intro to ee

8/6/2019 Intro to EE

1/30

07/04/11 1

mployeemployeeEngagementngagement


2/30

An "engaged employee" is one who is fullyinvolved in, and enthusiastic about, his or herwork, and thus will act in a way that furthers

their organization's interests.

Employee Engagement is a measureabledegree of an employee's positive or negativeemotional attachment to their job, colleaguesand organization which profoundly influencestheir willingness to learn & perform at work
http://en.wikipedia.org/wiki/Wage_labourhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Wage_labour


3/30

What is Employee Engagement? Its a step ahead than employee

Satisfaction:

Belief in the organization

Desire to work to make things better

Understanding of business context and the bigger

picture

Respectful of and helpful to colleagues

Willingness to go the extra mile


4/30

Defining Employee EngagementEngagement is the energy, passion, or fire in

the belly employees have for their employer

Stay: Desire to be a member of the

organisation

Say: Speak positively about theorganisation

Strive: Go beyond what is minimallyrequired


5/30

07/04/11 5

IntroductionThe challenge today is

not just retainingtalented people, butfully engaging them,

capturing their mindsand hearts at each stage

of their work lives


6/30

07/04/11 6

Why Engagement

Matters?Talent is the engine of the modernorganizations, and engagement is themystery ingredient that transform the

engines output.

Engaged employees are both organizationsbrand equity and brand ambassadors

Fast promoted employees are not necessarilyENGAGED employees


7/3007/04/11 7

Research FindingsEmployee engagement predicts employeeoutcomes, organizational success and financialperformance . At the same time, it has been

reported that employee engagement is on adecline and there is a deepening disengagementamong the employees today (Bates, 2004,Richman, 2006)

It has been reported that majority of workers today,roughly half of all Americans in the workforce, arenot fully engaged or they are disengaged leadingto what has been referred to as ENGAGEMENTGAP, that is costing US businesses $300


8/3007/04/11 8

Employee Engagement

Report, 2011China has the smallest percentage of engagedemployees (17%) of the regions studied (SouthEast Asia, North America, New Zealand, China &Europe)

The largest percentage of engaged employees(37%) was in India

China had the greatest percentage of disengagedworkers as well, at 29%, while Indi a has thefewest, at 12%

Australia & New Zealand together had nearly ashigh a level of engaged workers as India, at 36%,but more who were disengaged at 17%

After China, Europe had the highest percentage ofdisengaged workers, at 19 % followed by North

America at 18%


9/3007/04/11 9

What is Employee

Engagement?Employee Engagement has become a widelyused and popular term (Robinson et al, 2004)

Personal engagement as the harnessing oforganizations members selves to their workroles, in engagement, people employ andexpress themselves physically, cognitively,and emotionally during role performances(Kahn, 1990)


10/3007/04/11 10

Its about marrying the employers goals to theemployees expectations

Employee Engagement can be defined as acombination of cognitive and emotionalantecedent variables in the workplace.

the simultaneous employment and expression

of a persons preferred self in tasks behaviorsthat promote connections to work and toothers, personal presence (physical, cognitiveand emotional) and active full roleperformances (Bill Kahn, 1990)


11/3007/04/11 11

Burnout researchers define engagement asopposite or positive antithesis of burnout(Maslachet al, 2001). Engagement is

characterized by energy, involvement andefficacy, the direct opposite of three burnoutdimensions of exhaustion, cynicism andinefficacy

Research on burnout and engagement (vigor

and dedication) are opposites of each other(Gonzalez-Roma et al, 2006)


12/30

07/04/11 12

Engagement means many

things!MotivationCommitmentPassionDesireAmbitionTrust

EmpathySolidarityInspirationSelflessness


13/30

07/04/11 13

The 80-20 RuleThe 80-20 Rule

20% of your employees will always give 100%of their effort

The key challenge is to get the remaining 80%engaged

Having the best talent is worth little if they arenot motivated or aligned with the businessobjectives.


14/30

07/04/11 14

Corporate Leadership Council report of 2004showed that highly engaged employeesachieved 20% more performance than

average

ISR Employee Engagement Report (2006)reported that highly engaged workforcesperformed up to 50% better than those withlow engagement


15/30

07/04/11 15

Model of antecedents andconsequences of Employee

Engagement


16/30

07/04/11 16

Behavior of an Engaged

EmployeeBelief in the organizationDesire to work to make things better

Understanding the business context and thebigger picture

Respectful of, and helpful to colleagues

Willingness to go the extra mile

Keeping up to date with developments in thefield


17/30

07/04/11 17

How to measure

Engagement?SatisfactionUnderstanding

Contribution

Alignment

Retention


18/30

07/04/11 18

Factors affecting

EngagementTrust and integrityNature of the job

Ability to align individual effort with companysperformance

Career growth opportunities

Pride in the company

Relationships with coworkersPersonal development

Relationship with immediate line manager


19/30

07/04/11 19

Top Trends Lead to focus on

Employee EngagementEmployee employer relationshipevolving/changing to partnerships

Increased demand for work-life balance

HRs greater role in promoting link betweenemployee performance and its impact onbusiness goals

Increasing focus on selective retention forkeeping mission-critical talent

Work intensification as employee increaseproductivity with fewer employees and

resources


20/30

07/04/11 20

Acquiring and keeping key talent reemergingas top issues of concern

Decline in traditional communication methodsand increase in cyber communication

Needs, wants and behaviors of the talent pooldriving changes in attraction, selection andretention practices

ues ons o e erm ne


21/30

07/04/11 21

ues ons o e erm neEmployee Engagement

(Q12)1. Do you know what is expected of you at work?2. Do you have the materials and equipment you need to do your work

right?

