Employee engagement

1. Monaz Parekh

2. Emphasis on Engagement – An
Introduction
 Meaning in general context
 Day to day parlance
 Engagement at work place

3. Employee Engagement
In today’s business environment there are no guarantees
Recruiting costs running
approximately 1.5 times
annual salary
Turnover rate may rise to 65%

4. Employee engagement and
performance – a connection
 Bakker et al (2004), Schaufeli et al (2006);
Halbesleben and Wheeler (2008) - engagement was
linked to both in-role and extra-role performance
 Harter et al (2002), engagement was linked to business
unit performance
 Salanova et al 2005 - client satisfaction in service
settings
 Nahrgang et al (2011)Engagement has also related to
safe working by employees in a meta-analysis of 203
separate samples

5. Factors predicting employee
engagement
Employee
Engagement
Factors
Job Resources
Reduce job
demands
Functional in
achieving
goals
Stimulate
personal
growth
Personal
Resources
Optimism Resilience Self-efficacy

6. Moving Employees to a Higher
Level of Engagement
 Long-term engagement starts with good
communication between employer and employee
 Create a clear career path and set goals with a potential
for growth
 Showing them that they are valued
 Reward them for a job well done
 Create an “Involved Employee.”

7. Importance of superiors and senior
leaders in employee engagement
 Importance of senior leaders in an organization
 Superiors relation with subordinates
 What employees want and expect from their superiors
and senior leaders

8. Gallup Survey
 Gallup Workplace Audit (Q12) development
 Two broad categories of employee survey items
 Attitudinal outcomes
 Actionable issues for management
 12 items measuring issues
 5-point scale, where “5” is extremely satisfied and “1” is
extremely dissatisfied,

9. Q12 Statements
 Q01. I know what is expected of me at work.
 Q02. I have the materials and equipment I need to do my work right.
 Q03. At work, I have the opportunity to do what I do best every day.
 Q04. In the last seven days, I have received recognition or praise for
doing good work.
 Q05. My supervisor, or someone at work, seems to care about me as a
person.
 Q06. There is someone at work who encourages my development.

10. Q12 Statements
 Q07. At work, my opinions seem to count.
 Q08. The mission or purpose of my company makes me feel my job is
important.
 Q09. My associates or fellow employees are committed to doing quality
work.
 Q10. I have a best friend at work.
 Q11. In the last six months, someone at work has talked to me about my
progress.
 Q12. This last year, I have had opportunities at work to learn and grow.

11. ACTION PLANS TO ADDRESS
IDENTIFIED WEAKNESSES
 Organizational level
 Set the tone for the organization
 Should be clearly defined and be realistic for the employees to
achieve
 Departmental level
 Engaged senior leaders serve as a role model
 Engaged managers have an engaged team
 Build a climate of trust within the team
 Individual level
 Key assets in implementing and maintaining the culture
 Individual’s personal ambition to be aligned with the
organization’s goals