long-term
objectives.
% Frequency
Unfavourable Neutral Favourable
22
Data is rounded to the nearest whole number
* Number indicates % Favourable score
+1 +4
+2 +4
+8 +8
-2 +2
+5 +10
-3 -1
-2 +1
22. Not only Engagement but the Drivers can be measured
#2 Innovation
#1 Teamwork
#3 Professional
Growth
Employee
Engagement
23
Employee
Engagement
Innovation
Customer
Focus
Work/life
Balance
Information &
Communications
Teamwork
Compensation
Work
Environment
Performance
Feedback
Professional
Growth
Immediate Management
Organizational Vision Senior Leadership
Dependent
Variable
Independent
Variables
23
23. And Improved Over Time 24
56%
58%
60%
62%
64%
66%
68%
70%
72%
74%
76%
78%
80%
2006 2007 2008 2009 2010 2011 2012
%Favourable
Engagement Score of 500 person
Technology Company
24. Why No/Limited Executive Buy In? 25
1. Don’t think it can be
measured.
3. Don’t get presented with a
clear business case for engagement
2. Don’t believe its
all that important.
25. Talk To Him/Her In Their Terms 26
1. Data – statistics
2. Link engagement to business objectives
3. Show case studies of competitors
4. Use split samples
5. Link engagement to his/her personal
goals & objectives
6. Leave a legacy
26. Service Profit Chain 27
Internal
Service
Quality
Employee
Engagement
Employee
Retention
Employee
Productivity
External
Service
Value
Customer
Satisfaction
Customer
Loyalty
Revenue
Growth
Profitability
• Workplace design
• Job design
• Employee selection and development
• Employee rewards and recognition
• Tools for serving customers
• Service concept:
results for
customers
• Service designed and delivered to
meet targeted customers’ needs
• Retention
• Repeat business
• Referral
27. 28
High-engaged stores out-performed the other stores in almost every aspect.
•Met or exceeded quarterly financial targets 40 percent more often;
•Customer loyalty increased by 5.3 percent;
•4.5 percent higher technician productivity
•60 percent lower technician related re-work;
•Three times fewer accidents reported/”
29. Wonder Drug For Customer Satisfaction
Chemotherapy and breast cancer survival: r = .03
Antibiotics and the cure for pediatric ear pain: r = .08
Smoking and incidence of lung cancer within 25 years: r = .08
Effect of ibuprofen on pain reduction: r = .14
Alcohol and aggressive behavior: r = .23
Sleeping pills and improvement in insomnia: r = .30
Viagra and improved male sexual functioning: r = .38
Employee engagement and customer satisfaction: r = .43
30
30. Why No/Limited Executive Buy In? 31
1. Don’t think it can be
measured.
3. Don’t get presented with a
clear business case for engagement
2. Don’t believe its
all that important.
31. CEO Needs a Business Case
Questions they have
What is driving engagement in our
organization?
How does engagement impact our bottom
line?
How do we measure up with competitors?
What are my employees saying, and why
does it matter?
Why is the employee engagement initiative
being conducted—what the ultimate purpose?
32
32. Typical CEO’s Questions
Who will see the results?
How will they be used?
How will the results be presented
to senior, middle, and frontline leaders (large group sessions,
webinars, department meetings).
How will leaders be trained
to interpret results and facilitate the action planning process
What types of developmental resources will be available to facilitate
the completion of action plans.
How will confidentiality will be handled
33
33. More Time Building The Business Case
1. Prepare for
Action
2. Develop
Questionnaire
3. Pre-survey
Communication
4. Deploy Survey
5. Analyze,
Interpret & Report
6. Discuss, Clarify &
Plan
7. Communicate &
Act
Training/
Workshops
Action Planning
Framework
Focus Groups &
Interviews
34
Project Logistics
Executive &
Management Buy In
34. Build a Clear Business Case 35
1.Executive Summary
2.Problem Statement
3.Analysis
4.Solution Options
5.Preferred Solution
6.Cost-Benefit Analysis
7.Recommendations
8.Implementation Plan
35. 36
1. Highly flexible
and fluid workforce,
with high turnover
2. Stable workforce
with low
engagement and
low productivity
37. Logical Connection
The extent to which
employees believe that
they can achieve their
goal (career, financial,
developmental)
Emotional Connection
The extent to which
employees feel their
values align with the
values of their jobs,
managers, teams, or
organisations.
Two commitment types Four focal
points of
commitment
Day-to-
day work
Team
Direct
manager
Organisation
Discretionary effort
Employee willingness to go
above and beyond the call of
duty, such as helping others
with heavy workloads,
volunteering for additional
duties, and looking for ways to
perform the job more
effectively.
Intent to stay
Employee desire to stay with
the organisation, based on
whether they intend to look for
a new job within a year,
whether they are frequently
thinking of quitting, whether
they are actively looking for a
job, or have begun to take
tangible steps like placing
phone calls or sending out
résumés.
The outputs of
commitment
Performance
Retention
90% of engaged
employees say they are
less likely to leave the
organization Suggestion: you need to help
your leaders to ‘get it’
71% of
engaged staff
know what the
customer
wants
Help Your CEO Connects the Dots
38. Engaging
Workplace
Compensation
Work Environment
Performance
Feedback
Professional Growth
Work/Life balance
Teamwork
Communication
Innovation
Customer Focus
Immediate
Management
Organizational Vision
Senior Leadership
Engaged
Attitudes
Proud
Focused
Optimistic
Determined
Resilient
Flexible
Connected
Motivated
Inspired
Emotionally
Invested
Engaged
Behaviours
Goes Extra Mile
Persistent
Helpful
Collaborative
“Can-do”
Approach
Takes Initiative
Ambassador
Business
Results
Employee
Retention
Stakeholder
Satisfaction
Improved
Productivity
Customer
Satisfaction
Growth
Risk Mitigation
39
Help Your CEO Connects the Dots
40. 41
Project On Track for June Deployment
May Jun Jul Aug
Prepare for Action
Questionnaire Design
Pre-Survey
Communication
Deployment, Initial
Analysis and Reporting
Leadership
training/Support
Discuss Clarify and
Report
42. Governance for Engagement Improvement
CEO
Executive Committee
Survey Respondents
Focus Group Participants
Local or Company Action Plan Teams
Steering Committee
Feedback & Action Plans Cascade Up
Impact on
engagement
Action Plan
Approval /
Implementation
Input &
Feedback
Action
Plans
43