20130523 pce v03 employee engagement
TRANSCRIPT
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Employee Engagement
How can we fosteremployee engagementand turn it intoa competitive advantage?
May 23th, 2013
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Agenda
1 What is employee engagement?
2 Why is it important?
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6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?
Definition(ask five different people to define engagement and you’ll likely get five different answers …)
“An active, positivework-related state
that is characterizedby
Vigor, Dedication andAbsorption”(Schaufeli and Bakker)
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1. What is employee engagement
An active, positive work-related state that ischaracterized by Vigor, Dedication and Absorption
Vigor refers to high levels of energy and mental
resilience while working
Dedication refers to being strongly involved in
one’s work and experiencing a sense of significance,enthusiasm, and challenge
Absorption is characterized by being fully
concentrated and happily engrossed in work such thattime passes quickly and one has difficulties withdetaching oneself from work
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1. What is employee engagement
Characteristics of an engaged employee
High energy level
Enthusiastic about work
Takes initiative
Gives active direction to one’s life
Generates own positive feedback
Is engaged outside of work
Feels tiredness differently
Enjoys other things outside work
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1. What is employee engagement
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Agenda
1 What is employee engagement?
2 Why is it important?
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6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?
It’s probably our last chance to compete in the globalarena … while in a “war for talent”
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2. Why is it important?
Engagement
Employee engagement induces considerablequalitative improvements
Increased customer satisfaction
Reduced employee turnover
Improved performance
Reduced and shorter absenteeism
Engaged colleagues
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2. Why is it important?
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“The potential ROI is huge …”
2. Why is it important?
(globoforce)
(Hewitt Associates)
(Gallup)
(Gallup)
(Towers Perrin)
(Towers Perrin)
(Gallup)
(Gallup)
(Gallup)
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“The potential ROI is huge … yet the cost of disengagement can be… life threatening for companies
2. Why is it important?
“Engaged organizations have 2.6 times the earnings per share (EPS) growthrate compared to organizations with lower engagement in their same industry.”
“Actively disengaged employees -- the leastproductive -- cost the American economy up to$350 billion per year in lost productivity ($133billion for Germany)”.
“Each company loses per year: at least $2,246 perdisengaged employee.”
“The absenteeism rate among actively disengagedGerman employees is 28% greater than amongengaged workers. (@ average cost of € 247.20 perday per worker away from work)
U.S. voluntary turnover rate is 23.4% annually. Itcould cost a 100-person firm between $438,000and $4 million a year to replace employees.
(Gallup)
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“It is SMART to invest in engagement”
2. Why is it important?
Parnassus Workplace Fund (Mutual Fund exclusively investsin US companies on Forbes list “Best Companies to Work For”)
Annual Return Parnassus WF S&P
4/2005 - 1/2013 9,63% 5,58%
Last 5 crisis years 10,81% 3,97%
BCWF Criteria
Work/life balance Fairness & respect
Career opportunities Employee morale
Communication Recognition & feedback
Compensation & benefits Senior leadership
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Agenda
1 What is employee engagement?
2 Why is it important?
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6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?
The holy grail: high job demands and job resources
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3. How to foster employee engagement
BURNOUT
APATHY BOREDOM
LOW
HIGH
LOW
HIGH
JOB RESOURCES
JO
BD
EM
AN
DS
EMPLOYEEENGAGEMENT
Engagement – Performance Re-enforcing model
3. How to foster employee engagement
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+
++
+
- Competence- Purpose
Some remarks on the model
3. How to foster employee engagement
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Engagement is contagious and transferrable to other people
• Manager as a role model
Engaged employees proactively create (craft) their own job andpersonal resources
High job demands have a positive impact on engagement up to acertain stress level
Employees cannot always be engaged; they need moments ofabsence and opportunities for recovery
Engagement fluctuates within persons from day to day
• need to investigate engagement level on a more regular basis(e.g. short weekly or monthly scans)
So, what can managers do to foster engagement ?
3. How to foster employee engagement
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Give meaning
… in a participative way
Give feedbackon performanceand behaviour
… constructively and positively
Foster teamwork
And how can organizations help them ?
