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Leading through engagement management strategies to motivate and retain 28 august 2014

  2. KEY PRESENTATION TOPICS  Defining employee engagement  Strategic imperative and context of employee engagement  Diagnosis of current levels of employee engagement  Building a business case for employee engagement (value and benefits)  Key drivers of employee engagement  Strategies to develop employee engagement  Best practice guidelines (retention, engagement and motivation)
  4. PERFORMANCE OUTCOMES OFFERING  Higher customer ratings (10%)  Higher levels of profitability (21%)  Higher levels of productivity (22%)  Lower levels of employee turnover (25%-65%)  Lower levels of safety incidents/accidents (48% employees and 41% customers)  Lower levels of stock shrinkage/theft (28%)  Lower levels of absenteeism (37%)  Higher quality (less defects) (41%)
  6. DEFINING EMPLOYEE ENGAGEMENT  Engagement happens when people are committed to their work and the organization and motivated to achieve high levels of performance  Engaged employees at work are positive, interested in and even excited about their jobs and are prepared to put discretionary effort into their work beyond the minimum to get it done  Say  Stay  Strive
  7. STRATEGIC IMPERATIVE AND CONTEXT – DELOITTE S.A HUMAN CAPITAL TRENDS 2014 REPORT  South African respondents recognized the following top five trends in terms of the importance index :  Leadership (77%) – readiness gap (40%)  Retention and Engagement (71%) - readiness gap (43%)  Diversity and Inclusion (70%) - readiness gap (45%)  Workforce Capability (70%) - readiness gap (47%)  Talent Acquisition and Access (69%) - readiness gap (35%)  Despite these being the most urgent trends, many of the companies surveyed expressed reservations about their ability to address these issues in the short-to-medium term.
  8. STRATEGIC IMPERATIVE AND CONTEXT – DELOITTE S.A HUMAN CAPITAL TRENDS 2014 REPORT  The Capability Gap index shows that Retention and Engagement has become an urgent challenge for leaders worldwide, especially in Brazil and China.  South Africa’s position shows the urgency for the trend, and the low level of readiness. South Africa (-29) is number six on the list.  This may suggest that organizations do not have the appropriate retention and talent strategies in place that cater for the continuously changing workplace and the changing demographics of the workforce.
  9. MEASUREMENT OF EMPLOYEE ENGAGEMENT - 5c INDICATORS  Are employees COMMITTED to the organization?  Are employees proud to work for the organization – company/brand ambassadors? CITIZEN  Do employees put forth extra/discretionary effort to help the organization and their colleagues achieve business objectives? COMRADE  Are employees innovative, enthusiastic and passionate about their work/jobs? CREATOR  Are employees CONNECTED (intellectually and emotionally) to their work/jobs – offer value add?
  10. FOUR STAGES OF EMPLOYEE  What do I get?  What do I give?  Do I belong? ENGAGEMENT  How can we grow?
  11. TYPES OF ENGAGED EMPLOYEES  Engaged  Not Engaged  Actively Dis-Engaged
  12. CURRENT DEGREE OF EMPLOYEE ENGAGEMENT  71% of employees are disengaged: 45% are not engaged 26% are actively disengaged 29% of the workforce are engaged Engaged 29% Actively disengaged Not Engaged 45% 26%
  14. BENEFITS OF EMPLOYEE ENGAGEMENT  According to Gallup (2013), employers can reap the following benefits of an engaged workforce:  202% better performance  $11 billion is lost annually due to employee turnover  Direct correlation to 9 key business performance indicators
  15. KEY DRIVERS OF EMPLOYEE ENGAGEMENT  According to Dale Carnegie research: Relationship with the immediate supervisor Senior Leadership’s ability to lead the company and communicate its goals Organizational Pride - vision of organization and corporate social responsibility
  16. EMOTIONAL DRIVERS OF  Enthusiasm  Inspiration  Empowerment  Confidence ENGAGEMENT 95% of employees who experience any three (3) of the above key emotions, are engaged
  17.  Work  People KEY DRIVERS OF EMPLOYEE  Opportunities  Total rewards ENGAGEMENT  Company practices  Quality of Work Life
  18. STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT  According to Gallup (2013), three (3) strategies to accelerate employee engagement are: Select the Right People and Managers Develop employees’ strengths Enhance employees’ well-being
  19. STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT  According to Armstrong (2011), the five (5) strategies to enhance employee engagement are: The work itself The work environment Leadership Opportunities for personal growth Opportunities to contribute
  20. JOB CHARACTERISTICS MODEL  According to Hackman & Oldham: Skills variety Task identity Task significance Autonomy Feedback
