Building culture through employee engagement

12 de Aug de 2013

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Building culture through employee engagement

  1. Building Culture through Employee Engagement Presented by Prashant Bhaskar & Pallavi Prabhu
  2. Menu for the Day  Understand what Employee Engagement is and the relationship between culture, commitment, and performance.  Understand what culture is and its importance in organizations.  Learn how to build employee engagement by motivating your workforce.
  3. What does engagement mean?  The Institute for Employment Studies defines engagement as  A positive attitude towards the organization  Awareness of business content  Works with colleagues to improve performance Engaged employees are those who are consistently motivated to go beyond expectations and who are committed to the company and customers
  4. How Many of You Would Like to Work in/with an organization where ALL EMPLOYEES say,
  5. Reality Check What percentage of your employees… Love their job? _____% It is OK, do just enough to get by? ____% Don’t really care much about the job? ____%
  6. The Real Picture Actively Disengaged: 17% Do just enough to get by & get paid: 54% PERFORMANCE Love my job, Engaged 29 % Source: Gallup Management Journal Gallup Organization Study ENGAGEMENT Current Commitment/Engagement Levels
  7. Why is engagement important?  The impact engagement has on the business success can be dramatic:  A recent study found that engaged employees outperform their counterparts by 20-28%  Serota consulting looked at 28 multinational companies and found that share prices of organizations with highly engaged employees rose by an average of 16% , versus an industry average of 6%  There is a direct co-relation between engaged employees and :  Retention of talent  Level of customer service  Individual performance  Team performance  Business unit productivity,  Financial performance
  8. Organizational Culture Defined  Organizational DNA  Culture = Sum of values, virtues, political environment and behavioral norms  In short, is it the “Way We Do Things Around Here” What management pays attention to and rewards is the strongest indicator of an organization’s culture
  9. What Is our Culture? Think About…. 1. What words would you use to describe your organization and/or team? 2. How are decisions made? 3. How are promotions determined? 4. What is focused on more? 5. What gets rewarded? 6. What does the physical environment look like? 7. How is feedback given?
  10. Importance of Culture Culture High Performance Employee Engagement Direct link between culture and the level of employee engagement
  11. ContractualExternal Internal Levels of Commitment = ENGAGEMENT Internalization Identification
  12. Commitment Levels External Commitment Internal Commitment PERFORMANCE ENGAGEMENT
  13. Employees who are engaged  Have a positive attitude and feel pride in the company  Believe in the product and service offered  Act as business owners  Feel empowered to make a difference  Believe their work impacts the organization in a positive way  Improve the sharing of information so all can strive to be “Best in class”  Promotes positive culture  Takes advantage of being a “global” company through employee interactions  Allows the environment to be fun Enhances Company Performance Individual Performance Organizational Pride Team Productivity Employee Retention
  14. Elements of Engagement  Role of Leaders  Role of Managers  Communication  Building a sense of Team  Recognition/ Celebration  Proactive Human Resources  Measure Progress
  15. Role of leaders  People Leadership  Business Leadership  Self Leadership
  16. Role of Managers Managers who have people leadership responsibilities have a critical role to play in employee engagement. Research has proven that the #1 reason for employee job satisfaction and retention is their immediate supervisor. Successful managers;  Inclusive with all team members  Provide clarity  Care about their employees  Show a link between individuals role and business as a whole  Impart clear expectations  Proactively inform the team how they will be assessed  Develop and help the individual grow  Reward & Recognize
  17. Communication is a key to creating high engagement culture - Communicate Frequently - Create forums to encourage two way communication -Anchor communication in data and specifics about business fundamentals and strategy - Show employees how their jobs contribute to business objectives -Provide actionable guidance on how employees can contribute to the business objectives - Ensure the CEO & senior leaders travel to communicate with employees in person - Appeal to employees emotional commitment by linking peoples personal experience to business initiative
  18. Building a sense of team  Company sponsored activities  Community involvement  Individual volunteerism  Collaborate with co-workers to promote a positive work environment  Clear objectives that the team is all striving to achieve
  19. Recognition / Celebration  Employee recognition programs  On the spot awards  Mid level awards  Key contributor awards.  During team meetings thanking individuals or teams for a job well done.  Service awards  Site celebrations
  20. Proactive Human resources  Higher HR involvement  Drive people planning cycle  Enhance, motivate and retain are most important asset – people  Drive performance and profitability
  21. Measure Progress  Conduct organizational climate surveys to understand if the employee satisfaction objectives are met.  Use the findings of the survey to improve organization culture and become employer of choice.  Conduct such surveys on a yearly basis
  22. Pieces come together
  23. These elements will drive up employee engagement
  24. “Things that matter to Employees that most Companies must sermon!”  Feeling appreciated for the work they do.  Not working in a stressful environment  Being valued and respected within the organization.  Career opportunities for advancement within the organization.  The organization effectively utilizes employee’s knowledge and skills.
  25. Plug HR creates awesome ventures!!!

