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The Future of Employee Engagement and Positivity at Workplace Webinar

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Learn Everything you need to know about The Future of Employee Engagement employee satisfaction and Positivity at Workplace.

Our latest research and analytical insights from our employee engagement and employee satisfaction and assessment surveys data sets on what works in making our workplaces more positive and more productive.
We will examine the key drivers for workplace motivation and well-being from the perspective of data analytics and assessments for:
Leaders, younger workers, gender breakdown and nationality.

Published in: Recruiting & HR
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The Future of Employee Engagement and Positivity at Workplace Webinar

  1. 1. The Future of Engagement and Positivity at the Workplace Separating Fact from Fiction Webinar Series by QuestionPro and The Talent Enterprise | 26 September 2017
  2. 2. 2 YOUR WEBINAR LEADERS
  3. 3. 3 AGENDA Same Same, But Different? Where Are We Today? Where Do We Go From Here?
  4. 4. THE WORD ON THE STREET 4 I want to conduct an engagement ‘survey’ – where do I start? I have been doing this for years – our scores seem to have stagnated! We have been unable to establish a clear impact to business performance. I am running out of ideas of new action plans and priorities. Help! What’s this new happiness thing?
  5. 5. 2.1 mi users 100 countries 2,100 Brands 9 mi Questions Everyday ABOUT QUESTIONPRO A world leader in survey solutions PRESENCE PARTNERS
  6. 6. ABOUT THE TALENT ENTERPRISE 6
  7. 7. 7 AGENDA Same Same, But Different? Where Are We Today? Where Do We Go From Here?
  8. 8. 8 According to Prof. Arnold Bakker: ▪ Engagement is a very ‘popular topic’ – over 650,000 hits on an internet search. ▪ Scholarly publications (e.g., whitepapers, fact sheets, and consultancy reports) reduced them to 2,000. ▪ The most restrictive search in any peer-reviewed international journal yielded only about 30 hits. EMPLOYEE ENGAGEMENT: AN HR FAD? “Compared to the immense popularity, application and sales of employee engagement in business, to the tune of hundreds of millions of dollars every year, there is a surprising scarcity of academic research on this critical topic. Virtually all major human resources consulting firms are in the ‘business’ of improving levels of work engagement, without any credible academic substantiation. Although most claim that their models are different, a closer review reveals that they mostly measure organisational commitment, discretionary effort or satisfaction with organisational resources, commonly known as engagement ‘drivers”. With some exceptions, Bakker says that “the way these leading consultancy firms conceptualise engagement comes close to putting old wine in a new bottle.“
  9. 9. 9 HAPPINESS AT WORK: THE EMPERORS NEW CLOTHES?
  10. 10. 10 POSITIVE PSYCHOLOGY AND THE SCIENCE OF HAPPINESS Image Courtsey: http://trainugly.com/three-types-happiness/ Difficulty (of obtaining & sustaining!)
  11. 11. 11 AGENDA Same Same, But Different? Where Are We Today? Where Do We Go From Here?
  12. 12. 29% 52% 19% Engaged Not Engaged Actively Disengaged Loyal and psychologically committed. More productive; higher retention. Productive, but they are not psychologically connected to their company. They miss more workdays; more likely to leave. Physically present, but psychologically absent. They are unhappy and insist on sharing this unhappiness with others. Based on Gallup Poll: U.S. Working Population 2012 ENGAGEMENT: THREE TYPES OF EMPLOYEES Copyright © 2008, 2013 Gallup, Inc. All rights reserved. Typically, you need 5 engaged employees to offset every disengaged employee.
