Employee engagement

EmployeeEngagement

Aleya Pervin LeenaHR Specialist, Trainer , Career

Counsellor

“Whether you are a CEO or a supervisor, theplace to start is yourself. Engagement iscontagious. If you are engaged in what youare doing, people pick up your excitementand will want to join you”.

What according to you in Engagement?

What is Engagement

• Employee Engagement is a measureable degree of an employee's positiveor negative emotional attachment to their job, colleagues and organization

which profoundly influences their willingness to learn & perform at work.

• An "engaged employee" is one who is fully involved in, and enthusiasticabout, his or her work and thus will act in a way that furthers theirorganization's interests

• Engagement is seen as a positive attitude to the job and it is distinguishedfrom both job satisfaction and commitment. It is more temporary andvolatile than commitment, which is a more stable perception.

© Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39

What is Engagement

• Employee Engagement is the means or strategy by which an organizationseeks to build a partnership between the organization and its employees,such that:

- Employees fully understands and is committed to achieve theorganization's objectives, and

- The organization respects the personal aspirations and ambitions of itsemployees.

• A definition of a fully engaged employee

- Is intellectually and emotionally bound with the organization

- Gives 100 percent

- Feels passionately about its goals and

- Is committed to live by its values.

• The employee goes beyond the basic job responsibility to delight thecustomers and drive the business forward

• 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.

• This connection occurs at 3 levels:• The Rational (the head)

• The emotional (the heart)

• The motivational (the hands)

Employee Engagement!

•KNOW THEM

•GROW THEM

•INSPIRE THEM

•INVOLVE THEM

•REWARD THEM

Why Employee Engagement??

An engaged employee is aware of business context, and works with colleagues to improve the job

performance for the benefit of the organization

Defined as the level of commitment and involvement an employee has towards their organization and

values

Engagement is closely related to job involvement and flow

Employee Engagement holds a very important position, few key benefitsinclude:

• Better Performance - Engaged employees work smarter, not harder. Theykeep looking for ways to improve performance at their workplace. Thismeans more sales, lower costs, better quality and innovative products.

• Better Communication - Engaged employees communicate – they shareinformation with colleagues, they pass on ideas, suggest and advice andthey 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 tomeet customers’ needs. Customers aren’t slow to notice and this leads tohigher levels of repeat business, at a good cost.



• Better Team Working - Employee engagement is about increasing theemployees connection with the principles, strategies, processes, culture andpurpose of the organization. It is a matter of commitment andencouragement. It is a matter of focusing on business results, and theemployees having a clear sense of responsibility for delivering on thebusiness agenda.

• Greater Commitment - Engaged employees care about the future of theorganization they work for, they feel proud to work for their company andthey 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 peoplewho they believe can help the company get even better.

Categories of Engagement

Categories of

employee engagement

Actively Engaged

Actively disengaged

Not engaged

Actively Engaged

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

Not Engaged

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 co-workers exist

Actively Disengaged

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

Hewitt Model Of Engagement

Behavior:

engaged employees have an intense desire to be a member of the organization

EOS Questions:

• It would take a lot to get me to leave this organization

• I rarely think about leaving this organization to work somewhere else

STRIVE

Behavior:

engaged employees use extra effort and engage in behaviors that contribute to business success

EOS Questions:

• This organization inspires me to do my best work every day

• This organization motivates me to contribute more than is normally required to complete my work

STAY

Behavior:

engaged employees consistently speak positively about the organization to co–workers, potential employees and customers

EOS Questions:

• Given the opportunity, I tell others great things about working here

• I would not hesitate to recommend this organization to a friend seeking employment

SAY

Factors in Employee Engagement

Hewitt: Engagement Framework : Six Categories to Drive Engagement

People

• Senior Leadership

• Manager

• Coworkers

• Customers

Total Rewards

• Pay

• Benefits

• Recognition

Company Practices

• Policies & People Practices

• Performance Assessment

• Company Reputation

• Work

• Resources

• Processes

Work

Opportunities• Career Opportunities

• Learning & Development

Quality of Life

• Work Life Balance

Engagement

Sibson’s Engagement Framework

Importance Of Engagement

Attrition rate reduces

Higher Productivity

Engaged employees

are 50% more

productive than

colleagues who are

not engaged

Lower Costs

Dissatisfied

employees lead to

more absenteeism

thus leading to

higher loss in

production for the

company

Innovation

Employee

engagement drives

innovation and

optimism

Gallup Study : Importance of Employee Engagement on Organization Economics

What the best organizations dodifferently?

1. Strategy

2. Accountability & Performance

3. Communication

4. Development

Importance of Employee Engagement on Organization Economics

Methods of engaging employees – from entry to exit

Measuring Employee Engagement

Listen

Measure current level of employee engagement

Know the degree of employee engagement

Measuring Engagement : Hewitt Methodology

Strongly

Disagree

(1)

Disagree(2)

Slightly

Disagree

(3)

Slightly

Agree

(4)

Agree

(5)

Strongly

Agree

(6)

1. It would take a lot to get me to

leave this company.

