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7 Primary Driver of Employee Engagement

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25 Employee Engagement Ideas
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7 Primary Driver of Employee Engagement

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Full recording: http://bit.ly/1mcEgQD

This slideshare shows why our employees are often be distracted and how to get them back on track. By looking at what drives employee engagement, your teams will learn how to "be in the zone" more often.

Full recording: http://bit.ly/1mcEgQD

This slideshare shows why our employees are often be distracted and how to get them back on track. By looking at what drives employee engagement, your teams will learn how to "be in the zone" more often.

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7 Primary Driver of Employee Engagement

  1. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement 7 Primary Drivers of Employee Engagement
  2. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Rachel Bitte Chief People Officer Jobvite @rachelebitte Rusty Lindquist VP HCM Strategy & IP BambooHR @rustylindquist
  3. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement CEO’s rate human capital as their top challenge 3 years in a row McKinsey and the Conference Board CEO Challenge 3016
  4. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement - Ram Charan BUSINESSES PEOPLE DO don’t create value;
  5. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement War for talent is increasingly a defensive game. Forcing us to optimize, engage, and retain our existing human resources.
  6. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement
  7. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement HR’s Focus HR spends less than 15% of its time as a strategic business partner, and spends most of it’s time dealing with the implementation and administration of HR policies and practices. But when HR is involved, organizations function better, and are much more successful. -Forbes
  8. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Nearly one half of respondents rated their HR department as “not ready” to reskill itself to meet today’s business needs. Only 8% of HR leaders have confidence in their HR teams skills and abilities to meet business demands. Bersin, By Deloitte
  9. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Evolution of HR Business Value H L Strategic Micro Small Mid Large Operational
  10. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Evolution of HR Business Value H L Strategic Micro Small Mid Large Operational HR viewed as a cost center Transactional HR High-Impact HR HR as a strategic investment
  11. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Employee Engagement in the US is only 32% Gallup
  12. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Employee Engagement in the US Gallup 13%Highly Engaged 26%Actively Disengaged
  13. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Companies with an engaged workforce outperform their competition, with 21% Gallup higher productivity 22%higher profitability
  14. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Companies with an engaged workforce outperform their competition, with Gallup 147% in earnings per share 41% fewer quality defects 48% fewer safety incidents 28% less shrinkage 65% less turnover (low-turnover organizations) 25% less turnover (high-turnover organizations) 37% less absenteeism
  15. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement HR Professionals’most important issue in 2015: Culture and Engagement Bersin, By Deloitte
  16. Purpose Alignment Help your people be inspired by a cause 1 DRIVER
  17. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Inspiration Engagement VS
  18. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Inspired Employees are most productive Dissatisfied Satisfied Engaged Inspired 71 100% 144 225 Bain & Company and EIU Research, 2015 Productive Output
  19. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Have a safe work environment Have the tools, training, and resources to do their jobs well Can get their jobs done efficiently, without excess bureaucracy Are valued and rewarded fairly Are pat of an extraordinary team Have autonomy to do their jobs Learn and grow every day Make a difference and have an impact Get meaning and inspiration from their company’s mission Are inspired by the leaders in their company Satisfied Employees… Engaged Employees Inspired Employees Bain & Company
  20. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Intrinsic Extrinsic VS
  21. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Employer Brand v HOW OUTSIDE-IN (CONVENTIONAL) INSIDE-OUT (REMARKABLE) WHY Values Mission Beliefs Culture | Corp. Brand HR ActivitiesEmployee Perception Candidate Perception WHAT
  22. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement 1 Build a Narrative
  23. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Hiring to the Brand Agood team starts with recruiting
  24. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Engagement starts before a requisition is opened. 84 percent of jobseekers would consider another role at a company with an excellent reputation.
  25. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Branding promotes what’s true for your company. Engage the right people through honesty and transparency.
  26. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Empower your interview teams to do the work. Identify key positions and outline important questions, qualifications, and interviewers.
  27. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Make interviewing a 2-way street.
  28. Progress Inertia People in motion tend to stay in motion 2 DRIVER
  29. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement We tend to be carried forward in life by the inertia of our past. The Law of Inertia
  30. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement The Law of Inertia
  31. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Inertia Killers Path is Unclear Destination Ambiguity Progress Slows
  32. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Inertia Killers Path is Unclear Destination Ambiguity Progress Slows Restate and refocus on the objective Have a plan of attack Divide work into small chuncks
  33. Task Autonomy Making your own decisions matters 3 DRIVER
  34. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Have a safe work environment Have the tools, training, and resources to do their jobs well Can get their jobs done efficiently, without excess bureaucracy Are valued and rewarded fairly Are pat of an extraordinary team Have autonomy to do their jobs Learn and grow every day Make a difference and have an impact Get meaning and inspiration from their company’s mission Are inspired by the leaders in their company Satisfied Employees… Engaged Employees Inspired Employees Bain & Company
  35. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement It’s About Ownership
  36. Task to Skill Alignment Getting to do what you do best 4 DRIVER
  37. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement COP Model Competency Opportunity Passion The sweet spot
  38. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Optimizing for FLOW
  39. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Aligning to Attributes
  40. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Are your interviewers asking the right questions? 61 percent of employees say new job realities differ from expectations set during the interview process.
  41. Rewards & Recognition Gamification at work 5 DRIVER
  42. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement
  43. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Reward to Retain Organizations with recognition programs which are highly effective at enabling employee engagement had 31% lower voluntary turnover. Bersin
  44. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Recognition Matters 78% say recognition is a major motivator 52% aren’t satisfied with the recognition we receive 39% don’t feel appreciated at all BambooHR
  45. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Reward your best “recruiters” Recognize your employees who put in the effort to refer their friends and colleagues.
  46. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Celebrate success as a company
  47. Friends at Work Social gravity 6 DRIVER
  48. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Employee Recruiting
  49. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement 78% of recruiters find their best quality candidates through employee referrals But do your employees know that?
  50. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Enable every employee to be a recruiter. 78 percent of recruiters find their best quality candidates through employee referrals.
  51. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement 56% of new hires feel having a buddy or mentor will help them be productive more quickly.
  52. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Employee referrals are 5x more likely to be hired than any other candidate source.
  53. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement 17% of employees who left a job in the first six months said a friendly smile or helpful coworker would have made a difference.
  54. A Common Enemy The enemy of my enemy is my friend 7 DRIVER
  55. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Measure and Adapt
  56. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Signal to noise ratio
  57. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Increase Cycle Time Intended Direction Actual Direction Don’t wait till here Catch them here And here
  58. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement eNPS (Employee Net Promoter Score) “On a scale of 1 to 10, how likely are you to recommend this company as a place to work?” 10 9 8 7 6 5 4 3 2 1 0 Promoters Passives Detractors eNPS = Promoters (%) – Detractors (%)
  59. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement UP THEIR GAME RIGHT NOW perhaps more than in the last 20 years HUMAN RESOURCE JOBS are some of THE MOST IMPORTANT Roles in business, forcing HR to Bersin, by Deloitte
  60. bamboohr.com jobvite..com 7 Drivers That Power Employee Engagement Follow BambooHR and Jobvite on social media: bamboohr.com/blog | jobvite.com/blog/ Thank you!

