On a scale of 1-10, how would you rate the effectiveness of your employee engagement strategies? How would your employees rate it? As a leader, do you find it challenging to engage your direct reports effectively? What would you consider "an engagement strategy"? Do your employees lack the motivation to perform their daily tasks? Are you worried about their dedication or commitment levels? If yes, there is a good chance that your Employee Engagement methods are ineffective. Many organisations are aware of the importance of employee engagement, yet, many leaders struggle to create the right strategies and implement the best engagement practices. In the same vein, extensive research has proven that the rate of engagement of an employee is directly proportional to the quality of work output and the level of commitment to that organisation. Therefore, what practices can business leaders adopt to drive emotional connection, foster loyalty, and encourage their employees to bring their best selves to work every day? This slide deck provides proven engagement strategies that business leaders can deploy to drive employee engagement, motivation and performance. In the deck, we share how you can crack the employee engagement code. Adopt the best practices shared in this deck to improve employee development and effectiveness, invariably reducing employee burnout and leading to better business outcomes. Learn how to engineer a shift from robotic compliance-driven practices to genuine commitment-driven initiatives where employees thrive and perform optimally by downloading this deck today.

1. Cracking The “Employee Engagement” Code
Proven strategies to create teams where individuals perform exceptionally well, make
useful recommendations and share an emotionally connection.

2. WHAT EMPLOYEE
ENGAGEMENT IS NOT!
In most organisations today, employees have figured out
how to not get fired by putting in a baseline effort – this
baseline effort is the minimum energy/workload needed
to not get fired at a job which is only about only 30% of
their optimal productive capacity
In today’s fast-paced business world, it has become
critical for employees to perform at their peak at all times
to help businesses create and sustain their competitive
edge.
Click here to download the guide on: Aligning Employees to Organisational Strategy: The Why and How
Employee engagement is not solely dependent on office
lunch, town hall meetings, daily motivation,
empowerment, or even employee feedback surveys.

3. • Are absorbed and have limited complaints
• Go above and beyond to get things done
• Volunteer for assignments and projects
• Take initiative and personally commit to doing their best job every
day and enjoy it
• Have a tremendous buy-in – not just comply
• Have a high sense of empowerment
• Easily cooperate with each other even when they don’t necessarily
have authority over one another
• Have confidence and sense of accomplishment
• Are accountable and recognized by employers
• Suggest new ideas, ensure greater customer satisfaction and go out
of their way to meet customers needs.
• Tell other people and paint a positive picture about their organisation
Organisation’s with
a high number of
engaged employees
have people who:

4. “
”
MOTIVATION IS A FIRE
WITHIN, NOT UNDER
SOMEONE
Fred Shore

5. ENGAGED EMPLOYEES
They are employees who work
with passion and feel a profound
connection to your company to
drive innovation and move the
organisation forward.
THREE TYPES OF EMPLOYEES
NOT ENGAGED EMPLOYEES
They probably sleepwalk through
their day, putting in time but not
the energy or passion into their
work.
ACTIVELY DISENGAGED
EMPLOYEES
They are not just unhappy but busy
acting out their unhappiness,
undermining their more engaged co-
workers actually doing disruptive
behaviors than the work.
Click here to read: 5 Strategies to Attract and Retain Talented
Employees

6. Who is an Engaged
Employee?
An employee is engaged if he or she takes
an active, positive interest in performing
exceptionally well, making useful
recommendations and getting emotionally
committed to their role, function and the
organisation
An engaged
employee is
involved in their
role across 3
major dimensions
– cognitively,
emotionally and
behaviourally
Engaged
employees feel
both valued by
the organization,
as well as value
the organization.
An Engaged
employee’s head,
heart, and soul is
captured in their day-
to-day tasks to fulfill
their intrinsic desire
and passion for
excellence.
Engaged
employees are
enthusiastic
about and
dedicated to
their jobs