Notas del editor

  1. Pallavi says: Hello and good morning everyone! How many of you are hungry? How many of you haven’t had breakfast yet? Well, here’s the menu for the day!
  2. Pallavi says Bon Appetit!!! What is your understanding of employee engagement? Any thoughts
  3. Pallavi says: I want to
  4. Any guesses?
  5. Pallavi says: A study by the Gallup organization revealed that 17% of us are actively disengaged at work, while 29% love our jobs and are actively engaged at work. Interestingly enough, a whopping 54% of us are doing just enough to get by.. We’re just here for a pay check. Gallup in practical terms less than 1/3 of employees were committed to the companys success. As supervisors and managers, which group should we be focused on? Yep, that’s right. The middle group. They could go either way. We want to motivate them to the “engaged” group.
  6. Pallavi scribbles: Organizational DNA is a metaphor for the underlying factors that together define an organization’s “personality” and help explain its performance. Organizational culture is the sum total of an organization’s past and current assumptions, experiences, philosophy, and values that hold it together, and are expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, express or implied contracts, and written and unwritten rules that the organization develops over time and that have worked well enough to be considered valid. (Hofstede, 1987) Culture is the glue that binds our communities, organizations, groups and families together.  A positive culture tends to be nurturing, democratic and progressive.  When a culture is in positive mode it nurtures and values the contributions of its members; as a result ideas grow and flourish.  A positive culture is flexible to change and adapts to meet the needs of its members in a dynamic and constantly changing world.  With the combined energy of all its members, a positive culture can actively pursue the challenges of the future.  A negative culture tends to be oppressive and destructive.  Members exploit and attack each other, suppressing creativity and communication.  This exploitation results in negative reactions from those being exploited. These negative reactions show up as anarchistic behaviors with chaotic results. With the majority of its focus turned inward, the negative culture can't anticipate the future and is often surprised by it. In reality, what management pays attention to and rewards is often the strongest indicator of the organization's culture. This is often quite different than the values it verbalizes or the ideals it strives for. Think for a minute about the organization in which you work. Does your management encourage or discourage innovation and risk taking? Does it reward employees for coming up with new ideas and challenging old ways of doing things or punish those who challenge established norms and practices? Do mavericks fit in or do they get pushed out? Is rapid change the norm in your organization or does management vigorously protect the status quo? Does the organization truly value excellence or is the mentality simply "just ship it"? Does management pay attention to the wellbeing of its employees or is it completely focused on task performance and profits? Does a high level of employee participation characterize the culture or does senior management make most decisions? In short, our culture is “the way we do things around here”. Keep in mind that the culture of your organization as a whole may or may not be the culture of your own company /client company or even your own team! It is often the case that when a group of individuals work closely together they form their own culture, their own way of doing things around here So as you ask yourself the questions about your organization’s culture, ask those same questions about your own company/client company and/or the team you manage/supervise. Transition: How do you know what your culture is? Here are a few tools/exercises to help you define your own culture or get more clarity around it…
  7. What 10 words would you use to describe Plug HR . Since we are talking about building culture , I am using Plug HR as an example for this this exercise What 10 words would you use to describe our company? Fun, bureaucratic, fast paced, energized, innovative, customer driven, youthful, intense/serious, messy, neat, old, cutting edge, conservative, proud, - what's is really important? The customer, the bottom line, the numbers - who gets promoted? Best performers, next in line, best diplomats - what behaviors get rewarded? Making your numbers, helping a team member, taking a risk, taking ownership of a customer problem who fits in and who doesn't? Those that can’t follow rules, risk-takers, multi-taskers -how are decisions made? By management only, with input from employees It is how we work and play together it means how this is translated into our day to day activities KEEP IN MIND THAT THE WORDS WE USE TO DESCRIBE PLUG HR’s CULTURE ONLY BECOME TRUE CULTURE WHEN IT TURNS INTO ACTION!! Culture evolves differently depending on how it gets expressed within Plug HR. Transition: And if you were having trouble with this or want to validate it , you may want to ask someone outside the Plug HR or perhaps a new hire what they “see” .
  8. Pallavi says: Study after study has shown in all areas of business that the level of employee commitment is directly related to the culture. Not only that, but the studies also reveal that the more employee commitment our company has, the higher we perform. Remember, culture in the context of this presentation is “how we do things around here”. That includes how the work is designed, who is involved in what, who and what gets rewarded and punished. What do we mean by level of commitment? Isn’t it an “all or nothing” thing? Either you are committed or not?....Well, not exactly.
  9. Pallavi says: It is important for us to understand what differentiates one level from the next as we build on the concept of Building a Culture that inspires employee commitment. Let’s take a closer look at the three degrees. Contractual: Doing what is expected – as per a “contract”. Such as being paid a fair days pay in exchange for a days work. They are involved NOT committed Identification: The process of “owning it” has began! This is where people begin to feel pride in belonging to the team, or organization. Internalization is when the individual finds the values of the group (organization, team) to be intrinsically rewarding and in line with their own personal values. They buy in intellectually and EMOTIONALLY It’s the difference between I should/I have to and I want to The lowest level of commitment is External. Typical work environment that generates external commitment is characterized by: Tasks defined by others Behavior required to perform tasks is defined by others Performance goals are defined by management Importance of the goal is defined by others Internal commitment is fostered by a work environment that: Individuals define tasks Individuals define the behavior required to perform tasks Management and individuals jointly define performance goals that are challenging for the individual Individuals define the importance of the goals
  10. Pallavi says: If we truly want to reach the highest levels of performance we have to create a culture that fosters internal commitment…Why should we do so? An enabling culture leads to committed employees which leads to higher employee performance which translates to: Increased Profitability Increased Customer Satisfaction and Loyalty Enhanced Employee Performance What are the benefits of having engaged employees ? Why should we focus on employee engagement?