Great Days at Work | ADUKG

Taking Control of Your Employee Engagement | A Toolkit for Employeees.

1. Taking Control of Your Engagement Michael Castle Director, Leadership and Professional and Development A Toolkit for Employees

2. Session Overview Aim Learning Outcomes ADUKG Vision and Mission Great Days at Work Defining Engagement at ADUKG The Success Connection Five Levels of Engagement Defining Success through Alignment ACT A ssess C ommunicate T ake Action

3. Session Aim and Learning Outcomes

4. Aim To raise awareness of employee engagement and explore how employees at ADUKG can take control of their own engagement and have more great days at work.

5. Learning Outcomes Understand what engagement is and why it matters Consider your own engagement level Identify actions you can take to increase your satisfaction and contribution to become more engaged

6. ADUKG Vision, Mission and Values

7. ADUKG Vision To be the leading provider of education and training solutions in all of its core areas, and to be known for our sustainable contribution to the social and economic development of the region

8. ADUKG Mission To rapidly grow the sustainable provision of knowledge and skills for individuals , businesses and governments. To provide every client customized and high quality of education necessary to achieve their aims and exceed their expectations   To build a world class network of partners in relationships that add mutual value and that advance a shared vision of regional development

9. ADUKG Values: Excellence Definition Behaviours Excellence and professionalism lie at the heart of everything we do. Exceed our stakeholder expectations through the highest professional standards and best practice Achieve excellence through innovation, learning and flexibility Take pride in our work and aspire to be the best we can be Work effectively in teams, value opinions and ideas and cooperate with, encourage and support our colleagues

10. ADUKG Values: Innovation Definition Behaviours We create opportunities to redefine learning, knowledge acquisition and application as the key to unlock potential Question our assumptions and remove barriers to creative group thinking Encourage individuals to develop their critical skills Learn from experience Provide training and facilitation to encourage innovation Value diverse opinions and encourage all to contribute to future growth

11. ADUKG Values: Partnerships Definition Behaviours We build trust and strong relationships with our people, clients, partners, suppliers and the community to achieve their objectives Strengthen our client’s capabilities Build strong teams and grow individuals Seek out world‐class partners to create new knowledge Deliver quality services by using all our resources and maintaining an effective supply chain.

12. ADUKG Values: Integrity Definition Behaviours We demonstrate ethics and honesty in everything that we do. Conduct ourselves with openness and honesty in all aspects of our work Foster open communication and collaboration with all our stakeholders Provide motivational and constructive feedback Apply transparent processes and practices in dealing with clients

13. ADUKG Values: Contribution Definition Behaviours We create and share new knowledge to develop and grow people, the UAE and beyond. Aspire to become a world‐class center of knowledge Develop new business models to deliver cost effective solutions to meet the needs of emerging sectors Offer products and services that address critical nationalization issues Through empowerment, we expect our people to contribute to that growth Recognize the contribution and achievements of our people, partners and the community

14. Great Days at ADUKG

15. 15 Great Days at ADUKG Group Activity In your groups share some of the great days you have had at ADUKG, and identify what made them special: What were you doing? Who were you with? What did you accomplish? How did you feel? What does it take to make every day a great day….? In one word, what does a great day look like for you?

16. 16 Shared Responsibility N eed to be clear on what the organization needs them to do; they also must be clear on their values, and priorities, and take responsibility for satisfying them at work. N eed to build trusting relationships and help employees align their interests and talents with the goals of the organization. N eed to set a clear direction, build a culture that fuels engagement, and provide the resources needed to deliver results.

17. Shared Responsibility Fit with the Job Job fit is perhaps the most important driver of engagement. Individuals want to enjoy the work they do and seek work that is interesting and meaningful. The better the job fits, the higher satisfaction and discretionary effort will be. Contribution Employees are motivated by being successful in their jobs. Employees want to do their best at work but often they need support from leaders or managers to be the most successful they can be. Fit with the Workgroup Relationships play an important part in how employees connect to the organization. Managers play and important role in developing strong working relationships Fit with the Company Feeling aligned with the organization has a lot to do with company culture and perception of Senior Leaders. A good organizational fit correlates with high engagement levels and should be focused on to create an environment that fosters engagement.

