The document discusses employee engagement and provides strategies for developing and sustaining an effective employee engagement program. It defines employee engagement, identifies its key drivers as well-being, information, fairness, and involvement. It recommends conducting an employee engagement survey to assess the current state, identifying engagement levels and key areas for improvement. The document then outlines developing a strategy using the WIFI model and implementing initiatives to address the key drivers. It emphasizes the importance of leadership, communication, and making employee engagement an ongoing priority to achieve business goals.
3. Definition
• Employee engagement is personified by
the passion and energy employees have
to give of the of their best to the
organization to serve the customer.
• It is all about the willingness and ability of
employees to give sustained discretionary
effort to help their organization succeed.
4. Three aspects
• Engagement can be summed up by how
positively the employee:
• Thinks about the organization
• Feels about the organization
• Is proactive
Thinking
Feeling
Doing
5. Customer service
• Customer is King, Employee is Queen
• Touch points and moment of truth
• If you look after your staff, they will look after the
customers who in turn will look after your business –
Stew Leonard
6. Customer service
• Customer is King, Employee is Queen
• Touch points and moment of truth
• Pre-purchase experience – ads, wom, website
• Purchase experience – product & service
• Post-purchase experience – invoicing, loyalty program, service recovery
8. Work 2.0
Today’s employees looking for such things
like
• Work life balance
• Doing a meaningful job
• Making a difference for customers
• Community services
9. End Product of Engagement
• Cognitive engagement – focus on work
• Emotional engagement – feel engrossed at work
(here and now)
• Physical engagement –willing to go the extra
mile
• Advocacy – recommend organization to their
relatives and friends
11. Engagement Levels
Yes Men
Avoid taking risks
Keeping a low profile
Reluctant to change
Stars
Open to possibilities
Be optimistic
Adapt to change
Victims
Avoiding confrontation
Avoiding risk
Retreating into safety
Cynics
Overtly confidence
In the right
rebelious
Positive
Attitude
Inaction Action
Negative
Attitude
12. Engagement Levels
Yes Men
I would
I could
Stars
I will
I can
Victims
I won’t
I can’t
Cynics
It won’t
It can’t
Positive
Attitude
Inaction Action
Negative
Attitude
13. EE Model
• “WIFI” model (“well-being, information,
fairness, involvement”) to establish an
employee engagement program
14. Service-Profit Chain
• Internal service quality
• Employee satisfaction
• Employee retention
• External service quality
• Customer satisfaction
• Profit and growth
15. Internal service quality
• Right tools for the job
• Adequate resources
• Effective and efficient system
• Appropriate structure
• Appropriate job design
• Relevant core competencies
• Effective internal measures
16. Employee Satisfaction
• Leaders who focus on customers
• Leaders who role model excellent services
• Clear direction setting (goal, service vision and
customer promise)
• Open communication
• Appropriate employee selection and
development
• Empowerment
• Coaching
• Effective team building and management
• Reward and recognition
17. Tangible Results
• AT&T: 3% increase of employee
satisfaction – 1% in customer satisfaction
• Sear: 10% es – 2,5% cs – 1% sales
• The time lag between es and cs is 6-18
months
18. Gallup
• 29% fully engaged
• 49% indifferent
• 22% actively disengage –
high turnover
high absenteeism
political-in-fighting
bad communication
19. Walt Disney world management
• Philosophy towards employee is
• Make them feel special
• Treat them as individuals
• Respect them
• Make them knowledgeable
20. Research of EE (ROI)
• Towers Perrin – 17% in performance and
profitability
• Sirota Consulting – Share prices increase
of 16% (normal is 6%) in 28 MNC
• 10% in ee – 6% in cs – 2% profitability
• Hay group – 43% productivity
• DDI – high ee – 33% less in leaving their
jobsf
21. Questions
• What do you hope to gain?
• What will your business partners perceive
of employee engagement?
• What business issues will ee address for
your organization?
• What do you hope to gain personally and
professionally?
23. Gaining Buy in
• Gain support from management team
• Seek a high level sponsor
• Discuss the benefits of ee and develop a
sound business case
• Use hard evidence to defend your case
• Relate potential benefit to your
organization
24. The Starting Point
• Engagement survey
• Ad hoc survey
• Recruitment survey
• Attrition rates
• Absenteeism rates
• Quality rating
• Number of training days per employees
• % of employees with a PDP
• % of employee receive coaching and mentoring
26. Key Points
• Pilot run the survey, use cross functional
team to review questions
• Communicate the survey– why and what
• Involve the line managers in briefing the
survey
• Allocate time at work for employees to
complete the survey
28. Identify Key Drivers
• Use focus group to discuss about
engagement
• For example:
• Challenging work
• Input on decision making
• Career advancement
• Management style
29. Feeding back results
• Communicate the findings
• Senior leaders discuss about the solutions
• Set specific organization goals
• Involve people in each unit in developing
improvement actions
• Ldneti9fy quick win
• Focus on getting one thing at a time
• Cognize the positive and dev aspects of the
survey
• Communicate the progress of action plan on a
regular basis
35. Process
• SWOT
• Organization’s vision, mission and values
• Outline Organization’s key objectives
• Define EE strategy and how this support
organization’s vision, mission and key
objectives
• Set specific goals and measurement of
success
• Describe the action plan and results
39. Transformational Changes
• Reading for change
• Create a shared vision and common
directions
• Demonstrate strong leadership
• Creating a sense of urgency
• Creating a participative improvement
process
• Communicating and involving people
• Supporting and recognizing success
40. Work Breakdown Structure
• Involvement of end users
• Support of senior management
• Clear statement of requirements
(objectives, outputs, and business
objectives)
• Proper planning
41. Four Stages of Planning
• Defining the program
• Planning
• Implementing and monitoring
• Evaluate the process
42. Project Management
• Roles and Responsibilities
• Project scope process (sponsor, project
manager and team members)
• RACI Chart (Planning resource)
Task Description, Responsible,
Accountable, Consult, Inform
• Working Well as Project Team
43. Questions
• Which aspects of WIOFI need to be
improved
• Develop a work breakdown structure to
show the activities
• Whose buy in do you need?