  21. LEADERSHIP STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT  According to Dale Carnegie research:  Senior managers must articulate the company vision in a clear and compelling way  Senior managers need to define organizational goals and objectives in realistic, clear and attainable manner  Managers should determine how each employee’s personal motivators align with organizational goals  Leaders should ensure that employees understand how their role contributes to the overall company success and should continuously demonstrate that employees have an impact on their work environment  Leaders should project a positive manner with employees, and be accessible
  22. LEADERSHIP STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT  According to Dale Carnegie research:  Managers should praise publicly, reprimand privately and coach team members who demonstrate disengaged behaviour  Employees should be encouraged to communicate clearly and provide input into the company vision  Direct managers should foster healthy relationships with employees  Managers should show that employees are valued as true contributors, giving them a sense of empowerment  Senior leaders should create a climate of trust and encourage managers to demonstrate that they care about employees (on personal level)
  24. BEST PRACTICE EMPLOYEE ENGAGEMENT  According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four areas:  Strategy and Leadership Philosophy  Accountability and Performance  Communication and Knowledge Management  Development and on-going Learning Opportunities
  25. DRIVERS OF EMPLOYEE RETENTION  An effective retention plan calls for analysing more than just what causes employees to jump ship – talent managers must also understand which employees they are most at risk of losing.  According to Bersin by Deloitte research (2013) on employee engagement and retention, shows a variety of factors contribute to retention:  Managerial excellence  Recognition and rewards  Career opportunities  A flexible work environment  Great online tools  Corporate mission or purpose
  26. LEADERSHIP LESSONS: “TAKE-AWAYS” – RETENTION AND ENGAGEMENT  In today’s digitally connected workplace, with the ever-changing dynamics of the environment and employees, organizations need to reinvent their retention and engagement strategies.  These strategies should take into account employee needs for career-life fit, the digital age of working differently and the high levels of employee migration and job mobility that are available today.  In the African context, retention and engagement strategies also need to be adapted to the cultural and various socio-economic conditions of the diverse workforce with consideration of the language and literacy barriers per employee demographic group.
  27. LEADERSHIP LESSONS: “TAKE-AWAYS”– RETENTION AND ENGAGEMENT  Companies should shift from “holding” to “attracting and engaging by building commitment, aligning individual and corporate goals and providing engaging work and a culture of development and growth.”  The 2014 human capital trends demand change, investment and focus if companies in South Africa want to effectively compete both as employers of choice and as competitive businesses in a human-resource-constrained market.  Jobs in most sectors become increasingly knowledge intensive, and the cost of replacing capable workers is high. Companies already recognize that keeping good people and keeping them engaged and productive are two separate things.  The secret is designing a suite of systems (work, culture, flexibility and social and community purpose) that supports a talent experience that makes it easy for employees to be continually “signing up” for the work they do.
  28. LEADERSHIP LESSONS: “TAKE-AWAYS”– MOTIVATION AND ENGAGEMENT  Business Leaders need to transform from applying Compliance-driven (extrinsic) motivational strategies to Commitment-driven (intrinsic) strategies  Business Leaders need to adopt a targeted (rifle) approach and not a hit and miss (shotgun) approach to employee motivation and engagement  Business Leaders need to transform employees into associates (sense of ownership) and brand/company ambassadors  Business Leaders need to develop a bouquet of recognition-oriented strategies and de-emphasize the value of monetary rewards
  29. LEADERSHIP LESSONS: “TAKE-AWAYS” – MOTIVATION AND ENGAGEMENT  Businesses need to transform from Talent Management to becoming compelling Talent Magnets  Business Leaders need to transform from employee retention to building Passion and Purpose  Managers/Leaders are instrumental/pivotal to effective employee engagement practices  Businesses need to adopt an integrated approach/strategy to employee engagement
  31. CONTACT DETAILS  CHARLES COTTER  084 562 9446   LINKED IN  TWITTER: Charles_Cotter