3. Definition of Engagement
Unlocking employee potential to strengthen performance
Company
Performance
Employee
Engagement
Employee Potential
Resulting in the capture of “Discretionary Effort”
4. In simple terms, Employee
engagement is the level of
commitment and involvement an
employee has towards their
organization and its values.
Employee Engagement is a deep and
broad connection employees have
with an organization that results in a
willingness to go beyond what’s
expected of them to help the
organization succeed.
5. Employee Satisfaction vs. Employee
Engagement
Employee engagement is not the same as employee
satisfaction.
• Satisfied employees are merely happy or content with their jobs and the
status quo. For some, this might involve doing as little work as possible.
• Engaged employees are motivated to do more than the bare minimum
needed in order to keep their jobs.
Employee satisfaction…
• only deals with how happy or content employees are.
• covers the basic concerns and needs of employees.
• does not address employees’ level of motivation or involvement.
6. What it is and isn’t
Employee engagement…
Is not about:
• Things
• Having the best of every amenity
• Avoiding making tough decisions
Is about:
• How we treat and relate to
people
• Shared responsibility for
creating the future together
–
–
• Pleasing all the people all the
time
•
• A “catch-phrase” for all HR
programs
•
•
•
Business success
Work environment
Being clear and aligned on
purpose, goals
Interaction between employees
at all levels.
Opportunities for performers
Staff development
“Employee Engagement is not a program, it is a culture”
7. Employee Engagement Framework
An employee engagement model based on statistical analysis
and widely supported by industry research.
Engagement with
The Organization
Engagement with
“My Manager”
High
Performance
Strategic Alignment
Competency
8. Engagement with The Organization
• Measures how engaged employees are with the
organization as a whole.
• Includes employee feelings about and perceptions
of senior management.
• Key components include trust, fairness, values,
and respect - i.e. how people like to be treated by
others, both at work and outside of work.
9. Engagement with “My Manager”
• A more specific measure of how employees feel
about their direct supervisors.
• For most employees, this factor has the largest
impact on day-to-day life at work.
• Factors include mutual respect, feeling valued, being
treated fairly, receiving feedback and direction, etc.
10. Beyond Engagement – Alignment &
Competency
An organization needs more than just engaged employees in order to
succeed. There are two additional areas that relate to employee
performance and that are closely linked to engagement.
Strategic alignment
Competency
• Does the organization have a clear
strategy and set of goals?
•
Do managers have the skills
needed to get the job done?
• Do employees understand how the
work they do contributes to the
organization's success?
•
Do managers display the
behaviors needed to motivate
employees?
• Strategic Alignment ensures that
employee effort is focused in the
right direction.
•
Competency is measured with
360 Degree Feedback.
11. Hewitt: Engagement Framework : Six
Categories to Drive Engagement
Work
People
• Work
• Resources
• Processes
• Senior Leadership
• Manager
• Coworkers
• Customers
Total Rewards
• Pay
• Benefits
• Recognition
Engagement
Opportunities
• Career Opportunities
• Learning & Development
Company Practices
• Policies & People Practices
• Performance Assessment
• Company Reputation
Quality of Life
• Work Life Balance
12.
13. Actively Engaged
Engaged employees work with passion and feel a
profound connection to their company. They drive
innovation and move the organization forward.
Known as the builders
Realize their role expectations and strive to meet and
exceed them
Perform consistently at high levels
Passion, innovation at work are some of their traits
14. Not Engaged
Not Engaged employees are essentially “checked out”.
They’re sleepwalking through their work day, putting
time- but not energy or passion- into their work
Concentrates more on the tasks rather than goals and
outcomes
Tends to feel that their contribution is being overlooked
and their potential is not being tapped
An unproductive relationship with managers or coworkers exist
15. Actively Disengaged
Actively disengaged employees aren't just unhappy
about their work; they are busy acting out their
unhappiness. Everyday, these workers undermine what
their engaged coworkers accomplish
Cave dwellers and are “virtually against everything”
Being unhappy at work they sow seeds of negativity at
every opportunity
Undermine the accomplishments of engaged coworkers
Cause great damage to an organizations functioning
21. Employee Engagement Dynamics
Drivers of Engagement - What matters most?
Knowing whether employees are engaged or disengaged is
only the first step. You also need to understand the key
drivers of engagement.
We employ two techniques that enable you to identify
what to focus on and how to improve in those areas.
1. Priority Level - we look at the statistical patterns across all groups in your
organization to determine which items are impacting overall engagement within
each demographic group.
2. Virtual Focus Groups - next, we ask targeted follow-up questions at the end of the
survey that ask employees to provide examples of problems as well as suggestions
for how to improve. These comments often provide the detailed and specific
what, why, and how so you can take action.
www.custominsight.com
24. Employee Engagement!
Five Actions to
Convert the Enrolled
and Enlist the
Disenchanted
• KNOW THEM
• GROW THEM
• INSPIRE THEM
• INVOLVE THEM
• REWARD THEM
25. Disengagement Gap
• The gap that’s created
when an agency tries to
execute its strategy
despite its people
rather than through
them.
26. Methods of engaging employees – from entry to exit
Employee engagement approaches for new employees
· The right person at the right position and giving them a realistic
job preview
· A strong induction and orientation program
· Rigorous training and development, from technical to soft skills to
leadership development program
· Regular technical/soft-skill updates.
· Certification programs to drive people towards excellent
performance
Employee engagement approaches for all employees
· Communications activities
· Reward schemes
· Activities to build the culture of the organization
· Team building activities
· Leadership development activities
36. Employee Engagement holds a very important position, few key benefits
include:
Better Performance - Engaged employees work smarter, not harder. They
keep looking for ways to improve performance at their workplace. This means
more sales, lower costs, better quality and innovative products.
