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Employee Engagement
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Employee engagement

  1. 1. Employee Engagement Aleya Pervin Leena HR Specialist, Trainer , Career Counsellor
  2. 2. “Whether you are a CEO or a supervisor, the place to start is yourself. Engagement is contagious. If you are engaged in what you are doing, people pick up your excitement and will want to join you”.
  3. 3. What according to you in Engagement?
  4. 4. What is Engagement • Employee Engagement is a measureable degree of an employee's positive or negative emotional attachment to their job, colleagues and organization which profoundly influences their willingness to learn & perform at work. • An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work and thus will act in a way that furthers their organization's interests • Engagement is seen as a positive attitude to the job and it is distinguished from both job satisfaction and commitment. It is more temporary and volatile than commitment, which is a more stable perception. © Copyright 2010 by William J. Rothwell, Ph.D., SPHR 39
  5. 5. What is Engagement • Employee Engagement is the means or strategy by which an organization seeks to build a partnership between the organization and its employees, such that: - Employees fully understands and is committed to achieve the organization's objectives, and - The organization respects the personal aspirations and ambitions of its employees. • A definition of a fully engaged employee - Is intellectually and emotionally bound with the organization - Gives 100 percent - Feels passionately about its goals and - Is committed to live by its values. • The employee goes beyond the basic job responsibility to delight the customers and drive the business forward
  6. 6. • Employee Engagement is a deep and broad connection employees have with an organization that results in a willingness to go beyond what’s expected of them to help the organization succeed. • This connection occurs at 3 levels: • The Rational (the head) • The emotional (the heart) • The motivational (the hands)
  8. 8. Why Employee Engagement?? An engaged employee is aware of business context, and works with colleagues to improve the job performance for the benefit of the organization Defined as the level of commitment and involvement an employee has towards their organization and values Engagement is closely related to job involvement and flow
  9. 9. Employee Engagement holds a very important position, few key benefits include: • Better Performance - Engaged employees work smarter, not harder. They keep looking for ways to improve performance at their workplace. This means more sales, lower costs, better quality and innovative products. • Better Communication - Engaged employees communicate – they share information with colleagues, they pass on ideas, suggest and advice and they speak up for the organization. This leads to better performance, greater innovation and happier customers. • Greater Customer Satisfaction – Engaged employees go out of their way to meet customers’ needs. Customers aren’t slow to notice and this leads to higher levels of repeat business, at a good cost. Why Employee Engagement??
  10. 10. Why Employee Engagement?? • Better Team Working - Employee engagement is about increasing the employees connection with the principles, strategies, processes, culture and purpose of the organization. It is a matter of commitment and encouragement. It is a matter of focusing on business results, and the employees having a clear sense of responsibility for delivering on the business agenda. • Greater Commitment - Engaged employees care about the future of the organization they work for, they feel proud to work for their company and they get on better each day with their colleagues. • Lower Employee Turnover and Greater Ability to Recruit Great People – Higher engagement leads to low attrition, they actively seek out new people who they believe can help the company get even better.
  11. 11. Categories of Engagement
  12. 12. Categories of employee engagement Actively Engaged Actively disengaged Not engaged
  13. 13. Actively Engaged Known as the builders Realize their role expectations and strive to meet and exceed them Perform consistently at high levels Passion, innovation at work are some of their traits
  14. 14. Not Engaged Concentrates more on the tasks rather than goals and outcomes Tends to feel that their contribution is being overlooked and their potential is not being tapped An unproductive relationship with managers or co- workers exist
  15. 15. Actively Disengaged Cave dwellers and are “virtually against everything” Being unhappy at work they sow seeds of negativity at every opportunity Undermine the accomplishments of engaged coworkers Cause great damage to an organizations functioning
  16. 16. HewittModelOfEngagement Behavior: engaged employees have an intense desire to be a member of the organization EOS Questions: • It would take a lot to get me to leave this organization • I rarely think about leaving this organization to work somewhere else STRIVE Behavior: engaged employees use extra effort and engage in behaviors that contribute to business success EOS Questions: • This organization inspires me to do my best work every day • This organization motivates me to contribute more than is normally required to complete my work STAY Behavior: engaged employees consistently speak positively about the organization to co–workers, potential employees and customers EOS Questions: • Given the opportunity, I tell others great things about working here • I would not hesitate to recommend this organization to a friend seeking employment SAY
  17. 17. Factors in Employee Engagement
  18. 18. Hewitt: Engagement Framework : Six Categories to Drive Engagement People • Senior Leadership • Manager • Coworkers • Customers Total Rewards • Pay • Benefits • Recognition Company Practices • Policies & People Practices • Performance Assessment • Company Reputation • Work • Resources • Processes Work Opportunities • Career Opportunities • Learning & Development Quality of Life • Work Life Balance Engagement
  19. 19. Sibson’s Engagement Framework
  20. 20. Importance Of Engagement
  21. 21. Attritionratereduces HigherProductivity Engaged employees are 50% more productive than colleagues who are not engaged LowerCosts Dissatisfied employees lead to more absenteeism thus leading to higher loss in production for the company Innovation Employee engagement drives innovation and optimism
  22. 22. Gallup Study : Importance of Employee Engagement on Organization Economics What the best organizations do differently? 1. Strategy 2. Accountability & Performance 3. Communication 4. Development
  23. 23. Importance of Employee Engagement on Organization Economics
  24. 24. Methods of engaging employees – from entry to exit
  25. 25. Methods of engaging employees – from entry to exit
  26. 26. Methods of engaging employees – from entry to exit
  27. 27. Methods of engaging employees – from entry to exit
  28. 28. Measuring Employee Engagement Listen Measure current level of employee engagement Know the degree of employee engagement
  29. 29. Measuring Engagement : Hewitt Methodology Strongly Disagree (1) Disagree (2) Slightly Disagree (3) Slightly Agree (4) Agree (5) Strongly Agree (6) 1. It would take a lot to get me to leave this company. 2. I would not hesitate to recommend this company to a friend seeking employment 3. This company inspires me to do my best work every day 4. I rarely think about leaving this company to work somewhere else 5. Given the opportunity, I tell others great things about working here 6. This company motivates me to contribute more than what is normally required to complete my work
  30. 30. Survey Analysis
  31. 31. Self Reflection • Think about your own colleagues, teams & departments – Are they: • routinely going the extra mile? • learning new skills? • helping your organization meet its goals? • understanding the role they play in the organization’s success? • feeling adequately appreciated and rewarded? • believing leaders have a sincere interest in their well being?