3. How to foster employee engagement
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Involve your employees inthe strategy of your
organization.
Introduce teamdynamics in your
organization.
improve your performance management cycle !!!
Select & develop realpeople managers
Turn your managers intocoaches
Implement an efficient,participative strategy
cascade
Make people management(skills and practices) a top
priority
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Agenda
1 What is employee engagement?
2 Why is it important?
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6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?
Based on the “Utrecht Work Engagement Scale” UWES (UBES in NL)
Validated tool based on scientific research
Based on the definitions and engagement components defined by profs. A.Bakker and W. Schaufeli. E.g. : Vigor, Dedication and Absorption
Purpose
Help employees to take control over their own work
Help organizations improve engagement
Measures of
Engagement
Fit between individual/group and his/overall work environment
Provides individual/group input on
Occurrence of work related characteristics (too much, not enough, etc)
Tips & tricks to improve and craft the work environment and increaseengagement
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4. Engagement scan
The PiCompany online Work Engagement Scan
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4. Engagement scan
How engaged is this group?
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Bevlogenheid
Vitaliteit
Toewijding
Betrokkenheid
Laag
Onder gemiddelde
Gemiddelde
Boven gemiddelde
Hoog
Can we find a common ground on what you want MORE in yourjobs in order to be engaged ?
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0
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7Zelfstandigheid
Verantwoordelijkheid
Duidelijkheid in werk
Feedback
Steun collega's
Teamwork
Eisen aan deprestaties
Contact met anderen
Medezeggenschap
Inspraak
Mogelijheden voorontwikkeling
Innovatie
Steunleidinggevende
Uitdaging
Balans werk/privé
Interne competitie
4. Engagement scan
Can we find a common ground on what you want LESS in yourjobs in order to be engaged?
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0
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7Balans werk/privé
Werkdruk
Mentale belasting
Zelfstandigheid
Teamwork
Emotionele belastingInterne competitie
Contact met anderen
Inspraak
Uitdaging
Vakmanschap
4. Engagement scan
For all those who have filled out the EngagementScan before yesterday evening 5pm a personalreport is waiting for you after this presentation
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4. Engagement scan
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Agenda
1 What is employee engagement?
2 Why is it important?
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6 Engagement Reception
Open discussion: the engagement scan results
5 Case study: Vanden Borre (Pascal Maire)
3 How to foster employee engagement?
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5. Case Study: Vanden Borre
Pascal Maire
Sales Director Vanden Borre
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Questions ?
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• Is all this recognizable?
• What is the situation in your company? Howengaged are your employees?
• Which factors (identified in this presentation ornot) do you think will foster engagement most?
• Is employee engagement on the agenda of themanagement committee?
• Are there initiatives running in yourorganization to foster engagement? Whichones?
Debate ?
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Focus on alignment of people and business
Offices throughout Europe
More than 300 professionals
Over 2,500 clients
Turnover in 2012 : € 40 million
“Since 1947, GITP helps to improvebusiness and individual performance
by aligning the talents and ambitions ofpeople, managers and leaders with theneeds and goals of and organizations”
GITP has a long history of people centered business solutions
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PerformanceIndividual Organization
Improving performance requires a successful integration between individualtalents and organizational goals.Making this interaction work, is the core business of GITP
Three issues have to be answered for optimizing the integration:
• How do we align our organization and processes with our people andtheir competences to achieve our goals and strategy?
• How do we evaluate whether the right person and competences areavailable and match the organization’s needs?
• How can we ensure that we develop and maximize our human capitalpotential ?
Focus on people management is key to improve performance
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Development
Consulting
Assessment
… optimize the interaction level between individuals and organization andanswer the three fundamental issues
Translate strategy intoresults
Develop talentsand competences
Assess talentsand competences
Performance
Our unique and integrated assessment & development solutions…
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www.gitp.beVisit our website !
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GITP Belgium NV/SA
Rue I. Meyskensstraat 224
B-1780 Wemmel
T +32 2 456 80 40
F +32 2 456 80 30
Thank you very much for your cooperationHartelijk dank voor uw medewerking
Merci beaucoup pour votre coopération
GITP Team