1.
What managers need to know in terms of
employee engagement
Sandrine Willemars
November 13, 2012
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

2.
What employees say about engagement initiatives
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

3.
Agenda
Engagement makes the difference
Engagement Framework
Different Levels of Engagement
How to create sustained engagement: Case studies
Airline Company
European Bank
Global Consultancy firm
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

4.
Engagement has various benefits for
organizations
Benefits at the organizational level Companies With Engaged Employees Report…
Companies with engaged workforces outperform peers with
$80,000–120,000
low engagement by a margin of 12 %-points in return on Growth in Employee Productivity additional revenue
assets and 11 %-points in profitability* per month
Benefits at the individual level Recruitment $3,800 more
• More productive costs 55% lower profits per employee
• More sharply focused on customers $18,600 more
• More likely to stay with their organization than their market value per Higher customer loyalty
employee
disengaged counterparts.
Higher profitability
Highly engaged employees: Source: Impact of Engaged Employees on Business Outcomes; Ongoing Employee
Engagement Research, Hewitt Associates, 2005
• Invest a lot of their physical, mental and emotional energy
in their work
• Find it hard to pull themselves away from work
• Find new ways to contribute to their team’s and their
organization’s success
• Go beyond what is typically required
• Eagerly embrace their company’s business goals
• Strive to overcome any challenges
 Actively disengaged employees undermine what their
more engaged coworkers try to accomplish.
Source: AON HEWITT: Trends in Global Employee Engagement 2011
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
* Source:William H. Macey, Benjamin Schneider, Karen M. Barbera, and Scott A. Young, “Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage,” Wiley-Blackwell, 2009.

5.
Employee Engagement is a measure of emotional and intellectual
commitment and is impacted by many different variables
We identified 6 Categories that remain consistent over time and are applicable across cultures
People Work
• Senior Leadership • Work Activities
• Manager • Processes
• Coworkers • Resources
• Customers
Competitive
Opportunities
Rewards • Career Development
• Pay Engagement • Learning /
• Benefits Development
• Recognition
Company Practices Quality of Life
• Policies and Practices • Work / Life Integration
• Diversity / Inclusion • Physical Work
• Performance Assessment Environment
• Company Reputation • Safety
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6.
We distinguish 4 Levels of Engagement
We researched 4 engagement levels based on the frequency with which employees
exhibit certain behaviors and attitudes
Plugged-In
Checked Out
Business challenge:
How to foster and sustain employee engagement within your
organization?
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7.
Driving Engagement through 3 imperatives
Accenture firmly believes that sustained engagement within organizations are driven by three
fundamental imperatives.
Create real
Cultivate a Actively balance
meaning, not
culture of trust employee effort
just mission
and respect and recovery
statements
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
* Source:Elizabeth Craig and Lauren DeSimone: Accenture research report June 2011, What Executives Really Need to Know about Employee Engagement

8.
1. Create real meaning, not mission statements
What employees
must believe Essential catalysts Interventions
• Job re-design & work changes
• Ability to feed views and opinions upwards
• Variety of work, challenging work • Celebrations for personal and professional
“I am making a Motivating • Influence (autonomy & milestones
difference” jobs ownership) • Recognition of employees’ effort
• Clear and transparent communication
• Significance of work tailored for individual functions and groups
• Timely and appropriate feedback &
“My company Good recognition
• Feeling valued by colleagues
has my back” relationships • Employee award
• Creating peer groups
• Talent management framework.
• Clear training overview per level
“We’re in this Compelling • Good fit • Career counseling/coaching
together” future • Career expectations are met • Create a culture of employability
(development and opportunity to participate
in prestigious projects)
Source: Accenture Institute for High Performance, Elizabeth Craig, Ph.D.
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9.
2. Cultivate a culture of trust and respect
What employees
must believe Essential catalysts Interventions
• Leaders support risk taking
“I am making a Safe • Culture where people can • Leaders value individual differences
difference” environment take risks • Leaders foster open dialogue and
transparency
• Formal and informal social events and
“My company Dependable teambuilding activities
•Trustworthy colleagues • Mutual accountability
has my back” colleagues
• Create a community; a sense of
belonging
“We’re in this
together”
Source: Accenture Institute for High Performance, Elizabeth Craig, Ph.D.
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10.
3. Actively balance effort and recovery
What employees
must believe Essential catalysts Interventions
“I am making a
difference”
• Career breaks, community involvement
“My company Energy programs,
• Opportunity to recharge battery • Flexible work policies
has my back” boosters
• Discount on sport club membership
• Wellness audit: e.g. energy measurement
• Coaching
“We’re in this Sane • Eliminate drains on employees’ energy • Training, e.g. stress management training
together” expectations • Essential resources • Supporting technology: automation of
tasks
• Sufficient resources
Source: Accenture Institute for High Performance, Elizabeth Craig, Ph.D.
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

