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.

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
YOUR WEBINAR
LEADERS

3. 3
AGENDA
Same Same, But Different?
Where Are We Today?
Where Do We Go From Here?

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. 2.1 mi
users
100
countries
2,100
Brands
9 mi
Questions Everyday
ABOUT QUESTIONPRO
A world leader in survey solutions
PRESENCE PARTNERS

6. ABOUT THE TALENT ENTERPRISE
6

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AGENDA
Same Same, But Different?
Where Are We Today?
Where Do We Go From Here?

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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.“

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HAPPINESS AT WORK: THE EMPERORS NEW CLOTHES?

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POSITIVE PSYCHOLOGY AND THE SCIENCE OF HAPPINESS
Image Courtsey: http://trainugly.com/three-types-happiness/
Difficulty (of obtaining & sustaining!)

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AGENDA
Same Same, But Different?
Where Are We Today?
Where Do We Go From Here?

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. 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. 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%

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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%

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AGENDA
Same Same, But Different?
Where Are We Today?
Where Do We Go From Here?

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FACT 1: ENGAGEMENT AS A ‘STATE’ VERSUS A STATIC ‘ONCE A YEAR’ SURVEY SCORE!
NOW THE REAL WORK BEGINS
QUESTIONPRO APP

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. 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

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• 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. THE HEDONIC TREADMILL
THE HAPPINESS SET POINT
DOES THIS APPLY TO
ENGAGEMENT TOO?
FACT 3: IS THERE A SET POINT?

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FACT 4: RETHINKING ‘PERSONAL’ AND ‘ORGANIZATIONAL’ ENGAGEMENT

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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

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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. Thanks for Your Time!
david@thetalententerprise.com
vivek.bhaskaran@questionpro.com