The document discusses employee engagement, including how to create an engaged environment, models of engagement, factors that influence engagement, and frameworks for engagement. It provides examples of how Unicef and Vodafone promote engagement among their employees. Unicef recognizes high performers through meetings with leadership, awards, and newsletters. Vodafone uses online platforms, wellbeing initiatives, employee consultation, and a recognition program to engage its global workforce of 100,000.

1. Employee
Engagement
Daphne Franken
Evan O’Brien
Laura Pilone
13 November 2014

2. Content:
 Introducing topic
 How to create an engaged environment
 Models
 Level of engagement
 Factors that influence employee engagement
 Framework for employee engagement
 Organisations
 Unicef
 Vodafone
 Conclusion / Summary

3. Why is employee engagement important?
Advantages of engaged employees …
 Are more productive
 Go the extra mile
 Want to stay in the organization
 Are passionate, energetic and more committed
 Take personal initiative
 Generate their own feedback
 Are engaged outside of their work
 Are healthier!
 Engaged employees are more successful in work and life
- Xanthopoulou et al.

4. How to create an engaged
environment
 Employee engagement ≠ one size fits all
 It is about …
 Social connection in the organization
 Aligning work experience with employee’s cultural needs
 Having a purpose in the organisation
 Getting the feeling you belong
 Being valuable and important to the organisation

5. Ways to create employee engagement:
  Structural and social job resources
 E.g. Job control, Performance feedback
  Challenging job demands
 E.g. Work load, Mental demands, Responsibility
  Hindering job demands
 E.g. Work stress
 Letting employees know they matter
 Work-family enrichments
 Right reward policies

6. Outcomes for Engagement
 Highest employee satisfaction x highest contribution for employer fully
engaged employees
 Turn enthusiasm into action
It is all about motivating the employee to go the extra
mile!

7. A fun anecdote
 According to legend, an engaged
janitorial employee at NASA, when asked
what he was doing, is said to have
replied "I'm helping to put a man on the
Moon".

8. (Cengia,2008) Levels of
Engagement

9. (Anitha,2012) Factors
influencing Engagement

10. (Dubin,1978) Framework for
Engagement

11. Steps Towards Creating an
Engaged Workforce
 Step 1—Assess employee engagement levels
 Step 2—Be realistic
 Step 3—Form a plan that targets basic engagement
factors
 Step 4—Implement the action plan with open
communication

12. Steps Towards Creating an
Engaged Workforce
 • Step 5—Assess the changes in engagement and
organizational performance
 • Step 6—Develop a plan for maintenance or
reevaluate unsuccessful efforts

13. Steps Towards Creating and
Engaged Workforce
 The understanding an application of employee
engagement plans, activities and frameworks is vital for
the companies operating in a modern context. These
will be illustrated in the following cases and examples.

14. Unicef
 Unicef is a not for profit organisation founded in New York in
1946. It is an organisation that was founded with an aim to
providing emergency food and care supplies to children in
regions of conflict.
 Unicef works diligently to ensure that their employees are
workplace leaders engendering a degree of responsibility.
 Enforce the notion that their employees are the company’s
greatest assets
 Though it’s aims are not for profit, it’s approach is largely in
line with how engagement is applied in many companies

15. Unicef
 Unicef have very generous pay and rewards packages
however many of their employees go above and
beyond their duties and as a result strive for social
change
 Enforce leadership and organisational citizenship
behaviour within their organisation.

16. Unicef’s Approach to
Employee Engagement
 Arrange meetings between high performing employees
and the CEO
 Award Prizes to Employee’s who display organizational
leadership
 Include an article including a picture in the company’s
newsletter
 Publicly recognise through internal, external memos
Facebook and Twitter the employees who achieve this
level of excellence.

17. Is is clear that Unicef
 Is an organisation that understands the drivers of employee
engagement.
 Has clear transparent lines of communication.
 Asseses the changes in employee performance and
organizational commitment
 Constantly examining and re-evaluating their employee
engagement activities.
 Unicef have reached out to other companies asking them
specifically how to recognise employees for excellence.

18. The Vodafone Way
“We value diversity and proactively recruit and retain
people with diverse backgrounds and experiences who
can bring new ideas and better reflect the markets we
serve”

19. Vodafone is at the heart of the mobile future where
telecommunications, entertainment and information technology meet.
It is a highly customer driven organization and believes that happy,
fun people who enjoy coming to work
equate to a great experience
Vodafone has around 100,000 employees worldwide that are
spread over more than 30 countries. Improving collaboration
and sharing information is one of the key focuses for the
company

20. STRATEGIES:
Online engagement: Vodafone has developed a
number of different platforms and software that enable the
employees to be connected.
Share Point, Intranet and Internal TV Channel keep
people up to date. Promotes discussion, creates and joins
communities, shares information and increases
collaboration from across the organisation.

21. Employee wellbeing: There is a strict relationship
between work engagement and employee wellbeing
Vodafone underline:
“We want to help employees balance work and family
commitments, manage stress and have a healthy lifestyle”
Group Health, Safety and Wellbeing Policy sets out
global commitment to wellbeing and there is also a
“Health, Safety and Wellbeing Network” where it is
possible to share information and initiatives tailored to the
needs of the employees.

22.  Employee consultation: Vodafone follows an
inclusive policy where the consult is directly with the
employees(among others round table sessions and
employee representatives). They participate on
changes both business and organisational; those are
communicated clearly to employees through Group
events and affected employees are offered one-to-one
meetings with human resources teams. There is also a
general meeting called “Vodafone European
Employee Consultative Council” that gives employee
representatives an opportunity to raise any concerns
with the executive management team

23.  Recognition programme:
ADMIRED
5 steps to celebrate the good, the great and the
extraordinary:
1-APPRECIATED:
2-AWESOMELY RED
3-INSPIRED
4-INCREDIBLE
5-GLOBAL HEROES

24. Appreciated: Appreciated e-cards as a simple way to say thanks for a
good job well done
Awesomely Red: Recognise people who make an extra mile for the
company trough nominating them for an Awesomely Red award. They also
receive a voucher to spend online at many retailers and are considered for
the next level of recognition Inspired.
Inspired: On a quarterly basis Vodafone recognise the best of the
Awesomely Red winners. Inspired recipients attend a very special lunch
hosted by a member of the Executive team and have the opportunity for
further recognition to our pinnacle of recognition Global Heroes and
Incredible awards.
Incredible: Every year about 30 of the best are rewarded with a fully-paid
overseas trip for two.
Global Heroes: This is the pinnacle of Vodafone Global’s recognition
programme. One lucky overall Global Hero will be chosen to attend an
all expenses paid VIP weekend in London with their partner, and all the
other overall Global Heroes from around the Vodafone world, hosted by
the Vodafone Group CEO