11.
Content
Engagement makes the difference
Engagement Framework
Different Levels of Engagement
How to create sustained engagement: Case studies
Airline Company
European Bank
Global Consultancy firm
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

12.
Airline Company Case:
“I am making a Difference”
We helped build Company Pride and Sense of Belonging (People)
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

13.
Banking Case:
“My Company has my back”
We clarified Processes & Resources (Company Practices & Work)
Customer Team Work
Satisfaction
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

14.
Global Consultancy Firm
“We’re in this Together”
We focus on Vitality (Quality of Life) and Learning & Growth (Opportunities)
Boost One Fit Team@Work program
Vitality & Energy
EQ
IQ
PhQ
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

15.
Recap: How to create sustained Employee
Engagement
What Employees must believe Organizational imperatives Essential Catalysts
 Motivating jobs
“I’m making a Create real meaning, not  Good relationships
difference” mission Statements  Compelling future
“My company Cultivate a culture of trust and  “Safe” environment
has my back” Respect  Dependable colleagues
“We’re in this Actively balance effort and  Energy boosters
together” recovery  Sane expectations
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

16.
‘Engagement is one step beyond satisfaction, it
is about going the extra mile…’
Sandrine Willemars
Talent Manager
Accenture
M: +31.6.46.081.8 23
Sandrine.willemars@accenture.com
Sabine Haine
Partner HR Oplossingen
Accenture
M: +32.4.77.597.195
Sabine.haine@accenture.com
Öztürk Taspinar
Transformaties Publieke Overheden
Accenture
M: +32.4.76.907.445
Ozturk.taspinar@accenture.com
Copyright © 2012 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

