employee engagement - fahr.gov.ae · employee engagement is a heightened emotional and intellectual...

Employee Engagement

WHY ONE SIZE DOESN’T FIT ALL

Khaled S. Fathi – MA HRM, Assoc CIPD, Founder and Managing Director -

Inspativity

©Inspativity 2018 – All rights reserved

For the next twenty minutes, who is more responsible for you staying in the room

Me?

Or

You?

Responsibility

©Inspativity 2018 – All rights reserved – for more information: [email protected]

When Was I Most Engaged?


First Job Moved to the UAE Launched

Inspativity

2002 2008 2016

My Journey


A Platform for Astronomy Researchers


What is Engagement


The harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively and emotionally during role performances (Kahn 1990).

A positive attitude held by the employee towards the organization and its value. One Step up from commitment (Robinson et al 2004)

The amount of discretionary effort exhibited by employees at their job (Frank et al 2004).

‘Passion at work’, a psychological state which is seen to encompass the three dimensions of engagement; cognitive, emotional and physical (Truss et al 2006).

The emotional and intellectual commitment to the organization (Baumruk 2004).


An outcome measured or seen as a result of people being committed to something or someone in the business – a very best effort that is willingly given. (Suff, 2008)

Giving team and talent to team building activities (Dell, 2008)

The extent to which an employee feels a sense of attachment to the organization he or she works for, believes in its goals and supports it’s values.(Barclays, 2008)

A combination of attitudes, thoughts and behaviours that relate to satisfaction, advocacy, commitment, pride, loyalty and responsibility. (BT, 2008)

The degree to which employees are satisfied with their jobs, feel valued, and experience collaboration and trust. (Catteeuw et al., 2007 p.152)

An emotional attachment to the organization, pride and a willingness to be an advocate of the organization, a rational understanding of the organization’s strategic goals, values and how employees fit and motivation and willingness to invest discretionary efforts to go above and beyond. (Nokia Siemens Networks, 2008)


A state of mind in which employees feel a vested interest in the company’s success and are both willing and motivated to perfrom to levels that exceed the stated job requirements. It is the result of how employees feel about the work experience –the organization, its leaders, the work and the work environment. (Mercer, 2007)

The energy, passion or “fire in the belly” employees have for their employer or more specifically what their employers or more specifically what their employer is trying to achieve in the market. (Baumruk and Marusarz, 2004)

Can be seen as a combination of commitment to the organization, its values plus a willingness to help out colleagues. It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer, it cannot be “required’ as part of the employment contract. (CIPD, 2007)

employee engagement is a heightened emotional and intellectual connection that an employee has for his/her job, organisation, manager, or co‐workers that, in turn, influences him/her to apply additional discretionary effort to his/her work’.

psychologically committed to their work, go above and beyond their basic job expectations, and want to play a key role in fulfilling the mission of their organisations’, whilst disengaged employeeswere said to be ‘uninvolved and unenthusiastic about their jobs and love to tellothers how bad things are’.


Engagement: A Perspective

“When employees are in debt financially, they are very unlikely to be engaged at work, always on the lookout for another opportunity that would pay more”.

Hypothesis for PhD Thesis

Ali Khaled Al Hashmi

Senior Vice President & Head of Human Resources


We believe that an employee’s Engagement is both the psychological connection and professional integration between an employee and their role, their team, their organisation and its wider objectives and values.

It is their perception of, and degree of satisfaction with, their individual purpose, their role, their work environment and theirorganisation as a whole.

What is Employee Engagement?


What everyone would agree upon is that Engagement is a desirable condition and that it means:• Involvement• Commitment• Passion• Enthusiasm• Focused effort and energy

A State of Engagement

Macey and Schneider (2008)


Why is it Important?


HR Summit 2017


17%

Productivity

20%

Sales

41%

Absenteeism

21%

Profitability

According to Gallup, there is a direct link between employees’ engagement

and organizational performance. Gallup compared the bottom quartile with

the top quartile and some of the outcomes are demonstrated below.

Higher Engagement Leads to Better Improvements

Engaged employees have 17% higher productivity.

Engaged Employees have 20% higher sales.

Engaged employees were 41% lower in absenteeism.

Engaged employees led to 21% more profitability.


Customer Loyalty: Happy employees are more likely

to create loyal customers.

Employee Retention: Work engagement is positively

related to organsational commitment.

Employee Productivity: Engaged employees work

harder, and are more loyal and more likely to go the

extra mile.

Organisation Ambassadors: Engaged employees are

more likely to advocate the organization as a place to

work and will actively promote its products and

services.

Benefits for the Organisation

Levinson (2007), Demourouti et al. (2001), Kahn (1990), Scottish Executive Social Research (2007), Luthans and Peterseon (2002)


Penna (2007) Hierarchy of Engagement


Engaged Employees

• More likely to stay with the organization

• Perform 20% better than colleagues

• Act as advocates of the business

• Invest themselves fully in their work

• Emotionally attached, highly involved with great enthusiasm for the success of their employer.

Institute of Employment studies (2009), Saks (2006)


Disengaged Employees

• Spinning (wasting effort and talent on tasks that may not matter much)

• Settling (do not show full commitment, not dissatisfied enough to leave)

• Splitting (not sticking around for things to change in the organization)

BlessingWhite (2006), Perrin Report (2003)


How Our Region Stands


EngagedFor the Middle East and North Africa, 14% have reported to be

engaged

Not EngagedFor the Middle East and North Africa, 64% have reported to be

not engaged

Actively DisengagedFor the Middle East and Africa, 22% have reported to be actively

disengaged

14%

64%

22%

Gallup (2016) ©Inspativity 2018 – All rights reserved – for more information: [email protected]

Global View

• 36% of employees admitted they were engaged

• 48% moderately engaged

• 11% not very engaged

• 4% not at all engaged

CIPD Summer Outlook (2015)


Why One Size Doesn’t Fit All


Maximum Satisfaction

of the Employee

Maximum Contribution

of the Employee

Employee Engagement

The Engagement Equation

Rice et al (2012)


An organisation, personal characteristics, job characteristics and employee experiences all influence engagement levels.

