EMPLOYEE ENGAGEMENT

Dorota Raniszewska, excerpts from The Employee Engagement Training on Global HR Leaders in Talent Management Conference in Vienna, September 2013

Before you launch a big survey in order to measure engagement and before you analyse multiple charts ...try to find your answers to these 3 questions about engagement:

1. How does it feel when I’m engaged?

3. What can I invite to be more engaged?

2. How does it feel when I’m not engaged?

Engagement is …

a state of mind where employee is emotionally positive towards its organisation, team and work which leads to performing and learning efficiently.

[David Rock, Yiyuan Tang]

Neuroscience of engagement

Engagement involves the central and autonomic nervous system to maintain the internal attention and rewarding

states – Csikszentmihalyi, 2008

Neuroscience of engagement*

THREAT REWARD reward, attention,

flow negative emotional

feel self-referential

*David Rock, Yiyuan Tang

The more in a reward state people are, the more they are engaged. It can happen when they enjoy relationships or tasks, or when they feel that they progress. AND when they feel trust can share openly can be and feel authentic are proud of what they belong to.

HIGH ENGAGEMENT Feels totally occupied with the task Strong pleasure and rewarding feeling Being completely in the current moment

LOW ENGAGEMENT Triggers stress response Reduced creativity and productivity Mental fatigue Long-term health problems

Engagement vs. Motivation

Engagement I FEEL a bond with the organisation. I feel emotionally positive towards the organisation.

Motivation I THINK - FEEL that I have skills and knowledge necessary to achieve the results. And the activity is in line with my vision of myself (what I want to be and do)

Leads to …

Employee Loyalty & Retention „I Won’t Go For Another

Employment Offer Because … „This Company Is My Choice”

(like In A Couple )

Leads to …

Work Results Proactivity In Action Taking

Company Profits

5 ingredients of Great Place to Work

• Credibility: „I believe in my leaders” (think two- ways communication,

access to leadership)

• Respect: „I am valued by my organisation” (think of support from managers, sense of collaboration and involvement in decisions that impact your work, respectful relationship)

• Fairness: „I feel that I am treated in an equitable way” (think diversity,

think disclosure on pay)

• Pride: „I contribute to something meaningful” (think of the company, its

products, services and be the ambassador)

• Camaraderie: „I work in a great team” (think of a sense of camaraderie, team energy, belonging, doing together)

The Great Place to Work, M. Burchell, J. Robin

Principles of 2020 engagement

1. Collaboration - with customers, clients, suppliers, colleagues. 2. Authenticity - transparency, direct „chat” with the CEO, disclosure on pay. 3. Personalization - no more „personnel data processing”, everybody in someone in the social workplace. 4. Innovation - everybody can learn, develop, innovate. 5. Social Connection - building own network and progressing with the work in a collaborative workplace.

Source: future workplace, („The 2020 Workplace”, Meister, Willyerd, p.75)

WE 2020 Engagement Model

Collaboration

Authenticity

Innovation

Personalization

Social connection

Values, Brand and CSR

demonstrated by:

Social Recruiting

Über -Connection

Social Learning

Accelerated Leadership

Source: future workplace, („The 2020 Workplace”, Meister, Willyerd, p.75)

PRINCIPLES PRACTICE AREAS

Learning. Collaboration. Communication. Uber-Connection

Stages of

Uber-

Connection

Accelerate Broadcast Collaborate Design Engage

Goal Find, capture

information

Disseminate

news

Collaborate

across an

enterprise

Unleash

creativity

Connect

communities

Issues Dispersing

content

Locating

experts

Increasing

collaboration

among global

teams

Solving

problems and

proposing

ideas

Increase

innovation

Tool

Forums, blogs,

RSS feeds,

widgets

Blogs, blog

hubs, video

hubs

Communities

of practice,

Wikis, virtual

worlds

Innovation

Jams

Corporate

social

networks

(„The 2020 Workplace”, Meister, Willyerd)

Consider Following Questions:

does your company need to be …

… the BIGGEST

OR

… the REACHEST

in order to become a great workplace?

what „GREAT” means for you, to your employees?

And what do you want to have… and then, measure… and drive.

-------------------------------------------- Dorota Raniszewska Garden HR

http://gardenhr.com

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