17.
Appendix
Example: Engagement actions that have impact
Employee initiatives that proved to have the highest impact on engagement included mentoring,
recognition, and Brown Bag programs designed and administered by the team.
Initiative Description Impact
Mentoring Formed mentoring circles that were sponsored by xx and comprised of team members across levels to High
Program foster more personal interactions with team members and to create small discussion forums. Conducted a
competition based on number of mentoring circle events conducted by each group to stimulate interest and
generate excitement. Mentoring circle events included activities such as dinners, outings, or one-on-one
discussions and discussion on topics such as what does it take to be a successful xxx, how does xxxx
operate, insights on the annual performance review process, etc.
Team Member Instituted a formal recognition program for xxx whereby nominations were solicited and submitted each High
Recognition month. Nominations were reviewed by Managers and winning nominees were recognized at team
meetings and awarded Performance Points donated by Managers on the project.
Brown Bags Bi-weekly information sharing session designed to create an informal forum for team members to share High
perspectives, insights, or experience related to discussion topics of interest to the team. Examples of
Brown Bag topics include: client relationship management; overview of financial management; industry
primer; presentation skills, etc.
Team Surveys Administered periodic Team Satisfaction Survey (TSS) across xx pulse survey on xxx project as a High
supplement to the xxx Global Employee Survey to gauge team members engagement and satisfaction.
Surveys served to identify areas of concern or improvement for team members and informed the type and
nature on employee initiatives launched.
Team Established a standing schedule for standing weekly team meetings and bi-weekly team dinners/outings. High
Outings Purpose of team outings were to give team members a chance to meet those they don’t normally work with,
to have fun and to build team spirit! Team outing also consisted of the team looking for opportunities to give
back to the local community.
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18.
Appendix
Example: Engagement actions that have impact
A host of other high performance team initiatives were undertaken at varying points that contributed
to our ability to drive and impact employee engagement.
Initiative Description Impact
Team Meetings Interactive discussion on project/team status & issues, related topics to increase awareness & knowledge. Medium
Focus Groups Interactive small (5-8 ppl) group discussions where team members are encouraged to generate ideas for Medium
team engagement opportunities. Intended to occur quarterly to produce social & networking activities for
the following quarter calendar.
Newsletter Monthly newsletter providing client project and team related updates/milestones, tips, recognition, birthday Medium
notices, activity reminders and brainteasers.
Wellness Cascade xxx wellness communications and provide opportunities to maintain and improve health, including Medium
Program health tips, wellness survey, charity walks/marathons, etc.
Performance Ensures that each evaluator completes Project Feedback documentation and discussion by the deadlines. Low
Tracking
Supervisor Suggested itemized list for team supervisors to use to better provide leadership and development for their Low
Checklist team members (e.g. arrange monthly career checkpoints, etc.)
Project Roll-On/ Process to assure that each team member understands xx policies and procedures when they arrive and Low
Roll-Off prior to their exit
360 Feedback Feedback process that provides the tools and processes for individuals to solicit anonymous peer and Low
upward feedback from team members; implemented via an online survey tool.
Sacred Encouraging team members to leave the office at a reasonable hour (i.e. 5pm) one evening a xxx to attend Low
Evenings to personal activities in an effort to balance work & life.
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19.
Appendix
Some key organizational factors in engagement
1) A focused HR / Talent Management model & alignment with the business agenda
For sustained engagement HR the business (line-management) has a role but HR is critical in the
modeling of the Talent Management model
The Psychological Contract
 The Psychological contract provides an effective framework for managing the employment
relationship and entails an individual’s belief, shaped by the organization, regarding reciprocal
obligations“. It can be summarized as the "get" versus the "give“. If in the employees' minds
they "get" equal to what they "give," the organization will tend to have more effective,
committed and satisfied employees.
 Relevant elements for managing the psychological contract are:
– Clarity in what employees can expect and what is expected of them
– Unambiguous: alignment between signals sent by the organization- between TM practices
– Regular communication on the terms
2) Clear alignment between the business and HR agenda. Engagement must be mutually
sponsored
3) Clarity regarding what level of engagement is required on what department
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20.
Appendix
Example: Lessons Learned
What we learned is that there is no secret formula to impact employee engagement. Success requires going back
to the basics and demonstrating a genuine concern for your people. And in the end engagement drivers may
differ from company to company.
Leadership messages:
 Team leadership must walk the talk and demonstrate that engagement is valued
 Engage team leadership by asking individuals to “sponsor” employee initiatives
 Essential that team leadership be timely and responsive to concerns/issues raised
Keep listening to employees:
 Create a safe and open forum to continually discuss what’s top of mind for employees
 Listen to employees to find out what’s important or matters to them at the end of the day
Action plans and initiatives:
 Engage team in identifying targeted initiatives to address expressed concerns or needs
 Focus on a limited number of high priority initiatives that will deliver near-term impact
 Institute regular checkpoints to review initiatives progress and instill sense of accountability
 Be flexible in shifting focus of initiatives as teams interests and needs are likely to change
 Routinely solicit team’s feedback on what’s working well and not working so well
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