Notas del editor

  • BHR
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  • BHR
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  • BHR

    And this perception is not isolated to those outside of HR. Research done by Bersin’s of HR leaders showed that nearly one half of all respondents rated their HR departments not ready to reskill itself to meet today’s business need. And only 8% of HR leaders have confidence in their HR teams skills and abilities to meet business demands.
  • BHR
  • BHR
  • BHR
  • BHR
  • BHR
  • BHR
  • BHR
  • BHR

    Recent research by Deloitte showed that of the top 3 drivers of employee engagement, purpose alignment was first.
  • BHR
  • BHR

    In the research, we surveyed over 300 senior executives from companies all over the world. We asked them to assess, based on their impressions of employee output, the relative productivity of dissatisfied, satisfied, engaged, and inspired employees. The results point to the productive power of an engaged and inspired workforce. If satisfied employees are productive at an index level of 100, then engaged employees produce at 144, nearly half again as much. But then comes the real kicker: inspired employees score 225 on this scale. From a purely quantitative perspective, in other words, it would take two and a quarter satisfied employees to generate the same output as one inspired employee.
  • BHR
  • BHR
  • BHR
  • BHR
  • JV
  • JV

    Your employment branding and reputation in the job market are vitally important when 84% of job seekers would consider another role at a company with an excellent reputation. This includes people who are happy at their current job. People are always on the lookout for the next best thing.
     
    (Corporate Responsibility Magazine / Allegis Group Services Study, August 2012)
    78% of job seekers say that employee ratings and reviews are influential when deciding where to work (glassdoor survey)
    78% of recruiters find their best quality candidates through employee referrals.
  • JV

    Not every company can be Google, but not everyone wants to work for Google.
    Make sure that everything from your branding, career sites, and initial interactions with candidates highlights what’s the best and most honest to your company. Meet with whoever manages your website and career site and align your goals. You don’t need unlimited vacation or dry cleaning services to attract the best talent. Some people love their privacy, enjoy security of a big company or the freedom of a small company.
  • JV

    Not every company can be Google, but not everyone wants to work for Google.
    Make sure that everything from your branding, career sites, and initial interactions with candidates highlights what’s the best and most honest to your company. Meet with whoever manages your website and career site and align your goals. You don’t need unlimited vacation or dry cleaning services to attract the best talent. Some people love their privacy, enjoy security of a big company or the freedom of a small company.
  • JV

    It’s critical to find a cultural fit.
  • BHR

    overcoming negative inertia
    Gravity
  • BHR
  • BHR

    From Switch by Dan & Chip Heath

    A local car wash ran a promotion featuring loyalty cards. Every time customers bought a car wash, they got a stamp on their cards, and when they filled up their cards with 8 stamps, they got a free wash.

