8. Employee engagement – a definition
‘…an employee’s willingness to put
discretionary effort into their work in the
form of time, brainpower and energy, above
and beyond what is considered adequate.’
‘The extra mile’ 2008 - David Macleod and Chris Brady
9. What does it look like?
• understands how their jobs contributes to
the organisation’s success
• is personally motivated to help in that success
• cares about the future of the organisation
• is willing to put in more effort than expected
• would recommend their organisation to a
friend as a great place to work
‘The extra mile’ 2008 - David Macleod and Chris Brady
10. ‘…. Engagement is something the employee has to
offer: it cannot be ‘required’ as part of the
employment contract.’
Chartered Institute of Personnel and Development (CIPD)
11. What % of staff do you think are
highly engaged?
12%
65%
23%
Dis-engaged
Towers Perrin Global Workforce Study, 2005 (UK)
12. Engaged employees
87% less likely to leave
Perform 20% better
Corporate Leadership Council report on Employee engagement 2006
14. +15% +2.2%
Engagement Operating
levels profits
Based on study 0f 250 Companies in US by ISR 2007
15. One year changes in Key indicators
Operating Net EPS
income income
+27.8
+19.2
+13.7
-3.8
-11.2
-32.7
High employee engagement Low employee engagement
Based on study of 50 global companies with 664,000 employees in US by ISR 2008
16. UK Top 8 Factors driving engagement
1 Senior Management interest in employee
2 Personal development over the last year
3 Reputation of organisation as a good employer
4 Input into decision making
Towers Perrin Global Workforce Study, 2005
17. UK Factors
5 Benefit programmes generally meet my needs
6 Organisation focuses on Customer satisfaction
7 My Manager inspires enthusiasm for work
8 Salary criteria are fair and consistent
Towers Perrin Global Workforce Study, 2005
20. Hertzberg’s Motivation Theory
Hygiene factors
Company policy
Supervision / Micro-management
Interpersonal relationships
Relationship with Boss
Work conditions
Job security
Absence may be
Salary de-motivational
21. Herzberg’s Motivation Theory
Motivating factors
Achievement
Recognition
The work itself
Responsibility
Advancement Presence may
Personal growth be very
motivational
23. McGregor’s Theory X Manager
• People dislike work
• People must be forced and controlled
• People avoid responsibility and prefer to
be directed
• People seek security
Management’s role is to
coerce and control employees
24. McGregor’s Theory Y Manager
• Work is natural
• People will exercise self-direction
• Commitment to objectives
• People accept and seek responsibility
• Creativity used to solve Company problems
• People have potential
Management’s role is to develop employees and
help them realise their potential towards
common goals
25. So what can you do?
Know your people
People not numbers – Value them
Alignment
Involvement
Grow them
Communications
26. So what to do?
Customer focus
Lead by example
‘We’ not ‘I’
Trust
Respect
Under-performance
Recognition
Q1, 2, 3, 6 and 8 are True
27. “Really great people make you
feel that you, too, can become
great”
Mark Twain, 1835 - 1910
Editor's Notes
Peter’s story – New job – full of hopes and eagerness , Why others do not look like him??
People dislike work and will avoid it wherever possiblePeople must be forced, controlled, or threatened to get them to achievePeople prefer to be directed, avoiding responsibility and have littleambitionPeople seek security above all else
Work is as natural as play and restPeople will exercise self-direction if they are committedCommitment to objectives is related to perceived rewards for achievementPeople can learn to accept and seek responsibilityCreativity, imagination are widely distributed in people and they will use this to solve Company problemsPeople have potential