• What key areas of the business need to
represented on a program or projects?
49. Information
• Clear sense of direction
• Terminology
Vision – Mission
Goals – Strategy – Results
Values – Behaviours – Results
Figure 6.1 page 119
50. Developing a Vision of the Future
• Developing and communicating vision
• Set strategic goals
• Develop Critical success factors –
strategies, Tactics and Action plan
51. Indicators
• Developing Vision and Strategies
• Keeping people informed
• Internal communications department
• Making information interactive and
continuous
• Quarterly Executive Forum and
Departmental Communication Session
52. Management
• Com personnel must be
Direct, Engaging, Systematic and
Cohensive
• Helping SLT to improve their
communication style
• Checklist of vision and strategies p.140
54. Fairness
• Respecting the individual
• Recruitment and selection
Assessment center and behaviours interviewing
• Induction
• Performance Management – reviewing the
what and the how
• Learning and Development
• Career Development and Succession Planning
• Talent Management
• Reward and recognition
56. Three Levels of Involvement
• Direct line manager
• With other teams
• With the organization as a whole
57. Activities
• The Role of Line Manager
Coaching and Facilitation skills
• Empowerment
No Go – Yes Then Go – Go Then let
Know – Go
• Discuss how we can empower them
62. HR Department
• Four Key skills:
• Read the political landscape
• Influencing skills
• Coaching skills
• Marketing skills
63. Leaders
• Leadership Practices
• Building employee engagement
a. communicating a clear vision of the
future
b. Building trust in the organization
c. Involving employees in decision making
d. Walk the talk – company values
e. Being seen to respond to feedback
64. Leadership Development
• Business Intelligent (BQ)
Business expertise
thinking strategically
Listening and anticipating customer
demands
Developing customer-driver offering and
solutions
Planning to meet customer demands
Improve services to the customers
65. Leadership Dev
• EQ
• Understand feelings of self and others
• Listening
• Emphatic
• Sharing feelings
• Appreciating others
66. Leadership Dev SQ
• Spiritual Intelligent (SQ)
• Their life and purpose
• Their roles and contribution
• Their values to the world
• Personally grow
67. Leadership Dev
• Political Intelligent (PQ)
• Aware of power base
• Source of power
• Reco0gnizing levels of influence during
change
• Developing strategies for influence
• Gaining buy-in from stakeholders
68. Line Manager
• People join organizations and leave
bosses
• The influence of line managers
• Steps for managers to engage employees
• Support and challenge
• Provide Feedback
72. 12 Questions from Gallup
• Do you know what is expected of you at work?
• Do you have the materials and equipment you
need to do your work right?
• At work, do you have the opportunity to do what
you do best every day?
• In the last seven days, have you received
recognition or praise for doing good work?
• Does your supervisor, or someone at work,
seem to care about you as a person?
73. 12 Questions from Gallup
• Is there someone at work who encourages your
development?
• At work, do your opinions seem to count?
• Does the mission/purpose of your company make you
feel your job is important?
• Are your associates (fellow employees) committed to
doing quality work?
• Do you have a best friend at work?
• In the last six months, has someone at work talked to
you about your progress?
• In the last year, have you had opportunities at work to
learn and grow?
75. Leadership ChangeLeadership Change
• Fear
• Results
• Weaknesses and find
faults
• Scolding
• Work
• Focus on present job
• No recognition
• Company goals
• Freedom
• Process
• Strengths
• Coaching
• Work + Personal Life
• Career Development
• Appreciation and
recognition
• Company goals +
personal aspiration
76. Leadership ChangeLeadership Change
• Freedom
• Process
• Strengths
• Coaching
• Work + Personal Life
• Career Development
• Appreciation and
recognition
• Company goals +
personal aspiration
• Redesign work/Positive
Feedback
• Discuss Process/PF
• Discover their strengths/
Spend time to teach/TDL
• Leisure conversation/DC
• Competency Model – PD
Plan
• 7 days a year/TQ
notes/informal
• Discover their dreams
77. Questions
• Assess your skills level in political,
influencing, coaching and marketing
• How do you engage senior manager for
employee engagement
• Walk the talk
• Align their behaviors to encourage
employee engagement