Better Communication - Engaged employees communicate – they share
information with colleagues, they pass on ideas, suggest and advice and they
speak up for the organization. This leads to better performance, greater
innovation and happier customers.
Greater Customer Satisfaction – Engaged employees go out of their way to
meet customers’ needs. Customers aren’t slow to notice and this leads to
higher levels of repeat business, at a good cost.
37. Better Team Working - Employee engagement is about increasing the
employees connection with the principles, strategies, processes, culture
and purpose of the organization. It is a matter of commitment and
encouragement. It is a matter of focusing on business results, and the
employees having a clear sense of responsibility for delivering on the
business agenda.
Greater Commitment - Engaged employees care about the future of the
organization they work for, they feel proud to work for their company and
they get on better each day with their colleagues.
Lower Employee Turnover and Greater Ability to Recruit Great People –
Higher engagement leads to low attrition, they actively seek out new
people who they believe can help the company get even better.
The definition we’ll use is “unlocking employee potential to strengthen performance resulting in the capture of discretionary effort.” It’s a combination of employee potential and company performance to create a highly engaged workforce. >>>
Now that we have a definition, it’s important to understand what employee engagement is and more importantly, what it isn’t. >>>
Employee Engagement isn’t about things, having the best amenities, avoiding tough discussions, pleasing everyone, or an HR program. Many people think that employee engagement means giving to employees at the expense of the business. >>>
What employee engagement is includes relationships, shared responsibility, being clear on goals, communication, opportunities and development. Note that this list focuses on the success of people and the business.
Lastly, it is essential to remember that employee engagement is >>> not a program. It must become part of the culture. >>>
So… so far, we’ve shared our definition of engagement, and why it’s important to focus on engagement as a strategic business priority -- based both on current trends and the state of engagement today, as well what we can expect to see in the future with the demographic shifts.
We want to hear from you now. >>> What are you seeing and experiencing? What’s most difficult for you as a manager/supervisor in terms of keeping employees engaged?
How are you addressing these challenges? Write suggestions on a flip chart.
W – Type suggestions on screen below picture level.
>>> We’d like you to share some of the things that you’ve done, or are currently doing, that are having a positive impact on engagement – in your own circle of influence. Write suggestions on a flip chart.
W – Type suggestions on screen below picture level.
Maintaining engagement during the economic downturn, and amidst all of our organizational changes, is possible. >>>
You – as a manager/supervisor -- play a very crucial role in boosting employee commitment to the job, day-to-day work, team, and the organization.
The most effective managers ultimately impact performance and drive engagement through two roles: >>>
Managers must first impact performance through the direct management of an employee’s work objectives, such as assigning projects or giving feedback. >>>
Second, managers have a broader influence on the environment in which employees carry out their work, since you are the primary link between employees and the company. So, you can improve performance by helping to manage the employee’s relationship with the organization – acting as a conduit – such as connecting an employee with the larger purpose of the company, or demonstrating that the company is committed to their development. >>>
At the foundation, managers must demonstrate key behaviors and values such as…
(read info in the box)
Based on extensive research, across the manager’s two roles, these are considered to be the top 10 key behaviors to focus on to create high performance and engagement
>>> For each of the 10 behaviors, comment as appropriate. Point out how each role applies to the behaviors.
Know them: Organizations need to put their workforce under the same microscope that they apply to their customers. Just as consumers choose which products to buy, employees make choices every day about which organization to work for, what tasks they will undertake, and how much to focus once on the job. Taking time to know what’s important to each individual employee, as well as to your workforce as a whole, is the first step toward securing discretionary effort and changing the way employees view their work.
Grow Them: People want short and long term opportunities to improve their skills and capabilities. To grow employees effectively as well as the organization, senior leaders must foster a culture of ongoing learning and education.
Inspire Them: Most people want to have an emotional connection to their work as well as to the organizations for which they work. EE’s are more inclined to give discretionary effort when purpose and meaning infuse their day-to-day activities and long-term agendas. And when ee’s respect their managers and colleagues, they are more inspired to meet and exceed expectations. Inspiration comes about by what leaders and managers emphasize and prioritize and how clearly and effectively they communicate those priorities.
Involve Them: People give discretionary effort when they feel they are active participants in their employers’ missions, not passive players just following orders. This means people must be knowledgeable about the agency for which they work, be treated as valued contributors and have the freedom to act in ways that they believe will enhance overall performance. Effectively involving employees requires senior managers to do 4 things: inform employees about business operations and external challenges, gather employee input, create collaborative opportunities with colleagues, and give people freedom to act in ways that improve operations, reduce costs and assist customers.
Reward Them: All things employees receive in exchange for their work. This includes salary, health care benefits, pension benefits and other financial benefits. Also include nonfinancial elements: appreciation and recognition. It’s this last type of reward that has the greatest potential to boost engagement. HERZBERG MODEL. However, pay and benefits can’t be overlooked. While they may not induce people to put in extra effort on the job, they can disengage people if they are viewed as unfair or uncompetitive, undermining the effect of other efforts to engage.
Together these 5 action areas Know, Grow, Inspire, Involve and Reward build the 3 connections required for engagement: head, heart and hands.
In an effort to drive ahead regardless of whether employees are on board, agencies may attempt to execute their plans in a way that’s not meaningful to their employees as if they haven’t recognized that human beings execute strategy. The result? Disengagement Gap, where we find large numbers of people who don’t understand the strategy, aren’t invested in bringing it to life and certainly don’t see the importance of their roles in executing it.
Bridging this first gap is done by connecting people to the strategy and making it theirs – though that doesn’t necessarily connect them to each other. This is the DISENGAGEMENT GAP