3. At work, do you have the opportunity to do what you do best everyday?

4. In the last seven days, have you received recognition or praise fordoing good work?

5. Does your supervisor, or someone at work, seem to care about youas a person?

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

7. At work, do your opinions seem to count?

8. Does the mission/purpose of your company make you feel your job isimportant?

9. Are your associates (fellow employees) committed to doing qualitywork?

10.Do you have a best friend at work?

11.In the last six months, has someone at work talked to you about

your progress?12.In the ast ear, have ou had o ortunities at work to learn and


22/30

07/04/11 22

Q 12 Gallup research It states that organizations must invest energies toincrease engagement by:

1. Clearly outline job expectations

2. Provide employee necessary tools and resources3. Work environment that is safe and congenial

4. Recognize employee achievements

5. Care for your people

6. Motivate and develop workforce, analyze training needs

7. Be open to suggestions from employees8. Emphasize uniqueness of each employees role

9. Drive teamwork and build commitment

10.Encourage a culture of camaraderie & friendship

11.Provide feedback

12.Provide ways for an employee to work and grow

13.


23/30

07/04/11 23

Levels of Employee

EngagementENGAGEDEMPLOYEES

NOT ENGAGEDEMPLOYEES

ACTIVELYDISENGAGEDEMPLOYEES

Work withpassionand feel a

profound connectionto their company.

They driveinnovation and move

the organizationforward

Are essentiallyChecked out

They sleepwalkthrough their workday, putting time- notenergy or passion-

into their work

Aren't just unhappy atwork, theyre busy

acting out theirunhappiness

Everyday, theseworkers undermine

what their engagedco-workersaccomplish


24/30

07/04/11 24

5 categories of Engaged

EmployeesTop Engaged- 29% of North Americanssurveyed fell into this group. They are top-level performers and their job/employer

satisfaction is high. If not kept engaged theycan slide into one of the three groups

Almost Engaged- 27%.They contribute fully,find great satisfaction in their work, but maynot consistently have great days at work.

They can be lured away if not cultivated


25/30

07/04/11 25

Honeymooners & Hamsters- 12%.Honeymooners are new, so their contribution

is not high, but they are happy to be with theorganization. Hamsters may work hard butspin their wheels on nonessential tasks orare retired in place

Crash & Burners- 13%. Talented formermaximum contributors. They are stressedfrom their job and their contribution level hasdropped. Left alone they can becomedisengaged and pull others down

Disengaged- 19%. They are at the oppositeend of the top engaged and often feeldisconnected from organizational priorities,underutilized, and dont get what they need

from work. If not coached to higher levels,their exit is a good thing.


26/30

07/04/11 26

Leveraging Employee

Engagement


27/30

07/04/11 27

Engagement Across Job

LevelsJob Level Actively Engaged (%)Actively Disengaged(%)Senior executives 53 4

Directors/Managers 25 10

Supervisors/ Foremen 18 15Specialists/Professionals

16 18

Non-Managementsalaried

14 20

Non-Managementhourly

12 25

: ( ), ( )S o u rce G ib b o n s 2 0 0 6 To w e rs P e rrin 2 0 0 3


28/30

07/04/11 28

Drivers of Engagement: the

6 CsCAREER Where am I going?

COMMUUNITY Is it socially rewarding?

CONGRUENCE Do values align?

COMPENSATION Am I fairly rewarded?

CONTENT Do I enjoy what I do?

COPING How am I supported?


29/30

07/04/11 29

What creates

Engagement?The Engaging roleAppropriate levels of roles in organizations (people

should not be under or over utilized)Freedom of speech (its not what you say that matters,

that you say , is what mattersDignify Your peopleDo not come in the way of Cross functional networking

(do not be the only reference point for yoursubordinates)

Communicate, Communicate and Communicate evenmoreEncourage and manage diversity (Cloning creates

disengagement)Enlarge the Vision in order that people see a more

meaningful existance


30/30

07/04/11 30

New Trends in Employee

EngagementCommunicate, Communicate, CommunicateInvolve people

Give employees opportunities

Make sure managers implement personal plansof employee engagement for their workers

Go light on pep rallies

Everyday, give your employees a reason tobelieve in you, its important to build TRUST

intro to ee

Documents