7. The Profile Of An Engaged Employee: Emotional Contributors
The primary emotion that leads an employee to be engaged is the feeling of being valued.
Feeling valued is considered a gateway emotion. In other words, feeling valued does not generate
engagement, but It acts as a springboard for other positive emotions.
Employees are Enthusiastic
about their work
ENTHUSIASM
Employees are motivated by
their Leaders
INSPIRED
Employees are guided but given
the latitude to do their work
allowed to do the work their way
EMPOWERED
Employees are sure they
can achieve success
CONFIDENT
Click here to read: Improving Employee Performance- Best Practices

8. Motivation
When people feel valued, they
are motivated to do their best
work and be the best version of
themselves every day. They
become self-starters and can
work excellently well with little
or no motivation.
People can be motivated by two
factors:
• Intrinsic Motivators
• Extrinsic Motivators

9. Intrinsic Factors that drive motivation
MASTERY
the ability to be good at what
they do in line with the objective
of your organization. Developing
skills and expertise that help them
do their job excellently well.
AUTONOMY
the desire to direct our own lives,
not being micromanaged or
overly monitored. Your Employee
wants some measure of
independence and ownership
over how they lead their lives.
PROGRESS
the accomplishment they feel,
achieving their purpose, the sense
that their work is moving forward,
and their activities are
accomplishing something.
PURPOSE
they feel that what they are
doing matters, and that drives
the desire to do things in a
different way.

10. Extrinsic factors that drive
motivation
Extrinsic motivators are those factors that helps
the employee to show social proof of the impact
of the work they do.
These factors include awards, recognition,
promotions, perks and benefits, preferential
treatment, exclusive packages, etc.
10

11. HOW LEADERS CAN DRIVE ENGAGEMENT:
02 Focus on building your employee’s strength
01 Your level of engagement is kind of contagious: What
you project will get reflected back from others.
04 Be a coach, listen, ask and give feedback frequently
03 Be transparent and freely share information
Reward behaviours and performance
Increase transparency about how employees can
manage their careers.
Manage transition and reengage employees when
there is a change event.
05
06
07
Click here to watch a video on:
How to Increase your Business Productivity Using Outsourcing

12. Compliance-driven practices outline
the regulatory compliance standards
relevant to the organization and
the business processes and internal
controls the organization has in place to
follow these standards.
Commitment-driven practices (sometimes
called Capacity-Driven Planning) is a
technique that helps a team determine
how much work to bring into their sprint
based on how much time (capacity) they
have to do the job.
Move from Compliance-driven practices to Commitment-
driven practices

13. Do employees have what they need to do their work? - Do they know
what is expected of them?
Employee Engagement Checklist
Do they have the opportunity to do what they do best every day?
Does the mission/purpose of our company make them feel their job is
important?
In the last six months, has someone at work talked to them about your
progress? Do their opinions seem to count?
Does their supervisor, or someone at work, seem to care about them as a
person?
Are their associates (fellow employees) committed to doing quality work?
Have they had opportunities to learn and grow in the last year?
Ensure that your
employee engagement
conversations are
tailored towards getting
the best out of each
employee and finding
the best way to help
them at the workplace.
Your survey should be a
mix of questions based
on the basic need of the
employee, questions
about their teaming, and
questions about their
growth.

14. Describe the situation – use tangible facts.
Explain the impact on the job.
What is the intent of the conversation.
Action - what will be done (Tell or ask them).
Summarise the next step.
I
D
E
A
S
HOW TO HAVE A DIFFICULT CONVERSATION WITH
ACTIVELY DISENGAGED EMPLOYEES

15. While there is no one-size-fits-all to employee
engagement, business leaders need to identify the
traits that are common to their highly engaged
employees and include these characteristics into their
profile description for new hires.
Leaders should also have more conversations around
what currently works and help all employees to
understand what they need to do to continually
improve to excel.

16. READY TO GET
STARTED?
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Send an email to -
hello@workforcegroup.com

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