This document provides a brief history and overview of employee engagement. It discusses how engagement has evolved since 1975, noting that trust and intrinsic motivation are important factors. Engagement is influenced 45% by intrinsic factors like meaning and inner drive compared to 55% by extrinsic factors like pay and management. The document advocates focusing on changing employees' intentional activities rather than circumstances to improve engagement. Key aspects of intrinsic engagement include personal development, taking action, growth mindset, and fulfilling all needs at work. The goal is to help organizations support employees to feel and perform at their best.

1. The Engagement
Conundrum
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2. Employee
Engagement
Positive
Psychology
Leadership
Employee
Wellbeing
Change
Management
Practitioner
DirectorAcademic
Writer

3. iPerform
Steve Backley OBE Paul Hannam MA, FRSA Roger Black MBE
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4. Part One
A Brief History of
Employee
Engagement
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5. Origins of Employee Engagement
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“the harnessing of organisation
membersʹ selves to their work roles;
in engagement, people employ and
express themselves physically,
cognitively, and emotionally during
role performances"
William Kahn 1990

6. © iperform systems 2015
What have we learned about
Employee Engagement
in the last 40 years?

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Employee Engagement in 1975

8. © iperform systems 2015
Employee Engagement in 1975You can’t force someone to be engaged

9. © iperform systems 2015
We don’t just come to work for money
Employees want more than a Salary

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Employee Engagement in 1975
Charismatic Leadership
is not enough

11. © iperform systems 2015
Employee Engagement in 1975Trust is Vital

12. The Benefits of Employee Engagement
 Higher Productivity & Performance
 Improvement in Bottom Line
 Increased Employee Retention
 Reduced Sickness, Absence & Stress
 Better Customer Satisfaction
 Greater Creativity
 Improved Wellbeing & Morale
 More Attractive to Talent

13. Employee Engagement is the
Optimal Strategy for
Sustained High Performance

14. Employee Engagement
Drives Organisational Performance
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Employee
Engagement
Individual
Performance
Value
Customer
Satisfaction
Customer
Loyalty
Organisational
Performance

15. © iperform systems 2015
Employee Engagement in 1975Most Programmes don’t work

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71% of Employees are
disengaged or only
‘partially engaged’
Dale Carnegie, 2012

17. 70%
of Employees in the
Public Sector are Disengaged
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18. Meet Jim - One of the 70%
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19. How are we going
to Engage Jim?
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20. © iperform systems 2015
Pay him more? Send him on a
Workshop?
Ask him to
Complete
a Survey?
Tell him to be engaged
at his annual review?
Make him Employee
of the Month?
Set up a
Dress Down
Friday?

21. Part Two
How to Improve
Employee Engagement
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22. © iperform systems 2015
Disengaged
Present
Engaged
Flourishing
Building The Flourishing Organisation

23. The Biggest Lesson from
Psychology. Leadership &
Change Management
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24. Change comes
from Within
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25. Determinants of Happiness
Set Point
50%
Intentional Activities
40%
Circumstances
10%
Predisposition
Lifestyle
Education
Conditioning
The Practice of
Happiness

26. Factors influencing
Employee Engagement
Extrinsic Factors
Intrinsic Factors
45%
Inner Drive
Meaning
55%
Pay
Management
Environment

27. We need Extrinsic & Intrinsic Engagement
Self Improvement
Emotional Intelligence
Develop New Habits
Practice & Journaling
Transformational Leadership
Incentives
Team & Peer Support
Measurement
Systems & Processes
Intrinsic
Extrinsic
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28. Focus on Changing the
Intentional Activities
of your Employees
rather than Changing
their Circumstances
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29. Intrinsic Engagement
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30. © iperform systems 2015
We have Everything we Need to be Engaged!
The Principles of Intrinsic Engagement

31. Help Employees Engage Themselves
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The Principles of Intrinsic Engagement

32. © iperform systems 2015
Employees have all the
natural resources they need
to Flourish and Perform at
their Best.

33. © iperform systems 2015
Our Natural Resources include
 Resilience
 Optimism
 Self-Motivation
 Being Calm & Thinking Clearly
 Taking Personal Responsibility
 Agility
 Resourcefulness

34. Focus on Personal Development
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35. © iperform systems 2015
Authentic

36. Taking Action
& Practice
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37. Effective Maintenance
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Precontemplation
Contemplation
PreparationAction
Maintenance

38. Flourish through Change
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39. Self Efficacy
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40. © iperform systems 2014
Growth Mindset

41. Agile
Collaborative
Emotionally
Intelligent
Creative
Resilient
Growth
Mindset
Resourceful
Engaged
The 21st Century Public Servant
Entrepreneurial

42. You can Satisfy all your Needs at Work
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43. Part Four
What Next?
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44. The last 40 years
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Job
Satisfaction
Employee
Engagement
Intrinsic
Engagement1975- 1990
1990 - 2015
2015 -
Commitment to work
Hygiene Factors OK
Good working conditions
Extrinsic motivation
Trust
Values Alignment
A Fair Deal
External Initiatives
Meaning
Personal Growth
Wellbeing
Flourishing
+
+

45. Old Habits &
Patterns
Self Awareness
Self Regulation
Self Improvement
Self Actualisation
The Great Adventure

46. Make Engagement
your Keystone Habit

47. The Flourishing
Organisation
© iperform systems 2015
Supporting Employees Feel
and Perform at their Best

48. http://iperformsystems.com/engagement-ebook-pdf/
Or contact me at Paul@iperformsystems.com