Reva University, 18th & 19th Dec 2015 3/4/2016 1

g’ morning

what makes us happy to come to work !!!

[ Doing tasks that have meaning for me ]

employee engagement - The SHRM angle and role of HR

Let us all get

engaged@workplace

Why Employee Engagement Matters

22% higher profitability

21% higher productivity

10% higher customer metrics

37% lower absenteeism

48% fewer safety incidents

41% fewer quality incidents (defects)

2| Page

Engaged companies outperform their competition

TO WIN CUSTOMERS – and a bigger share of the marketplace – companies must first win the hearts and minds of their employees

Employee Engagement defined !!

“A heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work.”

--The Conference Board

3| Page

en●gage●ment (in gājd/ měnt)

Thus, Employee Engagement Feel satisfaction with their work Take pride in their organization Enjoy and believe in their work Understand the link between their job and the organization’s mission Feel valued by their employer Fully commit to their employer and their role Exert extra effort to contribute to business success

Common Concepts Commitment - affective, behavioral, cognitive - ABC Commitment - rational & emotional Discretionary effort – going above and beyond Drive innovation Drive business success Energy, involvement, efficacy Passion and profound connection Positive attitude toward company Psychological presence- attention and absorption Shared meaning, understanding- active participation Stay, say, strive Think, feel, act, during performance Translate employee potential into performance

The 10 reasons …..

Whose Who

Purpose don’t know

Personality Matters

What Reward, If work in Team

Don’t Recognize ……Achievement Feedback

Mutual Accountability

Lack of Clear Communications

Unrealistic Expectations

Non Performance X Performance

The 10th is …..

a t t i t u d e

9

why people are not engaged…….

Employee Engagement

Employees engage with their employer in four distinct ways:

1.Company – employees feel personal attachment, affiliation, passion toward the company as a whole

2.Job - employees value and feel personal involvement with their work and the tasks associated with their specific jobs

3.Supervisor/Leader – employees feel personal attachment, commitment, and affiliation with their direct supervisors and higher level leaders

4.Colleagues/coworkers – employees value relationships and feel emotional attachment to the other members of their team or to colleagues that they work with directly.

4| Page

Current State of Employee Engagement

50% would like to leave their jobs, including 25% of best performers.

(Right Management Journal)

74% of departed employees cited a lack of employer engagement as their principal reason for leaving.

(Harvard Business Review Journal)

Disengaged employees are 24% less likely to quit than engaged employees. (Conference Board Organisation)

5| Page

Engagement Categories

7| Page

HR Way: how to make work crazy….

13

Complete Freedom Total Transparency Complete Shared Responsibility Accountability for ones actions Liberty to decide course of actions Involvement / Participation Transparent feedback Delegate authority No hidden Agenda Complete Autonomy Power to take decisions

Freedom to do work in one’s own way No Supervision/ Foreman

No Bureaucratic and Administrative interference No Red-tapism

Sharing Common Platform Trusting each persons actions

No restrictions for new inventions One can fail, no punishment

Suggestions are part of daily work Accept critics

HR-leadership@workplace

Drivers of Engagement

8| Page

So how can we move engagement levels?

9| Page

17

Make habit to think big

High standards

Don’t quit

Keep learning

Enjoy daily

Behavior needed !!!

Open mind

Happy

Respect all

positive

No sweet path

GALLUP Survey

THE 12 KEY QUESTIONS

1. Do I know what is expected of me at work?

2. Do I have the materials and equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last seven/ thirty days, have I received recognition or praise for doing good work?

5. Does my manager/supervisor, or someone at work, seem to care about me as a person?

6. Is there someone at work who encourages my development?

7. In the last six months, has someone at work talked to me about my progress?

8. At work, do my opinions seem to count?

9. Does the mission/purpose of my company make me feel my job is important?

10. Are my co-workers committed to doing quality work?

11. Do I have a best friend at work?

12. This last year, have I had opportunities at work to learn and grow?

THE 12 KEY QUESTIONS

Strategic HR Leadership, and

Knowing your Workforce in creating Great

place to work

Great place to work !!

What Every HR Professional should know

Great place to work !!

Flexible and Transparent Organisation

Global Oppournity

Variety of Exposure

Diverse Experience

Performance recognition

Learning and Growth

Competitive rewards

Oppournity to grow and learn

Performance oriented culture

SHRM and Creating

Great place to work

» Connect

» Career

» Clarity

» Convey

» Congratulate

» Contribute

» Control

» Collaborate

» Credibility

» Confidence

1. Leadership

Employee engagement starts at the top – Key driver is the actions of senior leaders

• Leaders must demonstrate support

• Develop company culture

• Living their company’s values.

Best Practices from Best Employers – Make Employee Engagement a Business Priority

– 6 out of 10 companies report Employee Engagement as the #1 objective of their people program investment

12| Page

Leadership and Connecting with Employees

Encourage senior management and HR team to be a part of the employees’ corporate life.