  13. 13. THE BUSINESS CASE Happy Employees There are proven benefits to both the business and the employee Happy Customers Less Absenteeism Customer Loyalty Employee Loyalty Greater Productivity Ability to attract high quality staff Ability to win new customers
  14. 14. THE STATE OF EMPLOYEE ENGAGEMENT (DEFINED IN TERMS OF DISCRETIONARY EFFORT) 63% 57% 58% 74% 49% 48% North America Europe Asia Pacific Latin America GCC Africa Global & Regional Employee Engagement GCC Public 39.4% GCC Private 52.9%
  15. 15. 15 AN EARLY MID CAREER CRISIS? 64% 45% 49% 58% 59% Under 25 years 25-34 years 35-44 years 45-54 years 55 years and above Employee Engagement in the GCC by Age Key Outcomes GCC National StudentsA GCC Expat StudentsB UK StudentsC Life Satisfaction 24% 24% 31% Engagement with Education 36% 45%AC 41% Hope 68% 71% 63% Academic Relevance 48% 57% 55% Academic Guidance 45% 49%A 59%
  16. 16. 16 AGENDA Same Same, But Different? Where Are We Today? Where Do We Go From Here?
  17. 17. 17 FACT 1: ENGAGEMENT AS A ‘STATE’ VERSUS A STATIC ‘ONCE A YEAR’ SURVEY SCORE! NOW THE REAL WORK BEGINS QUESTIONPRO APP
  18. 18. “MAKE YOUR TECHNOLOGY NOT ONLY FEEL GOOD (PLEASURE), BUT ALSO DO GOOD (ENGAGEMENT) AND EXPOSE GOOD (MEANING).” Jane McGonigle O’Reilly Emerging Technologies Conference 2007
  19. 19. HOW WORKFORCE HELPS YOU • Weekly Pulse • Employee - One Click Response • Key Driver Analysis • Weekly Analytics • Sentiment Score • Real-Time Collaboration Tools • Org Health Index: Dashboard • Leaderboards & Comparisons • Organizational Heatmap 19 “QuestionPro Workforce is your one-stop solution when it comes to employee feedback.” Dr. Salvatore Falletta Founder & CEO HR Intelligence, Associate Professor - Drexel Pulse 360 Reviews Surveys Sentiment Analysis Pulse 360 ReviewsSurveys Sentiment Analysis Convert Information into Insight
  20. 20. 20 • Without doubt, the biggest and most fundamental issue with our current approaches to engagement is that they are outdated, passive and one-sided. • ‘The burden for engagement lies entirely with the organisation, with management & HR ‘responsible’ for the improvement of ‘HR drivers’. • Engagement based on employer hand-outs and high employee expectations is extremely counter- productive. • When the source of employee engagement, and happiness, for that matter is external, it is a fragile relationship. • Sustainable employee engagement occurs when the employer creates the culture and employees contribute to it because they are self-engaged. We need to shift from human resource management to creating more resourceful humans! FACT 2: A SHIFT FROM HR TO RH!
  21. 21. THE HEDONIC TREADMILL THE HAPPINESS SET POINT DOES THIS APPLY TO ENGAGEMENT TOO? FACT 3: IS THERE A SET POINT?
  22. 22. 22 FACT 4: RETHINKING ‘PERSONAL’ AND ‘ORGANIZATIONAL’ ENGAGEMENT
  23. 23. 23 FACT 5: 40% OF EMPLOYEE ENGAGEMENT IS DETERMINED BY INDIVIDUAL FACTORS, AND HAS NOTHING TO DO WITH THE ORGANISATION!! Extrinsic Extra-RoleIntrinsicDRIVE Resilience GritFORTITUDE Ambiguity Conviction ResponsibilityACCOUNTABILITY Energy Optimism ZestVITALITY Teamwork Empathy Autonomy Analytical CreativeCuriosityINGENUITY AFFILIATION Absorption Mastery AmbitionACHIEVEMENT Ethics ValuesAUTHENTICITY Growth FlexibilityMINDSET Confidence PreparednessControlEFFICACY
  24. 24. 24 FACT 6: KEY ORGANIZATIONAL ENGAGEMENT DRIVERS AUTONOMY Empowerment Responsibility Communication MASTERY Learning Career Growth Being Recognised RELATEDNESS Inspirational Leadership Supportive Managers A Collaborative Workspace PURPOSE Alignment Clarity of Vision Sense of Accomplishment - + + -
  25. 25. Thanks for Your Time! david@thetalententerprise.com vivek.bhaskaran@questionpro.com

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