1EMPLOYEE ENGAGEMENT:

WHAT IS IT?

Employee engagement is the extent to which employees think, feel, and act in ways that represent high levels of commitment to their organization.

2EMPLOYEE ENGAGEMENT:

WHAT IS IT?

Engaged employees are motivated to contribute 100% of their knowledge, skills, and abilities to help their organization succeed.

3EMPLOYEE ENGAGEMENT:

WHAT IS IT?

Engagement is not merely about making employees happier at work; it is about bringing out the best in people and tapping their full potential on a day-­‐to-­‐day basis.

Organizations know they have an engagement problem• Bad engagement surveys• High turnover• Decreased productivity• Poor business unit performance• Heavily political environments• Lack of employee ownership over problems• Higher absenteeism• Increased shrinkage• More safety accidents• Decreased profitability• Diminished quality• Decline in KPIs

THE PROBLEM

• Engagement is the best single diagnostic measure of an organization’s wellbeing and potential.

• Engagement is linked to important business outcomes:• higher levels of customer service and customer satisfaction• an environment of better collaboration and creativity• fewer workplace accidents

UNDERSTANDING ENGAGEMENT

• Unfortunately, engagement is far from the work place norm.

• No less than 70% of the global workforce is either not engaged or actively disengaged.

• Most employees cite their direct manager as the #1 reason for their disengagement.

UNDERSTANDING ENGAGEMENT

A leader’s personality and values impact an individual’s ability to meet three basic psychological needs:

1

ENGAGEMENT: BEGINS & ENDS WITH LEADERSHIP

The need to have good relationships with others • Good leaders foster teamwork, friendship, and

collaboration• Bad leaders divide and isolate employees through

manipulation, micromanaging, or command-and-control leadership

A leader’s personality and values impact an individual’s ability to meet three basic psychological needs:

The desire to be successful• Good leaders promote employee contributions and

champion their successes • Bad leaders blame their employees for their own failures

and compete with them, often by taking credit for others’ accomplishments

2

ENGAGEMENT: BEGINS & ENDS WITH LEADERSHIP

A leader’s personality and values impact an individual’s ability to meet three basic psychological needs:

The desire to find meaning, both in work and life • Good leaders provide their subordinates with a clear

sense of purpose and a meaningful mission • Bad leaders alienate employees by depriving them from

meaning

ENGAGEMENT: BEGINS & ENDS WITH LEADERSHIP

3

PERSONALITY

VALUESBEHAVIOR JUDGMENT

ENGAGEMENT

BUSINESS UNIT PERFORMANCE

STRUCTURE &CONSIDERATION

REWARDS &SANCTIONS

STAFFING &STRATEGY

TRUST CULTURE DECISIONS

LEADERSHIP VALUE CHAIN

THE PARTNERSHIP

• Hogan and Sirota: two like-minded companies in talent management

• Hogan = experts in personality

• Sirota = experts in engagement

• Years of joint research have revealed certain personality characteristics which are more or less engaging

• Measure a manager’s personality and values• Measure their team’s engagement and effectiveness• Help the manager understand how their personality drives

engagement and disengagement in their team• By combining personality assessment and 180 feedback, help the

manager take ownership of their own behavior• Help manager prioritize and focus behavioral change

THE SOLUTION

THE ENGAGING LEADER REPORT

Leader Personality

Decisions and

Behaviors

Climate and Culture

Employee Engagement Performance

How You Behave

How You Affect Your Team

Who You Are

Bright and Dark side

Personality

Values and Motivations

Manager Effectiveness

Team Effectiveness

and Engagement

Assess the manager

Ask the immediate team members

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

Strengths (HPI):

Characteristics you possess to create it

Risks (HDS):

Performance risks that could get in the way

Values (MVPI):

The work environment you will strive to create

Hogan assess managers on:

Sirota assesses manager effectiveness and employee attitudes:

THE ENGAGING LEADER REPORT

Enable (Effective Processes):

Drives performance, empowers others, builds bridges

Unlock (Positive Team Climate):

Inspires achievement, promotes camaraderie, ensures equity and fairness

Architect (Clear Goals/Vision):

Brings people along, inspires vision, sets effective plans

Elevate (Agile/Open Culture):

Inspires innovation, lives the values, raises the bar

THE ENGAGING LEADER REPORT

Performance

Strategy

Employees

Managers

Leadership

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

THE ENGAGING LEADER REPORT

• When people are engaged, they find meaning at work and are proud of what they do; they are willing to go the extra mile and work beyond their formal roles or responsibilities.

• The bottom line is that leadership creates engagement, higher employee engagement equals better organizational performance, and lower employee engagement equals worse organizational performance.

Engagement is the ultimate metric for evaluating leadership effectiveness.

ENGAGEMENT: GO THE EXTRA MILE

THEENGAGINGLEADER.COM