Engaged employees are fully involved in and enthusiastic about their work, and work to further their organization's interests. A document discusses ways for businesses to increase employee engagement by motivating staff. It defines engagement and discusses factors that drive it such as senior management interest, personal development opportunities, reputation as an employer, input into decisions, benefits, inspiring managers, and fair compensation. Theories on motivation from Hertzberg and McGregor are also summarized that differentiate motivators from hygiene factors and management styles that view employees as wanting responsibility versus disliking work. The document concludes with recommendations for businesses to get to know employees, value them, involve them in alignment efforts, help them grow, communicate effectively, focus on customers, lead by

1. Motivating staff
How to increase your business success
by more fully engaging your employees

2. Please fill in the TRUE / FALSE
answers on the Commitment checklist

4. Peter’s story

5. Peter’s story

6. Paul’s passion

7. Paul’s passion

8. ‘…an employee’s willingness to put
discretionary effort into their work in the
form of time, brainpower and energy, above
and beyond what is considered adequate.’
‘The extra mile’ 2008 - David Macleod and Chris Brady
Employee engagement – a definition

9. • understands how their jobs contributes to
the organisation’s success
• is personally motivated to help in that success
• cares about the future of the organisation
• is willing to put in more effort than expected
• would recommend their organisation to a
friend as a great place to work
‘The extra mile’ 2008 - David Macleod and Chris Brady
What does it look like?

10. ‘…. Engagement is something the employee has to
offer: it cannot be ‘required’ as part of the
employment contract.’
Chartered Institute of Personnel and Development (CIPD)

11. 65%
23%
12%
Towers Perrin Global Workforce Study, 2005 (UK)
What % of staff do you think are
highly engaged?
Dis-engaged

12. Corporate Leadership Council report on Employee engagement 2006
Engaged employees
Perform20%better
87%lesslikelytoleave

13. IES National Employee Engagement survey 2003
Employeeengagementlevels

14. Based on study 0f 250 Companies in US by ISR 2007
Engagement
levels
Operating
profits
+15% +2.2%

15. Based on study of 50 global companies with 664,000 employees in US by ISR 2008
-32.7
+13.7
-3.8
+27.8
-11.2
+19.2
High employee engagement Low employee engagement
One year changes in Key indicators
Operating
income
Net
income
EPS

16. Towers Perrin Global Workforce Study, 2005
1 Senior Management interest in employee
2 Personal development over the last year
3 Reputation of organisation as a good employer
4 Input into decision making
UK Top 8 Factors driving engagement

17. 6 Organisation focuses on Customer satisfaction
7 My Manager inspires enthusiasm for work
8 Salary criteria are fair and consistent
UK Factors
5 Benefit programmes generally meet my needs
Towers Perrin Global Workforce Study, 2005

19. Hertzberg’s Motivation Theory
Frederick Irving Herzberg (April 18, 1923 – January 19, 2000)

20. Hertzberg’s Motivation Theory
Hygiene factors
Company policy
Supervision / Micro-management
Interpersonal relationships
Relationship with Boss
Work conditions
Job security
Salary
Absence may be
de-motivational

21. Herzberg’s Motivation Theory
Motivating factors
Achievement
Recognition
The work itself
Responsibility
Advancement
Personal growth
Presence may
be very
motivational

22. McGregor’s X and Y Managers
Douglas McGregor (1906 – 1964)

23. McGregor’s Theory X Manager
• People dislike work
• People must be forced and controlled
• People avoid responsibility and prefer to
be directed
• People seek security
Management’s role is to
coerce and control employees

24. McGregor’s Theory Y Manager
• Work is natural
• People will exercise self-direction
• Commitment to objectives
• People accept and seek responsibility
• Creativity used to solve Company problems
• People have potential
Management’s role is to develop employees and
help them realise their potential towards
common goals

25. So what can you do?
 Know your people
 People not numbers – Value them
 Alignment
 Involvement
 Grow them
 Communications

26. So what to do?
 Customer focus
 Lead by example
 ‘We’ not ‘I’
 Trust
 Respect
 Under-performance
 Recognition
 Q1, 2, 3, 6 and 8 are True

27. “Really great people make you
feel that you, too, can become
great”
Mark Twain, 1835 - 1910