2. I would not hesitate to recommend

this company to a friend seeking

employment

3. This company inspires me to do my

best work every day

4. I rarely think about leaving this

company to work somewhere else

5. Given the opportunity, I tell others

great things about working here

6. This company motivates me to

contribute more than what is normally

required to complete my work

Survey Analysis

Self Reflection

• Think about your own colleagues, teams & departments –

Are they:

• routinely going the extra mile?

• learning new skills?

• helping your organization meet its goals?

• understanding the role they play in the organization’s success?

• feeling adequately appreciated and rewarded?

• believing leaders have a sincere interest in their well being?

Self Reflection

• As a leader and a direct manager of others, do you:

• motivate people to go the extra mile?

• help people in the organization develop new skills?

• inspire employees to do what it takes for success?

• inform people about how they contribute to the organization?

• show appreciation & recognize the efforts of work well done?

• care about the people who work for the organization & for you ?

Managers Role in Driving Engagement

Recruit & Select the Right Talent for Right Position:

Managers should look into :

1. Candidates relevant work history, should brainstorm to gauge the facts.

2. Candidates relevant experience should match with the current level of position.

3. Should review the past achievement levels and match it with current requirement.

4. Should gauge the candidates willingness & flexibility to merge with the culture.

5. Pick ‘Oh Yes’ attitude candidates during hiring as the new hires today will become team members

for next new hires.

How Managers can Drive Engagement?

Coaching:

Coaching is a communication process that develops awareness, personal accountability and trust. It

facilitates individuals’ and teams’ learning and performance and creates meaningful experiences in

the workplace.

Two primary skills of the ‘Coaching’ process:

1. Listening: The coach listens attentively and openly to employees’ concerns and feedback.

2. Questioning: Rather than giving advice or telling employees what to do, the coach asks a range of

questions that get at the core of the issue. Through the questioning process, employees identify

their own conclusions and develop solutions based on the answers they give.

3. If you have Super Starts in ‘Oh No’ category, council them for better results.


Communicating Clear Objectives:

When Managers get his list of annual objectives, he can follow two approaches:

1. Devise his own plan and distribute tasks accordingly.

2. Managers can communicate the years objectives to his team, ask for their suggestions and

feedbacks and then work with them to formulate a strategy and delegate responsibility.

• In the first approach, managers “tell” employees what to do. In the second approach, managers

“coach” employees to develop optimal solutions and are almost surprised at the results.

• When employees are more involved in the goal setting process and have a say in how they will

contribute, they typically exhibit greater creativity and are willing to be more accountable for

achieving their goals.


Team Developing Initiatives:

With the work reviews, Managers should identify the strengths and weaknesses of their team

members and initiate development activities like:

1. Recommend for Project specific trainings

2. Guidance for technical certifications which adds to individual and project success.

3. Nominate for Soft Skill Training Programs

4. Motivate to participate in Employee engagement initiatives and knowledge initiatives like

5. Fare distribution of work load and ensuring work – life balance

6. Supports and encourages team members to share their point of opinion


‘Pygmalion Effect’ :

1. Managers behavior modulates their team performance – what you believe about your people is

what they will turn out to be.

2. The Pygmalion effect enables staff to excel in response to the manager’s message that they are

capable of success and expected to succeed.

3. Can you imagine how performance will improve if your supervisors communicate positive

thoughts about people to people? If the supervisor actually believes that every employee has the

ability to make a positive contribution at work, the telegraphing of that message, either

consciously or unconsciously, will positively affect employee performance.


Top Ten Global Engagement Drivers

• Senior management’s sincere interest in employee well-being.

• The opportunity an employee has to improve skills.

• The organization’s reputation for social responsibility.

• Opportunity to provide input into decision making .

• An organization’s ability to quickly resolve customer concerns.

Top Ten Global Engagement Drivers

• An employee’s readiness to set high personal standards.

• Excellent career advancement opportunities.

• An employee’s interest in challenging work.

• An employee’s relationship with her supervisor.

• The organization’s encouragement of innovative thinking.

• Know your employees

• The More you Care, the More will They

• Meaningful Work – The Work Itself Motivates

• Develop Commitment

• Manage Expectancies – “The Expectancy Manager”

• Challenging but achievable Goals

• Build Willpower

• Transparency – Transparency in any work holds a very important position.Associates are very keen and hold a right to know whatever is happeningin the organization and what their efforts means to the authority. Thismeans the top management has to be on toes and share all theinformation with their team members and subordinates.

Role of Top Management

• Role Model – The top management plays a very important role as being theidol for the associates. They need to walk on the path before telling others tofollow.

• High Performers Club - An internal pool of extraordinary talent who canoccupy leadership positions helping meet the future growth requirements.For this provide them learning and career advancement opportunitiesthrough Structured Conceptual Inputs, Cross-functional Assignments,Knowledge-sharing Sessions, Cross-functional Exposure and Job enrichment.

• Fast Track Program - Fast Track Program is designed to retain the highpotential associates who are the key contributors towards influencing,motivating, and attaining new business lines & growths, achieving thedesired effectiveness and success of the organization.

Role of Top Management

Thank you!

Employee engagement

Recruiting & HR

Transcript of Employee engagement