    Another set of customers at the same car wash got a slightly different loyalty card. They needed to collect ten stamps (rather than eight) to get a free car wash--but the were given a "head start." When they received their cards, two stamps had already been added.

    The "goal" was the same for both sets of customers: buy eight additional car washes, get a reward. But the psychology was different: in one case, you're 20% of the way toward a goal, and in the other case, you're starting from scratch. A few months later, only 19 percent of the eight stamp customers had earned a free wash, versus 34 percent of the head-start group. (And the head-start group earned the free was faster.)

    People find it more motivating to be partly finished with a longer journey than to be at the starting gate of a shorter one...

    One way to motivate action, then, is to make people feel as though they're already closer to the finish line than they have thought.
  • BHR
  • BHR
  • JV

    Dan Pink in his book Drive:The Surprising Truth About What Motivates Us demonstrated that the three things that lead to motivation are autonomy, mastery, and purpose.

    Psychologist Edward Deci, and his colleague Richard Ryan, have been exploring the nature of what’s called self-determination theory, a theory of motivation that takes into account people’s psychological needs.

    They discovered in a study of workers at an investment bank that managers who offered “autonomy support” — which means helping employees make progress by giving meaningful feedback, choice over how to do things, and encouragement — resulted in higher job satisfaction and better job performance. Workplaces can support autonomy by giving people real control over various aspects of their work — whether it’s deciding what to work on or when to do it.

  • JV

    We saw Autonomy repeated in the research conducted by Bain & Company, that we referenced above.



  • JV

    Really, it’s all about ownership. When people have autonomy to do their jobs they have an increased sense of ownership, they take more pride in their work, simply put… they care more.

    But when they don’t have autonomy, when they’re just doing what they’re told, that sense of ownership goes away, they care less about what they’re doing, and that leads not only to reduced engagement, but lower productivity and performance as well.
  • BHR
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  • JV
  • JV

    It’s critical that in our interview process, we’re asking the right questions, making sure that we’re not only measuring for competency and experience, but for attributes, especially because specific job duties tend to change.
  • BHR

  • BHR

    The power of rewards and recognition cannot go understated. Rewards and recognition activate the most primitive part of our brain, our limbic brain, which is responsible for emotions. When this part of the brain is active, it steels energy from all other parts of the brain (which is why we have such a hard time thinking logically when we feel strong emotions).

    It also produces a surge in dopamine, which creates a powerful drive to repeat whatever behavior caused that dopamine rush in the first place. Game designers understand this neurological mechanism extremely well, and leverage it to create powerfully addictive games.

    But they’re not the only ones with access to this powerful behavioral motivator. Each of us in our ogranizations can find the right activities to reward and recognize, creating powerful incentives to repeat those desired behaviors.
  • BHR
    At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.
  • BHR
    Research done first-hand by BambooHR showed that

    78% of workers say recognition is a major motivator.
    52% of us aren’t satisfied with the level of recognition receiveD at work.
    39% of workers did not feel appreciated at all.
  • JV
    At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.
  • JV

    Promote what’s happening in the company. Everyone at your company benefits from great recruiting; they should know all the great work you’re doing, from great candidates, quick hires, and other successes you’ve achieved.  

    Celebrating success as a group fosters unity and community, both of which help contribute to increased at-work engagement.
  • JV
  • JV
  • JV

    Encourage your employees to promote and seek out employee referrals. Make them aware of open reqs, rewards for referring their colleagues. Do they know that employee referrals make the best hires? Do they know how excited you get when you see that “Employee Referral” source next to a new candidate with their name on it?
    Make sure your employees feel rewarded for their time and energy with recognition and with actual rewards. It can start small with a $5 starbucks gift card, but it’s important to encourage the behavior.
  • JV

    Encourage your employees to promote and seek out employee referrals. Make them aware of open reqs, rewards for referring their colleagues. Do they know that employee referrals make the best hires? Do they know how excited you get when you see that “Employee Referral” source next to a new candidate with their name on it?
    At Jobvite, we run “I am Jobvite,” promoting our top employee recruiters: the ones who refer the most people, the most actual hires, the most frequent interviewers, the ones who provide the most feedback, so that every employee can see the ways they can promote their company and their own recruiting performance.
  • BHR
  • BHR
  • BambooHR
  • BHR
  • Bamboo

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