EE1.pptx. Deals with employee engagement

All about employee engagement

1. Employee E ngagement

2. Observe and lets discuss

3. Why Employee Engagement??

4. Definition of Engagement Unlocking employee potential to strengthen performance Employee Potential Company Perfor m ance Employee E n gag e m e n t Resulting in the capture of “Discretionary Effort”

5. In simple terms, Employee engagement is the level of c ommi t me nt a nd i n v o l v eme nt a n 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.

6. 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.

7. What it is and isn’t Is about : • How we treat and relate to people Shared responsibility for creating the future together – – Business success Work environment • Being clear and aligned on purpose, goals Interaction between employees at all levels. Opportunities for performers Staff development • • • Is not about: Things Having the best of every amenity Avoiding making tough decisions • Pleasing all the people all the time • A “catch-phrase” for all HR programs “Employee Engagement is not a program , it is a culture” Employee engagement…

8. Employee Engagement Framework Engagement with The Organization Engagement with “My Manager” Strategic Alignment Competency High P er fo r m a n ce An employee engagement model based on statistical analysis and widely supported by industry research.

9. 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.

10. 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.

11. Beyond Engagement – Alignment & Competency Strategic alignment Does the organization have a clear strategy and set of goals? Do employees understand how the work they do contributes to the organization's success? Strategic Alignment ensures that employee effort is focused in the right direction. 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 . Competency Do managers have the skills needed to get the job done? Do managers display the behaviors needed to motivate employees? Competency is measured with 360 Degree Feedback.

12. Engagement People Senior Leadership Manager Coworkers Customers Total Rewards Pay Benefits Recognition Company Practices Policies & People Practices Performance Assessment Company Reputation Work Work Resources Processes Opportunities Career Opportunities Learning & Development Quality of Life Work Life Balance Hewitt: Engagement Framework : Six Categories to Drive Engagement

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 co- workers 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

16. Employee Engagement Levels in an Average Organisation 30 Jo

17. Employee Engagement Grid

18. Employee Engagement Grid

19. Your observations & challenges • What’s most difficult for you right now in terms of keeping employees engaged? • What are the most impactful things you’ve done are doing right now to strengthen engagement? E n g ag e m e n t C h a l le ng e s Best-prac tice i d ea s © The Employee Engagement Group 2011, All Rights Reserved

20. 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. 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. 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

21. The dual role of an effective manager • To positively impact performance and engagement : Role #1 Manage the employee’s work and pe r f o r m an c e Role #2 Manage the employee’s relationship with the company Foundation: Demonstrate honesty, integrity, respect and trust, and personal credibility Employee M a n a g er C o m p any Team & C ol l ea g u es E m p l o y ee ’ s Job © The Employee Engagement Group 2011, All Rights Reserved

22. Key behaviors and engagement strategies Clarify performance expectations Provide fair and accurate informal feedback Emphasize employee strengths in ongoing discussions and performance reviews Leverage employee “fit” and motivation Help build problem-solving capacity and provide solutions to day-to-day challenges Amplify the good and filter the bad Connect employees with the company and its success Instill a performance culture • • • Open communication Flexibility Innovation Connect employees with talented co-workers Demonstrate a “credible commitment” to employee development Role # 1 Manage the employee’s work and pe rf o r m ance Role # 2 Manage the employee’s relationship with the company © The Employee Engagement Group 2011, All Rights Reserved

23. Employee Engagement! Five Actions to Convert the Enrolled and Enlist the Disenchanted KNOW GROW I N S P I RE T HEM TH EM TH EM INVOLVE THEM REWARD THEM

24. D i s e n ga ge m e n t G ap • The gap that’s created when an agency tries to execute its strategy despite its people rather than through them.

25. 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

26. Employee Engagement Approaches - Communications Activities

27. Employee Engagement Approaches - Communications Activities

28. Employee Engagement Approaches - Reward Schemes

29. Employee Engagement Approaches - Reward Schemes

30. Employee Engagement Approaches – Culture Building Activities

31. Employee Engagement Approaches – Culture Building Activities

32. Employee Engagement Approaches - Team building activities

33. Employee Engagement Approaches - Leadership Development Activities

34. Importance Of Engagement

35. 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.

36. 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.

37. Attrition rate reduces

38. Higher Productivity Engaged employees are 50% more productive than colleagues who are not engaged

39. Lower Costs Dissatisfied employees lead to more absenteeism thus leading to higher loss in production for the company

40. I nn ov at i on Employee engagement drives innovation and optimism

41. https://blog.jostle.me/blog/employee-engagement-strategy-inconceivable-2/ https://www.nutcache.com/blog/how-to-engage-employees/