Each organisation has unique triggers for employee engagement and what works in one might not work in another

Robinson (2007), Baron (2012)

Why One Size Doesn’t Fit All.

• Younger people may be positive when they first join and organization, but can quickly become disengaged.

• Highly extravert and adaptable individuals find it easier to engage.

• The more senior an individual’s role, the greater the chance of being engaged.

• Generation differences – eg. Gen Y seek work-life balance, personal development, exciting jobs and motivating managers, and have an overwhelming desire to be fulfilled at work.

TalentSmoothie (2008), Towers Perrin (2003)


• Those low in neuroticism and high in extraversion, and those able to adapt and switch between activities, were more likely to be engaged.

• Employees now define themselves not by the work they do but by the lifestyle they lead – The choice to engage lies with the employee. It is given not taken.

• Employee engagement is related to emotional experiences and well-being.

Langelaan et al. (2006), Johnson (2004), May et al (2004)


Drivers for Engagement


Feedback Providers

Senior HR Manager-OD& Talent Management

Regional People Partner

Vice President Talent & Leadership

CHRO/ SVP HR

Executive Director Talent Acquisition

Head – Human Resources and Administration

Deputy CEO

HR Manager

Vice President-Corporate Services

Sr. VP Human Capital

Director of HRVP Human Resources


Autonomy & Flexibility Responsibility & Outcome

Remuneration Incentives & Bonus Recognition Job Benefits & Package

Behaviourial Expectations

Hygeine, Safety & Accessibility

Equality & Diversity

Value Matching(Vision, Mission & Values)

Peer Communication & Support

Learning & Development

Empowerment & Trust

Job Requirements

OrganisationalPerformance

Work-Life Balance

Value Add(Impact & Achievement)

Trust & Authenticity

Common Goals

Progression & Growth

Transparency & Communication

Innovative & Forward Thinking Culture

Goals & Objectives

Challenge & Resources Variety & Enjoyment

Ergonomics & Comfort

Bureaucracy & Change Agility

Direction & Goal-Setting

Job Security

Manager Support & Feedback

Ownership

Respect & Prosocial Behaviour

Conflict Management

Strategy & Performance

Friendship & Camraderie

Voice

Compliance & Quality Standards

Facilities & Recreation

Mobility

Inspiring Leaders

Peer Competence Leader CompetencePerformance & Talent

ManagementPerson-Job Fit

Brand & Reputation Customer Relations


The connection employees feel

between each other, with their

purpose and with their future with

the organisation

Individual

The physical characteristics of the

workspace and the less tangible areas

comprising the organisational

environment

Environment

Job role characteristics, pay and

benefits and clarity around their

place and contribution to the

organisation

Role

Levels and management of job

performance, the behaviour of

leaders and the organisations

market position

Organisation

Environment Organisation

Individual Role


Barriers to Engagement


Barriers to Engagement

• Job insecurity : Fear of job loss

• Unfairness: particularly in reward and pay

• Jobs with no space

• Highly stressful jobs with little flexibility or autonomy

• Poor line management

• Long hours without breaks

• Lack of trust

• Availability at work (non-proactivity)

Purcell (2009), BlessingWhite(2008)


Responsibility


Responsibility• The nature of an organization’s leadership and management can have an indirect impact on engagement.

• There is a high correlation between engagement and the extent to which the manager clearly articulates organizational goals, sets realistic performance expectations and to which they are flexible and adapt to changing situations. *

* A study by Corporate Leadership Council of 50,000 employees worldwide (2004)


A manager must do five things to create a highly engaged workforce. They are:

• Align efforts with strategy

• Empower

• Promote and encourage teamwork and collaboration

• Help people grow and develop

• Provide support and recognition when appropriate

DDI (2005)


What CanYou Do?


A Culture of Meaningfulness

• People are more likely to engage in situations that are high on meaningfulness.

• Employees actively seek meaning through their work and unless organisations provide a sense of meaning, they are likely to quit.

Lockwood (2007), Holbeche and Springett (2003)


Happiness Agenda: Smart Dubai Office (2016)


StrategySet a clear long-term

agenda for driving

engagement at your

organsation, backed up

by C-level

Action PlanSet clear, measurable

actions to be delivered

by HR and line

managers

ChampionsBuild buy-in through

identifying and promoting

engagement champions

Integration and

FeedbackIntegrate engagement

initiatives and metrics in day

to day interactions, quarterly

and yearly appraisals and

adjust based on feedback

Strategy

Action Plan

Champions

Integration &

Feedback

Four Steps to Starting a Sustainable Culture for Engagement


Your Action Plan1. Start engaging from day one

2. Start it from the top

3. Enhance employee engagement through two-way communication

4. Give satisfactory opportunities for development and advancement

5. Ensure employees have every thing they need to do their jobs

6. Work out financial and non-financial incentives

7. Build a distinctive corporate culture

8. Focus on top performing employees

International Journal of Business and Management (2010)


“Happiness and positivity in the UAE are a lifestyle, agovernment commitment and a spirit uniting the UAE community. The government system is evolvingto realize the goals that every human seeks: happiness for him and his family.”

Sheikh Mohammed bin Rashid Al Maktoum

“

employee engagement - fahr.gov.ae · employee engagement is a heightened emotional and intellectual...

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