– Install regular sessions where senior management speaks to all employees and create virtual ask your CEO — where employees are being heard.

– Same with HR chief….

14| Page

CEO / HR CORNER

Leadership and Connecting with Employees

15| Page

“When leaders tell employees where they are going, why they’re going there and how they are going to get there – and when they provide appropriate levels of trust, recognition and empathy - productivity goes up.”

Communication: The Cornerstone of an Engaged Workforce

Culture

How to Increase Belief In HR Leadership

16| Page

Connect

– Leaders must show that they value and respect their employees.

• If an employees’ relationship with their managers is fractured, then no amount of perks will persuade employees to perform at top levels.

Convey/Communicate

– Good Leaders provide clarity around expectations, provide regular and

routine feedback about performance (both individual and organizational) and what one needs to do to advance or take on new tasks/opportunities.

17| Page

2. Relationship between HR and Direct Line Manager

7 Things Every Great HR Boss Should Do

Acknowledge – let employees know they are doing a good job

Motivate – set high standards and stick to them enlisting employee input

Communicate – clearly, honestly and often

Trust – believe your employees can meet or exceed organizational goals and support them in their endeavors

Develop- provide tools and training so as your employees can reach full potential

Direct – challenge your employees but not overwhelm them

Partner – create and cultivate a sense of camaraderie

18| Page

In simpler terms:

Treat your employees right:

– Respect (being sensitive to needs, desires and goals)

– Objectives (set clear objectives involving them in the process)

– Awareness (increase awareness by providing feedback)

– Dialogue (on-going regular communications)

19| Page

R O A D

20| Page

20| Page

Know your Workforce…

23| Page

Managing/Coaching Millennials

Offer plenty of help

Create a collegial and team-oriented culture

Rewards for innovating and taking appropriate risks

(Praise can be more powerful than money)

Checklists/guideposts/milestones—lots of feedback

(Millennials mistake silence for disapproval)

Provide regular ―developmental coaching‖

(Positive, forward–looking, skill building)

24| Page

Strategy HR Intervention How to increase Satisfaction with Immediate Supervisor

25| Page

Organization’s Image - Employee Value Proposition

26| Page

Communication of the things that make your organization a great place to work is essential.

Best Practice Example

Employee Value Proposition At the Front Counter – Engaged and Committed Employees

29| Page

McDonald’s

Best Practice Example

Employee Value Proposition At the Front Counter – Engaged and Committed Employees

29| Page

To identify McDonald’s EVP, they conducted an unprecedented effort to gather input from crew and managers. They received responses from nearly 10,000 restaurant employees from 55 countries about what they love most and least about working at McDonald’s

The responses are ……

Best Practice Example

Employee Value Proposition At the Front Counter – Engaged and Committed Employees

29| Page

Identified key themes around …….. ““People and Culture,” “Flexibility and Variety,” and “Development and Opportunity” Family & Friends – “I work in an enjoyable, energizing atmosphere where everyone feels part of the team.” Flexibility – “I have a challenging, varied job that has the flexibility to fit into my lifestyle.” Future – “I have an opportunity to grow and progress by learning personal and work skills that will last me a lifetime, whatever I choose to do.”

Employee Communications

32| Page

2012 AON Hewitt Study

Print Collateral – Direct Mail

– Total Rewards Statements

Face to Face Communications – Focus Groups

– Town Hall Meetings

– Benefit Fairs

Electronic/Digital – Internet/Intranet

– Email – Text Messaging

– Videos

– Social Media

33| Page

When it comes to Communication – one size definitely does not fit all

Know your workforce/audience

Where they are located;

How long they’ve been employed;

Their job role;

Age and Gender, etc.

35

EVP Brochure

37| Page

Social Media

Vehicle to share company information and get employees to talk, share information and collaborate.

– Internal social media platforms allows employees to post presentations, ideas, etc. and receive instant feedback from other workers.

– Examples

• Experience Forum – connects new hires with other new hires to share experiences or answer questions.

• PepsicoConn3ct – LinkedIn group for young professionals within Pepsi.

43| Page

HR and Gen Y…..

44| Page

Social Media & Gen Y

40% check their cell phone every 10 mins

45% check social media as part of their daily routine

Don’t block facebook at work

– 56% won’t work at your company if you ban it!

– Most Career oriented are on Linkedin…..

– Eagers are on Twitts…..

Thus……

46

Strategic HR interventions !!!

49| Page

Employee

Value Proposition

Organization •Culture

•Mission/ Values •Leadership

People •Talent

•Social Networks

Work Environment

•Challenge •Autonomy

•Experiences

Career & Development

•Training •Performance Management

Benefits •Health & Welfare

•Financial Security

Compensation •Base

•Variable/ Incentive

“Great Company”

“Great Job” “Great Rewards”

http://in.linkedin.com/in/mmbagali