18. 18 The Success Connection A Engaged At the APEX; fully engaged; known for discretionary effort and commitment. B Almost Engaged Among the high performers and reasonably satisfied; know what great days look and feel like. C Satisfied Not Contributing Satisfied employees; maybe new to KAUST or their role; misaligned; or comfortable with what they are doing. D Contributing Not Satisfied Highly productive; may have issues around their work, organization, manager, job conditions, for example. E Disengaged Disconnected from organizational priorities and are not getting what they need from work. Five Levels of Engagement

19. 19 Individual Reflection Where are you? What are your personal driver and barriers to engagement How can you have more great days and move your engagement levels towards being fully engaged ? What support do you need?

20. 20 What is Y our Equation? At the individual level, employee engagement is a complex equation that reflects your unique , personal relationship with work . Great days depend on your contribution to ADUKGs success, and the personal satisfaction you obtain in your role . The feelings you have about your work, your role, and life at ADUKG are shaped by your personal definition of success, and what you personally value as important. GD = MSi + MCo

21. 21 Success T hrough Alignment Group Activity - Gaining Clarity How does your work contribute to the success of ADUKG? How well are you needs being satisfied?

22. 22 Influential Factors Work Priorities Are you absolutely clear on your top three work priorities ? Are you clear on how they support the organization’s overall strategy? What else do you need to know?

23. 23 Influential Factors Your Talents ADUKG needs your skills, knowledge, and experience to help reach its goals . You benefit from applying your talents as well . Research indicates that being able to do what you do best on the job increases job satisfaction .

24. 24 Leveraging Opportunities for More Great Days Leverage opportunities to continue to develop y our talents that: Are critical to the achievement of your work priorities. Have the greatest potential for increasing your satisfaction. Will become increasingly important for ADUKG. Will increase your effectiveness and equip you for future roles, opportunities, and challenges.

25. 25 Management Support Consider how you want to involve your manager in creating more great days……. What information do you want from your manager? What do you want to share with your manager about your perspective on your job? What do you want to share with your manager about your top priorities, challenges, plans for growth?

26. 26 ACT - A Framework for Success ASSESS Clarify what is important to you Identify the top 5 things that you value in the workplace Determine the job conditions that help you thrive COMMUNICATE Confirm expectations with your manager Talk about ways to leverage your strengths Discuss aspects of your job you would like to develop, enhance, or maintain Discuss how best to work together TAKE ACTION Act on things you can influence Make a personal choice to have more great days Identify what you can do to better satisfy what you value at work and your contribution to ADUKG

27. 27 Going Forward... Individual Activity Using the template provided, consider, and record the following: What you value at work Your work priorities and goals Your personal aspirations Commitment to action 3 things you will do today to take control of your engagement and experience more great days at work Keep this with you in your workspace and review weekly, share success daily, and celebrate great days at ADUKG

28. 28 Great Days = Great Results People Interesting work Knowing it made a difference Satisfying personal values Receiving recognition Achieving personal aspirations Using unique talents Organization H ard work Aligned with organizational goals Overcoming challenges Clarity of purpose Achieving tangible results Our Partner Research Suggests…

29. Taking Control of Your Engagement Michael Castle Director, Leadership and Professional and Development A Toolkit for Employees

30. Abu Dhabi University Knowledge Group ( ADUKG ) ensures work challenges are met by a well-prepared and confident new generation of employees, managers, and leaders . Created in 2006 to help develop the future workforce of the UAE , ADUKG has changed the lives of more than 60,000 individuals and helped shape the future of key organizations.  Download Brochure [email protected] 800 2212 www.adukg.ae

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