  32. 32. Self Reflection • As a leader and a direct manager of others, do you: • motivate people to go the extra mile? • help people in the organization develop new skills? • inspire employees to do what it takes for success? • inform people about how they contribute to the organization? • show appreciation & recognize the efforts of work well done? • care about the people who work for the organization & for you ?
  33. 33. Managers Role in Driving Engagement
  34. 34. Recruit & Select the Right Talent for Right Position: Managers should look into : 1. Candidates relevant work history, should brainstorm to gauge the facts. 2. Candidates relevant experience should match with the current level of position. 3. Should review the past achievement levels and match it with current requirement. 4. Should gauge the candidates willingness & flexibility to merge with the culture. 5. Pick ‘Oh Yes’ attitude candidates during hiring as the new hires today will become team members for next new hires. How Managers can Drive Engagement?
  35. 35. Coaching: Coaching is a communication process that develops awareness, personal accountability and trust. It facilitates individuals’ and teams’ learning and performance and creates meaningful experiences in the workplace. Two primary skills of the ‘Coaching’ process: 1. Listening: The coach listens attentively and openly to employees’ concerns and feedback. 2. Questioning: Rather than giving advice or telling employees what to do, the coach asks a range of questions that get at the core of the issue. Through the questioning process, employees identify their own conclusions and develop solutions based on the answers they give. 3. If you have Super Starts in ‘Oh No’ category, council them for better results. How Managers can Drive Engagement?
  36. 36. Communicating Clear Objectives: When Managers get his list of annual objectives, he can follow two approaches: 1. Devise his own plan and distribute tasks accordingly. 2. Managers can communicate the years objectives to his team, ask for their suggestions and feedbacks and then work with them to formulate a strategy and delegate responsibility. • In the first approach, managers “tell” employees what to do. In the second approach, managers “coach” employees to develop optimal solutions and are almost surprised at the results. • When employees are more involved in the goal setting process and have a say in how they will contribute, they typically exhibit greater creativity and are willing to be more accountable for achieving their goals. How Managers can Drive Engagement?
  37. 37. Team Developing Initiatives: With the work reviews, Managers should identify the strengths and weaknesses of their team members and initiate development activities like: 1. Recommend for Project specific trainings 2. Guidance for technical certifications which adds to individual and project success. 3. Nominate for Soft Skill Training Programs 4. Motivate to participate in Employee engagement initiatives and knowledge initiatives like 5. Fare distribution of work load and ensuring work – life balance 6. Supports and encourages team members to share their point of opinion How Managers can Drive Engagement?
  38. 38. ‘Pygmalion Effect’ : 1. Managers behavior modulates their team performance – what you believe about your people is what they will turn out to be. 2. The Pygmalion effect enables staff to excel in response to the manager’s message that they are capable of success and expected to succeed. 3. Can you imagine how performance will improve if your supervisors communicate positive thoughts about people to people? If the supervisor actually believes that every employee has the ability to make a positive contribution at work, the telegraphing of that message, either consciously or unconsciously, will positively affect employee performance. How Managers can Drive Engagement?
  39. 39. Top Ten Global Engagement Drivers • Senior management’s sincere interest in employee well- being. • The opportunity an employee has to improve skills. • The organization’s reputation for social responsibility. • Opportunity to provide input into decision making . • An organization’s ability to quickly resolve customer concerns.
  40. 40. Top Ten Global Engagement Drivers • An employee’s readiness to set high personal standards. • Excellent career advancement opportunities. • An employee’s interest in challenging work. • An employee’s relationship with her supervisor. • The organization’s encouragement of innovative thinking.
  41. 41. • Know your employees • The More you Care, the More will They • Meaningful Work – The Work Itself Motivates • Develop Commitment • Manage Expectancies – “The Expectancy Manager” • Challenging but achievable Goals • Build Willpower • Transparency – Transparency in any work holds a very important position. Associates are very keen and hold a right to know whatever is happening in the organization and what their efforts means to the authority. This means the top management has to be on toes and share all the information with their team members and subordinates. Role of Top Management
  42. 42. • Role Model – The top management plays a very important role as being the idol for the associates. They need to walk on the path before telling others to follow. • High Performers Club - An internal pool of extraordinary talent who can occupy leadership positions helping meet the future growth requirements. For this provide them learning and career advancement opportunities through Structured Conceptual Inputs, Cross-functional Assignments, Knowledge-sharing Sessions, Cross-functional Exposure and Job enrichment. • Fast Track Program - Fast Track Program is designed to retain the high potential associates who are the key contributors towards influencing, motivating, and attaining new business lines & growths, achieving the desired effectiveness and success of the organization. Role of Top Management
  43. 43. Thank you!